The Return of Fun
Bringing social life back to GTA workplaces
2025 Winners
Meet the 2025 winners of the Greater Toronto's Top Employers competition. Click on any employer name below to discover our editors' detailed Reasons for Selection.
Capital One Canada employees at an annual company event (‘Summer Fest’) where they meet many of the 760 employees who work at the Toronto head office.
The Return of Fun
Greater Toronto's Top Employers (2025) are bringing social life back to work
In 2019, the cool Liberty Village offices of Vena Solutions Inc. in Toronto were full of life. Everybody came in to work each day at the financial software company, and they could enjoy foosball and video games and comfy couches during breaks. Then came March 2020, when offices around the world abruptly shut down due to the pandemic. Chief people officer Tracey Mikita remembers it well -- how Vena's premises were now empty and devoid of life, with everyone working from home.
When the lockdowns were over, Vena, like so many employers, did not revert to the old ways. Today its employees (some 450 in the GTA) can work as they wish -- at home, at the office, or for most, a combination of both, coming in when they want. "That has really worked for us," says Mikita. "So we have not mandated folks back to the office. I know lots of companies have done that over the past year or two, but we are still having lots of success with the model that we have right now."
But something else has happened, too. After a couple of quiet years in which most office social life was conducted virtually, work-based social events are exploding. Every Thursday at Vena, for instance, people can come in for drinks, snacks and music in the kitchen area. "Everybody just comes in and mingles, and you can come and go," says Mikita. "There's no pressure." Recently, too, there was a Take Your Family to Work day, which ranged from "people bringing in their babies to people bringing in their grandparents to see, hey, what is it that my family member does at Vena." Plus there are regular speakers and programmed months for such themes as Pride and Mental Health, and plenty of other events.
"It evolved organically," says Mikita. 'I definitely think there was an appetite for it from people. After the pandemic, getting back into the era of in-person connection and more communication, collaboration and social interaction was important to us. We have a really people-oriented culture. And we know that this drives the engagement of people in any organization. That's clearly what the research shows."
It certainly mirrors the research at Mediacorp Canada, publisher of Greater Toronto's Top Employers (2025), where Vena Solutions was included on this year's list.
"In the past few years, employers applying to the competition have downplayed in-person social events and activities, in response to the pandemic," says Richard Yerema, executive editor of the Canada's Top 100 Employers project at Mediacorp. "For a while, to be honest, they were very boring. A lot of the fun stuff was just absent. But this year, we've noted a resurgence. There's an emphasis on fostering in-person connections through the employer. It's a place where people come together, not just to work, but to engage socially. The fun aspect is coming back."
And as Mikita noted, there's good reason for that. Kristina Leung, managing editor at Mediacorp, points out that remote and hybrid work don't really create a "well-oiled machine" for collaborating.
"Bringing back social events allows you to recreate the old water cooler atmosphere by fostering engagement, communication and relationship-building," she says. "If you're doing a team event, or volunteering for a charity, you've got to put your heads together and collectively figure out the best way to do something. In-person events organically provide built-in opportunities for cohesion, collaboration and even soft skills development. They really drive connection and belonging with the organization.
"And that's what we noticed in the language employers are using," adds Leung. "They're really doubling down on the need to foster the kind of work culture that is based on authentic connections and communication and engagement, and speaking about it as an integral part of what makes their organization gel together."
Sage Software Canada Ltd. is another Top Employer keen to ensure employees stay in close touch despite a hybrid model. "We create opportunities for social connection through events that unite us for a common purpose," says Cinzia Bazzo, managing director for Canada. "Whether we're packing gifts or meals, participating in virtual charity runs, or engaging in mentorship programs, these activities allow us to work side by side for good."
She notes that Sage is committed to an environment where people learn, thrive and develop. "But growth isn't just about learning -- it's also about building trust through collaboration," says Bazzo. "Whether it's through executive roundtables that give our team direct access to leadership, lively Major League Baseball opening weekend office celebrations, or the recent festivities for our new Toronto office, we strive to foster a sense of community and camaraderie.
"Extraordinary things can happen when you see yourself as part of a cohesive trusted team dedicated to lifting each other up, sharing knowledge and celebrating successes."
Extraordinary indeed. As Mikita says of Vena's socially minded people, "There is a lot of time and effort spent on having interesting and fun things going on."
– Berton Woodward
This article appeared in the announcement magazine for Greater Toronto's Top Employers (2025), published Dec. 3, 2024, by Mediacorp Canada Inc.
Kraft Heinz Canada offers employees valuable discounts on company products, plus unique cooking lessons offered by
the company’s corporate chefs, who demonstrate recipes and share healthy cooking tips.
The steady march forward
The bar gets higher for GTA winners every year
In the highly competitive world of leading employers, benefits that go above and beyond are in big demand these days, covering everything from extensive mental health supports to fertility treatments, adoption and surrogacy. Then there's each employer's unique employer value proposition that increasingly includes perks like generous time off or learning stipends to study whatever you please.
The winners of Greater Toronto's Top Employers (2025) are at the forefront of this evolution, often reflecting the steady march that started long before the pandemic to recognize the diverse needs of their employees. There's no going back, only forward.
As always, the movers and shakers continue to raise the bar, sometimes by a little, sometimes by a lot. So, what are they doing and why?
At Citi Canada, employees can take time off to do the things that are important to them. Beyond vacation, the bank offers them the option of a partially paid 12-week sabbatical, or a fully-paid, four-week "giving back" leave to volunteer for a cause that is close to their heart.
Aleta Froemmel, country human resources officer for Citi in Canada, says the response from employees who have taken a sabbatical or leave for charity is overwhelmingly positive, with people expressing gratitude and how the time away improved their overall wellness.
"The job market for top talent is competitive and businesses must work hard to attract and retain staff," says Froemmel. "Employees who feel supported are more productive, happier, healthier and more likely to stay with Citi."
Much thought and planning can be seen behind these measures. McCarthy Tétrault LLP describes its approach as a journey that improves based on employee feedback and changing needs. Before launching its three-year well-being strategy in 2023 that expanded benefits, the firm involved employees in its development, tailoring it to meet the needs of different demographics, such as gender, race, disability and sexual orientation.
The firm now offers a dedicated clinical counsellor and virtual health services, benefits up to $30,000 for surrogacy and adoption, gender affirmation benefits to a lifetime maximum of $50,000, and a toolkit on how to support colleagues who are transitioning.
Rita Apa, the firm's chief human resources officer, says that while psychological well-being is a priority, the strategy is more holistic, focused on physical, mental, social and psychological dimensions.
"We're just not offering programs to our people, but looking at it holistically by focusing on prevention and recognizing that people with different backgrounds have unique needs, experiences and challenges related to well-being," says Apa. "I call it inclusive well-being, because this was really well thought-out in terms of giving everyone a voice from our different populations. It's not a one size fits all. It can never be that again."
Apa says the firm is moving away from providing only resources to looking at the behaviours it needs to adopt systemically to create a psychologically safe environment.
"If you've created that trust as an employer, everything else will flow through," says Apa. "It's not only about programs, it's how you're supporting people on a daily basis.
"When we look at retention and attracting talent, people can work anywhere," she says. "We need to give them a reason to do it here. How you support and care for your people is a differentiator."
Boston Consulting Group (BCG) is also highly motivated to attract and retain top talent, especially among younger professionals who are prioritizing mental health and work-life balance.
Nina Abdelmessih, chief operating officer for BCG in Canada, says the company has significantly increased its support for mental health compared to five years ago. Currently BCG offers up to $10,000 per year in mental health support coverage for employees and their families, including on-site psychologist support, virtual tools and access to telehealth providers. Additionally, its family-friendly supports include over $70,000 of coverage for fertility, adoption and surrogacy programs.
"Our people are our best and only assets," says Abdelmessih. "By investing in our people, we're supporting them in the moments that matter most in their well-being. In return, we see that they consistently deliver their best to their teams, our clients and each other.
"That's really an extension of our purpose and reason for being as a firm, which is to unlock the potential of those who advance the world. I see our benefits package as a living example of that purpose in action."
BCG regards its investment as eminently worthwhile, given the significant eco-nomic costs of mental health issues to the Canadian economy, estimated to be in excess of $50 billion annually by the Mental Health Commission of Canada.
"There's a significant cost and benefit to be had around this investment and getting it right," says Abdelmessih. "We experience lower than average attrition rates of our staff, and the benefits program is one part of that. Then there's the intangible benefit around innovation and the more tangible ones around productivity that are benefits of this investment."
Borden Ladner Gervais LLP (BLG), has also raised the bar on benefits, recently increasing its coverage for fertility-related expenses such as in-vitro fertilization, genetic testing, and surrogacy, as well as significantly expanding its wellness plan in 2022.
"We believe that by addressing key concerns like mental health, inclusivity and family support, these benefits foster loyalty and demonstrate that we value our people," says Tamara Costa, BLG's national director, brand and marketing communications. "Over time, we're confident these enhanced offerings will positively impact turnover as well as assist in recruitment efforts because members feel valued and supported holistically."
But how do you assess success?
"Sometimes these programs are very hard to measure, so we'll be looking at metrics, but any organization should do that," says McCarthy Tétrault's Apa. "We're going to survey our people again to find out what's working and what's not. What was important three years ago may not be important today."
Maybe the real movers and shakers among employers are the ones who listen.
– Diane Jermyn
This article appeared in the announcement magazine for Greater Toronto's Top Employers (2025), published Dec. 3, 2024, by Mediacorp Canada Inc.
Methodology
With a regional population of nearly 6.5 million, the Greater Toronto Area represents a broad diversity of industries, with employers operating in one of the most competitive regions in the country for recruiting and retaining top talent. To be considered for the Greater Toronto's Top Employers competition, employers must have a head office or principal place of business in the region.
The methodology used to determine winners of the competition is based on a comparison of organizations in similar industries, regions, and size. Employers are evaluated on eight selection criteria, which have remained consistent since the project's inception. The criteria are: (1) Workplace; (2) Work Atmosphere & Social; (3) Health, Financial & Family Benefits; (4) Vacation & Time Off; (5) Employee Communications; (6) Performance Management; (7) Training & Skills Development; and (8) Community Involvement. While the underlying criteria remains the same, areas of review have expanded and evolved over time with the advent of new programs and policies. Examples include workplace safety, hybrid and remote work options, and health and wellness.
The competition is a catalogue of best practices from employers in one of the most dynamic regions for talent in the country.
– Sonja Verpoort
Metrolinx helps employees on their path to 'life
after work' with retirement planning assistance
and strong contributions to a defined benefit
pension plan.
Apply
If you are an exceptional employer with progressive HR programs and policies, consider applying for next year's edition of Greater Toronto's Top Employers. Now entering its 20th year, our project is the nation's longest-running editorial competition. Applications for 2026 open in February. Join our mailing list for more info.
