NBlog

One year after CAPSA released its new Guideline No. 10 on Risk Management for Plan Administrators, most pension plan administrators (including administrators of DB, DC and other capital accumulation plans) have begun their journey towards compliance and are committed to formalizing or enhancing their risk management frameworks. The pace and maturity of implementation vary significantly across plans, influenced by type of plan, size, complexity of administration and of investment and funding strategies, existing governance structures and the administrator’s experience with risk oversight.

Focus on flexibility! By personalizing individual contributions and adapting ways of working, you can activate three protective factors for health and achieve optimal performance. 

As organizations look ahead to 2026, the global benefits landscape continues to shift under rising cost pressures, new technology capabilities, and evolving workforce expectations. Many of the challenges that shaped the past several years—financial strain, limited HR capacity, and increasing employee needs—remain firmly in place. What is changing, and quickly, is the set of tools available to address them.

The MBWL International Global Benefits Forecast Survey offers organizations an opportunity to reflect on these dynamics, benchmark with peers, and gain insights to help guide planning for the coming year.

Longevity is more than just a statistic: it’s a determining factor in the financial health of pension plans, and estimating it can help determine the right strategies to implement.

The relative financial stability that has characterized recent decades has given way to a period of uncertainty. As inflation, volatile interest rates, and high property prices erode the purchasing power of employees and retirees, organizations are being called upon to provide broader financial support for their staff.

The race for productivity is inherent to the modern organization, which must be agile, competitive and on top of technological advances. Despite this well-known fact, only 41% of employees feel they are performing optimally: that is putting their best foot forward and maintaining their effort in the long term.

An inspiring journey for employees can be created by adopting a total rewards approach that offers both equitable compensation and the opportunity to achieve career aspirations. When creating such a journey, salary progression and career should be aligned with the employee’s development of competencies. Equipping managers with the tools to develop talent based on that conviction gives skillful employees a springboard and has a positive impact on attracting and retaining talent.

The government of Ontario is ushering in a transformative shift for job seekers and HR professionals with new Employment Standard Act (ESA) regulations set to take effect on January 1, 2026.

In today’s rapidly evolving workplace, employees expect more than just a paycheque; they seek a work environment that supports their overall well-being. Organizations that prioritize holistic health and wellness, or ‘Health 360°’ not only foster a more engaged workforce but also strengthen their long-term success.

Investments in artificial intelligence (AI) are reaching unprecedented levels, likely to surpass those made in any other technological advancements made in the history of modern industry. Governments, corporations, and investors worldwide—including those in Canada—are pouring funds into AI, recognizing its transformative potential. This influx of capital is reshaping the job market, driving up salaries, and redefining total rewards strategies.