in the legal community and beyond? A year later, the LLD executive commit- tee presented Onley with a report card on the LLD’s activities and actions. Here are some highlights: Structure and governance is impor-
tant for any organization, and the LLD was able to organize despite the lack of a budget, staff, or infrastructure. Te work is done by very busy but com- mitted general counsel. Te executive committee is made up of Toronto area general counsel from the Royal Bank of Canada, BMO Financial Group, cereal giant Kellogg, Xerox, Teachers Pension Plan, insurer AON, and Deloitte consulting. Of equal importance, there are regional committees in Vancouver (HSBC), Calgary (Shell), Edmonton (PCL construction), Winnipeg (Pollard Bank Note), Mississauga (Navistar), Toronto (Fairmont Hotels), Montreal (Bombardier), Saint John (Assumption Life), Halifax (Jazz Airlines), and St. John’s (Johnson Inc.). Te participation of Canada’s corporate leaders shows the seriousness of the endeavor. Our structure provides for regional diversity initiatives, which will provide for the most impact in a particular region. With governance in place, the
LLD executive committee conducted a strategic planning session. Most importantly, we recognize that change will come from working cooperatively and forming strategic partnerships when they make sense, but at all times
setting and controlling the agenda. We recognize that some of the barriers to diversity require a holistic approach, not a dictatorial one. People with disabilities are under-
represented as employees in the Canadian economy. At his request, the LLD has worked with Lieutenant Governor Onley on an initiative designed to organize employers in Ontario to break down barriers and share best practices related to people with disabilities. One of our members was asked to chair a federal panel designed to collect best practices for hiring people with disabilities in the private sector and understand the bar- riers that exist to the employment and retention of people with disabilities. Te LLD is piloting a mentorship
program with a law school in Ontario, whereby LLD members and their staff lawyers will mentor diverse students. Our hope is that this will expand through- out the regions where the need exists. Creating a more diverse pipeline will mean better talent for law firms and in- house law departments to choose from. Senior gay and lesbian lawyers in
LLD recognizes that change will come from working cooperatively and forming strategic partnerships when they make sense.
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Toronto met with the LLD in a private session for the purpose of sharing what barriers continued to exist for LGBT lawyers and law students. We learned that general counsel can play an impor- tant role in creating a more inclusive legal profession for LGBT lawyers. At least two national law firms have responded to the suggestions with LGBT networks, and a number of our members have spoken on panels on the topic. What started in Toronto has now moved out into the LLD regions, spur- ring progress where only small steps had been taken before. LLD members
have met with leader- ship from external law firms across the country. We are mak-
ing the point that external lawyers need to mirror the in-house departments they serve, and that they too are expected to take a leadership role in creating a more inclusive legal profession. Most recently, the LLD hosted a summit in Toronto attended by the senior leadership from Canada’s top national law firms. Communication is an important ele-
ment. LLD members are provided with a monthly calendar of diversity-related events, giving them an opportunity to experience and better understand cul- tural and religious events. Often these calendars are circulated more broadly within an organization. Many LLD general counsel signa-
tories have taken it upon themselves to sponsor diversity networks, chair corporate diversity councils, mentor diverse employees and lawyers, and take on speaking and diversity-cham- pion roles. LLD members are acting on the 17 initiatives. And finally, a number of our mem-
bers have been recognized with various awards for their work and leadership with diversity, as has the LLD, for that matter. But awards are second to what matters most: concrete actions leading to a more inclusive Canadian legal profession. Tis is a journey without a destination. Along the way there will be signals of success but a truly inclu- sive legal profession will be a forever moving target. Te important thing is to maintain our momentum. Te Canadian general counsel
approach to diversity is still in its infancy, but our success and growth in such a short period of time indicates that the appetite was there and we have found the right menu. Te LLD will take credit for prog-
ress, but we will also be held account- able for what we fail to do, if we simply live off of our name and fail to take action. We know that we will be asked what we have done lately. Stay tuned. We have only just begun. D&B
Ken Fredeen is general counsel at Deloitte & Touche LLP.
NOVEMBER/DECEMBER 2012 DIVERSITY & THE BAR® 15
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