Transport 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
  • Racialized people
• Work is underway to set goals.

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?

Using Workforce Availability data from the Treasury Board Secretariat, we are setting multi-year recruitment and promotion goals for all employment equity groups within our 2024-2027 Equity, Diversity and Inclusion Action Plan. We expect the plan to be endorsed and published in June 2024.

We will be sharing the 2024-2027 Equity, Diversity and Inclusion Action Plan with employees via Transport Canada’s (TC) intranet and via internal communication products. We will also share it with executives and stakeholders via presentations. The goals will also be available to all Transport Canada employees through dashboards accessible through the intranet site.

In making progress towards our goals, consulting with stakeholders has been critical as we developed the action plan and created our Equity, Diversity and Inclusion Logic Model.

We’ve also developed Annual Workforce Analysis Scorecards, based on voluntary self-identification data, to give us an overview of how different Employment Equity (EE) groups are represented within our workforce. We have separate scorecards for Transport Canada as a whole, and for each group and region. The cards are available to employees via the intranet and are shared directly with senior leaders. The data we collect gives us insight on each specific group and region and can help us make better informed decisions on how to improve equity, diversity and inclusion within our branches and regions.

We also ran a self-identification campaign within our executive community and asked for participants’ consent to use their self-identification (ID) information for human resources (HR) planning purposes. We shared this employment equity data with our Executive Management Committee (TMX) during the Career Review Board. This allowed them to consider employment equity goals in succession planning and to determine developmental opportunities for high achieving employees from equity seeking groups.

We’re also using focused talent management discussions to create a talent pool of racialized employees, Indigenous employees and employees with disabilities with high potential for executive roles. We’re also creating a talent pool of executives from equity-seeking groups who have the potential to reach the Assistant Deputy Minister (ADM) level.

One of the challenges Transport Canada faces is the technical nature of our business. This means that many positions require specialized skills and/or education. In many cases, it is already challenging to recruit for these positions due to the compensation differential between the private and public sectors. Aligned with this, we have had to reconsider and adapt our recruitment and outreach approaches to ensure that our workforce is representative of the populations we serve.

Significant efforts continue to be implemented to achieve representation of the four designated groups in Governor-in-Council and Ministerial appointees. Overall, there has been an increase of 3% in gender parity and 8% in underrepresented groups since October 2022.

As a department, we are also working hard to foster gender balance and inclusion in the transportation industry. Through the Ocean Protections Program, TC is investing to support training for indigenous, Inuit, Métis and women to play a meaningful role in emergency response, waterway management, and careers in marine shipping. In addition, TC has worked with Employment and Social Development Canada to ensure transportation eligibility for the Sectoral Workforce Solutions Program to advance skills and training with a focus on innovation and the recruitment of underrepresented groups resulting in projects in both aviation and trucking industries. TC has also hosted a Labour Summit in November 2023 to engage with industry, other levels of government, and Indigenous peoples on labour shortages and skills development including a focus on the recruitment and development of underrepresented groups.

These efforts, while externally focused, are also expected to support longer term recruitment goals for the Department given that much of our target candidate pool comes includes those with direct industry experience.

Question 2

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

• 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).

It’s a challenge to set quantitative inclusion goals due to the lack of comparative data.

We’ve analyzed Public Service Employee Survey (PSES) results for all diversity and inclusion categories. We shared our initial observations with Transport Canada’s Executive Management Committee (TMX) and proposed that each diversity network look at their own results and incorporate them within the HR planning process and as part of their action plans.

As part of our 2024-2027 Equity, Diversity and Inclusion Action Plan we will be setting targets for PSES results on questions related to equity, diversity and inclusion, which will help us implement evidence-based decisions that are aligned with government priorities.

We have also recently implemented an updated version of our Employee Exit Survey. The data isn’t usable due to limited data/low response rate, but by automating the departure process in the future, we expect a higher completion rate and to have more insight on reasons for departures, by diversity group, that will inform needed improvements to workplace strategies in the department.

To improve inclusion for persons with disabilities, Transport Canada is working to establish a Centre of Expertise for Accommodations during fiscal year 2024-2025. The centre will use an employee-centered approach to enable timely accommodations and give employees and managers a point of contact to help them navigate the accommodation process. We have also chosen an employee to be an ambassador with the Personnel Psychology Center’s Ambassador Network for Inclusive Assessments. Our ambassador is committed to promoting accessibility and inclusivity to make sure that recruitment, selection, and staffing processes are fair and accessible.

In 2022, in partnership with the Knowledge Centre for Indigenous Inclusion, Transport Canada piloted an Indigenous Career Navigator Program. During the 2023-2024 fiscal year, we continued this initiative which aligned with the goals of the Many Voices One Mind Action Plan and Transport Canada’s Indigenous recruitment and retention strategies. This program provides comprehensive support to Indigenous employees across the country.

Transport Canada’s Indigenous Career Navigator:

• delivered over 40 presentations
• conducted over 80 consultation sessions with Indigenous employees, and
• guided over 25 external Indigenous applicants through the recruitment process

The navigator spoke with more than 192 hiring managers, showcasing their pivotal role in supporting Indigenous recruitment and retention work within the department. Through these initiatives, we’ve strengthened our commitment to reconciliation and fostered a more inclusive and supportive environment for Indigenous employees. 

In 2023, led by our Deputy Minister, Transport Canada officially participated in Ottawa’s Capital Pride Parade. Our Executive Management Committee (TMX) also supported the Positive Space Network by endorsing 2 part-time, 6-month micro-missions to deliver positive space awareness sessions throughout the department – a resource which supports equity, diversity and inclusion. We’re also taking steps towards creating inclusive washrooms and streamlining our name-changing processes.

Transport Canada’s Black and Other Racialized Employee Network has recently launched an informal mentorship program with the goal of providing Black and other racialized employees the opportunity to build skills, develop qualities and confidence for career advancement, and help expand their networks.

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?)?

Once we publish Transport Canada’s Equity, Diversity and Inclusion Action Plan for 2024-2027, the next step will be to develop a Performance Measurement Framework to evaluate progress towards the action plan’s goals. The framework should be complete in early Fall 2024 and will be developed in collaboration with Transport Canada’s Audit and Evaluations Group.

Transport Canada’s employment equity representation data, found on our people management dashboards, is updated monthly and available to all employees. The dashboards also track progress of hiring rates, attrition rates, and percentage of hires and losses. This information is used to measure recruitment and retention progress. During the HR planning period, dashboards are regularly used to remind hiring managers of the representation rates and areas where we need to make more progress.

Transport Canada’s Annual Employment Equity Workforce Analysis Report (scorecards) provide a large amount of data on how employment equity groups are represented in the department’s workforce.

The scorecards are based on self-identification data from indeterminate and term employees (more than 3 months). The scorecards also include relevant information on diversity and inclusion from:

• Public Service Employment Survey results
• Transport Canada’s Workplace Mental Health Heat map

Scorecards are created for TC as a whole, for each region, and for each group within the national capital region (NCR). We share this information via presentations with members of:

• the National Diversity and Inclusion Advisory Committee
• regional executives, and
• executives in groups within the NCR

The information is also available to all employees via the intranet. Moving forward, we need to make this data more visible and better use this tool when planning, recruiting and looking at retention within our workforce. We should also explore creating a dashboard that allows us to share the information more effectively and more frequently.

We complete and present an analysis to the Career Review Board twice a year. This analysis highlights the gaps and changes in representation rates at the executive level compared to previous years. We also use employment equity representation rates and gaps to better plan and to inform future resourcing strategies and EX talent management discussions, including the nomination process for leadership development programs. 

We know employees need to see themselves in their leadership in order to feel inspired and empowered to become leaders and foster change. We also know that currently, many employees don’t yet see themselves reflected in Transport Canada’s leadership.

While we have made progress, there’s more work to do, in particular to address long-standing gaps in representation of Indigenous peoples at the executive level.

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.

For 2023-2024, Transport Canada set executive performance management commitments that reflect the goals in the Call to Action and its Forward Direction.

The specific performance measures for TC executives were:

• foster an inclusive workplace culture where people are treated with respect, dignity and fairness by promoting awareness, understanding and respect of diversity and inclusion in all areas of the work environment, supporting employee participation in employee networks and other diversity-focused learning activities, and ensuring that accommodation requests are actioned in a timely manner
• actively support the recruitment, promotion and retention of Black and other racialized groups, Indigenous Peoples, persons with disabilities, members of the 2SLGBTQIA+, and women, and take measures to meet or exceed multi-year employment equity hiring and promotion goals in support of organizational targets
• actively support the sponsorship, mentorship and talent management of Black and other racialized groups, Indigenous Peoples, persons with disabilities, members of the 2SLGBTQIA+, and women, including the identification and removal of systemic barriers to talent and performance management processes, and ensuring prioritized access to language training in support of career development
• actively engage employees in the advancement of the TC Diversity and Inclusion Action Plan, TC Official Languages Action Plan, and TC Accessibility Plan and ensure that clear, actionable commitments are included in all executive, manager and employee performance agreements
• consult and collaborate with equity seeking groups to better understand their diverse realities and receive feedback on key areas such as systems, policies, programs and/or initiatives (current and upcoming) to foster the inclusion of a broad range of voices and views in decision-making and address systemic racism and barriers to accessibility

Members of Transport Canada’s Executive Management Committee (TMX) had 2 additional goals:

• sponsor at least 2 Indigenous employees or Black or other racialized employees to prepare them for leadership roles
• personally endorse at least one recruitment campaign for an equity deserving group

The progress and achievements of executive commitments will be part of the discussions at the Career Review Board in spring of 2024 and will be taken into consideration as part of the final overall performance ratings.

This year there is more importance placed on “how” executives achieve their commitments. “What” they did is also evaluated, to produce a single overall rating. We will focus on further improving accountability measures in the coming performance management cycle.

Work objectives for diversity and inclusion are also included in all manager and employee performance agreements.

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.
• Work is underway to develop an approach to sponsorship.

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.  

As head of my organization, I’ve endorsed the sponsorship of high performing executive employees who belong to employment equity groups and show strong leadership potential to participate in the Government of Canada’s Executive Leadership Development Program (EX-01 to EX-03 level).

This program develops dynamic, high-performing leaders to meet the needs of the federal public service. I also supported, and approved staffing strategies for executives that belong to employment equity groups. This gave them challenging opportunities at the next level, helping them further develop leadership competencies and advance their careers.

Members of Transport Canada’s Executive Management Committee (TMX) have also been given the goal of sponsoring at least 2 Indigenous, Black or other racialized employees to prepare them for leadership. This goal has been added to all TMX members’ performance agreements.

TMX members are also committed to providing executive leadership development (access to acting opportunities, language training, leadership development program, etc.) to their respective executive management team members who self-identify as belonging to an employment equity group.

In support of TBS’ Mosaic Leadership Development Program, Transport Canada’s selection committee nominated employees who self-identified as members of an equity-seeking group. Two employees were chosen to participate in the program.

Transport Canada has been using our internal Leadership Development Initiative to give employees aspiration and opportunities to advance their career and develop their leadership skills via:

• stretch development assignments
• coaching
• mentoring, and
• leadership workshops

The initiative aims to help with succession planning for executive-level positions. Participants must be in a substantive position that reports directly to an Executive. We launched a third cohort of participants in fall 2023. 70% of participants are members of employment equity groups. Their progress is tracked through Transport Canada’s Career Review Board, which is held twice a year.

Transport Canada’s Safety and Security Group also launched a Mentorship Plus (M+) Pilot Program in April 2023, with a 1-year cohort period. The pilot ended on March 31, 2024, and we will be analyzing the program’s outcomes and looking at whether it’s possible to implement the program department-wide, in the coming year.

As head of my organization, I demonstrate my authentic commitment to equity, diversity and inclusion at every department-wide meeting, whether it be a townhall to discuss transformation, remote work, cultural celebrations or vaccine mandates. I am clear about my personal commitment to inclusion and the department’s.

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
  • Black employees
  • Racialized employees

Please provide details.

As head of my organization, I’ve endorsed the launch of a third cohort of our Leadership Development Initiative (LDI) which focuses on recruiting members of employment equity groups and members of the 2SLGBTQIA+ community (70% of participants).

Participants were recommended by senior managers and chosen by our Executive Management Committee (TMX). Their progress is tracked via Transport Canada’s Career Review Board which is held twice a year. However, additional work is needed to shift progression of employment equity group participants in the Leadership Development Initiative to permanent executive positions.

Transport Canada also launched 4 advertised processes that targeted employment equity groups.

To ensure successful processes, we identified and addressed barriers to how candidates were evaluated. We also used different types of evaluations to help give them the chance to perform at their best and to improve the overall experience.

Over 100 employment equity candidates qualified in these advertised processes. We also share our results with other government departments, which gave them the opportunity to appoint candidates and improve diversity within the wider federal public service.

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?

During talent management discussions within the Career Review Board, we remind board members of the importance of timely language training for executives identified as “ready for advancement”, “ready for lateral movement”, and those who must maintain their second language proficiency, with a focus on Indigenous and black and other racialized employees.

Some Indigenous, Black and other racialized senior executives in unilingual regions have been given full-time official language training to help them prepare for future promotional opportunities.

In the coming years, we need to develop a comprehensive approach so employees from equity seeking groups, at any level, have the opportunity to develop their language skills.

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

Our Prairie and Northern Region offered one year of Inuktitut training to interested employees. Virtual training was challenging due to connectivity issues and people unfamiliar with virtual training, in general. The program ended in March 2023, and will no longer be supported, due to a lack of funding. All team members are encouraged to explore language training opportunities, including with Inuktut Tusaalanga, a free online resource.

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.

Transport Canada’s employee networks (Positive Space for 2SLGBTQIA+, Women+, Black and other racialized peoples, Persons with disabilities, and Indigenous peoples) were established in 2021.

Each network is led by executive representatives (Leads/Associate Leads). The Leads/Associate Leads, our departmental Diversity and Inclusion Champion and executive representatives from every group and region, are members of Transport Canada’s National Diversity and Inclusion Advisory Committee. The committee has the authority to act under the direction of TC’s Senior Management Team (TMX).

The committee helps the department to determine the actions needed to create and sustain a diverse and inclusive workplace by reviewing, assessing and challenging departmental practices, and offer advice, guidance and recommendations to ensure a respectful, inclusive and barrier-free workplace. Network Leads/Associate Leads represent the voice of their employee networks at the committee table.

The goal of our National Diversity and Inclusion Advisory Committee is to make sure all employees feel like they belong, have the opportunity to be heard, and can contribute to a work environment that’s open to all.

Since 2022, Transport Canada has established a dedicated Diversity and Inclusion Action Team to make sure the department meets our equity, diversity and inclusion-related legislative, policy and reporting requirements to central agencies. It also supports the Leads and the employee networks.

Since 2023, a Diversity and Inclusion Team member has been assigned as a key partner to work with each network to help the department to develop, promote and advance diversity and inclusion related programs, activities and strategies.

To enable an effective partnership, the Diversity and Inclusion Team and employee networks developed a Memorandum of Understanding (MoU). The MoU outlines their goals, roles and responsibilities and governance. The team also works with the Leads and Associate Leads to monitor and report on network activities and initiatives in support of Transport Canada’s Diversity and Inclusion Action Plan.

Transport Canada provides the employee networks with some financial support for planned national events and initiatives. Our Executive Management Committee (TMX) also supported the Positive Space Network by endorsing 2 part-time, 6-month micro-missions to deliver positive space awareness sessions throughout the department.

It’s important to note that Positive Space began as a grassroots initiative in 2018 and was recognized as an official network in 2021. In 2023, Transport Canada also signed a Memorandum of Understanding with the Public Service Pride Network, contributing $75,000 total over 3 years.

We engage with employees and employee networks, through regular, meaningful consultations on the department’s initiatives, policies and programs. Some examples include:

• the 2023 Employment Systems Review
• the Equity, Diversity and Inclusion Action Plan for 2024-2027
• the Accessibility Plan
• renewing Transport Canada’s Values and Ethics Framework, and
• our Equity, Diversity and Inclusion Logic Model

Our 2024-2027 Equity, Diversity and Inclusion Action Plan will include a feedback form to give employees to chance share their experiences and barriers, related to equity, diversity and inclusion. This will help us better understand the needs to our workforce.

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.  

As a member of the Canadian Centre for Diversity and Inclusion, all Transport Canada employees have access to the center’s Diversity Calendar which includes religious and cultural observances and other commemorative dates. Employees can merge this calendar directly into their Outlook calendar. The calendar has been promoted using our weekly internal newsletter.

Our Communications Group is developing an interactive calendar that will be published on the intranet which will allow employees to see and add events. They currently maintain a database of important commemorative dates and ongoing events, which allows the Communications team to plan ahead and advise internal clients when there are potential conflicts between departmental activities and important dates.

All internal diversity and inclusion-related events are promoted through multiple channels, including Outlook invitations for all employees. We also promote other federal department events in our weekly newsletter and/or the intranet.

Our employee networks work with the Diversity and Inclusion Action Team to maintain a calendar of commemorative dates/celebrations which is used to organize national network events.

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.

One particular barrier for Transport Canada is that many positions require specialized skills (e.g., inspectors). This leads to a smaller pool of potential candidates which could lead to an even smaller pool of employment equity candidates. The department is reflecting on the qualifications for certain specialized roles to reduce potential barriers, be more inclusive, and expand the potential target pool of qualified candidates moving forward.

Although modernizing the Official Languages Act serves to strengthen our commitment to fostering greater linguistic duality, amending Part V – which requires those in management roles to achieve and maintain a CBC/CBC rating – may create a barrier to making progress on the Call to Action within bilingual regions.

For example, the change to Part V may make it more difficult to appoint Indigenous people, Black and racialized people and persons with disabilities to and within the Executive Group and to other supervisory roles, since some employees may be just beginning to learn a second official language. 

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.

Employees can join all established employee networks which give them a chance to share their voice in a safe space. These networks include:

• the Black and Other Racialized Network
• the Positive Space Network (2SLGBTQIA+)
• Indigenous Network
• Persons with Disabilities Network, and
• the Women+ Network

Our Employee Networks organize national events for the department with the help of our Diversity and Inclusion Action Team. These events commemorate and celebrate the cultures, the history and the contributions of our diverse people which gives our employees the chance to consider a variety of perspectives and experiences. The events make it possible for participants to share their lived experiences. Testimonials speak to a variety of experiences, including those from employees who have multiple identities.

Our Women+ Network organized a special event for all employees to acknowledge International Women's Day where Rachel Baptiste, a Black female executive and coach, facilitated meaningful reflection and discussed actionable steps towards accelerating progress for women in the workplace. Drawing from her extensive background, Rachel highlighted the pivotal role that allies play in championing empowerment, equity, and psychologically safe workplaces.

To support and improve our understanding of intersectionality, all Transport Canada employees are required to complete mandatory Gender-Based Analysis Plus (GBA+) training. Transport Canada also promotes and offers events to all employees on GBA+, advancing equity and inclusion for everyone. On the GBA+ webpage on our intranet, employees can find the latest tools, news and other important information related to GBA+.

Transport Canada uses the newly improved functions of the Federal Public Service Workplace Mental Health Dashboard to uncover disaggregated data (data that has been broken down by detailed sub-categories) to include in our annual Workforce Analysis Scorecards. The dashboard gives us the chance to search and compare different demographic data points.

We will also establish an Ombuds Office to show senior management’s commitment to providing an impartial, confidential and safe space for employees to raise workplace concerns.

We expect that the funding, operating model, communications, tools, and processes will be in place so the office can launch by the end of March 2025.

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. 

While Transport Canada has taken many positive steps that shows our commitment to promoting diversity, equity and inclusion, we still have a ways to go and must build on the positive momentum we have developed to improve inclusion and accessibility in our workplace, advance workforce representation at all levels, and measure and report transparently on our progress.

We will also continue to use an inclusion and accessibility lens as we develop and implement programs, policies and initiatives for Canadians.

Although it may take years to significantly change our workplace culture, there has been an impact within senior leadership levels which has led to a series of initiatives that are helping Transport Canada be more inclusive. These initiatives include:

• creating a departmental recruitment strategy framework that includes diversity and inclusion considerations
• launching initiatives to recruit from diversity and inclusion-seeking groups, including targeted recruitment campaigns
• running the Mentorship Plus pilot project
• developing a Mental Health Action Plan
• writing a Workplace Harassment and Violence Prevention Policy
• creating a Centre of Expertise for Employee Accommodation
• setting EX performance management commitments that respond to the goals in the Call to Action and its Forward Direction

We consult with employee networks more often, especially on items that relate to the People Management Framework. However, we need to develop this further to encourage other groups to consult with the networks.

More consideration must be given to taking actions that can be measured. Working with the Audit and Evaluations Team has been key to accomplishing this.  

As part of our Equity, Diversity and Inclusion Action Plan for 2024-2027 we will be including additional actions for recruiting, developing, and fostering the next generation of senior leaders in the department.

We continue to strive to create a workplace where everyone feels empowered to bring their full, authentic selves to work. With that said, we acknowledge that systemic discrimination, racism, and barriers to accessibility still exist in our workplace and continue to have an impact on employees’ well-being and mental health.

We still have much work to do to be fully inclusive, fight racism and discrimination in every form, and identify and eliminate barriers to make sure all employees can fully participate in our workforce.

Moving forward, we are committed to several initiatives that will help us develop a more inclusive organizational culture and will support our ability to measure our progress.

We need to do more – learning, listening and taking tangible action that can be measured to better support our employees from marginalized communities.

Discrimination of any kind has no place at Transport Canada and we will continue to work hard to create a more inclusive and accessible workplace.

We look forward to our continued work on this collective obligation and the opportunity to help Transport Canada and the public service create permanent, systemic change.