2022 Equity in the Ontario Public Service: Senior Leadership Diversification and Anti-Racism Policy Progress Report

Message from the Secretary of the Cabinet and Head of the Ontario Public Service

To achieve public service excellence, the Ontario Public Service (OPS) is dedicated to representing the province it serves.

In signing the OPS Leadership Pledge, the deputy ministers and I committed to creating an inclusive, diverse, equitable, anti-racist and accessible workplace free from discrimination and harassment, where everyone belongs. This remains a foundational organizational priority and focus.

This year, the annual progress reports on our Senior Leadership Diversification initiative and implementation of the Anti-Racism Policy have been consolidated to provide a comprehensive look at the progress made by the OPS in furthering equity in our workplaces.

I'm proud to share and highlight the progress we've made in this report. I also recognize that these are complex and long-standing issues, and we will need continued, timely, and purposeful action and bold cultural change to transform the OPS.

Through our new OPS People Plan, equity and inclusion are foundation to our human resources strategy as we attract, develop and retain top talent and ensure that they feel they belong and are treated equitably. I am holding myself and leadership accountable to achieve lasting systemic change, and I invite each of you to support this important work in your own teams and ministries. Reporting transparency is one form of accountability.

Through our collective efforts we will build a more equitable OPS for everyone.

Sincerely,

Michelle E. DiEmanuele

Secretary of the Cabinet
Head of the Ontario Public Service

Executive summary

A diversity of lived experiences, skills, and viewpoints in our leadership teams enables the OPS to deliver effective policies and programs for Ontarians. We are building an organization where our leaders reflect the diversity of Ontario.

Beginning in 2019, the OPS set a goal to reach parity with the labour force for the most underrepresented groups by 2025. These include:

• Employees with a disability
• Indigenous
• Black
• Racialized
• Francophone
• Women
• 2SLGBTQIA+, transgender, and Two-Spirit and/or non-binary employees.

As an employer, we are implementing the 10 commitments of the OPS Leadership Pledge by making progress on building more equitable workplaces in the OPS.

Transparent reporting keeps us accountable. This annual report shares the socio-demographic profiles of OPS leadership teams and pathways to leadership, and highlights the action taken towards building an anti-racist organization.

We continue to hold senior leaders accountable for progress by linking diversification results to deputy minister performance assessments. Ministries are required to report ministry-level outcomes to diversify senior leadership to staff and report on key inclusion indicators such as rates of reported instances of discrimination and harassment by socio-demographic group.

Ministries are implementing Anti-Racism Action Plans, which are rooted-in anti-racism initiatives in the three priority areas described in the Roadmap to Racial Equity in the OPS: build anti-racism competency and capacity; diversify talent pathways; foster and be accountable for an anti-racist and inclusive workplace. This year, ministries identified barriers to implementation and areas where they require additional supports.

In building anti-racism competency and capacity, the Anti-Racism Directorate continues to collaborate with partners in the development of Anti-Racism Cultural Competency Digital Learning Program modules for all employees. In addition to this program, the OPS continues to lead educational sessions and workshops to increase anti-racism awareness.

Moving ahead, the OPS is focused on using data to close gaps in representation between the Ontario labour force and the most underrepresented groups in senior leadership by 2025. The everyday actions of our leaders to develop underrepresented talent are crucial to our success.

See Results and data reporting for in depth reporting of representation in the OPS, the pathways to leadership and key inclusion indicators.

Senior leadership diversification

Actions taken

The OPS is committed to building senior leadership teams that reflect the diversity of Ontario. Diverse leadership, engaged in inclusive decision-making, enables the public service to deliver services that better meet the needs of the people of Ontario.

Since the publication of the 2021 Annual Progress Report, we have continued to advance underrepresented talent, improve organizational capacity to address systemic employment barriers and implement new strategies.

Multi-year targets

In 2020, all ministries set five-year targets for the pathways to leadership to diversify senior leadership. Ministries used socio-demographic data to inform respective targets, track progress made, and build a diverse talent pool of emerging and current public service leaders.

The targets focus on providing access to development and advancement opportunities through four pathways to leadership (please see Appendix A for detailed descriptions of each pathway):

• Coaching and Mentoring
• Leadership Development Programs
• Succession Plans
• Recruitment Shortlists

Ministries revisited their targets in 2022 through an annual recalibration cycle. This enables ministries to set realistic and measurable commitments based on progress-to-date and new data sources, to identify and address gaps in strategies and provide updates based on corporate guidance.

In 2022, ministries revisited their targets to ensure measurability, reassess underrepresented groups of focus based on 2022 OPS Employee Experience Survey results, introduce new target objectives, and set discrete targets for persons with a disability.

We continue to focus on leadership accountability by linking targets to diversify senior leadership to deputy minister performance assessments. We tracked progress on 226 targets in the 2021–22 fiscal year and 80.5% of targets were met or exceeded. This represents an increase of 45 new targets being tracked in 2020–21, with 81.9% being met or exceeded.

OPS Multi-Year Accessibility Plan

The OPS has advanced accessibility for employees for many years. Notable achievements to improve employment opportunities for persons with disabilities during the 2017–2021 OPS Multi-Year Accessibility Plan include:

• Implementing actions to further diversify our talent pool and leadership ranks
• Increasing access and extending eligibility to youth employment programs for graduates with disabilities
• Expanding virtual mental health resources

Accessible by Design: 2022–25 OPS Multi-Year Accessibility Plan builds on foundational work of previous plans and incorporates new approaches to addressing persistent barriers to accessibility. The plan is an OPS-wide commitment to build in accessibility from the start and foster a way of thinking and working that prioritizes accessibility.

Inclusive employment is one of five key areas in the new plan and initiatives include:

• Streamlining and integrating employment accommodation in the OPS
• Developing recruitment strategies to increase the representation of persons with disabilities throughout the OPS
• Identifying and removing systemic employment barriers with a focus on recruitment, promotion, and career development, including for OPS employees with disabilities
• Designing a sponsorship program to support career development and advancement of OPS employees from underrepresented groups, including persons with disabilities
• Expanding mental health resources and services

OPS Leadership Pledge

To support efforts to create a more equitable workplace, the OPS Leadership Pledge was established in June 2021, and addresses root causes of racism, discrimination, and harassment in the OPS. It was signed by the OPS' senior leaders — the Secretary of the Cabinet and all deputy ministers — as a commitment to use their authority and influence to lead and champion equity work.

The Pledge outlines 10 concrete commitments as actions to deliver meaningful systemic and cultural change (see Appendix B).

Progress has been made on many of the Pledge's commitments. Initiatives from six commitments have been implemented:

• The launch of a Program to Identify Systemic Barriers in Employment and updates to the Policy on Preventing Barriers in Employment (commitment #4).
• The transfer of the OPS Anti-Racism Policy from the Anti-Racism Directorate in the Ministry of Citizenship and Multiculturalism to the Treasury Board Secretariat, the ministry that serves as the employer (commitment #5). This transfer will help ensure that human resources, employment policies and programs are approached with an anti-racism lens going forward.
• The update of the Disability Accommodation Policy and the implementation of program changes to make the employment accommodation process for employees with disabilities streamlined, integrated and easily portable when employees change jobs. (Commitment #6, also aligned with commitment #1 in the ‘Accessible by Design — 2022–25 Multi Year Accessibility Plan).
• The launch of a new corporate Diversity Sponsorship Program in 2023 as a career development pathway for underrepresented talent. This program supports career advancement and helps to accelerate the diversification of senior leadership (commitment #7).
• The refresh of the OPS' corporate employee recognition program, OPS Amethyst Award program, to incorporate inclusive leadership behaviours as part of the award criteria (commitment #8).
• Reinforcing everyone's right to washrooms that reflect their gender identity and/or gender expression by installing new signs for washrooms in OPS workplaces. This contributes to commitment #9 by addressing barriers for Two-Spirit, transgender, non-binary and gender nonconforming employees.
• The release of an introductory guide, Best Practices for Creating More Inclusive OPS Workplaces for Two-Spirit, Transgender, Non-Binary and other Gender Non-Conforming Employees, for building awareness and providing guidance for more respectful behaviours at work (commitment #9).

Over the next six months, more commitments are expected to be addressed, including:

• The introduction of an OPS-wide code of conduct (commitment #1) that sets clear expectations for respectful behaviour and promotes personal responsibility and accountability for conduct in the workplace.
• The release of Anti-Racism Competency and Capacity Digital Learning Program modules (commitment #2). See pages 13 and 15 for more information.

Building organizational capacity

Data provides us with insight into the career progression of various groups and allows us to identify trends, address systemic employment barriers and build more inclusive talent management processes.

The OPS continues to take steps to expand the collection of data:

OPS Employee Experience Survey and implementing more inclusive data collection

The OPS Employee Experience Survey (EES) is an OPS-wide survey used to collect data on the experiences of employees within their workplace. This includes interaction with managers, colleagues, the public, workplace policies and programs, the physical environment, and socio-demographic data.

As of 2022, the EES will be issued every two years and will be supported in off years with targeted pulse surveys. This two-year cycle will provide ministries with more time to act on survey results and allow greater flexibility on the timing and topics of short pulse surveys either at the enterprise or ministry level.

The OPS continues to collaborate with employees, particularly those that belong to underrepresented groups, and Employee Networks to improve data collection through the OPS Employee Experience Survey, pathways to leadership and other data sources.

In 2022, in consultation with Employee Networks, the OPS improved socio-demographic data collection. This included updating the survey question on sexual orientation to address concerns with response bias and expanding the list of ethnic and cultural identities. As a result, we now have a better understanding of 2SLGBTQIA+ identities and the ethnic and cultural backgrounds of persons in the OPS. Other updates were made to enable more inclusive socio-demographic categories, such as new and expanded questions on equity and anti-racism, the OPS Leadership Pledge and fairness in hiring.

Social identities are fluid and so are the ways in which people choose to identify themselves. Changes to socio-demographic questions are made to better reflect current best practices and real-world experiences and perspectives.

Collecting socio-demographic data through the Workforce Information Network

The OPS needs high-quality, comprehensive socio-demographic information to identify and remove systemic employment barriers and to advance equity initiatives. Employees are invited to volunteer their socio-demographic information, which with their consent, can be combined with other employees' information and connected to employment data to explore outcomes including hiring, promotion, and career development. This will also enable the identification of employment trends for different groups.

Early response was positive but more recently participation rates plateaued at about 17% for the whole OPS.

To accelerate uptake, the OPS recently completed a randomized trial using behavioural insights to determine an email format that best encouraged people to add their information. The email trial found that receiving a message informed by behavioral insights could increase participation in data collection by up to 25% compared to a control group. The trial was scaled to all OPS employees who had not yet participated, and overall participation in WIN socio-demographic data collection has risen to 21% as of April 2023.

The OPS will continue to investigate potential barriers and solutions to promote participation in socio-demographic data collection. Using socio-demographic data in senior manager and executive staffing processes

The OPS is collecting voluntary identifiable socio-demographic data in the recruitment process for senior manager and executive positions as part of a "Special Program" under section 14 of the Ontario Human Rights Code, to identify potential barriers in the recruitment process, and help members of underrepresented groups achieve equal opportunity for senior leadership roles.

As the survey is voluntary, a candidate's participation in the recruitment process is not impacted should they choose not to complete the survey.

The data collected is necessary to implement the "special program", under Section 14 of the Human Rights Code to help disadvantaged people achieve, or try to achieve, equal opportunity to be selected in our senior leadership hiring decisions.

The information collected via the survey is restricted to the following purposes and uses:

• de-identified, aggregate format for the purpose of identifying potential barriers impacting individuals from underrepresented groups
• de-identified, aggregate format to report on the achievement of goals to diversify senior leadership
• identifiable format is not used as an assessment factor to identify qualified candidates. Personal identifiable information is used by recruiters within the Centre for People, Culture and Talent (TBS) and hiring decision-makers from across the OPS during the recruitment process to inform outreach strategies, curate representative shortlists of qualified candidates, and diversify senior leadership.

Driving culture and behaviour change

Cultural change to focus on equity is a priority throughout the OPS. Ministries are all accountable for building and developing culture- they share best practices, pilot new initiatives and are a sounding board for corporate-driven leadership. Corporately, through the Equity Series Podcast, the OPS amplifies and sustains conversations on equity and inclusion by providing a space for ongoing dialogue and reflection. Episodes cover topics and themes on equity such as Black History Month, accessibility, equity practices in the OPS, and microaggressions.

OPS employee networks

OPS employee networks are voluntary, employee-driven associations organized around shared interests, issues and lived experiences. Collectively these networks function as the Diversity Council, an advisory body that the OPS engages with on the planning and delivery of policies, programs, and services, ensuring the lived experiences of Ontarians are reflected. In 2022, Shalom OPS joined the existing 11 formal employee networks: Black Ontario Public Service Employee Network, Disability Advisory Council, East Asian Network, FrancoGO, HolaOPS, Nation to Nation, OPS Pride Network, South Asian Network, Tamils in Public Service, Tomorrow's Ontario Public Service, and United Muslims Association.

Through their work, employee networks offer career development and networking opportunities to their members. These initiatives contribute to corporate equity priorities and OPS Leadership Pledge commitments that identify and remove systemic employment barriers, advance the careers of underrepresented talent, and promote senior leadership diversification in the OPS.

Employee Network initiatives, awareness and education campaigns and events help advance diversity, equity, inclusion, and accessibility; and promote an anti-racist workplace culture of belonging where everyone can thrive. OPS employee networks provide safe platforms for brave dialogues and learning opportunities amongst leaders at every level of the OPS. Through storytelling on enterprise-wide communication channels, Employee Networks help build OPS-wide equity capacity, understanding and inclusive leadership.

Accountability

The OPS continues to promote accountability by:

Posting five-year targets

All ministries' targets to diversify leadership pathways are posted on internal webpages and can be accessed across the OPS. The targets are updated following annual recalibration to ensure staff have access to the most up-to-date plans.

Holding deputy ministers accountable

Deputy ministers are held accountable for ministry progress towards the OPS goal to reach parity with the Ontario labour force for our most underrepresented groups through their annual performance plans and assessments with the Secretary of the Cabinet and Head of the Ontario Public Service.

Transparent ministry reporting on annual outcomes and progress

Ministries are required to share their outcomes and progress with staff following the completion of performance conversations on diversity and inclusion between the Secretary of the Cabinet and deputy ministers.

Reporting on OPS-wide progress

The release of annual progress reports communicates progress and invites all Ontarians to hold their government accountable to being more representative of the people of the province. Annual public reporting on the provincial government's progress on equity initiatives also includes a section that reports on employee sentiment on key inclusion indicators and representation in pathways to leadership.

Anti-Racism Policy

Program progress components and achievements

Systemic racism barrier identification and removal process

To accelerate cultural change, the Roadmap to Racial Equity in the OPS was developed, in consultation with relevant corporate, ministry and Commission Public Bodies (CPBs), led the development of the Roadmap.

The Roadmap, released in January 2021, enables the OPS to build anti-racism competency and capacity, diversify the talent pathways, and promote accountability for an anti-racist and inclusive workplace.

In the fiscal year 2021–22, the OPS:

• Provided one-on-one support to ministries and CPBs to develop their Anti-Racism Action Plans (ARAPs).
• Evaluated 34 ARAPs and provided feedback to ministries and CPBs.
• Created an Anti-Racism, Diversity, and Inclusion (ARDI) table, comprised of 28 executives, and an ARDI working group, comprised of more than 50 staff, to oversee and coordinate the implementation of anti-racism initiatives outlined in their respective ARAPs.
• Provided two offerings of anti-Black racism training to members of the ARDI table.
• Provided 16 sessions on anti-Black racism to the OPS management cohort that were attended by more than 1,900 staff.
• Offered one theatrical presentation of ‘The Mandela Architecture' that was attended by more than 1,800 staff from across the organization.

In the fiscal year 2022-23, the ministries and CPBs continue to be supported in implementing their ARAPs. The Anti-Racism Directorate in collaboration with TBS evaluated 24 ARAPs that were submitted for year-end evaluation. All ARAPs were evaluated, and ministries and CPBs met requirements as outlined in the Roadmap: (1) build anti-racism competency and capacity; (2) diversify talent pathways and; (3) foster and be accountable for an anti-racist and inclusive workplace.

All ministries and CPBs identified barriers to implementing their ARAPs (for example, accountability, resources, HR strategy) and areas where they will require additional supports (for example, advisory and support, anti-racism educational framework) for anti-racism initiatives.

The Roadmap demonstrates a key commitment of the Policy to develop an enterprise-wide action plan, with clear, actionable guidance to support the development of concrete local-level ARAPs.

Anti-racism initiatives in these ARAPs speak to:

• Transforming organizational, workforce and workplace practices and processes
• Creating a more racially equitable organizational culture
• Increasing career talent and developmental opportunities
• Allocating resources strategically to enable and monitor progress
• Building strong partnerships to champion change.

Anti-Racism Competency and Capacity Building

The OPS continues to develop and deliver training that provides the foundations for anti-racism knowledge, skills and tools to foster open dialogue and collectively advance racial equity.

The Anti-Racism Competency and Capacity Building Program (ARCC) is a series of applied learning programs to equip OPS employees with anti-racism knowledge, skills and tools needed to build a public service that is more inclusive, equitable and responsive to the needs of all peoples of Ontario.

The ARCC programming focuses on addressing anti-Black racism, anti-Indigenous racism, antisemitism, and Islamophobia. Its suite of evidence-based applied learning programs includes the following:

• ARCC for Senior Leaders supports leaders to better understand their role in demonstrating principles of anti-racism leadership, as well as identifying and dismantling systemic racism across the organization.
• ARCC Digital Learning Program (DLP) comprises e-learning modules, self-reflection guides and job aids to support staff learning on anti-racism and an anti-racism approach.

As of May 1, 2023:

• 36 senior leaders participated in ARCC for Senior Leaders
• Over 39,000 staff have completed ARCC DLP Module 1 "Exploring the Roots of Racism".
• An additional 3,700 staff have started, but not yet completed ARCC DLP Module 1.

In addition to ARCC programming, the OPS has been facilitating educational sessions, workshops and town hall presentations for various ministry branches and divisions. These include Anti-Racism 101, Anti-Black Racism, and Engaging in Conversations about Race and Racism. The OPS continues to collaborate with industry experts to deliver professional development learning opportunities on anti-Black racism for leaders (managers, directors, ADMs) and non-management staff.

Anti-racism training fulfills a key component under the Anti-Racism Policy, and Ontario's anti-racism strategy and is a priority action to building an equitable OPS.

Future actions

The OPS remains committed to building an inclusive and diverse talent pool of current and emerging public service leaders. We will continue our efforts to diversify senior leadership and use data and new programs to address root causes of underrepresentation and advance anti-racism across the OPS. We are building a public service that meets the needs of people in Ontario — representative leadership will help get us there.

We are committed to taking bold action in the coming years to meet our equity goals.

Senior leadership diversification

Closing gaps in representation requires changes to address systemic employment barriers and effort by our leaders to develop and advance underrepresented talent.

The recently launched corporate Diversity Sponsorship Program will support the advancement of talent identified as underrepresented in senior leadership. Sponsors and participants will work together, leveraging skills and networks, to create greater visibility and endorsement for the employee participant.

Ministries revisit their targets on an annual basis, considering new data sources, and pathways to leadership. Annual recalibration enables ministries to dig deeper into the representation of specific groups and populations.

Continuing progress on the OPS Leadership Pledge

We remain focused on implementing the Leadership Pledge initiatives to create a workplace where underrepresented talent can thrive. To support this work, an Implementation Advisory Council (IAC), an internal group of diverse OPS employees across the organization, has been established to provide advice, input, and feedback. As initiatives develop, we will continue to engage with IAC, employees, Employee Networks, bargaining agents and key stakeholders.

OPS Anti-Racism Policy and Program

In the coming months, the OPS will be evaluating and further developing the ministry Anti-Racism Action Plans with a view to enhancing racial equity, with a specific focus on anti-Indigenous racism, anti-Black racism, Islamophobia, antisemitism, and anti-Asian racism.

The OPS continues to collaborate with internal partners in the development of Anti-Racism Competency and Capacity Building Program Digital Learning Program modules. These modules focus on the history of racism in Canada, systemic racism, microaggressions and the introduction of an anti-racism approach. The modules also focus on building and contributing to a racially equitable workplace as OPS staff, HR professionals, and as managers and leaders.

Results and data reporting

Diversity of OPS senior leadership compared to the OPS overall and to the Ontario labour force

The tables below show the diversity of OPS senior leadership compared to the OPS overall and the Ontario labour force.

Beginning in the 2021–2022 fiscal year, results for 2SLGBTQIA+, Two-Spirit and/or non-binary, and transgender employees are benchmarked against the OPS overall because there is no Ontario labour force benchmark available for these groups from Statistics Canada.

Transgender and Two-Spirit and/or non-binary representation is presented separately from 2SLGBTQIA+. 2SLGBTQIA+ and is an aggregate of responses to the "What is your sexual orientation" question in the Employee Experience Survey. Representation for Transgender and Two-Spirit and/or non-binary is from the "Do you identify as Transgender" and "What is your gender identity" questions from the survey, respectively.

Socio-demographic data is collected through voluntary disclosure from the OPS Employee Experience Survey or other program-specific surveys. Notes for data sources are provided in Appendix C for the Ontario Labour Force and Appendix D for the Employee Experience Survey and Pathways.

Notes:

Beginning in the 2021–2022 fiscal year, results for 2SLGBTQIA+ (sexual orientation), Two-Spirit and/or non-binary, and transgender employees are benchmarked against the OPS overall due to limited Ontario labour force benchmark data availability from Statistics Canada.

Results are from the 2019, 2021, and 2022 OPS Employee Experience Survey. Results for 2SLGBTQIA+ (sexual orientation), Straight or Heterosexual, Asexual, Bisexual, and Pansexual data are not comparable between 2019 and 2021 to 2022 due to changes in the survey question in the OPS Employee Experience Survey for sexual orientation. Lesbian, Gay, Queer, Questioning, and Two-Spirit remain comparable.

Respondents that answered "Yes" to "Do you identify as First Nations, Métis, and/or Inuit" are presented with a question follow up question to specify if they are First Nations, Métis, and/or Inuk. For example, in 2022, 51.8% of Indigenous employees in the OPS are First Nations.

Respondents that answered "Yes" to "Do you have a disability" are presented with the question "What is the severity of your disability?". For example, in 2022, 80.8% of all employees with disabilities reported their disability is mild or moderate.

In previous years, disaggregated Indigenous identity and severity of disability was reported using the denominator of the parent question. For 2022, it is reported as using the denominator for child question to improve data quality and align with the structure of the Employee Experience Survey.

Please see Appendix D for more information.

Intersectional results for the OPS and OPS senior leadership, 2021–2022

The following tables present two dimensions of diversity and include results for the OPS overall and OPS senior leadership.

This year we have taken steps to improve our reporting of intersectional identities. As a result, we updated results for 2021 compared to what had previously been reported in the 2021 Senior Leadership Diversification Progress Report.

In previous years, disaggregated Indigenous identity was reported using the denominator of the parent question, "Do you identify as First Nations, Métis, and/or Inuit". For 2022, it is reported as using the denominator for child question, which asks respondents to specify their indigenous identity, to improve data quality and align with the structure of the Employee Experience Survey.

Please see Appendix D for more information.

Notes:

Results for each intersection from the 2021 and 2022 Employee Experience Surveys. Results are for the percentage each combined group constitutes of the total number of employees at each level that answered both socio-demographic questions used to determine the intersection. Please see Appendix D for more information.

Diversity in OPS pathways to leadership

This section shares available socio-demographic data on the diversity of groups in each of the four pathways used to develop talent in the OPS:

• Coaching, mentoring, and sponsoring
• Leadership Development Programs
• Succession Plans
• Recruitment Shortlists

Please refer to Appendix A for additional information on pathways to leadership in the OPS.

Socio-demographic data is presented for persons with a disability, Indigenous, Black, racialized, women, Francophone, and 2SLGBTQIA+ employees who voluntarily self-identify. Data is also displayed for disaggregated sexual orientation, race, and gender identity. Disaggregated data for Indigenous identity is not displayed due to small sample sizes.

Data collection was conducted by the program areas responsible and at different times in the fiscal year for the different pathways. The questions and response categories used to collect socio-demographic data about individuals are the same as in the OPS Employee Experience Survey. See Appendix D for notes on their categories.

Socio-demographic profile of participants in the Diversity Career Champions Program (DCCP), 2019–2021

The following table shares the proportion of DCCP participants by socio-demographic group for the last three program cycles (2019 to 2021).

Notes:

Data on the socio-demographic profile of participants was collected from employees during the application period of the 2019, 2020, and 2021 program cycles. To be eligible to the program, applicants must self-identify as belonging to one or more of the following groups: Persons with a disability, Indigenous, Black, Racialized, Women, Francophone, 2SLGBTQIA+, Two-Spirit and/or non-binary, or transgender. Self-identification is an important part of the program design. Offering socio-demographic information on more than one group of focus is completely voluntary. Any personal information collected from DCCP participants is kept confidential and only used for the purposes for which the data was collected.

The overall response rate for participants was:

• 98% in 2019
• 100% in 2020
• 100% in 2021

Data is point-in-time with varying completion rates by socio-demographic question. See Appendix D for additional notes.

Socio-demographic profile of participants in Leadership Development Programs, 2019–2021

The following table shares the socio-demographic profile of participants in both the OPS Advancing into Management (AIM) Program and the OPS Leadership Development Program (LDP).

Notes:

Data is combined from the participants of two OPS-wide programs: Advancing Into Management and the Leadership Development Program.

Advancing Into Management (AIM) is a leadership development program for employees who have been identified as having the potential to be developed for a manager level or equivalent role. AIM prepares emerging leaders to build leadership capacity and behavioural attributes, with the goal to transition these individuals into a manager role within two years of graduation.

Leadership Development Program (LDP) is a program for experienced managers who have been identified as having the potential to be developed for a director-level or equivalent role, with the goal to transition these experienced managers into a director role within two years of graduation. LDP is a multi-modular learning journey built on the foundation of the OPS Leadership Model. It develops experienced senior managers' leadership capacity and behavioral attributes.

Individuals must first complete the Senior Leadership Potential Assessment (SLPA) before being invited to participate in LDP.

Individuals can be nominated for AIM and SLPA/LDP through two avenues:

• Nominated by a reporting manager or an executive
• Self-nomination, endorsed by their reporting manager or a sponsoring executive

Data is based on voluntary socio-demographic information offered by program participants. Data is point-in-time with varying completion rates by socio-demographic question. The overall response rates were:

• 92.8% in 2019
• 97.8% in 2020
• 100% in 2021

Cells are marked with a double asterisk (**) if there are fewer than five respondents. The data is suppressed to protect the privacy of respondents.

See Appendix D for additional notes.

Socio-demographic profile of successors, 2019–2021

The following tables share the socio-demographic data collected anonymously and voluntarily by ministries in 2019, 2020, and 2021 from people who were successors for manager and executive roles in their ministries.

In 2021, the OPS began to track self-reported socio-demographic data of identified and confirmed successors to executive roles within the OPS talent management tool (FORTE).

Notes:

For 2021–22 successor survey results, 19 of 24 ministries sent a socio-demographic survey to a total of 1,446 confirmed successors between February and March 2022. The survey had an overall response rate of 61.0%.

This data represents only people who were notified that they were identified as potential successors to manager roles and who confirmed their interest in being a successor through the OPS FORTE talent management application, as well as other successors tracked by ministries.

For 2021–22 executive successor results, the data represents people who were identified as potential successors (but not confirmed) and those who confirmed their interest in being a successor through the OPS FORTE talent management application. Socio-demographic data was collected on a voluntary basis with a 65.3% response rate for identified executive successors and 71.0% for confirmed executive successors.

See Appendix D for additional notes.

Socio-demographic profile of senior manager shortlists and successful candidates, 2019–2021

The following tables share socio-demographic data that was collected on a voluntary basis from people who were shortlisted for senior manager roles in 2019–20, 2020–21, and 2021–2022 and those that were successful candidates in 2020–21 and 2021–22.

Notes:

Data for people shortlisted for senior manager positions was collected between April 2019 and March 2020 across 58 competitions from 102 respondents representing an overall response rate of 56%. This represents 34.5% of all senior manager competitions held during that period. Data on successful candidates is not known because the 2019–2020 survey was anonymous.

Between April 2020 and March 2021, data was collected as part of 133 senior manager competitions with 2,713 applicant respondents representing an overall response rate of 52% at the shortlisted candidate stage. 128 individuals were successful candidates with an overall response rate of 46.9%.

Between April 2021 and March 2022, data was collected as part of 239 senior manager competitions with 1,385 applicant respondents representing an overall response rate of 65.0% at the shortlist candidate stage. 147 individuals were successful candidates with an overall response rate of 58.0%.

This data only includes formally tracked senior manager competitions and does not include direct appointments. Cells are marked with a double asterisk (**) if there are fewer than five respondents. The data is suppressed to protect the privacy of respondents. See Appendix D for additional notes.

Socio-demographic profile of executive shortlists and successful candidates, 2019–2021

The following tables share socio-demographic data that was collected on a voluntary basis from people who were shortlisted and successful for executive roles in 2019–2020, 2020-2021, and 2021–2022.

Notes:

Data for people shortlisted for executive roles was collected between April 2019 and February 2020 with an overall response rate of 63%. Data for people shortlisted for executive roles in 2020-2021 was collected from April 2020 to February 2021 with an overall response rate of 60%. Data for people shortlisted for executive roles in 2021–2022 was collected from March 2021 to February 2022.

This data only includes formally tracked executive staffing activity facilitated through the Treasury Board Secretariat. Cells are marked by a double asterisk (**) to indicate supressed data due to a low sample size, to avoid potential identification of individuals and to protect privacy. See Appendix D for additional notes.

Key inclusion indicators in the OPS

The tables below report on key inclusion indicators by socio-demographic groups for senior leadership and the OPS overall.

For all tables reporting key inclusion indicators below:

• 2SLGBTQIA+ (Note 1) is reflective of persons identifying their sexual orientation either alone or in combination as:
  • Asexual, Bisexual or Pansexual, Gay, Lesbian, Queer, Questioning, Two-Spirit.
  • It does not include responses that are based on gender identity or transgender status.
• 2SLGBTQIA+ (Note 2) is reflective of persons identifying as either alone or in combination:
  • Their sexual orientation as Asexual, Bisexual or Pansexual, Gay, Lesbian, Queer, Questioning, and/or Two-Spirit
  • Their gender identities as non-binary, Two-Spirit, and/or I don't identify with the above
  • Yes and/or Questioning responses to the question "Do you identify as transgender?"

For more information, please see Appendix D for the Employee Experience Survey and Pathways.

Leadership Index by socio-demographic groups, 2021–2022

The following table shares results for the Leadership Index from the 2021 and 2022 Employee Experience Survey by socio-demographic group.

Notes:

The Leadership Index provides a measure of employee sentiment of leadership performance. It is calculated from nine questions on the behaviours and attributes of effective leaders. Three questions are asked under the categories of Responsible Leadership, Innovative Leadership, and Collaborative Leadership.

An average rating is calculated for each of the three categories, generating three scores which are then averaged and transformed to a 0–100-point scale.

Please see Appendix E for more information on the Leadership Index.

Inclusion Index by socio-demographic group, 2019–2022

The following shares results for the Inclusion Index from the 2019, 2021, and 2022 Employee Experience Survey by socio-demographic group.

Notes:

The Inclusion Index is an average source of employee responses to questions in the Employee Experience Survey that measure perceptions of inclusion in their ministries. The questions ask about fairness in the selection process for positions, whether they feel safe expressing diverging opinions from management, if they feel valued and respected at work and if they have a positive working relationship with who they report to.

The average rating for each survey question is then averaged and transformed to a 0–100-point scale.

Please see Appendix F for more information on the Inclusion Index.

Survey-reported discrimination by socio-demographic group, 2019–2022

The following table shares the percentage of employees who answered "Yes" to Employee Experience Survey question "In the past 12 months, have you experienced discrimination on the job?" by socio-demographic group in 2019, 2021, and 2022.

Notes:

Discrimination is described as any practice or behaviour, whether intentional or not, that has a negative impact on an individual or group based on one or more of the prohibited grounds of discrimination in employment under the Ontario Human Rights Code.

Survey-reported harassment by socio-demographic groups, 2019–2022

The following table shares the percentage of employees who answered "Yes" to Employee Experience Survey question "In the past 12 months, have you been the victim of harassment on the job?" by socio-demographic group in 2019, 2021, and 2022.

Notes:

As per the Respectful Workplace Policy (Policy to Support a Respectful Workplace and Prevent Workplace Harassment and Discrimination), workplace harassment is described as engaging in a course of vexatious comment or conduct against an employee or other worker in the workplace that is known or ought reasonably to be known to be unwelcome or workplace sexual harassment. Harassment does not have to be linked to a prohibited ground of discrimination under the Ontario Human Rights Code.

Workplace Discrimination and Harassment Prevention complaints, 2019–2022

The following tables shares data on Workplace Discrimination and Harassment Prevention (WDHP) complaints for the OPS. Data is provided for the total number of complaints and complaints per 1,000 Full Time Equivalent (FTE) employees in 2019, 2021, and 2022.

This data includes both cases that were assessed as a potential breach of the Respectful Workplace Policy (RWP) and ones that were assessed as workplace conflict and referred to the ministry where the complaint originated for resolution.

Note:

The period for 2022 complaints was April 2021 to March 2022, for 2021 complaints it was April 2020 to March 2021, and for 2019 complaints it was the previous 12 months from October 2018 to September 2019. This closely aligns with the OPS Employee Experience Survey results' timeframes of April/May for 2022, March for 2021, and September/October for 2019.

Perceptions of an equitable workplace and the OPS Leadership Pledge by socio-demographic group, 2022

The following table shares results for questions in the 2022 OPS Employee Experience Survey that measure employee perceptions on the OPS' actions and progress to build a more equitable workplace by socio-demographic group.

The table shares the percentage of employees that responded "Yes" to the survey question "I am aware of the OPS Leadership Pledge to build an equitable workplace."

Employee responses to the questions "I am confident that the OPS is taking action on the commitments in the OPS Leadership Pledge" and "The OPS is taking appropriate action to build an equitable workplace" are measured on a 5-point scale (with 1 being "Strongly Disagree" and 5 being "Strongly Agree"). The mean score is transformed to a 100-point scale.

Notes:

These questions were new to the 2022 OPS Employee Experience Survey and will be used as a benchmark to assess employee sentiment on actions to build an equitable workplace.

Perceptions of a fairness in hiring and career progression by socio-demographic group, 2022

The following table reports the mean scores of employees' perceptions on fair hiring and career progression by socio-demographic group.

Notes:

2022 OPS Employee Experience Survey results will be used as a benchmark against future progress in the OPS.

Satisfaction with Disability Supports by socio-demographic groups, 2019–2022

The following table reports the mean scores of employees who responded to the statement "My Ministry does a good job of supporting persons with permanent or temporary disabilities" from the Employee Experience Survey by socio-demographic group.

Notes:

Employee responses are measured on a 5-point scale (with 1 being "Strongly Disagree" and with 5 being "Strongly Agree"). The mean score is transformed to a 100-point scale.

The survey question used for this measure is asked of all survey respondents but only results for persons with disabilities are shown because their direct lived experiences in the workplace are a more powerful indicator of inclusion.

Opportunities for leadership positions

The following table shows the number of opportunities there were in 2019–20, 2020–21, and 2021–22 to diversify senior leadership teams across the OPS.

The number of opportunities calculates promotional moves, hires and re-hires over a 12-month period from March to February. These are the types of hiring activities that can change the makeup of senior leadership — promoting individuals into leadership or hiring individuals external to the OPS. The counts do not include lateral moves or promotions from one executive level to another (for example, Exec 2 to Exec 3), as these moves do not change the overall socio-demographic makeup of OPS leadership.

Percentages in parenthesis represent the proportion of total number of opportunities relative to the total number of employees in positions at each level^{footnote 2[2]}.

Results for ministry pathway targets

Ministries set five-year targets that align to the OPS goal of achieving parity with the Ontario labour force by 2025. Pathway targets encourage access for underrepresented talent to participate in the four pathways that typically lead to senior leadership. Ministries report annually on their targets, which helps to determine whether ministries are setting realistic and achievable commitments and to identify areas that require more tools and supports.

The data below shows the extent to which ministries met their annual targets in the last three years.

Appendices

Appendix A: Background on pathways to leadership

Coaching and mentoring

Commitments in the coaching and mentoring pathway include setting targets in the Diversity Career Champions Program (DCCP). For example, ministries are increasing the participation rate of people belonging to the ministry's most underrepresented groups.

The DCCP is the OPS' reciprocal mentorship program, and one keyway to support the OPS' commitment to diversity senior leadership.

The program connects Employee Partners with Executive Champions (management and above) for career development advice. It also builds inclusive leadership capacity by providing opportunities for shared learning and engaging in meaningful discussions about equity, anti-racism, inclusion, accessibility, and diversity in the workplace.

Leadership development programs

The OPS offers internal leadership development programs designed for people who are beginning or advancing their careers in management. Ministries set targets to expand leadership development opportunities for underrepresented talent. These programs include:

• Advancing Into Management (AIM): The goal of AIM is to develop high potential employees into managers within two years of graduating from the program.
• Senior Leadership Potential Assessment (SLPA): An assessment process used to identify potential for director-level positions and to identify a cohort of Leadership Development Program participants.
• Leadership Development Program (LDP): The goal of LDP is to develop managers into directors within two years of graduating from the program.
• Executive Coaching Program (ECP): A unique executive development opportunity for OPS directors and assistant deputy ministers to develop executive coaching skills.

Succession planning

Succession planning is about identifying and developing individuals at different levels of readiness who have potential to progress into a specific leadership role. This process promotes career development conversations between the individual identified, their current manager and the direct manager of the future position. Ministries are increasing the representation of people from underrepresented groups as successors for management and executive-level positions. Ministries have set a variety of targets in this pathway, such as increasing the diversity in their executive level successor talent pools.

Recruitment shortlists

Ministries are seeking to diversify senior manager and executive recruitment shortlists. This objective is supported by the collection of voluntary socio-demographic information provided by shortlisted candidates for recruitment processes with their ministries.

To protect candidates' privacy, the program areas that support manager and executive recruitment across the OPS provide ministries with aggregate reports of the percentage of shortlisted candidates from underrepresented groups.

Appendix B: OPS Leadership Pledge commitments

The OPS, as an employer, committed to implementing the OPS Leadership Pledge, an internal commitment to build an equitable workplace where all employees feel like they belong. The Pledge will take action to address root causes of racism, discrimination, and harassment in the OPS, starting with ten concrete actions.

Commitment 1: OPS-wide Code of Conduct

Set clear expectations for respectful behaviour at work by introducing an OPS-wide code of conduct that is rooted in our commitment to taking a no tolerance approach for all forms of racism, discrimination, and harassment.

Commitment 2: OPS-wide strategies to combat all forms of racism

Develop OPS-wide strategies to combat anti-Black racism and anti-Indigenous racism and drive the ongoing implementation of ministry anti-racism action plans that focus on all forms of racism — including Islamophobia, antisemitism, and anti-Asian racism.

Commitment 3: Workplace Discrimination and Harassment Prevention

Put in place changes to ensure that workplace discrimination and harassment complaints are heard and resolved quickly and effectively, with empathy, support, and accountability throughout the process. We will also prioritize prevention and early resolution so issues can be addressed at the earliest opportunity.

Commitment 4: Identification and removal of systemic employment barriers

Proactively identify and address systemic employment barriers with a focus on continuing to improve recruitment, promotion, and career development systems, as well as workplace culture.

Commitment 5: OPS Anti-Racism Policy and enterprise human resources approach

Apply an anti-racism approach to enterprise-wide human resources and employment policies and programs more broadly; and move the OPS Anti-Racism Policy from the Anti-Racism Directorate in the Ministry of the Solicitor General to Treasury Board Secretariat, the ministry that serves as the Employer.

Commitment 6: Disability employment accommodation

Make the employment accommodation process for employees with disabilities streamlined and integrated. Further, we will ensure the smooth transition of accommodation plans and supports when an employee changes jobs or ministries.

Commitment 7: Career development programs for underrepresented groups

Support underrepresented groups to advance in their careers by enhancing career development pathways. This will include a program targeted to Black and racialized women in administrative roles who experience gendered racism and occupational segregation.

Commitment 8: Inclusive leadership recognition

Encourage and recognize inclusive leaders and employees at all levels of the organization whose behaviour is a model for creating a more inclusive, diverse, equitable, anti-racist and accessible OPS.

Commitment 9: Safer spaces for Two-Spirit, transgender and non-binary employees

Provide OPS-wide guidance and education to foster a more inclusive environment that recognizes the diversity of gender identities and expressions in our workplaces, including transgender and non-binary employees. Examples include washrooms that are safe for transgender and non-binary employees and the use of pronouns.

Commitment 10: Mental health supports for all employees

Support the mental health of all employees by expanding resources and services.

Appendix C: Ontario labour force data notes

Ontario labour force data is from Statistics Canada, 2016 Census, 2016 Canadian Census, unless otherwise noted.

Women: Statistics Canada, 2016 Canadian Census.

Francophone: Statistics Canada, 2016 Canadian Census.

2SLGBTQIA+: Data is not available for benchmarking purposes from the 2016 Census that is inclusive of all sexual orientations that fall under the 2SLGBTQIA+ umbrella. The OPS Overall 2022 is used as the benchmark for representation.

Transgender: Estimates for the Ontario labour force for transgender populations are not available. The OPS Overall 2022 is used as the benchmark for representation.

Transgender people experience barriers to accessing employment as well as stigma and discrimination in the workplace. Being identifiable as transgender, having to seek references from previous employers and providing documentation from prior to transitioning can create unsafe circumstances when seeking employment. Barriers are also encountered due to lack of trans-inclusive workplace attitudes and policies. Exclusionary attitudes and policies at work include misgendering (like the misuse of names and pronouns) and non-gender-neutral dress codes or bathrooms. These exclusionary conditions can lead transgender people to hide their gender identity, delay gender transitions and ultimately, leave employment.

Two-Spirit and/or non-binary: Estimates from the Ontario labour force for non-binary and Two-Spirit individuals are not available. The OPS Overall 2022 is used as the benchmark for representation.

Two-Spirit and non-binary people face barriers to employment and often experience stigma and discrimination in the workplace. Exclusionary attitudes and policies at work include misgendering (like the misuse of names and pronouns), non-gender-neutral dress codes or bathrooms and anti-Indigenous racism towards Two-Spirit people. These exclusionary conditions can lead Two-Spirit and non-binary people to hide their gender identity or leave employment.

Persons with disabilities: Canadian Survey on Disability, 2017. People with disabilities can be underrepresented in the workplace because of lower levels of education, lack of early employment experience, severity of disability and availability of accommodations in the workplace.

People with disabilities also encounter barriers which discourage them from looking for employment. Examples include:

• expected employment income would be less than their current income
• they would lose additional supports (for example, drug plan or housing)
• lack of specialized transportation; family or friends discourage them from working; few jobs are available in the local area; accessibility issues when applying for work

Rates of employment for people with disabilities are significantly lower in Ontario than for other groups. Over 240,000 unemployed Ontarians with disabilities could be potential candidates for employment if properly accommodated in an inclusive labour market without discrimination (Source: Canadian Survey on Disability, 2017).

Indigenous identity: Statistics Canada, 2016 Canadian Census. ‘Indigenous' respondents are from the Statistics Canada variable of ‘Aboriginal peoples' and includes respondents who reported ‘Yes' to Question 18 in the Census (‘Is this person an Aboriginal person, that is, First Nations (North American Indian), Métis or Inuk (Inuit)?'). Indigenous people are likely underrepresented in these figures because of various barriers that lead to both low response rates to the Canadian Census and to lower labour force participation than for non-Indigenous populations.

Racialized: Statistics Canada, 2016 Canadian Census. Statistics Canada's data for "visible minority" is used.

Race categories (such as, Black, East/Southeast Asian, Latino/Latina/Latinx, Middle Eastern, South Asian, Another Race Category, White): Statistics Canada, 2016 Canadian Census. Note that individual race categories do not add up to the total number of respondents in the "racialized category" because a) respondents could identify with more than one race; and b) the Statistics Canada formula for calculating "visible minority" was used to calculate "racialized."

Importantly, labour force information does not always align with overall population.

Appendix D: Employee Experience Survey and pathway data notes

Data on the socio-demographic make-up of the OPS and its leadership is from the OPS Employee Experience Survey. The survey was sent to all employees in the OPS. In 2022, approximately 60% of employees responded.

For many questions, people may have chosen more than one socio-demographic group or category. As such, percentage counts may add up to more than 100%.

Respondents self-identified their job classification levels:

• "Manager" refers to "Manager or OPP Staff Sergeant to Inspector"
• "Executive 2" refers to "Director or OPP Superintendents or equivalent position"
• "Executive 3-4 and above" refers to "Assistant Deputy Minister, Associate Deputy Minister, OPP Provincial Commander or equivalent" or "Deputy Minister, OPP Commissioner or equivalent"

Cells are marked with a double asterisk (**) if there are fewer than 10 respondents for a given question or category for OPS and senior leadership results (collected through the Employee Experience Survey)

The data is suppressed to avoid potential identification of individuals and to protect privacy.

Data is point-in-time and based on varying participation rates and sample sizes for each category. Response rates are estimates for high-level approximation and should not be otherwise reported. Further, different confidence levels exist for different results (for example, for the OPS overall, leadership and intersectional data).

Notes on data sources for underrepresented groups:

See the survey questions for how the underrepresented groups in this report were categorized and counted (in order of appearance in data tables).

Sexual orientation and 2SLGBTQIA+: Sexual orientation refers to a person's sexual identity, usually in relation to the gender(s) to which they are attracted. The derived variable "2SLGBTQIA+" includes the following responses, alone or in combination: Asexual; Bisexual or Pansexual; Gay; Lesbian; Queer; Questioning; and/or Two-Spirit (specific to Indigenous cultures).

2SLGBTQIA+, Straight or Heterosexual, Asexual, Bisexual or Pansexual data is not comparable between 2021 and 2022 due to changes in the survey question for sexual orientation. Lesbian, Gay, Queer, Questioning, and Two-Spirit remain comparable between 2021 and 2022.

"Transgender" refers to those that answered "Yes" and "questioning" to "Do you identify as transgender?" Transgender is an umbrella term that refers to people whose gender identity, expression or behavior is different from those typically associated with their assigned sex at birth. Identities considered to fall under this umbrella can include trans, transsexual, non-binary, gender fluid, and genderqueer — as well as many more.

"Two-Spirit and/or non-binary" refers to those who answered "Two-Spirit" (specific to Indigenous cultures) and/or "Non-binary", or selected "I don't identify with the above" when asked "What is your gender identity?"

Two-spirit is an identity specific to Indigenous cultures. Indigenous person whose gender identity, spiritual identity and/or sexual orientation includes a blend of masculine, feminine and/or non-binary spirits.

Non-binary refers to a person whose gender identity does not align with the binary concept of gender as either man or woman. Non-binary people may identify as being both a man and a woman, somewhere in between, or as falling completely outside these categories. While many also identify as transgender, not all non-binary people do.

"Indigenous" respondents are those that answered "Yes" to "Do you identify as First Nations, Métis and/or Inuit?"

The preferred collective name for the original or first people of what is now known as Canada and their descendants. In this context, Indigenous peoples include people who may identify as First Nations, Métis and/or Inuit and any related identities.

"Persons with disabilities" respondents are those who answered "Yes" to "Do you have a disability?". Those who answered "Yes" are presented with the question "What is the severity of your disability?" and can select from the response options "I don't know", "Mild", "Moderate", "Severe" or "Very severe". Responses for severity of disability are grouped to enable reporting. Data on severity of disability is based on a survey question introduced in 2021 and data is only available for 2021 and 2022.

Race categories and how "racialized" is calculated is based on Ontario's Anti-Racism Data Standards. The racialized variable is derived from responses to the question "What race best describes you?" and is comparable to Statistics Canada's Visible Minority category. Note that tables showing disaggregated data on race will not add up to a total number of racialized people because respondents can select more than one racial category.

People are counted as "racialized" if they chose "No" to "Do you identify as First Nations, Métis, and/or Inuit?" and one of the following:

• Black, South Asian, East/Southeast Asian, Latino/Latina/Latinx, Indigenous or Middle Eastern either on their own or in combination with each other; OR
• Black, South Asian, and East/Southeast Asian in combination with White. Latino/Latina/Latinx and Middle Eastern in combination with White would not be considered racialized and therefore would not be included in the racialized variable.

Race is a term used to classify people into groups based principally on physical traits such as skin colour (this is known as "phenotype"). Racial categories are not based on science or biology but on differences that society has created (known as "social constructs"), with significant consequences for people's lives. Racial categories may vary over time and place and can overlap with ethnic, cultural, or religious groupings.

Appendix E: Leadership Index

The Leadership Index is calculated using the following nine questions on the behaviours and attributes of effective leaders. Three questions are asked under each of the following three categories: responsible leadership, innovative leadership, and collaborative leadership.

For each question, respondents choose between 1 and 5 (with 1 being "Strongly Disagree" and with 5 being "Strongly Agree").

An average rating is calculated for each of these three categories, generating three scores which are then averaged and transformed to a 0–100-point scale.

Responsible leadership

1. The person I report to acts in ways consistent with his/her words
2. My leaders take accountability for their behaviour
3. My leaders address difficult issues.

Innovative leadership

1. My leaders inspire me to help achieve ministry objectives
2. My leaders support me with navigating change in the work environment (for example, new technologies)
3. My leaders support the use of modern work practices.

Collaborative leadership

1. My leaders support my professional growth in OPS
2. My leaders empower everyone to realize their full potential
3. My leaders support me to collaborate with others to help deliver the best solutions.

Appendix F: Inclusion Index

The Inclusion Index is calculated as the average response to the following five questions. For each question, respondents choose between 1 and 5 (with 1 being "Strongly Disagree" and with 5 being "Strongly Agree"). The average is then transformed to a 0–100-point scale.

1. In my Ministry the process for selecting a person for a position is fair.
2. I feel free to express opinions that diverge from those of management without fear of reprisal.
3. I am treated respectfully at work.
4. The people I work with value my ideas and opinions.
5. I have a positive working relationship with the person I report to.