Diversity and Inclusion Briefing For Suppliers and Vendors June 23, 2010 Sydney Tar Ponds Agency

1. Diversity and Inclusion BriefingFor Suppliers and Vendors June 23, 2010Sydney Tar Ponds Agency Presented By: Crystal Taylor, Senior Advisor, Employment Strategies, STPCORP

2. Today’s Discussion… • Increase awareness regarding the STPA’s commitment and accountability to diversity and inclusion; • Present the Business Case for Diversity; • Introduce ANSEC as a possible resource for diversity talent; • Generate conversation regarding diversity and inclusion; and • Set the Stage for networking, and introducing strategies for diversity and inclusion.

3. Background and Context • An Environmental Assessment was conducted on the STPCORP, including a full review by an independent Panel with the report tabled in June 2006. • In January 2007, the Governments of Canada and Nova Scotia announced that the Project would proceed with support of the Panel’s recommendations, one of which was that an Employment Strategy would be developed to promote and facilitate the participation of African Nova Scotians on the remediation Project. • An Employment Strategy for ANS has been developed and approved by the Government Partners. Its goal is to provide meaningful training and employment opportunities for members of the ANS community of CB. • To date a number of meaningful opportunities for employment and training have been developed, however, an increased effort is necessary to enhance further opportunities for training and employment for ANS.

4. ( Clarity in Terminology Diversity Management – broader focus than EE, more inclusive, strategically driven, manager working with employees to assist them to work to their full potential. Inclusion – equitable participation in public or community institutions of all members of the community as clients, stakeholders, employees, etc., as appropriate.

5. Questions to Ponder… • What does diversity & inclusion mean to you? • How do you define success in your organization? • What are your strengths as an organization in terms of managing diversity and inclusion? • What are you doing well? • What could be improved in this regard? • What are your expectations for diversity initiatives and activities that promote a more inclusive work environment? • Do you have the right approach to diversity?

6. CHANGE • Management • Plans • Structure • Governance • Process WINDS • Diversity Management • Beliefs • Values • Culture • Attitude • Fear CURRENTS

7. Practice Behaviours – How we demonstrate our commitment to diversity Organization Culture Language ‘Guys, bottom of the totem pole, those people, retarded, dumb blonde, etc.’ Policy Hiring, Promotions KnowledgeWhat do you know about diversity? What do you care to find out? How?

8. Push Factors… • There are many reasons why an organization might/should focus on diversity and inclusion. These usually fall under two broad themes: Values Case “It’s the right thing to do, and will help to create a healthy and happy workplace.” Business Case “It’s the smart thing to do, and will improve our bottom line.”

9. More Push Factors… • Globalization of Business • Demographics • Market Growth – The coming shift in purchasing power • Workforce Retirements = Succession Planning • Need to avoid costly litigation • New way of doing business and it emphasizes DIVERSITY

10. Demographics (Census 2006) • By 2017, 1 in 5 Canadians will be a visible minority person. The visible minority population has tripled since 1981. • Canadians report more than 200 different ethnic origins. • By 2030, net immigration may become the only source of the population growth in Canada. • About 7 out of 10 Canadians identify themselves as either Roman Catholic or Protestant. However, Sikh, Hindu, Buddhism and Muslim have demonstrated greatest growth (between 83.8 to 128.9%). • New immigrants are three times as likely as Canadian Born Canadians to hold university degrees. They are between two and three times more likely to have master’s degrees and about four times more likely to have doctorates. • While 8 in 10 immigrants (80%) find employment of some sort during the first 2 years in Canada, only roughly 1 in 2 find a job in their intended occupation. • Visible Minority and First Nation fastest growing populations in Canada.

11. Why, in your opinion, is diversity becoming a necessity for organizations?

12. Diversity is Becoming a Necessity External Drivers Areas of Change Internal Drivers The Market Structure Competition War on Talent Public Accountability Client Relations Policies & Legislation Demographics Culture Relationships Economy Employees’ Market Workers’ Participation Organizational Health New Hires/Employees Aging Workforce Attitudes & Values Employee Relations Sales Bottom Line Productivity

13. Inclusive &Sustainable Culture and Work Environment Thinking Strategically: Elements of a Diversity Management Plan Attraction, Recruitment, Selection & Retention Measurement and Accountability Vision, Mission, Strategy Supplier/Vendor Diversity Commitment from the Top Member/Customer Experience Training and Development Community Outreach Employee Involvement Strategic Alliances and Partnerships Strong Business Case Communications Leveraging Employee Diversity Marketing, Advertising, & Branding

14. What, in your opinion, are some of the benefits of workplace diversity?

15. Better work climate, also for new colleagues Improved team effectiveness and cooperation Enhance Leadership Skills Broaden talent pools Diversity Business Benefits Increased market penetration and share Competitive advantage Improved employer image Enhance problem-solving and creativity More openness to change Improved customer service Improved attractiveness on financial markets

16. In Closing: • Societal, cultural, qualitative and quantitatative changes are forcing organizations to acknowledge differences more actively and leverage diversity and inclusion systematically. • Building a strong business (and values case) is the first and most important step in gaining support and commitment for a diversity and inclusion initiative. • Diversity and Inclusion, when managed well will improve your bottom line and ensure your organization’s viability. • The task of creating and implementing a Strategic Diversity Management plan is complex, but as external forces changes, it is becoming more and more necessary for organizations today.

17. Thoughts Worth Pondering… • What is your diversity - Think-Walk- Talk? • Identify 5 things that you can start doing this week to reinvent the diversity conversation in your organization.