EHRC regularly spotlights Leadership Accord signatories who are driving meaningful progress towards more inclusive workplaces.
The Ontario Energy Board (OEB) has taken a thoughtful, strategic and sustained approach to diversity, equity and inclusion (DEI)—one that is rooted in practical action, measurable outcomes and sector-leading results. Their journey demonstrates how intentional leadership can transform workplace culture and strengthen the future of the electricity sector.
Embedding inclusion into everyday practices
Since launching its DEI strategy in 2021 and signing onto EHRC’s Leadership Accord on Diversity, Equity and Inclusion, the OEB has achieved significant milestones that reflect its commitment to building an inclusive workplace.
The organization has integrated DEI into its operations through strategic frameworks, robust training programs and inclusive policies. These efforts have earned the OEB recognition as one of the GTA’s Top Employers for three consecutive years. Today, the OEB surpasses sector diversity benchmarks, with 61% women-identifying employees and 61% BIPOC representation—including in leadership roles.
Key initiatives include creating a Manager of Indigenous Relations role, implementing inclusive communications and hosting employee-led events that celebrate diversity. These actions have helped embed inclusion into the OEB’s culture and daily practices.
Driving engagement and representation
Employee engagement is a clear indicator of success: 86% of staff view the OEB as a diverse and inclusive workplace. This progress stems from initiatives such as:
- An Indigenous scholarship program
- Inclusive hiring practices
- The creation of Women@OEB, a network supporting gender equity
These programs highlight the OEB’s leadership in fostering equity, representation and belonging across the organization.
Building partnerships for lasting impact
The OEB’s DEI journey extends beyond its walls. Partnerships with organizations such as EHRC, the Canadian Centre for Diversity and Inclusion (CCDI) and Indspire have strengthened education and talent pipelines, while outreach to universities and affinity groups has expanded candidate pools—critical for workforce sustainability in the electricity sector.
Through planning, external partnerships and continuous feedback, the OEB has reinforced accountability and cultivated a workplace culture that is inclusive, connected and resilient.
Sharing lessons learned
To help other organizations advance DEI, the OEB developed a comprehensive approach that begins with assessing demographics, policies and employee experiences. Key recommendations from their approach include:
- Engage staff early to build trust and shape meaningful initiatives
- Establish a clear strategic framework with measurable goals
- Secure leadership support and broad engagement
- Provide ongoing training and education
- Embed DEI into policies and cultural practices
The OEB emphasizes that DEI is a continuous journey requiring patience, humility and shared accountability.
Commitment to empowering sector-wide change
Signing the Leadership Accord was a pivotal step in the OEB’s commitment to workforce equity. This pledge laid the foundation for its subsequent participation in Equal by 30, further reinforcing its dedication to gender equality and inclusion—critical in a sector where women-identifying individuals represent only 25% of the workforce, well below the national average.
“At the Ontario Energy Board, our DEI journey has truly been a collective effort,” said OEB CEO Carolyn Calwell. “It has been shaped by the commitment and collaboration of our executive leaders, people leaders, staff, and the many partnerships we’ve built with community and Indigenous organizations.”
The recognition of these efforts – including the selection of Lenore Robson, Vice President, People, Culture and Strategic Policy, as Workplace Culture Innovator at the EHRC’s 12th Annual Awards of Excellence – underscores the impact of visible leadership in driving meaningful change.
Looking ahead
Through its DEI strategy and partnerships, the OEB has achieved measurable progress in engagement, trust and representation. These gains position the organization as a future-ready leader in Ontario’s energy sector—one that continues to champion equity, representation and belonging.