Canada's Best Diversity Employers (2020) by Canada's Top 100 Employers

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Turning diversity ideals into action

THE COMPLETE LIST:

Canada’s Best Diversity Employers (2020)

METHODOLOGY:

How this year’s winners were chosen

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CANADA’S BEST DIVERSITY EMPLOYERS 2020

13th Annual Edition

CANADA’S BEST DIVERSITY EMPLOYERS 2020 Magazine Anthony Meehan, PUBLISHER

Editorial Team:

Richard Yerema, MANAGING EDITOR

BELL

Kristina Leung, SENIOR EDITOR

Stephanie Leung, ASSISTANT EDITOR

Chantel Watkins, JUNIOR EDITOR

Advertising Team:

Kristen Chow,

MANAGING DIRECTOR, PUBLISHING

Ye Jin Suhe,

CLIENT SUPPORT COORDINATOR

Vishnusha Kirupananthan, JUNIOR GRAPHIC DESIGNER

Sponsored Profile Writers:

Berton Woodward, SENIOR EDITOR

Michael Benedict Brian Bergman Simon Hally Patricia Hluchy D’Arcy Jenish Bruce McDougall John Schofield Nora Underwood Barbara Wickens

p The diverse employee teams at Bell Canada help the company better reflect its customer base.

INTRODUCTION

he corporate case for diversity and inclusion in the workplace couldn’t be more straightforward. It’s good for business – boosting innovation, productivity and revenue growth at home and in the global market. Canada’s Best Diversity Employers 2020 already understand the competitive economic advantages, but they also understand that diversity and inclusion is foremost about people. It starts at the top with an ongoing strategic plan that gives employees, regardless of their race, gender, disability, country of origin or sexual orientation, the opportunity and support needed to succeed. That’s what puts lofty ideals into action. These diversity champions have all taken proactive initiatives to create both a more diverse workforce and a more respectful, inclusive environment where everyone can feel they belong. That includes steps to promote women and diverse candidates into senior leadership roles because real change doesn’t happen without meaningful representation at every level. There are many practical initiatives in each organization that illustrate how employers can increase diversity and

inclusion. For example, Borden Ladner Gervais LLP in Toronto ensures a diverse talent pipeline by requiring diverse representation on shortlists when hiring lawyers, as well as providing unconscious bias training for lawyers conducting law student interviews. Or take inspiration from Jazz Aviation LP in Dartmouth that held listening groups with its female employees who work in male-dominant work environments. Based on the feedback collected, the company updated its washroom facilities and partnered with Women Unlimited, a not-for-profit organization in Nova Scotia promoting women’s participation in trades and technology. Many of this year’s winners made initiatives for Indigenous Peoples a priority, including Alberta Health Services that held a series of Indigenous Listening Days with leaders of the organization in order to explore common understanding of the needs of its Indigenous workforce. Canadians tend to talk a lot about how diverse and inclusive we are. It’s worth taking a look at what Canada’s Best Diversity Employers are actually doing. — Diane Jermyn

UNIV. OF VICTORIA

CANADA’S BEST DIVERSITY EMPLOYERS 2020

q Jamie Cassels, president of the University of Victoria, and a colleague receive a token of friendship at a diversity forum.

2020 WINNERS A CCENTURE INC., Toronto. Professional services; 5,122 employees. Manages a diverse supplier development program that partners the company’s executives with certified diverse suppliers.

AGRICULTURE AND AGRI-FOOD CANADA, Ottawa. Federal government; 4,629 employees. Launched the Indigenous Pathfinder service to assist Indigenous peoples and communities in accessing its programs and services with greater ease. AIR CANADA, Saint-Laurent, Que. Air transportation; 28,889 employees. Partners with Ready, Willing and Able to match the unique qualifications of candidates with

intellectual disabilities or Autism Spectrum Disorder to specific roles.

ALBERTA HEALTH SERVICES / AHS, Edmonton. Healthcare; 47,204 employees. Maintains a dedicated team to support cultural competence and safety for its Indigenous workforce and patient population. AMEX BANK OF CANADA, Toronto, Ont. Credit card issuing; 1,702 employees. Launched a Women at Amex strategy to support the development and advancement of female employees.

ANK OF CANADA, Ottawa. Central bank; 1,745 employees. Offers a scholarship and work placement program for students with disabilities and Indigenous students. BC HYDRO, Vancouver. Hydroelectric power generation; 5,777 employees. Provides recognition of provisional membership to technical regulatory bodies for new Canadians in the process of securing Canadian accreditation.

BC PUBLIC SERVICE, Victoria. Provincial government; 30,283 employees. Maintains an Indigenous Youth Internship Program to provide employment opportunities to individuals who are 29 years of age or younger. BELL CANADA, Verdun, Que. Communications; 38,606 employees. Provides dedicated training to ensure recruiters understand the transferability of veterans’ skills. BLAKE, CASSELS & GRAYDON LLP, Toronto. Law firm; 1,347 employees. Provides support, mentorship, networking opportunities, and personal and professional resources for its female employees through the Women@Blakes network.

CANADA’S BEST DIVERSITY EMPLOYERS 2020

2020 WINNERS

Continued

BLAKES

BOEING CANADA OPERATIONS LTD., Winnipeg. Aircraft equipment manufacturing; 1,948 employees. Works with the Centre for Aboriginal Human Resource Development. BORDEN LADNER GERVAIS LLP, Toronto. Law firm; 1,298 employees. Created the Driven by Women initiative to support the needs of female-led and female-founded partners. BUSINESS DEVELOPMENT BANK OF CANADA / BDC, Montreal. Secondary market financing; 2,338 employees. Maintains a Young Women at BDC Network to inspire personal and professional growth, including networking, speakers and social activities.

p Blake, Cassels & Graydon LLP employees attend a panel on empowering women in legal careers at Queen’s University. CMHC

AMH / CENTRE FOR ADDICTION AND MENTAL HEALTH, Toronto. Specialty hospital; 2,550 employees. Manages Employment Works!, a unique program to help individuals with mental health or addiction access meaningful employment through skills development. CANADA MORTGAGE AND HOUSING CORP. / CMHC, Ottawa. Federal government; 1,955 employees. Formed a reconciliation committee to promote learning about Indigenous histories and peoples. CANADIAN NATIONAL RAILWAY CO. Montreal. Railroad transportation; 18,116 employees. Created a dedicated Aboriginal internship program to help candidates gain work experience in their field of study. CANADIAN PACIFIC RAILWAY LTD., Calgary. Railroad transportation; 10,923 employees. Encourages veterans to look at a career in railroad operations with a Military Management Trainee program. CAPITAL ONE CANADA, Toronto. Credit card issuing; 1,383 employees. Maintains a diversity council comprised of senior leaders who work to align programs, learning and recruitment to its overall diversity and inclusion strategy. CHILDREN’S AID SOCIETY OF TORONTO, Toronto. Child and youth services; 779 employees. Established Out and Proud Affirmation Guidelines to assist employees, foster parents, volunteers and other child welfare organizations to create safe and inclusive spaces.

p Evan Siddall, president of Canada Mortgage and Housing Corp./CMHC, raising the flag for Pride Month in Ottawa.

Continued

CIBC, Toronto. Banking; 35,826 employees. Hired more than 500 individuals with disabilities leveraging existing partnerships with Specialisterne and Lime Connect.

ENTONS CANADA LLP, Vancouver. Law firm; 1,173 employees. Committed to improving the gender diversity of its senior leadership team and board of directors, with 45 per cent of its Canadian board identifying as female. DESJARDINS GROUP /MOUVEMENT DESJARDINS, Lévis, Que. Credit union; 40,137 employees. Is the first organization to participate in the City of Montreal’s newcomer integration program.

DMONTON, CITY OF, Edmonton. Municipal government; 9,885 employees. Utilizes gender-based analysis to assess the potential impacts of policies, programs, services and initiatives on diverse groups of women and men. EMPLOYMENT AND SOCIAL DEVELOPMENT CANADA, Gatineau, Que. Federal government; 26,460 employees. Assisting in the establishment of Culture Centres across the country to support the department’s reconciliation strategy.

including a bilingual job fair for francophone candidates.

BM CANADA LTD., Markham, Ont. Software development. Manages a global leadership development program to nurture high potential female leaders who are expected to advance within two to four years. INNOVATION, SCIENCE AND ECONOMIC DEVELOPMENT CANADA, Ottawa. Federal government; 5,374 employees. Hosted its second annual Inclusion Symposium which covered a variety of topics, including measuring diversity on outcomes instead of numbers.

AZZ AVIATION LP, Dartmouth, N.S. Air transportation 4,698 employees. Maintains a dedicated Aboriginal recruitment page and works with a number of community partners to reach out to Aboriginal candidates.

PMG LLP, Toronto, Accounting; 7,648 employees. Committed to supporting the advancement of female employees, offering various training opportunities such as Women in Line for Leadership.

DESJARDINS

2020 WINNERS

CANADA’S BEST DIVERSITY EMPLOYERS 2020

p Desjardins Group / Mouvement Desjardins is the first organization to take part in the City of Montreal’s newcomer integration program.

ENBRIDGE INC., Calgary. Natural gas distribution; 8,152 employees. Maintains an interactive enterprise gender dashboard with consolidated data related to male and female metrics, shared with everyone at the company. EXPORT DEVELOPMENT CANADA, Ottawa. International trade financing and support; 1,699 employees. Manages a unique Diversity 2020 Diversité Blog to help spark ongoing conversation and dialogue, with employees sharing blog posts.

EALTH CANADA / SANTÉ CANADA, Ottawa. Federal government; 8,192 employees. Partners with LiveWorkPlay, a charitable organization that supports persons with intellectual disabilities in finding employment.

HP CANADA, Mississauga. Computer technology and services; 503 employees. Participates in a number of events to recruit candidates of diverse walks of life,

HOME DEPOT OF CANADA INC., Toronto. Retail; 14,472 employees. Launched a new mental health strategy under the pillars of awareness, care and access, and workplace support.

p Employees at Canadian Pacific Railway attending CP’s ‘Women on Track’ networking and leadership program in Calgary.

CANADA’S BEST DIVERSITY EMPLOYERS 2020

2020 WINNERS

Continued

AFARGE CANADA INC., Calgary, Concrete manufacturing; 7,124 employees. Helped organize the first Women’s In Trade event in Toronto, which included a tour in the GTA to various construction sites. LOBLAW COMPANIES INC., Brampton, Ont. Supermarkets and grocery stores; 27,488 employees. Maintains colleague resource groups, with each receiving business support and funding to achieve its priorities.

ANITOBA, GOVERNMENT OF, Winnipeg. Provincial government; 11,842 employees. Launched a Safe Spaces initiative to create awareness of LGBT issues in the workplace. MANITOBA HYDRO, Winnipeg. Hydroelectric power generation; 5,037 employees. Manages two pre-placement programs for Indigenous candidates who do not meet the academic qualifications required to participate in its trades programs.

MANULIFE, Toronto. Insurance; 12,512 employees. Employs two dedicated Diversity Sourcing Consultants and is piloting a blind recruitment policy to remove applicant identifiers and mitigate unconscious bias. MCCARTHY TÉTRAULT LLP, Toronto. Law firm; 1,509 employees. Participates in the Pitching Diversity program, which seeks ideas from law students on how to build more inclusive law schools and legal communities. MCMASTER UNIVERSITY, Hamilton. University; 5,960 employees. Introduced a smudging protocol, affirming the right of Indigenous peoples to engage in smudging on campus. MOSAIC CO., THE, Regina. Phosphate and potash fertilizer manufacturing; 2,345 employees. Established a target to have 15 per cent of all new hires be Indigenous candidates by 2025.

ORTON ROSE FULBRIGHT CANADA LLP, Toronto. Law firm; 1,671 employees. Is a founding partner of G(irls)20, a Canadian

initiative promoting the empowerment of girls and women to be agents of economic and social change. NUTRIEN, Saskatoon, Sask. Phosphate, nitrogen and potash fertilizer manufacturing; 5,734 employees. Manages Accelerate, a female pipeline development program to help prepare high potential female employees for senior manager and director-level roles.

TTAWA, CITY OF, Ottawa. Municipal government; 11,288 employees. Offers training on a variety of subjects including accessibility, learning disabilities, dementia awareness, mental health, and leading a diverse workforce.

EPSICO CANADA, Mississauga. Soft drink and food manufacturing; 10,171 employees. Maintains six employee resource groups, which are financially supported and sponsored by an executive. PROCTER & GAMBLE INC., Toronto. Consumer product manufacturing; 1,619 employees. Manages a mental health ac-

q Loblaw Companies supports a diverse range of in-house employee resource groups with funding and access to services.

tion plan, focused on creating awareness, fostering well-being and reducing stigma. PROVIDENCE HEALTH CARE, Vancouver. Hospitals; 4,087 employees. Employs an Indigenous health team as well as a corporate director who is responsible for reconciliation initiatives. PUBLIC SERVICES AND PROCUREMENT CANADA, Gatineau, Que. Federal government; 15,020 employees. Created a Mental Health Ombudsman to provide informal and confidential discussions, neutral and objective advice, and a discrete and welcoming office.

ED RIVER COLLEGE, Winnipeg. College; 1,427 employees. Appointed its first-ever manager of truth and reconciliation and community engagement to help implement the Truth and Reconciliation Commission’s 94 calls to action. ROGERS COMMUNICATIONS INC., Toronto. Communications, cable, publishing and subscription programming; 22,482 employees. Manages an Inclusion and Diversity Council, which monitors progress through quarterly metrics, including representation, promotion, retention and engagement scores. ROYAL BANK OF CANADA, Toronto. Banking; 56,575 employees. Provides clients with real-time video American Sign Language support through a language interpretation app, introduced in branches across Canada.

ASKATOON, CITY OF, Saskatoon. Municipal government; 3,404 employees. Introduced mandatory Aboriginal Awareness training and offers a Truth and Reconciliation Resource Kit to enable ongoing learning. SASKPOWER, Regina. Electric power generation; 3,368 employees. Maintains an Aboriginal procurement policy and hosts annual Aboriginal procurement information sessions to provide information and networking opportunities for Aboriginal suppliers.

LOBLAWS

SASKTEL, Regina. Telecommunications; 2,839 employees. Aims to increase the number of Indigenous employees in its workforce through partnerships with community organizations and post-secondary institutions, career fairs and networking events. SHAW COMMUNICATIONS INC., Calgary. Communications, cable and subscription programming; 9,419 employees.

Continued

PHC

2020 WINNERS

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Participates in Employer Cafes organized by Manitoba Start to recruit new Canadians. SINAI HEALTH SYSTEM, Toronto. Hospitals; 3,650 employees. Created the Pride is Good for Your Health initiative to help ensure the hospital is safe, welcoming and inclusive for patients, visitors and employees and to create awareness. SODEXO CANADA LTD., Burlington, Ont. Food service contractors; 6,192 employees. Maintains a “disABILITY” strategy to promote the inclusion of persons with disabilities and has hired hundreds of individuals with disabilities. STANLEY BLACK & DECKER CANADA CORP., Mississauga. Tool and hardware manufacturing; 1,403 employees. Partnered with Canada Company to assist transitioning military members through the Military Employment Transition program. SURREY, CITY OF, Surrey. Municipal government; 2,080 employees. Adapted its recreational sports programming to support individuals with disabilities, including wheelchair tennis, sledge hockey, power soccer and wheelchair basketball.

p An Indigenous health team from Providence Health Care gathers in a drum circle at St. Paul’s Hospital in Vancouver.

D BANK GROUP, Toronto. Banking; 52,060 employees. Launched its first hackathon focused on persons with disabilities, with colleagues across the enterprise participating in a design thinking session on accessibility and accommodation. TELUS COMMUNICATIONS INC., Vancouver. Telecommunications; 22,812 employees. Organizes the CHLOE Awards to recognize and celebrate exceptional women who have made a profound difference at Telus or in their community.

TORONTO TRANSIT COMMISSION / TTC, Toronto. Public transit; 14,856 employees. Increased employee benefit coverage for psychological services and introduced BEACON, a digital mental health cognitive behavioural therapy program.

R.HOWARD/ROGERS

TORONTO, CITY OF, Toronto. Municipal government; 22,002 employees. Maintains diversity networks supported by an executive champion, including the first-ever City of Toronto Indigenous Network.

p Rogers Communications has an inclusion and diversity council, which reports quarterly on the company’s progress.

CANADA’S BEST DIVERSITY EMPLOYERS 2020

2020 WINNERS

Continued

TOYOTA MOTOR MANUFACTURING CANADA INC. / TMMC, Cambridge, Ont. Automobile manufacturing; 9,722 employees. Launched the Executive Diversity Leadership Council to champion initiatives across the organization and to help embed diversity into its business plans.

BC / UNIVERSITY OF BRITISH COLUMBIA, Vancouver. University; 12,436 employees. Created an Indian Residential School History and Dialogue Centre to provide former students with access to the records of the Truth and Reconciliation Commission of Canada. UNIVERSITY OF CALGARY, Calgary. University; 6,134 employees. Launched an Indigenous Strategic Plan (ii’ taa’poh’to’p) to help guide its response to implementing recommendations from the Truth and Reconciliation Commission report.

UNIVERSITY OF TORONTO, Toronto. University; 10,116 employees. Established a new bursary program for at-risk students and scholars with the goal of raising $1-million and creating up to 100 bursaries. UNIVERSITY OF VICTORIA, Victoria. University; 3,072 employees. Created the world’s first Indigenous law program, holding its first intake of students in 2018. UNIVERSITY OF WATERLOO, Waterloo, Ont. University; 5,207 employees. Participates in the UN HeForShe campaign, committing to boost female participation in STEM, enhancing female faculty representation towards parity and advancing women in leadership roles.

ANCOUVER AIRPORT AUTHORITY, Richmond, BC. Airport operations; 490 employees. Maintains a Women in Management program to support the success of its female employees. VANCOUVER, CITY OF, Vancouver. Municipal government; 7,610 employees. Continues to implement recommendations from the city’s Trans*, Gender Variant & Two-Spirit Inclusion Report, such as updating city facilities, policies and procedures.

D.STRYLAND/TTC

UNIVERSITY OF MANITOBA, Winnipeg. University; 5,015 employees. Created the Reasonable Accommodation Fund to assist faculties and departments hiring persons with disabilities.

p The Toronto Transit Commission recently launched the Beacon project, which helps visually impaired patrons navigate subway and transit stations using a mobile app that provides a verbal description of their surroundings.

ILLIAM OSLER HEALTH SYSTEM, Brampton, Ont. Hospitals; 3,366 employees. Is reviewing its process for recording patient sex to ensure that the lived gender of transgender and gender non-conforming patients is recorded accurately and respectfully.

MCA OF GREATER TORONTO, Toronto. Individual and family services; 2,868 employees. Maintains a diversity and social inclusion plan which encompasses 11 dimensions of diversity. YORK, REGIONAL MUNICIPALITY OF, Newmarket, Ont. Municipal government; 3,743 employees. Maintains a dedicated Newcomer Strategy to focus on both economic and social integration of newcomers, including an online portal to connect them to resources. — Diane Jermyn

METHODOLOGY

he methodology and selection criteria for Canada’s Best Diversity Employers competition remains the same as in previous years. The Mediacorp Canada Inc. competition recognizes employers across Canada that have exceptional workplace diversity and inclusiveness programs. These include successful diversity initiatives in a variety of areas, including programs for employees from five groups: women; members of visible minorities; persons with disabilities; aboriginal people; and lesbian, gay, bisexual and transgendered/transsexual (LGBTQ) people. To determine the winners of the Canada’s Best Diversity Employers

competition, Mediacorp editors reviewed the diversity and inclusiveness initiatives of all employers that applied for the Canada’s Top 100 Employers project. From this overall applicant pool, a smaller short list of employers with noteworthy and unique diversity initiatives was developed. The short-listed candidates’ programs were then compared to those of other employers in the same field. The finalists chosen represent the diversity leaders in their industry and region of Canada. Any employer with its head office or principal place of business in Canada, whether in the private or public sector, may apply for this competition. – Diane Jermyn

TOMML/GETTY

CANADA’S BEST DIVERSITY EMPLOYERS 2020

p Now in its 13th edition, the Canada’s Best Diversity Employers competition recognizes the nation’s leaders when it comes to creating inclusive workplaces.

WALKING THE TALK

Canada’s Best Diversity Employers are digging ever deeper to bring inclusion to the workplace

hen you look at Stephanie Braid’s email signature, you’ll see her name, her title – senior manager, inclusion & diversity – and her firm, KPMG LLP. And right under her name, you’ll also see, “Pronouns: she/her”. The art of diversity and inclusion in the workplace has come a long way in recent years, and ensuring that all people are included and addressed with respect is a big part of it. Explains Braid: “As a firm, we’ve recognized that there’s a real need to educate people around gender diversity

beyond binary male/female. And as we look to hire people, and also create an inclusive culture where people feel comfortable and can be honest and truthful about their identity, we find that having pronouns in email signatures, and other signals that you are inclusive and you get it, do make a difference.” Indeed, the 75 winners of the Canada’s Best Diversity Employers competition are reaching out ever further in their efforts to bring true diversity and inclusion to their workplaces. These organizations

have long been in the forefront of those efforts, but increasingly there is a consensus among Canadian employers that D&I, as it’s often known, is critical to success. Arielle Meloul-Wechsler, executive vice president, chief human resources and communications officer at Air Canada, is an experienced observer of such trends. She sees a transformation going on in D&I. “For many years, companies, with all good intentions, did a lot of talking about

it and looking at statistics and analyzing,” she says. “But now I feel there is a real shift at the highest levels – and to get D&I right, you need buy-in at the highest levels. People are now understanding the correlation between financial success and having good diversity & inclusion practices. So we’re actually seeing that shift from lip service to really walking the talk.” And Meloul-Wechsler hears a lot of talk among her peers. “When I go to conferences, it is apparent that people are really focusing on it. For example, when they’re

CANADA’S BEST DIVERSITY EMPLOYERS 2020

recruiting, they will not allow a headhunter to bring only white males as candidates. They will force them to at least expose the pool to a diverse group of potential recruits so that they can then make an informed decision. It’s a shift to more tangible efforts, as opposed to just saying yes, we should do better.”

She also points to the inroads made in creating more diverse boards of directors. “Again, it comes from the top. A more diverse board will spark a conversation and challenge a company to think along those lines as well.” Kristina Leung, senior editor at Mediacorp Canada, which runs the annual competition, has seen the same trends over the past decade. And a key element,

B.BOGAR/RBC

Continued

Photos (clockwise from top): 1.Employees at RBC working together at a trading desk. 2. An employee of TD Bank Group enjoying some time outside. SINAI HEALTH

WALKING THE TALK

3. Employees of Sinai Health System in Toronto at a winter staff party.

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Continued

— Kristina Leung, Senior Editor, Mediacorp Canada Inc.

Increasingly, employers are bringing in unconscious bias training for all staff. Some in engineering fields make a point of going into high schools to encourage girls to study STEM subjects (science, technology, engineering and math). Many have increased their efforts to recruit among Indigenous communities and people with disabilities. Meanwhile, an array of inclusion policies encourage employees to bring their whole self to work. Crucially, notes Leung, many employers are setting hard goals for staff diversity. KPMG, for instance, plans to reach 30 per cent women and 20 per cent visible minorities by 2022. CIBC has committed to hiring 500 people with disabilities annually. “Employers are putting it out there, so they can be accountable to what they say they’re going to do, and create a real outcome,” she says. One thing has not changed over the years – the understanding that diversity and inclusion strengthen every organization by bringing in more viewpoints and engaging every employee. “Providing diverse perspectives can really lead to increased innovation, productivity and efficiency,” says Leung. “There’s such a strong correlation.” – Berton Woodward

“

At IBM, diversity and inclusion has been a priority for over 100 years. As we continue to build on that strong legacy, IBM Diversity & Inclusion is focused on all aspects of an individual’s identity – attributes that are permanent and often visible as well as those that change over time. We believe that employees can only reach their full potential when they feel safe and supported being themselves in the workplace, and are proud to provide programs, offerings and technology to foster a culture of inclusion for all.

– Tia Silas, Vice President, Chief Diversity and Inclusion Officer

“

At its core, I think diversity and inclusion are about feeling free and comfortable to bring your true, authentic self to work. And for me, that’s especially important. Every day I go to battle for my mental health. Depression has changed everything about my life, but the way I’m encouraged to bring my whole self (depression and all) to work has had a huge impact on my recovery. I’m so grateful I work for Manulife, an organization with such demonstrative empathy and compassion. I’m not sure I would have found the same elsewhere.”

– AP, Communications Specialist

BANK OF CANADA

“

It’s a common misconception to think of diversity as a philanthropic issue: something we do, almost as a luxury. We need diversity to better reflect the population we serve; we need diversity to embrace different views in policy deliberations. When we do, we can gain more trust from Canadians, communicate better with Canadians and achieve better decision making.

“

“Providing diverse perspectives can really lead to increased innovation, productivity and efficiency”

MANULIFE

IBM CANADA

“

she says, is the vast amounts of data that corporations have accumulated. “Ten years ago, there might have been some hesitation to survey so directly,” says Leung. “But now there’s a stronger emphasis on ‘what gets measured gets done’. And it’s easier to make a business case to senior levels when you have data to show, ‘hey, listen, we’ve got this many female employees and they’re not migrating to leadership roles – we can show where they end up’.”

“

WALKING THE TALK

– Jing Yang, Managing Director, Financial Stability Department

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Air Canada finds diversity helps solve problems

n 2018, Air Canada identified an area of opportunity – better accessing of equipment to make shifts more efficient. At the end of a shift in one part of the airport, the equipment from the tarmac was put away in various places. Very safe and proper, but then the next shift had to locate it and bring it out again. The solution may seem fairly straightforward, but given the complexity of the airline business, the solution was far from simple. And how they came at the solution says a lot about how the company is changing. To begin with, recounts Mark Olivier, director of talent, engagement and diversity at the Montréal-based airline, the efficiency issue was highlighted from within a middle management team known as the Emerging Leaders group. This is a deliberately diverse set of people who are chosen not only for high performance in various parts of the company, but because they bring various differences to the mix.

“It doesn't matter who you are, what religion you are, what sexual orientation you are, there's always equal opportunity.”

— Andrew Gordon Service Director

Those selected for the three-year Emerging Leaders program work with senior executives on various challenges, often forming task forces. Part of the program involves pitching solutions to a senior panel, Shark Tank-style. They call it Air Canada Den. In the case of the tarmac equipment, after significant study of both logistics and people’s behaviours, the winning solution was an application that could track the

AIR CANADA OFFERS EMPLOYEES THE OPPORTUNITY TO PITCH SOLUTIONS TO A SENIOR PANEL CALLED AIR CANADA DEN equipment for each shift. “But the point of the program is not necessarily to have a winning solution,” says Olivier. “For me that’s an extra bonus. It’s for the learning experience – exposure with the executive sponsor, working with colleagues outside of your area, and pushing yourself out of your comfort zone.” As the five-year-old program has grown and awareness has increased, more and more people of diverse backgrounds, including women and visible minorities, have been selected from among Air Canada’s 3,000 managers, contributing to an ever-wider pool of diverse leaders who may be on the path to senior leadership in future years, says Olivier. He notes that diversity and inclusion are critical to a company like Air Canada. When he addresses a new intake of freshly hired or promoted managers, some 300 at

time, “I underline how important it is to be your true self, that we encourage that and want it to happen. And we’ve seen success stories because of that. I also make a strong point of talking about how we’ve changed as a company over the last 10-plus years and the difference it’s made to the bottom line.” Andrew Gordon, who leads flight attendant crews as a service director based in Calgary, could not agree more. Growing up in Montréal of Jamaican heritage, he remembers a time when people of colour weren’t so common on airlines. “It has changed dramatically over the years,” he says. “I’ve been working here for FINANCIAL SUPPORT FOR INDIGENOUS STUDENTS IN AN AVIATION-RELATED PROGRAM

quite a while and it's been quite apparent there are different cultures and visible minorities working for us. I have even seen flights where it was all black people working on it, just by chance due to scheduling. And the passengers were saying, wow, since we are a Canadian carrier, it’s good to see we are so diverse. A lot of carriers aren’t.” Gordon says he was attracted to Air Canada in part because it has long been a leader in diversity. “It doesn't matter who you are, what religion you are, what sexual orientation you are, there's always equal opportunity,” he says. “I don't feel judged.” 

UNCONSCIOUS BIAS TRAINING

OUR DIVERSITY IS OUR STRENGTH

NOTRE DIVERSITÉ EST NOTRE FORCE

We are proud to have been recognized as one of Canada’s Best Diversity employers for 2020, affirming our commitment to building an inclusive working environment.

Nous sommes fiers d’être reconnus comme l’un des employeurs les plus favorables à la diversité au Canada en 2020, un vibrant témoignage de notre engagement à créer un milieu de travail inclusif.

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Awareness powers change at Alberta Health Services

bout three years ago, Andrew J. McCloskey clicked on the intranet at Alberta Health Services (AHS) and did a double take. There was a huge Pride flag emblazoned on the landing page of the organization’s internal website, something he’d never seen before at AHS since joining in 2012. He eagerly clicked on it and discovered it was announcing the launch of LGBTQ2S+ resources for patients and staff on the external AHS website. “It was great to have this visibility, just like that,” says McCloskey, senior consultant, primary health care. “It made me feel really good.” McCloskey found things changed again in 2018 after AHS sent out a diversity census and inclusion survey to the entire organization. He encouraged all his colleagues that he knew were part of these communities to fill it out. “If you want to provide services to anyone or make a change in an evidence-based learning organization such as ours, it starts with getting your baseline data,” says McCloskey. “I leapt at the chance to participate and say, I’m a gay man who works in this organization. I was excited to see what was going to come out of that.”

“Even though I’m completely out, and feel comfortable and safe at work, there’s something different when the organization talks about it at a corporate level.”

— Andrew J. McCloskey Senior Consultant, Primary Health Care

The result was the founding of the first workforce resource group for LGBTQ2S+ members, currently with McCloskey as chair, which connects employees, volun-

ANDREW MCCLOSKEY (MIDDLE) CELEBRATES CALGARY PRIDE WITH TWO OF HIS AHS COLLEAGUES, CARLIE MCPHEE (LEFT) AND MEREDITH SCROGGINS NIEWCZAS (RIGHT) teers and physicians across the organization who identify with the group or are allies. Then, as part of its diversity initiative, AHS planned a float in the Calgary Pride Parade and invited interested people to register. “That was a real shift,” says McCloskey. “Even though I’m completely out, and feel comfortable and safe at work, there’s something different when the organization talks about it at a corporate level. I’ve marched in the Pride Parade before, but it felt amazing to have that official recognition from my employer. I was proud to be there wearing my Pride t-shirt with the AHS logo, representing my employer and feeling supported by my colleagues.” Todd Gilchrist, vice-president of people, says Pride is just one example of how much AHS has embraced its diversity and inclusion agenda in a short time. “We’ve gone from having conversations four and a half years ago about whether AHS employees should carry an AHS

Together, we do amazing things every day.

banner in the Pride parade to executives marching in the parade carrying the AHS banner,” says Gilchrist. “That’s not to suggest we don’t still have a ways to go, but the progress we’ve made on diversity and inclusion is one of the things I’m most proud of in my time here.” In addition to supports for the LGBTQ2S+ community, there’s also a focus on Indigenous cultural awareness within the organization and a multicultural calendar from the Canadian Centre for Diversity and Inclusion that AHS publishes to help people mark days across all cultures and learn more about each other. Gilchrist recalls a story about an employee of Muslim faith who was praying in a windowless interior stairwell because there AN ENGAGED DIVERSITY & INCLUSION COUNCIL SINCE 2016

was nowhere for prayer, so that sparked the creation of reflection rooms at various sites throughout AHS. “One of the overriding goals of our people strategy is a workplace where people feel safe, healthy, valued, included and able to reach their full potential,” says Gilchrist. “What we’re doing is to allow all those people to see themselves within our organization. “People need to feel not just physically safe, but psychologically and emotionally safe to be able to bring their full selves to work. When we have that level of inclusivity, then we can actually benefit from the value of our diversity because then we hear all of the varied viewpoints that make our organization stronger and richer.”  DIVERSITY & INCLUSION EDUCATION TO OVER 20,000 AHS EMPLOYEES IN PAST YEAR

CANADA’S BEST DIVERSITY EMPLOYERS 2020

BC Hydro puts a strong focus on apprenticeship

ranian-born Nasim Sarafraz-Shekari remembers the first time she entered a construction camp, wide-eyed and a bit apprehensive, as an employee of BC Hydro. “When you’re living in a camp, there’s only a few females,” she notes. “I was quite inexperienced, and coming from a country where a woman is not even allowed to go to those places, I didn’t know what to expect.” What she found was she had all sorts of support, both at the camp and as her work progressed as a winder – a technician who services electrical motors, turbines and the like. “BC Hydro and the management team were very open and strong in their support,” she says. “I could always talk to my supervisor about any issues. And he set me up with a mentor, a strong female senior manager who guided me and gave me direction. I was not just on my own or feeling excluded.” In fact, she was very much included. After she completed her four-year apprenticeship as a winder, it didn’t take long before she was promoted to field mechanical manager, running a Surrey, B.C.-based Construction Services team of 15 mechanics who travel the province working on complex equipment, from dam penstocks to telecom towers.

“We have a corporate-wide initiative around creating a safe and inclusive environment for everyone.”

— Carolynn Ryan Chief Human Resources Officer

“They are very respectful,” she says. “Sometimes I forget I’m a female and they’re male – I just feel I’m like everybody else. I don’t feel different.” Sarafraz-Shekari came to Canada in 2003 with a computer hardware diploma

BC HYDRO IS FOCUSED ON INCREASING DIVERSITY AMONG BOTH INDIGENOUS AND FEMALE APPLICANTS THROUGH THEIR APPRENTICESHIP PROGRAMS but decided to switch to accounting. She got her start at BC Hydro in 2011 as co-op student in administration for the winders group, and then became intrigued by the trade itself. “I began asking the manager a lot of questions about what they did, because the winder trade is not really well known,” she says. By 2017, she was a full-fledged winder and often led the crews, and in 2019 she became a manager on the mechanical side. When she started, she says, “I was the first minority in Construction Services, along with one other woman. But now it is much more diverse.” Carolynn Ryan, chief human resources officer, says inclusion and diversity are a big part of her job. “We have a corporate-wide initiative around creating a safe and inclusive environment for everyone,” she says. That includes employees with different cultural and ethnic backgrounds, includ-

ing many Indigenous people, as well as people with different abilities and different gender identities. With its strong engineering component, the company is also keen to encourage girls and women like Sarafraz-Shekari to enter the STEM fields – science, technology, engineering and mathematics. In addition to supporting a Women’s Network affinity group, BC Hydro is continually “reaching out to communities to attract female engineers, female power line technicians and many other jobs,” says Ryan. The company has also begun adding supportive messaging about STEM to its classroom visits for Electrical Safety Day and at employee events such as Bring Your Child to Work day. 10% OF APPRENTICES ARE INDIGENOUS

Be part of an innovative team that builds connections across B.C. Learn more at bchydro.com/careers

BC Hydro’s key focus is its apprenticeship program. “We are taking steps through what we call technical entry training to increase our diversity among both Indigenous and female applicants,” says Ryan. Currently nearly 5 per cent of its technical trade employees are Indigenous, which is significantly higher than the available workforce BC Hydro recruits from. In addition, some 18 per cent of Hydro engineers are women. And the numbers are expanding in this formerly male world. “My understanding is we have the largest number of female power line technicians at any Canadian utility,” Ryan says. “We have a strong focus on making sure that all women who work here feel included.”  35% OF ENGINEERS IN TRAINING ARE FEMALE

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Diversity keeps Bell Canada on the cutting edge

s a senior talent manager at Bell Canada, Tatiana Nazon appreciates how Bell’s culture of diversity and inclusion helps attract new team members and raises the bar on creativity and innovation. “It’s a cool time to work at Bell,” she says, “Not only are we out front in new technologies like the Internet of Things, artificial intelligence and machine learning, we’re also leading when it comes to a diverse, supportive workplace.” Nazon, who joined Bell more than 24 years ago as a customer service rep, has seen a lot of change as she’s advanced through positions in training and recruitment. Over that period, she says, “you can definitely feel diversity in the culture here, not just in terms of policy, but in action as well. You can see the impact in the workplace.” Last year, she helped launch the Bell Black Professionals Network, one of several diversity resource groups that help build a work environment where everyone has the opportunity and support to achieve their full potential.

“We want people who challenge the norms and bring diversity of thinking to their work.” — Anuja Sheth Vice President of Business Networks & Bell TV Bell continually provides opportunities for its employees to learn and build rewarding careers regardless of age, gender, family status, cultural background, religion, sexual orientation or physical ability. Led by the Diversity Leadership Council, this includes diversity and inclusion training,

DIVERSITY IS KEY TO BELL’S CULTURE OF INNOVATION, CHAMPIONING EMPLOYEES IN A RANGE OF ROLES, INCLUDING WOMEN IN STEM SUCH AS ANUJA SHETH, VP, BUSINESS NETWORKS AND BELL TV networking events and ongoing education for Bell employees located across the country. “We’re really focused on understanding and leveraging the entire experience that people bring to the organization,” she says. “And we’re committed to doing it from day 1 and supporting team members throughout their career with continuous learning programs.” As Canada’s largest communications company, Bell leads the industry in communications investment and research & development spending as it provides innovative wireless, TV, Internet, media and business services to customers across the country. “Bell’s on the cutting edge,” says Anuja Sheth, vice president of business networks and Bell TV. “We need to be absolutely sure that we have the best people driving

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the innovation agenda.” Trained as an engineer in India, Sheth joined Bell more than 12 years ago and has since advanced through multiple roles to reach her current VP position. “The investment Bell has made in advancing diversity is phenomenal,” she says. “It starts at the top and goes to every level of the organization.” Bell has supported her advancement, encouraging her to continue to grow as a leader, and to participate in the Judy Project, a post-graduate business-school program that prepares women to advance into executive leadership and C-suite positions. Sheth also participates in university 400+ SENIOR LEADERS COMPLETED INCLUSIVE LEADERSHIP TRAINING

career fairs and panel discussions to show young women in science, technology, engineering and mathematics (STEM) that they have an important place in the telecommunications industry and inspire them to challenge barriers. “For a leadership role at Bell, you need to demonstrate competence, engagement and aspiration,” she says. “Bell looks for promising individuals with these attributes, puts them into leadership positions and encourages them to excel.” “Diversity is critical,” she says. “To maintain the organization’s cutting-edge culture of innovation, we want people who will challenge the norms and bring diversity of thinking to their work.”  44% YOY INCREASE IN WOMEN AT BELL MEMBERSHIP

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CANADA’S BEST DIVERSITY EMPLOYERS 2020

Blakes cultivates diversity well before law school

ometimes, the little things really can make a big difference. They certainly have at Blake, Cassels & Graydon LLP (Blakes) when it comes to ensuring that the hiring of new lawyers reflects the firm’s strong commitment to diversity and inclusion. For Kari Abrams, director, legal personnel and professional development, and the person in charge of recruiting summer law students, it means more sensitivity in the selection process. That particular hiring task is critical in law-firm circles. Every year, second-year law students apply to law firms for summer placements. Typically, the summer students return to the firm for articling after law-school graduation. “Making sure these students feel comfortable with Blakes is just as important as us feeling comfortable with them,” says Abrams. “It’s the future of the firm.” She felt it was critical to ensure that Blakes was attracting diverse summer law students. Explains Abrams: “Typically, we take the candidate out for dinner, but we have to be sensitive to culturally based dietary or alcohol restrictions to ensure all candidates feel comfortable.”

“I felt like I fit in and didn't have to be someone else.” — Naiara Toker Associate At this year’s recruit, Abrams made sure the students received a menu before the dinner so there would be no surprises. As well, the Blakes lawyers agreed that they would not order alcohol unless the student joined them. “These are small measures, but they can have an impact on how law students feel about the firm,” she says. Indeed, partly as a result, Abrams says Blakes has increased diverse hires by 60 per cent over a three-year period, from 23 per cent to 37 per cent last year. That’s

From

BLAKES LAW STUDENTS SHOW THEIR SUPPORT FOR THE TORONTO RAPTORS nearly double the 19 per cent Statistics Canada cites as being diverse in the general population. Naiara Toker, an Argentinian immigrant, was one of those law-school summer student hires. “In the interview, I felt like I could be myself,” says Toker, now an associate at the firm. A few years earlier, as a university undergraduate, Toker spent another summer at the national firm’s downtown Toronto head office. That time, it was through another Blakes “pipeline” initiative whereby the firm reaches out to the wider community to encourage potential lawyers from the broadest possible base. The Blakes Diversity & Inclusion Pre-Law Summer Student Program offers a four-week term to work on diversity initiatives at the firm. While at Blakes, Toker helped out on yet

another pipeline program. This one brings high-school students from marginalized communities into the Blakes offices for one day a month. After joining the firm, Toker herself became a mentor to a student under the same program. “At Blakes, they really care about diversity,” Toker says. “It’s not just a word. They try hard to make sure candidates put their best foot forward so they can hire the best people, regardless of their background.” But hiring more diverse candidates is only the first step in producing a truly inPROGRAMS FOR VISIBLE MINORITIES, INDIGENOUS PEOPLES & NEW CANADIANS

clusive firm. Last year, Blakes introduced a work allocation system to ensure an even playing field for new hires. “We are tracking that work is evenly distributed so that everyone gets the same broad and balanced experience,” says Abrams. A leader in promoting diversity, Blakes has made the Best Diversity Employers list 10 times since 2008. “We want to represent the population we serve,” says Abrams. “The work we do is diverse, our clients are diverse, and a diverse legal team provides a more thoughtful approach to serve them better.”  UNCONCIOUS BIAS & INCLUSIVE LEADERSHIP TRAINING

experience to opportunity.

Diversity and inclusion are key to our success. That’s why we created the Blakes Diversity & Inclusion Pre-Law Internship Program — to give undergrad students first-hand experience at a business law firm and open the door to possibilities.

Blake, Cassels & Graydon LLP | joinblakes.com

CANADA’S BEST DIVERSITY EMPLOYERS 2020

BLG works to build awareness of mental health

s national director of diversity and inclusion, Laleh Moshiri doesn’t want people to see her and say, “There’s the diversity person – she looks after diversity.” She expects diversity to be integral to everybody’s role at Borden Ladner Gervais LLP (BLG), not just hers. While the firm’s overall goal is to develop and embed diversity in all its processes, developing a strategy on mental health has become a key component for the last few years. “Mental health is something we’re starting to talk about in the legal profession,” says Moshiri. “There have been some terrific champions in the profession who shared their stories and that has encouraged people to talk about the issues and help reduce the stigma. Our mental health strategy really has focused on supporting our firm’s members by building awareness, providing resources and reducing stigma.”

“What we're really trying to do with these initiatives is demonstrate that self-care and help-seeking are valued in our culture.”

— Laleh Moshiri National Director of Diversity & Inclusion

BLG has implemented several initiatives to do that, beginning with education on mental health and well-being, such as through a dedicated intranet page providing information and resources. That was followed by specific training for the firm’s people managers, including Mental Health First Aid training and the workplace Mental Health Leadership certificate program. “The training is more about what mental health disorders are, how they manifest and how to have conversations,” says Moshiri.

BLG PRIORITIZES THE WELL-BEING OF THEIR PEOPLE IN EVERY OFFICE ACROSS CANADA “It’s not designed to turn any of us into diagnosticians, but it helps start that initial conversation with somebody and hopefully connect people with support once you’ve identified someone that you feel needs help.” A major part of BLG’s program is providing on-site counsellors twice a month at each of its five offices across Canada. Services are totally confidential, paid for by the firm. Firm members are notified by internal email when the counsellor is in and can book appointments directly. “Confidentiality is really important,” says Moshiri. “One big issue was finding an office as private as possible within our space so the world didn’t see you walk by. What we’re really trying to do with these initiatives is demonstrate that self-care and help-seeking are valued in our culturE. When we bring the help into the firm, it demonstrates that it’s okay to seek out help.”

Shaping the Future Together blg.com

Moshiri says the program has been very successful as the counsellors are being fully utilized, but since that may not be enough for some people, the firm recently increased benefits for psychological services. “People are feeling more comfortable coming forward,” says Moshiri. “We’ve had lots of positive feedback.” Kimberley Ho, manager, professional recruiting, is one who’s done the Mental Health First Aid training. As the person also in charge of all student hiring, she finds the training has helped her recognize signs of possible anxiety among students and refer them for help. “We’re not experts, but we’ve been given some tools to help students through a summer or articling year,” says Ho. “Law students are very high-achieving and set MENTAL HEALTH PROGRAM

big expectations for themselves, so you see that manifested in traits such as anxiety or imposter syndrome, where they feel they don’t really belong, or deeper mental health issues such as depression. Being able to recognize the signs helps me coach the students in dealing with certain issues.” Ho feels there’s less stigma now, particularly with this generation, in talking about mental health and revealing you’re having an issue and need help. “Sometimes it just boils down to being able to have very open conversations,” says Ho. “Somebody will send me a message saying they’re having a tough go right now, and can they talk to me. Just letting them know they’re allowed to feel that way can make a big difference.”  TRAINING ON UNCONSCIOUS BIAS & LGBTQ+ INCLUSION

CANADA’S BEST DIVERSITY EMPLOYERS 2020

At BDC, sharing history helps everybody’s work

hen Monica James says she understands Indigenous entrepreneurs, that affinity with her clients at BDC, Canada’s bank for entrepreneurs, comes out of her own history. Her grandmother and great aunts went to residential school, taken from their father after their mother died. The effects still resonate in her family. So for James, manager of the business centre in Winnipeg and of Indigenous Banking East, from Ontario to the Atlantic and part of Nunavut, it’s important that people at the bank are aware of what Indigenous Peoples have experienced. To that end, James and her team, plus BDC’s senior management, participated in the Kairos Blanket Exercise, an interactive workshop on the history of Indigenous Peoples in Canada, to show commitment and support. Guided by facilitators, participants walk on blankets representing the land, taking the role of First Nations, Inuit and Métis people. “I truly believe that when things need to change, you start from the top,” says James. “Sharing that with people who are open to it was the greatest gift.”

“The overall goal is not only to celebrate the different voices that everyone has, it's bringing everyone to the table and creating that sense of belonging.”

— Elizabeth Lim Diversity Officer

While BDC has served Indigenous entrepreneurs since the 1990s, programs have grown and changed. In 2017, James’ team evolved into a business centre but

BDC EXECUTIVES PARTICIPATING IN THE TRUTH AND RECONCILIATION REPORT CALLS TO ACTION also continued dealing with Indigenous entrepreneurs and First Nations business, both on and off reserve. “Our team is driven by something different, not only by passion but by purpose,” says James. “Our hearts really go out to these entrepreneurs. They’re our aunties and our cousins, just like the people currently in our life or in our past. We know the struggles they go through are real.” The biggest challenges Indigenous entrepreneurs face are lack of access to capital and financial literacy, such as understanding cash flow and financial statements. To date, BDC has provided free financial literacy training to over 200 Indigenous entrepreneurs from coast to coast to coast. Interest rates on loans are relatively low with no annual management fee – and a unique twist. “The most important thing is that BDC recognizes that giving back matters in the Indigenous market,” says James. “On the anniversary date of a loan in good standing, a percentage is eligible to be paid out to

a registered charity of the client’s choice. When I meet with entrepreneurs or Indigenous leaders, that typically gets a ‘wow’ response, that BDC is giving the money where they would like it to go.” For diversity officer Elizabeth Lim, BDC’s many active employee resource groups (ERGs) across the country are a major focus. These include groups formed around women, Indigenous people, visible minorities, LGBTQ2+, military and persons with disabilities. “What’s key to their success is having the full support and trust of the senior leadership team,” says Lim. “The team lends resources, actively participates and sponsors initiatives. They’re super committed to diversity and inclusion.” One trend she finds interesting is how ERGs are now cross-collaborating on initiatives. For example, other employLANGUAGE TRAINING ON-SITE & SUBSIDIZED OFF-SITE TRAINING

ee resource groups participated in the LGBTQ2+ Ally campaign last year. “These groups initially formed based on a common interest, but they’ve progressed into a force that directly impacts the business,” says Lim. “You have to see people holistically and celebrate and leverage the multiple voices they bring. It’s just like me. I’m female and first-generation Canadian of mixed-race heritage. We don’t fit into one box.” Lim says she expects to see more collaboration in the future, internally and externally. ERGs from different employers in the community are already working together and sharing experiences. “The overall goal is not only to celebrate the different voices that everyone has, it’s bringing everyone to the table and creating that sense of belonging,” says Lim. “This is where we need to go.”  LGBTQ2+ AWARENESS TRAINING

CANADA’S BEST DIVERSITY EMPLOYERS 2020

CAMH builds a culture of compassion for everyone

eynab Hassan felt stressed. The clinical informatics nurse at Toronto’s Centre for Addiction and Mental Health (CAMH) had only five minutes to sell her idea to senior executives last year at the hospital’s annual Innovation Expo. “It was very nerve-wracking,” recalls the York University nursing graduate, whose family settled in Canada from Somalia 20 years ago. “You had to pitch to the CEO, the VP of information management and chief privacy officer.” In the end, Hassan’s team came in third. But their idea, which they dubbed Take My Photo, was the only one to receive funding and is due to be implemented this year. The initiative will enable each patient to receive a professional photo, including hairstyling and makeup. They’ll receive their own copy, and the picture will also be used in their medical chart. “It’ll improve patients’ image of themselves and the public image of people with mental health issues,” says Hassan. “I think it instills hope.” That compassion for patients is reflected in the overall approach CAMH takes to diversity and inclusion. Through a variety of programs and policies, the organization has empowered its people to take leadership roles in promoting inclusion. Hassan is a shining example. Apart from her Innovation Expo success, she is the cochair of a working group formed to combat racism, bullying and violence in the workplace. The group is part of CAMH’s broader Fair and Just Strategic Initiative, launched in 2019 to improve equity across the organization.

“I like CAMH's commitment to social causes and improving the lives of all people.” — Zeynab Hassan Clinical Informatics Nurse

STAFF AT CAMH CELEBRATE PRIDE The working group recently distributed an employee survey to identify issues and gather data on staff experiences with horizontal violence. It also arranged for a guest speaker to discuss workplace bullying and how to achieve an inclusive environment during CAMH’s 2019 Safe and Well Day, an annual event designed to promote the physical and mental health of employees. “I like CAMH’s commitment to social causes and improving the lives of all people,” says Hassan, who is currently pursuing a master’s degree in health informatics, funded in part by CAMH. “I’m looking forward to where they take their progress with all the initiatives that are happening.” Celebrating diversity ultimately leads to better care for patients, says Carrie Fletcher, vice-president, people and experience. “Patient care and the way we treat each other as colleagues are so deeply interwoven,” she notes. “Equity, diversity and

inclusion have always been a focus for us, and we’re always striving to do better.” For CAMH, she explains, that process means being vulnerable as an organization and opening up to sometimes tough conversations. It also requires a commitment to regularly measuring progress. There’s an admirable record to build on. CAMH has a disability accessibility group and “The Usual Suspects,” for staff with experience of addiction or mental illness. In addition, CAMH organizes opportunities to celebrate diversity throughout the year and offers mandatory diversity training for new recruits. The Out of This World Café provides RECRUITMENT & RETENTION INITIATIVE FOR PEOPLE WITH LIVED EXPERIENCE OF MENTAL ILLNESS

employment for people facing systemic barriers and is run by Working for Change, a social enterprise launched by CAMH that operates two other businesses. A similar initiative, Employment Works!, is a unique program designed to help individuals with mental health or addiction issues access meaningful employment through skills development such as resume writing, cover letters, referrals and educational resources. “Diversity is not a check box, it’s a consistent journey,” says Fletcher. “And what we’re now striving for is to achieve an inclusive workforce that truly embraces diversity. Diversity is a fact, and inclusivity is an act.”  JOINT STAFF-LEADERSHIP HORIZONTAL VIOLENCE, ANTI-RACISM, ANTIOPPRESSION WORKING GROUP

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Diversity enriches the workplace culture at CMHC

or Natalie McNamara, a business process specialist at Canada Mortgage and Housing Corporation (CMHC), the organization’s commitment to diversity and inclusion is one of the best things about working there. “It starts at the very beginning,” she says. “From our job postings to our interview panels, accommodations for our candidates and salutations to employees, we try to ensure that we’re inclusive. “We don't say things like ‘ladies and gentlemen’ anymore,” she adds. “We’ve removed ‘his’ and ‘her’ wording from our training modules and policies to really ensure that we’re an inclusive environment for everybody. We try to check our biases and we challenge each other to do so.” CMHC doesn’t just promote diversity and inclusion; it celebrates it. For example, every March 21, the Ottawa office holds a lunchtime potluck to honour World Down Syndrome Day and pays tribute to past and current employees with the condition.

“We recognize that diversity of thought – and of people – are not only essential to good decision-making, they are vital to the success of our aspiration.” — Evan Siddall President & CEO “A retired employee with Down syndrome comes back for this event and often makes a speech,” says McNamara. “At CMHC, we really value and respect everyone.” There are many such celebrations at CMHC. “Throughout the year, our employees organize celebrations and events to mark key diversity milestones, like National Indigenous Person’s Day, Black History Month, Asian Heritage Month, International Women’s Day, Linguistic Duality

lifeatcmhc.ca #LifeAtCMHC

PRESIDENT AND CEO OF CMHC, EVAN SIDDALL, RAISES THE PRIDE FLAG IN RECOGNITION OF PRIDE MONTH Day and Pride Month,” notes CEO Evan Siddall. “The Pride flag is raised at our Ottawa office during the month of June. These important commemorative days are also often marked with employee blogs and testimonials that connect us to one another and enrich our workplace culture.” Diversity and inclusion are strategic for the company, says Siddall. “We recognize that diversity of thought – and of people – are not only essential to good decision-making, they are vital to the success of our aspiration that, by 2030, everyone in Canada will have a home they can afford and that meets their needs. Our goal is to reflect Canada’s diverse population so we can better serve Canadians.” That philosophy has yielded a number of measures, including the integration of diversity and inclusion into CMHC’s governance framework, and the publication of employee and leadership diversity targets and results every year.

And CMHC is deeply committed to gender equality, notably by supporting a Women in Leadership Network and a Professional Women’s Network. For McNamara, another boon to female employees was the recent adoption of a Results-Only Work Environment (ROWE), which makes life much easier for the mother of two young children. “This afternoon I'm going to my son’s concert at 2 and I don't need to ask for permission,” she says. “If my results are being attained, I can have a really flexible work-life integration.” ROWE™ is part of a broader strategy at CMHC, called the Future of Work Program, which Siddall describes as a way to “better support our diverse and high-performing workforce, as well as members of employment equity groups. Since 27% OF EMPLOYEES ARE VISIBLE MINORITIES

its inception in 2018, the program has completely transformed how we work to better accommodate our differences.” That transformation includes ongoing renovations to CMHC offices to make them more inclusive and accommodating for people of all abilities. The organization also extensively monitors diversity and inclusion in an annual survey that yields a Diversity Index and an Inclusion Index. “I’m proud to report,” says Siddall, “that CMHC’s corporate inclusion score in our Inclusion Index was 82 per cent in 2019, up two per cent from 2018, which reflects a high level of involvement, empowerment and sense of belonging within the company, where the inherent worth and dignity of employees are positively recognized.”  53% OF LEADERS ARE WOMEN

CANADA’S BEST DIVERSITY EMPLOYERS 2020

CN’s commitment to diversity pays off

nn Bain joined CN 13 years ago as an apprentice electrician at the company’s sprawling MacMillan Yard in suburban Vaughan, north of Toronto. It’s home to the railroad’s mechanical repair and maintenance shops as well as a point of origin for outgoing freight trains and a destination for incoming trains. “I’ve seen a big change since I started,” says Bain, who is now a locomotive electrician. “There used to be only one other female electrician and one female mechanic. Now there’s an awful lot of women in the shops. There are also engineers and conductors. Many of our hostlers, who move locomotives and other equipment around the yards, are women.” CN has developed a comprehensive diversity and inclusion plan that has led to a steady improvement in the representation of visible minority employees as well as women across the company. CN is a signatory to the Catalyst Accord which aims to have 30 per cent female representation on corporate boards by 2022. The company has already surpassed that goal with five female directors representing 38 per cent of its board of directors.

“It’s really important for women joining the organization to see women in senior positions.” — Carole Morey Assistant Vice-President, Capital Programs Management & Governance Carole Morey joined CN in January 2019 as assistant vice-president, capital programs management and governance. In addition to overseeing CN's Environment group, she also leads the team responsible for maintaining the company’s vast con-

CN EMPLOYEES FROM THE EDMONTON TERMINAL TRANSPORTATION TEAM tinental rail network as well as increasing capacity, fluidity and reliability through double tracking and the construction of sidings. “My recruitment is an example of CN’s commitment to increasing diversity,” says Morey, who worked for a number of years at the Chicago Transit Authority and rose to become chief infrastructure officer. “CN looked outside the railway industry to public transit agencies where women have traditionally had more opportunities.” In 2018, CN launched a management trainee program to groom new hires for future leadership roles. Fully two-thirds of the initial recruits were from diverse backgrounds and several young women landed in Morey’s group. Apart from mentoring, Morey sees an opportunity to inspire young female employees who are starting their careers. “It’s really important for women joining the

organization to see women in senior positions,” she says. “There’s an old saying: you can’t be what you can’t see.” The company has created a training program called The Changing Face of CN to enhance inclusivity by helping shed light on unconscious bias when recruiting, assessing performance and deciding on promotions. CN has also developed several programs aimed at increasing Indigenous employment and enhancing relationships with over 100 First Nations and Métis communities along its rail network. Dedicated Indigenous affairs representatives promote CN as an employer and business partner that can procure goods and services from Indig40% OF NEW HIRES IN CANADA WERE FROM DIVERSE GROUPS LAST YEAR

enous-owned companies. As well, since 2014 over 2,600 employees have completed a program called Practical Approaches to Aboriginal Community Engagement, introducing them to the unique traditions, culture, values and social structure of Indigenous communities The workforce at CN’s MacMillan Yard is a good measure of the company’s commitment to diversity and the impact of its various programs to promote diversity and inclusion. “We’ve got people from all over the world,” says Bain. “I call it a real League of Nations. They’re from Albania, China, Croatia, Egypt, India, Pakistan and the Philippines. It’s great when we have a potluck, I’ll tell ya.”  CN OFFERS INDIGENOUS CULTURAL AWARENESS TRAINING

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CANADA’S BEST DIVERSITY EMPLOYERS 2020

Inclusion is embedded in the Capital One workplace

s the smell of delicious Caribbean delicacies filled the room, associates at Capital One Canada rhythmically followed the beats of song and dance to celebrate the launch of VOICES, the Toronto-based company’s newest chapter among its Business Resource Groups (BRGs). Bringing together black associates of various backgrounds and nationalities, VOICES was launched in February 2019 to coincide with Black History Month, explains Marsha Henderson, director of operations and the group’s accountable executive. “BRGs are essential for ensuring that inclusive practices are embedded in our workplace,” says Henderson. “The groups promote engagement across cultures, celebrate the unique differences of our associates, and give everyone a chance to connect, share and inspire.”

“Common bonds and connections emerge when people come together to learn from each other, and that's a big part of our culture.”

— Patrick Ens Head of Customer Acquisition & Accoutable Exceutive for D&I

Reflecting the diverse representation in Capital One’s workforce, the bank currently has seven long-standing Business Resource Groups to support its associates and foster a strong sense of belonging through programming and resources. Each group aims to provide a mix of professional development opportunities, knowledge-sharing and community involvement, while empowering associates to take an active role in shaping the Capital One culture. There are groups for associates from the LGBTQ+ community, associates of Asian

CAPITAL ONE EMPLOYEES CELEBRATE BLACK HISTORY MONTH AT THEIR MONTRÉAL OFFICE descent, and associates with disabilities. One in Five raises awareness and provides support for the one out of five Canadians affected by mental health. Women in Technology serve associates who are product managers, product designers, software engineers and data scientists, among other roles. In every group, allies – people who may not directly identify with the group but want to support them –are encouraged to join and actively engage. An accountable executive oversees each group and plays a pivotal role in defining and championing a focused strategy to enhance the impact Business Resource Groups make at Capital One. Professional development is, of course, one of the key outputs of the resource groups. The Women in Technology Business Resource Group, for example, hosted an event in November 2019 for female leaders in technology roles across the

financial services sector. The discussion focused on topics ranging from career journeys and lessons learned to the challenges and opportunities of women in technology and future technology predictions. “Networking and professional development events build a strong sense of community for members of the BRGs,” says Patrick Ens, head of customer acquisition and accountable executive for diversity & inclusion. “Common bonds and connections emerge when people come together to learn from each other, and that’s a big part of our culture.” Ens chairs the company’s diversity council, which draws its members from the leadership ranks of managers and executives. The council meets regularly to develop plans for the year ahead, set 36% OF THE SENIOR LEADERSHIP TEAM ARE VISIBLE MINORITIES

longer-term goals and strategies, and continuously measure and evaluate Capital One’s diversity programs and initiatives. In preparing associates for leadership roles, Capital One has long devoted a significant part of its training programs to recognizing unconscious bias. By learning to recognize unconscious bias, the company better equips associates to address and correct it in their everyday activities. It’s one of the ways the company nurtures talent to maximize everyone’s potential across our entire organization, explains Ens. “At Capital One, we want to attract and retain the top talent that Canada has to offer,” says Ens. “The only way to do that is by continuing to earn our reputation in the marketplace as a leading diverse and inclusive employer.”  40% OF PEOPLE LEADERS ARE VISIBLE MINORITIES

CANADA’S BEST DIVERSITY EMPLOYERS 2020

CAS of Toronto raises awareness of unconscious bias

nconscious bias on the part of well-meaning individuals and organizations can contribute to systemic discrimination in the way young people and families from marginalized communities are treated by child welfare agencies. Addressing this issue has been a major priority for the Children’s Aid Society of Toronto (CAS of Toronto) over the past few years. “It’s a really large goal that’s a major focus for me,” says Farrell Hall, director of diversity, equity and inclusion. “For example, newcomers to Canada may have different behaviours with children, so a Canadian teacher may be concerned about the lunches kids bring to school and refer them to us. “Our top three sources of referrals are the police, schools and hospitals. Each of those groups should have internal ways of educating their people, but we also have a role in helping them strip back biases about race, religion, sexual orientation and so on, and to treat youth through an anti-oppression lens.

“Our approach to diversity, equity and inclusion is very robust.”

— Brenda Smith Anti-Black Racism Lead

“This applies to our own people too. While we’ve raised our level of consciousness, we still have a long way to go.” The CAS of Toronto has had an anti-oppression policy in place for over a decade, and its workforce reflects the diversity of the communities it serves. As part of his role, Hall leads or participates in various equity committees and resource groups. “The way I see it, to be a really good organization, you need to be an

CAS OF TORONTO EMPLOYEES CELEBRATING WOMEN'S DAY AT THEIR OFFICE equity practitioner,” he says. A particular problem in Toronto has been a disproportionate number of black and biracial children in care, relative to the city’s population. “Historically, some of our own practices have contributed to overrepresentation,” Hall says. “It’s a result of unconscious bias among referrers and our workers. We’re working hard to turn this around.” Brenda Smith is playing a key role in that effort, as anti-black racism (ABR) lead for the downtown Toronto branch. With a bachelor’s degree in social work from Ryerson and a master’s from the University of Windsor, she has been with the CAS of Toronto for 10 years, most of that time as a frontline child welfare worker. “In February 2018, I was seconded to the ABR position on contract,” she says, “as part of a pilot project to improve

services to the African-Canadian community based on our chief operating officer Mahesh Prajapat’s vision for ABR. He’d thought through ideas to address disproportionate representation for black families. Over the past two years, I do think progress has been made.” In November 2019, Smith’s role was extended. “Our approach to diversity, equity and inclusion is very robust,” she says. “Our priorities are improving the experience of African-Canadian children and families.” She also works on ABR issues internally. “Part of our role has been to see how to

OUT & PROUD PROGRAM FOR LGBT COMMUNITY FOR 18+ YEARS

build capacity and knowledge and monitor how ABR is impacting decision-making. We have an employee resource group at Toronto branch and we hope to expand this to all branches. And recently we held a black staff wellness event, attended by more than 90 black and biracial staff. It was a huge success.” Smith was first attracted to the CAS of Toronto by its reputation for innovation. “We have a research component, the Child Welfare Institute, whose data drives our thinking and work. We often blaze a trail – there’s a push for excellence and outside-the-box thinking.” 

BROAD TRAINING, INCLUDING HIDDEN BIAS & ANTI-OPPRESSION

CANADA’S BEST DIVERSITY EMPLOYERS 2020

CIBC leads with inclusion by removing barriers

egally blind from birth, Brian Lee has had to overcome many challenges to succeed in a world that isn’t typically designed with his needs in mind. He holds a bachelor of commerce degree, is a chartered professional accountant, and is a manager of internal audit with the Canadian Imperial Bank of Commerce (CIBC). Lee’s job requires him to closely review documents with clients, and travel to meetings in different locations. “The bank is such a big organization it’s like a city within itself,” says Lee, who has five per cent vision in each eye. For most of his career, Lee has relied on his white cane, a good memory and his team members. Then, as part of a pilot program run by CIBC in 2019, he was able to help test a new technology called eSight glasses. These Canadian-made devices have micro-cameras embedded in the frames, which magnify his field of view and display it on screens within the device.

“Whether it's getting advice at a banking centre, using an ATM or connecting through a mobile device, every touchpoint is an opportunity to create an experience that is welcoming and inclusive of all people.” — John Strevel CIBC Senior Vice President, Client Experience “The glasses are extremely helpful and have given me more confidence because I can now perform my job at the best of my ability,” says Lee. Working to remove barriers for employees is an integral part of the bank’s broader commitment to inclusion and diversity. Since 2017, CIBC has exceeded its annual

CIBC'S BRIAN LEE (SECOND FROM LEFT) CELEBRATES DIVERSITY WITH THE WORKABILITY NETWORK goal of hiring 500 persons with disabilities and invests in a range of programs that support team members living with disabilities, empowering them to thrive. “We want a workforce that reflects the diversity of our clients because that allows us to create more inclusive products and services that support a wide range of experiences and abilities,” says Catherine Tunney Braeken, CIBC director of client accessibility. “Whether it’s getting advice at a banking centre, using an ATM or connecting through a mobile device, every touchpoint is an opportunity to create an experience that is welcoming and inclusive of all people,” says John Strevel, CIBC senior vice-president, client experience. In 2019, the bank also updated its employee and client forms to include a “non-binary” option in addition to “male”

and “female”. This was paired with new training for employees to help them spot unconscious bias in client interactions. “We’re creating an environment where we understand and celebrate our clients’ uniqueness,” says Tunney Braeken. Reflecting and understanding clients through employee initiatives is key to CIBC’s business strategy. The bank supports 10 employee-led networks, including a Women’s Network, a Pride Network for LGBT+ employees, and networks for Indigenous People and members of the black community, among others. The WorkAbility Network ANNUAL INCLUSIVE DESIGN SUMMIT HIGHLIGHTS LATEST PRACTICES & TECHNOLOGIES FOR PERSONS WITH DISABILITIES

connects employees with disabilities, and is regularly consulted regarding the development of new products and services. The network’s membership has more than tripled in the past year to 3,200 members. Lee is an active member of the Toronto chapter of this network and notes that a wide range of employees with both visible and non-visible disabilities are members. “I feel really passionate about improving accessibility,” he says. “And while there is still work to be done, our bank has taken bold and concrete steps to remove barriers for both employees and clients, helping turn their ambition into reality.”  MEMBERSHIP IN 10 PEOPLE NETWORKS GREW TO MORE THAN 14,000 IN 2019

Celebrating a decade as one of Canada’s Best Diversity Employers Every day we celebrate what makes us unique and take pride in our inclusive client-focused culture where talented minds can connect and thrive. Learn more at cibc.com/careers

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Driving big ideas on inclusion at Dentons

ith over 180 locations in 73 countries, Dentons is the world’s largest law firm. And across Dentons’ global network, inclusion and diversity is a critical priority. In 2018, the firm, including Dentons Canada LLP, engaged all of its people in an innovative, 72-hour online discussion known as The Big Inclusion Conversation, to generate new thinking on how Dentons could brainstorm ideas to become even more inclusive. In 2019, Dentons continued to further the conversation by launching The Big Inclusion Project, which saw 22 diverse teams develop ideas to advance inclusion worldwide. The successful team was given the opportunity to present their idea at Dentons’ Global Board meeting in Madrid, Spain. “The Big Inclusion Project saw people from our global network working together on a common goal,” says Jillian Frank, partner and chief talent officer for Dentons Canada. “They really stepped up and led the way.”

“At Dentons, we're working hard to be aware of our own biases and recognize that our notion of how things should work doesn't fit for everyone.” — Karina Pylypczuk Associate Each team was diverse in role, title, and region. With support from Dentons’ board of directors, the teams honed their proposals and prepared a short video to showcase their ideas. With more than 15,000 video views, everyone at Dentons had the chance to vote on the idea they felt was most innovative and impactful. The successful idea – which focused on flexible working conditions – will be imple-

DENTONS TEAM MEMBER'S DEEP COMMITMENT TO INCLUSION IS FELT EVERYDAY, INCLUDING INTERNATIONAL DAY OF PINK mented globally. At the same time, all of the proposals will help to inform Dentons’ inclusion and diversity efforts going forward. Karina Pylypczuk, a Toronto-based associate, participated in one of the global teams. Her group focused on the idea that everyone can play a role in ensuring colleagues from diverse backgrounds feel comfortable and have their perspectives heard. “It’s about being an ally and recognizing some people may have more difficulty integrating into the firm because of perceived or actual biases,” says Pylypczuk. “It can be as simple as ensuring people are comfortable speaking up at a meeting. It could also apply to the mentorship that lawyers do outside the firm with students and other lawyers.” Pylypczuk says the project reinforced that “at Dentons, we’re working hard to be aware of our own biases and recognize that our notion of how things should work doesn’t fit for everyone.”

Frank says the Big Inclusion Project is just one part of an ongoing effort by Dentons to do its part to address the significant diversity and inclusion gaps in the legal profession. She points out that while women and men currently graduate in equal numbers from law schools, female representation at the senior partnership level is typically 30 per cent or less. Similar gaps exist when it comes to race, ethnicity, sexual orientation, gender identity, Indigenous people and people with disabilities. “There really isn’t the progress in the profession that I would like to see,” says Frank. “We’ve got a lot more to do to ensure we are welcoming diverse perspectives and letting people be their authentic selves at work.” 68 OFFICES INVOLVED IN DENTONS' BIG INCLUSION PROJECT

Dentons is working on multiple levels to address this challenge. At the hiring stage, there is increasing focus on ensuring interviewees come from a diverse talent pool and that hiring panels consider issues like unconscious bias. Once hired, the focus shifts to ensuring that everyone can thrive and advance their careers. “Dentons is committed to ensuring that our people are getting the work experience and formal learning required to take on leadership roles” says Frank. Dentons also encourages workplace affinity groups for women, LGBT+ and other under-represented groups. Observes Frank: “People need a safe space to talk about the barriers they face and how to get past them, and they need an organization that supports that.”  45% OF DENTONS CANADA BOARD MEMBERS ARE WOMEN

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Different perspectives are essential at Desjardins

hen she was promoted to manager at Desjardins Group in her 20s, a year after joining the company, Benaaz Irani was, at that time, one of the few women and youngest managers in the role. And as a mother of two – one of whom has special needs – in a position of leadership, Irani was always supported and propelled forward to further her success by her colleagues and mentors across the organization. India-born Irani is now vice-president of the Desjardins Agent Network and has a place on the executive team. Through it all, the company has encouraged her as she raised her children and completed her executive MBA. While her experience in the workplace in Canada has been positive, she knows that’s not the case for everyone. “It’s not always easy for a new immigrant to come in and be successful and to have an organization believe in them,” she says. So Irani was an obvious choice for diversity and inclusion ambassador for Desjardins’ property and casualty division nationally. “We realize it’s not enough to just talk about it,” Irani says. “We need to take action and make it a forefront issue for all employees across the organization.”

“It's very meaningful to be able to help people see things differently and to include people who don't look like them.” — Salwa Salek Director of Organizational Development & Employee Experience “Emphasizing diversity and inclusion is not just the right thing to do,” she adds. “Studies have shown that diverse com-

BENAAZ IRANI WITH MEMBERS OF HER TEAM AT DESJARDINS GROUP panies can improve their performance by up to 35 per cent because of the different perspectives brought to the table. In Canada our customers are diverse; in order to meet their needs, we need to make sure that diversity is reflected in who we are.” The organization’s diversity program is focusing on three groups to start: women, young people and newcomers or cultural communities. One target, of the many they strive for, is to have women comprise 50 per cent of the senior executive team by 2024. “At Desjardins, we aim to be everyone’s number one choice,” says Irani, “and we know that a more diverse and inclusive organization is truly everyone’s choice.” Salwa Salek is director of Organizational Development and Employee Experience at Desjardins and is in charge of the diversity

We don’t offer you a job. We offer you job satisfaction. There’s a difference.

and inclusion strategy for the entire group. Raising awareness is an everyday job for her. “It’s very meaningful to be able to help people see things differently and to include people who don’t look like them,” says Salek. Her group organizes workshops, conferences, competitions and other events dedicated to keeping the importance of diversity and inclusion front and centre. Among them have been activities around unconscious bias in hiring -- how managers may naturally favour job applicants with whom they have the most in common. “We want to make people think differently 33% OF THE EXECUTIVE TEAM ARE WOMEN

and see innovation not only as a technological thing but as a human thing,” Salek explains. “Picking people who don’t look like us, who bring to the table different perspectives because of their cultural background, their way of thinking, is in itself innovation.” For a cooperative organization like Desjardins, whose members are diverse, having employees with different perspectives is essential. “We have to be able to adapt to specific needs but that can bring very positive things to the company,” she says. “At Desjardins, we want to make sure that everyone is around the table.”  12.5% OF EMPLOYEES ARE FROM CULTURAL COMMUNITIES

Find out for yourself. Join the Desjardins family. desjardins.com/careers

CANADA’S BEST DIVERSITY EMPLOYERS 2020

EDC has top-level support for its D&I initiatives

hen Andrea Gardella started working for Export Development Canada, she was a university student happy to have a job in her field that early on. She quickly realized, however, that the export credit agency offered her far more than a paycheque. “The culture made me want to stay,” says Gardella, who almost 10 years into her career is senior economist with the Ottawa-based Crown corporation. “I experienced a team and corporate culture of mutual respect and support for my professional and personal development. “That creates a welcoming and inclusive environment where you feel safe and open to be yourself. You feel heard and understood.” So when Gardella became convinced that EDC could take a more nuanced approach to diversity and inclusion, she felt comfortable saying so. EDC focuses its efforts on the four employment equity groups designated in federal legislation for the public service: women, Indigenous Peoples, persons with disabilities and members of visible minorities.

“Diversity and inclusion is a journey. We're not stopping, or resting on our laurels.” — Mairead Lavery President & CEO That leaves too many gaps where vulnerable people can fall through, says Gardella, noting that not everyone falls into a neatly defined category. Over the last four years she’s become more active and vocal in LGBTQ2+, one of four employee resource groups that organize programming, run events and provide mentoring for their members.

EDC EMPLOYEES CELEBRATING MULTICULTURALISM DAY The groups also collaborate to raise awareness around issues such as mental health and invisible disabilities. “We want to take a holistic view,” says Gardella. “It’s important to have a community of support, not only within groups, but amongst groups.” The employee groups are supported by, and provide feedback to, EDC’s formal Diversity and Inclusion committee. The committee chair is none other than president and CEO Mairead Lavery. Lavery, formerly a senior executive in the private sector, joined EDC in 2014. As a senior vice president, she embraced the committee’s mandate to ensure the organization maintains a diverse and inclusive workforce. In February 2019, she became the first woman named to the chief executive’s role in EDC’s 75-year history. Despite her new responsibilities, Lavery made the unusual decision to stay on as

committee chair as well. It was a powerful statement about the importance of diversity and inclusion to both EDC’s day-to-day operations and to its overall business plan. Since 1944, EDC has helped Canadian businesses with their international goals. Its workforce needs to reflect the diversity of both Canada and the international marketplace, where Canadian companies of all sizes are exporting their goods and making investments. “Diversity and inclusion are at the core of everything we do,” says Lavery. “We really want to make a difference for Canada and that means having the right people and the right plans. And that means having people who understand a specific community executing a specific plan with 49% OF MANAGERS ARE FEMALE

concrete measures.” In 2018, for instance, EDC facilitated nearly $400 million in business for women-owned and women-operated enterprises, far exceeding the $250-million target it had set in support of Ottawa’s broader Women Entrepreneurship Strategy. Proud of all that EDC has accomplished, Lavery also knows that when it comes to diversity and inclusion, there will always be more to be done. Still, she’s confident the organization will continue to be proactive, rather than reactive, in meeting new targets and reflecting society’s evolving expectations. “Diversity and inclusion is a journey,” says Lavery. “We’re not stopping, or resting on our laurels.”  19% OF EMPLOYEES ARE VISIBLE MINORITIES

PROUD TO BE ONE OF CANADA’S BEST DIVERSITY EMPLOYERS. FIÈRE D’ÊTRE AU RANG DES MEILLEURS EMPLOYEURS AU CHAPITRE DE LA DIVERSITÉ AU CANADA.

CANADA’S BEST DIVERSITY EMPLOYERS 2020

KPMG takes action to further inclusion and reconciliation

s a leading professional services firm with offices in cities and towns across Canada, KPMG LLP is committed to an inclusive workplace and culture where everyone feels comfortable. So when Robyn Budd, a manager in its global infrastructure advisory team in Vancouver, wanted to establish an Indigenous Peoples’ Network at the firm, she got the full support of KPMG’s leadership. The goal of the network is to bring together Indigenous and non-Indigenous people throughout KPMG in Canada to share and learn from each other. Budd started the network with Tammy Brown, national industry leader of industrial markets at KPMG, at the beginning of 2019. Since its inception, it has already attracted 65 members, and continues to grow. “It has evolved into an education and capacity-building machine, if you will, as well as supporting colleagues and also supporting the external communities,” says Budd. The network regularly holds awareness events and brings in speakers as well as developing resources such as allyship guides and land acknowledgement messaging.

“There is a growing expectation that Canadian organizations are playing an active role in reconciliation.”

— Stephanie Braid Senior Manager, Inclusion & Diversity

A key goal is to grow the Indigenous presence at KPMG, and she looks forward to sharing and eventually handing off leadership of the network to an Indigenous person in the near future. Budd grew up in Woodstock, Ont., not far from the Six Nations of the Grand River. She first took an interest in Indigenous culture in grade school when the territory of

ROBYN BUDD (FAR RIGHT) WITH KPMG IN CANADA’S NATIONAL INDIGENOUS PEOPLES NETWORK MEMBERS AND TOUR GUIDE, AT THE BILL REID GALLERY OF NORTHWEST COAST ART IN VANCOUVER Nunavut was formed, and immersed herself in learning Inuktitut. Later, during a school trip to Six Nations, she was deeply moved by a survivor who talked about the residential school experience. She jointly studied Indigenous History and Public Policy at McMaster University, where she focused her thesis on the Métis Nation. Before she joined KPMG in 2017, she often worked in Indigenous relations, including roles with various government organizations. “A key reason I joined KPMG was the opportunity to continue my involvement in the Indigenous space, helping grow that business and consulting with the First Nations, Métis or Inuit communities,” she says. “KPMG has been really supportive of the Indigenous network,” she continues. “The most senior leadership of the organization is entirely behind it and makes time for me to focus on the network. And I find that partners across Canada are getting in

Big plans and even bigger career opportunities. Let’s do this. kpmg.ca/careers

touch every week to say that an opportunity has come up that involves an Indigenous community or business, and asking how we can tailor our services to be more mindful of that.” Stephanie Braid, Toronto-based senior manager of inclusion and diversity, says engagement and outreach to Indigenous people is an important element of KPMG’s broad commitment to inclusion. “There is a growing expectation that Canadian organizations are playing an active role in reconciliation,” she says. “Our people, clients and communities expect us to have a voice. We collaborated with Robyn to build the Indigenous Network as one way to engage the voices and passions 57% OF SENIOR EXECUTIVES ARE WOMEN

of our people to move this critical priority forward.” In addition to its commitments to inclusion, KPMG is also focused intensely on advancing diverse talent. Its goal is to reach 30 per cent women and 20 per cent visible minorities by 2022. The firm has also made strides in mental health awareness, appointing a chief mental health officer and recently enhancing mental health benefits for employees. KPMG, Braid notes, puts “inclusion” first in its name for her team, because, “diversity is a fact, it’s all around us. But without inclusion, you will fail to empower people and tap into the innovative power of those diverse perspectives.”  86% OF EMPLOYEES FEEL THE FIRM SUPPORTS THEIR MENTAL HEALTH WELLNESS

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Manulife marches PROUD across Canada

hen Christopher Ward marched with Manulife in the Halifax Pride Parade in 2018, he had a lot to celebrate. Manulife had been celebrating Pride globally for five years, but it was Manulife’s first time marching in a Canadian Pride parade. Over 75 employees and allies enthusiastically carried the Manulife banner. Following the Halifax Pride parade, Manulife went all in with the Toronto Pride parade in 2019, with president & CEO Roy Gori and chief human resources officer Pam Kimmet leading the pack. The company even flew Ward and other employees to Toronto to march with 200 rainbow-clad colleagues and their families. Plans for 2020 are already underway. “Pride is our opportunity to say, ‘Hey, this is the company I work for publicly supporting me,’” says Ward, manager of mortgage solutions in Halifax and one of the champions behind Manulife’s participation. “It’s also important for people watching the parade, who may currently be in a job like I was before Manulife, where they have to hide who they are. “I want the community to know Manulife is a place where we embrace diversity and that you can come through our doors on your very first day and not be afraid to say, ‘my husband’ or ‘my wife’.”

“We really believe that no one should have to choose between being who they are and doing the work that they love.” — Sofia Teixeira Global Head of Diversity & Inclusion As co-chair of the Halifax chapter of PROUD, an employee resource group for LGBTQ+ employees and allies, Ward wants to foster an environment where

MANULIFE'S EMPLOYEES, FAMILY AND FRIENDS CELEBRATING PRIDE IN TORONTO LAST YEAR everybody feels supported, and to educate. The group hosts lunch and learns as well as workshops on gender because he feels a lot of people have misconceived notions about what it means to be LGBTQ+. “My life with my husband isn’t different than their life with their opposite sex partner,” says Ward. “We live very similar lives. I want to share that and turn people into allies by educating them.” Ward also co-led the company’s successful Day of Pink initiative where people wear pink to raise anti-bullying awareness. That included a company-wide competition to design a t-shirt for the event, with sales of the winning shirt raising more than $6,000 for the Canadian Centre for Gender and Sexual Diversity. “Everyone wanted one of these Manulife t-shirts to show their support, from the CEO down,” says Ward. “It makes me feel

grateful that I’m able to work for a company that supports me.” Sofia Teixeira, global head of diversity and inclusion, says that as a corporation, Manulife needs to make sure both employees and the public know that it not only stands with the LGBTQ+ community but will show that support publicly. “It’s incredibly important that we attract and retain the best talent, and to do that we have to be clear we welcome LGBTQ+ people to come and work with us,” says Teixeira. “We want to ensure that everyone can bring their whole selves to work and do their best work here, because we really believe that no one should have to choose between being who they are and 5 CANADIAN EMPLOYEE RESOURCE GROUPS WITH OVER 5,200 MEMBERS

doing the work that they love.” Teixeira says participation in Toronto Pride has had a huge impact on the culture at Manulife and increased engagement within the company. “This is a key moment in our company’s history,” says Teixeira. “We received a ton of overwhelmingly positive feedback. The Pride parade in Toronto is one of the largest in the world, so it was a great opportunity for us to stand up for inclusion. It sent the message across our company that yes, we’ve made a lot of progress in advancing diversity and inclusion, specifically with the LGBTQ+ community. Milestones like this one keep us motivated as we continue to make strides on our journey.”  ANNUAL PRIDE CELEBRATIONS IN OFFICES AROUND THE GLOBE

Proud to be one of Canada’s Best Diversity Employers Manulife, Manulife & Stylized M Design, and Stylized M Design are trademarks of The Manufacturers Life Insurance Company and are used by it, and by its affiliates under license.

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CANADA’S BEST DIVERSITY EMPLOYERS 2020

At McCarthy Tétrault, it’s time for Inclusion Now

ona Tomlinson joined McCarthy Tétrault LLP as a storage clerk in 1998, and through several decades and promotions she has seen the national full-service law firm transform. Now a records coordinator, Tomlinson, who has been out as a lesbian since her initial job interview, says she’s always felt welcome and supported. Even so, in her early days few others at the firm openly identified themselves as members of the LGBTQ+ community. “Now I no longer feel like I’m in a secret club,” Tomlinson says. “We hold Pride Parties and run educational programs, and in 2019 we were the only national law firm to march in Toronto’s annual Pride Parade. I also joined our firm’s Pride Action Group, where there is so much open dialogue about what inclusion means.” The action group reflects the latest developments at Toronto-based McCarthy Tétrault, where diversity, inclusion and corporate social responsibility are longstanding values. In 1921, when 99 per cent of all law school graduates were male, it became one of Canada’s first law firms to hire a woman lawyer. Today, thanks to deliberate efforts to increase opportunities for women, it has met or exceeded a number of benchmarks set to measure their progress.

“We want all of our people to know their contributions are valued and respected.” — Dave Leonard CEO Even so, CEO Dave Leonard says there’s still more to be done. He adds that the firm is determined to move the needle for women, and for other equity-seeking groups who reflect the diversity of

DAVE LEONARD, CEO AND PARTNER (LEFT); AND MONA TOMLINSON, RECORDS MANAGEMENT COORDINATOR (RIGHT) AT MCCARTHY TÉTRAULT Canadian society. To that end, in 2019 it launched Inclusion Now, an action-oriented program designed to fast-forward the firm’s commitment to creating an inclusive workplace where programs and policies are in place to enable everyone to succeed. Highlighting the importance of the undertaking, McCarthy Tétrault established an Inclusion Now Council composed of the firm’s senior leadership. Leonard is chair and, along with the others, is accountable for its success. “The research has shown, and we know from experience, that for D&I efforts to succeed, leaders need to take personal responsibility,” Leonard says. “If it’s not a focus, it doesn’t happen.” The firm also created four action groups – Gender, Race, and Abilities, as well as Pride – each chaired by an equity partner and whose members are volunteers.

NOW

Their role: implement initiatives relating to recruitment, retention, education, community service and pro bono. Seventy people have signed up for the first action group, Pride. A long-term goal for Leonard is to see diversity become so ingrained that special D&I initiatives are no longer needed. Until then, the firm will use key metrics to measure its progress in recruiting and retaining lawyers and employees from diverse backgrounds and abilities. “We want all of our people to know their contributions are valued and respected,” says Leonard. Tomlinson, for one, has gotten the message. She appreciates how the firm, 50% OF LEADERSHIP TEAM ARE WOMEN

by promoting within, has enabled her to advance in her career. As well, colleagues demonstrate their personal regard by supporting her community activism. McCarthy Tétrault is a major corporate charitable donor and invests deeply in pro bono work. But individuals are encouraged to identify their own charitable priorities and Tomlinson’s colleagues generously donate to her fund-raising efforts for a local non-profit, Abuse Hurts. She’s also looking forward to being an active participant in the Pride Action Group. Says Tomlinson: “I’m really excited about shaping the culture and changing policies.”  FOUR-MEMBER DEDICATED INCLUSION OFFICE

is the time for action, inclusion and belonging. Inclusion Now

McCarthy Tétrault LLP

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Diversity is embedded at Norton Rose Fulbright

uring a recent hiring interview at Norton Rose Fulbright Canada, a candidate described for Troy Ungerman and his colleague how they approach challenging situations. The candidate’s answer was unexpected and different to what the interviewers expected. “This is the beauty of bringing diverse perspectives together,” says Ungerman, a partner at the firm and co-chair of the firm’s mergers and acquisitions practice. “As interviewers, we both appreciated that this candidate could offer us something different. “It’s important not to make snap judgments,” says Ungerman, “We learn that through our unconscious bias training sessions.” From setting goals for representation of women in the partnership to challenging unconscious bias, Norton Rose Fulbright goes to great lengths to weave diversity and inclusion into the fabric of its culture. “We’ve incorporated diversity and inclusion into everything we do,” says Sacha de Klerk, Norton Rose Fulbright’s head of diversity and inclusion. “We want our colleagues to be free to be their authentic selves.”

“The first thing I noticed when I joined the firm was its strong cultural dynamic. Then and now, it feels like a family.” — Troy Ungerman Partner, Chief Diversity & Inclusion Officer & Co-chair, Mergers & Acquisitions One of the world’s 10 largest law firms, with offices in more than 50 cities throughout the world, Norton Rose Fulbright has more than 1,600 full-time partners and employees in Canada, including lawyers and patent and trademark agents involved

NORTON ROSE FULBRIGHT PANELISTS SPEAKING AT AN EVENT in business law, dispute resolution and litigation, intellectual property, and employment and labour. As one of several regional heads of diversity and inclusion within the global firm, de Klerk talks weekly with her counterparts about advancing the firm’s diversity and inclusion work. “The strategy is customized to local priorities,” she says. Even within Canada, where the firm operates offices in Calgary, Montréal, Ottawa, Québec City, Toronto and Vancouver, employees at Norton Rose Fulbright bring different perspectives to their work, says Ungerman, whose practice focuses on mergers, acquisitions, divestitures, strategic alliances and corporate finance. “In my practice I work across all our offices and practice groups,” he says, “and I see a huge diversity of opinion and working style.” By raising awareness of how each person at the firm can enhance and foster its inclusive culture, Norton Rose Fulbright becomes a stronger organization, says Ungerman, who’s also the firm’s chief diver-

sity and inclusion officer and chair of its Pride network, set up in 2012 to engage LGBTQI+ colleagues and allies. “Ultimately, our clients benefit when diversity and inclusive culture inform our decisions. It produces the best results for our clients and confirms our leadership.” Driven by the commitment of its leaders, Norton Rose Fulbright has programs and policies in place such as global gender targets to increase the representation of women across the partnership and on all leadership committees. In striving for transparency, the firm not only measures its progress, it also makes its data public. “We publish our demographic information annually,” says de Klerk, “to show our representation across all areas of diversity and hold ourselves accountable for making progress.” Norton Rose Fulbright monitors the impact of other diversity and inclusion initia24% OF THE FIRM’S PEOPLE ARE NEW CANADIANS

We are proud to be one of Canada’s Best Diversity Employers for the third consecutive year Law around the world nortonrosefulbright.com

tives, such as its student diversity programs and auditing processes like mitigating unconscious bias in its promotion decisions. “We don’t shy away from open dialogue for fear of saying the wrong thing,” says de Klerk. “It’s OK to say the wrong thing, because it creates an opportunity for learning.” As de Klerk acknowledges, “It’s important to have good programs and policies in place, but programs and policies don’t advance culture. It is down to each of our actions and behaviour.” The culture at Norton Rose Fulbright has advanced on its fundamental adaptability and inclusiveness. In fact, says Ungerman, who joined the firm almost 20 years ago, “The first thing I noticed was its strong cultural dynamic. It feels like a family. “We’re bigger now, but we haven’t lost that key element of our culture.”  FIVE EMPLOYEE RESOURCE GROUPS

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Cultivating diversity helps Nutrien feed the world

hen Kayla Dmytriw and a coworker started an employee resource group (ERG) called Pride@Nutrien at Nutrien Ltd., they intended to provide a safe space for their fellow LGBTQ+ employees at the company. “But after we started it,” she says, “other employees came to us to thank us, because they had children and grandchildren who were coming out as lesbian or gay or transgender, and they felt confused or didn’t know what to do.” Dmytriw, an IT analyst at Nutrien’s potash mines in Cory and Patience Lake, near Saskatoon, consulted with her ERG members to offer advice and, in some cases, direct the interested employees to other resources where they could find information and support. Formed from a merger that closed in 2018, Nutrien is the world’s largest provider of crop inputs and services, producing and distributing 27 million tonnes of potash, nitrogen and phosphate products annually and employing over 20,000 people on four continents. “Diversity is part of our responsibility as a global corporate citizen,” says Anna Snell, senior director of culture and organizational effectiveness, who played a major role in coordinating the integration of human-resources systems, policies and procedures after the merger.

“If people feel valued and included, they stay. They feel inspired to do their best every day.”

— Anna Snell Senior Director of Culture & Organizational Effectiveness

“Feeding the world means more than helping to grow crops. We also view diversity as a tremendous business advantage,

NUTRIEN EMPLOYEES PARTICIPATE IN THE 'ROCK YOUR ROOTS' WALK FOR RECONCILIATION IN SASKATOON, SK so we choose to encourage and cultivate an inclusive culture.” Pride@Nutrien is an integral part of that culture, one of five ERGs at the company, along with Women in Nutrien, MilitaryStrong@Nutrien, Young Professionals Network and Women in Non-Traditional Environments and Roles. “Nutrien’s management has been incredibly supportive,” says Dmytriw. “When we talked to them about the resources we’d need for Pride@Nutrien, they said, ‘Whatever you need, we’ll get it for you’.” As well as a resource for employees, ERGs contribute to Nutrien’s organizational strength by helping the company with recruitment and contributing to an inclusive work environment. “If people feel valued and included, they stay,” says Snell. “They feel inspired to do their best every day. So there’s a lot of upside to diversity and inclusion.” As a global organization, Nutrien accommodates regional diversity factors. “We look at the face of the customer and other stakeholders to make sure our em-

ployees reflect the environment in which they work,” says Snell. In Saskatchewan, for example, Indigenous populations form a significant part of the community, and Nutrien pays close attention to Aboriginal relations throughout the province. The company invests more than $1 million a year to community partners and organizations promoting reconciliation and closing the Aboriginal education and labour-market participation gaps. The company provides Aboriginal awareness training for Saskatchewan employees, includes Aboriginal recruitment strategies, supports programs and services related to education, employment and health in Aboriginal communities, and engages Aboriginal suppliers in meaningful procurement relationships. Nutrien has also encouraged its vast supplier network to build their own Aboriginal strategies and supports them FIVE ERGS WITH 12 CHAPTERS ACROSS NORTH AMERICA

with an Aboriginal Content Playbook. To assess the effectiveness of its diversity and inclusion initiatives, the company not only gathers data but also listens to its employees talk about their work and life experience. Recently the company has been conducting one-on-one interviews with selected employees to assess the influence of these initiatives on the company’s culture. “I can give you numbers,” says Snell, “but the value comes when you’re actually doing something to practise inclusiveness.” For Dmytriw, the impact on inclusiveness of Pride@Nutrien exceeded her expectations. “People feel comfortable now when they talk about an LGBTQ+ son or a daughter, because they know their co-workers will be supportive,” she says. “When we started it, we never thought our ERG could help non-LGBTQ employees. But it benefits everybody.”  33% OF NUTRIEN'S BOARD OF DIRECTORS ARE FEMALE

We’re honoured to be recognized as one of

Canada’s Best Diversity Employers

nutrien.com/careers

CANADA’S BEST DIVERSITY EMPLOYERS 2020

The City of Ottawa works to break down barriers

s part of an ambitious program to promote diversity and inclusion across its workforce, the City of Ottawa holds “diversity cafés” where employees freely and frankly share their experiences. Sheila James, a specialist with the City’s diversity and inclusion team, recalls one of those cafés held last year. “Some participants spoke about the reality of living with mental illness and depression,” she says. “Others spoke about debunking racial stereotypes or coming out as gay in the workplace.” The City’s diversity and inclusion program is about recruiting, hiring, retaining and nurturing a talented workforce that reflects the residents they serve. “Our goal is to make this city a great place to work, play and live,” says Valerie Turner, general manager, innovative client services. “To do that, we need the broadest representation possible from the diverse communities who are also our clients.” The City strives to maximize participation from the four Employment Equity groups — Indigenous Peoples, members of visible minorities, persons with disabilities and women. But the mandate is also constantly evolving and expanding. New immigrants, the 2SLGBTQ+ community and those who identify as non-binary or gender-diverse are among the people the City reaches out to hire and engage.

“People who have different perspectives also come up with very different solutions.” — Sheila James Specialist, Diversity and Inclusion In 2018, the City established the Community Champions Table Network, a consultative body drawn from members of a wide range of equity-seeking groups. By

THE TEAM BEHIND ONE OF THE CITY OF OTTAWA'S DIVERSITY CAFÉS CELEBRATING THEIR NOMINATION FOR A CITY MANAGER’S AWARD OF DISTINCTION working directly with community members, the City is able to better identify potential barriers to employment, recruit and source talent, and develop innovative solutions. This kind of community engagement also helps inform the City’s annual Career Showcase, which in 2019 drew over 500 members of the general public. The showcase provides participants with information on career opportunities with the City as well as workshops on applying for jobs, building resumés and improving interview skills. “Making the interviewing and hiring process more transparent and equitable is just the first step towards creating a fair and respectful workplace,” says James. The next step is to retain those new hires, by making them feel welcome and supporting them to advance in their careers. One way the City is doing this is through the creation of affinity groups that help diverse employees identify each other,

The City of Ottawa is proud to be selected as one of Canada’s Best Diversity Employers. A City for everyone. Visit ottawa.ca/careers

network and find mentors who are also diverse. Another key guiding principle is that all employees should feel safe to self-identify and be their authentic selves at work. “The reality is that people don’t always feel safe self-identifying among their peers,” says James. “Some also face unique challenges. I’m a South Asian Canadian and so, visually, people can see when I walk into a room that I am racialized or, simply speaking, brown. But others, such as those with learning disabilities, are not as visible. And because of stigma, real or perceived, they may be uncomfortable sharing that information about themselves.” “Breaking down barriers provides multiple benefits,” adds James. “For those 43% OF MANAGERS ARE WOMEN

from traditionally marginalized communities, it opens up new career opportunities. They, in turn, can help others reach their full potential.” “People who have different perspectives also come up with very different solutions. The more we hear and learn about the lived experience of diverse employees, the better equipped we are to create programs to support and include everyone.” Turner makes a similar point, stressing that, when applied across a workforce of 17,000, diversity and inclusion is a key driver for innovation. “We adhere to the philosophy that brilliance comes from everywhere,” says Turner. “Being able to draw on a variety of perspectives clearly strengthens the way we conduct our business.”  12% OF EMPLOYEES ARE VISIBLE MINORITIES

CANADA’S BEST DIVERSITY EMPLOYERS 2020

At Rogers, culture drives diversity and inclusion

“

As a young female, I feel I’ve been able to advance at Rogers based on achievements and merit,” says Kendall Milne Bancroft, senior director of network product management and marketing at Rogers Communications Inc., “and I’ve experienced equal opportunities in my career.” With a bachelor of commerce degree from the University of Guelph, Milne Bancroft joined Rogers in 2009 in a frontline sales position, selling cable products to small businesses. Since then, she has advanced through seven roles from sales into network products and marketing. Along the way, and with the company’s support, she says, “I’m adding to my leadership capabilities. “I’ve become a better coach and a better listener,” she continues, “and I can see the importance of diversity and inclusion in advancing the company’s objectives. In my role, I influence both, so that everyone can be themselves, share opinions and speak openly.” In 2015, under its inclusion and diversity strategy, Rogers set measurable goals for advancing women and visible minorities into leadership positions while growing the company’s population of Indigenous peoples, persons with disabilities and LGBTQ2S+.

“If you focus on the right initiatives, people don't just join, they stay.”

— Nancy Nazer Senior Vice-President, Organization Development, Talent Acquisition & Learning

“It’s like building a house,” says Nancy Nazer, senior vice-president of organization development, talent acquisition and learning. “We have the foundation in place

ROGERS EMPLOYEES COLLABORATING IN THE SOCIAL CAFE

and we’re working together to build a truly inclusive workplace where everyone feels they can bring their whole self to work. And we’re using data to make more informed decisions. “We have great programs in place to help each of our 26,000 employees grow with us, including groups and partnerships specifically geared towards our women employees. For example, our women-focused diversity group hosts mentoring circles and partners women with allies across the organization, all with the goal of moving women forward. We are also introducing unconscious bias training for employees this year, to help us create an open, trusting and inclusive workplace where diversity of thought, honest conversations and meritocracy are embraced and enforced.” In the company’s drive to create the workplace of the future, employee engagement has risen to 85 per cent in annual surveys, up 10% points since 2014. With its data-driven approach to

workplace culture, Rogers is positioning itself for the future, Nazer says. “We need to track trends in the workplace. Millennials and Gen Z now account for 54 per cent of the population. In five years, that figure will rise to more than 75 per cent. “They’ll be our customers, as well, so we have to understand them and their needs and adapt our programs and priorities to meet them so we can ensure that Rogers remains a destination for talent. “Having those metrics helps us advance our inclusion and diversity strategy,” says Nazer, who holds a PhD from the University of Toronto. “If you focus on the right initiatives, people don’t just join, they stay. People truly are our differentiators.” In advancing to her current role in the company, Milne Bancroft has expanded her leadership capabilities through courses in 84% OF EMPLOYEES FEEL INCLUDED AT WORK

coaching and development, communication and storytelling and personal development. “They’ve helped to unlock my potential,” she says. “Rogers identifies top talent and gives you access to the tools you need and also to the people you need. “That kind of sponsorship is important. It’s inherent in our culture. There are endless opportunities to have the career you want at Rogers, and they’re supported by leadership and allies.” Since she joined Rogers in 2014, Nazer has seen the impact of the company’s cultural initiatives. “There’s amazing passion here,” she says, “and it begins at the grassroots. People aren’t just waiting to be told to do something. They want to get involved in the company’s future. That passion lives in the culture.”  DIVERSITY TRAINING & AWARENESS, INCLUDING MENTAL HEALTH & UNCONSCIOUS BIAS

Together, we make more possible. See why we’re one of Canada’s Top Diversity Employers at jobs.rogers.com.

CANADA’S BEST DIVERSITY EMPLOYERS 2020

RBC is taking D&I conversations to the next level

or some people, their first summer job is hardly worth remembering. Then there’s Jessica Shute, who participated in the RBC Indigenous Student Internship Program. Her work experience at the bank’s Fort Frances branch in northwestern Ontario was life changing. “I discovered I had a passion for finance,” says Shute, a member of the Couchiching First Nation who later moved to Toronto to attend Ryerson University. After graduating with a degree in business management and finance, Shute landed a full-time position in RBC’s main downtown Toronto branch. Now 10 years into her career, Shute is a mortgage specialist, personal & commercial banking. She is also national co-chair of the Royal Eagles, an employee resource group (ERG) for Indigenous employees and their allies. Shute says being involved with the group hasn’t just helped with her career development, it’s how she learned to speak up about her Ojibwe culture and heritage. “Having grown up on a reserve for 17 years, and with grandparents who attended residential schools, I wasn’t always comfortable talking about my Indigenous heritage,” says Shute. “It’s only since joining the Royal Eagles at RBC that I’ve embraced my Indigenous identity and understood the importance of speaking about it.”

“If we all speak up, we can create a safer and more inclusive environment for everyone.” — Nadine Ahn Senior Vice President, RBC Capital Markets Finance As one of Canada’s largest employers, RBC has long held diversity and inclusion (D&I) as a core value. Nadine Ahn, senior vice-president of RBC Capital Markets

NADINE AHN (BACK RIGHT) AND JESSICA SHUTE (FRONT RIGHT) WITH RBC’S GLOBAL DIVERSITY TEAM Finance and Investor Relations, says that D&I is aligned with RBC’s purpose to help clients thrive and communities prosper. As such, D&I is interwoven into everything the bank does, she says. Codes of conduct, and a range of programs cover everything from recruitment to developing leaders. It starts at the top with RBC’s Diversity Leadership Council and extends to interactions with clients and suppliers. Throughout, the emphasis is increasingly on inclusion. “Diversity is about what we are doing, inclusion is about how diversity is put into action,” says Ahn. “Do employees feel included, engaged and empowered to speak up? Without inclusion, you’re not harnessing the full power of diversity.” The bank actively listens to its employees via a range of measures, with an annual employee opinion survey, focus groups and town halls among them. In addition to sup-

porting one another, the members of the nine ERGs also work to promote a better understanding of their unique perspectives within the larger RBC community. RBC is also driving important D&I conversations outside of the bank. Its newest campaign, That Little Voice, is aimed at inspiring individuals to override the internal voice that tells them to keep quiet when they witness inappropriate behaviour. The campaign includes a series of online videos depicting scenarios around stereotypes, racist comments, inappropriate jokes and other insensitive or non-inclusive conduct. The videos are accompanied by learning and discussion guides so people can feel safe speaking up for themselves or others.

46% OF EXECUTIVES ARE WOMEN

“There are powerful psychological barriers preventing people from having these uncomfortable conversations,” says Ahn. “But if we all speak up, we can create a safer and more inclusive environment for everyone.” Shute, for one, is well acquainted with the power of speaking up. She says her story, where she joined Royal Eagles and reconnected with her Indigenous background, is a common one. But she sees people change as they learn about the culture from elders and connect with other Indigenous employees. “They realize that they don’t have to feel shame, but can take pride in who they are,” she adds. “You can just see the joy they’re feeling.”  39% OF MIDDLE MANAGEMENT AND ABOVE ARE VISIBLE MINORITIES

We’re proud to be named one of Canada’s Best Diversity Employers. At RBC, diversity and inclusion is more than just a value, it’s our strength. Learn more at www.speakupforinclusion.com

CANADA’S BEST DIVERSITY EMPLOYERS 2020

Employees take pride in TD Bank’s inclusive ways

en years ago, Sharon Chung made a decision that would transform her career at TD Bank and her life. She had been with the bank for 20 years, having started in a branch as a part-time customer service representative while in high school, later moving into full-time roles with growing responsibility at the corporate level. “Then something pivotal happened that would affect my professional and personal life in a profound and positive way,” she says. “I was invited to join our LGBTQ2+ employee resource group and eventually lead employee initiatives, events and programs that would affect our LGBTQ2+ strategy.” She was excited about the opportunity to be an active and visible employee volunteer, but also worried about its potential implication. “I would have to come out in a big way, and I had some fears about that,” she explains. “What’s visible to people is that I’m an Asian woman – what’s less obvious is that I was born and raised in Jamaica, and I identify as a lesbian. “There were conflicts in my upbringing between the Asian and Caribbean cultures, and being gay wasn’t welcomed in my family. I learned to hide my true self from others, so I spent the first part of my career doing well but flying under the radar.”

“The emphasis is on bringing your best self to work, no matter who you are. It's about including everyone, not excluding anyone.” — Tim Thompson SVP, Canadian Personal Banking Strategy & Transformation Despite her reservations, Chung said yes to the opportunity and threw herself into working on LGBTQ2+ initiatives. “I gained deep knowledge and understanding

SHARON CHUNG, SENIOR MANAGER, DIVERSITY SOURCING AND LGBTQ2+ TALENT ACQUISITION AT TD BANK of the community, expanded my network and grew my TD gay family. My whole world opened up.” Now, as senior manager, diversity sourcing and LGBTQ2+ talent acquisition, she says, “I’m living the dream. I’m proud to be known as the gay recruiter for TD, which is recognized as a leader in diversity, especially in our community.” TD’s LGBTQ2+ strategy is part of a more general commitment to fostering diversity and inclusion that dates back to 2005, when the bank established a diversity leadership council, along with an LGBTA working group. “The emphasis is on bringing your best self to work, no matter who you are. It’s about including everyone, not excluding anyone,” says Tim Thompson, senior vice president, Canadian personal banking strategy and transformation. “We strive for more human interactions and focus on our colleagues first. This is very deliberate and

TD is proud to be one of Canada’s Best Diversity Employers. jobs.td.com

important – we need to provide a welcoming and inclusive environment for our colleagues before we can earn the right to serve our customers.” Thompson is also chair of TD’s LGBTQ2+ executive steering committee. Like Chung, he was initially hesitant about coming out at work. He joined TD in 1990 but it wasn’t until 2007, when he had reached a position where he interacted with senior leaders and heard how they spoke about such issues, that he began to share his identity with colleagues. “It was a huge weight off my shoulders when I came out,” he says now. “I found I was safe to be who I am.” Measuring progress on LGBTQ2+ is-

83 PRIDE FESTIVALS SUPPORTED ACROSS NORTH AMERICA

sues can be challenging, Thompson notes. “There’s not much data available even from Statistics Canada, so we get our own data, through surveys of our colleagues, customers and the community. One thing we know is that half of our colleagues who identify as LGBTQ2+ haven’t come out yet at work. “Our strategy is long-term and evolves relentlessly year after year. There are some landmarks, such as being the first bank to sponsor a pride festival and to offer benefits for same-sex spouses and for gender affirmation surgery, but they’re part of a continuous effort to move the agenda forward. There’s lots more to do, but we’re at the forefront.”  OVER 160 LGBTQ2+ COMMUNITY INITIATIVES SUPPORTED ACROSS NORTH AMERICA

CANADA’S BEST DIVERSITY EMPLOYERS 2020

A focus on belonging at the University of Waterloo

hen your biggest customers come from all over the world, speak a multitude of languages and represent a variety of cultures, serving them properly is of the utmost importance. For the University of Waterloo to continue its long history of academic excellence, students – the institution’s biggest customers – need to see themselves reflected in the faculty, the staff and the administrators. “People need to feel safe and included so they can perform at their highest potential,” says Gina Hickman, director of equity at the university. “There is considerable focus here on the values of belonging and strengthening diverse communities and acknowledging that excellence and care can go hand in hand. It’s not enough to bring people through the door; they need to be able to succeed when they’re here.” But it’s also essential that the university – a large employer in the community – be an example of best practices. “As a large public-sector institution there’s an onus on us, not just because it’s legislatively required but because it’s the right thing to do,” explains Marilyn Thompson, associate provost of human resources.

“People need to feel safe and included so they can perform at their highest potential.” — Gina Hickman Director of Equity “We have faculty members who are experts in all facets of diversity, inclusivity, human rights and employment practices and we’re generating new knowledge and understanding about all of those areas,” she says. “It’s incumbent upon us to incorpo-

BROWSERS CAFÉ IN UNIVERSITY OF WATERLOO'S DANA PORTER LIBRARY IS A COMFORTABLE MEETING SPOT FOR STUDENTS, STAFF AND FACULTY rate that new knowledge into our own employment practices.” Formed in 2017, the university’s Human Rights, Equity & Inclusivity department has grown rapidly to include sexual violence prevention and response, conflict management, human rights and Indigenous initiatives, among other things – a broad range of areas that touch on every aspect of the university. “Nothing is off limits because equity truly needs to be embedded in everything we do,” Hickman says. To that end, there are a number of training workshops offered to students, staff and faculty on topics ranging from antiracism training to equitable recruitment. “We have a wait list for our training, so I think that speaks to the appetite of the people,” says Hickman. “I most often encounter folks who say, ‘What do I do? Give me the tools, help me understand.’ “ The university’s Department of Organizational and Human Development

has been offering an award-winning seven-module program called Principles of Inclusivity, in which participants explore inclusive themes and are provided with practical suggestions for how to practise and promote inclusivity. Other universities across Canada and the United States have been inspired by Waterloo’s program and are looking at ways to incorporate similar modules at their own institutions. There are countless other initiatives to help make the university an inclusive environment – a fridge-loaning program for nursing mothers to store breast milk; accessibility services for students and staff; an inclusive washroom program, and more. There is even training for faculty specifically about how to create diverse research teams. MENTAL HEALTH PROGRAMS FOR EMPLOYEES & STUDENTS

And conversations about mental health in the workplace are as normal and as comfortable as discussions about physical concerns, according to Thompson. When faculty or staff return to work after an absence due to psychological difficulty, their co-workers are offered suggestions on how to help make the integration smooth and successful. “Whenever we look at what’s happening around the university, it isn’t just about how people are doing their jobs or the programs and processes we put in place to help them succeed,” says Thompson. “The university is providing the supports to people to ensure that they are successful within their workplace. And it is kind of unique and quite outstanding for a large organization to be that way.”  HEFORSHE IMPACT SCHOLARSHIPS FOR 24 HIGH-POTENTIAL FEMALE STUDENTS

The University of Waterloo is proud to be named one of ’

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