Canada's Top Small & Medium Employers (2023)

p This year marks the 10th edition of the Canada’s Top Small & Medium Employers competition.

CO-PUBLISHED BY MEDIACORP

LIST OF WINNERS: Canada’s Top Small & Medium Employers (2023)

METHODOLOGY: How this year’s winners were chosen

LEADING THE WAY: SMEs pioneer new ways of working

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CANADA’S TOP SMALL & MEDIUM EMPLOYERS

2023 MAGAZINE

Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Jing Wang, RESEARCH ASSISTANT

Advertising Team:

Ye Jin Suhe, MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan, BRANDING & GRAPHIC DESIGNER

Sabrina Wu, SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman

Brian Bethune

Deb Bourk

Abigail Cukier

Mary Dickie

Jane Doucet

Don Hauka

Peter Hendra

D’Arcy Jenish

Rick Mcginnis

Kelsey Rolfe

Diane Sims

Barbara Wickens

Nora Underwood

registered trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

Each year, our editorial calendar at the Canada’s Top 100 Employers project moves across the country for a series of regional competitions, as well as our announcements on a variety of special-interest subject areas, from diversity to sustainability.

But there’s one competition that holds a special place in the hearts of our editorial team, Canada’s Top Small & Medium Employers, which celebrates its 10th anniversary today. What started out as a collection of interesting stories about new and unusual initiatives at smaller employers has become a fascinating window on the future at the Canada’s Top 100 Employers project itself.

In the decade we’ve been writing about the SME competition, we’ve noticed that small and medium employers have a critical advantage: they are tremendously agile and can respond quickly to changes taking place in the employment market. This allows SME employers to try out new HR initiatives and workplace policies and put them in place far quicker than a larger employer.

The result each year is a torrent of interesting new initiatives that see only at our SME winners – and this year is no exception. From benefits like unlimited vacation allowance to interesting concepts like allowing staff to work remotely from anywhere in the world, the pages of our SME announcement magazine are chock-full of unusual and interesting HR initiatives designed to help

these fast-growing companies recruit and retain the talent they need to grow.

Early in this competition’s history, we decided to follow the definition of a “small and medium employer” used by Statistics Canada. As a result, the SME competition is limited to private sector, for-profit enterprises that employ under 500 people. It’s a rough-and-ready definition* that’s intended to focus on employers where resources are limited and management ranks (especially in HR) are few.

We can’t alway predict whether some initiatives we write about for the SME competition each year will survive the test of the time. But we often see the best ones being picked up by larger employers in a year or two, or adopted quickly by other SME employers.

Many years ago, the U.S. supreme court justice Louis D. Brandeis called state governments the country’s “laboratories of democracy.” In our own modest way, the Canada’s Top Small & Medium Employers competition is very much much the laboratory of the Canada’s Top 100 Employers project where new HR initiatives appear first.

– Tony Meehan

* Of course, innovative HR programs can also be found at non-profit and public sector employers with less than 500 employees, which are both excluded from the StatsCan definition of a SME. And there are SMEs with significant financial resources, but few employees. On balance, however, using the StatsCan definition lets our editors focus on resource-constrained employers.

p Toronto-based consulting firm ExperiencePoint provides employees with generous tuition subsidies, whether or not a course is related to an employee’s current position.

Introduction

It’s been a remarkable year for the job creators that are the winners of Canada’s Top Small & Medium Employers (SMEs) 2023 by Mediacorp. After weathering the challenges of the pandemic, not only are they still standing, but many have experienced significant growth.

For example, Purpose Unlimited in Toronto and Redbrick Technologies in Victoria both had year-over-year workforce increases of 40 per cent, while Tatham Engineering in Collingwood, Ont. and Edmonton-based Translational Research In Oncology recorded increases of over 30 per cent. That’s key, as SMEs account for the largest proportion of the labour force in Canada.

Flexibility in allowing individuals to

manage their own time continues to be a trend. Many winning companies consulted employees during the pandemic through surveys and by simply listening to how workers wanted to return. That has evolved into some form of a hybrid work model for most, reflecting an overwhelming desire by employees to continue working from home, at least part of the week.

Perhaps that also indicates a new level of communication between employers and employees that began developing during the pandemic, as CEOs joined in virtual cooking classes or yoga with their staff and held town halls where every question was welcomed. The rise of the Black Lives Matter movement was another watershed moment that increased awareness of the

roadblocks individuals face and the need to support diversity.

health services to $3,000. Additionally, the company hosts guided meditation sessions as well as company-wide wellness challenges.

Mental health also came to light over the past few years, resulting in new mental health programs added to health benefits plans. For instance, Thinkific Labs in Vancouver maintains a mental wellness in the workplace strategy and recently increased its annual coverage for mental

As the standard bearers of workplace best practices, this year’s winners have not disappointed in pushing the boundaries. Increasingly, there is open-ended time off, such as Waterloo, Ont.-based Auvik Networks’ unlimited paid vacation program for all employees. There’s also a move towards generous volunteering policies, with companies like Uken in Toronto encouraging employees to actively participate in their local community with up to four paid days off to volunteer.

Is this the future? Let’s see who follows.

– Diane Jermyn

p Fast-growing Tatham Engineering, of Collingwood, Ont., provides employees with referral bonuses of $2,000 to $5,000 per successful hire.

SMEs account for the largest proportion of the labour force in Canada.

2023 WINNERS

ABSORB SOFTWARE INC., Calgary. Learning management systems; 283 employees. Offers new employee referral bonuses when employees help successfully recruit new employees, from $1,500 to $3,000 depending on the position.

ALIDA INC., Vancouver. Customer intelligence software; 290 employees. Adopted a formal and permanent hybrid work program that includes a work-fromhome spending account to help employees offset eligible expenses.

ANDGO SYSTEMS, Saskatoon. Computer software developer; 38 employees. Supports ongoing employee development

with tuition subsidies for courses related and not directly related to their current position.

AUVIK NETWORKS INC., Waterloo, Ont. Computer software; 190 employees. Has transitioned to a “distributed work environment” that financially supports home office set-ups and offers a $100 monthly allowance.

BANDZOOGLE, Nepean, Ont. Music publishing platform; 41 employees. Lets employees travel and work from anywhere (within practical limits) and offers coverage for additional expenses incurred in their remote set-ups.

BELLIVEAU VEINOTTE INC., Bridgewater, N.S. Accounting; 55 employees. Lets employees work from home when they desire and offers temporary desk stations at all of its office locations.

BINARY STREAM SOFTWARE INC., Burnaby, B.C. Computer software; 84 employees. Helps employees plan for the future with retirement planning assistance services, matching RSP contributions and a share purchase plan.

BIRCHCLIFF ENERGY LTD., Calgary. Natural gas production; 208 employees. Encourages employees to volunteer and support charitable initiatives with paid

time off to volunteer, with no set annual maximum.

BLACK & WHITE ZEBRA INDUSTRIES INC., Vancouver. Public relations agency; 20 employees. Encourages employees to become recruiters for the firm with new employee referral bonuses, up to $1,000 depending on the position.

BluEarth Renewables Inc., Calgary. Renewable power generation; 114 employees. Supports work from home arrangements, from two designated days off-site to fully off-site, determined on a case-by-case basis.

BLUEDROP ISM, St. John’s. Software; 50 employees. Offers a flexible hybrid work

p Two employees of St. John’s-based Sequence Bioinformatics walking in the Battery, a historic community in the Newfoundland capital.

program that lets employees work wherever is best, offering hoteling workstations at the head office.

BLUESTONE PROPERTIES INC., London, Ont. Real estate development and management; 67 employees. Offers employees the unique benefit of a 10-per-cent discount on apartment rentals in its company-owned apartment buildings.

BOUGHTON LAW CORP., Vancouver. Law firm; 116 employees. Celebrates World Mental Health Day in October and hosts Wellness Wednesdays to provide support and help raise mental health awareness amongst employees.

BROADSIGN CANADA CO., Montreal. Computer systems design; 183 employees. Encourages employees to become recruiters for the firm with new employee referral bonuses, from $2,000 to $5,000 depending on the position.

C3 SOLUTIONS INC., Montreal. Computer software; 48 employees. Offers new parents the opportunity to apply to phase-in their return to work when they’re ready to come back.

CANOPY PLANET SOCIETY, Vancouver. Environmental consulting services; 19 employees. Offers a mental health practitioner’s benefit along with three hours of paid flex time each week for employees to focus on their mental health.

CARDINAL CAPITAL MANAGEMENT INC., Winnipeg. Investment management; 71 employees. Offers employees a generous fitness club subsidy as part of their health plan along with sponsoring employee soccer, rowing and hockey teams.

CBCL LTD., Halifax. Engineering; 379 employees. Continues to expand, adding almost 30 positions last year, and encourages employees to become recruiters with new employee referral bonuses.

CENTURY GROUP LANDS CORP., New Westminster, B.C. Real estate development and management; 82 employees. Helps employees build long-term savings with a defined contribution pension plan and provides retirement planning assistance.

C.F. CROZIER & ASSOCIATES INC., Collingwood, Ont. Engineering; 237 employees. Offers a flexible benefits plan to let employees customize coverage to suit

their personal needs and includes separate coverage for mental health care.

CHES SPECIAL RISK INC., Toronto. Specialized insurance; 59 employees. Provides compassionate leave top-up to 100 per cent of salary for up to four weeks when employees are called upon to care for a loved one.

COLAB SOFTWARE, St. John’s. Software; 67 employees. Is a remote-first company that enables employees to set their schedules based on what works best for them and their lives.

COPPERLEAF TECHNOLOGIES INC., Vancouver. Specialized computer software; 301 employees. Experienced notable growth in the past year, increasing its full-time workforce by over 25 per cent.

CPCS TRANSCOM LTD., Ottawa. Transportation consulting; 79 employees. Offers phased-in work options to allow employees nearing retirement to gradually reduce their hours.

CROESUS FINANSOFT, Laval, Que. Financial management software; 180 employees. Offers mentoring and leadership development programs for employees interested in advancing their careers.

CROMBIE REIT, New Glasgow, N.S. Property management and development; 265 employees. Has a long history of supporting community causes, focusing on organizations that improve social, physical, and mental health.

CROWN PROPERTY MANAGEMENT INC., Toronto. Property management; 137 employees. Supports employees who want to start a family with a generous subsidy for IVF treatments if needed, to a lifetime maximum of $18,000.

DASH HUDSON, Halifax. Software; 179 employees. Supports employees in their volunteer efforts with paid time off for volunteering as well as offering matching charitable donations.

DIAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 268 employees. Encourages employees to adopt healthy habits through health challenges organized by the company’s benefits provider, with redeemable points as rewards.

DIXON MITCHELL INVESTMENT

COUNSEL INC., Vancouver. Investment management; 33 employees. Provides

p C.F. Crozier & Associates offers health and wellness spending accounts and separate coverage for mental health care.

p Dash Hudson, a social media management platform based in Halifax, provides employees with paid time off to volunteer and matches charitable donations.

DASH HUDSON

2023 WINNERS

maternity and parental leave top-up payments (of varying duration) for all new parents, to 90 per cent of salary.

DRONE DELIVERY CANADA CORP., Woodbridge, Ont. Drone-based courier services; 53 employees. Encourages ongoing employee development, from paid internships and apprenticeships to formal mentoring and tuition subsidies for courses at outside academic institutions.

DUNCAN CRAIG LLP, Edmonton. Law; 96 employees. Considers previous work experience when setting vacation entitlement for new employees, with lawyers starting at four weeks of paid vacation.

DURWARD JONES BARKWELL & CO.

LLP, St. Catharines, Ont. Accounting; 123 employees. Supports all employees who want to start a family with maternity and parental leave top-up programs for all new parents.

ECLIPSYS SOLUTIONS INC., Kanata, Ont. Information technology services; 46 employees. Lets employees share in the company’s successes through a generous year-end bonus program.

ETRO CONSTRUCTION LTD., Burnaby, B.C. Construction management; 66 employees. Supports employees who get involved with charitable and community initiatives through paid volunteer time (up to two days annually), along with matching charitable donations.

EXPERIENCEPOINT INC., Toronto. Human resources consulting; 54 employees. Supports ongoing employee development through in-house training, along with full tuition subsidies for courses related and not directly related to their current position.

FIELD EFFECT SOFTWARE INC., Ottawa. Cyber security software; 151 employees. Seeks employee feedback on a range of issues through semi-annual in-house and outside consultant surveys.

FINANCEIT CANADA INC., Toronto. Consumer financing; 241 employees. Starts new employees with three weeks of paid vacation and offers up to six paid personal days to help employees with work-life balance.

FISPAN SERVICES INC., Vancouver. Software development; 122 employees.

Continues to enjoy impressive year-overyear employment growth over the past year, adding over 30 new employees.

FLAMAN SALES LTD., Saskatoon. Retail, farm machinery, equipment and home fitness; 434 employees. Encourages employees to enjoy regular social events and activities, including attending local sports games, ski trips, golf tournaments and a sled rally.

FOWLER BAULD & MITCHELL LTD. / FBM, Halifax. Architecture; 43 employees. Helps employees balance work and personal life through a range of flexible work options, shortened and compressed work weeks and work from home options.

FRESCHE SOLUTIONS INC., Montreal. Computer system design; 157 employees. Offers formal hybrid work options along with a unique head office featuring an open loft concept, two full kitchens, natural light and a rooftop terrace.

FRESH PREP FOODS INC., Vancouver. Food processing; 431 employees. Supports all new parents with generous maternity and parental top-up payments, to 100 per cent of salary for up to 24 weeks.

FULLER LANDAU LLP, Toronto. Accounting; 134 employees. Worked with employees and managers to formalize a hybrid work model that is designed and tailored to meet the needs of each practice area.

GENOA DESIGN INTERNATIONAL LTD., Mount Pearl, N.L. Engineering design; 242 employees. Helps employees save for the future with matching RSP contributions.

GEOCOMPLY SOLUTIONS INC. , Vancouver. Computer systems; 85 employees. Lets employees share in the company’s successes through a generous year-end bonus program that is open to all employees.

GREAT LITTLE BOX COMPANY LTD., Richmond, B.C. Box manufacturing; 478 employees. Offers a sand volleyball court, horseshoe pit, basketball court, grass area, picnic gazebo area and picnic tables at its head office location.

GSOFT, Montreal. Computer software; 400 employees. Maintains an unlimited time-off policy and flexible work policy, enabling eligible employees to work almost anywhere, including outside of Canada, for a maximum of 150 days.

p Financeit Canada encourages development with in-house training and tuition subsidies.

p Employees at Toronto-based ExperiencePoint working in a collaborative workspace.

2023 WINNERS Continued

HARBOUR AIR SEAPLANES LLP, Richmond, B.C. Air transportation; 243 employees. Reaches out to the next generation of aviators through paid internships and formal apprenticeship programs.

HUMANIA ASSURANCE INC., Saint-Hyacinthe, Que. Insurance; 202 employees. Lets new parents extend their leave into an unpaid leave of absence and offers phased-in return to work options when they’re ready to come back.

IGLOO SOFTWARE, Kitchener, Ont. Software; 127 employees. Supports ongoing professional development with tuition subsidies for courses at outside academic institutions, subsidies for professional accreditation and in-house and online training.

INTEGRATED SUSTAINABILITY CONSULTANTS LTD., Calgary. Environmental and engineering services; 82 employees. Offers an earned days off program that lets employees work one extra hour each day and earn an additional two days off each month.

INVESTORCOM INC., Brantford, Ont. Computer software; 72 employees. Offers a paid day off to volunteer in the community and takes employee feedback into consideration when determining charitable initiatives to support.

ISA CYBERSECURITY INC., Toronto. Computer security; 72 employees. Provides employees with access to a health benefits plan that includes unlimited short-term counselling as well as an additional $1,000 mental health benefit.

JACOB BROS CONSTRUCTION INC., Surrey, B.C. Construction; 308 employees. Allows employees to provide feedback on which charitable organizations to support and matches employee donations up to $500 per event.

JAYMAN BUILT, Calgary. Residential housing construction; 197 employees. Encourages employees to keep fit with free access to an onsite fitness facility with treadmills, stationary bikes, elliptical trainers, weights and fitness classes.

JOHNSTON GROUP INC., Winnipeg. Insurance and group benefits; 337 employees. Keeps the company connected through a regular newsletter and JGTV,

featuring messages from the president, fitness classes, and a biweekly Zoom show.

KEYSTONE ENVIRONMENTAL LTD., Burnaby, B.C. Environmental consulting; 109 employees.

Invests in ongoing employee development with subsidies for job-related courses and professional accreditation, plus financial bonuses for some course completion.

LAROCHELLE GROUPE CONSEIL INC., Montreal. Information technology consulting; 128 employees. Offers four weeks of starting vacation allowance and paid sick time of up to seven days per year.

LBMX INC., London, Ont. Computer software; 74 employees. Offers a $500 home office allowance plus a subsidy to help offset the costs of returning to work, such as parking, public transit and meals.

LEDDARTECH INC., Quebec. Sensor technology development; 166 employees. Offers remote work for eligible roles and allows employees to expense up to $1,000 for home office furniture and ergonomic accessories.

LITCO LAW, Calgary. Law; 123 employees. Maintains an unlimited time-off policy to provide employees with additional flexibility for vacations, personal appointments and family matters.

LOOPIO INC., Toronto. Software developer; 203 employees. Increased its full-time workforce by approximately 35 per cent over the past year and offers referral bonuses to encourage employees to recruit friends.

MAWER INVESTMENT MANAGEMENT LTD., Calgary. Financial planning and investment management; 213 employees. Supports an employee committee which organizes events that bring employees together, such as a virtual poker event and a family Halloween celebration.

MCDOUGALL GAULEY LLP, Saskatoon. Law; 134 employees. Invests in ongoing education with full tuition subsidies for job-related courses as well as subsidies for professional accreditation.

METOCEAN TELEMATICS LTD., Dartmouth, N.S. Communications technology; 88 employees. Offers a

p Harbour Air Seaplanes reaches out to the next generation of aviators with internships and apprenticeships.

p Employees of Surrey, B.C.-based Jacob Bros Construction provide feedback on the numerous charities the company supports.

JACOB BROS

2023 WINNERS

Continued matching RSP program and a financial wellness program to provide education on improving long-term financial wellness.

MISTPLAY INC., Montreal. Video game developer; 61 employees. Incorporates employee feedback when determining charities to support and matches their generosity dollar-for-dollar to a maximum of $10,000 per employee per year.

MORE THAN JUST FEED INC., Strathmore, Alta. Agriculture; 152 employees. Maintains a charitable focus on initiatives related to agriculture and encourages employee volunteerism with two paid days off to volunteer each year.

MYSA SMART THERMOSTATS, St. John’s. Programmable smart thermostats; 104 employees. Builds recognition into its day-to-day culture through a Master of the Week award, given to an employee who goes above and beyond.

NELLIGAN O’BRIEN PAYNE LLP, Ottawa. Law; 110 employees. Provides maternity and parental leave top-up, to 95 per cent of salary for up to 38 weeks for new mothers, and 12 to 20 weeks for new fathers and adoptive parents.

NICOLA WEALTH MANAGEMENT

LTD., Vancouver. Investment management; 396 employees. Continues to grow at an incredible pace, adding over 100 full-time team members to its workforce in the past year.

NOSEWORTHY CHAPMAN CHARTERED PROFESSIONAL ACCOUNTANTS, St. John’s. Accounting; 60 employees. Provides matching RSP contributions and offers phased-in work options to allow those nearing retirement to gradually reduce their hours.

OFFICE INTERIORS, Dartmouth, N.S. Office furniture and equipment; 82 employees. Encourages employees to maintain their well-being, offering a health spending account of up to $500 and separate wellness spending account of $350.

OKANE CONSULTANTS, Saskatoon. Environmental and engineering services; 49 employees. Provides generous maternity and parental leave top-up, offering 52 weeks of paid leave for new mothers and 35 weeks for fathers and adoptive parents.

OLYMPIA FINANCIAL GROUP INC., Calgary. Trust, fiduciary and custody activities and related IT services; 241 employees. Maintains a number of onsite amenities including child care, a fitness facility, free snacks and an employee lounge with video games.

OPEN FARM INC., Toronto. Pet food manufacturing; 43 employees. Offers a number of financial incentives, including signing bonuses for some employees, year-end bonuses for all and generous referral bonuses.

OSEDEA INC., Montreal. Business consulting; 53 employees. Focuses its charitable efforts on initiatives related to youth, diversity, equity and inclusion and mental health, plus matches employee donations dollar-for-dollar.

PAYWORKS INC., Winnipeg. Payroll services; 378 employees. Experienced notable growth in the past year, expanding its full-time workforce by nearly 60 individuals, an increase of approximately 18.5 per cent.

PBX ENGINEERING LTD., Vancouver. Engineering; 87 employees. Introduced a new illness, injury and child care policy in the past year to provide up to five paid days off to be used for illness, dependent care and bereavement.

PERLEY-ROBERTSON, HILL & MCDOUGALL LLP / S.R.L., Ottawa. Law; 110 employees. Hosts wellness seminars on topics such as nutrition, sleep, and meditation, and offers a generous wellness spending account of up to $2,500 per year.

PODIUM DEVELOPMENT CORP., Toronto. Residential housing development; 51 employees. Fosters connection through a variety of virtual and in-person social events, including bi-weekly social Fridays, themed sports, birthday and anniversary celebrations, and axe throwing.

POINTS.COM INC., Toronto. Customer loyalty program software; 274 employees. Enables employees with more than five years of service to apply for unpaid leaves of up to 12 weeks while continuing to receive benefits, bonuses and accrue vacation.

PREVUE HR SYSTEMS INC., Vancouver. Software; 23 employees. Encourages employees to take the necessary time to rest and recuperate with paid sick time off, up to 14 days annually.

p Montreal-based IT consultancy Larochelle Groupe Conseil starts new employees with four weeks of paid vacation allowance.

p Pet food maker Open Farm offers staff year-end bonuses and generous referral bonuses.

LAROCHELLE

PROSERVEIT CORP., Mississauga. Information technology consulting; 103 employees. Offers professional development for individuals at all stages of their career, including paid internships for graduates and formal mentoring and leadership development programs for experienced individuals.

PSB BOISJOLI LLP, Mont-Royal, Que. Accounting; 230 employees. Encourages a hybrid approach to work and adjusted the base salaries of individuals required to work in office to account for the increase in gas prices.

PURPOSE UNLIMITED, Toronto. Investment management; 273 employees. Supports a flexible paid time off policy with no set maximums per year; time off can be used for vacation, personal days, illness and bereavement.

PUSHOR MITCHELL LLP, Kelowna, B.C. Law; 122 employees. Maintains a wellness committee that is responsible for organizing health initiatives for the firm and offers 10 paid sick days per year.

RANGLE.IO, Toronto. Software; 128 employees. Encourages employees to leverage their personal networks to recruit talent, offering referral bonuses of up to $2,000 for successful hires.

RECYCLESMART SOLUTIONS INC., Richmond, B.C. Waste management and recycling; 85 employees. Supports a social and wellness committee that spearheads the organization’s overarching mental health and wellness strategy and maintains a wellness fund to provide monthly disbursements.

REDBRICK TECHNOLOGIES INC., Victoria. Computer software; 81 employees. Adopted a hybrid/remote working model with employees working in-person as needed for meetings and collaborative work.

REID’S HERITAGE

CONSTRUCTION

, Cambridge, Ont. Residential housing developer; 68 employees. Offers paid personal days as well as emergency days to accommodate employees with family commitments, up to 10 days per year total.

R.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering; 253 employees. Introduced a wellness and personal spending account of $700 annually and offers a separate health spending account

as part of its benefits plan.

RIVA INTERNATIONAL INC., Edmonton. Software publishers; 93 employees. Supports employees interested in furthering their education with tuition subsidies for courses taken externally (no annual max) and subsidies for professional accreditation.

R.V. ANDERSON ASSOCIATES LTD., Toronto. Engineering; 381 employees. Supports employees who want to get involved in their local community with paid time off to volunteer, determined on a case-by-case basis.

SEQUENCE BIOINFORMATICS INC., St. John’s. Biotechnology and data analytics; 42 employees. Cultivates a culture of recognition through the Biobucks program, a redeemable points-based reward system.

SILVACOM GROUP, THE, Edmonton. Custom computer software and consulting; 100 employees. Helps employees achieve better work-life balance through a few flexible work options including telecommuting, shortened work weeks and flexible hours.

SILVERCHEF RENTALS INC., Vancouver. Commercial equipment wholesalers; 52 employees. Launched a monthly “Coffee Chats” initiative to pair participants at random with colleagues outside of their department.

TATHAM ENGINEERING LTD., Collingwood, Ont. Engineering; 159 employees. Offers generous referral bonuses for employees to recruit candidates from their personal networks, offering between $2,000 and $5,000 per successful hire.

TEALBOOK INC., Toronto. Software; 88 employees. Increased its full-time workforce by 125 per cent in the past year and offers a share purchase plan, available to all employees.

TEHAMA INC. Ottawa. Software; 65 employees. Supports ongoing employee development with an annual training budget of 3 per cent of salary per employee per year, to a maximum of $5,000.

THINKIFIC LABS INC., Vancouver. Online learning software; 479 employees. Supports all pathways to parenthood with coverage for fertility drugs and treatments, to a lifetime maximum of $15,000.

TRANSLATIONAL RESEARCH IN ONCOLOGY, Edmonton. Clinical

p Toronto-based Validere Technologies increased its workforce by 80 per cent last year.

M. MAWJI/VALIDERE

2023 WINNERS Continued

research activities; 138 employees. Starts new employees with three weeks of paid vacation and considers previous work experience when setting vacation entitlements for experienced candidates.

TRIALTO WINE GROUP LTD., Vancouver. Wine wholesale agency; 19 employees. Lets everyone share in the company’s success with profit-sharing and encourages employees to shore up retirement savings with matching RSP contributions.

TRISURA GUARANTEE INSURANCE CO., Toronto. Insurance; 187 employees. Supports a number of charitable initiatives each year and encourages employees to get involved with paid time off to volunteer.

UKEN INC., Toronto. Game developer; 89 employees. Offers hybrid and remote work options plus free meals, daily fitness classes and an employee lounge with video games for employees when working onsite.

UV INSURANCE, Drummondville, Que.

Insurance; 182 employees. Maintains a workplace health, safety and well-being committee and hosted a conference on

health to support employees in making healthy lifestyle decisions.

VALIDERE TECHNOLOGIES

LTD., Toronto. Business consulting; 83 employees. Experienced significant growth, increasing its full-time workforce by over 80 per cent in the past year.

VEGA, Burnaby, B.C. Nutritional supplement manufacturing; 131 employees. Recognizes exceptional performance with awards in a variety of categories including lifestyle leadership, unsung hero, the breakthrough award and rookie of the year.

VENTANA CONSTRUCTION CORP., Burnaby, B.C. Commercial construction; 173 employees. Keeps employees engaged and connected throughout the year with a number of social events and celebrations, including two kayaking events and a golf tournament.

VERB INTERACTIVE INC., Halifax. Marketing and advertising; 204 employees. Rewards exceptional performance through an employee of the month award, providing recipients with a $1,000 bonus and an engraved trophy.

VEROSOURCE SOLUTIONS INC., Fredericton. Healthcare information

technology services; 36 employees. Offers mentoring and leadership development programs for employees interested in advancing in their roles, and supports ongoing education with tuition subsidies.

VIDIR SOLUTIONS INC., Arborg, Man. Storage systems; 221 employees. Offers year-end bonuses as well as matching RSP contributions to help employees save for the longer term.

VISIER INC., Vancouver. Software developer; 356 employees. Focuses its charitable efforts on initiatives related to diversity, equity and inclusion, as well as emerging STEM talent.

WESGROUP EQUIPMENT

LP, Surrey, B.C. Industrial machinery and equipment distribution; 188 employees. Invests in employee education with tuition subsidies for job-related courses as well as subsidies for professional accreditation.

YULU PUBLIC RELATIONS

INC., Vancouver. Public relations; 17 employees. Offers maternity and parental leave top-up for new and adoptive parents plus an emergency child care stipend of $100 a day for five days per year.

METHODOLOGY

Canada’s Top Small & Medium Employers 2023 by Mediacorp is an editorial competition that recognizes exceptional small and medium enterprises (SMEs) across Canada. To determine eligibility, the Mediacorp editors adopted the SME definition used by Statistics Canada, limiting the competition to private-sector commercial organizations with under 500 employees. Non-profit organizations are not eligible.

Employers are evaluated by the editors of Canada’s Top Small & Medium Employers using the same eight criteria as the national Canada’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.

While the selection process to choose the winners continually evolves to include new questions that reflect changes in the workplace, the underlying methodology has not significantly changed since the project began in 2000. The competition is and remains a catalogue of best practices.Canada’s Top Small & Medium Employers by Mediacorp is an annual national competition and all applicants must pay a fee to enter. Employers must have their head office or principal place of business in Canada to apply. The Globe and Mail is not involved in the judging process.

– Diane Jermyn

– Diane Jermyn

 Vancouver-based Yulu Public Relations offers maternity and parental leave top-up for new and adoptive parents.

p Montreal-based GSoft offers unlimited time-off and the ability to work from anywhere (including outside of Canada) for up to 150 days per year.

Leading the Way

Canada’s Top Small and Medium Employers are still pioneers in the workplace

Afew years ago, Mediacorp Canada organized an event celebrating Top Employers, and presented a bar graph about their time-off policies. When the speaker focused on one of the bars – a very tiny bar – marked “unlimited vacation,” there was a perceptible gasp and murmuring in the room.

“They just couldn’t believe it was workable,” recalls Richard Yerema, executive editor at Mediacorp Canada, which runs the Canada’s Top Employers competitions. “But that statistic arose from a couple of small and medium sized employers and they were simply ahead of their time – as usual. Now it’s all the rage.”

Indeed, Canada’s Top Small and Medium

Employers (SMEs) regularly pioneer new ways of working. Today, notes Kristina Leung, managing editor at Mediacorp Canada, it’s much more common among Top SMEs to see unlimited vacation policies, in which employees work out with their managers when they can take time off for anything they need – holidays, personal time, cultural days, medical

needs, even in-law visits – without regard to total days. “It only matters that the work gets done,” she notes.

And employers of all sizes are moving towards more flexible, if not unlimited, time off, again led by SMEs. “They’re saying, we’ve got to have flexible time-off policies to make sure we’re meeting the needs of our diverse population,” says

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LEADING THE WAY Continued

Leung. “We don’t know what you might need the time off for -- maybe for your children or to preserve your work life balance – but we want to make sure that you’re doing well so you can also be well at work.”

Some 27 per cent of Top SMEs now say they provide at least four weeks of vacation to start, with some going up to six weeks, says Yerema. And within that group, more than half define their policy as unlimited vacation, a major increase in recent years.

all types. This often means a job-seeker can find a smaller company with a friendly vibe offering better opportunities than a large one that may be more formal. And Canadian SMEs often punch above their weight.

Take CPCS, an Ottawa-based management consultancy. It has just 82 full-time staff, but it is involved in important projects around the world, mainly in transport and power, and it competes with the top global professional

services firms to win them, says Marc-André Roy, co-managing partner. “Because we always had this kind of small-company mindset – and I say that in a positive way – it means we’re very flexible and pragmatic and open to bringing in good people wherever we could find them,” he says. “Likewise, our market is global, and so by focusing on what we’re really good at and love, we’ve had a lot of success doing projects basically everywhere.”

Roy is well aware his highly educated workforce could easily be attracted elsewhere, so he emphasizes “fun”, meaning both the work and pizza days. “Fun is such a big part of what we do in a small company,” he says, “because we can’t rely on having a big name. So it really has to be about finding a place where people love what they do. I find in a small company, there’s a lot of flexibility to do that.”

Yes, the model is working.

– Berton Woodward

It’s a familiar pattern, and it’s why so many people like working for Canada’s Top SMEs – there is so often a creative atmosphere in the workplace and an open approach to new ideas. In fact, notes Yerema, the pandemic showed how well-served SMEs were by the flexible model they began developing almost a decade ago.

“Suddenly almost anybody could work from home with a laptop, and the smaller employers were the ones that could adapt to the technology and create greater flexibility for work-life balance,” he says. “So they were able to adapt during the pandemic with much less disruption, and now they’ve come out of it much more easily than large organizations, like the federal government. They can keep the flexibility because that was their culture before. I would say the model has proved its mettle.”

Moreover, the old trade-off of a friendly workplace at a SME versus better benefits at a larger employer is pretty much out the window. “They’re all competing for the same talent,” notes Leung. “So the Top SMEs are matching the benefits to make sure they’re comparable. People are getting the best of both worlds.” These days, Top SMEs typically provide health and wellness benefits, maternity and paternity top-ups and RRSP matching contributions, just like large employers.

SMEs also compete just with the breadth of the things they do, from technology to manufacturing to services of

1. FISPAN employees connect over weekly company-paid lunches.

Validere Technologies shares success with all employees through a profit-sharing plan.

Led by SMEs, employers of all sizes are moving towards more flexible time off.

PHOTOS (TOP TO BOTTOM):

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FISPAN VALIDERE

At Broadsign, core values underpin everything

he didn’t talk about his values, in order to give employees a chance to get to know him. But since then, those values have become part of every decision the company makes, every day.

Taki Belainine was a software developer in Algeria. When he emigrated to Montréal, Broadsign, a digital signage and out-of-home advertising technology company, took a chance on him even though his previous experience was with a different technology infrastructure. He started as a support specialist, but when he wanted to be a developer again, he felt he needed to look elsewhere.

“When I announced that I was

leaving to pursue my development goals, Broadsign had a different opinion,” says Belainine, a software developer III. Belainine had proven himself as a highly capable and valued support specialist – exactly the type of person the company wanted to invest in. Broadsign offered him the opportunity to retrain and transition to a new role in line with his career goals. “I was being paid to learn. It was magical.”

The ability – and encouragement – to evolve professionally is

one of the many things that keeps Belainine at Broadsign. So is the company’s approach to hiring. “It’s not always about what people know technically, which was my case,” he says. “Broadsign focuses more on interpersonal skills, the way people tackle challenges and if they’re keen to learn.”

CEO Burr Smith says that by the time he acquired Broadsign in 2012, he’d had a long career during which he’d figured out what worked and what didn’t in terms of culture. In his first year there,

“If you’re in the privileged position of owning a business and you’re making money off the efforts of other people, it behooves you to treat those people with dignity and respect – to treat them the way you would want to be treated if you were on the other side of the equation,” he says. Because employees spend so much of their lives at work, Smith wants them to enjoy it and be given opportunities to be the best they can be. “You don't have that much time on this Earth and you better really enjoy the time that you've got,” he adds. “It’s important to us to build a place where people enjoy the time that they work together.”

Between the monthly cinq à septs, the reintroduction of larger social gatherings, the recognition by management of a job well done, and the pride employees take in the values the company holds dear, Belainine can’t imagine working anywhere else.

 CEO Burr Smith giving a speech during the ‘Global Employee Summit’ at Broadsign

“I believe that you can be really successful in business and just be decent and represent good.”

— Burr Smith CEO

In his five years at Broadsign, Belainine has been recognized twice for his work by his teammates and management. “It just gives you so much confidence,” he says. “And all I can think of is how can I pay it back? I feel like I can never pay them back because I’ve

been so lucky.”

It’s also important to Smith and his employees that the company strive to be carbon neutral by the end of 2023. To get there, the company is targeting two aspects of its business – where Broadsign’s servers draw their power from,

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and travel. “I wanted to do it because it’s the right thing to do,” he says.

Indeed, Smith says he hates seeing movies in which a company is evil and hurting people to make money, because his own company is living its core values – doing the

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right thing, treating people with dignity, doing what you say you’re going to do and making great things happen. “In my heart,” he says, “I believe that you can be really successful in business and just be decent and represent good.” 

 Broadsign employees attending a product demonstration during its ‘Global Employee Summit.’

C3 fosters a culture of independence – and fun

here,” Delorme adds. “There aren’t a lot of tech companies that can say the same thing. And to me, it’s because people are given a chance to evolve – they aren’t labelled and put into categories.”

Over those years, the company has grown from a handful of employees to almost 50 full-time staff in Canada. Through that, Crevier says, maintaining the company’s values and culture has been of prime importance. In fact, C3 even created a happiness officer position so the culture was not diluted by the increase in company size.

Mathilde Delorme started working at Montréal-based C3 Solutions Inc. right out of university and felt pretty certain she wouldn’t be staying too long since it was her first job. That was six and a half years and a few job titles ago.

Now an operational excellence manager with the yard management and dock scheduling

software company – a position created for her – Delorme says the interesting career path has been one reason she hasn’t wanted to leave.

“They make sure each person always keeps learning and has a place in the organization and that they can clearly see how they can develop or evolve as they go along,” says Delorme. “When they hire people, they hire them for who they are and what they can

provide, not for what they know at that point.”

There’s almost no better example of the opportunities at C3 than Elise Crevier, who was hired in human resources almost 20 years ago and moved through various positions before she became company president last year.

“It’s pretty impressive how many people we have who have celebrated their 20th anniversary

That commitment to culture even extends to the work the company takes on. “Anything that does not serve us as a company, a family, we won’t take on,” says Crevier. “It has to be good not just for our business but for our employees and our soul. We have strong values around that.”

Regular times dedicated to socializing together – monthly cinq à septs, games nights, a volleyball league and a company band, among other things – as well as charitable work help to keep the spirits lifted.

But C3 also fosters a culture of independence, as Delorme calls it. “It’s what really keeps me here,” she says. “They really allow people to take initiative and develop into

 C3 Solutions offers employees flexible working schedules that suit their personal needs.

“Our vision is to keep people for a long time, and that’s what’s happening.”

— Elise Crevier President

 C3 Solutions provides mentoring and leadership development programs.

what they want to be. They really try to leverage each person’s strength. Each person is part of the company for a reason.”

And the impetus to do their best work is fuelled by a feeling of camaraderie and accountability to each other, no matter what level

the employee. “I don’t manage people, but I often have to lead people and I always feel that it’s well received,” she adds. “I never feel any resistance because ‘you're not my boss.’”

The company support for each employee extends to the inevitable

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tougher times as well. If someone needs help, is not feeling well or is going through something difficult, a special committee puts together a plan to help. That may come in a variety of forms, from a more flexible work schedule to finding resources.

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“Our vision is to keep employees for a long time, and that’s what’s happening,” says Crevier. “When people have been served with that kind of care, they care in return. So it builds a loyalty and even love. It really builds something strong.” 

Crozier lays the groundwork for employees’ success

him in client meetings and more. Crozier, he says, would spend as much time talking with him about the business side of things as he would the engineering side.

“If they don’t understand the bigger picture – and the importance of their role – they’re not really going to take ownership of their work,” explains Mocan, who works out of the company’s Milton, Ont., office. “So we like to expose our people to as much of the business of engineering as possible. And when they understand the business of it and why they’re doing what they’re doing, like Julie does, they get excited about it.”

Scott, who works in the company’s downtown Toronto office, not only finds the work challenging and satisfying, she also thinks Crozier has a “fantastic culture” engrained in it.

When Julie Scott went looking for a new civil engineering job, she wanted one that would give her the chance to show what she could do, and she found just that at C.F. Crozier & Associates Inc.

“I wanted to work at a place where I had a lot of opportunity and a lot of room to grow. A place where the people would have a lot of faith and give you a chance to show what you’re made of,” says Scott. “And, honestly, that’s exactly what Crozier did and does. For that reason, Crozier was the

perfect fit for me.”

Scott, who had seven years’ experience, felt that she would likely have to spend years, decades even, to be considered for a project manager position. That wasn’t the case at Crozier, which offers a wide variety of engineering and consulting services in addition to the land development expertise for which it’s known.

“In Julie, we saw someone who was really bright, dedicated and hard-working, and we thought, ‘Let’s expose her to the business. Let’s expose her to clients and see how she does.’ Well, she’s exceptional,” says Nick Mocan,

company president. “You give somebody like that an opportunity, they take it and run with it.”

Mocan would know. He was the first student to work at Crozier back in 2004, the year that the company was formed in Collingwood, Ont., where its head office remains. He joined the company full time a year later, and in 2009 bought into the employeeowned firm, which doubled its number of shareholders last year. He was promoted to president in 2020.

Mocan was mentored by the company’s founder and CEO, Chris Crozier, who would include

She’s also impressed by ideas like the Crozier Women’s Initiative, a trial program that pairs women mentors and mentees – engineering remains a predominantly male profession,

 An employee receives a trophy for earning their professional engineer designation at C.F. Crozier & Associates Inc.

“If they don’t understand the bigger picture – and the importance of their role – they’re not really going to take ownership of their work.”

— Nick Mocan President

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 C.F. Crozier & Associates Inc. provides employees with up to $20,000 to help purchase their first home through its ‘First-Time Home Buyers’ Assistance’ program.

she notes.

That’s just one of several progressive initiatives undertaken by the company – which made headlines in 2021 by offering its employees up to $20,000 toward the purchase of their first home. And then there are the benefits,

such as a parental leave top-up of 80 per cent. There’s also a modernized health benefits program, increased mental health coverage, a flexible hybrid work model and, at the end of the fiscal year, a bonus program.

In its 19 years, the company has

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seen tremendous growth, with more than 300 employees working in Ontario in offices in Collingwood, Milton, Bradford, Toronto and now Guelph. In some ways, Mocan has come full circle with the new Guelph office – the person heading it up

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first worked for him as a student, as he did for Crozier.

“I’m sure it’s rewarding for Chris to see so many of us grow into various roles,” Mocan says. “We’ve been through a lot together and there’s so much more to accomplish.” 

Global travel and cool work are part of the CPCS deal

earlier years, she worked in some 15-20 countries for CPCS, usually for short spells, on projects involving transport sector strategy, policy and much more.

Then she had her two boys, now 12 and 9, and stayed closer to home. Now one of her projects is advising on vehicle emissions reduction in the Lower Mainland for B.C.’s Translink transit system and Metro Vancouver. “It’s super interesting, and I’m sure it will have an impact,” she says. She has also consulted on making marine shipping through the St. Lawrence Seaway more competitive as a transport option.

You might think Elizabeth Drake, a principal consultant at the Ottawa-based management consultancy CPCS, sounds incredibly distinguished, and she is. Drake completed her undergrad at Queen’s University, master’s in development management at the London School of Economics and has worked in at least 15 countries. But the point is, that’s par for the course at CPCS. The firm consults on a wide variety of high-end projects around the world, mainly

in the transport and power spheres, and notably in North America, Africa, the U.K., the Caribbean and Latin America. And its people are distinguished.

“Everybody has a minimum of a master’s, with very few exceptions,” says co-managing partner Marc-André Roy, himself an MBA. “Ten per cent of our team members have PhDs and, in many cases, multiple degrees. We have many colleagues from top-tier universities, like Cambridge, Princeton, MIT. So we attract people that are smart and passionate.”

Small wonder that Roy says one of the key reasons to work at CPCS is “the people.” And, he adds, the sector. “The work we do in infrastructure is fascinating,” he says. “For starters, it’s so tied into the economy, it’s so tied to how people live. And for a lot of our people, it offers the opportunity to work internationally. There is so much potential for impact, which is a big reason we attract such high-calibre colleagues.”

Drake is an economist who joined the firm on her return from London in 2007, and now oversees climate change advisory. In her

And she loves the environment at CPCS. “It’s a very flat organization, not hierarchical,” she says. “The vibe is really like, if you have something to say, say it. If you have questions or you want to contribute, there’s not a lot of bureaucracy. Which means, one, there are a lot of opportunities to learn from everybody in the company, regardless of your level, and two, it’s pretty quick in terms of decision-making.”

She notes, too, that the firm is employee-owned, “which creates

 CPCS leaders recognizing employees during its ‘DEEP Recognition’ awards ceremony.

“There is so much potential for impact, which is a big reason we attract such highcalibre colleagues.”

— Marc-André Roy Co-Managing Partner

more of a team dynamic. We’re kind of directing the ship together.”

Roy notes that the ship travels widely. CPCS has offices in Canada, the U.S., the U.K., India and Africa. “We work on projects that have a very specific beginning

and end, and a lot of that work requires some travel to the place of the project for a week or two, sometimes longer,” he says. “I lived for a year in Nigeria as a project co-ordinator.”

With the advent of the pandemic, there was less travel, of

course, but it has also meant that more faraway partners have learned to communicate virtually with CPCS offices. For those in the offices, the firm has a flexible two-day-a-week hybrid policy for working on site. In Ottawa, that often includes Thursday, which is

pizza day. And last summer, the firm brought in all its people to head office for a week of planning, co-creating and team-building – “they came from just about every corner of the planet,” says Roy. Clearly, a very distinguished group. 

High-impact careers

We are CPCS, advisors to infrastructure leaders.

cpcs.ca/careers

 CPCS employees ring a bell to celebrate when a contract is won.

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Crown has a new lease on a caring culture

In fact, 64 per cent of senior management at Crown are women.

“Our CEO is very involved with human resources, but I have autonomy,” says Singh. “Elsewhere, HR doesn’t always have a seat at decision-making tables, but that isn’t the case here. And I’ve had great mentorship conversations on how to speak up and have my voice heard.”

In 2019, Rainu Singh read a job posting for a human resources generalist at Toronto-based Crown Property Management Inc. that described the human resources department as a “blank canvas.” That appealed to her.

“I knew the role would provide growth opportunities and allow me to develop new programs to engage employees,” she says.

When Singh joined the company, which acquires, leases, manages, and redevelops commercial real estate assets across Ontario, she had only four years of experience managing human resources and payroll. “I thought I was too junior for the position, but I felt supported right from the interview process,” she says.

“Because of that, I’ve been able to find my voice and trust that my

ideas matter.”

Mentorship was integral to her progression to director of people and culture in 2022, in particular from managing partners. Singh has benefited from weekly meetings with her boss and managing partner, and she and other women in the organization have been mentored by other senior leaders who are role models for strong women rising through the ranks.

Last year, notes Les Miller, managing partner and CEO, coaching was added as a mandatory requirement for all managers to help guide their teams’ career paths. Now managers are formally mentoring their teams, through an agenda set by staff, to share successes and challenges in a safe environment. “We’ve chosen external trainers with different techniques to coach our managers, because we know that not everyone learns the same way, and we hope this helps build culture,” says Miller.

A culture of caring is key, both within the company and the community. The environmental, social and governance committee supports charities in local communities, and the Toronto and Ottawa teams have direct involvement with food banks. A

 Crown Property Management makes coaching mandatory for managers to help guide the career paths of their teams.

“Diversity is valued here, both in people’s backgrounds and their ideas.”

— Rainu Singh Director, People and Culture

new community service program credits up to 16 hours of volunteer time at a charity in return for the equivalent time off work.

To help welcome new employees, Miller takes them to breakfast for some face-to-face time and career planning. Celebrating

wins is also important – annual recognition awards have moved to quarterly, and team leads have special budgets allocated to celebrating employees’ successes.

Diversity is also a focus. “We haven’t figured it all out because we’re still learning, but we’re

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committed to building wherever we need to build,” says Miller. “We do know that the more diverse input we get from our people, the better the results.”

Singh points to diversity, equity and inclusion surveys that are showing who their employees

are and where more representation is needed. “I’m a young brown woman, and it’s nice to look around the room and see others who look like me,” she says. “Diversity is valued here, both in people’s backgrounds and their ideas.” 

IS OUR

crownrealtypartners.com

 Over half of senior management at Crown Property Management are women.

At Crown we bring the best to all we do, welcoming innovation and providing each other with respect and room to grow.

full-time staff in Canada describe the culture as inclusive and equitable of senior leaders are women job-related tuition subsidies

Dixon Mitchell invests in a sense of togetherness

only be in trading or settlement or in the front office. Here, because we’re a small firm, you’re going to see absolutely everything.”

Glen Rattray has been in the investment business for over 30 years and knows a winner when he sees one. So when he had a chance to join Dixon Mitchell Investment Counsel Inc., he was all-in.

“The thing that really distinguishes Dixon Mitchell is that it’s a very cohesive team – there’s a real sense of teamwork here,” says Rattray, senior investment counsellor. “And that’s not an accident. It’s by design over the firm’s 22-year history.”

Dixon Mitchell is a 100 per cent employee-owned, independent

investment counsel firm. Headquartered in Vancouver, it also has an office in Calgary. It manages approximately $4 billion in assets and serves both high-net-worth families and small institutions, including First Nations communities and Indigenous organizations. A sense of togetherness and common mission starts the moment new employees walk in the door. Everyone is given the resources they need to grow and succeed professionally, including an annual continuing education allowance of $1,100, available to all employees. Many use it to get their

chartered financial analyst certificate, the sector’s professional designation.

Employees also receive a wealth of experience. Because of its size, Dixon Mitchell doesn’t pigeonhole employees. They get to do the full gamut of tasks. For those who want it, the path to becoming an associate is open and the company supports employees whatever their professional finish line is.

“You’re going to learn here and see things from a whole investment firm perspective,” says president Janine Guenther.

“If you go work at a bank or at a big investment shop, you might

Dixon Mitchell treats employees as carefully as it does its clients’ money, putting a premium on physical and mental wellness. Along with a physical training budget, employees receive mental health support, flexible work hours and transit subsidies as part of a comprehensive benefits package.

The co-operative, collaborative work atmosphere encourages strong bonds between employees as well as clients. It’s not uncommon for a counsellor to work with three generations of clients from the same family.

“It’s a very flat organization,” says Rattray. “All doors are open. I’ve been in organizations where there are many levels and many closed doors. Here it’s very open and there’s a real sense of community and purpose.”

Dixon Mitchell also places a high value on creating an inclusive, diverse work culture. There’s a near 50-50 balance between female and male employees, with women in two-thirds of the company’s leadership positions, a departure from the norm in the investment counselling sector.

 Janine Guenther, CFA, CMT, president, at Dixon Mitchell Investment Counsel

“At the end of the day, the best investment you can make is in people.”

— Janine Guenther President

As hard as they work, employees at Dixon Mitchell also have fun together. As a team, they go snowshoeing, play golf and participate in holiday events. Employees outside Vancouver are annually flown there along with their spouses for a family dinner.

Company camaraderie is also reinforced by weekly Friday lunches.

Dixon Mitchell doesn’t forget those who are less fortunate. It doesn’t just cut cheques for charity; people roll up their sleeves and get into the kitchen,

like when employees volunteered at the Union Gospel Mission eight times last year to help with dinner. Those and other charitable and volunteer activities further build a sense of esprit de corps.

“We believe that if we work together and play together and

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give together, we should find common ground for everybody,” says Guenther.

“At the end of the day, the best investment you can make is in people – in their education, in their health and in having fun while helping others.”

 Dixon Mitchell Investment Counsel adopts a collaborative approach among its workforce (L-R: Glen Rattray, CFA, Audrey Hui, CFA, CIPM, and Vignesh Pillai).

Duncan Craig pivots back to in-person working

definitely have some serious softball players in our firm,” says Erica Banick, director of people and development.

Also revived are the monthly in-person meetings and lunches for lawyers and staff within their respective practice divisions.

As for so many other employers, the pandemic forced Edmonton’s Duncan Craig LLP to radically pivot towards working remotely. But for a smaller, tight-knit law firm, that model was neither desirable nor sustainable. The pivot back to pre-pandemic norms has been methodical and at times challenging, but ultimately rewarding on several fronts.

“At first, it’s like dipping your foot into the ocean and trying to gauge the temperature,” says Darren Bieganek, managing partner. “Some were unsure about it. But as we’ve gradually increased the number of opportunities to

interact, what we’ve seen is an increase in participation and a general sense of relief that we are able to do this again.”

By the spring of 2022, lawyers and support staff had the choice of opting into a hybrid work arrangement whereby they would work a minimum of three days a week on site. About a third of Duncan Craig’s workforce chose the hybrid option, while the majority returned to on-site work full time.

The firm’s management team encouraged this transition back to the office by helping to reintroduce staff and lawyers to the in-person events, networking and volunteering that had been

part of the Duncan Craig work culture for decades.

This includes monthly social committee events, staff appreciation barbeques and opportunities to volunteer and fundraise on behalf of charitable organizations like the Edmonton Food Bank and the Mustard Seed emergency shelter.

It also meant Duncan Craig could reassert its pre-pandemic role as a force to be reckoned with during the annual Edmonton Corporate Challenge, a lighthearted competition that pits local businesses against each other on everything from bingo to 5K runs.

“We’ve learned again that we

“People get to discuss what is and is not working for them,” says Banick. “These events are also a great opportunity to collaborate and have been really important in bringing people back into a team environment and realigning our purpose.”

The fact Duncan Craig’s offices underwent a thorough renovation during the pandemic provided a coincidental benefit.

“It used to be the lawyers had a lounge on one floor and the staff on another,” says Bieganek. “They are now combined in one and it’s been a wonderful experience to see people mingling more and enjoying each other’s company.”

Indeed, Bieganek believes one of the positive outcomes of the pandemic has been a renewed

 Duncan Craig presents a 20 year anniversary recognition for Stace Hamilton, director of IT.

“We are in a better position to mentor younger professionals, many of whom finished their last years of law school or even articled online.”

— Darren Bieganek Managing Partner

Duncan

commitment to collegiality and open communication.

“While we worked remotely, we were more deliberate about reaching out and staff were empowered to speak up on everything from work processes to personal challenges,” says

Bieganek. “I think we’ve gained better insight into some of the day-to-day challenges our staff face.”

But working in-person has some clear advantages, he adds.

“We can bounce ideas off each other and delegate tasks more

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easily in person, rather than scheduling Teams calls,” says Bieganek. “We are also in a better position to mentor younger professionals, many of whom finished their last years of law school or even articled online.”

As a human resources specialist,

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Banick sees another clear benefit.

“It’s easier to identify individual needs and to support people because they are right in front of you,” she says. “That’s much better than having to call people up at home and hoping they’ll tell you what’s going on.” 

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Craig employees volunteering to support local communities at the Mustard Seed emergency shelter.

The Eclipsys solution leads to happy employees

supports diverse cultures – from offering special programs to making sure a catered lunch takes everyone’s dietary needs into account. And rather than impose a strict schedule for statutory holidays, the company offers a holiday exchange program so employees can take time when they want it.

Nearly two years ago, Nadra Al-Harthi gave an employment agency five pointers to help find the right fit for her next position. She likes to work independently, close to home with a close-knit group of people, and she wanted fair compensation and room for growth. Now she’s happily working as an accountant at Eclipsys Solutions Inc.

“It’s been an amazing journey from the start,” says Al-Harthi. “From the first interview, I was hopeful I would be hired. I’d found my people!”

Since 2009, Eclipsys has been working with more than 300 public and private sector

organizations across North America to help clients optimize their investment in technology.

Beginning with a focus on Oracle database and engineered systems, the company’s consulting practice now focuses primarily on moving their customers to the cloud.

“We are fortunate to be a small company that is stable and successful,” says Theresa Williams, vice-president, people and culture.

“It starts with investing in our people.”

Williams says Eclipsys purposefully plans employee programs rather than reacting to situations as they come up. Having engaged and happy employees contributes to strong retention. Strong engagement and retention in turn creates

high customer satisfaction.

“We are always asking how our teams are doing and what they need,” says Williams.

At this year’s annual strategy retreat, Eclipsys announced its newest employee program –unlimited vacation. Rather than getting a set number of paid vacation days per year, employees work out their vacation needs with their managers.

This year, Al-Harthi wants to visit family and, because it requires a 20-hour flight, she would like to take three weeks off in a row. “My manager said, ‘Let’s figure something out for you to go home.’”

Al-Harthi appreciates how Eclipsys accommodates and

“In previous positions, I had to use vacation time to celebrate my holidays with family,” says Al-Harthi.

The company also supports and promotes women in technology. Now half of the executive team are women.

Williams describes Eclipsys as a learning organization where the culture encourages collaboration and support. Learning programs include regular Friday forums where the team presents on new technologies, or customer lessons learned, and more. The team also has frequent guest presentations, such as on wellness, emotional intelligence and goal setting.

The company supports attendance at seminars, workshops and other external events. A learning hub that promotes self-study, and

 Eclipsys Solutions encourages the progressive role of women in technology.

“We are fortunate to be a small company that is stable and successful. It all starts with investing in our people.”

— Theresa Williams Vice-President, People and Culture



formal learning such as technical certifications and exams are also key to the learning strategy.

“We incorporate time for development during the work day so employees don’t need to use personal time. This really sets us apart,” says Williams.

Eclipsys offers employees paid volunteer hours so they can contribute to the community, and this year it doubled the community sponsorship program to $10,000 per year. Employees make requests to this program to support causes such as children’s

47 45% 50% $10,000

sports teams, creative arts and cultural events that support the community.

“It’s meaningful. People feel really good about doing good things for their community,” says Williams.

The company also takes time to

full-time staff in Canada of employees have tenure of 5+ years of executive team are women community sponsorship program

celebrate, from town hall meetings where each senior manager reports on good news, to annual holiday parties and off-site strategy meetings.

“They go all out for us,” says Al-Harthi. “I feel valued. It makes me excited to come to work!” 

Eclipsys Solutions invests in resources that allow employees to work collaboratively and communicate often.

Genoa Design’s rising tide of support lifts all ships

beyond – it really perks up your day,” he says.

Other perks are also appreciated, such as free snacks, catered lunches every few weeks and stand-up desks for everyone. “It’s great because you don’t have to put a ticket in to get a standing desk, it’s automatically provided,” says Saad. “Small perks like these show employees they’re valued.”

When Lebanonborn Mohamad Saad was working as an engineer in Australia in the mid-2000s, he couldn’t have foreseen that when he met his future wife there through mutual friends, it would lead him to a fulfilling career on another continent – at Genoa Design International Ltd. in Mount Pearl, N.L.

Saad’s wife hails from Newfoundland and Labrador, and in 2008 they moved to St. John’s, where he found work as a project engineer consultant. In 2021, he joined Genoa Design as a project

manager. “There’s a boom in the St. John’s tech sector, and Genoa has a great reputation as a good employer with lots of big national and international clients,” he says.

As a specialist in the shipbuilding sector, the company is handling 3D modelling and production drawings for the Vancouver Shipyard’s offshore science vessels, which is the project Saad is helping to oversee.

“There are many moving pieces and lots of money at stake, so at times it can be stressful meeting our targets,” he says. “But I work with a good group of people in a positive environment, so when there’s stress, we all share it.”

Saad believes that culture of support, plus an emphasis on wellness, trickles down from CEO Gina Pecore. “There’s a very strong, diverse leadership with lots of women at the senior level,” he says. “Male-dominated environments in this industry tend to be more abrasive – here, you know you’ll be supported.”

Ensuring employees remain healthy comes in different forms, including an annual $1,000 wellness bonus, which Saad uses for golf. He also appreciates a peer-recognition program that provides more than just a financial bonus every quarter. “It’s nice to be recognized for going above and

Unlike Saad, chief program officer Laurie Balan was born and raised in Newfoundland and Labrador. Armed with a mechanical engineering degree from Memorial University, she joined Genoa Design in 2020 as chief technical officer to set up the design and delivery team. “After working in shipbuilding for 20 years, I was excited to see what it would be like to report to a female leader,” she says.

Pecore had reached out to Balan to see if there might be a fit, and Balan was impressed by the CEO’s extensive industry experience –then by her leadership style. “Gina encourages and welcomes

 Genoa Design employees donated $12,000 to children in Newfoundland and Labrador for the Janeway Children’s Health and Rehabilitation Centre.

“I feel like there’s mentorship through every conversation, because everyone has different backgrounds and experience.”

— Laurie Balan Chief Program Officer

everyone to have a voice,” she says. “She has created an environment that wants to hear from a diversity of people and thoughts.”

Genoa Design lives by its values –put people first, live well, create lasting relationships, make a difference, own it and never stand

still. “There’s always conscious pause in all decision-making to ask, does that align with our values?” says Balan. “Everything is built with that in mind.”

Mentorship happens at both the senior and junior levels, and continual professional

development is encouraged. The internal Genoa Academy offers courses in soft and technical skill development, and a team of technical subject-matter experts respond to new products and services in the market.

“I learn so much from both the

people who report directly to me and from the executive team,” says Balan. “I feel like there’s mentorship through every conversation, because everyone has different backgrounds and experience. It really is a case of a rising tide lifts all ships.”

 Continual professional development and mentorship is offered at Genoa Design.

full-time staff in Canada

job-related tuition subsidies annual spend on training per FT employee staff volunteer hours last year

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At Integrated Sustainability, flexibility is key

sentiment. “If you have a passion to do something or an idea that’s innovative, Stuart will be a huge supporter,” he says. “You don’t get that in a lot of other companies. And being the size that we are means we can pivot and adapt quickly, which has been a huge plus.”

Conventional wisdom says that large companies usually provide more opportunities for employees to expand their skills and widen their horizons. But Frank Laxshimalla, manager of projects at Integrated Sustainability, would disagree. Laxshimalla was hired 10 years ago as an electrical engineer at the Calgary-based company, which provides environmentally sustainable infrastructure for water, waste and energy projects in Canada and internationally. But he experienced several different areas of the business before

landing in his current position.

“I’ve had the opportunity to play a number of roles, which has been great,” he says. “I’ve worked in business development and strategic development on the renewables side, engineering and project management. Each project presents different challenges, and it’s fascinating to take each one on.”

According to Laxshimalla, the company’s size – which is expanding due to some recent acquisitions – enables nimbleness, collaboration and innovation. “Because we’re a relatively small business, we have to work outside of our comfort zones, learn about

other areas of expertise and band together to solve challenges,” he says. “And that speaks to the culture – there’s a lot of camaraderie.”

There’s also an open-door policy where employees feel encouraged to share their ideas with management, including President and CEO Stuart Torr. “Everybody can go and chat with the president about anything, anytime,” Laxshimalla says. “It’s part of our culture, that ability to have open conversations and share what we’re doing with each other, both successes and challenges.”

Nick St-Georges, vice-president, international, echoes that

St-Georges, who has worked for Integrated Sustainability for eight years, was supported in his drive to expand the company’s operations to the Caribbean, where he runs its Barbados office.

“We were looking to diversify geographically, and that was my strong suit,” he says. “I was pursuing projects in the Caribbean, and it got to the point where the work seemed very sustainable, and our CEO asked me to make it permanent. I love what we do here. The projects have significant, life-changing implications, not only for local communities but for the marine ecosystem as well.”

Laxshimalla also values the

 An employee at Integrated Sustainability demonstrates a reclaimed water treatment system in Bridgetown, Barbados (photo credit: Business Barbados).

“It’s part of our culture, that ability to have open conversations and share what we’re doing with each other, both successes and challenges.”

— Frank Laxshimalla Manager of Projects

company’s flexible workplace.

“We easily navigated to a workfrom-home situation during the pandemic, because that flexibility was already in place,” he says.

“Our projects create great opportunities for staff to expand their skills in new markets

and industries.”

The company has a familyoriented approach that fosters a healthy work-life balance. An above-average paternal leave top-up benefit, employee mentorship program and women-inindustry initiatives have

encouraged more women to join the traditionally male-dominated industry.

“Our senior management team is 40 per cent female, which is way above the norm,” says St-Georges. “I think we have a very strong and healthy balance, and when we

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look to hire, it’s based on skills. It’s a great culture from that point of view.”

“There’s not a diversity barrier in any shape or form,” adds Laxshimalla. “It’s very open and level, and every opinion is valued. I’m proud of that.”

 Integrated-Sustainability employees at a mine closure reclamation project in British Columbia (photo credit: Site Partners).

Jayman flourishes by working and playing together

award-winning builder’s larger family feel. “The company asks for a lot, but it gives a lot too,” she says.

Angela Pistore, executive assistant to the COO at Jayman BUILT, worked for some large organizations before she came on board with the Calgary and Edmonton homebuilder eight years ago. From the start, the atmosphere was different. “I think that some companies are just too big, and some groups or individuals get forgotten or missed,” she says.

“There is this whole family feeling. We work really hard but we also have a lot of fun. We’re all

in this together. In some companies I’ve been at, you never even see the owners, but here, Jay Westman is in the office, emptying the dishwasher in the morning,” Pistore says.

Co-founded by Jay Westman and his father Al in 1980, Jayman BUILT has been a major, hard-driving and innovative presence in Calgary’s – and later, Edmonton’s – single-family home market from the start. For decades, much of its innovation has focused on environmental sustainability and energy efficiency. By 2019, Jayman became the first Alberta

builder to incorporate energy-saving solar panels in every new single-family home. Their six-panel standard increased to 10 solar panels per home in 2023, further reducing energy costs.

“We work hard and we play hard,” says Nicole Westman-Jones, Jayman’s managing director of brand, people and culture, citing the company’s unofficial motto as a way of acknowledging the effort involved in an ongoing reshaping of daily work life. As a literal family member – she’s Jay Westman’s daughter – WestmanJones also emphasizes the

“We’re also known for our activities together. On Fridays from 3 p.m. on, we start hanging out together in our pods, and there can be impromptu barbeques on the deck,” Westman-Jones says. “Then there’s our social committee, which has an activity every month, and 80 per cent of the employees go to it. Two times a year, during paid work days, we have skiing in the winter – or snowshoeing for the non-skiers – and golf in the summer.”

And all that is before the company’s intense community involvement kicks in, as much employee- as employer-driven. “Anything to do with shelter or homelessness gets our attention,” says Westman-Jones, whose company has joined with 10 other local builders in committing $15.4 million to construct 10 new

 Jayman BUILT employees participating in a golf tournament.

“I've worked for companies where you never even see the owners, but here, Jay Westman is in the office, emptying the dishwasher in the morning.”

— Angela Pistore Executive Assistant to the COO

for the homeless in Calgary.

Or anything to do with multiple sclerosis, she adds, given the Westmans' family history – Jay Westman’s sister and her daughter both battle MS. In Calgary, the partnership with the MS Society

of Canada is such that the society’s annual fundraising walk is now the Jayman BUILT MS Walk. Over its history, the company has donated almost $9 million to local non-profits and its employees’ charitable efforts.

Pistore, who happily immerses

herself in everything from stuffing a truck full of books for Calgary Reads to trying – so far unsuccessfully – to see her Calgary team outraise the smaller Edmonton contingent during the MS Walk, says it’s all ingrained in the Jayman office culture.

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“People just show up when they’re needed,” she says, “because mutual trust and respect build quickly here. Right away, you just feel like people have your back. We do work hard — and maybe it’s not for everyone — but I’m not going anywhere.” 

 Jayman BUILT employees donating a truck full of books to help promote children's literacy. buildings

At Johnston Group, helping people is the business

agencies and initiatives across all sectors. In addition, its employeeled Purpose and Contribution committee looks for opportunities to connect employees to those community organizations.

Almost two years ago, Jaime Chinchilla was in the enviable position of having two enticing job offers. But the more research that the diversity, equity and inclusion (DEI) specialist did, the more he realized the opportunity at Winnipeg-based Johnston Group Inc. was not to be missed.

“In my field, it’s important that the company really cares about people,” says Chinchilla, DEI

advisor in human resources.

“Otherwise, you’re going to have a difficult time trying to embed all the principles of diversity, equity and inclusion. At Johnston Group, they were making an honest effort on all those fronts – and not just in a performative way, which is common in my field.”

To Will Johnston, a secondgeneration family member working for the group benefit plan administrator, that all just falls under the category of ‘Do the

Right Thing.’ “Doing the right thing just sort of permeates how we treat our employees and how our employees treat one another, our customers and the advisors we work with,” he says.

Johnston Group also does the right thing as it pertains to the outside community – “punching above its weight class,” as Johnston notes, in terms of charitable giving and community involvement. The company gives to community organizations,

Johnston thinks the company is in a solid position to continue to grow its business and adds, “We are motivated by the fact that as we grow, it enables us to create more local jobs and do more to contribute to our community.” The company also matches employees’ charitable contributions to the United Way.

“It’s ingrained in the culture to give back to the community in a meaningful way, and that sometimes means donating something but it can also even mean just going into a neighbourhood and picking up garbage,” says Chinchilla. “Those may be small but meaningful actions, but those are the things that you care for. And the company gives employees time to join committees and do those things.”

The Purpose and Contribution committee is one of several under the company’s Work Life Wonderful umbrella. Together they cover just about every aspect of an employee’s personal and professional life – from mental, spiritual and physical health to

 Johnston Group employees volunteering at the ‘Manitoba Marathon.’

“It’s ingrained in the culture to give back to the community in a meaningful way.”

— Jaime Chinchilla DEI Advisor

professional development, the environment and social life, among others.

“The company really just lets people be who they are,” Chinchilla says. “If employees want to stand for reproductive rights, they can do it; if they

belong to a specific religious community, the company will support creating a group so they can get together. And they try to find the best ways to celebrate all the unique holidays.”

For him, the company stands out not only in how it conducts

We’re

business but in how its leaders see employees. “From the first moment I arrived here, I felt that I was being taken care of as a human being, not just as a professional,” he says.

“David Johnston, who is the founder of the company, always

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full-time staff in Canada of managers are women charities helped last year employer-paid health plan, with family coverage

says we’re in the business of helping people and for him that means not just the clients but all people – staff, teammates,” he adds. “I think that is what makes the product unique as well, because that’s how we treat people.” 

Employee Benefits Solutions

Work Life Wonderful. Come join our team. johnstongroup.ca/careers

 Johnston Group fosters a culture that supports its employees across their careers.

in the business of putting people first.

At Keystone Environmental, the door is always open

the past 19 years, she has held several roles leading to her current leadership position.

“Definitely the reasons I have stayed are the people, the management team and a real open-door atmosphere,” she says. “From day one, you’re working with some of the most experienced people and they’re giving you opportunities and support.”

Brent Olson worked at Keystone Environmental Ltd. for 10 years. After working at another company for seven years, it felt inevitable that he would return to Keystone Environmental.

“When it was time to think about leaving my other job, it really felt like the only choice was to come back to Keystone Environmental because of how great the people are to work with and the camaraderie we have as a team,” says Olson, senior technical

manager, who has been back at the Burnaby, B.C.-based environmental consulting firm since 2021.

“There is a feeling here that everybody has your back. If you’re having a difficult day, there are people to pick you up. Also, the people at the top know you and care for you. They make sure you are supported in your work and in your life.”

To foster this supportive culture, the company's social committee regularly plans events during and after work hours, including dinners and sports leagues. “This

helps build trust and friendships outside of the work environment.” Olson says. “It solidifies the team environment. You know people care about you beyond just their job.”

Another way Keystone Environmental supports employees is through nurturing their career development and helping them to advance within the company. Keree Orso, codepartment head of contaminated sites, started working part-time for Keystone Environmental right after university graduation. Over

In addition to an informal, open-door atmosphere, team leaders meet with employees to discuss their career paths and help create a plan to move them toward their goals. The company also covers costs for learning opportunities, including professional designations and associated training and exam fees.

Even as the company has expanded into Ontario and grown its team, management places a strong focus on maintaining the same close-knit work culture. Part of this is finding creative ways to keep team members with the

 Keystone Environmental staff learning about the latest techniques at a drilling demonstration.

“It really felt like the only choice was to come back to Keystone Environmental because of how great the people are to work with and the camaraderie we have as a team.”

— Brent Olson Senior Technical Manager

company, even if they move or experience another lifestyle change, says President Raminder Grewal.

“It’s important to keep employees who have the knowledge and background, but it’s also important to have people who are excited

to still be working in an organization by providing opportunities for them to make the choices they need to,” Grewal says. “We want to give them the flexibility to allow them to be happier. And then that’s just going to flow to the rest of the organization. I think it also

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promotes an environment where people feel supported. They’re willing to support and help their co-workers and their friends.”

That is the reason Olson gives when people ask him why he returned to Keystone Environmental. “That is the

feeling I want to have when going to my job every day,” he says.

“Even as the company is growing, and with hybrid work, Keystone Environmental spends a lot of time and resources ensuring we still have that camaraderie and social support.” 

 The social committee at Keystone Environmental regularly plans events to help build friendships outside of the work environment.

full-time staff in Canada covered employee and family assistance program paid sick days employer-paid health plan, with family coverage

Mentorship – and baseball – are big at LBMX

willing to listen to employees, which is very refreshing and not always the case,” says Scott.

Scott has also been listening – to his mentor, Kevin Cox, the company’s chief product officer based in Atlanta. The two were paired through a formal mentorship program where Scott had to state his career goals for the year. They’ll typically meet virtually for a minimum of one hour a month.

With a background in multimedia, broadcasting and film production, Nick Scott was looking to shift into the burgeoning tech sector in London, Ont., in 2022. He knew that software company LBMX Inc. had a great reputation and a small marketing team seeking to expand. “I saw there were really great growth opportunities there, and the marketing co-ordinator role was a strong fit for my skills and personality,” he says.

LBMX is the only global platform that supports digital marketplaces, product information management, central and direct bill management, rebate and purchasing analytics and complete electronic data interchange services to connect members and suppliers, all in one place. “Our clients are independent businesses that communities depend on,” says Scott. “I work with incredibly talented people who want nothing more than for our clients to succeed, and that comes right from the top.”

That’s music to Greg Dinsdale’s

ears. “Our philosophy and culture has always been to do the right thing by our employees and customers,” says LBMX’s co-founder, president and CEO. “If you treat people well, it comes back to you – and that’s good for business.”

Treating people well comes from paying attention to what they want. For example, when employees asked if they could have more work-life balance, additional opportunities were presented for time away from the office through summer hours and a winter break. “Senior leaders are

“I was lucky to have my first session with Kevin in person when he was visiting our office,” says Scott. “It was great to feel that connection and build rapport. I know I’m going to build a strong relationship with him, and that his coaching will benefit my role.”

Dinsdale calls the mentoring partnerships “mindful” pairings. “They allow participating employees to spend time with senior leaders they wouldn’t otherwise,” he says. “It also helps them know we care about how they develop, so they can have a better career at LBMX or even elsewhere.”

In addition to growing his tech knowledge since joining LBMX, Scott has enjoyed social activities

 Greg Dinsdale, president & CEO of LBMX, meets with his team.

“Senior leaders are willing to listen to employees, which is very refreshing and not always the case.”

— Nick Scott Marketing Coordinator

such as curling and skating with his co-workers. This year, he’s looking forward to attending the annual employee bus trip to watch a Detroit Tigers baseball game –Dinsdale is a huge fan of the team. The day-long excursion, which will take place in July, will include

lunch at the ballpark and an afternoon game, capped off by pizza at a restaurant back in London. Dinsdale wears his Tigers cap with pride and encourages his LBMX team to cheer on their favourite team. “It’s a good event, and great for all of us to be

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full-time staff in Canada weeks, maternity and parental leave top-up pay weeks, maximum vacation allowance job-related tuition subsidies

together and enjoy the day – even the bus ride is fun,” he says.

Another point of pride is a new award where employees nominate their co-workers who are making a significant impact on the community. In turn, LBMX makes a financial contribution to each of

the two employees who are chosen, as well as to their charities of choice.

“We’re actively looking for ways to be involved in the communities we work in,” says Dinsdale. “It all comes back to our philosophy of doing the right thing.” 

 Candice Neil, director of human resources, discusses employee benefits with Fabio Mona Torres, junior quality assurance analyst, at LBMX

Employees drive their own career at LeddarTech

based in Canada and Israel, helping the team grow and collect data and delivering products for different customers,” says Plourde. “My career path was a very smooth transition. On a technical level, I was always pushed to learn different topics, and more experienced people on the teams trained me in the early years.

Six years ago, Dominique Plourde was attracted to LeddarTech Inc. straight out of Laval University, drawn by the brand-new technologies the Quebec Citybased software company was developing for the global automotive market. LeddarTech is a leader in environmental sensing solutions for autonomous vehicles and advanced driver assistance systems.

“I came from engineering and the work being done at LeddarTech was a mix of what I had studied and a completely new global market focused on

automotive, so it was very interesting to me,” says Plourde, manager, data collection team. “There aren’t many companies in the world doing this, so I feel lucky to pursue these kinds of projects. We can achieve new milestones, not only in our own company, but in the world automotive market.”

Plourde also appreciates that in this typically male-dominated engineering world, the company increasingly has more women, including on her own team.

“My director is a woman and I think it’s good to have this kind of leadership,” says Plourde. “It shows we accept everyone and

that you can grow here no matter who you are or where you’re from.”

Initially, Plourde was focused on application engineering, working with the sales team and customer side, helping with the different technologies LeddarTech was developing and hands-on testing. Her career progressed as she joined different teams, working on software, data collection, algorithm and AI – “everything related to the automotive market and developing software for autonomous driving” – before becoming a tech lead and then a manager.

“Now I’m managing a team

“Once I could contribute more, that helped me gain recognition to work with other teams and move into new roles. The company’s training on management responsibilities also helped me become a manager and work with the full team.”

LeddarTech offers opportunities for employees to develop their skills and grow within the company through training and robust mentorship programs. The company also encourages employees to explore different roles and provides opportunities for them to move between departments and teams. Last year, LeddarTech promoted more than 20 employees internally.

“It’s a very fun environment with projects moving very fast,” says Plourde. “But we always try to make sure everyone is aligned and comfortable with the workload, as well as interested in what they’re

 The LeddarTech executive team at an international tech event in Las Vegas.

“To be the best we can be, we need to have a passion for what we’re doing.”

— Dominique Plourde Manager, Data Collection Team

doing. To be the best we can be, we need to have a passion for what we’re doing.”

CEO Charles Boulanger loves that employees share in the company’s mission to improve safety and quality of life by enabling applications that reduce

traffic congestion, minimize the risk of road accidents and improve the overall efficiency of road transport.

“Our biggest ambassadors are our employees,” says Boulanger.

“The vast majority of recruitment comes through referrals from

them directly. We are very proud of this as it speaks to the passion and commitment our employees have for the company and our mission.

“In a recent town hall meeting, one of our newer employees expressed how excited he was to

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job applications received last year weeks, maximum vacation allowance of salary for employee training & development

have joined LeddarTech and that he had shared with his daughter that what he’s doing today will make her life better in the future. That’s how I feel as well, but hearing one of our employees echo that to his children reinforces why we do what we do.”

 LeddarTech employees enjoying activities at its annual summer BBQ.

Litco Law fosters a culture of freedom and responsibility

firm. She points out that given Litco Law’s areas of practice – which includes personal injury, real estate, employment, and wills and estate law – clients are often in the midst of stressful events when they walk in the door.

Christina Rotheisler remembers how quickly her employer, Litco Law, leapt into action after a colleague suggested a change that could improve the company’s internal processes. “All of a sudden it was being moved up, people were asking them questions and we were hearing from the business and technology teams about getting the change implemented,” says Rotheisler, a client experience coach.

“I’ve never worked anywhere like this,” she says. “People here don’t just say things, talk about them and let it linger — they

really put them into action if it makes sense.”

Chris Beatty, president of the Alberta-based law firm, says it’s just one way the company tries to empower its employees through its culture of freedom and responsibility.

Employees are given the freedom within their role to determine the best work setup and work-life balance for them and to take the initiative if they see opportunities to help and support clients, or improve internal processes. All employees have a company credit card with no approval mechanism in place, so they can quickly purchase a

birthday cake or flowers for a client, Beatty says. In turn, employees – which the firm calls its “A players” – have the responsibility of meeting the company’s clear performance expectations.

“We’re 100 per cent transparent about making sure everybody’s on the same page of where we’re trying to go, everybody knows the critical items in their role that they need to deliver,” he says. “We try to give everybody the freedom to go about doing that in terms of how to resolve problems for clients.”

Rotheisler says it’s one of the best aspects of working at the law

“I think that as far as improvement goes and caring for clients, at other firms it may feel like you’re fighting that battle for clients alone but that’s just not the case here,” she says. “It’s nice to be able to surprise them with something they might not expect, so they leave here feeling better than they came in.”

Litco Law goes out of its way to keep its A players happy so they’re motivated to go the extra mile for clients, Beatty says. The firm holds quarterly off-site events where employees are invited to have a say on the company’s long-term strategic direction and has numerous “people initiatives” like diversity, equity and inclusion education sessions and flex spending accounts. It also invests significantly into professional

 Employees at a quarterly off-site event where they can share feedback on the long-term strategic direction at Litco Law.

“They’re awesome at listening to the passions and skillsets of team members and helping them get to where they need to go.”

— Christina Rotheisler Client Experience Coach

 Litco Law employees at the 'Litco Lawhoo!' event last summer.

training programs – including proprietary online programs and sending employees to McGill University for manager training – and internal mobility.

“The vast majority of our leaders came up through the business and this is an area we believe strongly

in and invest in every single day,” he says. “That’s a big part of the future of the business.”

Rotheisler has benefitted personally. When she started at Litco Law two years ago as a client experience specialist, her role was dedicated to making the office

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experience unique for clients, particularly in the firm’s “lounges” – Litco Law’s version of waiting rooms. Recently, the company created her current role for her, giving her the opportunity to think strategically about the firm’s client experience approach and to

full-time staff in Canada

job-related tuition subsidies employer-paid health plan, with family coverage mental health practitioner benefit

grow and develop the company’s team of lounge hosts.

“The firm is awesome at listening to the passions and skillsets of team members and helping them get to where they need to go,” she says. “I haven’t experienced that anywhere else.” 

Do the right thing is a mantra at Mawer

the employee’s time or their monetary contribution to a charity, up to $3,000 annually.

“I took part in Habitat for Humanity last year,” says Senyk. “While I was terrible at trying to build a house, it was a great way to bring different members from across different teams together to volunteer in the community.”

Giving back has deep roots at Mawer Investment Management Ltd., beginning with founder Chuck Mawer, who made it a mantra at the Calgary-based firm. Mawer has since passed, but president and vice chair Craig Senyk took to heart what Mawer once said to him over lunch when Senyk joined the firm in 1997.

“He said, ‘Craig, always remember that’s my name on the wall,’” recalls Senyk. “‘If you guys always do the right thing, then I never have to worry about my

name being up there.’ So that’s the legacy I see myself serving for this organization – reminding everybody to always do the right thing.”

With over 200 charities helped over the past year, the firm supports a wide variety of local and national organizations, spanning education, health, sports and the arts.

“We have three main ways of giving,” explains Senyk. “Since we manage a lot of money for non-profits and foundations across Canada, we give back 10 per cent of our fees to each one. Then

there’s our employee program, which is primarily bottom up, and we allocate the remaining budget to charities focused on mental health, financial literacy and food security.

“Ultimately, it’s our community that allows us to be successful as an organization,” says Senyk. “Whether it’s Calgary, Toronto, the U.S. or Singapore – wherever our base of operations is – we try to be active from a community standpoint.”

Hands-on volunteering is a big part of giving back at Mawer. The firm either matches the value of

Emma Cooper-Key, a marketing analyst who helps develop the firm’s strategy for donations and sponsorships, affirms that giving has long been part of the culture.

“Many initiatives started because employees saw a need and ran with it,” says Cooper-Key. “We’re not mandated to do this as part of our job or because a manager expects it. For example, there’s a team of people who are keen to raise money every November for the Movember cause and do a great job rallying support.

“Employees also organize a ‘Thrills and Skills’ auction every year to raise money for the United Way of Calgary. Employees offer their skills up for auction, such as teaching people how to play chess or badminton, and people bid on them. There’s a lot of engagement plus you get to know your colleagues in a new way.”

 Mawer Investment Management allocates budget to charities focused on mental health, financial literacy and food security.

“Ultimately, it’s our community that allows us to be successful as an organization”

— Craig Senyk President and Vice Chair

One that was personally meaningful for Cooper-Key involved a volunteer experience with the Calgary Seniors Society. Employees went shopping for requested items, wrapped the presents and wrote personalized cards before individually dropping

off the custom care packages at the seniors’ homes.

“Getting to meet and chat with the senior I was assigned to was truly the highlight,” says Cooper-Key. “It was a simple interaction, but very rewarding. Afterwards, all the employees who

221 98% $3,000 $5,000

participated met up to share our stories.”

Cooper-Key says the feedback Mawer gets from the community is also very rewarding.

“We’ve developed a reputation for being quietly and consistently present,” says Cooper-Key. “In

annual employee retention per year charitable matching per employee per year professional development stipend

some cases, where we’ve given an unrestricted donation that’s not necessarily allocated to a specific initiative, what we’ve heard back is that they’re really humbled and encouraged by our trust in their management. That was really nice to hear.” 

 Mawer Investment Management provides opportunities to bring the entire organization together to reconnect.

full-time staff in Canada

Openness leads to staff harmony at Nelligan Law

McNaughton has been a staff representative. She and her fellow reps receive input on issues and concerns of their colleagues and they meet monthly with firm leadership to discuss them.

“Issues are discussed openly and acted upon,” she says. “Everybody at the firm is being heard.”

Lois McNaughton joined Ottawa-based Nelligan O’Brien Payne LLP 44 years ago, in the spring of 1979, and she’s stuck with the law firm through the years even though she’s received the odd tempting offer to cross the street and join a competitor.

“It’s always been a good place to work from the day I started,” says McNaughton, a legal assistant. “Everybody works well together – the partners, the lawyers and the staff.”

Founded in 1969, the firm currently boasts 53 lawyers, supported by 57 staff, including paralegals and law clerks as well

as marketing, accounting and finance teams, among others. Nelligan provides legal expertise on diverse matters ranging from employment and family law to Indigenous and elder issues.

Fifty per cent of the firm’s partners are women and, since 2016, Nelligan Law has had a female chief executive officer, Mia Hempey, an entrepreneur who was recruited after she sold a local technology training company she had founded.

“The attraction for me was the really interesting work,” says Hempey. “My mandate was to break down the silos and to make the firm more entrepreneurial and

a little more client-centric.”

To that end, she has introduced a number of changes. “We have monthly town halls where everyone’s invited, lawyers and staff,” says Hempey. “We talk about the direction of the firm and important initiatives like equity, diversity and inclusion, but also fun stuff like weddings and baby news among employees.”

McNaughton, for one, is a fan of the monthly sessions. “She does a really good job,” says McNaughton. “She’s open to everybody. She will discuss anything and I think that’s really important.”

For a number of years,

Nelligan offers professional development opportunities to both lawyers and staff. Lawyers are given a personal budget annually to spend on their development. In addition, partners and other senior lawyers are available to mentor junior associates embarking on their careers.

There are also quarterly learning sessions on a variety of subjects to help employees develop well-rounded expertise. “It could be a senior partner sharing their personal experience on how to build and market your practice, or it could be something substantive that focuses on honing a technical legal skill,” says Hempey.

 Nelligan Law employees Laura Peeke and Julianne Chartrand at the company's annual staff retreat.

“It’s always been a good place to work from the day I started. Everybody works well together –the partners, the lawyers and the staff.”

— Lois McNaughton Legal Assistant

Given her business background in high tech, Hempey has launched several initiatives to enhance the firm’s use of technology. “Traditionally, law firms have been very slow to adopt technology and different innovations,” she says. “We’ve done a lot of

professional development on how to use technology. We had to do a lot of that training so everyone could work from home during the pandemic.”

Post-pandemic, the firm has adopted a hybrid model based on the principle of motivating

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employees to come to the office rather than mandating a return. “People can do heads down work at home,” she says. “But if there’s a substantive training session or collaborative work, people have the benefit of coming in.”

Apart from that, the firm has

full-time staff in Canada years, average age of all employees of equity partners are women employer-paid health plan, with family coverage

introduced a number of events to make the office environment enticing. “We’re having monthly luncheons to celebrate the diverse cultural backgrounds of our employees,” says Hempey. “We want to give people reasons to come to the office.” 

 Nelligan Law associates Caitlin Cardill and Bryan Thaw celebrate Peter Cronyn’s (partner) 45-year career at his retirement party.

Okane works to advance the mine closure industry

growth, says Okane attracts people who are passionate about leaving the world a better place. “Our teams are eager to solve challenging problems and are committed to sustainable social and environmental outcomes,” she adds.

Clark says the company’s focus on innovation means they’re continually developing new techniques and technologies to help clients achieve their goals. Okane shares many of its solutions to help advance the entire mine planning and closure industry, she adds.

Larisa Doucette says one of the things she likes most about working with Okane Consultants is that no two days are ever the same.

Doucette is a senior geoscientist with Okane, which helps mining companies worldwide to return disturbed land responsibly and safely at the end of a mine’s life cycle. Her responsibilities, however, are more varied than her job title might indicate. She manages client relationships, is a project coordinator and provides senior technical direction and review. She also coordinates Okane’s research and development program and serves as the liaison when the company

collaborates with external partners, including academic and industry research institutions.

“The variety is one of the reasons I’ve stayed so long,” says Doucette, who joined Okane in 2011 in Saskatoon, Okane’s head office. “New projects, new challenges, new locations – there’s always something different to keep you inspired and engaged.”

After graduating with a degree in environmental science, Doucette did academic research but decided it wasn’t a good fit. Today, she still describes joining Okane as the best decision she’s ever made.

“Growing up, I loved spending time with my family in northern Saskatchewan and ever since, I’ve

wanted to do my part to preserve the environment,” Doucette says. “Okane’s purpose is to help create a better tomorrow. Working to make a difference aligns with what I want to accomplish.”

Okane has industry experts in many different fields who bring a collaborative, multi-disciplinary approach to mine closure planning. They work with clients, government and communities to develop customized plans that take numerous factors into account, from the specific conditions at each mine site to the desired end result. Some projects also include post-closure monitoring and maintenance.

Miriam Clark, vice president of global strategy and business

At the same time, the mining sector is changing as mining companies increasingly plan for the entire life cycle of their projects. Clark says beginning with the end in mind can help prevent problems and save money in the long run.

“We have a saying at Okane: “It’s never too soon – and it’s never too late – to start thinking about mine

 Okane Consultants has industry experts in different fields who bring a collaborative, multi-disciplinary approach to mine closure planning.

“Our teams are eager to solve challenging problems and are committed to sustainable social and environmental outcomes.”

— Miriam Clark Vice President, Global Strategy & Business Growth

closure,” Clark says, noting the company works with clients at all stages in the mining life cycle. While Okane is looking to grow the business, it isn’t interested in growth for growth’s sake, she says. Instead, the goal is to increase the opportunities for employees to do

the exciting and challenging work that aligns with Okane’s vision for a better tomorrow, Clark says.

Employees are spread across the globe in locations such as Canada, the United States, Australia and New Zealand. Although each employee has a home office, some

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spend part of their time in the field at mine sites, many in remote locations.

Still, Okane, which is built on teamwork, has always fostered a sense of community among its employees. Just ask Doucette, who now works in Brisbane. Most of

full-time staff in Canada of the executive team are women weeks, maternity and parental leave top-up pay donated to charities in 2021

her tenure has been in Saskatoon, but she’s also worked in the Calgary and Perth offices.

“Each office feels the same,” she says. “There’s a very inclusive culture where people are welcoming, friendly and always willing to help.”

 An Okane Consultants field truck sits on top of a mountain range.

Caring is part of the culture at Payworks

the company matches up with their hopes and if they have any feedback on what could be done better.

Cindy Tarasow has no shortage of good things to say about Payworks, her employer of five years. From the company’s continuous product development and agility as a medium-sized business to its Canadian and female-founded origins, she has plenty of praise to sing.

But the biggest plus, she says, is a culture focused on the company’s mantra of doing right by people.

“That DNA of caring for people ensures that the objectives that get implemented are right by the business, customers and employees,” says Tarasow, an HR and analytics specialist in Payworks’ Toronto office. “I’ve been around long enough to know when it’s good, and it’s good here. I have that validation every day that I made the right choice.”

Jennifer Johnston, the company’s vice-president of human resources, says that culture has partially been thanks to the

effort Payworks puts into creating opportunities for connection between employees, including team-building events, people leader summits and its two paid giving-back days per year for volunteering, which employees can participate in as a team.

Johnston says she and the company’s president also meet with new hires during their three-day onboarding, and then connect with them again three to six months later to ask whether their experience of working for

“I had a session recently and people were describing the sense of community they felt, and how people take care of each other,” she says. “We’re creating an environment that’s open to sharing, we trust each other and we have fun together.”

That fun continued even during the pandemic, when employees were working remotely and spread all across the country. Tarasow says joining the company’s employee groups – such as its diversity, inclusion, equity and belonging committee and the pay it forward group – and virtual events made her feel “more connected during a time when most people felt disconnected.”

Johnston says the company also shows its appreciation for employees through a recognition program called Gold Star. The program allows employees to nominate colleagues from across the organization for a variety of

 Payworks creates opportunities for employees to connect and work as a team.

“We’re creating an environment that’s open to sharing, we trust each other and we have fun together.”

— Jennifer Johnston Vice-President, Human Resources

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 The ‘Pay it Forward’ program at Payworks allows employees to spend two paid giving-back days per year for volunteering.

good deeds, ranging from being inclusive to helping out a colleague to volunteering in the community.

The Gold Star committee evaluates all nominations and highlights quarterly winners, including representation from

each department in the company. A draw is held at the end of the fiscal year and the Gold Star draw winners along with sales representatives who make their targets are invited to attend a three-day recognition and team-building trip. Last year’s trip

56%

full-time staff in Canada of managers are women

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100%

was to Whistler, B.C., and this year attendees will be flown to New York City.

Tarasow appreciates that the company doesn’t just focus its recognition on its sales team, something that she’s experienced at other companies.

staff volunteer hours in 2022 employer-paid health plan, with family coverage

“So many people outside of the sales team can participate in the annual celebration because they were part of our success,” she says. “It’s not divided where you have a sales-focused culture – we appreciate the people in other departments, too.” 

Podium Developments builds successful careers

president, development, says Podium’s culture is based around establishing a positive workplace where employees are encouraged to share their ideas and collaborate with each other.

You might not think of public speaking as an important skill for a project manager in construction to learn. But that’s one of many external courses that Podium Development Corp. reimburses its employees for – a sign that the Toronto-based real estate development and building company is thinking outside the box.

“If it’s something I want to do to

grow my skill set, it’s supported,” says Hani Agha, who started at Podium right out of university six years ago and has worked his way up to his current role as a project manager in construction. “They focus on both technical and soft skills, and we’re encouraged to grow both.”

Agha, who has also taken a course in construction law, uses his public speaking skills both externally and internally to give presentations to building owners

and contractors and chairing staff meetings.

“Effective communication is something we’re big on at Podium, and being able to vocalize ideas and speak to your team is important,” he says. “We have biweekly meetings where we share our experiences and what we learned from them, and discuss how other team members can use them to tackle any issues they come across.”

Christian Huggett, vice

“We’re not that big and we’re not that hierarchical, so new ideas are welcome,” he says. “We have a lot of touchpoints with our team throughout the week, as well as social gatherings. Particularly during the pandemic, it became most important to create those moments for people to get together and share ideas.”

Another important focus is on helping employees develop their skills and careers in a supportive environment, which has resulted in a low staff turnover rate.

Podium team members undertake an annual planning exercise to discuss their professional goals, and if they’re interested in pursuing a professional certification or course in asset management, finance or real estate, they’ll be supported.

 Podium Developments gather for the grand opening of a residential development in Kingston, Ontario.

“It’s a great place to grow, with a lot of room to develop new ideas and expand your skill set. I feel like that has been happening since I joined, and it hasn’t stopped.”

— Hani Agha Project Manager, Construction

“We don’t have a formal mentoring process, but team members are informally mentored all the time,” says Huggett. “They’re exposed to multiple facets of the real estate business and can learn a wide spectrum of skills – everything from buying a

site to getting approvals and building, leasing or selling it. There are lots of opportunities to grow.”

Agha says that from the day that Podium reps came to his university building science class, he knew he wanted to work there. And he

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appreciates the fact that he’s had the chance to be part of some exciting projects, including Kingston’s first zero-carbon residential building.

“Podium is a very innovative place,” he says. “They’re not afraid of taking risks, trying new

full-time staff in Canada

of managers are visible minorities job-related tuition subsidies employer-paid health plan, with family coverage

technologies and new ideas. That stood out to me, and I wanted to be part of it. It’s a great place to grow, with a lot of room to develop new ideas and expand your skill set. I feel like that has been happening since I joined, and it hasn’t stopped.”

 Podium Developments participating in an ‘Amazing Race’ team-building event.

At ProServeIT, staff pull together and grow together

to reach out to anyone with a question. I’ve had people working on the help desk reach out to me.”

Shortly after Fajardo joined the company, the pandemic hit. ProServeIT was called upon to help clients migrate to a remote world. What used to take up to a month was soon being done in days. Through it all, Fajardo pulled together with her teammates, and her manager met with her weekly.

Joy Fajardo joined ProServeIT Corporation nearly four years ago, when she was a recent immigrant to Canada.

“The interview process was simple and friendly,” says Fajardo, now brand experience manager. “When I first joined, I was invited to the head office in Mississauga, Ontario, to meet with the team and get to know them, and I’ve never seen anything like it. People were so personable – like a family!”

ProServeIT, a leading Microsoft

partner, is a high-end information technology specialist and technology advisor. For the past 20 years, the company has helped organizations turn technology into a true business enabler.

“Our first core value is ‘people matter,’” says Eric Sugar, president. “We enable our team members to work independently and we have a flexible workplace policy and culture where employees may do much of their work remotely.”

Fajardo works mostly from home, though she goes in to the

office every week or two and she appreciates the change in environment. She stays connected and collaborates with her colleagues through virtual meetings.

Every Friday, the company holds a virtual town hall meeting. Besides sharing business updates, an employee might give a short “passion talk.” This can be about any interest, from soapbox guitars to travel or life as a DJ.

“We have a flat business structure,” says Sugar. “Everyone has a team leader, but they are free

ProServeIT also came up with some unique benefits. One is an unlimited vacation policy. Employees are free to work out their chosen vacation schedule with their manager so long as there is no coverage gap. Another perk is team get-togethers. Last year was the company’s 20th anniversary. There were celebrations held in Ontario, and in regional offices in Prince Edward Island and Vietnam. Fajardo’s group in P.E.I. celebrated with senior management at a farm-to-table restaurant in the countryside, with a campfire afterwards. At the head office in Mississauga, employees and their spouses and partners were invited to a dinner where everyone celebrated the anniversary with good food.

As the company grows, Fajardo has developed quickly within the organization. She began as a sales assistant and has been promoted to brand experience manager, and

 Eric Sugar, president & CEO (left) and Jaime McMahon, CTO, at ProServeIT Corporation

“Our first core value is ‘people matter.’”

— Eric Sugar President

her role continues to evolve. Encouraged to explore her interests and develop new skills, Fajardo has created a learning and development plan with her manager that includes courses and on-the-job training. In addition, employees are

encouraged to participate in cross-functional projects and job shadowing. There is also a substantial internship program.

“Last year we had 11 interns and this year there will be more,” says Sugar. “We’ve hired from this program. It’s important to build

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and groom the next generation.”

Fajardo’s manager, the vicepresident of marketing, has mentored her. She says the leadership at ProServeIT aligns employees’ careers with their own career aspiration and the vision for the company.

full-time staff in Canada

of employees are visible minorities charities helped last year Jedi masters in staff gameplay

“I’ve been asked what in my role I love doing and what I would love to explore. The company engages me to see where my career might go. There is so much growth potential as long as I want it and work towards it. I’m excited to go to work every day.” 

 ProServeIT Corporation employees at their head office in Mississauga, Ontario.

PSB Boisjoli employees thrive on every opportunity

approach to the return to work after pandemic-related restrictions. Managers recommend staff come into the office a few times a week to stay connected and focus on professional development.

After completing his internship with PSB Boisjoli LLP, Maxime Leblanc was hired as a junior auditor. Five months later, he realized he had more interest in tax. He spoke with the head of the sales tax department and she immediately invited him to join her team.

“Everyone finds what suits them,” says Leblanc, now a junior tax advisor. “People change and grow faster here than at the larger, more hierarchical firms.”

Located in Montréal, PSB

Boisjoli is an accounting, tax and advisory firm that has been dedicated to meeting the financial needs of small and medium-sized organizations for more than 80 years. As a full-service firm, it offers strategic, tax and estate planning; audit and assurance services; and corporate financing and restructuring services.

“As a mid-sized firm, PSB Boisjoli has the willingness and flexibility to evolve and get better,” says Kristina Ashqar, CPA auditor, partner. “We’re nimble. There’s not a lot of red tape.”

Leblanc says he finds his work

interesting and challenging. He needs to find solutions for different types of companies every day, whether in real estate or the medical field or the food industry.

“The entrepreneurs we work with are driven. It’s an agile environment,” he says.

“We’re dealing with ownermanaged businesses, which often allows employees to be exposed to the breadth of the work across an organization, not just one area,” says Ashqar.

To support employees in this challenging environment, PSB Boisjoli has taken a hybrid

In-person training sessions in the boardroom are an opportunity to network that is difficult to replicate on an online platform. And when you know your manager is in the next office, it’s easy to pop in and ask a question. The firm offers a free lunch in the kitchen three days a week to encourage attendance and connection.

Employees are also supported to develop in their specific areas. Leblanc and his colleague are taking a program from the University of Sherbrooke to get an overview of sales tax. They get together with their senior colleagues once a week to ask questions and go through articles in tax law.

Leblanc finds this kind of support and team spirit runs throughout the organization. Employees are encouraged to join

 PSB Boisjoli encourages employees to stay connected and focus on professional development.

“As a mid-sized firm, PSB Boisjoli has the willingness and flexibility to evolve and get better. We’re nimble.”

— Kristina Ashqar CPA Auditor, Partner

one of the firm’s committees. He participates on the recruitment committee.

“Senior and junior staff take it seriously and put a lot of time into finding the next generation to represent PSB Boisjoli,” he says. Other staff members participate

on the green committee or the social committee. And there are social get-togethers to go bowling, as well as friendly connections at the office.

“I passed by the kitchen at lunchtime and the tables were full of people chatting,” says Leblanc.

“And if I find I have too much work, people ask if they can help.”

“There is a sense of coaching and caring,” says Ashqar. “I know everyone in the audit department. It’s easy to have day-to-day interactions with partners and managers.”

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full-time staff in Canada

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years, longestserving employee of employees are women job-related tuition subsidies

The senior management at PSB Boisjoli model success. “My boss has been here 20-plus years and she’s gone from intern to partner,” says Leblanc. “I chose PSB Boisjoli because I saw they were caring. They want to give you every opportunity.” 

WHERE LEADERS ARE CREATED AND RESULTS ARE ACHIEVED

 PSB Boisjoli employees take a coffee break on the company’s terrace.

Purpose Unlimited puts trust in its team members

we should stick with that.’ It’s more like, ‘How can we do this differently? How can we innovate and make the employee experience that much better?’”

Lara Pharand, product manager of wealth essentials for Purpose Unlimited, is an active participant in the company's leadership development program for people managers, which also involves periodic day-long training sessions and guest speakers.

At Purpose Unlimited, creating leadership development opportunities for employees has long been a key priority. The Torontobased financial services company's new full-time performance coach is just the latest example of that. Purpose staff members have the opportunity to do an assessment with the company’s newest team member, Cyndie Flett, a former national team coach whose work is rooted in behavioural science. She focuses on helping team members use their natural

strengths in their work and showing teams how those “superpowers” can complement each other and propel performance.

The coach has initially started working closely with leaders, but the company plans to expand her scope to all employees, says Kim Parkinson, chief people officer.

“We loved the idea of someone getting to know our ecosystem and the skillsets of what leadership looks like here, and driving us forward,” says Parkinson. “It’s one of those things where a lot of it is about self-awareness. We’re building self-awareness in

ourselves and learning about others to be able to develop our abilities and use those strengths to actually reach our goals.”

Parkinson says the move was a big investment, but leaders didn’t take much convincing – something she chalks up to Purpose’s agility as a medium-size business and the senior team’s openness to new ideas.

“We’re at the size where we can be innovative, we can bring ideas to the table and people are hungry for it,” she says. “You never come to a Purpose meeting and hear, ‘Oh, these are the best practices,

Pharand says she’s seen a culture of openness to new ideas in her three and a half years at the company in the “amount of support, trust and respect you’re given by the leadership team and the peers you work with.”

She joined Purpose in 2019 to develop an onboarding process for its advisor clients who want to use the company’s platform. In the intervening years, Pharand says she took on progressively more responsibility for strategic planning and had the opportunity to work with different business lines and directly with Purpose’s engineering team to build new features into a product.

 Lara Pharand, product manager of wealth essentials, at Purpose Unlimited.

“We’re at a size where we can be innovative, we can bring ideas to the table and people are hungry for it.”

— Kim Parkinson Chief People Officer

 The leadership development program at Purpose Unlimited involves periodic day-long training sessions and guest speakers.

She notes there was “no script or manual” to her role, but she has always felt supported when making choices about what clients would value.

“I was always given the opportunity to showcase my skills and what I’m able to bring to the

table,” she says. “When there’s something we needed in a product because our clients really needed it, or I thought it would bring growth or value, they trusted I was making the right call.”

While Pharand says the perks the company offers – like

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unlimited vacation time, a welcome package for new hires and great benefits – may be part of why people join Purpose, it isn’t the main reason why they stay.

“It’s the leadership team, the respect that we’re given and the trust, and your ability to put your

full-time staff in Canada weeks (up to), maternity leave top-up pay on training per full-time employee employer-paid health plan, with family coverage

foot into different areas and get exposure in different ways,” she says. “At bigger companies, most people are usually in their area and that’s the area they stick with for a while. So I’m very fortunate for the opportunities that Purpose has provided to me.”

Giving back equals success for Pushor Mitchell

Metherell notes that community groups it’s involved with include the Kelowna Chamber of Commerce and the Downtown Kelowna business association.

“We try to have a really strong presence on non-profits such as the YMCA,” she says. “I was on their board for eight years and served as chair.

“The right thing to do is to grow and be productive in your community in a way that’s not just bottom-line productive.”

Steadfast community involvement has been the touchstone of her law firm’s success, says Joni Metherell, managing partner of Pushor Mitchell LLP, as it celebrates its 50th anniversary. Headquartered in Kelowna, B.C., the firm provides services across the province.

“We feel very, very strongly about being part of the community and giving back, and that doesn’t mean just writing cheques for events,” says Metherell. “We encourage our staff and lawyers to

be involved in volunteerism and to provide service to the community.

“Community involvement has been a huge part of our success and it’s one of the strongest tenets of the firm.”

Metherell is new to the managing partner position, as of January 2023, but not the law firm.

“I’m what you call a ‘lifer’ since I’ve been here since 1994,” she laughs.

She articled with the firm out of law school and stayed on. However, Metherell was prepared to assume more leadership roles

when asked to become managing partner.

“So I am very happy to help in this role,” she says.

Metherell highlights several values that have stood the firm in good stead as it marks its half-century.

“First, we strive to provide really great service to our clients. Then, at the top, is being involved in our community. Understanding what’s happening with our clients and with Kelowna overall and doing our best to contribute positively has served our firm well,” she says.

Yet another of the firm’s values is supporting its people, helping them grow and advance.

“We really do invest in the people we work with, whether our partners, associates, staff or students,” says Metherell.

Abby Wight was taking a parale gal course at the local college and did an eight-week placement at Pushor Mitchell. At the end of the placement in September 2022, the firm offered her a full-time legal assistant position. She jumped at it.

“I’m just very proud to be part of a firm with a 50-year history. I think that’s really cool and the firm has such a solid reputation in

 Pushor Mitchell LLP strives to maintain a collegial environment that supports both the professional and personal development of its employees.

“Community involvement has been a huge part of our success and it’s one of the strongest tenets of the firm.”

— Joni Metherell Managing Partner

the community,” says Wight. She’s also noticed something special about the environment.

“Everyone has been so welcoming and helpful to me as a newer person. They just create this very positive workplace environment where anyone feels comfortable

to ask for the help they need,” she says.

Wight particularly values the firm’s mentorship program.

“My favourite part of the firm has been working alongside my mentor. I feel I’ve gained a lot of knowledge from her,” says Wight.

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full-time staff in Canada years, longestserving employee of employees are women job-related tuition subsidies

“She’s helped me through the transition of getting out of school and getting into a full-time job.”

Wight is also the new fund-raising secretary for Pushor Mitchell. Currently she is seeking donations for the Central Okanagan Hospice Association.

Metherell adds that the firm supports a plethora of programs, from opera to Indigenous entrepreneurships to BrainTrust Canada.

“We try to bring the best service, in the best way possible to serve our clients and the community.”

Joni Metherell, managing partner (left) and Abby Wight, legal assistant and fund-raising secretary, at Pushor

Reconnecting reaffirms relationships at Redbrick

with our employees, not just knowing them from a resume. It was a great bonding time.”

Swanwick notes that although the pandemic meant people worked from home, there was an upside for Redbrick.

Arranging for people from five companies and two countries to come together for a summer leadership summit is no small feat, but Tobyn Sowden, CEO of Redbrick Technologies Inc., was determined this would reconnect people post pandemic.

“We hosted all our leaders, the CEOs and leadership teams from Redbrick, and our four portfolio companies for three days of presentations and activities, including a talk by Olympic gold medalist, Simon Whitfield," says Sowden. “It was the biggest event we’ve hosted but so important after not seeing each other.”

The Victoria-based software and technology services company owns two Canadian companies and two in the American Midwest. The software companies are focused on supporting digital entrepreneurs, explains Sowden.

“There have been a lot of wins in our businesses and I think it’s really great to bring people together to celebrate those wins,” says Sowden.

“It’s been a breath of fresh air to see this team get back together and reconnect face-to-face.”

Subtleties, like facial expressions, smiles or eye-to-eye contact, get lost when people work strictly online through video conferencing and written communication,

notes Sowden.

“A lot of what I mean by reconnecting is to reconnect in person and in a bit of a human and social way,” he says. “I think part of reconnecting is shoring up foundations or starting to build a new foundation.”

Redbrick creates equal opportunity for employees whether they connect remotely or in person, Sowden adds.

Isla Swanwick, people and culture specialist, remembers the leadership summit as a time of meeting new people along with seeing those she knew again.

“It was amazing to connect and just have that in-person time,” she says. “It was coming face-to-face

“COVID definitely changed the culture for us, but I think in a good way, too, because now it opens the door for us to recruit across Canada and the United States,” she says. “The job isn’t limited to location, which is terrific.

“We’ve left it very flexible for employees. Each company — Redbrick and the four portfolios — figured out a cadence for their hybrid teams to go into the office, usually once a week,” Swanwick adds. “But each person has a different personal life, so being fully remote might work better for them.”

She says Redbrick offers different incentives, encouraging employees to regularly reconnect at the office. Employees who commute to work are given $12 daily regardless of whether they walk, bike or drive. Those who bike are given $500 annually to help pay for gear, maintenance or

 Redbrick co-op students working on Shift, a productivity software company.

“It’s been a breath of fresh air to see this team get back together and reconnect face-toface.”

— Tobyn Sowden CEO

 Redbrick employees working at the company's downtown Victoria office.

a new bike.

“We’ve also started catered lunches about once a month. We’re doing pancake breakfasts quarterly so we’re trying to keep our teams reconnected,” adds Swanwick.

Redbrick also organizes

monthly virtual coffee chats to pair employees from across the companies. As well, Redbrick hosts both in person and virtual sound meditations to encourage everyone to take a moment away from their work and pause.

“Perhaps the office may be a

81 54%

little less about people sitting at desks and more of a place to come together,” adds Sowden.

He says the leadership summit will be annual and he’s gained a lot personally from reconnecting with people, whether they're from the Victoria office or

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full-time staff in Canada of managers are women charities helped in 2022 job applications last year

Midwest offices.

“What I got from reconnecting is an appreciation for the team and their lives and how we fit into it,” he says.

“Reconnecting helped me build relationships with the people I work with.” 

Small size creates big opportunities at SilverChef Canada

from within and with opportunities to contribute through special projects and secondment,” she says. “So we did not experience the ‘Great Resignation’ and have more long-term employees than ever before. They have become our culture bearers for the company, and their stories are valuable for new employees planning careers. Seeing these success stories across the business shows how people can grow and develop at SilverChef.”

With just over 50 full-time staff, 40 of whom work in the Vancouver head office, SilverChef Canada is the picture of a small, lean, purposedriven company. While that has its challenges, experience has also taught the company that it can be a strength, as it was during recent COVID-19 lockdowns.

SilverChef Canada, a subsidiary of an Australia-based company that provides equipment finance to the restaurant and hospitality industries, had to react quickly. Customers were facing substantial

challenges, and SilverChef needed to respond, with employees changing roles and responsibilities in a few days.

“We were able to pivot and do things rather quickly partly because of our size, but mostly because of the culture of teamwork that we have created,” says Sandra Zalunardo, vice-president, people, for SilverChef Canada. “Everyone just grouped together and we all supported each other, and it is a reflection of our core values, one of which is ‘We are united.’”

With nearly everyone in one office, relationships are easier to

build and maintain. Misha Bajwa started at SilverChef over a year and a half ago as an administrator in its certified used department, and remembers shadowing a long-term employee, a valuable mentoring experience.

“When you’re able to talk to your colleagues all the time, it cuts down on the miscommunications or the challenges you’re facing, especially for a new person joining the company,” she says.

Zalunardo says that one of the challenges of their size is that it can be difficult to provide growth opportunities. “Recently, we have been intentional in promoting

Zalunardo also says that an intimate workplace helps identify talent. “It’s easier to point out those with the skills and abilities to grow in a small company than in a larger group.”

Group and volunteer activities are a major part of work culture at SilverChef, a Certified B Corp – part of a global movement of businesses balancing profit with purpose. It has a long-term partnership with Opportunity International. Charities like the Vancouver Food Bank are priorities for volunteer hours, as are Diwali and Lunar New Year.

Diversity and inclusion is crucial to the company and these holidays, along with celebrations like Pride, which are essential to work culture and the experience

 SilverChef employees enjoying time at a Vancouver Canadians baseball game.

“With a smaller organization our experiences are a little more personalized.”

— Sandra Zalunardo Vice-President, People

 SilverChef Canada provides opportunities for employees to contribute through special projects and secondment.

of recent hires like Bajwa.

“They were so excited to learn what our culture brings,” she says, recalling SilverChef’s Diwali celebration. “I’ve seen a lot of these initiatives and I really appreciate the company doing this for us.”

Bajwa was the organizer when SilverChef staff worked as volunteers at Vancouver’s Lunar New Year parade, helping with traffic and taking part in celebrations like the dragon parade and lion dances.

“We could see the whole

parade,” she recalls. “It was really great to just be part of the joy and the celebration.”

“People can take pride in their culture, but it also makes them feel very seen,” Zalunardo says. “They’re more than just this customer service person or

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full-time staff in Canada years, average age of all employees of executive team are women staff volunteer hours last year

someone in accounting: ‘I come with a culture and a history and I want to share it with you.’”

“We’re supportive, we take care of each other, we encourage ideas,” says Bajwa. “I think it’s a very efficient and lovely way of working together.” 

UV Insurance empowers employees through openness

happy? Are there problems we can talk about?”

There is also a personal element to that closeness. Mercier makes a point of acknowledging birthdays and other significant personal events such as marriages and the births of children. “It’s little things that make a difference,” says Sigouin. “When you work in a call centre and the CEO wishes you happy birthday, well, how does that make you feel?”

After selling his interest in an IT consulting business headquartered in Ottawa and taking a year off, Jean-Mathieu Sigouin was ready for a fresh challenge. Then he got an opportunity to transform the technology platforms at UV Insurance, which is based in Drummondville, Que. That was in 2016 and, as it happened, he joined the company just as CEO Christian Mercier launched an ambitious initiative to transform the culture. “His plan was to bring a different approach to managing people and giving

them responsibility,” says Sigouin, senior vice-president technology and innovation. “You’re only as good as the people working for you so give them responsibility, care for them and listen to them.”

UV Insurance is a 130-year-old mutual company, meaning that it is effectively owned by its policyholders. It offers a wide range of products, including individual and group life policies, disability and critical illness insurance, as well as investment and retirement income products.

Digital Project Manager Amélie Caya Houle, who joined UV

Insurance five years ago after working at a marketing agency and an engineering company, has embraced the culture. “There is a hierarchy like every other company, but the management team is so close to the employees,” says Caya Houle. “There is not that kind of distance between the leadership and the employees. It’s just one big team.”

Katia Dubois, an human resources advisor, says the closeness between employees and leaders is apparent in different ways. “Our managers want to know what’s happening on our teams,” says Dubois. “Are we

Openness and transparency are two pillars of the company’s transformed culture. Leaders communicate through email and internal memos, but once per quarter senior directors, senior vice-presidents and the CEO address the company in live sessions.

“We share everything with employees about where we’re going, what we’re doing and what we’re working on,” says Sigouin. “We’ve just opened it up and given people a voice. If the senior management keeps all the

 Senior leaders foster a culture of openness and transparency by holding quarterly live sessions with employees at UV Insurance.

“We share everything with employees about where we’re going, what we’re doing and what we’re working on.”

— Jean-Mathieu Sigouin Senior Vice-President Technology and Innovation

decisions at their level, then you don’t empower people to evolve.”

Dubois adds that even though UV Insurance is a small company, there is ample opportunity for personal growth and professional development. All employees, even those who are not involved in

underwriting or handling claims, can take courses from an organization called LOMA that offers everything from insurance basics up to high-level actuarial courses.

“They’re valuable for an employee in any capacity,” adds

Sigouin. “I’ve got people who take the basic course because they want to better understand the line of business.”

Apart from that, the company ensures that its managers are well trained. An outside company provides training sessions, and

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full-time staff in Canada

years, longestserving employee of managers are women of employees are women

employees moving through the managerial ranks can take advantage of a series of 12 online courses.

“We’re always trying to evolve,” Sigouin says. “We encourage people to go to school to keep improving their skills.” 

 UV Insurance employees moving through managerial ranks can participate in a series of 12 online courses.

An ideal work environment to be well surrounded.

Vidir welcomes newcomers and embraces diversity

They also participate in staff lunches and other special events where they help introduce their colleagues to the culture and foods of their homelands.

For Caroline Hendges and her husband, Glauberio Pereira, Manitoba’s Vidir Solutions Inc. made a longtime dream come true. That dream was all about coming to Canada from their native Brazil and starting a new life.

In 2022, Vidir recruited Pereira, an automations engineer, to work at the company’s manufacturing operations in Arborg, Man. Once the couple emigrated, Vidir also found work for Hendges, a former pharmacist, as an assistant in the company’s customer care department.

Vidir helped Hendges and

Pereira settle into their new community, finding them housing as well as schooling for their two young children.

“We feel safe and supported here,” says Hendges. “That was our main goal when we thought about coming to Canada. When you have children, you want to be in a safe place where they will have opportunities as they grow up.”

Based in two small Manitoba towns (Teulon and Arborg), Vidir manufactures automated material-handling solutions. The company sells products and solutions in more than 40 countries and has performed over

40,000 installations, many for Fortune 500 companies.

In addition to selling globally, Vidir recruits talent from all over the world, resulting in a diverse employee base. A series of recent videos produced by the company highlights how international recruits have helped bring their unique backgrounds and perspectives to Vidir’s day-to-day operations. The employees featured come from Pakistan, Uzbekistan and the Philippines, among other places.

Many of the newcomers benefit from English classes and other skills training covered by the company and provided on site.

Vidir’s commitment to diversity is also reflected in recent efforts to increase representation of women in an industry long dominated by men. A social media campaign and other targeted efforts to elevate the public profile of women in manufacturing resulted in a significant increase in the number of female employees, from 10 per cent of Vidir’s workforce in 2020 to 26 per cent in 2022.

A recent increase in maternity leave top-up benefits to 17 weeks represents another move by Vidir to address barriers to women entering the manufacturing workforce.

Founded in 1986, Vidir also has a long tradition of giving back to the community. Each year, employees have a say in choosing charities across four buckets – global, national, provincial and local. All employee donations are matched by the company.

In 2022, charitable giving and

 Vidir Solutions released a social media campaign to elevate women in manufacturing, resulting in an increase in female employees.

“This company is empathetic to people in need. It’s just part of what Vidir has always been.”

— Chris Cottingham Manager of Customer Care

welcoming newcomers dovetailed as Vidir brought six families of refugees from Ukraine following the Russian invasion of their homeland. The company gave them jobs, found them housing and schooling and paid all of their living expenses for their first six

months in Canada.

Three of those families found work with the company’s customer care department, which is managed by Chris Cottingham, a 23-year veteran of Vidir.

“Following the invasion, there was outreach to the world for

support and Vidir was one of the first to step up,” says Cottingham. “We’ve also supported them in a manner that instills pride. It’s not a handout; they’ve been given the opportunity to feel self-sufficient and proud of what they do.”

Cottingham adds that the

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full-time staff in Canada of employees are visible minorities of executive leadership are women charities helped last year

support for the refugees is typical of the company she knows.

“In the years I’ve been here, there’s always been generous donations to charitable causes. This company is empathetic to people in need. It’s just part of what Vidir has always been.”

 CNC machine operators inspecting equipment at Vidir Solutions.