M A G A Z I N E Q4 2025 $15.95 Indigenous Entrepreneurship and Social Innovation Editorial: Canada’s Economic Transition Away from the United States Creates New Opportunities Meaningful Land Acknowledgements Help Move Beyond Performative Optics to Real Reconciliation Harness Collaborative Decision-Making to Create Better Business Outcomes for Companies and Indigenous Communities New Research Reveals Indigenous Entrepreneurs as Canada’s Economic Growth Secret • Redefining Success in the Modern Workplace • Strengthening Community Engagement Canada’s Fast-Growing Wellness Sector Links Physical Health With Mental Health MENTAL HEALTH AND SAFETY How Technology is Reshaping the Adult Learning Journey TECH ZONE Focusing on Value to Drive Better Healthcare Outcomes HEALTH CARE Cultivating Innovation: Integrating Cultural Competence into STEM Education MINORITIES IN STEM Sustainable Growth: The Rise of Green Investment ESG STRATEGY Funding and Fostering: How the Canadian Government Supports Innovation across the Nation. INNOVATION Life Coaching: Empowering the Next Generation to Achieve Success LIFE COACH DISABILITY WORKS Shaping the Future: Building the Next Era of Disability Employment EDITORIAL Canada’s Economic Transition Away from the United States Creates New Opportunities F or much of Canada’s history, its economic growth has been tightly intertwined with that of the United States. Shared borders, fully integrated supply chains, and a long-standing trade relationship have made the U.S. Canada’s dominant economic partner. However, over the last several years and accelerating in 2025, Canada has been intentionally reducing its reliance on America. Motivated by global instability, shifting political dynamics, climate commitments, and the desire for a more diverse export portfolio, Canada is changing where it trades, what it produces, and how its workforce will grow in the coming decades. One of the biggest issues is risk management. The U.S. accounts for nearly three-quarters of Canadian exports. This makes Canada vulnerable to political tensions, tariff disputes, and disruptions in U.S. markets. Recent trade disagreements have proven just how fast things can get thrown off balance. Policymakers and industry leaders have wisely concluded that Canada needs more diversified trade relation- ships for long-term stability. As a result, Canada has been strengthening economic ties across Europe, Latin America, and the Indo-Pacific. Trade agree - ments like the Comprehensive and Progressive Agreement for Trans- Pacific Partnership (CPTPP) and the Canada-EU Comprehensive Economic and Trade Agreement (CETA) are crucial to the trade shift. They expand access to global markets and reduce dependency on any one country. Canada is also investing heavily in industries poised for international growth, including clean energy, critical minerals, AI, aerospace, and advanced manufacturing. These sectors rely on global demand and multi- national collaboration rather than an exclusively U.S.-centered supply chain. Any country that changes its economic ties creates a dynamic situation that affects people. Existing employees need retraining and companies are chal - lenged to fill positions with people who have particular business and people skills. For example, there is a growing need for employees with skills in global business operations who can meet complex international trade regulations. Companies will also need employees who are skilled in working across cultures. The shift toward technology-intensive and green sectors is also reshaping the labor market. Engineers, software developers, cybersecurity professionals, environmental scientists, robotics technicians, and data specialists are among the most sought-after professionals in the country. Educational institutions and employers are collaborating more closely than ever to develop rapid upskilling and retraining programs. At the same time, the expansion of Canada’s global business footprint is increasing the number of remote and hybrid work opportunities. Many professional services roles—in finance, IT, design, research, consulting, and digital marketing—can now support or collaborate with global teams from within Canada. This is raising wage competitiveness and giving employees access to interna- tional career pathways without relocation. For Canadian businesses, new growth opportunities are developing. They include clean technologies, digital services, and agricultural innovation. Businesses already capable of scaling internationally will help Europe and the Asia-Pacific meet their growing demand in these areas. Businesses looking ahead can prepare now to take advantage of these inter- national opportunities, so that as they develop, they are ready. The CPTPP opens access to over 500 million consumers, meaning the opportuni- ties are endless. Another central area of opportu- nity lies in supply-chain resilience. As companies rethink logistics, distribu- tion, and sourcing, there is growing demand for solutions that help firms build more reliable international supply networks. This includes tech- nology platforms for tracking and managing goods, consulting services for navigating new trade frameworks, expanded inland ports, warehousing solutions, and new trade-finance services. The global energy transition also offers Canada remark - able opportunities. The country’s critical mineral reserves are essential to a variety of energy needs. The opportuni- ties range from mineral extraction to battery component manufacturing. Canada is poised to benefit as countries race to secure the limited materials needed for electric vehicle production and renewable energy systems. Looking ahead, Canada’s economic transition presents opportunities for the country, its labor force, and its busi- nesses. Growing and expanding global opportunities bene- fits everyone in Canada. It is important to remember that this economic transition is not a severing of ties with the U.S. The two countries will always do business together. However, this is an opportunity for Canada to build economic resilience and a future-ready economy. DiversityCan Magazine/Q4/2025 3 TABLE OF CONTENTS WORKPLACE CULTURE - I, II, III Human Capital And Strategy- I, II & III Briefs 7. DiversityCan Magazine/Q4/2025 4 Meaningful Land Acknowledgements help Move Beyond Performative Optics to Real Reconciliation Harness Collaborative Decision Making to Create Better Business Outcomes for Companies and Indigenous Communities New Research Reveals Indigenous Entrepreneurs as Canada’s Economic Growth Secret Editorial 3 Canada’s Economic Transition away from the United States Creates New Opportunities. Innovation 16. Funding and Fostering: How the Canadian Government Supports Innovation across the Nation. 18. Mental Health and Safety Canada’s Fast-Growing Wellness Sector Links Physical Health with Mental Health Communication and Conflict Resolution Build Bridges in the Workplace Leading Borderless Collaboration to Build Culturally Intelligent Remote Teams Personal Branding: Pointing the Career Compass Towards Success 27. Visible Minorities in STEM Cultivating Innovation: Integrating Cultural Competence into STEM Education 10 12 14 20 25 23 16 18 27 DiversityCan Magazine/Q4/2025 5 29. Disability Works Shaping the Future: Building the Next Era of Disability Employment 32. ESG Strategy Sustainable Growth: The Rise of Green Investment Trends and Issues - I, II & III United in Innovation:How Collaborative Partnerships Drive Supplier-Corporate Resilience Organizational Strength Through Continuous Performance Evaluation of Collaborative Partnerships Unleashing the Power of Innovation with Market Intelligence Sharing 40. Leadership Development Leading in the Digital age: Cultivating Leadership skills for the Virtual Workplace 42 Supply Chain Procurement Leveraging Data Analytics to Optimize Procurement Decisions 44. Travel Tip Explore the World’s Most Eco-Conscious Parks for Sustainable Adventures 46. Food Trends In Greece, Small Plates Create Big Moments of Togetherness Health Care 48 Focusing on Value to Drive Better Healthcare Outcomes 50 Tech Zone How Technology is Reshaping the Adult Learning Journey 52 Life Coach Life Coaching: Empowering the Next Generation to Achieve Success 54 Talent Management The Legal Forces Reshaping Talent Management around the World 56 HR Strategy Shaping the Hybrid Workplace: How HR is Transforming Work and Collaboration 36 34 38 40 42 44 46 48 50 52 56 58 Community News 29 32 DiversityPlus Magazine is not responsible for any unsolicited photographs, art or manuscripts. The publisher reserves the right to delete objectionable words or phrases in manuscripts and reject advertising that may be offensive. All photos are taken by DiversityPlus except those credited. @ 2025 All rights reserved Publisher Paradise Publishing Company Editor In Chief Paul Lachhu Managing Editor Mary Fusco Editorial Director William Boyd Contributing Editors Sandra Singh Melodie Pressley Sonny Meld Director of Digital Media Ray Phelps Vice President, Operations & Strategy Sarah Jia Production Director Jermaine Bliss Art Director Jonathon Bailey Assistant Art Director Kiran Kumar Multimedia Coordinator Paradise Design Studio Web Designer K R V Prasad Social Media Anil Kinthalis Cover Design & Graphics Paradise Design Studios Contributing Photographers Bill Haley Charles Winthrop Editorial Advisory Board Jose Santana Paul Lachhu George Atlas Sarah Jia Donna Chan Sue Mellon Reprints Paradise Design Studios CONTRIBUTING WRITERS Debra Jenkins | Belinda Jones | Donna Chan | Joseph Warren Robin Byrd | Ingrid Johnson | Jeremiah Prince | Malibu Kothari Betty Armstrong | Daniel Perez | Sharon Ross | William Bell Dave Desouza | Joshua Ferdinand | Karen White | Pamela Grant John Jacobs | Vincent Pane EDITORIAL DESCRIPTION: DiversityCan Magazine’s primary mission is to bring cutting edge information to thoughtful corporate Diversity and HR Executives, Women, Aboriginal and Visible Minority business to help create an environment for more diversity internally and contract opportunities to foster a strong diverse workforce. Equally important, is for corporations to understand the importance of helping their most talented employees grow and innovative minority suppliers build scale and become sustainable over the long term. HOW TO REACH US CORPORATE OFFICE: 2365 Finch Avenue West, Suite 207, Toronto, Ontario, M9M 2W8 Canada, Tel: 416-628-8473, 905 487 5398 ADVERTISING INQUIRIES: Phone: 416-628-8473, 905 487 5398 E-mail: sarah@diversitycan.com EDITORIAL DESK: Phone: 416-628-8473, 905 487 5398 E-mail: editor@diversitycan.com SUBSCRITIONS / CUSTOMER INQUIRIE: E-mail: sarah@diversitycan.com 2365 Finch Avenue West, Suite 207, Toronto, Ontario, M9M 2W8 Canada, Tel: 416-628-8473, 905 487 5398 Yearly subscription $45 Options expressed in DiversityCan Magazine articles are those of the authors and does not necessarily eflect the views of the management of Paradise Publishing Company. DISCLAIMER: TThe DiversityCan Magazine is published quarterly by DiversityCan and Paradise Publishing Co., 2365, Finch Avenue West, Suite 207, Toronto, Ontario, M9M 2W8 Canada, Tel: 416-628-8473, 905 487 5398. MAGAZINE ada DiversityCan Magazine/Q4/2025 6 BRIEFS F P Canada™ has announced the first five recipients of its new Diversity in Action Scholar- ship, created to support aspir- ing CFP® and QAFP® profes - sionals from underrepresented groups. The 2025 scholarship recipients are Efe Rich Akhibi, Manojkumar Ram- achandran, Joy Russell, Jay Saspara and Simon Nkotanyi—individuals whose varied backgrounds span financial ad- vising, insurance, technology, and busi- ness. Their personal essays highlighted goals such as empowering newcomers, offering culturally informed financial guidance, and exploring how AI can enhance financial planning outcomes. The scholarship covers enrollment in an FP Canada Institute™ qualify - ing education program and follows a rigorous application process that in- cludes essays and reference letters. FP Canada President and CEO Tashia Bat - stone said the initiative represents an important step toward a financial plan- ning profession that reflects Canada’s diverse population. Open to women, racialized persons, Indigenous peoples, 2SLGBTQ+ individuals, and persons with disabilities with demonstrated fi- nancial need, the scholarship supports FP Canada’s IMAGINE 2030 vision to expand inclusion and strengthen the future of financial planning in Canada. A tlantic Canada is at a pivot- al moment in its economic history, with significant momentum building across industries like clean ener- gy, defense, and tourism. In response, the Honourable Sean Fraser, MP for Central Nova and Minister responsible for the Atlantic Canada Opportunities Agency, has appointed the first-ever Atlantic Economic Panel to help guide the region’s next phase of growth. The panel, led by Don Mills and comprised of respected business leaders such as Cathy Bennett, Joyce Carter, and Mike Cassidy, will focus on identifying prac- tical solutions to boost productivity, create jobs, and unlock long-term eco- nomic potential. Their work will also address key structural, regulatory, and cultural barriers hindering the region’s growth. The panel will engage with busi- nesses and communities across Atlantic Canada in 2026 to gather insights and develop a set of recommendations for the Government of Canada. The final report, expected by the end of Summer 2026, will highlight strategies to drive investments, support small and medi- um-sized businesses, and strengthen communities. Emphasizing collabora- tion between government and the pri- vate sector, the panel aims to ensure that Atlantic Canada capitalizes on emerging opportunities while strength- ening its position in the global econo- my. This effort will contribute to the broader national goals of diversifying trade and attracting world-class talent. Minister Fraser launches major Atlantic growth push with top local business leaders HALIFAX, NOVA SCOTIA B MO has earned 11 honours at the 2025 Digital Bank- er Awards and the 2025 Qor u s - I n fos y s Fi nacle Banking Innovation Awards, highlighting its leadership in AI-driv- en banking, digital innovation, and client-focused solutions. Among its top recognitions were Best Payments Innovation for its work with Google Unified Push Provisioning, Best Dig - ital Initiative for its U.S. FundsNow check-deposit solution, and multiple awards for personalised, AI-powered capabilities such as the Mortgage Fore- casting Model and its Lumi Assistant. The bank’s Next Best Offer platform also received dual recognition for ad- vancing predictive personalisation at scale. BMO My Financial Progress, the bank’s digital goal-planning platform, secured additional awards for its im- pact on customer experience and dig- ital innovation across both programs. Executives praised the achievements as further proof of BMO’s commitment to delivering empathetic, data-driven tools that improve financial deci- sion-making. The recognitions under- score BMO’s progress on its Digital First strategy and reinforce its position as a leading innovator shaping the fu- ture of banking through technology. BMO Wins 11 Honours for AI and Digital Innovation TORONTO AND CHICAGO FP Canada™ Announces the First Recipients of the Diversity in Action Scholarship TORONTO, ON BRIEFS DiversityCan Magazine/Q4/2025 7 BRIEFS Air Canada Named North American Winner for Employee Experience Strategy at the Customer Centricity World Series Awards Manulife Launches Global Longevity Institute Committing $350M by 2030 to Accelerate Progress on Lifelong Health and Financial Resilience MONTREAL , QC TORONTO, ON A ir Canada has been named the North American Winner for Employee Experience Strate- gy at the sixth annual ARCET Global Customer Centricity World Series Awards, which recognise companies excelling in both customer and employee experiences. The airline re- ceived the prestigious honour for its inno- vative “Care & Class” initiative, aimed at enhancing the travel experience through elevated personal care. The program has already shown significant improvements in employee engagement and customer satisfaction by empowering frontline staff with insights to address customer needs, even in challenging situations. Tom Stevens, Vice President of Cus - tomer Experience and Service Oper- ations at Air Canada, expressed pride in the recognition and highlighted the initiative’s expansion to Canadian hubs and North American airports. He noted that by listening to employees closest to customers, Air Canada is able to create memorable moments and ensure peace of mind for passengers. Mark Hamill, CEO M anulife has launched the Longevity Institute, a global platform aimed at helping people live longer, healthier, and more finan- cially secure lives. Backed by a $350 million commitment, the Institute will focus on driving research, innovation, and partnerships to address the widening gap between lifespan and healthspan—the difference between how long people live and the quality of life they experience. Manulife’s Longevity Institute seeks to empower individuals by improving their physical, mental, and financial well-being at every stage of life, working to bridge this gap with programs that promote health, wellness, and financial readiness. The Institute builds on Manulife’s long history of supporting health and wealth through initiatives such as part- nerships with the National Institute on Ageing and the Milken Institute, as well as global Longevity Symposiums. With a focus on research and advocacy, it aims to help people make better health choices, gain financial confidence, and secure a of ARCET Global, praised the winners for their commitment to customer-first strategies, underscoring that the awards reflect the growing importance of cus- tomer experience in today’s competitive landscape. better future. As part of its broader vi- sion, Manulife will expand its efforts to reach more than 36 million customers, addressing the challenges of aging and creating a future where people thrive at any age. The launch follows John Han- cock’s Longevity Preparedness Index and builds on the company’s commit- ment to advancing longevity and finan- cial resilience globally. I n recognition of Mental Illness Awareness Week (October 5-11) and World Mental Health Day (October 10), Bell has announced a $10 million commitment to men- tal health in Canada for 2026. This new investment brings Bell Let’s Talk’s total funding to $194 million since its incep- tion in 2010. Bell Let’s Talk Day, which will be held on January 21, 2026, marks the 16th annual event dedicated to rais- ing awareness, fostering acceptance, and taking action on mental health. The 2026 theme, “Taking a Moment for Mental Health,” encourages Cana- dians to prioritize mental well-being, whether through self-care, supporting others, or acknowledging the societal importance of mental health through community events and conversations. Bell’s ongoing support has made a significant impact on mental health services in Canada. Since the launch of Bell Let’s Talk, the initiative has reached millions, providing funding to more than 1,500 organizations across the country, including hospitals, univer- sities, and local community services. It has also helped over 6.95 million Canadians access vital mental health resources. According to Mirko Bibic, President and CEO of BCE and Bell Canada, this continued commitment underscores Bell’s leadership in sup- porting mental health initiatives. Mary Deacon, Chair of Bell Let’s Talk, em- phasizes that in the face of rising mental health challenges, it is crucial to give mental health the attention it deserves. Bell to give another $10 million to support mental health in Canada TORONTO, ON DiversityCan Magazine/Q4/2025 8 A new study by Dr.Bill, a medical billing platform powered by RBCx, high- lights the significant role non-clinical administra- tive tasks play in physician burnout, an issue that has long plagued Canada’s healthcare system. While much of the conversation has centered around clin- ical paperwork and electronic medical records, this study is the first to focus exclusively on non-clinical responsibil- ities, such as billing, bookkeeping, and office management. Surveying nearly 500 Canadian physicians across vari- ous specialties, the study reveals that these administrative tasks consume an average of 7.5 hours per week, signifi- cantly contributing to stress and job dissatisfaction. Alarmingly, 72% of physicians reported that non-clinical work contributes heavily to burnout, with 77% noting it reduces the time they can spend with patients. Physician burnout in Canada is a growing concern, exacerbated by an increasing shortage of family doctors, with an estimated 6.5 million Canadi- ans currently without one. In Ontario alone, the number reaches 2.5 million. Dr.Bill’s study found that billing is the most time-consuming and challenging non-clinical task, and many physicians feel that their administrative burden is only worsening. Maris Lush, CEO of Dr.Bill, emphasizes that addressing administrative burdens, especially non-clinical ones, is crucial for improv- ing physician well-being and patient care. The study calls for better tools, policies, and support models to reduce these pressures and ensure a healthier, more sustainable healthcare system. New study exposes impact of non-clinical administration on physician burnout TORONTO, ON BRIEFS Government announces significant new support to help small business owners OTTAWA, ON T he Canadian government has announced several new initia- tives to support the growth of small- and medium-sized busi- nesses (SMEs). A key measure is the Canada Carbon Rebate for Small Businesses, which will provide over $2.5 billion in refundable tax credits to about 600,000 businesses. The rebate, which returns a portion of fuel charge proceeds from 2019-2024, will be automatically issued by the Canada Revenue Agency by December 2024. Additionally, the gov- ernment has introduced lower credit card transaction fees for SMEs, reducing inter- change fees by up to 27% starting October 19, 2024, potentially saving businesses $1 billion over the next five years. These actions are designed to ease the financial burden on SMEs, allowing them to reinvest in their businesses and contrib- ute to the economy. The government is also revising the Payment Card Industry’s Code of Conduct to improve transparency and dispute resolution for over 1 million business es that accept credit cards. This updated code will offer better tools for comparing payment processors and re- duce complaint response times by 80%. Minister Chrystia Freeland highlighted that these measures will empower SMEs to grow, create jobs, and strengthen local communities across Canada. Staples Canada’s 2025 Annual School Supply Drive Surpasses $1-Million Goal, Caps Milestone 20th Anniversary Year RICHMOND HILL, ON S taples Canada has successfully concluded the 20th anniversa- ry of its annual School Supply Drive, surpassing its $1-million fundraising goal for the first time. This record-breaking achievement brings the program’s total community im- pact to over $18 million since its inception in 2005. The campaign, which ran from July 28 to September 28, 2025, invited customers to donate at Staples stores nationwide in support of the Kiwanis Foundation of Canada and United Way Centraide. All funds raised went directly to supporting students and families across Canada, ensuring they had the supplies needed to succeed in school. In addition to the School Supply Drive, Staples Canada launched its an- nual “Gift of Giving” campaign in support of health equity, featuring a special candle and room spray gift set. Proceeds from this initiative support the Even the Odds partnership, which works to build healthy, vibrant communities across Canada. Sta- ples also extended its community engage- ment through partnerships, including the inaugural “Stuff-a-Bus for Schools” campaign in Edmonton and a Back to School Bus tour in Toronto benefiting SickKids Hospital families. The success of this year’s drive highlights Staples’ ongoing commitment to education and community support, helping to alleviate barriers to learning and health equity. DiversityCan Magazine/Q4/2025 9 Meaningful Land Acknowledgements Help Move Beyond Performative Optics to Real Reconciliation P erformance art has a place in modern society. Unfortunately, in recent years, some performance art has been happening in the place normally reserved for authentic acts of reconciliation. As land acknowl- edgements were adopted by activists and social justice warriors far from Canada’s borders, many were stripped of the deep meaning that made them powerful and replaced with virtue signaling and posturing. In response, Canadians as individuals and entities can remind the world what land acknowledgements are really meant to be. Far from a mere social media soundbite or sign- aling gesture, land acknowledgements are a part of an ongoing conversation with deep historical roots. They retain their power and purpose when they are done in an intentional and authentic way, with specificity and detail, and in the places and spaces where they are relevant to the situation. Creating Authentic Land Acknowledgements Begins With Mindset Authentic land acknowledgements are rooted in a desire for real understanding and recon- ciliation. A non-Indigenous Person or entity is considered a guest on tribal or traditional land holdings. In many cases in Canada, unlike other regions of the world, these lands were never formally ceded to other governments or groups. Land acknowledgements, which have been used for thousands of years by tribes and Nations visiting other tribes and Nations, are an established form of etiquette. They are a protocol for diplomacy and nuanced interac- tion. As a result, non-Indigenous people can use the land acknowledgement structure to begin a conversation or activity from a posi- tion of cultured politeness between equals, and having this attitude about it helps create Workplace Culture I Panned elsewhere as little more than performative gestures, Canada can show the world the true value of land acknowledgements by keeping them authentic, specific, and relevant. more authentic and meaningful land acknowledgements. Why Being Specific in Land Acknowledgements Matters Another factor in making land acknowledgements meaningful is specificity. Some of the ways performative virtue-signalers from other countries have corrupted and degraded land acknowledgements are by making them overly generalized or by giving acknowledgements to the wrong groups. This comes -By Debra Jenkins DiversityCan Magazine/Q4/2025 10 off as lazy, insensitive, or intentionally rude, and can create an environment of upset, mistrust, or hostility. Being appropriately specific in a land acknowledgement thus requires preparation and a bit of research. Within Canada, resources like the Friendship Centres, the Whose Land website, and the Guide to Acknowledging First Peoples & Traditional Territories from the Canadian Association of University Teachers can help with maps, information on relevant treaties, and even pronunciation coaching to get traditional names right. In some cases, these organizations can also provide templates and suggested scripts to help non-Indigenous people and entities see where and how to incorporate specific people, places, and treaties into a fully fleshed out land acknowledgement. Done well, a highly specific land acknowledgement commu- nicates that the person or entity giving the acknowledgement has put time and effort into the statement. It reflects an authentic desire to be a quality partner in negotiations, events, and commu- nity development. This can help build trust, open doors, and keep a productive conversation for reconciliation and ongoing partnership. Keep Land Acknowledgements Relevant A third factor in a quality land acknowledgement is keeping the acknowledgement relevant in the context of the conversation, activity, or event that’s taking place. Acknowledgements that are treated as tick-box actions or items to be accomplished before the “real business” begins are not relevant, integrated parts of the experience. It would be better to skip them entirely than to do them in an irrelevant or disrespectful manner. Relevance can mean making an effort to connect the statement to people present at the event or taking part in the conversation. It can mean presenting the acknowledgement in the context of a specific institution or company’s history in the area and their specific actions in relation to the land and people. Or, it can mean tying the acknowledgement to ongoing or future actions in the space with regard to Indigenous, First Nations, or Inuit groups. Look to Leading Organizations for Examples of Authentic, Specific, and Relevant Acknowledgements Certain organizations in Canada are already making land acknowl- edgements a meaningful and well-integrated part of their oper- ations. This helps with reconciliation and ongoing relationships with native people and places. For example, the City of Toronto has a land acknowledgement that is noted for its highly specific elements, including names of tribes and treaties, and the way it acknowledges both past actions and the area’s ongoing Indigenous presences. In Calgary, the Mount Royal University’s institutional land acknowledgement was recognized for incorporating updates in 2024 to reflect more accurate First Nations names and Métis Nation regional boundary changes, showing that acknowledgement statements are living statements and a part of current cultural dialogue, rather than static elements locked into a specific moment in time. The Neil Squire Society land acknowledgement guidelines, also updated in 2024 with the help of Commons Consulting, incorporate recog- nition of unceded lands and territories. For another approach, consider the form of the acknowledge- ment. The Canadian Opera Company makes a practice of commis- sioning land acknowledgement statements to be performed by a variety of artists before each performance, showing that acknowl- edgements don’t have to be dry text or spoken-word only expe- riences. As an individual, actor Cliff Cardinal developed a stage show called “The Land Acknowledgement, or As You Like It,” which he took on tour across Canada. This further opened doors to a fresh form factor for acknowledgement and reconciliation conversations. In all, there are many organizations across Canada making a real effort to bring forward meaningful land acknowledgements. This is different from other places and spaces, where acknowl - edgements are stripped of their deeper meaning and used to provide “good optics” or virtue-signaling moments. Though there is room for more to be done, Workplace Culture I By choosing to be authentic, specific, and relevant with land acknowledgements, Canadian organizations and individuals can provide a contrasting and more meaningful example for the world. DiversityCan Magazine/Q4/2025 11 Workplace Culture II HARNESS COLLABORATIVE DECISION MAKING TO CREATE BETTER BUSINESS OUTCOMES FOR COMPANIES AND INDIGENOUS COMMUNITIES Even as Canadian firms focus on bottom-line results, there is room for collaboration and community engagement. It’s not just good public relations – it’s a means to unlock better business results. F or-profit organizations are designed to make money as their primary goal. There can thus be an understandable tension at a very founda- tional level between for-profit businesses and the environment around them. Regulatory agencies, governmental groups, and various community organizations and entities all want to influence how business is done – even if it has a negative bottom-line impact – in the name of a greater good. In this kind of economic reality, the biggest wins, financially and socially speaking, come from situations where incentives can align. One best practice to make those incentives line up in a mean- ingful way is collaborative decision-making with Indigenous stakeholders. By using collaborative decision-making strategically, firms can address historical decision-making practices that no longer work, uncover prof- itable partnerships, and create a sustainable economic growth engine in their communi- ties that benefits everyone involved. New laws make historical decision-making practices untenable Historically, governing bodies rooted in European traditions have tended to make unilateral decisions. With a focus on enforcing hierarchical control and the purely transactional elements of business, this decision-making process largely disen- franchised Indigenous peoples. In Canada particularly, this style of decision-making alienated Indigenous groups, destroyed trust, and in many cases also destroyed family structures, tribal territories, real assets, and the environment. In reaction to this legacy and pattern of behavior, Canada has worked with First Nations, Métis, and Indigenous leaders for decades to design a new framework for business decisions. These days, Canadian -By Robin Byrd DiversityCan Magazine/Q4/2025 12 corporations and government groups are bound by frameworks like the TRC Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP), which prohibit the one-sided, top-down, “might is right” style decisions of the past. Instead, the emphasis is on Free, Prior, and Informed Consent (FPIC) from Indigenous communities. This change in what’s permissible, especially over the last five years, firms up many shifts in the business community. Yes, there are decisions that now take longer, or that have final forms that are very different from the initial proposals. Yet this more collaborative decision-making style is also unlocking more sustainably successful and enduring business results. Successful Collaborative Decision-Making Examples From the Real World of Business There are many examples of how collaborative deci- sion-making protocols are transforming Canadian industries in ways that have lasting effects. Take Enbridge, which is now partnering with 23 First Nations and Métis communities in decisions around pipeline infrastructure. In one deal in 2022, $1.12 billion CDN in equity in a project was granted to the tribal partners. The dividends from that equity fund projects across the region, including providing for new teachers, elder care supports, and enhanced infrastructure in local communities. This stake in the outcome and invitation to be present in the process from the start helped make the project something that improved community relations and conditions even as the project itself generated profits for the firm. In another equity-led project grouping, the First Nations Major Projects Coalition (FNMPC) reports that over the next 10 years, some $525 billion CDN in capital investment in energy and mining projects is expected. This includes projects like the Hydro One 50-50 First Nation equity opportunity in the Chatham-to-Lakeshore transmission line in Ontario and wind-to-hydrogen opportunities in Newfoundland. By bringing in partners early, in the nascent development stages, companies and development groups can help ensure these projects and others – advance through to completion in less time, at lower risk levels, and with fewer regula- tory issues. A northern engineering company, Tetra Tech, took a slightly different approach. Rather than granting equity in existing ventures, Tetra Tech formed new joint ventures with First Nations, such as Kiggiak-EBA, Nehtruh-EBA, and NELPCo. These firms provide employment opportunities while cultivating shared decision-making in northern community development projects. It also helps Tetra Tech tap into the innovation power of Indigenous groups. The latest surveys reveal Indigenous people are starting businesses at five times the rate of non-Indigenous people in Canada right now, providing new ideas and new energy to business opportunities. Key Takeaways for Business Leaders who want to Take Pride in how Their Firms Make Profits For businesses that would like to do more with collaborative decision-making, there are a couple of key elements that must be in place. Going halfway often leads to a breakdown in the process and no decision being made. Far better to lean into best practices and actually get results! First, collaborative decision-making relies on early and ongoing involvement of all the key stakeholders. Bringing in Indigenous partners at the end or as “rubber stamp” partners is not going to work out (especially in today’s regula - tory climate). Instead, begin conversations at the point of project conception. Next, show respect and treat partners as true equals. Many Indigenous leaders have a deep knowledge of what works in their spaces and places, and take stewardship and environmental care very seriously. Centering this knowledge and expanding its capacity for use in the final project form helps ensure development projects or corporate ventures will have the buy-in and grounding they need to succeed. Finally, use each decision-making opportunity as a springboard for building additional capacity in the next round. Consider it an infinite game with an ever-expanding loop of possibilities. By investing in training, employment, and business development that lasts beyond a one-off or temporary deal, businesses can break out of purely transactional business models and move into a more fruitful collaborative phase. All in all, it is estimated that For businesses looking for additional profit opportunities, that’s a golden opportunity. By turning away from the unproductive decision-making proto- cols of the past and leaning into collaboration as a key matter of business, firms can create better outcomes for themselves and everyone around them. Workplace Culture II Greater collaboration between Indigenous and non-Indigenous Canadians could add as much as $27.7 billion CDN to the country’s GDP. DiversityCan Magazine/Q4/2025 13 NEW RESEARCH REVEALS INDIGENOUS ENTREPRENEURS AS CANADA’S ECONOMIC GROWTH SECRET Workplace Culture III A fresh study shows Indigenous entrepreneurs are the fastest- growing group in Canada’s economy. With additional support from strate- gic business partners, they could be doing even more. H ow bright is Canada’s economic future? It depends on one’s perspective. Mainstream economic advisory groups, for example, offer an overall dim perspective of the year ahead. As recently as September 2025, Vanguard cautioned investors on Canada’s growth prospects, pointing to rising unemploy- ment rates, inflationary concerns, and lingering uncertainty around tariffs. Yet buying into this “dimmed” outlook wholeheartedly overlooks a rising power within Canada’s entrepreneurial scene. Indigenous-led businesses have been on an absolute tear over the last five years, achieving double-digit growth levels year over year and adding more than $31 billion CAD to Canada’s gross domestic product (GDP). Even better? There are no signs of this growth slowing down. In fact, according to a 2024-2025 study commissioned by the Indigenomics Institute in partnership with Mastercard, in the coming years Indigenous-led businesses could begin contributing $100 billion or more each year to Canada’s GDP. Small Businesses with a big Impact At present, there are more than 50,000 Indigenous-led businesses in Canada. In terms of geographic concentration, there are more - By Joshua Ferdinand DiversityCan Magazine/Q4/2025 14 Indigenous-led businesses in the Western provinces, but there are thousands in each province, including the far North. Most are small businesses, with less than 10 employees each, though they may do hundreds of thousands or millions in revenue. Still, despite their relativ