Katie O’Brien Leads CBRE’s Reconciliation and Indigenous Inclusion Efforts

Katie O’Brien leads with purpose and passion.

She developed an affinity for advocacy at Carleton University, where she completed a bachelor’s degree in Canadian and Indigenous Studies. “I learned about the hardships and barriers that Indigenous people face,” O’Brien says. “It motivated me to become an ally to raise awareness, make change and stand up for others.”

As Diversity, Equity and Inclusion (DEI) Manager for CBRE’s Global Workplace Solutions division, she oversees truth and reconciliation initiatives. O’Brien rolls out DEI programs, promoting celebrations and improving diversity across the organization. She is also the Supplier Diversity Manager, working with procurement teams to support diverse vendors. Since joining CBRE over two years ago, O’Brien has also played a central role in executing the company’s Reconciliation Action Plan (RAP).

“Combining my knowledge of Canada’s history and the challenges Indigenous communities have faced with my passion for social justice has given me a career with purpose and impact,” she says.

Reconciliation and Real Estate

CBRE Canada’s GWS group launched its Reconciliation Action Plan several years ago in a bid to deepen its commitment to building meaningful relationships with Indigenous peoples and communities in Canada.

The plan resulted from a multi-year collaborative effort by an internal CBRE operating committee in partnership and consultation with Creative Fire, an indigenous-owned consultancy, and the Canadian Council for Indigenous Business.

The goals of CBRE’s RAP are:

• Increase Indigenous cultural awareness through educating employees on the histories and rights of Indigenous Canadians and communities.
• Build meaningful relationships with Indigenous peoples and communities to create trust and ongoing opportunities for positive impact.
• Promote and sustain supply chain diversity opportunities for Indigenous businesses.
• Encourage employees to participate in the reconciliation journey through learning, awareness and participation in Indigenous cultural events.
• Create an inclusive workplace that honours the history of Indigenous Canadians and celebrates their culture and traditions.
• Focus on attracting new Indigenous communities and clients for future partnerships and employment opportunities.

The RAP outlines milestones based on five pillars: governance and leadership, people and employment, community relationships and partnerships, supply chain, and corporate social responsibility and reporting. “We’ve got a solid foundation for our reconciliation journey,” says O’Brien. “We’ve already made good progress integrating reconciliation in GWS. But there is more work ahead.”

Progress Tracking

CBRE is seeking certification from the Canadian Council for Indigenous Business’ Partnership Accreditation in Indigenous Relations, which measures performance on Indigenous relations. The company’s progress on the plan is also being tracked by Creative Fire, which recently provided a progress report.

CBRE has worked to improve inclusivity by updating internal policies, doing outreach to attract Indigenous talent, diversifying its supplier base, and providing resources to assist employees in their reconciliation journeys.

“Engaging with Indigenous experts helps us build trust and keeps us accountable,” says O’Brien. “By working with Indigenous groups, we can build meaningful and culturally competent relationships aligned with CBRE’s values.”

Moose Hide Campaign

O’Brien is always seeking opportunities to support Indigenous causes. In May she led CBRE’s Moose Hide Campaign, a movement engaging men and boys in efforts to end violence towards women and children. She coordinated the distribution of moose hide pins across CBRE Canada’s offices for employees to wear as symbols of their commitment to speaking out against gender-based and domestic violence.

O’Brien recently attended the Young Women & First Nation, Metis, and Inuit Student Conference at the Skills Ontario Competition, which CBRE sponsored.

“Indigenous youth are a fast-growing demographic but often face additional barriers to recruitment, retention and career advancements,” O’Brien says. “Events like these promote commercial real estate positions to this largely untapped market that may not have had access to them otherwise.”

Forging Partnerships

CBRE has established partnerships with several organizations that support Indigenous businesses. It is working with Indigenous Works and the Canadian Centre for Diversity and Inclusion to provide resources and information to employees, Indigenous Corporate Training for employee training and Indigenous Friends Association and True North Aid on community and outreach volunteer events. CBRE has also launched limited partnerships with Indigenous organizations, signing an agreement with Makwa Development Corp. to enter a cooperative working relationship.

O’Brien has created a guide for land acknowledgements for each CBRE Canada office, providing resources for leaders and employees to deliver appropriate and personalized land acknowledgements at events. “People have been very curious and want to embrace the past and acknowledge their role in making change today,” she says. “Land acknowledgements may sound simple, but now we have offices and events taking the time to be grateful for the land on which they sit. It’s a common practice in Indigenous communities and something non-Indigenous people can learn from.”

O’Brien has helped support CBRE’s Indigenous Network Employee Business Group, which provides free resources, cultural training, and mentorship opportunities for all employees, and she assisted with the purchase of Indigenous art for CBRE’s newest office in Toronto. “These initiatives are not just symbolic gestures,” she says. “They are concrete steps toward reconciliation and inclusivity.

“When employees engage in these activities, they learn about Indigenous cultures, foster respectful relationships, and can better create economic opportunities for Indigenous communities. It makes our workplaces more welcoming and understanding for Indigenous people.”

Ongoing Journey

O’Brien and her team are preparing to further expand the company’s commitment to reconciliation and inclusivity.

“Reconciliation is not something you just check off a list, it’s an ongoing journey,” she says. “We need to continue having meaningful dialogue and partnerships to build on and revise our approach as we move forward with reconciliation.”