Greater Toronto's Top Employers (2024) by Canada's Top 100 Employers

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 A vaulted corridor outside University

College on the St. George campus of the University of Toronto, one of this year’s winners.

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LIST OF WINNERS:

Greater Toronto’s Top Employers (2024)

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GREATER TORONTO’S TOP EMPLOYERS Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, EXECUTIVE EDITOR

Kristina Leung, MANAGING EDITOR

Stephanie Leung, EDITOR

Chantel Watkins, ASSISTANT EDITOR

Juliane Fung, RESEARCH EDITOR

Sonja Verpoort, RESEARCH ASSISTANT

Cypress Weston, RESEARCH ASSISTANT

Jing Wang,

RESEARCH ASSISTANT

Advertising Team:

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MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

MANAGER, PUBLISHING

Chariemagne Kuizon, JUNIOR COORDINATOR

Vishnusha Kirupananthan, BRANDING & GRAPHIC DESIGNER

Sabrina Wu,

SENIOR CONTENT & PUBLISHING SPECIALIST

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Brian Bergman Brian Bethune Deborah Bourk Abigail Cukier Mary Dickie Patricia Hluchy Diane C. Jermyn Sara King-Abadi

Allison Lawlor Tom Mason Rick McGinnis Kelsey Rolfe Diane Sims Nora Underwood Barbara Wickens

©2023 Mediacorp Canada Inc. All rights reserved. Greater Toronto’s Top Employers is a product of Mediacorp. The Globe and Mail distributes the magazine but is not involved in the editorial content, judging or selection of winners. GREATER TORONTO’S TOP EMPLOYERS is a trade mark of Mediacorp. Editorial inquiries: ct100@mediacorp.ca

 After the pandemic, Toronto-based Fidelity Canada created a company-wide vision of ‘dynamic working’ to

ensure hybrid work arrangements meet the needs of their employees, business and clients.

n Search of Lost Time is of course the masterpiece of French literature written by Marcel Proust between 1906 and 1922. The first of its seven volumes was self-published in 1913 and, to this day, stands in a category of its own in reflecting on the relationship between memory and time, often with great economy of punctuation. This week, with the release of our 18th edition of Greater Toronto’s Top Employers, I found myself thinking about Proust’s monumental work and what he would have made of today’s world in which our memories and perception of time have been dramatically altered, perhaps permanently, by a pandemic. For our editors, the end game has been coming into focus for two years now: working people everywhere now value their time differently. Gone are the days when people would put up with long daily commutes or endless office meetings. Time, especially personal time, has become more precious since the pandemic and we are seeing this manifested in a variety of important changes. In a metropolis like Greater Toronto, one can recognize these changes at a vastly faster pace. Here, the employment market is extremely competitive, which makes employers quicker to spot changes that affect their ability to recruit and retain talented people. The pages of this year’s magazine are chock-full of stories about their initiatives to minimize lost time. The most recognizable revolve around hybrid work and providing employees more flexibility in coming into the office. While it’s still a minority of Canadians that have access to hybrid work schedules, one sees it most in demand in a thriving metropolis like the GTA. The lost time spent on a daily commute has simply become too costly for many GTA employees; the best employers are

changing how their workplaces look and function to improve the quality of time spent in the workplace. From discounted parking and transit subsidies to onsite amenities like free meals and snacks, this year’s winners want employees to feel that coming into work is worth the trip. Our editors are also seeing a new focus on paid vacation allowance and time-off policies – such as ‘earned days off’ programs that let employees work longer hours reduce the days they need to come into the office. We see a growing number of interesting ‘work from anywhere’ policies that let employees to work from another part of the world for some portion of the year. In the early days after the pandemic, many employers thought these kinds of workplace changes were temporary. But those who keep a keen eye on Canada’s demographics know that competition for working-age employees is only going to become more acute. Despite having one of the most successful immigration programs in the world, Canada is also on track to have one of the oldest populations in the hemisphere by 2050 – the supply of talented workers will only tighten, especially in the GTA. Sitting in his cork-lined room, Proust would unlikely have dwelled long on subjects such as vacation allowance or hybrid work, but I do think he would have recognized that a profound transformation has taken place. Like the immense changes that occurred during his lifetime and found their way into the pages of his monumental work, today’s changes since the pandemic will prove equally consequential. And that is certainly worth a paragraph or two. I hope you enjoy this year’s announcement magazine. – Tony Meehan

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VENA

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 Toronto-based financial management software firm Vena Solutions lets employees work remotely from almost any country in the world for up to 30 days each year.

Introduction

Has home has become more like the office, or is the office becoming more like home?

ooking at the winners of Greater Toronto’s Top Employers (2024), it’s interesting to see how organizations are continuing to explore what’s right for their people post-pandemic. Hybrid remains a popular model, with employees working from a mix of home, office and in the field, but with variations. Best practices are always in play, but may go in entirely different directions. There is no-one-size-fits-all solution. To encourage more in-person connection and collaboration – more of a nudge than a shove – some top employers have purposely designed (or upgraded) their physical workspaces to reflect the work patterns and comforts of home. Since no one wants to sit in a cubicle all day, a

progressive work environment allows employees to move in the same way they might in their own home. That means spending time at a desk, but also nestled on a comfy sofa, snacking in a well-stocked kitchen or outdoors on a leafy patio – all with connectivity for a seamless work experience. Some of the bigger employers, such as banks and large corporations, have re-designed entire buildings to be interconnected vertical campuses, with multiple adaptable spaces for working, collaboration, well-being and socializing, both in-side and out. For instance, Manulife Canada recently transformed its global headquarters in Toronto to a flexible, state-of-the-art environment,

where workers onsite can organically connect with others working remotely. Influenced by feedback from employees who expressed what helped them during the pandemic, the refreshed space incorporates movement, natural light and plants into the design. But what the company also found was that people were really concerned about having collaborative space to reconnect, so purpose-built spaces for small, medium and large connections became a top priority. Notably, food is central to that, with a barista in its newly renovated lobby and a 21,000 square-foot subsidized cafeteria. Some top employers, such as Vena Solutions Inc., have completely changed their work model since the pandemic.

Prior to COVID, chief people officer Tracey Mikita says that the tech company was basically an in-office workplace, but now lets the vast majority of employees choose their ideal work environment, with flexible arrangements that include hybrid, fully remote or on-site. “We continue to have really solid business results, so it’s hard to justify pushing folks back to the office when people are engaged and lots of great work is getting done,” says Mikita. “We’ve really tried to move the office towards being less of a place where you just go to do your work, to more of a collaborative social space where teams have their meetings. “I think there was always this worry that engagement would plummet if we moved

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to a remote or hybrid culture, but I would say culturally, we’ve proven that wrong. Our engagement scores have been at all-time highs through the pandemic and people are feeling good across the board. We just worked really hard to enhance communication and make the employee experience a priority.” Vena goes further offering a very unique short-term work relocation allowance that lets employees work up to 30 days per year almost anywhere in the world. “We’re a tech company so you’re very mobile,” says Mikita. “You can pick up your laptop and use any of the great spaces throughout our facility or you can work from home, but people can also spend time working wherever they like. So if someone is planning a vacation in Florida, they’re free to tack on a week of work and enjoy that work-life balance we feel is so important.” When meeting in-person matters, even limited real estate doesn’t stop top employers. Anna Filice, chief people officer, at Ontario’s Workplace Safety and Insurance Board / WSIB, says while people work at home most of the time, when they do come in, it’s with purpose. “We try to do that at least once per month – usually an event with the whole team coming together,” says Filice. “Some of our locations don’t actually have a physical space, so we’ll meet at a local convention centre and spend a few purposeful hours together. Because we’re so deliberate about it, we’re actually spending more meaningful time with our teams than when we were heads down in a cubicle five days a week.” Filice says that they’re always cognizant that people are working from home and do their best to ensure employees have the tools they need to do that safely and effectively, including supports developed to help managers lead in a virtual environment. A recent assessment by WSIB of some of its key workforce factors – three years before the pandemic, and then three years after the switch to remote work – shows positive movement in basically every area for key services. These include productivity measures and employee statistics in terms of the number of sick days, engagement scores and overall collaboration. “Everyone’s very enthusiastic about it,” she says. “People have been very vocal that they’d like to retain this model.” – Diane Jermyn

MANULIFE

Cont.

 Employees at Manulife Canada attending the company’s summer social outside its landmark head office in Toronto.

WSIB

EVOLVING WORKPLACES

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 Ontario’s Workplace Safety and Insurance Board / WSIB tries to bring all their employee teams onsite at least once each month to make sure staff with varying hybrid schedules have a chance to see each other in person.

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SENECA

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2024 WINNERS

 Neil Hetherington is the CEO of Toronto’s Daily Bread Food Bank, one of this year’s winners, which provides progressive benefits to their 82 full-time employees, including mental health supports. (Photo courtesy of Seneca Polytechnic, which was also named to this year’s list and counts Neil among its alumni.)

The following organizations have been chosen as Greater Toronto’s Top Employers (2024) (employee count refers to full-time staff):

CCENTURE INC., Toronto. Professional services; 6,207 employees. Offers very generous new employee referral bonuses, from $500 to $6,000 depending on the position. ADP CANADA CO., Toronto. Payroll services; 2,639 employees. Encourages employees to support charitable initiatives with five paid volunteer days and matching charitable donations. AGF MANAGEMENT LTD., Toronto. Financial investment management; 602

employees. Offered dedicated resources for managers to help them better understand and manage the adoption of hybrid work options. AIG INSURANCE COMPANY OF CANADA, Toronto. Direct property and casualty insurance carriers; 368 employees. Supports its new parents with maternity and parental leave top-ups and a dedicated welcome back package for new parents returning to work. ALCOHOL AND GAMING COMMISSION OF ONTARIO / AGCO, Toronto. Provincial gaming and liquor regulation; 507 employees. Encourages employee career development along with

a better understanding of their own roles through a unique job shadowing program.

employees to work from anywhere for up to four calendar weeks each year.

ALECTRA INC., Mississauga. Electric power distribution; 1,553 employees. Offers a $400 annual healthy living reimbursement that employees can use toward any health or fitness-related purchase.

ARUP CANADA INC., Toronto. Engineering services; 450 employees. Supports ongoing employee education with generous tuition subsidies for job-related courses, up to $5,250.

AMD CANADA, Markham. Computer technology manufacturing; 3,378 employees. Supports new families-to-be with generous subsidies for prescription fertility drugs, IVF fertility procedures as well as offering adoption subsidies.

ASTRAZENECA CANADA INC., Mississauga. Pharmaceutical manufacturing; 1,208 employees. Supports all new parents with maternity and parental leave top-up payments to 100 per cent of salary for up to 18 weeks.

AMEX BANK OF CANADA, Toronto. Credit card issuing; 2,047 employees. Offers an offsite work option that allows

AVIVA CANADA INC., Markham. Insurance services; 4,521 employees. Supports retiring employees through the

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R.MCGEE/BASF

CADILLAC FAIRVIEW CORPORATION LIMITED, Toronto. Real estate management; 1,275 employees. Offers a health and wellness spending account which can be used at employees’ discretion for related expenses, to $750 per year. CAMPBELL COMPANY OF CANADA, Mississauga. Food preparation and packaging; 164 employees. Recognizes hard work through its High 5 award program and offers special CEO awards or stock grants for extraordinary contributions. CANADIAN STANDARDS ASSOCIATION / CSA GROUP, Toronto. Testing, certification and related services; 780 employees. Offers digital coverage for Inkblot and MindBeacon as part of its mental health strategy along with benefit coverage for mental health practitioners. CAPITAL ONE CANADA, Toronto. Credit card issuing; 865 employees. Dedicates a full day to professional and personal development through its Invest in Yourself Days on the last Friday of every month. CENTENNIAL COLLEGE, Toronto. Post secondary schools, college; 1,396 employees. Organizes wellness huddles to share information and resources on nutrition, ergonomics, work-life harmony, stress and psychological wellness.

 Toronto-based BASF Canada supports employee development with generous tuition subsidies for undergraduate (to $15,000) and graduate level programs (to $25,000).

2024 WINNERS

Continued

formal Encore program that lets them work a reduced 15-hour workweek for up to two years leading to their retirement.

AKER MCKENZIE LLP, Toronto. Law firms; 143 employees. Hosts a range of thoughtful social events every year, from a culture-oriented cooking event to yoga and meditation classes to annual pride celebrations. BASF CANADA INC., Mississauga. Chemical manufacturing; 1,106 employees. Supports employee education with generous tuition subsidies for undergraduate (to $15,000) and graduate level programs (to $25,000). BAYCREST, Toronto. Specialized hospitals; 1,218 employees. When on site, employees can take advantage of a spacious 23-acre campus that features various outdoor spaces and free 24/7 access to a fitness facility with Zumba, yoga and tai chi classes.

BAYER INC., Mississauga. Pharmaceuticals and agricultural products; 1,134 employees. Supports employees over the longer term with retirement planning assistance, pensions and savings programs, and health plan premiums extending into retirement.

BLUE ANT MEDIA INC., Toronto. Media production and distribution; 306 employees. Starts new employees with three weeks of paid vacation, offers additional time off during the holidays and a bonus two weeks of vacation on their 10th anniversary.

BDO CANADA LLP, Toronto. Accounting; 5,508 employees. Encourages employees to become recruiters for the firm with generous new employee referral bonuses, up to $12,500 depending on the position.

BORDEN LADNER GERVAIS LLP, Toronto. Law firms; 1,536 employees. Supports all new parents with maternity and parental leave top-up payments to 100 per cent of salary for 26 weeks.

BENNINGTON FINANCIAL CORP., Oakville. Commercial equipment leasing and financing; 177 employees. Offers two paid Wellness Days every year for employees to schedule as needed to take a break, recharge and look after themselves.

BOSTON CONSULTING GROUP OF CANADA LIMITED, Toronto. Management consulting; 542 employees. Encourages employees to keep fit with subsidized memberships to a state-of-the-art shared-use fitness facility that also offers a variety of instructor-led fitness classes.

BLAKE, CASSELS & GRAYDON LLP, Toronto. Law firms; 1,361 employees. Offers a flexible wellness reimbursement that can be used to cover a range of wellness activities, from jogging strollers and fitness trackers to registration fees for sports teams.

AAT PENSION PLAN, Toronto. Pension plans; 398 employees. Created career ladders to show employees future opportunities and illustrate the path for progression.

CERIDIAN CANADA LTD., Toronto. Human resources software and services; 2,197 employees. Offers a flexible no-limit vacation policy, allowing employees to take as much or as little time off as they want. CHEP CANADA CORP., Mississauga. Logistics and shipping container services; 815 employees. Hosts an annual internal career week for employees interested in learning about roles in other departments to broaden their skillsets. CHILDREN’S AID SOCIETY OF TORONTO, Toronto. Child and youth services; 709 employees. Offers exceptional maternity and parental leave top-up for new mothers and fathers, including adoptive parents, up to 70 per cent of salary for up to 39 weeks. CHOICE PROPERTIES REIT, Toronto. Real estate investment trusts; 307 employees. Lets employees participate in a stock purchase plan by allocating a percentage of their earnings, of which the company matches (to 25 per cent of contributions). CIBC, Toronto. Banking; 42,951 employees. New state-of-the-art head office designed around a formal workplace strategy that

combines onsite and offsite working options. CITI CANADA, Mississauga. Banking; 2,747 employees. Offers inclusive familyfriendly benefits such as generous adoption subsidies of up to $30,000 and coverage for fertility treatments, to a lifetime max of $24,000. COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO, THE, Toronto. Professional organizations; 398 employees. Encourages employees to get involved and support charitable initiatives with up to two paid volunteer days off. COLLIERS INTERNATIONAL CANADA, Toronto. Commercial real estate services; 2,507 employees. Supports ongoing employee development through in-house training along with tuition subsidies for courses related and not directly related to their current position. COMPASS GROUP CANADA, Mississauga. Food services; 11,392 employees. Recognizes exceptional performance through the formal Be a Star awards program that includes cash awards and all-expenses paid trips to Florida. CORUS ENTERTAINMENT INC., Toronto. Media production and broadcasting; 3,051 employees. Supports overall employee wellness through a monthly well-being newsletter that promotes a variety of mental, emotional, financial and physical activities every month. CREDIT VALLEY CONSERVATION AUTHORITY / CVC, Mississauga. Environment, conservation and wildlife organizations; 236 employees. Helps employees plan for the future through a defined benefit pension plan and offers phased-in retirement work options when nearing retirement. CRH CANADA GROUP INC., Vaughan. Concrete manufacturing; 3,522 employees. Recently increased its maternity and parental leave top-up payments for all new parents, along with a phased-in return to work option at the end of their leave.

AILY BREAD FOOD BANK, Toronto. Community food banks; 82 employees. Helps employees take care of their mental health with coverage for related practitioners of up to $2,000 per year and organizes mindfulness sessions to improve well-being.

DENTSU CANADA INC., Toronto. Marketing agencies; 1,121 employees. Offers a full suite of training and development initiatives internally, including mentorship, leadership programs, and an online learning platform, Dentsu University.

CAMPBELL’S

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DIAMOND SCHMITT ARCHITECTS INC., Toronto. Architecture; 279 employees. Takes a thoughtful approach when employees are called upon to care for a loved one, offering compassionate leave top-up, to 17 weeks at 80 per cent of salary. DREAM, Toronto. Real estate development; 668 employees. Offers a number of financial incentives including signing bonuses for some, year-end bonuses for all, and referral bonuses of up to $4,000 for successful candidates. DURHAM COLLEGE OF APPLIED ARTS AND TECHNOLOGY, Oshawa. Post secondary schools, college; 815 employees. Helps long serving employees stay connected even after their tenure is complete through a dedicated retiree association. DYNACARE INC., Brampton. Medical laboratories; 2,398 employees. Offers up to 10 paid personal days each year to help employees balance work and family commitments. DYSON CANADA LTD., Toronto. Household appliance manufacturing; 164 employees. Provides discounts on company products as well as access to an internal fire sale on gently used or refurbished Dyson products, with proceeds donated to local charities.

 Mississauga-based Campbell Company singles out employee achievements

through a special recognition program (High 5 awards) and offers a special CEO award – or even stock grants – for extraordinary contributions.

T.MADAY/CSA

2024 WINNERS

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CCLESIASTICAL INSURANCE OFFICE PLC, Toronto. Property and casualty insurance; 83 employees. Increased its annual transportation subsidy for eligible staff to $3,000 per year, regardless of how employees commute. EF EDUCATIONAL TOURS, Toronto. Educational tour services; 119 employees. Maintains a staff tour travel policy, which is in addition to paid vacation allowance, and provides an opportunity to participate in paid international travel at least once a year. EQUIFAX CANADA CO., Toronto. Credit data and reporting services; 600 employees. Helps employees start a family with maternity and parental leave top-up, to 100 per cent of salary for up to 18 weeks for mothers and eight weeks for fathers and adoptive parents.

 Canadian Standards Association / CSA Group, based in Etobicoke, operates an

in-house university (CSA Academy), plus in-person staff training centres and labs in Toronto and Irvine, California, with more planned for Germany and Asia.

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SPONSOR CONTENT

CAPITAL ONE

1. Toronto-based Capital One Canada dedicates a full day to professional and personal development through its ‘Invest in Yourself’ days, held on the last Friday of every month. 2. Employees at the national Culture Day at Choice Properties REIT, which encourages a work environment built on trusting connections among colleagues.

CHOICE PROPERTIES

PHOTOS (CLOCKWISE FROM TOP):

3. Employees at Colliers International receive awards that recognize excellent performance — including the annual ‘Spirit of Colliers’ award, which is presented to a staff member by a leader along with up to $1,500 and a trophy.

COLLIERS

CITI CANADA

4. The ‘Prometheus’ program at Citi Canada is designed to advance women into leadership roles at the company.

2024 WINNERS

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SPONSOR CONTENT

Continued

EY, Toronto. Accounting; 8,392 employees. Maintains a dedicated network to foster community among working parents and provides a child care subsidy, covering 100 hours of in-home or centre-based backup care.

IDELITY CANADA, Toronto. Portfolio management; 1,710 employees. Encourages career mobility through internal secondment opportunities and a job exchange program, allowing employees to trade roles for up to one year. FIRST CAPITAL REIT, Toronto. Real estate development and management; 376 employees. Debuted a wellness newsletter that highlights monthly themes such as stress management, financial wellness, and guided meditation.

FORD MOTOR COMPANY OF CANADA LTD., Oakville. Automobile manufacturing; 7,244 employees. Provides generous discounts on vehicle purchases through the Ford Auto purchase program, enabling employees and eligible family members to purchase up to four new vehicles per year. FRESHBOOKS, Toronto. Software publishers; 488 employees. Provides three weeks of starting vacation allowance as well as additional paid time off during the winter holidays. FUNDSERV INC., Toronto. Financial transaction processing; 122 employees. Provides new employees a work-fromhome stipend of $500 for equipment as well as a monthly internet subsidy of $50 for all employees.

ENERAL MILLS CANADA CORPORATION, Mississauga. Food manufacturing; 632 employees. Allows employees to apply to work outside of their province of employment for up to 30 days per year. GEORGE BROWN COLLEGE, Toronto. Post secondary schools, college; 1,468 employees. Maintains a 12-month sabbatical leave program for longstanding employees, offering up to 80 per cent of their salary while they take time to rest, recharge, and pursue personal interests.

DENTSU

FIRST INSURANCE FUNDING OF CANADA / FIRST CANADA, Toronto. Insurance payment services; 129 employees. Offers the ability for employees to work anywhere in the world for up to four weeks per year.

 The workplace at Dentsu Canada is designed to allow employees to work independently, host team brainstorms and socialize with colleagues.

GILEAD SCIENCES CANADA INC., Mississauga. Pharmaceutical products; 543 employees. Offers a global well-being benefit of up to $1,000 that can be used to cover wellness expenses such as gym memberships, life coaching and financial advice. GLAXOSMITHKLINE INC. / GSK, Mississauga. Pharmaceutical manufacturing; 1,728 employees. Provides compassionate leave top-up when employees are called upon to care for a loved one, to 100 per cent of salary for up to 13 weeks. GROUND TRANSPORTATION SYSTEMS CANADA INC. (THALES GROUP), Toronto. Specialized IT services; 992 employees. Invests in ongoing employee development with subsidies for tuition, with no annual max, as well as subsidies for professional accreditation.

ALEON CANADA ULC, Mississauga. Consumer health products; 1,033 employees. Updated its benefits package to invest in employee well-being, adding

mental health coverage of up to $2,000 annually.

throughout the year and sponsors a number of sports teams and activities.

HALTON, REGIONAL MUNICIPALITY OF, Oakville. Municipal government; 2,280 employees. New parents receive maternity and parental leave top-up as well as priority placement at the child care centre located at the organization’s head office.

HEALTHCARE INSURANCE RECIPROCAL OF CANADA / HIROC, Toronto. Healthcare liability insurance; 127 employees. Created a diversity, equity, inclusion and belonging committee and surveyed staff for feedback on hiring practices, policies, celebrations and events.

HALTON REGIONAL POLICE SERVICE, Oakville. Police services; 1,067 employees. Supports employees who strive to become a police officer with a five-year interest-free loan to help cover the costs of Ontario Police College. HARPERCOLLINS CANADA LTD. AND HARLEQUIN ENTERPRISES ULC, Toronto. Book publishers; 284 employees. Helps employees plan ahead through a defined contribution pension plan along with the option for employees to make additional matching contributions. HATCH LTD., Mississauga. Engineering services; 3,941 employees. A longstanding social committee hosts a variety of events

HEALTHCARE OF ONTARIO PENSION PLAN / HOOPP, ronto. Pension plans; 967 employees. Supports employees through all stages of family planning including coverage for fertility treatments and drugs if needed, to $15,000 and $20,000 respectively. HENKEL CANADA CORP., Mississauga. Adhesive manufacturing; 339 employees. Celebrates exceptional performance through global awards in customer service, operations, and innovation. HERSHEY CANADA INC., Mississauga. Food manufacturing; 978 employees. Encourages employee giving with

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DURHAM COLLEGE

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ees. Provides exceptional maternity and parental leave top-up of 93 per cent of salary for up to 52 weeks for new and adoptive parents. ISA CYBERSECURITY INC., Toronto. Computer security services; 72 employees. Rewards employees celebrating their five year anniversary with $600 for an experience of their choice, an extra week of vacation, and two additional floater days.

ELLANOVA CANADA INC., Mississauga. Breakfast cereal manufacturing; 369 employees. Introduced the formal “Locate for Your Day” hybrid work program and welcomed employees back to onsite work with over a month of fun activities. KINROSS GOLD CORPORATION, Toronto. Gold mining; 308 employees. Offers professional development opportunities for employees at all stages of their career, including Generation Gold for high-potential employees with less than two years of experience and international opportunities for seasoned individuals.

 An employee at Durham College in Oshawa shows off her festive spirit at its annual ‘Turkey on a Bun’ celebration.

2024 WINNERS

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matching charitable donations, to a maximum of $5,000 USD. HEWLETT-PACKARD ENTERPRISE CANADA CO., Mississauga. Computer technology and support services; 747 employees. Offers a retirement transition support program, allowing employees who are approaching retirement to gradually reduce their hours. HOLLAND BLOORVIEW KIDS REHABILITATION HOSPITAL, Toronto. Hospitals; 571 employees. Provides redeemable points as an incentive for employees to participate in personal development, learning, volunteering, physical health and well-being activities. HOME DEPOT CANADA INC., Toronto. Retail; 16,983 employees. Recognizes non-retail employees who make long-term improvements for the company through the Orange Blooded Award. HOMEEQUITY BANK, Toronto. Specialized home mortgages; 284 employees.

Dubs employees who volunteer 40 hours or more as “Community Heroes” and offers opportunities to apply for a $500 grant for a charity of their choosing. HOSPITAL FOR SICK CHILDREN, THE, Toronto. Hospitals; 6,401 employees. Encourages healthy lifestyles through its 2,400 square-foot Wellness Centre that offers everything from instructor-led fitness classes to healthy cooking workshops. HUMBER COLLEGE, Toronto. Post secondary schools, college; 1,922 employees. Employees can take advantage of the on-campus Humber Spa at no cost, with services provided by students as part of their course curriculum.

days each year that can be used for mental health, illness, injury or personal wellness.

AMGOLD CORPORATION, Toronto. Gold ore mining; 897 employees. Encourages employees to reduce their carbon footprint with a reimbursement of up to $3,000 every 36 months to buy or lease electric or hybrid vehicles. INDEPENDENT ELECTRICITY SYSTEM OPERATOR / IESO, Toronto. Electric power distribution; 964 employees. Helps employees plan securely for the future with health benefits that extend to retirees, up to 100 per cent premium coverage and no age limit.

HUMBER RIVER HEALTH, Toronto. Hospitals; 2,674 employees. Helps employees prepare for the future with retirement planning assistance and contributions to a defined benefit pension plan.

INTERAC CORP., Toronto. Financial services; 584 employees. Offers up to 20 personal development hours each year which can be used to pursue development goals such as mentoring, coaching, volunteering, or formal academic learning.

HYUNDAI AUTO CANADA CORP., Markham. Automobile wholesale; 247 employees. Offers 10 dedicated wellness

INVESTMENT MANAGEMENT CORPORATION OF ONTARIO / IMCO, Toronto. Investment services; 342 employ-

KPMG LLP, Toronto. Accounting; 11,114 employees. As an incentive during special recruitment campaigns, the firm offers generous new employee referral bonuses from $4,000 to $16,000, depending on the position. KRAFT HEINZ CANADA ULC, Toronto. Food manufacturing; 1,414 employees. Offers complimentary 24/7 access to an on-site fitness studio, meditation lounge, and the ability to book massages when on site from a registered massage therapist. KRUGER PRODUCTS INC., Mississauga. Paper products; 2,328 employees. Celebrates workplace safety milestones by awarding manufacturing plants that achieve 250,000 consecutive hours of work without a recordable event with a $2,500 donation to a charity of the plant’s choosing.

ABATT BREWERIES OF CANADA, Toronto. Breweries; 3,547 employees. Encourages employees to keep fit with free memberships to an onsite fitness facility with a variety of instructor-led classes. LEAGUE INC., Toronto. Computer software developers; 302 employees. After five years of employment, employees receive a unique “health pause” benefit that includes up to six weeks off along with a $10,000 payment to invest in themselves.

Continued

F.ARIELLE/GENERAL MILLS

2024 WINNERS

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SPONSOR CONTENT

LIQUOR CONTROL BOARD OF ONTARIO / LCBO, Toronto. Liquor distribution; 4,427 employees. Organizes a dedicated employee appreciation week this past year and launched a new “Cheers to you!” program to encourage ongoing and authentic recognition. LOBLAW COMPANIES LTD., Brampton. Supermarkets and grocery stores; 32,441 employees. Encourages employees to support initiatives in their communities with a volunteer grant program, which donates up to $500 to organizations where employees volunteer over 40 hours per year. LOOPIO INC., Toronto. Software developers; 274 employees. Offers a blanket paid time-off program that provides all employees with six weeks annually and can be used as each employee determines.

ANULIFE, Toronto. Direct life insurance carriers; 12,237 employees. Offers employees a defined contribution pension plan, along with the option to stay enrolled in the health benefits plan through their retirement (with no age limit). MARS CANADA, Bolton. Food manufacturing; 1,538 employees. Unique rural head office location features an outdoor courtyard, indoor and outdoor doggie play areas, a community garden, outdoor volleyball, hockey and basketball courts. MATTAMY HOMES LIMITED, Toronto. Real estate development; 1,537 employees. Maintains an employee home ownership program, offering a cash payment equal to 4.5 per cent of the purchase price of a company-built home, to a maximum of $40,000. MAZDA CANADA INC., Richmond Hill. Automobile wholesale; 168 employees. Maintains a number of flexible time off policies including 10 paid sick days annually, paid personal days, and the ability to carry over five vacation days to the next year. MCCAIN FOODS LTD., Toronto. Food manufacturing; 2,711 employees. Created the Chips In volunteer program to provide employees with up to eight hours per year to volunteer with a charity of their choice. MCCARTHY TÉTRAULT LLP, Toronto. Law firms; 1,642 employees. Added gender affirmation benefits to its group insurance plan, offering a lifetime maximum of

 General Mills Canada allows employees to apply to work remotely outside the province for up to 30 days each year. $50,000 to cover fees and surgical procedures not addressed by provincial or territorial plans. MCMILLAN LLP, Toronto. Law firms; 696 employees. Offers employees generous coverage for mental health practitioners as part of their health benefits plan, up to $7,000 annually. MEDIA.MONKS, Toronto. Advertising agencies; 313 employees. Maintains a dedicated #gotkid Slack channel to foster community amongst parents and enable them to share experiences. MEDTRONIC CANADA ULC, Brampton. Electromedical apparatus manufacturing; 658 employees. Offers academic scholarships for children of employees, to $1,500 per child per year. MERCER (CANADA) LTD., Toronto. Human resources and business consulting services; 935 employees. Created the “Move More @ Mercer” initiative to challenge employees to be more active throughout the day and rewards top-performing offices with a donation to the charity of their choice.

METROLINX, Toronto. Public transit; 5,675 employees. Maintains an Employee Care Office to provide an inclusive and confidential space for employees to receive support and guidance to navigate life challenges. MICHAEL GARRON HOSPITAL | TORONTO EAST HEALTH NETWORK, Toronto. Hospitals; 1,537 employees. Manages a Staff in Need Fund to support employees and their families who have endured a recent crisis resulting in personal financial hardship. MONDELEZ CANADA INC., Toronto. Food manufacturing; 2,437 employees. Encourages ongoing employee development with generous tuition subsidies for courses at outside academic institutions, up to $8,000 annually. MULTIPLEX CONSTRUCTION CANADA LTD., Toronto. Commercial construction; 179 employees. Offers industry-leading starting vacation allowance of four weeks and provides a bonus week of vacation to celebrate employees’ five year anniversary, as well as every fifth year thereafter.

MUNICIPAL PROPERTY ASSESSMENT CORPORATION, Pickering. Real estate appraisal; 1,790 employees. Helps employees save in big and small ways with a defined benefit pension plan, discounted home and auto insurance, low-interest home loans and discounted auto lease rates.

EIGHBOURHOOD GROUP COMMUNITY SERVICES, THE, Toronto. Community healthcare services; 372 employees. Offers exceptional maternity and parental leave top-up for new parents, providing up to 70 per cent of salary for a full year. NELSON EDUCATION LTD., Toronto. Publishers; 136 employees. Provides five days off during the summer and winter holidays in addition to three weeks of starting vacation allowance. NESTLÉ CANADA INC., Toronto. Food manufacturing; 3,240 employees. Offers a “Flex 4+4” program for employees who want to work a little extra in order to receive the same amount of time off.

( 2024 )

Continued

NORTHLAND POWER INC., Toronto. Power generation; 331 employees. Donated approximately 800 volunteer hours on company time in the past year.

LYMPUS CANADA INC., Richmond Hill. Medical, industrial and imaging equipment; 250 employees. Encourages employees to give back to the community with paid time off to volunteer, to a maximum of two days per year. OMERS ADMINISTRATION CORPORATION, Toronto. Pension funds; 2,649 employees. Organizes an annual Development Month to encourage employees to reflect on their professional goals and aspirations. ONTARIO DENTAL ASSOCIATION, THE, Toronto. Professional organizations; 57 employees. Helps employees plan securely for the future with contributions to a defined benefit pension plan. ONTARIO ENERGY BOARD / OEB, Toronto. Provincial energy regulation; 218 employees. Provides generous maternity and parental leave top-up for new mothers, to 93 per cent of salary for up to 35 weeks.

 Halton Region employees playing street hockey to raise money for the local United Way campaign.

ONTARIO MEDICAL ASSOCIATION, Toronto. Professional organizations; 330 employees. Offers generous coverage for mental health services to $3,000 per year.

INTERAC

ONTARIO SHORES CENTRE FOR MENTAL HEALTH SCIENCES, Whitby. Specialty hospitals; 960 employees. Supports career advancement through opportunities for formal mentoring and leadership development programs.

ENGUIN RANDOM HOUSE CANADA LTD., Toronto. Book publishers; 301 employees. Offers semi-annual free book ordering opportunities, access to select author events, and free access to thousands of book titles through an in-house e-reader. PEPSICO CANADA, Mississauga. Soft drink and food manufacturing; 9,963 employees. Helps employees save on recurring expenses with discounted home and auto insurance, low-interest home loans, and discounted auto lease rates. PHILIPS CANADA, Mississauga. Healthcare and consumer products; 546 employees. Provides one paid day off for employees to participate in an event or activity

HALTON REGION

2024 WINNERS

SPONSOR CONTENT

 Toronto-based Interac Corp. offers employees up to 20 personal development hours each year that can be used for development goals, such as mentoring, coaching, volunteering, or formal academic programs.

Continued

related to inclusion and diversity such as a learning or allyship opportunity. PINK TRIANGLE PRESS, Toronto. Periodical publishers; 64 employees. Offers compassionate leave top-up for employees who are called upon to care for loved ones, to 95 per cent of salary for up to 16 weeks.

V.RADICS/MEDIA.MONKS

2024 WINNERS

( 2024 )

SPONSOR CONTENT

PLAN INTERNATIONAL CANADA INC., Toronto. Charitable organizations; 366 employees. Helps employees transition to their new roles as parents with the option to phase-in their return to work. PROCTER & GAMBLE INC., Toronto. Consumer product manufacturing; 1,796 employees. Manages the formal Workways flexible work program to help design hybrid work options that balance employees’ needs as well as the needs of their teams and the overall business.

Q R

UESTRADE FINANCIAL GROUP, Toronto. Financial investment services; 1,561 employees. Offers flexible and hybrid work options as well as a unique program that lets employees work abroad for up to 90 days per year.

GA LIFE REINSURANCE COMPANY OF CANADA, Toronto. Insurance services; 410 employees. Offers financial bonuses as a reward for some course completion, ranging from $100 to $500. RIOCAN REAL ESTATE INVESTMENT TRUST, Toronto. Real estate investments; 564 employees. Helps employees save for the future with matching RSP contributions or a defined contribution pension plan, depending on their position. ROTHMANS, BENSON & HEDGES INC., Toronto. Tobacco and cigarette manufacturing; 746 employees. Provides a BalanceIt account for employees to reimburse up to $1,000 per year for services that support their wellness, such as gym memberships, child care, pet care, and housekeeping expenses. ROYAL BANK OF CANADA, Toronto. Banking; 66,044 employees. Developed the RBC Blueprint for Well-being and Mental Health to promote employee mental health and well-being and offers a generous mental health benefit as part of their health plan. ROYAL ONTARIO MUSEUM / ROM, Toronto. Museums; 306 employees. Offers

 Toronto ad agency Media.Monks helps staff who want to start a family with maternity and parental leave top-up (to 100 per cent of salary, up to 16 weeks) and hosts a dedicated Slack channel (#gotkid) to connect new parents.

long-term peace of mind with health benefits that extend to retirees, with no age limit and 50 per cent premium coverage. R.V. ANDERSON ASSOCIATES LIMITED, Toronto. Engineering consulting services; 410 employees. Supports an employee-led wellness committee that organizes seminars and workshops led by certified health experts.

AMSUNG ELECTRONICS CANADA INC., Mississauga. Communications equipment manufacturing; 727 employees. Encourages employees to become recruiters with new employee referral bonuses, from $500 to $2,000 depending on the position. SANOFI CANADA, Toronto. Pharmaceutical manufacturing; 2,085 employees. Encourages employees to keep fit with subsidized access to an onsite fitness facility at its head office, with pilates, yoga, and dance classes offered regularly.

SCHNEIDER ELECTRIC CANADA INC., Mississauga. Industrial automation and controls; 1,980 employees. Starts new employees with 3.8 weeks of paid vacation, moving to 4.4 weeks after just five years on the job. SCOTIABANK, Toronto. Banking. Expanded mental health coverage from $3,000 to $10,000 as a result of employee feedback. SENECA POLYTECHNIC, Toronto. Post secondary schools, college; 1,716 employees. Provides exceptional maternity and parental leave top-up for new and adoptive parents, to 93 per cent of salary, ranging from 37 to 52 weeks. SLALOM CONSULTING ULC, Toronto. Consulting; 915 employees. Provides access to a “Care@Work” program to help employees manage family care needs such as child care, senior care, pet care, and special needs care. SOBEYS INC., Mississauga. Supermarkets and grocery stores; 27,883 employees.

Supports ongoing development throughout each employee’s career, from paid internships and apprenticeships to generous tuition subsidies for courses at outside academic institutions. SPAULDING RIDGE, LLC, Toronto. Computer consulting services; 81 employees. Maintains an unlimited time off policy and ensures employees rest and recharge at the end of the year with a paid holiday shutdown in December. SPIN MASTER LTD., Toronto. Children’s toys and entertainment; 810 employees. Offers 10 paid personal days annually that employees can use for appointments, family responsibilities or other personal commitments. SUN LIFE ASSURANCE COMPANY OF CANADA INC., Toronto. Insurance; 11,857 employees. Offers flex credits as part of its benefits plan, allowing employees to purchase extra coverage or allocate credits to an RRSP, TFSA, or to a savings account.

A.BRUCE/SENECA

SPONSOR CONTENT

PHOTOS (CLOCKWISE FROM TOP): 1. The stunning Circle of Indigenous Knowledge medallion inset at Seneca Polytechnic, designed by Anishinaabe artist Joseph Sagaj, is one of many campus artworks and references that pay tribute to Indigenous culture. 2. Mississauga-based PepsiCo Canada helps employees reduce their monthly living expenses with discounted home and auto insurance, low-interest mortgages, and discounted car leases.

PEPSICO CANADA

3. The lunchroom at the Toronto head office of the Ontario Energy Board lets employees connect with each other in a comfortable and inviting setting.

M.TENAGLIA/OEB

( 2024 )

2024 WINNERS

( 2024 )

SPONSOR CONTENT

Continued

ARION WARRANTY CORP., Toronto. Direct title insurance carriers; 344 employees. Helps employees manage a diverse range of family care expenses through a dedicated benefit program that includes subsidized rates for child care as well as discounts for virtual tutoring. TD BANK GROUP, Toronto. Banking; 64,507 employees. Matches employee charitable donations and donates to charities where employees volunteer, up to $500 for every 40 volunteer hours.

YAMAHA MOTOR

TERANET INC., Toronto. Electronic land registration and information systems; 877 employees. Has a corporate wellness strategy that requires each department to organize monthly team wellness challenges. THOMSON REUTERS CANADA LTD., Toronto. Publishers; 1,362 employees. Implemented a work-from-anywhere policy, enabling employees to work from an alternate location for up to eight weeks as well as four weeks working outside of the country. THOUGHTWORKS CANADA CORPORATION, Toronto. Computer consulting services; 254 employees. Offers employees a monthly subsidy of $150 to help offset the costs of home internet use and mobile phone bills. TMX GROUP LIMITED, Toronto. Stock exchanges; 1,392 employees. Creates a charitable mandate each year to guide company donations and considers employee feedback when distributing funds. TORONTO, CITY OF, Toronto. Municipal government; 23,835 employees. Offers exceptional maternity and parental leave topup for new and adoptive parents, to 85 per cent of salary ranging from 35 to 52 weeks. TORONTO COMMUNITY HOUSING CORPORATION, Toronto. Administration of housing programs; 2,302 employees. Offers compassionate leave top-up for employees needing time to care for a loved one, to 93 per cent of salary for up to eight weeks. TORONTO ZOO, Toronto. Zoos and botanical gardens; 288 employees. New employees receive three weeks of vacation to start, moving to four weeks after only two years on the job. TRISURA GUARANTEE INSURANCE COMPANY, Toronto. Property and casualty insurance; 229 employees. Offers generous tuition subsidies for employees inter-

 Employees at Yamaha Motor Canada celebrate the company’s 50th anniversary in Canada with a 360-degree video shoot. ested in pursuing additional education related to their position, to $7,500 per year. TUCOWS.COM CO., Toronto. Internet domain name registrar; 595 employees. Provides employees with stipends to purchase home office equipment as part of its remote-first work model.

NILEVER CANADA, INC., Toronto. Consumer product manufacturing and distribution; 978 employees. Generously matches charitable donations made by employees dollar-for-dollar, with no set maximum. UNITY HEALTH TORONTO, Toronto. Hospitals; 6,206 employees. Supports new mothers with maternity and parental leave top-up payments, to 84 per cent of salary for up to 26 weeks. UNIVERSITY OF TORONTO, Toronto. Post secondary schools, university; 11,369 employees. Established a Family Care Office to provide support and resources on a wide range of family issues including child care and caring for aging parents.

ENA SOLUTIONS INC., Toronto. Computer software and consulting services; 641 employees. Lets employees

work from almost anywhere in the world for up to 30 days each year through a short-term work relocation program. VISA CANADA CORPORATION, Toronto. Payments technology; 220 employees. Offers a wellness spending account of up to $750 per year that employees can use for sports, fitness equipment, personal trainers or other hobbies.

ORKPLACE SAFETY AND INSURANCE BOARD / WSIB, Toronto. Workplace health and safety programs; 4,476 employees. Encourages ongoing employee education with tuition subsidies for courses taken externally, to $2,500 annually. WORLD VISION CANADA, Mississauga. Charitable organizations; 399 employees. Offers maternity and parental leave top-up payments to 80 per cent of salary and the option to extend leaves into unpaid leaves of absence.

EROX CANADA LTD., Toronto. Computer technology and services; 1,602 employees. Offers paid time off to enable employees to volunteer in their community.

AMAHA MOTOR CANADA LTD., Toronto. Motorized vehicle and equipment wholesale; 216 employees. Provides a home office allowance as part of its hybrid work model to ensure employees have an ergonomic desk when working from home. YMCA OF GREATER TORONTO, Toronto. Individual and family services; 3,366 employees. Provides subsidized access to onsite child care for employees with young children. YORK REGIONAL POLICE, Aurora. Police services; 2,445 employees. Offers generous coverage for mental health practitioners as part of its benefits plan, to $7,500 per year. YWCA TORONTO, Toronto. Individual and family services; 282 employees. Promotes work-life balance with four weeks of starting vacation allowance.

URICH CANADA, Toronto. Insurance services; 602 employees. Helps employees prepare for life after work with retirement planning services and a defined contribution pension plan. – Richard Yerema & Kristina Leung

( 2024 )

R.HALL/SLALOM

ny employer with its head office or principal place of business in the Greater Toronto Area may apply for the Greater Toronto Area’s Top Employers competition. Home to over 40 per cent of Canada’s business headquarters, competition is tough in the region with many exceptional workplaces. Here’s how the winners are decided. The editors of Canada’s Top 100 Employers evaluate each employer’s operations and human

SPONSOR CONTENT

M E T H O D O L O G Y resources practices using the same eight criteria as the national competition of Canada’s Top 100 Employers. Those criteria are: workplace; work atmosphere and social; health, financial and family benefits; vacation and time off; employee communications; performance management; training and skills development; and community involvement. The

competition is and remains a catalogue of best practices. There is a noteworthy change to the first criteria, which historically was entitled Physical Workplace. This evolved to Workplace as a result of the pandemic and includes home office environments, flexible work options and hybrid work, workplace safety

2024

initiatives, and standard questions on the work environment, noting that not all industries had/have the option of working from home. Employers are compared to other organizations in their field to determine which ones offer the most progressive and forwardthinking programs. Detailed reasons for selection, explaining why each winner was chosen, are published on the competition’s website, www.canadastop100.com/toronto

– Diane Jermyn

 Toronto-based Slalom Consulting provides

maternity leave top-up (to 100 per cent of salary, up to 17 weeks) and recently increased parental leave top-up for new fathers and adoptive parents (to 100 per cent of salary, up to eight weeks).

( 2024 )

BCG

SPONSOR CONTENT

 Boston Consulting Group of Canada / BCG offers progressive family-friendly benefits — such as surrogacy reimbursement, adoption reimbursement, and coverage for fertility procedures — as well as maternity/parental leave top-up, while hosting an employee network (Families@BCG) to connect parents and caregivers.

Bright Lights, Competitive City

Greater Toronto’s Top Employers face unique workplace challenges

t’s the siren call of the city – better job opportunities, better compensation, better social life. But in Canada’s largest urban area, it’s also the driver of many of the latest benefits offered by winners of the 2024 Greater Toronto’s Top Employers competition. Because life in the Big City also brings big challenges. “Take hybrid work,” says Richard Yerema, executive editor of Mediacorp Canada, which runs the Top Employers competitions, “and then think about commuting. People sometimes say it takes an hour to drive from Toronto to Toronto. So GTA employers have an extra challenge

if they want people to come back to work in the office, because if you’re an employee, there’s the cost in time, the cost of driving, the cost of parking or taking transit. If you can work at home a few days a week that makes it a lot easier.” Yerema says this conversation is unique to large urban centres. “If you’re an employer in a smaller centre or a rural area, the issue of hybrid work is much less, because your employees may be already out in the field or they’re working with a short commute, and there’s free parking, etc. “But in Greater Toronto, you can clearly see a difference – the traffic is lighter on Monday and Friday, with more people

coming in on Tuesday, Wednesday and Thursday. Often it has to be structured through teams, and nobody wants to come in on Friday.” Quentin Hanchard is chief administrative officer of an organization you might say is in the belly of the beast – Credit Valley Conservation, based just north of ever-choked Highway 401 in Mississauga. After considerable staff consultations, the organization, which looks after the Credit River watershed, decided to go hybrid with two days in-office, core hours of 9:30 a.m. to 3 p.m., and the option of working “10 in 9” – 10 days of work time in nine work days, with alternate Fridays off.

“We knew we were in a very competitive workspace in terms of the technical disciplines that we have – our staff are in demand,” he says. “So we’re giving them the things they need to make their work experience really meaningful for them. Our focus is strongly on total benefits.” Increasingly, too, employers are bundling time off, so employees can put together vacation days, sick days, personal days and other special days to take time away when they need it. “Some even say you can work from anywhere – take six weeks in Ireland if you want,” says Yerema. And a few have declared “unlimited” time off for employees in consultation with

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S.TSAI/PRHC

( 2024 )

PHOTOS (CLOCKWISE FROM TOP):

2. Carly Lehmann, nursery operations technician at Credit Valley Conservation, pulls invasive plants and cleans up a garden during a staff volunteer day.

CVC

1. At Penguin Random House Canada, employees receive semi-annual free book ordering, access to select author events, and access to thousands of books through an in-house e-reader app.

3. Toronto-based Mattamy Homes helps employees buy a new home with a donation equal to 4.5 per cent of the purchase price of a company-built home, to a maximum of $40,000.

MATTAMY

SENECA

4. At Seneca Polytechnic, employees receive exceptional maternity and parental leave top-up, to 93 per cent of salary from 37 to 52 weeks.

( 2024 )

their supervisors. Kristina Leung, managing editor for Mediacorp Canada, notes that another huge post-pandemic challenge, especially in big cities, has been the rise in mental health issues. “Ever since the pandemic, employers have put greater emphasis on mental health,” she says. “They’ve been extending benefits to make access to counselling and other services easier. “But what struck us as different this year is that employers are also training their people managers specifically to recognize early signs of problems and employ healthy practices in the workplace. Because if you’re not cultivating an environment that puts mental health as a priority, maybe you’re not making as much change as you could.” And there are other push and pull forces in the modern city workplace. Tony Chow, president of Kellanova, formerly Kellogg Canada, notes that some of his people like to come to their Mississauga office building for the perks, including an on-site gym and lots of free breakfast food. The hybrid policy is known as Locate for Your Day, and teams have wide latitude in deciding when to come in. “But we also realize that we have what I call ‘moments that matter,’” says Chow. “Being apart helped us realize that there is a lot of value in being together for those moments, whether that be for collaborative meetings or informal conversations or just the energy that you get from other people and the culture that you build around that. We recognize that there’s a benefit to having a hybrid approach.” Shelley Peterson, senior vice-president, careers and rewards, at Sun Life, agrees that building that camaraderie is essential. “Culture and the environment of a company are more critical than ever,” she says. “People are looking not only for meaningful work, but they are considering the environment in which that work is done. In the context of Sun Life, we have a very unique culture, very caring, very inclusive, very flexible. Those things are meaningful to people and they are playing a role in where they decide to dedicate their time.” Yerema notes that Greater Toronto’s Top Employers face the most intense competition for talent in the country, so new trends in benefits and practices tend to be seen there first. “It’s a cauldron,” he says, “and it boils faster.” – Berton Woodward

KELLANOVA

Cont.

 Mississauga-based Kellanova, formerly Kellogg Canada, offers a hybrid work policy (‘Locate for Your Day’) that provides teams with wide latitude in setting their in-office days.

SUN LIFE

BRIGHT LIGHTS

SPONSOR CONTENT

 Toronto-based Sun Life supported over 1,700 charitable organizations last year, with employees volunteering over 17,500 hours on company time – the insurer provides a remarkable five paid days off annually for each employee to volunteer and matches their charitable donations, to a maximum of $1,250.

( 2024 )

SPONSOR CONTENT

AGF Management makes its top investment in its people

hile AGF Management Limited is known as a financial asset management company, founded over 65 years ago, the firm’s CEO and chief investment officer, Kevin McCreadie, doesn’t like to talk about money. “We’ve always been an employeecentric organization,” McCreadie says. “The product we make is people. They’re our assets.”

We’re the perfect size. We’re big enough to have the resources we need but small enough to have a very high level of collaboration.”

— Regina Chi Vice President and Portfolio Manager, Emerging Markets

He says this was never more obvious than during COVID-19 lockdowns, when AGF prioritized employee health and well-being. With the pandemic taking hold amid a pre-planned office move, AGF’s executives and a crisis management team had to reimagine the future of work at the company, a process that led to a completely redesigned Toronto head office to accommodate a seamless hybrid experience. “People and culture go hand in hand,” says Regina Chi, a vice president and portfolio manager at the company. “Job function is the same wherever you go, but

the key difference is people. I’m sure a lot of companies say the same thing but it’s very true here, especially since we have such strong engagement. “We’re the perfect size,” she adds. “We’re big enough to have the resources we need but small enough to have a very high level of collaboration. There’s a lot of access to senior executives, and it gives everyone an opportunity to be heard.” McCreadie says this makes attracting and retaining talent key. “It’s things like professional development and education to help enhance people’s career down the line. We think of benefits not just as your classic medical and dental – it’s much broader today because of the needs of people.” “I think we do a very good job of career mapping,” says Chi. “The firm sets goals and expectations at each level, so we have very transparent discussions about each person’s objectives at the end of each year. Everyone knows where they are and where we expect them to be.” Professional development and initiatives around diversity, equity and inclusion (DEI) go together at AGF, she says. “I’m honoured to serve as co-chair of our DEI committee. It’s a grassroots effort, made up of 25 employees across the organization from investment management, operations, compliance and legal, and our CEO serves as executive sponsor. “We have education and web seminars so everyone’s level is set at what it means to have a strong sense of belonging at the company,” Chi adds. “We have close to 600 employees around the world,” says McCreadie. “So we have leadership development for managers and personal development

AGF: Bringing Stability to the World of Investing Since 1957. To learn more please visit AGF.com/Careers

 AGF Management employees collaborating in its redesigned head office that accommodates hybrid work. plans to help employees think about their career goals, their aspirations. “Probably even more important, we look to move our talent around. It’s hard to do because everyone loves their best talent, but if you can do it correctly it can really broaden the firm out.” He and Chi both note the case of a junior level employee who had been taking night classes in information technology. “We used our privilege and status in the company to amplify another person’s opportunity,” Chi says about this employee. “Our head of HR brought in different levels of stakeholders to help this person, who started as an executive assistant, to move into data management, something she did in Jamaica but hadn’t had the opportunity to do in Canada.” “Because we were aware of that,” McCreadie says, “we were able to let her

shadow a group, work in that group and ultimately move her into what she was going to school for. We were able to keep her in the company and benefit from her experience.” 

602

full-time staff in Canada

1,288

annual spend on training per full-time employee

100%

maternity leave top-up pay for up to 15 weeks

95%

of employees feel well-supported by their manager

( 2024 )

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AIG Canada balances work, life and community

mployees at AIG Insurance Company of Canada (AIG Canada) already benefited from very generous paid time off provisions; this past year, it got even better. The existing policy gave even new graduates at AIG Canada 26 annual paid days off which they could use for vacation, illness or personal matters. Now, they have seven more paid days off, immediately preceding statutory holidays.

The work we do in the community is very much defined by our employees telling us what they are passionate about.” — Pete Walker President and CEO Along with their global colleagues, AIG Canada employees are also given an annual health and wellness day off, where they are encouraged to take part in activities that enhance their physical and mental health. All of these initiatives are aimed at providing employees with a healthy balance between their professional and personal lives and part of AIG’s total rewards philosophy. “Careers in our industry can be pretty intense and people spend quite a bit of time focusing on their work,” says Pete Walker, president and CEO of AIG Canada. “We want to make sure people have enough time to spend with their families and enjoying their personal lives.”

Walker adds that work-life balance is a particular priority for new and younger recruits when they are looking at potential employers. It also helps foster a sense of loyalty and commitment from all concerned. “To be a high-performing company, you need to be able to attract the best people and also retain them,” says Walker. “I think part of the reason we have a lot of longevity in our workforce is the emphasis we place on work-life balance.” It’s a way of doing business that Karlo Villanueva, who leads AIG Canada’s Toronto Region distribution team, finds very appealing. “We all have tough weeks at work and sometimes it takes even more than a threeday weekend to fully wind down,” says Villanueva. “So now, with these extra days, we really have the chance to rest, recharge and get that separation we sometimes need from work.” Villanueva agrees that it is also a smart strategy for attracting and retaining the best and brightest. “A healthy workforce is an effective workforce,” he says. “It’s in any company’s interest to make sure their employees stay healthy and happy, and I think AIG does a great job of that.” Another way AIG Canada engages employees is through community outreach and volunteerism. That includes matching, two-for-one, every dollar employees donate to a registered charity of their choice. “The work we do in the community is very much defined by our employees telling us what they are passionate about,” says Walker. “It’s a grassroots effort that helps create a sense of belonging and

 At AIG Canada, employees have opportunities to recharge outside of the office through volunteer initiatives, such as its tree-planting campaign. engagement within the organization.” For example, a recent tree-planting event organized by AIG Canada saw a third of its staff taking part to plant over 900 trees. Walker, who became CEO in 2023, says that understanding and supporting the value of community outreach has been a major focus for him during his first months on the job. “I really do think it makes for more holistic employees and drives greater collaboration,” he says. “The experiences people have volunteering and supporting their communities are something they bring back to our organization.” That’s certainly been the case for Villanueva, who took part in the tree-planting campaign and also recently spent a work day volunteering for Habitat for Humanity. “AIG is a large organization and

sometimes we can just get caught up in our own little bubble,” he says. “These outreach events are a perfect opportunity to connect with our colleagues, while also making a difference in our communities.” 

368

full-time staff in Canada

58%

of executive team are women

955

staff volunteer hours last year

5,000

matching donation maximum per employee

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

( 2024 )

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A coaching culture empowers everyone at the AGCO

arlier this fall, Abha Ghuman took special delight in welcoming a colleague to the senior ranks in her department at the Alcohol and Gaming Commission of Ontario (AGCO), a regulatory agency working directly with businesses in the alcohol, cannabis, gaming and horse racing industries, mandated with helping to prevent harms to Ontarians. Ghuman is a senior eligibility officer in the liquor eligibility department, and this colleague was someone she had mentored over the past few years, passing on her own expertise and helping them understand the expectations of the job. For Ghuman, it was an incredibly rewarding moment.

As we grow as an organization, our people will continue to grow with us.”

— Dr. Karin Schnarr CEO & Registrar

“I feel empowered when I’m sharing my experiences and insights with my colleagues,” says Ghuman, who joined the AGCO 13 years ago. “In my present leadership role, I’ve been mentoring new eligibility officers and providing guidance to the team in managing complex new applications. I’m a firm believer that sharing knowledge is the best way of learning.” Mentoring is typical of the AGCO’s ‘people-first’ approach. The organization

is committed to providing training and development opportunities so that every employee can contribute fully. In addition to mentoring, the AGCO’s coaching program is a key component for developing leadership that starts at the executive level but is also an option for employees. All new hires are automatically enrolled and encouraged to try it out. The AGCO’s new CEO and registrar, Dr. Karin Schnarr, gives full credit to her progressive predecessors for developing a strong coaching culture throughout the entire organization – and for making sure it was grounded in best practices. Currently 58 per cent of AGCO executives are registered corporate coaches through the World Association of Business Coaching. Additionally, its Connect Now program encourages coaching conversations between employees and managers to identify areas for development, as well as personal and career growth opportunities. “I completely agree that our greatest strength is our people,” says Schnarr. “A people-first organization involves being innovative, proactive, inclusive and socially responsible. It’s making sure people feel comfortable here so they can voice their opinions and thrive with excellence.” The AGCO asks all employees to set learning and developmental goals and then supports them through in-house and on-the-job training, external training opportunities and potential financial assistance for career-related education. “All of our courses have a high uptake – people want to do them, people are interested,” says Schnarr. “Last year, our employees undertook about 7,000 hours

 Employees and managers at AGCO strategize personal and career growth together through its ‘Connect Now’ program. of training and we’re seeing the same trending this year. “As I meet people across the organization, what strikes me is people love what they do – they’re excited and passionate about it. The organization really values the work our people do and gives them the tools to grow in those roles.” Over her career, Ghuman says she’s had numerous learning opportunities, as well as great mentors who have been crucial to her success. “With their constant guidance, I’ve really grown professionally and evolved as a critical thinker and better decision-maker,” says Ghuman. “I’ve also benefited from team events that helped me become a better team player, with more empathy towards my colleagues and a better understanding of their individual personalities and backgrounds. I’d say I’ve grown as a better human being.” Going forward, Schnarr says the AGCO will continue to invest in its people and in

making sure that its workplace is an open and inclusive environment. “We’re listening to our workforce about what’s actually working in terms of our training as well as other opportunities they’d like to see,” says Schnarr. “As we grow as an organization, our people will continue to grow with us.” 

524

full-time staff in Ontario

weeks, maternity and parental leave top-up pay

457

staff volunteer hours last year

100%

employer-paid health plan, with family coverage

( 2024 )

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Community empowerment and innovation inspire at Alectra

hen she started working at Alectra Inc. as a summer student in 2008, Christina Reynolds never expected that she would still be with the company 15 years later. “I’m thrilled to be here. It worked out great,” says Reynolds, a customer care billing and emerging technology specialist. Headquartered in Mississauga, Alectra is a leading energy company, serving more than one million homes and businesses in the greater Toronto, Hamilton, Guelph and Niagara areas. As the largest municipally-owned electric utility in Canada, it’s committed to supplying reliable and sustainable energy through innovation and new technology.

It really is a team atmosphere. We are always trying to push each other forward and lift each other up.” — Christina Reynolds Customer Care Billing and Emerging Technology Specialist “Our employees are the heart of our organization,” says Brian Bentz, president and CEO. “We’re dedicated to establishing an inclusive workplace culture that makes our people feel safe, valued and connected. When our employees feel supported, they can ultimately better serve our customers and communities.” The people and the opportunity to help customers are what keep Reynolds at Alectra. After spending the

summer of 2008 working in the collections department while attending university as a labour relations student, she returned the next year to work in human resources. Following her university graduation, she rejoined the collections department. “I’m so fortunate to work with such supportive, innovative and inspiring people,” she says. “We always want to see everybody succeed and do their best. It really is a team atmosphere. We are always trying to push each other forward and lift each other up.” Reynolds is now part of a team using technology to better serve customers. She recently conducted testing on a customer care and billing system upgrade, as well as a customer experience project to meet changing needs and deliver future enhancements. “We want the best customer service,” she says. “I love to feel that we are making a difference.” Her team also tested for an ultra-low, overnight power rate program. Geared toward electric vehicle customers, the program came into effect in September and allows them to go online to estimate the potential savings on their power bill. “We’re really seeing a shift in focus from the old electricity environment model and trying to create a renewable sustainable method where we can put back into the grid,” she says. Employees are at the cutting edge of the massive changes in energy supply and distribution, leading the way to a greener planet, Bentz says. Alectra has invested close to $300 million in capital projects to support and modernize the grid; generated more than 25 GWh of solar energy – enough to power 2,800 homes for one year – and last year, reduced corporate carbon

 Employees at Alectra work closely with capital projects and technologies that reduce its corporate carbon emissions. emissions by about 23 per cent from the 2016 baseline. Outside of its commitment to reduce carbon emissions, Reynolds is proud of Alectra’s support for local charities and fundraising events. She supports the United Way through a biweekly donation taken off her pay. For the seventh consecutive year, Alectra employees participated in the annual Ride to Conquer Cancer, cycling more than 200 kilometres from Toronto to Niagara Falls. They raised $110,000 to support the Princess Margaret Cancer Centre. “Alectra provides over $1 million annually to organizations that impact the communities we serve,” says Bentz. Reynolds appreciates how her employer made her feel valued during Customer Service Week in early October. Faced with increasingly difficult calls from customers due to tough economic times, Alectra

thanked its customer care employees with a catered lunch and a gift bag containing a little surprise – a Dammit Doll for when things don’t go well and they want to hit the wall. “Even just to receive the doll put a smile on everyone’s face,” she says. 

1,553

full-time staff in Canada

years, longest-serving employee

weeks, adoption leave top-up pay

100%

employer-paid health plan, with family coverage

( 2024 )

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Employee health and well-being are key at AstraZeneca

oon after Dale Payne joined AstraZeneca Canada (AZ Canada) as senior manager of national policy and partnerships in September 2022, he learned that his wife was pregnant with their second child. And, to his delight, he was able to take a three-month paid parental leave when their daughter was born in June. “Having that flexibility and being really encouraged by my leaders to take advantage of our benefits was a huge bonus for me,” he says, noting that company policy includes up to 18 weeks of paid parental leave for whomever is taking the time – mother, father or adoptive parent – and an additional week for the non-birth parent. “I also have a two-year-old son, and our growing family is important to me.”

It’s such an exciting time to be in life sciences, with advances revolutionizing medical treatment and ushering in a new era of medicine for patients.” — Kiersten Combs President, AstraZeneca Canada “That time off,” continues Payne – whose job at the Mississauga-based, science-led biopharmaceutical firm includes working with governments and academia to advance health-systems transformation – “helped me to build a stronger connection with my family

and my newborn. If I’d had to work, that would have been time that I couldn’t get back.” Kiersten Combs, president of AZ Canada, notes that about 60 per cent of its 1,500 employees, who research, develop and market innovative medicines in areas such as breast, lung and prostate cancer; COVID-19; chronic kidney disease and rare diseases, are based in the GTA. She says a big part of the organization’s 95-per-cent retention rate is an insistence on “top-tier” support for its workforce. “We place a lot of emphasis on our benefits program to ensure the comprehensive offering supports the health and well-being of our employees and their families.” Another thing that galvanizes AZ Canada employees, Combs adds, is their collective drive for innovation. “It’s such an exciting time to be in life sciences, with advances revolutionizing medical treatment and ushering in a new era of medicine for patients with the aim of treating, preventing and, in the future, even curing complex illnesses like cancer and rare diseases. “And you see this reflected in the growth we’re experiencing: earlier this year, we announced 500 high-tech and scientific jobs as part of the expansion of our R&D Hub in Mississauga and the creation of a new Alexion Development Hub for rare disease research.” Payne feels that excitement. “At AZ Canada we’re really focused on advancing science,” he says, “but the overlying mission of the work we do is to make a positive impact on people, society around us and our planet. That really resonates for me.”

 Earlier this year, AstraZeneca Canada announced an expansion of their research footprint in Canada, including 500 new high-tech and scientific jobs. He also values AZ Canada’s ‘speak-up culture.’ “I think it was my second day on the job,” he recalls, “and I was thrown into this big policy report project and was included in a meeting with one of our vice presidents. And right off the top of the meeting, it was like, ‘Hey, Dale, well, what were your impressions of this report and some of its recommendations?’ “That was new to me, because in my past work environment it was very much a top-down approach, where you were often not called upon for your thoughts or opinions unless you were a senior executive.” That, says Payne, has fuelled his engagement at work – as have other aspects of AZ Canada’s support for employees, such as the flexibility of a hybrid schedule. “With two young children at home,” he says, “it can be very hectic as we work

around daycare drop-off and a lot of medical appointments. The company’s flexibility really helps me attain some balance between my work and life obligations, which is a huge benefit at this point in my life.” 

1,500

full-time staff in Canada

68%

of employees are women

60%

of senior leaders are women

40%

of employees identify as visibly diverse

( 2024 )

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Friendship and inclusion reign at Baker McKenzie

t makes sense that Baker McKenzie would place great emphasis on inclusion. After all, it’s a vast law firm with more than 70 offices around the world, notes Ajanthana Anandarajah, a Toronto-based associate lawyer for the organization. “As a global law firm, we work very closely with our colleagues around the world,” explains Anandarajah, who practises employment and compensation law. “Despite our size, we have a real culture of friendship.”

We strive to build an environment of wellbeing where people feel they can bring their whole selves to work.”

— Vanessa De Santis Associate Director of Talent Management

Anandarajah is co-chair of the Toronto office’s inclusion, diversity and equity (ID&E) committee along with associate Jacqueline Chan, whose work involves intellectual property. “At Baker McKenzie, we really focus on building interpersonal relationships that are grounded in mutual respect, trust and camaraderie among all levels,” says Chan. “Because of that, our leadership is very accessible, and they’re really transparent in their communications. So we feel like we're part of the team and making decisions together, whether you’re a business professional, a law student or a lawyer.”

To Vanessa De Santis, associate director of talent management, inclusion is critical. “We strive to build an environment of well-being where people feel they can bring their whole selves to work,” she says. In addition to the local ID&E committee, which sends out monthly reports on its initiatives, she cites affinity groups across the global firm that people can join, as well as events hosted with local diversity groups. De Santis notes that given the competitiveness that is part of the legal industry, Baker McKenzie has taken steps to promote psychological safety and overall well-being. This includes the creation of a program called Family Care Solutions, which provides back-up care for employees and their families when, for example, child care has fallen through. “We had an employee whose loved one was going through cancer treatment,” she recalls, “and when that loved one was coming home from the hospital after surgery, the family was seeking support from a nurse for in-home care. The employee used this program and was very appreciative.” Baker McKenzie promotes employee wellness in other ways, too, Anandarajah points out. “The firm supports a work-life balance. We have flexible hours and can work from home two days a week and as needed. We’re in a very demanding profession; the hours can be long and the workload can be heavy, but the firm does what it can to make it as easy and manageable for us as possible.” “We recognize that one size does not fit all and people have unique circumstances,” says De Santis. “And we really pride

 Baker McKenzie hosts an annual client event dedicated to celebrating diversity and inclusion across the board. ourselves on our flexibility. We have something we call our bAgile program. “It demonstrates that we’re committed to providing access to a range of flexible working arrangements to support people in managing their work and lives. This might include non-standard or adjusted hours, or perhaps a part time. Unpaid breaks for family, personal or developmental reasons may also be an option.” De Santis notes that Baker McKenzie has an annual $500 health and fitness subsidy which can also be used for wellness activities such as being part of a sports team, taking dance classes or getting a ski membership. Chan also appreciates the fact that Baker McKenzie strongly supports employee growth. “They invest in your

learning and development. There’s always a focus on growth and advancement for all staff – and that runs all the way from the bottom to the top.” 

143

full-time staff in Canada

50%

of managers are women

100%

tuition subsidies with an annual maximum

100%

employer-paid health plan, with family coverage

( 2024 )

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BASF’s digitalization is changing work and workforces

shwin Arakkal Koottapanakkal joined BASF Canada Inc. at its GTA headquarters in 2021 as part of the company’s strategy to drive digitalization and innovation and strengthen BASF’s competitiveness in the industry. AK, as the DevOps engineer in transportation management is known as, came for the cutting-edge and challenging work, using data and computing power to optimize BASF’s digital transformation.

A hotspot for diverse tech talent, world-class universities, immigration policies for STEM professionals – they’re all part of why Toronto is one of BASF’s new venues for collaboration.”

— Beatriz Gaytán Diaz Digital Services Manager, BASF Canada

“In transportation, we address questions like how we can track shipments in real time, how we can optimize multiple loads so they can be transported together in the same shipment, what planning tools we can utilize, and where we can generate additional revenue for the business,” says AK. “Delivering quality solutions to the business is our top priority.” As is new ways of achieving them. “Working with teams from across the globe was an altogether new experience

for me,” AK says, referring to his close collaboration with transportation teams throughout the 163-year-old chemical giant. “I’d say that this has increased my productivity immensely,” he continues. “I start my work early in the morning to catch up with the global teams, and I get a lot done by noon, which also gives me more time with my family in the evening. We work with a lot of flexibility, moving into temporary, agile teams with the other hubs as the situation warrants. And being part of this just broadens your knowledge and perspective, letting you know what is happening in the other regions.” There’s a similar benefit to working within BASF Canada’s GTA team, he says, “where we have people from 10 to 15 countries with their different perspectives and experience.” Ensuring diversity in the workforce has been one of the key factors in making BASF Canada a driving force for digitalization, says Beatriz Gaytán Diaz, digital services manager. A 29-year company veteran who came from Mexico to BASF Canada in 2022, she lists the GTA’s advantages: “A hotspot for diverse tech talent, world-class universities, immigration policies for STEAM (science, technology, engineering, art and math) professionals – they’re all part of why Toronto is one of BASF’s new venues for collaboration,” says Gaytán. “BASF Canada is fostering those venues, to jointly research, analyze and develop innovative solutions to pressing real-world challenges,” Gaytán says. Digitalization is one of BASF’s strategic pillars, and its business units are very focused on their digital transformation

At BASF, we belong to something bigger #belongatBASF

Learn more

 BASF Canada encourages collaboration across different backgrounds, global teams and departments to increase digitalization efforts. roadmaps - to better link the business units with IT and address customer needs. As well, it’s focused “on continuing our journey to an inclusive culture at BASF,” adds Gaytán. “With talent coming from different cultures, we encourage them, via the employee resource groups, to link with employees of similar backgrounds and interests, to network within BASF.” Along with solid benefits, including the $500 subsidy every five years for buying home-office furniture – because, says an appreciative AK, BASF “really cares about employees maintaining health and productivity at home” – the networking encouragement is part of the larger “footprint” BASF Canada wants to create, Gaytán says. “We are currently working hard to position BASF as a brand in the marketplace

to attract more tech talent. Talent is crucial for us, because we have to provide the right tools to smoothly transition BASF to a digital future.” 

1,106

full-time staff in Canada

weeks, maximum vacation allowance

100%

compassionate leave top-up pay

weeks, maternity leave top-up pay

( 2024 )

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Bayer boosts investment in employee wellness

ay was a busy month for Shenelle Satar. The young content development specialist with Bayer Canada had a lot on her plate, including the planning and execution of Bayer’s Mental Health Week activities. She called in experts from across Bayer’s Toronto office to help with the slate of education sessions planned for Bayer employees. The group that showed up included a senior mental heath consultant and a mindfulness expert – both of them Bayer employees. “It really struck me that we have those people inside our organization,” says Satar, “people who you can reach out to who are your colleagues and your peers.”

Being surrounded by great people who are there for you and support you makes a huge difference for me.” — Shenelle Satar Content Development Specialist Satar has always been interested in the wellness side of things. That’s what originally attracted her to Bayer. “For me it was the health-care side of the business. With everything going on in the world – like the pandemic – it was very appealing to work for a company that gets medicine to people who need it.” Bayer was founded 160 years ago in Germany and went on to develop

dozens of well-known pharmaceutical, health-care and agricultural products. Since the beginning, the company has stayed true to its vision of health for all, hunger for none. It’s a vision that is easy to get behind, says Bayer Canada human resources vice president Janine Pajot. “Health and wellness is a big part of what we do here at Bayer. It is imperative we walk the talk and prioritize employee health and wellness as well.” Bayer looks at wellness holistically by concentrating on categories such as financial wellness, physical wellness, emotional wellness and mental wellness, with resources and programs available for each category – more than 40 programs altogether. “There’s something for everyone at every stage of their wellness journey,” says Pajot. “There are really great programs available,” says Satar. “We have a virtual wellness program which you can use anywhere. You can even get prescriptions online, which was very helpful during the pandemic. We have gyms located at two locations, one in Toronto and one in Calgary, and if you don’t want to use one of them you can even get a subsidy to go to your own local gym.” A wellness app subscription helps guide employees through a myriad of mental wellness issues including healthy sleep and meditation. Satar also makes use of financial wellness seminars and education sessions that are offered throughout the year. She also loves ‘slowdown days,’ periods of time where employees prioritize their mental well-being by slowing down their work schedule. Slowdown days allow employees to reduce emails, meetings and

 The games room in the head office of Bayer is a gathering spot for employees to recharge or coordinate a social activity. project deadlines that aren’t critical, so they have some time to recharge. “It doesn’t necessarily matter where you work, the place where you work shapes you,” says Satar. “If you’re having a bad day at work, it sometimes follows you home. Being surrounded by great people who are there for you and support you makes a huge difference for me, and Bayer offers so many different tools to provide support and help navigate issues outside of work.” The resources mean that employees tend to think of work as a place to come to get help and advice for whatever they’re going through, says Satar. “It’s all part of this great culture, knowing you have all these resources. It makes a difference,

whether you’re at office or away from work living your life.” 

1,134

full-time staff in Canada

2,700

staff volunteer hours last year

5,000

mental health practitioner benefit

100%

compassionate leave top-up pay

( 2024 )

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Culture and purpose count at CAAT Pension Plan

t CAAT Pension Plan, everyone is on a mission to create better financial futures for Canadians. “Alignment to purpose is at the heart of everything we do,” says Julie Giraldi, chief human resources officer. That purpose resonated with Jason Lau when he started in 2015. “It’s no coincidence that I’m still here,” says Lau, associate portfolio manager on CAAT’s investment team. “It’s a special place with a special mission and purpose. “It brings me joy to help prepare Canadians for retirement and to know that our members can retire with dignity and not worry whether they can pay their bills or if they will outlive their retirement savings.”

We’re all working toward a common goal and that really energizes people.” — Jason Lau Associate Portfolio Manager Acting in the best long-term interests of its stakeholders, CAAT has earned a reputation as one of Canada’s leading providers of sustainable defined benefit pensions. And it’s growing rapidly. In 2019, it had about 85 employees. Today there are more than 425, a number that’s expected to keep climbing in response to the influx of new members and employers joining CAAT since it

enhanced and extended its offerings. Established in 1967 to support the Ontario college system, CAAT now serves over 290 employers in 15 different industries throughout Canada, including the for-profit, non-profit and broader public sectors. Much of CAAT’s growth took place during the pandemic, compounding the challenge of welcoming and integrating so many new people. Nevertheless, the most recent annual survey showed employee engagement at 88 per cent, up from 76 per cent in 2019. Giraldi attributes the high score, in part, to how CAAT fosters an inclusive culture of connection, collaboration and belonging. This includes fun social events, the HR department’s regular newsletters letting employees know what their colleagues in different departments are doing, and more. It all starts with the onboarding process. Giraldi, who joined in 2018, recalls that pre-pandemic, people were greeted with balloons on their first day in the office. And the message that teamwork is a core value also arrives in the form of a CAAT team jersey with the individual’s name on the back. Opportunities for professional development also contribute to employee engagement, she says. CAAT Academy, for example, is an online learning and training portal where employees can prepare for the jobs of the future through up-skilling and re-skilling, Giraldi says. On top of that, the organization has its own take on mentoring. “Mentors are matched to mentees based on an individual’s skills, not their role or seniority,” Giraldi says. “We have five generations in

Leading the way in benefit security

 CAAT Pension Plan employees volunteering at a garden clean up for Holland Bloorview Kids Rehabilitation Hospital. the workforce right now and they all have different areas of expertise they share with one another.” Then there’s CAAT’s active employee engagement committee. Lau is one of eight volunteer members from different departments who meet regularly throughout the year to develop engagement strategies and collaborate on action plans. They also offer advice to CAAT’s leaders on different matters. For instance, the committee helped develop policies for the hybrid work model that CAAT adopted as the pandemic waned, Lau says. “I’m proud of making a difference,” he says. “It’s rewarding to see those higher engagement scores. The best thing about CAAT is that we’re all working toward a

common goal and that really energizes people.” 

428

full-time staff in Canada

100%

job-related tuition subsidies

1,500

annual wellness incentive

100%

of employees get a Defined Benefit Pension Plan

( 2024 )

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Campbell’s serves up opportunities to stir careers

our years ago, Kat Clifford began working with Campbell Company of Canada in sales. She took a one-year development assignment in the marketing department and received the award for Marketer of the Year. “I loved it,” says Clifford, now promoted into marketing permanently as a brand manager. “This team has so much excitement and energy. No idea is too big or too small.”

Campbell’s pays attention to employees’ career paths, offering a lattice of opportunities – not just vertical, but also lateral assignments that may position them for a different role.”

— Jim Gauthier Vice President, Sales and Marketing, Canada Foodservice “We do a lot of work on the employee value experience,” says Jim Gauthier, vice president, sales and marketing, Canada foodservice. “Campbell’s pays attention to employees’ career paths, offering a lattice of opportunities – not just vertical, but also lateral assignments that may position them for a different role.” Clifford’s new role gave her the opportunity to work with colleagues across various departments to create a sponsored, experiential event at Oktoberfest in Kitchener-Waterloo. The team came up with the idea to offer flights of Snyder’s of

Hanover pretzel pieces to be paired with beer samplers. “We had a tent with games and swag,” says Clifford. “Our general manager participated in a ceremonial keg tapping at the event. And colleagues from Toronto came out to support us.” Clifford says her team always tries to bring the spirit of events back to employees. They offered desk drops of pretzel flights in the Mississauga office. And employees across Canada played Oktoberfest Bingo and received tie-dyed pretzel T-shirts as prizes. One colleague came into the office wearing a tie-dyed pretzel tee under a blazer with cargo pants. “Everyone loved it,” says Clifford. “Our dress code since the COVID-19 pandemic is ‘dress for your day’ corporate casual.” Since pandemic shutdowns kept people apart, Clifford finds that employees are coming to the office with intention. “People don’t eat at their desks as much. The cafeteria is full! There are events, and you can feel the energy in the office,” she says. Gauthier sees other changes in the way employees work at Campbell. He says the company is improving inclusivity and diversity through collaboration. “At all meetings, the leads are expected to gain and consider everyone’s input,” Gauthier says. “This is how we collaborate.” In addition, events organized by employee resource groups offer information on different cultures – and sometimes food. Members of the ‘Women Inclusion Network’ have organized mentor circles and speaker events. And this year, Campbell observed National Day for Truth and Reconciliation with a day off, and an educational event was offered to employees in Toronto, led by Steve Tooshkenig of

 Campbell Company of Canada employees collaborating on a charitable teambuilding activity in their cafeteria. the Walpole Island First Nation. The company also offers learning and development opportunities through a platform called Campbell University. “If you want to learn about financial analytics, or just improve your Excel skills, there is a module for that,” says Gauthier. And this past year, Campbell offered training in negotiation across the United States and Canada. “Our different teams had the opportunity to work through it together,” says Gauthier. The team concept permeates meetings, or huddles, as well. Gauthier says weekly cross-Canada huddles have a ‘shout out’ portion to recognize colleagues. There are also quarterly town halls, where employees are nominated for a ‘High Five Award,’ and a year-end awards ceremony. Chosen to co-host the Canadian awards ceremony, Clifford believes that receiving acknowledgement is important. “People work hard,” she says. “Being recognized goes a long way and is part of what

inspires me.” Clifford was attracted to Campbell by her love of soup. “I had a soup club in university,” she says. And though she hasn’t yet worked on the soup brand, she says working at Campbell has exceeded her expectations. “Being a part of the team here is invigorating.” 

164

full-time staff in Canada

86%

of executive team are women

100%

compassionate leave top-up pay

3,000

maximum referral bonuses

( 2024 )

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CSA holds employee well-being to a high standard

rominently featured on the website of CSA Group is an invitation for public input regarding its proposed standard for mental health and well-being in longterm care and assisted-living settings. It’s one of many health and safety standards CSA has produced over the years, and they’ve all had an impact on its own workplace, according to CSA’s president of standards Mary Cianchetti. “Walking the talk is on our minds all the time,” she says. “We’re putting the guidance out there. We should be following it ourselves.” They certainly do when it comes to employee mental health, says CSA planning and financial specialist Marcus Khan.

Walking the talk is on our minds all the time. We're putting the guidance out there. We should be following it ourselves.”

— Mary Cianchetti President of Standards

“A lot of organizations talk about mental well-being and tell employees to reach out if they need support, but CSA is proactive in reinforcing that message,” Khan says. “It has trained some employees to be mental health ambassadors and

mental-health first aid providers so they can offer assistance to others who may be in difficulty, and they’ve poured resources into it.” After publishing a standard focused on workplace psychological health and safety, CSA implemented the standard within its own workplace and has since invested heavily in mental health resources and supports for all employees in both its standards organization and its testing, inspection and certification (TIC) business. CSA’s workplace culture was proactive and flexible years before the COVID-19 lockdown brought a surge in hybrid schedules, Cianchetti says. “The thinking was already changing in 2015. I know when it started, I had one child, a toddler, and very soon became pregnant with twins,” says the 19-year CSA veteran. “So I very much appreciated an organization where I could still thrive and have a career in STEM. I could set my schedules with my committees so I knew if I needed to be there for an event for a child or whatever, I could make it work.” The work CSA does in support of health and safety attracts people, many with engineering and technical backgrounds, who are ambitious to help create a better, safer world, notes Cianchetti, and their values are bound to “permeate into the way we operate.” CSA’s commitment to inclusivity and diversity, which includes employee resource groups focused on women, caregivers and the LGTBQ+ community, has built an employee population well-suited to its needs. Its TIC business attracts major manufacturers from different cultures located around the

 CSA Group supports mental well-being by training some employees in mental health assistance skills. world. And on the standards development side, more than 11,000 volunteers from across Canada and the U.S. — all from different areas of expertise, backgrounds and perspectives — sit on CSA’s standards development committees. “We develop standards by consensus and that’s how we expect our standards committees to work,” says Cianchetti. “The more feedback, the better, and from the more perspectives, the better. We’re based out of Toronto, quite a multicultural environment. Our people have diverse backgrounds, and we are conscious and appreciative of that.” It all adds up to a workplace where organizational aims, employee values and work practices mesh tightly, says Khan. “What’s incredible for me is it’s a place where you see so many different people of different backgrounds, origins

and cultures working together towards a common goal – and any one of them is always welcome to stop Mary when she’s walking in the hallway and bounce an idea off her.” 

780

full-time staff in Canada

5,000

mental health practitioner benefit

weeks, maximum vacation allowance

2,000

annual job-related tuition subsidy

( 2024 )

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Capital One Canada invests in employee care

ermpreet Soomal is proud of how much Capital One Canada invests in the personal and professional well-being of its associates. “Capital One is stretching the bounds of what we need to do as a good employer,” says Soomal, chief people officer. “We’re meeting our associates where their interests and needs are, in order to become a destination for top talent looking for more integration between their work and personal life.”

Bringing that part of myself to work and having it recognized and valued was particularly powerful for me.” — Ophelia Au Principal Product Owner

One of the ways Capital One Canada, a financial services company specializing in credit cards, does this is through its Take Some Time Leave. In addition to more common mandated leaves, such as caregiver leave, this program allows associates to take up to six months of protected leave to pursue opportunities of their choice, such as to volunteer, travel or spend time with family.

Ophelia Au, principal product owner, says she also really appreciates Invest in Yourself Days, which occur on the last Friday of every month. No meetings can be held on these days and associates can choose to spend their time however they feel will best serve their development and wellness, whether it’s taking a course, catching up on email or going for a hike. “Invest in Yourself Days have helped me tremendously. Sometimes I use it as a mental health day and other times I use it to learn new skills I may not have time for otherwise,” Au says. When she recently moved into a new house, Au used the day to complete related errands. “I could devote that time to it and get things in order, so when I was back at work, I could focus on work.” Soomal says the programs and benefits Capital One provides reflect how work is changing. “There is so much more work-life integration,” she says. “And I think a lot of the benefits we offer are a testament to our commitment to creating systems that don't force you to choose between work and your personal life.” Au also values making connections with co-workers and is a member of the company’s business resource group for Asians and Pacific Islanders. After participating in many events, she has since started organizing many of them, including a Lunar New Year celebration. “Bringing that part of myself to work and having it recognized and valued was particularly powerful for me,” she says.

 Capital One Canada invests in the personal and professional well-being of its employees.

Au is proud to work for a company that takes a holistic view of its associates. “If you have family issues or health issues or mental illness, there is support,” she says. “That is really important to me and my fellow associates. We can bring our full selves to work and then focus on helping our customers while being fully present.” Soomal agrees that when associates feel cared for, they are better able to care for the business and its customers. “I think a lot of what we stand for regarding our customers translates to what we stand for regarding our associates,” Soomal says. “Our mission is to support our customers and help them be successful. We bring that

same level of care and attention to our associates and to bringing out the best in them.” 

865

full-time staff in Canada

55%

of executive team are women

personal paid days off

5,000

annual tuition benefit

We believe in great talent. CapitalOneCareers.ca

( 2024 )

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CHEP has a culture and tradition of sustainability

ora Rouzes has spent the past nine years working with CHEP Canada Corp. on various projects. One of the most consequential has been implementing a training program for the company’s customer support platform. Together with a co-worker, she made a series of comedic videos dubbed the Bob and Nora Series, in which they satirize everyday customer service situations. “Employees enjoyed them, and they have gone right across North America,” says Rouzes, supervisor, logistics execution.

At CHEP, we value people. We have an open door to provide coaching and receive feedback to help employees progress in their careers.” — Emerson Williams Senior Sales and Customer Service Director To Rouzes, the CHEP environment encourages creativity and inspires internal development and expansion. “It’s exciting, challenging, requires teamwork and is so much fun,” she says. CHEP Canada Corp. is part of an international corporation that provides pallets, crates and containers and assists customers to transport their goods more efficiently, sustainably and safely. Rouzes began her career at CHEP in customer service. She was nominated to participate in the Developing Future Leaders

Program with a group of employees from across Canada when she was promoted to her present position as a supervisor. They met for an introductory meeting at CHEP’s headquarters in Mississauga and then broke into pairs to embark on a business improvement project. Over a year, the program’s participants attended weekly meetings, and the program culminated in a dinner where they were presented with certificates of achievement. “At CHEP, we value people,” says Emerson Williams, senior sales and customer service director. “We have an open door to provide coaching and receive feedback to help employees progress in their careers.” Williams says the comfortable atmosphere of CHEP’s Mississauga facility was immediately apparent to him. There were plants on every surface, plenty of room for teamwork and an excellent coffee machine. The cafeteria provided nutritious options for snacking. The staff spends some time at the office and some time at home. He says his first year experience at CHEP has been positive. CHEP promotes teamwork. Human resources, supply chain and customer support representatives, among others, often accompany sales teams on market visits to meet with key customers face-to-face. In addition, workers can occasionally observe colleagues in a different department as they do their daily tasks. According to Rouzes, it fosters not only teamwork but compassion. And it could pique someone’s interest in a brand-new line of work. Williams says that everyone works together at CHEP, and employee resource groups are one way the company shows its commitment to diversity, equity and

 CHEP Canada fosters teamwork by encouraging employees to observe the tasks of colleagues from different departments. inclusion. Staff members can share their knowledge, lend one another a helping hand, and spread the word about their progress through newsletters and bulletin boards. The staff of CHEP also collaborates to improve the natural world, Williams says. “The entire organization is focused on driving waste out of the system.” CHEP provides a more sustainable logistics business model through the sharing and reuse of its platforms. It works with its retail and manufacturing clients to lessen the industry’s carbon footprint. The company has obtained the highest possible EcoVadis sustainability grade for four years, and the EcoVadis Sustainability Leadership Awards for the Americas named CHEP Canada a Best Performer. Staff members participate in volunteer efforts to improve the local ecosystem. Rouzes says she and her co-workers were inspired to plant trees in Mississauga’s Totoredaca Park this year. For the past

decade, CHEP has collaborated with Tree Canada. “At CHEP, we reuse, reuse and reuse assets to minimize the number of trees going to support our business,” says Williams. “That’s where our attention goes. We’re all doing our best to find what we can do to help.” 

788

full-time staff in Canada

50%

of employees are visible minorities

1,840

staff volunteer hours last year

100%

employer-paid health plan, with family coverage

( 2024 )

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CAS of Toronto helps employees help others

ike many other organizations, the Children’s Aid Society of Toronto (CAS of Toronto) was challenged during the pandemic to offer employees as much hands-on training and career development as the agency would have liked. These days, the agency is making up for lost time. Over the past year alone, CAS of Toronto has introduced new peer learning groups, orientation training for supervisors and an internship program aimed at sharpening the skill sets of senior child protection workers. At the same time, the organization continues to advance new mentoring opportunities, including an Indigenous and racialized mentorship program that aims to increase the diversity of CAS of Toronto supervisors and managers.

For those of us in the field, the ability to make a positive difference is what keeps us going.” — Satnam Dhillon Intake Supervisor In all, the agency has introduced 45 new courses, bringing the total of training and development programs to nearly 200. Almost half of the new offerings include a strong focus on issues of equity, diversity and inclusion (EDI). “If employees feel they are being nurtured and supported, it increases their engagement and satisfaction,” says Colin Hill, interim chief human resources

officer for CAS of Toronto. “It also enables them to be successful in their current role, achieve their goals and pursue their career aspirations.” Because of the frequently stressful nature of that work, employee learning and development programs are also increasingly focused on issues of mental health and well-being. “You may experience many tough situations in this line of work and often, out of care and concern, you can’t help but take it home with you,” says Hill. “So we take every opportunity to encourage our people to come forward and utilize our support, resources and confidential services.” In light of the challenges and rewarding experiences, CAS of Toronto has an enviable retention rate: the average tenure for employees is over 14 years. One of those long-term employees is Satnam Dhillon, who has been with the agency for some 20 years, much of it as a front-line child protection worker. Dhillon, who was recently promoted to intake supervisor, cites the support of peers and supervisors as a key reason for her longevity. Prior to taking her latest job, Dhillon participated in the agency’s new internship program, a six-month initiative that brings together a small group of senior child protection workers to strengthen their practice and leadership skills. One key focus for the internship program is to better apply the ‘Signs of Safety’ assessment framework, a client-centred and child-focused approach the agency uses in delivering child protection service. The internship program also stresses

 Children’s Aid Society of Toronto employees celebrating the resilience of young people in care on ‘Children and Youth in Care Day’. the importance of incorporating EDI, including an anti-Black racism lens, into child protection work. Moving away from some older and more paternalistic models of child protection, CAS of Toronto’s primary goal is to keep children and youth with their families and in their communities whenever possible. Placing children and youth in foster homes is considered a last resort; the clear preference is to work with parents to provide a place of safety within their families and extended networks. For both Dhillon and Hill, this approach is what makes their work so meaningful. “For those of us in the field, the ability to make a positive difference is what keeps us going,” says Dhillon. “We know that every interaction we have with a child or family member can help strengthen existing safety and validate their experiences.” Hill, a 36-year veteran of the human

Join us in creating a city where children are safe, families are strong and communities are supported.

resources field, joined CAS of Toronto in 2022. He, too, welcomes the chance to make a difference. “I love being able to help people who help people,” he says. “I feel very blessed to have found this opportunity later in my career.” 

709

full-time staff in Canada

75%

of executive team are women

64%

of board of directors are visible minorities

100%

employer-paid health plan, with family coverage

TorontoCAS.ca/Careers

( 2024 )

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Choice Properties helps employees reach new heights

ichael Smith, who worked as a plumber for nearly two decades, has always enjoyed building things and seeing projects through from commencement to completion. In his current role as operations manager for Choice Properties REIT, Smith draws on that skill set and passion as he manages properties for this leading real estate investment trust. “Buildings live and breathe and present new challenges every day,” says Smith. “My background gives me good basic knowledge of how systems are put together and how to manage and troubleshoot.” Smith also learned the importance of teamwork, something he sees in abundance at Choice Properties.

This is a vibrant place where people who are still relatively early in their careers can make a major impact and grow exponentially.”

— Simone Cole Vice President, General Counsel & Secretary

“These days, I sit in an open workspace where, at any given time, there can be four vice presidents sitting with us,” he says. “All of them are supportive and will collaborate with you. What’s most important here is that everyone is rowing the boat in the same direction.” Headquartered in midtown Toronto, Choice Properties creates value through the ownership, operation and

development of more than 700 commercial and residential properties across Canada. While the value of its assets is huge – some $18 billion – Choice Properties is a tight-knit company of just 300 employees. That combination provides some unique opportunities, says Simone Cole, vice president, general counsel & secretary. “This is a vibrant place where people who are still relatively early in their careers can make a major impact and grow exponentially,” says Cole. “There’s tremendous scope and latitude for up-andcomers and we’re a company that’s willing to invest in talent.” Cole says the tone is set from the top by CEO Rael Diamond. “He is just a gravitational force, someone people want to work with and for,” she says. “He’s incredibly connected to our projects, but he strikes the right balance by empowering employees to exercise judgment and run with their respective projects. He gives his team the ability to soar.” Smith has been similarly impressed by Diamond’s hands-on management style since joining Choice Properties two years ago. “Any time someone walks by our CEO he remembers their name,” says Smith. “I find that to be very respectful.” In fact, respect is one of Choice Properties’ CORE values, the other parts of that acronym standing for care, ownership, respect and excellence. “We all strive for excellence,” says Smith. “No matter how well we’ve done, we always look for ways to improve. Everyone is encouraged to come up with ideas and the company is there to help people challenge themselves and succeed.” The value of care extends to both employees and the larger community.

 Earlier this year, Choice Properties REIT opened the Toronto Stock Exchange to celebrate its 10-year anniversary as a public company. “People here really work well together and look out for one another,” says Cole. “We support each another, socialize together and celebrate our strengths.” At the same time, the company’s Choice Cares program encourages employees to volunteer and fundraise for local charities. In her case, Cole and other lawyers at Choice Properties volunteered with Pro Bono Ontario, a not-for-profit hotline which provides low-income Ontarians with free legal advice on topics such as housing and employment insecurity. “Personally and professionally, I think we have an obligation to give back,” says Cole. “I feel exceptionally privileged to be at a company that encourages us to do just that.” Cole is also proud of the company’s strong commitment to addressing climate change and promoting diversity. “Choice Properties was one of the first companies to set science-based targets

for its path to net-zero emissions,” she says. “From the board of directors down to Choice colleagues, we also have diversity targets for visible minorities and women. We are public and accountable about meeting our commitments.” 

307

full-time staff in Canada

63%

of managers are women

weeks, maximum vacation allowance

1,240

staff volunteer hours last year

( 2024 )

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Citi’s leadership program empowers women in tech

heeba Kinger is ready to take on new career challenges at Citi Canada thanks to an innovative leadership program targeting women in technology. Earlier this year, the quality assurance lead completed Prometheus, a ninemonth leadership development program for female technology talent at Citi. “It has brought a lot of value to my career,” says Kinger, who works in equities technology at the company’s Mississauga office. “It has given me a confidence boost. It has empowered me to speak up at meetings and share my ideas and thoughts and improve my decision-making on the team.”

The whole experience is curated in a way that really supports women’s development and how they can achieve the next level of their careers.” — Jerry McGranaghan Senior Vice President In 2014, Kinger started her career in information technology in India before immigrating to Canada and joining Citi in 2019. After securing a full-time position in markets technology, she went to her senior manager to ask for career development advice. He suggested she apply for the Prometheus program. Having identified that she needed to become more assertive and confident in

expressing herself publicly, he thought the program would be a perfect fit. “I was very afraid to put my thoughts up front,” she recalls. “I used to also be scared to say ‘no.’” After completing the rigorous application for the competitive, global program, she was thrilled to learn she was one of about 25 women in the company’s technology development centre in Mississauga who were accepted into the program last year. Currently, there are more than 2,000 employees in the office working on projects for Citi’s global institutional products and offerings. Based in New York, Citi operates in 160 countries and jurisdictions. Jerry McGranaghan is a big advocate of the Prometheus program, having graduated from the first Canadian class in 2016. McGranaghan, a senior vice president at Citi and site lead of its new technology hub in Toronto’s financial district, joined the leadership development program one year after emigrating from Ireland, where she had worked for Citi. She credits the program for helping her settle in Canada and embark on increasing leadership roles. “The whole experience is curated in a way that really supports women’s development and how they can achieve the next level of their careers,” says McGranaghan. “Women often have a different experience in the workplace. When you step into a program like this, you meet like-minded people. There is strength in that. You can lean on each other. You understand that you are not alone.” That was exactly Kinger’s experience.

 Women in technology have training and mentorship opportunities in a ninemonth leadership development program (‘Prometheus’) at Citi Canada. Through seminars, training sessions and mentorship and by executing a large team project, she made valuable connections and developed skills to allow her to take on more leadership responsibilities within her technology team. As part of Prometheus, Kinger helped organize a quarterly networking event at the Mississauga site. The event was a huge success, drawing 300 people to the first gathering last February. “It was so amazing,” Kinger says. “Initially I was nervous but then I hosted the whole program by myself. I got a lot of positive feedback.” Kinger’s Prometheus certificate hangs prominently on the wall in her work cubicle. Being a program graduate puts her in a league with other highly talented women in technology. She hopes one day to be a mentor like McGranaghan and be able to help other women like herself.

“The people who lead the program at a local level are also the folks who have been through the program,” says McGranaghan. “We can appreciate what it has done for us as individuals and for our careers.” 

3,100 891

staff volunteer hours last year

80%

of employees are visible minorities

100%

employer-paid health plan, with family coverage

Progress starts here This is the place for your next great opportunity. Launch your career with us careers.citigroup.com

full-time staff in Canada

( 2024 )

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CRH Canada builds a culture of safety and growth

im Petrella has worked in a number of different roles at CRH Canada since he joined the Concord, Ont.based building materials and construction company 23 years ago, right after graduating from university. He credits the organization’s extensive employee development programs as the reason he’s still there. “I started as a front-line worker in the quality control department, and worked in sales and operations in different divisions,” says Petrella, who’s now general manager of CRH Canada’s Dufferin Aggregates division. “I’m so fortunate that we have a very robust program around succession planning and leadership development.”

We encourage a culture where employees feel comfortable to talk about safety issues and bring forward their concerns.”

— Jim Petrella General Manager, Dufferin Aggregates

In fact, Petrella has had opportunities not just to experience CRH Canada’s front-line leadership program himself, but to actually teach it. “It’s a really good in-house, CRH-built program where leaders and supervisors help employees improve their skill sets,” he says. “And one

of the benefits is that the people running the business are coaching and developing the next generation of leaders.” Alejandra Gutierrez, customer service lead for the Metro region at Dufferin Concrete, CRH Canada’s ready-mix concrete division, could not agree more. Gutierrez thought her initial entry-level customer service job would be temporary, but the development opportunities she’s been offered have kept her engaged with CRH Canada for more than five years. “When I started, I didn’t know anything about the industry, but I quickly realized how much space there was to grow,” she says. “The managers encourage you to take on different roles, which gives them insight into your skills that could be transferred from department to department. Everything is treated as a learning opportunity, and that leads to career growth.” Gutierrez has had the chance to pass along those benefits by developing an Operations Internship Program for new employees that recently won an ‘Innovation Award’ from CRH. “Entry-level customer service representatives may be interested in other roles, but lack of field experience puts them at a disadvantage,” she says. “So we have candidates go into the field for three to four months and act as junior technical services reps, learning everything from testing concrete to onsite safety. Then, if they apply for one of these roles in the future, they can say they’ve experienced working in the field.” Petrella emphasizes the company’s strong focus on employee health and safety. “There’s no question that safety is our number-one priority,” he says. “We

 The ‘Building Future Leaders’ program at CRH Canada helps employees build leadership skills through networking and personal development planning.

have dedicated monthly ‘see-stop-do’ days when the leadership teams go out and have conversations with front-line workers about their work environment and what we can do to improve safety.” There are also ‘Wellness Wednesdays,’ which can include everything from social events to occupational nurses going into the field to measure company workers’ blood pressure levels, a suicide prevention campaign focused on drivers, and a strong employee assistance program. “I think our people know they can rely on these programs to get the support they need, and how to access other resources if they don’t feel comfortable talking to someone at work,” Petrella says. “We encourage a culture where employees feel comfortable to talk about safety

issues and bring forward their concerns. It’s built bottom-up, but reinforced at the highest levels of our organization.” 

3,520

full-time staff in Canada

years, longest-serving employee

100%

of benefit-eligible employees receive mental health benefits

annual scholarships for skilled trades, undergrad & grad students

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( 2024 )

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Dentsu Canada mixes business with doing good

or Dentsu Canada Inc. CEO Stephen Kiely, doing good business also has a lot to do with doing good in the world. “We believe in using modern creativity and marketing practices in ways that add to our culture, improve society and can lead to inventing a better future,” says Kiely. A good example, he adds, is the recent work the Toronto-based creative and marketing development company did with Dyslexia Canada to raise awareness about a condition that afflicts up to 20 per cent of the population.

Human beings are looking for purpose in their work.”

— Stephen Kiely Chief Executive Officer

Dentsu created “the world’s hardestto-read website,” to give internet users a sense of what it’s like to live with dyslexia. Launched on Family Literacy Day, the website was ultimately viewed by more than 700,000 Canadians. “Dyslexia is a learning disability that gets far too little attention,” observes Kiely. “So we’re very proud of that campaign and that we’ve helped Dyslexia Canada’s concerns be recognized by the Ontario Human Rights Commission.” Other examples cited by Kiely include the company’s work with Skip the Dishes to create a dynamic online tool that’s helping Canadian families navigate inflated retail food prices as well as the support

Dentsu provided to Subway Canada to increase awareness around Subway’s Never Miss Lunch program, which provides nutritious meals to children in need during summer school breaks. Kiely says this kind of work is highly motivating for Dentsu’s 1,100+ employees across Canada (the company also has offices in Montreal, Calgary and Vancouver). “Human beings are looking for purpose in their work,” says Kiely. “And that’s why we recruit, and attract, people who want to be a force for good.” One of those people is Belinda Bonsu, who joined Dentsu in 2020, attracted in part by the company’s progressive stance on the Black Lives Matter movement, and is now human resources director. “I’m not on the creative or media side, but when I see our finished products, I know I played a part in them,” says Bonsu. “That’s really inspiring and gives us all a big energy boost.” Dentsu employees directly give back through volunteering, including taking part in the global company’s annual One Day for Change, which sees employees volunteer in their communities for causes that typically have a strong focus on sustainability and social inequities. Dentsu also hosts a wide range of employee-driven business resource groups, many of which focus on issues of diversity, equity and inclusion. These include groups supporting Black and LGBTQ+ employees, as well as recent immigrants to Canada. A unique team-building exercise is known as the Dentsu marketplace. This brings together employees who have personal passions such as jewelry-making, fashion design or creating children’s books

 Dentsu Canada encourages employees to get to know each other during teambuilding activities where they can showcase their personal passion projects. on a quarterly basis. “It gives them an opportunity to showcase and sell their works,” says Bonsu, “and gives all of us a chance to know each other better.” Employee wellness is another key priority. Over the past year, Dentsu introduced new parental leave top-up aimed at both female and male employees. In addition to already robust vacation provisions, the company also introduced paid annual wellness days that can be taken at an employee’s discretion. “Coming out of the pandemic, we recognized that people sometimes just need a break to recharge,” says Kiely. “These wellness days are part of a larger effort to alleviate workload or personal pressures people may be experiencing. If

that’s the case, we just ask them to put up their hands; we’re here to catch them and work through it.” 

1,121

full-time staff in Canada

54%

of managers are women

Dentsu paid-days off beyond annual vacation days

50%

RRSP employer contribution matching

( 2024 )

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Durham College embraces innovation head-on

hen generative artificial intelligence – programs like ChatGPT that facilitate content creation – hit the market, many educational institutions scrambled to push back against the new technology. Durham College of Applied Arts and Technology, on the other hand, seized the opportunity to become a leader in integrating technology on campus. “We identified that there was a gap and saw this as something for us to embrace and get excited about,” says Jonathan Carrigan, professor and program coordinator in the marketing program. “We like to think of it as an educational revolution.”

We identified that there was a gap and saw this as something for us to embrace and get excited about. We like to think of it as an educational revolution.” — Jonathan Carrigan Professor and Program Co-ordinator The college, which has one campus in Whitby and another in Oshawa teaching a combined 13,000 full-time postsecondary students, now has a framework for integrating AI into the classroom, including how and where faculty may consider applying it as well as resources for students and faculty to become more proficient with the tools. “AI can produce poor work if you

don't have the foundational domain knowledge,” Carrigan acknowledges. The way the college sees it, by teaching students how to best use generative AI rather than prohibiting it, the school is setting them up for success upon entering a competitive workforce, he says. “We’re having more and more conversations around what the future of work looks like. When everyone has access to these tools, having them produce generic work is not going to give you the competitive advantage, both in terms of the organization as well as individuals competing for jobs,” says Carrigan. Generative AI is just one of the ways the college leads the way when it comes to new technology. Its newest facility, the Ontario Power Generation Centre for Skilled Trades and Technology, opened its doors in April 2022. The 60,000-square-foot building is equipped with specialized labs and shops to provide cutting-edge training to students in electrical, mechanical and plumbing trade streams. The facility was designed to respond to labour market demand for skilled trade workers in the province. “This collaboration was made a success by how we worked as a community to invest in this vision,” says Rebecca Milburn, principal at Whitby Campus and executive dean, faculty of skilled trades and apprenticeship. “We are connected to our community and leverage this strength to maximize our impact to support its needs.” The newly opened PROTO and Electric Vehicle Lab (EV) are further examples of directly addressing those needs. In the PROTO space, clients, industry partners, students and skilled trades

 Durham College trains students on how to use emerging and evolving automotive technology at its new Electric Vehicle Lab. faculty members have an opportunity to collaborate and develop creative solutions and prototypes to address industry challenges. “It provides the ability to take an actual problem and allow our students across many disciplines to think about solutions which are directly applicable to our community,” explains Milburn. The EV Lab equips students with specialized skills required in the evolving automotive industry. Working with donated EVs, students gain the hands-on experience and knowledge required in today’s workforce. Durham College is one of only a few Ontario colleges with a dedicated EV learning space. Through this lab, it has facilitated a new micro-credential in EV safety for first responders to learn how to handle the new technology safely in an emergency. What Milburn calls the “cyclical collaboration” between community partners and real-world application of technologies is a big key to the college’s success and how it

TOGETHER, WE’RE LEADING THE WAY

stays ahead of the curve. “Local industry and businesses are our community, and our community provides us guidance on the curriculum, technologies and equipment that we need,” says Milburn. “It’s a listening piece – we’re at the table with the industries hearing where they see the gaps and thinking how to address them.” 

815

full-time staff in Canada

93%

maternity, parental and adoption leave top-up pay

50%

job-related tuition subsidies ($5,000 maximum for post-grad)

tuition for eligible dependent children of full-time employees

“I am very grateful for DC’s commitment to offering quality education and maximizing internal talents in its recruitment processes, which led me to my current role. I am proud to be a DC employee and look forward to making contributions in the future.” VICTORIA KAYODE PD AND WELLNESS CO-ORDINATOR AND PROUD DC ALUMNI

( 2024 )

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So many ways to give back at Ecclesiastical Insurance

very year a team from Ecclesiastical Insurance Office heads to the Yonge Street Mission in Toronto to prepare food for locals in need. That day is one that portfolio and pricing analyst Frank Yang treasures the most. “It’s really impactful – knowing that we get up every day and the work we do is helping people in need brings me a great sense of purpose,” he says. Ecclesiastical Insurance is built on a foundation of giving back. The specialty insurance company, which provides insurance coverage to non-profits, charities, cultural institutions, faith communities, retirement homes and educational institutions, is part of Benefact Group, which is owned by Benefact Trust, the U.K.’s third-largest corporate giver.

It’s really impactful – knowing that we get up every day and the work we do is helping people in need brings me a great sense of purpose.” — Frank Yang Portfolio and Pricing Analyst The Group – and Ecclesiastical Insurance – donate all available profits to charities and non-profit organizations. Since 2014, Benefact has donated close to £200 million, or some $330 million. In Canada, the Ecclesiastical Community Impact Grant program was

founded in 2017 as a way to give back more locally. Ecclesiastical has given over $3 million to registered charities across Canada through the program since its inception, with 2023 being the biggest giving year to date. “We’re very unique in our business model and each year we’ve been able to give back more,” says president David Huebel. Beyond the Community Impact Grant program, Ecclesiastical maintains a two-year corporate giving partnership. Food Banks Canada is the current partner, receiving support to its branches across the country through donations and initiatives with Ecclesiastical. Employees are encouraged to volunteer and the company has a donation matching program supporting various causes. Giving takes on another form in the shape of sustainability at Ecclesiastical, which aims to be net zero by 2040. On the customer-facing side, Ecclesiastical is planning a pilot project to help support clients in their sustainability goals. Internally, company policies like remote work, leveraging technology to further environmental goals, and an initiative called the Innovators Group are some of the ways that Ecclesiastical is hoping to reach the finish line. “The Innovators Group is a fun project and I’m very proud to volunteer,” says Yang, who helps with the group by organizing internal sustainability challenges for employees. “I see the way climate change is impacting Earth and I feel a strong responsibility to do something.” It’s also a group that tends to attract members of Ecclesiastical’s Business

As a best in-class employer,

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 Employees at Ecclesiastical Insurance can give back to the community by volunteering through its partnership with Food Banks Canada. Associate program, which aims to give people starting out in their career the mentorship and leadership skills to succeed. “It's really important to us to help develop and support younger people in their career development,” says Huebel. “They play a key role in giving back and bring different ideas and approaches that we can incorporate in supporting our customers.” Employee development is something that Ecclesiastical is devoted to in and outside of the workplace, offering up to $1,000 that employees can put towards classes in anything they feel like learning, from taking a cooking class to learning a new language. “It’s giving back in all facets,” says Huebel. “It’s always factored into everything we do.” The benevolence of the company and

its holistic approach to giving back is one of the major reasons that Yang gets excited about coming to work every day. “That’s one of the big drivers,” he says. “When I work here I feel strongly that we’re bringing good to society.” 

full-time staff in Canada

337

staff volunteer hours last year

2,000

mental health practitioner benefit

100%

job-related and unrelated tuition subsidies

( 2024 )

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EF employees find meaning in student transformation

oanne Chimenti had travelled the world as a wine buyer and sommelier. Due to her passion for travel, she began to sell vacation tours. “Travel really opened me up,” says Chimenti, now director of sales at EF Educational Tours. “I wanted to share that passion, but I wanted to do something that felt more meaningful to me.” Chimenti had been impressed when she worked with EF president Alison Hickey in the past. She did some research on the company, interviewed and then considered if it was a good fit. She’s older than many of her colleagues, but EF embraced her experience and what she calls her beginner’s curious mind.

The world is a better place when people understand each other across borders. EF employees believe in the impact of experiential travel on students.” — Alison Hickey President “I love being part of a mission that allows young people to be exposed to all the pleasure, discomfort and crazy moments of travel,” says Chimenti. With roots in language learning and cultural exchange, EF designs tours to help educators teach and provide immersive, life-changing education through travel. “The world is a better place when people understand each other across borders,”

says Hickey. “EF employees believe in the impact of experiential travel on students. It can be as small as experiencing the first time they order a meal in another language, or as large as being influenced on their choice of career.” Chimenti began at EF as a tour consultant. She worked hard to keep in touch with teachers and principals, even when tours could not run due to the pandemic. She was able to tap into her teaching and coaching skills when she was promoted to team lead. A year and a half later, she became director of sales. Right away, Chimenti was able to take part in a year-long EF managementtraining program with people from all over the world. “I had the opportunity to hear from some of the great minds in the company,” she says. EF also has an Emerging Leaders Cohort for people with potential who lack experience. Hickey says that another great development opportunity at EF is travel itself. “Every year, each team member has a chance to go out with a student group,” she says. “And because EF Educational Tours is part of a global family of companies that create education programs, our employees can participate in some exciting global experiences.” One such experience is to watch the final presentation by students at the Hult Prize, which challenges students from universities around the world to solve the most pressing global issues through social entrepreneurship. They vie for an opportunity to receive US$1 million in funding to make their idea a reality. This year, the Hult Prize took place in Paris, and four Canadian recipients of EF’s ‘Core Value Awards’ were in attendance to watch,

 Joanne Chimenti, director of sales, participated in a global managementtraining program at EF Educational Tours. network and converse with leaders and students from around the world. Hickey finds that people have placed even more value on experiential learning since the pandemic. Employees recently took part in a team-building retreat at Blue Mountain. They listened to a parenting expert, Alyson Schafer, who emphasized the importance of EF's work in supporting the well-rounded development of young people. ‘Amazing Race-style’ challenges, such as rope climbing and an après-ski-inspired party, gave the group an opportunity to have fun, collaborate and work as a team. “I’ve been asked, ‘When you hire people, do you give a fun test?’” says Hickey. “We nurture our community of students and educators, and it all starts with happy employees.” Though EF is an international company, each office is entrepreneurial in nature.

“We call it staying small while growing big,” says Hickey. “This company has been such an amazing fit for me,” says Chimenti. “It’s positive, solutions-focused, meaningful and exciting!” 

125

full-time staff in Canada

67%

of executive team are women

hours leadership training for new managers in year 1

52,000

Something different. → careers.ef.com

global employees across 111 countries

( 2024 )

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Fidelity staff love their financial literacy mission

ithin months of joining Fidelity Canada, Rudie Shahinian was handed a major project that paired personal passion and professional development. Shahinian, Fidelity’s director of software product, was on the team that developed Investly, Fidelity’s mobile investing app, which launched to the public in November 2023. Investly was built specifically to take the fear out of investing for people who are new to it by making the app simple, streamlined and packed with educational resources.

The thing that blew me away was how friendly everyone is, and willing to bend over backwards to help me.”

— Rudie Shahinian Director of Software Product

For Shahinian and his team, the app’s public service mission presented challenges with making legacy systems and documents – such as complex investing information and legal forms – clear and understandable for a general audience. “It was challenging but very rewarding,” says Shahinian. “It’s been a really cool experience being part of this team, getting to work with the smartest and most passionate people and making complicated topics easier for people to understand.” Fidelity has been putting a focus on helping Canadians improve their financial literacy, says Diana Godfrey, senior

vice-president of human resources and corporate affairs. It’s something that has resonated with employees. In 2022, a group of Fidelity employees started brainstorming how to educate high school students about investing concepts. The group decided on a video series, called Money Gains, that explains topics like savings and investing, how the stock market works, bond returns and different types of securities in ways that are simplified and accessible to a younger audience. Godfrey is the executive sponsor of the Money Gains series. Employees across the company, including Fidelity’s university co-op students, were asked to participate in the series, and Godfrey says they had plenty of fun with it. “It was a great opportunity to use students to deliver these messages to young people, so it’s relatable and they could help us with the language and delivering the content in a way that our target audience will listen to,” she says. Fidelity has shared the videos with school boards and the Ontario government and on social media. Godfrey says initiatives like Money Gains are an added benefit for Fidelity. “If we want a diverse workforce, we need diverse candidates. We need to get to them earlier, before they hit university and have already chosen their programs,” she says. “We’re showing a different group of people before they’ve made their decisions that there are options in the investment and financial services industry.” This also speaks to the collaborative nature of Fidelity’s workplace culture. “Many people are involved in making decisions because we see the value in diverse thought and inclusion in

 The collaborative culture at Fidelity encourages employees to brainstorm initiatives to improve financial literacy. decision-making,” says Godfrey. Shahinian saw this collaborative culture first-hand over the past year and a half working on Investly. Building the app involved working with other teams in the organization to draw on their expertise, and he says everyone was willing not just to pitch in, but also to take the time to explain details and help him build on his own skills. “People go above and beyond. It would be very easy for someone just to send an email and say ‘this is how you do it,’ but instead they explain and put me in touch with people to help me further,” he says. “Multiply that by all the other teams in Fidelity and you get this huge support system.” Shahinian says Fidelity has been his first experience working within a large organization, and he wasn’t sure what to

expect when he arrived. “The thing that blew me away was how friendly everyone is, and willing to bend over backwards to help me,” he says. “The culture of facilitating people like that is pretty amazing.” 

1,710

full-time staff in Canada

weeks, adoption and parental leave top-up pay

10,000

maximum job-related tuition subsidies

5,000

mental health practitioner benefit

( 2024 )

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Philanthropy is foundational to culture at First Capital REIT

ast spring Meaghan Bach was part of a team of 30 First Capital REIT employees who spent a paid volunteering day helping Feed Scarborough clean up its community gardens in preparation for planting a new season’s worth of crops. Bach spent part of her day with colleagues at the food bank’s warehouse, and was struck by the visual of rows of empty shelves. “It hits home, seeing what that need is,” she recalls. The sight galvanized Bach and her colleagues to call for donations from fellow employees to help fill the shelves.

It’s really meaningful to see the impact of our actions and support on the communities we live and work in.”

— Meaghan Bach Senior Business Analyst

“It’s really meaningful to see the impact of our actions and support on the communities we live and work in,” says Bach, senior business analyst at First Capital REIT, a Toronto-based commercial real estate company that focuses on grocery store-anchored open-air centres across Canada. That volunteer day was the work of First Capital REIT’s Thriving Neighbourhoods Foundation, an employee-led charitable foundation launched in 2020 that Bach co-chairs. The foundation directs First Capital REIT’s philanthropic giving around four pillars selected by employees

– social justice, mental health, youth initiatives and food insecurity and poverty – and staff are asked to vote on which pillar the foundation will spend a two-year term focusing on. Employees are also invited each year to join one of the foundation’s subcommittees for a one-year term. Thriving Neighbourhoods organizes an annual fundraising commercial real estate softball classic – which this year raised over $220,000 for Kids Help Phone, the foundation’s current signature partner – as well as other internal charitable programs like payroll donations, the company’s holiday draw and regional events. In addition to fundraising, the foundation also supports First Capital REIT’s employee volunteering days. While the foundation curates events and programs that need volunteers, staff can choose to volunteer for any cause they’re passionate about. “For the past two years, we have made volunteering part of our corporate objectives and we encourage employees to participate together,” says Michele Walkau, senior vice-president of brand and culture. “There are people who never volunteered before in their life, and now they really look forward to the day.” Launching a dedicated foundation was a natural next step given First Capital REIT’s long history of volunteering and charitable giving, says Walkau, who along with Alison Harnick, the company’s senior vice president, general counsel and corporate secretary, spearheaded its development. And employees have embraced it wholeheartedly; within its first four years, Thriving Neighbourhoods has donated more than $850,000, and roughly 85 per cent of employees have participated in

 Over the last four years, 85 per cent of employees at First Capital REIT bonded over participating in employee volunteer days. volunteering days, logging a combined 3,000 volunteer hours. Walkau says the foundation has helped support more than thriving neighbourhoods. “It’s creating a thriving culture at First Capital REIT. We’re able to create meaningful connections with our employees,” she says “It’s wonderful to volunteer with team members you don’t usually work with, and when you’re working together on something that’s making a difference in the community, the connection back at work is even more authentic.” Noah Parker, director of marketing and communications and the foundation’s other co-chair, says he feels “incredibly fortunate” to work for a company that allows him the opportunity to contribute to his community. “I’m passionate about real estate and marketing, but it’s very easy to be

passionate about philanthropy, especially with having a bit of skin in the game,” he says. “It’s a privilege to spend time working on something I can see a direct impact from. This is definitely one of the highlights of my career.” 

376

full-time staff in Canada

63%

of managers are women

2,000

mental health practitioner benefit

3,000

staff volunteer hours last year

( 2024 )

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George Brown College cares for its entire community

ichael Herrera says he is proud that George Brown College is making a difference in the community and in the lives of its students. The college offers 225 programs, from pre-programs through to degrees and postgraduate certificates. “We have a downtown campus and are very much part of the fabric of the city. We have some beautiful buildings on the waterfront juxtaposed with some of the need you see in the city,” says Herrera, senior vice-president, institutional planning and chief financial officer.

How could you not love coming to work when you are seeing lives transformed?” — Michael Herrera Senior Vice-President, Institutional Planning and Chief Financial Officer

“We are so fortunate to see our students, some of whom are the first in their family going to post-secondary school, succeed in the learning community we have built at the college. How could you not love coming to work when you are seeing lives transformed?” George Brown also shows excellence in the support it shows its own employees, says Abha Trivedi, an information

georgebrown.ca/city

technology services portfolio lead. “My team and my manager have always been extremely supportive and accommodating both in my work and in my personal life – for example, if I have a personal situation during the workday.” To support lifelong learning, the college provides a lifetime maximum of $20,000 to full-time employees and $5,000 to part-time support staff to gain new credentials, as well as an employee discount on George Brown continuing education programs. Full-time employees can also apply for a paid professional development sabbatical every six years. The college is taking a multifaceted approach to equity, diversity, inclusion and indigenization and has recently launched training in inclusive hiring practices, accessibility, anti-racism and LGBTQ+ fundamentals. “We’ve been evolving over the years and have undertaken some deep consultation work to develop our anti-racism and Indigenous education plans, which are now guiding important work across the college,” Herrera says. “It is great to be part of an organization that takes a thoughtful approach and is acknowledging the challenges and figuring how we can authentically learn and then take a role that is action-based. “For example, as we begin each meeting, instead of merely reciting the land acknowledgement, employees are encouraged to pause to consider its deeper implications and provide their own reflection on what truth and reconciliation means to them.” During Pride month, Herrera sat on a panel where senior leadership talked about strategies for creating a more

 George Brown College supports lifelong learning with funding for employees to pursue credentials and discounts on its continuing education programs.

inclusive workplace culture. “We talked about our journey and our lived experiences,” Herrera says. “It provided staff a chance to look at us, not only as our position, but as people and members of the 2SLGBTQIA+ community. Through our vulnerable stories, it was a call to action about how people can be better allies to one another and to our diverse student community.” Trivedi appreciates the working atmosphere of the college, including opportunities to connect with others. “You need your voice to be heard and to have the peace of mind that if something is concerning, you can speak about it,” she says. “It is important for employees to feel part of the organization. Without

this, you can’t progress as an individual or as an organization.” 

1,468

full-time staff in Canada

65%

of managers are women

2,000

mental health practitioner benefit

93%

maximum parental leave top-up pay

( 2024 )

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GSK is a workplace where people can thrive

s someone who came to GlaxoSmithKline Inc. (GSK) right out of university, stayed for 15 years, held various positions, then left only to return a few years ago, Emanuela De Franco has had the opportunity to experience many sides of the biopharmaceutical company. “The organization is very good at supporting and developing talent,” says De Franco, the national director for partnerships and government affairs. “It’s always had a reputation of not only hiring talented people but developing those people.”

We have bold ambitions to get ahead of disease, and we firmly believe that achieving that requires the combination of science, technology and talent.” — Jacky Tovell Human Resources Country Head, GSK Canada Its mentorship program, for example, matches employees with senior leaders. And informal mentors throughout the company are never hard to find. GSK’s Leaders Community offers workshops designed to develop leadership skills, including a 10-week First Line Leader training program and a Coaching Essentials workshop. Employees are also entitled to tuition reimbursement for courses related to their job or future development. “These opportunities reflect GSK’s

deep-rooted values and priorities,” says Jacky Tovell, human resources country head, GSK Canada. “We have bold ambitions to get ahead of disease, and we firmly believe that achieving that requires the combination of science, technology and talent.” Drawn by its purpose, Tovell has been with GSK for a decade, and, like De Franco, has worn many hats. “I wanted to be part of a community that truly makes a positive impact on the lives of patients and people worldwide,” she says. “But it wasn’t just the mission that caught my attention, it was also the company culture.” De Franco is not the only person to have worked at GSK, left and then come back. To her, that speaks volumes about the culture. “What I’ve noticed is this real focus on people and caring for people,” she says. “And that behaviour is modelled from the top down. We’ve established not just a culture of high performance but also a culture of caring for each other.” Tovell notes a number of initiatives that reflect GSK’s commitment to a workplace that prioritizes the well-being of its people. Among them: a mindfulness program, expanded mental health practitioner coverage and a specialized on-demand training program called Mental Health Matters. “Mental health is a top priority for us, and we’re fully dedicated to providing our employees with the resources they need to support their well-being,” Tovell explains. GSK is also committed to making work a place where all employees feel welcome and valued. Integral to its diversity, equity and inclusion strategy are its employee resource groups, which focus on four key areas: disability, gender, racial minorities and LGBTQ+.

 GSK promotes employee well-being through mental health initiatives like a mindfulness program and cultural and financial support. De Franco is a co-chair in Canada for the Women’s Leadership Initiative. “We have a fairly good representation of women on our senior leadership,” she says, “and we want to make sure that we’re building a strong pipeline so that continues.” The group advocates for equality by focusing on advocacy, engagement and personal development. Mentorships, book clubs and lean-in circles help women build networks, and the group works on building women’s personal branding, De Franco says. “We’re helping them to elevate their voice around their successes as well,” she adds. And GSK employees are helping in the outside community too. Since 2017, they have been raising funds through Ride4Kids — various organized physical activities to benefit Save the Children initiatives in Canada. What keeps both De Franco and Tovell at GSK is what drew them there: purpose

and culture. “I’m passionate about working for a company that’s dedicated to being ambitious for patients,” says Tovell. “It’s also about being part of a team that not only supports my success but holds me accountable for it. I get to be my best self at GSK.” 

1,769

full-time staff in Canada

1,500

mental health practitioner benefit

64%

of executive team are women

2,514

spent in 2022 on training per full-time employee

( 2024 )

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Employees feel driven by Haleon’s wellness mission

hen asked by her employer, Maria Caceres helped design an office space for Haleon Canada that would inspire her at work. Caceres, senior brand manager for Centrum multivitamins, and a team of employees provided design input for Haleon’s Canadian headquarters in Mississauga before it opened in April 2022. Sustainably designed, the welcoming, bright, open office includes several collaboration spaces. It also boasts a multi-faith room, lots of plants, wall-sized photographs of the country’s iconic natural landscapes and a relaxed eating area conducive for gatherings and chef-inspired bi-weekly meals.

We have a global purpose at Haleon and that’s to deliver better everyday health with humanity.” — Rupa Bahri General Manager “The office reflects the space in which employees want to work,” says Rupa Bahri, Haleon Canada’s general manager. In the office, Caceres recently offered food from her native Venezuela as part of a company event organized by the ‘Embrace Ethnicity’ employee resource group, one of four employee groups within the GTA office. The other three focus on women, Pride and people with disabilities. The groups are championed by leads and hold

educational and social events to foster inclusion and belonging within each community. At the multicultural food event, Caceres made colleagues tequeños, a popular Venezuelan snack of fried cheese wrapped in a crispy dough, and Haleon’s roughly 250 employees in Mississauga were also asked to place a marker on a map to show their country of origin. Caceres was amazed to discover her colleagues represent 37 countries and nationalities. “The event was an opportunity to really get to know each other better, connect and understand each other’s cultures better,” she says. As a global company operating in almost 90 countries, Haleon sees diversity as integral to its culture. A world leader in consumer health with brands including Advil, Sensodyne, Voltaren and Centrum, the company was formed in 2022 through a demerger from GSK. As a leader, Bahri champions diversity. She is part of Haleon’s global diversity, equity and inclusion council and has worked within the GTA to create a space where all people, including women, feel like they belong. “My leadership team is over two-thirds women,” says Bahri. “Our global goal is to achieve gender parity in leadership roles by 2030.” Caceres has always felt supported in her drive to take on increasing leadership roles. “I have never feared raising my voice,” she says. “I have always been encouraged to talk, to speak, to give presentations. That is part of the inclusivity.” Giving back and connecting with the community where she works is a huge

 Maria Caceres, senior brand manager, Centrum multivitamins (left) at Haleon Canada, celebrating the launch of its tropical fruit-flavoured multivitamins. motivation for Caceres. Alongside her Haleon colleagues, she volunteers to cook food for people in need in the Mississauga area and raises money to buy warm clothes for Indigenous children. She also supports Haleon’s community giving strategy developed by employees. Refugees and asylum seekers arriving in the Toronto area recently got their help. Employees mobilized and partnered with a large retailer to provide the community with everyday over-the-counter medicines and the opportunity to be seen by a pharmacist. “This year, we have donated over $1.5 million to help our community,” says Bahri. “That’s an example of really living our purpose.” Being a leader in an industry that is empowering consumers to take their health care into their own hands drives Bahri and her team.

“We have a global purpose at Haleon and that’s to deliver better everyday health with humanity,” says Bahri. “Right now, we touch two thirds of Canadian households with our brands. I see it as an honour to impact that many Canadians’ lives.” 

1,000+

full-time staff in Canada

73%

of the Canadian executive team are women

1,540+

staff volunteer hours last year

weeks, maternity and parental leave top-up pay to 100% of salary

( 2024 )

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Compassion is part of everything HOOPP does

hen Elena PalumboSergnese was in the waiting room before interviewing for a job at Healthcare of Ontario Pension Plan (HOOPP), she was struck by one of its values posted on a wall. “It was ‘compassion,’ and that was not anything I’d seen in any other organization.” Seven years later, Palumbo-Sergnese, senior vice-president of human resources, can attest that compassion is absolutely one of HOOPP’s values. “We treat our members and we treat our employees with empathy, and we recognize that they are individuals with unique stories,” she says. “That’s my experience of the organization, and I think people feel that appreciation.”

When you can tie the individual work you do to a greater purpose, there’s nothing better than that.” — Sarah Alexander Senior Legal Counsel, Corporate and Governance, Legal Services & Governance Division Working for HOOPP was personal for Palumbo-Sergnese, who’d experienced her own significant health issues and was grateful for the care she’d received. “Being attached to an organization that has a purpose is really important,” she says. “Knowing that we are supporting healthcare workers in Ontario by delivering to them retirement security aligns with my

own personal values. It is a way for me to give back to those who had done so much.” Among HOOPP employees, she adds, her experience isn’t unique. HOOPP’s mission is also what drew Sarah Alexander, senior legal counsel, corporate and governance, legal services & governance division. “It’s a really unique organization where you have the opportunity to work with people who are very much aligned with your values,” she says. “When you can tie the individual work you do to a greater purpose, there’s nothing better than that. That’s the ideal circumstance for a workplace.” One of HOOPP’s increasing focuses has been on equity, diversity and inclusion (EDI), Palumbo-Sergnese says. “We want to ensure that we have psychological safety across the organization, that people can bring their whole selves to work, that it’s an inclusive environment,” she explains. “It’s actually part of our strategic plan. And it really is a way to build the right culture.” HOOPP’s longstanding commitment to EDI led to the creation of its EDI Council in 2023. “It’s a great forum for employees to discuss initiatives we’re working on in our divisions to encourage participation within the organization,” says Alexander, who represents HOOPP’s legal services & governance division on the council. Alexander says they’ve partnered with the University of Toronto (Laws In Action Within Schools) for the last three years to give students from less-advantaged groups exposure to the legal profession. “For me, it was such an incredibly valuable opportunity to be able to participate and for the organization to be fully supportive of our participation in that program because of the impact,” she adds.

 HOOPP focuses on building an inclusive environment and giving back to the community. HOOPP staff have stayed in touch with the students, and some are now taking courses in politics or law as part of their undergraduate studies. “You can see the value,” Alexander says. HOOPP’s compassion extends far beyond its walls. The United Way is its charity of choice, and throughout the year, employees contribute in myriad different ways — from putting together meal kits to stuffing knapsacks with school supplies. In addition, employee resource groups do community service for the equity groups they represent. “There is always something happening here around giving back to the community,” says Palumbo-Sergnese. In legal services, there’s an annual pro bono volunteer day, when the lawyers put the work aside and provide legal advice to the community for free. “In some instances, we have to brush off our textbooks to answer some of the questions

because we don’t deal with certain issues on a day-to-day basis,” says Alexander. “HOOPP is supportive of these initiatives. As an organization, it encourages staff to volunteer and give back to the community.” 

933

full-time staff in Canada

49%

of managers are women

served in 435,000+ members Ontario

125,000+ retired members

WORKING TOGETHER TO DELIVER ON OUR PENSION PROMISE

HOOPP.COM/CAREERS

( 2024 )

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HomeEquity Bank employees live their values at work

hen COVID-19 lockdowns sent everybody home, it gave HomeEquity Bank (HEB) a chance to reimagine its workplace. The financial institution, which specializes in reverse mortgages, moved its Toronto head office to the Royal Bank Plaza across from Union Station to give commuting employees an even shorter walk to work. “We designed it to support hybrid work, to support teams,” says CEO and president Steven Ranson, “so that when people come into the office they can easily meet and collaborate with their teams.

You want people who believe in the product, because a reverse mortgage can help people in our demographic in ways that no other product can.” — Steven Ranson President and CEO “There are different areas for sharing. We built a big cafe area, with an adjoining flexible training room. We made the space useful and functional. It’s spacious, so you’re not feeling like you’re squeezed in.” Vivianne Gauci, the bank’s senior vice president, customer experience and chief marketing officer, describes the esthetic at the new office as “resimercial,” with a library that has a fireplace and couches “more reminiscent of your living room at home” for quiet work, to encourage

employees to move around the office during the day to spaces that suit the work at hand. “Our employees have adjusted well,” she says, “and I’m very proud that we have this great space that has evolved with our employees to address different needs.” “It’s actually beautiful,” says Ranson. “It’s spectacular.” The first thing you see when entering HEB’s new office is a giant wall devoted to the company’s core values. “It’s really a reminder of our values and how our employees demonstrate them,” says Gauci. “Our employees show our values through our ‘moments worth sharing,’ program, which highlights how staff have connected with customers and made a positive impact on their lives,” she says. “An employee might find out that a customer loves our product because they were able to put their three kids through school with it, that the oldest is an engineer and the youngest, who has autism, was able to get her plumber’s apprenticeship. “We shared this with the company and sent a ‘World’s Best Dad’ mug to the customer. It encourages our employees to share ways that they have touched a customer’s life through our product.” Ranson describes the company’s clients as a very specific demographic with definite needs. “How do you help people age in place?” he says. “How do they use this equity that they’ve built up?” He says the company recruits people with a background in financial services, but that isn’t as important as understanding their customers. “The first or second question I ask anybody that I interview is: ‘What do

 HomeEquity Bank employees at their new office space. you know about the product? What do you think about the product?’ Because you want people who think that a reverse mortgage can help our demographic in ways that no other product can.” Employees and managers reward each other with nominations for annual ‘President’s and Leaders’ Awards,’ with recipients getting cash as well as an extra day off each year. Workplace achievements are recognized with a ‘High Five Award,’ with peer nominations read out at a monthly town hall. “Our people are doing amazing things and going above and beyond all the time,” says Ranson, “so you want to recognize them for it.” During the B.C. wildfires, staff in the Kelowna area were given $1,000 to pass on to local organizations that needed funds during the crisis. HomeEquity Bank’s Community Leadership Program supports community

with a $500 charitable donation for volunteers who give 40 hours or more to a cause they are passionate about. “It’s not just what people do when they’re at work,” Gauci says, “but what they do in the communities where they live and work.” 

284

full-time staff in Canada

10,838

job applications received last year

2,000

mental health practitioner benefit

weeks, maximum vacation allowance

( 2024 )

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Humber College builds community for its workforce

ithin a week of joining the student success and engagement department at Humber College as a health promotion specialist in February, Ewnet Demisse felt she had landed in employee heaven. “I love this work and had held a similar position at a different institution,” she says. “I was excited about starting at Humber yet hesitant; I thought things might seem too good to be true. But it was as if I had been here forever, and I fit in seamlessly.”

We continue to implement programs that give our employees the opportunity to flourish and provide the best experience for students.”

— Jennifer O’Brien Vice-President of People(s) and Culture

That first week, Demisse was particularly impressed by one of the quarterly meetings of the student wellness and equitable learning department, of which her unit is a part of. “Seeing that there are dedicated days when people can come together to learn, review our work, share our visions and connect on both personal and professional levels meant a lot to me,” she recalls. Demisse was also buoyed by a welcome

reception for new hires in her department that took place soon after she joined. “It was led by the associate vice-president and one of the associate deans of the entire department,” she says. “I’d never had the experience where, so early in my onboarding, I had direct access to the leadership team, especially at such a large institution. It really highlighted the work that's being done at Humber to bridge gaps, create connection and a sense of belonging for employees.” Jennifer O’Brien, vice-president of people(s) and culture, takes great pride in the emphasis on supporting employee wellness at Humber, which is comprised of three locations – at Toronto’s lakeshore, the city’s northwest, and downtown, where its International Graduate School is based. She says that focus started gaining steam in 2018, when Humber became the first college in Canada to sign on to the Okanagan Charter, which provides institutions with a framework to become promoters of health and well-being. The organization reinforced that commitment in May with its new well-being strategy, the four pillars of which involve supporting faculty, staff and students’ physical, mental, financial and social wellness. “We continue to implement programs that give our employees the opportunity to flourish and provide the best experience for students,” says O’Brien. “This is accomplished through an equity, diversity and inclusion lens, ensuring that we have a workforce that is treated equitably and compensated fairly for what they do. It also involves training all staff to increase

 Humber College works towards its well-being strategy by expanding its ‘Employee Assistance Program’. mental health literacy, diminishing the stigma attached to mental illness.” Examples of that mandate include expanding the ‘Employee Assistance Program’ and providing affordable, healthy meals to both staff and students on campus. In addition, Humber encourages and supports employee resource groups. So far, there is an LGBTQ+ initiative and one for Black/African employees on campus, the latter of which – combined with Humber’s diverse staff – has been another positive for Demisse, who is of Ethiopian descent. “I have been so blown away by how many employees there are who look like me,” she says. “They are building community, exchanging knowledge, and

making incredible contributions to academia and student affairs. It’s empowering to see.” 

1,922

full-time staff in Canada

7,500

maximum tuition reimbursement for employees’ dependents

1,000

maximum tuition reimbursement per year

100%

employer-paid health plan, with family coverage

$ $

( 2024 )

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Work is state of the art at Humber River Health

f there’s something more nervewracking for a nursing student than starting their first placement, it’s probably starting it during a pandemic. But that’s exactly what Khemraj Persaud had to do at Humber River Health in the thick of COVID-19. “We were very anxious, but the nurses were so welcoming,” says Persaud, now a registered nurse there. “And management was always on top of things, getting around as much as possible and checking in with everyone to see how we were doing and asking how they could help us. And they always follow through, which is something I really appreciate.”

It really sets the standard of what a workplace environment should be.”

— Khemraj Persaud Registered Nurse, Humber River Health

By now, employees at Humber River Health are accustomed to seeing management on the units. Barb Collins is a nurse by background, and she became president and CEO in 2016 after leading the hospital redevelopment project. Since then, much has changed – and to the employees’ benefit. For one thing, hospital management began coaching the leadership team to regularly make rounds with staff and in departments. Collins meets her own staff at least once a month. “We ask: what’s

working well, what’s not working, what tools do you need, is somebody helping you in such a way that we should thank them for you? And we act on that,” Collins explains. “If you can’t get your job done effectively, it makes you feel less engaged,” she adds. “So we really fix on solving what we call the pebbles” – the little irritants that can get in the way. Collins also embraces a culture of open communication – something that really helped keep engagement high and momentum going during the pandemic. In fact, even then, Collins says staff and physician engagement levels were over 70 per cent. The hospital itself is a draw as well. Humber River Health is North America’s first fully-digital hospital and placed second in energy efficiency among more than 280 large, urban acute care hospitals from Canada, the United States and Europe. A staggering 85 per cent of the rooms in the 1.8-million-square-foot centre are designed for single patient occupancy. “Moving to a new facility and having a brand-new environment with brand-new equipment was certainly a great feature for our people,” says Collins. “They say, ‘I can’t believe I have such a beautiful building to work in.’” Despite its size and the high number of single-patient rooms, Humber River Health runs at maximum efficiency through a digital command centre. Artificial intelligence predicts activity volume and ensures proper patient flow; it also alerts staff if a patient is starting to get into trouble. “At no time during the pandemic did

 Nurses checking patient status at Humber River Health, the first fully-digital hospital in North America. we ever have any hallway health care, and I think our teams really respected that,” says Collins. “And we have decreased hospital harm by almost 50 per cent compared to other hospitals. Staff and physicians are aware of that; patients are becoming aware of that. And that drives pride and workplace engagement.” In every orientation, Collins asks staff to live by three values: compassion, professionalism and respect. While Persaud says he appreciates the ease that technology lends to his work life, it’s the culture at Humber River Health that has impressed him the most. “The way they treated me when I came here is something I want to reciprocate – to make students feel more comfortable and realize that this is a really good

organization to be with,” he says. “It really sets the standard of what a workplace environment should be.” 

2,759

full-time staff in Canada

25-27

weeks, maternity and parental leave top-up pay

weeks, maximum vacation allowance

100%

job-related tuition subsidies

Lighting New Ways in Healthcare hrh.ca

( 2024 )

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IAMGOLD’s golden rule: ‘Talent is our greatest asset’

f you don’t work at a company like IAMGOLD, you might imagine that mining is still an industry stuck in a previous century. Joe Jongeling certainly did. A manager in financial planning and analysis at the company, Jongeling says that prior to joining the organization, he’d heard of mining being an “old school, male-dominated industry with significant environmental impact and very little appetite for innovation.”

It’s a culture of empowerment and engagement – it’s motivating coming to work each day knowing that the people I report to are very interested in my development.” — Joe Jongeling Manager, Financial Planning and Analysis

Since joining the company, however, he’s discovered an organization and sector very much on the rise – one that is invested in diversity, talent and innovation, environment and community. “The challenges and opportunities mining companies face require modern solutions, skillsets, and knowledge from individuals of diverse academic and technical backgrounds,” he says. “Whether they’re in engineering, geology, logistics or environmental science – just seeing how these great minds come together to achieve the same goal is really quite inspiring.”

Dorena Quinn, IAMGOLD’s senior vice president, people, has similar observations. “There are misconceptions surrounding what mining is today. The entire industry has experienced a seismic shift in its philosophy and approach on environmental, social and governance matters. One might argue that the mining industry has seen the most growth and investment of any industry. “Look at our Côté Gold project in Gogama, Ontario. With a fleet of autonomous trucks and production drills being monitored and operated from a central control room, this next-generation mine will serve as a model for modern mining in Canada for years to come. With new technology comes greater mechanical and operational reliability, productivity and, most importantly, employee safety.” This cutting-edge business demands the wide variety of skill sets that Jongeling sees at the company. Quinn says this means “a new hiring face for mining, one that is reliant on very different skill sets, including both data management and computer acumen. As well, we prioritize practices aimed at minimizing our impact on the environment and maximizing our support for the local communities in which we operate. In addition to ensuring smooth working relationships, this contributes to our sense of purpose.” This has expanded the specialties IAMGOLD looks for when recruiting employees. “There are community relations and engagement experts for sure,” Quinn says, “and there is a big demand, especially in Canada, on regulatory and permitting specialists. And right now we’re exploring AI, decarbonization, biodiversity – all new and exciting roles for the next generation.

 At IAMGOLD, employees hold and learn different skill sets to focus on responsible mining with new technologies. “We place a strong emphasis on hiring individuals who not only possess the technical skills required for the mining industry, but also share our values,” she adds. “Commitment to safety is a differentiator, as is responsible mining. The ideal candidate should be really well-rounded, able to work with a team, and excited to handle new challenges in the mining industry.” Jongeling describes how the effort the company puts into recruitment follows through in the workplace. “It’s a culture of empowerment and engagement – it’s motivating coming to work each day knowing that the people I report to are very invested in my development. And when opportunities present themselves that might be a little out of my comfort zone, they encourage and support me to pursue them anyway.” In addition to pension and share-purchase matching programs and

Empowering people Extraordinary performance iamgold.com/careers

fully-funded health plans, IAMGOLD offers support in mental wellness, fertility treatments, gender affirmation and subsidies for electric vehicles among its employee incentive programs, as well as an online learning program for professional development. 

897

full-time staff in Canada

100%

employer-paid health plan, with family coverage

2,500

mental health practitioner benefit

1,200

wellness spending account

( 2024 )

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IESO sparks success through a new-hire program

hen Jodine Mitchell walked through the door on her first day with the Torontobased Independent Electricity System Operator (IESO), the regular new-job nerves were offset by the confidence, excitement and sense of belonging she’d acquired from completing the company’s new-hire pre-onboarding program. “I was getting excited and curious about the work culture and adding value,” says Mitchell, who was hired as manager, employee experience and culture, in August. “It makes a great first impression because I see how the organization is setting me up for success by doing their part with pre-onboarding activities.”

When you feel as though the company you’re a part of wants you to succeed in a very genuine way, you can’t take that for granted.”

— Jodine Mitchell Manager, Employee Experience and Culture

Given her area of expertise, Mitchell tends to notice the processes around welcoming new employees. When she saw the IESO investing in her success as soon as she’d accepted her offer, she knew that she had made the right decision. Born out of feedback post-pandemic, enhancements to the onboarding program

make it easier to connect new employees to the mission and strategy of the organization, while fostering a sense of belonging and commitment from day one. The latest addition to the program, a new onboarding website, consolidates information about the company’s values, purpose, strategy and culture, as well as tools and resources to accelerate readiness and employee contributions. “Onboarding is critical in supporting new employees’ success, as well as establishing strong connections to the IESO’s purpose,” explains Robin Riddell, vice president, human resources, who has been with the IESO for 37 years – ever since she got her start as a summer student. “We wanted to make sure that individuals who were joining us felt that connectivity and had the opportunity to meet with the right people to establish relationships.” After the pandemic, the IESO moved to a hybrid work model and the benefits of a formal onboarding program really started to show. “The blend of information, discussions, webinars and support from a buddy helps people understand the greater context of the IESO – not just the work their teams are doing, but how that contributes across the organization,” says Riddell. But beyond streamlining her familiarization with the company – its values, purpose and internal resources – Mitchell found the program helped her foster a sense of belonging in the workplace. “That sense of belonging helped me to connect with my colleagues,” she says, whether through a workplace buddy, various clubs, charities and committees or even the IESO basketball team. “You never

 The pre-onboarding program at the Independent Electricity System Operator facilitates connectivity among employees and support from management. feel like you’re alone, you can find support at the IESO.” For Mitchell, the benefits have continued to reverberate far beyond what the orientation offered officially. The confidence it provided, coupled with a welcoming employee culture and strong management, has given her a sense of her role in the company’s bigger picture and accelerated her performance. “As a rookie, you want to come in and add value, you want to make an impact,” she says. “So to have a clear understanding as to what is expected and what are some of those big rocks to move initially, that provides clarity.” Regular check-ins with management and feedback to ensure the new employee is on the right track are also wrapped up in the program, contributing to the foundational support that helps employees to

Charged with Purpose Powered by Passion careers.ieso.ca

thrive at the IESO. “When you feel as though the company you’re a part of wants you to succeed in a very genuine way,” Mitchell says, “you can’t take that for granted.” 

1,050

full-time staff in Canada

100%

employer-paid health plan, with family coverage

5,000

maximum mental health practitioner benefit

41%

of managers are women

( 2024 )

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Flexibility is the key to success at Interac

ive years ago, when Meeka Shah was new to both Canada and her job at Interac Corp., she was grateful to her new employer for its flexible work hours. “Getting used to winter is still a thing,” says Shah, a director of enterprise risk management at the financial tech company, or fintech. “I come from a warm country so that’s something I don’t take for granted. We have wellness weekends with an extra day added to every long weekend throughout the summer. And we’ve got summer hours where every Friday on a regular weekend we can log off at 3 p.m. I really try to enjoy the warm weather.”

I have never in my career seen the degree of trust that our organization has in management. We call ourselves ‘One Interac’ internally.”

— Caroline Stephens Chief Human Resources Officer

While remote work and increased flexibility are the new normal at most companies, Interac was already embracing similar initiatives in its focus on employee wellness. “Wellness is super important,” says Caroline Stephens, chief human resources officer. “Interac has always had top-tier benefits, and it’s because the value embedded in the organization is that you don’t just take care of the person who shows up

to work, you take care of the entire person. “Over the last year, Interac hired over 250 employees and onboarded a new president and CEO, and through lots of change and growth we maintained a strong culture, to the point that our employer brand and value proposition is a big attraction in the market,” says Stephens. “People are coming to us because of our strong trusted brand and culture.” Another workplace program Shah says she cherishes is the three ‘quiet hours’ every workday, when employees can choose not to book meetings. “It really gives me focus time, or if I need to do something, like book a doctor’s appointment, I know that I’m going to be free.” “Those hours are meant for whatever the employee needs,” says Stephens. “You use that time for your own sense of balance.” With a shift across the company to dynamic ‘agile teams’ that are formed to solve a particular task or project, Stephens stresses the importance of encouraging leadership, and breaking down the barriers between management and staff. “Retention is paramount,” she says. “People need to feel valued. They’ll talk about opportunities for growth, feeling that their contributions are appreciated and have added to the overall success of the organization and the opportunity for leadership.” “We do a lot of cross-training,” says Shah, “and that means back-up for individuals doing a certain type of work. We also have shadow opportunities. I haven’t had to use those yet because there’s so much I’ve been able to learn within my team, but people have reached out to me

Passionate because our work matters.

 At Interac, employees have flexibility in their roles to choose the wellness and professional development opportunities that suit their needs. for shadow opportunities.” Flexible job roles put a whole new emphasis on professional development, which Shah says she’s achieved with networking and attending conferences with company support. “Conferences have really helped me in my work at Interac. For us it’s more valuable to go out and hear about what’s new to the market,” she says. “When I was new to Canada, I went to a ‘women in leadership’ conference. This one really stuck out because as a new immigrant, as confident as you were at home, when you’re new to a country you need to rebuild a little. I saw women being encouraged and celebrating successes and that left an impression.” “I have never in my career seen the degree of trust that our organization has in management,” says Stephens. “We

call ourselves ‘One Interac’ internally. It demonstrates that we’re on the right path, and that people trust that we have their best interests at heart with where we need to get in the business.” 

773

full-time staff in Canada

67,245

job applications received last year

100%

compassionate leave top-up pay

100%

job-related tuition subsidies

( 2024 )

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Purpose and values drive success at IMCO

hen a recruiter proposed a job interview with Investment Management Corporation of Ontario (IMCO), Melissa Dempsey says she was initially hesitant. Not only was she unfamiliar with the burgeoning organization, she already had two job offers in hand. Nevertheless, Dempsey went to the interview with the Toronto-based institutional investor, where she met members of the team, learned how IMCO is a purpose driven organization and came away with another job offer. This time there was no hesitating.

We’ve been able to attract and retain a fantastic group of people – some of the brightest and most talented professionals in the business.”

— Bert Clark President and CEO

“When I heard about what IMCO’s building, I really wanted to be a part of that,” says Dempsey, who started in 2019 as an executive administrative assistant. IMCO was founded in 2017 after the province determined that pooling the assets of Ontario’s broader public sector pension and benefit plans would help secure their long-term sustainability. Before that, there were more than 100 such plans, some too small to realize significant returns on their investments. Today, IMCO administers over $73

billion annually on behalf of its clients. The voluntary membership includes Ontario government agencies and Crown corporations, colleges and universities, municipalities, and non-profit entities. President and CEO Bert Clark, who’s been with IMCO since its inception, says his proudest achievement is the first-rate team the organization has put together. “Toronto is a very competitive market,” he says, “yet we’ve been able to attract and retain a fantastic group of people – some of the brightest and most talented professionals in the business.” Clark attributes that, in part, to IMCO’s purpose and values, its collaborative and caring workplace culture, and the unique niche it occupies in Toronto’s financial services sector. “We have a public purpose, but we operate like an entrepreneurial firm,” he says. IMCO’s public-service mandate is to achieve the best possible returns on investments so clients can meet their financial obligations. “We make sure injured workers and pensioners are paid,” Clark says. “If those payments aren’t made, it can have serious ramifications.” On the other hand, IMCO is quite different from public-sector employers, Clark says. Guided by an independent board of directors, the organization operates at arm’s length from government and receives no government financing. Able to make its own operational and professional decisions, IMCO is as nimble and innovative as any private sector firm when it comes to investment decisions, Clark says. IMCO also invests in employee learning and development. Udemy, for example, is an online learning platform available to all employees. It offers hundreds of courses

 Investment Management Corporation of Ontario upholds learning and development with courses on soft skills and technical topics. on key soft skills and technical topics such as project and product management, leadership, business operations, data science, cloud computing, cybersecurity, language learning and more. Dempsey made good use of Udemy thanks to an internal job posting that excited her. With her manager’s encouragement and support, she successfully applied for the position of associate in the office of the chief investment officer. She’s now part of a team that ensures all the investment groups have the tools and resources they need to perform. “I had a huge learning curve but the training is so thorough I acquired the daily skills and conceptual knowledge I needed,” she says. As chair of the social committee since 2020, Dempsey has also played a key role in fostering the collegial culture that makes IMCO so welcoming. She and a team of other volunteers plan

a wide range of activities, from fun pub nights to successful fundraisers. “So many people show up at these events,” Dempsey says. “That includes a lot of senior executives. It just shows what an amazing team we have here.” 

Your Future is Bright at IMCO

www.imcoinvest.com

342

full-time staff in Canada

1,500

annual spend on training per full-time employee

weeks, maternity leave top-up pay

1,026

staff volunteer hours last year

( 2024 )

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There’s a lot of pop at newly formed Kellanova

att Alexander’s working path through Kellanova, formerly Kellogg Canada, has had a lot of snap, crackle and now, even more pop. Since he started 13 years ago in his mid-twenties, he’s had nine different roles, each with more responsibilities or new learnings. Today he’s a director of sales on the customer side with nine reports, and he’s even more optimistic about the future. That’s because the former Kellogg’s, based in Battle Creek, Mich., recently split into two separate public companies, with the new WK Kellogg Co. taking the cereal portfolio across North America while Kellanova markets the broad palette of popular snacks – from Pringles and Cheez-It to Pop-Tarts and Rice Krispies Squares.

We will be finding team members who continue to be very passionate but also agile, fast-moving, creative, innovative and bold in the way that they think.”

— Tony Chow President

“Kellanova’s ambition is to become a global snacking powerhouse,” says Alexander. “As a standalone company, we are better positioned to unlock our full potential in the market. It’s an entirely different way to operate. We can be more

The Taste of a New Era

competitive, more growth oriented, and in a position to expand at a faster rate, which is really exciting.” Alexander has been with the company since 2010, just two years after he graduated with an economics degree from McMaster University, and he has found that opportunity just kept knocking as he moved from role to role. “I’ve been fortunate to have amazing leaders,” he says. “They’re great at working on what’s important for your development and your aspirations, as well as making sure that we’re all part of this inclusive culture, because we are a tightknit group here. They make sure we’re all working toward the common goals of the business, but they also take into consideration things that are important to you, which has been fantastic.” As for that tight-knit culture, he notes: “We are a close family. We have a group of people that sets us apart from our peer group in the industry. We support each other and we look out for each other.” Kellanova president Tony Chow, who held the same role at Kellogg Canada from 2019 until the split in early October 2023, says both companies “are going to be able to carry on what I think is an extremely special culture.” Kellanova, he says, will continue to live the company’s long-held values. “We have what we call the K values, which are grounded in accountability, passion, high integrity and respect, simplicity, humility and hunger to learn,” he says. But going forward, “we will be finding team members who continue to be very passionate but also agile, fast-moving, creative, innovative and bold in the way that they think. I think those are also

 At Kellanova, employees have opportunities to share ownership in the new independent company. going to be towering strengths of the new organization.” Kellanova will continue operating from the same building in Mississauga for the time being, he says. And while the company allows individual teams to decide how often they come into the office, there are some enticing reasons to do so. Not surprisingly, there are free snacks and cereals all over the place, and there’s also an on-site gym. That’s one of the attractions for Alexander. Despite living in Burlington, a significant commute, he regularly comes in to work out. Among benefits, he appreciates the seven weeks of parental leave he was able to take last year to be with his 10-month-old son while his wife returned to work. Kellanova people are also offered share ownership in the company. And they take volunteer days to

work with local food banks, a key cause for the company. Above all, says Alexander, “people stay because of the people and the culture – and the common values that we share.” 

Kellanova Canada (formerly Kellogg Canada)

is proud to be recognized as one of Greater Toronto’s Top Employers

369

full-time staff in Canada

54%

of managers are women

1,000

mental health practitioner benefit

1,173

staff volunteer hours last year

( 2024 )

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Creating leaders – and resilience – at Kinross Gold

ixteen years ago, Kathleen Grandy came to Kinross Gold as a junior lawyer. Over the years, her jobs became progressively more senior within the mining company’s legal department. And then, three years ago, Grandy moved into human resources. “It’s certainly obvious from my career path that I’ve had access to a lot of different opportunities,” says Grandy, now senior vice-president of HR. And she’s not the only one. “We have tons of examples of people who have tried something a bit outside their area and found success there or at least have had exposure and development that helps them in their next role.”

We’ve realized over the last few years how much leadership matters — now maybe more than ever.” — Kathleen Grandy Senior Vice-President of Human Resources Since she moved into HR, Grandy and her team have been focusing on scaling up the company’s leadership development programs, all designed to reach different levels and backgrounds and to support Kinross’s diverse workforce in Toronto and several other locations around the world. In addition to coaching, mentoring and online educational and professional

development platforms, Kinross has implemented a forum for senior leaders to outline the principles that set the expectations of leadership there. Another program targets emerging leaders in Kinross offices globally, while workshops address diversity, equity and inclusion as well as cross-cultural communication – essential for a multicultural workplace. When Geisa Maia moved from her job as a geologist in a Kinross mine in Brazil to Toronto a few years ago, communication was initially a little challenging. “Even though we speak the same language, it’s not the same way of communicating as in our home countries,” says Maia, now director of resource geology. “We hire people for their talent and their skills, but if they’re not comfortable speaking their minds, it could hold them back.” Once Maia moved into a people manager position herself, she could tell that some other employees were experiencing similar struggles. So when the company put together a workshop on cross-cultural communication, her team was enthusiastic. “Kinross offers solutions and helps us to put them in place and make them work,” she says. “That speaks a lot to the wider company culture.” Maia also recently joined Women at Kinross, a six-month learning and coaching program that brings together women at different levels and from across different sites to share their experiences and advice. “It really empowers women to believe that even though mining is not gender-balanced, there’s a lot of room for a woman to grow,” she says. “It’s a great initiative because you have directors and

Kinross is proud to be one of Greater Toronto’s Top Employers!

Jobs.kinross.com

 Kinross Gold encourages women across sites and levels to share advice in its learning and coaching program. you have people who have just become managers facing challenges for the first time, and they have the opportunity to ask questions without sounding like they don’t know what they’re doing. It’s really supportive because everybody has been there.” When a company invests in leadership, Grandy says, employees feel more engaged, and that has a positive impact on happiness and productivity. But the bigger impact is a more resilient organization. “We’ve realized over the last few years how much leadership matters – now maybe more than ever,” she says. With the pandemic, the increasing focus on decarbonization and other ESG topics, and Russia’s invasion of Ukraine, Kinross has had its share of challenges. “One of the things that has become really apparent is that the leadership makes or breaks how well you can adapt,” says

Grandy. “The world is very unpredictable, and the quality of leadership is going to be what sets apart companies that are going to succeed through all the turmoil and turbulence and those that won’t. We want to be ready.” 

308

full-time staff in Canada

13,759

job applications received last year

1,000

annual mental health practitioner benefit

508

charities supported

( 2024 )

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At Labatt, employees make space for collaboration

n March of 2022, Victoria Mubarack began working at Labatt Breweries of Canada. As operations and facilities manager, she was tasked with reopening the head office in Toronto that had been closed for two years due to the pandemic. “We celebrated the reopening over coffee and breakfast, and everyone was excited.” Mubarack, now rewards manager, says. “But after that, I wondered how we could encourage people to leave home and come back to work at the office and collaborate with their teams.”

It always starts with rethinking ways of working. We want a space that really invites collaboration, creativity and innovation.”

— Beatriz Grubesic Vice-President, People

Mubarack says she finds that people are easy to approach at Labatt, so she asked to meet with Beatriz Grubesic, vice-president, people. They had a dialogue, and Mubarack was given the go-ahead to start a committee to come up with engagement strategies. Announced at a town hall meeting called a Stein Session, the Engagement Committee soon attracted eight volunteer members from across several departments, and the group planned 20 events from June to the end of the year.

Employees attended in-house yoga classes and used the office pool table for a pool championship. They celebrated International Beer Day that August with an event in the on-site pub. “People came back to the office to work and play collaboratively,” says Mubarack. “Whether we’re working on my target area or that of my colleague, we want to achieve everything together.” And that collaboration inspired a head-office renovation. “It always starts with rethinking ways of working,” says Grubesic. “We want a space that really invites collaboration, creativity and innovation – one that encourages meaningful interactions through one-toone meetings, team gatherings, town halls or engagement activities.” Labatt made significant upgrades to bring more light into the office; create a new training room where employees could come together to learn new skills; and update the pub, the social heart of the office. “We want our employees to thrive and our clients to have a good experience when they visit,” says Grubesic. Mubarack and her facilities team oversaw the work. Although it was her first time being responsible for a renovation, Mubarack found she had the support she needed from her experienced team and her managers. “It was a challenge for the team,” she says. “But when Labatt employees take on a shared goal, we harness our collective force. We call it, ‘The Power of You x The Power of Us.’ When we saw the impact the new space has on how we work, we were glad this project had come to us!” Working and volunteering on multiple projects helped Mubarack make a career

 Employees at Labatt Breweries of Canada can collaborate and learn new skills in its recently-built training room. change. During the renovation she found that her first love is working with people. She has moved to a new department and is enjoying the challenge of her position as rewards manager. “Labatt offers employees broad experience – through rotating terms in different departments for our interns and through interdepartmental collaboration – so that people can make cross-functional moves,” says Grubesic. “We may create a path they hadn’t thought about.” And Labatt not only helps people to connect internally, but employees can also connect and give back to the community. The company creates opportunities for them to volunteer. They do beach cleanups under the Corona beer brand. They auction off sports tickets and memorabilia to raise money for local charities. And they have participated in the Terry Fox run for the past 10 years.

The power of creating an environment that enables employee collaboration.

“The core goal of my job is to keep up with employees,” says Grubesic. “Labatt wanted to be ahead of the curve in connecting with employees and offering perks after COVID. We aim to create a future with more cheers.” 

3,547

full-time staff in Canada

125

charities helped last year

38,859

job applications received last year

years, longest-serving employee

( 2024 )

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Teamwork and support define the spirited LCBO culture

rchie Karanxha has worked for the Liquor Control Board of Ontario (LCBO) for almost as long as he’s lived in Canada. After immigrating in September 2000, Karanxha got a warehouse job with the LCBO through a temp agency and then was hired full-time. When he applied for a customer service role three years later, he was swiftly plucked off the floor by his general manager. “He said, ‘Would you be interested in using some of your other skills? I read your resume and you have qualifications,’” says Karanxha, now the LCBO’s director of commercial services, who just celebrated 23 years with the organization. “I’d never experienced that kind of support before.”

To put my hand up and say, ‘I need support, could you help me with this?’ and have them take action on it, that’s what everybody wants.” — Cassandra Machado Store Manager

That support was a through-line in Karanxha’s career as he took on progressively senior roles at the Toronto-based Crown corporation. “Our organization has cultivated a culture to make you a better human being. They make you

believe in yourself,” he says. “To get ahead you need leadership support, you need your own talent and you need team support. If those three are balanced, there’s no limit, and I’ve been lucky to feel this balance at the LCBO for all these years.” In addition to helping employees grow within the organization, the LCBO has a spirited company culture with divisions organizing regular events for their teams to gather, including step challenges and friendship potlucks. At the organizational level, LCBO and its employee resource groups organize events to recognize and celebrate important dates like International Women’s Day, Black History Month, International Day of Persons with Disabilities and Pride Month. Cassandra Machado, a store manager in Aurora, says the LCBO ensures that front-line employees across the province feel connected to the company and their colleagues, efforts that have increased over the past few years with fireside chats, employee surveys and team huddles. “Even though you’re remote, communication and technology brings us all together,” she says. During the pandemic, Machado says she never felt alone. “They were offering support, asking ‘Is there anything we can do? Here’s some information, here’s the latest bulletin, here are tools that we can get you,’” she says. “I got all this support, and if I needed assistance it was there.” Machado joined the LCBO in 2010 and says the culture and wealth of opportunities have kept her at the organization. Working in retail management can often involve being

There is a world of opportunities at the

 LCBO builds a spirited culture through employee resource groups and tailoring engagement activities for each division.

moved around to different stores and facing long commutes and a variety of shift times, but Machado says the LCBO has given her a much better work-life balance. “To put my hand up and say, ‘I need support, could you help me with this?’ and have them take action on it, that’s what everybody wants,” she says. “I’ve never felt like I didn’t matter.” Machado is hoping to one day move into another facet of retail at the LCBO. She continues to build on her skills outside of work, as well, with on-the-job opportunities by leading regional hiring and joining committees. “There are so many different opportunities and avenues for development here,” she says.

“I’m looking forward to my future at the LCBO.” 

4,427

full-time staff in Canada

51%

of managers are women

161,121 45

job applications received last year years, longest-serving employee

( 2024 )

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Manulife transforms its global headquarters in Toronto

his past August, Serena Ma tested out a new event for colleagues at Manulife – a family-friendly movie night on the lawn of its newly renovated headquarters in Toronto. The reaction, she says, blew her away, with all 500 seats booked in just a few hours. As assistant vice president, head of strategic initiatives and global events, Ma leads a team responsible for the planning and delivery of high-impact events and experiences, all designed to drive engagement and connection between colleagues.

This is not a static design. It’s an organic space that keeps evolving and we feel prepared to do that in partnership with the feedback we get.” — Mike Dallas Senior Vice-President, Global Head of Employee Experience “It was an opportunity for people to bring their kids in and meet other family members of colleagues,” says Ma. “It was a really nice means of deepening that connection in a way that aligns to our value of sharing your humanity. These are building blocks for strengthening that sense of community, where you feel you belong to something bigger than your immediate team.” The transformation of the office building at 200 Bloor Street East has

significantly changed how Ma can bring people together, with its expansive open social spaces inside and outside. In addition to the huge lobby with its iconic double-door entrance, there’s a barista on the ground floor and a 21,000-square-foot cafeteria offering affordable multiple meal and snack options as well as foosball tables. “The most important thing threading through all of the space is that it’s open concept – it feels modern, warm and inviting,” says Ma. “Combined with the outdoor space, when the weather cooperates, it all comes together as a space people want to be in. “The consistent message we hear is that people are really appreciative of the opportunity to come together away from their desk and computer to connect with colleagues they might not see on a day-today basis. It’s also an opportunity to meet leaders whom they might not usually interact with, so it levels the playing field for everyone to get to know each other a bit more socially in a casual environment.” Senior vice-president Mike Dallas, global head of employee experience, says the aim was to create a very flexible environment that would not only look good, but function in a dynamic way going forward. “The goal of this transformation was to look at how you do things, not only from an environmental perspective – good use of materials and light and natural space – but accommodating the ever-changing nature of work. So we asked, how do you incorporate technology into the architecture? How do you incorporate movement in the way people meet and design spaces that are multipurpose? We feel we’ve

Make your impact. When you grow we grow.

 Manulife employees connecting over coffee at its head office building, recently remodelled with hybrid work and social spaces in mind. accomplished that quite well.” Manulife remains committed to its hybrid working model, with upgraded technology for hybrid conferences and meetings. Dallas says the physical space is designed to blend people on site and virtually as a regular working norm. “The design enables people to work as they do in their home footprints – with time outside, inside and in different parts of the campus,” says Dallas. “People got challenged being confined to one space, so that influenced our design in terms of it being a whole building view rather than just segment by segment. “Then there’s what people need from a total-self work perspective, so that manifested in the cafeteria and wellness centre, including spaces for things you need to do to live your whole life – for reflection, for working mothers, and in our Legacy Spaces in Toronto and our

Waterloo offices to build awareness of Indigenous history and reconciliation. “This is not a static design. It’s an organic space that keeps evolving and we feel prepared to do that in partnership with the feedback we get.” 

11,597

full-time staff in Canada

years, longest-serving employee

65%

of employees are women

10,000

mental health practitioner benefit

( 2024 )

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Mars Canada is working today for a sweeter tomorrow

arbara Cooper says Mars Canada associates are driven by a belief – the world we want tomorrow starts with how we do business today. “That gives us permission to be bold and aspirational. We are trying to reimagine what it means to have a meaningful impact in the world,” says Cooper, marketing director, Mars Wrigley Canada. “With the brands I represent, like M&M’s, Skittles and Snickers, we deliver incredibly delicious products. But we need to be more than that. “These brands are some of the most loved in the world and so we have the opportunity to make a difference and stand for something bigger.”

These brands are some of the most loved in the world and so we have the opportunity to make a difference and stand for something bigger.” — Barbara Cooper Marketing Director, Mars Wrigley Canada This includes a commitment to sustainability – for example, working toward 100-per-cent recyclable, reusable or compostable packaging by 2025 and investing in sustainable agriculture projects aimed at improving farmer incomes, enhancing food security and restoring ecosystems. It also involves brand campaigns with a purpose.

Join us!

In 2023, with the launch of the new M&M’s spokescandy, Purple, the company released a limited-edition package of only female M&M’s – Purple, Green and Brown. The campaign, Flipping the Status Quo, also involved ads featuring content creators from the United States and Canada who were breaking barriers and redefining success and happiness. The company pledged $1 per sale of the packs, up to $75,000, to help fund Canadian Women’s Foundation economic development grants, which support programs that aid women and gender diverse people in moving out of poverty through skills training and mentorship. “These are the things that inspire associates and make them want to come to work in the morning,” Cooper says. “They believe in the products we’re selling. And when they stand for something deeper, we have an emotional connection to the brands we’re selling. That’s what people love about working at Mars. And that’s why I’m still here after seven years.” Jassica Chouhan, senior brand manager, Ben’s Original, agrees about the value of working for a purpose-led company. “It gives you the confidence that the work you’re doing is not just limited to your 9-to-5 and to driving financial objectives,” she says. “It really is so much more than that. I feel that I get to also fulfil my personal purpose of wanting to create a better tomorrow.” Chouhan feels pride in being part of the Ben’s Original Seat at the Table program, which aims to create opportunities for students who are Black, Indigenous and persons of colour to pursue a culinary education and careers in the food industry. The brand partners with four

careers.mars.com

 The ‘SHEBA Hope Grows’ program at Mars Canada exhibits an underwater simulation as part of its reef restoration efforts. culinary colleges across Canada to provide scholarships to help cover tuition, books, equipment and other expenses. Since 2022, the program has awarded 20 scholarships and will be awarding 20 more over the next academic year. Another program that inspires pride in Mars Canada associates is SHEBA Hope Grows, which has invested more than $10 million in reef restoration over the last decade and is working to restore the equivalent of 148 Olympic-sized pools of coral reefs by the end of 2029. When SHEBA Bistro cat food launched in Canada, the team created an immersive multi-sensory exhibit in Toronto, which took visitors below the ocean with an underwater simulation. “At Mars we don’t have to choose between profit or purpose – we're encouraged to embrace both,” says Animesh Kumar, marketing director for Mars Pet Nutrition, Canada. “This approach is

what inspires us to think creatively and find sustainable solutions for our shared communities and the environment. I love working at a company that motivates their associates to think big, think long term, make a difference, and make a better world for pets and the people who love them.” 

1,530

full-time staff in Canada

53%

of associates are women

weeks, minimum vacation allowance for new hires

100%

employer-paid health plan, with family coverage

( 2024 )

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At Mattamy Homes, talent gets to spread its wings

n his commute to and from work, Chris Preston passes by a few of the communities that his employer, Mattamy Homes Limited, has constructed, and it’s like a walk down memory lane. As director of customer experience, Preston may not have been swinging a hammer, but he knows the homes inside out. “It’s almost like a collage of our previous work,” he says. “There is a kind of special feeling; we’re all contributing to this enduring structure and significant product for our customers.”

Employees are always invested in and they’re able to pursue work that’s fulfilling for them. It’s a very dynamic workplace.” — Chris Preston Director of Customer Experience

Preston has been with Mattamy for almost 12 years, during which time he has worn many hats. Six years ago, the company moved him from the customer care team into a new, corporate role. “Mattamy invested in my career trajectory by carving a new path, allowing my professional development to continue,” he says. “Employees are always invested in and they’re able to pursue work that’s fulfilling for them. It’s a very dynamic workplace.”

For CEO Brad Carr, it’s a no-brainer. “I often say the biggest risk we have with top talent is not letting them spread their wings. They’re looking for opportunity, and we focus on creating that for them at Mattamy.” The company does its best to create opportunities for people like Preston to try something new, he says. “They can have all sorts of new experiences and build a career within the organization.” Mattamy invests in its talent in other ways, too, Carr explains. During the pandemic, the company “doubled down on our real estate,” he says, building brand-new offices for its low-rise and urban divisions. “We started with the notion that we wanted to create cultural magnets,” Carr says. “We wanted to create spaces that drew people back to the office as opposed to obligating them to come back. We wanted people to feel a little bit of FOMO if they weren’t there – a little bit of pull instead of push.” By FOMO, he means fear of missing out. The renovations included multiple collaboration spaces and, in the low-rise office, a second chair in those spaces for every chair at a desk. Mattamy also included several informal gathering places for staff to hang out together. In the low-rise office, that includes a central park with casual seating and trees, skylights and coffee bars. “While the pandemic put us behind screens, we really longed to be with people,” Carr says. “We’ve tried to create offices that really encourage that.” For employees like Preston, those changes speak volumes. “There are games rooms and multiple kitchens, the park, a wellness room, even a nutritionist on call,

 Chris Preston, director of customer experience, connects with his colleagues in informal gathering spaces at Mattamy Homes. and you walk around and very quickly get a sense of how much we are valued,” he says. Mattamy founder Peter Gilgan’s philosophy was that the company gets the best out of its employees if each employee gets the most out of their colleagues. Carr still believes that now, that encouraging each employee to care for their colleagues makes everyone feel cared for by the company. “The culture is created by the team, not by leadership,” he says. “And so we’re very open to listening to what they’re saying. We create a lot of opportunities for them to tell us how they’re feeling about things. We do a lot of very intentional survey work and also a lot of just anecdotal listening.” For Carr, it’s the secret sauce in

Mattamy’s success. “There’s no doubt in my mind that a strong culture and top talent are the biggest competitive advantages any company can have.” 

1,537

full-time staff in Canada

183

charities helped last year

100%

employer-paid health plan, with family coverage

19,364

job applications received last year

WWW.LIFEATMATTAMY.COM CONSTRUCT GREATNESS

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McMillan builds pathways toward employee success

ecruited by a former colleague to work at McMillan LLP, Nardiya Shageer began as a document support specialist in the business law firm’s Toronto office. She quickly moved up to team lead, and is now working with her team across Canada as national team lead and workflow co-ordinator.

The more I work here, the more I get out of it. I’m constantly given the opportunity to step up.”

— Nardiya Shageer National Team Lead and Workflow Co-ordinator

“My friend said, ‘Come and work with us at McMillan. I know you’ll be a great fit,’” says Shageer. “She told me there are many female managers and great parental leave.” Her friend set up the interview and Shageer got the job. “The more I work here, the more I get out of it,” says Shageer. “I’m constantly given the opportunity to step up.” When Shageer started at McMillan LLP, she had transferable skills but not what she has now. She took courses in communications and then set her sights on becoming a chartered professional accountant. She says she knew she wanted something more, and she knew there would always be an opportunity to move within the organization. “The minute an employee proposes an

Bring your whole self to work

education program, they’re supported by everyone here,” she says. Part of the support Shageer receives at work is provided through one-on-one mentoring with her manager. And she, in turn, provides mentorship to her team. “We also have check-in meetings, town hall meetings and opportunities to dialogue with lawyers. We’re seen and heard!” “At McMillan, we take responsibility to provide pathways for our employees to move forward in their careers,” says CEO Tim Murphy. “One encouraging result is that 70 per cent of our managers are women.” McMillan has a job board to advertise in-house opportunities, and Murphy says it is important for the firm to be open to honest conversations about next steps in an employee’s career, even if they don’t involve McMillan. “We have a former partner and an external consultant that employees can turn to for a confidential dialogue and advice about their career. We want people to be able to leave and come back,” says Murphy. Shageer finds the environment at McMillan supportive and flexible. Employees can often work from home, as long as they are able to offer the same client service, are available for group training opportunities and contribute to the team culture of the organization. To encourage this culture, McMillan has organized ‘Community Days.’ Employees come together on Tuesdays for meetings and social events. Another opportunity to collaborate is through networking groups made up of members from different practice areas.

 McMillan LLP fosters a supportive culture with social events, such as a sportsthemed ‘Mix and Mingle’. Shageer belongs to the Equity, Diversity and Inclusion Group, which is currently working with her on an EDI day for her team. “My team will be able to hear from speakers within the organization as well as experts from outside of the firm, and we’ll use what we’ve learned in our planning,” she says. “We want everyone to feel comfortable bringing their full self to work.” At McMillan, the inclusive culture extends to the community. Shageer says that employees are often involved in fundraising projects for a local charity, such as Second Harvest in Toronto, or a local chapter of the Canadian Cancer Society. And even when she is engaged in a local Greater Toronto charity initiative, everyone everywhere gets involved.

“The camaraderie here is wonderful,” she says. “I’m encouraged by my work with a firm that values and supports employees as well as clients.” 

696

full-time staff in Canada

71%

of managers are women

100%

employer-paid health plan, with family coverage

weeks, maternity and parental leave top-up pay

mcmillan.ca/careers

( 2024 )

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Medtronic Canada employees share a crucial mission

ver the span of a 39-year career with Medtronic Canada, Laura Cameron has served as everything from an accounting clerk to chief financial officer for Canada. She also led the build of the company’s LEED-designated Brampton campus, where she can often be found organizing events and engaging with fellow employees. While she takes pride in all of that, Cameron, who recently assumed the new role of senior director for national programs and sales, says that perhaps the most rewarding moment of her professional life came during the 10 years when she headed Medtronic Canada’s diabetes business unit.

We come here every day knowing we are ultimately going to make a difference in somebody’s life.” — Karthi Raman Accounting Manager In that role, Cameron oversaw a staff of 100, responsible for selling and supporting insulin pumps that help patients with Type 1 and Type 2 diabetes to manage their conditions. “I would say one of the most profound moments in my career was when the mother of a child who had Type 1 diabetes told me about getting the first night of sleep she’d had since her child’s diagnosis, as a result of our technology,” says Cameron, a mother of five herself. “To have the opportunity to hear something

like that is just really, really special.” Cameron was very tangibly living out the long-stated mission of Medtronic, a leading global health-care technology company. That mission is about “alleviating pain, restoring health and extending life.” Cameron is far from alone in finding meaning and purpose in her work. “We come here every day knowing we are ultimately going to make a difference in somebody’s life,” says Karthi Raman, who started with Medtronic Canada as an accountant 16 years ago and is today the company’s accounting manager. “Our therapies touch millions of people around the world and that’s why this is a company truly driven by its mission.” During their lengthy careers with Medtronic Canada, both Cameron and Raman say they have benefited from working for a company that prioritizes learning and career development, while also helping employees maintain a healthy balance between their professional and personal lives. Cameron says that, early in her career, Medtronic Canada gave her time and financial support to earn her accounting designation; much later, it did the same as she completed her MBA. She also credits the company with giving her the flexibility to pursue an ambitious career while also raising a large family. Similarly, Raman says Medtronic helped fund her successful pursuit of an MBA and that she’s benefited from a host of internal learning and training courses, including a global education program for finance managers. In terms of her personal life, Raman says she still appreciates how, years ago,

 Karthi Raman pursued an MBA with the financial help of Medtronic Canada and is now its accounting manager. the company gave her the flexibility to work from home as she spent months caring for a very sick son. Being mentored, and being a mentor, are experiences Cameron and Raman also share in common. “I’ve had the opportunity to work for some really incredible leaders and I’ve definitely learned from them,” says Cameron. “Over the years, I’ve also been a mentor for others. Getting to watch them grow and progress, I feel like I’ve been able to make a difference in their lives. And what could be more powerful than that?” Raman says she has similarly gained insight from leaders who “truly believe in empowering employees and giving them freedom to explore growth areas in the company.” She now welcomes the opportunity to

give back. “The way I mentor my team is to lead by example,” says Raman. “I want everyone to feel empowered and valued.” 

658

full-time staff in Canada

57%

of employees are women

1,500

scholarship program for employees’ children

100%

job-related and unrelated tuition subsidies

( 2024 )

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Metrolinx is on track to equity, diversity and inclusion

hen urban planner Danielle Bury joined Toronto-based Metrolinx in 2016 in an entry level role, she never expected the career that awaited her. Throughout her seven years at the organization, she has held five increasingly challenging positions at the Ontario Crown agency and is currently director of the Hamilton LRT. “I had a lot of reservations about my ability to advance in my career,” she recalls of her start at Metrolinx, which manages and integrates road and public transportation in the Greater Golden Horseshoe area. “Many of the positions I was interested in were traditionally filled by men and engineers, and I was neither.”

Metrolinx is building places of belonging for employees, customers and communities, so employees are supported, customers feel safer and communities are included as trusted partners.”

— Phil Verster President and CEO

Bury says she would not have applied for them were it not for the encouragement of her leaders at Metrolinx. “They mentored me and believed in my potential. I always felt that they were interested

and open to listening to my ideas.” She has also witnessed the commitment that Metrolinx has made and continues to make to ensure there are opportunities for all employees to thrive across the organization. This includes the appointment in 2022 of its first chief inclusion officer, reporting directly to the CEO, and the growth of employee resource groups, which include the Metrolinx Women’s Network, Women in Rail, Pride 365, Black Employee Experience and Emerging Leaders. “Metrolinx is building places of belonging for employees, customer and communities,” says president and CEO Phil Verster, “so employees are supported, customers feel safer and communities are included as trusted partners.” He notes that when he joined Metrolinx about six years ago, approximately 20 per cent of senior leadership positions were occupied by women. He was committed to changing that. “Improving our recruitment practices was a priority,” Verster says. “We recognize the importance of representation in the hiring process, which is why we arrange interviews with at least one woman on the hiring panel. This, coupled with other focused initiatives, has doubled the percentage of women in senior roles at Metrolinx to over 40 per cent. “Our three-year equity, diversity and inclusion strategy and evidence-based approach demonstrate our commitment to building an inclusive and equitable organization,” he continues. “Although there is always much to learn and improve on, our employees think that we are on the right track, with over 80 per cent feeling a strong sense of belonging as

 Metrolinx works to build an inclusive workplace by increasing the amount of women in senior roles to over 40 per cent. reported in our recent enterprise-wide engagement survey.” Bury, meanwhile, also cites Metrolinx’s commitment to promoting work-life harmony. When she returned to work after the birth of her first child, she found the transition challenging. Bury says her senior leadership was incredibly supportive. “I was part of a weekly ‘Mommy and Me’ group and my leader encouraged me to adjust my schedule so that I was able to take care of my daughter on Thursday mornings for the first few months of my return.” Another plus for Bury is the purpose and connection she feels to her work. “I have the opportunity to help transform the community my family and I live in for

MAKING POSSIBILITIES HAPPEN

generations to come, and to do something that really matters.” 

6,297

full-time staff in Canada

138,473

job applications received last year

3,000

maximum job-related and unrelated tuition subsidies per year

100%

employer-paid health plan, with family coverage

( 2024 )

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Multiplex builds success through empowerment

onstructing a modern building is a complex task, requiring hundreds of workers schooled in dozens of specialized disciplines. It takes a lot of knowledge and careful planning, especially if your company operates with over 2,500 employees on three continents. With its home base in Australia and the Canadian head office in Toronto, Multiplex Construction Canada Ltd. has found a formula that works.

This company gives me a lot of support. From the beginning, managers have always paused what they’re doing if I have a question.” — Sunmeet Bhogal Site Coordinator Sunmeet Bhogal is a site coordinator with Multiplex. He is currently working at the Quay project, a 325,000-square-foot residential waterfront development on Queens Quay West in Toronto. It’s a job full of responsibility: quality control, regular meetings with inspectors, safety management and keeping track of dozens of tradespeople working on the project. Bhogal sleeps better knowing that Multiplex has his back. “This company gives me a lot of support,” he says. “From the beginning, managers have always paused what they’re doing if I have a question. In my past workplace they would brush questions aside or I would have to figure it out myself. Here they explain the processes

behind everything. They make sure you understand the specifics of the project.” Making sure employees feel supported and empowered is vital, says Anisa Yusuf, vice president of human resources for Multiplex Construction Canada. She points to a recent company-wide survey that indicated a high rate of employee approval on areas such as inclusion, collaboration and the empowerment that employees feel from receiving feedback from their managers. “That’s a direct result of work we do around monthly coaching,” she says. “We developed a one-on-one coaching program. We’ve trained our managers on coaching sessions and we have a one-page template agenda to guide the discussion.” At the start of every year, employees are encouraged to set their objectives and career goals, which are reviewed by managers who offer input. There are further reviews after six months and at the end of the year along with monthly meetings between manager and employee. “These meetings are very helpful for me to know what I have to do to accomplish my own career goals,” says Bhogal. Yusuf says the company puts a lot of effort into ensuring employees are paid at market or above market pay. Multiplex also offers a robust benefits program including a recently launched platform called Total Rewards Gateway that gives employees access to information about company benefits, tools, resources, and connections to support providers for health and well-being – even a discount program through vendors such as H&M and Starbucks. Fun is also part of the agenda. Multiplex sponsors employee-led

Proud to be recognized as one of Greater Toronto’s Top Employers for the second year in a row.

 At Multiplex, managers are trained on conducting monthly, one-on-one coaching sessions for the career development of employees. committees that organize activities like an annual ski trip to Blue Mountain, family days at Canada’s Wonderland, a holiday party in December, outings to Blue Jays games and other events. “We also do a recognition program with a quarterly newsletter that recognizes employee milestones with the company,” says Yusuf. The values-based recognition program recognizes and rewards employees who have demonstrated a commitment to one of Multiplex’s four core values. Multiplex encapsulates those values in four simple sentences: “We keep it real. We care about people. We are collaborative. We have grit.” The company and its employees live up to the intentions expressed in all four, says Bhogal, but it’s the one about caring for people that hits closest to his own heart.

“That’s a big thing for me,” he says. “Business is business. Work is work. But caring about people is the biggest thing you can have. Multiplex does that.” 

179

full-time staff in Canada

3,500

annual spend on training per full-time employee

100%

job-related tuition subsidies

100%

employer-paid health plan, with family coverage

( 2024 )

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MPAC puts a lot of value on work-life balance

hen Andre Campbell accepted a job at the Municipal Property Assessment Corporation (MPAC) after graduating from Seneca College 12 years ago, it was an easy decision. MPAC is the largest property valuation organization in Canada, and its valuation is the basis for municipal finance across the province of Ontario. “I’ve always had a passion for real estate and property valuation. As I learned more about MPAC, I realized the importance of the work they do. I wanted to be a part of this organization,” says Campbell.

Since I’ve been here, it has always been a people-first culture here at MPAC.” — Andre Campbell Manager, Valuation and Customer Relations

MPAC’s reach is impressive. The company database includes detailed property records covering over 5.6 million properties. Only one valuation organization in the world – the Valuation Office Agency in the U.K. – has oversight over more properties. Campbell joined the company as a property inspector and worked his way up to valuation analyst, then valuation specialist and his current role as a valuation manager, where he oversees a valuation team. “I like the fact that I could see my career path laid out ahead of me. I could

You belong here.

always look and say, ‘What’s my potential next step?’ and see what additional professional development courses or designations I needed.” MPAC employees are given many opportunities to enhance skills, participate in training programs and explore career advancement pathways, vital tools in a technologically advanced industry that’s constantly changing, says MPAC president and chief administrative officer Nicole McNeill. “We pride ourselves on being market experts, making sure that our valuation methodologies are leading-edge, our technology is leading-edge. We also lean into a lot of the disruptive technologies such as AI and machine learning.” Staying focused on the human side of things is also a huge contributor to MPAC’s success, says McNeill. “A lot of companies talk about putting people first. We’ve embedded a people-first approach into many of our processes. “Over the past few years, we have had a greater emphasis on equity, diversity, inclusion and anti-racism (EDIA). Answers and solutions aren’t always straightforward,” McNeill admits, but the key is opening a dialogue, listening to employees, and trying to understand all points of view. “We work hard to create an environment where people feel safe to share their input and show us opportunities to learn and evolve.” The organization helps to raise awareness about EDIA and social causes by supporting employee-led committees, events and learning opportunities for various days and months of significance, including Pride Month, Black History Month, and the National Day for Truth and Reconciliation, in addition to

 At MPAC, employees have opportunities for career growth through training programs and professional development courses. employee-led Gratitude Collective and Corporate Social Responsibility (CSR) committees across Ontario. MPAC’s CSR committees came together to support more than a dozen charitable causes and school-related initiatives as part of their fall 2023 fundraising campaign. Work-life balance is also a huge consideration, according to McNeill. MPAC offers flexible work arrangements including the ability to work remotely, along with paid time off, pregnancy and parental leave, and an employee and family assistance program. “We are one of the few organizations who are not mandating the return to a set number of days in the office,” says McNeill. “We follow the needs of our business and come together in person when it makes sense, such as for collaboration, training and mentoring.” For Campbell, it’s the work-life balance that matters most. “Since I’ve been here,

it has always been a people-first culture here at MPAC,” he says. “They understand that without great people nothing really happens. From talking to my colleagues in other companies, I don’t think that is true throughout the industry.” 

1,790

full-time staff in Canada

weeks, maternity and parental leave top-up pay

4,000

scholarship program for employees’ children

50%

of employees have at least 10 years of service

Join a workplace that puts people and culture first!

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The Neighbourhood Group leads as a good neighbour

hanny Mymuller came from poverty-stricken Ethiopia to a poverty-stricken Toronto neighbourhood when he was seven. Though troubles with substance use kept him on the fringe, he found shelter, mental health support and crisis counselling at The Neighbourhood Group Community Services. “Coming to The Neighbourhood Group was my absolute lifesaver,” says Mymuller, now employed with the organization as an assistant co-ordinator, urban health and homelessness services. The Neighbourhood Group, headquartered in Toronto, serves the city with 33 centres plus many other services.

We’re part of our community and our community isn’t successful unless everybody is successful.” — Bill Sinclair President and CEO

“We let people know this is a welcoming place where they can be themselves and where they can have their needs met,” says Bill Sinclair, president and CEO. “So it’s very important we’re open and transparent. Our doors are unlocked.” The non-profit organization provides home care; childcare centres for 1,500 children; 438 units of affordable, supportive housing; five youth centres; two employment centres and newcomer and ESL classes, along with community health and homelessness services. “One in 20 home visits for seniors being

cared for in their homes are delivered by The Neighbourhood Group in the city of Toronto,” Sinclair says. “We help 47,000 people that we see every year and probably thousands of people we see every day.” Mymuller started volunteering in one of the kitchens. In total, he has volunteered 1,000 hours. Then he became a peer worker where his lived experience allowed him to help others. “Something was left with me which was an overwhelming urge to be part of this community, to be engaged in the allocation of nutrition. This was a beautiful thing to me,” says Mymuller. Sinclair says it’s the workers and volunteers who built a caring, inclusive and collaborative workplace. “We work with our neighbours and we’re part of our community and our community isn’t successful unless everybody is successful,” says Sinclair. “It’s people who make the difference. People from the community make an enormous difference.” Sinclair stresses the organization wants to find good jobs and good housing for everyone, because a good neighbourhood takes care of its seniors, children, youth and people who are homeless. “These are what make successful Toronto neighbourhoods. And that’s what our mission is all about,” he says. “We also have a focus on hiring participants themselves to help us do this work.” Training and mentoring opportunities are also available for employees, volunteers and students on placement. Mymuller is an ideal example. He took peer support worker training and then was hired by The Neighbourhood Group as assistant co-ordinator for the harm reduction-based ‘Crystal Meth Project.’

www.TNGcommunityTO.org The Neighbourhood Group works with thousands of people each year to break the cycle of poverty. With our dedicated donors, funders, partners, staff and participants, we are Stronger Together.

 Amber Kellen, director (left) and Whanny Mymuller, assistant co-ordinator of urban health and homelessness services, at The Neighbourhood Group. “I remember the day and time I was hired and it literally made me cry,” Mymuller says. “Some of my co-workers became my tutors and supported me in my early stages but now I say I get mentored every day.” The Neighbourhood Group has an equity, diversity and inclusion committee along with working groups. These are vital to newcomers, as well as those experiencing homelessness, troubles in school or disabilities. “We draw many of our trainees, volunteers and employees from our community and they are highly multicultural and racially diverse,” Sinclair says. “So the result is we have lots of support for people who have different abilities or different languages or life experiences.” The Neighbourhood Group is seen as a leader in the city, a progressive organization fighting for systemic change and better communities, and battling against racism, discrimination and poverty,

Sinclair says. “We need to have things like employment standards and affordable housing and rent control for everyone,” he says. “So we’re known for advocating and speaking out. “It’s amazing the assets and skills and the knowledge our participants bring.” 

394

full-time staff in Canada

600

volunteers, 150 placement students mentored

275

peers with lived experience hired each year

47,345

vulnerable people had lives improved this year

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Olympus Canada’s employees want to make a difference

iloofar Mahmoudi jumped at the opportunity to return to Olympus Canada Inc. earlier this year to step into a top leadership position, knowing she was returning to a company that values diversity and views its people as its greatest asset. “When this opportunity became available, I said ‘why not?’ I would love to go back to Olympus,” she says. “I’m very passionate about the company. I love the culture and the values.”

We do believe our people are our true assets. This is what makes Olympus Canada stand out.”

— Niloofar Mahmoudi General Manager

In April, Mahmoudi returned as general manager. Based in Richmond Hill, Olympus Canada is part of a global company that specializes in providing and servicing medical technologies, including minimally invasive therapeutic tools and diagnostic equipment. Mahmoudi and her colleagues share a passion to “help make people’s lives healthier, safer and more fulfilling,” she says. “On a daily basis, regardless of what role you are in, you are reminded how you can make an impact on a patient’s life.” In 2018, Mahmoudi started her journey with the company as director

of operations, managing the Canadian supply chain team. She left the company three years later to gain experience in a different industry. But when the opportunity arose to lead the team in Canada, she didn’t hesitate, certain she wanted to be at a company that not only elevates women to key leadership roles but operates on values that are aligned with her own. Its core values of agility, empathy, integrity, a long-term view and a sense of unity are also what attracted Sylvie Ohanian to Olympus Canada five years ago and are what keep her there. “I always try to find meaningful work,” says the senior bilingual customer solutions representative. Having witnessed the critical role medical technologies played in helping her mother during cancer treatment and 10 years on dialysis, Ohanian decided working for Olympus would be fulfilling. “I know first-hand the importance and impact that medical technology has on patient care and well-being,” she says. “That’s always what I have in mind when I’m working and also when I’m training new hires. That’s a big driver for me to do the best that I can.” Ohanian takes advantage of the online career development courses Olympus offers on everything from diversity to emotional intelligence, and she participates in company events such as a recent catered lunch for ‘Customer Service Appreciation Day.’ She also appreciates the company’s workday volunteering program. Olympus supports several local, national and international organizations each year and encourages employees to get involved by offering them two paid

Advancing medical technologies to make the most out of life.

 Employees at Olympus Canada contribute to patient care by providing and servicing medical technologies. days to volunteer. Having been an active volunteer for the past 25 years, Ohanian, who speaks four languages, focuses her attention mostly on her Armenian community. “I want to help people and lift them up,” she says. “It is one of the company values that aligns with mine. When I’m working, I’m helping someone.” Caring about people – both employees and customers – is not just lip service at Olympus Canada, says Mahmoudi. To foster employee well-being and promote a good work-life balance, team members have the option to work from home three days a week and keep flexible hours. Knowing that several of her colleagues work with global teams in different time zones, Mahmoudi strives to ensure that they have the flexibility to accommodate

some evening or early morning meetings. “We do believe our people are our true assets,” she said. “This is what makes Olympus Canada stand out.” 

254

full-time staff in Canada

100%

adoption leave top-up pay

100%

employer-paid health plan, with family coverage

2,500

maximum referral bonuses

( 2024 )

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The purpose-driven culture at OMERS is its strength

s a student at the University of Toronto in 1998, Christina Robinson wasn’t aware of the pension industry until serendipity intervened. A friend introduced her to an OMERS Administration Corporation employee who suggested she apply for a job. After graduating, Robinson joined full-time, and still has a passion for the work. “I was looking for opportunity in a place that believed in my capabilities and was willing to invest in me,” says Robinson, manager, member experience. “There’s a big focus on learning and development. I also wanted something I felt good about, where I could do good for individuals and the community.

The job itself is one thing that’s kept me at OMERS, but a big part is the people – and the people here are phenomenal.” — Christina Robinson Manager, Member Experience “The job itself is one thing that’s kept me at OMERS, but a big part is the people – and the people here are phenomenal. We work together to accomplish a purpose and do a great job, so I just wanted to stay.” OMERS is the steward of the retirement system for Ontario’s municipal employees, including police and fire departments, so purpose is a driving force. Originally from Australia, Scott McIntosh says that purpose-driven culture

was a big draw for him. He’d heard about Canadian pension plans and thought it would be “absolutely fantastic” to have the opportunity to work at a Canadian plan. “There’s real social value in what we do,” says McIntosh, now a Canadian citizen and OMERS executive vice president and head of global multi-asset strategies. “Personally, it’s pretty special to play a role in managing other people’s money for their benefit in retirement. When we make an investment decision, people around the table care about what’s in the best interest of our members, so that member focus is always front of mind for us.” McIntosh says that sense of purpose permeates everything from the organization’s Climate Action Plan and how front-line workers interact with customers to how investments make a positive social and economic impact on communities – a reflection of its commitment to sound environmental, social and governance practices. “We approach work from the point of how to make an impact,” says McIntosh. “From the moment people are here, they already have that purpose alignment as well as from a values perspective – and those values are inclusion, integrity, humility and excellence. If you have an alignment of values, everything else becomes much easier.” OMERS supports an inclusive culture through numerous employee resource groups (ERGs), including the Multicultural Alliance, Indigenous Peoples Alliance, Pride Alliance and DiversAbilities, among others. “Without a doubt, ERGs have a very meaningful impact on our culture, helping to foster an openness and transparency

 OMERS Administration employee resource groups connecting and raising awareness at its inaugural ‘ERG Celebration Days’. that make the organization a place where people feel comfortable,” says McIntosh. “We recently hosted our first ERG Celebration Days – all the groups got together to talk and raise awareness. It’s all very positive.” As an active participant in the ‘Briefcase Parents’ and ‘Women@OMERS’ ERGs, Robinson says she appreciates the support and resources, as well as events where she can meet different people she wouldn’t otherwise meet. “Additionally, we have a lot of resources for health and well-being, including support for mental health – which can be completely confidential or not,” she says. “I like that you can make that choice.” An equally important part of this customizable experience is the way colleagues formally recognize each other for living the OMERS values – the foundation of the OMERS purpose-driven culture. “It’s lovely in that it’s an unexpected

recognition, because any individual or team can nominate someone who they feel did something at work that aligned with one of our values,” says McIntosh. “That can only come about in an environment and work culture that is positive and supportive.” 

2,614

full-time staff in Canada

48%

of employees are women

weeks, parental leave top-up pay

2,500

mental health practitioner benefit

( 2024 )

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The Ontario Dental Association puts bite into balance

ver the past six years with the Ontario Dental Association (ODA), Tamara Gligorevic has moved from administrative assistant to health policy specialist to her current position as senior advisor, health policy. “We are a membership-driven organization, so we put our membership interests first,” says Gligorevic. “But when it comes to hiring and retaining staff, the ODA wants to ensure employees are supported and happy in the workplace.”

A lot of people who come to work here want to be part of an enterprise that is engaged in doing some good for society.” — Frank Bevilacqua CEO

That was a motivating factor behind the ODA’s institution of the FLOW (Flexible Location of Work) policy. “It was really developed to address the work-life balance dilemma that many people experience,” explains CEO Frank Bevilacqua. “Going through the COVID19 pandemic caused a lot of people to re-evaluate what they’ve been doing.” The policy allows for employees to work anywhere they choose – from fulltime remotely to full-time in the office or

a hybrid. “We demonstrated during the pandemic that we were able to remain very productive and continue to deliver what we needed in terms of our jobs, but with the added benefit of providing work-life balance,” he adds. That change was hugely beneficial for Gligorevic, who now works from her home in Midland, Ont. “As a first-time homebuyer, there’s no way I could have bought a house in Toronto,” she says. “With FLOW, I get to work from home, and my productivity, my morale and my mental health in general have improved. ODA has been so supportive.” Four times a year, though, the entire team comes together in ODA’s Toronto headquarters for Anchor Days, which give workmates a chance to reconnect and new hires the opportunity to meet their colleagues. “They are teambuilding days,” Bevilacqua says, “and they’re designed to improve our work culture.” Typically, an Anchor Day has an educational theme: this past fall, for example, the ODA held sessions related to National Day for Truth and Reconciliation, which included a trip to see an exhibit of Indigenous art at the Art Gallery of Ontario. Another Anchor Day focused on cybersecurity. In the summer, the group is more likely to head outside for food trucks and activities. The ODA fully supports employees’ continuing education as long as it will help fulfil the association’s mandate. Gligorevic is pursuing an online master’s degree. “I am being financially supported, and they have said that they’re happy to support me with work-life balance,

 Ontario Dental Association employees can reconnect over educational themes at its team-building days.

whether it’s changing my working hours or moving to part-time,” she says. For many employees, the ODA is much more than just a job. “It’s being part of an overall mission – to ensure that as many Ontarians as possible have access to optimal oral health-care services,” says Bevilacqua. “A lot of people who come to work here want to be part of an enterprise that is engaged in doing some good for society. There’s some good personal fulfilment.” It’s a huge incentive for Gligorevic. “Everything I do has an impact,” she says, whether it’s creating policy position statements that affect the membership, providing education on members’ professional, legal and ethical obligations or advocating on dentists’

behalf to the provincial government. “I’m helping to ensure they can run their practice. That makes me feel like I’m doing something with purpose.” 

full-time staff in Canada

82%

of managers are women

weeks, maximum vacation allowance

100%

job-related tuition subsidies

( 2024 )

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Employees find purpose and live out values at OMA

ver a 34-year career with the Ontario Medical Association (OMA), Sandy Zidaric has never had to wonder about her purpose for coming to work each day. “What draws us all here is the opportunity to make a difference,” says Zidaric, executive vice president, people and culture, for the OMA, which advocates for the interests and well-being of over 40,000 member physicians. “We take great pride in supporting our physicians and the work they do across our health-care system.” Zidaric says the OMA workplace is very much rooted in the organization’s core values of being respectful, innovative, bold, responsive and transparent.

If we can make the lives of doctors better, they can make the lives of everyone else better.”

— Nikhil Agarwal Senior Director, Business & Market Development, Strategic Affairs

Those values are top-of-mind when it comes to employee recruitment and retention. “We look for people who are respectful and solutions-focused, value collaboration and understand the importance of bringing a diversity of voices and experiences to the table,” says Zidaric. “Above all, we look for people who are really committed to the OMA’s core purpose of making

a positive impact on health care by supporting our members.” The OMA’s values also inform its staff recognition efforts. “We want to catch ourselves living our values,” says Zidaric. “This really helps reinforce what matters in the organization and how people behave.” A key priority for the OMA is encouraging equity, diversity and inclusion (EDI) across its workforce. A multi-pronged strategy launched in 2022 includes a focus on providing learning tools and training to promote employee awareness about EDI as well as establishing the metrics needed to ensure the OMA makes continual progress towards becoming a more equitable, diverse and inclusive workplace. Promoting EDI is another way of better serving Ontario physicians, says Zidaric. “Our members are also diverse and work in a health system that’s impacted by issues of equity. By having this perspective, we’re able to improve the quality of work we do for our members.” The OMA also offers employees a wide range of other learning and career growth opportunities, which it is constantly refining to be made more transparent and accessible. The OMA’s critical role in supporting physicians was why Nikhil Agarwal joined the organization three years ago, at the height of the pandemic. “It’s been clear for a long time that our doctors were facing tremendous pressures,” says Agarwal, senior director, business & market development, strategic affairs. “But if our health-care system was in jeopardy before the pandemic, then COVID-19 just put it in a blender and hit

 Sandy Zidaric is the executive vice president of people and culture at the Ontario Medical Association. ‘purify.’ Health inequities, lack of access and so many other challenges were just laid bare.” Agarwal says the OMA is working on several fronts to try to relieve some of the pressures on physicians. That includes efforts to reduce administrative paperwork and promote more integrated, team-based models for delivering care. “We are also looking at ways to facilitate basic recruitment,” he says. “Ontario’s population is growing exponentially and continues to age. We need more doctors.” The OMA is also keenly aware that some physicians are at risk of burnout and have helped create confidential clinical care services doctors can access. “They are human beings too and they spend every waking hour looking after other people,” notes Agarwal. “But who is looking after them?” As the father of two young children,

Agarwal easily relates to the OMA’s central purpose. “All of us use and benefit from our health-care system,” he says. “If we can make the lives of doctors better, they can make the lives of everyone else better.” 

332

full-time staff in Canada

3,000

mental health practitioner benefit

62%

of board of directors identify as women

100%

employer-paid health plan, with family coverage

( 2024 )

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Ontario Shores takes the lead in upgrading skills

oanna Holley, a community behaviour therapist, recently took the new mental health pharmacology course at Ontario Shores Centre for Mental Health Sciences, a micro-credential offered in conjunction with Ontario Tech Talent Inc., a subsidiary of the University of Ontario Institute of Technology. It turned out to be a big help. “The course really reinforced a lot of what I thought I knew,” says Holley. “So this course helps hone my skills.”

It’s creating some momentum within the organization where people are sharing and learning together.”

— Sanaz Riahi VP of Clinical Services, Practice and Chief Nursing Executive

Ontario Shores, located in Whitby, is a public hospital providing a range of specialized assessment and treatment services to those living with complex and serious mental illness. But its people come from a variety of disciplines. “We recognize many of the clinicians coming into the mental health field were not formally trained in an academic institution in mental health skills and competency,” says Sanaz Riahi, vice-president of clinical services, practice and chief nursing executive. “People were just learning on the job and became really dependent on who their predecessors were.” That’s why Ontario Shores partnered with Ontario Tech Talent. The partnership

ontarioshores.ca

has crafted a suite of mental healthfocused micro-credentials, strategically tailored to address the skills gap found within interprofessional health-care workforces. These micro-credentials encompass a wide spectrum of vital subjects, encompassing mental health assessment, recovery and mental health, therapeutic communication, interpersonal relationships, and the legalities of mental health care. “We continue to build micro-credentials around sub-specialties,” Riahi says. “All courses are online.” Originally designed for nursing staff, the program has been expanded to include a wider variety of professionals. “It’s nursing and allied health professionals such as social workers, occupational and recreational therapists, and workers with various allied health credentials who can attend,” says Riahi. Holley not only took one course, she participated in developing materials for others. “I’ve also had the privilege of being able to be a subject matter expert for developing the crisis prevention course as well as credentials for elder abuse,” she says. Holley works extensively with those over 60. “I go into 60 or so nursing homes that we have partnerships with,” Holley says. “My role is to try developing nonpharmacological interventions for individuals with major neurocognitive disorders such as Alzheimer’s or dementia. Often, older adults have serious reactions to medications and pharmaceuticals in general. “My role is to try and help problematic behaviours such as wandering, vocalizations, physical and verbal expressions of risks such as punching, hitting or yelling,” says Holley. “The course really taught me how to read the medication administration records in a way to come up with strategies

 Ontario Shores employees wearing “HOPE” shirts at a staff baseball and ice cream event to support mental health awareness. for making the medications administered at times of day that target those behavioural episodes.” Riahi says the hospital is exploring how the students like the courses and if they want to continue. “We are looking at learner satisfaction, but also how many people complete a course,” she says. “Over 80 per cent of registered people actually complete the course.” The micro-credentials have stirred some excitement among staff. “It’s creating some momentum within the organization where people are sharing and learning together,” says Riahi. When students complete a course they receive an electronic badge. “It actually has all of the information about the competencies that each learner has received, as well as the date and the details about that competency,” says Riahi. “That’s how they receive accreditation from the university. “Right now we’re working with the Canadian Nurses Association because

they’re an accrediting body,” Riahi adds. “We’re working through getting our micro-credentials accredited but they just are not there yet.” Holley adds that the micro-credential she took has helped with knowing the benefits of balancing medications when needed. “It’s been a real refresher.” 

960

full-time staff in Canada

75%

of managers are female

78%

of employees are female

100%

employer-paid health plan

( 2024 )

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PepsiCo’s strong growth culture keeps staff engaged

ot many people recall having fun in their job interviews, but Lourdes Seminario, a senior director of marketing at PepsiCo Canada, definitely does. She says that’s what led to her joining the Mississauga-based food and beverage giant 23 years ago. “I had two offers, and I decided to go with PepsiCo because the interviews were so much fun that I thought it was going to be a great place with great people,” she says. “And I was not mistaken.”

We’re focused on growing the business and our people, and you have to do both to be successful.”

— Dave Moncur Vice-President of Human Resources

Seminario is not the only long-serving employee at the company: three of the four people who interviewed her back then are still working there. “That tells me a lot about PepsiCo,” she says. “I love it first of all because of the people, and then there are so many opportunities to develop your career and be more effective at your job.” Dave Moncur, vice-president of human resources, feels the same way.

“I’ve been here for 29 years, and the reason is that we’re a growth organization,” he says. “We’re focused on growing the business and our people, and you have to do both to be successful.” To that end, the company offers employees a wide range of professional development programs, from basic onboarding to mentorships and formal leadership training. “We’re really proud of our programs, and we’ve won multiple awards for them,” says Moncur, adding that they’re now expanding one of them, called the Leadership Roundtable Process. “We pull six to eight leaders together for a full year, and they go through peer coaching and get together once a month to talk about their issues and challenges,” he says. “They get to a point where they become great coaches, and the best part is that we then ask them to lead groups of other leaders the following year.” Moncur says that collaboration and communication are key to employee engagement at PepsiCo, which offers regular one-on-one meetings with managers and leaders to discuss issues, challenges and new initiatives. “We have a rigorous strategic planning process, and we share the plan through the business and talk to all our employees about their role in bringing it to life,” he says. “Everyone has a clear understanding of what we’re doing and why and how we’re doing it. It means we can take an initiative across the organization in two weeks.” Seminario values a program that uses colours to identify employees’

dare to fuel the fire inside dare for better

 Employees at PepsiCo Canada can grow their career with its professional development programs and formal leadership training.

personality types and approaches to decision-making. “It’s really good, this awareness of different styles, because it helps us to understand each other and collaborate better,” she says. She also likes the flexible work schedule that gives her time with her children when she needs it. “PepsiCo has always been good at considering the employee’s needs,” she says. “We are trusted in a way that allows us to deliver our best work, and there are great programs and benefits that help us succeed not just in work but in our lives.” It’s all part of an attractive environment, says Moncur. “The number-one thing that comes to mind is the ability for everybody to make a difference in

our business every day, no matter what job they’re in. I feel fortunate to be here. It’s an incredible culture.” 

9,963

full-time staff in Canada

2.2%

turnover rate last year

450

health and wellness subsidy

100%

job-related and unrelated tuition subsidies

( 2024 )

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Philips Canada’s purpose resonates with employees

arran Fischer knew he wanted his work to have positive impact. So it’s perfectly natural that he was drawn to Philips Canada, where he’s spent the bulk of his career. Philips Canada is the Mississauga-based subsidiary of Royal Philips, a health technology company that provides innovative technology and solutions to health-care providers with the purpose of improving 2.5 billion lives per year by 2030, including 400 million in underserved communities.

I’m really proud to have an impact on people’s health and well-being, and glad to have the opportunity to be a part of that.”

— Samar Salehi Ultrasound Business Leader

Fischer, the country manager of Philips Canada, says that like him, many employees are drawn to the company’s purpose. “People come to Philips because they share the same passion for improving lives. Through our work, employees can see and feel the impact that our solutions have on people within their own communities. Our purpose is personal to them,” he says. Samar Salehi is one of those employees. As the company’s ultrasound business leader, she manages a team that works closely with hospitals to help them address their challenges and provide quality patient care. “I’m really proud to have an impact on

people’s health and well-being, and glad to have the opportunity to be a part of that,” she says. Salehi joined Philips in 2018 in a business development role in the company’s digital pathology department and has held several positions in the years since. She says she’s been blown away by how “extremely supportive” her managers, colleagues and mentors have been of her career development. “Through the years, having open discussions with them really helped me get a better understanding of what I wanted to accomplish and helped me achieve it,” she says. Fischer says the company greatly encourages employees to be the driver of their own career development and that Philips is there to help provide the right tools and resources to help realize their goals and ambitions. In addition to a formal mentorship program, Fischer says the company helps employees with their professional development through internal and external coursework, building individual development plans for employees, as well as regular coaching and one-on-one meetings. He says employees are encouraged to have open conversations about the direction in which they want to take their career. Fischer himself has been a beneficiary of the company’s open and supportive culture. “Leaders made time for me, and it shaped the leader I am today,” he says. “I’ve learned how important it is to keep the door open for people and make the time.” Salehi, too, is paying forward the support she received by mentoring and advocating for her own team members to

 Samar Salehi, ultrasound business leader (right), celebrating Pride with her colleagues at Philips Canada. advance within the company and by being a part of the women’s leadership group at Philips – a committee that helps build a community of confident women who can learn and develop themselves through the support of others. Fischer and Salehi also highlight that for employees to achieve their personal and professional goals, they need to feel able to bring their authentic selves to work. “We want to reinforce and embrace that people can be themselves here and don’t have to put on a different face,” Fischer says. The company, he adds, is putting significant resources into its diversity, equity and inclusion goals, encouraging employees to share their feedback on how the company is doing, and has multiple employee resource groups people can participate in that provide safe spaces for open dialogue. Says Salehi: “We believe we operate at

our best when our employees feel their best, so we try to nurture that in our culture. We do that by supporting our people’s health and well-being, empowering them to achieve their goals and encouraging them to strive for continuous improvement.” 

546

full-time staff in Canada

employee resource groups

50%

of Canadian board of directors are women

years, longest-serving employee

( 2024 )

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Giving back to community is part of the culture of RGA

ne of the reasons Yinnie Chung loves her job at RGA Life Reinsurance Company of Canada is the opportunities she gets to work with colleagues to help the community. “I’ve had the privilege of participating in some truly impactful programs and events,” says Chung, senior group underwriting consultant. “Our employee volunteer days, for instance, have been a source of incredible fulfilment. These days are more than just volunteering; they are about working together as a team for a meaningful cause.”

I feel truly valued, respected and part of a close-knit work family at RGA.”

— Yinnie Chung Senior Group Underwriting Consultant

Among her favourite experiences were assembling ribbons for the Green Ribbon campaign, which raises awareness of organ donation, and hearing from a young organ recipient, as well as hosting barbecues at WoodGreen's affordable housing site in Toronto. “These activities not only make me happier but also motivate me to be a more productive and compassionate employee,” she says. Dominic Hains, president and CEO, is proud of the company’s dedication to the United Way workplace giving campaign, which RGA has supported for almost

three decades. “This dedication reflects the generosity, spirit and creativity of our team, as they constantly look for ways to make the campaign memorable. It underscores our deep commitment to our community and those in need,” he says. Chung says volunteering in the community and raising funds for charitable organizations help employees broaden their horizons and strengthen their connection to the community. “They inspire us to make a difference and develop a better understanding of the world around us,” she says. “We also gain a unique perspective and ideas on how we can help fulfil RGA’s purpose to make financial protection accessible to all. We become more compassionate and understanding partners to our clients.” RGA is also committed to employee well-being, Chung says, including mental health support, in-office yoga and ergonomic assessments. “I feel truly valued, respected and part of a close-knit work family at RGA. The genuine care, flexibility and honesty in our relationships with management and colleagues create an environment where I feel inspired to reciprocate this positive energy in my work each day.” Hains says employees are at the heart of RGA. “Their commitment, engagement and well-being directly impact our success,” he says. “Creating a workplace where all employees are encouraged and supported to reach their full potential improves employee retention, makes our clients happier and improves our whole organization.” In 2023, RGA also launched employee resource groups (ERGs) aimed at

 This year, RGA Life Reinsurance launched employee resource groups for employees to share learning opportunities about inclusivity and diversity. fostering inclusivity and diversity. These include Women’s Network, Mental Health Advocacy Group, Sustainability Committee, Working Parents Support Group and Network for Black, Indigenous and People of Colour. These groups provide a platform for employees to share perspectives and educate all associates about key issues and topics within these areas. “We truly care about issues that matter the most to them, fostering a sense of belonging and a more inclusive work environment and community,” Hains says. “RGA’s success hinges on our people. Embracing individual perspectives, experiences and differences strengthens RGA and provides a competitive advantage. Initiatives such as the ERGs align with

our values and our vision of cultivating a culture of connection, encouragement and teamwork.” 

413

full-time staff in Canada

1,000

health wellness account, plus $1,000 mental health benefits

100%

adoption leave top-up pay

100%

job-related tuition subsidies

( 2024 )

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At RBC, employees pursue a career and a cause

hen RBC introduced its new global RBC Communities Together Fund (CTF), Mohamed Zaki says he knew right away he wanted to get involved. He immediately forwarded the message to colleagues to share his excitement. One of Canada’s largest corporate donors, RBC provides multiple ways for employees to get involved and make charitable donations to help their communities. The CTF initiative features both funding and volunteering while putting employees in the driver’s seat.

Employees increasingly want to work for an organization with values that align with their own.” — Andrea Barrack Senior Vice President, Corporate Citizenship & ESG A CTF project starts with at least three employees forming a team and identifying a local community partner. Next, they meet with the partner to determine needs and how they can help. If the needs are pressing and tangible, the team can submit an application to RBC for a $1,500 grant for the charity. “I found CTF very appealing because employees can choose to support a charity that they feel a strong connection to,” says Zaki, senior relationship manager, commercial financial services. “I also appreciated its clear guidelines and

flexible structure.” Andrea Barrack, senior vice president, corporate citizenship & environmental, social and governance, says CTF offers new possibilities for engaging with RBC’s purpose of helping clients thrive and communities prosper. For starters, it can help unlock the potential of local charities and foster stronger community connections. “Large corporate donors typically work with the larger, well-known charities,” Barrack says. “Our employees’ knowledge and understanding of their communities opens the door to smaller charities serving local needs.” That was the case for Zaki who was eager to partner with a charity serving Toronto’s LGBTQ+ community. “I come from a culture where there is no support for the LGBTQ+ community so this is a cause that I’m quite keen to support,” he says. After considering two well-established charities, Zaki and his team chose Friends of Ruby. A relative newcomer, it supports all gender non-conforming youth aged 16 to 29 with free counselling, social services and housing in a purpose-built transitional home in the downtown Toronto core. Team members, including both allies and LGBTQ+ community members, participated in two volunteer events, helping sort donated clothing and packaging over 80 free hot meals. The charity used the $1,500 grant to buy gender-affirming garments to help trans and non-binary youth dress in a way that affirms their identity. “Friends of Ruby is a smaller organization that’s not well-known but is doing great things,” says Zaki. “We were their first corporate volunteers on site and

 Andrea Barrack, senior VP, corporate citizenship & ESG and Mohamed Zaki, senior relationship manager, commercial financial services, at RBC. it makes me proud that RBC gave us the opportunity to support them.” One unanticipated, but welcome, feature of the CTF is its agility. “The wildfires in Atlantic Canada brought this to light,” says Barrack. “Employees throughout the region wanted to help their friends and neighbours and very quickly put teams together,” she says. “We were able to offer rapid, on-the-ground support for disaster relief and recovery.” All told, employee teams in the Atlantic region and British Columbia led 35 CTF projects, funneling $52,500 directly to communities that were hit hard during their respective 2023 wildfire seasons. The CTF, in fact, has proven widely popular. In the first 10 months after it launched in January 2023, more than 2,800 employees in six countries completed 889 projects, helping 822 charities and racking up some 13,600 volunteer hours.

Barrack connects the dots between that uptake and the fact that it’s RBC’s people that drive each CTF project. “Employees,” she says, “increasingly want to work for an organization with values that align with their own.” 

66,044 1.3M+

in CTF global grants

23.9M

raised in annual employee giving campaign

$ $ $

full-time staff in Canada

and 169.1M+ donations community investments

Want benefits and perks that really add up?

( 2024 )

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Sanofi Canada focuses on people, not processes

ne of the first things Benoit Lemelin did after he joined the executive team at Sanofi Canada in December 2022 was to introduce what he calls ‘Bagel Fridays with Ben.’ Each week he would set aside four 45-minute sessions for any employee, at any level, who wanted to discuss their career and professional development. “At first, some people told me ‘no one’s going to come for a bagel; no one’s going to come on a Friday,’” says Lemelin, who buys the bagels in Montréal when he visits his ailing mother every other week. “Turns out my Fridays are fully booked.”

We want to be an employer by choice, as well as an employer of choice.” — Stephanie Veyrun-Manetti Country Lead and General Manager, Specialty Care

It’s a fitting turn of events at Sanofi Canada, part of a global biopharmaceutical and health-care company that’s rewriting its prescription for human resources. In fact, Sanofi no longer uses the term – and that’s just fine with Lemelin, whose title is people & culture business partner Canada. He's also quick to point out that he has “zero direct reports.” Recruitment, hiring, benefits and all the other tasks that HR departments traditionally oversee are

handled by the ‘People Excellence’ and other ‘centres of excellence’ teams. That leaves Lemelin free to concentrate on coaching and strategy. “It’s one of the reasons I came to the company,” he says. “I get to focus on the bigger picture in a way that wouldn’t be possible if I had to deal day-to-day with routine activities.” In November, Sanofi Canada consolidated its operations at its 54-acre campus in north Toronto. The site hosts commercial, research and development (R&D), and support function teams, as well as state-of-the-art manufacturing facilities producing various vaccines. In addition, Sanofi established a global artificial intelligence centre of excellence in downtown Toronto in 2022. What’s more, the company is on track to deliver over $2 billion in new infrastructure investments by 2028 to enhance its vaccine capabilities. The campus, in fact, is already one of the largest vaccine R&D and manufacturing facilities in the world, exporting vaccines to over 60 countries while also protecting over seven million Canadians annually against infectious diseases. With operations in over 100 countries, Sanofi has a long-standing commitment to transforming scientific innovation into health-care solutions. As well as vaccines, it offers prescription and non-prescription products for a wide range of common, chronic and rare diseases. Stephanie Veyrun-Manetti, Canada country lead and general manager, specialty care, says she understands why people are attracted to working for a company committed to improving

 Sanofi Canada employees connecting during a BBQ event at its 54-acre campus. people’s lives. Sanofi, of course, also wants them to grow and stay. “We want to be an employer by choice, as well as an employer of choice,” VeyrunManetti says. That’s where people & culture comes in. “We’re putting the focus on people rather than the processes,” she says. “We are very intentional and precise in what we want to achieve and we make sure we execute it well.” The Canadian country council, for instance, took three months to define how they wanted the company culture to look and feel in three years and then presented the results to employees for further discussion. “We’re really putting the emphasis on creating a work environment where employees can be their best selves,” Lemelin says, adding that a key for many is feeling included. Like many companies, Sanofi Canada

has a comprehensive strategy to promote diversity, equity and inclusion. And sometimes small gestures speak volumes. “Employees see us being down to earth and concretely engaged,” Lemelin says. “They feel we’re not doing something just to put a tick in a box.” 

2,085

full-time staff in Canada

50%

of employees are women

100%

adoption leave top-up pay

2,000

mental health practitioner benefit

( 2024 )

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Seneca Polytechnic sparks employee engagement

efore Alicia Chin started her new job this past summer, the manager of media production at Seneca Polytechnic had very firm ideas about where she wanted to work. “I can honestly say coming out of COVID that I changed,” says Chin. “I had two kids during lockdowns, and I found that my priorities shifted. I was on maternity leave prior to coming to Seneca, and I had resigned from my previous employer. It wasn’t meeting my priorities, which had shifted. My family and work-life balance had become even more important. I wanted to find an employer that offered flexibility to be with my family while accomplishing my career goals.

I was adamant that I wasn't just going to jump on the first opportunity that came by. They needed to meet my criteria, and Seneca checked all the boxes.”

— Alicia Chin Manager, Media Production

“I promised myself that I was going to be picky. I was going to be very purposeful in what I was looking for in my next employer,” Chin continues. “I was adamant that I wasn't just going to jump on the first opportunity that came by. They needed to meet my criteria, and

Seneca checked all the boxes.” Andrew Wiebe, a cloud application administrator at Seneca, has been with the organization for over 15 years, and praises not just its flexible hybrid work model but its efforts to create a community focused on both students and employees. “It’s a very supportive workplace. It’s not an every-person-for-themself environment; it’s definitely a team-playing kind of place. Everyone’s on the same team, and that’s great. Everyone’s on the same page.” Wiebe is particularly enthusiastic about how Seneca supports information technology workers like himself, and all the other staff that help the institution run. “Just from anecdotes from people who work at other places I’d say work-life balance at Seneca is very good. I have kids, and if there is a need for you to get your child from school because they’re sick, that’s understood. It’s definitely better than a lot of the private sector IT work that’s out there.” He recalls an opportunity for career advancement he was offered early on at Seneca – one that also demonstrates the institution’s longstanding commitment to innovation. “We were going through a very large project that was modernizing all the business processes across the whole enterprise. We were installing new software, and at that point I was doing IT support. I had only been there a few years, but they brought me into the project. “I guess someone, somewhere saw some potential in me and brought me into the project. It helped me learn a ton, not only about the business processes but the structure and the technology we were

 Alicia Chin, manager of media production, and Andrew Wiebe, cloud application administrator, at Seneca Polytechnic. going to use to modernize,” says Wiebe. “That was a huge growth opportunity, and instead of hiring someone external who might have the experience with the software and new technology, they decided to grow someone internal.” Chin says she marvels at how many staff it takes to run an educational institution like Seneca. “I had the privilege to attend the all-employee meeting before I started this summer, and I was amazed at how many employees there were. It truly does take a village. “I can honestly say that in all my years this has been the smoothest employee onboarding experience I’ve had,” adds Chin. “I feel very supported as a new employee, and I expect that I'll continue to feel supported for years to come. No

Embracing innovation Proudly celebrating the creativity and commitment of our employees 15 years as a GTA Top Employer and counting

#SenecaProud

question is too small, and everyone just made it very easy to see myself at Seneca for a long time.” 

1,716

full-time staff in Canada

60%

of leadership positions are held by women

93%

parental leave top-up, maximum

95%

employee retention rate

( 2024 )

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Sobeys extends its family values to 900 communities

hat first brought Jeanine Gilmore to Sobeys Inc. in 1999 was a part-time job to support herself while she finished her university studies. What brought her to seek full-time status in 2000, and has kept her on the job ever since, is her teammates – as Sobeys employees are known – and the teamwork.

It was the type of team that I knew would help me grow and assist me to help others grow. From the start, I enjoyed going to work every day. I still do.”

— Jeanine Gilmore Team Lead, Transport

“The team I was surrounded by was unique — a really diverse group, but everybody was very supportive, very encouraging. We all just pushed each other to do better, and that was the type of team that I wanted to be part of,” says Gilmore, now a team lead, transport, in Woodbridge. “It was the type of team that I knew would help me grow and assist me to help others grow. From the start, I enjoyed going to work every day. I still do.” The 116-year-old company extends its deep-rooted family culture well beyond its store doors, says Kerry Tompson,

senior vice president, talent, inclusion and HR solutions. From its headquarters in Stellarton, N.S., Sobeys operates 1,500 stores across Canada under such banners as Sobeys, IGA, Thrifty Foods, FreshCo, Foodland, Safeway, Longo’s and Farm Boy in over 900 communities. “Our communities matter intensely to our teammates,” Tompson says. Local commitments have been expressed in ways as varied as the community garden Gilmore and her teammates maintained a few years back at an Ontario warehouse, so they could “supply vegetables and fruits for shelters and those who are in need,” recalls the team lead. Corporate citizenship is embedded across Sobeys culture. Together, teammates support organizations that nurture both healthy bodies and healthy minds. Examples include partnerships with more than 400 local food banks across Canada, support of pride communities and the largest corporate partnership with Special Olympics Canada. “We’re particularly focused on creating a culture of care, trust and respect throughout our communities,” says Tompson, citing Sobeys’ ongoing relations with Pictou Landing First Nation in Nova Scotia, 15 km north of the company’s Stellarton headquarters. In 2023, Sobeys completed phase two of the Progressive Aboriginal Relations (PAR) certification program. Established in 2001 by the Canadian Council of Aboriginal Business, which aims to build connections between Indigenous businesses and businesses in the wider Canadian economy, PAR confirms corporate progress in Indigenous relations in areas of leadership, actions, employment

 Jeanine Gilmore, team lead, transport at Sobeys, receiving the ‘Empire Retail Impact’ award. and business development. Certification helps pave the way for a key Sobeys goal – broader and deeper engagement with Indigenous communities across the country, including in the GTA. “We are the largest corporation to pursue this certification,” says Tompson. “As part of our continued diversity, equity and inclusion journey,” Tompson says, “we’re working with various groups to develop programs focused on creating safe and respectful environments where all are welcomed.” Diversity and inclusion are two of the building blocks of the team that has Gilmore “excited to wake up every day and go to work,” she says. “I’ve gained so much from Sobeys in terms of growth, in learning how to be around people,

Resilient People, The Secret Sauce of Our Success.

learning how to understand them, through a very diverse group. You learn a lot, and it makes you a better person.” 

28,000

full-time staff in Canada

weeks, maximum vacation allowance

2,000

mental health practitioner benefit

years, longest-serving employee

( 2024 )

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At Sun Life, employee well-being is a major benefit

few years ago, Denise Mayen and her husband decided they’d like to take in a foster child to join their two young daughters. But it turned out the arrangement would involve taking several weeks off at the outset. “We couldn’t afford it,” says Mayen. “We were very disappointed.” Then came 2019, and her employer, Sun Life, introduced a sabbatical leave program where employees could take up to six weeks off every five-year work anniversary. “We jumped on it in 2020, when I celebrated 15 years with the company,” says Mayen.

We care deeply about our people. We prioritize their overall well-being, and we foster a culture that’s inclusive, flexible and caring.”

— Shelley Peterson Senior Vice-President, Careers and Rewards

And into their lives came a six-year-old girl, now going on nine. “Our biggest dream was made possible,” says Mayen. “Those weeks just focusing 100-per-cent on my family were amazing. Making sure our foster child felt welcomed and safe and loved was really crucial. Without those weeks off, I’m positive I wouldn’t have been able to create that connection that was so essential to our family’s well-being.” As a business systems consultant,

Mayen spends a lot of time in the GTA, helping smooth operations in the company’s call centres. The benefits she’s received, she notes, are available to Sun Life people across the country. With the challenges of handling three kids, she says, she’s also found it very helpful to use the company’s Virtual Care service, connecting with medical professionals online, as well as getting tips and advice from a mental health coach. “It’s really made a big difference in our life.” Given that a significant part of Sun Life’s global business in asset management and insurance involves managing benefit programs, it’s not surprising that it puts forward its own benefits as a major draw in recruitment and in making its employees feel secure. “We care deeply about our people,” says Shelley Peterson, senior vice-president, careers and rewards. “We prioritize their overall well-being, and we foster a culture that’s inclusive, flexible and caring. “Our sabbatical leave program is a great example of that, how we support the well-being of the person on sabbatical. It’s a break from work so they can pursue personal growth or professional development, contribute through volunteering or spend time with the people that are special to them.” Sun Life states its purpose is “to help our clients achieve lifetime financial security and live healthier lives.” “We live by our purpose internally, as well,” says Peterson. That includes a broad hybrid work policy, in which where you work is determined by the needs of the job. “We’re focused on blending in-office with virtual work,” says Peterson.

 At Sun Life, employees have opportunities for personal growth and professional development in its sabbatical leave program. Mayen says Sun Life has done a great job on that blending since the pandemic kept people at home. “I come to work at least once or twice a week,” she says. “And I’m always so happy to see my colleagues. Sun Life puts in place special events to help us get that connection back, and that makes all the difference. It’s actually fun coming in.” More seriously, senior leaders often speak at quarterly meetings and town halls about well-being, especially mental health, she says. “And what is especially laudable is hearing from our higher-level people about their own experiences with mental health, and they do this often. Talking with friends at other companies, I have no doubt in my mind that Sun Life is handling all of this very differently.” Mayen notes that she has no idea how

long her foster daughter will be with her, but she knows Sun Life will support her on the journey. “That’s why I’ve been here 18 years and counting.” 

12,388 62% $

full-time staff in Canada of employees are women

20,000

adoption assistance per family per lifetime

17,585

staff volunteer hours last year

Loving your career is how it should be. Discover a career with Sun Life.

( 2024 )

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TD is creating inclusive experiences in the GTA

ill Zou came to Canada when she was a 17-year-old international student from China, and soon joined TD Bank Group as a contact centre specialist. A manager saw her potential and offered life-changing advice when she was considering what was next for her career.

I knew I wanted my next opportunity to be one where I could have influence to improve the quality of colleagues’ lives and experiences at work.” — Yasmien Fadl Associate Vice President, Head of Workplace Design & Experience, Enterprise Real Estate “My first team manager inspired me to look at career opportunities within the bank,” says Zou, who recently became district vice president, Markham North, after serving there as a district lead in the personal banking delivery excellence team. “Since then I've had nine different roles over the past 13 years at TD and did that intentionally to expand my breadth within the organization. Throughout my career, everybody I've interacted with, whether peers, managers or executives, have been very supportive of my growth.” Supportive leaders and a caring culture also describe Yasmien Fadl's experience at TD. For Fadl, associate vice-president, head of workplace design & experience,

TD is proud to be one of Greater Toronto’s Top Employers. jobs.td.com

enterprise real estate, in Toronto, growing her career at TD has been a positive journey. After starting on a contract in 2017, she joined as a permanent employee six months later, attracted by the bank's inclusive culture and her ability to grow professionally there. “I’m a Black, Sudanese Muslim immigrant,” says Fadl. “I know the power of diverse leadership and the positive impact it has. I see myself reflected at TD, and my role also offers me the opportunity and autonomy to make things better for people across the organization. I knew I wanted my next opportunity to be one where I could have influence to improve the quality of colleagues’ lives and experiences at work.” Fadl and her team lead workplace design for all the TD workspaces across the globe, including the new LEED and WELL-certified TD Terrace at 160 Front Street West in Toronto. “It’s not every day you get to help create a new flagship campus for TD,” says Fadl. “I feel very fortunate to have worked on this project with the goal of creating spaces and experiences where people can thrive, not only to do their best work, but to feel they belong. “What’s interesting about the building is that it’s modelled as a vertical city, with an interconnected campus equipped with state-of-the-art amenities, intuitive technology, wellness offerings and inclusive spaces,” Fadl explains. “That includes accommodating a culturally and neurodiverse workforce with people who need lower light or more acoustically private environments, as well as places for people to collaborate, recharge, reflect and connect with colleagues or host

 Yasmien Fadl, associate VP, head of workplace design & experience, enterprise real estate (left) and Jill Zou, district VP, Markham North, at TD Bank. meetings and events. “Culture doesn’t just happen – you’ve got to foster it, create it, nurture it – so we strive to create environments that reflect who we are and what we value at TD,” she adds. “It’s one of the ways our culture of care is manifesting into our workplace strategy.” Zou is also experiencing the bank's caring culture as a junior leader in the visible minority mentorship program. This program pairs senior executives with junior leaders to engage in regular mentorship conversations as an investment in the bank's future. The bank says this supportive leadership cultivates growth and empowers colleagues to make an even greater impact across TD. “I try to reflect on what I’ve learned and share my wisdom with other colleagues,” say Zou. “I want to provide my teams with the same support I'm receiving from

leaders in the bank.” From its people to its premises, TD says it is creating opportunities for unique and inclusive experiences to help its employees achieve fulfilling and impactful careers across the GTA and beyond. 

64,000

full-time staff in Canada

845,230

job applications received last year

55,000

staff volunteer hours last year

100%

employer-paid health plan, with family coverage

( 2024 )

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The Toronto Zoo cares for animals – and people

he first thing Rebecca Rice, a wildlife care keeper at the Toronto Zoo wants to say about why it’s an excellent place to work is that her job doesn’t feel like a job. “I’m in the outreach and discovery department. I take animals out for guests to meet them, and I’m involved in all the bird of prey demonstrations,” says Rice. “It’s just so much fun.” But there are far more serious aspects to her work, Rice continues. “A lot of this job is dealing with people, in fact. The zoo animals are ambassadors for their wild counterparts, and we speak for them,” she says.

From wildlife care keeper to plumber to habitat designer to veterinarian, there’s such a variety of work here, we call ourselves a city within the city.”

— Valerie Peticca Director of Human Resources

“In our bird of prey demonstrations, we ask people not to throw apple cores or banana peels out their car windows because they attract mice and rats to the roadside,” says Rice. “And then hunting owls and redtail hawks will swoop in front of cars they don’t see coming. There is a lot that people don’t realize about the wildlife ecology right around them.”

The zoo is an ecosystem of its own, says its human resources director, Valerie Peticca. “We have a huge area, where we maintain a massive infrastructure, and deal with numerous responsibilities,” she says. “One day we’re talking about conservation science breeding programs for endangered animals, the next day finance and the next day about nutrition for a geriatric gorilla. From wildlife care keeper to plumber to habitat designer to veterinarian, there’s such a variety of work here, we call ourselves a city within the city.” The zoo was a leading-edge institution in its sheer, 270-hectare size when it opened in 1974, and remains so as it approaches its 50th anniversary. “We just received our accreditation from the Association of Zoos and Aquariums, which is huge in the zoo world,” says Rice. “It confirms us as a world-class zoo with high standards. In my own work, that means when I take animals out of their habitats so people can meet them, they retain some control over their lives – they choose whether to participate and when they go back inside.” The accreditation is based on many factors, including animal well-being and welfare, as seen in “the state-of-the-art orangutan habitat with the longest-living orangutan in North America,” Peticca says. And reaching that standard of care is in accord with the zoo’s own values, which it extends to employees and guests. Toronto Zoo is the first zoo in Canada to participate in an innovative program with the B.C. Parks Foundation called PaRx, Canada’s national nature prescription program. When medical practitioners prescribe nature to their patients, the zoo

 The Toronto Zoo supports the relationship between animal care professionals and its animals with a psychological health and wellness group. offers half-price admission. “We’re very focused on diversity, equity and inclusion, engaging with community partners, working with school groups, educating the public,” says Peticca. “Mental health support is very important for us – we have a whole psychological health and wellness group and a social worker who deals specifically with animal care professionals. She comes on site to provide support when needed.” “Keepers experience a lot of grief when their animals pass away,” Rice says, “and it’s really nice to have someone to talk to. They are not pets, they are wild animals, but we do get attached to them, and they get attached to us. Lions, and rhinos, when they see their favourite people, they often come closer to them. It’s a two-way street.” And something the zoo looks for in

its hiring process, Peticca says. “We want a sense of people’s commitment to the natural world and science, because we want the great group of staff that we have, and we want to support them.” 

288

full-time staff in Canada

73%

of executive team are women

234

charities helped last year

100%

employer-paid retiree health premium

( 2024 )

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Unilever gives its people a career head start

uillaume Beaulieu started working at Unilever Canada as a retail rep 10 years ago, driving from store to store and talking with staff and consumers. Now a senior manager of customer strategy and planning, Beaulieu says that first job gave him everything he needed to build his career at the Toronto-based consumer packaged goods company.

It’s not a one-size-fitsall for training – it’s up to the employee to find their purpose and work toward achieving it.” — Guillaume Beaulieu Senior Manager, Customer Strategy & Planning

“It was the bottom of the ladder, but it’s the role I learned the most from,” he says. “When you talk to store managers and customers, you get an understanding of what truly matters. And at Unilever, when you perform well you are given bigger, more strategy-oriented projects and roles, which gives you a head start in your career.” Naniss Gadel-Rab, general manager of Unilever Canada’s Nutrition division, believes that purpose is key to the company’s culture and each employee’s place in it. “Our culture is people-centric and

purpose-led,” says Gadel-Rab, who has been with Unilever for 23 years. “Our purpose as a company is to make sustainable living commonplace, and we encourage every individual to find their own purpose and bring it to life as part of their Unilever journey.” The company offers employees a wide range of programs to help them do that, from mentorships to formal training and an online platform called Degreed that offers professional development courses. “We have access to tons of training materials and information, but the company is clear and simple in its approach,” Beaulieu says. “It’s not a one-size-fits-all for training – it’s up to the employee to find their purpose and work toward achieving it.” Employees can also take advantage of Unilever’s international presence. “Because it’s a global business, we also have the chance to talk to our peers in similar markets like Australia or the U.K. and share opportunities or the challenges we face in our type of business,” he says. Gadel-Rab points out that flexibility is another key part of the Unilever culture. Staff have the freedom to work in the office or remotely. “Even before the pandemic, we started to embrace and build a hybrid approach to our ways of working, and we still do that,” she says. “People can come to the office or work at home, and they can find a better work-life balance that way. It’s good for us as well, because they are more productive.” To make sure everyone stays connected, Gadel-Rab brings her team members in regularly for get-togethers

 At Unilever Canada, employees have the flexibility to work from home or collaborate with each other during team get-togethers (‘Moments that Matter’).

called Moments that Matter. “It’s when we want to collaborate or brainstorm,” she explains. “When we need to do things as a team, we all come together in person, but when people want to have the space and room to complete their reports or reflect on a strategy, they can work from home. Everyone has that flexibility.” Beaulieu appreciates the freedom that’s given him. “During the pandemic they realized that people can be high-performing in a hybrid environment, and they’ve applied those learnings to the work model we have today. The company is fine with me operating from home because they know I can deliver results. It’s really about the output and

A BETTER BUSINESS. A BETTER WORLD. A BETTER YOU. #UnileverCanada

the results, and the way that you deliver them is up to you.” 

978

full-time staff in Canada

58%

of managers are women

5,000

scholarship program for employees' children

620

staff volunteer hours last year

( 2024 )

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Growing skills is paramount at Unity Health Toronto

ore than 30 years ago, Sonya Canzian began working as a registered nurse at St. Michael’s Hospital, now part of Unity Health Toronto hospital network. Her focus was on providing the best possible care at the bedside. “Moving up and becoming a senior leader,” she recalls, “was not something I had ever thought of as a career trajectory.”

Unity Health has a positive culture of learning and development; we really invest in our people.” — Sonya Canzian Executive Vice President, Clinical Programs But rise through the ranks Canzian did. She is now executive vice president, clinical programs, people and chief nursing & health professions officer at Unity Health, one of Canada’s largest Catholic health-care networks. She cites, among other things, Unity Health’s leadership and educational programs as key to her advancement. “Unity Health has a positive culture of learning and development; we really invest in our people,” says Canzian, who has a master of health sciences in nursing from Charles Sturt University in Australia, a degree Unity Health helped finance, and currently holds an adjunct clinical appointment at the Lawrence S. Bloomberg Faculty of Nursing at the University of Toronto. Unity Health invests more than $1.4

million in staff education and development each year. In addition, its academic education program supports nearly 6,000 staff learners and 4,000 students and trainees annually. Opportunities range from ongoing professional development to participation in courses, workshops, conferences, tuition assistance programs, grants, scholarships and more. This focus on learning and development is foundational to the network, which includes three hospitals that, for more than 130 years, have been caring for Toronto communities with a strong commitment to serving those who are vulnerable. They include St. Michael’s Hospital, an academic teaching hospital that is home to world-class specialty care programs and three research institutes; St. Joseph’s Health Centre, a community academic hospital serving Toronto’s west end; and Providence Healthcare, a hospital specializing in seniors, rehabilitation and long-term care. “Being part of a world-class health-care and research network opens up so many opportunities to learn and grow,” Canzian says. “It is our duty to be forward thinking so that our staff are well prepared to face new challenges and ever-changing environments. All of our full-and part-time employees have access to education funds to support lifelong learning and career development.” Julia Lee says she has benefited from Unity Heath’s career-building initiatives as well. A respiratory therapist (RT) by training who joined the organization as a student RT in 2004, she became certified the following year thanks to in-house training. While working as an RT, she says, “there were a lot of opportunities

 At Unity Health Toronto, employees have access to lifelong learning opportunities, including a high-tech simulation program. for learning and development, including critical care rounds.” Since then, with encouragement from her managers, she has taken on roles in research, operational readiness and as a patient-engagement specialist, plus educational opportunities. Lee is now an educator in Unity Health’s Simulation Program. It hosts more than 5,000 learners annually to support clinical education, patient safety and research using high-tech manikins, task trainers and virtual reality. “In my time here,” she says, “I’ve seen opportunities for growth for people in a variety of health disciplines that historically would only be available to physicians and nurses.” Lee was able to take advantage of a program that, she says, “helped me develop the skills to become a better clinical educator and, for example, take on students in placement programs.” Lee says working at Unity Health has

also “opened my eyes to a lot of social determinants of health” – the non-medical factors such as income, education and social status that influence health outcomes. “Unity Health across the whole spectrum does a lot of anti-oppressive, anti-racist work with the patient populations we work with.” 

6,206

full-time staff in Canada

71%

of managers are women

4,000

students and trainees annually

weeks, maternity and parental leave top-up pay

( 2024 )

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Employees shape the culture at Visa Canada

t’s hard to imagine a brand more familiar than the one offered by Visa Canada. Beyond the famous logo, the company is one of the world’s leaders in digital payments, facilitating global commerce and money movement across more than 200 countries around the world. With an advanced global processing network, Visa provides a host of services for clients along with enabling consumers, merchants, financial institutions and government entities through innovative technologies. But delivering those innovative technologies and services is only part of what the company does, according to Lillian Davenport, head of people for Visa Canada.

Our programs are initiated and delivered by our employees, for our employees.”

— Lillian Davenport Head of People

“Ultimately we are a purpose-led company,” she says. “Our purpose is to uplift everyone everywhere, by being the best way to pay and be paid. It’s our North Star, what we strive to be and why each of our employees comes to work every day. It’s ingrained in our culture.” Uplifting people around the world can mean different things, of course. For people in remote places, it can mean providing innovative ways to conduct

banking and financial services where traditional banks may be scarce, or it can mean promoting financial literacy and digital commerce to underbanked and underserved individuals. “We’re a team of innovative risk-takers trying to drive economic growth globally, even in the most remote areas,” says Davenport. “That’s a priority for us.” It’s also important to apply that same uplifting policy to Visa employees, according to Davenport. The company works hard to foster an inclusive environment, making sure Visa is a place where employees want to stay and do their best work. “We have a strong focus on engagement, on wellness and on inclusion and diversity,” she says. “And as technical as it can get, we also want to make sure we have fun along the way. We work really hard, but having that fun and that connection and that community are what really sets us apart.” Kate Yurincich joined Visa Canada just over two years ago, after spending most of her career in the banking industry. Today she is director of small business products for Visa Commercial Solutions, working with clients across North America. Yurincich was drawn to Visa because of the company’s solid brand and because of her own deep understanding of how Visa works together with the banking and payments industry. But there was another appeal: Visa’s global reach and global opportunities allow her to work with clients outside of Canada and gain new insight and perspectives. “When I joined Visa, I was pleasantly surprised by how forthcoming everyone was at the office. Employees at all levels – including senior leaders – were eager to

Visa is proud to be one of Greater Toronto’s Top Employers

 Employees have opportunities to join six employee committees that develop culture-building initiatives at Visa Canada. help me onboard and get up to speed on business priorities. Visa allows me to be creative, curious and embrace risks while avoiding being comfortable doing what has ‘always been done.’” Giving employees a strong voice is part of the equation. Visa Canada operates six employee committees that each work to build a piece of the company’s core culture. The committees take advantage of Visa’s resources to focus on issues like inclusion and diversity, employee engagement, employee development, community outreach and monthly social events. “We’re not a top-down organization,” says Davenport. “Our programs are initiated and delivered by our employees, for our employees.” She adds: “Our employees are team-oriented, incredibly smart yet humble, and filled with amazing ideas about how we can make Visa the best

place to work. We empower employees to be bold and challenge the status quo, and welcome them to voice their feedback. That’s what makes Visa and our culture unique and differentiates us from other organizations.” 

220

full-time staff in Canada

50%

of the Canada executive team are women

100%

employer-paid health plan, with family coverage

100%

adoption leave top-up pay

( 2024 )

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At the WSIB, it’s the work that makes the difference

inita Nansi may work from home, but she still feels strongly connected to the culture at the Workplace Safety and Insurance Board (WSIB). “The meaningful work we do to help people recover after a work-related injury or illness just makes you feel good,” says Nansi, a senior business analyst in IT. “I love hearing stories about how we’ve helped people get back to what matters. It gives you a sense of accomplishment that we are making a difference.”

Our whole mantra at the WSIB is we’re here to help, and you can immediately feel that here.”

— Anna Filice Chief People Officer

Being able to work remotely is a familyfriendly benefit that Nansi appreciates. The WSIB’s hybrid work model means employees work from a mix of home, office and in the field to help balance their personal lives and career. Nansi goes into the office once a month to meet with her team or for a town hall meeting. “It's working out great,” she says. “Our team is so in tune with each other, and our managers are always there to help us. We also have lots of programs that support health and wellness, like our twice-daily meditation breaks. I attend the morning session because the breathing exercises and meditation prepare you for the rest of your day, and then I join in later for the lunchtime stretch.”

Be part of a team that’s here to help.

Anna Filice, chief people officer, says that when return to work became an option, the organization thought carefully about how and where people do their work best, because they’d seen some great productivity gains in the remote work. “Our engagement scores actually went up, so we didn’t want to lose that momentum,” she says. “But we also recognize that being together in the office has some benefits around collaboration, engagement, culture building and making sure we maintain our connections. We think we’ve struck the right balance between home and office work. “When we do come to the office, it’s with purpose, so we make a deliberate effort to have in-office days. Typically, our time in office together is very planned and focused. We do a lot of town hall sessions where we bring the group together, often with a mixed agenda – a bit of networking, information sharing, opportunities for feedback and some learning. There’s always a bit of fun infused into it too.” Learning is a big part of professional growth and development at the WSIB, with programs ranging from extensive skills training to leadership development. All employees have free access to a platform with online training courses as well as to tuition assistance. Nansi plans to upgrade her skills on cloud management and artificial intelligence, using the tuition reimbursement program. Beyond learning opportunities, Nansi says what she appreciates most is that employees have a voice at the WSIB. “The communication channels are open,” says Nansi. “Upper management has regular meetings with us where we express what we want to say. We’ve seen

 The hybrid work model at WSIB involves employees working from home, office, and in the field, to help balance personal life and career. results coming out of that – it’s not a top-down approach at all.” Filice says the WSIB recently did an exercise to assess how employees felt about their personal values and the organizational values and found a strong alignment between the two. “Our whole mantra at the WSIB is we’re here to help, and you can immediately feel that here,” says Filice. “When we did that values exercise with our employees, we landed on accountability, collaboration, integrity and empathy. Those are core to how we show up, how we interact and in our service delivery for customers. “Our employees have opportunities to achieve their professional goals and highly competitive benefits, but it’s the work that makes a difference in people’s

A job with the WSIB means • • • •

a competitive salary great benefits and pension flexible work stability and room to grow

lives that really sets us apart. We’re very mission driven. In a nutshell, our values are our culture.” 

4,258

full-time staff in Canada

61%

of leaders are women

5,000

mental health practitioner benefit

100%

job-related and unrelated tuition subsidies

Join our team. wsib.ca

( 2024 )

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Yamaha Motor Canada revs up the joy of ‘Kando’

eff Barter has been playing with products from Yamaha Motor Canada Ltd. for as long as he can remember. The Victoria, B.C., native grew up around Yamaha marine products, ATVs and dirt bikes. When he landed a job in his early twenties at a family-run Yamaha dealership in Kamloops, B.C., he felt that he had found his dream job. Today Barter is district sales manager at Yamaha Motor Canada, covering a territory that includes all of British Columbia and the Yukon. “My connection to the Yamaha brand and the products has spanned motorcycles, ATVs, side-by-sides and marine products,” he says. “I’ve always loved them.”

If a new employee walks through our doors and is not familiar with our products, we quickly offer them opportunities to experience that joy.”

— Ashley Wells Director of Human Resources, Training and Compliance

In Japanese, there is a word that describes the simultaneous feeling of deep satisfaction and intense excitement that Barter feels when he connects with Yamaha’s products: “Kando.” “Kando is part of our philosophy here at Yamaha Motor Canada,” says Ashley Wells, the company’s Toronto-based

director of human resources, training and compliance. “We have days dedicated to it – days during the work week where you can try our ATVs and dirt bikes or take out a watercraft. If a new employee walks through our doors and is not familiar with our products, we quickly offer them opportunities to experience that joy.” The Kando philosophy permeates everything that Yamaha Motor Canada does. The company, which is celebrating its 50th anniversary this year, offers employee rental programs to allow staff and their families the opportunity to bond over Yamaha products during vacations and weekends. And for Toronto-area employees, a program in partnership with Skipperi gives those with a pleasure craft licence a chance to take out boats on Lake Ontario. Wells says that Yamaha Motor Canada has plenty to offer employees, including an attractive health and dental benefits package and a hybrid work policy that allows flexible work hours and office locations. The company also prioritizes helping employees maintain a good work-life balance. “We have a real ‘work smart, play hard’ mentality here,” she says. “After all, we are marrying fun with business. We are selling products that encourage families to get together out on the water or in the woods – to balance their work with fun. It’s important to help our employees find that same sense of balance.” Yamaha Motor Canada has also invested heavily in Yamaha Motor Business Academy (YMBA), a multi-year education program targeted to all levels of the organization. YMBA provides employees with tailor-made study programs that

 Employee rental programs at Yamaha Motor Canada allow employees and their families to enjoy its products on vacations and weekends. focus on their career goals. In addition to the products, there’s another, less obvious reason why Jeff Barter loves coming to work every day. “It’s the people,” he says. “Even though I work for a national company on an international stage, it feels a lot of the time that I’m working for a small, tight-knit business. It’s very personable and relationshipdriven and I absolutely love it.” That feeling was brought home to Barter a few weeks ago as Yamaha Motor Canada celebrated its half century. The Toronto venue was filled with people who had played a part in the company’s success over those five decades, including one employee who has been with Yamaha since the beginning. “It was electric inside that room,” Barter says. “If I could describe the energy that

was in the air when that meeting started it would encapsulate exactly what it feels to be a part of this company. Working for Yamaha Motor Canada is a lifestyle.” 

216

full-time staff in Canada

years, longest-serving employee

weeks, adoption leave top-up pay

100%

employer-paid health plan, with family coverage

( 2024 )

SPONSOR CONTENT

It’s people before process at York Regional Police

hen Jim MacSween became chief of York Regional Police in 2020, the GTA’s third-largest police service was already moving to change its workplace culture. MacSween has remained deeply engaged in accelerating that evolution.

With a people-first culture, we improved member commitment and workplace satisfaction, and our members serve the needs of the community at a much higher level.” — Jim MacSween Chief “We were amid this big project around culture – we still are, actually – and we have substantially moved the needle in terms of reflecting the community we serve. We’ve increased diversity in members from the 20 per cent we were at when I took over, to almost 25 per cent of a police service that collectively speaks 65 languages,” says MacSween. Policing has changed a lot – as has York Region itself, home to more than 200 ethnic groups – in the 34 years since he joined YRP as a rookie, MacSween says. “My first question as chief was, how do we move to being a people-first organization? We need to show our people we think of

them before rules and process, make sure they understand that we have care, empathy and compassion for them first. So, we flattened a lot of decision-making and from that developed a new professionalism, leadership and inclusion office that reports directly to the chief's office. “With a people-first culture, we improved member commitment and workplace satisfaction, and our members serve the needs of the community at a much higher level.” In the nine years since she joined YRP, detective constable Alethia Legall-Gabriel has seen its culture evolve. “I’m a Black female, and I came in a little bit skeptical, but I’ve seen us hire to reflect what we want the organization to be about,” says Legall-Gabriel. That positive change has accelerated in recent years, she adds, under Chief MacSween. “We started ‘Project Breakthrough’ just before COVID-19. Our aim was for everyone to feel included, accepted and valued,” Legall-Gabriel says. “Our voices and recommendations led to the new inclusion office, and I think they’re doing a really good job. Slow and steady wins the race. I don’t think we’re going to see immediate major change tomorrow, but we’re going to see change.” Greater respect for diversity and inclusion has been matched by greater concern for employee wellness, says MacSween. “Ours is one of the few police services in Canada to have two licensed clinical psychologists and four mental health clinicians on staff to provide members with rapid access to consultation services,” says MacSween. “Previously, members had to come to one central location to speak to a psychologist or a clinician. But by 2022

yrp.ca

 Alethia Legall-Gabriel is a detective constable at York Regional Police. we’d placed a lot of those resources out in our district offices, which allowed for trust building, and we have seen a substantial uptick in accessing those services.” The YRP’s evolving culture and its readiness to act upon its values became clear to Legall-Gabriel in the days following the death of George Floyd at the hands of a Minneapolis police officer in 2020. “I was having a rough time and so were a lot of people. White officers felt like they couldn’t police at all, Black officers felt like they were wearing two different uniforms, their skin and the uniform. “And our superintendent got all the Black members together, just to ask us how we were doing, what can we do, what can they do for us, what can we all do for

each other? That really stands out for me. I love it here.” 

2,445

full-time staff in Canada

7,500

mental health practitioner benefit

weeks, adoption leave top-up pay

100%

employer-paid retiree health premium

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

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

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