Molson Coors Canada - At A Glance
Written by: Suzanne Niles, Chief People Officer, Molson Coors Canada
Since 1786 when John Molson founded the company in Montreal, generations of Canadians have been proud to take part in brewing some of Canada’s best-loved beers and, in the process, building a fine company. Over that time, Molson Coors Canada has been woven into the very fabric of Canada – we’re part of the way people celebrate occasions big and small or simply come together. That sense of being part of people’s lives comes to us naturally. “We are all members of a larger community,” John Molson said, “which depends on everyone playing a part.”
Our company at a glance:
· Second oldest company in Canada, we employ more than 3,500 Canadians nationwide. We also maintain a relationship with over 3,600 retirees/pensioners;
· We proudly brew a variety of great beer brands, including Molson Canadian, Molson Export and Canadian 67; Coors Light; Rickard’s; Creemore, and many others;
· Through a program we call “The Power to Make a Difference,” our employees are helping us find ways to make our breweries more energy efficient. Our goal is an annual 5% reduction in consumption;
· Our employees are actively engaged in water stewardship through our One Drop, One Ripple program. Further, we havepledged to conserve water throughout our company by signing the United Nations CEO Water Mandate. We are working together to reduce Molson Coors’ global water use by 15% by 2012.
· In 2010, Molson Coors Canada invested 4.5 million dollars in the greater communities across Canada.
The current trends in benefits at Molson Coors Canada
Rewarding the people who work for us is a vital part of our business. We offer highly competitive compensation, short and long term incentives and significant contributions through monetary spot-awards. Year-end bonuses for salaried employees in 2010 ranged from $1,000 to $30,000. We also have many other forms of employee recognition.
Benefits are the most loved by employees and why
· Each employee receives 52 vouchers per year that can be redeemed anytime for a case of 12 bottles of beer.
· Major sporting event tickets: including hockey, basketball, baseball, soccer, lacrosse, etc. These are available per department to be distributed as a form of recognition and appreciation.
· Scholarship program: Dependent children of Molson employees who have been employed for one year are eligible to apply: up to $2,800 per year for university students, $1,400 for college students.
· Service awards: We recognize hallmark anniversaries with a lapel pin and gift and some locations host an annual banquet.
· Employees truly appreciate the flexible work environment. It allows them the flexibility to get their work done while enjoying a good work life balance.
· Molson Coors Donations Fund supports our employees through “matching gifts” for nonprofit and charitable donations…up to a maximum match of $5000 per employee and a double match if the employee holds an executive or leadership position with the charity.
· Molson Coors Canada allows employees a day off with pay in support of a not for profit or charitable organization.
· Molson Coors Community Cheer will be launched in late September. The program will encourage employees to work with friends in their communities to apply for grants in support of promoting active lifestyles in their communities.
· Our hiring referral program awards current employees up to $2000 if their referred candidate is hired by Molson Coors.
The Molson Coors Canada employee experience
Being social is deeply ingrained in who we are. After all, we’re a beer company.
In our offices and at all of our breweries there are regular pub nights where people get to mingle and relax, plan team sports events, brainstorm on a project, get one another caught up on a local event or simply hang out and get to know each other better. There are organized and informal team sports, picnics and barbecues. We also host fun brand related competitions, like the Coors Light Mystery Mansion where our Events & Promotions team invites employees to get involved in designing the Mansion program. Best design winners get to work and play at the Mansion along with our customers. We have several opportunities similar to this one throughout the year. We also ensure that “responsible choices” are front and centre by promoting responsible drinking at our events internal and externally alike.
Other company activities:
· Annual national employee hockey tournament
· Annual golf outing in our major centres – In Montreal for example up to 600 employees take part every year and we’re in our 34th year
· Company-funded barbecue lunches at all locations
· A range of Molson-sponsored sports teams, golf outings and similar events
· Annual staff and children’s holiday parties
· Staff-selected community improvement activities
· Group outings to local and professional hockey games and sporting events
“Beer Life” is an exciting new magazine that we’ve created to make sure that those who aren’t keen to be sitting in front of a computer screen can still keep up with what’s new in shaping Molson Coors Canada. Some employees and retirees alike told us they’d like something in print and we’ve produced a magazine that will catch on with a lot of people in the company.
Our retirees are an important part of our on-going community – whether online or through the magazine, we want to stay connected. In fact, Dave Perkins has a direct line that retirees can call, and they do! He’s thrilled to respond.
Six issues at the top of tax and finance leaders’ agenda
New Deloitte research reveals that tax leaders are under increasing pressure to add strategic value as companies accelerate business model transformation, from undergoing digital transformations to rethinking their supply chains or investing in green initiatives.
According to Phil Mills, Deloitte Global Tax & Legal Leader, to “truly deliver value to the business, the tax function needs to rethink its resourcing model and transform its technology infrastructure to create capacity and control costs”.
And the good news, according to Mills, is that tax and business leaders have more options at their disposal to achieve this.
Reflecting the insights of global tax and finance executives at global companies, Deloitte’s Tax Operations in Focus study reveals the six issues at the top of tax and finance leaders’ agenda.
Trend 1: Businesses seek more strategic counsel from tax
Companies are being pushed to develop new digital products and distribution channels and accelerate sustainable transformation and this is taking them into uncharted tax territory. Tax leaders say their teams must have the resources and skills to give deeper advisory support on digital business models (65%), supply chain restructuring (49%) and sustainability (48%) over the next two years. This means redrawing the boundaries of what tax professionals focus on, and accelerating adoption of advanced technologies and lower-cost resourcing models to meet compliance requirements and free up time.
According to Joanne Walker, Group Tax Director, BT Group PLC, "There’s still a heavy compliance load today, but the vision for the future would be that much of that falls away, and tax people become subject matter experts who help program the machine, ensure quality control, and redirect their time to advisory activity.”
Trend 2: Tipping point for resourcing models
Business partnering demands in the tax department are on the rise, but 93% of tax leaders say their department’s budget is remaining flat or falling. To ensure that the tax function can redefine itself as a strategic function at the pace that is required, leaders are choosing to move increasing amounts of compliance and reporting to a combination of shared service centers, finance departments, and outsourcing providers that have invested in best-in-class technology.
Trend 3: Digital tax administration is moving faster than expected
in addition to the rising focus of the corporate tax department partnering with their business counterparts, transformative changes to the way companies share tax information with revenue authorities is also creating an imperative to modernize operations at a faster pace. Nine in 10 (92%) respondents say that shifting revenue authority demands on digital tax administration will have a moderate or high impact on tax operations and resources over the next five years—and several heads of tax said the trend is moving faster than expected.
"It’s really stepped up in the last couple of years," says Anna Elphick, VP Tax, Unilever. "Tax authorities don't just want a faster turnaround for compliance but access into a company’s systems. It's not unreasonable to think that in a much shorter time than we expect, compliance will be about companies reviewing a return that's been drafted by the tax authorities."
Trend 4: Data simplification and lower-cost resourcing are top priorities
Tax leaders said that simplifying data management (53%) and moving to lower-cost resourcing models (51%) must be prioritized if tax is to become more proactive at delivering strategic insights to the business. Many tax teams are ensuring that they have a seat at the table as ERP systems are overhauled, which is paying dividends: 56% of those that have introduced NextGen ERP systems are now highly effective at supporting the business with scenario-modeling insights. Only 35% of those with moderate to low use of NextGen ERP systems said the same.
At Stryker, “we automated the source P&L process for transfer pricing which took a huge burden off of the divisions," says David Furgason, Vice President Tax. "Then we created a transfer price database to deposit and retrieve data so we have limited impact on the divisions. We are moving to a single ERP platform which will help us make take the next step with robotics.”
Trend 5: Skillsets are shifting
Embedding a new data infrastructure and redesigning processes are critical for the future tax vision. Tax leaders are aligned — data skills (45%) and technology process experience (43%) are ‘must have’ skills in a tax department of the future, but more traditional tax specialist knowledge also remains key (40%). The trick to success will be in tax leaders facilitating the way these professionals, with their different backgrounds, can work together collectively to unlock lasting value.
Take Infineon Technologies, which formed a VAT technology and governance group "that has the right knowledge about how to change the system to ensure it generates the right reports", according to Matthias Schubert, Global Head of Tax. "Involving them early was key as we took a greenfield approach, so we could think about what the optimal processes would look like and how more intelligent systems could make an impact
Trend 6: 2020 brought productivity improvements
Improved productivity (50%) and accelerating shifts to remote working (48%) were cited as the biggest operational benefits to emerge from COVID-19-driven disruption. But, as 78% of leaders now plan to embed either hybrid or fully remote models in the tax function long term, 34% say maintaining productivity benefits is a top concern. And, as leaders think about building their talent pipeline and strengthening advisory skill sets, 47% say they must prioritize new approaches to talent recognition and career development over the next two years, while 36% say new processes for involving tax in business strategy decisions must be established.