Advancing Women in Skilled Trades: Best Practices Guidance Document

Chloe Penno, Powerline Technician Apprentice, CEA’s Advancing Women in Skilled Trades - Best Practice Guidance Document | 1 Oakville Hydro

Preface In 2019, the Canadian Electricity Association (CEA) Distribution Council (D-Council) identified equity, diversity and inclusion, and specifically, the increased representation of female-identified skilled trade workers as a priority focus area. Over the course of the following year, a series of discussions were held to share specific practices, programs, and policies that promoted gender equity, diversity and inclusion within the skilled trades at CEA member companies. As with other industries, it is acknowledged that the electricity sector has much work ahead. But the council also uncovered significant ambition on the part of its members, including various best practices for promoting gender inclusion that could be shared. This guidance document represents an effort aimed at codifying practices, programs, and policies currently in place at CEA member utilities. It was developed in collaboration with CEA’s Human Resources Committee and is intended to establish baseline recommendations for members as they journey towards gender diversity and inclusion in skilled trades staff. Indeed, this guidance is only a starting point, and we recognize that the sector will need to continue to advance efforts in support of gender diversity and inclusion. Nonetheless, this serves as a pragmatic resource to benefit CEA members’ efforts in this area, and is recognized as but one piece of what will be a larger body of work as CEA moves forward on its 2020 association-wide commitment to advancing Equity, Diversity and Inclusion. CEA’s commitment can be downloaded by clicking here or at www.electricity.ca. Sincerely,

Lyla Garzouzi

Chief Safety Officer, Hydro One Chair, CEA Distribution Council

Lyne Parent-Garvey

Chief Human Resources Officer, Hydro Ottawa CEA Human Resource Committee

Corry Ruch Powerline Technician, Hydro One

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Executive Summary Background Women make up less than 10% of Canadian skilled trade workers. During a period of time when there is a nation-wide push to build new infrastructure, and while a shortage of qualified talent exists, this unequal gender representation in the trades must be addressed for both business and societal reasons. Gender equity can also lead to many important operational outcomes, including increasing safety.

Report Purpose Canadian Electricity Association (CEA) member companies understand the need to ensure the equitable treatment, acceptance and promotion of both females and males within their trade teams. Recognizing that there are effective gender diversity programs and practices in place at several member companies, a summary of successful approaches to the attraction and retention of female tradespeople has been prepared. This will enable all companies to adopt and build on best practice gender diversity approaches in order to create organizational strength through improved diversity, inclusion and collaboration.

Barriers to Gender Equity There are several historical and cultural explanations for the current under-representation of women in the trades but there are also challenges that may exist at the organizational level which, when understood, can be addressed by companies. These include recruitment practices that by-pass qualified female candidates; male-focused support networks; limited access to female mentors; and workplace policies or practices with built-in biases.

Best Practices Best practices that have shown success in building and maintaining higher levels of female representation in trade roles exist at several organizations. Highlighted best practices include: Recruitment Practices – that are directed towards female applicants and value the skills and qualities that can make women successful in trade roles. Promotional campaigns that target women and feature strong internal role models have been very successful. Organizations are also much more likely to advance when labour unions prioritize increasing the representation of women in trades roles. Therefore, engaging unions to prioritize female equity and inclusion in trades roles is critical. Targets can also be an effective tool in driving and measuring progress by utilities, unions and contractors.

Support Networks – almost all high-performing employees have achieved success through the support of others, but this can be a challenge for women in the trades. Having successful role models who are currently in trade roles is critical if women are to see themselves as achieving their own success. CEA member organizations have helped women connect with other women in the trades through a variety of methods. Establishing mentoring relationships has worked for some member companies and some have provided a framework for female tradespersons to form employee resource groups that seek to further the cause of women in the trades. One area where CEA members should continue to dedicate attention is developing initiatives that foster a workplace culture supportive of female tradespeople. Education/Training Programs – for several reasons, young women may not be exposed to trades as appealing career paths or possess some of the prerequisite skills that can be useful in preparing for such a role. Several companies have created programs to help women get up to speed quickly, while others have partnered with colleges to provide technical assistance or funding to female students. However, it is recommended that organizations seek to develop engagement programs that educate young women on trades opportunities at an earlier age, which will help to spur interest and increase the number of women interested in pre-apprenticeship and apprenticeship programs. Tools, Equipment and Attire – all employees must have access to safe equipment, effective tools and professional-looking work attire. This can be a challenge for women working in the trades simply because of gender differences in physical stature and abilities. Some organizations have been successful in sourcing suppliers who have worked to overcome these challenges, resulting in positive feedback from staff. Partnering with Other Organizations – a common theme for all companies who have implemented effective programs and initiatives is that they have partnered with other groups that have common interests including government agencies, industry associations, educational institutions and community groups. Finding and working with those organizations is critical for success.

Conclusion Many CEA member companies and other industry leaders have made strides towards increasing the representation of women in the trades. Their stories, as summarized in this report, provide excellent guidance for companies that are working towards greater levels of gender equity. Continued progress is critical for the sector in terms of not only a societal perspective, but also for business and operational reasons.

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Denise Ouellette Meter Reader/Changer , NB Power 4 | CEA’s Advancing Women in Skilled Trades - Best Practice Guidance Document

Contents PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 BARRIERS TO GENDER EQUITY IN THE TRADES . . . . . . . . . . . . . . . . . . . . . . . . 8 Recruitment and Development Practices . . . . . . . . . . . . . . . . . . . . . . . . . .8 Organizational Support Networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Mentors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Workplace Policies and Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Health and Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 GENDER EQUITY BEST PRACTICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Education and Training Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Mentorship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Clothing and Protective Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Role Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Employee Resource Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Partnering with Others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 Gender Equity Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 INITIATIVES FROM OTHER SECTORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 The Mining Industry Human Resources Council . . . . . . . . . . . . . . . . . . . . 24 Canadian Fire Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 J.D. Irving, Limited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Aecon Group Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 ACKNOWLEDGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

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Introduction In Canada, women make up less than 10% of all skilled trade workers. The member companies of the Canadian Electricity Association (CEA) understand the need to ensure the equitable treatment, acceptance and promotion of both males and females within their organizations. Recognizing that there are effective gender diversity programs and practices in place at some member companies, and within other work sectors, the CEA wishes to compile and distribute a summary of successful approaches to the attraction and retention of female tradespeople. This will enable member companies to adopt and build on best practice gender diversity approaches in order to create organizational strength through improved diversity, inclusion and collaboration. A skilled trade is a career path that requires hands-on work and specialty knowledge. Skilled trade workers build and maintain infrastructure like homes, schools, hospitals and roads and keep industries running by performing vital services that Canadians rely on every day. There are many benefits to increasing the representation of women within the skilled trades. These include: 1. Canada is currently facing a shortage in skilled trade workers which threatens to grow in the coming years as the current workforce ages. Attracting more women to take on trade roles is imperative if organizations are to remain competitive. 2. Increased diversity in the workplace fosters respect, exposes workers to different viewpoints, and brings a variety of strengths, talents, and perspectives to the job. All of which, combines to create a safer, more engaged and productive workforce. 3. Hiring women into trade roles means that organizations will better reflect the communities in which they operate and the customers who avail themselves of their services. 4. Providing women with increased access to well-paid career opportunities is beneficial to them, their families and society. Certainly, there are some challenging societal and systemic reasons for the fact that over 90% of those working within the trades are men. Nevertheless, there are concrete steps that organizations can take to increase the representation of women in these roles. This guidance document outlines some of the practical and pragmatic measures that have been taken by various CEA member companies - and some companies in other sectors while acting as a guide to those organizations looking to make progress in this important business imperative.

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Station Electrician Hydro Ottawa CEA’s Advancing Women in Skilled Trades - Best Practice Guidance Document | 7

Barriers to Gender Equity in the Trades In Canada, and indeed in many developed countries, women are severely under-represented in trade work. Due to ingrained societal attitudes about gender roles and expectations, young women are seldom exposed to the trades in schools or at home. As a result, they do not see a career in the trades as a potentially fulfilling and well-paid option. For those who do choose this type of work, the lack of a critical mass of women working in the field can severely limit their development and job satisfaction. While the systemic societal and cultural obstacles are significant and difficult to overcome, there are other barriers that exist at the organizational level that impact the likelihood that women will enter the trades and stay in those jobs to build meaningful careers. These barriers must be understood so they can be addressed by companies seeking to promote change and make a real difference. The organizational barriers can be categorized as follows:

Recruitment and Development Practices Hiring in the trades, more so than other sectors, has been done on a word-of-mouth referral basis. Current (male) employees recommend friends and relatives who, very often, come from similar backgrounds, have similar values and are male. Where unions play a part in filling positions for trade jobs they, too, are typically male-dominated and have tended to recommend men for work over women. As a result, obtaining that first trade-based job can be a daunting task. For women who do obtain jobs in the sector, preconceived notions can follow them when it comes to receiving training and development. Women are not always judged on the basis of their skills and abilities and there can be a tendency to see male employees as simply more worthy of bigger jobs and increased pay. A related issue involves thinking that women, because of family obligations or simply because they are not men, aren’t serious about a career in the trades and are “not here to stay”. In the end, women are often overlooked for promotional and development opportunities, become demotivated and leave their jobs.

Organizational Support Networks A lack of female role models and networks is a significant organizational barrier for women seeking to enter the trades or advance within the field. This lack of support can be felt at many stages along the career path. Starting in school, including pre-apprenticeships, it is quite common for a woman to look around the classroom and realize they are the only female in the room. If they remain in the trades, this experience is repeated at many points in a woman’s career. Not having role models to connect with or peers to confide in means there is no one with whom to share challenges or solutions. Every high-achieving employee in any career stream has likely become successful by sharing experiences with a network of like-minded people. All too often, this support network is simply unavailable to women in the trades.

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Mentors A mentor is someone who acts as a coach or guide to someone with less experience. This advisor is able to pass on their experience and expertise to a mentee as a means of helping them navigate the inevitable challenges that arise over the course of a career. Mentors can also facilitate vital connections to others in the sector who can assist a mentee with their career growth. While it’s not true that only a woman can be a mentor to another woman, it certainly helps improve the effectiveness of the relationship when there is a common shared experience to draw on. Once again, with relatively few experienced women working in the trades, this important one-on-one relationship is often not available to women in the field. The lack of mentors and mentoring programs then serves to worsen any existing gaps in skills and knowledge. Vital connections are not made within the work group and, once again, female trade employees can be left feeling isolated, ill-equipped to handle difficult challenges and more likely to leave their chosen field of work.

Workplace Policies and Practices Because trades work takes place in an environment dominated by men, the culture is defined by traditional male values of competition, toughness, joking and teasing. Those traits can be associated with higher rates of bullying and harassment. Bonding in these environments takes place on male terms that can sometimes include sexually explicit or sexist comments. Many companies have found it challenging to tackle this culture - through effective policies and practices – in order to be more welcoming to women and others who do not “fit the mold”. Women are more likely to be caregivers, to both children and elders. More often than not, the bulk of home and family responsibilities falls on them so inflexible workplace policies and practices affect them more and in different ways than their male colleagues.

Health and Safety Women don’t always have access to personal protective equipment (PPE) that fits properly. This can put them at direct risk of injury. If boots, gloves, and fall harnesses don’t fit women’s bodies, they can impact an individual’s ability to complete the task safely. Many field-based jobs in the electrical utilities are inherently dangerous unless proper safeguards are taken. Ill-fitting attire and PPE can exacerbate that risk and, understandably, discourage women from taking on these roles. Similarly, the tools required to carry-out electrical work have traditionally been based on men’s ergonomics. Women have different strengths and different body limitations (as do men with smaller physiques) so they may end up using a tool in a way that was not intended. This could result in a repetitive strain injury or far more serious consequences. The very basic need for a clean, private, accessible bathroom is not being met for many women who work in the trades. The thought of not going to the bathroom for hours at a time, or being told to share with male employees will be a significant impediment to any woman considering field-based roles. Organizations must address this fundamental expectation prior to embarking on any journey to attract women to trade-based roles.

Chloe Penno Powerline Technician Apprentice, Oakville Hydro

Gender Equity Best Practices Recruitment An organization’s success in creating gender diversity in the workplace begins with sourcing and selecting interested and qualified female applicants. Recruitment must be designed to attract a diverse group of job applicants. There are many reasons it can be difficult to attract women to trade jobs, and while several of the challenges are societal, systemic and outside the scope of this report, there are practical steps that organizations can take to increase the likelihood of being successful. These include: Promotional Campaigns Using targeted promotional campaigns can be a very effective means of promoting an organization’s commitment to gender equity within the trades. It is important to cast a wide net to ensure that job opportunities reach beyond the usual referrals from current male trade workers. Using social media effectively will help reach a targeted audience and avoid the trap of hiring more employees who look just like current employees. Participate in local trade career fairs but also consider hosting open houses for local area students and their parents. As depicted in Figure 1 below, Manitoba Hydro used this method to source applicants who may be interested in becoming power electricians. Figure 1: Manitoba Hydro Promotional Campaign Material

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Targeted Advertisements Targeted job promotions and advertisements can be used to help overcome a number of attitudinal barriers that may exist, including attitudes around gender roles and expectations; lower awareness of the trades and misconceptions or misinformation. For example, women may have concerns about the physical strength demands of certain trade jobs. In many cases, however, new equipment and tools have reduced the requirement to possess considerable strength. An advertisement can be used to clarify the bona fide job requirements and reassure applicants about the minimum standards required to be successful, all while using gender neutral language. Using existing company female trade workers – in photos and stories who can model the reality of successful women in traditionally male-dominated jobs can be especially effective. Manitoba Hydro illustrates many of these best practices in their welcoming advertisement depicted in Figure 2. Figure 2: Manitoba Hydro Welcoming Advertisement for Women in Trades

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Selection/Interviewing Having generated interest from female applicants, it is imperative that selection processes are fair and unbiased so as to not rule out women who may perform very well in trade-based roles. Best practices to help increase the likelihood of hiring diverse candidates into these jobs include: • Take into consideration potential career gaps due to family responsibilities. Women are more likely to step back from the workforce at times in order to care for family members. Gaps in employment history should not be seen as a negative. • Consider that skills gained from volunteer work can be as valuable as those gained from paid employment. • Ensure that any tests used in your organization’s hiring process reliably predict future performance on the job. At ENMAX, job requirements for trade roles were updated to reflect that there have been advances in equipment and tools. • Interview panels should be used to screen job applicants. The panel of interviewers should, themselves, be diverse and include women. This will help candidates feel welcome and reduce the likelihood of male interviewers “hiring in their own image”. • Whether recruiting, hiring, or retraining, success is much more likely when labour unions also prioritize increasing the representation of women in trades roles. Therefore, engaging unions to prioritize female equity and inclusion in trades roles is critical. • Gender equity targets can also be an effective tool in driving progress by utilities, unions and contractors. Hydro One is making some progress in increasing female representation within the trades. Using a mixed gender interview panel, they recently hired five female electrician apprentices in a cohort of eleven new hires and six female apprentice foresters in a cohort of thirty-six. Still, they have recognized that there may be systemic issues with their hiring practices that prevent women apprentice applicants from reaching the interview stage, especially in the power line technician trade. In recent labour negotiations, Hydro One agreed with the Power Workers’ Union to jointly review apprentice hiring systems and policies to ensure there were no inherent barriers to hiring diverse candidates. Figure 3: Recruitment Checklist Based on CEA Guidance

Recruitment Checklist e Use promotional materials to clearly state the company’s intention to hire women e Promote jobs where women will see them – women’s organizations, trade schools, community centres

e Use social media and use female-friendly language and hashtags e Build a presence at local trade schools e Use diverse interview panels when meeting with candidates and ask all applicants the same questions

e When using a search agency to fill jobs, make your gender equity goals clear to them e Engage labour unions to prioritize gender equity in recruiting, hiring, and retraining efforts e Set gender equity targets for utilities, unions and/or contractors

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Education and Training Programs While growing up, women may not have exposure to the trades as a viable career path and also might not have acquired some of the skills that are useful in preparing for such a role. Companies that make an effort to educate young women on trades as a career opportunity and help them acquire the required skills, are more likely to see those women join their organization. The following are some programs currently in place at CEA member companies that address both considerations. However, it is recommended that organizations continue to develop engagement programs that educate young women on trades opportunities at an early age. This will help to spur interest and increase the number of women interested in preapprenticeship and apprenticeship programs. Pre-Apprenticeship Programs Pre-apprenticeships represent another pathway for women to enter apprenticeships and careers within the trades. A Preapprenticeship is a program or set of services designed to give individuals the necessary requirements to enter and succeed in a formal apprenticeship. Several companies, including Alectra Utilities, Maritime Electric, SaskPower, Manitoba Hydro have established these programs. Alectra Utilities participates in a number of initiatives aimed at cultivating interest from women in trades and apprenticeship opportunities from a young age. For example, Alectra has partnered with the Ontario Youth Apprenticeship Program (OYAP) to support the “Your Daughter Her Apprenticeship” event. It is intended to build interest in apprenticeship programs by bringing together parents and high school girls to discuss opportunities with local businesses for apprenticeship opportunities. It is available to the Public and Catholic School Boards. In addition to participating in the event, Alectra also has women in trades and technical roles from the organization speak to students and parents. Similarly, Alectra also partners with the YWCA’s “Equitable Pathways to Technical and Skilled Trades for Women” program, and sits on the initiative’s advisory board. Alectra also facilitates the participation of female mentors from the company to speak to high school women about their careers. SaskPower’s powerline technician job candidates are assessed to determine if they have the basic skills to succeed in the job. They are given classroom training and evaluated on their ability to climb poles. Then, individuals with high potential are sent to a “boot camp” at SaskPower’s training centre where they participate as part of crew working on powerline facilities. The assessment continues and after several months, those who make the grade are invited to become part of the apprentice program and begin Level 1 training. This type of pre-apprenticeship can help give female applicants early insights into the career and job demands of a powerline technician. Manitoba Hydro has developed a similar program for women who wish to become powerline technicians or power electricians. For a period of approximately six months, women with limited trades-related experience will be provided with an opportunity to develop the skills required to successfully compete for a position in either the power electrician or power line technician training programs. Educational upgrading is also provided for candidates who do not meet the minimum academic requirements along with on-the-job training and experience. At the end of the pre-placement program, the women are eligible and encouraged to apply to trainee positions within an apprenticeship program. College Partnerships To help more women access the training they need to succeed, employers should consider partnering with community colleges and trade schools to help remove barriers to women’s success in non-traditional fields. By working together, these partnerships can provide innovative course curricula, professional development, and support services to those seeking roles within the trades. The following are examples of specific partnerships in place at CEA member utilities. Alectra Utilities is partnered with Mohawk College’s Women in Technology and Trades (WITT) program. WITT’s focus is on increasing opportunities and supports for women in technology and trades in all fields, through a rich networking and support community. The group welcomes industry, staff, students and faculty across all areas of the college and all genders, backgrounds, races and orientation to become involved and contribute to the support of women in technology and trades. Alectra Utilities is active in supporting the group, including by contributing speakers to WITT’s speaker series, which educates women on utility jobs and careers. Hydro Ottawa has partnered with Algonquin College in the delivery of a two-year Powerline Technician (PLT) Diploma Program. The company delivers the program’s field-based, hands-on training with Hydro Ottawa employees providing the practical instruction at their facilities. The focus is on helping students learn the trade by doing it. See Figure 4 for a flyer used for the program. There is an open feedback loop between Hydro Ottawa and the college to constantly improve program elements. As an example, the company informed Algonquin that students often lacked the mechanical aptitude and the ability to work with their hands, so the admissions process was adjusted accordingly to include a mechanical aptitude assessment. CEA’s Advancing Women in Skilled Trades - Best Practice Guidance Document | 13

Figure 4: Hydro Ottawa Flyer for Powerline Technician (PLT) Diploma Program

At Hydro Ottawa, we’re proud of our award-winning partnership with Algonquin College in the delivery of a two-year Powerline Technician Diploma Program. Training is our passion, and we’re invested in shaping the next generation of talent within the electricity sector. This partnership offers students one of the most unique learning opportunities in the province. While Algonquin College’s experienced instructors deliver academic components of the curriculum, our employees provide practical instruction at our facilities that helps students learn the trade by doing it with their own hands. Students enrolled in the Powerline Technician Diploma Program develop the necessary skills to design, plan, construct and maintain electrical distribution lines – and they learn it from journeypersons who have spent their careers honing their expertise at Hydro Ottawa. Hydro Ottawa hires exclusively from the Powerline Technician Diploma Program to fill our positions for Powerline Maintainer Apprentices and Cable Jointer Apprentices. “Our students from the Powerline Technician diploma program have the perfect environment to learn their trade. Through a partnership between Algonquin College and Hydro Ottawa, the students get the privilege to learn and practice their skills with professionals working in the industry. The training provided by Hydro Ottawa is as realistic as students can expect while going to school. This rich environment has enhanced the way we teach our students. It is a great way to learn!” - Algonquin College For more information on the Algonquin Powerline Technician program, and on how to apply, visit Algonquin College’s website.

Working with the college, Hydro Ottawa has essentially ensured that all interested and qualified female applicants will be accepted to this highly competitive and demanding program by participating in Algonquin’s We Saved You a Seat program. Graduates of the program have formed an important part of the pool of candidates for Hydro Ottawa Powerline Technicians and Power Cable Technicians as well as other technical jobs within the organization. Scholarships and Bursaries Women with families, and especially single mothers, may face significant financial challenges during their training period. Choosing to provide monetary support to women in trade-based education programs is an effective means of signalling to the community that an organization is committed to gender equity in all jobs. It is important that the financial assistance be well advertised to qualifying women through every available channel, including social assistance agencies, employment organizations and educational institutions. Some CEA member companies have introduced bursaries as a means of assisting women to complete their trade-based programs. Oakville Hydro provides bursaries to students in the Electrical Apprenticeship Program at Sheridan College. One of those awards is reserved for a woman enrolled in that program. Establishing such relationships with students at an early stage of training can help create a pool of qualified women upon graduation. Hydro Ottawa provides an annual $2,500 award to a first year female student in the Powerline Technician Diploma Program at Algonquin College who has demonstrated high academic achievement and commitment to her community through volunteer activities. 14 | CEA’s Advancing Women in Skilled Trades - Best Practice Guidance Document

Mentorship Women often experience a lack of mentors and informal networks in the workplace and that can create early barriers that continue to affect women throughout their careers within the trades. Without strong interpersonal relationships to draw on, women lack support and the “social capital” needed to navigate through the challenges that every employee will face over the course of their employment. Simply having “no one to talk to” is a real obstacle to career success. A mentoring program uses one-to-one relationships within the work-setting to connect people, increase knowledge and build skills for achieving future career goals and milestones. Through conversations and meetings, experienced mentors can help employees who are seeking to increase their effectiveness on the job and grow their careers. An effective mentor can share their lessons learned, “trade secrets”, provide encouragement and feedback, and guide the mentee toward helpful resources and networks. See Figure 5 for a summary of the benefits of mentoring courtesy of SaskPower. Figure 5: The Benefits of Mentoring (courtesy of SaskPower)

Benefits of BEING a Mentor

Benefits of HAVING a Mentor

Personal Development You will develop your ability to motivate, lead, encourage alongside expanding your professional and cultural perspectives.

Increases Confidence Having a mentor can help increase your self-confidence as you feel supported in taking professional risks, sharing ideas and making decisions.

Communication Skills You will enhance your communication skills by using different ways of communicating with each mentee you work with.

Identify Improvements Your mentor will have fresh ideas and may be able to identify new areas for improvement or change.

Listening Skills You will be required to actively listen, so you can fully understand their needs, expectations and objectives.

Reach Targets Your mentor can help you set clear and achievable targets. Regular interaction can help motivate you to remain on track.

Expand Networks With each mentee you work with, you will add a new individual to your network, and can open networking doors for them too.

Feedback and Advice Having a mentor provide constructive feedback and advice can be key to enhancing your performance.

Career Development Engaging in mentoring outside of your regular work responsibilities will demonstrate a drive to inspire others and a talent for leadership.

Expand Networks With each new mentor you work with, you will add a new individual to your network and can open networking doors for them too.

Experience Rewards You will experience professional and personal rewards knowing that you have contributed to another individual’s growth and success.

Career Development With increased confidence, clear targets and performance improvements you will gain necessary tools to progress towards your development goals.

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SaskPower is using their mentoring program to help female trade workers have productive conversations about how to develop the specific skills or knowledge that can help with their professional development. Their program is designed to assist the career and skill development of participants through meaningful conversations with experienced women who work in the trades and other areas of the organization. Feedback and advice from women who have faced situations and challenges common to women in trades can increase an employee’s confidence, network and performance on the job. It is important that a mentorship program fits with the culture of the organization. A company with more formal relationships might do well with a structured program that has an application process, minimum time requirements, and set durations for the mentoring relationship (typically relationships last between six months and two years, depending on the goal of the mentee). A less formal company may benefit from less structure, but it’s important to have some minimum guidelines and check-in points to ensure the program doesn’t wither and eventually expire. Working in a traditionally male-dominant field has meant that women’s mentorship opportunities can be limited. The lack of a critical mass of women within the trades often means there are few champions and role models to help women build alliances or serve as a “safe space” for advice and support. But there are still opportunities to build helpful relationships without implementing a formal mentoring program. Alectra Utilities have taken a less formal, but successful approach to assisting women in trade roles. Women in powerline technician roles have been provided with a forum to connect with each other and, on a regular basis, meet with the Senior Vice President, Business Transformation. They discuss challenges, obstacles and solutions to progressing their careers and building supportive relationships. Other means of supporting women who are beginning a career in the trades include: • A Buddy System – pair new employees with a worker who has joined the organization within the last year or so and will therefore recall the challenges and work-arounds that will help the new recruit acclimatize. • Pairing New Employees with Journeys – seek supportive journeypersons who will help and support female employees beginning their careers. • Champions within the CEA Community – help new female employees by connecting them with other CEA member companies that do have women working in trade roles and facilitate relationships across traditional company lines. Skills Canada and other women’s groups hold networking events that may provide opportunities to connect with others in the trades. • Sector-based Employment Groups – opportunities for women to connect with each other are also available from a number of groups focussed on assisting women to be successful in various sectors. These include Women in Renewable Energy, Women of Powerline Technicians, Electricity Human Resources Canada and others.

Without strong interpersonal relationships to draw on, women lack support and the “social capital” needed to navigate through the challenges that every employee will face over the course of their employment.

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Clothing and Protective Equipment While women’s retail fashion is big business, where work garments are concerned, most suppliers have made little effort to produce clothing for women. Female clothing is designed for the build of a woman’s body and must fit in a different way than men’s clothes if the clothes are to be comfortable and provide an aesthetic fit. Of course, working in the trades also requires that personal protective equipment (PPE) must be safe and effective. Simply providing women with men’s garments in smaller sizes is not sufficient. Although workwear has purposes other than just looking good, ill-fitting women’s workwear can look unprofessional and may not offer the protection it is designed to provide. Employees who feel uncomfortable or embarrassed about what they’re wearing may not perform well and are less likely to remain on the job. In 2018, Hydro Ottawa began working with safety and protective equipment suppliers to ensure that clothing (including flame resistant and arc-rated attire) is available in female sizes and cuts. This has been well-received by their female staff. Prior to initiating an RFP for personal protective equipment, Alectra Utilities sought feedback from their employees to better understand the requirements of those actually working in the field. It is taking time for suppliers to meet the needs of female trade employees but continued pressure from organizations to meet their needs will bring about changes. Several CEA member companies have indicated that AGO Industries Inc. has been making some progress towards building a clothing line more suitable to women’s requirements.

Tools Typically, women are not as strong as their male counterparts in the trades. This can make it difficult for women to perform some of the tasks required of them in their roles. But this need not be a roadblock to success in the field. Often, redesigned tools and equipment can make it much easier for someone with less physical strength to accomplish the job. For example, in some cases, simply lengthening the handle on a tool can provide the leverage required to allow almost anyone to complete a task. At Hydro Ottawa, a working group is looking at leveraging tools and technology in order to minimize the amount of upper body strength required to perform jobs in their trades and technical areas. Their main objective is to help modernize the work and make it easier for all, while also maintaining safety and performance standards. One of the specific goals of this group includes helping female employees to carry out the same job functions as men by providing gender-appropriate equipment. Hydro Ottawa is now working with their suppliers to take into account differences in female hand size and grip strength when designing tools and equipment.

Role Models “Seeing is believing” when it comes to understanding that women can be successful in traditionally male-dominated careers. If women don’t see themselves reflected in an industry, it’s hard for them to envision themselves as a part of it. Therefore, it is important to seek opportunities, through various channels open to CEA member companies, to demonstrate that women can have fulfilling roles within the various trade jobs that exist within the electricity sector. Role models currently holding trade-based jobs can have a big impact on those, of any age, considering their career choices. Of course, this should not amount to putting female employees on display. Women working in the trades can be highly influential provided they are comfortable being seen as role models. Careful dialogue is required to explore the possibilities and ensure that employees are agreeable to being seen in that way. Fortis Alberta has profiled some of their employees by simply asking, “How do you make a difference at FortisAlberta?” and “How does FortisAlberta make a difference to you/your family/your community?”. Employees’ responses to these questions are then highlighted on the company’s intranet. This simple approach can be adopted very effectively to highlight female employees in trade roles.

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On their website, and on YouTube as part of their recruitment program, Manitoba Hydro has profiled two women working for their organization. A female quality control professional engineer and a power electrician speak about their roles within the organization and how they contribute to the company’s success. In words and video, they demonstrate the appeal of their roles, which require an aptitude for problem-solving and tenacity. They also speak to the variety of work and the fun they experience in an organization where they feel supported as women in non-traditional jobs. Figure 6: Manitoba Hydro Female Tradesperson Profiles

Professional Engineer Jacqueline Leung

Women in Trades: Station Operator Leah Dyke

Looking for a job that can turn into a lifelong career? Jacqueline Leung talks about the choices that led her to becoming an Engineer with Manitoba Hydro, and discusses the opportunities and challenges that come with the role.

Looking for a job that can turn into a lifelong career? Leah Dyke talks about her role as a Power Electrician and Station Operator with Manitoba Hydro, and discusses how she keeps the Seven Sisters Generating Station running.

Watch Here >

Watch Here >

Hydro Quebec has also included female trade workers in their video showing some of the employment opportunities that are available at the organization. Showing women working in the trades, sometimes in remote regions of the province, illustrates that there are real career possibilities working in fields that many may not have initially considered. Figure 7: Hydro Quebec Video Featuring Female Trades Staff

A career at Hydro-Québec Hydro-Québec offers great job opportunities in Abitibi-Témiscamingue and in Nord-duQuébec. Several employees from these regions talk about their profession and testify to the advantages of working at Hydro-Québec. Watch Here >

It is also important that women in the trades see other women represented in leadership roles. This reinforces the fact that women can have successful careers within these functions and allows men and women to experience the stylistic differences of female leadership. At Hydro Ottawa, their engineering development program places an emphasis on sourcing and hiring female graduate engineers. Program participants go through a series of functional rotations, which include placing women in roles where they supervise trade and/or technical employees. While there can be a shortage of female electrical engineering graduates, during recruitment Hydro Ottawa will hire female civil engineers and provide them with the training required to perform in utility engineering roles. This increases the pool of qualified female engineers who are then able to provide leadership in trade and technical areas. 18 | CEA’s Advancing Women in Skilled Trades - Best Practice Guidance Document

Employee Resource Groups Sometimes called affinity groups or business networks, employee resource groups (ERGs) aim to foster inclusivity in the workplace by providing a forum for employees who share a common interest to support one another and raise awareness of that group’s issues. They are voluntary groups, led by the employees themselves but often supported by a company executive acting as a sponsor. ERGs can enhance an employee’s experience by helping them to connect, share, contribute, and support one another. For women working in the trades, this can make the work environment friendlier and more welcoming, contributing to the likelihood that they will remain with the organization as happy, productive employees. Figure 8: Guidance for Successful Employee Resource Groups 1. Develop Mission Statement and Goals The group should create a statement that captures its reason for being and outlining its high-level purpose. On an annual basis, it can be helpful to outline specific goals that will be accomplished. For example, a Women in Trades group may seek to increase employee engagement, make connections in the community or perhaps simply provide information and education about issues to the organization. Whatever goals are chosen, they should be consistent with the company’s business objectives.

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2. Establish Governance for the Group It is important to establish group’s structure and operational rules. Important things to consider would include:

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• How will meetings function, how often will they be held?

• How will group leaders be selected and how will they interact with senior sponsors?

• What budget will be allocated to fund the group’s activities?

3. Engage an Executive Sponsor Executive sponsors will provide senior level leadership for the group. Their responsibilities should include:

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4. 04

• Influencing others in the company to support the group’s goals.

• Acting as a public advocate, if required.

• Mentoring members of the group

• Helping members make the connections between the company’s goals and those of the ERG.

Track and Measure Effectiveness As with any corporate initiative, it is important to track progress against the group’s goals. That way, if necessary, adjustments can be made to planned activities and, when goals are reached, success can be celebrated.

Several CEA member companies have launched ERGs within their organizations, embodying many of the best practices. Led by Hydro Ottawa’s Chief Electricity Distribution Officer, the organization has formed a working group to foster a female-friendly work environment. The group engages in challenging conversations about what needs to change in order to attract and retain more women to under-represented roles. This includes examining the current organizational culture, its positive and negative aspects, and asking difficult questions like, “What behaviours are we willing to tolerate?”. Understanding and then challenging accepted company norms is critical in affecting real change.

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Hydro One has established an employee resource group called Women in Trades, Technology, and Engineering (WTTE) with the purpose of promoting and advocating for female identifying employees in trades, technology and engineering at Hydro One. WTTE works towards a vision of creating a workplace culture that includes, empowers and inspires more female employees to participate at all levels of the organization with a special focus on the areas of trades, technology and engineering. Hydro One has described their ERG’s governance in a comprehensive Terms of Reference document and created an informative YouTube video to promote the mission and goals of the group.

Hydro One’s Women in Trades, Technology and Engineering (WTTE) Network An inclusive workplace culture that includes, empowers and inspires women at all levels of the organization in trades, technology and engineering. Watch Here >

Figure 9: Summary of Hydro One’s Employee Resource Group

Women in Trades, Technology, and Engineering WTTE is open to any Hydro One employee, female or male, from any level of the organization and any representation (PWU, Society and MCP). This includes anyone who has been employed by Hydro One or has been affiliated (pensioners, students, former employees etc.) with Hydro One. The WTTE is comprised of a small volunteer committee and membership that is governed by a terms of reference. The committee is sponsored by Senior Management and Human Resources. Our sponsors support the team, assist with gaining resources, and work to clear obstacles from the committee’s path. Our Executive Sponsor works closely with the members of the WTTE Executive Committee to provide guidance, advice and support in helping the network achieve its goals.

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SaskPower has sponsored a resource group to increase the representation of women within their organization and help move them towards being an employer of choice for women in the industry. In the past, their Women’s Resource Group has held a virtual conference – open to all employees – and featured one of their female powerline technicians who spoke about her work experience. Their terms of reference sheet provides an excellent template for organizations wishing to adopt this tactic for advancing the profile of women in their organizations. Figure 10: Mandate for SaskPower’s Employee Resource Group

Statement of Purpose The committee exists to be the driving force behind the development and implementation of SaskPower’s Diversity Strategy and the Women’s Resource Group initiatives and to contribute to a Culture of Inclusion Women’s Resource Group Vision SaskPower is the employer of choice for women Women’s Resource Group Mission Our Mission is to encourage the equitable participation of women in under-represented occupations and leadership roles, and to assist all women in achieving their full career potential. Committee Function 1. To support the implementation, monitoring, and evaluation of SaskPower’s Diversity Committee key strategies; 2. To support the development of a “Culture of Inclusion” which includes many different types of people and treats them all fairly and equitable by: • Develop and promote female leadership at SaskPower; • Foster the recruitment, retention, and promotion of women in the fields of labour, trades, technology, science and engineering; • Enhance women’s professional growth by providing information on career paths, work-life balance, and role models; • Improve SaskPower’s ability to attract, develop, and retain diverse women; • Promote the enrollment of women in trades, technology, engineering, and science studies. 3. To encourage business units, corporate groups, subsidiaries and employees to recognize their ability to “Make a Difference” in the area of women in under-represented occupations; 4. To support the activities of the Diversity Committee and the Diversity Department 5. The long-term goal of the Women’s Resource Group (WRG) is to no longer be needed. This will happen where there is equitable treatment of women in the workforce and SaskPower has become the employer of choice for women.

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Partnering with Others Whether an organization is just beginning its journey towards gender diversity in the trades or has already made significant progress, it is crucial to recognize that it is a journey that need not be travelled alone. Partnering with other corporations, like other CEA member companies or government agencies, is critical to success. In many cases, there will be organizations that have already faced and overcome similar challenges. Many government, education and community agencies exist to help facilitate progress and spread the message that the trades offer excellent careers for women. While the specific gender equity strategies and tactics must fit a company’s own particular culture, often there is no need to “reinvent the wheel”. Hydro Ottawa has partnered with the Ottawa Catholic School Board to help kids, and especially girls, see careers in the trades as viable options at an early age. Hydro Ottawa participates in career events held at schools with their female employees attending the events to “walk the talk” and demonstrate that women in the Ottawa area are indeed finding fulfilling careers in trades and technical areas. Selected employees are also videoed while talking about different trades and technical roles at the company. These virtual work experiences are placed on-line for students to access at any time. Oakville Hydro and Alectra Utilities have worked with Women of Powerline Technicians, and promoted job vacancies on their website to help target women interested in a career in electrical utilities. Women of Powerline Technicians is a national not-for-profit organization committed to increasing women in trade and technical roles in Canada’s electricity sector.

Melissa King Powerline Technician, Newfoundland Power 22 | CEA’s Advancing Women in Skilled Trades - Best Practice Guidance Document

Gender Equity Resources Catalyst Catalyst is a global nonprofit organization focused on advancing women in the workplace. They provide end-to-end solutions to help companies with the strategy and tools they need to make change at their organizations. https://www.catalyst.org/

Women Building Futures Based in Alberta, Women Building Futures (WBF) is a nonprofit organization that empowers women to become economically prosperous through industry recognized training in maintenance and construction related trades. https://www.womenbuildingfutures.ca/

Electricity Human Resources Canada Electricity Human Resources Canada (EHRC) is a non-profit organization supporting the human resources needs of the Canadian electricity and renewable energy sector. By providing tools, research, programs and resources, the EHRC helps equip organizations to meet current and future workforce challenges.

The Industry Training Authority The Industry Training Authority (ITA) leads and coordinates British Columbia’s skilled trades system. ITA works with employers, apprentices, industry, labour, training providers and government to issue credentials, supports apprenticeships, fund programs, set program standards and increase opportunities in the trades. https://www.itabc.ca/women-trades/overview

In 2017, the EHRC launched the Leadership Accord on Gender Equity as a means for corporations, unions and others to build greater gender diversity within their organizations. The Accord is meant to unite employees to: • expand the breadth and depth of the skilled workforce; • ensure that women are informed of the opportunities available in the sector of their choice; • and, once employed, are fully supported and provided with equal opportunities to grow and develop to their full potential. Employers who sign this accord can use a comprehensive selfassessment tool to determine their gender equity strengths and weaknesses. Action plans are then constructed to help begin the journey towards greater levels of gender inclusion and diversity. https://electricityhr.ca/workplace-solutions/diversityinclusion/leadership-accord-on-gender-diversity/

New Boots This organization furthers the advancement of women in trades in New Brunswick. They have resources to help create diversity policies, improve recruitment processes and promote job postings through their network. https://nb-map.ca/new-boots/about-new-boots/ Women Unlimited The Women Unlimited Association is a not-for-profit women’s organization in Nova Scotia that promotes the full participation of women in trades and technology. They work with industry, governments, educational institutions and the community to address the systemic barriers that limit the participation of diverse women in these fields. http://www.womenunlimitedns.ca/

Office to Advance Women Apprentices The office provides ongoing support to tradeswomen seeking work or already employed in the skilled trades. This includes providing career services, employment supports, and networking opportunities for tradeswomen. They welcome partnerships with employers, trades unions, government, and training institutions to assist in accomplishing these goals and have offices in Newfoundland and Labrador, Prince Edward Island, Nova Scotia, New Brunswick, Manitoba, and Saskatchewan. https://www.womenapprentices.ca/

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Initiatives from Other Sectors It is helpful to look at organizations in other similar sectors to see how they are meeting the challenges of increasing the representation of women within the ranks of trade workers. While other industries may face some different challenges than the electricity sector, there are also many parallels and lessons to be learned. Partnering with community groups and government agencies, building awareness and delivering education, and providing forums for female employees to build better connections all figure prominently in the examples presented below.

The Mining Industry Human Resources Council The Mining Industry Human Resources Council (MiHR) is a Canadian independent, non-profit organization that leads collaboration among mining and exploration companies to identify and address the human resource and labour market challenges faced by the minerals and metals sector. This group sees gender inclusion as vital for success, particularly during this period of shortages within the skilled trades.

Working with third party consultants, and with funding assistance from the federal government, the MiHR created GEM Works, a program to help eliminate systemic barriers to gender inclusion. The GEM Works program is available to member companies and consists of three elements:

• A “male dominated” work culture

1. Being a Gender Champion: A one-day workshop to train senior executives to drive organizational change towards a more gender-inclusive workplace. These senior level champions then select Change Agents from within their company who will work through the program.

• A lack of flexible work arrangements including insufficient prior notice of travel, no childcare support and limited parental leave

2. GEM Works Toolbox: A step-by-step guide for Change Agents to remove unintentional barriers to gender inclusion in written policies and procedures.

• A lack of field experience for certain occupations

3. Online Learning Modules: Four 30-minute interactive modules that explain how to use the GEM Works program and create inclusive workplaces.

In 2011, a mining industry group prepared a research paper entitled Take Action for Diversity which examined barriers and solutions to achieving diversity within their sector. Issues encountered by women included such things as:

• Advancement being hindered by work culture; lack of mentors and social networks, perceptions of their abilities; and work-life conflicts

a. The Importance of Gender Equity in Mining

Solutions to help increase female representation within the mining sector included: • Scholarships to attract and recruit women; targeting recruitment efforts specifically to women; and tapping into external professional women’s networks • Supportive practices for advancement, including supervisor and senior leadership support; supportive colleagues and teams; professional development and training; and mentorship programs

b. Exploring Common Systemic Barriers c. Using the GEM Worksheet d. Building Organizational Support and Momentum The mining industry has also experienced challenges obtaining professional-looking clothing and protective equipment suited to women in the trades. One of the suppliers used by companies in this sector has made good progress towards meeting the needs of female trade workers. Covergalls Workwear designs clothing and protective equipment “to ensure a safer, inclusive and more enjoyable work experience for women working in industrial roles.” As stated on their website, “…we realized the market went far beyond mining. Women across all maledominated industries, on all different continents, faced the challenges of men’s work wear. The Covergall is the next step for industries, taking workplace diversity to workplace inclusion.”

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Canadian Fire Service In 2019, the Alberta Fire, Emergency Management and Wildfire Management Women (A FEW Women), and the Canadian Association of Fire Chiefs (CAFC) Women Fire Chiefs and Company Officers Network of Canada met to discuss the changes that need to occur to enable more women to enter, stay and succeed in the fire services sector. As an outcome of that meeting, they produced a report entitled A Fire Service for All: Exploring Ways to Further Diversity and Inclusivity for Women in the Canadian Fire Industry. In picturing what the fire service should look like in the future, they focussed on three themes that local fire services could act on now to bring about change: • People and Infrastructure a. Outreach & Recruitment - leaders need to ask themselves “How can I make my department more attractive/safer to women” instead of “How can I recruit more women”. b. Suitable Station Renovations - that include single-user gender neutral dorms and washrooms, and emergency scene washroom accommodations and supplies. c. Appropriate Personal Protective Equipment, Gear & Uniforms - that are designed for the many different body shapes, genders, and sizes of the fire service’s diverse workforce. • Social and Cultural Environment a. An inclusive culture - where employee success is not defined by the male perspective and where collaboration is more important than competition.

• Managerial Practices a. Leadership Accountability - to encourage authentic meaningful connections between staff and management and has zero tolerance for any hazing or initiation rituals. b. Public Celebration of Women - because women leaders need to receive positive reinforcement in order to encourage other women to pursue leadership opportunities. c. Succession and Mentorship – it is crucial to have structured mentorship programs where women can learn from others and clear succession planning for fire leadership that demonstrates an understanding of diversity and inclusion. The Canadian Association of Fire Chiefs also looked at near term actions they could take to encourage women to join, stay, and succeed within Canada’s fire services. The actions include: • Celebration and Identification interviews: This part of the action plan is to identify and recognize the current cadre of women leaders in the fire sector to provide alternate images, data, and mentoring • Emerging Leader Ally-Assistance: This action item identifies emerging leaders and offers them an opportunity to identify specific real time issues and request a mentor. • Best Practices Tool Kits: The goal is to collate available tools and resources, as well as “Top Ten Tips” sheets that can help provide guidance on addressing diversity issues. The CAFC also takes an active role in facilitating the development of female fire service employees who are on the career path to assume leadership roles within their local services. The association works to match potential mentors from within their ranks with high potential members of the fire service across Canada.

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J.D. Irving, Limited J.D. Irving, Limited (JDI) has operations in Canada and the United States with business units in such sectors as Construction & Equipment; Hydro Energy; Forestry & Forestry Products; Shipbuilding; and Transportation. JDI has 28 different skilled trades employed across their operations and have a number of initiatives underway to help increase the representation of women. Pathways to Shipbuilding JDI’s Pathways to Shipbuilding program was created to help a number of under-represented groups, including women, begin careers within their Halifax facility that builds ships for the Royal Canadian Navy. Participants are provided with a preparatory course, a two-year trades diploma at Nova Scotia Community College (NSCC) and a job with Irving Shipbuilding upon graduation. Working with community partners to source women who were interested in career changes, JDI have successfully completed training for two cohorts of approximately twenty women each. In 2019, 13 of the women started work as first year apprentices at JDI Shipbuilding’s Halifax Shipyard, while the other three graduates joined organizations in the shipbuilding supply chain. Feedback from graduates indicated that there was great value in having a class comprised solely of women. Skilled Trades Exploration for Women (STEPW) JDI partnered with New Boots – Progressing Women in Trades (a provincial network and resource hub that aims to promote, support and mentor women in non-traditional skilled trades), and the Government of New Brunswick in order to provide career opportunities for women interested in the Skilled Trades Exploration Program for Women (STEPW). In this program, women are chosen for an apprenticeship across several JDI businesses. The participants then attend 12 weeks of job readiness training at New Brunswick Community College (NBCC) in Saint John and are provided with a position and a mentor in a JDI business. After attaining the required 1800 apprenticeship hours in the business, the participants move on to achieve journeyperson status with JDI support.

New Boots - Skilled Trades Exploration Program for Women (STEPW) J.D. Irving, Limited (JDI) is partnering with New Boots – Progressing Women in Trades and the Government of New Brunswick to sponsor 10 women in the Skilled Trades Exploration Program for Women (STEPW). Watch Now >

By the end of 2019, nine women had graduated from this program. In their news release, one of the graduates said: “New Boots and STEPW contributed to my success in many ways. First and foremost, the program gave me the opportunity to take up the program during the summer and helped me find an apprenticeship! Without them, I wouldn’t have had the same opportunity as I have now. Secondly, the program prepared us to enter the workplace, with tools, networks to connect with others in similar fields and the support whenever we needed!” JDI features stories and photos of these women on their corporate and Facebook web pages in order to highlight the progress being made and to set examples for other women considering the trades as a career option.

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Aecon Group Inc. As a Canadian leader in construction and infrastructure development with global expertise, Aecon Group Inc. strives to be the number one Canadian infrastructure company and is proud to be recognized as one of the Best Employers in Canada. Aecon Women in Trades (AWIT) Program Like most companies, Aecon is seeking to manage an ongoing shortage of qualified talent, particularly within its skilled trades ranks. To help address this challenge, the company has developed the Aecon Women in Trades (AWIT) program, designed to help women “lace up their boots and kickstart their careers at Aecon.” AWIT is led by Aecon’s Utilities business segment, a leading utility solutions provider offering innovative, nationwide construction services in the areas of oil and gas, telecommunications infrastructure, and power distribution networks. The program offers women opportunities to build their careers in the trades through hands-on training, mentorship and field experience. In 2019, the Aecon Utilities division partnered with the Labourers’ International Union of North America (LiUNA) Local 183 Training Centre to deliver the first phase of their Apprentice Construction Craft Worker training to a class of 12 women. LiUNA’s program includes training on such skills as form-setting and concrete work, small tools, machines, and earth-work with a strong emphasis on health and safety. Aecon’s human resources team delivered complementary training on soft skills. The first two groups of female apprentices are currently on Aecon job sites around Ontario working towards their Red Seal certifications which will demonstrate they have the knowledge required for the national standard in that trade. A fourth cohort of women has recently commenced the program at the LiUNA training centre. Aecon Women Inclusion Network (AWIN) In 2014, the company established an employee resource group called the Aecon Women Inclusion Network (AWIN). The network aims to support women through mentorship, building awareness and providing support within the company. They also seek to develop a strong presence externally in order to support the attraction, retention and advancement of women in the industry. Using AWIN “champions” from within the company, the network provides mobile workshops and seminars designed to address the challenges faced by women and their families.

Partnering with other corporations, like other CEA member companies or government agencies, is critical to success.

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Recommendations The journey towards a more gender inclusive trade workforce can seem a daunting task, with several external factors that magnify the challenges. However, there are some concrete actions that, if followed, can lead to real progress. Many CEA member companies and other industry leaders have made strides towards a more gender equitable environment for those who choose to work in the trades. Their initiatives have been summarized in this report and provide excellent guidance for companies that are working towards greater levels of gender equity. In considering next steps, organizations should be sure to: • Understand their relevant workforce data. Know the current rate of representation of women within the trades, local demographic data, and the rates of job application by women. • Consider the current company culture and climate before determining which initial actions are the appropriate ones to take. • Choose initiatives that are consistent with corporate and human resources objectives.

• Select a small number of actions to achieve initial success and then build upon those successes. • Enlist the assistance of senior internal champions and supporters at other levels within the organization. • Communicate the organization’s intentions and actions concerning gender-equity in the trades across the organization and elsewhere. • Select measures to track progress and make adjustments as may be required.

Specific actions to be taken can include: 1. Review and Amend Workplace Policies and Practices: An organization’s specific policies and practices can speak volumes about the realities of working in trade roles. Collectively, they must reflect the fact that both men and women can effectively work together in these roles. The following are some specific actions that can be taken. However, CEA members should continue to dedicate attention to developing initiatives that foster a workplace culture supportive of female tradespeople.

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• Ensure that job titles are gender-inclusive. For example, use Team Lead instead of Foreman. • Make sure job descriptions include only bona fide work requirements given the current nature of the job and the equipment/tools available to do it.

3. Recruitment : Work with community employment groups and others to actively target potential applicants. Specifically, utilities should engage with unions and contractors to prioritize gender equity within their workforces, and targets can be a useful way to drive and measure progress. In recruiting female tradespeople, assistance should be sought from current female employees to act as role models and demonstrate the many advantages of this career to women who might not have otherwise considered it.

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4. Improve Networking Possibilities for Women: There may be nothing more important to make women feel comfortable in their trade roles than being able to speak with someone who has “walked the road” before them. While there are challenges in doing this given the low numbers of women currently in these roles, there are options available. Employee resource groups for women have proven very successful and should be facilitated wherever possible. CEA committees and councils could play a part in facilitating inter-company mentoring possibilities, thereby expanding the number of potential mentors.

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• All work facilities, whether office or field based, must accommodate the needs of both men and women. • Explicitly state that respectful behaviour is expected from all employees and workplace harassment will not be tolerated. • Work schedules should be as flexible as possible, respecting the realities of those with demands outside the workplace. 2. Partner with Others: The value of partnerships and collaborations with government agencies, industry associations, educational institutions and community groups cannot be understated. This is not a journey that need be taken alone. Whichever specific actions are chosen to improve the representation of women in the trades, there are others who are willing and able to help. Find them and work with them towards common goals.

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5. Job Attire and Equipment: It is imperative that women feel safe and professional when carrying out their duties. Explore all options to source clothing, equipment and tools that will facilitate this.

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6. Education and Training: Work with colleges, unions and community groups to ensure that women receive the training and development they need to excel in the trades. Growing up, women may not have been exposed to trades as a career option, nor acquire the same experiences or skill sets as men who are interested in trade work. To ensure retention of female employees, this must be overcome through a combination of pre-employment programs and targeted job training. There is a specific opportunity to improve engagement with women at an early age to spur interest in pre-apprenticeship and apprenticeship programs.

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Acknowledgements CEA acknowledges the important contributions of others in the preparation of this guidance document. First, we recognize the efforts of lead author and researcher Simon Abbott. We also thank CEA staff members Justin Crewson and Channa Perera, project manager and advisor respectively. Acknowledgement also goes out to the project steering committee members for their guidance throughout this project. CEA’s D-Council is also acknowledged for their prioritization of this initiative. Finally, we would like to recognize all CEA members and representatives from other sectors that contributed information to this project. The following is a list of specific acknowledgements, which is also intended to serve as a contact resource for users should they be interested in any specific practices outlined in the document. Please email info@electricity.ca to be connected with any of the contributors.

Project Steering Committee

CEA Member Contributors

Lyla Garzouzi

Hydro One

Chris Hudson

Alectra Utilities

Lyne Parent-Garvey

Hydro Ottawa

Sarah Del Gatto

Elexicon Energy Inc.

Angela Driver

Manitoba Hydro

Alicia Wight; Michael O’Brien

ENMAX

Enrique Riveroll

Maritime Electric

Mark Johnson

EPCOR

Lynn Arsenault

NB Power

Paula Burgin

Oakville Hydro

Nicole Arienzale; Jennifer Leonard; Manny Albert

FortisAlberta

Rick Putman; Vivian Yoanidis

Hydro One

Brent Fletcher; Donna Burnett Vachon

Hydro Ottawa

Anne-Marie Thibault

Hydro Quebec

Kim Lanyon

Manitoba Hydro

Maureen Mix; Mark Victor

Maritime Electric

Cindy Riley; Carole Volpe

NB Power

Elizabeth Whitten

Newfoundland Power

Paula Burgin; Tessa Schellenberg

Oakville Hydro

Dave Horgan

Saint John Energy

Raquel Boyko; Sydney Schultz

SaskPower

Jennifer Stullberg

Toronto Hydro

Other Contributors Gordana Terkalas

AECON

Laurie VandeSchoot

Calgary Fire Department

Keri Martens

Canmore Fire Rescue

Linda Speedy

J.D. Irving Ltd.

Ryan Montpellier

Mining Industry Human Resources Council

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