Saskatchewan's Top Employers (2023)

p Paddling in Buffalo Pound Provincial Park near Moose Jaw. This year marks the 18th edition of the Saskatchewan’s Top Employers competition.

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SASKATCHEWAN’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

Deborah Bourk

Abigail Cukier

Mary Dickie

Jane Doucet

D’Arcy Jenish

Kelsey Rolfe

Barbara Wickens

p With revenues of almost $4 billion annually, Saskatoon-based Canpotex markets and distributes approximately 13 million tonnes of potash to over 40 countries around the world each year.

For most residents of Saskatchewan, it feels like the economy is firing on all cylinders. With Canada’s second-lowest unemployment, the province is seeing growth across nearly all its economic sectors. From uranium to potash and information technology services, the world is clamouring to buy what Saskatchewan is selling.

Job-seekers, of course, are seeing the difference that a tight employment market makes: new postings are plentiful and employers across Saskatchewan are competing to offer forward-thinking HR policies and progressive workplaces. This year’s announcement magazine is chock-full of stories on how the province’s employers are attracting and retaining employees.

The strong economic climate provides an opportunity for policymakers in Saskatchewan to take stock and think carefully about how the province will prepare for the next stage of its development. Few places in the world share the economic prospects of a province that finds its key exports more valuable and strategic than ever before. But the outsized returns from today’s markets need to be invested carefully to prepare for the day when the province’s current exports are less in demand.

investments when it comes to the province’s working population.

Saskatchewan is also further ahead than much of Canada in improving employment prospects for its Indigenous residents. Making a place at the table for everyone means doubling down on apprenticeship and internship programs that bring more Indigenous youth into the province’s expanding labour force. A rising tide does indeed lift all boats, but not without employers setting targets and measuring the success of their Indigenous recruitment efforts.

Many Canadians aren’t aware that Saskatchewan is also a leader in settling new immigrants, who are vital to maintaining economic growth. From its earliest days, the province has extended a welcome hand to newcomers who want to contribute and participate in Saskatchewan’s rising fortunes. Politicians across the political spectrum have seen too many businesses cut back on working hours, or make other drastic changes to address labour shortages, to doubt the need to attract and settle newcomers.

©2023

Investing more in education and skills upgrading is a wise area in which Saskatchewan can focus. Already, the province is home to a vibrant technology sector that’s growing by leaps and bounds, especially in communications and areas related natural resources, like geology and mapping. Moving up the value chain isn’t just a good idea for business, but it’s one of the best

This year, our Saskatchewan’s Top Employers competition marks its 18th annual edition. During this time, we’ve seen economic booms come and go in many areas of the country. As writers and editors, we can only describe how the province’s best employers are responding to the current economic expansion. But the choice of what to do with the harvest and how to prepare for the future is a decision for Saskatchewan residents alone.

– Tony Meehan

Aligning values with business

Saskatchewan’s Top Employers balance workers’ needs with corporate objectives

Saskatchewan’s economy is white hot in 2023, with the province having led the country in economic strength last year with a 7.9 per cent GDP growth, and driven mainly by the energy sector and commodities.

But even though Saskatchewan has a solid talent pool, the sheer scale of new jobs and opportunities means that employers must work extra hard to attract the best and brightest; this year’s winners

of Saskatchewan’s Top Employers competition provide insight into how they are coping.

The Saskatchewan competition is organized by the editors of the national Canada’s Top 100 Employers competition, which annually recognizes the employers in Saskatchewan that lead the way in recruitment and retention.

As with the national competition, the editors of Saskatchewan’s Top Employers annually release their picks for the best

employers. The winners are chosen based on the same criteria as the national competition, including compensation and benefits, work and social atmosphere, the quality of the physical workplace, training and upward mobility.

Kristina Leung, managing editor at Canada’s Top 100 Employers, points out that the post-pandemic jobs market is characterized by “revolutionary speeds of change” and that unprecedented demand, the ongoing labour shortages and other

factors “mean that much more skill is required in managing the workforce.”

‘Better together’

For a company that produces and distributes over 27 million tonnes of potash, nitrogen and phosphate products to customers worldwide, it is important for recruiters at Nutrien Ltd. to find dedicated and hardworking people.

Christina Blenkin, Nutrien’s senior advisor, employee experience, says, “Our

p Nutrien provides scholarships for Indigenous students and partners with Indigenous student centres at local educational institutions to create internship opportunities for Indigenous candidates.

NUTRIEN

BETTER TOGETHER

talent strategy is to inspire alignment to a core belief that we operate as one team and are better together across our integrated value chain. We have aligned our talent programs to focus on attracting, developing and rewarding diverse talent that puts enterprise-thinking, the company and connection ahead of individual needs.”

She adds, “We align our talent sourcing strategy with our business strategy, which allows us to recruit people who meet our business needs.”

recruitment and retainment, whereby “we listen empathetically and add value to every interaction.”

With this as a foundation, Andgo employees are given the tools they need to develop and succeed. The company’s penchant for listening has also enabled it to tailor its benefits. “We revamped our benefits plan in 2022 to provide a more robust healthcare offering and rolled out a company-wide health spending account to help our team access additional resources and supports,” Press says.

Aware that a healthy work-life balance is crucial to new talent, Andgo now also “provides unlimited sick leave so employees can step away from work and

recover when they’re unwell,” Press says. “We’ve also topped up both maternity and parental leave benefits to ensure our team is able to spend time with their families, and we’re continuing our hybrid approach to work.”

Meaningful work goes beyond job descriptions

Looking ahead, Press believes that the new workforce will increasingly want to work in environments that reflect their values and hear first-hand from employees about the company: “That’s why highlighting social events, team-building activities and employee testimonials on the company career page and social media

channels will become more important than ever.”

Leung says that while flexibility is a must for any type of employer, it should be part of a greater package of benefits: “Companies realize that a wide variety of strategies are necessary to attract and retain the best talent.”

As the work world continues to recover, the ingredients that have always enabled employers to stand out from the crowd are more important than ever. Good wages are one thing, but initiatives that make jobs meaningful and workplaces desirable are what really drive recruitment – and inspire loyalty.

– Robin Brunet

Blenkin concedes that the needs of potential new workers have changed drastically over the years. “By the time we have a conversation with a candidate regarding our job postings, you can expect they have already spoken to several other companies and might already have an offer in hand,” she says. “What was once an environment surrounding solely compensation has evolved into candidates looking for more work schedule flexibility, increased time off and higher compensation packages.”

Listen up

An example of a company in a newer industry helping to drive Saskatchewan’s economy is Andgo Systems, an intelligent automation specialist. Andgo’s people and culture manager, Sarah Press, says a “service-first” mentality towards staff is at the core of her company’s success in

p Tom Ross, CEO of Andgo Systems, an intelligent automation specialist based in Saskatoon.

“Once an environment surrounding solely compensation has evolved into candidates looking for more work schedule flexibility, increased time off and high compensation packages.”

Christina Blenkin Senior Advisor, Employee Experience, Nutrien

2023 WINNERS

p Langbank-based Vaderstad Industries offers employees tuition subsidies to develop their skills.

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

3SHEALTH / HEALTH SHARED

SERVICES Saskatchewan, Regina. Healthcare support services; 160 employees. Offers generous mental heath practitioner coverage as part of its health benefits plan, up to $2,000 annually.

ACCESS COMMUNICATIONS

CO-OPERATIVE LTD., Regina. Cable subscription and telecommunication services; 222 employees. Helps employees transition

into the next chapter with phased-in retirement work options along with a defined contribution pension plan.

ANDGO SYSTEMS, Saskatoon. Computer software developers; 38 employees. Supports its new mothers with generous maternity and parental leave top-up payments, to 100 per cent of salary for 24 weeks.

CANPOTEX LIMITED, Saskatoon. Fertilizer marketing and distribution; 110 employees. Provides generous coverage for mental health practitioner services and

also hosts a number of monthly wellness activities.

CORNERSTONE CREDIT UNION

FINANCIAL GROUP LTD., Yorkton. Credit unions; 242 employees. Encourages employees to get involved in the community with matching charitable donations and paid time off to volunteer.

CREATIVE OPTIONS REGINA, INC., Regina. Mental health support services; 216 employees. Along with providing tuition subsidies, recently launched a formal leadership development program to help employees advance in

their careers.

FIRST NATIONS BANK OF CANADA, Saskatoon. Banking; 97 employees. Encourages employees to become recruiters for the company with new employee referral bonuses, up to $1,000.

FLAMAN SALES LTD., Saskatoon. Retail, farm machinery, equipment and home fitness; 434 employees. Encourages employees to get involved in the community with paid volunteer time and seeks their feedback about the company’s charitable donations.

2023 WINNERS Continued

GROUP MEDICAL SERVICES / GMS INSURANCE INC., Regina. Health, medical and travel insurance; 118 employees. Supports its new moms, dads and adoptive parents with maternity and parental leave top-up payments, to 75 per cent of salary for 24 weeks.

INFORMATION SERVICES

CORPORATION / ISC, Regina. Property title and registry services; 361 employees. Offers hybrid work options where possible and provides needed computer equipment for proper home office set-ups.

MCDOUGALL GAULEY LLP, Saskatoon. Law firms; 134 employees. Moves employees to four weeks of paid vacation after only five years on the job and considers previous work experience when setting starting vacation.

NUTRIEN INC., Saskatoon. Phosphate, nitrogen and potash fertilizer manufacturing; 5,666 employees. Supports ongoing employee development with generous tuition subsidies for academic courses, to $5,000 annually.

OKANE CONSULTANTS, Saskatoon. Environmental and engineering services; 49 employees. Encourages employees to become recruiters for the firm with generous new employee referral bonuses, up to $1,500 for each successful new hire.

RANCH EHRLO SOCIETY, Regina. Individual and family services; 756 employees. Offers maternity and parental leave top-up payments for new parents along with the option to extend their leave into an unpaid leave of absence.

SASKATCHEWAN APPRENTICESHIP AND TRADE CERTIFICATION COMMISSION, Regina. Apprenticeship and trade certification management; 83 employees. Supports employees’ longer term goals with retirement planning assistance services and a defined contribution pension plan.

SASKATCHEWAN BLUE CROSS, Saskatoon. Health and travel insurance; 240 employees. Encourages employees to support their neighbours with one paid

p Creative Options Regina recently launched a leadership development program to help employees advance in their careers.

p Anugeet Kanwal, a financial services representative at First Nations Bank of Canada.

PHOTOS (CLOCKWISE):

1. An employee of Saskatchewan Blue Cross signs Valentine’s Day messages for children’s hospital residents

2. An operations field worker at SaskEnergy.

3. Saskatchewan Apprenticeship and Trade Certification Commission employees can plan for retirement with a defined contribution pension plan.

SASK. BLUE CROSS

2023 WINNERS

accreditations.

Continued volunteer day as well as one paid “Day For Me” for their own individual self-care.

SASKATCHEWAN CROP INSURANCE CORPORATION / SCIC, Melville. Direct property and casualty insurance carriers; 295 employees. Support new moms, dads and adoptive parents with maternity and parental leave top-ups, to 95 per cent of salary for 17 weeks.

SASKATCHEWAN POLYTECHNIC, Saskatoon. Post-secondary education; 1,629 employees. Encourages professional development throughout an employee’s career, from apprenticeships to tuition subsidies to subsidies for professional

SASKATCHEWAN WORKERS’ COMPENSATION BOARD, Regina. Administration of human resource programs; 539 employees. Offers mental health practitioner coverage as part of its health plan and has developed a formal psychological health and safety strategy for the next three years.

SASKATOON POLICE SERVICE, Saskatoon. Police services; 718 employees. Encourages all employees to keep fit with free access to a fully equipped onsite fitness facility with a full gymnasium, intramural and instructor-led classes.

SASKENERGY INCORPORATED,

Regina. Natural gas distribution; 1,120 employees. In support of a formal work-from-home program, employees can apply for interest-free loans for home computer purchases.

SASKPOWER, Regina. Electric power generation; 3,298 employees. Along with maternity leave top-ups for new moms, supports employees with older kids pursuing post-secondary education through an academic scholarship program.

SASKTEL, Regina. Telecommunications; 2,659 employees. Considers previous work experience when setting starting vacation entitlements for more experienced new hires.

 Vaderstad Industries employees can share in the company’s successes through profit-sharing.

SYNERGY CREDIT UNION LTD., Lloydminster. Credit unions; 191 employees. Reviews future vacant positions for their suitability to hybrid work and advertises accordingly to attract talented employees from across the country.

VADERSTAD INDUSTRIES INC., Langbank. Farm machinery and equipment distribution; 223 employees. Along with tuition subsidies for courses related and not directly related to their current position, employees can also apply for an unpaid educational leave of absence.

– Richard Yerema & Kristina Leung

p Information Services Corporation offers employees hybrid work options where possible, along with the necessary equipment at home.

Supporting Saskatchewan’s robust economy requires robust recruitment strategies

Employers in the ‘Land of the Living Skies’ are experts in nurturing new talent

The efforts are paying off, according to a recently released TD Provincial Economic Forecast, which portrayed Saskatchewan’s economy as “well positioned to hold up better than most others” in 2023.

If Saskatchewan’s Top Employers competition is anything to go by, the province’s wide array of employers also

demonstrate a knack for surmounting the familiar challenges of recruitment and retention, and the competition offers examples of how employers in the Land of the Living Skies attract and retain new blood.

Richard Yerema, executive editor at Mediacorp Canada Inc., which manages the competition, says, “Saskatchewan has worked hard to make its economy robust,

and that same determination is evident in its success in the labour market.”

The wide range of recruitment and retention strategies deployed by Saskatchewan companies share the common value of addressing employee welfare. Erin Close, manager of human resources at Synergy Credit Union, explains, “Employees are making decisions based on re-alignment of

priorities, and sometimes that means shifts in career aspirations or even retirement. So coaching, support and flexibility are enduringly effective.”

Synergy “ensures a competitive employee value proposition,” Close says. “We also recognize the importance of purpose. Our employees are encouraged and included in volunteer opportunities and community donations, and we invest

G.HUSZAR/ISC

NURTURING TALENT Continued

heavily in the development of employees and offer a career, not just a job.”

Unsurprisingly, the credit union in the new year will continue to “focus on safe, healthy, diverse and inclusive workplaces, relentlessly pursuing the dismantling of systemic barriers and forging relationships with equity-seeking groups,” Close says.

One of Saskatchewan’s most prominent employers, SaskTel, focuses on relationship building in recruitment and retention, including when it comes to the new blood it attracts through student summer employment and co-operative education programs.

“It’s so important to provide opportunities for students, to not only apply and further develop their skills but to also provide an opportunity for them to ‘test drive’ us as a potential place to work,” says Sharon Davis, SaskTel’s director of human resources (staffing/OH&S/environment).

As for current employees, “We conduct interviews to gather information on what they value at SaskTel and their job and to discover what they believe can be improved,” Davis says. “We use this information to ensure that we can look at ways to boost our employee’s loyalty and productivity.”

SaskTel augments these initiatives with an in-house learning and development team that provides “in-person and virtual training on topics such as cyber security, technical training and a Business Sales University,” Davis says.

She adds that providing aid to employees is also vital: “The SaskTel Employees’ Personal Problem Program provides access to free, voluntary and confidential counselling services; and Helping Our Own People supports employees going through extended illness or other health care by offsetting their financial burden.”

Finally, SaskTel has put together an action plan to address future workforce needs; but Davis stresses that a key need will likely remain constant: “Yes, the pay cheque is a factor, but overall people are looking for a sense of satisfaction or sense of purpose in their job. They want to feel valued for the work they do and the contributions made to the company.

“Typically, if people find that higher level of engagement and sense of belonging, they become very loyal and productive.”

p Regina-based Ranch Ehrlo Society offers maternity and parental leave top-up for new parents.

p Canpotex employees volunteer at a radio fundraiser in support of a local children’s hospital.

RANCH EHRLO

Access Communications is all about community

After she raised her children, Kathy Morris decided it was time to look for work outside the home. She landed a position as a customer service representative in the North Battleford office of Access Communications Co-operative, a Saskatchewan-owned, not-forprofit co-operative that provides internet, television, phone, security and smart home services across the province.

“I work with some incredible people,” says Morris, who has been with Access for 14 years. “They would give the shirt off their backs to help a customer, which sets us apart.”

Access has seven offices across the province, ranging from La Ronge in the north to Estevan in the south. Apart from call centre representatives and corporate support positions in finance, human resources and sales, among other things, the organization employs a fleet of highly skilled broadband technicians, installers and service technicians who work directly with customers.

With a geographically dispersed workforce, the organization strives

to promote employee engagement. “We bring new employees into the head office in Regina to do a walkabout, meet others and feel that they’re part of the team,” says CEO Carmela Haines. “It’s important for new employees to see the facilities and meet their fellow employees when they’re stationed throughout the province.”

Access offers in-house training opportunities, some online and some in person, for employees throughout the province. The organization also surveys participants afterward to find out what they liked and didn’t like,

says Haines.

Over the past year, Access has updated its training for technicians and call centre representatives. “It’s really important that all our employees get the training they need to be successful in their positions,” says Haines. “We have training opportunities for new and existing front-line staff that ensure our customers receive the best experience, at home or in our retail locations.”

The organization has also endeavoured to diversify its workforce. “I like a diverse workplace because it generates more ideas

and creates more conversations at the table,” Haines says. “We also serve a very diverse customer base, so we need to have a diverse workforce.”

Access encourages employees to volunteer as part of its broader corporate commitment to community engagement. Many of its staff tell the stories of their communities on AccessNow TV, the co-operative’s community channels airing in 100 communities across the country. And Morris and her colleagues in the North Battleford office have focused some of their efforts on Halloween.

 Access Communications promotes employee engagement with events such as its ‘Community BBQ Tour.’

“I work with some incredible people. They would give the shirt off their backs to help a customer, which sets us apart.”

— Kathy Morris Customer Service Representative

“Every year, we participate in our pumpkin patrol safety program on Halloween night,” says Morris. “We drive Access vehicles around town with flashing lights to ensure the kids are safe. It’s a really good experience.”

This fall, they held a preHalloween community barbecue

at the Access Communications Centre in North Battleford to thank the community for its support. The event included an opportunity for local kids to skate with players from the Battleford North Stars of the Saskatchewan Junior Hockey League.

The big corporate event is the

annual ‘Labour Day Show N Shine’ in Regina, which Access organizes with a club for vintage car collectors. “It’s for our food bank,” says Haines. “It brings in thousands of people. Our volunteers – which include employees, vintage car collectors and friends of the food bank – sell tickets, flip

burgers, collect food and help set up and tear down.”

Community engagement is another way to create an engaged workforce, but it also speaks to something deeper. “We’re a not-for-profit co-operative,” says Haines. “Community is at the heart of who we are.” 

 Access Communications staff celebrating a round of launches for its gigabit internet service.

Globally and locally, Canpotex helps feed the world G

ord McKenzie, president and CEO of Canpotex Limited, has done his share of international business travel during a quarter century in the fertilizer sector. Saskatchewan has 40 per cent of the world’s potash, one of agriculture’s most important nutrients, and Canpotex annually markets and exports 13 million tonnes of it in over 40 overseas countries on behalf of its two shareholders, Nutrien and Mosaic. “I definitely promote my Canadian roots and our Canadian brand when I’m out of the country,” says McKenzie.

“I talk about our ethics, our integrity, our core values, our reliability. We’ve built that brand over five decades of contributing to global food security, something Canpotex people are passionate about,” McKenzie says. “Working here, it’s easy to get out of bed in the morning.”

The employees at Canpotex, one of Canada’s top exporters, match their global mission with a dedicated focus on local issues related to providing nourishment for young people. “Food security is important around the world and it’s important right here at home in Saskatoon,” McKenzie says.

“We definitely support our people – and in terms of time and effort it is very much driven by the employees – in their commitment to our community,” says McKenzie. “Canpotex is a big supporter of the Saskatoon Food Bank, among other organizations; we work with them on many initiatives throughout the year. And we support them not just with dollars, but with volunteer hours from a

very engaged workforce that likes to involve itself.”

David Pao, senior manager, terminals, has volunteered several times at the food bank, reflecting employees’ commitment to community. That’s one of the best things about Canpotex and its workplace culture, according to Pao. “We’ve got people from all over the world, really good people to work with, and I’m proud to

call Saskatoon my home,” says the Vancouver native, who previously worked in the company’s Singapore office.

“They’re part of a really positive and inclusive culture at Canpotex where people feel valued, welcome and safe,” says Pao. And supported, he adds. “Over the years. I’ve had company-provided training in finance, strategy, leadership, safety, even decision quality, which have

 David Pao, senior manager, terminals at Canpotex, sits in the company’s new office overlooking the river in Saskatoon.

“Food security is important around the world and it’s important right here at home in Saskatoon.”

— Gord McKenzie President and CEO

all been really valuable personal and professional development for myself.”

Less formal learning is also constant in a relatively small company that encourages cross-functional training, and has built up a wealth of experience and relationships over its 50 years.

“When you’re on the marketing side, you’ll meet customers who have been buying potash from us for decades, and sometimes it’s even intergenerational,” Pao says.

“On the operations side, there are people that have worked in railways or ocean transport for 20 years. If I ever have a question

Food security starts with us.

about maritime law, I know that someone who knows the answer is right here.”

And then there is the intricate and rewarding work involved in running — in a small Prairie city 1,500 kilometres from its nearest ports — a crucial global supply chain that involves more than 60

ocean-going vessels and over 7,000 rail cars grouped into three-km-long trains. “It’s a rite of passage in our office,” laughs Pao, “when somebody is stuck at an intersection and late for work because they were caught on the wrong side of one of our own trains.” 

 Jake Ho, a former Canpotex co-op student, volunteers at the Saskatoon Food Bank and Learning Centre.

Creative Options Regina cares for the caregivers

Alot of companies claim to put the well-being of their employees first, but at Creative Options

Regina (COR), a for-impact charitable organization that provides support services for people experiencing disability, taking care of the caregivers is at the root of everything they do.

As CEO Michael Lavis explains, if you’re asking your employees to provide the best compassionate care for the people they support, you need to make sure they are cared for too.

“It’s important to pay attention to the well-being of all those who are connected to the organization, including our partners, stakeholders, families and the people we support,” he says. “But we knew we needed to start with our caregivers to ensure that they feel safe, valued and respected.”

Lavis points out that most COR employees are recent graduates with limited experience in the industry, so training is key.

“They’re driven by purpose, and passionate about the work we do,” he says. “We have a responsibility to provide the training and education needed to ensure they feel confident in the role we’ve asked them to do.”

COR follows a philosophy of care known as Gentle Teaching, which it has adapted into an entire culture of gentleness that applies across all the organization’s activities. The company’s new hires are

trained in a wide range of skills, including stress management, coping, resilience, mental health first aid, suicide prevention and food safety, as well as the Gentle Teaching model.

“There’s a series of Gentle Teaching trainings to help employees understand the depth of people’s traumas and how they manifest in behaviours, so they can offer support,” says Lavis. “And there’s a series on safety and crisis

prevention training and how to build relationships and connect with people – simple skills we often take for granted.”

As an employee experience advisor at COR, Casey Sakires helps guide new support workers through the training and make them aware of all the health and wellness support that’s available to them when they need it.

“Caring for the caregiver is something we’re passionate about,”

 Creative Options Regina team members receiving their ‘Golden Ticket,’ which can be exchanged for company gear, for referring a new employee.

“It’s about uniting people through a sense of common purpose. When you lead with values and have that shared purpose, that’s when the magic really happens.”

— Michael Lavis CEO

he says. “There’s an employee family assistance program, a fitness and academic bursary, and great benefits that include counselling sessions. There are lots of layers of support.”

COR also holds a number of social activities to keep everyone connected, including kayaking,

football, barbecues, lawn bowling and appreciation events. “It’s not about the bottom line,” Sakires says, “it’s genuinely caring about them as people.”

Says Lavis: “We need to provide opportunities for people to come together and get to know each other. The work we do

is tremendously hard, and it’s important to take advantage of every opportunity to celebrate whenever we can.”

That sense of connection is a crucial aspect of the COR culture. “Our purpose is to nurture and sustain the experience of connectedness, companionship

and community, so our focus is on relationship building – not just with those we support, but with each other,” Lavis says.

“It’s about uniting people through a sense of common purpose. When you lead with values and have that shared purpose, that’s when the magic really happens.”

 Creative Optons Regina leaders connecting to contribute to a culture of gentleness.

At Nutrien, the purpose is ‘feeding the future’

Courtney Rohachuk got her first taste of the mining industry as a student intern at an oil sands operation in Fort McMurray and loved it. So, when an opportunity arose to join Nutrien after completing her chemical engineering degree, she knew where her future lay.

“I was born in Regina and was raised in northern Saskatchewan so this province is very much home,” says Rohachuk, pilot plant manager. “I was hoping to grow my career within Saskatchewan.”

She joined the company 16 years ago and has enjoyed a rewarding career in this large, diverse agri-business, which is headquartered in Saskatoon and operates six potash mines in the province. But Nutrien offers a multitude of career opportunities and paths to professional growth beyond Saskatchewan.

In addition to its potash operations in the province, the company produces nitrogen from refineries in Alberta, the U.S. and Trinidad & Tobago, and phosphates from

mines in the U.S., and serves growers and producers directly through its network of 2,000 retail outlets in Canada, the U.S., Latin America and Australia.

“Our purpose is feeding the future,” says Noralee Bradley, executive vice-president, external affairs and chief sustainability and legal officer. “Feeding the future starts right here with our network of potash mines.”

Mining has traditionally been a male-dominated industry, but that is changing and Nutrien is at the forefront of pushing change. “The mines provide rewarding, secure

jobs,” says Bradley. “Safety is among our core values, but we’ve added inclusion as a core value to impress upon our entire workforce that we want an inclusive environment.”

That means adding more women and Indigenous employees to the workforce. “We have an Indigenous strategy not only to attract Indigenous workers to our operations, but also to encourage and incentivize our suppliers to hire Indigenous employees so we can multiply our impact.”

The company also has two employee resource groups for

women. One is called WiNTER, which is an acronym for Women in Non-Traditional Environments and Roles. “We also have a very active Women in Nutrien group, with gender-neutral membership, that helps support women across the organization to ensure that we are providing a fair opportunity for everyone to reach their full potential,” says Bradley.

Nutrien devotes considerable resources to training, mentoring and professional development. “I’ve been supported on both the technical and leadership development side throughout my career,”

 Nutrien has a program that offers employees time off to volunteer in their communities.

“I’ve been supported on both the technical and leadership development side throughout my career. I’ve had mentors who have had more impact than they will ever know.”

— Courtney Rohachuk Pilot Plant Manager

5,666 68

2,700 100%

says Rohachuk. “I’ve had mentors who have had more impact than they will ever know.”

Apart from that, Rohachuk has had the opportunity to attend national and international conferences. And she is currently participating in a 12-month program, along with some

two-dozen other high potential women, through the Nutrien Academy. “It exposes you to all the different business areas of the company – potash, nitrogen, phosphate and retail,” says Rohachuk. “It’s an incredible way to understand the opportunities for career development.”

Those opportunities extend to the full range of corporate support services, including marketing, finance, sales and human resources, among other head office functions, as well as pursuing opportunities in Nutrien’s network of global operations.

“Our company is quite

progressive in allowing employees to take advantage of opportunities across geographies and across operations,” says Bradley. “Now that travel has opened up, we have reinstated opportunities for secondments or exchanges. It’s one of the great things about working for a global company.” 

 Nutrien is the world’s largest potash producer with six mines across Saskatchewan.

Okane is sparking innovation in mine closure consulting

Like many young people, Lyndsey Thorson says she’s always been passionate about the environment. And as a geo-environmental engineer-intraining with Okane Consultants, she’s part of a team dedicated to helping create a better tomorrow in the mining industry.

Okane helps mining companies worldwide to responsibly and safely return disturbed land at the end of a mine’s life cycle. From greenfield exploration to post-closure monitoring, Okane’s engineers, geochemists and other specialists work with clients, governments and communities to develop closure solutions that lead to positive social, environmental and financial outcomes. Okane’s service offerings emphasize the importance of progressive reclamation and beginning with the end in mind.

Mine closure planning requires a collaborative, multi-disciplinary approach. And for Thorson, that’s part of the appeal of her work. She joined Okane’s Saskatoon office in 2019 after earning a degree in environmental engineering, a discipline she chose because it

combines three of the sciences she loves – chemistry, physics and biology.

“Okane has a lot of high-profile industry experts in many different fields and to have the experience of working with them at this stage of my career is a wonderful opportunity,” she says.

“There’s a lot of collaboration and I never worry about asking for help. People are generous when it comes to providing high-quality feedback because everyone’s always keen to learn something new themselves.”

Scott Rose, a mining sector veteran, joined the company as CEO in May 2022. He had known

about Okane for some time and was drawn to its forward-looking mindset, as well as its culture and values.

“Our core purpose is to help create a better tomorrow,” he says. “You have to love what you do and everyone here is passionate about making a difference and leaving the world a better place.”

Founded in 1996, Okane continually develops new techniques and technologies to help clients achieve their mine closure goals. Because of the company’s focus on innovation, they have created a unique, employee-run research and development (R&D) program, Rose says.

Each year, Okane’s technical teams champion an R&D project with the potential to advance mine planning and closure solutions for the industry. Often, they work with external partners, including academic and industry research institutions.

“People love to be challenged, and having hours allocated to develop new ideas on how to do things better is really rewarding for them,” Rose says.

Okane advocates for ongoing professional development for its team, which includes on-the-job coaching and mentoring, as well as more formal programs. In addition to $1,000 per person per year for

 Every employee at Okane Consultants is allocated 40 hours for professional development activities.

“Everyone here is passionate about making a difference and leaving the world a better place.”

— Scott Rose CEO

technical training, every Okane employee is allocated 40 hours for professional development activities.

Rose says Okane had adopted flexible and hybrid work models years before the onset of the pandemic. The company is built on teamwork, with team members

located across diverse time zones and locations such as Canada, United States, Australia and New Zealand.

When the pandemic struck, Okane made sure communication with employees remained strong and that nobody felt isolated, says Rose. This included weekly

one-on-one meetings, monthly seminars and internal channels for social interactions, such as friendly competitions and even sharing recipes and pet photos. Some employees spend part of their time in the field at mine sites, many of them in remote locations where the employee can put in

12-hour days. Those hours can then be allocated to time off at other times of the year, says Rose.

Thorson says she appreciates Okane’s flexible work options for the way it helps with work-life balance. “I really value my personal time and, in turn, I feel more productive when working.”

 Okane Consultants employees who work on the field can allocate long work hours to time off at other times of the year.

SATCC’s engaged employees drive client satisfaction

Melody Burzminski began work at the Saskatchewan Apprenticeship and Trade Certification Commission (SATCC) nearly 20 years ago. “When I walked in, I didn’t know what apprenticeship was,” says Burzminski, now assessment and training manager. “As I learned about the program, I really fell in love with it – and the team of people I work with.”

The SATCC trains apprentices through employers and technical schools, certifies tradespeople and apprentices, regulates the apprenticeship system of training, and promotes apprenticeship as a way for employers to meet their labour requirements. It is an industry-led, arms-length government organization.

“At SATCC, keeping employees engaged in their work is considered essential to the success of the program,” says CEO Jeff Ritter. “In our 2022 employee engagement survey, 79 per cent of employees agreed with the statement, ‘I find my work fulfilling and I look forward to coming to work each day.’”

Burzminski is one of those employees. She began by working with the apprentices who were living away from home to attend technical training. She continued to work in administration until she had an opportunity to fill in as an assessment coordinator. Now she’s a manager.

Along the way, Burzminski has taken advantage of mentorship and leadership programs. All staff create a work plan that includes a section on professional development and their supervisors work with them on next steps.

Recently, Burzminski was asked

to be a subject matter expert during the development of a new client-facing IT system. She saw the project through from building the system to going live. Burzminski learned the system first and then trained co-workers and clients. It was a big change for staff going from paper-based to online processes, but clients are happy to be able to do many apprenticeship tasks themselves online.

“Throughout the project, senior management would update us step by step,” she says. “Staff members were engaged all the way through.”

“At SATCC, we really care for employees through our team building, and our benefit programs and inclusion initiatives,” says Ritter. “We appreciate each other.” Ritter gives the example of employees having a $500 benefit available for development or wellness programs – a needed perk after the pandemic. Helping employees to feel safe and included is vital. SATCC provides online training on respectful workplaces and employees endeavour to model inclusion in the workplace. The organization has added two key

 SATCC employees engaging at its annual all-staff meeting.

“At SATCC, keeping employees engaged in their work is considered essential to the success of the program.”

— Jeff Ritter CEO

roles. There is a director of innovation and inclusion, who works both internally and externally with clients. And a senior Indigenous advisor helps the commission continue to build a diverse and inclusive program.

Employees at SATCC also have opportunities to work together

to give back to the community. The social committee organizes fundraising drives for various charities and, recently, the organization had a chance to give back through their expertise. Field staff did a micro-project for the local community fridge, an organization that provides support

for food insecure people.

“They asked if we knew of someone who could repair the structure that houses one of the fridges,” says Ritter. “Our field staff took the job on and used the project as a team-building exercise.”

The staff repaired the structure

and conducted a food drive as well. Last holiday season, employees endeavoured to fill those fridges in Regina and Saskatoon again.

Burzminski says it’s a great team at SATCC. “We work so well together. This is where I’ll work until I’m done.” 

 SATCC employees at an annual apprenticeship awards event.

Saskatchewan Blue Cross unites purpose with passion

Last fall, Nicole Onufreychuk attended a Ronald McDonald House charity event in Saskatoon for which her employer, Saskatchewan Blue Cross, was the family sponsor. “We were able to sit with the family to hear their story and they told us how we made them feel so special,” she says. “My colleagues and I who attended connected to our purpose on a deeper level –giving back to the community is what it’s all about.”

A not-for-profit organization, Saskatchewan Blue Cross has been serving the health-insurance needs of residents since 1946 from its offices in Saskatoon and Regina. “Saskatchewan Blue Cross has always been there, giving back to every Saskatchewan resident,” says Onufreychuk, senior vice president, chief people and culture officer. “I love working here because I know the work I’m doing is directly impacting my family.”

Born and raised on a farm in the province, Onufreychuk was drawn to Saskatchewan Blue Cross because its organizational values –empathy, ambition, flexibility and discipline, building community, dependability – aligned with her on a personal level. “It was

important to me to have that strong value alignment,” she says.

“When people feel like they’re valued and have a purpose, that’s magical.”

Regular opportunities for recognition and conversation adds to employees feeling valued, as does an awards program and the one-on-one in-person and virtual meetings Onufreychuk started scheduling with all 260 employees

soon after she joined the organization in June 2022. “Our doors are always open. We want people to feel comfortable reaching out to any person in leadership with an idea, an opinion or a concern,” she says. “Our employees are the lifeblood of our organization,” she says. “We want to ensure that we’re giving them the best experience.”

Interim President and CEO

Kelly Wilson says “SBC has always made a concerted effort to listen to employees to uncover opportunities or potential problems. Our approach is to sweat the small stuff and focus on the details,” she says. “We’re becoming stronger in this area by working to really understand what matters to employees.”

Diversity, equity and inclusion have been impacted by this collaborative approach. When teams

 Saskatchewan Blue Cross employees rallying in support of Multiple Sclerosis patients and research for the MS Walk.

“When people feel like they’re valued and have a purpose, that’s magical.”

— Nicole Onufreychuk Senior Vice President, Chief People and Culture Officer

pointed out that health benefits forms should be updated with more inclusive language, senior leaders acted on those suggestions.

“Forms have old-fashioned ways of putting people in boxes,” says Wilson. “That suggestion made us think, ‘how is this process making people feel?’ We’ve also enhanced

other experiences to be more inclusive, including using hiring panels in our candidate interviews to help remove biases.”

Saskatchewan Blue Cross is equally attuned to the needs of its community and is working to improve health literacy and overall health and wellness in a variety

of ways. By partnering with nonprofit organizations such as Global Gathering Place, programs are available to help immigrants and refugees arriving in the province navigate accessing health care –from finding a family doctor to getting their children immunized if they want to do so. Through these

programs, newcomers are paired with people who can help them navigate health services in their own language.

“We have a strong sense of pride for the work we do to advance health literacy,” says Wilson. “We really want to change one life at a time.” 

 Saskatchewan Blue Cross employees celebrating at the Saskatoon Pride parade.

Saskatoon Police Service offers Alternative Response

It was late fall, during one of Saskatoon’s first cold snaps, when Marcus McKen got a call for service. A man had been sleeping outside all night in the -20 C weather and needed help. McKen, who is both a special constable and an alternative response officer (ARO) with the Saskatoon Police Service, attended along with officers from the downtown unit.

“The man wasn’t dressed properly for the weather – no blankets – and was huddled up against the side of a building,” says McKen. “He had been drinking alcohol the night before, just to cope with his situation, so we transported this person to a detox centre and later to a shelter. As we walked up to the front door, he was rapidly shivering to the point where he could barely talk, so the only words he could manage were, ‘I’m cold,’ and ‘thank you.’” Launched in June 2021, the ARO program is designed to facilitate outreach and referral services for vulnerable people and to assist regular patrol officers and members of the Traffic Division. Now a permanent unit within

the Saskatoon Police Service, it consists of six unarmed officers who work mainly in the city’s downtown and Riversdale areas. Duties vary from walking the beat to transporting arrested persons to responding to citizen complaints, which helps free up regular police officers for calls.

McKen, who is also a registered social worker, says the three core objectives are engagement, education and enforcement, but the number one focus is community engagement. The AROs are sworn

in as peace officers and special constables under the province’s Police Act and have the ability to make arrests.

“I see us as the middle, connecting with people face to face on the front lines, hearing what they need and connecting them to resources,” says McKen. “It’s a unique job because one day you might have to arrest somebody, but the next day you’re facilitating a place for them to live and eat and stay warm. The rewarding part of the job is we get to hear people’s stories and

be that approachable figure in the community. Ultimately, it comes down to just treating people with respect and dignity.”

Inspector Darren Pringle says the purpose of the ARO program was to have a defined group of people within the Saskatoon Police Service who were earmarked for really working with vulnerable populations. The training includes educating the officers on particular issues facing the homeless, gender-diverse populations and women and youth because those

 Saskatoon Police Service constables are committed to delivering public safety.

“The rewarding part of our job is we get to hear people’s stories and be that approachable figure in the community.”

— Marcus McKen Special Constable and Alternative Response Officer

issues impact those populations differently and require different solutions.

“We looked for people with a social work or human justice degree because they’d have a baseline of knowledge on why the human condition is what it is,” says Pringle. “Most of the people

the AROs deal with are going to be below the poverty line, so it helps if they already understand from school some of the dynamics that got people to that point and how the systems are impacting them.”

So far, the response to the AROs has been very positive.

“The business community is very pleased because they see the program prioritizes relationships and that some of the behaviours that concern merchants, staff and customers are being effectively managed through relationships with the vulnerable populations,” says Pringle. “The human service

providers in the community are also happy with how hard AROs work at relationship-building and participating in informal case conferences – generally doing things they wouldn’t normally see regular police officers doing because of time and training. It’s working out really well.” 

 Alternative response officers at Saskatoon Police Service are trained on how different issues impact vulnerable populations.

SaskEnergy charts a bold path to emissions reduction

SaskEnergy Inc. has set a target to reduce its greenhouse gas (GHG) emissions from operations by 35 per cent by 2030. To kickstart this bold initiative, the natural gas provider held 50 brainstorming meetings with teams throughout the organization, resulting in 850 emission reduction ideas.

“We assessed each of those ideas in terms of costs and emission reduction potential,” says Jordan Hanrieder, senior emissions advisor. “Then we ranked them in terms of the best opportunities to build out a schedule of projects that we will complete over the next eight years to get us toward our target.”

Lori Christie, executive vice president, corporate planning, says she is encouraged by the commitment employees have shown toward reducing emissions while continuing to provide critical energy for a greener Saskatchewan.

“All the work our employees did

in coming up with a plan not only created great ideas on how we can achieve our goal, but it created a real excitement throughout the organization,” Christie says. “This is something employees hold near and dear to their hearts. And so this was a great initiative, not only to help the environment, but to create engagement throughout the organization and a sense of contributing to our future.”

Hanrieder agrees that working toward this important goal strengthens the SaskEnergy team. “Working together on interesting projects like reducing emissions, there is a lot of room

to be creative to find innovative solutions,” he says. “We’ve taken the approach that we’re not one person trying to come up with this plan, it’s almost a total corporate effort. So when people see these projects being completed, there is a sense of pride and ownership.”

And SaskEnergy’s commitment is getting noticed. The organization received three Environmental Stewardship awards from the Canadian Gas Association in 2022. One was for a tool that screens projects for environmental, heritage and geotechnical concerns, while another recognized its programs that help customers

reduce their greenhouse gas emissions and energy usage.

The third award recognized new technology SaskEnergy has applied to its transmission compressors, capturing vented natural gas and redirecting it into the engine air intake for use as a supplemental fuel source. Transmission compressors help make natural gas flow through SaskEnergy’s system to homes and businesses. The technology reduces the methane emitted into the atmosphere and the amount of fuel needed to operate the compressors, which also saves money.

Since 2016, SaskEnergy has

 SaskEnergy recently received three Canadian Gas Association awards for its environmental sustainability projects.

“This was a great initiative,

not only to help the environment, but to create engagement throughout the organization and a sense of contributing to our

future.”

— Lori Christie Executive Vice President, Corporate Planning

installed emissions-capturing devices on all new compressors and retrofitted existing compressors. Throughout 2021-22, this technology reduced emissions by 3,100 tonnes CO2e and saved $32,000 in fuel costs.

Overall in 2021-22, SaskEnergy reduced GHG emissions by 22,000

tonnes CO2e, or seven per cent, which is like taking more than 4,700 vehicles off the road. The organization is also continuing to install more efficient equipment to help optimize processes, as well as solar panels at its larger facilities.

In 2021-22, SaskEnergy added 85-watt solar panels and seven-day

battery capacity at 40 sites. More than 200 sites throughout the province are now solar powered and another 40 sites are targeted in 2022-23.

Hanrieder is proud of these accomplishments, but he adds that it is not just the energy related to the environment that makes him

love working at SaskEnergy. “There is good energy and culture at SaskEnergy,” he says.

“There are many events, and slopitch and hockey teams. Last fall, we had a hot-wing eating challenge to raise funds for Movember. It is very close-knit and social, and it makes it a fun place to work.”

 A SaskEnergy field technician inspects natural gas infrastructure at a compressor station near Swift Current, Saskatchewan.

SaskTel cares for its employees and communities alike

ohn McMurdo loved being recognized when he went to the grocery store during his time as a sales specialist at a SaskTel corporate store.

“I’d usually bump into three or four people who would ask me questions and chat with me. Being the face of SaskTel and helping our customers was something that I found immense value in,” says McMurdo, manager of consumer sales and solutions. “I felt quite a lot of pride in being part of SaskTel.”

McMurdo takes this attitude beyond customer service. He is on the SaskTel EnviroCare committee, which coordinates donation drives and volunteers to help preserve and protect natural spaces. This has included recycling cans and bottles and using the money raised to adopt five burrowing owls from the Saskatchewan Burrowing Owl Interpretive Centre. EnviroCare plans annual greening initiatives, and volunteering to help to connect the Trans Canada Trail through Saskatchewan was one of McMurdo’s favourites.

Another SaskTel community

initiative is its network of volunteers, the SaskTel Pioneers, of which McMurdo is a chapter president. One of his favourite initiatives was the 10-year celebration of the Yorkton Pioneer Park, where they transformed an empty space in between buildings into a park. Pioneers also regularly volunteer with Meals on Wheels and have a partnership with First Book Canada to get hundreds of books into children’s homes each year.

SaskTel has also been running TelCare since 1950. More than 600 SaskTel employees contribute to the SaskTel TelCare fund

through payroll deductions and SaskTel makes an additional donation of 50 cents for every employee dollar donated.

“As an employee, to have that type of engagement that you can share across the province is an incredible opportunity,”

McMurdo says. “Being part of an organization that is so connected to the community makes us stand out from the pack. Staff are more engaged with their communities and everyone in the community recognizes the effort. I think there's incredible value for the company and each employee.”

Doug Burnett, president and

CEO, says SaskTel is dedicated to making Saskatchewan better by investing in activities that positively impact local communities.

“Our employees go above and beyond to give back to the communities where we live and work,” he says. “This is apparent in some of the most common actions you will see of our past and present employees, such as volunteering thousands of hours for various events or initiatives or by donating hundreds of thousands of dollars to causes near and dear to their heart.”

Burnett says that as important as helping the community is,

 John McMurdo, manager, consumer sales and solutions, at SaskTel.

“Being part of an organization that is so connected to the community makes us stand out from the pack.”

— John McMurdo Manager, Consumer Sales and Solutions

supporting its own employees is also vital. “We truly believe our employees are our strength,” he says. “We understand how important a strong work-life balance is for the success of our people and our company. That is why we place an emphasis on making a variety of wellness

initiatives, programs and learning opportunities available to our employees.”

These include the SaskTel Employees’ Personal Problem Program (STEPPP), which provides access to free, voluntary and confidential counselling services, and Helping Our Own

People (HOOP), which supports employees going through extended illness or other health care by offsetting their financial burden.

In 2019, McMurdo was dealing with health issues and his son also needed surgery. “Knowing the company has STEPPP and programs like compassionate care

leave shows me SaskTel truly cares about its employees. I could be there for my family,” McMurdo says. “SaskTel knows what matters to an employee. I think they really hit it out of the park. I am very happy to be working for a company that truly cares about their employees.”

sasktel.com/careers

Our people are our strength.

 SaskTel employees have access to professional development training that is aligned to the needs of the business.