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p Employees at Laurentide Controls enjoying

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MONTRÉAL’S TOP EMPLOYERS 2019

14th Annual Edition

MONTRÉAL’S TOP EMPLOYERS 2019 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, RESEARCH ASSISTANT

Advertising Team:

Kristen Chow,

DIRECTOR, OPERATIONS

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Brian Bergman Ann Brocklehurst Sheldon Gordon Patricia Hluchy D’Arcy Jenish Bruce McDougall John Schofield Nora Underwood Barbara Wickens

Tight labour market makes hiring, and keeping, top performers a priority for employers

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uebec’s labour market is tighter then works in human resources now also supports the ever and that means top employers marketing team and does some business development. need to do even more to stand out as The success of the company, she said, is directly employers of choice. related to the success of its employees. “With the labour shortage, not “If we want them to grow with us, then we have to only is the candidate passing an interview invest in them,” she said. with the employer, but more and more, the employers Too many companies don’t see spending on people themselves are interviewed by the candidates,” said as an investment, said Alain Gosselin, a professor at Yves-Thomas Dorval, the president and CEO of the HEC Montréal’s department of Human Resources Conseil Du Patronat Du Quebec, the province’s largest Management. employers group. “One of the mistakes businesses are making is that And it’s not just about hiring – it’s also about they consider human resources, or pay, or training, retaining workers, he said. whatever dollar that goes to managing people, as a cost Just what companies are doing to set themselves and not as an investment,” he said. apart varies from firm to firm, Dorval said. That’s a mistake, he said, especially since today’s While compensation – salary and monetary benefits, customers are so mobile. That means it’s more importlike bonuses – remains ant than ever for compathe most important factor, nies to invest in human he said, it’s not the only capital and make sure one. their workers have the Many people are also right knowledge and looking for a sense of skills. achievement in their “You need to treat your work. People no longer employees as well as you want to do the same job want your employees to for 30 years, Dorval said. treat your customers,” he That’s why professional said. development programs Pay is important, he and training are importsaid. ant – they can help “You don’t necessarily p Head office employees at CSL Group in Montréal. employees get that sense need to be the best payer, of achievement and open the doors to movement but you need to be a fair payer,” Gosselin said. within the company and that movement doesn’t always But what’s also important is the relationship that mean a promotion, Dorval said, sometimes lateral workers have with their colleagues and their boss, he moves that allow an employee to take on a new said. Those relationships are even more of a priority challenge can give that sense of achievement as well. among younger workers. Natacha Brind’Amour, the director of people at “People will stay because of that,” Gosselin said, digital advertising firm District M, has a similar view. because if they have a good relationship with their “Companies sometimes think that the most powerful employer and their colleagues, they’ll worry they won’t retention tool is to increase salaries and compensation be able to find that elsewhere. or bonuses,” she said. “But in reality the studies tell us Some employers, like shipping company CSL Group, that it’s development that really matters to employees.” are also seeing success with one of the most traditional The company gives tuition subsidies to employees types of benefits – bonuses. who want to take additional training or courses. While “Traditional perks like our bonus program are highly that program is partially a retention tool, Brind’Amour valued by our employees who see them as tangible said, it has an additional benefit to the company recognition of their contribution to CSL. In turn, – employees bring what they learned back to work. employees are motivated to succeed both as individuals At some companies, like consulting firm Landry and and as part of a team, which contributes to developing associates, the company will subsidise tuition for a culture of performance,” said Brigitte Hébert, CSL employees who are taking courses that are directly Group’s director of communications. related to their jobs – as well as courses that aren’t But, just what works best will depend on the related to an employee’s current role (though those company. courses do have to be relevant to the business). “It’s really a big puzzle for every employer right now,” Because of that program, Catherine Hoang, a said Dorval. performance management advisor at Landry, who – Jacob Serebrin CSL

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p An employee at Montréal-based Richter LLP preparing for the ceremony that will confer his professional accounting designation.

The following organizations have been chosen as Montréal’s Top Employers for 2019 (employee counts refer to full-time employees only):

BB INC., Saint-Laurent. Engineering services. 3,767 employees. Encourages employees to adopt healthy lifestyles through the formal ‘Energi+’ wellness program that focuses the ‘heart, mind and body’. AIR CANADA, Saint-Laurent. Airlines. 26,714 employees. The company’s charitable foundation distributes over $1.5-million in grants and over 1,350 airline tickets to numerous charitable initiatives.

CF LLP, Montréal. Law firms. 436 employees. Helps employees balance work and their personal lives with alternative work arrangements and up to ten paid personal days that can be scheduled as needed throughout the year. BDC / BUSINESS DEVELOPMENT BANK OF CANADA, Montréal. Specialized banking. 2,260 employees. Employees can purchase up to five

additional vacation days through the company’s flexible health plan. BELL CANADA, Verdun. Communications. 38,613 employees. Created the national ‘Let’s Talk’ initiative to raise mental health awareness across Canada and increased coverage for mental health services as part of the employee health benefits plan. BFL CANADA, Montréal. Commercial insurance broker. 602 employees. Encourages employees to get involved in their community with a paid day off to volunteer and matching charitable donations, up to $5,000 annually. BLUE CROSS CANASSURANCE GROUP, Montréal. Health and medical insurance. 351 employees. Along with maternity leave top-up payments for 17 weeks, new moms can opt to extend their leave into an unpaid leave of absence. BRISTOL-MYERS SQUIBB CANADA, Montréal. Pharmaceuticals. 290 employees. Encourages ongoing employee development with generous tuition subsidies for courses at outside institutions to $2,500 annually.

ANADIAN NATIONAL RAILWAY / CN, Montréal. Railroads. 16,597 employees. Operates the unique Railroaders in the Community program that provides grants to charitable organizations where employees and retirees volunteer their time. CHARLES RIVER LABORATORIES, Senneville. Medical research. 1,408 employees. The company’s Innovation Fund promotes in-house entrepreneurism through funding, mentorship, and dedicated time for exploring and developing new ideas. CIUSSS WEST-CENTRAL, Montréal. Regional healthcare authority. 6,080 employees. Offers up to four weeks of paid starting vacation and considers previous work experience when setting individual vacation entitlements. COGECO CONNEXION INC., Montréal. Cable television. 2,209 employees. Along with discounted cable, phone and internet services, encourages employees to share in the company’s success through a share purchase plan. CONCORDIA UNIVERSITY, Montréal.

Post-secondary educational institutions. 2,815 employees. Helps employees plan for the future with the security of a defined benefit pension plan and a health benefits plan that extends to retirees with no age limit. COOP FÉDÉRÉE, La, Montréal. Member-owned co-operatives. 12,330 employees. Provides retirement planning assistance and phased-in work options for those nearing retirement. CROESUS FINANSOFT INC., Laval. Finance software. 180 employees. Along with a variety of alternative work options to help balance their work and personal lives, offers a unique no-limit vacation policy for all employees. CSL GROUP INC., Montréal. Shipping. 555 employees. Encourages employees to recruit their friends with generous new employee referral bonuses that range up to $3,000, depending on the position.

ASSAULT SYSTÈMES CANADA INC., Montréal. Software applications. 266 employees. Supports ongoing employee development with tuition subsidies for courses at outside schools

MONTRÉAL’S TOP EMPLOYERS 2019

DISTRICT M, Montréal. Software applications for publishers. 67 employees. Supports its new moms with generous maternity leave top-up payments to 100 per cent of salary for 52 weeks.

TS / ÉCOLE DE TECHNOLOGIE SUPÉRIEURE, Montréal. Post-secondary educational institutions. 833 employees. Offers free access to an onsite fitness facility that features instructor-led classes as well as private fitness training and physiotherapy services.

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EDNAV LIMITED, Montréal. Shipping. 184 employees. Encourages employees to give back to the community with one paid volunteer day along with matching charitable donations for their favourite charity, to $300 annually. ENETEC INC., Saint-Laurent. Software applications. 690 employees. Along with a fun social calendar, employees can unwind in a lounge that features comfy seating, television, video games, a pool table, foosball and table hockey. GILDAN ACTIVEWEAR INC., Montréal. Apparel manufacturing. 577 employees. Supports employees who get involved in the community with matching charitable donations and financial donations when employees volunteer their time, to $15 for each hour. GROUPE DYNAMITE INC., Mont-Royal. Retailing. 1,605 employees. Encourages employees to recruit their friends with generous referral bonuses that range up to $2,500, depending on the position.

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VANHOÉ CAMBRIDGE INC., Montréal. Property management and investment. 1,039 employees. In addition to their annual paid vacation, employees can earn up to six additional days off each year through the TGIF and MyBirthday programs. EURIG CANADA INC., Montréal. Single-serve coffee and equipment. 1,401 employees. Along with maternity and

KEURIG CANADA

as well as a variety of in-house training programs, including apprenticeships and paid internships.

parental leave top-ups, new moms and dads can choose to extend their leave into an unpaid leave of absence. KRONOS INCORPORATED, Montréal. Software applications. 341 employees. Employees enjoy a busy social calendar with special movie nights, happy hour evenings, winter family tubing, spring sugar shack visits, monthly summer barbecues, and much more.

’ORÉAL CANADA INC., Montréal. Cosmetics. 1,462 employees. Provides maternity and parental leave top-up payments for new mothers and adoptive parents, to 100 per cent of salary for up to 17 weeks. LANDRY ET ASSOCIÉS, Montréal. IT security consulting. 20 employees. Encourages ongoing development with generous tuition subsidies for courses related and indirectly related to an employees’ current role.

p Maxime, an employee at Montréal-based Keurig Canada Inc. GROUPE DYNAMITE

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LAURENTIDE CONTROLS LTD., Kirkland. Process control equipment. 239 employees. Offers the next generation opportunities to gain career-level experience through paid internships and co-op placements.

CGILL UNIVERSITY, Montréal. Post-secondary educational institutions. 6,256 employees. Recognizes community members who further equity and inclusivity at the university through the Award for Equity and Community Building.

p It’s always fun at the annual holiday party for employees of Groupe Dynamite.

McKESSON CANADA, Saint-Laurent. Healthcare services. 2,872 employees. Provides academic scholarships for children of employees interested in post-secondary education, to $1,800 per child.

ATIONAL BANK OF CANADA, Montréal. Banking. 16,047 employees. Donates millions of dollars to charitable initiatives each year and encourages employees to donate their time and efforts with matching charitable donations. NESTLÉ NESPRESSO CANADA, Montréal. Single-serve coffee and equipment. 333 employees. Offers maternity and parental leave top-up payments to new mothers and fathers.

NESPRESSO

2019 WINNERS

p Nestlé Nepresso Canada employees opening a new retail coffee boutique.

MONTRÉAL’S TOP EMPLOYERS 2019

PHOTOS (CLOCKWISE FROM TOP): (1) The beautiful new Maison des étudiants at l’École de technologie supérieure (ÉTS) in Griffintown; (2) Vidéotron Ltée employees immersed in a video game at ‘Le Grand RendezVous’ holiday party; and (3) Richter LLP employees closing out the year in a giant snow globe at the accounting firm’s annual party.

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2019 WINNERS

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NUANCE COMMUNICATIONS CANADA INC., Montréal. Software applications for speech recognition. 816 employees. Offers a number of financial incentives including signing bonuses for some, profit-sharing and a share purchase plan available to all.

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XYA CORPORATION, Montréal. Information technology consulting. 58 employees. Provides generous referral bonuses for employees who recruit candidates from their personal networks, to $3,000 per successful hire. FIZER CANADA INC., Kirkland. Pharmaceuticals. 1,818 employees. Offers retirement planning assistance and health benefits that extend to retirees, with no age limit and 100 per cent premium coverage. PHARMASCIENCE INC., Montréal. Pharmaceuticals. 1,498 employees. Provides generous referral bonuses for employees who help recruit candidates from their personal networks, ranging from $1,500 to $5,000.

p Employees from Pfizer Canada taking part in the ‘Light the Night’ cancer research fundraiser.

POLYTECHNIQUE MONTRÉAL, Montréal. Post-secondary educational institutions. 1,530 employees. Provides excellent family-friendly benefits, including maternity and parental leave top-up payments for new mothers and fathers and subsidized onsite daycare. PSB BOISJOLI LLP, Mont-Royal. Accounting firms. 163 employees. Encourages employees to take action in the community with a paid day off to volunteer and matching charitable donations.

RIO TINTO

PUBLIC SECTOR PENSION INVESTMENT BOARD / PSP INVESTMENTS, Montréal. Pension funds. 732 employees. Supports a number of charitable initiatives each year and encourages employees to get involved, providing two paid days off to volunteer.

p Staff at Rio Tinto enjoying an employee birthday party.

ICHTER LLP, Montréal. Accounting firms. 451 employees. Offers employees $1,000 to be distributed to health spending or health and well-being account, which can be used to subsidize activities such as fitness classes, painting and pottery.

RIO TINTO, Montréal. Mining. 10,333 employees. Cultivates an ownership culture through a share purchase plan, available to all employees.

ANDOZ CANADA INC., Boucherville. Pharmaceuticals. 774 employees. Offers a number of financial incentives including generous referral bonuses of up to $4,000. SHRINERS HOSPITALS FOR CHILDREN, Montréal. Specialized hospitals. 216 employees. Helps employees balance work and their personal commitments with a variety of flexible working arrangements where possible. SHUTTERSTOCK MUSIC CANADA, Montréal. Stock photography and music. 202 employees. Unique workplace features a lounge with a fireplace and video games, DJ booth and speakeasy bar, and a soundproof jam space with a piano, electric drums and a guitar. SID LEE, Montréal. Advertising agencies. 498 employees. Offers paid time off during the winter holidays as well as three weeks of starting vacation allowance. SOLUTIONS NOTARIUS INC., Montréal. IT security consulting. 30 employees. Provides maternity leave top-up payments for new mothers and offers the option to extend their leave into an unpaid leave of absence.

NIVERSITÉ DE MONTRÉAL, Montréal. Post-secondary educational institutions. 5,366 employees. Campus features an extensive fitness facility, with an Olympic-size swimming pool, badminton, squash, racquetball and tennis courts, and a climbing wall.

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IDÉOTRON LTÉE, Montréal. Cable television. 5,365 employees. Supports ongoing employee development with tuition subsidies and a variety of in-house and online training programs. ODIAC AEROSPACE, Kirkland. Aerospace. 1,104 employees. Offers flexible hours where possible, paid time off during the summer and paid personal days which can be scheduled as needed. – Richard Yerema & Kristina Leung

CSL

MONTRÉAL’S TOP EMPLOYERS 2019

p Employees of Montréal-based CSL Group Inc. unwinding in the kitchen area at head office.

Employees crave flexibility, and top employers do their best to accommodate them S pecial

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or some top employers, what sets them apart isn’t so much what happens at the workplace – it’s the fact that employees don’t always have to be in the office. At many top employers, support for work-life balance – and the type of flexibility that allows employees to work from home or to work different schedules that suit their lives – are now among the benefits on offer. Even in the demanding environment of legal practice, some firms are trying to differentiate themselves with support for work-life balance. “The competition is very fierce, it’s very hard to have the best people,” said

Solange Goulet, the chief human resources officer at business law firm BCF. “We really want to have the best people for our clients and keep them.” At BCF, she said, employees can work from home, there’s also flex time and part-time schedules are available for employees coming back from maternity leave. Employees can also adapt their schedules to take care of a sick family member, she said. “We want people to know that we care,” Goulet said. Employees with flexible work schedules or the ability to work from home have higher levels of satisfaction,

according to Tracy Hecht, a management professor at Concordia University’s John Molson School of Business who studies work-life balance. “Overall, when people have more control over when, where and how they do their work, this can lead to them to being happier with their work,” she said. But there is a risk that that comes with more flexible schedules, she warns. “Sometimes when people have ‘anytime, anywhere’ work, this can lead to ‘everytime, everywhere’ work, and this is not beneficial for people’s health,” she said. Studies show that work-life balance is one of the top three work-related

priorities that employees have, said Manon Poirier, the executive director of the Ordre des conseillers en ressources humaines agréés. While work-life balance measure used to be seen as a way to retain employees, workers are now increasingly looking for programs that support work-life balance when they’re applying for jobs, she said. “An employer that does not invest in work-life balance measures nowadays will have a harder time to recruit and retain,” Poirier said. “It’s not just little perks that we have, it’s fundamental in people’s decision to stay or to come and work for you.”

MONTRÉAL’S TOP EMPLOYERS 2019

FLEXIBLE WORK OPTIONS

Continued

Those measures include the ability to work from home. “More and more companies do it, I think it also became very popular in Montreal because of traffic and construction,” Poirier said. Allowing employees to work from home works, she said. “It makes employees happy, usually they are very productive working from home,” Poirier said. Another option is to allow employees to come in at different times, she said.

“There’s more and more demand from people not wanting necessarily to work from 9 to 5, they’re happy to work early in the morning, they’d like to do something in the middle of the day and then they work later, that makes sense for them, in their reality and that’s what they want,” she said. At consulting firm Landry and associates, flexible schedules are among the benefits, said Catherine Hoang, a performance management advisor at the company. “We have some people who are more efficient working later and some who

are really early birds,” she said. If an employee wants to start working at 6 am or wants to work 10 am to 6 pm, what matters is the results, Hoang said. “We kind of let them take care of their own time management, as long as they’re happy with their schedule and we’re happy with the results that they give us, that’s what’s important for us at the end of the day, she said. But not every company can put measures like that in place, Poirier said. “You need to find measures that apply to your reality, it’s not necessarily

DISTRICT M

q The employee photo wall (with year hired) at District M, a Montréal-based software platform that connects online publishers and advertisers.

one-size fits all, because there’s different measures and different realities in organizations,” she said. Ultimately, according to Poirier, it’s a question of being competitive. Businesses want to be competitive in the market but they also need to be competitive as an employer. Attracting and retaining the best employees can be more of a challenge than attracting and retaining customers, she said, having good employees can help businesses attract and retain customers. – Jacob Serebrin

MONTRÉAL’S TOP EMPLOYERS 2019

Air Canada is soaring with the help of high-tech

hen you think of Air Canada, you may imagine the airline’s check-in counters, its massive aircraft hangars and, of course, the in-flight experience. You may not immediately think of a Silicon Valleystyle tech environment, with collaborative spaces, sofas, foosball and lots of screens. But in Saint-Laurent, where Air Canada is headquartered, you can increasingly see the influence of tech in its workspaces. That’s because the airline is rapidly transforming many of its processes with the help of new technology — especially artificial intelligence, or AI. And that means the airline is hiring more tech people.

We’re making a whole transformation with AI. It’s a really exciting time to be in IT here. _______ Caroline Hilario Santos Client Partner Analyst

“We are a part of the of Scale AI consortium, which is made up of five superclusters of corporate and research partners based in Quebec that have

“It’s a really exciting time to be in IT here.” Santos studied actuarial mathematics and finance at Concordia University, followed by a master’s in business intelligence at HEC Montréal. She worked for a startup in Toronto for a while, but found she missed Montréal. “I saw a perfect match at Air Canada,” she says. Now she is helping set up a data environment that allows for complex analytics in real time in areas such as cargo and fuel. In her first year, she says, “I have been amazed at how warm everybody is, how dynamic the teams are. And everywhere you go, you hear people say ‘Hello, Bonjour.’ It makes me feel that everyone is part of a diverse, inclusive group that watches out for one another.” ¡ p Caroline Hilario Santos in the IT department at Air Canada

grouped together to start pilot projects in artificial intelligence,” says Arielle Meloul-Wechsler, senior vice-president, People, Culture and Communications. “And in our business, there are many areas where we see uses for AI and predictive thinking.” That includes cargo management, where AI can help forecast from past experience how much cargo may be coming, as well as revenue management, flight scheduling, fuel consumption and weather. It will even have an impact on recruitment, says Meloul-Wechsler. The airline

recently partnered with a company whose AI recognition software can be used with a video interview to guide a recruiter when a candidate’s facial expressions or body language show they may be uncomfortable with a line of questioning. “It can guide the recruiter to go deeper, and ultimately it produces better quality candidates,” she says. Among the new employees jumping into tech at Air Canada is Caroline Hilario Santos, a client partner analyst who joined in January 2018. “We’re making a whole transformation with AI,” she says.

26,270

FULL-TIME STAFF IN CANADA

6,630

FULL-TIME STAFF IN MONTREAL

807

JOB APPLICATIONS RECEIVED LAST YEAR

274,237

JOB APPLICATIONS IN CANADA LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Air Canada.

ENSEMBLE VERS DE NOUVEAUX SOMMETS

ACHIEVING NEW HEIGHTS TOGETHER

Nous sommes fiers d’avoir été classés parmi les meilleurs employeurs de Montréal pour 2019, fiers que nos efforts constants pour porter #HautLeDrapeau soient ainsi reconnus.

We’re proud to have been chosen as one of Montreal’s Top Employers for 2019 and recognized for our efforts to #FlyTheFlag in everything we do.

MONTRÉAL’S TOP EMPLOYERS 2019

Seize the moment, define your future with BCF

or Kevin Vincelette, it was “love at first sight.” The young Quebec lawyer was looking to join a larger firm about four years ago and was being interviewed by BCF Business Law partners at its downtown Montréal offices. “After 45 minutes, I knew this would be a perfect fit,” Vincelette recalls. “I was knocked out by their entrepreneurial spirit and their commitment to develop people and hold on to them for the long term.” Vincelette came to BCF with an MBA as well as a law degree. But he nevertheless signed up last year for the firm’s mini-MBA program, customized by the University of Sherbrooke for the legal profession. It meant giving up three hours every Tuesday night, plus homework, over a 15-week period.

When it comes to professional development and training, BCF leads the pack. _______ Kevin Vincelette Lawyer

p BCF Managing Partner Mario Charpentier (left) and partner Julie Doré (centre)

stressful, and we want our people to know that we are here for them.” Another BCF core value is giving back to the community. “We are well paid and fortunate in our work,” says Goulet. “We have a responsibility to give back.” In addition to the firm’s numerous charitable initiatives, all articling law students are required to volunteer two hours for a charitable activity every week during their first summer at BCF. That caring attitude is another thing that attracted Vincelette. “I know people don’t believe in love at first sight,” he says, “but that’s exactly what happened to me.” ¡

mentoring younger members of the firm.

“It shows BCF is prepared to spend what it takes for the development of its people,” Vincelette says. “The firm will provide you with all the tools you need to become the best you can be. When it comes to professional development and training, BCF leads the pack.” That commitment extends beyond the firm’s legal team. Everyone is entitled to full tuition for any approved professional development program. Bonuses of $3,500 to $5,000 are handed out to those who achieve professional accreditations in fields such as Patent and Trademark Agents.

For Solange Goulet, BCF chief human resources officer, helping people reach their full potential is a core value for the firm. To that end, Goulet and managing partner Mario Charpentier meet individually with all BCF professionals twice a year to discuss their career goals, their tailored development plans and general workplace satisfaction. “We want to connect with them to make sure they are happy,” she says. “For one thing, we want them to stay with us for the long term.” Goulet adds, “Our work can be

Creating growth for the future, this is why we wake up every morning.

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AVERAGE AGE OF PROFESSIONALS

65%

OF EMPLOYEES ARE WOMEN

200

CHARITIES HELPED LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of BCF Business Law.

MONTRÉAL’S TOP EMPLOYERS 2019

BDC supports its employees to help clients compete

milie Rosen joined the Business Development Bank of Canada (BDC) in 2013 to do a job that hadn’t previously existed. “I was BDC’s first regional marketing manager,” she says. “I bridged a gap between head office in Montréal and more than 30 business centres in the bank’s Ontario region.” Supported by the bank’s senior management, Rosen defined her role and its responsibilities while furthering BDC’s mission of helping to create and develop small and mid-sized businesses in Canada.

We’re a purposedriven Crown corporation. We have to ensure that employees are continuously learning to keep pace with the issues that affect entrepreneurs. _______ Mary Karamanos Senior Vice President of Human Resources

“BDC tries to ensure that you succeed in your role,” says Rosen, who came to Canada from France on an MBA exchange program and decided to stay.

p BDC employees working in creative open space

“They aligned me with the resources I needed, created a number of tools internally and made sure that the transfer of knowledge happened. That support was important. It still is.” Rosen is one of more than 2,200 BDC employees across the country who provide financing, capital and advisory services to more than 56,000 entrepreneurs. Almost two years after she joined BDC, Rosen had defined the role of regional marketing manager to the point where the bank could duplicate the position at its five regional offices across the country. Now she wanted to get more involved in strategic planning and tactical implementation.

Join the bank for risk takers

“I knew I wanted to advance to a national operational position,” says Rosen, now BDC’s senior advisor, financial products, in Montréal. “In my current position, I manage existing products for the bank and create new ones to better serve the evolving needs of our entrepreneurs.” With such focused incentive and passion for entrepreneurship, employees like Rosen receive continual encouragement from BDC to take on new challenges. Through formal and informal training, the bank strives to create a stimulating and engaging environment so that employees can keep pace with the clients they serve.

“We’re a purpose-driven Crown corporation,” says Mary Karamanos, senior vice president of human resources, at BDC’s head office in Montréal. “We have to ensure that employees are continuously learning to keep pace with the issues that affect entrepreneurs. The issues facing entrepreneurs change continuously.” Married to the owner and operator of a business in Montréal, Karamanos understands small business first-hand. “What’s happening in the economy, what’s happening in global markets, or with U.S. tariffs . . . We have to understand the challenges our clients face to best support them in becoming more competitive,” she says. “It’s also what keeps our work so interesting.” ¡

2,260

FULL-TIME STAFF IN CANADA

370

JOBS AVAILABLE LAST YEAR

27,471

JOB APPLICATIONS RECEIVED LAST YEAR

YEARS, LONGESTSERVING EMPLOYEE

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Business Development Bank of Canada.

No other bank is doing what we do. At BDC, we’re devoted to Canadian entrepreneurs. We’re also dedicated to our employees. Adaptable. Inspiring. Different. BDC isn’t just a great place to work – it’s a great place to reach your potential. We’re hiring. bdc.ca/careers

financing. advising. possibility.

MONTRÉAL’S TOP EMPLOYERS 2019

At Bell Canada, innovation connects with pride

ince he joined Bell Canada in 2005, Eric Dessureault knew this was a place he’d be able to innovate and try new things. As part of the team in Montréal, he’s leveraged his background in computer engineering and seen his career advance, branching out into areas like network engineering, software development and project management. In every role, Dessureault says the common theme has been a real sense of pride to work for a company on the forefront of technological change. Now as director, network, Dessureault leads a team that’s turning next-generation concepts into reality, whether it’s advances in artificial intelligence and machine learning or readying Internet of Things applications. His team is reinventing how Canadians go about their daily lives, says Dessureault, working on services such as virtual reality, selfdriving vehicles and connected homes.

It’s the transformative nature of what we’re doing here that makes it so exciting and rewarding to work for Bell. _______ Eric Dessureault Director, Network

p Bell employees testing the latest VR technology in Montréal

“It’s the transformative nature of what we’re doing here that makes it so exciting and rewarding to work for Bell,” Dessureault says. Founded in Montréal in 1880, Bell is Canada’s largest communications company. It’s also at the heart of Québec’s innovation sector, leading telecommunications investment and R&D spending both in the province and across Canada. This includes bringing direct fibre links and the fastest internet speeds to more than one million locations throughout Montréal, making it one of North America’s most connected centres.

Give your career a boost. Join a winning team. Apply today at bell.ca/careers Follow us @bell_jobs

Across the country, Bell’s 52,000 employees are delivering the latest in fibre and wireless technologies, working in a variety of fields including network, IT, broadcasting, finance, marketing, human resources and legal. Karine Moses, president of Bell Média Québec, says that innovation, diversity and a flexible approach to professional development means that Bell offers a dynamic work environment with unparalleled opportunities for career growth. Moses says her own path illustrates what’s possible. She started at Bell before completing university, then worked her

way through departments including field services, finance and media. In 2017, she became President of Astral, one of North America’s leading out-of-home advertising companies, and was promoted to president Bell Média Québec earlier this month. “I started at the bottom, climbed the ladder, kept learning, and today I am in a position with responsibilities for all of Canada,” says Moses. “I’ve been able to do all that without leaving Montréal.” She adds that she felt supported at every step. For that, Moses thanks Bell’s training and mentoring programs as well as its collaborative culture: “I always felt that my colleagues had my back – and that’s a great environment for success.” ¡

52,000

EMPLOYEES

9,500

JOBS AVAILABLE LAST YEAR

$17m. 1,000+

INVESTED IN LEARNING AND DEVELOPMENT STUDENTS HIRED LAST YEAR

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MONTRÉAL’S TOP EMPLOYERS 2019

BFL CANADA provides an environment for employees to become shareholders

eamwork is a defining factor at BFL CANADA. As managing partner in Montreal, Lisa Giannone finds the cohesive and collaborative atmosphere at BFL to be a tremendous asset that fuels the insurance firm’s success. “People help each other,” says Giannone. “For example, we had a client opportunity with a very tight deadline and everyone pitched in, working around the clock to make it happen. Then we celebrated as a team because the company recognizes people for exceptional effort. Part of our DNA is to work hard and play hard.” Despite the company’s rapid growth, BFL still nurtures a family spirit with social company events that bring people closer together.

We do a lot to ensure our employees are engaged, so they give us their best. _______ Lisa Giannone

Managing Partner in Montreal

“We do a lot to ensure our employees are engaged, so they give us their best,” says Giannone. “Our people are our most important assets and we want their

p Employees from BFL CANADA attending an industry event

coming to work to be an enjoyable experience.” In response to a recent employee survey, BFL continues to improve its professional development plan and in-house training for all employees, including mentoring at every level. Giannone mentors a small group of women herself and considers this to be a vital part of her contribution. “The purpose is to enhance employees’ careers and provide them with possibilities to move into leadership roles” says Giannone. “There’s an equal playing field here at BFL. Insurance has

been predominantly male dominated, so we want to change that. We want to be at the forefront of making that happen.” Giannone is also a shareholder, as are roughly 15 per cent of BFL’s employees. That’s something president, CEO and founder Barry F. Lorenzetti has encouraged from the very start. The idea of employee shareholders was part of his business plan when he founded the company 31 years ago and that hasn’t changed. “I’m pleased to be able to offer shares to key employees who have contributed significantly to our company, which is

100 per cent Canadian owned and operated,” says Lorenzetti. “We reward them specifically for their efforts. You’ll find these individuals are working together more than ever because they want to enhance shareholder value.” Another reason he cites for inviting employees to become shareholders is that it reinforces employee engagement, an ongoing challenge for many organizations today. “We believe in our employees which adds to the culture and team spirit,” says Lorenzetti. “They know that the company is behind them and wants them to become shareholders. It’s an idea that’s worked well and that was the plan.” ¡

650

FULL-TIME STAFF IN CANADA

15%

OF EMPLOYEES ARE SHAREHOLDERS

YEARS, LONGESTSERVING EMPLOYEE

WEEKS, STARTING VACATION ALLOWANCE

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MONTRÉAL’S TOP EMPLOYERS 2019

Employees help Blue Cross build for the future

arlier this fall, Isabeau Normandin joined Montréalbased Blue Cross Canassurance Group, a provider of individual health and travel insurance plans, as vice-president, talent and culture, and her timing couldn’t have been better. “We’re in the midst of a modernization,” says Normandin. “We’re building the future and involving the employees in the planning. That creates a lot of excitement.”

We support and invest in our employees... We love to see them grow and develop. _______ Isabeau Normandin Vice-President, Talent and Culture

The modernization includes, among other things, more flexible work arrangements, working remotely and a move by the end of 2019 to a new building on McGill College Avenue in the heart of downtown. There have been a number of changes in the senior management, including a new president and chief executive officer — Sylvain Charbonneau — who promptly decided

offered only evening or overnight shifts. Duque has since moved on to a series of more responsible positions, which is in keeping with the organization’s policy of supporting mentoring and career planning for its employees. “We support and invest in our employees in a number of ways,” says Normandin. “We provide in-house training and pay for professional certifications. We love to see them grow and develop.” Apart from all that, Duque has stuck with Blue Cross for another reason. “You hear horror stories about organizations pushing sales,” he says. “I’ve never had to defend or follow instructions that were unethical towards clients or employees. It’s always about clients and employees first.” ¡ p Blue Cross Canassurance CEO Sylvain Charbonneau welcoming his team at an event

the organization needed to upgrade the workplace. “When he met with employees, one of his first concerns was the quality of our offices, the amount of natural light and the air we breathe,” says project manager Jose Luis Duque. “I was surprised how quickly it happened.” The new building is located above the McGill College Metro station, a big plus for employees who commute in from the suburbs. The central location also makes it handy for students at the city’s

four universities; Blue Cross has traditionally hired students to work part-time or on contract in the organization’s two call centres. Some students take full-time positions with the organization after completing their studies. Duque started in a sales position in one of the call centres while still a student and 16 years later he’s still with Blue Cross. “It was one of the few organizations that allowed you to work between 8 a.m. and 6 p.m.,” he says, noting that others

356

FULL-TIME STAFF IN CANADA

6770

JOB APPLICATIONS RECEIVED LAST YEAR

WEEKS, MATERNITY LEAVE TOP-UP PAY

YEARS, LONGESTSERVING EMPLOYEE

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Blue Cross Canassurance Group.

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MONTRÉAL’S TOP EMPLOYERS 2019

CN is on track in developing its people for success

mployee development and support are among the touchstones at CN, North America’s only transcontinental railway and supply-chain service company. Despite its size ¬– with more than 16,000 Canadian staff and close to 2,000 full-time employees in Montréal – CN manages to be employee-focused. “The root of CN is the people,” says Catherine Corbeil, who is based at CN’s Montréal headquarters. “The company invests a lot in its employees.” Corbeil, the delivery lead for an IT initiative called the Enable Program, cites her own trajectory at CN as an example: she started as a computer programming graduate and moved up through the ranks, taking advantage of multiple training opportunities. “At CN, you’ll have more than just a job – we’ll help you grow and develop as professionals and build a rewarding career,” she says.

At CN, you’ll have more than just a job – we’ll help you grow and develop as professionals and build a rewarding career. _______ Catherine Corbeil Delivery Lead, Enable Program

p CN employees take part in a hands-on training session

Annual check-ins on employees’ career development plans are a huge boon, she adds. “We look at how people are growing as individuals. We’re really focused on expanding our employees’ skill sets and aligning them with opportunities.” CN recognizes that its success as a company depends largely on how it develops its people and helps them achieve their full potential. Joy Lynn Datinguinoo says she’s also benefited from CN’s commitment to employee growth. As the test lead of IT application management and delivery,

Proud to be a Top Employer

Datinguinoo has advanced her career at CN amid dramatic transformation in the company’s digital arm, which has come to embrace leading-edge technology. Apart from her work, Datinguinoo is proud of the company’s commitment to the community, and she regularly participates in charitable events through the CN Employees’ and Pensioners’ Community Fund. Over the past 10 years, the fund has raised more than C$14.7 million in support of a range of non-profit organizations to help the less fortunate in Canada.

Recently, she brought two teenage cousins to Montreal’s Light the Night Walk, to raise funds for the Leukemia & Lymphoma Society of Canada, which is supported by the CN Employees’ and Pensioners’ Community Fund. “I’m so happy that the warmth of the CN community means family members are welcome at these events,” she says. “Being Filipina, I’m from a culture that’s deeply rooted in family.” Corbeil and Datinguinoo also cite a plethora of advantages as reasons for choosing CN, including the company share program, robust benefits, onsite daycare, and the gym at the Montreal headquarters, where a variety of fitness courses and equipment are available. ¡

16,597

FULL-TIME STAFF IN CANADA

25.8%

OF MANAGERS ARE WOMEN

400

CHARITIES HELPED LAST YEAR

$14.7

MILLION RAISED BY CN EMPLOYEES’ AND PENSIONERS’ COMMUNITY FUND

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MONTRÉAL’S TOP EMPLOYERS 2019

Clearing paths for personal growth at Charles River

orking at Charles River Laboratories has been a “life-changing” experience for Michel Provence, corporate vice-president, safety assessment at the international drug research and testing company’s Montréal-area Canadian head office. Provence joined Charles River in his native France 14 years ago in the marketing department. A series of promotions, career switches and transfers took him first to corporate headquarters near Boston before moving to Québec six years ago. “Thanks to Charles River, I’ve had the opportunity to experience life in different cultures, as well as to grow personally and professionally,” he says.

The support has paid off. Earlier this year, Kwok received the company’s coveted OWN award for being “continuously recognized with praise by many of our sponsors.” During a visit, the company’s global president and CEO, James C. Foster, presented Kwok with the honour. “I really felt appreciated,” Kwok says. “Charles River knows that it’s important to recognize a job well done, even if it’s only a pat on the back. It makes one motivated to work even harder.” There’s no question that Charles River rewards hard work. For example, nearly 60 per cent of its Canadian executives are female. Says Kwok: “It shows there’s no gender discrimination. If you do the job, you’ll get the opportunity.” ¡ p Employees at Charles River Laboratories work diligently to create healthier lives

Here, you get all the support you need to grow into a new position. _______ Stephanie Kwok Study Director

Indeed, a Charles River hallmark is helping employees develop to their fullest potential. Career goals are discussed individually at least once a

year. “A key management job is to clear the path so people who so desire can take on more responsibility,” Provence says. “We want our employees to be happy, engaged and satisfied. That’s obviously good for them, and it ensures they deliver their best for our clients.” As a result, Charles River has a remarkable 94 per cent retention rate and fills some two-thirds of all vacancies internally. “The company really invests in its people,” says Provence. One example is Stephanie Kwok, a study director who started with Charles

River as a technician in 2005 after graduating from McGill University. “Here, you get all the support you need to grow into a new position,” Kwok says. In her case, the company felt she was almost ready to assume her current position, but wanted to ensure that her promotion would be successful. So it designed an 18-month transition in which she shadowed another study director and received onsite management training. “I knew I needed to learn more, and because Charles River believed in me, I had that chance,” she says.

1,408

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

58%

OF EXECUTIVE TEAM ARE WOMEN

2,900

STAFF VOLUNTEER HOURS LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Charles River Laboratories.

MONTRÉAL’S TOP EMPLOYERS 2019

Concordia is a future-ready city within the city

n the spring of 2016, Concordia University produced a nine-point Strategic Directions Game Plan outlining the direction needed to become a “future-ready next-generation university.” The plan was the outcome of consultation with all aspects of the university community, and the result, says Nadia Bhuiyan, vice-provost, partnerships and experiential learning, is a dynamic environment for students and staff alike. “People here are very open-minded, very forward-thinking, very innovative,” says Bhuiyan, a professor of mechanical, industrial and aerospace engineering. “They embrace change; they’re not static in their ways of thinking.” p Nadia Bhuiyan loves the openness to innovation at Concordia University

People here are very open-minded, very forward-thinking, very innovative. _______ Nadia Bhuiyan

Vice-Provost, Partnerships and Experiential Learning

And there are no shortages of opportunities for staff and faculty to further either their personal or profes-

sional development. “We ask staff what they would like to see in terms of opportunities for themselves,” explains Carolina Willsher, associate vicepresident human resources. “And we adjust our offerings on a regular basis.” With 50,315 students and roughly 6,400 employees over two campuses, Concordia is about the size of a small Canadian city, but it has retained the small-town feel of its earliest days. “Concordia is incredibly supple and agile for a university this size,” says Willsher.

Its two physical locations have much to offer — an urban campus surrounded by art galleries, restaurants and, of course, the mountain, as well as a more traditional campus in a pastoral setting. “We have great buildings, we have great infrastructure and that’s part of our community, but it’s not who we are,” she adds. “Who we are is our people.” And Concordia’s people are geared to developing ways to bring knowledge and ideas to life and to connect with the wider community. One such project, 4TH SPACE, is a showcase of the

NEXT-GEN. NOW. concordia .ca /jobs

interesting research and experiential learning activities at Concordia. Located on the corner of two major streets, the experimental space is an innovative, inclusive and open venue for students, faculty and community partners to share their work and engage Concordians and the public in research and knowledge creation. There is much that Bhuiyan says keeps her at Concordia, not the least of which is the university’s openness to innovative ideas. “Any time I come up with a new idea, it’s rare that I’m told, ‘Let’s not do this,’” Bhuiyan adds. “The first response is, ‘Do you actually have the time?’ And then, ‘Sure, test it out, try it out.’ It’s a very positive and motivating environment.” ¡

2,815

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

YEARS, AVERAGE AGE OF ALL EMPLOYEES

51.4%

OF EMPLOYEES ARE WOMEN

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Concordia University.

MONTRÉAL’S TOP EMPLOYERS 2019

From ship to shore, CSL offers a world of opportunities

hen Louis Martel joined Canada Steamship Lines (CSL) as a naval architect in 1997, he embarked on a journey – one that would see him become CEO of CSL Group Inc. two decades later. And why not? “CSL is the type of company that dares you to think big,” says Martel. “People are not put into boxes here. If you’re up for the challenge, there are plenty of opportunities to make your mark and progress within the company.”

The marine transportation industry is going through massive technological changes right now and our people are placing CSL at the forefront of that transformation. _______ Louis Martel CEO

Headquartered in Montréal, CSL is a privately-owned shipping company with a rich history that began over 100 years ago on the St. Lawrence River. Today, CSL is a global business that has brought Canadian marine shipping ingenuity to the world.

p CSL has brought Canadian marine shipping ingenuity to the world

“There’s a real sense of entrepreneurship in our workplace, both on our ships and at shore,” says Martel, who takes pride in CSL’s strong corporate values and culture of innovation. “The marine transportation industry is going through massive technological changes right now and our people are placing CSL at the forefront of that transformation.” Laura Espinosa, who first came to CSL as a co-op student from Concordia University studying mechanical engineering with a specialization in aerospace, is helping to drive that change.

“Right away I felt that CSL was just the right fit,” says Espinosa, who was energized by the prospect of working on CSL’s cutting-edge projects in collaboration with colleagues from a wide variety of departments and regions. Espinosa was hired full-time last year and assigned to CSL’s newbuild and conversion programs in Asia. “The opportunity to work on the next generation of ships has been incredibly rewarding,” she says. “We all work hard but the camaraderie and sense of accomplishment you share with your colleagues

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makes it all worthwhile.” CSL employees such as Espinosa benefit from a broad range of advantages, including a competitive salary, work-life balance and a strong employee bonus and benefits program. Notably, CSL’s educa-tional development program subsidizes tuition and professional accreditation, which has allowed Espinosa to work on a certificate in marine transportation with the Shipping Federation of Canada. “My experience with CSL has opened up a world of possibilities I didn’t know existed,” Espinosa says. “I’ve grown so much both professionally and personally. And thanks to a great working environment and colleagues who have become friends, I’m having a great time.” ¡

555

FULL-TIME STAFF IN CANADA

2,000

JOB APPLICATIONS RECEIVED LAST YEAR

45%

OF EMPLOYEES ARE WOMEN

43%

OF MANAGERS ARE WOMEN

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Canada Steamship Lines.

MONTRÉAL’S TOP EMPLOYERS 2019

Dassault Systèmes focuses on the human experience

aniel Heller has spent a lot of time in virtual worlds during his career with Dassault Systèmes Canada Inc., a.k.a. the 3DEXPERIENCE Company (3DS). Still, as proud as he is to be working with an industry-leading software developer, it’s the real-world 3DS culture, including opportunities to grow and develop, that keeps Heller engaged. “There’s just such a great ecosystem here,” he says. “There’s always somebody whose brains you can pick, which is terrific when you’re surrounded by really smart people who are so passionate about what they do.”

Innovative and creative people will always seek fresh challenges, so we offer opportunities for them to change projects and functions. _______ Nadine Petit

Worldwide COE Enablement Director

The Montréal company is part of EUbased Dassault Systèmes, which has 16,000 employees and 210,000 enterprise customers worldwide. Its portfolio of

p Dassault Systèmes staff by the fountain at the Montréal World Trade Center, site of Dassault’s head office

business management and engineering software enables customers to achieve their goals more efficiently and cost-effectively. The 3DS software spans domains from modelling and scientific simulation to production and logistics optimization. Initially focused on the aerospace and automotive sectors, 3DS currently serves 12 key spheres including financial and business services, life sciences, and consumer goods and retail. The latter is where you’ll find Heller, now a consumer industries solution experience consulting solution architect. It’s a sales role — and a transformative change of focus. Upon earning a degree in

For more information, visit us at 3DS.COM

mechanical engineering, Heller joined 3DS in its aerospace division. He then leaped at an opportunity to work on contract with an automaker in Japan doing R&D into virtual crash test models before returning home over two years later. According to Nadine Petit, worldwide COE enablement director, 3DS supports those sorts of internal transfers. “Innovative and creative people will always seek fresh challenges, so we offer opportunities for them to change projects and functions,” she adds. 3DS encourages ongoing employee development in other ways as well, including a variety of in-house and

online training programs. At the same time, Petit says, management recognizes that technical expertise is only part of the story and the human element is also essential to the company’s success. Dassault Systèmes, for instance, has been particularly pro-active when it comes to diversity and inclusion issues, she says, adding “there’s a true richness here.” Heller also welcomes the way 3DS looks beyond an individual’s current qualifications and makes sure they’re the right person for the job. That’s why when he applied for his current role, he met with the entire sales team, not just the manager. “The whole company is open to you,” he adds, “but you always feel like a team member.” ¡

266

FULL-TIME STAFF IN CANADA

137

JOBS AVAILABLE LAST YEAR

38 15+

YEARS, LONGESTSERVING EMPLOYEE CHARITIES HELPED LAST YEAR

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MONTRÉAL’S TOP EMPLOYERS 2019

At Groupe Dynamite, passion is always in fashion

s a senior Manager of e-commerce for Montréalbased fashion retailer Groupe Dynamite, Niki Marinos is not afraid to boast: “I tell everyone I have the best job in the building.” Fortunately for the rest of her colleagues at head office — and in the more than 400 Garage and Dynamite stores in eight countries — Groupe Dynamite employees all share in the workplace attributes that Marinos loves so much.

What I love about working here is every day is not the same. You’re consistently challenged at every level, and you learn from a lot of brilliant people. _______ Niki Marinos

Senior Manager of E-Commerce, Garage Brand

“What I love about working here is every day is not the same,” she explains. “You’re consistently challenged at every level, and you learn from a lot of brilliant people. “You get to be so creative,” she adds, “and we’re always there to help and

p Groupe Dynamite employees celebrating at the company's annual meeting

support each other. That’s what’s kept me here for 14 years.” At the end of the day, it’s all about attitude, says talent & culture vicepresident Sarah-Paula Brami. “We want people who are proactive, who want to get involved, who are passionate about what we do and about satisfying the customer.” At Groupe Dynamite, employee satisfaction is a two-way street, adds Brami. When people care about what they do, she says, the company wants to do everything it can to help them feel fulfilled and supported. That begins with a very open workplace culture. “Everyone has a voice,” she notes, “and all ideas are welcome.”

The support continues with generous benefits. The company helps employees save for the future with matching RSP contributions. It also provides extended healthcare coverage, tuition assistance for employees interested in continuing their education, and generous discounts on Garage and Dynamite products. In addition, Groupe Dynamite manages an extensive recognition program to honour and celebrate exceptional employee performance at all levels of the company. That includes an annual awards gala, a yearly trip to a luxurious destination for top store sales leaders, and a VIP weekend getaway for store teams that provide exceptional customer service.

The company’s spacious, light-filled head office near the revitalizing Côte-desNeiges Triangle is designed to promote collaboration. And its attractive, atrium cafeteria is a popular employee meeting place, with its delicious hot meals, salad and sandwich bar, and barista. Groupe Dynamite’s strong sense of teamwork is enhanced through social events organized throughout the year, including a popular Christmas party. It also encourages staff members to actively support local charities such as Centraide through donations and volunteer time. Being recognized as one of Montreal’s Top Employers has special meaning for the company, says Brami. “We’re really proud that it’s a Montréal-based, Canadian company.” ¡

1,605

FULL-TIME STAFF IN CANADA

96%

OF EMPLOYEES ARE WOMEN

93%

OF MANAGERS ARE WOMEN

300

STAFF VOLUNTEER HOURS LAST YEAR

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IN THE HEART OF FASHION, EVERY DAY. GROUPEDYNAMITE.COM

MONTRÉAL’S TOP EMPLOYERS 2019

ight and a half years ago Sandra Azzi joined Montréalbased Nespresso Canada, a company devoted to all things coffee, including espresso machines, coffee capsules and retail coffee boutiques. She started as a coffee specialist in a boutique and she counts herself lucky to have had so much opportunity to grow and develop. She served as a team leader, assistant manager and manager of a boutique before moving to the company’s customer relations centre, where she has held a series of increasingly responsible positions. “We’re growing so fast in Canada that it creates a lot of opportunity,” says Azzi, who is currently a performance manager in the customer relations centre. And amid all the advancements in her career, she has also taken two maternity leaves.

We’re growing so fast in Canada that it creates a lot of opportunity _______ Sandra Azzi

Performance Manager

Nespresso invests heavily in training and development for team members,

programs to promote health and wellness among its employees. Joggers can join a Wednesday running club. The company sponsors formal health and wellness weeks each May and November. Activities include lunchand-learns on dealing with stress, yoga and meditation sessions, and the company provides healthy breakfasts. “Our head office is a really beautiful space,” Parkinson adds. “We have coffee corners everywhere and what I call our Zen room, a little space where employees can go to relax, meet or work quietly.” ¡

 Nespresso Canada employees having fun at annual tree planting event

says Stacy Parkinson, human resources business partner. In addition, the company has an Academy, which issues a fresh catalogue of training material quarterly. Nespresso also has a partnership with the Université Laval . Instructors deliver full-day training sessions on a variety of subjects, including project management and time and priority management. E mployees at the corporate level enjoy flexible work schedules i n order to enhance work-life balance. “The

objective is to get the workdone and done well,” says Parkinson. “As well, we try not to schedule meetings before 9:30 in the morning or late in the afternoon. And we can leave at midday Friday during the summer.” Azzi says that the flexibility has allowed her to juggle work with the demands of being a mother of young children. “I need flexible hours,” she says. “I can arrive after the morning rush or leave before afternoon rush hour when necessary.” In addition, Nespresso has several

TO G E T H E R , W E C A N I N S P I R E TAST E F U L A N D ME A N I N G F U L L I V I N G your everyday. It’s just the beginning of how we transform lives with every cup.

Visit nespresso.com to learn more.

538

FULL-TIME STAFF IN CANADA

100

JOBS AVAILABLE LAST YEAR

58%

OF MANAGERS ARE WOMEN

YEARS, AVERAGE AGE OF ALL EMPLOYEES

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MONTRÉAL’S TOP EMPLOYERS 2019

And the Emmy award goes to…Nuance Communications

s software development director for Nuance Communications Canada, Inc., Alain Rivet never imagined he and his team would be the recipient of one of the world’s most prestigious entertainment awards. But that’s exactly what happened when Nuance’s Dragon TV recently won a Technology and Engineering Emmy Award, recognizing its intuitive voiceactivated navigation platform that allows users to seamlessly search and discover content using just their voice. The innovation is typical of the kind of work that happens at Nuance’s facility in Montréal, the global organization’s largest R&D location. Every day, millions of users and thousands of businesses benefit from Nuance-driven voice recognition and artificial intelligence (AI) technologies.

We are always working on the cutting edge. _______ Alain Rivet

Software Development Director

“We are always working on the cutting edge,” says Rivet. “There isn’t a single week I don’t return home to my family to show them some new and widely-used

p Nuance employees celebrate winning the Technology and Engineering Emmy award

technology our team developed.” That word “team” is critical, he adds. “The team is the centrepiece at Nuance. We work in a team, we learn as a team and we push ourselves as a team to continuously raise the bar on performance.” Mohamed Konate, a senior software developer who also worked on the Dragon TV project, likes the fact that he is learning something new every day. “I’ve been here seven years and there are always new challenges. With any voice recognition or AI application, there are problems to solve and you get a lot of

satisfaction when you can do that and deploy new technologies into the field.” Konate appreciates the real-world impact of his work. “You take something like automotive speech recognition. It’s a gadget, but it also makes for safer driving, because it’s hands-free. Our technologies definitely have positive benefits out there.” Surrounded by five universities from which it regularly draws talent, Nuance’s downtown Montréal office provides a dynamic work environment where, as Rivet observes, “things are always moving, and fast. The only constant is change and

the opportunities that come with it.” Nuance takes in 150 interns on a year-round basis – a new group of 50 every four months. They work closely with their managers and fellow team members and are directly involved with ongoing Nuance projects and clients. Nuance also provides employees with competitive compensation and a generous suite of benefits, including four weeks of annual vacation from day one. Professional development is encouraged through a tuition reimbursement program, internal web-based learning and mentoring. “You have the opportunity to learn and grow,” says Konate. “The company will reward you and you’ll move forward.” ¡

820

FULL-TIME STAFF IN CANADA

WEEKS, STARTING VACATION ALLOWANCE

151

INTERNSHIPS AVAILABLE LAST YEAR

360

JOBS AVAILABLE LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Nuance Communications Canada.

MONTRÉAL’S TOP EMPLOYERS 2019

Collaboration is a healthy ingredient at Pfizer

hen she was working at a small pharmaceutical start-up, Melissa Frohloff began wondering about her long-term career prospects. So when Pfizer Canada had a suitable opening, she took a gamble and left full-time employment for a contract position covering for someone on maternity leave. That was 12 years ago and Frohloff has never looked back. Pfizer develops and delivers a wide range of medicines, vaccines and consumer wellness products aimed at significantly improving the health of Canadians. Its reputation as a leading multinational biopharmaceutical company was a big part of what drew her there, says Frohloff. What keeps her energized and engaged is all that and more.

I’ve never felt I had to figure things out on my own. I can always turn to my colleagues and their attitude is ‘together we’ll make this work.’ _______ Melissa Frohloff

Senior Manager, Quality

p Employees of Pfizer Canada volunteering at the company’s Give a Hand Day

“I’ve had so many opportunities to grow and evolve,” says Frohloff, who lists stints in different departments, including manufacturing and regulatory affairs, that eventually led to her current position, senior manager, quality. “I’ve moved into a global role, working regularly with colleagues in the United States and Europe. I’m grateful that I’ve been able to do it all from Montréal.” With each move, whether laterally or up, help was available. Along with a generous compensation and benefits package, Pfizer supports professional development in many ways. It offers

Each day, we’re driven to make a difference in Canadians’ lives.

educational and experiential opportunities, including job rotation assignments and short-term project roles, and training focused on hundreds of topics such as leadership and management skills, and industry- and job-specific instruction. Pfizer’s collegial workplace environment also means that Frohloff can tap into an informal support network. “I’ve never felt I had to figure things out on my own,” she says. “I can always turn to my colleagues and their attitude is ‘together we’ll make this work.’” President John Helou says that collaboration and innovation are at the

core of Pfizer’s distinct culture, where new ideas are welcomed and people feel valued. “We’ve had many former employees return to work here and they tell us it’s not like that elsewhere,” he says. “Here they feel their opinion counts and that they can quickly make a contribution.” Since Pfizer Inc. launched its “OwnIt” initiative in all 175 global markets where it operates it has underscored the importance of ownership. As well as encouraging employees to take accountability for their work, ownership means speaking up in a non-confrontational way when problems arise. “This is not about finger-pointing,” says Helou. “We celebrate our failures when learning from our mistakes, which helps drive positive results.” ¡

1,754

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

62% 1,400+

OF MANAGERS ARE WOMEN STAFF VOLUNTEER HOURS LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Pfizer Canada.

MONTRÉAL’S TOP EMPLOYERS 2019

Pharmascience empowers its people to drive change

hilip Bertin joined Pharmascience Inc., a Montréal-based generic pharmaceutical company, two and a half years ago. From day one, he’s been growing professionally. “I’m learning something new every single day,” says Bertin, finance manager in corporate accounting. That’s thanks in no small part to the entrepreneurial spirit that is deeply embedded in Pharmascience’s corporate culture. “If I see an area where we should be doing something differently, I can build a business case and present it to management,” he says. “We have the opportunity to drive change.”

If I see an area where we should be doing something differently, I can build a case — we have the opportunity to drive change _______ Philip Bertin

Finance Manager, Corporate Accounting

Pharmascience also promotes openness and access to leadership. “In my experience, the proximity to leadership has been amazing,” says Irene Mascolo, vice-

 Pharmascience employees enjoying a luncheon to celebrate the company's 35th anniversary

president, human resources, who joined Pharmascience four years ago. “We see our CEO and COO walking around. We can always knock on their doors. They’re open to new ideas — it’s really empowering!” The emphasis of work-life balance is another aspect of the Pharmascience culture that appeals to both Bertin and Mascolo. The company has initiatives such as a flexible hours policy and its Flex Friday program, which permits employees to put in extra hours during the week and leave early on Fridays. “Pharmascience helps its employees achieve their personal

goals as well as their professional goals and I’ve seen how this can make an impact in their lives,” says Mascolo. In addition, the tire change program in the fall and spring — in which employees can have their tires changed at the workplace — as well as free flu shots and an on-site gym, all contribute to employee engagement. Pharmascience takes pride in the gender parity and cultural diversity of its workforce. This diversity is highlighted through different events, such as the Diversity Day that was held earlier this

year. “Since the inception of the company, there has been a great cultural diversity in the teams, and I am especially proud of that,” says Mascolo. Finally, Pharmascience is committed to giving back to the community. In addition to supporting Health Partners International of Canada for more than 20 years, the company invites employees to participate in many initiatives throughout the year, such as the Centraide Campaign, the Enbridge Ride to Conquer Cancer and Community Partnership Day. Employees are also entitled to participate in programs such as Leave for Change, which sends an employee to a developing country to volunteer in his or her field of expertise. ¡

1,500

FULL-TIME STAFF IN CANADA

$5,000

MAX. REFERRAL BONUS PER SUCCESSFUL HIRE

45%

OF MANAGERS ARE WOMEN

1,800

TOTAL EMPLOYEE VOLUNTEER HOURS

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Pharmascience Inc.

MONTRÉAL’S TOP EMPLOYERS 2019

At PSB Boisjoli, staff are treated like they’re top clients

hen Marc Elman makes presentations to accounting students about PSB Boisjoli LLP, he often slips in a somewhat dated – but apt – reference to make an important point. “We’re like the Hotel California,” Elman tells them. “You come here and you’ll never want to leave.” Elman should know. He started as a summer student at PSB Boisjoli in 1981, and has been a partner for the past 30 years. “Probably half a dozen of the senior partners are like me in the sense that they’re homegrown,” says Elman, who is managing partner. “They joined here as summer students and they’re still here,”

I wanted to be exposed to a lot of things and have the ability to make an impact. _______ Alexis Gabbay

Audit and Assurance Manager

When Elman returned to PSB Boisjoli as a university graduate, it was because he liked the people he’d worked with. But he soon came to appreciate the

p PSB Boisjoli offers employees regular feedback to help choose their paths at the company

opportunities to expand his abilities and grow in whatever direction he chose. “I wasn’t pigeonholed or subjected to the type of bureaucracy you’d see at some of the other firms,” he says. PSB Boisjoli impressed Alexis Gabbay at his first introduction to the company at a student networking event. “I’m a very ambitious guy,” says Gabbay, who started at the company as an intern and is now audit and assurance manager. Like Elman, Gabbay wanted to be at a firm where he wasn’t stuck in one role. “I wanted to be exposed to a lot of things

and to have the ability to make an impact,” he says. “At the end of the day, accounting is accounting. What makes a difference is the people you’re working with and the opportunities you’re exposed to.” To make sure employees get the experiences they want, PSB Boisjoli assigns each a performance coach, who offers regular feedback and helps them on their chosen paths through the company. “It’s really tailored to you, depending on your needs and career goals,” explains Marisa Rezzara,

QUIT YOUR JOB. START YOUR CAREER. As one of Montréal’s Top Employers, PSB BOISJOLI doesn’t believe in oﬀering jobs. However, we do believe in oﬀering successful careers to people who are truly passionate about their profession. Sound like you? Let’s get started. psbboisjoli.ca

vice-president of human resources and operations. “Someone may want to branch out to a different specialty so we gear them up for that.” And the partners at PSB Boisjoli understand that work is only one component of life. The firm supports employees with, among other things, flexible work options, opportunities for giving back to the community, tuition subsidies, summer hours, a health and wellness program – even massages during the busy tax season. “I always say, ‘Treat your staff like they’re your best clients and you’re going to have a very productive work force,’” says Elman. “And we do just that. It’s part of what our value system is all about.” ¡

163

FULL-TIME STAFF IN CANADA

YEARS, LONGESTSERVING EMPLOYEE

50%

OF EXECUTIVE TEAM ARE WOMEN (APPROX.)

CHARITIES HELPED LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of PSB Boisjoli LLP.

MONTRÉAL’S TOP EMPLOYERS 2019

PSP Investments fuels powerful networks of people and opportunities

iktoria Machanova joined PSP Investments in 2008 with a Commerce degree from McGill. Hired as a private equity analyst, she moved up to manager, private equity. She maintains relationships with a dozen private equity funds. Machanova spends up to 40 per cent of her work life on the road and thrives on meeting with private equity principals and their advisors. “It’s great to be able to learn from them, and build meaningful relationships for PSP,” she says. The Public Sector Pension Investment Board (PSP) is one of Canada’s largest pension investment managers. It invests for the pension plans of the Public Service, the Canadian Armed Forces, the RCMP and the Reserve Force.

PSP has done a fantastic job of promoting women. _______ Viktoria Machanova Manager, Private Equity

PSP’s principal business office is in Montréal, where 732 of its almost 800 permanent full time employees are located. PSP has additional offices in New York and London and is in the process of opening a new office in Asia. “We hire five to seven

per cent of C-suite executives. "PSP has done a fantastic job of promoting women,” says Machanova. “It’s a great improvement from 10 years ago, when it was a very challenging environment to thrive in as a woman.” Gender equity is part of a larger PSP commitment to inclusion and diversity. Eight affinity groups — including gender, visible minorities, Indigenous, people with disabilities, LGBTQ, veterans, multi and diversity of thought — were recently launched. Machanova co-leads the multigenerational affinity group. Herself a Gen Xer, Machanova says that 45 per cent of PSP staff are millennials. “Our generations are learning how to collaborate and share knowledge, to harness a valuable source of new leadership potential.” ¡ p At PSP Investments, collaborative spaces encourage sharing and innovation

positions per week and expect to hire over 150 professionals each year,” says Giulia Cirillo, senior vice president and chief human resources officer. “We look mainly for investment professionals with Chartered Financial Analyst credentials to invest in the public equity and debt markets. For the real estate, natural resources, infrastructure and private equity markets, we look for top talent that is not only financially oriented but also masters how to negotiate, leverage networks and effectively manage relationships.” To support its investment professionals, PSP

also seeks people with skills in investment finance, treasury, taxation, risk, human resources and legal. For PSP, inclusion and diversity are leadership commitments, directly sponsored by the CEO and CHRO. In November, it held a Taking Charge of Your Career day for female employees. “Some 100-plus women attended the event, which included a panel discussion with the women on our board of directors, as well as with members of senior management,” says Cirillo. At PSP, women comprise 40 per cent of the workforce, 35 per cent of its managers and 33

732

FULL-TIME STAFF IN CANADA

19,702

JOB APPLICATIONS RECEIVED LAST YEAR

WEEKS, STARTING VACATION ALLOWANCE FOR PROFESSIONAL POSITIONS

40.4%

OF EMPLOYEES ARE WOMEN

This story was produced by Mediacorp in partnership with Postmedia, on behalf of PSP Investments.

MONTRÉAL’S TOP EMPLOYERS 2019

Jeans, tech savvy and a family feel at Richter

t’s a small thing, but also a tad revolutionary. The sober-suited accounting/consulting world isn’t known for being cool, but recently 93-year-old Montréal company Richter LLP decided to allow jeans at work.

In today’s world, our younger people come out of university with magnificent ideas, and we want to empower our Richter people and encourage them to bring technology to the firm. _______ Scott Binns

Partner

“We gear ourselves to what people want in today’s environment,” says Scott Binns, a partner at one of Canada’s top 10 business advisory firms. “We try to be as progressive as we can and to continually learn about what our talent needs, so we can attract them and retain them. Obviously, we dress to the clients’ needs as well, but otherwise it’s jeans every day. And while we offer a myriad of perks, our people also benefit from a collaborative

 Employees from Richter LLP attending an event conferring their accounting designation

work environment and diversity of thought, in a firm that is evolving with today’s emerging technologies.’’ Richter is innovative in many ways. Binns, who’s been with Richter for “19 glorious years” – since he was a graduate student in accounting – is also lead of the firm’s emerging technology group. “In today’s world, our younger people come out of university with magnificent ideas, and we want to empower our Richter people and encourage them to bring technology to the firm.” At the same time, Richter offers a

welcoming atmosphere. At the annual town hall last year, company staff – 400 of them in Montréal, with another 100 split between Toronto and Chicago – were asked which word first comes to mind for their employer. Most people answered “family,” Binns recalls. “We try to promote the Richter family image, even with students. So, school comes first. You could be working on a file with a tight deadline, but our senior people ensure that if we have someone who is in in school, they succeed.” Alexandra Brazeau, a senior auditor

who started at Richter five years ago while completing her chartered professional accountant program, notes that she’s had a personal performance advisor from the get-go. “I feel supersupported here. The mentors guide us in our careers, and the company allows us to work in the sphere we want to work in.” Esprit de corps is also reinforced by Richter’s dedication to charity. The firm and its foundation gave roughly $1 million last year for non-profits and has a paid annual community volunteer day. Brazeau is also inspired by the firm’s commitment to its women employees. “I had a female mentor who eventually became a partner. That tells me, as a woman, that I can achieve such a thing.” ¡

493

FULL-TIME STAFF IN CANADA

YEARS, AVERAGE AGE OF ALL EMPLOYEES

57.6%

OF EMPLOYEES ARE WOMEN

4,000

STAFF VOLUNTEER HOURS LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Richter LLP.

MONTRÉAL’S TOP EMPLOYERS 2019

Montreal becomes a global hub for Rio Tinto

artyne St-Germain joined Rio Tinto two decades ago with a CPA designation. She has worked for the metals and minerals company in its Montréal offices in various roles – in finance, business analysis, business improvement and human resources. The company has recently made its Montréal office a global hub to support its operations around the world, in addition to being the headquarters for its alumi-num business. Since March 2018, St-Germain has been project lead in the Montréal hub, leading the creation of an inspiring workspace, where people feel valued and included, know about the assets they support, and come together to collaborate in a dynamic environment.

We are aiming to provide efficient functional and technical support to our operations around the world, including in the Americas, Africa and Europe. _______ Martyne St-Germain Project Lead

p Martyne St-Germaine, at Rio Tinto, focuses on leading the creation of an inspiring work environment for their most valuable assets - their people

“We are aiming to provide efficient functional and technical support to our operations around the world, including in the Americas, Africa and Europe, with a focus on being connected to the realities of our customers, markets and partners,” says St-Germain. “In early 2019, more than 700 people will work at the Montréal hub,” says Josée Girard, vice president, human resources. “This represents approximatively 150 new roles. They will be mainly in the areas of finance, procurement, HSE and skills we need for future software engineering and artificial intelligence.” Rio invests heavily in staff development, providing in-house and online training.

One of Montréal’s Top Employers for 2019!

“Rio Tinto College” offers over 3,000 online training modules, from technical courses to safety training. The company also offers tuition subsidies for external, job-related courses. St-Germain benefited by earning a black belt and Kaizen facilitator status in Lean Six Sigma, a productivity improvement system. Reflecting the company’s commitment to health, safety and the environment, meetings in the Montréal hub begin with a five-minute “safety share,” during which employees exchange tips that promote safety. “Even a reminder to switch to snow tires before the winter weather arrives can be important,” says St-Germain. The Montréal hub encourages employee

camaraderie. The Inclusion and Diversity Committee organizes several activities; one is the annual heritage event where employees of different backgrounds bring servings of their culture’s cuisine. The committee also plans staff participation in external events such as the annual Montréal Pride parade. Rio supports numerous charitable causes in Montréal. They include Suzie’s Baskets, a charity that delivers food baskets to needy families during the holiday season. St-Germain, who delivered a basket for the first time in 2017, found the experience so satisfying that she intends to participate annually. Rio matches each employee’s personal contribution. Says Girard: “It’s important to us to partner with the communities in which we operate.” ¡

10,000+ 1,000+

FULL-TIME STAFF IN CANADA JOBS AVAILABLE LAST YEAR

YEARS, LONGESTSERVING EMPLOYEE

200+

CHARITIES HELPED LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Rio Tinto.

MONTRÉAL’S TOP EMPLOYERS 2019

At Sandoz, well-being starts with its employees

hen Morgane Defrecheux was training to run a marathon, she had to weigh the demands of her sport against those of her job as operations manager of institutional sales at Sandoz Canada. Fortunately for her, the pharmaceutical company has an on-site, state-of-the art fitness facility where she logged up to 100 kilometres a week.

There’s a very strong sense of shared purpose. Everybody takes great pride in knowing they play a part in delivering affordable, high-quality medicines that improve and extend people’s lives. _______ Michel Robidoux

President and General Manager

Not only is the facility convenient, it’s staffed by two kinesiologists who can develop personalized fitness plans at no extra charge for gym users. Noting that private personal trainers can be expensive, Defrecheux said she appreciates how Sandoz Canada also saved her money while contributing to her work/life

p Morgane Defrecheux, Operations Manager, Institutional Sales, Sandoz Canada

integration. “Here they really put a lot of emphasis on the health and overall well-being of all employees,” she said. That focus is a reflection of the company’s mission to help people everywhere live longer, healthier lives, said Michel Robidoux, president and general manager of Sandoz Canada. The company has a performance-oriented culture, he said, and the gym and other helpful perks are among a range of initiatives to help employees remain engaged and productive. “There’s a very strong sense of shared purpose,” Robidoux added. “Everybody takes great pride in knowing they play a part in delivering affordable, high-quality medicines that improve and extend people’s lives.”

A division of Novartis Group, Sandoz International is a global leader in generic pharmaceuticals and biosimilars, approved biologics with comparable safety, quality and efficacy. Sandoz Canada’s portfolio also includes a variety of consumer products available without a prescription. Sandoz Canada offers competitive compensation and a wide range of professional development opportunities. Its innovative approach to work/life integration pays particular attention to helping employees manage their energy levels. It recently introduced Dialogue, a telemedicine cellphone app that enables employees to take care of minor health issues without the hassle of going — or

taking a child — to visit the doctor. Marc St-Pierre, vice-president of human resources, said that “people are just amazed at how well it works.” Other time-saving, stress-busting initiatives include a micromarket with healthy foods for eating at work or taking home; an auto maintenance service where work is done on employees’ vehicles while they’re at work; and providing employees with the secure technology and flexibility to work from home as needed. For Defrecheux, who has now run two marathons, the result is an outstanding workplace culture. Add in meaningful work and dedicated colleagues and Sandoz Canada, she said, has an unbeatable combination: “I can’t give you just one reason why I love working here!” ¡

263

FULL-TIME STAFF IN CANADA

JOBS AVAILABLE LAST YEAR

49%

OF MANAGERS ARE WOMEN

CHARITIES HELPED LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Sandoz Canada.

Generous benefits Access to a gym at work Car service Flexible hours Casual attire Onsite micromarket

Sandoz Canada Proud to be a leader in generic and biosimilar medicines while providing an environment that nurtures energy, work-life integration and enjoyment at work. View our employee testimonials on sandoz.ca and follow our LinkedIn page to learn more.

MONTRÉAL’S TOP EMPLOYERS 2019

‘Magic’ abounds at Shriners Hospitals for Children

Boissonneault notes that the hospital – which treats about 24,000 outpatients a year and performs more than 1,100 surgeries, as well as providing full rehab services – is also committed to addressing staff suggestions for making the workplace even better. He plans to implement a continuous improvement program in the coming year. “It’s always a good investment when you improve activities or services for staff. Our great strength is their spirit.” In 2018, at the request of staff, the hospital opened an on-site wellness room with a variety of classes and workout equipment. The hospital also hosts an array of social and staffrecognition events. ¡

our-and-a-half-year-old Louka was born with cerebral palsy and had surgery last summer that would allow him to walk for the first time. But he also needed to undergo an intensive, six-week physiotherapy program at Shriners Hospitals for Children - Canada, located in Montréal, which he found difficult. He indicated that the only person who could help him go through it was Santa. So, the hospital’s Child Life and School Services staged Christmas in summer and arranged for Saint Nick to come back from his vacation to encourage Louka to do all his exercises. Louka’s parents got to see him take his first steps, and many more. p Shriners Hospitals for Children employee, Denis Alves, records patient and

You can feel the dedication of the staff and their motivation, and the relationships are just fantastic. ______ Jacques Boissonneault Hospital Administrator

It’s moments like that — and they aren’t rare — that make working at Shriners Hospitals incredibly rewarding

and create a profound sense of shared mission. “There’s a kind of magic in this place,” says hospital administrator Jacques Boissonneault, “and it’s created mostly by the interaction between staff and the patients and their families. You can feel the dedication of the staff and their motivation, and the relationships are just fantastic.” Denis Alves feels lucky to have worked at the hospital – which serves children from across Canada and the northeast U.S. who have complex or chronic orthopedic conditions – for close to 40

hospital milestones with his camera

years. He started out at 16 as a cleaner, then became a driver dispatching out-of-town children and their families to and from the airport and other medical appointments, and has been the medical photographer for the past two decades. “You see these children come in, they’ve been unlucky in life and can barely walk or have physical disabilities, and they always have a big smile on their face,” he says. “They’re full of life. It’s a real privilege to work in an institution like this, where the staff is a family and we welcome our patients as family.”

221

FULL-TIME STAFF IN CANADA

WEEKS, MATERNITY LEAVE TOP-UP PAY

WEEKS, STARTING VACATION ALLOWANCE

75%

OF MANAGERS ARE WOMEN

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Shriners Hospitals for Children.

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 Montréal’s Top Employers. Now

entering its 20th year, our national project is Canada’s longest-running and best-known

editorial competition for employers. For information on next year’s

application process, visit:

CanadasTop100.com/2020 Applications for our 2020 competition will be released in February and must be returned by April.

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