In the resource development industry, many opportunities lie in the service and construction sectors. As an Indigenous woman, my journey in this field has been one of immense challenge but also profound growth and transformation. Today, I want to share a little bit of my story and shed light on how initiatives like Woodfibre LNG‘s Gender and Cultural Safety Management Plan are paving the way for a more inclusive and equitable future in these sectors.
Statistics Reflecting Disparities
Before envisioning a robust and prosperous future for all, it’s essential to examine the complex tapestry of our workforce’s history and the glaring disparities in participation across different job titles. These discrepancies serve as poignant reminders of the enduring challenges confronted by women and Indigenous communities over decades. According to recent statistics from the 2022 report by Statistics Canada, the numbers paint a vivid picture of this discrepancy:
• In trades, transportation, and equipment operations, men dominate the field with a staggering 92.6 percent participation rate, leaving women with a mere 7.4 percent representation.
• Similarly, in natural resources, agriculture, and related production occupations, men occupy the majority share at 81.8 percent, while women account for only 18.2 percent of the workforce.
• Occupations in manufacturing and utilities follow suit, with men comprising 72.1 percent of the workforce, leaving women with a modest 27.9 percent representation.
• Even in management roles, where strides toward gender equality are often assumed, men hold the lion’s share at 64.6 percent, leaving women with a still significant, yet lesser, 35.4 percent representation.
• Moreover, First Nations people (5.8 percent) and Métis (7.6 percent) were less likely to be in managerial positions compared with non-Indigenous people (9.4 percent). However, Indigenous male managers (53.8 percent) were more likely than their non-Indigenous counterparts (39.2 percent) to be in middle management occupations in trades, transportation, production, and utilities.
• Additionally, First Nations people are about twice as likely to experience unfair treatment and discrimination at work as non-Indigenous people, further exacerbating the challenges they face in the workforce.
These statistics underscore the significant barriers faced by women and Indigenous peoples in accessing opportunities and attaining higher positions of authority within the industrial sector. It highlights the urgent need for dedicated initiatives to address these gaps by promoting gender, cultural, and Indigenous safety in the workforce.
The Journey Begins
It was against this backdrop that I began my career in trades in the Fort St. John region. Nestled in the heart of northeast BC, Fort St. John is a small community abundant in natural resources and rich in cultural heritage. It is a land of opportunity, where the pulse of the energy sector has beat strongly for generations, driving economic growth and development. Yet, beneath the veneer of prosperity lies a complex tapestry of challenges, particularly for marginalized groups like Indigenous peoples and women.
Navigating the intricacies of the energy sector as an Indigenous woman from Prophet River First Nation came with numerous challenges. From disproving stereotypes to confronting deeply entrenched cultural biases, the journey was tough. However, I viewed each hurdle as an opportunity to drive change. My determination only intensified: I was driven to be a part of the cultural shift within the industry, aiming to enable it to thrive through diverse participation. I envisioned a future where more women and Indigenous peoples could safely experience a sense of accomplishment and prosperity from opportunities without feeling diminished or marginalized.
This vision was deeply rooted in the lived realities of the Treaty 8 First Nation communities in this region. These communities faced disparate conditions and were accustomed to a substandard quality of life. Given that the dominant industry was the energy sector, many community members sought opportunities as entrepreneurs and tradespeople. However, the challenges they faced were immense, leaving them marginalized and competing against each other for a small fraction of the available opportunities.
These challenges underscored the urgent need for change. Access to these opportunities was not just about economic improvement. It meant families could live more comfortably, mothers in violent situations could have the means to leave and provide for their children independently, and young women and youth could have a safe environment to explore their curiosities and build their careers. It was about creating a future where women and Indigenous peoples could move beyond poverty and into prosperity and opportunity.
Pioneering Initiatives
Thankfully, awareness around Equity, Diversity, and Inclusion (EDI) has been rising in Canada, paving the way for more women and minority groups to enter and thrive in the industrial sectors. In British Columbia, significant progress was made on December 16, 2019, when the Environmental Assessment Act, 2018 came into effect. This Act introduced substantial changes for industrial and resource projects, including new rules for Indigenous involvement and increased public participation.
This Act mandates that the Environmental Assessment Office (EAO) in British Columbia support reconciliation with Indigenous peoples. Key provisions include implementing the United Nations Declaration on the Rights of Indigenous Peoples, recognizing Indigenous nations’ jurisdiction and decision-making rights, collaborating with Indigenous nations on project reviews, and acknowledging Indigenous rights as affirmed by section 35 of the Constitution Act, 1982.
The EAO aims to engage Indigenous governments collaboratively in assessing proposed projects and evaluate potentially adverse environmental, economic, social, heritage, and health effects throughout the project lifecycle. The process includes opportunities for all interested parties to be involved, consultations with First Nations, technical studies to identify and examine potential significant adverse effects, strategies to prevent or reduce adverse effects, development of project requirements and conditions that a company must follow if a project is approved, and comprehensive reports summarizing input and findings.
While the Act doesn’t explicitly address gender safety, it emphasizes the importance of cultural safety and acknowledges the adverse effects of development on Indigenous nations, as highlighted in the National Inquiry into Missing and Murdered Indigenous Women and Girls. Ensuring a culturally safe environment within the workforce is crucial for Indigenous participation and collaboration. This shift not only helps address labour shortages but also brings broader perspectives and talents to the industry, enriching it in previously unimagined ways.
Introducing The Gender and Cultural Safety Management Plan
In response to the mandates set forth in the Environmental Assessment Act, 2018, and the concerns raised by local communities, particularly the Squamish Nation, regarding their major project, Woodfibre LNG embarked on a pioneering endeavor. They established a groundbreaking Gender Safety Advisory Committee, a first-of-its-kind group, to oversee and contribute to their unprecedented Gender and Cultural Safety Management Plan. As part of Woodfibre LNG’s comprehensive approach to tackle the obstacles encountered by women and Indigenous communities in industrial environments, this plan stands as a pivotal initiative. Having been privileged to serve on this committee, I leveraged my firsthand experiences from working on major projects in the field. This allowed me to channel my determination towards reshaping a predominantly masculine culture and contribute a distinct perspective.
This plan has been specifically crafted to cultivate a workplace that is both safer and more inclusive. It encompasses a range of comprehensive strategies aimed at preventing gender and cultural-based violence, ensuring that all employees are aware of the importance of respectful behavior and equipped to identify and address inappropriate conduct.
Key components of the plan include establishing a clear worker code of conduct, developing anti-bullying and harassment policies, and providing behavior standards and training. Additionally, the plan offers mental health and addiction awareness programs and violence and harassment prevention training. These measures are designed to ensure that all workers are educated on the importance of respectful behavior and equipped to recognize and report inappropriate conduct, directly addressing the cultural and gender-based challenges historically faced by women and Indigenous peoples in industrial sectors.
In addition to preventative measures, effective response mechanisms are crucial. Woodfibre LNG has set up confidential reporting systems, comprehensive support services, and enhanced support for women and girls. They’ve implemented worker feedback programs and practice adaptive management based on feedback and effectiveness. These initiatives create a safer and more inclusive work environment where everyone feels valued and protected, making it easier for women and Indigenous peoples to participate and thrive.
One of the standout features of their approach is the Floatel. This investment is a testament to their commitment to exceeding industry standards and fostering responsible relationships. The Floatel has been a crucial component in addressing local and First Nation gender and cultural safety concerns, providing a safe and supportive space for workers. By implementing such comprehensive measures, Woodfibre LNG not only addresses the immediate safety and inclusion needs of its workforce but also sets a precedent for other projects to follow, thereby paving the way for broader participation and diversity in industrial sectors.
The Importance of Gender and Cultural Safety
Participating in the development of the Gender and Cultural Safety Management Plan has been an honor. Ensuring gender and cultural safety is not just about creating a better work environment; it is about increasing opportunities for underprivileged communities and unlocking the full potential of our workforce. By fostering diverse, inclusive, and innovative industries, we can drive growth and development in ways previously unimagined. When women and minority groups are given the space to explore their interests and capacities, the entire industry benefits. Diverse perspectives lead to innovative solutions and approaches, enhancing productivity and creativity. Moreover, a diverse and inclusive workforce is better equipped to address the complex challenges facing the industry today.
This plan is part of Woodfibre LNG’s broader effort to address the challenges faced by women and Indigenous peoples in industrial settings. Serving on the committee allowed me to draw from my firsthand experiences working on major projects in the field. By harnessing my determination to help shift a male-dominated culture, I was able to offer a unique perspective to the development of this plan. The comprehensive strategies to prevent gender and cultural-based violence ensure that all workers understand the significance of respectful behavior and possess the tools to recognize and report inappropriate conduct.
Looking Forward
This shift in major project culture signifies a profound transformation in resource development, evolving from a consumer-driven approach to one rooted in social responsibility. This cultural change not only fosters growth and empowerment for everyone involved but also promotes a more inclusive and respectful work environment. With increased awareness, policies, and enforceable action around gender and cultural safety, women and Indigenous people will feel secure in their workplaces, allowing them to pursue careers and aspire to leadership roles with confidence. This sense of security and opportunity will enable them to serve as role models for their children, exemplifying what personal and professional success can look like. As these positive impacts ripple through communities, they can lead to progressive and lasting change, creating a legacy of empowerment and inclusion for future generations.
The journey of being a woman in trades has been one of profound growth and empowerment. Today, with a broader platform, I am dedicated to fostering environments where women and Indigenous people can explore their talents and ambitions safely. As well as supporting communities like the District of Squamish that are new to major project development. The possibilities are just beginning, and I am grateful for every step of this journey. The path ahead is clear: to continue breaking down barriers, supporting each other, and creating safe, inclusive spaces where everyone can thrive.
Wuujo’aasanaláá
In the intricate dance of natural resource governance, the success of co-management hinges not only on external partnerships but also on the strength of governance structures within Indigenous communities themselves. Poor governance within these communities can be detrimental, not only to the realization of co-management initiatives but also to the opportunities and well-being of their citizens. In fact, it often nurtures poverty and stagnation, undermining the very foundations of community prosperity.
At the heart of this issue lies the stark reality that ineffective governance mechanisms within Indigenous communities can breed controversy, stall development, and perpetuate cycles of disadvantage. When governance structures are complex, opaque, or plagued by internal strife, decision-making processes become convoluted, hindering progress and impeding the ability of communities to seize opportunities for growth and empowerment.
The consequences of poor governance are acutely felt by Indigenous citizens, who bear the brunt of the repercussions. Without clear and effective leadership, resources may be mismanaged or exploited, leading to environmental degradation and loss of cultural heritage. Economic opportunities may be squandered, exacerbating poverty and perpetuating cycles of dependency.
Graham White’s insights into Indigenous governance underscore the importance of simplicity and effectiveness in shaping governance structures. Communal property arrangements and consensus-based decision-making are foundational principles that have sustained Indigenous communities for generations. However, the erosion of these traditional systems due to historical injustices and external pressures has left many communities grappling with governance challenges that hinder their ability to thrive.
The nexus between poor governance and poverty within Indigenous communities cannot be overstated. When decision-making processes are mired in bureaucracy or undermined by internal divisions, opportunities for economic development and self-sufficiency are stifled. This perpetuates a cycle of marginalization and disempowerment, leaving Indigenous citizens trapped in a state of perpetual vulnerability.
Empowering Indigenous communities to develop simple, transparent, and accountable governance structures is therefore essential not only for the success of co-management but also for the prosperity and well-being of their citizens. This empowerment requires a concerted effort to address systemic barriers to governance reform, including historical injustices, colonial legacies, and socioeconomic disparities.
Meaningful engagement with Indigenous knowledge holders and elders is crucial in this endeavour, as their wisdom and insights can guide governance processes rooted in cultural values and traditions. By prioritizing governance reform within Indigenous communities, stakeholders can lay the foundation for equitable and sustainable resource management that nurtures prosperity and fosters resilience.
As we navigate the complexities of co-management and natural resource governance, let us recognize the pivotal role of effective Indigenous governance in shaping the future of communities and safeguarding the well-being of generations to come. By investing in governance reform, we not only honour Indigenous sovereignty and self-determination but also unlock the transformative potential of co-management as a pathway to collective prosperity and empowerment.
In the intricate web of natural resource management, there lies a critical intersection where the interests of governments, Indigenous communities, and industries converge. This convergence, often fraught with challenges and conflicts, has prompted the exploration of innovative approaches such as co-management. Co-management represents a departure from traditional top-down governance models, instead advocating for shared decision-making and responsibility among diverse stakeholders.
The landscape of co-management is shaped by a complex tapestry of legal frameworks, historical injustices, and ecological imperatives. One landmark case that epitomizes this complexity is the Blueberry River court ruling, also known as Yahey v. British Columbia. In this case, the court recognized the cumulative impacts of resource development on the traditional territory of the Blueberry River First Nations and underscored the need for a more holistic approach to land use planning. The ruling highlighted the systemic failure to consider the interconnectedness of ecosystems and the disproportionate burden borne by Indigenous communities.
At the heart of the co-management paradigm lies a fundamental shift in perspective—one that challenges the entrenched notions of property and authority. Graham White, in his seminal work “Indigenous Empowerment Through Co-Management,” juxtaposes the state system’s common property concept with Indigenous communal property arrangements. While the former relies on hierarchical structures and centralized decision-making, the latter emphasizes consensus-based management rooted in traditional knowledge and community stewardship.
The contrast between these systems illuminates the divergent approaches to resource governance. In the state system, management objectives are often narrowly defined, focusing on maximizing production and minimizing costs. This reductionist approach compartmentalizes the environment into discrete units, divorcing resource management from the broader ecological context. In stark contrast, the Indigenous system views the environment as a holistic entity, intrinsically linked to cultural values and cosmology. Knowledge is not abstracted but embodied in the lived experiences of harvesting and shared intergenerationally through oral traditions.
Co-management represents a synthesis of these contrasting paradigms—a bridge between the scientific rigour of the state system and the cultural wisdom of Indigenous communities. By fostering collaboration and dialogue, co-management endeavours to reconcile diverse perspectives and prioritize sustainability over short-term gains. It recognizes that effective stewardship requires an intimate understanding of local ecosystems and respect for traditional land tenure systems.
However, the realization of co-management’s potential hinges on overcoming entrenched power dynamics and fostering genuine partnerships. It demands a commitment to equitable decision-making processes, meaningful engagement with Indigenous knowledge holders, and a willingness to cede control in favour of shared governance. Moreover, it necessitates a reevaluation of development priorities, shifting away from extractive practices towards regenerative approaches that safeguard the integrity of ecosystems.
In conclusion, co-management offers a promising pathway towards equitable and sustainable natural resource governance. By embracing the complementary strengths of diverse stakeholders and honouring Indigenous rights and knowledge systems, co-management holds the potential to transcend historical injustices and forge a more harmonious relationship with the land. As we navigate the complex challenges of the Anthropocene, co-management serves as a beacon of hope—a testament to our capacity to chart a course towards a more just and resilient future.
As a proud Indigenous woman from the Prophet River First Nation, my life’s journey has been one of overcoming obstacles, forging opportunities, and embracing the power of education against the odds. Growing up with meager means, in a family where educational opportunities were scarce and often overlooked, I learned early on the value of self-determination and resilience.
My path diverged from the conventional trajectory expected of Indigenous women in my community. While education wasn’t always promoted or accessible, I refused to let circumstances define my potential. Instead, I embarked on a journey of self-discovery, seeking out opportunities for growth and learning wherever they could be found.
In 2003, I took a leap of faith and ventured into entrepreneurship in the energy sector, despite the daunting challenges that lay ahead. As an Indigenous woman navigating this male-dominated industry, every milestone achieved was a testament to my determination and grit. Yet, with each hurdle, my resolve only grew stronger, fueled by a desire to defy expectations and carve out a space for not only myself but every Indigenous person in the business world.
Amidst my entrepreneurial aspirations, education became a guiding force, leading me on a transformative journey that culminated in the attainment of my MBA from Simon Fraser University Beedie School of Business. While simultaneously raising three children, this pursuit was no easy feat. However, fueled by determination, I was resolute in instilling in them the values of resilience and perseverance that had guided me on my own path.
Education evolved beyond a mere priority; it became a cornerstone of our family ethos. I sought to model the importance of continuous learning and growth in the pursuit of our goals and dreams. These achievements held a significance beyond personal milestones—they symbolized the perseverance and infinite potential inherent within each of us, regardless of circumstance.
Throughout the most recent years, I delved deeply into the complex landscape of economic development and collaboration, where I have felt inspired to help transform the stark reality of the disparities facing Indigenous communities. Despite the growing recognition of Indigenous rights and sovereignty, systemic barriers continued to hinder access to opportunities for economic advancement and meaningful collaboration.
In this environment, and because of the lawsuit speaking to the violations against Treaty and Aboriginal Rights, the Implementation Agreement emerged as a beacon of hope—a visionary framework designed to address historical injustices and empower Indigenous communities to chart their own destinies. By prioritizing collaboration and community-led decision-making, the Agreement signalled a paradigm shift in how Indigenous peoples interact with government and industry.
For too long, Indigenous voices had been marginalized in discussions surrounding resource development and environmental protection. The Implementation Agreement seeks to redress this imbalance by establishing mechanisms for meaningful engagement and partnership between Indigenous communities, industry stakeholders, and government agencies.
At its core, the Agreement represents a commitment to reconciliation and mutual respect—a recognition of the inherent rights and responsibilities of Indigenous peoples to steward their lands and resources. By fostering a culture of cooperation and shared decision-making, it aimed to ensure that economic development initiatives are aligned with Indigenous values and priorities, leading to more equitable outcomes for all parties involved.
As I immersed myself in the intricacies of the Implementation Agreement, I was inspired by its potential to catalyze positive change and foster sustainable development in Indigenous communities. By empowering Indigenous peoples to play a central role in shaping the future of their lands and resources, the Agreement represented a powerful tool for advancing self-determination and economic prosperity.
Through my studies and subsequent advocacy work, I became deeply committed to supporting the implementation of the Agreement and ensuring that its promise of collaboration and empowerment would be realized in practice. By leveraging my expertise and connections, I seek to amplify Indigenous voices and facilitate constructive dialogue between diverse stakeholders, laying the groundwork for transformative change. In doing so, I hoped to honor the spirit of partnership and reconciliation embodied in the Implementation Agreement and contribute to a more just and inclusive society for future generations.
Today, as I reflect on my journey from humble beginnings to where I stand now, I am filled with a profound sense of gratitude and purpose. My experiences as an Indigenous woman navigating the complexities of entrepreneurship, community development, and education have shaped me into the person I am today—a fierce advocate for self-determination, resilience, and empowerment.
As I continue to pave paths of resilience and forge new opportunities for myself and others, I am reminded of the words of my ancestors: “k’edze schâchè skunachál – Walk with a strong spirit.” In honouring the legacy of those who came before us and charting a course for future generations, we affirm our interconnectedness and our collective responsibility to create a world where every individual has the opportunity to thrive.
Mahsi cho Shishalh,
Toni