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      "text": "Respondents good intentions, most corporate D&I programs don't go far enough. Often, D&I efforts have historically focused on gender diversity and on initiatives that fail to consider the substantial differences in needs between individual diversity groups.",
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      "text": "Canada prides itself on being multicultural and welcoming. And we are. Based on data from 16 other countries, Canada leads most other developed countries in workplace inclusion. Nonetheless, important gaps remain. BCG's Centre for Canada's Future surveyed over 5,000 working Canadians on gender, LGBTQ2, racial and ethnic, Indigenous, and disability issues in the workplace. Respondents vary in age and seniority, live across the country and work in a range of industries and roles.",
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      "text": "Given the attention and resources that Canadian businesses have invested in improving D&I in the workplace, the lack of progress is worrying. D&I is not only a moral imperative, it's a business one. BCG's research shows that companies with inclusive environments and heterogeneous workforces create a virtuous cycle that leads to outsize benefits, including 9% higher EBIT and 19% more revenue from innovation. An inclusive work environment is also critical to talent retention. Attracting strong talent, unleashing greater productivity, and sustaining strong bottom lines are crucial success factors for Canadian companies in a fiercely competitive market. How can Canadian companies close the gap? Our research highlights three imperatives that diverse Canadians value in a corporate D&I strategy. By demonstrating leadership commitment at all management levels, fostering an ally culture, and developing employee-centric programs tailored to the needs of each diverse group, Canadian companies can create higher performing organizations.",
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      "text": "We sought to understand how Canadians view their own companies' performance on diversity and inclusion (D&I) and what changes can help improve workplace culture and performance. The study found that Canadian companies recognize the importance of D&I, but that significant numbers of employees still experience barriers to advancement, lack of representation, and workplace bias. Despite good intentions, most corporate D&I programs don't go far enough. Often, D&I efforts have historically focused on gender diversity and on initiatives that fail to consider the substantial differences in needs between individual diversity groups. Senior leaders may say the right things, but lack of clear support down through the managerial ranks can lead to inconsistent experiences on the ground. The reality is that the obstacles diverse employees face are widely underestimated by the majority who are active champions of D&I in leadership. Even those who may not understand the most effective actions to take or recognize the subtle obstacles that women, people of colour, Indigenous, disabled and LGBTQ2 individuals face day to day.",
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