At Metrolinx, diversity, equity and inclusion are more than just initiatives, they’re woven into the fabric of how the Ontario transportation agency operates.

“We know that fostering an inclusive culture isn’t a one-time effort, it’s an ongoing commitment that requires action, accountability and continuous learning,” says Ramneet Aujla, the organization’s chief human resources officer. “And our goal has really been to ensure that each employee feels respected and valued and empowered to thrive.”

A few years ago, Metrolinx introduced a dedicated inclusion and engagement department, which collaborates with the HR team to bring its commitment to DEI to life. Building on the organization’s long-standing employee resource groups, the department has introduced several resources, including an equity lens tool, inclusive workplace guides and educational sessions. “We’ve established inclusion as a key driver of decision-making here, whether it’s towards influencing policies or operations [and] ensuring it’s tied to leadership accountability at every level.”

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That includes Aujla herself who says, as a racialized woman, she’s had different experiences across her career. “Personally, the [companies] where I’ve thrived the most and I’ve contributed in the most optimal way are the ones where I was made to feel like I belonged and was a member of the team, so it’s really important to me to make sure we lead in that way here as well.”

Indeed, while employers may have a lot of different motivators for providing DEI initiatives, the approach largely depends on the organization and its leadership, says Nora Spinks, founder, president and chief executive officer at Work-Life Harmony Enterprises. “A lot of DEI is now, in part, advancing by going out of HR and into organizational culture.”

Women through all life stages

As part of Metrolinx’s annual strategic objectives, it continues to focus on increasing the representation of women in leadership roles, with slightly more than 41 per cent of senior management roles filled by women in a workforce that’s 39 per cent women.

In addition to bringing women into an organization that has traditionally been male-dominated, Aujla highlights the resources and benefits that are specifically designed to support women. These include a parental leave top-up of 93 per cent of base salary for 32 weeks, an employee assistance program, an emergency childcare program and an employee care office, where Metrolinx’s HR employees offer confidential and safe assistance in navigating any personal or professional life complexities.

Read: A closer look at Finland’s new flexible parental leave

“We’re very committed to supporting women in the workplace and ensuring they have those tools that will help them thrive here, not just professionally, but personally as well, because we want to take a holistic approach.”

In 2023, the organization introduced a menopause policy, aim-ing to raise awareness about the impact of this transition and the employer’s commitment to women experiencing the associated symptoms. Around 15 per cent of its workforce could be experiencing perimenopause or menopause symptoms right now, says Aujla, noting the policy aligns with the organization’s strategy towards creating greater gender balance.

More employers are increasing menopause support, says Spinks, which used to be buried in the EAP and in alternative work arrangements. “It’s not that there hasn’t been a large pro-portion of women experiencing menopause in the workplace before, it was just hidden, it wasn’t talked about, it was private. Women would quit, [they] would hide, [they] would go on leave, but this generation of women going through menopause [are] talking about it — it’s part of life, it isn’t secret, . . . it’s normal.”

Read: How L’Oréal Canada is creating a more menopause-inclusive workplace

Indeed, Aujla is open about her experience with perimenopause. “A lot of employees, after they hear me talk about it, will say, ‘Thank you so much for talking about that so openly.’ . . . It’s empowering those women who are experiencing menopause or perimenopause, but also educating the broader workforce so they can be more understanding and supportive.

“We’re looking to see a cultural shift that helps recognize menopause is not only a personal issue but a public health issue that affects workplaces and our health-care system and communities. We want to make sure those employees who are impacted are getting the support they need and deserve, so they can bring their authentic selves to work.”

Empowerment and support

In addition to recently joining Catalyst, a global non-profit organization that’s focused on advancing gender equity in the work-place, Metrolinx is continuing to look at its recruitment process, including mentorships and career development opportunities.

“We continue to remain committed to advancing not just gender equity, but ensuring all employees feel empowered and sup-ported,” says Aujla, acknowledging that many women, including those from equity-deserving communities, continue to encounter disproportionate barriers in the workplace.

“We’re very committed to addressing any sort of systemic barriers in our organization.”

Jennifer Paterson is the editor of Benefits Canada and the Canadian Investment Review.