Saskatchewan's Top Employers (2024)

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 Colleagues sharing a smile together at the newly renovated headquarters of Saskatchewan Teachers’ Federation, one of this year’s winners.

NOT RESTING ON LAURELS: Saskatchewan’s tight employment market

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

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THINKING OUTSIDE THE BOX:

How this year’s winners stay ahead

SASKATCHEWAN'S TOP EMPLOYERS

2024 MAGAZINE

Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Cypress Weston, RESEARCH ASSISTANT

Advertising Team:

Kristen Chow, MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe, MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan, SENIOR BRANDING & GRAPHIC DESIGNER

Sabrina Wu, SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward,

Brian Bergman

Abigail Cukier

Mary Dickie

Jane Doucet

D’Arcy Jenish

Allison Lawlor

 Saskatoon software firm Vendasta focuses on the fun side of work, from a summer family day to a ‘Pi Day’ celebration and Christmas parties for employees’ children.

The exceptionally tight employment market continues to cloud the prospects of employers in the Land of the Living Skies. With strong world prices for Saskatchewan’s main products, the province is seeing sustained economic growth that’s creating more jobs than there are residents to fill them. The world is beating a path to Saskatchewan’s door, as demand for exports like uranium, potash and information technology remain exceptionally high.

Among the provinces, Saskatchewan is fortunate to have the highest proportion of young people (children under 15 years of age) in relation to its overall population. This means that, as older residents retire and begin to leave the workforce, Saskatchewan will be better positioned than other provinces to have new entrants to the workforce take up employment. Statistics Canada estimates that the province has a five-year lead over Alberta and Manitoba before older residents (over 65) outnumber young people (under 15), which the agency forecasts to take place here in 2031.

Employers in Saskatchewan will have a short respite compared to other parts of Canada: it will take four or five years longer for these demographic effects to have the same effect as the national average. In Quebec, the Atlantic provinces and the northeast United States, these demographic changes are already visible, particularly in rural areas, and having very real effects on employers and the economy. Permanent help-wanted signs and longtime businesses closing because they can’t locate staff are previews of what this new demographic reality already looks like.

This year’s winners of the Saskatchewan’s Top Employers competition are the best examples of employers in the province that have succeeded in creating progressive workplaces and forward-thinking HR policies. They will face the same demographic challenges as other employers in Saskatchewan, but the difference is that they are already a step ahead in understanding what their employees need to balance their work and personal lives.

Rick McGinnis

Diane Sims

Nora Underwood

Barbara Wickens

Barb Wilkinson

But profound demographic changes are coming to Saskatchewan, like elsewhere in Canada. Despite historically high levels of immigration, Canada is on track to become the oldest country in the hemisphere by 2050.† I’ve drawn attention to this gloomy forecast in other contexts, but few Canadians appreciate what a profound change will be brought about by this demographic shift. And there’s little we can do about at this point, other than to plan for a society in which there are far fewer Canadians of working age to take up available positions.

To learn more about the innovative programs and initiatives at these employers, I invite you to read our editors’ detailed reasons for selection, available via the competition homepage: www.canadastop100.com/sk

If your organization has a story to share and would like to be considered for next year’s competition, please contact our editorial team at ct100@mediacorp.ca to learn more about the 2025 competition.

– Tony Meehan

Saskatchewan’s Top Employers

distinguish themselves in a competitive market

“No one is resting on their laurels,” says Richard Yerema, executive editor of Canada’s Top 100 Employers

The competition for recognition as a first-class employer is “fiercer than ever,” according to Richard Yerema, executive editor of the Canada’s Top 100 Employers project. “No one is resting on their laurels.”

For 24 years, Canada’s Top 100

Employers has invited companies across the country to vie for coveted spots on its national and regional winners’ lists.

To achieve the designation as one of Saskatchewan’s Top Employers, companies are judged on their ability to excel at recruitment and retention. As with the national competition, the criteria for

regional winners include the work environment; work and social atmosphere; health, financial and family-friendly benefits; vacation and time off; employee communications; performance management; training and skills development; and community involvement.

A newcomer to this year’s list of Saskatchewan’s Top Employers is Saskatoon law firm, Lakefield LLP. “We’ve always tried to distinguish ourselves in a very competitive legal market,” says managing partner Mark Dolan. “We felt that meant demonstrating a commitment to our people.”

 Saskatoon-based law firm Lakefield LLP

tops up parental leave for new parents, up to 25 weeks for mothers and eight weeks for fathers.

LAKEFIELD LLP

COMPETITIVE MARKETS Cont.

For example, Lakefield tops up parental leave benefits so that an employee’s income remains the same during the leave. The firm also places a priority on community involvement, especially those activities and volunteer organizations where employees are involved. “Our culture is built on mutual respect, collaboration and inclusivity,” Dolan emphasizes. Following the COVID-19 pandemic, even though remote and hybrid work remained an option, the majority of employees wanted to get back into the office. “That was pretty cool,” says Dolan.

SaskTel has a lengthy history on the Saskatchewan’s Top Employers list. Like Lakefield LLP, SaskTel regards community involvement as an important factor in recruitment and retention. “You don’t have to look very far to find a community project that a SaskTel employee is involved in,” says Lindsay Mazenc, external communications manager.

She also cites SaskTel’s many diverse training opportunities, noting that 97 per cent of SaskTel employees are engaged in some type of training offered by the corporation.

Being a top employer starts at the recruitment level, according to Mazenc. “We even start at the high school level.” Recruitment initiatives include career fairs, networking events, summer employment and co-operative programs with universities. “I started with SaskTel as a co-op student 20 years ago, and I’m still here,” notes Mazenc.

Her advice to business owners wanting to succeed at recruitment and retention?

“Listen to your employees and their concerns, and know that they have a life outside of work.”

Kristina Leung, managing editor at Canada’s Top 100 Employers, is particularly struck by the agility of organizations coming out of the pandemic, and their ability “to really understand that in their workforce, every individual is dynamic and has different needs. The expectation going forward is that organizations can make changes very quickly with the right incentives and motivations.”

Yerema agrees: Businesses see agility as the key. “We’re going to adapt, and we’re going to adjust, and we’re going to bend, and we’re not going to break,” he concludes. “There’s adversity. Throw it at us.”

– Ray Penner

 The associate executive director (left) of the Saskatchewan Teachers’ Federation speaking with an elder and speaker at National Truth and Reconciliation Day.

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

3SHEALTH / HEALTH SHARED

SERVICES SASKATCHEWAN, Regina. Healthcare support services; 162 employees. Helps employees plan securely for life after work with retirement planning assistance services and generous contributions to a defined benefit pension plan.

ACCESS COMMUNICATIONS

CO-OPERATIVE LTD., Regina. Cable subscription and telecommunication services;

209 employees. Helped employees reunite through in-person social events, including a summer barbecue, a Halloween dress-up contest and a children's Christmas party.

ANDGO SYSTEMS, Saskatoon. Computer software developers; 58 employees. Offers the unique 10% Time program to encourage employees to dedicate four hours each week for professional development activities.

BOURGAULT INDUSTRIES

LTD., St. Brieux. Farm machinery and equipment manufacturing; 882 employees. Encourages employees to recruit their friends with

new employee referral bonuses, from $200 to $1,000 depending on the position.

CANPOTEX LIMITED, Saskatoon. Fertilizer marketing and distribution; 122 employees. Offers a monthly allowance (to $250) that can be used for home office expenses as well as parking and transportation costs when working onsite.

CORNERSTONE CREDIT UNION

FINANCIAL GROUP LTD., Yorkton. Credit unions; 239 employees. Helps employees balance their work and personal lives through hybrid work options, flexible hours and a formal

earned days-off program.

CREATIVE OPTIONS REGINA, INC., Regina. Mental health support services; 239 employees. Through the unique Creative Encouragers program, employees are encouraged to share their interests and host classes for their colleagues.

EHEALTH SASKATCHEWAN, Regina. Electronic health information systems; 539 employees. Offers employees access to the LifeSpeak wellness app along with a dedicated mental health practitioner benefit as part of their health benefits plan.

 Information Services Corporation offers free onsite fitness facility memberships, and subsidized memberships at the University of Regina's extensive fitness facilities and programs, a short walk away.

2024 WINNERS

FIRST NATIONS BANK OF CANADA, Saskatoon. Banking; 102 employees. Starts new employees with three weeks of paid vacation and hosts an annual bingo game that offers the chance to win $4,000 and four additional days off.

GROUP MEDICAL SERVICES / GMS INSURANCE INC., Regina. Health, medical and travel insurance; 121 employees. Supports an employee-led Wellness Champions committee that organizes regular wellness initiatives throughout the year.

INFORMATION SERVICES

CORPORATION / ISC, Regina. Property title and registry services; 519 employees. Offers employees free memberships to an onsite fitness facility and subsidized memberships the University of Regina's extensive fitness facilities and programs.

ISM, Regina. Information technology services; 523 employees. Encourages employees to become recruiters for the firm with generous new employee referral bonuses, up to $1,000 for successful recommendations.

LAKEFIELD LLP, Saskatoon. Law firms; 37 employees. Supports all new mothers with generous maternity and parental leave top-up payments to 100 per cent of salary for 25 weeks.

LEGAL AID SASKATCHEWAN, Saskatoon. Legal support services; 166 employees. Helps employees balance their work and personal lives with flexible hours, hybrid work, reduced summer hours and earned days-off programs.

MLT AIKINS LLP, Regina. Law firms; 615 employees. Supports new parents with maternity and parental leave top-ups, to 90 per cent of salary for 17 weeks, and lets them phase in their return when ready to come back.

NUTRIEN LTD., Saskatoon. Phosphate, nitrogen and potash fertilizer manufacturing; 6,001 employees. Head office features great views of the South Saskatchewan River along with an onsite fitness centre and a dedicated wellness room.

 St. Brieux-based manufacturer Bourgault Industries encourages employees to recruit their friends with referral bonuses ranging from $200 to $1,000.

 Canpotex employees celebrate the company's 50th anniversary at a private concert.

PHOTOS (CLOCKWISE FROM TOP):

1. First Nations Bank of Canada continues to expand by opening new outlets in underserved communities across the country.

2. An articling student working at the Regina law office of MLT Aikens LLP.

3. Nutrien supports employee development with tuition subsidies, extensive programs for leadership development, apprenticeship and trades.

RANCH EHRLO SOCIETY, Regina. Individual and family services; 756 employees. Helps employees plan ahead with retirement planning assistance services and a defined contribution pension plan.

SASKATCHEWAN

APPRENTICESHIP AND TRADE CERTIFICATION COMMISSION, Regina. Apprenticeship and trade certification management; 76 employees. Employees can apply for additional time off through unpaid leaves, self-funded leaves and educational leaves of absence.

SASKATCHEWAN BLUE CROSS, Saskatoon. Health and travel insurance; 260 employees. Offers a personal spending account along with a unique "A Day for Me" program for employees to use for individual self-care.

SASKATCHEWAN CROP INSURANCE CORPORATION / SCIC, Melville. Direct property and casualty insurance carriers; 309 employees. New parents can apply to

extend their leave into an unpaid leave of absence and ease in their return to work when ready.

SASKATCHEWAN INDIAN GAMING AUTHORITY / SIGA, Saskatoon. Casino operations; 983 employees. Supports ongoing employee development through a range of in-house training initiatives and offers tuition subsidies for academic courses, to $5,000.

SASKATCHEWAN POLYTECHNIC, Saskatoon. Post secondary schools, university; 1,733 employees. Offers retirement planning assistance services along with the option to step away slowly with flexible phased-in retirement.

SASKATCHEWAN TEACHERS' FEDERATION, Saskatoon. Professional organizations; 137 employees. Starts most new employees with four weeks of paid vacation along with additional time-off

between the Christmas and New Year's holidays.

SASKATCHEWAN WORKERS' COMPENSATION BOARD, Regina. Workplace health and safety programs; 580 employees. Supports all new parents with maternity and parental leave top-up programs to 95 per cent of salary for 17 weeks.

SASKATOON POLICE SERVICE, Saskatoon. Police services; 720 employees. Reaches out to develop the next generation of employees through paid internships, apprenticeships, mentoring and leadership development programs.

SASKENERGY INCORPORATED, Regina. Natural gas distribution; 1,128 employees. Head office employees are encouraged to keep fit with subsidized memberships to a fully equipped fitness facility.

SASKPOWER, Regina. Electric power generation; 3,264 employees. Encourages employees to get out and support initiatives in their communities with paid volunteer time along with matching charitable donations.

SASKTEL, Regina. Telecommunications; 2,713 employees. Offers employees the option to arrange more time away through unpaid and self-funded leave of absence programs.

SYNERGY CREDIT UNION LTD., Lloydminster. Credit unions; 210 employees. Offers a number of helpful financial perks such as discounted auto insurance, low-interest home loans and discounts on auto lease rates.

VENDASTA TECHNOLOGIES INC., Saskatoon. Software; 433 employees. Focuses on the fun side of work through in-person social events, from a summer family day to a Pi Day celebration and Christmas parties for children and employees.

– Richard Yerema & Kristina Leung

 Saskatchewan Blue Cross employees commmemorate National Truth and Reconciliation Day.

BLUE CROSS

Saskatchewan

employers have to think outside

It takes innovative leadership to attract and retain the right employees

Saskatchewan businesses and organizations face one of the tightest labour markets in Canada. Those who made this year’s list of Saskatchewan’s Top Employers have distinguished themselves by making fundamental policy changes and adopting sustainable strategies that result in the people they want coming through the door — and staying.

Despite the challenges, “There’s a lot of great people out there, but it definitely takes concerted effort, time and thought,” says Jean Parchewsky, vice-president of people operations at Vendasta, a fast-growing international software company based in Saskatoon. “Gone are

the days when you just ‘post and pray.’”

Parchewsky talks about Vendasta’s commitment to hosting and presenting at public events that potential talent can attend. Vendasta employees can invite friends, to be inspired by Vendasta’s mission and success story. She points to recruiting in other countries such as Brazil: “We have about 20 per cent of our development team that we’ve helped immigrate to work in our office in Saskatoon.”

But how can you ensure that your recruitment efforts are an investment and not an expense — so that your staff entrance isn’t a revolving door? For Saskatchewan’s Top Employers, it is

the box

essential to support employee development and offer opportunities for career advancement. Jocelyn Watson, director of HR strategy development at Saskatchewan Polytechnic, says, “Obviously, providing learning opportunities for students is our business, but there is a really strong learning culture in the institution itself. Continuous learning and development is very much woven into our fabric.”

Jeff Ritter, CEO of the Saskatchewan Apprenticeship and Trade Certification Commission (SATCC), points out that a percentage of staff salaries is allocated to internal staff development, on both an individual and organizational basis. “We

have an annual work planning process that everyone does. Staff make the selection of the training they want, in discussion with their managers. They have a conversation about the training that would help them attain their professional goal. But we also have supports within the organization, such as our Indigenous training committee, consisting of volunteer SATCC employees, that helps us with our commitment to truth and reconciliation.”

Richard Yerema, executive editor at Canada’s Top 100 Employers, concurs that education and development opportunities help make organizations industry leaders. “Training is a big part of that right from

 Vendasta's charitable program includes a focus on support for children and families in need of digital literacy and STEM education.

OUTSIDE THE BOX Cont.

the beginning, through paid internships, and bringing people in at a younger age and then keeping them through in-house training programs, mentoring, leadership development and tuition support.”

Successful recruitment and retention does not necessarily require vast amounts of money. Even the smallest or newest of ventures can offer the very powerful appeal of a sense of purpose, a feeling of belonging, shared values, and genuine belief that every person is important and has a future. “People want to make a difference and they want to have a voice,” emphasizes Parchewsky, adding that at Vendasta, “We make sure they have that opportunity. You can walk into any meeting and you’re free to join. You don’t have to just stay in your lane; you can add value in a lot of different ways.”

At the SATCC, staff are surveyed annually on a wide range of topics, including employee engagement. “Is this the kind of place where I really can find myself getting up in the morning and being excited about coming to work?” explains Ritter. “This year, 89 per cent of our staff agreed or strongly agreed that they found their work engaging and they look forward to coming to work each day. That’s the highest score we’ve ever had, and I think it’s because we understand the importance of our work. We help apprentices, so young people can realize their dreams.”

Jocelyn Watson also emphasizes the importance of purpose and mission, explaining that at Saskatchewan Polytechnic, “We often notice how intentional everyone is about bringing it back to ‘Why.’ Why are we here? It’s to support learning. We see our connection and our value to our province as a whole.”

Employees’ own network of friends, including social media, can also produce great results — if those employees speak highly of their employer. Not only can that help employers find good people — some companies even pay a bonus for employee referrals — but also, having friends as work colleagues can be a strong motivator to stay with an organization.

“With such a diversity of employment opportunities, Saskatchewan employers have to think outside of the box,” concludes Yerema. “There’s a maturity that might not be recognized outside the province. All of these Top Employer companies are competing and investing back into their people.”

– Ray Penner

 SATCC supports new parents with maternity and parental leave top-up and offers returning parents the option to extend their leave into an unpaid leave of absence.

 Employees at non-profit Creative Options Regina share their personal interests by hosting classes for their colleagues through the unique Creative Encouragers program. COR

Access listens to its communities and its employees

Shelly Prokopetz embodies what working at Access Communications Co-operative is all about. She recently celebrated 35 years of service with the company.

“When you’re here this long, you know they do a lot right,” says Prokopetz. “I would describe it as fun. Of course, the work is serious, but we like each other.”

Prokopetz started out in the call centre, moving to residential sales and eventually into collections, taking on many different roles along the way. She says it’s a special place to work and build a career.

“The organization is very supportive of career development and offers many training programs,” Prokopetz says. “They’re always supportive if there’s a course or something you want to take.”

Because we invest everything back into our communities, it allows employees to see the positive impact from the work that they do.

— Carole Sauer Senior Manager of Human Resources and Safety

The work is one thing, but to a 35-year veteran, the culture and the organization’s commitment to supporting people and the communities it serves make Access one of a kind.

“We’re in Saskatchewan only, which is really special,” says Prokopetz, collection teams lead in the finance department. “And

it’s a co-operative, so 100 per cent of the company’s earnings are re-invested into the community and our products and services. Not many places can say that, and what we do for the communities is amazing.”

Prokopetz says employees are very proud of Access’s culture, which includes a commitment to community through the Access Communications Children’s Fund (ACCF), which has donated over $3.5 million to help children since its inception in 1992. The ACCF supports children in need and at risk across Saskatchewan through profits from Access TV Bingo, which airs on its community channel AccessNow TV.

AccessNow TV reaches 110

communities across the province. It broadcasts over 2,200 hours of local programming that ranges from local sports to highlighting Saskatchewan’s best and brightest and promoting major fundraising initiatives.

Access’s senior manager of human resources and safety is Carole Sauer, a 14-year veteran.

Sauer says that in today’s economy, where the competition to attract talent is fiercer than ever, having a competitive compensation and benefits package is obviously important, but having a culture that supports employees and demonstrates their positive impact on the customer and the communities Access serves is how the company sets itself apart.

“Because we invest everything back into our products and services and the communities we serve, it allows employees to see the positive impact of their work,” says Sauer.

The organization offers familyfriendly policies that include flexible scheduling, remote work, a health and wellness program, and diversity and inclusion initiatives.

Employee feedback also matters. That may be most evident in the company’s annual strategic planning, where department planning sessions are an integral part of the process. These offer a chance for employees to discuss the year but also weigh in on strategic priorities based on what they hear from customers.

 At Access Communications Co-operative, employees can help give back by broadcasting major fundraising initiatives to 110 communities across the province.

“We have employees who provide us with a lot of information from feedback our customers give them. What is special about Access is their voices are heard by those who make the decision what our strategy will be going forward.

It's truly a collaborative process,” says Sauer.

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full-time staff in Canada weeks, maximum vacation allowance staff volunteer hours last year job-related and unrelated tuition subsidies

Access’s values include being innovative and employee-centred, meaning the company wants employees to succeed and grow in all aspects of the organization, she says. “We specifically ask, ‘Where do you want to be? How can we help you be more successful?’”

Access Communications is a community-owned, not-for-profit co-operative founded in 1974. It currently has 300 employees and

100% contractors in seven locations across the province. It offers TV, internet, phone and smart solutions for homes and businesses to over 230 communities and almost 200,000 square kilometres of rural Saskatchewan. 

 Access Communications Co-operative hosts summer barbecues to celebrate the communities it serves.

Johannah Customer Support Rep 20 Years with Access

Canpotex offers unique roles in the middle of Canada

The most impressive fact about Canpotex is how a little company in the middle of landlocked Saskatchewan runs a business that stretches across the country to over 40 countries overseas.

It’s a fact that forms the basis of Amber Lozinsky’s job as a vessel operator for the potash exporting company, overseeing the logistics of its chartered bulk vessels that transport potash around the world to overseas markets. She offers details about the roles her fellow employees fill at Canpotex, starting with the more recognizable ones like accounting, legal, IT and human resources.

We’re marketing over 13 million tonnes of Saskatchewan potash to over 40 countries around the world. It’s a very fast-paced, dynamic work environment.

— Gord McKenzie President and CEO

“But then we have some roles that are unique to Canpotex and not your standard positions in Saskatchewan, such as my role in our ocean transportation department,” she says. “People often respond with a typical question like ‘a what?’ when I tell them that I am a vessel operator, which makes me smile. I really enjoy talking about the things I get to do.”

President and CEO Gord McKenzie understands that feeling well. “We’re a very small team with a big impact,” he says. “We’re

marketing over 13 million tonnes of Saskatchewan potash to over 40 countries around the world. It’s a very fast-paced, dynamic work environment. We’re based in western Canada but we’re dealing with places all around the world, in many different time zones, with a diversity of languages and cultures.”

While the company has offices in Singapore, Shanghai and São Paulo, most of its workforce is based in its new offices in Saskatoon overlooking the South Saskatchewan River.

McKenzie is particularly proud

of the opportunities the company offers for employees like Lozinsky, who started at Canpotex 20 years ago with a two-week placement in marketing. Thanks to mentoring, in-house coaching programs and tuition supports that pay for training and certification, she was able to move across the company and into her role as a vessel operator in 2019.

“Everybody is so insightful,” she says, “and always willing to help out anyone who wants to learn more or have a deeper understanding of the business and its operations.”

The new office, McKenzie says, was crucial to reviving teamwork after COVID-19 lockdowns and transitioning into hybrid working. “Many of us worked at home, but we’ve got this brand-new office that encourages at least two days in-person per week, though some people like to come in every day. That culture of connecting with other employees is very important.”

So is an emphasis on community giving work in support of food security for youth, which is appropriate for a company that exports potash, a fertilizer that

 Amber Lozinsky, vessel operator, has enjoyed the mentoring and certification opportunities that Canpotex has provided throughout her 20 years with the company.

helps the world grow more food. He says it’s “something that’s easy to get excited about.”

“We encourage employees to donate and volunteer, and just recently we rolled out a new program called Dollars for Doers.

It’s for Canadian employees, providing $500 to a non-profit that receives eight hours of volunteer time from a Canpotex employee. We’re looking forward to rolling it out further globally.”

It’s the kind of global scope that

Lozinsky says she dreamed about during childhood summers with her grandparents in Cornwall, Ontario.

“Their house was on the St. Lawrence River and my brother and I would fight over the

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100%

full-time staff in Canada annual spend on training per full-time employee staff volunteer hours last year employerpaid health plan, with family coverage

binoculars to watch these huge ships sailing by, imagining all the places they would travel to. And now, today, I’m actually helping to operate and coordinate those vessels that I admired when I was younger.” 

A vital link in global food security.

 Canpotex employees giving back to the community by volunteering at the Saskatoon Food Bank and Learning Centre.

COR’s philosophy of gentle care extends to all

In 2008, Jim Temple was working at a bank and, he admits, not getting much fulfilment from it. But once he started volunteering – it was with Big Brothers of Regina – there was no turning back. Now Temple is the chief operations officer of Creative Options Regina (COR), caring for people with some of the most challenging and complex cognitive and mental disabilities. “It feels good at the end of the day to do something that’s meaningful,” he says.

Temple was one of COR’s first employees, and at the time he was providing in-home support to a 25-year-old who had been “kicked around” by the system. “It was something completely different, something I never imagined myself doing,” he adds, “but I just found that I really loved it.”

It feels good at the end of the day to do something that’s meaningful.

— Jim Temple Chief Operations

Officer

COR’s philosophy is Gentle Teaching, which means that caregivers strive to ensure the people they support feel safe and valued and build their care around them, as opposed to making them fit into a predetermined format.

“We have seen just incredible growth, and all those struggles they were experiencing over time have started to fade away because the person is feeling safe and has choice and control in their life,” he explains. “And if something is not working, we figure out how we’re

going to make it work instead of taking the easy route and kicking them out.”

That philosophy of care extends to COR’s almost 350 employees – providing support to allow every individual to be successful. “We’re living what we preach,” says Casey Sakires, employee experience advisor. “Those values are ingrained in everything we do, but they’re also really championed by everyone as well.”

The ‘culture of gentleness,’ as it’s known, radiates through every

level of the organization. “If employees are taken care of, if they’re feeling safe, if they’re feeling valued, if they’re feeling supported, then it’s just going to mean better care for the people we’re serving,” says Temple. “We really focus on making sure this is a great workplace and that people come to work every day feeling happy and hopefully leave feeling fulfilled.”

That means, among other things, competitive salaries and comprehensive benefits that rival

or surpass those of many larger corporations, fitness and academic bursaries, and training programs for aspiring team leaders and emerging leaders. This past summer, COR launched its training academy, a dedicated initiative for all employees focused on learning and development.

Employees are taken care of in other ways as well, and there are lots of opportunities for everyone to connect, particularly with employees working in various locations around the community.

 Creative Options Regina focuses on developing opportunities for connection between their staff as well as throughout their community.

“We have a culture of celebration here, where we’re really acknowledging the awesome people in the COR family,” says Sakires. That can mean everything from visiting the support workers in people’s homes with cookies and cupcakes

to appreciation nights, activities, movie marathons and barbecues, as well as more formal big events.

community,” says Temple. “So we’re always trying to host events to strengthen opportunities for

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full-time employees in Canada years, average age of all employees of managers are women weeks, maximum vacation allowance

small organization feel. “We’re looking out for everyone we’re supporting, we’re looking out for all our employees,” he adds. “And every decision that is made by our leadership is made with good intentions, putting people first.” 

 Creative Options Regina hosts summertime festivities and events throughout the year to celebrate its employees.

eHealth Saskatchewan unites purpose with passion

Amentor once told Davin Church that you either love working in health care or you don’t. The CEO of Regina-based eHealth Saskatchewan falls into the first category – in fact, he can’t imagine working in any other sector.

eHealth Saskatchewan is a provincial Crown corporation composed of many different business areas that all share the same mission: to collaborate to transform health care in Saskatchewan through the use of information and innovative technology. It provides IT services to patients, health-care providers and partners like the Ministry of Health and the Saskatchewan Health Authority. Church joined the organization in 2013 as manager of community and primary health-care projects.

There’s a mutual understanding and respect that everyone brings something different to the table.

— Davin Church CEO

“People are looking for ways to navigate their health journeys in what can be a difficult, stressful time, and we’re here to help them,” says Church. “We have so many opportunities to have a positive impact on their lives. Even the challenges that require problem-solving often become successes.”

Over his decade at eHealth, Church moved from management

positions into senior leadership, including interim CEO for a year before officially assuming that role in January 2023. “I got to understand the vision of the organization at the grassroots level,” he says. “I’ve been really fortunate to have strong and seasoned leaders who mentored me and who were open to continuing that relationship even as we all moved into new roles.”

Mentorship is highly valued at eHealth, and it goes both ways. “My mentors have strengths and knowledge that I don’t, and vice versa,” says Church. “There’s a mutual understanding and respect that everyone brings something

different to the table.”

Business analyst Michael Lund has mentored co-op and university students. “I enjoyed it because I was a student, too, so I know their struggles and anxieties entering the workforce,” he says. “While they’re here, they’re expected to behave like employees, and I was able to provide constructive feedback to help them be more prepared.”

Lund finds working in public service rewarding. “It’s immensely fulfilling and an important role in giving back to the community,” he says. Although he describes himself as a “computer geek” who is drawn to technology, he likes

working with people, too.

Whether he’s troubleshooting a system-wide issue or investigating a citizen’s request to locate a diagnostic report on the MySaskHealthRecord app, Lund is constantly learning. “Every problem is an opportunity to expand your knowledge,” he says. “We’re a team of six, and we’re pretty efficient – we respect each other and pat each other on the back after we’ve done a good job.”

Respect is integral to eHealth’s mission, as are diversity and inclusion initiatives. Employees hail from more than 40 countries, and new hires put a pin in a map on the wall in head office to

identify their home country. “We celebrate diversity and think it makes us better because it contributes to innovation,” says Church.

Lund is a foodie, so he enjoys attending eHealth Culture Club

gatherings like Mosaic, where a wide range of cultures and food is celebrated. “I’m from a small-town farming family in Saskatchewan, so events like these broaden my horizons, and it’s nice to try different flavours of food,” he says.

“We really recognize and celebrate diversity here.”

Above all, it’s the common purpose of helping Saskatchewan citizens navigate their health journeys, and offering them peace of mind in the process, that unites

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full-time staff in Canada health workers using eHealthsupported tech clinical and admin applications in 430 facilities students working while they study in the past two years

eHealth’s people – those citizens are themselves and their family, friends and neighbours. “My grandma uses the app that I had a big role in developing, so I’ve seen first-hand the direct benefits of the tool,” says Lund. 

 eHealth Saskatchewan employees celebrating a diversity of food and culture at its annual Mosaic festival.

MLT Aikins builds teams with personal connections

Olamide Pedro still can’t quite believe how smooth her journey has been from legal training in Nigeria to working as a paralegal, an articling student and now an associate at Regina’s MLT Aikins LLP. But she knows why it’s been so smooth: the steady support she’s received along the way from MLT Aikins, the largest law firm in Western Canada.

While working as a paralegal at MLT Aikins was a great first step, Pedro wanted to go further and take the exams needed to practise law in Canada. She wasn’t sure how she’d manage that on top of her job, but it turned out it wasn’t a problem.

Our people are our most valuable asset and their development is important, so from the start we provide mentorship that stays with them until they become a partner.

— Aaron Runge Managing Partner

“When I told my manager I’d need time off to prepare for the exams, she was very supportive, and they gave me all the time I needed,” she says. “I was so grateful.”

After passing the exams, Pedro contacted the MLT Aikins hiring team to ask about the possibility of articling some day. “I thought we’d have an informal discussion about my future plans,” she says. “Instead, it was, ‘If you want this,

we’ll support you. When can you start?’ I was amazed. I have friends at other firms, and no one has been supported the way I have.”

MLT Aikins managing partner Aaron Runge says a team-based supportive culture is a major focus for the firm, and part of the reason he’s been working there for nearly 30 years. “It’s something I’m proud of,” he says. “It starts with leadership training for the management team and trickles down throughout our operations and offices.”

Because those offices are spread across the West, the firm’s leaders

work to bring the professional teams together from time to time.

“The best way to build a team is for people to trust each other and know each other personally, and in-person opportunities are the best way to do that,” says Runge. “We have a retreat every year where all 300-plus lawyers get together to do some teambuilding and get to know each other socially.”

Mentorship, both formal and informal, is another key part of the strategy. “We recently revamped our mentorship program to codify what we’ve been doing, so we can

have a more uniform approach and experience for our lawyers,” says Runge. “Our people are our most valuable asset and their development is important, so from the start we provide mentorship that stays with them until they become a partner.”

Pedro appreciates the different approaches of the formal and the informal mentorships. “In the formal one, you and your mentor discuss your career goals, how you aim to achieve them and what the firm can do to support you,” she says. “We talk about workload and growing your practice and

 MLT Aikins lawyer Kristél Kriel leading a team activity at one of its annual lawyer retreats.

continuous development.”

The informal mentorships involve more casual conversations.

“It’s not a serious thing, we’re just having a chat, and maybe we’re more open to discussing things we wouldn’t normally discuss,” says

Pedro. “It’s relaxed and easier.”

MLT Aikins also prioritizes autonomy and flexibility for its employees. When COVID-19 hit, the firm responded by offering flexible work schedules and benefits, including increased

mental health services.

“Mental health has been an issue in the legal sector forever, because of the pressures associated with timelines and clients’ needs,” says Runge. “In the past few years we’ve done a lot of work

A PLACE TO GROW

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to de-stigmatize mental health issues and provide more opportunities for our people to get help. And that’s paid major dividends, as people feel more comfortable seeking the support they need through our benefits plan.” 

 MLT Aikins summer students at its 2023 Saskatoon 2L Summer Students program.

Nutrien aims to boost Indigenous employment

Pam Beaudin went to work in the Alberta oilpatch after earning a mechanical engineering degree at the University of Saskatchewan. She spent a decade in the energy industry before pivoting to Indigenous relations, which eventually led to a position aimed at boosting Indigenous participation at Nutrien operations in Saskatchewan.

“My dad is a residential school survivor,” says Beaudin, Nutrien’s senior Indigenous relations manager. “Learning his history and supporting his healing journey inspired me to step into the reconciliation space.”

We’ve had solid relationships with various First Nations and Tribal Councils for a number of years. It’s not just employee recruitment, but also training opportunities, community involvement and procurement from Indigenous suppliers. It’s really a layered relationship.

— Chris Reynolds Executive Vice-President and President, Potash

Beaudin adds that her career trajectory is unusual. Indigenous relations usually requires a human resources background. “Because of my career in oil and gas I can bridge the gap between our technical folks and what HR is

trying to do,” she says.

Nutrien is the largest private-sector employer in Saskatchewan. The company operates six potash mines, each with milling and processing facilities at surface. They employ some 3,400 people. Another 1,200 work at the company’s retail outlets. The Saskatoon head office has a full suite of departments, including human resources, legal, procurement and supply chain management, among others.

Nutrien is attempting to increase Indigenous representation in the mining operations, the retail side of the business and at head office.

“We’ve had solid relationships with various First Nations and Tribal Councils for a number

of years.” says Chris Reynolds, executive vice-president and president, potash. “It’s not just employee recruitment, but also training opportunities, community involvement and procurement from Indigenous suppliers. It’s really a layered relationship.”

The company’s internship program is one of the main vehicles for achieving that objective. Students are enrolled in the program for a minimum of four months and as long as 18 months. Along with professional development, the company connects participants with Elders who provide cultural support and teaching.

There were 18 students in the 2023 cohort. “The program is

growing,” says Beaudin. “Demand for Indigenous interns now exceeds what we can accommodate in our budget. It’s a good problem to have.”

The focus of the internship program is largely on STEM and business students. “Engineers are a big component of our employee base,” says Reynolds. “It’s across the profession – mining, mechanical, chemical, process and electrical, all the way to environmental engineering.”

He adds that the company also recruits operators for its mines and mills. Nutrien provides recruits with training, support and career development. As well, the company is stepping up its efforts to attract skilled tradespeople

 Nutrien employees working underground at its potash mine in Lanigan, Saskatchewan.

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full-time staff in Canada mental health practitioner benefit volunteer rewards for charity global community partners

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Join one of Saskatchewan’ s Top Employers and help us achieve our purpose of feeding the future.

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was from Ontario. “He saw a poster on a wall at his university and decided to apply,” says Reynolds. “Next thing he knows he’s working in our Allan mine, getting up at 5:30 in the morning to make his shift and loving it.” 

Engaged SATCC employees make a positive impact

As a registered psychologist with the Saskatchewan Apprenticeship and Trade Certification Commission (SATCC), Jolee Kambeitz is part of a team that works with apprentices who are struggling to complete their training and achieve journeyperson certification, sometimes due to learning challenges or disabilities that may have gone undiagnosed for years.

Kambeitz’s role is to identify the underlying nature of the learning difficulty – which can range from exam anxiety to more impairing conditions such as undiagnosed dyslexia or ADHD – and then work with the team’s own learning strategists as well as outside professionals to implement the supports required to help apprentices successfully complete their training.

We are one of those organizations that are truly blessed in the ability to make a difference in people’s lives.

— Jeff Ritter CEO

The program is known as the Apprenticeship Success Enhancement Strategy and the key goal is to provide early intervention before learning difficulties derail careers. The results can be life-altering in more ways than one.

“In many cases, people have struggled throughout their school years and not known why,” says

Kambeitz. “They sometimes think they are just not up to the task. But the fact is they are. It’s about helping people understand their strengths and how they can harness those strengths to overcome the identified learning difficulties.”

The benefits, she adds, extend well beyond the successful completion of an apprenticeship.

“For many people, it’s something that also impacts their personal lives and how they interact with others. By understanding themselves better, they often feel a sense of relief and validation.”

For Kambeitz, the program embodies some of the core values of the SATCC, an industry-led, arms-length organization that

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.

Among the core values reflected in the program, she adds, are innovation, equity and responsiveness.

For CEO Jeff Ritter, the early intervention strategy is also a good example of what motivates and engages the entire SATCC team.

“We are one of those organizations that are truly blessed in the ability to make a difference in people’s lives,” he says. “Every person in our organization recognizes they are either helping a client

directly or supporting a team member who is doing just that.”

The level of enthusiasm is reflected in SATCC’s latest independently-run annual employee engagement survey, which found 89 per cent of respondents agreeing with the following statement: “I find my work fulfilling and I look forward to coming to work each day.”

“We’ve always had high engagement numbers, but that’s just a staggeringly high percentage and an all-time record for us,” says Ritter. “I think, in large part, it’s because we live our values and get to do meaningful work.”

Among the ways SATCC staff keep engaged is through community outreach. That

 Tommy Hayes (left) presenting a long service recognition award to Mildred Convento at SATCC.

includes fundraising drives for various charities, as well as recent volunteer efforts to address food insecurity by helping stock community fridges in Saskatchewan’s major cities.

A unique project over the past

year was the publication of an SATCC cookbook, featuring employees’ recipes, with all proceeds going to the United Way.

A strong commitment to diversity and inclusion is another example of the organization

Nailed it!

Celebrating six years as one of Saskatchewan’s Top Employers.

living its values, says Ritter. That includes the recent establishment of an internal training committee that’s helping staff work on a path toward reconciliation with Indigenous peoples.

“To see that commitment to

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6 reconciliation woven into the fabric of the organization is something that very much excites me,” says Ritter. “These are the kinds of cultural changes that will help us continue to make a positive difference.” 

 SATCC employees at its 23rd annual Apprenticeship Celebration Dinner.

Community is the heart of Saskatchewan Blue Cross

When Jenna Siltanen started at Saskatchewan Blue Cross just over six years ago, she was excited about the perks that came with the position – but found something that meant so much more.

“I love the flexibility of being able to work from home and having our health benefits covered,” said Siltanen, health and dental claims analyst at Saskatchewan Blue Cross. “But what really got me excited is just how local and community-based the organization is.”

I can’t speak highly enough about our people and the dedication, commitment and passion they have for this organization and our community.

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

The mission of the not-for-profit health benefits company is to empower communities on their journey to whole health and wellness. To help achieve this, Saskatchewan Blue Cross invests in organizations across the province in three focus areas: increasing health literacy, building overall community health and well-being, and encouraging social change. This philosophy is what guides their Community Investment program, which centres around making a meaningful

impact in the province.

To promote social change from within, the organization offers employees paid social responsibility leave, which allows them to take 7.5 hours off from work every year to volunteer at a charity of their choice. In 2023, Siltanen spent half her leave volunteering for a radio charity telethon and the other half volunteering at the Jim Pattison Children’s Hospital in Saskatoon.

“One of the things I really like about the social responsibility leave and the volunteer opportunities offered is you’ll typically be volunteering with fellow

employees who work in different departments within Saskatchewan Blue Cross,” Siltanen says. “You get the opportunity to meet people who you wouldn’t in your dayto-day work. This helps all of us build connections at work.”

In addition to social responsibility leave, the company offers the Employee Giving program, which provides a financial contribution to the employee’s charity of choice up to $250 annually. Employees submit the number of hours they volunteered and Saskatchewan Blue Cross makes a monetary donation at a rate of $10 per hour. The organization also offers a

dollar-for-dollar matching of employee monetary donations.

“I love that I can double my impact by just telling my company that I volunteered and made a donation,” Siltanen says. “They encourage employees to volunteer and make it easy to submit time off for social responsibility leave and employee giving.”

When Nicole Onufreychuk joined Saskatchewan Blue Cross in 2022, there was one message from employees that was unchanging, she says.

“The consistent theme I heard was that everyone was so proud to work at Saskatchewan Blue Cross.

 Saskatchewan Blue Cross employees helping to raise awareness and funds for multiple sclerosis research in the annual MS Walk.

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They’re so gratified by the work that we do,” says Onufreychuk, senior vice-president, chief people and culture officer. “I can’t speak highly enough about our people and the dedication, commitment and passion they have for this organization and our community.”

Onufreychuk says that in a member-first organization, employees keep the importance of what they’re doing top of mind.

“The volunteer opportunities supported by Saskatchewan Blue

Cross also make it a fun working environment. When you’re doing good things to help others, you are apt to feel more passionate about the organization and the work that you do,” she says.

“People want to do good work.

They want to feel valued and have an opportunity to give back to the community. When you give that opportunity to employees, they get to see the connections that we make as an organization and how much it truly means.” 

 A Saskatchewan Blue Cross employee volunteering to plant a community garden on its Day of Caring.

Saskatchewan Indian Gaming Authority values its staff

For Zane Hansen, who comes from the Waterhen Lake First Nation in northwestern Saskatchewan, there’s a guiding principle he follows as president and CEO of the Saskatchewan Indian Gaming Authority (SIGA). That principle, he says, is pimâcihowin, or making a living.

“It’s really finding one’s belonging and the importance of just making your way on your own,” Hansen says. “It’s really something we strive to help First Nations people achieve – belonging and independence and the pride that comes with having a career and being employed.”

There can be no bigger impact for an individual and their families than just having a good stable career.

— Zane Hansen President & CEO

SIGA is headquartered in Saskatoon and oversees seven casinos across the province as well as the online gaming and sports betting site PlayNow.com Saskatchewan. It is a non-profit organization with 100 per cent of its net income going back into Saskatchewan.

“There can be no bigger impact for an individual and their families than just having a good stable career,” says Hansen.

More than 65 per cent of employees are First Nation. “When the First Nations created SIGA almost 30 years ago, the

main purpose was to create employment opportunity for First Nations people and reinvest in them,” Hansen explains. “We’re doing something right with our company and we’ve got a good strong track record of employee development.”

Desiree Gervais, vice-president of human resources, couldn’t agree more. “SIGA is committed to investing in employees,” she says. “We recognize and reward our employees for their performance and service by helping them build their professional development for success. We invest over $1 million a year in employee training and development.”

Miskâsowin is another guiding principle for SIGA. “This principle

seeks to find value in one’s sense of origin and belonging, so that employees feel comfortable in their own skin,” Gervais says. “We want employees to feel comfortable showing up to work as their true selves.”

First Nations culture is celebrated and encouraged throughout the year at SIGA. “You’ve got to have employees who have a great working environment and are well-supported, and who like being part of the company,” says Hansen. “When you achieve that, they respond and pay it forward with great service.”

That ties in with being an employer of choice, says Gervais.

“The definition of employer of choice is we’re a company where

people really want to work,” she says. “We have an annual employee engagement survey and the results indicate that we have an engaged workforce and we are our industry benchmark.”

Naturally, SIGA is dedicated to reconciliation. “Our commitment to the Truth and Reconciliation Commission’s calls to action is something we promote,” says Gervais. “The last Friday of every month all employees are encouraged to wear an orange shirt to recognize Every Child Matters and orange shirt day.”

That effort involves the community as well, she adds. “Awareness of our employees and our patrons is really important in that reconciliation. A lot of our

 Saskatchewan Indian Gaming Authority employees help oversee its seven casinos across the province.

community investments and our business partnerships outside of employment extend to the communities in which we operate. We are definitely a top First Nation employer in the province.”

A successful gaming community

is vital to SIGA, says Hansen. “Our community is our customers. They are very important. The casino gaming industry, hospitality and service are such an important foundation to the customers and their experience.”

SIGA offers a competitive rewards package. “We also have personal days to attend personal or cultural events,” says Gervais. “As well, each employee has core training and then has the option to apply for additional non-core

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training of $6,000 a year.” She is passionate about the value of SIGA and its employees. “I like to refer to the company as the North Star for First Nation corporate enterprises, the guiding light as the top employer.” 

Saskatchewan Indian Gaming Authority WE

 A Saskatchewan Indian Gaming Authority employee serving customers at Dakota Dunes Casino, one of the casinos it operates.

SaskEnergy’s workforce reflects a changing society

Vishi Viswanathan is proud that her employer SaskEnergy Incorporated not only celebrates diversity but allows her to champion it in the workplace.

As a human resources business partner in staffing, her job is to select and hire new employees. She uses her personal experience of immigrating to Canada four years ago to raise awareness among her colleagues and managers about the advantages of hiring a diverse workforce.

I think we embody teamwork really well. It’s that feeling of sharing and celebrating and we’re in this together.

— Maria McCullough Executive Vice President Human Resources and Safety

“I am someone who likes to promote diversity,” says Vishi, who due to her south Asian culture prefers to use her given name. “The more diverse your team is, the more different problemsolving skills you have, the more innovative ideas, the more different perspectives.”

In 2020, Vishi arrived in Saskatchewan from southern India to do her master’s degree in human resource management at the University of Regina. During her second year, she did a co-op term at SaskEnergy and knew she wanted to stay. Following her graduation in December 2021, she was offered a full-time position in the human resources department

as an analyst.

“When I got here it felt right to be in the team. The team was very inclusive. Coming from a different country, I didn’t feel excluded,” she says. “I make an effort now to have people feel valued and welcomed at the company, the same way I was made to feel valued.”

Originally from Bhutan, Vishi studied in India and fluently speaks English, Malayalam, Hindi and Nepali. She and some of her colleagues recently put their language skills to work. While attending career fairs, they spoke with a diversity of potential candidates as part of their effort to create a workforce that reflects Saskatchewan’s changing demographics.

“At each career fair, we had

diverse representation at the booth,” she says. “It made it easy for the attendees to make a connection with at least one of us, and it made them feel like they can see themselves working at SaskEnergy.”

Maria McCullough, executive vice president human resources and safety, welcomes the changes she has seen during her 32-year career with SaskEnergy. As one example, she points to the company’s commitment to truth and reconciliation and the actions taken to integrate that commitment into business practices. Currently, 13 per cent of the company’s workforce is Indigenous but McCullough expects increasing representation going forward with hires.

“We have a goal to increase that number by half a per cent every year for the next few years,” she says. “We want to reflect the community in Saskatchewan.”

In addition to expanding its Indigenous workforce, the company has incorporated land acknowledgements into meetings, welcomes Elders to perform pipe ceremonies on Indigenous lands before a project startup, engages its Indigenous engagement team and supports its SAGE committee, which is led by Indigenous employees and is dedicated to promoting Indigenous well-being and success within the workplace, says McCullough.

In the two years since she was hired at SaskEnergy, Vishi has seen more diverse hires and plans

 Vishi Viswanathan (right) and her colleagues, Sheena Nabozniak (far left) and Gina Duguid, promoting SaskEnergy job opportunities at career fairs.

to continue championing diversity within the workplace. Having recently joined the company’s diversity committee, she looks forward to working with her colleagues to organize social events and fostering even more

diversity, equity and inclusion within the organization.

“It is a very collaborative and supportive workplace,” says Vishi. “You feel very appreciated for the work you do.”

McCullough values

SaskEnergy’s dedicated, and increasingly diverse, staff.

“Without our talented and committed employees,” she says, “the company couldn’t provide affordable energy to Saskatchewan and deliver on its commitment

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to reduce its greenhouse gas emissions from operations by 35 per cent by 2030.

“I think we embody teamwork really well,” she adds. “It’s that feeling of sharing and celebrating and we’re in this together.” 

 Joseph Daniels, director of Indigenous engagement, with a handbook developed by SaskEnergy to provide employees with information about Indigenous culture.

Synergy Credit Union trusts in putting people first

Sydney Payne says she was well acquainted with the commitment to volunteerism that is a hallmark of Synergy Credit Union even before she started working there. In fact, she counted on it when she worked for a non-profit agricultural organization in Lloydminster that relied on volunteers to help host large-scale events.

“I often turned to Synergy for help,” Payne recalls. “Whenever I called, they were on board.”

It’s our culture that really sets us apart. It’s all about being meaningful and respectful.

— Glenn Stang CEO

So when Synergy had an opening in 2021 for an advisor with its Business and Ag Financial Centre, she leaped at the opportunity. It’s a position that offers more than being a good fit with her university degree in agribusiness.

“I was raised on a farm where cooperation and supporting one another are family values, so I really align with Synergy’s values,” Payne says. “It’s important to me that Synergy encourages us to volunteer and gives us plenty of opportunities to do so.”

Founded in 1943 as the Lloydminster Savings and Credit Union Ltd., it became Synergy in 2007 when members voted to change the name. It has grown over the years through amalgamation with other credit unions and now operates in 12 communities,

including the newest, Saskatoon.

CEO Glenn Stang says that as a provincially regulated cooperative, Synergy can do things differently from other types of financial institutions. A $5 membership means an individual is not a customer, but an owner with distinct privileges.

“We strongly align ourselves to co-operative values,” he says. “That includes our members’ democratic rights to have a say in how we’re run and to profit when we do.”

That means making decisions based on having a positive impact

on the lives of Synergy’s members and the communities it serves. This includes investing in the latest innovations in technology to make banking more accessible and meet members’ unique financial needs.

Furthermore, Stang says the credit union commits 35 per cent of pre-tax profits to three key areas: profit-sharing with members, employee benefits, and seed money for capital projects that directly benefit local communities. Employees are also encouraged to volunteer the equivalent of one work week per year. Stang says

they usually reach that 37.5-hour benchmark, except during the pandemic when in-person events were often curtailed.

“Volunteering is a great way to get out in the community, meet people and get to know our members better, which is key to helping them reach their goals,” Stang says. He adds that employees benefit as well.

“When you’re doing good, it indirectly benefits your mental well-being. It puts a skip in your step.”

Indeed, employees’ overall well-being is a top priority, Stang

 Synergy Credit Union employees celebrating its 80th anniversary together.

says. “It’s our culture that really sets us apart,” he adds. “It’s all about being meaningful and respectful.”

Synergy offers competitive salaries and an above-average benefits package, including profit-sharing.

It puts a strong emphasis on work-life balance and has clear guidelines for when employees need flexible work arrangements. It also places a high priority on professional development and

courses virtually. Synergy also provides coaching and mentoring on topics such as truth and reconciliation and diversity and inclusion.

“I think I took a different course

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Payne says, only partly in jest. But what’s ultimately at the heart of everything she appreciates about working at Synergy are values and a strategy that puts people first.

“You’re not just a number,” she says. “You’re unique.” 

 At Synergy Credit Union, employees can continue to learn and develop professionally through its virtual courses.

Tell us your story

If you are an exceptional employer with progressive human resources programs and initiatives, consider applying for next year’s edition of Saskatchewan's Top Employers.

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

For information on next year’s application process, visit: CanadasTop100.com/2025

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