Inclusion by Design: Addressing Disability Gaps in Canadian Boardrooms
Wendy Cukier, founder and academic director of the Diversity Institute, led two webinars hosted by Governance Professionals of Canada which focused on inclusion for persons with disabilities.
Two recent webinars hosted by the Governance Professionals of Canada (GPC) brought attention to the importance of inclusive boardrooms in today’s rapidly evolving business and social landscape. With more than 400 registrants combined in March, the events featured Dr. Wendy Cukier, founder and director of the Diversity Institute (DI), who delivered compelling insights drawn from research and practice. The first session, Increasing Diversity in Boards and Leadership, offered a broader look at diversity and the value of inclusion. The second, more practical in focus, explored strategies to design inclusivity into board structures and processes.
Driving the importance behind these sessions is growing evidence that diversity fuels innovation and performance within organizations. Canadian companies with more than 25% women on their boards are more innovative (external link) . Diverse firms are also more likely to generate income from new products and services, while companies with diverse management teams (external link) see 19% higher revenue linked to innovation. Cukier reinforced to attendees, “It’s because we know that boards essentially offer an opportunity to represent the people that they lead.” As Canadian communities grow more diverse, inclusive boards are no longer a nice-to-have—they are essential. “We know as communities become more diverse, representation matters,” she added.
That representation isn’t just about optics, it’s about responding effectively to the needs of diverse communities and stakeholders. According to a 2021 Angus Reid and Rick Hansen Foundation survey, 62% of Canadians (external link) are more likely to support businesses that have policies supporting employees with disabilities. Moreover, businesses (PDF file) committed to disability inclusion (external link) grow sales nearly three times faster and profits over four times faster.
Persons with disabilities on boards across Canada
Yet the numbers on board diversity remain discouraging. According to DI’s DiversityLeads 2024 report, persons with disabilities hold just 0.5% of board seats among federally regulated distributing companies, despite making up almost a quarter (external link) of Canada’s population. In the corporate sector, persons with disabilities make up 0.7% of (PDF file) disclosed board positions (external link) . DI’s DiversityLeads 2024 report on the representation on boards and senior leadership across Canada, also shows that while research suggests progress is being made for women, racialized and Black people, Indigenous Peoples, persons with disabilities and those who identify as 2SLGBTQ+, there are still significant gaps in representation relative to the labour market and diversity in workplaces.
Cukier emphasized, “We know that representation on boards signals who belongs.” But under-representation remains a persistent barrier—especially for persons with disabilities, who face exclusion both visible and invisible. Cukier pointed to studies that found the top reasons for not retaining employees with disabilities were lack of knowledge on handling their needs, concern over potential liabilities and cost of accommodations. “We have to really grapple with our own assumptions and biases, in order to open space for persons with disabilities,” she said.
Systemic challenges remain. Only 60.3% of persons with disabilities are employed, compared to 77.3% of those without. Even among university graduates, employment outcomes for persons with disabilities lag behind high school dropouts. A report on unemployment in Canada—based on a survey of 34,740 Canadians, conducted by the Environics Institute (external link) in partnership with the Future Skills Centre (external link) and DI—found that 78% of unemployed individuals not seeking work report having a disability. “It’s a massive waste of talent and capital,” Cukier said.
Adopting inclusive practices
In her second session, Cukier focused on the need for organizations to adopt inclusive practices in the boardroom—from the consideration of disability beyond visible or physical conditions, to creating safe spaces for dialogue and encouraging self-identification. She highlighted the 50 – 30 Challenge (external link) , which calls for gender parity and 30% representation from other equity-deserving groups, including persons with disabilities. Over 2,450 organizations have signed on to the Challenge so far, which grants them access to free resources to support their EDI strategies.
Key strategies discussed included ensuring accessible job descriptions and recruitment tools, applying an accessibility lens in board appointments, incorporating skills matrices and formalizing accountability frameworks. The tone set by leadership was another recurring theme. “Ensuring the board is inclusive matters,” said Cukier. “Tone from the top” not only sets expectations, but models inclusive behaviours that shape board culture.
As the country’s demographic trends continue to diversify, boardrooms must follow. The business case is clear: inclusive boards support innovation, improve performance, and build trust with diverse stakeholders. “We know that representation on boards signals who belongs,” Cukier said, emphasizing that creating inclusive boards is not just the right thing to do—it’s a strategic business imperative.
