The Romanian Diversity Charter, with the support of MKOR Consulting, has done the first study in Romania addressing Diversity & Inclusion management in organizations in Romania. This study aims to find out how diversity and inclusion in Romanian organizations are approached, what are the main benefits, but also barriers to implementing D&I principles, what are the methods and tools for evaluating results D&I policies and how organizations communicate D&I issues inside and outside them.
This research addressed the perspective of employees on diversity and inclusion in the workplace. The Diversity Charter Romania and MKOR wanted to offer a complete perspective on D&I, as it is planned, but also as it is received and perceived. This material can serve the organizations of all types as a basis for understanding the benefits, but especially in supporting and assuming the D&I principles.
Diversity Wins is the third in a McKinsey series investigating the business case for diversity. This report shows not only that the business case remains robust, but also that the relationship between diversity on executive teams and the likelihood of financial outperformance is now even stronger than before. These findings are encompassing 15 countries and more than 1,000 large companies. The report also provides new insights into how inclusion matters, through an analysis of employee sentiment in online reviews; this shows that companies need to pay much greater attention to inclusion, even in relatively diverse industries.
Members of the Legal Diversity & Inclusion Alliance (LDIA) commit to build a diverse and inclusive workplace in which everyone benefits from equal treatment and opportunities, irrespective of race, ethnic or social origin, gender or sexual orientation, age, disability, language, religion, political preference or any other grounds of personal discrimination.
Members of the Legal Diversity & Inclusion Alliance (LDIA) commit to build a diverse and inclusive workplace in which everyone benefits from equal treatment and opportunities, irrespective of race, ethnic or social origin, gender or sexual orientation, age, disability, language, religion, political
This paper takes on the challenge of inclusion, with a specific focus on the traits and abilities necessary to become an inclusive leader. Korn Ferry research, including from mining more than 2.5 million leadership assessments, identifies the traits and competencies needed for leaders to be inclusive in their own thoughts, perceptions, and actions—and to inspire an inclusive mindset in others. Such leaders are self-aware advocates for diversity, and possess the skills to leverage the differences within the diverse team to achieve better performance than would occur with homogeneous teams.
This second annual You Belong: Diversity, Equity & Inclusion Impact Review refects on our journey to making Diversity, Equity & Inclusion (DEI) an integral part of how we work every day, and shares stories that demonstrate how DEI can be a driver for success. At Johnson & Johnson, the way we embrace cultures, backgrounds and many ways of thinking has helped us spark transformative healthcare solutions for 134 years and continues to carry us forward through challenging times.
As part of PwC’s commitment to transparency and accountability, they are releasing their first annual Diversity & Inclusion Transparency Report. The data tells an important piece of PwC diversity story, and is paired with PwC’s strategy and the work they are doing to make sure all of their people have a strong sense of belonging and trust. This presents an opportunity for influential and lasting change, far greater than ever before, and will drive visibility to the next steps on our journey. By publishing this report, PwC is sharing their story and holding themselves accountable for transformative progress by sharing what has worked well and acknowledging what hasn’t.
With the support of the European Commission, na-tional diversity charters came together into the EU Diversity Charter Platform. This report presents the business case of diversity on the basis of existing research; points out the main challenges and key factors of measuring di-versity impact stemming from the experience of diversity charters; gives examples identified by the EU Diversity Charter Platform of company activi-ties aiming at measuring the impact of diversity; and makes recommendations for further action.
Leaders may mean well when they tout the economic payoffs of hiring more women and people of color, but there is no research support for the notion that diversifying the workforce automatically improves a company’s performance. This article critiques the popular rhetoric about diversity and revisits an argument the authors made 25 years ago: to fully benefit from increased racial and gender diversity, organizations must adopt a learning orientation and be willing to change the corporate culture and power structure.
This publication explores the concept of diversity management in the workplace, with particular emphasis on Romanian companies. Its main objective was to develop a more structured and conceptualised view of diversity initiatives in the Romanian working environement and to examine why business leaders perceive diversity management as being an important contributor to their competitive advantage in today’s economic and social environment. It brings together key findings of the first local research on diversity management, D&I initiatives in Romania, opinions and interviews with Romanian and international experts, as well as a series of messages of support by business and institutional leaders for promoting the principles of equality and non-discrimination in Romanian society.
This global survey of senior company leaders and employees dives deeply into the workplace culture perception gap. Closing that gap will help companies thrive in a hypercompetitive economic environment and benefit all employees. Findings and recommendations from this research can empower leaders to take action, no matter where they are on their journey to a culture of equality.
This Environmental, Social and Governance (ESG) Report reflects Dow’s performance as of, and for the year ended December 31, 2020. This report references frameworks, including the Task Force on Climate-related Financial Disclosures (TCFD), Sustainability Accounting Standards Board (SASB) and World Economic Forum (WEF) Stakeholder Capitalism Metrics. This report represents the first time that Dow combined ALL its ESG (environmental, social and governance) priorities and actions into one holistic, transparent and comprehensive report.
Environmental, social and governance (ESG) themes have risen in prominence over the past five years. In this research, Bakertilly sets out to determine how the rise of ESG is having an impact on the investment and M&A decisions made by both corporates and private equity investors. The central findings are clear. Dealmakers are more focused on ESG than ever before. In large numbers, they confirm that ESG issues are critical both to their own organisations and also to the way they approach potential transactions. The evidence of this research is that ESG has already become a front and central issue in a significant majority of deal processes.