Four years ago, our world looked different. In the wake of the COVID-19 outbreak, everything slowed down. The pandemic forced businesses to adapt to a new reality. This reality pushed us into isolation, while at the same time forcing us to all to re-evaluate our shared humanity—our vulnerabilities, strengths, and adaptability.

In the Fall of 2019, before the COVID-19 pandemic, Primera Engineers introduced the Great Game of Business (GGOB) and our Employee Stock Ownership Plan (ESOP). GGOB promotes openness and transparency in company finances, strategies, and overall performance via weekly meetings and open-source reporting of financial statuses. The ESOP transfers equity away from a single owner(s) model and over time allocates equity back to employees. Both initiatives, combined, highlight that Primera’s strength lies with its people.

In the Spring of 2020, shortly after launching these initiatives our world changed. Primera, like others, shifted our workforce to a remote environment. This allowed us to continue working safely and securely from our own homes. Like other companies, at this time we held weekly town halls, where questions were asked openly to senior leadership, and answers were given in a transparent manner. Throughout this period, our core value of being “people people” remained the focus because we believe it’s the people who define a company.

Flash forward to today, and Primera continues to hold weekly meetings on company finances and bi-weekly open forum town halls. Although the focus has shifted from pandemic issues, the values of transparency, communication with senior leadership, and shared knowledge remain central to our culture. Additionally, our employees have the flexibility to choose their preferred work environment from some of the options below:

• Do you prefer the office? We have a place for you.
• You like to come in sometimes but not always? Hybrid is your choice!
• Work best from home? Not a problem.

This approach stems from our commitment to valuing those who solve problems and avoiding issues that arise from ignoring our team’s needs. These practices are paramount for the long-term health of our workforce as we prioritize retention and employee ownership.

It’s important to note that nothing is perfect anywhere. Primera strives for continual improvement in openness and transparency. There are still opportunities to break down work group silos and share information more fluidly. However, we are committed to learning from feedback on what works and what doesn’t for our people.

With this philosophy in mind, earlier this year Primera introduced the Buddy Program, a development initiative designed to expand knowledge, networks, and careers. Each new hire at Primera is paired with an experienced team member for six months to help them adjust to our culture. This buddy is not a manager or supervisor, but rather a volunteer peer. Buddies receive a monthly allowance to meet outside of the office and discuss topics that matter most to them. The goal is to foster collaboration, camaraderie, and a sense of belonging from day one.

For me, this is yet another active reflection of the vibrant and evolving culture at Primera. It is just one of many efforts Primera is implementing to enhance employee engagement and satisfaction. By continuously seeking feedback and being open to change, we aim to create an environment where everyone can thrive. This philosophy of inclusivity and continuous improvement is what sets Primera apart and makes it a remarkable place to work.

If you’re interested in a career with Primera, check out our open positions at www.primeraeng.com/careers.