About us

Diversity and Inclusion

Newsroom

Claims

Contact us

As accountability in corporate leadership continues to broaden across a wider range of issues, legal challenges remain a significant concern for businesses. In Sovereign Insurance&rsquo;s annual Q&amp;A series, <a href="https://www.sovereigninsurance.ca/our-team/toronto/eduard-lecker" title="" target="">Eduard Lecker</a>, Senior Underwriter, &nbsp;Management Liability, shares his insights on key loss trends and exposures in this area in 2024 and what organizations should be aware of in 2025 as new risks take shape.&nbsp;
What were the key loss trends and exposures you saw in 2024?
The key loss trend in 2024 remained consistent with the previous year: an increasing number of claims focused on environmental, social and governance (ESG).1 These legal actions&mdash;which can be initiated by consumers, shareholders and investors, and environmental advocacy groups&mdash;are typically centred on allegations related to greenwashing and climate change. For example, a company might make misleading claims about its environmental strategies or fail to disclose climate-related risks, which can expose them to significant legal and financial risks.&nbsp;
What are some emerging risks to keep an eye out for in 2025?&nbsp;
One emerging risk is claims related to artificial intelligence (AI). As more companies use AI, there&rsquo;s a growing risk of misrepresentation about what these systems can do. Some tech companies may overstate AI&rsquo;s capabilities. Companies using AI for hiring, financial reporting, or ESG decision-making are especially vulnerable, as they could face legal action if the technology doesn&rsquo;t live up to expectations. For example, AI systems that filter job applicants can have unintentional biases, and companies may claim that AI can replace human decision-making&mdash;when, in reality, there&rsquo;s still a lot of human oversight involved. If AI tools generate inaccurate reports&mdash;like pulling up the wrong numbers&mdash;and those figures influence critical decision-making, legal claims can arise. Similarly, when companies use AI to track their environmental impact, inaccurate data could also expose them to risk.
There are a couple of emerging issues in the U.S. to keep an eye on, as developments there often follow suit in Canada. Under the new U.S. &nbsp;leadership, there are rollbacks in climate policies and diversity, equity and inclusion initiatives. For example, the U.S. has pulled out of the Paris climate agreement, which could prompt companies to scale back their own sustainability effects. This could expose them to legal challenges from groups that feel misled by these changes.&nbsp;
With the current trade war between the U.S. and Canada, there&rsquo;s growing sentiment around &lsquo;Buy Canadian,&rdquo; but labelling what qualifies as Canadian-made is complicated. For instance, a product might contain American apples processed in Canada but is labelled as being made in Canada. If a product doesn&rsquo;t meet legal definitions of terms like &lsquo;Product of Canada&rsquo; or &lsquo;Made in Canada,&rsquo; this could lead to claims. &nbsp; For example, if incorrect labels lead to misrepresentation of a product or its origin, it could lead to claims of misrepresentation or breach of contract.&nbsp;
We&rsquo;re also keeping an eye on U.S. cases in which directors and officers are facing personal liability in lawsuits. Holding directors personally liable for their decisions could lead to more legal challenges and impact decision-making at the top level. &nbsp;
How can organizations mitigate these risks?&nbsp;
For AI, it really comes down to transparency. Don&rsquo;t overstate, misrepresent, or overpromise what AI can do, and understand the legal consequences of any claims you make. It&rsquo;s similar to how companies should approach environmental strategies&mdash;be transparent about your actions and results. Like the saying goes, &lsquo;understate, overperform.&rsquo;
For the developments that we&rsquo;re watching in the U.S., it&rsquo;s difficult to say how to mitigate against them because there are still a lot of unknowns. When it comes to labelling Canadian products, it&rsquo;s important to be aware of the legal requirements. Transparency is key here, too&mdash;if there&rsquo;s any uncertainty, you can direct customers to your website where you outline your process, which some companies are starting to do. If you&rsquo;re not misrepresenting your actions, you&rsquo;re far less likely to face legal issues.&nbsp;
Sources 1 Jan. 31, 2025: Moodys, &ldquo;D&amp;O series &ndash; Evolving risks in the boardroom: A new era of D&amp;O liability &ndash; Part 3&rdquo; 1 Aug. 22, 2024: McCarthy Tetrault &ldquo;Greenwashing and AI Washing: Emerging Trends in D&amp;O Claims Across North America&rdquo; 1 Oct. 22, 2024: &ldquo;The Insurer: Greenhushing &ndash; An emerging D&amp;O liability?&rdquo;

Loss trends and emerging risks in 2025: Management liability 

Managing Risk

Hot Topics

As businesses continue to rely on essential machinery and equipment, the risk of damage and breakdowns remains a significant concern. These incidents can disrupt operations, lead to costly repairs and result in extended downtime. &nbsp; As part of our annual Q&amp;A series, <a href="https://www.sovereigninsurance.ca/our-team/calgary/razvan-ionescu">Razvan Ionescu</a>, Manager, Equipment Breakdown Underwriting, Large Accounts &amp; Operations at Sovereign Insurance, shares insights into key loss trends from 2024 and emerging risks that organizations should be aware of in 2025.&nbsp; What were the key loss trends and exposures you saw in 2024? If we were to look for trends in the equipment breakdown insurance industry, the most notable phases would be the heating season and the cooling season. In colder months when heating systems are activated, for example, boilers that are used for heating buildings might experience breakdowns. This happens because they haven&rsquo;t been used for an extended period and when they&rsquo;re restarted, can fail due to improper shutdowns or lack of maintenance during the off-season. Similarly, with cooling systems, a lack of ongoing use and maintenance can lead to mechanical failures. In addition to seasonal concerns, we continue to see typical breakdowns of production machinery, transformers, and other equipment that businesses rely on day in and day out. This can be caused by issues like aging equipment, wear and tear, and lack of preventative maintenance.&nbsp; What are some emerging risks to keep an eye out for in 2025? One emerging risk I&rsquo;ve seen is a shift from traditional generators to electric or lithium-ion batteries as backup power sources or to reduce the on-peak service use. While generators have been in use for a long time, some businesses are turning to electric batteries. This shift brings new risks, especially when it comes to maintenance and exposure. With traditional generators, you typically need a mechanical specialist on-site to keep things running smoothly. But with electric batteries, the high-capacity maintenance is usually handled by the OEM (original equipment manufacturer), who monitors the battery&rsquo;s performance in various ways, for instance, through remote monitoring. So, the whole approach to upkeep is different. A big concern here is fire risks. Batteries are prone to something called thermal runaway, which is a chemical reaction inside the battery that causes it to overheat and potentially catch fire. This can happen without the presence of oxygen, which makes it more dangerous than other types of fires. If a thermal runaway event happens, it could damage the entire battery system, which might cost a company hundreds of thousands to replace. And of course, there are significant human safety risks with any type of fire. In contrast, if something in a backup generator breaks down, it&rsquo;s typically a mechanical issue that can be fixed &ndash; similar to how you would repair a car. How can organizations mitigate these risks? To keep machinery and equipment running smoothly and safely, the best approach is to follow the OEM recommendations. For example, if the OEM advises performing thermal scanning on batteries on a regular basis, it&rsquo;s important to stick to that schedule. There&rsquo;s a well-known saying: &ldquo;If you don&rsquo;t schedule maintenance, your equipment will schedule it for you.&rdquo; By regularly scheduling maintenance, you can ensure it&rsquo;s completed on time and reduce the chances of delays in sourcing spare parts. When it comes to batteries, there are also specific best practices to follow around proper use, storage, transportation, and disposal. Organizations should familiarize themselves with these guidelines to minimize risks. For any type of equipment, preventative maintenance is essential. Although insurance policies are designed to cover profit losses during downtime, the key is to maintain uninterrupted service to customers.

Loss trends and emerging risks in 2025: Equipment breakdown

From distracted driving on busy highways to the explosive rise of quick e-commerce deliveries on city streets, the landscape of risk is rapidly shifting for the transportation sector. As part of Sovereign&rsquo;s 2025 Q&amp;A series, Kevin Dutchak, Senior Risk Specialist, Commercial Auto, provides insights into the key loss trends of 2024 and offers practical advice on how businesses can mitigate risks to protect their operations this year and beyond.
<h4>What were the loss trends and key exposures you saw in 2024?</h4>
Distracted driving is still a big issue and it&rsquo;s becoming even more significant with the growing use of technology in the industry. Technology can be great, but it can also be distracting. For example, some drivers try to map out routes on the fly, and in the e-commerce delivery space, drivers are constantly looking at addresses along residential streets. These kinds of distractions may lead to a lot of loss incidents.
Additionally, traffic seems to get busier all the time. During rush hour and with ongoing construction, it&rsquo;s like that old video game, Frogger, with drivers switching lanes back and forth, speeding, suddenly cutting in front of other drivers, and trying to get ahead of everyone. Statistics show that road travel continues to be the riskiest form of transportation, from property loss and minor fender benders to serious injuries and fatalities. When you add distracted driving and traffic congestion into the mix, it can increase the risk significantly.
Driver controls are another ongoing issue. For example, there are cases where drivers took short cuts to try to save time. But that winding two-lane highway with limited passing lanes, for instance, can put you more at risk, especially in winter conditions.
<h4>What emerging risks should businesses be aware of in 2025?</h4>
Climate change and severe weather events are becoming more of an issue for the transportation sector. We&rsquo;re seeing more frequent storms and extreme temperatures, which can cause delays and put drivers in unsafe situations.
While cybercrime is becoming more of a risk in many industries, I don&rsquo;t see much of that in trucking yet. But as more companies integrate artificial intelligence into their operations, they should ask what they&rsquo;re doing to protect themselves so people can&rsquo;t hack into that and use it to their advantage.
<h4>How can organizations effectively mitigate these risks?</h4>
When it comes to distracted driving, the key to mitigation is the constant reminder that driving is your job 100% of the time. You can&rsquo;t afford to compartmentalize your thinking&mdash;you have to concentrate on the road because it&rsquo;s such a fluid situation.
Sound defensive driving practices are also critical. I&rsquo;m surprised at the number of fleets that don&rsquo;t provide that training, assuming that because their drivers have a licence, they don&rsquo;t need it. But despite our best efforts, we can all become complacent, distracted and forgetful. So, companies need to get the focus back on training. It&rsquo;s an investment in your drivers that can pay dividends.
In terms of driver controls, trip management programs can mitigate risks. Managers should have discussions with drivers to outline expectations: Here is when we expect you to be on the road, this is the route we expect you to take, here&rsquo;s when we expect you to stop. When there is an interruption to the plan due to situations such as poor road and weather conditions, traffic delays on route and driver fatigue, protocols should be in place for drivers to communicate with dispatch and operations staff to keep them advised, which in turn can be communicated to their clients. The safety of drivers and other road users is always the top priority. Telematics can also be used to monitor drivers&rsquo; routes and ensure drivers are following the proper procedures, such as speed limits and safety protocols.
If a driver does have a significant loss event, it&rsquo;s critical for companies to take effective corrective action, such as retraining or a driver interview. Often, a lack of corrective action can lead to further and more significant losses.
For weather events, fleet operations should focus on forecasting models, if they aren&rsquo;t doing so already. When severe weather conditions are imminent, companies should consider shutting down operations in the affected areas; all drivers should find the first safe place to park, advise dispatch of their status and stay in place until the shutdown order is lifted.

Loss trends and emerging risks in 2025: Transportation 

Careers

Your Experience at Sovereign

Manufacturing

Construction and Contracting

Wholesale, Warehousing and Transportation

Energy & Resources

Industries & Solutions

Advice & tools

Work with us

Senior Executive Team

Calgary

Halifax

Montreal

Toronto

Vancouver

Winnipeg

Partner with Sovereign

Commission Disclosure

Commission Schedule

National Risk Engineering Services

Automobile

Management Liability

Equipment Breakdown

Liability

Professional Liability

Property

Technology and Cyber

Cross Border Facility

purpose-and-impact

Sovereign - Purpose and Impact

Celebrating community impact and sustainability with Sovereign in 2024!


Team-building exercises in the workplace can help build trust among employees, improve camaraderie, and increase collaboration, innovation, and morale. These are many of the same goals that DEI (diversity, equity, and inclusion) programs aim to achieve, so it&rsquo;s well worth integrating DEI into your next team-building event.
In fact, when organizations incorporate DEI into team-building events, they can help to foster a greater understanding of the diverse backgrounds and experiences of employees, which in turn can cultivate greater empathy and respect.1
DEI team-building ideas
There are many ways to not only celebrate diversity at your organization, but also cultivate a better appreciation for and understanding of DEI within your organization. Here are some DEI themed ideas to consider incorporating into your next teambuilding event:
Guest speakers: Bring in guest speakers who specialize in DEI topics, such as cultural awareness, understanding stereotypes, and unconscious bias. Events can be held in person or online but be sure to leave time afterward for questions and discussion among employees.2
DEI book club: A fun way to explore different viewpoints is through a book club, where books are chosen based on DEI themes such as race, gender, disability, etc. Make sure the books selected are engaging (you don&rsquo;t want it to feel like homework) and give employees plenty of time to read the book (at least a month). Then hold an in-person or virtual meeting to discuss.3
Team-building games: Games aren&rsquo;t just fun; they can be educational. A trivia session, for example, can be done either in-person or with remote teams. By divvying employees up into teams and encouraging friendly competition, the event will be more engaging&mdash;helping employees retain what they learn. The idea is to highlight lesser-known facts about DEI to encourage discussion and learning.4
Celebrations: Year-round, organizations can honour observances such as Black History Month (February), Mental Health Awareness Month (May), Pride Month (June) and Women&rsquo;s History Month (October), as well as a diverse range of religious and cultural holidays.5 These could be ideal times to share educational resources, demonstrate allyship, and amplify the voice of non-profits or charitable organizations working in this space.
Volunteer: Another option is to offer volunteer opportunities for employees&mdash;as a team&mdash;in the community, such as serving food to the unhoused or helping at a charity event, which can create camaraderie while fostering greater understanding and empathy for others.
<h4>Sovereign: DEI in action</h4>
Sovereign Insurance put DEI into action during a team-building event at its 2023 Claims Conference in Calgary, which brought together 52 team members from across Canada. The conference&rsquo;s theme, &lsquo;The power of connection,&rsquo; emphasized the importance of building strong relationships with peers and with the community.
One of the highlights of the conference was a team-building activity that included participants simulating accessibility challenges. By experiencing first-hand the limitations of loss of sight, hearing, or touch, the team gained a better understanding of the widespread need for differently abled and disability accommodations.
The team also built wheelchairs for the Calgary Drop-in Centre, to create a meaningful and tangible impact for the community. As a result, nine wheelchairs were donated to those in need, and the team was proud to show their commitment to diversity and inclusion.
&ldquo;For our Claims Conference, we wanted to select an activity that allowed us to both collaborate as a team and reflect upon our commitment to making a positive impact in our communities,&rdquo; says Larissa Maclean, Assistant Vice-President of Claims at Sovereign Insurance.
&ldquo;The challenge activities supported our ongoing commitment to DEI, allowing us to gain insight into the challenges faced by those who are differently-abled, and resulted in the donation of nine wheelchairs to a local organization&mdash;a win-win!&rdquo;
These activities were organized through <a href="https://www.outbackteambuilding.com/">Outback Team Building &amp; Training</a>, a team building and employee training provider in North America that offers more than 60 team-building and training solutions endorsed by thousands of corporate groups across North America.6
&nbsp;
Sources:
1 &ldquo;15 Fun Diversity Team Building Activities&rdquo; (Teamland, accessed Jan. 16, 2024). <a href="https://www.teamland.com/post/fun-diversity-team-building-activities">15 Fun Diversity Team Building Activities (teamland.com)</a>
2 Angela Robinson; &ldquo;18 Virtual Diversity And Inclusion Activities For Workplaces&rdquo; (teambuilding.com, Oct. 24, 2022). <a href="https://www.teamland.com/post/fun-diversity-team-building-activities">15 Fun Diversity Team Building Activities (teamland.com)</a>
3 Collin Waldoch; &ldquo;Diversity and inclusion Team Building Activities (10 Options), (Water Cooler Trivia, Apr. 1, 2022). <a href="https://www.watercoolertrivia.com/blog/diversity-and-inclusion-team-building-activities">Diversity And Inclusion Team Building Activities (10 Options) (watercoolertrivia.com)</a>
4 &ldquo;15 Fun Diversity Team Building Activities&rdquo; (Teamland, accessed Jan. 16, 2024). <a href="https://www.teamland.com/post/fun-diversity-team-building-activities">15 Fun Diversity Team Building Activities (teamland.com)</a>
5 Grace He; &ldquo;Diversity and Inclusion Activities &amp; Ideas for the Office in 2024&rdquo; (teambuilding.com, Dec. 12, 2023). <a href="https://teambuilding.com/blog/diversity-and-inclusion-activities">Diversity and Inclusion Activities &amp; Ideas for the Office in 2024 (teambuilding.com)</a>
6 Outback Team Building, accessed Jan. 16, 2024. <a href="https://www.outbackteambuilding.com/">The #1 Corporate Team Building Company | Outback Team Building</a>

DEI-themed ideas for your next team-building event

Employee referral programs (ERPs) have long been considered an effective way to recruit new employees. Research shows that referred candidates are more likely to accept offers and less likely to quit.1 This, in turn, results in lower recruiting costs and less turnover, which is a win-win for recruiters and employees alike.
Increasingly, though, employers are looking for referrals to help increase diversity and inclusion (D&amp;I). But how worthwhile are referrals for D&amp;I? The evidence is mixed, but the answer seems to be yes―if they&rsquo;re structured properly.
<h3 style="text-align: left;">Why traditional ERPs are flawed</h3>
In a traditional employee referral program, existing employees are asked to recommend potential candidates in return for an incentive, such as a bonus or time off. But this approach doesn&rsquo;t necessarily help increase diversity&mdash;and may even harm it.
Often, traditional ERPs suffer from nepotism (favouring family and friends), affinity bias (favouring people with similar interests, backgrounds, and experiences) or the halo effect (a cognitive bias in which one quality influences your impression of other qualities, for better or worse).2
In other words, they favour family, friends and those with similar backgrounds and experiences&mdash;and may be influenced by biased impressions of suitability based on traits such as ethnicity or gender. So, if an organization isn&rsquo;t already diverse, it won&rsquo;t become more diverse.
According to a 2017 survey of 53,000 U.S. workers by PayScale, a compensation software and data company, about 40 per cent of all referrals are white men.3 White women are 12 per cent less likely to receive a referral, men of colour are 26 per cent less likely and women of colour are 35 per cent less likely, according to the survey.
<h3 style="text-align: left;">Taking a data-driven approach to D&amp;I</h3>
While ERPs are flawed, they can still work if they&rsquo;re structured properly. The belief that an ERP will negatively impact diversity is flawed, according to HR expert Dr. John Sullivan.4 He argues that data-driven corporate referral programs allow organizations to identify the drivers of negative impacts on diversity&mdash;and to neutralize them.
Compared to even 10 years ago, Sullivan says today&rsquo;s workforces are more diverse and employees are much more connected because of social media. He suggests that organizations should &ldquo;rely 100% on data&rdquo; for their ERP approach to increase diversity. That means using data collected from recruitment efforts to identify what&rsquo;s working and what&rsquo;s not, and then adjusting accordingly.
Organizations also need to make diversity the &ldquo;primary focus and target&rdquo; of referrals, he says, while &ldquo;helping the team&rdquo; should be the primary motivator (as opposed to money). Developing an inclusive corporate culture and targeting diverse referrals starts by educating employees on how diversity improves team performance&mdash;and that this improved performance is an essential reason for increasing diversity.
<h3 style="text-align: left;">Making it work</h3>
This point is reiterated by Candice Morgan, head of diversity and inclusion at Pinterest, in an article for Harvard Business Review, who says that &ldquo;setting diversity goals isn&rsquo;t enough&rdquo; and that you need to repeatedly explain why they matter.5
In 2015, the company set a public goal to hire more women and candidates from underrepresented groups. By continually working to build a culture of inclusion, the company has seen significant increases in referrals in these areas&mdash;despite not offering monetary rewards for referrals.
Chipmaker Intel has also had success in increasing diversity through referrals. The company uses data to determine what is and isn&rsquo;t working and posts the results publicly. In 2015, they committed $300 million to support full workforce representation of women and underrepresented minorities by 2020.6 They achieved this in part by explicitly targeting certain referrals and then offering double the referral bonus for women, minorities and veterans.7
<h3 style="text-align: left;">Improving D&amp;I in the insurance industry</h3>
Each organization is different, and each will require a different approach to increasing D&amp;I. But by making diversity a &lsquo;target&rsquo; and taking a data-driven approach, ERP elements that have worked for other organizations can be adapted successfully in your own organization&mdash;making referrals a worthwhile way to increase diversity and inclusion.


Sources:
[1] Stephen V. Burks, Bo Cowgill, Mitchell Hoffman and Michael Housman; &ldquo;The Value of Hiring through Employee Referrals&rdquo; (The Quarterly Journal of Economics, May 2015, Vol. 130, Issue 2, Pages 805-839).&nbsp;<a href="https://academic.oup.com/qje/article-abstract/130/2/805/2331590?login=false">https://academic.oup.com/qje/article-abstract/130/2/805/2331590?login=false</a>
2 Janice Gassam Asare; &ldquo;5 Anti-Racist Hiring Practices Every Workplace Should Adopt&rdquo; (Forbes, Aug 11, 2022). <a href="https://www.forbes.com/sites/janicegassam/2022/08/11/5-anti-racist-hiring-practices-every-workplace-should-adopt/?sh=7f2270d2187a">https://www.forbes.com/sites/janicegassam/2022/08/11/5-anti-racist-hiring-practices-every-workplace-should-adopt/?sh=7f2270d2187a</a>
3 &ldquo;The Impact of Job Referrals: Effects on Pay, Engagement, Diversity&rdquo; report (Payscale, 2017). <a href="https://v2-wp-staging.payscale.com/data/job-referrals">https://v2-wp-staging.payscale.com/data/job-referrals</a>
4 Dr. John Sullivan; &ldquo;A Referral Program That Actually Increases Diversity&hellip; Requires These Design Features&rdquo; (DJS Talent Management Thought Leadership, Dec. 6, 2021). <a href="https://drjohnsullivan.com/articles/referral-program-increases-diversity-design-features/">https://drjohnsullivan.com/articles/referral-program-increases-diversity-design-features/</a>
5 Candice Morgan; &ldquo;What We Learned from Improving Diversity Rates at Pinterest&rdquo; (Harvard Business Review, July 11, 2017). <a href="https://hbr.org/2017/07/what-we-learned-from-improving-diversity-rates-at-pinterest">https://hbr.org/2017/07/what-we-learned-from-improving-diversity-rates-at-pinterest</a>
6 &ldquo;Intel Diversity and Inclusion Annual Report 2015&rdquo; (Intel, 2015). <a href="https://www.intel.com/content/www/us/en/diversity/diversity-2015-annual-progress-report.html">https://www.intel.com/content/www/us/en/diversity/diversity-2015-annual-progress-report.html</a>
7 Cat Zakrzewski; &ldquo;Intel Doubles Up on Hiring Women and Minorities&rdquo; (The Wall Street Journal, Aug. 3, 2015) <a href="https://www.wsj.com/articles/BL-DGB-42906">https://www.wsj.com/articles/BL-DGB-42906</a>

Are referral programs a worthwhile recruiting tactic for D&I in the insurance industry?

LGBT YouthLine has been making great strides in helping 2SLGBTQI+ youth in Ontario&rsquo;s Northern, remote, rural, and Indigenous communities get better access to resources and support.
Last year, as part of our 70th anniversary celebrations, Sovereign donated $70,000 to <a href="https://www.youthline.ca/">LGBT YouthLine</a>, an organization that shares our values for diversity and inclusion. We connected with Youth Line to learn how they put the funds to good use.
These are just some of their impressive accomplishments over the past year:
<h4>Creating a new outreach program</h4>
In 2023, in response to the closing of the Provincial Youth Ambassador Project (PYAP), YouthLine formed the Northern, Rural, Remote, and Indigenous (NRRI) outreach program. The project aims to engage with 2SLGBTQI+ youth in underserved communities through on-the-ground training, presentations, and community projects.
Launching a new program comes with challenges, and funding from Sovereign helped to get the program off the ground and establish a Youth Line presence in NRRI communities. One year later, this outreach program has reached as least 940 NRRI community members!
&ldquo;Thanks to the generous contribution from Sovereign, we hired a dedicated Northern, Rural, Remote, and Indigenous Specialist to expand our outreach work,&rdquo; said Sierra Savedra, Manager of Outreach and Training with YouthLine.
For Sovereign, this isn&rsquo;t a one-off initiative, we&rsquo;re committed to supporting more diverse and inclusive communities and workplaces.
&ldquo;This contribution reflects our commitment to diversity and inclusion and the resilient communities we serve,&rdquo; said Barb Stephens, AVP of Internal Communications with Sovereign. &ldquo;We&rsquo;re gratified to know that YouthLine was able to reignite its Northern, Rural, Remote, and Indigenous outreach program as a result of our funding.&rdquo;
<h4>Supporting key events</h4>
Over the past year, this funding helped to support key events:
<ul>
<li>2S Powwow in Georgian Bay provided an opportunity for 2SLGBTQI+ youth to meet event organizers in-person, fostering stronger connections.</li>
<li>Katatnolunkwa (&ldquo;I Love Me&rdquo;) Community Pride, hosted on the Oneida of the Thames First Nation, which included participation in an Oneida rainbow flag-raising ceremony.</li>
<li>Sioux Lookout Drag Show, which provided an engaging platform for entertainment and community engagement.</li>
</ul>
&ldquo;This also enabled us to table and make connections at key events in Northern Ontario, which has grown into our current collaborative project conducting a survey and creating resources for 2-Spirit and Indigequeer youth in the North,&rdquo; said Savedra.
<h4>Enacting grassroots initiatives</h4>
Some of the other impacts YouthLine has made over the past year include:
<ul>
<li>Connecting face-to-face with youth in communities where 2SLGBTQI+ representation and events are few and far between.</li>
<li>Fostering relationships with community organizers and key organizations in underserved regions and initiating new collaborations.</li>
<li>Distributing resources and outreach materials to youth, allies, and service providers in NRRI regions. Continuing its relationship with Ever Sick (a 2-Spirit drag collective) and Grand Council Treaty 3 (a First Nations government), through a collaboration on developing resources for 2S and Indigenous 2SLGBTQI+ community members in Treaty 3 territory.</li>
</ul>
<h4>&nbsp;About LGBT YouthLine</h4>
YouthLine was formed in 1993 to provide toll-free phone support to lesbian, gay, bisexual, queer and questioning youth across Ontario. While&nbsp;support lines&nbsp;already existed in larger cities, the group recognized the need for a province-wide support line in underserved areas to alleviate the isolation and loneliness felt by queer youth.
In response to changing technology, YouthLine launched a live online chat in 2009 and text support in 2011 for its peer support services. Youth Line&nbsp;also offers a resource database to ensure youth in rural and suburban regions have access to current, reliable resources. Since the start of the Covid-19 pandemic, the peer support volunteer program has operated remotely, and YouthLine has trained numerous queer and trans youth volunteers across Ontario on providing peer support. With funding, the organization can continue to support 2SLGBTQI+ youth in Ontario&rsquo;s Northern, remote, rural, and Indigenous communities.
Learn more about Sovereign&rsquo;s <a href="https://www.sovereigninsurance.ca/diversityinclusionjourney">diversity and inclusion journey</a> and the amazing organizations and causes we&rsquo;ve championed.

How YouthLine is making a difference for 2SLGBTQI+ youth

Not all disabilities are visible. That&rsquo;s why Sovereign supports the Visible &amp; Invisible Differing Abilities ERG (Employee Resource Group). Carol Saad, Sovereign&rsquo;s Digital Marketing Specialist, has two &lsquo;invisible&rsquo; disabilities: epilepsy and attention deficit hyperactivity disorder (ADHD). We talk to Carol about her accessibility journey, why accessibility matters, and why she&rsquo;s so passionate about incorporating accessibility into her work.
<h4>When did you first become aware of accessibility in your life?</h4>
I have an invisible disability that can quickly become very visible: epilepsy. I was 22 when my epilepsy manifested. It&rsquo;s rare that it manifests in adults, so my entire life plan was thrown out of order. It worsened my depression. There were things I wanted to do that I just couldn&rsquo;t do anymore. For example, I worked behind the scenes theatre, so having seizures meant I could no longer work with the equipment.
<h4>How has your perspective on accessibility changed since then?</h4>
I didn&rsquo;t really think about accessibility and invisible disabilities before. I thought about the more obvious things, like wheelchairs, blindness, being hard of hearing. Since I became aware of accessibility in my own life, I&rsquo;ve started to think about things differently. For example, flashing lights can help people who are hard of hearing if a fire alarm goes off. But for people whose seizures are triggered by photosensitivity, flashing lights could be an issue.
<h4>How has this impacted your role at Sovereign?</h4>
Having seizures in the office forced me to have a conversation with my colleagues. Fortunately, they&rsquo;ve been super supportive. Kudos to Sovereign, I was still given opportunities to thrive and grow &mdash;&nbsp;I&rsquo;ve switched career paths and been promoted. I&rsquo;m currently in charge of our website. Accessibility is even part of my job; I make sure our external website is accessible to everyone. I&rsquo;m also working to expand DEI (diversity, equity, and inclusion) with the content team here at Sovereign.
<h4>Why did you get involved with the Visible &amp; Invisible Differing Abilities ERG?</h4>
I joined the ERG because I wanted to share my learnings with others and help them have those conversations with their colleagues. I&rsquo;ve had seizures in the office, so I know the importance of making sure that not only am I comfortable, but that the people around me are also comfortable. For example, can they ask me about it? How do I communicate what&rsquo;s appropriate? How can we handle disabilities in the workplace in a way that&rsquo;s dignified?
This ERG exists to give people a voice, and to provide a better space to those who otherwise feel isolated. We&rsquo;re a group who understands the need for confidentiality, but can also help with confidence. We also help to educate managers and team leaders on the importance of compassion and how to have respectful and relevant conversations about differing abilities.
<h4>Looking back on your journey, what are some key life lessons you&rsquo;ve learned?</h4>
ADHD has helped me to find smarter ways to work, such as implementing organizational methods, breaking down tasks, using lists, giving myself more time than I think I need, prioritizing, and learning to say no so I don&rsquo;t feel overwhelmed. My colleagues have been great &mdash; they&rsquo;ve even provided me with their own tips and tricks.
<h4>What advice do you have for other people who have a disability?</h4>
Even if you feel alone, there are people who understand where you&rsquo;re coming from. If you have a trusted colleague, talk to them. If you don&rsquo;t know who to talk to, any of the ERG leads will lend an ear, and it&rsquo;s fully confidential. Sometimes it just helps to talk.
<h4>If you were to describe accessibility in one word, what would you say?</h4>
Confidence. In my ability to be independent. In my ability to speak out. In my ability to support others on their journey. In my ability to accept that I won&rsquo;t have all the answers. When I first started my journey, I had no confidence in my future. I was defined by my disability. Now, I&rsquo;m confident enough to say that I&rsquo;m using it as a tool to make me stronger.

A story of resilience: Carol Saad on why accessibility matters

In the business world, 2020 will go down in the history books as the year of diversity, equity, and inclusion (DEI). Ignited by a social uprising over racial injustice in the United States, organizations around the globe pledged to build more diverse and equitable workplaces.1 Fast forward to today and there are signs that DEI&rsquo;s dominance is waning in many sectors, including insurance.
The 2024 Canadian Underwriter Brokerage DEI survey, sponsored by Sovereign Insurance, shows some concerning data points along these lines. The survey asked nearly 300 insurance brokers about numerous aspects of DEI, including how they feel about these efforts. Overall, 21% believe DEI&rsquo;s time is nearly up: 13% say it&rsquo;s a trend or passing fad their organization is participating in somewhat, while 6% &ldquo;disapprove&rdquo; of DEI and agree it&rsquo;s a trend or passing fad that&rsquo;s on its way out. An additional 2% are actively opposed to DEI initiatives.
At the other end of the spectrum, 47% of brokers indicate they &ldquo;appreciate&rdquo; DEI, viewing it as a strategic imperative. An additional 8% &ldquo;adore&rdquo; DEI and view it as a fundamental value. Nearly one quarter (24%) &ldquo;accept&rdquo; DEI, believing it&rsquo;s needed for compliance, brand reputation and employee engagement.
While DEI isn&rsquo;t about to disappear overnight, many organizations across different industries are pulling back on their efforts. Research and advisory company Forrester predicts organizational DEI investments will fall from 33% in 2022 to 20% by the end of 2024. The firm believes that in the wake of cuts that disproportionately affect DEI teams, &ldquo;too many companies will default to &lsquo;check the box&rsquo; efforts such as heritage days, leading to performative &ndash; rather than substantive &ndash; DEI programs.&rdquo;2
<h4>What&rsquo;s to blame?</h4>
There are numerous theories on why support for DEI is sliding. In the view of human-capital industry analyst Josh Bersin, DEI has &ldquo;played an unwitting but central part in the culture wars,&rdquo; which were brought on by declining trust in institutions, growing inequalities and the proliferation of technology. <a href="https://hrprofessionalsmagazine.com/2024/02/03/is-dei-going-to-die-in-2024/">As he writes in an opinion piece</a>, there&rsquo;s also a perception that DEI programs are &ldquo;woke&rdquo; and prioritize ethnicity and gender over achievement and ability. As a result, lawsuits in the U.S. have been filed against firms with diversity hiring programs, scholarships and internships.3
For DEI strategist and consultant Lily Zheng, waning interest isn&rsquo;t the culprit. Rather, <a href="https://hbr.org/2024/04/what-needs-to-change-about-dei-and-what-doesnt">as she writes in Harvard Business Review</a>, &ldquo;most organizations never integrated the many goals, programs, and initiatives spun up following 2020 into their core operations and never created the organizational infrastructure needed to turn a &lsquo;commitment&rsquo; into a reality.&rdquo; In other words, DEI programs that were started from employee demand wilted over time because they were never translated into organizational demand.4 
<h4>The risks of cutting back</h4>
Back when many programs were developed in 2020, DEI wasn&rsquo;t just viewed as the right thing to do. Many companies were moved by research demonstrating a strong business case for diverse and inclusive workplaces, from increased innovation to improved financial performance.
See: <a href="https://www.sovereigninsurance.ca/advice-and-tools/purpose-and-impact/can-an-organization-be-successful-without-addressing-diversity">Can an organization be successful without addressing diversity?</a> 
In the Canadian brokerage sector today, agreement on DEI being critical to success is dropping, but still high. In this year&rsquo;s survey, 75% of brokers agree that diversity must be addressed to be a successful business, down from 84% in 2023 and 91% in 2022. (This finding does not include 36% of respondents who describe their organizations as &ldquo;leading&rdquo; in diversity. The others labelled their organizations&rsquo; DEI culture as &ldquo;not started&rdquo; at 18%, &ldquo;beginning&rdquo; at 23%, and &ldquo;aspiring&rdquo; at 23%.) The survey also found that only three in 10 brokers (29%) in &ldquo;non-leading&rdquo; organizations are concerned about the risk posed by the lack of diversity in their firm. This level of concern has stayed stable from 2023 after dropping seven percentage points from 2022.
For those who agree DEI is vital for success, the top risks for not addressing diversity are losing access to the best talent (35%), losing good employees (30%), and lack of diverse perspectives and strong teams (30%).
Experts would agree those threats are real for any organization considering cutting back on its DEI efforts. The wide-ranging impacts include recruitment and retention challenges, missed innovation and creativity, declines in employee morale and engagement, lost productivity and profitability, and reputational damage.5,6
<h4>How to refocus on DEI </h4>
The question for proponents of DEI is how to bring the focus back to this important topic and ensure diversity is enmeshed in their organizations for the long term. While there may be waning interest and even pushback on DEI, this is an opportunity to rethink approaches and look for ways to improve.
See: <a href="https://www.sovereigninsurance.ca/advice-and-tools/purpose-and-impact/dei-momentum">How to maintain momentum on DE&amp;I</a>
At this point in the collective DEI journey, experts suggest organizations collect data on what is working and what&rsquo;s not. This can be done through employee surveys, listening sessions and talking to people across the organization to get a read on the current state of DEI.7 As DEI expert <a href="https://www.linkedin.com/pulse/transforming-challenges-opportunities-new-dei-2024-berthine-imzqe/">Berthine Cr&egrave;vecoeur West states</a>, &ldquo;The evolving DEI landscape in 2024 demands a more rigorous approach to measuring success, moving beyond surface-level diversity counts to assessing inclusivity, equity in advancements, and the impact on corporate culture.&rdquo;8 
Armed with data and insights, organizations can then tailor their investments to reflect the unique experiences and needs of their workforce, advises Aparna Rae, an educator and DEI consultant. Rather than running one-off DEI training sessions, leaders should focus on sustainable initiatives, policy changes, equitable processes, and continuous learning and development programs.9 She believes leaders should also articulate a clear and sincere stance on important social and political issues to enhance employee trust and loyalty and to support a positive workplace culture. &ldquo;Remember, the goal is to create a culture where diversity is celebrated, equity is pursued, and inclusion is the norm.&rdquo;
This article is part one in a three-part series on diversity and inclusion, based on Canadian Underwriter&rsquo;s 2024 Diversity and Inclusion survey. Stay tuned for next instalments covering diversity in leadership and the rise in polarization. 
Sources 
1 Harvard Business Review, &ldquo;<a href="https://hbr.org/2022/11/to-sustain-dei-momentum-companies-must-invest-in-3-areas">To Sustain DEI Momentum, Companies Must Invest in 3 Areas</a>,&rdquo; Nov. 4, 2022
2 Forrester, &ldquo;<a href="https://www.forrester.com/blogs/predictions-2024-future-of-work-employee-experience/">Predictions 2024: An EX Recession and an AI Revolution Reshape the Future of Work</a>,&rdquo; Oct. 26, 2023
3 HR Professionals Magazine, &ldquo;<a href="https://hrprofessionalsmagazine.com/2024/02/03/is-dei-going-to-die-in-2024/">Is DEI Going to Die in 2024</a>?&rdquo; Feb. 3, 2024
4 Harvard Business Review, &ldquo;<a href="https://hbr.org/2024/04/what-needs-to-change-about-dei-and-what-doesnt">What Needs to Change About DEI &ndash; and What Doesn&rsquo;t</a>,&rdquo; April 9, 2024
5 LinkedIn, &ldquo;<a href="https://www.linkedin.com/pulse/dei-cuts-have-consequences-raven-solomon/">DEI Cuts Have Consequences</a>,&rdquo; Oct. 10, 2023
6&nbsp; Forbes, &ldquo;<a href="https://www.forbes.com/sites/forbescoachescouncil/2022/10/13/five-reasons-to-not-cut-your-dei-budget-even-in-a-recession">Five Reasons To Not Cut Your DEI Budget, Even In A Recession</a>,&rdquo; Oct. 13, 2022
7 Greater Good Magazine, &ldquo;<a href="https://greatergood.berkeley.edu/article/item/how_to_keep_diversity_equity_and_inclusion_initiatives_alive_at_work">How to Keep Diversity, Equity, and Inclusion Initiatives Alive at Work</a>,&rdquo; Oct. 30, 2023
8 &nbsp;&nbsp;LinkedIn, &ldquo;<a href="https://www.linkedin.com/pulse/transforming-challenges-opportunities-new-dei-2024-berthine-imzqe/">Transforming Challenges into New Opportunities: The New DEI Paradigm in 2024</a>,&rdquo; March 7, 2024
9 Forbes, &ldquo;<a href="https://www.forbes.com/sites/aparnarae/2023/12/01/advancing-dei-in-2024-strategies-for-leaders-and-changemakers">Advancing DEI In 2024: Strategies For Leaders And Changemakers</a>,&rdquo; Dec. 1, 2023

Is DEI in the workplace a passing fad?

Despite all the attention on diversity, equity, and inclusion (DEI), the picture of leadership diversity in brokerage firms is mixed.
The 2024 Canadian Underwriter Brokerage DEI survey asked nearly 300 brokers how they would describe their organization&rsquo;s leadership when it comes to representation from diverse groups. The results show an increase in those who say there is &ldquo;no diversity&rdquo; or &ldquo;homogenous leadership representation&rdquo; at 23%, up from 19% in 2023.
Less than half of brokers (48%) say there is &ldquo;some diversity&rdquo; (meaning mostly homogenous with the inclusion of some diversity in gender, race, sexual orientation, etc.), compared to 51% in 2023. An additional 16% (versus 17% in 2023) indicate their leadership is &ldquo;diverse,&rdquo; with more than 50% of the leadership team belonging to a historically marginalized or underrepresented identity group. And 13% (up from 12% in 2023) say their organization is &ldquo;leading,&rdquo; with senior leadership reflecting a vast amount of diversity.
Brokers were also asked how they would describe their organization&rsquo;s corporate culture when it comes to diversity and inclusion. On the positive side, there is an increase in the number of brokerages reporting their culture as &ldquo;leading&rdquo; (36% versus 31% in 2023), meaning their organization has made diversity a core principle and follows workplace diversity and inclusion best practices. However, there&rsquo;s also been an increase in brokers who say their organization has &ldquo;not started&rdquo; (18% versus 15%), meaning there has been no mention, effort, training, or communication whatsoever around DEI.
As the needle moves forward and backward, it points to the need for a greater push for diverse leadership at Canadian brokerages.
<h4>Why does diverse leadership matter?</h4>
While diversity efforts seem to have stalled at many organizations across many different sectors, a commitment to diverse leadership is more important than ever. It&rsquo;s not only a moral and ethical imperative, as some experts suggest, but there&rsquo;s a strong business case for diversity in leadership.1 According to McKinsey &amp; Company, it&rsquo;s stronger than ever.
In its recent global report, Diversity Matters Even More, McKinsey &amp; Company found that leadership diversity (including gender and ethnic diversity) is associated with higher financial returns, greater social impact, and more satisfied workers. More specifically, top-quartile companies had a 39% greater likelihood of financial outperformance versus those in the bottom quartile. Meanwhile, those in the bottom quartile for gender and ethnic diversity are 66% less likely to outperform financially on average.2
Even as companies are under pressure to maintain financial performance in a rapidly changing business landscape, the report says creating a culture of transparency and inclusion can help deliver on that performance.
Many benefits of diverse leadership ladder up to better financial performance. As leadership consultant <a href="https://www.forbes.com/sites/forbescoachescouncil/2021/06/24/14-important-benefits-of-a-more-diverse-leadership-team">Ellie Shefi says in Forbes</a>, &ldquo;Diversity in leadership means greater depth and breadth of experience and perspective, which in turn allows for a greater ability to relate to employees, clients and prospective clients.&rdquo; This facilitates innovation, which is critical to capturing and maintaining market share.3
Diverse leadership can also help attract and retain top talent. Executive coach <a href="https://www.forbes.com/sites/forbescoachescouncil/2021/06/24/14-important-benefits-of-a-more-diverse-leadership-team">Miriam Meima tells Forbes</a>, &ldquo;Emerging leaders and top performers want to see themselves reflected at the top. End users are best served by having their point of view represented by someone at the table.&rdquo;4
<h4>Benefits for brokerages</h4>
What&rsquo;s the view from brokers? More than one-half (54%) of brokers say they have left or considered other opportunities for any of the listed reasons in the survey, with the top ones being toxic co-workers/environment (34%), lack of career advancement opportunities (23%), and unmanageable workload (23%). Those who work at self-described diverse and leading companies are less likely to leave their employer or consider other opportunities for any of the listed reasons (33%). &nbsp;
Those in leading organizations are also more likely to be aware of the needs of new employees. They have noticed new employees are more diverse (87% versus 42%) and they are mentoring someone in their organization (75% versus 46%) &ndash; an important finding since mentoring is known to positively impact retention.5
Conversely, when asked about the biggest threats to them personally if their organization does not address diversity, just over one-half (52%) of brokers agree they are personally threatened if their organization does not address diversity. The top cited personal threat faced by not addressing diversity is poor workplace culture/environment (28%).
It&rsquo;s often said that DEI starts at the top, and the survey bears this out. Overall, the top actions that have been used to increase diversity in brokerages are leadership actively supporting DEI initiatives (40%), increased focus on hiring diverse talent (36%), and the company publicly promotes their DEI values, priorities, and commitments (35%).
Diverse leadership also impacts people&rsquo;s views on DEI across the organization. Brokers working in an organization with leading diversity in senior leadership are more likely than those with none to agree that adopting DEI best practices is better for business (83% versus 44%).
As the research shows, diversity in leadership matters and brokerages would be well served to embrace DEI at the highest level. As <a href="https://www.brainzmagazine.com/post/the-blueprint-for-effective-leadership-in-2024-using-diversity">HR expert Poly Panou writes</a>, &ldquo;Diversity in leadership is more than just a checkbox&mdash;it&rsquo;s a mosaic of experiences, perspectives, and backgrounds that enrich every facet of decision-making. Embracing diversity isn&rsquo;t just the right thing to do; it&rsquo;s a strategic advantage that fuels creativity, fosters innovation, and drives bottom-line results.&rdquo;6
This article is part two in a three-part series on diversity and inclusion, based on the 2024 Canadian Underwriter Brokerage DEI survey. Stay tuned for the next instalment on the rise in polarization.

Sources 
1 Culture Ally, &ldquo;<a href="https://www.cultureally.com/blog/dei-business-case-inclusive-workplaces-drive-growth">Business Case: Inclusive Workplaces Drive Growth</a>&rdquo;
2 McKinsey &amp; Company, &ldquo;<a href="https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact">Diversity matters even more: The case for holistic impact</a>,&rdquo; Dec. 5, 2023
3,4 Forbes, &ldquo;<a href="https://www.forbes.com/sites/forbescoachescouncil/2021/06/24/14-important-benefits-of-a-more-diverse-leadership-team/?sh=606b59711f9b">14 Benefits of A More Diverse Leadership Team</a>,&rdquo; June 24, 2021
5 Monster,&nbsp;&ldquo;<a href="https://hiring.monster.ca/resources/workforce-management/employee-retention-strategies/mentors-are-key-to-success-retention/">Mentors are Key to Success and Retention</a>&rdquo;
6 Brainz Magazine, &ldquo;<a href="https://www.brainzmagazine.com/post/the-blueprint-for-effective-leadership-in-2024-using-diversity">The Blueprint For Effective Leadership in 2024 Using Diversity</a>,&rdquo; March 11, 2024

Why brokerages need to double down on diversity in leadership 

&ldquo;Don&rsquo;t talk about religion and politics&rdquo; has long been an unspoken rule at dinner parties and water coolers. However, as society becomes more divided on sociopolitical lines and previously not-suitable-for-work discussions are becoming more common, the workplace is becoming increasingly polarized. Experts say this growing polarization is leading to more arguments and less diversity of perspectives in the workplace.1
But is this the case in Canadian brokerages? As part of the third annual Canadian Underwriter Brokerage DEI survey, sponsored by Sovereign Insurance, researchers posed a new question to brokers about how the rise of polarization has affected their work life. Before answering, respondents were asked to think about politics and news items, as well as values or beliefs that force people to take sides on issues without the possibility of a middle ground.
The results show a split almost right down the middle. Close to one half (49%) of brokers say polarization impacts their work life in at least one of the ways listed on the survey.
Among those who do feel impacts, 34% indicate they self-censor and avoid talking about controversial topics at work. And 11% say they now interact less frequently with colleagues. Brokers who work at firms they describe as having no diversity in senior leadership are more likely to feel the impacts of polarization, at 59%. Meanwhile, even 26% of brokers at firms described as &ldquo;leading&rdquo; in the DEI space feel impacted.
Brokers were also asked if they participate in conversations about polarizing subjects at work. Two-thirds (66%) say they rarely or never hear or participate in discussions about polarizing topics, while 25% say sometimes. Just 2% of respondents say they hear or take part in these discussions &ldquo;all the time&rdquo; and 8% say &ldquo;often.&rdquo;
<h4>When tensions are high</h4>
When it comes to non-work-related topics, why should it matter to business leaders if people want to talk about more than just the weather? According to <a href="https://www.shrm.org/topics-tools/news/polarizing-conversations-workplace">HR consultant Matthew Burr</a>, conversations about controversial or polarizing topics &ndash; whether it&rsquo;s politics, religion, the economy or otherwise &ndash; can become emotional disagreements that cause disruption in the workplace.2
Other negative impacts of polarization noted by experts include mistreatment of employees, problematic effects on company culture, reduced performance, lower productivity and work quality, unhealthy conflict among team members, and threats to job retention and job satisfaction.3,4
More troubling for diversity, equity and inclusion (DEI) leaders &ndash; especially as diversity is meant to include diverse perspectives and beliefs &ndash; is that &ldquo;increased polarization and partisan conflict can create additional resistance to DEI change and potentially impact successful progress,&rdquo; according to The Cornell&nbsp;Center for Advanced Human Resource Studies&nbsp;(CAHRS). &ldquo;As some employees are looking to their employer to take a stand on social justice and political issues, this can add to the complexities of fully integrating an organization&rsquo;s DEI strategy and cultivating inclusion and engagement in the workplace.&rdquo;5
<h4>Keeping the peace</h4>
The challenge for HR managers and business leaders is how to enable people to share different views &ndash; especially as the political and economic landscape can&rsquo;t help but bleed into the workplace &ndash; and still maintain harmony.
To navigate potentially hot topics, experts advise organizations to put guidelines in place for non-work-related communication, ensure employees are trained on policies and procedures that might apply to polarizing conversations, encourage respectful dialogue, create opportunities to listen to ideas and find commonalities, and address and investigate any workplace complaints brought to managers or HR staff.5,6
And, even as DEI itself is becoming more polarized, organizations can stay the course. Writing in HRD Connect, <a href="https://www.hrdconnect.com/2023/06/13/empowering-organizational-commitment-to-dei-amidst-political-polarization/">DEI consultant Jarvis Sam</a> says strong leadership plays a pivotal role in maintaining an organizational commitment to DEI, particularly in the face of political polarization.
&ldquo;Leaders must not only articulate a clear vision for diversity and inclusion. They must also actively demonstrate their commitment through actions and policies,&rdquo; he writes, adding that organizations with leaders who champion DEI have higher employee engagement and increased commitment to DEI. &ldquo;By holding themselves accountable for progress, leaders can inspire employees and cultivate a culture of belonging that transcends political differences.&rdquo;7

Sources 
1 Washington Post, &ldquo;<a href="https://www.washingtonpost.com/business/2022/10/05/politics-bias-at-work-survey-shrm/">Politics are becoming harder to avoid at work</a>,&rdquo; survey finds, Oct. 5, 2022
2,5 SHRM, &ldquo;<a href="https://www.shrm.org/topics-tools/news/polarizing-conversations-workplace">Polarizing Conversations in the Workplace</a>,&rdquo; Jan. 20, 2022
3 Ethical Systems, &ldquo;<a href="https://www.ethicalsystems.org/workplace-political-polarization/">Workplace Political Polarization</a>&rdquo;
4 LinkedIn, &ldquo;<a href="https://www.linkedin.com/pulse/polarization-work-carrie-fox-she-her--pio9e/">Polarization at Work?</a>&rdquo; March 6, 2024
5&nbsp; Cornell University Center for Advanced Human Resource Studies (CAHRS), &ldquo;<a href="https://www.ilr.cornell.edu/sites/default/files-d8/2023-11/Navigating-Diversity-Equity-and-Inclusion-in-a-Polarized-World.pdf">Navigating Diversity, Equity and Inclusion in a Polarized World</a>,&rdquo; Nov. 13, 2023
6 Forbes, &ldquo;<a href="https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/07/22/15-tips-for-navigating-potentially-polarizing-discussions-at-work/?sh=1cc71f9a7a4d">15 Tips For Navigating Potentially Polarizing Discussions At Work</a>,&rdquo; July 22, 2021
7 HRD Connect, &ldquo;<a href="https://www.hrdconnect.com/2023/06/13/empowering-organizational-commitment-to-dei-amidst-political-polarization/">Empowering organizational commitment to DEI amidst political polarization</a>&rdquo;

How is the rise of polarization impacting brokerages? 

The right candidate for your next job opening might be a person with neurodivergence&mdash;and you shouldn&rsquo;t hesitate to hire them.
&ldquo;Neurodivergence&rdquo; is a non-medical umbrella term that describes &ldquo;the idea that people experience and interact with the world around them in many different ways; there is no one &lsquo;right&rsquo; way of thinking, learning, and behaving, and differences are not viewed as deficits,&rdquo; according to Nicole Baumer and Julia Frueh in an article for Harvard Health Publishing.1
Well-known forms of neurodivergence include dyslexia, autism spectrum disorder (ASD) and attention-deficit/hyperactivity disorder (ADHD). People with neurodivergence often possess highly desirable employee attributes, including those that make them particularly desirable insurance sector candidates.
For instance, people with dyslexia are often creative thinkers who have strong entrepreneurial and interpersonal skills, making them well-suited for such roles as insurance agents and brokers, according to GAIN (Group for Autism, Insurance, Investment and Neurodiversity).2 In addition, GAIN says that:
<ul>
<li>People with ASD are often analytical thinkers with strong attention to detail, which could make them gifted actuaries and loss adjusters.</li>
<li>People with ADHD are good at multi-tasking and working under pressure, so they&rsquo;re often ideal project leaders and underwriters.</li>
<li>People with dyspraxia are problem solvers with good oral and interpersonal skills, so they&rsquo;re well suited to roles such as support services, insurance agents and financial advisors.3</li>
</ul>
However, when it comes to employment, there may be a few accommodations needed to set both the organization and the neurodivergent individual up for success. Leaders should seek to educate themselves about hiring and accommodating these individuals and even consider enlisting outside help.
<h4>Getting started</h4>
If you don&rsquo;t know where to start, there are plenty of resources and tools that can help. For example, <a href="https://readywillingable.ca/">Ready, Willing and Able (RWA)</a> is a national organization &ldquo;designed to increase the labour force participation of people with an intellectual disability or on the autism spectrum.&rdquo;4
RWA is funded by the federal government in partnership with <a href="https://inclusioncanada.ca/">Inclusion Canada</a> (formerly the Canadian Association for Community Living) and <a href="https://autismalliance.ca/">Autism Alliance of Canada</a> (formerly Canadian Autism Spectrum Disorders Alliance), along with their member organizations. RWA can help with education, hiring and ongoing support.
The Inclusive Workplace is an RWA initiative that provides education, resources and tools for businesses and employment agencies, as well as employees with an intellectual disability or on the autism spectrum.5
<h4>Accommodating neurodiversity</h4>
There&rsquo;s no one-size-fits-all approach in accommodating neurodiversity. Since each person is unique, their required accommodations will be, too. Start by asking how they prefer you address their neurodiversity. Some prefer person-first language, such as &ldquo;a person with autism,&rdquo; while others prefer identity-first language, such as &ldquo;an autistic person.&rdquo;6
Also ask how you can accommodate them. For example, if an autistic person has sensory sensitivity, they may request noise-cancelling headphones to block out distractions&mdash;and to feel psychologically safe. Other accommodations could include offering a wider range of resources and tools, revising the hiring and/or onboarding process, enacting policies to create a more inclusive work environment, or supporting a more tailored career path through specific learning and development opportunities.
<h4>Revising the hiring process</h4>
Looking for neurodiverse talent begins with casting a wider net for candidates. That means looking beyond traditional schools and employment agencies to include organizations directly connected with the neurodivergent community.
Neurodivergent individuals may process information differently, so job descriptions should use plain language, focus on the essential skills for the job and state the brokerage&rsquo;s commitment to diversity and inclusion. Job applications should use short, simple questions, and leave room for candidates to include additional information. In some cases, a portfolio or work example might be a better accommodation than a written description of experience.7
Job interviews should be held in spaces that are free of distractions and, if possible, multiple interviews on the same day should be avoided. A candidate may wish to bring a job coach, and it might be more suitable to demonstrate their ability to perform job tasks rather than describe this verbally.
<h4>Making small changes</h4>
Often, it takes only small changes to make workplaces more inclusive and conducive. For example, sensory sensitivities could be addressed by providing accommodations like noise-cancelling headphones, adjustable lighting, a private vs. open concept office space or allowing for several short breaks to manage sensory and emotional overload.
Leaders should communicate clearly, provide instructions both verbally and in writing, and give regular, constructive feedback. Peer or team support, mentoring, social skills training and job coaching can help neurodivergent employees develop stronger social and/or job skills&mdash;and help them climb the corporate ladder in step with their neurotypical peers.
Many of these accommodations require very few resources to implement. In return, organizations will benefit from diverse viewpoints and approaches while gaining employees with valuable skillsets.
&nbsp;
<h4>Sources:</h4>
1 Nicole Baumer, MD, MEd, and Julie French, MD; &ldquo;What is neurodiversity?&rdquo; (Harvard Health Publishing, Nov. 23, 2021). <a href="https://www.health.harvard.edu/blog/what-is-neurodiversity-202111232645">https://www.health.harvard.edu/blog/what-is-neurodiversity-202111232645</a>
2 &ldquo;Neurodiversity is essential to every insurance team&rdquo; (Group for Autism, Insurance, Investment and Neurodiversity, accessed Jan. 14, 2024). <a href="https://www.gaintogether.org/what-we-do.html">https://www.gaintogether.org/what-we-do.html</a>
3 &ldquo;Neurodiversity is essential to every insurance team&rdquo; (Group for Autism, Insurance, Investment and Neurodiversity, accessed Jan. 14, 2024). <a href="https://www.gaintogether.org/what-we-do.html">https://www.gaintogether.org/what-we-do.html</a>
4 &ldquo;Who We Are&rdquo; (Ready, Willing &amp; Able, accessed Jan. 14, 2024). <a href="https://readywillingable.ca/about/">https://readywillingable.ca/about/</a>
5 &ldquo;Latest Resources&rdquo; (The Inclusive Workplace, accessed Jan. 14, 2024). <a href="https://theinclusiveworkplace.ca/en/home">https://theinclusiveworkplace.ca/en/home</a>
6 &ldquo;Identity-First Language&rdquo; (Autistic Self Advocacy Network, accessed Jan. 14, 2024). <a href="https://autisticadvocacy.org/about-asan/identity-first-language/">https://autisticadvocacy.org/about-asan/identity-first-language/</a>
7 Michael Leopold; &ldquo;How to Optimize Job Descriptions for Neurodivergent Job Seekers&rdquo; (SHRM, March 23, 2023). <a href="https://www.shrm.org/topics-tools/news/inclusion-equity-diversity/how-to-optimize-job-descriptions-neurodivergent-job-seekers">https://www.shrm.org/topics-tools/news/inclusion-equity-diversity/how-to-optimize-job-descriptions-neurodivergent-job-seekers</a>

How brokerages and their insurance company peers can support neurodiversity

As Diversity, Equity, and Inclusion initiatives gain traction across sectors, Sovereign has embraced this movement &ndash; and invited its partners to join the journey.
In honour of Canada&rsquo;s <a href="https://www.canada.ca/en/employment-social-development/campaigns/national-accessability-week.html">AccessAbility Week</a> last spring, Sovereign launched a nationwide contest, giving their brokers and partners the chance to win $20,000 in accessibility upgrades for their office space. The winner could choose how the funds would best enhance their space. Suggestions included: ergonomic furniture, such as office chairs or height-adjustable desks; improved signage (for example, in Braille); lighting (for example, dimmable lights or lighting adjusted to circadian rhythms); a corporate wellness room; AODA website compliance (Accessibility for Ontarians with Disabilities Act); and plants to support biophilia &ndash; the idea that humans innately seek connections with nature and other living things.
The contest was inspired by Sovereign&rsquo;s <a href="https://www.sovereigninsurance.ca/diversityinclusionjourney">new redesign of its Calgary office space</a>, which includes accessibility features such as Braille signage, a gender-neutral washroom with a baby change table, enhanced green spaces, ergonomic workstations, adjustable lighting, a wellness room, accessible kitchen appliances and lower countertops, and more.&nbsp;
The winner &ndash; <a href="https://www.mhkinsurance.com/">MHK Insurance</a> in Edmonton &ndash; chose to &ldquo;go green&rdquo; with a biophilia project that included two feature walls and framed pieces that incorporated preserved moss.
&ldquo;We&rsquo;ve been at our location in Edmonton since 1987, so an opportunity to invest in a place that we love and has become a landmark in our community was very exciting to us,&rdquo; says Jana Lumsden, Chief Financial Officer at MHK Insurance. &ldquo;We were just thrilled to win.&rdquo;
<img src="https://files.sovereigninsurance.ca/upload/mceu_83455656111707154947474_20240205124227.jpg" alt="A small seating area with black leather armchairs" /> <img src="https://files.sovereigninsurance.ca/upload/MHK Before 2_20240205124239.jpg" />&nbsp; (MHK Insurance office before installation)
For MHK Insurance, adding plant life to the office was a natural choice. &ldquo;Greenery in the workplace offers more than an aesthetic value,&rdquo; says Jana, who was part of a small committee that was formed to look at all the options and decide which one to implement.
In fact, research shows that in addition to improving indoor air quality, plants and greenery contribute to an environment of reduced stress, enhanced employee attitudes, and increased productivity. &ldquo;Even though we were looking for opportunities to beautify the office, we were also looking to honour the spirit of the contest, which was enhancing the lives of people in our organization,&rdquo; Jana says.
&nbsp;To carry out the biophilia project, MHK enlisted a local horticultural service company, <a href="https://greenjeansinteriorscape.ca/">Greenjeans Interiorscape</a>, which specializes in interior and exterior plant design, maintenance, and installations. The company crafted custom works of art using preserved moss, and the pieces were installed this past December.&nbsp;
<img src="https://files.sovereigninsurance.ca/upload/mceu_89438706221707155208319_20240205124648.jpg" alt="Two people in blue t-shirts and grey baseball caps are installing a plant walll" /> (Greenjeans installing moss walls at MHK Insurance office)
&ldquo;Moss walls are the perfect solution for adding green to a space,&rdquo; says Jennifer Mills, Design &amp; Estimating at Greenjeans. &ldquo;They provide a unique biophilic design element, promote calmness and wellness, and offer an aesthetically beautiful conversation piece.&rdquo; In addition, she adds that moss walls require minimal maintenance, help with noise reduction, and offer a healthier work environment by connecting staff to nature.
For the wall behind the reception desk at MHK, Greenjeans created three, 20-inch maple-framed hexagons, which were painted black and filled with various species of preserved moss and foliage. To play off the colours in MHK&rsquo;s logo, hints of charcoal and golden yellow reindeer moss were included.
For two feature walls &ndash; one in the reception area and one in the boardroom &ndash; Greenjeans created floor-to-ceiling mixed moss walls with various shades of green using different species of moss, as well as charcoal and golden yellow reindeer moss. To complete the design, five maple-framed hexagon accent pieces were incorporated in each as well, featuring elements like mini planters, mixed moss, and preserved foliage. In addition, framed hexagon accent pieces were created for MHK&rsquo;s Calgary office. While the concept of biophilia in the workplace was new to MHK, the company has an ongoing focus on employee wellbeing. Just last year, for example, MHK made a major investment in ergonomic office furniture. &ldquo;We pride ourselves on taking care of our employees and we&rsquo;re always looking for ways to provide a comfortable environment and enhance life at MHK,&rdquo; says Jana.&nbsp;
<img src="https://files.sovereigninsurance.ca/upload/mceu_362711431707155254089_20240205124734.jpg" width="197" height="351" /> <img src="https://files.sovereigninsurance.ca/upload/MHK Office After 2_20240205124746.jpg" alt="A plant wall next to a leather armchair" width="263" height="351" /> (Complete moss wals at MHK Insurance office)
That goes for employees and clients alike. Jana recounts that, just after the moss art was installed, a client walked into the reception area and commented on how beautiful the installations are. &ldquo;It&rsquo;s a great conversation starter with clients, and the reaction in-house has been incredible as well,&rdquo; Jana says. &ldquo;People love the freshness and appreciate the art that it is. It&rsquo;s a spectacular addition to our office.&rdquo;

Sovereign’s AccessAbility Week contest winner upgrades the office with greenery

Celebrating community impact and sustainability with Sovereign in 2023

Like many high school students, Darin Ahmed had to figure out what she wanted to do with her life and future career. Also like many high school students, insurance wasn&rsquo;t on her radar &ndash; raising awareness about career opportunities and attracting young people to the sector is an ongoing challenge. However, after a surprising turn, that&rsquo;s exactly where Darin happily landed.&nbsp;
After graduating from high school in Kitchener, Ont., Darin knew she felt passionate about helping people and had considered nursing, but ultimately decided against the grind of working in a hospital all day. &ldquo;I like being out and experiencing new things,&rdquo; she says.&nbsp;
Her sights then turned to a different career ladder: firefighting. &ldquo;I was drawn to the aspect of helping people out, but not doing the same thing every day. That stood out to me,&rdquo; she says.&nbsp; Darin enrolled in the Pre-service Firefighting Education and Training program at Conestoga College in Kitchener, Ont. After graduating from the three-semester program, Darin wasn&rsquo;t quite ready to give up student life for life in the firehall. &ldquo;I thought, &lsquo;I&rsquo;m still young and I need more life experience before I become a firefighter,&rsquo;&rdquo; she recalls.&nbsp;
That&rsquo;s when she was introduced to the Fire Protection Engineering Technology advanced diploma program at Seneca College in Toronto. Darin was accepted into the program and is currently in her third year. Major areas of study include the design and installation of fire protection systems, computer software systems, governing codes and standards, fire investigation, and more. Seneca also offers a co-op program, which Darin was interested in doing.&nbsp;
&ldquo;I had the opportunity to gain some experience and make my resume look better,&rdquo; Darin says. She applied to a few companies &ndash; Sovereign Insurance being one of them.&nbsp; &ldquo;My professor told me about the insurance sector, and coming into Seneca I didn&rsquo;t even know fire protection and insurance were connected,&rdquo; says Darin. &ldquo;He said not a lot of students go for it, but it&rsquo;s a great industry. So, that got me thinking about it and that&rsquo;s why I applied.&rdquo;&nbsp; Darin&rsquo;s internship on Sovereign&rsquo;s Risk Engineering team began last May, and she quickly learned the ropes. She shadowed the team as they did inspections at different companies and wrote reports, learning industry terminology along the way.&nbsp; A highlight was travelling to clients in Halifax and Calgary during the summer. &ldquo;I got to see the agriculture and automotive side of the industry &ndash; and see parts of the country I&rsquo;d never been to before, which was really awesome,&rdquo; says Darin. &ldquo;A lot of it was watching the risk engineers and how they do things and taking it all in.&rdquo;&nbsp; She also appreciates that the team trusted her to lead an inspection and help with the report writing once she got comfortable. &ldquo;They let me go at my own pace and were so supportive,&rdquo; Darin says.&nbsp; A key learning was how to deal with different clients and situations, and how to teach them about fire prevention while out on a job &ndash; putting her education to practice. &ldquo;It does connect to what I learned in school, for example, if a sprinkler is adequate for the type of building or commodity that it&rsquo;s protecting,&rdquo; she says.&nbsp; Darin enjoyed her time at Sovereign so much she decided to switch career paths. &ldquo;Firefighting was something dear to me, but I feel insurance suits me a lot better,&rdquo; she says. &ldquo;Once I got a taste of it, I could see a future for myself in it.&rdquo; For students who are trying to figure out their own career paths, Darin has this advice: &ldquo;Stay curious. Continue to seek knowledge and ask questions because that builds a growth mindset. Build relationships. I got here because I was networking with peers, mentors and professionals in the field. That truly opens doors.&rdquo;&nbsp;

From firefighting to insurance: Why intern Darin Ahmed chose a new career path


In workplaces around the world, the message has been received loud and clear: Diversity, equity and inclusion (DE&amp;I) is fundamental to success. According to a recent global study, an overwhelming 93% of business leaders view DE&amp;I as more important now than at the beginning of 2020. More than half said their DE&amp;I efforts largely contribute to their business success, up from 22% three years ago.1 While many companies have taken concrete actions to eliminate racism, sexism, and discrimination in the workplace, and create more inclusive cultures, a blind spot may be impeding some of their efforts: unconscious bias (also called implicit bias or hidden bias).&nbsp; As the term implies, unconscious bias is an association, judgment, or attitude about a person or group that operates beyond our control and awareness, informs our perceptions, and influences our decision-making and behaviour.2&nbsp; Experts say everyone holds unconscious biases &ndash; it&rsquo;s just how our brains are wired. Since the human brain processes millions of bits of information per second, the brain creates mental shortcuts by seeking out patterns to categorize information. Through this cognitive process, every individual develops preferences or biases.3 Some of the most common types of unconscious bias are:&nbsp;
<ul>
<li>Gender bias &ndash; a stereotypical belief about someone based solely on their gender</li>
<li>Affinity bias &ndash; a preference towards people who have similar qualities, backgrounds, or viewpoints</li>
<li>Beauty bias &ndash; forming opinions about someone based on their appearance and physical characteristics&nbsp;</li>
<li>Conformity bias &ndash; the desire to agree with anything a group of people says, despite one&rsquo;s own opinions4 </li>
</ul>
While not all unconscious biases are bad (some can be useful to make quick decisions), they can be a problem in the workplace at all levels, from recruitment and promotion outcomes to interactions between colleagues, managers, and customers. For example, a manager may pass up a new mom for promotion because they fear she won&rsquo;t have the time or energy to juggle work and family responsibilities, a manager may hire someone for a new role because they went to the same university, or business leaders may provide ideas about a project and encourage others to agree with them. Without action, unconscious biases can hurt employee morale and lead to low retention rates.5 The question is, if these biases happen outside our control, how can employees check them at the door? Although we can&rsquo;t eliminate our unconscious biases altogether, we can learn how to recognize them and mitigate their impact in the workplace.&nbsp; Raise awareness and understanding:&nbsp;As with most things, being aware of unconscious bias is the first step. Continue to educate yourself on the many types of unconscious bias and how these biases manifest in the workplace &ndash; and share your learning. Educate and train employees and colleagues on the types of unconscious bias, the negative consequences that can arise, and how to avoid making decisions based on these biases.6 Challenge your thinking: Before you react to a situation or make a decision, get into the habit of asking yourself, &ldquo;Why am I thinking this way?&rdquo;7&nbsp;Take the time to review your decisions (especially those related to people and their careers) and assess your own biases. Ask others for feedback and ask yourself if your decision would be different if it involved a person from a different social identity group.8 Refine your recruitment process: Unconscious bias often shows up in the recruitment process. For example, a job description might be geared towards a certain age or gender, a manager might form an opinion about a candidate based on their looks, or someone on the team might favour a candidate because they share a similar interest outside of work. To remove unconscious bias, experts advise:&nbsp;<a href="https://www.sovereigninsurance.ca/Advice-and-Tools/Purpose-and-Impact/4-ways-to-drive-diversity-in-recruitment">using inclusive language in job postings</a>; using a &ldquo;blind&rdquo; process to review resumes, which focuses on qualifications rather than demographic characteristics; and conducting standardized interviews with defined questions and scorecards.9&nbsp; Go beyond your comfort zone: Involve yourself with people and groups with different backgrounds to learn about their perspectives and experiences, and encourage others to do the same. Having these conversations in the workplace allows people to network, learn, and grow with colleagues they might not have otherwise met.10&nbsp;Moving beyond your comfort zone and getting to know people on an individual level can also help you combat personal biases.11 There are plenty more ways to address unconscious bias, but every step can help mitigate the negative effects on your organization and help you see the benefits in plain sight.&nbsp;
&nbsp;

Sources&nbsp; 1&nbsp;Heindrick &amp; Struggles, &ldquo;<a href="https://www.heidrick.com/en/insights/diversity-inclusion/employees-at-the-center-what-it-takes-to-lead-on-dei-now" target="_blank" rel="noopener">Employees at the Centre: What it Takes to Lead on DE&amp;I Now</a>,&rdquo; Sept. 29, 2022&nbsp; 2&nbsp;Catalyst, &ldquo;<a href="https://www.catalyst.org/research/unconscious-bias-resources" target="_blank" rel="noopener">Understanding Unconscious Bias: Ask Catalyst Express</a>,&rdquo; May 25, 2022 3&nbsp;Everfi, &ldquo;<a href="https://everfi.com/blog/workplace-training/unexpected-unconscious-bias-examples/" target="_blank" rel="noopener">5 Unexpected Unconscious Bias Examples</a>&rdquo; 4,5&nbsp;Indeed, &ldquo;<a href="https://www.indeed.com/hire/c/info/unconscious-bias" target="_blank" rel="noopener">5 Types of Unconscious Bias &amp; How to Eliminate Them</a>&rdquo; 6&nbsp;Allegis Group, &ldquo;<a href="https://www.allegisgroup.com/en-gb/insights/blog/2020/january/unconscious-bias-in-the-workplace" target="_blank" rel="noopener">Unconscious Bias in the Workplace,</a>&rdquo; Jan. 3, 2020 7&nbsp;The Law Society, &ldquo;<a href="https://www.lawsociety.org.uk/topics/blogs/5-steps-to-reduce-unconscious-bias-in-your-workplace" target="_blank" rel="noopener">5 steps to reduce unconscious bias your workplace,</a>&rdquo; April 9, 2018&nbsp; 8&nbsp;Wealth Strategies Journal, &ldquo;<a href="https://wealthstrategiesjournal.com/2021/09/03/kathleen-nalty-outsmart-your-unconscious-biases/" target="_blank" rel="noopener">Kathleen Nalty: Outsmart Your Unconscious Biases</a>,&rdquo; Sept. 3, 2021 9&nbsp;SHRM, &ldquo;<a href="https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/7-practical-ways-to-reduce-bias-in-your-hiring-process.aspx" target="_blank" rel="noopener">7 Practical Ways to Reduce Bias in your Hiring Process,</a>&rdquo; April 19, 2018 10&nbsp;GHJ, &ldquo;<a href="https://www.ghjadvisors.com/blog/how-to-combat-unconscious-bias-and-create-an-inclusive-culture" target="_blank" rel="noopener">How to Combat Unconscious Bias and Create an Inclusive Culture</a>,&rdquo; April 11, 2022&nbsp; 11&nbsp;National Institutes of Health, &ldquo;<a href="https://www.edi.nih.gov/blog/opinion/unconscious-bias-and-public-servant-what-can-we-do-overcome-unconscious-bias" target="_blank" rel="noopener">Unconscious Bias and the Public Servant: What can we do to overcome unconscious bias?</a>&rdquo; Feb. 1, 2023

Understanding and overcoming unconscious bias in the workplace

In the business world, women leaders do a great many things. For decades, studies have shown women leaders help increase productivity, enhance collaboration, inspire organizational dedication and improve fairness.1&nbsp; While some progress has been made, there&rsquo;s still a long way to go for gender parity in leadership roles in most Canadian companies. Statistics Canada data shows that for all occupations, men held 64.6% of senior management positions in 2022, while women held 32.5%. How do brokerage firms measure up? The 2023 Canadian Underwriter Diversity and Inclusion survey, sponsored by Sovereign Insurance, found that among the 81% of companies with at least some diversity in their senior leadership, 63% report having women represented. Most brokers (84%) agree they must address diversity to be a successful business, so it&rsquo;s safe to say they will continue to support gender diversity.&nbsp; That&rsquo;s the good news. The challenge &ndash; and call to arms &ndash; is not only increasing women&rsquo;s representation but having a fair approach to diversity, equity and inclusion (DE&amp;I) so women leaders stay.&nbsp; Globally, women are demanding more from work, and they&rsquo;re leaving their employers in unprecedented numbers to get it, according to the latest Women in the Workplace report from McKinsey2, in partnership with LeanIn.Org. To put the scale of the problem in perspective, the report states for every woman at the director level who gets promoted to the next level, two women directors are choosing to leave their company.&nbsp; While their reasons for leaving may vary, some of the main factors are related to DE&amp;I. The study found that women leaders are 1.5 times as likely as men at their level to have left a previous job because they wanted to work for a company that was more committed to DE&amp;I. However, compared with men at their level, &ldquo;women leaders do more to support employee well-being and foster DEI &ndash; work that dramatically improves retention and employee satisfaction but is not formally rewarded in most companies,&rdquo; the report states.&nbsp; In fact, 40% of women leaders say their DE&amp;I work isn&rsquo;t acknowledged at all in performance reviews. &ldquo;Spending time and energy on work that isn&rsquo;t recognized could make it harder for women to advance. It also means that women leaders are stretched thinner than men in leadership.&rdquo; In the study, 42% of women leaders say they are burned out, compared to 31% of men at their level.&nbsp;
<h4>What&rsquo;s the way forward?&nbsp;</h4>
There are many elements to making a workplace more equitable &ndash; fair pay is perhaps the most obvious one &ndash; but companies should also look at making their DE&amp;I work itself more equitable.&nbsp; As career expert Kara Dennison notes in Forbes, women work more hours each year than men on extra tasks outside their roles3, including DE&amp;I work. &ldquo;How often are these extra credit tasks discussed and rewarded during the performance review process or given to male leaders?&rdquo; writes Dennison. &ldquo;Leaders need to ensure that the women in their workplaces receive adequate credit for their work or even unburdened from them. Empower your workers to say no to unfair tasks.&rdquo;&nbsp; McKinsey &amp; Company points out the Catch-22: When women devote extra time to sitting on DE&amp;I committees or organizing events to educate others about sexism, racism, or homophobia, they&rsquo;re not doing their actual job and working with career sponsors who could help them rise to leadership positions in their organization.4 Maria McKay, who works in client development at McKinsey &amp; Company, says companies can develop successful DE&amp;I programs that don&rsquo;t exhaust those that they&rsquo;re supposed to support, that create an inclusive environment for all employees and lead to better financial and operational performance. &ldquo;Tasks that help others are erroneously viewed as a &lsquo;labour of love&rsquo; and something women and racialized employees do because they are passionate about them, rather than a critical component of creating a diverse, inclusive work environment,&rdquo; McKay says in a recent McKinsey article. &ldquo;The activities can become more extra housework that is carried out by a few people rather than being shared across all people and levels of an organization.&rdquo;&nbsp;5 Her message to organizations is to &ldquo;do better.&rdquo; It&rsquo;s critical to understand the impact of expecting women to do extra work that reinforces stereotypes about their capabilities and contributions, but then evaluating them against the same parameters as men who don&rsquo;t participate in that extra work. As organizations continue their DE&amp;I journeys (and indeed, brokerage firms are, with 85% of brokers saying their organization has diversity plans), they must ensure women aren&rsquo;t shouldering this &ldquo;invisible&rdquo; work. If the goal of DE&amp;I is to give everyone fair and equal opportunities, the work itself must be fair and equitable.&nbsp;
 Sources&nbsp; 1&nbsp;American Psychological Association, &ldquo;<a href="https://www.apa.org/topics/women-girls/female-leaders-make-work-better" target="_blank" rel="noopener">Women leaders make work better: Here&rsquo;s the science behind how to promote them</a>,&rdquo; March 23, 2023&nbsp; 2&nbsp;McKinsey &amp; Company, &ldquo;<a href="https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace" target="_blank" rel="noopener">Women in the Workplace 2022,</a>&rdquo; Oct. 18, 2022&nbsp; 3&nbsp;&nbsp;Forbes, &ldquo;<a href="https://www.forbes.com/sites/karadennison/2022/12/15/businesses-succeed-with-women-in-leadership-its-time-to-make-the-workplace-more-equitable-for-women/?sh=759ca7b91aa8" target="_blank" rel="noopener">Businesses Succeed With Women In Leadership: It&rsquo;s Time To Make The Workplace More Equitable For Women</a>,&rdquo; Dec. 15, 2022&nbsp; 4,5&nbsp;McKinsey &amp; Company, &ldquo;<a href="https://www.mckinsey.com/ca/overview/gender-diversity-at-work-in-canada/interview-series-maria-mckay" target="_blank" rel="noopener">Most companies are taking the wrong approach to DE&amp;I &ndash; here&rsquo;s how to get it right,</a>&rdquo; April 14, 2023

What do women leaders want? A fair approach to DE&I

If ever there was a need to convince brokers that a diverse and inclusive workplace is a good thing, mission accomplished. In the 2023 Canadian Underwriter Diversity and Inclusion survey, sponsored by Sovereign Insurance, respondents nearly universally agree (95%) working in a diverse and inclusive environment has advantages.
What are the top benefits? Brokers say D&amp;I creates a positive workplace culture (58%), provides more diverse perspectives (52%), and helps them better understand clients and others they serve (47%). On the flip side, the top two threats faced by not addressing diversity are people-related: losing good employees (46%) and losing access to the best talent (42%).
The findings come at a time when attracting and retaining employees is a <a href="https://www.canadianunderwriter.ca/insurance/brokers-still-worry-about-the-hard-market-but-whats-next-1004233170/">top concern</a> for brokerage firms. The aging workforce, skills gap and difficulty attracting the next generation of workers all contribute to labour woes in the insurance sector overall.1 The question is: Can D&amp;I help brokers win the talent race?
It stands to reason that people want to work in environments with diversity of thought, that value employees&rsquo; differences, and that support individual cultures and needs &ndash; all benefits of seeking employers with diverse workforces.2
Research shows D&amp;I is particularly important to younger jobseekers, with 83% of Gen Z candidates saying a company&rsquo;s commitment to diversity and inclusion is important when choosing an employer. Younger workers are also more likely to define diversity as a mix of experiences, ideas and opinions, rather than the traditional definition of underrepresented racial, ethnic and gender demographics.3
With today&rsquo;s fierce competition for talent, companies can gain an edge by tapping talent pools they may not have considered before. This helps in two ways: a broader search pool means there are more candidates to choose from and it will naturally help companies become more diverse.4
The Canadian Underwriter Diversity and Inclusion survey suggests brokers are indeed casting the net widely, with 71% of brokers saying they have used methods to encourage diverse applicants. The top cited methods are advertising through diverse channels and job boards (27%), highlighting diversity on their careers site (26%), and ensuring the hiring/interview panel is diverse (25%).
See: <a href="https://www.sovereigninsurance.ca/advice-and-tools/purpose-and-impact/4-ways-to-drive-diversity-in-recruitment" target="">4 ways to drive diversity in recruitment</a>
When it comes to retention, while losing good employees was named as the top threat of not addressing diversity, brokerages seem to be focused elsewhere. Nearly universally, 93% of brokerages are attempting to retain talent, with the top cited methods being flexible scheduling 60%, celebrating anniversaries and milestones (57%), and investing in training 55%). (Diversity and inclusion were not listed as a choice on this question.) But when asked what would keep them at their current employer, just over one quarter (27%) of respondents said a diverse and inclusive environment, with the top reason being a raise or bonus (64%).
That&rsquo;s not to say D&amp;I isn&rsquo;t an important retention tool. Many experts agree employees who feel valued for their individuality and unique contributions are more likely to stay on for longer.5 The 2022 Wellbeing and Voluntary Benefits Survey by HR consultancy Buck found there is a direct correlation between employees and their likelihood to want to leave the organization if they think diversity in cultures and backgrounds are not respected; their company is not committed to diversity, equity and inclusion; or their company does not provide diverse offerings for a diverse workforce. But again, the younger the employee, the more likely they are to be interested in DE&amp;I.6
In a 2020 survey by ADP Canada, nearly half (47%) of employed Canadians 18 to 34 said they would be more loyal to their organization if they took a public stand on diversity and inclusion &ndash; twice the response rate than that of the general working population (25%).7 
Another key to employee loyalty is having diversity in the senior ranks, according to The Canadian Underwriter D&amp;I survey. Brokers working in an organization without diversity in senior leadership are three times more likely to be actively looking for another job (27% versus 10%).
While diversity and inclusion may not be the most powerful tool in the talent toolbox, it plays an important part in attracting and retaining employees. Regardless of age, few would argue against the case for having a diverse employee base and making everyone feel welcome and valued. As the pressure intensifies to fill roles and keep employees happy, instilling D&amp;I in the workplace just makes good business sense &ndash; and human sense. 
To learn more about Sovereign&rsquo;s diversity and inclusion journey, visit <a href="http://www.sovereigninsurance.ca/diversityinclusionjourney">www.sovereigninsurance.ca/diversityinclusionjourney</a>. 
&nbsp;
&nbsp;
Sources
1 Deloitte, &ldquo;<a href="https://www2.deloitte.com/content/dam/Deloitte/global/Documents/gx-tgr-insurance-sector.pdf">Insurance Under The Spotlight</a>&rdquo; 2 Monster, &ldquo;<a href="https://www.monster.com/career-advice/article/4-reasons-to-seek-out-employers-with-diverse-workforces">4 reasons to seek out employers with diverse workforces</a>&rdquo; 3 Monster, &ldquo;<a href="https://hiring.monster.com/resources/workforce-management/diversity-in-the-workplace/workforce-diversity-for-millennials/">What workforce diversity means for Gen Z</a>&rdquo; 4 Cadient, &ldquo;<a href="https://cadienttalent.com/resources/diversity-in-the-workplace-attracting-talent">Diversity in the Workplace: Attracting Top Talent</a>&rdquo; 5 CHRON, &ldquo;<a href="https://smallbusiness.chron.com/diversity-impact-employee-retention-48670.html">How Does Diversity Impact Employee Retention?</a>&rdquo; 6 Buck, &ldquo;<a href="https://buck.com/ca/press/dei-critical-to-talent-retention-especially-among-younger-employees-according-to-buck-hr-survey/">DE&amp;I critical to talent retention, especially among younger employees, according to Buck HR survey</a>,&rdquo; June 2, 2022 7 ADP Canada/Newswire, &ldquo;<a href="https://www.newswire.ca/news-releases/new-adp-survey-shows-canadians-believe-workplaces-have-work-to-do-on-diversity-and-inclusion-827405376.html">New ADP Survey Shows Canadians Believe Workplaces Have Work to Do on Diversity and Inclusion</a>,&rdquo; Nov. 25, 2020

Can D&I help brokers win the talent race?

<a href="https://www.internationalwomensday.com/" target="_blank" rel="noopener">International Women&rsquo;s Day</a> (March 8) is all about celebrating and empowering women, so what better time to shine a light on some of Sovereign&rsquo;s inspiring female leaders.&nbsp; As we continue to advance our diversity and inclusion efforts, we&rsquo;re happy to report that women comprise 40% of our senior management team. And as we chart a new path with <a href="https://www.sovereigninsurance.ca/advice-and-tools/hot-topics/whats-ahead-for-sovereign-in-2023-and-beyond" target="_self" rel="noopener">our next four-year strategy</a>, we continue to expand opportunities for women across our organization.&nbsp; Today, we&rsquo;re proud to share the stories of five women at Sovereign, highlighting their career achievements, future goals, and advice to empower other women in the insurance industry.&nbsp; 
<h5>Jennifer Jacoby, AVP, MGA Portfolio &amp; Strategic Partnerships&nbsp;</h5>
For Jennifer Jacoby, a key to success is drawing from the past to tackle new challenges.&nbsp; &ldquo;Although odds are the exact same circumstances won&rsquo;t come up again, using the lessons learned has been instrumental in helping me navigate challenges and lead others,&rdquo; says Jennifer. She spent 12 months transitioning from Manager, MGA Portfolio, to AVP, which has given her some perspective on her impact on the team.&nbsp; &ldquo;Getting out of the day-to-day has allowed me to view the team from a different lens,&rdquo; Jennifer says. &ldquo;I am so proud to see each of them has taken on the vision and is carrying it forward, knowing I had a hand in shaping that.&rdquo; Jennifer&rsquo;s advice to other women is to build a network of people to rely on, whether that&rsquo;s through formal mentorship or a close group of professionals. &ldquo;Having a few people you trust and respect is a lifeline for success,&rdquo; says Jennifer. &ldquo;No one makes it through their career on their own and building these relationships will help you as you move through the different phases of your career.&rdquo; Like her colleagues, Jennifer is excited about Sovereign&rsquo;s next phase. &ldquo;I have barely begun my journey as an AVP and it is an incredibly exciting time for MGA and strategic partnerships as we begin the next four-year strategy,&rdquo; she says. &ldquo;I&rsquo;m looking forward to refining my leadership voice and presence within the organization.&rdquo; 
<h5>Portia Myrvang, Regional Underwriting Manager, Commercial Solutions</h5>
When Portia Myrvang was contacted for an interview for an underwriting trainee position back in 2003, she remembers doing a google search to find out what an underwriter was hours before her scheduled interview.&nbsp; &ldquo;I had no idea that would be the start to an amazing career journey where I get to learn something new every single day,&rdquo; she says. 20 years later, Portia believes that the industry can still do a lot more to bring awareness about the various career opportunities in insurance. She believes that careers in insurance are the best kept secret, &ldquo;With the talent gap ever increasing as people age closer to retirement, it is more critical than ever to share our stories and educate people about the exciting and unlimited growth opportunities in our industry.&rdquo;&nbsp; &nbsp; &nbsp; What she&rsquo;s most proud of in her career at Sovereign is building a collaborative and successful team of underwriters with diverse strengths and personalities. &ldquo;I&rsquo;m proud of the culture of transparency we have in our branch,&rdquo; says Portia, &ldquo;We trust and respect each other and constantly give each other open and honest feedback.&rdquo;&nbsp;&nbsp; Key to Portia&rsquo;s success is staying curious and learning from everyone around her, being adaptable to changing circumstances by always staying present, and seeing challenges as opportunities.&nbsp; To empower other women, she advises: &ldquo;Get out of your own way. Sometimes we can be our own worst critic. When you feel that self-doubt, practise self-kindness and remind yourself of your strengths.&rdquo; 
<h5>Krista Brown, Commercial Underwriting Manager, Atlantic Region</h5>
Krista Brown has been in the insurance industry for 15 years, including 8 years at Sovereign.&nbsp; For Krista, success is having a career that is fulfilling &ndash; &ldquo;doing work you find meaningful, work that continues to challenge you, and provides opportunities to learn and grow,&rdquo; she says.&nbsp; She is most proud of her ability to adapt and learn to be comfortable with being uncomfortable. &ldquo;It took me a while to develop the confidence to go outside of my comfort zone,&rdquo; Krista says. &ldquo;I&rsquo;d think &lsquo;I can&rsquo;t do that,&rsquo; but then challenge myself and realize &lsquo;I can do this, I&rsquo;m good at it, and I actually enjoy it.&rsquo;&rdquo; Krista wants other women to know they define what success is to them and are the drivers of their own success. &ldquo;Don&rsquo;t be afraid to ask questions, be curious, ask for opportunities and challenging assignments, show why you are ready for the next step in your career, or make a plan to show how you are going to develop the skills and knowledge to move to that next step,&rdquo; she says.&nbsp; In her own career, Krista is excited about her next step as a manager. &ldquo;I recently transitioned into a formal leadership role, so what&rsquo;s next for me is really diving in and understanding and evolving my leadership style.&rdquo; 
<h5>Gunjan Dave, AVP, Strategic Execution</h5>
Gunjan Dave has built a successful 20-year career on her passion for process excellence, belief in collaboration, and love of leading teams.&nbsp; &ldquo;I enjoy helping companies be more efficient, effective and excel operationally,&rdquo; says Gunjan. &ldquo;The love for what I do enables me to find ways to succeed in different initiatives.&rdquo;&nbsp; One of her proudest achievements in a previous role was leading a team to develop improvements that eliminated backlogs, increased customer satisfaction, and improved employee satisfaction. &ldquo;This was achieved within a matter of months and with minimal investment,&rdquo; she says.&nbsp; Gunjan joined Sovereign as Manager, Project &amp; Process Optimization in March 2021, and just a year later was promoted to AVP. In terms of what&rsquo;s next, Gunjan says, &ldquo;I&rsquo;m excited about the start of our new four-year strategy and all that can be built upon the foundation being laid out.&rdquo;&nbsp; She shares this advice to other women: &ldquo;Never self-reject or underestimate yourself. Have belief and confidence to take on new challenges.&rdquo; 
<h5>Eileen Devlin, AVP Finance&nbsp;</h5>
Eileen Devlin joined Sovereign Insurance in 2021, coming from a previous role at parent company, The Co-operators.&nbsp; One key to Eileen&rsquo;s success is surrounding herself with people who value her potential. &ldquo;I&rsquo;ve been fortunate to have worked for incredible leaders who have gone out of their way to provide me with opportunities that have accelerated my success,&rdquo; she says. &ldquo;Their perspective on what I am capable of has been extremely valuable in building my self-confidence.&rdquo; One of her proudest career moments came when a direct report told her they had never built trust with their people leader as quickly as they had with her. &ldquo;This was impactful for many reasons,&rdquo; Eileen says. &ldquo;Trust is one of the most important &ndash; and often the most challenging &ndash; foundational elements of a working relationship to achieve.&rdquo;&nbsp; Her advice to other women is you don&rsquo;t need to have all the answers, but you do need to be authentic.&nbsp; &ldquo;Not having an answer rarely leads to your potential being devalued, and being authentic will &ndash; in most cases &ndash; make you even more appealing,&rdquo; Eileen says. &ldquo;It also makes the people around you feel more at ease and pairing that with the commitment to problem-solve will show you care.&rdquo;

International Women’s Day: Female leaders at Sovereign share their proudest moments and best advice

This year, Sovereign Insurance turns 70, a remarkable milestone that coincides with a reimagining of the brand&rsquo;s identity. But this isn&rsquo;t a simple makeover for the long-established company. It&rsquo;s a key step in its new four-year strategy, as Sovereign transforms into a more sophisticated, niche P&amp;C insurer.&nbsp; &ldquo;We&rsquo;re extremely proud of Sovereign&rsquo;s history and with an eye to the future, we have been doing exciting work on our brand strategy to support the organization&rsquo;s evolution, long-term strategic goals and ultimate success,&rdquo; says <a href="https://www.sovereigninsurance.ca/our-team/toronto/colette-taylor" target="">Colette Taylor</a>, who was <a href="https://www.sovereigninsurance.ca/advice-and-tools/purpose-and-impact/passion-for-change" target="">promoted to Chief Operating Officer</a> last March.&nbsp; See: <a href="https://www.sovereigninsurance.ca/advice-and-tools/hot-topics/whats-ahead-for-sovereign-in-2023-and-beyond" target="">What&rsquo;s ahead for Sovereign in 2023 and beyond</a> With the shift in leadership, new strategic plan and clear focus of Sovereign&rsquo;s risk appetite, along with the upcoming launch of a new product suite and policy administration system, Colette says: &ldquo;We felt it was the right time to step back and take a more fulsome look at our overall brand identity.&rdquo; Running in parallel, the brand refresh and strategic plan were an important complement to one another. &ldquo;The insights from both ultimately helped inform the future direction of Sovereign, with the aim to be the insurer of choice with all our preferred partners,&rdquo; says Colette.&nbsp; The result? A strong, meaningful brand platform called &ldquo;Partners in Resilience.&rdquo; The phrase reflects Sovereign&rsquo;s belief that resilience is born from the combination of diverse points of view to reach the best solutions. And, put simply, to convey Sovereign is much more than a commercial insurer.&nbsp; &ldquo;We&rsquo;re proud to partner with brokers &ndash; advising, educating and providing ongoing support to build resilient Canadian businesses and strengthen the communities they serve,&rdquo; says Colette. &ldquo;We understand there is strength in numbers, and we are committed to delivering an elevated experience, from excellent service, comprehensive products and expertise to championing diversity and inclusion, together.&rdquo;&nbsp;&nbsp; <a href="https://www.sovereigninsurance.ca/our-team/toronto/lori-abbott" target="">Lori Abbott</a>, Associate Vice President of Strategic Brand Operations, says the brand refresh was about considering different ways to convey the unique value Sovereign offers at a critical time in its evolution.&nbsp; &ldquo;By doing a deep dive, we came away with a strong point of view on where the brand works, where it doesn&rsquo;t, and how it can evolve to better meet the needs of our partners, clients and employees, and really differentiate ourselves from our competitors,&rdquo; says Lori.&nbsp; While Sovereign has deep history and experience, its focus on its external brand is relatively new. &ldquo;We&rsquo;re now continually looking for unique ways to credibly show our experience and carve out our own niche through areas like sustainability and diversity and inclusion, while being laser-focused on the needs of our partners and end-clients,&rdquo; says Lori. &ldquo;We think there is so much runway to create buzz, and the P&amp;C insurance category overall is ready for a brand to creatively break through.&rdquo; The company identified an opportunity for Sovereign to redefine &ldquo;experience&rdquo; by leading with purpose while focusing on service. &ldquo;If that means leaning into a bolder, more creative, and edgier approach, then Sovereign is poised to do it,&rdquo; says Lori.&nbsp;&nbsp; And while Sovereign remains a purpose-driven organization, its values have also evolved to support its new direction. &ldquo;Our values &ndash; Partnership, Expertise, Progress, and Inclusivity &ndash; are our guiding principles and beliefs, and provide a meaningful keystone for behaviour at all levels within Sovereign,&rdquo; says Colette. &ldquo;They&rsquo;re not just words on a page. Ultimately, we see our Sovereign team, partners and clients using these as a guidepost to collaborating toward shared goals.&rdquo;

Sovereign unveils a fresh new brand and 'partners in resilience' platform

Over the past couple of years, &ldquo;business as usual&rdquo; has been upended. But it&rsquo;s not just about the shift to remote work and hybrid models. Organizations across sectors have a heightened focus on diversity and inclusion, as they respond to a moral imperative to take action and recognize the advantages of a more diverse workplace.&nbsp; The insurance sector is among those embracing change. In a 2022 Canadian Underwriter Diversity and Inclusion survey, sponsored by Sovereign Insurance, an overwhelming majority of brokers (91%) agree they must address diversity to be a successful business. And nearly all (98%) agree that a diverse and inclusive workplace brings benefits.&nbsp; The top advantages cited by brokers include: positive workplace culture (63%); more diverse perspectives (51%); understand clients/those we serve better (41%); and a greater sense of inclusion for employees and clients (37%). When it comes to bottom-line benefits, numerous studies support the notion that diverse organizations are more effective and perform better financially. For example, a 2021 report from BofA Global Research shows that diversity supports stronger revenue-generating potential, as well as improved customer acquisition and increased capacity for innovation.1 A 2020 report from McKinsey &amp; Company found that the business case for diversity remains robust, but also that the relationship between diversity on executive teams and the likelihood of financial outperformance has strengthened over time.2 What are the downfalls to not supporting a diverse culture? In the Canadian Underwriter/Sovereign Insurance survey, brokers identified the biggest threats if their organizations don&rsquo;t address diversity. The top threats are: losing good employees (47%); losing access to the best new talent (46%); reputational risk and image management (32%); and the risk of homogeneity or groupthink (30%).&nbsp; Challenges attracting and retaining employees are particularly problematic for the insurance industry, as the sector is already experiencing talent shortages. In a PwC survey, 86% of the 122 respondents working in the insurance industry said an employer&rsquo;s policy on diversity, equity and inclusion is a deciding factor in choosing a new job. 3 Globally, these factors are a rising trend for employees across sectors. PwC states that employees want to work for companies that have a clear purpose, encourage diversity and inclusion, and hold themselves accountable for matching words with action.4 Having a diverse workplace also provides the right foundation for building relationships with business partners and clients, which is essential in the insurance sector. Without a diverse workplace, carriers and brokers may be challenged to genuinely understand the experiences and perspectives of different groups when trying to build relationships and conduct business.&nbsp; Studies also show that diversity is a key driver of innovation. When diverse teams come together&mdash;with differences ranging from culture and gender to life experiences and viewpoints&mdash;they are more likely to come up with creative, innovative ideas. Diverse teams are also shown to be better at making decisions and bringing ideas to life. 5&nbsp; In the insurance sector, innovation is now a top priority, as the industry transforms through technology and adapts to new and emerging risks. Carriers and brokers alike can leverage diverse teams to encourage innovation, creativity and problem-solving as the sector undergoes this shift.&nbsp; While the benefits of having a diverse and inclusive workplace are clear, this is not to say an organization without it will fail. However, those that embrace diversity and inclusion will have a significant edge. The more an organization makes room for everyone at the table, the more successful it will be.&nbsp; This article is part one in a series on diversity and inclusion. Stay tuned for the next installment and more results from the Canadian Underwriter Diversity and Inclusion Survey, sponsored by Sovereign Insurance. 1 BofA Global Research, &ldquo;Everybody Counts! Diversity &amp; Inclusion Primer,&rdquo; March 2021 2 McKinsey &amp; Company, &ldquo;<a href="https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters" target="_blank" rel="noopener">Diversity wins: How inclusion matters,</a>&rdquo; May 19, 2020 3 Canadian Underwriter, &ldquo;<a href="https://www.canadianunderwriter.ca/insurance/why-insurers-should-be-active-diversity-allies-1004211871/" target="_self">Why insurers should be active diversity allies</a>,&rdquo; Sept. 1, 2021 4 PwC, &ldquo;<a href="https://www.pwc.com/gx/en/issues/upskilling/hopes-and-fears.html" target="_blank" rel="noopener">Hopes and fears 2021</a>,&rdquo; 2021 5 Great Place to Work, &ldquo;<a href="https://www.greatplacetowork.com/resources/blog/why-diverse-and-inclusive-teams-are-the-new-engines-of-innovation" target="_blank" rel="noopener">Why diverse and inclusive teams are the new engines of innovation,</a>&rdquo; June 11, 2020

Can an organization be successful without addressing diversity?

It&rsquo;s not just you: Employees everywhere are stressed out.&nbsp; Nearly three-quarters (74%) of Canadians are feeling some impact of work or personal stress, according to a July 2022 survey by LifeWorks (now Telus Health). More than a quarter (26%) cite work stressors as their primary source of stress (including volume of work, performance demands, and lack of support), and 26% cite personal stressors as number one.1 Globally, stress among workers reached an all-time high in 2021, according to Gallup&rsquo;s &ldquo;State of the Global Workplace: 2022&rdquo; report, with 41% of adults experiencing a lot of stress.2 While some level of work-related stress will always exist, too much of it can take a toll on your mental, physical and emotional health. The impact on mental health &ndash; a topic that&rsquo;s been in the spotlight lately &ndash; includes increased risk of anxiety, burnout, depression, and more.3 On the brighter side, many organizations have stepped up their efforts around employee mental health, and people are actively seeking supports like flexible work hours and a workplace culture that respects time.4 Certainly, support will differ from company to company, and often there&rsquo;s just no getting around being busy. But with a few simple daily habits and practices, you can take charge of your mental health and take some stress out of your workday.&nbsp;&nbsp; 
<h5>1. Use the delay delivery option for emails&nbsp;</h5>
If you&rsquo;re working outside the typical 9-to-5 or across time zones, consider using the &ldquo;delay delivery&rdquo; option on email. By scheduling your email to send the next working day, you can avoid interfering with your colleagues&rsquo; and clients&rsquo; off-the-clock time, and save them from the pressure of having to respond. Another tactic is to include a message in your signature along the lines of, &ldquo;My workday may look different than yours. Please don&rsquo;t feel obliged to respond outside your normal working hours.&rdquo;&nbsp; 
<h5>2. Craft clear and actionable email subject lines&nbsp;</h5>
Chances are you and your co-workers could spend an entire day responding to messages. There are many ways to tackle email overload: For example, some people have a mission to achieve &ldquo;zero inbox,&rdquo; while others set aside time blocks throughout the day to check messages.&nbsp;&nbsp; One tactic that can help you and your colleagues is to write clear and actionable subject lines on internal emails. Subject lines should communicate exactly what the email is about in six to 10 words, as well as the deadline, if there is one. This will allow the recipient to prioritize and label the email without opening it. For example, you can begin each subject line with &ldquo;INPUT,&rdquo; &ldquo;FYI,&rdquo; or &ldquo;UPDATE,&rdquo; followed by the key information.&nbsp;&nbsp; 
<h5>3. Implement and encourage focus time&nbsp;</h5>
Meetings and interruptions often prevent people from having adequate time to focus. When people assume their co-workers are always available for impromptu, non-urgent meetings and discussions, it can impact productivity and morale.&nbsp; Consider implementing a time-management technique called &ldquo;focus time&rdquo; (or &ldquo;focus hours&rdquo;), which means scheduling uninterrupted time to get your most important work done, and encourage your co-workers to do the same. Focus time has been found to increase productivity, improve decision-making, and boost creativity. Mark this time on your calendar, along with your standard work hours, and be mindful of your colleagues&rsquo; schedules when scheduling meetings. Outside of your team, check the time zone of the meeting participants to ensure you&rsquo;re not scheduling during their off-hours or breaks.5 
<h5>4. Try unconventional meeting styles</h5>
For most people, meetings are a source of workplace stress. In fact, in a recent U.S. survey by LiveCareer, 25% of respondents said in-person meetings are stressful, 31% said online meetings are stressful, and 28% said both are equally stressful. Only 16% said neither one is stressful. The findings point to several factors that cause stress and anxiety about meetings, including lack of preparation, fear of public speaking, and increased brain activity for prolonged periods.6 When you can, think outside the boardroom. Take advantage of meetings that are conversational, or require &ldquo;listening in&rdquo; by scheduling an outdoor or walking meeting. These meeting styles allow you to move, relax, and focus while still being productive. If the weather isn&rsquo;t cooperating, try an indoor caf&eacute; or &ldquo;coffee on the couch&rdquo; meeting at the office.&nbsp; 
<h5>5. Ask for &ndash; and offer &ndash; support&nbsp;</h5>
Prioritize transparent communication and open dialogue in the workplace. If you&rsquo;re struggling with something at work, requesting support can enable you and your teammates to share resources, work together, and offer encouragement through challenges. Although it&rsquo;s okay to ask for help, it&rsquo;s not easy for everyone. One thought leader suggests taking some time to think about what you&rsquo;re trying to achieve and then figuring out what resources you need. Completing these sentences will help:
<ul>
<li>I&rsquo;m currently working on... and I could use help to...&nbsp;</li>
<li>I am struggling to... and I would benefit from...&nbsp;</li>
<li>My biggest hope is to... and I need...7 </li>
</ul>
At the same time, if you notice a co-worker struggling, check in and offer support. Hopefully, others will follow your example and you can all work together to create a less stressful workplace.&nbsp;
&nbsp;
&nbsp;
Sources 1 Telus Health, &ldquo;<a href="https://lifeworks.com/en/news/canadians-equally-stressed-work-they-are-their-personal-lives" target="_blank" rel="noopener">Canadians equally stressed at work as they are in their personal lives</a>,&rdquo; July 21, 2022&nbsp; 2 Gallup, "<a href="https://news.gallup.com/poll/394025/world-unhappier-stressed-ever.aspx" target="_blank" rel="noopener">World unhappier, more stressed out than ever</a>,&rdquo; June 28, 2022 3 Corporate Wellness Magazine, &ldquo;<a href="https://news.gallup.com/poll/394025/world-unhappier-stressed-ever.aspx" target="_blank" rel="noopener">Workplace stress: A silent killer of employee health and productivity</a>&rdquo; 4 HR Reporter, &ldquo;<a href="https://www.hrreporter.com/focus-areas/compensation-and-benefits/what-are-the-top-4-mental-health-supports-desired-by-workers/369300" target="_blank" rel="noopener">What are the top 4 mental health supports desired by workers?</a>&rdquo; Aug. 25, 2022 5 Microsoft, &ldquo;<a href="https://learn.microsoft.com/en-us/viva/insights/tutorials/gm-focus" target="_blank" rel="noopener">Best practices for focus time</a>,&rdquo; Sept. 22, 2022 6 LiveCareer, &ldquo;<a href="https://www.livecareer.com/resources/careers/planning/workplace-meetings-2022-statistics" target="_blank" rel="noopener">Meeting in the workplace: 2023 Statistics,</a>&rdquo; July 25, 2022&nbsp; 7 Greater Good Magazine, &ldquo;<a href="https://greatergood.berkeley.edu/article/item/how_to_overcome_your_reluctance_to_ask_for_help_at_work" target="_blank" rel="noopener">How to overcome your reluctance to ask for help at work</a>,&rdquo; Nov. 16, 2020

Five tips to reduce workplace stress

Diversity, equity, and inclusion (DE&amp;I) is one of the hottest topics in human resources today and perhaps one of the most complex. As many workplaces are finding, meeting DE&amp;I goals isn&rsquo;t easy, and progress is slow. In one study, only 43% of HR leaders said their hiring practices supported their diversity goals in 2021.1&nbsp; That&rsquo;s why, in tackling such a broad area as DE&amp;I, now may be a good time to revisit the basics.&nbsp; The goal of any DE&amp;I initiative is to create a workplace that is inclusive for everyone, regardless of race, gender, sexual orientation, ethnicity, age, or other attributes, as well as personal characteristics like education, life experiences, and political views. One of the best ways employers can advance their DE&amp;I goals is to be proactive about finding diverse candidates who will bring their unique experiences, perspectives, and ideas to the table.2 What can get lost in the conversation is that diversity recruiting is still (or should be) merit-based recruitment. It aims to find the best possible candidates, but is structured to be free from bias and to give all applicants an equal opportunity.3 In other words, when casting the net, employers must ensure they&rsquo;re not unintentionally leaving anyone out.&nbsp; Whether you&rsquo;re kick-starting or restarting your diversity recruiting strategy, here are four ways to help broaden the diversity of your candidate pools.&nbsp; 
<h5>Use inclusive language in job postings&nbsp;</h5>
Hiring bias can show up in your job posting language, which may lead to qualified people giving your company a pass. Some common examples of biased language are terms like &ldquo;recent graduate&rdquo; (potentially ageist), &ldquo;strong English-language skills,&rdquo; (ethnic bias), and &ldquo;must live locally,&rdquo; (may imply a desired socioeconomic status).&rdquo;4 Review your current job descriptions to determine if and how they skew towards a specific age group, ethnicity, locale, gender, and other attributes. When writing (or rewriting) job descriptions, use language that is inclusive, impartial and gender-neutral. For example, experts say gender-coded language &ndash; words or phrases associated with male or female genders &ndash; often show up in job ads. Some examples of male-coded language are &ldquo;aggressive,&rdquo; &ldquo;courageous,&rdquo; and &ldquo;champion,&rdquo; while female-coded language includes words like &ldquo;dependable&rdquo; and &ldquo;honest.&rdquo; While all genders can exhibit these characteristics, the language may send a subtle message that discourages some people to apply. 5 In the description, you can also briefly state your company&rsquo;s commitment to workplace DE&amp;I and encourage diverse groups to apply.&nbsp; 
<h5>Reach people where they are&nbsp;</h5>
Just as a company would target brand advertising to reach specific customers, you have to place your (now inclusive) job postings in the right locations to reach diverse audiences.&nbsp; Large recruitment websites and social media sites are good places to start, but try to think beyond the obvious. Consider promoting your job ads through various networking groups and professional membership societies that work with under-represented groups.6 In addition, you can leverage a wide range of diversity and inclusion job boards, including those for women, seniors, people with disabilities, military veterans, 2SLGBTQ+, Indigenous peoples, and others.7 
<h5>Be objective when assessing candidates&nbsp;</h5>
Diversity recruiting doesn&rsquo;t stop at the resume pile. Once you&rsquo;ve attracted more diverse candidates to apply for open positions, you have to ensure everyone gets a fair shake in the interview process.&nbsp; Interview bias &ndash; or preconceived ideas about a candidate &ndash; can sometimes cause factors outside the prospective employee&rsquo;s qualifications to affect the outcome.8 This bias might be conscious, meaning the interviewer is aware of their own biased attitudes about a group; or unconscious, meaning they have an unfair belief, assumption, or generalization about an individual or group of people &ndash; and they&rsquo;re not aware of it.9 When assessing candidates, you should have an impartial list of skills and competencies required for the role, and ask standardized questions during interviews. Experts also advise against focusing on &ldquo;culture fit,&rdquo; which is more subjective and can be based on candidates&rsquo; backgrounds or personality types rather than qualifications. Instead, emphasize &ldquo;culture add,&rdquo; meaning how candidates&rsquo; diverse experiences, skills and opinions will enhance your team.10 
<h5>Create a mentoring program to attract and retain diverse employees</h5>
Now, the question that may bubble up from your diverse candidate pool is, &ldquo;what&rsquo;s in it for me?&rdquo; When considering their job options, candidates want to know how they&rsquo;ll be supported in a workplace and how they&rsquo;ll be able to develop their careers.&nbsp; &nbsp; &nbsp; Consider developing a mentoring program as part of your DE&amp;I initiatives. Research shows mentoring is effective in improving representation of diverse employees, while also providing an opportunity for connection and support in the workplace.11 There are different types of mentoring programs, depending on the organization&rsquo;s goals. For example, some companies match employees with different backgrounds to build greater organizational empathy while expanding networks. Others match people with similar backgrounds to find and establish a sense of community.12 Whichever one is right for you, a mentoring program can help attract and retain diverse talent, and let you change that &ldquo;help wanted&rdquo; sign into a &ldquo;welcome&rdquo; sign.&nbsp;
&nbsp;
&nbsp;
Sources 1 Randstad Sourceright, &ldquo;<a href="https://insights.randstadsourceright.com/diversity-equity-inclusion-at-work/the-inclusion-imperative-taking-meaningful-action-on-dei-talent-navigator-series" target="_blank" rel="noopener">The inclusion imperative: taking meaningful action on DEI,</a>&rdquo; Oct. 19, 2022&nbsp; 2 ASAE - The Centre for Association Leadership, &ldquo;<a href="https://www.asaecenter.org/resources/articles/an_plus/2021/november/how-a-mentorship-program-can-boost-internal-dei-initiatives" target="_blank" rel="noopener">How a mentorship program can boost internal DE&amp;I initiatives</a>,&rdquo; Nov. 3, 2021&nbsp; 3 Recruitee Blog, &ldquo;<a href="https://recruitee.com/articles/diversity-recruiting-strategy" target="_blank" rel="noopener">12 ways to improve your diversity recruiting strategy,</a>&rdquo; July 30, 2021 4 Ciiivsoft, &ldquo;<a href="https://ciivsoft.com/5-examples-of-bias-in-a-job-description/" target="_blank" rel="noopener">5 examples of bias in a job description</a>&rdquo;&nbsp; 5 Employers Council, &ldquo;<a href="https://www.employerscouncil.org/resources/words-matter-gender-coded-language-in-job-ads/" target="_blank" rel="noopener">Words matter: Gender-coded language in job ads</a>&rdquo; 6 EW Group, &ldquo;<a href="https://theewgroup.com/us/blog/seven-steps-inclusive-recruitment-workplace-diversity/" target="_blank" rel="noopener">Eight steps to inclusive recruitment and workplace diversity</a>&rdquo; 7 Talent Lyft, &ldquo;<a href="https://www.talentlyft.com/en/blog/article/465/how-to-create-as-inclusive-job-postings-as-possible" target="_blank" rel="noopener">How to create as inclusive job postings as possible</a>?&rdquo; Dec. 14, 2021 8 Indeed, &ldquo;<a href="https://www.indeed.com/career-advice/interviewing/interviewing-bias" target="_blank" rel="noopener">Types of interviewing bias and how to minimize them</a>,&rdquo; May 17, 2021; updated Aug. 15, 2022 9 Pediaa, &ldquo;<a href="https://pediaa.com/what-is-the-difference-between-conscious-and-unconscious-bias/" target="_blank" rel="noopener">What is the difference between conscious and unconscious bias</a>,&rdquo; May 20, 2021 10 Forbes, &ldquo;<a href="https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/09/20/recruiting-for-diversity-four-steps-to-success/?sh=65da899c7fe5" target="_blank" rel="noopener">Recruiting for diversity: Four steps for success,</a>&rdquo; Sept. 20, 2021 11,12&nbsp;Association for Talent Development, &ldquo;<a href="https://www.td.org/atd-blog/best-practices-for-implementing-a-mentoring-program-for-diverse-employees" target="_blank" rel="noopener">Best practices for implementing a mentoring program for diverse employees,</a>&rdquo; Feb. 23, 2021

4 ways to drive diversity in recruitment

Sovereign Insurance is passionate about protecting Canadian businesses and the communities they serve. We strive to make a measurable impact. Here&rsquo;s what we achieved together in 2022!

Community Impact and Sustainability with Sovereign in 2022

Pride Month Commemoration Guide 2023

Sovereign&rsquo;s Chad Hunter, VP of IT, and Matthew Campbell, VP of Finance, Claims &amp; Strategy, share their thoughts on inclusivity in the insurance and technology industries, their own personal experiences being members of the 2SLGBTQ+ community in the workplace, and ways we can all be more inclusive. 
<h5>What are some of the challenges the 2SLGBTQ+ community face in the workplace? </h5>
Chad: Despite the increase in focused workplace programs that support diversity and inclusion, the 2SLGBTQ+ community does continue to experience human rights challenges in a variety of ways. In my career, I&rsquo;ve certainly been witness to or experienced first-hand homophobic or transphobic slurs, offensive jokes, harassment and even workplace benefits that were extended only to heterosexual couples. I genuinely believe that people would prefer to do good rather than harm in this world, so I acknowledge that some of the challenges may be a lack of understanding or an unconscious bias. Matthew: It&rsquo;s not always easy to be yourself in the workplace. As a non-visible minority, people make assumptions, and often in the workplace, one has to come out over and over again. It takes a lot of mental energy. When it comes to interviewing or promotions, you always wonder if someone will not consider you if they knew you identified as part of the 2SLGBTQ+ community. Another workplace challenge is that policies are not always reflective of the diversity of situations that are needed to support the 2SLGBTQ+ community. That lens hasn&rsquo;t traditionally been at the forefront when policies are reviewed. 
<h5>What positive changes are you seeing in the insurance or tech industries that aim to better support the 2SLGBTQ+ community? </h5>
Chad: When I came out 25 years ago and saw my future in the IT space, admittedly I was quite worried. As a matter of fact, I left my first job in the IT department of a large car manufacturer after about four months because I was being treated quite differently than others and felt that it would stifle my career progression. However, I believe that a lot has transpired for the better in the past 25 years. Specifically, from a tech perspective, I follow many public facing tech leaders and it's been amazing to see how many are part of this community and vocalize their support. The most obvious being Tim Cook, CEO of Apple, amongst other public faces like the co-founders of PayPal, Sirius XM, Microsoft, IBM, and the list goes on and on!
Matthew: We are now seeing insurance companies making an effort with diversity when it comes to the 2SLGBTQ+ community. It&rsquo;s lagged behind other sectors, even the banking sector. However, there are steps being taken in the right direction like updates to policy wordings, extending benefits to account for diverse family situations, talking about diversity/creating awareness, and profiling 2SLGBTQ+ role models in senior positions. Some companies are even creating employee groups to bring the community together. 
<h5>Can you speak to how this may impact you personally? </h5>
Chad: Seeing more and more 2SLGBTQ+ executives sharing their stories and experiences and leading with confidence and conviction absolutely inspires me. Leading by example, demonstrating new or different behaviours than in the past, representing diverse thought and action &mdash; all of this really does make me think of a world where we all can be seen and treated as equal. For me, being gay has been tough and uncomfortable at times, but it has also given me the confidence to be myself.&nbsp;&nbsp;
Matthew: I&rsquo;m proud to see that the insurance industry is embracing diversity and inclusion as a whole, and in particular, is making strides in relation to 2SLGBTQ+ inclusion. It allows people at all levels to be their authentic self. As a senior executive, I&rsquo;ve gotten to a point in my career where I am who I am and, if people have an issue, I&rsquo;ll confront them. However, depending on your position within an organization, it can be difficult to stand up for yourself, so I&rsquo;m glad that at our organization there is a greater awareness and mechanisms in place such as our enterprise-wide D&amp;I&nbsp; strategy and forum. 
<h5>Microaggressions are defined as commonplace verbal, behavioral or environmental slights, whether intentional or unintentional, that communicate hostile, derogatory, or negative attitudes toward stigmatized or culturally marginalized groups. What are some examples of microaggressions that members of the 2SLGBTQ+ community face day to day, and particularly at work? </h5>
Chad: Microaggressions can make those on the receiving end feel uneasy, out of place or even unsafe. Can you imagine coming to work every day feeling unsafe or out of place? In my opinion, the microaggression I&rsquo;ve mostly seen in the workplace is insensitive humour and making stereotypical assumptions based on someone&rsquo;s appearance and/or tone of voice.
Matthew: Microaggressions in the workplace often come in the form of one-off comments or, what people would classify as jokes &ndash; often in the form of stereotypes. It is generally not picked up by others, so as a non-visible minority you are often left sitting there feeling attacked and alone with no avenue for correcting it. It often happens in a meeting or at an after-work event and the conversation moves on quickly.&nbsp;&nbsp; 
<h5>How do we address this in the workplace? </h5>
Chad: Further education, asking questions, and sharing stories, just like this, are perfect examples of how we can help to support each other and, overtime, change our behaviours &ndash; both conscious or unconscious. Like many things in this world, this is not a light switch. We do not change behaviours overnight. It&rsquo;s a journey. One that requires commitment, education, practice, and time.
Additionally, programs like The Co-operators and Sovereign&rsquo;s D&amp;I strategy, and investment in the importance of overall diversity in our organization, will truly allow us to become a high-performing organization.&nbsp;&nbsp;
Matthew: The enterprise-wide D&amp;I strategy is a prime example of changing these microaggression behaviours. Awareness is a first step. It&rsquo;s important for people to talk about their experiences and share examples. Even this discussion is a step in the right direction &ndash; sometimes small actions are a catalyst for a much bigger impact. 
<h5>What would you want employees and partners to know when considering how to be more inclusive? </h5>
Chad: The first question about being inclusive is a reflective question: Am I committed to being inclusive?&nbsp; You may not have all the training, tools, or practice and that&rsquo;s okay. No one is perfect and no one has all the answers, but together we can accomplish great things. Know that your words and actions matter. It doesn&rsquo;t matter rank, title, tenure &ndash; our words matter, and words can be helpful or harmful. And lastly, be courageous. Nothing meaningful in life comes easy. If you are genuine about your commitment to being inclusive, it will start to show in the way you speak and behave.&nbsp;&nbsp;
Matthew: As Chad mentioned, being aware is the first step. Educate yourself. 2SLGBT2+ encompasses many different aspects of the community and understanding the nuances and why it matters is important. Get involved and show support. Listen and be aware of microaggressions and take the opportunity to educate in the moment. Stand up and have an impact. Continue to learn alongside Sovereign as we navigate our D&amp;I journey. Visit <a href="~/diversityinclusionjourney" target="">sovereigninsurance.ca/diversityinclusionjourney</a> for resources.

Pride in the workplace

In the insurance business, like many others, there are those who wait for opportunity to knock. Then there are those who spot opportunities and make them happen.&nbsp; Colette Taylor is one of the latter.&nbsp; Colette, who recently stepped into the role of Chief Operating Officer at Sovereign Insurance, is known as an innovative leader, diversity champion, and change agent. She was recently named one of <a href="https://www.insurancebusinessmag.com/ca/best-insurance/elite-women-2022-409664.aspx" target="_blank" rel="noopener">Insurance Business Canada&rsquo;s Elite Women 2022</a>, which celebrates groundbreaking women of influence. The prestigious recognition comes at a time when women in the insurance industry continue to be over-represented in middle- and lower-level roles and underrepresented in leadership roles. Notably, women comprise 40% of Sovereign&rsquo;s senior management team, and work continues to be done in this area.&nbsp; &ldquo;I grew up in an industry that significantly lags when it comes to diversity, equity and inclusion, with few exceptions,&rdquo; says Colette. &ldquo;While progress is being made&mdash;not just in insurance but across sectors&mdash;there&rsquo;s still a long way to go. As a female leader, I feel passionate about championing DE&amp;I and bringing about change, starting with my own teams.&rdquo;&nbsp; Colette got her start as a broker and has been on the P&amp;C insurance side for more than 20 years. In 2018, she joined Sovereign as VP Specialty Operations &amp; Specialty Distribution. Among her achievements, Colette implemented a new comprehensive underwriting strategy, streamlined Sovereign&rsquo;s distribution function, and fostered a more collaborative and improved experience for Sovereign&rsquo;s distribution partners.&nbsp; Colette&rsquo;s impeccable work ethic and high-level performance led to a major career development when Sovereign was recruiting for a position to lead Commercial Operations. With her out-of-the-box thinking, Colette saw the opportunity to break down longstanding silos across Sovereign&rsquo;s two business streams&mdash;commercial and specialty. She raised her hand to take leadership responsibility for Sovereign&rsquo;s entire distribution team. The idea took flight, and Colette was named VP Commercial and Specialty Lines in January 2020.&nbsp; In this role, Colette was pivotal in supporting Sovereign&rsquo;s goals for efficiency and informed underwriting. She implemented transformational changes that have improved profitability across both lines. Colette continues to foster innovation within the P&amp;C space by bringing diverse skill sets into her team, which in turn provides more value to Sovereign&rsquo;s customers and partners.&nbsp; Recognized for her strong leadership skills and significant impact on the organization, Colette was promoted to the role of COO in March 2022. As COO, one of her key mandates is to champion and celebrate a diverse and inclusive culture&mdash;both at Sovereign and for the industry at large. &ldquo;Throughout my career, I&rsquo;ve been supported by many strong female leaders and mentors, and I&rsquo;ve sought opportunities to pay it forward by supporting the career development of other women,&rdquo; says Colette. &ldquo;I also try to continually educate myself on ways I can advocate for all marginalized and minority groups, not just the one I belong to.&rdquo; When it comes to helping women, Colette is a member of the <a href="https://www.isc-group.co/en-ca/home" target="_blank" rel="noopener">ISC Group</a>, a global business community dedicated to increasing the representation of women in senior leadership positions in the insurance sector. Her leadership allows women at different levels across Sovereign to access networks and resources to build on their personal and professional skills.&nbsp; More broadly, Colette is spearheading a Community Impact strategy that takes a bold step to challenge the conversation around diversity, equity, and inclusion within the P&amp;C insurance space in an effort to drive change.&nbsp; This year, Sovereign launched a multi-year strategy that looks to: inspire and make a meaningful impact and change behaviours; offer partners diversity and inclusion training; address challenges to build a diverse and inclusive workplace; and address the talent shortage through D&amp;I. Sovereign has invited their partners to join this <a href="https://www.sovereigninsurance.ca/diversityinclusionjourney" target="_blank" rel="noopener">DE&amp;I journey</a> with them.&nbsp; &ldquo;This is an ambitious undertaking, but it&rsquo;s a challenge that is so worthy and necessary to take on,&rdquo; says Colette.&nbsp; Outside of work, Colette continues to be a strong supporter of charities that focus on marginalized women in need. She has focused her support in the last two years towards women&rsquo;s shelters, understanding the increased needs as a direct impact of the pandemic.

Colette Taylor, COO of Sovereign Insurance, is advancing DE&I and helping shape the next generation of women leaders

Passion for Change: Advancing DE&I and helping shape the next generation of women leaders

In 2020, there was great promise of a reckoning on workplace diversity. Following a period of social unrest, companies around the globe pledged to diversify their teams and build a culture of equity and inclusion. However, almost three years into the workplace DE&amp;I movement, progress has stalled in many regards.&nbsp;&nbsp; In a global study by Randstad Sourceright, 86% of human capital leaders said DE&amp;I is embedded within their talent strategy, however only 43% said their hiring practices supported their diversity goals in 2021.1 Kantar found eight out of 12 major markets saw a decline in their inclusion score between 2019 and 2022, with Canada experiencing one of the biggest drops (-9%). While 71% of employees believe their organization is taking steps to be more diverse and inclusive, nearly half (46%) said their employer needs to do more.2 There are a variety of reasons why DE&amp;I may have been put on the backburner, including competing priorities in the C-suite, &ldquo;The Great Resignation&rdquo; and a difficult hiring climate, and employees feeling overwhelmed learning about DE&amp;I.3,4 While creating meaningful change is never easy, there are compelling reasons to keep the momentum going on DE&amp;I. Numerous studies have found diverse and inclusive workplaces perform better financially, have increased capacity for innovation, and have an edge when it comes to talent acquisition and retention.&nbsp; See: <a href="https://www.sovereigninsurance.ca/advice-and-tools/purpose-and-impact/can-an-organization-be-successful-without-addressing-diversity">Can an organization be successful without addressing diversity?</a> As we head into a new year, it&rsquo;s the perfect time for organizations to reset their DE&amp;I efforts and start reaping the rewards. Here are three ways to get &ndash; and keep &ndash; the momentum going. 1. Refine your definition of diversity When rebooting your efforts, start thinking more broadly about diversity. While much of the focus is on age and gender, diversity can also include factors such as age, education, sexual orientation, mental and physical abilities, life experiences, religious beliefs, and political views.&nbsp; Experts suggest reframing your definition of a &ldquo;diverse hire&rdquo; to account for underrepresented groups you may not see. For example, a study of 100 organizations by the co-authors of the book, &ldquo;Hiring for Diversity,&rdquo; fewer than half (47%) accounted for people with disabilities in their tracking and goal setting, and only 11% accounted for the LGBTQ+ community.5&nbsp; Making sure all these diverse voices are heard will also give your DE&amp;I efforts a shot in the arm. As <a href="https://www.getcanopy.com/blog/a-holistic-approach-to-diversity-canopy">Jina Etienne</a>, a consultant and speaker on diversity, inclusion, culture and belonging, writes: &ldquo;None of us like to be ignored. Letting everyone know that they are seen could be just the boost an organization needs to recharge their D&amp;I efforts. It might not only put them back on track, but it could help them pick up some momentum by gaining buy-in and increased support across the organization.&rdquo;6 2. Create a clear plan for accountability As well-intentioned as a DE&amp;I strategy may be, it likely won&rsquo;t go far without accountability. While every employee should contribute to your DE&amp;I goals, your strategy needs to have defined ownership and key deliverables &ndash; just as you would with any other business goal.&nbsp; <a href="https://www.forbes.com/sites/shereeatcheson/2021/03/22/inclusion-without-clear-lines-of-accountability-is-pointless-heres-why/?sh=6fa765ec1a33">Sheree Atcheson</a>, global diversity and inclusion leader and author writes: &ldquo;We see accountability embedded into organizations for finance, engineering, product delivery and more, but yet when we look at [DEI&amp;I] work, it so often has little to no accountability.&rdquo; She adds that accountability is key for many reasons: It enables decision-making, it embeds sustainability, and it prevents progress from stagnating.7 According to research, the number of organizations tracking accountability for DE&amp;I efforts is relatively low. The 2022 Global Leadership Monitor study found just 17% of global leaders said executives at their organizations are compensated on DE&amp;I outcomes.8 Research from Gartner found that to drive real change, organizations must adopt &ldquo;consequential accountability&rdquo; for leaders. For example, Gartner suggests monitoring and tracking leaders&rsquo; progress against DE&amp;I goals, and integrating DE&amp;I measures into the performance evaluation process.9 3. Communicate and celebrate the wins Communicating your company&rsquo;s progress and celebrating the wins are a great way to build momentum among employees. They&rsquo;ll be able to understand what&rsquo;s happening with your DE&amp;I plan, see real changes that are happening within the organization, and be encouraged to support initiatives where they can.10 Inclusive leadership expert <a href="https://www.forbes.com/sites/simonemorris/2022/07/31/how-to-continue-pushing-forward-when-unhappy-with-our-dei-progress/?sh=2324e3ac55b7">Simone E. Morris</a> advises leaders to go on a &ldquo;scavenger hunt&rdquo; to find wins on the DE&amp;I journey. &ldquo;Perhaps it&rsquo;s reflecting on the employee engagement survey and how answers have changed over time, or maybe it&rsquo;s noticing our leaders&rsquo; progress,&rdquo; she writes. &ldquo;Progress of note may include inviting multiple perspectives into conversations, building more connections, and demonstrating empathy. The wins are there for the acknowledgment. Our job is to find them and celebrate them along the way.&rdquo;11
&nbsp;
To learn about how Sovereign Insurance champions diversity and inclusion, and to find more resources on DE&amp;I, visit: <a href="https://www.sovereigninsurance.ca/diversityinclusionjourney">https://www.sovereigninsurance.ca/diversityinclusionjourney&nbsp;</a> Sources 1 Randstad Sourceright, &ldquo;<a href="https://insights.randstadsourceright.com/diversity-equity-inclusion-at-work/the-inclusion-imperative-taking-meaningful-action-on-dei-talent-navigator-series">The inclusion imperative: taking meaningful action on DEI</a>,&rdquo; Oct. 19, 2022&nbsp; 2 Kantar, &ldquo;<a href="https://www.kantar.com/campaigns/inclusion-index">Inclusion Index 2022</a>&rdquo; 3 Harvard Business Review, &ldquo;<a href="https://hbr.org/2021/09/the-great-resignation-doesnt-have-to-threaten-your-dei-efforts">The Great Resignation Doesn&rsquo;t Have to Threaten Your DE&amp;I Efforts,</a>&rdquo; Sept. 1, 2021 4 HR Brew, &ldquo;<a href="https://www.hr-brew.com/stories/2022/07/26/de-and-i-seems-to-be-slowly-falling-off-the-c-suite-to-do-list">DE&amp;I seems to be slowly falling off the C-suite to-do list</a>,&rdquo; July 26, 2022 5 Inclusive Leaders Group, &ldquo;<a href="https://inclusiveleadersgroup.com/maintaining-dei-momentum-during-the-great-resignation/">Maintaining DE&amp;I Momentum During the Great Resignation</a>&rdquo; 6 Canopy, &ldquo;<a href="https://www.getcanopy.com/blog/a-holistic-approach-to-diversity-canopy">A Holistic Approach to Diversity</a>,&rdquo; July 25, 2022&nbsp; 7 Forbes, &ldquo;<a href="https://www.forbes.com/sites/shereeatcheson/2021/03/22/inclusion-without-clear-lines-of-accountability-is-pointless-heres-why/?sh=6fa765ec1a33">Inclusion Without Clear Lines of Accountability is Pointless. Here&rsquo;s Why,</a>&rdquo; March 22, 2021 8 Harvard Law School Forum on Corporate Governance, &ldquo;<a href="https://corpgov.law.harvard.edu/2022/09/27/making-it-count-accountability-is-needed-to-fast-track-dei/">Making it Count: Accountability is Needed to Fast-Track DE&amp;I,</a>&rdquo; Sept. 27, 2022 9 Gartner, &ldquo;<a href="https://www.gartner.co.uk/en/articles/leadership-diversity-stalled-here-are-3-actions-to-take">Leadership diversity stalled? Here are 3 actions to take,</a>&rdquo; July 7, 2021 10 Together, &ldquo;<a href="https://www.togetherplatform.com/blog/diversity-and-inclusion-performance-goals-examples">Examples of diversity and inclusion performance goals: How to set and achieve them</a>,&rdquo; Feb. 17, 2022&nbsp; 11 Forbes, &ldquo;<a href="https://www.forbes.com/sites/simonemorris/2022/07/31/how-to-continue-pushing-forward-when-unhappy-with-our-dei-progress/?sh=2324e3ac55b7">How to Continue Pushing Forward When Unhappy with our DEI Progress?</a>&rdquo; July 31, 2022&nbsp;

How to maintain momentum on DE&I

Organizations can hire for diversity, developing a workforce with a good mix of backgrounds, skills, cultures, and more. But the benefits of diversity are lost if employees don&rsquo;t feel valued and heard in all their interactions at work. This is the inclusion side of the diversity and inclusion (D&amp;I) coin.&nbsp; McKinsey &amp; Company defines inclusion as the degree to which individuals feel their authentic selves are welcomed at work, enabling them to contribute in a meaningful and deliberate manner. In a 2020 global survey, McKinsey found that many employees have considered organizations&rsquo; inclusiveness while making career decisions, yet nearly half of respondents don&rsquo;t feel very included at their organizations.1 Among Canadian brokerages, research indicates there is room for improvement. In the 2022 Canadian Underwriter National Brokers Survey, sponsored by Sovereign Insurance, 26% of brokers say they feel disengaged at least sometimes as a result of experiencing some form of discrimination at work. In addition, nearly one quarter (24%) of brokers feel unseen&mdash;a sentiment that is higher among women than men (31% versus 17%).&nbsp; 
Notably, brokers working in organizations with a fully diverse senior leadership team experience unfair, negative, or adverse treatment at about half the rate of those with no diversity in leadership (12% versus 23%).&nbsp; While many organizations are committed to building inclusive workplaces, they may encounter roadblocks along the way. Here&rsquo;s a look at three common barriers to inclusion and how business leaders can address them:&nbsp; 1. Microaggressions. One of the biggest barriers to employees feeling included is one of the least obvious: microaggressions. Microaggressions are defined as &ldquo;brief and commonplace daily verbal, behavioral, and environmental indignities, whether intentional or unintentional, that communicate hostile, derogatory, or negative slights and insults to marginalized individuals and groups.&rdquo;2&nbsp; Some examples are: a white colleague asking a Black colleague if they can touch their hair, which is inappropriate and offensive;3 telling a co-worker with disabilities they&rsquo;re &ldquo;inspiring,&rdquo; which assumes they can&rsquo;t accomplish as much as their able-bodied peers; and asking someone where they&rsquo;re really from, implying they don&rsquo;t belong.4&nbsp; These everyday slights may not be as overt as forms of discrimination like pay disparities and racial slurs, but they can add up to a lot of harm for employees. Experts say an accumulation of microaggressions can lead to low-self esteem, feelings of alienation, and mental health issues.5 How to address this barrier: Since many people don&rsquo;t know they&rsquo;re using microaggressions, creating awareness is the first step. Organizations can hold training sessions where employees learn about and discuss microaggressions at work. Not only can these sessions help raise awareness and minimize these behaviours, they can also inspire new policies that promote inclusiveness. It&rsquo;s also recommended that employers have avenues that allow people to report incidences of microaggressions.6&nbsp;&nbsp; 2. Lack of diverse and inclusive leadership. A lack of relatable role models in senior positions has a significant impact on inclusion. If the leadership team is entirely from one gender or race, for example, people who don&rsquo;t share those traits are less likely to feel at home in the workplace. 7&nbsp; McKinsey&rsquo;s survey data suggest that both the presence of diverse leaders at an organization and an organization&rsquo;s focus on inclusive leadership (for example, leaders empowering others) are correlated with individuals feeling included. When respondents say leaders at their organizations are diverse, they are 1.5 times more likely to feel very included than peers from organizations without diverse leaders. And whether or not an organization has diverse leadership, leaders&rsquo; actions can nurture inclusion.8 <a href="https://www.sovereigninsurance.ca/advice-and-tools/purpose-and-impact/why-leadership-teams-are-critical-to-workplace-d-and-i-success" target="">See: Why leadership teams are critical to workplace D&amp;I success </a> How to address this barrier: As McKinsey notes, increasing the share of diverse leaders starts with increasing and retaining the numbers of employees from underrepresented groups across the organization. Putting forward multiple candidates from underrepresented groups for leadership positions, succession planning, and sponsorship programs can all help organizations achieve diverse leadership.9 When it comes to inclusive leadership, self-awareness is key. Inclusive leaders are those who are aware of their own biases and actively seek and consider different perspectives in the workplace. They also ensure all team members are treated equitably, feel a sense of belonging and value, and have the support they need to reach their full potential.10 3. Bullying and harassment. An inclusive culture is one that is respectful, and so it simply does not exist if bullying and harassment occur in the workplace. While it&rsquo;s easy to assume the shift to remote work cut down on these negative behaviours, employees don&rsquo;t need to be in the office to experience bullying and harassment. In fact, the informal nature of digital communications can compound the risks, as many employees feel traditional rules don&rsquo;t apply online. 11&nbsp; &nbsp; According to experts, some of the most common complaints being reported by remote teams are: offensive or hostile language; intimidation or inappropriate comments on various communication channels; gender harassment and racial intimidation; and feelings of exclusion or being overlooked in virtual meetings. 12&nbsp; How to address this barrier: Diversity and inclusion strategies go hand-in-hand with bullying and harassment prevention policies. The Government of Canada outlines a number of practices for organizations including: set an example by behaving ethically and responsibly at all times; do not take part in or be silent about behaviour that qualifies as harassment or inappropriate behaviour; watch out for insults or derogatory jokes, even those that appear to be friendly teasing; and ask employees if they&rsquo;re facing situations that make them feel unfairly treated or uncomfortable.13 For remote workers, business leaders should also communicate that, even in an online environment, there is zero tolerance for bullying and harassment. They should also be clear about reporting processes and disciplinary measures.14 While we&rsquo;ve only just scratched the surface, addressing these core barriers to inclusivity can help set a positive foundation to build upon. The next challenge is to develop a critical eye to identify more subtle barriers and to make a commitment to proactively foster an inclusive culture ongoing.&nbsp;&nbsp; Sources 1,8, 9 McKinsey &amp; Company, &ldquo;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace" target="_blank" rel="noopener">Understanding organizational barriers to a more inclusive workplace</a>,&rdquo; July 23, 2020 2 Forbes, &ldquo;<a href="https://www.forbes.com/sites/stephaniesarkis/2020/06/15/lets-talk-about-racial-microaggressions-in-the-workplace/?sh=27101fc05d28" target="_blank" rel="noopener">Let&rsquo;s talk about racial microaggressions in the workplace</a>,&rdquo; June 15, 2020 3 Diverse Educators, &ldquo;<a href="https://www.diverseeducators.co.uk/afro-hair-the-petting-microaggression/">Afro Hair: The Petting Microaggression</a>,&rdquo; Sept. 9, 2021 4 Business Insider, &ldquo;<a href="https://www.businessinsider.com/microaggression-unconscious-bias-at-work-2018-6" target="_blank" rel="noopener">What is a microaggression?&rdquo; 14 things people think are fine to say at work &ndash; but are actually racist, sexist or offensive,</a>&rdquo; March 1, 2021 5 BBC, &ldquo;<a href="https://www.bbc.com/worklife/article/20180406-the-tiny-ways-youre-offensive---and-you-dont-even-know-it" target="_blank" rel="noopener">How microaggressions cause lasting pain</a>,&rdquo; June 18, 2020&nbsp;&nbsp; 6 Forbes, &ldquo;<a href="https://www.forbes.com/sites/forbescoachescouncil/2017/03/07/how-good-leadership-can-minimize-microaggressions/?sh=371b1ee4d701" target="_blank" rel="noopener">How good leadership can minimize microaggressions</a>,&rdquo; March 7, 2017 7 ASAE, &ldquo;<a href="https://www.asaecenter.org/resources/articles/an_plus/2017/january/the-top-five-barriers-to-inclusion-and-why-you-should-avoid-them" target="_blank" rel="noopener">The top five barriers to inclusion and why you should avoid them,</a>&rdquo; Jan. 30. 2017 10 Center for Creative Leadership, &ldquo;<a href="https://www.ccl.org/articles/leading-effectively-articles/when-inclusive-leadership-goes-wrong-and-how-to-get-it-right/" target="_blank" rel="noopener">Inclusive leadership: Steps your organization should take to get it right</a>,&rdquo; Jan. 11, 2022 11, 14 Everfi, &ldquo;<a href="https://everfi.com/blog/workplace-training/dei-harassment-in-the-workplace" target="_blank" rel="noopener">What&rsquo;s Top-of-Mind Today Regarding Diversity, Inclusion &amp; Harassment in the Workplace</a>?" 12 Monster, &ldquo;<a href="https://www.monster.ca/career-advice/article/workplace-bullying" target="_blank" rel="noopener">Workplace bullying has gone remote</a>.&rdquo; 13&nbsp; Government of Canada, &ldquo;<a href="https://www.canada.ca/en/government/publicservice/wellness-inclusion-diversity-public-service/harassment-violence/preventing-resolving-harassment-workplace-guide-managers.html" target="_blank" rel="noopener">Preventing and Resolving Harassment in the Workplace: A Guide for Managers</a>.&rdquo; 
&nbsp;

Is your workplace inclusive? How to address barriers to inclusivity

There&rsquo;s a growing body of research that outlines the many business benefits of addressing diversity and inclusion within the workplace &ndash; from a safer, more positive culture, to increased revenue, to greater innovation, just to name a few. However, simply increasing diversity within an organization doesn&rsquo;t necessarily automatically result in these benefits; how well an organization utilizes diversity and empowers their people has a significant impact on its success. That&rsquo;s why leaders are so influential when it comes to workplace D&amp;I success. According to the latest Canadian Underwriter Diversity and Inclusion survey, sponsored by Sovereign Insurance, 88% of brokers who work at organizations with no diversity within their leadership team said they&rsquo;re experiencing a challenge to create a diverse and inclusive workplace. This is significant compared to just 33% of brokers who work at organizations with a diverse leadership team. Essentially, the data suggests that the more diverse an organization&rsquo;s leadership team is, the less of a challenge it will be to create a diverse/inclusive workplace. Clearly, leadership teams have a considerable influence on whether D&amp;I will be just &ldquo;a program&rdquo;, or a way of life for the organization, embedded within its culture.&nbsp; In this Q&amp;A, Jo-Anne Yanuziello, VP Marketing, HR and Corporate Admin at Sovereign Insurance, shares her insights on the importance of leadership teams and corporate culture in making D&amp;I a lasting success.&nbsp; 
<h5>Why are leadership teams so influential to the success of workplace D&amp;I?&nbsp; </h5>
Having top leadership support is critical, as leaders set the tone and culture for the whole organization. It&rsquo;s important we make a visible commitment, lead by example, and create an inclusive environment where people feel heard, which will create a ripple effect throughout the organization. Leaders also hold a lot of influence &ndash; we set priorities and empower our teams, which are two critical aspects to creating a culture that embraces and celebrates D&amp;I.&nbsp;&nbsp; Our influence can&rsquo;t be overlooked, so it&rsquo;s also important that we lead with humility. We all have room to learn and grow, and leaders are no exception. When we&rsquo;re able to admit our biases, demonstrate empathy, show vulnerability with our teams, and adopt a learning mindset, it creates space for others to do the same. This ultimately helps foster a culture of inclusion and acceptance.&nbsp; It&rsquo;s also important to recognize that D&amp;I is a journey. There&rsquo;s no switch to flip to achieve D&amp;I in six months or a year. Leaders can influence culture, but they alone can&rsquo;t change it overnight. To support D&amp;I success, we need to view it through a long-term lens &ndash; it&rsquo;s part of a multi-year journey tied to the strategic business plan.&nbsp; 
<h5>If diversity and inclusion is a journey, what is the starting point and how can leaders chart the course? </h5>
It&rsquo;s important to have a strong foundation to start from and that, to me, is a values-based culture. This establishes guiding principles for decision-making, actions and behaviours for all employees. It means supporting a healthy workplace environment, including creating psychological safety, which is the belief that one can speak up and share freely without fear of negative consequences.&nbsp; Understanding why a D&amp;I strategy is important, what the benefits are, and what an organization wants to achieve is another component of success. D&amp;I should be integrated into everything &ndash; starting with the business strategy. It&rsquo;s a business goal, and so it needs the appropriate resources behind it. Just like any other business strategy, leaders need to look at how they&rsquo;re managing D&amp;I in terms of investing, measuring the progress, celebrating the successes, and adjusting along the way.&nbsp; Finally, integration is paramount. A D&amp;I strategy can&rsquo;t live in one place or be splintered into smaller teams. To really be successful, D&amp;I has to be integrated into everything: the programs, policies, communications, training, recruiting process, and so on. It needs to be part of what you do and how you work.&nbsp; 
<h5>Why is it important that leadership teams themselves reflect diversity? </h5>
Diversity in leadership enables diversity of thought, perspectives, and experiences. These are key elements that not only support better business decision-making, but also contribute to the quality and richness of the organization&rsquo;s D&amp;I programs and policies. When you have a diverse group of leaders with different perspectives and experiences, you create a broader lens to support greater innovation and creativity.&nbsp;&nbsp; A diverse leadership team also enables employees to identify with their leaders, demonstrates to employees that there is a place for them long-term within the organization, and validates their unique attributes as valuable strengths. As leaders, when we bring our full selves to work every day, we model this for employees. A diverse leadership team can be a powerful catalyst that empowers employees to be themselves, share freely, and experience the psychological safety I mentioned earlier.&nbsp; 
<h5>How can leaders involve employees in the organization&rsquo;s D&amp;I efforts?&nbsp; </h5>
In most organizations, there are people who are really passionate about D&amp;I. We can invite them to be actively involved in developing D&amp;I strategies and to provide ongoing ideas and feedback. Employees can also be invited to share their own stories and participate in D&amp;I-related activities, including panel discussions, training opportunities, town halls, books clubs, and online conversation hubs. We should ask people how they want to be involved and what they&rsquo;re excited to create or build on.&nbsp; To continually foster employee involvement and engagement, it&rsquo;s important that they see it is ok to grow through this work &ndash; none of us have all the answers and D&amp;I best practices continue to evolve. That&rsquo;s why when we as leaders express what we&rsquo;re learning and how we&rsquo;re growing, it provides a safe environment for others to explore and learn themselves.

Why leadership teams are critical to workplace D&I success | Featuring Jo-Anne Yanuziello

Building a diverse and inclusive workplace isn&rsquo;t easy and it takes time. But it&rsquo;s 100% worth it. There&rsquo;s a range of benefits for organizations, from i<a href="https://www.sovereigninsurance.ca/advice-and-tools/purpose-and-impact/can-an-organization-be-successful-without-addressing-diversity" target="">ncreased innovation to improved financial performance</a>. For employees themselves, who wouldn&rsquo;t want to work for a company where they feel valued and heard, and see themselves reflected in leadership roles? In the insurance sector, it&rsquo;s encouraging to see that brokerages are focused on building diverse and inclusive workplace cultures. In the 2022 Canadian Underwriter Diversity and Inclusion survey, sponsored by Sovereign Insurance, the top cited diversity and inclusion (D&amp;I) strategy that organizations have used in the past 12 months is &ldquo;building a culture that champions diversity and inclusion&rdquo; (48%). This is followed by &ldquo;developing a diversity and inclusivity hiring strategy&rdquo; (26%) and &ldquo;creating diversity and inclusivity committees, task forces, networks, or affinity groups.&rdquo;&nbsp;&nbsp; While D&amp;I doesn&rsquo;t happen overnight, the key is starting&mdash;and the sooner the better. Here&rsquo;s a look at just a few ways organizations can cultivate a diverse and inclusive culture:&nbsp; Broaden the definition of diversity&nbsp; Race, gender and sexual orientation are what usually come to mind when people think about diversity. However, diversity should be defined as broadly as possible to include characteristics such as education, physical and mental ability, life experiences, political views, age, and more.1&nbsp; In addition, keep in mind that while the terms &ldquo;diversity&rdquo; and &ldquo;inclusion&rdquo; are interconnected, they&rsquo;re not interchangeable. Diversity refers to the representation or makeup of a group, while inclusion is about how well people&rsquo;s contributions and perspectives are valued and integrated in the workplace.2 Educate employees and involve them in D&amp;I efforts D&amp;I won&rsquo;t work if employees aren&rsquo;t aware or involved. Educate people across the organization on the advantages of diversity, as well as the effects of discrimination. Train employees on how to identify and counter unconscious biases, and educate them on microaggressions and how to minimize these behaviours. Create a safe space where honest or tough conversations can be had without judgment. 3 At the same time, make sure your policies that uphold a no-tolerance environment for discrimination or harassment are firmly in place.&nbsp; <a href="https://www.sovereigninsurance.ca/Advice-and-Tools/Purpose-and-Impact/Is-your-workplace-inclusive" target="">See: How to address barriers to inclusivity&nbsp;</a> It&rsquo;s also important not to take a total top-down approach&mdash;D&amp;I is a collaborative effort. One way to involve employees is to set up a diversity and inclusion council with representation from different backgrounds. The group can discuss the company&rsquo;s initiatives, how they&rsquo;re working, and what to do next.4 Celebrate employees&rsquo; differences&nbsp; One of the most important and tangible ways to promote inclusiveness is to celebrate employees&rsquo; differences. Organizations can do this in a variety of ways, including celebrating cultural holidays, having a designated meditation or prayer room, and supporting community events that promote diverse groups.5 In addition, they can provide opportunities for employees to share about their culture and learn from others.&nbsp; Mind your language&nbsp; Words matter, so everyone in the organization should use inclusive language. Inclusive language is free from words and phrases that reflect prejudiced, stereotyped, or discriminatory views of particular people or groups. Inclusive language also doesn&rsquo;t deliberately or inadvertently exclude people from feeling accepted.6 One important aspect is language related to gender and sexual orientation. For example, Deloitte recommends saying &ldquo;you all&rdquo; rather than &ldquo;you guys,&rdquo; or &ldquo;spouse or partner" rather than &ldquo;husband&rdquo; or &ldquo;wife.&rdquo; Also consider the historical context and implications of words and phrases. For example, Deloitte notes the phrase &ldquo;divide and conquer&rdquo; has connotations of the oppressions of colonialism, and &ldquo;grandfathered in&rdquo; has roots in Jim Crow-era voting laws that discriminated against Black people.7 Be more accessible&nbsp; While much of the focus on inclusion is about what people say and do and how they feel, there is a more tangible aspect to inclusion: accessibility. For example, physical barriers can keep employees who use wheelchairs from performing their best work or feeling completely integrated into the workplace. Beyond ramps and elevators, consider things that might be less obvious to people who don&rsquo;t have physical disabilities, such as whether the coffee pot or office supplies are out of reach.8 Other features that help make the workplace more accessible for all include: Braille signage; onsite daycare; mother&rsquo;s rooms; specific food in the cafeteria for cultural (for example, kosher or halal) or dietary reasons, private work rooms (for example to raise the volume if required); and accessibility tools, such as adjustable desks and monitors, colour-coded keyboards, and sign language apps.&nbsp; In the broker&rsquo;s survey, 84% of respondents indicated their organization has at least some accessibility tools. The most cited are: ergonomic workstations, specific accessibility tools, elevators and wide entryways. Just 3% have Braille signage, 1% have a mother&rsquo;s room, and 1% have onsite daycare. While efforts are being made, there&rsquo;s plenty of room for improvement.&nbsp;&nbsp; Creating a diverse and inclusive culture begins with a company&rsquo;s values, their willingness to change, and their ability to identify and address their shortcomings. Culture doesn&rsquo;t change or manifest overnight, and it will continually evolve, so it&rsquo;s well worth the time and investment to ensure it&rsquo;s built upon the right foundation. Sources
1 Great Place to Work, &ldquo;<a href="https://www.greatplacetowork.ca/en/articles/5-ways-to-champion-diversity-and-inclusion-at-work" target="_blank" rel="noopener">5 Ways to Champion Diversity and Inclusion at Work</a>,&rdquo; June 15, 2021 2 Great Place to Work, &ldquo;<a href="https://www.greatplacetowork.com/resources/blog/why-is-diversity-inclusion-in-the-workplace-important" target="_blank" rel="noopener">Why is Diversity &amp; Inclusion in the Workplace Important?</a>&rdquo; April 13, 2021 3 Biz Library, &ldquo;<a href="https://www.bizlibrary.com/blog/organizational-culture/microaggressions-and-safe-spaces-in-the-workplace" target="_blank" rel="noopener">Q&amp;A: Managing Racial Microaggressions and Creating Safe Spaces in the Workplace</a>,&rdquo; Nov. 5, 2020&nbsp; 4 Forbes, &ldquo;<a href="https://www.forbes.com/sites/shereeatcheson/2020/12/02/what-is-a-diversity-council--how-do-you-make-it-a-success/?sh=6fcf61757a19" target="_blank" rel="noopener">What Is A Diversity Council And How Do You Make It A Success?</a>&rdquo; Dec. 2, 2020 5 Forbes, &ldquo;<a href="https://www.forbes.com/sites/heidilynnekurter/2020/06/30/6-ways-to-cultivate-a-workplace-culture-that-inspires-diversity-and-inclusion/?sh=35d3a8bb31ae" target="_blank" rel="noopener">6 Ways To Cultivate A Workplace Culture That Inspires Diversity And Inclusion</a>,&rdquo; June 30, 2020&nbsp; 6 BC Public Service, &ldquo;<a href="https://www2.gov.bc.ca/assets/gov/careers/all-employees/working-with-others/words-matter.pdf" target="_blank" rel="noopener">Words Matter: Guidelines on using inclusive language in the workplace</a>.&rdquo;&nbsp; 7 Deloitte, &ldquo;<a href="https://www2.deloitte.com/us/en/blog/human-capital-blog/2021/inclusive-workplace-language.html" target="_blank" rel="noopener">The Power of Inclusive Language</a>,&rdquo; Jan. 29, 2021 8 Commonwealth Payroll &amp; HR, &ldquo;<a href="https://www.commpayhr.com/inclusion-barriers/" target="_blank" rel="noopener">Understanding Barriers to Inclusion in the Workplace</a>,&rdquo; Sept. 29, 2019

How to cultivate a diverse and inclusive culture

Sovereign Insurance is passionate about protecting Canadian businesses and the communities they serve. We strive to make a measurable impact. Here&rsquo;s what we achieved together in 2021!

Community Impact and Sustainability with Sovereign

It&rsquo;s hard to believe that just a year ago, <a href="https://www.sovereigninsurance.ca/our-team/toronto/colette-taylor" target="">Colette Taylor</a> took on the new role of VP Commercial Solutions and Specialty Lines Solutions, shifting her responsibilities from leading Sovereign&rsquo;s Specialty team to assuming leadership responsibility for the Commercial team as well. During this time, she&rsquo;s been faced with a hard market and a global pandemic, in addition to executing Sovereign&rsquo;s ambitious strategies for each channel of distribution. We checked in with Colette to get her thoughts and insights on leadership, learning, embracing change, and more, as she reflects on this unprecedented year. This year organizations needed to be incredibly agile and adapt to a lot of change. How did you lead effectively through change in 2020?&nbsp; Many initiatives this past year felt like they were moving at light speed &ndash; often because they simply had to &ndash; and that pushed people beyond their usual comfort level. As with any fast-paced initiatives, at times this led to failures in either delivery or communication. In those moments I leaned on members of the team whom I knew would give me clear and honest feedback about how initiatives were &ldquo;landing&rsquo; with the team. From there, I was either able to make decisions or work with key stakeholders to change direction quickly to support the effective execution on our plan. Looking back, it wasn&rsquo;t always perfect but that&rsquo;s ok. What was your biggest learning curve?&nbsp; The biggest learning curve was how to adapt to communicating in a virtual environment. So much of leadership is about connecting, listening, and talking to people. However, within six weeks of taking on a large new team I was only able to connect with them virtually and for the first few months, by voice only. This made me realize just how much we rely on non-verbal communication to ensure that key messaging is being received how we intend it to, and that people believe in the strategy you&rsquo;re presenting.&nbsp; Often, virtual communications can feel very formal and structured, we lose some of the social and personal element that is so important to our business. I had to purposefully create moments to create space for levity or sharing personal stories to try to capture some of those key connection points and build relationships with my new team. Describe a moment or experience that fulfilled you this past year. So often in the early days of this role I heard people say to me &ldquo;we have been working so hard, trying a lot of different ideas etc.&rdquo;. It was clear to me that this was a team that cared deeply about &ldquo;winning&rdquo; but had not had all the right tools at their fingertips to do so. After a few months of seeing the new strategy implemented and playing out through the results, it was great to see them feeling like their hard work was now paying off. How do you support a high-performance culture within your team? In many respects, embracing a culture of high performance is built into my DNA, as it is for many people. Often the complexities of business obstacles and competing priorities can slow progress down or worse still, result in people becoming disillusioned about the impact they can have. I&rsquo;ve found that an impactful way to mitigate this is through constant and constructive feedback, within our own team and with other teams too. This helps to generate clear accountabilities for everyone and ensure those inevitable obstacles can be met head on and moved out of the way.&nbsp; High performance doesn&rsquo;t just mean hitting financial targets. As a values-driven company grounded in co-operative roots, we&rsquo;re striving to win with purpose. In other words, we can (and do) still strive to achieve great performance in our teams and for our business, but we do it in such a way that feels considerate of our people, partners, and customers.&nbsp;&nbsp; Sovereign has placed a renewed focus on Diversity and Inclusion (D&amp;I) over the last year. As a female senior leader (in a largely male-dominated industry) who leads a diverse team, how do you actively champion and uphold D&amp;I principles? I&rsquo;m always inspired to &ldquo;pay it forward&rdquo; in any way that I can. In the past 23 years of my career in Insurance I have had the opportunity to be inspired and supported by many strong female leaders who freely and enthusiastically invested their time and energy in helping me navigate through my career. It always brings me happiness to be able to do the same for others in any small way that I can. I also believe that being a D&amp;I champion is an opportunity to constantly educate myself on ways that I can help any and all marginalized groups, not just the one I belong to. Taking the time to reflect helps us learn important lessons and gain new insights that can then be harnessed moving forward. While we&rsquo;re sure Colette&rsquo;s second year in her position will bring new challenges and opportunities &ndash; and likely some curveball surprises too &ndash; she has certainly set a strong foundation with her team to build upon.&nbsp;

A year in review with Colette Taylor, Vice President Commercial Solutions & Specialty Lines Solutions

A year in review with Colette Taylor

February marks Black History Month, a time to recognize, reflect, and continue working to reduce systemic inequities by confronting Black racism, prejudice, discrimination, and inequality. As a company, we are committed to supporting this not only during the month of February, but throughout the year. Every year.&nbsp; Here&rsquo;s how we&rsquo;re listening, learning, and acting in order to amplify Black voices, educate ourselves, uncover our unconscious biases, be stronger allies to the Black community, denounce white supremacy, and actively be anti-racist. Prioritizing our education Through our partnership with the <a href="https://ccdi.ca/" target="_blank" rel="noopener">Canadian Centre of Diversity and Inclusion (CCDI)</a>&nbsp; employees were invited to take part in two webinars that focus on the Black Lives Matter movement and support Black employees and colleagues in a meaningful way.
We also encouraged employees to visit the <a href="https://www.canada.ca/en/canadian-heritage/campaigns/black-history-month.html" target="_blank" rel="noopener">Government of Canada Black History Month site</a> and watch their informative videos on Black history in Canada.&nbsp; Listening to experts, activists, scholars, and our Black peers &ndash; and encouraging ongoing conversation Change and progress of any kind requires communication, especially when broaching difficult subjects. To support open and productive discussions where people feel safe sharing their experiences and perspectives, we provided employees with some fundamental conversation guidelines to follow.&nbsp; From there, we incorporated the important topics of Black racism, prejudice, discrimination, and inequality into &ldquo;Diversity Talks&rdquo; &ndash; an employee-led interview series aimed at seeing the world through someone else's eyes and seeking to understand how diversity and inclusion impacts each of us differently. Furthermore, we created a thread in our Diversity and Inclusion (D&amp;I) Yammer group to share books, podcasts, or other resources to amplify Black voices and Black stories, and help employees expand their learning on these important issues.&nbsp; Supporting Black owned causes and businesses&nbsp; At the end of 2020, we made a $10,000 donation to the<a href="https://www.canadahelps.org/en/black-solidarity-fund/" target="_blank" rel="noopener"> Black Solidarity Fund</a>. The Black Solidarity Fund supports a wide range of Canadian charities acting as a collective to streamlining support to the Black community. We were honoured to contribute to their cause.&nbsp; While this is a good start, we also recognize the importance of supporting Black owned businesses through our day-to-day consumption. Sovereign&rsquo;s D&amp;I group on Yammer shared resources to help identify and support Black Entrepreneurs in Canada. Some of the resources shared included:
<ul>
<li>Black Owned Canada&nbsp;</li>
<li><a href="https://bcspei.ca/black-business-directory/" target="_blank" rel="noopener">Black Business Directory&nbsp;</a></li>
<li><a href="https://www.afrobiz.ca/" target="_blank" rel="noopener">Afro Biz&nbsp;</a></li>
<li><a href="https://byblacks.com/directory" target="_blank" rel="noopener">By Blacks Directory&nbsp;</a></li>
<li><a href="https://blackchamber.ca/" title="" target="_blank" rel="noopener">Canadian Black Chamber of Commerce</a>&nbsp; </li>
</ul>
Making these actions part of an everyday commitment Our D&amp;I Steering Committee shared their personal and professional commitment statements. We encouraged all employees to post their own commitment statements in turn on our D&amp;I Yammer page. Most importantly, we urged employees to lead by example and live these values in their day to day lives &ndash; at work and at home. Rolling out a formal Diversity and Inclusion strategy In order to successfully achieve our goal of addressing barriers and seizing opportunities to improve diversity and inclusion within The Co operators Group of Companies, we&rsquo;re taking a close look at what our opportunities are and how we can promote an inclusive, diverse workplace.&nbsp; We aim to:
<ul>
<li>Enable a workforce where everyone is appreciated for their uniqueness</li>
<li>Leverage the diversity of our workforce&nbsp;</li>
<li>Create an inclusive culture </li>
</ul>
Employees were given the opportunity to have a voice and participate in a Diversity Meter survey and Culture Meter focus groups. We had nearly a 70% participation rate in the survey and over 500 employees expressed interest in the focus groups. With the insight and perspectives gained during the discovery phase, our partners at the <a href="https://ccdi.ca/" target="_blank" rel="noopener">Canadian Centre for Diversity &amp; Inclusion (CCDI)</a> can analyse key findings and present recommendations to help us design a D&amp;I strategy and roadmap. While we&rsquo;re still at the beginning of this journey, our immediate next steps include:
<ul>
<li>Sharing the D&amp;I vision and roadmap with employees across the Group of Companies</li>
<li>Implementing the tactics identified in the strategy</li>
<li>Working together to champion our strategic deliverables and begin to build an inclusive workplace for all </li>
</ul>
While Sovereign is at the beginning of our D&amp;I journey, and we recognize that we have a ways to go to continue to support the Black community, we&rsquo;re taking steps in the right direction and will continue along this path.&nbsp;&nbsp;

Sovereign's commitment during Black History Month - and beyond

At Sovereign, we&rsquo;re passionate about protecting Canadian businesses and the communities they serve. We recognize that achieving this takes more than quality insurance products and risk solutions. It starts with living by our values and being driven by our purpose. It requires a team of smart and talented people. It&rsquo;s accomplished by building strong, trusted relationships with our partners.
At Sovereign, we put people at the heart of everything that we do. We treat you like a person, not a policy number. We see the people behind the policy.

We See the People Behind the Policy

At Sovereign, we&rsquo;re passionate about protecting Canadian businesses and the communities they serve &ndash; like Move Mobility, a wheelchair accessible vehicle manufacturer that helps Canadians regain the mobility and freedom that most of us take for granted.
&nbsp;

<h4 class="serif" style="font-size: 22px;">&nbsp;Meet the people behind the policy</h4>

<h4 class="serif" style="font-size: 22px;">Move Mobility production facility</h4>
Bringing accessible vehicles to Canadians takes a skilled and dedicated team. Here&rsquo;s a peek at what goes into creating a Move Mobility vehicle.
<img alt="" width="300" height="200" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1401.jpg" />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<img alt="" style="width: 300px; height: 200px;" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1406.jpg" />
<img alt="" width="300" height="200" style="width: 300px; height: 200px;" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1398.jpg" />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<img alt="" width="300" height="200" style="width: 300px; height: 200px;" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1357.jpg" />
<img alt="" width="300" height="200" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1495.jpg" />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<img alt="" width="300" height="200" style="width: 300px; height: 200px;" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1394.jpg" />
<img alt="" width="300" height="200" style="width: 300px; height: 200px;" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1397.jpg" />&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<img alt="" width="300" height="200" src="https://cdn-ca.aglty.io/sovereign-1/advice-and-tools/purpose-and-impact/2020/we-see-the-people/Sovereign_1081.jpg" />

We see the people behind the policy - Move Mobility

Move Mobility - We see the people behind the policy

The annual planning cycle is an important time for any manufacturing company. It&rsquo;s a time to look forward; for outlining strategies to update operations and for investing in facilities and equipment. In years gone by, this planning consisted of mapping expected revenues back to production capabilities and purchasing new equipment to ensure that production rates could continue to meet demand and help grow the company.
Remaining relevant as the consumer landscape evolves and consumer expectations are transformed is a challenge being faced by all manufacturers.
Given the increasingly competitive nature of the marketplace, the capital investment decisions made by manufacturing leaders have never been more significant. Most modern production equipment is enhanced with new technology, digitalization and robotics, and the implementation of such solutions creates an increased emphasis on using data to drive an improved return on investment. Remaining relevant as the consumer landscape evolves and consumer expectations are transformed is a challenge being faced by all manufacturers.
Most end-to-end manufacturing processes are now enabled by computational capabilities linked via digitalization, Internet of Things (IoT), robotics and AI. There&rsquo;s a tangible shift towards Manufacturing on Demand (MOD), enabled by technologies such as additive manufacturing and real time big data processing. In addition to creating new opportunities, this new production environment creates new risks and interdependencies.
Here, Tina McAvella, VP of Product Manufacturing, Sovereign Insurance, outlines some scenarios that showcase some potential risks that the new wave of technology could create for manufacturers.
<ul>
<li>Breakdown and interdependency of various parts of your process: &ldquo;You&rsquo;ve expanded the risk inherent in inter-dependent parts of the process,&rdquo; says McAvella. &ldquo;This can be within the four walls of a single facility or across locations &ndash; and can even be extended to vendors and/or clients.&rdquo;</li>
<li>Failed delivery of equipment: &ldquo;You&rsquo;re decommissioning old equipment based on an expected delivery date and the new equipment doesn&rsquo;t materialize. You&rsquo;re not getting answers from your vendor. What contractual options do you have to resolve a delivery dispute/failure?&rdquo;</li>
<li>Decisions made on wrong data: &ldquo;You&rsquo;ve moved to a MOD processing model and your inventory is managed based on data received from your clients. You discover that there&rsquo;s a flaw in a critical report.&rdquo;</li>
<li>Security Breach/Ransomware Attack: &ldquo;You&rsquo;ve integrated your manufacturing equipment with a reports application that is the subject of a ransomware attack.&rdquo;</li>
</ul>
&nbsp;
McAvella also advises business leaders to pay close attention to some specific areas.
<ul>
<li>Business Continuity Plan: &ldquo;Keep your plan current,&rdquo; says McAvella. &ldquo;As capital investments are made, the business continuity plan should be reassessed to ensure that there&rsquo;s adequate redundancy in the business model and/or that there&rsquo;s a strategy to compensate, at least partially, in the event of an outage.&rdquo;</li>
<li>Insurance to Value: &ldquo;The insurance renewal cycle can be a bit of an administrative task that just needs to get done. And let&rsquo;s face it &ndash; you have a business to run!&rdquo; McAvella says. &ldquo;That said, the absolute worst thing that can happen following a large loss is that there&rsquo;s a lack of limits to cover the full extent of a loss. This is bad for you, your broker and your insurer. To avoid an underinsurance situation, the purchase of any piece of new equipment should involve a call to your broker and a discussion about property and business interruption values.&rdquo;</li>
<li>Vendor Selection and Management: &ldquo;Mechanical failure of production equipment has always been a problem but with today&rsquo;s technology, equipment delivery is now a &lsquo;project&rsquo; with all the challenges of an IT system delivery,&rdquo; says McAvella. &ldquo;Careful management of a Request for Proposal process and negotiation of the terms and conditions of an order, particularly where there is customization and long delivery times, will help ensure that you&rsquo;re mitigating the risk of the vendor to deliver on time, on budget and with expected scope/quality.&rdquo;</li>
</ul>
&nbsp;
&ldquo;Seeking legal input is advisable to ensure there are clauses in the contract that protect you from the failure and any errors or omissions of your vendor. This is particularly true when dealing with a vendor outside of Canada. Engage a lawyer who understands the market where equipment is being sourced.&rdquo;
It may seem as though there are a lot of risks to consider, but with the right knowledge and a solid plan, savvy manufacturers can leverage tech innovations to their benefit. Consumer demands are shifting at a rapid pace and manufacturers need to adapt their processes to keep up. Manufacturing on Demand will define the future of the industry - manufacturers just need to make sure they&rsquo;re a part of that future.

Advice and Tools

Purpose and Impact

Join our newsletter

You may also like

Connect With Us

Let's stay in touch