What does our network of companies accomplish? There are three things.
One, the power of peer pressure is quite significant. I've seen, even in two years, the OSC is driving a different conversation around boards. I think international pressure drove us to a different place, but individual leaders started to drive people to a different kind of conversation. So I think in a network of companies and business leaders, seeing each other connecting has an impact.
We're seeing it in the mining sector. Mining sector stats for boards and executive committees are terrible. Five years ago this wasn't a conversation. You have two worlds in Canada, a place where the conversation isn't happening around talent development, men and women fully leveraging talent, and a place where it is. That's changing, but that's changing because individuals are starting to say, “I don't want to be a zero. I actually don't want to be a zero anymore, so help me find qualified women. That's starting a conversation around engineers and geologists. You don't have to be in a mine in Angola to be on a board, but you do need to have the requisite experience.
Peer pressure is huge. Best practices is huge. The reason I share an example like Tom Falk is because it matters. The year before, Muhtar Kent was one of our global award winners. When you hear him—CEO for Coca-Cola, employing 700,000 people worldwide—talk about why he's betting the farm on women and developing women, it is very powerful and influential. That creates culture change.
I think the third piece, beyond best practices, really is strategies. There is no one-size-fits-all. That applies to most things in the world. But there are core things you see as very effective. When we look at companies setting goals, building their strategies, sometimes tying achievement of those goals for diversity and inclusion to compensation, pushing the envelope, when you share through your network those kinds of things, they create change that is much broader than a company having an isolated conversation here, a company having an isolated conversation there. Sector conversations—IT, mining, oil and gas—knowing that their sectors, on the face of it, don't feel like they are fully leveraging their talent, that is beneficial as well.
Mining isn't necessarily comparing itself to banking, but they are finding sectors where they have common challenges, common opportunities. so I think it's having a network of business leaders and companies sharing a lot of this. It's a lot of practitioners working together that really matters and is quite powerful.