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Year 2 Progress Report

Year 2 Progress Report

Contents

1.0 - General

2.0 - Areas in Section 5 of the Accessible Canada Act (ACA)

3.0 - Consultations

4.0 - Feedback

 

GENERAL 

1.1 About the Company 

The Company is a dynamic energy transportation and midstream provider, serving customers for 70 years. The Company owns a network of hydrocarbon liquids and natural gas pipelines, gas gathering and processing facilities, oil and natural gas liquids infrastructure and logistics services, and a growing export terminals business. Through our integrated value chain, we seek to provide safe and reliable infrastructure solutions which connect producers and consumers of energy across the world, support a more sustainable future and benefit our customers, investors, employees and communities.  

 

1.2 Requirements 

PKM operates in compliance with the Accessible Canada Act (ACA). 

The ACA is a federal law enacted by the Canadian government in 2019 to promote and ensure equal access and inclusion for persons with disabilities, particularly through the identification and removal of barriers, as well as the prevention of new barriers. The ACA applies to all federally regulated entities, including companies, organizations, and government agencies.  

Per the ACA, all federally regulated entities must:   

  • Prepare and publish an initial Accessibility Plan;  
  • Establish accessibility feedback process; and  
  • Report annually on the progress towards the plan and address any feedback received.  

Our Accessibility Plan must be reviewed in its entirety and published at least every three years.   

Overall, the ACA represents a significant step towards creating a more inclusive and accessible society for all Canadians, including those with disabilities. By complying with these requirements, PKM provides equal access and opportunities to all members of society.  

 

1.3 Executive Summary 

PKM is committed to fostering a diverse, inclusive, and empowered workforce, and ensuring equitable access to its services, facilities, and communications. We have prepared this progress report as part of PKM’s obligations under the Accessible Canada Act (ACA). This report provides updates on the progress PKM has made in implementing its Accessibility Plan.  

Over the past year, we have remained committed to building an inclusive, barrier-free organization. This work has been carried out in close collaboration with people with disabilities, stakeholders, and employees with lived experience. We began this progress report by inviting ongoing feedback and sharing insights from our recent consultations.  

In 2024, we achieved significant milestones across various areas. Key highlights include: 

Employment Practices: We have enhanced our talent orientation and recruitment accommodation processes and revised our leave of absence policy to reflect our ongoing commitment to fostering an inclusive and accessible workplace for all employees. 

Built Environments: Offices underwent accessibility improvements, including the installation of more automatic doors, accessible, gender-neutral washrooms (April 2024), and enhanced accessible technology tools, including the introduction of digital signage in May 2024 to raise awareness of inclusion efforts, and provide a platform for requesting feedback to continuously improve accessibility measures.  

Learning and Training: We have enhanced and provided learning sessions to employees throughout the year on a variety of topics related to equity, diversity, and inclusion (EDI), accessibility, and psychological safety. These sessions aim to increase awareness and sensitivity to accessibility considerations. To further promote learning across the organization, we leverage content from employee-partners and utilize our internal learning management system to make these resources widely accessible, fostering a culture of continuous learning and inclusion. 

Information and Communication Technologies: We completed an audit of PKM’s public website to identify opportunities for creating a more accessible, efficient, and barrier-free experience, particularly for accessing human rights policies. To further support accessibility, we developed knowledge articles to raise awareness of accessibility features in digital tools and technology. Updates to IT and communication technologies included implementing Voiceitt access and adaptive speech-to-text technology. These tools, along with an annual subscription service, are now available to all employees upon request. Additionally, we are exploring digital solutions, including the use of artificial intelligence (AI), such as AI-generated tools, to enhance accessibility and improve the overall user experience. 

Contracting and Data Collection: We are continuously enhancing our methods for collecting disaggregated data from employees, suppliers, and customers who access our systems. In October 2024, we launched an internal voluntary self-disclosure campaign aimed at gaining deeper insights into our employee demographics, with a particular focus on equity-seeking groups. 

Community Investment: As part of our community investment commitment to fostering inclusive communities where all members have equal access to opportunities, services and spaces that foster a sense of belonging, we supported this focus in 2024 through targeted investments and volunteer efforts. Key highlights included contributions to Variety - The Children's Charity of Alberta Association’s Go Baby Go Program ($6,000 and 68.5 volunteer hours) and the Special Olympics Canada Foundation Winter Games Calgary 2024 with $100,000. Future commitments have been confirmed for the Special Olympics Alberta Summer Games 2025 in Grande Prairie ($30,000) and the Special Olympics Canada Summer Games 2026 in Medicine Hat ($15,000). We remain dedicated to fostering meaningful opportunities for individuals with disabilities and advancing accessibility in our communities and will continue to explore additional opportunities to support meaningful initiatives that benefit individuals with disabilities and their communities. 

Feedback and Evaluation: We enhanced our evaluation framework to better track and assess the accessibility of our programs and events, ensuring they accommodate people with disabilities. As part of this effort, we are increasing opportunities to gather feedback from employees through questionnaires and other tools to better understand their experiences at engagement events and programs. This feedback will help us evaluate our performance and identify areas for improvement to create more inclusive and accessible experiences for all participants. 

At PKM, we recognize that people with disabilities are not a homogenous group. Each individual brings unique experiences, needs, and perspectives. This understanding informs every aspect of our operations — from service procurement and program design to our physical and digital environments. 

While these highlights demonstrate progress, our work is ongoing and evolving. As technology and research advance, we remain committed to pursuing new levels of accessibility and engaging directly with people with disabilities to understand their needs and continuously improve. 

 

1.4 - Accessibility Statement  

PKM is committed to providing an inclusive workplace that ensures a barrier-free environment for all stakeholders, including clients, employees, job applicants, suppliers and any visitors who enter the premises, work for the company, access information provided by the company, or use the company’s goods and services. We believe in integration and equal opportunity in alignment with our core values:     

  • Safe: We care for each other   
  • Trustworthy: We have each other's backs   
  • Respectful: We seek to be gracious and kind   
  • Collaborative: We are great together   
  • Entrepreneurial: We create to succeed   

 

1.5 - Feedback  

We want to hear from you about our progress. PKM is committed to providing an open and transparent feedback process to help us to identify, remove and prevent barriers.  

We invite your comments, ideas and feedback on: 

  • Our 2023–2026 Accessibility Plan 
  • Implementation of the plan 
  • Barriers you may encounter (e.g., accessing our programs, services, or interacting with us) 
  • Our feedback process 
  • Our Year 2 Progress Report 

For more information, to provide feedback, or to request alternative formats, please contact PKM using one of the following methods. You may choose to include your name and contact information if you would like us to follow up with you: 

  • Direct mail: Attention: Director of Culture, Inclusion and Leadership, 50 Philip Avenue, North Vancouver, BC, V7P 1A8 
  • Telephone: 1-844-587-5499  

Alternative Formats  

PKM’s Accessibility Plan and Year 2Progress Report are available in the following formats:     

  • Print  
  • Large Print   
  • Electronic   
  • Audio   

A Braille copy of PKM’s Accessibility Plan and Year 2 Progress Report may be requested by email at [email protected] and by phone at 1-844-587-5499.   

 

 

AREAS IN SECTION 5 OF THE ACA 

2.0 - Our progress under section 5 of the Accessible Canada Act (ACA) 

Section 5 of the ACA identifies the following areas: 

  • employment 
  • the built environment 
  • information and communication technologies (ICT) 
  •  communication, other than ICT 
  • the procurement of goods, services and facilities 
  • the design and delivery of programs and services 
  • transportation 

This section outlines the progress made over the past year in the key areas identified in Section 5, which defines the Purpose of the Accessible Canada Act. The content has been structured in alignment with the template provided to all federally regulated organizations. 

 

2.1 - Area 1: Employment  

Commitment 1: Provide employees and job candidates with the tools, systems and knowledge that they need to participate fully in the work and culture at the Company at all stages of the employee life cycle.   

Action(s) we set: 

  • Expand our Accommodation Standard to include a robust accommodation request process for employees and job candidates that includes who to contact and examples of accommodation options available by Dec 2024.   
  • Determine and discuss with job candidates any bona fide occupational requirements (BFORs) that may exist for open positions starting in June 2024.   

Commitment 1 - Progress Updates:

    • We expanded our Accommodation Standard to include a robust accommodation request process for employees and job candidates that includes who to contact and examples of accommodation options. This was published in January 2025. Additional training in accommodation processes and practices would be developed and delivered to supervisors and employees. 
    • Our goal is to make the process accessible from the start. We are ensuring that our hiring process is fair and open to everyone.  Here are some of the steps we've taken: 
      • Our job postings have instructions for requesting accommodations, so candidates can easily ask for accommodations.  
      • We give candidates clear details about the hiring process on our website such as each step involved and what to expect. 
      • We have reviewed and improved our email and document templates to make them accessible. 
      • We incorporated our commitment to accessibility into offer letters for successful candidates. 

In October 2024, we improved our orientation to better support diverse learning styles by adding multimedia videos, closed captioning, accessible documents, and hosting an online Q&A on Teams for immediate feedback. Employees can also submit questions and feedback to Employee Services via the internal portal or email. Feedback is reviewed bi-annually to ensure continuous improvement.

Commitment 2: Ensure that all employees have equal opportunity access to PKM’s training modules.  

Action(s) we set: 

  • Work with an accessibility professional to assess SuccessFactors to ensure it meets accessibility requirements by June 2026.   
  • Engage people with lived experience of disabilities (internally or externally) to establish and review accessibility standards and best practices for the development and publication of any future employee training modules by June 2025.   
  • Research options for engaging trainers with lived experience of disabilities to assist with and deliver training models at the Company by June 2026.   

Commitment 2 - Progress Update(s):

    • In November 2024, we developed a SuccessFactors Accessibility Knowledge Article. This article outlines settings within SuccessFactors and SuccessFactors Learning that employees can use to enhance accessibility. It is available to all employees through our internal knowledge management system, ServiceNow. The article was created using materials from the SuccessFactors vendor and input from the Technical Training team, which guided our internal eLearning development tool, Adobe Captivate. 

    • With an anticipated completion date of June 2025, the Compliance and Technical Training team is drafting a feedback template that will be used to engage employees with lived experience of disabilities, to establish and review accessibility standards and best practices as it relates to training development 

Commitment 3: Further our commitment to creating an environment that allows all employees to feel engaged, recognized and empowered.   

Action(s) we set: 

  • Expand on our current training to include employee- and manager-specific modules that promote inclusion and educate everyone on the social model and human rights model of disabilities starting in December 2024.   
  • Establish an Advisory Group for people with disabilities by December 2025.   
  • Starting in 2026, work with the newly established Inclusion Network to establish guiding principles of accessibility and intersectionality that provide an access-focused approach to delivering employee services, developing talent and establishing new employment practices that are inclusive to all groups.   

Commitment 3 - Progress Update(s):

    • In December 2024 we enhanced our internal EDI learning program and continue to collaborate with external employee partners to promote learning opportunities related to disabilities. In alignment with our goal, we will continue to expand training, we are developing employee- and manager-specific modules that focus on fostering inclusion and educating participants on the social and human rights models of disabilities. Our enhanced content. EDI modules launched in March 2025, further supporting our commitment to creating an inclusive and informed workplace. In addition, we support internal Workplace Wellness initiatives and events, such as awareness campaigns and presentations by our Men’s Mental Health Inclusion Network, the promotion of Employee and Family Assistance Services (EFAP), and efforts to foster a culture of safety and care in the workplace 
    • We have undertaken ongoing consultations with employees, advocacy groups, internal teams, and accessibility experts to define the Disability Advisory Committee’s structure, objectives, and operational framework. To raise awareness, we launched accessible email announcements and created a dedicated intranet page on Viva Engage. This community group page will outline the committee’s purpose, benefits, and how employees can join. Virtual information sessions will also be scheduled in 2025 to provide details and answer questions. During Disability Employment Awareness Month (DEAM), October 2024, we introduced the committee as part of an internal campaign to recruit employees with lived experience and promote disability employment and workplace inclusion. A recruitment portal was opened to invite employees with lived experience to join the committee and contribute valuable insights to drive meaningful change. As of March 2025, five (5) employees have joined. Moving forward, we will continue stakeholder engagement to gather input on the committee’s design, priorities, and tools to enhance collaboration, ensuring alignment with employee needs and the broader goals of our accessibility plan. 

 

2.2 - Area 2: Built Environment  

Commitment 1: Ensure that all employees have an accessible path to their workstations.   

Action(s) we set: 

  • Establish two accessible parking spaces in the parking lots for both the union and non-union employees. By June 2024.   

Commitment 1 - Progress Update(s):

    • Completed in July 2024, two (2) parking spaces were added—one in the admin building car park and one in the overflow car park. An additional parking space was installed in the ILWU car park. 

Commitment 2: Provide access, wherever possible, to all employees while maintaining the high safety standards required to operate.  

Action(s) we set: 

  • Work with an accredited engineer or architect certified in accessible design to complete a detailed assessment of our built environment to determine the feasibility and budget of increasing access by December 2024.   

  • Work with employees with lived experience of disabilities to consider both the physical access to the spaces and barriers to safety features throughout the site (e.g., providing both visual and auditory alarms in the case of an emergency) in 2026.  

Commitment 2 – Progress Update(s):

    • In 2024, PKM with Level Playing Field to assess site accessibility. A site visit and study were conducted in Q3, and in Q4, Level Playing Field presented their findings and recommendations for improvements. 
    • Future steps to enhance safety features throughout our sites will include consultations with internal and external stakeholders with lived experience in 2025/2026.


Commitment 3: Ensure that people with disabilities are treated with dignity and respect in the event of an emergency. 

Action(s) we set: 

  • Research options for additional Fire Emergency Floor Deputy and Warden training to meet the diversity of needs of people with disabilities in the event of an emergency by June 2026.   

Commitment 3 – Progress Update(s):

    • Future steps will include consultations with internal and external stakeholders with lived experience. 


2.3 - Area 3: Information and Communication Technologies (ICT)   

Commitment 1: Ensure that employees have access to and are aware of the accessibility tools and features available to them through our existing third-party systems.   

Action(s) we set: 

  • Identify accessibility features in our third-party ICT tools and create accessibility guides and training materials for each by December 2025.  
  • Work with HR to communicate the ICT accessibility training materials and accommodations to employees and to integrate them into employee onboarding starting in 2026.   
  • Establish guidelines and best practices that measure ICT third-party providers’ level of accessibility to assist in the selection of future tools by June 2026. 

Commitment 1 – Progress Update(s): 

    • Progress was made toward identifying accessibility features in third-party ICT tools. Internal-facing knowledge-based information articles were published on 'How to Request Accessibility Hardware' and 'Accessibility Features in Windows 11 and Microsoft 365 Applications.' This information was also communicated to all leaders via internal communications in February 2025. 
    • In February 2025, published articles were shared with internal stakeholders, including employees with lived experience and the Talent Acquisition team, requesting their feedback on employee onboarding materials. 
    • Internal stakeholders were introduced to the organization's Accessibility Planning and invited to contribute to the development of guidelines and best practices for measuring the accessibility levels of ICT third-party providers. 

Commitment 2: Remove barriers from our internally built ICT tools to ensure all employees, customers, and the public can access barrier-free information. 

Action(s) we set:   

  • Complete the update of The Pipeline, our employee Intranet to provide employees with an accessible digital workplace by June 2025.   
  • Upgrade the Company website to fully meet W3C AA standards and engage people with disabilities to conduct a user audit of the website by June 2026.  

Commitment 2 – Progress Update(s): 

    • Progress has been made towards identifying current accessibility features as well as gaps within the Company’s intranet.   
    • In October 2024, the Company’s intranet vendor shared a 100+ page accessibility audit report by the Digital Accessibility Centre (DAC) that outlined their current state of accessibility in comparison to W3C standards.  
    • In December 2024, we engaged accessibility specialists from our current intranet vendor to explore accessibility features that are currently for use within the platform. Some features identified are now being used such as alternative text for images, closed captioning options for internal videos and accessible forms.  
    • The comprehensive audit of the intranet to assess user compliance with accessibility standards is currently ongoing. The review aims to identify areas where standards are being met and where improvements can be made. Additional consultations are scheduled for Q2 2025 to explore further opportunities for enhancement. 
    • In March 2025, the Company’s external website vendor announced the availability of a newer version of the software used for the corporate website. This updated software is fully compliant with W3C AA standards, and the upgrade is planned to be completed by June 2026.  
    • As of January 2024, all intranet videos leverage auto-generated closed captioning. Current barriers include accuracy and capacity to review/correct auto-generated transcriptions for every video. We will continue exploring tools to support more consistent transcriptions for all videos. 

 

2.4 - Area 4: Communication, other than ICT  

Commitment 1: Develop a communication standard designed to be barrier-free and support accessibility from inception.  

Action(s) we set: 

  • Finalize the communication guides and standards including a review process that engages persons with disabilities to provide input and feedback based on their lived experience by December 2024.   
  • Provide training to all employees responsible for internal and external communications, including but not limited to HR, Marketing and Customer Service on the use of accessible communication standards and plain language when communicating in 2025.  

Commitment 1 – Progress Update(s): 

    • In the process of reviewing communications guides and standards in consultation with the Accessibility Advisory Committee. Further actions will include the development of training content and delivery schedule to all employees responsible for internal and external communications. 
    • In March 2025, the communications team conducted an internal review of social media (Instagram, X, Linked In, Facebook) channels to identify areas for better accessibility when sharing content. A report was generated outlining areas of improvement. This will inform all employees responsible for social media content. 

 

2.5 - Area 5: Procurement of Goods, Services and Facilities   

Commitment 1: Expand on our current EDI data collection process to include data related to the supplier's commitment to and support of accessible workplaces and products.   

Action(s) we set: 

  • Leverage our Supplier Management System to begin to collect data on our suppliers’ commitments to offering barrier-free options and promoting accessibility for their employees and customers by December 2024.   
  • Assess and utilize the data collected in our Supplier Management System where applicable within our vendor qualification processes starting in 2026.  

Commitment 1 - Progress Update(s):

  • In Q4 2023, discussions began on how to leverage the Supplier Management System to collect evaluate, and report on suppliers' worksite accessibility programs.  Throughout 2024, we reviewed our requirements and worked on developing the appropriate accessibility questions. In Q4 2024, we added these questions to our existing information-gathering process for our suppliers within the Management System. 
  • As we continue to gather information, we will begin to review the data collected in Q2 2025. Once we have reviewed the data, we will determine how we want to utilize this information as part of our overall qualification process.  


2.6 - Area 6: Design and Delivery of Programs and Services   

Commitment 1: Provide customers with barrier-free communication, wherever possible. 

Action(s) we set:     

  • Develop a formal feedback process for customers that includes questions identifying barriers that they may experience by December 2024.   
  • Ensure that customer-facing employees are provided with training on the use of plain language and incorporating the social model of disability when interacting with people with disabilities starting in 2025 (See Area 4: Communications, Commitment 1).  

Commitment 1 - Progress Update(s):

    • In March 2024, PKM developed a formal feedback process for customers and other external stakeholders who interact with the Company to share feedback by phone, email or mail. The formal feedback process is outlined in the accessibility section of the Company website. 
    • In the process of reviewing communications guides and standards in consultation with the Accessibility Advisory Committee. Further actions will include the development of training content and delivery schedules to all customer-facing employees. 


2.7 - Area 7: Transportation   

PKM recognizes transportation as one of the key focus areas of the ACA and the importance of creating a national transportation network that is accessible to all Canadians. However, transportation for the public is outside the scope of services that the Company provides. As such, we do not have any commitments in this area.   


 

3.0 CONSULTATIONS 

3.1 - Summary     

Under the Accessible Canada Act, PKM consulted persons with disabilities in preparing our progress report. Guided by the principle of 'Nothing Without Us,' the Company actively involves persons with disabilities in identifying opportunities to improve accessibility in policies, procedures, and the built environment. 


3.2 – Consultation Process  

Who we consulted 

PKM recognizes the critical role of employees and individuals with disabilities in identifying, removing, and preventing barriers. To support this, PKM created a platform for sharing feedback and regularly engages with the disability community and stakeholders. Consultations included external organizations, and employees with disabilities and lived experience, including: 

    • Employees with physical disabilities (Cerebral Palsy) 
    • Employees with invisible disabilities (ADHD, Autism, Dyslexia, Anxiety, Depression, PTSD) 
    • Internal Groups (Legal, Benefits, Absent Management) 
    • BC Abilities -September 2023 
    • DEAM Alberta – monthly, January to December 2024  
    • Inclusive Concepts- April 2024 
    • Gateway Association- April 2024 
    • Inclusion Alberta – January 2024- March 2024 
    • Inclusion by Design – February 2024 
    • Level Playing Field – June 2024, September 2024, November 2024 

 How we consulted and what we asked 

In preparation for the Year 2 progress report, we engaged employees with diverse and intersecting identities, including members of our internal EDI team, through virtual and in-person consultations. These discussions emphasized the value of diverse perspectives and insights from employees with lived experiences to assess the progress of our Accessibility Plan. Feedback was sought on key areas, by asking the following questions: 

  • What are we doing well? 
  • Are there barriers they experience? 
  • What specific barriers exist, and in which areas of the organization? 
  • How can we improve accessibility? 

When and where we consulted 

All consultations were designed to be inclusive and accessible. We used Microsoft Teams, which offers captioning services. We also invited additional feedback by email. 

Throughout 2024, we conducted ongoing in-person and virtual consultations and discussions. We invited several individuals, including employees, internal stakeholders, and external organizations, to participate in these external discussions.  Together, they represent a diverse cross-section of disability advocacy, equality, diversity, and inclusion groups, as well as intersectionality, collectively involving nearly seventeen (17) stakeholders.  


3.4 - Results   

During the consultations, we received feedback on: 

  • Recognizing Diverse Needs: Accessibility is not a one-size-fits-all approach. We have an opportunity to further strengthen collaborative efforts by integrating feedback, adopting inclusive language, and streamlining policies, practices, and procedures to design solutions that support everyone inclusively.  
  • Building Awareness and Capacity: There is a need to enhance internal awareness and capacity around accessibility by continuing to provide learning opportunities, tools, and resources to help employees work in an accessible and inclusive way. 
  • Exploring Digital Solutions: We should continue exploring digital solutions and building digital literacy to ensure employees have the right tools for the job. This includes ensuring that communication platforms, tools, and systems are accessible to employees, suppliers, and customers. 
  • Improving Physical Work Environments: Ongoing improvements to physical workspaces are essential to promote inclusion and maintain workplace health and safety. This includes providing ergonomic equipment, diverse workspaces, wellness/quiet rooms, and accessible emergency systems. 

We are carefully reviewing all the feedback received to determine the best ways to address it. This input will also help shape our amended and upcoming updated Accessibility Plan. The Company’s goal is to engage broader mechanisms for consultation with customers, employees, and employee Networks through testimonials and storytelling, feedback surveys, and facilitated consultative sessions. The Company recognizes that the more robust the consultation phase is in future republications, the more likely it is that barriers will be identified and meaningful progress on accessibility and EDI will be achieved.  


 

4.0 FEEDBACK 

Over the past eight months, PKM has actively managed accessibility feedback and accommodation requests in alignment with the Accessible Canada Act (ACA) guidelines. During this period, the Accessibility inbox received a limited number of external feedback submissions, including six (6) spam emails, two (2) external requests for engaging in inclusion research, and two (2) accommodation requests, which included requests for a modified work environment to address adaptive technology solutions.  

Emails were acknowledged and responded to within the required 24-business-hour timeframe feedback was implemented promptly, including addressing employee accommodation requests.  

In 2024 PKM developed and launched shared internal feedback guidelines and an accommodation process to support employees in understanding the available feedback channels and escalation processes. This proactive approach ensures that accessibility concerns, feedback, and accommodation requests are handled efficiently and respectfully, reinforcing PKM’s commitment to fostering an inclusive and accessible environment. As a result of this mechanism, updates were made to IT and communication technologies. This process resulted in the implementation of Voiceitt access and adaptive speech-to-text technology. The annual subscription service and adaptive product are now available to all employees upon request. 

Based on feedback received during the policy consultations, PKM revised the language in our leave of absence policies to ensure greater inclusiveness. The previous terminology, which referenced 'disability' in short- or long-term leave, was identified as potentially stigmatizing and not reflective of an inclusive approach. As of February 2025, leave policies are now titled and referenced as 'Short-Term and Long-Term Absence' to promote neutral and inclusive language 

PKM remains committed to continuously enhancing feedback opportunities within our programs to ensure we meet the diverse needs of our stakeholders. Moving forward, we will provide a detailed breakdown of the ways feedback is submitted, including email, phone, and other channels, to better understand how individuals engage with us. We will also analyze feedback gaps to identify areas where input is lacking, particularly on aspects of our accessibility plan that have not yet received any feedback. Additionally, we will review and incorporate relevant information, such as comments on the accessibility of our feedback process, to ensure it remains inclusive and user-friendly. Based on this analysis, we plan to make improvements to our feedback process, including exploring new communication methods to reach a broader audience and ensuring our feedback channels are communicated to the public. These efforts will help us create a more comprehensive and responsive feedback system, reinforcing our commitment to accessibility and continuous improvement. 

 

Conclusion 

PKM holds firm in our understanding that accessibility remains an ongoing and ever-evolving set of goals and practices and conversations. The work is never finished because our processes, our technologies, and the needs of the people we serve and work with are also ever evolving. 

Understanding this, PKM will continue to monitor and measure our accessibility progress to make sure we are not only meeting our accessibility goals set out in our plan but that we are constantly striving to be better at removing and preventing barriers for employees and customers with disabilities. We will ensure that our efforts remain ongoing in engaging and raising awareness about accessibility. And we will continue to ensure that accessibility is built into all that we do, and across all our lines of organization. 

Over the coming year, PKM will prepare an updated/amended Accessibility Plan, revising and building upon our first iteration. It will allow us to take the invaluable feedback we have received on our current plan and let it inform a set of updated goals and actions. Ongoing input from our employees, customers, stakeholders, and people with lived experience will help us better understand how we are improving and where we can focus our continued efforts. 

At the heart of accessibility is ensuring that every voice matters and every voice is heard.