If it’s working for staff, it’s working for Willson

In 2019, the leadership team at Mississauga, Ont.-based Willson International Limited initiated a “culture renovation,” using employee feedback to determine the cultural values most important at the customs brokerage and logistics services company.

Then the pandemic hit, and Willson became — and remains — a remote-first organization. “Right from the get-go, we were asking employees in town halls, in surveys, ‘Do you like working from home?’” says Danya Gerrard, director of people and culture. “We consistently heard ‘yes,’ and as an organization we’re able to accomplish that. If it’s working for our staff, it’s working for us.”

Gerrard started as an administrator at Willson right out of school almost 10 years ago and worked her way up to leading the human resources team. “Being remote-first, we still want to have that same culture but a different dynamic,” she says. “As an organization, the title changes within the HR team reflect our focus on improving company culture, and being forward-thinking and strategic, while still addressing the day-to-day.”

To that end, some recent changes include increased vacation time for new employees, home internet reimbursement, a compassionate care top-up, increased maternity and paternity leave top-ups, and referral bonuses. Communication from the leadership team has also increased — thanks to feedback from employees who requested it.

“We’re constantly trying to act on the feedback we receive from our staff, and then implementing initiatives or making process changes,” says Gerrard. “We’re not just doing what we think is best.”

For import analyst Rhonda Smith, easy, regular communication and access to co-workers at every level has been a part of her success and movement through the organization over the past 15 years.

“They just want everyone to succeed,” says Smith. “That’s why they’re adamant about our team meetings and our town halls, making sure everyone is okay and everyone knows what they’re doing. They won’t let you fail at your job; they have so many ways that they can help us.”

Because employees are working remotely and in different cities, the company provides many ways of being together — from twice-yearly fun days between offices to an in-house communication platform called Glip and a Facebook-type platform. Milestones are recognized with lunches, and benefits, Smith says, are great.

And, she adds, work-life balance is valued. “They want to make sure you’re doing well at work and well at home,” Smith says. “They give you lots of good reasons to stay, beyond just the job.”

Taking care of employees, Gerrard says, has always been a key distinguisher for Willson among its competitors. “We’re a growing broker maintaining a small to mid-size charm, and that has really been a selling point for us,” she adds. “You come to work at Willson, and we know your name, we know what you might be going through at home, and that’s reflected in our culture and workplace environment.”

Willson is a 107-year-old family-owned and operated business. “There’s a reason we’ve been successful,” Gerrard says, “and it truly is because of our staff and the environment that we’ve created.”

Flexibility is key in Willson’s business, and the company keeps it flexible internally as well. “Our culture improves by being aware when changes are needed or when things are going well,” she adds. “We can’t be satisfied with the status quo — we’re always trying to do better for our staff.”

This article appeared in the magazine announcing this year's Canada's Top Small & Medium Employers winners, published April 8, 2025 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.