Canada's Top Employers for Young People (2024) by Canada's Top 100 Employers

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 This year marks the 22nd edition of Canada’s Top Employers for Young People, an annual competition organized by the editors of the Canada’s Top 100 Employers project.

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‘Gen Z’ is here and know what they want

LIST OF WINNERS:

Canada’s Top Employers for Young People (2024)

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CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024) SPONSOR CONTENT

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

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

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Sponsored Profile Writers:

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Brian Bergman Brian Bethune Deb Bourk Abigail Cukier Mary Dickie Jane Doucet Patricia Hluchy D’arcy Jenish Diane C. Jermyn

Sara King-Abadi Allison Lawlor Tom Mason Rick Mcginnis Kelsey Rolfe Diane Sims Barbara Wickens Barb Wilkinson

©2024 Mediacorp Canada Inc. All rights reserved. Canada’s Top Employers for Young People is a product of Mediacorp. The Globe and Mail distributes the magazine online but is not involved in the editorial content, judging or selection of winners. CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE is a registered trade mark of Mediacorp. Editorial inquiries: ct100@mediacorp.ca

 New grads who join Manulife can take part in an extensive co-op program with exposure to a wide range of fields that includes opportunities to volunteer, network, participate in international assignments, and connect with the company’s executive team.

or young Canadians looking for their first job, it’s often difficult to get a clear idea of which industry offers the best prospects and, within an industry, which employers provide the best opportunities for advancement. This was true 22 years ago when we launched the Canada’s Top Employers for Young People competition and it’s just as challenging today. Browsing through career advice columns or self-help bestsellers, you might be forgiven for thinking that it simply boils down to a question of ‘following your passion’ or the more prosaic ‘do what you love, the money will follow.’ Indeed, these bromides have almost become an article of faith at campus career centres. The problem with this kind of advice is that most young people simply don’t know yet which occupation fills them with the passion or job satisfaction. They also haven’t seen enough of the job market to realize whether Canada’s labour market rewards their chosen occupation with a salary that makes their other dreams possible. The better advice, surely, is to focus on industries that have a stable future and, within these industries, choose an employer that actively invests in young people. Finding the right employer that can develop your skills and let you try working in various areas of the organization — such as rotations through functional areas like sales or finance

— will set you up for success. A young person might not even realize he or she would be talented in a particular area, or understand how pay levels can differ, but after a bit of experience and exposure to different areas, they can focus on a particular career path with vastly more confidence. A tremendous reward also awaits employers that are able to integrate successfully recent graduates and students into their workforces. By 2050, Canada will have one of the oldest populations in the hemisphere.† Let that sink in for a moment: it will be increasingly difficult to recruit and retain staff because there will simply be far fewer Canadians in their working years as a share of our population. In this year’s announcement magazine, you’ll discover the employers that are investing in young people — and learn how they are creating a place for new grads to build careers and thrive. More than just ‘following your passion’, Canada’s Top Employers for Young People make it easier for younger job-seekers to thrive as we enter a period where they will have more career choices than ever. –Tony Meehan

† “How a Vast Demographic Shift Will Reshape the World,” New York Times, 16 July 2023.

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024)

UBISOFT

SPONSOR CONTENT

 Students and new graduates at video game publisher Ubisoft Canadian Studios are paired with a mentor to provide focused one-on-one support towards career development.

Introduction

The new kids are here and they’re all grown up s the latest wave of Generation Z adults (born after 1996) arrives in the workplace, Canada’s Top Employers for Young People (2024) are focused on creating the kind of environment that resonates with this talented cohort. Considering Gen Z is expected to make up 30 per cent of workers by 2030, that’s critical for any organization wishing to attract and retain the best. And what does Gen Z want from an employer? Values are a great place to start because above all, Gen Zs want to work for companies whose values align with their own so that work has a higher purpose beyond just earning a (competitive) salary. With 20 per cent of open roles targeted for new graduates, BlackBerry Ltd. in

Waterloo, Ontario, hires hundreds of students each year in paid positions ranging from four to 12-month contracts. The company’s chief human resources officer, Nita White-Ivy, sees directly how Gen Z wants to contribute towards making the world a better place. “Gen Z is the first generation to grow up in this increasingly connected world,” says White-Ivy. “The modern-day smartphone was likely already in their parents’ hands when they were born – thanks to BlackBerry. Their baby pictures were likely posted on social media, and they attended school remotely, while entertainment, social interaction and even dating were completely transformed by technology. They’ve lived their whole lives in a connected world and see its power. “They also see when it goes wrong and

how bad actors can negatively impact people’s lives through cyberattacks and data breaches. That’s where BlackBerry comes in. We’re at the forefront of creating a secure and connected world, a mission we know our young employees proudly support.” White-Ivy says questions from Gen Z candidates are targeted around understanding the company’s culture and making sure they’d be contributing to meaningful and impactful work. On the culture side, the questions are about work-life balance, work arrangement flexibility and company social events. On the work side, it’s about specific projects, the level of collaboration between teams and the opportunities available for development and growth. “We see that Gen Zs want organizations to support them on their career journey

and to know that the organization cares as much about their career development as they do,” says White-Ivy. “Our Gen Zs tend to be more vocal and self-advocate for their career growth. They are curious and continuous learners who’ve grown up in a time where information on almost anything was readily accessible to them. “We want to meet our learners where they’re at and how they’re most comfortable learning. Our programs are designed to do just that – to be accessible to our employees wherever they are in their career journey and support them along the way.” A recent LinkedIn Employee Well-being Report put opportunities to learn and grow as number one on what Gen Z wants in an organization’s culture. Ubisoft Canadian Studios starts the learning process with Warmup – a nine-week

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onboarding program that includes hard and soft skills training as well as culture orientation. All students and new grads are also paired with a mentor to provide one-on-one support on career development. Louis-Pierre Sarrazin, director of talent development and organizational evolution at Ubisoft Montréal, says graduate students enter Warmup based on their programming expertise and their interest in working for Ubisoft, a leader in global game development. They’re not selected outright for a specific position in a specific team. “It’s only after they’ve gone through the Warmup experience that they’re placed in a team,” says Sarrazin. “By then, the employee and the organization have had the opportunity to better understand the employee’s strengths and identify the available opportunities that are best aligned for their profile and aspirations.” Sarrazin says the program aims to create an environment where it’s safe to make mistakes and learn – without interference from performance objectives. “It’s a question of focus,” says Sarrazin. “By allowing graduate students to invest 100 per cent in their development during their first nine weeks, we ensure that we create the best conditions for success for the rest of their journey. “We also explain how to address different situations in the workplace, what to expect from others, what will be expected of them and to promote the kind of mindset that leads to success and growth – like how to react and leverage tough feedback. By being better prepared to address some of the most defining moments of an early career, we provide the key ingredients to reduce anxiety and increase resilience.” Alan Bouchard, director of people and culture at Aboriginal Peoples Television Network Inc. (APTN) in Winnipeg, says Gen Z isn’t afraid to talk about their mental health, which has helped reduce the stigmatization around it. He says APTN offers excellent benefits for psychological services, including a new benefit they’re introducing for intermediate and long-term care. “We have to be trauma-informed and approach everything with the spirit of truth,” says Bouchard. “I am Métis so I feel it and hear it and understand where our young folks are coming from after over 400 years of loss and colonization.

Our elders tell us that we need to think seven generations ahead and we’re still on that path of healing and recovery, so there is an added layer of support and understanding that has to come in when we’re working with Indigenous individuals.” In the recruiting process, Bouchard says candidates typically ask about workplace culture. Flexibility is a big issue, especially after the pandemic. Currently, APTN requires folks to come into the office two days per week, which most candidates are happy to hear. More critically, they want to ensure that they’re going into a workplace that is caring and going to meet their needs. “This generation is very culturally aware,” says Bouchard. “They know about equity, diversity and inclusion and that’s very important to them. They really want people to be treated fairly and consistently. “We hear a lot of Gen Zs say, I want to do a ‘vibe check’ – that’s their vernacular – when they’re questioning us about our culture. What am I walking into? Candidates want to know who they’re going to be dealing with on a day-to-day basis and if that’s going to be a good personal fit.” He’s also noticed that Gen Z will leave an organization quickly and abruptly if they’re not happy, especially if an organization isn’t meeting their needs. “Because they’re a very fast-paced generation, they want to keep moving and trying new things,” says Bouchard. “If they see an opportunity, they’re going to go for it. That makes things a lot trickier for employers because we want to retain.” With respect to learning and development, the younger generation wants things to be online, interactive, entertaining, technical, fast-paced but also fun. “Gen Z doesn’t see learning as a one-shot deal,” says Bouchard. “It’s almost like scrolling on TikTok. They want it quick, easy and repetitively. While they want corporate training, they don’t want lengthy full-day sessions. In reality, we can probably get a good chunk done in one or two hours, so that’s where I’m going forward with our training. They’re telling me, just give me the information – be brief, be bright. “What they want is reasonable. They’re bringing a lot of value with their perspective.” – Diane Jermyn

 Providence Health Care in Vancouver provides a range of early-career opportunities in both clinical and administrative areas.

VENDASTA

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PHC

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024) SPONSOR CONTENT

 Technical employees at Saskatoon-based Vendasta Technologies are offered quarterly hackathons to solve exciting and challenging software problems.

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024)

DENTONS

SPONSOR CONTENT

2024 WINNERS  Dentons Canada offers new graduates a dedicated student curriculum with coaching from senior leaders and learning seminars to build their legal skills.

BB CANADA, Saint-Laurent, Que. Engineering and technology services; 3,078 employees. Launched a new two-year rotational program called ABB Discovery to enable graduates from various disciplines to explore different roles. ABORIGINAL PEOPLES TELEVISION NETWORK INC. / APTN, Winnipeg. Television broadcasting; 145 employees. Works with the Journalist for Human Rights’ Indigenous reporters program to provide onsite training and opportunities for content development for interns who self-identify as Indigenous. ACCENTURE INC., Toronto. Professional services; 6,207 employees. Manages a

dedicated 12-month apprenticeship program for young people facing barriers to employment, organized in partnership with NPower and other community partners. AIG INSURANCE COMPANY OF CANADA, Toronto. Direct property and casualty insurance carriers; 368 employees. Manages an early-career analyst program that features a First 100 Days initiative to support graduates as they transition from school to work. AIR CANADA, Saint-Laurent, Que. Air transportation; 33,153 employees. Offers a buddy system to help young professionals integrate into the organization as well as access to a suite of online learning videos for self-directed learning.

ALBERTA INVESTMENT MANAGEMENT CORPORATION, Edmonton. Provincial crown corporation; 592 employees. Offers student loan repayment assistance for eligible programs, to a total of $12,000 in repayment, for up to three years after graduation. ARCELORMITTAL DOFASCO G.P., Hamilton. Iron and steel mills; 4,709 employees. Facilitates one of Ontario’s largest trades apprenticeship programs in partnership with Mohawk College, offering on-the-job hours, a certificate of qualification exam, and a certificate of apprenticeship upon completion. ATCO GROUP, Calgary. Energy, transportation and infrastructure

development; 5,350 employees. Hosts special onboarding sessions for new students which includes executive guest speakers, activities that help students get to know their peers, and a session on company resources. AUSENCO ENGINEERING CANADA INC., Burnaby, B.C. Engineering services; 574 employees. Creates space for young professionals to connect and grow through the Ausenco Emerging Professionals group, a network for young professionals.

ASF CANADA INC., Mississauga. Chemical manufacturing; 1,106 employees. Helps students feel welcome during the earliest days of their careers with a one-week summer student orientation featuring

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EVENT IMAGING/BELL

2024 WINNERS

presentations from various departments, e-learning, and social activities. BC HYDRO, Vancouver. Hydroelectric power generation; 7,050 employees. Manages a two-year engineer-in-training program, comprised of rotations across various work sites and a curriculum of technical and professional development training. BC PUBLIC SERVICE, Victoria. Provincial government; 34,366 employees. Supports a 12-month Indigenous Youth Internship program that features a nine-month placement with a government ministry, followed by three months working with an Indigenous organization. BELL CANADA, Verdun, Que Communications; 36,561 employees. New graduates from across the country are invited to the Bell Grad Leadership Summit, which features presentations from executive leaders, Q&A, panel discussions and a 5@7 networking event.

 Participants in the Bell Canada Grad Leadership program attending the telecommunications firm’s Leadership Summit.

BRUCE POWER

BLACKBERRY LIMITED, Waterloo, Ont. Secure software and services; 1,681 employees. Supports a student-led Blackberry Student Social Committee that organizes events and development opportunities across the company’s Waterloo, Ottawa and Mississauga locations. BLAKE, CASSELS & GRAYDON LLP, Toronto. Law firms; 1,361 employees. Launched the Black@Blakes Internship to provide Black-identifying law students with paid internships at the firm. BOSTON CONSULTING GROUP OF CANADA LIMITED, Toronto. Management consulting; 542 employees. Hosts a Bridge to Consulting workshop to enable first- and second-year students from underrepresented groups to explore life as an associate at the firm and improve their interview skills. BRUCE POWER LP, Tiverton, Ont. Nuclear power generation; 4,167 employees. Hosts a monthly speaker series for students featuring senior leaders discussing long-term career paths at the organization.

AE INC., Saint-Laurent, Que. Aviation and defence systems; 4,801 employees. Manages a rotational leadership program to help develop new graduates to become future leaders at the company.

 Tiverton, Ont.-based Bruce Power hosts a monthly speaker series for students.

CANADA REVENUE AGENCY / CRA, Ottawa. Federal government; 59,786 employees. Students and early-career employees can participate in micro-missions, which give participants the opportunity to work on tasks or projects with various government departments for a short period of time. CANADIAN FOOD INSPECTION AGENCY, Ottawa. Federal government; 7,141 employees. Maintains a veterinary summer student internship program, hiring vet students for a 12-week period to work on summer projects across various branches of the agency and other government departments. CAPITAL ONE CANADA, Toronto. Credit card issuing; 865 employees. Co-op program participants have the opportunity to present their term project to a panel of the company’s executives at the end of their term. CELESTICA INC., Toronto. Electronics manufacturing; 1,364 employees. Maintains a dedicated finance graduate development program to provide participants a breadth of experience across various divisions of finance as well as access to senior-level mentors. CERIDIAN CANADA LTD., Toronto. Human resources software and services; 2,197 employees. Hosts weekly student café sessions to bring together interns from around the world to share their experiences, challenges, and insights. CGI INC., Montréal. Information technology; 11,233 employees. New graduate program participants have access to the organization’s tech academies, immersive multi-week instructor-led programs that feature lectures, practice labs, and simulated real-life projects. CIBC, Toronto. Banking; 42,951 employees. Offers a number of rotational career programs in a variety of areas, including retail and business banking, wealth management, technology and operations, and human resources. CITI CANADA, Mississauga. Banking; 2,747 employees. Offers entry-level analyst programs in six different streams including corporate banking, treasury, investment banking, markets, private banking and technology. CLIO, Burnaby, B.C. Computer software; 811 employees. Employees can participate

in two-day hackathons held each quarter, working in teams to solve a problem of their choice and present creative solutions to the company. COMMUNICATIONS SECURITY ESTABLISHMENT / CSE, Ottawa. Federal government; 3,254 employees. Created a Young Professionals Network that organizes a number of initiatives throughout the year, including an annual career trade show. CORUS ENTERTAINMENT INC., Toronto. Media production and broadcasting; 3,051 employees. Manages an Accelerator Program aimed at improving the retention of young high-performing employees through education, networking, project work and exposure to the leadership team. COVEO SOLUTIONS INC., Montréal. Software developers; 603 employees. Early-career staff are invited to participate in Elevate, a week-long training and development event held offsite. CSL GROUP INC., Montréal. Marine shipping and transportation; 913 employees. Offers sponsorship opportunities to second-year students and above who have previously sailed with CSL in their first term, providing $5,000 per full academic term (to a maximum of $15,000).

 Participants in the co-op program at Capital One Canada end the term with a presentation on a project to executives.

�L CORPORATION, Kitchener, Ont. Software publishers; 891 employees. Develops future leaders through the LEAD program, with participants taking part in leadership meetings, skills development, and check-ins with sponsors. DENTONS CANADA LLP, Calgary. Law firms; 1,415 employees. Student curriculum includes ongoing coaching and guidance from a senior leader, learning sessions and seminars on a variety of topics, including legal ethics, drafting and writing skills. DESJARDINS GROUP / MOUVEMENT DESJARDINS, Lévis, Que. Financial institutions; 52,952 employees. Manages a Young Intern Director program for individuals between the ages of 18 and 30, allowing them to become familiar with the role of an officer or administrator. DLA PIPER (CANADA) LLP, Vancouver. Law firms; 518 employees. Articling students can participate in secondments with one of the organization’s financial clients to learn more about the legal

CITI

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CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024)

CAPITAL ONE

2024 WINNERS

SPONSOR CONTENT

 Mississauga-based Citi Canada offers six different streams of entry-level analyst programs.

2024 WINNERS

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landscape within another province.

FIDELITY

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024) SPONSOR CONTENT

MERA INC., Halifax. Electric power generation and distribution and gas distribution; 2,488 employees. Prior to their start date, co-op students receive an orientation handbook with details for their first day, information about the company, and answers to FAQs. EMPLOYMENT AND SOCIAL DEVELOPMENT CANADA, Gatineau, Que. Federal government; 41,639 employees. Organizes an annual student policy design competition to enable students to work in teams to present policy proposals to senior management. EPCOR UTILITIES INC., Edmonton. Electric power distribution and water treatment services; 2,900 employees. Manages an engineer-in-training program, which features individual and team assignments, mentoring with experienced engineers, and formal evaluations and feedback. EXPORT DEVELOPMENT CANADA, Ottawa. International trade financing and support services; 2,128 employees. Supports a dedicated Growing Professionals Committee to offer development opportunities, resources, and support to students and young professionals.

EY, Toronto. Accounting; 8,392 employees. Supports a THRIVE Academy program to provide interns with access to virtual learning programs, networking opportunities, and information from the firm’s leaders.

IDELITY CANADA, Toronto. Portfolio management; 1,710 employees. Provides tuition assistance to new hires who have graduated in the previous year, with new grads eligible to receive between $500 and $1,500. FISHERIES AND OCEANS CANADA AND THE CANADIAN COAST GUARD, Ottawa. Federal government; 14,480 employees. Manages the Canadian Coast Guard Officer Training Program, a four-year initiative to develop employees to become ship’s officers serving at sea. FLUOR CANADA LTD., Calgary. Engineering services; 1,418 employees. Supports a Graduates Advancing to Professionalism group to help recent grads

 Fidelity Canada provides tuition assistance to new hires who graduated in the previous year, ranging from $500 to $1,500.

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024)

LABATT

SPONSOR CONTENT

2024 WINNERS

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and interns navigate the early stages of their careers.

ENETEC INC., Saint-Laurent, Que. Custom computer programming services; 1,260 employees. Hosts TechTalks to encourage employees and teams to share projects they are working on as well as TechTalk+, a monthly series with industry experts and innovators. GEOTAB INC., Oakville, Ont. Fleet management software; 1,399 employees. Interns can meet and network with their peers through a range of social activities held throughout the term, highlighted in an intern newsletter that is circulated monthly.

ALIFAX REGIONAL MUNICIPALITY, Halifax. Municipal government; 3,613 employees. Maintains an 18-month internship called Bridging the Gap to provide recent grads with opportunities in a range of fields.

 Recent grads who join Labatt can take advantage of a new 10-month craft trainee program that features rotations across the company’s brewing and distilling, supply chain and logistics, and commercial operations.

HAMILTON HEALTH SCIENCES, Hamilton, Ont. Healthcare services; 8,320 employees. Manages a critical practice orientation program to provide new staff with opportunities to work in critical care units as well as participate in classroom learning and simulation lab training. HATCH LTD., Mississauga. Engineering services; 3,941 employees. Offers several mentorship opportunities to connect employees of all experience levels, including global mentor circles for professionals with four to 10 years of experience.

METROLINX

HDR, INC., Toronto. Architectural services; 562 employees. Maintains a quarterly publication written by young professionals across the firm, providing advice for personal and professional development as well as highlighting their stories. HEALTH CANADA / SANTÉ CANADA, Ottawa. Federal government; 9,937 employees. The organization’s Young Professionals Network hosts the MegaConnex event, providing students with opportunities to network with senior executives.

 Phil Verster (left), president and CEO of Ontario-based Metrolinx, hosts a fireside chat with students and new grads. The transit agency recently launched a rotational program for finance and IT graduates, featuring structured professional development, mentorship, and networking opportunities.

HOLLAND BLOORVIEW KIDS REHABILITATION HOSPITAL, Toronto. Hospitals; 571 employees. Offers the Ward Summer Student Research Program to

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024) SPONSOR CONTENT

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provide undergrad students with opportunities to conduct research within the childhood disability research field. HOSPITAL FOR SICK CHILDREN, THE, Toronto. Hospitals; 6,401 employees. Offers a preceptorship program, connecting experienced staff with novice health care practitioners and students as they learn to apply their practice. HYDRO OTTAWA, Ottawa. Electric power distribution; 681 employees. Provides journeyperson apprentices with nationwide certification and covers preparation and certification fees.

I K

MPERIAL OIL LIMITED, Calgary. Oil and gas production and distribution; 5,300 employees. Manages a dedicated internship program for Indigenous students, providing training, mentoring and support throughout their term.

LOBLAW COMPANIES LTD., Brampton, Ont. Supermarkets and grocery stores; 32,441 employees. Created a summer career series to help students working at the company’s retail stores advance in their careers. L’ORÉAL CANADA INC., Montréal. Cosmetics manufacturing; 1,509 employees. Hosts Brandstorm, a marketing competition that invites participants to collaborate with the company’s marketing team to create a new product or service.

ANITOBA HYDRO, Winnipeg. Hydroelectric power generation; 4,950 employees. Supports three facilities dedicated to trades training, where apprentices attend supplementary training in addition to training supplied

through colleges. MANULIFE, Toronto. Direct life insurance carriers; 12,237 employees. Maintains an extensive co-op program in a broad range of fields, providing opportunities to volunteer, network, participate in international assignments, and connect with the company’s executive team. METROLINX, Toronto. Public transit; 5,675 employees. Launched a new rotational program for recent finance and IT graduates, featuring structured professional development, mentorship, and networking opportunities. MOTT MACDONALD CANADA LIMITED, Vancouver. Engineering services; 317 employees. New grads are invited to attend the North American

South American Graduates Weekend, a two-day event to connect with peers and learn about long-term opportunities at the company.

AVBLUE INC., Waterloo, Ont. Flight operations and air traffic management software; 157 employees. Participants of the new graduate program travel to Toulouse, France upon program completion to gain insight into the company’s global business operations. NESTLÉ CANADA INC., Toronto. Food manufacturing; 3,240 employees. Supports the Young @ Nestlé initiative to bring together early-career employees from across the organization. NUNAVUT, GOVERNMENT OF, Iqaluit. Territorial government; 3,685 employees. MOTT MACDONALD

2024 WINNERS

EURIG DR PEPPER CANADA, Montréal. Coffee distribution and brewing equipment; 1,395 employees. Offers internships for undergraduate students completing their second or third year in a variety of fields, including marketing, sales, engineering, supply chain, finance and IT. KINAXIS INC., Ottawa. Software developers; 747 employees. Hosted its seventh annual week-long hackathon, challenging employees to utilize their skills and creativity to improve and innovate on the company’s products and processes. KPMG LLP, Toronto. Accounting; 11,114 employees. Offers a global internship program, a unique opportunity for summer interns to spend half of their term abroad at another KPMG member firm.

ABATT BREWERIES OF CANADA, Toronto. Breweries; 3,547 employees. Launched a new 10-month craft trainee program featuring rotations across various roles in the organization’s brewing and distilling, supply chain and logistics, and commercial operations. LAFARGE CANADA INC., Calgary. Concrete manufacturing; 6,986 employees. Offers an early-career leadership program that spans over six months and features mini projects, business case challenges, self-assessments, virtual coaching, and presentations to senior leaders.

 Vancouver-based engineering firm Mott MacDonald offers an 18-month ‘Horizons’ program to help young employees develop long-term careers using tools and resources for professional development.

Sponsors long-term post-secondary education leave to help individuals gain the necessary qualifications for hard-to-fill jobs or professions. NUTRIEN INC., Saskatoon. Phosphate, nitrogen and potash fertilizer manufacturing; 6,001 employees. Manages a diversity and inclusion internship for Indigenous and female students enrolled in disciplines such as engineering, business, and IT.

PENTEXT CORPORATION, Waterloo, Ont. Software publishers; 2,790 employees. Aims to remove barriers to employment for students through dedicated initiatives such as the Navigator Indigenous Student Internship program and the Black Intern program.

CL CONSTRUCTION, Edmonton. Industrial, commercial and institutional building construction; 2,953 employees. Offers a structured onboarding program for students, featuring team-building events, goal-setting sessions, site and office tours, and a student guide on their first day. PEPSICO CANADA, Mississauga. Soft drink and food manufacturing; 9,963 employees. Offers internships across a number of different business functions including sales, operations, and finance. PERKINS&WILL CANADA ARCHITECTS CO., Vancouver. Architectural services; 227 employees. Reimburses interns with the cost of all mandatory Architectural Institute of British Columbia courses, a nonmandatory BCIT Builders Code course, and conferences and seminars. PFIZER CANADA ULC, Kirkland, Que. Pharmaceutical manufacturing; 963 employees. Manages a two-year marketing rotation program to provide participants with work experience in sales and market analytics as well as the opportunity to work alongside mentors on real world projects. POMERLEAU INC., Montréal Construction services; 3,322 employees. Top-performing interns are recognized at the annual Excellence Gala, where bursaries and permanent job offers are given in recognition of outstanding work. PROCTER & GAMBLE INC., Toronto. Consumer product manufacturing; 1,796

employees. Hosts a global CEO challenge, a case competition for students to develop their business skills through real-world cases. PROVIDENCE HEALTH CARE, Vancouver. Hospitals; 4,937 employees. Offers an employed student nurse program to enable students to consolidate the knowledge and skills learned in school while gaining exposure to the clinical setting.

OYAL BANK OF CANADA, Toronto. Banking; 66,044 employees. Manages a one-year paid internship for graduates under the age of 24, with rotations in corporate offices, mentorship, professional networking and community experience via a short-term placement with a Canadian charity.

AMSUNG ELECTRONICS CANADA INC., Mississauga. Communications equipment manufacturing; 727 employees. Provides co-op students with an opportunity to participate in an end-of-term group project to provide solutions to business challenges or present new ideas to the company.

 RBC offers a one-year internship for graduates under 24 years of age, with rotations, mentorship and a short-term placement with a charity.

SAP CANADA INC., Vancouver. Custom computer programming services; 3,110 employees. Offers a six-month training program for engineers with less than three years of experience, featuring training in Silicon Valley as well as participants’ home offices. SASKPOWER, Regina. Electric power generation; 3,264 employees. Provides Indigenous-specific scholarships in trades, technical and administrative fields through partnerships with various Indigenous institutes across the province.

CITY OF SURREY

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RBC

2024 WINNERS

SPONSOR CONTENT

SASKTEL, Regina. Telecommunications; 2,713 employees. Created the YOUTHnetwork program to encourage young people, specifically underprivileged youth or Indigenous groups, to pursue technology-based post-secondary education. SCHNEIDER ELECTRIC CANADA INC., Mississauga. Industrial automation and controls; 1,980 employees. Hosts workshops to help students and early-career employees build interview skills, navigate LinkedIn, and overcome barriers to professional development. SCOTIABANK, Toronto. Banking.

 Recreation staff at the City of Surrey in B.C., which offers student co-op placements in a wide variety of fields.

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Supports a dedicated employee resource group for young professionals that facilitates personal and professional development opportunities as well as educational programming. SIEMENS CANADA LIMITED, Oakville, Ont. Engineering services; 2,342 employees. Provides experiential learning placements to help recent graduates bridge the transition from academics to the workplace. SOLOTECH INC., Montréal. Audio video equipment and services; 1,102 employees. Organizes regular opportunities to interact with students, including networking events, guided tours at the company’s offices, and mock interviews. SOPHOS INC., Vancouver. Custom computer programming services; 422 employees. Manages a 16-week summer internship program for technical and non-technical roles, with participants working on a variety of projects throughout their term. STATISTICS CANADA / STATISTIQUE CANADA, Ottawa. Federal government; 6,502 employees. Invites students to take part in the CANDEV Data Challenge, where participants are tasked with solving a current Government of Canada problem over the course of 48 hours. SURREY, CITY OF, Surrey, B.C. Municipal government; 2,155 employees. Offers co-op placements in a variety of fields including engineering, surveying, arboriculture and educational design.

ECK RESOURCES LIMITED, Vancouver. Mining; 9,453 employees. Created a four-year Professional-in-Training program for a number of professional disciplines, including engineering, geosciences, and technician/technology. TELUS COMMUNICATIONS INC., Vancouver. Telecommunications; 26,162 employees. Provides hands-on experience in multiple business roles through a rotational leadership development program for new grads, offered in finance, marketing and engineering disciplines. THALES CANADA INC., Ottawa. Aerospace systems; 1,032 employees. Offers high-potential early-career employees the opportunity to participate in an international job swap through the company’s internal job exchange program.

THOMSON REUTERS CANADA LTD., Toronto. Publishers; 1,362 employees. Organizes events to help students expand their professional networks such as an intern speed networking session and a Meet your Leaders series to introduce leaders from various departments. TOYOTA MOTOR MANUFACTURING CANADA INC. / TMMC, Cambridge, Ont. Automobile manufacturing; 9,214 employees. Offers paid co-op placements, hiring students in multiple areas including engineering, production control, quality control, human resources and finance.

BISOFT CANADIAN STUDIOS, Montréal. Software publishers; 5,341 employees. Pairs students and new grads with a dedicated mentor at the beginning of their work term to provide one-on-one support for career development. UNILEVER CANADA, INC., Toronto. Consumer product manufacturing and distribution; 978 employees. Provides interns with access to coaching, instructor-led training sessions, and the company’s extensive suite of learning content.

ENDASTA TECHNOLOGIES INC., Saskatoon. Software; 433 employees. Hosts quarterly company-wide hackathons, partnering employees with their peers to solve company challenges. VISIER INC., Vancouver. Software developers; 326 employees. Offers career and development planning assistance as well as access to a self-serve career toolkit and confidential support from professional career counsellors.

EST FRASER TIMBER CO. LTD., Vancouver. Sawmills; 5,965 employees. Covers the cost of tuition and books for apprentices while they are in school, and provides a living allowance, salary continuance and interest-free loans to purchase tools.

ORK REGIONAL POLICE, Aurora, Ont. Police services; 2,445 employees. Offers a Student Cadet program for individuals attending a police-related college or university program, with cadets working at police districts and assisting with related work. – Richard Yerema & Kristina Leung

UNILEVER

2024 WINNERS

 Interns at Toronto-based Unilever Canada receive coaching, training and access to the company’s extensive training and development resources.

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024)

TECK

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 Vancouver-based Teck Resources

created a four-year ‘Professional-inTraining’ program for new grads in several disciplines, including engineering, geosciences and technicians.

METHODOLOGY

his special designation recognizes employers that provide the best workplaces for young people just starting their careers. The editors of Canada’s Top Employers for Young People 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 also 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. 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. 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. More detailed reasons for selection, explaining why each of the winners was chosen, are published on the competition’s homepage: www.canadastop100.com/young_people/

– Diane Jermyn

CANADA'S TOP EMPLOYERS FOR YOUNG PEOPLE (2024)

COVEO

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 Interns at Coveo start work with a tailored guide to navigating their first 30 days and are paired with an experienced mentor and buddy.

Times of Uncertainty

Canada’s Top Employers for Young People are providing more support than ever for employees who’ve been through a lot for their age

n the 1960s, they sang, “It’s wonderful to be young” and in the 2010s it was, “We are young, so let’s set the world on fire” by the band appropriately named Fun. In any era, this is supposed to be a great, maybe the greatest, time of life. But if you talk to some of Canada’s Top Employers for Young People (2024), they’re only too aware of the

stresses affecting young people today. “Many of this year’s winners have done a really good job of acknowledging and responding to the conditions that a lot of young people are facing nowadays,” says Chantel Watkins, assistant editor for Mediacorp Canada, which runs the competition. “There’s a lot of uncertainty for younger folks. Will they ever be able to

own a home? Will they find a full-time career amid a looming possible recession? Will they be able to form relationships with colleagues and peers when they’re working in new kinds of hybrid and remote conditions? There are a lot of big questions.” Employers, she says, are responding with a range of practical measures. “We’ve

seen an increase in perks and opportunities that young people really value – for example, soft skills and personal skills development, so things like financial literacy courses, lessons on forming relationships in the workplace, a focus on mentorship, and an emphasis on mental health support. And there are extra resources, like student loan repayment

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Match your degree or diploma with employers that recruit new grads with your academic background Published annually since 1992, The Career Directory is Canada’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 seek in younger job-seekers. The result is a wonderful, free guide 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!

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Continued

assistance.” She notes that Top Employers have always had a baseline of strong support in their perks and policies. “So they are really thinking about how they can take it to the next level and offer things that are above and beyond the baseline and will really help them to attract and retain employees.”

This generation will work hard, but they want to work smarter, and they want to be able to have a healthy work environment.”

they’re looking for a job to make a dollar. Obviously, compensation is important, but I think that meaningful work, having a mission, understanding their impact on society, is really an important thing for Gen Z.” At southwestern Ontario’s largest health complex, Hamilton Health Sciences, the new generation’s set of needs and wants is readily apparent to Aaron Levo, vice president of people, culture and communications. And it’s a very progressive list. “They’re asking us about how our teams collaborate, what kinds of advancement opportunities and development opportunities there are for them, do we offer hybrid, flexible and remote work

environments? Do we prioritize wellness? Do we take time to celebrate the things that we accomplished together as an organization? “Individuals are evaluating their relationship with their employer,” says Levo, “and they’re asking for work that is meaningful, that is acknowledging them as a human that has attachments to family and community. How is the employer thinking about them holistically?” They see it in the federal government, too. Sonia Côté, assistant commissioner of the human resources branch at the Canada Revenue Agency, adds another important word: authenticity. “It is crucial that our recruitment messaging when interacting with any

candidate is authentic and transparent of the expected employee experience and what it is like to work in our organization,” she says. “Young people today are more connected than ever, and false promises and negative experiences can lead to a poor perception of the organization as an employer and to the loss of talent.” Mediacorp’s Leung seconds that thought. “It’s not always the job itself,” she says. “A factor in how long someone stays is, do I like the people? Do I have peers? Do I have connection? Do I have a community?” Answering all these questions successfully is what makes a Top Employer. – Berton Woodward HHS

TIMES OF UNCERTAINTY

— Leila Wong Chief Human Resources Officer, Celestica Inc.

Kristina Leung, managing editor for Mediacorp Canada, says there is a stronger emphasis by employers on boosting the sense of community and culture that ultimately supports employee retention. “It’s a scarier time for young people,” she says. “A lot were in school remotely, and some spent their initial employment years working from home. The social skills and sense of community that more experienced people are used to – they may not have that. Employers are trying to create kind of a soft landing, making them feel comfortable.” Leila Wong, chief human resources officer for Toronto-based global tech giant Celestica Inc., notes that the days of working til midnight are fading for Generation Z, born in 1997 or later. “This generation will work hard, but they want to work smarter, and they want to be able to have a healthy work environment,” she says. “We’re all recognizing that mental health support is an important aspect of the entire benefit offerings. Companies need to get ahead of that curve, making sure that people don’t over-rotate on work and that they’re providing a balance – with work-life, child care, elder care, everything that goes along with life.” Wong admires the current generation for what it offers. “I think the Gen Zs are super resourceful. They’re very social media savvy, so companies have to be mindful of that. And this new workforce wants meaningful work. I don’t think

 New staff at Hamilton Health Sciences participate in a critical practice orientation program to gain experience in critical care units, as well as classroom learning and simulation lab training.

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Rotational programs help young talent discover ABB internships or school projects, as well as involvement in student associations and the community. We want candidates who are well rounded.” The Discovery Program is highly competitive, with over 1,000 applicants for 11 positions last year. While there’s some choice, Gabriel says rotations are often based on business needs, depending on which projects require support.

Knowing I have even a little bit of impact fighting climate change aligns with my personal beliefs and gives me a sense of purpose and meaning.

— Lillian Chiu Electrical Designer and Discovery Program graduate

 Lillian Chiu is a ‘Discovery Program’ graduate and electrical designer at ABB Canada.

s a freshly minted McGill University graduate, Lillian Chiu was looking for an opportunity to learn more about global technology leader ABB Canada and what she could do there with her electrical engineering degree. While an undergrad, she had already interned at the Canadian headquarters based in Montréal, so was intrigued by the possibilities of its Young Talent Discovery Program. Her application – including a business case pitch that she presented in the third round of interviews for a panel of several managers – was

ultimately successful. “As someone without vast work experience, I was curious about what happens inside a corporation like ABB,” says Chiu, 25, a program graduate and now an electrical designer. “The Discovery Program lets you do that. It’s really interesting because you get to work in the different business areas, in different job functions or roles aligned with what you studied. I saw that there was so much I could do there as an engineer.” Rose-Anne Gabriel, program manager of the Discovery Program, says that as a large company, ABB has a wide-ranging scope of activities in several

industries, so it’s ideal for new graduates who aren’t yet sure of what they want to do. “The program allows them to go through different rotations in an 18-to-24-month period, so they can explore different avenues and get to understand the different positions you can fill at ABB,” says Gabriel. “One of the elements we look for in candidates are soft skills because we’re empowering these participants to be future leaders at ABB – that means communication, collaboration, leadership and problem-solving skills. Other elements include technical skills and experience, so their previous work through

“A successful candidate is a person who is open to the opportunities that are presented to them, regardless of whether or not they are fully trained,” says Gabriel. “It’s someone who is willing to learn as much as possible in the moment, and who aspires to contribute and make an impact.” Chiu describes the program as challenging “in a good way,” where you grow by opening your mind and stepping out of your comfort zone. “In each rotation, my manager was a positive influence and mentor to me,” says Chiu. “I always felt like it was an environment where they fostered my learning and growth. Beyond that, I took the initiative and networked

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Mentoring program

Online and in-house training programs

ABB Discovery rotational program

 ABB Canada employees from its ‘Discovery Program’ learning about different avenues of career growth in the company.

by reaching out to people within the company who were doing work that I found interesting. I’ve had positive responses from that.” Gabriel says that one of the best things about the program is the wealth of experience and knowledge that participants can

access – different professionals who are experts in their fields. “People at ABB are always willing to share their experiences,” she says. “We benefit as well from the creative mindsets of the recent graduates who bring in new ideas.”

Chiu has already transitioned from her third rotation into her permanent role, choosing to stay on that team – designing power systems for railway projects – which fits with her career goals and values around sustainability and technological advancement.

— Write your next chapter with us #ABBcareers

Participates in Global Apprenticeship Network

“I’m working on technologies that aim to reduce carbon emissions,” says Chiu. “Knowing I have even a little bit of impact fighting climate change aligns with my personal beliefs and gives me a sense of purpose and meaning.” 

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AIG embraces the priorities of young employees Employees also receive an additional two paid days a year to volunteer in the community and are regularly presented with opportunities to get involved in ways that reflect their personal interests and passions.

Young people do their research and want to understand how a company values its employees and interacts with the larger community.

— Pete Walker President and CEO

 AIG Canada employees planted over 900 trees across Canada.

hile still a university student, Sarah Levine participated in the robust co-op program offered by AIG Insurance Company of Canada (AIG Canada). Even then, Levine says she knew she was with a company committed to helping her realize a rewarding career path. The co-op program gave Levine exposure to various aspects of AIG Canada’s business and put her in good stead when she joined the company full time five years ago. More recently, Levine participated in AIG Canada’s 12-month

underwriting excellence program, which is an interim career development initiative for those who have been with the company for about five years and who are looking to hone their leadership skills. The program includes master classes with members of AIG Canada’s leadership team and places a strong emphasis on forging ongoing mentorship relationships. “With all these programs in place, it really feels like leaders and managers are trying to raise everyone up,” says Levine, now a senior underwriter. “You are supported in finding your niche

and getting the most out of your career.” Levine also appreciates the emphasis AIG places on both work-life balance and giving back to the community. Until recently, even new recruits started with a generous 26 annual paid days off which they could use for vacation, illness or personal matters. Starting in 2023, the company added seven more paid days off, immediately preceding statutory holidays. “That just reflects the importance they place on work-life balance,” says Levine. “It’s great to be able to enjoy those longer weekends with friends and family.”

For example, Levine, who loves spending time with animals, has volunteered with local humane societies. She has also joined her colleagues in providing lunches for families in need at Ronald McDonald House. “That’s one I really appreciated because it’s a good reminder of what people are going through and how you might be able to help,” says Levine. President and CEO Pete Walker says career development, work-life balance and community outreach are all priorities young people tell recruiters they value when looking at potential employers. “Young people do their research and want to understand how a company values its employees and interacts with the larger community,” says Walker. “Over the long term, they also want more clarity about their career path.” In response, he adds, the

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Underwriting Excellence and Leadership Program

2 days off per year to volunteer

26 personal paid days off

7 additional days off immediately preceding statutory holidays

 AIG Canada employees helping to build affordable housing in the Greater Toronto Area.

company has become much more deliberate about working with younger employees to help map out a career path and provide the support and skills they will need to achieve their aspirations. “We want people to think broadly across all of AIG Canada,

and potentially globally as well, in terms of where their careers could take them,” he says. Mentorship is a key part of that, he adds. “Mentoring across the whole organization is something we definitely encourage. And part of

that is a direct result of listening to our younger team members.” Levine appreciates that, five years in, she is now part of that mentorship culture. She is currently helping to interview and select new recruits for AIG Canada’s co-op program and

providing successful applicants with advice. “I have a good perspective because I went through the program not that long ago,” she says. “It’s so great to see these students start in the co-op and then progress in their careers, just like I have.” 

We’re growing. So will you. 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.

Learn more at AIG.ca

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Long, rewarding careers lift off at Air Canada Peters also appreciates the travel privileges that Air Canada employees enjoy, in the form of greatly discounted stand-by airfares. She and her partner, who is from France, have travelled to Paris to visit his family, and vacationed in Greece, Italy and California, as well as across Canada. Not all of their trips have been for pleasure, however.

Air Canada represents an iconic brand, the beautiful maple leaf, as soon as I see it, no matter where I am in the world, I feel at home.

— Pina Guercio Vice President, Global Human Resources

 Pina Guercio, vice president, global human resources at Air Canada.

hen Katherine Peters was growing up, her family used to park their car at Newman Crescent in Dorval, Que., to watch the planes leave and land at Montréal-Trudeau Airport. “From a young age, I’ve had a passion for that giant machine in the sky,” she says. It’s no wonder that she ended up choosing a career with Air Canada. The Montréal-based airline, Canada’s largest by size and passengers carried, was on Peters’

radar after she earned a commerce degree from Concordia University in 2019. She soon started a temporary contract as a talent acquisition partner in human resources that turned into a permanent opportunity. In 2022, she returned as a talent marketing manager, and is now covering a co-worker’s maternity leave in an acting manager role in talent acquisition process and service delivery. “To be able to work for a Canadian company with the insignia on the planes’ tails is something I’m very proud of,” says Peters. “I show

up here, and I’m happy. If work is going to be a big chunk of my life, I want to be happy in my career.” Job satisfaction comes from feeling comfortable letting managers know when she’s ready to embrace a new opportunity, and being supported when she heads in a new direction. The hybrid work schedule suits her, both her two days at home and three at the office. “The tradition of being with people has always been highly valued here, and I love coming into the office because it shows that we’re all part of a bigger team,” she says.

Since the pandemic started, Peters and her partner have lost five grandparents between them. “We had to arrange last-minute flights to attend funerals in the U.S. and France,” she says. “It’s a relief to know that Air Canada is there for us during difficult times, too.” Pina Guercio, Air Canada’s vice president of global human resources, has also felt supported by her employer throughout her career. Her first job after earning a bachelor’s degree in human relations from Concordia in 1999 was in call centres. “I was 24 and only planned to work there for the summer, but I fell in love with travel and the airline industry, and I’ve been here ever since,” she says. After working in sales for Air Canada Vacations, Guercio moved

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Subsidies for professional accreditations

Leadership development programs

Apprenticeship and skilled trades programs

Mentoring program  Katherine Peters, acting manager, talent acquisition process and service delivery at Air Canada.

into human resources, furthering her education by earning a certificate in advanced human resources from Queen’s University. In 2012, she was part of the startup team for Air Canada Rouge that focused on flights for leisure travellers. “It was the opportunity of a lifetime,”

she says. Informal mentoring has been invaluable to both Guercio and Peters, and in the spring of 2023, a more formal mentoring program was rolled out. “Being able to have a sounding board, and to lean on colleagues as mentors, is critical,”

says Guercio. “That leads to more personal growth and collaboration, which contributes to our success.” Like Peters, Guercio also enjoys the company’s travel privileges. Each year, her teenage son and daughter choose a country they’d

like to visit. The family has vacationed in many countries in Europe and the Caribbean. “Air Canada represents an iconic brand, the beautiful maple leaf,” says Guercio. “As soon as I see it, no matter where I am in the world, I feel at home.” 

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AIMCo invests in letting young talent take the lead work environment, so they can learn what ‘great’ looks like.” AIMCo offers a series of rotational programs, including an 18-month fiduciary management program and a three-part investment management rotational program. A 30-month chartered professional accountant rotational program is also popular.

Even though I was very early in my career, I was able to participate in a project that was so important to our sustainable investing program and to the company, in a significant way.

— Gabriela Sanchez Senior Analyst, Sustainable Investing

 Gabriela Sanchez first started working at AIMCo as an intern and is now its senior analyst, sustainable investing.

abriela Sanchez had been a full-time employee at the Alberta Investment Management Corporation (AIMCo) for just a few months when she realized she had made the right career choice. At the time, AIMCo was working on a project to develop a system to evaluate the climate impacts of current and potential investments. Sanchez was a recent university graduate, but her manager showed confidence in her abilities and allowed her to take a lead role in the important project.

“I learned so much,” she says. “I was able to collaborate with different investment teams in the organization. Even though I was very early in my career, I was able to participate in a project that was so important to our sustainable investing program and to the company, in a significant way.” As one of Canada’s largest and most diversified institutional investment managers, AIMCo must stay on top of new developments in the financial industry, says AIMCo’s chief people, culture and engagement officer, Krista Pell. “We are the investment

managers for a significant number of Alberta’s pensions and many of the province’s large trusts. Our focus is to create financial success for these funds and we use a variety of tools to do that.” One tool is a culture that nurtures young employees and makes full use of the ideas and talent they bring into the company. “We consider our young employees like all of our employees,” says Pell. “We have something called ‘structured excellence’ that is a core component of our culture. A new employee joining the company will be given a very structured

The company runs summer internships and full-year co-op programs to identify and recruit young talent. “We target approximately 10 per cent of our workforce in our new employee student program, which is high compared to many other firms,” says Pell. Sanchez connected with the company while working on her finance degree at the University of Alberta. She was developing her third-year thesis on environmental, social and governance (ESG) issues when she reached out to AIMCo researchers. When the opportunity opened up for a summer internship in 2021, she jumped at the chance. “As soon as I graduated the next year I joined

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Leadership development programs

Mentoring program

In-house career planning services

$5,000 annually for employee skills development

 AIMCo employees preparing for a company ‘fun run’ in Edmonton, Alberta.

the company full time,” she says. Today Sanchez appreciates the company culture and the people at AIMCo. She also takes advantage of the company’s Work Our Way program, a hybrid work program that gives employees autonomy over where and when

they can work. She’s stepped out of her comfort zone and joined an employee resource group called Women and Allies for Gender Equity, where she played a significant role in the planning team for an International Women’s Day event.

Meaningful work with autonomy to choose. Explore your future with AIMCo aimco.ca/careers

The company gives every employee up to $5,000 every year to be used on conferences, certificates and professional designations. Sanchez has already attended two major financial conferences in New York and is pursuing her chartered financial

analyst designation with AIMCo’s support. “There’s a tremendous value in being a great employer for young employees,” says Pell. “We’re developing investment talent, not just for us, but for Alberta as well.” 

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ArcelorMittal Dofasco's strength lies in support for its people them learn not only the technical skills of the roles but also the soft skills that will make them successful.” There are also apprenticeship programs and internships for high school and post-secondary students that can lead to full-time positions after graduation. More than 1,000 training courses are available online and in person, and there’s a tuitionreimbursement program for those who want to further their education. A succession-planning process allows employees to progress through either expert or leadership paths based on their preferences and capability.

 Hamsa Ahmed is a specialist in process automation at ArcelorMittal Dofasco.

hen Hamsa Ahmed moved from Ottawa to Hamilton, Ontario, to get married in 2021, she saw a job posting for a senior analyst in process automation at steel manufacturer ArcelorMittal Dofasco G.P. and decided to apply. Her one request? That she could start working there after her honeymoon. The hiring panel’s response? No problem. “They were flexible and they still are, which I appreciate,” says Ahmed, now a specialist in process automation who works in the office and at home. “I’m from Hamilton, so I knew about

the company, but I’m a software engineer so I never thought I’d be working with steel. The more I learn about it, the more curious I am, plus it’s exciting when I see a good result in the production process that makes the operations team happy.” Because Ahmed was hired during the pandemic, her interviews were virtual, as was her onboarding. “Everyone was very humble, friendly and helpful during the interviews, and they explained what the environment would be,” she says. “Once I started, I felt very connected to my teams – it was a really smooth transition.” Everything that’s done at

ArcelorMittal Dofasco reinforces the company’s core belief – “Our product is steel. Our strength is people.” Ahmed helps maintain and improve a system that makes solid steel from liquid steel. The highest priority for her, and for all employees, is ensuring everyone’s health and safety. Senior leaders recognize the value of young employees, and they strive to help them feel comfortable in what might be their first corporate setting. “We provide them with training and broad exposure to help them explore career opportunities,” says Nesha Gibson, vice president, people and culture. “Our more experienced employees act as mentors to help

Our young employees represent the future of our organization, and I’m continually impressed and inspired by their talent, capability and passion.

— Nesha Gibson Vice President, People and Culture

With around 70 different careers across the professional, technical, and operations and maintenance fields, the opportunities are vast – and that’s just at the Hamilton site. “Because we’re part of a global company, there are also opportunities beyond our site as ArcelorMittal is in 60 countries around the world,” says Gibson. Each site has a certified health and safety program, while several have wellness and diversity and inclusion programs.

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Apprenticeship and skilled trades programs

Online and in-house training programs

In-school mentorship for young women in STEM

 Hamsa Ahmed chatting with Evan Reaume, process automation specialist (centre), and Ron Bedard, president and CEO (right), during a Health and Safety Day at ArcelorMittal Dofasco.

Ahmed took several training courses during her orientation, including those on process (“because our system is massive”), as well as on health and safety and diversity and inclusion. “The training is ongoing,” she says. “It’s really good to be reminded all the

time, not just when you start.” Although she works hard, Ahmed has fun volunteering on her business unit’s social committee, planning special events both at and outside of work. She’s also part of an alliance for women in leadership, an employee

resource group, and another for the digitalization of health and safety. “It feels good to be part of these projects and to help people expand their networks,” she says. Senior leaders are committed to inspiring young employees to continually learn and grow. “We

Scholarships for engineering students

know that a diverse team increases innovation through new and different ideas and experiences,” says Gibson. “Our young employees represent the future of our organization, and I’m continually impressed and inspired by their talent, capability and passion.” 

Advance your career in advanced manufacturing. Explore opportunities: dofascocareer.ca

ArcelorMittal Dofasco

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ATCO is ‘always there, anywhere’ for young employees “ATCO is all about relationships and how our young people can grow that internal network,” says Deanna Girard, vice president of human resources. “We have multiple businesses in different areas, whether in utilities or renewable energy. They’re very diverse companies that people can move around in. It’s really critical that employees and leaders have discussions about where they want to go in their career, what their plan is and how they get there.”

We’re focused on the development of all employees as well as these new generations.

— Deanna Girard Vice President, Human Resources

 At ATCO, students have the opportunity to explore various career paths across all business units through internships and co-op placements.

hen he was jobhunting during the pandemic, the posting for an opening at ATCO jumped out at Connor Doane. “I knew that ATCO was a local company that was involved in nearly everything. I would see their name at construction sites, as a home energy provider, at sports games as a sponsor, at a

pancake breakfast.” Doane, now a communications advisor at the Calgary-based energy company, knew he had to apply. “It was the one at the top of my list,” he says. “The mantra of ‘always there, anywhere’ really does capture what ATCO is.” Doane, who had jobs at a tech startup and the Alberta Energy Regulator after graduating from Mount Royal University with a degree in public relations, says he

had “a great onboarding process” when he started at ATCO. “I had the feeling that I was trusted, and I was enabled to do what I knew how to do,” he says. “My colleagues did a great job teaching me about the company and the business and then using the work to explain it. They were really looking out for me long term as opposed to just getting through what we were working on at the time.”

The onboarding process is crucial, especially for young employees right out of school, who might have joined through internships or summer programs. Girard says ATCO people try to help however they can, “even with things like office and email etiquette, because we do understand for many students or young people this might be the first time they’re in a corporate work environment.” There are also flexible benefits and monthly seminars on financial wellness, which Doane says he really appreciates. “Everyone has their own set of circumstances,” he notes. “Someone like me who’s unmarried and in their twenties has different needs from someone who’s married with young children, or

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Mentoring program  ATCO employees work with its leaders to serve over 1.1 million natural gas customers in almost 300 communities across Alberta.

that person who’s going to retire in the next few years. “ATCO does a really good job not just giving you the opportunities, but they give you the knowledge to make decisions for what you need. They’re constantly coming to employees

saying, ‘this is what we offer, here’s where you can learn more, here’s a webinar.’” “We’re focused on the development of all employees as well as these new generations,” says Girard. “Leaders have conversations with their employees

about their individual plans as well as their goals advancing through their careers at ATCO.” “ATCO got its start as the Alberta Trailer Company,” says Doane, “and that’s still a big part of what we do, selling and leasing trailers and manufacturing

Offering young leaders a career that will shape our world for years to come. ATCO.com/careers

modular structures. And then we have the home energy provider, and we have Rümi, which is a home service company. We have offices in Australia, the United States, Canada’s north, among others. It’s a company that touches a lot of different areas.” 

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Young hires bring more than expertise to BASF with the company’s wide-ranging operations. It certainly does that, says Calgary-based technical services specialist Rongrong Xiang, now in her second year as a regular BASF employee after two years as a PDP. “I have licence plates from all three Prairie provinces,” she says, laughing. “I was living in Alberta when I was accepted and they sent me to Winkler, Manitoba, first and then Saskatoon the second year. Looking back, it was really good experience, because I got to see and learn a lot first-hand, like launching a product and having customer-facing moments.

 BASF Canada agricultural employee mentoring a summer intern.

hen Wayne Barton began his career at BASF Canada Inc. over 25 years ago, he was focused on finding innovative solutions for farmers’ problems. But on his path to becoming a research and commercial development manager in the company’s agricultural solutions group, Barton says his horizons broadened. “My team runs several small farms across the country to develop new technologies,” says Barton, “and we hire about 15 summer interns a year. I started to realize we were learning a lot

and doing more, precisely because of the people joining the team, starting with those interns. It’s pretty rewarding to see them develop, learn and eventually start doing things you haven’t been able to do or wouldn’t have thought of doing.” Nor is he alone among BASF managers in thinking that way, Barton adds. “We now have a whole team of people, young hires who have helped the organization become more people-focused. We realized we were getting a lot more than work from young people and developing young talent just became part of us – it’s a development culture now, right

across BASF.” Some of the summer interns eventually become part of BASF’s two-year professional development program (PDP) for recent graduates, which takes on two to four newcomers every year. There are two streams, technical and commercial, both of which rotate them through numerous work assignments in two distinct 12-month postings. After the program is completed, the PDP graduates are placed in a permanent role in the organization to kick off the next step of their careers. It aims to prepare young talent for future leadership roles while familiarizing them

We realized we were getting a lot more than work from these young people, and developing young talent just became part of us – it’s a development culture now, right across BASF.

— Wayne Barton Manager for Research and Commercial Development

“The PDP was amazing,” adds Xiang, whose master’s degree is in plant science. ”It was so good to learn how the business works. I think it’s pretty unique for BASF to have a role like that for fresh graduates.” As for a workplace culture dedicated to development, that, too, was part of the experience for Xiang. “Managers here don’t care just about your work, but about your whole well-being,” she says.

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 BASF Canada agricultural PDP employees attending a company event at one of its research farms in Saskatchewan.

“It’s as much a mentorship as a development program. When I was on the technical side, my manager reached out to ask if I was interested in learning more about other functions, like the customer solutions team, and offered to connect me with

their manager.” Becoming a company focused on talent development is one part of a virtuous circle, Barton believes. “The more young people we hire, the more their values influence ours,” he says. “We have a growing diversity and

inclusion culture and a focus on employee wellness. We are talking a lot internally about Indigenous reconciliation and what our role should be as a large Canadian employer.” It’s an evolving alignment of values that benefits everyone, says

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Barton. “We see it pay off almost immediately. People are more apt to join, they’re more engaged, they provide more value, and we do better as an organization and can continue to build a better company culture that welcomes them.” 

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New grads get curated experiences and mentoring at Bell University in Kingston with a bachelor of computing degree, which is a mix of computer science and software engineering. “I wanted a company that had a new-grad program,” says White, a technical product manager based in Toronto. “I thought that would be the best way to get exposure to the company and get up to speed on industry knowledge.”

There was a very clear path for the first three years of my career. You’re given that flexibility to find roles across the organization that are tailored to your interest and skill set.

— Ann-Julie Bonin Director of Technical Services, Field Services Business Unit

 Bell builds a community of young professionals through networking events.

nn-Julie Bonin joined Bell Canada in 2017 shortly after earning an engineering degree from Montréal’s Concordia University. She was enrolled in the company’s three-year new-grad program and, to her surprise, was quickly managing a team of 30 field technicians – some of whom had children older than she was. She embraced the challenge and found lasting benefit. “I loved

the experience,” says Bonin, who is currently director of technical services with the field services business unit. “It taught me so much about how to manage a team. I still use what I learned there on a day-to-day basis.” In her current role, she oversees a team of 30 managers. They are responsible for the smooth operation of the company’s contact centres and the 1,500 agents who work there. “Bell has a strong focus on

bringing in and nurturing early-in-career talent through our grad and intern streams, and our co-op and summer student programs,” says Angie Harrop, director, talent strategy. “We also offer career growth and learning opportunities for all team members through our mentoring program and Bell University resources.” Brandon White accepted a position at Bell in September 2020 after graduating from Queen’s

The program exceeded his expectations and made for a smooth start to his career. First, he participated in orientation sessions where he and other new hires were able to speak to executives. He also had an opportunity to meet and network with other recent graduates. “It helped create a community of young people,” says White. Those who participate in the program are expected to spend a year in a position before moving on to something else. “There was a very clear path for the first three years of my career,” says Bonin. “You’re given that flexibility to find roles across the organization that

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 Bell grads hosting and interviewing senior leadership at the ‘Graduate Leadership Summit’, with over 250 employees in attendance.

are tailored to your interests and skill set.” Mentoring has also proved invaluable to both White and Bonin. “I’ve had multiple mentors,” says White. “I was assigned a mentor who was on the cloud professional services team. He always had time

for me whenever I had questions. Some were very straightforward, but I felt comfortable asking them.” He has also felt comfortable speaking up and providing his perspective even when working with colleagues many years his

senior. “It doesn’t matter how old you are, they know everyone’s voice matters,” White says. “Even seasoned employees seek out a grad’s idea.” For her part, Bonin still has the same mentor assigned to her when she joined the company. She

has found the relationship rewarding enough that she has become an enthusiastic mentor herself. “I mentor three graduates in the new-grad program,” she says. “It is extremely rewarding to be able to give back and watch your mentees grow.” 

We’re always looking for more top talent. Join a team committed to a winning environment.

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Bruce Power energizes learning and mentorship The Bruce Power chapter of North American Young Generation in Nuclear (NAYGN) runs sports leagues, social and networking events and lunch-andlearn sessions. Jones, who is membership and recruitment chair of NAYGN, recently organized a speed mentoring event, where employees could sign up to rotate through a schedule of 20-minute chats with senior executives.

When I started, I was really welcomed to the company. I could see how I could spend my whole career here.

— Jason Ng Shift Supervisor

 Bruce Power employees at its recently renovated Visitors’ Centre, where they worked as summer students.

eborah Jones says support from her colleagues at Bruce Power made her transition from the telecommunications industry so much easier. “You would think that would be really daunting. But the number of opportunities they give you to learn is almost endless,” says Jones, technical officer. “I also got paired with a mentor pretty early with one of the shift managers. They showed me around and explained how the systems work and helped me gain an understanding of the plant. All the people at Bruce Power are willing to share their knowledge. It is incredible.”

Located in Ontario’s Bruce County on the eastern shore of Lake Huron, the private-sector nuclear plant produces 30 per cent of the province’s power and employs more than 4,000 people. It is also a leading supplier of medical isotopes, which are used worldwide in cancer-fighting treatments and sterilization of medical devices. For young employees, Bruce Power provides a range of programs to help foster learning and development. For example, the engineering professional development oversight committee helps engineers work towards getting their professional engineering licence. Other programs include an

upskilling platform that partners with post-secondary institutions and other learning organizations, which offers courses curated based on an employee’s position, such as project management or data management. Bruce Power also offers webbased courses to help employees continue their education and maintain professional certifications. A leadership pipeline program, in partnership with Western University’s Ivey Business School, accelerates the development of high potential leaders and strengthens the organization’s succession plans. Post-secondary student opportunities are also available in many fields.

“The level of executives who came to support the initiative was outstanding. Even our CEO sat down with some of the mentees,” Jones says. “It is easy to offer these programs, but when you see the senior leadership taking the time to participate, that’s a demonstration that they actually care about what’s happening.” Jason Ng, shift supervisor and president of the NAYGN chapter, says senior leadership members go beyond sharing their knowledge at these events. “They’re also willing to listen and willing to hear from these young mentees who have just started. They listen to their stories and their journeys and to where they want to go in their careers,” he says. “The sky’s the limit here,” Ng adds. “When I started, I was really welcomed to the company. I could see how I could spend my whole

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 Bruce Power employees conducting non-destructive testing inspections on equipment at Bruce A nuclear power station.

career here. There’s so much opportunity here.” Karen Smith, vice-president and chief human resources officer, agrees. She started at Bruce Power in 2007, shortly after graduating from university, and was a mentor at the speed mentoring event.

“It was exciting to see the bright young employees and to see people creating these networks and sharing their experiences,” she says. “The beauty of Bruce Power is, no matter what you study at school, there is a good chance we

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have a role here, whether it’s engineering, operations maintenance, accounting, human resources or something else. I started my career in communications and then moved to HR.” Smith believes the future of Bruce Power is bright. “It makes

Career development resources

me optimistic. The people who work here are responsible for building our strong culture and we’re proud of their commitment to working safely to provide clean, reliable electricity to the people of Ontario and medical isotopes for the global medical community.” 

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Capital One Canada empowers associates to grow potential. “Many of our hires are new graduates and we understand the importance of providing them with the tools to grow and develop their careers,” she says. The company also delivers early careers programs that provide training in high-demand skills, such as data science, software engineering and analytics. “That’s a big reason people choose Capital One. We are designing careers of the future, enabling young people to build the required skills, put them into practice and hone them.”

Many of our hires are new graduates and we understand the importance of providing them with the tools to grow and develop their careers.  At Capital One Canada, employees have the flexibility and funding to participate in learning and development programs in any discipline with an accredited college or university.

ay Chen says the people-first culture of Capital One Canada was immediately apparent during his job interview process. “Everyone I spoke to was friendly and wanted to share their work experience. I could really imagine myself working here,” says Chen, associate, process management. “And since I joined, that has definitely been my experience. I have had four mentors who have helped guide me through understanding my strengths,

opportunities and passions. They sat down with me and we created a framework to plan for my career and how I can work toward future potential roles.” This focus on development helped Chen recently land a new role at the Toronto-based financial institution, moving from a focus on risk management to customer retention. In addition to preparing for the future, Capital One Canada provides development programs for associates within their current roles. Chen was part of

the company’s process manager development program, which was an opportunity to connect with other process managers, attend training sessions and learn from each other. “Having a supportive community who I can reach out to helps me get to know the company and helps me feel prepared to develop into a business leader in the future,” he says. Permpreet Soomal, chief people officer, says Capital One Canada hires new talent with an eye to helping them reach their

— Permpreet Soomal Chief People Officer

Capital One Canada also provides up to $5,000 a year per associate to spend on a learning and development program with an accredited college or university in any discipline of their choice. “We want to foster curiosity and continuous learning, which we really value as an organization,” Soomal says. “Associates have that flexibility to choose the learning and development outside of Capital One that they might be passionate about.” That’s in addition to other opportunities extended by the organization, which include an annual

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 Capital One Canada supports the growth and curiosity of employees with a subscription to a popular external e-learning platform.

subscription to a popular external e-learning platform. Soomal is proud of how Capital One Canada promotes from within. “Our associate population gets promoted and set up to take on more responsibility and be recognized for their high

performance,” Soomal says. “We reward and recognize excellence within our organization.” Soomal believes that providing this type of support to associates helps them in their work. “They are better able to drive more innovation and transform banking

for Canadians,” she says. “I think that’s a real privilege – to be able to see the direct impact of how we are investing in our associates and how they are delivering better outcomes for our customers.” Chen says for all of these reasons, Capital One Canada is

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an ideal place for new graduates to work. “You are really taken care of here and nurtured by mentors and by your colleagues,” he says. “I feel like I’m on the right track to develop my career and hopefully I will become successful in the future.” 

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Celestica has a big footprint to attract young people is. They join thinking it’s a couple of hundred people they’re going to be dealing with but it’s really 27,000 people worldwide.”

Through our global network, employees have endless opportunities to build their experience and grow their career at Celestica.

— Leila Wong Chief Human Resources Officer

 At Celestica, young employees have opportunities to gain exposure to different parts of the company and interact with senior leaders through its rotational programs.

t was a moment, says Indjot Sandhar, when he was “definitely nervous.” Just six months earlier, he had been hired at Celestica after graduating with a bachelor of commerce from McMaster University. Not long after, he was making a pitch of a project he was leading in front of the chief financial officer of this global tech giant. Not to worry: it went so well, the company implemented the proposal and continues to save hundreds of person-hours every year. “That was a huge experience

for me,” says Sandhar, who two years later is a senior analyst in corporate development and investor relations. “Coming in, I didn’t know I would have such a big impact. I’ve had visibility into some pretty important initiatives.” In fact, says chief human resources officer Leila Wong, the whole company is set up to offer a wide range of experiences to young people. As the Torontobased manufacturer of sophisticated electronic hardware – from high-end servers and switches to aviation, defence and electric vehicle components – it operates in some 16 countries. In Canada,

roles can include such areas as engineering, supply chain management and corporate support, among many others. “Through our global network, employees have endless opportunities to build their experience and grow their career at Celestica,” says Wong. “You’re collaborating with a lot of different diverse people from all over the world. That’s a really meaningful thing right now for young people.” As if echoing Sandhar, she adds: “The input we receive from young people is they didn’t realize how much opportunity there really is and how extensive the company

Sandhar joined Celestica as part of its highly competitive graduate development program in finance, doing two one-year rotations. It was in the first, in corporate financial planning and analysis, that he was asked to do a cost-benefit analysis on the process that provides senior management preliminary views on quarterly actuals. He found one of the three reviews could be eliminated, and after hearing him, the CFO agreed. After a second rotation in internal audit, Sandhar was posted to his current, permanent role, where again, he says, he has significant responsibilities, including involvement in valuations of potential acquisitions. And he has a lot of exposure to the senior leadership team, he says. “That exposure is very important and it motivates me at the same time. It kind of puts me in a position where I want to be in their shoes one day.” Wong says the company takes in

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about 100 interns annually at its three Greater Toronto locations, including some remotely across the country, for periods of anywhere from four to 18 months. There are rotational programs in several areas, including IT as well as finance.

Celestica looks for “technologically skilled people,” says Wong, no matter what their role or experience. “There’s a wide range of different types of talent and experience levels we’re looking for. With the interns, they are learning new things at school, they’ve got

ideas and they have really good, innovative thinking. We do like the mix of interns and experienced people.” The company is highly collaborative across every level, she says. “We try to dispel the notion that we have hierarchies

within the company, that there may be a person too senior to approach.” Sandhar agrees. “I’ve found it to be really true that anyone’s office doors are open. Even with busy schedules, people will make time for you.” 

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CIBC puts talent development at the forefront “One of the benefits of working at CIBC is the ability to move across the organization,” says Downard. CIBC’s technology graduate rotational program is dedicated to accelerating the careers of previous CIBC co-op students. They participate in a fast-paced, two-year rotation program within technology roles.

When I started working full-time, people were really willing to help me. Other team members were coaching me, which was amazing. I wasn’t expecting to get that kind of support.

— Luiz Silva Product Manager, Enterprise Customer Relationship Management

 Luiz Silva, product manager, enterprise customer relationship management, at CIBC.

uiz Silva participated in two four-month co-ops with CIBC while he was a student at George Brown College in Toronto. As a newcomer, he was pleasantly surprised at the support and mentorship he received as a student and when he joined the bank after graduating. “When I started working fulltime, people were really willing to help me,” says Silva, a product manager of enterprise customer relationship management. “Other team members were coaching me, which was amazing. I wasn’t

expecting to get that kind of support.” Developing young employees is critical at a time when competition for talent is stiff. And CIBC has made employee development a core part of the culture. “We have a good reputation as an employer of early talent,” says Claire Downard, vice-president of talent acquisition. “We work hard to attract young talent for our co-op programs. During their time with us they have the opportunity for targeted learning and development, networking with colleagues and leaders, and

focused discussions with our team members about their careers. We invest time in them so that when they graduate, they will want to work for us full-time.” The bank relies on a number of formal initiatives to develop young talent. The graduate leadership development program is a twoyear program for those joining the organization with an MBA or master’s degree and three years’ experience in the workforce. They work in different areas of the bank with six-month rotations before deciding where they want to start their career.

Silva is an alumni of this initiative. After joining in 2016, he worked with three different teams, which enabled him to acquire technical skills as well as develop his networking, leadership, communications and presentation skills. “It was very interesting at the start of my career to have that exposure to so many different departments and the cool stuff the bank is doing,” he says. Downard adds: “There’s no shortage of opportunities here if you’re interested in technology because technology is ever evolving. Our programs are designed to build experience and develop the critical skills that we

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 Young employees at CIBC can search its career hub to connect with mentors who suit their needs.

need for the future.” Mentoring is another crucial part of CIBC’s approach to helping younger employees grow and develop. The bank recently launched a career hub, which is designed to connect mentors and mentees. Potential mentors

provide a summary of their skills and experience while mentees can search the site for the match that appears right for them. “We wanted to open up the organization instead of hand-selecting people,” says Downard. “We recognize that there are so many

people across the organization who have skills in areas that we may not be aware of. This is really a way for people to find a match that suits them.” For his part, Silva has derived considerable benefit from formal mentoring and less formal

10 diverse people networks to connect and support employees

coaching. “I was paired with someone more experienced who had relatable skills and similar personal interests,” he says. “Others have taken time to coach me without my asking. They just helped me grow through my first years at CIBC.” 

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Citi empowers young people to take the lead job training. We know that formal training is not the most impactful training for people. It is on the job. It’s learning from others, it’s exposure, it’s real-time opportunity and that’s where our focus is,” says Aleta Froemmel, country human resources officer. Young employees are also encouraged to take ownership of projects and are given the opportunity to work with people around the world. Based in Citi’s downtown Toronto office, Folk is currently co-managing a portfolio of global corporate clients during her first rotation.

We really see the benefit of on-the-job learning and on-thejob training. — Aleta Froemmel Country Human Resources Officer

 At Citi, young employees have opportunities to work with colleagues across its operations in 160 countries and jurisdictions.

arah Folk has no regrets about launching her career at Citi Canada after she graduated in commerce from the University of Toronto’s Rotman School of Management, still unsure about what direction to take. “Being able to come to a company that gave me the opportunity to work on different teams and network with different people was very attractive,” says the treasury and trade solutions analyst. “I also liked that they are a very global

company. I thought that it would be a great place to start my career.” Folk joined the New York-based global bank in June 2021 for a 10-week summer work placement before her final year of university. Attracted by its rotational program, she returned to Citi the following year after graduation. She trained in New York before returning to Toronto, where she has enjoyed working with a variety of teams, some more client-facing and others more product-focused. Citi offers entry-level analyst programs in several different

streams, including corporate banking, investment banking, private banking, treasury, technology and markets. “You really get an idea where you think your skills are and where you want to improve,” says Folk. “It’s a very hands-on type of learning.” Hiring young people at the start of their careers and providing them with the training and tools they need to succeed is intentional at Citi. “We really see the benefit of on-the-job learning and on-the-

“Our philosophy is when you have great talent, you provide them with opportunities to learn, grow and develop throughout their career journey,” Froemmel says. Citi operates in 160 countries and jurisdictions. Global by nature, the bank has progressive policies about hiring, ensuring there is a diverse pool of candidates for each position. It also supports several employee-led affinity groups. Folk is a member of the ‘Women’s Network.’ “As a woman in business it is important to make sure that women’s voices are being heard across the organization and also,

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Campus analyst programs  Employees can network and find role models in employee-led affinity groups at Citi.

for younger women like me, to have role models to look up to. Through the network, this is something we’ve been able to accomplish,” she says. “I’ve also been passionate about getting involved and giving back to the community. It’s important for me to work for a

company that encourages that.” Folk recently helped to organize a week-long charity event where employees donated gift cards and gently used jackets, dress pants, skirts, and other workwear for Dress for Success, a non-profit organization empowering

women to achieve economic independence. Confident that Citi will continue to support her career development, Folk has her eyes set on leadership. But before moving into more senior positions, her priority now is completing the company’s

two-year analyst program. “There is a lot of opportunity here,” she says. “I have grown a lot in my career in this short amount of time. I’m using my commerce degree but I’m also learning a lot that I didn’t necessarily learn in school.” 

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The safe, caring culture at CSE is no secret been so impressed to see the enthusiasm and passion that students and young employees bring to their work and to the mission.” The organization offers co-op and non-co-op placements to Canadian college and university students, with flexible hours to fit their schedules and the opportunity to be “bridged-in” as full-time employees once they graduate. Once hired, employees can access plenty of resources to develop their careers, from language training to myriad internal and external courses.

I feel like I can make a difference here. Every day I come to work, I’m proud to walk in the door.

— Mina K. Intelligence Analyst

 CSE employees celebrating pride in Ottawa with their own ‘Pride Walk’.

ina K. joined Ottawa-based Communications Security Establishment (CSE) in 2021 as a co-op student while earning a master of public service degree from the University of Waterloo. CSE’s flexible work environment allowed her to work around her university schedule. “It was so nice to complete my degree during my co-op placement,” says Mina. “I didn’t feel any pressure.” CSE is Canada’s agency

responsible for foreign signals intelligence, cyber operations and cyber security. It defends national security and works to keep the Government of Canada’s information secure and protect Canadians from cyber threats. Mina’s CSE team knew what she was studying and gave her a project that was aligned with her studies and interests. “It was a great experience to be in the field and to see if I liked it,” says Mina, now a permanent, full-time intelligence analyst (she

prefers not to have her full surname used). “I joined CSE to help make Canada a safer place, and I feel like I can make a difference here. Every day I come to work, I’m proud to walk in the door.” CSE values the contribution of its young employees – and the door swings both ways. “Their positive influence on our culture is apparent the minute you walk in the door,” says Samantha McDonald, deputy chief of innovative business strategy and research development. “I have

There’s a place for almost anyone at CSE, not just those with technical skills. There are positions in many areas, from finance to human resources to communications – and yes, coders and mathematicians, too. “Everyone’s part is important, no matter where they work,” says McDonald. The Young Professionals Network (YPN) is a way to meet colleagues and develop connections. As team lead for the YPN’s event-planning committee, Mina organizes activities and other social events throughout the year to facilitate those networking and collaboration opportunities. “The work we do isn’t always easy

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Online and in-house training programs  CSE employees performing during an all-staff event.

so this is a great way to not just focus on work, because work-life balance is important here,” she says. Employees work at one of two ‘campuses,’ including one with high-level security referred to as the “top secret” campus, which

has a 2014 LEED gold designation. It’s an attractive open-concept space that promotes collaboration. To help people unwind, there’s a piano, a gym, sports fields and a cafeteria, and employees use all of them. Wellness is also a priority. CSE

strives to create a safe, positive space for equity, diversity and inclusion initiatives that are critical to its mission. “It’s a very diverse, inclusive workplace,” says Mina. “I’m Indian and a woman, but there’s never a day where I feel like my voice isn’t heard.”

The most important organization you've never heard of.

That feedback heartens senior leaders like McDonald. “Young people are part of the rich, diverse landscape of the CSE team,” she says. “They bring different perspectives and ideas to the table – they’re also our future leaders and a vital part of our growth.” 

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EPCOR helps employees build careers with purpose communities that count on us,” he says. The EPCOR School of Business provides career courses to all employees. The company also provides funding to employees for after-hours professional development, and a mentorship program for all levels. There is also regular learning in health and safety. The annual Safety Summit brings everyone across the company together to focus on its commitment to safety, discuss experiences in the areas of safety and renew focus on making sure that everyone goes home safely at the end of the day.

 Members of team EPCOR are focused on advancing the company’s sustainability journey.

hen Mackenzie Reeves told her manager at EPCOR that she was ready for a new challenge, her manager helped her to network and look for new opportunities within the company. “This is how I ended up with the position in development and infill,” says Reeves, engineer-intraining. “This experience made it clear to me that I am valued as an employee, and that my personal development and overall

satisfaction are important to the company.” Reeves started with the Edmonton-based energy and water utility as a co-op student in 2018. After graduating from the University of Alberta, she came back to work on its flood mitigation program before moving to her current role. Reeves appreciates the opportunities EPCOR provides to foster learning and development. In 2021, she presented her work on the flood mitigation program at an internal conference. “This

helped me solidify my expertise on the subject matter, exposed me to a new network of EPCOR employees and tested my verbal communication skills,” she says. Mark Johnson, director of human resources operations and talent management, says EPCOR prioritizes support for employees’ professional growth, whether that’s within their current role or moving to opportunities in different areas. “Working at EPCOR isn’t just about having a job, it’s about building a career that really matters and supports the many

This experience made it clear to me that I am valued as an employee, and that my personal development and overall satisfaction are important to the company. — Mackenzie Reeves Engineer-in-Training

EPCOR provides student opportunities and entry-level jobs for new graduates to start building their careers and learn about different areas of the company. Opportunities include a summer student program and co-op program. In the finance development program for accounting, finance, or operations management graduates, employees rotate through three areas within the company, and are paired with senior-level mentors. They also get support in

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Apprenticeship and skilled trades programs

Engineer-in-training program

Mentorship program

EPCOR School of Business  EPCOR prioritizes the career growth of its employees and creating a sense of belonging for everyone.

earning a professional designation, such as CPA or CFA. Reeves is part of the engineer-in-training program, which provides strategic rotational assignments. And learning is not limited to job-based skills. Reeves was grateful to attend an Indigenous

pipe ceremony. “It was part of EPCOR’s work to bring ceremony back to the land on which we operate,” she says. “This exposed me to Indigenous practices and opened my eyes to different ways of doing things. It was a significant learning experience for me.”

Reeves says that continuous growth and learning are important and necessary for overall job satisfaction. “At EPCOR, I’m regularly challenged, but I also know I can speak up if it’s ever too much. There’s a good balance,” she says. “EPCOR prioritizes mental

health, diversity and employee development. “Work isn’t everything, but it is a big part of your life. Working somewhere where you’re valued and surrounded by good people is important, and that’s what I’ve found at EPCOR.” 

COMMUNITIES COUNT ON US. WE COUNT ON EACH OTHER. Explore opportunities at epcor.com/careers.

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For young employees, the vibes are good at Fidelity analyst in the finance department, she worked in multiple departments across the organization before settling in products and marketing. “There’s a lot of opportunity to try new things, and if you want to try a different role or go to a different department, that’s great,” she says. “If you have the transferrable skills, we can train you.”

It’s a place that rewards curiosity and is invested in your growth.

— Sharanya Tiwari Financial Analyst

 The ‘Vibe Check’ series at Fidelity includes monthly social events and opportunities for young employees to network with senior leaders.

haranya Tiwari is early in her career, but she’s already had plenty of opportunity to grow at Fidelity Canada. Tiwari first joined the financial services firm in 2021 as a co-op student while she was still doing her bachelor’s degree in accounting, and had three consecutive placements in project management, investment product groups looking at both ETFs and new solutions, and marketing. After a brief stint at another company, Tiwari knew Fidelity was where

she wanted to be, and joined in February as a financial analyst on the company’s financial decision support team. Every step of the way, she says, her colleagues across the organization have been happy to share their knowledge with her, and her managers have made the effort to find projects that allow her to do work she’s passionate about. “If someone takes time out of their day to speak with you, it means they also care about your growth. I’ve found that to be consistently the case across all my

co-ops, and it was something that made me want to join Fidelity fulltime,” she says. “It’s a place that rewards curiosity and is invested in your growth.” Kelly Creelman, senior vice-president of products and marketing, says Fidelity wants its young employees to grow within the organization, whether that means climbing the career ladder throughout the same department or exploring different business lines to see what fits. Creelman has lived that in her career. After joining Fidelity 24 years ago as an

Despite being a large organization, Fidelity has long had a collaborative and friendly culture that has allowed employees to get to know people outside of their immediate teams. But that’s been harder for Gen Z employees, who were hired during the pandemic and started their careers working remotely. To help these employees network, Creelman launched Fidelity’s Vibe Check social series at the beginning of 2023. The monthly events have included mixology classes, networking opportunities with senior leaders at Fidelity, and more. Vibe Check has added benefits for Fidelity, Creelman says. It has given the company the opportunity to learn what a younger cohort of employees wants from their employer, and to leverage their skills and unique perspective to help Fidelity be relevant to younger investors. During the monthly meetings this year, Creelman

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New grad bonus of up to $1,500

Student relocation allowance of up to $3,000

FidelityNext, student webcast with new episodes bi-weekly

Student scholarship program awards at least one eligible student a bursary

 Fidelity employees exploring its online library of over 9,000 resources.

asked Gen Z employees what they thought of marketing targeted at a younger demographic – and they had plenty of feedback about cutting back on financial jargon. “It helps us communicate and engage better, and gives our young employees a voice,” she says.

“These people are brilliant, and we really encourage them to share their thoughts.” Tiwari, who was part of that session, says she appreciated that the company values her perspective, and that she’s contributing to its mission to improve Canadians’

financial literacy. “They’re always thinking about ways to bridge the gap and enhance financial literacy for younger generations.” Fidelity has been tapping into the expertise of its young employees in other ways, Creelman says, including giving them spots on

committees to ensure a diversity of viewpoints, and using some of the ideas that come out of their annual case competition for students. “Young people have tremendous insights that we don’t have, and they deserve to be at the table.” 

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Variety draws young employees to Fluor Canada not just today but tomorrow and years down the road. One key means of growing our talent is having the seasoned generation really coach and mentor those who are less experienced,” says Listgarten. “That’s really critical.”

It’s a very welcoming place and the lifelong learning culture at Fluor is something that keeps us all connected.

— Avery Foret Operations Coordinator

 At Fluor Canada, seasoned employees help young professionals transition from school to work with coaching and employee resource groups.

very Foret, 26, has moved from a position as a piping engineer-in-training to operations coordinator in the three years she’s been at Fluor Canada Limited. That’s part of the diversity she enjoys at the Calgary-based company. “What drove me to join was the diversity of projects that we execute, the company culture and the work-life balance,” says Foret. “All these factors attracted me to Fluor but they’ve also contributed to my commitment to the company.” Fluor is an engineering construction company providing

engineering, procurement, construction, maintenance and project management services. “It’s a very welcoming place and the lifelong learning culture at Fluor is something that keeps us all connected,” Foret says. As operations coordinator she provides support to the Calgary general manager, the director of project operations and other members of management. “The purpose of my role is to support and improve the efficiency of office operations while also gaining exposure to several different disciplines and networks,” says Foret. “A large variety of tasks come across my

desk, so each day comes with new and exciting challenges.” Lisa Listgarten, director of project operations, lists various reasons young graduates would like to work at Fluor. “There are exciting and rewarding careers, room for career growth and opportunities to try different career trajectories,” she says. “And of course, it’s a lot of fun.” However, Fluor still prides itself on having a multi-generational workforce, with people who know the ropes. “What is really critical to growing our talent pipeline is to make sure that we can execute projects

Listgarten belongs to that multi-generational sector. “I’ve been with the company for 28 years and that is not uncommon,” she says. “I started as a new graduate and I am always learning, always taking on new challenges and doing that in an environment that is energized, supportive and fun.” Foret is also excited to be chair of one of the employee resource groups, the Graduates Advancing to Professionalism. It’s a group for employees with less than five years’ experience. “My main role is to provide leadership to the members and create a welcoming and inclusive environment while also supporting our committees to put on valuable events throughout the year,” Foret says. “I serve as a bridge between the Calgary management team and the young professionals to ensure that the voices of our members are heard as a whole.” The events are geared to provide

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Fluor University training programs

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 Committees at Fluor Canada host events such as ‘lunch and learns’ to connect young employees with management.

well-rounded development opportunities for the young professionals, planned by a variety of committees and subcommittees. “A few examples are professional development, social, community relations, and diversity, equity and inclusion, as well as sustainability,

energy and other technologies,” says Foret. They host a variety of events around those topics and more, she adds. “We have ‘lunch and learns,’ industrial facility tours, and we host an annual full-day conference. We also offer a winter

get-away weekend which serves to connect our members with management. This wide range of events helps support the growth of new graduates and that’s something we’re very proud of.” Foret says she plans to stay in large part due to her leaders.

Career development plans

“Another key aspect that keeps me here is the investment in my growth and career development,” she says. “From day one my leads and managers have supported my career, ensuring I’m setting goals on a consistent basis and that I’m happy in my position.” 

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Halifax Regional Municipality's purpose is in public service The municipality works with local universities to develop co-op programs for students, and has created a popular paid internship program dubbed Bridging the Gap for people who have recently graduated from a post-secondary school. “They are usually 18month internships, and we have a high success rate of interns finding work at the municipality after completion,” he says. Baylee Brown started in the internship program. Today Brown, who uses the pronouns they and them, is the 2SLGBTQ+ community engagement and research coordinator for HRM, a newly created position. Before that, they were the gender equity advisor for HRM.

 Baylee Brown started as a Bridging the Gap intern at Halifax Regional Municipality and is now the 2SLGBTQ+ community engagement and research coordinator for the municipality.

career at Halifax Regional Municipality (HRM) often begins with an overview of how municipal government works. It’s a way of helping employees understand the intimate connections between their new job and the community, says Britt Wilson, executive director of human resources. “HRM is an organization whose single purpose is to serve the community,” he says. “As part of our orientation we always talk about how council works, about our relationship to council and the kind of services that we provide.”

Halifax Regional Municipality is a sprawling municipal unit, covering an area nearly as large as Prince Edward Island and home to more than 450,000 people. Making sure everything runs smoothly requires more than 3,600 employees in 13 different business units covering everything from fire and emergency services to infrastructure, transit and recreation. Attracting and retaining young employees is a critical part of HRM’s mandate, says Wilson. “We hear a lot today about how young people are looking to advance, but they’re also looking to try different things and they don’t

necessarily want to be stuck in one job for their entire career. We can offer a totally different workplace without changing employers. That means you get to keep the advantages we offer in our compensation: a robust benefits, retirement and pension program.” Wilson says the municipality’s 311 call centre is a place where many young people start their careers. By helping citizens navigate through municipal services and issues, call centre employees gain an intimate understanding of how HRM works. Municipal recreation programs also attract young entry-level employees.

Our employees see the work they do reflected in their community. They see how their work immediately impacts the people around them. That’s a great way to build a career.

— Britt Wilson Executive Director of Human Resources

As a non-binary, person, Brown immediately felt accepted at HRM. “I’m fortunate to be in a very supportive business unit with very supportive people,” they say. Brown graduated from Bishop’s University in 2020, in the middle of the pandemic. “It was a scary time to be looking for work,” they say. The Bridging the Gap program offered a perfect solution

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Foundations for Aspiring Leaders Program

Youth Leadership Program

Bridging the Gap Intern program for new post-secondary grads

 Halifax Regional Municipality youth having fun together in the Parks & Recreation Youth Worx program.

– a chance for Brown to test their skills and see if they were a good fit for HRM. “My position is very community focused,” says Brown. “It’s the level of government that’s closest to the people. We get to help people in the community, to find ways

to help them access municipal services in the best way possible, and that is very rewarding.” For Brown, HRM is the perfect place to learn, grow and develop a career. “Even if the first job that you end up in isn’t the one you want to stay in for the rest of

Halifax Regional Municipality is proud to be recognized as one of Canada’s Top Employers for Young People for 2024. halifax.ca/employment

your life, there are so many other opportunities throughout the municipality and sometimes it’s easier to find them once you’re in the organization. We have 13 business units that do 13 very different things.” Wilson says working to improve

Youth Worx program for youth facing employment barriers

the community is a mission that resonates with young people like Brown. “Our employees see the work they do reflected in their community. They see how their work immediately impacts the people around them. That’s a great way to build a career.” 

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HHS is all about support, from teams to pet therapy the province by revenue, trailing only Toronto’s University Health Network, and is unique in Ontario in caring for patients of all ages, from pre-birth to end of life. “We have an incredible number of opportunities for you to develop in different areas and specialties, whether that’s in clinical service or administrative service,” says Levo. “That scale and breadth gives people a lot to choose from. And the number is growing. We’re in full recruitment mode.”

We have an incredible number of opportunities for you to develop in different areas and specialties, whether that’s in clinical service or administrative service.

— Aaron Levo Vice President, People, Culture and Communications

 Tran Thai gained exposure to several units as an extern and is now a registered nurse in pediatric oncology at Hamilton Health Sciences.

hen she tells people she is a registered nurse in pediatric oncology at Hamilton Health Sciences (HHS), Tran Thai is very aware of the response she’ll get. After all, the topic is childhood cancer. But for her, “it’s something I’m very privileged to be part of,” she says. “Everyone’s first reaction is, that’s very difficult or that’s very tough – and it is,” says Thai. “But one of the greatest things from my experience is, for starters, you have all these patients and

families and they’re so kind, even though they’re going through some of the most difficult times. The role you play in supporting them and seeing their progression from diagnosis through treatment, it makes me feel very thankful that we could see that journey. It means a lot.” And there’s another reason she chose to be part of this unit, she says. “We have such a great, great team environment. No matter who you ask, from the doctors to your fellow nurses to the other members of the professional health-care team, there’s always

someone there to support you, always someone there to give their expertise, their advice, and to help you navigate some of the more difficult situations.” Thai, who graduated from McMaster University in May 2023, works at McMaster Children’s Hospital, just one component of the broad range of services provided by Hamilton Health Sciences at locations around the southwestern Ontario city. According to Aaron Levo, vice president, people, culture and communications, HHS is the second-largest hospital system in

As a teaching and research hospital, he says, “we’re delivering the care of today, but we’re building the care of tomorrow. We’ve invested heavily in technology, including our patient record system, new diagnostic capabilities and virtual care. That desire to innovate and apply research quickly is an important factor.” And on the administrative side, he says, “we would be among the largest mission-driven organizations in the country. Whether you’re in finance, human resources, purchasing or IT, it’s an opportunity to make that social contribution with your skills in a sector that desperately

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Training and mentoring programs

Staff education and development fund

Centre for People Development

SHINE Wellness Program  A Hamilton Health Sciences registered nurse in the intensive care unit.

needs innovative thinkers in administration.” HHS is focused on wellness for staff, he says. “We try to practise a style of leadership that acknowledges the toll that health care takes on an individual, to try to provide a team environment that’s

supportive. We also have programs at our sites including massage clinics, mindfulness clinics and pet therapy.” Indeed, HHS is in the midst of training a new special staff member, Hank, a Newfoundland dog who visits employees on site.

“When someone’s busy working in a clinical environment, they often do need to take a moment for themselves to compose to think and to restore,” says Levo. Thai agrees, having worked in various units during her pregraduation time as an extern at

HHS, a program similar to internship. “The current state of affairs in health care is very demanding, but it’s because they have that team support that staff members at HHS can show up each and every day. I’m very grateful that this is my job.” 

THE CAREER you imagine, HERE. hamiltonhealthsciences.ca/careers

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Hatch’s mentorship attracts and grows young talent and technical guidance and is now in a position to provide it to others. She is also actively involved with Hatch’s campus recruitment and scholarship initiatives, particularly with her alma mater. “Mentorship is how we grow our family. We think of our company as a family,” says Iturregui. “So much of our organization’s success is driven by our ability to work similarly – similar processes, similar mindset, interfacing with our clients, thinking like owners, nurturing those long-term relationships. All of that is building blocks for meeting our clients’ needs.”

I would like to expand my career development to take on more leadership challenges, to be part of the next generation at Hatch.

 Hatch members of the board of directors regularly meet with young professionals for mentorship and networking.

ight after completing her engineering degree, Safaa Azammam embarked on her dream job at Hatch Ltd. – planning and designing tunnels for Montréal’s biggest public transit project in more than half a century. While studying civil engineering at Montréal’s École Polytechnique, she decided she wanted to specialize in underground construction for tunnels and knew the global engineering and professional services giant had a good reputation in the industry. “As a young professional in

tunnelling, you have to learn it in the field – it is not learned in school,” she says. “I had the opportunity with Hatch to work on this big project and to be supported by colleagues with different expertise.” In 2016, immediately after being hired by Mississauga, Ont.-based Hatch, she joined its Montréal office working on a light rail transit (LRT) project. After determining where to put tunnels for the electric rail network, she then moved onto the design and specifications for the project’s tender phase. She later moved on site where she provided expertise

during construction. The project included constructing a threekilometre tunnel to MontréalTrudeau International Airport. “I learned a lot on this project. We started with an idea and now I am proud to see what we’ve done,” says Azammam. Fostering continued learning is essential to Hatch’s success, says Lynn Iturregui, a Sudbury, Ont.based project manager and sponsor of mining projects. Having joined Hatch after completing her civil engineering and management degree at McMaster University more than 26 years ago, Iturregui was the recipient of mentorship

— Safaa Azammam Tunnel Engineer

From day one, new hires at Hatch are mentored. Each one is assigned a Hatch buddy for onboarding support, as well as a direct supervisor who provides more hands-on, daily guidance. New employees also have the opportunity to join online mentorship circles to connect with a mix of people who have been with the organization a similar length of time and are from a variety of different regions and business units. Hatch’s leadership team encourages a flat, connected organization around the globe so there are no barriers to connectivity from

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Young Professionals Committee

Paid internships and co-op terms for students

Project Delta mentorship initiative

Prep course for professional engineering licence

 At Hatch, young employees have opportunities to get hands-on, practical, in-the-field experience working on projects.

junior engineers in training to the CEO. “We are very proud that you won’t find an org chart within our organization. We think of it as a matrix,” says Iturregui. Much of the connectivity and mentorship that happens at

Hatch takes place in person in the office. The pandemic showed how essential human interaction is to the organization’s creativity, innovation and ingenuity, says Iturregui. “We do stress for people to be in the office to connect with others,

share what you know, be prepared to hear what other people have to share and be open to the possibilities.” As a young female engineer, Azammam is excited about the possibilities and is thankful for the support she receives from her

senior colleagues who allow her to take ownership of projects. “Hatch wants to promote and to invest in young professionals,” she says. “I would like to expand my career development to take on more leadership challenges, to be part of the next generation at Hatch.” 

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Top-level support brings young talent to KDP Canada a company whose values aligned with hers. “Top-level support makes for the possibility of real change,” says Prégent. “This company has a true willingness to evolve and improve its practices on a continuous basis, which enables me to have a real impact on our operations. Seeing my internship project become a five-year major corporate initiative has given great meaning to what I do.”

At KDP Canada, we are passionate about providing opportunities for young employees, because one of the things we’re most proud of is seeing people grow within our organization.

— Jonathan Lauzon Vice President, Sales

 Keurig Dr Pepper Canada employees visiting three key impact projects in Colombia during their sustainable sourcing trip.

hen Jonathan Lauzon, vice president, sales, at Keurig Dr Pepper Canada (KDP Canada) attended the opening class for his companysupported EMBA, the first thing he did was to approach his professor for his advice on reaching out to the best and brightest students. “I told him I wanted to connect with them to talk about our company, our culture, our values and the growth opportunities for young talent within KDP Canada,” Lauzon says.

“At KDP Canada, we are passionate about providing opportunities for young employees because one of the things we’re most proud of is seeing people grow within our organization,” he says. Every year, the Montréal- and Mississauga, Ont.-based beveragemaker takes on large numbers of young summer job and co-op placement seekers, as well as paid interns, and is proud of retaining a third or more of the interns as permanent employees. There are good reasons for that success, says former KDP Canada intern

Jasmine Prégent, 28, now a sustainability specialist at the company. “Right from the start of my internship project, during which I was asked to develop a water stewardship strategy for KDP Canada,” says Prégent, “it was clear my expertise and ideas were valued. With my mentor’s support and guidance, I felt very empowered. That was a big part of why I chose to embark on an internship and later stay on with KDP Canada.” Equally as important, Prégent continues, was that the full support of the executive team showed her she was working for

Prégent’s experience as an intern has been replicated throughout her permanent employment. She’s part of the ‘Women and Allies’ employee resource group and a member of an employee-led health and well-being club, which promotes healthy activities within the office. Two years in, she’s also had many learning and development opportunities. For instance, in November 2023, Prégent visited coffee farms in Colombia where KDP Canada supports regenerative agriculture, farmer prosperity and responsible sourcing projects. “We have great partners, and we want to help them expand the reach of their actions,” she says. “As the largest buyer of fair-trade

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Leadership development programs

Mentoring program

Paid internships and co-op terms for students

 The ‘Todos al Agua’ project is in partnership with Keurig Dr Pepper Canada and a green coffee trading company to advance climate action with coffee-growing communities in central Colombia.

coffee in the world for the 13th consecutive year, we can have a true impact on coffee farmers in Colombia and beyond.” Career trajectories like Prégent’s are why, says Lauzon, KDP Canada has made significant investments to offer meaningful internships

and build a network with schools and student associations. “We are present in universities across the country,” he says, “and we have such engaged employees – often former interns – who will go back to their previous universities and recruit students for new

opportunities and speak about what we offer.” That includes the workplace culture as much as the work and professional growth opportunities themselves. “Most young talents today want to find an organization that

For the 7 th co ns

Subsidies for professional accreditations and development

has a meaningful purpose, and speaking to our initiatives in areas like sustainability, diversity and inclusion allows us to attract great talents whose values align with ours,” says Lauzon. “The two go hand in hand: we need the best talent to reach our goals.” 

ve year! uti ec

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Labatt provides opportunities to grow and innovate understanding of different areas of the company and interacted with senior leaders. “Through an internship or new graduate talent program, you often get to work on high-priority projects,” she says. After that, she did a rotation in accounting, improving processes for reporting taxes. She found it a huge change to work more independently, use her analytical skills and learn the enterprise software SAP.

Our trainees do rotations through different areas such as commercial, supply chain, operations and our corporate business units. The goal is to give them a broader vision of the organization.

— Beatriz Grubesic Vice-President, People

 Drew Williams joined Labatt Breweries of Canada as an intern and now holds a permanent position as a scrum master.

hen Drew Williams was nearing completion of her degree in commerce, she found she liked to do a lot of different things and she didn’t know where she would apply for work. “The description for the technology training program at Labatt Breweries of Canada mirrored words I had in my own resume,” says Williams, now scrum master. “I connected with that and as I went through

the program I gained a breadth of knowledge across different functions.” “Labatt invests in people who are right out of university,” says Beatriz Grubesic, vice-president, people. “Our trainees do rotations through different areas such as commercial, supply chain, operations and our corporate business units. The goal is to give them a broader vision of the organization and provide them with the tools to unleash their potential.” In addition, Grubesic says the

company is working on a new sales platform that will transform how customers access Labatt products, and positions are opening up to solve business challenges through technology. “It’s not only technology companies that have jobs working in technology,” she says. In Williams’ case, she started her technology trainee program in September 2021 working on a project proposal for a staffing solution. She says she improved her project management skills, gained an

Now, in her permanent position as scrum master, she collaborates with different stakeholder groups to write requirements on business needs and then joins the technical development team to develop, test and deliver solutions. “It’s about putting the puzzle pieces in place,” she says. “I love bringing our collective strengths together and understanding how everything fits to create shared value.” In order to be successful in her position, Williams has taken on multiple development opportunities. In 2022, she travelled to the Anheuser-Busch InBev head office in St. Louis to spend a week with other technology trainees from across the U.S. “We completed a

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Leadership development programs

Online and in-house training programs

Talent management programs for new grads

 Young professionals have opportunities to work on high-priority projects and learn about different business units through the new graduate talent program at Labatt Breweries of Canada.

hackathon. We learned new tools and then we worked together to use them to solve a business problem,” says Williams. Later Williams took three days of coding boot camp at the University of Toronto to learn the Python programing language. She

worked with two employees from different departments to build a predictive model. “It’s a way of thinking at Labatt,” Williams says. “You are empowered to grow and develop, and learn the tools of the job as you go.” Williams has noticed an

increased focus on using technology to help Labatt find innovative and sustainable solutions so it can thrive and grow. “There is no shortage of opportunities and projects to work on,” she says. And Grubesic says that as a result of giving university

Knowledge Bar skills development sessions for interns

graduates who start as interns a deep understanding of the company, nearly half of the senior leadership team has come to Labatt through these programs. “And that includes me,” she says. “I was an intern, and after 17 years I am a vice president.” 

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Lighting up a range of roles at Manitoba Hydro to Work Day, a national event for students in Grade 9.” Manitoba Hydro provides $100,000 per year in scholarships, bursaries and high school awards in categories determined by both need and performance, for students in programs that could lead to jobs at the corporation.

A growing segment of our workforce is under 30. These employees bring an energy to the workplace, are excited to take on new projects, question how we do things and offer new perspectives.

 Karan Patel started at Manitoba Hydro through a co-op work program and is now an intelligent automations developer.

hen Karan Patel immigrated to Canada in 2019, he began working on a college diploma and felt lucky to do his industry co-op at Manitoba Hydro. After graduation, Patel saw a posting at the corporation for a digital and technology career development program. “As a new graduate this is perfect for me,” said Patel, now an intelligent automations developer. He applied for the program while waiting for his work permit, which was delayed by the immigration backlog during the pandemic. “I interviewed and was

offered the position,” he says. “I asked if they would wait for me until my permit came in, and they did! I started in the program two months later.” With its head office in Winnipeg and operations throughout the province, Manitoba Hydro is a provincial Crown corporation and one of the largest integrated electricity and natural gas distribution utilities in Canada. “Manitoba Hydro has a wellrounded approach to developing young people,” says Lisa Leochko, talent acquisition and diversity, equity and inclusion manager. “We hire over 200 post-secondary students every summer. We also

offer a range of opportunities upon graduation. These include opportunities in careers across the province, from trades trainee positions to professional areas such as accounting, digital and technology, engineering – the list goes on and on.” The corporation finds ways to connect with young people at career days and presentations starting in high school. “We let them know the prerequisites they need for the careers they’re interested in,” says Leochko. “We also connect with students and job seekers through information sessions, trades hands-on days, and by supporting Take Our Kids

— Lisa Leochko Talent Acquisition and Diversity, Equity and Inclusion Manager

Patel’s career path demonstrates the breadth of opportunities available. His education was in business and technology and his co-op program was geared toward learning to be a business analyst. Patel started his trainee program on a business rotation and moved on to a developer rotation after six months. He found he enjoyed and excelled at the developer work. A role in the area happened to open up and was posted. Patel applied and got the position. “I thought I would end up on the business side of things and I wouldn’t have known I’d excel in technology except for the co-op work and rotational opportunities in the trainee program,” he says.

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 At Manitoba Hydro, young employees have opportunities to develop their skills in trades through hands-on days and trainee positions.

“I’ve been a member of four teams so far at Manitoba Hydro,” says Patel. He feels that his work with other teams is an asset to his position. He works closely with a team he rotated through in training and finds it easy to collaborate. Patel says he enjoys the

camaraderie and some of the benefits of being at the corporation. When he was learning new skills, he could just walk around the wall of his cubicle to find help with a problem from a colleague. He likes get-togethers from barbeques in the summer to

meeting some of his trainee group for lunch in the head office building’s atrium. And for positions that are eligible, employees are offered a work schedule that usually provides every second Monday off. “It’s a great time to be a young

Paid training programs leading to journeyperson status

person working at Hydro,” says Leochko. “A growing segment of our workforce is under 30. These employees bring an energy to the workplace, are excited to take on new projects, question how we do things and offer new perspectives.” 

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Manulife welcomes Gen Z with support and connection “Our mission at GenerationNEXT is to create programming that’s inclusive to all employees, with education, volunteer and networking opportunities. Some hot topics at panels we’ve hosted include artificial intelligence and the digital transformation at Manulife. We also broadcast our events virtually since we’re a global company.”

I’m always raising my hand for new projects and opportunities.

— Olivia Heins Transformation Portfolio Oversight and Reporting Senior Specialist

 Manulife employees attending a transgender flag raising hosted by ‘PROUD’, one of its 14 employee resource groups.

livia Heins had an early introduction to Manulife Canada – as a Grade 9 student on a ‘Take Our Kids to Work Day.’ Summer student positions followed throughout her university years, leading to her first full-time job in treasury operations after graduation. “I had a family member at Manulife, so I heard lots of good things first-hand about working at the company,” says Heins, 27, currently a transformation portfolio oversight and reporting senior specialist. “What impressed me, even as a student, was the

positive, upbeat culture, as well as the educational opportunities with lots of room to grow and build our skill set – such as free access to LinkedIn Learning and sponsorships for certification. “I’ve also had great managers who will advocate for you if you’re interested in trying something new. There’s often room to dip your toe in or shadow people, even if it’s not exactly in your job mandate. I’m always raising my hand for new projects and opportunities.” Heins is a keen advocate for the company’s 14 employee resource groups (ERGs), and the co-chair of

GenerationNEXT, which aims to bridge the gap between generations in the workplace. Manulife’s ERGs are very active with multiple events. In one week alone last fall, Heins attended the transgender flag raising hosted by PROUD (which aims to promote an inclusive workplace for LGTBQ+ employees) in the Toronto office, as well as a year-end celebration by the ‘Global Women’s Alliance.’ “Manulife doesn’t just talk the talk,” says Heins. “They encourage that kind of in-person socialization and support all our ERGs, which embody the diversity of the staff.

Sarah Chapman is chief marketing officer, Manulife investment management, and global chief sustainability officer, Manulife, in addition to chairing two ERGs – one for sustainability and the other for GenerationNEXT. “It’s a truly engaging role,” says Chapman. “I help them oversee the strategy and to navigate the organization in terms of building relationships and leveraging key communications channels. It’s really about elevating and accelerating what they want to do and how they want to do it.” What stands out for Chapman in working with GenerationNEXT is their drive and ambition for continuous learning as well as their authenticity. Another is how central purpose is to Gen Z. “So much about this younger generation comes back to a desire to feel connected to purpose in their job,” says Chapman. “Older

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Leadership development programs

Subsidies for professional accreditations

CPA rotational program

 Employees connecting during a summer social event at the Toronto headquarters of Manulife.

generations may be passionate about something, but can often separate that from their work life and explore that passion outside of work. The younger generation and Gen Z want that to be integrated. It’s not about work-life balance, but work-life integration.

Work must be connected to a bigger purpose.” Manulife supports young people in their onboarding journey with a portal for easy access to essential information and a colleague welcome kit, including a personal note from president & CEO

Roy Gori and an invitation for LinkedIn, Yammer, Instagram and Facebook. “There are good mentorship and buddy programs to help people feel connected, and we have a formal check-in at the 100-day mark to ensure our new

Manulife University with technology programs

colleagues are settling in well and that they have everything they need to set them up for success,” says Chapman. “That’s where we source a lot of new people for the GenerationNEXT ERG – it’s a great way to meet others across the organization.” 

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Growth creates opportunities at Metrolinx and recent graduates build a professional network within their group of peers, mentors and leaders. They develop the necessary critical skills to launch their careers. “Young people are assigned to different areas of the organization and experience a variety of different things,” says Verster. “We have a range of roles from lawyers and accountants through to engineers, with lots of opportunities for young people to participate.”

I have loved every second of working here. I have been so involved since day one, and the support I’ve received has been incredible.

— Simran Ghumaan Junior Finance Analyst

 The rotational program at Metrolinx allows new graduates to solve real-life work challenges.

n the midst of her twoyear new-grad program at Metrolinx focused on finance and information technology, Simran Ghumaan got to work on a reallife work issue facing her team. It was while she took part in the organization’s Lean Training Program, which focuses on continuous improvement. “I was able to come up with a solution by the end of that training,” says the 26-year-old, who has a BA in business economics, “and that wasn’t showcased just within

my team, but my manager also showed it to my director, and everyone knows about it. These little accomplishments are recognized, and that gives me encouragement. I feel like they respect and value me as a team member.” Toronto-based Ghumaan, who has been with the organization since June 2022, adds that she feels incredibly lucky to have landed at Metrolinx, which manages and integrates road and public transportation in the Greater Golden Horseshoe area.

“I have loved every second of working here,” says Ghumaan, who will have completed rotations in four departments by the end of her new-grad program. “I have been so involved since day one, and the support I’ve received has been incredible. A big part of Metrolinx culture is its commitment to create development opportunities for employees.” President and CEO Phil Verster notes that in the past year, Metrolinx has welcomed 170 young people into its early-talent programs, which “help students

With the extent and pace of growth at Metrolinx come tremendous opportunities across all areas of its business, and this has inspired young people to want to be part of it, Vertster adds. “People are exposed to really interesting things. I think it matters to young people that they deal with interesting, novel challenges, and novel fixes, in a company where they can see the impact of their work.” Verster notes that in addition to the finance and IT program Ghumaan is involved in, summerstudent, co-op and internship opportunities are also available. In 2023 Metrolinx launched its first engineering-development program for recent graduates in its

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IGNITE leadership training program

Course offerings from Metrolinx University

Coffee chats with senior leadership

Financial support for external learning  Phil Verster, president & CEO, hosts a fireside chat with students and new grads at Metrolinx.

Operations-Rapid Transit division, and it looks to expand this program in 2024 to include its Capital Projects Group. Verster explains that the organization “has a vested interest in building capabilities to support our growth. These rotational programs focus on the

components and complexity of building a large transit system.” Ghumaan, meanwhile, cites the formal and informal mentorship that’s been available to her. “Honestly, every single person on the team has supported me. If I have a question, they’ll say, ‘Let’s

talk about it,’ and I have weekly check-ins with my manager.” She also values the employee resource groups at Metrolinx and joined its emerging leaders ERG. Thanks to the organization’s commitment to equity, diversity and inclusion, Ghumaan – who is

of South Asian descent – helped establish an ERG for people who share her background. Overall, says Ghumaan, she feels Metrolinx is a place where she can fulfil her ambition to be a leader one day. “I can’t see myself being anywhere else.” 

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Nutrien’s diversity creates career opportunities co-op with a cohort of about 20 students,” says Girdhar. “I was given meaningful work and, based on conversations with the other students, it was evident that they also had purposeful assignments.” Both Ng and Girdhar have benefited from mentoring, which has helped them advance and provided exposure to executivelevel decision-making.

What really brings young people to Nutrien is our purpose. We help to feed the world and we aspire to do this in a sustainable and responsible way. That’s an exciting aspect of our company.

— Wendy Ng Vice-President, Internal Audit

 Young female professionals entering the workforce have opportunities for support and apprenticeship in the ‘Women in Trades’ program at Nutrien.

ranay Girdhar got his first exposure to Saskatoon-based Nutrien through an eight-month co-op placement while he was a math and finance student at the University of Waterloo. That experience made a lasting impression, because it led to a rewarding career with the agribusiness giant. “Nutrien is a powerhouse in three different industries, those being manufacturing, mining and agricultural retailing,” says Girdhar, manager of the valuation and financial structuring team.

“You get exposure on a daily basis and that keeps things interesting.” Apart from that, the company’s purpose is a powerful draw for anyone who aspires to a meaningful career. “What really brings young people to Nutrien is our purpose,” says Wendy Ng, vice-president, internal audit. “We help to feed the world and we aspire to do this in a sustainable and responsible way. That’s an exciting aspect of our company.” Given its size and diversity, Nutrien offers a multitude of career opportunities and paths to professional growth. The company operates potash mines

in Saskatchewan and mines phosphate in the U.S. Nutrien produces nitrogen in Canada, the U.S. and Trinidad and has a network of more than 2,000 retail outlets in Canada, the U.S., Latin America and Australia. The company invests heavily in professional development through a number of innovative initiatives, such as its ‘Women in Trades’ program, the ‘Nutrien Leadership Development’ program and the ‘New Grad Technology’ program. The company also makes a commitment to attracting talent through its co-op program. “I was in an eight-month

Ng, a chartered professional accountant, joined Nutrien in a finance role 12 years ago and she has had four different positions since then, thanks in part to the support she received from mentors. “One of my roles was as the advisor to the CEO,” she says. “It is a one- to two-year rotational program in which you work directly to support the CEO. I got the opportunity to attend senior leadership and executive meetings. A huge benefit of the program is that you meet people from across the company and you get exposure to all the different business operations.” For his part, Girdhar says: “I’ve

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Apprenticeship and trades programs

In-house courses on performance management

Nutrien Leadership Development program

 At Nutrien, employees have opportunities to advance their roles and gain exposure to decision-making processes through mentoring.

really benefited from mentorship and the opportunities I’ve received from our senior leaders. These opportunities have not only allowed me to present ideas to them but also be present during important decision-making discussions. Seeing how and why

we make decisions at a very senior level has been very helpful.” Nutrien also supports a number of employee resource groups (ERGs) in order to create inclusive and engaging workplaces. Ng co-leads the Women in Nutrien group and serves as executive

sponsor of the Asians at Nutrien group. “The ERGs are an important part of building an inclusive culture and they contribute to the personal development of our employees,” she says. Girdhar is a member of the young professionals group. “It

Women in Trades program

creates opportunities for young people to connect and share their experiences,” he says. “A lot of people are focused on one of our three different industries. Networking allows them to make contacts and exchange knowledge.” 

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PCL merges personal values and the workplace The mobility program gave her a chance to leave Edmonton for a placement in Calgary, where she gained experience working on a new cancer centre. It clinched her desire to work with the company. “I was determined to come back to PCL,” she says. When a position opened in her hometown as an estimator, Hurl leapt at the opportunity, which allowed her to hone new skills on the job.

Community building is such a big part of my life. Part of why PCL always stuck out to me was so many of their projects really impact the community in a positive way.

— Erika Hurl Estimator

 Erika Hurl, estimator, gained first-hand experience in the ‘Student Mobility’ program at PCL Construction.

rowing up in Edmonton, Erika Hurl knew the PCL Construction logo and reputation long before she knew that PCL was the place where she would end up starting her career in construction. “No matter where you are in Canada you’ve seen that logo – you don’t even have to be working in construction to know PCL,” says Hurl, who has worked as an estimator with the company for the last two years. But what stuck with her most was the nature of projects that Canada’s largest contracting

company takes on, such as hospitals, bridge rehabilitations and sports arenas. “Community building is such a big part of my life,” says Hurl, who is an active volunteer with a not-for-profit organization for teenagers and young adults in the Edmonton community. “Part of why PCL always stuck out to me was so many of their projects really impact the community in a positive way.” And she’s not alone. PCL finds that younger employees are seeking values-based organizations more than any previous generation.

It was a moment when, looking back, Hurl realized the possibility of blending her career and her passion for helping others. “That was huge for me, because it proved that there’s an alignment between my own values and the company.” Hurl’s first on-the-job experience with PCL was part of the company’s Student Mobility program, which helps students develop the professional skills to work on a variety of projects in different locations. “I really wanted the experience to go to different places and try different things,” says Hurl.

The company’s educational resources helped Hurl get up to speed quickly and develop a myriad of other proficiencies that she’s found invaluable in and outside of the workplace. Through PCL, Hurl was nominated for the Accelerated Estimating and Construction Risk Management program, which helps expedite career progression and development. Hurl has honed soft skills like personal accountability, emotional intelligence and interpersonal awareness through PCL’s college of construction. This suite of courses, open to every employee, complements the company’s

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688 student placements filled

$50,000+ in scholarships provided across Canada

88 full-time offers accepted in Canada

 PCL Construction is growing the next generation of builders through leadership programs and development opportunities.

‘Leadership Academy.’ The individual insights gained can be deeply impactful. “Through one of my development courses I figured out my purpose, to make meaningful connections every day with people who want to be where they are.”

pcl.com/careers

she says. PCL’s learning and employee ownership culture, which gives all full-time employees the opportunity to become owners, is a big part of what Harmony Carter, vice president of people and culture, sees as the secret to employee

longevity and engagement at the company. “No position has been the same year over year because we embrace the concept of finding places to add value to the organization and then we go do it,” says Carter, who started with the company 22

57% of employees have been with PCL for 6+ years

years ago as a co-op student. “I attribute that in part to our employee ownership culture,” says Carter. “But as a values-driven organization, many of us are also driven by continuously learning and the sense of excitement that brings.” 

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PepsiCo Canada puts pep into people’s careers “Onboarding is critical,” she says. “They spend time not just with their managers but with other parts of the organization, and it creates an environment where they feel welcomed and wanted.”

Our leadership programs have a huge emphasis on the role of leaders to support their employees and acknowledge their challenges.

— Mariana Bedolla Vice-President Human Resources

 At PepsiCo Canada, young employees have opportunities to develop their careers through mentorships and the ‘Emerging Leadership Program’.

achel McFarlane’s marketing career began when PepsiCo Canada sponsored a competition at her university, and she was part of the team that put it together. The connections she made then led to four internships at the Mississauga, Ont.-based food and beverage giant, and eventually to a full-time job as associate marketing manager of PepsiCo Canada’s Tostitos and Dips division. “The number one thing about PepsiCo is the people,” she says. “I’ve been able to work with

several different managers, and every one of them has really invested in my learning and growth. I think it’s rare to find an environment that’s not competitive but really collaborative in nature, and that’s why I wanted to come back here to work.” McFarlane has been able to take advantage of lots of training opportunities during her time at PepsiCo, including Brand Marketing College, a “marketing 101” course that happens every fall, as well as the Emerging Leadership Program offered to all new sales, marketing and supply chain hires. She has also

received both formal and informal mentorships. “Apart from the formal programs, there have been people who have championed me and been willing to support me as I figure out how to be a great marketer,” she says. “And it’s often been in those informal connections that the greatest learning has taken place.” Mariana Bedolla, vice-president of human resources for PepsiCo Canada’s beverage business, says the company’s strong focus on employee development starts right away with an intensive onboarding process.

New hires are then offered a program called Campus. “For the majority this is their first experience with employment,” says Bedolla. “So it shows them how our business works and provides them with capability-building around things like time management and prioritization.” Bedolla is particularly pleased with the Emerging Leadership Program, which identifies, trains and supports potential leaders, and the Transformational Leadership Program. “That’s geared toward women in the workforce, and talks about their aims and challenges. We’ve put about 200 people through that program, and I’m super proud of that.” During the pandemic, the company boosted its efforts to keep staff safe and healthy by launching a series of mental health and resilience programs,

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Apprenticeship and skilled trades programs

Leadership development programs

Campus Capability Training

 PepsiCo Canada supports the well-being of employees by incorporating a mental health component in all of its programs.

like well-being webinars, and then made them permanent. “It’s not something we just did for the pandemic,” says Bedolla. “All our programs now have mental health components. Our leadership programs have a huge emphasis on the role of leaders

to support their employees and acknowledge their challenges. It’s built-in, rather than being a standalone program.” As well, once a year the company gives everyone a little extra R&R during Employee Appreciation Week. “Every year

dare to fuel the fire inside dare for better

it’s a bit different, and this year one of the days was all about caring for each other,” Bedolla says. “We did pet therapy with puppies, and the feedback was really great, like ‘I came in feeling stressed and came out a different person.’” It’s all part of a culture that

In-house career planning services

stresses openness and diversity of thought, Bedolla says. “We have several generations in our workplace, which makes it a rich and inclusive culture where everyone can share their perspectives, regardless of where they have worked or lived before.” 

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Pfizer embraces youthful innovation and ‘zig-zags’ not as established as longer-term employees. We can often see different ways to leverage a new technology or trend.” Pfizer Canada president Najah Sampson, who began her own career with the global company more than 20 years ago as a student intern, couldn’t agree more.

It’s not always easy being the youngest person in the room, and recognizing that is super important.

— Lara Stefanatos Brand Manager

 Young employees at Pfizer Canada contribute to its purpose through volunteer and team-building activities.

ara Stefanatos spent three summers as a student intern with Pfizer Canada before joining the pharmaceutical company full time in 2020. From the start, she was impressed by how serious Pfizer was about integrating young people into the organization. “One thing that struck me even in my first summer is that people were asking for my opinion,” says Stefanatos, now a brand manager with Pfizer. “The fact that they value a young person’s

perspective is really great – it’s not the experience you always have as a student.” Stefanatos was also impressed by how quickly she and her fellow interns became immersed in the day-to-day operations of the company. “You are really integrated into the team,” she says. “They treated us like full-time employees. You were invited to all the team meetings and functions. We interacted regularly with leadership and got exposure to many parts of the business.”

Stefanatos is currently a member of Pfizer’s diversity and inclusion community of practice group, which champions diversity initiatives within the company. In that role, she advocates that, along with gender, race and sexual orientation, young people should be considered part of what makes an organization truly diverse. “It’s not always easy being the youngest person in the room, and recognizing that is super important,” says Stefanatos. “Younger people bring a diverse viewpoint. Our ways of working and ideas are

“I think our younger colleagues today are probably smarter than any generation before them,” says Sampson. “They have access to so much information and they’ve also honed their social skills. I was quaking in my boots the first time I presented to leadership when I was an intern. These young people aren’t fazed at all.” Sampson cites the example of a recent intern who thought the company could do a better job of understanding intersectionality when promoting diversity, equity and inclusion. “We said we were definitely interested, but we had no workshops on intersectionality. It turned out she was actually trained in this area and asked if she could give it a try. We agreed, starting with workshops for our leadership team. We soon opened it up and so this person, who had only been here a matter of weeks, ended up presenting to hundreds of people.” Pfizer also puts a strong

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Paid internships and co-op terms for students

Annual student networking event with senior leadership

Online employee skills inventory

 Young employees have opportunities to learn from colleagues at all career stages through ‘growth gigs’ and rotation programs at Pfizer Canada.

emphasis on growing careers, though not necessarily in a linear fashion. “We believe in zig-zags,” says Sampson. “One of our innovations is what we call ‘growth gigs,’ which are a kind of secondment except you don’t leave your

existing position. Instead, you are able to give 20 or 30 per cent of your time to try out a different job role.” At any given time, up to 15 per cent of Pfizer Canada’s workforce is engaged in growth gigs. “It’s a great way for people to

dip their toe in the water and to stretch and grow,” says Sampson. Pfizer’s marketing rotation program is another innovation, which allows early-career employees to rotate through full-time, six-month stints in various parts of the business.

Leadership development programs

While these programs are open to all, they can have particular appeal to young employees. “A lot of young people worry about getting bored or stuck in one job,” says Stefanatos. “These initiatives facilitate movement and continuous growth.” 

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RBC helps students discover numerous career options who started his placement early in 2024. “I’m very excited to be working with RBC.” According to Alex LaPlante, vice president, transformation & chief operating office, technology & operations, RBC helps thousands of young people each year with the transition from education to employment.

RBC offers the whole package. There are continual opportunities to learn, grow and develop meaningful career paths.

— Alex LaPlante VP, Transformation & Chief Operating Office

 Alex LaPlante is the vice president of transformation & chief operating office, technology & operations, at RBC.

hen Hussam Tahir was considering potential career options that might be open to him once he completed his undergrad degree in software development, he didn’t think about working for a bank like RBC as an option. “As a programmer, I thought banks only offered careers in financial services,” says Tahir. “But I’ve learned that RBC has a large technology team with people I can learn from and a fulfilling career path for me.” RBC recruits early talent with a wide range of educational backgrounds into many areas of the bank. Tahir learned this thanks to Discover RBC, a new recruitment

program that informs students about the breadth of RBC’s businesses and the extensive opportunities it can offer them as they launch their careers. In September 2023, Discover RBC started getting the word out via LinkedIn, by reaching out to campuses through career services, clubs and organizations, and through RBC student ambassadors. More than 6,600 students registered for the initial virtual sessions, which provided an overview of RBC and its various career paths. The RBC Early Talent team then held 21 in-person sessions on 15 campuses across Canada to provide students with deeper insights into RBC’s various business groups such as personal

and commercial banking, capital markets, insurance or technology. The goal was to help them decide which areas of the bank best aligned with their own career aspirations. Tahir’s long-term goal is to work in artificial intelligence (AI), but he needed to complete a second co-op placement in order to graduate from Seneca Polytechnic in Toronto. After reading about Discover RBC in his college newsletter, he contacted one of the recruiters. That led to several interviews, which in turn led to an offer to join the team as a data analyst intern. “The entire process took less than three weeks and was very straightforward,” says Tahir,

In 2023, for example, the RBC global early talent team recruited more than 1,900 interns for the summer term, 800 for internships starting in fall or winter, and 450 new graduates for full-time positions upon completion of their studies. LaPlante points to a program called Amplify as just one example of how RBC provides students with hands-on work experience and supports and mentors them as they develop their professional, technical and interpersonal skills. “Amplify is an immersive summer innovation program where cross-functional teams comprising four post-secondary students and graduates, tackle real business challenges identified by RBC’s leaders,” says LaPlante. “The teams are asked to develop a ground-breaking technological

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2,500+ interns joined RBC globally in 2023

RBC student ambassadors at 21 schools across Canada

The first Discover RBC roadshow visited 15 schools

98% of Canadian interns surveyed would return to work at RBC

 Hussam Tahir learned about programming and artificial intelligence opportunities at RBC through its ‘Discover RBC’ recruitment program.

solution in just four months and then pitch their product to a panel of RBC executive judges at a live event for the chance to win a prize.” As well as being one of Canada’s largest employers, RBC is one of the country’s largest technology

employers with more than 9,000 ‘Tech@RBC’ employees engaged in cutting-edge work in AI and machine learning, software development, cloud, digital, data science, cyber security and more, to help drive value for clients. “RBC’s senior leaders have

consistently championed innovation in the financial sector,” says LaPlante. “Thanks to significant investments that put us at the forefront of technology advancements, we will continue to serve the changing needs of our clients.” For LaPlante, the opportunity to

do work that has a positive impact is just one good reason early tech talent should look to RBC. “RBC offers the whole package,” she says. “There are continual opportunities for technologists to learn, grow and develop meaningful career paths.” 

Level up. You’re ready.

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The doors are open for new grads at Siemens Canada about people.” Siemens Canada takes training and investing in its future workforce seriously. Currently, about 20 per cent of new job opportunities are geared toward young people and last year, there were early career opportunities for 130 new graduates.

It is good to see that the company culture is always about growing, learning and getting better.

— Vladyslav Iakovchuk Financial Analyst

 At Siemens Canada, young employees are supported in their transition to the workplace through the ‘Experience@Siemens’ program.

ladyslav Iakovchuk is a long way from his native Ukraine, but thanks to a program launched at Siemens Canada Limited to help new graduates, he recently found a new home in Ontario. “I feel like I belong here,” says the financial analyst with the digital industries business. “I’m proud of this company and proud of myself that I’m part of such a community.” In 2022, Iakovchuk entered the Experience@Siemens program. Developed during the pandemic, this program helps new graduates transition from their academic career to the workplace through up to a year of

experiential learning. “It has become a successful program and launching pad for new grads,” says Jennifer Giudice, head of talent acquisition at Siemens Canada. “Over 50 per cent of our grads who went through the program have been hired on at Siemens.” Iakovchuk is one of them. After leaving Kyiv for a vacation in Europe, he never returned home due to the Russian invasion of Ukraine. Iakovchuk completed his economic studies and worked remotely in Ireland before applying to Siemens Canada. Familiar with the company name from his work experience in Ukraine with Siemens Energy, he was accepted into the Experience@Siemens

program. In the summer of 2022, he arrived in Toronto ready for a new challenge. Based in Oakville, Ont., Siemens Canada is a technology company focused on industry, infrastructure, transport and health care. Active in Canada since 1912, the company has more than 33 office and production facilities across the country. Iakovchuk immediately felt welcomed. He joined the digital industries finance team working with order management and received on-the-job training as well as mentorship, something he especially appreciated having just arrived in a new country. “At Siemens, everyone is part of a big family,” he says. “It is always

“We look for that fresh, diverse perspective that young people offer,” says Giudice. “They inspire innovation, and they foster a culture of learning and growth.” Giudice, who started with Siemens Canada 15 years ago as a co-op student herself, says co-op and the Experience@Siemens program are just two of the many opportunities available for young people to gain valuable work experience. Now entering its 10th cohort, the Siemens Certified Education and Talent Academy (SCETA) is another successful workintegrated learning program offered at Siemens, designed to equip students with the educational and professional foundation needed for a career within the company. During the program’s 17-month term, students work within a Siemens business and receive experiential learning while completing their academics.

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Growth and Opportunity Program with mentoring

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 In the ‘Siemens Certified Education and Talent Academy’ at Siemens Canada, students and new grads have opportunities for professional growth while completing their schooling.

SCETA students are paid, and those who are part of the 17-month term receive tuition reimbursement. Once the program is finished, they are ready for available jobs within Siemens. SCETA also offers a five-month term targeting new grads.

“Our student and new graduate programs are bridging the gap between academics and early careers,” says Giudice. “Offering opportunities for skills development and professional growth is not only important to us, but to society as we build a

sustainable workforce.” Iakovchuk was thrilled to be offered a full-time position as a financial analyst less than a year after joining the Experience@ Siemens program. Although he has completed the program, his learning hasn’t stopped. He takes

Finance Leadership Development Program

advantage of in-house training and mentoring available to employees. “Especially for young employees like me, it is good to see that the company culture is always about growing, learning and getting better,” he says. 

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Behind-the-scenes teams create magic at Solotech Ricard says she believes in developing people from within the company. “We’re creating an environment where you can try something new, take a chance. There are different paths if you want to grow.” There’s a lot of training available, in person and online, through the Solotech Academy. And the company runs a robust recruitment program each summer.

One of the main reasons people explore joining Solotech is the opportunity to be part of some of the biggest and greatest audiovisual projects in the world.

 Solotech employees setting up equipment for one of its career events.

arie-Claire Laplaine is fascinated by the details behind the scenes that power the thousands of projects Solotech produces every year. “When you go to an event you see the spectacle, you don’t see the pieces that make the show. I think that’s what drew me in,” says Laplaine, operations coordinator in Solotech’s Toronto office. Solotech produces live shows for festivals, events, and many of the biggest artists in the world – including Taylor Swift, Adele, The Weeknd, Justin Timberlake and Luke Bryan. It also does AV systems integration in the corporate sphere for projects like the Bell Centre in Montréal, Outernet

London and Resorts World Las Vegas. “One of the main reasons people explore joining Solotech is the opportunity to be part of some of the biggest and greatest audiovisual projects in the world,” says Claudine Ricard, chief human resources officer, based in the company’s head office in Montréal. “You cannot beat the coolness of this industry.” Solotech has 20 locations in offices in Canada, the U.S., the U.K., Europe and Asia, with opportunities for technicians, engineers, marketing, finance and more, says Ricard. “What appeals to me the most is the collaborative effort and meeting all these intelligent people, and that we’re all working toward

a common goal,” says Laplaine. Her current position, making sure the teams and equipment processes are working as efficiently as possible, is a relatively new role. Laplaine was working as a barista when she joined Solotech in 2016. “I started in the soft-goods department as a temporary worker and a permanent spot opened up. I became a lead there.” Laplaine left to do some freelance work but returned to Solotech as a tech coordinator and, after a maternity leave, took on the operations job just over a year ago. She says Solotech offers many employment growth opportunities. “I can totally testify to that. I’m a product of it.”

— Claudine Ricard Chief Human Resources Officer

“It’s part of our DNA,” says Ricard. “A lot of senior people now started like that.” Laplaine appreciates the emphasis the company places on the wellness of its employees. She’s especially happy as a new mom to be able to have the option of hybrid work. “They are making our wellbeing a priority – it’s something they are taking massive steps toward. There’s actually a well-being tour going on now.” There are sessions on mental, physical and financial health. One of Laplaine’s favourite workshops was a stress-management program. She says they do field trips and other activities, too, such

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 Young employees celebrate finishing their internship together at Solotech.

as warehouse staff joining the production crew last summer at Toronto’s Veld Music Festival. “We had all our junior techs travel to the site and see what it was like, to see the reality of it, the grandeur. It’s massive.” One of the unique aspects

of the Solotech workplace is that it attracts a large number of musicians. Laplaine is also a singer-songwriter. “You can go down to any level and there will be a working musician in the room. That ties people together.”

In Montréal, there’s a jam room with amps, speakers and guitars that people use on their breaks. There are karaoke nights during the year, but Solotech karaoke nights come with buildings full of top-quality AV equipment. In the end, it’s a passionate,

Powering Today’s AV Technology Empowering Tomorrow’s Experts solotech.com

dedicated team of people who make Solotech work, says Laplaine. “The people are phenomenal. Every level of tech or advisor or whatever part you have to play is vital in getting these events and productions out the door.” 

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A shared purpose helps employees grow at Teck my work term interesting,” she says. “Teck offers an environment where you can learn and grow with access to opportunities you may not have otherwise.” Now, three years into a permanent position at Teck, Musico is still stimulated by the learning culture at the company and by the level of interest and engagement supervisors show in her career development. “I’m continuously learning and I don’t feel stagnant in my career.”

Teck is the kind of company that leads by example. We don’t just say what our values are but we put them into practice every day. — Gabi Musico Advisor, Human Resources

 A Teck Resources engineering co-op student working at its operations in Trail, British Columbia.

fter finishing an eight-month student co-op term with Teck Resources in 2019, Gabi Musico knew she wanted to be back in a permanent role with one of Canada’s leading mining companies. She had found a place where she could grow in her career that also aligned with her values. “Teck is the kind of company that leads by example,” says the Vancouver-based human resources advisor. “We don’t just say what our values are but we put them

into practice every day.” Musico had first been attracted to Teck’s co-op program as a place where she could gain exposure to a broad human resources function, and what really caught her eye in the job description was the emphasis on values. “It really spoke to me,” she says, “how Teck keeps its people, health and safety, as well as sustainability, top of mind with everything it does.” During her co-op, Musico was actively involved in community-building, becoming one of the original members of the Student

Experience Committee. This group volunteers to strengthen connections for students across the company through networking and social activities. While proud to have bolstered student ties within the company, it was the work Musico was given by her supervisors that left the biggest impression. In other placements, a student may be given the work employees don’t want to take on themselves. At Teck, co-ops can dig into important projects regardless of their level. “I was given meaningful work and hands-on experience that kept

The values piece is also still a main driver for Musico. In general, people spend a large amount of their time where they work, she explains, and for her it’s important to give that time to a company that aligns with her values. “I wanted to make sure the work I was doing was contributing to something positive like providing products that are essential to building a better quality of life for people around the globe,” she says. “I find it motivating if I’m working for a company that is trying to achieve the same things that I would want to see in the world.” That values-based motivation is something Stacey Smith, lead campus recruitment, sees more

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 On average, over 400 co-ops have joined Teck Resources every year for the last sixteen years.

and more in the next generation of the workforce. “People want to feel good about where they work,” she says. Sustainable practices like water management, reclamation plans and community partnerships are some of the ways Teck

walks the walk when it comes to sustainability. “It has a positive impact on the community and protects the lands on which we live and work,” says Smith. “Mining is essential to the world we live in – you want to work for a company that’s really

Meaningful work. Real-world impact. Join our team. Visit jobs.teck.com

doing it right.” Those values and the way that shared purpose connects teammates across the company is at the heart of why Smith has been with Teck, and contributed to the hiring of an average of over 400 co-ops annually, for the last

Leadership development programs

sixteen years. “It also comes down to the people that you’re working with and the values that they hold near and dear in their hearts,” she says. “We all live and work in communities being positively impacted by the work Teck does.” 

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Opportunities for growth and travel abound at Thales worked on an environmental, social and governance (ESG) diversity and inclusion project, where they had to produce an innovative solution to a problem. “It was also great for networking and learning about different business lines,” he says.

I appreciate that you’re given the space to own and take responsibility for your work.

— Prashanth Balaji Software Developer

 At Thales Canada, young employees have opportunities to collaborate on innovative digital technologies.

fter Prashanth Balaji earned a bachelor’s degree in computer science in India, he decided to pursue postgraduate work in Canada. He chose the University of Calgary, which has a good reputation for networks and security research. His first job after completing his MSc in 2022 was as a software developer in the Ottawa office of Thales Canada Inc. Thales Canada offers leading capabilities in defence, civil aviation and digital identity and

security. With offices in Nova Scotia, New Brunswick, Québec, Ontario and British Columbia, Thales innovates for customers with high-stakes goals and critical missions, while also helping make the world safer, greener and more inclusive. Balaji’s thesis was on threatdetection systems for connected and autonomous vehicles such as Teslas. “I had heard about Thales in India because it has a presence there,” he says. “I want to develop products that will have a positive impact on daily life, and I’m doing

that here.” Thales is also a major global player in hardware security models (HSMs), which appealed to Balaji, who is interested in enhancing cybersecurity systems. That technology was pioneered at Thales’s Ottawa office in the 1990s. “I knew I’d be working on HSMs to help build a future that we can all trust, which is rewarding,” he says. When Balaji joined Thales Canada, he was part of an inaugural 12-month program for new graduates. He and a team

The Early Career Program is intended to provide a more structured onboarding process. “We’ve always hired interns and new graduates, but we have formalized the program to help bring in and retain young people, and help them grow their careers here,” says Michelle Forbrigger, Thales’ vice president of human resources for North America. The program itself is growing: the first year there were 30 graduates; the second year 67; and the goal for 2024 is 100. Forbrigger knows first-hand that growth opportunities are plentiful. In 2000, when she was in her mid-twenties, she joined a business Thales acquired as a human resources assistant, moving up not only in roles with more responsibility in different business lines but also to offices in England and the United States (she’s currently based in Arlington, Va.). “Thales has given me lots of support from mentors and coaches, and continues to support me,” she says. “I’m a pure example

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In-house career planning services  Thales Canada employees can engage with mentors across the 68 countries it operates in.

of someone who has developed a career path internally, and I have no desire to leave. We sell a career, not just a job, in various divisions and countries.” Balaji is grateful for his own mentors, including Alice Kadlec in Ottawa and Jan Siba in Austin,

Texas. “Even if I have a trivial question, I feel like I have a safe and free environment to ask it,” he says. “It feels like I’m heard, and that makes me more committed.” Global mobility is also important to Balaji. In 2022, he attended the Early Career Program’s kickoff

event in Florida, and the following year he pitched his team’s ESG project to North American Thales executives in Austin. After he completed the program, he coached the next cohort on their project. “I appreciate that you’re given

the space to own and take responsibility for your work,” says Balaji. “For me, a great workday is seeing how much I’ve learned from the previous day and being involved in some kind of collaboration, which is pretty much every day at Thales.” 

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Unilever has a fast track to develop young leaders host of options for professional development, from informal mentorships to an extensive list of courses to help them expand their role or develop skills for future roles, plus sessions with external experts and influencers who lead pop-up events in stores, including one with star chef Matty Matheson that involved recipes and a mini-restaurant.

Each role has been a completely new learning experience. There’s plenty of support and flexibility, and so much encouragement to grow and learn. — Elvin Shum Associate Instore Visibility Manager

 At Unilever, interns and young professionals have opportunities for professional development through courses and sessions with external experts.

hen Elvin Shum started working at Unilever Canada just over two years ago, he quickly learned what the storied culture at the Torontobased consumer packaged goods company was all about. “At Unilever, we’re really big on purpose – that’s kind of our credo,” he says. “Our company purpose is to make sustainability

commonplace, but it’s important that we have purpose for ourselves as well, and leverage that and connect it to the business’s purpose.” Shum did a summer internship at Unilever and a stint at culinary school after university before joining the company full-time. He took a workshop to help him develop his purpose, which he describes as, “Nothing can become everything in my hands.” It’s helped him get to his current role

as an associate instore visibility manager, overseeing product displays at large retailers. “For me it was a testament to my ability to start with nothing and absorb as much as I can and learn and grow,” he says. “It also touches on my willingness to get hands-on, which relates to my culinary background. It’s a mixture of who you are as a person and what touches you around the world.” Unilever offers new hires a

Naniss Gadel-Rab, general manager of Unilever Canada’s Nutrition division, joined the company after university and has never looked back. “It’s been 23 years, and I’m still learning, which is amazing,” she says. “You’d think after all that time I’d have nothing more to learn, but every day there’s a new opportunity and a new challenge and a new learning.” Gadel-Rab points to a popular Unilever initiative called the Future Leaders Program, which operates like a fast-track leadership course. “You get accelerated responsibilities in this leadership development program, and it can take you to be manager-ready in three years, which is pretty cool

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Paid internships and co-op terms for students  Unilever employees sharing its programs for leadership training and development at a university career fair.

for a young person right out of university,” she says. “And you move to a different role every eight months to 12 months. They give you training and mentorship, and you find yourself growing so quickly.” Shum appreciates the benefits

he can use for anything related to health or well-being, as well as flexible work schedules and the Day of Service, an annual company-wide volunteer day where staff get together to serve their communities by planting trees or picking up trash in parks, among

other activities. But his favourite thing about his job is the freedom he has to follow his own path. “We call it ‘shape your own adventure,’” he says. “You can take hold of your career with all the resources that are available, like courses and the mentorships

that make a supportive network, but you’re not pigeon-holed into certain disciplines. I’ve found that each role has been a completely new learning experience. There’s plenty of support and flexibility, and so much encouragement to grow and learn.” 

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York Regional Police builds a culture of learning environment that attracts people,” Hammond says, “by taking a lot of steps to put them first.” Those include measures to improve work-life balance, from flexible shift hours to job-sharing, and a robust emphasis on members’ physical and mental wellness.

We are very much alive to the fact that youth today seek more input into shaping their future, and their expectations demand more of us as an organization.

— Cecile Hammond Deputy Chief, Administration

 At York Regional Police, employees can learn about perspectives from both civilian and uniformed roles through its mentorship program.

or York Regional Police (YRP) purchasing clerk Jathusana Chandra, 26, two terms as a summer student, a stint of parttime work and four years of fulltime employment with the service still don’t mean she’s finished onboarding in any real sense. And as someone who wants to learn in a workplace she believes is dedicated to teaching – formally and informally – Chandra thinks she is very well placed. “There are just so many opportunities here,” Chandra

says. “With the job shadowing and mentoring, you can experience many different roles you might not have thought of for yourself.” From the start, YRP members were happy to help. “Even when I was a summer student, everyone was so willing to share their knowledge and support,” says Chandra. “It’s actually the culture of the place, and I could see myself growing and working here a long time.” In the mentorship program, Chandra was linked with a detective constable. “That was a really cool experience,” says

Chandra, “because, as a civilian, I don’t really see the operational side of things. You may not think a civilian and a uniformed officer would have much to say to each other, but I got to see her perspective on her job. And we talked about how we approach situations in a way that really broadened my outlook.” That’s the kind of workplace YRP has been striving for, says deputy chief, administration, Cecile Hammond, whose responsibilities include recruitment and retention. “We have created an

YRP has staff psychologists, a social worker who works with families – “because a lot of our members understandably take their jobs home,” says Hammond – as well as physiotherapists and massage therapists that members can access 24/7 through the service’s wellness resources app. “The changes in recent years are astronomical, especially for someone like me coming from a generation where we were taught what happens is just the job – you suck it up, you deal with it,” says Hammond, a 25-year veteran. “Now we recognize that’s not the way to go.” Generational transition was a key impetus for change, says Hammond. “We are very much alive to the fact that youth today seek more input into shaping their future, and their expectations demand more of us as an

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Civilian job shadow program for junior employees

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 York Regional Police focuses on building an inclusive environment for young professionals with job shadowing opportunities.

organization.” There are now more ways into YRP – the summer student program has doubled in size – and, once inside, more ways to explore the wide-ranging possibilities of a police career, through mentorship, job shadowing, student cadets and financial support

for continuing higher education. “We need to ensure that young people feel included, trusted and heard,” Hammond says. “An inclusive workplace means our members will serve the needs of the community at a higher level, that they’ll pay it forward.”

yrp.ca

Chandra agrees. After she learned that YRP’s IT director had a math degree, “I have a BA in math, so I sent her an email to ask if she had time to discuss my career and how she came to her position,” says Chandra. “I was a bit nervous doing that, but she was

In-house career planning services

so gracious and helpful in talking about her career and where mine might go. It was a very big deal for me, seeing people in positions like hers willing to share their experiences. It made me think that when I reach a point like this in my career, that’s what I will do.” 

Tell us your story If you are an exceptional employer with progressive human resources programs and initiatives, consider applying for next year’s edition of Canada’s Top Employers for Young People. Now entering its 25th year, our project is the nation’s longest-running and best-known editorial competition for employers. For information on next year’s application process, visit:

CanadasTop100.com/2025 Applications for our 2025 competition will be released in February and must be returned by May.