Manitoba's Top Employers (2023)

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MANITOBA’S TOP EMPLOYERS

2023 MAGAZINE

Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Jing Wang, RESEARCH ASSISTANT

Advertising Team:

Ye Jin Suhe, MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan, BRANDING & GRAPHIC DESIGNER

Sabrina Wu, SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Abigail Cukier

Brian Bergman

Brian Bethune

Deb Bourk

Jane Doucet

Mary Dickie

Don Hauka

D’Arcy Jenish

Rick Mcginnis

Kelsey Rolfe

Diane Sims

Barbara Wickens

Nora Underwood

For many residents of Manitoba, it feels as though the economy is the strongest it’s been in living memory. In recent months, the province’s unemployment rate has been the lowest in Canada and continues to hover near all-time lows. The Manitoba government, addressing the recruiting challenges faced by employers, speaks openly of endemic labour shortages and the need to attract more skilled immigrants.

The tight labour market is of course making it easier for job-seekers and employees in Manitoba to be discerning when considering new positions. Wages and salaries have increased but, equally important, job-seekers are asking how prospective employers are supporting the community before deciding to accept a new position or even staying with the same employer.

Manitoba employers have a long history of supporting their local communities and, in this year’s announcement magazine, you’ll discover how the province’s best employers make it easy for their staff to get involved. From offering paid time off to volunteer at local charities to matching donations at organizations where employees volunteer, the top Manitoba employers create conditions where their employees can feel good about giving back to the community.

Over two decades ago, when we launched the national Canada’s Top 100 Employers competition, we noticed that employers that take a broader view of their role in the community were almost always better places to work. It’s an interesting connection that job-seekers would do well to keep in mind: if you want a good measure of the culture of an organization, ask a recruiter what their employer is doing to support local community groups.

Of course, many of this year’s winners go a step further and also provide considerable financial support to local community groups and initiatives. The best of these initiatives involve their employees, who often review donation requests and take part in decisions regarding which charitable groups to support. Some employers even bring their employees’ unique skills – from software to accounting expertise – to benefit local non-profit and charitable initiatives.

Creating the structure for employees to get involved with local charities not only makes employees feel better about their workplace, but it also helps them stay connected to each other and to their employer. It’s good for the community and for employers – and that’s a bargain that everyone can support.

–Tony Meehan

 Winnipeg-based Palliser Furniture offers phased-in work options to allow those nearing retirement gradually reduce their hours.

© 2023 Mediacorp Canada Inc. and the Winnipeg Free Press. All rights reserved. MANITOBA’S TOP EMPLOYERS is a trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

PALLISER FURNITURE

Great expectations built upon more than just hope

Manitoba organizations have great expectations for 2023. This does not mean that the road away from the effects of the pandemic will be simple or easy. Roadblocks remain. But over the last few years, businesses have learned that they need to be nimble and resourceful to leap over hurdles preventing them from succeeding.

According to the Manitoba Outlook Survey (requested by Manitoba Chambers of Commerce and executed by Leger), “70 per cent of Manitoba business leaders

indicate they are near or have exceeded pre-pandemic revenues.” CEO and president of the Chambers, Chuck Davidson, tempered the enthusiasm by noting that “businesses are now being impacted by inflationary pressures and workforce shortages, both of which are impacting further recovery efforts.”

A common concern unites businesses — staffing. Ask Manitoba employers what keeps them up at night in 2023 and their answers will be finding or keeping great employees.

Demographics seem to be against them.

A recent Free Press article called, “City

staffing crunch demands innovative solutions,” explains what many of us already knew about the concerns about this issue: “Canada’s workforce is aging. The population now has more people between 55 and 64, around the age of retirement, than it does between 15 and 24.”

A larger than normal attrition rate has been on the horizon for decades. Filling these large staffing holes left by baby boomer retirements was meant to be addressed with solid planning. But as many of us observed, companies were hit hard by several issues, including 2022’s

great resignation. Due to unexpected retirements, vacancies and other more dire concerns, many company plans were disrupted. Let’s face it, in 2017, who folded a pandemic into their five-year plans?

In years past, workers jostled to get stable employment with companies offering benefits and a pension. While salary, benefits and pensions are key components drawing applicants to organizations, the Free Press story further notes that “the conversation is bigger than money. Many gen-Zers are also rejecting the idea that one’s identity comes from work.”

 Princess Auto offers referral bonuses as an incentive for employees to recruit their network, $500 to $1,000 depending on the position.

This may explain the desire by many to work from home. Whether you call it work/life balance or just a plain desire to avoid heavy commutes, the result is the same: the Manitoban workforce is looking for employers who are flexible.

For the winners of this year’s Manitoba’s Top Employers competition, selected by Mediacorp Canada Inc., responding to changing needs is key to attracting and retaining top talent. Top employers have adopted hybrid work options where possible and focused on incorporating flexibility into their policies, such as flexible start and end times, paid personal days to enable employees to uphold personal commitments, and paid time-off for illness and well-being.

Organizations recognized this year also ensure that their benefits serve employees at every stage of their lives, whether it’s maternity and parental leave top-up for those starting a family or long-term savings that bring peace of mind for retirement. The best employers work to improve the lives of their people, and the 2023 winners are shining examples of just that.

– Charlene Adam

 Employees break from the workday to help beautify the Winnipeg Airports Authority campus.

 Wawanesa Insurance has flexible work hours and hybrid work-from-home or anywhere that the company has an office location in Canada.

 Pollard Banknote, an instant lottery ticket producer, supports ongoing development with generous tuition subsidies.

The following organizations have been chosen as Manitoba’s Top Employers for 2023 (employee count refers to full-time staff):

ABORIGINAL PEOPLES TELEVISION NETWORK INC. / APTN, Winnipeg. Television broadcasting; 152. Offers maternity and parental leave top-up of 80 per cent of salary for up to 16 weeks for new and adoptive parents.

ACCESS CREDIT UNION LIMITED, Stanley. Credit unions; 363. Offers a full suite of financial benefits, including a

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

ARCTIC CO-OPERATIVES LIMITED, Winnipeg. Community co-operative; 119. Considers employee feedback when selecting charities to support and matches employee donations dollar-for-dollar, to a maximum of $1,650 per year.

ASSINIBOINE CREDIT UNION LTD., Winnipeg. Credit unions; 452. Maintains an emerging leaders committee to support the development of high-potential

WINNERS 2023

employees and provides mentoring and career planning services to guide those interested in advancing in their careers.

CANADA LIFE ASSURANCE COMPANY, THE, Winnipeg. Direct life insurance carriers; 11,006. Offers generous coverage for mental health care as part of its benefits plan, to $5,000 annually.

CANADIAN CANOLA GROWERS ASSOCIATION / CCGA, Winnipeg. Business associations; 81. Hosts regular lunch and learn sessions on a variety of

wellness topics, such as mental health, financial wellness, nutrition and yoga.

CARDINAL CAPITAL MANAGEMENT INC., Winnipeg. Investment management services; 71. Maintains a generous time-off policy with four weeks of starting vacation allowance, moving to five weeks after only five years on the job.

FUSION CREDIT UNION

LIMITED, Hamiota. Credit unions; 146. Maintains a wellness credit program to enable staff to purchase items that improve their health

PHOTOS (CLOCKWISE):

1. APTN journalist and anchor Dennis Ward in the studio.

2. A Fusion Credit Union employee lends a hand at a local recycling initiative.

3. Employees at Canadian Canola Growers Association creating art during Mental Health Week.

2023 WINNERS

Continued and wellness, with reimbursements of up to $200 each year.

GORDON FOOD SERVICe, Winnipeg. Food distribution; 4,173. Maintains a profit-sharing plan to let all employees share in the company’s financial success.

IGM FINANCIAL INC., Winnipeg. Financial services; 3,818. Encourages employees to adopt an ownership mentality through a share purchase plan, available to all employees.

JOHNSTON GROUP INC., Winnipeg. Insurance and group benefits; 337. Encourages employees to put their health and wellness first with paid sick time, up to nine days per year.

MAGELLAN AEROSPACE, Winnipeg, Winnipeg. Aircraft equipment manufacturing; 626. Invests in the education of the next generation through academic scholarships for children of employees.

MANITOBA BLUE CROSS, Winnipeg. Insurance and group benefits; 296. Encourages employees to support their favourite charities with up to two paid days off to volunteer along with matching charitable donations.

MANITOBA HYDRO, Winnipeg. Hydroelectric power generation; 4,764. Helps employees plan for life after work with retirement planning assistance services and offers the security of a defined benefit pension plan.

MANITOBA PUBLIC INSURANCE, Winnipeg. Direct property and casualty insurance carriers; 1,936. Supports birth mothers with generous maternity and parental leave top-up payments, to 93 per cent of salary for up to 31 weeks.

PALLISER FURNITURE LTD., Winnipeg. Furniture manufacturing; 812. Offers phased-in work options to allow those nearing retirement gradually reduce their hours.

PAYWORKS INC., Winnipeg. Payroll services; 378. Manages the Pay It Forward program to support communities where the company lives and works, offering paid time off to volunteer and matching employee donations up to $400 per year.

POLLARD BANKNOTE LIMITED, Winnipeg. Specialized printing services;

 Manitoba Blue Cross at the opening of the Mental Health Assessment Unit at Victoria Hospital.

 Princess Auto employees can share in the company’s success through its profit-sharing plan.

MANITOBA BLUE CROSS PRINCESS AUTO

2023 WINNERS Continued

1,058. Supports ongoing employee development with generous tuition subsidies for courses related to their current position, up to $3,000 annually.

PRINCESS AUTO LTD., Winnipeg. Automotive parts supplier; 2,226. Offers referral bonuses as an incentive for employees to recruit friends, ranging from $500 to $1,000 depending on the position.

RED RIVER COLLEGE

POLYTECHNIC, Winnipeg. Post secondary schools, polytechnic; 1,440. Helps employees keep fit with free membership to its fully equipped fitness facilities on campus, which feature instructor-led fitness classes and a range of sports equipment for loan.

RED RIVER CO-OP, Winnipeg. Grocery retail co-operatives; 269. Supports ongoing employee development with tuition subsidies for courses related and indirectly related to their current position.

RIVERVIEW HEALTH CENTRE INC., Winnipeg. Rehabilitation and long term care; 259. Provides up to five paid personal days to help employees balance work and their personal lives.

ROQUETTE CANADA LTD., Portage la Prairie. Plant-based protein manufacturing; 120. Considers previous work experience when setting vacation entitlements for experienced candidates.

SKIPTHEDISHES RESTAURANT SERVICES INC., Winnipeg. Food delivery services; 3,042. Offers monthly Skip credits of $150 for online food purchases.

ST.AMANT INC., Winnipeg. Child and youth services; 693. Supports employees who are birth mothers with maternity leave top-up payments and offers the convenience of onsite child care when they are ready to return to work.

STANDARDAERO, Winnipeg. Aircraft engine maintenance services; 1,797. Reaches out to the next generation of employees through in-house apprenticeships, paid internships, formal mentoring and summer employment opportunities.

ST. JOHN’S-RAVENSCOURT SCHOOL, Winnipeg. Elementary and secondary schools; 148. Offers opportunities for employees to get physically active through access to an onsite fitness centre with

 A Red River College Polytechnic employee displays her creations at the school’s Makers Market.

 SkipTheDishes’ head office overlooks True North Square in Winnipeg.

2023 WINNERS Continued

trained staff, a movement studio, and winter equipment available to borrow, such as cross-country skis and snowshoes.

TRUE NORTH SPORTS + ENTERTAINMENT, Winnipeg. Sports and entertainment; 319. Offers a number of unique perks such as free tickets for events held at the organization’s facilities, discounted hockey tickets, and discounts on retail items at team store locations.

TURNING LEAF COMMUNITY

SUPPORT SERVICES INC., Winnipeg. Community support services; 314.

Generously provides a full year of paid leave for birth mothers and offers parental leave top-up for fathers, to 80 per cent of salary for 37 weeks.

UNIVERSITY OF MANITOBA, Winnipeg. Post secondary schools, university; 5,141. Encourages employees to adopt healthy lifestyles through a formal Live Well program, an annual wellness week, and subsidized memberships to the university’s fitness facilities.

VIDIR SOLUTIONS, INC., Arborg. Storage systems; 221. Supports ongoing employee development with generous

tuition subsidies, to $5,000 for courses related to their position.

WAWANESA MUTUAL INSURANCE CO., Winnipeg. Insurance; 3,213. Encourages employees to become recruiters for the firm with generous new employee referral bonuses, ranging from $1,000 to $3,000 depending on the position.

WESTOBA CREDIT UNION LTD., Brandon. Community support services; 201. Manages a Westoba Inspire Fund to provide funding for public non-profit community initiatives and encourages employees to volunteer their time with no

set maximum on paid days off to volunteer.

WINNIPEG AIRPORTS AUTHORITY INC., Winnipeg. Airport operations; 189. Offers employees the ability to personalize the services and goods that best suit their well-being with a lifestyle spending account, to $500 per year.

WORKERS COMPENSATION BOARD OF MANITOBA, Winnipeg. Workplace health and safety programs; 597. Starts new employees with three weeks of paid vacation, moving to four weeks after only three years on the job.

– Richard Yerema & Kristina Leung

 Shane, a staff member at St. John’s-Ravenscourt School in Winnipeg.  Turning Leaf Services staff at a smudging ceremony.

ST. JOHN’S-REVENSCOURT SCHOOL

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Wisdom to work by

The masks are off, social distancing is gone – but effects of the pandemic still hover over the economy. Across the board a common concern lingers in every Manitoban organization – staffing.

Attracting great employees has always been at the top of employers’ concerns. And the best employers in the province were just recognized for their efforts with

the release of the 17th annual edition of Manitoba’s Top Employers.

Employers featured on this year’s list of winners provide solid examples of why these organizations are at the top of employees’ list of the best places to work in the province.

The competition has been organized by the editors of Canada’s Top 100 Employers who have been busy following the best employers from across the country for

over two decades. For the Manitoba’s Top Employers competition, the same eight criteria are used to determine the winners with an editorial panel evaluating the criteria to determine the winners of the annual competition.

Because so many employees are attracted to the organizations on the list, it’s often used by other companies to review emerging employment trends in order to glean excellent suggestions that

they may wish to implement in their organizations.

With workforce concerns emerging as one of the most challenging issue for employers in 2023, being chosen to participate is more important than ever. Competition for talent has truly gone global in all sectors of the economy.

Consider the recent Free Press story called Manitoba officials headed to Philippines on nurse-recruiting mission

 Pollard Banknote introduced flexible hours and hybrid work arrangements, supplying home office equipment along with desk sharing for onsite work.

POLLARD BANKNOTE

TOP TALENT Continued

where a team was sent to find eligible nurses and health care aids. It’s a bold move that highlights the challenges faced by employers in recruiting new employees post-pandemic.

With this as the backdrop, being chosen as one of Manitoba’s Top Employers can only help in the recruitment (and retention) of employees. “The annual competition has helped employers benchmark themselves and find ways to enhance their own programs” explains the project’s executive editor Richard Yerema Yerema also notes that the

employer-employee relationship goes beyond the paycheque, stating that “the best employers have always listened and looked for ways to accommodate employees’ needs within and outside of work, and this ongoing evolution is a hallmark of the best employers” And, we can certainly see this in action over the past few years.

One recent example is embracing the hybrid work model. A 2022 Angus Reid poll showed that most work-from-home employees, “(90 per cent) reported being at least as productive at home as they were previously on-the-premises businesses.”

The results of the poll further reveals that

40 per cent of jobs can be done remotely in varied capacities.

Forward thinking organizations realize the growing importance of work/life balance, while acknowledging the benefit of touching base in a traditional office setting.

Naturally, not every job can be done remotely. And not every employee would choose that option if it were offered, but great organizations are taking these desires into consideration and attempting to accommodate when possible.

Keen observers of employment trends may hear the term qualified candidates. In a world with swiftly changing

technologies, employees need to have current training. This is a key offering by many of the winners of Manitoba Top Employers. Adult training is core to many of their succession and retention plans. It makes sense all around when companies can develop from within.

Further inspection of the top employer list highlights other core talent-attracting mechanisms. From benefits such as wellness programs, vacations, training and parental leave, a lot is being offered to ensure talent retention and satisfaction. Winners on this list reveal that there is wisdom in treating your employees well.

– Charlene Adam

 Vidir Solutions supports employee development with apprenticeships and subsidies for tuition and professional accreditations.

Empowering employees is essential at Access

Carla Toews started as a teller when she was 18. Now a project manager with Access Credit Union Ltd., she’s working with a technical team administering a merger with several credit unions. She attributes much of her success to the exemplary leadership training she’s received at the credit union.

“That kind of training has helped me understand the different perspectives that employees have and what strengths each brings to the table and how to use the different skill sets,” says Toews. “It’s about giving our members the best service possible.”

Headquartered in Stanley, Man., Access has 52 branches, primarily around Winnipeg, and the mergers will add another nine to the roster.

“I don’t think I would have moved up as quickly as I did if I didn’t have leaders tapping me on the shoulder and encouraging me to take those steps,” she says.

Access’s overarching culture is one of empowerment, accountability and trust, according to Larry Davey, president and CEO.

“We give the staff the space to make decisions directly impacting

our members. However, we hold ourselves accountable not only to our members but to ourselves,” says Davey. “We trust staff that they have in mind the best interests of our members and our organization.”

And leadership training is an important component of empowerment, Davey emphasizes.

“We spend a great deal of time on leadership training and getting the staff flow as frictionless as possible,” he says. “I find that if staff are empowered and know they are trusted, they are that much more engaged.”

“Trust is built through working together with different teams, knowing you have common goals to better serve members and each other,” adds Toews.

Davey says that altogether, this has made the mergers, such as the one Toews is involved with, that much better.

“We have been able to do that through the credit union mergers that we’ve had and I think it will continue,” says Davey. “Probably the most pride I have is how our staff have excelled and how people want to work.”

Davey adds that Access helps

employees financially continue their university degrees, noting about 25 have received their MBAs.

“My job is to create an environment where people can excel. I find if people are empowered to excel, they will,” he says.

Part of Access’s culture is to maintain a healthy work-life balance. There’s a joint management and employee health and wellness committee. Leadership training also stresses the importance of that balance.

In addition, the organization ensures employees use all their

 Access Credit Union employees volunteering with Habitat for Humanity.

“My job is to create an environment where people can excel. I find if people are empowered to excel, they will.”

— Larry Davey President and CEO

vacation time and they are encouraged to work only their set hours.

“We all work a lot. We all work hard. But at the end of the day we’ve got to go home to spend time with family and friends so we come back refreshed the next day,” says Davey.

Toews adds that varying work

among team members helps reach that goal.

“During busier periods we often shift responsibilities to make sure everyone can still achieve that work-life balance,” she says.

Another key value at Access is community involvement.

“We support communities

financially with up to three per cent of our gross profits being reinvested in various charities or community clubs, for example,” Davey says.

Two fundraising golf days on behalf of Manitoba’s Health Sciences Centre Foundation raised $112,000, he adds. However, Jeans

Day proves especially popular with staff. Employees pay $3 a week to wear jeans once that week. With 97 per cent participation, staff raised $150,000 for various charities.

“I love the people I work with,” says Toews. “They really make this a great company to work for.” 

 In 2022, Access Credit Union donated a total of $118,444 to 27 local community groups.

Arctic Co-ops brings supplies north and values south

Five years ago, Joshua Funk, now an Arctic Co-operatives Limited inventory file officer, was looking for absorbing work at a company whose values matched his own. “I ran into Arctic Co-ops, what it did and the communities it was involved in,” Funk recalls, “and I knew – based on what I value as a person and what it clearly values – that I really wanted to work there.”

The work at the Winnipegbased company has proved as challenging as he expected, says Funk. He helps co-ordinate the sophisticated logistics of a network that distributes necessary supplies, primarily by air, to 33 member co-ops spread thousands of kilometres across Canada’s North.

“It just makes you feel good that you're making a difference in those communities, that the members there are eating fresh food, heating their homes and getting clean drinking water, because you’ve all worked together for a common goal,” Funk says. “That's probably the biggest value that aligns me with Arctic Co-ops.”

Mary Nirlungayuk, Arctic Co-ops’ vice president of corporate services, hails from one of those member communities, Kugaaruk (pop. 1,000), more than 2,000 kilometres due north of Winnipeg in Nunavut.

For Nirlungayuk, Arctic Co-ops provides more than vital services.

“The democratic structure of co-ops also makes a difference because individual members are part of the decision-making, with a voice in the operations and

governance,” she says. “We have to adapt to the needs of communities with very different approaches. And the biggest step is respecting the community. We don't want to impose ourselves on it because it doesn't work that way.”

Providing a voice can be literally true, adds Nirlungayuk. “One of our board of directors is unilingual in Inuktitut, and we provide interpretation at meetings. It’s not like other meetings I attend, where you have a choice of English or

French – there are other languages in Canada, and sometimes just acknowledging that goes far.”

Consensus building and inclusion are enormous factors in Indigenous communities, Nirlungayuk continues, and they are influential at the Winnipeg support office too. “Our employees have a voice in how we operate,” she says. “We have a staff council, a women's network group, diversity and inclusion groups, leadership programs and annual

 Arctic Co-operatives employees raising funds for aid relief efforts in Ukraine.

“An Indigenous-owned company making a real difference in the lives of isolated communities being recognized as a Top Employer – that’s very important to all of us.”

— Mary Nirlungayuk Vice President, Corporate Services

surveys on employee engagement.”

Funk is appreciative of the leadership training and Arctic Co-ops’ action-oriented reaction to the employee input taken from its surveys. It is all part of the company’s investment in education and professional development, he says. “Arctic Co-ops does a great

job in allocating funds annually to each individual home office employee — over $1,500 last year — for tuition and other career advancement costs.”

The company’s rapid pandemic response was particularly revelatory, according to Funk. “It spent well over $1 million on the

personal well-being of home office employees and people in the northern communities, and did it quickly,” he says. “I was blown away on what they were able to achieve in having everyone safe at home in two to three weeks. That was a huge realization for a lot of us: this company really,

really cares.”

It cares too about the recognition it has received, says Nirlungayuk. “An Indigenousowned company making a real difference in the lives of isolated communities being recognized as a Top Employer – that is very important to all of us.” 

 Arctic Co-operatives employees celebrating the achievements of women on International Women’s Day.

Assiniboine Credit Union banks on values and diversity

After immigrating to Manitoba from Jamaica in 2014, Chaunika Reid was drawn to working for Assiniboine Credit Union (ACU), a Winnipeg-based financial cooperative. The key appeal: an organization that lived by values very much aligned with Reid’s own personal principles and priorities.

“I liked the idea of working for a co-operative, where both members and employees had a stake in the business,” says Reid, a financial services advisor. “I also liked that ACU was a locally-owned business with a strong commitment to doing good in the community.”

Founded 80 years ago, ACU today has assets of over $6 billion and is owned collectively by nearly 140,000 Manitobans who use its services. ACU currently operates 17 branches in Winnipeg as well as two northern branches in Thompson and Gillam.

In addition to being a successful financial institution in a highly

competitive industry, ACU strives to set itself apart by practising values-based banking. Key to that is following a triple bottom line of people, planet and prosperity.

“Businesses typically focus on growth and increasing margins,” says Kim Champion Taylor, chief people & brand officer. “But at ACU, there are more aspects to our bottom line than just the financial one. We look at how our business decisions impact our members, employees and community partners as well as the planet we all share.”

For example, ACU operates two branches in Winnipeg’s North End, providing financial services access

and credit to marginalized individuals and groups largely abandoned by mainstream providers.

Similarly, ACU offers unique access and services to new Canadians, Indigenous communities and non-profit organizations. Through grants and employee volunteering, ACU further invests in local programs and organizations that foster social justice, environmental sustainability and community development.

Like any other employer, ACU seeks to recruit employees with the skills and talent to do the job at hand. But just as essential is a shared commitment to

values-based banking.

“We are looking for people who are motivated by the greater good and who believe they can make a difference by providing financial services to the local community,” says Champion Taylor. “We also look for people who genuinely believe that a commitment to diversity, equity and inclusion makes us all stronger.”

Another way ACU lives out its values is to facilitate a wide range of employee-driven resource groups, including a Pride Committee, an Indigenous Leadership Circle and a Black History Committee. Reid is a member of the latter

 Chaunika Reid (standing, right) and fellow Assiniboine Credit Union employees at the Winnipeg Chamber of Commerce, CODE Conference.

“I see Winnipeg as a melting pot of numerous cultures and I’m proud to work for an organization that reflects that kind of diversity.”

— Chaunika Reid Financial Services Advisor

group. “I grew up in Jamaica listening to Bob Marley, who said ‘in this bright future, you can’t forget your past,’” she says. “As Black employees, this committee gives us the opportunity to celebrate our history and achievements as a people and to help educate our fellow employees about our stories,

experiences and culture.”

Reid says that management at ACU listens closely to issues and concerns raised by the committee and makes changes accordingly. She is also impressed by the diversity she sees around her in the workplace.

“I see Winnipeg as a melting

pot of numerous cultures and I’m proud to work for an organization that reflects that kind of diversity,” she says.

Reid also served on another employee-driven committee, one that decides how ACU’s grants and charitable donations are allocated.

“It’s another example of

transparency and accountability,” she says. “We gather staff from across the organization and analyze applications to see if they align with ACU’s values and our commitment to a sustainable future for all. We’ve been able to positively impact a number of local organizations in this way.”

 Kim Champion Taylor (last to the right) and fellow Assiniboine Credit Union employees at the annual community response drive.

Canada Life people are passionate about volunteering

Four years ago, Adriana Mingo was looking for an opportunity to further her communications career. She researched The Canada Life Assurance Company, a well-respected employer with its head office in Winnipeg.

“I was attracted by how much Canada Life cares,” says Mingo, now senior external communications specialist. “A dedicated centre for employee mental health and well-being, and a focus on the community through charitable gifts and volunteering, shows care for the well-being of their employees and all Canadians.”

Canada Life provides a wide range of insurance and wealth management products for individuals, families and business owners from coast to coast. Founded in 1847, Canada Life has been part of the nation for 175 years. Great-West Life, London Life and Canada Life amalgamated in 2020 to become The Canada Life Assurance Company. Today, Canada Life provides insurance and wealth management products and services in Canada, the United Kingdom, Isle of Man and Germany, and in Ireland through Irish Life.

“Our approach to business

centres on how we treat our employees, how we operate in our communities, and a commitment to diversity, equity and inclusion,” says Brad Fedorchuk, executive vice-president, group customer. “Building stronger communities is how we help create positive change.”

Mingo takes advantage of opportunities to volunteer, starting with the annual, paid work day employees get to assist a registered charity or community organization. Last year, she split her day to spend one half giving blood

and the other half working at the Winnipeg Fringe Theatre Festival.

In addition, employees who volunteer for at least 25 to 50 hours in a one-year period are eligible to apply for a community volunteer grant from Canada Life of $500 or $1,000 for their charity or community organization. Mingo was able to apply for and receive a grant for the local food bank where she volunteers. Canada Life also supports corporate teams for charity events and workplace fundraising drives and campaigns.

“Working at Canada Life, I’m

supported in my passion of helping out in the community – and I’m not the only one,” says Mingo. “There are so many employees who engage in the company’s community efforts.”

Employee resource groups thrive at Canada Life and include such identities as Indigenous Peoples, Black and people of colour, people with different abilities, women, young professionals and LGBTQ+. These employee-led groups offer educational webinars and networking opportunities, and they organize the company’s presence

 Canada Life employees donating winter accessories to the ‘Main Street Project’ that serves the needs of vulnerable residents.

“Building stronger communities is how we help create positive change.”

— Brad Fedorchuk Executive Vice-President, Group Customer

at events such as local Pride parades. Last year, all employees had the National Day for Truth and Reconciliation as a paid day off to engage in learning or events that help advance Indigenous reconciliation.

“We want Canada Life to be a place people feel safe – a place

they can voice their thoughts and be who they are,” says Fedorchuk. “It’s what we want as a society and it’s what we strive for every day at Canada Life.”

Employees also have the opportunity to develop and grow their careers. Over 700 courses are available in-house to take online,

and those who want to go back to school part-time can access $2,000 annually toward their education. In addition, there are many different positions available within the company. Some 1,018 employees in Canada changed their job internally over the past year.

Mingo has enjoyed webinars,

half-day courses, and informal, mentoring coffee chats. Her work team makes sure to meet together every week to discuss common goals.

“There is something here for everyone to help them grow and succeed,” says Mingo. “I’ve grown so much in only four years here!”

 Canada Life employees participating in a cycling fundraiser for cerebral palsy.

Fusion gives credit to local communities

Some organizations are better suited to working from home than others. Take Fusion Credit Union, which is technically based in Hamiota but has a workforce spread out across Manitoba, meaning the pandemic didn’t necessitate major changes in its operations.

“We’ve been a virtual meeting organization since long before COVID-19,” says Fusion’s chief operations officer, Leanne DeVliegere. “We’re geographically dispersed throughout the province, so we’ve always used a video conferencing platform to connect with each other.”

And Fusion employees can work with the credit union’s members in their own communities. “We pride ourselves on our decentralized workforce,” DeVliegere says. “There’s no mandate that everybody has to work in one particular building, which enables us to attract talent from a wider area. So all sorts of roles work in

all sorts of locations.”

Scott Stykalo has been working as a Fusion relationship manager in western Manitoba for 10 years.

“Work-life balance is a huge thing for me, and they’re very supportive of that,” he says. “And from senior management down, everyone’s part of a team. They’re there to support each other, they’re there to support you. And they’re very good at recognizing hard work and good results.”

The organization also stresses

professional development, with a long list of opportunities for its employees, from internal training and mentorship programs to supporting formal education courses.

“In 2022, we embarked on a learning initiative for all employees called Mastering My Role,” DeVliegere says. “We offer in-house training on how to develop coaching skills and have dynamic conversations, and our employees each have a professional development budget and access

to all kinds of external education opportunities.”

Stykalo appreciates Fusion’s approach to professional development. “Senior management checks in regularly to ask where you want to go with the credit union and how they can help you get there,” he says. “You can job shadow, do training through third parties to get certifications, and take external and internal courses. There are great opportunities to move up.”

He also values the organization’s

 Fusion Credit Union employees participating in the Roblin parade.

“From senior management down, everyone’s part of a team. They’re there to support each other, they’re there to support you. And they’re very good at recognizing hard work and good results.”

— Scott Stykalo Relationship Manager

focus on members and their communities. “That’s what differentiates us from the competition,” he says. “They’re not dealing with an office in Vancouver or Toronto. We’re part of the community and we know them and understand their business. That’s a big difference.”

Fusion also gives back to the communities where it operates through having its employees volunteer at sports events and trade shows and teach students at local schools about budgets and finances. There’s also a fund where local organizations can request donations to support local projects.

“The credit union is all about their people and their staff, wanting to keep them happy and keep them working,” Stykalo says. “We’re really member-focused and community-focused, and part of my role is to get out into the community and volunteer to help local organizations.”

DeVliegere stresses the support the credit union offers its employees. “At Fusion there’s real accessibility to leadership and support and resources,” she says, “and leaders also have the support and resources they need to be successful in their jobs. That’s really important to us.” 

 Fusion Credit Union donated to a cancer fundraiser game.

A culture of mutual respect helps IGM thrive

Some pundits claim it’s no longer possible to spend one’s entire career working for just one employer. That might come as news to Rosa Claeys, not to mention many other long-term employees with one of the IGM Financial Inc. group of companies.

Claeys began working with IG Wealth Management when she returned to Winnipeg and was thrilled to land a job at the head office of one of Winnipeg’s largest employers. That was over 30 years ago.

Of course, a lot has changed since then, including IGM’s approach to hybrid work. Claeys says she’s as happy with her career as she’s ever been.

“I’ve had so many opportunities to try different things, learn from others and grow professionally that the time has just flown by,” she says. “I’ve never wanted to work elsewhere. In fact, I hope to stay here until I retire – and that’s still some years away.”

And the opportunities keep coming. In March 2021, Claeys was promoted to senior manager, financial planning and valuation, leading a three-person team whose responsibilities include making sure assets in the company’s real estate fund are valued correctly.

“You have to stay on top of

things and be open to learning,” she says. “IGM gives you the resources you need to do your job, including training and coaching so you can be a good leader.”

IGM is one of Canada’s leading wealth and asset management companies. Its subsidiaries include IG Wealth Management, as well as Mackenzie Investments and Investment Planning Council. The companies operate separately but share certain corporate functions.

Chief human resources officer Cynthia Currie says she receives

notifications when employees reach 25 years and subsequent five-year milestones and it’s not unusual for people to reach the 30-year mark. She attributes this to IGM’s culture of inclusivity.

“It’s a highly mutually respectful culture,” she says. “We’re all open to learning from each other. We appreciate everyone’s perspectives, and we’re intentional about getting feedback and input. Our employees tell us they feel heard.”

Currie says that IGM also delivers on another key priority

for employees – working for an organization they can be proud of. As well as external accolades for being a leader in responsible and sustainable investment, internal surveys show that 87 per cent of employees are proud of its approach to corporate social responsibility.

This includes its commitment to action on the environment.

Employees can see tangible evidence of this whenever they’re in the Winnipeg head office, Currie says. “We actually have bee

 IGM employees volunteering at a clean up event for Earth Day.

“At IGM, we take what employees want really seriously.”

— Cynthia Currie Chief Human Resources Officer

hives on the roof! We also have other green initiatives such as paper reduction, bike lockers and EcoPass. There’s a big focus on active transportation.”

Claeys says that employees are also highly appreciative of how the organization responded throughout the pandemic. The focus on

putting people first continues now that a hybrid model is formally in place, she adds.

“They are listening to us,” Claeys says, referring to all the employee input that went into developing the model. “Elsewhere, people are being forced to return to the office and they’re unhappy. But here, we

have the flexibility to define the approach that works for our team.”

That means no blanket statement about how often people should be in the office. Instead, IGM has identified work that is better done in person, such as interviewing and onboarding new team members, networking, and

collaborating on complex problem-solving. Claeys says that so far that means her team is together in the office about once a week.

Currie is proud that the flexible, inclusive hybrid model is being so well received. “At IGM, we take what employees want really seriously.” 

 IGM Financial employees and Winnipeg Blue Bombers players with the Grey Cup at IG Field.

It’s about doing the right thing at Johnston Group

ohnston Group Inc. is a family company – and with a few hundred full-time staff, it’s a relatively big family. In fact, Will Johnston, a second-generation family member working at the group benefit plan administrator, proudly declares, “We punch above our weight class as it pertains to community involvement.”

And the company tends to attract people who are interested in stepping up and giving back. “Doing the right thing just sort of permeates how we treat our employees and how our employees treat one another, our customers and the advisors we work with,” Johnston says.

Before he worked there, Jeff Reyes frequently saw Johnston Group employees out in the community, supporting events for UNICEF, Habitat for Humanity, blood drives, tree plantings and more. “The engagement we have with the community just blows my mind,” says Reyes, an advisor support representative. “We love to help.”

Reyes was also attracted to Johnston Group because of the opportunities for growth and development there. “The company provides you with the necessary resources to get where your career

goals are,” says Reyes, whose intent it is to become part of the sales team for group insurance. “They’re in the process of providing me with the right tools, the right path to get myself licensed in the right way and then eventually be part of that team. They’re fully committed to help you reach your goals.”

Most job openings are posted internally five days before they go public, to give employees the

first pass. There are research resources in the lunchroom with courses specific to benefits, and anyone can speak to their manager if professional development is what they want. “We absolutely want to develop people and have them move up and around in the organization,” says Johnston.

“I’ve had a lot of jobs,” Reyes adds, “and I’ve never experienced a work family like this one. No

matter how big or small a project is, you get nothing but support.”

Johnston Group employees also benefit from working at a company that specializes in benefits. In January, the company introduced additional mental health supports into its Chambers Plan, Maximum Benefit and CINUP benefit programs at no additional cost to plan members with a health benefit.

 Johnston Group employees at the Pride parade in Winnipeg.

“No matter how big or small a project is, you get nothing but support.”

— Jeff Reyes Advisor Support Representative

“These are virtual supports that complement existing therapy options but are really powerful in enabling employees to potentially self-manage their care,” explains Johnston. “And if an employee has an existing diagnosis and they’re uncertain about their treatment plan or it isn’t working, they have

We’re

the ability to get an expert second opinion. It’s really just making the access easy.”

Also, like so many other organizations, he adds, Johnston Group has spent a “great deal of time and effort and money, frankly,” enabling hybrid work for everyone, “understanding that this is the

new world order and flexibility is really key.” It has also brought in $500 health and $500 lifestyle spending accounts annually for each employee.

Not surprisingly, retention at Johnston Group is very high, according to Johnston. “From what we hear from our customers and

our advisors, it all comes down to the people here,” he says. “They’re talking about an interaction they had with someone from Johnston Group; they’re talking about knowing people by name and knowing who to call when. And that doesn’t happen without good retention.” 

Employee Benefits Solutions

 Johnston Group employees greeting each other at their welcome back event.

How Magellan Aerospace won against the pandemic

Rosalyn Asilo loves working hybrid, the biggest change for her to come out of the pandemic. As a senior financial analyst at Magellan Aerospace in Winnipeg, she feels more productive with the 50/50 split between home and office, and as a busy mom, she likes the extra flexibility. Most days she can take her two active children to hockey practice, seldom missing a game.

“The biggest difference it’s made is how employees can be more committed in a personal way for their families,” says Asilo. “The kids love it because they want us there to cheer them on. Even though I’m in finance, which is very deadline-driven, I can have a proper work-life balance. I don’t have to compromise my career to be there for my kids.”

Employees at Magellan Aerospace, a manufacturer of world-class aerospace systems and components, also enjoy flex-time, a benefit introduced before the pandemic to help families balance their personal lives. But working from home was rare. When COVID-19 struck, Asilo says, the company invested a lot in its technology, so employees who were able to work from home could do so efficiently and effectively.

“Scheduling depends on your agreement with your manager, so it’s whatever works best for the team,” says Asilo. “I definitely want hybrid to continue. Less commuting also means less stress because winter driving is stressful and takes longer due to weather –it’s Winnipeg.”

However, the impact on the work environment at Magellan Aerospace back in March 2020 wasn’t as simple as moving everyone to working from home. Those like Asilo did, but the majority of

the company’s 600-plus employees are in operations, so they needed a way to continue working safely on site.

“At a time when many manufacturing companies were letting people go, we didn’t release anybody because of the pandemic – which is absolutely phenomenal,” Ron Drepaul, division general manager. “Right off, our IT folks got anyone who could work outside the building up and running, but because we’re manufacturing, people have to come in and do the

labour. You can’t build a rocket in your kitchen.”

Health and safety protocols were immediately and effectively implemented both in the offices and on the shop floor, from distancing and providing masks to increased cleaning, says Drepaul, while maintaining security requirements. Priorities included keeping the on-site gym open, in accordance with provincial guidelines, to help relieve stress, and scheduling meal times in the cafeteria so people could eat in a safe environment.

 Magellan Aerospace employees take part in an axe throwing activity on ‘Leadership Appreciation Day.’

“Teamwork made us stronger because of what we went through.”

— Ron Drepaul General Manager, Winnipeg Division

“The most important part of managing through the pandemic was communication,” says Drepaul. “We provided regular updates and ensured everyone had links to the government sites for the latest information. We also initiated weekly meetings with senior people from our union to talk

about any concerns they had, and now those sessions are a regular thing.”

Zoom became the new norm for meetings, another adaptation that will continue, particularly with global aerospace and military customers and suppliers, although Drepaul says employees are slowly

getting back to in-person meetings and conference rooms. Another change is a kinder attitude towards everyone’s well-being, including staying home if you’re sick so you don’t put others at risk.

“Teamwork made us stronger because of what we went through,” says Drepaul. “The pandemic

demonstrated to us that we can work together through difficult times while always being respectful of each other’s position. We were able to adhere to all the requirements for public health and safety while running a pretty significant operation. That was the best part.” 

 Magellan Aerospace held a question and answer session with Jeremy Hansen, a CSA astronaut.

A culture of caring is key at Manitoba Blue Cross

When Jodie Voth joined Manitoba Blue Cross in 2007 as a clinical intake worker, self-employment was always her goal. Though she left to establish her own therapy practice, she continued working for her former employer as an independent contractor. “I knew if I was ever going to have a ‘job job’ again, it would only be at Manitoba Blue Cross,” she says.

That day came in 2020, when Voth accepted a short-term position as clinical services co-ordinator, which she really enjoyed. When it wrapped up, she was offered another term position as program services co-ordinator, which led to her saying yes to a permanent offer as manager, employee assistance services in 2021. Voth’s promotions resulted from a combination of initiative and the care the company takes to develop its employees.

“Manitoba Blue Cross opened doors for me and encouraged me to walk through them,” says Voth. “I love pushing beyond my comfort zone, and my managers made it known that there was a runway for me here along with plenty of opportunities. I’m probably one of the best examples of what can

happen when a company invests in someone’s career.”

Voth returns that support as a member of the diversity committee where she helps ensure that all employees and their customers feel a sense of belonging, regardless of their background or demographic. In 2022, she took advantage of the company’s professional development program to attend a diversity and inclusion conference to help her contribute to the committee’s work.

In addition to career opportunities, Voth cites brainstorming

and connecting with co-workers as what she likes most about the caring workplace culture. “Nothing warms my heart more than seeing people laughing and chatting on a Monday morning about their weekends before the day starts,” she says.

Happy Monday mornings are one way Manitoba Blue Cross’s holistic approach to employee well-being is shown. The company provides an on-site gym and café, as well as access to its renowned Employee Assistance Program services. “We show how much we

value our employees by offering them the same robust wellness resources available to our clients and members,” says president and CEO Benjamin Graham.

This dedication to employee well-being extends to the community. “At Manitoba Blue Cross, we actively foster a workplace culture of caring and wellness,” says Graham. “We are also committed to enhancing wellness in our community by investing a portion of our earnings to give back to where we live and work.”

For instance, part of Winnipeg’s

 Manitoba Blue Cross employees volunteering to help individuals affected by homelessness in Winnipeg.

“Manitoba Blue Cross opened doors for me and encouraged me to walk through them.”

— Jodie Voth Manager, Employee Assistance Services

Victoria Hospital Urgent Care Department was recently transformed into the Manitoba Blue Cross Mental Health Assessment Unit. In this dedicated space, the first of its kind in Manitoba, patients receive care in a private, supportive environment. “This initiative is one of the many ways

we show this is a caring company that honours its deep roots in the community,” says Graham.

Another point of pride is the company’s 2022 Colour of Caring Healthy CommUnity Challenge, which awarded a $25,000 cheque to Newcomers & Employment Education Development Services

Manitobans working for Manitobans

(N.E.E.D.S.) Inc. The non-profit offers resources to help newcomer youth and children with settling in Canada, including a free mental health program for refugees to address trauma experienced before arriving here.

Graham, who has worked all over the world, presented a cheque

in an elementary-school classroom that included students who came to Canada as Ukrainian refugees.

“It was awesome, and the best day I’ve had working in Canada,” he says. “Supporting diversity and mental health like this aligns perfectly with our company’s purpose.” 

 Manitoba Blue Cross employees on a hiking trip in Whiteshell Provincial Park.

It’s exciting times for people at Manitoba Hydro

There are few bigger career changes than the one Evangeline Cauchi made. Cauchi was working as a red seal pastry chef at a remote worksite in Manitoba when she became friends with Manitoba Hydro employees working there. Hearing about the invigorating world of the trades inspired her to leave her career and go back to school for electrical work.

“Everyone I’d come across made the work sound so rewarding and challenging at the same time. People do have bad days, but everyone just seemed so satisfied with the work regardless,” she recalls.

Today, Cauchi is an operating electrical technician trainee at Manitoba Hydro, and those same friends are also her colleagues. And she’s never once looked back at her former life, finding a deep sense of fulfilment in her new career.

“I really look forward to training more than anything just so I can be a stronger electrician and bring more to the table to help and support my co-workers,” she

says. Cauchi, who has worked for Manitoba Hydro for just over two years, is now based out of Gillam and installs and maintains electrical apparatuses and equipment.

Janet Mayor, Manitoba Hydro’s director of human resources, says that employees value the sense of purpose they get from working for a public utility, and the feeling that they can help “make the province a better place to live and work.”

“We see in our employees a true sense of pride in the work that they do and the company they work for,” she says.

Mayor says the company’s strong community spirit also keeps employees engaged. Manitoba Hydro has charitable giving and social and recreation committees, which host events for staff. There are also corporate-driven events like company-wide virtual town-halls — with the utility’s president — to connect employees, keep them informed, and provide them with an opportunity to ask questions of Hydro’s leadership.

“There is a real importance placed on relationships here, and on how we work together and

support each other,” she says. Cauchi has felt this in Gillam, where she has volunteered with her colleagues for the town’s fire department, and on the emergency response crew at the Keewatinohk converter station. She also says it shines through in the way she and her colleagues collaborate. “We work together as one big team, we don’t work alone, and we tackle problems together to find the best solution,” she says.

That closeness has extended, for some employees, well past their working years, Mayor says

 Power line technicians at Manitoba Hydro maintain and repair electrical power transmission and distribution systems.

“We work together as one big team, we don’t work alone, and we tackle problems together to find the best solution.”

— Evangeline Cauchi Operating Electrical Technician Trainee

with a laugh – a large group of Manitoba Hydro retirees now living in Arizona still get together to play baseball and golf and stay connected.

Manitoba Hydro has a wide variety of job opportunities, from field to office, and has long offered training and leadership programs

that help employees develop their careers within the organization, something that staff said in a recent employee survey they deeply value and that Mayor says has played a role in the organization’s ultra-low turnover. Mayor says those programs are taking on renewed importance, and the Crown

corporation plans to further develop them as it prepares for changes to provincial energy policy and to the energy industry broadly.

“We’re seeing electric cars coming with the move to decarbonization, digitization of our society, and decentralization of power sources, and new skill

sets that we have to grow and recruit for,” she says. “The whole landscape for this industry and how we do our work is changing. It’s exciting times for sure, and for new people looking to come to the corporation they see that exciting work and want to be a part of it.”

RESPECTFUL WORKFORCE PAID TRAINING REWARDING CAREERS

 Manitoba Hydros offers training and leadership programs that help employees develop their careers within the organization.

MPI transforms to empower employees and customers

ohn Bowering started at Manitoba Public Insurance (MPI) 20 years ago as a clerk. He has had 15 positions since then in areas including claims, driver testing, project management and customer relations.

“I’ve really enjoyed the ability to move around and try new things and constantly challenge myself in different areas,” says Bowering, now director, product management, digital and transformation. “It has been a really rewarding place to work – I’ve been given countless opportunities.”

Bowering appreciates all the support the company provides toward employee learning and career development. Over his career, Bowering has been given the opportunity to participate in numerous in-house training programs and has received support for career development courses. But most relevant to his ability to successfully lead in his current role is the support he received from MPI’s Educational Assistance Program to achieve his chartered insurance professional (CIP) designation.

Bowering is now involved

in working on MPI’s 5-Year Ambition, a detailed strategy to become more customer centric, data driven and employee empowered. A significant part of this plan is the largest transformation in the organization’s history, Project Nova, to update all of its legacy software systems, improve customer experience and deliver more convenience and choice. The strategy’s goals also include helping employees increase efficiency and enabling customers to interact with MPI using the channel of

their choice.

“It’s exciting to be involved as we design the future of the whole company,” Bowering says. “We get to have an impact and be involved in problem-solving. And my team gets to work with every area of the organization to create these changes.”

Eric Herbelin, president and CEO, says the employee experience is a vital part of the plan’s goals. This includes providing a flexible work program, which allows most teams to choose where they work

from, remotely or in the office, based on their own needs.

“It’s providing the empowerment, trust and investment in people for them to make decisions,” Herbelin says. “It is also creating the opportunity for employees to identify the areas of the business that can be changed and improved and giving them the tools and training to do that.”

The five-year transformation process includes consulting with front-line staff throughout the organization to understand their

 Manitoba Public Insurance is committed to career development opportunities by offering training support at all levels.

“It has been a really rewarding place to work – I’ve been given countless opportunities.”

— John Bowering Director, Product Management, Digital and Transformation

main points and to make each employee part of the solution to improve processes.

“The only way to understand what we need to do is to work with our people and learn what their needs are,” Herbelin says. “This also includes providing them with modernized technology that

serves customers and partners and makes it easier for employees to do their work. We are creating a culture of continuous improvement and empowerment and fostering an environment that is progressive and rewarding.”

Bowering says MPI’s transformation will benefit customers and

employees in a circular way. “We want to improve customer processes and then happy customers are going to lead to happier employees,” he says. “We are also looking at the workflows for employees and making sure that they’re more efficient and that we’re removing steps that don’t

add value to their experience. This also allows them to serve our customers better.

“We have a lot of people working hard to make MPI an even better place to work and keeping it relevant and moving forward to better meet the needs of our employees and Manitobans.”

Proud to be selected as a Manitoba’s Top Employer for 2023

 The flexible work program at Manitoba Public Insurance empowers employees to succeed from home or the office.

Investing in employees is key at Palliser Furniture

Moving from South America to Winnipeg was a long, somewhat scary odyssey for Johenny Cortes, who faced the uncertainty of many new arrivals to Canada in finding shelter and a job. But when she walked through the doors of Palliser Furniture Ltd., she found both a professional home and a career.

“I had no experience in this country, but when I found this kind of company, everything was easier,” says Cortes, a quality assurance analyst.

“Palliser has given me the key to grow professionally inside the company. They give you the opportunity to learn along the way and that’s a part that I really enjoy.”

Headquartered in Winnipeg, Palliser Furniture uses innovation and ethically sourced materials to produce quality residential and commercial furniture products with operations in Canada, the United States and Mexico. A leading manufacturer in the sector, the company makes everything from sofas to cinema seating, employing over 4,000 people worldwide.

Because it’s not located in major urban centres like Vancouver or Toronto, Palliser Furniture can’t rely on a large pool of potential employees close at hand, so the

company has developed a comprehensive, holistic recruitment strategy to attract and retain its workers. The key is a major commitment to invest in its employees.

“If they want to be part of our team, we invite people to come along with us on a journey where we will help them to develop personally and professionally,” says Peter Tielmann, president and CEO.

“It’s an entrepreneurial culture where people feel like they can make a difference and be part of building this company together

and making it better.”

Along with generous health and vacation benefits, Palliser Furniture focuses on employee training, mentorship and career planning to recruit and retain its people. Advancement from within is the norm, with most senior managers having started on the ground floor. It’s a package that attracted Cortes, especially the company’s tuition subsidies program, which she says will help her further along her career path.

Palliser Furniture has created a corporate culture where constant

innovation is based on employee feedback. The company provides multiple internal communication platforms to seek input to improve its products and keep a finger on the pulse of employee wellness and engagement. Townhalls, e-bulletins and other initiatives promote constant communications that foster better employee wellness and satisfaction.

It’s an atmosphere where everyone’s opinion matters, creating a sense of a shared mission and purpose. Tielmann says this both empowers employees and drives

 Furniture products are made to order by skilled craftspeople at Palliser Furniture.

“Since I have come here, I feel like I have another family.”

— Johenny Cortes Quality Assurance Analyst

the company’s growth.

“What has made Palliser successful throughout the years and keeps making it successful is grassroots innovation where everybody’s involved at the foundational level – it’s not a top-down culture,” he says.

“We can give you a place where

you can explore, grow and test your competencies. We provide opportunities to work in multiple places to find out how the company works from every aspect until you find your passion area.”

Founded as a family business, Palliser Furniture maintains a small-town vibe where managers

and employees work together in a collegial atmosphere while remaining connected to the community at large. The company’s annual summer barbeques are a celebration of diversity. Palliser employs people from 60 different nationalities.

For Cortes, Palliser Furniture has offered a comprehensive

professional experience that has changed her life and expanded her circle.

“Since I have come here, I feel like I have another family,” she says. “When you work in a welcoming environment with friendly people, you feel happy and the job is easier.” 

 Palliser Furniture employees having a photoshoot in their in-house studio.

Caring and community drive Payworks employees

Adrienne Pind was thrilled to have the opportunity to build something new when she signed on to join the then brand-new labs team at Payworks four and a half years ago. The Winnipegbased workforce management software company was creating a department specifically to test out new technologies and ideas, and create prototype products.

“What I like is the creativity in trying new ideas and learning. That really drives my interest in this team,” she says. “We’re always starting something brand new.”

It also didn’t hurt that Payworks’ reputation as a workplace with a caring culture preceded it. “I’d only heard really positive things about the environment,” says Pind, the labs team lead.

Over the course of her time at the company, the hype has proved to be justified. “It’s important to have an employer that respects employees and focuses on work-life balance,” she says. “The emphasis from every level of management is that your personal

life and health is important.”

Jennifer Johnston, vice-president of human resources, says the company aims to create a “sense of family and community” for employees, a goal that has taken on further importance as Payworks prepares to move into a large new head office in 2024 and grow significantly over the next five years.

Even prior to the pandemic, the company encouraged managers to have one-on-one check-ins with

employees. Now that Payworks has adopted a hybrid work model, it hosts regular social events like food truck days and day-long events for people leaders. It’s also building communal spaces for socializing into the design of its new office.

After the challenge of staying connected with colleagues during the pandemic, Pind says the in-person events and even virtual challenges – like an anything-but-gingerbread

house contest and a cake-making competition – have been all the more welcome. The development department has its own annual team-building event, the ‘Dev Olympics,’ where the department splits into teams of colleagues who don’t normally work together and competes for a grand prize of a magnet and bragging rights.

Johnston also points to the company’s recently formalized diversity, equity and inclusion strategy, which commits the

 Payworks is building communal spaces for socializing in its new head office.

“Everyone’s really nice and friendly and community-minded. They’re just wonderful humans dedicated to their people and the community.”

— Jennifer Johnston Vice-President, Human Resources

company to establishing a committee and a specific role, and has a fourth pillar on ensuring employees of all walks of life feel a sense of belonging within the organization.

Payworks’ caring ethos extends out to the community, Johnston says – something that initially

attracted her to the company. The company supports more than 200 organizations across the country and gives employees two “pay it forward” days per year to volunteer during work hours. Staff logged more than 850 community volunteering hours in 2022.

Johnston, who’s been with the

company for just over half a year, took her first volunteering day with her team in the summer, volunteering at the Winnipeg Humane Society. Team members planted flowers, cleaned up around the society’s building, shovelled rocks to even out a section of its parking lot – and ended the day

cuddling with four-legged friends.

“It was such a great time to get to know my team more and do some very manual labour,” she says. “Everyone’s really nice and friendly and community-minded. They’re just wonderful humans dedicated to their people and the community.”

 Payworks employees handing out snacks at a company event in Winnipeg.

Pollard Banknote is the ticket to career mobility

In 1998, Sindy Catigay was studying accounting at the University of Manitoba when a friend told her about a temporary position at Winnipeg-based Pollard Banknote Limited, which designs and markets high-performing instant games and solutions and is the world’s second largest producer of instant-win lottery tickets. She took the job, even though it meant taking a break from her studies, but it proved to be a career-altering decision.

“I loved it immediately,” says Catigay, director of game management. “I took a leave from Pollard to finish my accounting degree, and came back because I missed being surrounded by creative people every day.”

Pollard was founded in 1907 as a small print shop affiliated with one of Winnipeg’s newspapers. The company printed a wide array of products, including business cards, letterhead and wedding invitations. It continued as a general printer until the early 1980s when

that business went into decline and a new type of lottery, namely pulltab and scratch-and-win tickets, began to take off.

“Instant tickets used to be an almost forgotten part of the portfolio for lotteries,” says Doug Pollard, co-CEO and the fourth-generation member of the Pollard family to lead the company. “Over the last 20 years, instant-ticket sales have grown on average eight to 10 per cent annually.”

In addition to instant tickets, the company now produces 100 to 125 games monthly, as well

as providing digital offerings and solutions to a customer base exceeding 60 lotteries worldwide. In order to generate that much content, Pollard requires employees with a wide array of skills and talents.

That includes designers who understand what will sell, statisticians who study factors that contribute to sales, press operators, and their assistants. There are also roles in digital solutions, information technology, engineering and manufacturing, sales and marketing, business development, human resources, business

management, finance, legal and security.

“We don’t often hire for specific backgrounds,” says Pollard. “The ideal person we hire is somebody who comes in with a certain skill set and an attitude that they want to learn. If they’re smart and keen to learn, we’ll find opportunities for them.”

Catigay fits that mold. She started as a junior assistant supporting the game planning team and was promoted to a senior assistant. Later, she took on a supervisory role on a team of eight to 10 planners before becoming manager

 Diversity Advisory committee members at Pollard Banknote raising awareness for Orange Shirt Day.

“The ideal person we hire is somebody who comes in with a certain skill set and an attitude that they want to learn.

If they’re smart and keen to learn we’ll find opportunities for them.”

— Doug Pollard Co-CEO

of a larger group of game planners and technical artists and most recently was promoted to director of game management.

“I just basically showed an interest in learning and in wanting to move up,” she says. “I had great mentors who were very supportive and provided opportunities along

the way.”

Pollard adds that the company has such a plethora of different roles and opportunities that employees can enjoy a considerable amount of mobility within the organization. In fact, moving from role to role is something he encourages.

“We’re always trying to match the interests of our people with opportunities in the company,” says Pollard. “When we do performance reviews, we try to explore an employee’s interests. If they’ve got a specific interest, we say: let’s get you some exposure.”

That, he says, is embedded in

the corporate culture and it has paid off in terms of employee loyalty and longevity. “One of my favourite days of the year is our 25-year club lunch,” says Pollard. “When we started, the club could sit at one table. Now we have 143 in the club, 125 of whom are active employees.”

 Pollard Banknote employees participating in a Pride week activity.

Princess Auto puts value on the unconventional

Ken Larson can’t help but laugh as he talks about when he started working at Princess Auto Ltd. as a parttime cashier 20 years ago. “I made a lot of mistakes early on,” he recalls, “but people invested in me after those mistakes.

“You can grow from those moments,” continues Larson, who now heads the company. “I don’t think I could have made it to CEO if I didn’t have all of those leaders and team members with me throughout the process, who were allowing me to make those mistakes.”

Based in Winnipeg with stores across Canada, Princess Auto has 3,500 team members who are largely full-time employees, working in the tools and equipment seller’s retail locations and warehouses. They’re people like Michael Bloomquist, an assistant team leader at the Winnipeg distribution centre.

A year and a half ago, he was selected for a leadership certificate course that combines a university education with relevant experience, sponsored and paid for by the company. He took it, and says it helped him with both personal growth and work skills.

“When I’m working with my team members and going through our feedback process – what we call a pit stop – I talk about what

they want to do, where they’re at in their current stage of life.”

Interviewing for new employees, Bloomquist says, “I try to find out a bit about their personal values, if they mesh with those of the company – things like teamwork, ownership, people, integrity and community.”

Larson says that work culture at Princess Auto isn’t so much about following rules as much as “doing

the right thing.”

“The quality we look for the most is empathy. We really look for that person who, when they have an issue, they’re just going to do the right thing and solve the problem. We look for people who aren’t striving to be perfect.”

Larson says that Princess Auto values the “unconventional,” and that it’s “not trying to be this cookie-cutter organization.” So in

addition to an extensive benefits and training program, it has programs like Surprise and Delight.

This could involve workplace celebrations around holidays, or six-packs of craft beer given to each employee at the Victoria Day long weekend. Bloomquist describes “awesome celebrations” like one on Canada Day, with food trucks and games.

Princess encourages volunteer

 Princess Auto employees participating in a golf tournament to celebrate the life of a team member that passed.

“We allow people to choose their own adventure.”

— Ken Larson CEO

work, from charities linked with the Princess Auto Foundation and the Dream Factory, a Manitobabased charity for children battling illnesses. The large Ukrainian community in the province saw teams like Bloomquist’s doing a Christmas hamper for a Ukrainian family. The company also offers an

extra day for team members to do community work or volunteer at a charity they support. “Choosing something that’s important to you,” as Bloomquist describes it.

“We allow people to choose their own adventure,” says Larson.

As a retailer supplying the trades, agricultural and transport

businesses among others, Princess Auto was deemed an essential business and retail and warehouse employees didn’t do much remote work during COVID-19 lockdowns. But at the home office in Winnipeg, they did a complete renovation, tearing down walls and opening a sit-down restaurant, a

hair salon, a golf simulator and a convenience store for employees, to facilitate a work culture that valued leading “by walking around,” Larson says.

“Since our team works in the office, we wanted it to be a place where they could connect and have fun.” 

 A team member at Princess Auto getting a haircut at the company’s office salon.

Red River Co-op builds careers from within

Mankaran Singh moved to Canada from India four years ago to pursue a bachelor of business administration degree at the University of Winnipeg. To help support himself, he took on a part-time job as a gas attendant with Red River Co-op.

“It was my first job in Canada,” says Singh. “It also gave me my start in building a whole new career.”

After one year of minding the pumps, Singh’s location manager saw he was ready for new responsibilities. He gave Singh the chance to work inside as a cashier and, later, to manage the gas bar on weekends – opportunities Singh eagerly welcomed.

Shortly after completing his degree, Singh was promoted to his current position as an accounting clerk, again with the support of his former manager.

“There are good growth opportunities here,” says Singh. “You just have to make sure your manager knows your ambitions and they will help you get where you want to be.”

Singh was following in a long tradition of promoting from within at Winnipeg-based Red River Co-op, which operates 61 retail

outlets for petroleum, pharmacy services and groceries.

For example, CEO Doug Wiebe started his co-op career more than 40 years ago working in one of the company’s food stores. More recently, Cindy Waytiuk went from being assistant store manager to store manager to project manager to her current position as director of development, all within an eight-year period.

Building on this tradition, Red River Co-op launched a new management training program, called Elevate, in 2021. The program

encourages employees who have management ambitions to identify themselves for potential enrolment in a six-month training cycle that encompasses 22 different subject areas, including employee engagement, financial literacy, stress management and coaching and business management.

To date, some 40 employees have participated in the program. In many cases, a management opportunity is available for a trainee even before they complete the program, or else very shortly after.

Promoting from within is a

“win-win” proposition for the employer and employees alike, says Murray Dehn, vice-president of human resources.

“The best part is they know our culture from the ground up. They really get what it means to serve our members.”

The organization’s tight-knit culture is very much defined by its co-operative model, adds Dehn.

“We are 100 per cent locally owned by our 320,000 members who live right in our trading area,” he says. “Likely 99 per cent of our employees are members

 Many employees have started in entry level positions and grown their careers at Red River Co-op.

“The best part is they know our culture from the ground up.”

— Murray Dehn Vice-President, Human Resources

as well, which means they own a share in the place they work. Our profits are all returned to our members or reinvested in growing our business. We don’t have rich shareholders in faraway places; we are, by definition, a more downto-earth company.”

Another way Red River Co-op

looks out for its employees is through an annual employee purchase rebate of five per cent for goods purchased through the company. Recognizing the current inflationary environment, the company recently increased the maximum individual rebate payout per year from $275 to $1,125.

Community investment is another key focus, with Red River Co-op winning the Association of Fundraising Professionals’ Outstanding Corporation award last year for its contributions to charitable organizations.

Just one example: Red River Co-op recently released a holiday

recipe book in support of the Children’s Hospital Foundation of Manitoba, with all recipes submitted by the families of children who belong to the company’s ‘Kids Club’ as well as the hospital’s ‘Champion kids.’

“Giving back,” says Dehn, “is just part of who we are.” 

 Red River Co-op employees at a Great Gatsby themed gala in support of Rainbow Resource Centre.

Riverview Health Centre is resilient and grateful

Located on 24 acres of riverfront parkland in the heart of Winnipeg, Riverview Health Centre Inc. is a place of beauty, inspiration and healing. For Riverview’s 850 employees, it’s also about one collective mission — providing Manitobans in need with the best possible rehabilitation, palliative and longterm care.

“I just love what Riverview stands for,” says Sheena-Mae Cruz, who joined the organization in 2008 as an aspiring accountant and is now the administrative clerk for education services. “We have amazing staff and a management team who are passionate about the people we care for. You are not just another patient or resident in a room; you mean everything to us.”

Sina Barkman, who was once a teenage volunteer at Riverview and is now the facility’s chief human resources officer, concurs.

“What we hear from patients and families is that the people who work here truly care,” says Barkman. “Our reputation throughout the community is stellar.”

It’s a reputation built over

more than a century. After being founded in 1911 as the Winnipeg General Hospital, the institution became known as one of the best modern hospitals in the world for treating people with communicable diseases such as typhoid fever, diphtheria, smallpox and tuberculosis.

In the 1950s, the centre gained further prominence for treating victims of the polio epidemic, many of whom spent decades confined to iron lungs.

Today, staff at the 387-bed Riverview complex, which was built in the 1990s on the historic grounds of its predecessor facilities, continue to grapple with yet

another era-defining health-care challenge.

“One of Riverview’s core values is resilience, which has been particularly important over the last three years as we responded to the pandemic,” says CEO Kathleen Klaasen. “I’ve been in awe and I’ve sometimes had tears in my eyes as I witnessed the willingness of our staff to roll up their sleeves and do everything possible to support our patients and their families through trying times.”

As an organization, Riverview is placing a renewed emphasis on recognizing that hard work and dedication, with gratitude as a central theme. Individual employee

actions are noted with “thank you” cards from managers and collectively marked at the end of each year with “12 days of thanks” celebrations. Every manager has a dedicated budget to support staff recognition through a variety of team-building events.

Riverview is also focused on employee wellness and making the workplace fun and enjoyable.

In addition to a subsidized staff gym, Riverview supports everything from yoga sessions to snow-shoeing and other sporting activities that can take place during breaks or before or after work. Every employee who is a member of the gym is also eligible

 Riverview Health Centre employees participating in the ‘Ugly Holiday Sweater’ contest.

“We have amazing staff and a management team who are passionate about the people we care for.”

— Sheena-Mae Cruz Administrative Clerk, Education Services

for a monthly half-hour massage delivered by an on-site registered massage therapist.

Organized social events include a February Follies barbeque held during the depths of the Winnipeg winter, another staff appreciation barbeque in the spring, an annual long-service/retirement

celebration, and a family-oriented New Year’s Eve celebration complete with fireworks.

Many of these activities are spearheaded by the PEP (positively engaging people) social committee, headed by Cruz.

“While we all work hard, the culture here is also about having

fun,” says Cruz. “We’re definitely a close-knit community.”

Another key priority is building connections with organizations in the Riverview neighbourhood and across Winnipeg through volunteerism. Among the groups supported in this way are the Siloam Mission, Harvest Manitoba,

Salvation Army and Main Street Project.

Every Earth Day, Riverview staff also fan out to do a cleanup of the neighbourhood.

“We’re rooted in this community,” says Klaasen, “and we strive to bring people together and forge strong partnerships.”

 Riverview Health Centre has a wall of affirmations with staff recognizing one another.

It’s back to doing what they love at True North

ason Friesen was studying communications at university when he heard about a practicum placement opening at Winnipeg-based True North Sports + Entertainment. “I jumped at the opportunity – I’m a big sports fan,” he says. “But over the year, I got to do a lot of different things. That led to full-time employment, and I’ve been here ever since.”

Not only do many of the people Friesen, now co-ordinator of communications and content, work with share his interests, but the people at True North tend to have similar values as well – something the company looks for during hiring. “The basis of everything we do is team and trust and doing the right thing,” he says. “Those are kind of core to the vocabulary around here, and you see it every day.”

For a company like True North, which has 10 entities under its umbrella – including Canada Life Centre, the Winnipeg Jets NHL franchise, the Manitoba Moose AHL franchise, the multiplex hockey for all centre, and the Burton Cummings Theatre – with six different work locations and six ice surfaces, the pandemic was

particularly tough.

“Public assembly, sports and entertainment – we were the first to be shut down and the last to come back,” says Dawn Haus, vice-president of people and culture. Last year, president and chief operating officer John Olfert stated that the organization’s goal was to return to full venues safely, which was successfully accomplished. This year, the organizational goal was, simply, returning both the event calendar and sales back to pre-pandemic levels.

“A lot of people who joined even back in 2020 have never experienced a real full season of hockey,” Haus explains. “They’re going through new things together for the first time, and we’re trying to bring them together in different ways to introduce them or reconnect them with each other.”

In the summer, that took the form of ‘Fun Fridays.’ Different teams would have a turn and a small budget to do something creative for the entire staff in the company’s café. “As an

organization of, I would say, competitive people, it started out small but got to be quite extravagant,” says Friesen. “Those were a lot of fun.”

Since the pandemic, many of True North’s employees have moved into a new office space, one with more collaborative spaces, including a large and beautiful café with a terrace that overlooks True North Square’s plaza, Friesen adds. “It’s revolutionized the way I interact with people – getting to know some a little better who

 True North Sports + Entertainment employees gather for an all-hands meeting in their Winnipeg Jets jerseys.

“The basis of everything we do is team and trust and doing the right thing.”

— Jason Friesen Co-ordinator, Communications and Content

I might never have known at all before and making even closer friends with others because we can sit together at lunch every day and talk. Everybody loves this space.” Employees have plenty of other opportunities to come together again, on downtown cleanup days, at monthly Lunch and Learns and

 True North Sports + Entertainment employees celebrating International Women’s Day.

through volunteering with the True North Youth Foundation's Winnipeg Jets Hockey Academy, among other things. And once a year they all head to the foundation’s Camp Manitou for team building and fun and games. Employees also have the chance to give back to the community

in which they work through an annual ‘Service Day.’

“Work just doesn’t really feel like work here often,” Friesen says. “It just feels like you’re getting to work alongside people who are enjoyable to work with and it’s fun and it’s work that makes a difference in our community.”

Haus agrees: True North is about its vision and its employees. “It’s a lot of really smart and dedicated and passionate people,” she says. “The people who work here really care about what they’re doing –and we get to make an impact in the community. It is great to be a part of it.” 

PROUD TO BE ONE OF MANITOBA ’S TOP EMPLOYERS

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

WE ARE TRUE NORTH.

Vidir Solutions rises to the occasion in hiring women

For Jillian Friesen, Vidir Solutions Inc. has provided something many a university student yearns for –financial support for her studies and a clear career path upon graduation.

Friesen, who is in the fourth year of a six-year computer engineering degree at the University of Manitoba, grew up in Arborg, one of two small Manitoba communities where Vidir’s manufacturing operations are concentrated (the other is Teulon). After working for Vidir for a summer term in 2021, the company approached Friesen with a very appealing offer.

Going forward, Vidir would pay for all of Friesen’s tuition costs and provide her with summer employment. After graduation, she has a guaranteed job with the company.

“It’s given me a lot of peace of mind,” says Friesen. “I have a good job to look forward to, which removes a lot of questions about my future.”

Founded in 1986, Vidir is a family-owned manufacturer of automated material-handling

solutions. The company sells products and solutions in over 40 countries and has performed over 40,000 installations, many for Fortune 500 companies.

Like most manufacturing businesses, Vidir’s workforce has long been dominated by men. But that’s quickly changing. The “return-for-service” scholarship of up to 100 per cent of tuition offered to a select number of promising students like Friesen is part of a multi-front effort by the company to seek out the next generation of employees and, in particular, to significantly boost female representation.

In 2021, Vidir launched a program called Rising to the Occasion, focused on women in the workplace. This included hosting speaking events on opportunities for women in manufacturing as well as producing a series of social media videos documenting the experiences and aspirations of female Vidir employees.

The impact was immediate. In 2020, only 10 per cent of Vidir’s employees were women; by the end of 2022, that had increased to 26 per cent.

Prior to the campaign, women represented about five per cent of overall job applications and

many postings attracted no female applicants. Today, 25 per cent of job applicants are women and they run the job gamut. In fact, more women than men are applying to be welders.

“In addition to being the right thing to do, it’s just good business practice to look beyond traditional role models for hiring,” says Cristina Vieira, director of human resources. “There’s a huge untapped pool of workers out there.”

That’s particularly true for a company like Vidir, which is experiencing significant growth in global demand for its products and services. As a result, the number

 An electrical assembler at Vidir Solutions preparing an electrical box for one of its products.

“In addition to being the right thing to do, it’s just good business practice to look beyond traditional role models for hiring.”

— Cristina Vieira Director of Human Resources

of full-time employees roughly doubled in the last two years.

The number of job applications is also soaring, from a few hundred annually to about 5,000 in 2022 alone.

Part of that has been the result of more deliberate recruiting strategies at schools, colleges and

universities, as well as an overall effort to raise Vidir’s public profile.

“Although we’ve been around for almost 40 years, we used to be one of Manitoba’s best-kept secrets,” says Carissa Rempel, program manager, human resources & public relations. “While our cutting-edge technologies provide

support for some amazing companies, a lot of people just didn’t know we existed.”

As Vidir grows, though, the company is determined to retain its tight-knit, family-oriented work culture. Employee engagement is encouraged through monthly social events such as pool parties

and movie nights, as well as employee-driven initiatives to give back to the community.

“People here often forge strong friendships, both at work and in the community,” says Vieira. “We value people who are kind and respectful, and that isn’t going to change.” 

 Ernest Rempel, CEO at Vidir Solutions, accepting the award for the ‘Canadian Manufacturers and Exporters Exporter Of The Year’ for 2022.

Wawanesa’s culture of care reflects its origins

aisal Parshotam leveraged his four-year biochemistry degree into a job in a lab right out of university, but his career took a sharply different turn after he joined Wawanesa Mutual Insurance Co. in 2017, initially as a call centre customer service representative.

Currently, he is a certified actuary and a manager in the company’s pricing department. “My story really shows that Wawanesa cares about their people,” says Parshotam. “The company was very willing to invest in my development so I can have a fulfilling career.”

Wawanesa was founded by two farmers in 1896 in the village of Wawanesa, 185 kilometres southwest of Winnipeg. Today, the company is a diversified, modern insurance company, and the corporate culture reflects its roots in the pioneering, agrarian west, says Lisa Osachoff, chief people and culture officer.

“We’re very modern in many

ways, but our culture is embedded in our small-town roots,” says Osachoff. “Our purpose is to take care of each other and our members, or policy holders.”

That culture of care is reflected in the company’s approach to career development. “We have a lot of in-house programming to make sure that all of our employees have the skills and competencies they need to be successful,” Osachoff says. “We can curate any type of

learning that you’re looking for if you want to grow.”

Parshotam can attest to that. Not long after starting, he approached the human resources department and expressed an interest in becoming an actuary. He received good advice on how to get started and he also received support from executive leaders including President and CEO Jeff Goy.

He was surprised that senior leaders were interested in his

career development. “Many were very supportive and helped organize a day for me to shadow actuaries,” says Parshotam.

“After that day, I was a lot more motivated.”

The company continued to support his journey with paid days off to prepare for exams and covering the cost of study materials.

Wawanesa recruits out of colleges and universities and from a variety of programs, including

 Wawanesa Mutual Insurance helps employees balance their work and personal lives with a variety of flexible work options.

“My story really shows that Wawanesa cares about their people. The company was very willing to invest in my development so I can have a fulfilling career.”

— Jaisal Parshotam Actuarial Manager, Pricing Department

business and actuarial science but also to fill the full range of corporate functions. “We look at people coming out of computer science, human resources, finance and project management, among other disciplines,” Osachoff says. “Somebody coming out of university or college can have a very

long-term career and likely switch jobs within the organization every three or four years if interested.”

One of the leading benefits of working at Wawanesa is the company’s distributed work experience. “It’s all about giving our people the freedom and flexibility to work where they

want,” Osachoff says. “It’s no longer where you do the work that counts most, but how well you do it. At Wawanesa, we respect our people as professionals who make responsible decisions about whether to work from home, the office or a mix of both.”

For his part, Parshotam tends

to work from home four days a week. He comes to the office to meet colleagues and interact with them and to keep his finger on the pulse of the industry. “It’s a changing industry,” he says. “It’s always evolving so I can see myself moving within the company and working in different areas.”

Looking after one another since 1896

 The new North American headquarters of Wawanesa Mutual Insurance under construction in Winnipeg, Manitoba.

Westoba Credit Union employees are passionate people

Archana Krishnan says working for Westoba Credit Union allows her to give back to her community. “I immigrated to Canada six years ago, without any friends or family here,” says Krishnan, a business analyst. “Our community in Brandon supported me and my husband to flourish in our new life. I am empowered to pay it forward to those in need, thanks to the opportunities and support Westoba provides me.”

Krishnan is a member of the ‘Westoba Inspire Committee,’ which allows employees to contribute through payroll deductions to support local non-profit organizations. In 2022, the fund granted $19,000 to the Westman Cricket Association practice pitch and The Pas and Area Animal Shelter. Through a partnership with Each One Teach One, Westoba trains employees to deliver basic financial skills workshops in the community to help participants make the right financial decisions for themselves and their families.

Elizabeth Modersohn, vicepresident, IT & operational excellence, is proud of Westoba’s commitment to supporting its community and employees. And

she says these initiatives also allow employees to get to know each other and have fun. A prime example: Westoba is a two-time Westman Lip Sync Battle champion, raising funds for United Way Brandon.

“The lip sync group is made up of geographically diverse team members who do not typically work together,” Modersohn says.

“Separation and distance may have created barriers, but we didn’t let anything impact our teamwork. And the entire organization gets

behind the team. Westoba’s staff are passionate people and encourage one another regardless of the challenge.”

The company also provides many opportunities for engagement and development for employees. Krishnan and Modersohn are members of the Diversity, Equity & Inclusion (DEI) working group, which aims to foster a greater understanding and awareness of what diversity and inclusion means to staff and members. The group provides

resources and education and encourages ways for Westoba to incorporate DEI in all aspects of business.

Krishnan is also the 2022-23 executive chair of Emerging Leaders of Westoba. Six members from different departments are selected for the program each year and have the opportunity to learn from leaders through meetings and mentorship opportunities.

Modersohn says initiatives that help the community and empower employees translate to a better

 Westoba Credit Union employees taking part in the ‘Smile Cookie’ campaign to support local charities.

“I am empowered to pay it forward to those in need, thanks to the opportunities and support Westoba provides me.”

— Archana Krishnan Business Analyst

work experience. “Organizational values and culture make a significant difference in job satisfaction,” she says. “Staff have immense pride working for an organization that is community and purpose driven. For example, when staff contribute to the Westoba Inspire Fund, they have the power to

change lives and communities.” Krishnan appreciates these opportunities and how they enrich her personal and professional life. When she received her Canadian citizenship, she says, the whole organization celebrated and featured her and four other new Canadians on its website.

“Through Westoba, I am offered the opportunity to volunteer and contribute to my community. I am given a range of professional development opportunities and regular coaching and mentorship from my leaders, which helps me progress in my professional life,” she says.

“Westoba truly walks the talk when it comes to DEI. I can see the reflection of our community when I look at Westoba’s workforce. I believe that Westoba truly cares for me and my community. The fact that Monday mornings get me excited to go to work says it all.” 

 Westoba Credit Union employees participating in Truth and Reconciliation Week.

Passion and pride fuel Winnipeg Airports Authority

As Winnipeg Airports Authority Inc. (WAA) embarks on its second quarter-century of operation, the organization and the facilities it oversees continue to grow and evolve. But one thing remains constant – the pride WAA employees take in playing such a central role in the lives and livelihoods of Manitobans.

“We’ve been lucky to have an amazingly passionate and dedicated team who really care about what we do here,” says WAA president and CEO Nick Hays. “Fundamentally, it’s about keeping communities connected. When it comes to moving people and goods we are a lifeline, something we’ve been reminded of during the pandemic.”

WAA officially came into existence on January 1, 1997, when Transport Canada transferred the management and operational control of the Winnipeg International Airport to the community-based WAA. Since then, WAA has invested more than $1 billion into upgrades, including the construction of a new terminal that opened in 2011. Prior to that, the airport was renamed Winnipeg

James Armstrong Richardson International Airport in honour of the founder of Western Canada Airways.

The enthusiasm and pride of WAA employees is evident from the most veteran staffer to some of the newest hires.

Among the latter is Kylie Talbot, who joined WAA in late 2022 as executive assistant to two WAA vice-presidents.

“The airport is such a huge presence in this city,” says Talbot.

Part of that presence is about simple geography: unusual for an international airport, Winnipeg

James Richardson is located just nine kilometres from the downtown core.

“As every Winnipegger knows, there’s something special about driving down Wellington Avenue towards the airport,” says Talbot. “You feel like something exciting is about to happen. Getting to come here every day is just really cool.”

WAA also has a long tradition of community service. A key example: the Harvest Garden, a vegetable garden first planted on airport lands in 1997 to help support Harvest Manitoba and its network of food banks.

Over the years, the Harvest Garden has grown from a few rows to over 4,000 square feet and produced more than 72,000 pounds of vegetables, enough to provide a meal for 100,000 families in need.

Employees pitch in to help seed, weed and harvest the garden, something Talbot got to be part of within weeks of joining WAA.

“It’s so nice to come to work and know it’s not just a job,” she says. “You also have the chance to give back to the community.”

Pride in the job and community service is something Walter Weber,

 The vegetable garden at Winnipeg Airports Authority supports a network of local food banks.

“It’s so nice to come to work and know it’s not just a job. You also have the chance to give back to the community.”

— Kylie Talbot Executive Assistant

WAA’s most senior original hire, also embodies.

Weber was hired in April 1997 as WAA’s policing and security co-ordinator, a role he fulfills to this day.

He’s seen a lot of change over that time, including the construction of the new terminal,

a project he was seconded to for a year.

“Everyone involved really put their heart into it and we came up with a building our community is very proud of,” says Weber.

In terms of community service, Weber served as a long-time captain for WAA's team in the

Where bold journeys take flight

United Way's annual ‘Plane Pull’ fundraising event, worked many times at the Harvest Garden and happily volunteered for an extra shift to help greet Winnipeg’s first flight of Ukrainian war refugees in 2022.

As WAA continues to grow, including the ongoing construction

of a new cargo logistics facility, the organization’s CEO knows that finding the right employees will remain a critical priority.

“We’ll keep hiring people who share our passion,” says Hays. “It’s been a huge strength for us for a quarter-century and will be in the years ahead.”

 Winnipeg Airports Authority employees at a staff-wide barbeque.

The WCB takes a holistic approach to its people

For Donna Castellano, no two days working at the Workers Compensation Board of Manitoba (WCB) are the same. The senior project manager can find herself juggling multiple initiatives that span many aspects of the WCB’s operations. And she wouldn’t have it any other way.

“I love being busy – for me, the wheels are always turning,” says Castellano. “I found the profession that I truly love because of its diversity and the best part is working with the people here.”

The WCB insures over 34,000 employers and 76 per cent of Manitoba workers. Headquartered in Winnipeg, with regional offices in Brandon and Thompson, it delivers prevention and safety programs as well as compensation and return to health and work services.

To ensure employees have the resources in place to achieve a good work-life balance, the WCB supports its employees with extensive wellness benefits and a special emphasis on mental health. Employees and management are encouraged to share their personal stories of the challenges they’ve encountered during Mental Health Week, and there is extensive mental health and wellness training for

team leaders and others.

That commitment is part of the holistic approach the WCB takes to keeping employees healthy, well and safe. Shannon Earle, vice president of human resources and communications, says the WCB looks at employees as whole people with lives beyond work.

“We recognize that employees have individual, unique needs and we strive to be progressive when exploring opportunities to enhance the ways we can support them throughout their career with us,” says Earle.

“We are committed to

supporting the evolving needs of our employees in providing opportunities for personal and professional growth, centred on supporting a culture of innovation and collaboration.”

Flexible work arrangements are also key to keeping employees well and engaged. The WCB has a hybrid model that allows employees to work from home part of the time and earn days off. No matter how busy she gets, Castellano knows she can take the time she needs to recharge.

“The WCB really stands behind its model of work-life balance,”

she says. “That’s really important because the company recognizes that there is no one-size-fits-all solution. It’s really inspiring to work for such a supportive company.”

Education is another priority for the WCB, with employees receiving in-house training as well as up to 100 per cent tuition support. Earle says investing in learning and development and enrolling in education programs that broaden experience and qualifications continue to be key elements that support employee engagement and retention.

 Donna Castellano, senior project manager, at WCB of Manitoba.

“We’re a very caring organization. That’s one of our key values.”

— Shannon Earle Vice President, Human Resources and Communications

Safety is also a core value at the WCB – not just physical safety but creating an atmosphere where employees can freely express their opinions and give feedback on how the company operates and can improve. Castellano appreciates the regular communications from leaders and executives, the staff

newsletter, town hall meetings and other ways that the WCB keeps the conversation with employees ongoing, engaging and meaningful.

Connecting with community is a pillar the WCB has built upon since it was founded in 1916.

The highlight for the company is the annual United Way campaign,

which has different teams in friendly competition to stage fundraising events. Employees are also encouraged to support a variety of local charities and receive paid time to volunteer in their communities.

“We’re a very caring organization. That’s one of our key values,”

says Earle.

“That’s inherent in our culture. Humanity, empathy and caring for our clients, stakeholders and our employees. We hire individuals who are passionate about making a difference and whose values align with our overarching vision of creating a safer Manitoba.”

Proud to be named one of Manitoba’s Top Employers for the last 12 years.

 WCB of Manitoba employees attending a fundraising event for United Way of Winnipeg.