Scroll down to bypass the video and enter the site. When you see an arrow on the side of the screen (< or >) tap the arrow or swipe.

What is D&I?

DiversityAll differences matter.

Service line, Location, Leadership style, Sexual orientation, Gender, Ethnicity, Generation, Diverse abilities/disabilities, Socioeconomic background, Country of origin, Other differences, Thinking style, Religious background, Education and work experience

Leading inclusively is about understanding our own frame of reference, seeking out different experiences and collaborating effectively – with each other and with our clients.

play

Differences matter. EY people share their perspectives on diversity and inclusiveness.

play

Globalization brings an influx of information from an increasingly diverse workforce. In this fast-changing environment, every situation and context brings its own set of challenges. We must be able to navigate dilemmas and reconcile competing expectations. The ability to invite and learn from different perspectives is fundamental to driving innovation, building strong relationships and delivering the best approaches for our clients.

How does D&I drive performance?

Source: [1] CEB, Driving Retention and Performance Through Employee Engagement, Arlington, VA, 2008. [2] Sylvia Ann Hewlett, Melinda Marshall and Laura Sherbin with Tara Gonsalves, Innovation, Diversity & Market Growth (Center for Talent Innovation, 2013)

Our own research shows EY groups with Best in Class engagement have better retention, stronger revenue growth and higher profitability.

Source: 2013 EY Business Linkage Research, based on the Global People Survey results

Our D&I journey

EY’s D&I Culture Change Continuum: our roadmap for success

It illustrates in four stages the journey we are on to maximize the power of our differences to build the highest-performing teams, individually and as an organization.

Listen to a four minute introduction to the D&I continuum; or download the transcript

Culture change does not happen in a straight line everywhere or at a predictable pace; setbacks and unexpected spurts forward are all part of the change dynamic.

As an organization — where to start:

Establish a baseline and cascade awareness “Do we have a clear point of view on how D&I benefits our business?”
“Are we communicating our commitment and strategy to all of our people?”

Gather data and look for hot spots; set the tone at the top

Identify meaningful changes “Have we identified gaps; are we working to close them?”
“Are we aware of any unconscious biases that affect our processes and could be limiting the potential of our people?”

Review talent and business processes with an inclusive lens; assess and encourage flexibility, enable equitable sponsorship and provide ongoing feedback

Recognize and reward role models “Do we recognize those who team and lead inclusively?”
“Do we formally and informally recognize, in review committees and through our performance management processes, those who exemplify inclusive behaviors, in addition to technical skills?”

Recognize everyday actions that demonstrate inclusive teaming; share stories from and about inclusive leaders

Enable culture change “Do all of our people feel included and able to fully contribute?”
“Is there unfinished work from Stages 1 through 3 that needs attention and further investment?”

Set specific goals, then monitor and communicate progress

For the individual — where to start:

Value differences Understand your unconscious biases; learn about others

“Do I seek diverse views and team with different people?”
“Am I able to connect positively with people from different backgrounds?”

Identify “insider” and “outsider” dynamics “How different are the people I seek out for new opportunities?”
“When assessing a person’s performance and potential, what assumptions do I make about their skills, preferences and availability based on their background and style?”

Value the experiences of others; identify barriers to their full engagement

Practice and model inclusive teaming and leadership “How do I adapt my behavior to connect with people who are different from me?”
“Am I asking myself which behavior and mindset is needed to better connect with people who are different from me?”

Close gaps between your intentions and behaviors; share your personal journey

Influence our culture “How do I enable everyone on my team to contribute?”
“Do I proactively acknowledge my own frame of reference and invite other perspectives to be voiced?”

Inspire change in our culture; expect and reinforce inclusive behaviors

For the individual — where to start:

1

Value differences
◆ Understand your unconscious biases; learn about others
■ “Do I seek diverse views and team with different people?”
■ “Am I able to connect positively with people from different backgrounds?”

2

Identify “insider” and “outsider” dynamics
◆ Value the experiences of others; identify barriers to their full engagement
■ “How different are the people I seek out for new opportunities?”
■ “When assessing a person’s performance and potential, what assumptions do I make about their skills, preferences and availability based on their background and style?”

3

Practice and model inclusive teaming and leadership
◆ Close gaps between your intentions and behaviors; share your personal journey
■ “How do I adapt my behavior to connect with people who are different from me?”
■ “Am I asking myself which behavior and mindset is needed to better connect with people who are different from me?”

4

Influence our culture
◆ Inspire change in our culture; expect and reinforce inclusive behaviors
■ “How do I enable everyone on my team to contribute?”
■ “Do I proactively acknowledge my own frame of reference and invite other perspectives to be voiced?”

To tap into the power of difference, we’ve identified six specific inclusive leaders’ behaviors.

■ I am aware of my own preferences and biases, bringing an acute understanding of how my cultural lens impacts my decisions and interactions and of how my actions might be perceived by others.
■ I actively seek out perspectives different than my own, and take advice, using every opportunity to explore and learn from world views and experiences that are different from mine, listening actively to what others have to say.
■ I enable everyone to contribute and to engage in ways that are consistent with their own strengths and styles, encouraging varying viewpoints and opinions and demonstrating respect for all.
■ I adapt my own style to work effectively with others, seamlessly adjusting to the context I am in, demonstrating flexibility and empathy, and watching for gaps between my attitude and intentions. I expect and enable team members to do the same.
■ I open my decision-making to other perspectives or experiences, balancing divergent viewpoints and integrating the contributions from others, keeping an open mind when evaluating new or changing situations, thereby enabling collective ownership of decisions.
■ I make success possible for all, recognizing there are different needs and motivators, and ways to provide feedback for people to learn and develop, as well as different ways to achieve successful outcomes. I recognize success of team members and the collective team.

As an organization — where to start:

1

Establish a baseline and cascade awareness
◆ Gather data and look for hot spots; set the tone at the top
■ “Do we have a clear point of view on how D&I benefits our business?”
■ “Are we communicating our commitment and strategy to all of our people?”

2

Identify meaningful changes
◆ Review talent and business processes with an inclusive lens; assess and encourage flexibility, enable equitable sponsorship and provide ongoing feedback
■ “Have we identified gaps; are we working to close them?”
■ “Are we aware of any unconscious biases that affect our processes and could be limiting the potential of our people?”

3

Recognize and reward role models
◆ Recognize everyday actions that demonstrate inclusive teaming; share stories from and about inclusive leaders
■ “Do we recognize those who team and lead inclusively?”
■ “Do we formally and informally recognize, in review committees and through our performance management processes, those who exemplify inclusive behaviors, in addition to technical skills?”

4

Enable culture change
◆ Set specific goals, then monitor and communicate progress
■ “Do all of our people feel included and able to fully contribute?”
■ “Is there unfinished work from Stages 1 through 3 that needs attention and further investment?”

We are embedding D&I in all our business processes, and we are focused on equipping our people with the skills to team and lead inclusively.

Account planning, Pipeline management, Performance management, Recruiting and on boarding, Succession planning, Mobility, Experiences and assignments, Career management, Roundtables and year-end reviews, Goal setting, Staffing, Recognition, Talent development, Coaching and counselling, Employee or engagement surveys

Where is EY on the continuum?

Our goal is for EY to consistently reach the top right corner of the continuum and have the highest-performing teams. The good news is that parts of our organization have already done so, and other parts are working hard to make progress. Regardless of where our teams are today, we expect the entire organization and all of our team members to move up the continuum.

Leaders’ perspectives on D&I

Mark Weinberger, Global Chairman and CEO, EY

Mark Weinberger, EY Global Chairman and CEO

Karyn Twaronite, Global Diversity & Inclusiveness Officer, EY

Karyn Twaronite, EY Global Vice Chair - Diversity & Inclusiveness

Seshni Samuel, EY EMEIA Talent Leader

Bin Wolfe, Global Deputy – Talent

Beth Brooke-Marciniak, Global Vice Chair, Public Policy

Beth Brooke-Marciniak, EY Global Vice Chair, Public Policy

Mark Weinberger, EY Global Chairman and CEO

“The only way to be our best is to include our best. That means we need to include the whole world, not just pieces of it. That all starts with diversity and inclusiveness. It’s the smart thing. It’s the right thing. And it’s the only way to succeed in today’s global economy.”

Videos play

Karyn Twaronite, EY Global Vice Chair - Diversity & Inclusiveness

“Differences make all the difference. If we can create a work environment where people feel they can be accepted for who they are, we know it will ultimately lead to better results for our clients, and better experiences for our people.”

Videos play

Seshni Samuel, EY EMEIA Talent Leader

“A global mindset is one where we share and leverage our tools, our resources, our knowledge to grow and expand our business.”

Videos play

Bin Wolfe, EY Asia-Pacific Talent Leader

“I am incredibly grateful for the many opportunities and experiences that I have had at EY because they helped me to see the richness and the color and perhaps most importantly the various shades of gray in our world.”

Videos play

Nancy Altobello, EY Global Vice Chair, Talent

“The thing that leaders of high-performing teams do is they create a mix at the team level that combines different perspectives. And they leverage that diversity.”

Videos play

Beth Brooke-Marciniak, EY Global Vice Chair, Public Policy

“Our people should be able to be their authentic selves at work. We need to value different perspectives … it’s how we deliver exceptional client service.”

Videos play

What does success look like?

External recognition

We’re proud of the recognition EY has received around the globe as a most favored employer and for leadership in the different aspects of diversity and inclusiveness in specific markets such as Australia, Asia, Europe and the Americas. (In other markets with different norms, such external awards do not exist.)

Most favored employer

Examples of recent awards:

EY named the world’s most attractive professional services employer in the Universum 2018 Employer Rankings

Global

Based on Universum World’s Most Attractive Employer ranking, an annual global survey of business, engineering and IT students from the top academic institutions across 12 of the world’s largest economies

In addition to its global ranking, EY was ranked the number one professional services employer in four countries and the third most attractive employer overall

Diversity employer

Examples of recent awards:

DiversityInc’s inaugural Top 50 Hall of Fame (2019)

United States

In addition to be named to the Top 50 Hall of Fame for the second year in a row, EY was recognized on the following specialty lists:

#1 – Top Companies for Diversity Councils
#1 – Top Companies for Employee Resource Groups
#3 – Top Companies for Executive Women
Top Companies for LGBT Employees*
#5 – Top Companies for Mentoring
#6 – Top Companies for People with Disabilities
#6 – Top Companies for Sponsorship
#6 – Top Companies for Supplier Diversity
#4 – Top Companies for Talent Acquisition

*no specific rankings in this category this year

Women’s leadership

Examples of recent awards:

LGBT inclusion

Examples of recent awards:

Family-friendly workplace

Examples of recent awards:

Where can I find out more?

Read about diversity and inclusiveness at EY on these sites:

And for EY people around the world

▪ The Global Diversity & Inclusiveness SharePoint site, accessible via the EY Home Page, connects you tools and resources to help you maximize the power of differences.

Still have questions?

Email us at bmc@ey.com

Follow Karyn Twaronite,

EY Global Vice Chair - Diversity & Inclusiveness,
on Twitter: @KTwaronite_EY

Tweets by @KTwaronite_EY

What is D&I?

How does D&I drive performance?

Our own research shows EY groups with Best in Class engagement have better retention, stronger revenue growth and higher profitability.

Our D&I journey

EY’s D&I Culture Change Continuum: our roadmap for success

As an organization — where to start:

For the individual — where to start:

For the individual — where to start:

To tap into the power of difference, we’ve identified six specific inclusive leaders’ behaviors.

As an organization — where to start:

We are embedding D&I in all our business processes, and we are focused on equipping our people with the skills to team and lead inclusively.

Where is EY on the continuum?

Leaders’ perspectives on D&I

What does success look like?

External recognition

Most favored employer

Diversity employer

Women’s leadership

LGBT inclusion

Family-friendly workplace

Trending topics for D&I

Thought leadership by EY expands understanding and encourages dialogue.

Recent media coverage of D&I at EY

Research by leading academic and research institutions continues to inform our actions.

A few of the organizations EY collaborates with that are shaping our understanding of D&I:

Recent research and key findings:

Install the new EMEIA D&I app now to learn about EY’s thought leadership, toolkits and videos in the diversity and inclusion space.

Supplier Diversity

Where can I find out more?

Read about diversity and inclusiveness at EY on these sites:

And for EY people around the world

Still have questions?

Follow Karyn Twaronite,