2018 Annual Report

People & Communities

Our
Culture

We’re rewriting the script on how to build a strong culture and engage employees.

Employee Engagement

We were thrilled to achieve a 92% employee engagement score in Pernod Ricard’s iSay survey of our salaried workforce. This was an exceptionally high score compared to the Canadian industry benchmark and to the best companies in the world. The anonymous survey asked employees 105 questions related to their engagement, and to our workplace and leadership practices.

Corby was also named to the Great Place to Work® Institute’s list of Canada’s 50 Best Workplaces once again. Scores from this survey highlighted five areas where Corby excels: rewards and recognition, physical environment and resources, management competence and integrity, fun and co-operation, and learning and development.

Among our most unique and award-winning workplace offerings:

  • I Thank: a gamification-style twist on rewards and recognition, in which employees share badges based on a set of strategic capabilities to acknowledge colleagues for their hard work and achievements. Each year, five lucky winners get an extra week of vacation and $1,000 to donate to the charity of their choice.
  • I Care: a committee that facilitates volunteer initiatives for employees across the country and organizes awareness campaigns for important causes. People can take up to two paid days off to volunteer at a local charity of their choice, or participate in group events organized by the I Care committee. 
  • “Distilled” On-Boarding: a bi-annual event where new hires gather at the Hiram Walker & Sons Distillery for a unique on-boarding experience that includes a distillery tour, mixology classes, and training sessions about the Company’s purpose, business acumen, and brand education.

Corby was named to the Great Place to Work® Institute’s list of Canada’s 50 Best Workplaces.

Building Leaders

We have implemented the iLead process to help enhance organizational talent, which is one of our business priorities.

The iLead talent pool prepares people in managerial positions and above for promotion. Participants undergo in-depth competency assessments, and work through individually tailored development plans created by our executive team. They are also paired with executive mentors for ongoing support. The intent throughout the process is to leverage individuals’ strengths, not to focus on their weaknesses.

Having piloted the iLead Accelerated Talent Pool program with our sales force in fiscal 2017, we expanded it to Operations in fiscal 2018. This is a structured training program that prepares individuals for first-level manager roles. The program includes on-the-job experience, formal training and customized development plans for each participant.

42 mentees meet with their executive mentors at least once every two months.

Diversity and inclusion

Another priority over the past two years has been to promote diversity of thought and better decisions everywhere in the organization by meaningfully improving the gender diversity of our teams and creating more open-mindedness in our DNA. While there’s been movement at all levels of the organization, we were especially pleased to make progress on gender diversity in our executive ranks. As of July 1, 2018, three of the seven members of our executive team are women.

Introduced over a year ago, the Balance & Inclusiveness Committee continued its efforts to raise awareness, start conversations and continue on with its vision to create diversity of thought everywhere in the Canadian organization. To help us nurture a more inclusive workplace, we ran creativity workshops, surveyed our employees, conducted unconscious bias training for executives, and issued monthly communications highlighting pertinent topics.

41% of participants in our iLead talent pool were women.