< PreviousWomen Driving Change Magazine // 21 impact and aligned with the United Nations’ 17 Sustainable Development Goals (SDGs). This foundational strategy established clear policies on reducing carbon emissions, advancing diversity, equity, inclusion, and belonging (DEIB), responsible partner vetting, employee wellbeing, and community engagement. To ensure the successful rollout of the Sustainability Action Plan, Polar- is brought on Fulya Karakas-Akgun as Sustainability Lead. With extensive experience in corporate responsibil- ity and global sustainability frame- works, Fulya transformed the strategic vision into a fully operational program by developing the “We Care” model – a five-pillar framework focused on the company’s sustainability oversight, peo- ple, planet, community, and partners. Fulya has been pivotal in embedding sustainability, whose coursework prompted him to reflect on the com- pany’s environmental impact. Realiz- ing the untapped potential within the family business – founded in 1994 by his parents, Larry and Geri Cox – Dave saw an opportunity to lead with greater purpose. His daughter’s insights plant- ed the seed for what would grow into the Polaris Sustainability Action Plan, a company-wide commitment to respon- sible, forward-thinking practices. Women leading the way To bring the vision to life, Cox col- laborated with Professor Audrey Jamal, Assistant Dean of Strategic Partner- ships & Societal Impact at the University of Guelph. With her guidance, Polaris developed a custom, in-house Sustain- ability Action Plan, rooted in long-term ne year after celebrat- ing their 30 th service anniversary, Polaris Transportation Group has remained steadfast on imple- menting change for their industry, communities, and planet. With the women of Polaris leading the charge, the company is reframing how things are done in a historically male-dominated supply chain space with impactful policies that are building a brighter, greener future. Polaris’ sustainability journey was sparked by a conversation close to home. CEO Dave Cox was inspired by his daughter, a University of Guelph commerce student studying FEATURE By Polaris Transportation Group Driving sustainability: Polaris women take the wheel O Brenda Brajkovich, Laura Muir, and Fulya Karakas-Akgun are three women at Polaris who are working hard to create positive change. Photos courtesy of Polaris Transportation Group.22 // www.womendrivingchangemagazine.ca Fleet Employer of Distinction, Top Com- pany for Women to Work in Transporta- tion, and recipient of the Achievement of Excellence for Women in the Work- place. In creating a gender-inclusive space through ongoing initiatives, such as the recently launched Polaris Wom- en’s League, they empower female team members to join and lead conversations about their business practices, includ- ing their charitable and environmental efforts. “Our mission is to build a workplace where all voices are respected,” Muir states. “From our hiring and onboard- ing practices to our DEIB and leadership fast-track programs, such as the Larry Cox Academy and the Polaris Leadership Program, we want our employees to feel valued and inspired to make a difference not only at Polaris but in our communi- ties and natural surroundings.” In addition to their exemplary HR prac- tices, Polaris collaborates with reputable organizations, including Partners in Project Green and Green Economy Can- ada, while also engaging in Indigenous events centred around land protection and sanctity. She is a well-respected leader at Polaris and beyond, highly sought after to share her insights at events focused on environmentalism and future-proofing the supply chain industry. With over 50% of Polaris’ leadership team comprised of women, the compa- ny has fostered an environment where people of all genders have the resources, support, and opportunities to advance into decision-making roles. Having these diverse voices at the table has been instrumental to the positive impact they have made so far. Under the direction of Chief Human Resources Officer, Laura Muir – an award-winning leader in her field – Polaris’ employment policies have earned them high accolades as a Top sustainability across Polaris’ business functions. Her leadership has helped drive impactful initiatives, including green fleet and facility technologies, eth- ical partner vetting, employee wellbeing programs, DEIB-focused policies, and humanitarian outreach programs. Fulya also introduced measurement tools and reporting structures to track progress, and she established internal sustain- ability governance and ensured align- ment with leading corporate sustainabil- ity frameworks and standards to support long-term accountability. Since its launch in Fall 2024, the pro- gram has already demonstrated measur- able impact thanks in part to Fulya’s guidance and the active engagement of the Polaris Sustainability Task Force. Karakas-Akgun comments, “I’m so proud to see how seamlessly Polaris has managed to embed sustainability into how we operate, plan, and grow. With the company-wide approach we’ve taken, we are already making tangible progress in our environmental stewardship.” Partners in progress In addition to monitoring the execu- tion of all pillars, Karakas-Akgun has helped Polaris forge strong partner- ships with reputable environmental ABOVE: Launched in Fall 2023 by Brenda Brajkovich, the Polaris Community Care Unit (CCU) was created to help combat food insecurity in the communities where Polaris team members live, operate, and work. Since its inception, the program has donated and delivered over 36,000 lbs of essential food items to food banks, shelters, soup kitchens, and children’s programs across the region. RIGHT: The United Nations’ 17 Sustainable Development Goals (SDGs) for the environment, social, and governance responsibility presented by Polaris Sustainability lead, Fulya Karakas-Akgun.Women Driving Change Magazine // 23 Polaris has made sustainability a corporate promise with their entire team involved as a collective effort. By welcoming gender diverse per- spectives and voices, the company is making immense strides in better- ing industry practices while taking care of their team, communities, and planet. With intelligent, empathetic, resilient women in the driver’s seat, they are on-route to creating lasting positive change. To learn more about Polaris Transporta- tion Group visit: https://polaristransport.com. its inception, the Polaris Sustainability Action Plan has already been highly rec- ognized with the Inbound Logistics’ G75 Supply Chain Award and Green Econo- my Canada’s Community Impact Award. “Our sustainability journey was sparked by the passion and vision of the women around me – starting with my own daughter, who challenged us to think differently about our role in the world,” CEO, Dave Cox reflects. “I am grateful to have our strategy powered by female leaders who are helping us prove that strong business performance and positive social impact go hand in hand.” organizations, including Trucking HR Canada and the Women’s Trucking Fed- eration of Canada, to make transportation a more inviting career path for the next generation. Recently, they were one of 14 inaugural members to form the Women’s Leadership Accord, created by compa- nies committed to gender equality with available resources to help them attract and retain strong female talent. They also signed the Women’s Empowerment Principles (WEPs), a UN Women initiative offering comprehensive guidelines regard- ing leadership, equal opportunity, safety, education, and more. Feeding change With one of the Polaris Sustainabil- ity Plan pillars focused on community betterment, the company has ampli- fied their already robust humanitarian efforts. In the Fall of 2023, they launched the Polaris Community Care Unit (CCU), dedicated to fighting hunger in commu- nities across the Greater Toronto Area, Southern Ontario, and into the United States. Spearheaded by Director of Mar- keting, Brenda Brajkovich, and com- pletely funded by Polaris, the CCU offers their team monthly opportunities to take paid volunteer hours for purchasing, packing, and delivering food items and essentials to food banks, soup kitchens, schools, and more. Brajkovich shares, “The CCU began with a simple idea: if we can help, we should. Today, it has become one of our most impactful initiatives. What makes it powerful is that, like many programs at Polaris, it has been driven by compas- sionate women and fully supported by our CEO, whose leadership empowered us to turn intention into action.” To date, the Polaris CCU has trans- ported over 36,000lbs of donated goods. The program now involves a widened network of customers, suppliers, and their nonprofit partners, Trucks for Change, Daily Bread Food Bank, Fred Victor, and Food4Kids. This is while Polaris continues to host year-round fundraisers for various causes, including Ernestine’s Women’s Shelter, the Heart & Stroke Foundation, MADD Canada, and more. Purpose-driven recognition As the women of Polaris take the reigns in their sustainability efforts, they are setting a prime example for more North American transportation compa- nies to follow. In just months following 24 // www.womendrivingchangemagazine.ca has faced increased scrutiny over con- cerns about road safety and compro- mised public safety. The rise of fly-by-night, rogue com- mercial driver training schools was something that Mandatory Entry-Lev- el Training (MELT) was supposed to address. Introduced in 2017, MELT aimed to improve safety standards and ensure going as far as to help students falsify documents to obtain their driving certif- icates without completing the required training. Their hidden camera investiga- tion highlighted an industry compro- mised by bribes, forged documents, and rigged testing. Since the airing of this episode, Ontario’s truck driver training industry 2024 CBC Marketplace investigation found that many driv- ing instructors in Ontario are not only providing inadequate instruction but are even FEATURE By Paul Adair, Staff Writer Trucking in trouble: Industry demands action AWomen Driving Change Magazine // 25 Adams notes, “I still get calls from these students and they tell me they’re repeatedly failing their road test and asking if I could assist them. When I tell them that there is a pathway that they can use to have their complaints inves- tigated, each and every one of them tells me that they couldn’t do that because they signed for hours they didn’t really do, and they didn’t want to get in trou- ble. It’s like these schools are putting an 80,000-pound gun into an untrained driver’s hands and letting them barrel their trucks down the 401, risking every- one’s safety.” Adams believes that the best way for new drivers to protect themselves from the predation of a rogue train- ing centre is to rely on the old idiom, ‘when something seems too good to be true, it probably is.’ “The biggest red flag is price – if the dollar amount that you’re being quot- ed is substantially lower than someone else, you should not just walk from that facility, but run,” said Adams. “Edu- cate yourself. Talk to former students. Check reviews. And if you, as a student, are asked do anything that you believe is inappropriate, get out of there and immediately contact the Ministry of Transportation, and the Ministry of Labour, Training and Skills Develop- ment. That’s what they are there for.” Adams also recommends that pro- spective students do their due diligence and visit the facility they are consider- ing in person, as well as learn about the job market they are entering. Applicants need to ensure that the school is estab- lished and not just doing the bare mini- mum training that’s required. “The schools that are only con- cerned with getting people passed, they’re out driving the test route all day long – we call that ‘training to the test,’” said Adams. “The students memorize the route and pass with fly- ing colours but, once they get on the road and something unexpected hap- pens, they have no idea what to do. We’re not going to train you just to pass a test at my school. We are pre- paring you for a long career in truck- ing. That’s what industry expects and that’s why carriers hire my students from Crossroads Truck & Career Academy.” The response from government Following the CBC Marketplace exposé in 2024, MTO set out new MELT to the provincial government of Mike Harris in 1997, feeling at the time that there needed to be some form of regulation regarding the amount of training new drivers required to be con- sidered road ready. When MELT was brought in 20 years later, the rogue schools were taken out of commission almost immediately, resulting in higher qual- ity drivers graduating from the cred- ible driving schools that remained. Unfortunately, these underperform- ing schools didn’t go away for long – once again rearing their heads in the wake of the COVID-19 pandemic, where Ontario saw a dramatic increase in the amount of truck driving schools enter- ing the market during the latter part of 2020, and continues to see today. “This was a time when social distanc- ing was in full force, so I’m not sure – in my opinion – that schools were being as fully vetted as they should have been,” said Adams. “If they were, we wouldn’t be having the problems that we are, where the number of training schools in Ontario exploded from just 98 in 2020, to more than 280 today; and the number is still growing. There is no possible way that the Ontario Ministry of Labour, Training and Skills Devel- opment (MLTSD) and the Ministry of Transportation (MTO), with the limited resources they have, are able to vet that many schools in order to get rid of the bad ones.” See the red flags / protect yourself Ontario faced a significant driver shortage during the pandemic due to many drivers leaving the industry. How- ever, goods still needed to move across the country and the solution at the time was to seek out new drivers from wher- ever they were available – often through immigration. Because they came from jurisdictions outside of Canada, many of these new drivers were unsure of the laws and regulations in place governing commercial drivers and may not have even been aware of what they were walk- ing into. What’s more, these newcomers often did not always know that they had resources at hand to help them discern the differences between a ‘good’ and ‘bad’ school. Even worse, some of these rogue schools enlist these students into fraudulent behaviour – such as falsify- ing records – resulting in them being too afraid to report those schools. drivers are well-prepared for the reali- ties of the road, although bad actors are significantly impacting the reputation of all driver training schools in the province. However, this is not exactly a new issue that Ontario needs to overcome. The Truck Training Schools Associa- tion of Ontario (TTSAO) was established more that 30 years ago to recognize and support superior training facilities in the province. In fact, TTSAO Chair Ken Adams’ father presented a version of 26 // www.womendrivingchangemagazine.ca The good news is that the government in Ontario recognizes the problem with these questionable schools and meetings are currently taking place between the var- ious Ministries and industry stakeholders to come up with solutions. “Slowly but surely, we have to figure out a way of weeding these bad guys out,” said Adams. “I know of three very good schools right now that have either ceased operations or gone out of business altogether because of these rogue schools in Ontario. If nothing is done, it will be the downfall of our industry because if we keep losing the good schools, then what’s left but the bad actors?” could be prohibited from enrolling new students. While the goal of the new require- ments is admirable, the impact may be less than expected. Driving schools in Ontario already have a set curric- ulum through MELT dictating how many hours student must do in the classroom, behind the wheel, and in the yard, however the fly-by-night schools already aren’t following the rules in place now – the worry is that they will continue to flout the new requirements if a greater emphasis on enforcement isn’t established. requirements plans for anyone provid- ing the Commercial Truck Driver Train- ing Standard (Class A) training, and all MELT providers had until July 1, 2025, to submit the minute-by-minute lesson plans for consideration by the Minis- try (this deadline was later extended to October 1, 2025). These plans need to include infor- mation concerning lesson topics, time- frames, instructor-to-student ratios, training materials, and learning out- comes. Failure to submit could mean that the approval of the school’s program could be revoked and the training centre n Canada, only 4% of heavy vehicle operators are women, according Trucking HR Can- ada’s 2024 report. Despite representing nearly 16% of the broader trucking and logistics industry, the pres- ence of women behind the wheel remains minimal. The towing sector, often associ- ated with unpredictable schedules, physi- cal demands, and high roadside risk, is especially male-dominated. But that story is changing thanks to a new generation of determined women and those who paved the way before them. Fabiana Ireland entered the world of towing 25 years ago. At the time, it was love that drew her in – her husband was already FEATURE The women changing the towing game By Kaitlin Vitt, Staff Writer I Pulling more than vehicles: Women Driving Change Magazine // 27 Fabiana Ireland and her husband James are recognized by regular viewers of the TV series Heavy Rescue: 401, which has featured them in numerous episodes. The show highlights the challenges of vehicle recovery on Ontario’s Hwy 401 and other 400-series highways in the Greater Toronto Area (GTA).28 // www.womendrivingchangemagazine.ca in the business, and she started tagging along on calls just to spend time with him. One ride turned into many. Before long, she was putting on gloves, carrying chains, and helping out wherever needed. That casual start evolved into a full-fledged career that now includes everything from driving flatbeds and heavy tow trucks to managing invoic- ing, dispatching, taxes, and on-scene safety. “Once you’re in towing, you can’t get out of it,” Ireland said with a laugh. “You’re trapped – that’s it. You either hate it or love it. Most people love it right away. It’s the adrenaline, it’s the rush.” Overcoming challenges As co-owner of Rescue 51 Towing and Recovery, a busi- ness she runs with her husband, Ireland oversees both office operations and fieldwork. In 2023, she was named a top 10 WreckMaster operator, a credential that recognizes elite skill, leadership, and recovery expertise. She started driving heavy duty trucks after getting her commercial driver’s licence as a volunteer firefighter 11 years ago. In addition to driving experience, her time as a firefight- er prepared her for the high-stress, high-risk environment of roadside recovery. Despite her accomplishments, including the top-tier WreckMaster certification, Ireland said that self-doubt still creeps in. “Even today, sometimes I feel like a fake, like I’m not good enough,” Ireland said. “But we have to change that thinking. Women deserve to be here.” Ireland emphasized the unique strengths women offer to the towing industry: detail, communication, and composure. “Women bring a different perspective to this job. We’re wired differently,” Ireland said. “We’re detail-oriented. We look at the whole picture. That’s important when you’re on a scene. Even the way we carry ourselves – it’s a different kind of professionalism.” Like many women working in a male-dominated indus- try, Ireland’s journey hasn’t been without challenges. Espe- cially while starting out, other drivers would say they didn’t think she could do it, even having her own employees run over to do the job for her if she started to lift something heavy. Safety has also been a top concern for her. “As a woman, I once had to choose between sleeping in my truck or paying for a hotel,” she said. “That’s something companies don’t always think about. There are safety con- siderations.” Hiring female towers remains a challenge. Despite Ire- land’s commitment to recruiting more women at Rescue 51, few apply. The work is tough, unpredictable, and often mis- understood. But it also offers independence, pride, and the kind of professional growth that can’t be replicated in a cubi- cle. And this is what Ireland wants to continue highlighting. “It’s going to take the younger generation to keep pushing this forward,” Ireland said. “Women like Mercedez of Pink Theory are doing amazing work. She’s out there posting vid- eos and showing people what this industry looks like.” A bold vision Five years ago at just 22 years old, Mercedez Falcao stepped into a leadership role within her family’s company, Classic Towing and Storage, taking charge of their northern division. In 2010, Ann Akkermans was the first woman in Canada to be named a Top 10 WreckMaster, proving “it’s not a man’s world anymore.” Mercedez Falcao has proved the naysayers wrong; she's succeeding in a leadership role at Classic Towing and Storage. In addition, her and her pink truck are kept busy on the highway and behind the scenes, she launched Pink Theory, a campaign with the goal of empowering women in towing. Photo by Tay Surette Photography.Women Driving Change Magazine // 29 first tow truck. They had two young kids at home and couldn’t afford to insure both the motorcycle and their car. But that swap launched a part-time side hus- tle that grew into a business. At first, Akkermans handled dispatch and accounting, but after joining her husband in the field, she discovered just how much she didn’t know. “I didn’t realize how long it took to pull something out of a ditch,” Akkermans recalled. “My husband said, ‘That’s it. You’re going to WreckMaster, and you’re going to learn what towing is all about.’” That experience led Akkermans into a role few women had ever held. In 2010, she became the first woman in Canada to be named a Top 10 WreckMaster. “I was humbled. The gentleman who gave it to me said, ‘It’s not a man’s world any- more, is it?’ I said, ‘No, it’s a human world.’” But her journey wasn’t easy. For years, Akkermans wasn’t welcome at industry association meetings. “It was a man’s club,” she said. Still, she persisted. Akkermans retired two years ago and looks back at her career with no regret. “Every job was different,” Akkermans said. “And when you’re in the truck, you’re really your own boss.” The road ahead For all three women, towing is more than a job – it’s a calling, a community, and a statement. They’ve shown that professionalism doesn’t need to look a certain way, that resilience doesn’t have a gender, and that leadership, whether it comes from behind a desk or the wheel of a pink truck, deserves recognition. The industry is evolving, slowly but surely. And thanks to the women who dared to show up, speak out, and tow forward, the future looks brighter for the next generation ready to step in. “When I first got into the fire depart- ment, I tried to blend in. I stopped wearing makeup. I wanted to fit in with the guys so they wouldn’t pick on me,” Ireland said. “But now, I love that young women in tra- ditionally male-dominated industries are being themselves. That’s powerful.” Pink theory Falcao launched Pink Theory in June 2024, a campaign with the goal of empowering women in towing and pushing the industry as a presentable and considerable option for women. “It’s about reshaping the public per- ception of who belongs in a tow truck,” she said. On Pink Theory’s Instagram (@pink- ktheory_) and Facebook (Pink Theory) pages, Falcao spotlights women in the industry. This has made it possible for her to engage with women across the country, showing what the job really looks like and breaking down the idea that towing is strictly a man’s game. “If you enjoy what you do, it doesn’t matter if it’s a male dominated space – you can absolutely do it and excel. I feel glamorous in a job that’s not necessarily glamorous. It feels empowering,” she said. “If not for my family ties eventually drawing me in, I never would have consid- ered a career in towing, and yet, I could not be more passionate about it. This is why it is so important to me that we push aware- ness in presenting towing as a consider- able option for other ladies. So many other girls could be missing out on an opportu- nity to do something they are passionate about, simply because they’ve never had it presented as an option.” ‘A human’s world’ Ann Akkermans’ entry into towing was unconventional. She and her hus- band traded a Harley Davidson for their Up until this point, she had assisted with administration, ran social media, and organized merchandise, but Falcao hadn’t planned for a career in towing – she was studying to become a paralegal. Yet, when the opportunity arose for a bigger role in the company, she dove in, armed with four pages of questions to ask her dad so she could do the job right. “People told me, ‘You’ll be gone in two weeks,’” Falcao said. “Someone else said, ‘Do you deserve the job? No. Can you do it? No. It’s nepotism.’ That only made me more determined.” Her boldest move came in the form of a pink truck. Falcao’s dad bought the pink truck for her sister, who shortly after moved to British Columbia to do auto body work. So, Falcao decided to step into the truck. “I thought, in order to do my role and know what I’m doing properly, I may as well learn to tow as well,” she said. At first, when Falcao drove in the pink truck, she raised eyebrows. But the reaction, especially from women, was overwhelmingly positive. “Someone who would never look at a tow truck might notice pink,” she said. That visibility turned into something more powerful: community. Onlookers watched her work with fascination. Women reached out on social media to share their own stories – or to ask if she was hiring. Some eventually joined her team. That visibility has power, even among the youngest observers. “A preschool class once watched me tow start to finish. They thought the pink truck was cool,” she said. “It creates an impression.” For Falcao, every interaction becomes an opportunity to reshape public perceptions. Ireland said this generational shift is inspirational. Provincial Tow Truck ShowcaseNext >