Ernst & Young’s journey to inclusion Dalbir Rai Immigrant Employment Council of BC presents 2012 LEADERS’ SUMMIT ON IMMIGRANT EMPLOYMENT SEPTEMBER 18, 2012

Page 2 Ernst & Young’s Global Position ► People ► Approximately 144,000 ► Locations ► More than 700 ► Countries ► 140

Page 3 EY Global Areas Americas EMEIA Far East Japan Oceania

Page 4 “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

Page 5 The business case 3 3 Inclusive and equitable organizations 5 5 Compliance 1 1 Moving beyond compliance Think they are equitable 4 4 Integrated diversity Employers and suppliers of choice Copyright 2002 TWI Inc. © The Equity Continuum Future target

Page 6 Diversity & inclusiveness journey Four steps ► Built the foundation ► Created the infrastructure across the Americas ► Shift in ownership ► Made it a global business priority

Page 7 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

Page 8 ► 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

Page 9 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

Page 10 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

Page 11 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

Page 12 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

Page 13 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

Page 14 Measurement tool – inclusiveness snapshot

Page – 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.”

Page 16 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

Page 17 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

Page 18 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

Page 19 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

Page 20 Lessons learned ► “Policing” = compliance, not effectiveness ► For success, a commitment to people needs to be a personal priority ► Focus on the individual

Page 21 Our F12 awards