At Tennis Canada, advancing opportunities for women and girls is not simply about activating during a moment in the calendar. Through our Game. Set. Equity. commitment—a multi-year strategy in partnership with National Bank—we have worked to build a sport that is stronger, more inclusive, and more representative at every level, from grassroots to the pros, coaching and executive leadership.
This International Women’s Day, which celebrates the theme of “Give to Gain,” Tennis Canada is highlighting one of our most significant achievements of the past decade: the increase in women’s representation across our organization.
“Give to Gain” embodies more than financial investment—although we do that as well. According to International Women’s Day, the theme “emphasizes reciprocity and support,” and acknowledges that “when people, organizations and communities give generously, opportunities and support for women increase.” For women and girls to remain in the sport, they must feel they belong, see themselves reflected, and draw inspiration from strong female role models. In recent years, we have made meaningful progress:
- Women now represent 51% of our staff, achieving gender parity across the organization.
- Women comprise 57% of our senior management team (it was 17% back in 2021) and 56% of our directors (2021:40%).
- Our Board of Directors is now 46% women, up from 31% in 2022.
- Within our high-performance team, women staff representation has increased by more than 21% since 2021, an unprecedented milestone.
- These results stem from a clear strategy, intentional governance decisions, and a long-term commitment to equitable pathways across our system.
Moving from Aspiration to Action
When Tennis Canada formalized its focus on women and girls' advancement, the objective was to make meaningful and lasting structural change.
“At Tennis Canada, it’s always been our goal to ensure that tennis could be a sport for all, for life,” said Chief Executive Officer Gavin Ziv. “However, more than 10 years ago, when we examined our ecosystem for women and girls, there were clear gaps in representation, leadership pathways, and long-term retention. Those weren’t just statistics; they were signals that we needed to do better. We believed that excellence and inclusion had to go hand in hand. That realization became the catalyst for structural change.”
READ: International Women’s Day: Black Girls in Tennis is Changing the Game Across Three Canadian Cities
In 2017, Tennis Canada established its first Gender Equity Working Group. The group was composed of board members, senior leaders, and industry influencers. Designed as an accelerator for innovation, the group challenged traditional approaches, identified systemic barriers, and laid the foundation for lasting change.
While initially focused on participation gaps, it quickly became clear that advancing more women into leadership would be a critical lever for long-term impact.
“Leadership and representation matter,” said Jennifer Bishop, Past Chair of the Tennis Canada Board and member of the inaugural Working Group. “Elevating more women into positions of influence wasn’t symbolic; it was strategic. We couldn’t ask young girls to envision a future in tennis if they couldn’t see women shaping it.”
Over the next five years—despite the significant impact of the COVID-19 pandemic—key milestones were achieved:
- Establishing a Safe Sport focus and hiring a Director, Safe Sport and Integrity (2017)—a first among Canadian NSOs.
- Implementing a Gender Equity Policy (2018) targeting board and leadership composition.
- Commissioning a Gender Equity Organizational Assessment (2020) by Canadian Women in Sport.
- Actively rebalancing leadership representation in key decision-making roles post-pandemic.
- Securing a 10-year partnership with National Bank (2021), with dedicated investment toward advancing women and girls’ participation and retention.
- Hiring a Director, Women and Girls Advancement (2022)—again a first among Canadian NSOs.
- Promoting Valérie Tétreault to Tournament Director of the National Bank Open presented by Rogers in Montreal, the first woman to hold this position.
“We’ve seen meaningful impact,” added Bishop. “I’ve been fortunate to serve in several leadership roles in tennis, and there was a time when I was often the only woman at the table. Today, those rooms look fundamentally different, and women are now central to decision-making. There is still important work ahead, but what we achieved at Tennis Canada in such a short time is extraordinary. It’s a powerful reminder, especially on International Women’s Day, that when governance sets clear goals and commits to them with intention, meaningful change follows.”
The Next Challenge: Turning Commitment Into Continuity
No one has witnessed this evolution more closely than Terri Temelini, Director of Women and Girls Advancement at Tennis Canada. While proud of the progress, she emphasizes that equity requires sustained commitment.
“Progress is very encouraging, but it’s not the end goal,” said Temelini. “Change only last when commitment turns into sustained action and accountability. We have to continue measuring outcomes, adapting where needed, and investing so that gender equity remains a permanent pillar of our organization–because advancing gender equity isn’t a zero-sum game; it strengthens the entire system.”
With strong internal foundations now in place, Tennis Canada is extending this work outward. Initiatives such as the Girls’ Leadership Program (ages 14–17) and targeted development clinics for aspiring female coaches and officials—developed in partnership with the Provincial and Territorial Tennis Associations—are expanding leadership pathways across the country.
At the professional level, Tennis Canada will award equal prize money at the National Bank Open beginning in 2027, with significant increases in women’s earnings having been underway since 2025. This step reinforces equity at the highest level of competition.
“Coaching is one of our next priorities, as it’s another key lever in extending our pathways”, stated Temelini. “Since 2023, representation of active certified women coaches across our coaching pathway has grown from 18% to 26%. This isn’t just about numbers—it’s about including diverse perspectives that help the system better understand and support all players. When expertise from different experiences is valued, we create programs and pathways that help everyone thrive and strengthen the sport for the long term.”
“As stewards of Canadian tennis, we have a responsibility to ensure this progress endures,” said Ziv. “Meaningful change must be embedded in our policies, reflected in our culture, and sustained through strong leadership pipelines. The future strength of our sport depends on unlocking the full potential of our entire community. That means continuing to invest in women and girls, not just today, but every day.”
