Ernst & Young’s journey to inclusion

Dalbir Rai

Immigrant Employment Council of BC presents

2012 LEADERS’ SUMMIT

ON IMMIGRANT EMPLOYMENT

SEPTEMBER 18, 2012

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Ernst & Young’s Global Position

► People► Approximately 144,000

► Locations► More than 700

► Countries► 140

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EY Global Areas

AmericasEMEIA

Far EastJapan

Oceania

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“Diversity is strategy”

"...inclusive leaders who cultivate and marshal

innovative ideas from a variety of individuals with

different backgrounds, skills and experiences stand the

best chance of creating success for their business in a

dynamic world."

Trent Henry, Chairman and CEO, Ernst & Young Canada

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The business

case

33Inclusive and

equitable organizations

55Compliance

11

Movingbeyond

compliance

2200Think they

are equitable

44Integrateddiversity

Employers and suppliers of choice

Copyright 2002 TWI Inc. ©

The Equity Continuum

2.11993

2.82002

3.12003

3.52005

4+Future target

3.62010

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Diversity & inclusiveness journey

Four steps► Built the foundation

► Created the infrastructure across the Americas

► Shift in ownership

► Made it a global business priority

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Foundation for inclusion

► First people survey revealed gaps between leadership and employee perception

► Formed national diversity committee and appointed part-time director of diversity

► Established business case for diversity

► Launched 1-day mandatory training program

► Established Office of Minority Recruitment and Office of Retention focused on gender-equity in Americas

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► Shift from a Clients First culture to a People First culture

► Expanded the People Survey across our global firm

► Conducted ongoing focus groups across Canada

► Appointed full-time director of diversity

► Selected client-serving partners to lead gender equity, ethnicity and flexibility efforts

► Americas market leader was appointed executive sponsor for inclusiveness

D&I infrastructure in Canada

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Shift in ownership

► Americas market leader introduced programs:► Launched Inclusiveness Awareness Workshops, including

cross-cultural training

► Created inclusiveness snapshot measurement tool

► Rolled out differential development programs

► Established Inclusiveness Steering Committee and task forces

► Rolled out Diversity Census

► CEO led first Beyond (affinity group for LGBT and allies) webcast

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Global business priority

► Diversity and inclusion are tied directly to our global success

► Produced diversity and inclusion thought leadership pieces

► Sponsor for several supplier diversity and community initiatives

► Launched inclusive leadership development process for Partners including assessments

► Established Chairman’s Value Award

► Conferences continue on a more inclusive basis

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People First culture

► We commit to:► Making our people paramount in all our decisions

► Providing opportunities for our people to build their skills and careers

► Fostering an inclusive, innovative and flexible work environment

► Build lifelong relationships with our people

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People First culture

► Our people commit to:

► Aiming high and succeeding

► Taking ownership of their own careers

► Living our firm values with a particular focus on quality

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Our strategy

Attracting the best talent

Diversity of thought

Attracting clients

• Consistent with People First culture

• Leveraging differences• Environment where all can thrive

• Exceeding client expectations

• Employer of choice

• Strong brand recognition

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Measurement tool – inclusiveness snapshot

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2010 – global diversity & inclusiveness

“Embedding a sustainable, inclusive culture in the way we operate will enable our people to achieve their potential and make a difference, wherever they come from and whatever their characteristics.”

“A sustainable, inclusive culture will better enable Ernst & Young to deliver high-quality service to our clients, create competitive advantage and drive market leadership.”

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EYU

► In 2009, Ernst & Young announced the global launch of a development program called “Ernst & Young and You”

► Process that helps ensure that experiences and learning opportunities are allocated fairly to all our people

Three elements:

► Learning

► Experiences

► Coaching

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Creating an inclusive culture inside and outside of EY► Global English Resource

► opportunity to improve English

► Leadership Matters► Inclusive leadership program for Partners

including cultural assessment tool

► Communication and cultural coaching► Specialized for newcomers to Canada

► Diversity/Inclusiveness Committees► Local office committees that support inclusion of

different cultures and backgrounds

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Creating an inclusive culture inside and outside of EY

► CARE program (foreign designation training)

► S.U.C.C.E.S.S

► Martin Aboriginal Education Initiative

► The Minerva Foundation for BC women

► Research and thought leadership

► Founding member of Ascend Canada

► On-site quiet / prayer rooms

► Cultural Tip sheet

► Chief Inclusiveness Officer role to lead externally

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Lessons learned

► Accountability and executive sponsorship are key

► Leaders and participants are most effective when they understand their own frames of reference, their pre-conscious biases and they practice style switching

► Formal programs make a difference yet the culture is what drives the level of business-unit ownership and engagement

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Lessons learned

► “Policing” = compliance, not effectiveness

► For success, a commitment to people needs to be a personal priority

► Focus on the individual

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Our F12 awards