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Creating Workplaces Where Employees Feel Safe Asking for Support

July is Disability Pride Month, a time to celebrate the contributions, experiences, and identities of people with disabilities while reflecting on how we can create more inclusive and accessible workplaces. 

When conversations about disability inclusion arise, many organizations focus on accommodations, policies, and compliance. These are important components of accessibility, but they are only part of the picture. 

An often-overlooked aspect of disability inclusion is workplace culture. 

Even when accommodations are available, employees may hesitate to ask for support if they fear being judged, treated differently, or perceived as less capable. Creating truly inclusive workplaces requires more than having the right policies in place. It requires fostering environments where employees feel comfortable accessing the support they need to succeed. 

Disabilities can be visible or invisible, permanent or temporary, physical, cognitive, sensory, or mental health-related. 

Despite growing awareness around disability inclusion, some employees may still worry about how requesting support will be perceived. 

Common concerns include: 

• Being viewed as less capable or less committed 

• Fear of being treated differently by colleagues or supervisors 

• Concerns about career advancement opportunities 

• Uncertainty about available accommodations or supports 

• Past experiences where requests were dismissed or misunderstood 

When these concerns exist, employees may choose not to disclose a disability or request support, even when doing so could improve their ability to perform their work safely and effectively. 

Many people associate accessibility with physical modifications such as ramps, elevators, or accessible washrooms. While these are important, accessibility also extends to workplace processes, communication, and culture. 

An accessible workplace considers questions such as: 

• Are employees aware of the supports available to them? 

• Do employees feel comfortable requesting accommodations? 

• Are managers equipped to have respectful conversations about accessibility needs? 

• Is information shared in ways that are accessible to different learning and communication styles? 

• Are workplace policies flexible enough to support a range of employee needs? 

Accessibility is most effective when it is built into workplace culture rather than treated as an exception. 

Leaders play a significant role in shaping whether employees feel safe asking for support. 

Inclusive leadership is demonstrated through everyday actions, including: 

• Listening without judgment 

• Responding respectfully to accommodation requests 

• Maintaining confidentiality 

• Demonstrating flexibility where appropriate 

• Creating opportunities for open dialogue 

• Encouraging employees to raise concerns and ask questions 

When leaders model these behaviours, they help create environments where employees feel valued and supported. 

Learn more about the role of leadership in fostering inclusive workplaces in our blog, Celebrating Diversity: The Power of Inclusive Leadership. 

The waterfront is built on communication, coordination, and trust. 

Whether employees work in operations, administration, logistics, maintenance, or leadership roles, everyone benefits when workplace cultures encourage people to speak up when they need support. 

Creating accessible waterfront workplaces is not simply about removing physical barriers. It also involves creating environments where employees feel respected, heard, and empowered to access the resources they need to contribute fully. 

When employees feel comfortable asking questions, raising concerns, and requesting support, organizations are better positioned to foster engagement, retention, safety, and belonging. 

Disability Pride Month offers an opportunity to reflect on what inclusion looks like in practice. 

While policies and accommodations remain important, true inclusion is also about culture. It is about creating workplaces where employees feel safe asking for support, confident that their needs will be respected, and empowered to bring their full selves to work. 

By fostering workplace cultures rooted in trust, accessibility, and belonging, we can help create stronger, more inclusive waterfront workplaces for everyone. 

Additional Resources 

Interested in learning more about fostering inclusive waterfront workplaces? 

Explore additional DEI resources: 

• 5 Ways Diverse Teams Drive Positive Change
• Common Barriers to Accessibility in the Workplace
• Why DEI Remains a Business Imperative in 2025 

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Psychological Safety on the Waterfront: Why Inclusion Matters Beyond Policies 

In waterfront and maritime workplaces, communication and trust are essential. 

Employees rely on one another every day to coordinate operations, respond to challenges, raise concerns, and keep work moving safely and efficiently. In these environments, workplace culture has a direct impact on how teams function. 

But culture isn’t built only through policies or training sessions. 

It’s shaped through everyday interactions. During shifts. In meetings. On the radio. In conversations between coworkers and leaders. 

And for many 2SLGBTQIA+ employees, those moments can influence whether a workplace feels genuinely safe and inclusive. 

As Pride Month encourages organizations to reflect on inclusion in the workplace, it’s important to recognize that fostering inclusive waterfront workplaces goes beyond visible support or written policies. It also means creating environments where employees feel psychologically safe to contribute, communicate openly, and be themselves at work. 

Psychological safety refers to a workplace environment where employees feel comfortable: 

• Speaking up; 

• asking questions; 

• sharing ideas; 

• reporting concerns; 

• and admitting mistakes without fear of embarrassment or retaliation. 

In psychologically safe workplaces, employees trust that they can contribute honestly without being dismissed, judged, or excluded. 

While psychological safety benefits everyone, it can be especially important for employees from underrepresented communities, including 2SLGBTQIA+ workers, who may already be navigating workplace environments where they feel less represented or uncertain about how they will be perceived. 

Waterfront work often involves: 

• Fast-paced operations; 

• high-pressure environments; 

• coordination across teams; 

• safety-sensitive decision-making; 

• and strong reliance on communication and trust. 

When employees don’t feel psychologically safe, they may be less likely to: 

• Ask clarifying questions; 

• raise safety concerns; 

• report inappropriate behaviour; 

• contribute ideas or feedback; 

• and admit mistakes early. 

Over time, this can affect collaboration, morale, communication, and overall workplace culture. 

In industries where teamwork and operational coordination are critical, fostering inclusion isn’t separate from building strong teams. The two are closely connected. 

As discussed in our blog on fostering DEI on the waterfront, creating inclusive workplaces helps strengthen communication, engagement, and long-term workforce sustainability across the industry. 

Pride Month is often associated with celebration and visibility, but it can also be an opportunity to reflect on what inclusion looks like in practice. 

For many 2SLGBTQIA+ employees, workplace inclusion isn’t only about public statements or symbolic gestures during June. It’s about the day-to-day experiences that shape whether they feel respected and supported year-round. 

Sometimes, those experiences are subtle: 

• hearing inappropriate jokes go unchallenged 

• avoiding conversations about personal life 

• feeling hesitant to correct someone after being misgendered 

• worrying about how coworkers or supervisors may react 

• not seeing representation in leadership or decision-making spaces 

These moments may seem small individually, but over time they influence whether employees feel comfortable contributing fully at work. 

And when employees feel pressure to hide parts of themselves to fit in, it can impact communication, wellbeing, engagement, and trust within teams. 

AInclusive workplace cultures are shaped through everyday actions and interactions. 

That can include: 

• How leaders respond when something inappropriate is said; 

• whether employees feel heard in meetings; 

• how mistakes are handled; 

• the language people use on the job; 

• whether feedback is welcomed respectfully; 

• and how coworkers support one another during difficult situations. 

These moments help shape whether employees feel valued, respected, and safe speaking up. 

The good news is that building more inclusive workplace cultures doesn’t always require major organizational changes. Often, meaningful progress starts with small, intentional actions that are practiced consistently over time. 

The waterfront industry has always relied on collaboration, adaptability, and strong working relationships. 

As workplaces continue to evolve, fostering psychological safety and inclusion remains an important part of building stronger workplace cultures where employees feel comfortable contributing fully and communicating openly. 

Pride Month is a reminder that inclusion goes beyond visibility. It’s also about creating workplace environments where people feel respected, supported, and safe being themselves every day of the year. 

Because stronger workplace cultures create stronger teams. 

ADDITIONAL RESOURCES 

Interested in learning more about fostering inclusive waterfront workplaces? 

Explore additional DEI resources: 

• Fostering DEI on the Waterfront 
• Beyond AAPI Month 
• Black History Month: Our Shared Responsibility as Allies 

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WHY INTERSECTIONALITY MATTERS IN THE WORKPLACE

Our identities don’t exist in isolation.

Race, gender, disability, mental health, socioeconomic class: they all intersect. And together, they shape how we move through the world. That includes the workplace.

This concept is known as intersectionality. Coined by scholar Kimberlé Crenshaw, intersectionality reminds us that people’s experiences aren’t defined by a single identity, but by how all of their identities interact — often in ways that can compound disadvantage or privilege.

WHAT DOES INTERSECTIONALITY LOOK LIKE IN THE WORKPLACE?

Let’s say you have two employees:

• One is a white woman who uses a wheelchair for mobility.
• The other is a Black, transgender man.

Both may experience barriers, but those barriers will look different. One may face physical accessibility challenges, while the other may encounter bias related to race, gender identity, or both.

Recognizing these layered experiences is the first step. But inclusion requires action.

So how can employers move beyond surface-level DEI efforts and start building a workplace that supports the full complexity of their teams?

In this blog, we explore 5 ways to start applying an intersectional lens at work.

1. MOVE PAST ONE-SIZE-FITS-ALL SOLUTIONS

Not all policies or programs will work for everyone. When creating support systems, from mental health benefits to mentorship opportunities, it’s important to recognize that people’s needs and barriers vary based on their intersecting identities.

For example:

• A mental health benefit that only covers in-person therapy may exclude employees in remote or rural areas, or those who feel unsafe visiting a provider who doesn’t share their cultural background.
• A leadership program offered after hours might unintentionally exclude caregivers.

The takeaway?

Equity means meeting people where they are rather than expecting them to fit into a system that wasn’t built for them. When designing policies and programs, ask yourself: Who benefits most from this? Who might face barriers to access? How can we expand or adapt our approach to close those gaps?

2. COLLECT DATA (THEN DIG DEEPER)

Representation metrics are important… but they don’t tell the full story. It’s one thing to know that 40% of your workforce identifies as women — but what roles are they in? How are they progressing? Are they staying or is their higher turnover?

That’s where voluntary self-identification (self-ID) data can be incredibly valuable. When used thoughtfully and ethically, self-ID allows employees to share more about their lived experiences, including their race, gender identity, disability status, and more.

Layering in this kind of intersectional data helps reveal patterns that might otherwise be invisible. For example:

• Do racialized women experience higher turnover or fewer promotions?
• Are 2SLGBTQIA+ employees less likely to report feeling psychologically safe?
• Are employees with disabilities accessing leadership development at the same rate as their peers?

Looking beyond surface-level averages can help you identify where inequities exist and take targeted, meaningful action to address them and use that insight to create real change.

3. LISTEN TO & ELEVATE DIVERSE VOICES

Design listening strategies that make space for voices that are often overlooked or underrepresented without putting the burden of education or advocacy solely on those individuals.

That means being intentional about how you gather feedback and create opportunities for input.

Some ways to do this include:

• Creating anonymous feedback channels where employees can safely share concerns or suggestions, especially important for marginalized folks who may fear retaliation or being labeled as “difficult.”
• Rotating leadership and spotlight opportunities across teams and departments so that visibility isn’t reserved for the same few people. This could include presenting at all-staff meetings, leading projects, or facilitating discussions.
• Actively inviting input from underrepresented employees, while also making space for those who may prefer to contribute in writing or asynchronously.

And importantly: close the loop. If employees take the time to share their insights, let them know how that feedback is being used. Trust is built when people see that their voices don’t simply echo into the void but are actually being considered and used to drive real change.

4. INVEST IN EDUCATION FOR ALL LEVELS

Intersectionality can feel like a complex or unfamiliar concept, especially for teams who are just beginning their inclusion journey.

But learning doesn’t have to be intimidating. In fact, it’s one of the most powerful tools for driving meaningful change.

Start with foundational training that breaks down key concepts in clear, relatable language:

• What is intersectionality?
• How do different identities shape workplace experiences?
• What does bias or exclusion look like in everyday moments, and how can we interrupt it?

From there, build learning into your culture:

• Offer ongoing sessions tailored to different roles and responsibilities from forepersons to executives.
• Embed inclusive practices into leadership development and onboarding.
• Share articles, videos, or lived-experience storytelling to keep the conversation active and evolving.

Most importantly, model a culture of curiosity. No one has all the answers, but we can all commit to learning, unlearning, and doing better because inclusion isn’t a checkbox you tick off once. It’s a mindset, a skill set, and a practice that takes time and intention to grow.

5. AUDIT YOUR WORKPLACE PRACTICES

Even well-intentioned systems can unintentionally reinforce inequity. That’s why it’s critical to regularly review your workplace practices through an intersectional lens.

Start by asking the tough questions such as “Who do our policies accommodate and favour? Who might they exclude or disadvantage?”.

Additionally, pay close attention to what’s happening in practice:

• Who gets access to leadership opportunities and mentorship?
• Who feels comfortable speaking up and who doesn’t?
• Whose ideas are taken seriously? Whose aren’t?

Once you have that insight, act on it. Redesign systems and structures to actually reduce barriers in addition to accommodating them. Additionally, it’s very helpful to listen to the voices of those most impacted by those barriers in the process as they’re closest to the problems and, as a result, often closest to the solutions.

THE BOTTOM LINE?

Building an inclusive workplace isn’t just about adding more identities to the table. It’s about making sure everyone at the table feels seen, heard, and supported in the fullness of who they are.

ADDITIONAL LEARNING RESOURCES

• Understood: What’s Intersectionality in the Workplace?
• Forbes: Why Understanding Intersectionality Is Key to Stamping Out Workplace Inequality
• Power to Fly: Defining Intersectionality

Want help building more inclusive workplace practices?

The Waterfront DEI Council provides tools and hands-on support to help our members and their teams embed intersectionality into their policies, practices, and workplace culture — creating spaces where everyone feels empowered to thrive on the waterfront.

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UNDERSTANDING AND UNLEARNING ABLEISM IN THE WORKPLACE

We often talk about inclusion in the workplace – but to be truly inclusive, we need to talk about ableism. 

While conversations around accessibility have come a long way, ableism is still deeply embedded in many of the systems, spaces, and mindsets that shape our work environments. And like other forms of bias, it often goes unspoken or unnoticed – especially by those who aren’t directly affected. 

Let’s take a closer look at what ableism is, how it shows up, and what we can do to help unlearn it. 

WHAT IS ABLEISM?

Ableism is discrimination, prejudice, or bias against people with disabilities. It’s based on the idea that people with disabilities are “less than” — less capable, less productive, or less valuable — and it can show up in both subtle and overt ways. 

Just like racism or sexism, ableism can be individual, institutional, or systemic. It can take the form of exclusion, assumptions, language, policies, or everyday interactions that reinforce the idea that people with disabilities don’t belong — or need to “overcome” their disability in order to fit in. 

WHAT CAN ABLEISM LOOK LIKE?

Ableism can be:

• Physical: Buildings without ramps or elevators, or desks that don’t accommodate mobility aids. 
• Attitudinal: Assuming someone with a disability can’t do a job, speak for themselves, or be a strong leader. 
• Systemic: Hiring practices that favour speed over accessibility, or lack of accommodations in performance reviews. 
• Linguistic: Using phrases like “that’s so lame,” “crippled by fear,” or “turning a blind eye” without thinking about their origins or impact. 
• Cultural: Celebrating productivity and hustle culture in ways that exclude those with chronic illness, neurodivergence, or fluctuating capacity. 

RELATED TERMS THAT ARE HELPFUL TO KNOW

Here are a few related concepts that are helpful when learning about ableism: 

1. Accessibility: Accessibility is defined by the Government of Canada as “enabling persons with disabilities to live independently and participate fully in all aspects of life, having access to all aspects of society on an equal and equitable basis with others.” 
2. Disability: Disability is a complex phenomenon and there is no single definition of disability. With that in mind, the Accessible Canada Act defines disability as “any impairment, including a physical, mental, intellectual, cognitive, learning, communication or sensory impairment — or a functional limitation — whether permanent, temporary or episodic in nature, or evident or not, that, in interaction with a barrier, hinders a person’s full and equal participation in society.” 
3. Neurodivergence/neurodivergent: The Canadian Centre for Diversity and Inclusion defines neurodivergence as “having a style of neurocognitive functioning that is significantly different from what is considered ‘typical’ by societal standards.” 

5 STEPS TO UNLEARN ABLEISM

Unlearning ableism doesn’t happen overnight — but it can start with small, intentional steps. Here’s how to begin: 

1. Reflect on your own biases. We all carry unconscious beliefs shaped by the world around us, and ableism is no exception. Reflecting on your own biases means taking a step back to question assumptions you may not even realize you’re making. For example, do you ever assume someone with a disability can’t do something — before they’ve even told you what they need? The goal isn’t to feel guilty, but to grow. When we understand where bias shows up, we’re better equipped to interrupt it. 
2. Use inclusive language. Swap out ableist phrases and default to person-first or identity-first language, depending on what individuals prefer. For example, use “person living with a disability” or “person with a disability” instead of “disabled person.” 
3. Prioritize listening to lived experiences. Nothing replaces listening to the voices of those who have first-hand experience living with a disability. Follow activists, read personal narratives, and pay attention to the feedback and needs of people with a disability in your organization. 
4. Design for inclusion from the start. Accessibility shouldn’t be an afterthought. Whether you’re planning a meeting, writing a job ad, or creating a new policy, design with the understanding that people with disabilities are already part of the conversation. 
5. Challenge norms. Rethink how performance is measured. Celebrate rest. Allow flexibility in how people show up and contribute. Inclusion and accessibility are simply about removing unnecessary barriers. 

FINAL THOUGHTS

Ableism, like any form of bias, is something we’ve absorbed from the systems around us. But the more we recognize it, the more we can challenge it — in ourselves, in our workplaces, and in the spaces we influence. 

Disability inclusion isn’t just about compliance or accommodations — it’s about respect, equity, and belonging. When we remove barriers for some, we make things better for everyone!

ADDITIONAL LEARNING RESOURCES

• Center for Disability Rights: Ableism 
• AccessLiving: Ableism 101 
• Accessibility.com: Recognizing and Countering Ableism in the Workplace 
• Humi: Confronting ableism in the workplace: What it is and how to combat it

Ready to take the next step toward building a more inclusive, accessible workplace?

The Waterfront DEI Council offers tools, training, and support to help our members and their teams unlearn ableism, design with inclusion in mind, and create spaces where everyone can thrive — with no one left behind. 

Connect with us to learn how we can support your accessibility and inclusion efforts.

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UNDERSTANDING AND ADDRESSING ANTI-ASIAN RACISM

Asian Heritage Month is a time to celebrate the culture, resilience, and contributions of Asian communities across Canada. But it’s also a moment to pause and reflect on the very real challenges that many Asian employees continue to face — including racism, exclusion, and harmful stereotypes in the workplace. 

Anti-Asian racism isn’t always obvious. It can be subtle and often goes unnoticed unless we know what to look for. It might look like being passed over for leadership, having your name mispronounced, or navigating assumptions about how you “should” behave. These experiences may seem small to some, but they add up, creating barriers to opportunity, safety, and belonging. 

In this blog, we’re unpacking what anti-Asian racism can look like at work and what we can all do to interrupt bias and build more inclusive, respectful waterfront workplaces.  

WHAT IS ANTI-ASIAN RACISM?

Anti-Asian racism is defined by the Government of Canada as historical and ongoing discrimination, negative stereotyping, and injustice experienced by peoples of Asian origin, based on others’ assumptions about their ethnicity and nationality. 

WHAT CAN ANTI-ASIAN RACISM LOOK LIKE IN THE WORKPLACE? 

Anti-Asian racism can take many forms, including: 

• Microaggressions: “Where are you really from?” or “Wow, your English is so good!” may sound harmless to some, but they are microaggressions that reinforce otherness and exclusion. 
• Stereotypes: The myth that Asian employees are the “model minority” (having high educational attainment, high family median income and low crime rates) erases the struggles of these underserved communities. It also perpetuates the harmful notion that AAPIs do not need support or advocacy to address systemic inequities (Ng, 2024). 
• Bias in decision-making: Whether conscious or not, bias can affect who gets hired, promoted, or heard in the room. 
• Exclusion from leadership: Despite being well represented in many industries, Asian employees remain underrepresented at senior and executive levels. 
• Cultural insensitivity: Mocking accents, making generalized comments about Asian cultures, or not accommodating cultural holidays or needs. 

These actions may seem small in isolation, but they actually erode psychological safety, belonging, and trust. 

HOW CAN EMPLOYERS TAKE ACTION? 

Addressing anti-Asian racism at work starts with awareness — but it doesn’t end there. It requires a commitment to doing better, even when it’s uncomfortable. 

Here are a few ways to start: 

1. Foster a culture of inclusion. Encourage employees to bring their full selves to work — not to conform to outdated norms or workplace expectations that don’t reflect today’s diversity.  
2. Interrupt bias — especially the “model minority” myth. This stereotype paints Asian employees as high-performing, non-confrontational, and self-sufficient. It might sound “positive,” but it can silence real struggles and mask discrimination. It’s also deeply harmful to other racialized communities. 
3. Diversify leadership and mentorship opportunities. Asian employees are often well represented in early- and mid-career roles, but face barriers moving into leadership. Proactively offer mentorship, sponsorship, and leadership development with inclusion in mind. 
4. Train your team on topics like microaggressions and unconscious bias. Many people don’t even realize when their actions are harmful. A bit of learning goes a long way — and builds the foundation for lasting change. 
5. Celebrate Asian Heritage Month with intention. Avoid performative gestures. Instead, create space for real conversations, highlight the diverse voices within Asian diaspora, and invite learning. 

FINAL THOUGHTS

Anti-Asian racism doesn’t always show up as obvious, outward hate. Sometimes, it’s the subtle things — being overlooked, misunderstood, or boxed in by stereotypes. But over time, those small moments add up. 

The good news? There’s a lot we can do collectively to change that. 

Whether you’re leading a team, working alongside colleagues, or just starting to learn — being part of the solution starts with paying attention and showing up. 

ADDITIONAL LEARNING RESOURCES

Explore resources to deepen your learning on anti-racism and Asian Canadian history in BC: 

• Asia Pacific Foundation of Canada: Anti-Racism Resources 
• Challenging Racist “British Columbia”: 150 Years and Counting: Chapter 4, “Resilient communities: South Asia and beyond.” 
• The Canadian Encyclopedia: Komagata Maru 
• The Canadian Encyclopedia: Anti-Asian Racism in Canada 
• Government of British Columbia: Multiculturalism & Anti-Racism 
• Elimin8Hate: Anti-Asian Racism 
• The University of British Columbia: Anti-Racism Resources 

Looking to take the next step toward a more inclusive, equitable workplace?

The Waterfront DEI Council is uniquely positioned to help our members address bias, foster allyship, and build a workplace where everyone feels seen and genuinely supported. 

Let’s start the conversation. Get in touch to learn how we can support your DEI goals.