Canada Energy Regulator – Employment Equity Report 2022–23

Employment Equity and Reporting

Legal and Regulatory Framework

The Canada Energy Regulator (CER) is mandated by the Employment Equity Act (EEA) subsection 4(1)(c) to report annually on its progress towards achieving a representative workforce. This legislative requirement ensures that the CER actively promotes employment equity and works towards creating a diverse and inclusive workplace. In addition to the EEA, the CER also upholds the requirements of the Public Service Employment Act (PSEA), Accessible Canada Act, Canadian Human Rights Act, and The Canadian Charter of Rights and Freedoms. The organization adheres to these legal and regulatory frameworks to ensure fair and equitable employment practices.

Importance of Employment Equity Reporting

The CER recognizes the significance of employment equity reporting as a vital tool for assessing and monitoring its progress in creating a representative workforce. The annual employment equity report provides a comprehensive analysis of the designated groups for employment equity, which include women, Indigenous Peoples, people with disabilities, and visible minorities. The report presents a workforce analysis based on these groups, focusing on the Employment Equity Occupational Groups (EEOG), geographic regions, and salary ranges. Additionally, the report examines the representation of hires, promotions, and terminations among the employment equity designated groups.

The workforce data included in the report encompasses indeterminate employees and employees with service terms of three months or more. However, it excludes students, employees on secondment from other organizations, terms of less than three months, and casual workers. By analyzing this data, the CER gains insights into the representation and progress of the designated groups within its workforce.

The employment equity report also highlights the initiatives and networking activities undertaken by the CER during the reporting period to implement its Equity, Diversity, and Inclusion (EDI) strategy. This demonstrates the organization's commitment to proactively promoting a diverse and inclusive work environment.

1. Beyond legal requirements, the CER's commitment to employment equity aligns with the broader objectives outlined in the Accessibility Strategy for the Public Service of Canada, the Call to Action on Anti-racism, Equity, and Inclusion in the Federal Public Service, the Calls to Action of the Truth and Reconciliation Commission of Canada, and the Federal 2SLGBTQI+ Action Plan, all of which incorporate Gender-based Analysis Plus (GBA+). This inclusive approach considers the intersecting identity factors of diverse groups to develop, deliver, and evaluate initiatives more effectively.
2. By adhering to these policies and strategies, the CER aims to ensure that it creates a discrimination-free workplace and addresses any workplace disadvantages faced by members of the designated groups.

The core principle of employment equity, as defined by the EEA and the PSEA, is to hire and promote individuals based on job-related skills and qualifications, ensuring a fair and inclusive selection process. The CER emphasizes the importance of including members from the designated groups in the applicant pool, providing equal opportunities for employment and advancement to all individuals.

In conclusion, employment equity reporting is a crucial aspect of the CER's commitment to creating a representative and inclusive workforce. By complying with legal requirements, analyzing workforce data, implementing initiatives, and promoting fairness in the selection process, the CER strives to foster an equitable work environment where all employees have equal opportunities for growth and success.

Employment Equity Plan

The CER’s Employment Equity Plan plays a crucial role in promoting a diverse, inclusive, and equitable workforce. The plan outlines the CER's commitments, goals, targets, and strategies to improve representation across occupational groups and levels within the organization.

Overview of the CER's Employment Equity Plan

The CER's Employment Equity Plan is developed in accordance with the requirements outlined in section 10 of the EEA. This three-year plan serves as a roadmap to guide the organization in achieving its employment equity objectives. The plan addresses the need to enhance representation in specific areas of the organization, such as occupational groups and levels, to ensure fairness and inclusivity.

Goals and Targets for 2022–23

The Employment Equity Plan sets out specific goals and targets that the CER aims to achieve in the upcoming year. These objectives are aligned with the organization's commitment to creating a representative workforce and promoting employment equity. The goals may focus on areas with employment equity gaps and occupational groups that contribute to the representation in other parts of the organization (Appendices A and B).

Strategies and Initiatives to Achieve Employment Equity

The Employment Equity Plan encompasses strategies and initiatives designed to promote employment equity within the CER. These strategies aim to create a workplace environment that is inclusive, diverse, and respectful. The plan includes measures such as targeted recruitment and retention initiatives, training programs to enhance diversity awareness, mentorship opportunities, and support for career advancement. These initiatives are implemented to ensure equal opportunities for all employees, regardless of their backgrounds or identities.

Compliance with Legislation

The Employment Equity Plan underscores the CER's dedication to adhering to pertinent legislation, including the Employment Equity Act. It encompasses reporting on undertaken activities to meet legal obligations and cultivate a workplace free from discrimination. This commitment upholds the values of equity, diversity, and inclusion, fostering an environment that is both equitable and supportive. Through the plan's implementation, the CER showcases its resolute commitment to building a workforce that mirrors the diversity of Canadian society. The plan proactively addresses disparities and barriers within the organization, nurturing inclusivity, and equity. By setting clear objectives, targets, and strategies, the CER actively advances employment equity and fosters a positive work environment for all employees. This Employment Equity report encapsulates findings from the period spanning April 1, 2022, to March 31, 2023.

Initiatives To Enhance Equity, Diversity, and Inclusion

Importance of Equity, Diversity, and Inclusion (EDI)

Equity, Diversity, and Inclusion (EDI) are fundamental principles that contribute to a fair, respectful, and innovative workplace. Embracing EDI is important for the Canada Energy Regulator (CER) as it fosters an environment where employees feel valued, respected, and empowered to contribute their diverse perspectives and experiences. By prioritizing EDI, the CER acknowledges the significance of representation, equal opportunities, and removing barriers faced by employees from designated groups. EDI initiatives align with legal obligations and enhance organizational performance, employee well-being, and stakeholder trust.

Overview of CER's EDI Initiatives

The CER has integrated EDI into its strategic priorities, particularly within the context of Trust and Confidence, as well as Reconciliation. The Board of Directors, along with the Indigenous Advisory Committee, play key roles in guiding and overseeing initiatives aimed at promoting employment equity, diversity, and inclusion within the organization.

Successes and Challenges

The CER has made strides in achieving workforce diversity, with equal or higher representation of women and Indigenous Peoples compared to the available workforce. Nevertheless, there are still gaps in specific occupational groups for women, and overall, visible minorities and people with disabilities remain underrepresented at the CER. These results underscore the ongoing necessity for sustained efforts and a strong focus on diversity and inclusion. The CER has achieved some progress in creating a representative workforce, with equal or greater representation of women and Indigenous Peoples compared to workforce availability. However, there are still gaps in specific occupational groups for women, and visible minorities and people with disabilities remain underrepresented overall. These findings highlight the need for continuous efforts and a sustained emphasis on diversity and inclusion.

a) Preventing and Responding to Misconduct

• Implementation of Workplace Harassment and Violence Prevention Policy, including mandatory training and anonymous reporting mechanisms.
• Introduction of Ombuds Services reporting directly to the CEO (Chief Executive Officer).
• Labour Relations training modules and comprehensive policy refresh project.

b) Recruitment, Advancement, and Organizational Culture

1. Participation in the Mosaic Leadership Development Program:
   • The CER actively participates in the Government of Canada's Mosaic Leadership Development Program, fostering developmental opportunities for future leaders from equity-deserving groups.
   • As part of this program, the CER is committed to nurturing and supporting the growth of diverse talent within the organization.
   • From the inaugural Mosaic Leadership Development Program cohort (2021–2022), CER appointed one of its nominees to the Director's position in the Indigenous Relations and Reconciliation.
   • CER's participation in the program demonstrates its commitment to equity, diversity, and inclusion, nurturing diverse talent, and fostering an inclusive environment.
   • The CER engages in initiatives like Mosaic to create a supportive environment, fostering talent from equity-deserving groups, and promoting professional growth.
2. Additional initiatives under Recruitment, Advancement, and Organizational Culture:
   • Enhanced use of the Federal Student Work Experience Program, the Employment Opportunity for Students with Disabilities, and the Indigenous Student Employment Opportunity for recruiting equity-deserving groups.
   • Development and implementation of the 2021–2024 Employment Equity, Diversity, and Inclusion Plan with numeric goals.
   • Conducting workshops on unconscious biases, providing training in inclusive hiring practices, and promoting employee involvement initiatives.
   • Hosting an inclusive Awards and Recognition Ceremony, conducting workshops on advancing racial equity and inclusive leadership, and incorporating Gender-Based Analysis Plus (GBA+) planning.
3. Adaptive Supports and Tools:
   • Introduction of culturally sensitive and trauma-informed services through the Employee and Family Assistance Program.
   • Accommodation and accessibility of an adaptive computer technology program to support employees with disabilities.
   • Third-party services for duty-to-accommodate processes and review of related policies.
   • User-friendly web-based apps for hybrid workplace agreements.
   • Implementation plans for Accessible Canada Act.

These initiatives demonstrate the CER's commitment to creating an inclusive and accessible work environment that values diversity, addresses barriers, and promotes equal opportunities. By proactively integrating EDI into its operations, the CER aims to foster a culture that encourages collaboration, innovation, and the full realization of employee potential. Despite the challenges that may arise, the CER remains dedicated to continuous improvement and ensuring that EDI principles are embedded throughout the organization.

c) Understanding our Workforce through Self-identification

An increasingly effective method for organizations to measure the progress of their Diversity, Equity, and Inclusion (DEI) initiatives and provide necessary resources is through voluntary self-identification. By encouraging employees to share their demographic data, barriers to employment, advancement, retention, engagement, and inclusion may be identified. Additionally, self-identification enables the CER to allocate resources, develop relevant Employee Resource Groups (ERGs), adjust benefits, address areas of bias, and enhance targeted recruitment and advancement programs. To ensure employees feel confident that their self-identification information is protected, the data collected is confidential and included under the Privacy Act. A small number of individuals are privy to the information collected and the data is compiled and reported at a group level.

Self-identification ensures more accurate reporting, informs decision-making, and helps the organization design effective programs and policies to support the workforce. It also serves to connect employees with opportunities and initiatives tailored to their needs in the workplace.

• Acknowledging the Need for Improvement
  We recognize that the current Self-identification Form in MyGCHR still utilizes outdated language from the Employment Equity Act (EE Act) regarding "indigeneity" and offers a limited definition of "person with disabilities." Efforts are underway by the Treasury Board to revamp and implement an expanded and updated Public Service-wide self-identification form that addresses these concerns for future campaigns.
• CER's Self-identification Campaign and Progress
  In March 2023, the Canada Energy Regulator conducted its Self-ID campaign to gain a better understanding of our population. Through this campaign, CER successfully reduced gaps for all Employment Equity (EE) groups, as demonstrated in Annex B.
  
  Self-identification plays a vital role in shaping our DEI initiatives, fostering inclusivity, and ensuring equal opportunities for all employees. It empowers us to make informed decisions, promote equitable practices, and cultivate a supportive and diverse workforce.

d) Senior Leadership's Commitment to Employment Equity, Diversity, and Inclusion

• Roles and Responsibilities of Senior Officials in advancing EDI
  At the Canada Energy Regulator (CER), the Executive Vice-President, People, Innovation, and Results assumes responsibility for employment equity, diversity, and inclusion initiatives. This senior leader is tasked with recruiting and establishing a dedicated team to implement the Diversity and Belonging Roadmap, which outlines the CER's approach and activities to address systemic racism and discrimination. This team is accountable to ensure the allocation of necessary resources to support the implementation of diversity and inclusion initiatives.
• Leadership's Commitment to Promoting Employment Equity and Inclusion
  The commitment of both the CER's Board members and senior leadership to employment equity and inclusion is clearly demonstrated through the initiation of the Diversity and Belonging Initiative. In alignment with the Clerk's Call to Action on Anti-Racism, Equity, and Inclusion within the Federal Public Service, the CER has embarked on this crucial effort. Its primary objective is to dismantle systemic racism and discrimination by prioritizing specific and measurable actions. The Diversity and Belonging Roadmap outlines focused areas for action, encompassing addressing misconduct, supporting career advancement, and diversifying recruitment to reflect the diversity of the Canadian population. These initiatives seamlessly align with the transformative goals outlined in the CER's Strategic Plan, collectively propelling purposeful and lasting change.
• Strategies for Increasing Diversity in Senior Positions
  Recognizing the influence of senior leadership on organizational culture, the CER is actively working to increase diversity in its executive ranks. One strategy employed by the organization is participation in the Mosaic Leadership Development Program, aligned with the federal public service's diversity and inclusion agenda. Through this program, the CER has appointed an Indigenous employee to a leadership role, contributing to increased representation and diverse perspectives at senior levels. Another strategy was the creation of a dedicated Professional Leader, Reconciliation executive leadership, which was filled in September 2022 with an individual who joined the senior executive team on an indeterminate basis.
• Challenges and Progress
  The CER faces challenges in diversifying senior management due to its small size and limited opportunities for advancement at that level. However, the organization is committed to establishing a reasonable number of positions within middle management to support internal capacity building. This strategy aims to fill equity gaps in senior leadership positions as they become available, facilitating greater representation, and promoting inclusivity.
  
  The CER's efforts to diversify senior levels are an integral part of fostering an inclusive workplace and aligning with the Government of Canada's objective of creating a more diverse and representative federal public service. These initiatives contribute to a culture shift towards increased equity, diversity, and inclusion within the organization.

e) Engagement and Awareness

The Diversity and Belonging team at CER have been actively involved in conducting a range of engagement and awareness activities to promote equity, diversity, and inclusion (EDI) within the organization. These activities aim to foster a sense of belonging, raise awareness about EDI issues, and encourage employee participation.

Employee Engagement Initiatives

At CER, employee engagement initiatives play a crucial role in fostering a culture of Equity, Diversity, and Inclusion (EDI) within the organization. These initiatives aim to actively involve employees in EDI-related activities, encourage participation, and create a sense of belonging. Some key employee engagement initiatives include:

• Employee Resource Groups (ERGs): ERGs provide employees with a platform to connect, share experiences, and propose solutions related to EDI topics. ERGs promote employee engagement by creating a sense of community and facilitating peer support. These groups help employees feel valued and empowered to contribute to the organization's EDI goals. These ERGs also provide a platform for employees to connect, share experiences, and propose solutions related to EDI topics. Examples of ERGs include Black Employee Network, Equity Network (merged Persons with Disabilities Committee and 2SLGBTQI+ Network), Indigenous Employee Circle, Women in Leadership, and Mental Health Committee.
• Collaboration and Feedback Opportunities: CER encourages employees to actively participate in EDI initiatives by providing avenues for collaboration and seeking their input. This can be done through focus groups, town hall meetings, or suggestion boxes. By involving employees in decision-making processes and valuing their perspectives, the organization fosters a sense of ownership and engagement. The Diversity and Belonging team also organized regular Kitchen Café sessions where employees come together to learn and discuss progress on the implementation of the Diversity and Belonging Roadmap. These sessions were conducted by Diversity and Belonging team who share progress on the three top-most priorities of the Diversity and Belonging Roadmap which: Address Misconduct, Support Advancement and Diversify Recruitment.
• Employee Surveys: Regular surveys (Public Service Employee Survey, Pulse Survey, and Hybrid Pilot Survey) are conducted to gauge employee perceptions and experiences related to working at the CER. These surveys provide valuable insights into the organization's progress, identify areas for improvement, and allow employees to voice concerns and suggestions. By listening to employee feedback, the CER demonstrates its commitment to employee engagement and creates opportunities for dialogue and improvement.

f) EDI Training and Awareness Programs

Training and awareness programs are crucial for promoting EDI, fostering inclusive behaviours, and cultivating a culture of respect and acceptance within the workplace. The CER prioritizes the implementation of various training and awareness initiatives to equip employees with the tools needed to actively contribute to a diverse and inclusive environment. Here are some examples:

• Diversity and Inclusion Workshops: Our organization organizes workshops that tackle key EDI topics, including: unconscious bias, cultural competence, and inclusive leadership. These workshops provide employees with opportunities to learn, reflect, and engage in discussions that challenge biases and promote inclusive practices. By increasing awareness and understanding, these workshops contribute to a more inclusive organizational culture.
• Online Learning Modules: We offer a range of online learning modules through the Canada School of Public Service and the learning and development platform, Halogen CER. These modules cover a wide array of EDI topics, enabling employees to engage in self-paced learning and enhance their knowledge and skills related to EDI. By providing accessible resources, employees may continuously develop a comprehensive understanding of EDI.
• Awareness Campaigns: To raise awareness of important EDI issues and observances, awareness campaigns are conducted using various communication channels such as posters, emails, iweb and social media. These campaigns aim to spark conversations and promote a greater understanding of diverse perspectives and experiences. Additionally, teams like the Diversity and Belonging team, Indigenous Employee Circle, Mental Health Committee, and Black Employee Network lead awareness campaigns focused on specific EDI issues or observances, such as National Accessibility Week, National Black History Month, Pride Month, or International Women's Day.

Through employee engagement initiatives, training, and awareness programs, the CER empowers its workforce to actively contribute to EDI goals. By fostering an inclusive and supportive environment, the CER ensures that all employees feel valued, respected, and motivated to drive positive change in our organization.

Amendments in the Public Service Employment Act

Overview of Recent Amendments

The Government of Canada, as of July 1, 2023, made amendments to the Public Service Employment Act to address systemic barriers in public service staffing for equity-deserving groups. These amendments have significant implications for employment equity at CER. Here is an overview of the recent amendments and their implications, which the CER is implementing:

• Evaluation of Qualification Standards: The CER will evaluate all new or revised qualification standards for bias and barriers that may affect members of equity-deserving groups. This evaluation will help identify and address any barriers in recruitment processes, ensuring fair and inclusive practices.
• Preference for Permanent Residents: Permanent residents now have the same preference as Canadian citizens when appointments are made through externally advertised hiring processes. The CER will consider this change and may hire qualified permanent residents in occupational groups where there are gaps in employment equity, further promoting diversity and inclusivity.
• Evaluation of Assessment Methods: Bias and barriers in the design and application of assessment methods will be evaluated and reasonable efforts will be made to mitigate them. This ensures that assessment processes are fair, transparent, and free from any systemic biases that may disadvantage equity-deserving groups.
• Shift Away from Traditional Models: Leaders will be challenged to simplify processes and move away from traditional models of exams, interviews, and reference checks. This encourages the exploration of innovative and inclusive approaches to candidate assessment, promoting diversity and equal opportunities.

Additionally, CER participated in the Audit of Employment Equity Representation in Recruitment conducted by the Public Service Commission (PSC). The audit revealed that employment equity groups were not proportionally represented throughout the appointment process stages. In response, the CER is implementing the following PSC recommendations as a priority:

• Unconscious Bias Training: All CER leaders must receive unconscious bias training before exercising hiring authority. This training aims to increase awareness and mitigate unconscious biases that may impact equitable decision-making.
• Diverse Interview Boards: The CER will encourage diverse interview boards as a leading practice in recruitment. By including a diverse range of perspectives, interview boards can help address hiring barriers and enhance the quality of candidate assessments.

These amendments and the implementation of PSC recommendations are part of CER's commitment to increasing diversity and inclusion within the organization. Furthermore, CER is working towards Reconciliation by transforming its relationship with Canada's Indigenous Peoples, guided by the United Nations Declaration on the Rights of Indigenous Peoples, and building renewed relationships based on trust.

It is important to note that these efforts are just a few examples of the initiatives and activities being undertaken at CER to foster diversity and inclusion. The organization is committed to ongoing, unwavering efforts to eradicate bias, barriers, and discrimination, ensuring that all employees have equal opportunities and a true sense of belonging.

Workforce Analysis

The purpose of the workforce analysis is to identify areas of under-representation of designated group members in the workforce. This is done by comparing the number of women, Indigenous people, persons with disabilities and members of visible minorities in the occupational groups in our workforce with estimates that reflect the qualified and available workforce. In order to prepare estimates that identify the qualified and available workforce, the Employment Equity Act require organizations to consider occupational qualifications and reasonable geographic recruitment areas.

The workforce analysis was produced using the workforce analysis module found within the Workplace Equity Information Management System (WEIMS) software provided by ESDC (Employment and Social Development Canada). WEIMS provides a fast and straightforward way for organizations to generate an accurate workforce analysis.

Data Sources

Within the Workforce Analysis, various data sources are utilized to gather information about the composition of the workforce. These sources provide valuable insights into the representation of designated groups and support the development of strategies to promote diversity and inclusion. The CER utilizes MyGCHR 9.1, one of the standardized Human Resources Management Systems employed by the Government of Canada. This system serves as a primary source of data for workforce analysis.

Capturing Designated Group Information

To capture designated group information, the CER relies on self-identification data voluntarily submitted by individuals through MyGCHR. Employees have the opportunity to identify themselves as belonging to employment equity groups, including Indigenous People, visible minorities, and people with disabilities. By encouraging voluntary self-identification, the CER respects the autonomy and privacy of individuals while ensuring accurate representation of these groups in the workforce analysis. This self-identification data plays a crucial role in assessing the composition of the workforce and identifying areas for improvement in diversity and inclusion initiatives.

Identification of Women

The identification of women is based on the gender information provided by individuals in their hiring documents, which are then entered into MyGCHR by the Human Resources department. This information allows for the assessment of gender representation within the workforce.

By utilizing these data sources and respecting individuals' voluntary self-identification, CER can generate comprehensive workforce analysis reports that facilitate evidence-based decision-making and the development of targeted initiatives to foster diversity and inclusion. These insights enable the organization to track progress, identify gaps, and implement effective measures to promote a diverse and inclusive workforce.

Employee Population

The CER's workforce analysis encompassed the entire employee population, excluding those who work less than 12.5 hours per week. Individuals in the following categories were also excluded from the analysis: Governor-in-Council Appointments, Interchange Personnel, Short-Term Employees/Casuals, Students, and Contractors. This focused analysis on the core employee population provides insights into the representation of designated groups and informs diversity and inclusion initiatives within the organization.

Overall Representation

In the fiscal year 2022–23, the Canada Energy Regulator (CER) had a total of 586 employees across its headquarters in Calgary and three regional offices located in Vancouver, Montreal, and Yellowknife. This employee count represents an increase from the previous reporting period of 2021–2022, when the CER had 556 employees.

The professionals and employees at the CER demonstrate an elevated level of qualification in their respective fields, bringing diverse academic backgrounds and experiences to their roles within the organization. They contribute their expertise and skills to the CER's work across its 12-employment equity occupational groups (EEOGs).

The distribution of the employee population among different provinces is based on the designated office location for each employee as recorded in MyGCHR, which is the primary human resources management system used by the CER.

Overall, the CER maintains a workforce comprising talented professionals who contribute their diverse knowledge and experiences to fulfill the organization's mandate and support its mission.

Table 1: Designated Group Totals by Province 2022–23

Employment Equity Representation

The CER evaluates its employment equity representation by comparing it to labour market availability (LMA). Labour market availability refers to the availability of individuals from designated groups in the external labour market who possess the qualifications required for specific occupations.

To determine LMA estimates for the fiscal year 2022–23, the CER relies on data obtained from the 2016 census and the 2017 Canadian Survey on Disability. These sources provide valuable information about the demographic composition of the Canadian population, including individuals from designated groups.

The Workplace Equity Information Management System (WEIMS) is a tool used by the CER to analyze and manage employment equity data. WEIMS provides defaults based on CMAs (census metropolitan areas), province, or national level data, which are used to calculate LMA estimates. These estimates help determine the expected representation of designated groups in the workforce based on the demographics of the labour market.

In the CER's workforce analysis, the representation of designated groups is compared to the LMA estimates. If the representation falls below the LMA, it indicates a potential underrepresentation of certain groups within the organization. Conversely, if the representation exceeds the LMA, it suggests that the organization has achieved a higher level of diversity and representation compared to the external labour market.

By analyzing the representation gaps between the CER's workforce and the LMA estimates, the organization can identify areas for improvement and develop targeted strategies to promote diversity and inclusion. The goal is to create a workforce that reflects the demographics of the labour market, ensuring equal opportunities and fair representation for all individuals, regardless of their background or identity.

As of March 31, 2023, the CER identified overall representation gaps in two out of the four designated employment equity groups (as shown in Table 2). These gaps have been observed for visible minorities since the 2014–2015 reporting period and for people with disabilities since the 2018–2019 reporting period (as shown in Table 3). However, it is worth highlighting that the representation of women and Indigenous Peoples within the CER's overall workforce has exceeded the labour market availability.

These findings indicate that efforts need to be made to address the representation gaps for visible minorities and people with disabilities at the CER. By recognizing and addressing these disparities, the CER can work towards creating a more inclusive and diverse workforce that aligns with the labour market availability and fosters equal opportunities for all individuals.

The CER is committed to continuously monitoring and improving its employment equity representation to ensure a fair and equitable workplace. By implementing targeted initiatives and strategies, the CER aims to reduce these gaps and create a workforce that reflects the diverse population it serves.

Table 2: CER’s Overall Employment Equity Representation 2022–23

When considering the overall representation of designated groups within the CER, there are notable variations in comparison to the labour market availability (LMA) estimates. Figure 1 below provides an overview of these comparisons.

Figure 1: Employment Equity Represenatiotn 2022–23

In terms of gender representation, women comprise 66% of the CER workforce. This surpasses the LMA estimate of 46.2% for women, indicating that the CER has achieved a higher level of gender diversity and representation compared to the external labour market.

Similarly, Indigenous Peoples are well-represented overall in the CER, making up 4.3% of the workforce, surpassing the LMA estimate of 2.6%. However, leadership and specific occupational groups require improvement.

There are areas that require attention and improvement. The representation of visible minorities within the CER stands at 20.0%, which is lower than the LMA estimate of 23.3% for this group. This indicates a gap between the actual representation of visible minorities in the workforce and their availability in the external labour market.

Likewise, the representation of people with disabilities within the CER is at 6%, falling short of the LMA estimate of 8.7%. This discrepancy highlights the need for increased efforts to enhance the inclusion and representation of individuals with disabilities within the organization.

By recognizing these gaps in representation and comparing them to the LMA estimates, the CER can focus on implementing targeted strategies and initiatives to address the underrepresentation of visible minorities and people with disabilities. The goal is to bridge these gaps, ensuring that the CER's workforce is more reflective of the diversity and talents available in the external labour market.

Employment Equity Representation Year Over Year

Table 3 and Figure 2 below provide a comprehensive year-over-year breakdown of the representation of each designated group at the CER from FY 2014–2015 to 2022–23. This data serves as a crucial tool for assessing the organization's progress over time and aligning it with labour market availability (LMA) data, allowing for meaningful insights into changes and trends related to employment equity representation.

A major milestone in the CER's commitment to promoting diversity and inclusion was the implementation of a self-identification campaign in 2023. The campaign encouraged employees to voluntarily disclose their affiliation with designated groups, providing a clearer picture of the organization's diversity landscape. The results of this campaign have had a significant impact, enabling the CER to take targeted actions to improve the representation of various groups within the workforce.

Comparing the most recent fiscal year (2022–23) to the previous one (2021–22) reveals noteworthy progress in several areas. The representation of Indigenous people increased from 20 to 25, visible minorities saw a notable rise from 68 to 117, people with disabilities experienced growth from 18 to 35, and women's representation increased from 364 to 387. These positive upswings in the percentage of employees identifying as people with disabilities, visible minorities and Indigenous Peoples is a clear demonstration of the organization's unwavering commitment to inclusivity and diversity.

Another area of consistent growth is the overall representation of women, with both an increase in the number of women employees and an improvement in their proportional representation within the CER. These positive findings highlighting the CER's dedication to creating an inclusive and diverse workforce that fosters an environment where all employees can thrive and contribute their unique perspectives.

Table 3: CER's Employment Equity Representation Year Over Year

By prioritizing employment equity and diversity initiatives, the CER is fostering an inclusive environment where all employees have equal opportunities to thrive and contribute their unique perspectives. This commitment to diversity will not only benefit the organization but also lead to a more harmonious and representative workplace that aligns with Canada's diverse population.

Figure 2: Employment Equity Representation Year Over Year

Employment Equity Representation in Various Occupational Groups

Table 4 below provides a breakdown of the total employee population at the CER in 2023 by gender and designated groups across different occupational groups. Each group's representation is presented in whole numbers and as a percentage of the total number of employees. To maintain confidentiality, statistics with three employees or fewer are suppressed in this report.

Table 4 – Employment Equity Summary by Occupational Category

Senior Managers^Footnote 2

As of March 31, 2023, the CER employed fourteen senior managers. Of these, nine (64.3%) were women, surpassing the overall labour market availability of 27.6%. The representation of people with disabilities closely aligns with the LMA. However, visible minorities have lower representation compared to their LMA (data redacted if three or fewer people are part of the group), which stands at 11.5%. Indigenous Peoples, unfortunately, have no representation within this group, while their LMA is 3.2%.

Middle Managers^Footnote 3

Among the 38 middle managers, 20 (52.6%) were women, surpassing the market availability of 15 (39.4%). Indigenous Peoples (*Data redacted if three or fewer people are part of the group) are represented proportionally at 2.7%, aligning with their market availability. However, people with disabilities (*Data redacted if three or fewer people are part of the group) fall short of the 5.0% market availability. Encouragingly, visible minority representation closely matches their market availability, with 7 individuals.

Professionals^Footnote 4

The Professionals group comprises financial officers, engineers, economists, environmental specialists, human resources advisors, communications advisors, information systems specialists, translators, and lawyers, totaling 384 individuals. Women are well-represented in this group, accounting for 244 (63.5%) compared to the LMA of 160 (41.7%). Indigenous Peoples also have a higher representation with 12 (2.7%) compared to the LMA of 8 (2.1%). However, visible minorities 76 (19.8%) and people with disabilities 21 (5.5%) are underrepresented compared to their respective LMA figures of 98 (25.5%) and 34 (8.9%).

Semi-professionals and Technicians

This occupational group consists of 39 individuals, including engineering inspectors, library technicians, information technology service analysts, and graphic designers. Women, Indigenous Peoples, and people with disabilities are well-represented in this group, surpassing their respective LMA figures. However, visible minorities are significantly underrepresented, with 5 (12.8%) compared to the LMA of 8 (19.3%).

Supervisors^Footnote 5

There are five individuals employed as supervisors, with women comprising four out of five employees (80.0%) compared to the LMA of 3 (55.5%). Unfortunately, there is no representation of visible minorities, people with disabilities, or Indigenous Peoples in this occupation, despite their respective LMA figures of 24.0%, 27.5%, and 3.9%.

Administrative and Senior Clerical

The Administrative and Senior Clerical group employs 36 people, including business unit administrators, human resources assistants, and other senior-level administrative staff. Women are well-represented, accounting for 33 (91.7%) compared to the LMA of 30 (82.4%). Visible minorities are also well-represented with 10 (27.8%) compared to the LMA of 6 (16.4%). However, data for Indigenous Peoples (3.5%) and people with disabilities (10%) was redacted due to the inclusion of three or fewer individuals in those groups.

Clerical Personnel

This occupational group consists of 68 people, including record clerks, mail clerks, and general administrative assistants. Women are well-represented, accounting for 55 (80.9%) compared to the LMA of 47 (68.7%). Indigenous Peoples 4 (5.9%) and visible minorities 18 (26.5%) also have good representation compared to their respective LMA figures of 3 (4.2) and 14 (21.9%). People with disabilities are slightly underrepresented with 5 (7.8%) compared to the LMA of 6 (9.3%).

Intermediate Sales and Service Personnel

This occupational group had only one employee and no representation in any of the four designated employment equity groups.

Semi-skilled Workers

Similarly, this occupational group had only one employee and no representation in any of the four designated employment equity groups.

Summary, Insights, and Recommendations for Improved Employment Equity at the Canada Energy Regulator

The Canada Energy Regulator is actively working to enhance employment equity (EE) representation across its occupational groups. Through initiatives such as the Diversity and Belonging Roadmap, Employment Equity Plan, Accessibility Plan and Indigenous Recruitment, Retention, and Advancement Strategy, CER aims to create a more equitable, diverse, and inclusive environment. While progress was made in achieving gender diversity, there are gaps in the representation of visible minorities and persons with disabilities, particularly in the Professional occupational group. While Indigenous Peoples show higher representation in some groups, improvement is needed in others. By addressing these gaps and fostering an inclusive workplace, CER aims to reflect the diversity of the Canadian population.

Insights

• Applying an intersectional lens to EDI work is crucial for understanding the complex systems, barriers, and power structures that hinder equity and inclusivity. By considering the specific needs and experiences of individuals with intersecting identities, CER is better equipped to address the challenges they face.
• Fostering an inclusive work environment where all team members are supported, integrated, and valued is crucial. Discrimination, biases, and lack of understanding can hinder contributions and create harm. The CER's Diversity and Belonging team, the Accessibility coordinator, alongside the staff supporting the Indigenous Recruitment, Retention, and Advancement Strategy, are dedicated to providing consistent education, raising awareness, and cultivating an inclusive culture across the organization.
• Avoiding performativity and tokenism is essential in EDI efforts. CER ensures that its initiatives go beyond superficial actions and genuinely address systemic barriers, promoting meaningful inclusivity within the organization.

Recommendations

CER acknowledges the existing gaps in representation within the organization as per the Workplace Equity Information Management System as of March 31, 2023 (totals may not equal the sum of components due to rounding).

People with Disabilities

There is an underrepresentation of people with disabilities in six occupational groups at CER, resulting in a total gap of 16 employees compared to their availability in the workforce. The affected groups are Professionals (-13), Supervisors (-1), Administrative and Senior Clerical Personnel (-3), and Clerical Personnel (-1). CER is actively working to address these gaps and ensure equal opportunities for individuals with disabilities in line with the Accessibility Strategy for Public Service Canada and the Accessible Canada Act.

Visible Minorities

CER recognizes the underrepresentation of visible minorities in six occupational groups, leading to an overall gap of 19 employees. The affected groups are Senior Managers (-1), Professionals (-22), Semi-professionals and Technicians (-3), and Supervisors (-1). CER is committed to implementing strategies that attract and retain visible minorities, ensuring their full participation and representation within the organization.

Indigenous Peoples

While there is no overall gap for Indigenous Peoples at CER, improvement is needed in certain occupational groups such as Middle and other Managers, Supervisors, and Clerical Personnel. CER is dedicated to addressing these gaps by collaborating with Indigenous communities and organizations and implementing targeted initiatives to promote Indigenous representation and inclusion.

Representation in Hiring, Promotions, and Departures by Designated Group

Table 5 summarizes new hires, promotions, and departures at CER from April 1, 2022, to March 31, 2023.

Table 5: Total Hires, Promotions and Departures by Designated Group

Representation in Hiring

In the period from April 1, 2022, to March 31, 2023, the CER hired 47 new employees. Among these hires, women accounted for the majority at 63.8%, with a total of 30 new female employees. Visible minorities constituted 21.3% of the new hires, with 10 individuals joining the organization. Unfortunately, the data for new hires who self-identified as Indigenous or having a disability were redacted to ensure confidentiality, as statistics including three employees or fewer are suppressed in the report.

Representation in Promotions

During the same period, the CER had 27 promotions within its workforce. Most of these promotions were received by women, totaling 14. Visible minorities received seven promotions, while no promotions were reported for Indigenous Peoples. Unfortunately, the data for promotions of people with disabilities were redacted due to concerns over residual disclosure.

Representation in Departures

In terms of employee departures, 16 individuals left the CER within the reported year. Among those who self-identified during this time, half of the departures were women, with a total of eight female employees leaving. The statistics for departures of Indigenous Peoples and visible minorities were redacted to maintain confidentiality. Additionally, no employees self-identified as having a disability.

Overall, the representation of women in hiring and promotions at the CER is strong, indicating a commitment to gender equity. However, there is a need for improvement in promoting representation for Indigenous Peoples, visible minorities, and people with disabilities in both hiring and promotions.

To further advance employment equity, the CER will consider implementing targeted strategies to attract and retain individuals from underrepresented groups in both hiring and promotional processes. This can include initiatives such as inclusive recruitment practices, mentorship programs, and unconscious bias training. Additionally, efforts will be made to create an inclusive and supportive work environment that values diversity and ensures equal opportunities for career advancement.

Remuneration by Designated Group

As of 2023, approximately 60.8% of CER employees earn a salary of $100,000 or more, reflecting the highly specialized nature of the organization's workforce. In the salary range of $100,000 to $149,999 per year, women accounted for 58.4% of employees, while Indigenous Peoples constituted 2.4%. People with disabilities represented 6.0% of the employees within this salary range, and visible minorities comprised 16.0%. More detailed information on the salary ranges can be found in Table 6 and Figure 3.

Table 6: Salary Ranges by Designated Group

Figure 3: Salary Ranges for Designated Groups