Diverse perspectives lead to better decisions. That simple and basic truth underlies PwC’s Diversity and Inclusion strategy whose aim is to fully move to a culture that recognizes and values everyone for their differences. And it is for that reason that PwC has chosen inclusion as the guiding principle for its strategy—a decision our newly appointed CEO fully supports and champions.
In order to build a truly inclusive environment where differences are valued, PwC decided in FY2012 to take an integrated approach and embed our new Diversity and Inclusion strategy into our business operations. We started first by formalizing our governance framework, looking for opportunities to strengthen our evaluation methods, and focusing our efforts on our most material employee engagement initiatives. This work will continue in FY2013.
Governance: appointment of a Chief Inclusion Officer and establishment of a Canadian Diversity and Inclusion Councils
Accountability and measurement: setting diversity and inclusion targets
Bringing together our Women in Leadership/Retention of Women initiative (WIL/ROW) and our broader diversity strategy
Historically at PwC, our WIL/ROW initiative and broader diversity strategy were separate initiatives. Our WIL/ROW initiative reported directly to our CEO and the Leadership Group and broader diversity reported indirectly to the CEO and Leadership group through Human Capital. Upon careful consideration and examining best practices within our industry and in general, we decided to bring WIL/ROW and broader diversity together under one umbrella: The Office of Diversity and Inclusion.
The Office operates separately from our Human Capital group and reports directly to our CEO and Leadership Group. This new structure brings a renewed focus and allows us to better leverage the work that we are doing in both areas. It ensures we’re working to move everyone forward along the equity continuum. Women themselves are diverse and we need to recognize this diversity as part of our approach to attracting, retaining and ensuring women are represented in our leadership.
Focused approach to creating more Employee Resource Groups (ERGs)
We recognize the great value our current ERGs provide to our staff and to our understanding of various diversity and inclusion issues. As a result, we are taking a targeted approach to establishing more ERGs in FY2013. We will select influential partners to act as executive sponsors for new groups and we will develop a communications strategy and a webinar explaining how to start an ERG. All of our ERGs are also supported by the Office of Diversity and Inclusion.
Accessible Client Service
We’ve implemented policies and procedures to ensure that all of our client service is accessible for persons with disabilities.
In FY2012 we created an accessibility page on our website. This page contains information about our commitment to providing accessible service and contact information should a client feel they have not received accessible service.
We also created temporary disruption notices, which we now post on our external website so clients are aware of any temporary barriers to entering our building or to accessing our services. All of our Ontario staff and partners received a guide on how to provide accessible client service, which includes information about various disabilities and how to interact with both clients and colleagues who have these disabilities.