More than 150 CEOs Commit to Advance Diversity and Inclusion in the Workplace

Business leaders create CEO Action for Diversity & Inclusion coalition with pledge to increase diversity and foster inclusion to improve performance, employee engagement and drive growth.

More than 150 CEOs from some of the world's leading companies on Monday announced their pledge to advance diversity and inclusion in the workplace by signing on to the newly formed CEO Action for Diversity & Inclusion coalition, representing more than 50 industries in all 50 U.S. states and millions of employees globally.


The coalition, which includes more than 30 companies on the 2017 DiversityInc Top 50 Companies for Diversity list and specialty lists, is being led by a steering committee chaired by PwC U.S. Chairman and Senior Partner Tim Ryan (PwC is No. 4 on the DI Top 50).

By signing on to this commitment, CEOs pledge to take action to cultivate a workplace where diverse perspectives and experiences are welcomed and respected, where employees feel encouraged to discuss diversity and inclusion, and where best known — and unsuccessful — actions can be shared across organizations via a unified hub, CEOAction.com, in an effort to advance D&I in the workplace.

"We are living in a world of complex divisions and tensions that can have a significant impact on our work environment. Yet, it's often the case that when we walk into our workplace — where we spend the majority of our time — we don't openly address these topics," Ryan said. "CEOs across the country understand this isn't a competitive issue, but a societal issue, and together we can raise the bar for the entire business community. By sharing best known actions and programs, we are helping to create a more inclusive environment that will encourage all of us to bring our greatest talents, perspectives, and experiences to the workplace."

Each signatory has committed to taking the following steps to increase diversity and foster inclusion within their respective organizations and the larger business community:

  1. Continue to cultivate workplaces that support open dialogue on complex, and sometimes difficult, conversations about diversity and inclusion: Companies will create and maintain environments, platforms, and forums where their employees feel comfortable reaching out to their colleagues to gain greater awareness of each other's experiences and perspectives. By encouraging an ongoing dialogue and not tolerating any incongruence with these values of openness, companies are building trust, encouraging compassion and open-mindedness, and reinforcing their commitment to a culture of inclusivity.
  2. Implement and expand unconscious bias education: Companies commit to rolling out and/or expanding unconscious bias education within their companies in the form that best fits their specific culture and business. By helping employees recognize and minimize any potential blind spots, companies can better facilitate more open and honest conversations. Additionally, the initiative will be making non-proprietary unconscious bias education modules available to other organizations free of charge. This training will live on CEOAction.com.
  3. Companies commit to working together to evolve existing diversity strategies by sharing successes and challenges with one another. This will include creating accountability systems within their companies to track their progress and share regular updates with each other in order to catalog effective programs and measurement practices.

In the fall, the signatories will convene for the first ever CEO Action for Diversity & Inclusion Summit to assess initial progress, understand fundamental gaps and determine the next phase of this work. Companies that currently are not implementing the elements of the pledge can use the hub and Summit as an opportunity to learn from others that are already doing so, while companies that are already implementing some or all of the actions can use this platform to drive greater engagement within their own programs, submit best known actions as well as mentor others on their journey.

The coalition is led by a steering committee of CEOs and leaders from Accenture (No. 14 on the 2017 Top 50), BCG, Deloitte U.S. (No. 12), The Executive Leadership Council, EY (No. 1), General Atlantic, KPMG (No. 11), New York Life (No. 23), Procter & Gamble (No. 13) and PwC (No. 4)

Said Steve Howe, EY U.S. chairman and Americas managing partner, "EY's longstanding commitment to D&I is paramount, especially in today's social climate. We recognize that our strength comes from our diversity. The CEO Action for Diversity & Inclusion pledge enables us to work with other business leaders who are also committed to creating inclusive cultures that value people's unique perspectives to drive innovative solutions — and a better working world for us all."

AT&T (No. 3) also joins the more than 150 CEOs to commit to diversity and inclusion in the workplace.

"At its core, diversity is not about tolerating our differences – it's about understanding them. And that requires a commitment to honest and open dialogue," said Randall Stephenson, AT&T chairman and CEO. "I'm proud to work with my fellow CEOs to help make that a reality in the workplace."

Read more news @ DiversityInc.com

Middle-market Companies Seizing Growth by Embracing AI, Diverse Talent Pools and Sweeping Regulation Over Next 12 Months

EY survey shows 87% of middle-market companies plan revenue growth of more than 6% this year, significantly outpacing GDP forecasts

Originally Published by EY.

Middle-market companies across the globe are significantly more optimistic about business conditions and opportunities than last year, according to the findings of the annual EY Growth Barometer released at the EY World Entrepreneur Of The Year Forum. Growth prospects for all major economies are finally improving in 2018, with International Monetary Fund GDP forecasts currently at 3.9% for the year. Amid this positive background, business leaders are bullish about revenue growth.

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PwC: Trending Now in Entertainment & Media: Convergence, Connections and Trust

Players in all sectors are adapting to disruptive changes in the competitive environment, consumers' habits and public expectations

Originally Published by PwC.

According to PwC's Global Entertainment & Media Outlook 2018-2022 (Outlook), the ongoing rapid evolution of the industry has entered a dynamic new phase. Amid growth that is broad-based and consistent – but unevenly distributed – three imperatives are affecting every company in the industry: convergence, connecting with consumers and the need to build trust.

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Regulatory Complexity is the Greatest Barrier to Widespread Blockchain Adoption, While Regulatory Changes are the Primary Driver of Broader Integration, According to EY Poll

Organizations are making an active effort to integrate blockchain into their business functions as they look to reap the benefits of the technology, with 60% expecting the financial/professional services industry to see the most blockchain breakthroughs in the next two years.

Originally Published by EY.

Regulatory complexity is having a significant impact on widespread blockchain adoption, according to an EY poll of senior professionals who attended the EY Global Blockchain Summit in New York. Sixty one percent see regulatory complexity as the biggest barrier to widespread adoption, followed by integration with legacy technology (51%) and a lack of general understanding of blockchain's capabilities (49%).

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Use of digital strategies and data, as well as creative partnering with public and private partners seen as vital to helping police tackle borderless criminal activity.

Originally Published by PwC.

New models for policing harnessing data, digitization, public and private sector organizations, and more diverse skills, offer law enforcement opportunities to improve how they tackle unprecedented emerging challenges from global criminal activity.

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Originally Published by National Organization on Disability.

On November 1st, the National Organization on Disability held our Corporate Leadership Council Fall Luncheon and Roundtable. Hosted at Sony's New York offices, the event centered on the topic of mental health in the workplace.

Members of our Board of Directors and executives from nearly 40 companies held a candid conversation, heard from business leaders, and participated in an insightful Q&A where successful strategies were discussed to accommodate and support employees with mental illness in the workplace.

"Mental illness is the single biggest cause of disability worldwide," said Craig Kramer, a panelist at the event and Chair of Johnson & Johnson's Global Campaign on Mental Health. "One out of four people will have a clinically diagnosable mental illness at some point in their lives," he continued. Another 20 to 25% of the population will be caregivers to loved ones with a mental illness.

The costs are staggering. "In the coming decades, mental illness will account for more than half of the economic burden of all chronic diseases, more than cancer, diabetes, and chronic respiratory diseases combined…. It's trillions of dollars," said Kramer.

From an employer's perspective, the need for a successful strategy to deal with mental illness in the workplace is clear. But what are the most effective ways to confront this challenge? Roundtable participants discussed a wide range of ideas and success stories aimed at de-stigmatizing mental health and incorporating the issue into wider conversations around talent, productivity, and inclusion.

6 KEY TAKEAWAYS ON MENTAL HEALTH IN THE WORKPLACE:

  1. Be empathetic. "The most important workplace practice [with respect to mental health] is empathy," said NOD President Carol Glazer. Empathy is critical for normalizing conversations about mental health, but also for maximizing productivity. "A feeling of psychological safety is important," said Lori Golden, a panelist and Abilities Strategy Leader for Ernst & Young; and this sense of safety requires the empathy of colleagues to flourish.
  2. Tell stories. "Nothing is more activating of empathy than for people to share their powerful stories," said Dr. Ronald Copeland, NOD Board member and Senior Vice President of National Diversity and Inclusion Strategy and Policy and Chief Diversity and Inclusion Officer for Kaiser Permanente. Copeland's organization partners with the renowned nonprofit, Story Corps, to capture the stories of Kaiser Permanente employees, and also provides a platform on the company intranet for employees to communicate in a safe space. Both Craig Kramer and Lori Golden also shared examples of how their companies provide opportunities to share their stories and "start the conversation, break the silence," as Kramer put it.
  3. Model from the top. Carol Glazer received a standing ovation at the luncheon for her account of her own experiences with Post-Traumatic Stress Disorder (PTSD). This type of executive-level modeling sends a powerful message that a company is committed to improving mental health for all employees. Lori Golden shared how EY had experienced great success with a program where top-level managers host office-specific events and share stories of mental illness or addiction that they are personally connected to – either about their colleagues or loved ones or, in a surprisingly high number of instances, about themselves. Senior leadership setting the example conveys that this is a forum in which employees can feel comfortable sharing.
  4. Communicate peer-to-peer. "We all know that there's greater trust of our own peers than there is of the organization," said Lori Golden. So to build trust, EY "took it to the grass roots," creating formal opportunities for employees to have conversations about mental health and asking other ERGs to co-sponsor these events. Craig Kramer also noted that Johnson & Johnson had simply folded mental health issues into their global disability ERGs, eventually building the world's second-largest mental health ERG by piggy-backing on existing infrastructure and leveraging existing connections.
  5. Be flexible. Accommodating [the fact that people live busy, complex lives] gets you better buy-in…and keeps production pretty high," suggested Dr. Copeland. A representative from one Council company concurred, explaining how their company has recently instituted a new policy of paid time off for caregivers on top of federally-funded leave. "Being in a culture in which we measure what you produce and not whether you show up in person all day, every day, and where if you can't be there, you negotiate how the deliverables will get done and in what time frame…is immensely helpful to people who themselves have mental illness issues or addiction or are caring for those who do and may need some flexibility," summarized Lori Golden.
  6. Build a trustworthy Employee Action Plan. Many employees do not access or even trust their organization's internal resources. According to Craig Kramer, the percentage of calls placed to most company Employee Action Plans (EAPs) regarding mental health is "in the low single digits," while "if you look at your drug spend, you'll find that around 50% is [related to] mental health." The people answering those calls must be trained in mental health issues, and employees also need to be assured that EAPs are truly confidential.

While revealing and accommodating mental illness remains a massive challenge in the workplace and beyond, a number of successful strategies are emerging for tackling this challenge – many of them pioneered by companies in NOD's Corporate Leadership Council.

EY: Women CEOs’ Growth Ambitions Significantly Outpacing the Market, Despite Their Ongoing Challenges in Accessing Capital

The EY survey, based on views of CEOs from middle-market companies across the globe, showed that this optimism is in line with improving business conditions internationally.

Originally Published by EY.
  • 30% of female-led companies are targeting growth of more than 15% in next 12 months, compared with just 5% among rest of market
  • 52% of women-led companies have no access to external funding, compared to 30% of male-led companies
  • 17% of respondents think that access to capital is the biggest barrier to growth

Despite encountering more obstacles to accessing capital, female-run businesses are targeting more ambitious growth margins than male-led companies, according to the EY survey Is the x chromosome the x factor for business leadership?, unveiled at the EY Entrepreneurial Winning WomenTM Asia-Pacific and Japan conference this week in Tokyo. The survey, based on views of CEOs from middle-market companies across the globe, showed that this optimism is in line with improving business conditions internationally.

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