Women in Business 2021

BIV MAGAZINE

WOMEN IN BUSINESS 2021

NARGES NIRUMVALA

FINDING YOUR VOICE

SHECESSION HOW THE PANDEMIC IMPACTED WOMEN

BIV_WIB2021_32_FinalR.indd 1

INFLUENTIAL WOMEN RECOGNIZING CHEFS AND RESTAURATEURS

KASARI GOVENDER B.C.’S HUMAN RIGHTS COMMISSIONER

2021-09-22 2:55 PM

pwc.com/ca

Inclusion and diversity is at the heart of our community

©2021 PricewaterhouseCoopers LLP, an Ontario limited liability partnership. All rights reserved. 08/10 983587

BIV_WIB2021_32_FinalR.indd 2

2021-09-22 2:55 PM

BIV_WIB2021_32_FinalR.indd 3

2021-09-22 2:55 PM

BIV MAGAZINE

4 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

CONTENTS

BIV MAGAZINE

WOMEN IN BUSINESS 2021

NARGES NIRUMVALA

FINDING YOUR VOICE

SHECESSION HOW THE PANDEMIC IMPACTED WOMEN

COLUMN

COLUMN

KASARI GOVENDER B.C.’S HUMAN RIGHTS COMMISSIONER

PRESIDENT: Alvin Brouwer PUBLISHER AND EDITOR-IN-CHIEF, BUSINESS IN VANCOUVER; VICE-PRESIDENT, GLACIER MEDIA: Kirk LaPointe EXECUTIVE EDITOR: Hayley Woodin DESIGN: Petra Kaksonen PRODUCTION: Rob Benac CONTRIBUTORS: Jane Adams, Nerissa Allen, Jill Earthy, Dene Moore, Ilana Schonwetter, Elana Shepert, Hayley Woodin DIRECTOR, SALES AND MARKETING : Pia Huynh SALES MANAGER: Laura Torrance ADVERTISING SALES: Blair Johnston, Corinne Tkachuk, Chris Wilson ADMINISTRATOR: Katherine Butler RESEARCH: Anna Liczmanska, Albert van Santvoort

13 COLUMN

INFLUENTIAL WOMEN RECOGNIZING CHEFS AND RESTAURATEURS

COLUMN

Women in Business 2021 is published

by BIV Magazines, a division of BIV Media Group, 303 Fifth Avenue West, Vancouver, B.C. V5Y 1J6, 604-688-2398, fax 604-688-1963, biv.com.

SCHONWETTER—10

ADAMS—12

EARTHY—18

22

ALLEN—2o

FEATURES 6 SHECESSION How COVID-19 set back workplace progress 13 WOMEN IN THE C-SUITE CEOs discuss leading with compassion 22 FINDING YOUR VOICE Speaking up in the boardroom and online 25 INFLUENTIAL WOMEN Recognizing female chefs and restaurateurs 28 Q&A WITH KASARI GOVENDER B.C.’s first Human Rights Commissioner

Copyright 2021 Business in Vancouver Magazines. All rights reserved. No part of this book may be reproduced in any form or incorporated into any information retrieval system without permission of BIV Magazines. The publishers are not responsible in whole or in part for any errors or omissions in this publication.

ISSN 1205-5662 Publications Mail Agreement No.: 40069240.

Registration No.: 8876.

Return undeliverable Canadian addresses to Circulation Department: 303 Fifth Avenue West, Vancouver, B.C. V5Y 1J6 Email: subscribe@biv.com Cover photo by Kristine Cofsky

MORE 14 INFOGRAPHIC Data on women in Canadian business 21 LIST DATA B.C.’s biggest women-owned businesses

6

BIV_WIB2021_32_FinalR.indd 4

PRODUCED BY

2021-09-22 4:52 PM

BIV MAGAZINE

| 5

LETTER FROM THE EDITOR The economic impact of the pandemic has been far-reaching, wide-ranging and, ultimately, unequal.

Sectors such as hospitality and tourism, which disproportionately employ women, were among the hardest hit by regulations imposed to curb the spread of COVID-19.

Women are also disproportionately represented on the frontlines of care in hospitals and seniors homes, in roles exposed to the pandemic’s mental, emotional and health impacts.

Women in the workforce have been more likely to assume informal caregiving and homeschooling responsibilities, potentially at the expense of career progression and opportunity.

In many instances, vulnerable and marginalized women have been made more vulnerable, and have become more marginalized.

BIV_WIB2021_32_FinalR.indd 5

The bottom line? The pandemic has set progress toward global gender parity back by a generation, according to the World Economic Forum. At our current collective rate of progress, it will take more than 135 years before women and men have equal access to economic, health, political and educational equality around the globe.

T here are many issues affecting women in business that deserve attention and space in this magazine, but it is hard to ignore how the pandemic has exacerbated those issues. Our lead story in this issue of Women in Business dives into what has been described as a global “Shecession” (p. 6).

Our other features look at how women are represented at the C-suite level in corporate Canada (p. 13), and how women can find their voice in the physical and virtual boardroom (p. 22).

Columns fron contributors reflect on funding opportunities for women in B.C. business (p. 18), insight on financial planning (p. 10), on women in life sciences (p. 12) on how to adapt to change (p. 20).

This issue also features a Q&A with B.C.’s first Human Rights Commissioner (p. 28) and recognizes female chefs, restaurateurs and foodservices leaders (p. 25).

This edition comes at a time of continued uncertainty. We likely won’t be returning to our pre-pandemic version of “normal,” and that offers an opportunity to consider how we can rebuild a more fair, inclusive and equal society.

Hayley Woodin Executive editor, Business in Vancouver

2021-09-22 4:59 PM

SHECESSION How the pandemic affected women’s progress in the workplace

BIV_WIB2021_32_FinalR.indd 6

2021-09-22 2:56 PM

| 7

ELANA SHEPERT

T

he COVID-19 pandemic has affected many people across B.C. and Canada – but experts say women were particularly hard hit.

The World Economic Forum’s Global Gender Gap Report 2021 finds that it will now take an additional 36 years for women to achieve gender parity due to the global health crisis, an increase to 135.6 years from 99.5 years to close the gender gap.

In what’s been termed the “shecession,” women have been disproportionately affected by the pandemic, as needs for childcare rose and female-dominated industries suffered significant job losses.

Before the pandemic, Tina Strehlke, CEO of Minerva BC, tells Women in Business that Canada was making significant progress toward achieving gender equality from an educational standpoint. When it comes to jobs, however, she notes that there was already a significant disparity for women.

“Canada has always had a gap for women’s participation in the workforce,” she says. “Women tend to be segregated in certain occupations that tend to be more part-time or precarious, sort of less stable higher earning employment.”

Now, women in B.C. face additional barriers re-entering the workforce as many female-dominated jobs are slow to recover. Strehlke notes that finding quality childcare may also pose an issue, too.

With women reporting high levels of “anxiety, burnout and depression,” she adds that it may also take some individuals longer to return to the workforce. ‘ “This is the first time that women were more likely to lose their jobs,” she says.

Iglika Ivanova, senior economist and public interest researcher at the Canadian Centre For Policy Alternatives (CCPA), authored a report on inequalities in B.C.’s economic recovery, which looked closely at how women (and other groups of workers) did in the first year of the pandemic.

Statistics Canada created the term “labour underutilization” to highlight people who are unemployed but want to work and are actively seeking employment, as well as those who haven’t looked for a job because they believe a job in their

BIV_WIB2021_32_FinalR.indd 7

field will not be available due to the pandemic.

The term also includes people who aren’t unemployed but are working significantly less, adds Ivanova.

“Normally in recessions men are more likely to lose their jobs,” she explains. “This is the first time that women were more likely to lose their jobs.”

Much of the economic impact came out of public health orders, notes Ivanova, which affected particular sectors much more than others. “Normally most sectors of the economy are affected equally by a recession.

“It just so happens that our labour market is still somewhat segregated by gender and race in different occupations. Women are more likely to work in accommodation and food services.”

The other reason women were hit hard during the pandemic was caregiving. “We know from surveys – even before the pandemic – that women were doing more unpaid caregiving work than men.”

If a parent needs to quit their job or scale back hours to care for children, it is typically the mother who stays home, she adds.

The Canadian Recovery Caregiving Benefit (CRCB) was created to compensate people who can’t work because they are taking care of children. The majority of applicants who have applied for the benefit are women. As of July 18, 2021,

Iglika Ivanova is a senior economist and public interest researcher at the Canadian Centre For Policy Alternatives • SUBMITTED

THIS IS THE FIRST TIME THAT WOMEN WERE MORE LIKELY TO LOSE THEIR JOBS j Iglika Ivanova Senior economist and public interest researcher CCPA

2021-09-22 2:56 PM

BIV MAGAZINE

8 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

SHECESSION

Brenda Bailey, B.C.’s parliamentary secretary for technology and innovation, at a tech roundtable hosted by Premier John Horgan in July • PROVINCE OF BC/FLICKR.COM

the Canada Revenue Agency reports that 274,100 women applied for the benefit compared to 163,320 men.

“We know when women drop out of the workforce for a period of time, for example for parental leave ... it can have an impact on their earnings for quite some time. They miss out on promotions,” Ivanova says.

Programs like the Canada Pension Plan are based on the number of years worked, she notes. Dropping out of the workforce, even for a year, has a long-term impact. “We can’t just brush that off.”

Women may stay in violent situations due to economic precarity and many are currently jobless. Now, an expert group has delivered the framework and content of Canada’s first National Action Plan on Gender-Based Violence to the federal government.

The actionable plan serves as a roadmap to prevent violence and support survivors and their families, notes MacDougall. Most importantly, she underscores, it will “save lives.”

OPPORTUNITIES AHEAD

DOMESTIC VIOLENCE DURING THE PANDEMIC

While isolation is key to slowing the spread of COVID-19, lockdown measures had debilitating repercussions for many women in the province.

In 2020, Angela Marie MacDougall, executive director at Battered Women’s Support Services, says the centre saw a staggering 300% increase in calls during the first half of the pandemic.

BIV_WIB2021_32_FinalR.indd 8

As many women struggle to return to their previous occupations, B.C. Parliamentary Secretary for Technology and Innovation Bailey says the technology sector has a great deal of opportunities for women.

“There’s more opportunities, not less – particularly because there’s a shortage of workers in tech,” she explains.

“I really believe that technology is the future.”

Over the last few decades, the technology sector has

2021-09-22 2:56 PM

| 9

grown more diverse. With that in mind, Bailey says programs that encourage women to enter the industry are vital.

“It’s hard to fight stereotypes,” she says. “We’re looking at questions like, ‘Is it necessary that somebody has a four-year degree from a university, or is it possible that someone who [is taught] at work or does training or a certification from [a company like] Microsoft can get that?’”

Often, the cost of a tech education prevents women from considering the career change, she adds. Getting certified at work allows women to avoid paying for a four-year degree.

Bailey also feels optimistic about changing attitudes toward childcare. “People have started to understand that childcare isn’t just a social program.

“It is an economic imperative.” É

Minerva BC CEO Tina Strehlke notes women were making significant progress in the workplace before the pandemic • SUBMITTED

Manning Elliott Partners Assisting Small Business Owners and Shareholders

Andrea Armitage, Partner

Sheryne Mecklai, Partner

Abbotsford: 201 – 2001 McCallum Road, Abbotsford, BC V2S 3N5 Burnaby: 225 – 9600 Cameron Street, Burnaby, BC V3J 7N3 Surrey: 302 – 2626 Croydon Drive, Surrey, BC V3Z 0S8 Vancouver: 1700 – 1030 W Georgia St, Vancouver, BC V6E 2Y3

www.manningelliott.com

BIV_WIB2021_32_FinalR.indd 9

2021-09-22 2:56 PM

BIV MAGAZINE

10 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

FIVE FINANCIAL LESSONS I WOULD TELL MY YOUNGER SELF It’s never too late – or too early – to set a financial plan

ILANA SCHONWETTER

Money has the power to change the course of one’s life significantly, and developing healthy financial habits from a young age will take your funds further. If you could go back in time, what adv ice wou ld you g ive you r younger self when it comes to financial accountability? As an investment advisor, I regularly help clients of all ages, in different life stages, navigate through their financial plans, and many wish they had started to take planning their finances more seriously at an earlier age. While I think that it’s never too early, or too late, to start managing your money better, here are a few items I wish I could have told my younger self.

START SAVING EARLY

When you are young, you often think that you have lots of time left to save for your goals. I tell young people to get into the habit of saving today, even if it is just small amounts, as it will eventually become second nature. To start, I suggest setting up small automatic deposits from every pay cheque into a savings account, and gradually increase the amounts as your pay cheques grow.

START THINKING ABOUT INVESTMENTS

When you’re young, you have a lengthy investment horizon, and can afford to be more aggressive with your investment choices with the aim of achieving superior returns. With decades to save for retirement, regularly putting away even a few dollars can build to a sizeable amount. In general, your portfolio should strongly favour equities over bonds, while retaining a portion in cash and stable investments like term deposits (guaranteed investment certificates or GICs) for emergencies and meeting short-term goals. When you’re young, market corrections can be positive; they present an opportunity to add to your portfolio at lower prices.

THE POWER OF TIME AND COMPOUND GROWTH

Wealth saved early and left to grow can do so exponentially if properly invested. Compounding is more effective over long periods, so I always suggest starting as early

as possible. For example, if you started with a $10,000 investment and added $1,000 per month, averaging a 6% return, over 10 years your investment would grow to $176,000. If you never added another dollar but left your investment to grow another 10 years, it would grow to over $315,000. This is the power of time and compound growth when you start early.

DON’T UNDERESTIMATE YOUR GOALS

Don’t underestimate what you can accomplish in the long-term. Often, when we set goals or savings targets that are unrealistic for the next year, we set ourselves up for failure. However, if we set a large long-term goal and break it up into bite-size pieces, the likelihood of success is far greater. Yet many people are afraid to set long-term financial goals because they may seem unattainable. I tell these clients to think about what they have accomplished with their business or personal life over the last 10 years.

Would you have believed you could make so much progress over that period? We all know a decade goes by in the blink of an eye, so don’t be afraid to set big goals.

BE DISCIPLINED

Forming strong habits when it comes to money will benefit you for the rest of your life. It is important to pay off your monthly bills in a timely fashion, and avoid spending beyond your means to prevent running into debt. Learn to identify the difference between your needs and your wants.

We often tell ourselves we need an item or experience, when really it’s a want. Try to keep a balance between enjoying life now, but not at the expense of your future.

As you go through life, there are many milestones that impact your finances, such as graduating school and getting your first job, getting married, buying a home, having kids or retiring. And you will more than likely hit a few bumps along the way. A well thought-out financial plan can help you prepare for everything that might come your way. No matter your age, if you haven’t developed a financial plan or refreshed it recently, connect with an advisor who can help ensure you’re set up to reach your future goals, and you don’t miss any saving opportunities. É Ilana Schonwetter is an investment advisor at BlueShore Financial with over 25 years of experience in the financial services industry.

She has worked with high-net-worth individuals in Canada and abroad and holds a number of financial designations.

A WELL THOUGHT-OUT FINANCIAL PLAN CAN HELP YOU PREPARE FOR EVERYTHING THAT MIGHT COME YOUR WAY

BIV_WIB2021_32_FinalR.indd 10

2021-09-22 4:44 PM

BIV_WIB2021_32_FinalR.indd 11

2021-09-22 2:56 PM

BIV MAGAZINE

12 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

MORE WOMEN NEEDED IN STEM LEADERSHIP ROLES Action is needed to uproot entrenched cultures and address the industry’s gender gap

JANE ADAMS

We have a strong focus on innovation and research that is propelling the health and life science sectors in British Columbia. Our provincial government has invested millions of dollars to help develop more STEM (science, technology, engineering and math) related programs and initiatives in schools to encourage more enrollment in STEM fields.

What has become most evident during these COVID-19 pandemic times, is the vital role the technology, health and life science sectors play in this global health crisis. It has never been more important for scientists, researchers, clinicians and healthcare to work together to develop solutions to combat COVID-19, and other ever-growing challenges facing our planet.

It’s promising to see more women graduating from STEM-related post-secondary studies in B.C., at more than 54%. In fact, my own daughter and all her female school friends chose to go to post-secondary and a significant number of them are pursuing careers in science, engineering, business and medicine. Yet, many of them struggle. Their struggles are not academic, but rather, they face ongoing challenges with stereotyping that is normalized under the broad banner of institutional culture.

There is a huge gender gap in the STEM workforce, with women being largely underrepresented and only making up between 15% and 20%, and even fewer women are in STEM leadership roles, at less than 10%. There is simply not enough women working in STEM jobs, particularly in senior management roles, and this disparity is not viable or sustainable for the growth and success of our B.C. economy.

I’ve witnessed elements of this stereotypical culture in my own field of practice, healthcare.

I have spent the last 27 years leading hospital foundations.

Hospitals are hierarchical organizations with entrenched cultural norms, which, until recently, reinforced women in supporting roles.

Healthcare and hospitals in particular are unique. More than 75% of all hospital employees are women. One third

of professionally active physicians are women, as are 90% of home health workers. Hospitals and publicly funded hospitals also suffer from a shortage of female leaders, with only 19% of women in hospital CEO roles, and even less in healthcare companies, at only 4%. In the Fortune 500, only one healthcare company has a female CEO. This absence of women in executive roles can no longer be explained simply by discriminatory or exclusionary hiring policies, nor can it be attributed to lack of talent. I believe a major contributing factor for the absence of women in leadership roles is normalized discriminatory practice reinforced by entrenched culture.

We have an opportunity to reverse this way of thinking.

Each and every one of Canada’s hospital and healthcare employees, physicians and volunteers have the opportunity to contribute to positive change. People in formal leadership roles especially must be vigilant and must authentically reinforce inclusive practices at all times.

Our team at the Surrey Hospitals Foundation strives for diversity and inclusivity and is made up largely of women.

We also support a culture that acknowledges, promotes and rewards talent regardless of gender. Together with Fraser Health, we recently created the role of Fraser Health’s first senior clinical research scientist dedicated 100% to research, and appointed Dr. Xiaowei Song because she is a brilliant neuroscientist who is conducting ground-breaking research in brain health.

We also provided funding for a COVID-19 research team that is led by Kate Keetch, director of evaluation and research services at Fraser Health, so that they can contribute to vital evidence-based knowledge needed to combat the pandemic.

Although culture has its roots in the past, it is strengthened and reinforced in the present. Every action, every statement we make, either supports or alters institutional culture. Each of us can practice individual responsibility for altering and bending a discriminatory culture, and to respectfully challenge unconscious biases that immediately disqualify female candidates or diverse candidates.

Relentless positivity is contagious, and our workplaces and our patients will be the better for it. É Jane Adams is president and CEO of the Surrey Hospitals Foundation. She was named one of Canada’s Most Powerful Female CEOs in 2020.

I BELIEVE A MAJOR CONTRIBUTING FACTOR FOR THE ABSENCE OF WOMEN IN LEADERSHIP ROLES IS NORMALIZED DISCRIMINATORY PRACTICE REINFORCED BY ENTRENCHED CULTURE

BIV_WIB2021_32_FinalR.indd 12

2021-09-22 2:56 PM

BIV MAGAZINE

| 13

WOMEN IN THE C-SUITES Their advice? ‘Do the work’ and lead with compassion

Esther De Wolde is co-founder and CEO of Abbotsford-based Phantom Screens Solutions • ROB KRUYT

BIV_WIB2021_32_FinalR.indd 13

2021-09-22 2:56 PM

BIV MAGAZINE

14 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

WOMEN IN THE C-SUITE

Nurse Next Door president and CEO Cathy Thorpe believes in vulnerable and compassionate leadership • ROB KRUYT

HAYLEY WOODIN

I

n 2006, only 23 women held named corporate positions at Canada’s largest publicly traded companies. Fifteen years later, that number has grown, but only to 52.

According to the most recent Rosenzweig Report, men outnumber women in named executive officer positions at a rate of more than nine to one at the biggest businesses in the country, with women claiming 9.8% of these named positions last year, up from 8% in 2020.

Just four women lead Canada’s largest corporations as chief executive officers.

“The good news is that the number of female executives from the time of our first survey in 2006 has doubled, and a 2020 decline has reversed. But failing to reach even 10% in 2021 says we have a long way to go,” writes Jay Rosenzweig, managing partner at Rosenzweig & Co. “Projected at this glacial rate, it will be 2050 or longer before we even get to 30% female participation, much less parity.”

Of the 52 women highlighted in this year’s Rosenzweig Report, five – or 9.6% – help lead B.C.-based companies, including Teck Resources Inc., Lululemon Athletica and

BIV_WIB2021_32_FinalR.indd 14

Methanex Corp.

Representation improves when the pool of companies examined is expanded beyond Canada’s Top 100 multibillion-dollar business club.

Data compiled by Osler shows that of the 639 S&P/TSX-listed companies that reported the number of female executives they employed in 2019, more than half had at least one woman in a corporate leadership position. Some 28% had just one, while another 37% had more than one.

Statistics show that corporate diversity and inclusion in Canada has improved over time. But modest improvement is not necessarily encouraging to women who have their sights set on the C-suite. Women in Business asked female CEOs who lead large organizations for their insight and advice.

“I never give it thought that I’m a female,” says Esther De Wolde, co-founder and CEO of Phantom Screens Solutions, the brand leader in North America for retractable screens.

2021-09-22 2:56 PM

| 15

“That might sound crazy.”

Only one in four manufacturing leaders are female, according to the Thomas Industrial Survey: Women in Manufacturing Benchmark Study 2020. But that statistic hasn’t held De Wolde back from growing her Abbotsford-based business as CEO for the past 29 years.

“I honestly think that if we just focused on: what does it take to be a leader, and really pursue those traits and learn them and develop them. I personally have never been held back because I’m female,” says De Wolde, whose company employs about 235 people.

“The cream rises. I really believe that there’s not a male cup and a female cup. I really believe cream rises,” she says. “Having said that, I believe everyone is equal, but we’re not all the same.”

One personal and professional challenge De Wolde points to is finding the balance between motherhood and corporate leadership, without feeling guilt. On the flip side, she believes women have an advantage when it comes to harnessing and developing soft skills. Marrying those with hard skills, and doing the work to progress, she describes it as “a superpower.”

“I think it’s understanding why women maybe aren’t represented as much. Just understand the reasons without making it about the other gender’s fault.

Work on yourself.”

When asked what advice she might have for women

BC

who feel they need to play a part to get a promotion or to progress in their careers, Cathy Thorpe, president and CEO of Nurse Next Door, echoes De Wolde’s comments about doing the personal work.

She also says, “Be disruptive.”

“Build your inner confidence, because I think when you build your inner confidence, and you’re not looking for the external world to validate you, you can do anything,” says Thorpe.

“Women have incredible messages. They have incredible leadership styles. And I think, how do we embrace that and get really excited? Let’s break this open and step into all that we can be.”

Since 2001, Nurse Next Door has delivered more than 3.7 million home care visits and has grown to more than 200 franchise locations across Canada, the United States and Australia. One might have assumptions about the skills, mindset and attitude required to lead and grow a multinational business, but Thorpe says success can be found in vulnerable and compassionate leadership.

“I think you spend part of your career trying to [figure out] how do you show up as a leader, and then it’s like, ‘Oh, you just show up as yourself,’” Thorpe says.

“This whole top-dog mindset, I hope to eradicate it. I think that we have to get back to the humanness of leadership. And I think that that’s just bringing in your whole self.” É

500 2021

I THINK THAT WE HAVE TO GET BACK TO THE HUMANNESS OF LEADERSHIP. AND I THINK THAT THAT’S JUST BRINGING IN YOUR WHOLE SELF j Cathy Thorpe President and CEO Nurse Next Door

1 LJ Lj ť Lj Lj Lj + Lj Lj ( LJ Lj To take part in the next edition of BC500, contact ads@biv.com

BIV_WIB2021_32_FinalR.indd 15

2021-09-22 2:56 PM

BY THE NUMBERS:

WOMEN IN CANADIAN BUSINESS 533

NAMED EXECUTIVE OFFICERS AT CANADA’S TOP 100 LARGEST PUBLICLY TRADED COMPANIES

481

OF THOSE EXECUTIVES ARE MEN

52

OF THOSE EXECUTIVES ARE WOMEN

8

OF THOSE FEMALE EXECUTIVES ARE BLACK, INDIGENOUS OR PEOPLE OF COLOUR

4

CEOS OF THESE COMPANIES ARE FEMALE

CANADA’S GENDER GAPS How Canada’s gender gaps across a number of areas compare to those of other countries

1

CANADA’S RANKING IN EDUCATIONAL ATTAINMENT (ALONG WITH 25 OTHER COUNTRIES)

24

CANADA’S OVERALL POSITION IN GLOBAL GENDER GAP RANKINGS

29

CANADA’S RANKING IN POLITICAL EMPOWERMENT

40

CANADA’S RANKING IN ECONOMIC PARTICIPATION AND OPPORTUNITY

100

CANADA’S RANKING IN HEALTH AND SURVIVAL SOURCES: THE 2021 ROSENZWEIG REPORT, ROSENZWEIG & CO. (2021); GLOBAL GENDER GAP REPORT 2021, WORLD ECONOMIC FORUM (2021)

BIV_WIB2021_32_FinalR.indd 16

2021-09-23 12:25 PM

“AS THE IMPACT OF THE COVID-19 PANDEMIC CONTINUES TO BE FELT, CLOSING THE GLOBAL GENDER GAP HAS INCREASED BY A GENERATION” GLOBAL GENDER GAP REPORT 2021 WORLD ECONOMIC FORUM

135.6

NUMBER OF YEARS NEEDED TO CLOSE THE GLOBAL GENDER GAP

PHOTO: GETTY IMAGES/KLAUS VEDFELT

BIV_WIB2021_32_FinalR.indd 17

2021-09-22 2:56 PM

BIV MAGAZINE

18 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

RETHINKING LENDING FOR FEMALE ENTREPRENEURS Access to capital is one of the biggest growth barriers for female business owners

JILL EARTHY

As Canada starts to recover from COVID-19, we’re seeing more evidence of just how disproportionately impacted female entrepreneurs are by the pandemic.

One of the most critical factors is access to capital. We know that insufficient capital and financing play a significant part in business discontinuance, and access to funding is one of the biggest barriers to growth for female entrepreneurs.

Looking towards economic recovery, we can see that funding will continue to play a crucial role in small business success. Our research has shown that 77% of women plan to apply for funding in the next two years, yet 61% say current funding options do not fit their needs. Women business owners are risk-astute in their approach to growth, meaning their slower, more intentional and informed path includes only taking on funding that is essential at each stage of business development.

To ensure female entrepreneurs have the support and tools they need to be full contributors to the B.C. and Canadian economy, we need funders and financial institutions to explore varied funding pathways. Truly impactful funding models acknowledge the slower growth patterns and different types of risk, while providing wrap-around support services.

We have seen firsthand how effective the supportive approach to financing can be. By integrating capital and support, Women’s Enterprise Centre (WEC) has a 96% repayment rate across all lending programs, and no loan clients have defaulted to date as a result of the pandemic.

Furthermore, 75% of WEC businesses remain in business past five years, versus the national average of 65%.

Instead of encouraging women to alter their pathways to fit the lending box, institutions can design new funding models to support the unique needs of female entrepreneurs.

By tailoring services to meet those needs, and partnering with organizations to provide continued support along the way, institutions can reduce barriers to access and increase the pipeline of applicants and loan recipients.

What is often unrecognized is that female entrepreneurs have an exceptional repayment rate if the financing terms align with their growth goals. Financial institutions should take the long-term approach, and offer a funding plan that aligns with female entrepreneurs’ growth targets. This may mean smaller amounts of funding disbursed over a longer period of time.

A great example of how a financial institution can execute this supportive approach is Vancity’s Unity Women Entrepreneurs Program. Vancity designed this program to offer two financing options, along with streamlined access to online education, business support and connections with a community of other female entrepreneurs through WEC. Vancity’s credit solutions team created a personalized approach to financing to make it more accessible to those who need it. This shift in policy supports equitable long-term economic growth.

By valuing the broader definition of entrepreneurship, recognizing different growth pathways and re-designing systems to encompass different needs, we can continue to advance women’s entrepreneurship in Canada. Just as business growth is a journey, so is the process of improving access to capital for women business owners. É Jill Earthy is CEO of the Women’s Enterprise Centre, a non-profit organization devoted to helping B.C. women start, lead and grow their own business. Learn more about financing female entrepreneurs in WEC’s recent report, The Path Forward: Advancing the Funding Journeys of BC Women Business Owners.

INSTEAD OF ENCOURAGING WOMEN TO ALTER THEIR PATHWAYS TO FIT THE LENDING BOX, INSTITUTIONS CAN DESIGN NEW FUNDING MODELS TO SUPPORT THE UNIQUE NEEDS OF FEMALE ENTREPRENEURS

BIV_WIB2021_32_FinalR.indd 18

2021-09-22 2:56 PM

Supporting women-owned businesses to make an impact in their communities For over 26 years, we’ve guided women on their entrepreneurial journey, and we’re here to help navigate your next step. Connect with us for: BUSINESS LOANS UP TO $150K Access funding that backs you up with training, advice and mentoring.

BUSINESS SKILLS TRAINING Learn digital marketing, financial management, HR and more.

PERSONALIZED BUSINESS ADVICE Answers for your business questions, one-on-one guidance, and resources.

MENTORING CONNECTIONS Achieve your goals with inspiration from an experienced entrepreneur.

Launch, lead or grow your business at womensenterprise.ca Proud to work with these Vancouver-area women entrepreneurs–and many more, all over BC! (from top) Lyndsay Scott, Kindred Cultures; Kate Frances, Kate&Pierre; Glynis Tao, Chase Your Dreams Consulting; Jackee Kasandy, Kasandy | Locally Global; Rachelle Mellanby, Dog’s Crossing; Akeela Davis, Courageous Business Culture Inc.; Melissa Steacy & Kelly Woods, Cordelia’s Locket Café and Bar; Angela Saxena, Lav and Kush Support provided by: Pacific Economic Development Canada

Celebrate with us!

November 19 is Women’s Entrepreneurship Day Join Women’s Enterprise Centre, The Forum and our partners as we toast women entrepreneurs, get inspired for the future and share an exciting announcement! Learn more at wec.ca/WED2021

BIV_WIB2021_32_FinalR.indd 19

2021-09-22 2:56 PM

BIV MAGAZINE

20 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

THE ABILITY TO ADAPT How refocusing my priorities has led to purpose-driven leadership

NERISSA ALLEN

My long and varied career path was not always a smooth one, but has supported my growth and led me to strong self awareness. As one of very few Black employees, and at times the only, I was acutely aware of the fact that I had to work double duty to perform my job and to overcome the seemingly innate biases and unconscious stereotypes of my colleagues. One incident that stands out in my mind, was a colleague passing my cubicle, peering in, glancing at my family portrait and asking “Oh, are those your kids?” “Yes,” I replied, to which they responded, “All the same fathers?”

Beyond the audacity and rudeness of their insinuation, that fact that they thought it was OK to voice such arrogant ignorance – speechless. This type of micro-aggression is experienced by women of colour every day in some capacity, and it chips away at your mental health over time.

Quite honestly, it is just exhausting being aware of these stereotypes and feeling like everyday you must carry the flag of equality for the entire race. I think it is under-appreciated the luxury and privilege to just be you, to just exist.

However, what I did learn was the ability to adapt to situations, people, organizations, teams and opinions. The ability to adapt is an asset that I preach to everyone that I coach. It is a mindset. It is being able to see beyond the immediate storm engulfing your world, and envisioning the calm on the other side. How do you get there? What that looks like to each person will be different, and will vary from situation to situation, but a visionary mindset is the key to adapting to change. I like to think of it as one big master lock, and your skills, mindset and resources as a series of keys. Each key is unique and could unlock the potential of any particular situation. Your job is to find the right key in that moment of your life to unlock your untapped potential, and adapt.

This ability to change has been instrumental in my life progression of realizing my purpose. With every pivotal moment in my life where I was able to adapt to change, I was

also able to refocus my priorities, and move a step closer to my “harmonious purpose,” that point of finding internal fulfillment and purpose, while living my true authentic self.

In 2010, after nearly 10 years working a 9-5 job, I refocused my priorities and started my online business Heavenly Lox. In 2018, I refocused again, partnered with my husband and opened our own registered massage therapy clinic Chattelhouse Health and Beauty Inc. In 2020, we were forced to pivot due to the pandemic. In the midst of figuring out how to pivot our business while we were closed due to COVID restrictions, I reached a crossroads and asked myself: “What do you really want to do with your life?”

It’s hard to move away from traditional, societal and cultural norms and the anticipated judgments of others when you step away from what is expected. However, I had the opportunity to really make a change or continue along the path I had been on. Don’t get me wrong, I had a lot of reservations. I was scared and not sure how things would turn out, but I had this feeling that the opportunity was now. There’s a saying that “luck happens when hard work meets opportunity,” and I wanted to create my own luck.

This refocusing moment led me to where I am today: leading the purpose-driven Black Business Association of BC, sharing the knowledge and experience I have gained along my career journey, all while feeling a sense of harmony with my true self. As I let go of all the shackles of the weight of everyone else’s expectations, and listened to my own voice about what I truly wanted from life, that is when I was able to refocus with impact.

It is normal to experience self-doubt in the face of the unknown, but I believe if you take the time to truly know yourself, you will trust in your ability to hear your voice above all others. It will “feel right.” This requires a conscious effort to understand, recognize and know your true self. But once you do, it is very difficult to ignore. It is up to you at that point to decide if you are going to create your own luck and live for yourself, or for others. Doing the former will be rewarded with a sense of satisfaction, relief and peace. É Nerissa Allen is co-founder and president of the Black Business Association of BC.

WE WERE FORCED TO PIVOT DUE TO THE PANDEMIC. IN THE MIDST OF FIGURING OUT HOW TO PIVOT OUR BUSINESS WHILE WE WERE CLOSED DUE TO COVID RESTRICTIONS, I REACHED A CROSSROADS AND ASKED MYSELF: “WHAT DO YOU REALLY WANT TO DO WITH YOUR LIFE?”

BIV_WIB2021_32_FinalR.indd 20

2021-09-22 2:56 PM

BIV MAGAZINE

| 21

Biggest B.C businesses owned by women RANKED BY | Total number of employees in B.C.

! )

' " #

! ( %$ & #

" % $# " # "& # "

" %

#$

*,-76*4- $.*4 ;<*<. :7=8

@4 B1 * )-:/;AB1> ) % #

5*,:.*4<@ ,75 &" A>>->0 &@ &A5@1 )-:/;AB1> ) +

#

!# <8- ,75 %258.# *:. 6,

;:?0-81 B1 &A5@1 !;>@4 )-:/;AB1> ) #

;258.9 ,* "=:-@; 17,74*<2.:

41?@1> &@ )-:/;AB1> ) + , #

8=:-@; ,75 .:+*4*6- *<=:*4; 6,

-E/>1?@ *-E %5/49;:0 ) ) # 1.:+*4*6- ,75 =+24.. &7=:; *6- &:*>.4 <- -+* &:*>.4 .;< .<;

(:01>4588 B1 &A5@1 A>:-.E )

#

<:*>.4+.;<+.<; ,75 2;,7>.:@ 755=62<@ 744.0.

&4;<<1>? %;C &A5@1 -9<.188 %5B1> ) * # -2;,7>.:@,755=62<@,744.0. ,75 7=:5.< (*:.17=;. 76<26.6<*4 587:<.:;

-?@5:3? &@ )-:/;AB1> ) &

#

07=:5.<?*:.17=;. ,* ,76<26.6<*42587:<.:; ,* *6* ; 2<,1.6 7< %*=,. <

&@ &A5@1 &A>>1E ) * + # @7=:6*6*;32<,1.6 ,75 :@<76 6<.:6*<276*4 6,

1:@ B1 )-:/;AB1> ) # & #

3:@<76 ,75 , .244 *3*57<7 $.,:=2<5.6< :7=8 ;91> &@ &A5@1 )-:/;AB1> ) * # 5,6*3 ,75 =;<.4 :7=8 #" ;D &@: )-:/;AB1> ) #

!# 5=;<.40:7=8 ,75 #=*6<=5 ":78.:<2.; :7=8 7/ 7;

*1?@ %-58C-E &@ &A5@1 ..;@?2;>0 ) & #

9=*6<=58:78.:<2.; ,* "*:2;;* *+7:*<7:2.; 6, ;88->@;: CE !;>@4 )-:/;AB1> )

# !# 8*:2;;* ,75 $.- 70 4=. *<

>;-0C-E &@ #;>@ ;=A5@8-9 ) #

# !# :.--70+4=.3*< ,75 7+ ; )7=: '6,4. .;206 <- )' .;206

-?@5:3? &@ )-:/;AB1> )

#

+@=-.;206 ,75 =:7 %74=<276; < B1 &A5@1 -:381E )

#

.=:7+, ,75 %<*0 ; 7447? (26.:@

&A: )-881E *-E "7-:-3-: -88? ) % #

;<*0;17447??26.:@ ,75 ! .;206 6, >-:B5881 &@ &A5@1

)-:/;AB1> ) ' # !# 325+7-.;206 ,* 7<1.:; 172,. ":7-=,<;

;>?1?4;1 *-E &A5@1

%5/49;:0 ) #

57<1.:;,172,.8:7-=,<; ,75

@66 ;=

@66 ;= " *6 %,*::7? <>1?501:@

%1?501:@5-8 ?-81? /;991>/5-8 ?-81? -:0 81-?5:3 <>;<1>@E 9-:-3191:@ ?@>-@9-:-3191:@ <>;61/@ 9->71@5:3 >18;/-@5;:

.;42. .260*;< "*=4 &7=:62.:

"*=4 &7=:62.: <>1?501:@ .;42. .260*;< A9-: >1?;A>/1? % 9-:-310 ?1>B5/1? <-E>;88 .1:1G@? 9-:-3191:@ 2;A:01> -:0 .;->0 /4-5> ;A@<8-/191:@ 1@/ % /;:?A8@5:3 % @1/4:;8;3E 5:?;A>/10 @-81:@ -/=A5?5@5;: @19<;>->E ?@-2G:3 <1>9-:1:@ >1/>A5@5:3 /;:@5:31:@ C;>72;>/1 9-:-3191:@ .::@ 4*@/7:- .,32. ;C:1> -:0 05>1/@;> &@-2G:3 9-:-3191:@ -:0 10A/-@5;: -@ ?1:5;>? 2-/585@51? -:0 -@ 8;:3 @1>9 /->1 ;2 ;<1>-@5;:?

-:0 -??5?@10 85B5:3 ?5@1?

*:.6 4*>.44.

*:.6 4*>.44. "

2;1* )*60 =;1*:*/ %@.-

=;1*:*/ %@.- /; 2;A:01> -:0 " 2;1* -:A2-/@A>5:3 -:0 05?@>5.A@5;: ;2 41-8@4E :A@>5@5;:-8 3A9951? C;>80C501 )*60 /; 2;A:01> ?-81? -:0 9->71@5:3 05>1/@;> 4*2:. .?.44 <>1?501:@ -:0 ;C:1> '>-B18 ?1>B5/1?

.::@ 4*@/7:- .,32.

4*2:. .?.44 72; , .;<:@

72; , .;<:@ <>1?501:@ 716 , .;<:@ B5/1 <>1?501:@

#;?@ ?1/;:0->E -0A8@ 10A/-@5;:

*:.6 ,%1.::@

*:.6 ,%1.::@ 2;A:01> -:0 <>1?501:@

;A>91@ 2;;0 4;A?1C->1? 352@ .-?71@ ?1>B5/1? 2;;0 ?1>B5/1 05?@>5.A@5;: -:0 ?<1/5-8@E 59<;>@

%1.426* *?*62

%1.426* *?*62 <>1?501:@ -:0 /; 2;A:01> ;:B1:51:@ /;92;>@ 2;;0 2;> 38;.-8 @-?@1?

*:2 )=.:;

*:2 )=.:; <>1?501:@ -:0 " .>26 -:A2-/@A>1> -:0 05?@>5.A@;> ;2 ?9->@ /;:/>1@1 ?;8A@5;:? 2;> C-@1><>;;G:3 )=.:; B5/1 <>1?501:@ <>;0A/@ 01B18;<91:@ 0A>-.585@E -:0 9;:5@;>5:3 5: /;:/>1@1 /;:?@>A/@5;:

1.:@4 *3*57<7

1.:@4 *3*57<7 <>1?501:@ -:0 9-:-35:3 #1>9-:1:@ <8-/191:@ ;2 <;?5@5;:? 2>;9 9-:-3191:@ @; -095:5?@>-@5B1 <->@:1> @19<;>->E /;:@>-/@5:3 -:0 <-E>;88 <8-/191:@

>2 =;<.4

>2 =;<.4 <>1?501:@

$A-85@-@5B1 2;/A? 3>;A<? 5: 01<@4 5:@1>B51C? =A-:@5@-@5B1 <4;:1 ;: ?5@1 C1. 9-58 -:0 -:0 1@>; )-:/;AB1> ;9:5.A? ?A>B1E?

2*6. .4>.;

2*6. .4>.; <>1?501:@ -:0 "

%1-8 1?@-@1 01B18;<1> -:0 .A5801>

A*: .;1*:*< 7*@.:2

*:@*5 7*@.:2

*:-*- 7*@.:2 B5/1 <>1?501:@ A*: 7*@.:2 " *:@*5 7*@.:2 B5/1 <>1?501:@ 66* %1.31<5*6 "

-:A2-/@A>5:3 05?@>5.A@5;: 1D<;>@ -:0 59<;>@

-:A2-/@A>1> ;2 >-C 2;;0 2;> 0;3? -:0 /-@?

" -* 76262 1.:@4 :7*-1.*-

-* 76262 1.:@4 :7*-1.*- <>5:/5<-8?

:@1>5;> 01?53: /;:?A8@-:@ ?1>B5/1?

*-* .:>26.3

*-* .:>26.3 <>1?501:@

&<1/5-85F1? 5: =A-85@E /A?@;9 /-.81 -??19.851? -:0 181/@>; 91/4-:5/-8 C;>7 &A<<;>@? 9-:E 05221>1:@ 5:0A?@>51? 5: @415> <>;0A/@5;: :110?

)= &260 2=

:26 7:82;<7 31:1>-8 9-:-31>

*5:1

25 "2,3.<<

25 "2,3.<< <>5:/5<-8 -:0 />1-@5B1 05>1/@;>

>-:05:3 -:0 01?53: 5:@13>-@10 /;99A:5/-@5;:? -:0 9->71@5:3 2;> C1. -:0 <>5:@

%*6-:* *;;

%*6-:* *;; <>1?501:@ -:0 " 7629=. 5?@>5.A@;> ;2 9105/-8 -:0 /;:?A91> .-?10 <>;0A/@? 5: @41 9-@1>:5@E <;?@ *60472; G:-:/1 -:0 -095:5?@>-@5;: <->@A9 .>1-?@21105:3 -:0 5:/;:@5:1:/1 9->71@? #>;0A/@ 85:1? 5:/8A01 9109-:-31> @4. *;; B5/1 <>1?501:@ >1-?@21105:3 '1:? ->1 #A9< -?1 4-:0? 2>11 .>-? 59<81?75:? !-@A>-8? -:0 9;>1 -:E 85:1? ->1 -:-05-: 5:/8A05:3 ?;91 9-01 5:

&;A>/1? :@1>B51C? C5@4 -.;B1 /;9<-:51? -:0 ;> >1?1->/4 "@41> /;9<-:51? 9-E 4-B1 >-:710 .A@ 050 :;@ >1?<;:0 @; 5:2;>9-@5;: >1=A1?@? .E 01-085:1 !# !;@ <>;B5010 :01<1:01:@ /;:@>-/@;>?

1?@59-@1 G3A>1

BIV_WIB2021_32_FinalR.indd 21

4;/;8-@1? :A@? 5/1 />1-9 -:0 ?1-?;:-8 352@?

%# ## %& " 9-71? 1B1>E -@@19<@ @; <A.85?4 -//A>-@1 5:2;>9-@5;: 5: @41 5?@ .A@ -//A>-/E /-::;@ .1 3A->-:@110 %1?1->/410 .E ::- 5/F9-:?7- #$# &

2021-09-22 2:56 PM

FINDING YOUR VOICE In the boardroom or virtual room, women can practice speaking up

BIV_WIB2021_32_FinalR.indd 22

2021-09-22 2:56 PM

BIV MAGAZINE

| 23

DENE MOORE

H

umaira Ahmed is a successful entrepreneur and CEO. She is the founder of a promising startup focused on promoting and retaining female

leaders.

She also has an aversion to public speaking.

Humaira Ahmed is a successful entrepreneur and CEO. She is the founder of a promising start-up focused on promoting and retaining female leaders. She also has an aversion to public speaking.

It’s a fear she shares with many, maybe even most, other women in the workplace. One recent study by the University of Cambridge found women are two-and-a-half times less likely to speak up in seminars than men.

It’s also a fear Ahmed has mastered to become a frequent public speaker, and one women can – and should – conquer, she says.

“COVID was and still is disproportionately affecting women,” says Ahmed, founder and CEO of Locelle, a networking app for women that provides professional development and mentorship with the aim of developing female leaders, particularly in the tech sector.

While perhaps not quite the same as a keynote address, surveys suggest women are less likely to speak up and feel heard in business meetings, and it may be exacerbated by the move to online work.

“Some people get energy from other people,” she says. “When you’re online, it’s different in that you can’t look at body language. If you are an introvert and you take time to speak up, somebody else who is really outgoing and an extrovert, they may take up all the space.”

A survey conducted last year for Catalyst, a non-profit that advocates for women in leadership, found four in 10 women reported feeling ignored or overlooked in videoconference meetings over the course of the pandemic.

The responsibility is on a meeting facilitator

to ensure everyone feels included and able to speak up, she says. But there are also steps women can take on their own, as she does, to feel more at ease.

“Practice potential conversations on topics that matter to you,” she says. “Really think about, ‘I want to be a thought leader in this space or on this topic.’

“The more we do that, the better we get at it.”

The Catalyst survey also found that 45% of female business leaders find it is difficult for women to speak up in virtual meetings.

Forty-two per cent of male business leaders agreed.

“What we hear from women in our leadership programs, who are working in that midto-senior level, is that they are not heard when they say something, or an idea is not acknowledged but then might get picked up a few minutes later by someone else, and gets amplified,” says Tina Strehlke, CEO of MinervaBC, a charitable organization that provides leadership training for women.

Body language, eye contact and the other physical cues we use in communication are changed by the technology of the online workspace, she says.

“So it can be just a lot harder for people to navigate ‘How do I enter? When is it my turn?

How can I assert my point?’” she says.

Having open conversations among team members and structuring meetings differently can compensate, she says.

The onus is on the leader to set the tone and ensure collaborative meeting spaces, she says.

But women can also help put themselves at ease by familiarizing themselves with the platform and clarifying ahead of time how

TALENT IS SOMETHING YOU’RE BORN WITH. SKILL IS SOMETHING YOU GROW AND DEVELOP j Narges Nirumvala Founder and CEO ExecutiveSpeak Coaching International

Public speaking, team leadership and collaboration are power skills women ought to learn, says executive coach Narges Nirumvala • KRISTINE COFSKY

BIV_WIB2021_32_FinalR.indd 23

2021-09-22 2:56 PM

BIV MAGAZINE

24 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

FINDING YOUR VOICE

Humaira Ahmed, founder and CEO of Locelle, has conquered her aversion to public speaking • SUBMITTED

meeting participants will use those features, whether chat or using the raised hand icon.

“Understand the tools that you’re using and where there is possibility for contribution by alerting the meeting host that you have something to say,” says Strehlke.

And don’t be afraid to follow-up after a meeting to provide feedback and suggestions on how to improve collaboration, she says.

“Then you’re really asserting and working in a problem-solving way with your colleagues, and not letting the frustration brew.”

Companies with higher levels of diversity are 15% to 35% more likely to have financial returns above their industry’s national average, according to the Canadian Women’s Foundation.

True diversity includes diversity of thought and experience, says Narges Nirumvala, founder and CEO of Vancouver-based ExecutiveSpeak Coaching International and author of the book Capture the Spotlight.

“Leaders need to encourage a diversity of thought and ideas in meetings,” she says.

In the absence of that, women can learn the “power skills” of public speaking, team leadership and collaboration, she says.

“Work on your power skills. If you’re not getting trained at work, work on it privately,” she says.

BIV_WIB2021_32_FinalR.indd 24

First, write down your thoughts and ideas on the topics at hand.

“Please don’t wing it. Think about the idea, articulate the idea and write it down,” she says.

Second, practice saying it out loud.

“It’s a little embarrassing, but I create a Zoom meeting and I actually practice on Zoom just with myself,” she says. “I get completely comfortable.”

And third, prepare in advance for questions that may arise, she advises.

For some people, it is more than reluctance; it is an anxiety.

For those people, she says talk to your doctor.

“I have had a panic attack or two in my life. And the first time I didn’t even know what it was: heart pounding, the mind goes blank, all of a sudden you’re sweating,” she says.

But there are techniques and tools to deal even with that, she says.

“I did go to therapy. I learned about belly breathing, how to quiet the mind, recompose, focus, come back,” she says.

“There’s nothing to be embarrassed about. We all go through some level of nerves and anxiety but if it is bothering you, get help.”

Speaking up is a not a talent, but a skill, she says.

“Talent is something you’re born with. Skill is something you grow and develop,” she says. É

2021-09-22 2:56 PM

INFLUENTIAL WOMEN Recognizing the achievements of female chefs, restaurateurs and foodservices leaders

E

arlier this year, BIV published the inaugural issue of BC500, which recognizes some of the most influential business leaders in British Columbia.

The publication featured a dozen successful chefs, restaurateurs and foodservices executives, many of whom are households names. But it failed to highlight the progress, achievements, successes and influence of women in this traditionally male-dominated industry.

With feedback supported by research, BIV has updated its digital list to include nine influential women who should have been part of the BC500 magazine from the beginning.

This issue of Women in Business magazine dedicates some space to the culinary leaders who have broken glass ceilings, launched innovative businesses and reached high levels of success in their respective areas. These leaders span two categories: chefs and restaurateurs, and foodservices. Profiles and more information on all of the individuals featured across more than 50 unique categories can be found at bc500.biv.com.

PHOTO: GETTY IMAGES/YULIA REZNIKOV

BIV_WIB2021_32_FinalR.indd 25

2021-09-22 2:56 PM

BIV MAGAZINE

26 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

INFLUENTIAL WOMEN

CHEFS AND RESTAURATEURS

ANDREA CARLSON Owner and chef Burdock & Co.

Andrea Carlson is chef and owner of Burdock & Co., Harvest Community Foods and Bar Gobo. She was named Vancouver Magazine’s Chef of the Year 2020.

PHOTO: SUBMITTED

KAREN BARNABY Product development chef Modern Plant-Based Foods

PHOTO: DAN TOULGOET

Karen Barnaby is an award-winning chef and author who works as a product development consultant with a number of organizations.

She was the first woman to receive the British Columbia Restaurant Hall of Fame’s Back of the House Award.

INEZ COOK Co-founder and owner Salmon n’ Bannock Bistro

I n e z C o o k c o -f o u n d e d t h e award-winning Salmon n’ Bannock Bistro, which remains the only Indigenous restaurant in Vancouver. The restaurant has been featured in National Geographic, CN N, T he Guardian, The New York Times and other publications.

PHOTO: @KAASCROSS

PHOTO: LEILA KWOK

MELISSA CRAIG Executive chef Bearfoot Bistro

MEERU DHALWALA Chef and co-owner Vij’s, Rangoli

Melissa Craig commands a team of 25 in the show kitchen of the Bearfoot Bistro in Whistler. She has received the coveted gold award at the Gold Medal Plates’ Canadian Culinary Championships – arguably the most prestigious culinary event in Canada.

Meeru Dhalwala is an award-winning restaurateur, and chef and coowner of Vij’s and Rangoli. She has received honorary doctorates from the University of British Columbia and Simon Fraser University.

PHOTO: SUBMITTED

BIV_WIB2021_32_FinalR.indd 26

2021-09-22 2:56 PM

| 27

FOODSERVICES

DEBRA LYKKEMARK Former CEO Culinary Capers Catering and Special Events

More than 30 years ago, Debra Lykkemark founded a catering company that would go on to cater Olympic events, all-star galas and other major celebrations. She has been recognized as one of BIV’s Influential Women in Business.

PHOTO: CULINARYCAPERS.COM

SUSAN MENDELSON Founder The Lazy Gourmet PHOTO: LINKEDIN.COM

More than 40 years ago, Susan Mendelson founded T he Lazy Gourmet, one of Vancouver’s first – and now leading – catering companies. She is a famed caterer and cookbook writer, who has authored 10 cookbooks.

PHOTO: SUBMITTED

CAROLYN SMITH Divisional marketing manager Gordon Food Service

Carolyn Smith is a B.C.-based divisional marketing manager with Gordon Food Service, a leading family-owned food distributor.

She is a board director of the British Columbia Restaurant and Foodservices Association.

SUSAN SENECAL CEO A&W Food Services of Canada

Susan Senecal is CEO of A&W Food Services of Canada, which boasts more than 900 restaurants across the country. She is the company’s fifth – and first female – CEO.

PHOTO: SUBMITTED

BIV_WIB2021_32_FinalR.indd 27

2021-09-22 2:56 PM

BIV MAGAZINE

28 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

Q&A: KASARI GOVENDER A little over two years ago, Kasari Govender assumed office as British Columbia’s first independent Human Rights Commissioner, a role dedicated to the protection and promotion of human rights in B.C. Previously, Govender held leadership positions at the legal education and action fund West Coast LEAF from 2008 until 2019. She also played a pivotal role in establishing the non-profit Rise Women’s Legal Centre.Earlier this year, Govender joined Business in Vancouver’s equity, diversity and inclusion podcast ‘EDI on BIV’ to talk about the work of her office.

That conversation has been edited and condensed for length and clarity.

WHAT ARE SOME EXAMPLES OF HOW YOUR

WHAT GAPS EXIST FOR THE PEOPLE THAT

OFFICE PROMOTES AND PROTECTS HUMAN

YOU SERVE? WHAT IS COMING OUT OF YOUR

RIGHTS IN B.C., AND ARE THERE ANY SPECIFIC

RESEARCH AROUND INCLUSION?

AREAS YOU’RE FOCUSED ON? We have a number of tools in our tool belt. We’ve got a big, broad mandate to promote and protect human rights, and there’s some ways to whittle that down to make that more practical. There’s a big focus on education in our work. That includes doing research and building our body of knowledge and thinking about human rights in the province. It includes doing policy and law reform work, so advocacy for changes to how our government makes decisions.

But our mandate is much broader than government.

Our mandate is really everybody in the province. Everybody is a stakeholder in human rights, both as rights holders, and also as duty bearers as people who have responsibilities under the Human Rights Code and human rights law more generally.

Another couple of tools in our tool belt are more legal in nature. Intervening in cases, meaning getting involved as a third party in ongoing litigation, to talk about some of the systemic implications of a case, as well as doing inquiries and investigations into narrow areas of human rights or big, broad areas of human rights. I’ve got a fair amount of discretion to decide what those are.

There are a number of strategic priorities that we’ve defined for my term in office, and that includes poverty as both cause and effect of inequality and injustice in the province. It includes the rights of those who are detained by the state, whether that’s in the criminal justice system or in the mental health system. And it includes the rise of hate and white supremacy, which was an issue before the pandemic, and has been in the news and brought to our attention in much more dramatic ways during this pandemic. It also includes decolonization as a key priority for my office, as well as dealing with discrimination as defined by the Human Rights Code, which is really in the context of employment, in the context of services, that are usually available to the public: what are the responsibilities of businesses, as employers, as service providers and potentially as housing providers?

BIV_WIB2021_32_FinalR.indd 28

I think there’s a couple of different ways to look at that question. And I think, from my perspective, talking about equity, inclusion, diversity issues is very important. It’s also important to do that in not too narrow a way. It is important that employers, service providers, governments, big businesses, think about reflecting the people they serve and the people who work at those offices. But it’s also broader than that. I think really doing equity, diversity and inclusion work well entails understanding how racism, sexism and ableism might play out in your workforce, and understanding that these issues have systemic roots. Hiring people is an important step, but it won’t actually make your workforce anti-racist, for example. That takes further steps.

That’s the way I’d like to think of your question: having some concrete deliverables, but also having deeper roots below that that take some deeper thinking.

WHAT ARE SOME OF THOSE CONCRETE STEPS? We’re starting to delve much more deeply into the areas of employment. Next year or so we’ll be producing some more comprehensive guidance around what employment equity steps all different kinds of employers might be able to take around the full range of steps around employment: recruitment, hiring, retention, progress through the levels of your organization, how to ensure that people in these roles reflect those you serve or those in our communities, and to think about that a little bit more comprehensively than we have traditionally.

THERE ARE BUSINESS BENEFITS TO DOING THIS WORK. THIS IS A CONVERSATION THAT MORE AND MORE AND MORE PEOPLE CARE ABOUT AND WANT TO SEE REFLECTED IN THEIR INSTITUTIONS AND IN THEIR BUSINESSES

2021-09-22 2:56 PM

| 29

WE HAVE BOTH THE PRIVILEGE AND BURDEN OF BUILDING AN ORGANIZATION FROM SCRATCH, AND THAT ALLOWS US TO BE LEARNING FROM OUR OWN SUCCESSES AND MISTAKES ALONG THE WAY

Kasari Govender was appointed B.C.’s first Human Rights Commissioner in September 2019 • SUBMITTED

BIV_WIB2021_32_FinalR.indd 29

For example, having territorial acknowledgments in the front of your space. I don’t want to get into territory acknowledgments as purely virtue signalling.

But what I’ve heard from Indigenous people who I’ve hired or I’ve worked with, is they want to know that they’re welcome in this space; that Indigenous people are seen for their strengths and what they bring to work. There’s some ways to signal that through how you develop your office space.

Also, how accessible is your office space? If you try to go out and hire people with disabilities, but you don’t think about what font size are we using, what tools are we using and how accessible are those to people who have sight impairments or other sensory impairments?

There’s a lot of devil in the details here, and we’re trying to build that in. We have both the privilege and burden of building an organization from scratch, and that allows us to be learning from our own successes and mistakes along the way.

That’s why we’re putting this work in the next year or so, going back through all of our hiring to analyze – did we attract people to apply to organization from

these diverse groups? When did we lose them along the way? If we lost them, what’s the attrition rate? What’s happening after hiring? And then we’re going to bring that knowledge of what we’re doing in our organization to this larger piece of research to put out in the world.

There is a provision in the Human Rights Code, which is the enabling legislation for my office, and it is called the special programs provisions. What it does is encourages employers in particular, but actually all duty bearers, to put into place programs where they treat people differently according to different needs and identities in order to fulfill the equality and non-discrimination provisions in the code. We have many school boards, for example, applying to us to say we want to have somebody as an Indigenous educator or programs provider that’s going to provide mentorship for Indigenous students, but we don’t want to be sued under the Human Rights Code for harbouring an Indigenous-only hire, because we’ve excluded non-Indigenous people from that position. Under this provision in the code, I can grant an application and say you are allowed to do this and no one can sue you under the code. There are indicators of success that you need to show us to show that this is actually working – we are actually building equity in your workforce. That’s another way businesses can engage in this work.

2021-09-22 2:56 PM

BIV MAGAZINE

30 |

WOMEN IN BUSINESS 2021 PUBLISHED BY BUSINESS IN VANCOUVER

Q&A: KASARI GOVENDER

MANY COMPANIES TALK ABOUT EQUITY, DIVERSITY

WHAT ARE YOU FOCUSING ON IN THE YEAR AHEAD?

AND INCLUSION (EDI) . ARE YOU ENCOURAGED THAT

DO YOU NEED MORE DATA TO MAKE DECISIONS

THERE ARE MEANINGFUL STEPS BEING TAKEN? OR

AND PROVIDE RECOMMENDATIONS?

DO YOU THINK WE’RE NOT SEEING ENOUGH ON THIS FROM THE BUSINESS COMMUNITY? Maybe a bit of both. I think EDI is encouraging. And I think we are in this watershed moment in a much longer movement around anti-racism in particular. The last year or so has been a time when even more people have had this conversation and had these issues in the forefront of their minds, grappled with the tragedies that can emerge from racism, and also thinking about the ways in which that shows up in so many aspects of our own lives. We all have to own up to our stereotypes and biases that we have. This isn’t necessarily something out there that’s so extreme, it’s also on a full scale.

I think that I’m encouraged by the fact that this is so present for so many of us, and being brought into institutions or businesses in a way that it never has before. The concerns I have are to make sure that that doesn’t become commitments in words only, or commitments in Band-Aid solutions – that it goes deeper than that. That’s why I started talking about equity, diversity and inclusion. These are really positive goals, but they can’t stop at the superficial level. They have to go deeper, they require deep thought and they require educating ourselves in a way that is ongoing, that is thoughtful and that seeks to put our own shame or guilt aside so that we can actually self-interrogate as individuals, but also as institutions and businesses.

WHAT ADVICE DO YOU HAVE FOR FOLKS WHO ARE UNSURE ABOUT HOW TO NAVIGATE THIS IN A CORPORATE ENVIRONMENT? I think one piece is to think about what world you want to live in. And however much it’s been said: what world do you want your children to live in? Inequality impacts all of us; all of us suffer from these stereotypes in one way or another. To think about what world you want to live in – I think that allows us to have more brave conversations as opposed to starting from a deficit position of, ‘What’s wrong with me? What system have I participated in?’ ‘What systems have I participated in’ is an important question, but I think the starting point needs to be a place of hopefulness. I think that’s a much more motivating factor than a place of shame. So let’s hope for that kind of world and move from that place.

On a more pragmatic level, there are business benefits to doing this work. This is a conversation that more and more and more people care about and want to see reflected in their institutions and in their businesses. All of us as duty bearers need to be thinking about that as well. What do the people we serve want to see in our institutional actions? And how do we reflect the concerns that are very present for so many people in the world today in the business we do?

BIV_WIB2021_32_FinalR.indd 30

A significant piece of our work over the last year has been on this data question. Last June, I was asked by the premier to provide some advice about how to collect race-based and other disaggregated data to support the creation of law and policy and practice that will start to work against the systemic forces, trying to unpack systemic racism and sexism and so on, but in a way that doesn’t reinforce stigma.

We wrote a report called The grandmother perspective and released that to the legislature last September. And I have to say, I’ve been overwhelmed by the interest from every sector.

There has been interest from large institutions like universities, there has been interest from the business community, from the non-profit community. So many sectors have reached out to us to say, ‘We want to think about how to do this data collection well.’ The key piece of that is to do that in consultation with community and not just in consultation, but in deep consultation, meaning the community needs to have some ownership and control over what happens to their data.

There’s this continual question, ‘How do we do this without causing harm?’ Well, ask the very people whose data you are collecting how they want to see that data collected. And that’s the key to what the grandmother perspective is. We were gifted a very important perspective, which was from a woman named Gwen Phillips, a First Nations data governance expert. And she talked about how this data needs to be collected because institutions care, in much the way that a grandmother cares about her family. So use that model when you’re collecting data.

One of the key initiatives going forward is certainly to keep inventing and working with government on how to bring these recommendations forward. But also some employment equity work that we talked about. In the fall, we will be running another campaign on a different area of equality.

This fall, we have many, many plans in our pocket, and I look forward to rolling them out over the next year.” É

I THINK EDI IS ENCOURAGING. AND I THINK WE ARE IN THIS WATERSHED MOMENT IN A MUCH LONGER MOVEMENT AROUND ANTI-RACISM IN PARTICULAR

2021-09-22 2:56 PM

Celebrating leading women in business, including our own.

lawsonlundell.com

Vancouver | Kelowna | Calgary | Yellowknife

BIV_WIB2021_32_FinalR.indd 31

2021-09-22 2:56 PM

— FAST-TRACK INTO BUSINESS. EDUCATION FOR A COMPLEX WORLD. Industry networking begins at the BCIT School of Business + Media, one of the largest business and media schools in Western Canada. Choose from over 30 full-time programs—and build your resume while you learn.

Learn more at bcit.ca/business

—— BCIT GRAD JESSICA WANG CONSULTANT, URBAN SYSTEMS LTD.

BIV_WIB2021_32_FinalR.indd 32

2021-09-22 2:56 PM