WEDNESDAY, NOVEMBER 25, 2020

A SUPPLEMENT TO THE

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COMMUNICATION MEANS SUCCESS BY GEOFF KIRBYSON

Anybody can run a company during the good times but it takes a special kind of leadership at the helm during a global pandemic.

COVID-19 wasn’t even a thing when last year’s Canada’s that might not have had it before,” he said. Top 100 Employers were announced a year ago but the Canada’s Top 100 Employers is in its 21st year nationally coronavirus has very much put the top employers to the and its 15th year in Manitoba. test — and pretty much everyone else — this year. Here’s how the competition works: each employer Richard Yerema, the program’s managing editor, said is graded on eight criteria — physical workplace; employers have been challenged like never before in 2020 work atmosphere and social; health, financial and starting when employees set up home offices when the family benefits; vacation and time off; employee lockdown was imposed in the spring. Many of them have communications; performance management; training and been there ever since. skills development; and community involvement. The most successful companies during this most trying Then they’re given an internal grade before being of years already had wide-open communication with their sorted for the national list by industry and region. people so employees understood what was going on Employers are compared to other organizations in their every step of the way. fields to determine which ones offer the most progressive “People are looking for leadership. They want to know and forward-thinking programs. ‘what’s happening? Are we OK?’ Companies that have For all the competitions, including Manitoba, the been innovative and communicated well with their people winners aren’t ranked but are instead listed alphabetically. have done better. When things return to normal, the While some employers undoubtedly worry their people organizations that did a good job of calming their people are goofing off during the middle of the afternoon, the will have a running start,” he said. forward-thinking managers are ensuring employees “Some of the things they’ve done (this year) will pay off make sure to take some time for themselves during the in the long run.” day or evening. Many companies that already had robust communication “Personal time isn’t necessarily time away from the strategies, including regular meetings with their CEO or office when your work is sitting there in your living room. senior executives to discuss the matters of the day, were Separating your space out is very important. It’s a kind able to make the transition to remote workplaces without of a learning curve (where you realize) ‘I’m not at work a hitch, he said. anymore,’” he said. “When you hear rumours, you want to cut those off. Of course, it’s understandable for some employees When people are at home, online town halls and social to feel stress with the new working arrangements. gatherings, such as online yoga classes, help keep people The people they sit next to at the office can be like a in touch,” he said. second family. Listening to daily COVID-19 updates from Yerema and his team have long trumpeted innovative provincial health officials and politicians can be downright organizations that embraced the latest technology and depressing, too. So, having some kind of mental health offered more flexible working arrangements but they support as part of a company’s health benefits can pay often applied in one-off situations, such as a new mother both immediate and long-term dividends. or father re-entering the workforce or a parent dealing “Having online health services or access to the best with a sick child for a day or two. doctors built into a health program can be very helpful “Having the ability to work from home and having that to people working off-site. That includes flexible time-off culture already developed has been a great strength (for policies, paid or unpaid leaves of absence and generous many companies). They expanded it or tweaked it to roles vacation time, too,” Yerema said. 3

The most successful companies during this most trying of years already had wide-open communication with their people so employees understood what was going on every step of the way.

• ABORIGINAL PEOPLES TELEVISION NETWORK INC. (APTN) • ACCESS CREDIT UNION LIMITED • ARCTIC CO-OPERATIVES LIMITED • ARTIS REIT • ASSINIBOINE CREDIT UNION LIMITED • BIRCHWOOD AUTOMOTIVE GROUP • BOLD COMMERCE • BROADVIEW NETWORKS INC. • CANADA LIFE ASSURANCE COMPANY • CANAD INNS • CARGILL LIMITED • CWB NATIONAL LEASING INC. • FUSION CREDIT UNION LIMITED • JOHNSTON GROUP INC. • MAGELLAN AEROSPACE, WINNIPEG • MANITOBA BLUE CROSS • MANITOBA HYDRO • MANITOBA PUBLIC INSURANCE • MISERICORDIA HEALTH CENTRE • PAYWORKS INC. • RED RIVER COLLEGE • RED RIVER CO-OP • ROQUETTE CANADA LTD. • ST.AMANT INC. • STANDARDAERO • ST. JOHN’S-RAVENSCOURT SCHOOL • TRUE NORTH SPORTS + ENTERTAINMENT • UNIVERSITY OF MANITOBA • WINNIPEG AIRPORTS AUTHORITY INC. • WORKERS COMPENSATION BOARD OF MANITOBA 4

ACCESS CREDIT UNION LIMITED THE VALUE OF EMPOWERMENT BY SHERRY KANIUGA

It’s all about trust: At Access Credit Union, employees at every level are empowered to make decisions, share ideas and speak their minds.

These are just a few of the elements of working for the southern Manitoba credit union that saw an impressive 94 per cent of employees respond in its most recent staff survey that they were proud to work for the organization, and that contribute to Access being named one of Manitoba’s Top Employers for the ACCESS CREDIT UNION PHOTOS seventh consecutive year. ACCESS CREDIT UNION STAFF MEMBERS VOLUNTEER AND TAKE PART IN FUNDRAISING EVENTS. “I often hear new employees say they like that we are an employer of choice, career advancement, from specialized finalizes in January. All staff will be able Davey says. they appreciate the idea that we’re training to degree and diploma programs. to benefit from some of Access Credit “Our people know that when a change there to support them with continuous “By empowering our staff, we are Union’s attractive programs, such as three has gone through the Innovation Centre, education, and they love the values of the allowing them to not only take care of the weeks of vacation to start. it’s been tested and is for the benefit of organization,” says President and Chief day-to-day business in their branches, but “Over the years, Access has been our members.” Executive Officer Larry Davey. also to take care of their careers and their encouraging more of a work-life balance,” The trust factor comes in many forms. Around the communities the training and development,” Davey says. says Anna Wieler, VP of Human Resources. Employees are given the freedom and organization operates in, it’s not authority to make decisions throughout “People know their decisions are going “It’s important for people to take time off uncommon to see Access staff out and their work day that would typically demand to have an impact on our organization, to spend with their families, and we also about, volunteering their time selflessly management approval. They gather on and this has been a critical part of give employees more flexibility in their — both during and outside of work time the Community Investment Committee empowering them. We trust staff to be work hours and location, when we can.” — at events sponsored by Access. to evaluate major donation requests and professional and to give their best to the Access also puts its trust in employees “Our branches each get a budget every choose, on behalf of the organization, members, to the community and to the to come up with creative ideas and help year to support their own communities how and where corporate contributions peers they work with.” evaluate new tools or initiatives. A team and surrounding areas, and they decide will be distributed. And they join the Based in Winkler, the organization of employees make up the Innovation how to spend it,” Wieler explains. “We Health and Wellness Committee, which will soon expand from 260 staff in 17 Centre, testing out new technology, want people to see that Access is a part plans wellness activities and programs for branches spread out over the southern questioning procedures and making of their community, and that we’re there all staff to promote healthy living. part of the province to 26 branches suggestions for improvements before for them.” Access employees are also encouraged and about 420 employees, including in new programs roll out to the individual and supported — including financially — Winnipeg, when its recently approved branches. Innovation Centre staff are For more information, to embrace continuous education and merger with Crosstown Civic Credit Union trained to look at things in a new light, visit accesscu.ca.

work somewhere innovative engaging

impactful www.accesscu.ca 5

ARCTIC CO-OPERATIVES LIMITED work environment to most of our staff “This was something we were already working from their homes,” says Wilson. moving towards with delivery dates of Wilson says another initiative that was 12 to 18 months down the road, but now CO-OPERATION DRIVES RESILIENCE foremost in importance was ensuring all we’ve managed to adopt it within eight employees would have financial stability, months,” he adds. BY NEIL COLIGAN no matter what happened during the Wilson says Arctic Co-operatives and its pandemic. employees have proved resilient during “From the onset we understood how this challenging time. expansion of the virus, we quickly decided If 2020 has taught Manitoba’s much strain this would put on people,” “The culture that we have developed to send our staff home and to introduce says Wilson. “That’s why we made sure it has equipped us to meet this current Top Employers anything it is them to a work-from-home environment,” was one less thing to worry about.” challenge,” he says. “The values that we says Wilson. that co-operation is not just But what does this mean for ongoing promote have been put to the test.” “We had been working as part of employee development? Wilson, Keddy and the rest of the Arctic desired, it is essential for suc- our business continuity plans towards Prior to COVID-19, training for employ- Co-operatives’ management team hope cess, especially when it comes equipping all staff for some potential major ees was usually done in Winnipeg in a typi- they can all celebrate their ability to thrive crisis,” he says. “We never envisioned that to dealing with COVID-19. cal classroom or workshop environment. in a time unlike any other and do it as a it would be what it turned out to be.” Sometimes instructors would also fly north group together. If not at Christmas, at This meant most of Arctic Co-operatives’ For Winnipeg based Arctic Co- to conduct technical training on site. least someday soon. 125 employees in Winnipeg were now operatives Limited (a five-time Manitoba Ed Keddy, Vice-President of Human home-based, except for those necessary Top Employer) that kind of work Resources, says the pandemic presented Visit us at arctic-coop.com for dealing with hands-on activities such as environment is in its foundation of purpose. an opportunity to adapt. for more info. working in the warehouse, the mailroom In fact, its website states, “We pursue this “With the pandemic we’ve or at the front of office. Wilson says vision through democratically controlled moved towards e-learning, these employees were outfitted with the Co-operative businesses that operate whether through Zoom or proper personal protective equipment. on the values of fairness, equality, self Teams, as well as electronic Workspaces were also fitted with extra responsibility and mutual self-help. Our modules,” says Keddy. Co-operatives believe in the ethical values enhanced protection such as shields. of honesty, openness, social responsibility, There are also scanning devices to assess and caring for others.” whether someone is at risk with a higher Arctic Co-operatives CEO Rod Wilson than normal body temperature. says with 32 member Co-operatives across “We were able to very quickly the Northwest Territories, Yukon and respond because we had already Nunavut to support, it’s a huge task. built the foundation based on our “These Co-operatives rely on us for a Business Continuity Plan. We variety of services, primarily the supply had already started to migrate of products,” says Wilson. “We also towards mobile technology provide a host of management and for a large number of our staff technical services. Everything from human and within the course resources, learning and performance of about four days support. Technology support, accounting we were able to services, and construction of facilities.” successfully Since March of this year, this has proved transition more challenging. from a full “As things started to migrate towards an in-person

ARCTIC CO-OPERATIVES PHOTO ARCTIC CO-OPERATIVES LOGISTICS CREW MEMBERS.

JOIN OUR TEAM! Explore career opportunities within the Arctic Co-operatives System. You’ll find a variety of jobs, flexible schedules and a culture that’s people focused.

OUR VALUES • Relationships • Diversity @ArcticCoopsLtd • Accountability • Service & Support • Development Arctic Co-operatives Limited 6

The way ACU handled “the pandemic from the start is another reason why I love working for you. — ACU EMPLOYEE PULSE SURVEY ”

rate of 85 per cent provided valuable insights into the pandemic experience of ACU employees, who strongly believed that team members are supporting each other to get the work done; that they feel supported by their manager; ACU PHOTO and that ACU is providing effective DURING THE SUMMER, ACU EMPLOYEES SUPPORTED THEIR ANNUAL HABITAT FOR HUMANITY BUILD. communication during this time. A follow- up survey in August had similar results. Employees continue to be invited to share remotely, and its Wealth Team continued ASSINIBOINE CREDIT UNION suggestions for executive consideration to meet virtually with members. Very related to the work environment, and early in the pandemic, communication support required. The quotes in this with employees was increased in order to ADAPTING IN THE article are just a small sample of what identify any work issues quickly. The ACU employees had to say in the survey. ACU FACE OF CHANGE People Solutions Team invited employees began its return to work in May. Detailed to share suggestions related to the work handbooks were prepared to support environment — both at home and in- leaders and employees as they returned to employee health and safety was made Change brought on by forces branch — to provide the support required business as “new usual.” The guidebooks a top priority. ACU employees were to remain safe and productive. ACU spell out required and recommended beyond a company’s control is enabled to work from home with secure, arranged, through its benefits provider, protocols including appointments with remote access, supported by a strong inevitable. And if the upheaval a virtual care clinic that enabled ACU members, cleaning routines, managing IT team. Those who continued to work is big enough, it may even employees to obtain medical advice waiting areas, and using common areas. on the front lines at the branches were without having to physically visit a clinic; While all branches resumed regular determine if it survives. provided personal protection equipment. all with the goal of maximizing employee business hours on June 22, the majority Plexiglas screens were installed, hand and member safety. ACU also utilized the of non-branch employees continue to How a company reacts and behaves during sanitizer stations were established, and all Learning Café on its corporate intranet work remotely. What are the results of all those times is a tremendous indicator proper social distancing protocols were which gave employees access to a these efforts in the face of monumental of what that company is made of. 2020 also put in place. ACU staff continued central depository of learning tools and change? A stronger company with an and the COVID-19 pandemic brought to work their regular hours whether the resources regarding physical and mental even more dedicated work force; things significant change to the doorstep of branch was open, was operating under health. The commitment to this program that go a long way in making ACU, once virtually every company around the world, reduced hours, or closed to members. No by ACU is substantial, and it continues again, one of Manitoba’s top employers. including Assiniboine Credit Union. And if employees were laid off. The ACU Business to share new tools and resources as they how ACU reacted is any indication… it’s a Financial Centre and Community Financial become available. An employee survey For more information, leader. From the onset of the pandemic, Centre provided support to members was launched in April. The response visit acu.ca.

What does a rewarding career mean to you? To our employees, it’s all about having engaging and meaningful work. It means being able to use their talents fully, while being recognized for the work they do. They’re proud of their role in making ACU what it is; an important part of the community providing vital services to our members, all guided by the principles of ‘values-based banking’. Start achieving more with ACU. If doing more is part of who you are, join us on a rewarding journey where your personal aspirations and career goals align. acu.ca 7

BIRCHWOOD AUTOMOTIVE GROUP dealership in a brand new building. of our accountants are working out of We’ve got a Jaguar Land Rover building one building. So we have all sorts of opening in March as well as a brand new opportunities and experiences available EVERYONE’S EXPERIENCE Volkswagen store opening in March. in various aspects of our business.” We’re also expanding and building a With a focus on inclusivity and MATTERS AT BIRCHWOOD brand new Ford dealership and replacing the old one.” flexibility, the company is able to adapt BY JENNIFER MCFEE In addition to more than 20 dealerships, to changing times. Birchwood Automotive Group operates “We’re diverse with about 15 different two large collision centres as well as a languages spoken. We’re also a young the option to extend their leave into an At Birchwood Automotive business called Birchwood Credit, which unpaid leave of absence. company, and the average age of works with people to re-establish their Group, experience is every- “We try to have programs for well- employees is mid-30s,” Chipman said. credit at four Winnipeg-based locations. being,” Chipman said. “We have an “During the pandemic, we’ve worked thing. “We also have a large IT department employee assistance program that helps on how to adapt to the situation. We’re and we develop lots of our own software. This notion remains a driving force that people with financial, physical and mental In addition, we have our own marketing trying to look ahead down the road at steers the success of the longstanding health advice. It’s not just for them; it’s for department with marketing specialists, as how we can better serve our customers company — and makes it stand out as their families, too.” well as our own reconditioning centre for — and our employees, too.” one of Manitoba’s Top Employers for With a focus on education, Birchwood used cars,” Chipman said. years running. ensures its employees have ongoing “We have a centralized accounting For more information, For president Steve Chipman, the opportunities to learn. The company department, which is unique, and all visit birchwood.ca. family-based company aims to create a supports employee development with positive experience for both employees tuition subsidies for courses at outside and customers alike. institutions as well as online and in-house “We try to make sure our customers’ training, including paid internships and experience is really great, but we also apprenticeships. know that our team members’ experience “We have mentorship programs, as well is everything,” he said. as a program called Birchwood University “It’s important that we make sure we that helps our mid-management to focus on them and provide them with op- improve their management skills. We portunities. We follow some basic princi- enrol all our senior managers in a ples of trying to look out for each other.” program out of Georgian College, which As Manitoba’s largest network of au- includes the Automotive Business School tomotive dealers, Birchwood Automotive of Canada, so they’re getting a diploma Group encourages a culture of generosi- in automotive business management,” ty. “We always run a big United Way cam- Chipman said. paign, and we’ve had our best campaign “We’re promoting growth and educa- ever in the toughest year,” Chipman said. tion and giving back to the community — “We try to promote the idea that we all things that people appreciate.” should look outward, and I think people Employees also appreciate the fact the appreciate being a part of giving back.” company is well poised for stability during At the same time, the company focuses these unstable times. on helping and supporting its own “We are a growing company and that’s employees. For new mothers, fathers or attractive to people. It gives everybody adoptive parents, Birchwood recently lots of opportunities and a chance to introduced maternity and parental leave grow. Our business is a stable one,” top-up payments to 100 per cent of their Chipman said. BIRCHWOOD PHOTO salary for 15 weeks. Employees also have “We just opened a new Lexus BIRCHWOOD EMPLOYEES KICK OFF THEIR ANNUAL UNITED WAY CAMPAIGN.

The Birchwood Automotive Group is proud to be recognized as one of Manitoba’s Top Employers, as well as one of Canada’s Best Employers.

Our team members are individuals of character, competence, and commitment. They are trustworthy, they work together and they are committed to enhancing our work environment and the experience of our customers. We are extremely proud of each and every one of them. Drive your career at: We offer team members a respectful and challenging work environment, an industry leading benefits package and opportunities for advancement. birchwoodcareers.ca 8

BOLD COMMERCE have worked to prove that a world-class company can thrive in Winnipeg,” he said. “Although we now have employees BOLD across North America, the soul of the company is genuinely Winnipeg, and even the people that have joined our company APPROACH from afar all share that same spirit.” Bold Commerce invests in its employees PAYS OFF through leadership training, mentorship programs and annual education funds. The BY JENNIFER MCFEE company also provides flexible start times, paid volunteer time, health and dental A business with a unique benefits with no monthly employee fees, workplace culture lives up to and a health spending account. Employees enjoy daily catered lunches, its name as one of Manitoba’s complimentary healthy snacks and an on- top employers. site gym with free membership. Adding Bold Commerce offers customizable to the upbeat atmosphere, the business commerce solutions of all sizes. More than boasts air hockey and other games, an 90,000 brands in upwards of 170 countries employee library, branded swag and local trust Bold to power their businesses every beer on tap. day, including well-known companies such For Boisjoli, the secret to the company’s as Staples Canada, Vera Bradley and Harry success stems from the culture they’ve built Rosen. at Bold. CEO and co-founder Yvan Boisjoli “It’s more than just perks or treating understands the importance of treating our employees the right way. It’s about BOLD COMMERCE PHOTO employees well. The business currently challenging them and allowing them BOLD COMMERCE STAFF VOLUNTEER AT THE CHILDREN’S WISH FOUNDATION TEE OFF employs 350 people at its Winnipeg to thrive and grow through education, ‘FORE’ A WISH GOLF TOURNAMENT AT BREEZY BEND. headquarters, plus four others in Calgary mentorship and career opportunities. to our business, our customers and our a work-hard attitude but make sure to set and 21 in Texas. Once you build a culture that elevates and people.” Like Boisjoli, she credits the aside time to have fun and celebrate. Some “When we started Bold, we all agreed pushes people to achieve more than they workplace culture as the main feature that of the virtual events we’ve hosted so far we wanted to build a company where we thought could be possible, work no longer makes Bold stand out as a great employer. include pumpkin carving, beer tasting with would love coming to work. This has been becomes about getting paid,” he said. “Some of the building blocks of our a favourite local brewer, and trivia nights. the backbone of our culture,” he said. “We “Our focus is on how we can help brands culture, which we’ve outlined in our It’s been a great way to wind down from wanted our employees to feel connected thrive in commerce every day. We have BUILDERS Code, include innovation, the day and discover some hidden talents,” and allow them to impact the company high expectations of our employees to learning and respect. We believe in Grindle said. in every way possible. We want them to achieve these outcomes, which at times is transparency and accountability, and “We’ve also introduced a couple of think and act like owners, and benefit from not easy. But, we are all in this together and elevating each other to new heights,” apps, which pair a random selection of these efforts through our employee share we need to take care of our most important Grindle said. people from across the company for a ownership plan (ESOP) program.” asset, our people, so that they can best “The growth opportunities at Bold watercooler-style chat. We’re finding A developer himself, Boisjoli always serve our customers.” also make us unique. The e-commerce ourselves connecting with people we might dreamed of working for a company like CHRO Chantal Grindle expressed industry is ever-changing, which means we not normally cross paths with working in Google. gratitude for the designation as a Top are learning both as individuals and as a the office. It’s great as it pushes us all a “As a Winnipegger who loves this city Employer in the province. business every day.” bit outside our comfort zone and keeps us and had no plans of leaving home, we “We’re excited, proud and really Even during the pandemic, the company social, which we know is really important needed to bring that type of company grateful,” she said. “For us to have the best has remained committed to its culture during these times.” here, and that’s what we set out to do. place to work, we’ve needed to build the through virtual town hall meetings, remote Our story is bigger than that of having fun best team of people who truly care. This leadership training and much more. For more information, at work — we are the underdog, and we designation would not be possible without our amazing team and their dedication “Virtual events have been a hit. We have visit boldcommerce.com/careers

A Bold career in ecommerce Now hiring!

BOLDCOMMERCE.COM/CAREERS 9

BROADVIEW NETWORKS its customers that the company is there for from venturing out of their areas and time in a while. The company’s fitness room them. Instead of measuring staff utilization implemented temperature testing. features free weights, treadmills, stationary Broadview used response rate and resolution The company’s COVID protocols included bikes and showers. INVESTING time as key metrics. “All our effort was focused a Plexiglas partition around every desk so all “A big part of our commitment to our staff on how quickly we could respond to and employees could work without having to worry is promoting health and wellness and a healthy IN THE resolve customer issues,” said Michael Orloff, every time they heard somebody clear their lifestyle,” Orloff said. the company’s president. Although the volume throat or stifle a sneeze. The company also has a unique “CEO.” of support calls increased, Broadview was able “We’ve invested a lot into our staff Dexter, an eight-year-old golden retriever, is its WORKFORCE to achieve its best ever response times. experience and customer experience. That’s a Canine Executive Officer (and the Orloff family While its employees ensured clients were big part of why we’re a great place to work,” BY GEOFF KIRBYSON pet). He looks the part every day as he sports still receiving the level of service they had Orloff said. a tie. Seriously. Strategic planning at Broadview come to expect, the executive team huddled Indeed, Broadview has just qualified for “He has the run of the place. He usually stays at the office (in a socially-distanced sort of way) the first time as one of Canada’s Top 100 Networks has always included a in my office but if he hears anybody coming in, to figure out their plan of attack for when the Employers. It’s not like it’s new to accolades, he’s usually the first to the door,” Orloff said. office would reopen. however, as it has previously been among business continuity plan but the The staff doesn’t need much encouragement When people returned to the office after the Canada’s Top Small and Medium Employers of to get involved in the community but the company never dreamed the plan initial lockdown, the workspace looked very the year. company provides it anyway. Some of their would be tested the way it was. different. The company has 34 employees in a When things get back to something causes include: Adopt-A-Highway, breast pair of locations, one in River Heights and the resembling close to normal after the second Like virtually every other company in town, cancer research, pet rescues, school breakfast other downtown. lockdown, Broadview’s employees will return the Winnipeg-based IT managed services programs, the United Way and heart and provider was locked down when the COVID-19 The company bought more than enough to their open-concept office, featuring an open personal protective equipment (PPE), made area to facilitate collaboration, lots of windows stroke awareness. pandemic hit in March, forcing it to send its For more information, people home to work. it mandatory to wear masks throughout the letting in natural light and high ceilings. Luckily, it supports IT services for a host of office, restricted visitors, prevented employees They’ll also be able to use a gym for the first visit broadviewnetworks.ca. corporate clients that need to be working, pandemic or no pandemic, so it had seen disasters before. Just, you know, not one that impacted all customers at the same time. That’s when David Reimer, Broadview’s director of sales and one of its owners, said the company got out its chequebook. “Although we already had the technology and processes to enable remote work, we wanted to demonstrate to our staff that we’ll support them through this challenging time,” Reimer said. That meant an upgrade to laptops, large screens, cameras, and noise cancelling headsets so its people could excel at their jobs no matter where they were. “Instead of being concerned and spending less on the staff experience and technology, we spent more. Whether our people were working from the office or home, they had the tools they needed to do their jobs. That was a hugely positive experience at a time when our staff might have been getting down on things,” he said. Broadview also wanted to demonstrate to BROADVIEW’S TEAM AT THE UNITED WAY PLANE PULL CAMPAIGN.

BROAD NETWORKSview 10

FUSION CREDIT UNION OF THE COMMUNITY, FOR THE COMMUNITY Fusion Credit Union continues to build success on a founda- tion of three basic, enduring FUSION CREDIT UNION PHOTO principles — strength of char- FUSION CREDIT UNION STAFF TAKE PART IN JEANS DAY FOR CHARITY. acter, strength of commerce and strength of community. salaries and a full range of company to offer the best possible environment for past 20 years. benefits, including in-branch wellness our teams,” says Johns. “We are doing “In a time when so many people are A full-service financial institution with spaces, an education funding program innovative things and we invite people facing uncertainty, the cash payouts are a a staff of 190, Fusion serves more than timely support to our members who have 32,000 members through 18 branches and other professional development across the organization to participate.” across communities in Parkland and opportunities. The credit union fosters The spirit of participation also helped Fusion to flourish over the years.” southwestern Manitoba. Administering innovation by encouraging staff to develop transcends the workplace as Fusion has Johns says Fusion also stepped up to assets of more than $1.06 billion, Fusion creative ideas about how the organization taken steps to solidify its role as a pillar of support local businesses struggling through has the capacity, the shared commitment can further strengthen its commitment to the community. In 2019, the credit union these uniquely trying times. Through its and the opportunity to support growth service excellence. established its Full Circle Fund to provide Invest for Good campaign, the credit union and prosperity, locally and beyond. Johns says Fusion recognizes the support to worthy projects that enhance purchased $18,100 worth of gift cards from “We are very proud of our community increasing role of technology and digital the quality of life for people of all ages in 79 small businesses in their communities. roots,” says Fusion CEO Darwin Johns. innovations in supporting the banking the communities Fusion serves. The fund Through ongoing dedication to its vision, “We have great people who serve great needs of members, as well as the business has supported community initiatives such mission and values, Fusion has created an people.” needs of its work teams. as youth activities and legacy projects, organization that brings out the best in Creating the kind of organization that “At Fusion, we have numerous business not only monetarily, but also through the its employees, as well as the communities attracts and retains such great people practices in place that enable virtual volunteerism of Fusion employees. where they live, work and play. remains a priority that is already paying communication and collaboration across Fusion’s community spirit has not been “We have always believed that our dividends as Fusion has, for the second our many branches,” he says. “For several dampened by the challenges of the global members deserve the very best, and year in a row, earned its place on the 2021 years, we have been using online meetings pandemic as it continues to address the so do our Fusion team members who list of Manitoba’s Top Employers. as a means of engaging with one another needs of its communities. serve as our ambassadors to our valued “We position ourselves as a top employer across our organization. When we started “We are focused on our members and communities,” says Johns. “Great people by the benefits we offer, and by cultivating to experience the full impact of COVID-19 communities, and we have several ongoing drive great results.” a fun, team-oriented, collaborative work earlier this year, we were well-positioned initiatives that generate opportunity for environment,” says Johns. “We often to share information throughout our local growth and development,” says For more information attract new employees who feel aligned branches and communities in a very Johns. “Earlier this year, we announced about career opportunities with our values and the good work we do seamless manner.” total patronage returns to our members in our communities.” “We are focussed on every aspect of the of over $2.2 million. We’ve paid patronage with Fusion Credit Union, Fusion employees receive competitive employee experience and continually strive returns to our members every year for the visit fusioncu.com. 11

safety, and then to do it in a way that we Johnston said. “In fact, I think a few other still had the capacity to serve our clients.” organizations said, ‘Can you send me what The employees remaining in the you guys did?’ 60,000-square-foot home office follow all “They organized virtual agency tours health protocols and connect via video and hosted some of the events through calls instead of in-person meetings. A few Zoom meetings, and even ran a live employees also work from home in cities auction with all proceeds going to United across Canada. Way. It was really an outstanding amount Employees even expanded their of effort and they did a fantastic job.” committees this year to six “pillars” Despite challenging times, he said from four, rebranding them as Work Life Johnston Group was able to keep Wonderful wellness programs that key on a everyone employed. Employees will also PHOTOS BY BRADLEY GERBRANDT holistic approach. They are: Eat, Sleep and receive their annual bonuses. DESPITE THE CHALLENGES OF THE PANDEMIC, JOHNSTON GROUP HAS BEEN ABLE TO Move (physical); Personal and Professional This year, Johnston Group wanted to KEEP EVERYONE EMPLOYED. Development (mental); Purpose and increase grassroots giving to the United Contribution (spiritual); Green Team Way by creating a match in honour of JOHNSTON GROUP INC. (environmental); Mission in Positive Manitoba’s 150th birthday called the (emotional); and Social Committee. 150 Challenge. Johnston Group matches Johnston said one of the popular new donations of $150. Also, to help CREATIVE COLLABORATION initiatives was the twice-weekly JG Coffee increase contributions at the Major Donor with Friends show on “JG TV” led by level, Johnston Group is matching every BY JUDY OWEN charismatic employees Jeff Reyes and individual who has previously donated Abraham Tassia-Santos. They chat with at the $5,000 level and increases their Even though they’re working maintained, and even expanded. guests from management giving updates donation to the $7,500 level. “As you can imagine, it’s not easy when apart, employees of Johnston or committee members talking about Along with being named one of you’re trying to run things virtually, but what they’re working on. Manitoba’s Top Employers for 2021, Group Inc. are finding creative these committees have really done an “It was really just, ‘Everybody’s out of Johnston Group was also recognized as ways to come together for outstanding job,” said Will Johnston of the building, how do we keep people one of Canada’s Top Small and Medium Johnston Group. connected?’” Johnston said. “Kind of a Employers for 2020. some virtual socializing and “They worked very hard to make sure virtual lunch room type of thing.” these activities didn’t disappear and teamwork. A third of the company has watched the For more information, people could still interact with them.” show live for many of the episodes, he said. visit johnstongroup.ca. Most of the company’s 285 employees Johnston’s father, David, founded the “And we’re even seeing people that were shifted to work at home in April company in 1983. It provides benefit in the past may not have participated instead of at the insurance and group services to more than 30,000 businesses regularly in these types of activities are benefits provider’s Winnipeg headquarters and their employees across Canada. participating a lot more. It speaks to that because of the COVID-19 pandemic, but When the pandemic got a foothold connection and that we want to see our employee-led committees came up with in Manitoba, the company sent all but team members.” creative ways to continue their Work Life about 15 of its employees home with their The Purpose and Contribution Wonderful wellness programs. desktop computers and then turned to committee oversees fundraising. An online talk show draws appreciative its IT department to ensure it was almost Johnston Group president Dave Angus audiences, fitness classes are held business as usual. is chairing the United Way campaign virtually instead of at the office’s gym and “Our tech support team was fantastic this year, which the company has long employees socialize playing digital bingo, in managing the whole piece,” Will supported, along with other agencies and visiting virtual escape rooms or having Johnston said. “They were the heroes of organizations. online coffee dates. that moment. “(Our committee) put together a JOHNSTON GROUP EMPLOYEES TAKE PART Fundraising for community organiza- “Making sure everyone could get out phenomenal template for a virtual United IN A TEAM-BUILDING ACTIVITY BEFORE tions such as the United Way has been was our first priority for our employees’ Way workplace campaign this year,” REMOTE WORKING WAS IMPLEMENTED.

It might be wild to think that work can make every person’s life better.

Fortunately, we’re wild enough to try.

johnstongroup.ca 12

MANITOBA BLUE CROSS “We do our best to create an work-life and personal wellness services, participation.” environment where an employee feels they psychiatric consultation and addictions When it comes to corporate culture, the can bring their whole self to work,” says management support. Manitoba Blue Cross tagline carries a lot Brenda Slikker, Chief Operating Officer “Employees — when pandemic of weight. SUPPORTING at Manitoba Blue Cross. “Life is complex, restrictions aren’t in force — also have “Our ongoing priority is to ensure we especially as we navigate through the access to a fully-equipped fitness centre live and breathe the Colour of Caring and THE WHOLE unknowns of the pandemic, and personal that’s available free of charge to them and that it starts within,” says Slikker. “A crucial stressors don’t take a vacation while we’re their families,” says Wendy Unger, Director component of this is to foster a respectful EMPLOYEE at work. That’s why we feel it’s essential to of Corporate Services. “They also receive and inclusive workplace, which is why we provide benefits and resources that care ergonomic assessments to ensure their have introduced an equity, diversity and BY TODD LEWYS for the whole employee and help foster an workspace meets their physical needs and inclusion policy at Manitoba Blue Cross, overall sense of well-being.” have access to quiet rooms for rest and and established an employee-driven There’s something to be said This is evident in the company’s restoration.” diversity committee.” about being recognized as one offerings. In addition to a competitive The workplace also has an employee It’s also about empowering employees, of Manitoba’s Top Employers salary, company-matched pension plan lounge complete with recreational she adds. for the 11th time in 15 years. and three weeks of vacation time after the activities like foosball and a pool table. It “We believe that each employee first year, employees have access to a wide includes a kitchen where employees can brings something meaningful to our And one key ingredient may prepare hot lunches and a self-serve Blue be that Manitoba Blue Cross range of health and wellness supports. organization and that creating a learning This includes a robust health benefits Café that provides nutritious, affordable and development culture is essential to an doesn’t take a one-size-fits- package and coverage through the meal options for purchase 24 hours a day. engaged, satisfied and productive team.” all approach to meeting their company’s onsite employee assistance Manitoba Blue Cross also strives to To that end, Manitoba Blue Cross has create an environment where employees employees’ needs. program, which provides counselling, established a dedicated learning and feel connected. development team which provides the “We recognize that social connection opportunity to participate in a leadership and a sense of community are essential and career development program, and components to overall well-being,” says facilitates in-house training, workshops Unger. “We put on company-wide events and continuing education opportunities. like barbecues and lunches to show Manitoba Blue Cross also embraces appreciation to our staff while bringing employee feedback and, in addition to everyone together. Contests, potlucks and inviting open dialogue, conducts annual team-building activities are also frequent engagement surveys to better understand occurrences and an opportunity for our how best to meet employees’ ever-evolving employees to step away from their desks needs. They also invite employees to bring and engage with one another.” forward new ideas and have facilitated Connecting is more important than ever innovation labs with representation from during the pandemic, she adds. across the company. “While social connection looks different “We recognize that each of our during the pandemic, we consider it more employees is unique in what they need, important than ever. Physical events have transitioned to virtual ones, such as fun what they bring to the organization and at-home challenges, learning activities where they place value,” says Slikker. and initiatives that bring our employees “That is why we strive to support the together in a new way. A perfect example whole employee and invest in their overall well-being.” MANITOBA BLUE CROSS PHOTO is our United Way campaign, one of the MANITOBA BLUE CROSS CHIEF OPERATING OFFICER BRENDA SLIKKER (SECOND FROM many ways our employees support and LEFT) PRESENTS A DONATION TO WINNIPEG HARVEST CHIEF EXECUTIVE OFFICER KEREN connect with our community. Even though For more information, TAYLOR-HUGHES (LEFT). it was virtual, we still had 93 per cent visit mb.bluecross.ca.

Manitobans working

for Manitobans Learn more about a career with us at mb.bluecross.ca

*Trademark of the CABCP †Trademark of the BCBSA

Work-life Competitive Career development balance compensation opportunities 13

MANITOBA PUBLIC INSURANCE is a large company offering a wide range of career opportunities, including roles in frontline service, claims, IT, finance and much more. In addition to ongoing ENHANCING THE CUSTOMER EXPERIENCE efforts like The Twelve Stories, training Manitoba Public Insurance has been part of the community for almost 50 years. During that opportunities abound at all levels and there is continuous development of time, the public auto insurer has grown with our province, to the point that there are now about leadership potential. 1.2 million Autopac policies in force at any given time. In addition to abundant opportunities and encouragement for growth, brand and culture. The effort is summed Most Manitobans, it’s safe to say, are always the hero of the story, and staff are the employees receive competitive salaries, up in a simple internal mantra: Do better. MPI customers. And the organization is trusted guide who help the hero succeed. comprehensive benefits, and a clear focus Together. For customers. determined to improve the experience Stories are told through a multimedia on wellness and work/life balance. The The customer experience initiative of those customers and better meet their approach that features an animated video majority of employee roles are based in is based on a recognition that every auto insurance, vehicle registration and from the customer’s point of view. The Winnipeg, but opportunities are available single interaction a customer has with driver licensing needs. videos are created entirely in-house, using at locations across the province, from MPI influences their perception of the “We’re shifting our culture to become a collaborative approach that includes staff Brandon to Steinbach to Thompson and corporation — so a great customer more customer-centric. Improving the from the featured business area, as well as many points between. experience creates a positive perception customer experience is a perfect fit with from design, research and communication MPI believes in agility — flexible work and an understanding of the value that our corporate values: to do what’s right, departments. The animations are backed options have been enhanced during MPI provides. to invest in people, to provide value, up with a host of supplemental materials the ongoing pandemic to ensure both A key internal component of this effort and to strive for excellence,” says Satvir that examine the interaction and dive into operational continuity and employee is a year-long anthology series, called The Jatana, MPI Vice-President, Employee research and metrics around the topic and safety. MPI leapt into action last spring to Twelve Stories of Customer Experience. and Community Engagement and Chief offer suggested service improvements. enable most staff to work from home and Each month, a new story is unveiled to Human Resources Officer. The end goal is to benefit customers, but to continually ensure measures are in place staff, examining a common interaction To this end, MPI is currently undertak- Jatana points out that it is the employee for the safety of frontline staff who assist from the customer’s point of view. Topics ing the biggest digital transformation in its experience that is helping MPI achieve its customers in-person. range from customers who need to book history, which involves replacing outdated customer experience goals. “We are committed to investing in a driving test to customers who have been systems with the goal of streamlining pro- “They are two sides of the same coin. people,” Jatana says. “When we provide severely injured in a collision and need cesses, improving customer convenience The way we care for our people is the way for our employees, they are equipped to help accessing rehabilitation resources. and increasing online service options. they will care for our customers and each provide for our customers and enhance “The series also serves to highlight what To complement this long-term transfor- other,” Jatana says. the customer experience.” mation, MPI is also undertaking a deep an incredibly diverse range of services One of the many reasons MPI is look at the overall experience of custom- and employment opportunities we offer,” returning as a Manitoba Top Employer is ers. This has led to a collaborative effort to Jatana says. that all employees are provided the tools For more information, increase the customer focus across the MPI No matter the topic, the customer is and resources they need to succeed. MPI visit mpi.mb.ca.

Drive your career forward.

20-071-2366_2021 Top Man. Empl._Free Press_1.indd 1 10/22/20 11:54 AM 14

solid foundation that’s built right into patients that come through eye clinics each Misericordia Health Centre’s strategic year,” DeKeyster said, “with more than plan. At the same time, these values are 13,000 eye surgeries performed annually, reflected in everything from workplace including innovations with non-sedation celebrations to employees’ everyday cataract surgeries.” Misericordia’s Eye interactions with patients. Care Centre is the largest comprehensive “We do things with depth and sincerity surgical and treatment program of its kind so that we can look at the whole person. in Western Canada. PHOTOS BY DARCY FINLEY As a result, we provide patient-centred “We also spearhead another provincial care and individual care in the fullest way program for sleep disorders,” DeKeyster MISERICORDIA HEALTH CENTRE that we can,” DeKeyster said. added. “We’re doing almost 3,000 sleep “When you build values into your tools, studies here at Misericordia each year and it translates from the theory right down we’re conducting another 2,000 home BUILDING ON A LONG- to the practical. If we’re mentoring new studies each year. people or working with our team, we “Our Foundation also pivots to STANDING LEGACY know we’re on track if we use our values meet Misericordia’s needs. This year’s to make our decisions in conscious ways. 25th Anniversary Angel Squad campaign, BY JENNIFER MCFEE We’re doing our utmost to have respect which is underway right now, is focused on for every person. ensuring the holiday season is merry and With more than 120 years in the community, Misericordia Health “There’s a lot of attention given to bright for our long-term care residents. staff. The sisters have left a history with Centre strives to be the future of care for Manitobans. With COVID-19 visitor restrictions in place, leadership through hospitality, and we we have critical needs to help prevent The faith- President and CEO Caroline DeKeyster continue with their legacy of hospitality social isolation such as personalized based health expressed deep pride in the Winnipeg- in our celebrations of accomplishments,” therapeutic activity kits designed to centre provides based health centre’s Mission of providing DeKeyster said. help those living with dementia.” acute care for care specializing in healthy aging. Founded “We support our staff with educational Manitobans in 1898 by the Sisters of Misericordia, opportunities through scholarships or paid Misericordia’s newest addition to its long- through the the organization has been named one of education leaves. We also have supports term care campus will bolster the assisted provincial Eye Manitoba’s Top Employers — and with for staff who find themselves in crisis, living options in the community. Care Centre good reason. which can make a really big difference at “We’re building a 97-unit affordable of Excellence “I am seriously proud of how a critical point.” assisted living seniors’ centre. Shovels are and provincial Misericordia works and leaves a legacy of Looking to the future, Misericordia in the ground now and it will be up in two MISERICORDIA HEALTH Sleep Disorder its founding Sisters — and the motto they Health Centre continues to evolve to meet years’ time,” she said. CENTRE PRESIDENT Centre as well lived by, which is compassion of the heart the changing needs of the community. “We’ve got quite a demand already AND CEO CAROLINE as providing for those in need,” she said. For example, Health Links – Info Santé is for it in terms of a wait list. It’s a way of DeKEYSTER. oral health “We work with value-based care and we at the heart of the pandemic response, rounding out that campus of care for pediatric dental have stayed true to that. There have been answering COVID-19 questions and those older adults in the community while and Home Care Community IV programs a lot of changes over the years, but what triaging health concerns. Health Links – also providing what’s lacking in the West among others. has not changed are the fundamentals Info Santé was the first bilingual phone- Broadway and Wolseley area. We try to Misericordia is also home to Health Links based on caring, respect and trust. This based nursing triage system in Canada make sure we’re relevant and meeting the – Info Santé and offers a continuum of long- intentionality around value-based care when it launched in 1994. needs of the population.” term care, from Misericordia Place Personal translates into how we deliver in a way that “Misericordia is always ready to embrace Care Home to Transitional Care Units to makes a difference.” change through our programming. Our For more information, PRIME — a health centre for seniors. This focus on values provides a Eye Care Centre of Excellence has 40,000 visit misericordia.mb.ca.

Misericordia Health Centre is a leader in healthy aging Vision | through compassion, innovation and excellence.

Misericordia Health Centre is a leading provider of Mission | specialized and long-term care programs designed to meet the needs of the aging population in accordance with the Catholic tradition of ethical and spiritual values through the legacy of the Misericordia Sisters. We serve Manitobans through programs unique to Misericordia: Eye Care Centre of Excellence, Health Links – Info Santé/Provincial Health Contact Centre and Sleep Disorder Centre. Values | Caring • Respect • Trust

@MisericordiaMB | misericordia.mb.ca 15

PAYWORKS INC. statement extends throughout the company, and includes a commitment to corporate social responsibility that Payworks has called Pay It Forward. PRIDE IN “Our purpose means different things to different people,” Stewart said. “It means WORKPLACE doing right by our clients, by our support teams and doing right by our partners. One PAYS OFF of the big ones for us is the community. Staff loves the chance to pay it forward BY JIM BENDER to charities. Our national partners include the Ronald McDonald House Charities of It is a simple mantra that has Canada, Tim Hortons Foundation Camps, paid dividends for Payworks. United Way and this year in honour of our 20th anniversary, we made significant PAYWORKS PHOTO “We started a project a few years ago contributions to several local organizations PAYWORKS STAFF MEMBERS WITH THE WINNIPEG SIGN AT THE FORKS. to define what our focus was and what including the Bruce Oake Recovery Centre. makes our employees proud to work at “But there are a number of other Payworks, and what it is that gets them charities that mean something specifically It’s a thrill for our staff to see Payworks recognized out of bed each morning,” says Nicole to our people. Each employee receives as an exceptional place to work and we want to Stewart, Payworks vice-president of two paid days off a year to go out and “ human resources. “The statement was spend time with charities of their choice.” shout it from the rooftops. For an added bonus, Payworks matches ‘Doing Right by People,’ which gave our — NICOLE STEWART, PAYWORKS VICE-PRESIDENT OF HUMAN RESOURCES employees a sense of pride.” employees’ donations to charities, up to ” That led to a number of employee- $400 each per annum. Platinum Club designation. It was the involved programs and that kind of regard Furthermore, Payworks provides a recruit new employees any more. We eighth straight year it was named one of for its people led to Payworks being named competitive employee benefits package want to be thought of as an exceptional the Best Managed organizations. one of Manitoba’s Top Employers for 2021. that includes free access to a TelaDoc workplace where people want to come to The criteria for becoming a member “We had the initial reaction of pure Health program, which offers virtual health- work,” Stewart said. “Last year, about 25 of the Best Managed program includes excitement,” Stewart said. “It’s a thrill for care services to employees. The company per cent of our new hires were filled by excellence in Canadian-owned and our staff to see Payworks recognized as an also offers a $250 wellness benefit to go internal referrals.” managed companies with revenues over exceptional place to work and we want to towards activities that facilitate an active However, that doesn’t mean there was $25 million; the calibre of management shout it from the rooftops.” lifestyle, such as sports registration fees, a lot of turnover in the local staff of about abilities and practices; overall business According to its website, Payworks dance classes and so on. 250 employees. performance and sustained growth; and is “a leading expert in the field of total Because Payworks prioritizes its people “We do a lot of hiring because we service financial performance. workforce management solutions, and its workplace culture, engaging our clients on a one-to-one basis and “We made Platinum again this year, providing cloud-based Payroll, Human employees by offering referral bonuses our sales staff is fantastic in getting more which is something that we’re very proud Resources, Employee Time and Absence of $1,000 each to any employee who clients,” Stewart said. “So, we need more of,” Stewart said. “I’m very proud of our Management to businesses across successfully refers new recruits to the people to help us as we continue to grow.” organization and what our teams have Canada.” Winnipeg is the head office, company was a natural fit when developing The company hires people experienced built up.” which oversees 349 employees at ten a recruitment strategy. in customer service, sales, accounting, analysis and technology. branches all across the nation. “A few years ago, one of my long- For more information, The “Doing Right by People” purpose term goals was to get Payworks to a Payworks is also a 2020 winner of place where we don’t need to formally Canada’s Best Managed Companies visit payworks.ca.

Volunteerism. That’s how we pay it forward.

Doing Right by People is our purpose.

This is why we’ve created a workplace where experiences can be shared and employees are encouraged to pay our successes forward in their communities, in their own way.

Follow us on social media or visit payworks.ca to learn more. 16

PHOTOS BY DARCY FINLEY RED RIVER CO-OP OPERATES ON THE VALUES OF INTEGRITY, TEAMWORK AND RESPECT. RED RIVER CO-OP THRIVING WITH A LOCAL VISION BY JENNIFER MCFEE Red River Co-op is built on the vision of being truly local — and a promise to stay that way.

More than 312,000 members in Winnipeg million in sales of locally made product, its community investment program, The retail co-operative operates 35 full- and neighbouring communities wholly own putting massive dollars into the pockets which awarded more than $180,000 in service gas bar locations with convenience Red River Co-op, which operates on the of Manitoba farmers and entrepreneurs. donations to charities and non-profits in stores, and many with car washes. values of integrity, teamwork and respect. Furthermore, our profits don’t line the 2019. The co-operative runs additional “We are proud to have exceptional “We are owned by our members pockets of rich shareholders in faraway annual programs to further support the customer service at the core of everything who live in our trading areas, we hire places; they are returned to our local community, including Fuel Good Day we do and are one of the few fuel locally, and we support local growers members. Last year, we distributed which saw a $50,000 donation go to companies left that still employ people to and producers by partnering with them $37.8 million in equity and cash to our the Bear Clan this fall, and Community pump your gas and wash your windows,” to sell their product and help grow their membership.” Spaces where the Selkirk Curling Rink Wiebe said. “We also provide bulk fuel business,” said CEO Doug Wiebe. Not only do profits stay local, Red River was awarded with $70,000 for their roof delivery to commercial and farm accounts, “In 2019, Red River Co-op did over $10 Co-op provides further support through renovation project. and operate five commercial cardlocks.”

+ Earn Rewards! Bring Red River Support local this holiday season! local With over 600 Manitoba made products in-store, Red River Co-op CLICK&COLLECT home is your one-stop-shop for local food for your holiday table! Online Shopping now available! From Nov 26 - Dec 31 enjoy great deals on your favourite local items made by Manitoban producers. Visit SHOP.CRS for locations

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As a co-operative, we “believe strongly in the principle of co-operation. It’s ingrained into everything we do. We operate in two highly competitive, customer- focused industries. If you don’t have happy employees at every level, it’s impossible to engage with our customers, and ultimately to meet their needs. - MURRAY” DEHN, VICE-PRESIDENT, HUMAN RESOURCES

In July 2019, the co-operative also Co-op stand out as a large organization, don’t have happy employees at every opened its seventh food store, located its values reflect the fact it remains level, it’s impossible to engage with our in Gimli. rooted as a local business. customers, and ultimately to meet their “We are currently in the process of “Our employees have access to, and needs,” Dehn said. “We will not rest on building two additional food stores in form personal relationships with, our our laurels. To elevate our employee Winnipeg and look forward to serving management team at all levels. Our CEO experience, we are always coming up new communities and expanding is a presence in all our locations, not just with imaginative ways to retain and our employee family into those when conducting official business but as a impress our talent and we are continually neighbourhoods,” Wiebe said. “Our shopper as well, and he enjoys conversing on the hunt for top talent in the industries St. Norbert store should be opening with and listening to our frontline staff. He we serve. Our benefits are customized to sometime around Christmas, and our is recognized by most of our employees the needs of each business unit. We try new build in Seasons of Tuxedo, near and they address him on a first-name to be as responsive to our employees’ the Outlet Collection Winnipeg mall is basis,” Dehn said. needs as we can.” scheduled to open next summer.” “We know our employees on a The pandemic has been challenging personal level and genuinely care about For more information, with decreased business at gas bars them as individuals, which helps us visit redriverco-op.crs. combined with increased business at to make the right business decisions food stores. with their needs in mind. We provide “Where we can, we have shifted the our employees with opportunities to stocking of our stores to evening hours in advance, not only within our own Co-op an effort to reduce possible interactions but also through other Co-ops across and enhance social distancing for Western Canada. We provide employees customers shopping at our stores,” with great careers and a grow from Wiebe said. within culture — you can literally start in Other safety measures include a frontline position with our Co-op and increased cleaning and sanitizing, more retire in a senior management role.” personal protective equipment and Employee perks include health, barriers, restricted customer volume in dental and pension benefits, training stores, a seniors’ hour shopping, and and workshops, competitive wages, a new “Click & Collect” e-commerce tuition reimbursement, and an employee program for curbside pickup. and family assistance program. Other Murray Dehn, Vice-President, Human initiatives include employee purchase Resources, expressed pride in Red River rebates, service milestone recognition, Co-op’s recognition as a Top Employer. volunteer and team-building activities, “This is the first time we have flexible schedules and work-from-home been officially designated as one of opportunities where possible. Manitoba’s top employers,” he said. “As a co-operative, we believe “However, it confirms what we have strongly in the principle of co-operation. long believed — that Red River Co-op is It’s ingrained into everything we do. an awesome place to work.” We operate in two highly competitive, Although its revenues make Red River customer-focused industries. If you 18

ROQUETTE CANADA BREAKING

DOWN ROQUETTE CANADA PHOTOS BARRIERS STAFF MEMBERS AT ROQUETTE’S STATE-OF-THE-ART PEA PROTEIN PROCESSING PLANT IN PORTAGE LA PRAIRIE. Now that the company is bringing a ployee undergoes a one-week orientation ture that’s consistently open and support- BY TODD LEWYS state-of-the-art pea protein processing that includes a buddy to ask questions of ive and that empowers employees. Our plant in Portage la Prairie, the manage- and get training from. We want them to management team wants people to feel With operations in more than ment team at Roquette Canada is continu- feel welcome, so they immediately feel like those things every day.” ing the practice of keeping lines of commu- they’re part of the team. Our CEO meets That support shows up in small, every- 100 countries worldwide that nication with employees open at all times, with all leaders and new employees right day gestures, she adds. employ 8,670 people, Roquette says Trish Clark, Roquette Canada’s head away to make sure a connection is made “If an employee doesn’t seem to be of human resources. right at the beginning.” happy, a leader will approach them and ask — a global leader in plant-based “Constant communication is so impor- Clark notes that employees get even them how they’re doing,” says Clark. “They ingredients — has written quite tant,” she says. “Our management team more support in the form of comprehen- also take the time to get to know the names is transparent with our employees, stay- sive training. of family members, or just to say good the success story over the past ing in regular contact with initiatives such “We want people to be comfortable and morning when an employee arrives at work. 87 years. as town hall meetings. Doing that builds knowledgeable in their roles, so they’re Those are small, but important details.” trust and openness.” empowered by leaders to access tools It’s all those little details that translate Further to that, adds Clark, the work en- such as job-specific training and company into a great workplace. vironment at Roquette Canada — the plant programs that are provided in blended As it’s turned out, Roquette Canada’s is the largest of its kind in the world, and and online formats,” Clark says. “We don’t reputation is sterling. will process 125,000 metric tonnes of yel- have boundaries in gaining knowledge or “People just want to come and work low peas annually — has been designed asking questions.” to promote a barrier-free relationship be- At the same time, a generous benefits here,” she says. “We don’t advertise a ton, tween management and employees. package ensures that each employee — but people just apply online. We have no “We actually have an open work environ- there are currently 90 at the plant, with problem attracting skilled trades; they just ment where leaders are right in the same another 30 to be hired in the not-too- want to be part of what we do, even dur- space with their teams — there are no doors distant future — feels taken care of and ing the pandemic, when we’ve hired a new separating management and employees appreciated. work force.” here,” says Clark. “When you walk in, you “Not only do we support a healthy As Roquette Canada moves forward dur- could see our CEO talking to someone in lifestyle with an on-site gym and healthy ing the ongoing COVID-19 pandemic, they our IT department. Anyone can ask a ques- snacks, but we also give each employee will continue to do what they’ve always tion of our CEO, from a millwright on up.” a health spending account of $1,200,” done: put their employees first. That open, collaborative approach be- she says. “The company also pays for the “We genuinely care about our staff and gins the moment a new employee checks whole benefit package, which covers the will do whatever we have to do to keep in for work. well-being of each family with comprehen- them safe, as safety is in our culture and Right off the hop, they get a backpack, sive services all the way around.” part of our practice,” Clark says. “Our information package, company phone and Clark says Roquette Canada’s manage- priority is our employees. We are one at coffee mug or drinking bottle with their ment team is genuinely committed to com- Roquette Canada.” DARCY FINLEY PHOTO name on it. ing up with innovative workplace initiatives TRISH CLARK, ROQUETTE CANADA’S HEAD “That helps them get ready for their first and programs. For more information, OF HUMAN RESOURCES. day at work,” she says. “Each new em- “The idea is to create a workplace cul- visit roquette.com.

Roquette Canada Ltd., offers employees the opportunity to advance their skills at the state-of-the-art Portage pea protein plant, located in Portage la Prairie, Manitoba. The plant, the largest of its kind in the world, will start operations at the end of 2020 and at capacity, will process 125,000MT of yellow peas annually. www.roquette.com/careers Follow us on LinkedIn 19

ST.AMANT ST.AMANT’S INVESTMENTS IN STAFF PAY OFF DURING PANDEMIC

Just over seven months ago, St.Amant began adapting to the new ST.AMANT PHOTO MINDFULNESS IS NOW A CORE COMPETENCY FOR ALL STAFF AT ST.AMANT. reality of facing a pandemic in Manitoba. As new announcements and protocols happened every day, their staff rose to the challenge and pivoted to ensure the best service possible. The threat of the As a large, multi-faceted resource for dispel myths that cause anxiety and offer Manitobans with developmental disabili- reassurance while reminding everyone to virus, the closing of schools and some programming, all sprung ties and autism, the organization now em- practise the fundamentals. up within days and affected people supported and their families, ploys over 2,000 staff. St.Amant was once A consistent pillar of St.Amant is a volunteers, and staff. known as a place where people with dis- strong focus on personalized and ongoing abilities would spend most of their lives. professional development, with continuous Today, the River Road location is a place opportunities for staff to enjoy long-term, This is the 10th year that St.Amant is be- staff immediately started working from where people come to receive short-term rewarding career growth. The team that ing recognized as one of Manitoba’s Top home, connecting with their teams over health and stabilization services, before sustains St.Amant’s culture of learning now Employers, and its investments in people video conferencing. Reliable technology they return to their homes. works from home and has used this time to continue to pay off as the pandemic carries solutions are provided by St.Amant’s IT The more than 700 staff in St.Amant’s expand the capacity of the online learning on. The culture of collaboration, hospitality, services team to employees across the community residential program not only system that develops 2,000 staff. Training excellence, and respect that has been nur- province. provide basic daily life supports, they also at St.Amant covers a multitude of topics, tured across the organization has allowed Today, 85 per cent of St.Amant’s work enable and advocate for meaningful social from safety and health, to accessibility and them to navigate the challenges hurled happens in Manitoba communities and in inclusion opportunities, jobs, and friend- human rights, to critical incident stress at them this year. With over 2,000 people Winnipeg neighbourhoods; not inside the ships in approximately 80 homes. management. supported by St.Amant, staff stepped up original buildings at 440 River Rd. in St. Vi- St.Amant has four community-based Mindfulness is now a core competency to make sure their needs were still met with tal. To support those across the province early-learning autism sites with an addi- for all staff, and St.Amant is operational- the new safety measures. dealing with the challenges of the pan- tional classroom expected to open soon. izing the practice across the organization, “One of the things that I’m especially demic, staff in their clinical services team The pandemic has not stopped the organi- recognizing the scientifically-proven posi- proud of St.Amant for, is that staff value established a COVID-19 wellness line for zation working with children and families in tive benefits. Training topics include mind- people’s health and safety. But we also the St.Amant community to call. Teams are nearly 50 First Nations communities across fulness at work, mindful self-compassion, want to make sure the people supported encouraged to be more innovative during Manitoba through Jordan’s Principle. The mindfulness-based stress reduction, and have fun. That they have meaningful con- the pandemic. various members of the team use their even silent retreats. nections with friends and family. And that “Staff were so creative, they really fo- skills and passions and provide support To explore St.Amant, check isn’t easy, that takes a lot of hard work,” cused on the people we support, coming through videos and mail. out their Instagram, LinkedIn, said John Leggat, president and chief ex- up with all kinds of unique and creative The organization is also fortunate to ecutive officer. ways in keeping people busy,” said Shir- have an occupational health services team Facebook, and Twitter, and St.Amant programs instituted new pro- ley Labossière, chief operating officer and to screen staff and answer questions they browse all the exciting career tocols and hundreds of non-direct care chief financial officer. may have regarding the pandemic. They opportunities at stamant.ca. 20

ST. JOHN’S-RAVENSCOURT FOSTERING EXCELLENCE WITHIN A SUPPORTIVE COMMUNITY

This is the 13th year running healthy living and social responsibility. employees and making them feel a part of for new mothers of up to 90 per cent of SJR is a co-educational university prep the SJR ‘family.’ their salary for an additional 10 weeks. that St. John’s-Ravenscourt school which welcomes approximately With an emphasis on fostering excel- New fathers and adoptive parents are (SJR) has been awarded a 840 students from both the local com- lence in both students and staff, SJR has also eligible for a top-up of 90 per cent of place as one of Manitoba’s Top munity as well as boarding students from developed a workplace that attracts di- their salary for 10 weeks. Parental leaves Canada and around the world. With al- verse and talented employees: SJR teach- may be extended into unpaid leaves of Employers — an achievement most 100 per cent university entrance and ers have been recognized with awards on absence. In addition, SJR offers a defined- which recognizes the strength an impressive record of scholarships and both a provincial and national level. Just benefit pension plan and retirement plan- of the school’s community and awards, SJR provides not only a first-rate last year, two Senior School teachers re- ning assistance, as well as phased-in work education for its students, but also an ex- ceived awards from the Governor General options for those nearing retirement from workplace, made up of almost ceptional workplace for its teachers and in recognition of their work leading a stu- their careers at the school. 175 teaching faculty and ad- staff. As well as access to staff lounges and dent-authored book about the history and Also of note at SJR is the work envi- a full-service cafeteria, new administrative legacy of colonialism and its impact on ronment itself: a beautiful 23-acre campus ministrative staff. employees enjoy three weeks of annual Indigenous people. Working at the school nestled on the banks of the Red River and This year also marks SJR’s bi-centennial, paid vacation (teachers receive 12 weeks means being part of an organization which surrounded by the Wildwood Park commu- celebrating 200 years since it was origi- each year). All employees also receive two offers an array of opportunities for contin- nity. With recent renovations and upgrades nally founded in 1820 and making it the paid personal days and paid days off be- ued professional development for staff, including a state-of-the-art fitness centre, oldest school in western Canada and the tween Christmas and New Year’s Day. including on-campus mentoring programs SJR is proud to offer some of the finest second-oldest independent school in the It is its supportive and welcoming com- and in-house training, as well as a subsidy facilities for its staff to teach and work in. country. This impressive milestone has munity (encompassing a network of more of up $2,500 in tuition fees for staff taking Being part of the SJR community means been an opportunity for the school to re- than 8,000 alumni, students and past and work-related courses. embracing all that it has to offer, from par- flect on two centuries of history, tradition current staff) which makes SJR stand out SJR’s focus on supporting their staff be- ticipation in charitable causes and school- and experience as part of the fabric of the as an employer beyond the competitive yond the workplace is also significant. The wide events, to being a part of the school’s Winnipeg community as they continue to salaries and benefits packages. They have school offers a generous maternity leave goal to foster excellence not only in their embrace their four key pillars of academic successfully created an atmosphere of mu- top-up: up to 90 per cent of salary for 17 students and graduates, but also in the fac- excellence, creative expression, active tual support and respect, welcoming new weeks, followed by parental leave top-up ulty and staff that they employ. 21

TRUE NORTH SPORTS + ENTERTAINMENT As important as timely information sharing required some practical considerations includ- has been two-way communication and the abil- ing limiting expenditures to essential spending, ity to maintain employee interaction — not only deferring capital projects, not filling vacancies for business matters but for relationships and left open by employees who have left, sus- TRUE NORTH VALUES HOLD STRONGER workplace culture. pending certain benefits and implementing a “With the pandemic eliminating many of our reduced work week program. These measures, THAN EVER DURING PANDEMIC traditional gatherings and celebratory events, coupled with a commitment from ownership, As is the case for many local organizations, “Not dissimilar to others, this has been a it was important to find new ways to keep ev- have allowed True North to avoid layoffs due to the COVID-19 pandemic has tested the resil- challenging time filled with uncertainty for the eryone connected and engaged,” said Dawn the pandemic. iency of True North Sports + Entertainment as a organization and our employees, as we look Haus, Vice President of Human Resources. “This “This unique break in our seasonal cycle has company, and of its employees, both personally for information and indicators from health au- meant using our new virtual tools to switch to afforded the opportunity to look at things in a and professionally. thorities, the NHL and AHL, the touring industry, digital formats to host our information sharing new way and it has been gratifying to see our While the ebb and flow of COVID-19 restric- suppliers, vendors and one another,” said True ‘Synergy Sessions’ and ‘All Hands’ meetings and team find success despite the uncertainty,” said tions has allowed True North to resume pro- North President & Chief Operating Officer John taking advantage of new opportunities to team- Olfert noting the dozens of ideas that have tocol-modified operations at its five Jets Gear Olfert. “Our response to the uncertainty has build like through our virtual social clubs.” come in that continue to be explored and put retail outlets and Bell MTS Iceplex; welcome been communication. We share what we know, One of the ways in which True North team- into action, including a new Jets Hockey Devel- cohort-managed summer campers to the True admit to not having all the answers on issues builds is through community service. Whether opment ringette camp that ran in August at Bell North Youth Foundation’s Camp Manitou; and where our line of sight remains blurry, and en- through making mental wellness resources and MTS Iceplex (organized and led by the Manito- briefly resume NHL hockey in August in the play- courage our True North team to stay in conver- hockey-themed kids’ activities available online, ba Moose sales and production team). off “bubble”, nearly all aspects of True North’s sation with one another as we support and care participating in True North’s hamper initiative, Fostering a positive workplace culture has business and service offerings have been at a for each other and the community we serve.” spending a day laying sod at Camp Manitou, or long been a priority for True North but in the standstill since March 12. Being in the business True North’s efforts to make communication providing at-home fitness and training videos to face of distanced working and disruptions to of hosting large gatherings at Bell MTS Place a priority started with daily updates to its en- the community, teams continued to bond in giv- usual seasonal schedules and tasks, creating the and the Burton Cummings Theatre, True North tire workforce to keep the team informed and ing back. right conditions for remote and continued en- fully anticipates being one of the last businesses connected throughout the first several months Teams are not just giving back to the commu- gagement has been a focal point. to fully resume operations. of the pandemic. A key message throughout nity; they are also giving back to each other and “We are an organization that focuses on Amid the challenges and uncertainties, the has been the importance of a healthy and safe to the organization. Throughout the pandemic, people and experiences, both for our guests long-standing and deep-rooted organizational workplace. Underlining this commitment was employees have embraced opportunities to and our employees,” said Haus. “Although we values that True North has been committed to the creation of the “Care, People, Resumption” take on redeployment projects, lend their skills cannot be together as we normally are, and we during times of success and growth — Team, committee to continuously review protocols and to other areas of the organization and provide might not be doing all the things that are most Trust and Respect, Do the Right Thing, and guide a safe return to physical office and work- support in new ways. As well as building on their familiar to us at this time of year, it is more im- Continuous Improvement — have continued to ing spaces. When the time comes for resump- sense of team and in some cases building new portant than ever to reinforce that we are col- guide the organization during the pandemic, tion of events at Bell MTS Place and the Burton skills, the ability to lend a hand outside key ar- laborating in an environment of trust and to and led to the development of new human re- Cummings Theatre, thesesame safety principles eas of expertise has created a new awareness ensure that our employees feel heard, trusted source principles to help navigate an off-season and processes will be in place to ensure a safe and understanding of others’ roles and of other and valued, and know that they are meaning- like no other. in-venue working environment for True North’s areas of True North’s business. fully contributing.” The business realities of the pandemic have True North’s priority throughout the pandem- casual and part-time workforce as well. For more information, visit tnse.com. ic has been to keep its team intact and strong and to provide care to employees with consis- tency. Ownership, leadership and all employees have expressed a collective trust to engage in work and activities that support one another and a stronger return to business, and an un- derstanding that as a team/family, True North shares in the wins and good times and also shares in the losses and times of adversity. Whether by pivoting, innovating, pitching in to other areas of the business or prepar- ing for resumption and remaining ready to safely reopen the doors of Bell MTS Place and the Burton Cummings Theatre, True North employees have continued to exemplify True North’s values. TRUE NORTH SPORTS + ENTERTAINMENT PHOTO THE DEEP-ROOTED ORGANIZATIONAL VALUES THAT TRUE NORTH SPORTS + ENTERTAINMENT HAS BEEN COMMITTED TO DURING TIMES OF SUCCESS AND GROWTH HAVE CONTINUED TO GUIDE THE ORGANIZATION DURING THE PANDEMIC. WE ARE

PROUD TO BE ONE OF TRUE NORTH. MANITOBA’S TOP 30 EMPLOYERS EVERY DAY WE STRIVE TO HOLD OUR VALUES AS AN INARGUABLE TRUTH.

2021TNSE-HR-006_Top-30-Employees-Banner_update.indd 1 2020-11-10 4:29 PM 22

WINNIPEG AIRPORTS AUTHORITY FLYING HIGH IN DIFFICULT TIMES BY JIM TIMLICK

It should hardly come as a sur- projects and laying off a small number of employees. prise to see the Winnipeg Air- Rempel says the WAA quickly identi- ports Authority ranked once fied two priorities when the pandemic first struck back in March. One was to retain as again among Manitoba’s Top many of its skilled people as possible. The Employers. other was to reach out to employees and promote a sense of connectedness even as The community-based corporation, which many them shifted to working from home. operates Winnipeg James Armstrong Rich- To do that, the WAA posted regular up- ardson International Airport, has been a pe- dates on its intranet site to keep employ- rennial fixture of the competition since it was ees informed of all the latest happenings first launched. In fact, this year marks the at work. It also launched a series of online 11th time in the past 12 years the WAA has contests as well as a virtual lunchroom been recognized as one of the province’s where employees could share lunch even most exceptional workplaces. though they were kilometres apart. “There’s just something about having The community-based corporation’s fo- been named to this list as often as we cus on employee wellness is not exactly have. It’s almost become an expectation new. The WAA has been offering a number WINNIPEG AIRPORTS AUTHORITY PHOTOS of the team now that we’re going to be of perks and programs to promote physi- WINNIPEG AIRPORTS AUTHORITY IS THE COMMUNITY-BASED CORPORATION WHICH one of the leaders in this area,” says WAA cal, financial and social well-being since its OPERATES WINNIPEG JAMES ARMSTRONG RICHARDSON INTERNATIONAL AIRPORT. president and CEO Barry Rempel. formation more than 20 years ago. All WAA The WAA’s manager of human resources employees have free access to an onsite fit- benefits and retirement contribution pack- cludes its many charitable contributions to Kyle Hunt concurs. ness facility at the airport. The corporation ages, the WAA offers parental leave top-up causes such as the United Way, Winnipeg “Any time you’re able to look at your also provides a lifestyle spending account payments to new moms and dads as well Harvest and the annual Girls in Aviation Day organization and find it on a list like this it that provides employees with funds that as adoptive parents. New moms can re- makes you feel good about where you work can be used towards gym memberships, ceive up to 93 per cent of their salary for event. The organization encourages em- and what you’re doing,” he says. “You can personal exercise equipment, hiking gear 32 weeks while new dads and adoptive par- ployees to get involved in these efforts with really get caught up in the hustle and bustle or anything that promotes a healthy, active ents are eligible to get 93 per cent of their paid time off. Last year, WAA employees of everyday tasks and getting things done. lifestyle. The WAA’s wellness committee salary for 15 weeks. provided more than 2,100 hours of volun- This lets everyone look at where we are and also plans to roll out a new app soon that’s “It can be a very challenging discussion teer service to a host of community groups. look forward to where we want to be.” designed to “gamify” the wellness expe- to have between partners when it comes to While being named to Manitoba’s Top rience and encourage people to achieve who takes the parental leave and for how “It really goes back to our founding and Employers might not rank as out of the their personal health goals. long and how that impacts their earnings,” an understanding that we’re here to serve ordinary, it’s hardly been business as usu- “Research is showing us more and more Hunt says. “We’re fortunate and happy to the community,” Rempel explains. “Giving al for the WAA this past year. Passenger that employees who are physically fit and in take away some of the stress for new par- back has become part of our organization- travel at Winnipeg’s airport dropped by as a positive mental state can go a long way ents while they’re going through a pretty much as 95 per cent at times during the in determining how they feel about a com- major life shift.” al culture.” COVID-19 pandemic and the corporation pany and help them stay on top of doing As challenging as the last several months had to make some hard choices as a re- their job,” Rempel says. have been, the WAA’s commitment to com- For more information, sult, including shelving a number of capital In addition to providing generous health munity has remained steadfast. That in- visit waa.ca.

Proud to be selected as a Manitoba’s Top Employer for 2021 23

WORKERS COMPENSATION BOARD OF MANITOBA Frequent communications to staff from the have regular video coffee breaks. Response executive increased as waves of employees to a United Way Rallying for Recovery left the office to work from home. Ongoing photo contest was overwhelming, with staff COLLABORATION & CONNECTION messages from leadership keep staff sharing numerous pictures of their activities updated on the latest pandemic news and during off-work hours. Although they were FLOURISH AT WCB DURING PANDEMIC provide information on the evolving work physically separated, this allowed staff to environment. A pandemic recovery planning maintain connections and stay up-to-date committee has been created to guide efforts with their colleagues. and provide ongoing email updates and Over the summer, as preparations began other information to staff. Regular messages for a gradual return to the office, leaders from the president and CEO give employees talked to each employee to ask about their a more personal take on the situation, and readiness to return and to address any provide support and encouragement. concerns. The recovery planning committee Employees are invited to ask questions prepared a gradual, cautious return, taking at any time; answers are shared through employees’ feedback into account. A small leaders’ email messages and in Q-and-A pilot group returned to test the waters documents. first. A walk-through video and orientation module were created to give employees POSITIVE FEEDBACK FROM STAFF a sense of what to expect and to provide Feedback on the increased information to help keep everyone safe. communication has been very positive, As COVID case numbers began to grow in COMMUNICATION HAS ALWAYS BEEN A STRENGTH AT THE WCB, AND IT’S ONLY GROWN with some employees even sending October, though, employees were required STRONGER UNDER THE STRESS OF THE PANDEMIC. A UNITED WAY RALLYING FOR RECOVERY unsolicited emails to leaders to express to work from home once again. Fortunately, PHOTO CONTEST HAD STAFF VERY ENGAGED. HERE ARE JUST A FEW OF THE PICTURES SENT IN their appreciation for the leadership shown all of the work involved in preparing for the BY EMPLOYEES SHOWING THE MANY WAYS THEY WERE STAYING ACTIVE OUTSIDE OF WORK. and the effort to keep everyone connected return to the office will mean a smooth during such an unprecedented time. transition back, once it’s safe. “We want to encourage everyone to stay Compassion and collaboration COVID have carried forward as a positive PUTTING VALUES INTO ACTION effect of the pandemic. well-connected and to make the transition are among the core values of With 95 per cent of the WCB’s roughly 600 to a changing work environment as smooth While the pandemic has brought many as possible,” said Shannon Earle, Vice- difficulties, it has also given the WCB the Workers Compensation employees ultimately transitioning home to President, Human Resources and Strategy. a chance to shine. Staff members see work, physical distance and technology were Board of Manitoba — values “Working from home can come with many the organization’s values in action on among the early issues that needed to be distractions and other challenges, and an everyday basis — in an environment that have perhaps never been resolved. Staff worked collaboratively and we’re really proud of the way our staff of respect and inclusion, and two-way adapted quickly in response. more apparent than during the have stepped up and demonstrated how communication. These values have been “Although they’ve been physically COVID-19 pandemic. dedicated they are to their work.” more obviously demonstrated during the separated, our employees have come Most importantly, communication has pandemic. As the WCB works to return to The emergence of COVID-19 together and worked as a team to ensure not only been “top down.” The WCB’s a “new normal,” enhanced connections will has brought many challenges and our customers continue to receive the same workplace safety and health committee make it an even greater place to work. unexpected adjustments. An already excellent service,” said Winston Maharaj, sends out regular tips on a range of “This is the 10th consecutive year that collaborative workplace with a solid former president and CEO, who retired subjects from practical at-home ergonomics we’ve received this Top Employer honour, base of communications has grown to from the WCB at the end of October. information to more lighthearted messages and we hope to continue earning this ensure employees are able to maintain “Employees across the organization have and uplifting videos. The existing staff recognition in years to come,” said Maharaj. connections, work co-operatively while contributed not only to ongoing service, newsletter is used to share stories and “We’re striving to attract the best and the physically separated and continue to but to keeping our workplace safe and pictures from employees at home and brightest, and to be an employer that provide excellent service to customers, healthy as well. I’m proud of the way our those who remain at the office. Employees Manitobans want to build a career with.” all while remaining safe and healthy. staff have pulled together.” in various departments have found Communication tools that were enhanced Increased communication and connection creative ways to stay in touch — one area For more information, to meet the demands of the arrival of has been vital, and it’s taken many forms. established a shared music library; others visit wcb.mb.ca.

security • wellness • engagement • growth

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2022