Diversity and inclusiveness

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Making a difference for our clients and our communities starts with fostering an inclusive environment for our people. It’s not just the right thing to do — it’s the smart thing to do. And it’s one of the reasons we’ve been recognized as one of Canada’s Best Diversity Employers for 2013.

Inclusiveness is about much more than creating an open and equitable environment based on race, culture, gender, sexual orientation, age and physical ability. It’s about embracing the different ideas, perspectives, skills and experiences that diverse individuals bring to the table — and putting them together to address familiar problems in new and innovative ways. And it’s that kind of forward and open thinking that our clients expect us to provide. After all, we serve some of the most dynamic and innovative businesses in the world — companies as diverse as the customers and communities they serve. Our inclusive culture empowers us to offer the flexibility and creativity our clients need to achieve their potential.

National and local initiatives

To meet the needs of our people, we’ve established numerous national and local initiatives. Our Ethnic Diversity Task Force, Gender Equity Advisory Group, Lesbian, Gay, Bisexual, Transgender and Allies Task Force, networking groups for women, affinity groups and targeted mentoring programs for a variety of people are all overseen by our full-time Inclusiveness Leader.

Our commitment to accessibility for our people and clients

EY is committed to building a better working world — for our people, our clients and our communities. We’re committed to providing an environment that is free of barriers and biases and which fosters independence and dignity for our people and clients. Learn more.

The corporate sponsor as hero – Advancing women into leadership roles

Our report explores the meaning of sponsorship in today’s business environment and the characteristics of those individuals who assume the role of sponsor. Senior leaders — both male and female — can take concrete steps to minimize gender disparities and help advance women into leadership positions in their organizations.

Make a difference: Work differently

(As originally appeared in Financial Post, 15 March 2011)
In our globalized economy, growth, innovation and talent can come from anywhere. Never before have opportunities, or indeed competition, been so evenly distributed around the world's markets. Globalization continues its fast pace, enabling the free flow of ideas, technology, capital and labour across borders. Yet globalization does not mean homogeneity.

Leading across borders

How do you facilitate inclusive thinking in an interconnected world? Our study reveals that achieving this in today’s global marketplace means challenging the status quo.

Why Directors Should Champion Diversity: Research finds tapping diverse talents boosts profit, reduces ‘groupthink’

(As originally appeared in Director Journal, November 2010)
In today’s increasingly global economy, diversity is no longer a feel-good best practice for companies, it’s a business imperative. In order to hone a global competitive advantage, it’s vital that we build diverse, inclusive workplaces that attract and keep the most talented people.

Diversity fundamental to business strategy

(As originally appeared in FEI Canada F.A.R. member e-newsletter, October 2010)
In today’s highly competitive global economy, workplace diversity is no longer a “nice to have” HR policy. It’s a business imperative. Once viewed as a feel-good objective built around morality and fairness, diversity and inclusiveness are crucial to attracting and keeping the best talent. They also have a bottom-line impact. Top companies demonstrate that nurturing diversity of thought translates into a competitive edge.

Getting support, supporting others: A handbook for working with non-visible disabilities

As part of our inclusive mindset, we’ve developed this handbook to help people think through some of the challenges around non-visible disabilities. The guidance is designed for people with disabilities, their supervisors and coworkers, and for organizations’ human resources or accommodations support teams.

Diversity Briefing: Questions for Directors to ask

The Risk Oversight and Governance Board of the Canadian Institute of Chartered Accountants commissioned EY to write this briefing to raise awareness of the importance of diversity, both within organizations and on boards, and to provide practical steps to help directors address diversity issues as part of their oversight responsibilities.

Vision for Inclusive Boardrooms

As our economy recovers, Canada’s businesses are seeking ways to gain a competitive advantage in the global marketplace. Fostering more diversity and inclusiveness in our organizations, especially at the top, is a powerful way to create that. Learn more in Vision for Inclusive Boardrooms: Canada as Leader (2.7 Mb - published by Corporate Knights, with a forward by EY Canada Chairman and CEO, Lou Pagnutti).

The new global mindset: innovation through diversity

Diversity no longer refers to just race or gender. It includes age, culture and education. See how to develop an inclusiveness mindset to foster innovation in our online feature. And read the article written by our Inclusiveness Leader, Jeannine Pereira: The new global mindset: fostering diversity and inclusion (As originally appeared in Director Journal, April 2010).

Press releases

Inclusiveness drives long-term business success
Fostering diverse teams is critical to long-term success in today’s fast-evolving, increasingly global world, says EY. Today, the firm — celebrating its 150th anniversary in Canada this year — was named one of Canada’s Best Diversity Employers for the seventh year in a row.

“Hidden” opportunity for organizations to build more diverse teams, according to a new EY and RBC report
Savvy business leaders know that having diverse teams is a competitive advantage in today’s fast-evolving, increasingly global environment. But according to a new report by EY and RBC even leaders with the best intentions may be unconsciously stifling diversity in their organizations.