• Tracking the progress, impediments and evidence based strategies for promoting diversity within organizations
• How data in leadership can drive change
• The need for robust tracking, rigorous evaluation and transparency
• Supplier diversity
• Measuring your diversity and inclusion efforts

• Thomas Roosevelt famously said, “No one cares how much you know until they know how much you care.” Roosevelt did not know it at the time, but he referenced what psychologists now call emotional intelligence (EI).
• Emotional Intelligence is “the ability to identify, assess and control one’s own emotions, the emotion of others and that of groups.”
• Emotional Intelligence helps in understanding other people better and building a sense of trust and psychological safety. Emotionally intelligent behaviours underpin inclusive and safe workplaces.
• Building an inclusive anti-racist culture has individual behaviour change as its foundation.
• Culture doesn’t change on its own or simply by “being nice.”.
• It’s the treatment of others and interactions among colleagues and leaders that define our workplace cultures in totality.
• Whether it be regular microaggressions, issues of failing retention or barriers to upward mobility for those from equity-seeking groups, being an emotionally intelligent leader is vital to building a workplace based on belonging, inclusion and safety.

• IGM Financial’s DE&I strategies and activities
• Importance of diversity for IG Wealth Management
• His personal perspective on what DE&I means to him as a leader and individual

The BlackNorth Initiative includes The Canadian Council of Business Leaders Against Anti-Black Systemic Racism, The Canadian Association of Urban Financial Professionals and the Canadian Council for Aboriginal Business.  CEOs representing more than 200 Canadian organizations, including three of Canada’s big banks, have signed a pledge that says their organizations will help combat systemic racism and increase the representation of Black, Indigenous and minority employees in boardrooms and executive suites.

In doing so they are committing to public targets including:

• Hiring of more black Indigenous and minority students
• Ensuring succession strategies include black, indigenous and minority talent strategies
• Publishing data on executive representation and /or mobility

The Federal Pay Equity Commissioner at the Canadian Human Rights Commission, shares her insights on pay equity and two other proactive compliance programs supporting diversity and inclusion across Canada.

• Pay equity, employment equity and accessibility: Proactive compliance as a common denominator.
• How pay equity, employment equity and accessibility support diversity and inclusion
• Pay equity: getting ready for the Act

• Building a business culture where diversity and inclusion play an integral part
• Who should be involved?
• Why responsibility cannot be siloed in HR
• Who should D &  I report to?
• Weaving D & I  thread through the organization
• Who is responsible for making things happen?
• Convincing senior leaders of what D & I means
• What must leaders do to build a diverse and inclusive culture
• Importance of recruiting and developing talent
• Role of networks
• Is D & I a KPI?
• Engagement surveys
• Talking about the elephants in the room