Canadian Radio-television and Telecommunications Commission
Letter on Implementation of the Call to Action on Anti-Racism, Equity and Inclusion

Summer 2021 update

Dear Janice Charette:

Further to my letter of March 5, 2021, I am writing to give you a status update on the Canadian Radio-television and Telecommunications Commission’s (CRTC) Action Plan to Address Systemic Racism and Advance Inclusion and Diversity. As you will note from the attached action plan (Annex A), implementation is well underway and we are moving the marker forward on the important topics of racism, discrimination, diversity, inclusion and mental health in the workplace.

The CRTC’s 2020 Public Service Employee Survey (PSES) results indicate an improvement with respect to the experiences of visible minorities, with positive responses in key categories (Employee Engagement, Empowerment, Inclusion and Diversity, and Workplace Well-being) increasing by 10 to 15%. Work remains to be done toward improving the experience of persons with disabilities, which will be one of our main areas of focus in the coming years. We will continue to gather employee perspectives by means of our internal survey Introspect, which will help us evolve our approach for greater impact, and to improve experiences for all employee communities.

One of our main challenges in moving forward will be shifting our efforts from increasing employee awareness of a number of diversity topics to implementing specific, targeted and directed actions that are visible to all employees. We have started by developing annual diversity staffing targets over the next few years, both for the CRTC as a whole and specific to our executive cadre (Annex B). We have also developed guidance for the implementation of our staffing plan (Annex C). Our sector management teams will also set their own individual targets, so that leadership and accountability of these important goals are shared across all parts the organization. This will amplify our efforts towards diversity in our recruitment and retention, which have already begun. In 2020-2021, 35.8% of all employees joining the CRTC and 40% of appointees to executive positions were Indigenous, Black and other racialized employees; increases of 8.9% and 6.7% from the previous year. For our executive cadre, we expect to close our previous gap and meet our aspirational target for this designated group by September 1st, 2021, and we are well on our way to meet or exceed our 2021 targets for other designated groups.

A direct appeal has been made to employees who are unused to sharing their views, and, in particular, those affected by racism, discrimination and lack of inclusion. To ensure the views of all employees are represented, we have asked all employees for direct input on important policy and program changes, for example, to an update of our Code of Conduct and on the prioritization of other policy instruments for review. We regularly seek input from bargaining agent representatives and employee representative committees. Employee views on the representativeness of their committees is a topic that will be explored in a future internal survey.

No plan is without its challenges and barriers. As we move forward on our journey, another challenge will be that our progress in increasing diversity needs to be obvious to our employees. Although some representation is clearly visible, some is not, for example, in the case of invisible disabilities. The CRTC will develop a concerted communications campaign to explain these ‘invisible’ elements of diversity so that the workforce can be more aware of its own diversity.

As I noted in my first letter, the CRTC set out to develop an Anti-Racism and Anti-Discrimination (ARAD) Strategy to identify barriers to inclusion. Employees, managers and executives all showed strong support for this initiative through their participation in its engagement and awareness phase. An employee survey (independent of our own internal survey) had 225 respondents and the all-staff engagement session had 257 participants; a participation rate unanticipated by our consultant based on a population of approximately 500. All of our executives completed a self-reflection exercise on intercultural competence, participated in a group discussion and a workshop on unconscious bias while 158 managers and supervisors participated in an awareness session on unconscious bias and micro-aggressions. Training on diversity and unconscious bias has also become mandatory for all employees as well as for selection board members with the launch of our three-year Employment Equity, Inclusion and Diversity Plan in May 2021. We anticipate finalizing the report of findings and an Action Framework in Fall 2021, which will help guide anti-racism and anti-discrimination activities moving forward.

Some highlights of other major activities in support of diversity include:

• A wide scope of events in support of Black history month, including a series of blogs and podcasts by Black CRTC employees
• Our keynote speaker for International Women's Day spoke from the perspective of a Black woman involved in film, stage and television
• A similarly full calendar of events for National Indigenous History Month
• An all-staff event which featured personal testimonials and discussions on culture and inclusion with Indigenous guest speakers
• Review of proposals from consultants to assist with our employment systems review, which will be informed by the work leading to the ARAD Strategy
• Working with other organizations to implement the Mentorship Plus* program in Small Departments and Agencies; and
• Targeting staffing for our entry-level CO-01 group (>40% of our population) for employment equity groups exclusively.

With all of the actions being undertaken I am confident that we are moving in the right direction and believe that CRTC is making progress toward becoming a truly diverse, healthy, safe and inclusive workplace.

Sincerely,

Ian Scott
Chairperson and Chief Executive Officer
Canadian Radio-television and Telecommunications Commission

Annex A: CRTC Action plan to address systemic racism and advance inclusion and diversity – August 2021 status update

Progress since Clerk's message on Call to Action (January 22, 2021).

Changing the public service culture

Engaging in dialogue that will de-stigmatize discussions on racism and systemic barriers by:

• Frequently meeting departmental employee equity committees and/or networks and inviting representatives of these committees and/or networks to attend meetings of the senior executive on a regular basis in order for a diversity of perspectives to be considered¹ (Target: Ongoing, on track)
  • Employees involved in podcasts for Black History Month were invited to present and discuss their experience with the senior executive team. (Feb 2021)
  • Senior executives participated in a number of National Labour-Management Consultative Committee and CRTC Indigenous Reconciliation Circle meetings. (Feb-Jul 2021)
  • The CRTC Chair and senior executives held a number of all-staff meetings with open discussions on a variety of topics (Reconciliation, Diversity and Inclusion and unconscious bias, working from home, respect in the workplace, return to the office and hybrid work environment, etc.) to give all employees an opportunity to express their views. (Feb-Jul 2021)
  • More meetings will be organized in the fall following the summer holiday period and resumption of regular employee committee meetings. (Fall 2021)
• Celebrating and respectfully incorporating diverse histories, cultures and minority groups, (e.g. Black history month) (Target: Ongoing, on track)
  • CRTC's Diversity & Inclusion (D&I) Champion/Committee presented a range of events and resources throughout Black History Month. (Feb 2021)
  • The committee engaged all employees, asking them to get involved in the preparations. (Feb 2021)
  • Programming included (Feb 2021):
    • Conversations with public servants, a black filmmaker, an academic, an entrepreneur and a community activist, and included a wide variety of film presentations and discussions, as well as career discussions and training offerings.
    • A series of podcast-style conversations on topics related to Black heritage. The first two included three Black CRTC employees discussing their experiences growing up and in the workplace. Other sessions were conversations with guests external to the CRTC.
  • An event for International Women's Day included a guest speaker speaking on her experience in film, stage and television, from the perspective of a black woman. Topics addressed racism in addition to gender issues. (March 2021)
  • A permanent list of resources on Black heritage is maintained on the CRTC's intranet (the Zone) for use by all employees. (Ongoing)
  • Current events, innovative ideas from employees and the success of previous year events will inform future year BHM programming. (Dec-Feb annually)
  • A virtual all-staff event in February 2021 featured a discussion with Dr. James Makokis and Anthony Johnson, advocates for the indigenous community where CRTC employees learned about a range of topics related to reconciliation, diversity and inclusion and unconscious bias. (Feb 2021)
  • Similar to BHM, a call for interest and a range of activities, events and resources were offered in support of Asian Heritage Month, with a permanent list of resources available to all employees. (May 2021 and annually)
  • Other events include Islamic Heritage and Global Diversity Awareness month. (Oct annually)
• Promoting and supporting the CRTC Reconciliation Circle and Reconciliation Corner (Target: Ongoing, on track)
  • Indigenous Issues/Reconciliation Champions led events for National Indigenous History Month and the 25th Anniversary of National Indigenous Peoples Day (Jun 2021 & annually):
    • Events 4 days a week with the Kiche Anishnabe Kumik (Kumik Lodge) for all employees -  morning prayers and smudging ceremony, lunchtime teaching with elders and opportunity for one-on-one meetings with elders
    • Information on the Indigenous Learning Series, Connecting Indigenous Communities across the Nation through the Broadband Fund, the Truth and Reconciliation Commission (TRC) and the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) as well as on events to celebrate the 25th anniversary of National Indigenous Peoples Day
  • Messaging and events in support of National Reconciliation Day (Sep 30, 2021 & annually)
• Developing an Anti-Racism and Anti-Discrimination (ARAD) Strategy to help remove barriers to inclusion by measuring and reflecting on intercultural competence (Target: Ongoing, on track)
• Holding focus group discussions with employees to inform the Strategy (Target: Mar 2021, completed)
  • All activities supporting the development of the strategy received strong support. These included:
    • Employee Survey – 225 respondents (of approximately 500 employees)
    • Employee engagement session open to all staff – 257 participants
    • Session with Inclusion and Diversity Committee members
  • Draft report of findings and an Action Framework to be finalized will guide anti-racism and anti-discrimination activities moving forward, including CRTC's Employment Services Review (ESR). (Ongoing)

Fostering inclusive leadership by:

• Having executives participate in a self‑reflection exercise (the Intercultural Development Inventory™ (IDI) Assessment) to measure their intercultural competence (Target: Mar 2021, completed)
• Engaging all executives on anti-racism via a facilitated group discussion on unconscious bias and systemic racism (Target: Mar 2021, completed)
  • All executives completed the IDI exercise, group discussion and workshop on unconscious bias as part of preparation for the ARAD Strategy (37 participants). (March 2021)
  • Unconscious bias training added as mandatory training with the launch of the Employment Equity and Inclusion and Diversity (EEID) Plan for all employees, with additional requirements for managers, selection board members and executives. (May 2021)
  • Training for selection board members, which includes most executives, to be reviewed with launch of CSPS's H205 course and new sub-delegation requirements. (Follow-up 2021-2022)
• Training all managers and employees on unconscious bias (Target: Mar 2021, completed)
  • Training on unconscious bias and micro-aggressions (158 managers and supervisors). (March 2021)
  • Additional mandatory training requirements added with launch of CRTC EEID Plan. (Ongoing 2021-2022)

Reflecting diversity and promoting inclusion

Actively supporting the promotion, sponsorship and career development of Black people and other racialized groups, Indigenous People, and persons with disabilities by:

• Reviewing and ensuring that talent and performance management processes are culturally sensitive and driven to remove systemic barriers to Black employees and other racialized employees, Indigenous employees, and employees with disabilities² (Target: 2021, on track)
• Ensuring that management commitments in regards to anti-racism, anti-discrimination, diversity and inclusion are clear and have SMART objectives (2021)
• Including commitments related to Champion roles where applicable (May 2021 and ongoing)
  • Diversity goals are part of CRTC corporate commitments at all levels, with objectives specific to this plan for executives and managers.
  • All executives expected to act as leaders in key roles such as Champion, Organizational Committee members or CRTC-wide initiatives and to apply the objectives of this plan.
• Implementing Mentorship Plus+ in addition to existing CRTC mentoring program (2021 and ongoing)
  • Part of the working group leading development for small departments and agencies. Terms of reference established, supporting tools developed, pending final approvals and program launch. (Sept/Fall 2021)

Actively supporting the recruitment and retention of Black people and other racialized groups, Indigenous People, and persons with disabilities by:

• Creating a new, three-year Employment Equity, Inclusion and Diversity (EEID) Plan that aims to not only meet, but to surpass our Employment Equity targets through recruitment and promotion, and that encompasses inclusion considerations (Target: March 2021, completed)
  • Launched and implementation begun. (May 2021)
• Establishing clear targets to increase representation at all levels of the organization and in key communities and business lines (Target: June 2021, completed)
  • Stretch diversity targets for CRTC and its EX-LC group established. (June-July 2021 and ongoing 2021-2024)
  • A supporting guide for the 2021-2024 staffing plan also developed. (June-July 2021 and ongoing 2021-2024)
  • Targets and guidance discussed with the senior executives as well as current progress toward targets. EX-LC target for 2024 already met for visible minority group, with progress made in representation for women. (June-July 2021 and ongoing 2021-2024)
    • While only 5.2% of persons with disabilities formally self-identified, results of internal survey showed up to 32% of respondents identified as having disabilities when asked questions related to the topic.
  • As part of HR Planning exercise, each sectors will develop targets and detailed staffing plans. (Fall 2021 to 2024)
  • Targets and EEID plan will be reviewed on a regular basis and adjusted as required. (Fall 2021 to 2024)
• Actively participating/supporting working group on hiring persons with disabilities. (Ongoing, on track)
• Promoting diversity and monitoring composition of selection boards. (2021)
  • Best way forward to be further explored.
• Supporting language training for managerial positions where underrepresented groups are being considered by: (2021 and ongoing)
  • Preparing diverse feeder groups by helping them achieve a minimum CBC language profile through the CRTC Language School
  • Establishing a baseline of language profiles against EE group representation
    • Guidance document for the 2021-2024 staffing plan includes language training considerations at all levels, prioritizing EE group members. (June 2021)
    • Best means to measure and report on EE group OL profiles to be explored so as to maintain individuals' privacy. (Fall 2021)

Updating policy and programs: Our future workplace

Establishing and overseeing a review of all internal systems, policies, programs and initiatives by:

• Ensuring that Black employees, other racialized employees, Indigenous employees and employees with disabilities, have membership and their view represented at executive tables, advisory groups and horizontal committees³ (Target: 2021 and Ongoing, on track)
• Establishing a baseline of current membership in working groups and employee committees to ensure diversity and inclusion (2021 and ongoing)
  • Best means to measure and report on representativeness to be explored so as to maintain individuals' privacy.
• Identifying and mitigating gaps in representation (2021 and ongoing)
  • Future internal survey to explore whether employees from various groups feel represented by working groups, committees, etc.
• Conducting an Employment Systems Review (ESR) (2021-2022, on track)
  • Statement of Work in development for consultant services to lead the ESR.
• Consulting employees to hear how existing programs and policies are being experienced by equity-seeking groups and what they think needs to be addressed (2022)
• Developing a work plan identifying priority of review and milestones.
  • All employees invited to provide input, directly or through committee/union representatives and encouraged to get involved in their committees. (Jul 2021)
• Reviewing HR policies, programs and initiatives using Gender-based Analysis Plus (GBA+) to identify systemic racism and barriers to accessibility and inclusion (Target: 2024, at some risk)
  • Review begun. Employee committees asked to assist in setting priority of review. (Jun 2021 and ongoing)

Increasing accessibility internally by:

• Establishing an Accessibility Champion and Committee (Target: 2020, completed)
  • Work plan established for development of accessibility feedback and complaint processes, and accessibility plan. Tiger team for phase 1 met and set initial tasks. (Jul 2021)

Annex B: Stretch targets for the CRTC and the EX/LC group

• The March 31, 2020 data below are the 2020-2021 Management Accountability Framework (MAF) results received based on March 2020 Workforce Availability (WFA) levels.
• A separate Employment Equity report from internal data including individual sector results as of May 1, 2021 is available internally in addition to the following.
• It should be noted that MAF results are based on centralized systems which vary from internal results.
• Forecast/target for March 2022 based on June 2021 internal MyGCHR data, with expected populations of:  35 EX/LCs and 500 total employees.
• Performance indicators:
  • CRTC target met (at least 2% above the WFA target); maintain 2% above WFA
  • WFA target met – watch closely and maintain as minimum
  • WFA target not met - to be improved

For the CRTC

Representation, WFA and targets for Women
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	265	270	275	278
All Employees	493	500	500	505
Representation	53.8%	54.0%	55.0%	55.0%
WFA estimate	50.7%	50.7%	50.7%	50.7%
Is the internal representation rate for women equal to or above their respective WFA for your organization?	Yes & meets CRTC target	Yes & meets CRTC target	Yes & meets CRTC target	Yes & meets CRTC target

Representation, WFA and targets for Indigenous Peoples
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	24	23	25	25
All Employees	493	500	500	505
Representation	4.9%	4.6%	5.0%	5.0 %
WFA estimate	2.6%	2.6%	2.6%	2.6%
Is the internal representation rate for Indigenous Peoples equal to or above their respective WFA for your organization?	Yes & meets CRTC target	Yes & meets CRTC target	Yes & meets CRTC target	Yes & meets CRTC target

Representation, WFA and targets for Members of Visible Minorities
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	86	87	97	107
All Employees	493	500	500	505
Representation	17.4%	17.4%	19.4%	21.2%
WFA estimate	16.7%	16.7%	16.7%	16.7%
Is the internal representation rate for members of visible minorities groups equal to or above their respective WFA for your organization?	Yes	Yes	Yes	Yes & meets CRTC target

Representation, WFA and targets for Persons with Disabilities
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	23	33	41	48
All Employees	493	500	500	505
Representation	4.7%	6.6%	8.2%	9.5%
WFA estimate	9.2%	9.2%	9.2%	9.2%
Is the internal representation rate for persons with disabilities equal to or above their respective WFA for your organization?	No	No	No	Yes

CRTC
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Are the internal representation rates for employment equity designated group members equal to or above their respective WFA for your organization?	No	No	No	Yes

*These CRTC targets are aspirational; gains expected from recruitment/ proposed hiring practices and increased self-identification. Based on a stable WFA and negligible population increase.

For the CRTC EX/LC group

• Challenges: Small EX-LC population and turnover mean that increases required in EE groups are competing for/hinge on the same new hire/promotion opportunities. Success may be impacted by low turnover; i.e. not enough promotions/external hires may cap gains. Total of 9 new EE EX-LCs needed (4 women, 2 indigenous persons, 1 visible minority and 2 persons with disability) may be more than turnover. If so, intersectionality may be needed; i.e. belong to more than 1 EE group.  Important that all replacement opportunities be used to fill gaps.
• Annual targets may shift as some groups may increase faster than predicted, or population or WFA rate change. To be reviewed/adjusted annually to maintain the final 2024 target.
• Due to hires this FY, and because of the lag before internal numbers are reflected in central systems, situation is more positive than in MAF results, in particular for visible minorities.
• Forecast/target for March 2022 based on June 2021 internal MyGCHR data. Close monitoring will be required to maintain levels over WFA baselines to cushion against WFA increases.

Representation, WFA and targets for Women, Executives only
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	11	134	16	17
All Employees	32	35	35	36
Representation	34.4	37.0%	45.7%	47.2%
WFA estimate	45.1%	45.1%	45.1%	45.1%
Is the internal representation rate for women equal to or above their respective WFA for your organization?	No	No	Yes	Yes & meets CRTC target

Representation, WFA and targets for Indigenous Peoples, Executives only
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	0	1	2	3
All Employees	32	35	35	36
Representation	0.0	2.9%	5.7%	8.3%
WFA estimate	6.4%	6.4%	6.4%	6.4%
Is the internal representation rate for Indigenous Peoples equal to or above their respective WFA for your organization?	No	No	No	Yes & meets CRTC target

Representation, WFA and targets for Members of Visible Minorities, Executives only
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	1	3	4	4
All Employees	32	35	35	36
Representation	3.1%	8.6%	11.4%	11.1%
WFA estimate	7.6%	7.6%	7.6%	7.6%
Is the internal representation rate for members of visible minorities groups equal to or above their respective WFA for your organization?	No	Yes	Yes & meets CRTC target	Yes & meets CRTC target

Representation, WFA and targets for Persons with Disabilities, Executives only
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Designated Group Members	1	1	2	3
All Employees	32	35	35	36
Representation	3.1%	2.9%	5.7%	8.3%
WFA estimate	5.3%	5.3%	5.3%	5.3%
Is the internal representation rate for persons with disabilities, groups equal to or above their respective WFA for your organization?	No	No	Yes	Yes & meets CRTC target

CRTC EX/LC group
	TBS data March 31, 2020	forecast/ target* March 2022	Target* March 2023	Target* March 2024
Are the internal representation rates for employment equity designated group members equal to or above their respective WFA for the executive group in your organization?	No	No	No	Yes & meets CRTC targets

*CRTC executive targets are aspirational; gains expected from recruitment/proposed hiring practices applied to turnover due to retirement and departures. Based on negligible WFA and population increase.

Annex C: Guidance for the 2021-2024 CRTC Staffing Plan

"Deputies will be required to present a staffing plan demonstrating the rate of hiring and promotions of individuals at the executive and non-executive levels, who self-identify in at least one of the EE [Employment Equity] groups, that will aim to close the gap within the next 4 years, with demonstrable and steady progress made annually starting in 2021. Organizations are expected to consider their Workforce Availability statistics as their baseline and create stretch targets."⁵

As per the latest Management Accountability Framework (MAF) results, a federal organization "report card", CRTC met 3 of 4 WFA targets for the organization but did not meet any for the executive group. TBS recommended that CRTC focus on closing EE gaps, including at the EX level.

CRTC Executives only (EX/LC)
Women, Executives only	Representation	34.4%
	Workforce Availability (WFA) Estimate	45.1%
	Met WFA target?	No
Indigenous Peoples, Executives only	Representation	0.0%
	WFA Estimate	6.4%
	Met WFA target?	No
Visible Minorities, Executives only	Representation	3.1%
	WFA Estimate	7.6%
	Met WFA target?	No
Persons with Disabilities, Executives only	Representation	3.1%
	WFA Estimate	5.3%
	Met WFA target?	No

CRTC
Women	Representation	53.8%	Down from 54.93%6
	WFA Estimate	50.7%
	Met WFA target?	Yes
Indigenous Peoples	Representation	4.9%	Down from 5.38%7
	WFA Estimate	2.6%
	Met WFA target?	Yes
Visible Minorities	Representation	17.4%	Up from 16.14%8
	WFA Estimate	16.7%
	Met WFA target?	Yes
Persons with Disabilities	Representation	4.7%	Up from 3.36%9
	WFA Estimate	9.2%
	Met WFA target?	No

To support our Chairperson in meeting his deputy head commitments and the objectives of the Call to action on anti-racism, equity, and inclusion, the CRTC 2021-2024 HR Plan and staffing plan will include the following actions:

For all groups

1. Appoint to maintain all representation levels:
   1. for categories already meeting current targets; and
   2. ensure that those groups not yet meeting targets do not drop. That is:

   
   If a member known to be part of an EE group leaves a sector or the EX/LC group, replacement hiring or promotion for that position should include an organizational requirement to fill an EE group gap (in same or other below target EE group).

2. Recruit persons with disabilities as a priority at all levels to close gaps in representation.

   
   Removing barriers to inclusion is essential to our diversity and inclusion goals at all levels. In regards to Official Languages (OL):

   1. In staffing processes targeted to EE groups, explore means to ensure that OL requirements do not pose barriers; and
   2. Adapt language training provided by the CRTC to members of EE groups to support their career development and meet accommodation needs as required.

For the EX/LC group

3. Appointment and Recruitment stretch targets to meet (as a baseline) and exceed WFA levels  to reach the following levels by 2024, with measurable progress made starting in 2021:
   1. 17 women (47.2%), 3 Indigenous persons (8.3%), 4 visible minorities (11.1%), 2 persons with disabilities (5.7%).
   2. Given the very small population total, small variations have a large effect. The above are based on current population of 35 EXC/LCs and are stretched to maintain levels should population increase to a total of 36.
   3. Close monitoring will be needed to maintain baseline levels should a member of an EE group leave and not be replaced by another from the same group. This may be a consideration in setting the next set of internal stretch targets.
4. Support the participation of Indigenous employees, Black and other racialized employees and employees with disabilities in leadership development programs:
   1. All EXs having self-identified as a member of an EE group and having received a rating of "well placed" or higher in the Executive Talent Management System (ETMS) to have a detailed talent and training plans in place, including career development services (e.g. official language training, coaching); and
   2. In keeping with the criteria for the last (2020) EX 1-3 Executive Leadership Development Program, CRTC nominees for the program will be members of EE groups.

For the non-executive group

4.  
   3. All EX minus 1 managers eligible for the program and with potential to move to the EX/LC level will be encouraged, with priority given to those who are members of EE groups, to participate in:
      1. the Aspiring Directors program; and
      2. language training.
   4. Encourage employees from EE groups to participate in:
      1. the Management Development program; and
      2. language training.

In addition, sponsorship of high-potential Indigenous employees and Black and other racialized employees to prepare them for leadership roles will be explored as part of the Mentorship Plus Program. As this is a new program, CRTC is awaiting further details and guidance on the approach that will be taken for the public service prior to implementing it.

The final goal is to arrive at CRTC EE reports with no Below Target performance indicators and Target Met totals for all EE groups at both the sector and CRTC level, then to maintain these levels indefinitely.