Environment and Climate Change Canada

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
• My organization has set promotion goals for:
  • Indigenous employees
  • Black employees
  • Racialized employees

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?

Environment and Climate Change Canada’s (ECCC) goals for recruiting Indigenous, Black, and other racialized people, are primarily based on departmental gaps. The goals for promoting Indigenous, Black, and other racialized employees are based on attaining the same promotion rates of the non-employment equity employees.  

Several goals regarding recruitment and promotion are identified in ECCC’s 2021-2024 Diversity, Inclusion and Employment Equity Strategy (the Strategy) and have been communicated to all employees from the Deputy Minister and the Diversity, Inclusion and Employment Equity Co-champions when the Strategy was launched in 2021. Annual reports on the Strategy provide a status update on the gap reduction goals and are also communicated to all employees. Regular monitoring and reporting have been helpful in advancing towards ECCC’s set goals.

Examples of ECCC’s recruitment and promotion goals:

• Reducing the departmental gap for racialized employees by 25% and for racialized employees in science and technical occupational groups by 33% each year
• Go beyond bridging the current gap and hire 92 racialized employees in technical occupational groups by the end of 2025-2026
• Reducing the departmental gap for Indigenous and other racialized employees in the EX group by 25% each year
• Increase the rate of promotion of Indigenous, Black and racialized employees in managerial positions to reach non-employment equity rates by March 31, 2026
• Increase the number of Black employees appointed to the EX group as compared to previous fiscal years

Diversity and Inclusion goals are embedded in all Executives’ Common Commitments. An example of those goals is for executives to contribute to the implementation of the Strategy, which takes into account the vast work and guidance provided by the Call to Action on Anti-Racism, Equity, and Inclusion (including the forward direction), Many Voices One Mind: A Pathway to Reconciliation, and the Accessibility Strategy for the Public Service.

Some of ECCC’s challenges include: difficulty accessing comprehensive self-identification information given the delayed launch of the Treasury Board Secretariat’s new modernized self-identification questionnaire, which has an impact on data availability to support ECCC’s monitoring and reporting; attracting and retaining employment equity and equity-seeking candidates; and difficulty supporting candidates in developing their second official language to meet the language profiles of bilingual and managerial positions.

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.
• Work is underway to set goals.

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).

ECCC strives to foster greater inclusion by aiming to eliminate harassment, discrimination, and racism. The Department tracks the percentage of employees who have experienced harassment and discrimination through the Public Service Employee Survey (PSES). PSES results on questions pertaining to racism are also monitored. ECCC aims to continuously improve its overall results.

ECCC developed its initial Mental Health Strategy that nurtures a supportive, respectful, and stigma-free environment that promotes mental health and well-being for all employees. Its mission is to facilitate access to tools and resources required to promote, maintain and improve employees’ mental health, build resilience and support recovery from mental illness.

ECCC is utilizing resources from Health Canada. Health Canada is receiving funding for Black-centric enhancements to the Employee Assistance Program (EAP). Health Canada has 60 Black counsellors, to provide culturally competent and trauma-informed mental health support to public servants and their immediate family members. The EAP is promoted to all employees.

Under the Workplace Harassment and Violence Prevention Regulations, ECCC provides annual reports to the Labour Program on the number of notices that fall under each of the Canadian Human Rights Act prohibited grounds. ECCC provides workshops and mandatory training on values and ethics, including upholding the Respect for People value, on an ongoing basis to work units at various levels.

ECCC’s Youth Engagement Framework includes intersectional youth voices as a core practice to be partners in the development of policies, programs, and initiatives. The Framework, developed in consultation with ECCC’s National Youth Network, Branches and others, enables meaningful youth engagement and provides recommendations, tools, and resources for involvement.

In ECCC’s Accessibility Plan, Employment priority area: Ensure that managers have the tools and resources they need to assess and hire persons with disabilities. To achieve this objective, Inclusive Hiring Practices for a Diverse Workforce training is mandatory for delegated staffing managers.

New mandatory training aligns with ECCC’s Diversity, Inclusion and Employment Equity Strategy:

• Moving from Bias to Inclusion
• Reflecting on Cultural Bias: Indigenous Perspectives
• Addressing Disability Inclusion and Barriers to Accessibility
• Making a Difference in Supporting the Careers of Indigenous Employees

New courses are being introduced this fiscal year to address anti-racism and cultural competency.

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?)?

ECCC has developed an approach for measuring progress towards ECCC’s established goals. ECCC is measuring progress towards the established goals by producing Diversity, Inclusion and Employment Equity Strategy Dashboards twice a year which provide a status on gap reduction, representation, recruitment, and promotion. The Diversity, Inclusion and Employment Equity Strategy Dashboards are shared with senior management at various executive management committees. Senior management is expected to review the progress to date and adjust their efforts accordingly. 

Annual reports on ECCC’s Diversity, Inclusion and Employment Equity Strategy are also produced to measure progress and are communicated to all employees through a departmental message.

ECCC has produced an Employment Equity Dashboard, which is accessible by all employees. The Employment Equity Dashboard provides detailed employment equity data that is updated on a quarterly basis to guide decision-making towards building a more diverse workforce and inclusive workplace.

ECCC reports on results externally through the Departmental Audit Committee. The Departmental Audit Committee advises the Deputy Minister on the overall efficiency, effectiveness, risk management and accountability of ECCC’s operations. The members also use their experience and expertise to provide strategic and objective advice on emerging priorities, concerns, risks and opportunities.

Consequential accountability

Question 4

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

• Qualitative objectives are in performance management agreements.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.
• Work is underway to develop approaches to establish accountability for results in either of these processes.

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

ECCC is using performance management and talent management processes to establish accountability for results. ECCC is utilizing leadership development programs to support the talent management of employment equity and equity-seeking groups. ECCC has supported employees through the Treasury Board Secretariat Mosaic Leadership Development Program. The Mosaic Leadership Development Program amplifies the voices of those advocating for greater representation and equity, while also prompting reflection on the barriers that persist. In addition, ECCC has supported employees through ECCC’s Indigenous Director Development Program. ECCC is also launching a new leadership program, the Emerging Leaders Program, which is expected to be launched in 2024-2025 and will include additional employment equity and equity-seeking groups.

Qualitative objectives are in executives’ performance agreements. The following objective is found in the common commitments of all executives at ECCC: Implement direction on the Call to Action on Anti-Racism, Equity and Inclusion in the Federal Public Service by setting clear multi-year inclusion goals, as well as the recruitment and promotion of Indigenous, Black and other racialized people, by frequently measuring progress and establishing accountability mechanisms for the results obtained.

Through ECCC’s performance review panel exercise, performance and talent management will be part of the discussions on applying a diversity and inclusion lens to maximize the career development and talent management of employment equity and equity-seeking groups. ECCC is considering including corporate engagement objectives for all managers to support ECCC’s Diversity, Inclusion and Employment Equity Strategy in their teams.

ECCC continues to develop approaches to establish accountability for results regarding performance management and talent management processes. 

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?

• 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.  

ECCC’s executive team has sponsored more than two Indigenous employees and Black and other racialized employees through leadership development programs to prepare them for leadership roles.

ECCC currently has two employees participating in the Treasury Board Secretariat Mosaic Leadership Development Program. ECCC participated in commenting on the applications of ECCC employees who expressed interest through their applications. In addition, efforts were made by the team at different levels (e.g., director, manager, HR advisors) to support the Mosaic Leadership Development Program candidate from the previous cohort. ECCC’s directors participated in the candidate’s evaluation committee for leadership skills at the EX-01 level.

ECCC also launched the Indigenous Director Development Program. In 2023-2024, an EX-01 was recruited from the Program to lead ECCC’s Indigenous Science Division, which uses an “Indigenous first” staffing approach. There are 2 participants remaining in the cohort, to whom professional assignments are offered to allow them to develop their leadership. ECCC is planning to launch a similar leadership program, the Emerging Leaders Program, for 2024-2025 to include additional employment equity and equity-seeking groups. Mentorship and Sponsorship will be a key component to the success of this program.

ECCC has recruited, promoted and committed to mentor and support language training of a Black employee through the Canada School of Public Service Aspiring Directors Program (ADP). The ADP is a career transition program that allows talent-managed managers to explore what it means to be an executive in the federal public service.

ECCC has a Mentorship Program which fosters diversity, inclusion, and employment equity by offering a two-pronged approach. Mentees can request to be paired with a mentor who shares similar lived experiences, fostering a sense of belonging and targeted guidance.

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
  • Racialized employees

Please provide details.

ECCC’s Indigenous Directors Development Program has been endorsed by senior management. In addition, ECCC is planning to launch a similar leadership program for 2024-2025 that will be endorsed by senior management and will be expanded to other employment equity and equity-seeking groups.

ECCC supports hiring managers in the context of targeted employment equity recruitment. ECCC has launched 2 external EX-01 processes targeted to Indigenous peoples, racialized employees and persons with a disability (April 2023 and March 2024). In addition, ECCC has launched 2 internal EX-01 processes targeted to Indigenous peoples, racialized employees and persons with a disability, it was expanded to other public servants in the last year (May and August 2023).

ECCC continues to recommend to clients, when carrying out selection processes, to consider the available pools of qualified candidates belonging to employment equity groups in ECCC and the Public Service and to use staffing flexibilities including the targeted area of selection to hire employment equity candidates.

ECCC leverages additional initiatives, such as the Federal Internship for Newcomers Program, the Government of Canada’s Information Technology Apprenticeship Program for Indigenous Peoples, the British Columbia Federal Council Indigenous Intern Leadership Program and the Canada School of Public Service Aspiring Directors Program, to cultivate a more diverse workforce. ECCC has included employment equity hiring goals in some of ECCC’s professional development programs. For example, ECCC’s PE Development Program (PEDP) Steering Committee commits to ensuring that a minimum of 20% of all appointments within the PEDP, within each cohort, will be made with candidates belonging to a departmentally underrepresented employment equity group.

Question 7

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

• Work is underway to develop an approach to prioritizing official language training for Indigenous employees and Black and other racialized employees who are ready for advancement.

How is your organization prioritizing official language training?

To support the career development of Indigenous employees and Black and other racialized employees in developing their second official language, ECCC’s Language Training Framework was updated in February 2024. The Framework applies to all ECCC employees (including executives). It is intended as a tool with guiding principles to assist management in making transparent and fair decisions. This framework defines ECCC’s commitment to second language training in support of employee professional development, people management priorities and corporate objectives to ensure a more agile, more inclusive and better equipped workforce.

The revised framework now includes a specific order of prioritization for second official language training along with learning options for each priority group of employees. As such, employees belonging to an employment equity group or equity-seeking group are prioritized under the framework.

A communication strategy is currently underway to share the updated Language Training Framework.

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

In addition to ECCC’s Language Training Framework noted above, an Inuktut Language Training Fund administered through Pilimmaksaivik is offered to ECCC employees who are Nunavut Inuit. As part of ECCC’s Inuit Employment Plan, ECCC provides employees who are Nunavut Inuit with opportunities to pursue full-time or part-time Inuktut language training, in Inuktut or Inuinnaqtun.

Outside of the Inuit Employment Plan, some Indigenous and non-Indigenous employees have been supported to learn Indigenous languages.

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).
• Work is underway for my organization to further engage with or to provide support for and/or invest resources in departmental employee networks and communities.

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

ECCC supports and invests in employee networks, as they are essential for creating an environment where all employees feel valued, respected, and empowered. Regular and meaningful consultations with these networks are integral to policy and program development supporting equity-deserving communities. Management actively supports and encourages participation in diversity and inclusion activities. Some network executives and members have expressed a need for diversity, inclusion, and employment equity activities to appear in performance agreements, and for more communication from senior leadership to encourage and support participation of this work which is largely volunteer-based and may be deprioritized by some managers.

In response to this need, ECCC staffed two permanently funded positions in 2023 to support employee networks. These positions play a key role in facilitating network activities, accessing resources, planning events, and supporting network-led projects. Despite this support, feedback indicates barriers remain, with employee network executives seeking more dedicated capacity support within their networks to meet the needs of members and the Department. For example, the Employee Accessibility Network often helps support employees who have delays or challenges with fulfillment of their Duty to Accommodate requests, which is an obligation of the Department.

ECCC ’s governance structure includes several committees dedicated to supporting diversity and inclusion. Employee networks meet directly with the Diversity, Inclusion and Employment Equity Co-Champions, which play a key role in advancing employee network priorities, and senior level Branch representatives. The Deputy Ministers also meet with employee networks directly to discuss and address priority items. This structure is adaptable to changing priorities as new networks are formed, however, employee networks have expressed the need for clearer roles and responsibilities within the broader departmental structure to enhance their effectiveness.

ECCC ’s Diversity and Inclusion Fund, accessible to all employees including employee networks and branches, allocates resources to initiatives and activities promoting equity and inclusion. This demonstrates ECCC’s commitment to fostering a sense of belonging for all employees.

ECCC ’s dedication to supporting employee networks is an ongoing, integral commitment to creating an environment where every employee feels a sense of belonging and has the opportunity to thrive. ECCC will continue to foster a culture of diversity, inclusion, and equity, ensuring continued work toward being a welcoming and supportive workplace for all.

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.
• Anti-racism, equity and inclusion work has been embedded in regional and/or branch plans.

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.  

A new Cultural and Commemorative Calendar was launched by ECCC’s Public Affairs and Communications Branch and sponsored by ECCC’s Diversity, Inclusion and Employment Equity Co-champions at the beginning of 2024. This new initiative supports ECCC’s commitment to cultivate a more inclusive workplace that celebrates diversity.

The Calendar aims to accomplish the following important objectives:

• By centralizing important dates, ECCC aims to raise awareness about significant cultural and commemorative events, promoting a deeper understanding of the diversity within the Public Service and Canada.
• Streamlining communication by consolidating pertinent information into a single resource to ensure easy access to important dates, while avoiding multiple emails every year that contribute to message fatigue.
• Empowering decision-makers to ensure everyone at ECCC will be able to make informed decisions when planning events, aligning with the objectives outlined in the Diversity, Inclusion, and Employment Equity Strategy.

The Calendar is accessible on ECCC’s intranet and it offers a comprehensive overview of significant dates and celebrations throughout the entire year. The calendar is easy to navigate by month and lists all the important commemorations within that month, as well as provides a brief description. In addition to this calendar, ECCC promotes monthly articles spotlighting important events, fostering a deeper understanding and appreciation of cultural diversity within ECCC, and nurturing the development of cultural competency among its employees. Its monthly promotion in ECCC’s weekly newsletter, as well as on the ECCC intranet site, including digital signage, not only provides optimal visibility, but also serves as a cornerstone of ECCC’s commitment to diversity, inclusion, equity, and belonging.

ECCC encourages employees to explore this resource, offer comments or suggestions for additions, and promote its use within branches and teams to help ensure key meetings aren’t scheduled on significant dates.

Since its introduction, the calendar initiative at ECCC has garnered enthusiastic responses, with a surge of positive reactions at its launch, accompanied by a stream of insightful comments from employees. Employees have also been suggesting new cultural dates. This ongoing engagement has fostered a dynamic environment of learning, diversity, and inclusion, as interactions among employees continue to catalyze meaningful exchanges and promote a culture of understanding and respect.

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.

ECCC has faced some barriers in advancing work on the Call to Action. A key barrier is lack of dedicated time, resources, and funding for employee networks to fully contribute to a more inclusive workplace and the identified goals. ECCC’s employee networks have accomplished so much and continue to do so, but are hindered by the fact that employee network members contribute on a voluntary basis beyond their regular duties. Many of ECCC’s employee network members provide leadership to the networks, plan and execute events, and contribute greatly to advancing diversity, inclusion, and employment equity at ECCC through consultations and participation in meetings throughout the year. As part of ECCC’s Diversity, Inclusion and Employment Equity Strategy, ECCC has created two permanently funded positions to solely support employee networks; however, additional resources are needed.

Another barrier to advancing the work on the Call to Action is a lack of awareness of the Call to Action from ECCC’s management community. ECCC’s management and senior executives need better education on the topics identified in the Call to Action to be able to better support their employees, and clearer accountability needs to be established. Expectations in the Executive Common Commitments are vague and are not part of performance agreements for non-executives.

An additional barrier for departments, including ECCC, is the delayed launch of the new Treasury Board Secretariat modernized self-identification questionnaire to ensure a more inclusive self-identification process and greater data availability to support ECCC’s monitoring and reporting. When the new modernized self-identification questionnaire is launched, ECCC plans to promote a Self-identification Awareness and Engagement Campaign to all employees and to address current stigmas and reluctance among employees to self-identify to increase the rate of self-identification at ECCC.

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.

At ECCC, employees are encouraged to be their authentic self at work. Employees are encouraged to participate in the various employee networks corresponding to their multiple identities. Employee networks connect through various forums and reflect intersectional identities, which can bring forward unique perspectives, goals, and objectives from various groups. The employee networks deliver events aimed at numerous diverse employment equity and equity-seeking communities. ECCC currently has 8 employee networks: Black Employees Network, ECCC Pride Network, Employee Accessibility Network, Indigenous Employees Network, Jewish Public Servants Network at ECCC, National Youth Network, Visible Minorities Network, and Women in Science and Technology Committee. The creation of new networks is supported by senior management.

ECCC conducted a survey in fall 2023 to help assess, protect, and promote psychological health and safety in the workplace by collecting meaningful data on the current mental health of ECCC employees. The results of this survey will serve as an effective performance indicator as the Department seeks to evaluate the success of its ongoing Mental Health Strategy.

ECCC is currently revising its departmental Values and Ethics Code. The revised Code includes explicit language centering on the collective responsibility to ensure an inclusive and barrier-free work environment for all people of all backgrounds, free from harassment, racism, and discrimination. It underlines the important contributions of Indigenous science and knowledge to the department’s work. The Code also reiterates ECCC’s commitment to advancing efforts on diversity, inclusion, employment equity, anti-racism, and accessibility.

All employees are encouraged to add their pronouns to their e-mail address and MS Teams. ECCC encourages participation in employee networks as well. Under the Culture pillar, ECCC’s action is to “Mobilize employees to create a culture of caring, through committees and networks.” Employees are also invited to share their experiences: “Raise awareness of accessibility by promoting it through various communication products, such as messages, articles, events and testimonials.”

ECCC has launched and implemented the Indigenous Directors Development Program (IDDP). Two out of five participants have now been appointed EX-01. ECCC is currently refining culturally appropriate talent management and executive preparatory programming. Future programs will be built on lessons learned from IDDP and the Treasury Board Secretariat Mosaic Leadership Development Program, with broadened scope on Black employees, employees with disabilities, and Indigenous employees.

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. 

Over the past year, there has been increased activity and awareness related to diversity and inclusion across ECCC, with engagement taking place at an increased level from previous years among stakeholders across ECCC, with some of ECCC’s employee networks observing a greater level of inclusion and acceptance among various marginalized communities. 

ECCC initiated an external, third-party initiative with an external facilitator who met with ECCC’s branches to facilitate anti-racism sessions. In addition, as part of ECCC’s Diversity, Inclusion and Employment Equity Strategy, senior management is encouraged to have discussions to address anti-racism and unconscious bias with employees in their branches. The sessions have helped increase employee and management awareness and engagement and have had a positive impact on ECCC’s culture.

Programs for equity-deserving groups, such as the Indigenous Directors Development Program, are developed in collaboration with ECCC’s employee networks to ensure they reflect the needs of the communities who are intended to benefit from the program and contribute to overall career progression. Leadership development programs are contributing to fostering a more inclusive, supportive, and culturally aware organizational culture at ECCC, where all employees feel valued, supported, and empowered to reach their full potential.

The introduction of two permanently funded employee network support positions has increased support to ECCC’s employee networks and has helped increase the level of employee network activities across ECCC. These permanently funded employee network support positions have had a positive impact on organizational culture and engagement by fostering support, collaboration, and empowerment among employee networks.