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Canadian Tire
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Diversity, Inclusion & Belonging

Our Commitment

We are committed to creating a culture where belonging thrives and diversity, inclusion and equity are infused into everything we do.

Inclusive, equitable societies are stronger, more resilient and provide greater opportunities for personal and community growth. CTC’s current and long-term success hinges on our ability to understand and meet the ever-changing needs of our increasingly diverse customers and communities. Our customers expect more transparency and accountability from companies, including concrete actions that will lead to improved social outcomes. Customers demand timely responses to social issues, employees expect a commitment to stated ESG priorities, and prospective talent seeks an inclusive work culture.

At CTC, we are committed to confronting and breaking down barriers so that diversity, inclusion and belonging (DIB) are an authentic, valued and embedded part of our Company. In 2020, we took the step to formalize and create more structure to organize our DIB activities. While many employees have embraced this work, we know we are just getting started. We understand the importance of taking thoughtful action to create authentic, measured, meaningful and sustainable change. We are committed to using our enterprise capabilities to advance equity for all – both inside and outside our walls.

Our values in action: inclusion is a must

Although the terms diversity, inclusion, equity and belonging have become commonplace, they can have different meanings depending on the space and context in which they are used. To create a shared understanding of these terms, CTC defines each as follows:



How Canadian Tire Corporation defines their values

CTC is committed to achieving a culture where all employees feel a sense of belonging. Belonging ensures that we welcome and seek out diverse voices, incorporate new viewpoints and actively create accessible and fair opportunities and experiences that will enable all Canadians to feel more represented and connected.

Equity-deserving communities

are communities that experience barriers to equal access, opportunities, and resources due to disadvantage and/or discrimination caused by systemic policies and practices. Examples include attitudinal, historic, social, and environmental barriers based on characteristics that are not limited to sex, age, ethnicity, disability, economic status, gender identity, gender expression, nationality, race, sexual orientation, and creed. By first focusing on levelling the playing field for equity-deserving communities, we will unlock the potential for all individuals to achieve a sense of belonging.

We Are Here to Make Life in Canada Better by prioritizing the needs and perspectives of employees, customers and communities from equity-deserving backgrounds, in service of our organization’s effort to eliminate systemic barriers and cultivate belonging for all.

Our Approach

1

We host Courageous Conversations across the organization, listen to our employees and drive change

Focus group icon

65 Focus Groups

Employee Facilitators icon

100+ Employee Facilitators

Employees Participants icon

1000+ Employees Participants

We elevate employee voices and leverage diversity data to ensure workspaces and practices are welcoming, open and barrier-free for team members.

Courageous Conversations are ongoing, meaningful discussions about broader issues of diversity and inclusion. These sessions allow for an open dialogue where employees can listen, share and provide feedback on how we can foster an inclusive and equitable workplace.

We use Courageous Conversations to respond to, engage with and enable dialogue. These discussions provide teams with a dedicated space to come together and respond to internal or societal issues. They also help our people learn more about other lived experiences and explore complex issues from different viewpoints. These sessions empower our teams with the tools to address misunderstandings, leading to more productive discussions among leaders, individuals and banners.

It is inspiring to see Canadian Tire take this bold step to have Courageous Conversations; a safe space where people can talk about topics that usually are not part of office conversation. I hadn’t had the opportunity to facilitate this type of group discussion before, and it was eye-opening. People were so vulnerable and open. In these spaces, we were all equal, regardless of our titles.

Justin Short,
Procurement Coordinator

In 2021, more than 1,000 employees from across our offices, stores and distribution centres, including CT REIT employees, came together to have these important conversations, challenge the status quo, and provide invaluable feedback which we used to inform our DIB roadmap and long-term strategies.

Through our annual DIB Pulse Survey, first implemented in 2020 and available to all of our employees in addition to CT REIT employees, we collect insights and measure the feeling of belonging across the organization. The survey is administered by an independent third-party partner, allowing us to view scores for small populations, measure trends over time, and compare our ratings with the global retail benchmark.

In 2021, the second iteration of the survey, employees rated our work more favourably in several areas compared to the 2020 survey, while also highlighting opportunities for improvement. Out of a total of 100 points, the following scores were achieved:

74

Belonging

+1 vs. previous year

Q: I feel a sense of belonging at CTC

74

Growth

+4 vs. previous year

Q: At CTC, I have opportunities to learn and grow

74

Inclusion

+2 vs. previous year

Q: CTC values different perspectives

As we continue to listen to and learn from our employees, we will likewise continue to develop programs and strategies to support the growth, development and connection of our diverse teams.

2

We empower our employees and help them build community across the organization

When people feel like they belong, they are not afraid to share, connect and learn – they feel seen and heard. Our Employee Resource Groups (ERGs) bring these spaces of connection and visibility to life. ERGs are voluntary employee-led groups that help increase engagement across the organization by building communities among people with shared cultures, identities and experiences.

These groups are formed by and made up of our employees, in addition to CT REIT employees, and provide a snapshot of the diversity found throughout our organization and the communities we serve. We value their lived experiences and expertise, and we work with them to build programs, events and spaces that are more inclusive and representative. We know that supporting and working with our ERGs is vital to building a more inclusive, collaborative and authentic culture. ERGs are central to our culture and to creating a safe space for employees and allies. They provide advice and guidance for leaders and our business, which is leveraged for diverse and authentic insights and decision making.

In October 2021, we collaborated with PRISM, one of our ERGs, to host a conversation with Judy Shepard, a passionate mother and 2SLGBTQIA+ activist. Judy told the story of her son Matthew's murder to emphasize the importance of making spaces safe, inclusive and welcoming for people to come as they are. During the session, she offered suggestions and best practices for allyship and making the world more open to diversity to drive understanding, acceptance and social change.

Judy's bravery was admirable, and her candidness was impactful. She presented true strength in a moment of tragedy. I've worked for the corporation for 17 years and I've seen a big shift in how the Company approaches DIB. Our ERGs, and events like this, are starting conversations that would never have happened before. As a Company, we are growing and evolving into an organization that's built by its people.

Brent Bertolo,
Manager, Dealer Changeover and Chair of PRISM

3

We work with organizations and community leaders who help us drive change

Our growth depends on listening to, and learning from, those with various perspectives, life experiences and expertise. In doing so, we are building a connected, informed and respectful culture.

Wherever possible, we invite enterprise-wide engagement. One such occasion was on September 30, 2021, which marked the inaugural National Day for Truth and Reconciliation. To recognize this important day, CTC hosted a company-wide Truth and Reflection learning event, which featured inspiring Indigenous leaders who shared their stories and knowledge about the Indian Residential School system and offered their personal perspectives on meaningful reconciliation.

It’s been so refreshing. People are openly talking about sensitive subjects without fear. I’m Métis on my father’s side, and I’ve learned so much about what was happening at residential schools through this event. My friends are always so impressed with how open-minded and aware CTC is. It gives me a lot of pride.

Tanya Todd,
Manager, Ethical Sourcing.

The historical and ongoing treatment of Indigenous communities in Canada must be acknowledged before we can move towards reconciliation. One of the ways we are doing this is through our partnership with the Gord Downie & Chanie Wenjack Fund. Through this partnership, we are committing to building a Legacy Space dedicated to providing education and spreading awareness about Indigenous history and the journey towards reconciliation, within our corporate home office for employees and guests in 2022. We are also providing our employees and CT REIT employees with access to the Gord Downie & Chanie Wenjack Fund’s Indigenous Cultural Competency Training program. This program focuses on moving organizations towards cultural proficiency and promoting cultural humility when engaging with Indigenous employees, colleagues, customers, partners and communities. CTC employees will receive support to improve the skills, knowledge, attitudes and values necessary to move reconciliation forward in a welcoming learning environment.

4

We work collaboratively to design inclusive practices that improve customer experience

Our Canadian Tire stores are some of the most public reflections of where our Brand Purpose comes to life. Together with Dealers, we are committed to developing resources, experiences and programs to embed inclusive practices into our stores.

CTC regularly examines and improves our processes to ensure products are culturally sensitive and respectful of the diversity of our customers. For example, we have established a set of guidelines on avoiding cultural appropriation in our product assortment, reinforced with training.

We have been receiving training on how to identify cultural appropriation in our assortment selections. Our team not only has access to resources that help them with their selection decisions, but we also encourage them to have these important conversations with vendors and suppliers.

Angela D'Souza,
Manager, Merchandising Learning and Development

Beyond improving our inventory, we have been listening to people in our communities to better understand what they need from a store experience. For example, our Canadian Tire store in Yellowknife, Northwest Territories, is piloting a sensory-friendly shopping experience designed to ease the retail experience for autistic customers and families. During a set time in the week, the lights are dimmed, the store’s speakers remain silent, and the staff walkie-talkies are turned down, to be used only if necessary. Customers are also asked to keep noise to a minimum out of respect for their fellow shoppers.

We are proud of all the ways that inclusion is being championed across our stores. One example comes from Swift Current, Saskatchewan, where our Canadian Tire store has a mutually beneficial relationship with SaskAbilities Partners in Employment program. The program matches qualified job seekers living with disabilities with inclusive-minded businesses with available opportunities. The Swift Current store has hired SaskAbilities clients who have thrived on the job and have quickly become valued members of the team, handling responsibilities ranging from warehouse duties to watering plants in the Garden Centre.

Unless otherwise indicated, information in this ESG Report is provided for the 2021 fiscal year. For further information on our approach to ESG reporting, including our Glossary, which sets out definitions of capitalized terms and acronyms that are not otherwise defined in this page, and our forward-looking information disclaimer, please click here.