Canada's Top Small & Medium Employers (2021) by Canada's Top 100 Employers

BAM

2021

WINNERS

 At Montreal-based BAM Strategy, the firm encourages a unique concept: ‘careiosity’ – a workplace culture that emphasizes learning and making sure people care about what they are doing and are able to grow.

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A YEAR LIKE NO OTHER:

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THE COMPLETE LIST:

Canada’s Top Small & Medium Employers (2021)

AGILITY IN THE PANDEMIC:

How this year’s winners moved quickly

LEAF MOBILE INC

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ON THEIR ACHIEVEMENT OF BEING AWARDED ONE OF

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

TWG

2021

8 th Annual Edition

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, JUNIOR EDITOR

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT EXPERIENCE LEAD

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman Jane Doucet Don Hauka Patricia Hluchy D’Arcy Jenish Bruce McDougall Nora Underwood Barbara Wickens

©2021 Mediacorp Canada Inc. and The Globe and Mail. All rights reserved. CANADA’S TOP SMALL & MEDIUM EMPLOYERS is a registered trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

 Employees from Toronto-based web design and engineering firm The Working Group meeting for coffee pick-me-ups from a mobile vendor at the company’s annual summer camp.

Answering the pandemic with agility

s the pandemic took hold across Canada last year, few businesses could appreciate the scale and duration of the health, economic and other challenges that lay ahead. Overnight, the pandemic would overturn the underpinnings of small and medium businesses in all parts of the country, closing workplaces and sending millions of Canadians home. It’s still too early to be speaking definitely about all the lessons learned, but one of the remarkable things that took place in the pandemic’s first weeks and months was how quickly small and medium enterprises (SMEs) adapted to the change. Not only were many of these employers able to transition employees to working from home immediately, but many already had in place policies that allowed flexible work arrangements, including working from home. The best of these initiatives have been recognized with today’s announcement of Canada’s Top Small & Medium Employers for 2021. This year’s winners are drawn from every part of the country, but they share a common commitment to taking care of their employees and the communities where they operate. Across this year’s SME winners, almost 80 per cent offer paid sick days, 65 per cent provide financial support for mental health services,

and over 50 per cent let employees personalize their health benefits through health and wellness spending accounts. These existing policies gave our winners a head start when the pandemic arrived and employees’ needs changed overnight. In addition to being well-prepared, this year’s winners have answered the pandemic with exceptional agility. There was no playbook or ‘how to’ guide for employers when the pandemic arrived – but our SME winners responded quickly with remarkable initiatives and our announcement magazine is chock-full of their stories. Our editors’ detailed reasons for selection were also released online today at: www.ct100.ca/sme

This is our eighth edition of the Canada’s Top Small & Medium Employers competition. The selection criteria and methodology (see p.11) used by our editors from the Canada’s Top 100 Employers project have remained consistent since the SME competition was launched. If your organization would like to be considered for next year’s Canada’s Top Small & Medium Employers competition, please reach out to our editorial team at:

ct100@mediacorp.ca

– Tony Meehan

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Canada’s Top SME Employers show compassion and resilience in the face of crisis

also for a sense of camaraderie. Until staff can get together physically, companies have launched numerous online social activities to help keep employees in-touch while working from home. For example, Prophix Software Inc. holds virtual yoga classes twice a week, as well as e-games, an online book club and guided meditation, while R.F. Binnie & Associates keeps employees informed through the company’s “Bintranet” with peer-to-peer recognition and a newsreel of daily announcements. Giving back to the community is another hallmark of Canada’s Top SMEs. Notably, Rogers Insurance continued to support a number of charitable initiatives. Impressively, the firm donated approximately 6,000 volunteer hours on company time in the past year. That’s a benchmark we can all be inspired by. – Diane Jermyn

ISAAC

n a year like no other, we celebrate Canada’s Top Small and Medium Employers (SMEs) 2021, selected by Mediacorp Canada Inc., for their resilience in these challenging times. With SMEs employing 90 per cent of Canada’s private sector labour force, these companies have not only shown persistence and agility, but also compassion. Most outstanding are the myriad of initiatives targeting the well-being of employees, from increased safety measures on site to additional physical and mental health benefits for all. For instance, ISAAC Instruments Inc. includes coverage for online Best Doctors telemedicine service as part of its new health plan, and Groundswell Cloud Solutions offers employees a flexible health spending account plus access to mental health practitioners, all as part of its benefits plan. Staying connected has proved to be not only important for business, but

 An employee at Saint-Bruno, Que.-based ISAAC Instruments writes personalized Valentine’s Day notes for her colleagues.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

2021

STARTEC

WINNERS  Calgary-based Startec is active in giving back to the community, helping local unemployed tradespeople upgrade their skills to find work.

ET GROUP INC., Kitchener. Environmental consulting; 29 employees. Encourages employees to make an impact in their community with paid volunteer time off, along with an unlimited matching charitable donations program. ALTEK INDUSTRIAL SUPPLY INC., Edmonton. Industrial supplies; 53 employees. Helps employees save for the longer term through matching RSP contributions, up to five per cent of salary. AQUATIC INFORMATICS INC., Vancouver. Computer software; 74 employees. Offers maternity and parental leave top-up payments to employees who are new mothers or fathers, including adoptive parents. ARTIS REIT, Winnipeg. Real estate investment trust; 179 employees.

Encourages ongoing employee development with generous tuition subsidies for courses related and not directly related to their current position.

AM STRATEGY, Montreal. Advertising; 55 employees. Invests in ongoing employee development through in-house and online training options, as well as tuition subsidies for job-related courses. BEEDIE, Burnaby, B.C. Real estate development; 321 employees. Offers alternative work arrangements, including flexible hours, compressed work weeks and working from home options. BELLIN TREASURY SERVICES LTD., Vancouver. Custom software; 32 employees. Lets everyone share in the fruits of their labour through profit-sharing and a year-end bonus program.

BINARY STREAM SOFTWARE INC., Burnaby, B.C. Computer software; 57 employees. Hosted virtual yoga and meditation classes and weekly socials with games to help keep employees in-touch over the past year. BITS IN GLASS INC., Edmonton. Computer systems design; 81 employees. Encourages employees to volunteer with charitable and community initiatives with one half paid volunteer day and a matching charitable donation. BLUEARTH RENEWABLES INC., Calgary. Renewable power generation; 106 employees. Starts most employees with three weeks of paid vacation plus additional time off between Christmas and New Year’s. BROADSIGN CANADA CO., Montreal. Computer systems design; 157 employees.

Increased its wellness allowance by an additional $200 to help employees cover the cost of setting-up a comfortable home office.

AREBOOK TECHNOLOGIES INC., Montreal. Specialized computer software; 37 employees. Hosted virtual “5 à 7” social events to help employees stay in-touch with each other over the past year. CASCADIA METALS LTD., Delta, B.C. Metal wholesale and distribution; 245 employees. Provides employees with a generous mental health practitioners benefit as part of their health benefits plan, to $2,500 annually. CBCL LTD., Halifax. Engineering; 322 employees. Helps employees save for the long term through a defined contribution

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

2021 WINNERS

(CONT.)

pension plan and offers a phased-in retirement work option. CHES SPECIAL RISK INC., Toronto. Specialized insurance; 46 employees. Supports its new parents with maternity and parental leave top-up payments with the option to extend leave into an unpaid leave of absence. CLOUDWORKS CONSULTING SERVICES INC., Toronto. Cloud-based computing; 69 employees. Offers all employees the option to work from home with offices available for those who prefer to work onsite. COLAB SOFTWARE INC., St. John’s. Software; 20 employees. Offers employees a no-limit vacation policy along with up to five paid additional days off between Christmas and New Year’s. CONNECTED, Toronto. Software developer; 148 employees. Moved employees to work from home early in the pandemic and is reviewing a work-from home hybrid model for future of work.

cations; 500 employees. Provides access to a generous mental health practitioners benefit, up to $1,000 annually, through its employee benefits plan. DRONE DELIVERY CANADA CORP., Woodbridge, Ont. Drone-based courier services; 50 employees. Considers previous work experience when setting vacation entitlements for new candidates. DUNCAN CRAIG LLP, Edmonton. Law firm; 92 employees. Helps employees plan for life after work through retirement planning assistance services.

EXPERIENCEPOINT INC., Toronto. Human resources consulting; 55 employees. Encourages employees to lead healthy active lives with an employee-led Wellness Committee and a health benefits plan featuring a wellness spending account.

BM ARCHITECTURE | INTERIOR DESIGN, Halifax. Architecture; 36 employees. Features a dedicated mental health practitioner’s benefit, up to $500 annually, through its health benefits plan, plus a wellness spending account.

FINANCIALCAD CORP. / FINCAD, Surrey, B.C. Computer software; 94 employees. Starts new employees with four weeks of paid vacation with employees working to a maximum of six weeks over their careers.

ESENTIRE INC., Waterloo, Ont. Cybersecurity; 292 employees. Lets employees share in the company’s successes with a year-end bonus program that’s open to all employees.

FIRST CAPITAL REIT, Toronto. Real estate development and management; 371 employees. Allows employees to share in the company’s successes through a share purchase plan and a year-end bonus program open to all employees.

AST SIDE GAMES, Vancouver. Software publisher; 95 employees. Encourages employees to become recruiters for the firm with generous new employee referral bonuses, from $1,000 to $5,000.

FLAMAN SALES LTD., Saskatoon. Retail, farm machinery, equipment and home fitness; 391 employees. Supports ongoing employee development through in-house training along with tuition subsidies for courses related to their current position. FRESCHE SOLUTIONS INC., Montreal. Computer system design; 181 employees. Offers flexible hours, shortened work hours and working from home options. FRESHBOOKS, Toronto. Software publishers; 373 employees. Encourages employees to recruit their friends with generous new employee referral bonuses, up to $5,000, depending on the position. FULLER LANDAU LLP, Toronto. Accounting; 125 employees. Hosted virtual yoga and fitness sessions on a weekly basis to encourage employees to keep active while working from home. FUNDSERV INC., Toronto. Financial transaction processing; 100 employees.Lets

FBM

COPPERLEAF TECHNOLOGIES INC., Vancouver. Specialized computer software; 215 employees. Encourages employees to give back to the community with paid time off to volunteer (no set maximum) and matching charitable employee donations. CROESUS FINANSOFT, Laval, Que. Financial management software and services; 195 employees. Allows everyone share in the fruits of their labour through a year-end bonuses program that is open to all employees. CROWDRIFF INC., Toronto. Software developer; 106 employees. Offers employees a no-limit vacation policy, along with paid personal days to help employees balance work and personal lives.

IAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 301 employees. Starts new employees with three weeks paid vacation plus two paid personal days as well as summer and Christmas holiday shutdown days. DISTRIBUTEL COMMUNICATIONS LTD., Etobicoke, Ont. Telecommuni-

 Cabot Cliffs Halfway Hut in beautiful Inverness, Cape Breton, Nova Scotia, designed by Halifax-based FBM Architecture | Interior Design, one of this year’s winners.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

2021 WINNERS

(CONT.)

employees share in the company’s successes through a generous year-end bonus program.

REAT LITTLE BOX COMPANY LTD., Richmond, B.C. Box manufacturing; 296 employees. Rewards employee suggestions and cost-savings ideas with cash awards, up to $2,000.

GROUNDSWELL

GROUNDSWELL CLOUD SOLUTIONS INC., Vancouver. Cloud-based software services; 57 employees. Hosts regular workshops on topics ranging from stress management to nutrition to meditation.

UMANIA ASSURANCE INC., Saint-Hyacinthe, Que. Insurance; 180 employees. Offers in-house and online training options along with tuition subsidies for courses related and not directly related to employees’ current position.

LLUMITI INC., Thornhill, Ont. Computer consulting; 179 employees. Coordinated virtual coffee breaks and lunches to help employees keep connected over the past year.

 During the pandemic, Groundswell Cloud Solutions has boosted the morale of staff working from home by organizing impromptu 15-minute video calls among employees who normally don’t work together at the company.

INTEGRATED SUSTAINABILITY, Calgary. Environmental consulting; 75 employees. Provides maternity leave top-up payments for new mothers and parental top-up for new fathers and adoptive parents.

INVESTORCOM INC., Brantford, Ont. Computer software; 80 employees. Encourages employees to save with matching RSP contributions and lets everyone share the company’s success through a profit-sharing plan. ISAAC INSTRUMENTS INC., Saint-Bruno, Que. Commercial fleet tracking systems; 106 employees. Offers a new health plan including coverage for online Best Doctors telemedicine service and an in-house well-being program.

D.SILVER/JACOB BROS

ACOB BROS CONSTRUCTION INC., Surrey, B.C. Construction; 245 employees. Considers previous work experience when setting vacation entitlements for experienced candidates.

 An employee of Jacob Bros Construction directs traffic around a job site in downtown Vancouver.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

JOHNSTON GROUP INC., Winnipeg. Insurance and group benefits; 287 employees. Starts new employees with 3.2 weeks of paid vacation and offers additional paid personal days plus company-scheduled days off.

EIRTON INC., Surrey, B.C. Industrial equipment design and manufacturing; 47 employees. Supports ongoing employee development through in-house and online training courses as well as tuition subsidies for courses at outside academic institutions. KEYSTONE ENVIRONMENTAL LTD., Burnaby, B.C. Environmental consulting; 93 employees. Quickly moved many employees to work from home arrangements last year.

ICOLA WEALTH MANAGEMENT LTD., Vancouver. Investment management; 197 employees. Offers employees nearing retirement the advantage of phased-in work options, to help ease their transition. NOSEWORTHY CHAPMAN CHARTERED PROFESSIONAL ACCOUNTANTS, St. John’s. Accounting; 57 employees. Moved to an annual paid leave policy to combine vacation, sick and personal leave days.

LYMPIA FINANCIAL GROUP INC., Calgary. Trust, fiduciary and custody activities and related IT services; 213 employees. Supports ongoing employee development with tuition subsidies for courses related and not directly related to their current position.

LAROCHELLE GROUPE CONSEIL INC., Montreal. Information technology consulting; 113 employees. Provides a health spending account of up to $600 as well as access to a dedicated $400 mental health practitioners benefit.

PERLEY-ROBERTSON, HILL & MCDOUGALL LLP / S.R.L., Ottawa. Law; 110 employees. Helps employees save for life after work with contributions to a defined contribution pension plan.

LITCO LAW, Calgary. Law firm; 91 employees. Offers a vacation and personal time-off policy built around an unlimited vacation policy for all employees.

POINTS, Toronto. Customer loyalty program software; 250 employees. Encourages employees to plan for life after work through a matching RSP contribution program.

LOOPIO INC., Toronto. Software developer; 131 employees. Offers a phased-in return to work program for returning new parents along with a childcare subsidy of $2,000 per child for the first year.

PRAIRIECOAST EQUIPMENT, Mission, B.C. Farm, garden machinery and equipment distribution; 275 employees. Allows employees to apply for unpaid and educational leaves of absence.

ANE TECHNOLOGIES INC., Toronto. Computer software; 36 employees. Offers phased-in return-to-work options for new parents returning from parental leave.

CDOUGALL GAULEY LLP, Saskatoon. Law firm; 124 employees. Includes a health and wellness reimbursement of up to $500 as part of its health benefits plan. METOCEAN TELEMATICS LTD., Dartmouth, N.S. Communications technology; 88 employees. Offers up to nine paid personal days, which can be scheduled at employees’ discretion.

AYWORKS INC., Winnipeg. Payroll services; 319 employees. Offers a number of alternative work options, including flexible hours, shortened work weeks and working from home options.

NICOLA

(CONT.)

 Vancouver-based Nicola Wealth Management continued to grow during the pandemic, adding more than 40 new positions.

PREVUE HR SYSTEMS INC., Vancouver. Software; 23 employees. Offers one full year of maternity and parental leave top-up payments, to 100 per cent of salary, for new moms, dads and adoptive parents. PRIESTLY DEMOLITION INC., King, Ont. Remediation and demolition services; 352 employees. Helps employees save for the future through a defined contribution pension plan. PROMATION, Oakville, Ont. Tooling, automation and robotic systems

PAYWORKS

2021 WINNERS

 At Winnipeg-based Payworks, employees receive two paid days off each year to volunteer at local charities.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

(CONT.)

PRIESTLY

2021 WINNERS

manufacturer; 73 employees. Supports ongoing employee development with tuition subsidies up to $10,000 along with apprenticeships, mentoring and in-house training programs. PROPHIX SOFTWARE INC., Mississauga. Software developer; 228 employees.Hosted numerous online social activities to help keep employees in-touch while working from home including virtual yoga classes and guided meditation. PSB BOISJOLI LLP, Mont-Royal, Que. Accounting; 210 employees. Considers previous work experience when setting vacation entitlement experienced new candidates.

ATEHUB INC., Toronto. Financial services; 122 employees. Offers a generous year-end bonus program that is open to all employees. REDBRICK TECHNOLOGIES INC., Victoria. Custom computer programming; 67 employees. Offers referral bonuses for employees who successfully refer a friend, up to $2,000.

 Priestly Demolition employees clearing a construction site on Charles Street in downtown Toronto.

REID’S HERITAGE HOMES LTD., Cambridge, Ont. Housing construction; 167 employees. Organizes lunch and learns on various topics – such as healthy eating, cooking, wellness, organization and fitness – through its social and wellness committee.

REDBRICK

REPLICON INC., Calgary. Software; 68 employees. Encourages employees to continue their education with tuition subsidies for courses related to their current position, with no annual maximum. R.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 245 employees. Helps employees save for the longer term with generous non-matching RSP contributions. RIGHTEOUS GELATO LTD., Calgary. Gelato and sorbetto production and cafe; 34 employees. Moves full-time employees to an unlimited paid vacation after one of year of employment with the firm. ROGERS INSURANCE LTD., Calgary. Insurance; 391 employees. Supports employees with college-aged kids through an academic scholarship program.

 Employees from Victoria-based Redbrick Technologies volunteering at a local charity that provides housing, meals and resources to the city’s most vulnerable residents.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

(CONT.)

R.V. ANDERSON ASSOCIATES LTD., Toronto. Engineering consulting; 321 employees. Offers a variety of flexible work arrangements for new mothers when they are ready to return to work.

ECURITY COMPASS LTD., Toronto. Cyber security software; 194 employees. Manages a year-end bonus program that lets everyone share in the company’s successes.

SILVACOM LTD., Edmonton. Custom computer software and consulting; 67 employees. Allows employees to earn extra time off during the summer months through a formal earned days off program SILVERCHEF RENTALS INC., Vancouver. Commercial equipment merchant wholesalers; 47 employees. Provides a helpful health and lifestyle spending account that can be used for a variety of expenses, including ski passes and pet care. SIONNA INVESTMENT MANAGERS INC., Toronto. Investment management; 23 employees. Offers the option for new parents to extend their leave into an unpaid leave of absence. SOURCED GROUP INC., Toronto. Consulting; 62 employees. Moved employees to work from home early in the pandemic and ensured they were equipped to set-up comfortable home offices. STARTEC, Calgary. Commercial refrigeration systems; 186 employees. Encourages employees to plan ahead with retirement planning assistance services and matching RSP contributions. SUPERIOR GLOVE WORKS LTD., Acton, Ont. Apparel manufacturing; 355 employees. Encourages ongoing employee development through apprenticeships, mentorships, in-house and online training programs, and tuition subsidies for courses related to their current position. SYSGEN SOLUTIONS GROUP LTD., Calgary. Information technology consulting; 80 employees. Encourages employees to give back with up to three paid days off to volunteer and matching employee donations up to $5,000 per year. SYSTEM1 CANADA ULC, Guelph, Ont. Marketing; 66 employees. Created a

dedicated employee relief fund in response to the pandemic to help employees who might be in need of additional financial support.

ALK SHOP MEDIA INC. / TSM, Vancouver. Public relations; 43 employees. Offers a variety of flexible work options including compressed work weeks, telecommuting and reduced summer hours. THERATECHNOLOGIES INC., Montreal. Biopharmaceutical research and development; 42 employees. Encourages employees to continue their education with generous tuition subsidies for courses related and not directly related to their current position.

TRACKTIK

2021 WINNERS

THESCORE, Toronto. Digital media; 229 employees. Encourages employees to become owners through a share purchase program, available to all employees. THINKIFIC LABS INC., Vancouver. Online learning software; 109 employees. Offers an unlimited vacation policy for employees plus a holiday shutdown period between Christmas and New Year’s. TRACKTIK SOFTWARE INC., Montreal. Computer software; 157 employees. Encourages employees to become recruiters for the firm with generous new employee referral bonuses, from $2,000 to $5,000 depending on the position. TRANSLATIONAL RESEARCH IN ONCOLOGY, Edmonton. Clinical research; 76 employees. Offers matching RSP contributions and phased-in retirement work options to help employees make the transition into retirement. TRISURA GUARANTEE INSURANCE CO., Toronto. Insurance; 132 employees. Offers employees the option to purchase one additional week of vacation every year with the option to spread payroll deductions over the entire year.

BERFLIP, Toronto. Cloud-based marketing software; 137 employees. Supports its new moms and dads with maternity and parental leave top-up payments. UKEN INC., Toronto. Game developer; 90 employees. Offers a generous mental

 Employees at Montreal-based TrackTik Software taking time to celebrate Black History Month.

health practitioner’s benefit, up to $1,000 annually, as part of its health benefits plan.

ERB INTERACTIVE INC., Halifax. Marketing and advertising; 173 employees. Provides an IVF subsidy as part of its health benefits plan for new moms to be, if needed. VIDYARD, Kitchener, Ont. Software developer; 197 employees. Offers a no-limit vacation policy along with the option to apply for an unpaid leave of absence, determined on a case-by-case basis. VISIER SOLUTIONS INC., Vancouver. Software developer; 322 employees. Supports ongoing employee development with tuitions subsidies for courses related to their current position, along with in-house and online training programs. VOONYX INC., Quebec, Que. Computer software; 56 employees. Offers four weeks of starting vacation allowance and an additional five paid days off during the winter holiday.

ALTERFEDY, Kitchener, Ont. Architectural and engineering services; 171 employees. Helps

employees prepare for the future with retirement planning assistance services along with matching RSP contributions. WESGROUP EQUIPMENT LP, Surrey, B.C. Industrial machinery and equipment distribution; 175 employees. Supports ongoing employee development through apprenticeships, in-house and online training, and tuition subsidies for job-related courses. WORKING GROUP INC., THE, Toronto. Custom computer programming; 145 employees. Extends parental leave top-up to new dads and adoptive parents along with the option to extend their leave into an unpaid leave of absence.

E POWERGROUP INC., Richmond, B.C. Computer systems design; 222 employees. Offers salary increases for the completion of certain programs and attainment of professional accreditations, to five per cent of salary. ZYMEWORKS INC., Vancouver. Biopharmaceutical research and development; 173 employees. Encourages employees to get involved and support community initiatives through paid volunteer days off, up to five days annually – Diane Jermyn

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

2021

Methodology

 Prior to the pandemic, the annual holiday party at The Working Group was known for being a rather subdued affair.

Mediacorp’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 less than 500 employees worldwide. Non-profit organizations are not eligible. Employers are evaluated by the editors at Mediacorp using the same criteria as Mediacorp’s Top 100 Employers 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. Mediacorp’s 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. As well, the unique initiatives of each employer are taken into account. The Globe and Mail is not involved in the judging process. Mediacorp’s Top Small & Medium Employers is an annual national competition, and all applicants must pay a fee to enter. Any employer with its head office or principal place of business in Canada may apply regardless of size, whether private or public sector. –Diane Jermyn

BAM

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

 Montreal-based digital marketing firm BAM Strategy holds a weekly town hall-style video call with all employees, which aims to recreate the open style of its office space, which encourages a sharing of ideas and views.

MOVING QUICK LY In crisis times, Canada’s Top Small & Medium Employers have been at their agile best

hen the COVID-19 pandemic shut down so many Canadian workplaces in 2020, Canada’s Top Small & Medium Employers (SMEs) could fall back on a key element of their continuing success: their agility. “These are companies that are very fleet of foot,” says Richard Yerema, managing editor of Mediacorp Canada, which runs the annual competition. “They were able to move employees off site right out of the gate, early on, where in larger organizations the logistics of shifting the workforce to work from home could be a significant challenge, with multiple layers of employees and different contracts.

“Moreover, the SMEs, often involved in professional services or high tech, were already very well set up. They were building on policies for alternative work arrangements that they already had in place. In fact, often these were not-so-alternative arrangements, where people were regularly working from home at least some days of the week. It only remained to take some equipment home or add subsidies for a full home office.” Agility is indeed a key reason why many employees like working for Canada’s Top Small & Medium Employers, and not just in terms of the pandemic. Asked about the advantages of a smaller company, Oksane Kielbasinski of Calgary-based Integrated

Sustainability has a ready response: “Without a doubt, the ability to be a first mover,” says Kielbasinski, director, environmental, social and governance (ESG), sustainability & risk at the sustainable infrastructure firm. “You can very quickly adapt and evaluate new opportunities coming to the table. It’s always being prepared to change your strategy or be prepared to tweak your solution as new opportunities come forward. “And you don’t have to jump through so many bureaucratic hoops to get to some of these solutions,” she adds. At BAM Strategy, a digital-first marketing firm in Montréal, account supervisor

Bernande Duré remembers her former job at a large organization. “I was really working pretty much alone,” she says. “You would step into the office and it was silence. Everyone was working with their headphones – no one was talking to each other. When I came to BAM I was very surprised to see the open space, and an environment where you could talk to people and exchange views. It was a diverse potluck of people mixing different opinions and ideas.” Her colleague, Vivian Aranda, vicepresident of human resources and operations, notes that preserving “the family vibe” is of critical importance, especially when everyone is at home. BAM,

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

like many SMEs, holds a weekly town hall video call, known as BAM JAM, along with employee-led games and trivia, regular team and one-on-one check-ins, and lunch & learn sessions. Integrated Sustainability carries out many of the same events, including its Friday morning “Brewed Awakening” session to go over the week’s happenings. Many top SMEs have also stepped up their benefit support for staff, particularly in employee assistance programs for mental health, but Yerema says an improved standard of benefits is a continuing trend. In fact, it is a hallmark of the 100 winners of the Canada’s Top Small & Medium Employers competition. “This isn’t just a list of cool businesses,” notes Yerema. “These organizations are adding programs like parental and maternity leave top-ups that we see more represented every passing year.” Generous health and parental programs are supposed to be the province of large organizations, but increasingly, SMEs are competing for talent with some of the same attractions. Extended health benefits are pretty much the price of entry for top SMEs. And now, too, “they’re figuring out, maybe we can do a maternity and parental top-up like a big employer,” says Yerema. Perhaps the most intriguing development in the contrast between big and small is in time off. Many SMEs now allow employees to take unlimited days for themselves, whether it is called vacation, personal days or sick days. “It’s like a combined time-off program,” says Yerema. “You decide how to use it. There might be some restrictions on blocks of time, but it’s project-based.” Such unlimited-leave policies are a rarity at large employers, but Yerema says that close to 10 per cent of Canada’s Top Small & Medium Employers now have such a policy in place. That, notes Yerema, is one of the important services the SME list provides. “It’s designed to help people who are looking for work, of course, but it’s also for organizations to figure out how others are responding. Employers learn from one another. This has been an exceptional year, and it’s been fascinating to see how it has challenged organizations and put their policies to a real-world test.” And the best, of course, have responded with the agility that has always driven them. –Berton Woodward

CROWDRIFF

(CONT.)

 During the pandemic, Toronto-based visual marketing firm CrowdRiff replaced its in-office meetings with virtual meet-ups using Zoom and Slack, even using the technology to onboard new employees.

LOOPIO

M O V I N G Q U I C K LY

 Early in the pandemic, RFP software developer Loopio provided employees with a home desk budget, shared helpful guidelines for parents, and increased benefit coverage and support for mental health among other initiatives.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

BAM Strategy is all about care and curiosity

t BAM Strategy, a digital-first marketing agency in Montréal, with top clients such as Pepsico, Reckitt Benckiser and 3M, their trademark approach is a clever mantra they like to call 'Careiosity'. According to Vivian Aranda, vice-president of human resources and operations, it permeates everything they do. “This is what we really are,” says Aranda. “A diverse mix of people who deeply care about who they work with and the brands they work on, while being ever curious at the same time. For our clients, we’re curious about what we can do for them and how we can go above and beyond. And we apply that to our team, too. We’re very people-oriented and people-driven. Company benefits are just the beginning!” BAM also offers some thoughtful perks. Friday afternoons are off in the dog days of summer (the office itself is dog-friendly, too), there are unlimited sick and personal days, and the company is committed to recognizing milestone anniversaries, birthdays

 DESPITE WORKING FROM HOME, THE BAM TEAM STAYS TIGHTLY CONNECTED

It’s a very dynamic and creative culture. You feel it. Our positive vibe is what attracts people. — Vivian Aranda Vice-President of Human Resources and Operations

and accomplishments with gifts and events. The corporate culture is driven by company founder, Chris Emergui and president Lonn Shulkin. “It’s a culture of positivity and is very entrepreneurial, all the while being very human,” says Aranda. “It’s a very dynamic and creative culture. You feel it. Our positive vibe is what attracts people.” As for most companies,

COVID-19 has presented challenges in maintaining a tight-knit environment when people are working from home. “Ironically,” says Aranda, “the BAM team is probably closer now than ever.” Every week kicks off with a company-wide video call, aptly named BAM JAM, where the momentum is set with employee-led games and trivia. There are also regular check-ins, along with lunch and learn sessions.

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BAM Strategy / bamstrategy.com

At Christmas, BAM took it one step further – and six feet apart – where senior management personally delivered gift bags to each employee’s door. Having worked from home for the past year, Bernande Duré, an account supervisor on the Client Services team, knows first-hand how much the company has prioritized a feeling of togetherness. She says BAM has been very successful in maintaining team spirit, communication, fun and learning. This spirit extends to ways of working too, says Duré, who joined the company in 2018. “Even though I have a specific role, that doesn’t mean that I’m only doing what I need to be doing for my role,” she says. “I’m always here to support my teammates, in every department, and they’re always there for me too. So, the fact that we’ve all

been able to support each other is what makes the environment so good.” Duré appreciates the cross-company collaboration and inclusion that is so vital to a successful project. “We all feel that we’re part of the overall project from A to Z,” she says. “We let the experts be the experts, while being fiercely collaborative at the same time.” And Careiosity? Duré feels it.“The culture is really about learning and making sure that people care about what they're doing, and that they know they’re able to grow. That’s what sets the tone for who BAM is as a company. BAM really tries to push people forward in their career, making sure that they have all the tools and all the opportunities. And they make sure that overall, people feel like they’re an integral part of the agency.” 

44%

FULL-TIME STAFF IN CANADA

OF EMPLOYEES WERE BORN OUTSIDE OF CANADA

59%

65%

OF EMPLOYEES ARE WOMEN

Thanks to our team for making the journey matter, every day.

OF MANAGERS ARE WOMEN

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Binary Stream thrives on teamwork and learning

ylan Parker had all the attributes that Binary Stream Software Inc. looks for in a new employee when he began working for the company seven years ago, but he had no experience with enterprise accounting software. That experience came with time. “We look for the usual experience, education and skills,” says president and CEO Lak Chahal, “but alignment and culture fit are really important as well. Making sure the fit is right is in the best interest of the candidate as well as the team.” Binary Stream provides scalable software solutions to handle everything from subscription management to complex leases in the healthcare, financial, hospitality, real estate, manufacturing and technology industries. Certified as a Microsoft Gold Partner, the Burnaby, B.C.-based company has grown to serve global markets, providing innovative solutions to its customers and a culture of teamwork and continuous learning for its employees.

 AN EMPLOYEE AT BINARY STREAM SOFTWARE IS RECOGNIZED FOR THEIR LONG SERVICE TO THE COMPANY

Alignment and culture fit are really important. Making sure the fit is right is in the best interest of the candidate as well as the team. — Lak Chahal President and CEO

Parker went to work part-time for the company after he served an internship in his second year of computer science studies at Simon Fraser University. When he graduated with a bachelor of science degree, he joined the company full time. He was attracted, he says, by the environment, “where everyone works hard, wants to succeed and grow. There’s little or no politics here,” he adds.

“Everyone works as a team. If there’s an issue, everyone works together to solve it.” That approach was part of Chahal’s plan when he started the company in 1999, after emigrating to Canada from England. “If you come to work here you should feel safe, respected and encouraged to learn and grow,” he says. “After all, with knowledge-based workers, if you don’t keep up, you become

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obsolete in a short time.” Even as the company’s 69 employees have dispersed to work from home because of COVID-19, the emphasis on teamwork and learning has continued. “We hold a daily status update meeting to make sure everyone’s on the same page,” says Parker, “but instead of meeting every morning in the office, we do the same thing virtually.” Management also conducts a weekly 15-to-30-minute pulse check that enables employees to raise concerns and allows management to recognize employee contributions to the company’s success. “We didn’t want to lay anyone off,” says Chahal, “so that was a priority. Revenues did slow, but we decided to ride it out. Our goal still is to keep as many

people employed as possible.” In fact, he adds, the company has hired new employees during the pandemic as it pursues its ambition to become a global supplier. In the meantime, employees have raised $4,000 during the pandemic for local food banks, which the company matched with another $4,000. The company also provided Christmas wish list items to two families of women and children fleeing violence. Now the leader of an eight-member team focused on enterprise accounting software, Parker says his learning curve continues. “There’s so much to learn about accounting software, technology and platforms,” he says. “Becoming an expert in that is what I enjoy. After all, the more you learn, the more you can contribute.” 

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34%

OF EMPLOYEES ARE WOMEN

CHARITIES HELPED LAST YEAR

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Broadsign fosters team bonding – and staff ideas

“D

onut time” may not sound like a sophisticated management strategy, but at Montréal-based Broadsign it’s been an effective way to help employees deal with the isolation and disengagement brought on by COVID-19. Broadsign provides marketing technology to advertisers and media publishers to power out-ofhome campaigns on 425,000 signs across the globe. Yet with his staff at home staring at their computer screens all day, CEO Burr Smith says he’s been concerned about how staff is doing without the in-person camaraderie and mutual support that are central to Broadsign’s culture. So at least once a week, staff at the company use an app called Donut to have a virtual chat. “It’s an opportunity for employees at all levels to connect, and for someone in one part of the country to interact with somebody in another part of the world,” says Smith, who’s based in St. Louis, Missouri. “It also allows people from, say, the services department to interact with people in the

 EMPLOYEES AT MONTRÉAL-BASED BROADSIGN HAVE A LITTLE FUN WITH THEIR WARDROBE WHILE WORKING FROM HOME

They value ideas from any employee. There is no hierarchy – you can speak up and say whatever you think. — Khadija Chaabouni Product Owner

marketing department, just so employees can understand a little bit about their colleagues and build a sense of teamwork.” Broadsign also holds weekly “all-hands meetings” to share company news. And it has a number of recognition programs in which both the employee who gets the shout-out and the person who nominated them get a prize. Those and other measures seem to be having an impact: Burr notes that in 2020, Broadsign, which

is committed to increasing its employee-engagement score, was able to maintain the 80 per cent of the previous year. “During a remote period like this, it’s still a kind of victory.” Broadsign has also stepped up its efforts to let people move within the company when they feel they need a new challenge or that their expertise isn’t being fully utilized. “And to be honest,” Smith observes, “it’s in the best interest of the company, too, because it gives

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us an opportunity to keep a good person.” Smith says that amid COVID19, Broadsign has also ramped up its communication with clients. “They have been in the position where people are not out of home as much, and that could adversely affect their business. And we were able to increase our net promoter score – that’s asking your clients whether they would recommend you to someone else – by 14 or 15 points last year. That’s a pretty amazing thing to do at a time when your clients are under stress.” For Khadija Chaabouni, a Broadsign product owner, one of the many things she loves about the company is that everyone has a voice. “They value ideas from any employee. There is no hierarchy – you can speak up and say whatever you think.” At one point, Chaabouni, whose job essentially involves liaising

between customers and the engineering team, noticed that the there was a “broken process” in how to smoothly deal with emergency issues, and she suggested a fix. Management engaged other employees around her suggestion, which was then experimented with and tweaked. “Instead of having something introduced from the top down,” she says, “it was owned by other team members, and today it’s a working process that we use.” She also values all the employee training that Broadsign provides or supports. And for Smith, that’s a no-brainer. “The more we advance our people, the more they can do for us. There’s a little bit of a risk in that because somebody may take a professional course and then look somewhere else, but we have to provide a place people want to work at enough that they don’t want to work elsewhere.” 

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YEARS, AVERAGE AGE OF ALL EMPLOYEES

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People come first at Carebook Technologies

eanna Kent is used to working remotely. After all, she lives in Kelowna, B.C. but works for Montrealbased Carebook Technologies Inc., a small but fast-growing company that creates highly engaging, customer-centric digital health solutions for pharmacies, insurance providers, individuals and employers. Yet she has never felt isolated, or out of the proverbial loop. Carebook has always had a people-first outlook. The company says it believes in a world of connected, integrated health where people are empowered and an innovative team consistently strives to transform the healthcare landscape. With this, Carebook ensures that the team is highly functional with generous benefits and support. It has met the challenges of the pandemic through the same lens, further demonstrating how it cares for the health and well-being of employees. “Carebook is a really downto-earth, people-centric company,” says Kent, a writer and marketing manager. “It’s an exceptional place to work. The pandemic has amplified that for us as employees.” The company offers an

 MOVEMENT MOMENT IS A MEETING-FREE 30 MINUTES EVENT TACKED ONTO CAREBOOK’S LUNCH HOUR TO PRACTICE ANY PHYSICAL OR MENTAL WELLNESS ACTIVITY

There are no shortcuts. We make sure that our team feels well supported, that they have the tools to learn, and that they’re engaged in their work. — Stephanie Saheb Vice-President Operations

allowance of $150 per quarter to cover expenses related to setting up home offices. But it also gives employees the flexibility to spend the money as they see fit. “We let each individual decide what they need to stay productive,” says Stephanie Saheb, vice-president operations. “We didn't use a cookie-cutter approach and dictate what each team member should use their allowance for; instead, each team member decides how to spend it.”

That emphasis on flexibility extends to other initiatives. Early in the pandemic, Carebook introduced an event called “movement moment.” “Research shows that movement reduces stress, keeps people happy and combats feelings of depression,” says Saheb. Twice a week, lunch break is extended by 30 minutes to allow employees their “movement moment.” They can go for a jog, walk their dog, meditate or even get

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dinner ready – whatever brings them peace of mind. “I do yoga in my basement,” says Kent. “It’s huge for me. It’s good for your mind and body.” In order to promote camaraderie, the company encourages employees to post photos of their activities on an internal chat platform. “Our CEO is the first person to share what she’s doing,” says Saheb. “She says if she can carve out time in her busy day, everyone can and should.” It’s a great way to set the tone for the day and a feeling of togetherness within the company, she says. The company’s benefit plan is not only competitive, it is always evolving to meet staff needs. “Many of our employees are new parents,” says Saheb. “So we introduced a parental leave top-up program so that our new moms and dads could take time off to be a parent, and Carebook could alleviate the salary reduction while

on government parental leave. This encourages people to stay a little longer with their new families.” Carebook also offers employees a personal growth allowance of up to $1,000 a year. Again, the company allows considerable flexibility in how the money is used, provided it has relevance to their position. One person took a subscription to the Harvard Business Review. Others have used the allowance to cover the cost of online courses or to buy books pertinent to their work. And the company has added an interesting wrinkle to the program. Employees can “buy” days off to learn (using their allowance in exchange for days off) if they need time to take a course or read the books they have purchased. “Our approach is to put our people first,” says Saheb. “There are no shortcuts. We ensure that our people are well supported, they’re always learning and they’re engaged in their work.” 

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YEARS, AVERAGE AGE OF ALL EMPLOYEES

55%

WEEKS, STARTING VACATION ALLOWANCE

OF EXECUTIVE TEAM ARE WOMEN

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Learn and grow with like-minded people at CrowdRiff

efore Laura Naccarato joined Toronto-based CrowdRiff as a web developer in 2018, she was looking for an opportunity to expand her front-end knowledge to a more rounded “full-stack” position. “One of the things that really appealed to me is how available and approachable Dan and Abhi are,” she says. Naccarato is referring to CrowdRiff co-founders Dan Holowack and Abhi Ajgaonkar. When they launched their visual marketing software company for tourism and travel organizations in 2011, they didn’t have a broad vision of what they wanted their corporate culture to look like. They just knew they wanted to hire kind, driven employees who didn’t have egos. “We were looking to surround ourselves with like-minded people who wanted to solve problems through technology,” says chief executive officer Holowack, who met Ajgaonkar, the chief technology officer, at the University of Waterloo. “In those early days, our culture was based on our commitment to each other. As we grew, we thought about how to

 THE STAFF AT CROWDRIFF STAYS CONNECTED WHILE WORKING FROM HOME WITH A SOCIAL TEAM CHARCUTERIE NIGHT

What I love about working at CrowdRiff is that I have the freedom to be whatever I want professionally, and I get to work with a wonderful team.

— Laura Naccarato Web Developer

recognize and reinforce the culture we had established organically.” Soon the founders’ love for building things on the internet evolved into a passion for building their company. Naccarato was referred to CrowdRiff by a friend who worked there. “I knew it was a friendly environment, so socially it seemed like a good place because I like to have fun at work,” she says. “Professionally I was interested because I was a front-end developer, but I was interested in

learning the back end.” While front-end developers implement the visual elements that users see and interact with, back-end developers work on server and data architecture. “People have the ability to go in any direction they want to here,” says Naccarato, who has become a full-stack developer working on the front and back ends of projects. “When you’re in an environment where you’re trying to learn new things, I know I can

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ask anyone anything – that there are no dumb questions.” Last fall, Naccarato began working closely with her manager on a project to learn more about database architecture and how to build a data analytics pipeline. “It can be intimidating because it’s such a critical portion that sometimes you think, what if I delete everything by accident? I love learning from my manager, who is incredibly smart and with me every step of the way.” Holowack is happy to hear stories like that. “So often I see someone teaching someone else something,” he says. “We learn from each other every day, as well as from our customers.” Collaborating with co-workers has been more challenging since everyone was sent home to work due to COVID-19. And although they’ve been meeting on Slack, Zoom and phone calls, not being able to have impromptu water-

cooler conversations has made the experience a bit different. The pandemic has produced some silver linings, however. “We innovated and pivoted faster in 2020 than we might have otherwise,” says Holowack. “We’ve introduced new products for our customers, who are focusing less on international travel and more on highlighting local businesses to local travellers. We’ve proven that our value is very strong with our customers.” Even though Naccarato misses chatting with co-workers sitting near her at the office, she still feels connected to them – and to new employees. “We’ve had new team members join since the pandemic started, and I feel like they’re just as much a part of the team as anyone else. What I love about working at CrowdRiff is that I have the freedom to be whatever I want professionally, and I get to work with a wonderful team.” 

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OF EXECUTIVE TEAM ARE VISIBLE MINORITIES

CHARITIES HELPED LAST YEAR

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Distributel Communications bridges the digital divide

s a social sciences major at the University of Ottawa, Sean McDonald had never expected to work for a telecom company. But 11 years after joining Distributel Communications Limited, McDonald is proud to be part of a company that has staked its reputation on providing affordable internet access to Canadians, no matter where they live. Shortly after graduating in 2009, McDonald took a job within Distributel’s Ottawa call centre. He steadily worked his way up through more senior roles and is currently a product manager within the company’s marketing group. In that capacity, McDonald worked on Distributel’s groundbreaking partnership with Cree communities in northern Québec to provide the same level of high-speed internet access as urban Canadians enjoy – at the same prices offered in those markets. “Distributel has always positioned itself as a better alternative to the bigger telecom companies,” says McDonald. “We value doing the right thing, offering the best products at the best prices, and always putting the customer first. That’s what drew me to the company.”

 DISTRIBUTEL’S SEAN MCDONALD STARTING THE DAY EARLY WITH A VIRTUAL DEPARTMENT MEETING

Distributel has always positioned itself as a better alternative to the bigger telecom companies. — Sean McDonald Product Manager

Distributel, which serves both residential and business clients, is one of Canada’s leading independent telecommunications service providers. The company has long been a strong advocate for increasing competitiveness in the Canadian telecom sector and bridging what is known as the digital divide – the gap between wireless services in urban and rural communities. That mission took a big step forward in January 2021, when Distributel acquired Primus

Telecommunications, another leading independent telecom provider. “Acquiring Primus materially increases our size and enables us to provide all Canadians with fair prices and even more valuable services,” says Distributel CEO Matt Stein. “We look forward to the strength of our combined team through this acquisition; I can already see that our similar cultures are going to be an incredible fit with each other.” The company culture is a very purpose-driven one, says Isabelle

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Leger, Distributel’s director of human resources. “Our stated purpose is ‘connecting you to the people, passions and priorities that matter’,” she explains. “We pursue this goal by trying every day to live up to our core values, which include doing the right thing, working as a team, challenging the status quo, and possessing relentless curiosity.” That sense of purpose has only deepened throughout the company’s response to the COVID-19 pandemic, adds Leger. “As providers of an essential service, we’ve had an even more important role to play, whether it’s helping our business clients operate remotely or allowing our residential customers to stay connected with the people they love.” When the pandemic struck, Distributel’s first challenge was to migrate its own employees to working from home, something that happened in less than a week. The company also stepped up

efforts to maintain employee engagement and morale. Stein began hosting monthly CEO virtual town halls with all staff, while managers throughout the company were encouraged to regularly reach out to employees on a more individual basis. “We had always been a very caring company and one that valued twoway, open dialogue,” says Leger. “But working through the pandemic has brought those aspects of our workplace culture even more to the fore.” Distributel also responded swiftly to the pressures the pandemic placed on its customers, becoming the first Canadian telecommunications company to waive internet data caps and the first to make that move permanent, starting in August 2020. “Making that transition to unlimited internet is just another example of Distributel doing the right thing for the customer,” says McDonald. “It reaffirms why I’m glad to be working for this company.” 

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Drone Delivery Canada is flying high into the future

magine you’re having a heart attack. You’re lucky not to be alone and an ambulance is on the way, but it’s 20 minutes from your suburban home due to heavy traffic. According to the Canadian Heart and Stroke Association, survival drops significantly every minute without CPR or an automated external defibrillator (AED). What saves you is a drone, loaded with a portable AED, that arrives in time to your exact location. The future? Torontobased Drone Delivery Canada Corporation (DDC), a drone technology company, is already testing this scenario with its Sparrow model, in partnership with field paramedics in nearby Peel region and in conjunction with Toronto’s Sunnybrook Hospital. “In our simulated emergencies, we actually raced a team of professional paramedics with an ambulance against the drones to see which was quicker,” says Eric Chau, manager of engineering. “The drone is consistently able to arrive faster because it has the key advantage of flying over the traffic. We’re also testing people with different skill levels to see how they interact with the drone and

 DRONE DELIVERY CANADA CREW PREPARING ONE OF THEIR DRONES TO TAKE FLIGHT

If we can get to you in five minutes with a defibrillator, potentially we could be saving lives. — Michael Zahra President and CEO

the technology, which has gone very well.” President and CEO Michael Zahra expects the drones could be in use by late 2021. “From a technology point of view, we could do it tomorrow,” says Zahra. “We would set up a drone station at an ambulance, police or fire station – it comes down to the municipality or province funding it. But it’s definitely viable to see it happening in a community in

2021.” An emergency dispatcher could choose to send a preloaded drone from a landing station within the Sparrow’s range of 30 km. Using GPS, the company’s patented software plans the most direct route and remotely delivers the device with instructions on its interface. “If we can get to you in five minutes with a defibrillator, potentially we could be saving lives,” says Zahra. “We also have the Robin drone that can go 60 kilometres, so

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you can get a pretty good reach in suburban or rural environments.” DDC is also looking at other medical applications. For example, you could be canoeing in Ontario’s Algonquin Park when your child has an allergic reaction to a bee sting. An EpiPen could be sent by drone or an insulin syringe or snakebite kit. Another possibility is using drones to deliver vaccines to remote locations. “What we’re doing in many cases is groundbreaking in a new industry,” says Zahra. “Last year we launched two pandemicrelated projects with First Nations communities, Beausoleil First Nation and Georgina Island First Nation, to keep their vital supply chains open. These communities are particularly susceptible to the virus because they typically have poor healthcare infrastructure and often have underlying health issues like diabetes or asthma, so are particularly at risk.

“Using drones allows them to keep cargo moving, but limits person to person contact. We’re very proud that we could help improve their quality of life.” As much as Zahra sees the pandemic as a terrible thing, it has also raised the company’s profile because of its touchless delivery. “It’s generated more use cases and value for what we do, and shown society the greater benefits of drones,” says Zahra. “We can do deliveries to any kind of environment, First Nations or just remote communities in general, whether it’s healthcare products or emergency repair parts. Being able to help society during the pandemic is really a nice thing.” “As an engineer, it’s really cool not only to work on technology as a career, but to be able to test it yourself and then see it actually deployed in the real world with tangible benefits,” says Chau. “That’s very rewarding.” 

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OF MANAGERS ARE VISIBLE MINORITIES

Our People Values HONESTY We communicate fearlessly to build trust

Reimagining Your Career.

EXCELLENCE We care intensely about our success pursuing solutions tenaciously

Be a trailblazer and come join us as we change the world!

ACCOUNTABILITY We accomplish amazing amounts of work and celebrate wins

RESPECT We listen well, so we can understand better

TEAMWORK We leverage our collective genius, to pursue what's best for employees and stakeholders

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Duncan Craig stays close to its historic roots

n the 127 years that it has been in business, the law firm Duncan Craig LLP has scarcely budged from the intersection of Jasper Avenue and 100 Street in the heart of downtown Edmonton. “To the best of our knowledge, we’ve been within a block of this location for our entire existence,” says chief operating officer Greg Miskie. Both the city and the firm have come a long way since 1894 when William Short and his partner Charles Cross set up shop on the second floor of a modest wooden building on Jasper Avenue. Today, the firm occupies the top two-anda-half floors of 28-storey Scotia Place and the walls are adorned with reminders of the firm’s humble origins. “Our archives have pictures of our founding partners and pictures of the time when horse-drawn carriages were navigating the city’s muddy streets,” says Miskie. And the firm hasn’t strayed far from its historic roots in the Alberta capital. “We support owner-operated businesses and many of the institutions that support them,” he says. That became considerably more

 DUNCAN CRAIG STAFF AT THEIR 2019 FIRM GOLF TOURNAMENT

I’ve worked in the city’s legal community for a long time. Duncan Craig has an excellent reputation. People want to work here. —Erica Banick Director of People

difficult amid the COVID-19 pandemic. Face-to-face meetings with clients, which are an essential part of the business, had to be drastically curtailed and scheduled well in advance. Likewise, inperson meetings among partners, associates and staff, which were important for the firm’s culture of collegiality, have been reduced in favor of virtual meetings. Other long-established ways of working also had to change. The firm’s lawyers have long been

equipped with laptops and the ability to work remotely through a virtual private network. Such was not the case for the support staff. “In a very short period of time, our director of IT enabled the creation of a secure virtual private network that all staff could access remotely,” says Miskie. “We did our testing and had it up and running within four days and have continued to build remote access tools since then.” Erica Banick had her own

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uniquely steep learning curve. She joined the firm last fall as its director of people after a lengthy career in Edmonton’s legal community. “My role is to interact with and support people at all levels, not just staff,” she says. “It includes our associates, our partners and our senior administrators.” She had to adjust to a new workplace and meet a whole new cohort of colleagues with almost everyone working from home. “The transition has been so much easier than I expected,” says Banick. “I’ve worked in the city’s legal community for a long time. Duncan Craig has an excellent reputation. People want to work here.” She has joined the firm’s COVID-19 task force, which was established in the spring of 2020 and by early 2021 had held over 100 meetings. Administrators meet twice weekly while the management team gathers once

a week. Apart from dealing with fresh challenges, the task force has kept associates and staff well informed. Early in the pandemic, the firm’s managing partner, Darren Bieganek, hosted a virtual meeting for the entire law firm. He walked everyone through the challenges the firm was facing and the adjustments it would make to meet them. This was no easy conversation, says Miskie, but the meeting, as well as weekly communiques, “established that transparency and mutual respect would be important to sustaining our relationships during the pandemic.” Reflecting on those challenges, Bieganek says: “Our priority from the start has been to maintain the health and safety of our people, our families and, by extension, our community while supporting our clients. We are very proud of the way we came together as a firm to meet these challenges.” 

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70%

60%

OF EMPLOYEES ARE WOMEN

OF MANAGERS ARE WOMEN

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East Side Games plays well with its employees

ess than a decade ago, self-taught entrepreneur Josh Nilson co-founded Vancouver’s East Side Games (ESG) with just 12 employees and $300,000 in the bank. The company launched its first game with the goal of breaking even. Now, ESG is one of the country’s largest mobile game publishers, with 125 people working around the world. And in February, ESG was purchased by LEAF Mobile for $159 million. With the acquisition, LEAF Mobile made its debut on the Toronto Stock Exchange, becoming Canada’s largest publicly traded mobile games company. “We’re so proud to have East Side Games as part of the LEAF group,” says Darcy Taylor, CEO of LEAF Mobile. “The studio stood out to us not only for their ability to create the best games, but also for their ability to make an impact on their employees and peers, as demonstrated by this award. Company culture is a key factor when we look to grow the group.” ESG’s narrative-driven titles include Trailer Park Boys: Grea$y Money and Archer: Danger

 EAST SIDE GAMES CO-FOUNDER JOSH NILSON

At East Side Games, I genuinely feel that the founders and directors really care about us.

— Lucas Cochran Narrative Designer

Phone, both based on hit TV comedy series. Revenue comes from “micro-transactions” in which players buy things to enhance their playing experience, as well as some advertising. Every month, its products see well over a million active users. Nilson, ESG’s CEO, says the company started out wanting to offer casual games – ones for non-gamers. Another unique thing about ESG, he adds, is its involvement with game-development

communities. “We focus on our players, so you’ll see us at a lot of industry events – not just me but the entire team. We try to make sure that we’re having a positive impact on the Vancouver and Canadian gaming communities, and we’re active in growing technology in B.C. and across the country.” Social responsibility is also key to ESG’s DNA, Nilson observes. As someone of Métis descent, he is passionate about increasing

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the number of Indigenous people in tech and games in B.C., who account for just 0.5 per cent of the workforce nationwide. ESG is involved in a number of Indigenousfocused and other programs, including the imagineNATIVE Film + Media Arts Festival, as well as the Pacific Association of First Nations Women and YWCA Tech Connect. “One thing I am most proud of,” says Nilson, “was being honoured with a 2020 Business of Good Award in B.C. last year, and being recognized by our peers for giving back to our community.” ESG also takes pride in its supportive culture. “Before the pandemic, we had snacks and beer Fridays and workouts and yoga,” Nilson notes. “We still do team-wide virtual workouts every Tuesday and Thursday, and we focus on people’s mental health and make sure we’re balancing life and work.

“We’re one of the few game studios that has full maternal and paternal leave,” he adds, “with a full top-up for your salary while you’re away.” He says that at ESG, “everyone has the opportunity to take ownership of projects – we train entrepreneurs here.” That has been the case for narrative designer Lucas Cochran, who started at ESG as a community manager and, because of his experience as a television host, producer and writer, found time amid his busy set of responsibilities to help with scripts. That led to his promotion to narrative designer. “You don’t have to stand on a desk and say, ‘Look at me, look at what I’m doing,’” he says. “ The founders and directors really have their finger on the pulse of the studio. I’ve worked for a lot of people and at ESG, I genuinely feel that the founders and directors really care about us.” 

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Groundswell thrives on teamwork, passion and trust

efore Henry Zhao started working at Groundswell Cloud Solutions, Inc., many people had given him advice. “They said things like, ‘Enjoy what you do, and you’ll never feel you’ve worked a day in your life.’” “I thought they were painting a nice picture,” he says, “but the real world would be different.” In his first days at Groundswell, in 2018, he realized the advice was accurate. “My first mentor really looked out for my development,” says Zhao, team lead and senior technical consultant. “It was far more than a job. On Fridays, for example, we’d finish work at five, but then we’d stay for hours just talking about work and life. It was a nice experience right from the start. That’s what work should be like.” Founded in 2012, Vancouverbased Groundswell works with its clients to implement customer relationship management solutions that integrate functions such as marketing, sales, reporting and scheduling with

 THE SUMMER STAFF PICNIC FOR GROUNDSWELL CLOUD SOLUTIONS AT JERICHO BEACH IN VANCOUVER

It’s important that we have the right people on board, who share the same core values and hold the same passion for technology. — Brian Wiebe Founder and CEO

back-office systems, cloud apps and payment processing. “Our typical projects often push the boundaries of technology platforms,” says founder and CEO Brian Wiebe. “It’s important that we have the right people on board, who share the same core values and hold the same passion for technology.” Even though Zhao had graduated with a bachelor’s degree in computer science, he

had to learn from scratch about the company’s technology. “At the start, I was learning the technical side, how things work,” he says. “With more experience, my work became more clientfacing. “As time passed, my manager put more trust in me. Sometimes I had to jump into the deep end, so I was forced to learn faster. Soon, I was owning the whole project. It was a great

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

opportunity for me to grow.” When COVID-19 forced everyone to work from home, Groundswell’s values of teamwork, passion and trust prevailed among its employees. “Even though we’re not shoulder to shoulder,” says Wiebe, “we’re trying to create engagement in other ways.” The company provides health and wellness programs, for example, along with mindfulness and fitness sessions. It holds virtual Jeopardy games and online parties where people can mingle virtually. It conducts random 15-minute sessions in which employees interact with people on other teams whom they may not work with. Still, isolation affects people’s morale, says Zhao. “In the office, if you turn around there are people around you,” he says.

“Now that’s not the case.” Zhao’s team meets virtually three times a week to talk about their day and say what’s on their mind. Zhao also encourages his team to draw a firm line between their work and personal time. “It’s easy for those lines to get blurred,” he says. Despite COVID-19, Groundswell continues to expand and hire new employees. This becomes especially challenging when new employees immigrate to Canada, Wiebe says. “The first thing they do is quarantine.” But even quarantine presents an opportunity to bring Groundswell’s team together, Wiebe adds. “The last time someone joined us, one of our folks went out and bought and delivered groceries for them.” 

Our people deﬁne us. Join our team gscloudsolutions.com/careers

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Illumiti fosters a culture of care and empathy ust before the COVID-19 pandemic struck in March of 2020, Bryce Macken, an account executive with Illumiti Inc. and a blood cancer survivor, volunteered to co-chair the Light The Night Walk in Toronto, an annual fundraiser for The Leukemia & Lymphoma Society of Canada. It was his first time as executive chair and when he mentioned to Illumiti’s human resources director that he was meeting with the charity at the office to find out what was involved, the response was immediate. “Our HR team just jumped on it,” Macken recalls. “Illumiti took the reins from a corporate sponsorship standpoint and got the entire company on board. It was so touching and overwhelming.” Illumiti, a Toronto-based SAP Platinum Partner and leading systems integration and management consulting firm in North America, also matched employee donations as an additional incentive. The help was welcome, particularly after the walk changed to virtual due to the pandemic. Despite the challenges of fundraising during a pandemic and in financially uncertain times, the event raised nearly

 EMPLOYEES FROM ILLUMITI GATHERING TOGETHER FOR A PHOTO AT A SOCIAL EVENT IN 2019

I think we’re becoming more forgiving in our interactions with others and hopefully will remain that way. — Nir Orbach President and CEO

$1 million. “One of the most positive things about Illumiti is that everyone gets involved,” says Macken. “And that’s how they operate with fundraising. We held nine different benefits in 2020, all successfully run with a great turnout. For example, our Valentine’s Day raffle went really well, raising much needed funds for local food banks.” “It became clear early on, as many people were losing their jobs, that there was a much greater need

for food in our communities,” says Nir Orbach, president and CEO. “So, we implemented new initiatives to support community food banks and others specifically targeted to support the mental health of our city.” Another concern was keeping employees engaged since they were working remotely, and ensuring that the company culture of excellence through teamwork could be maintained. Initiatives included virtual morning coffees

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where people could drop in and chat, mid-day yoga led by a licensed practitioner, and activities from scavenger hunts to a rockpaper-scissors tournament. Orbach initiated intimate breakfast sessions with four or five people at a time to talk about whatever they liked, from what was going on in their households to how they were coping. “I found it extremely valuable to talk to everybody on a social level about their challenges, which also helped me form a perspective on what we could do,” says Orbach. “Just being able to talk to each other gives people a sense of camaraderie, that we’re a team and we care about each other.” One change Orbach believes will come out of this pandemic period is that empathy and compassion will have increased, something the company had already tried to foster. “Everybody is experiencing

challenges in their own personal lives – like when you’re on a call and people’s kids show up behind them, tugging at them to help with something or their pets come in,” he says. “I think we’re becoming more forgiving in our interactions with others and hopefully will remain that way.” Another is that Orbach has changed his perspective on how much work time needs to be in the office versus could be done remotely. And he says they will be continuing more initiatives that keep the team together socially, like yoga. “I was always concerned that if we didn’t have a significant portion of time at the office, we would start to erode the culture,” says Orbach. “What we’ve seen is that people may be a bit more distracted during the day, but will spend extra time after work hours to finish at a more convenient time. We can be a lot more flexible.” 

The digital economy is transforming lives at a whirlwind pace. Keep up with the right solutions for your business. illumiti.com

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Integrated Sustainability's spirit empowers employees

t may be a marker of life at Integrated Sustainability that every Friday morning they have a cleverly named “Brewed Awakening” session to discuss the week’s happenings. This is a company where both collaboration and good cheer are critical. “It’s a fun, dynamic group of people, and we like to laugh,” says Oksana Kielbasinski, director, environmental, social and governance (ESG), sustainability & risk. “We do work hard, but we also try not to take ourselves too seriously.” The Calgary-based, full-service infrastructure company, founded by president Stuart Torr in 2010, works on projects involving water, waste and energy that integrate sustainability principles to reduce emissions, waste and freshwater use. Working in industries including oil and gas, mining, municipal, and agriculture, it also has offices in Vancouver, Grande Prairie, Houston and Barbados, and bids for projects all over the world, such as in Ukraine and South Africa. “We have an entrepreneurial spirit,” says Kielbasinski. “That means we are continuously striving to be at the forefront of innovation and cutting-edge technology. This

 INTEGRATED SUSTAINABILITY EMPLOYEES HOLD A 'BREWED AWAKENING' MEETING EVERY FRIDAY

We do work hard, but we also try not to take ourselves too seriously. — Oksana Kielbasinski Director, ESG, Sustainability & Risk

spirit allows us to quickly adapt as the world throws new challenges at our business and our clients’. “That’s one of the main things that attracted me to Integrated Sustainability in the first place. The drive and the sustainable lens we use to evaluate projects and conduct business – that’s a big part of working here.” Junior mechanical engineer Amin Ghaziaskar agrees. Based in Vancouver, he works on water treatment and wastewater projects

in B.C., notably in the “Golden Triangle,” where B.C., Yukon and Alaska meet. “Everyone is ready to help each other out and push one another so we can continue to grow our skillset,” he says. “It’s driving for the best, in whatever we do.” Ghaziaskar joined the company in April 2020, a few months after graduation from Carleton University in Ottawa. That meant his early days with his new employer were entirely online due to

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the pandemic, but in more recent months, he was able to return to the office in Vancouver while Calgary continued to work from home. “The challenge there was for me to integrate, to feel that I’m part of the team,” he says. “Fortunately, that was well done. My manager was always reaching out and checking in on me. I was fresh out of school, and all my colleagues helped me out quite a bit.” Now Ghaziaskar is working on his P.Eng. designation, a fouryear-process, with supervision and mentorship from senior engineers in both Calgary and Vancouver. “If I need help from people with different expertise, I find it easy to connect with my co-workers and ask for help,” he says. Kielbasinski notes that the company is continuing to hire as projects come on stream. Given that the firm is typically involved throughout the lifecycle of a

project, it needs a wide range of specialties, including engineers, hydrogeologists, regulators, geotechnical experts, chemists and other scientists, construction professionals, and even finance people to help work the numbers. “We are definitely not just an engineering company,” says Kielbasinski with a laugh. Those people may also have the opportunity to be posted on projects outside Canada, she says. Before COVID-19 limited mobility, many staffers did stints in Texas, California and the Caribbean. The company, she adds, is excited by several current projects in the Caribbean that have significant, life-changing implications for local communities. “Even though we work out of different locations, we all work together. It’s not really locationdependent,” says Kielbasinski. “We are fortunate that we get to work with a great group of people.” 

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WEEKS PARENTAL LEAVE TOP-UP PAY

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Building a resilient future. Integrated Sustainability is proud to be among Canada’s Top Small & Medium Employers for the 4th consecutive year

Sustainable Infrastructure Specialists integratedsustainaBility.Ca/Careers

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Fun is a corporate value at ISAAC Instruments

hile he was still in university, Jacques DeLarochellière came up with a technological tool to help him improve his own performance as a race car driver. By 1999, he and his childhood friend, David Brillon – whom DeLarochellière calls a “software Jedi” – had turned that telemetric tool into a company, ISAAC Instruments, that is now one of the largest suppliers of cutting-edge technology to professional truck drivers in Québec. That young man’s drive to come up with ways to win is, almost 30 years later, part of the DNA at ISAAC (for Sir Isaac Newton), which has its home in a light-filled 37,000-square-foot building surrounded by masses of green space in Saint-Bruno-de-Montarville, Que. And the spirit of healthy competition pervades the collegial organization. “We compare what we do to sports quite a bit,” says DeLarochellière, ISAAC’s president. “We’re very competitive and we love to win.” To do that, it’s essential that

 CONTRIBUTORS AT ISAAC INSTRUMENTS AT THEIR ANNUAL USER CONFERENCE PRIOR TO COVID-19

There’s no reason to go to work and suffer. You should be enjoying your day. You should be feeling you can make a difference and you’re having fun doing it.

— Jacques DeLarochellière Co-Founder and President

everybody feels comfortable putting their ideas on the table. “In tech, you don’t want to lose a good idea,” DeLarochellière explains. And his staff knows not to hold back – even if it means rejection from time to time. “If it survives,” he says, “then it’s a good idea and we go forward with it, and it’s been transformed by the questions and the objections and the challenges, and now it’s the idea of the whole team.” Fun is a corporate value at

ISAAC, and rather than simply paying lip service to it there is a person in charge of it, full time. “It’s at the centre of what we do,” says DeLarochellière, “but it doesn’t make us less serious.” That person is Eric Lemelin. As ISAAC’s comfort agent, he is responsible for making sure that all demands and desires of the employees that can be met are met. These may take the form of barbecues, hockey tournaments, mindfulness or Zumba classes,

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

lunchtime speaker sessions, personal training sessions (as a former phys ed teacher, Lemelin himself can provide that) or organized drinks after work. “Jacques is the kind of man who likes to take care of his colleagues and he was doing everything personally, like giving awards,” says Lemelin. “But the way the company was growing, he was not able to continue to do it himself and he didn’t like that.” Lemelin has created small teams of people in different areas – composting, for example, or gardening (the company has its own vegetable garden). There is a full-size gym and fully equipped fitness room, Ping Pong, a pool table, showers and extras like a visiting hairdresser. “If you’re having a bad day, you can go and play a game of pool, even if it’s 3 p.m.,” says Lemelin. “Nobody is going to ask you why

you’re there. We have all kinds of tools to help people relax, to be happy.” DeLarochellière knows that if his work colleagues feel taken care of, they will work hard for their clients and happily. And, he adds, it doesn’t cost much to build a culture like the one at ISAAC. “We have someone who wakes up in the morning to take care of everything that is important, whether it’s sales, revenue, client experience, or whatever.” So, his feeling was, why shouldn’t someone be in charge of fun as well? “There’s no reason to go to work and suffer,” he says. “You should be enjoying your day. You should be feeling you can make a difference and you’re having fun doing it, and your clients are acknowledging that you’re making a difference to them. At the centre of our values is pride in our clients’ success.” 

A partner for your ambitions Propel your career! jobs.isaac.ca

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Johnston Group maintains its close-knit culture

s the world responded last year to the COVID19 pandemic, Johnston Group fielded an increasing number of inquiries to its Winnipeg office from advisers, employers and employees about their benefit coverage. “People were calling from out of the country to see if they still had coverage,” says Brittany Hart, a customer service rep at the time. “Other people wanted to know if they could make a disability claim.” As a third-party administrator specializing in group benefit programs, Johnston Group serves more than 30,000 businesses and their employees across Canada. In an average month, the company receives more than 26,000 calls and processes more than 3,000 health and dental claims on a typical day. As the pandemic accelerated, the days soon became far from typical for Johnston Group’s 287 employees. COVID-19 demanded more of them than ever before, says president Dave Angus, especially after the company sent

 DURING THE PANDEMIC, EMPLOYEES AT WINNIPEG-BASED JOHNSTON GROUP TOOK TIME TO SUPPORT A LOCAL BLOOD DONOR CLINIC

We help employers promote wellness among their own employees, so we have to walk the talk. — Dave Angus President

most of them home. “It took a lot of resilience,” he says. “They’ve been heroes through this pandemic.” About 30 per cent of the group’s employees deal directly with customers, while the rest administer programs, process claims, maintain its information technology and deliver other services like marketing and communications. To work at home, the company

provided them with necessary technology and office equipment such as computers, chairs and footrests, “everything we need to make us comfortable,” says Hart, who became a plan administrator at the company in February 2021. But for a company that thrives on a close-knit, family-oriented environment, a bigger challenge was ensuring the integrity of its culture.

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

“I’m a member of the social committee,” says Hart. “But how do you remain social in a pandemic?” With imagination and appropriate technology, Hart and her fellow committee members have kept employees engaged through activities like virtual bingo, escape rooms and even a holiday party with local entertainment. “Every two weeks we have a TV show, Coffee with Friends,” she adds. “It’s another way to stay in touch.” The company also sponsors a variety of initiatives such as Mindful Mondays, in which a specialist delivers a series of wellness programs, as well as online yoga sessions. Employees also have access to a digital health platform called Teladoc. “We’re in a business that focuses on wellness,” says Angus. “We help employers promote wellness

among their own employees, so we have to walk the talk.” Considering the stress of the pandemic on employees, Johnston Group ensures that they remain vigilant about their mental as well as physical health. “We talk about it constantly,” says Angus, “making sure that people are looking after themselves.” Under more normal circumstances, Johnston Group’s extensive participation in community activities gives Hart a sense of purpose beyond her work. “Twice a year we spend a day with Habitat for Humanity,” she says. “And we get involved with a lot of activities with the United Way. “Before I came here, I never had time to do any of these things. I’m looking forward to doing them again. It’s changed my life.” 

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It might be wild to think that work can make every person’s life better. Fortunately, we’re wild enough to try.

Proud to be selected as one of Canada’s Top Small & Medium Employers for 2021! Visit johnstongroup.ca

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Everyone is treated like an owner at Keirton Inc.

t makes Elena Niculae feel great knowing that every day, she’s helping the employees at Keirton Inc. take another step along their Journey To Success. The people and culture leader is passionate about empowering employees to continuously improve. “We’re happy to support our employees’ personal goals and we give them the support they need to achieve them,” says Niculae. “If you come up with a plan, we will back you up and give you whatever it takes to further your career development.” Founded in 2007 and headquartered in Surrey, B.C., Keirton provides cannabis processing technology. It creates custom engineered equipment for 80 per cent of the cannabis industry’s leading legal cannabis producers in over 30 countries. In the company’s Journey To Success program, employees write down their professional goals and their core values and post them on a wall for everyone to see. Each individual’s achievements contribute to the sense of collective corporate success, creating camaraderie and shared vision. Employees also enjoy a flatline

 KEIRTON CEO, JAY EVANS, PRESENTING AT THE COMPANY'S TOWNHALL

Everyone on the hiring team is asked if they could spend a full day in a canoe with the candidate they’ve interviewed. — Neil Diguangco Vice-President of Marketing

corporate culture where everyone is treated like an owner, senior management is accessible and anyone can contribute ideas and innovations. “We believe everyone has the ability to make an impact – that’s probably Keirton’s biggest strength,” says Neil Diguangco, vice-president of marketing. “As an employee, you can be heard and you can make a massive impact on the company no matter what role you have.”

To help them make that impact, Keirton provides its employees with extensive education programs, including leadership training through Dale Carnegie. Because engineering is at the core of the business, employees also get to attend institutions like MIT and Cornell University online. Continual personal improvement is a company core value. In addition, employees also enjoy an extensive, flexible benefits package which includes up to four

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

weeks vacation. Special emphasis is placed on mental health, an initiative initiated by Keirton CEO Jay Evans. Leaders conduct regular check-ins with their teams where individuals let the group know how they’re feeling by a “green, yellow, red” colour code. Mental wellness programs have been given a boost during the pandemic. The COVID-19 crisis presents challenges to Keirton in maintaining its close-knit, collegial corporate culture. But by switching social activities to online and holding smallscale activities like virtual contests and social events, employees still feel connected with one another. The company has also maintained its connection to communities with its extensive charitable giving programs. Keirton adopts a family for Christmas, stages clothing drives for women’s shelters and food drives for local communities as well as supporting Canuck Place Children’s Hospice. Spontaneous giving by

employees has also increased, with donation bins in the company’s offices filling up fast. Diguangco says the company’s culture is one of respect and shared purpose. And that might be because to get hired, every employee has to pass “the canoe test.” “Everyone on the hiring team is asked if they could spend a full day in a canoe with the candidate they’ve interviewed. If the answer is no, then the candidate is not a fit,” says Diguangco. Keirton has created a culture of togetherness and trust where employees feel safe and supported to be the best they can be. As the company continues to grow, Niculae is finding more room in the canoe for motivated employees. “We trust our people and if we give them the freedom to contribute to the company’s growth and meet their career goals while having fun and being unafraid of failure, then we’ve done our job,” says Niculae. 

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Keystone Environmental celebrates teamwork

n a COVID-19 pandemic version of the irresistible force/immovable object paradox, Keystone Environmental Ltd. had to find a way to reconcile two seemingly incompatible priorities – keeping everyone safe and healthy, and preserving the company’s carefully cultivated team culture. Many activities, including monthly check-in mentoring sessions where team leaders provide individual feedback and guidance to team members, migrated online alongside more routine workday pursuits at the Burnaby, B.C.-based firm. Replicating a strongly held core value like teamwork, however, required a different sort of ingenuity. Keystone Environmental, which has clients in the public and private sectors, specializes in environmental assessment, environmental engineering and environmental planning. The work is often collaborative, and an active social committee also helped promote bonds across departments with a range of fun monthly activities and special events. What’s more, senior members of the staff, including president Raminder Grewal, had an

 KEYSTONE ENVIRONMENTAL AND ITS EMPLOYEES SUPPORT A VARIETY OF LOCAL CHARITIES, SUCH AS THIS ORGANIZATION DEDICATED TO REDUCING PEDIATRIC RHEUMATIC DISEASE

Our strength is our people – they allow us to succeed. We want them to understand we really appreciate what they do for us. — Raminder Grewal President

open-door policy where employees could wander in at an apt moment for a chat, workrelated or not. Project engineer Matthew Barker says he’d never experienced that sort of accessibility until he started at Keystone Environmental in 2016. He adds that what attracted him was how the firm’s environmental work aligned with his values, but he quickly came to value the informal interactions and mentoring opportunities with his

more experienced co-workers. Working from home has generally gone smoothly, Barker says, but he began to miss the casual yet stimulating encounters that were the workplace norm. “If you lose those feelings of connectedness with your colleagues, then everybody’s just working for the dollar.” Enter the roving iPad, one of Keystone Environmental’s solutions for replicating one-on-one face time among co-workers. Employees at home can log in via their devices to

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

drive the wheeled apparatus around the office, which has remained open throughout the pandemic, to find who they’re looking for. “It looks even funnier than it sounds, but it works really well,” says Barker, adding he’s happy the firm’s working so hard to maintain its sense of cohesion. While Keystone Environmental encourages employees to work from home, it also ensured its office is safe for those who choose to be there. This includes implementing stringent COVID-19 health and safety protocols and daily health checks. Recognizing that the prolonged pandemic and the associated isolation were taking a toll on people’s mental health, the company also implemented an Employee and Family Assistance Program to ensure that employees and their families can get the support they need to get throughout the health crisis.

According to chief operating officer Ray Bertani, the company believes in taking a holistic approach when it comes to its employees, putting as much emphasis on mental and personal well-being as it does on professional development. This, along with the company’s promote-from-within policy, has resulted in many long-serving employees. Employee tenure milestones are commemorated in personally significant ways as well, with awards tailored to the individual employee. This has included family trips to Disneyland, New York City and Hong Kong and enrolling employees in art classes and racecar driving schools, to name just a few examples. For Grewal, these gestures just make sense. “Our strength is our people – they allow us to succeed,” he says. “We want them to understand we really appreciate what they do for us.” 

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Keystone Environmental Knowledge-Driven Results

Exciting Career Opportunties Await www.keystoneenvironmenal.ca/careers

33 years adapting to client needs and with the changing world.

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McDougall Gauley was prepared for the pandemic

ounded in 1891, the Saskatchewan-based law firm McDougall Gauley LLP survived two world wars and the Great Depression, as well as every other challenge the 20th century presented. Now, amid the COVID-19 pandemic of the new century, the firm is proving its resilience once again. The pandemic has created unprecedented challenges, says Mike Milani, a 41-year veteran of the firm and chair of the executive committee. A big one is how to maintain organizational cohesion and collegiality with most of the staff working remotely for the greater part of the past year. “One of the fears companies have with remote work is that the glue that holds firms and organizations together is being watered down because you don’t see your colleagues on a daily basis,” says Milani. “When COVID-19 rolled around, we had a vehicle in place for our people to be together while working remotely. It was more than just Zoom calls.” That vehicle was the culture and wellness committee. The firm created it several years ago with a

 MCDOUGALL GAULEY EMPLOYEES GO FOR A BIKE RIDE IN REGINA, SASKATCHEWAN

When COVID-19 rolled around, we had a vehicle in place for our people to be together while working remotely. It was more than just Zoom calls. —Mike Milani, Q.C. Chair of the Executive Committee

mandate to preserve and enhance the organization’s culture. Senior members of the staff serve on the committee, but they are open to suggestions from all levels. Milani calls it “pop-up” leadership. “Anybody in the firm, whatever their position, is equally able to bring forward ideas,” he says. Prior to the pandemic, the firm was actively encouraging physical and mental wellness. “Moving lunches was an initiative of one of the associates,” says Mavis Dzaka,

an administrative assistant in the Saskatoon office. “The idea was to get people moving midday. It could be a walk, a run or a workout. You feel refreshed with physical activity and if you’re refreshed, you’re more productive.” The firm also introduced twice-weekly meditation sessions, which took place in the boardroom over the lunch hour. The sessions were brief – 10 to 15 minutes – and led by one of the lawyers. “Everyone encouraged

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

us to participate, even senior management,” says Dzaka. “A core group always went and others would pop in from time to time.” Several years ago, the firm also put everyone – lawyers and staff – through workshops provided by Seattle-based The Pacific Institute, which offers sessions on a number of subjects, including culture enhancement and employee engagement. “We started from the premise that our culture was good, but we could all improve in the way we interact with each other,” says Milani. “We were fortunate to have done that because it provided additional skills to cope with the stress and unexpected events of the pandemic.” The culture and wellness committee has launched a number of initiatives during the pandemic to ensure that everyone remains connected even while working

remotely. These have included a virtual book club, after-hours bike rides over the summer and an electronic newsletter called The Roundup based on submissions from staff. “People submitted recipes, photos of their pets and things they were doing,” says Dzaka. “You got to see a personal side of your colleagues that you don’t always see.” Giving back to the community has always been a priority for McDougall Gauley. Over the past year, staffers contributed to several local fund-raising campaigns, including radio station Z99’s annual radiothon in support of the neonatal intensive care unit at Regina General Hospital. In addition, at Christmas, the firm gave everyone gift certificates that could be used to support local restaurants hit hard by the pandemic. 

124

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

66%

OF MANAGERS ARE WOMEN

CHARITIES HELPED LAST YEAR

Working apart pulls us together. SASKATOON (306) 653-1212 • REGINA (306) 757-1641 • MCDOUGALLGAULEY.COM

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Nicola Wealth Management thrives by thinking ahead

aced with the COVID19 pandemic, Nicola Wealth Management Ltd. went back to the future to protect its employees and keep its corporate culture strong. “We went back to our past to what we know works, which is a grassroots, collaborative approach,” says Heather Claridge, people and culture leader. “But we didn’t stop focusing on the future and our longer-term business strategy. We continued to hire because we knew we needed that for the future. We’ve hired over 40 people through the pandemic. We were thinking ahead while building on our past experience.” That approach has allowed Nicola Wealth to not just survive the pandemic, but thrive, benefiting employees, the community and clients. Headquartered in Vancouver, the company has an integrated approach to wealth management, including investments, risk management, tax and estate planning. It manages $9.2 billion in assets, advising institutions and high net worth families of all professions and backgrounds. When the pandemic hit, Nicola Wealth transformed from a face-toface, high-touch culture company to one where employees worked at

 DURING THE PANDEMIC, VANCOUVER-BASED NICOLA WEALTH CONTINUED TO GROW AND HIRED OVER 40 NEW EMPLOYEES

A really big takeaway for me was you can make the best of any situation if you just have a little bit of creativity. — Charis Whitbourne Marketing Communications Specialist

home and clients were on the screen instead of across the desk. Its existing corporate culture of innovation and collaboration helped the transition take place virtually overnight and nearly seamlessly. To support employees, Nicola Wealth set up a special communication site to post information, updates and resources like the latest news from the provincial health authorities. To stay in touch, the company did pulse checks and surveys to support employee health and

well-being. And to keep people engaged and connected, the social committee went into overdrive. Soon, employees were taking part in morning virtual coffee klatches, master classes and trivia nights and other activities to maintain togetherness. “A really big takeaway for me was you can make the best of any situation if you just have a little bit of creativity,” says Charis Whitbourne, marketing communications specialist and a member of

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

the social committee. “We’ve never faced a crisis like this, but I saw how if you just put your minds together, are positive and have a creative mindset, you can solve a lot of problems and make a difference.” Whitbourne also makes a difference on the company’s charity committee, which organized an employee donation campaign where Nicola Wealth matched individual donations up to $500. The campaign raised over $50,000 and was just one of several employee charitable initiatives. Reaching back to its core value of caring, Nicola Wealth also refused to reduce its 2020 charitable giving budget even though leaders didn’t know what the pandemic would do to their overall bottom line. In fact, the company distributed the full amount of funding to its charitable partners up front rather than in increments over the year. Charities like Food Banks Canada and BC Children’s Hospital benefited.

“Philanthropy is the cornerstone of our culture and we recognized that a lot of our charities were hit really hard and had a lot of unpredictability as to how and when funding would come,” says Claridge. “We really wanted to step up and do that because it’s just part of who we are – driven, collaborative, caring and innovative.” That’s the formula Nicola Wealth also uses to support its employees. A flexible benefits package features comprehensive health and wellness coverage tailored to the individual. But it’s the people and sense of purpose that makes the biggest difference for Whitbourne. “We have lots of people of different ages who all love working here. It’s a good place to work because giving back is what everybody values about the firm,” Whitbourne says. “Nicola Wealth embodies that value, whether that’s to employees, the community or clients.” 

197

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

58%

OF MANAGERS ARE WOMEN

CHARITIES HELPED LAST YEAR

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Community outreach is part of Payworks’ purpose

efore Nicole Stewart started at Winnipegbased Payworks Inc. in 2011, she didn’t know much about the payroll services company except that the founder, Barb Gamey, had a great reputation. What really drew Stewart to the then-smallish organization was the opportunity to build a human resources department from scratch. Nearly 10 years later, opportunity is part of what has kept Stewart, vice-president of human resources, at Payworks. “What Barb built in the first years of the organization was really a culture of engaging people from the start, of trusting that our staff have a skill and allowing them to use it,” says Stewart. “There’s just that opportunity to grow here and the encouragement to try something new, do something out of the ordinary, take a risk if we feel it will benefit the organization.” The pandemic offered other opportunities to try new things, and the shift to working remotely has been a big success. It has, however, presented new challenges to employees like business analyst

 EMPLOYEES AT WINNIPEG-BASED PAYWORKS RECEIVE TWO PAID DAYS OFF EACH YEAR TO VOLUNTEER AT A LOCAL CHARITY

It’s easy to come to work when it doesn’t feel like work. — Dee dela Cruz Business Analyst

Dee dela Cruz, who co-chairs the company’s annual workplace campaign for the United Way. Payworks’ commitment to the communities in which its employees live and work was a huge draw to dela Cruz six years ago. The company introduced an employee benefit called Pay It Forward Day a few years ago, offering employees two paid days off a year to volunteer for a charitable organization or community initiative they feel passionately about. Recently, the

company increased that to two days a year. “Rallying around the community is just part of our purpose,” says Stewart. “It’s part of why our employees come to work every day and it’s part of how we make decisions and how we deal with everything on a day-to-day basis.” While the pandemic has made volunteering more challenging, dela Cruz notes, employees have hardly come to a standstill. Many employees have found opportunities to

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

safely volunteer at local food banks, put together bagged lunches and assemble emergency kits, among other things. Making sure the annual United Way campaign was as successful as always even though it had to be virtual was particularly challenging. “You want employees’ support but you also want to be sensitive because we don’t know how the pandemic is impacting our colleagues and their families,” dela Cruz says. So when she put out a call for additional committee members, she was inundated with volunteers – to almost no one’s surprise. In fact, this year’s committee was the largest the company has ever had, and the company raised more money than ever before. “With all the uncertainty and the need to physically distance, I think this campaign was a way for people to take action, collectively come together, to connect, feel

some sense of control, and to show that although we can’t be there in person, we still care – care about each other and our communities,” she adds. Throughout the pandemic, senior leadership has taken many steps to ensure that employees feel heard and connected – doing everything from increasing mental health benefits by 400 per cent, hosting regular “fireside chats,” and offering virtual yoga as well as a new program that connects employees with experts on stress, debt and other topics. Still, there’s a real eagerness among the employees to be back together, and that speaks volumes about the culture. “We work hard for sure; we’re there to support our clients absolutely, but it doesn’t mean that it has to be at your desk, head down, no interaction,” says dela Cruz. “It’s easy to come to work when it doesn’t feel like work.” 

350

45%

91%

507

FULL-TIME STAFF IN CANADA

EMPLOYEE ENGAGEMENT SCORE, NOV. 2020

OF MANAGERS ARE WOMEN

STAFF VOLUNTEER HOURS LAST YEAR

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Promation steps up in the fight against COVID-19

ast year on April 1, Darryl Spector, president of Promation, got a call for help from a colleague affiliated with the University of Toronto who was working with doctors at the University Health Network. It was no joke. The doctors were forecasting ventilator shortages and sought a company that could rapidly develop a portable low-cost one for emergency use to treat COVID-19. The team at U of T had been working on an open-source design developed at the Massachusetts Institute of Technology, but the hospitals needed a manufacturable operational redesign, not a lab prototype. Promation, an Oakville, Ont.based manufacturer of tooling, automation and robotic solutions, responded immediately, committing pro-bono support for the project. The company, which provides custom-engineered solutions in three divisions – nuclear, automation and industrial – proved the ideal collaborator. “It was the most surreal phone call – it really hit home about what was going on with COVID-19,” says Spector. “The doctors were saying if they didn’t have this

 PROMATION’S STRONG COMMITMENT AND DEDICATION TO INNOVATION, ROBOTICS AND TECHNOLOGY ALLOWED THEM TO QUICKLY EMBRACE THE CALL TO ACTION TO SUPPORT THE NEED FOR VENTILATORS

The team brought their own passion and commitment to the cause, which speaks to a sense of engagement and values. —Darryl Spector President

device, people would be dying in the ICU. That’s when we doubled down to do whatever we could.” Spector presented the situation to some of his group, asking if they wanted to take it on – not as an assignment, but if it was something they wanted to do. “People jumped on it, drove it and owned it,” says Spector. “The team brought their own passion and commitment to the cause, which speaks to a sense of engagement and values, not compelled commitments

from the top down.” In just 68 hours, working around the clock, the Promation team produced an effective working prototype and 10 days later had a working plan, not only of the ventilator but also how to scale. Luckily, demand never became critical, but the company has continued the project, making it available globally as open-source domain, in case there’s a need in developing countries. Paras Bajaj, a controls designer

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

and programmer, anxiously tracked his colleagues’ progress on the ventilator. While he wasn’t directly involved, everyone was cheering them on. “Promation saw what was needed and came together to find a solution,” says Bajaj. “That was a proud moment. It was also important to continue with other project work so the company was able to avoid layoffs during the pandemic. We even had a surge in hiring new people and I’m proud of that too.” What Bajaj likes most about the company is how managers see the potential in people, rather than just judging experience, and let the employee grow. “Everyone is respected, whether you’re a recent college graduate like me or a very experienced person,” says Bajaj. “I’m given lots of opportunities to learn and participate in training. I’m learning something new every day.” Mainly working remotely since March, Bajaj says he’s become

25 YEAR

ANNIVERSARY

more confident communicating using video conferencing, finding it more efficient to get answers in real time rather than depending on email. Communication and collaboration are key in Promation’s solutions-driven work culture. “There’s definitely been an increased accommodation and acceptance of remote working during the pandemic,” says Spector, who adds this transpired while projecting to finish this fiscal year with 60 per cent growth over last year. “We’ve really switched more to output-focused and human-focused as opposed to clock punctual. “There’s also an increased consideration around the social, psychological and emotional considerations of staff. We’re talking a lot more with HR about what we do to promote health and mental health awareness. I want people to know we appreciate how they’ve barrelled through this time and carried the brunt of it on their backs.” 

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

200

CHARITIES HELPED LAST YEAR

STAFF VOLUNTEER HOURS LAST YEAR

Nuclear Automotive Pharmaceutical Aerospace Defence

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

PSB Boisjoli feels like family – and is family-friendly

s the new mother of a daughter named Chloé, Julie Thériault was delighted when she joined Montréal accounting firm PSB Boisjoli LLP (PSBB) as its marketing manager about five years ago. A big factor: its flexible working arrangements. The firm allowed her to work four days a week, and at home if she wished, making it easier for her to balance work and family. This arrangement is not unique to Thériault. The firm offers an alternative work arrangement program for folks in similar situations. In addition, with the advent of COVID-19 in 2020, she was particularly grateful that, with her daughter’s daycare shut down and her need to work at home, PSBB didn’t balk at accommodating her family needs. “It’s very difficult to focus on your work when your children are continually asking you to play with them,” she says. “It was a lot to deal with mentally because I couldn’t concentrate. But PSBB allowed me to further tweak my work schedule. The

 PSB BOISJOLI EMPLOYEES MEETING IN THEIR STAFF LOUNGE

The firm really understands what work-life balance means for moms and dads, particularly those with young families. — Julie Thériault Marketing Manager

firm really understands what work-life balance means for moms and dads, particularly those with young families. As long as you are responsible for your work, you can work on your own time.” Thériault notes that not all such organizations have that flexibility. And she says it reflects the caring culture of PSSB. “We have grown exponentially – when I first started we were

approximately 140 people, and now we’re about 215. But we’ve retained the same closeness. “Our managing partners, Marc Elman and Patrick Grosjean, are two great guys who are close to their people and have an opendoor policy,” she continues. “I know every single partner, I know most of their wives, their children, the names of their dogs. It’s a really comforting place to work at because it has the

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

close-knit family feel of a smaller firm.” For Thériault, another big positive at PSSB is its diverse staff and how it celebrates various ethnicities. “We want to embrace and showcase everyone’s culture and to educate our staff on the importance of each and every one of the various events, holidays and important dates – for instance, Black History Month, LGBTQ+ events, Chinese New Year, Hannukah.” In fact, the firm’s diversity campaign is shared on the company’s intranet and its social media platforms. Salima Rakkay, a junior auditor at PSSB who is studying for her certified public accountant designation and was born in Morocco, also appreciates PSSB’s emphasis on diversity. She says that also extends to females – she points out that there are many women in leadership

positions – and to junior employees like her, who she says have as much of a voice as anyone else. Rakkay started at PSSB as a summer intern while working on her undergrad accounting degree at Concordia University and then was a part-timer before getting hired full-time last October. She recalls being very impressed by the warmth and friendliness of the staff she encountered in PSSB’s recruitment activities, and is now part of the firm’s recruitment focus group. “Even though I’m a junior auditor, I have been given a lot of responsibility to organize meet-ups with the other members of the recruitment team and to organize recruitment events, and all my ideas are welcome and heard,” she says. “And you see that they have listened to you when your ideas actually come to fruition.” 

WHERE TOMORROW’S LEADERS SET A PATH FOR SUCCESS

215

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

50%

YEARS, LONGESTSERVING EMPLOYEE

OF MANAGEMENT TEAM ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Professional development is by design at RVA

wo days into a new administrative role at a big telecommunications company, Fran Willoughby knew she shouldn’t have taken the job. “No one came to introduce me around, and I felt like I was just a number,” she says. When a friend kept telling her how great it was to work at Toronto-based R.V. Anderson Associates Limited (RVA), her interest was piqued. Months later, Willoughby joined the consulting engineering firm – which specializes in water, wastewater, transportation, municipal, building services and urban development – as an administrative supervisor. That was in 1998, and today she is vice president, corporate services. “All of the building blocks are provided to staff to advance in their career,” she says. In her early days at the firm, Willoughby had both a “work buddy” and a mentor to show her around the office, introduce her to colleagues and provide guidance and support. It gave her a sense of belonging and was the close-knit corporate culture missing at her

 R.V. ANDERSON EMPLOYEES MAINTAIN SOCIAL WELLNESS WHILE SOCIALLY DISTANCING

Your career path here is both selfdriven and supported, with no limitation on your development. — Fran Willoughby Vice President, Corporate Services

previous workplace. As the years passed, whenever she indicated interest in a new area of the business, such as risk management and project budgeting, she was encouraged to learn about it. “Your career path here is both self-driven and supported, with no limitation on your development,” says Willoughby. “All of the building blocks for growth are provided to staff. As a result, 75 to 80 per cent of our people are

long-term employees.” On the other hand, it isn’t uncommon for employees who do leave to return. That’s the case with Rina Kurian, who joined RVA in 2007 as an environmental engineer and project manager. After almost six years, she wanted to leave to take on a project elsewhere – but with the intention of returning, if the opportunity and timing worked out. “It was a risk to go, but I felt

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

like maybe I could gain insight on how another company works,” says Kurian. “And it was a great experience to learn how other people do business.” Throughout the almost seven years she worked as a civil engineer at another firm, she continued socializing with her RVA co-workers, even attending their office Christmas parties. “I love the people!” says Kurian, who returned to RVA as a wastewater engineer in 2019. “I live a 20-minute walk from the office. When I was working at the other firm, my RVA co-workers would come hang out in my backyard on Fridays after work.” It wasn’t just the people who drew Kurian back – it was also the investment the firm is willing to make in its people. “RVA has spent thousands of dollars training me in project management,” she says. “At other companies,

professional development is often on your own time and with your own dollars. I’m willing to work on anything if it’ll help both my career path and the firm.” Three months after she returned to RVA, Kurian and her coworkers were sent home to work remotely due to COVID-19, where they remain. Although she misses the collegiality of the workplace – and the delicious baked treats people would bring in – she still feels connected. Virtual social activities such as bingo, trivia and coffee chats help foster those important relationships, as does working toward common goals. “Just like when we were together in person, a great workday is getting a deliverable out the door, which is a team effort,” says Kurian. “That kind of accomplishment is always a collaboration.” 

360

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

48%

OF EMPLOYEES ARE VISIBLE MINORITIES

CHARITIES HELPED LAST YEAR

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Redbrick thrives when staff connect – and disconnect

obyn Sowden, CEO of Redbrick Technologies Inc., is an ardent practitioner and promoter of work-life balance. But while working from home is often touted as conducive to achieving a healthy balance, that hasn’t been the philosophy at the Victoria-based tech company. As Sowden sees it, an essential element of work-life balance is maintaining clear boundaries between the two. But at home, he says, it’s not always easy to keep them separate. This is especially true, he adds, for those who can’t ignore their digital devices. “There shouldn’t be an expectation that people will be available 24/7,” says Sowden, who disconnects from work outside of clearly defined office hours to safeguard quality family time. Redbrick’s leadership and employees heed his example and encouragement. Redbrick is the parent organization to a growing portfolio of digital companies. Currently, the portfolio is made up of four digital companies across North America. Each has its own CEO, product offerings, and customers while Redbrick provides strategic leadership and shared services such as HR and finance.

 EARLY IN THE PANDEMIC, VICTORIA-BASED REDBRICK LET EMPLOYEES KNOW IT WOULD PROVIDE WHATEVER WAS NEEDED TO MAKE THEIR HOME WORKSPACES VIABLE

We have created an environment that encourages idea-sharing. Anyone can pitch in, ideas start to snowball, and that’s when something exciting happens. — Tobyn Sowden CEO

“We have created an environment that encourages idea-sharing,” Sowden says. “Anyone can pitch in, ideas start to snowball and that’s when something exciting happens.” That’s the reason he’s not a fan of the virtual workplace – it can be difficult to be spontaneous. But face-to-face, the creative self-starters who are drawn to Redbrick’s culture of entrepreneurial innovation can brainstorm whenever they want. Even so, when the COVID-19

pandemic caused widespread disruptions, Redbrick took a noholds-barred approach to ensuring its employees had the resources and support they needed to work safely and effectively from home. In fact, Nash Cook, senior content manager for Redbrick’s digital publishing company Assembly, says the company began tracking the pandemic early on and by the time it arrived in Canada he and his colleagues were already teleworking. “Whatever we needed to make

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

our workspace viable, Redbrick let us know they’d make it available,” he adds. The company also introduced measures to support employee well-being and Cook has been following such recommendations as practising yoga daily and taking frequent breaks outdoors, much to the delight of his 10-year-old dog. Cook and his wife had moved to Victoria from Austin, Texas, in early 2017 to be near her family. Thanks to previous visits with them, he was familiar with the B.C. capital region and all it has to offer. This includes a booming tech sector and Cook, whose resumé includes stints with top U.S. tech giants, was confident he’d find work. The search effectively ended at his first job interview – with Sowden – and Cook hasn’t looked back. “Every year, there’s a new challenge,” he says, pleased his responsibilities with Assembly have kept growing. “They care about our careers.” In 2020, the digital publisher

added two new titles to its roster for a total of six in-house publications. Assembly also inked its first partnership with a traditional, print-based publisher to remake its web properties and help grow its audience. There were significant developments elsewhere within Redbrick as well. In March 2020 it acquired its fourth digital business, Leadpages, a Minneapolis-based, no-code website and landing page builder that helps entrepreneurs establish and grow their businesses online. As for Sowden, he says he has a new perspective on telework. Staff in Victoria largely adapted well to their new working conditions while Leadpages’ employees were already successfully dividing their workdays between the office and home. He even suggests Redbrick may adopt the hybrid model when the pandemic abates to the point people can return to the office. “The pandemic has reminded us all about the importance of flexibility.” 

75%

UP TO

FULL-TIME STAFF IN CANADA

PARENTAL LEAVE OF SALARY FOR 52 WEEKS

40%

YEARS, AVERAGE AGE OF ALL EMPLOYEES

OF THE EXECUTIVE TEAM ARE WOMEN

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Righteous Gelato serves up a purpose-driven spoonful

hether it’s the product itself or the way it’s made and marketed, Righteous Gelato strives to live up to its name. The Calgary-based-company began life in 2009 when CEO James Boettcher, then with just $1,800 in his bank account, acquired a small gelato shop. Today, pints of Righteous Gelato are available on grocery shelves across Canada and in three U.S. states as well. While commercial success is gratifying, says Boettcher, “it’s really about growing a company dedicated to doing the right thing and having a positive impact on the community and the environment.” It’s also about creating an inclusive and tight-knit workplace that “honours old-school values of treating others the way you’d like to be treated,” he adds. The company is committed to donating one per cent of annual revenues, or 10 per cent of profits, to community organizations. Those donations are focused on three key areas: reducing poverty and food insecurity; ending domestic violence; and creating opportunities for youth.

 EMPLOYEES AT CALGARY-BASED RIGHTEOUS GELATO RECEIVE UP TO 20 PAID HOURS ANNUALLY TO VOLUNTEER AT LOCAL CHARITIES

It’s really about growing a company dedicated to doing the right thing and having a positive impact on the community and the environment. — James Boettcher Chief Executive Officer

All team members are given up to 20 paid hours a year to volunteer, with the company organizing shifts at local food banks, drop-in centres and women’s shelters. The product itself is locally sourced as much as possible and marketed in pints made of recyclable plastic rather than the traditional wax-lined cartons that end up in landfills. The manufacturing plant, which is part of the Gelato Factory & Coffee Bar complex that also

houses the company offices, was designed for sustainability and diverts 95 per cent of its waste product away from landfills. The company is very deliberative in its interviewing and onboarding process. New hires are given 90 days to get to know their coworkers – and vice versa – and start with signing a non-discrimination “belonging commitment” in which they agree to treat all team members with dignity and respect. When it comes to new recruits,

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Boettcher says the company looks for “self-starters and people who want to be part of something bigger than themselves.” Prior to joining Righteous Gelato three years ago as Boettcher’s executive assistant, Shannon Neuman worked for many years in a similar capacity for executives in the real estate industry. “I was feeling drawn toward working for a purpose-driven organization,” says Neuman. “As I researched this company, I found its values really aligned with my own.” Just walking into the head office – Neuman describes it as a “Google meets Willy Wonka kind of place” – she knew she had landed somewhere unique. “It’s such a different place. You see the gelato made on site and then you sit down every day for team lunches with a hot meal made in-house.” Like all new recruits, Neuman was tasked in the first two weeks

with seeking out all 40 fellow team members and asking for a “fun fact” about them. She then got to recount those facts in front of the whole group. “It sets the tone from day one,” she says. “It’s a very collaborative, team-based culture. There’s no room for egos and authentic communication is really valued.” In addition to her executive assistant duties, Neuman helps research and develop initiatives advocated by Boettcher, including a policy that now provides employees with up to 18 months of paid parental leave. As a single mother, Neuman deeply appreciates another company policy known as “gotta go.” This means any employee who has to leave suddenly to deal with a personal issue can do so, no questions asked. “I have a very busy life,” she says, “and this company helps me be my best, both at work and at home.” 

60%

141

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

OF MANAGERS ARE WOMEN

CHARITIES HELPED LAST YEAR

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Rogers Insurance puts the ‘fun it’ into the workplace

rior to the COVID-19 pandemic, Calgarybased Rogers Insurance prided itself on providing a very sociable, funbased workplace culture. The committee that organizes most of the office’s social activities is the aptly named “fun squad.” On Halloween, employees would dress in costume and participate in haunted house competitions. On Valentine’s Day, there would be an on-site “candy bar.” The biggest celebration of the year was the annual Christmas party, held over two days in Kananaskis Provincial Park, in the heart of the Canadian Rockies. The pandemic tempered most of these activities, replacing them with virtual get-togethers. Through it all, though, the fun squad and others continued to inject some levity. For example, one team group decided that, once a week, they would dress up for their regular Zoom business meeting. “We had a different theme each week,” explains Aliya Daya, new business specialist with Rogers Insurance. “One week, everyone dressed up as their favourite character from the TV show Tiger King. Another time, everyone wore their favorite colour; one person

 ROGERS INSURANCE EMPLOYEES CELEBRATE DOG APPRECIATION DAY

From the most senior executive to the most junior colleague, your services and expertise are respected and valued. — Aliya Daya New Business Specialist

showed up as a rainbow.” Still, it’s not been quite the same as when all 200 head office employees assembled in the Calgary headquarters. “I miss the people,” says Lindsay Mather, vice president, human resources, who is one of only a handful of staffers who continued to work in the office most days. “I miss the hustle and bustle of the lunchroom, the smiling faces in the elevator, the interaction and social connection.”

And then there are the dogs. “I also miss the dogs,” says Mather. “We’re a dog-friendly office and there would be a dozen dogs here on any given day.” For all of that, both Daya and Mather say that Rogers Insurance has stayed true to its four core values: fun it; own it; win it; and respect it. An employee-owned company, Rogers Insurance stresses the importance of team members taking ownership over their individual and

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

collective responsibilities. Winning is about being the best you can be and working together to grow the business. And respect is how everyone expects to be treated and is expected to treat others. “Everyone is held to the same standards,” says Daya, an 11-year veteran of the company, which is one of Canada’s largest independently owned insurance brokers. “From the most senior executive to the most junior colleague, your services and expertise are respected and valued.” Rogers Insurance also prides itself on cultivating a “culture of recognition.” The company annually recognizes 15 “Rock Stars” – high-performing individuals who embody the four core values. In terms of career development, Rogers Insurance has a knack for attracting and retaining people who never thought they’d work in the insurance industry. Daya, whose mother worked in insurance, was initially determined

to give the industry a pass. When she joined Rogers Insurance as an associate, she only intended to stay for two years. “But they created new roles for me, allowed me to grow and played to my strengths and what I love to do,” she says. Mather, who previously worked in the oil and gas industry, wanted to get away from its inherent boomand-bust cycles. “Insurance didn’t have the same glamour or attention, but it really should,” she says. “I’ve learned that it’s interesting, challenging, constantly evolving – as well as a stable career choice.” Mather is also looking forward to the “new normal” once the pandemic has passed. “People have become accustomed to working from home, so we’ll offer that flexibility,” she acknowledges. “But we have no interest in everyone working from home full-time forever. It’s more fun to be together.” 

391

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

55%

WEEKS, STARTING VACATION ALLOWANCE

OF EXECUTIVE TEAM ARE WOMEN

We’re proud to be one of Canada’s Top Small & Medium Employers. Building your career should be fun! Find your opportunity at rogersinsurance.ca

www.rogersinsurance.ca

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

SilverChef seeks to make dreams come true

aced with the COVID19 pandemic nightmare, SilverChef Rentals Inc. still found ways for its employees and their clients to realize their dreams. “Our purpose is to help people achieve their dreams – our corporate culture is all about impact and purpose,” says Robert Phelps, president of SilverChef Rentals Canada. “I couldn’t be more proud of our employees for their level of commitment and support over this disruptive period and what they deliver on a day-by-day basis.” SilverChef Rentals Canada provides flexible equipment finance for hospitality businesses. Headquartered in Vancouver, the company is a certified B Corporation that balances purpose with profit. It finances hospitality sector companies in renting or leasing the equipment needed to set up everything from a fast-food outlet to an elegant restaurant. So when the pandemic hit, the company pivoted internally and externally. Employees quickly shifted to working remotely and were given the tech support needed to make the transition. But for employees like Caroline Schmidt, it was also important to find ways to keep their clients afloat.

 SILVERCHEF RENTALS TEAM COLLABORATING IN THEIR HEAD OFFICE IN VANCOUVER (CREDIT: SCALLA CREATIVE)

There are just so many things the company does that are purposeful, it makes me excited to get up every morning. — Caroline Schmidt Vice President, Customer Experience

“We gave them breathing room to be able to respond to what was happening and move forward,” says Schmidt, recently promoted from credit solutions manager to vice president, customer experience. “SilverChef is really committed to their purpose, whether that’s supporting our employees, supporting the hospitality industry or supporting our community. It’s evident in everything we do every day.” With clients hard hit by lockdowns, SilverChef offered payment

delays and six-month payment deferrals that helped them survive. It also kept clients up to date with the latest government business support programs and other information. With SilverChef’s assistance, businesses changed to take-out and delivery models to keep the lights on and the ovens hot. SilverChef Rentals also continued its commitment to charity, especially around food poverty. Employees receive paid volunteer days and stage fundraising events. The

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

pandemic has moved events online, but the company has maintained its community support programs. Employees enjoy an extensive benefits and support package. Every employee starts with four weeks vacation. Matching RRSP contributions of up to five per cent help employees save for the future, as do workshops on budgeting and financial planning. In addition to education allowances, the company gives students paid time off to study for exams. The company also offers maternity leave top-up payments of 100 per cent of salary for 12 weeks and phased-in return-to-work options to help with the transition. Health and safety is another company priority. In addition to the benefits package, employees also enjoy an annual, flexible $750 top-up allowance that can be spent on anything that increases wellness. From physiotherapy and gym memberships to even veterinarian bills, it’s covered.

It’s part of a holistic approach that’s based on three core principles, says Phelps. “It’s about helping our customers achieve their dreams, helping our employees in their career development and helping the community. We’ve got great people that support us as a company, so we support them,” says Phelps. SilverChef has also found ways to maintain its strong corporate culture despite the pandemic. Online weekly challenges like “one truth, two lies”, “guess my first job” and Friday afternoon virtual happy hours help keep employees connected. Shout-outs for a job well done and check-ins with employees to see how they’re doing also maintain corporate camaraderie. “I have to have a purpose to what I do every day,” says Schmidt. “That’s extremely important to me. There are just so many things the company does that are purposeful, it makes me excited to get up every morning.” 

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

52%

WEEKS, STARTING VACATION ALLOWANCE

OF EMPLOYEES ARE FEMALE

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Superior Glove is well fitted to keep workers safe

or more than a century, Acton, Ont.-based Superior Glove Works Ltd. has been manufacturing personal protective equipment (PPE) in the form of gloves specially designed to protect the hands of employees working in dozens of industries, ranging from agriculture and aerospace to construction and food processing. So, when COVID-19 arrived in Canada and began to spread rapidly, Superior Glove sprang into action on several fronts. “It was clear to us that our reason for being was never more important than in the pandemic,” says Heather Larsen, global human resources business partner. “The world needed what we sold.” Disposable latex gloves, for example. “At the beginning of the pandemic we donated 48,000 pairs of medical grade disposable gloves to the nearby Town of Halton Hills to distribute to whomever needed them,” says Larsen. The company also heeded the call of the federal government to address an acute national shortage of PPE. Superior pivoted within

 HR MEMBER AT SUPERIOR GLOVE PREPARES THE COMPANY'S CHRISTMAS LANE FOR THEIR STAFF

It was clear to us that our reason for being was never more important than in the pandemic. — Heather Larsen Global Human Resources Business Partner

weeks and began manufacturing hand sanitizer and plastic facial shields, neither of which it had previously produced. The research and development department figured out how to produce both. The company purchased the appropriate equipment, then hired over 100 people to handle production. Early in the pandemic, Superior president Tony Geng introduced a slogan – “Stay safe. People are counting on you.” – and the

company has gone to extraordinary lengths to keep its employees away from harm. “I was worried about COVID19 at the beginning,” says Cindy Smith, a production associate whose duties include sewing labels on gloves. “But the company has made us feel comfortable with what they’re doing to keep us safe.” Employees have been issued latex gloves, face masks, and hand sanitizer. They have their

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

temperatures taken at the start of every shift. High-traffic areas are sanitized at least five times a day. Employees are assigned to bubbles of eight to 10 individuals. They eat lunch together, take washroom breaks designated in the bubble and generally avoid contact with those in other bubbles. “It’s nice when I can wake up in the morning and say I feel safe coming to work,” says Smith. “I’ve got kids so we have to keep everyone safe.” As an extra measure, last fall company arranged to have flu shots administered on-site and gave employees a $60 bonus for being inoculated. The objective, says Larsen, was to ensure that if an employee developed flu-like symptoms they would know that they might have contracted COVID-19 versus the flu. In a normal year, the company organizes a number of social

events to promote employee engagement. Geng periodically takes six to eight employees from different departments out to lunch. “He finds out a little bit about us, the conversation is good and it gives us an opportunity to meet other team members,” says Smith. Those outings were off the table during the pandemic. So was the annual Christmas buffet lunch. But the company maintained its practice of distributing Christmas hampers. This past Christmas, the hampers included bacon, eggs, cheese, English muffins, jam, a turkey, a ham, a branded sweater and a Santa hat. Geng also continued to send employees signed birthday cards with a $20 bill inside. “He does that every single year,” says Smith. “When I got my first card I was so impressed. All I could say was: ‘Wow.’ That had never happened to me.” 

36.4

355

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

54%

1910

OF MANAGERS ARE WOMEN

YEAR OF ESTABLISHMENT

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 2021

Employees are passionate about the work at TRIO

ome global companies are so big that people get boxed into narrow job descriptions. But Edmonton-based Translational Research in Oncology (TRIO), an academic clinical research organization specializing in global cancer trials, is the perfect size, according to Samantha de Agostini, quality assurance computer systems validations unit manager. “You’ve got great opportunities to be exposed to a lot of diverse job tasks, responsibilities and systems,” she says. Aside from Edmonton, TRIO has offices in France and Uruguay as well as home-based employees spread all over the world. “TRIO is a really diverse company in all areas,” she says, “from the work that we do, the systems that we use, even the people that we work with – it’s all very diverse, and it keeps the work interesting.” But employees are also deeply committed to the work they do at TRIO. “Cancer touches absolutely everyone in one way or another, so all of the people who work here are very passionate about that cause,” says CEO Launa Aspeslet. “Getting up in the morning

 DURING THE PANDEMIC, THE LEADERSHIP AT TRIO MADE AN EFFORT TO PROVIDE REGULAR EMAILS AND VIDEOS TO STAFF WORKING AT HOME TO KEEP UP MORALE AND LET THEM KNOW EVERYONE IS WORKING IN DIFFERENT HOME SITUATIONS

Everyone is committed to the science and to the lives of the people who have cancer. — Samantha de Agostini Quality Assurance Computer Systems Validations Unit Manager

knowing that you’re going to contribute to finding a cure or finding better treatment options makes a big difference. It’s easy to see the true value in what we’re doing.” De Agostini agrees. “Everyone is committed to the science and to the lives of the people who have cancer,” she says. “There’s a very strong focus on teamwork and inclusion. And I think the fact that you have this large base of employees who have been with the company for a very long time

speaks volumes.” Another part of TRIO’s success in retention, de Agostini says, is the fact that leadership is always working with employees to ensure they have everything they need in terms of resources, “whether that’s just information, training, help to manage stress, or encouraging work-life balance.” Many different programs allow for people to grow in their positions and within the company, and flexible working conditions mean

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

employees can work some longer days to take longer weekends or work from home whenever possible. “That’s important for a lot of people,” says Aspeslet, “whether it’s because they want to decrease their commute time or burden on the environment, or because they need to be more accessible when their kids come home from school.” Communication, while always a priority, has become even more important as a result of the pandemic. Aspeslet holds monthly meetings with the entire organization to keep them up to date about projects and corporate affairs. Her monthly newsletter is more informal, highlighting community and charity events, health and IT tips, and personal celebrations such as birthdays and work anniversaries. “I’m trying to keep the whole family feel even though we’re spread out in different locations,”

she says. “During COVID-19, especially, I’ve been sending more emails and doing videos for staff, trying to keep the morale up and let them know that we understand they’re all working in different situations at home.” For Aspeslet, it’s important that everyone feels that they’re on the same team. “When your employees are happy and love what they do, they’re going to do a really good job,” she says. “And we encourage feedback to make sure we’re doing what would benefit them. It’s all about the employees.” Leaders are always evaluating the company’s benefits package and usage as well, she adds, to make sure staff are getting what they really need. All of which explains why so many people like de Agostini have stayed at TRIO for so many years. “They value their employees,” she says, “and in turn employees are very loyal to the company.” 

112

80%

100%

FULL-TIME STAFF IN CANADA

WEEKS, STARTING VACATION ALLOWANCE, PLUS FLEXTIME

OF STAFF IS FEMALE

PAID HEALTH PLAN; $750 PER PARAMEDICAL PRACTITIONER

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

Change, grow and thrive at fast-paced Uberflip

efore Leorre Fishman joined Toronto-based Uberflip as director of sales strategy in 2019, she had spent time there in meetings with the company’s founders and employees. That’s because Uberflip was a partner of the company she was then working for. “I was drawn to what Uberflip does and sold on the vision,” says Fishman “The right experiences in a digital marketing world are what drive meaningful relationships between businesses, brands and people. Uberflip ties that in with technology to help customers solve problems.” Uberflip is a marketing content-experience platform that helps accelerate its customers’ journeys. Those customers are mostly in the fields of manufacturing, financial technology and health technology. “We really care about solving problems for our customers,” says Fishman. After doing an online content experience certificate course developed by Uberflip’s marketing team, Fishman gained even more insight into the problem-solving process. “I came away with a

 AT TORONTO-BASED UBERFLIP, THE KITCHEN AREA ALSO SERVES AS THE OFFICE'S INFORMAL SOCIAL HUB

We have a growth mindset, not just in terms of our business but also in our people.

— Leorre Fishman Director of Sales Strategy

much better understanding of how to use our platform,” she says. “I could see that we’re providing our customers with a good experience and the tools they need to be successful using technology.” Opportunities for internal growth and promotion are plentiful. “We have a growth mindset, not just in terms of our business but also in our people,” says Fishman. “It’s the core of our culture because we want to invest in

and retain good people, and doing so is good for business.” Case in point: Fishman was recently promoted to vice-president of revenue operations, a role she had her sights set on from the outset. “I thrive on change, and I was open about my goals in my job interview, which didn’t scare anyone,” she says. “We have promotion paths in all departments.” Samiksha Khanna has experienced that promotion path, too. After joining Uberflip in 2017

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

as vice-president of finance and operations, she was promoted to chief operating officer in 2019. In her first interview, she was impressed when co-founder Randy Frisch asked about her aspirations with the company. “I thought to myself, I could work with this person,” she says. Although Khanna had heard of Uberflip, she hadn’t been job hunting when a recruiter called her about the VP position there. Ironically, she had grown tired of working remotely for her other employer and wanted to be in an office surrounded by people. Fortunately, she had almost two years of collaborating in person with her Uberflip co-workers before everyone was sent home when COVID-19 hit. “For me, because I had already done it, working at home wasn’t scary,” says Khanna. “The challenge has been how to keep

our culture alive over Zoom.” Communicating on Slack has been key, as have remote town halls, awards celebrations, Fireside Fridays featuring online quizzes, and other fun social activities. All of that has helped keep the company’s HUSTLE culture alive: Heart, Unique, Skill, Tech, Lean, Entrepreneurial. “I like to say just hustle, get it done and move on to the next challenge,” says Khanna. “We’re a fast-paced company that’s growing.” In spite of the pandemic, senior leaders continue to recruit people, with a view to principles of diversity, equity and inclusion, and introduce and welcome new hires on Slack. “It feels good to keep the pulse going in the company,” says Khanna. “We have a winning attitude, and we’ve doubled down on our strengths to help set our customers up for success.” 

141

FULL-TIME STAFF IN CANADA

WEEKS, MATERNITY AND PARENTAL TOP-UP PAY

YEARS, AVERAGE AGE OF ALL EMPLOYEES

CHARITIES HELPED LAST YEAR

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

ZE PowerGroup generates goodwill with employees

ots of small and medium employers say they have an open-door policy. It’s often shorthand for “we’re not hierarchical and you’ll have opportunities to network with senior management.” Then there’s Richmond, B.C.-based ZE PowerGroup Inc., where the annual Pi Day celebrations have taken executive accessibility to the next level. Pi Day started in Silicon Valley over 40 years ago to celebrate the amazing phenomenon of pi. As the tech sector flourished, the popularity of a day that celebrates math and workplace camaraderie has grown and it is now marked worldwide every March 14, often by eating and throwing pies – pun intended. So there’s a certain logic that ZE, a global leader in data management and analytics, would host festivities for an irrational number that’s useful in all types of mathematics, including calculus and statistics. As for why anyone in management would volunteer to let an employee smush a pie in their face, accountant Candice Micale has a simple explanation. “We have some very cool executives,” she says, noting that the “pies” are just shaving cream on paper plates and nobody’s ever

 DROPPING IN ON THE LUNAR NEW YEAR CELEBRATION AT RICHMOND, B.C.-BASED ZE POWERGROUP

ZE is a progressive and socially responsive company. Our executive leadership is always open to hearing requests and recommendations from our employees. — Emira Winata Director of Finance and Human Resources

hurt. Having fun, she adds, is their way of demonstrating shared values like teamwork and showing their appreciation for everyone’s hard work. A ZE social committee organizes a variety of events throughout the year, from potlucks to paper airplane contests, and celebrates multicultural holidays that reflect the diversity of a workforce that speaks 24 languages. At annual sports competitions, teams are composed of someone from each department.

“It’s a good way to get to know people you don’t work with every day,” says Micale. President and CEO Zak ElRamly founded ZE PowerGroup in 1995 to capitalize on the nascent deregulation of energy markets. Still privately held and family-based, an interrelated group of ZE companies today has offices in the United States, Europe and Asia. Its clients, including some Fortune 500 companies, represent a range of sectors, including municipal government,

CANADA’S TOP SMALL & MEDIUM EMPLOYERS 2021

energy and global finance. Emira Winata, director of finance and human resources, says that despite the fierce competition for in-demand professionals in IT and engineering, ZE has a lot of long-term employees. She attributes this in part to the company’s market-leading pay, benefits and incentives, but also to the family feel of the workplace culture. “ZE is a progressive and socially responsive company,” says Winata. “Our executive leadership is always open to hearing requests and recommendations from our employees.” It can take a little time to figure out how to introduce some suggestions such as flex time, but others can be implemented surprisingly quickly. Winata cites the example of the games room, complete with competition-calibre gaming consoles that were ordered by the head office roughly two weeks after an employee first spoke to her about it. “We have a very short chain of command,” she explains.

A lot has changed since the COVID-19 pandemic arrived and about 95 per cent of ZE’s employees began working from home. As a result, the company has implemented a range of initiatives, including launching various platforms, so employees can stay connected, says Yasif Patel, manager of finance and human resources. As well, managers were allocated special COVID-19 budgets specifically for team-building activities. For example, employees received gift cards for a home delivery service so they could enjoy a meal from their individual favourite restaurants during a team luncheon. The company also started holding regular online town hall meetings where the executive team outlines its plans and fields questions from employees. They can remain anonymous if they’re not comfortable speaking up during the Q&A sessions, Patel says. For ZE, an open-door policy applies in the virtual realm as well. 

242

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

YEARS, LONGESTSERVING EMPLOYEE

WEEKS, STARTING VACATION ALLOWANCE

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