The Perfect Day: What would your perfect day look like?


This was the question that brought over 70 CEOs and senior leaders together at the latest CEO Health + Safety Leadership Network Roundtable.

The perfect day isn't about striving for perfection. It is made possible by a workplace culture that encourages asking and listening; it relies on policies, processes and best practices that take both the physical and mental health of employees into account. It is built on shared understanding and accountability, individual empowerment, and it is unique to every workplace

Making the Connection: The Link Between How Our Brain Functions and Health & Safety in the Workplace


Systems, processes, culture and leadership are all significant contributing factors to incidents in the workplace. Human error is also a significant contributing factor.  In fact, too often, we are quick to chalk an incident up to what DEKRA Insight calls The Traditional Three: 

  1. ineptitude, 
  2. indifference or
  3. ignorance. 

However, recent  advancements in neuroscience have given us a greater understanding of some of the root causes of human error.

Mental Health in the Workplace: Moving Insight into Action


In February 2016, Lundbeck Canada, the Canadian Mental Health Association (CMHA), and the Workforce Mental Health Collaborative released the report Workplace Mental Health in Canada, based on their survey of nearly 600 individuals from across Canada. Their goal was to find out where workplaces are on their journey and the supports needed to promote workplace mental health. 

The survey revealed that 32% of leaders are taking action, 42% have shown interest but haven't taken real
action as yet, and 26% were seen to be unsupportive.

Marijuana in the Workplace: Conversations About the Impact on Employers and Employees


The federal Cannabis Act was introduced on April 13, 2017. Ontario led province-wide consultations before introducing its Cannabis Act on November 1, 2017. It is expected that in July 2018, cannabis will be legalized across Canada.  How do you fulfill your duty to accommodate while protecting your rights as an employer and those of your employees and customers? How does one define impairment and fit for work? What types of tasks are safety-sensitive?

These were just a few of the questions that were discussed in October 2017 when leaders came together at the CEO Health + Safety Leadership Network Roundtable to discuss the impact of the legalization of recreational marijuana in the workplace.


The Role of Leaders in Building Inclusive Workplaces

It all starts with you

While the business case for diversity and inclusion will differ for every organization, there are three common denominators.

1. People – Every organization needs to attract, retain and promote the right

people and needs them to be productive and engaged.

2. Customers – Whether you serve other businesses or the public, every organization has a customer.

3. Brand – How you’re known in the market and whether you’re seen to be an inclusive employer will have an impact on your ability to hire talent. Young people Google. They will make decisions to work for organizations based on inclusion.

If they can’t see themselves in your organization, they will not apply.

In order to remain relevant and competitive, businesses must pay attention to this issue. “The numbers paint the business case. They tell us why this is an imperative, and it is an imperative,” says Bach.

For the first time, we have five generations in the workplace. The Canadian birth rate is in decline and our immigration numbers will continue to grow.

In the Diversity Dividend, authors cite that “In approximately 20 years, immigration will account for all net growth in Canada’s population and workforce (Statistics Canada 2017).

With an aging population and increased pressure on healthcare, pensions and other social services, a dynamic workforce will be an essential element in maintaining Canada’s

standard of living and remaining internationally competitive.”

In addition to demographic shifts in Canada, many research initiatives have shown the strong correlation between diversity and inclusion and performance. In their report, Waiter, is that Inclusion in my Soup?2 Deloitte and The Victorian Equal Opportunity & Human Rights Commission found that when employees think their organization is highly committed to, and supportive of, diversity, and they feel highly included, they are 80% more likely to agree that they work in a high-performing organization.

"Diversity is a fact. It has been here since the beginning of time. Inclusion is a choice.  Inclusion is about getting the mix to work-creating places where people can come to work and do their jobs and be successful."

- Michael Bach, Founder and CEO, Canadian Centre for Diversity and Inclusion (CCDI)

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