What are the main drivers of your company’s planned acquisition activity in your chosen market/country? (respondents could select two)
1 Source: S&P Capital IQ, 11 April 2012
“Diversity and inclusiveness are not an appendage to our business strategy — both are central to the success of our people and our markets.” - Karyn Twaronite, Americas Area Inclusiveness Officer
We have a long history of supporting a leading people culture.
Some of our achievements are:
- Ranked No. 1 on Businessweek’s list of “Best Places to Launch a Career”
- Repeatedly placed on Fortune’s “100 Best Companies to Work For”
- First of the Big Four to be inducted into Training magazine’s “Top 10 Hall of Fame”
- Referred to as a “leadership factory” by USA Today, based on the number of our people that have gone on to become CEOs, CFOs and other leaders
We are committed to including, developing and engaging our people at every stage of their career. During their time here, we give our people opportunities to develop diverse careers that span different disciplines and countries, to work on the most complex issues and to develop the habits of inclusive leadership.
If people choose to leave, we don’t see this as an end to the relationship, just the next stage. Whether people go on to work with a client, a competitor or start their own business, they will always remain part of the Ernst & Young network.
Learning and professional development
We recognize that our service to clients can only be as good as our people’s skills, knowledge and abilities. Our global learning and development framework is called EYU. We have built it on the premise that to truly grow and succeed, people need three critical elements: the right formal learning, the right experiences and the right coaching.
Over the past year, our member firm client-serving professionals in the Americas have accumulated more than 2.7 million hours of formal learning. This averages out to about 78 hours of learning per year for each professional.
Diversity and inclusiveness
To help bring out the best in our people and to openly explore our unconscious biases, we have developed Leadership Matters. Through workshops, action-coaching activities, benchmarking and the sharing of leading practices, Leadership Matters:
- Explores the impact of unintended associations
- Identifies mindsets and habits for leading inclusively
- Builds skills and practices to transform our culture
- Inspires commitment to practice inclusive leadership at personal, team and organizational levels
We also demonstrate our commitment to diversity by sponsoring and supporting professional networks, including:
- AccessAbilities for people working with disabilities or caring for people with disabilities
- Beyond — our lesbian, gay, bisexual, transgender and ally professional network
- Black Professional Network
- Latino Professional Network
- Pan Asian Professional Network
- Parents’ Network, which includes Working Mothers, Fathers’ Forum and Working Parents
- Professional Women’s Network
- Veterans Network
In addition to our internal initiatives, we are widely recognized for supporting inclusive leadership, and advancing and empowering women and other underrepresented groups. In the United States, for the sixth year in a row, we have been named to DiversityInc’s Top 50.
Each Sub-Area in the Americas has identified a leader to serve as a community engagement champion. These champions drive the implementation of our Americas community engagement strategy at the local level with their Sub-Area community engagement leader.
As responsible employers, our member firms encourage our people to apply their workplace skills to create positive change in communities close to home and around the world. As a global business organization, we join with organizations like the US Secretary of State’s International Council on Women’s Business Leadership, the World Economic Forum and Transparency International to help find ways to address the social and economic challenges of our time.
Individually, our people serve on not-for-profit boards, support schools, mentor students, assist high-impact entrepreneurs and strive to reduce our environmental footprint.
A record of charitable giving
In fiscal year 2011, our member firms made several contributions to communities across the Americas:
- The Ernst & Young Foundation in the United States gave matching gifts of more than US$9.5 million to higher education and awarded additional grants of US$2 million to not-for-profit organizations for disaster response.
- The Canadian firm’s matching gift program generated US$261,540 for higher education.
- Sub-Areas gave more than US$24.6 million to charities, of which more than 60% went to programs supporting entrepreneurship, education and environmental stewardship.
We collaborate with a not-for-profit organization, Earthwatch® Institute, that engages people worldwide in scientific field research related to conservation and sustainable development.
Greening Ernst & Young
We have adopted five initiatives to improve our impact on the environment:
- Measuring our carbon footprint by collecting and analyzing data on energy consumption in our offices and business travel
- Setting goals for member firm internal operations to promote environmentally sustainable business practices
- Putting in place environmentally responsible travel guidelines
- Establishing leading practices/guidelines for waste management in offices
- Making our meetings more environmentally friendly wherever they take place
Since our fiscal year 2008 (our base year), we have reduced our carbon footprint by 11% in the Americas by focusing on energy efficiency and promoting alternatives to travel.
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