Canada's Best Diversity Employers (2016) by Canada's Top 100 Employers

“Canadians are of every possible colour, culture, and creed, and continue to celebrate and revel in our diversity... we’re the only place on earth that is strong not in spite of our differences but because of them.”

ILLUSTRATION BY ALEX BELOMLINSKY

– Justin Trudeau, Common Ground (2014)

CO-PUBLISHED BY

MEDIACORP

2016

WINNERS

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3 ONTARIO PUBLIC SERVICE

CANADA’S BEST DIVERSITY EMPLOYERS

9th Annual Edition

CANADA’S BEST DIVERSITY EMPLOYERS 2016 Magazine Anthony Meehan, PUBLISHER

Karen Le,

VICE-PRESIDENT

Editorial Team:

Richard Yerema, MANAGING EDITOR

Kristina Leung, SENIOR EDITOR

Advertising Sales:

Kristen Chow,

DIRECTOR, OPERATIONS

Sponsor Content Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Brian Bergman Ann Brocklehurst Sheldon Gordon D’Arcy Jenish Bruce McDougall John Schofield Barbara Wickens

CA L L F O R AP P LIC ATIO N S – 2 0 1 7 Our editorial team is already at work researching next year’s edition of Canada’s Best Diversity Employers. If you have a story about diversity and inclusiveness – or would like to enquire about applying on behalf of your organization – contact our editorial team at: ct100@mediacorp.ca

p Employee using wheelchair-accessible door at Ontario Public Service, one of this year’s winners.

oday, as refugees from Syria and many other countries arrive on our shores, Canada’s Best Diversity Employers for 2016 are showing how to welcome them into the workplace. These employers are leaders in creating an inclusive environment where individuals from a wide variety of backgrounds are recognized and valued for who they are at work, setting an example not only for Canadian business but also organizations around the world. In reflecting the diversity of the people who make up Canada – including new immigrants, aboriginals, LGBTQ employees and those with disabilities – these organizations also reap the benefits, becoming stronger and more innovative through the addition of fresh voices.

providing a defined career advancement plan, including timelines for performance and development reviews. Kristina Leung, senior editor of Canada’s Top 100 Employers, notes that employers continue to have conversations about diverse groups outside of those captured by the competition, such as those with “invisible” disabilities like mental health issues, cognitive and learning disabilities, and persons with lived experience of addiction. Examples include Ryerson’s mental health policy lens and advisory committee and Sodexo’s Willow Bean Café, which provides opportunities for persons with mental health issues to gain practical work experience. Additionally, a growing number of employers, such as Mount Sinai Hospital and Dentons Canada, are further addressing LGBT awareness and inclusion issues by creating formal gender transition policies for the workplace.

INTRODUCTION

For instance, Rogers Communications Inc. partners with the Career Bridge internship program to provide employment opportunities to internationally educated professionals; Accenture Inc. maintains a global Persons with Disabilities Champions program, which is focused on workplace accommodations; and BC Hydro encourages managers to hire skilled newcomers at junior-level positions,

In promoting inclusiveness and diversity though their workplaces, these Canadian employers represent Canada at its best. – Diane Jermyn

CANADA’S BEST DIVERSITY EMPLOYERS

CCENTURE INC., Toronto. Management consulting; 3,476 employees. Manages a “transgender portal” intranet site to provide a venue for transgender employees to connect. AGRIUM INC., Calgary. Fertilizer manufacturing; 3,560 employees. Currently developing an aboriginal workforce strategy.

CARGILL LTD.

CANADA’S BEST DIVERSITY EMPLOYERS

p The Manitoba agronomist for Winnipeg-based Cargill Ltd., one of this year’s winners, inspects a field for crop damage.

partnered with the Toronto Region Immigrant Employment Council to host cultural training sessions.

C HYDRO, Vancouver. Hydroelectric power generation; 5,048 employees. Encourages managers to hire skilled newcomers for junior-level positions and offers a defined career advancement plan.

AIR CANADA, Saint-Laurent, Que. Airline; 23,142 employees. Hosted two “Women in Aviation” events to encourage female employees to establish networks in the workplace.

BDC / BUSINESS DEVELOPMENT BANK OF CANADA, Montreal. Secondary-market financing; 1,978 employees. Created an aboriginal summer-student internship program to provide work experience and mentoring opportunities.

AMEX CANADA INC., Toronto. Credit card issuing; 1,614 employees. Recently

BLAKE, CASSELS & GRAYDON LLP, Toronto. Law firm; 1,375 employees. Offers

the Blakes/Juriansz Inclusivity Fund to support student-led initiatives and organizations that promote recognition and respect for diversity, inclusion and accessibility. BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY / BCIT, Burnaby, B.C. Colleges; 1,787 employees. Maintains a diversity and inclusivity committee comprised of representatives from all employee groups.

AMECO CORP., Saskatoon. Uranium mining; 3,030 employees. Employs Aboriginal Elders at their northern sites to ensure that employees and contractors have a dedicated resource person on-site familiar with aboriginal culture and language.

CAMH / CENTRE FOR ADDICTION AND MENTAL HEALTH, Toronto. Hospitals; 2,212 employees. Partners with TD Bank to organize education sessions on how to be competitive when applying for jobs at the bank and elsewhere. CANADA MORTGAGE AND HOUSING CORP. / CMHC, Ottawa. Federal government; 1,780 employees. Launched a companywide mental health initiative that promotes awareness, engagement and sustainability. CAPGEMINI CANADA INC., Toronto. Information technology; 389 employees. Employs a Supplier Diversity Director, who is responsible for liaising with related associations to increase the diversity of the company’s supply chain.

TD BANK GROUP

CANADA’S BEST DIVERSITY EMPLOYERS

p Dressing in style for the ‘South Asian Employee Gala’ at TD Bank Group, one of this year’s winners.

2016 WINNERS ( CON T. ) CARGILL LTD., Winnipeg. Agricultural products; 7,741 employees. Publishes the “Everyone Counts” newsletter, which keeps employees up-to-date on employment equity issues. CHILDREN’S AID SOCIETY OF TORONTO, THE, Toronto. Child and youth services; 749 employees. Established Out and Proud Affirmation Guidelines in support of equity in gender and sexual diversity. CIBC, Toronto. Banking; 35,438 employees. Established WorkAbility, an employee network for persons with disabilities.

DENTONS CANADA LLP, Toronto. Law firm; 1,253 employees. Ensures that LGBTQ-focused resources are available to employees, such as information on LGBTQ adoption in Ontario and parenting.

DMONTON, CITY OF, Edmonton. Municipal government; 9,681 employees. Supports the employment efforts of job seekers with disabilities through the Abilities in Action work experience program. ENBRIDGE INC., Calgary. Natural gas distribution; 6,014 employees. Maintains Women@Enbridge committees in Calgary, Edmonton and Toronto to facilitate leadership, mentoring and the professional development of female employees.

CORUS ENTERTAINMENT INC., Toronto. Media production and broadcasting; 1,525 employees. Maintains an equity and diversity committee comprised of management, non-management and unionized employees.

ELOITTE LLP, Toronto. Accounting; 8,960 employees. Manages a number of inclusion initiatives supporting the firm’s diverse workforce, including the Canadian Asian Network, Canadian Black Professionals Network and Latin American Network.

HEWLETT-PACKARD (CANADA) CO., Mississauga. Electronic computer manufacturing; 4,988 employees. Supports minority, female and aboriginal-owned

EALTH CANADA / SANTÉ CANADA, Ottawa. Federal government; 9,140 employees. Created a teaching and healing centre to encourage greater understanding of First Nations, Inuit and Métis cultures, traditions and perspectives.

businesses through a supplier diversity program. HOME DEPOT OF CANADA INC., Toronto. Retail; 12,000 employees. Maintains an action committee to work on implementing measures to ensure compliance with the Accessibility for Ontarians with Disabilities Act.

AZZ AVIATION LP, Dartmouth, N.S. Air transportation; 4,362 employees. Established a Pilot Wellness Committee to support pilots with disabilities.

PMG LLP, Toronto. Accounting; 6,165 employees. Employs a Chief Diversity Officer who oversees the organization’s progress toward achieving diversity and inclusion objectives.

AFARGE CANADA INC., Calgary. Concrete manufacturing; 3,166 employees. Partners with local employment and career services organizations to help new Canadians find work. LOBLAW COMPANIES LTD., Brampton, Ont. Supermarkets; 28,580 employees. Recently hosted its first Women@Loblaw Success Talk, a 60-minute interactive dis-

cussion between Loblaw employees and senior leaders on the secrets to success.

ANITOBA HYDRO, Winnipeg. Hydroelectric power generation; 6,031 employees. Manages an Acquired Brain Injury Program to help persons who have sustained severe brain injury reintegrate into the workforce. MANITOBA PUBLIC INSURANCE CORP., Winnipeg. Insurance; 1,852 employees. Maintains a professional 12-month paid internship program to recruit postsecondary students in their final year of study who identify as a diverse group. MANITOBA, GOVERNMENT OF, Winnipeg. Provincial government; 14,320 employees. Manages a “Safe Spaces” initiative to create awareness of LGBTQ issues in the workplace. MCCARTHY TÉTRAULT LLP, Toronto. Law firm; 1,426 employees. Currently in the process of launching a multiyear endeavour focused on mental health. MEDTRONIC OF CANADA LTD., Brampton, Ont. Electro-medical apparatus manufacturing; 700 employees.

UNIVERSITY OF BRITISH COLUMBIA

CANADA’S BEST DIVERSITY EMPLOYERS

p Employees at the University of British Columbia

watching a panel discussion on “Ruling Out Racism.”

2016 WINNERS ( CON T. ) Partners with ACCES Employment and COSTI Immigrant Services to recruit internationally educated professionals and recognize foreign credentials. MONSANTO CANADA INC., Winnipeg. Research and development in life sciences; 388 employees. Provides developmental assignments and projects to high-potential female employees.

q Laure Goubau Hart addressing a student diversity conference at McCarthy Tétrault.

MCCARTHY TÉTRAULT LLP

CANADA’S BEST DIVERSITY EMPLOYERS

MOUNT SINAI HOSPITAL, Toronto. Hospitals; 2,344 employees. Manages an Anti-Homophobia-Transphobia Action subcommittee, which is responsible for creating a welcoming environment for LGBT staff and patients.

ATIONAL BANK OF CANADA, Montreal. Banking; 15,579 employees. Participated in a mentoring program to facilitate the integration of new Canadian employees. NORTHWEST TERRITORIES, GOVERNMENT OF THE, Yellowknife. Provincial government; 5,839 employees. Maintains an Aboriginal Management Development Program offering developmental opportunities for aboriginals entering management positions.

NTARIO COLLEGE OF TRADES, Toronto. Professional organization; 170 employees. Maintains an accessibility policy for customer service, as well as a multiyear accessibility plan and an accessibility website.

q Employee at CAMH / Centre for Addiction and Mental Health in Toronto.

ONTARIO PUBLIC SERVICE / OPS, Toronto. Provincial government; 61,698 employees. Created the Internship Program for Internationally Trained Individuals, featuring six-month paid placements to help newcomers transition to the Ontario labour market. OSLER, HOSKIN & HARCOURT LLP, Toronto. Law firm; 1,038 employees. Maintains the online Osler Women’s Network Teamsite, which functions as a virtual employee resource group for female lawyers.

OVERWAITEA FOOD GROUP LP, Vancouver. Retail; 5,243 employees. Offers online courses to help employees increase their understanding of diversity in the workplace.

CAMH

OTTAWA, CITY OF, Ottawa. Municipal government; 12,220 employees. Developed an immigration strategy, which features employment initiatives and economic development programs.

CANADA’S BEST DIVERSITY EMPLOYERS

q Celebrating Black History Month with celebrated poet Dwayne Morgan (centre) at Deloitte LLP.

2016 WINNERS ( CON T. )

EPSICO CANADA, Mississauga. Beverage and food manufacturing; 9,163 employees. Incorporated diversity and engagement training into several of the company’s core HR procedures. PROCTER & GAMBLE INC., Toronto. Consumer product manufacturing; 1,729 employees. Conducts in-depth diversity reviews on an annual basis with senior-level employees from across all business units.

BC, Toronto. Banking; 52,026 employees. Recently introduced an inclusion webcast series featuring LGBT and awareness training. RED RIVER COLLEGE, Winnipeg. Colleges; 1,321 employees. Developed an internship program for aboriginal students in their final year of study.

DELOITTE LLP

ROGERS COMMUNICATIONS INC., Toronto. Communications, cable publishing and subscription programming; 23,325 employees. Created the Rogers Women’s Network to promote the retention and professional development of female employees.

SHELL CANADA LTD.

q Shell Canada Ltd. employee discusses career paths and possibilities with aboriginal students.

RYERSON UNIVERSITY, Toronto. Universities; 2,816 employees. Created a mental health advisory committee to improve on-campus services, training, policy and curriculum, and pedagogy to support mental well-being.

ASKATCHEWAN GOVERNMENT INSURANCE / SGI, Regina. Insurance; 1,850 employees. Provides work placements and internship opportunities to members of visible minorities. SASKATOON HEALTH REGION, Saskatoon. Hospitals; 6,642 employees. Established “Awaken the Power of Change,” an organizational strategy to increase the representation of employees who self-declare as First Nation, Métis or Inuit. SASKATOON, CITY OF, Saskatoon. Municipal government; 3,041 employees. Employs a Diversity Coordinator to help manage the development of diversity-related programs and policies. SASKPOWER, Regina. Hydroelectric power generation; 3,394 employees. Maintains a joint diversity committee comprised of representatives from unionized and management employee groups. SASKTEL, Regina. Telecommunications; 3,147 employees. Has maintained an aboriginal employee network for over 20 years.

TELUS CORP.

CANADA’S BEST DIVERSITY EMPLOYERS

p Employees at Telus Corp. in Toronto, closing the year in style at the company’s annual holiday gala.

2016 WINNERS ( CON T. ) SCARBOROUGH HOSPITAL, THE / TSH, Toronto. Hospitals; 1,757 employees. Established a Global Community Resource Centre, a source of current health and community information in a range of languages and formats. SHELL CANADA LTD., Calgary. Oil and gas extraction; 9,194 employees. Launched its fourth annual cross-regional diversity and inclusion week across Canada, Brazil and the United States. SODEXO CANADA LTD., Burlington, Ont. Food service contractors; 5,945 employees. Maintains a “disABILITY” strategy to promote the inclusion and accommodation of persons with disabilities.

D BANK GROUP, Toronto. Banking; 45,399 employees. Developed a 10-day program in partnership

with the University of Toronto’s Rotman School of Management to help women who have been out of the workforce update their knowledge, skills and networks.

as well as within the university.

TELUS CORP., Vancouver. Telecommunications; 24,241 employees. Created Mosaic, an employee resource group to support new Canadians.

UNIVERSITY OF TORONTO, Toronto. Universities; 9,167 employees. Helped facilitate a Queer Orientation series in partnership with the Sexual & Gender Diversity Office (SGDO) student committee and more than 25 participating campus groups.

TORONTO, CITY OF, TORONTO. Municipal government; 23,096 employees. Established an aboriginal employment strategy to increase workforce representation at all occupational levels.

UNIVERSITY OF VICTORIA, Victoria. Universities; 2,874 employees. Recognizes employee champions of social equity through the Provost’s Advocacy and Activism Awards.

NIVERSITY OF BRITISH COLUMBIA / UBC, Vancouver. Universities; 10,524 employees. Organizes an annual Gender Diversity in Leadership Forum to connect female faculty members to leaders in their faculty,

ANCOUVER, CITY OF, Vancouver. Municipal government; 6,953 employees. Manages a number of advisory committees which provide city council with guidance on important community issues.

ILLIAM OSLER HEALTH SYSTEM, Brampton, Ont. Hospitals; 2,972 employees. Recently created a new multidisciplinary LGBTQ Advisory Group, comprised of clinical and non-clinical staff.

EROX CANADA, Toronto. Computer equipment manufacturing; 3,061 employees. Maintains an executive diversity council comprised of senior leaders from across the company.

MCA OF GREATER TORONTO, Toronto. Individual and family services; 1,528 employees. Created the Newcomer Youth Leadership Development initiative to support the skills development of new Canadian youth.

– Diane Jermyn

C 10

CANADA’S BEST DIVERSITY EMPLOYERS

anada’s Best Diversity

q Employees at PepsiCo Canada attending an employee resource group fair during the company’s annual Diversity Month.

Employers competition recognizes the leading organizations across the

country when it comes to creating inclusive workplaces for employees from five diverse groups:

METHODOLOGY

women; visible minorities; persons with disabilities; aboriginal peoples; and lesbian, gay, bisexual and transgender (LGBT) peoples. To determine the 65 winners for 2016, Mediacorp editors reviewed the applications of all the employers that applied for Canada’s Top 100 Employers project, shortlisting those with noteworthy and unique diversity initiatives. Those candidates were further reviewed to determine how their programs compared to others in the same field. The finalists chosen represent the diversity leaders in their industry and region of Canada.

PEPSICO CANADA

– Diane Jermyn

CANADA’S BEST DIVERSITY EMPLOYERS

The Diversity of Ideas PHOTO BY PIXDELUXE

Innovation and openmindedness are hallmarks of Canada’s Best Diversity Employers By Berton Woodward

obert Biron merely has to look out his office window in the strikingly round Tower building of The Scarborough Hospital’s General Campus to see cultural and social diversity in action. You’re unlikely to find a more diverse community in Canada than Scarborough. In recent decades, the sprawling eastern Toronto district has become a magnet for new immigrants – 59 per cent of the population is foreign-born. It features a throbbing community of the world’s cultures, from Chinese and South Asian to

Caribbean and Filipino, among its 625,000 residents.

these varied experiences and perspectives of healthcare delivery.”

But to Biron, the hospital’s President and CEO, what is especially remarkable is the innovative spinoff effects that a diverse workplace produces. It’s a viewpoint echoed by many of his fellow leaders among Canada’s Best Diversity Employers for 2016.

As an example of the benefits of an open-minded culture, Biron points to the pioneering Centre for Integrative Medicine that the hospital launched in 2014 in partnership with the University of Toronto. A first in Canada, the centre is dedicated to scientifically investigating the use of complementary and alternative medicine. The two institutions intend to create a “living laboratory” at the hospital to study ways to safely integrate effective alternative therapies and conventional care.

“All large organizations have cultures,” Biron says. “What I notice in our culture is the open-mindedness – our people are very open to accepting new ideas and exploring different ways of thinking and innovating. They come from all different parts of the world and they’ve been trained from different perspectives. They often grew up in a different culture. When they come to work, you’ve got this global community with all

“We have residents from all over the world in Scarborough who experience and use many different types of health services, such as acupuncture, traditional Chinese medicine, chiropractic care, massage therapy or yoga therapy,” Biron says. “We are reflecting that need within our community, and we are anchoring the centre on sound evidence and research. But in the healthcare industry, there’s a potential area of flashpoint

So it’s not surprising that The Scarborough Hospital has long been a leader in instituting diversity and inclusion policies that ensure its workforce reflects the community it serves.

CANADA’S BEST DIVERSITY EMPLOYERS

T H E D I V E R S I T Y OF IDE A S ( C ON T. )

our strategic plan,” he says.

between Western medicine and alternative practices. In many communities where I’ve worked in the last 20 years, introducing this kind of innovation would be met with resistance. But our workforce – physicians and staff included – was very positive about the idea.”

“People think that creating opportunities for women, new Canadians, Aboriginals, the disabled, LBGT and other groups is just a little box that you tick off and then forget about,” he says. “But we take it very seriously at OCT.”

Innovation is a frequent theme among Canada’s Best Diversity Employers. Like The Scarborough Hospital, many of Canada’s leading companies and organizations have found that promoting diversity and inclusion simply makes their operations smarter.

That, too, is a hallmark sentiment of Canada’s Best Diversity Employers. Tsubouchi says diversity and inclusion has to be part of an organization’s DNA. “The greatest asset of any organization is its brand, and to become a trusted brand, you need integrity and inclusion,” he says.

“When different people bring different perspectives to the table, you can’t help but bring forward different solutions,” says Helena Gottschling, Senior Vice President, Leadership & Organizational Development, HR, at RBC. “We experience that day in and day out.” In fact, the proven advantages of diversity have even led Canada’s biggest bank to rethink another aspect of its recruitment policies. “We have a very strong promote-from-within philosophy, and historically we didn’t hire many executives externally,” says Gottschling. “Now we actually have a goal to hire 15 per cent of our executives from outside the company. It’s not necessarily because we don’t have the specific capabilities we need to staff the job, but it’s also to bring some outside thinking in. It has proven to be very beneficial to us as an organization.” David Tsubouchi, a former Ontario cabinet minister, has been a longtime supporter of diversity and inclusion. At the Ontario College of Trades (OCT), which he now heads as Registrar and CEO, “diversity is part of

Indeed, as diversity policies become more entrenched, inclusion is becoming a key focus for many employers, observes Kristina Leung, senior editor at Mediacorp Canada, which produced this ninth annual list. “Some employers are actually putting inclusion before diversity in terms of their literature, how they present their strategies, or their titles as inclusion officers rather than diversity officers.” Inclusion – making people feel welcome and supported – is also extending to new groups. Leung says several employers now specifically mention transgender people in their policies, and also encourage discussion in the workplace of mental illnesses such as depression. She notes that the election of Prime Minister Justin Trudeau, who champions Canada’s diversity, has given a boost to awareness of diversity within organizations. “I really think this is the way business is headed,” she says. “If you’re not embracing diverse perspectives, you’ll just be left behind.”

SHELL CANADA

q Employees from Shell Canada taking part in Calgary’s Pride Day parade.

“For me Diversity offers a lesson... to agree and be open to that which sets us apart such as gender, race, religion, physical, sexual orientation, mental ability, and language.” – Stefania M., CMHC / Canada Mortgage & Housing Corp.

“When we foster an inclusive culture it allows us to leverage our differences, reach our full potential, and ultimately be an employer and supplier of choice.” – Al Varney, President & CEO, Xerox Canada

“The pride@kpmg monthly networking socials allow me to surround myself with likeminded colleagues... it’s not just OK to bring my authentic self to work: it’s celebrated.” – Robin S., Senior Accountant, Audit, KPMG LLP

CANADA’S BEST DIVERSITY EMPLOYERS

Women execs value Accenture’s flexibility, culture

ate last year, Accenture announced its promotions to the position of managing director in Canada. Eight of the 13 new appointments were women, and to start 2016 they met in Toronto to receive training for their new role. Let’s listen in. Naomi Manley-Casimir, Managing Director, Accenture Innovation Centre for Utilities, has come from Vancouver. She’s been with the company 22 years. Susan Johnston, Managing Director, Financial Services, Canada West, is in town from Edmonton. She’s a 29-year Accenture veteran.

And Jocelyn Kolkman, Client Relationship Managing Director for Resources/Utilities, has flown in from Calgary. Although she’s been at Accenture for 12 years, she’s the newcomer.

“Having a diverse leadership team at the table with a diverse client team is a huge strength in a customer oriented business.”

do a lateral transfer,” she says. “As an individual, you have to prioritize what’s important to you at different points. There are points where your career is number one and points where family is number one.”

In the services role, Johnston saw “an opportunity to do something different and develop really deep client skills.” When her children were older and she returned to consulting, she brought those skills with her. Manley-Casimir also limited her travel after her daughter was born. While maternity benefits have always been great for Accenture employees in Canada, she says the programs are even better now. “You don’t have to travel for the first year after your child is born, there’s real support for parental leave for both women and men, and you can even ship your breast milk around free when travelling on business.” Kolkman finds herself taking advantage of Accenture’s family friendliness at the other end of the spectrum. Her mother-in-law recently had a health crisis which caused her to have to fly home in the middle of a meeting. “It was not a problem and when I got home, I had a network to tap into,” she says. As part of her Accenture benefits, she was connected to elder support programs.

– Susan Johnston, Managing Director, Financial Services, Canada West

Kolkman’s also pleased that Accenture recently doubled from 40 to 80 the number of hours of backup dependent care it provides for children, spouses or elderly family members.

The three new managing directors are discussing what makes Accenture – the world’s foremost management consulting, technology, digital, strategy and operations firm – an employer of choice for women. Flexibility is high on their list.

The women all feel they have seen a real shift in attitudes over the course of their careers. “Twenty years ago there was a pretty standard set of expectations,” says Johnston. “Now, both males and females having families want flexibility. And I think Accenture has responded very positively in creating the programs they have.”

Johnston, who had been a consultant travelling several days a week, chose to move into a services role when her children were young. “I decided to

She notes that the number of women in senior roles at client companies has also

Accenture is the employer of choice for more than 130,000 women worldwide.

NEW ACCENTURE MANAGING DIRECTORS NAOMI MANLEY-CASIMIR, SUSAN JOHNSTON AND JOCELYN KOLKMAN

1,500+

members in global group for persons with disabilities

grown immensely and that “having a diverse leadership team at the table with a diverse client team is a huge strength in a customer oriented business.” Kolkman says that while “technology has been the enabler of a lot of flexibility policies, the differentiator is really around the culture and thinking of our leadership team.” For Manley-Casimir, one of the things that has helped her advance at Accenture is that the criteria for success are clear and the company is a meritocracy. “I’ve always been confident my career success

18+

month diverse supplier program available

is in my own hands,” she says, adding that she can reach out to colleagues and the leadership team to seek advice. “If you need a new challenge, they’re more than willing to understand what you’re looking for and how to bring that to life.” All of the women value Accenture’s commitment to training – the company spent $840 million worldwide on training in fiscal 2015 – and have taken advantage of it. Ditto the women’s networks, employee resource groups, and, for Kolkman, the book club “which may involve food and a glass of wine.”

CANADA’S BEST DIVERSITY EMPLOYERS

Air Canada works to attract diverse high-fliers

ike many companies, Air Canada has learned that one of the challenges in encouraging diverse recruitment is that it’s not just who’s applying to work for you – it’s who’s not.

Canada’s leading airline is meeting that challenge head-on. “After taking a close look at our workforce, we asked ourselves why were we so successful in certain areas and departments and less in others,” says Chantal Dugas, General Manager, Linguistic Affairs and Diversity. “Why did certain positions not attract more candidates from a wide range of diversity groups, and more importantly, how should we be approaching this matter differently to ensure better representation? We came to the conclusion that we had to engage in more targeted recruitment.”

“We came to the conclusion that we had to engage in more targeted recruitment. For example, if there weren’t enough Aboriginal applicants, we would increase our visibility within that specific community.” – Chantal Dugas, General Manager, Linguistic Affairs and Diversity

“For example, if there weren’t enough Aboriginal applicants, we would increase our visibility within that specific community, and partner with Aboriginal organizations to promote all available positions.” ad 9-25x1-75.pdf Similarly, AC_banner Dugas says, the airline has worked with a number of partners to

attract people with disabilities. “We realized that a lot of people have the skills for the job but may feel intimidated or unsure about applying,” Dugas says. Now, through programs and awareness campaigns, the company is better equipped to welcome candidates with disabilities in virtually all areas of the business. The airline has also put a lot of energy into attracting women and ensuring that they feel supported and understand their career and growth opportunities at Air Canada – in any role. The airline has even improved female representation in a surprising area – baggage handling. “I spoke to a number of women who do this work, and they are so passionate about it,” says Dugas. “You can see the sparkle in their eyes when they talk about it. We’ve invited a few to come to career fairs and promote this type of work. A lot of our positions are not well-known with the general public.” In 2014, Air Canada created three diversity committees, one each in Vancouver, Toronto and Montreal. They bring together employees from all departments and levels to exchange 2016-01-25 PM ideas and3:05 brainstorm on a quarterly basis about how to improve the workplace.

AIR CANADA STAFF IN A VARIETY OF ROLES GATHER AT TORONTO PEARSON INTERNATIONAL AIRPORT

Air Canada has also started a “Women in Aviation” initiative in which it invites prominent and successful women in business to share their stories and offer support, encouragement and tools for women employees.

Bourque says Air Canada’s efforts to have a workforce that reflects its 40 million annual customers were clear to him when he joined in 2011. “In my training class, there was every kind of background,” he says. “The whole class was ‘diverse’.”

Conversely, one job that in the past was seen as a mainly female area has since attracted many men and is getting close to gender parity – that of flight attendant. Among the men who love the job is Gilles Bourque, a flight attendant of Acadian and Métis heritage who grew up in a small New Brunswick village. “When people see me they try to figure out where I’m from,” he says. “I have

AIR CANADA IS PROUD TO BE ONE OF CANADA’S BEST DIVERSITY EMPLOYERS

CMY

ion.

Air Canada is an equal opportunity employer

of middle managers and 32% of VPs are women

olive skin and my eyes are a slightly different shape – I guess that’s the Aboriginal part of me coming out.” But in the Canadian context, it’s the way he speaks that stands out. “People say I have a cute Acadian accent.”

43%

Members come from a wide variety of diverse backgrounds, including visible minorities, women, Aboriginals, people with disabilities, LGBT people, older and younger staff, managers, union and non-unionized employees.

diversity committees, in Montreal, Toronto and Vancouver

Bourque is aware that the company offers various forms of support to anyone requiring it, but he says he’s found the culture so inclusive that he hasn’t felt the need for it. He’s more focused on the diversity of the job itself. “It’s never the same,” he says. “Every flight is different, every destination is different, every day is different,” he says. “It’s never boring.”

CANADA’S BEST DIVERSITY EMPLOYERS

American Express Canada nears gender parity at the top

hile considering a job offer from American Express Canada, KerriAnn Santaguida decided to test the waters by sharing a personal confidence. Santaguida was four weeks pregnant and wanted to be transparent with her prospective new manager, so she told him. His reply: “No problem. We’re investing in you for the long term, not the short term.” At the time, 14 years ago, Santaguida knew no one at Amex Canada who could verify the company’s claims to have an inclusive culture based on a strong respect for employees as individuals. But the response to the news that her first child was on the way convinced Santaguida that the company was true to its professed core values. “At that moment, I knew this was the place for me,” she says.

“Our secret sauce is having diversity deeply embedded in our culture.” – Naomi Titleman, Vice President, Human Resources

A few years later, Santaguida had a second child. One month into her maternity leave, the office called. Would she be interested in a promotion as Director of Sales, Santaguida was asked. “Yes,” she replied, and got the appointment while still on leave. “That was proof positive that the first time was not a fluke and that Amex is an outstanding organization,” Santaguida says. “Being promoted while on mat leave is not something that you hear about too often, but it is not uncommon at Amex.”

Amex makes parenthood and pursuing other interests easier by, among other benefits, offering flexible hours in the workplace or working virtually from home. That’s what Santaguida, now Vice President and General Manager of Merchant Services, does most weeks for one or two days. “It provides a work-life balance that allows me to take care of family commitments, as well as participate in my community,” she says. For one thing, Santaguida has headed the parent council at her children’s school for seven years. Santaguida’s career path makes her an icon for women who may doubt that they can aspire to senior corporate roles without great personal sacrifice. Such development support for women in particular is an essential element of Amex’s diversity strategy, according to Naomi Titleman, Vice President, Human Resources. “Any organization can implement diversity programs and policies,” Titleman says. “Our secret sauce is having diversity deeply embedded in our culture.” She adds: “We focus on diversity, not because it’s the right thing to do, but because it allows access to different perspectives, backgrounds and experiences which we in turn use to serve our customer better.”

AMEX EXECUTIVES MEGAN MCKEE, NAOMI TITLEMAN, NYREE EMBIRICOS, KERRI-ANN SANTAGUIDA, JOHANNE GHALI AND DANA KOTLIARENKO

One result: there is near gender parity in the executive suite with women having 45 per cent of the most senior roles. Meanwhile, the company supports eight employee-driven networks with more than 700 participants as a way to promote inclusiveness. In addition to helping people develop networking and professional skills, the groups also offer safe spaces for frank conversations. “Anecdotes are much more powerful than any formal theory or training,” Titleman says. Another component of Amex’s culture is what it calls sponsorship. “It means having someone pound the table on your behalf,” says Titleman.

45%

of senior leadership team represented by females

“It’s different from mentorship, which you can ask for as part of your development. Sponsorship is earned.” And can be anonymous. Santaguida only found out after the fact that others had advocated for her as she moved up the corporate ladder. “I was surprised to learn about some of my sponsors, but I am very grateful for their help,” she says.

The job offer isn’T The opporTuniTy, the work is. Challenge every Day

Careers.ameriCanexpress.Com

consecutive CFOs have been women

Now, Santaguida is a sponsor herself. However, she makes sure that those she backs know of her sponsorship because of the difference that awareness can make. Says Santaguida: “The level of confidence you get from knowing someone is backing you allows you to shine even brighter.”

CANADA’S BEST DIVERSITY EMPLOYERS

Inclusivity is a long-standing Blakes practice

wenty years ago, as an articling student, Brad Berg put a rainbow flag along with his male partner’s picture on his desk for everyone at Blake, Cassels & Graydon (Blakes) to see. Even then, and despite being desperate to please his superiors and hoping to be hired fulltime, Berg didn’t care who in one of Bay Street’s top firms knew that he was gay.

After articling, Berg was hired as an associate, and he made partner at the same time as others in his firm-entry class. “Blakes had lots of opportunities not to keep me,” says Berg, who now heads the Toronto office’s prestigious litigation group. “Instead, from Day One, I was treated with complete respect, even from people who didn’t quite understand what a gay person was doing in corporate law.”

“I was treated with complete respect, even from people who didn’t quite understand what a gay person was doing in corporate law.” – Brad Berg, Head, Toronto Litigation Group

He adds: “Diversity at Blakes is a natural corollary of the firm’s bedrock of professionalism. They were doing the right thing long before people started giving out awards.”

And once organizations started recognizing diversity, Blakes was publicly singled out as a leader in the field. This is the sixth year that Mediacorp Canada has named Blakes as one of Canada’s Best Diversity Employers. For decades, Blakes has been committed to inclusiveness to enhance the workplace and provide the best client service. “We want to hire and retain the best people from a broad range of communities and backgrounds,” says Mary Jackson, the firm’s Chief People and Inclusion Officer. “Diverse teams generate more creative and innovative solutions for clients.” Blakes supports a range of initiatives aimed at ensuring all staff feel comfortable, no matter their background. There are firm-sponsored programs and support groups for women, visible minority members and LGBT professionals. The firm’s senior management group as well as practice group leaders receive diversity sensitivity training. However, diversity awareness need not always be so formal. “Oftentimes,” Jackson says, “committing to inclusivity means just understanding the social norms and cultural values of others. It can be simply knowing how to properly greet a client or colleague.”

He adds: “I received good files and was always presented to clients, perhaps at some risk to Blakes. If it weren’t for the firm’s commitment to diversity, I wouldn’t be here – and neither would a lot of other people.”

To that end, the firm every month alerts all employees to significant religious and cultural events. Says Jackson: “It’s an easy way to help everyone learn about what colleagues and clients may be experiencing.”

At the time, Berg chose to article with Blakes not because of any gay role models at the firm. He knew nothing about that but recalls, “I was impressed with the fact that Blakes had women in senior roles as well as cultural and racial diversity.”

Meanwhile, retaining women has long been a challenge in the legal profession, and Blakes addresses it in a number of ways, including by demonstrating that, for those who want them, advancement opportunities do exist: 25% of the

BLAKES PARTNER BRAD BERG (RIGHT) WITH GUESTS AT RECENT PRIDE AT WORK EVENT

consecutive years as one of Canada’s Best Diversity Employers

75%

of new partners in 2016 are female

executive committee is now female, more than double from five years ago.

and recognition,” says Berg. “That’s just basic. We go beyond that.”

To help women with young families, the firm provides coaching before and after maternity leaves. From a professional development perspective, Women@ Blakes provides networking opportunities while its Preparing for Rain initiative helps women build business development skills and achieve higher positions.

For example, Berg cites the pro bono cases led by Blakes. They range from the successful, award-winning 160 Girls Project that compelled Kenya to enforce its own laws against rape, making international headlines, to numerous civil liberties cases that have broken new ground at the Supreme Court of Canada. Says Berg: “It’s not just who we hire, but how we practise.”

But the firm’s diversity commitment goes well beyond such programs. “The real test is not in recruitment, retention

At Blakes, we believe that diversity is a strength that helps us better serve our multinational clients in a competitive and international marketplace.

Blake, Cassels & Graydon LLP | joinblakes.com

CANADA’S BEST DIVERSITY EMPLOYERS

Cameco offers a strong career path for Aboriginals

ohn Desjarlais Jr. grew up in the small northern Saskatchewan community of Cumberland House where he enjoyed a traditional Métis life that included hunting, trapping and fishing. “It’s the kind of place where everyone knows everyone’s name,” he says. “It’s very friendly and family-oriented.” When it came time to choose a career path, Desjarlais had a role model close at hand. His father, John Sr., was a longtime employee of Saskatoon-based Cameco, one of the world’s largest uranium producers. John Sr. worked at Cameco’s Key Lake mine, about 800 km northwest of Cumberland House, and was a veteran of the fly-in, fly-out schedule that saw him work seven days at Key Lake, followed by seven days back in his home community. It’s a way of life his son has since adopted and continues to enjoy immensely.

“At the end of the day, diversity simply makes good business sense.” – Lynn McNally-Power, Vice President of Human Resources

John Jr. joined Cameco as a radiation technician in 2001. The following year, he moved with his future wife to Saskatoon where she pursued a nursing career. In 2006, Desjarlais began working toward a mechanical engineering degree at the University of Saskatchewan. Thanks to Cameco’s Career Transition program, Desjarlais remained a salaried employee while pursuing his degree (he graduated in 2011). The company also paid all of his education

expenses. He continued to work every summer at the Key Lake operation.

Over the past four years, Desjarlais has worked for Cameco, while also pursuing an MBA at the University of Saskatchewan (he completed that degree this past October). The company provided him with a flexible work schedule to accommodate his course work and he received financial assistance through Northern Career Quest, a training program that Cameco helps support. During this period, Desjarlais came full circle, moving back to Cumberland House with his wife and young daughter. He is currently a reliability engineer at Key Lake and thrives on the same fly-in, fly-out work schedule his father practised. “I love it because when I have the seven days off I can be with my family and do the things I enjoy,” he says. “And during my seven days on, I’m really able to concentrate on my work.” Cameco runs three mines and two mills in northern Saskatchewan, along with other operations in Ontario, the United States and Kazakhstan. The company places a strong emphasis on recruiting and retaining local talent. Currently, about one-quarter of Cameco’s nearly 3,000 Canadian employees are Aboriginal, making the company Canada’s number one industrial employer of Aboriginal Peoples. Cameco is widely recognized for its diverse workforce. In addition to Aboriginals, the company seeks out top-quality recruits from three other key employment diversity groups – members of visible minorities, people with disabilities and women in under-represented roles.

In an industry that is still male-dominated, nearly a quarter of Cameco’s Canadian employees are women – a number the company is continuously working to increase. It is also striving to improve diversity at the management level.

SINCE JOINING CAMECO IN 2001 AS A JUNIOR RADIATION TECHNICIAN, JOHN DESJARLAIS JR. HAS PROGRESSED TO A RELIABILITY ENGINEER AT THE KEY LAKE MILL OPERATION

1 in 20

Aboriginal employees in Saskatchewan work for Cameco or one of its contractors

“That’s a big part of our focus going forward,” says Lynn McNally-Power, Cameco’s Vice President of Human Resources. “It means ensuring our leadership and career development programs are targeted in the right way to prepare a more diverse set of young leaders to fill roles we know are coming with an aging workforce.” Beyond being the right thing to do, McNally-Power says that a strategic

$70,000

in student scholarships provided to Aboriginals & Residents of Saskatchewan’s North in 2015

focus on employment equity benefits companies like Cameco in multiple ways. “The recognition of different viewpoints helps promote a more inclusive style of decision-making and leadership,” she says. “There’s been a lot of research done that indicates a more diverse workforce leads to better decisions and more successful results for an organization. At the end of the day, it simply makes good business sense.”

Canada’s #1 industrial employer of Aboriginal people Freddie & Michelle Throassie Black Lake, SK

cameco.com

CANADA’S BEST DIVERSITY EMPLOYERS

Taking positive action for mental health at CMHC

essica Harland faces more than the usual workplace challenges. Harland, recently promoted by Canada Mortgage and Housing Corporation (CMHC), works hard to ensure that her struggles with mental illness don’t affect her performance and dedication. And her employer strives to be supportive. “Our workplace is an encouraging environment where we are breaking down the stigma still too often associated with mental illness,” says Harland, now Manager, Multi-Unit Client Relations, in the Ottawa-based federal Crown corporation’s Calgary office.

“Diversity is embedded in our culture – it’s not a program that we haul out once or twice a year.” – Peter De Barros, Vice-President of Public Affairs and National Diversity Champion

Harland spoke out about her personal story last year soon after CMHC President Evan Siddall talked openly about the subject. In launching a company-wide mental health awareness campaign, Siddall spoke to CMHC’s 1,800 employees about mental illness in his family and how it has touched him personally. Says Harland: “It was inspiring to hear a leader speak so openly about what society largely feels is a weakness. He made me feel safe to talk about my story.” As a result, Harland, among others, responded to an opportunity to share their stories in an internal newsletter. Now 35, Harland related how she has suffered from generalized anxiety and depression for more than 15 years. “It’s still with me, but now I can recognize

the signs and manage the symptoms,” she says. “There have been challenges along the way, but having supportive colleagues and managers helps.” Indeed, as part of CMHC’s Mental Health Initiative, benefits for psychological counselling were boosted by up to $1,000 annually. “Many companies talk about mental health’s impact on employees, but CMHC is also doing something concrete to help,” Harland says.

After she opened up, Harland initially received some 30 supportive emails from across the country. “People wanted to express their support and share their experiences,” she says. “It’s strengthened my relationships with many colleagues.” Going to work the day after sharing her story, Harland recalls: “I was a little nervous, but relieved. It was a weight off my shoulders and felt very empowering.” Removing that weight, part of the stigma, is one of the corporate Mental Health Initiative’s key objectives. Explains Peter De Barros, CMHC’s Vice-President of Public Affairs and its National Diversity Champion: “We want an environment where people feel free to talk about mental health issues.” De Barros adds, “We invest in our people for the longer term, and we realize and respect that they have different challenges at different times in their lives.” Such respect for distinctive life situations faced by a varied workforce is at the core of CMHC’s approach to diversity and inclusion. “Diversity is embedded in our culture,” says De Barros. “It’s not a program that we haul out once or twice a year.” Still, there are specific corporate strategies to address particular needs, such as targeted professional development for women – 57 per cent of the CMHC workforce –who aspire to executive positions. As well, employees across the country have access to Quiet

CMHC EMPLOYEES AT CANADA DAY PHOTO BOOTH

57%

of the CMHC workforce are women

Rooms, a place for prayer or, simply, tranquility. “If someone is stressed out, it’s a good place to go,” De Barros says. Clearly, CMHC’s diversity and inclusion approach is rooted in a strong moral imperative. “It’s the right thing to do,” De Barros says. At the same time, there are significant spin-off benefits. “When people feel included,” he says, “we have a happier and more productive workforce.” Adds De Barros: “It’s also critical to achieving our mission of helping to house Canadians. We need a diverse workforce

92%

of employees took mental health training in 2015

to understand and meet the needs of an increasingly diverse population.” For her part, Harland intends to keep speaking out about mental health. “If I’m not telling my story, I’m not doing my part in heightening awareness,” she says. Meanwhile, Harland says CMHC’s Mental Health Initiative is already changing the workplace. “I can now talk more openly without fear of negative reactions,” she adds. “In fact it has been quite the opposite, with overwhelmingly positive results.”

CANADA’S BEST DIVERSITY EMPLOYERS

At CAMH, demonstrating that all are welcome

rowing up in one of Toronto’s poorer neighbourhoods, Michael Antwi noticed early on that not everyone got to use the public services and amenities that many other Canadians take for granted. That observation turned into an academic study of inequality that led ultimately to a position at the Centre for Addiction and Mental Health (CAMH) where his passion for fair treatment for all is a natural fit.

“It was a pleasant surprise to see how seriously CAMH takes diversity,” says Antwi. “We all have different backgrounds and experiences and we take all those experiences into account.” Antwi had arrived at Canada’s largest mental health and addiction teaching hospital after several previous jobs had provided less scope for positive change than he’d anticipated. Today, he is a Research Coordinator in CAMH’s Social Equity and Health Research Department where he works on a variety of projects. These delve into a range of topics while sharing a similar goal: improving the lives of those who experience addiction and mental illness, including those from marginalized groups that traditionally have had problems accessing high-quality, appropriate care.

“We don’t only promote diversity, we celebrate it.” – Kim Bellissimo, Vice President of Human Resources and Organizational Development

Research shows that factors such as gender, race, sexual orientation, immigration status, physical or mental disability, income and education can negatively influence a person’s health, access to services and the quality of care received.

CAMH established its Health Equity Office, which is dedicated to eradicating such disparities, in March 2011. It was a logical step for the Toronto hospital, which had made diversity a permanent organization-wide priority over a decade before. Diversity – and its conceptual cousin, inclusivity – permeate every aspect of the organization, from providing a safe, accessible and supportive environment for staff, clients and the broader community to ensuring that all CAMH policies share compatible goals and approaches. This commitment manifests itself in myriad ways. “We don’t only promote diversity, we celebrate it,” says Kim Bellissimo, Vice President of Human Resources and Organizational Development. “It’s a way for us to actively demonstrate that everyone is welcome here.” These celebrations often mark key occasions, including Black History Month, International Women’s Day, National Aboriginal Awareness Week, LGBTIQ Pride Week and Disability Awareness Month. CAMH also welcomes patients from a number of linguistic groups by communicating with them in their own language. In addition to supplying written material in 50 languages and dialects, professional interpreters, who are also trained in healthcare terminology, are always available. The CAMH staff is as diverse as the populations it serves – and as Antwi sees it, that benefits everyone. Some clients, he notes, “may be more receptive to care, if the care provider looks like them.” Equally important is the message it sends to employees themselves.

“Being part of such a diverse group allows me to learn from different people and exposes me to different ways of thinking about things,” says Antwi. “That’s huge.” CAMH also champions education, policy development and social

CAMH RESEARCH COORDINATOR MICHAEL ANTWI

20+

change so that its patient population may be fully included in the broader population. It manages Employment Works!, a program that demonstrates to employers that people do recover from poor mental health and that most can return to meaningful employment. Employment Works! recruits people with lived experience of mental health and/or addiction challenges into vacant CAMH positions, including posts such as Peer Support Worker or Community Ambassador. It also helps clients and others in the community to find external

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diversity/spiritual events held in 2015

www.camh.ca

160+

languages available for interpretation service, including ASL

employment. As part of the program, CAMH partners with George Brown College to organize education sessions for employers on hiring and supporting those with lived experience with mental illness and addiction in their workplaces. Bellissimo, who during her career has seen a variety of organizations implement diversity policies, is proud of what CAMH has achieved. “We offer a level of inclusivity I’ve never experienced before,” she says. “It stands out because it’s all done in a such a professional way.”

CANADA’S BEST DIVERSITY EMPLOYERS

CAS Toronto casts its hiring net more widely

laudia Lynch felt both proud and humble. The Jamaicanborn child protection worker had been with the Children’s Aid Society of Toronto for 14 years when, in October 2015, she became a Manager of the Intake Branch, supervising seven front-line investigative workers for the south quadrant of Toronto, “I was proud of the response of my colleagues in middle and upper management when I applied for the position,” says Lynch. “I had no idea my reputation had preceded me in the way that it did.” What was humbling, however, was coincidentally receiving a phone call from a former client who thanked Lynch for making a positive difference in her family’s lives.

“We can provide better services to our clients if we reflect them, because we will have a better understanding of their needs.” – Laurie Hewson, Chief Human Resources Officer

CAS Toronto is the largest public child welfare agency in North America run as a non-profit by a volunteer board. It receives about 120 calls a day, serves over 25,000 vulnerable children a year and employs 753 full-time staff. Increasingly, those employees – like Lynch – are from visible and other minorities. “We think it’s important for our staff to reflect the diversity of Toronto as well as of the clients we’re working with,” says Laurie Hewson, Chief Human Resources Officer. “We can provide better services to our clients if we

PROUD TO BE NAMED ONE OF CANADA’ S

BEST DIVERSITY EMPLOYERS

CHILDREN’S AID SOCIETY OF TORONTO EMPLOYEES CELEBRATING PINK SHIRT DAY

reflect them, because we will have a better understanding of their needs.” Of the agency’s workforce, 33 per cent are racialized persons, 8 per cent are LGBTQ individuals, 6.5% are persons with disabilities and 1.8 per cent are Aboriginals. Women constitute 83 per cent of employees. Among managers, 24 per cent are racialized persons, 10 per cent are LGBTQ individuals, 7 per cent are persons with disabilities, and 2 per cent are Aboriginals. Eighty per cent of managers are women. But CAS Toronto is not complacent. In 2014 it started working with a consultant to make its hiring efforts more strategic. “We now are conducting more outreach recruitment and opening more management vacancies to external candidates,” says Hewson.

80%

of managers are women

as child protection workers. But it also recognizes educational equivalency and relevant work experience of candidates who trained abroad and are new to Canada. The organization has set numerical goals for groups which it considers under-represented in its management ranks or at the senior executive level. When interviewing candidates for hire or promotion, it tries to have at least one of the two or three panellists from a racialized or other minority.

Certainly, the agency is spreading its hiring net more widely. CAS Toronto partners with PRIDE at Work and other groups that are potential recruitment pools for diverse staff. It lists job openings on their websites and emphasizes its interest in hiring diverse candidates.

The workplace culture is a model of inclusiveness. All staff and supervisors receive two days of “anti-oppression” training. “We all come with our own values and biases,” says Lynch. “You learn to be aware of them and keep them in check so that you’re not further marginalizing groups.”

The agency continues to hire applicants with either a Master of Social Work or, like Lynch, a Bachelor of Social Work degree

A Bridging Diversity Committee, which includes a representative from every branch of the agency, is intended to

Because children depend on all of us

33%

of employees are visible minorities

increase awareness of diversity and serve as a sounding board for new initiatives. A Black Education Awareness Committee, comprising both Black staff and “allies,” plans programs for Black youth in foster care. These include Soul Journeys – educational and cultural awareness trips to destinations with important Black histories such as Africville in Halifax, Chatham, Ont., Washington, D.C. and Selma, Alabama. CAS Toronto has a calendar full of diversity events. Every June, it holds a PRIDE BBQ, complete with awards to LGBTQ individuals who have raised awareness or have battled bullying. There is also an annual Black History Month, as well as celebrations of Kwanzaa, Diwali and Chinese New Year. “What has always impressed me,” says Lynch, “is the number of celebrations, not just for members of these groups but for others, too, to join in.”

CANADA’S BEST DIVERSITY EMPLOYERS

CIBC finds a soaring symbol of inclusion

ho could better reflect Canadian diversity than Suleiman Muse paddling his kayak? Muse works as an Analyst at CIBC’s Corporate Services Help Desk. He immigrated to Canada from West Africa 21 years ago. A paraplegic since contracting the polio virus at age three, he developed a love of water sports and began para-kayaking in 2009.

Out of that passion emerged a rigorous training regime at Ashbridges Bay in Toronto that led to his competing for Canada in the 2011 and 2013 ParaKayaking World Championships. His colleagues at the bank raised $8,000 in 2011 to buy him a customized fibreglass kayak and paddle, and defray his travel expenses. “It really motivated me,” he says.

“Whether it’s in the workplace or on the field of play, CIBC recognizes that inclusion strengthens performance.” – Laura Dottori-Attanasio, Chief Risk Officer and Diversity & Inclusion Executive Champion

Muse’s story symbolizes CIBC’s commitment to diversity and inclusion – a commitment expressed daily in its workplace but also in the bank’s role as the Lead Partner for the Toronto 2015 Pan Am and Parapan Am Games and as a Premier Partner of the Canadian Paralympic Team. “Whether it’s in the workplace or on the field of play, CIBC recognizes that

inclusion strengthens performance,” says Laura Dottori-Attanasio, CIBC’s Chief Risk Officer and Diversity & Inclusion Champion. “Our sponsorship of the 2015 Pan Am and Parapan Am Games provided a great opportunity to promote inclusiveness both internally and externally and challenge perceptions about diversity.”

Muse is one of 450 members of CIBC’s WorkAbility Network of employees with disabilities. He and 60 other members were Brand Ambassadors at last summer’s Parapan Am Games, promoting CIBC’s accessible banking initiatives and its career opportunities. (His sport wasn’t part of the Games.) “A lot of the spectators came up to me to ask about para sports,” says Muse. “They told me that they had thought people with disabilities could only sit in a wheelchair, but that once they saw the para athletes compete, it was amazing.” JP Guizzetti, CIBC Director of Channel Optimization, has also seen first-hand how inclusion gives individuals and companies that extra competitive edge. Guizzetti co-chairs the bank’s Pride Network, the first affinity group for LGBT employees to be formed at a major Canadian bank. Additionally, Guizzetti was a volunteer organizer of the PrideHouseTO Pavilion at the Games. “CIBC was the first corporate sponsor of a PrideHouse at a multi-sport games,” he says. “It was a way for CIBC to celebrate the Games with the LGBT community and help create a space where people could learn about how to make sport more welcoming for everyone,” says Guizzetti. “We wanted these Games to be the most inclusive multi-sport event ever,” he says. “PrideHouseTO was so important to that mission because many countries competing in the Games still have laws that make it illegal to be gay. This was an opportunity to show that this is a

CIBC WorkAbility NetWork members At 2015 PArAPAN Am GAmes

62.3%

country that’s progressive and values everyone and their differences.” In addition to CIBC Pride and WorkAbility, the bank has seven other employee networks, including the International Professionals Network (IPN) for employees who are new to Canada – which is another first in the Canadian banking industry. Gerald Wu, once new to Canada himself and now Senior Director, Executive Talent Management, co-chairs the IPN. “Many organizations have recognized

Diversity makes all the difference. Thank you to all our employees for making us one of Canada’s Best Diversity Employers for the 6th year in a row. CIBC is dedicated to being an inclusive employer with a team that’s as diverse as the communities we serve. CIBC Cube Design & “Banking that fits your life” are trademarks of CIBC.

of employees are women

executives specialize in diversity and inclusion issues

that immigrants bring a global mindset and a wealth of talent to the workplace,” says Wu. “CIBC is taking this one step further by ensuring that newcomers not only gain access to opportunity through being hired, but that we as new Canadians are welcomed and included.” “The simple truth is that everyone wants to belong,” says Dottori-Attanasio. “When people work in an environment where they are accepted and valued, that’s when people perform at their best and true innovation can flourish.”

CANADA’S BEST DIVERSITY EMPLOYERS

The City of Edmonton creates a culture of inclusiveness

ora Agozar began her career with the City of Edmonton in 1981, just three years after she arrived in Canada from the Philippines. Some 35 years later, Agozar is still with her employerof-choice, having steadily moved up the ranks to her current position as a Senior Financial Analyst.

“I’ve been given the opportunity to be recognized for who I am, my experience and my people skills,” says Agozar. “The City has provided me with plenty of training and professional development. They’ve helped me develop my skills and abilities so that I can perform at a supervisory level.” Five years ago, Agozar volunteered to be a member of the City’s Diversity and Inclusion Committee, representing the Financial Services branch. That committee is charged with helping the City achieve its vision of attracting and retaining a talented workforce that reflects the community it serves.

“We need to be a workplace that respects everyone.” – Nora Agozar, Senior Financial Analyst

To that end, the City is committed to improving participation from several target populations, including Indigenous Peoples, newcomers to Canada, people with disabilities, students and youth, visible minorities and individuals transitioning from the Canadian Armed Forces. The City is also working to address the gender gap in targeted occupations. Agozar says she got involved with the Diversity and Inclusion Committee

to help others feel as welcome as she has felt since joining the City.

“I want to help create a culture of inclusiveness,” she adds. “We need to be a workplace that respects everyone regardless of where they come from and allows them to share their experience, knowledge and abilities. That’s why I’m doing this. I like to mentor and I like to help people.”

According to Jeff MacPherson, the City of Edmonton’s Human Resources Branch Manager, a key component of promoting diversity is to make connections and build relationships at the community level. “When it comes to newcomers to the city, we work with groups like the Edmonton Regional Immigrant Employment Council,” he notes. “We partner people coming through their programs with current City employees, who act as mentors. An added bonus is that our employees come out of this experience having broadened their leadership skills.” The City also works with Edmontonbased Campbell College, which helps newcomers and others develop the skills needed to secure gainful employment. Observes MacPherson: “Over a fiveyear period, we’ve taken in about 75 individuals for a practicum. About 54 of them have completed that and been successful in finding jobs.” Edmonton has a significant Indigenous population and The City works with many organizations to recruit and retain Indigenous employees. For example, a team of senior City managers are dedicated to the Aboriginal Workforce Participation Initiative, a joint federal/ provincial/municipal government partnership to increase participation of Indigenous peoples in the labour market. Edmonton sits on Treaty 6 land and the City has been working closely with the Treaty 6 First Nations on a robust Indigenous peoples training program for City employees related to the findings of the Truth and Reconciliation Commission.

City of Edmonton fleet services employee

1,500

employees have received Indigenous Awareness Training

“We are one of the few organizations that’s done that,” says MacPherson, “and I think as you present yourself as an employer in that fashion, you start to make connections that are quite unique.” Another diversity initiative the City is strongly pursuing focuses on individuals with intellectual disabilities – a group that often has a particularly difficult time securing meaningful employment. The Abilities@Work program sees the City working with several community partnership groups to identify potential recruits and match them with appropriate

outreach consultants designated for Indigenous, newcomer and youth recruitment

jobs. To do this, the City has secured the support of its unions to bypass the usual recruitment procedures. Over the past 18 months, some 25 individuals with intellectual disabilities have been hired in this manner. While diversity makes sense for all employers, MacPherson says it has particular benefits for his organization. “Edmonton itself is a very diverse city. Having a diverse workforce allows us to better understand, interact with and serve our community.”

CANADA’S BEST DIVERSITY EMPLOYERS

Medtronic looks at an applicant’s ‘total experience’

hen Pamela Winsor started working in the health care business back in 1991, she was one of two female sales and marketing representatives in her native Newfoundland. She recalls that her attitude was pretty much “OK, boys, move over.” And, they did.

Winsor, who began her working life as an emergency and intensive care nurse before moving into pharmaceuticals, is now Senior Director of Health Policy and Stakeholder Engagement at Medtronic Canada, a medical device company. She is part of a 13-person senior leadership team that is 54 per cent women. During her time in the working world, Winsor has both seen and been part of major changes. By the time she was recruited to Medtronic in 2004, she was one of about half a dozen women executives. She credits company President Neil Fraser for welcoming and mentoring women.

“We have diverse backgrounds and diverse personalities, which is cool because there’s a real diversity of thought.” – Pamela Winsor, Senior Director of Health Policy and Stakeholder Engagement

company she had worked at for decades. The other female leaders include a lawyer, a PhD, and an executive from Paris who came to Canada via China. “We have diverse backgrounds and diverse personalities, which is cool because there’s a real diversity of thought,” says Winsor.

These leaders’ skills and knowledge have been especially valued in recent years as Medtronic transforms itself from a medical device manufacturer and seller into a services and solutions company as well. It aims to provide ever better clinical outcomes and economic value in health care as it integrates its business with that of Covidien, which it acquired in 2014. The merger essentially doubled Medtronic’s presence in Canada. When Yvonne Farquharson, Principal HR Business Partner, joined Medtronic Canada in 2012, she was asked to lead its diversity and inclusion coalition as part of a global mandate. Along with some 10 employees, she worked to execute and evolve the mission and vision for the Canadian organization. The group did many of the things associated with diversity programs – like celebratory festivals and a highly successful multicultural fair – but there were also other events more directly tied to Medtronic’s businesses. For example, a speaker series featured experts on diabetes in the South Asian community as well as ethnicity and peripheral arterial disease.

“He was living diversity way back in 2004,” she says. “He was a comfortable leader in his own skin.”

It has always been Medtronic’s intent to tie its diversity and inclusion policies to its core strategy. In its mission and vision statement, it says it wants “to promote and leverage the talents of a diverse workforce to better serve the needs of our employees, customers and communities.”

Medtronic’s women executives are a diverse group career-wise. The head of the diabetes business group used to be director of finance before she made a radical career switch enabled by the

Farquharson remembers Fraser asking her how he could tell the program was working. “It was an excellent question,” she says. “We didn’t have metrics. It was more the feel-good factor, so we

YVONNE FARQUHARSON (LEFT) ALONG WITH D&I COALITION MEMBER HOLIE ATEBA DURING MEDTRONIC’S MULTICULTURAL FAIR

52%

of managers are women

decided to start transitioning the coalition to become more of a strategic tool.” One of the most significant things they’ve done, she says, is implement a mentorship program for new employees who are also new to Canada. Farquharson, who immigrated to Canada from Jamaica, found it a challenging time. Like other highly qualified professionals she was often asked for “Canadian experience” which she didn’t have. She worried about finding a job for which she wasn’t being told she was overqualified.

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employee resource groups

“Medtronic looked at my total experience and not just what I had done in Canada,” she says. “They look at the value you bring to the organization which is why we have such low attrition rates.” Along with developing metrics to measure the effects of its diversity and inclusion programs, other current priorities for the coalition are Medtronic’s global mandate to have women candidates for all key jobs and an initiative to foster inclusion of LGBT colleagues.

CANADA’S BEST DIVERSITY EMPLOYERS

Diversity seeds results and dividends at Monsanto

athy Pickard could hardly be clearer when she discusses the benefits of diversity and inclusion in the workplace at Winnipeg-based Monsanto Canada.

we can encourage and support women to take on leadership roles. We’ve held one forum, and have another planned to address questions about work-life balance and career development.”

“A diverse workforce leads to more innovative products, sales and solutions,” says Pickard, Director of Human Resources. “It’s the key to our success and it is embedded in everything we do.”

Monsanto provides high potential women with development projects and assignments, as well as mentoring opportunities. The company has also created an affinity network for women in their plant breeding division to promote careers in science for female employees.

Monsanto Canada is a division of the multinational agricultural company that sells seeds for canola, corn, soybean, wheat, cotton and vegetable crops as well as the widely-used Roundup brand of weed control products. The company spends nearly $1.4 billion annually on research and development to improve yields and nutrition while reducing agriculture’s environmental impact.

“I’ve been supported in my career decisions and have had the opportunity to mentor others and be mentored.” – Larisa Morier, Technology Development Data Manager

In keeping with Monsanto’s global commitments, the Canadian leadership team created a sub-committee in 2013 to focus on workplace diversity and inclusion. They later added an Employee Diversity and Inclusion Council, which provides recommendations to the leadership team on ways to enhance diversity and inclusiveness. “Our first priority is to focus on women in leadership roles,” say Larisa Morier, a Technology Development Data Manager, who co-chairs the employee council. “We’ve been looking at how

Morier has benefitted from such opportunities. She managed a team of 10 to 15 employees at the Canola Trait Integration Site in Monsanto Canada’s research and development program before moving to the commercial division. Currently, she analyzes data emerging from the company’s field agronomy research and helps produce marketing and production information that sales representatives use when meeting farmers and retailers. “I’ve had the opportunity to perform in a number of different roles at Monsanto,” says Morier. “I’ve been supported in my career decisions and have had the opportunity to mentor others and be mentored.”

LARISA MORIER (LEFT) AND CATHY PICKARD HAVE BEEN ACTIVE ON DIVERSITY AND INCLUSION EFFORTS AT MONSANTO

Women represent nearly half the company’s Canadian workforce and Morier says more women are moving into managerial roles, thanks in part to development opportunities and a work environment that allows flexible working hours. “We know from research and focus groups that women face some unique challenges in terms of advancement so we are trying to figure out where there may be barriers at different levels within the organization,” says Morier. “We have some women in senior leadership positions, but we would like to see more. We’re exploring what additional programs or support may be required to attract and promote women.” Morier adds that while a focus on women is a priority, the council’s long-term

53%

of new hires last year were women

objectives are to continue this work across all areas of diversity and inclusion. “As we roll out new initiatives, we are also thinking about how we can have a positive impact on the whole organization and broaden our diversity and inclusion goals,” says Morier. Monsanto recruits at colleges and universities across Canada and while it focuses on post-secondary institutions with agriculture or business programs it also advertises openings through online job sites and explores non-traditional backgrounds. “We’re open to all the diverse talent that is out there,” says Pickard. “We don’t

63%

of promotions last year went to women

go out and market to specific groups and we don’t have specific quotas. Gender, age or ethnicity is irrelevant. We’re searching for the brightest talent regardless of background or experience.” Pickard adds that diverse perspectives – especially when hiring or promoting – lead to better corporate decisionmaking and long-term performance. “It is imperative to business success to fully leverage your talent pipeline,” says Pickard. “If you’re not focused on women and not thinking about how to develop and promote them, then you’re not leveraging half your workforce and that’s not good for business.”

For People, Plants & Planet. Making a balanced meal accessible to everyone in a sustainable way requires a wide range of ideas and resources. Learn more at Discover.Monsanto.com Monsanto and Vine Design® is a registered trademark of Monsanto Technology LLC. ©2015 Monsanto Company.

CANADA’S BEST DIVERSITY EMPLOYERS

Embracing diversity above the 60th parallel

bout 35 kilometres south of the Arctic Circle along the legendary Mackenzie River, Celine Proctor is having the time of her working life in the remote Northwest Territories community of Fort Good Hope. For the past six years, the 65-year-old Dene woman has worked as a Government Service Officer for the Government of the Northwest Territories, helping the community’s 515, mostly Aboriginal residents to access territorial and federal government services. “People always ask me, ‘When are you going to retire?’” says Proctor. “I say, ‘I’m going to stay in this position until I drop.’ That’s how much I love it.” For Proctor, some of the greatest satisfaction comes from the opportunity to develop trusting relationships with clients by helping them one-on-one, including home visits to elders every Thursday afternoon.

“People always ask me, ‘When are you going to retire?’ I say, ‘I’m going to stay in this position until I drop.’ That’s how much I love it.” – Celine Proctor, Government Service Officer

But her enjoyment on the job also stems in large part from the supportive work environment created by the Government of the Northwest Territories. She says she particularly appreciates the opportunities for training and the territorial government’s continuing effort to seek employee feedback through an extensive survey every two years. “There’s open communication, and it’s really good,” says Proctor, who

worked previously as an employment officer with the K’asho Got’ine Community Council. “I have never felt this way about an employer before.”

Attracting, retaining and advancing more Aboriginal employees and people from other diverse backgrounds is a key priority for the Government of the Northwest Territories, says Deputy Minister of Human Resources Bronwyn Watters. The territorial government boasts 11 official languages – including English and French – and Aboriginal employees currently make up 31 per cent of the workforce. But it is working towards at least 50 per cent at all levels. “We’re not there yet,” says Watters, who immigrated to Canada from Australia in the 1970s. “Our overarching philosophy is to have a workforce representative of the population we serve.” That commitment is captured in the government’s Traditional Knowledge Policy, an initiative launched in 1997 aimed at ensuring that all territorial government programs and policies reflect and respect “knowledge and values acquired through experience, observation, from the land or from spiritual teachings, and handed down from one generation to another.” “It’s part of the DNA of the Government of the Northwest Territories,” says Watters. “It’s very pervasive and very important to us.” To enhance cross-cultural understanding, all new employees are required to complete the online Aboriginal Culture and Awareness Training Program. The Aboriginal Employees Advisory Committee, chaired by two Aboriginal deputy ministers, plays a key role in developing the government’s human resources strategy. Its recommendations have inspired affirmative action measures like the Aboriginal Management Development Program, which gives selected management candidates handson experience by pairing them with senior managers for two years. At the end of the program, candidates are guaranteed a management position.

CELINE PROCTOR, GOVERNMENT SERVICE OFFICER AT THE GOVERNMENT OF THE NORTHWEST TERRITORIES

65%

of employees are women

To keep in touch with the evolving needs of its workers, the government’s Employee Engagement and Satisfaction Survey is distributed to all personnel every two years. “Offering it every second year allows us to be more constructive in what we do with the results and really use them,” says Watters. The Government of the Northwest Territories is also making impressive strides in other areas of diversity. More than half its ranks are made up of women. And its Advisory Committee on Employability focuses on improving

31%

of employees are Aboriginal

opportunities for disabled people, and includes representatives from organizations such as the NWT Disabilities Council, CNIB Alberta and Northwest Territories, and the Yellowknife Association for Community Living. Watters says the effort has brought together the government, its unions, and community groups and strengthened those relationships. “We really want to work together,” she adds. “There’s a fairly acute awareness of people with disabilities, and people are sensitive to their needs.”

CANADA’S BEST DIVERSITY EMPLOYERS

Ontario College of Trades: walking the walk

professional regulatory body that promotes careers in the skilled trades to under-represented people has to make sure that its own internal policies reflect its mandate. Fortunately, the Ontario College of Trades practises what it preaches. “We have to walk the walk,” says College Registrar & CEO David Tsubouchi.

The College was established in 2009 by the Ontario government to regulate all approved trades in the province, from electricians and plumbers to small engine technicians and blacksmiths. Specifically, the College ensures that individuals have the training required to practise their trade. In 22 skilled trades, certification is mandatory. In more than 130 other trades, ranging from arborists to pool installers, certification may be available, but is not required to practise. In all cases, though, the College encourages trades to expand the scope of their hiring policies to include underrepresented groups in the workforce.

“I’ve learned a lot about how different people can see the same issue in different ways, which has really helped me do my job better.” – Yacine Dottridge, Stakeholder Relations Coordinator

“Part of our mandate is to draw attention to these skilled trades as a viable option for women, Aboriginals, other cultures and everyone,” says Tsubouchi.

At the same time as the College emphasizes diversity to the trades that it represents, it also focuses on creating a diverse, equitable and inclusive workplace for its own staff. Of the College’s 170 employees, for example, 51 per cent are women, 41 per cent are members of visible minorities, 5 per cent are Aboriginals and 6 per cent are people with disabilities. Staff members collectively speak 38 different languages, which helps the College to reach a variety of audiences from a range of backgrounds. “We promote careers in the skilled trades to underrepresented groups, including youth, women, Aboriginals and new Canadians,” says Yacine Dottridge, the College’s Stakeholder Relations Coordinator. “So we conduct outreach sessions in different communities on the benefits of trades as a career, which is why our own employee diversity has been such a strong asset for us.” Over the last two years, the College has conducted more than 200 outreach events while developing provincewide marketing campaigns for the organization. Dottridge, bilingual in English and French, is also ViceChair of the College’s workplace Diversity, Equity and Inclusion Council, giving him a well-informed perspective on the impact of an organization’s inclusiveness on its success in achieving its goals. “I’ve learned a lot about how different people can see the same issue in different ways, which has really helped me do my job better,” Dottridge says. “I’ve also seen how our staff has been able to create relationships in communities that we may not traditionally have reached.” In addition to its outreach programs, the College has built an extensive range of online services to promote the skilled trades to Aboriginal peoples, women, and new Canadians. These

ONTARIO COLLEGE OF TRADES, REGISTRAR AND CEO DAVID TSUBOUCHI AND CHIEF DIVERSITY OFFICER SANDEEP TATLA

51%

41%

of employees are women

web resources (collegeoftrades.ca/ diversity-and-skilled-trades) provide useful information to each of the underrepresented groups to assist them in making informed decisions on pursuing a promising career in the skilled trades. The College is also the first regulatory body in Canada to employ a dedicated Chief Diversity Officer (CDO). “We ensure that we apply the diversity lens to every decision made at the leadership level,” says CDO Sandeep Tatla. “The result is that we’ve seen this practice cascade throughout the

are visible minorities, including 29% of senior management

organization with our teams continually ensuring that our policies, programs and services are inclusive and equitable.” “The College serves as a role model for the trades,” says Tsubouchi. “Our success in advancing diversity and inclusion in the trades depends on our success in advancing diversity and inclusion at the College itself. We can only serve a diverse trades industry, advance a culture of inclusion and remove barriers if we ourselves live and breathe diversity, equity and inclusion.”

Proud to be one of Canada’s best diversity employers | collegeof trades.ca

CANADA’S BEST DIVERSITY EMPLOYERS

RBC enables the next generation of top women leaders

s Canada’s leading bank, RBC has long achieved a strong representation of women at and near the top. Three of the seven executive leaders who report directly to the CEO are women. Across the organization, 46 per cent of middle managers and above are women, including 39 per cent of executives. But it’s now even later than 2015, and well before Justin Trudeau made his famous statement about gender parity, RBC had embarked on an intensive program to make sure it has a strong new generation of women executives coming up.

“Our goal is to continue to increase the representation of women and visible minorities at executive levels across our organization.” – Helena Gottschling, Senior Vice President, Leadership & Organizational Development, Human Resources

Part of its broader leadership efforts, the bank’s Women in Leadership program recognizes the unique needs of highpotential women who are one or two levels below vice-president, the first executive rung, and invites them to a 10-month integrated program involving coaching, workshops and forums to strengthen their leadership skills. The program began in 2014 with a group of 28 women seen as potential future leaders. “It focuses in on the kind of support women might need to reach their full potential,” says Helena Gottschling,

Senior Vice President, Leadership & Organizational Development, Human Resources. “Our goal is to continue to increase the representation of women and visible minorities at executive levels across our organization.”

Gottschling points out that there are challenges unique to women climbing the corporate ladder, particularly unconscious biases. “It can be making assumptions about what women want or don’t want,” she says. “Such as, ‘They wouldn’t want to move to a new city because they have young children.’ Or assumptions about whether they are ‘as committed’ because they’re also raising a young family. At RBC, we’re talking about these unconscious biases more and addressing them. The key is asking versus assuming.” Lynette Gillen, now Regional Vice President Commercial Financial Services, Ontario North & East, became part of the first Women in Leadership cohort while she was based in Regina, and found she learned a lot. “It increased my self-awareness in a lot of areas, both personally and professionally,” she says. “What was great about being part of a group of all women was it felt safer to self-disclose. I know in a group that included men I wouldn’t say, ‘you know, when I speak up to strongly disagree in a meeting I’m afraid I’m going to be labelled as aggressive.’ I was able to say that in this group and then found that other women across the organization were feeling the same way.” She also remembers at a workshop being given a complex topic – how should RBC expand globally? – 15 minutes before having to deliver a live presentation on it to a room of executives. Afterwards, she and others who did the exercise were given written feedback from the executives, and then discussed it on a call in small groups. “We talked about it – do I agree with the feedback, did we miss the mark or present our strategy

HELENA GOTTSCHLING (LEFT) SAYS RBC IS TACKLING CHALLENGES UNIQUE TO WOMEN CLIMBING THE CORPORATE LADDER

46%

of middle management positions and above are held by women

well? – and it was just a safe group to go through the experience with.” Gillen was also able to network with women from across RBC’s global operation. She is still in touch with her small group, which she calls her “truth-tellers”, discussing their work experiences and challenges on a regular basis. About eight months after completing the program, Gillen learned of her promotion to regional vice-president, an executive

2,600+

participants in Diversity Dialogues mentoring program

role based in Ottawa. According to Gottschling, just over half of participants have moved into new roles that expand their horizons and develop their careers. She says the program has other benefits. “We are also enabling managers to provide better coaching to individuals and addressing some of their unconscious biases,” she says. “And it’s an attraction to potential talent when they see we are making this effort. It reinforces our position as an employer of choice.”

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CANADA’S BEST DIVERSITY EMPLOYERS

Rogers targets six diversity and inclusion areas

hen Evguenia Potachenskaia arrived in Canada from Russia in 1996, she was 19 years old, a single parent and a student starting university in Montreal. “I didn’t really understand Canadian culture,” she says. “I felt excluded.”

Potachenskaia, who is now Director of Internal Talent Management and Inclusion and Diversity at Rogers Communications, remembers group project work at McGill being especially difficult due to her newcomer status. Then, when she started looking for jobs, she was often turned away as a result of her lack of “Canadian experience.” Although Potachenskaia always had the support of her parents through her difficult first years, she became quite discouraged at times. Coming to an understanding of the different dynamics at play shaped her future attitudes towards culture and the workplace.

“I decided to actually embrace my ‘differentness’ to harness it and add value. I wouldn’t try to be one of the boys.” – Nyla Ahmad, Senior Vice-President, Enterprise Marketing

“Culture needs to be open and honest about what the expectations are,” Potachenskaia says, adding that Rogers strives to be transparent about its high performance culture, drive to win and values. “Openness provides space for innovation, quality development and personal growth. That’s inclusion.”

For Rogers, diversity and inclusion has evolved into programs that are about much more than representation. There’s recognition that valuing a diverse workforce allows “people to bring different perspectives to the table,” says Nyla Ahmad, Senior VicePresident, Enterprise Marketing, who also co-leads the company’s Inclusion & Diversity Council with Nitin Kawale, President, Enterprise Business Unit. “When you’re working in the innovation phase, these things are very important.” Ahmad has long seen the fact that she grew up with a Finnish mother and a Pakistani father as an advantage. “I was always the different one in the group but I wasn’t inhibited by my differences,” she says, adding that it provided her with “a very broad comfort zone meeting people from diverse backgrounds.” Even as a woman in technology, which she describes as very male dominated, Ahmad never felt excluded. “I didn’t actually pay attention to issues of culture or gender diversity,” she confesses. “I would say that as I got older and progressed in my career, I became much more aware and realized there were different dynamics at play in the room.

“I decided to actually embrace my differentness to harness it and add value. I wouldn’t try to be one of the boys.” Now, as a leader, she doesn’t feel the need to speak all the time and instead tries hard to introduce other points of view into the conversation. “My biggest insight about different perspectives is really around how you make people comfortable enough to bring their perspectives.” As a company, Rogers has recently prioritized six diversity and inclusion areas: Lesbian, Gay, Bisexual, Trans and Allies; Aboriginals; People with Disabilities; Women in Leadership; Visible Minorities; and Millennials. It is

“The best is yet to to come.” “The best is yet come.” jobs.rogers.com

ROGERS DIVERSE WORKFORCE ALLOWS PEOPLE TO BRING DIFFERENT PERSPECTIVES TO THE TABLE

40.5%

of employees are visible minorities

now setting up relevant goals for each area and will launch internally with employees declaring “I’m IN!” When the council sent out word they were looking for people to become involved, they were inundated with hundreds of offers. “There’s a lot of passion around it,” says Ahmad. That kind of a reaction comes from Rogers’ “embedding” of its values in

diversity community partnerships

everything from hiring practices and its new onboarding program for new employees to managing performance and promoting internal talent, says Potachenskaia. “We all work together and that increases the worth of what we do, but diversity still starts with ourselves, with each individual.”

CANADA’S BEST DIVERSITY EMPLOYERS

At The Scarborough Hospital, a diverse view of diversity

t The Scarborough Hospital in eastern Toronto, there is a commitment to delivering outstanding care to a diverse and vulnerable population, which is “simply part of our DNA,” says President and CEO Robert Biron.

As Biron notes, Scarborough is one of Canada’s most diverse communities. Its 625,000 residents encompass a broad range of the world’s nationalities, ethnicities and religions as well as varying levels of socioeconomic status. Some 59 per cent of the population is foreign-born. Many are recent arrivals in Canada. “The community has changed dramatically from what it was in the 1960s and 1970s,” he says. “The Scarborough Hospital really took this to heart, and as the community changed, the hospital changed its practices in terms of patient care delivery to ensure we had a workforce that was able to respond to the needs of our patients.”

“As the community changed, the hospital changed its practices in terms of patient care delivery to ensure we had a workforce that was able to respond to the needs of our patients.” – Robert Biron, President and CEO

Twenty years ago, the hospital was among the first in Canada to dedicate a department and a director to meet the needs of its diverse community. Today, the hospital’s vision is “to be recognized as Canada’s leader in providing the best health care for a global community.” Diversity,

equity and inclusion are key priorities within the organization’s strategic plan.

Biron says a hospital must mirror the community it serves. “When you look at our staff, it’s very diverse,” he says. “We have individuals from all walks of life and coming from all corners of the globe. This allows us to improve patient experiences and patient outcomes by deeply understanding each person’s unique needs.” Staff who speak multiple languages provide support right at the bedside. The hospital also offers specialized meals and has enhanced its patient gown options to offer more modesty. Biron notes, however, that “our definition of diversity and equity goes beyond the traditional scope of culture and ethnicity to include differences such as age, gender, sexual orientation, language, ability, socioeconomic status and religion.” For management, training in leading a diverse workforce and becoming bias aware is mandatory. Staff and volunteers are offered regular learning opportunities on equity and inclusion issues, such as working with a disability, LGBT terminology, and understanding mental illness. Importantly, in their performance reviews, management and staff are evaluated on creating an equitable working environment. These efforts have led to a dramatic rise in employee engagement scores on the hospital’s Employee Opinion Survey, where diversity was identified as a key strength. Another hallmark of the hospital’s globally minded approach is its support for internationally educated professionals, known as IEPs. When he arrived from Egypt in 2011, pharmacist and informatics expert Samer Elamrousy was like so many IEPs who come to Canada – caught in the Catch-22 of needing Canadian experience to get a job while needing a job to get Canadian experience. The Scarborough Hospital took him on in 2012 as a volunteer, and welcomed his ideas for creating a database at the hospital’s newly-opened Global

INTERPROFESSIONAL STAFF MEMBERS IN THE EMERGENCY DEPARTMENT AT THE SCARBOROUGH HOSPITAL

50%

of the executive team are visible minorities

Community Resource Centre. The centre works in partnership with community agencies in Scarborough to support patients and families with increased health literacy and better access to community services. “This experience was very beneficial for me in my career, and I think I added value to the centre,” says Elamrousy. After gaining a master’s in health informatics at the University of Toronto, Elamrousy joined the permanent staff at the hospital in 2014 as an Information Specialist in the Organizational Development

200+

languages available for interpretation services

department. Soon, he will take the board exams in pharmacy in order to pursue a combined career in his two fields. Elamrousy says that as an IEP he was impressed by a hospital resource called “Career Compass” that outlines for newcomers the roles they might pursue in healthcare, and what is required. “This was very innovative,” he says. “This place means so much to me,” he says of the hospital. “Working in this inclusive environment, you really feel welcomed personally and are able to grow professionally.”

CANADA’S BEST DIVERSITY EMPLOYERS

At William Osler, the ‘whole person’ comes first

s a medical student, Dr. Naheed Dosani was taught that patients with nerve-related pain will typically describe the sensation using words like “burning” or “shooting.” But since joining the staff of William Osler Health System in July 2014, he has discovered that that lesson was far from complete.

“People from different cultures can have very different attitudes toward illness and pain so they’ll use different terminology when describing what they’re feeling,” says Dosani, a palliative care physician. “I’ve learned on the job that some patients may say that they’re sore, sad, scared or feel like they are falling apart. You have to check your preconceptions at the door and meet people where they are at.”

“We are committed to providing equitable and accessible quality heath care in an environment where everyone feels safe, welcome and included.” – Susan deRyk, Vice President of Patient Experience, Communications and Strategy

Osler, located in the western regions of the Greater Toronto Area, is one of the largest community hospitals in Canada, providing an extensive range of acute care, outpatient and community-based services. Two sites, Brampton Civic Hospital and Etobicoke General Hospital, serve a population that is among the fastest growing and most diverse in the country. More than half of the 1.3 million people in Osler’s coverage area are visible minorities, nearly half are newcomers to Canada and one third of them do not speak English at home.

Understanding and appreciating the nuances of patients’ vocabularies is just one of many ways that Osler demonstrates its commitment to diversity and inclusivity every day. Along with a staff that reflects the heterogeneity of its surrounding communities, Osler has wideranging policies, procedures and programs that are respectful of the fact that everyone has unique needs, preferences, concerns and values. It’s a patientinspired model of care that focuses on the whole person, not just the complaint that precipitated the hospital visit. “We are committed to providing equitable and accessible quality heath care in an environment where everyone feels safe, welcome and included,” says Susan deRyk, Vice President of Patient Experience, Communications and Strategy. “That’s regardless of one’s beliefs, culture, religion, race, ethnicity, age, gender, language, physical or mental disability, sexual orientation, or socio-economic status.” This commitment is ingrained throughout Osler – including at the top. The president and senior leadership team helm a diversity executive council that is responsible for ensuring the organization follows through with its equity goals and priorities, and allocating resources.

As well, some 5,000 employees, 850 physicians and 1,200 volunteers participate in numerous diversity advisory councils and forums, providing continuous input and advice into Osler’s policies and practices. This includes a new multidisciplinary LGBTQ Advisory Group and a Women’s Advisory Group of clinical and non-clinical staff. Still other employees volunteer as diversity change champions. Dosani sees a direct link between Osler’s singular approach to diversity and how well patients fare at the Palliative/ Pain and Symptom Management Clinic where he works. The clinic takes an interdisciplinary approach, meaning patients can also access support, as needed, from a social worker, advanced

WILLIAM OSLER HEALTH SYSTEM’S MUSCULOSKELETAL PROGRAM RHEUMATOLOGY TEAM

76%

of managers are women

practice nurse, dietitian and a range of hospital and community resources. Given that many in the surrounding communities come from low socioeconomic backgrounds, the need is great. “The overall goal of the healthcare system is to improve the well-being and health outcomes of our patient population,” says Dosani. “But we know from a strong body of research that the social determinants of health like income, housing and food security are actually the most important in improving overall health outcomes. Access to medical care is often lower on that list and if you’re

70+

employees volunteer as internal diversity change champions

only focusing on medical treatment, you’re probably missing the big picture. “Fortunately,” he says, “this organization is truly committed to diversity, inclusivity and health equity. It’s etched into the identity of who we all are.” Diversity and equity are fundamental values at Osler. And they are far from static. They are constantly evolving and, in the process, offer much in return. “Diversity and equity make us richer,” says deRyk. “They open us to new and valuable experiences and expand our thinking around what’s possible.”

2016

NOVEMBER 14-15, 2016 n FOUR SEASONS HOTEL n VANCOUVER

For two days this November, join the organizers of the annual Canada’s Top 100 Employers project as they explore the key themes they will be covering in next year’s competition. Join world-class speakers, authors, journalists and dozens of business leaders from this year’s winning employers – all hand-picked by the editors of Canada’s Top 100 Employers to bring you the latest thinking on becoming an employer-of-choice. Attending the Top Employer Summit is an ideal way to have all your questions on the Canada’s Top 100 Employers project answered in a convenient two-day, non-commercial format.

For information or to register, please visit: www.EmployerSummit.ca