Canada's Top Small & Medium Employers (2024)

p Some of the 54 employees at Toronto-based ExperiencePoint, one of this year’s winners, connecting in the staff kitchen.

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FIRST-MOVER ADVANTAGE:

SME winners lead with agile innovation

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LIST OF WINNERS:

Canada’s Top Small & Medium Employers (2024) 6

BIG-EMPLOYER BENEFITS:

SMEs up their game in the race to compete 14

CANADA’S TOP SMALL & MEDIUM EMPLOYERS

Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Cypress Weston, RESEARCH ASSISTANT

Advertising Team:

Kristen Chow, MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe, MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan, SENIOR BRANDING & GRAPHIC DESIGNER

Sabrina Wu, SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman

Brian Bethune

Deborah Bourk

Abigail Cukier

Mary Dickie

Jane Doucet

Patricia Hluchy

D’Arcy Jenish

Diane C. Jermyn

Sara King-Abadi

u Employees at Victoria-based Redbrick Technologies listen to a company update delivered in film style at the annual holiday party.

From our vantage point, our editorial team has long treasured the Canada’s Top Small & Medium Employers competition as a kind of laboratory or incubator for the wider Canada’s Top 100 Employers project. Often, it’s where we first see new trends and test programs from small and medium enterprises (SMEs) that are usually resource-constrained, but can move quickly and try new ideas.

their employees to give back to the community as well. This can take the form of providing paid days off to volunteer with local charitable groups – and sometimes providing a donation to the charity once the employee volunteers a certain number of hours.

Allison Lawlor

Tom Mason

Michael McCullough

Rick McGinnis

Kelsey Rolfe

Diane Sims

Nora Underwood

Barbara Wickens

Barb Wilkinson

Today’s announcement of our 2024 winners marks the 11th year for the project, which has become a highly competitive project. Since our first edition, many SME winners now provide remarkably comprehensive workplace benefits, from maternity leave top-up to mental health support and generous paid vacation allowance. (It was among SME winners where our editors first identified ‘unlimited’ vacation policies, which have taken a small but noteworthy foothold among Canadian employers.)

Our SME winners are also moving the dial in terms of community involvement. Being close to the communities where they operate isn’t just desirable for small and medium employers, it’s usually critical to their success. From sponsoring minor hockey teams to raising funds for the local hospital or charitable causes, many SMEs have long been familiar names in their local communities.

The difference today is that SMEs are increasingly playing an important role in creating opportunities for

In other cases, SMEs encourage their employees to get involved in choosing the charitable causes that the company financially supports. Besides expanding the number of local charities receiving assistance, this is a great way for SMEs to connect employees to local causes where they can make a difference.

At most winners, these charitable efforts become part of an employee’s weekly routine and something that provides tremendous job satisfaction, keeping staff close to their employer. Working on local charitable projects also lets employees form bonds with each other and in the local community, which make it more likely that employees will maintain a close bond to their employers.

You can discover dozens of these stories in our editors’ detailed reasons for selection, explaining why the winners were selected. These were released today and are available at www.canadastop100.com/sme

If you work at a SME that would like to be considered for next year’s competition, I encourage you to get in touch with our editorial team at ct100@mediacorp.ca

– Tony Meehan

Introduction

There’s a lot to learn from Canada’s Top Small & Medium Employers (2024). In an era where change has been the most constant factor in how, when and where we work, these winning companies have shown their resilience. And while finding the right balance may still be a work in progress, we’re lucky to benefit by their example.

Why lucky? Small and medium enterprises (SMEs) have long been the cornerstone of employment power – the little-and-medium-sized engine that accounts for an astonishing 99.8 per cent of businesses in this country, according to current statistics from the Government of Canada. With well over a million SMEs in Canada, standing out isn’t easy. Canada’s

Top Small & Medium Employers not only embody best practices but lead with the most innovative and progressive workplace policies and programs in their field, so let’s look at what gives a few of this year’s winners an edge.

Culture is everything

Kim Carter, vice-president of people & culture at BluEarth Renewables Inc. in Calgary, says prioritizing the importance of its “very entrepreneurial” culture has given the medium-sized company one of its competitive advantages. It starts with building in-person relationships and that takes effort.

“We do a lot to feed, nurture and care for our culture, so we have intentional times when we bring large groups or the

whole company together in person,” says Carter. “We’re very strategic around when we need to do that. It’s part of our core foundation, so we’re very committed to it. For instance, we have an annual corporate retreat focused on teamwork, collaboration, connection, and building and fostering relationships. There’s a lot of face-to-face over three days – that’s key.”

With hybrid working arrangements, the company also engages in virtual communications to keep that sense of team and collaboration going, including a bi-weekly call to update everyone.

“There’s no one secret sauce,” says Carter. “It takes extra thinking outside the box and multiple activities. Right now, we’ve got a virtual race going on with people doing something active that

improves their day-to-day lives. We’re all engaged in this through an app with the support of our internal communications team. Wherever you are, there are opportunities to engage and be part of a team within the broader company.”

Data is a driver

Ashley Snape, vice-president of corporate services at Vancouver-based Thrive Health says she’s always checking the pulse of employees.

“It’s not just about how the work is going, but how they’re really feeling at work,” she says. “We do that in several different ways, with a weekly pulse survey and one every month with different questions, such as, ‘What’s your top concern?’ or ‘Which of our company goals

p Winnipeg-based Payworks experienced notable growth in the past year, expanding its full-time workforce in Canada by approximately 18 per cent.

INTRODUCTION Continued

are you working towards?’ Then there’s our annual engagement survey, which is all-encompassing with questions about how they view the leadership team or view their benefits.

“Additionally, we’ve implemented a diversity inclusion survey to ask if people feel comfortable showing up at work as their true self and how we might better support people with different needs. We really try to cover all the different aspects of the employee journey.”

Agility is a power

Being small (and medium) is another real benefit in terms of agility when it comes to competition. Cory Masters, director of people operations at Black & White Zebra Industries Inc. a media tech company in Vancouver, says she’s had the opportunity to work for huge corporations so has seen both sides.

“We can move very quickly when we want to propose a change or test something,” says Masters. “We can just say, let’s try this. We iterate on things constantly – that’s always been at the core of our values. We adapt quickly and we move fast.

“Another advantage is that our channels of communication are easy to access and that’s by design. Any single individual on our team can book a call with a C-suite member whenever they want. Although we keep growing, we try to avoid those multiple layers of approval that are typically required to push things over the line.

“In our culture, we really like to encourage people to experiment – sometimes failing and learning from those mistakes – and we can do that while we’re small. When you’re big, it’s not so easy because the impact is much larger.”

Care and compassion count

An increased focus on wellness following the pandemic is another notable shift in many progressive companies. At Thrive Health, where 100 per cent of employees now work remotely, Snape says wellness is the foundation of the employee experience, contributing to everything they do. One example of that is the daily wellness check-in.

“It’s not about time checking,” says Snape. “Because we are humans, we need to be human with each other, not just working with each other. And although we work remotely, we still have a duty to

ensure our employees are safe and well, especially those who may work alone. So we have this wellness bot that sends a little message every day, just so people can let us know they’re okay.”

Continuous learning engages

Besides having a caring culture, the top questions new recruits are asking these days concern career advancement and learning opportunities. Like most Top Employers, BluEarth Renewables supports lifelong learning with generous tuition subsidies, apprenticeships and formal mentoring, along with a variety of in-house and online training options. At BluEarth Renewables, Carter says they try to give people what they want when they want it.

“We subscribe all our employees to LinkedIn Learning, so they have access to a database of learning whenever they want,” says Carter. “We’re constantly looking at building skills, but it’s far more accessible and easier to coordinate with the virtual tools and technology we now have.

“Fundamentally, people want meaningful work – to be valued and part of an organization that allows them to grow and develop. We do our best to try and achieve that every day.”

So you want to work from a beach

Perhaps one of the most progressive and experimental elements in our post-pandemic world is being able to work from anywhere. At Black & White Zebra, Masters says all of its roles are posted with a remote option so people can choose to work wherever they want, as long as they meet the needs of their role.

“We’re always asking, where in the world is Finn?” says Masters. “Because our employee Finn has a new home every month, we never know where he is. That doesn’t matter as long as people understand that freedom comes with responsibility.

“With employees all over the world in different time zones, we don’t have set core hours,” she says. “Basically, you just need to know when it’s required to be part of your meetings with the company and your team.

If you’re getting your work done, and as long as we know when you’ll be available, that’s all we ask.”

Hopefully these Top SMEs have sparked a few ideas. Please read on for more.

– Diane Jermyn

p Software developer Thrive Health, based in West Vancouver, encourages employees to become owners through a share purchase plan.

p Calgary-based BluEarth Renewables recently introduced a program that lets employees work remotely for up to eight weeks. BADLANDS/BLUEEARTH

202 4 WINNERS

p Consulting firm Osedea, based in Montréal, offers $1,000 referral bonuses as an incentive for employees to recruit friends to the company.

The following organizations have been chosen as Canada’s Top Small & Medium Employers (2024). Employee counts refers to full-time staff.

ABSORB SOFTWARE INC., Calgary. Learning management systems; 298 employees. Supports employee well-being with generous coverage for mental health care, up to $2,500 per year.

ACUITAS THERAPEUTICS, INC., Vancouver. Biotechnology research; 54 employees. Offers RSP contributions and lets everyone share in the company’s successes through a year-end bonus program.

ALIDA INC., Vancouver. Software; 258 employees. Offers an “empowered vacation” program that offers no set limits

and lets employees plan their time off to match their individual and work needs.

AME GROUP, Victoria. Engineering services; 167 employees. Increased its employee count by over 16 per cent last year and offers referral bonuses to employees who make successful recommendations.

ANDGO SYSTEMS, Saskatoon. Software; 58 employees. Starts new employees with four weeks of paid vacation and helps employees balance their day-to-day with flexible work options.

ASPECT STRUCTURAL ENGINEERS

CANADA LTD., Vancouver. Engineering services; 39 employees. Offers an annual fitness allowance of $600 that can be used as however employees see fit, from gym memberships to ski passes.

AUVIK NETWORKS INC., Waterloo, Ont. Computer software; 275 employees. Supports its new parents with maternity and parental leave top-up payments, to 75 per cent of salary for 17 weeks.

BANDZOOGLE, Ottawa. Music publishing platforms; 41 employees. Encourages employees to get involved in their communities with two paid volunteer days every year.

BCV ASSET MANAGEMENT INC.,

Winnipeg. Investment management services; 58 employees. Lets employees enjoy more of the summer with noon hour office closures every Friday between the Canada Day and Labour Day weekends.

BELLIVEAU VEINOTTE INC., Bridgewater, N.S. Accounting; 57

employees. Encourages employees to help recruit new talent with generous employee referral bonuses, up to $2,500 depending on the position.

BINARY STREAM SOFTWARE INC., Burnaby, B.C. Computer software; 94 employees. Helps employees plan ahead with retirement planning assistance services and matching RSP contributions.

BIRCHCLIFF ENERGY LTD., Calgary. Natural gas production; 213 employees. Employees have the opportunity to share in the company’s successes through a share purchase plan.

BLACK & WHITE ZEBRA INDUSTRIES INC., Vancouver. Public relations firms; 29 employees. Supports ongoing employee development through in-house training opportunities along with tuition subsidies

2024 WINNERS

for job-related courses.

Continued

BLUEARTH RENEWABLES INC., Calgary. Renewable power generation; 118 employees. Introduced a new ROAM remote work program that lets eligible employees apply to work for up to eight weeks from almost anywhere.

BLUEDROP ISM LTD., St. John’s. Software; 53 employees. Encourages employees to act as recruiters for the firm with new employee referral bonuses, from $500 to $2,500 varying by position.

BOUGHTON LAW CORPORATION, Vancouver. Law firms; 128 employees. Supports all new parents with maternity and parental leave top-up payments to 100 per cent of salary for 17 weeks.

BROADSIGN CANADA COMPANY, Montréal. Computer systems design services; 179 employees. Helps employees save for the future with matching RSP contributions and a year-end bonus program that is open to all employees.

C3 SOLUTIONS INC., Montréal. Computer software; 51 employees. Encourages ongoing employee development through paid internships, apprenticeships, formal mentoring and leadership development programs.

CARDINAL CAPITAL MANAGEMENT INC., Winnipeg. Investment management services; 82 employees. Encourages employees to keep fit with a generous fitness club subsidy as part of the health benefits plan.

CBCL LIMITED, Halifax. Engineering services; 411 employees. Expanded its full-time employee count by eight per cent and encourages employees to help recruit new employees with generous referral bonuses.

CENTURY GROUP LANDS CORP., New Westminster, B.C. Real estate development and management; 80 employees. Supports its new moms with maternity leave top-up payments to 100 per cent of salary for up to 15 weeks.

C.F. CROZIER & ASSOCIATES INC. / CFCA, Collingwood, Ont. Engineering consulting services; 304 employees. Lets employees share in the company’s successes through profit-sharing and year-end bonus programs.

CHES SPECIAL RISK INC., Toronto.

Specialized insurance services; 64 employees. Offers new parents the option to extend their parental leave into an unpaid leave of absence along with phased-in work options when they’re ready to return.

CHRISTIE INNOMED INC., SaintEustache, Que. Medical imaging products; 194 employees. Offers employees generous dedicated mental health practitioner coverage as part of the health benefits plan, to $1,000 annually.

COLAB SOFTWARE INC., St. John’s. Software; 77 employees. Cultivates an ownership culture through a share purchase plan, available to all employees.

COMPUTER ROOM SERVICES

CORPORATION / CRSC, Ajax, Ont. Construction management; 354 employees. Encourages employees to keep fit with subsidized access to a fully equipped onsite fitness centre that offers spin and yoga classes.

CPCS TRANSCOM LIMITED, Ottawa. Transportation consulting services; 87 employees. Supports all new parents with maternity and parental leave top-up payments to 70 per cent of salary for 15 weeks.

CROESUS FINANSOFT INC., Laval, Que. Financial management software and services; 198 employees. Matches charitable donations made by employees in-kind, to a maximum of $1,500 annually.

CROMBIE REIT, New Glasgow, N.S. Property management and development; 274 employees. Supports in-house employee development through formal mentoring and leadership development initiatives.

CROWE BGK LLP, Westmount, Que. Accounting; 212 employees. Supports ongoing professional development with tuition support and a paid educational leave option, up to four weeks.

CROWN PROPERTY MANAGEMENT

INC., Toronto. Property management; 169 employees. Helps new mothers-to-be through a generous fertility treatment benefit if needed, to $18,000 per employee.

DASH HUDSON INC., Halifax. Software; 186 employees. Offers generous new employee referral bonuses when employees successfully help recruit a new candidate, from $500 to $5,000 depending on the position.

p Real estate developer Century Group based in New Westminster, B.C., supports new moms with maternity leave top-up for 15 weeks.

p Staff from Bridgewater, N.S.-based accounting firm Belliveau Veinotte receive two paid hours off each month to volunteer for local charitable causes, such as this fundraiser for persons with disabilities. BELLIVEAU

CENTURY

PHOTOS (CLOCKWISE FROM TOP):

1. Toronto-based Diamond Schmitt Architects helps employees balance their responsibilities with flexible hours and hybrid work arrangements.

2. Toronto-based HR consultant ExperiencePoint provides a flexible wellness spending account that can be transferred to savings.

3. Halifax-based software developer Dash Hudson offers generous referral bonuses, up to $5,000.

DIAMOND SCHMITT

DASH

2024 WINNERS Continued

DIAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 279 employees. Helps employees balance their day-to-day responsibilities with flexible hours, hybrid work, shortened and compressed work week options.

DIXON MITCHELL INVESTMENT

COUNSEL INC., Vancouver. Investment management services; 36 employees. Offers matching RSP contrubutions to help employees save for the future and phased-in work options for employees nearing retirement.

DRAKE HOTEL PROPERTIES (DHP) INC., Toronto. Hotel and restaurants; 55 employees. Offers unique perks for hourly and salaried employees, from monthly food allowances and menu discounts to free overnight stays.

DUNCAN CRAIG LLP, Edmonton. Law firms; 94 employees. Supports continuous employee development with tuition subsidies for courses related and not directly related to their current position.

DURWARD JONES BARKWELL & COMPANY LLP, St Catharines, Ont. Accounting; 139 employees. Supports all new parents with maternity and parental leave top-up payments to 75 per cent of salary for 17 weeks.

ECLIPSYS SOLUTIONS INC., Ottawa. Information technology services; 48 employees. Recently updated its paid vacation policy to an unlimited policy that provides greater flexibility for employees in planning their vacation time.

EXPERIENCEPOINT INC., Toronto. Human resources consulting services; 54 employees. Health benefits plan features a flexible wellness spending account that lets employees transfer unused amounts into their savings.

FENGATE CAPITAL MANAGEMENT, Toronto. Investment management services; 211 employees. Encourages employees to reach out and connect with local charitable initiatives by offering up to three paid volunteer days annually.

FIRST CAPITAL REIT, Toronto. Real estate development and management; 376 employees. Encourages employees to recruit their friends with generous referral bonuses of up to $2,000 per successful hire.

FOWLER BAULD & MITCHELL LTD. / FBM, Halifax. Architectural services; 47 employees. Encourages employees to keep their skills sharp though an in-house Design Discussion lecture series along with academic tuition subsidies.

FRESCHE SOLUTIONS INC., Montréal. Computer systems design services; 165 employees. The renovated head office features exposed brick walls, large wooden beams and offers a full kitchen and rooftop terrace where employees can unwind.

FRESH PREP FOODS INC., Vancouver. Food processing; 395 employees. Supports all of its new parents with generous maternity and parental leave top-up payments to 100 per cent of salary for up to 24 weeks.

FULLER LANDAU LLP, Toronto. Accounting; 147 employees. Reaches out to the next generation of accounting professionals through co-op placements and paid internships.

GOULD INDUSTRIES LTD., Montréal. Consumer product manufacturing; 82 employees. Helps employees build long-term savings with contributions to a defined benefit or defined contribution plan, depending on employee group.

GRANITE REIT, Toronto. Commercial real estate investment and management; 47 employees. Encourages employees to have an impact in their local community with paid time off to volunteer, up to one day per year.

GREAT LITTLE BOX COMPANY LTD., Richmond, B.C. Corrugated and solid fibre box manufacturing; 477 employees. Provides cash incentives for employee ideas on company improvements.

HATFIELD CONSULTANTS

LLP, North Vancouver, B.C. Environmental consulting services; 188 employees. Helps employees earn a little more time for themselves by working one extra hour each day in order to receive every other Friday off.

HUMANIA ASSURANCE INC., Saint-Hyacinthe, Que. Insurance; 207 employees. Cultivates an ownership culture through a share purchase plan, available to all employees.

INTEGRATED SUSTAINABILITY CONSULTANTS LTD., Calgary. Environmental and engineering services; 80 employees. Offers a

p Toronto-based Fengate Capital Management encourages employee involvement with local charitable initiatives with up to three paid volunteer days annually.

p Employees of Toronto-based real estate developer First Capital gather in a local park to play baseball.

FENGATE

FIRST CAPITAL

number of flexible work options for employees, including flexible hours, shortened and compressed work weeks, and hybrid work.

INVESTORCOM INC., Brantford, Ont. Computer software; 65 employees. Considers previous work experience when setting individual vacation entitlements.

ISA CYBERSECURITY INC., Toronto. Computer security services; 72 employees. Provides tuition subsidies for employees interested in pursuing academic courses externally, to a maximum of $2,000 per year.

JOHNSTON GROUP INC., Winnipeg. Insurance and group benefits; 336 employees. Manages an internal well-being program called Work Life Wonderful to help sustain employee wellness.

LAKEFIELD LLP, Saskatoon. Law firms; 37 employees. Experienced significant growth in the past year, increasing its full-time workforce in Canada by 19 per cent.

LAWRIE INSURANCE GROUP INC., Hamilton. Insurance; 125 employees. Donated an impressive 1,000 volunteer hours on company time in the past year.

LAWSON LUNDELL LLP, Vancouver. Law firms; 410 employees. Offers a health and wellness spending account of up to $600 as part of its health benefits plan.

LBMX INC., London, Ont. Computer software; 83 employees. Provides generous maternity and parental leave top-up for new parents, offering 100 per cent of salary for 52 weeks for mothers and up to 35 weeks for fathers and adoptive parents.

LITCO LAW, Calgary. Law firms; 159 employees. Supports hybrid work options and provides reimbursements for one-off home office purchases as needed.

LONGBOARD ARCHITECTURAL

PRODUCTS INC., Abbotsford, B.C. Architectural building materials; 164 employees. Incorporates employee feedback on charities and charitable initiatives to receive company support.

LOOPIO INC., Toronto. Software; 274 employees. Hosts a number of wellness activities for employees, including monthly walking challenges, puppy yoga, an “Ask a Botanist” planting session, and painting classes.

LPI MECHANICAL INC., Brampton, Ont. Commercial and industrial HVAC services; 110 employees. Encourages employees to volunteer their time with local charities, providing up to two paid volunteer days off.

MAWER INVESTMENT

MANAGEMENT LTD., Calgary. Financial planning and investment management; 226 employees. Provides industry-leading maternity and parental leave top-up for new mothers and fathers, to 100 per cent of salary for up to 25 weeks.

MCAN FINANCIAL GROUP, Toronto. Mortgage finance services; 124 employees. Offers employees the option to work outside of the country for a maximum of 30 days.

MCDOUGALL GAULEY LLP, Saskatoon. Law firms; 128 employees. Invests in ongoing employee education with tuition subsidies for job-related courses and subsidies for professional accreditation.

METOCEAN TELEMATICS LTD., Dartmouth, N.S. Communications technology; 94 employees. Provides greater flexibility for employees to manage their personal and professional commitments with nine paid personal days each year.

METRO COMPACTOR SERVICE INC., Brampton, Ont. Specialized equipment manufacturing; 146 employees. Organizes company-wide fitness events and challenges to encourage physical activity and hosts regular lunch and learns on health and wellness topics.

MISSION GROUP ENTERPRISES LTD., Kelowna, B.C. Housing construction; 86 employees. Encourages employees to enjoy the lighter side of work with social events and celebrations throughout the year, including axe throwing, a ski and tubing day, and seasonal bake-offs.

MISTPLAY INC., Montréal. Video game developer; 141 employees. Provides company-paid lunches every Tuesday for onsite employees as well as a $25 Uber Eats voucher biweekly for offsite use.

MULTIVIEW FINANCIAL, Ottawa. Financial software; 91 employees. Increased its full-time workforce in Canada by over 20 per cent over the past year.

MYSA SMART THERMOSTATs, St. John’s. Programmable smart thermostats; 111 employees. Builds recognition into its day-to-day culture through the Mysa

p Employees from Saskatoon-based law firm McDougall Gauley LLP spend a thrilling afternoon white water rafting.

p Toronto-based software developer Loopio hosts several wellness activities for employees throughout the year.

MCDOUGALL

2024 WINNERS Continued

Master of the Week award, which is given to an employee who goes above and beyond.

NELLIGAN O’BRIEN PAYNE LLP, Ottawa. Law firms; 118 employees. Utilizes its expertise and resources to give back to the community by offering pro bono legal services for charitable organizations.

NICOLA WEALTH MANAGEMENT LTD., Vancouver. Investment management; 441 employees. Helps employees balance work and family commitments with up to 10 paid personal days per year.

NOSEWORTHY CHAPMAN CHARTERED PROFESSIONAL ACCOUNTANTS, St. John’s. Accounting; 58 employees. Makes mental health care more accessible with coverage for related practitioners, to a maximum of $1,000 per year.

NS SPORTS MEDIA PROS LTD. / COVERS, Halifax. Sports gaming media; 100 employees. Helps employees take a little more time for themselves with reduced work hours during the summer months.

NULOGY CORPORATION, Toronto. Computer software; 102 employees. Moved to a flexible vacation policy, providing employees with an uncapped amount of paid time off each year.

OBSIDIAN ENERGY LTD., Calgary. Oil and gas production; 193 employees. Encourages employees to save for retirement with matching RSP contributions.

OFFICE INTERIORS, Dartmouth, N.S. Office furniture and equipment; 83 employees. Helps employees sustain healthy habits with online fitness classes and a wellness spending account of $350.

OLYMPIA FINANCIAL GROUP INC., Calgary. Trust, fiduciary and custody activities and related IT services; 288 employees. Cultivates an ownership culture through a share purchase plan, available to all employees.

OPEN FARM INC., Toronto. Pet food manufacturing; 55 employees. Employees receive four weeks of paid vacation after only three years on the job.

ORANGUTECH INC., Ottawa. Computer software and consulting services; 32

employees. Encourages employees to lend a helping hand in the community with up to three paid volunteer days annually.

OSEDEA INC., Montréal. Business consulting services; 54 employees. Offers referral bonuses as an incentive for employees to recruit friends, to $1,000 for successful hires.

OUTSHINE, Halifax. Marketing consulting services; 35 employees. Offers new parents the option to phase-in their return to work by gradually increasing their hours.

PACIFIC COASTAL AIRLINES

LTD., Richmond, B.C. Air transportation; 346 employees. Increased its full-time workforce in Canada by over 17 per cent, adding over 50 new positions in the past year.

PAGEFREEZER SOFTWARE INC., Vancouver. Custom computer programming services; 77 employees. Supports new mothers with a generous top-up policy,

providing maternity and parental leave top-up for up to 90 per cent of salary for 35 weeks.

PATLON AIRCRAFT & INDUSTRIES

LTD., Georgetown, Ont. Aircraft maintenance and supplies; 32 employees. Encourages employees to recruit their friends with generous new employee referral bonuses, up to $3,500 depending on the position.

PAYWORKS INC., Winnipeg. Payroll services; 445 employees. Experienced notable growth in the past year, expanding its full-time workforce in Canada by approximately 18 per cent.

PBX ENGINEERING LTD., Vancouver. Engineering services; 98 employees. Helps employees plan securely for the future with retirement planning assistance and matching RSP contributions.

PERLEY-ROBERTSON, HILL & MCDOUGALL LLP / S.R.L., Ottawa. Law firms; 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.

PETAL SOLUTIONS INC., Québec. Computer software; 277 employees. Considers previous work experience when setting vacation entitlements for experienced candidates.

PETERSON INVESTMENTS (CANADA) INC., Vancouver. Real estate development and management; 194 employees. Makes the commute to work a little easier with transit subsidies and free parking.

PINK TRIANGLE PRESS, Toronto. Periodical publisher; 64 employees. Offers an unlimited amount of “occasional leave” time to enable employees to care for their families.

PODIUM DEVELOPMENT CORP., Toronto. Residential housing development; 45 employees. Supports parents-to-be with maternity and parental

p Vancouver-based Nicola Wealth Management helps employees balance work and family commitments with up to 10 paid personal days off each year.

R.WAGNER/NICOLA

2024 WINNERS

Continued

leave top-up, to 100 per cent of salary for up to 17 weeks.

PREVUE HR SYSTEMS INC., Vancouver. Software; 26 employees. Encourages employees to become recruiters for the firm with new employee referral bonuses, ranging from $500 to $3,000 depending on the position.

PROCOGIA, Vancouver. Business data consulting services; 54 employees. Maintains a 30-day work from anywhere policy that enables employees to extend their vacation and work from locations around the world.

PROSERVEIT CORPORATION, Oakville, Ont. Information technology consulting; 121 employees. Lets everyone share in the fruits of their labour with a formal profitsharing plan.

PSB BOISJOLI LLP, Montréal. Accounting; 261 employees. Donated approximately 1,550 volunteer hours on company time in the past year.

PUC SERVICES INC., Sault Ste. Marie, Ont. Water and electricity management; 177 employees. Hosts a formal mental health awareness week and offers dedicated mental health first-aid training to all employees.

PURE INDUSTRIAL, Toronto.

Commercial industrial real estate; 220 employees. Supports ongoing professional development with tuition subsidies for job-related courses as well as subsidies for professional accreditation.

PURPOSE UNLIMITED, Toronto. Investment management; 257 employees. Maintains a flexible paid time-off policy that can be used for vacation, personal days, and illness.

REDBRICK TECHNOLOGIES INC., Victoria. Software; 78 employees. Supports employee well-being with reimbursements of up to $75 per month for fitness memberships or a mental health and wellness app of their choice.

R.F. BINNIE & ASSOCIATES LTD., Burnaby, B.C. Engineering services; 269 employees. Takes a thoughtful approach when employees are called upon to care for their loved ones, to 90 per cent of salary for up to six weeks.

RIVA INTERNATIONAL, INC., Edmonton. Software; 102 employees.

Provides referral bonuses when employees help to recruit a candidate, up to $1,000 for successful hires.

RODAN ENERGY SOLUTIONS INC., Mississauga, Ont. Energy management services; 64 employees. Provides financial bonuses as an incentive for the completion of certain courses, ranging from $2,000 to $5,000.

RTS CANADA INC., Richmond, B.C. Waste management and recycling services; 81 employees. Supports a social and wellness committee that spearheads the organization’s overarching mental health and wellness strategy.

R.V. ANDERSON ASSOCIATES

LIMITED, Toronto. Engineering consulting services; 410 employees. Offers the convenience of onsite child care at its head office.

SILVACOM GROUP, The, Edmonton. Custom computer software and consulting; 112 employees. Experienced significant growth in the past year, increasing its full-time workforce by over 50 per cent.

SILVERCHEF RENTALS INC., Vancouver. Commercial equipment wholesalers; 47 employees. Encourages employee volunteerism with two paid days off to volunteer each year.

SMYTHE LLP, Vancouver. Accounting; 188 employees. Provides new employees with a one-time $500 reimbursement for their home office setup.

STERLING CAPITAL BROKERS LTD., Toronto. Health benefits plan administration; 146 employees. Offers coverage for mental health care as part of its health benefits plan, to a maximum of $1,250 per year.

SUTTON SPECIAL RISK, INC., Toronto. Insurance and underwriting services; 29 employees. Encourages ongoing skills development with opportunities for formal mentoring and leadership development programs.

TATHAM ENGINEERING

LIMITED, Collingwood, Ont. Engineering services; 178 employees. Supports new mothers with generous maternity and parental leave top-up, to 70 per cent of salary for up to 36 weeks.

THRIVE HEALTH, West Vancouver, B.C. Software; 62 employees. Encourages

p Jason Tham, CEO of Nulogy, a software developer that specializes in supply chain networks based in Toronto.

p Pacific Coastal Airlines in Richmond, B.C., added over 50 new positions in the past year.

NULOGY PCA

p Winnipeg payroll software developer Payworks provides a dedicated holistic wellness benefit of $250 per year, which covers gym memberships, equipment and other items that support mental wellness.

Canada’s Top Small & Medium Employers (2024) is an editorial competition that recognizes exceptional small and medium enterprises (SMEs) across Canada. To determine eligibility, the 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

2024 WINNERS Continued

employees to become owners through a share purchase plan, available to all employees.

TRANSLATIONAL RESEARCH IN ONCOLOGY, Edmonton. Clinical research activities; 139 employees. Supports parents-to-be with a subsidy for IVF treatments if needed, to a lifetime maximum of $10,000.

TRIALTO WINE GROUP LTD., Vancouver. Wine wholesale agencies; 19 employees. Helps employees shore up retirement savings with matching RSP contributions.

TRICO HOMES INC., Calgary. Residential housing construction; 139 employees. Offers subsidized access to an onsite fitness facility at its head office that features lunch hour fitness classes such as yoga, Zumba, pilates, and tai chi.

TRISURA GUARANTEE INSURANCE COMPANY, Toronto. Specialty insurance; 229 employees. Offers three weeks of paid vacation allowance to start, moving to four weeks after only three years on the job.

UV INSURANCE, Drummondville, Que. Insurance; 194 employees. Supports parents-to-be with generous maternity and parental leave top-up, to 93 per cent of salary for up to 21 weeks for all parents.

VENTANA CONSTRUCTION CORPORATION, Burnaby, B.C. Commercial construction; 224 employees. Supports employee Wellness Champions who have undertaken additional training and are available to

METHODOLOGY

the national competition, Canada’s Top 100 Employers:

(1) Workplace; (2) Work Atmosphere & Social;

(3) Health, Financial & Family Benefits;

(4) Vacation and 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 reflect changes in the workplace, the

provide mental health support.

VERB INTERACTIVE INC., Halifax. Marketing and advertising; 234 employees. Offers regular shout-outs to employees for exceptional performance, providing monthly awards of $1,000 and an engraved VERBIE trophy.

VIDIR SOLUTIONS, INC., Arborg, Man. Storage systems; 234 employees. Matches employee charitable donations dollar-for-dollar, with no set maximum.

WESGROUP EQUIPMENT

LP, Surrey, B.C. Industrial machinery and equipment distribution; 189 employees. Organizes G.R.I.T. Awards that culminate with an annual five-day trip for each award winner, with travel and accommodation expenses covered as well as a guest of their choice.

WESTON CONSULTING INC., Vaughan, Ont. Urban planning consulting services; 62 employees. Helps employees take a little more time for themselves with a formal earned days off program.

WILLSON INTERNATIONAL LTD., Mississauga, Ont. Customs brokerage and logistics services; 183 employees. Offers referral bonuses as an incentive for employees to help recruit candidates, up to $2,000 for successful hires.

YULU PUBLIC RELATIONS

INC., Vancouver. Public relations firms; 17 employees. Generously supports all new parents with maternity and parental top-up, providing up to 100 per cent of salary for up to 26 weeks.

– Richard Yerema & Kristina Leung

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 and Medium Employers is a national competition with the winners chosen each year by editors at Mediacorp Canada Inc., which organizes the annual Canada’s Top 100 Employers project. The Globe and Mail is not involved in the judging process for either competition.

– Diane Jermyn

p Vancouver-based meal kit provider Fresh Prep Foods provides employees with a $15 Fresh Prep coupon every week.

The Benefit of Benefits

Canada’s Top Small and Medium Employers have upped their game in a highly competitive race

When Fresh Prep Foods Inc. started in Vancouver in 2015 as a cook-it-yourself meal kit delivery service with just five employees, it was definitely in the “small” category of small and medium enterprises (SMEs). Within the next two years, it began to take off, growing even more during the pandemic,

and for 2022, at around 300+ employees, it was named one of Canada’s Top Small & Medium Employers – with the emphasis now on “medium.” Happily, it has remained on the coveted list ever since, reaching 430 employees for 2024.

But for 2025, Fresh Prep must say goodbye to the SME category – for all the best reasons. Through a just-completed strategic acquisition and its own success, it

now employs well over 500 people, the competition limit. All of which makes co-founder and chief operating officer Husein Rahemtulla an ideal person for observations on the process of going from small to much bigger, and the differences.

In the beginning, he notes, SMEs like his usually have a family-like atmosphere. “And there’s an ability to communicate a message and get it across to people in a

more personal way. Being a founder-led business lends itself to that. I started the company with two friends who are still co-CEOs while I’m COO. Just being able to connect with people on the ground and talk about the vision and values and really answer their questions – I think it’s very different if you have a corporation of a few thousand people.”

But in fact, Rahemtulla hopes that Fresh

FRESH PREP FOODS

TIMES OF UNCERTAINTY Continued

Prep, which is currently in B.C. and Alberta and is soon to operate in Ontario and Québec, will reach about 1,000 employees within the next three years. How will the company keep them engaged? “It’s a drastic difference,” he agrees. “But I think a lot of the things we have in place will benefit us at that kind of size as well.”

For one thing, Fresh Prep hasn’t forgotten its idealistic roots, typical of many SMEs. “We are a Certified B Corporation,” he says, noting that it covers the “triple bottom line” of people, planet and profit. “I think with employees, there’s a lot of buy-in with us being a B Corp. They know there’s good intent behind the business.” One of its differentiators from competitive giants like Hello Fresh is its zero-waste packaging (along with the fact that everything is prepped – chopped and sliced and ready to cook).

Moreover, as it has grown, Fresh Prep

has been able to bring in the kind of benefits larger companies offer – extended health, generous leave, an employee stock option program for the privately held firm, and, more unique, a $15 Fresh Prep coupon every week. Add to that an intensive emphasis on corporate transparency, including rules for calculating compensation. “So I think as we go, obviously you can’t have the family feeling, the face-to-face. But I think the honesty and the candidness goes a really long way and brings a high level of trust.”

It’s a transformation that Richard Yerema, executive editor at Mediacorp Canada, which runs the competition, has often seen before. “Organizations get bought out, or absorbed, or they grow past the limit,” he says. “There’s always a healthy mixture of new and renewing employers on this list. It’s a very busy part of the economy.” But once they’re on the winners list, Yerema notes, they’re very conscious of what other Top Employers are doing. “They’re developing and

cultivating their HR programs and policies – it’s off to the races they go.”

Some, like Fresh Prep, are very growth-oriented while others are more than content to remain in a family-style mode for good. Typical are professional firms like 42-year-old Weston Consulting Group Inc., which currently has about 70 employees and is setting its sights on 100 by year-end for its urban planning and design services. “We’ve tried to be the best of both worlds,” says president Mark Emery. “So any staff member can walk into my office and talk to me – I actually quite enjoy and encourage that. On the other hand, we’ve got to provide benefits that the big firms have, like RSP matching and parental leave top-up and others that we need to attract and keep very good people.”

That expansion in benefits is the governing trend among 2024 winners. “There are very strong offerings this year, probably more than in past years,” says Kristina Leung, managing editor at

Mediacorp Canada. “Just the bench strength of the organizations is at a higher level. A lot have implemented programs and policies that historically we would have said were going to be found more at the larger or national organizations. It is a more competitive demographic all around.”

Many SMEs, she says, are putting an emphasis on employee impact and empowerment, including transparency measures like Fresh Prep’s, feedback mechanisms, or community involvement. But above all, she says, SME winners continue to improve their workplaces.

“It’s the nature of the project – it’s a competition. If you’re not upping your game, not evolving your play strategy, the dial moves very quickly. So we have had some winners drop off from the competition as a result.”

Or, as with Fresh Prep, succeed so well they must move to the next level.

– Berton Woodward

p Toronto-based Crown Property Management supports employees who want to start a family with IVF subsidies as well as maternity and parental leave top-up for birth and adoptive parents (80 per cent of salary for up to 17 weeks).

Acuitas is all about the excitement of discovery

Beyond a doubt, Vancouver-based Acuitas Therapeutics, Inc. punches above its weight.

It is the global leader in developing lipid nanoparticle (LNP) delivery technology for nucleic acid therapeutics and vaccines such as ribonucleic acid (RNA) and messenger RNA (mRNA). The private company’s LNP is essential in transporting treatments to the body’s cells for an array of daunting ailments, most notably COVID-19: the firm partnered with Pfizer/BioNTech in the development of the COMIRNATY® mRNA vaccine.

“I think everyone at Acuitas loves the science, but the true motivation is knowing we are working together on something that could make a real difference to people’s lives.”

— Thomas Madden President and CEO

Acuitas is also working with its pharmaceutical, biotech, academic and NGO partners to develop therapeutics for other challenging diseases, including malaria, HIV and tuberculosis, as well as personalized vaccines for cancer.

Acuitas has historically kept a low profile. “We collaborate with organizations around the world and, in comparison to them, we’re really tiny – they may have thousands of employees while we have approximately 80 people

including co-op students and interns,” says president and CEO Thomas Madden, a PhD in biochemistry who co-founded the firm in 2009 with two fellow scientists.

“Prior to the COVID-19 pandemic, we worked with many companies, but outside of the industry, few had heard of us. The pandemic really raised our profile.”

For research scientist Razvan Cojocaru, who joined Acuitas in 2021 after completing a PhD in molecular biology focusing on mRNA research, joining Acuitas

has been a dream come true.

“This is my first job out of Simon Fraser University,” he says. “Science is fun, and Acuitas makes sure of that. Everyone is dedicated to a common goal and we have fun doing it. My friends say it’s unreal and I should never leave the company. I’ve hit the jackpot.”

Madden notes that he and his Acuitas co-founders deliberately created that sort of culture. “At the start, it was a small team of six people who had worked together in other companies, and we stayed at less than 10 people for many

years,” he continues. “We naturally had an openness and transparency that a small organization like that will bring, where everybody’s opinion was respected and everybody’s input was valued.

“I think everyone at Acuitas loves the science, but the true motivation is knowing we are working together on something that could make a real difference to people’s lives.”

Acuitas also goes out of its way to foster esprit de corps and open communication. “In my first few months, I was shadowing people

 The small team at Acuitas Therapeutics helps foster openness and transparency between employees.

60+

full-time staff in Canada of executive team are women

50% 100% 97%

matching RRSPs

talent retention rate

from other departments to understand how their work happens and how it connects with what I do,” Cojocaru recalls. “And every quarter, our CEO has an open ‘coffee chat’ with the entire team.”

The company is quite social as well, he adds, citing events such as white-water rafting with his department, company-wide kayaking days or fielding a team for an annual bike ride to raise money for cancer research.

Meanwhile, Acuitas continues to push boundaries to save lives.

For example, working with one of its global partners, scientists at Acuitas helped to enable the first human proof-of-concept for genome-base editing to treat

heterozygous familial hypercholesterolemia (HeFH), a deadly genetic disease. The partner recently published initial clinical data showcasing positive results. Work on this and other ground-breaking projects continues. 

 Acuitas Therapeutics employees participating in Kayak Day 2023.

AME Group employees have a stake in the firm’s success

When Stephen Timlin arrived in Calgary in 2014, the Irish mechanical engineer interviewed with plenty of engineering companies. But AME Group stood out from the rest. The B.C.-based mechanical engineering consulting firm was almost as new to the Calgary market as Timlin was, and he saw the opportunity to build something.

“I got in at the ground floor. With something so new, you can have a genuine impact,” says Timlin, noting he was one of AME’s first hires in the city. Within 10 years, Timlin climbed the ladder from project manager up to principal. “They gave me everything I needed. I’m an ambitious person, and they gave me the opportunity to grow with them.”

“It’s a stronger base for the company and the team if you’re invested beyond the day-to-day projects and work. You feel more connected.”

— Stephen Timlin Principal, Calgary Office Lead

Another draw was AME’s commitment to quality work and client satisfaction – something that has remained a constant over the past 10 years. “Everyone is on the same page and has the same vision for the company,” he says. “I’m dedicated to making people happy, and that is a shared mentality within our teams.”

Rob Walter, AME’s managing director and founder, says the

commitment to superior quality work is part of the firm’s mission statement, Building Legacy. Another part is employee ownership.

After leaving a large engineering company that had just been acquired by another major, Walter wanted AME to have staying power, and for employees to feel committed to its success. AME sold shares to employees very early on, and to date, 50 per cent are shareholders. As part of the firm’s succession planning, AME’s leadership also begin selling off

their shares at age 55 to give future leaders the time and financial ability to buy in.

“We want to have this company succeed generation after generation,” says Walter. “And as shareholders, they have an invested interest in the success of the company.”

As AME has grown, its culture has evolved. In the past five years, AME revamped its KPIs to focus on product quality, happy and engaged employees, and social and environmental responsibility. The firm now has regular

employee surveys, five employeeled resource groups that provide direction to the company on its culture, and smaller teams to encourage leadership opportunities. “We have a very collaborative leadership group, and that energy funnels down to employees,” he says.

It also introduced the AME Gives Back program, in which employees raise funds for causes they care about, and the company provides a matching donation. The efforts to build a legacy are bearing fruit. In the firm’s

 Peer reviews and mentoring at AME are at the core of its culture.

167

full-time staff in Canada of employees are visible minorities

50% $ 2,500 16

annual spend on training per full-time employee

weeks parental leave top-up pay

early years, an annual backyard barbecue at Walter’s home was a small group – just the four founding partners and a handful of employees. Nearly 20 years later, the ranks have significantly swelled: AME rented space at the

University of British Columbia’s Vancouver campus last year to accommodate its more than 170 employees and their families. Victoria, Edmonton, and Calgary employees were flown in.

“It’s changed in a very positive

way. Some employees that have been with me right from day one, now their kids are coming to these events,” Walter says.

Timlin says the barbecue is a major highlight and has given him the opportunity to strengthen his

ties with co-workers across the company.

“It’s a stronger base for the company and the team if you’re invested beyond the day-to-day projects and work,” he says. “You feel more connected.” 

 AME employees volunteering to build a pavilion with an organization that renovates charity buildings.

A special feeling helps create the Broadsign ‘magic’

From the very first contact Anne Bouthot had with Montréal-based Broadsign, she knew it was a special company. “It wasn’t like a normal interview,” says the product manager. “It felt more like they were looking for a culture fit. They’re careful to make sure that the people who are being hired align with the company values and they know you’re going to be an asset to the team.”

CEO Burr Smith concedes that there’s a special feeling among the employees at the out-of-home advertising technology company. “There’s some magic about Broadsign because of the group of people and the way we interact with each other,” he says. “The way we communicate is somehow different than at other places.”

“If you treat people with respect, they normally respond in a good way.”

— Burr Smith CEO

In Bouthot’s early days with Broadsign, the focus was on making sure she was comfortable and that she had everything she needed. “Having worked at other tech companies, the expectation is often that you’re up and running and delivering right away with minimal help and minimal resources,” she says. “A really big strength is that Broadsign focuses so much on making sure that the environment is inviting, that you’re comfortable to ask questions and that you have every single tool possible to succeed.”

Contributing to the community

feeling at Broadsign are monthly “Montréal Weeks,” during which many of the company’s executives travel in to work out of head office.

“We’re all encouraged to socialize and that’s where I might end up having a conversation with the chief technology officer – and that’s normal,” says Bouthot.

“We’re one big company all working towards the same goal. There really are no questions that you can’t ask.”

Smith doesn’t believe in micromanaging any of his executive

committee members. “We want smart people to be able to do what they know they need to do within our values and our corporate direction,” he says. “So that’s the tone we aim for. If you treat people with respect, they normally respond in a good way.”

Those values drive Broadsign’s relationships with its customers as well. “We have an advantage with clients because they’ve heard about our reputation and they know that we’re going to be predictable, we’re going to be

transparent, we’re going to do what we say we’re going to do and we’re going to try to do the right thing,” says Burr. “It gives us an advantage when we’re doing business. People inside the company understand that we’re serious about that too. And it draws the community together better.”

Bouthot appreciates the changes that the company is trying to make. For one thing, Broadsign is committed to being carbon neutral by the end of 2024 – an initiative that is unanimously

 Burr Smith, CEO, making opening remarks at the 20th anniversary event at Broadsign.

full-time staff in Canada

training days and 2 volunteer days per calendar year

$ 2,000 100%

employer-paid health plan, with family coverage 179 3

mental health practitioner benefit

encouraged, Burr says. To that end, each month the company assesses its carbon footprint and determines the steps needed to reduce it over time.

Burr would also like to see more female engineers at the

company. Bouthot is part of the diversity, equity and inclusion committee and says the push for more women in technical roles is real. “They’re really trying to be as inclusive and diverse as possible,” she says, “which is commendable,

especially in a sphere like tech, where it’s still a very male-dominated industry.”

Broadsign’s values and its determination to always get better may be a good part of the reason why there is such a high rate of

employees who have been there for five years and more – uncommon in the tech industry. “It’s not just about salary,” says Bouthot. “The fact that people are staying for as long as they do is because of the community that’s formed.” 

 Broadsign encourages employees to socialize regularly, including at its 20th anniversary party.

Taking

care of the family is part of the

C3 way

There’s more than one reason why 24-yearold C3 Solutions Inc. has such a long-term workforce, says customer care department lead Nataly Silva. More than a fifth of its employees have already celebrated their 20th anniversaries at the firm. Why?

Challenging work with good pay and benefits – such as flexible schedules, ongoing employee development and tuition subsidies –is one part. Another is the fact that “my ideas and opinions are always heard,” Silva says. “I am consulted over anything related to my role, and they take into consideration what you think. They actually make you participate in making decisions, unlike other places I’ve worked. I feel important at C3.”

“You can’t fake family just because you need people to stay or you need more employees. You have to have it from the start, in your core values.”

— Élise Crevier

President

More significant yet, though, is the alignment Silva feels between herself, her co-workers and C3. “I have a very good relationship with everyone here, something that comes directly from the hiring process – because they make sure that the people who come to work with us are the right fit – and the onboarding, when I spent time with everybody in all the departments,” she says. “I enjoy my job, but also, you are there for the company because they’re there for

you too. That’s why I think people chose C3 and why they stay.”

Those are all reasons the Montréal-based yard management and dock scheduling software company is a Top Employer, agrees C3 president Élise Crevier.

Take recruitment: “We have hiring consultants who really know our DNA, who know how to select candidates for us,” Crevier says.

“The process verifies all kinds of qualifications – knowledge, capacities, values – but fit is just

as crucial as qualification in our hiring decisions.

“I was recently in a recruiting meeting for an important position, and we decided to have dinner with the candidate,” says Crevier. “We wanted to see how they were in a social setting, how they acted with the wait staff and so on, just having the hiring process be as complete as possible.”

Once a new recruit joins C3, says Silva, the family-like ties solidify. “When I had a serious health

problem, C3’s accommodation was amazing,” the six-year employee says. “I was so worried that I wouldn’t be able to do my job like I used to or was expected to. But their response was, ‘You don’t have to worry about that, right now this is about C3 taking care of you.’ And that felt good. I never heard that before – taking care of you like a member of the family. That’s what they were telling me.”

“We have a head of employee experience and company culture

 Nataly Silva, customer care department lead, at C3 Solutions.

51

full-time staff in Canada charities helped last year

52 $ 1,000 3.6%

annual spending on training per full-time employee

voluntary turnover rate last year

who will come to me and say, ‘Oh, I’m not sure this person is doing well these days, what can we do to help?’” Crevier says. “We recognize that someone could perform less when they’re going through a difficult phase in their life, but

 C3 Solutions focuses on creating family-like ties through a dedicated role for employee experience and company culture.

that’s normal and it’s okay – we’re there for them and for the long run.”

For all the company offers in other areas, Crevier believes the family ethos is crucial to C3’s success, and has been since its

2000 founding. “In the past two years, when almost all companies confronted difficulties in terms of recruiting and retention,” she says, “it seemed everyone was talking about being a family, about taking care of their people, and perhaps

adding a few perks. It felt off to me.

“You can’t fake family just because you need people to stay or you need more employees. You have to have it from the start, in your core values.” 

Christie Innomed’s expansion supports excellence

Maria Sampaio looked at Christie Innomed Inc. and found many professional reasons to join the health-care company as vice-president, culture and talent two years ago.

“I looked at the company’s mission, which resonated with me. For example, our mission statement clearly outlines our commitment to improving the quality and safety of patient care,” Sampaio says. “Christie Innomed is committed to excellence and innovation, which also aligns perfectly with my own professional values.”

“We give employees opportunities to grow within the organization.”

— Martin Roy President & CEO

Founded in 1954, Christie Innomed, headquartered in Saint-Eustache, Que., develops, distributes and supports medical imaging equipment, as well as software solutions for innovative information management. The company has offices across Canada and, since 2022, in the United States.

“Cross-functional collaboration and cross-border expansion into the United States allow healthy and balanced growth,” says CEO Martin Roy.

Employees from different departments within the organization, in Canada and the United States, collaborate and work together towards common objectives, he explains.

“We definitely feel that cross-functionality and crosscollaboration is really the way to accelerate the success of the organization,” Roy says. “We decided to accelerate our expansion as part of our mission to become one of the largest independent healthcare providers in Canada.”

Christie Innomed acquired Phoenix-based Comp-Ray Inc. in 2022 and it now accounts for about 15 per cent of the company’s operations.

“Cross-functional collaboration works because several Canadian employees now actually have what we refer to as an extended role, which is beneficial for their own professional and leadership development,” says Roy. “Many leaders and employees now support our

North American footprint.”

Cross-border expansion means Christie Innomed looks for the right size market in which to grow.

“To ensure that we are putting the right strategy in place, we have to take the time to learn and adapt to that new market – all this to accelerate our growth and benefit from the value added by the acquisition,” Roy says.

Sampaio’s role is vital to the company’s goals. “I am responsible for shaping the organizational culture, which also translates into fostering talent development and aligns the workforce strategies with better business goals,” says Sampaio.

“Our talent management ensures that our employees have the right skills and competencies

to contribute effectively in a cross-functional team.”

Talented teamwork is valued at Christie Innomed, Sampaio adds.

“Being part of this team allows me as the vice-president of culture and talent to play a pivotal role in fostering an environment where talent is not only recognized but also cultivated and celebrated,” she says. “I get to contribute to a workplace culture that values diversity, knowledge-sharing and respect.”

“The team is essential here, and everyone within the entire organization always comes first,” says Roy. “The whole objective is to provide each employee a chance to pursue what I call their professional journey or dream.”

Roy notes that one of the

 Martin Roy, president & CEO, at Christie Innomed.

189 70/30

full-time staff in Canada ratio for men/women in Canada

40%

48

of executive team are women years, average age of all employees

elements of becoming an employer of choice involves giving employees enhancement opportunities.

“We give them access to professional development, whether it’s in-house training or outside

professional courses to support the business. We work with the managers to expand roles, provide additional responsibilities and stretch assignments – opportunities that are aligned with the employees’ growth plans,” Roy says.

“We give employees opportunities to grow within the organization.”

Christie Innomed is always looking to recruit and retain the best employees, so development is key, says Sampaio.

“We also focus on employee

development and training, so my role here is also to invest in our resources, developing skills and developing competencies to make us more competitive,” she says.

“This is an investment in our people.” 

 Maria Sampaio, vice-president, talent and culture, at Christie Innomed.

People and positivity are what count at Crowe BGK

When Michael Ugolini was first brought on as an intern at Montréalbased accounting firm Crowe BGK LLP five years ago, he found himself having conversations with his colleagues that transcended the accounting industry.

“I enjoy accounting but I could practise it anywhere,” says Ugolini, who is now an audit manager for the firm. “Five years later, I’m still at Crowe because of the people.”

The five-year path from intern to audit manager was made possible by both the structured support provided by Crowe and the informal, interpersonal connections the tight-knit workplace helps to foster.

“I’ve always felt valued here and at any point in time if I voiced an interest in learning a new skill there was never a moment of hesitation.”

— Michael Ugolini Audit Manager

During the intern period, Crowe provides a flexible schedule that includes paid study days as well as financial support for accounting students pursuing their chartered professional accountant (CPA) certification and taking the common final examination (CFE), including CFE coaching and an exam-passing bonus.

For a student just beginning their career, the exam reimbursement and bonus – on top of the study time while working for the

firm during the day and taking classes in the evenings – made a significant impact.

“I was still starting out and I had only been working for about a year at that point,” says Ugolini. “The fact that the firm reimbursed the CFE was a huge weight off my chest.”

Ugolini has continued to advance his career through additional courses supported by the firm. It’s something he has always felt comfortable asking for, thanks to the approachable nature of the workplace.

“I’ve always felt valued here and at any point in time if I voiced an interest in learning a new skill,

there was never a moment of hesitation,” says Ugolini. “It’s as simple as informally having a conversation and saying, ‘I love what I'm doing but I would like to be stronger in this particular field.’”

The response from the firm, which makes developing strong, well-rounded individuals a priority, has always been: “How do we get you that knowledge? What do you need from us?” he says.

Supporting employee growth is considered paramount by Crowe and just one of the ways that the firm ensures staff are well taken care of. It provides a host of employee benefits including an annual wellness reimbursement,

maternity leave top-up and reduced summer hours.

At the end of the day, however, great benefits are a fundamental requirement and treating employees well is a “baseline,” explains chief operating officer Ingrid Jensen.

“Perks and benefits are important to get people in the door but that’s not what’s going to keep them,” she explains. “You can have all those things and the workplace can still be a toxic environment.”

The difference boils down to the people and the experience, she says.

“It’s everything from the atmosphere when you come into the

 Crowe BGK in-person meetings contribute to a team-oriented environment.

212

37

54%

18

full-time staff in Canada years, average age of employees managers are women weeks, maternity leave top-up pay

office to the collaboration that we try to create within the team,” says Jensen. “There are no walls, no sense of hierarchy – you get to see the human side of people.”

That approachability is part of why Jensen got on board with

Crowe 13 years ago. Though she didn’t have an accounting background, she was excited by the firm’s positive attitude and the potential to evolve at Crowe.

“They were open to ideas,” she says.

Her instincts were correct and Jensen – who was brought on as marketing director and grew into COO – is proof of the possibility for growth at Crowe.

Over the years, Jensen has always been propelled by the

feeling of mutual respect in the workplace and a willingness to try new things.

“That’s what has kept me driving and thriving,” she says. “There has been a constant evolution that keeps things exciting.” 

 Crowe BGK partners and employees work closely together.

At Crown, they think beyond the office walls

One of the things Nicole Ayache appreciates most about working at Crown Property Management Inc. is that she gets to know and understand what is happening across all areas of the company.

“I have exposure to what’s going on with leasing, asset management, acquisitions, property management, etc., and how it paints the bigger picture of what we’re working toward,” says Ayache, marketing specialist.

“This entrepreneurial spirit of our firm ensures that everyone is encouraged to make things better.”

—

Emily

Hanna Managing Partner, Investments

One way she sees everyone coming together to learn more about the broader company goals is through quarterly town halls held by CEO Les Miller. “It allows us all to see the vision and think beyond our specific roles,” Ayache says.

Crown operates in the Greater Toronto Area and Ottawa, setting investment strategies for the properties within its funds and managing 10.3 million square feet of commercial properties under its property management entity.

“Our business model is based on value-add investing, and that necessarily encourages people to think creatively and proactively,” says Emily Hanna, managing partner, investments. She is responsible for raising capital and established the environment,

social and governance (ESG) platform as well.

“This entrepreneurial spirit of our firm ensures that everyone is encouraged to make things better, not just to execute tasks but to think about ways to improve and evolve the business.”

There are many opportunities for career growth at Crown, and people who are innovative and forward thinking are welcome and rewarded, says Hanna.

People grow as they take on new

challenges, adds Ayache.

“My colleagues are openminded and easily adapt to a changing environment. Our size allows us to really see how we all fit together, and how each of our skill sets are needed at different stages to drive change and contribute to innovative growth.”

Crown has focused a lot on coaching, making it part of all managers’ annual goals to help guide staff career paths and providing coaching for all managers.

New in fall of 2023 was an employee mentorship program. Initially aimed at women in leadership, it expanded to include everyone at every level.

“The response to the mentorship program really shows the culture of the company: ‘I want to learn more, I want to see how I can have an impact, I want to understand how I fit in in the grand scheme and I want to grow,’” says Hanna.

The program recently wrapped

 Crown Property Management prioritizes coaching, making it a requirement for all managers.

183

$ 1,500

full-time staff in Canada referral bonuses

100% 80%

job-related tuition subsidies parental and maternity leave top-up pay for up to 17 weeks

up and was to be evaluated for the future after receiving employee feedback.

Through this program, team members benefit from exposure to mentors across the different areas of the business, says Hanna.

“We offer pretty diverse career opportunities. We’re not just a property-management company. We’re not just an investment manager. We’re not all leasing brokers or accountants.”

It’s also important, no matter

the role, Hanna says, to be open to innovation at every stage.

“Thinking beyond our office walls also means thinking beyond traditional norms for our business. Every team member has a moment to make their mark at every

single step of the way.”

Ayache appreciates that she has been able to offer suggestions for change and have them accepted.

“If you have the skill and the will, you can really make a difference at Crown.” 

BEYOND OUR OFFICE WALLS

We are a team that supports one another in an environment where we feel valued, empowered, and inspired to pursue excellence. We are more than square footage

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

Dixon Mitchell invests in cultivating company culture

At first glance, it might seem financially imprudent for a small company to fly its entire staff and their spouses to La Jolla, Calif., for two nights, treat them to a big dinner and give them each $700 in spending money, as Dixon Mitchell Investment Counsel Inc. did last September. But the boutique wealth management firm believes it’s getting a good return on its investment.

“It cost a lot of money but it’ll pay the firm back many times over in terms of loyalty, ties to the company and people being willing to do a little bit more for the company and for clients,” says president Don Stuart.

“We’re a firm that is built on investment performance, client service and business integrity. But all of those things only work if we have a strong culture.”

— Don Stuart President

And that’s just one of many social events Dixon Mitchell has on its calendar. Every Friday the company orders in a free “family lunch” for all employees in its Vancouver offices. The conversation is not meant to be about work but rather family, the upcoming weekend or people’s personal passions. The same goes for quarterly outings that have taken the form of kayaking, curling,

pitch-and-putt and even biathlon.

“We’re a firm that is built on investment performance, client service and business integrity. But all of those things only work if we have a strong culture,” Stuart says. The social events are designed to help staff connect “as people, not just as company employees.”

Instead of just donating to particular charities or counting employees’ volunteer hours, the company will go as a group to prepare and serve a meal together to homeless people at the Union Gospel Mission or raise a team

to take part in the Plunge for the Cure cancer fundraiser.

This is a company that likes to keep its workers close. Postpandemic, it instituted a hybrid work guideline whereby most employees are expected to be in the office at least three days a week. But it was willing to make an exception for Ashley Hanson. The investment counsellor moved in 2019 to Powell River, a more affordable coastal community where she had family and her husband had a job opportunity. Today, she mostly attends to clients by video

call and visits the office once a month.

“I loved my job. I didn’t want to give it up,” Hanson says. “I feel very grateful that I still get to work with Dixon Mitchell and get to live here and have the lifestyle that I wanted.”

“We try not to take a hard line on most things,” Stuart explains. “We really treat our employees like adults.”

Indeed, more than half the workforce, including support staff, are now company shareholders themselves and benefit from

 Don Stuart, CFA, president (left) and Rob Mitchell, CFA, MBA, founder, at Dixon Mitchell.

36

47%

full-time staff in Canada of employees are visible minorities

$ 1,100

continuing education subsidy

21

charities helped last year

quarterly dividends. In a lot of partnerships, the company equity stays concentrated in a few hands, Stuart says, and young talent can get frustrated. But Dixon Mitchell strives to nurture a constant process of succession and to make

employees at all levels feel like they have a stake in the business.

“When you’re talking to a client and you’re part of the firm – versus ‘this is my latest job’ – I think that comes across,” he says. In management terms, the organization

is flat. Junior employees can bring their ideas and issues straight to the top.

“Everyone has always been very approachable,” says Hanson, who obtained her chartered financial analyst and certified financial

planner accreditations on the company dime while rising from an associate role to investment counsellor over her almost 10 years with the company. “They really go out of their way to treat their employees well.” 

 Dixon Mitchell employees at the La Jolla, California celebration event.

Duncan Craig encourages camaraderie and team work

Samantha Jones joined Edmonton-based Duncan Craig LLP in 2006 after completing a two-year paralegal program at Red Deer Polytechnic. She left on two occasions to pursue other professional opportunities but got an offer to return for a third stint with the firm and was delighted to accept.

“I keep coming back for a reason,” says Jones, an estates paralegal. “The morale is fantastic. The firm takes time to hear you, not just listen. And they provide great work-life balance.”

Duncan Craig is one of Alberta’s oldest law firms. It has been based in the provincial capital for 130 years. “We’re well-grounded and rooted in the community,” says managing partner Darren Bieganek. “We have acted for one client that I’m aware of since before Alberta became a province in 1905.”

“The morale is fantastic. The firm takes time to hear you, not just listen. And they provide great work-life balance.”

— Samantha Jones Estates Paralegal

Loyalty and longevity are woven into the fibre of the firm. “We have a lot of staff who have been here for their entire careers,” says Bieganek. “One of our longest-serving staff members just retired last year. She’s been here for just over 40 years.”

Bieganek adds that the firm has created policies and programs to

build a sense of camaraderie and to encourage teamwork. Duncan Craig also supports professional development for its lawyers and staff.

The Law Society of Alberta requires lawyers to complete a continuing professional development plan annually.

Duncan Craig encourages associates and partners to actively participate in professional development opportunities. As well, there are financial incentives for completing courses.

The same applies for staff. “We have on-site learning and development,” says Jones. “I’ve taken seminars offered by an outside company on how to deal with difficult clients and how to resolve personal conflicts in a professional manner.”

Edmonton is becoming a much more diverse community and Duncan Craig has responded in a number of ways to reflect that diversity. “Our human resources department has spent a lot of time reviewing our hiring practices in

order to be more inclusive,” says Bieganek. “We have included some criteria in our screening processes to ensure that diversity occurs.”

In recent years, women have played an increasing role in the leadership of the firm. Of its 21 partners, nine are women. “That’s not going to diminish,” says Bieganek. “In fact, I wouldn’t be surprised if in the next five years the majority of the partners are female. Our associate group is largely female.”

 Duncan Craig employees at the Edmonton Food Bank food drive.

full-time staff in Canada

staff volunteer hours last year

$ 1,000 $ 500

financial bonuses for course completion 94 100

annual spend on training per full-time employee

Duncan Craig contributes generously to the Edmonton com munity through several channels. The firm makes regular donations to the Edmonton Food Bank. It also has a community giving com mittee that approves donations

them. “We’ve held events to celebrate causes like pride and truth and reconciliation,” says Bieganek. “We’re trying to include as many events as our employees want to be part of and they’ve been well received.” 

 Duncan Craig employees at its annual learning session.

Global growth brings new opportunities at Eclipsys

After working for a big multinational technology corporation, Manoj Kumar was looking for a small company where he could grow and highlight his skills. So when Ottawa-based Eclipsys Solutions Inc. reached out about a position, he was intrigued.

Eclipsys is the first Canadianheadquartered accredited Oracle Cloud Solutions Provider and a leader in all things Oracle Cloud. In 2016, Kumar joined the company as an Oracle technical support specialist in its elite support practice. By 2022, he had become a managed service technical lead for database and cloud.

“We talk about learning and development all day, every day, because we truly believe it is core to our strategy.”

— Theresa Williams Vice-President, People and Culture

Kumar appreciates the encouragement and support he receives to further his career goals. “I’ve done many courses and certifications that the company has paid for, and I’ve been mentored along the way,” he says. “They really support your professional development here.”

Professional development is at the centre of the company’s culture. “We talk about learning and development all day, every day, because we truly believe it is core to our strategy,” says Theresa Williams, vice-president of people

and culture. “Our technical proficiency enables us to be leaders in supporting our customers, and it satisfies our employees’ desire to constantly develop themselves.”

It’s not all work and no play, however. For Kumar, one of the highlights is a three-day annual strategy meeting (ASM), which takes place in June in Ontario or Québec. There he enjoys team-building activities such as volleyball and rock climbing, which help him get to know his colleagues better. “I love the ASM, it’s really awesome,” he says.

“Many of us talk on the phone every day but we don’t meet in person, so this is a nice way to connect.”

Kumar also appreciates the flexible vacation policy, which has allowed him to spend a month in India visiting family. “We have a diverse workforce with many families who live internationally, and we saw that people found it stressful to save their vacation days to get home for a longer stretch, so we responded to that,” says Williams.

Diversity is a cornerstone of an inclusive workplace culture. “Our diversity program is dynamic, because we are constantly adapting and listening to our employees as well as to what’s happening in the world,” says Williams. Regular learning and sharing about diversity and inclusion happen in

a dedicated Slack channel, where global observances are acknowledged and celebrated, and conversations are often led by employees who share their traditions and stories with the team.

A statutory holiday-exchange program allows employees to take an alternative day off to celebrate holidays that are meaningful to them. In addition to cultural diversity, 50 per cent of the executive team are women. There’s also an in-house scholarship program for family members of Eclipsys employees supporting female education in STEM (science, technology, engineering and mathematics).

In 2023, Eclipsys was acquired by DSP, a leading U.K.-based data

 Eclipsys Solutions supports professional development through mentorship opportunities and funded courses.

45

full-time staff in Canada of executive team are female

50% $ 5,000 28

mental health practitioner benefit charities helped last year

management and cloud platform management partner focused on Oracle solutions. The acquisition, says Williams, will lead to more interesting work with different technologies and global projects, more learning opportunities

for employees and increased collaboration.

“This is a big change for the company, and we know that change can be hard and scary for some,” she says. “But we’ve been transparent throughout the

process, and we’ve been met with excitement from our employees to take their careers to the next level. And while we are excited that the company is growing, we also want the culture to stay collaborative and people-oriented.”

Now based in the Toronto office, Kumar hasn’t noticed any changes in that close-knit culture.

“Everyone is very friendly,” he says. “This is the first small company I’ve worked for, and it feels like a family.” 

 At Eclipsys Solutions, employees are encouraged to learn from and share traditions and stories with each other.

Great people are key at Fengate Asset Management

People, excellence and growth are the three standing pillars at Fengate Asset Management, but leading the way is people, says chief human resources officer Jennifer Honey Brannon.

“We have people first because people are our most important part of how we do our business,” says Honey Brannon. “So in everything we do and every lens we use, we prioritize our people first.”

“‘People, excellence and growth’ really has driven our company to the success which we see today.”

— Jennifer Honey Brannon Chief Human Resources Officer

Fengate, headquartered in Toronto, is an alternative investment manager with more than $8 billion in capital commitments under management. Its focus is on infrastructure, private equity and real estate. With more than 200 employees in Ontario and team members across North America, Fengate is celebrating its 50th anniversary this year.

“We have a philosophy at Fengate that if we bring in the right people, we attract them, we reward them and we make sure that they have a good place to come and work every day, that will show up in our return to the three pillars of people, excellence and growth,” Honey Brannon says.

Tara Speers, senior vicepresident, investor relations and capital formation, agrees. “We can’t execute on excellence and growth without the right people,”

she says. “We always talk about the right people on the team that allow us to focus on excellence.”

Infrastructure, private equity and real estate are the three investment strategies Fengate offers.

“The most important thing we do is communicate to our investors about the projects they’re investing in and we provide a high level of reporting and customer service,” says Speers. “We’re responsive to their requests and, in addition to existing investors, we’re always working to grow our investor base.”

Excellent communication is required for Speers’ team and all employees. “It’s the willingness to take the extra step to ensure that

everything is ready,” Speers says. “Double-checking, triple-checking numbers so that we have conviction when communicating to our investors.”

Fengate ensures employees are well-educated with opportunities for training and upgrading.

“We’re focused on excellence so we ensure our team members are trained properly and they understand the role and responsibility that is expected of them,” says Honey Brannon. “We have an in-house learning and development team who deliver a variety of workshops and other learning opportunities every month.”

The firm also uses the mentoring platform Ten Thousand

Coffees. “We offer all employees the opportunity to be a mentor or mentee through this platform, matched based on skill and interest. The program encourages connection and shared experiences throughout the firm,” Honey Brannon adds.

Part of Fengate’s growth is employees’ personal growth. “That means providing a healthy learning environment for all of our teammates to continue to grow and improve their skills,” says Speers.

As employees advance and Fengate grows, new hires are needed.

“Our onboarding of new employees involves their

 Fengate employees participating in the Urban Land Institute's Women's Leadership Initiative.

full-time staff in Canada

personal paid days off, plus vacation

parental leave top-up pay for 10 weeks

230 20 100% $ 5,000

referral bonuses

advancement through the different parts of the employee life-cycle,” Honey Brannon says. “I believe they’re enhanced by demonstrating how each of our three pillars touch every aspect of their role.”

She says that when doing due diligence for each deal, the teams look at what kind of people are part of the investment and what excellence looks like.

“Our focus on people, excellence and growth is how we

Proud to be one of Canada’s Top Small & Medium Employers 2024

continue to grow our company so we have strong returns for all our clients, including the pensioners and unions we carefully manage investments for,” says Honey Brannon. “We just live our values amongst those three pillars.”

A retreat for all employees is planned celebrating the half-century milestone for Fengate.

“‘People, excellence and growth’ really has driven our company to the success which we see today,” Honey Brannon says. 

 Lou Serafini Jr., CEO at Fengate, welcoming employees to its Vision Retreat.

Creativity and collaboration go hand in hand at Gould

In 2015, when Frederico Panetta acquired Gould Industries Ltd., an industrial and manufacturing company in Montréal, he had a vision – to create a caring, creative workplace culture where employees would be part of future change and growth, not simply clocking in and out of the warehouse every day.

“The first step was to offer more flexibility and autonomy to our employees, which meant no more mandatory 40-hour work weeks and more leadership opportunities for everyone,” says CEO Panetta. “Then I created an environment where people would be excited to work.” With the goal to make Gould a landmark in the rough Montréal North neighbourhood where he grew up, Panetta partnered with an artist collective to repaint all the factory walls, creating the largest art mural in Canada.

“The culture of the company is that we all want to be helping each other out, at all levels – this way, you can achieve things you never expected.”

— Stephanie Charlebois Business Relations Specialist

With entrepreneurial experience in music production and product development, Panetta had a unique challenge in taking the helm at Gould, but one he fully embraced. “I’ve always been fascinated by how a product gets made and how it gets to customers,” he says. “Here, I’m taking a traditional business with a traditional

product and making it fun and creative.”

Panetta is also proud that Gould recycles more than 25 million kilograms of plastic annually. “Plastics get a lot of negative marketing, but it’s one of the best things around – you can recycle it and manufacture something else, giving it a second and third life and helping the environment,” says Panetta. “This is a strength of our business.”

Another strength is its people, most of whom are younger than 35 and immigrants hailing from such countries as Algeria, Haiti, Colombia, Morocco, India and Mexico. “We’re a French-speaking

province, so we get a lot of Frenchspeaking immigrants from around the world,” says Panetta, who has sponsored several of them.

To help retain employees, Panetta introduced a retirement-savings program, health insurance and post-secondary scholarships, and he coaches employees on how to apply for a mortgage or a car loan. “We cater to each employee’s financial situation,” he says. “We have high school kids who started with summer jobs on the assembly line who are now in management positions and driving nice cars.”

To unite such a diverse

workforce, employees play soccer, shoot hoops or ride go-karts – all activities requiring teamwork and team spirit. “I’ve played soccer, and I’m not sporty!” says business relations specialist Stephanie Charlebois. “You never get bored here.”

Charlebois joined Gould in 2020, having previously worked in plastic recycling. “There wasn’t a job posting. I just called Frederico, who I knew from my past experience, and let him know I was interested, and he created my role,” she says. “I figured he was going somewhere, and I wanted to be part of that.”

 Frederico Panetta is the CEO of Gould Industries.

full-time staff in Canada

scholarship program for employees’ children

minimum financial bonuses for course completion

employer-paid retiree health premium 82 $ 2,500 $ 2,500 100%

Growth is organic, based on informal mentorship and collaboration. “We take into account the strengths of each person and work together on projects that lead to the next opportunity,” says Charlebois. “The culture of the

company is that we all want to be helping each other out, at all levels – this way, you can achieve things you never expected.”

Charlebois considers Panetta a mentor, and she mentors a small team herself. “I imagine

one protégé will surpass me in 10 years, but that’s the goal,” she says. “Sharing knowledge and experience, and bouncing ideas off each other, helps create a collaborative environment.”

For Charlebois, the best part of

working at Gould is the people. “It’s like a second family – we’re happy to see each other every day,” she says. “As much as we believe in building careers, we can help employees build their lives as well.” 

 Gould Industries fosters teamwork and team spirit with activities such as playing soccer together.

Employee engagement is the bedrock at Granite

When Flavia Murillo joined Granite in 2021 as a property accounting manager, she was looking for a chance to grow her career in a growing company. At that time, the Toronto-based real estate investment trust wanted to internalize its accounting function rather than out-source it, which was just the kind of challenge Murillo welcomed.

“It was a great opportunity for me to build my own team to do the property accounting function in-house,” says Murillo. “The individuals we attracted come from different levels of experience, but there’s a willingness and a desire to learn more. I have a wealth of knowledge in my field and like to teach, so mentoring is important. My focus is always to empower people to do the job they need to do.”

“I feel very valued and that feeling of being valued goes a long way in making people more engaged.”

— Flavia Murillo Senior Manager, Global Property Accounting

Within a year, Murillo was promoted to her current position as senior manager, global property accounting. What she appreciates most is the supportive culture with opportunities for learning and the ability to be promoted within the company.

“I feel very valued and that feeling of being valued goes a long way in making people more

engaged,” says Murillo. “Granite has a great working environment where everybody takes ownership and pride in their work, at the same time, they’re open to sharing. If you have a question, they’re ready to help.”

A high level of engagement is the key to Granite’s success, according to president and CEO Kevan Gorrie, who feels the company has “a very special group of naturally engaged people” – something it has targeted in recruiting.

“Your clients feel a different energy when the employees are actually engaged and you can tell they care about what they do,” says

Gorrie. “It’s important to nurture trust and care between employees to foster that engagement.”

One way the company has done that is through its annual retreat for all employees – most recently in the Greater Toronto Area – no easy feat with offices in Toronto, Dallas, Amsterdam and Vienna. It’s also important to listen to your people. After feedback from an engagement survey last year suggested employees wanted to know more about the business and customers, the leadership team followed up.

“When we hosted our retreat, the number one priority was

getting everyone together and encouraging communication,” says Gorrie. “We also make sure each year to give different employees the opportunity to talk about what they do within the company and to offer their perspectives.

“Additionally, we take everyone to tour some of our properties so people can literally feel and know what we’re doing – and that really helps. Another thing is to involve as many stakeholders as we practically can in planning and decision-making within the company.”

Coming out of COVID-19, the company adopted a hybrid work

 Kevan Gorrie, president and CEO at Granite, at the New York Stock Exchange.

47 17

403

employee volunteer hours last year

$ 1,000

employee referral bonus

model with employees allowed to work remotely two days a week and in-person on Tuesday, Wednesday and Thursday.

“One of the primary reasons we want people together in the office is collaboration,” says Gorrie.

“Collaborating, bouncing back ideas, getting to know people at a little more personal level – all make the work easier,” she says. “It makes a difference for our mental health.”  full-time employees weeks, maternal and parental leave top-up pay

“It's an open culture with a high level of communication, and very entrepreneurial. Our strength is in our ability to make decisions quickly and thoughtfully, and to be decisive and move forward.

“I also love that we’re not too

big a company, so that I know everybody’s name and can interact with people.”

Murillo would agree that even though they were just as productive working from home during the pandemic, human

interaction matters.

 Granite employees at its 2023 retreat to have lunch at Two Sisters Winery.

Passion is a positive at Integrated Sustainability

As a civil engineer, Hayley Whitington was inspired to leave her home in Australia to work at Integrated Sustainability out of a passion she shared with the company: sustainability. “The company works on a lot of energy projects, but with a focus on contributing a lasting positive impact,” says Whitington, a project manager at the Calgary head office. “And then the actual day-to-day working culture of the company really drew me in.”

“Having the opportunity to work on diverse sustainability-focused projects with a range of team members was really exciting for me.”

— Hayley Whitington Project Manager, Calgary

The company’s size and breadth of projects affords plenty of opportunities for those who work there. “We have so many groups of different technical skills all coming together for projects,” she says. “Having the opportunity to work on diverse sustainability-focused projects with a range of team members – having enough size to get the interesting work and still be able to get to know everyone on the team – was really exciting for me.”

Murray Calder was working as an engineer in South Africa when he approached Integrated Sustainability to explore mutually beneficial work opportunities in Africa. He decided to relocate and join the team in Canada, where he is now the technical director for the company’s Vancouver office,

and agrees that the exposure engineers get to different sectors is a big draw.

“We provide solutions to our clients in oil and gas, mining, and municipalities; we’re doing water resources, ESG consultation and recreational surf facilities,” he says. “Our staff are able to gain experience in all these fields and grow as engineers.”

Outside of Canada, the company has offices in the United States and the Caribbean. “People are moved in and out of various jurisdictions when resources are required on other projects,” he

explains. “There are different nuances to the way things are done in different regions and how we build relationships with clients, and that just adds to the repertoire of the engineer.”

Despite working on different projects in various jurisdictions, employees still feel an overarching sense of teamwork. In Vancouver, Calder says, “the team communicates well across the whole spectrum of disciplines – project management, engineering and corporate.”

And, he adds, “we consistently encourage as many team members

as we can to gather for lunch daily and foster an environment where open and judgment-free discussions can take place. Whether the topic is business-related or personal, it’s an opportunity for everyone to voice their thoughts, relieve some burdens and connect with each other.”

There is also company support and plenty of opportunities for employees to share their expertise with the outside community, either as individuals or as groups. From external technical presentations and professional development opportunities to sharing

 The Vancouver team at Integrated Sustainability taking a tour of the Seymour-Capilano Water Filtration Plant during a professional development excursion.

102

100%

full-time staff in Canada employer-paid benefits

10

12

paid sick days weeks parental leave top-up pay

insight through partnerships with influential industry groups, the company fosters open knowledge-sharing and collaboration.

Whitington is currently on the board of Women in Consulting Engineering Calgary, where she

serves as mentorship director and gets to share her involvement with Integrated Sustainability staff.

“We really try to focus on hearing what women’s experiences are and helping them to feel supported in the engineering environment,” she

says. “It’s been very rewarding to get involved with that group and extend invitations to colleagues for events that they enjoy and benefit from.”

But what Whitington appreciates most is working toward

the same goal with like-minded people. “Integrated attracts people that are really passionate about sustainability and the environment,” she says. “And that allows us to really champion that kind of attitude.” 

 Integrated Sustainability employees at a field site visit to a remote mine water treatment plant.

Employee happiness is a priority for Johnston Group

High-fives and playground-style swings reveal a lot about the culture at Johnston Group Inc. That’s the view of Brittany Hart, a special projects co-ordinator for the group benefit plan administrator based in Winnipeg.

“Soon after I joined Johnston Group five years ago, we attempted to set a world record for the number of consecutive high-fives our team could manage in three minutes,” she recalls. “It was a fundraiser for the non-profit KidSport. I wasn’t on the team, but it was a lot of fun. I remember going home and thinking, like, where do I work? I’d never heard of something like that in the corporate world.”

“If we are enjoying ourselves, that’s a wellness contributor. It’s better for our mental health, we’re more productive and we want to come to work.”

— Dave Angus President

As for the swings, there are two located in a common mezzanine area off the lunchroom that also includes a staff library, comfortable lounging areas (napping allowed), and board games. By all accounts, the swings are quite popular; Hart herself enjoys them from time to time. “For a moment,” she notes, “you can just be a kid, relax and decompress.”

Before construction of Johnston Group’s new head office, Hart points out, employees were asked

to weigh in on the design. What they got was a bright, airy headquarters. “There are no offices on the exterior walls,” she says, “so there’s no blocking of natural light. You can be touched by it no matter where you are in the building. Plus, we have a ton of plants and a living wall, which offers that moment to take a deep, calming breath and have a connection to nature outside.”

The building also has an on-site

gym with regular classes; Hart enjoys doing yoga every week.

Johnston Group president Dave Angus says promoting employee fun and well-being is paramount. “The purpose behind many of the things we do is that if we are enjoying ourselves, that’s a wellness contributor. It’s better for our mental health, we’re more productive and we want to come to work.”

In addition, he points out, happy

staff members lead to better relationships with the company’s clients. Johnston Group serves about 33,000 businesses across Canada, including 350 Indigenous organizations and communities, with more than $800 million in premiums under its administration. “How we treat our staff affects how we treat our customers. That’s part of our secret sauce.”

Johnston Group has myriad policies and programs to support

 Johnston Group employees volunteering at a Manitoba Marathon.

336 71% $ 2,500 100%

full-time staff in Canada of managers are women mental health practitioner benefit job-related and unrelated tuition subsidies

employee wellness. Since the advent of COVID-19, it has implemented a hybrid work arrangement – two days at home, three days in the office – abetted by an annual $500 lifestyle account that can be used for setting up a home

office or anything else, from new workout equipment to learning a new language to art classes to taking care of a pet’s medical needs.

As well, the company provides up to $2,500 annually to pay for mental-health practitioners and

an annual $500 health-spending account.

Overall, says Hart, she feels privileged to be part of a company that does so much for its staff and its community – the company supports more than 100 local

organizations. “I get to be a part of our holiday party and of our Pride celebrations or winter events. I always find a moment when I’m a contributing factor in getting someone to smile, because this is just such a great place to be.” 

 Johnston Group employee getting ready to rapel down a building for charity.

WLawrie Insurance Group has a people-first culture

hen Milena Lewandowski started working for Lawrie Insurance Group Inc. (LIG), it was typical of how many young college and university students enter the workforce – after meeting company representatives at an on-campus job fair. “I graduated on Friday and started on Monday,” she says.

After 13 years, she began working with a regional chapter of a not-for-profit insurance industry organization. Then one day during lunch with a former colleague, he encouraged her to consider an opportunity that had come up at LIG. She did and in 2022, Lewandowski was welcomed back to the Hamilton, Ont., familyowned business.

“They really care about everyone who works here and make sure they take time to recognize and celebrate achievement.”

— Milena Lewandowski Senior Associate Broker

She says that to her, like many millennials, it’s important to work for a purpose- and values-driven organization. “I trust their values and I believe in the same values,” Lewandowski says.

One of the largest independent brokerages in Canada, LIG specializes in personal and commercial insurance, offering risk management and product services to companies in sectors as varied as property management,

manufacturing and life sciences. It also offers companies a wide range of customizable group retirement, life and living benefits products and services.

President and CEO Bob Lawrie says LIG is committed to doing what’s best for its clients, employees and community. That people-first stance has been a top priority since his father, Dan Lawrie, founded an independent brokerage in 1982 to provide insurance based only on clients’ needs.

The business has since grown, evolved and codified its five core values – passion, integrity, excellence, results and citizenship.

“I’m really proud of where we are and where we’re going,”

Lawrie says. “As an independent brokerage, we’re not influenced by any of the large insurance companies or private equity firms. That sets us apart since it allows us to make decisions that are best for our clients and employees.

“We work with the top insurance companies from around the world to provide tailor-made solutions that address each client’s particular needs.”

That independence resonates not only with clients, but with employees who appreciate the opportunity to work locally for a family business with a global reach. “People want to be part of something special,” Lawrie says. “There’s a shared sense of

belonging.”

LIG further fosters a collaborative team environment with activities throughout the year that range from town halls and celebrations of employee achievement to family-friendly barbecues. Employees also have one paid day off a year to volunteer in the community and they often band together on projects.

Remaining independent also means LIG can take a long-term approach to business matters such as learning and professional training programs for its employees, Lawrie says. LIG, for example, has a tuition reimbursement program for courses related and unrelated to their careers.

 Lawrie Insurance Group employees celebrating together at its holiday party.

125

full-time staff in Canada of employees are women

67% $ 2,500 $ 1,000

maximum referral bonuses

average annual spend per full-time employee for continued learning

“Insurance is a relationship business and I love seeing people develop,” says Lawrie. That includes his son, Brett Lawrie, who’s been advancing along his own career path since he joined the firm in 2016.

In Lewandowski’s case, that meant ensuring she had the support, time and tools she needed to progress through four levels of insurance industry certifications and designations over a 10-year period.

Today she’s a senior associate broker on LIG’s commercial insurance team where she specializes in the construction field. It’s a long way from where she started as a 20-year-old with a college diploma in insurance.

“I practically grew up here,” she says. “It feels good to be part of a caring culture. They really care about everyone who works here and make sure they take time to recognize and celebrate achievement.” 

 Co-op students at Lawrie Insurance Group.

Mentorships and co-op students support LBMX’s growth

When Amrit Siew arrived in London, Ont., from the Caribbean to attend Fanshawe College’s one-year business analysis program, he set his sights on landing a co-op placement at LBMX Inc.

After learning that the Londonbased software company is the only global business-to-business platform connecting independent businesses, suppliers and buying groups, he knew it would be the perfect fit for his varied work experience.

“We have great mentors that students learn so much from. They see what a wonderful team we have, and they want to stay.”

— Candice Neil Director of Human Resources

“My heart was set on getting to LBMX,” says Siew, senior product manager, analytics.

Having worked in marketing and sales in Trinidad and Tobago, as well as data and e-commerce, he was attracted to the company’s diverse offerings and believed that if he was hired, he could help independent business owners and suppliers harness the power of real-time data to buy better and sell more.

In September 2019, he started Fanshawe College’s business analysis program, after learning about it through a friend. The following May he began a three-month co-op at LBMX, working as a business analyst in special projects. At

the end of his co-op, he was asked to stay.

Candice Neil, director of human resources, says she jumps at the opportunity to welcome good co-op students onboard. “We hire two to three students from Fanshawe College every term, and 40 per cent have gone on to become full-time employees,” she says.

The students who study in the artificial intelligence and machine learning program and in the computer programming and analysis program are often a perfect fit for the company.

“Once students get here, they see how great it is and they see

the potential for themselves,” says Neil. “We have great mentors that students learn so much from. They see what a wonderful team we have, and they want to stay.”

The company offers an annual mentorship program. Employees are given the opportunity to be mentored by a senior executive. Meeting once a month for an hour, mentees choose which skills to focus on.

“We want people to grow, we want people to succeed, and we want to help them get there,” says Neil.

Last year, Siew was mentored by Greg Dinsdale, president and CEO, and learned holistically

about leadership. “It was great,” says Siew. “He helped me break down some personal barriers I had and learn to be my authentic self within the company.”

As a manager now, Siew mentors his own team. He guides them through challenges, helps to develop their soft skills and ensures their good work is recognized within the company.

“LBMX has a work culture that is really inviting and supporting,” he says. “It’s a culture where it’s okay to make mistakes and say you don’t know something because at the end of the day, we are solving problems.”

Outside of LBMX, Siew gives

 Amrit Siew, senior products manager, discusses the latest analytic features with a colleague at LBMX.

103

38

full-time staff in Canada years, average age of all employees

$ 1,000

52

referral bonuses weeks, maternity and parental leave top-up pay

back to the community by sitting on Fanshawe College’s business analysis advisory committee and by supporting co-op students. He informs the college about the industry’s current and future needs so there is alignment in the

courses being developed.

“For me, having people mentor and guide me throughout my career helped so much. If I can do that for someone else then I will,” he says.

Helping others is integral to

LBMX’s success. The company’s corporate charitable focus, LBMX Place, is about supporting music, education, children in sports and low-income families. One of their fun projects this year was supporting the London Girls Rock

Camp. LBMX encourages employees to get involved with one paid volunteer day off annually and matching charitable donations.

“We believe in supporting our communities,” says Neil. “We have a culture of giving back.” 

 Former LBMX co-op students who are now full-time employees enjoying a break in the lounge.

Longboard Architectural Products shares its success

Longboard Architectural Products was not always a model employer.

“It was a horrific grind for years,” admits president Mike Heppell. At one point his accountant begged Heppell to shut down the debt-ridden, money-losing manufacturer he founded in Abbotsford, B.C., in 2005. Longboard simply couldn’t afford the things its employees enjoy today, like the on-site gym and trainer, the wall-to-wall health benefits or the full tuition subsidy for continuing education.

“Profitability is like oxygen. If you don’t have it, you’re really in trouble,” Heppell reflects.

“We want everybody to live their best life possible.”

— Mike Heppell President

But he stuck with it, and the turnaround, when it came, enabled him to embed his values into the way the company operated. First among those values is that people come first.

“We want everybody to live their best life possible,” Heppell says. That’s why Longboard bankrolls employee education. If people grow their skill set, they add value to the company and increase their own earnings. And if they take those skills to another employer, he adds, “we don’t see it as a cost to our company. When that happens, and they get a better opportunity, we celebrate that.”

Another core value Longboard strives to nurture is open-handed generosity. It matches employees’

donations to charity and allows them to volunteer on the company clock for community initiatives like cleaning up local trails or the Starfish Pack program, which provides knapsacks stuffed with food to the families of needy schoolchildren. By inviting workers to contribute to the community at no risk to their household finances, Longboard aims to instil a “soft entry to generosity,” Heppell says.

Ahmed Sadeqi first heard about

Longboard in 2022 after he had applied for a home for his Afghan refugee family through Habitat for Humanity. The company had donated some of its signature woodgrain-patterned aluminum cladding and a team of employees to help build homes at a project in nearby Mission, B.C. Sadeqi’s application for one of the homes for his five-member family was successful. Then he got a job as a forklift operator in Longboard’s warehouse. He ended up starting

his job just a week after moving in.

“It’s a miracle that I found the work. I’m really happy,” says a grateful Sadeqi. “The past I had, I don’t want my kids to have that situation. I just always pray that my kids have a bright future.”

“Ahmad’s story was unique. When he applied for the job we didn’t understand the connection. We found out after the fact,” Heppell says. “It was fun to see a tangible connection to a man and his family who needed that kind

 At Longboard Architectural Products, employees have opportunities to grow their skill set both in office and through employer-paid education.

164 $ 1,650

full-time staff in Canada annual health spending account

21 $ 1,000

weeks, maternity and parental leave top-up pay

wellness spending account geared towards mental health

of support. And it came full circle where he’s a critical part of our team at Longboard.”

The company's empathetic and supportive nature shines through in its exceptional top-up program for parental and medical leave.

This initiative, deeply rooted in compassion, was inspired by the personal challenges faced by two employees. One bravely battled cancer, requiring time off for treatment, while another devotedly cared for a spouse during a

health crisis.

For both, living just on Employment Insurance was a big financial blow. So Longboard introduced a program that would top up employees’ income to 85% of what they were making at the

company for up to 21 weeks. In its first 18 months, nine employees who became mothers-to-be took advantage.

“We’re super happy to be able to support them that way,” Heppell says. 

 Longboard Architectural Products employees working together in its manufacturing facility.

Mawer gives employees room to grow in a safe space

Mawer Investment Management Ltd. recently held an event where employees formed small groups and were tasked with sharing stories about their time at the Calgary-based firm.

“It took up the entire afternoon. We actually had to extend the time because people had so much to say,” says Phil Mittertreiner, chief learning officer. “It was amazing to uncover the impact the company has had – on our community, our clients and on each other. It made me proud to be a part of Mawer.”

“If you have an idea or a special skill set, they let you run with it. They'll support you.”

— Amanda Tesarski Institutional Trade Analyst

Amanda Tesarski, institutional trade analyst, has many stories of her own. At a previous company, she was told she had an attendance problem because she often had to stay home when her children were sick. They advised she take a few years off work.

At Mawer, it was a totally different story. “They said, ‘We could really benefit from your skill set’ and asked me to create and lead a team,” she says. “It was a ton of responsibility and it was daunting because I had to start from scratch. But people in very senior levels of management came up to me and said, ‘If there is anything I can do, please reach out to me.’ This helped me have absolute confidence in myself.”

And when Tesarski expressed

worry that she may sometimes need to miss work for family obligations, her manager told her not to worry and that colleagues would cover for her when needed.

“So I am really grateful. I have a lot of hope. I see endless possibilities. And it makes me want to be better,” she says. “I show up and I do my best every day.

“We are a team of really smart, talented, educated people,” she says. “But it’s the human part that takes us to the next level. The connections we have, the trust and support – I think that really makes a difference in our company.” Tesarski also appreciates the opportunities Mawer provides in learning and career development.

“If you have an idea or a special skill set, they let you run with it. They’ll support you. As a privately held, independent company, there is more opportunity for flexibility and creativity to carve out a niche for yourself,” she says. “That makes it kind of fun. You get opportunities to stretch yourself.”

Development programs include

 Mawer Investment Management leaders and alumni at its annual holiday party last year.

full-time staff in Canada learning stipend

226 $ 5,000 $ 2,000

223

mental health practitioner benefit charities helped last year

training in areas such as conflict resolution, demonstrating appreciation, accountability, curiosity and candour. The firm also has an internal mentoring program and access to external coaches. There is a major focus on building

self-awareness. Each employee receives a $5,000 learning stipend to spend on any learning activity that may enhance their professional or personal development.

“I took singing lessons the first year because I always wanted to

learn how to sing and I thought it could also help with public speaking,” Tesarski says. “Being a mom, it was so hard to find that hour a week for myself. So I took this opportunity to just refocus back on self-development.”

Mittertreiner is proud of the company’s desire to help each employee find their “intersection.” This, he notes, is the overlap between your dreams and desires, your talents and something that adds value to the firm. 

 Mawer Investment Management employees participating in a motionball sports event to help raise funds and awareness for Special Olympics.

Agility is the key to success at MCAN Financial

The last few years have been a test of agility for businesses. It’s proof of how well MCAN Financial Group passed this test that, in the middle of dealing with lockdowns and distance work, the Toronto-based company and its 124 full-time staff decided to rebrand from MCAN Mortgage Corporation.

“It really speaks to the confidence in our culture and the ability of people to lean in and help build something even bigger,” says Kim Mercer, director of corporate brand and marketing at the mortgage investment company. “It was a big swing in a fully remote environment, amid market uncertainty. We did it and it was very successful.”

“We show up for the causes that connect us.”

— Michelle Liotta VP Human Resources

“It might have seemed like an unconventional time to do it,” says Michelle Liotta, vice-president of human resources, “but we engaged all of our team members in reframing who we are and what our culture is.”

Liotta wasn’t working at the company at the time, but she was impressed by how MCAN and its team members rose to all these challenges. “The way MCAN moved to support its team members is a testament to the agility and personalized nature of a smaller platform.”

Home ownership is a volatile topic in Canada, and a company like MCAN has to respond quickly

to the needs of its clients and partners. Close lines of communication in a small company help, according to Mercer.

“Many of us are homeowners and investors or aspire to be. And we understand how we might help Canadians achieve their own home ownership and investment goals, so it’s not like we’re in the business of something completely out of touch. We’re connected to our clients because we are them,” she says.

“These are the stories of real people. We all have a story. We all

experience how the market can influence choices and opportunities. Because of the trust inherent in our small community, we have honest conversations. It inspires growth, innovation and empathy.”

This shows up in programs like MCAN ICON, where the company has gifted almost $250,000 in mortgage payments to clients across Canada. “When we go out to celebrate our clients with their free mortgage payments,” Mercer says, “everyone wants to be involved, from across the entire organization.

“I don’t know if that would happen in a bigger company. You wouldn’t have the benefit of those more informal lines of communication.”

This extends to the company’s charitable programs, many of which begin with suggestions from team members. Its support for Habitat for Humanity, for example, started with one employee’s volunteer work.

“Through our team member-run culture committee, ideas are formulated and activated. This team member’s passion aligned

 MCAN supports local organizations through kit-packing events in partnership with Troop.

124

59%

6

123

full-time staff in Canada of employees are women weeks, maximum vacation allowance staff volunteer hours last year

strongly with our mission and values as a company. We love having the opportunity to give back to the communities in which we live and serve.” says Liotta.

In a small company, accountability is critical. “We show up for

the causes that connect us,” Liotta explains. The firm’s partnership with Troop, a community-based giving organization, has evolved to include in-person events, in addition to monthly online donations.

“Team members meet at our headquarters for kit-packing events aligned with the needs of local non-profits,” she says. “It’s been an amazing initiative that has pushed us off our computers and into action.”

Observes Mercer: “In a smaller company you get a lot of cross-functional activity, more collaboration. There are very few people wearing one hat – there’s a lot of experimentation and diversity and innovation encouraged.” 

 MCAN employees recognizing International Women’s Day 2023.

At Multiview, employees grow stronger together

Lizbeth Palumbo began working at Ottawa-based Multiview Financial in the age of floppy discs. “I started at reception on a high school co-op program. Everyone was so nice to deal with that I’ve stayed for 25 years,” says Palumbo, now senior manager, client support. “Our clients know we are doing our best for them and it’s like we’re all partners in solving their challenges.”

“One advantage of our current size, growing from a small to a medium business, is that we have more career opportunities while we’re still able to maintain our connection with our employees.”

— Justin Winchiu Chief Financial Officer

Multiview’s financial software solution focuses on automation and providing a single financial point of truth across an organization. The company’s vision is to end the month-end processes that take financial professionals anywhere from days to weeks to complete.

“One advantage of our current size, growing from a small to a medium business, is that we have more career opportunities while we’re still able to maintain our connection with our employees,” says chief financial officer Justin Winchiu.

Gone are the days when Palumbo and her colleagues used to collaborate in the Ottawa office near the company-stocked fridge. Now many staff work remotely across North America, but the helpful culture remains. An open-door policy, which might now mean a virtual meeting, is still in effect. Managers are accessible even to someone from another team or department. And Palumbo describes team meetings that are fun and effective.

Multiview held an in-person, international employee conference for all staff in Ottawa last spring. There were speakers to drive learning, a discussion on

company goals – and a social aspect. Palumbo’s team held a scavenger hunt around Ottawa that included getting a name tag from someone in another department and taking a selfie at the Parliament Buildings.

“We socialized with each other and grew relationships outside of our day-to-day work,” says Palumbo. She found there was a culture of thankfulness, with employees who had a virtual connection thanking each other for their help on projects when they met in person. And shared learning and experiences sometimes lead to a career move.

Multiview’s growth over the

past several years has increased opportunities for development within the organization. There is an internal learning platform that allows employees to take courses of their choice, whether or not they are currently working in the subject area.

Managers at Multiview support employees to meet their career goals, even when it means they might lose them to another department. “I’ve seen so many people grow and move on in the organization, and it’s hard to see them leave client support, but I’m so proud of them that it makes my day,” says Palumbo.

Palumbo herself has

 Multiview Financial employees at its 2023 International Multiview User Group (IMUG) meeting in Dallas.

full-time staff in Canada weeks, parental and adoption leave top-up pay

employer-paid health plan, with family coverage

94 26 100% $ 1,500

maximum referral bonuses

experienced the kind of career growth possible in the corporation. From reception to quality assurance to client support, she has found that in a smaller organization, people have a chance to wear different hats and get to know the

workflows for all the departments. She has also received mentorship and support from her managers.

Winchiu says that even when employees leave to explore opportunities with a larger organization as part of their career progression,

Multiview has a culture of bringing people back. And people who use Multiview’s product in their work often apply to job postings with the corporation.

Recruiters at Multiview look for candidates who are a good fit.

They give consideration not just to credentials but also to how potential employees can contribute to the culture. “We try to hire great people who will be empathetic to their peers and clients, and do the right thing,” says Winchiu. 

 Multiview Financial employees have opportunities to network and learn with their clients at its annual IMUG event.

Nelligan O’Brien Payne puts its people first

As a law student at the University of Ottawa, Kiran Uppal was introduced to Nelligan O’Brien Payne LLP during her first year of study. The firm sponsors a moot, a competition where students act as counsel arguing a case before a court of appeal, and Uppal was an enthusiastic participant.

From there, she took a summer job with Nelligan, which proved to be a rewarding experience. “When you’re a student, you’re trying not to pigeon-hole yourself,” says Uppal, now an associate in the firm’s family law group. “You want to keep an open mind and be exposed to different areas of the law. Nelligan’s student program offered exposure to employment litigation, real estate, corporate, intellectual property and family law.”

“Our approach to our people is to say, how can we make your experience better?”

— Pamela El-Feghaly People and Culture Manager

Uppal says she has always been attracted to family law and, after articling and being called to the bar, she found a supportive home in Nelligan’s family law group. “What stands out to me, because I am a junior lawyer, is the mentorship that the firm provides,” says Uppal. “It’s a core value of the firm. As soon as you start as an associate, you get paired with a senior associate, usually from a different group.”

She also has a mentor within

her group. “I’m constantly being mentored by our senior lawyers,” she adds. “Nelligan really invests in its lawyers.”

Nelligan supports its lawyers, as well as its staff, in other ways. “We really care about our employees,” says Pamela El-Feghaly, people and culture manager. “We try to put them first. Our approach to our people is to say, how can we make your experience better?”

El-Feghaly joined Nelligan in the spring of 2023, and she promptly booked one-on-one meetings to solicit staff members’ views on how the culture of the firm could best serve their interests. “Some wanted more support around mental health, others wanted more equity, diversity and inclusion initiatives,” she says. “We are bringing into the culture whatever the staff wanted.”

Nelligan also impresses upon team members the importance of work-life balance. “We want to be the firm that really encourages you to do your best work, but also live your best life,” says El-Feghaly. “We talk to our students and our staff about that.”

As a mid-sized firm, Nelligan organizes social events throughout the year to encourage collegiality. “There are always different types

 Nelligan O'Brien Payne celebrating its employees at a Long Service Luncheon.

full-time staff in Canada of executive team are women

personal paid days off

118 100% 12 26

weeks, maternity leave top-up pay

of events that allow you to connect with colleagues outside your group,” says Uppal. “Sometimes, we have cultural lunches. We’ve had a Brazilian lunch, a Chinese lunch and other types of lunches organized by members of the firm

who were of that culture.”

El-Feghaly adds: “We bring people together to socialize, to have conversations and to celebrate their accomplishments. We recently had a baby shower for one of our colleagues. In January, we

had a firm-wide lunch to welcome in the new year.”

An additional benefit, says Uppal, is the financial support that lawyers receive when they’re starting out and on an ongoing basis. The firm covers the cost

of bar exams and the robes that lawyers wear when appearing in court. It also covers annual fees to the Law Society of Ontario and the cost of meeting the LSO’s mandated 12 hours of yearly continuing professional development. 

 At Nelligan O'Brien Payne, employees can participate in events such as its annual staff retreat to connect with each other.

‘People friendly, people first’ guides Pacific Coastal

When training captain Alex Banbury flies the Beechcraft 1900 for Pacific Coastal Airlines (PCA), all the information he needs is right there on his iPad. Thanks to updates that the company made postpandemic, Banbury no longer needs to refer to different charts or manuals on paper that can get wet or ripped or outdated.

“From a pilot’s perspective, the move to iPads has made flight operations a whole lot easier,” says Banbury. “Now everything’s in one place, everyone’s got the same correct document, and we can share information digitally, which is way more beneficial for everybody.

“When I started 11 years ago, it was about the people then and still is – and that's not just the people you know at the company, but also the people we serve as well as the communities.”

— Alex Banbury Training Captain

“We also have new GPS in all our aircraft, with moving map navigation that displays better approach capability. PCA’s commitment to new technology has not only improved efficiency for the company, but benefited the employees to make our jobs more enjoyable.”

PCA, a privately-owned, British Columbia-based regional airline, operates from Vancouver International Airport’s South Terminal and currently flies to

18 B.C. airports. In addition to upgrading its flight technology, the company recently launched a human resources management system to streamline and simplify employee payroll and records, as well as improving health benefits, sick days policy and vacation time.

President Quentin Smith says that in many ways, the pandemic enabled the company to have a fresh start to meet the challenges of a changed world.

“Being in the hospitality transportation industry, we were hammered by COVID-19 and virtually shut down for a period of time in 2020,” says Smith. “It gave us that pause to take a breath and

think about what we really wanted to focus on again, and that was our people, both customers and employees.

“For the next two years, we were able to really manage our regrowth and concentrate on some different aspects of the business, such as software development and other initiatives we weren’t able to do pre-pandemic because we lacked the additional people outside of our daily operations to implement large projects.

“We’re a forward-facing customer service business –‘People Friendly, People First’ is our tagline – so we refocused on that and created quite a bit

of reorganization for leadership within the company to align with those specific areas.”

Banbury says the changes in technology and advancements on the aircraft have made PCA more attractive to younger pilots –important for recruiting in a competitive industry. Some jobs, such as pilot and for aircraft maintenance, are a very specific trade with a limited supply of qualified people. The company’s advantage is that it has lots of room for growth if a person is motivated.

“PCA has never been afraid of promoting from within,” says Banbury. “Since COVID-19, the company has restructured to

 At Pacific Coastal Airlines, employees have opportunities to grow across different departments and levels.

382

38

full-time staff in Canada years, average age of all employees

10 100%

paid sick days

employer-paid retiree health premium

support its growing employee base, providing many opportunities across all departments and levels in the organization, whether it be training roles, supervisors, middle management or even senior and executive positions.”

“Someone may come in and start as a customer service or cargo agent or even in dispatch,” adds Smith. “Then they’ll learn to fly and get an opportunity to become a first officer. People can start a career path within the company

and have opportunities to grow.”

Despite its refocus to be “people -centric,” Banbury says PCA has always been a people-friendly culture.

“When I started 11 years ago, it was about the people then and

still is – and that's not just the people you know at the company, but also the people we serve as well as the communities,” says Banbury. “I’ve always enjoyed where I am and what I do. Pacific Coastal Airlines has treated me well.” 

 Flight crew members at Pacific Coastal Airlines.

A new focus on employees helps Patlon Aircraft soar

When Patlon Aircraft & Industries Ltd. was acquired by new owners two years ago, a lot more than the leadership structure changed. Everything from the team’s diversity to its vacation time was re-examined and improved, according to Danny DeLuca, a contracts administrator at the Georgetown, Ont., civil and defence sales organization.

“The culture has improved, our tools and processes have improved, our remuneration has improved, the whole experience has improved,” he says. “And people are more collaborative and interactive with each other, which is a beautiful thing to see.”

“Promotions are based on a person’s skill set, capabilities and experience, not what gender they are, so it’s been a very impressive change across the board. It makes me very proud to work for a company like this.”

—

Jennifer Gebel Director of Operations

The company, which manages Canadian sales for international manufacturers in the aerospace and military markets, has installed a new payroll system, revamped the employee benefits package and upgraded hardware

and software systems for staff. “Something as simple as adding a monitor to a desk can make a huge difference to someone’s productivity,” DeLuca says. “It’s simple, but important.”

Jennifer Gebel, who started at Patlon as a contracts administrator five years ago and went on to manage the inside sales team, was promoted to director of operations by the new owners in fall 2022. In fact, two-thirds of Patlon’s executive team is female, which is notable in a historically male-dominated field.

“This group is very forwardthinking, very open-minded, very current in terms of how they do

business,” she says. “Promotions are based on a person’s skill set, capabilities and experience, not what gender they are, so it’s been a very impressive change across the board. It makes me very proud to work for a company like this.”

The company has also acted to increase the diversity of its workforce. “We’re seeing people from every corner of the globe, which is incredible,” says DeLuca. “They’re bringing knowledge and perspectives that are so valuable to us and make us more successful. All these things are part of the philosophy of the company.”

DeLuca also appreciates the way the company leaders have created

a more comfortable and positive workplace by bringing employees together in social settings.

“We’ve been having more company events, and from a team-building standpoint those have been key,” he says. “You see people from different departments interacting with each other. As a result, people are more engaged, they’re interested in what other departments are doing, and they’re available to help each other and offer insights.”

Among further items in the long list of improvements, Gebel cites Patlon’s education policy, which offers employees $1,500 per year for professional development, as

 At Patlon Aircraft & Industries, employees can collaborate and connect across departments in its cafeteria.

32

full-time staff in Canada of executive team are women

66% $ 3,500 5%

referral bonuses

employer contributions to matching RSP plan

well as increased vacation time, a compressed work week that gives everyone Friday afternoons off, and an improved benefits plan.

“Everything we’re doing has been employee-focused,” she says. “We’ve revamped our entire

health benefits plan, including the addition of a personal wellness account, and that’s gone over really well with the employees. They feel like we’re putting their health and wellness above everything else, which is really important.”

Gebel also values the initiatives that have brought the staff together.

“We’re a close-knit team,” she says. “Everybody works together toward a common goal, the success of the company. If you go to

somebody in a different department, even on a busy day they will stop what they’re doing to help work through whatever issue you have. I’ve worked at other companies, and I’ve never experienced anything like this before.” 

 Patlon Aircraft & Industries employees at the Raptors game as part of a company trip.

Payworks puts a premium on employee satisfaction

Even before she started working at Payworks Inc. two years ago, Jennifer Johnston had a feeling that it would be a good fit for her.

“I always heard that Payworks was really big into community, that they have a good culture and that people like working there,” says Johnston, now vice-president, human resources at the Winnipegbased workforce management company. “So when I had the opportunity to join the team, I was delighted to find all those things here.”

“We pride ourselves on fostering a sense of connection, both within the company and externally to support our communities.”

— Jennifer Johnston Vice-President, Human Resources

Johnston, who supervises Payworks’ talent acquisition, learning and development, and diversity, equity, inclusion and belonging teams, appreciates the organization’s emphasis on providing a positive experience for its employees.

“It’s a wonderful, growing, increasingly diverse team, and a fun culture,” she says. “We pride ourselves on fostering a sense of connection, both within the company and externally to support our communities.”

The community connection includes giving to large charitable organizations as well as a program

that pays employees to volunteer at local charities of their choice.

“We call it Pay it Forward,” Johnston says. “Each employee has two days each year to use to volunteer at a charity or school, whatever giving back to the community looks like to them, and we’re excited that we exceeded our goal in terms of the number of staff volunteer hours last year.”

Payworks’ learning and development initiatives include a recently launched multi-year leadership development program

with courses in flexible leadership, essential conversations, resilience and diversity and inclusion. They also hold an annual summit where staff from across Canada, including the Winnipeg, Toronto, Calgary and B.C. offices, gather for team-building and learning, and offer an education reimbursement program for relevant courses.

Selena Benic has been at Payworks for nearly seven years, with stints in the HR department as well as product management, where she is now manager of

product learning.

“One of the things I appreciate about Payworks is the ability to use my skill set in different roles,” she says. “This is not a traditional role in product management, but it melds together the best of both worlds for me, with a learning development aspect. That’s one of the beauties of working for a growing organization – as it grows, opportunities are created.”

The organization responded to the challenges of the pandemic with a renewed focus on employee

 Payworks employees connecting with each other over lunch at its head office in Winnipeg.

full-time staff in Canada staff volunteer hours last year

employer-paid health plan, with family coverage

445 879 100% $ 2,000

mental health practitioner benefit

wellness that includes a new health and wellness specialist role and programs supporting flexibility and work-life balance.

“We’ve increased our allowances for psychological and mental health programming, and we’ll

soon be launching mental health training,” says Johnston. “We wanted to look at what type of training would help support resilience, and we’re introducing Working Minds, a mental wellness program to give folks more

awareness on how to help themselves or others who may be going through a struggle.”

For Benic, these initiatives are all part of a culture that prioritizes the employee experience. “When I think of Payworks, I think of our

people-centric focus,” she says. “We’re known not just for what we do but for how we give back in the community, and that applies internally as well. The health and wellness of employees is always top of mind.” 

When it comes to great people, there’s always room for one more.

 The Pay it Forward program at Payworks provides two paid days each year for employees to volunteer at local charities of their choice.

Coaching shapes workplace life at PSB BOISJOLI

Marco Covello started working in the audit department at Montréal-based PSB BOISJOLI (PSBB) in 2020.

After a couple of years, he told his performance coach he was interested in changing departments.

“They took it very seriously and helped me to find where would be the best fit for me. The company made the process seamless, and I felt very supported,” says Covello, manager, corporate business group.

Employees at PSB BOISJOLI work with a performance coach on a regular basis to discuss topics such as their interests, workload, career progression or any challenges they may face. “You can talk about anything that will help you grow professionally,” Covello says.

“It’s an open-door policy. If you have a question, there is always someone to ask. It’s just a warm atmosphere.”

— Marco Covello Manager, Corporate Business Group

Alexandra Chéné, manager, audit and assurance, is now a performance coach herself.

“When I became a coach, there was a learning curve,” she says. “When they set me up with a coachee, I had to check on them and make sure they were feeling fulfilled and that they were comfortable to come to me with any

concerns. It helped me too. I enjoy helping someone else develop the way that I’ve been helped in the past.

“There’s a big culture of giving back at PSBB and I think that’s why we have the performance coach program. We want everyone to have this opportunity to help each other grow.”

Covello was also paired with one of the firm’s partners as part of a career mentorship program. “Your mentor helps you create goals for your career plan. It was amazing for someone at my level to have that access and support from a partner,” he says.

PSB BOISJOLI also provides employees with a good work-life balance, including flexibility to work from the office or home.

“There is a very strong PSBB culture, so people generally choose to go to the office a few times a week to see people and be a part of that. But I do appreciate the flexibility,” Covello says.

One of the reasons Covello likes being with his co-workers is receiving and sharing support and encouragement. “Whenever you need help, you can talk to anyone,” he says. “It’s an opendoor policy. If you have a question, there is always someone to ask. It’s

just a warm atmosphere.”

Chéné says the strong PSBB culture is fostered by staff events, whether it is a community cleanup or a company-wide curling competition.

“We definitely work hard but being able to connect with the people I work with on a different level definitely helps,” she says. “Having events like this creates more opportunities to get to know each other and have something to connect about.”

Chéné says two of the most appreciated policies at PSB BOISJOLI are the four-day work week in the summer and a $1,000

 The performance coach program at PSB BOISJOLI pairs employees with a coach to regularly discuss career development plans and topics.

261

full-time staff in Canada years (and counting), longest-serving employee

51 100% $ 1,000

job-related tuition subsidies

mental health practitioner benefit

annual health and well-being benefit. Chéné used hers to purchase a standing desk. She says some of her colleagues have used it to enroll in sports leagues.

PSB BOISJOLI also provides opportunities to grow. The firm

reached out to Chéné to be part of the recruitment committee because they thought she was well-suited for the position. She focuses on hiring summer students and junior auditors.

“That’s been fun. I think I’ve

hired 15 people so far and I’ve seen a few of them starting at the firm. It’s nice to have this relationship with them,” she says. “Even before joining the committee, I always loved answering people’s questions about the firm because

it gave me a reality check of why I like working at PSBB.

“I’m very happy to be an accountant working here. I honestly do not envision myself working in public accounting anywhere other than PSB BOISJOLI.” 

 PSB BOISJOLI focuses on fostering a culture where employees can connect with each other at events such as its holiday party.

Pure Industrial builds on employee engagement

As a leading provider of industrial real estate, Pure Industrial has an obvious interest in promoting energy efficiency and sustainability in all its operations. But it’s also a major factor in engaging employees and attracting new talent.

“Employee engagement is one of our top priorities because they are the ones who will help us achieve our sustainability goals,” says Lori Hipwell, director of energy and sustainability. “We also know that, for new recruits, they want to make a positive difference, and sustainability is often at the forefront.”

“One of the great things about this company is that we have a team that strives for continuous improvement.”

— Lori Hipwell Director of Energy and Sustainability

Pure Industrial acquires, develops, leases and manages strategically located warehouses and other industrial real estate in several major Canadian markets. Headquartered in Toronto, the company also has offices in Vancouver, Montréal, Québec City and the Toronto suburbs of Mississauga and Vaughan.

Hipwell says the company’s sustainability journey began with a deep dive into understanding the company’s own carbon footprint to better target where reduced emissions could be achieved.

One key strategy is to rely less on natural gas as a heating source in favour of tapping into the relatively clean electricity grids that exist in the provinces where Pure Industrial operates. Another is to bring older buildings up to modern standards when it comes to things like ventilation and lighting.

Because most emissions are generated by the customers using Pure Industrial facilities, the company also works closely with those tenants on mutually beneficial sustainability strategies.

Pure Industrial employees are engaged through information sessions, webinars and town halls on ways they can improve sustainability practices, both in the office and at home.

“One of the great things about this company is that we have a team that strives for continuous improvement,” says Hipwell. “It’s also a place where we are encouraged to share ideas and our voices are very much heard.”

The company works in many other ways to foster a sense of community. Among them is the annual, all-staff off-site meeting held every October.

In 2023, that event took place at the historic Fairmont Le Château Frontenac in Québec City, where business sessions were held in the Grand Ballroom. Among other activities, all employees participated in a training session run by an external facilitator, specializing in Everything DiSC.

A popular behavioural

assessment tool, DiSC (standing for dominance, influence, steadiness and conscientiousness) is used to improve teamwork, communication and productivity.

“We had first offered DiSC sessions to our management team and it went so well that we wanted to extend it to everyone,” says Sommer Stewart, vice president, human resources. “People are still talking about how much they got out of the Québec City session.”

Pure Industrial also puts a strong focus on service recognition and community investment.

In 2023, the company launched employee recognition awards where team members were asked to nominate colleagues who exemplified the company’s core values, including excellence, diversity and

 A Pure Industrial employee getting her caricature drawn at its company retreat last year.

220

51%

full-time staff in Canada of employees are women

215

volunteer staff hours last year

100%

employer-paid health plan, with family coverage

ethical behaviour.

More than 60 employees, or about a fourth of the company’s workforce, nominated a candidate. Senior leadership winnowed the nominations down to five winners, who received paid travel to one of

the cities where Pure Industrial operates.

Employees participate in a wide range of community activities, including the Grand défi Pierre Lavoie 1,000-km bike ride held each year in Québec that helps

fund school-based health and wellness initiatives.

The company is also involved in an annual golf tournament to provide support for children with autism and various efforts to support local food banks and

clothing drives.

“Giving back to the community is another area that often comes up when we are recruiting,” says Stewart. “People want to work for companies that make this a priority.” 

Building on connections

www.pureindustrial.ca/careers

 Pure Industrial fosters a sense of community through all-staff meetings, learning activities and community involvement initiatives.

Redbrick makes sure it takes care of the whole person

“We are who we say we are,” says Christine Tatham, vice-president of people and culture at the Victoria, B.C.-based technology company. “We really do what we preach, and that goes from the top down.”

It’s important to the company, she says, to “take care of the whole person, not just as a person working at Redbrick but in ways that help them as a person and as a dad and as a mom and their whole being.”

“It’s good for people to know that if you want to feel engaged and inspired in your daily work, we have a place for you.”

— Christine

Tatham

Vice-President of People and Culture

One way it does this is with its outside-the-box benefits.

Perks include payments of $12 a day for employees who commute to either of the company offices in Victoria or Minneapolis, Minn., $500 to upgrade home offices for those who work remotely (outside of essentials provided at no cost) and a $500 reimbursement annually to those who participate in a bike-to-work program. It also started a financial wellness program with webinars, seminars and free one-on-one sessions. This year, a similar program is starting with a nutritionist.

“We like to offer benefits that are unique and people won’t find elsewhere, and that goes back to

taking care of the whole person,” says Tatham.

With a diverse team, Redbrick also offers personal significance days so that people can work traditional statutory holidays in order to take other time off. For example, some employees swapped days off at Easter for time off at Eid.

Helping people grow and develop while working at Redbrick is a priority, says Isla Swanwick, people and culture specialist.

“Professional development is a big one for us,” she says.

There are internal programs and

opportunities for external courses, whether that’s taking part in a leadership development program, advancement of coding skills, or customer service training. There’s also a lot of knowledge sharing between the various teams, Swanwick says. She does a lot of recruitment, and the ability to fit well within a team is one of the key things she looks for when hiring. “We also don’t want anyone with an ego, we want someone who can be supportive and willing to learn because, in tech, things change so quickly.”

Swanwick has elevated the co-op program in the four years she’s been with Redbrick, and it now hires from schools across Canada, taking about 10 students each term. “There’s so much value in our co-op students we bring on.” Redbrick is always looking for people who will bring a fresh perspective when hired. And in offering the ability to work remotely, the company casts a wide net looking for the best talent. It recently hired a C++ developer from Ukraine and another person from Brazil, who will eventually be moving to Victoria.

 Redbrick employees from different teams get together to judge a hackathon it sponsored at UBC.

78

$ 2,000

full-time staff in Canada referral bonuses

52

weeks, maternity and parental leave top-up pay

194

staff volunteer hours last year

“There are many other countries we can do this with,” says Tatham. “We want to hire the best person, wherever they are.”

Redbrick started in 2011 as a software developer. It has expanded to acquire five portfolio

companies in Canada and the U.S. that support the digital entrepreneur in areas like email marketing, website development and video creation. The company has an aggressive expansion strategy and is looking to double the number of

companies it owns in the next few years.

“We far exceeded our revenue targets last year and there’s no chance that we’re slowing down rdbrck.com/careers

Redbrick and its portfolio companies, she says, as they grow every day.

“It’s good for people to know that if you want to feel engaged and inspired in your daily work, we have a place for you.” 

 At Redbrick, employees who bike to work can receive a $500 reimbursement annually.

Rodan Energy Solutions helps make the grid greener

Since he joined Rodan Energy Solutions Inc. in late 2021, Martin Lebed says he’s noticed something unusual at the industry conferences he’s attended.

“I’m always the youngest person there,” he says. “That can be intimidating, but it also shows me that Rodan Energy has faith in me and is eager to help me with my long-term career goals.”

“Our success is tied to a relentless pursuit of delivering valuable solutions to our clients and to our mission –making sustainable, attainable.”

— Paul Grod President & CEO

Lebed is a sales development representative with Rodan Energy, a leading North American energy management company with a focus on building a sustainable energy future.

After graduating from university, Lebed interned at a large financial institution, but decided it was not a good fit. So, when Rodan Energy had an opening in sales, he leaped at the opportunity.

He was excited, he says, by the prospect of being part of a company on the cutting edge of a growing and evolving industry. “Energy issues are going to become even more amplified, especially with the rapid growth of electric vehicles,” Lebed says.

“There’s a long-term need to keep the energy grid reliable and Rodan Energy has solutions that

will help.”

President & CEO Paul Grod says the company attracts people who want to make the world a better place. That includes a cohort of second-career professionals, including former clients, who switched jobs to focus on making a sustainable energy future.

It’s a familiar path for Grod. In 2003, he was a lawyer with one of Toronto’s big Bay Street firms where he practised corporate finance and mergers and acquisitions law. That summer, an unusually high number of smog alerts pointed him in a new direction.

“I thought the orange haze was disgusting and I wanted to do

something about it,” he recalls.

At the time, the Ontario government was deregulating and restructuring the province’s energy infrastructure and Grod reasoned that this meant opportunities for newcomers in the sector. With the purchase and renaming of a small metering services company, Rodan Energy was launched.

Based in Mississauga, Ont., the company has expanded while continually embracing change. Its experts in engineering, data analytics, energy markets and other fields bring a multi-disciplinary approach to developing a suite of solutions to reduce energy costs and greenhouse gas emissions.

They work collaboratively with large commercial and industrial energy users, as well as power distribution and generation companies, to help them operate more efficiently and cost effectively with minimal disruptions to their business.

“We’re a hotbed of innovation and not just for innovation’s sake,” Grod says. “Our success is tied to a relentless pursuit of delivering valuable solutions to our clients and to our mission – making sustainable, attainable.”

Employees share many of the solutions they develop for clients on the company’s Internal Learning Academy, an online

 Paul Grod, president & CEO, at Rodan Energy Solutions.

full-time employees in Canada

maximum referral bonuses

tuition and course materials reimbursement up to $3,000 annually

57 $ 2,500 75% 100%

employer-paid health plan, with family coverage

portal that provides a wide range of training opportunities. It’s just one of the ways that Rodan Energy supports employees’ career growth and professional development.

“If you’re not learning, you’re not

growing,” says Grod, adding that the company’s collaborative culture also means employees learn from one another. This includes himself and other executives who have an open-door policy, he says.

Lebed, whose responsibilities

include keeping current and prospective customers informed about Rodan Energy’s evolving lines of business, uses both formal and informal methods to keep himself abreast of developments.

“All my co-workers, not only

those on the sales team, are aligned and support each other,” he says. “People are also receptive to my ideas and opinions.”

“It makes me feel appreciated and that I’m a valuable member of the team.” 

 Rodan Energy Solutions employees at its 2023 holiday party.

Sterling offers employees flexibility and opportunity

It’s only to be expected that Sterling Brokers offers a highly regarded employee benefits package, says Heather Nadler, vice-president, human resources. Sterling, Canada’s largest independent benefits broker, specializes in servicing high-growth small-tomedium size businesses, and is staffed by benefits professionals.

“It gives us a bit of an advantage when it comes to taking care of our own employees, because we’re experts at designing benefit plans,” says Nadler.

“You have to be very comfortable with change to work here, but for those who are, Sterling is a place for a growth-oriented workforce seeking opportunity.”

— Heather Nadler Vice-President, Human Resources

In a competitive job market, the plans are also very important to prospective employees. “‘What are your benefits?’ is one of the top questions I’m asked during job interviews,” Nadler says. In recent years, the answer has evolved as substantially as Sterling itself.

The 11-year-old firm has a current worldwide workforce of 170, but when sales analyst manager Brittani Gilmour came on board in September 2020, she was only Sterling’s 18th employee.

In less than four years both employee and benefits plan have

advanced rapidly. “The plan has been enriched twice,” Gilmour says. “It’s one of the best plans you’ll see – and the people who work here know what’s out there – especially in extended health and dental care, which are the two benefits most people use most often.”

And Gilmour, who joined Sterling as an entry-level analyst, is now managing a five-person team. She notes how the company’s dynamic and continuing growth has always occurred within a flat, non-hierarchical

structure that opens numerous career opportunities for employees. “Back when we were so few, there weren’t really that many teams yet, and whoever had the skill set would do sales or service or what was needed,” Gilmour says.

“Even today, with the departments scaled quite a bit and fully functioning, and people with the right skill sets in the right seats,” she continues, the same crossplatform opportunities and collaborative approach mark workplace culture.

“I think the people we have at

Sterling are really what makes it great,” says Gilmour. “There are so many people who will drop what they’re doing to come and help when they’re needed, even if it’s not their job, even if they’re not on your team. If they can help, they will.”

Every part of the employee experience at Sterling exhibits the same degree of flexibility as its personal growth opportunities, says Nadler, including schedules, remote work and its benefits plan. In addition to its robust healthcare provisions and generous

 Sterling Capital Brokers supports its employees with company-sponsored events that help to foster social connections.

full-time staff in Canada job applications received last year

mental-health practitioner benefit

160 3,950 $ 1,250 100%

employer-paid health plan, with family coverage

tuition subsidies, Sterling has an unlimited vacation policy.

“That means most of our employees, however long they have been at Sterling, can arrange to take four weeks or more through the year,” explains Nadler, “while

new entries into most companies usually receive only two weeks.”

Many in the expanding workforce were hired during the peak of the pandemic and have remained largely remote. They can make arrangements to work

from almost anywhere. “We have employees who travel to Mexico for a month and work from there, or who go overseas,” Nadler says. “One went to Colombia for a family reunion and worked from there for three months.”

“You have to be very comfortable with change to work here,” says Nadler. “But for those who are, Sterling is a place for a growth-oriented workforce seeking opportunity.” And good benefits. 

 In-person social events at Sterling Capital Brokers are one way its employees stay connected while working remotely.

Sutton Special Risk nurtures a culture of inclusion

For Taylor Dunne, a career at Sutton Special Risk, Inc. began as an adventure of sorts – a chance to apply well-honed skills to a new and challenging product line.

“I had worked previously at big insurance companies with standard products across the board,” she says. “Not a lot of customization there. I was excited by the unique nature of the products at Sutton.”

Sutton Special Risk opened for business in Toronto 45 years ago, offering special risk insurance to professional athletes and teams. In those days athletes weren’t earning the salaries they can fetch today and customers were more likely the team owners looking for protection from risks such as teams travelling together or players suffering catastrophic injuries at the beginning of a long contract.

“We have always strived to develop an environment where the employees are supported and encouraged, heard and respected.”

— Greg Sutton President and CEO

Over the years the customer base expanded, says president and CEO Greg Sutton. “As soon as athletes started earning these large salaries, it became important to purchase specialized coverages to protect their future value from injury and sickness. That’s when we started to shift from group

coverages for teams to insuring individual athletes looking to protect their earnings.”

The next logical step was to take that unique coverage and apply it to customers in the corporate world: C-suite executives who travel to risky places, business owners with enterprises that depend on them, the film and television industries and other clients.

Dunne started eight years ago in the claims department. Today she is the operations manager in the special risk department. She says

every day with Sutton has been a chance to learn and grow. “Being a smaller company, no matter what role you’re in you can see what everyone else is doing. You can feel the impact you’re having personally on the company. That’s very rewarding.”

But it was Sutton’s culture of inclusiveness that really sealed the deal. “The company does a good job recognizing people and appreciating them,” she says. “We celebrate our wins. Let’s say someone just sold a big account

– we’re going to have a company happy hour or there’s going to be a message sent on the company board congratulating that person and giving them recognition.”

“We have always strived to develop an environment where the employees are supported and encouraged, heard and respected,” says Sutton. “I think we maintain a nice balance of accountability and fun.”

Being a small player in an industry filled with giants can be challenging, Sutton admits, but

 Sutton Special Risk cultivates a positive work environment, encouraging collaboration and camaraderie.

30

56%

full-time staff in Canada of employees are women

100% 200

employer-paid health plan, with family coverage

staff volunteer hours last year

it also gives his company distinct advantages – nimbleness, for one. Sutton’s size also allows the company to foster that culture of inclusiveness that’s so valued by employees like Dunne. It allows Greg Sutton the luxury of spending

time with every employee. “I’m always mindful of being in touch with everyone in the company as an individual,” he says. “Because of the size of the company we can do that.”

Just as the world shut down for

the pandemic, Dunne gave birth to twins and moved out of the city. Suddenly life seemed a lot more complicated; she feared she might even have to give up the job she loved. Sutton Special Risk stepped up by developing a hybrid work

environment that allowed her to manage her new duties at home and continue with her work at the same time. “It was a big adjustment and crazy at the beginning,” she says, “but Sutton made it work.” 

 Sutton Special Risk employees volunteering to plant trees for National Tree Day.

Community focus is key for Tatham Engineering staff

For Lisa Cowan, seeing the construction of new Tatham Engineering Limited projects in her home city of Barrie, Ont., has special significance. Her role with the civil engineering firm began in the Collingwood head office as a new college graduate. After a few years, she transferred to the Barrie office where she lives and has since become a project manager.

“It’s exciting to drive around your own community and point out all these important projects you’ve been involved with,” she says.

“We have a hands-on, meaningful role in the projects we undertake, directly impacting the communities where we live and work.”

— Dan Hurley

President

Tatham, which has additional Ontario offices in Bracebridge, Orillia and Ottawa, was founded 35 years ago with a distinct focus on community, says president Dan Hurley. The company largely works with small and mid-size municipalities on everything from downtown revitalization works to coastal and climate resilience projects to water and wastewater facility construction. It also works with private developers on subdivisions, commercial projects and more.

“We have a hands-on, meaningful role in the projects we undertake, directly impacting the communities where we live and work,” Hurley says. That was

what initially drew him to Tatham in 1999 as a young engineer. Immediately, he was assigned to the firm’s new contract to design and build the infrastructure for the Village at Blue Mountain outside of Collingwood, now a picturesque and popular stretch of restaurants, shops and accommodations at the base of the Blue Mountain Resorts ski hill.

Tatham is entirely employeeowned, which Hurley says adds “something special to the culture of the firm. Our staff are not only involved in the projects we work on, but they’re part owners in Tatham and get to be part of its evolution.”

The company’s community spirit extends well beyond the projects it takes on. Tatham donates to over 100 local charities every year and is the primary sponsor for a golf tournament held by the Collingwood General and Marine Hospital. Tatham employees also receive paid volunteering days. In 2023, staff spent a combined 240 hours volunteering for local organizations. Volunteer activities included planting trees with the Nottawasaga Conservation Authority and removing invasive species with Georgian Bay Land Trust.

“We listen and take a lot of feedback from staff. If they come

to us with an opportunity they’re passionate about and want to get involved in, we try to find a way to support them,” Hurley says.

Tatham promotes a strong company culture and brings employees together with social events like bowling, axe throwing, escape rooms and trivia nights. In addition to three company-wide events each year, the company often organizes large outings to sporting events like the Blue Jays or local Ontario Hockey League team games.

And then there are the recreational activities. In the winter, groups of employees gather for curling on Wednesday nights,

 Beginning her career at Tatham Engineering as a junior technologist, Lisa Cowan is now a project manager in the land development department.

178

240

36 $ 5,000

full-time staff in Canada staff volunteer hours in 2023 weeks, maternity and parental leave top-up pay maximum referral bonuses

 As a multidisciplinary firm, interdepartmental collaboration at Tatham Engineering helps foster innovative thinking, knowledge sharing and strengthens the capabilities of teams.

skiing on Thursday evenings and hockey on Friday mornings. In the warmer months, there are office soccer and volleyball leagues to join as well as hiking and biking clubs. “Our offices are in great communities with easy access to

the outdoor recreation activities. Your schedule would be full if you wanted to do all the Tathamrelated activities,” Hurley says with a laugh.

Cowan highlights some of the other positive changes Tatham has

made over the years, including flexibility with work schedules, the introduction of a mentorship program, and a significant expansion of the benefits package.

“The leadership team has put a lot of effort into garnering

feedback from staff on internal operations and employment satisfaction with the goal of improvement where necessary,” she says. “The openness to evolvement is what sets Tatham apart from other firms.” 

Thrive Health thrives on connection and core values

Davin Gislason became an enthusiastic “Thriver” when he joined Thrive Health two years ago, immediately attracted by both the size of the company and its purpose. The Vancouver-based health tech company coordinates with healthcare organizations in Canada to make health-care work better – a cause Gislason feels aligns with his own values.

“I’ve always been attracted to small to mid-sized tech companies because they tend to be really fastpaced and collaborative, plus you get a chance to leave your mark,” says Gislason, manager, talent acquisition. “And that’s been true. What I love most about working here is that collaborative spirit and having fun with my colleagues. We take what we do very seriously, but don’t take ourselves so seriously.”

“Wellness is the foundation of the employee experience, contributing to creating a positive work environment.”

— Ashley Snape Vice-President, Corporate Services

In recruiting, Gislason says he’s always seeking candidates who show a genuine interest in improving health care in Canada, as well as in learning.

“What I often hear from candidates is that they’re looking for a company where they can grow and learn new things,” says Gislason.

“That’s the type of person we want. We have $1,000 per year dedicated for each employee for professional development, whether for taking a course, attending a conference or something else. Mentoring is key – along with the informal mentoring that takes place, we have a formal mentoring program that employees can track on our software, so they know what’s next to grow their career.”

Ashley Snape, vice-president, corporate services, says feedback from the company’s frequent employee engagement surveys shows the top things employees want now are career pathing and opportunities to expand their

skill sets.

“We’ve created a high-level mapping framework for all Thrivers so they can see what competencies are required in each level – and what skills they need to move up,” says Snape. “We’ve laid out a really clear career path for employees so that it’s transparent, as well as helping people transition to other departments if they develop different interests.”

As a remote-first, hybrid company, Thrive has team members across Canada, both in major centres and remote communities, so having a strong communication strategy matters. The Vancouver head office became fully remote

in late 2023 but offers shared office space to employees in major centres for a change of scenery or to get together in groups. The company uses core business hours for virtual meetings and collaboration.

“Being intentional about communication has been key to continuing our strong culture,” says Snape. “Last year, we came together as a whole company twice: for a winter week where we flew everyone to Vancouver, and for a second all-company event in the summer. Although remote work offers flexible hours and scheduling, nothing makes up for that human-to-human contact.

 Thrive Health was recognized for advancing diversity and inclusion within their team and the technology industry.

62 100%

full-time staff in Canada feel safe expressing their identity at Thrive

280 100%

staff volunteer hours last year

work flexibility outside of core meeting hours

Those company-wide in-person activities are super important.”

The company also encourages staff to connect online through coffee chats and Slack channels, including events like self-care week with morning stretches to

start the day. As a member of the social committee, Gislason helped create a social events library of ideas for fun team events that people can do remotely.

“Wellness is the foundation of the employee experience,

contributing to creating a positive work environment,” says Snape. “That includes financial, mental and physical wellness, so we try to offer that in a holistic way.

“We’re not a company where we just have our core values posted

on the wall,” she continues. “Our values – be bold, be innovative, be transparent, be inclusive, be humble – are the way we operate day to day, from how we recruit to how develop our people. It’s all surrounding our values.” 

 Thrive Health employees enjoying an afternoon at the park, building connections with colleagues in person.

Inclusive culture transcends language at UV Insurance

First-day jitters are one thing, but when Tania Di Chiara started at UV Insurance (UV) in April last year, she was the Drummondville, Que.-based group insurance provider’s first anglophone employee. Yet, thanks to the welcoming environment, Di Chiara never felt out of place.

“I was nervous because I didn’t know if it would be difficult to transition, but sure enough my onboarding process was very smooth,” says the inside sales representative. “They were putting a large amount of effort in to make that shift – it was impressive.”

“The level of workplace integrity and inclusion makes me feel that we share common morals and beliefs. We’re all working towards the same common goal and supporting each other.”

— Tania Di Chiara Inside Sales Representative

Di Chiara, who lives in Ottawa, was looking for a change when she was first approached by the company on LinkedIn. She was intrigued and decided to interview for the position.

Her first impression of UV put Di Chiara at ease immediately and she was excited to jump on board.

“I felt comfortable right away,” she says. “We connected and I could see then and there that the company’s culture was very

inclusive and supportive.”

The 135-year-old mutual company already serves Ontario and Western Canada, so hiring an English-speaking employee made sense to continue to support the company’s growth in those regions.

Working closely with the business development director for Ontario and Western Canada, Di Chiara focuses on building relationships and trust with her clients on a daily basis.

The company’s ability to put Di Chiara at ease transcends language and boils down to the shared values at UV. Di Chiara always feels supported and that the teams are working together,

not in competition.

“The level of workplace integrity and inclusion makes me feel that we share common morals and beliefs,” she explains. “We’re all working towards the same common goal and supporting each other.”

A piece of that culture comes from being a smaller business, something that was part of the draw for Pierre Parenteau, chief financial officer and senior vice-president, actuarial and finance.

“You get to wear more hats in a company this size,” says Parenteau. “Every day is different.”

The size provides flexibility and a flow of communications that

is harder to achieve at a larger company.

“We are agile at UV and we think this is a huge competitive advantage,” he explains. “We can find solutions and execute them quickly.”

The fast-paced work environment is only part of what drew Parenteau to UV. In his former roles, he found that at industry events he was always spending time with the UV team because they clicked so well.

“The caring aspect of UV comes directly from the top,” he says. “Our CEO is known for his benevolence and knows every employee in the company – our employees are our strongest and

 The smaller size of UV Insurance helps create an agile work environment where employees can quickly communicate with each other.

194

8

full-time staff in Canada personal paid days off

93%

59%

maximum salary topup during maternity and parental leave of managers are women

most important asset.”

The company’s six values –open-mindedness, focus, respect, solidarity, competence and engagement – help drive strategic direction at the company and are integral to its identity.

“In the big picture, the culture and the values define who you are and how you support your employees,” says Parenteau. “When that’s in place, you can reach the ambitious goals that you give yourself.”

in an ideal workplace.

The people-first direction at UV seems to be working. The company’s values have been key to Di Chiara feeling as though she can thrive in her current workplace.

“Our values help foster an open mind and a positive team, which

I think is a true representation of who we are at UV,” she says. “Being so honest and open in communication is paramount in creating a powerful foundation where there’s effective leadership and we can flourish.” 

 UV Insurance uses a people-first approach with its values of open-mindedness, focus, respect, solidarity, competence and engagement.

Vidir Solutions ‘raises up’ employees to succeed

In 2022, Jasmine Nault was hired to a newly created, and critical, role at Manitobabased Vidir Solutions. As program manager, learning and leadership development, her job is to help the manufacturing company roll out initiatives to improve the skills and career opportunities of all employees while also training the next generation of company leaders.

“One of the core values at Vidir is about ‘raising others up’ by helping them do what they do best,” says Nault. “All of our efforts in skills upgrading, career advancement and leadership development are very much rooted in that value statement.”

“If people are able to show up as the best versions of themselves, that leads to greater engagement, improved morale and superior performance.”

— Cristina Vieira Director, Human Resources

Founded in 1986, Vidir is a family-owned manufacturer of automated material-handling solutions based mainly in two small Manitoba communities, Arborg and Teulon. The company sells products and solutions in over 40 countries and has performed over 40,000 installations, many for Fortune 500 companies.

Vidir is also on a significant growth curve: the number of full-time employees has more

than doubled in the last three years as global demand for the company’s products and services steadily increased.

Because of that growth, recruiting and retaining talent, as well as raising up leaders from within, are key priorities.

This is done on multiple fronts. Vidir has a robust student intern program and makes a special effort to recruit locally through targeted scholarships.

Once onboard, employees can take advantage of a wide range of learning, skills upgrading and professional development programs. This includes everything from a popular apprenticeship program for welders to sponsoring employees who are pursuing their chartered professional

accountant certification.

Because Vidir regularly recruits from non-English-speaking countries, the company also offers on-site English-as-a-second language (ESL) classes.

Recently Vidir has put a strong focus on succession planning and leadership development. Within that, there’s been a special emphasis on fostering a respectful workplace and recognizing the importance of mental well-being.

In 2023, the company expanded its traditional safety operations training program for leaders beyond issues of physical safety to encompass psychological safety, emotional well-being and respectful work practices.

“Our respectful workplace training looks at the differences

between a positive and a poisonous workplace,” says Nault. “We talk about the impact of incivility in the workplace and issues ranging from bullying to sexual harassment. We want to give leaders the tools to better identify disrespectful or unsafe situations and know how to respond to them.”

In 2024, Vidir will launch another new leadership development program that addresses issues such as communications skills, emotional intelligence and workplace mental health training.

“There is no health without mental health,” says Nault. “So that’s a big focus for us.”

Cristina Vieira, director of human resources, says the learning and leadership

 Vidir Solutions engineers interacting with high school students as part of its learning and development initiatives.

full-time staff in Canada options for long-service awards

employee engagement events annually

234 8 20 100%

customized leadership development program for all leaders

development initiatives all have something in common: they give

employees

“If people are able to show up as the best versions of themselves, that leads to greater engagement, improved morale and superior performance,” she says. “It’s also good for the company’s bottom line because we have less turnover

and we are not having to spend as much money on recruitment and retention.”

Coaching and mentoring the next generation of leaders is particularly important, she adds.

“The stronger leaders we

have, the more competitive we become. We are in the business of manufacturing the software and automation of tomorrow. There’s a lot of opportunity for us, but we need the right mix of talent to fully realize it.” 

 Vidir Solutions

taking advantage of its collaborative learning space.

Weston Consulting gives its people a lot of latitude

Brazilian-born Vivian Gomes was already intrigued by Weston Consulting Inc. when she went through the planning and design firm’s interview process. She liked the creative ideas of the design director and the progressive approach of the firm. But what capped it off was when, at the end, president Mark Emery said “thank you” in Portuguese (“obrigado”).

“What we offer that a lot of firms don’t is a massive variety of project types.”

— Mark Emery President

“It was really nice,” says Gomes, now senior urban designer at the Vaughan, Ont. -based firm. “I felt appreciated. Because it’s always me making the effort in another person’s language. And another senior person said, ‘what kind of leader do you want to be? What is your voice?’ Because as immigrants, we try be more like everybody else instead of like my authentic self – a Latina, a louder Brazilian who is a little bit warm and passionate. Many times, our voices are not heard, and I appreciate being heard. At Weston, they embrace me fully, my whole identity.”

Gomes also embraced her design team, deciding she wanted to be “a leader who cares, who takes care of her team,” which Weston supported. “I appreciate the space they made for me to grow as a leader my own way and that they created opportunities for me to

expand my skills and add to my expertise.”

Arriving in Canada in 2014 with degrees in architecture and urban planning, Gomes added a master’s in environmental studies from the University of Waterloo. She joined Weston in 2021 and has taken a strong role in the design of areas “between the buildings and the streets” – from plazas to front porches – and in public consultations.

Leaders like Emery, she says, regularly discuss with staff decisions that will affect them.

“They are constantly improving their culture to incorporate the needs of the people who work with them. They hold themselves accountable, and this is something I value a lot.” She also appreciates being able to work from Brazil a few weeks each year in order to visit family.

Emery, for his part, calls Gomes “the kind of employee we would love more of.” The firm, where he has been employed since 1989 and president since 2007, does most of its business in Ontario. Its urban planners help clients navigate

projects through the municipal labyrinth and its planners and designers are involved in the creation of new projects, generally in the private sector. Weston also works closely with architectural and engineering firms.

“We give our teams a fair bit of latitude to run with projects,” Emery says. “And what we offer that a lot of firms don’t is a massive variety of project types – everything from residential high-rise to industrial buildings to places of worship to community plans to low-rise and townhouses to rural

 Weston Consulting employees raising funds for clean water access in Indigenous communities during its Run, Ride or Walk event.

70

35

63% 100%

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

and agricultural planning.”

Currently the firm is branching into affordable housing projects and is putting a toe in the water to bid on international ventures.

From 70 staff in early 2024, says Emery, Weston plans to grow to

100 by the end of the year, with most of the expansion likely to be on the design side.

He says the firm, which also has a smaller office in downtown Toronto, likes to hire people straight out of university,

primarily Waterloo and Toronto Metropolitan (formerly Ryerson), and give them a wide variety of experience. “People with three to five years at our firm have the equivalent of 10 or 15 years in another more defined or

segmented role.”

Add in the compensation and benefits that compete with larger organizations, he says, plus the flexibility of a small firm – “I have an open-door policy” – and there’s much to say “obrigado” for. 

 Weston Consulting employees advocating for food security by donating to a food bank.

AWillson International offers a ‘remote first’ workplace

fter working at Toronto-based Willson International Limited for three years straight out of college, Justin Bourne decided to leave and try working for a different customs brokerage. Within 10 months, he took the opportunity to return to Willson.

“One of the big differences between Willson and the company I had gone to is that I felt like Willson trusts their staff a lot more,” says Bourne. “There’s no crazy amount of micro-managing. Overall, it’s just a comfortable place to work.”

“It’s a family-friendly history. It’s now a fourth-generation business, family-run, and we tend to keep that in mind.”

— Jim McKinnon President and CEO

Five years later, Bourne is supervisor of the air and ocean team for Canada, based in Toronto. His group handles documentation for cross-border shipments that don’t go by truck.

Almost everyone at Willson works from home. The majority of employees are known as raters, preparing shipping documents on screen for readiness for government and agency systems and often typing in shipper-supplied information manually.

But the work is hardly routine, says Bourne, who started as a rater after finishing a customs diploma at Ontario’s Fleming College in 2014. “There are a thousand

different situations that could come up on any given shipment which can cause problems,” he says. ”And that’s where our people need to be heavily involved. It’s a lot more than just clicking submit and then forgetting about it.”

The company was founded by William Willson in Fort Erie, Ont., in 1918 as a customs broker handling shipments on the ferries from Buffalo, N.Y. “It has a very long history,” notes president and CEO Jim McKinnon. “And it’s a family-friendly history. It’s now a fourth-generation business,

family-run, and we tend to keep that in mind.”

McKinnon joined 10 years ago after getting to know current executive chairman Peter Willson through a client company. Along with a corporate focus to extend additional logistics services to existing clients, McKinnon has overseen the post-pandemic consolidation of its work-from-home policy, which is much deeper than most companies.

“We found that our productivity did not suffer,” he says. “And it’s made lives for our employees a

lot easier. It has definitely been a major thing for us. Out of our 285 employees, I would say 270 of them or so are working from home.”

To foster a team atmosphere, McKinnon holds on-screen town halls every week with rotating groups of 10-12 employees who can easily give him feedback, including whether they’d like to return to the office. “Almost entirely, I get positive responses that they can focus better at home, it’s a better work-life balance for them at home. And I tend to agree.”

 Willson International employees at its head office in Mississauga, Ontario.

183

full-time staff in Canada of managers are women

67% $ 2,000 $ 1,000

referral bonuses

mental health benefit per practitioner

McKinnon says Willson’s “remote-first” approach has allowed for an expanded geography of hiring within Canada and the United States, including markets such as Québec and Texas, while improving its centralized approach

towards productivity management.

“When you’re in a business like ours, it truly never stops,” says McKinnon. “So when we say 24/7, we mean it – on Christmas, there are still trucks coming across the border. And they might come

through at three in the morning. So we must have staffing consistently around-the-clock.”

Willson provides training and job shadowing for new staff, and competitive benefits including mental health support. But to

McKinnon, the biggest attraction for employees is a stable, growing company that’s always busy. “I think they enjoy the fact that they don’t always know what they’re going to deal with when they wake up in the morning.” 

 Willson International account executives and client relationship managers get together at its annual sales meeting.

Tell us your story

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For information on next year’s application process, visit:

CanadasTop100.com/2025

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