In Conversation with Helen Bobiwash: Reflections on Reconciliation and Inclusion in Corporate Governance

1. The Truth and Reconciliation Commission issued specific Calls to Action for corporate Canada. From your perspective, where are financial services organizations and boards making meaningful progress?

I see financial services organizations making efforts to employ Indigenous people and provide scholarships for the education opportunities of Indigenous people. For example, Mastercard Foundation just announced a $235 million investment to support 30 post-secondary institutions and Indigenous organizations across Canada Investment in Indigenous capital is increasing. Also, Block Impact Investments was the first private corporate investor in the Indigenous Growth Fund, for which I am on the Investment Committee. Investors are buying Indigenous debentures from the First Nations Finance Authority. Cedar Leaf Capital are joining bond syndicates – it’s an exciting time.

2. As we recognize the National Day for Truth and Reconciliation, what does this day mean to you personally and as a director?

It is a solemn day for Indigenous people, and it may be triggering for some. I take time for myself and for my family to remember those who attended Indian Residential Schools. I am thankful for their resilience, which has enabled me to be here today. 

3. What shifts are you seeing in how corporate Canada understands and integrates Indigenous perspectives into governance? Where is there still more work to be done?

The most impactful perspective that I see is the concern for the environment. Indigenous peoples are stewards of the lands and waters. Corporations that implement environmental sustainability practices contribute not only to long-term eco-system resilience, but the long-term sustainability of the corporation and the local communities where the corporation operates. I am seeing recognition in the value of having Indigenous people at the governance level. Resource extraction companies are actively entering partnerships with First Nations. This includes equity ownership and giving them a seat at the board.

4. What advice would you offer to corporate leaders and directors on embedding reconciliation into strategy and decision-making?

Explore why reconciliation is important to you and your corporation. For example, ask yourself:

Start engaging with First Nations early in the exploration and development of a project. Take the time to build a meaningful relationship with them, understand their priorities, and discuss how their priorities may be addressed while mitigating their concerns about community and environmental impacts.