Canada's Top Small & Medium Employers (2020) by Canada's Top 100 Employers

RANGLE.IO

p Colleagues on the

development team at Toronto-based software firm Rangle.io, one of this year’s winners.

CO-PUBLISHED BY ABOUT THE WINNERS:

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Leading with the bold and unconventional

THE COMPLETE LIST:

Canada’s Top Small & Medium Employers (2020)

METHODOLOGY:

How this year’s winners were chosen

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CONNECTEED

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

7 th Annual Edition

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, JUNIOR EDITOR

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman Jane Doucet Sheldon Gordon Simon Hally Don Hauka Patricia Hluchy D’Arcy Jenish John Schofield Nora Underwood Barbara Wickens

p Employees from software developer Connected bonding during a company retreat in Algonquin Park.

Setting the SME benchmark

ith much of the world preoccupied with the Covid-19 pandemic, it may seem like an unusual time for Canadians to recognize the nation’s best small and medium employers. Amid the unsettling economic news, it’s worth remembering that 90 per cent of Canada’s private-sector labour force works at small and medium enterprises with under 500 employees (SMEs). Even without a public health emergency, you might be excused for thinking that SMEs don’t receive the attention they should, given their outsized role in the economy. When we launched the Canada’s Top Small & Medium Employers competition seven years ago, it was to expand our editorial focus to a sector that sets the workplace rules for the majority of working Canadians. In this time, we’ve come to realize that small and medium employers are the nation’s ‘laboratories’ for testing emerging best practices: we often see new HR benefits and workplace policies tried first at SMEs, before being adopted at larger organizations. Within this dynamic sector, there are a small number of SMEs that are leading the charge when it comes to creating the nation’s best workplaces and progressive HR policies. These are the companies chosen by our editors

as Canada’s Top Small & Medium Employers. You can learn more about their initiatives in the detailed ‘reasons for selection’ that our editors released this morning for each of this year’s winners: www.ct100.ca/sme We’ve used the Statistics Canada definition of a SME to determine which employers are eligible for this competition. There are two basic requirements: (1) they employ less than 500 people worldwide; and (2) they are a private-sector business. We are aware this definition excludes some worthwhile smaller employers, but it keeps a level playing field for the competition since all the employers being considered share similar resource constraints. As seen in recent weeks, small and medium employers are flexible and agile when it comes to making quick decisions or adapting to sudden change. But they also serve a key role in marking out the practical limits of what the private sector can accomplish on its own – and where the supporting hand of government is needed. The companies chosen as this year’s winners are not only workplace leaders, but they also set the benchmark for SMEs across Canada that can benefit from learning their best practices. -Tony Meehan

TSM

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

p Vancouver-based public relations firm TSM/Talk Shop Media offers its employees exceptional vacation and personal time off.

INTRODUCTION

ellness accounts. Nap rooms. Snack rooms. Reading nooks. Bring your dog to work. Tuition subsidies for courses completely unrelated to the job. Paid volunteer days. Personal days. Telecommuting. Flexible hours. No set hours. No limit vacations. Yoga at noon. When it comes to progressive HR initiatives and ground-breaking workplace policies, Canada’s Top Small and Medium Employers 2020 aren’t afraid to lead with the bold or

unconventional. These employers understand how people want to live and work in 2020. They understand that work-life balance matters, that wellness matters and that community matters. They can also compete with bigger organizations on traditional perks such as flexible health plans, matching RSP contributions and family-friendly benefits, often pushing the boundaries as InvestorCOM in Brantford, Ont. has with equalized maternity and parental leave top-up. It’s not surprising that Canada’s Top SMEs 2020 are among the

fastest growing employers, able to attract the best and brightest. For their size, small and medium employers have a mighty impact on the economy. Canada’s SME sector is responsible for more than 95 per cent of new jobs in Canada over the past decade. An outstanding example is Toronto tech firm Kira Inc. that added over 50 full-time employees last year, a year-over-year increase of over 115 per cent. Some of the most innovative ideas emerging from the competition

include “No Meetings Wednesdays” at Left Technologies Inc. in Maple Ridge, B.C., ensuring that everyone can work at home at least one day per week. Another unique initiative comes from TSM/Talk Shop Media Inc. in Vancouver. The company reinvests four per cent of its annual profit into employee co-founded businesses. Staff members can pitch their ideas for possible funding while keeping their full-time job. Read on to be inspired. –Diane Jermyn

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

CORITY

2020 WINNERS

p Employee social events at Toronto-based Cority Software provide an opportunity to make new friendships.

2KEYS CORP., Ottawa. Cyber security software; 81 employees. Encourages employees to become recruiters for the company with new employee referral bonuses.

BSORB SOFTWARE INC., Calgary. Learning management systems; 173 employees. Features a video games room with stadium seating for up to 16 individuals. ARTIS REIT, Winnipeg. Real estate investment trust; 178 employees. Lets employees share in the company’s financial success with year-end bonuses and a profit-sharing plan.

ELLIN TREASURY SERVICES LTD., Vancouver. Custom computer programming; 27 employees. Encourages employees to save with generous matching RSP contributions. BITS IN GLASS INC., Edmonton. Computer systems design; 77 employees.

Offers in-house and online training, formal mentoring and subsidies for professional accreditations and for courses at academic institutions. BROADSIGN CANADA CO., Montreal. Computer systems design; 175 employees. Provides an employee lounge complete with video games, television, foosball, table hockey and a beer tap. BURGUNDY ASSET MANAGEMENT LTD., Toronto. Portfolio management; 156 employees. Encourages employees to get involved with charitable initiatives in their community with paid volunteer time and generous matching financial donations.

AREBOOK TECHNOLOGIES INC., Montreal. Specialized computer software; 29 employees. Employees can share in the company’s success through a share purchase plan. CBCL LTD., Halifax. Engineering; 294 employees. Helps the next generation gain career-level experience through co-op placements and summer employment opportunities. CHES SPECIAL RISK INC., Toronto. Specialized insurance; 25 employees. Helps employees prepare for life after work with retirement planning assistance services and matching RSP contributions. CLIO, Burnaby, B.C. Computer software; 330

employees. Created over 80 new full-time positions in the past year, a year-over-year workforce increase of over 35 per cent. CONNECTED, Toronto. Software developer; 145 employees. Increased its maternity and parental leave top-up payments for new moms as well as for fathers and adoptive parents. COPPERLEAF TECHNOLOGIES INC., Vancouver. Specialized computer software; 173 employees. Offers free access to an onsite shared-use fitness facility, complete with roller hockey, volleyball and instructor-led classes such as Zumba. CORITY SOFTWARE INC., Toronto. Software developer; 203 employees. Offers flexible work options, including telecommuting, flexible hours, reduced summer hours and compressed workweeks. COWELL MOTORS LTD., Richmond, B.C. New car dealerships; 317 employees. Offers employees discounts on automobile purchases and maintenance.

Continued

CROMBIE REIT, New Glasgow, N.S. Property management and development; 269 employees. Supports employees with a pet-friendly policy that lets them bring their dog to work when needed. CROWDRIFF INC., Toronto. Software developer; 80 employees. Encourages ongoing education with tuition subsidies for courses at outside academic institutions.

IAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 286 employees. Encourages employees to become recruiters for the firms with generous new employee referral bonuses.

DIVA INTERNATIONAL INC., Kitchener. Personal hygiene products; 34 employees. Provides financial support and product donation to a number of organizations working to address the lack of access to sanitary products and menstrual hygiene. DRAKE HOTEL PROPERTIES, Toronto. Hotels and restaurants; 126 employees. Helps employees keep their skills sharp with tuition subsidies for job-related courses as well as subsidies for professional accreditation.

AST SIDE GAMES, Vancouver. Software publishers; 102 employees. Supports new moms with maternity leave top-up payments and extends parental leave top-ups to new dads and adoptive parents.

p Staff from the Ottawa office of CHES Special Risk at the firm’s holiday dinner.

CROMBIE

CONNECTED

DISTRIBUTEL COMMUNICATIONS LTD., Etobicoke, Ont. Telecommunications; 299 employees. Offers phased-in

retirement work options for those employees nearing retirement.

CHES

2020 WINNERS

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

p Employees at Connected working together on a client project.

p On the water with rowers from Crombie REIT (the “Crombie Crushers”).

CANADAâ&#x20AC;&#x2122;S TOP SMALL & MEDIUM EMPLOYERS 2020

Continued

ESENTIRE INC., Waterloo. Cybersecurity; 307 employees. Hosts an annual wellness fair as well as onsite massage therapy and yoga classes. EXPERIENCEPOINT INC., Toronto. Human resources consulting; 59 employees. Encourages employees to get involved in their community with paid volunteer time and matching charitable donations.

IIX, Toronto. Software developer; 122 employees. Added over 60 new full-time positions in the past year, a year-over-year increase of over 100 per cent.

FLAMAN SALES LTD., Saskatoon. Retail, farm machinery, equipment and home fitness; 388 employees. Features an outdoor pond with trout fishing in the summer and skating in the winter at its head office. FRESCHE SOLUTIONS INC., Montreal. Computer system design; 198 employees. Provides a variety of daily snacks with weekly delivered fresh fruit, cakes, donuts and cookies. FRESHBOOKS, Toronto. Software publishers; 303 employees. Has a pet friendly policy that welcomes employeesâ&#x20AC;&#x2122; four-legged family members at the office.

p Staff in the lunch room at Kitchener-based Diva International.

B.BOGAR/FRESHBOOKS

FINANCIALCAD CORP. / FINCAD, Surrey, B.C. Computer software; 82 employees. Offers employees the opportunity to apply for an unpaid leave of absence with the length set on a case-by-case basis.

FIRST CAPITAL, Toronto. Real estate development and management; 370 employees. Offers in-house and online training initiatives as well as tuition subsidies for courses at outside academic institutions.

DIVA INTL.

2020 WINNERS

p The workplace culture at Toronto-based Freshbooks is rooted in nine core values that the company has maintained since its founding.

Continued

FULLER LANDAU LLP, Toronto. Accounting; 125 employees. Recognizes exceptional performance and achievement through a number of initiatives, such as its unique Longevity Awards. FUNDSERV INC., Toronto. Financial transaction processing; 101 employees. Offers new employees three weeks of starting vacation as well as three paid personal days off each year.

ALVANIZE, Vancouver. Custom computer programming; 284 employees. Keeps employees informed through a variety of initiatives, from intimate lunch gatherings for small groups to its new series of snack and learns.

GROUNDSWELL CLOUD SOLUTIONS INC., Vancouver. Cloud-based software services; 48 employees. Offers a variety of social events, organized by its employee social committee, from a monthly book club to sports teams.

ARBOUR AIR GROUP, Richmond, B.C. Airline; 298 employees. Operates a unique revenue share program that includes distribution of one per cent of its annual revenue to employees. HARVARD DEVELOPMENTS INC., Regina. Commercial real estate management and development; 193 employees. Manages a generous academic scholarship program for employees’ children.

p The Meggy’s and Tindall’s on the production floor of Great Little Box Company. M.YAP/GROUNDSWELL

GREAT LITTLE BOX COMPANY LTD., Richmond, B.C. Box manufacturing; 287

employees. Celebrates the achievement of its annual profitability target by sending all employees on an all-expenses-paid vacation to a sunny destination.

GLBC

2020 WINNERS

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

p Employees from Groundswell Cloud Solutions taking to the ice at the skating rink on top of Grouse Mountain in Vancouver.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

2020 WINNERS

Continued

HENRIQUEZ PARTNERS ARCHITECTS LTD., Vancouver. Architecture and urban planning; 79 employees. Supports ongoing employee development with full tuition subsidies for courses related and not directly related to their current position. HUMANIA ASSURANCE INC., SaintHyacinthe, Que. Insurance; 178 employees. Offers a generous health spending account that lets employees tailor their health coverages to suit their needs.

NTEGRATED SUSTAINABILITY CONSULTANTS LTD., Calgary. Environmental consulting; 85 employees. Offers an ‘earned days off ’ program that lets employees work an extra hour each day and earn up to two days off every month.

INVESTORCOM, Brantford, Ont. Computer software; 87 employees. Supports its new moms and dads with equalized maternity and parental leave top-up payments. IQMETRIX, Vancouver. Computer software; 382 employees. Encourages employees to adopt an ownership culture with a share purchase plan that is open to all employees. ACOB BROS CONSTRUCTION INC., Surrey, B.C. Construction; 222 employees. Encourages employees to keep fit with free access to an onsite fitness facility, which features exercise equipment and personal trainer services. JOHNSTON GROUP INC., Winnipeg. Insurance and group benefits; 274 employees. Supports a wellness committee to manage its charitable

donations program that is directed towards community building initiatives.

EYSTONE ENVIRONMENTAL LTD., Burnaby, B.C. Environmental consulting; 95 employees. Offers a matching RSP program as well as a generous year-end bonus program. KIRA INC., Toronto. Software publisher; 110 employees. Is part of a growing number of small and medium-sized employers that has adopted a no-limit vacation policy.

AROCHELLE GROUPE CONSEIL INC., Montreal. Information technology consulting; 124 employees. Offers tuition subsidies for courses related and not directly related to their current position.

LEFT TECHNOLOGIES INC., Maple Ridge, B.C. Software development; 45 employees. Manages a ‘No Meetings Wednesdays’ policy to ensure all employees have the opportunity to work at home at least one day per week. LITWINIUK & CO., Calgary. Law firm; 66 employees. Moved its vacation and personal time-off policy to an unlimited vacation for all employees. LPI MECHANICAL INC., Brampton, Ont. Commercial and industrial HVAC services; 140 employees. Provides up to two paid volunteer days off annually along with matching charitable donations.

ERAK SYSTEMS CORP., Guelph, Ont. Custom computer programming; 20 employees. Offers a variety of flexible work options, including

HENRIQUEZ

q The workplace of Henriquez Partners Architects in downtown Vancouver is a space designed for inspiration and collaboration.

flexible hours, compressed workweeks and telecommuting. MESSAGEPOINT INC., Toronto. Communications management software; 67 employees. Recognizes exceptional performance with two Above and Beyond awards as well as peer-to-peer recognition and on-thespots awards.

METOCEAN TELEMATICS LTD., Dartmouth, N.S. Measuring and controlling device manufacturing; 85 employees. Encourages employees to support community initiatives with paid volunteer time off. MISSION GROUP ENTERPRISES LTD., Kelowna, B.C. Housing construction; 55 employees. Offers employees an unlimited vacation policy along with a paid holiday shutdown period.

AKISA INC., Montreal. Computer systems design; 135 employees. Offers a comfortable employee lounge, complete with foosball, a pool table, video games and movies.

q On the jobsite with Jacob Bros Construction in Surrey, B.C. JACOB BROS

Continued

NETGOVERN INC., Montreal. Information technology services; 46 employees. Encourages employees to become recruiters for the firm with employee referral bonuses for successful new hires. NICOLA WEALTH MANAGEMENT LTD., Vancouver. Investment management; 177 employees. Supports an inhouse Nicola Gives Back Committee that works to create a philanthropic culture. NOSEWORTHY CHAPMAN CHARTERED PROFESSIONAL ACCOUNTANTS, St. John’s. Accounting; 55 employees. Introduced a unique

q Marking Organ Donor Day at Keystone Environmental in Burnaby, B.C. LAROCHELLE GROUPE

q Eric Larochelle, president of Montreal-based Larochelle Groupe Conseil.

KEYSTONE

2020 WINNERS

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

2020 WINNERS

Continued

annual paid leave policy to redefine and bundle paid vacation, sick and personal leave time. NULOGY CORP., Toronto. Computer software; 138 employees. Provides paid volunteer time for employees and supports charitable causes that are connected to employees’ personal interests.

ERLEY-ROBERTSON, HILL & MCDOUGALL LLP / S.R.L., Ottawa. Law; 114 employees. Offers new mothers and fathers, including adoptive parents, the option to extend their paid leave into an unpaid leave of absence. PETERSON INVESTMENTS (CANADA) INC., Vancouver. Real estate development and management; 177 employees. Organizes a variety of social events including a summer baseball game, holiday party, Children’s Wish

Foundation hero challenges and Pride celebrations. POINTS, Toronto. Customer loyalty program software; 219 employees. Encourages employees to adopt healthy lifestyles through its annual May Wellness Month, featuring nutrition lunch and learns, yoga, shuffle dance tutorial and a planking competition. PRAIRIECOAST EQUIPMENT, Mission, B.C. Farm, garden machinery and equipment distribution; 271 employees. Cultivates an ownership culture through a share purchase plan, available to all employees. PRIESTLY DEMOLITION INC., King, Ont. Remediation and demolition services; 392 employees. Offers a health spending account as part of the company’s health benefits plan, providing employees with a little flexibility. PROMATION NUCLEAR LTD., Oakville, Ont. Tooling, automation and

robotic systems manufacturer; 44 employees. Helps employees prioritize their physical health with an annual subsidy for gym memberships. PSB BOISJOLI LLP, Mont-Royal, Que. Accounting; 205 employees. Focuses its charitable efforts on environmental initiatives, underprivileged families, mental health and youth.

ANGLE.IO, Toronto. Software development; 279 employees. Increased its full-time workforce by approximately 40 per cent, creating over 80 new full-time positions. RAPID RTC, Winnipeg. Custom computer programming; 198 employees. Helps the next generation get a head start in their careers with co-op placements and summer employment. REDBRICK TECHNOLOGIES INC., Victoria. Custom computer programming; 58 employees. Reimburses up to

$50 per month per employee for health and wellness expenses plus up to six paid days off for wellness related causes. R.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 235 employees. Keeps employees informed and connected through the company Bintranet, with peer-to-peer recognitions, company vacancies, and a newsreel of daily announcements. RIGHTEOUS GELATO, Calgary. Gelato and sorbetto production and cafe; 39 employees. Organizes a variety of social events throughout the year, including quarterly team building events such as improv, axe throwing and bowling. ROCKY MOUNTAINEER, Vancouver. Rail tour operators; 345 employees. Celebrates exceptional performance through a formal Circle of Excellence program, including MVP, leadership, innovation, everyday hero and rookie of the year.

RANGLE.IO

Toronto-based software developer Rangle.io created over 80 new full-time positions last year. q

2020 WINNERS

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Continued

RS ENERGY GROUP CANADA INC., Calgary. Data analytics for the energy industry; 173 employees. Increased its full-time workforce by over 60 per cent in the past year, creating over 65 new full-time positions. R.V. ANDERSON ASSOCIATES LTD., Toronto. Engineering consulting; 255 employees. Offers the convenience of onsite child care when new parents are ready to return to work.

CORE MEDIA AND GAMING INC., Toronto. Digital media; 185 employees. Helps the next generation get a head start in their careers with co-op placements and paid internships. SECURITY COMPASS LTD., Toronto. Cybersecurity software; 154 employees. Encourages employees to become owners through a share purchase plan, available to all and offers a generous year-end bonus. SENSIBILL INC., Toronto. Financial software developer; 61 employees. Offers employees a health spending account and a separate wellness spending account as part of its flexible health benefits plan. SIGMA SYSTEMS CANADA LP, Toronto. Computer systems design; 79 employees. Organizes a variety of events to help keep employees connected, including a Halloween party and pumpkin carving contest, games nights and sports teams. SILVACOM LTD., Edmonton. Custom computer software and consulting; 65 employees. Offers a variety of flexible work arrangements to help new mothers balance work and their family commitments. SIONNA INVESTMENT MANAGERS INC., Toronto. Investment management; 26 employees. Offers tuition subsidies for courses taken externally as well as financial bonuses as an incentive for some courses. SOMATIC HVAC SOLUTIONS LTD., Vancouver. Plumbing, heating, and airconditioning contractors; 60 employees. Has maintained steady growth over the past two years, increasing its full-time workforce by 25 per cent each year. SOURCED GROUP INC., Toronto. Cloud computer consulting; 54 employees.

Offers opportunities for employees to work on exchange at its regional offices. STARTEC, Calgary. Commercial refrigeration systems; 192 employees. Social committee organizes a number of fun events through its social committee, including go karting, escape rooms, bowling, mini golf and an annual barbecue. STARTECH.COM LTD., London, Ont. Computer hardware manufacturing; 320 employees. Offers employees flexibility in determining appropriate benefits coverage through an annual health spending account.

connected with social events, including a family tobogganing day, parties to celebrate completed projects and an annual golf tournament. VERAFIN INC., St. John’s. Specialized financial software; 384 employees. Maintains a distinctly SME-style no-limit vacation policy, allowing employees to decide how much time off they need in any given year. VERB INTERACTIVE INC., Halifax. Custom website design; 140 employees. Recognizes exceptional performance through a Verbie employee of the month bonus.

SUPERIOR GLOVE WORKS LTD., Acton, Ont. Apparel manufacturing; 391 employees. Encourages employees to save for the future with matching RSP contributions.

VIDYARD, Kitchener, Ont. Software developer; 198 employees. Supports a number of national charitable initiatives and donated a total of 2,300 volunteer hours on company time in the past year.

OURSBYLOCALS CANADA INC., Vancouver. Tour operator; 53 employees. Hosts cultural nights and bi-monthly socials to keep employees connected throughout the year.

VISIER SOLUTIONS INC., Vancouver. Software developer; 347 employees. Features a nap room, an onsite fitness facility which employees can access at no charge, and an employee lounge at its office.

TRICO HOMES INC., Calgary. Housing construction; 144 employees. Lets everyone share in the company’s success through a profit-sharing program. TRISURA GUARANTEE INSURANCE CO., Toronto. Insurance; 128 employees. Allows employees to get a head start to their summer weekends with early Friday closures from Victoria Day to Labour Day. TSM / TALK SHOP MEDIA INC., Vancouver. Public relations; 28 employees. Offers paid time off during the winter holidays and eight days of paid summer shutdown in addition to three weeks of starting vacation allowance.

U V

BERFLIP, Toronto. Cloudbased marketing software; 139 employees. Increased its full-time workforce by approximately 24 per cent in the past year and 25 per cent from 2018 to 2019. ANCOUVER FILM STUDIOS, Vancouver. Motion picture studios; 70 employees. Offers healthy snack options to employees with weekly deliveries of fruits and vegetables. VENTANA CONSTRUCTION CORP., Burnaby, B.C. Commercial construction; 195 employees. Keeps employees

VOONYX INC., Lac-Beauport, Que. Computer software; 48 employees. Has grown at a rapid pace, increasing its full-time workforce by approximately 55 per cent in the past year.

ALTERFEDY, Kitchener, Ont. Architectural and engineering services; 185 employees. Lets everyone share in the company’s success with profit-sharing and offers signing bonuses for some employees. WESGROUP EQUIPMENT LP, Surrey, B.C. Industrial machinery and equipment distribution; 197 employees. Helps employees prepare for the future with matching RSP contributions and retirement planning assistance. WORKING GROUP INC., THE, Toronto. Custom computer programming; 129 employees. Maintains an in-house health and wellness committee to provide access to programs and resources related to physical, mental, and emotional health and well-being. – Diane Jermyn

METHODOLOGY Canada’s Top Small & Medium Employers is an editorial competition that recognizes exceptional small and medium enterprises (SMEs) across Canada. The competition is limited to private-sector commercial organizations with fewer than 500 employees worldwide. Non-profit organizations are not eligible. Employers are evaluated by the editors at Canada’s Top 100 Employers using the same criteria as the Top 100 competition: (1) Physical Workplace; (2) Work Atmosphere & Social; (3) Health, Financial & Family Benefits; (4) Vacation & Time

Off; (5) Employee Communications; (6) Performance Management; (7) Training & Skills Development; and (8) Community Involvement. The editors compare employers to other organizations in their field to determine which ones offer the best workplaces and forward-thinking human resource policies. Whether an employer has positive employment growth is also a factor in determining the winners. The employers’ unique initiatives are also taken into account. – Diane Jermyn

SENSIBILL

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

p Employees at Toronto-based Sensibill at one of the company’s biweekly ‘town hall’ meetings.

Creating a Decent Place Canada’s Top Small and Medium Employers continue to expand ways to make employees feel valued

he mayor called it the biggest demonstration in Montréal’s history. Swedish activist Greta Thunberg was there, and so was the prime minister. And as the 500,000 or so participants in the Montréal Climate March moved through the city last September, they could see supportive messages beaming at them from digital billboards along the way – thanks to some quick action from employees at Broadsign, a Montréal-based tech company specializing in outdoor digital signage. It’s a tale Burr Smith likes to tell, because it sums up so much about the company where he is chairman, president and CEO as well as owner. Passionate staffers, sparked by a middle manager who realized the company still had time to show its

support, worked from 7 o’clock that morning to produce the messaging and then get it almost instantly onto the exact screens needed, using the company’s technology. Smith was happy to give the financial go-ahead shortly before the march began. It is, he agrees, one of the great things about running one of Canada’s Top Small and Medium Employers, or SMEs. You can get things done quickly and efficiently, and “I really like the idea of walking around the floor and pretty much knowing everybody.” What’s also notable is that Smith, who bought the company in 2009, lives in St. Louis, Missouri, while most of his employees are concentrated in Montréal. That gives him a useful perspective on the Canadian workforce.

“Canada is a pretty decent place to do business,” he says. “Montréal is very much a tech hub, Toronto is very much a tech hub. There are some really smart people there. And I think Canadian operations are probably more productive than in the U.S. The quality of work is good, the work ethic is good. It’s actually quite a pleasure to be doing business in Canada.” He’s also well aware of how competitive the battle for talent is for tech companies, which form an important part of Canada’s Top Small and Medium Employers. His response, like so many of his peers on the list, is to make sure his employees are well taken care of. “If you have the best people, I can promise you that other people are trying to recruit them away from you as quickly as

they can,” Smith says. “So you really need to provide a total value proposition to somebody. It may not always be the highest in compensation. But if you combine that with how you treat them and how you respect them, we try to make it a situation where people want to work with us. They’ll say, why would I want to go somewhere else? I’m having too much fun here, and I feel too valuable here.” And that value is constantly rising. Richard Yerema, managing editor for Mediacorp Canada, which runs the annual competition, says the talent shortage is continuing to up the ante in benefits that the top employers provide. “We’ve seen more movement in paid time-off policies,” he says. “In some places, you get a big block of time to use as you wish, even hour by

Cont.

p An employee at Broadsign fundraising for charity by repelling down a building.

REDBRICK

hour, and for some, there is unlimited time off, with no cap on the amount.” Kristina Leung, Mediacorp Canada’s senior editor who worked with Yerema on the SME competition, says this is especially true among employers, including tech companies, where people often work long hours. “The idea is to give employees autonomy and oversight,” she says. “Employers are taking a more results-based view, saying, if you’ve finished your work and you don’t have anything major coming up, you have the flexibility to take some time here and there, and we’re not going to put a formal cap on it.” Some employers are taking the caps off volunteering time as well, which

commonly is limited to one or two paid days a year. “They’ll say, just let us know what you want to do in the community,” says Yerema. “It adds to people’s sense of purpose in their work.” For this seventh edition of Canada’s Top Small and Medium Employers, the applicant pool is more sophisticated than ever, says Leung. “A lot of organizations are paying more attention to offering benefits that you might expect only from a larger organization. And I think that’s coming from a broader understanding that there isn’t such a strong work-life divide, with work as a separate thing that you go to. It has become incorporated as a part of your life.” Including the part that wants to support climate marchers. – Berton Woodward

BROADSIGN

CREATING A DECENT PLACE

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

p The open-plan head office of Redbrick Technologies in Victoria, B.C., encourages collaboration and easy communications.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Community and work-life balance are key at 2Keys

ayna O’Hanlon is a passionate supporter of the non-profit Special Olympics Canada. “My younger sister has disabilities, so it’s always been super-important to me,” explains the business analyst at 2Keys Corporation, a cybersecurity and digital identity firm. And for O’Hanlon, one of the best things about the company is its deep and steadfast commitment to giving back to the community. “There’s this event each year called motionball where you go and play sports to raise money for the Special Olympics,” she says, “so I brought it to 2Keys and said, ‘Hey, I’d love for 2Keys to support this event.’ They took a sponsorship, we made a team and we played games all day. “Being able to combine my own values and the values of my company to support a cause I really care about makes me feel so lucky,” says O’Hanlon. “It’s heart-warming to work at a place that aligns both those things.”

“We try give people the time to recharge their batteries and refresh and spend time with their families.”

— John Scott CEO

Toronto-based CEO John Scott (the company is headquartered in both that city and Ottawa) points out that social engagement has been embedded in the firm’s DNA since its founding in 1998. Not only does 2Keys devote about one per cent of its gross revenues to local, national and international charities, it also encourages employees to use paid work time to volunteer. Last fall, for example, O’Hanlon, who

EMPLOYEES FROM 2KEYS COMPETING IN A FUNDRAISER LAST SPRING AT DOWNSVIEW HANGAR IN OTTAWA TO RAISE MONEY FOR SPECIAL OLYMPICS ATHLETES organizes many of 2Keys’ volunteer events with her manager, was among about eight people who participated in the Caring and Sharing Exchange’s backpack-stuffing project for disadvantaged students. Related to that community involvement is 2Keys’ insistence on work-life balance for employees. “We have fairly low turnover,” says Scott, “and I think part of that has to do with the fact that at 2Keys, you’re in charge of your own work, and if you want to work from home on any given day or approach it in unusual hours, you’re certainly free to do so.” In addition, there’s no limit on the number of personal days people can take. “The general theme here,” Scott says, “is that we’re very trusting of our employees – they're very responsible people and so if they wish to manage their life a certain way and it makes them happier, then they tend to work better with their colleagues

because they’re not stressed. “Given the type of work we do, there can be very stressful periods when people have to get up and go to work in the middle of the night, and so we try to give people the time to recharge their batteries and refresh and spend time with their families.” The company also regularly brings in yoga teachers, fitness instructors and nutrition experts to promote staff well-being. On top of that, 2Keys – which was an employee-owned enterprise until it was acquired by Interac Corp. in November 2019 – is committed to paying employees “a strong living wage,” says Scott, who

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adds that most employees get four weeks of vacation each year. O’Hanlon, who started out at 2Keys as a co-op student in 2018, is also energized by working in what she calls a culture of “continuous learning.” In addition to paying for her to acquire professional certifications, 2Keys offers LinkedIn learning videos, job-shadowing and gamification – educational videogames. “There are a lot of opportunities for exposure here and getting involved in different projects and initiatives,” she says. “There are a lot of opportunities to grow and to learn from each other.” 

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CHARITIES HELPED LAST YEAR JOB APPLICATIONS RECEIVED LAST YEAR

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Absorb and its employees thrive through learning

bsorb Software Inc. hired Bailey Russell when she was fresh out of university. Within two years, the Calgary-based company had sent Russell on an overseas business trip and promoted her from sales representative to marketing coordinator. “I feel like the company really took a chance on someone with very little experience,” says Russell. “They put their trust in me from day one and gave me the opportunity to prove myself.” Russell also appreciates the fact that 75 per cent of the Absorb marketing division is made up of women. “I’m a big believer that ‘if you can’t see it, you can’t be it,’” she says. “To have this group of women in positions of power gives me something to really look up to as well as a positive feeling about what I can realistically achieve one day.” Founded in 2003, Absorb uses its homegrown, software-as-a-service learning management system to help companies efficiently train their employees and external learners, such as customers, partners and resellers, in a variety of fields. One of the core beliefs at Absorb is “when people learn, companies thrive” – and it’s a lesson Absorb applies to customers and internal employees alike.

“Absorb proudly embodies how organizations can become world-leading companies, while cultivating roots in Western Canada.”

— Mike Owens CEO

“When we hire, we spend a lot of time getting to know applicants as individuals,” says Absorb CEO and co-founder Mike Owens. “We focus on hiring diverse

ABSORB SOFTWARE IS AN ACTIVE SUPPORTER OF THE 'YYC TECH GIVES' CHARITY FUNDRAISING CAMPAIGN BY CALGARY'S TECHNOLOGY EMPLOYERS talent who will continue to elevate our organization and its positive culture. We then provide the learning and support for ongoing success.” Owens adds that, as a result of this “build from within” philosophy, many of the company’s senior leaders began at very junior positions and sometimes with very different roles. “The person who is charge of our entire product team was originally hired as a technical writer,” says Owens. “It’s a testament to how support and development opportunities can directly translate to career growth.” Absorb is a bit of an anomaly in Calgary – a successful software technology company in a city built around the oil gas and industry. Absorb is also on a significant growth curve; in recent years, the company has opened satellite offices in the United States, the U.K. and Australia. Another sign of the company’s success is the $10-million investment Absorb is making in consolidating its Calgary head-

quarters on five floors of the cutting-edge TELUS Sky tower, now under construction in the city’s downtown. “Absorb proudly embodies how organizations can become world-leading companies, while cultivating roots in Western Canada,” says Owens. As the company grows, Owens is determined to continue his efforts to hire and promote women, who have traditionally been under-represented in the technology industry. “This is a personal priority,” he says. “I want tech in Canada to be seen as a place where women can succeed at a higher velocity than they can anywhere else.” Collaboration is key to the Absorb

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workplace culture. “I’ve always believed your most successful days are the ones where you overcome challenges together,” says Owens. “So when you have a stressful moment at work, you know there’s a team of people there to support you.” Another way collaboration expresses itself is the ongoing, open communication between managers and employees. “The policy here is so open-door I’m surprised the doors are still on the hinges,” says Jessica Riad-Wallace, who joined Absorb as the company’s human resources manager earlier this year. “The supportive and inclusive environment lets you know you’re on a winning team.” 

3 35%

WEEKS, STARTING VACATION ALLOWANCE OF EXECUTIVE TEAM ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Broadsign gets the message in empowering employees

urr Smith is the first to say it didn’t quite happen like this for him. But he’s still tickled by memories of those old Remington commercials in which the president says, “I liked this shaver so much I bought the company.” Burr, a St. Louis-based investor, bought Montréal-based Broadsign in 2012 and in 2014 took over its leadership as chairman, president and CEO. And he definitely likes the company, a tech firm that specializes in cloud-based digital signage around the world. Its software and hardware solutions can put client messages on any of 425,000 outdoor signs, including 187,000 digital screens, in 82 countries, from Sydney to Times Square to Berlin to China. Since Smith took over, it has grown from 34 employees to some 240 worldwide. “I’m proud that I bought the company, and I love working with these people,” he says. Empowerment is key to his management approach. “When you hire really, really smart people, you want to let them do their job.”

“When you hire really, really smart people, you want to let them do their job.” — Burr Smith Chairman, President & CEO From the outset, says Smith, he established values designed to give employees rules by which to make their decisions. “We talked about making sure you always do what you say you’ll do, making sure you do the right thing, making sure you treat people with dignity and respect. We talked a lot about the idea that everybody is empowered and if we're doing something

BROADSIGN EMPLOYEES ENJOYING THEIR ANNUAL SUMMER BARBECUE

stupid, we can in fact change it. And we like to get things done, to advance the ball.” Part of the ethic is “work hard, play hard,” he says. At its main office in downtown Montréal, employees get involved in such events as snow tubing, movie nights, Friday afternoon wine and cheese tastings, games nights, go karting, a spring sugar shack outing, and a Bixi bike ride across Montréal’s Lachine Canal. “You probably spend 60-70 per cent of your life doing your work, so you better be having fun with it too,” says Smith. The company also has smaller offices in Toronto, New York City, Sydney, Berlin and Shanghai. Maxime Desabrais has been with the company in Montréal for less than a year but he is definitely having fun – and feeling empowered. As senior account executive for Québec and Atlantic Canada for the company’s Campsite platform, which al-

lows clients to easily post messages to their target markets on digital screens, Desabrais finds both the product and Broadsign exciting. “I’m able to build my strategy and grow my market, so it’s a really good challenge. It’s a big reason why I joined Broadsign,” he says. “But I also kind of fell in love with the company when I went to meet their people for interviews. I felt like pretty much everyone at Broadsign is really smart, and I knew I would be able to learn from them.” He also likes the flat management approach. A senior vice-president sits on a

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chair next to him, and a vice-president is nearby. “Everyone is encouraged to put in their two cents, and participate in everything,” Desabrais says. Flexibility of all kinds defines Broadsign. Working from home, or working flexible hours, is no problem for employees. Meanwhile, aside from Montréal, two members of the senior leadership team are based in Toronto, two more in Berlin, and Smith, of course, lives in St. Louis. “It’s amazing how you can run a company with modern communications from multiple different continents,” says Smith. “We’re talking together all the time.” 

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OF MANAGERS ARE WOMEN WEEKS STARTING VACATION

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Carebook wrote the book on employee and client health

he mission of Carebook Technologies – to help people engage with their health and wellness – starts with its own employees. The company constantly checks their pulse, figuratively and literally. CEO Pascale Audette believes it’s the job of an enterprise to do as well with its internal team as it’s doing with clients and customers. “When you build a company and culture, your employees deserve the same care and consideration you deliver to your clients, with the same commitment and high standards,” says Audette. “If you don’t, I would say there’s something wrong with your model.” Based in Montréal, Carebook Technologies engages both health providers and patients. The company creates innovative digital pharmacy and clinic solutions to engage people on their health and wellness journeys and offers pharmacies turn-key, modular, connected systems. Carebook employs a multi-disciplinary team with a wide range of expertise, including designers, developers, researchers and health and marketing professionals. They enjoy an annual prevention-based, full-health plan that includes a complete health assessment.

“It's incredibly rewarding to work with people who live and breathe the company values every day.”

— Pascale Audette CEO

“With our comprehensive benefit plan, employees have access to a top healthcare clinic and can take advantage of a medical examination that covers things like blood and stress tests,” says Audette.

Employees meet with the physician to identify any issues. And if they or one of their dependants gets sick, employees can take advantage of Carebook’s telemedicine app, which gives them 24/7 access to their doctor or a certified nurse who can prescribe medication right away. That’s good for the company as well as for employees. “Say a programmer couldn’t come to work in the morning because her child has an ear infection and needs to go to the clinic or emergency ward. Now she can get it diagnosed right away, get any needed prescription immediately and the child is healthier faster,” says Audette. Other benefits for Carebook employees include perks like free flu shots, massages and snacks specially selected to make employees feel energized and healthier. Employees also receive three weeks starting vacation allowance. The health of the company’s culture is based on creating an atmosphere of trust and communication. The employees’ figurative pulses are taken using short, bi-weekly surveys and regular verbal sessions where they give open and honest feedback. “We do feedback sessions where everyone gets together and asks questions like, ‘How could we improve this? How can we do better?’” says Fabrice Heloir, lead product owner. “We also go over things that are going well. The process helps to cultivate communication among the whole team.” Matching the open culture is a contemporary, open-plan workplace in downtown Montréal. Heloir loves the high ceilings, big kitchen, lots of light, and the positive energy generated by his fellow employees. Laughter, he says, is frequent. Nice as the workspace is, employees can also work remotely. “If I need to get outside because I need to concentrate on a new project, I can let my team know

THE BRIGHT, MODERN WORKPLACE AT CAREBOOK TECHNOLOGIES FACILITATES COLLABORATION AMONG EMPLOYEES that I’m going to be at the library working remotely. That’s a very big benefit,” says Heloir. But getting out of the office isn’t always a remote experience. Carebook’s employees are plugged into the community, with staff contributing significant volunteer hours to charities. The company also fields a team in TechAide Montréal’s charity soccer tournament.

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It’s teamwork on the field and in the office that helps define Carebook’s culture. “We focus on our team and on empowering them. We care about them,” says Audette. “It’s the employees of Carebook who bring our bold, people-centric vision to life. It’s incredibly rewarding to work with people who live and breathe the company values every day. You can’t ask for more.” 

67% 50%

OF MANAGERS ARE WOMEN OF EXECUTIVE TEAM ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Encouragement is key in the CHES ‘family’ culture

hen insurance underwriter Vanessa Villanucci was planning her honeymoon in Morocco, Spain and France this August, she discussed her plans with colleagues at the Toronto headquarters of CHES Special Risk Insurance Inc., some of whom have become her best friends since she joined the company a year and a half ago. “My boss and colleagues gave me tips and ideas – you should stay here, you should try this restaurant, you should do all these things,” she says. “It’s a fun time in my life right now, and it’s even more fun when I’m able to go to work and be excited about it and get the positive support from my co-workers.” That speaks to the warm “family” atmosphere that Villanucci says is a major reason she’s so happy to be working at CHES, a managing general agent (MGA) that acts as an underwriter for brokers with commercial clients. She attributes that environment to president and CEO Gary Hirst.

“I think any new employees who are out there looking for jobs are obviously excited about joining a company that's a winner.” — Gary Hirst President & CEO “Gary makes it a No. 1 priority to get a team that will work well together, and to take the time out of his busy schedule to really get to know us and be a part of our lives,” observes Villanucci. “I’ve been at many places where the boss just doesn’t make that effort. I think it makes a big difference to working here.” Hirst cultivates that atmosphere with measures such as staff outings at least once

EMPLOYEES FROM THE TORONTO OFFICE OF CHES SPECIAL RISK CELEBRATING THE COMPANY'S 15TH ANNIVERSARY AT THE SPOKE CLUB a month, including a recent axe-throwing outing for the Toronto office – there are 27 employees in the Ontario capital, plus another 12 in Brossard, Que., and six in Ottawa. “I’ve spent a lot of time ensuring that the average age in the organization is lower than our competitors’, so it’s 27 years old,” he says. “We take in educated people from all over the world, so we have seven different languages in the office. We are an equal-opportunity employer for not only gender – 70 per cent of our staff are women – but also nationalities and able-bodied and disabled people.” Since Hirst bought the company four years ago, the staff has grown from three full-time people to 45, and the firm has won a raft of prizes, including the Canadian MGA of the Year Award and multiple Five-Star MGA citations. He says that’s partly a recognition of CHES’s unparalleled service. “We offer brokers access to

250 different types of insurance products,” he says, “and we aim to quote that business in under 48 hours and to issue a policy within 48 hours of binding the business.” That recognition, he believes, is why CHES is able to attract and retain highly skilled staff. “I think any new employees who are out there looking for jobs are obviously excited about joining a company that’s a winner,” he contends. But there are other advantages to working at CHES, including its commitment to training and mentoring employees, its defined-contribution pension plan, its 17 weeks of top-up parental pay, and its bonuses for above-and-beyond performance.

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Employees get two days of paid time to volunteer with charitable organizations. CHES underwriters also get to travel throughout Canada to cultivate relationships with brokers. Still, it’s the day-to-day experience that has won over Villanucci, who calls joining CHES “the best decision of my career.” She cites the frequent lunches and after-work outings with her colleagues, the open-door policy whereby she can easily communicate with management on a daily basis, and the culture of continual encouragement. “Just hearing ‘Good job’ or ‘That was awesome, good for you’ on a daily basis, makes a big difference to your day.” 

17 57%

WEEKS, MATERNITY LEAVE TOP-UP PAY OF MANAGERS ARE WOMEN

CHES SPECIAL RISK IS HONOURED TO BE It is the energy, talent and hard work of the team which keeps everyone motivated! Call

or visit CHESspecialrisk.ca

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Clio’s holistic culture nurtures both work and life

n 2016, Lyndsey Hannigan joined Burnaby, B.C.-headquartered legal software company Clio as director of talent, and last June, she was promoted to the challenging role of first-ever vice-president of people. Then, five months later, and in the wake of the company raising the largest investment of its kind in Canadian history, she and her partner received more exciting news – they would be welcoming their first child this year. “So here I am in this new big role where I’m committed to stretching and pushing myself and really reaching new heights in terms of my career development,” she says. “I was really nervous to say to our CEO, Jack Newton, ‘Look, I'm going to be taking a maternity leave come May.’” But her boss’s response was “elation,” she recalls. “He told me that his experience of having children while building Clio was incredibly transformative, and kept him grounded. With me taking this leave from a VP role, we would have an opportunity to show the world how we think differently about executives, and women in senior leadership positions, becoming parents.

“It’s easy to get caught up in the motions of being highperforming, but having the reminder – one of our values is ‘stay fit, have fun’ – really helps keep me in touch with the human side.”

— Roger Li Junior Software Developer

“He said, ‘We want Clio to be a place where everyone can be their high-performing best and feel like they're supported in their work and their life, and that the two

need not compete with one another.’ ” For Hannigan, that conversation reveals a lot about Clio: its “holistic” culture of nurturing not just employees’ best work but also their wellness on every front – emotional, mental, social, financial, intellectual – as well as its empathy ethos. Her colleague Roger Li agrees. “A couple of phrases often heard around Clio ring particularly true to me: ‘We are human and high-performing,’ and ‘We do the best work of our lives,’ ” says Li, a junior software developer for the company, which helps lawyers manage and grow their firms. “As your career develops, it’s easy to get caught up in the motions of being high-performing, but having the reminder – one of our values is ‘stay fit, have fun’ – really helps keep me in touch with the human side.” It's a particularly exciting time at Clio. In September, the company, which also has offices in Calgary, Toronto, Los Angeles and Dublin, closed its series D for $333 million, at the time the largest funding round in Canadian history. “It’s really exciting,” says Meggie Javid, who joined the company as senior director of strategic initiatives in November. “This type of investment opens up a ton of opportunities for Clio to accelerate its efforts in achieving its goals, which fall under our mission of transforming the practice of law, for good. It really accelerates what we're doing now as the leader in the legal tech space.” For Clio employees, the culture of continuous learning – there are numerous in-house programs – are particularly beneficial. “My two years at Clio have had an enormous impact on the direction of my career,” says Li. “I joined in a customer support role, with no prior tech experience, with the intention of pursuing a career in product management. “Almost a year later, after learning about

CLIO PRODUCT TEAM MEMBERS CONNECT BETWEEN SESSIONS AT THE CLIO CLOUD CONFERENCE various other roles at Clio, I pivoted my career and decided to pursue software development. I received great support and mentorship every step of the way. Today,

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eight months into my career as a software developer, it was the people and culture at Clio that made this journey possible for me.” 

4 41%

We’re transforming the practice of law, for good. Make your mark. Apply now at clio.com/careers

WEEKS, STARTING VACATION ALLOWANCE OF MANAGERS ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Connected drives impact for employees, products, and clients

ala Khoursheed jumped at the opportunity in May 2018 to join Connected, a Toronto-based product development firm that develops leading-edge software used in automobiles, consumer electronics and numerous other mass-market products. “Our clients are extremely ambitious, innovative companies that are always trying to create something new,” she says. “It’s super exciting.” And when it comes to ambitions, Connected is an upstart five-year-old company that has set some determined goals. “We have a vision of becoming the leading product development consultancy in the world,” says CEO and co-founder Mike Stern. “We want to be the gold standard.” On the path to achieving that recognition, Stern says the company is acquiring a reputation in the industry as a place that nurtures and develops talent. “We accelerate people’s careers,” says Stern. “Teaching and learning are at the heart of everything we do here. It helps us deliver the most impactful results for our clients and their end-users. This is ultimately what our people come to Connected to do every day.”

“We accelerate people's careers. Teaching and learning are at the heart of everything we do.” — Mike Stern CEO One way the company promotes teaching and learning is through delivery and discovery clinics that are held once a week. Outside experts occasionally come in to share their knowledge, but employees usually lead the clinics. Subjects range from sharing experiences in developing

new products to seeking feedback before important client meetings. Connected is built around three departments, or guilds as they are called internally: engineering, design and product. Within each, there are specialists in research, design, software development and product management, with a wide breadth of experiences across technologies and industries. Stern says the company goes to great lengths to encourage collaboration and prevent these groups from becoming isolated silos. For one thing, all those with various specialties remain involved in the life cycle of product development from start to finish, from generating ideas and conducting research to design and engineering. “There are so many opportunities at Connected to share your knowledge or to learn from someone else,” says Khoursheed. Another measure, which is aimed at promoting connections and collaboration, is the company’s house system. Each employee belongs to one of six houses, each named for a neighbourhood in Toronto. “Every house has diverse membership based on departments, tenure and level of experience,” says Stern. “It encourages cross-silo bonding and provides leadership opportunities for employees who want to be house captains and organize events.” Every house has its own quarterly budget to cover the cost of off-site social activities. Khoursheed, who became a member of York house when she joined the company, says they have gone bowling and out for meals. In addition to house events, each guild is encouraged to plan outings and activities together. Khoursheed’s guild, design, has taken a cooking class and attended workshops on making pottery as well as maintaining succulent plants. The company also holds a special retreat for all employees once a year at Camp Ahmek on Canoe Lake in Algonquin Park,

EMPLOYEES AT CONNECTED WORK ON EVERY STAGE OF THE PRODUCT DEVELOPMENT LIFECYCLE, FROM IDEA TO LAUNCH where Stern worked in his youth. These trips are called “Disconnects” because the Connected team gets to unwind and relax together, enjoying a few days of activities such as canoeing, hiking and friendly

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competitions between houses. “We’ve been doing it since our first year,” says Stern. “It’s an incredible few days of nature and bonding around the campfire.” 

31 53%

YEARS, AVERAGE AGE OF ALL EMPLOYEES OF EXECUTIVE TEAM ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Fast-growing Cority Software makes work meaningful

n his five years at Toronto-based Cority Software Inc., a developer of programs to assist environmental, health & safety and quality (EHSQ) professionals in a wide range of industries, David Vuong has found much to like about the company. Above all, it’s the confidence that management places in its employees. “You’re trusted to get your work done,” says Vuong, manager of product innovation. “It doesn’t matter whether you work standard hours or work from home, and I work from home three days out of five.” President and CEO Mark Wallace describes Cority’s approach as “completely flexible” and adds: “We’re not watching the clock. If I have to look at hours clocked I’ve got the wrong employees. We’re just interested in what they produce.” It’s an approach that’s working, to judge by the results. In 2003, when Wallace signed on as chief executive, Cority had 29 employees and was losing money. Currently, the payroll is approaching 500, including those based in the U.S., and the company has been profitable in every quarter for 16 straight years.

We're buying companies and adding employees and that's energizing because it creates opportunity.” — Mark Wallace President & CEO As the company has grown, so has its reputation in the EHSQ software space. “We’re acknowledged to be in the top three EHSQ companies in the world,” says Wallace. Cority’s growth has occurred organically and through acquisitions. “We’re

buying companies and adding employees and that’s energizing because it creates opportunity,” says Wallace. “You either grow or wither and it’s much more exciting to grow.” Growth allows the company to promote and fill vacancies from within, and Vuong’s career trajectory is a case in point. He has held three positions during his tenure at Cority, each with increasing levels of responsibility. “That speaks to Cority’s culture of nourishing internal talent,” says Vuong. “If you’ve done well in one position, they say let’s see what else you can do.” Indeed, the company goes to great lengths to keep its employees engaged. “Meaningful work is something we focus on,” says Wallace. “We’ve had consultants come in and talk about how frontline managers can make work more meaningful through cross-functional assignments, varying the work and putting people on different teams.” Apart from such measures, Wallace says employees take satisfaction in knowing that the company’s products fulfill what he calls “a higher purpose.” The professionals who use Cority software are employed by bluechip corporations and major government agencies in Canada and the U.S. They are responsible for keeping their workplaces safe as well as ensuring that their employers are adhering to regulatory requirements and environmental standards. Several years ago, Cority relocated its offices to a building on Bloor Street, a few blocks east of Yonge in the heart of Toronto, and designed the workplace to reflect the company’s “culture of low ego management,” as Wallace puts it. “Everyone works in an open environment with the exception of five small, 10-by-10-foot offices,” he says. “The executives are on the floor most of the time. They’re not sitting in their offices

Leading edge tech that helps keep workers safe, protect the environment, and advance sustainability . Come join a team driven to make a difference.

CORITY SOFTWARE DEVELOPS APPLICATIONS FOR ENTERPRISE CLIENTS AND GOVERNMENT AGENCIES ACROSS NORTH AMERICA TO KEEP THEIR WORKPLACES SAFE AND COMPLY WITH REGULATORY AND ENVIRONMENTAL STANDARDS having closed-door meetings.” Employees enjoys the uplifting effects of natural light and views of the Rosedale Valley, one of the city’s many forested ra-

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vines. The office is located within walking distance of major subway stops so many employees can use public transit rather than battling traffic to get to work. 

3,000 41%

JOB APPLICATIONS RECEIVED LAST YEAR OF MANAGERS ARE WOMEN

Visit cority.com/careers

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Mobility and growth are the norm at Distributel

fter a number of years in the hospitality and event management industries in Ottawa, Chantal Galipeau was ready for a change. She spotted an ad for a technical support representative with Distributel Communications Ltd., a Toronto-based communication service provider that delivers Internet, TV and Home Phone to residential customers and advanced voice and data services to commercial customers across the country. Although she had no experience in the telecommunications industry, Galipeau applied anyway and hasn’t looked back since joining Distributel in Ottawa in 2016. “They looked at my motivation and drive,” she says. “They helped me learn everything I needed to take on the role and do well.” As a technical support representative, she handled calls from customers and worked to understand their service issues while providing timely solutions. She was quickly promoted to technical support escalation specialist and is currently a technical support supervisor.

“We have fantastic examples of employees who've had very interesting career paths.” — Isabelle Léger Director of Human Resources Galipeau’s career at Distributel is not unusual, says Isabelle Léger, director of human resources. “We have fantastic examples of employees who’ve had very interesting career paths,” Léger says. “The number of people changing roles or being promoted from one role to another speaks to how dynamic your career can be with Distributel.” The company employs highly skilled

DISTRIBUTEL EMPLOYEES COLLABORATE IN AN OPEN ENVIRONMENT IN THEIR OTTAWA OFFICE professionals, such as software engineers, systems architects and network architects, as well as human resource, legal, marketing, communications and financial professionals who fill corporate functions. Distributel boasts a diverse and inclusive workforce, and that includes age as well ethnic diversity. “As I walk the floors or participate in meetings, I hear all kinds of different accents,” says Léger, who is based in the company’s Montréal office. “We have older employees and younger people who are still in school.” Distributel has begun to hire more students on co-op or internship programs and is reaping the rewards. “They go back to school and become ambassadors for the company, and some come back to work full-time,” Léger says. “The youngest member of my team did two internships with us and joined permanently after she finished her degree.” The company supports employees pur-

suing relevant degrees or professional accreditations through tuition subsidies and by allowing time away from work if courses are only offered during working hours. “When I was on maternity leave, I took a Network+ certification,” says Galipeau. “I mentioned it to the company when I returned. They said because the course would help with my current position, they would gladly cover the tuition cost. I was thrilled to hear that.” Léger adds that Distributel values work-life balance and promotes it in a number of ways. “We work in a fast-paced environment, a very complex business, and everybody is very busy,” she says. To compensate, the company allows

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employees to benefit from flexible work arrangements. “They’re very understanding when something happens and I have to change my hours for a day due to personal reasons,” says Galipeau. “They know I’m dedicated and will get my work done.” For her part, Léger moved to Distributel two years ago after spending the greater part of her career with large, multinational companies. She says the switch to a smaller company has allowed her the flexibility to move quickly and get things done in a timely manner. “What I appreciate the most is the ability to have an impact every day,” she says. “If you have an idea, you share it. If it’s a good one, we’re going to find a way to make it happen.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

At Fresche, human skills drive the culture

t Fresche Solutions, a Montréal-based tech company, the company values – client success, caring and trust – are not just words on the wall. For people like Kim Shaar Perra, a channel marketing manager at Fresche who has spent most of her career in IT companies, that corporate culture is key. “The people are very open as a whole, and I think the culture really encourages that,” she says. “And on the flip side, the management team is very open – they encourage collaboration and welcome ideas. There are no barriers.” Even though there is a vast amount of communication technology to leverage, Fresche values the face-to-face whenever possible. There are biweekly meetings (with employees around the world present remotely on video) for company updates, customer success reports and employee business, as well as an annual town hall and conferences involving the entire sales team.

“Team spirit and collaboration are non-negotiable.” — Mathieu Alarie Chief Human Resources Officer And for each employee there are quarterly reviews. “I’ve never been at an organization that does that,” says Perra. “For me, it’s a touchpoint on how I’m doing and an opportunity to ensure that I’m aligned with corporate goals and focused on the right things. We feel supported and encouraged to have open discussions and share our thoughts and ideas. I know my manager has my back.” The drive for open communication extends beyond the doors of head office. The

ON INTERNATIONAL WOMEN'S DAY, EACH FEMALE EMPLOYEE AT FRESCHE SOLUTIONS RECEIVES A ROSE company, which offers solutions for businesses using the IBM i platform, regularly sends teams back and forth between their six locations around the world so employees can connect with their counterparts and experience the other’s day-to-day. “The human connection is very important in Fresche’s culture,” says Mathieu Alarie, chief human resources officer. In fact, keeping the personal approach at the forefront is what allows the company to be innovative and successful – making the experience at Fresche more of a “life experience” than a work experience, Alarie adds. “Whatever level someone is at, employees know that they can share their ideas and ways that we can improve. Our open-door policy applies across the organization, including the CEO and the leadership team.” When hiring, Alarie says, an individual’s performance history is weighted equally with their respect for the community that

Fresche strives to maintain. “Team spirit and collaboration are non-negotiable,” he adds. “If you’re driven only by your ego, you’re going to be instantly rejected by the culture. And when you hire based on that model, you end up with an organization where the flexibility and inclusivity of everybody is part of the day-to-day life.” Fresche offers $1,000 to each employee every year to use towards their professional development -- for coaching, classes on the technical aspects of the business, leadership skills and more. “People who work here are accountable for their career and for the contribution they want to make to the organization,” Alarie explains. “Fresche is

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a professional playground, and we really value employees taking ownership of who they are as a part of the big success that is the organization.” It is equally important to Fresche’s leaders that people have a life outside of work. There are personal days, sick days, opportunities for flexible working hours and working remotely. Benefits for new employees include three weeks of vacation per year and medical benefits that kick in immediately after hiring. “It’s about being aware of what everybody needs and being proactive,” says Alarie, “to take care of all of our employees as much as we take care of our customers.” 

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YEARS, LONGEST SERVING EMPLOYEE OF MANAGERS ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Catching the work-life balance wave at Groundswell Cloud Solutions

lice Wei was caught in a high-tech consulting grind where even if she was on the road for four days out of five, she still had to be back in the office on Friday prepping for the next trip. But she got out of it by catching the worklife balance wave at Groundswell Cloud Solutions. “In my past life work was everything, but here at Groundswell I have work-life balance, which was totally foreign to me,” says Wei, manager of consulting services. “People who work here are encouraged to have a life outside of work.” Headquartered in Vancouver, Groundswell is a systems integrator and consulting firm that engages customers to help bring their vision to life on the Salesforce platform. Since 2012, its team of experts have been providing innovative, real-world solutions to a constellation of business challenges.

“The leadership knows that the people here are our superpower and really believe in making sure that they keep employees happy and motivated.”

— Alice Wei Manager of Consulting Services

In the ultra-competitive tech sector, attracting and retaining top talent is difficult, especially for small and medium-sized businesses. To be successful, a company has to offer an alternative to the “churn and burn” practices of larger firms with gruelling travelling schedules and too many hours on the job. That’s exactly what Groundswell CEO Brian Wiebe set out to do. “We have more reasonable and better working hours, we offer competitive and

compelling benefits and we encourage people to use their time off,” says Wiebe, no stranger to the high-tech consulting grind himself. “We want our people to be happy and to stick around for the long term so we take a lot of care to mentor and train people and provide them with growth opportunities.” Groundswell takes professional development so seriously that 10 per cent of employees’ time in an average work week is devoted to training and education. That helps them handle increasingly complex projects that they might not get to do at a larger company – one way that Groundswell encourages their employees to be enablers of success. Employees also enjoy competitive salaries, annual performance bonuses, a group RRSP plan, extended health coverage, and vacation benefits that scale upwards the longer they’re with the company. They also have the option to work remotely. Groundswell’s offices are in the heart of downtown Vancouver right on the city’s transit lines with 360 degree water and mountain views. The contemporary space is furnished with the latest equipment, including motorized stand-up desks and the newest laptops. It’s also a place where a surfer dude would feel totally chill. “I’m an ex-surfer and I had a passion for it when I lived in the Bay Area,” says Wiebe. “All of our conference rooms are named after surfing locations like Ocean Beach [near San Francisco]. There are big wave photos in different areas and in our lounge area and kitchen, so it’s kind of fun.” The company’s social committee makes sure fun is a big part of Groundswell’s culture. Whether it’s beers and giant Jenga in the big kitchen on Fridays or the Cinco de Mayo guacamole challenge, there’s always something happening at the office. Outside the office, employees are active

NILESH JAIN, TECHNICAL CONSULTANT AT GROUNDSWELL CLOUD SOLUTIONS CATCHES A WAVE AT ONE OF THE COMPANY’S OUTDOOR EVENTS in the community, putting in 130 staff volunteer hours last year towards charitable causes that ranged from fundraisers like the annual Movember men’s health awareness campaign to supporting BC Children’s Hospital. The culture of strong core principles, work-life balance and caring for communi-

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Join a workplace that helps you learn, grow and progress. gscloudsolutions.com/careers

ty starts at the top and permeates the entire company. “The leadership knows that the people here are our superpower and really believe in making sure that they keep employees happy and motivated,” says Wei. “We want to stay here and encourage our friends to come join us.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Henriquez Partners builds on social justice

fter five years in the industry, Sara Zonouzi, an architect, was looking for a career change. She wanted work that was not only professionally fulfilling, but would serve a greater societal good. She found it in 2018 when reading up on Vancouver-based Henriquez Partners Architects. “I read about how they saw architecture as the poetic expression of social justice, and that deeply resonated with me as something very true and necessary,” says Zonouzi. “Since then, I’ve learned this is not just a slogan, but a way of life – and that every single project is driven by it.” Henriquez is perhaps best known for its proactive role in organizing and designing the Woodward’s Redevelopment project, which successfully revitalized the site of an abandoned department store across an entire city block in Vancouver’s Downtown Eastside, often cited as Canada’s poorest and most challenged urban core neighbourhood.

“While we strive for design excellence, we also want to serve a social mission.” — Patricia Tewfik Principal For the first time in Vancouver’s history, the Woodward’s Redevelopment combined luxury units with non-market social housing, and surrounded both with retailers, a public plaza, community non-profit space, offices and educational facilities. Since completing the Woodward’s Redevelopment in 2010, Henriquez has continued to pursue progressive and community-minded civic projects – sometimes referred to as the “children of Woodward’s” – with the goal of creating truly inclusive cities. “While we strive for design excellence, we also want to serve a social mission,” says

Patricia Tewfik, Henriquez principal. “We see it as combining esthetics with ethics.” That social commitment isn’t just about bricks and mortar. In the case of the Woodward’s Redevelopment, Henriquez partners with the Portland Hotel Society – a non-profit organization that works on behalf of the marginalized citizens of the Downtown Eastside – to provide a weekly hot lunch program for social housing residents. Known as “Woodward’s Wednesdays,” the program engages employees to serve and has provided over 5,000 meals to those in need since its inception in September 2018. Henriquez’s employee base has doubled in the last five years. “We definitely look for people who share our values and aspirations,” says Tewfik. “Our workplace culture is also strongly collaborative; individual egos are checked at the door.” The workforce is very diverse: the 80-person firm includes people from 36 countries and seven Canadian provinces. “We value diversity and inclusion,” says Tewfik. “Our team is comprised of people from different cultures who bring unique perspectives.” Because so many employees are newcomers to Vancouver, special efforts are made to encourage social interaction. Every Friday at 4:30 pm, work ceases and staff share snacks, drinks and conversation. Every second Thursday, they also come together for a communal lunch. In winter, there are weekly ski nights, with Henriquez picking up the cost of lift tickets and lessons as well as dinner and drinks. In summer, employees participate in an architects’ softball league, followed by family-oriented barbeques. There is also a strong focus on career development, including an apprenticeship program, weekly lunch-and-learn sessions and a leadership program that includes all employees.

HENRIQUEZ PARTNERS ARCHITECTS IS A DIVERSE TEAM OF 80 PEOPLE FROM OVER 36 COUNTRIES Zonouzi credits the latter program with helping her build communications skills and knowledge that help her be a better architect. “I’m learning there’s an art to communicating, both internally and with external clients,” she says. “Mastering that art is integral to the success of our team and our projects.” Zonouzi also appreciates that all

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employees are assigned an internal mentor who works with them to chart a rewarding career path. But the biggest attraction of all is the opportunity to make a difference. “I’m lucky,” says Zonouzi, “to work with an exceptionally smart group of creative people who are constantly looking for new ways to build better and more compassionate communities.” 

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henriquezpartners.com

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Humania puts health and wellness first

lthough Sasha Caron, an underwriter at Humania Insurance’s head office in StHyacinthe, Qué., appreciates that his employer offers him the flexibility to work from home, he lists several reasons why he also enjoys going to the office at least once a week. In addition to the social aspect of connecting with co-workers in person, a big basket of fresh fruits is delivered to every floor each week, plus there are companysubsidized chair massages, an on-site gym, a relaxation room and wellness classes. “Humania understands that an employee who is healthy and happy is also productive and will stay with the company,” says Caron. Caron values having a manager who trusts him to meet targets and deadlines while working from home part of each week. “I love having that flexibility,” he says. “I’m much more productive when I go at my own pace, and being able to do so is priceless to me.” That means starting work at 7 a.m., then taking a short mid-morning break followed by a brisk walk after lunch to rejuvenate him for his afternoon workload. “That to me is a great workday,” says Caron.

“Humania understands that an employee who is healthy and happy is also productive and will stay with the company.” — Sasha Caron Underwriter Caron joined the leader in health insurance products in 2014 as a client services representative after previously working elsewhere as a financial security adviser. He transitioned to underwriter in 2016 and now reviews applications for critical illness, life and disability insurance policies. “I like talking to people on the phone, which is what I did in client services, but I

AT HUMANIA ASSURANCE, EMPLOYEES ARE CALLED 'COLLABORATORS' BECAUSE THE COMPANY PLACES A STRONG EMPHASIS ON COLLABORATION AT WORK also like to analyze data,” he says. “Becoming an underwriter was a new challenge that fit my interests and experience.” President and CEO Stéphane Rochon understands first-hand how important it is to empower employees – and to provide opportunities for new learning and growth. In 2003, he joined Humania as vice-president of sales and marketing before moving into his current role in 2016. “Continuous education is a key point for me, both within and outside in the industry,” he says. In 2016, Rochon earned an MBA in e-commerce at Université Laval. “There’s not an hour in a day when I don’t use that knowledge,” he says. “We’re a very innovative company, and we’re focused on transforming the industry by offering webbased products and solutions to respond to customer’s needs.” Rochon prefers to call employees “col-

laborators,” because collaboration is a value that the company is focusing on more. “We view our relationship as a partnership,” he says. Humania’s executive team truly listens to their employees and responds to their needs. Last year, for example, two employees suggested organizing a 24-hour ski relay at Mont-Tremblant to raise money for children with cancer. “We supported it, and it was exciting for all of us – not just to raise over $20,000 for a great cause but also to have a fun team-building activity,” says Rochon. Others asked for and received a “re-

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laxation room,” a space with green plants and comfortable chairs where they could go before making a difficult client call or just to unwind. “It’s up to our employees to decide what they want,” says Rochon. “We’re supportive of any good idea that makes sense.” For Rochon, the ultimate reward is witnessing the motivation of Humania’s teams in efficiently providing products and services. “At the end of each workday, if we’ve achieved a little piece of our mission – delivering a positive experience to someone in need – I’ll feel very good about it.” 

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OF MANAGERS ARE WOMEN YEARS, LONGEST-SERVING EMPLOLYEE

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Integrated Sustainability keeps careers growing

hen Jennifer Keturakis is asked to describe the corporate culture at Integrated Sustainability, two words leap to mind: “courageous ambition.” “Right from the beginning,” says the vice-president of operations for the Calgary-based water, waste and energy infrastructure specialists, “we were looking to bring a group together that really wanted to do amazing things: people who want to grow in their careers, but also grow personally and make the world a better place – and have fun at the same time.” Ryan Burgess stepped up to the challenge three years ago – and hasn’t looked back. As a project engineer in the company’s Vancouver office, he’s already gained an impressive range of experience – from sitting side-by-side with company executives negotiating the details of an innovative water treatment system for a gold mining firm, to pitching prospective clients on $15-million projects and managing the day-to-day needs of a growing branch office. He’s even DJ’d at the much beloved, company-wide Christmas party held annually in Calgary.

“There's an encouragement to look ahead, dream big, and chart your course. You never feel limited.”

— Ryan Burgess Project Engineer

“There’s definitely a strong push from our leadership to turn the employees loose and let them tackle what they can tackle, rather than keeping them in a box,” says Burgess. “There’s an encouragement to look ahead, dream big, and chart your

course. You never feel limited.” It’s easier to spread your wings when you know your colleagues have your back, he adds. Despite some rapid expansion in recent years, Integrated Sustainability has maintained a family feel. The company’s supportive environment and its innovative, entrepreneurial spirit have also helped it remain stable in the face of more challenging economic headwinds in western Canada. To meet market needs and maintain growth, it has evolved beyond solely engineering and consulting into offering full turnkey design and construction of water and waste management facilities – and is growing into facility ownership and operation. “Our approach is always to be that forward-looking company,” says Keturakis. “In the current marketplace, how do we do things better?” Rain or shine, it’s all hands on deck. “Everyone’s trying to help each other out and do well collectively,” notes Burgess. A popular employee share-ownership program helps reinforce the company’s team culture, along with its relatively flat organizational structure and the accessibility of senior leaders. The collegial atmosphere has yielded great working relationships and genuine friendships both inside and outside the office. At the Vancouver branch, says Burgess, co-workers sometimes take night ski trips to Cypress Mountain or do “bike and brews,” jumping on bicycles after work and visiting one or two local microbreweries. The company’s focus on sustainability extends not only to its clients, but to the communities in which it works and those in less advantaged locations. Through donations and volunteer time, Integrated Sustainability actively supports several local and international charities. Internationally, it has partnered with Energy for All, a Calgary-based non-profit

EMPLOYEES FROM INTEGRATED SUSTAINABILITY VOLUNTEERING TO BUILD NEW SOURCES OF CLEAN WATER AND ENERGY IN TANZANIA that builds clean-water and green-energy projects. In 2019, employees from the firm travelled to Tanzania to support a groundwater well installation, to meet with local water committees, and to address potential water infrastructure expansion. The new water well is now providing clean drinking water to over 2,000 residents in three neighbouring communities. “The dynamic nature of who we are

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means there are always new and innovative opportunities that allow for continuous career growth and development,” says Keturakis. “This dynamic change in our business, and our employees’ willingness to jump on board, is what drives the innovation we bring to the industry. When a new challenge arises, you better put your hand up quickly, because two or three other people will be putting their hand up first.” 

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OF EMPLOYEES IN CANADA ARE WOMEN LOCAL AND INTERNATIONAL CHARITIES SUPPORTED LAST YEAR

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

InvestorCOM invests in its people and communities

s its name suggests, InvestorCOM is all about investors, communications and compliance. The company provides specialized software and technology to the wealth management industry to ensure that banks, insurance companies and similar organizations comply with regulations governing how they disclose investment information to their clients. At the same time, InvestorCOM makes its own investments in its communities and its employees, through training and career development and by supporting various employee-led committees. It’s all part of the corporate culture, says CEO David Reeve. “We live in a world of compliance and regulation, but we’ve been very successful at maintaining a family culture. We focus on team-building, whether it’s centred around work or activities outside the office, and we combine high accountability with a lot of fun.”

“We live in a world of compilance and regulation, but we've been very successful at maintaining a family culture.” — David Reeve CEO Founded in 1992, InvestorCOM operates out of a head office in Brantford, Ont., and a second office in Toronto which is focused on client relationships. The Brantford location includes a print production facility and warehouse – Reeve notes that even though the business has evolved over the years from supporting physical compliance to focusing more on digital processes, the regulatory requirements for financial reporting are still far from paperless. The company’s investments in its people begin with a structured onboarding and

training platform to educate new employees about what the company does, and continue through numerous learning and professional development opportunities, including mentorship and external training. “We support our people in becoming more effective in their roles, and we also offer career opportunities if people want them,” Reeve says. “New employees often tell me how welcoming and supportive we are. We provide our promising people with responsibilities at an early career stage, to allow them to develop.” Melanie Sergi has benefited from this strategy since she joined InvestorCOM in 2007 as a fulfillment customer service and project coordinator, filling orders and supporting a few clients. “The company has been very supportive of my career,” she says. “I’ve had multiple promotions with increasing responsibility, then my manager asked if I’d be interested in a project manager role, because it would suit my strengths. She built a transition plan and helped me succeed in the role. “Later I wanted to become a certified Project Management Professional, and the company supported me through that process as well. Last year, when we started to take an agile approach, they helped me get certified as a ScrumMaster.” Sergi is an active member of two of the company’s employee-led committees. Through the special place to work committee, she helps organize events such as an annual ski trip, ziplining, a Blue Jays game, canoeing, golfing and escape rooms. “The company solicits feedback about all of our events, so I feel they genuinely want to make this a good place to work,” she says. Sergi is also involved in the wellness committee, which highlights health-related events such as Bell Let’s Talk Day, offers resources for people who need them, and develops activities such as yoga, medita-

INVESTORCOM EMPLOYEES SHARING A LIGHTER MOMENT AT THEIR SUMMER LUAU, CALLED 'LET'S FLAMINGLE' tion, and running and walking clubs. Other employee-led groups include a sustainability committee and a health and safety committee, which has representation from both employees and management. InvestorCOM gives back to its communities by supporting several charities, and it

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encourages its people to get involved with community activities directly and through the employee-led committees. “We host fundraising events year-round, and at the end of the year we vote on where the money is donated,” says Sergi. “There’s a lot of participation.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Community and flexibility are big at iQmetrix

ince he’s a software developer, you’d expect Mike Berezowski to be glued to his computer screen and stuck to his chair in the iQmetrix office. But you may also find him and his fellow employees wielding a shovel to clean up Vancouver Harbour, building a school in Mexico or playing beach volleyball after a planking session. That’s because his company believes it can make a difference globally by making the difference in its employees’ lives locally. “We value community and you see it in the volunteer work that we do, which builds team morale, camaraderie and really shows character,” says Berezowski, a technical lead. “This company lives by its values and it’s reflected in the way people are willing to step up.” iQmetrix is a software service company that develops products for wireless and other retailers and specializes in e-commerce and interactive retail technology. Headquartered in Vancouver, it recently celebrated its 20th anniversary.

“We stay true to our values and who we are as an organization — and that's about being people-first, being innovative and creating great experiences.” — Krystal Ho Director Global Operations A growing company competing in the crowded Vancouver high-tech market that includes giants like Amazon, Facebook and Shopify, iQmetrix attracts and retains its A Team by living its core values, including character, community and innovation, inside and outside the office. “We stay true to our values and who we are as an organization – and that’s about being people-first, innovative and creat-

ing great experiences,” says Krystal Ho, director global operations. “We want to ensure that your personal purpose aligns with the purpose of what you’re doing with the work.” iQmetrix takes a holistic approach to supporting employees’ mental and physical wellness. There are weekly fitness classes at the on-site gym, daily planking sessions in the office in Vancouver and private iQmetrix fitness classes in all company locations. The robust extended health care options include drug coverage for IVF and gender transition. To further encourage work-life balance, iQmetrix allows employees flexible and accommodating remote days. After seven years of employment, full-time employees can take advantage of a seven-week sabbatical. The company also provides five additional days of paid leave for new families plus a salary-top up for parental leave and unlimited “trusted” sick days. Employees’ financial health is looked after with benefits like matching RRSP contributions and options to buy shares in the firm. People can even start their own businesses within the company under iQmetrix’s Red Stapler Program. Locally, employees are given four volunteer days a year to work at community causes close to their hearts. Globally, iQmetrix gives back with multiple projects. The company helped 139 charities helped last year. This year the entire company is going to Mexico for the annual company retreat and will work on 14 volunteer projects. iQmetrix employees work in a self-managed structure which gives them flexibility to move within the company. People seldom do the same job two years in a row. The speed and agility with which employees change roles is helped by generous training programs. “Your experience here should be all-en-

IQMETRIX EMPLOYEES TURNING UP THE DIAL ON PRIDE MONTH IN VANCOUVER compassing and fulfilling. If we ensure people are feeling fulfilled at what they’re doing, it feels less like a job and less like work,” says Ho. With a flatline management structure that emphasizes constant communication, the iQmetrix culture is open, friendly and collegial and emphasizes diversity. “There’s a lot of collaboration. I see peo-

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ple from different teams helping each other all the time and there’s strong support for new initiatives,” says Berezowski. “This company has done a really good job of attracting great people throughout the organization. Everybody here is just a really nice person, down-to-earth, really helpful and easy to get along with and easy to trust. It’s really impressed me.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Jacob Bros Construction builds projects – and loyalty

he sound of breaking glass shattered the calm of a late Friday afternoon last summer at the Surrey, B.C., head office of Jacob Bros. Construction Inc. Thankfully, no one was injured. But a mechanical fault had caused one of the massive glass doors at the entrance of the building to come off its hinges and smash over a decorative water feature. Within seconds, a group of employees in a variety of junior and senior positions jumped into action and cleaned up the mess. “It would have been easy for them to hurry home and leave it for someone else,” says chief operating officer Todd Jacob. “But employees with various responsibilities got together and took care of it.” For Jacob, the incident in many ways reflects what the fast-growing company’s culture is all about. “I guess it’s a sense of ownership,” he says. “It ticked all the boxes of collaboration, pride and problem-solving.”

“There’s kind of a human touch to the employment experience here, which I appreciate. I like showing up to work every day and I can tell the people I work with do, too.”

— Brodie Rogers Recruitment Specialist

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Launched in 2008 by three brothers with synergistic, senior experience in the industry, Jacob Bros Construction has grown to become one of Western Canada’s most versatile builders, with a diverse portfolio that includes everything from airports and boutique hotels to residential and industrial complexes.

That success has been built on a culture that also prizes strong relationships and an optimistic, can-do attitude from every employee. To ensure the right fit, founders Todd or Scott Jacob typically still sit in on at least one interview with prospective salaried staff members. “Our ultimate goal is to attract and retain employees for the long term,” explains Todd. “And if we don’t find that fit, we will probably fail in achieving that longevity.” For recruitment specialist Brodie Rogers, the authenticity of the Jacob brothers and the entire company culture has been the biggest appeal since joining the firm in March 2019. “A lot of times, employers get hyper-fixated on what the brand is about and, more often than not, that pitch doesn’t line up with the reality once you get in the door,” she says. “Not here. They’re very up front about who they are and their values and the opportunities, and that resonated with me.” The Jacob brothers, she adds, model the values they’ve tried to instill in the company, including accountability, accessibility and appreciation for a job well done. Rogers says that feeling was underlined for her last summer, when she and a colleague put in many extra hours helping to organize a charity golf tournament for the company. In gratitude, Scott Jacob invited the employees to his home for dinner. Beforehand, his mom asked each of them what kind of pie they liked and proceeded to bake their favourites. “Where are you going to get that?” Rogers asks. “I had never seen anything like that in my career before.” That family feeling has helped foster a deep sense of collegiality and commitment to the firm. And the Jacobs go above and beyond to reward loyalty and hard work. In a perk rarely seen in any industry, the

SCOTT JACOB (LEFT) AND TODD JACOB THE CO- OWNERS OF JACOB BROS. CONSTRUCTION INC. company presents employees with a service award every five years and tops it off with airline tickets for two to anywhere in North America, along with $1,000 in spending money. “Our employees love it,” says Todd Jacob, “and it’s also great because it’s an

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opportunity to appreciate their spouse or partner.” Adds Rogers: “There’s kind of a human touch to the employment experience here, which I appreciate. I like showing up to work every day and I can tell the people I work with do, too.” 

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Johnston Group ensures a welcoming workplace

braham Tassia-Santos says he knew Johnston Group Inc. was different from the moment he sat down for his first job interview with the Winnipeg insurance administrator. For starters, four people sat across from him instead of the one or two he typically encountered in such situations. And while the group could have been intimidating, it wasn’t. “They immediately made me feel at ease,” says Tassia-Santos, whose resume included administration work in various fields, though not insurance. “It felt more like visiting with friends and family than a formal job interview.” The four were also surprisingly frank, he says, “I was told that nobody ever leaves,” says Tassia-Santos. They weren’t kidding. Johnston Group does, indeed, have a low turnover rate of just 3.6 per cent. That may seem limiting, but the company’s growth and innovation provide an environment in which careers can thrive. Since he started there as a customer service representative five years ago, Tassia-Santos has twice been able to take advantage of new opportunities.

“They care about you as person and not just as an employee.” — Abraham Tassia-Santos Customer Care Representative He’s now a customer care representative with CINUP, one of several plans Johnston Group offers. CINUP administers specially tailored pension and group insurance plans for 350 Indigenous organizations throughout Canada. It’s a particularly complex portfolio due to the plethora of legislation that applies to various First Nation and Inuit groups. Tassia-Santos says he enjoys the chal-

AT JOHNSTON GROUP, EMPLOYEE-RUN COMMITTEES ORGANIZE A WIDE RANGE OF ACTIVITIES AND TRAINING SESSIONS lenging nature of the work and how it’s enabled him to learn more about Canada’s Indigenous peoples. And he quickly adds that, even if his days were filled with only mundane tasks, he’d still be one happy employee. That’s because the workplace is warm and welcoming in a way he says he never experienced with any other employer – and for that he credits Johnston Group’s senior management. “They care about you as a person and not just as an employee,” Tassia-Santos says. Founded more than 35 years ago, Johnston Group is a third-party administrator (TPA) of group benefits, including claim payments and customer service for all sizes of businesses. While the company started with Chambers of Commerce Group Insurance Plan, offered in over 900 chambers across Canada, it has grown to include CINUP and Maximum Benefit, a plan for mid- to large-sized companies. The work environment that Tassia-San-

tos and other employees find so engaging stems from some astute insights into human nature and the nature of work. CEO and founder Dave Johnston has noted on more than one occasion that, “Few people wake up and say, ‘I can hardly wait to get to work.’ But we want people to say, ‘If I do have to go to work, this is where I want to be!’” Johnston Group has focused on its culture, including work-life balance, since long before it was trendy to do so, Johnston says. “Once we’ve hired someone, our goal is to keep them,” he adds. In addition to providing competitive salary and benefits, the company fosters a family-feeling office environment. Employee-run committees do their part to ensure

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their colleagues’ physical, mental and financial well-being, organizing everything from on-site meditation classes to lunchand-learn sessions about wills. Other committees arrange social events like “mocktails” and other fun activities, organize training programs in the company gym, and are involved in volunteering in many of the over 120 charitable organizations Johnston Group supports. Tassia-Santos has been active on several of the committees as well as in supporting a number of the Johnston Group’s charitable and community initiatives. While connecting with his peers is one of the benefits, it’s not the only one. “Johnston Group,” he says, “has inspired me to be a better person.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Keystone Environmental puts values first

aminder Grewal exemplifies a core strategy of Keystone Environmental – hiring young talent early and then grooming them for success. Grewal joined the Burnaby, B.C. based environmental consulting firm in 2000, just two years after graduating from the University of British Columbia as an environmental and geotechnical engineer. He quickly rose through the ranks to become the company’s youngest-ever partner and department head. Grewal has served as Keystone’s president since 2013. “I had great mentorship from senior members,” says Grewal. “They were always accessible and they trusted me with increasingly complex projects. I knew they had my back when I needed support.” Keystone, which has projects across Canada, specializes in environmental assessment, environmental engineering, professional biology and contaminated sites. The 92-member staff includes professional engineers, geoscientists, biologists and environmental scientists. Whenever possible, Keystone hires employees directly out of university (the ultimate goal is to have all new hires recruited this way as part of the company’s promote-from-within philosophy).

“We hire for fit and then focus on mentoring and retaining.” — Ray Bertani Chief Operating Officer “We hire for fit and then focus on mentoring and retaining,” says chief operating officer Ray Bertani. “Our number one priority is to make sure our employees are successful and their careers are growing.” Bertani adds that Keystone takes great care to hire people who will fit with Key-

stone’s entrepreneurial culture and share the company’s core values. Keystone has a motto of “values first,” with “first” being an acronym for fairness, integrity, respect, sustainability and teamwork. “It’s more than just words on a wall,” says Bertani. “Those values are incorporated in all aspects of our business, including hiring, decision-making, client and supplier relations and employee relations.” Keystone recently transitioned from annual performance reviews to quarterly ones, combined with monthly “check-in” mentoring sessions. This allows team leaders to provide more immediate feedback and guidance to help employees achieve their career goals. Barry Warren, who joined Keystone in 2013 as a contract wetlands planter and is now a project coordinator, appreciates how the company has helped him grow his career. “I’ve had lots of opportunities to take ownership of the projects I work on,” says Warren. “I also appreciate the monthly check-ins with team leaders. When it gets busy, it’s easy to lose track of that bigger career picture and the path to achieving your goals and ambitions.” While the kind of work Keystone does is often fast-paced and demanding, another key pillar of the corporate culture is a philosophy of “work hard, play hard.” Observes Bertani: “We work for a lot of dynamic clients with high expectations and tight deadlines to meet. But we also understand that everyone needs a release and wants to enjoy fun times with their co-workers.” There’s a foosball table in the company lunchroom for anyone who wants to engage in a bit of friendly competition. Keystone also has a very active social committee that organizes everything from chocolate milk chugging contests on the company patio to an 18-hole mini-golf course that winds

KEYSTONE ENVIRONMENTAL VALUES COLLABORATION WITH STAFF AT ALL LEVELS TO PROMOTE ENGAGEMENT AND FOSTER AN INCLUSIVE ENVIRONMENT its way through the office. Employees also gather off-site to enjoy a wide range of sporting activities. Many of the social activities are tied into fundraising and volunteering for charitable causes that Keystone supports, including Cassie and Friends (juvenile arthritis), Union Gospel Mission (a local outreach service for the homeless) and Big Brothers. Warren says the social and communi-

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ty-based activities forge bonds that help employees meet the challenges of the workplace. “Having connections with other people at the company really helps you get through the times when work is a bit stressful,” says Warren. “We have a desire to support the team because we’ve shared a lot of fun times together. We really are more friends than co-workers.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

At MERAK Systems, technology learning never ends

ike many young tech companies, Guelph, Ont.based MERAK Systems Corporation started in a basement. For the first couple of years, MERAK founder Arend van Eck and a few employees worked on building the business. In 1998, four years after they started, MERAK won a contract from the Ontario government, which led to work for other provincial governments. MERAK provides professional services to solve business problems with software. The comfortable working environment, flat organizational structure, and MERAK’s generous support for continuing education has resulted in an average tenure of more than 11 years. Business development manager Jacob Goerz joined the company in mid-2018 – “wrecking their average,” he notes, as there had been little movement for the previous half dozen years. “It’s an extraordinarily comfortable working environment,” says Goerz, who did an assessment in his early months to get a picture of MERAK’s culture. His conclusion: “We’re organized, modest and nerdy. That kind of translates into everything we do.”

“A great career should not come at the expense of family life.” — Brett Bickerton President Understanding who they are has allowed MERAK to establish their culture. People are hired not just for their experience but for how well they will fit in. “We hire the person first, over their skills and qualifications, and give them the opportunity to

learn and grow,” says company president Brett Bickerton, who joined MERAK over 20 years ago as a student while working a final-year capstone project. Bickerton is a classic example of organic growth within MERAK, starting as a developer, gaining experience, and later becoming president and co-owner. “It’s about understanding what makes people happy, and everyone here is different,” says Bickerton. “For some, what they’re working on is most important, for others it’s salary or benefits or flexibility. So we want to be in tune with everyone’s needs and make sure we never give anyone a reason to leave.” Because they are essentially selling their employees’ technology skills, lifelong learning is highly valued. “The more skills our employees have, the more we can sell,” Bickerton says. “Some people want to learn a skill and apply it for their entire career, but we’re in an industry where that’s just not possible.” Employees identify what job-related learning opportunities are of interest, and MERAK pays the full amount. “This is a high-level organizational goal,” he says. While the core team is about 20, subcontractors come and go as projects require. Agility and culture over growth is the goal. “We appreciate being relatively small,” says Bickerton. “It feels like it has more of that family environment.” Unlike some other tech companies, work-life balance is a big deal at MERAK. There’s a gym on the premises (in a newish space designed with employees’ input), flexible hours, no overtime expectations, a work-from-home policy when necessary, regular employee get-togethers and community events. Bickerton adds: “A great career should not come at the expense of family life.” “We’re competing in the same resource pool as all the big tech organizations,” he

MERAK SYSTEMS DISTINGUISHES ITSELF FROM OTHER TECH EMPLOYERS BY ENCOURAGING STAFF TO MAINTAIN A HEALTHY WORK-LIFE BALANCE says. “They’re going to have slides and ping pong tables and free meals because the goal is to have employees at work as

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much as possible. We want to go home at night, so we’re offering a different environment.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Collaboration drives growth at Nicola Wealth

fter joining the Toronto office of Nicola Wealth as a financial adviser in 2017, Kyle Westhaver was surprised to find he was always paired with at least one colleague when dealing with clients. Having moved from another investment firm, he knew that advisers elsewhere in the industry typically work alone on their accounts. “At first I thought this was unusual, but I really enjoyed it,” he says. “It’s not as lonely as other places. The collaboration, and the sense that you’re part of a winning team, contribute to the phenomenal culture at Nicola Wealth.” Known within the company as “sharing the pie,” this collaborative approach is part of founder John Nicola’s vision of bringing everyone together to work towards a greater purpose. Employees share in the success and the profits of the entire company. “It’s like being a shareholder – you get the mentality of an owner here,” Westhaver says. “There’s an entrepreneurial spirit. It’s why we take such pride in our work.”

“You'd get the mentality of an owner here. There's an entrepreneurial spirit. It's why we take such pride in our work.” — Kyle Westhaver Financial Adviser Nicola Wealth offers a full range of investment advice and wealth management services to affluent families, foundations and institutions across Canada from its headquarters in Vancouver and offices in Kelowna, Richmond and Toronto. “Sharing the pie instead of building your own individual book of business is a real differentiator for us. It’s our secret sauce. We’re not competing with each other and

building up internal siloes,” says Heather Claridge, who joined Nicola Wealth in early 2019 as vice president, people and culture. It was a new position for the company, and she saw it as a good fit with her global experience as a human resources executive. “The common denominator in my background is growth and change. My role here was created to help drive our growth strategy and make sure we’re aligning growth with our culture,” she explains. “We need the right people in the internal talent pipeline. Most of our growth is organic, meaning we grow by hiring and developing our own talent instead of through acquisition.” The corporate culture is defined by three dimensions, Claridge says: a drive to succeed by continually enhancing exceptional customer service; caring, demonstrated by the sharing-the-pie philosophy, which extends to giving back to the community through generous donations of time and funds; and innovation, which is encouraged throughout the organization as a growth strategy. Westhaver was drawn to Nicola Wealth by its reputation as an industry leader. “In my previous job, working with business owners and affluent families in Nova Scotia, I saw the importance of financial planning. I wanted to move to Toronto and I saw an opportunity here, with the firm’s extremely sophisticated investment management platform, so I bothered them for a while and eventually joined the team.” The company encourages personal as well as business growth, Westhaver has found. With a bachelor of commerce degree in finance from St. Mary’s University, he has earned other designations while working, including Chartered Investment Manager and Chartered Financial Planner, and a certificate in estate and trust planning. “I’m also benefiting from internal lead-

NICOLA WEALTH ATTRACTS FINANCIAL ADVISORS WITH AN ENTREPRENEURIAL EYE WHO ARE LOOKING TO GROW THEIR CAREER AND THEIR BUSINESS ership courses and mentoring,” he says. “It means a lot to me that the firm has recognized my potential as a future leader. I hope to continue here for the rest of my career.”

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Claridge adds: “We have an excellent client retention rate, 80 per cent of our new clients come from referrals, and our employee turnover is low. Something really good is going on at Nicola Wealth.” 

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Nicola Wealth is proud to be among Canada’s Top Small & Medium Employers

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Vancouver | Kelowna | Richmond | Toronto

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Promation Nuclear celebrates its diverse workforce

outh is no obstacle to success at Oakville, Ont.-based Promation Nuclear Ltd. Nor is country of origin. Manju Shivaswamy, a young project manager in the company’s nuclear division, can attest to that. Shivaswamy emigrated to Canada from Bangalore, India, in December 2016 and by March 2017 had landed a permanent position with Promation. “I found it a very creative company,” says Shivaswamy. “Nuclear was new to me, but project management and tool design wasn’t. You can experiment with ideas and get the blessing of management. I’m very happy here.” Promation comprises of three main divisions – nuclear, automotive and industrial. Its highly skilled workforce provides turnkey engineered solutions and services, as well as build-to-print equipment and tooling. The custom robotics and equipment designed and built in-house perform literally dozens of functions: refurbishing nuclear reactors; installing cars seats, windows and other components of automobiles; and packaging of manufactured goods. This is all delivered through a common culture of ownership and accountability, coupled with a commitment to driving real and practical innovations.

“We strive to leverage the inherent talent and skill of our employees. Just because you're a young professional at the start of your career doesn't mean you won't get responsibility.” — Darryl Spector President President Darryl Spector says the company hires mechanical and electrical engineers, technologists, quality assurance specialists and project management profes-

PROMATION NUCLEAR EMPLOYEES VOLUNTEERING AT HABITAT FOR HUMANITY sionals. “We strive to leverage the inherent talent and skill of our employees,” says Spector. “Just because you’re a young professional at the start of your career doesn’t mean you won’t get responsibility. There are no limits based on lack of seniority. If you have the right attitude and raw competencies, we will invest in you.” Promation actively recruits foreign-trained professionals through various non-profit placement programs that assist immigrants with language skills, resume writing and job searches, among other things. Shivaswamy is just one of several highly skilled, motivated and exceedingly competent new arrivals that Promation has hired through such a program. “We have a very strong multicultural workforce,” says Spector. “We hire people from anywhere in the world, with no bias on cultural or geographic origin.” The company celebrates that diversity through an annual potluck lunch in which employees provide representative national or cultural dishes. Shivaswamy, for one, says these events have broadened his culinary horizons. “I’ve tried couscous and

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many different Middle Eastern foods, as well as Polish dishes and poutine, which I had never tried before,” he says. Promation provides internal and external professional development for employees at all levels. The company holds regular lunch-and-learn sessions in which employees have an opportunity to acquire knowledge about work outside their area of specialization. A 12-month leadership training program, which involves half-dayper-month off-site workshops, is available to managers at all levels. Promation is also committed to manifesting Indigenous reconciliation principles through cultural awareness and direct engagement with Canada’s Indigenous communities through volunteer support such as home-building initiatives in First Nation communities.

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Spector adds that the company places considerable emphasis on volunteerism and outreach as well as participation in industry events and organizations. “We genuinely try to engage rather than just checking boxes,” he says. “For the size of our company, our social footprint is much bigger than our foot.” All employees are given the opportunity to participate in charitable events as well as industry advocacy, which promotes engagement and individual development, says Spector. “By facilitating empowerment in these social causes – in addition to their professional responsibilities – it helps to develop the employee’s personal sense of ownership, growth, achievement, leadership and pride, while also establishing an intimate and genuine appreciation of our corporate values.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

PSB Boisjoli empowers women with a special group

ast fall, Susan Maruya, a principal at PSB Boisjoli LLP in Montréal, sent out 32 invitations to the kickoff of its new Women in Leadership program, all to women at management level in the accounting firm. Every single person showed up. “The response has been phenomenal,” says Maruya, one of three women spearheading the creation of the program. “When we reached out to see if they’d be interested, they were all interested. Wow! How rare is that? Clearly there’s some sort of need that brought us together.” While the invitation was exclusively to women, Maruya says the goal wasn’t to exclude men, but to open it up initially to women in leadership and find out what’s on their mind. She doesn’t see why men can’t be invited later if they want to support the initiative. “The first meeting was about finding out what the women wanted to do with the group,” says Maruya. “We have a lot of managers who are young moms or in that sandwich generation with children on one side and elderly parents on the other. A lot of that responsibility traditionally falls on the woman, so you wind up having to balance things.

“As a leader, you don't always realize that when you're just talking, you're actually mentoring without even knowing it.” — Susan Maruya Principal “We’re all at very different stages, but we can certainly get together to support each other in our daily work or personal life.”

The group met again two months later to discuss career-life integration, everyone’s top concern. Maruya said she felt personally empowered by being there with the others, a feeling many of the participants expressed after the session. “We’re all quite alike,” says Maruya. “You just don’t realize it because we’re in different departments so we don’t always get to work with each other. One of the younger ladies said she appreciated just hearing some of the life experiences that we’ve gone through. As a leader, you don’t always realize that when you’re just talking, you’re actually mentoring without even knowing it.” Tara Balevi, a 29-year-old tax manager, joined the group for the opportunity to hear other people’s perspectives that aren’t part of her everyday routine and to learn from the strong women she looks up to in the firm. “It brought me closer to a group of women at my firm that I may not have connected with on this level before,” says Balevi. “This group had similar feelings, concerns and struggles that I faced and made me realize I am not alone.” Balevi also liked that the group took a collaborative approach which allowed for future meetings to be catered to this specific group of women. The leaders of this initiative emailed a choice of topics that might interest them plus the option of suggesting anything else. “An unexpected and wonderful outcome from that meeting was it connected me to a colleague who has since become a mentor for me,” says Balevi. “This connection wasn’t set up by the group but organically happened as a result of us all coming together.” David Savage, 38, a recently appointed partner who started as a summer intern 13 years ago, describes the firm’s culture as one that really promotes the values of

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collaboration and mentorship, especially of the younger staff. That’s something he’s experienced in his own journey at the firm. “I think mentorship is extremely important in terms of the idea of the transfer of knowledge, especially in our industry,” says Savage. “Working directly with many

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AND RESULTS ARE ACHIEVED.

of the partners here throughout my career has played a key role in my development. It’s been tremendously valuable to me, and it’s something I try to emulate when I’m working with the new summer interns who come into the firm. It’s just something ingrained in the culture.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Employee ownership powers growth at R.V. Anderson

ewsha Roshani never expected a fancy affair. But the associate and mechanical engineer with Toronto-based R.V. Anderson Associates Limited (RVA) was overwhelmed last November when so many of her colleagues at the engineering consulting firm showed up to celebrate her professional engineer, or P.Eng., designation. “It made me feel so appreciated,” she recalls. “It was an amazing feeling.” Right from the beginning in 2015, as a newly minted engineering grad from Oshawa’s Ontario Tech University, Roshani says she felt a sense of belonging and unlimited possibilities at the firm. Employee ownership helps foster a family atmosphere, she explains, and even top executives are approachable and accessible. Employees are invited to become associates based on years of experience and performance, making them eligible for profit-sharing. “There’s always an effort to make sure you’re growing,” says Roshani. “I’ve never, ever felt slowed down or that there’s a limit to where I can go within the organization.”

“There's always an effort to make sure you're growing. I've never felt slowed down or that there's a limit to where I can go within the organization.” — Newsha Roshani Associate & Mechanical Engineer The culture at RVA has always focused on ownership of the company, its project successes and client satisfaction, says president and CEO Shawn Scott. “We have always believed that when

people take ownership, great things can happen,” he notes. “The success of our culture rests on employee engagement.” As RVA grows, he says, the firm continues to develop its policies and structure to maintain its special culture. Recruiting the right candidates in a competitive job market is another key to success. Recognition as one of Canada’s Top Small and Medium Employers helps attract and retain that talent, says Scott. “At the heart of it, we look for employees who embody the spirit of entrepreneurship, yet understand the importance of giving back,” he says. “Our employees need to want to do great things for the company, for themselves, and for the communities we serve.” Among other causes, RVA’s engineers and employees have found a special way to give back by supporting the Engineers in Action Bridge Program, which brings together students from around the world to build footbridges in developing countries that connect people in isolated communities to essential resources. “On a recent footbridge in Bolivia,” says Scott, “our structural engineers supported University of Toronto students designing the project, while RVA provided a financial donation. “RVA’s involvement is entirely employee-driven,” he adds. “They chose the project, built the relationship with U of T, and wrote the business case for RVA’s support totally on their own initiative. It shows what we mean when we talk about ownership.” RVA’s benefits package was designed with a keen eye towards maintaining strong employee engagement. As part of a strategic planning process four years ago, the company looked closely at what it needed to do to excel as a place to work. The result, in part, was a range of new or improved employee benefits, including

RVA EMPLOYEES COLLABORATING ON A PROJECT an extra week of vacation at all levels, optional extended health coverage, top-up maternity leave income, sponsored gym memberships and flexible work schedules. RVA also launched an internet portal to improve communication across the firm, and Scott conducts an annual town hall meeting, inviting employees to submit

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questions or comments anonymously in advance. But perhaps the biggest benefit for Roshani is feeling like a valued member of the team. “We’re not just numbers,” she says. “I love the people that I’m working with and the environment and the opportunities that they’ve given me.” 

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WEEK, STARTING VACATION ALLOWANCE OF EXECUTIVE TEAM ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Rapid growth spells opportunity at RAPID RTC

tephen Onofriechuk rang in the Twenties in style at Winnipegbased software firm RAPID RTC – by advancing to the role of product manager. “I connect the sales and marketing side with the teams that develop our products,” he says regarding his new role. An industry-leading solutions provider, RAPID RTC offers lead generation and lead management software to manufacturers and dealerships in the automotive sector. Over the past 24 years, it has expanded internationally by helping businesses improve their digital lead management practices. Hired almost 15 years ago for network support, Onofriechuk, 36, has been with the firm virtually his entire professional life. “The best part of working at RAPID RTC is the opportunities it’s given me,” he says. “I have filled many different positions. I feel like I’ve grown with the company over time.” The company has 310 employees, having hired 40 in 2019; it expects to hire another 40 this year. Employees span the globe at locations in France, the U.K., the United States and at headquarters in Winnipeg. Recently advertised positions in Canada included infrastructure developer, .NET developer, product research analyst and online agent.

“People come to us because they want to have a meaningful impact with their work.” — Glen Demetrioff Founder, President & CEO “People join us, on the IT side, because they wish to expand their abilities to invent and create,” says RAPID RTC’s founder, president and CEO Glen Demetrioff. “We

RAPID RTC MATCHES STAFF DONATIONS TO LOCAL CHARITIES, MAKING POSSIBLE THIS LARGE GIFT TO THE CHILDREN'S WISH FOUNDATION are the inventors of the software code for our products. People come to us because they want to have a meaningful impact with their work.” With an expanding and motivated team, RAPID RTC takes pride in its career mentorship program. “We have leaders within the company assigned to mentor staff who want to move their careers forward,” says Demetrioff. “The mentors, who have multiple years of expertise in the same department as their mentees but are not their supervisors, counsel employees quarterly on their career paths.” The company encourages professional development by offering company-specific training and reimbursing costs for relevant courses. At any time, up to a quarter of the staff are engaged in additional learning. “When software developers join the company, they understand the methodology of developing, but we train them in the languages that we use,” says Demetrioff. RAPID RTC also strongly promotes

team-building. Each May it holds a relay race, based upon TV’s Amazing Race, on the University of Manitoba campus.“We have 95 per cent staff participation,” Demetrioff says. The winning team, which last year included Onofriechuk, is chauffeured in a limo to a top restaurant for an all-they-can-eat lunch. Every month, the leadership team at head office serves employees an appreciation lunch. The company also hosts family-friendly events for staff and their loved ones each year, which have consisted of outings like bowling, tailgate parties and a chili cook-off. Additionally, RAPID RTC supports the local community through annual charitable initiatives and a paid volunteer day for ev-

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ery employee. For 17 years, the company has enabled staff to donate a portion of their paycheque through its Payroll for the Needy program. The company matches each employee’s contribution. In the most recent campaign, matching donations yielded $147,000 for the Children’s Wish Foundation. Since the program started, donations have amounted to almost $900,000, benefitting other causes like the Salvation Army, the Christmas Cheer Board, Winnipeg Harvest and Winnipeg Children’s Hospital. “It’s really humbling to see our staff contribute,” says Demetrioff. “If you feel good about what you do at work, you’re willing to give generously to others.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Balance is big for employees at Redbrick

here are plenty of tech companies that talk the talk about work-life balance. Tobyn Sowden, CEO of Victoria-based Redbrick Technologies Inc., is determined to walk it, literally. He says he walks out the door by 4:30 p.m. each day, and he doesn’t take calls or follow messages after that or on weekends. “I practise work-life balance, and I encourage the leadership and the employees to practise that,” says Sowden. “After 4:30 p.m., people on my team can expect not to hear from me until tomorrow. I’m not just building a company, I’m also building my family. My wife and I have three young boys who are all demanding and also a blast to be around. So I structure my life to have boundaries.” And it’s not just the boss’s conceit. According to Amee Longpré, a senior web designer in the company’s Shared Services group, you won’t find anyone else there late either. “I usually leave at 4 or 4:30 p.m., and on the odd day when I stay til 5 or 5:30 p.m., it’s like a ghost town in here.”

“Everyone here is perfect for the team. We all have the same vision and DNA.” — Amee Longpré Senior Web Designer As Sowden says, it’s not surprising given the outdoor pleasures available on southern Vancouver Island, and people also start relatively early. Redbrick is the parent company to a portfolio of digital companies. Currently there are three including Shift, a productivity hub that combines browsing, email and messaging in one streamlined platform, and Assembly, a digital publishing company that produces content on such topics as health (facty.com),

travel (thegetaway.com) and home décor (thehabitat.com). Sowden’s own beginnings have a lot to do with how Redbrick recruits. “I had a phenomenal experience studying engineering at the University of Victoria, because I got exposed to the coop education program,” he says. His co-op placement was at Ontario Power Generation’s Pickering nuclear plant, outside Toronto. While there, he became drawn to computer science, eventually switched to it, and in his next placement joined a tech start-up. Now, he says, he’s a “huge believer” in the co-op system, and his company takes on 8-10 co-op students each semester from the University of Victoria and the University of British Columbia. Most are in computer science and software engineering, but some are business students. Some 10 per cent of those who complete the program move on to full-time jobs with Redbrick. Sowden says that beyond technical skill, the company looks for people who fit with its values, which the staff voted on in 2016. They include work-life balance, entrepreneurial innovation, communication, quality, and community. “I want to keep growing this team, the number of companies, and the number of things that we do, because I really love and enjoy it,” says Sowden. “And so my whole approach is I just want to continue to work with really great people that I enjoy spending time with.” For Longpré, who started as a junior designer with the company in 2013, there is plenty to enjoy too. In her work, she supports both Shift and Assembly, so there is plenty of variety. And, “I love the culture,” she says. “Everyone here is perfect for the team. We all have the same vision and DNA, we get along really well, and everyone works hard but they have fun, too.”

REDBRICK MEMBERS GATHERING IN THE GREAT ROOM OF THEIR NEW DOWNTOWN OFFICE IN VICTORIA, BC She notes there are cool events, like escape rooms, bowling and doing Victoria’s Rolling Barrel tour on a trolley where everybody pedals, as well as volunteering

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in support of homeless people or joining charity runs. Between that and the worklife balance, she says, “it makes you want to work harder when you’re here.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Flexibility empowers employees at Security Compass

t’s Monday morning but Jeff Bain, a senior software developer, isn’t concerned about biking to his job at Security Compass Ltd. during Toronto’s rush hour. Typically, he watches his six-month-old while his wife pops in the shower or walks the dog, although that will change when his son starts daycare and Bain has to get him there by 10. What’s nice is that whatever Bain needs to do for his home life will fit in easily with his work schedule because his employer doesn’t have set hours for employees. “There’s never been any discrimination about the time of day the work is done or worries that this will reflect poorly on you,” says Bain, who started as a co-op student at the software security company eight years ago. “Obviously you have to care about what you’re doing, but a big part of what makes it work here is the culture. It has to be led by a culture that respects work-life balance and the fact that people need time to rest.”

“Once you have this life-work balance, you realize how advantageous that is to you. When you feel empowered, you don't ever want to not have it.” — Michelle Brooks VP, People & Culture Bain also enjoys the flexibility to work either from home or the office as well as unlimited vacation. When he has meetings or needs to be more collaborative, he’s in the office; when he’s got a lot of individual work, he feels less likely to be interrupted at home. “If you work exclusively in one or the other environment, you kind of miss out,”

says Bain. “I’m more productive later in the evening once my wife and son go to sleep, because that’s when I find time to focus. It really fits my lifestyle.” Planning is often done on two-week cycles so people know when others are off and can be respectful of schedules and other people’s plans. “It’s important to have clear communication between what’s expected of you and how you can achieve that, while also taking advantage of things like longer or more frequent vacations,” says Bain. “As long as you’re getting your goal done, it doesn’t really matter how you achieve it.” Michelle Brooks, VP, people & culture, says leaders expect people to focus on getting their work done rather than on how much time goes into their workday. The company empowers employees to make good decisions that make sense for them personally and professionally, and holds them accountable to hit their deliverables. “It can sound like everyone’s just relaxing around here but no, there’s a great deal of hustle,” says Brooks. “Being a fast-growing company, we have really aggressive goals. It’s just that we allow employees to find a way to make that work with their lives.” Officially in place for about three years now, the policies work beautifully because of the employees, Brooks says. The key is hiring responsible people and training team leaders on how to make sure that it’s fair and equitable. “Where most companies default to really rigid policies, our policies just live in gray,” says Brooks. “It’s about empowering the employees and guiding them to make the right decision. It can be difficult but we find people self-regulate and are very driven towards their professional and personal goals.” While the policies are important to recruitment, Brooks finds it’s way more

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SECURITY COMPASS STAFF COMPETE IN A ROCK PAPER SCISSORS TOURNAMENT important in engagement and retention. “Once you have this life-work balance, you realize how advantageous that is to

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you,” says Brooks. “When you feel empowered, you don’t ever want to not have it.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Buddies ensure a great fit at Superior Glove Works

f you’re a new employee at Superior Glove Works Limited in Acton, Ont., and Debbie Kutasienski suggests that you come to work on Oct. 31 dressed for Halloween, it’s probably a good idea to start thinking about what you’ll wear. “It’s not a prank!” says Kutasienski, team lead, inside sales support. “Everybody really does show up all decked out in Halloween costumes. It’s a lot of fun.” That nugget of information is just the sort of insider knowledge that Kutasienski has shared in her role as a “buddy” in Superior’s new employee onboarding initiative. Launched in July 2019, the pilot program has helped some 35 new hires settle in at one of North America’s leading manufacturers of work gloves. The new employee is matched with a cross-functional buddy who follows guidelines from Human Resources and who’s also encouraged to put their own spin on rolling out the welcome mat. Whether simply pinpointing the nearest washroom – essential first-day intel – or accompanying the new employee to their first few company or social events, each buddy endeavours to foster collaboration and support the workplace culture.

“Making sure everyone feels they're part of the family is a core value, and one thing that unites families is shared experience.”

— Tony Geng Co-Owner & President

Kutasienski says that she also benefitted from the experience. “I was honoured to be asked to be one of the first buddies,” she says. “I also enjoyed getting to know somebody that I might not have met otherwise.”

For co-owner and president Tony Geng, ensuring the fast-growing company retains its family feel is personal. He enjoys taking a group of eight employees from different departments on a lunchtime excursion every week. Activities have included hiking part of the Bruce Trail, touring the track at the velodrome in nearby Milton, canoeing on the lake in downtown Acton, and lunch at Acton’s newest vegan restaurant followed by a visit to a decades-old local cheese shop. “Making sure everyone feels they’re part of the family is a core value, and one thing that unites families is shared experience,” explains Geng. The outings, along with charitable donations, also demonstrate the company’s commitment to the local community. Acton is on the northwestern outskirts of the Greater Toronto Area yet close to beautiful natural features such as the world-renowned Niagara Escarpment. In the 1800s, it was nicknamed Leathertown for the vast number of tanneries in the area. A variety of leather goods manufacturers also established businesses, including Acton Glove. In 1961, Geng’s father, Frank Geng, bought the company and renamed it Superior Glove Works. New technologies, including rapid advances in fibre science, have since made it possible to use materials other than leather to protect hands from cuts, impacts and other occupational hazards. From just five glove styles in 1961, the company now has a product range of over 3,500. Rather than expanding overseas, Superior added two plants in Newfoundland where the latest in string-knit gloves and sleeves are now produced. The pursuit of advanced new materials and methods continues. “We have a robust research and development department as well as a new product development department,” says Geng.

SUPERIOR GLOVE WORK'S PRESIDENT TONY GENG PRESENTING THE LONG SERVICE AWARD TO DONNA PORTY “We are committed to producing the most technically innovative gloves in the world.” Reinforcing that message, Superior presents a Thomas Edison Award to the employee from any department who suggests the best innovation implemented each year. The company also brings in cake to celebrate both the American inventor’s birthday and that of rival inventor Nikola Tesla.

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Canadian inventors are honoured, too, with main rooms bearing their names. Employees, for instance, can have lunch in rooms named for Frederick Banting (insulin) and Joseph Coyle (the egg carton) or work out like Superman in the Joe Shuster fitness room. “Innovation has become a buzzword,” says Geng, “but at Superior, it’s always been central to everything we do.” 

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OUR VISION IS A WORLD WHERE EVERY WORKER

COMES HOME SAFE Join us. Help us build that world. superiorglove.com/careers

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Trisura Guarantee underwrites a spirit of camaraderie

mily Thompson studied for a career in finance, not construction. Yet she wound up with both. While earning simultaneous degrees in math and business administration at university, she worked three co-op terms as a financial analyst at Trisura Guarantee Insurance Company, a Toronto-based specialty insurance and surety company. Contract surety is the underwriting of performance bonds for contractors bidding on construction projects. Thompson discovered during her co-op placement that “I really enjoyed surety.” After joining Trisura full-time in 2016, she advanced to her current role as a national underwriter in 2018. “Together with our broker partners, we develop innovative solutions to meet contractors’ surety needs,” she says. Thompson, who works out of the Montréal office, is one of the organization’s 131 employees across Canada (with about 100 at the Toronto head office). The parent company went public in 2017, and the following year launched an employee share purchase plan in which 87 per cent of staff are enrolled. “We want our employees to reap the rewards of their hard work,” says Cindy Grant, senior vice president, human resources. “It encourages a mindset of ownership and accountability in the decisions that everyone makes.”

“It's a culture of caring about our customers and about each other.”

— Cindy Grant Senior Vice President, Human Resources

Trisura’s workplace culture is one of collaboration, respect and consensus, while maintaining an entrepreneurial mindset, says Grant. “We’re always looking to find a solution and working together as a team to make that happen. It’s a culture of caring

TRISURA GUARANTEE STAFF VOLUNTEERING, AT RONALD MCDONALD HOUSE about our customers and about each other.” The company promotes the professional development of its employees. Many earn accreditations such as Certified Insurance Professional (CIP) or Associateship in Canadian Surety Bonding (ACSB). The company covers the cost of courses and registration. Thompson, who completed her ACSB last September, says it’s “hugely helpful” to her career. She has also benefitted from informal mentoring and the opportunity to attend conferences in her field. Each quarter, Chris Sekine, president and CEO, leads a town hall meeting attended by all staff. “We make sure to share information with employees so they know what’s going on in the organization,” says Grant, “and they have a chance to ask questions of the executive team. There’s an emphasis on transparency, which supports an apolitical environment.” Trisura’s social committee encourages a

spirit of camaraderie. It has organized a donut day and a popcorn day in which staff get together in the boardroom. A casual wine and cheese reception introduces staff from the branch offices when they visit head office for training. When an employee is getting married or expecting a baby, the office celebrates with cake and gifts. A 10-member employee committee organizes a series of charity events. Last year, for example, 20 employees cooked and served dinner for families at Ronald McDonald House. Staff also participated in the annual volleyball tournament, which fundraised for The Hospital for Sick Kids

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in Toronto, and the annual charity softball tournament, which benefitted Project Trauma Support. “It’s a fun way to bring everyone together,” says Thompson. Every September, staff contributes to the United Way campaign. The company itself donates to charity one per cent of its net underwriting income ($122,000 in 2019). When employees participate in a run or other charitable fundraising event, the company sponsors them up to $250 each. Trisura also gives each employee two paid volunteer days a year. Says Grant: “We think it’s really important that we take an active role in our communities.” 

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Our recipe for success? The perfect blend of purpose, planning and passion. Learn more at www.trisura.com Trisura Guarantee Insurance Company is a Canadian owned and operated Property and Casualty insurance company specializing in niche insurance and surety products. We are a proud supporter of the Insurance Brokers Association of Canada.

a step above

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

Just pitch it: Talk Shop invests in employee ventures

ccount manager Victoria Levy knows exactly why she finds working at Talk Shop Media Inc. in Vancouver “absolutely amazing”. She loves that the media and public relations firm gives her autonomy over her own work. “When I take on an account or a client, I have so much authority over coming up with a strategy and figuring out how to best meet the client’s objectives,” says Levy. “But I still have the full support of the partners, business directors and associates. So it’s this great combination of really getting to work on something and having the team support you need.” After starting as an account associate three years ago, Levy transitioned into her current role several months later through a self-directed action plan. She outlined her own goals and how to get there, with monthly check-ins with the company’s managing director for guidance.

“Our culture is about people who have that 'get it' factor. They're quick, nimble and have the ability to adapt and understand — they just get it.” — Sara Padidar Partner & Co-Founder “I have a passion for doing media training workshops and speaker training because that’s what I love and that’s the world I come from, so I get as many projects like that as possible,” says Levy. “But one of my team members is really into data, so now she writes a lot of technical reports because she's expressed such interest in it.” Levy says that playing to each employee’s strengths is a key area that differentiates Talk Shop.

“The company will see what you’re interested in or what you’re good at and find a way to bring you clients or projects like that, so you’re able to succeed because the work you’re doing is where your natural abilities live,” says Levy. “You spent a year learning the job, and then you’re encouraged to make it your own.” Sara Padidar, partner and co-founder, says she’s inspired by the team of sharp, dedicated people that she gets to work alongside every day. “Our culture is about people who have that ‘get it’ factor – they're quick, nimble and have the ability to adapt and understand – they just get it,” says Padidar. “But we’re also a culture that tries to foster everybody during their time here to accomplish what they want both at work and in life.” To that end, Talk Shop invests four per cent of its annual profit into employee co-founded businesses through an innovative program called In Residence. The purpose is to empower their own people with the skills, mentorship and capital necessary to incubate new ventures – all while keeping their full-time job. Anyone in the company can develop a pitch. “We’re incredibly business-minded and collaborative, so we really encourage people to pursue bright ideas – one of our core values,” says Padidar. “If we see a good idea, we’re not afraid to put our money where our mouth is. We didn’t want our people to feel they were limited to their career path here and wanted them to feel supported if there was something else they were interested in doing.” Wellness is another area that has evolved year after year. Padidar is very proud of the family-friendly policies the firm offers, with generous top-up payments, flexible work arrangements, time off and vacation that help people succeed in life as well as career. “We spend the majority of our time at

TALK SHOP MEDIA INVESTS 4% OF ITS NET PROFITS INTO NEW BUSINESSES CO-FOUNDED WITH EMPLOYEES work and in order to feel like we’re doing our best to be the most productive, to be the happiest most balanced individuals, we cannot just look through the lens of work exclusively,” says Padidar.

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“We have to consider wellness. Along with our benefits plan with counseling services and top health premiums, we offer in-house yoga and organic snack delivery. They’re small things but they all add up.” 

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Top Employers Do it Better A driven team of integrated marketing professionals with a business minded approach to your brand. LEARN MORE AT TALKSHOPMEDIA.COM

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

There’s a lot of variety at Vancouver Film Studios

n her 14 years with Vancouver Film Studios, Rachelle Lew has done everything from coordinating cellphone rentals to visiting film crews to stints in billing, IT, accounting and customer service. Now operations manager, Lew is one of many employees to build a long career at the full-service commercial, television and film production facility. “It’s not a big office so you have to be patient,” says Lew. “There isn’t a lot of turnover, but there is definitely opportunity.” Tracy Rogers had intended to work part-time for a couple of years to help get a Human Resources department up and running at VFS and affiliated McLean Group companies. That was 13 years ago; Rogers, like Lew, has found it impossible to leave. “I’m not kidding when I say I might be up in a helicopter one day and the next day be at the film studio doing something fun,” says Rogers, vice-president of human resources. “There are all these incredibly dynamic and different personalities: you have the creative passionate team on one side and a highly technical aviation team on the other.”

“We want rock stars to work for us, so our bar is high.” — Tracy Rogers Vice President, Human Resources As the first-ever carbon neutral production centre in Canada, VFS is also leading the way with its environmental sustainability practices. The company makes a consistent effort to help improve the community it is part of: employees have taken to the streets of their East Vancouver neighbourhood to clean up garbage, and company efforts were largely behind the rebirth of a severely polluted

EMPLOYEES OF VANCOUVER FILM STUDIOS DEVELOPING A GREEN THUMB IN THE COMMUNITY GARDEN creek that runs through the property. As a result, six years ago chum salmon – an endangered species -- came back to spawn in Still Creek for the first time in years. “From a corporate social responsibility perspective, companies want to do what they can to attract customers,” says Rogers. “But for VFS, it’s really been entrenched in the mantra of what we do. We have no garbage cans – everything is recycled – and there are so many other initiatives. The company really walks the walk.” For Lew and Rogers, the family-run company’s commitment to supporting local charities and projects is something more to be proud of. The McLean Group Endowment Fund is run by employees and is dedicated to helping those who don’t typically get a lot of money. A special

in-schools program for at-risk children, a breakfast program for disadvantaged kids, and children transitioning out of foster care are recent recipients of the fund. Employees raise their own money as well – an auction held recently in one of VFS’s massive studios pulled in about $6,000. The company also gives every employee two paid days off a year to volunteer wherever they want. “The family is incredibly generous,” says Rogers, “and that culture permeates every part of the company.” Because it is a family-run company,

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the owners know all the employees, and employees have direct access to the top whenever they need. “You don’t see many companies where you can talk to the owners,” says Lew. But as with any business, there are lots of policies and occasionally tough decisions have to be made. “We expect employees to excel,” says Rogers. “We want rock stars to work for us, so our bar is high. But for me, just knowing that if I’m dealing with an HR issue it will be handled with empathy is so important.” 

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2020

TWG seeks top talent from all over the world

n 2018, after four years working as a software engineer for a large international company, Hafsa Imran was looking for a change. With a bachelor’s degree in electrical and software engineering on her resume, she applied for a position with The Working Group Inc., usually known as TWG, a fast-growing software consulting and production company founded in 2002 and based in downtown Toronto. After a series of online interviews, TWG made Imran an offer, which she was delighted to accept. There was just one problem. Imran lived in Pakistan, where she was born and educated. She’d never been to Canada and didn’t have a Canadian work permit or visa. Until recently, that would have been an almost insurmountable hurdle. But TWG partnered with Global Skills Hub, which helps Canadian companies hire top international tech talent, to fast-track Imran’s visa application through the federal government’s Global Skills Strategy for expediting approvals for skilled workers. A process that used to take six to nine months was completed in just a few weeks.

“Whatever we build at TWG should represent Canada and Toronto in terms of diversity.” — Alisha Patel Senior Vice President, Human Resources & Finance The program was designed to address an estimated shortage of 220,000 tech workers created by Toronto’s rapid expansion as a global technology centre. Even though Canadian universities and colleges are producing large numbers of graduates in STEM subjects (science, technology, engineering and math), it’s not enough to meet the tech industry’s needs.

“For me, to get an opportunity like this in Canada was a very big deal,” Imran recalls. “In Pakistan, more people congratulated me for getting the visa than for getting the job.” For TWG, hiring Imran met two of its major corporate goals: finding the best people available anywhere and building its culture of equity, diversity and inclusion. The company conducts twice-yearly reports to track its progress in creating a more equitable, diverse and inclusive environment. “Whatever we build at TWG should represent Canada and Toronto in terms of diversity,” says Alisha Patel, senior vice president, human resources and finance. “We were looking specifically for female talent and Hafsa was a remarkable candidate. We thought she would be a great addition and she ultimately agreed. “We hire the best candidate for the role, but to create parity we have to lead with intention. There’s still a shortage of women in tech, and as we grow we must have more women in management. That typically starts with hiring for roles that can grow into managerial positions.” Imran was understandably nervous when she arrived in Canada. “I didn’t know anyone in Toronto and I had doubts about how I would do in another culture. But my first day at work was just amazing. The work environment at TWG is very diverse. Two people even talked to me in my language, Urdu. Overall, work was the most comfortable part of my life in my early days in Canada. “From a learning point of view, it’s great. There’s a vast choice of projects and no micromanagement. Work-life balance is very important here – if they see you working late, they ask how they can help. “One of the best things that happened was getting a promotion to senior full stack engineer after a year,” she adds. “It was very motivating.” Patel believes the key to TWG’s success

THE PHRASE "GOOD PEOPLE, GREAT WORK" RESONATES STRONGLY FOR EMPLOYEES AT THE WORKING GROUP INC. – it has grown from about 60 employees when she joined in 2015 to around 150 today – has been staying true to its vision and mission. “Our core values are embedded in

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everything we do,” she says. “They’re very clear and we really adhere to them. The culture is respectful, empathetic and humble. We’re all willing to learn from each other.” 

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