Canada's Top Employers for Young People (2021) by Canada's Top 100 Employers

CRA

2021

A student greets the brisk winter air outside

ct100.ca/yp MEDIACORP

THE COMPLETE LIST:

Canada’s Top Employers for Young People (2021)

METHODOLOGY:

How this year’s winners were chosen

the head office of the Canada Revenue Agency / CRA, one of this year’s winners

PANDEMIC SILVER LINING:

How the winners help younger employees

Match your degree or diploma with employers that recruit new grads with your academic background Published annually since 1992, The Career Directory is Canadaâ&#x20AC;&#x2122;s longest-running and best-loved career guide for new graduates. Each year, our editorial team reviews thousands of employers to determine the academic qualifications they actively seek in younger job-seekers. The result is a wonderful, free resource that helps new graduates find student jobs that make the most of their university degree or college diploma.

CareerDirectory.ca Match your degree or diploma with employers that actively recruit new grads with your educational qualifications!

2021

ROGERS

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

2021 19th Annual Edition

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, JUNIOR EDITOR

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

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

p Rogers Communications offers a leadership program for recent grads, with rotations and training sessions.

INTRODUCTION

nboarding was a little different this past year, but that didn’t stop Canada’s Top Employers for Young People 2021 from delivering a warm welcome – even if it had to be virtual. Students, interns and new hires starting their jobs remotely still got the support they needed to succeed as organizations pivoted in response to the pandemic. This year’s winners showed how nimble they could be as fireside chats with leadership, coffee meetups and trivia game nights quickly transitioned into interactive online events. For example, Scotiabank modified its extensive bank-wide orientation for hundreds of students to a virtual format, offering a mixture of lectures and group work, assignments, workshops, self-study and teamwork projects. Not that it was a problem for today’s tech-savvy young recruits. Everyone adapted. Beyond a great onboarding experience, the winners of Canada’s Top Employers for Young People have much to offer young professionals and recent graduates launch-

ing their careers. From generous tuition subsidies to mentoring to leadership programs, employers readily invested in developing their people, increasingly in more flexible and individual ways. For instance, many organizations, such as ABB Canada or Accenture, offered opportunities to try out various roles within their industry to find the best fit. It’s a win-win when people really connect to the work they’re doing. As a job searcher, finding the right fit in an organization that aligns with your skills and personal values may seem like a daunting task, but using this competition as a resource is a good start. Does the company share your passion for sustainability and the planet? What’s their outreach in the community where they do business? Is work-life balance a priority? Where could you make a real impact? Canada’s Top Employers for Young People offer an insider’s look into their culture, core values and what they offer in terms of today’s most progressive and innovative HR initiatives. Take a look. – Diane Jermyn

BRUCE POWER

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

p Bruce Power in Tiverton, Ont., hosts a local chapter for young professionals in the nuclear industry to network and develop their careers.

BB Inc., Saint-Laurent, Que. Engineering and technology services; 4,139 employees. Offers a wide range of internship opportunities in a multinational environment.

AIG Insurance Company of Canada, Toronto. Insurance; 371 employees. Manages a 10-week summer internship program that includes three days of orientation and training in New York.

Aboriginal Peoples Television Network Inc. / APTN, Winnipeg. Television broadcasting; 147 employees. Manages a work experience program for high school and post-secondary students of Indigenous descent.

Alberta Health Services / AHS, Edmonton. Healthcare services; 47,560 employees. Manages a Transitional Graduate Nurse Program, a residency program for new graduate nurses that supports their integration into the practice setting.

Accenture Inc., Toronto. Professional services; 5,453 employees. Overhauled its orientation program called “Launch Week”, an interactive and innovative approach to onboarding with a gamified and digitized first-day experience.

AMD / Advanced Micro Devices, Inc., Markham, Ont. Computer technology manufacturing; 2,173 employees. Provides opportunities for co-ops and interns to develop additional skills beyond their technical roles through a

dedicated Intern Steering Committee. ArcelorMittal Dofasco G.P., Hamilton, Ont. Iron and steel mills; 4,791 employees. Established the ArcelorMittal Dofasco High Skills Major program to provide high schools students with a unique opportunity to explore STEM-related careers.

ayer, Mississauga. Pharmaceutical manufacturing; 1,395 employees. Proceeded with a full 2020 student program during the pandemic with all head office recruits equipped to participate remotely and support for those in field positions. BC Hydro, Vancouver. Hydroelectric power generation; 5,863 employees.

Trains future CPC Technologists through the Communications Protection and Control Technologist-in-Training program. BC Public Service, Victoria. Provincial government; 31,117 employees. Helps students explore a career in public service through its Youth Employment Program, offering paid work placements of up to four months. Bell Canada, Verdun, Que. Communications; 37,528 employees. Manages a number of graduate leadership programs to help cultivate the next generation of leaders. Bennett Jones LLP, Calgary. Law firm; 969 employees. Invests significantly in

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

training and development, providing financial support for offsite training, university courses and seminars. BlackBerry Ltd., Waterloo. Secure software and services; 1,918 employees. Targets 20 percent of its open roles to be filled by new graduates, hiring over 400 students per year in paid positions. Blake, Cassels & Graydon LLP, Toronto. Law firm; 1,370 employees. Provides both summer and articling students with a mentor who ensures students are integrated into their respective practice group. Boston Consulting Group of Canada Ltd., Toronto. Management consulting; 400 employees. Helps current associates and alumni pursue graduate school through extensive application support and sponsorship. Bruce Power LP, Tiverton, Ont. Nuclear power generation; 4,054 employees. Hosts one of 12 Canadian chapters of the North American Young Generation in Nuclear organization, which provides young nuclear industry professionals with opportunities.

actus Restaurants Ltd., Vancouver. Restaurants; 1,252 employees. Partners with George Brown College to offer the Cactus Club Culinary Scholarship Program to three culinary and three restaurant management students annually. Canada Revenue Agency / CRA, Ottawa. Federal government; 44,224 employees. Established an Indigenous Student Employment Program to introduce high school and post-secondary students to the organization’s various streams. Capital One Canada, Toronto. Credit card issuing; 1,334 employees. Ensures employees have the resources to strategically expand their careers, with a dedicated Career Development Centre. Capital Power Corp., Edmonton. Electric power generation; 644 employees. Manages a summer work experience program open to employees’ family members and friends pursuing post-secondary studies.

CGI Inc., Toronto. Information technology; 9,918 employees. Starts new graduates and co-ops as cohorts, each with their own training curriculum and dedicated orientation session.

BC PUBLIC SERVICE

(CONT.)

CIBC, Toronto. Banking; 36,431 employees. Created the virtual Student Leadership Academy for incoming summer students, offering business led webinars, workshops, a summer project and curated online content. Cisco Systems Canada Co., Toronto. Computer and equipment manufacturing; 1,906 employees. Prepares the next generation of sales leaders through its global Cisco Sales Associate Program, a year-long development program for university graduates. Citi Canada, Mississauga. Banking; 1,494 employees. Manages a number of new graduate and campus programs to provide recent grads with opportunities to gain career-level experience. Clio, Burnaby, B.C. Computer software; 444 employees. Prepares new employees for success with an in-depth onboarding program that can last anywhere from six weeks to three months.

p The BC Public Service offers students paid work terms of up to four months.

CoLab Software Inc., St. John’s. Software; 20 employees. Recruits local talent from Memorial University’s faculties of computer science, engineering and business, with internships lasting up to 16 months. Communications Security Establishment / CSE, Ottawa. Federal government; 2,738 employees. Utilizes creative methods to encourage students to join CSE, including monthly online puzzles, workshops and Capture the Flags events in schools across Canada. Connected, Toronto. Software developer; 148 employees. Offers an internship program including in-depth onboarding, interns working together to complete a product development project, mentorship opportunities, events and socials. Corus Entertainment Inc., Toronto. Media production and broadcasting; 3,046 employees. Works with the Partnership to Advance Youth Employment program, a joint initiative between private sector employers and the City of Toronto.

CRA

2021 WINNERS

p A CRA employee in the agency’s executive boardroom in Ottawa.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

2021 WINNERS

CAPITAL ONE

(CONT.)

2L Corp., Kitchener, Ont. Software publishers; 626 employees. Manages a two-year graduate software program featuring rotations through four different teams in the product development department. DeltaWare Systems Inc., Charlottetown. Custom computer programming; 132 employees. Offers mentoring to new employees as well as a professional development allowance for professional association fees or training materials, books and subscriptions. Dentons Canada LLP, Vancouver. Law firm; 1,251 employees. Partners with Polygon Homes to create an Indigenous internship program for a local business student.

p Staff at Capital One Canada can use a dedicated career development centre.

Department of Finance Canada, Ottawa. Federal government; 757 employees. Provides unique opportunities for ongoing professional development, including international assignments on Canadian Missions in London, Paris, New York and Geneva. Desjardins Group / Mouvement Desjardins, Lévis, Que. Financial institution; 40,137 employees. Maintains a Young Executives Network for managers under 35, which organizes activities for members including an annual conference, networking and community involvement.

cclesiastical Insurance Office plc, Toronto. Insurance; 80 employees. Manages a Business Associate Program, a two-year rotational program for recent university and college grads interested in commercial specialty insurance.

CSE

Edmonton, City of, Edmonton. Municipal government; 9,981 employees. Facilitates the Chartered Professional Accounting (CPA) pre-approved training program for new graduates with various rotations and a permanent position following the 30-month program.

p The CSE attracts new grads from across Canada with innovative programs.

Emera Inc. Halifax. Electric power generation and distribution and gas distribution; 2,309 employees. Tripled the number of students hired across the business in the last five years, offering more than 100 student roles.

Employment and Social Development Canada, Gatineau, Que. Federal government; 28,003 employees. Allows managers to hire qualified recent graduates on a term or indeterminate basis, who have previously worked in the public service through student programs. EPCOR Utilities Inc., Edmonton. Electric power distribution and water treatment; 3,085 employees. Offers a three-year rotational management and professional development program for commerce and business administration graduates.

ednav Ltd., Montreal. Deep sea freight transportation; 200 employees. Created a training program that offers experience in the core departments of the organization and actively recruits new graduates with strong leadership potential. Fidelity Canada, Toronto. Portfolio management; 1,165 employees. Manages a dedicated four-month student program across Canada in Toronto, Vancouver, Calgary and Montreal. Fisheries and Oceans Canada and the Canadian Coast Guard, Ottawa. Federal government; 12,506 employees. Maintains a dedicated pan-regional Your Professional Network to provide employees with professional development, networking and learning opportunities. FL Fuller Landau LLP, Montreal. Accounting; 107 employees. Works with local universities to hire summer and co-op students during tax season to work in the firm’s audit, tax and small business departments. Ford Motor Co. of Canada, Ltd., Oakville, Ont. Automobile manufacturing; 7,069 employees. Created a special leadership course entitled “Thirty Under 30” to provide young employees with an opportunity to work with non-profit organizations.

iants & Gentlemen Advertising Inc., Toronto. Advertising; 23 employees. Manages a full-time paid “Genternship” three-month program for recent graduates who are eager to learn about the advertising industry and gain working experience.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

PHOTOS (CLOCKWISE FROM TOP):

1. Over the past five years, Halifax-based Emera has tripled the number of students it hires. 2. An Imperial Oil employee at the company’s refinery in Sarnia, ON.

HEALTH CANADA

IMPERIAL OIL

EMERA

3. Recently, Health Canada launched a special fund to help employees identify, develop and implement projects that improve the health and safety of Canadians.

JAZZ

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

2021 WINNERS

(CONT.)

atch Ltd., Mississauga. Engineering; 3,381 employees. Manages a professional development program to help recent grads in their first to third year of employment transition to the working world. Health Canada / Santé Canada, Ottawa. Federal government; 8,507 employees. Launched The Solutions Fund to provide opportunities for employees to identify, develop and implement projects that improve the health and safety of Canadians. Hemmera Envirochem Inc., Burnaby, B.C. Environmental consulting; 201 employees. Keeps staff abreast of new developments through Tech Talks, presented by the company’s site assessment and remediation team. Holland Bloorview Kids Rehabilitation Hospital, Toronto. Hospitals: 488 employees. Encourages ongoing employee development, offering between five to seven paid education days for learning and development activities.

p A maintenance employee at Jazz Aviation in Enfield, N.S.

Hospital for Sick Children, The, Toronto. Hospitals; 5,913 employees. Manages a summer research program aimed at undergraduate and medical students, providing opportunities for students to conduct research. House of Commons Administration, Ottawa. Legislative bodies; 1,924 employees. Selects 40 students from CEGEPs and high schools across Canada to participate in a dedicated Page Program.

LOBLAWS

Hydro Ottawa, Gloucester, Ont. Electric power distribution; 701 employees. Participates in the Youth Futures program to offer employment opportunities for high school students from low-income families and communities.

p An employee at Loblaw Companies speaking with a colleague.

mperial Oil Ltd., Calgary. Crude petroleum and natural gas extraction; 5,700 employees. Offers paid internships and co-op placements in a variety of disciplines as well as a dedicated internship program for Indigenous students.

azz Aviation LP, Dartmouth, N.S. Air transportation; 4,777 employees. Offers scholarships to students enrolled in maintenance programs at local community colleges and provides mentoring to apprentice AMEs. JOEY Restaurant Group, Vancouver. Restaurants; 412 employees. Offers a culinary apprenticeship program to support culinary apprentices pursuing Red Seal certification.

eurig Canada Inc., Montreal. Coffee distribution and brewing equipment; 1,445 employees. Provides interns with the opportunity to present completed projects to managers and the leadership team. Kinaxis Inc., Ottawa. Software developer; 460 employees. Hosted its sixth annual week-long hackathon, challenging employees to utilize their skills and creativity to improve and innovate on its products and processes. KPMG LLP, Toronto. Accounting; 8,399 employees. Manages “Avenues”, a program that helps new graduates navigate the early stages of their career.

abatt Brewing Co. Ltd., Toronto. Breweries; 3,417 employees. Manages a 15-month Brewery Trainee Program featuring an overview of the organization, visits to the company’s breweries and access to senior leaders. Lafarge Canada Inc., Calgary. Concrete manufacturing; 6,908 employees. Cultivates future talent for leadership positions through the Lafarge Leadership Development Program, which commits that 50 per cent of participants are female. Loblaw Companies Ltd., Brampton, Ont. Supermarkets and grocery stores; 27,360 employees. Offers co-op placements and internships in a number of areas including digital, analytics and pharmacy. L’Oréal Canada Inc., Montreal. Cosmetics manufacturing; 1,468 employees. Manages “Brandstorm”, a marketing competition that allows groups of students to present a new product line and marketing campaign to L’Oréal judges.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

anulife, Toronto. Insurance; 12,489 employees. Offers an extensive co-op program available in a broad range of fields and provides students with opportunities to participate in a variety of activities. McMillan LLP, Toronto. Law firm; 656 employees. Supports the Indigenous Youth Outreach program to provide mentorship to Aboriginal youth. Metrolinx, Toronto. Public transit; 4,137 employees. Created the Rob MacIsaac Fellowship Program, a unique initiative that allows students to complete research in a public sector environment. Mott MacDonald Canada Ltd., Vancouver. Engineering; 174 employees. Manages an 18-month Horizons program, a career development initiative to help young professionals identify their development needs and provide them with appropriate tools.

orthwestel Inc., Whitehorse. Telecommunications; 499 employees. Offers a “Next Gen” program for one to two high potential employees to participate in an eight-month leadership development journey. Nunavut, Government of, Iqaluit. Territorial government; 3,605 employees. Participates in the Financial Internship Program, offering experience in finance and accounting related fields. Nutrien Inc., Saskatoon. Phosphate, nitrogen and potash fertilizer manufacturing; 5,835 employees. Manages an Aboriginal internship program and diversity and inclusion internship program for Aboriginal and female students.

CL Construction, Edmonton. Industrial, commercial and institutional building construction; 2,829 employees. Formalized a Junior Mobility Program to create a welcoming environment for students relocating to take part in an internship. PepsiCo Canada, Mississauga. Soft drink and food manufacturing; 10,395 employees. Manages “Connect”, a

network for employees from all generations, job functions and levels of experience. Pharmascience Inc., Montreal. Pharmaceutical manufacturing; 1,446 employees. Offers the Next Generation Leaders program, a 15-week internship for students to gain work experience. Procter & Gamble Inc., Toronto. Consumer product manufacturing; 1,555 employees. Hosts a global CEO challenge, a case competition for students to develop their business skills through real-world cases.

NUNAVUT GOVT.

(CONT.)

Prophix Software Inc., Mississauga. Software developer; 228 employees. Offers a CPA education success program to help employees who are working toward their professional designation. Providence Health Care, Vancouver. Hospitals; 4,195 employees. Offers an employed student nurse program for registered nurse and registered practical nurse students.

.F. Binnie & Associates Ltd., Burnaby, B.C. Engineering; 245 employees. Helps high school students determine whether a career in engineering is the right fit through a one to two-week work experience program. Rio Tinto, Montreal. Mining and metals manufacturing; 10,829 employees. Manages a two-year Graduate Development Programme designed to help prepare new graduates for leadership roles.

p The Government of Nunavut offers internships to gain experience in finance.

PCL

2021 WINNERS

Rogers Communications Inc., Toronto. Telecommunications, cable, publishing and subscription programming; 22,635 employees. Manages a New Grad Leadership Program, which provides participants with rotations in diverse areas of the organization and a monthly learning curriculum. Royal Bank of Canada, Toronto. Banking; 57,242 employees. Supports a dedicated Indigenous student awards program, providing $4,000 annually to each student for a maximum of four years.

amsung Electronics Canada Inc., Mississauga. Communications equipment manufacturing; 573 employees. Hosts a unique

p Staff from PCL volunteering on a Habitat for Humanity project in Ottawa.

RIO TINTO

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

PHOTOS (CLOCKWISE FROM TOP LEFT):

1. Rio Tinto employees at Diavik diamond mine’s wind farm in the Northwest Territories, which has reduced greenhouse gas emissions by 75,000 tonnes since coming online in 2012. 2. Employees of SAP Canada raising funds for cystic fibrosis research by cycling from Surrey, B.C., to Manning Park.

SAP

SINAI HEALTH

3. Summer interns taking part in a training session at Sinai Health in Toronto.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

2021 WINNERS

(CONT.)

challenge for co-op teams to provide solutions or new ideas on a variety of topics such as strategy and marketing. SAP Canada Inc., Vancouver. Custom computer programming; 3,283 employees. Employs young professionals through their Internship Experience Program, offering students and recent graduates internships ranging from eight to 12 months. SaskPower, Regina. Electric power generation; 3,398 employees. Hires engineering interns for 8- to 16-month periods through the University of Saskatchewan and the University of Regina. SaskTel, Regina. Telecommunications; 2,737 employees. Manages a Be Kind Online initiative that offers a grant program to fund youth-led initiatives that address bullying and cyber-bullying. Schneider Electric Canada Inc., Mississauga. Industrial automation and controls; 2,024 employees. Invites early-career staff to participate in experiential learning opportunities such as job shadowing or team challenges.

manufacturing; 1,398 employees. Manages a leadership program to nurture the development of high potential early career associates. Statistics Canada, Ottawa. Federal government; 5,469 employees. Has helped organize events and resources for young people, including the CANDEV Data Challenge, a series of nation-wide problem-solving events for students. Surrey, City of, Surrey, B.C. Municipal government; 2,125 employees. Manages a two-year Emerging Leaders program to provide new and emerging leaders with training, education, work experience and self-development opportunities.

eck Resources Ltd., Vancouver. Mining; 8,480 employees. Offers co-op placements in numerous disciplines and manages a relocation assistance policy, reimbursing travel and co-op fees for students working in Canada.

Telus Communications Inc., Vancouver. Telecommunications; 23,488 employees. Created the Innovation Project, a nationwide internal business case competition to encourage innovative thinking amongst employees. TJX Canada, Mississauga. Retail; 10,025 employees. Provides co-op placements, internships, or summer employment opportunities that span three to four months through its student placement program.

BC / University of British Columbia, Vancouver. Universities; 12,739 employees. Manages a community leadership program to help aspiring leaders explore leadership concepts through a series of interactive workshops and experiential learning.

est Fraser Timber Co. Ltd., Vancouver. Sawmills; 5,301 employees. Manages a

“New and Young Worker Program” to provide extensive training to employees under the age of 25. Wilfrid Laurier University, Waterloo, Ont. Universities; 1,690 employees. Manages ASPIRE, a professional skills development training program to help position graduate students and postdoctoral fellows for post-degree success.

MCA of Greater Toronto, Toronto. Individual and family services; 3,027 employees. Allows job candidates to submit other voluntary, committee or school references in addition to employment references. York Regional Police, Aurora, Ont. Police; 2,354 employees. Encourages youth to consider a career in policing through the Youth in Policing initiative for students ages 15 to 18 who have experienced barriers to success in their communities. – Diane Jermyn

q Employees from the City of Surrey taking part in a fall ‘releaf’ event to clean up city wilderness areas.

Scotiabank, Toronto. Banking; 33,418 employees. Manages a Rising Leaders mentorship program for second year students in business or STEM programs who have an interest in capital markets. Siemens Canada Ltd., Oakville, Ont. Engineering; 3,740 employees. Created the Siemens Mechatronics Systems Certification Program, offered through numerous Canadian universities and colleges.

StandardAero, Winnipeg. Aircraft engine maintenance; 2,036 employees. Provides work experience for students in the Neeginan Institute of Applied Technology’s Gas Turbine Repair and Overhaul program. Stanley Black & Decker Canada Corp., Mississauga. Tool and hardware

CITY OF SURREY

Sinai Health System, Toronto. Hospitals; 3,744 employees. Manages a summer MBA internship program where participants work on projects that vary in scope, size and complexity.

PHOTOS (CLOCKWISE FROM TOP):

1. At Scotiabank, students in business or STEM programs in their second year of studies who have an interest in capital markets can take part in a mentorship program called ‘Rising Leaders’.

SCOTIABANK

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

2. Employees taking part in TELUS Days of Giving, the organization’s signature global volunteer movement.

UBC

TELUS

3. Staff at the Vancouver campus of the University of British Columbia/UBC.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

methodology

p TJX Canada provides co-op placements,

internships, and summer employment opportunities that span three to four months through its student placement program.

TJX

his special designation recognizes the employers that offer the nation's best workplaces and programs for young people just starting their careers. The editors of Canada’s Top 100 Employers evaluate each employer based on the programs and initiatives they offer to attract and retain younger workers. Key benefits include tuition assistance, the availability of co-op or work-study programs, mentorship and training programs, including benefits such as bonuses paid when employees complete certain courses or professional designations. The editors review each employer's career management program, looking for initiatives that can help younger workers advance faster in the organization. Lastly, the editors look at the average age of employees at each organization to better understand the composition and profile of their workforce. The Globe and Mail is not involved in the judging process. Any employer that has its head office or principal place of business in Canada may apply for this competition through the Canada’s Top 100 Employers application process. All applicants must pay a fee to be considered for the competition. Organizations of any size may participate, whether private or public sector. Employers complete a single application for the national, regional, and special-interest competitions, including Canada’s Top Employers for Young People. – Diane Jermyn

ABB

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

p The well-established internship program at ABB Inc. offers a wide range of opportunities in a multinational setting.

Silver Linings The pandemic has been tough, but Canada’s Top Employers for Young People offer a lot of support

s nearly everyone who is not a shareholder of Zoom Video Communications Inc. has said at some point, 2020 was an awful year. Amid a tragic pandemic, it was especially tough for many young people looking for a job. And yet – there were silver linings, too, which are continuing well into 2021 and beyond. If you talk to winners of the Canada’s Top Employers for Young People 2021 competition, you learn that many managed to keep intact their programs for young people, such as internships and co-ops, and run them virtually. Among them was RBC, one of the country’s biggest employers, with 1,400

summer students globally. Another was KPMG LLP (Canada), the Toronto-based professional services firm, which turned on a dime to create an on-screen internship and co-op program. “We normally bring on over 250 interns each year,” says Nicole Tomassetti, KPMG’s director of national talent attraction strategy. “In March it became very clear that we would not be having a normal internship, meaning the students coming to the office and then going out on client work. So we took the opportunity to give them a learning and development internship, virtually.” At the end, every participant was offered a role at KPMG for 2021.

But Tomassetti also saw the fallout from the awful year and its impact on young job-seekers. “When we went through our fall recruiting campaign, we had all the almost double the applicants that we had in our previous year,” she says. “There are a lot of companies that cancelled their internships and cancelled their full-time career opportunities. It’s a lot more competitive.” Although vaccines, of course, are now rolling out in Canada, the end of the pandemic is still a long way away. So the virtual programs continue at many major employers, along with virtual recruitment interviews, virtual onboarding, and virtual networking once you’ve been

hired. In fact, it is a regular refrain among Top Employer leaders that even when it’s all over, they expect a “hybrid” system to develop. As more offices re-open, people may still spend a lot of their time working from home. That may be one of the silver linings for new recruits, notes Kristina Leung, senior editor for Mediacorp Canada, which holds the competition. “I think it will encourage organizations to adopt more flexible policies, and young people have always voiced an appreciation for the flexibility of being able to work where you’re most effective and efficient,” she says. “Sometimes that happens to be at home and sometimes in

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

S I LV E R L I N I N G S

( C O N T. )

the office, depending on the nature of the work.” Moreover, the current cohort of young graduates, who were born shortly before the new millennium, can all be considered digital natives. The internet surrounded them as they grew up, and the Apple iPhone has been with them since 2007. So to a generation reared on texting and Facetime, virtual work is not as odd as it may seem to older staff. Mediacorp assistant editor Stephanie Leung, who collaborated on the project and graduated in 2015, says she even found taking phone calls a bit tricky

when she first made the transition from school to work. “We’ve grown up being very, very digital,” she says. “If you’re going from a very casual environment to something more structured and corporate, it isn’t always easy to make that jump. I think employers are recognizing that and creating supports that will help with the transition.” Kristina Leung says that Top Employers are focusing on how to make strong connections with their younger hires, especially in the onboarding and orientation process. “They’re making sure that folks feel connected, find buddies and peers, and are able to chat informally, which may be as important as

the onboarding. People are interacting in a much more personal way than in the office – you may see someone’s child or pet on camera in the background.” Employers, she adds, are stressing capacity building – expanding the soft skills that may be better suited to a fast-changing world. “That was definitely reflected in our applicant pool this year,” she says. “It’s not entirely specific to a role but overall capacity building that will enable the individual and the organization to be more agile, to have people with all types of skills that they can adapt to an environment such as the one that we’re currently in.” She notes, for example, that many organizations use

case competitions as a means of developing critical thinking and other skills that can be applied in many situations. KPMG’s Tomassetti offers another potential silver lining for young job-seekers – there’s a bigger playing field. “If a company’s doing an information session, sign up. You don’t even have to travel. You can attend things happening in Vancouver even if you live in Toronto.” But research to find the right employer is key, she notes. “What hasn’t changed is that everything you had to do before to get a job, you still have to do in this virtual world.” – Berton Woodward

BC HYDRO

q At BC Hydro, students in training get help obtaining their trades certifications for a variety of fields.

CANADAâ&#x20AC;&#x2122;S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

PHOTOS (CLOCKWISE FROM TOP):

1. Working on an upcoming broadcast feature at Aboriginal Peoples Television Network / APTN.

2. An employee from the occupational health and safety group at Providence Health Care in Vancouver.

RBC

PHC

APTN

3. Employees at Royal Bank of Canada / RBC taking part in a casual meeting.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

ABB wants people who are looking to make an impact

 ABB BELIEVES GRADUATES ARE THE FUTURE OF THE POWER AND AUTOMATION INDUSTRY

t began when ABB Canada invited Rida Mehdi to a Hackathon on artificial intelligence back in April 2019. ABB, a pioneering technology company based in Montréal, was hosting the weekend event, designed to be a real-world, interactive and educational experience for students and graduates. Mehdi, armed with her bachelor’s degree in biochemistry and computer science from the University of Windsor and a master of management in analytics TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

from McGill, was an ideal candidate. By July, Mehdi had landed an internship as a data analyst. “As students, we got to work with ABB management and converse with leadership, which you don’t often get a chance to do in any other scenario,” says Mehdi. “You can also see what business challenges they’re working on and connect with individuals with similar interests.” Mehdi quickly rose from her internship to a business intelligence role and to her ON-THE-JOB TRAINING AND CAREER DEVELOPMENT

current job as a sales performance business partner. She credits supportive and empowering managers for creating the kind of environment where she felt comfortable taking charge of her own career path. “Each manager advocated for my growth, including me in meetings that piqued my interest or inviting me to lunch with others who shared my passion for analytics,” says Mehdi. “That helped me engage in interesting conversations with a lot of different people within the organization and progress in my career.” What makes ABB such a good fit for Mehdi? She attributes it to three things: First, being able to take the lead on where she wants to go within the company; second, all the learning opportunities, including how people are always willing to share their wealth of knowledge; and third, the company’s strong global diversity and inclusion practices. “A lot of people, despite their differences in education, culture, age, gender, have a seat at every table and share and collaborate on ideas that help us grow the business at ABB,” says Mehdi. “I’m young, but I wasn’t just limited to being an intern. I’m able to grow and drive my own career.” Eric Deschenes, country managing director and head of the electrification business, believes what attracts young people to ABB is its purpose as a technology leader – to create superior value and use technology to achieve a more productive and sustainable future. Then, it’s how the company lives its corporate values on a daily basis: curiosity; care from the top down, for each other and the community; collaboration; and the courage to change things. “Every young talent wants to have an ABB UNIVERSITY AND E-LEARNING PLATFORM

— A better world begins with you

impact, and one of the required character traits you need is to be curious,” says Deschenes. “If you’re not curious, you don't find a root cause. Then you don’t find the problem you need to solve to serve customers or for the good of the planet.”

Every young talent wants to have an impact, and one of the required character traits you need is to be curious.” — Eric Deschenes Country Managing Director and Head of the Electrification Business, ABB Canada “My role is to get someone who will be motivated, who says, you know what, I’m going to have the opportunity to make a positive impact, to be changing the planet,” he explains. “Today, knowledge isn’t the issue, it’s the interpersonal skills. You may have the greatest idea, but it’s how you take and engage others in the journey that will take you further.” Diversity, inclusion and gender are equally important elements for ABB in hiring. “I’m pushing our recruitment team to ensure we have a diverse and equitable hiring process,” he says. “We’re committed to being more than just a corporate citizen. We’re committed to working with people that are really empowered to make a change. Ultimately, that’s my personal motto.” 

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Co-ops and internships open doors to careers at AIG

 AIG CANADA STAFF PREPARE TO RIDE THE BIG BIKE IN SUPPORT OF THE HEART & STROKE FOUNDATION IN 2019

iven the scope of learning and development tools available at AIG Insurance Company of Canada (AIG Canada) – not to mention career planning and mentoring opportunities – young people joining the company can be “CEOs of their own career development,” says Lynn Oldfield, who is herself president and CEO. “We have a lot of attractive programs for young professionals,” says Oldfield. The Toronto-based company, part of the SUBSIDIES FOR PROFESSIONAL ACCREDITATION AND DEVELOPMENT

global AIG group, hires 20 to 22 students annually as summer interns, through co-op programs or as analysts, most of whom are nearing completion of their post-secondary studies. “Where there’s a good fit and a match, those students receive an offer in the fall,” she says. “They have been an enormous source of full-time employees for us.” Shannon Pogany, an underwriter on the financial lines team, was introduced to the company through the co-op program EARLY CAREER PROGRAM FOR RECENT GRADUATES AND OTHER YOUNG EMPLOYEES

while she was working on an honours bachelor of commerce degree at the University of Ottawa. “There’s a strong belief in the co-op program,” says Pogany. “A number of colleagues on my team came through it.” After joining the company full-time, she was enrolled in the AIG Academy, a twoyear early career development program, which involved completing a number of assignments and projects online. The highlight was her participation in three academy summits, two of which were held in New York City while the third was conducted virtually in October 2020. Participants are drawn from the 88 countries in which AIG operates. “It was truly eye-opening,” Pogany says. “I met people from all over the world and from different lines of business that I wouldn’t normally speak to day-to-day. It helped me understand AIG more broadly.” There are other advantages to the summits. “Participants work with a globally diverse group to solve real business problems,” Oldfield adds. “They’re contributing to the organization.” Young professionals have the opportunity to acquire leadership skills by participating in the company’s four employee resources groups (ERGs), which host networking events and bring in guest speakers, among other things. “Our ERGs are set up by employees,” says Oldfield. “They hold elections for leadership teams, and they present a budget and a business plan annually, which have to be approved by the global ERG leadership.” Pogany belongs to all four ERGs – Young Professionals, Women and Allies,

Out North (for LGBTQ+ employees and allies), and the recently established multicultural group. One of the groups organized a reverse mentorship program in which young employees served as mentors to senior colleagues.

We have a lot of attractive programs for young professionals.” — Lynn Oldfield President and CEO

Pogany was paired with an executive-level senior leader. They maintained the arrangement beyond the end of the formal program. “It was a really interesting dynamic,” she says. “One of the things I’ve taken away from it is how to have a better relationship with your manager.” AIG Canada offers a number of benefits and perks that are very attractive to younger professionals, says Oldfield. For one, all employees, regardless of tenure, are entitled to 26 days paid leave annually. As well, they are enrolled in the pension and benefit plans from date of employment. The company also has a long-established work-from-anywhere policy. Oldfield says that in a typical year 95 per cent of employees work from home one day a week and some do it three to four days a week. “We were well prepared to work virtually before 2020,” she says. “It’s one of our most attractive employee benefits.” 

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Launching careers and developing future leaders for over 50 years. Learn more at AIG.ca AIG Insurance Company of Canada is the licensed underwriter of AIG property casualty insurance products in Canada. Coverage may not be available in all provinces and territories and is subject to actual policy language. Non-insurance products and services may be provided by independent third parties. © American International Group, Inc. All rights reserved.

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

ArcelorMittal Dofasco helps young people grow

 LYDIA FOGARTY, PROCESS ENGINEERING COORDINATOR AT ARCELORMITTAL DOFASCO G.P.

ydia Fogarty spent 16 months as a process reliability intern at Hamilton, Ont.-based ArcelorMittal Dofasco G.P. It prepared her well for the job she was offered there in 2018 upon graduating from Queen’s University with a bachelor’s degree in chemical engineering. “I’m now the person I was reporting to as an intern,” says Fogarty. As a process engineering coordinator, TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

Fogarty works with technology, maintenance and manufacturing teams to maintain process reliability and improve process controls in the cold roll products and tin division at Canada’s leading steel producer. “It’s a very collaborative position,” she says. “I noticed a huge difference when I came back after grad – it was much easier for me to find my footing because I had learned many of the tools and processes as an intern.”

Co-op, intern and apprentice programs give both the company and young people a chance to explore career opportunities together. “Our students have meaningful and challenging work that contributes to their education and helps inform decisions about their career, whether at ArcelorMittal Dofasco or elsewhere,” says Monique Biancucci, vice president of people and culture. The company strives for a “people-first, high-performance culture” by taking an active role in helping employees achieve their potential. That ranges from on-the-job training and on-site seminars and classes to self-directed learning and training options. “We stress growth, learning and development for all employees,” says Biancucci. As a new employee, Fogarty took part in a three-day corporate retreat at nearby Hockley Valley Resort. “We focused on team-building exercises that challenged each other, co-operative work, and individual reflection and growth,” she says. “It helped me understand the corporate culture, which is welcoming, supportive and respectful.” Respect is certainly an important core value. Fogarty is a diversity and inclusion champion, one of 23 new champions across the business who work in their local areas. The company recently added a chief equality, diversity and inclusion officer to its executive team. “Everyone supports each other on their path generally and also helps them identify where they want to go in their career,” says Fogarty. Mentoring one another is integral to employee growth. There is company-wide organic coaching through leadership,

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peer-to-peer collaboration and crossfunctional teams. Long-term employees serve as strong mentors to newer team members.

Our students have meaningful and challenging work that contributes to their education and helps inform decisions about their career.” — Monique Biancucci Vice President, People and Culture

Fogarty has benefited from the knowledge she has gained from the experienced employees with whom she works. “Everyone welcomes my questions, whether they’re technical or about soft skills or the company,” she says. “In my performance reviews, I’ve been encouraged to highlight things I want to do in both the short and long term.” “We all need mentors, regardless of the position we hold,” says Biancucci, who worked in the company’s human resources department before accepting a position in the commercial side of the business, then returned to human resources in a senior role, leading to her current position. “There are so many opportunities here and across the ArcelorMittal globe, and it’s really up to each individual as to what they aspire to do and where they’d like their career to take them.”  TEAM ORANGE VOLUNTEER ORGANIZATION FOR COMMUNITY PROJECTS

Our product is steel. Our strength is ® ArcelorMittal Dofasco is the Hamilton-Niagara region’s largest private sector employer and a Canada’s Top 100 Employer for seven years straight. Learn more at dofasco.arcelormittal.com @ArcelorMittal_D @arcelormittal_dofasco

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Strengths become opportunities at Bayer in Canada

 KATE HYATT (LEFT) CELEBRATING WITH BAYER COLLEAGUES ERIC COMTE (CENTRE) AND MEGHANN GARLOUGH (RIGHT) AT A NATIONAL BUSINESS MEETING PRE-PANDEMIC

ate Hyatt wanted to try something new after six years as brand and advertising manager for corn at Bayer in Canada. “I felt ready for more responsibility,” she says. “Leadership listened and created an opportunity where I could ask questions and prepare for my future.” In 2020, Hyatt assumed her oneyear leadership development role as TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

the company’s horticultural crop and campaign manager in its Crop Science Division in Guelph, Ont., marketing to horticulture farmers in Canada. “I make sure that the products farmers need and the programs our sales team needs are all in place,” she says. The change has challenged Hyatt, who joined Bayer with a B.Sc. in plant biology from the University of Guelph, to apply APPRENTICESHIP AND SKILLED TRADES PROGRAMS

untapped resources and develop new skills. “A career at Bayer means that you can put your passion into practice,” says Janine Pajot, vice president, human resources. “You’re encouraged to try new opportunities and pursue new experiences. It’s one of the many benefits of our wide-ranging business activities.” As a university student, Hyatt was attracted to Bayer, she says, “because it sounded like a great place to learn. “When I did my first interview, I felt that the people loved their job and were proud of what they were doing,” she says. Before she joined the company fulltime, Hyatt worked at Bayer for four months as a summer student in Guelph. After graduating with her bachelor’s degree, she worked on an eight-month contract for Bayer in Regina. “I was glad I knew how to drive a truck and tractor,” says Hyatt, who grew up on her father’s dairy and cash crop farm east of Toronto. “I drove 10,000 km that year towing a tractor on a trailer. However, the great part about working in Bayer’s agricultural business is that you don’t have to grow up on a farm. It was the diversity of my experience and skills that they valued.” Nurturing employees like Hyatt to grow in new career directions reflects the company’s emphasis on leadership as one of its four key values, along with integrity, flexibility and efficiency. The COVID-19 pandemic demonstrated its commitment to flexibility. Hyatt and her husband were both working from home, and they had two children, both under the age of seven, in their midst. ONLINE AND IN-HOUSE TRAINING PROGRAMS

“I spoke to my manager, and he said, ‘Do what you need to do.’ That gave me the flexibility to manage work and home.” Like Hyatt, Pajot has pursued new opportunities in marketing, sales and HR since she joined the global life science company in 2007.

A career at Bayer means that you can put your passion into practice. You’re encouraged to try new opportunities and pursue new experiences.” — Janine Pajot Vice President, Human Resources

“Professional and self-development is a priority for Bayer,” says Pajot. “My personal experience is a great example of how our working culture is driven by thinking ahead and broadening skills and experiences to keep up with the latest challenges and trends.” Pajot has advanced in her career at Bayer to her current role on the company’s senior leadership team. “The reason I’ve stayed,” she says, “is the people and the culture.” Hyatt looks forward to assuming a leadership role, as well. “At Bayer, people care about fostering and developing employees,” she says. “Bayer may be a big corporation, but people make all the difference.”  PAID INTERNSHIPS AND COOP TERMS FOR STUDENTS

Health for all, Hunger for none www.bayer.ca

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

New grads at Bell Canada driving change

 APARAJITA MADDI, SENIOR MANAGER, SOFTWARE ARCHITECTURE AT BELL

hen Sonia Brar joined Bell Canada as a new grad, she was so focused on her job she didn’t initially realize the long-term career opportunities the company offered. “New grads place a lot of emphasis on their very first job,” says Brar, who joined Bell in 2001, “but that first job is not typically your last.” Far from it. Over the last 20 years, TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

Brar has assumed increasingly senior leadership roles in a variety of areas, from large-scale systems implementations to compliance, finance, supply chain and HR systems. In 2020, after more than four years as a vice president in IT, she became Bell’s vice president of customer operations strategy, design and delivery. “I’ve had different careers within my career at Bell, because the company is so diverse,” she says.

Bell is Canada’s largest communications company. Its award-winning Graduate Leadership Program features nine streams that offer experience in a variety of areas. From Bell Media and network to finance and field services, grads work with teams on leading technologies and platforms such as cloud computing, cybersecurity and business intelligence. Aparajita Maddi went through the Graduate Leadership Program starting in 2015 after studying computer science and engineering in Hyderabad, India, and receiving a master’s degree in software engineering from Concordia University in Montréal. “I wanted to work for Bell because the company affects people’s lives in a meaningful way,” she says. “I also wanted to maintain and enhance my technical skills.” As senior manager, software architecture, Maddi now manages a team of more than 100 people focused on enterprise architecture solutions for Bell Business Markets and Residential Services. “I love that our work is constantly evolving with advancing technologies. We’ve gone from 4G to 5G, for example, and we’ve seen the emergence of the internet of things,” says Maddi. “Even COVID-19 hasn’t slowed the pace of innovation.” In fact, Bell has launched major service enhancements while adjusting to the COVID-19 crisis. In June 2020 the company launched its initial 5G wireless network and continues to expand its wireless home internet service to rural communities throughout Canada. Along with the new grad program,

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Bell offers summer student placements and paid internships, and participates in university co-op programs. Brar notes that young people are playing a key role in pushing the pace of innovation at Bell.

I’ve had different careers within my career at Bell, because the company is so diverse.” — Sonia Brar Vice President, Customer Operations Strategy, Design & Delivery

Maddi agrees. “I was welcomed at Bell and embraced for who I am,” she says. “I’m proud of the role my team and everyone I work with plays in addressing challenges and adapting to change in what is always a fast-paced environment.” Brar, who helps the company recruit and retain team members, participates in networking and mentoring sessions and speaks to students about women in STEM disciplines as well as the rapidly changing IT and telecommunications industries. When recruiting for the company, Brar emphasizes the quality of talent at Bell. “If you want to work with the smartest people in the field, whatever your field is, come and work for Bell. It’s an amazing place to build a career.” 

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Blake, Cassels & Graydon supports youth from Day 1

 THE TORONTO 2019 ARTICLING STUDENT CLASS AT BLAKES

very year, Blake, Cassels & Graydon LLP (“Blakes”) invests in its future by recruiting well over 100 young people through internships, co-op placements and its law student programs. While each Blakes office runs its own recruitment process, all go above and beyond to get to know every applicant and provide support to new recruits. In 2020, the firm’s offices in Montréal and Calgary had to run their law student recruitment cycle during the COVID-19 pandemic. Despite restrictions, both offices SUBSIDIES FOR PROFESSIONAL ACCREDITATIONS AND DEVELOPMENT

made sure that every candidate was able to get to know the firm, meet as many lawyers as possible, and feel supported throughout. “We ran a full virtual recruitment during the summer in Montréal and the whole Blakes team really rallied together to ensure that the process felt seamless and was a positive experience for all candidates,” says Julie Brisson, director of students, associates and professional development in the Montréal office. She adds: “Students were worried about what a virtual recruitment process would

be like. We were forced to be creative, and we consciously multiplied touchpoints at every level throughout the process to ensure candidates got a clear sense of who we are and what we have to offer so that when it came time to make a decision, they felt confident Blakes was the ideal place for them to start their careers.” In addition to offering internships for young people who are not studying to be lawyers, Blakes runs the largest law student program in Canada. Across Canada, 92 summer students and 83 articling students were hired in 2020. In all Blakes offices, summer law students and articling students are given the opportunity to thrive by working with leading practitioners on high-profile, thought-provoking and challenging files. Everyone, says Brisson, is provided with a great deal of support at every step in their career at Blakes: “One of our guiding principles is the power of our people. People are our most important asset and everyone at Blakes genuinely cares for each other.” All summer and articling students are assigned mentors. The onboarding program is robust and includes training not only on substantive law but also soft skills, such as time-management and resilience, Brisson notes. Training does not end after an articling student is hired back as an associate. Under normal circumstances, all first-year lawyers from across Canada attend a national training week program in Toronto. There, they are given more training and extensive professional-development programming. When the associates reach their “mid-level” years, they gather once again for more training and networking. In addition to summer law students and

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articling students, Blakes also hires a large class of interns for administrative positions. Jill Marenger, a 26-year-old client relations and business development coordinator in the Toronto marketing department, was hired on an eight-month co-op placement in 2017 as part of her bachelor’s degree program at the University of Waterloo.

One of our guiding principles is the power of our people. People are our most important asset and everyone at Blakes genuinely cares for each other.” — Julie Brisson Director, Students, Associates & Professional Development “From the start of my internship, the Blakes marketing team provided me with many different mentors within the department to help show me the ropes,” she says. “I felt I could freely ask any question and that they were always receptive and wanted to help me succeed.” In 2019, Marenger accepted a full-time position with the firm. She notes that she continues to feel very supported by her department specifically – and more broadly within the firm. “Over and over again I’ve seen our team kind of act almost like a family – your work family.”  ONLINE AND IN-HOUSE TRAINING PROGRAMS

Our People Stand Out Building an inclusive workplace means making room for inventive young people and the unique ideas they bring. Excellence comes from mentors who listen, training that matters and development opportunities that are real. Leadership means focusing on the heart of our work: our people. JoinBlakes.

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Bruce Power offers meaningful work and opportunities

 BRUCE POWER OFFERS MANY CAREER PATHS IN SKILLED TRADES

here are many stories of young people starting as paid co-op students at Bruce Power LP and moving quickly through the ranks to critical roles in the company. One example is James Scongack, a former University of Guelph student who – after doing his co-op term at the southern Ontario nuclear power provider, which lights up 30 per cent of homes, institutions and businesses in the province – was hired $20,847 AVERAGE ANNUAL SPEND ON TRAINING AND DEVELOPMENT, PER FULL-TIME EMPLOYEE

as a communications consultant in 2004. Scongack, 38, is now the executive vice-president in charge of corporate affairs, regulatory affairs, environment, IT, business development, power trading, and emergency and protective services. Just seeing what James is responsible for gives you an idea of the wide range of opportunities at Bruce Power. Named one of Canada’s Top 40 Under 40 in 2020, Scongack is an example of the DEVELOPMENT STUDENT PROGRAM OFFERS PAID TRAINING & EXPERIENCE & POTENTIAL EMPLOYMENT

exceptional career paths available to Bruce Power employees, says Cathy Sprague, executive vice-president of human resources. “People can come into the company as an engineer, for instance, and before long can be enticed into Nuclear Operations or into our Major Projects group, where they can be an integral part of a mega-project refurbishing six of our eight nuclear units.” That flexibility, adds Sprague, is supported by the training and mentorship that Bruce Power provides along the way. “There are opportunities for employees to move up in the business, possibly through our certified programs. Skilled trades are also in high demand at Bruce Power.” Bruce Power and its on-site vendors hire not only professionals but also thousands of people in skilled trades, she points out. “It’s challenging, rewarding and long-term work -- technologically very forward-looking. It’s a great time for young people to be considering a career in the skilled trades for sure.” Anna McFarlan, 27, is a nuclear operator at Bruce Power. After getting her degree in biomedical engineering, she worked at a utility company in Calgary for three years. In 2019, she was happy to return to the area on the shores of Lake Huron where she grew up, and she’s delighted by her career potential at the company. “They have an effective onboarding process, and for nuclear operators specifically they have a very robust training program,” she says. “You learn all about the plant and the various systems to gain the knowledge and skills you need to safely and successfully support day-to-day operations. I’ve never worked for a company that set you up for success the way Bruce Power does.” STUDENTS PARTICIPATE IN MENTORING SESSIONS WITH SENIOR LEADERS

She also notes that for a young person, knowing that the current project to refurbish six of Bruce’s eight units so that the plant will be able to operate until 2064 means she can have a long career with the company.

I’ve never worked for a company that sets you up for success the way Bruce Power does.” — Anna McFarlan Nuclear Operator in Training For McFarlan, as for many younger Bruce Power employees, the organization’s role in providing clean power is very important, as is its commitment to environmental sustainability and to supporting the community in myriad ways. And she is proud of the fact that Bruce reactors produce Cobalt-60, an isotope used to sterilize 40 per cent of the world's medical devices, and to treat cancer. By 2022 Bruce has plans to produce another isotope, Lutetium-177, used to treat prostate cancer. Sprague notes that 98 per cent of employees are owners of the company, Canada’s only private-sector nuclear generator, through a yearly incentive and investment program. “We’re a thinking organization so people who come here really use their intellectual horsepower to solve problems that are important to the company and to the environment.”  PORTAL FOR STUDENTS AND EMPLOYEES TO ACCESS CAREER DEVELOPMENT RESOURCES

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Young talent is the pipeline to the future at CIBC

 CIBC GRADUATE LEADERSHIP DEVELOPMENT PROGRAM TEAM MEMBER JOSHUA ZACHARIAH COLLABORATES VIRTUALLY WITH COLLEAGUES FROM HIS HOME OFFICE

t didn’t take long for Josh Zachariah to figure out where he wanted to be. In fact, three-quarters of his way through an internship at CIBC while he was completing his MBA, Zachariah realized he didn’t want to interview anywhere else for full-time work. “Even as an intern they were willing to give me a lot of responsibility and great TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

work,” says Zachariah, 28, a Graduate Leadership Development Program (GLDP) associate. “There was a lot of support in terms of what my development would look like.” One of the draws of starting out at CIBC is the power young recruits have to craft their own paths. In GLDP, for example, 20 associates spend up to two years

doing six-month rotations through various departments – client experience, distribution strategy, digital product delivery, and many more. Executive mentors and peer mentors complete the experience, Zachariah says. Associates can jump off the program if they find a team they want to join permanently, but they have the choice to experience as much of the bank as they want. “As long as you can convince someone to take you on a team, it’s whatever you set your heart and mind to,” he adds. “The entire bank is fair play.” That’s one of the secrets of CIBC’s ability to retain younger employees. “I’ve heard people say that it sometimes feels as if they are working in different organizations because of the variety and different types of jobs,” says Anne-Marie Dunn, senior vice-president of enterprise talent. “They don’t have to go outside to experience a change or build new skills.” For CIBC, attracting and engaging young people is the pipeline to the future. “The decisions we make today on these students really does impact what we’re going to look like 10 years from now, in terms of the diverse, innovative and resilient leadership we will have,” says Dunn. “We take this extremely seriously through all the programs we offer.” With its co-op and internship programs, CIBC is able to identify people like Zachariah who they want to bring on fulltime. And with its future leaders program, she adds, “We’re able to identify individuals at an early age who exemplify the leadership attributes that make a successful CIBC employee as well as the future skills that are going to be required in areas where we have to build some muscle.”

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And Dunn says that the bank has been focusing on diversity and inclusion to reflect not only its client base but also the skills that are needed. “Talent comes from everywhere – not just from specific schools with specific programs,” she adds. “You need to diversify the thought processes and the perspectives and the experiences, and that just makes us stronger and more interesting, more creative."

Talent comes from everywhere – not just from specific schools with specific programs.” — Anne-Marie Dunn Senior Vice-President of Enterprise Talent Along with visiting university campuses, the bank also does outreach with organizations like Children’s Aid Youth Works to make sure they are able to offer opportunities to students from more vulnerable communities. “This new generation wants to do meaningful work, wants to be involved in an organization that’s adding value not just to the bottom line but to our communities,” Dunn says. “We really support and push that.” For Zachariah, the camaraderie with his colleagues, the work experience through the rotations, the peer and executive mentors and the frequent exposure to senior leadership is priceless. “I think the fact that they give us that facetime really shows that they value what the younger demographic thinks,” he says. “They want to know how we see the future evolving.” 

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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Citi Canada offers a world of opportunities

 JOHN HASTINGS, CEO, CITIBANK CANADA

y the time he joined Citi Canada in Calgary, Jordan Colebrook had already discovered that his passion lay with the energy industry. “I worked for a while in the oil and gas industry and found I was especially interested in the business side,” he says. “The energy industry is capital intensive, and banks play a huge role.” TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

In particular, Colebrook felt attracted to Citi because the energy industry extends throughout the world, and Citi has the resources to serve clients in the industry in almost any country. “Citi’s global reach, combined with the overall scale of our institution, has real appeal in terms of what it can offer someone as a career,” says CEO John Hastings, “whether it’s a chance to

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experience multiple types of products, roles or even geographies.” As a member of Citi’s Global Energy Group, Colebrook supports the investment banking division, covering clients across the upstream, midstream and downstream sectors. “I deal with debt financing, equity financing, mergers and acquisitions advisory and client service not only in Canada but in New York, Houston, London, Hong Kong – all over the world.” Colebrook arrived at Citi with an engineering degree from the University of Calgary, where he played football as a linebacker with the conference-winning Dinos, and several years of experience as a management consultant. “I didn’t come from a business background,” he says. Instead, to augment his knowledge of finance, he spent three years studying for his designation as a chartered financial analyst. “We encourage people from different backgrounds, not just business, to join our teams – anybody with an interest in being a banking professional,” says Hastings. With 200,000 employees around the world, Citi identifies and nurtures leadership candidates almost as soon as they join the bank. Colebrook, for example, spent a week in New York last year at a leadership boot camp and spent six weeks this year in a virtual session learning about the softer aspects of leadership. “A big part of my training revolves around leadership skills and development,” says Colebrook, “and a lot of that training is provided in-house.” When the pandemic struck in March, ONLINE AND IN-HOUSE TRAINING PROGRAMS

Colebrook worked initially from home. He now spends part of his week in the office and believes that flexibility in his routine will likely remain a feature of the workplace, long after COVID-19 has subsided.

Citi’s global reach, combined with the overall scale of our institution, has real appeal in terms of what it can offer someone as a career.” — John Hastings CEO

Flexibility also appeals to internship candidates, Colebrook says, when he participates in Citi’s recruiting initiatives. “I tell people, you have an opportunity at Citi to make a career the way you want it. You can participate in all things Canadian, but you also have opportunities to get involved with, and potentially relocate to, Citi’s other geographies.” The same message appealed to Hastings when he joined Citi almost 35 years ago. “When I graduated with a degree in economics from Queen’s University, there was a ‘cool factor’ associated with working for one of the big foreign institutions in Canada,” he says. “I like to think there still is.” 

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At top-secret CSE, fresh perspectives are welcomed

 COMMUNICATIONS SECURITY ESTABLISHMENT'S HEADQUARTERS CELEBRATING PRIDE MONTH WITH RAINBOW LIGHTS

hough Irene had family working at the Communications Security Establishment (CSE) in Ottawa, it was the organization’s booth at her university’s technology fair that sold her on applying for a co-op placement. “What they do really spoke to my interests,” says Irene, a software systems analyst whose full identity cannot be revealed. “I felt I’d be TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

able to really exercise my problem-solving skills.” She was right. “I loved it,” she says of doing foreign intelligence and cyber security work for the Canadian government. “I immediately applied for a second co-op placement, and after that I knew that this is where I wanted my career to start.” One of the draws for her was the culture. “There is such a diverse range of skill

sets, and everyone is so willing to learn and to train – the mentorship is absolutely fantastic,” she says. “There is a big emphasis on exploring; there’s no fear of failure. Everyone is there to support you.” Diversity of all kinds is part of the everyday life at CSE. In fact, it’s essential to the work the organization does. “We’ve found that diversity is key to our success given that we’re providing government decision-makers with foreign intelligence and given that we’re looking at foreign threats and cybersecurity,” explains Nabih Eldebs, director general of policy, disclosure and review. “Having diversity is key to understanding those threats.” In fact, young people are a major source of recruitment for CSE. “They bring diverse views, they bring innovation, they bring energy into the building,” says Eldebs. “They push the envelope in terms of innovative thinking, new ways of doing things. They’re always bringing in that fresh perspective, and that’s always welcome.” A culture that not only embraces all views but depends on them, combined with the size of the high-tech organization, keeps CSE nimble, Eldebs adds. “The culture is based on innovations and the ability to shift and change gears, but it also empowers the analysts to have their voice heard rather than always relying on senior management to make decisions,” he says. “So the ability of young professionals to influence decision-making is quite high.” In fact, younger employees can form shadow boards to senior official governance boards, Eldebs says. “They can sit in and listen to the actual conversation and then go back to their shadow board and try

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to influence decision-making.” Young employees can also connect to their more senior counterparts through CSE’s formal mentorship program, and management is encouraged to provide continuous feedback so that ambitions and goals are known and supported. In addition, CSE’s Young Professionals Network is championed by an assistant deputy minister, which keeps early-career staff connected to senior staff.

The ability of young professionals to influence decision-making is quite high.” — Nabih Eldebs Director General of Policy, Disclosure and Review In terms of more informal community-building, different groups – volleyball, soccer and basketball teams, chess leagues, Zumba classes, nature walks and choirs among them – bring employees together for fun and networking. And the facilities – an “absolutely gorgeous” open-concept building, Irene notes, in a more pastoral setting – are just another bonus. But the nature of the work and the culture of CSE are still the biggest draws for the software systems analyst. “I’ve always felt like the culture was so focused on innovation and looking for the next new thing,” says Irene. “It felt very fresh. There’s an emphasis on challenging the status quo.”  YOUNG PROFESSIONALS NETWORK PROVIDES SUPPORT AND A COLLECTIVE VOICE

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Desjardins Group empowers the next generation

 DESJARDINS GROUP GIVES YOUNG PEOPLE A VOICE AND PREPARES THE NEXT GENERATION

or Laurence Laurin, a summer job with Desjardins Group, after her first year of university studying labour law and human resources, turned out to be much more than a good opportunity to earn some money. It set her on a career path she hadn’t previously considered. “I discovered I loved the cooperative side of the business,” says Laurin, who was 19 at the time. “Desjardins is committed to giving back and it really appealed to me that I could have a job that has a positive impact on my community.”

Desjardins, Canada’s leading cooperative financial group, has a democratic, member-run governance structure. Its mission is to create sustainable prosperity by participating in the socio-economic development of people and communities. Laurin learned another key lesson that summer – Desjardins is dedicated to empowering young people to reach their full potential. Her manager, she says, saw something in her and encouraged her to consider a future with Desjardins. The company, which offers a full range of financial and insurance services, provides

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We don’t offer you a job. We offer you job satisfaction. There’s a difference.

opportunities in a variety of employment fields. The encouragement continued as Laurin worked at various jobs at Desjardins throughout her time at university. Desjardins managers helped her build her CV and point her career in the right direction, she says. “I really appreciated their support. They only wanted what’s best for me.” Now 25, Laurin is paying it forward. In her final term before graduating in April 2020 with an MBA, she became a fulltime employee with Desjardins. A financial education adviser, she contributes to four educational programs that teach financial literacy and entrepreneurship tailored to specific age groups ranging from six to 25. At the same time, she’s one of four Desjardins employees on the company’s Youth Advisory Committee, which is also composed of four Desjardins members and four directors from Desjardins’ caisse (or credit union) network, all aged 18 to 35. Their two-year mandate: to share their points of view, aspirations and concerns on the major issues affecting the future of young people and the organization. When Björn Bruschke joined Desjardins in 2016, he, too, was drawn to the cooperative business model. The vice president of marketing for the Ontario, Atlantic and Western regions notes that instead of answering to shareholders, Desjardins’ decision-making takes into account the long-term interests of the organization, its members and clients. For him, the Youth Advisory Committee has a unique role in that process. “It’s a fantastic example of how we really care about giving young people a voice,” he says. “They report directly to ON-THE-JOB TRAINING AND CAREER DEVELOPMENT

the president and influence the way we meet the needs of young people.” For employees, that includes comprehensive training and professional development programs, flexible work arrangements and measures that promote a good work-life balance. Those benefits, and others, became even more meaningful when the COVID-19 pandemic resulted in a dramatic rise in the numbers of those teleworking, Bruschke says.

We really care about giving young people a voice.”

— Björn Bruschke Vice President of Marketing, Ontario, Atlantic and Western Regions

Desjardins introduced a range of additional supports including webinars on topics such as wellness and dealing with isolation, he adds. Meanwhile, thanks to virtual recruiting and onboarding, Desjardins continued to hire throughout the pandemic, including honouring its commitment to employ 500 summer students. Bruschke is particularly proud of how Desjardins’ managers have taken time throughout the pandemic to stay in close contact with their team members. After all, like Laurin, he’s experienced what a mentor’s interest and guidance can mean to a young person’s career. Just 34, Bruschke was named to his vice president’s position in October 2020. “I was fortunate to learn from some of the best,” he says. “They pushed me, they challenged me, they made me grow.”  YOUNG EXECUTIVES NETWORK FOR MANAGERS UNDER 35

Find out for yourself. Join the Desjardins family. desjardins.com/careers

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Talent pools lead to careers at Fidelity Canada

 STUDENTS AT FIDELITY CANADA PARTICIPATE IN AWARENESS AND FUND RAISING ACTIVITIES FOR THE CAPES FOR KIDS CAMPAIGN

s an accounting major at University of Guelph, Jasmeen Sidhu got a good look at the career opportunities at Toronto-based Fidelity Investments Canada. She did three co-op terms in her final three years as a student – each time working in a different department. “That’s what kept me coming back,” says Sidhu, who has started her career as a financial analyst. “I knew I would be able to explore new areas of the company.” Fidelity hires, on average, 48 students for its fall and winter programs. In the TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

summer, it’s typically closer to 60. “We’re looking to build talent pools that we can tap into,” says Linda Passarelli, vice-president of talent management. “We’re invested in the success of our young people. They’re the future of our success as a company.” Each cohort receives a week of training to develop various skills including etiquette, networking and presentation skills. For the latter, says Passarelli, the company retains a leading outside expert. As well, managers and senior executives from various departments address the students.

“It was really eye-opening,” says Sidhu. “You were exposed to the whole company.” The company organizes weekly events through each four-month co-op program, including networking gatherings with hiring managers. Fidelity also holds a case competition in which students working in teams are given a real business problem to solve. “They present their solutions in front of senior executives and the top three teams get to present to the presidents,” says Passarelli. “The students blow you away with their intelligence, research skills and creativity.” Fidelity has a multi-level training program for young people who are starting their careers in sales. They deal with banks, credit unions and other financial institutions, as well as independent financial advisers who sell Fidelity mutual funds to the public. Each level involves four to five weeks of instruction spread out over several months. At the end of a session, the company holds a graduation dinner. “The program takes them from the most junior role right to the top,” says Passarelli. “We’re always looking at our internal sales talent pipeline to fill any role that comes up.” Fidelity provides tuition reimbursement for employees pursuing professional accreditations such as certified financial analyst. Fidelity also covers the cost for conferences and training related to developing skills. The company has a voluntary mentorship program for younger employees. “We encourage them to apply right away so they get support throughout the organization,” says Passarelli. “Mentors come from all levels. A lot of senior executives have

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Remarkable times. Remarkable employees. careers.fidelity.ca

also signed up to receive mentorship from our younger employees.” In 2020, the COVID-19 pandemic presented a unique challenge to a company that promotes training, mentoring and networking opportunities for employees and co-op students alike. Fidelity honoured the commitment made to the 58 students for summer employment. With almost everyone working from home, the leadership team has adapted to “keep a sense of community with everyone dispersed,” as Passarelli puts it. They’ve made public speakers available virtually, distributed food gift cards and given everyone a “thank you day” – an extra paid day off.

We’re invested in the success of our young people. They’re the future of our success as a company.” — Linda Passarelli Vice-President of Talent Management In at least one case, employees have stepped into the breach. Early on, Jasmeen started a “coffee walk” chat group with several young colleagues she normally gets together with for a mid-afternoon coffee break. They started as a group of four or five who connected on Tuesday and Thursday afternoons. “On Thursday we started inviting a special guest and the group has grown every time,” says Sidhu. “Our CEO and other members of the senior management team have dropped in. They’ve found it a great way to reach out to employees.” 

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Bravery and integrity define Giants & Gentlemen

 GIANTS & GENTLEMEN ARTFULLY DISPLAY THEIR CREDO ON A CHALKWALL

he 20-second video vividly symbolizes the credo of the Toronto strategy, creative and design agency Giants & Gentlemen (G&G) – “Be brave, be decent.” The image zooms in slowly on a house’s front door. There is no other action. But from inside, a man is heard yelling. “You’re pathetic,” he shouts. “Don’t walk away from me.” Superimposed is a message: “During COVID-19, shelter requests from women have increased 400

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per cent. Because staying home isn’t safe for everyone.” “When I had a chance to work on that public service announcement, I jumped at it,” says account manager Jodi Harvey, who joined G&G some 18 months ago as a recent university graduate. The social media message is one of several pro bono G&G efforts on behalf of the Assaulted Women’s Helpline. Harvey, who joined G&G because it “aligned with my values,” was happy to lend a hand on her own time. “I was grateful for the EVERYONE GETS TO WORK CLOSELY WITH THE CO-FOUNDERS

opportunity,” she says. “It shows that G&G really is brave and decent, that they really care.” When agency co-founder Alanna Nathanson became aware that the pandemic messaging of “Stay home, stay safe,” applied to the firm’s employees but not to battered women, she decided it was “imperative” that G&G take action. “Why wouldn’t we?” Nathanson says. “They needed our help.” Nathanson and the other co-founders, Gino Cantalini and Natalie Armata, started G&G nearly a decade ago with the core philosophy Be Brave, which means doing brave work that stands out, and Be Decent, which means acting with integrity. This philosophy has served them well, says Nathanson. Like other companies, G&G annually offers a handful of internships for recent university graduates, but at G&G the internships are paid. And although not a big employer, G&G picks up 100 per cent of the premiums for its people’s health and dental benefits. Says Cantalini: “It’s the right thing to do.” When it comes to building the team, fit is a critical criterion. “When we interview, we look for talented folks who take their work, not themselves, seriously.” Cantalini says. Harvey found the interview process enlightening. “I didn’t just meet with my boss, but also my boss’s boss, and then with Gino and with my future teammates,” she says. “I could interview them as well. It was a real exposure to G&G’s culture.” A positive culture is imperative at G&G. For Cantalini, it means “what you believe and how you act.” For Harvey, it also means “inviting, creative and fun.” OFFICE HAS A DARTBOARD, GAME TABLES, FULLY STOCKED SNACK CUPBOARD AND FRIDGE

She recalls that when she jointed G&G in a junior role, she quickly realized that her opinion mattered. One incident stands out. “Early on,” she recalls, “I was invited to a client holiday dinner party. And I was seated next to the client’s president. That showed I was trusted and appreciated.”

Our entrepreneurial spirit, desire to push boundaries and recognition that G&G is defined by our people is what I believe makes us a desirable place to work.”

— Gino Cantalini Co-Founder and Chief Operating Officer

Opportunity to grow is also important to Harvey. “G&G invests in you,” she says. “You have exposure to lots of avenues, and you can navigate your own path.” When G&G began, Cantalini says, “We didn’t set out directly to create a company that would appeal to young people. We wanted to build a place where we wanted to work, a place where you can succeed with integrity, a place where culture is important.” He adds: “Our entrepreneurial spirit, desire to push boundaries and recognition that G&G is defined by our people is what I believe makes us a desirable place to work.” Or as Harvey puts it: “At G&G, you’re not just an employee. You’re a part of the fabric of the agency. And that’s something special.”  MONTHLY BREAKFAST & BI-MONTHLY LUNCH, HOME DELIVERED DURING PANDEMIC

One of Canada’s Top Employers for Young People 2019, 2020, 2021

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

KPMG offers leading-edge opportunities for growth

 JOCELYN RAMSDEN WAS PART OF THE FIRST COHORT OF KPMG EMPLOYEES TO PARTICIPATE IN DIGITAL UNIVERSITY AND SHE CONTINUES TO SUPPORT NEW YOUNG PROFESSIONALS JOINING THE FIRM

ou could say Jocelyn Ramsden is paying it forward. She says she got so much out of her internship with KPMG LLP (Canada) four years ago that she was delighted to become a facilitator for the firm’s first ever virtual internship program this past summer. “I really enjoyed my internship experience,” says Ramsden, now manager, audit, in Vancouver. “It was a great opportunity to make connections with so many people and areas across the firm and see what a career path would look like at KPMG.” In 2020, the Toronto-based professional

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services firm decided to continue with the annual program but, for health and safety reasons, to deliver it virtually. Dubbed Power Up, it was redesigned to provide the interns across the country an opportunity to build their leadership skills and digital savviness, broaden their professional networks, and get an inside look at KPMG. Ramsden, who joined KPMG fulltime in 2016, was chosen to lead the skill development part of the program for interns from most of western Canada. For two days a week, she took them through the firm’s Digital Academy, focusing on the latest tools and technology powering

business in Canada. Ramsden was a natural to lead this given she was part of the first cohort of KPMG employees to enter Digital University, an industry-leading program at Simon Fraser University’s Beedle School of Business in Burnaby, B.C., created exclusively for KPMG. She obtained a graduate certificate in accounting with digital analytics after one year and will soon gain an M.Sc. in Accounting with Cognitive Analytics. The program is fully funded by KPMG LLP (Canada). Leveraging data and analytics, she notes, allows the firm to complete audits more efficiently and also offer clients more information about their enterprise. “The focus on innovation in digital capabilities has really come to the forefront as we adapt to the new reality of a remote work environment driven by the pandemic. “But KPMG had the foresight and the commitment to develop this program and upskill their employees well before the pandemic. It was a really unique and cool opportunity to showcase KPMG’s leadership with our interns and what set us apart from other firms.” The interns also spent two days a week working through elements of the firm’s Leadership Academy for young professionals, and a day with a “performance buddy” who could show how traditional client service unfolds. In the end, all were offered a full-time career role or another internship for 2021. The firm also continued its university co-op program each term, again virtually, and hired many of the previous interns. Once new recruits start, says Nicole Tomassetti, director of national talent

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attraction, they get a full introduction to the firm. “Right from Day 1 they get to see the opportunities available at KPMG – audit, tax and advisory. And from there they get to start to direct their career.”

We want to make the transition to KPMG a positive one with ongoing feedback from peers, mentors and managers that really helps our people learn and develop.” — Nicole Tomassetti Director of National Talent Attraction Mentorship is critical, she says. “We have a peer mentoring program so the new hire has an individual they can connect with to ensure that they're always feeling like they're part of the KPMG network,” she says. The mentors are generally only a couple of years out of school themselves. There are also more senior performance managers to offer mentorship on career goals and support their progress. “We want to make the transition to KPMG a positive one with ongoing feedback from peers, mentors and managers that really helps our people learn and develop.,” says Tomassetti. Ramsden says she’s grateful for that. “My performance manager and my mentors helped me understand what I was capable of and that pushed me to achieve more than I realized I could.”  LEARNING PLATFORMS AND TRAINING TO SUPPORT CAREER PROGRESSION

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Labatt grooms ‘well rounded professionals’

 LABATT PROVIDES AMPLE OPPORTUNITIES FOR TALENTED NEW RECRUITS LIKE JULIA HENDREN

ulia Hendren had never set foot inside a brewery until September 2020, when she landed a position as a packaging specialist with Toronto-based Labatt Breweries of Canada. But after two months in the company’s brewery training program, she had been introduced to every aspect of beer-making and was ready to go to work. “The program was super helpful,” says Hendren, a chemical engineering graduate SUBSIDIES FOR PROFESSIONAL ACCREDITATIONS AND DEVELOPMENT

from Queen’s University in Kingston. “I felt a lot more confident going into my first role following those two months of training.” Hendren was assigned to the company’s Edmonton brewery where she joined a team responsible for installing the enormous and complex equipment used to fill, cap and package freshly brewed beers. Her job was to write the standard operating procedures that will be used APPRENTICESHIP AND SKILLED TRADES PROGRAMS

Building a solid foundation for a strong future

to train future employees. “It was an awesome opportunity to be able to work on something like this,” she says. Brewery training is one of six introductory programs for young people joining the company fresh from university or college. Oksana Chuyko, vice-president people, says Labatt also offers training for those starting their careers in management, sales, human resources, supply chain and information technology. “A degree is an essential first step, but it doesn’t determine where you end up,” Chuyko says. “We’re very open-minded. I started in one of the training programs and made my way through multiple functions.” Chuyko joined Labatt straight from university in 2006. Her first job was in supply chain, which includes the logistics of distributing product from the breweries to retail customers. From there, she moved into sales before settling on human resources as a career. “Labatt does an exceptional job finding talented young people, supporting them with the right career path structure, and creating a foundation for success,” says Chuyko. “We provide clear direction while also opening up a range of opportunities to shape their careers.” Younger employees work closely with managers on career planning and development. The company conducts annual reviews to assess the progress someone is making and to determine their career goals. “Based on their aspirations, we work at moving people into new roles,” she says. “We’ve had young people who have moved from sales to logistics and conversely, from logistics into sales.”

For her part, Hendren says, working in a brewery has proved to be the right place to start her career, given that her degree includes a specialty in biochemical engineering. “With my background, brewing really interests me,” she says. “But ultimately, if you’re interested in a certain area and have the skills, the great thing about Labatt is that they’re happy to put you in a new department, even if you don’t have experience.”

Labatt does an exceptional job finding talented young people, supporting them with the right career path structure, and creating a foundation for success.” — Oksana Chuyko Vice-President People

Working in completely different roles is one way the company develops what it calls “well rounded professionals.” It also fosters teamwork. “We find that when people have experience in different functions they are able to put on the other person’s hat,” says Chuyko. “So, when it comes to working collaboratively the barriers get removed more quickly. They have a cohesive view of how the company operates overall, as opposed to just their departmental team.” 

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Manulife’s core values hold a lot of youth appeal

 MANULIFE'S YOUNG EMPLOYEES CELEBRATING PRIDE AND DIVERSITY

lthough Ellie Silcher studied accounting and financial management at the University of Waterloo, she wasn’t entirely sure accounting was the career for her. But after two four-month internships with Manulife during the winters of 2018 and 2019, Silcher knew she had found her calling. “With accounting and finance, there’s this stigma that it’s boring, dry and repetitive,” she says. “But what I found was exactly the opposite. The Manulife internships showed me this field of work could be diverse, exciting and innovative.” Since joining the insurance and financial services firm full-time as an accounting MENTORSHIP AND COACHING PROGRAMS

analyst in September 2019, Silcher has appreciated the strong support she’s received as she pursues her Chartered Professional Accountant (CPA) designation, a process that takes up to three years to complete. That support includes mentorship, paid study leave, and reimbursement for preparatory courses for the CPA exam. At the same time, Silcher has enjoyed the opportunity to take on increasingly complex and interesting work assignments as well as a workplace culture that remains collaborative and engaged – despite the limitations imposed by the COVID-19 pandemic. “Manulife is a large company, but it still feels like a tight-knit community,” says ON-THE-JOB TRAINING AND CAREER DEVELOPMENT

Silcher. “Even after months of working remotely, I feel very connected to my colleagues and managers.” When the pandemic struck, Manulife pivoted quickly to employees working from home. The company also adapted so that its popular co-op program and internships, as well as its general recruitment and onboarding efforts, proceeded virtually. “At a time when students, in particular, were worried about their futures, we continued welcoming them and tried to make it a positive and personal experience,” says Lisa Butler, head of talent acquisition and chief diversity officer. Leaders and managers were given the tools and encouraged to stay in close contact with their teams. A popular feature, says Butler, are the regular “Ask Me Anything” sessions, during which employees, no matter how junior, can pose questions to the executive leadership team. Those sessions, previously done in person, have been delivered virtually in recent months. When it comes to new employees, Manulife looks for people who are a good fit with its values-based culture. Those values include doing the right thing, thinking big, getting it done together and an obsessive focus on customer satisfaction. Another core value is to “share your humanity.” This value helps encourage volunteerism as well as build a supportive and diverse workplace culture. Employees are given a paid day annually to volunteer for a charitable or non-profit organization of their choice. They are also encouraged to give back in other ways: instead of holding year-end parties in 2020, Manulife gave all 35,000 global staff members the equivalent of C$50 to pay TUITION ASSISTANCE FOR EXAMS AND CERTIFICATIONS

To be a winning team, we invest in top young talent.

forward as an “act of kindness” toward others. Social media immediately lit up with stories of employees contributing to food banks, homeless shelters and other worthy organizations.

Young people are attracted to employers who are focused not just on the bottom line, but on ensuring diversity in the workplace and investing in the greater good.” — Lisa Butler Head of Talent Acquisition and Chief Diversity Officer Manulife’s commitment to diversity is reflected in the commitment it made earlier this year that at least 25 per cent of its new graduates would be Black, Indigenous or People of Colour in North America – a goal it has already far exceeded. “Share your humanity” is a popular value across the organization, but particularly among young employees. “Young people are attracted to employers who are focused not just on the bottom line, but on ensuring diversity in the workplace and investing in the greater good,” says Butler. Silcher concurs. “Manulife’s values are highly visible,” she says. “You see them on the office walls and they are talked about in almost every meeting. That’s a big attraction of working here.”  ACCESS TO A RANGE OF EMPLOYEE RESOURCE GROUPS

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PCL’s youth-friendly style builds careers

 PCL OFFERS A WORLD OF OPPORTUNITY FOR YOUNG PEOPLE STARTING THEIR CAREERS

ven a decade later, Aravinthan Ahileswaran remembers the exact date: June 15, 2011. Ahileswaran, then a University of Waterloo management-engineering student, was preparing for an on-campus interview for a prized co-op program placement with PCL Construction, the Edmonton-based international construction firm giant. “I’d

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already had two co-op placements with other companies,” he says, “but I was really pumped for this one.” Ahileswaran explains: “I had read all about PCL and was super ecstatic about the interview. But when I walked into the room, I was super nervous.” He needn’t have worried. “The HR people put me at ease right away,” MORE THAN 50% OF ENTRYLEVEL POSITIONS FILLED BY FORMER STUDENTS

Ahileswaran recalls. “First, we talked about Game 7 of the Stanley Cup finals that night. They were very easy to speak with: fun, relaxed and personable. And when I left, I was fairly confident that they would choose me.” They did, and Ahileswaran also chose to take his next three co-ops with PCL. “The people were amazing,” he says. “Even though I was a student, they treated me as a member of the team. And there was always someone ready to offer a helping hand with a smile.” When he graduated in 2014, there was a PCL job waiting for him in the Toronto area. He didn’t hesitate. A sense of shared values sealed the deal. “I wanted to work at a place where there was a sense of purpose, as well as opportunities for growth,” says Ahileswaran, now a superintendent on a massive provincial government office retrofit in Toronto. “Every day on my way to work, I feel proud as I pass by a hospital I helped to build. I know it is benefiting people in need. Everything we do at PCL has a greater significance and purpose.” Ahileswaran has also had plenty of growth opportunities in the past decade and is currently in PCL’s accelerated superintendent development program, which focuses on fast-tracking development for PCL’s rising stars. Now, he is looking forward to enrolling in its prestigious Leadership Academy to continue his career growth. Meanwhile, Ahileswaran is proud to be part of the 90 per cent of staff that owns a piece of PCL through its employee-share purchase plan. PCL is 100-per-cent employee owned. “I couldn’t wait to become a shareholder,” Ahileswaran says.

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“It makes you care a lot more about your work since you own a piece of the pie. It also creates a sense of belonging.” Mike Olsson, PCL’s vice-president of human resources and professional development, says that’s the idea. “When new hires come aboard,” he says, “they are embraced and supported because when they are successful, everyone benefits.”

Even though I was a student, they treated me as a member of the team.” — Aravinthan Ahileswaran Superintendent While Ahileswaran’s path to PCL was paved by its co-op program, mostly filled by engineering students, Olsson stresses that students from other disciplines also have opportunities to intern at the company. “At any one point in time, nearly 10 per cent of our staff can be students,” he says. “We work with more than 50 post-secondary institutions to fill up to 600 four-month work terms. It speaks to our confidence in young people.” Clearly, that approach is working. More than half of entry-level hires are former PCL student workers. “The exposure we offer is second to none,” Olsson says. “For a young person, the PCL world’s an oyster.” These days, Ahileswaran is a mentor to incoming hires. And he returns to Waterloo to sit in on the co-op interviews. “I can imagine what’s going on in their heads, and I do whatever I can to relax them. It’s cool.” 

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Providence encourages every voice to be heard

 HUMAN RESOURCES ANALYST FOR PEOPLE AT PROVIDENCE HEALTH CARE

etween the ages of eight and 12, Paige Lougheed struggled with obsessive-compulsive disorder. So when she was job-hunting as a young adult, a posting for a youth peer support worker in a mental health program at Vancouver-based Providence Health Care caught her eye. “I wanted to get into peer support because when I was young and having mental health issues, I didn’t have a peer who PAID TRAINING AND INTERNSHIPS FOR A WIDE RANGE OF ROLES

understood what I was going through,” says Lougheed. “I really like talking to young people and being a role model.” Providence is one of the largest faithbased healthcare providers in Canada, operating 17 sites across British Columbia and often serving society’s most vulnerable, including youth. Twenty-five-yearold Lougheed, who previously worked in student housing at a university, joined Providence in April 2020.

Through an initiative called Foundry BC, she delivers phone, video and text support to British Columbians between the ages 12 and 24. “At Providence, we break down barriers for young people who are dealing with a range of mental health issues – anxiety, depression, loneliness, substance use,” says Lougheed. “I’m always amazed at how resilient they are.” She is also amazed at how her co-workers come together to provide the very best support and care. “Providence is one of the most collaborative places I’ve ever worked,” she says. “I feel like I’m equal to the counsellors, and that my input is really valued.” Due to COVID-19, Lougheed is working from home and looks forward to meeting her colleagues in person as soon as it’s safe to do so. Yet she still feels very much part of a cohesive team. “Because we’re all working together to serve young people, we all feel connected to each other,” she says. Providence’s senior leaders recognize that many millennials are looking for more than just a job. “This generation of young people wants to be part of something with meaning – and that speaks to our values and mission of caring with compassion and respect,” says president and CEO Fiona Dalton. Being a fairly small health organization comes with career-growth advantages. “There’s less of a hierarchy based on power or how long you’ve worked here,” says Dalton. “That means we have more nimbleness and flexibility for people to move up more quickly.” Informal mentorship is part of the growth strategy. Senior leaders also try to

COMMITMENT TO RECONCILIATION & IMPROVED WELLNESS FOR INDIGENOUS PEOPLES

Proud to be one of Canada’s Top Employers for Young People and Best Diversity Employers Driven by compassion and social justice, we are at the forefront of exceptional care and innovation. Join us in our mission to serve those most in need. Visit providencehealthcare.org/careers

ATTENDS CAREER FAIRS ORGANIZED BY COMMUNITY ORGANIZATIONS

create an environment where every voice is heard by encouraging all employees to think about, and then to suggest, what could be different and better for every service. They want to hear from everyone from nurses and doctors to staff in longterm care facilities to members of the finance and communications teams.

Young people want to be part of something with meaning – and that speaks to our values and mission.” — Fiona Dalton President and CEO

Providence is proud of how it cares for not only its patients but its people. “We’re like a family, and we look after each other,” says Dalton. “Everyone appreciates that, but I think especially young people.” In spring 2021, Providence is expected to break ground for the construction of a new, expanded St. Paul’s Hospital and health campus in Vancouver. “Right now we can’t compete with employers with nice gyms and social spaces, but our new build will result in a state-of-the-art, globally renowned and patient-centred care, research and teaching facility,” says Dalton. “We can promise that if you work here, you’ll be part of some really cool projects that can change the world.”  INDIGENOUS CULTURAL SAFETY TRAINING

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Rio Tinto puts graduates on the path to success

 MALLORY SEWARD JOINED THE FINANCE TEAM AT RIO TINTO’S BC WORKS ALUMINIUM SMELTER IN KITIMAT AS A GRADUATE

allory Seward and Umaima Hassaun both travelled far for their first big career break. Seward, a native Newfoundlander, earned her commerce degree from Memorial University in St. John’s. Umaima Hassaun, a native of Kuwait, graduated from the University of Manitoba with a degree in electrical engineering. In 2019, they both landed in the northern British Columbia community of Kitimat to work at Rio Tinto’s BC Works aluminum smelter as part of the company’s signature graduate program. SUBSIDIES FOR PROFESSIONAL ACCREDITATION AND DEVELOPMENT

Across many disciplines, the two-year Graduate Excellence Path program offers graduates a blend of on-the-job training, mentorship and networking, as well as opportunities to interact with other Rio Tinto graduates from around the world. “The graduate program was a major part of the recruitment appeal for me,” says Seward. “The biggest benefits are the learning and networking, not just with other graduates, but with senior executives I never expected to be in the same room with at such an early point in my career.” For Hassaun, mentorship is the key. “I have a mentor for the technical work

I do on site and a leadership coach who is helping me build my personal and leadership skills,” she says. “I also do rotations with a number of departments, so it’s great for having different perspectives of learning.” Both women praise Rio Tinto’s generous relocation process, including the fact they were flown in for a site visit before deciding whether to accept the jobs in Kitimat. “There can be a level of intimidation when you start a new job in a new place,” says Seward. “The graduate program smooths that all out and provides a nice transition between school and the workplace.” In addition to producing aluminum, iron ore, titanium and diamonds from several Canadian sites, Rio Tinto operates in more than 30 countries. Montréal is one of the company’s three major hubs and home to Rio Tinto’s Processing Centre of Excellence. “Our graduate program is designed to prepare the next generation of professionals for the leadership roles of the future,” says Maxime Savignac, vice president, human resources, Rio Tinto Aluminum. “We are always impressed by the innovative spirit, problem-solving skills and maturity of our graduates and proud to see many of them pursue a long-term career at Rio Tinto.” For Hassaun and Seward, it’s also been a chance to shine on a global stage. They recently participated in an internal, international competition, called “the innovation pitch,” and emerged as part of the winning team. The competition asked participating graduates a simple, but ambitious, question: If there were no limitations, what

APPRENTICESHIP AND SKILLED TRADES PROGRAMS

ONLINE AND IN-HOUSE TRAINING PROGRAMS

Tracking wolverines across the tundra – something I couldn’t have guessed I would ever do. This has got to be the best job in the world.” Sean, environmental specialist

You never know where a career at Rio Tinto will take you. www.riotinto/careers.com

would you do to make the world a better place? The winning team, which also included Rio Tinto graduates based in the Northwest Territories, Québec and Utah, proposed a global sustainability index, across industries and commodities, that would give consumers the ability to easily assess the sustainability of a given product.

Our graduate program is designed to prepare the next generation of professionals for the leadership roles of the future.”

— Maxime Savignac Vice President, Human Resources, Rio Tinto Aluminum

“The idea is that if you walked into a store and were looking at two jars of something you wanted to buy, each would have a price tag as well as a number that told you how sustainably the product was made,” says Seward. “So if both are the same price, you pick the more sustainable one.” The winning team got the nod to pitch the idea directly to Rio Tinto’s executive leadership committee. “The whole idea is in keeping with Rio Tinto’s commitments to having the lowest possible carbon footprint and other green initiatives,” says Hassaun. “It’s a very impressive part of working here. 

MENTORING PROGRAM

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Rogers invests in the next generation

 A ROGERS NEW GRAD WORKS FROM THEIR HOME OFFICE

n 2020, Cerolia Kim was one of 136 young people chosen from more than 10,000 applicants to join the New Grad Leadership Development Program at Rogers Communications. And she was thrilled by the confidence the company placed in her from the start. Kim, 24, who has a bachelor’s degree in business administration and started the program in July, was assigned last fall to manage one of the digital marketing team’s biggest annual projects, the ON-THE-JOB TRAINING AND CAREER DEVELOPMENT

“Wrapped in Red“ event, which offers customers Black Friday and holiday season deals. “The most notable thing for me when I started at Rogers was that you’re not treated like you’re in an entry-level position – you’re treated like so much more than that, like a professional, valued employee,” she says. “From Day 1, Rogers gives you so many meaningful projects. To see our annual ‘Wrapped in Red’ event come to TUITION ASSISTANCE FOR EMPLOYEES INTERESTED IN FURTHER EDUCATION

life has been exciting for me, and I’m sure other new grads would say the same: at Rogers they trust you from the get-go and you get to contribute real work and develop key skills.” “Another reason I joined the new grad program was because of Rogers culture,” she continues. “There are so many opportunities to make a real difference here, from supporting our community initiatives to the impactful work we get to do everyday.” New grads can also join one of five employee resource groups to get support as self-identifying, equity-seeking team members and to learn more as allies as Rogers continues to build a more inclusive culture. Rogers rotates candidates in the new grad program through three lines of business to experience different roles firsthand and discover their strengths. From the start, each participant is a full-time Rogers employee and continues to be once their 12- to 18-month program is up. The new grad program is available to people who graduated from post-secondary institutions within a year of the application deadline, and it also accepts people who are already working in Rogers frontline positions, such as at call centres or retail stores. “Growing and developing our people is at the heart of Rogers,” says Akanksha Malik, the company’s senior director of talent acquisition. “It’s our biggest driver of engagement, and a top priority. We want to make sure our people continue to grow and build their careers with us – when they start as new grads, it’s just the start.” The new grad program, she continues,

is a notable example of Rogers’ commitment to developing future leaders and driving innovation. “Rogers has a long history of investing in the next generation, and we’re committed to making it the top destination for people to start their careers in Canada. It’s so important to have young voices at the table and bring in new perspectives.”

Growing and developing our people is at the heart of Rogers.” — Akanksha Malik Senior Director, Talent Acquisition

One of the ways Rogers grooms its new grads is holding workshops on topics such as how to communicate effectively and how to navigate stress and build resilience, she notes. More important, there are regular (now virtual) meetings hosted by senior leaders, including CEO Joe Natale, and with managers and coaches. “Everything the new grad program offers has been so helpful,” says Kim, “I’ve received wisdom from so many leaders, even virtually. They’re so supportive, and I always feel like they’re listening and value my perspective.” Kim is already speaking with her managers about her long-term goals. “I’m learning how to leverage my strengths to showcase leadership even if I’m in an entry-level position. At Rogers, there’s so much support to help get me to where I want to be in five or 10 years, and I’m excited for that.” 

SUBSIDIES FOR PROFESSIONAL ACCREDITATIONS AND DEVELOPMENT

PAID INTERNSHIPS AND CO-OP TERMS FOR STUDENTS

Together, we make more possible. See why we’re one of Canada’s Top Employers for Young People at jobs.rogers.com

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

RBC is committed to offering more than a job

 A STILL FROM A VIDEO OF RBC EMPLOYEES WELCOMING STUDENTS TO RBC VIRTUALLY TOGETHER, ITS 2020 VIRTUAL SUMMER STUDENT PROGRAM enny Poulos, senior vice president of talent services & operations at RBC, was in the middle of a big job when the COVID-19 pandemic made it even bigger. Poulos was leading RBC’s hiring program to provide training to over 1,400 summer students globally. By March 2020, she and her team had extended nearly all the offers of employment when the full impact of the pandemic hit. RBC quickly introduced an array of measures to ensure the health and safety of its employees and clients, including temporarily closing some

CAREER PLANNING SERVICES

branches across Canada and many of its offices worldwide. Like the majority of RBC’s 85,000+ employees, Poulos began working from home while handling her usual responsibilities. Ensuring RBC’s virtual workplace would provide the experiential learning that has benefited previous summer students became a top priority. “We always want to give them more than a job,” says Poulos. “We’re determined they have meaningful work. So it wasn’t a question of what we were going to do, but how.” TUITION SUBSIDIES FOR COURSES, RELATED OR NOT TO AN EMPLOYEE’S POSITION

RBC, one of Canada’s largest employers, helps thousands of young people each year gain practical work experience and make informed career decisions. As well as summer jobs, co-op placements and internships provide them with coaching, feedback and opportunities to develop skills for the future year-round. The bank also has a range of innovative tools and resources for self-directed development. First, however, the students had to be onboarded virtually. While they waited for one of the 1,400 laptops RBC was distributing, they could download an app on their own devices to stay connected and to access information about RBC’s culture and corporate organization prior to their start date. In years past, students had opportunities to interact with RBC’s senior leaders. Thanks to their ongoing support, the custom continued, starting with an introductory conference via satellite. They were also accessible through virtual town halls and less structured settings like coffee chats so students could build their networks despite being at home. Jeanelle Suarez is one summer student who moved on to a full-time position. Today, she’s a coordinator, digital marketing and analytics, RBC Wealth Management. But she became familiar with RBC’s approach to career readiness even before she started working there. As a post-secondary student studying creative advertising in Toronto, Suarez needed to complete a co-op placement before graduating with her BA. To hone her job search and interviewing skills, she used Prepped, a free digital platform offered by RBC Ventures. With its suite of interactive tools and exercises, Prepped provides job SUBSIDIES FOR PROFESSIONAL ASSOCIATION MEMBERSHIPS

seekers with a personalized program to develop the skills employers want. “I was looking for a challenge to help me grow professionally and RBC delivered,” says Suarez, whose placement began in January 2020. “I expected I’d be in a fixed role, but they asked me a lot about what I wanted. RBC understood my strengths and allowed me to continue developing my skills beyond my role.”

I was looking for a challenge to help me grow professionally and RBC delivered.”

— Jeanelle Suarez Coordinator, Digital Marketing & Analytics – RBC Global Asset Management

As she transitioned from intern to summer student to full-time employee, Suarez achieved her goal of working on a long-term project. She also experienced the shift from working on RBC premises to a virtual workplace. She says RBC helped allay her initial concerns about becoming isolated with new online tools that facilitate both virtual collaboration and informal social connections. At the same time, Suarez says, her managers have stayed in close contact, pointing her to available resources and paying particular attention to her well-being. “I never once felt pressured to do more than I had the capacity for,” she adds. As Poulos sees it, RBC also learned a key lesson from the summer student program: “It’s helping us shape our new world of work.”  PAID INTERNSHIPS AND COOP TERMS FOR STUDENTS

We’re delighted to be recognized as one of Canada’s Top Employers for Young People. We are focused on creating opportunities for students and young people to build new skills and gain the experience they need to accelerate their careers.

Imagine what comes next at jobs.rbc.com

CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE 2021

Technology and innovation attract talent to Teck

 RACE21™ IS TECK’S TECHNOLOGY INNOVATION PROGRAM TO TRANSFORM ITS MINING OPERATIONS

hen Jordan Dubchak saw an ad recruiting data scientists for Teck Resources Limited, a diversified resource company based in Vancouver, she was intrigued. “I found it interesting that a mining company was embracing technology,” says Dubchak, who came onboard as a data scientist last April. “I also liked that it’s a very supportive and collaborative environment with a big emphasis on team. My role is on SUBSIDIES FOR PROFESSIONAL ACCREDITATIONS AND DEVELOPMENT

the water and tailings side, looking at data and using predictive analytics to further optimize water treatment and enhance our approach to managing tailings.” Dubchak is part of RACE21™, Teck’s technology innovation program to transform its mining operations. The goal is to harness technology and innovation to generate significant new value and further enhance safety, sustainability and efficiency across the entire company. Because of the COVID-19 pandemic, APPRENTICESHIP AND SKILLED TRADES PROGRAMS

Dubchak has worked remotely since joining Teck. Her welcome included several virtual events designed to help new hires get settled. “A group of us all joined around the same time, and we had full dedicated onboarding support from the start,” says Dubchak. “The RACE21™ team holds regular virtual town halls where everyone gets together to discuss what’s going on in the broad program and to keep us in the loop. We feel very much included, like we’re one big team.” Varun Indurthi, who started as a co-op student last May, is also a data scientist in the RACE21™ group, dealing with sensor data from the haul trucks and shovels. He says data analytics can play a big role in operating practices to improve Teck’s productivity and reduce its carbon footprint through less consumption of fuel. “As one of the pioneers in mining technology, I feel I’m contributing to managing mining in a very sustainable way,” says Indurthi. “On a personal level, I’m very conscious about building a sustainable future and reducing greenhouse gases. I feel I’m in a good place to contribute both to the environment and my career as well.” Dubchak also sees herself as a good fit for the company, as Teck’s values around sustainability and the environment align with hers. As well, she appreciates how Teck’s management is modelling a healthy lifestyle and work-life balance. “That’s important to me and one of the things that drew me to this project,” says Dubchak. “Another is that I’m constantly learning something new so I’m never bored. “Because Teck has people from so many different professional and academic ON-THE-JOB TRAINING AND CAREER DEVELOPMENT

backgrounds, we find really interesting ways to solve different problems, which makes it so much fun,” she says. “We can make a difference to mining with this new technology we’re embracing and that is super exciting.”

We can make a difference to mining with this new technology we’re embracing and that is super exciting.” — Jordan Dubchak Data Scientist Greg Brouwer, vice president, transformation, says the RACE21™ initiative builds on Teck’s long history of innovation. He describes it as a company-wide approach to renewing Teck’s technology infrastructure, accelerating and scaling its automation and robotics program, connecting its data systems to enable broad application of advanced analytics and artificial intelligence, and empowering employees to create new opportunities. “Through RACE21™, we are transforming how we mine to reduce operating costs and continuously optimize safety, sustainability and productivity, while empowering our people to better solve complex problems and generating significant improvements,” says Brouwer. “The program is being advanced across Teck by teams of talented and dedicated individuals whose work is helping ensure a strong future for our company.”  PAID INTERNSHIPS AND COOP TERMS FOR STUDENTS

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