Economic Development agencies often struggle to communicate tangible value to their community and stakeholders. These municipal organizations fill their weeks, months, and years with important activity but often fail to demonstrate definitive outcomes that can be solely attributed to their work.

And for that they are easily criticized.

Credibility and relevance are continually tested throughout the political, economic, and relationship cycles that exist between the agency and the municipality, as well as with the many adjacent organizations that comprise the economic development ecosystem.

This article highlights a proven approach to communicating the value of economic development agencies – one that is grounded in real-time data, reporting transparency, and performance outcomes that matter – all with the goal of building higher performing ecosystems and more economically sustainable municipalities.

Making the Scoreboard Visible

As the former CEO of Edmonton Economic Development Corp. (2012-2018) serving under Mayor Stephen Mandel, my phone used to ring every Thursday morning. It was the Mayor, and he would ask me one simple question:

       “How is my city doing?”

I dreaded the call. It seemed like such a straight-forward question. In fact, it was absolutely the right question to ask. But it was also a persistently difficult question to answer … until our team unlocked the formula.

Looking back, that weekly phone call was a gift, as it helped align the interest and activities of our team to the metrics that mattered.

I called our executive team into my office and explained that when the phone rings and the Mayor asks his weekly question, I want to be able to look up at a TV screen on my wall and read off a series of real-time data points, similar to a stock ticker, to tell him how his “portfolio” is doing. I wanted to be able to list off a series of data points, including:

• Number and value of building permits submitted
• GDP and changes in our employment rate by industry sector
• Hotel occupancy and number of visitors in town
• Number of new startups and money recently raised
• Number of investor groups or site selectors in town
• Volume of railcars exporting products
• Number of passengers flowing through our airport
• Attendance at our conferences and major events underway
• Attitude and engagement level of Edmontonians

Making the scoreboard visible, something not easy to do in the world of economic development, was a critical step that opened the door to a growth-oriented mindset and paved the way for greater accountability and greater ownership across the ecosystem. Private sector sales teams do it every day, so we set out to undertake the same.

Powering Municipalities to Win

We were lucky. The city had an integrated economic development model with responsibility for FDI (foreign direct investment), tourism, startups, conferences, conventions, and major events under a single entity. Nevertheless, the organization was also part of an ecosystem where we had to coordinate data from our partners from the International Airport, Colleges and Universities, City Departments, our Destination Marketing Organization, Hotel Operators, the Police Department, and the Real Estate community.

Although this was largely done with spreadsheets before the wide-scale adoption of Power BI and Tableau, we used our soft power to convene to create the open data set that allowed us to identify trends, forecast performance, identify gaps in our activities, and reallocate budget for highest impact.

Seven Drivers of Economic Development

What we uncovered through the process, is that there are seven drivers of economic development that truly matter. These are the creation or attraction of:

 

These seven drivers bring new money into the city, accelerate the velocity of money within the city, increase the engagement of citizens, and propel the generation of new ideas, technologies, talent, success stories, wealth, and global rankings.

Making the scoreboard for these seven drivers public and amplifying the measures that matter through various media channels, creates a rhythm, an energy, a pulse and a winning mindset among citizens to the point where thousands of citizens become the municipality’s marketing department – true ambassadors of the brand.

Powerful stuff, especially as winning begets winning.

Size No Longer Matters

For municipalities below one million people, having an integrated economic development agency is a competitive advantage. It worked for Edmonton, responsible for a quarter of all net new jobs in the country from 2012-2018. And it is now working in other communities across Canada and around the world that are embracing this structural trend to sharpen a smaller municipality’s ability to compete.

Marketing is a leverage game and coordinating a self-reinforcing brand and promotion strategy across the many players in the municipal ecosystem is easier to do when there is one coordinating organization responsible for synthesizing the data, results, and stories from the seven economic development drivers.

For municipalities above one million people, the opportunity remains the same; however, the challenge is often complicated by established entities with independent brands, sprinkled with personalities and territories and histories. Smart economic development agencies are working with their municipal leaders to break down these systemic barriers, manage change, and increase competitiveness through the process.

Collaborating to compete is the winning formula; however, the change process starts with a unified scoreboard and a common desire to unlock the power of the seven drivers needed for a high-functioning ecosystem.

Optimus SBR’s Economic Development Practice

Optimus SBR powers Canada’s top performing economic development agencies to win by:

• Designing competitive strategies,
• Bringing coordination to the ecosystem,
• Implementing attraction programs and playbooks,
• Building winning narratives and brands, and
• Measuring what matters.

Our team is one of the most experienced in the consulting industry, having built leading practices at the operational, management, and governance levels in municipal, regional, provincial, and federal economic development agencies.

Contact Us for more information on how we can assist your team.

Brad Ferguson, SVP, Industries and Government Practice
Brad.Ferguson@optimusssbr.com
416.649.9184

In our previous article, we highlighted the significance of insurers adapting their operating models to align with the changes brought about by IFRS 17. These changes impact finance, actuarial, and technology departments within insurance companies. Streamlining communication and collaboration between these functions is now more critical than ever for seamless operations and accurate financial reporting. In this article, we will explore the crucial first step of documenting new processes and how it sets the foundation for successful transformation.

To effectively implement IFRS 17, insurers must carefully assess their existing processes and determine how the new IFRS 17 processes can replace or integrate with them. The goal is to minimize disruptions while maximizing the benefits that come with the new standard.

Here’s where insurers need to concentrate their efforts:

• Highlighting New IFRS 17 Processes: Pinpointing the specific processes requiring attention and devising a change management plan is crucial for a smooth transition to IFRS 17.
• Enhancing Existing Finance Processes: It is imperative to assess non-IFRS 17 finance processes and determine if enhancements or integration are required to fully leverage the opportunities generated by the new systems and information provided through the IFRS 17 transition.
• Streamlining IFRS 4 Processes: Evaluating current IFRS 4 processes for decommissioning will simplify the overall Finance Target Operating Model, ensuring seamless operations and freeing up valuable resources.

But why is documenting these processes so crucial? Let’s explore the key benefits:

Knowledge Management

Proper documentation serves as a valuable training tool for new employees or those taking on new roles, enabling them to quickly grasp their responsibilities and ensure consistent adherence to established procedures. This consistency leads to better quality and more accurate outcomes.

Continuous Improvements

Documented processes help identify bottlenecks and inefficiencies, leading to streamlined workflows, reduced costs, and opportunities for automation. The ability to track and analyze performance metrics also facilitates targeted improvements, enhancing overall efficiency and accuracy.

Audit & Regulatory Compliance

Thorough documentation aids auditors in understanding the new IFRS 17 solution, enabling efficient audits and reducing costs for insurers.

By recognizing the benefits of documenting IFRS 17 processes, insurers can optimize their operations, increase efficiency, and ensure compliance with this new accounting standard.

The Essential Elements for Effective Documentation

When it comes to documenting your processes, having a clear and comprehensive view is crucial. That’s why properly documented process maps are invaluable. These maps provide a detailed breakdown of the activities involved in your overall IFRS 17 solution architecture. From sourcing data to presenting it in financial statements and disclosures, every step is articulated.

So, what are the key elements that should be included in your process documentation? Here’s a rundown:

• Activities: Capture the steps required to execute and complete the process.
• Handoffs: Identify the transfers of process items or activities between teams, both within and outside your organization.
• Roles: Specify the individuals responsible for each task, including their job titles and roles.
• Systems: Highlight the systems, applications, technology tools, and job aids used to support and streamline the process.
• Control Points: Implement business controls to ensure accuracy, compliance, and data integrity.
• Processing Time: Track the overall duration of each phase of the process.

To better illustrate these elements, we have provided a sample process map that outlines the creation of IFRS 17 cashflows, from the policy admin system to financial statements.

Click diagram to enlarge.

A Final Thought

Once detailed end-to-end processes are documented, insurers can pinpoint areas that can be automated, identify bottlenecks, and find processes that take too long. Armed with this knowledge, targeted continuous improvement plans can be developed to streamline operations.

Taking a holistic view of end-to-end processes also helps businesses identify and address key risks. In our upcoming article, we will explore how to design and implement mitigating controls to effectively tackle these risks.

Effective documentation and continuous improvement efforts can help your organization streamline processes, boost efficiency, and ensure compliance with regulations. Take control of your operations and drive success with these strategies.

Optimus SBR’s IFRS 17 BAU Acceleration Services

Our IFRS 17 BAU Acceleration services help organizations fully leverage their IFRS 17 infrastructure to optimize their investment. Our team is one of the most experienced in the industry, having already supported 24 organizations, both in Canada and globally, through their implementation journey. We have the proven strategic and tactical expertise to help insurers get the most out of this new standard.

Contact Us for more information on how we can assist your team.

Evan Farlinger, CPA, CA – Principal, Financial Services Practice
evan.farlinger@optimussbr.com

Farshid Buhariwalla, CPA, CA – Senior Manager, Financial Services Practice
farshid.buhariwalla@optimussbr.com

Leaders have been expected to do more than ever in the past few years. Navigating through uncertainty, dealing with new challenges, and responding to rapid change have all become commonplace demands for management teams contending with everything from dispersed workforces and economic upheavals to transforming customer expectations.

In these turbulent times, effective leadership has become more critical than ever. Leaders need to be able to navigate through uncertainty, manage remote teams, adapt to changing circumstances, and help their teams successfully grow despite adversity. Investment in leadership development will create ripples that extend beyond individual gains; businesses will experience improved employee satisfaction and productivity along with tangible financial rewards.

Organizations that prioritize leadership development now will flourish in the face of an uncertain future.

Prepare for Future Crises

In recent years, we have seen just how quickly events outside of our control can upend entire industries. From pandemics to natural disasters, social unrest to economic emergencies, risk management must remain top-of-mind when preparing an organization’s approach for dealing with such unpredictable scenarios. The ability to respond to a crisis and maintain business operations is critical for organizational survival. Companies need leaders who can anticipate future challenges, analyze risks, and develop strategies to navigate through them. Leadership development programs can help organizations prepare their leaders to respond effectively during crises and ensure they are supporting their teams through challenging times.

Manage Remote/Hybrid Teams Effectively

Remote work is no longer a novelty, but a reality. With teams that work both at the office and remotely, leaders are faced with new challenges. One major challenge is team communication. Ensuring that everyone is on the same page and has access to the same information can be difficult when some team members work remotely. Collaboration also becomes more difficult in a remote or hybrid environment. It’s also hard for leaders to build team culture and foster relationships when some team members are not physically present. In some cases, remote workers experience feelings of isolation and have unequal access to resources and opportunities. Finally, leaders may also find it more difficult to monitor productivity of remote workers. Leadership development programs can equip leaders with the necessary skills to lead, communicate, and engage employees across dispersed work environments. Leaders must be intentional about creating an inclusive culture that supports all team members, regardless of their work location, and provides equal opportunities for growth and development.

Managing hybrid teams comes with a unique set of challenges, as it requires addressing various factors that come up while managing a team that works both at the office and remotely. One major challenge is team communication. Ensuring that everyone is on the same page and has access to the same information can be difficult when some team members work remotely. Setting up protocols, like regular check-ins and video conferencing, can help to ensure effective communication. Another challenge is creating a sense of team spirit. It can be difficult to build team culture and foster relationships when some team members are not physically present. Encouraging virtual team-building activities can help to create a sense of camaraderie among team members. Finally, hybrid teams can face potential problems such as feelings of isolation among remote workers, difficulty in monitoring productivity, and unequal access to resources and opportunities. To overcome these challenges, it is important to prioritize communication, collaboration, and transparency. Leaders must be intentional about creating an inclusive culture that supports all team members, regardless of their work location, and provides equal opportunities for growth and development.

Foster a Positive Work Culture

Leaders play a crucial role in shaping the culture of an organization. A positive work culture is essential for employee engagement, retention, and productivity. Leaders who are empathetic, communicative, and supportive foster a work culture where employees feel included, listened to, and appreciated. Leadership development programs can provide leaders with the skills and knowledge to not only contribute positively to the organizational culture, but also nurture a strong team culture that models the right behaviours and creates an environment where employees want to stay.

Attract and Retain Talent

Leadership development programs not only benefit the organization but also the employees. Employees want to work for organizations that invest in the growth and development of their people. By investing in learning and development programs companies can attract and retain talent top talent and provide them an opportunity to make a meaningful contribution to the business. Employees who see a clear path for development and growth are more likely to stay with the organization and more likely to tell those in their network about the great experiences they are having at work, thus increasing word of mouth recruiting.

Stay Ahead of the Competition

In today’s hyper-competitive environment, companies need to differentiate themselves to stay ahead of their competition. Effective leadership give companies a competitive advantage. Leaders who have a clear vision, can execute strategies effectively, and can inspire their team to achieve goals are highly valued in the market. By investing in leadership development programs, companies develop leaders who help them innovate more quickly, adapt to changing business environments, and retain top talent.

Bottom Line:

In recent years, unforeseen crises have reshaped the business landscape and provided organizations with an opportunity to double down on their investment in learning and growth. By investing in leadership development programs, organizations can prepare their leaders to respond to future crises, manage remote teams effectively, foster a positive work culture, attract and retain talent, and stay ahead of the competition. Companies that prioritize leadership development are more likely to survive and thrive and be prepared for the next business challenge.

Optimus SBR’s Learning & Enablement Practice

At Optimus SBR, we know first-hand that building a great team is about attracting, retaining, and engaging top talent. We partner with clients to create scalable, targeted, experiential learning programs that enhance people leadership, employee engagement, team collaboration, and performance results.

If you’re a leader looking to build an Early Career Development Program in your organization, please feel free to connect and learn more about opportunities to partner with us.

Giselle Kovary, Principal, Learning & Enablement Practice
learning@optimussbr.com

Millennials, who have dominated the workforce for the past decade, are now ceding the stage to the next generation of employees – Generation Z. In this time of flux and change, leaders face the challenge of engaging and retaining Gen Z talent. This cohort has different expectations of organizations and leaders and can exercise their option to leave given their other global employment opportunities. This issue is further complicated as leaders are simultaneously trying to maintain strong engagement in a hybrid work environment. Our new work environment requires increased communication, collaboration, and leadership participation. Below are 5 insights on how to successfully engage and retain Gen Z employees.

Understand Gen Z’s Values

Gen Zs are the new entrants to the workforce, and they come with a different set of values, expectations, and behaviours than previous generations. They value flexibility, freedom, work-life integration, and ethical work practices. Therefore, one of the crucial things that employers must do is align their company values with Gen Z’s values. It’s imperative to listen to and learn from Gen Zs, to foster a culture that values individuality and inclusivity. Leaders can ensure that Gen Z employees thrive in a hybrid work environment by tailoring their communication style to their unique preferences. This often means using more technology, planning impactful face to face meetings, and creating a safe space for them to share their ideas and suggestions.

Offer Authentic Work

Gen Z is partial to authentic work projects that contribute to society, are data-driven, and innovative. With hybrid work arrangements, teams can work together to agree on shared goals that promote engagement, creativity, and collaboration. Managers can assign meaningful projects to Gen Zs that align with their passions and goals, resulting in a more committed and enthusiastic workforce. Gen Z employees have a strong desire to feel challenged and appreciated in their work, so providing ‘stretch’ assignments that push Gen Zs out of their comfort zone are a great way to tap into their creativity and innovation.

Optimize the Digital Experience

The pandemic has considerably shifted the nature of work. Even after the pandemic, remote work has remained, and Gen Z employees must navigate various digital tools effectively. Hybrid work arrangements offer the perfect opportunity to introduce training programs that engage Gen Z employees in digital upskilling. They are digital natives, so companies should ensure that employees have access to the latest digital tools, platforms, and technologies. This helps employees to work efficiently and improves collaboration across teams.

Promote Autonomy and Flexibility

Gen Z employees are accustomed to a society that provides easy access to information and has a short attention span. They value the ability to work autonomously and be flexible, which is a big reason why remote work is so attractive to them. Working from home offers flexibility, and Gen Z employees are known for their ability to complete tasks more efficiently than their counterparts. Given this, leaders should focus on delivering projects within specified timelines and requirements and allow for input and experimentation to consider alternative ideas and approaches to achieving the desired outcomes.

Tailor Employee Recognition

Organizations and leaders must acknowledge and utilize innovative techniques for recognizing Gen Z employees’ hard work. Often, traditional awards and recognition programs are lack luster and don’t motivate Gen Zs. Leaders must understand the unique characteristics of the Gen Z workforce in order to offer the most authentic and valued recognition and rewards. This includes tailored compensation plans, public recognition, and unconventional incentives such as learning stipends, donations, and mentorship opportunities.

The Bottom Line

Gen Z employees bring a fresh perspective to their work and a new set of professional goals. Leaders must be flexible enough to adjust to their unique needs in a hybrid work environment, where working from home is the norm. Creating a work culture that is flexible, values autonomy, and fosters innovation and creativity is crucial to retaining Gen Z employees. Organizations must evolve and adopt innovative ways of engaging employees to promote a culture of learning and recognition that resonated with Gen Zs. By embracing these techniques, leaders stand to gain a committed and motivated workforce that will drive their organizations to exceptional growth and success.

Optimus SBR’s Learning & Enablement Practice

At Optimus SBR, we know first-hand that building a great team is about attracting, retaining, and engaging top talent. We partner with clients to create scalable, targeted, experiential learning programs that enhance people leadership, employee engagement, team collaboration, and performance results.

If you’re a leader looking to build an Early Career Development Program in your organization, please feel free to connect and learn more about opportunities to partner with us.

Giselle Kovary, Principal, Learning & Enablement Practice
learning@optimussbr.com

Optimus SBR is a 5-time winner of Best Workplaces™ in Professional Services, awarded by Great Place to Work®. This prestigious recognition highlights our bold workplace culture that fosters entrepreneurial spirit, teamwork, and business success.

As a consulting firm, our people are our business – their happiness and engagement are directly correlated to our success. We’re committed to a vibrant culture that enhances the lives of our employees, assists them in developing their careers, and nurtures a supportive and inclusive community. This inspiring culture has led to a workplace where employees are enthusiastic, passionate, and excited to come to work. By focusing on keeping our team happy, they focus on keeping our clients happy. Our people-first culture has been a major driver behind our record of remarkable growth.

We instill a sense of belonging and ownership in our employees, so that Optimus SBR can be much more than just a workplace. Our employee created-and-led committees empower employees by providing opportunities to contribute to the community, develop skills and experiences, improve diversity of thought, and enhance overall professional and mental well-being. Enabling our people to take ownership and focus on initiatives that are close to their hearts creates a sense of personal investment and connection to the community. It gives our people opportunities for the authentic and fulfilling experiences they crave, not just within but outside of the workplace as well. Our frequent celebratory events come from employees who subscribe to building a culture that puts people first. These include our holiday party, our annual fundraiser “Play It Forward”, our outdoor team building event, monthly birthday celebrations, and movie nights.

We’re not just another consultancy – we’re bold, entrepreneurial, and committed to creating an environment where our people thrive. We believe that real success comes when you put your team first. We welcome you to learn more about what makes Optimus SBR the Place to Work!

The Great Place to Work® Institute compiles the Best Workplace lists by gaining direct feedback from employees from the hundreds of organizations that are surveyed.

To be eligible for the 2023 list of Best Workplaces™ for Giving Back, organizations must be Great Place to Work-Certified™ in the past year and at least 90% of employees must feel good about the way their company contributes to the community.

Optimus SBR has been awarded Best Workplaces^TM for Giving Back, and we couldn’t be more proud. Winning this award for 3 consecutive years is an honor and a privilege that we don’t take lightly. For us, this award is much more than a plaque to display in our lobby or a title to add to our business profile. It’s a testament to our company’s Bold Attitude and Entrepreneurial Spirit. To Optimus, giving back is about actively getting involved in the community and making a meaningful contribution to its social, environmental, and economic betterment.

Our Corporate Social Responsibility (CSR) and Pro Bono committees are the engines behind our giving back programs. Comprised of passionate employees who embrace authentic and fulfilling experiences, these committees work tirelessly to make a positive impact on the community. Since 2012, the CSR and Pro Bono committees with the support of the leadership team and the employees, have raised and donated over $1,000,000, supported 112 different organizations, engaged 457 unique Optimus SBR volunteers, and contributed over 10,000 hours!

Our team is invested in the community where we work and live which is why we’ve taken a personalized approach to giving back. Our employees have the opportunity to focus on charities that are near and dear to their hearts, creating a sense of personal investment and connection to the community. Whether it’s volunteering at a local food bank, participating in a charity activity, or organizing a fundraiser for a cause that touches our team members, we’re committed to making a difference in the most impactful way possible.

But it doesn’t stop there. We believe that giving back shouldn’t just be a one-time event or a checkmark on our corporate social responsibility checklist. It should be a part of how we do business and how we interact with the world around us. That’s why we continue to implement sustainable initiatives and make ethical and responsible decisions that align with our company’s values and purpose.

We are honored to receive this recognition and excited to continue our journey of giving back and making a difference in the community. Thank you to everyone who has supported us. #bebold

The Great Place to Work® Institute compiles the Best Workplace lists by gaining direct feedback from employees from the hundreds of organizations that are surveyed.

To be eligible for the 2023 list of Best Workplaces™ for Giving Back, organizations must be Great Place to Work-Certified™ in the past year and at least 90% of employees must feel good about the way their company contributes to the community.

What a thrill it is to be honoured as a 2022 Most Admired Corporate Cultures™ Winner! This award celebrates the Bold Attitude and Entrepreneurial Spirit each of us embodies. Our inclusion in this year’s list speaks to the commitment each of us has to ensuring we have an amazing culture. By building a consulting organization where we want to work, our employees come first, culture is key, and our clients love working with us, we have created a positive and engaging work environment where everyone succeeds.

Canada’s Most Admired™ Corporate Cultures is a national program, founded by Waterstone Human Capital and now in its 19th year, that annually recognizes best-in-class Canadian organizations for having cultures that have helped them enhance performance and sustain a competitive advantage. The award is based on a written submission and interview and decided upon by a board of past winners.

At Optimus SBR, culture is everything. We value our people and their growth, and we firmly believe that our people come first. We’re incredibly proud to receive this prestigious award on behalf of our employees who exemplify our Bold Attitude culture and Entrepreneurial Spirit every day.

Congratulations to all of us for this huge accomplishment!

We’re pleased to announce that Great Place to Work^® has named us on the 2022 list of Best Workplaces™ in Ontario! As our 8^th Best Workplaces award in 2022, this award complements our recognition on the 2022 Best Workplaces in Canada list as well as Best Workplaces for Giving Back, Hybrid Workplace, Today’s Youth, Professional Development, Professional Services, and Mental Health. As a firm that was built on culture, we value our people and their growth, and we firmly believe that our people come first. We embrace our Bold Attitude and Entrepreneurial Spirit and are guided by our Cultural Pillars: Unified, Engaged, Ambitious, Social, in everything we do. This creates an enriched environment giving employees abundant opportunity to enhance their regular work and have more meaningful careers.

The Great Place to Work^® Institute compiles the Best Workplace lists by gaining direct feedback from employees from the hundreds of organizations that are surveyed.

To be eligible for this list, organizations must be Great Place to Work Certified™ in the past year, be headquartered in Ontario, and have at least 15 employees working in the province. The BEST list was determined based on the overall Trust Index score (a research-backed employee engagement survey) from Ontario-based employees.

Optimus SBR is elated to be donating a record-breaking $42,779 to our partner charities, raised during our 9^th annual Play It Forward (PIF) fundraising event.

On Thursday, October 27^th, we blasted into the future with a Sci-Fi themed PIF event for 2022. After 2 years of being apart due to Covid, PIF was live and in person this year…and the Force was with us! As with every PIF event, our colleagues were encouraged to dress the part, and did they ever! We had Jedis and Droids from Star Wars, children of Zion and agents from The Matrix, researchers from Jurassic Park, Terminators, and Trekkies, just to name a few.

Hosted by our Corporate and Social Responsibility (CSR) and Ministry of Fun (MoF) committees, PIF is one of Optimus SBR’s marquee events that celebrates our culture and provides an opportunity to socialize with colleagues, all while raising funds to support two great local charities who “Play It Forward” everyday, Fort York Food Bank (FYFB) and Engage and Change. The entire event, including food, beverages, decorations, and prizes, is funded or donated by Optimus SBR and local businesses. This means 100% of the funds raised go directly to our charities.

PIF involves a variety of fundraising activities that culminate in a mega event with a silent auction, a raffle, games, challenges, fun, and generous donations from Optimus SBR employees! This year the silent auction and raffle prizes included golf packages, signed sports jerseys, plane rides, skeet shooting, wine tours, and more. Our committees also led a series of live auction games and challenges to drive donations. New tiers were unlocked as friendly competition became heated and participants outbid each other to shatter all initial targets!

This year, for the first time, we decided to open PIF to our wider network to increase our impact in the community. We reached out to friends, family, and colleagues through email, LinkedIn, and other channels to donate Hygiene Kits, Winter Warmth Kits, and “Greatest Needs” Kits to support our partner charities.

A Bit About Our Partner Charities

Fort York Food Bank (FYFB): A vital service that aims to prevent homelessness of Toronto’s most vulnerable groups. They help feed those in need and provide counselling, training, and advocacy services.

Engage and Change: Help assemble and distribute survival kits that provide essential supplies needed by Toronto’s homeless and less fortunate to survive on the streets.

At Optimus SBR we have been giving back to our community for over 10 years, and we’re not about to stop now! Every year PIF gets bigger and better with higher employee engagement, more elaborate costumes, zanier  games, and more donations. The $42,779 raised during PIF this year smashed our previous record of $24,000. It’s going to be pretty hard to outdo ourselves next year, but we’re up for it!

We are proud to announce that we have been recognized by The Great Place to Work^® Institute on the list of Best Workplaces™ for Mental Wellness for the second time! This award underscores our people first culture and our steadfast commitment to provide a mentally and emotionally healthy workplace. Our dedicated Mental Wellness Committee leads initiatives to eradicate the stigma associated with mental illness and to foster mental wellness in the workplace. We’ve made it a priority for all employees to receive training on recognizing and providing appropriate support to individuals in need of mental health assistance.

One of our most successful programs under the mental wellness umbrella has been “Optimus Days”.  All employees are granted one pre-scheduled company-wide day off per month, over and above regular vacation, giving them additional time to schedule personal matters, rest, recharge, and unplug. Other Mental Health supports include a newly established microsite for our Mental Illness & Wellness program, Health Benefits with a Health Spending Account, an Employee Health and Assistance Plan, Lumino (online health network and resources), Mental Wellness Moments, Optimus Chats 1:1, Culture Events & Physical Activities, a guide to Leading Through Crisis, Learning Paths, and a Check-In Model.

Our focus on employee wellness is one of the key qualities that makes Optimus SBR a great place to work.

The Great Place to Work^® Institute compiles the Best Workplace lists by gaining direct feedback from employees from the hundreds of organizations that are surveyed.

To be eligible for the 2022 list of Best Workplaces for Mental Wellness, organizations must be Great Place to Work – Certified in the past year and at least 75% of employees must agree their workplace is psychologically and emotionally healthy. The BEST workplace was determined by the overall Mental Wellness Index score based on survey results from hundreds of employees and the complexity of the organization.