CBSR + CIDI Webinar re: Diversity in CSR

DIVERSITY & CSR.

CBSR-CIDI Webinar.March 6, 2014.

Cathy Gallagher-Louisy,

Director, Community Partnerships and Knowledge Services,

CIDI.

Cyndy Allen,

Team Lead Consulting, Respectful Workplace and Diversity,

Bell Aliant.

Agenda for Today’s Session.

• About CBSR & CIDI.

• Defining Diversity & Inclusion.

• What does Diversity have to do with CSR?

• The Business Case for Managing Diversity & Inclusion.

• The Bell Aliant Diversity Story.

• How Canadian Organizations are Measuring D&I.

About CBSR.

Founded in 1995, Canadian Business for Social Responsibility(CBSR) is a non-profit member organization with a mission toaccelerate and scale corporate social and environmentalsustainability in Canada.

Our mission:

• Strategically bringing together stakeholders to collectivelytackle key issues;

• To be the most relevant sustainability business network inCanada; and

• To influence progressive public policy towards our vision.

About CIDI.

The Canadian Institute of Diversity and Inclusion is a

national non-profit organization that provides:

• networking & member support,

• cutting edge new research,

• practical strategies and tools, and

• educational opportunities

for leaders, HR and D&I professionals across Canada.

Our mission is to help improve the overall inclusivity of the

Canadian workforce. More info: www.cidi-icdi.ca

http://www.cidi-icdi.ca/



DEFINING “DIVERSITY &

INCLUSION”.

“We do not see things as they are,

we see things as we are.”

-Anais Nin.

What is Diversity?

di·ver·si·ty:

1. the state or fact of being diverse;

difference; unlikeness.

2. variety; multiformity.

3. a point of difference.

What is Inclusion?

in·clu·sion:

1. the act of including.

2. the state of being included.

Diversity and Inclusion Defined.

• Diversity is about Difference.



• Inclusion is about Including.


Difference.Including


• Inclusion is about Including.


DifferenceIncluding

Diversity has

sometimes been about

counting people.

Inclusion is about

making people count.

Diversity Dimensions.

• Gender.

• Race/Ethnicity.

• Culture.

• Indigenous Peoples.

• Ability.

• Sexual Orientation.

• Age / Generation.

• Socioeconomic Status.

... and many more ...

Organizational Diversity Terminology.

• Diversity & Inclusion.

• Equity & Human Rights.

• Equality.

• Accessibility.

• Anti-Racism.

• Anti-Oppressive Practice.

Verbiage is Important.

Inclusion

vs

Tolerance.


Equality is giving everyone…

Equity is giving everyone…


Equality is giving everyone…

a shoe.

Equity is giving everyone…

a shoe that fits.

WHAT DOES DIVERSITY HAVE

TO DO WITH CSR?

“The real voyage of discovery consists not

in seeking new landscapes, but in having

new eyes.”

– Marcel Proust.

Community

Environment Ethics/Governance

Employees

Human Rights

CSR

Pillars of CSR.

Community

Environment Ethics/Governance

Employees

Human Rights

CSR

DIVERSITY

Pillars of CSR.

GRI SOCIAL INDICATORS.

"Communities that include everyone

become stronger and everyone wins."

-Jane Imbody.

What is the GRI?

• Global Reporting Initiative.

• Used since 2000.

• Most widely used CSR/Sustainability

reporting framework.

• Covers economic, environmental, social and governance

performance.

• 4,000+ organizations in 60 countries.

• GRI’s G4 Guidelines Released May 2013.

• More info at www.GlobalReporting.org

http://www.globalreporting.org/

Labor Practices and Decent Work.

GRI Aspect: Employment.

Indicator G4-LA1

• Total number and rates of new employee hires and

employee turnover by age group, gender and region.

Indicator G4-LA3

• Return to work and retention rates after parental leave, by

gender.


GRI Aspect: Occupational Health and Safety.

Indicator G4-LA6

• Type of injury and rates of injury, occupational diseases,

lost days, and absenteeism, and total number of work-

related fatalities, by region and by gender.


GRI Aspect: Training and Education.

Indicator G4-LA9

• Average hours of training per year per employee by

gender, and by employee category.

Indicator G4-LA11

• Percentage of employees receiving regular performance

and career development reviews, by gender and by

employee category.


Aspect: Diversity and Equal Opportunity.

Indicator G4-LA12

• Composition of governance bodies and breakdown of

employees per employee category according to gender,

age group, minority group membership, and other

indicators of diversity.


GRI Aspect: Equal Remuneration for Women and Men.

Indicator G4-LA13

• Ratio of basic salary and remuneration of women to men

by employee category, by significant locations of

operation.

Human Rights.

GRI Aspect: Investment.

Indicator G4-HR1

• Percentage and total number of significant investment

agreements and contracts that include clauses

incorporating human rights concerns, or that have

undergone human rights screening.

Human Rights.

GRI Aspect: Investment.

Indicator G4-HR2

• Total hours of employee training on human rights policies

or procedures concerning aspects of human rights that

are relevant to operations, including the percentage of

employees trained.

Human Rights.

GRI Aspect: Non-discrimination.

Indicator G4-HR3

• Total number of incidents of discrimination and corrective

actions taken.

Human Rights.

GRI Aspect: Security Practices.

Indicator G4-HR7

• Percentage of security personnel trained in the

organization’s human rights policies or procedures that

are relevant to operations.

Human Rights.

Aspect: Indigenous Rights.

Indicator G4-HR8

• Total number of incidents of violations involving

rights of indigenous people and actions taken.

Human Rights.

GRI Aspect: Assessment.

Indicator G4-HR9

• Total number and percentage of operations that have

been subject to human rights reviews and/or impact

assessments.

Human Rights.

GRI Aspect: Human Rights Grievance Mechanisms.

Indicator G4-HR12

• Number of grievances related to human rights filed,

addressed, and resolved through formal grievance

mechanisms.

Society.

GRI Aspect: Local Communities.

Indicator G4-SO1

• Percentage of operations with implemented local community engagement, impact assessments, and development programs.

Indicator G4-SO2

• Operations with significant potential or actual negative impacts on local communities.

Society.

GRI Aspect: Compliance.

Indicator G4-SO8

• Monetary value of significant fines and total number of

non-monetary sanctions for non-compliance with laws and

regulations.

Society.

GRI Aspect: Grievance Mechanisms for Impacts on

Society.

Indicator G4-SO11

• Number of grievances about impacts on society filed,

addressed, and resolved through formal grievance

mechanisms.

THE BUSINESS CASE.

“Most progressive corporations understand

that this is one of those instances where what

you think is the right thing to do and what is in

your business interest, cross over perfectly.”

- Ed Clark, president and chief executive

officer of Toronto-Dominion Bank.

Changing Demographics.

• Canada has the highest rate of immigration of any of the

G20 countries, with approximately 250,000 people

immigrating annually.

• According to the 2011 Census, more than 20% of

Canadians were born outside of Canada.

• According to 2011 Census, Canada’s Aboriginal

population grew to more than 1.4 Million.

Statistics Canada

Financial Influence.

The Business Case – Customers

-

Group Purchasing Power

Women Women account for almost 50% of the Canadian workforce and make 90% of

day-to-day household financial decisions.

Visible

Minorities

Visible minorities are 15.3% of the total population and 15.4% of the total

labour force. Spending power over $76 billion.

Persons with

Disabilities

62% of people with disabilities say they are likely to do business with

companies that have a commitment to diversity and equal treatment of

employees.

73% of people with disabilities are heads of household.

Spending power is over $25 billion.

Aboriginal

Peoples

There are now more than 10,000 businesses owned by Aboriginal people (up

from an estimated few hundred in the late 1960's.)

Spending power is over $24 billion.

Lesbian, Gay,

Bi-Sexual &

Transgendered

Spending power nearly $100 billion dollars.

74% of LGBT adults are likely to consider brands that support non-profits

and/or causes that are important to them as a LGBT person.

References at the end of this presentation.

Quiz.

In what school year did women start to account for more

than 50% of undergraduate degrees?

Quiz.

In what school year did women start to account for more

than 50% of undergraduate degrees?

1979-1980

Women in Canadian Business.

Catalyst. Pyramid: Canadian Women in Business. New York: Catalyst, March 3, 2014.

Women in Canadian Business.

WHY FOCUS ON MANAGING

DIVERSITY?

"Inclusion and accessibility are basic

pillars of everyday democracy.”

- Michael Briguglio.

Leader acknowledges and

supports cultural difference.

Cultural difference becomes an

asset to performance.

Effectiveness in

creative tasksLeader ignores or suppresses

cultural difference.

Cultural difference becomes

an obstacle to performance.

Monocultural Teams

Less More

Multicultural

TeamsMulticultural

Teams

-- -- --- -

++ +++ + ++

Why Manage Diversity?

Source: Adler, N. J., 2002.

Bottom Line Impacts.

Increase revenues.

Embracing diversity can help increase revenues by:

• Attracting new customers and finding new markets.

• Building customer loyalty; retaining existing business.

• Expanding your global growth strategy.

• Improving success in crosscultural negotiations.


Reduce costs.

Fostering a diverse and inclusive environment will help

your company reduce costs by;

• Eliminating differential turnover across demographic

groups.

• Controlling relocation costs.

• Minimizing litigation costs.


Increase Productivity.

Cultivating a diverse and inclusive work environment

ensures that you get the most from your employees by:

• Recruiting and retaining the top talent.

• Maximizing productivity through flexibility.

• Maximizing employee engagement. Engaged employees

are more productive, provide better customer service, go

above and beyond, and experience less absenteeism.

THE BELL ALIANT STORY.

"Inclusion elevates all."

Elaine Hall.

Bell Aliant – Who We Are.

• Created July 7, 2006, Bell Aliant is one

of the largest regionally focused

communications service providers in

North America.

• We serve customers in six provinces

with innovative information,

communications and technology

services including voice, data, Internet,

video and TV.

• Approximately 6800 employees

• 65% unionized and 35% non unionized

The Bell Aliant Diversity Story.

• Diversity is part of our Corporate Social Responsibility

Report.

• Our objective is to “foster an inclusive work environment

including increasing cultural awareness leading to more

respectful and inclusive behaviors.”


• Bell Aliant Diversity Committee

• Diverse group of union employees and

Managers.

• Focused on Education

• Black History Month

• International Day for Persons with Disabilities

• World Mental Health Day

• International Day against Homophobia

• Aboriginal Day

• Asian Heritage Month

• Aging and Health (World Health Day).


In 2013 focused on our recruitment strategies;

• Ensuring we are getting diverse candidates applying for

our roles

• Recruiting and advertising differently.

• Educating leaders on how to be inclusive.

• Educating leaders on the benefits of a more diverse

employee population.

HOW CANADIAN

ORGANIZATIONS MEASURE

DIVERSITY & INCLUSION.

Full report:

http://www.cidi-icdi.ca/?page_id=1331

“Hard metrics are vitally important, but we need

both qualitative and quantitative measures to tell

the full story of where an organization is on its

diversity journey” – Mary-Frances Winters.




D&I is a Strategic Priority.

79.6%

Measuring Impact of D&I Programs.

18.8%

Using a Diversity Scorecard.

12.5%

Results of Using Diversity Scorecard.

Raised profile of D&I initiatives among organizations’ leadership.

Diversity Scorecard has become part of the organization’s overall strategic reporting.

Standard Measures of Inclusion.

1. Representation.

2. Recruitment, promotion, and turnover.

3. Employee engagement.

4. Inclusiveness questions.

5. Human rights, harassment, or discrimination complaints.

6. Participation in training.

7. Participation in Employee Resource/Networking Groups.

Going Beyond Basic Measures.

Leading vs. Lagging Indicators.

Who is Accountable for D&I?

Senior Leaders.

All People Managers.

All Employees.

Successful Diversity Scorecards.

• Owned by the most senior leaders.

• Top leader is accountable.

• Top leader holds leadership teams accountable.

• Leaders are involved in developing the scorecard.

• Results are relevant to organization’s strategic goals.

• Organization is ready.

Successful Diversity Scorecards.

• Wide range data available.

• Leadership teams regularly review and understand the

scorecard.

• Leadership and managers understand their impact.

• Communicated effectively and consistently.

• Measures demonstrate efficacy and impact.

“If you don’t know who your people are,

how do you design a strategy to support

them?” ~Michael Bach

References (Purchasing Power).• [1] MasterCard Worldwide, MasterIndex of Canadian Women Consumers (2006).

• [2] www.catalyst.org; Visible Minorities, quick takes (2008)

• [3] A Business Case for Diversity, Dr. Jeffrey Gandtz, University of Western Ontario, Fall 2001,

HRSDC

• [4] U.S. Census Bureau, 2000; Witeck-Combs Communications/Harris Interactive poll, 2005; The

National Organization on Disability/Harris Interactive poll of Americans with Disabilities, 2004

• [5] "Within Our Reach: Findings and Recommendations of the National Task Force on Technology

and Disability," 2000; Simmons Market Research Bureau, 2000

• [6] The Impact of Employment Equity on Corporate Success in Canada, Kimberley Bachmann,

March 2003 (Canada)

• [7] Diversity Inc. 2001(U.S)

• [8] The Aboriginal Population: The Current and Future State, Clint Davis, July 13, 2006

• [9] Power of the pink dollar: Does it pay to be gay-friendly.

http://ca.finance.yahoo.com/blogs/insight/power-pink-dollar-does-pay-gay-friendly-164814018.html

• [10] A Harris Interactive Study July 2011.

http://www.catalyst.org/

















THANK YOU

Cathy Gallagher-Louisy

Director, Community Partnerships

and Knowledge Services

[email protected]

www.cidi-icdi.caca.linkedin.com/in/cathygl

@CatGL

mailto:[email protected]






CBSR + CIDI Webinar re: Diversity in CSR

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