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How the CTO of Sun Life is using technology to create a more inclusive workplace

Posted on September 5, 2019November 26, 2021 by 30club-Canada

The job title of Chief Technology Officer isn’t usually associated with diversity and inclusion initiatives — but Rahul Sekhon, CTO at Sun Life, sees things differently. A passionate advocate and ally for women, people of colour, indigenous people, and individuals with disabilities (among others), Rahul is using tech to contribute to a broader strategy of promoting inclusion. Through his role — and his own actions — he’s playing an important role in attracting and retaining top talent.

By Hailey Eisen

As Sun Life’s Chief Technology Officer, Rahul Sekhon’s responsibilities include cloud transformation, employee experience, DevOps, and global infrastructure services. And while his education and experience align perfectly for this position, it’s the informal roles and responsibilities he’s taken on within Sun Life that really cause him to stand out amongst other male executives.

“People who know me would tell you I’m a relentless activist for equality,” Rahul says. And it’s through this lens that he sees all his roles and responsibilities at Sun Life. In fact, he has made it his mandate to support women’s advancement in the workplace, with a particular focus on recruiting more women into technology to support diversity, and increasing the percentage of women entering science, technology, engineering and math-related fields.

“Throughout history, Sun Life has taken pride in being an employer that supports fairness and a safe environment,” Rahul explains. “We also recognize that we must move beyond the traditional and continue to evolve to attract and retain the best talent in the industry — operating like a tech company in the insurance space.”

In an effort to better understand their clients and create products without bias, about five years ago Sun Life began looking at Diversity and Inclusion internally as part of an overall sustainability strategy. They began with unconscious bias training, looking for gaps in the talent pipeline, and re-writing job descriptions to ensure they include gender-neutral language. This year, they partnered with six other insurers to launch the Women in Insurance STEM (WIISTEM) program in Canada, offering female coop students in STEM undergraduate programs work terms with Toronto-based insurance companies. Sun Life has also sponsored several technology advocacy and recruitment events, such as the 2019 Girls Learning Code Day, WomenHack Toronto, and the Move the Dial Summit. And these efforts are paying off — there’s a great culture across the technology area, where men and women are treated fairly and equitably, and opportunities are available to everyone.

With a background in technology, Rahul is especially interested in how tech can be used as part of this broader strategy to improve the employee experience and promote inclusion. He’s using technology to design for an experience where employees are free to be productive in ways that best suit them, and are encouraged to be open and honest about their needs and desires.

“We’ve actually begun to simplify our technology use to create a frictionless experience — allowing people to work from one system to the next without losing productivity, and keeping in mind people with disabilities and our employees who are based all over the world,” he says.

Looking to amplify the voice of each employee, Sun Life has leveraged Workplace by Facebook, an online team collaboration tool that brings together its offices across 26 countries. With a similar interface as Facebook, it allows the organization to connect employees across the globe with town halls and other Livestream events, and provides a common space for individuals — from entry-level to executives — to share company news, personal stories, and feedback broadly, and comment and engage readily. It not only increases the frequency and authenticity of communication, but it also ensures everyone feels included and heard, even if the feedback is challenging.

“We launched the platform with the aspiration to bring our organization together,” says Rahul, noting the #ReachOutAndDiscover hashtag that employees were encouraged to use, “and we’ve seen example after example of how it’s enabled us to move to a truly open and inclusive culture.”

“Being authentic is more than how we dress up, it’s ensuring that we lead in our day-to-day actions around driving inclusion, whether it’s allowing people to speak up and voice views that are different, or amplifying the voices that get suppressed.”

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Like when Dan Fishbein, President of Sun Life U.S., began to use the tool to share personal anecdotes and observations with employees. “He demonstrated that it’s OK to open up and be vulnerable, and encouraged others to share their stories and experiences as well.”

With a corporate culture focused on bringing your authentic self to work, Rahul has made every effort to follow suit. From small things, like using Zoom meeting and turning his camera on, to empowering his teams to choose how and when they work — he encourages leaders to be authentic and empathetic. “Being authentic is more than how we dress up,” he says. “It’s ensuring that we lead in our day-to-day actions around driving inclusion, whether it’s allowing people to speak up and voice views that are different, or amplifying the voices that get suppressed,” he explains.

Coming from a place of authenticity, Rahul says, has always been extremely important to him. Born and raised in India, he admits he has experienced discrimination first-hand. But he hasn’t always been the ally and advocate that he is today. “My personal journey began many years ago, with the self-awareness and recognition that I needed to shed my own biases before I could influence others.”

Rahul began by participating in learning opportunities to engage with women and other minorities, to understand the challenges they were facing. “At first, I wasn’t a huge contributor, because I was trying to build my skills as an active listener,” he says. “But, in 2017, I took a personal risk and participated in a series of unconscious bias videos to share my own story. That’s when I realized I was in a position to influence change and new behaviours, and made it my mission on a daily basis to do so.”

While Rahul sees the value in large gestures, he believes real change takes place on a grassroots level, and that small, conscious actions have the most impact. As an engineer by trade, he says he’s generally inclined to want to ‘solve’ things, but in this case, it’s more about making subtle changes in how you act and how you show up, and, in doing so, influencing others to do the same. Leading by example, Rahul makes it a priority to actively mentor and sponsor women, create awareness about bias and discrimination, and volunteer on a regular basis.

As such, Rahul’s commitment to inclusion has always been part of his home life as well. “My wife and I have always taken turns in our careers, to raise our daughters while still allowing each other to grow professionally,” he says. It’s these beliefs that he’s ingrained in his daughters, too, who are now 13 and 17, and active diversity activists in their own right.

The advice he offers his girls — and other young women — is the same advice he has had to heed himself over the years. “As immigrants, my wife and I consciously chose not to let go of our identities when we came to Canada,” he says. “This advice translates to women as well. Don’t be someone else, be yourself, focus on your personal brand, be authentic and curious — and never settle for second best.”

As a strong advocate of the role that men need to play in driving equality, his advice for young men is around respecting women and building courage to stand up against bias. “Supporting women is not about giving up your spot, rather it’s about making room by being an ally,” he says. “It’s ok for men to show their vulnerability and still be passionate about what you stand for. But we need to be accepting of other views, and most importantly, we need to take accountability for our actions.”

While he believes nothing is going to be fixed overnight, Rahul is prepared to keep pushing for change. “We are trying to undo 15,000 years of damage, and we need to dig our heels in and commit to achieving equality for the long term,” he says. “It’s less about a revolution, and more about evolutionary change. It’s how we show up and how we acknowledge the other 50 percent of the human race. And how we become their allies. Equality is not optional.”

What is the role of men in gender equality? Over the next year, the 30% Club Canada and Women of Influence are partnering to explore this question. We’ll be sharing the stories of allies — men who are pushing for gender equality in the workplace, or making it happen in their own business. These Champions of Change can act as visible role models, inspiring and guiding other men to follow in their footsteps. If we’re going to level the playing field, we need men to be engaged.

How Matthew Jefferson and Jordan Hart are lending their privilege to help others

Posted on August 5, 2019December 13, 2021 by 30club-Canada

A conversation with Matthew Jefferson and Jordan Hart

Coined by Anjuan Simmons, the term ‘lending privilege’ describes using your own position or power to help underrepresented or disadvantaged groups. What does it look like in action? We spoke to Matthew Jefferson, who walked from BC to Newfoundland to raise awareness on the issue of missing and murdered indigenous women, and Jordan Hart, who completed 100 days of busking to raise money and awareness for people with intellectual disabilities. Here’s how they are using their own privilege to help others.

By Hailey Eisen

Anjuan Simmons has travelled the globe speaking about diversity and inclusion, but his focus remains on ‘lending privilege’ — a phrase he coined with the intention of galvanizing action. The Texas-based technologist, speaker, and author believes that every single person has the ability to use their own position or power — no matter how great or small that may be — to help others.

“The term ‘lending privilege’ means the willingness to take two actions,” he explains. “First, you have to be willing to recognize your own privilege, that is to understand how your gender, race, level of physical ability, and other factors provide access to resources. Second, you have to be willing to share your privilege with others.”

While lending privilege isn’t exclusively done by men — there are many examples of women lending privilege in extraordinary ways every day — Anjuan says men, given their traditionally inherent power, have a vital role to play.

“I always encourage men to recognize the power they have by changing how they think about justice,” he says, and that includes recognizing the systemic bias and barriers women face. “These experiences limit the job opportunities women can pursue, the promotions they receive, the salaries they are paid, and even how safe they feel walking down the street. If men can see that unfair system and care enough to create a better experience, then they can do their part in changing the system.” The result actually makes the workplace — and home life — better for all genders.

To make real change, there are a number of simple actions individuals can take. Lending privilege can be as easy as nominating someone for recognition or a particular assignment, inviting junior colleagues to meetings with leaders, sharing information with individuals who don’t have the same access you do, standing up for the equal pay or rights of a colleague, joining a campaign like 30% Club Canada with a focus on gender-balanced leadership, or stepping into the role of mentor or champion.

Matthew Jefferson is a man who has taken the concept of lending privilege one step further. Or, more like a million steps further. On June 25th of this year, Matthew completed a year-long, 8,275-kilometer walk — from Victoria, BC to Cape Spear, Newfoundland — with the intention of bringing awareness to the issue of missing and murdered indigenous women across Canada.

As a man who ‘presents white’ (on account of his New Zealand-born father) but is also full status indigenous, Matthew is committed to lending privilege to bridge indigenous and non-indigenous communities, open the channels of communication, and raise this often ignored issue to the broader public agenda.

“You never really know what you’re capable of until you apply yourself, I second-guessed myself every single day and even when I reached my final destination, I didn’t feel elated or done — this is just the beginning of my work and my journey.”

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On October 14, 2017, Matthew’s aunt, Frances Brown, disappeared while mushroom picking in a forested area north of Smithers, BC. Local search and rescue crews from around the province were called in, alongside RCMP and volunteers — but the official search was called off eight days after it began.

“If I were an indigenous woman, or even looked more like an indigenous man, then you probably wouldn’t be having this conversation with me,” Matthew said from North Sydney, Nova Scotia. “As you can imagine, it’s a privilege to be who I am, and I am using that as a tool to deliver our message.”

Speaking in front of community groups, to the media, and most importantly, he says, to school-aged children, Matthew has been educating Canadians about residential schools, day schools, ‘the sixties scoop,’ and aboriginal child welfare — aspects of Canadian history that until recently had been brushed over in school curriculum. “Young people are this country’s future elders,” says Matthew. By educating them, he hopes they, in turn, can educate others.

Matthew is a staunch advocate for women’s rights — both indigenous and non-indigenous women — and while he says his talks across the country were mostly attended by women, his goal is to have more men engaged in these conversations. “Women are sacred, they are life bringers, water carriers, and an integral part of our societies,” Matthew says. “I want to see more non-indigenous women stand up for indigenous women, and more men stand up for all women.” Matthew is also a supporter of the Moose Hide campaign, a grassroots movement of Indigenous and non-Indigenous men and boys who are standing up against violence towards women.

While his walk proved excruciating at times, leading to physical injury, illness, and emotional trauma, Matthew says he realized a great deal about himself over the course of the year. “You never really know what you’re capable of until you apply yourself,” he says. “I second-guessed myself every single day and even when I reached my final destination, I didn’t feel elated or done — this is just the beginning of my work and my journey.”

A welder and carpenter by trade, Matthew continues to commit his time and energy to championing this cause. “While I was walking I was able to meet with tens of thousands of people across our nation, laying the groundwork for what I’m about to do next.” On June 1st, 2020, Matthew will be leading a sponsored bike ride from B.C. to Newfoundland, raising funds for all indigenous communities in Canada that have missing family members. “I’ve connected with many people over the past year and through this bike ride I get to test their commitment to really wanting change.”

While Matthew was nearing the final leg of his journey, another Canadian man was just setting out on his own personal mission to lend a voice to those whose voices have traditionally been silenced.

This past spring, multi-instrumentalist, singer-songwriter Jordan Hart completed a 100-day busking challenge — serenading strangers on the streets across Toronto to raise money and awareness for L’Arche Canada, an organization that creates communities for people with intellectual disabilities.

Jordan was born into a musical family and says that he spoke music before he could speak words. Graduating from an arts high school in Edmonton and having completed a summer program at the Berklee College of Music in Boston, Jordan chose busking as the route to musical fulfillment. In 2013, he set out to travel across North America as a busker, beginning in Vancouver. “Almost immediately I was connected with influential people in the industry, including producers, and I decided to stay and see where those connections would take me.”

“You know, as humans, we have this preconceived notion about someone’s value based on their capabilities, which tend to revolve around money or talent.”

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A few years later he followed his music and connections to Toronto, where he spent time in the studio with producer Michael Sonier (who has worked with Alessia Cara, Mary J Blige, and more) and the multi-platform, Grammy-nominated production/songwriting group Kuya Productions (their credits include Alessia Cara, Drake, and others), creating a five-song EP that blends acoustic, roots soul with alternative R&B.

“I spent a lot of time in the studio and was ready to get back to the streets,” Jordan says. But rather than focusing on self-promotion, he took the opportunity to lend privilege to an organization and cause that was extremely close to his heart.

“My dad was the executive director of L’Arche in Edmonton and has been on the board of L’Arche Canada for some time, and from a young age I was in touch with the community, spent time visiting houses, and had relationships with residents and assistants,” Jordan says. “What I experienced in those communities was inspiring and unique. I had never seen such unconditional love and acceptance in my life.”

Jordan dedicated every Sunday of his 100-day challenge to L’Arche, raising funds, and more importantly, awareness. “What I felt I could really offer was exposure of L’Arche to a younger generation,” he says. Jordan brought core members from L’Arche communities out with him to speak, dedicated his social media posts to the cause, spoke to the media, handed out information, and had one-on-one conversations with people who came to watch him perform.

The results were more than he could have ever imagined. “You know, as humans, we have this preconceived notion about someone’s value based on their capabilities, which tend to revolve around money or talent,” Jordan says. “And you look at someone with intellectual disabilities and they don’t possess these things and so they’re often overlooked. But when you sit down with them, you realize that value is not attached to that at all — what matters most is being in the moment and being human together. And, you realize that your worth actually never had anything to do with what you’re capable of. That understanding left a huge space in my heart to love myself for who I am — and a desire to share this realization with others.”

What surprised and delighted Jordan most was how many young people he met while busking who wanted to learn more and get involved. “I’ll never forget the moment a young man came up to me, saying he’d moved to Toronto to pursue a job, and while he was doing well financially, and all his goals had been met, he was feeling unsatisfied. He needed to reconnect to community and he was drawn to what I was saying about L’Arche and wanted to know what he could do to help.”

As Jordan continues his musical journey, he plans to continue to involve L’Arche directly. Next up is a showcase that will include music as well as other art forms. “I would like to have artists of all backgrounds collaborating to create a multi-sensory experience where you can feel the openness and inspiration to become who you are and celebrate that,” he says. The project is in the works now, with the aim to have it ready by late summer or early fall.

While lending privilege certainly doesn’t have to be the grand gestures made by Jordan and Matthew, which are two completely different examples, it does require the realization that our privilege gives us benefits that others can’t easily access. It’s what you do with that realization — how you step into your power and use it to advance the voice, or the career, or the well-being of another person or group of people — that really matters. Whether that means making an introduction to someone in your network, bringing a junior employee into a meeting, or choosing to be a mentor or sponsor, there is likely a small action you can make immediately that will have a long-term impact on someone else’s life or career.

A deeper look at the design of everyday men — and what it means for women’s equality

Posted on June 2, 2019December 14, 2021 by 30club-Canada

Deloitte recently released a report — The design of everyday men — that investigates men’s experiences with work, family, and masculinity. Co-author Eric Arthrell explains how his personal experience of becoming a father inspired the study, and why taking a closer look at men’s success is an opportunity for gender equality.

By Hailey Eisen

The first line of experience on Eric Arthrell’s LinkedIn profile reads “Caregiver, Supporter, and Household Manager.” A quick scroll through the 31-year-old’s profile reveals that Eric is also a highly accomplished strategy consultant and a manager with Doblin, a global innovation firm out of Deloitte.

Currently on a seven-month paternity leave with his 14-month-old daughter, Eric is balancing the release of a report he recently co-authored with a team at Deloitte Insights with diaper changes, grocery shopping, and story time at his local library.

He’s proudly touting his paternity leave in hopes of setting an example for other young men. “There is an alternative for how you choose to show up at work and for your family — and that alternative can create more space for women to succeed,” says Eric (during a phone interview he strategically scheduled around his daughter’s naptime).

The Deloitte report, The design of everyday men, was published in early April and looks at “traditional masculinity” in order to better understand the individual and organizational reasons why companies still struggle with gender equality. It reframes the conversation, from trying to help underrepresented groups fit into the status quo, to investigating how this status quo is negatively affecting those who typically benefit from it.

How does this help women? As men begin to redefine their roles and take on more duties outside of work, women are no longer left to pick up the slack on household and other non-work responsibilities, which has traditionally been a disadvantage to their own career — especially with today’s “always on, always available” expectations. As men take more paternity leave, for example, the evidence shows a decrease in the wage gap, as well as women being more likely to stay employed full-time and earn senior leadership positions on boards.

“Gender roles are changing and men have the opportunity to find something different for themselves.”

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For organizations, this shift means more gender equality in the workplace, greater competitiveness in today’s diverse marketplace, and more satisfied employees — both women and men.

“What I recognized — in thinking about my own involvement in my daughter’s upbringing and in writing this report — is that we have the opportunity to redefine what it means for a man to have a meaningful and happy life,” Eric explains. “While it used to be that being a strong earner and the head of the house was what mattered, gender roles are changing and men have the opportunity to find something different for themselves.”

The impetus for all this began for Eric when he and his wife Erin, an award-winning brand strategist, began talking about having a family. “I remember specifically trying to understand what fatherhood would look like for me if I wanted to support my wife and her career and have an equal role as a caregiver.”

Not finding many male role models who were balancing career success and active parental responsibilities, and finding that paternity leave policies differed greatly from maternity leave policies, Eric decided to have some conversations with senior leaders both within Deloitte and elsewhere. “What I found in those two-dozen coffee chats, was that many of the senior male leaders I spoke with said they wished they could have played a more active role at home but hadn’t seen an opportunity to do so while being a breadwinner.”

These informal conversations gave birth to the idea for the report, which would try to make sense of the biases in place around masculinity and the workplace, and what shifts needed to take place to enable men to approach gender equality not just as allies but as active participants.

“I think of an ally as someone who will mentor and champion, and empower another based on her ability to do an awesome job,” Eric says. “But as active participants we can take that one step further by righting the wrongs that have existed for some time, redefining what’s important in our own lives, and changing how we show up personally and professionally.”

Opportunities to support campaigns such as the 30% Club Canada and organizations focused on making real change in gender balance is just one example of active participation. Other examples are outlined in the report, which Eric believes will be the starting point for many important conversations around change.

Based on an ethnographic study of 16 professional men in and around the GTA, the study looks at men’s relationship to work, home, and masculinity. Based on its findings, the report provides three “calls for action” which business leaders can incorporate in order to set an example for other men within their organizations. These include recognizing the reasons for gender inequality in the workplace, shifting behaviours and practices to lead in a more mindful way, and breaking down barriers to change.

As Eric was finishing the report, he was also preparing for his own paternity leave — taking over for his wife who had spent the past 12 months at home with their daughter. “There is a world where I could have decided that instead of sharing the parenting responsibilities, I’d put my head down, work really hard, get promoted much earlier, take on more and more work, and continue to move up as fast as possible,” Eric says. But making a different choice, one which involved being available to support his wife even before he went on leave, has separated him from the “always on, always available” mentality which the report indicates as a success criterion contributing to gender inequality.

As the report states: “Individuals often prioritize work over family, personal commitments, and well-being to rise to the top, and men may be more predisposed to making this trade-off at the expense of their outside-of-work commitments. Women then wind up picking up the slack on household and other non-work responsibilities, thereby disadvantaging themselves by becoming unable to adhere to the ‘always on, always available’ expectation as easily.”

According to Eric, this isn’t benefiting anyone. “There is literally reams of research dating back to the early 1900s that over-work without scheduled time off leads to poor business outcomes, productivity, employee satisfaction, and retention,” he says. “So, one of the ways workplaces can support men in showing up differently is to reward productivity, skills, and competencies as opposed to recognizing and rewarding only those who are always on and always working.”

What’s required to make this a reality is a shift in the status quo says Jake Stika, co-founder and executive director ofNext Gen Men, a nonprofit organization that aims to engage men and boys in conversations around gender. “We need to transform the status quo of what we value in workplaces,” he says. “I would argue that valuing someone who is available all the time, who neglects other relationships for work, who dominates conversations and doesn’t allow all ideas to be heard, is not beneficial to the individual or the organization in the long run.”

The national nonprofit is focused on building better men through peer engagement, education, and empowerment — including a workplace initiative, Equity Leaders. Despite doing this work, the themes of the report hit close to home. He notes it’s not ‘those guys’ that need intervention — it affects all of us because it’s the culture we are steeped in.

“As a founder, I constantly feelit’s on me,and struggle to ask for help,” says Jake, a nod to two of the four “themes of masculinity” extracted from the Deloitte study. The themes — which encompass men putting pressure on themselves to handle responsibilities on their own, being afraid of failure, having difficulty turning to anyone for support, and looking to leaders and peers to determine what behaviours are acceptable — seem to be keeping professional men tied to traditional gender roles and holding them back from evolving.

“Valuing someone who is available all the time, who neglects other relationships for work, who dominates conversations and doesn’t allow all ideas to be heard, is not beneficial to the individual or the organization in the long run.”

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“I try to show others it’s OK,” says Jake. “I do this by talking about my mental health struggles, I do this by taking public, intentional, and explicit leave for eldercare — I even set my out-of-office to let others know why I’m slow to respond. If I can’t do this for myself, how am I to make it ok for others?” Coincidentally, at the time of this interview, Jake’s out-of-office indicated he was “giving care and taking care,” spending two weeks in Prague caring for his elderly grandmother before taking a week in Spain to take care of himself.

Jake’s lead-by-example approach aims to support a shift from ‘restricted masculinity’ toward what he calls ‘positive masculinities’ or moving from what men should be to what men could be. “We all generally embody restricted masculinity to some extent, or at least we can all name or relate to the boxed-in ideal — strong, stoic, dominant, etc. — of what it means to be a man that still persists in society,” Jake says. “Breaking free of that leaves so many possibilities of how to be in the world.”

As for translating this to the workplace status quo, Jake says many of the organizations Next Gen Men is working with have asked, ‘how do we get more men involved?’ This is where, he says, the Deloitte report is going to prove beneficial. “There is a lot more buy-in to the idea of engaging men when a global leader like Deloitte has put the work in to prove the need to do so. It may feel counterintuitive to invest in engaging those who generally benefit the most from the status quo — but this research shows that the status quo isn’t working for them either, and they are often feeling left behind amidst all the other changes organizations are making to boost diversity and inclusion.”

With young men like Jake and Eric stepping into the new definition of masculinity — and doing so publicly — the opportunity for change becomes more feasible for others. And this, as the Deloitte report finds, means that more women “win” in the workplace.

“Ultimately, that’s my goal,” says Eric, “to set an example for other men, by taking paternity leave and speaking and presenting about the report. I’m redefining what I find to be important in my life, reprioritizing, and, as a result, getting the best outcomes for my family, giving my wife an equal opportunity to succeed and stepping up as a role model for my daughter.”

Get on Board with Royal Institution of Surveyors Malaysia and Jabatan Juruukur DiRaja Malaysia

Posted on May 4, 2019March 31, 2022 by 30club-Malaysia

The Talent Pipeline Workgroup embarked on a “Get on Board” roadshow in 2018 to galvanise support for the movement amongst the many corporations and female professionals in Malaysia. This session was held as part of the Lady Surveyors Coffee Morning organized by the Royal Institution of Surveyors Malaysia and Jabatan Juruukur DiRaja Malaysia, at the Setia International Center, KL Ecocity.

Building and championing Canada’s diversity story in tech

Posted on March 31, 2019November 24, 2021 by 30club-Canada

Salim Teja’s long career in tech has touched every part of the ecosystem, from entrepreneur, to investor, to corporate innovator. In his current role of President, Venture Services, at MaRS, he’s not only championing Canada’s tech ecosystem, he’s helping to guide it towards greater diversity — with initiatives in research, representation, and funding.

By Hailey Eisen

For the past twenty years, Salim Teja has been fully embedded in the technology world, first as an entrepreneur, then a venture investor, then a corporate innovator, and finally as an ecosystem builder. His career began in the late 1990s when upon graduating from Western University, he moved to the Bay Area in California and launched an internet venture that brought him great success.

Drawing upon his experience at the helm of a start-up and using it to launch a career in the tech sector, Salim says he’s been fortunate to touch so many aspects of the innovation space over the past few decades. In his role as President, Ventures Services with MaRS, he and his team’s work influences more than 1,000 start-ups.

“One of our biggest areas of focus is getting Toronto on the map globally,” says Salim, who grew up in Edmonton. “We’re out there championing the Canadian story to investors and corporate talent, because Canada is starting to catch the attention of the world, and we have to capitalize on that for our entrepreneurs.”

A big part of the Toronto story is diversity, something that’s top of mind for the past and present leadership at MaRS. “Putting aside the fact that focusing on diversity is morally the right thing to do, it also makes good business sense,” Salim says. For start-ups, he points to leveraging diversity internally as one of the best ways to ensure the products and services they’re producing are relevant to diverse markets. Diverse teams tend to bring about more diverse thoughts, ideas, and opinions, which means more informed decision-making.

One of the areas in which MaRS is working to be an active community leader is around the stewardship of research. Salim says there’s great power in data to drive the diversity conversation forward. “I think one challenge we’ve seen is that much of the conversation still tends to be anecdotal, and it will take time to develop the strategies and solutions we need to move to an empirical discussion.” In order to obtain the data needed to drive action, MaRS has partnered with #movethedial, a global movement to increase the participation and leadership of all women in tech, to produce an annual, “Where’s The Dial Now?” report that examines the state of women in the tech and innovation community in Canada.

“We’re looking at how companies are thinking about diversity and the challenges that come with trying to implement change,” he says. “We want to know how big the problem is, and how we measure the solutions.” To help support this, MaRS undertook a research project to work with companies across the Toronto tech sector to shed light on the challenges companies face in attracting, hiring and retaining diverse talent, and to provide data on how workers feel about the state of diversity, inclusion and belonging in their workplaces. The key insights of this research has been published publicly in the Tech For All: Breaking Barriers In Toronto’s Innovation Community report.

“We’re looking at how companies are thinking about diversity and the challenges that come with trying to implement change. We want to know how big the problem is, and how we measure the solution.”

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As a community hub that hosts hundreds of events, MaRS has also committed to the mandate that every single event have diverse representation, from the agenda to the tone of conversations. “Even the little things can be really important in setting the tone of diversity,” Salim says. MaRS also supports external events including Elevate and Collision, with a focus on D&I and how the MaRS community can contribute to the conversation in a meaningful way.

Community-building is a big part of Salim’s mandate as well, including the work he does with the Tech and Innovation Advisory Council for Tech4SickKids. As Co-chair of the initiative, Salim says this is the perfect opportunity for technology and innovation to become part of the pediatric healthcare story.

Innovation has historically been a male-dominated industry and the investors who fund innovative start-ups have also typically been male. “In the last five years I’ve seen a big shift in the innovation space, with a focus on the opportunities to get more women involved in these organizations at the team, leadership, board, and investor level.” The conversation has certainly begun to take shape, and the next step is walking the walk, he says. “This isn’t something we’ll solve in six months, but will require sustained conversation over the next five to 20 years, not just in the tech space, but in every industry.”

MaRS has focused on this through the creation of StandUp Ventures, a venture capital fund for seed-stage technology companies with at least one woman in a C-level leadership position and an equitable amount of ownership, powered by the MaRS Investment Accelerator Fund and led by Michelle McBane.

Taking these conversations and putting them into action through meaningful programs is where MaRS’ focus lies. Take “The Women in Cleantech Challenge,” for example, jointly supported by MaRS and Natural Resources Canada. The program set out to find the country’s most promising cleantech entrepreneur, drawing attention to the women across the country taking a typically male-dominated industry by storm. The program received 150 applications for a chance to win a $1-million grand prize.

Beyond all of these external programs supported by MaRS, Salim says that internally MaRS is on their own inclusion journey as well. “We’ve set up our own DIBs (diversity, inclusion and belonging) council and continue to challenge ourselves in terms of how we’re doing as an organization and as a leadership group, and what we can do to walk the walk in the way we run our organization. As one of the world’s largest innovation hubs helping entrepreneurs to launch and grow their businesses, we want to ensure that MaRS is setting a good example.”

After 6 years at MaRS, Salim will be moving on to a new career opportunity this spring. “I’m incredibly proud of what we have accomplished at MaRS as a team and organization. We have strong leadership — past and present — and a commitment to continue to build upon our momentum in the ecosystem. The world is watching us as our tech scene in Canada takes off and MaRS will play a big role in helping to show the world what an inclusive industry can look like.”

Get on Board with the KL Bar

Posted on March 19, 2019July 18, 2023 by 30club-Malaysia

Get on Board with the HR Leaders’ Circle

Posted on March 14, 2019July 12, 2023 by 30club-Malaysia

The Talent Pipeline Workgroup embarked on a “Get on Board” roadshow in 2018 to galvanise support for the movement amongst the many corporations and female professionals in Malaysia. This session was held with about 30 members of the HR Leaders’ Circle and hosted by Zahira Sughra Zainuddin, Head, Corporate Project (Talent) and her capable team at Petronas.

Heriot-Watt University in Partnership with The 30% Club Malaysia

Posted on March 13, 2019July 12, 2023 by 30club-Malaysia

KUALA LUMPUR, 13 MARCH 2019 – In celebration of International Women’s Day 2019, Heriot-Watt University in partnership with the 30% Club Malaysia Chapter are pleased to announce their annual scholarship offer of RM58,050 for a successful female applicant to attend a two-year, part-time MBA programme at its Edinburgh Business School Malaysia campus.

This will be their third year of collaboration platformed on a shared long-term vision to drive higher women representation in leadership and decision-making positions.

Applications for the 2019 scholarship will open from 1st April to 30th June.

Heriot-Watt University has long been a proponent of inclusivity in education. In 1869, it became the first Scottish university to open its doors to women.

“An MBA is a proven pathway to building successful careers and yet most of our applicants are men. Together with the 30% Club, we established the annual woman scholarship with the end game to increase women representation at senior levels of business,” says Professor Mushtak Al-Atabi, CEO Heriot-Watt University Malaysia.

Echoing this sentiment, Tan Sri Zarinah Anwar, Founding Chair of the 30% Club Malaysia Chapter said, “Our partnership with Heriot-Watt University is in line with the 30% Club’s objectives of strengthening the female boardroom pipeline to ensure that we get better gender balance in the boardrooms of Malaysian companies.”

Since its formation in May 2015, the 30% Club Malaysia Chapter has embarked on several initiatives, including its signature Mentoring Programme, which is a platform to provide boardready women and new women directors an opportunity to network and raise their visibility in the right board circles.

Latest statistics show Malaysia recording 15.7% women directors on the boards across all public-listed companies and 24.4% across the top 100 companies, putting it in lead position on gender diversity among the ASEAN countries.

Interested applicants can find details on the scholarship and how to apply by visiting https://30percentclub.org/initiatives/business-schools#mbas

How a physics professor is helping to get more women’s voices into Canadian media

Posted on March 5, 2019December 13, 2021 by 30club-Canada

Having spent 16 years as a physics professor at Simon Fraser University, Dugan O’Neil was well aware of the underrepresentation of women in academia — and was working to change it. His recent involvement with Informed Opinions, an organization committed to amplifying women’s voices in the media, is helping to end underrepresentation on an even broader scale.

By Hailey Eisen

Women currently make up just 29% of all voices quoted in the media. These numbers reflect a mere 7% shift in the past two decades, and we still have a long way to go. Informed Opinions, a Canadian non-profit organization founded by Shari Graydon, is committed to amplifying the voices of women in the media — and they’re committed to achieving gender balance by 2025.

It’s a lofty goal, and one that has already taken the combined efforts of many. Including a physics professor from Simon Fraser University (SFU), Dugan O’Neil.

His involvement began in 2017, shortly after leaving his post as Chief Science Officer with Compute Canada, an organization that accelerates research and innovation by providing advanced research computing (ARC) services and infrastructure for Canadian researchers and their collaborators. He had been named Associate Vice-President, Research at SFU, overseeing academic leadership in, and administration of, research and other scholarly activities for the university.

“I had worked closely with Kelly Nolan at Compute Canada; she was now working with Informed Opinions, and she told me about their desire to track women’s voices in the media, in real-time,” he recalls. The project seemed doable from a high-performance computing perspective and peaked Dugan’s interest. “I’ve always lived my life with a firm belief of equality, and this would be an opportunity to actively support those beliefs.”

He took the proposal back to SFU in search of a researcher who would champion the project and push it forward. “Maite Taboada, a professor in the Department of Linguistics and the Director of the Discourse Processing Lab, stepped forward with an interest in taking this on,” Dugan recalls.

The project began in earnest in early 2018 and was officially launched in February 2019 at an Ottawa eventfeaturing The Honorable Maryam Monsef, Minister for Women and Gender Equality, and Dr. Joy Johnson, Vice President, Research and International, Simon Fraser University, and sponsored by 30% Club Canada and 30% Club members, Osler and Teck. The resulting tool, The Informed Opinions’ Gender Gap Tracker, was developed by the university’s big data technical team, the Discourse Processing Lab, and is hosted by SFU’s Research Computing Group. It measures the ratio of female to male sources quoted in online news coverage across some of Canada’s most influential national news outlets, and provides the real-time results which are showcased on the website.

“I set things in motion and then stepped back — but in the meantime, I was asked to join the Informed Opinions board and I became the Gender Gap Tracker guy.” It’s an unofficial title Dugan wears with pride. “The tracker’s primary purpose is to measure what gender representation looks like in the media,” Dugan explains. “If you don’t know how you’re doing, you’ll never know if you’re improving.”

Along with tracking data, Informed Opinions works to motivate and train women experts to make their ideas more accessible to a broader audience, offering dynamic and interactive workshops, presentations, and professional editing support. They’ve also developed adatabaseof expert women who are available for inquiries from journalists, producers, conference planners, recruiters and research collaborators.

“We are working to move the needle even further — our equity, diversity and inclusion (EDI) efforts are tackling everything from the pipeline to pay equity, and are guided by open dialogue.”

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The database currently features a range of expertise covering almost every industry and profession with more than 900 women represented. Going forward the organization is working to grow this database, encouraging women who have the capacity to add value through written commentary and media interviews to add their name. They’re also looking for nominations of women who would make great contributors, and encouraging others to leverage the database to find expert speakers for events, research and communications. For journalists, the hashtag #HerInformedOps can also be used to get leads for expert sources.

“This is the most coherent and complete approach I’ve seen so far to tackling this issue,” says Dugan.

From an academic perspective, he can see why the work of Informed Opinions is so important — and it’s aligned with the university’s own mission of knowledge mobilization. “SFU employs experts, many of whom will be engaging with media to mobilize the knowledge they produce,” he says. “We are also an organization that trains the next generation of experts, who need these positive role models.”

Having spent most of his career in the world of computing and physics, he’s no stranger to the underrepresentation of women. SFU is committed to attracting more young women to the department — beginning with elementary and high school outreach programs. “We all want to see change, but have a limited pool of applicants to choose from,” he says. “That’s why our approach is to reach out to girls before they get to us and give them an opportunity to explore physics.”

Dugan is also aware of the need for increased gender parity in research and academics overall. “At SFU, 28% of full time Professors are female, 37% of Associate Professors are female, and 48% of Assistant Professors are female,” he says, noting the trend is moving in the right direction. “We are working to move the needle even further — our equity, diversity and inclusion (EDI) efforts are tackling everything from the pipeline to pay equity, and are guided by open dialogue.”

Dugan’s own portfolio includes creating and implementing an EDI action plan for externally funded research chairs and awards, including the Canada Research Chairs. “A big part of this plan is centred on data and information sharing, transparency in how positions are allocated, hiring processes, and the like. It represents a big change in the way we work.”

And his work is continuing with Informed Opinions — which is beginning to have an impact. In the two months since the launch of the Gender Gap Tracker, the ratio of women’s voices in Canadian media has reflected brief spikes of improvement. Several of the news media being monitored have invited Shari into their newsrooms, and committed to tracking their own performance. Some are also are actively seeking to diversify their sources by calling on experts featured in the project’s database.

But public engagement is critical. News media play an important role in setting agendas, shaping public conversations and the policies they influence. So Informed Opinions, as well as Dugan and the team of SFU researchers who created and continue to refine the digital tool, are working to draw attention to the data and its implications through public presentations and media engagement. The goal is to encourage news consumers who believe in the importance of gender equity to visit the Gender Gap Tracker, notice the persistent gap, and contact the news outlets they rely on to track the gender of their sources in pursuit of more democratic public conversations.

We need more women’s voices in Canadian media — why not yours? It’s simple to add your name to the database, or nominate an expert. And as a consumer, you can make a difference by sending a message to media outlets, challenging them to do better. Organizations like Informed Opinions as well as 30% Club Canada — who supported this story as part of the men champions of change series — know that change is possible, if we all do our part.

How a male-dominated organization is creating a culture of inclusion and moving towards a more diverse workforce

Posted on March 4, 2019December 13, 2021 by 30club-Canada

The journey towards a diverse and inclusive workplace can be long and difficult — especially in an industry that’s overwhelmingly male-dominated — but David Pathe, President and CEO of Canadian resource company Sherritt International, knows that the benefits still outweigh the challenges. Here’s how his organization is making change.

By Hailey Eisen

When 85 per cent of your workforce is comprised of men, in an industry that’s almost completely male-dominated, making the decision to shift toward a more inclusive culture will naturally pose some challenges. Pair that with an industry plagued with difficult economic times and the challenge becomes even greater.

Despite the obvious roadblocks, David Pathe, President and CEO of Sherritt International — a Canadian resource company with a focus on nickel and cobalt mining, oil and gas exploration and production, and electricity generation — has remained undeterred in his commitment to change.

“Changing culture is a long-term process,” says David, who joined Sherritt in 2007, and became CEO in 2012. “It takes a great deal of effort and commitment by every leader in the organization, and it’s been a tougher and longer road than I thought it would be.”

In an industry that’s long adopted certain ways of thinking, change hasn’t come without some pushback.

“One of our Promises to our key stakeholders, which includes our employees, is a commitment to treating people with respect and being inclusive. Taking a hard position on expected behavior, having difficult conversations and making tough decisions when we witness behaviors that are inconsistent with this promise, is a leadership behavior we expect at Sherritt,” says David. As an organization, he adds, they are committed to creating an environment where all individuals feel safe and comfortable coming to work every day.

“If being a feminist means women and girls should have the same opportunities as men and boys, and treat one another with respect, then I would have thought everyone should be a feminist.”

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“In a period when our company, like many others in this industry, has been shrinking rather than growing, it is important to remember that change takes time,” David says. “But we’re doing all we can to ensure we have an inclusive culture, with the right policies and procedures in place and the leadership commitment to support this.”

“It just didn’t make sense to continue doing things the way they’d always been done,” David says. “We were finding that attracting and retaining talent was getting harder and harder, and to be systematically and unconsciously discriminating against an entire portion of the population isn’t logical.”

In 2017, Sherritt worked with Catalyst Canada to deliver unconscious bias training and support in redesigning employee onboarding programs. They also got involved with The International Women in Resource Mentorship Program, which provides women with mentors in senior leadership positions across the industry, and became a member of the 30% Club Canada, a campaign promoting the business case for gender-balanced leadership on boards and in C-Suite positions.

Most recently, David stepped into the role of Co-Chair of the 30% Club Canada Advisory Committee, which he says gives him the opportunity to share his knowledge, experiences, and learnings with other companies ready to make similar changes. He also continues to sit on the Catalyst Canada Advisory Board, showing his support and dedication to creating workplaces that work for everyone.

Sherritt is a global company with approximately 4,000 employees working in Western Canada, Toronto, Cuba, and Madagascar, so change has to be made systematically and strategically. Over the past two years, David’s efforts have been very focused. Ensuring all position descriptions accurately reflect the requirements of the job, improved parental leave and employee benefits that promote flexible working arrangements, promoting three women in to VP roles, and adding another female to the board are some of the noticeable results. Sherritt’s multi-year Diversity and Inclusion strategy will continue to evolve as the culture changes, with the short term focus on training, clear leadership accountabilities and measurable KPIs to monitor progress.

“When women come into the organization and they see those role models, on the board and in senior management roles, it gives them something to aspire toward.”

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“Having female representation on our board and on our senior leadership team is important for a number of reasons, but internally it sets an example for the rest of the organization and is without question, good for business,” he says. “It starts from the board down. When women come into the organization and they see those role models, on the board and in senior management roles, it gives them something to aspire toward. Also, there’s no shortage of research around diverse groups and their ability to make better decisions.”

As a father of two teenage daughters and one younger son, and the spouse of a successful lawyer, David’s motivation to continue on this journey is personal as well as professional. “If being a feminist means women and girls should have the same opportunities as men and boys, and treat one another with respect, then I would have thought everyone should be a feminist,” he says.

Meanwhile, he’s continuing to lead the charge in this direction, hoping it will not only provide competitive advantage for Sherritt, but also motivation for others to follow suit.