National Capital Region's Top Employers (2019)

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

14th Annual Edition

CITY OF OTTAWA

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

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All rights reserved. NATIONAL CAPITAL REGION’S TOP EMPLOYERS is a trade mark of Mediacorp Canada Inc. Editorial inquiries: ct100@mediacorp.ca

p City of Ottawa public health employees dragging for ticks to test for Lyme disease.

The strength of the National Capital Region is reflected in this year’s winners

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his year marks the 14th annual edition of the National Capital Region’s Top Employers competition. When the project was launched, it was a challenge to find a mix of private- and public-sector organizations that best represented progressive workplace policies and forward-thinking human resource programs in the region. At the time, the capital was dominated by public-sector employers with few real differences in terms of the benefits offered or workplace policies.

Today, the National Capital Region is home to some of the country’s most dynamic technology employers and many public-sector organizations that lead their fields not just in Canada, but internationally as well.

With unemployment in the capital at a 30-year low, employers across the region are competing vigorously to attract and retain the best and brightest.

When we launched the competition in 2005, our editorial team hoped that by telling the stories of the most progressive employers, other organizations would take note – and improve the working conditions and benefits offered to their own employees. Not only

would this provide transparency in the selection of winners, but it could also improve the ‘workplace literacy’ of job-seekers regarding the programs and benefits that the best employers offered.

Today, we see best practices migrating quickly across employers and even between the private- and public sectors. Many of the region’s private-sector employers have borrowed from the public sector the types of family-friendly benefits available to employees, such maternity and parental leave top-up, as well as better vacation allowance and flexible work arrangements.

In the public sector, we see progressive employers – such as the Bank of Canada and the Treasury Board, to name just two – borrowing from the tech sector when redesigning their offices to be more open, modern, innovative and collaborative.

For job-seekers in the National Capital Region, the choices have never been better when it comes to finding an excellent employer. This year’s list of winners offers something for everyone and, like the region, we are confident it will keep growing stronger.

– Tony Meehan

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SURVEYMONKEY

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

p In designing its new head office, SurveyMonkey started by surveying employee to get their insights and feedback.

Workplace Design: Employee input key to design of new head office – and building a better workplace experience

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fter seeing explosive growth here in the nation’s capital since entering the market with an acquisition in 2014, SurveyMonkey has spring-boarded to become one of the city’s top employers, according to a study completed for Postmedia.

The study, now in its 14th year identifies top employers in the National Capital Region. It is part of the Canada’s Top 100 Employers project, an editorial project managed by Mediacorp Canada Inc. that recognizes employers with exceptional human resources programs

and “forward-thinking workplace policies.”

SurveyMonkey was chosen among the city’s top 50 employers because it offers employees a number of benefits that set it apart from others, including an employee share-purchase program, signing bonuses, year-end bonuses, a competitive vacation time offering and new office space that incorporates design elements that were made by the company’s employees.

“Our continued investment in our Ottawa office all began with a survey.

We asked our employees, early into the

process of building our new space, what was important to them and how we could ensure that this new space could help contribute to building a great experience for them?” said Becky Cantieri, SurveyMonkey’s chief people officer.

“They gave us wonderful insights and feedback into the design of that building.”

SurveyMonkey, which among the world’s most popular providers of online surveys for consumers and businesses, came to Ottawa in 2014 when it acquired Fluidware in a $20-million deal. That

year the company had 70 employees in the nation’s capital, it’s now pushing 150.

The growth saw the firm take over five floors at 200 Laurier Ave. West to help house its Ottawa operations. According to Cantieri, the company has around 40,000 square feet of office space at the location, which it will need as it plans to add as many as 30 more employees over the next year.

Ottawa has become SurveyMonkey’s second largest office, with its largest being its head office in San Mateo, Calif.

The company employs a total of around 700 people globally.

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

The firm’s inclusion among the city’s top 50 employers is something that Cantieri said SurveyMonkey is “thrilled” about.

To be chosen among Ottawa’s top 50 employers, editors at Mediacorp grade companies on several criteria. They looked at the physical workplace, work atmosphere and social opportunities for employees. They also look at health, financial and family benefits. Things such as vacation time, employee communications, performance management, training and skills development as well as community involvement are also considered. The editors publish detailed reasons in the selection of winners and a catalogue of best practices for employers and job-seekers alike.

This year’s national competition saw a record number of employers take part in the selection process, with an increased number of applicants from all regions of the country. Mediacorp editors started by examining the recruitment histories of more than 95,000 employers it tracks for its popular job-search engine, Eluta. ca. From this pool, Mediacorp invited 9,801 employers to submit detailed applications, including a comprehensive review of their operations and HR practices that compares them to others in their industry and region. All of those who submitted an application for consideration were required to pay a $975 fee. While Mediacorp reveals those firms that crack the top 50 employers in the region, it does not rank those employers based on the outcome of their submission. It simply provides an alphabetical listing of who made the final cut.

Mediacorp said about 100 local entries were received for consideration on the Top 50 Employers list in Ottawa.

SurveyMonkey joined other private-sector employers including online store builder Shopify, commercial construction contractor Modern Niagara and photonics manufacturer Lumentum Operations LLC. The list was dominated by public-sector organizations, including schools such as Carleton University and Algonquin College, as well as government departments including the Canada Revenue Agency, the Canadian Forces and Statistics Canada.

– Vito Pilieci

SURVEYMONKEY

Continued

p The refreshment area at the head office of SurveyMonkey is a popular meeting spot for employees.

BANK OF CANADA

WORKPLACE DESIGN

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p The new Knowledge Centre at the Bank of Canada in Ottawa was constructed with employee collaboration and learning in mind.

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E&SDC

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

2WINNERS 019 p Staff at Employment and Social Development Canada meeting in the greenspace outside their Ottawa headquarters.

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

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DOBE SYSTEMS CANADA INC., Ottawa. Cloud-based publishing and graphics software. 305 employees. Incorporated employee feedback into a recent refresh of its physical work environment that includes sit-stand workstations, informal break areas and private meeting rooms.

ALGONQUIN COLLEGE OF APPLIED ARTS & TECHNOLOGy, Ottawa. Postsecondary educational institutions. 1,332 employees. Supports its new moms with a full year of maternity leave top-up as well as up to 35 weeks for its new dads.

ALTERNA SAVINGS AND CREDIT UNION LIMITED, Ottawa. Credit unions. 519 employees. Offers employees a number of great financial benefits, including a defined contribution pension plan, discounted mortgage rates and no-fee banking services.

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ABCOCK CANADA INC., Ottawa.

Engineering services. 370 employees. Supports its new parents-tobe with a generous IVF subsidy if needed, up to $15,000.

BANK OF CANADA, Ottawa. Central banking. 1,717 employees. Recently renovated head office offers numerous thoughtful design features, from private drop-in rooms to an “IdeaSpace” innovation lab to encourage collaboration to an expanded Wellness Centre.

C

ANADA FOUNDATION FOR INNOVATION / CFI, Ottawa.

Non-profit research institutions.

69 employees. Offers a generous wellness spending account (to $750 annually) that can be used for a variety of health-related expenses, including gym memberships and fitness equipment for the home.

CANADA MORTGAGE AND HOUSING CORPORATION / CMHC, Ottawa.

Federal administration of housing programs. 1,861 employees. Offers employees long-term security with contributions to a defined benefit pension plan along with retirement planning assistance services.

CANADA REVENUE AGENCY / CRA, Ottawa. Federal tax collection agency.

41,665 employees. Helps employees balance their work and personal lives through alternative work options, from flexible hours and telecommuting to a formal earned days-off program.

CANADIAN ARMED FORCES, The, Ottawa. Military forces. 63,552

employees. Supports its new moms and dads with generous maternity and parental leave top-up payments along with the option to extend their leave into an unpaid leave of absence.

CANADIAN HERITAGE, Gatineau.

Federal department overseeing culture and heritage. 1,938 employees. Reaches out to the next generation of employees through great summer job and internship opportunities at museums, heritage properties and cultural organizations.

CANADIAN INSTITUTE FOR HEALTH INFORMATION / CIHI, Ottawa. Non-profit organizations. 758 employees. As part of the flexible health benefits plan employees receive a generous health spending account of over $2,500 every year to tailor coverage to their needs.

CANADIAN INSTITUTES OF HEALTH RESEARCH, Ottawa.

Grantmaking foundations. 477 employees. Along with summer jobs, co-ops and paid internships, offers a unique Summer Leadership Program to help students transition into full-time roles.

CANADIAN INTERNET REGISTRATION AUTHORITY / CIRA, Ottawa.

Manages the .ca top-level domain. 87 employees. Offers a busy social calendar for all employees that includes numerous fun events for employees and their

families, from a summer carnival and barbecue to movie viewings to golfing, and much more.

CARLETON UNIVERSITY, Ottawa.

Post-secondary educational institutions.

2,111 employees. Employees are encourage to keep fit with free access to the University’s Recreation and Athletics Centre that features a triple gymnasium, field house and swimming pool.

CASINO DU LAC-LEAMY, Gatineau.

Casino resorts. 890 employees. Along with tuition subsidies for courses at outside institutions, reaches out to the next generation with paid internships in hospitality, human resources, finance and marketing.

CHILDREN’S HOSPITAL OF EASTERN ONTARIO / CHEO, Ottawa.

Specialized hospitals. 1,746 employees.

Encourages ongoing learning with generous tuition subsidies for courses related and not directly related to their current position, to $2,000 annually.

COMMUNICATIONS SECURITY ESTABLISHMENT / CSE, Ottawa.

Federal signals intelligence agency. 2,351 employees. Encourages employees to balance their work and personal lives through a variety of alternative working arrangements and up to eight paid personal days off each year.

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

D

Continued

EFENCE CONSTRUCTION CANADA / DCC, Ottawa.

Federal Crown corporation that builds Canadian defence infrastructure projects around the world. 910 employees. Offers longer term peace of mind with contributions to a defined benefit pension plan along with a health benefits plan that extends to retirees with no age limit.

DEPARTMENT OF FINANCE CANADA, Ottawa. Federal department overseeing finance and economic forecasting. 742 employees. Supports a dedicated Wellness Champion and Committee to build awareness of workplace well-being and enlists senior executives who work as Wellness Ambassadors.

E

GG FARMERS OF CANADA, Ottawa. Industry associations. 57 employees. Donates over half-amillion eggs to school breakfast programs across the country every year through its partnership with Breakfast Club of Canada.

EMPLOYMENT AND SOCIAL DEVELOPMENT CANADA, Gatineau.

Federal department overseeing employment insurance system and social development. 25,018 employees.

Supports ongoing employee development through a variety of initiatives including “The College@ESDC” that features five learning centres across the country designed to accommodate in-class and virtual training.

ENGINEERS CANADA, Ottawa.

Professional membership organizations.

46 employees. Participates in the Not Myself Today campaign in partnership with the Canadian Mental Health Association and the Bell Let’s Talk program to raise awareness about mental health issues.

EXPORT DEVELOPMENT CANADA, Ottawa. Federal trade financing and support agency. 1,560 employees.

Developed the FamilyMatters@EDC initiative that includes workshops and a speakers series addressing topics related to raising families.

F

ISHERIES AND OCEANS CANADA AND THE CANADIAN COAST GUARD, Ottawa. Federal department overseeing fisheries and

oceans. 11,522 employees. Supports its new moms and dads, including adoptive parents, with generous maternity and parental leave top-up payments along with the option to extend their leave into an unpaid leave of absence.

VILLE DE GATINEAU

2019 WINNERS

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ATINEAU, VILLE DE, Gatineau.

Municipal governments. 2,748 employees. Employees can plan for the longer term with the security of a defined benefit pension plan and a health benefits plan that extend to the retirees.

H

EALTH CANADA / SANTÉ CANADA, Ottawa. Federal department overseeing health and safety regulation. 7,497 employees.

Employees can keep fit with subsidized access to an onsite fitness facility that also features a variety of instructor-led yoga and boot camp classes.

HOUSE OF COMMONS ADMINISTRATION, Ottawa. Legislative bodies.

1,845 employees. Starts new employees with four weeks of paid vacation and offers a variety of alternative work options to help employees balance their work and personal lives.

HYDRO OTTAWA, Ottawa. Electricity distributors. 680 employees. Along with a defined benefit pension plan, employees can take advantage of retirement planning assistance services as well as phased-in retirement work options when nearing retirement.

I

MMIGRATION, REFUGEES AND CITIZENSHIP CANADA / IRCC, Ottawa. Federal department overseeing immigration and citizenship.

7,894 employees. New moms receive generous maternity leave top-up payments to 93 per cent of salary for the full year of their leave and have the option to extend their leave into an unpaid leave of absence after one year.

INNOVATION, SCIENCE AND ECONOMIC DEVELOPMENT CANADA, Ottawa. Federal department responsible for fostering a growing, competitive, and knowledge-based Canadian economy. 5,184 employees.

Along with full tuition subsidies for courses at outside institutions, interested employees can take advantage of a short-term work experience program that lets them try out other work opportunities and gain new experience.

p The Ville de Gatineau places a strong emphasis on employee safety and training.

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L

Continued

A CITÉ, Ottawa. Post-secondary educational institutions. 541 employees. In addition to generous maternity and parental leave for new parents, new parents can take advantage of subsidized onsite daycare when they’re ready to return to work.

LUMENTUM, Nepean. Specialty manufacturing. 317 employees. Encourages the development of an ownership culture through a share purchase plan for employees.

M

EDICAL COUNCIL OF CANADA, Ottawa. Professional membership organizations.

204 employees. Helps employees balance their work and personal lives through a variety of alternative work options and offers a telework allowance to help equip their home office.

MODERN NIAGARA GROUP INC., Kanata. Engineering services. 2,149 employees. Employees enjoy a busy social calendar throughout the year, from an annual holiday party at Christmas to the inter-office ‘Battle of Ontario’ hockey tournament for annual bragging rights.

N

AV CANADA, Ottawa. Air traffic control. 5,113 employees. Offers a dedicated mental health strategy that features access to the Live Well website that offer a range of helpful resources addressing physical and mental health strategies.

NUTRITION INTERNATIONAL, Ottawa. Non-profit organizations. 82 employees. Supports ongoing employee development with generous tuition subsidies for courses related to their current position, to $2,500 annually.

O

TTAWA COMMUNITY HOUSING CORPORATION, Ottawa. Local housing authorities. 367 employees. Hosts the “Bright Ideas” suggestion program to capture feedback on everything from employee health and wellness to tenant engagement and community development.

OTTAWA HOSPITAL, The, Ottawa.

General hospitals. 6,246 employees.

Along with its role as a major teaching hospital, reaches out to the next generation through a variety of summer employment, co-op placement and paid internship opportunities.

OTTAWA, CITY OF, Ottawa. Municipal governments. 12,069 employees.

Celebrates exceptional performance and achievement in a variety of areas, including creativity and innovation, diversity and inclusion, heroism and lifetime achievement.

P

ERLEY-ROBERTSON, HILL & MCDOUGALL LLP / S.R.L., Ottawa. Law firms. 114 employees.

Supports its new moms and dads, including adoptive parents, with maternity and parental leave top-up payments, to 95 per cent of salary for up to 12 weeks.

PYTHIAN GROUP INC., The, Ottawa.

Information technology consulting. 196 employees. Rewards long-serving employees with extra time off and an all-expenses paid trip to any Pythian office around the world.

financial expenditures and spending.

2,060 employees. Head office is LEED Gold-certified and features a living wall, a green roof, a training facility and showers and lockers for bicycle commuters.

TREND MICRO TECHNOLOGIES INC., Kanata. Software application developers. 260 employees. Offers generous academic scholarships for children of employees interested in post-secondary studies, to $5,000 per child.

U

NIVERSITIES CANADA, Ottawa. Professional membership organizations. 83

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OYAL, THE, Ottawa. Psychiatric and mental health hospitals. 951 employees. Hosts an annual Spring Into Wellness health fair to encourage employees to adopt healthy lifestyle practices.

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HOPIFY INC., Ottawa. Cloudbased retailing software for small businesses. 2,903 employees. Head office features distinctive amenities including an employee lounge with video games, an indoor go-kart track, an exercise room and a cafeteria.

SMART & BIGGAR/FETHERSTONHAUGH, Ottawa. Law firms. 390 employees. Offers maternity and parental leave top-up payments to new mothers and adoptive parents, to 100 per cent of salary for up to 12 weeks.

STATISTICS CANADA, Ottawa. Federal statistical agency. 5,275 employees. Along with a defined benefit pension plan, retiring employees can take advantage of health benefits that extend into retirement, with no age limit.

SURVEYMONKEY CANADA INC., Ottawa. Cloud-based survey software.

116 employees. Along with 3 weeks of starting vacation allowance, employees receive paid time off during the winter holidays as well as a number of paid personal days.

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REASURY BOARD OF CANADA SECRETARIAT, Ottawa.

Federal department overseeing

JACOB FERGUS/THE OTTAWA HOSPITAL

2019 WINNERS

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

employees. Supports the ‘Leave for Change’ program, which allows employees to devote a portion of their vacation to volunteer in a developing country.

UNIVERSITY OF OTTAWA, Ottawa.

Post-secondary educational institutions.

4,806 employees. Recognizes exceptional employees with a variety of performance recognition awards, including the President’s Service Excellence Awards and the Distinguished Leadership Award. ­­– Richard Yerema & Kristina Leung

q A doctor at The Ottawa Hospital preparing for surgery.

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THE ROYAL

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

p Psychology residents at The Royal enjoying a moment in the sun.

Job flexibility, maternity benefits and workplace culture key to attracting and retaining talent, experts say

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odern employees are demanding more of their employers, from flexible work arrangements and custom-tailored hours to increased maternity and paternity benefits.

Simply put, the longtime status quo just doesn’t seem to cut it anymore.

Younger generations of workers just don’t want to spend from 9 a.m. to 5 p.m., five days a week, in a staid, beige office cubicle.

“We hear from clients quite often about how often their employees are willing to sacrifice on salary versus flexibility or vacation, flexible leave and things like that,” said Avra Davidoff, a counsellor with Canada Career Counselling.

She is also the co-author of a paper called Making it Work: How to Effectively Navigate Maternity Leave Career Transitions Guide for Employer and Employee, which has been published by CERIC a charitable organization that advances education and research in career counselling and career development.

“People are becoming more aware of their value. People don’t have to work in the traditional employment setting.

They would rather take a 10 per cent or 20 per cent salary cut in exchange for something they feel would improve their overall career and life satisfaction.”

The emerging millennial demographic is quickly becoming the largest segment in the workforce. And millennials value flexibility and work/life balance over higher pay, studies have shown.

“The one-size-fits-all policies of past decades are being abolished in favour of more flexibility that allows employers to cater to the needs and goals of employees,” states a study released earlier this year by human resources consulting firm Randstad Interim Inc. “Work-life balance and job satisfaction are top of mind for this generation.

They prioritize experiences over money, so paid time off, remote work opportunities and general flexibility are important to them at work.”

As millennials are already the largest single demographic in the country,

accounting for more than nine million people, they make up a large pool of talent that can’t be ignored by employers. As a result, employers find themselves offering more flexible hours, on-site gym classes and beefed-up maternity and paternity offerings to attract the younger workers.

Millennials are already the largest single demographic in the country, accounting for more than nine million people, they make up a large pool of talent that can’t be ignored by employers.

It seems that some of the push for more engaging work environments, more flexible work hours and better family benefits, including paid maternity and paternity coverage, may be fallout from the effect that the modern digital world has had on older generations.

In a world of always connected devices, older generations of employees have complained of feeling overwhelmed. That feeling, which often pushes employees to respond to a text from home or check their emails before going to bed, is leading to big problems

for workers and employers alike, according to another study released by Deloitte Development LLC. The study, titled Talent Trends: HR Technology Disruptions for 2018, suggests that employee disengagement and rapidly dropping productivity rates among the workforce are related to today’s ever connected world.

“It’s also why many people are struggling to find a way to fit mindfulness classes, yoga, and a focus on wellbeing into their lives,” reads the Deloitte study.

Employers who do not embrace the wants of the emerging workforce risk disenfranchising the talent they need to keep their organizations functioning, according to Canada Career Counselling’s Davidoff.

“Overall it can hurt their prospects for the labour pool and certainly their reputation.” she said, adding that many people find out about an employer after hearing about it from a friend or acquaintance. “A lot of people get jobs through word of mouth.”

– Vito Pilieci

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Algonquin helps employees DARE to succeed

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hen Diane McCutcheon first moved to Ottawa, she applied to Algonquin College after hearing it was an excellent place to work. Fast forward 29 years and McCutcheon is still there, currently as vice president of human resources.

“What’s kept me here is the mission, vision and values,” McCutcheon says.

“That sounds easy to say, but it’s something I truly believe in because we live and breathe our values here. It’s an inclusive and dynamic culture.”

If you have a goal that you want to achieve, the college can help you achieve that.” _______ Lisa Langton

Program Coordinator and Professor, Veterinary Technician program

Algonquin’s mission to transform hopes and dreams into lifelong success applies to both students and employees. It was recently put into action through the opening of its $44.9million DARE (Discovery, Applied Research and Entrepreneurship) District, offering a new library and state-of-the-art facilities. They include the Employee Learning Exchange, which

“Everyone here is committed to excellence in their job — and not just in their particular profession, but with teaching and learning as well,” Langton says. “If you have a goal that you want to achieve, the college can help you achieve that. It’s great to be at a place that offers that kind of support.”

After the success of the Paws for Stress therapy program on campus, Langdon was contacted by the college to investigate the idea of Algonquin getting its own therapy dog.

“It’s a great stress reliever to connect with one of these dogs,” says Langton, who is interviewing 17 dog applicants for the position. “We’re doing this because we recognize the health benefit. It’s just one of the many supports Algonquin offers staff and students.” ¡

p Indigenous Dancers helped mark the celebration of the opening of Algonquin College’s newest building - the DARE District

unites four employee learning and development teams in a one-stop shop for professional learning, collaboration and service. McCutcheon says that puts employee needs at the forefront.

“This new building is changing how we work,” she says. “Whether you’re faculty, support staff or an administra-tor, you can go to the Employee Learning Exchange for any professional development you want to explore. You see employees going there just to chat, brainstorm or collaborate on projects. It's a wonderful

spot — like a tech lounge for employees.”

Lisa Langton, professor and program coordinator in the Veterinary Technician program at Algonquin, has already participated in several sessions offered in the Exchange – such as leadership training in diversity and inclusion and the faculty learning program where new staff receive guidance from senior faculty. Langdon also credits the college with encouraging and supporting her as she worked through getting her master of education.

1,315

FULL-TIME STAFF IN CANADA

371

JOBS AVAILABLE LAST YEAR

21,390

JOB APPLICATIONS RECEIVED LAST YEAR

53%

OF MANAGERS ARE WOMEN

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Algonquin College.

Changing Lives Join a global leader in digitally connected experiential learning. Algonquin College is an innovative, sustainable place to work and study. We make education personal.

algonquincollege.com/careers

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NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Employees have a big voice at Babcock Canada

B

abcock Canada Inc. listens to its employees. After a recent workplace assessment asked for staff feedback, many of the employees’ requests, such as better communication, were swiftly put into action.

“We’re listening and making changes based on what we’re hearing,” says Catherine O’Reilly, vice president of human resources for the firm, which offers engineering support solutions for mission-critical services. “The company culture is different now than even a year ago. It’s not just from the workplace assessment, which is an overview of our guiding principles, but we’re learning from our town halls and making changes based on that, too.”

We’ve been given the tools we need to come together and collaborate when necessary so we can blast through our challenges. _______ Cindy Frohlick Assistant Project Manager

The company introduced into its town halls an audience interaction application called SLIDO, which allows employees to

p Employees at Babcock Canada celebrate the company’s 10-year anniversary at Vincent Massey Park

ask questions on their phones, anonymously if they wish. The questions then pop up on a screen.

“That opened up communications right across the board because employees felt they had an opportunity to ask anything,” says O’Reilly. “The executive team is committed to answering every question, including ones they may not have time for at the session.”

In the last round, employees asked 209 questions that were answered in a document that’s accessible to all staff.

Additionally, Babcock introduced an employee advisory committee that prioritizes employee suggestions for

presentation to the executive team.

“It’s exciting to belong to an organization that listens and makes changes based on recommendations,” says O’Reilly. “I see the empowerment that brings to employees.”

Cindy Frohlick, an assistant project manager with the submarine program for Canada, is really happy with how the company addressed employee concerns.

“I felt like our voices were heard,” says Frohlick. “They completely revamped how the company communicates, including loads of internal communications and regular roundtable discussions.

It’s a very positive culture. We’ve been

given the tools we need to come together and collaborate when necessary so we can blast through our challenges. It helps your motivation when you know what everyone is striving towards.”

Communication also involves social events such as the annual company picnic and fundraising for different charities, including for four Canadian employees going to Tanzania to build houses as part of an initiative by Babcock International. Then there’s team building.

“We recently had an off-site team-building session where we did an escape room,” says Frohlick. “You’re locked up together and get a series of clues on how to get out. It was a great way to bond with our colleagues, particularly ones you don’t work with every day. That was a lot of fun.” ¡

396

FULL-TIME STAFF IN CANADA

41

YEARS, AVERAGE AGE OF ALL EMPLOYEES

23

CO-OP STUDENTS CURRENTLY AT BABCOCK CANADA

16

CHARITIES HELPED LAST YEAR

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

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At CMHC, employee empowerment brings results

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or HR Specialist Roxanne Gallagher, it was a life-changing realization.

In 2014, after six years of working in corporate relations in Ottawa for Canada Mortgage and Housing Corporation (CMHC), she decided she was ready for a change in direction. “I always, in my heart, had the desire to influence our work culture here in a people-focused role,” she recalls.

Thanks to CMHC’s support and training, she made the transition to her current position, specializing in workplace diversity and inclusion.

I’m so thankful to be with an organization that enables people to explore different career paths, and considers diversity and inclusion as keys to our longterm success. _______ Roxanne Gallagher HR Specialist

“It was an exciting time for me,” says Gallagher. “I felt I had found myself. I’m so thankful to be with an organization that enables people to explore different career paths, and considers diversity and

p Employees gather in one of many collaboration spaces at CMHC

inclusion as keys to our long-term success.”

She attributes CMHC’s focus on employee engagement and empowerment to Evan Siddall, who joined the federal Crown Corporation as President and CEO in 2014. Siddall, who previously worked for the Bank of Canada, says CMHC is trying to create a dynamic, inclusive work environment that is focused on improving housing affordability in Canada.

“We have found shared meaning in our goal of meeting Canadians’ housing needs,” he explains. “The transformation we have undertaken since 2014 is freeing

our employees to do their best work, enabling them to apply their best selves to their work each day – all of which is paying off in results.”

The organization’s sense of shared purpose is buttressed by purposeful communication. CMHC maintains ongoing internal communications through a variety of platforms, including a new intranet, executive and employee blogs, and platforms that facilitate employee collaboration and innovation.

One employee’s idea made it through an internal Dragon’s Den-style competition and is now being rolled out across the

It’s the

PEOPLE #LifeAtCMHC

lifeatcmhc.ca

FELIPE Graphic Guru

PERLA Cyber Security Sleuth

company. The initiative is helping to transform CMHC into a Results-Only Work Environment (ROWE), a workplace philosophy that gives employees full autonomy and accountability to achieve results, and promotes productivity, work-life integration and wellness.

CMHC also supports its people with a competitive and comprehensive benefits package, which has been shaped in part by employees. After extensive consultation, for example, the company returned to a defined-benefit pension plan for all employees – an increasing rarity among Canadian employers.

“CMHC is powered by autonomous and engaged employees who feel accountable to deliver their best work for Canadians,” says Siddall. “We welcome anyone who is looking to be part of something larger than themselves to consider joining our team.” ¡

1,904

FULL-TIME STAFF IN CANADA

42.8

YEARS, LONGESTSERVING EMPLOYEE

59.4%

OF EMPLOYEES ARE WOMEN

63.6%

OF EXECUTIVE TEAM ARE WOMEN

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ANTHONY Skills Samurai

13

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

CIHI puts a healthy emphasis on growth opportunities

H

assan Gesso has come a long way in his 20 years at the Canadian Institute for Health Information (CIHI) in Ottawa.

As Manager of Information Security, Gesso’s job is critical to safeguarding essential information on Canada’s health systems and the health of Canadians, protecting that information internally and externally and ensuring data is used appropriately and only seen by authorized people. It’s a job requiring mastery of leading-edge technology, but fortunately, CIHI offered plenty of opportunities for Gesso to become that master.

If we want to drive innovation and new technologies in a responsible fashion, staff have to be appropriately enabled. _______ David O’Toole

President and CEO

“When I first came to CIHI from the private sector, I started as tech support, one of the more junior positions at the time, helping users solve technical problems at their desktops,” Gesso says. “But right after I joined, the

and access measures,” says O’Toole. “If we want to drive innovation and new technologies in a responsible fashion, staff have to be appropriately enabled.

Our skills-based exchanges are working trips where the program is laid out in advance and our people are expected to bring that learning back and share it throughout the organization.”

O’Toole describes CIHI as an organization filled with subject matter experts, from health information to performance metrics to artificial intelligence, so it’s a very thoughtful and effective mix of colleagues.

“The folks at CIHI are some of the most highly skilled and dedicated I’ve ever worked with,” says O’Toole.

“Nobody comes to work wondering how they’re going to spend their day.” ¡ p Hassan Gesso, Manager, Information Security, receives service award from David O'Toole, President and CEO, at

organization had a rapid growth spurt.

That gave me really good career opportunities to move up in the company and learn a lot of different IT skills.”

Gesso says CIHI puts a lot of emphasis on growth opportunities for employees, including promoting staff internally as well as supporting staff for in-house training and external courses.

“CIHI is very supportive of employees attaining the right skills because that ultimately furthers the organization’s agenda,” Gesso says. “I also see a lot of movement so that people get exposed to

different areas and accumulate more knowledge and skills.”

David O’Toole, President and CEO, says it’s essential to support employees in continuous learning and development, whether it’s a formal course, personal development or exposure to other organizations, such as through their exchange programs with Australia and New Zealand. CIHI is currently setting up a skills-based exchange with the National Health Service in England focused on its information technology.

“We involve our staff in thinking how to constantly improve our security and

We take pride in the expertise, curiosity and integrity of our people.

They’ve helped make us one of the National Capital Region’s Top Employers.

708

FULL-TIME STAFF IN CANADA

9,800

EMPLOYEE TRAINING HOURS LAST YEAR

64%

OF MANAGERS ARE WOMEN

161

POSITIONS RECRUITED LAST YEAR

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Canadian Institute for Health Information.

cihi.ca Better data.

Better decisions.

Healthier Canadians.

14

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Diversity and inclusion thrive at Carleton University

W

hen Benny Michaud arrived at Carleton University as an undergraduate student 17 years ago, she was initially anxious about what it would be like. But she felt reassured once she saw herself reflected in the curriculum being taught — particularly in seeing the faculty teaching it.

“As a Michif (Métis) and queer student, I was happy to find courses to encourage further learning around those aspects of my identity,” says Michaud. “That was the first time I had ever been taught by a Métis professor. It was empowering to see someone from my own culture teaching at that level.”

I appreciate working in an environment where we’re all striving for an inclusive, respectful and equitable space. _______ Benny Michaud Acting Assistant Director, Centre for Indigenous Initiatives

Michaud was excited to return to Carleton as an employee in 2016 and is currently acting assistant director of

representative of both Canadian diversity and our student population.”

As a federal contractor, Carleton pays close attention to the four potentially underrepresented groups: women, visible minorities, Indigenous people and people with disabilities. Recently the university included Indigenous drumming and a special Eagle Feather presentation at its convocation.

“Diversity is what you can count and measure,” says Bacon. “Inclusion is a more intangible element; that is, people feel free to be themselves and respected for who they are, regardless of the characteristics or group associations they may have. A culture of diversity and inclusion is one where barriers to success are removed, where everyone feels respected for who they are and recognizes that difference is a strength that helps the organization succeed.” ¡ p Carleton University faculty and staff celebrate at the annual employee Appreciation Day

the Centre for Indigenous Initiatives. She enjoys being able to contribute to the work of inclusion and equity, particularly in creating culturally safe spaces for Indigenous students, faculty and staff.

“The Ojigkwanong Centre is the heart of the Indigenous community on campus, where all our cultural programming to support Indigenous students occurs, but it’s open to all students,” says Michaud. “There’s a real appetite among non- Indigenous students and faculty at Carleton to learn as much as they can about the experiences of Indigenous peoples.

I appreciate working in an environment where we’re all striving for an inclusive, respectful and equitable space.”

With students from across Canada, as well as international students hailing from 150 countries, Carleton’s campus has a real-world feel.

“Benny raises an important point,” says Benoit-Antoine Bacon, president of Carleton University. “If those students come and don’t see themselves reflected in the faculty and staff, we have a problem. Over time, very serious efforts have been made to ensure that our faculty and staff are

2,234

FULL-TIME STAFF IN CANADA

14,387

JOB APPLICATIONS RECEIVED LAST YEAR

95%

OF BUILDINGS CONNECT

BY TUNNELS FOR STAFF ACCESS YEAR ROUND

$5m.

INVESTED IN JOBS FOR STUDENTS WITH DISABILITIES

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THE PERFECT PLACE TO

LIVE, WORK & STUDY carleton.ca

15

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

At Casino du Lac-Leamy, employees are ambassadors

A

fter working for several years as a radio broadcaster, Eric Shields joined the staff of Casino du Lac-Leamy in Gatineau, Que., and was assigned to the slot-machine area. Then he noticed an opening at the casino for an executive host. “One of the requirements of the job was to develop a relationship with customers. And that’s what I wanted to do. It was a perfect fit.”

Open 24 hours a day, seven days a week, Casino du Lac-Leamy attracts more than 2.5 million visitors a year on average, and its staff of 1,400 full- and part-time employees work hard to provide them with superior service.

One of the requirements of the job was to develop a relationship with customers. And that’s what I wanted to do.

It was a perfect fit. _______ Eric Shields Executive Host

“Our employees are our ambassadors,” says HR director Patrice Pronovost, “They ensure that our customers

casino’s high-end patrons, doing everything from tracking down 36 yellow roses for a customer’s wife at 3 a.m. on Valentine’s Day to sending a customer to Edmonton for a CFL football game or attending a customer’s family funeral.

“I know them all personally,” he says.

“They’re like part of my family.”

Shields is far from the only casino employee to find imaginative ways to serve his customers. Under its Dream Service program, the casino encourages every employee “to show initiative and think outside the box to surpass customer expectations,” says Pronovost.

“Our employees are creative and self-sufficient. They ensure that customers have an outstanding experience. That’s what Dream Service is all about.” ¡ p Casino du Lac-Leamy employees working at The Zone, one of their entertainment experiences

have an amazing entertainment experience, but we also want to be sure that our employees have an incredible experience working here.

“That’s why we place a lot of importance on organizing special activities for them, and why we emphasize health and wellness. We have an employee fitness centre and we offer free vaccinations and several information sessions throughout the year.”

Since the casino never closes, staff work around the clock, but they’re encouraged to have fun as they work.

“We organize themed barbecues,

special games and activities throughout the year and we provide props and accessories for them to be creative with,” says Pronovost. “We feature them prominently in our social media posts, and we have a solid recognition program in place that includes daily mentions posted on our briefing and a more formal recognition process with an annual gala.”

In his 16 years at the casino, Eric Shields has been recognized repeatedly for his dedicated and creative service to customers. As an executive host, he focuses his attention on 120 of the

890

FULL-TIME STAFF IN CANADA

5,405

JOB APPLICATIONS RECEIVED LAST YEAR

21

WEEKS, MATERNITY LEAVE TOP-UP PAY

4

WEEKS, STARTING VACATION ALLOWANCE

This story was produced by Mediacorp in partnership with Postmedia, on behalf of Casino du Lac-Leamy.

16

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

DCC unites behind Canada’s defence mission

W

hen Marie-Claire Wihogora says she regards Defence Construction Canada as part of her family, she speaks from the heart.

As an administrative assistant since 2015 on DCC’s Industrial Security Team, Wihogora collects data and submits requests from contractors to help them gain security clearances to work on Department of National Defence construction sites.

DND is DCC’s primary customer, on whose behalf the organization spends $1 billion annually, providing contracting, construction management, infrastructure and environmental services for about 2,000 projects a year.

Our employees know that if you don’t have a runway to take off from, a jetty for ships to dock, a healthcare facility for soldiers — we won’t have a successful defence capability. _______ James Paul

President and CEO

“Our revenues come from invoices rendered against quality services we deliver,” says DCC president and CEO

p Employees of DCC and their families volunteer at the annual Army Run

event that raises money for ‘Soldier On’ and ‘Support Our Troops’ fund

James Paul. “We don’t receive direct appropriations from the federal government, so we have to be entrepreneurial and deliver value.”

To this end, Paul says, Wihogora and her associates take great pride in supporting Canada’s defence mission. “Our employees know that if you don’t have a runway to take off from, a jetty for ships to dock, a healthcare facility for soldiers — we won’t have a successful defence capability.”

Since 1951, DCC has delivered infrastructure and environmental projects for DND in Canada and in overseas countries such as Afghanistan, Latvia, Jordan and

Kuwait. They range from radar stations in Canada’s North to temporary accommodations for Canadian Armed Forces members at the 2010 Winter Olympics in Vancouver.

DCC spends four per cent of its annual payroll on training and development.

Through a trademarked program called innoviCulture, it not only invites ideas from employees but also tracks them, responds, monitors and publishes results and actions taken.

Leadership development is incorporated into employees’ performance reviews.

“It’s a dialogue, not a speech,” says Paul.

OUR MISSION: YOUR OPPORTUNITY Join the DCC team and make a difference by supporting the Canadian Armed Forces and contributing to the defence of the country.

www.dcc-cdc.gc.ca

“We ask what the employee wants, and then focus on helping the employee acquire the knowledge and skills to achieve that goal.”

With Wihogora, who arrived in Canada from Rwanda in 1998, DCC has taken full advantage of her strengths and tenacity. “When I came to Canada I didn’t speak English,” she says. “I was eating pizza and Coca-Cola because those were the only words I knew in English. But I went to Toronto deliberately to challenge myself to learn the language.”

Now fully bilingual, Wihogora appreciates DCC’s emphasis on training and innovation within a supportive environment. “I wanted a place where I could work, learn and enjoy life at the same time,” she says. “My supervisor urges me to go forward. I speak from my heart when I say that DCC has made me a stronger person.” ¡

971

FULL-TIME STAFF IN CANADA

5,502

JOB APPLICATIONS RECEIVED LAST YEAR

170

JOBS AVAILABLE LAST YEAR

42%

OF EMPLOYEES ARE WOMEN

17

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Balancing heritage and innovation at the House of Commons

C

ollaboration is built into the DNA of the House of Commons Administration. “We share a common goal, to support Members of Parliament with values such as impartiality and excellence,” says Susan Kulba, senior director, Real Property and Executive Architect. “We’re very proud to work here – it’s a culture where people feel they’re serving a greater purpose. That unites us and fosters unique relationships.”

Kulba is responsible for ensuring the physical working environment reinforces that positive culture while the organization evolves to meet the changing needs of the Members it serves and its own employees.

The House is founded on tradition and ceremony, but we also want to embrace being innovative and creative. _______ Susan Kulba Senior Director, Real Property

“The House is founded on tradition and ceremony,” she says, “but we also want to embrace being innovative and

p Natasha Murphy and colleagues, House of Commons Administration employees, discussing interior design options

creative. We mix tradition and innovation, keeping the heritage aspects while moving with the times. For example, we’re working on plans to revise our enclosed offices to open, activity-based workspaces that promote collaboration, while providing the tools, technology and infrastructure needed to support that.”

The modernization of the workspaces will also help meet the goal of providing a sustainable, universally accessible environment.

“We’re breaking down barriers, figuratively and literally,” says Natasha Murphy, manager, Interior Design, who

leads a team focused on building components. She has been with the House for three years, having previously worked in the private and public sectors.

When she heard the House had an opening, she was curious because she didn’t know much about the organization.

“I was attracted by their phased approach to large, multi-year construction projects,” she says. “The projects are interesting and complex, with a lot of heritage considerations. Now that I’m here, there are three main reasons why I’m staying.

“First, I love working with my team.

Second I like that there are a lot of visible minorities in leadership roles at the House. You don’t see that very often in the public environment. Third, I’ve seen important, measurable changes happening in terms of inclusion, just since I’ve been here. I want to be part of this culture shift.

“I’m on the Diversity Council, which gives me a voice, so I can provide my perspectives on supporting diversity and inclusiveness across the Administration.

We do a lot of different things, such as celebrating International Women’s Day and advocating for mandatory training for managers on unconscious bias.”

Kulba finds motivation in the Parliament Buildings themselves: “They’re inspiring places to work. It’s such a privilege to work in this setting — it makes you want to bring your best every day.” ¡

1,845

FULL-TIME STAFF IN CANADA

141

JOBS AVAILABLE LAST YEAR

43.2

YEARS, AVERAGE AGE OF EMPLOYEES

46.7

YEARS, LONGESTSERVING EMPLOYEE

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EXCEPTIONAL TALENT EXTRAORDINARY WORKPLACE Proud to be one of the National Capital Region’s Top Employers

18

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Making a difference in jobs of the future at Hydro Ottawa

W

hen six tornadoes swept through the National Capital Region in September 2018, leaving more than 170,000 customers — half the City of Ottawa — without power, Hydro Ottawa crews jumped into action, restoring electricity to virtually every customer within a few days.

“I helped turn on the last switch,” says power cable technician Justin Keays. “We worked long days and the reaction from the community was amazing. People brought us coffee and food, more than we could eat. Everyone was coming out and thanking us — they were sincerely grateful. We felt we were really making a difference.”

If we want our people to give everything they’ve got, we need to give them opportunities to shine. _______ Lyne Parent-Garvey Chief Human Resources Officer

Hydro Ottawa ensures that all its employees have opportunities to make a difference, says Lyne Parent-Garvey,

analytics, which is “one of the jobs of the future,” notes Parent-Garvey.

“Enabling people like Kelly and Justin to learn and grow and lead teams is the best way for us to provide the best service to our customers.”

Both Ennis and Keays have been with Hydro Ottawa for just over five years — Ennis since 2012 after earning a commerce degree from the University of Ottawa, Keays since 2013 after training to be an electrical technician at Algonquin College — but they have already enjoyed multiple opportunities to make a difference.

The same week power was restored in September, Parent-Garvey and some colleagues attended an event in Ottawa.

“We received a standing ovation,” she says. “That really builds pride in every corner of our organization.” ¡ p Hydro Ottawa’s highly skilled and dedicated workforce shine through service and innovation

chief human resources officer. “We’re all about providing affordable, reliable electricity to our customers, which requires a highly skilled, dedicated workforce. If we want our people to give everything they’ve got, we need to give them opportunities to shine, whether they deal with our external customers, as Justin does, or internal customers, as Kelly does.”

Kelly Ennis is technology and analytics specialist in human resources, where she helped develop the employee self-service centre, which provides employees with mobile access

to their personal information, including pay, benefits, leaves and time.

“Working on the implementation of this new technology was a huge opportunity for me, a chance to challenge the status quo, do things differently and innovate,” Ennis says. “I found I’m good with technology and I love what technology can do for the employee experience. I have to think quickly and make fast decisions — there’s instant gratification when people tell me how they use and like the system.”

Ennis’ new role includes responsibility in an emerging area, predictive

680

FULL-TIME STAFF IN CANADA

7,214

JOB APPLICATIONS RECEIVED LAST YEAR

43

YEARS, LONGEST-SERVING EMPLOYEE

36%

OF MANAGERS ARE WOMEN

19

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Modern Niagara Group is built on family values

W

hen the company where Kelly-Sun MaisonneuveRenaud first started her five-year apprenticeship training program closed down, she and most of her co-workers joined Modern Niagara Group Inc. “I’d heard Modern Niagara was a good company,” she says, “but hearing and doing are two different things. I wanted to make my mind up myself.”

Maisonneuve-Renaud was accustomed to following her own counsel. Born in L’Épiphanie, Quebec, a town of 4,000 people about 50 km northeast of Montreal, she grew up in a family that took great pride in working in the skilled trades.

“My father was a pipefitter, my brother is an electrician, my other brother is a plumber and my uncle and grandfather are skilled tradesmen, as well,” she says. “When I decided to apprentice as a plumber, they were all very supportive.”

before she decided to follow another path in her career and transferred into the company’s head office in nearby Kanata.

“I felt that I’d plateaued,” she says. “I saw it as a chance to grow.”

Working as an estimator, she now helps the company to calculate the costs of providing its services to construction projects.

After less than a year in her new position, Maisonneuve-Renaud says she’s in no hurry to take the next steps in her career. But with access through Modern Niagara to training if she needs it, she wants to learn as much as she can about all aspects of the business.

“I will take any training I can,” she says. “My grandfather said a [certification] ticket doesn’t weigh anything, so take as much as you can carry.” ¡

p Kelly-Sun Maisonneuve Renaud of Modern Niagara

Our core values are part of our DNA. _______ Brad McAninch CEO

As Maisonneuve-Renaud soon discovered, Modern Niagara shares similar family values.

“Our core values are part of our DNA,” says CEO Brad McAninch.

As a boy, McAninch himself grew up with those core values. His father was a major shareholder in the local Ottawa plumbing company that eventually became Modern Niagara.

“Our big break came when we were chosen to provide mechanical systems for the Ottawa Senators’ new arena,” says McAninch, who earned his

engineering degree in 1997, just as the new facility opened.

As Modern Niagara expanded into western Canada, it continued to work on major projects in Ottawa, from hospitals to the West Block of the Parliament Buildings. “Our thumbprint is all over this city,” says McAninch.

After joining the company, Maisonneuve-Renaud spent six years on Modern Niagara job sites around Ottawa

2,149

FULL-TIME STAFF IN CANADA

600

JOBS AVAILABLE LAST YEAR

30,000

JOB APPLICATIONS RECEIVED LAST YEAR

25

WEEKS, MATERNITY & PARENTAL LEAVE TOP-UP PAY

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We are building Canada’s infrastructure.

Join our growing team and help make buildings work!

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20

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Commitment and camaraderie at the City of Ottawa

W

hen Ottawa was struck by high winds and tornadoes last September, city staff were responsible for getting the community back on its feet.

Because many residents didn’t have phones or other sources of information, the City of Ottawa set up community meeting places, especially in hard-hit areas.

We have about 110 lines of business within the city. But there’s a real culture of one city, one team, to meet residents’ needs. Our services touch every single citizen.” _______ Donna Gray

General Manager, Service Innovation and Performance

At one such gathering, Donna Gray, the city’s general manager of service innovation and performance, encountered a member of the municipal road staff. He’d spent four days working virtually non-stop clearing roadways.

When he got up to speak, people applauded. Later, Gray was asked if his

p Employees from City of Ottawa in action at an emergency command centre in response to last year’s tornado

own house was hit, and he replied, “Yes, but I haven’t had a chance to go and assess how badly it was damaged because it was nothing in comparison to others in my neighbourhood.”

That level of commitment, Gray observes, is typical of the employees — from paramedics to firefighters to public health nurses — who responded to the disaster, and of City of Ottawa staff in general. “What that breeds is camaraderie. We have about 17,000 staff with a wide range of roles, and we have about 110 lines of business within the city. But there’s a real culture of one city,

one team, to meet residents’ needs. Our services touch every single citizen, from when they wake up and turn the water on and then drive on our roads to get their kids to child care.”

Gray also notes that since Steve Kanellakos became city manager in 2016, the organization has stepped up investment in employees, “leveraging our numerous training programs, mentorships and job-shadowing to develop people to their highest potential.” There’s also a new focus on communication with, and consultation of, staff — including regular webcasts from Kanellakos.

Because of the breadth of the city’s services, employees can have a whole range of careers there, notes Liz Marland, director of human resources.

“I’ve been here 33 years and I have worked in finance, social services, public works, information technology and now HR. That makes it a very rewarding place to work and is why we’ve been able to attract talent.”

Such opportunity to grow has been a boon for Chantal Borst, program and project co-ordinator in Gray’s department. “I’ve had six different work opportunities — all variety of things, including leading the engagement of public sector partnerships for the 2017 sesquicentennial celebrations – and some temporary placements. My experience working for the city has been so varied and exciting that I can’t believe it’s only been eight years.” ¡

12,069

FULL-TIME STAFF IN CANADA

4,582

PART-TIME POSITIONS

1,743

DIFFERENT JOBS

725

JOBS AVAILABLE LAST YEAR

The City of Ottawa is proud to be selected as one of the National Capital Region’s Top Employers.

A City for everyone.

visit ottawa.ca/careers

21

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Ottawa Community Housing shows its culture of caring

W

hen the tornados struck Ottawa late on a Friday afternoon last September, tearing off roofs and leaving thousands without power, the phones at Ottawa Community Housing Corporation (OCH) started ringing off the hook. Staff were calling in, asking where they should go to help. OCH provides housing for some 32,000 people, and many were without electricity after the tornados passed.

We are truly integrated into our community. The level of engagement here is hard to find elsewhere. _______ Stéphane Giguère Chief Executive Officer

Leading the assistance effort was OCH Chief Executive Officer Stéphane Giguère. “We went door to door in our high rises over the weekend and the days after that, handing out flashlights, running to the supermarket and working with partners such as the Ottawa Food Bank to replenish what was being spoiled in fridges,” Giguère says. “There was no

as people interact. “Where else,” he asks, “would you find an engineer from Detroit’s auto industry working with a chief financial officer from corporate finance in London?” They join OCH, he says, for “an opportunity to make a meaningful difference in people’s lives.”

Adds Giguère: “They also make an impact internally. At OCH, you are sure to be heard. We have a created an environment where it’s safe to challenge existing policies if you can make them better.”

One such challenge came recently from El-Hawz. Asked to join the committee that awards the scholarship she once received, El-Hawz was not shy. Her initiative led to the scholarship amount being increased, among other changes to make it more accessible. “It shows OCH listens,” she says. “It shows they care.” ¡

p Employees of Ottawa Community Housing Corporation participate in a volunteer event at the Ottawa Food Bank

question that we would volunteer to help out — it’s ingrained in our culture of caring and respect.”

Adds Giguère: “We are truly integrated into our community. The level of engagement here is hard to find elsewhere.”

Among those most engaged is Aida El-Hawz, who not only grew up as an Ottawa Community Housing tenant but also benefited from OCH support in other ways. An OCH Foundation scholarship helped her get through

Join our winning team!

Ottawa Community Housing Corporation is proud to be one of the National Capital Region’s Top Employers for a second year in a row.

university and a student placement program provided her with summer jobs at OCH between academic years. After graduation last year, she joined OCH as a Housing Administrator. Now, she is the one helping tenants in a variety of ways.

Says El-Hawz: “Growing up, I got so much from OCH. I want to ensure our tenants get the same help and encouragement that I received.”

For his part, Giguère is proud that OCH attracts professionals from a variety of fields, stimulating continuous learning

367

FULL-TIME STAFF IN CANADA

3,725

JOB APPLICATIONS RECEIVED LAST YEAR

36

YEARS, LONGESTSERVING EMPLOYEE

6

CHARITIES HELPED LAST YEAR

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22

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Trend Micro offers security to clients – and employees

I

risks, to improve on existing products and processes and to “be the best they can be,” Kedrosky says.

Joining Trend’s Ottawa facility, which incorporates research and development with the company’s global marketing operations, Zhaofen Ren felt nervous, but was immediately put at ease by her fellow members of Trend’s high-level support team.

“We were super-busy solving problems on deadline for our customers,” she says, “but everyone was friendly and ready to help.”

Trend also assigned a senior team member as Ren’s mentor, who worked closely with her as she became more familiar with the company. “I work with fantastic people,” says Ren. “They want you to take risks, but they give you lots of support.” ¡

f you asked Zhaofen Ren, a system software developer at Trend Micro Technologies Inc., about first impressions, she’d confirm that they count for a lot.

Graduating in 2015 from Carleton University with a master’s degree in engineering, Ren considered working for several companies in Ottawa.

“Most of them were very slow to respond,” she says. “They’d tell me they’d get back to me in two weeks, but I wouldn’t hear from them for two months.

“Trend was completely different. I went through the initial contact and testing in two weeks, I had my final interview on a Wednesday, HR said I’d hear from them by the following Monday, and they responded even more quickly than that. They were very professional. They don’t waste time.”

The tech sector has a reputation for burning people up.

Trend is different. We work hard and play hard, but we also pay close attention to our culture and the work-life balance of our employees. _______ Bob Kedrosky

Senior Human Resources Director, Americas

p Trend Micro employees collaborating in their open office space

Founded in 1988, Trend has wasted no time expanding its initial focus on developing antivirus software to encompass hybrid cloud security, network defence, small-business security and endpoint security. With facilities throughout the world, the company now provides security solutions to more than 500,000 businesses, including 45 of the top 50 global corporations.

“The tech sector has a reputation for burning people up,” says Bob Kedrosky, senior human resources director,

Americas. “Trend is different. We work hard and play hard, but we also pay close attention to our culture and the work-life balance of our employees.”

From flexible working hours for new mothers like Ren, who has a two-year-old daughter, to family internships for employees’ children, nieces and nephews to gain work experience after high school and first-year scholarships when they enter university, Trend provides a workplace where employees can prosper.

As part of that culture, Trend challenges its employees to take calculated

267

FULL-TIME STAFF IN CANADA

4,500

JOB APPLICATIONS RECEIVED LAST YEAR

35%

OF EXECUTIVE TEAM ARE WOMEN

8,000

STAFF VOLUNTEER HOURS LAST YEAR

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23

NATIONAL CAPITAL REGION’S TOP EMPLOYERS 2019

Interns play an important role at Universities Canada

I

nterns are a big part of the culture at Universities Canada, an Ottawa-based organization that is the voice for Canadian universities.

That’s lucky for Emily Kathen, a University of Ottawa student who’s completed two internships there and currently works parttime as a digital communications officer.

Kathen will be full-time once she graduates in January 2019.

“What makes it different is the people,” says Kathen. “They’re incredibly motivated, talented, supportive and very positive. We’re a small team but get a lot done. There’s a buzz in the air that I feel, especially when it’s very busy – and we always pull it off in the end.”

I never felt like I was just an intern.

I felt trusted because they were giving me work that really mattered.” _______ Emily Kathen

Digital Communications Officer

As an intern, Kathen noticed the hierarchy was more collaborative than at other internships. After two weeks, she was given assignments that her superiors were working on, which made her feel part of the team.

related to our mission. It has real benefits for our students and existing workforce.

Young people bring new skills, approaches and attitudes.”

Hiring interns has worked out well for the organization, helping managers spot talent early. A number of current employees started as interns.

“It’s a competitive two-way process,” says Davidson. “We’re interviewing the students but they’re also interviewing us.”

As 73 per cent of the staff are women, Universities Canada is also committed to promoting women into positions of leadership.

“We’ve invested in coaching, executive training and stretch assignments for women of promise,” Davidson says. “We’ve got a new generation of women leaders who are doing exceptionally well.” ¡

p President, Paul Davidson, with a team of interns including Emily Kathen (far right) at Universities Canada

“I never felt like I was just an intern,” says Kathen. “I felt trusted because they were giving me work that really mattered. You’re not just someone who comes for four months, leaves and everyone forgets you.”

Play is part of the environment too, making it an attractive workplace for young people. At Halloween, Kathen dressed as a social butterfly with social media apps stuck to her as she carved pumpkins alongside her colleagues.

“There’s this fabulous spirit here,” says

Bright Minds.

Bright future.

Thanks to our employees.

Kathen. “People are willing to take time off from their busy schedules for these fun events. The culture is very engaging.”

Paul Davidson, president and CEO of Universities Canada, remembers the day Kathen arrived right before a major event and how she ended up writing the script for journalist Shelagh Rogers, who was to be the emcee.

“It’s intentional that our interns get meaningful work from day one,” says Davidson. “We believe in the value of work-integrated learning, which is

86

FULL-TIME STAFF IN CANADA

650

JOB APPLICATIONS RECEIVED LAST YEAR

78%

OF MANAGERS ARE WOMEN

4

INTERNS NORMALLY HIRED PER YEAR

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

De l’esprit et de l’avenir.

Grâce à nos employés. www.univcan.ca

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