Issuu

PURSUIT ABOUT THE WINNERS:

Best Alberta employers put workers first THE COMPLETE LIST:

C O - P U B L I S H E D

B Y

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p Twilight sets on Banff, home of the adventure tour operator, Pursuit, one of this year’s winners.

Alberta’s Top Employers (2020) ABOUT THE WINNERS:

Stability valued most by Alberta employees

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ALBERTA’S TOP EMPLOYERS 2020

15th Annual Edition E.NICHOLSON/YYC

ALBERTA’S TOP EMPLOYERS 2020 Magazine

Calgary Airport Authority

employees and volunteers greet travellers passing through the airport terminal.

Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, JUNIOR EDITOR

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman Sheldon Gordon Don Hauka Patricia Hluchy D’Arcy Jenish Bruce McDougall John Schofield Nora Underwood Barbara Wickens

Leading employers put their workers first

C a l g a r y H e r a ld

lberta’s Top Employers of 2020 are focused on their employees. They understand that when the going gets tough — as it has in Alberta after several years of economic struggles — the top employers

get going. And increasingly they are finding that reiterating or refining their own unique vision, values and standards brings some much needed support and stability to those working for them in a time of uncertainty. It also provides a strong inducement for Albertans starting on a career path, or looking to change direction, to find an employer that displays a strong commitment to staff. First published in 2006, Alberta’s Top Employers is an annual competition organized by the editors of Canada’s Top 100 Employers. This special designation of being included in the top employers for 2020 recognizes those employers in the province that lead their industries in offering exceptional places to work. Richard Yerema, managing editor of the Canada’s Top 100 Employers project, says there is an optimistic message arising from the employers who asked to be judged for this year’s competition. “The positive story is that we are hearing from organizations that do want to throw their hat in the ring and be recognized, that they give a darn about their people, that is the underlying story,” says Yerema.

“So often it is not about spending all your money on extravagant benefits. It is so often about doing the right things, whether it is simply workplace design or flexibility of health plans or introducing programs that make it a little easier for people to balance work and personal lives. “These are the sorts of things we are talking about — things that do not have to be jettisoned in challenging times,” Yerema says of the programs from noteworthy employers. “They are doing progressive things and that doesn’t have to change.” Those applying for consideration for the list were judged in eight categories designed to showcase the progressive policies and practices in place in each workplace. Employers are then compared to other organizations in their field to determine which offer the most forwardthinking programs. The eight criteria used for judging the Alberta competition is the same as at the national level: (1) physical workplace; (2) work atmosphere and social; (3) health, financial and family benefits; (4) vacation and time off; (5) employee communications; (6) performance management; (7) training and skills development; and (7) community involvement. The competition is open to all employers, regardless of size, that have their head office situated in the province. The underlying goal is to paint a picture of what it looks like to work in Alberta in 2020. – Chris Nelson

ALBERTA’S TOP EMPLOYERS 2020

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I N W N 0 E 2 R 0 S 2

Employees at Pembina Pipeline Corp. take a break in the gaming area at the company’s Calgary head office.

The following organizations have been chosen as Alberta’s Top Employers for 2020 (employee counts refer to full-time staff):

BSORB SOFTWARE INC., Calgary. Learning management systems. 173 employees. Office features a games room with stadium seating, classic tabletop video games and oversize monitors for online gaming and viewing. AGRICULTURE FINANCIAL SERVICE CORPORATION, Lacombe. Insurance and lending for agricultural producers. 522 employees. Provides up to 10 paid days off annually for family/eldercare, community service or personal wellness.

ALBERTA BLUE CROSS, Edmonton. Health and medical insurance. 1,104 employees. Offers a transit subsidy of $90 per month. ALBERTA CENTRAL, Calgary. Credit unions. 114 employees. Organizes social events throughout the year including a Halloween ‘Boo Bash’ costume contest and an annual hockey tournament. ALBERTA GAMING, LIQUOR & CANNABIS / AGLC St. Albert. Gambling, liquor and cannabis regulation. 1,045 employees. Considers previous experience when setting individual vacation entitlements.

ALBERTA HEALTH SERVICES / AHS Edmonton. Public healthcare. 47,204 employees. Manages a ‘What’s Your Balance’ wellness initiative to support healthy eating, mental wellness and physical activity. ALBERTA INVESTMENT MANAGEMENT CORPORATION, Edmonton. Investment fund managers. 456 employees. Manages a comprehensive summer student program which features job shadowing, lunch and learns, and coffee with the CEO. ALBERTA-PACIFIC FOREST INDUSTRIES INC., Boyle. Pulp and paper

mills. 407 employees. Offers an academic scholarship program for children of employees, up to $1,250 per child per year. ALBERTA SCHOOL EMPLOYEE BENEFIT PLAN, Edmonton. Employment benefits plan administrators. 144 employees. Provides maternity leave top-up payments, to 100 per cent of salary for 17 weeks. ALBERTA SECURITIES COMMISSION / ASC, Calgary. Securities regulators. 200 employees. Offers a generous health and fitness spending account, recently increasing the annual limit to $1,500. ALBERTA TEACHERS’ RETIREMENT FUND BOARD / ATRF, Edmonton.

ALBERTA’S TOP EMPLOYERS 2020

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Pension funds. 117 employees. Helps employees save for the future with a defined benefit pension plan. APPEALS COMMISSION FOR ALBERTA WORKERS’ COMPENSATION, Edmonton. Workplace safety commissions. 64 employees. Employees can earn additional time off through formal ‘earned days off’ program. ARTS COMMONS, Calgary. Performing arts. 58 employees. Invests in ongoing employee development with tuition subsidies for job-related courses, to $3,000 per year.

CANADA ENERGY REGULATOR

EAVER MUNICIPAL SOLUTIONS, Ryley. Waste management services. 58 employees. Manages a year-end bonus program to

ensure that all employees share in the company’s success. BENNETT JONES LLP, Calgary. Law firms. 943 employees. Offers referral bonuses for individuals who help recruit friends, to $1,500 per successful candidate. BETHANY CARE SOCIETY, Calgary. Nursing home operators. 408 employees. Ensures that onsite bistros and cafeterias have healthy meal options and snacks to encourage healthy eating habits. BLUEARTH RENEWABLES INC., Calgary. Renewable power generation. 108 employees. Encourages employees to adopt an ownership mentality through a share purchase plan, available to all. BOW VALLEY COLLEGE, Calgary. Post-secondary education. 682 employees.

Recently created a healthy workplace committee as well as a dedicated mental health strategy.

spending account ranging from $350 per year to one per cent of an employees’ salary, depending on their employee group.

ALGARY AIRPORT AUTHORITY, Calgary. Airport operators. 285 employees. Offers a variety of flexible working arrangements to help employees balance work with personal commitments.

CANADA ENERGY REGULATOR, Calgary. Energy industry regulators. 485 employees. Provides maternity and parental leave top-up payments to new mothers and fathers, including adoptive parents.

CALGARY CO-OPERATIVE ASSOCIATION LTD., Calgary. Supermarkets and grocery stores. 1,123 employees. Provides phased-in work options, allowing retiring employees to gradually reduce their hours while transferring their skills to the next generation. CALGARY ROMAN CATHOLIC SEPARATE SCHOOL DISTRICT NO. 1, Calgary. Elementary and secondary schools. 5,406 employees. Offers a health

CANADIAN PACIFIC RAILWAY LIMITED, Calgary. Railroads. 10,923 employees. Invests in ongoing employee education with generous tuition subsidies of up to $5,000 per year. CAPITALCARE GROUP INC., Edmonton. Nursing home operators. 653 employees. Offers a generous time off policy of four weeks of starting vacation and up to six paid personal days off each year.

Staff at the Canada Energy

Regulator in Calgary meeting to discuss employee engagement.

2020 WINNERS

ALBERTA’S TOP EMPLOYERS 2020

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CAPITAL POWER CORPORATION, Edmonton. Electricity generation. 595 employees. Focuses its charitable efforts on preserving and strengthening community character, ecology and cultural heritage. CHAMPION PETFOODS LP, Edmonton. Dog and cat food makers. 373 employees. Offers a number of financial benefits, including free or discounted pet food for furry friends.

COVENANT HEALTH, Edmonton. Healthcare and continuing care. 2,878 employees. Offers generous tuition subsidies for courses taken at outside institutions, to a lifetime max of $20,000.

UNCAN CRAIG LLP, Edmonton. Law firms. 93 employees. Employees can easily make time for a workout with subsidized access to an onsite fitness facility with yoga and Zumba classes.

Gord Cebryk, a deputy manager at the City of Edmonton, welcomes employees to an annual staff appreciation event at the Edmonton Valley Zoo.

K.WOOLGAR/EPS

DYNALIFE DX, Edmonton. Medical laboratories. 662 employees. Offers a health spending account of up to $900 annually as part of the company’s health benefits plan.

DMONTON CATHOLIC SEPARATE SCHOOL DISTRICT NO. 7, Edmonton. Elementary and secondary schools. 4,678 employees. Employees can earn a little more time off during the Christmas holidays and summer months through a formal ‘earned days off’ program. EDMONTON, CITY OF, Edmonton. Municipal governments. 9,885 employees. Organizes annual wellness fairs to showcase a variety of community and city initiatives to help employees adopt healthy habits. EDMONTON POLICE SERVICE, Edmonton. Police services. 2,715 employees. Supports ongoing development and offers dedicated leadership training for high-potential employees. EDMONTON REGIONAL AIRPORTS AUTHORITY, Edmonton. Airport operators. 291 employees. Helps employees enjoy the lighter side of work through subsidized events and celebrations,

D.DELFS/CITY OF EDMONTON

CONVERGINT TECHNOLOGIES LTD., Calgary. IT consulting. 592 employees. Manages the unique Ken Lachance Colleague Emergency Fund which provides up to $5,000 to colleagues who experience unforeseen hardships.

Graduation day for new recruits joining the Edmonton Police Service.

ERAA

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including a holiday party with live entertainment. ENBRIDGE INC., Calgary. Natural gas distributors. 8,152 employees. Extends health benefits to retirees, covering 100 per cent of the premium cost and with no age limit. ENERFLEX LTD., Calgary. Energy processing equipment. 756 employees. Encourages employees to become recruiters for the company with new employee referral bonuses, ranging up to $2,500 depending on the position. ENMAX CORPORATION, Calgary. Electric power distribution. 1,677 employees. Head office includes a fitness facility with weekly visits from a massage therapist and periodic consultations by a professional nutritionist. EPCOR UTILITIES INC., Edmonton. Electric power distribution and water treatment services. 3,101 employees. Encourages employees to give back to the community with paid time off to volunteer and matching financial donations.

Photos (clockwise from top): 1. Recognizing the contribution of First Nations on Indigenous Day at the Edmonton Regional Airports Authority.

2. Tessa, an EPCOR Utilities employee, joined the organization as an engineer-intraining, and is working towards her PhD.

ASKEN MARTINEAU DUMOULIN LLP, Calgary. Law firms. 1,415 employees. Offers new moms maternity leave top-up payments to 95 per cent of salary for six weeks and recently introduced the same parental top-up for new dads and adoptive parents.

3. Employees from Graham Group at the companyâ€™s large dam construction project in Bassano, Alberta.

FIASCO GELATO CAFES LTD., Calgary. Gelato and sorbetto production and cafe. 39 employees. Encourages employees to give and get involved in their community with matching charitable donations (to $100) and up to 20 paid volunteer hours every year.

ALLMARK TUBULARS LTD., Calgary. Supplies for oil and gas pipelines. 118 employees. Along with three weeks of starting vacation employees can balance their day-to-day with up to six paid personal days off.

EPCOR

GRAHAM GROUP

RAHAM GROUP, Calgary. Industrial, commercial and institutional building construction. 1,099 employees. Cultivates an ownership culture through a share purchase plan that is available to all employees.

HEALTH QUALITY COUNCIL OF ALBERTA, THE, Calgary. Public health analysis. 30 employees. Ensures employees save for their retirement with a defined

ALBERTAâ€™S TOP EMPLOYERS 2020

benefit pension plan and helps make the transition easier with phased-in retirement work options.

NTER PIPELINE LTD., Calgary. Oil and gas pipelines and storage. 841 employees. Encourages employees to recruit their friends with generous new employee referral bonuses, up to $2,000 depending on the position.

AFARGE CANADA INC., Calgary. Concrete manufacturing. 7,124 employees. Helps employees plan for the future with retirement planning assistance and a defined contribution pension plan. LAKELAND COLLEGE, Vermilion. Post-secondary education. 337 employees. New moms receive maternity leave top-up payments to 95 per cent of salary for 12 weeks and enjoy the benefit of onsite childcare when returning to work.

ENWAY MACK SLUSARCHUCK STEWART LLP, Calgary. Accounting firms. 57 employees. Helps employees balance their work and personal lives with flexible hours, telecommuting and up to eight personal days off each year.

KEYERA CORP., North Calgary. Midstream oil and gas operators. 1,029 employees. Employees receive a generous health spending account that can be used to top-up coverage levels, moved to savings or taken as income.

MERCER PEACE RIVER PULP LTD., Peace River. Pulp and paper manufacturing. 288 employees. Supports ongoing employee development with tuition subsidies for courses related and not directly related to their position.

In the control room of the vast Edmonton transportation terminal for natural gas and other products operated by Keyera Corp.

ATRIX SOLUTIONS INC., Calgary. Environmental consulting. 484 employees. Reaches out to the next generation with paid internships, in-house apprenticeships, co-op placements and summer job opportunities.

Staff from Kenway Mack

volunteering at a Calgary charity for homeless women.

KMSS

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J.STANG/KEYERA

2020 WINNERS

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ORTHERN ALBERTA INSTITUTE OF TECHNOLOGY / NAIT, Edmonton. Post-secondary education. 1,995 employees. Offers a defined benefit pension plan and helps employee ease into retirement with phased-in retirement work options.

M.SEEHAGEL/PURSUIT

NOVATEL INC., Calgary. Satellite-based location systems. 390 employees. Encourages employees to recruit friends with generous new employee referral bonuses, up to $2,000 depending on the position.

LYMPIA FINANCIAL GROUP INC., Calgary. Trust companies. 202 employees. Offers flexible health coverage with a generous health spending account equal to five per cent of an employee’s salary, to a $7,500 maximum.

ASON SYSTEMS CORP., Calgary. Oilfield drilling data applications. 303 employees. Supports new moms with maternity leave top-up payments to 80 per cent of salary for up to 17 weeks. PCL CONSTRUCTION., Edmonton. Industrial, commercial and institutional

building construction. 2,854 employees. Operates the extensive PCL College of Construction with over 2,000 courses and custom training programs.

PURSUIT, Banff. Adventure tour operators. 500 employees. Encourages employees to support community and charitable initiatives with two paid volunteer days each year.

PEMBINA PIPELINE CORPORATION, Calgary. Natural gas distribution. 1,879 employees. Offers support for parents with older kids through a generous post-secondary scholarship program, to $5,000 each.

PRIMED MEDICAL PRODUCTS, INC., Edmonton. Medical products. 50 employees. Recently increased starting vacation allowance to three weeks for all new staff.

RS ENERGY GROUP CANADA INC., Calgary. Energy industry data analytics.

OGERS INSURANCE LTD., Calgary. Insurance agencies. 370 employees. Encourages employees to save with matching RSP contributions and longer serving employees can participate in a share purchase plan.

Dockside by the cruise boat Minnewanka II, which tours Lake Minnewanka near Banff for the adventure tour operator Pursuit.

173 employees. Offers its new and adoptive moms parental leave top-up payments to 100 per cent of salary for 15 weeks.

AIT, Calgary. Post-secondary education. 2,369 employees. Employees have subsidized access to range of fitness facilities and programs, from swimming to skating to instructor-led classes. SILVACOM LTD., Edmonton. Consulting and software development. 65 employees. Lets employees share in the company’s successes through profit sharing and share purchase plans. STARS/SHOCK TRAUMA AIR RESCUE SERVICE, Calgary. Air ambulance services. 334 employees. Operates onsite fitness facility that is open 24/7 and features employee-led bootcamp and yoga classes.

STUART OLSON INC., Calgary. ICI building construction. 1,381 employees. Supports a full-time Health and Wellness Coordinator who organizes regular fitness classes and wellness challenges. SUNCOR ENERGY INC., Calgary. Integrated oil and gas producers. 11,618 employees. Provides tuition subsidies for employees and offers a generous academic scholarship program for their children.

RANSLATIONAL RESEARCH IN ONCOLOGY, Edmonton. Cancer research. 62 employees. Encourages employees to recruit their friends with referral bonuses up to $1,500. TRAVEL ALBERTA, Tourism development agencies. 80 employees. As part of a flexible health plan, employees receive $2,500 that can be used for additional coverage, gym memberships or transferred to a RRSP.

SAIT

Continued

L.ASPINALL/STARS

2020 WINNERS

ALBERTA’S TOP EMPLOYERS 2020

Photos (from top): 1.Sandra Young, a STARS flight nurse, checks equipment on a helicopter rescue mission. 2. Designing tomorrow’s products in the Applied Research & Innovation Services (ARIS) lab at Southern Alberta Institute of Technology / SAIT.

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FA CO-OPERATIVE LIMITED, Calgary. Farm supplies wholesaling. 726 employees. Employees donated over 4,000 volunteer hours in support of approximately 400 Alberta-based grassroots initiatives. UNIVERSITY HOSPITAL FOUNDATION, Edmonton. Non-profit fundraising organizations. 34 employees. Lets employees tailor health coverage through a flex spending account, to a $6,000 maximum. UNIVERSITY OF CALGARY, Calgary. Post-secondary education. 6,134 employees. Offers new parents maternity and

J.STANG/SUNCOR

Maxine Fisher, Director Finance & Planning – Projects & Strategy at Suncor Energy (right), illustrates a point while meeting colleagues in Calgary.

parental leave top-up payments along with onsite childcare services when they’re ready to return.

ESTERN ECONOMIC DIVERSIFICATION CANADA, Edmonton. Economic development authorities. 339 employees. Encourages healthy lifestyles through a series of workshops, including nutrition, mindfulness, yoga and massage. WESTERN FINANCIAL GROUP INC., High River. Insurance and financial services. 1,470 employees. Offers a share purchase plan and helps employees save for the future with matching RSP contributions.

WINSPORT, Calgary. Facilities management. 144 employees. Offers flexible hours and paid personal days to help employees balance their work and personal lives. WORKERS’ COMPENSATION BOARD - ALBERTA, Edmonton. Workplace safety commissions. 1,757 employees. Starts new employees with four weeks of paid vacation working up to a maximum of seven weeks.

MCA CALGARY, Calgary. Non-profit organizations. 480 employees. Offers subsidies to an onsite childcare centre. — Richard Yerema & Kristina Leung

ALBERTA’S TOP EMPLOYERS 2020

NAIT

Staff from Northern Alberta Institute of Technology take in a yoga class during NAIT’s annual well-being day in June.

Stability a key attribute for employers in Alberta

he past 12 months have been a political and economic rollercoaster for the people of Alberta and the year ahead looks likely to bring a continuing sense of societal unease. So, for these employers judged among the top 75 in the province, the challenge they are facing is ensuring all those who work for them now and in the near future feel a true sense of stability when they walk through that workplace door each and every day. Now, more than ever, these employers understand why it is so vital to reinforce the sense of vision and values that can sometimes be placed at risk when the world outside is fraught with so much uncertainty. They know all their employees need to feel part of something larger, that a job can indeed be much more than simply a paycheque and that stability and a sense of

E d m ont on J ou r na l purpose can counter the doubts and questions faced in such a turbulent time. At Calgary’s downtown YMCA, those core values are, quite literally, posted on the walls of the building. “The core values of the organization come through in everything we do, from the basic approach of the values of respect, honesty and responsibility to literally posting them on the walls in any YMCA that you are in,” says Brian Gervais, vice-president of culture and people with the organization. He says that the ‘Y’ is very much aware that in today’s turbulent times things beyond work often affect staff and volunteers. Sometimes it is their family, friends or relatives who have been caught up in the lingering recession across Alberta. “We have had lots of staff whose partners have been impacted by the downturn so

they feel it at home. Here we made a purposeful decision, when the recession hit, not to lay people off. There was some consequences around pay and the like, but we wanted to ensure that people felt secure in the work that they had. “We continue to have a good benefit program and we empathize wellness and mental health so they feel secure in their own lives when other things are happening to them at home and outside,” adds Gervais. The Calgary organization also encourages everyone to deal with the public in the most empathetic way possible by understanding that other things, happening outside of the YMCA, so often dictate people’s actions. “We have done a lot of mental health, first-aid training with our employees to help them recognize that and be empathetic to it,” says Gervais.

Arts Commons, downtown Calgary’s major performing arts complex, also interacts with the public on a daily basis. It too believes now is a time that the vision and values of the organization should be paramount. Glennl Miguel, human resources advisor at the facility, says Arts Commons always takes note of how outside changes might impact the guiding principles the organization constantly reinforces to staff. “Within Arts Commons, when things shift, we always consider how that shift fits in with our values, not how our values shift but how that shift connects with our values. We have our core values and those feed directly into our organizational vision, which is to be a creative and compassionate society inspired by the arts,” she says. Miguel adds that after much internal brainstorming, the values of the organiza-

STABILITY VALUED HIGHLY

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YMCA CALGARY

tion were captured: ‘Being at our best, always do the right thing and be open in your hearts, minds and arms.’ “After they were created we had a big values event that introduced them to all the staff and now it is integrated in pretty much everything we do. Those values were printed on giant whiteboards and displayed in different areas around our building and on those whiteboards there is space to share their own stories and where staff can acknowledge colleagues for living our values. “It is extremely important for an organization, as much as it is for an individual that works within the company, to be clear on their values and ensure they keep living them in spite of these turbulent times,” says Miguel. “Without these values in your core then, as an individual or as an organization, you don’t have that direction to help you keep pushing forward through whatever challenges come up,” she adds. Clayton Davis, NAIT’s executive director of human resources, acknowledges the postsecondary institution in Edmonton is facing its own challenges with recent budget changes by the provincial government. Which is why NAIT is dedicated to the values it first formalized several years ago.

“Now let’s see if we are going to walk the walk and talk the talk. We have so far,” he says, adding that it’s so important to communicate directly with all staff, using a mix of outlets to make sure everyone stays informed. “We are using our various communications mechanisms, so we can really talk to our employees and say we are in for turbulent times and here is how we are going to navigate them and that we are dedicated to our values and our vision and where we are going,” he says. The college is determined to continue providing an outstanding educational experience for all students and, although there are challenges to some of the more traditional courses taught at NAIT, Davis sees a new gamut of careers arising in Alberta’s employment pipelines. “The things that we used to do probably won’t exist in the future, but the things that we are starting today, or things we don’t even know about that start tomorrow, are really ramping up. There are a host of new technologies, approaches and career paths that are arising every day. “I think the future is vibrant, it is just going to look different from what it does today,” adds Davis. – Chris Nelson

Bow Valley College recently

launched Artstream, a project with Alberta University of the Arts. The program helps attract talented international students, even if they are missing some formal pre-requisites.

Lifeguards on duty at the YMCA Calgary.

BOW VALLEY COLLEGE/VISIONCHINA

ALBERTA’S TOP EMPLOYERS 2020

Absorb Software employees soak up the benefits 205 3

ABSORB SOFTWARE EMPLOYEES STEP UP FOR ‘YYCTECH GIVES’ – AN ANNUAL FUNDRAISING CAMPAIGN BY CALGARY’S TECH COMMUNITY FOR THE LOCAL FOOD BANK

ow much fun does Tom Whelan have working at Absorb Software? “I actually sometimes skip breakfast to get to work sooner because I want to see everyone,” says the channel partner specialist. “The number one thing for me is that everyone in the office is super happy to work there and there’s an overall positive culture that shines through.” Absorb Software is a learning technology company headquartered in Calgary with offices in London, Dublin, Shanghai, Sydney, Boston, Tampa and Salt Lake

City. The company’s award-winning Absorb LMS and Absorb Infuse products are used by businesses, higher education, government and non-profit agencies around the world.

“No matter the job position level or the team that you’re on, we believe you really should enjoy coming to work every day.”

— Mike Owens CEO

Growing rapidly, Absorb expects to double in size in the next two-and-a-half years. But Whelan says it still maintains a small company feel where everyone loves working together in a supportive, team-oriented corporate culture. Whelan and his fellow employees are supported by a comprehensive benefits package. From tuition support and three weeks starting vacation to matching RRSPs and full health, dental and vision benefits, Absorb Software has its people covered. “The benefits here are fantastic. I’m still trying to find ways to use all my benefits

FULL-TIME STAFF IN CANADA WEEKS, STARTING VACATION ALLOWANCE

7,889

JOB APPLICATIONS RECEIVED LAST YEAR

YEARS, AVERAGE AGE OF ALL EMPLOYEES

and that tells you how good it is. You have total coverage here,” says Whelan. The two Calgary Absorb offices are also state of the art. The Atlantic Arts Building offices have an employee lounge with video games and stadium seating. There’s also the classic bubble table hockey set, and the board game room is always full at lunchtime. Other perks include weekly pastry deliveries. While the offices are great, employees also have the option to work from home – part of the company’s commitment to a healthy work-life balance. For Owens, the secret to maintaining Absorb Software’s culture is simple: trust, caring and teamwork. “We’re a team that cares about each other and our clients. Trust and simply caring about everyone that you work with and the clients in the same manner really goes a shockingly long way,” says Owens. “No matter the job position level or the team that you’re on, we believe you really should enjoy coming to work every day.” This story was produced by Mediacorp in partnership with Postmedia, on behalf of Absorb Software.

ALBERTA’S TOP EMPLOYERS 2020

Getting to know producers inspires AFSC employees 522 177 3,834 43

THE CONTINUOUS IMPROVEMENT TEAM AT AGRICULTURE FINANCIAL SERVICES CORP.

iving and working in the central Alberta town of Hanna, Crystal Wilford had plenty of opportunity to lend a hand when farming friends needed help. She drove combine at harvest time and “pulled calves” in the middle of the night – meaning she extracted a calf from its mother’s womb during a difficult birth. For the past two years, she’s been lending a helping hand to producers of all sorts as a customer service representative in the Leduc branch of the Agriculture Financial Services Corporation (AFSC), a quasi-government agency that provides

crop insurance, loans and other financial supports through a province-wide network of 42 branch offices.

“They derive a lot of pride knowing that what they're doing directly impacts producers.”

__ Karla Kochan Chief People Officer

She deals with grain, oilseed and livestock producers and there’s rarely a dull moment. “The door’s always swinging and the phone’s always ringing,” says Wilford. “Ideally we’re the ones who make them

smile when they call or walk in the door.” That kind of contact is one of the big attractions for many of those who work for AFSC, says chief people officer Karla Kochan. “What really drives our staff is serving and helping the producers of Alberta,” says Kochan. “They derive a lot of pride knowing that what they’re doing directly impacts producers.” The corporation is always endeavoring to enhance its suite of services and products through research, innovation and a continuous improvement initiative. The AFSC intranet site includes a forum where employees can contribute their ideas. “It’s an open SharePoint site that all staff

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can access to bring forward different ideas to support our lines of business,” Kochan says. “That generates a lot of ideas, which supports the continuous improvement atmosphere.” Besides the frontline employees who deal directly with producers – such as lenders, insurance agents, adjusters and customer service representatives – AFSC also employs actuaries, human resource experts and other professionals. But regardless of the role, the corporation invests in learning and development as well as leadership training. Currently, most of it occurs in-house through online resources due to the challenging economic times that have hit the province and producers. “We have to be prudent but we also have to ensure that our staff are trained and have the skills necessary to continue their careers,” says Kochan. “We want to make sure that our staff are going to stay with us.” For her part, Wilford has found several ways to develop. “We have some fantastic employees,” she says. “I take every opportunity to job shadow or take on work I’m not familiar with.”  This story produced by Mediacorp in partnership with Postmedia,on behalf of Agriculture Financial Services Corporation

WE ARE

SUPPORT

FULL-TIME STAFF IN CANADA

AFSC.ca

ALBERTA’S TOP EMPLOYERS 2020

Alberta Blue Cross is all about everyone’s wellness 1,198 45 65% 50+

ALBERTA BLUE CROSS EMPLOYEES OUT IN THE COMMUNITY

s the province’s largest health benefits provider, Alberta Blue Cross is in the business of promoting the health and wellness of some 1.8 million Albertans. That external mandate is also clearly reflected in how the Edmontonbased company responds to the health and wellness of its own employees. “If someone is well at work they are going to be more engaged, more productive and better equipped to help us deliver the outcomes we want,” says Mark Razzolini, vice-president, people, wellness and innovation. “If your employer cares about your wellness then, at the end of the day,

they really care about you.” Last year, Alberta Blue Cross introduced formal wellness breaks for staff, during which they can take advantage of company-provided sessions on meditation and fitness.

“We have a healthy culture and we're living our values.”

__ Mark Razzolini Vice President, People, Wellness & Innovation

They also have free access to an on-site gym, annual wellness fairs, and benefits and programs that focus on keeping them

physically, mentally and professionally fit. Over the past year, Alberta Blue Cross has placed a special emphasis on financial wellness, and earned accreditation in this area from Excellence Canada, the national authority on healthy workplace practices. In addition to wellness, the company maintains a laser focus on customer experience, providing training to all employees to ensure all interactions with customers are positive. “It’s another way employees are engaged and gain a better understanding of the critical role they play,” says Razzolini. “We had an 86 per cent engagement score on our latest annual survey, the highest

ABC 82526 2019/12

YOUR PARTNER IN WELLNESS. proud of the role we play in fostering the health and well-being of our employees and our customers across their lifetimes.

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEE OF MANAGERS ARE WOMEN CHARITIES HELPED LAST YEAR

ever and outstanding by any standard. This indicates we have a healthy culture and we’re living our values.” Ritu Gill, a research analyst, says the company “has an amazing culture with a real sense of teamwork. My managers are great mentors. They regularly check in with me to see what my short-term and long-term goals are and how I can achieve those goals within the company.” Every full-time employee at Alberta Blue Cross is eligible for extensive support for educational assistance. The company also has its own “internal university” which allows employees to share their expertise. Gill also appreciates the ability to work from either the office or home. “It gives me greater control over my personal schedule,” she says. Community involvement is supported on a number of fronts, including Hearts of Blue, an employee-led charity that raised more than $31,000 last year. Employees are also given paid time off to volunteer, while the company gave out six $50,000 grants last year for initiatives promoting community vibrancy.  This story produced by Mediacorp in partnership with Postmedia, on behalf of Alberta Blue Cross

ALBERTA’S TOP EMPLOYERS 2020

Wellness wins at Alberta Gaming, Liquor & Cannabis 1,045 12,920 50% 19,455

EMPLOYEES AT AGLC CAN WORK A LITTLE EXTRA EACH WORKDAY TO EARN A DAY OFF EVERY TWO WEEKS

ollaboration and integrity are among the guiding principles for employees of the Crown commercial agency Alberta Gaming, Liquor and Cannabis (AGLC), which oversees those industries in the province. And that’s a lucky thing for the man who left a Red Deer casino a few years ago not knowing that he’d walked away from a progressive jackpot win of $25,000. Brent Harrington, now AGLC’s Calgary-based senior manager, inspections south, was then manager of the Red Deer office, and he was determined to find the

mystery winner. “I worked with our investigations branch and our technical services branch, and we did a full investigation,” Harrington recalls. “It took us a few weeks to track down that gentleman. He was taken aback and used some colourful language, but he was very happy that we went to such lengths to make sure he received his prize.”

“Whenever you want an opportunity to learn or grow your skills, AGLC supports you.” — Brent Harrington Senior Manager, Inspections South

It’s challenges like that, and the variety of the work, that have kept Harrington at St. Albert-based AGLC for more than 15 years. He also cites the opportunity to work in different positions and further hone his leadership skills. “AGLC is very supportive of professional development,” he says. “Whenever you want an opportunity to learn or grow your skills, AGLC supports you.” Harrington also notes that the organization has a real commitment to work-life balance. Employees have the opportunity to put in a little extra time each day in order to earn a day off every two weeks. Col-

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR OF EMPLOYEES ARE WOMEN CHARITABLE GAMING EVENT LICENCES ISSUED IN 2018-19

leagues at many of our office locations have free access to an on-site fitness facility, and staff around the province also benefit from classes and fitness challenges devised by health and wellness coordinator Kelly Lambert. “Work-life balance isn’t just a phrase that people throw around here; it is a culture from the top down,” Lambert says. “People are encouraged to participate in the health and wellness activities that are always taking place, whether it’s classes or fitness challenges. And they're given the leeway to do so by all their managers and supervisors.” Lambert also cites opportunities to job-shadow and try other jobs, and the fact that colleagues are supportive and friendly. “People always say ‘hi’ to everybody and smile,” she says. “They’re always willing to help you whether it’s part of their job or not. Staff at AGLC go above and beyond the expectations of their positions all the time.”  This story produced by Mediacorp in partnership with Postmedia,on behalf of Alberta Gaming, Liquor & Cannabis

ALBERTA’S TOP EMPLOYERS 2020

An umbrella of caring covers people at AHS 47,204 850 42 55+

ALBERTA HEALTH SERVICES IS CANADA'S FIRST AND LARGEST PROVINCEWIDE, FULLY INTEGRATED HEALTH SYSTEM, SERVING OVER 4.3 MILLION PEOPLE

hen Alberta Health Services (AHS) was created 10 years ago, it came together quickly. As Canada’s first and largest province-wide, fully integrated health system, serving more than 4.3 million people, the scale is huge. So how do you start from zero to create a sense of caring for employees, so it doesn’t feel like a faceless bureaucracy? First, you listen. “Our People Strategy began with a very direct process of interviewing and using focus groups to try to understand what was important to people,” says Norma Wood,

senior program officer, workplace health and safety, who also co-leads the psychological safety initiative.

“It's critical that taking care of staff is seen as being as important as our Patient First Strategy.”

__ Dr. Verna Yiu President & CEO

“What came out very strongly is people’s desire to not only feel healthy and safe, but also supported and included, with a sense of belonging and the opportunity to

Together, we do amazing things every day.

bring their whole selves to work.” The Health and Wellness Action Plan is one of the many initiatives under AHS’s Our People Strategy. The plan supports employees through online resources and training, and through a Wellness Champion Network of people who lead local initiatives focused on healthy eating, mental wellness and physical activity. The plan also provides things such as stress management and peer support. “Psychological safety to me is a little like the atmosphere in the room,” says Wood. “It isn't something that you can work on directly. It’s created when you have the foundation of respect and strong values. It’s

FULL-TIME STAFF IN CANADA WORK LOCATIONS ACROSS ALBERTA YEARS, AVERAGE AGE OF ALL EMPLOYEES YEARS, LONGESTSERVING EMPLOYEE

when you have an umbrella of strategies like Our People Strategy that makes people feel they're covered.” There can be stress and uncertainty in working in the healthcare sector, but AHS is committed to supporting its employees. “Our People Strategy is paramount for us,” says Dr. Verna Yiu, president and CEO. “I think it has actually shifted how employees view themselves as an organization. It’s critical that taking care of staff is seen as being as important as our Patient First Strategy. You can’t ask people to provide patient family-centred care if you don’t actually care for your employees.” Another component was to make sure AHS had the right kind of support around workplace health and safety. For example, by investing in power stretchers for all the ambulances across the province, the disabling injury rates for EMS paramedics has been significantly reduced. “We’re an organization that cares for people but now we’ve got an organization that cares for us,” says Yiu. “It is about the people. Without supporting the people, you can’t deliver quality healthcare.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Alberta Health Services / AHS

ALBERTA’S TOP EMPLOYERS 2020

ASEBP creates a culture of purpose and growth 151 80% 62% 16

ASEBP PROVIDES COMPREHENSIVE HEALTH BENEFITS TO OVER 120,000 TEACHERS AND OTHER PUBLIC EDUCATION EMPLOYEES IN ALBERTA

elli Littlechilds started with the Alberta School Employee Benefit Plan (ASEBP) as a receptionist 35 years ago. Today, she’s the organization’s chief executive officer. “What’s kept me here is the constant support for career development, innovation and a common purpose,” she says. “When you have a purpose at work, it’s contagious; it inspires engagement and loyalty. People exude self-confidence, passion and trust.” Littlechilds says ASEBP’s mission is rooted in serving its client base. The organization is the recognized leader in Alberta in providing comprehensive health benefits to more than 120,000 teachers, principals,

superintendents and other public education sector employees.

“When you have a purpose at work, it's contagious.” __ Kelli Littlechilds Chief Executive Officer “We have one client population and that’s the public education sector,” says Littlechilds. “We want to ensure we deliver the best possible service to this unique population. That gives us a lot of focus.” In dealing with their clients, and with each other, ASEBP employees are guided by five core values — people, integrity, collaboration, innovation and sustainability.

“The ethics of this organization are very strong,” says Littlechilds. “We live our values every day.” Recognizing and celebrating employees is another key priority. Every three months, the organization holds a life event to celebrate milestones of individual employees, including engagements, births and home purchases. Work-life balance is supported through flexible work arrangements, earned days off, and seven-hour work days. On Tranquil Tuesdays, employees can also book a 15 to 30-minute massage on-site from a professional masseuse. ASEBP offers generous employee benefits, including health and wellness spending accounts and learning and development

FULL-TIME STAFF IN CANADA OF MANAGERS ARE WOMEN OF EXECUTIVE TEAM ARE WOMEN CHARITIES HELPED LAST YEAR

funds. The funds can be used for both professional and personal development. Cindy Smith, a research analyst and longtime ASEBP employee, appreciates the organization’s supportive and collaborative management style. “People are approachable and friendly, from the top down,” she says. “Our performance reviews are mainly directed by us, not management, and our career aspirations are clearly supported.” The organization takes employee satisfaction and workplace wellness seriously, as reflected in ASEBP being the recipient of two recent Psychologically Healthy Workplace Awards from the American Psychological Association, on both the provincial and international levels. Employees are also encouraged to give back to the community, including one paid volunteer day per year with charitable organizations of their choice. Smith has taken advantage of these days to volunteer at her daughters’ schools and ringette games. “It’s an amazing place to work,” says Smith. “If you want to feel like you’re part of a family and you have a common purpose, this is the place to be.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of ASEBP

We’re proud

to be part of Alberta’s education sector family, and of the dedicated employees who make us who we are.

ALBERTA’S TOP EMPLOYERS 2020

ATRF is building the future on a solid foundation 132 36 49% 2

NATANE VOEGTLIN (LEFT), MANAGER OF PENSION POLICY AT ALBERTA TEACHERS' RETIREMENT FUND, AND JULIE JOYAL, VP OF PENSION SERVICES, CHAT IN ATRF'S NEW CONNECTIONS CAFÉ

atane Voegtlin joined the Alberta Teachers’ Retirement Fund (ATRF) as a manager, pension policy in the spring of 2019 and she landed in the right place at the right time. “It’s a fantastic place to work,” says Voegtlin. “The people are really amazing and it was a chance for me to grow professionally in the world of pension policy and management.” ATRF is responsible for managing the pension plans of thousands of the province’s elementary and secondary school teachers. That includes communicating

with and counselling members as well as investing member and employer contributions to ensure that the plans remain funded and sustainable over the long term.

“We're just the right size so that people can really make a difference.”

__ Julie Joyal Vice President, Pension Services

“We’re responsible for everything related to their pensions,” says Julie Joyal, vice president, pension services. “Our purpose

is to keep the pension promise for the teachers of Alberta so they can enjoy their well-deserved retirement.” ATRF is embarking on a major, multi-year strategic initiative called Project Lantern to ensure that it meets the evolving needs of its members. “It’s all about assessing and modernizing the way we deliver services, how we administer benefits and how we communicate and interact with our members,” says Joyal. The project will draw upon the knowledge and expertise of newcomers to the organization like Voegtlin, as well as others who have devoted their careers to the organization. Lisa Bitensky joined ATRF 22

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEE OF MANAGERS ARE WOMEN PAID DAYS EACH YEAR TO VOLUNTEER IN THE COMMUNITY

years ago as a benefits processor. She has advanced through a number of increasingly senior roles over the years. As a pension counsellor, for example, she travelled around the province, meeting with teachers who were approaching retirement and informing them on their pension benefits. She is currently manager of continuous improvements, a position that will have her heavily involved in all aspects of Project Lantern. “I’ve been involved in hiring as we gear up for this initiative,” says Bitensky. “One of the questions we always ask in interviews is what attracts someone to ATRF. One of the things people talk about is our good reputation in the pension management business. It makes you proud to hear that.” ATRF has been growing in recent years, but remains small enough that most employees know each other by name, which enhances collegiality and teamwork. “A lot of organizations talk about teamwork, but it’s really practised here,” says Voegtlin. “People work together really well.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Alberta Teachers' Retirement Fund / ATRF

Our employees ensure we deliver and secure pensions for more than 80,000 plan members. That makes them our most important asset of all.

www.atrf.com

We’re honoured to be named one of Alberta’s top employers for the fourth straight year, and proud to continue attracting highly skilled and respected employees to join the ATRF team.

ALBERTA’S TOP EMPLOYERS 2020

Arts Commons invites staff to spread their wings 62 32 61% 83%

STAFF AT ARTS COMMONS HOSTING THEIR ANNUAL STAMPEDE BREAKFAST (PHOTO: B. FAPOJUWO)

or Celina Vides, there’s no business like show business. The Savadorean-born staffer, who studied both software engineering and the arts in university, is able to draw upon her two passions as the management information systems specialist at Arts Commons. The Calgary arts centre is home to five theatres and a concert hall. Each year, Arts Commons hosts some 1,800 performances and events, including live theatre, concerts, dance programs, graduations, and visual and media art exhibits. Turnover is low among full-time salaried staff, and mainly comprises those in their

mid-20s to early-30s seeking to advance their careers. “We hire a lot of amazing young people who are here to get experience,” says Colleen Dickson, interim coCEO. “We give them room to spread their wings and grow in their careers, and then they can spin that off into something bigger here at Arts Commons or somewhere else.” Vides, who moved to Canada in 2007, began working at the centre in 2015 as volunteer coordinator, then added customer service to her role before taking on her current job in mid-2019. Arts Commons needed someone to manage its software systems. “We’re moving to a document management system that

is cloud-based,” says Vides. “I’m focused on the user transition so that no one feels at a loss in using the new technology. I’m involved with the people side of IT rather than just the technical aspects.”

“When people in the wider world ask them where they work, we want our staff to feel pride and understand everything that happens in this building.” __ Colleen Dickson Interim Co-CEO

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEES OF MANAGERS ARE WOMEN OF EXECUTIVE TEAM ARE WOMEN

Vides is excited about the further skills development opportunity that her employer is providing. The centre is funding her enrolment – and that of two other staffers – in a six-month arts management program for future arts administrators. The project-based course is offered jointly by the Rozsa Foundation and Haskayne Business School at the University of Calgary. “It’s like a mini-degree in business but focused on the arts,” says Vides. “It will give me the skills in finance and marketing to progress to the next level.” Like other Arts Commons employees, she also participates in the monthly in-house draw for free tickets to Arts Commons cultural events. In 2019, Vides attended some 20 events, gratis. “It’s definitely a huge perk, and I take full advantage of it,” she says. “We ask each event organizer to make at least 10 tickets available for our staff, because we want them to be our ambassadors,” says Dickson. “When people ask them where they work, we want our staff to feel pride and understand everything that happens in this building.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Arts Commons

ALBERTA’S TOP EMPLOYERS 2020

Beaver Municipal bucks the Alberta trend 58 3,016 45% 49

ANNE RUZICKA (LEFT), PROGRAM AND COMMUNICATION SUPERVISOR AT BEAVER MUNICIPAL SOLUTIONS IN RYLEY, PRESENTS A DONATION TO THE 4H BEEF CLUB IN HOLDEN

s the father of four young children navigating Alberta’s boom-bust economy, Andrew Sorenson has some specific career goals. Job security is right at the top – and he’s found that as a program assistant with Beaver Municipal Solutions (BMS). Based in Ryley, Alta., about an hour east of Edmonton, the waste-management firm employs fewer than 100 people and is deeply rooted in rural Alberta. For a decade, Sorenson worked as a communications specialist for a large oil and gas company in Edmonton. When the downturn hit, he was one of the first to be let go. “A lot of these companies are

international, so it’s easy to move operations,” he says.

“What guides our actions and business decisions is ultimately what's good for the community. Even with the downturn, we never laid off people.” __ Pierre Breau General Manager “What I appreciate about BMS is I feel like I can make a bigger contribution. Sometimes, when you’re working for a

large corporation, you feel like a cog in a really big machine. Here, you’re treated like a team member and not just an asset.” By jumping feet first into a new industry, he’s faced a steep learning curve – and not a lot of hand-holding. But he’s enjoying the autonomy and respect he’s been given. As a family man, he also appreciates the company’s excellent benefits package, including its defined-benefit pension plan, employer-paid extended health insurance premiums, and an annual bonus for every employee totalling five to 7.5 per cent of base pay. Beaver Municipal Solutions is owned by five area municipalities, and about 70 per cent of its employees live in those

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR OF MANAGERS ARE WOMEN CHARITIES HELPED LAST YEAR

communities. The company’s workplace culture is profoundly influenced by that local connection. “What guides our actions and business decisions is ultimately what’s good for the community,” says general manager Pierre Breau. “Even with the downturn, we never laid off people. We suffered a drop in income, but we slowly built that up again. Other companies talk about being local, but we live it.” Being municipally owned and operated also makes BMS a more transparent, responsive company, says Breau. “We’re prepared to listen,” he notes, “even when it doesn’t sound so good.” Case in point: A recent employee survey indicated the company could improve its employee communications. The GM says they’ll be working on it. Because the waste-management industry is becoming increasingly technical, Breau says, the company looks for enthusiastic recruits with an openness to learning and an ability to grow. BMS supports that growth through in-house training and subsidies for career-related education.  This story produced by Mediacorp in partnership with Postmedia, on behalf of Beaver Municipal Solutions

ALBERTA’S TOP EMPLOYERS 2020

Culture is the foundation of Convergint’s success 672 250 20,000 61

ONCE A YEAR, ALL OFFICES OF CONVERGINT TECHNOLOGIES CLOSE FOR A DAY TO LET EMPLOYEES VOLUNTEER ON COMMUNITY PROJECTS

efore Convergint Technologies opened its doors for business in 2001, the founders created 10 Values and Beliefs (V&B's) that have been woven into a culture that continues to thrive today. Brian Haw, vice-president of Canadian operations, explains that Convergint remains committed to its V&Bs, which include being their customers’ “best service provider” and creating a positive work environment. “Teamwork is key to the Convergint philosophy,” says Haw. “We specifically use the word ‘colleagues,’ and not ‘employees’ because everybody owns

their position on the team and is an equal player regardless of position.”

“Convergint is a growth company, and that provides a lot of opportunities for career development.”

__ Brian Haw VP of Canadian Operations

Convergint is a global, service-based technology integrator with a focus in security, building automation, as well as fire and life safety. It has grown to become one of the leading independent security

integrators in the world, operating in over 20 countries. Convergint people are also united by the company’s commitment to the community. Each June, all offices shut down for Convergint Day so they can volunteer at local charities and give back to the communities they work in. “It helps on a personal level and a team level,” says security technician Jeff Clark. “I feel really good about myself, and I get to see people I don’t see on a daily basis and get to understand who they are and what their teams do.” In 2019, 2,872 volunteers assisted over 100 different charities and organizations in need globally.

If you’re the best at what you do… Join our team at:

jobsincanada@convergint.com

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The Convergint culture shone during the Fort McMurray wildfires in 2016. While flames engulfed the community, most citizens fled while Convergint employees stayed to help. They travelled into the fire zone to help evacuees secure their possessions, pets, and vehicles, working around the clock to keep families together and get them on the right plane to safety. Convergint stood behind its colleagues and continued to pay the salaries of evacuated employees until they could return to work. Convergint people in Western Canada also opened their homes to evacuees and their families until they could safely go back home. “We just banded together and performed various acts of kindness,” says Clark. “The culture here means really going out of your way to help our customers and our colleagues.” Their global reach and local service model provides another major benefit for employees. “Convergint is a growth company, and that provides a lot of opportunities for career development,” says Haw. “We invest a significant amount into training our colleagues, working to develop and promote from within the organization.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Convergint Technologies

ALBERTA’S TOP EMPLOYERS 2020

People come first at the Edmonton Police Service 2,715 17 41 27%

MEMBERS OF EPS NORTHEAST DIVISION GETTING READY FOR A FRIENDLY BASKETBALL GAME WITH NEIGHBOURHOOD TEENS

hen the opportunity arose seven years ago, Bridget Powers jumped at the chance to join the human resources department of the Edmonton Police Service (EPS). She jumped again shortly afterward when she was asked to join the service’s member support unit. One of two civilians and two sworn employees reporting to a sergeant in charge of the unit, Powers and her teammates are often the first point of contact for EPS employees who need support in handling personal and professional challenges. “We don’t do counselling,” Powers says. “We offer formal peer support. We provide

a confidential environment where people can come to talk about their work, personal life or both.”

“The service looks after its employees, and not just through its programs. We look out for each other.” — Darren Derko Deputy Chief With more than 2,700 full-time employees, including about 900 civilians, the EPS’s role in the city is to protect life and property, preserve public peace, prevent and detect crime, regulate non-criminal

conduct as required by law, and perform services incumbent upon police as a social and community agency. Given the nature and scope of its mandate, EPS members inevitably encounter stressful situations that challenge their physical and mental health. “When people come to see us they’re looking for guidance, information and direction,” says Powers. “They don’t know where to turn.” If the need for counselling arises, as it does when EPS employees encounter critical incidents involving children, suicides and fatal traffic accidents, Powers and her teammates can refer the individual to “a robust team of psychologists.”

WEEKS, MATERNITY LEAVE TOP-UP PAY YEARS, AVERAGE AGE OF ALL EMPLOYEES OF MANAGERS ARE WOMEN

Unique among Canadian police forces, the EPS emphasizes the mental and physical well-being of its members through a combination of voluntary and mandatory programs. “Years ago we didn’t have these programs,” says Darren Derko, deputy chief in charge of the corporate services bureau of the EPS. “Maybe your squad would look after you or you’d take a few days off and go back to work.” “Now these programs are embraced,” says Derko, who spent about 15 years in uniform and in the drugs and gangs unit before moving into human resources. “After a terrible collision or a shooting, for example, sworn and civilian employees are encouraged to participate in a program, talk about the incident, take time off and return to work only after testing and confirming that they’re healthy and mentally ready.” According to Derko and Powers, the well-being of EPS employees is a priority for all of the service’s 2,700 team members. “The service looks after its employees,” says Derko, “and not just through its programs. We look out for each other.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Edmonton Police Service

What’s Your Inspiration? Want a career that improves both the community you live in and your professional wellbeing? Every year we hire officers and civilian employees who come from a wide variety of backgrounds. They all have different educational training, career paths, and reasons for joining. But the one thing they do have in common is the desire to protect and serve the citizens of Edmonton. If you’re looking for an exciting career full of purpose and lifelong learning, ask yourself:

WHAT’S YOUR INSPIRATION?

FULL-TIME STAFF IN CANADA

ALBERTA’S TOP EMPLOYERS 2020

Fasken grows stronger with a culture of inclusion 1,415 387 66% 40%

A LAWYER FROM FASKEN SPEAKING AT A LAW SCHOOL EVENT IN CALGARY

erene Hawkins had obtained her legal administrative assistant diploma when she joined Fasken in Calgary, and she’d worked for several years for law firms in B.C. She also had experience as a tree planter and a sawmill worker. “Those jobs gave me a strong work ethic to put towards my legal career,” she says. Her work ethic was just one of many qualities that fit into Fasken’s culture. “Our Calgary office requires people to get engaged and take ownership for what they’re doing at all levels,” says managing partner Clarke Barnes. “There’s a real

sense of team here, and we don’t want to let each other down.”

“Everyone works as a team. We work hard and we have a good time while we're at it.” __ Serene Hawkins Litigation Paralegal Fasken opened its office in Calgary in 2003, one of the firm’s 10 offices on four continents employing about 700 lawyers. But even in the five years since Hawkins

joined as a litigation assistant in 2014, the office has doubled in size. “Our practice mirrors the Alberta marketplace,” says Barnes. “We have experience in the energy, oil and gas, mining, real estate, banking, finance, infrastructure, technology, Indigenous affairs and government sectors, and our services scale from assisting entrepreneurs with start-up ventures to aiding global corporations to gain access to Canadian markets.” Having advanced at the firm to a litigation paralegal, Hawkins says she appreciates Fasken’s continuing education program, flexible vacation structure, its

JOBS AVAILABLE LAST YEAR OF MANAGERS ARE WOMEN OF EXECUTIVE TEAM ARE WOMEN

emphasis on career growth and its charitable initiatives, “all great things to find in an employer,” she says. But most of all, she likes Fasken’s culture. “In most corporate offices, there’s a hierarchy,” she says. “We have one too, but no one gets treated better than the next based on their title. I appreciate not being micromanaged and being treated with respect and as an equal. Everyone works as a team. We work hard and we have a good time while we’re at it.” Fasken’s inclusive culture recently earned the firm a Mansfield Rule 2.0 certification, named after Arabella Mansfield, who was the first American woman admitted into the legal profession in 1869. It confirms that at least 30 per cent women, LGBTQ+ and minority lawyers were considered for 70 per cent or more of significant leadership roles at the firm. “We’re a family at Fasken,” says Hawkins. “Given the amount of time that we all spend together every day, it needs to be that way. If anything comes up in your personal life, the firm has your back. That’s a really good feeling.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Fasken Martineau DuMoulin LLP

Solving complex business problems takes commitment. We count on our team every day. We are proud to offer the tools they need to succeed. The dedication of our bright and talented people makes us one of Alberta’s Top Employers (2020). fasken.com/careers

FULL-TIME STAFF IN CANADA

ALBERTA’S TOP EMPLOYERS 2020

Collaboration and positive attitude drive Hallmark’s success 110 42 34 3

HALLMARK TUBULARS EMPLOYEES PROMOTING CANADA'S ENERGY SECTOR

asmine Mawji was ready for a change. The McGill University engineering graduate had been working for an international oil field services company for four years – two years in Calgary and then two more in Houston – when she decided it was time to move on. A friend of hers who works at Calgary-based Hallmark Tubulars Ltd. recommended her employer. Hallmark sources, manages, delivers and installs high-quality tubular goods – casing, tubing and linepipe – used by oil and natural gas producers in western Canada. Mawji joined in early 2018 as a technical

sales support engineer, and serves as a resource to the sales accounts team. But her role doesn’t stop there.

“We're creating a culture that values teamwork and integrates our different service groups.”

__ Greg Northcott Vice-President, Sales & Marketing

With her previous employer, Mawji was in an operations-focused role, and had no chance to learn about the business decisions being made. “It wasn’t possible in such a big company,” she says. “But at Hallmark, I can maintain the technical side

of my engineering work and have broader exposure to the company’s strategy. I have opportunities that aren’t strictly engineering.” That’s consistent with the workplace culture Hallmark is promoting. “We’re creating a culture that values teamwork and integrates our different service groups,” says Greg Northcott, vice-president, sales & marketing. “We encourage leadership at all levels.” For example, “when looking at new business opportunities,” he explains, “we have a discussion regarding our tubulars component, our operations services and our field-running services. There’s a collaborative effort to strategize on how to approach the market or specific targets.”

hallmarksolutions.ca

FULL-TIME STAFF IN CANADA YEARS AVERAGE AGE OF ALL EMPLOYEES YEARS, LONGEST-SERVING EMPLOYEE WEEKS STARTING VACATION ALLOWANCE

Another key aspect of Hallmark’s culture is positivity. “There's a lot of negativity in the energy industry right now,” says Northcott. “But in walking the halls of Hallmark and chatting with our people, I am encouraged that they still show a very positive attitude and a hopefulness as to what lies ahead.” Hallmark supports skills development among its staff, both through internal training and subsidizing the tuition for relevant external courses. “Some employees have gone for training beyond what Hallmark offers internally and taken outside courses that help them advance in their procurement, supply-chain management, IT, sales, finance or other technical training,” says Northcott. Last year, Mawji benefitted from a week-long training program in Ohio. “From what I learned,” she says, “I was able to develop what we call Pipe University – a comprehensive training course that we use to educate our new hires and some of our clients. The course has also been provided to Hallmark's parent company in Japan and all its subsidiaries worldwide for use as a future global training program.”  This story was produced by Mediacorp in partnership with Postmedia, on behalf of Hallmark Tubulars Ltd.

ALBERTA’S TOP EMPLOYERS 2020

Tough questions bring the right answers at Keyera 1,065 46 3 150

KEYERA EMPLOYEES WORK TOGETHER TO ACHIEVE THEIR GOALS

ot a lot of companies really encourage their employees to ask hard questions and challenge the status quo. But at Keyera, tough questions are the answer to creating a trusting corporate culture. “We’re striving to be the best we can be as an organization and you can only get there if you have a strong culture where your behaviours are in line with your values,” says Rick Koshman, vice president, corporate development. “We’ve adopted a common language to describe how we work together, and

it’s rooted in the fabric of who we are as a company – we treat each other with care, trust and respect.”

“Keyera feels like home.” __ Rick Koshman VP, Corporate Development Keyera is one of the largest companies in Canada’s midstream oil and gas sector, processing natural gas, natural gas liquids and by-products like propane and butane. It’s grown from a tight-knit, mid-sized company to a larger organization, but re-

CONNECTING ENERGY FOR LIFE At Keyera, you are part of a team; one that demonstrates respect, transparency and teamwork in everything we do. Learn more at keyera.com

tains the family feeling that can be essential to success. In the last three years, Keyera has worked to define its cultural behaviours as part of its commitment to operational excellence. The process involved extensive meetings, feedback sessions and intense discussions. “We’ve always had a commitment to support each other and work together, so in a way, it’s not new,” says Stacy Ingham, a plant facility administrator. “But when you’re in a meeting listening to people, it always amazes me that there’s a shared vision and values with everybody,

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEE WEEKS, STARTING VACATION ALLOWANCE CHARITIES HELPED LAST YEAR

regardless of which areas they’re coming from, and that makes you feel you’re part of a team.” At Keyera, that team mentality comes partly from the cultural behaviours and partly from maintaining that small-company feeling. “We have a group of really good people who like each other and want to hang out and do things together. That all translates into a happier workforce,” says Koshman. Ingham agrees. “Work is only one part of your life. Working here for so many years, I’ve spent a lot of time with our people outside of work because we have a lot in common and we’re all friends,” she says. In keeping with Keyera’s engaged and caring culture, employees receive a competitive wage and benefits package, including three weeks starting vacation allowance. The company also provides a health-spending account, fitness facilities and health and nutrition programs. And it encourages employees and managers to stay with the company long-term. “Working alongside talented and caring people is a real gift,” says Koshman. “Keyera feels like home.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Keyera

ALBERTA’S TOP EMPLOYERS 2020

Staff can find their own career path at NAIT 11 52 307 45%

STEVEN DYTIUK, INSTRUCTOR IN COMPUTER ENGINEERING TECHNOLOGY, AT NAIT

hen he worked for an Edmonton-based software development company, Steven Dytiuk travelled all over Canada and the U.S. teaching clients how to use the company’s product. Dytiuk didn’t care for the travel, which kept him from home and family for up to 20 weeks a year, but he did like the teaching – so much so that in September 2018 he left the private sector to become an instructor in computer engineering technology at the Northern Alberta Institute of Technology (NAIT). “I’m super happy to be here,” says Dytiuk. “As an instructor, I’m playing

such a significant role in the career path of so many students. It’s really meaningful work.”

“We're really committed to giving people opportunities to grow.”

__ Sue Fitzsimmons Vice-President Academic & Provost

NAIT is a polytechnic, which occupies a space between a community college and a university, says vice-president academic and provost Sue Fitzsimmons. It offers certificate, diploma and degree-granting programs through four different schools –

business, health and life sciences, applied science and technology, and skilled trades – along with a range of professional non-credit courses. NAIT works closely with industry, which helps drive research and keep both programs and instructors up to date with the needs of industry. “One of the things that astounds me about NAIT is the number of years our staff stay,” says Fitzsimmons, who joined the organization after a varied career that has stretched from elementary school to a university tenure track position. “There are tremendous opportunities for people here.” NAIT provides staff with opportunities to grow their careers and supports them at every stage. For industry experts who want

AVERAGE YEARS OF SERVICE YEARS, LONGESTSERVING EMPLOYEE JOBS AVAILABLE LAST YEAR OF MANAGERS ARE WOMEN

to be in the classroom, it starts with teaching them how to be instructors through the Becoming a Master Instructor series. NAIT also offers an in-house leadership series for those who want to move into leadership roles. At the moment, though, Dytiuk doesn’t want to leave the classroom. “I don’t feel the pressure to move into something else,” says Dytiuk. “I’m loving my job as an instructor.” Staff have opportunities to follow different career paths. “We have administrative staff teach in our programs,” says Fitzsimmons. “Someone in our financial services department teaches in the business program. An employee in IT teaches a course in information systems technology. It's a great opportunity for staff, and our students really appreciate learning from industry experts.” NAIT and its employees are committed to lifelong learning. Staff have access to more than 90 in-house courses, a mentorship program, free resources through MindTools and LinkedIn Learning, a tuition benefit program, education leaves, and more.  This story produced by Mediacorp in partnership with Postmedia, on behalf of NAIT / Northern Alberta Institute of Technology

OUR PEOPLE MAKE NAIT GREAT Dedicated and passionate employees make NAIT one of Alberta’s outstanding places to work. Our workplace culture is built on our values of collaboration, accountability, celebration, support and respect. Our people bring these values to life every day.

Join our team: nait.ca/careers

ALBERTA’S TOP EMPLOYERS 2020

Employee-owned PCL Construction builds solid careers 2,909 287 954 166

PCL EMPLOYEES IN EDMONTON RAISING MONEY FOR THE HEART AND STROKE FOUNDATION

s a kid growing up in Regina, Stacey Wormsbecker always preferred Lego blocks to other toys. Today, as a project manager with Edmonton-based PCL Construction, the civil engineering graduate is putting those skills to use on a larger scale – through projects like the $500-million BMO Centre Expansion in Calgary. Like many PCL employees, Stacey was first introduced to the company during a university co-op work term. In 2019, the construction giant offered 600 placements to students from 44 post-secondary institutions across Canada. “I was able to find a culture of great

friends here at PCL right away, and I think that’s what brought me back,” she remembers. “And there are tons of people around to learn from. There’s such a wealth of knowledge.”

“It's really powerful when everyone owns the business.” __ Mike Olsson Vice-President, Human Resources & Professional Development PCL is as committed to building careers as it is to helping its clients and communities succeed. Apart from exciting, on-the-

job experience, it offers valuable mentoring and in-house training opportunities, like its demanding E3 leadership program, which is open to all employees through the PCL Leadership Academy. Stacey recently completed the 12-month E3-100 course, which focuses on developing personal leadership skills. “It’s intense,” she confides, “but it’s a great course that gives you insights into understanding yourself and your traits for leadership.” PCL has been a leader in its own right in promoting diversity and inclusion in a traditionally male-dominated field. Stacey, who is based in the company’s Calgary office, has been involved in developing

FULL-TIME STAFF IN CANADA JOBS AVAILABLE IN CANADA PROJECTS UNDERWAY IN CANADA TOWNS & CITIES IN CANADA WITH CURRENT PROJECTS

women’s initiatives for the past four years, and is now playing a role in creating a wider diversity and inclusion program. PCL is also proud that it can offer employees an impressive range of construction projects to participate in and a high degree of mobility within the company. “Even just within Alberta, the opportunities you can get are more than most companies can offer,” says Mike Olsson, vice-president, human resources and professional development. A rich tradition of employee ownership at the privately held company fundamentally shapes its workplace culture, says Olsson. Profits are shared annually among those participating in PCL’s employee share ownership program – almost 90 per cent of salaried staff. That’s on top of a best-in-class benefits plan. “It’s really powerful when everyone owns the business,” says Olsson. “We make day-to-day decisions from that standpoint, and there’s a one-team, big-picture mindset. It’s about everyone meeting their goals.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of PCL Constructors Inc.

Watch us build at PCL .com

ALBERTA’S TOP EMPLOYERS 2020

Pembina Pipeline Corporation taps into the power of caring 1,879 41 3 783

MEMPHIS KEOGH AND HER FATHER, MIKE VANBESELAERE, BOTH WORK FOR PEMBINA PIPELINE CORPORATION

emphis Keogh studied to be an animal health technologist, but after working for a year in the field she decided she was on the wrong career path. So when she saw a suitable job opening at Pembina Pipeline Corporation in 2013 she eagerly applied. It’s where she’d worked as a summer student – and where her father has been employed for 35 years. Keogh is now an operator in Pembina’s Drayton Valley office, where her responsibilities include pipeline integrity, maintenance, and quality-testing of hydrocarbons before they enter the pipelines. She acquired those and other skills through ex-

tensive on-the-job training, a process that helped banish any doubts she’d had about working in a traditionally male-dominated domain.

“Maintaining our core values is a top priority.”

__ Paul Murphy Senior Vice President & Corporate Services Officer

“My leaders and colleagues have been fantastic,” Keogh says. “They’ve gone out of their way to help me be successful.” Calgary-based Pembina, which started in Drayton Valley in 1954, is one of Can-

ada’s largest and most diversified energy infrastructure companies. At a time when many Canadian energy companies are struggling, it has expanded rapidly through acquisitions and investment in capital projects. For employees like Keogh, seeing her employer thrive offers a sense of safety and security. Paul Murphy, senior vice president & corporate services officer, agrees Pembina’s growth is welcome and that the company is working hard to maintain its roots as a family-based workplace even with a full-time workforce that has nearly doubled in just three years. “Maintaining our core values is a top priority,” Murphy says. That includes

Dynamic growth. Dynamic people. Build your career with Pembina. Learn more at pembina.com/careers

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEE WEEKS, STARTING VACATION ALLOWANCE CHARITIES HELPED LAST YEAR

taking care of one another. The company offers competitive compensation, generous financial and health benefits and support for a healthy work-life balance. It also includes a culture of caring that extends beyond the workplace. Pembina is the top corporate donor to the United Way in Calgary and Area, and actively encourages employees to give back to their communities. Measures include unlimited dollar-for-dollar matching donations, paid time off to volunteer, and grants for personal volunteering. For the last three years, Keogh has served as campaign leader of the Drayton Valley Giving Campaign, an employee volunteer initiative that raises funds for a different local charity each year. In September 2019, a drive-in movie night raised $48,000 for the local ski club to help maintain its trails. Keogh says virtually everyone in the office pitched in to make the ambitious fundraiser a success. She adds, “Pembina employees are proud to be a giving back to the communities where we live and work.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Pembina Pipeline Corporation

ALBERTA’S TOP EMPLOYERS 2020

RS Energy Group heralds tech-savvy change 173 3 45% 3%

CO-CEOS MANUJ NIKHANJ AND JIM JARRELL OF RS ENERGY GROUP PREPARE FOR THE COMPANY'S ANNUAL CONFERENCE ON THE STATE OF THE ENERGY INDUSTRY

t might be a bit of an understatement to say Lisa Fancy has seen a lot of change recently at RS Energy Group (RSEG). The Calgarybased energy intelligence, analytics and technology company has refocused its business model, seen its workforce grow sevenfold, and launched so many new products that only one of its software programs existed two years ago. Fancy, too, has changed. Originally an analyst on RSEG’s intelligence team, she moved to the technology side where she collaborates on continuous platform development. The transition was easy, she says, thanks to helpful colleagues and the

company’s commitment to employees’ professional growth.

“Everybody has to adapt. The status quo doesn't get you anywhere.”

__ Jim Jarrell President & Co-CEO

All the same, Fancy is impressed by what hasn’t changed – namely the small-company feel where teamwork prevails and having a healthy work-life balance is a reality, not an aspiration. “I can fit my job into my life and not

the other way around,” says Fancy. With a husband who runs his own business and two small children, she appreciates that RSEG offers her flexibility in managing her projects. “It’s all part of how the company supports its employees,” she says. Founded in 1998, RSEG’s predecessor company provided institutional investors with independent, objective research into the energy sector. New ownership in 2015 led it to deliver intelligence to oil and gas companies as well as develop new technology. The timing was serendipitous. Jim Jarrell, president and co-CEO, says that with low commodity prices throttling their cash

FULL-TIME STAFF IN CANADA WEEKS, STARTING VACATION ALLOWANCE OF EMPLOYEES ARE WOMEN EMPLOYEE TURNOVER RATE

flow, energy companies needed to find other ways to show the stock market they remained a viable investment. Financial, operational and geologic data fit the bill – and RSEG was ready with a 20-year head start in collecting and contextualizing vast realms of it. “The energy sector is just beginning to embrace the digital transformation that has disrupted so many other sectors,” says Jarrell. For its part, RSEG is working to stay ahead of the innovation curve with predictive methodologies, machine learning and artificial intelligence, among other things. “Everybody has to adapt,” says Jarrell. “The status quo doesn’t get you anywhere.” The growth and sense of discovery at RSEG have resulted in an environment that’s both dynamic and fun. Fancy, who’d initially wondered if she’d fit in in a much larger workplace, credits the leadership team with hiring the same sort of smart, innovative, driven people she’d grown accustomed to working with at RSEG. “We’ve scaled up really well,” Fancy says. “The culture has actually changed for the better.”  This story produced by Mediacorp in partnership with Postmedia,on behalf of RS Energy Group Canada Inc.

ALBERTA’S TOP EMPLOYERS 2020

STARS crews are all in it together – saving lives 334 34 50% 36%

AIR MEDICAL CREW FROM STARS IN FRONT OF THEIR H145 HELICOPTER

n any given day, the Shock Trauma Air Rescue Service, or STARS, has helicopters in the air actively responding to emergency incidents. After a difficult mission, the organization’s critical incident stress management program, CISM, provides immediate peer-to-peer support to help crews manage their stress and restore their mental state. Jon Gogan, provincial director, Northern Alberta Ops, says it’s incredibly important to be able to share your thoughts if you're struggling. “As a pilot and the dad of two daughters, I can say certain calls are more challenging

to deal with emotionally than others,” says Gogan, who’s been with STARS for 18 years. “Even now, in senior leadership, I still fly and go on calls that are unbelievably tragic. When I feel affected by it, it’s really healthy to talk to somebody about it.”

“Even now, in senior leadership, I still fly and go on calls that are unbelievably tragic. When I feel affected by it, it's really healthy to talk to somebody about it.” — Jon Gogan Provincial Director, N. Alberta Operations & Pilot

In addition to support for frontline crews, STARS’ holistic approach to staff well-being is to focus on psychological health in the workplace for all employees. Gogan says the organization has long put people first by providing them with a support network that includes opportunities for counselling, professional services and psychologists, all paid-for so staff can be as psychologically healthy as possible. “Everyone at STARS, regardless of their role, is touched by stressful incidents,” says Gogan. “They're exposed to the crews coming back from a traumatic call and that may trigger something that's going on in their lives. So organizationally, we look

FULL-TIME STAFF IN CANADA YEARS, LONGESTSERVING EMPLOYEE OF THE EXECUTIVE TEAM ARE WOMEN OF MANAGERS ARE WOMEN

at everybody, not just flight crews. We’re all in this together. In order to allow us to come to work and be our very best, we need support to get through those things.” Andrea Robertson, president and CEO, says employees are engaged because there’s a direct correlation between the work they do and why they’re there – to save the next life that needs them. “The center of our strategy is the patient supported by crew, and if you work at STARS, you're considered crew,” says Robertson. “Every single person employed here, whether you work in reception, human resources or inside the aircraft, is helping save lives.” To foster engagement and stay connected, employees across all bases meet every Tuesday morning by video and teleconference to review the week and share mission stories. “The storytelling can be pretty amazing and impactful,” says Robertson. “The work we do is very intense and as a result, our teams become close. When work isn’t going on, there’s a lot of fun. It’s another way we decompress.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of STARS / Shock Trauma Air Rescue Service

ALBERTA’S TOP EMPLOYERS 2020

Stuart Olson makes a Promise with its people 1,381 5,813 39 40%

EMPLOYEES OF STUART OLSON AT A CYCLING FUNDRAISER TO RAISE MONEY FOR CANCER TREATMENT AND RESEARCH

eikai Musoki had already accepted a competitor’s job offer three years ago when she was invited for another interview with Stuart Olson Inc. The Zimbabwe-born civil engineer decided to meet again with the Calgary-based construction firm, and she’s never regretted it. Over coffee, a senior executive told her about what the company calls the Stuart Olson Promise – its commitment to integrity, innovation and people. “We sat and talked, and I was just blown away by what he was sharing about the workplace culture,” recalls Musoki, who now works as

a project coordinator for Stuart Olson. “I was thinking, ‘If what he’s saying is true, I’ve got to be a part of it,’” she adds. “In the world of construction, we all claim that we’re nice guys. But I’ve never seen a company like this that makes being nice guys their brand.”

“In the world of construction, we all claim that we're nice guys. But I've never seen a company like this that makes being nice guys their brand.”

__ Seikai Musoki Project Coordinator

The Stuart Olson Promise guides all the company’s relationships – with employees, clients and the communities where they build. Musoki says she sees it reflected in more experienced colleagues, who go out of their way to help junior employees improve their skills and take their careers to the next level. That support was further enhanced two years ago when Stuart Olson introduced its structured employee mentorship program, which matches mentors with mentees for a one-year period to spur growth, exchange ideas and build networks. Musoki also values the company’s emphasis on work-life balance and a strong

FULL-TIME STAFF IN CANADA JOB APPLICATIONS RECEIVED LAST YEAR YEARS, LONGESTSERVING EMPLOYEE OF MANAGERS ARE WOMEN

benefits package, which includes an annual health and wellness spending account, an employee share-purchase plan and matching RRSP contributions. “This organization is really built on a commitment and a passion to do great things,” explains vice-president, human resources Anna Cuglietta, “whether it speaks to creating an outstanding place to work, or building amazing things with our clients, or contributing to our communities.” Stuart Olson employees are eager to help local causes not only financially, but by getting directly involved and donating their time, she says. The company is making a significant difference through projects like Edmonton’s Londonderry Affordable Housing Project. The partnership with Capital Region Housing and NAIT gives residents of the housing complex an opportunity to train as apprentices while Stuart Olson employs them to help build the project. “Everyone who’s been involved feels such a sense of ownership and pride,” says Cuglietta. “It lines up with everything that we’re about.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of Stuart Olson Inc.

HONOURED TO BE NAMED A TOP EMPLOYER IN ALBERTA

committed to creating a culture built on a passion to do great things.

Every day Stuart Olson positively impacts the communities in which we operate and the lives we touch.

www.stuartolson.com

ALBERTA’S TOP EMPLOYERS 2020

UFA nurtures a grassroots culture 726 50 400 34%

UFA CO-OPERATIVE LIMITED EMPLOYEES PARTICIPATE IN CHILI COOKOFF

stablished in 1909, United Farmers of Alberta Cooperative Ltd. (UFA) is an organization that has stayed true to its founding principles. “Our values are summed up in the principle that we can achieve more by working together than we can as individuals,” says Scott Bolton, chief executive officer. “There’s a palpable sense of community and focusing on what’s right for our members that’s embedded in our culture.” UFA serves farmers, their families and rural communities through its retail agribusiness, commercial agribusiness and petroleum business streams. While UFA is based in Calgary, about three-quarters

of its employees work in communities throughout Alberta.

“We can achieve more by working together than we can as individuals.”

— Scott Bolton Chief Executive Officer

When it comes to potential employees, Bolton says UFA “looks for individuals who have a desire to learn and a predisposition to working for the common good. In the end, it’s about agriculture and helping to support the members of the communities we serve.” UFA offers employees diverse opportunities, supported by top-flight professional

development programs. These include LEAD, which is designed for grooming frontline managers, and DEVELOP, which is designed for employees who are not yet managers. Tim Duthie, manager, petroleum sales, agriculture, was an early participant in the LEAD program. A 16-year veteran of UFA, Duthie has held seven different roles in four different departments. “I’ve had the opportunity to grow and have a career that has always kept my interest,” says Duthie. Growing up in the small town of Linden, Alta., Duthie had strong connections to the agriculture industry; both his uncle and grandfather farmed.

YEARS, LONGESTSERVING EMPLOYEE CHARITIES HELPED LAST YEAR OF MANAGERS ARE WOMEN

“Farmers are a unique set of entrepreneurs,” he says. “They have a sense of optimism, even when times are tough. That resilience is very admirable.” Duthie enjoys getting out to UFA centres across the province and dealing oneon-one with members. “Building loyal customer relationships has always been at the heart of everything we do,” he says. Bolton says the connection between UFA and its member-owners is further strengthened by the appropriately named Grassroots Giving program which provides financial and volunteer support to over 200 local communities. UFA encourages employees to be active in their communities by supporting local events related to the Grassroots Giving program and participating in team-building exercises. While these initiatives help build a sense of cohesion, Bolton believes the work itself is the biggest motivator. “At the end of the day, when you work for an organization where you make a direct difference in people’s lives, that makes it an enjoyable place to be.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of UFA Co-operative Limited

UFA.com/Careers

13300

IT’S MORE THAN A LIVING. IT’S A LIFE.

FULL-TIME STAFF IN CANADA

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ALBERTA’S TOP EMPLOYERS 2020

People find their strengths at Western Financial Group 1,470 80% 150 500

EMPLOYEES AT THE LETHBRIDGE SOUTH BRANCH OF WESTERN FINANCIAL GROUP ON A FUNDRAISING WALK FOR THE WESTERN COMMUNITIES FOUNDATION

hen managers at Western Financial Group interview prospective employees, they encourage them to consider their future career, as well as their fit for their hoped-for new role. “Our people across the organization really have an opportunity to grow,” says chief people and culture officer Lisa Osachoff, who has held several roles over her seven years at the insurance services company. “Wherever you are in the organization, there are opportunities for growth within your role as well as into new positions.”

Like Osachoff, branch manager Rochelle Wilson has held various positions at Western. “Every time the company pulls you out of your comfort zone, you get to see where your strengths are,” she says. “I love that about Western. Our leaders have seen qualities in me that I didn’t even know I had, and they had trust that I could do something even when I didn’t trust myself.”

“Our leaders have seen qualities in me that I didn't even know I had.”

— Rochelle Wilson Branch Manager

Leaders meet with their people formally twice a year to discuss their current role and how to get ready for the next challenge. This gives their teams space to learn more about their strengths and share their goals for the next steps in their careers. “Western is always looking for ways for us to better ourselves or to do our job more efficiently,” says Wilson. “They listen to our concerns.” While Western Financial Group is a mid-sized organization, it still has a grassroots, entrepreneurial feel, and the majority of the company’s branches operate within small and medium-sized communities.

FULL-TIME STAFF IN CANADA OF MANAGERS ARE WOMEN CHARITIES HELPED LAST YEAR STAFF VOLUNTEER HOURS LAST YEAR

Each branch is deeply connected to its hometown. Giving back is also part of company culture. Its charitable arm, the Western Communities Foundation, provides grants and awards that support municipal infrastructure, local charities and inspiring individuals within the company’s local communities. To date, the foundation has raised over $3 million through employee efforts and three major fundraisers held each year, including the organization-wide National Walk to Support the Cause, as well as many other events organized by local branch teams. All donations raised by local branches for the community stay within the community. “It’s a great way for our employees to feel connected to a cause that’s important to their neighbours,” says Osachoff. Recently, Wilson’s branch gave out a bursary to a high school student to recognize the adversity and challenges they’d overcome in their life. “We’re able to do some amazing things by giving back to our communities,” she says, “because this is where we live, work, and play.”  This story produced by Mediacorp in partnership with Postmedia,on behalf of Western Financial Group

Your local insurance experts

ALBERTA’S TOP EMPLOYERS 2020

The WinSport Way empowers employees to go for gold 144 1,400 3 31

WINSPORT FOCUSES ON CREATING OPPORTUNITIES FOR EMPLOYEES TO GROW AND TAKE ON LEADERSHIP ROLES

fter a busy morning juggling the ice sport programs she coordinates, Anna Stathakis can shoulder her skis and head for the lifts at Canada Olympic Park, rubbing shoulders with everyone from Olympic athletes to newcomers taking their first run on a snowboard. But what she loves most about working for WinSport is being given the resources to be a gold medal champion in her own career. “There are so many opportunities to be a better version of yourself,” says Stathakis, program lead, ice sports. “There’s meaning and value to the work we do here in inspiring young athletes to follow their dreams

and encourage others to continue to learn and play a sport they love.”

“We're passionate about what we do, committed to excellence in everything we do and it's just fun.”

__ Barry Heck President and CEO

WinSport, a not-for-profit organization, owns and operates Canada Olympic Park in Calgary, the Bill Warren Training Centre at the Canmore Nordic Centre in Canmore and the Beckie Scott High

Together we work to inspire and activate human potential.

Performance Training Centre on Haig Glacier. WinSport facilities not only support Canadian high-performance athletes but introduce thousands of people to mountain-based sports annually. Stathakis has access to state-of-the-art training and recreational facilities. But that’s just the tip of the employee benefits ski hill. The WinSport team also enjoys flexible hours, paid personal days, a defined contribution pension plan, three weeks starting vacation allowance, training programs, mentoring, and tuition support of up to 100 per cent. President and CEO Barry Heck says WinSport focuses on creating opportunities for employees to grow and take on leader-

FULL-TIME STAFF IN CANADA JOBS AVAILABLE IN CANADA WEEKS, STARTING VACATION ALLOWANCE CHARITIES HELPED LAST YEAR

ship roles within the organization. “We work very hard at ensuring our resources are marshalled so there are opportunities for those new leaders to emerge,” says Heck. “We have tremendous opportunities for team members of all levels to advance. That’s the foundation we’re built on. We call it the WinSport Way.” The WinSport Way unleashes the growth potential of employees and develops team members within a culture of inspiration, innovation, inclusivity, excellence and fun. Heck says practising those values enables employees to make a difference in the lives of their clients as well as their own. That includes making a difference in the community. WinSport is a non-profit organization but it helped 55 different charities last year. Heck says community connection is a big part of keeping employees balanced and engaged. “We do everything we can so our team has a healthy work-life balance and all the tools that are needed to achieve that,” says Heck. “We’re passionate about what we do, committed to excellence in everything we do – and it’s just fun.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of WinSport

ALBERTA’S TOP EMPLOYERS 2020

At WCB-Alberta, a sense of caring is fundamental 1,831 50% 46 240

DUSTIN BERUBE FROM WCB-ALBERTA AT AN ORIENTATION SESSION FOR NEW STAFF

ustin Berube remembers feeling that sudden surge of panic soon after finishing his standard six-month probationary period at Workers’ Compensation Board – Alberta. In his previous career in the retail sector, being asked in to see the boss was rarely a good thing. So when he got the invitation to talk with his WCB-Alberta supervisor, he braced himself for the worst. “They sat me down and asked me, ‘So, where do you want to go next?’ and I was blown away that they saw my potential,” he recalls. “That’s stayed with me.”

Looking back over the past 11 years and the five positions he’s held at WCBAlberta, Berube – who now works as a corporate learning coordinator – says there has been one overriding theme: “The different supervisors I’ve had have all carried the message that you can do what you want – and you can strive for more.”

“We want to make sure that our culture includes looking after and taking care of our own employees, too.”

__ Trevor Alexander President & CEO

“Not only are there opportunities,” he adds, “but there are resources to get you there, even for someone like me coming in with only a high-school education. I’ve definitely raised my expectations for myself.” Looking ahead, Berube says he also wants to champion career development, as his managers have done for him. But the way WCB-Alberta makes employees feel valued is just as important, he adds. One sign of that support is an excellent benefits package that includes on-site massage and fitness facilities, a defined-benefit pension plan, and annual vacation time that starts at four weeks after the first year.

Working for a safe, healthy, strong Alberta Workers’ Compensation Board – Alberta find out more at wcb.ab.ca/about-wcb/careers

EMPLOYEES IN ALBERTA OF THE EXECUTIVE TEAM ARE WOMEN YEARS, LONGEST-SERVING EMPLOYEE EMPLOYEES HAVE SERVED FOR OVER 25 YEARS

Employees also like the importance the organization places on work-life balance. “Our core mission is to help injured workers when they’re hurt,” says president and CEO Trevor Alexander, who is a former workers’ compensation caseworker. “We want to make sure that our culture includes looking after and taking care of our own employees, too.” Alexander, who took the helm at WCB-Alberta in March 2019, says one of his priorities as president is to clearly demonstrate to staff how much they’re appreciated. To do that, they have adopted techniques like the recent “break-time buggy,” which he periodically pushes among the cubicles to offer treats like red and white popcorn, M&Ms and drinks. Alexander says that WCB-Alberta looks for recruits who have a sense of caring and a passion to make a difference in people’s lives. “We hire good people,” he explains, “and then invest in their training and development so they can excel in their jobs.”  This story produced by Mediacorp in partnership with Postmedia,on behalf of Workers' Compensation Board – Alberta

ALBERTA’S TOP EMPLOYERS 2020

YMCA Calgary puts people and community first 480 31 3 63%

TRISH SKINNER, CHILD CARE DIRECTOR AT YMCA CALGARY

or Trisha Skinner, a child care director with YMCA Calgary, work and family are uniquely connected. “I’m fortunate in that I get to raise my children where I work,” says Skinner. “Both my six-year-old son and my two-year-old daughter have grown up in YMCA child care. They know all the staff and use many of the facilities.” Her fellow employees also feel like family, adds Skinner. “We grow together and build lasting relationships. You stay so connected to everyone here.” YMCA Calgary’s president and chief

executive officer Shannon Doram says that sense of community and collaboration is deeply rooted.

“We're lucky to have a very compelling social mission.” __ Shannon Doram President & Chief Executive Officer “We’re lucky to have a very compelling social mission that really permeates among our staff and volunteers,” says Doram. “Our engagement surveys show that our people have a very strong sense of purpose. They enjoy being part of a community-ori-

ented, people-first workplace culture.” Doram, whose background is in public health and health promotion, has been part of the senior leadership team since 2011. Shortly after she began at the Y, she oversaw the establishment of the first YMCA in North America to be located in a hospital – at Calgary’s South Health Campus. “That YMCA facility is unique in that it serves three distinct clients – the community, patients and staff,” says Doram. “The goal is health promotion and disease prevention and it’s an example of the kind of real impact we can have on people’s lives.” The YMCA is guided by four values –

“I’m fortunate in that I get to raise my children where I work.” - Trisha Skinner, Child Care Director, an employee of YMCA Calgary and a mom

YMCA Calgary careers - explore opportunities for meaningful work at: ymcacalgary.org/careers-volunteers

FULL-TIME STAFF IN CALGARY YEARS, AVERAGE AGE OF ALL EMPLOYEES WEEKS, STARTING VACATION ALLOWANCE OF MANAGEMENT TEAM ARE WOMEN

respect, honesty, responsibility and caring. “These are not just words on a wall,” says Doram. “These values are at the core of how we work with each other and how we serve our community.” Like other YMCA associations across the country, YMCA Calgary is a charity that provides a wide range of quality programs, including health and wellness, fitness, child care and community outreach. The goal is to give children, youth and adults the opportunity to belong, grow, thrive and lead. In addition to her regular duties, Skinner is an ambassador for the YMCA’s annual fundraising campaign known as “Let’s Raise.” The goal is to ensure that YMCA services remain available to everyone in the community, whatever their circumstances. “Even the children at our child care centres get involved” says Skinner. “I recently had one four-year old girl who was devastated to learn there were kids who couldn’t afford swimming lessons. It’s a great way to start conversations at a young age about empathy and the need for philanthropy.”  This story produced by Mediacorp in partnership with Postmedia, on behalf of YMCA Calgary

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