Roche Canada builds staff engagement with flexibility

For Roche Canada, an organization that stresses the importance of inclusion and a close-knit culture, the pandemic lockdown presented a challenge. But leaders at the pharmaceutical and diagnostics giant, which has offices in Mississauga, Ont., and Laval, Que., and employees across the country, responded quickly to that challenge to ensure their prized culture remained strong.

“I loved going into the office, so it was strange,” recalls legal analyst Amanda Kazmierczak. “But right away, the company launched a wellness site with all the information about how to set up a home workplace and the ergonomics of chairs and keyboards, and our fitness centre moved its classes online. It was amazing.”

Matheus Vieira, president and general manager of Roche Canada’s Diagnostics division, says the pandemic actually had a silver lining in helping to increase employee engagement.

“One thing we learned from COVID was the value of being flexible,” he says. “At Roche, we always saw the value of face-to-face interaction, because we believe innovation happens when people connect. But we also recognized the value of employees adapting their hours to live their best lives. So, now we invite them to be in the office most of the time but their hours are flexible, and the feedback has been great.”

Kazmierczak also appreciates that flexibility. “Roche provides phenomenal work-life balance, with great benefits, making it easy to accommodate family life and personal life,” she says. “And because of that, everyone comes to work more engaged and more productive. We want to be there.”

The company has implemented a slew of initiatives to support staff health and well-being, including increased vacation days, Mental Health Week activities and wellness days where an additional company holiday is added to long weekends.

“Our resources for physical and mental health are amazing,” says Kazmierczak. “I’m taking part in a mental health program on how to navigate individuals and colleagues with issues like substance abuse, anxiety and depression. My husband is a first responder, and I have a huge interest in understanding the mental health aspects of jobs like that.”

There’s also an extensive series of professional development programs for employees, ranging from informal mentorships to more formal courses.

“We invest in a wide range of development programs, including mentoring, dedicated one-on-one coaching, peer learning platforms and formal leadership development programs,” says Vieira. “By tapping into these programs, we are getting better as leaders. As well, at least once a year there’s a town hall where leaders can learn and share practices on how to evolve their teams.”

Kazmierczak recently took part in a three-day learning festival with sessions on incorporating AI, leadership and taking on roles on different teams. “Once again, there’s a lot of flexibility,” she says. “Our leadership really supports our growth and encourages us to excel, whether it’s within our department, within the business or even globally, because there are opportunities to work at other affiliates if we choose to.”

Vieira has worked in several other Roche locations, and finds it remarkable that the culture is the same everywhere.

“The countries are different, but the Roche culture doesn’t change,” he says. “It’s about trust and inclusion. This is what makes me go to the office every day and say I belong here, I feel good here. And I hear that a lot. It’s a very purpose-driven organization, and I believe that drives connection. People feel proud to be part of it.”

This article appeared in the magazine announcing this year's Canada's Top 100 Employers winners, published November 15, 2024 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.

A leadership culture drives engagement at Roche Canada

Brigitte Nolet has spent 18 years with Roche, working first with Roche Canada and then in three other countries before returning two years ago to become president and CEO of Roche Canada Pharma, headquartered in Mississauga.

Having the opportunity to work globally is one of many aspects Nolet values about the organization.

“You can have a global career in our company,” she says. “Thanks to Roche's global network and local setup, it’s no longer necessary to leave Canada to gain international experience. While opportunities abroad are supported, you can also collaborate with colleagues around the world from here in Canada.”

Equally important to Nolet is the fact that the company’s culture is consistent across the globe. “We have a culture of innovation and collaboration, a purpose-driven culture, and in each of the countries the feel is similar,” she says. “We come to work in order to make a difference in people’s lives, and we really feel it in our work.”

Diversity and inclusion efforts are central to that culture, Nolet adds. “We have over 60 different nationalities at Roche Canada. We know that scientific advancements stem from diverse minds coming together, so everything we do revolves around collaboration, teamwork and moving forward together.”

Those efforts include a Diversity, Equity and Inclusion (DE&I) Council and a DE&I lead who partners with the many employee-led groups, including those for female, LGBTQ+ and racialized staff members, to hold social and educational events that celebrate the diverse perspectives of all employees and drive change across the organization.

“We focus on making tangible changes based on input from employees and resource groups,” Nolet says. “One recent addition to our benefits program is gender affirmation coverage, which supports our transgender and non-binary colleagues in living more authentically.”

The LGBTQ+ employee group worked with Roche Canada’s benefits team to develop the program. “It’s an example of everyone working together to ensure our programs and policies evolve to support our employees,” Nolet says.

Richard Steele, enterprise lead for partnership at Roche Canada’s Diagnostics division, also prizes the company’s culture. “The thing I like is that it aligns closely with my personal values,” he says. “We try to do the right thing for people, the environment and the economy, and it’s not just talk, it’s genuine.”

The different teams meet regularly to discuss issues and progress.

“Our get-togethers range from the micro to the macro,” Steele says. “We have team town halls on a monthly basis, and then there might be a meeting for everyone with a speaker from the larger global organization. We’re always kept well informed about where we’re headed and how we’re doing.”

Steele also values the opportunities he has had for professional development, which include both formal and informal mentorship and leadership training.

“There are formal courses, but there are also leaders who are always willing to have a discussion with you and share advice,” he says. “When you cultivate a culture of leadership, more people will want to lead and help others lead, and soon you’ve got a really good team environment. It’s a kind of self-fulfilling system.”

That supportive culture leads to increased satisfaction and productivity, says Steele. “Everyone is very well respected here, and that has a massive impact. You feel ownership, and you do a better job.”

This article appeared in the magazine announcing this year's Greater Toronto’s Top Employers winners, published December 3, 2024 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.