National Capital Region's Top Employers (2026) Magazine - Magazine - Page 26
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NATIONAL CAPITAL REGION’S TOP EMPLOYERS (2026)
NAV CANADA fosters people and the future of aviation
A
fter starting her
career as an air traffic
controller at NAV
CANADA, Diana
Kelly's career took a
pivotal turn when she transitioned
into a role examining procedures
across the organization. This shift
opened her eyes to the broader
impact she could have.
"I was recruited to management,"
says Kelly, now chief human
resources officer. "I realized I
wanted to contribute to decisions,
steer direction and continue to
make things better for people."
Our employees work
in many roles across
the country and having
a one NAV CANADA
culture where people
naturally collaborate is
important to us.
— Diana Kelly
Chief Human Resources
Officer
Headquartered in Ottawa,
NAV CANADA is a privately run,
non-profit corporation that owns
and operates Canada’s civil air
navigation system. Now in her 25th
year with the organization, Kelly
says NAV CANADA keeps people
engaged in several ways.
“We listen, we offer an inclusive
environment with health and
wellness programs, and employees
have opportunities to collaborate
and grow within the company,”
she says.
The organization introduced
the Shadow Board in 2022, giving
Diana Kelly, chief human resources officer at NAV CANADA.
leaders a key opportunity to hear
from employees. Selected by
employees, the board is composed of 15 peers from across the
company who meet regularly with
executives to share perspectives
and help solve challenges. The
board changes every year, giving
more people the chance to share
their thoughts.
NAV CANADA also has "ask me
anything" sessions with the CEO
and senior executives where
employees can ask candid
questions. The company has
reintroduced employee engagement surveys and conducts
follow-up sessions across the
country to validate results and
build action plans. "We received
9,600 comments for leadership to
hear through our last survey," says
Kelly.
The company is also expanding
its diversity, equity, inclusion and
belonging employee resource
groups. Managers and supervisors
receive yearly leadership skills
training such as inclusive leadership and effective conversations.
The third way the company
encourages employee engagement
is through development and
growth. Kelly advanced from
managing operations in Winnipeg
to general manager, Edmonton
Flight Information Region, to
assistant vice-president, corporate
planning and performance in
Ottawa, then vice-president, safety
and quality. "In 2022, I was asked
to become chief human resources
officer," she says.
Emily Gingras is another
employee who has experienced
career growth at NAV CANADA.
She began on contract as a senior
analyst while the company was
implementing International
Financial Reporting Standards.
She has since had the opportunity
to be involved in the company’s
adoption of a new enterprise
resource planning system.
“I found a supportive and
collaborative environment,” says
Gingras, now manager, financial
services. “Within five years, I
was promoted to manager, and
I am continuously learning and
growing in my roles.”
In 2022, NAV CANADA also
launched the Leaders of the
Future program, bringing all
managers and supervisors an
immersive, multi-module journey
focused on critical leadership
skills and mindsets needed to
navigate workplace complexities.
Gingras participated in this
development opportunity, which
she feels builds strong connections across departments and with
senior leaders, reinforcing a unified company mindset and sense
of belonging. "Now all managers
continue to grow as one collective
group," says Gingras.
