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Reasonable Notice Period Chart  |  Job Category: All > Management  |  Ages: All ages / Under 40 / 40-49 / 50+

DateCase NameCitationAgeYears of ServiceJob SubcategoryPositionNotice (months)
2024.11.09Harris v Town of Hay River2024 NWTS 47691.5Middle/senior management
Director of finance and administration"In this case, the Plaintiff was a senior level manager, responsible for the overall administration of the financial affairs of the Town and for the direction and supervision of a number of employees. He reported directly to the most senior employee of the Town, the SAO. He was responsible for a budget of approximately $10,000,000. As such, given the financial and staff responsibilities, it is fair to characterize the Plaintiff’s position as a key position within the organization with significant responsibilities."
8
2024.02.23De Castro v. Arista Homes Limited2024 ONSC 1035495Middle management
Décor store manager"She had a wide range of managerial job duties including hiring staff with the approval of the Vice President of construction and President, training staff on work duties, arranging training seminars and general oversight of day-to-day operations."
8
2023.12.13Koshman v. Controlex Corporation2023 ONSC 70456918.5Senior management
Vice president"During his tenure with the defendant Mr. Koshman directed the operational and property management functions of the business and reported directly to Mr. Dent. He worked with significant autonomy and independence and was only required to report to Mr. Dent on certain major decisions. Mr. Koshman oversaw the development and leasing of the Ottawa Train Yards, a major shopping centre in Ottawa and a principal asset of the defendant. During the plaintiff’s tenure as Vice President the land holding assets under the defendant’s control increased from those of a small land holding company to a current value in the range of $700 million."
24
2023.12.01Grimaldi v. CF+D Custom Fireplace Design Inc.2023 ONSC 6708500.4Senior (small business)
Senior project manager"Mr. Grimaldi was the senior project manager and reported directly to the owner of the company. He was expected by Mr. Volpe to act like an owner in fulfilling his role. He supervised and oversaw five to seven employees. He was responsible for the production side of the business. Mr. Grimaldi was the highest paid employee of the company at the time. It was expected by the parties that he would a five percent interest in the company after the first five years of his employment."
5.5
2023.11.07Ketch v Meadow Lake Mechanical Pulp Ltd.2023 SKKB 24146 (approx)24Lower management/supervisors
Shift supervisorNo job description provided
24
2023.01.30Cadrin v Dunsmuir Holdings (New Westminster) Ltd.2023 BCSC 1305835Lower management/supervisors
Manager (liquor store)"She started as a clerk, and was promoted to the position of manager in 1990 or 1991 by Mr. Dhaliwal. Her duties as manager included selecting new products, placing orders, receiving shipments, and handling transactions...In my view, the plaintiff’s role did involve a low level of managerial duties. The evidence shows she was in charge when Mr. Dhaliwal was away from the premises, and she was involved in training sales clerks. She also met sales representatives, selected new products for the store, placed and received liquor orders and determined how best to display products. There is evidence that other similar jobs in private liquor stores were available in the Chilliwack area."
20
2023.01.26Milwid v. IBM Canada Ltd.2023 ONSC 4906238Middle/senior management
Offering manager (internet of things subunit)"The plaintiff was a Band 10 Offering Manager in IBM’s Cloud and Cognitive Software Business Unit in the Internet of Things Offering Management Sub-Unit...the plaintiff’s job had been technical but specialized and geared towards the defendant’s company...The plaintiff was not in an executive role with the company, but was a management employee at the director level, or a Band 10 employee...just below an executive, responsible for leading a business unit, though no one reported directly to him. He assumed significant responsibilities, working with the company’s partners to develop and implement market adoption strategies and supported the company’s marketing team and user-end marketing teams. In the two years before he was terminated (for 2018 and 2019), he was responsible for overseeing a group of offering managers."
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2023.01.05Chu v China Southern Airlines Company Limited2023 BCSC 21688Middle/senior management
Marketing and business development manager"As Marketing and Business Development Manager, the plaintiff’s work focused on establishing and building CSA’s business in Canada. The plaintiff regularly met with senior corporate management representatives from CSA’s head office in China…During this time, he worked closely and harmoniously with the GM, Ms. Chen. Ms. Chen was a proponent of promoting CSA’s business by building good relations with the local community, including local businesses and industry organizations...Even after the plaintiff was transferred to low-level positions, CSA continued to rely on the plaintiff for senior management duties"
20
2022.10.04Frederiks v Executive TFN Waterpark Limited Partnership2022 BCSC 1725453Middle/senior management
General manager"Mr. Frederiks had responsibilities in mid-to-senior management duties including sales, budgeting, health and safety, security, and construction...This is an age where employees are seen as seasoned if they have significant experience, as Mr. Frederiks does in the business of managing recreational and/or entertainment facilities. Mr. Frederiks had responsibilities in mid-to-senior management duties including sales, budgeting, health and safety, security, and construction."
10
2021.03.05Wilson v Pomerleau Inc.2021 BCSC 38864 (approx)10Middle management
Chief estimator"Mr. Wilson was responsible for the management, supervision, training and mentoring of personnel in his department for the BC region. He worked with a team of 2-6 estimating staff who reported to him. Mr. Wilson and his team developed work plans, time schedules, risk analysis and cost estimates for medium to large scale construction projects with a total approximate value of $300 million annually...I agree that Mr. Wilson had supervisory duties, particularly as Pomerleau’s Chief Estimator for the BC Region. Mr. Wilson’s more difficult proposition, however, relates to his arguments that his narrow specialization in the estimating field will be a detriment to him finding future employment."
18
2021.01.27Koski v Terago Networks Inc2021 BCSC 1173813Lower management/supervisors
Customer success manager"As a Customer Success Manager, Mr. Koski reported to the Director of Customer Experience. Mr. Koski was responsible to foster and maintain relationships with Terago clients with a view to renew and expand their contracts. In order to fulfil his responsibilities, Mr. Koski supervised six employees across Canada. However, there is no evidence that Mr. Koski had any other management responsibilities such as hiring and firing employees, establishing budgets or directing work schedules."
13
2020.12.17Mohammed v Dexterra Integrated Facilities Management2020 BCSC 2008511.4Lower management/supervisors
Supervisor of cleaning staff"Dexterra says that even though Mr. Mohammed was a supervisor, his position was non-managerial; he lacked the authority to hire, fire, discipline, and to be involved with payroll...Mr. Mohammed was responsible to ensure the crew of six to eight workers in his unit properly carried out their tasks. His role was particularly important to Dexterra given its maintenance staff’s performance issues at Tsawwassen Mills Mall."
5
2020.04.29Wiltse v. Seastar Chemicals ULC2020 BCSC 658NA17Managers
Production managerNo job description provided
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2019.04.08Valle Torres v Vancouver Native Health Society2019 BCSC 5235520Middle management
Project manager"The plaintiff was a mid-level manager with considerable responsibility in the defendant organization. He supervised a staff of 37 and oversaw a number of programs...In that capacity he was responsible for Aboriginal early childhood programs, family support services, Aboriginal child development, the daycare and a family violence program. His responsibilities included overseeing day to day operations of the programs, supporting team leaders and the supervisor of the daycare, and networking with other public service agencies."
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2019.03.01Booton v Synergy Plumbing and Heating Ltd.2019 BCSC 27640 (approx)4.5Lower management/supervisors
Plumbing service managerNo job description provided
6
2018.10.09O.W.L. (Orphaned Wildlife) Rehabilitation Society v. Day2018 BCSC 17246330Senior management
Founder/head of operations"Her responsibility to manage the overall operations of O.W.L. as well as her ongoing and substantive fundraising and public relations activities (both on and off site) and bird rescue activities which mainly occurred after hours at night...its founder and head of its operations for approximately 30 years (including her 18-year tenure as its paid executive director in charge of all of its operations) and her narrow field of expertise"
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2018.09.27Chapple v. Big Bay Landing Ltd. (Inc. No. 0764163)2018 BCSC 1666612.2Managers
Remote resort manager"It is agreed that the plaintiff was responsible for a budget of about $1 million. He has deposed that his duties included hiring and firing of staff, setting policy and direction for food and beverage services, coordinating guest services, designing plans for a 75-seat restaurant, being responsible for safety of staff and guests, purchasing supplies, overseeing construction projects such as a new kitchen, overseeing boat sales and purchases and representing the defendant on local community and government boards. He reported to Mr. Mailman, the president and controlling shareholder of the defendant."
9
2018.09.04Corey v. Kruger Products L.P.2018 BCSC 1510572.6Lower management/supervisors
Maintenance supervisor"He was directly responsible to supervise two machinists, and shared supervision of a team of 12 millwrights. He also sometimes supervised "lead hands", who themselves had supervisory responsibilities. Some of these workers were making $41.90 per hour, or approximately $87,000 per year. Mr. Corey was in the first layer of management...He was directly responsible to supervise two machinists, and shared supervision of a team of 12 millwrights. He also sometimes supervised "lead hands", who themselves had supervisory responsibilities. Some of these workers were making $41.90 per hour, or approximately $87,000 per year."
8
2018.01.15Frith v. IBM Canada Limited/IBM Canada Limitee2018 BCSC 1223819Middle management
Senior services program leader"He was in what IBM called Band 9...Band 9 were senior program managers...The BC Government Health Services Sector was a large client account for IBM. Mr. Frith served as the primary day-to-day contact for IBM with that client. The account was called the Health Shared Services BC ("HSSBC") account, and is now called the BC Clinical and Support Services ("BCCSS") account. For 2015, the assigned budget for the account was $33,786,000 US. The assigned revenue target was $34,481,000 US. IBM employed over 375 full-time staff in supporting the BCCSS account. Those people did not report to Mr. Frith, but the financial budget and revenue target meant that he had at least some responsibility for the work they were doing. For the three years in which Mr. Frith was the Senior Services Program Leader for the BCCSS account, that is, part of 2013, and 2014 and 2015, he met or exceeded the revenue and gross profit targets for the account, and received incentive bonuses accordingly."
19
2016.10.24Price v. 481530 B.C. Ltd2016 BCSC 194044 (approx)19Middle/senior management
Clinic manager"As manager of 481, Mr. Price was responsible for its day-to-day operations, including managing staff, marketing, bookkeeping, and making payments to Canada Revenue Agency (“CRA”) and the landlord."
"His managerial duties also included advertising and selling treatment services to clients. Clients entered into contracts, paying in advance for products and services. The cost would range from $1,500 to $4,000 or $5,000. The products, including shampoo, conditioner, and other treatments, were supplied by one of Mr. Robson’s subsidiary companies."
"Mr. Price was not, however, responsible for accounting nor did he receive copies of the financial statements for the Vancouver location."
"The flow of product to the Vancouver location and the accounting was managed by Mr. Robson. Other than that, Mr. Price had a significant amount of autonomy in the day-to-day operations of 481. Mr. Price and Mr. Robson had a very close relationship, with regular phone conversations about the business and their families."
"was employed for close to 20 years in a senior management position"
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2016.09.13Mudrovcic v. Engenuity Manufacturing Solutions Ltd2016 BCSC 25734819Middle/senior management
Project management team leader"I am satisfied that the plaintiff had a very responsible senior position with the defendant. She was one of only two persons at the second tier of management of the defendant and as I understand her evidence was responsible for overseeing the obtaining of and execution of the plaintiff's contract work, which formed the basis of the defendant's business."
21
2016.03.04Luchuk v Starbucks Coffee Canada Inc2016 BCSC 8304818Middle/senior management
Senior regional manager (partner and asset protection)"Mr. Luchuk had four people who reported to him. Each of them had the title “Partner and Asset Protection Manager”. They were based in four different Canadian locations: Vancouver, Calgary, Toronto, and Montreal. Mr. Luchuk's position was overall responsibility for the safety and security at all the Canadian Starbucks locations. There are 900 to 1,000 of them. The precise number was not entirely clear on the evidence...Mr. Luchuk also had responsibilities in Latin America and South America. Largely he served as a resource in helping with ideas and plans, but he estimated that five to ten percent of his job involved the Latin American market. He did some travelling in connection with these job responsibilities. Over the years, he went to Chile twice, to Brazil twice, to Puerto Rico three times, and to Mexico once in connection with his job."
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2015.11.03TeBaerts v Penta Builders Group Inc2015 BCSC 200831 (approx)11Managers
Project consultant/account manager"Ms. TeBaerts only ever performed project consulting, design and account management duties at Penta."
12
2015.10.14McLeod v Lifelabs BC LP2015 BCSC 185749 (approx)25.5Managers
Process improvement manager"The plaintiff’s last position with the defendant was as process improvement manager. She provided a support function for other managers. She was senior to them in her experience with the defendant although the senior designation was removed from her title with this position. The plaintiff had no one reporting to her directly as she did formerly...The plaintiff did not have as broad a scope of duties, including budget responsibilities, as other individuals of similar age who received longer notice periods."
18
2015.04.21Burns v Lyons2015 BCSC 60531 (approx)0.2Restaurant management
General Manager (restaurant)The plaintiff was a novice general manager of a start-up restaurant
2
2015.04.07George v Cowichan Tribes2015 BCSC 51354 (approx)33Middle/senior management
Associate director (child and family services)"As part of her responsibilities in this position, she supervised six managers and their teams of social workers, worked on the budget and developed and implemented policies. She had no direct role in the apprehension of children."
20
2015.03.26Johnson v Marine Roofing Repair & Maintenance Service (2003) Ltd2015 BCSC 4726524Middle management
Manager (roofing business)"For the majority of his employment, Mr. Johnson was responsible for managing the day-to-day affairs of Marine. He had the authority to hire and fire employees (and did so), and made virtually all the decisions of the repair division for most of its existence. Gary Moss's oversight of Mr. Johnson's work was minimal...Mr. Johnson did site visits for a wide variety of jobs. He did not keep track of these site visits in any formal or organized way...The repair crews under Mr. Johnson's supervision were generally comprised of two to three individuals each, inclusive of a lead man or foreman. At any given time Mr. Johnson was responsible for the supervision of four or five crews. The total number of employees supervised by Mr. Johnson varied, but he was responsible for the supervision of up to 20 employees at any one time."
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2014.07.09Younger v Canadian National Railway Company2014 BCSC 12584927Middle/senior management
Assistant superintendent mechanical"The ASM was responsible for the day-to-day activities of the locomotive and car shops, specifically the number of locomotives and cars being serviced or repaired, as well as monitoring compliance with safety, budget, and productivity guidelines. He oversaw approximately 100 employees. It was one of only two ASM positions in the province at the time."
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2014.05.09Collette v AMV Enterprises Ltd2014 BCSC 816546Restaurant management
Restaurant manager"Mr. Collette was the senior management representative at the restaurant and was responsible for directing and supervising staff, overseeing the operations of the restaurant and ensuring that all monies were properly accounted for. He occupied a position of trust."
6
2014.03.07Stanley v Advertising Directory Solutions Inc2014 BCSC 3765115.2Senior management
Executive director of finance"She was 51 years old when she was dismissed and occupied a very senior position in a large company...She was handpicked for the job by Mr. Cepak because he knew that the company was on the cusp of a substantial expansion which would challenge the skills and abilities of any director of finance. She was among the three highest paid employees of Dominion."
19
2014.01.07Hooge v Gillwood Remanufacturing Inc2014 BCSC 115736Lower management/supervisors
Production supervisor"Mr. Hooge was one of two production supervisors in a relatively small company, having the responsibility to supervise a relatively small work force of unionized employees in one of the two mills operated by Gillwood. Mr. Hooge was engaged in day to day management, including being involved in grievance issues. He was responsible for quality control in the part of the Mill that he supervised. Mr. Hooge was also involved in dealing with customers and ensuring that production targets were met. Mr. Hooge was also on call for security calls and fire alarms."
18
2013.07.12Kerfoot v Weyerhaeuser Company Limited (Kerfoot)2013 BCCA 3304315.75Superintendents
Operations superintendent"Their employment responsibilities are not described in the reasons for judgment. As operations superintendent, however, it may be considered Mr. Kerfoot held the more responsible position, being engaged with operations and all that entails - production levels and safety and efficiency of the plant and employees."
15
2012.12.12Phillips v Jakin Engineering & Construction Ltd2012 BCSC 2066640.25Construction
Senior project manager"Mr. Phillips was engaged...as Jakin’s project manager on Phase One of a large multi-phase construction project being constructed in Richmond, British Columbia."
4
2012.07.18Piron v. Dominion Masonry Ltd.2012 BCSC 10704419Foremen
Masonry foreman"He started as a mason, but quickly became a foreman who supervised the masons working on particular projects...He started as a tradesman and advanced to the position of foreman. Both positions are fairly mobile within the construction industry, but he became a more management oriented employee through his ability to run fairly complex projects."
15
2011.12.14Dobbs v The Cambie Malone's Corporation2011 BCSC 183051 (approx)11Senior management
Human resources and operations manager"Mr. Dobbs was a senior manager in Cambie Malone's. He was in a position superior to the managers in various locations. He was, in the words of Mr. Yehia, responsible for the most crucial aspects of the operation, which was the hiring of employees, developing their potential and overseeing the food and beverage operations...According to Mr. Yehia, the company employed 100 to 150 employees. According to Mr. Fernback, the company employed upward of 200 employees or more. I conclude that Mr. Dobbs fulfilled an important senior management position with the company."
12
2011.11.01Chan v Dencan Restaurants Inc2011 BCSC 143962 (approx)15Restaurant management
General manager (restaurant)No job description provided
18
2011.10.17Szczypiorkowski v Coast Capital Savings Credit Union2011 BCSC 137661 (approx)18.5Middle/senior management
Senior manager, commercial real estate lending"He was one of five Senior Managers within the corporate structure, reporting to the Director of Commercial Real Estate Lending, and was therefore two positions below the CEO. The defendant characterizes its corporate structure as “flat,” with few layers between management and staff. It concedes that Mr. Szczypiorkowski was a low- to mid-level senior manager."
18
2011.05.26Whiting v Boys and Girls Club Services of Greater Victoria2011 BCSC 6815713Lower management/supervisors
Program manager"She held a supervisory position in which she oversaw in the order of twenty frontline programs. She has worked the entirety of her life in the social services field."
18
2011.02.03Wong v Rogers Communications Inc2011 BCSC 128396Middle/senior management
Manager, real estate mid west region"The plaintiff says in this position he was responsible for setting up and operating the defendant’s real estate department in Calgary, including a subsequent relocation of the office within Calgary. The plaintiff also hired, trained and managed new staff. The plaintiff says the Mid West Region portfolio consisted of real estate assets for Rogers Wireless, Rogers Media, Rogers Broadcasting and other Rogers subsidiaries, which encompassed approximately 700 real estate contracts relating to the defendant’s infrastructure. The defendant’s infrastructure included radio stations, network switches, corporate offices, regional call centres, storage facilities and other real estate. The plaintiff says his department was responsible for completing approximately 500 real estate transactions per year...His position from 2000 - 2004 was a management position with significant responsibility."
10
2010.12.02Sifton v Wheaton Pontiac Buick GMC (Nanaimo) Ltd2010 BCCA 54150 (approx)16Foremen
Shop foreman/manager"Mr. Sifton was a lower level manager. While he was responsible for supervising and training the technicians, he also still performed some [automotive] technician duties and menial tasks, such as sweeping and taking out the garbage."
14
2010.11.19Renard v Facet Decision Systems Inc2010 BCSC 19083912Project/program management
Decision support analyst"Her former job included high-level project management with large clients on significant projects, interesting system design work, product development and use of software known as Cause & Effect, with which she was proficient, as well as a leadership role on a team of employees in an attractive and comfortable work space"
12
2010.04.01Rodrigues v Shendon Enterprises Ltd2010 BCSC 9414616Restaurant management
Fast food restaurant manager"As time went by, she learned all of the jobs required to operate the restaurant and she undertook management and supervisory duties. "
16
2010.02.23Palmer v Clemco Industries Inc (Gavin Palmer)2010 BCSC 2306014Lower management/supervisors
Service manager"His position as Service Manager required technical, service and management skills. His work was in a specialized field but he had transferrable skills."
15
2010.02.23Palmer v Clemco Industries Inc (Jacke Palmer)2010 BCSC 230NA13Lower management
Director of Operations (with clerical and executive duties)"There is a job description for Jacke Palmer as “Director of Operations”. It describes and lists the functions being performed, which included reception duties, monitoring on call personnel, correspondence, banking, purchasing, hiring, payroll, accounting, and scheduling."
11
2009.12.23Mackie v West Coast Engineering Group Ltd2009 BCSC 177548 (approx)1.75Middle management
Production manager"He obtained orders from sales or through the engineering group. He created work orders using the computerized visual scheduler manufacturing system based on the applicable drawings. He negotiated with suppliers for the necessary materials or equipment, and then handed the work order packages and drawings to Inderjit Dosanjh, the shop supervisor who supervised the unionized welders and machine operators. Mr. Mackie also had a role in scheduling the work...There was no set limit on his authority to negotiate contracts, and he regularly negotiated purchases in excess of $150,000, and in excess of $2 million annually. He reported to both Greg Balsdon, the Operations Manager who was responsible for production at all four plants and reported directly to Mr. Brockman...I conclude that it is fair to describe Mr. Mackie as a middle management employee."
9
2009.12.04Chapple v Umberto Management Ltd2009 BCCA 57135 (approx)13.5Restaurant management
Restaurant manager"The appellants operate two restaurants at Whistler: Trattoria and Il Caminetto. The respondent was hired in 1994 as a server at Trattoria. In 1999 she was promoted to a management position, and thereafter worked periodically at both restaurants as a manager until she was dismissed."
15
2009.08.28Pereira v The Business Depot Ltd2009 BCSC 1178387Middle management
General manager (retail)"The plaintiff, as general manager, was in charge of a sales manager and service manager below him and an assistant sales manager and assistant service manager below them. He gave evidence that there were anywhere between 40-45 employees at any time that he was responsible for."
10
2009.06.05Marshall v Old Meets New Furniture Ltd (Stokes Furniture)2009 BCSC 748467Middle management
Store manager (retail)"Her duties included staff hiring, training and supervision; purchasing product; reporting to the owner; serving customers and sales."
8
2009.05.22Adams v Fairmont Hotels & Resorts Inc2009 BCSC 6814112Middle/senior management
General manager (hotel)"As General Manager and head of the Hotel’s Executive Team, Ms. Adams was ultimately responsible for the preparation of the Hotel’s annual budget"
15
2009.03.13Zaitsoff v Zellstoff Celgar Limited Partnership2009 BCSC 3464619Middle/senior management
Production manager (with engineering expertise)"At the time of his dismissal, Mr. Zaitsoff had four people directly reporting to him and 215 indirectly reporting to him...I find that Mr. Zaitsoff’s position was a specialized one because his knowledge of chemical engineering and the kraft mill process was a necessary skill set that enabled him to oversee the Mill, ensure that targets were met, and solve technical problems."
20
2008.01.25Lewis v Lehigh Northwest Cement Ltd2008 BCSC 5425826Middle management
Manager of process computer systems"His duties and responsibilities in latter years included designing, overseeing, and implementing cement plant control system projects, their budgets, staffing the department, overseeing the work of several employees and consultants, as well as other duties...in a management position as previously noted with great responsibility...His work is in a specialized sector of a specialized field."
22
2007.03.15Watson v Seacastle Enterprises Inc2007 BCSC 365210.9Lower management/supervisors
Fast food restaurant managerNo job description provided
1
2006.04.28Lewis v M3 Steel (Kamloops) Ltd2006 BCSC 68151 (approx)14Foremen
Foreman (afternoon shift)"In 1996 Mr. Lewis was promoted to foreman of the afternoon shift by Ben Mesluk, the manager of M3. He was required to coordinate with the foreman of the morning shift, Steve Doutaz, to keep the plant in continuous production. His responsibilities included supervising all the work to be done on that shift; there were up to 12 employees. When he worked, there was no one supervising him. It was a job of significant responsibility"
14
2006.04.12Stant v Elaho Logging Ltd2006 BCSC 71858 (approx)9Middle management
Logging superintendent"His responsibilities included supervising the logging aspects of the company's business. He was responsible for gross revenues of about $3 million. He had about 35 employees reporting to him directly as well as about 30 independent contractors and subcontractors. His position was described as mid-range management."
13
2006.03.23Rodgers v. West Fraser Mills Ltd. (c.o.b. Eurocan Pulp and Paper Co.)2006 BCSC 4674929Lower management/supervisors
Safety training coordinator/day shift clean-up supervisor/acting superintendent"His regular duties involved supervision of six day-shift clean-up and additives employees. He also served as the paper mill training coordinator, a role in which he appears to have worked alone or with independent contractors. When serving as an acting superintendent during a superintendent's absence from the mill, as he did from time to time and as he was doing on the day of the incident that ultimately resulted in his termination, Rodgers supervised a staff of approximately 96 individuals."
18
2005.07.14Parks v. Vancouver International Airport Authority2005 BCSC 1883513.6Middle management
Superintendent, airport south"A middle management position… Mr. Parks had significant responsibility in his position as Superintendent, Airport South. These are set out in the job description and include:
1. Facilitation of the $5 million airport construction project with the Canadian Air Transport Security Authority;
2. Passenger screening;
3. Developing and maintaining relationships with the tenants and operators at Airport South and ensuring long term planning and operation of the facility was done in partnership and with consultation;
4. Directing the day-to-day operations;
5.Managing the utilization of the South Airport terminal building; and
6. Acting as long-range planning liaison between the airport and the tenants and operators."
7
2005.06.16Orlando v Vancouver Coastal Health Authority2005 BCSC 9265516Middle/senior management
Director of acute home and community care"she was the director of Acute Home and Community Care for the Sunshine Coast and Powell River areas, during which period she had seven managers reporting to her and was responsible for 350 full-time equivalent staff and a budget of approximately $32,000,000...The plaintiff was a senior member in the defendant's organization. She oversaw the functioning of some 350 full-time equivalents and prepared and supervised a budget of $32,000,000. In terms of facilities, she was responsible for delivery of services at two community hospitals, five residential care facilities and two assisted living facilities."
22
2004.05.12MacLean v. Whistler and Blackcomb Mountain Resorts Ltd.2004 BCSC 181444 (approx)10Lower management
Manager of sales technology and event coordinator"Held a low level managerial position in the company hierarchy which involved a department with staff of approximately 25 persons and two supervisors who reported to her. She participated in, but was not solely responsible for, the hiring and termination of staff in her unit as well as their performance evaluation and training...The defendant is a large organisation and within that organisation the plaintiff's position was considered to be entry level."
10
1997.05.20Rhodes v. Koksilah Nursery, A Division of Odin Industries Ltd [1997]
B.C.J. No. 1253		5032Middle management
Nursery superintendent"As Nursery Superintendent, the Plaintiff supervised the annual production of 15 to 18 million seedlings. This involved
administering a $1.2 million budget, and supervising up to 10 regular workers and, at times, 30 or more additional seasonal workers."
21
1996.01.18Lyle v Aluminex Extrusions Ltd1996 CanLII 2022 (BC SC)56 (approx)15Senior management
General manager and directorNo job description provided
20
1996.01.09Rowe v Keg Restaurants Ltd1996 CanLII 1975 (BC SC)319Restaurant management
Restaurant manager"As the title implies, the plaintiff was responsible for the overall operation of the restaurant - sales, customer satisfaction, meeting budget requirements of the defendant and training and supervision of staff and other managers. He reported to the area manager, Greg Capozzi. He supervised the food manager, the service manager, the office manager, the lunch manager and two floor managers. The restaurant employed 95 to 100 full- and part-time additional employees."
10
1992.12.03Lacouvee v McGavin Foods Ltd[1993] B.C.J. No. 467 (S.C.)54 (approx)30Middle/senior management
Route operations manager (Lower Mainland)"Six to ten route salesmen reported to each Area Supervisor, and five Area Supervisors reported to the plaintiff. The plaintiff reported to the (national) Vice President of Route Operations in Calgary."
18
1983.01.06Suttie v. Metro Transit Operating Company1983 CanLII 475 (BC SC)57 (approx)39Middle/senior management
Division manager (Lower Mainland operations)"The plaintiff, as Division Manager Lower Mainland Operations, to which he was appointed in 1980, was responsible for the overall direction and control of the Lower Mainland Transit Operation including the Seabus. He reported directly to the general manager."
24

The reasonable notice period chart lists notice periods awarded in Canadian wrongful dismissal cases.