Prioritizing Indigenous representation on corporate boards strengthens decision-making, fosters economic reconciliation, and drives meaningful engagement for all.
Canadian Council for Indigenous Business (CCIB) has a vision: for Indigenous businesses to be fully engaged in shaping the Canadian economy. By building strong business relationships and creating new opportunities for its members, CCIB supports a thriving Indigenous economy that benefits all.
This vision extends beyond Indigenous businesses alone. It also emphasizes the importance of having Indigenous representation at the highest levels of decision-making in corporate Canada. “We bring unique, valuable worldviews and approaches to boards, blending traditional knowledge with strong credentials,” says Brenda LaRose, a Métis board director, leadership coach, and founder of BL Talent Solutions, who recently participated in a panel discussion on the topic hosted by CCIB.
Opportunity gaps
A recent report from CCIB and the Diversity Institute at Toronto Metropolitan University highlights how diversity in the workplace improves decision-making processes, opens doors to engagement with diverse markets, and increases a company’s capacity for innovation. Despite this, only about one per cent of corporate board positions are held by Indigenous individuals. “Many don’t really understand the extent of knowledge and expertise we’ve developed over the last couple of decades,” says LaRose.
Barriers like colonial legacies, discriminatory practices, and a lack of cultural understanding within organizations lead to opportunity gaps for Indigenous individuals in corporate leadership. Moreover, the absence of representation at executive levels perpetuates cycles of exclusion, as critical issues may be overlooked, further worsening social and economic outcomes for Indigenous Peoples.
Embracing strategy
When Indigenous leaders are recruited and retained in executive and board positions, and when meaningful engagement is prioritized (“Don’t just bring someone on because they’re Indigenous, to tick a box,” says LaRose), the benefits are unmistakable.
Cherie Brant, Partner at Borden Ladner Gervais LLP, joined the Hydro One board to contribute her expertise as a First Nations lawyer. “The Indigenous communities we work with at Hydro One can positively impact many aspects of the business, from land access to supply chain to equity participation in our major transmission line projects,” she says. Brant adds that her role has helped foster “greater understanding and interest in the ways our communities can contribute to a better and stronger Hydro One,” noting that trust-building enhances outcomes for the company and its customers.
LaRose and Brant recently participated in the panel, “Indigenous Women in Corporate Leadership,” presented at the CCIB 40th anniversary business forum last spring, offering invaluable insight into the experiences of Indigenous women in leadership roles. Harnessing Indigenous Peoples’ contributions, experiences, challenges, and value is possible — but it must be strategic.
“To truly integrate economic reconciliation corporation-wide, there needs to be a strategy as to how an organization is going to work with Indigenous business, people, and communities to achieve Indigenous economic prosperity,” says Tabatha Bull, President and CEO of CCIB. “It’s not enough to create an Indigenous relations team and expect them to make reconciliation a reality within a company. It has to be purposefully integrated, reaching into all aspects of an organization, including at the board level.”
To learn more, visit ccab.com.
