Its Inclusive Culture

8/11/2019 Its Inclusive Culture

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Its Inclusive Culture

EY believe in talent people. Once they find the right candidate to work with, company work to

keep employees comfortable and working at the best of their abilities at all times in their career.

For EY social capital is important factor of their internal environment. It believes the importance

of how employees treat one another. Person-first language is used throughout the organizations

internal and external messaging. We want to be leading edge, not only how we communicate

but in how we think and how we make our people feel, says Golden, who also heads up much

of the organizations disability initiatives and serves as its disability subject matter expert in the

Americas.

EY believes in Clan culture and is proud of their people culture, and they are committed to doing

even more. They focus on building a better working world to make EY a great place to build

their careers. Clients tell that in recent year company have improved the effectiveness of their

teams, relationship building and provision of high-caliber people.

They aspire to have a leading people culture everywhere in the world. Creating a culture that

attracts and retains outstanding people and helps them thrive, leads to better service for their

clients. They are investing in three key elements of their culture that enhance what is importantto their clients and their people:

Inclusiveness Recruiting outstanding people is just the start. Inclusiveness means

making sure all theirpeoples voices are heard and valued. This not only helps attract and

retain the best people, but also it helps get better answers for their clients and their

organization.

Development Their approach to development involves offering the learning,

experiences and coaching all their people need to enrich their careers and deliver the best

results for clients, as well as offering additional programs for current and future leaders

of the organization.

Engagement They want all our people to feel enthused by their work and their

colleagues and to be comfortable in an organization that gives them the flexibility to


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achieve their professional and personal aspirations. They engage our people in countless

ways, from selecting the right people to lead major change, to taking an interest in their

people as individuals, to being sure to say thank you for a job well done.

EY also shows the characteristic of adaptability culture. As employers increasingly focus onresults rather than time spent at the office, workplace flexibility is replacing the one-size-fits-all,

9-to-5 way of working. Family and personal concerns can be major sources of stress. In

professional service firms, for example, studies show that well over half of employees can expect

to experience some kind of work-family stress in a three-month time period. For these reasons,

creating a culture of flexibility is critical to enable people to succeed both personally and

professionally. Its quite an open environment here. Youre given opportunity to speak to

partners on a daily basis and they give you the freedom to come up with ideas of your own.

Personal development

Ernst &Youngs view on personal development is partly to take you under its wing but also to

get you standing on your own two feet. Thats the idea behind its EYU initiative, which stands

for Ernst & Young and You. The organization offers training to develop competencies, but the

responsibility for an individual employees career still lies very much with that person.

Graduates are encouraged to have regular meetings with their line manager and PMDP, or

Personal Management and Development Process, reviews are generally conducted every six

months.

Every year, they celebrate the way they live their values through their Chairmans Values

Award. Through this award, they give their people the opportunity to recognize their colleagues

who are bringing values to their life every day. This is an important way in which they build

their shared culture, founded on their strong commitment to their values.


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Environment

EY has organic management process because it has rapidly changing environment and climate.

They also know the benefits of acting early. They have seized the opportunities and taken the

risks and now reaping the rewards. They are leveraging their climate change agenda to help

generate revenue, reduce costs and meet stakeholders expectations. They are:

Proactively marketing their climate change strategies to enhance their brands

Exploring emerging carbon market opportunities

Seizing opportunities to offset reductions through existing carbon markets

Taking full advantage of tax credits, grants and other incentives to encourage businesses to

become more climate change friendly

In what Ernst & Young consciously calls its "Workplace of the Future," employees first see a lounge

with a wall of big screen TVs, comfortable benches and caf-style tables. Move past that into the

more formal work areas and you see desks without cube walls juxtaposed with couch and chair areas.

There also are phone-booth like micro-rooms, larger offices and "collaboration rooms" outfitted with

tools such as teleconferencing equipment and technology for easily sharing computer displays on

larger LCD screens. Ernst & Young is launching a number of "Workplace of the Future" pilot

environments around the world. And it isn't alone in rethinking office space layouts. Other

organizations doing so include consulting firm Accenture, software giant Microsoft Corp. and office

furniture provider Steelcase Inc. Reasons to shake up traditional officesdominated by cubicles,

executive offices and occasional conference roomsinclude better tapping the power of face-to-face

teamwork, reducing real estate costs and making it easier for telecommuting or traveling workers to

"touch down" in offices.

Acton amid uncertainty

Executives are acting on climate change initiatives because their customers expect it and because

they believe they can make money, save money and manage risk. They understand that

transforming their key processes makes good business sense.


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Rather than standing on the sidelines waiting for clarity, they are seizing the opportunity to serve

their markets and to create long-term competitive value.

While the responses indicate some variations across industry sectors and geographies, their

survey reveals five consistent global themes:

1. Executive leadership is critical to good governance

2. Business drivers are dominated by top line and bottom-line impacts, creating a race toinnovate

3. Despite regulatory uncertainty, climate change investment is on the rise

4. Execution is challenging but executives are committed to action

5. Transparent reporting is gaining momentum

Leadership and collaborative effort

A successful climate change agenda requires a holistic approach that create environment with

less duplication and with open information channel and embeds climate change into every facet

of the business. Survey respondents highlight their climate change strategy requires

competencies that cross all functions, operations and geographies.

Senior executives who are committed to supporting climate change initiatives and strong

governance practices will ensure that responsible person throughout the organization:

Understand the goals and decision-making processes

Manage the risks

Are empowered to act

Are held accountable for performance through effective remuneration strategies

Building relationship and boundary-spanning roles:

The idea of building a connected enterprise seems a commonsense goal. There are many

voluntary reporting channels companies are now using, including external sustainability


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reports, annual reports, external websites, the Carbon Disclosure Project and the Climate

Registry.

Identify and address the activities that drive cost

Up to 60% of COGS, including ordering, planning, logistics, warehousing and transportation can

be directly impacted by retailer behavior. Yet consumer products companies often accede to

customer's demands without truly understanding the impact on cost to serve.

Align cost to serve with efficiency trade terms to reward efficient behavior and defend against

changes that increases cost.

Boundary spanning roles in EY

Defining the boundaries

Creating internal and external networks

Issue identification

Translating knowledge back into the organizational culture

Influencing and educating internal and external stakeholders

For those companies that do report, there are challenges in ensuring the report is an effective

communication tool. The information needs to be relevant, complete and meet the expectations

of stakeholders

Benchmarking for measuring performance

Creating an effective monitoring, reporting and verification (MRV) system for climate change

initiatives requires: setting effective KPIs; optimizing and standardizing processes and data

controls; and assuring the accuracy and consistency of the reported information.

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Its Inclusive Culture