May 19, 2020

Bell selects Nokia to introduce 5G to Canada

Canada
Ottawa
Bell Canada
huawei
Knackles
2 min
Bell selects Nokia to introduce 5G to Canada

Montreal-based telecoms company Bell has chosen Nokia as its first 5G network supplier, the first of its kind in Canada so far.

Announcing the news in a press release on the company’s website, Bell confirmed that pre-orders for upcoming next-gen smartphone models, such as the Samsung Galaxy S20 5G, would be available from 6 March 2020. 

The revelation came after several weeks of wrangling with the decision of whether to use Huawei or not. This is linked to the province of Ottawa’s security-based review of the Chinese network, although it does not preclude Bell using Huawei in the future.

Putting 5G in Canadians’ hands

Excited that the company could proceed with bringing Canadian citizens their first taste of next-gen internet capabilities, Claire Gillies, President of Bell, expressed pride at the company’s pioneering progress.

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"Bell is very excited to bring the first 5G-capable smartphones to our customers as we prepare to launch initial 5G service on Canada's best national mobile network," she said.

"Samsung's Galaxy S20 5G series will deliver access to increasingly faster speeds and the best possible mobile experience for video streaming, gaming, and other high-demand applications. We're proud to begin Canada's move to the next generation of mobile communications alongside our partners at Samsung."

Jennifer Safruk, VP of Samsung Electronic Canada, was equally buoyant about the prospect of being technological leaders in the 5G race. "We are focused on being a 5G leader in Canada. Putting the first 5G device in consumers' hands will ensure that Canadians are ready to experience the speeds and performance that 5G networks will offer.”

"The Galaxy S20 5G series will offer new ways of communicating and experiencing entertainment and gaming, powered by an impressive camera that pushes the boundaries of what AI can do,” she stated.

For more information on business topics in Canada, please take a look at the latest edition of Business Chief Canada.

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Jun 12, 2021

How changing your company's software code can prevent bias

Deltek
diversity
softwarecode
inclusivity
Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 

 

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