on the advancement of aboriginal employment · 2005. 3. 3. · aboriginal people may also consider...

task force

on the advancement of aboriginal employment in the bank

REPORT TO EMPLOYEES FIRST ISSUE 1992

REISSUE NOVEMBER 2004

TASK FORCE REISSUE - ADVANCEMENT OF ABORIGINAL EMPLOYMENT

table of contents

PRESIDENT & CEO’S MESSAGE page 2

DEFINING ABORIGINAL PEOPLE page 3

EXCERPTS FROM THE 1992 TASK FORCE REPORT ON ABORIGINAL EMPLOYMENT

OVERVIEW & METHODOLOGY page 4

STATISTICS page 5

1992 ACTION PLANS & 2004 RESULTS TO DATE page 11

EXTERNAL RECOGNITION page 16

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historical note

The language used in the original Task Force reports has changed over the last decade to reflect BMO’s evolution in creating a diverse workforce and an equitable, supportive workplace. This inclusive workplace is one where individual differences are valued and respected, while accommodating individual needs. For example, the Office of Workplace Equality is now known as the Office of Diversity & Workplace Equity.

To access the 1992 Task Force on the Advancement of Aboriginal Employment, please click her

president & ceo’s message


Going up the Learning Curve on the Employment of Aboriginal People

The Task Force on the Advancement of Aboriginal Employment was a critical

step in the major self-assessment we undertook at BMO in the early 1990s,

when we publicly committed to create an equitable, barrier-free (in the

broadest sense) workplace and a workforce reflecting the communities

we serve.

As with the other three Task Force reports, this one featured a spectrum of

action plans — all generated by employees, all heartily endorsed by the

leadership and all fully attached to no-nonsense deadlines. Released in

September 1992, the report is being reissued in November 2004, timed to

focus attention on a full-fledged diversity and workplace equity renewal

process called Above & Beyond.

Whether you were around when the Task Force report was released, or are

one of many thousands of colleagues who have joined BMO in the interim,

I recommend what continues to be a good read plus an excellent source of

historical perspective. What it won’t do, of course, is tell you what happened

next. Let me treat you to a handful of excellent examples.

This Task Force helped articulate the statement of Corporate Values that we

do our vigilant best to live by today. We are committed to an equitable work

place in which all employees have the opportunity to pursue a full and

rewarding career unimpeded by artificial barriers; and a workforce that

reflects the diverse populations in the communities where we do business.

This report also prompted a series of direct and ongoing initiatives aimed

at recruiting and preparing Aboriginal candidates for employment at BMO,

and undertaken in close partnership with Aboriginal educators and counselors.

Meanwhile, within the organization, Aboriginal and non-Aboriginal colleagues

alike began forming sharing circles where they learn from one another and

celebrate diversity. Such circles already exist in Toronto and Calgary, and we

are currently looking at creating a virtual sharing circle on a nationwide scale.

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Another thing the task force reaffirmed was that those who could, BMO

included, should also be addressing the broader issues that affect Aboriginal

people and their communities. We are now a major sponsor of Aboriginal

programs at universities and educational organizations.

Most importantly, the advancement of Aboriginal employment became a

business priority with the unqualified support of the leadership team, meaning

that business plans now had to include goals for hiring, retaining and

supporting Aboriginal people; and meeting these goals became part of a

quarterly reporting system and a factor in annual performance reviews.

Thus we continued to go about making ourselves into what we are today —

an enterprise where Aboriginal employees serve in senior leadership positions

and where representation of Aboriginal employees has more than

doubled over the past 12 years — an organization, in other words, with a

proud reputation for welcoming and supporting Aboriginal employees.

Tony Comper

President & Chief Executive Officer, BMO Financial Group

For the purpose of this Task Force report, an Aboriginal person is

aboriginal people indigenous to North America and is defined by the government of

Canada as either Indian (Status or Non-Status), Inuit, or Métis.

Aboriginal people may also consider themselves to be Native

or First Nations.

defining

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EXTRACTED FROM THE 1992 TASK FORCE REPORT ON ABORIGINAL EMPLOYMENT OVERVIEW & METHODOLOGY

The Task Force on the Advancement of Aboriginal Employment was established in May 1991 as one of Bank of Montreal’s key initiatives to achieve its business goal of workplace equality.

The objective of the Task Force was to formulate the action plans that would quickly and effectively ensure the proper employment of Aboriginal people in the Bank.

At its first meeting in June 1991, the Steering Committee determined that the Bank needed to deal with recruitment and retention before meaningful advancement would even be possible: Aboriginal people constitute only 0.5% of the Bank‘s employees, but 2% of the national workforce.

So the Steering Committee's first challenge was to expose all the barriers, direct and indirect, internal and external, to recruitment and retention.

Understanding that real change only happens through individual understanding and commitment, the committee decided to launch its investigations with the help of 44 individuals organized into five divisional Action Teams. They were selected from all banking groups and included Aboriginal employees.

Each team retained its own consultant who was well informed about the region‘s employment issues from the perspective of Aboriginal people. And, most importantly, every team sought information and advice from Aboriginal colleagues, Aboriginal business contacts and local Aboriginal leaders.

In addition, each team worked in collaboration with the Bank’s own experts, the Workplace Diversity team in Human Resources. The Prairie Action Team developed a research model to help al l the teams identify barriers to employment, recommend actions to overcome them and devise standards of measurement.

All five teams submitted independent reports to the Steering Committee in March 1992. Each team identified barriers for which they recommended actions. Since there was a notable degree of consistency in the findings across all divisions, this final report consolidates the findings into 31 barriers organized into six main categories.

The Task Force made three Key Recommendations and developed 31 action plans.

The five Task Force Action Teams discovered that some of the barriers to employment and advancement were historical. But other barriers were the result of Bank practices that are insensitive to the needs of Aboriginal employees and potential employees. And still others were the result of misunderstanding or misperception.

The Action Teams believed that we all needed to know “the hard facts” in order to take the necessary action to hire and advance Aboriginal people.

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EXTRACTED FROM THE 1992 TASK FORCE REPORT ON ABORIGINAL EMPLOYMENT STATISTICS

the perception

the findings

As a corporation, the Bank has not yet developed substantive relationships with Aboriginal people. As a result, there has been little opportunity to build mutual trust and respect.

Some Aboriginal people, in fact, have never had contact with any financial institution, and neither, they said, had their parents.

• Very few bankers have approached Aboriginal organizations to market the Bank’s services, or even to say, “We want your business.” Effort to achieve Workplace Equality will fall short unless it is combined with an equal effort to recruit Aboriginal customers.

• Because of the extensive media coverage of our initiatives on the advancement of women, there is a misperception that the Bank’s commitment to Workplace Equality is largely restricted to “women's issues.” It isn’t, and we need to get that message out to all our employees. Our goal is to be a leader in all aspects of Workforce Diversity.

• Until now the Bank has not capitalized on the benefits of seeking out and consulting Aboriginal people, including business leaders, as advisors.

• Our track record suggests we clearly lack expertise and even basic understanding of the needs of Aboriginal people, both as customers and employees. It makes sense to consult the experts – the people themselves.

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The Bank has not encouraged the employment of Aboriginal people. the perception The hiring process has not worked in favour of Aboriginal people. This is verified by the fact that, in 1991, the Bank employed 118 Aboriginal people in a workforce of more than 26,000.

• Hiring Aboriginal people is not seen as a Bank priority, so there has been little motivation to recruit Aboriginal people.

the findings

• Awareness of job opportunities in Aboriginal communities is all but non-existent; consequently, applications from those communities have been limited.

• Job postings don’t recognize unique skills, including languages spoken, cultural knowledge and access to Aboriginal networks.

• There is no standard orientation program for new employees, a situation that makes it especially difficult for many Aboriginal people, who must cope with a whole new culture as well as a new job.

• The management orientation program does not reflect the Bank‘s commitment to Workforce Diversity.

• The lack of any support system to assist Aboriginal people in becoming familiar with Bank culture has resulted in a low retention rate among Aboriginal employees.

• There is a lack of Aboriginal role models, particularly at the management level.

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EXTRACTED FROM THE 1992 TASK FORCE REPORT ON ABORIGINAL EMPLOYMENT

the findings

the perception

STATISTICS

The playing field is not level.

For a variety of complex reasons, many Aboriginal people require more formal education and work experience to compete effectively for entry-level jobs at the Bank.

At the same time, because of strong ties to their communities and to their culture, some Aboriginal people may be reluctant to leave their communities to obtain jobs, or may require flexible work schedules.

In Quebec, there is also a language barrier: French is not spoken on most reserves.

• Potential Aboriginal employees are placed at a disadvantage because recruitment and staffing practices, including selection criteria, have not been developed with consideration of various cultural distinctions.

• Entry-level applications from Aboriginal people may be screened out because applicants lack a high school diploma and/or because they have not had the opportunity to acquire related work experience in previous employment.

• Job skill requirements related to computer technology make it difficult for untrained individuals, including some Aboriginal people, to get jobs in the Bank.

• Mobility requirements attached to a number of job opportunities are sometimes not compatible with strong ties to home communities.

• In some cases, Aboriginal people are reluctant to accept off-reserve employment because their earnings would be subject to taxes, whereas on-reserve earnings are generally tax free.

• The Bank’s policy of being “a fair and equitable employer” is too often interpreted to mean treating everybody the same, rather than recognizing, valuing and managing diversity.

• Decisions in the Bank tend to be made using short-term financial goals as the key criteria. This is incompatible with the long-term investment in special measures that will be required to achieve Workforce Diversity.

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the perception

the findings

The Bank has a very effective referral system, which tends to exclude Aboriginal people.

When permanent jobs became available, they were likely to be filled by temporary or casual employees, or by way of referrals from Bank employees. In either case, Aboriginal people usually miss the opportunities.

Lower staff turnover, particularly in the rural and smaller-town branches that tended to be close to reserves, limited employment opportunities.

• Because the Bank’s job posting program gives priority to existing employees, it tends to exclude Aboriginal people.

• The Bank’s decentralized hiring practice makes it difficult to provide a consistent approach to hiring priorities, including giving appropriate consideration to the need for a diversified workforce.

• A reduction in turnover generally, along with a recessionary economy, have created an oversupply of well-educated, experienced and trained individuals in the job market.

• There is insufficient time and money to train new staff at the branch level, and it is difficult for Community and Branch Managers to take such initiatives.

• There is no perceived Bank priority, in terms of either time or financial support, for the recruitment and advancement of Aboriginal employees.

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the perception

the findings

Many Bankers are unaware of the cultural and socio-economic realities that influence Aboriginal people’s lives. There is a tendency to stereotype Aboriginal people.

Aside from a relative handful of (mostly) urban workplaces, there has been little opportunity for Aboriginal people and other North Americans to get to know one another. This resulted in misperceptions and stereotyping which in turn resulted in serious under-representation of Aboriginal employees within the Bank.

• There is no perceived Bank priority to guide employees in rethinking attitudes that are unconscious, uninformed or stereotypical.

• Unacceptable behaviour is not well defined, and exemplary behaviour is not sufficiently recognized or rewarded.

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EXTRACTED FROM THE 1992 TASK FORCE REPORT ON ABORIGINAL EMPLOYMENT

the perception

the findings

STATISTICS

Many employees, managers included, have only a limited knowledge of the Bank’s commitment to Workforce Diversity.

There seems to also be a generalization that Aboriginal people do not want to fit into Canada’s cultural mainstream and prefer simply to be themselves – values and heritage intact, including in the workplace.

Even though the Bank is officially committed to establishing and celebrating diversity in the workplace, a lot of employees are unaware of this commitment.

• There is a general lack of understanding of how the Bank’s commitment to Workforce Diversity and Workplace Equality in the Corporate Strategic Plan translates into the individual Banker’s responsibilities on a day-to-day basis.

• Accountability for Workforce Diversity appears to reside only at the senior executive level, and with Corporate Human Resources.

• Human Resources policies do not promote, or even appear to value, Workforce Diversity. They don't provide any direction for achieving it.

• The Bank’s performance goals and measurement do not recognize or support Workforce Diversity. Managers can and do hire without accountability for Workforce Diversity.

• There is very limited awareness of the size and composition of the Aboriginal workforce in each community.

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1992 ACTION PLANS & 2004 RESULTS TO DATE

set and meet GOAL Take a leadership position among major Canadian financial institutions for hiring goals Workforce Diversity and Workplace Equality.

IMMEDIATE OUTCOME • The position of Vice-President, Workplace Equality was created in January 1992. (This was later renamed Vice-President, Equity and Employee Engagement.) Reporting directly to the President, the Vice-President and her team were to act as the catalyst of change and expertise for enterprise-wide diversity and workplace initiatives.

• At a national level, BMO strives to not only meet, but to exceed the rate of external availability of Aboriginal people in its workforce. BMO’s hiring goal is also 1.5 times that of availability.

• Under Tony Comper’s leadership, BMO has a comprehensive system of goal setting and tracking for hiring, retaining, and promoting a diverse workforce. BMO tracks and monitors turnover numbers to identify and address potential problem areas. This ultimately leads to increased retention levels.

MOST RECENTLY • As at Q4 2003, Aboriginal people make up 1.3% of BMO’s total workforce. Aboriginal people are now represented at all levels of the organization.

keep up the GOAL

momentum Provide a focus for ongoing leadership, advocacy, accountability and support for the recruitment, retention and advancement of Aboriginal people, and ensure that Workforce Diversity and Workplace Equality remain a vital part of the Corporate Strategic Plan.

IMMEDIATE OUTCOME • In 1992, BMO created a new executive office position of Vice-President, Aboriginal Banking with a mandate to provide leadership in broadening and deepening BMO’s business relationships beyond the 135 Aboriginal groups with whom we had a business relationship. Ron Jamieson, a Mohawk from Six Nations of the Grand River, was appointed Vice-President, Aboriginal Banking.

• The Aboriginal Banking Unit was created in October 1992 to contribute to the economic self-sufficiency of Aboriginal peoples across Canada. BMO Bank of Montreal is working to build mutually beneficial sustainable relationships by designing and delivering with Aboriginal communities, businesses and individuals, a comprehensive range of financial products and services.

• BMO’s Diversity Councils and Affinity Groups on both national and divisional levels are open to all BMO employees. BMO also participates in Aboriginal Sharing Circles in Toronto and Calgary.

MOST RECENTLY • In 2000, BMO’s Management Board Executive Committee developed Corporate Values, which represent BMO’s core beliefs. They stand as our collective commitment – to each other, to our customers, to our shareholders and to the communities of which we are a part.

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increase GOAL

awareness Clarify to employees that, according to the Corporate Strategic Plan, employment within the Bank should properly reflect the communities served by the Bank. And emphasize that the Bank’s commitment to this business goal is real and urgent.

IMMEDIATE OUTCOME • Through annual performance appraisals, executives are held accountable for meeting their diversity goals.

MOST RECENTLY • BMO created a set of Corporate Values including, “We draw our strength from the diversity of our people and our businesses,” which are embedded into our culture.

• A detailed strategy was developed to ensure that employees were kept informed of every step in the march toward equity in the workplace. New developments were covered in @work, First Bank News, and 875 Live.

broaden GOAL Improve understanding to help dismantle the barriers, both internal and external, understanding to the recruitment, retention and advancement of Aboriginal people in the Bank.

IMMEDIATE OUTCOME • Every employee received a copy of the Task Force on the Advancement of Aboriginal Employment.

MOST RECENTLY • An initiative was launched in 1999 for all managers of people in BMO’s retail banking group to attend a Managerial Leadership Week, which focused on “managing for inclusion and managing diversity.”

• BMO is reaching out to Aboriginal communities through a series of special recruitment initiatives in partnership with Aboriginal educators, cousellors and internship networks.

• BMO has an orientation website for new employees called “Orientation Express,” which details BMO’s efforts to create, and the benefits of, a diverse workforce and an equitable, supportive workplace.

• BMO and its employees participate in Aboriginal festivals.

ensure GOAL

accountability Establish individual accountability, at senior levels and throughout management, for building a workforce that reflects the communities the Bank serves. And ensure that the Bank’s commitment to Workforce Diversity and Workplace Equality is integrated into the Bank’s ongoing business planning for continuous improvement.

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OUTCOME • Through annual performance appraisals, executives are held accountable for meeting their diversity goals.

• Beginning in 1993, business plans include goals for hiring, retaining and promoting women, visible minorities, Aboriginal people and people with disabilities. BMO continues to set qualitative and quantitative goals and measure its progress against these.

forge new GOAL Become the bank of choice for both Aboriginal employment and business, and relationships properly reflect the communities we serve.

IMMEDIATE OUTCOME • Through BMO’s Diversity & Workplace Equity group, individuals were accountable for managing relationships within the external Aboriginal community.

MOST RECENTLY • BMO believes in providing mentorship by Aboriginal employees for non-Aboriginal students as a means of breaking down barriers and to increase awareness and understanding.

• BMO now has an Aboriginal Banking intranet site. This site is intended to provide employees with information on the products and services that BMO delivers to Aboriginal communities, businesses and individuals.

GOAL Devise creative strategies at the community level, in partnership with Aboriginal organizations, to assist Aboriginal people in overcoming barriers to employment.

IMMEDIATE OUTCOME • BMO reaches out to Aboriginal communities through initiatives in partnership with Aboriginal educators, counselors and internship networks.

• BMO created an award-winning Possibilities Youth Scholarship Internship program, designed to provide work experience and education incentives for Aboriginal youths, visible minority youths and young people with disabilities. The program enabled students across the country in their final year of high school to work one day a week for BMO Financial Group during the school year. Upon completion of the program, each intern received a $1,000 scholarship toward a post-secondary school of his or her choice. The scholarship arm of this program continues to date.

MOST RECENTLY • BMO and its employees are seeking to create a virtual Aboriginal sharing circle through which Aboriginal and non-Aboriginal employees may come together to learn and to teach, to support and to nurture, to guide and be guided, in an environment respectful of all forms of diversity. Employees also participate in Aboriginal Sharing circles in Toronto and Calgary.

level the playing field

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• BMO is a founding sponsor of the Aboriginal MBA program at the University of Saskatchewan. This program is focused on Aboriginal business and economic development. Our Senior Vice-President of Aboriginal Banking is an honoured member of the Circle of Founders.

• In partnership with the Saskatchewan Indian Federated College and the University of Regina, BMO is a sponsor of a bachelor of administration degree program providing Aboriginal and non-Aboriginal students with the opportunity to explore issues of common concern.

• Each year, BMO awards Foundation for the Advancement of Aboriginal Youth (FAAY) scholarships worth $750 to 16 deserving Aboriginal high school students across the country. The scholarship program is dedicated to developing future generations of Aboriginal leaders and to supporting the ambitions of young people who wish to contribute to the economic and social development of their communities.

create a GOAL

welcoming Develop a diverse workplace that enables Aboriginal people to enhance and advance their careers.

environment IMMEDIATE OUTCOME • BMO reinforces our commitment to diversity and workplace equity through our First Principles document and our Corporate Values. Employees are required to review and attest to the First Principles document annually.

• BMO devised a workshop on “Managing in a Multicultural Environment,” as well as a seminar emphasizing the business case for diversity.

• BMO developed and communicated a harassment policy that details that harassment on any of the following grounds is prohibited: race, ancestry, place of origin, colour, ethnic origin, citizenship, disability, creed, sex, sexual orientation, marital status, family status, age or record of offences.

• BMO uses a confidential workforce survey to assess how well we are doing in our efforts to create a diverse workforce and an equitable, supportive workplace. This allows employees to confidentially identify if they are a member of one of the following groups – Aboriginal, visible minority, or people with disabilities. BMO is reaching out to Aboriginal communities through a series of special recruitment initiatives in partnership with Aboriginal educators, counselors and internship networks.

• In March of 1993, BMO launched its Career Information Network (CIN), an easy-to-use computer system for sharing information about all job vacancies. All employees can take the opportunity to express interest in jobs as soon as positions become available. Employees can also use the system to learn about the types and range of jobs that are available, to help them chart their career paths and seek the necessary training and development. At the same time, hiring managers gained access to the widest talent pool, and thus substantially improved their chances of finding precisely the right candidates. Enhancements to the system now allow employees to store their profiles and resumes in the career database.

•

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publicize our GOAL Heighten the understanding on the part of Aboriginal people in particular and commitment the public in general of the Bank’s commitment to become the employer of choice in every community which it serves.

IMMEDIATE OUTCOME • BMO frequently communicates through advertisements, articles, and interviews our commitment to a diverse workforce and an equitable, supportive workplace.

• BMO is developing with Aboriginal communities, businesses, and individuals a comprehensive and integrated set of initiatives that provide Aboriginal employees with improved access to financial services, employment and training opportunities.

monitor GOAL

progress Measure our progress in hiring and advancing Aboriginal people as we move rapidly toward a workplace that is both diverse and truly equitable.

IMMEDIATE OUTCOME • The CEO’s Council on the Equitable Workplace establishes quantitative and qualitative workplace equity goals at the beginning of each fiscal year and measures progress towards these goals.

• Included in BMO’s Annual Employee Survey is a Diversity Index, a compilation of questions that enables BMO to measure how well employees think we are doing in the area of Diversity & Workplace Equity.

• BMO’s Annual Employee Survey contains several indexes, including: • The Enterprise Engagement Index (EEI) which represents the strength of the overall “connection” between employees and the organization, and includes commitment, involvement, relationships and initiatives. The stronger the EEI connection is with each component, the more engaged the employee will be with the enterprise as a whole.

• The Diversity Index (DI) is a compilation of questions that enable BMO to measure how well employees think we are doing in the area of Diversity & Workplace Equity. These efforts enable managers to further assess and prioritize their diversity Action Plans and strategies.

• Managers of more than 10 employees receive reports regarding these indices.

• A demographic analysis of AES results enables managers to identify any particular issues experienced by any of the designated groups.

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EXTERNAL RECOGNITION FOR BMO FINANCIAL GROUP

2004 MicroSkills Corporate Spirit Award: The Spirit Award was presented to BMO for demonstrating a commitment to recent immigrants, members of visible minorities and women through programs, projects and initiatives that support and develop innovative opportunities.

PAR Award: In February 2004, the Canadian Council of Aboriginal Business (CCAB) honoured BMO with a Progressive Aboriginal Relations Award for initiating Aboriginal community economic development.

Best 50 Corporate Citizens: BMO Financial Group placed first among financial institutions in the 2004 ranking of Canada’s 50 Best Corporate Citizens.

2003 Top 100 Employers: BMO was named one of Canada's Top 100 Employers – the only bank to make the list for the second consecutive year. (Also named in 2002) Mediacorp Canada Inc.’s 2004 edition of Canada's Top 100 Employers includes companies from a range of industries that are leaders in attracting and retaining quality employees. BMO was also recognized as one of the Top Ten Employers in Canada for Visible Minorities and for Training & Development.

Best 50 Corporate Citizens: BMO was recognized by Corporate Knights magazine as one of the Best 50 Corporate Citizens in its annual ranking of Canada's largest 100 publicly traded firms (TSX 100). BMO ranked in the top 10 of the Best 50, and received two other awards, a Gold Medal for our Human Resource practices and a Silver Medal in the Community category.

Ovation Award: BMO's Career Discovery intranet site was recognized by the International Association of Business Communicators (IABC) for outstanding effort and talent in the field of employee communications. The Career Discovery site was acknowledged for its creativity, imagination and innovation as an effective communication program.

Training Top 100: For the second consecutive year, in its annual survey of international corporations, U.S.-based Training magazine ranked BMO Financial Group as the only Canadian corporation on its Top 100 for BMO’s dedication to learning and development.

CHRC Employment Equity Audit: BMO was the first Canadian bank found to be in compliance with all 12 statutory requirements with no undertakings ordered.

2002 EASNA Accreditation: BMO’s EAP became accredited by the Employee Assistance Society of North America (EASNA) and was awarded “Exemplary Employee Assistance Programming” by that organization. BMO’s EAP was the first program to have successfully met the requirements.

2000-2001 Vision Award: Human Resources Development Canada recognized BMO for achievements in employment equity. As of September 2003, BMO is the only company to receive this award twice. (BMO first won the award in 1995.)

1998-1999 The Broad Community: The Conference Board of Canada & Partnership Award. Human Resources Development Canada recognized BMO for the Possibilities Youth Internship Scholarship program.

Career Edge Vision Award: Career Edge is a national, not-for-profit organization whose mandate is to enhance youth employability by providing internships through host organizations. BMO received this award for its continued Employment Equity achievements and increasing diversity in the workplace.

1996-1997 Partnership Award: The Learning Partnership and TAP Network recognized BMO for working together to support students, teachers, schools, and the community.

1993 Honoured by CCAB: The Canadian Council on Aboriginal Business recognized BMO for continued support of the Foundation for the Advancement of Aboriginal Youth.

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our corporate values

care

diversity

respect for everyone

keep our promises stand accountable

information, learn innovate

our commitment

We about our customers, shareholders, communities and each other.

We draw our strength from the of our people and our businesses.

We insist upon and encourage all to have a voice.

We and for our every action.

We share customer experiences.

and to create consistently superior

on the advancement of aboriginal employment · 2005. 3. 3. · aboriginal people may also consider...

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