Canada Energy Regulator

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• My organization has set recruitment goals for:
  • Indigenous peoples
  • Black people
  • Racialized people

Please provide details and/or examples, including what your organization is using to set its goals (e.g., operational priorities, labour market availability [LMA], population data, workforce availability [WFA]), and how these goals are communicated to employees, if applicable. What has been the most helpful in advancing towards the goals you have set? What challenges, if any, have you encountered?

Yes, our organization has set recruitment goals for both Indigenous peoples and Black and other racialized people for fiscal year 2023-2024 and future fiscal years. We are committed to fostering a diverse and inclusive workplace reflective of the communities we serve.

Our approach is data-driven. We leverage data from the Employment Equity Report which is based on the Workplace Equity Information Management System (WEIMS), to identify gaps in representation, particularly at executive and professional levels. This data, sourced from voluntary self-identification, ensures our goals are informed by the most accurate and up-to-date information available.

Transparency and communication are crucial. We employ a multi-faceted approach to communicate our recruitment goals to all employees. This includes channels like the Annual Employment Equity Report, Accessibility Progress Report, internal memos, organization-wide meetings/townhalls, Leadership Community of Practice workshops on how to avoid bias in staffing processes, and integration into our organizational values and mission statements. By openly sharing our commitment to diversity and inclusion, we foster a culture where everyone feels valued and contributes to our success.

Key drivers of progress

The Canada Energy Regulator (CER) has strategically integrated Equity, Diversity, and Inclusion (EDI) into its core priorities, notably within the realms of Trust and Confidence and Reconciliation. The Board of Directors, in collaboration with the Indigenous Advisory Committee, plays pivotal roles in steering and overseeing initiatives aimed at fostering employment equity, diversity, and inclusion throughout the organization.

Several initiatives are propelling our journey towards a more diverse workforce, with one significant driver being our Indigenous Recruitment, Retention, and Advancement Strategy (IRRAS). Developed with the valued input of our Board of Directors and Indigenous Advisory Committee, IRRAS is designed to:

• Attract and support Indigenous talent
• Cultivate cultural understanding across the organization
• Invest in training and development opportunities for Indigenous employees
• Facilitate Indigenous leadership within CER
• Cultivate strong relationships with Indigenous communities and partners

The IRRAS strategy operates in synergy with our Diversity and Belonging Roadmap, Accessibility Plan, and Employment Equity Plan. These complementary initiatives collaborate to identify gaps, formulate targeted actions, and monitor our progress. Our annual Employment Equity reports, grounded in self-identification data, serve as invaluable resources for informing targeted initiatives. For instance, last year's Employment Equity report revealed underrepresentation in Black employees and individuals with disabilities. In response, CER proactively hired four individuals who self-identified as Indigenous, Black, or belonging to other racialized groups, appointing them to permanent leadership roles (Director/Vice President/Executive Vice President).

Challenges and progress

Ensuring accurate self-identification data, addressing systemic barriers to recruitment and promotion, and aligning goals with external labor market availability require ongoing efforts. However, these challenges haven't deterred our commitment.

Building a diverse workplace

We're excited about the significant progress we're making in creating a diverse and inclusive workplace! Our commitment to equity and inclusion is yielding remarkable results. In just one year, we've reduced the gap in representation for visible minorities and people with disabilities by an impressive 60%. This means we went from having a gap of 90 employees in 2021–2022 to only 35 in 2022–2023.

Looking ahead, the upcoming Employment Equity Report 2023–24 reveals even more exciting news: we've closed the gap for visible minorities! And for people with disabilities, the gap has narrowed to six employees, primarily within professional positions. This presents a fantastic opportunity for us to completely eliminate this gap, further reflecting the diversity of our community.

We're also thrilled to report significant progress across all employment equity groups. The latest WEIMS data for 2023–24 shows:

• Indigenous employees now make up 4.2%, surpassing the labour market availability of 2.6%.
• Visible minorities have increased to 23.8%, exceeding the labour market availability of 23.5%.
• The percentage of employees with disabilities has increased from 6.0% to 7.7% but is still short of 8.7% labour market availability, demonstrating significant progress towards a more inclusive workplace and likely increased willingness for employees to self-identify as having a disability.

This incredible progress underscores our unwavering commitment to fostering diversity and inclusion at all levels of CER, and we know there is more yet to do.

In conclusion, we remain dedicated to advancing diversity and inclusion. Through data-driven decision-making, targeted initiatives (Diversity and Belonging Roadmap, Employment Equity Plan, and IRRAS), and open communication, we continue to make significant strides towards achieving our recruitment goals. We're proud of the progress made and committed to building a truly diverse and inclusive workforce. As we believe a more diverse and inclusive workforce fosters better decision-making, strengthens relationships with the communities we serve, and ultimately leads to a stronger CER.

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

Yes, the Canada Energy Regulator (CER) is committed to fostering greater inclusion within our workplaces by implementing key legislative frameworks and strategic initiatives. This includes adhering to the mandates outlined in the Employment Equity Act, Accessible Canada Act, and the Accessibility Strategy for the public service, as well as responding to the Clerk’s Call to Action. Additionally, we have developed our own Diversity and Belonging Roadmap, Employment Equity Plan and the Indigenous Recruitment, Retention and Advancement Strategy (IRRAS) to guide our efforts in creating more inclusive environments.

IRRAS, developed with the support of our Board of Directors and Indigenous Advisory Committee, focuses on attracting and supporting Indigenous talent, building cultural competency, investing in Indigenous development, promoting Indigenous leadership, and fostering strong relationships with Indigenous communities and partners.

Feedback from various sources, particularly the Public Service Employee Survey, CER’s Pulse Survey, dedicated surveys for our Diversity and Belonging Roadmap, and the Culture Assessment, reveals that people from equity-deserving groups often experience the CER differently. This valuable insight helps us identify key areas for improvement, such as workplace accommodations, addressing harassment and discrimination cases, psychological safety and ensuring equitable promotion opportunities.

In response to this feedback, CER has implemented the Government of Canada accessibility passport to streamline the workplace accommodation process. This initiative directly addresses a concern raised by employees and aligns with recommendations from the Office of the Public Service Accessibility on how to better handle harassment and discrimination cases, many of which arise from workplace accommodation issues.

Our internal pulse surveys offer a real-time assessment of employee experiences and perceptions, allowing us to address emerging issues promptly. Furthermore, we actively engage in exit interviews to gather feedback from departing employees, providing valuable insights into areas for improvement. Human resources administrative data is also analyzed to identify trends and patterns related to inclusion and diversity within our workforce.

Additionally, we rely on employment equity data to inform our strategies and initiatives. This data, collected for our Employment Equity Report, allows us to assess representation across designated groups and identify areas where targeted efforts are needed to promote inclusivity.

Moreover, feedback on the CER Accessibility Plan and Accessibility Progress Report, submitted to the Accessibility Commissioner, provides valuable external perspectives on our efforts to create accessible and inclusive environments for all.

By leveraging these metrics and data sources, we continuously assess our progress towards fostering greater inclusion and identify opportunities for improvement. Our commitment to creating inclusive workplaces is an ongoing journey, and we remain dedicated to advancing diversity and belonging within the CER.

Measuring progress

Question 3

Has your organization developed an approach for measuring progress towards your established goals? 

How is the approach being implemented within your organization (e.g., how is it communicated to employees? What are the roles of executive team members including the Chief Data Officer and Head of Audit and Evaluation and regional management if applicable? How are you reporting on results and outcomes both internally and externally?)?

Yes, the Canada Energy Regulator (CER) has a robust approach for measuring progress towards established goals, evident in clear communication, active leadership engagement, and regular reporting. This commitment is further demonstrated by our existing performance metrics within the approved Departmental Results Framework (DRF) and Internal Services Framework (ISF). For example, the Indigenous Engagement program utilizes metrics to gauge the meaningful engagement of Indigenous employees, a crucial factor for internal retention. Additionally, we review specific Public Service Employee Survey measures within our ISF with an equity lens to understand diverse workplace experiences. Furthermore, the inclusion of Gender Based Analysis Plus (GBA Plus) metrics in our Hybrid Workplace pulse surveys reinforces our commitment to analyzing data through a GBA Plus lens, showcasing our comprehensive approach to measuring progress.

Communication: We utilize internal memos, town halls, and organizational updates to keep all staff informed about goals and their role in achieving them.

Leadership Roles: Leadership plays a critical role in driving progress towards our established goals. This commitment is reflected in the 2023-24 performance management cycle, where "Inclusive Leadership" is a core accountability for all leaders. This aligns with our strategic priorities and ensures a focus on fostering a psychologically safe and respectful workplace environment.

Executive leadership plays a particularly crucial role. The Chief Executive Officer (CEO), Executive Vice-President (People, Innovation & Results), and Vice Presidents (VPs) of People & Workforce Supports, Performance & Results, and Data & Information Management all contribute significantly:

• The Chief Information Officer and VP of People & Workforce Supports collaborate on data collection and analysis to ensure accurate information for decision-making measurement of progress.
• The VP of Performance & Results plays a vital role in evaluating progress and recommending adjustments to our strategies based on data insights.
• Regional management provides local leadership and gathers data specific to their regions, ensuring a comprehensive view of progress across the organization.

Furthermore, as outlined in the leadership accountabilities, all leaders demonstrate their commitment to "Inclusive Leadership" through the following actions:

• Promoting a healthy and psychologically safe work environment.
• Championing Inclusion, Diversity, Equity, and Accessibility (IDEA), Indigenous cultural intelligence, and adherence to the Values and Ethics Code for the Public Sector.
• Actively supporting organizational citizenship initiatives.

These leadership efforts, coupled with our robust performance measurement framework, ensure accountability and drive continuous improvement towards a more inclusive and successful CER.

Reporting: Progress reports are shared internally with stakeholders and externally through annual reports, public announcements, and stakeholder engagement.

Data-Driven Actions: Data from Public Service Employee Surveys, CER Pulse Surveys, and staffing data informs continuous improvement. Actions taken include:

• Assigning clear ownership for equity initiatives to senior officials.
• Delivering targeted training on psychological safety and anti-harassment practices.
• Launching a Self-ID campaign to improve workforce representation data.

Looking Forward: We are committed to continuous improvement in fostering a more inclusive workplace. Here are some key initiatives underway:

Comprehensive Career Development: We are actively developing a systematic approach to career development as recommended on the Diversity and Belonging (D&B) Roadmap. This includes dedicated sessions for leaders on how to support career conversations with their teams, support offered to employees to have a learning and development plan aligned with their career goals and aspirations, alongside the existing career coaching sessions offered by the Executive Vice-President. Continued emphasis on talent and succession management further strengthens our commitment to employee growth within the CER .

Learning and Development Framework: We are developing a broader learning and development framework, including coaching and mentoring programs, language training and other tools and templates to empower employees to take charge of their career development journey. This framework will complement existing initiatives and provide a structured approach to support employee growth and skill development.

• Culture Assessment: The cultural assessment is nearing completion. The final report with recommended actions will be submitted soon, informing our efforts to foster a positive workplace culture.

• Indigenous Recruitment: The implementation of the Indigenous Recruitment, Retention, and Advancement Strategy is underway to increase Indigenous representation and create a supportive work environment.

Consequential accountability

Question 4

How is your organization using performance management and/or talent management processes to establish accountability for results?

• Quantitative goals are part of performance management agreements. 
• Qualitative objectives are in performance management agreements.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.

Please provide details about how performance management and/or talent management processes are being used to establish accountability for results.

At the Canada Energy Regulator (CER), we prioritize diversity, accessibility, and inclusion across all levels of the organization. To ensure accountability for results in these areas, we have integrated various elements into our performance management and talent management processes.

Quantitative goals are a fundamental component of our performance management agreements. These goals are carefully crafted to align with our organizational objectives related to diversity, accessibility, and inclusion. For example, we may set targets for increasing representation of underrepresented groups within specific teams or departments, or for improving accessibility accommodations within our facilities. One such example from our 2022 Employment Equity (EE) report was the goal of reducing gaps in representation for EE groups. To achieve this, a specific target was set to appoint or hire a certain number of individuals from Indigenous, Black, or other racialized groups into leadership roles (Director/Vice President/Executive Vice President) on an indeterminate basis. Four employees who self-identified within these designated groups were successfully appointed or hired, which helped to demonstrate progress towards our goal. These goals are measurable and provide clear benchmarks for assessing progress.

In addition to quantitative goals, our performance management agreements also incorporate qualitative objectives that focus on fostering a more inclusive and equitable workplace culture. These qualitative objectives align with the "Inclusive Leadership" accountability outlined in the 2023-24 leadership accountabilities. This focus on behaviors and actions translates into objectives such as participating in diversity training programs, actively promoting inclusive practices within teams, and mentoring employees from underrepresented groups.

These objectives are further supported by specific measures, as detailed in the leadership accountabilities. Examples of such measures include promoting a healthy and psychologically safe work environment, championing Inclusion, Diversity, Equity, and Accessibility (IDEA) initiatives, and actively supporting organizational citizenship efforts.

By integrating these qualitative aspects into performance management, we hold leaders accountable for fostering a culture of inclusion and ensure alignment with our strategic priorities.

Furthermore, progress towards representation and inclusion goals is considered a critical criterion for talent management decisions within our organization. When evaluating individuals for career advancement opportunities, such as promotions or leadership roles, we take into account their contributions to advancing diversity, accessibility, and inclusion. Demonstrated commitment and success in driving positive change in these areas are valued attributes in our talent management process.

While our organization values and prioritizes diversity, accessibility, and inclusion, we understand that meaningful change requires ongoing dedication and effort. Therefore, individuals who consistently demonstrate a commitment to advancing these goals may receive recognition and support in their performance evaluations and career development opportunities. Conversely, those who do not actively contribute to or impede diversity and inclusion initiatives may be provided with additional resources and guidance to improve their engagement in these areas.

Overall, our approach to performance management and talent management is designed to establish clear accountability for results in diversity, accessibility, and inclusion. By integrating these priorities into our processes and holding individuals accountable for their contributions, we strive to create a more equitable and inclusive workplace for all employees.

Specific, tangible actions outlined in the forward direction of the Call to Action

Question 5

Have you, as head of your organization, and/or your executive teams sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles?

• I have sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles.
• My executive team has sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles.

Please provide details about the nature of sponsorship that you and/or your executive team have provided, along with other programs, such as mentorship or leadership development, if applicable.

Yes, the Canada Energy Regulator (CER) is actively fostering a leadership pipeline for Indigenous employees and Black and other racialized employees through sponsorship, mentorship, and leadership development programs.

Sponsorship Initiatives

As deputy head and in other leadership roles at the CER , I have sponsored and support Indigenous employees, Black and other racialized employees. This past year, I was the formal executive sponsor for our CER Professional Leader, Reconciliation's Capstone Project (for her Master of Leadership program in 2023-24) and worked directly with her on various aspects of her applied leadership project throughout the year – it is an amazing project on Reconciliation and 'organizational culture. I am also the Executive Champion of the CER’s Indigenous Employees' Circle (IEC) and work directly with the members and the IEC leadership on a regular basis.

I am a member of the CER ’s Equity Network, and regularly attend meetings as a member, not the chair or facilitator, to offer my support to those involved, which has resulted in at least six individual coaching and mentoring conversations this past year with members of that group.

The Vice President of People and Workforce Support champions diversity and inclusion by sponsoring employees for leadership development programs. In the first cohort of the Mosaic Leadership Development Program, one Indigenous employee was sponsored, resulting in their successful promotion to a permanent director position. For second cohort of the Mosaic Leadership Program, which is currently ongoing, only one candidate from cohort 2 entered the program, CER received a positive sign of internal interest with 7 self-nominations during the application phase. Recognizing this enthusiasm, CER is exploring opportunities to recommend these remaining employees for internal leadership development opportunities.

In addition, this year, the Vice President People and Workforce Supports is sponsoring one Black employee and one racially diverse employee with a disability for the Aspiring Directors Program at the Canada School of Public Service.

Mentorship and Leadership Development

The Executive Vice President, People, Innovation & Results, has launched a comprehensive program of Monthly Career Coaching Sessions. These sessions connect employees with senior leaders for personalized guidance and advice, fostering a culture of mentorship and continuous learning. This initiative complements the broader career development efforts underway, including those outlined in the Indigenous Recruitment, Retention and Advancement Strategy (IRRAS) and the Diversity and Belonging (D&B) Roadmap.

The D&B Roadmap, along with IRRAS , takes a multi-faceted approach to supporting employee growth, with a strong focus on leadership development for Equity-Deserving Groups (EDGs). This includes:

• Mosaic Leadership Development Program: This program equips employees from EDGs with the skills and knowledge necessary to excel in leadership roles. CER had one participant on each of the two cohorts.
• Aspiring Director Program: This program provides targeted development opportunities for high-potential employees who aspire to director-level positions. Two employees participate in the current cohort.
• Learning and Development Framework: The CER is developing a comprehensive framework that encompasses leadership and talent development. This framework will offer a structured approach to employee growth and skills acquisition. The Leadership Community of Practice includes all leaders with people management responsibilities, thus offering to group leaders and directors an opportunity for mentoring and networking within the organization.
• Formalized Coaching and Mentoring Framework: Work is underway to establish a formal framework for coaching and mentoring services, further strengthening employee support and career advancement opportunities.

By combining these initiatives with the Monthly Career Coaching Sessions and the separate leadership development program, the CER aims to equip all employees, with a particular focus on those from underrepresented groups, with the skills and knowledge necessary to excel in leadership roles.

Expanding Leadership Opportunities

In addition to these programs, CER is expanding leadership opportunities for diverse employees. Four employees who self-identified as Indigenous, Black, or other racialized groups were offered long-term acting opportunities (up to or more than four months) in leadership roles (Director/VP).

Overall Commitment

These initiatives demonstrate CER's commitment to providing employees from diverse backgrounds with the support and resources they need to succeed in leadership roles. By investing in sponsorship, mentorship, and leadership development, CER is actively building a more inclusive and equitable workplace where all employees can reach their full potential.

Question 6

Have you, as head of your organization, personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees?

• I have personally endorsed at least one recruitment campaign for:
  • Indigenous employees

Please provide details.

I personally endorsed and led the recruitment campaign for the Professional Leader, Reconciliation – a position targeted to hiring a senior executive in a position with a limited recruitment target to Indigenous candidates and developed specifically to lead the CER’s Reconciliation efforts. 

Question 7

Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?

• My organization has prioritized official language training for:
  • Indigenous employees
  • Black employees
  • Racialized employees

How is your organization prioritizing official language training?

Yes, the Canada Energy Regulator (CER) prioritizes official language training for Indigenous employees and Black and other racialized employees who are ready for advancement. We recognize the importance of both languages in the Canadian workplace and aim to remove language barriers as a potential obstacle to career progression for diverse employees. Here's how we prioritize this training:

• Targeted Outreach: We proactively reach out to Indigenous employees and Black and other racialized employees who are identified as having potential for advancement. This outreach may involve discussions with managers, career development advisors, or self-identification through surveys.
• Flexible Training Options: We offer a variety of training options to cater to different learning styles and schedules. This includes courses delivered by external training providers, lunchtime sessions led by internal language instructors, and online learning modules.
• Focus on Advancement: When allocating training resources, we prioritize employees who are demonstrably on track for advancement opportunities where bilingualism is a requirement or an asset.

In 2023-24, the Canada Energy Regulator (CER) provided French language training to a total of 86 employees. This training is a key component of our commitment to fostering a diverse and inclusive workplace, ensuring effective communication across our workforce. The breakdown of participants by training category is as follows:

• In-house with French teacher during lunch time: 70
• One-on-one with in-house teacher: 6
• Contract with outside organization: 10

These statistics demonstrate our proactive approach to language training, ensuring that employees from diverse backgrounds have the necessary skills to thrive in our bilingual work environment.

Does your organization offer access to Indigenous language training or have plans to offer access? Please provide details. 

Indigenous Languages

Current Efforts: We understand the profound importance of Indigenous languages and culture within our organization. To demonstrate this commitment, we actively integrate Indigenous languages into our internal communications. For instance, key documents, such as the Professional Leader Reconciliation inaugural Public Leadership message, are translated into Indigenous languages, especially Cree. Furthermore, our dedication is prominently displayed in significant events, like the oath-taking ceremony for the CEO, which embraced multilingualism by including English, French, and Dene, acknowledging the presence and significance of Tsuut'ina elders and leaders in the ceremony.

Future Exploration: While our current initiatives focus on incorporating Indigenous languages into our communications, we are mindful of the need to further support Indigenous language revitalization efforts. Therefore, while we do not presently offer dedicated Indigenous language training programs, we are actively exploring avenues to expand access in the future. Our commitment to fostering Indigenous languages and culture remains unwavering, and we are dedicated to exploring and implementing additional initiatives to support this endeavor.

Question 8

Has your organization provided support and/or invested resources for organizational employee networks and communities?

• Engagement with employees and employee networks in my organization’s decision-making is meaningful and regular.
• Governance structures are in place to support employee networks and communities (e.g., champions, champions/chairs participate at management tables).
• Material supports are provided for employee networks and communities (e.g., dedicated funding, FTE support, allowing time to engage in activities).

Please provide additional detail about how your organization engages with and supports employee networks and communities.

Engagement with employees and employee networks is a cornerstone of our organizational culture, and we prioritize meaningful and regular involvement in decision-making processes. We recognize the invaluable insights and perspectives that employees bring to the table, and their active participation in shaping our policies, programs, and initiatives is crucial to our success.

Supporting Employee Networks and Communities:

• Robust Governance: We have established robust governance structures with champions or chairs from employee networks actively participating in management discussions. This ensures their voices are heard and our initiatives are informed by diverse experiences.
• Dedicated Funding: Employee networks and communities receive dedicated funding to support activities that promote inclusion and belonging (e.g., events, workshops).
• Full-Time Equivalent (FTE) Support: We allocate full-time equivalent (FTE) support to assist with network coordination and administration, minimizing disruption to core employee responsibilities. We also recognize the time that employees dedicate to supporting these networks and communities as valuable workplace contributions, a form of organizational citizenship. This combined effort ensures that employee networks and communities can thrive while maintaining core business functions.
• Flexible Work Arrangements: Employees are encouraged to participate in network activities during work hours, fostering a culture of inclusivity and collaboration.

Achieved Results:

• Organizational Citizenship Model: We developed and are implementing an Organizational Citizenship model. This creates a more strategic and consistent way of supporting employee-led groups and committees focused on workplace culture and employee well-being.
• Executive Champions and Participation: Executive leaders actively champion and participate in Public Service groups, including the Black Employee Network, Black Executive Network, Indigenous Employees Circle, People with Disabilities Champions and Chairs Committee, and Gender Based Analysis Plus Interdepartmental group. This demonstrates leadership commitment to diversity and inclusion.
• Leadership Development: Monthly Leadership Community of Practice meetings facilitate leader training and ensure alignment on implementing strategies, policies, and processes.
• Technical Coaching & Mentoring: Technical Excellence promotes coaching and mentoring for technical competencies, supporting employee growth and development.
• Employee-Led Groups and Committees: Several active employee-led groups and committees address various aspects of diversity and inclusion, including the Equity Network, Organizational Citizenship Plus Network, Black Employee Network, Indigenous Employees Circle, Collectif Francophone, Gender Based Analysis Plus Committee, and Mental Health Committee.
• Communities of Practice: CER Communities of Practice exist for multiple disciplines (Business Connections, Data, Electricity, etc.). These groups provide a platform for employees to discuss matters relevant to their professional fields.

Overall, our comprehensive approach to engaging with and supporting employee networks and communities empowers them and integrates their voices into decision-making. This fosters a culture of inclusion, collaboration, and positive change within the organization.

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• Anti-racism, equity and inclusion work has been embedded in the organizational plan.

Question 10

Does your organization have a calendar to avoid holding major meetings and events during significant religious, spiritual, and cultural periods?

• My organization currently has a calendar for this purpose.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.

Our communication team maintains a comprehensive calendar of religious and cultural observances, disseminated through CEO newsletters and intranet announcements. Articles on our internal web platform (iweb) further highlight their significance, fostering inclusivity. Managers are encouraged to consider these observances when planning activities. Additionally, employee networks host events and provide training to promote cultural competency. This commitment ensures all employees feel respected and supported in honoring their practices, fostering an inclusive work environment. The Equity Network publishes on our intranet a monthly feature article “Celebrating Diversity” listing all celebrations of the respective month.

Additional information about your organization’s ongoing initiatives 

Question 11

What are two or three specific barriers that you have faced in advancing work on the Call to Action?

Please provide two or three examples.

Two Barriers and Actions Taken to Address Them

The Canada Energy Regulator (CER) recognizes the importance of the Call to Action and is committed to ongoing progress. However, we have encountered some challenges in advancing this work. Here are two specific barriers we've faced, along with actions taken to address them:

1. Resistance to Change: Implementing new initiatives often requires a shift in established practices and mindsets. Additionally, some employees may be hesitant to self-identify as members of equity-deserving groups, impacting their readiness to fully engage with initiatives aimed at addressing equity and inclusion. This reluctance can hinder progress and necessitates proactive efforts to foster trust and encourage participation.

Actions Taken:

• Leadership Commitment: CER assigned clear roles and responsibilities to senior officials to champion equity initiatives. This visible leadership support demonstrates the organization's commitment to diversity and inclusion, reducing potential resistance within teams.
• Effective Communication: We developed and delivered Labour Relations training for leaders. This training equips leaders with the knowledge and skills to effectively communicate the benefits of diversity and inclusion initiatives, fostering buy-in throughout the organization. Additionally, cultural safety training was implemented to further enhance effective communication practices across the organization, ensuring that all employees are equipped with the necessary tools to engage in meaningful conversations about diversity, equity, and inclusion.

2. Resource Constraints: Advancing the Call to Action requires adequate resources, including funding, staffing, and time. Securing enough resources for long-term sustainability can be challenging.

Actions Taken:

• Strategic Prioritization: CER sets clear targets in its Employment Equity Reports, outlining specific goals for increasing representation of visible minorities and people with disabilities. This prioritization ensures resources are allocated towards achieving measurable progress.
• Exploring Innovative Solutions: We are developing tools and templates for a learning and development framework. Piloting different concepts (e.g., coaching programs) allows us to explore cost-effective ways to support employee career development within existing resource constraints.

• Conducting a culture assessment to identify areas for improvement and inform the development of a positive workplace culture.
• Implementing the Indigenous Recruitment, Retention, and Advancement Strategy to increase Indigenous representation and foster a supportive work environment.
• Developing a Strategic Workforce Plan to ensure a diverse and qualified workforce for the future.

By addressing these barriers and continuing our efforts, CER strives to create a truly inclusive and equitable workplace for all employees.

Question 12

Recognizing that employees often have multiple identities, what actions is your organization undertaking to support Indigenous employees and Black and other racialized employees who are also members of other communities, such as persons with disabilities, 2SLGBTQIA+ communities and religious minorities who face compounding barriers of discrimination?

Please provide details.

Our organization recognizes the intersectionality of employees' identities and is committed to supporting Indigenous employees and Black and other racialized employees who may also belong to other communities facing compounding barriers of discrimination. Here are some actions we are undertaking to provide support:

1. Intersectional Support Programs: We have developed intersectional support programs specifically tailored to address the unique challenges faced by individuals who belong to multiple marginalized communities. These programs aim to provide comprehensive support and resources to Indigenous employees, Black and racialized employees, persons with disabilities, 2SLGBTQIA+ communities, religious minorities, and other intersecting identities.
2. Culturally Competent Training and Education: Our organization offers culturally competent training and education programs designed to raise awareness and understanding of the intersecting forms of discrimination faced by Indigenous employees, Black and racialized employees, and other marginalized groups. These initiatives help foster a more inclusive and supportive workplace culture where all employees feel valued and respected.
3. Employee Networks: We support the establishment of employee networks where employees with intersecting identities can come together to share experiences, offer mutual support, and advocate for inclusive policies and practices within the organization. These groups provide a safe space for employees to connect, collaborate, and address common challenges.
4. Accessible Accommodations and Support Services: We prioritize providing accessible accommodations and support services to employees with disabilities, ensuring they have equal access to employment opportunities, facilities, and resources. This includes accommodations for physical accessibility, assistive technologies, flexible work arrangements, and support from accessibility coordinators.
5. Inclusive Policies and Practices: Our organization has implemented inclusive policies and practices that explicitly prohibit discrimination based on race, ethnicity, gender identity, sexual orientation, disability, religion, or any other protected characteristic. These policies are enforced consistently throughout the organization to ensure fair treatment and equal opportunities for all employees.
6. Allyship and Advocacy: We encourage allyship and advocacy among all employees to actively support and amplify the voices of Indigenous employees, Black and racialized employees, persons with disabilities, 2SLGBTQIA+ communities, religious minorities, and other marginalized groups. This includes advocating for inclusive policies, challenging discriminatory behavior, and promoting diversity and inclusion in all aspects of organizational culture and operations.

By undertaking these actions, our organization is working to create a more inclusive and equitable workplace where employees with intersecting identities are supported, valued, and empowered to thrive.

Question 13

In your first year of implementing the forward direction of the Call to Action, what impact has this work had on the culture of your organization?

Please provide the two or three most important impacts. 

Positive Signs of Cultural Change at CER in the First Year of Implementing the Call to Action

The first year of implementing the Call-to-Action has significantly influenced the culture at the Canada Energy Regulator (CER), with several impactful outcomes:

• Increased Representation: The implementation of the Self-ID campaign has led to a more accurate representation of workforce diversity. Notably, there has been a notable increase in the representation of Indigenous employees, visible minorities, and individuals with disabilities. Additionally, targeted student programs have been instrumental in fostering a more inclusive talent pipeline, ensuring diverse perspectives contribute to organizational success.
• Leadership Engagement: Senior officials have demonstrated strong commitment to equity initiatives, actively driving forward the organization's diversity and inclusion agenda. Furthermore, leaders have undergone comprehensive training sessions covering crucial topics such as Labour Relations, psychological safety, and managing bias in hiring. This proactive engagement from leadership underscores their recognition of increased diversity and inclusion as pivotal to fostering a positive workplace culture. Moreover, leaders view diversity and inclusion as directly correlated to improved ability to deliver results, foster creativity, and encourage risk-taking to deliver innovative solutions.
• Employee Engagement: The organization has made significant strides in enhancing employee engagement by fostering increased transparency in reporting complaints and initiatives. Additionally, workshops focusing on career development have been introduced, demonstrating a concerted effort to address employee concerns and promote professional growth and advancement opportunities within the organization.
• Focus on Psychological Safety: Training initiatives aimed at creating a safe work environment and ongoing accessibility efforts reflect the organization's unwavering commitment to prioritizing employee well-being and fostering an inclusive workplace culture. By prioritizing psychological safety, CER demonstrates its dedication to creating an environment where employees feel valued, respected, and empowered to contribute their best.

There are still areas for improvement, such as mobility, retention, and addressing harassment/discrimination. However, the foundational progress made in the first year of implementation signifies a positive trajectory towards a more inclusive and equitable workplace culture at CER.