• Share

At EY, we believe that only the highest-performing teams, which maximise the power of different opinions, perspectives and cultural references, will succeed in the global marketplace.

Our focus on diversity and inclusiveness is integral to how we serve our clients, develop our people and play a leadership role in our communities.

  • The business imperative

    When we act on our commitment to diversity and inclusiveness, we maximise the power of our differences to achieve better business results, for ourselves and for our clients.

    We define diversity and inclusiveness in the following way:

    Diversity is about differences. Every one of us is different and at EY we value and respect individual differences. We think broadly about differences; they include background, education, gender, ethnicity, nationality, generation, age, working and thinking styles, religious background, sexual orientation, ability and technical skills. There are also differences according to service line, sector and function.

    Inclusiveness is about leveraging these differences to achieve better business results. It is about creating an environment where all our people feel, and are, valued; where they are able to bring their differences to work each day; and where they contribute their personal best in every encounter.

    Our focus on diversity and inclusiveness is integral to how we serve our clients, develop our people and play a leadership role in our communities.

    Research shows that companies with diverse teams that are led inclusively perform better than those with more homogenous teams. Diverse teams are more likely to improve market share and have success in new markets; they demonstrate stronger collaboration and better retention.

    Making sure that all our people’s voices are heard and valued not only helps attract and retain the best people, but it also helps us facilitate better approaches for our clients and for EY as an organisation. That is because creating an inclusive workforce, where all differences matter, allows us to identify the risks and opportunities we might not otherwise see.

    You can download Our approach to Diversity & Inclusiveness for more information on the Oceania Diversity and Inclusiveness agenda or the D&I roadmap, a shared, common framework relevant to all of EY, helping us drive change at both the organisational and individual levels.

  • Our strategy

    We believe having new styles of thinking, asking better questions and getting better answers will take us where we want to go. Our vision is to create and foster an inclusive culture where our people and their leaders can leverage unique perspectives, experiences and skills to innovate and build a Better Working World.

    Our strategy is to:

    • Create the highest performing teams through the development of our people

      At EY we aim to create an inclusive culture where all our people can achieve their potential. We continually strengthen the diverse mix of our teams and leaders by removing barriers in our talent pipeline.

    • Recruit, retain and promote more diverse talent

      We aim to consistently recruit the best people from different backgrounds, experiences, skills and perspectives to enrich the diversity of our organisation. At EY we focus our efforts to advance diverse talent. Find out more about working at EY through our Careers pages.

    • Win more in the market through our diversity and inclusiveness

      Our people use their unique skills to innovate and bring new insights to our clients.

    • Equip our people with the skills to lead inclusively

      We equip our people with skills and confidence to lead and team inclusively and with a global mindset, to maximise the contributions of all our people.

      We believe everyone should have access to the same opportunities for success, so we developed an inclusive leadership training program, offering a range of tools and techniques designed to identify and combat default behaviours and unconscious bias, and to set personal strategies to improve how we interact with colleagues and clients.

    • Establish mutual accountability

      We ensure all levels at EY are accountable for the equitable development, sponsorship and advancement of our people. Inclusive behaviours are rewarded and play a key role in promotion decisions and leadership appointments.

      We rigorously monitor our performance as an inclusive employer, setting ourselves clear diversity targets across all our people processes, including recruitment, performance management, remuneration, and promotion. For instance, we are committed to 30% female representation across the Partnership by 2020 and 30% culturally and linguistically diverse partners by 2022.

  • Our focus

    At EY, every one of us has a responsibility to value and recognise different perspectives. So creating an inclusive environment is something we champion at every level of the organisation. This thinking is sponsored and supported by senior leadership who regularly review our progress on D&I targets, and is reinforced by a wide range of employee networks founded and managed by our people. We also offer all our people inclusive leadership training – a range of tools and techniques designed to help them build better relationships and teams.

    In our day-to-day work, we foster an environment where people feel they belong. We have an increasingly diverse workforce supported through a number of programs, policies and networks.

    The key priority areas for our diversity and inclusiveness strategy are:

    • Inclusive leadership

      EY believes that diverse well managed teams outperform those teams which are less diverse. We provide an inclusive environment which encourages people to bring their whole self to work increasing productivity, engagement and retention of valuable talent.

    • Gender equity

      Research shows that companies with a higher representation of women in decision making positions in both the private and public sectors perform better than those with more homogenous leadership. At EY, we are determined to do our part to accelerate women's progress in the workplace. We are committed to our Vision 2020 Gender Targets, which include a zero gender pay gap for peer to peer roles, 50% of graduates to be female and at least 30% women in the partnership. Our employee network for EY people of all genders provides opportunities for its members to learn and expand their networks by engaging with different perspectives on gender in the workplace. We've worked hard for many years to create effective internal and external programs focused on women's advancement and leadership around the world — and we know there is more to do. Now, we've brought all our efforts together to create one unifying platform: Women. Fast forward.

    • Successful flexible work practices

      Providing our people with the flexibility they need to meet both their professional and personal goals is one of the ways that EY sets itself apart from our competitors. Some of us may need flexibility from time to time to meet those one-off events - to study for an exam, take our child to the doctor, train for a sporting event or see your niece in her first school play. Others may need a longer term arrangement to look after an aging relative or pick up children after school or work towards a degree.

      Our Job redesign for flexibility report has been developed to assist people as they transition to a reduced work schedule. It is offered here as a conversation starter and a guide to helping ensure those in part time roles have every opportunity for success.

    • Cultural diversity

      Our people come from a diverse number of backgrounds, cultures, races and countries of birth. They speak many languages and hold expertise in conducting global business. We aim to both leverage and support this diversity. Our Substituted Public Holiday policy, for example, allows our people to swap public holidays for days of cultural significance. We have committed to a target of 30% culturally and linguistically diverse partners by 2022, as well as ensuring all promotions above and including Manager level will reflect the cultural diversity of the current rank.

      A number of employee networks at EY run initiatives to connect culturally diverse leaders and emerging leaders, with a core aim to foster two-way dialogue and knowledge sharing between professionals of different heritages and faiths. 2017 saw the launch of our Cultural Diversity mentoring program, pairing individuals from a culturally diverse background with leaders to explore career and development opportunities.

    • Disability

      Starting with our founder, Arthur Young, we have always embraced differing abilities. He trained as a lawyer, but Arthur was deaf with low vision and found he couldn’t comfortably practice so he turned to finance and the new field of accounting to build his career. His disability drove him to innovation and entrepreneurship, which played a pivotal role in the development of EY and remains a focus of our growth strategy now.

      Access to employment is fundamental to a person's dignity and wellbeing and it is vital we are able to adapt to create an appropriate working environment while also utilising the wide range of valuable skills and qualifications on offer. In 2017, we launched our first Access and Inclusion Plan outlining our ongoing commitment to disability inclusion for our people and clients. Our Ability employee network, open to those living with, caring for or allies of those with a disability, aims to elevate disability inclusion and ensure accessibility in the EY workplace in order to recognise the contribution that all of our people can bring to the world.

      Our goal at EY is to increase disability confidence globally by sharing ideas and learnings across borders. The EMEIA region recently hosted a conference to look at how organisations can think about their disability agenda, and the findings of this have been published in the Taking disability confidence global report.

      EY is also a proud silver member of the Australian Network on Disability.

    • Lesbian, Gay, Bisexual, Transgender, Intersex (LGBTI)

      Creating a work environment where LGBTI professionals can be their authentic selves at work is a core element of our diversity and inclusiveness commitment. Our global network group Unity, is for our LGBTI people and their straight allies and aims to create a sustainable, inclusive culture where LGBTI individuals at EY can bring their whole selves to work

      EY has done significant work in this space convening a group of corporate leaders from global companies to discuss the topic of supporting LGBTI at work. This practical guide provides an overview of the landscape and leading practices to advance LGBTI inclusion across global companies. In 2019, EY was named a Top Tier ‘Gold’ LGBTI employer in the Australian Workplace Equality Index (AWEI) Awards for the fourth year in a row and is now qualifier for a Platinum project. In New Zealand we are Rainbow Tick certified.

    • Indigenous

      In Australia, the Indigenous Sector Practice was set up to empower Indigenous prosperity through working with and for Aboriginal and Torres Strait Islander people to build a better working world. This is a rapidly growing sector and we are very proud of the work we continue to do in this space. The EY Australia Reconciliation Action Plan commits actions to help close the gaps between Aboriginal and Torres Strait Islander people and other Australians and the Bama Gala committee creates opportunities to engage and inform all EY staff on the perspectives of Aboriginal and Torres Strait Islander peoples. EY people who identify as Aboriginal and/or Torres Strait Islander are supported by their employee network, as well as by our Cultural Safety Empowerment Manger.

      In New Zealand, EY Tahi (the Māori sector advisory practice) continues to promote and nurture the growth of Māori talent in to and within EY. Externally, EY Tahi leads the market in understanding Māori sector challenges and our practitioners bring experience-based services to address the problems that our clients face. Our Māori staff are supported by their employee network.

Related content and thought leadership

EY - Pathways to ASX 200 board roles of the 2018 appointees

Pathways to ASX 200 board roles of the 2018 appointees


EY and the 30% Club have joined forces to consider the experience and journey necessary to be considered for an ASX 200 listed board, and how aspiring directors can position themselves to succeed.

EY - Access and Inclusion Plan

Access and Inclusion Plan


We were proud to launch our first Accessibility and Inclusion Plan (AIP) in November 2017, outlining our ongoing commitment to Disability Inclusion for our people and our clients. This plan is in place for three years to 2020 and covers recruitment, career development, accessible workplace, communication, leadership and the community.

An accessible HTML version of the plan is available here. If you have any comments or require an alternate format, please contact us here.

EY - Taking disability confidence global

Taking disability confidence global


Through a conference convened by EY teams in our EMEIA region this guide was produced, offering practical tips on how to increase disability confidence in organisations globally.

EY - Women Fast Forward

Women Fast Forward


Accelerating achievement of gender parity – within EY and in business at large – is an economic imperative that creates higher growth, increased prosperity and stronger communities. Learn what we are doing.

EY - Indigenous Sector Practice

Indigenous Sector Practice


In Australia, the Indigenous Sector Practice intentionally and thoughtfully applies our experience and resources to work with and for Aboriginal and Torres Strait Islander peoples and communities – and the government agencies, non-government organisations (NGOs) and corporates that support and work with them. EY teams also advise corporate clients who want to include more Indigenous people and businesses in their workforces and supply chains. Our aim is to enable greater economic participation, employment and wealth creation by boosting Indigenous workforce participation, procurement and supply chain diversity.

EY - Reconciliation Action Plan

Reconciliation Action Plan


It is our vision to embed reconciliation across EY offices in Australia to drive improved social and economic outcomes for Aboriginal and Torres Strait Islander peoples and enhance relationships between Australia’s First Peoples and other Australians.

We will achieve this by supporting Aboriginal and Torres Strait Islander peoples in developing business, education and employment opportunities for individuals and communities and advocating for a level playing field socially and economically. The new Stretch Reconciliation Action Plan (RAP) continues to focus on the key elements of education and entrepreneurship.

EY - Tahi

Tahi


Tahi is our Māori advisory practice, combining Māori sector experience with the scale, brand and expertise of EY. It aims to accelerate Māori success through innovative thinking, thought leadership, hard work and a deep understanding of the challenges facing Māori and iwi organisations, and the government

EY Flexibility

EY Flexibility


At EY we believe that new ways of working will be built on working differently, smarter and with a flexible mindset, which will help us meet the needs of our people and our clients, and build a Better Working World.

EY - Job redesign for flexibility

Job redesign for flexibility


Flexibility is required to balance the lives of all our people, across generations and differing lifestyle. One of the more challenging flexibility options is the reduced work schedule. This resource has been developed by EY to redesign the roles of people who transition to a reduced work schedule and provides a guide to help ensure those in part time roles have every opportunity for success.

EY - Making it real – globally

Making it real – globally


A practical guide for advancing lesbian, gay, bisexual and transgender diversity and inclusion across global companies