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Nicoll Curtin Diversity & Inclusion Report

May 2015

Be Outstanding www.nicollcurtin.com

Diversity & Globalisation: Supporting diverse talent overseas

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August 2015


Diversity & Globalisation: Supporting diverse talent

overseas

Since my outing in 2007, progress has further accelerated. Many societies are

increasingly embracing diversity and LGBT people. Friends and family

frequently applaud them for coming out. There are still those who find it

difficult to accept the LGBT community, but they tend to be of my generation

or older. Their children and grandchildren are significantly less likely to share

their views, and they are far more likely to know a gay person, or to have

encountered positive portrayals of gay people in popular culture.

A majority of people in the US and UK now support equality for gay men and

women, including marriage rights and workplace protections.

On the global stage, gay rights are increasingly seen as human rights.

Respecting them has become a benchmark not just of a tolerant society but of

a civilised one. Societies that accept LGBT people share a common morality,

which ultimately strengthens the ties between nations. Those that do not are

seen as backward. They will be left behind. (Browne, 2014)

- Lord John Browne, former chief executive of BP and

author of The Glass Closet

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overseas

Contents

Introduction 4

Legislation 5

Legislation by area 6

Societal attitudes 8

Applying global policies 9

Supporting decision making 10

Information 10

Discussion 10

Alternative opportunities 11

Supporting same-sex partners 12

Supporting international networks 14

Not outing staff 15

Being a global champion: Organisations 16

Being a global champion: Individuals 18

Note from the author 20

References 22

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Introduction

In a world of varied cultures, religious beliefs, gender

norms, legislated rights, how do you consistently support

diverse talent on international assignments?

As globalisation continues to intensify, the number of

positions which require relocation to another country has

steadily risen, and it will continue to rise as a result of

global workforce trends.

It is vitally important for organisations’ success that they

can put the most talented people, regardless of sexuality,

wherever they need them most in the world.

Workplace studies have found that LGBT-supportive

policies and workplace climates are associated with

greater job satisfaction and commitment, less

discrimination and improved workplace relationships, and

better health outcomes among LGBT employees. (EY,

2015)

With the intensification of globalisation, international

experience is becoming an important requisite for

leadership roles and it is vital that LGBT staff are offered

these development opportunities.

How should organisations go about implementing LGBT-

supportive policies, building inclusive environments, and

providing international experience opportunities to LGBT

staff, in countries that remain unsafe or hostile

environments for lesbian, gay and bisexual people?

The Benefits

Develop and retain talented staff:

Supporting and encouraging lesbian, gay and

bisexual staff to take advantage of these

opportunities increases job satisfaction and

leads to a more productive and skilled

workforce.

Deliver better outcomes: Organisations that

operate globally can only be fully effective in

delivering business outcomes if their staff can

work on an international level. Putting policies

and systems in place to support gay staff to

take on international assignments means that

clients benefit from having the best person for

the job wherever they are based.

Demonstrate credible global values: Making

sure that organisational values on equality

and diversity are applied consistently in all

locations demonstrates to employees and

clients that those values are taken seriously.

Improve reputation: Organisations that go out

of their way to support lesbian, gay and

bisexual staff on overseas assignments

demonstrate modern and dynamic ways of

working and earn themselves a reputation as

an employer of choice amongst talented

gay recruits. (Stonewall, 2012)

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overseas

Legislation

Male homosexuality is still illegal in over 80 countries worldwide and female homosexuality is still illegal in 49. In

five countries homosexuality is punishable by death, in seven by life imprisonment and in six by hard labor. This

can result in homosexual individuals being victims of violence and harassment, without any protection from

authorities (Stonewall, 2012). However, even in countries where being gay or lesbian is legal, there is often:

no legal protection from discrimination at work, including everything from refusal of employment to

homophobic harassment

no legal recognition of same-sex relationships, even if they are in recognised civil partnerships or

marriages in their home country

no legal recognition of their parental rights, even if they are the legal parents of their children in their

home country

restrictions on immigration rules allowing same-sex partners or parents to apply for visas or residency

legal restrictions on ‘promoting’ homosexuality, preventing gay people and organisations from openly

discussing their personal lives (Stonewall, 2012)

Data Source: (International Lesbian, Gay, Bisexual, Trans and Intersex Association, 2015)

6 9

33

39

61

0

10

20

30

40

50

60

70

Same-sex couplesoffered all or mostrights attached to

marriage, butnot marriage itself

Marriage open forsame-sex couples

Prohibition ofdiscrimination in

employment basedon sexual orientation

Same-Sex SexualActs Illegal

Same-Sex SexualActs Legal

% of total of UN States

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overseas

19 19

50

21

2 7 0

10

20

30

40

50

60

Num

ber

of

countire

s

Same-Sex Sexual Acts Legal

7 2

40

11

1 4 0

5

10

15

20

25

30

35

40

45

Num

ber

of

coutn

ries

Prohibition of discrimination in employment based on sexual

orientation

35

23

0

12

0 8

0

5

10

15

20

25

30

35

40

Num

ber

of

courn

trie

s

Same-Sex Sexual Acts Illegal

Legislation By Area


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overseas

1 0

13

2 2 1

0

2

4

6

8

10

12

14

Num

ber

of

coutn

ries

Marriage open for same-sex couples

0

1

3

1

0 0 0

0.5

1

1.5

2

2.5

3

3.5

Num

ber

of

coutn

ries

Same-sex couples offered all or most rights attached to marriage,

but not marriage itself


‘In Japan, same-sex relations are not banned, but marriage and domestic partnerships are not legal, and

protections against discrimination and harassment are lacking. The Japanese hold a strong belief in the

homogeneity of society: people that are perceived as different (such as out LGBT people and

foreigners) are typically viewed as alien.

Some public opinion polls indicate increasing acceptance of LGBT people and same-sex marriage,

including recent antisexual harassment legislation in December 2013 that is inclusive of abuse and

conduct between individuals of the same gender. In the past decade, several LGBT people have been

elected to public offices at local and regional levels. The current Government has instructed the Ministry

of Justice to recognize the married status of Japanese citizens who have entered into same-sex

marriages where it is legal. The LGBT community also scored a major publicity win by having First Lady

Akie Abe, who projects herself as an outspoken, independent thinker, march in Tokyo’s annual gay

pride parade in April 2014.’ (EY, 2015)

JAPAN

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Societal Attitudes

Even in countries where there are legal protections in place against any form of homophobic harassment or

discrimination, LGBT employees may find that societal or cultural attitudes towards them are still highly negative.

Even where attitudes a mostly positive, they may find more hostility than they are accustomed to their home

countries, or simply less candid conversation around sexuality. In EY’s recent report ‘Making it real – globally’ they

summarized the following global attitudes towards sexuality:

Situation Example

Candid and direct conversation about LGBT

professional and personal life is encouraged.

“Authenticity” is praised.

Canada

US

UK

France

Spain

Australia

New Zealand

Israel

Taiwan

LGBT life is accepted or tolerated but not considered

relevant in the workplace.

Germany

Italy

Thailand

Legal protections exist but discussion of sexuality

or personal matters in the workplace is taboo

(“Don’t ask, don’t tell”)

Japan

China

South Korea

Taiwan

LGBT advancement runs against political, religious or

colonial sensitivities.

Russia

Uganda

Nigeria

Malaysia

A tradition or language of other sexualities that does

not align neatly with the Western LGBT framework.

India

Pakistan (EY, 2015)

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Applying Global Policies

Companies for whom diversity, inclusion and equal opportunity are

truly part of their core ethos will not compromise. These

organisations make it apparent that they will not tolerate

homophobic harassment or discrimination in any global

location, even where this goes beyond the demand of local

law.

IBM, for example, implements a global diversity and

inclusion policy prohibiting discrimination on the basis of

sexual orientation which it applies, without adjustment, in

all 170 countries where the organisation operates

including various countries in Africa and the Middle East –

acting well beyond local legal requirements. (Browne,

2014)

Having a blanket policy globally demonstrates to all staff

an organisation’s commitment to gay equality and respect at

work and gives lesbian, gay and bisexual staff confidence that

they can expect the same standards of treatment from their

colleagues wherever they may work. (Stonewall, 2012)

EY, however, suggests that while global LGBT vision and policy is vital,

implementation should be calibrated locally. For example, using alternative

language and historical references that are relevant to the local culture; or in

cultures where discussing personal issues of any kind in the workplace is

taboo, using more indirect and less candid approaches. (EY, 2015)

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The London-based law firm

Simmons & Simmons has

amassed a collection of LGBT-

focused city guides written by

returning secondees. (EY, 2015)

Supporting Decision Making

Even when an international

assignment is in a location

which could be considered

hostile or even dangerous for

gay employees, employers

should not assume that LGBT

staff would not or could not

undertake the assignment. It

should always be the decision

of said employee.

Employers should diligently

support employees’ decisions

with:

Information

LGBT individuals being

expatriated or seconded for an

international assignment should

be fully informed regarding the

location and any barriers,

challenges or even dangers it

may present. Provided

information should include:

The legal situation for

lesbian, gay and bisexual

people, including whether

partner or parental rights are

recognised, and whether

immigration rules allow visas

for accompanying same-sex

partners and children

The prevailing cultural

attitudes about gay people,

including whether workplace

cultures are

accommodating, and

whether there are different

attitudes towards gay and

bisexual men compared to

lesbian and bisexual women

Whether there are particular

areas, cities or

neighbourhoods that are

more gay-friendly than

others

Whether there are any

venues or local support

groups for lesbian, gay and

bisexual people (Stonewall,

2012)

Discussion

LGBT employees should be

given opportunity to voice any

questions or concerns they may

have regarding an overseas

secondment. Managers should

hold frank, honest and

transparent discussion of any

potential risks and the impact

these may have on the

employee, their family and their

career. The employee should

have opportunity to raise a

discussion with someone who is

not their manager also, if they

KEY EXAMPLE

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IBM offers LGBT mentoring for

secondees before departing and

when they return. (EY, 2015)

KEY EXAMPLE

are uncomfortable discussing

their sexuality with their

manager or not out to them.

(Stonewall, 2012)

Alternative

Opportunities

Organisations should recognise

the potential detrimental impact

(including the individual’s

perceived impact) of declining

an international opportunity on

career progression and provide

an alternative which provides

the same level of opportunity for

development. Is there an

alternative means of the

individual accepting the

assignment, such as working

remotely? Is there an alternative

international location in a

country where legislation or

attitude is more progressive?

Where this is not possible,

‘some organisations offer career

development opportunities of

equivalent merit in the

employee’s home country, such

as working on an equivalent

project or taking up tailored

training opportunities.’

(Stonewall, 2012)

Here at Nicoll Curtin, if a lesbian,

gay or bisexual employee

decides to decline an opportunity

in our Singapore offices due to

their sexuality, we consistently

offer an equivalent position in our

Zurich offices or UK offices with

the option to work remotely with

international clients from either

base.

KEY EXAMPLE

In Uganda, the Anti-Homosexuality Act 2014 called for life imprisonment for gay people and banned companies from

supporting LGBT rights. The law elicited significant criticism Western companies and investors, and it subsequently

was invalidated by Uganda’s Supreme Court. This led to an increasingly threatening environment for the local LGBT

community, including seven deaths and 65 people fleeing the country. President Yoweri Museveni faces election in

2016 and, while his support for the bill could attract votes, it is believed that he may delay action on it to avoid

antagonizing the Western business and human rights community. (EY, 2015)

UGANDA

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56% 50%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Unmarried domestic partners/companions ofoppsoite gender

Unmarried domestic partners/companions ofsame gender

The KPMG Global Assignment Policies and Practices Survey 2015 showed that survey participanats are growing more incluisve year after year. Does your organization include any of the following in its definition of family for purposes of international assign

Ernst & Young’s global mobility policy defines

a dependent spouse or partner as a ‘legally

recognised spouse or partner (including same-

sex and co-habitation relationships as defined

under home country laws), significant other

(including same-sex partners) or fiancé(e)’

(Stonewall, 2012).

KEY EXAMPLE

Supporting Same- Sex Partners

Research thoroughly documents the correlation of

spouse or partner involvement with the success of

expatriate assignment: a large majority of individuals

who refuse international assignments do so for

family reasons; of those who accept international

assignments there is a significant correlation

between the adjustment of the spouse or partner

and that of the expatriate, which in turn

affected the expatriate’s intentions to continue his or

her foreign assignment rather than return early. (Zbilgin, 2009)

In Stonewall’s Global Working guide, they advise

that organisations ‘support same-sex partners to

accompany your employee in exactly the same way

as heterosexual partners, where immigration rules

allow’ (Stonewall, 2012). This means ensuring the

organisational definition of dependent, spouse and

partner allow the inclusion of same-sex partners and

spouses for the purpose of assignment benefit

policies..

Data Source: (KPMG, 2015)

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From 2005 to 2012, Steve Wardlaw headed the

Moscow office of the law firm Baker Botts, on

secondment from London, accompanied by his

partner Ian, who was taking a career break. When

in 2008 Russia tightened its visa rules, Baker Botts

created a job for Ian, enabling him to remain in

Russia as an employee of the firm. “If we had

been unable to fix it, I would have come back to

London,” Mr. Wardlaw says. (Clegg, 2014)

CASE STUDY: Getting

Creative

In 2009, Nadeem Shamim left London to work for

Standard Chartered Bank in Hong Kong. Unable

to obtain the necessary visa to accompany him,

his partner was staying behind.

The couple spent the next two years shuttling

between Asia and Europe. Despite the diary

juggling, the jet-lag and separations, Mr. Shamim

counts himself fortunate that he had a considerate

boss who encouraged him to work flexibly.

“Without [regular] contact, I think the relationship

would have ended. It was tough . . . but we

managed.” (Clegg, 2014)

CASE STUDY: Essential

Flexibility

Implementing a policy which recognises same-sex relationships allows the allocation of the same assignment

benefits as heterosexual couples, for example, the provision of housing allowances for two people, medical

insurance for two people, etc.

However, in jurisdictions where same-sex partners are not recognised, immigration laws may leave the relocation

of same-sex partners beyond an employer’s control. Stonewall writes that ‘When immigration rules make this

difficult, the very best employers find creative, legal ways of enabling same-sex partners and children to

accompany their employees on assignments. This can include arranging consecutive tourist visas or offering the

partner a temporary job in the host country.’ (Stonewall, 2012)

Thomson Reuters offers same-sex partner benefits in Saudi Arabia, Manilla and the Philippines where same-

sex relations between consenting adults in private is not a crime, although sexual conduct or affection that

occurs in public may be subject to the grave scandal prohibition in Article 200 of the Revised Penal Code.

Thomson Reuters introduced its Domestic Partners Eligibility policy, which supports employees’ domestic (live-

in) partnerships. Employees with domestic partners, either opposite-sex or same-sex, may now enroll them as

qualified dependents under the organisation’s healthcare plan and as qualified beneficiaries under its group life

insurance plan and retirement plan. (Stonewall, n.d.)

KEY EXAMPLE

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BGLAD, the gay and lesbian

group at consulting firm Bain

& Company, organises a

conference for its members

every year. They bring LGBT

staff from around the world

together for several days of

events. To outsiders, it may

look like a retreat, but the

events allow staff from

smaller offices to know there

are people like them thriving

within the organisation. ‘It has

the biggest impact on our

colleagues from India, China

and Dubai’ says Chris

Farmer, a member based in

London. ‘They have rarely

seen a group of LGBT people

of that size together and

comfortable in themselves. It

has become their biggest

support network (Browne,

2014).

KEY EXAMPLE

Supporting International Networks

Maintaining contact with other

understanding and supportive

LGBT colleagues is especially

important for employees who

feel isolated by an overseas

posting. Establishing local

LGBT networks is the optimum

solution where possible. Lord

Browne, former chief executive

of BP and author of The Glass

Closet, suggests that in

conservative countries, forming

an allies group that incorporates

both homosexual and

heterosexual staff . The

presence of heterosexuals

makes networks less

controversial and allows LGBT

people to join without actually

coming out (Browne, 2014).

However, in locations where it is

illegal or dangerous for local

networks to be facilitated,

Stonewall suggests that

overseas employees should be

assisted in maintaining contact

with their LGBT network in their

home country: ‘Many

organisations facilitate online

networking, or make it possible

for staff posted overseas to dial

into network meetings or events

using telephone or video

conferencing facilities or via

webcam.[…] Some

organisations fund travel for

staff overseas to attend

important network events.’

(Stonewall, 2012)

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Not Outing Staff

It is entirely the prerogative of each individual to disclose their sexuality or not. When it comes to international

assignment this is particularly important as an employee’s safety may be compromised if they are outed as gay;

or they may have made the decision to keep that information private to prevent any adverse effect on their

relationships with clients and colleagues in particularly conservative environments. In The Glass Closet, an

example is given which is illustrative of the choice which LGBT staff overseas often face: ‘William, a consultant for

a major international consulting firm, regularly works with clients on the Middle East. He enjoys working on energy

projects and the region offers some of the most exciting opportunities for him. He is open with everyone on his

office, but not with clients in the region. He deflects conversation about his personal life by asking questions

about their culture and customs, which he knows they will be interested in sharing.’ (Browne, 2014)

When they ask if I’m married, they’re trying to be nice and it’s not like they

are putting me on the spot. It doesn’t make me feel awkward. But in a

conservative Muslim country, I don’t want the baggage of being out. It just

wouldn’t be helpful.

- William (anonymous), The Glass Closet (Browne, 2014.)

Organisations should be mindful of communications. For

example, replacing their work email address with a personal

address on any mailing lists for an LGBT staff network.

Clear advice on personal communications should

also be given to employees; for example,

surrounding the use of social media in

countries where communication may

be monitored by state authorities.

(Stonewall, 2012)

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Being a Global Champion: Organisations

Global organisations should use their influence to promote equality and diversity globally, advocating for LGBT

rights in all locations.

Stonewall suggest that organisations should support local groups campaigning for gay equality – that this support

can provide local campaigns with more influence, further reach and publicity and increased credibility (Stonewall

2012).

Lord Browne writes that organisations that lend this support and implement unmodified global equality and

diversity polices send ‘a strong message to governments who understand the importance of major international

companies for job creation and the local economy.’ (Browne, 2014)

In some countries legislation makes it difficult for organisations to advocate for gay equality and remain

compliant. Homosexual relations are legal in Russia, but a federal law bans “propaganda regarding non-

traditional sexual relations toward minors.” Organisations in violation of this may be fined and have their

activities suspended for up to 90 days. Legislation, policies and official statements in this have created a more

hostile environment for LGBT people. Western companies have found themselves in a challenging position.

Western NGOs and advocates called on Olympic sponsors and prominent Western companies in Russia to

speak out against the law in the run-up to the Sochi Games in early 2014. Yet, government officials are not

receptive to anything that could be construed as moralizing or meddling in domestic affairs by outsiders. (EY,

2015)

KEY EXAMPLE: Russia

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Lord Browne’s statement, that

organisations who implement

global policies ‘send a strong

message to governments who

understand the importance of

major international companies

for job creation and the local

economy’(Browne, 2014) has

been exemplified recently in

Singapore.

In Singapore homosexual male

sex is a crime. Under the law, a

man caught committing an act

of "gross indecency" with

another man could be jailed for

up to two years. In 2014 The

High Court dismissed a lawsuit

to obtain protection for LGBT

persons under Article 12 of the

constitution that bans

discrimination against citizens

(EY, 2015).

This has caused some friction

between Singaporean

authorities and global

organisations and investors who

promote diverse and inclusive

cultures whom have operations

in the country. For example, in

May of 2014 Goldman Sachs’

LGBT employee network held

an LGBT recruiting and

networking dinner in Singapore.

News of the event caused

something of a media storm to

which the Minister for Social

and Family Development Chan

Chun Sing publicly expressed

concern. He expressed that

while discrimination had "no

place in our society", foreign

companies should "respect local

culture and context" and "not

venture into public advocacy for

causes that sow discord among

Singaporeans" (Wong, 2014).

However, multi-national

corporations (MNCs) perhaps

play a bigger role in Singapore

than in any other country in the

world. When Singapore became

independent in 1965, the

country was underdeveloped

and suffered high levels of

unemployment. The Singapore

Economic Development Board

decided to seek out foreign

MNC investment, whose foreign

direct investment has strongly

contributed to Singapore’s

growth from underdevelopment

in the 1960s to the economic

capital it is today (Park, 2006).

Singapore has few domestically

owned multinational companies;

Singapore has relied on

creating and maintaining an

attractive investment setting for

foreign MNCs (Chellaraj, et al.,

2009).

Therefore, more multinational

companies are stepping up to

publicly support Singapore's

annual gay rights event, Pink

Dot. Companies including

Google, Barclays, J P Morgan,

Goldman Sachs and BP are on

board as corporate supporters

for an event which last year

drew 21,000 attendees, giving

voice to the ever-growing

support of gay equality in

Singaporean society. (Wong,

2014)

Although the law is yet to reflect

this changing of attitude, in the

past the law has only been

selectively enforced and

recently not at all; with the

ministry saying that authorities

“would not take a proactive

approach towards enforcing”

the law (Oi, 2013).

KEY EXAMPLE: Singapore

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Openly gay senior

management have a

significant opportunity to

demonstrate that being out

does not limit one’s

chances for success

- Lord John Browne, The Glass

Closet (Browne, 2014)

Being a Global Champion: Individuals

Individual employee support of LGBT inclusiveness and champions of gay equality at all levels of the business are

vital in implementing and reinforcing global policies and driving cultural and thought change within the

organisation in conservative locations. EY’s 2015 report Making it real – globally, suggests there a four key

functions which champions should fulfill:

1. A leader is a manager who knows how to lead a diverse team or organization effectively and

inclusively

2. An ally helps individual personnel manage issues specific to being LGBT in the organization - allies

can serve as public advocates on LGBT issues, an especially important role in locations where being

out is challenging.

3. Sponsors are senior leaders who work with an individual to advocate for their professional

advancement in the firm. The sponsor uses their own political capital on the individual’s behalf.

4.

Role models demonstrate exemplary performance on LGBT diversity and inclusiveness. Having

senior out LGBT role models is valuable for demonstrating leadership and

the possibility of advancement. Straight people who set a high standard of care and inclusiveness

can also be effective role models. (EY,2015)

Leaders, allies, sponsors and role models can encourage change

with everything from conversations over dinner, to expressing their

support whilst collaborating with colleagues, to articulating the

business case for gay equality with local senior business leaders,

officials and policymakers. A champion doesn’t have to be LGBT

themselves, simply be openly committed to supporting their gay

colleagues and eliciting change.

However, those who are openly LGBT ‘send a clear message to staff all

over the world that gay people can be successful and are to be taken

seriously’ (Stonewall, 2012). Lord Browne writes that: ‘some senior

executives believe it is essential to be authentic, even in challenging

circumstances. Shielded by their seniority, they can help effect change

in their environment’ (Browne, 2014).

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In the mid 1990s Ivan Scalfarotto moved to Moscow in the role of Head of HR for Citibank in Russia, Ukraine

and Kazakhstan. Citibank’s newsletter contained an interview with Scalfarotto to follow his appointment.

Following his interview, a number of days had passed when Scalfarotto can recall his deputy coming to tell him

that, when asked to describe his family, he said he had ‘a partner and a cat’. She explained that “In the

Russian translation ‘I have a partner’ just doesn’t sound right. They would suggest that you answer, ‘I’m not

married and I have a cat.’” Scalforatto responded that “I don’t want to tell people what I’m not. I want to tell

people what I am. I want to say that I’m here with someone. I don’t care if in Russian it sounds right or not, so

please keep the answer.’” After publication of the interview, he received an email from a closeted employee

thanking him for the frankness and honesty of his interview: ‘I’m very proud to have an HR person like you,’ the

email read. ‘I think you are very brave. Please don’t tell anyone that I write you.’ (Browne, 2014)

KEY EXAMPLE: Ivan Scalfarotto

Antonio Simões is Head of Banking for the UK and Head of Retail Banking and Wealth Management for

Europe at HSBC. Simões was named as the most influential openly gay executive by the awareness group

OUTstanding in Business in 2013: “As a Chief Executive Antonio is responsible for over 50,000 people. He is

fully out, both personally and professionally, and has increased the visibility of diversity & inclusion at HSBC by

creating specific funding and executive sponsorship around key strands. He has also taken on a number of

roles including UK Diversity & Inclusion Committee Chair and Senior Sponsor of the Pride employee

network.”(Out-standing.org, 2015) Simões, said he thought gay people had a “personal duty at the professional

level to come out of the closet”. (Rankin, 2015)

KEY EXAMPLE: Antonio Simões

Steve Wardlaw, who headed the Moscow office of the law firm Baker Botts, used his position and sexuality to

alter and demystify how Russian perceived homosexual relationships. Wardlaw invited them to ask him

anything about gay lifestyles in order to ‘dispel myths’. “Once or twice the debates became fairly heated, but

usually because people were struggling with an idea [that challenged their assumptions].” (Clegg, 2014)

KEY EXAMPLE: Steve Wardlaw

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Note from the author

Lord Browne’s reflection that countries that do not support LGBT rights will be left behind by the rest of the world,

both ethically and economically, is becoming apparent.

The opportunity offered by the global LGBT market (i.e. LGBT GDP) is estimated to be USD 3 trillion

(OUTLeadership, 2013). If calculated, how much of this GDP would be lost as a result of homophobia?

What is the lost GDP of the gay individuals who have been imprisoned in Russia?

Who have been incapacitated by violence in Uganda?

Who have lost jobs in one of the may countries without protection from LGBT discrimination in employment?

Who are expending energy concealing their sexuality at the expense of productivity worldwide?

A recent World Bank case study of the cost of stigma and LGBT exclusion in India attempts to calculate this loss,

and suggests they could be anything up to a staggering 1.7% GDP (The World Bank, 2014).

The economic cost is nothing compared to the moral and ethical one, however considering the bottom line, the

economic impact, challenges organisations and governments to think about what is lost when any group is denied

full and equal participation in society.

Ashleigh Clowes

Co-Head of Diversity

Researcher, Senior Appointments

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OUR STORY

Nicoll Curtin Senior Appointments was conceived and developed by Cian Loughnane (Head of Senior Appointments, Co-

Head of Diversity), following a central role in the business since 2004. He was tasked with spearheading Nicoll Curtin’s

Senior Appointments offering in 2011, in response to client demand for a service that reflected our successes in

contingency. He is passionate about Equality and Diversity and its role in the corporate sphere.

Cian is ably supported by Ashleigh Clowes (Senior Appointments Researcher and Co-Head of Diversity). Ashleigh takes

ownership of research functions, producing tailored research documents on topical issues of interest for clients.

OUR COMMITMENT TO EQUALITY & DIVERSITY

We fully acknowledge that an optimal business environment is a diverse one. We are committed to helping our clients

improve their business performance by providing them with the diverse talent required to constitute effective leadership.

We will challenge doubts and reinforce the attributes of non-traditional career pathways, broadening your definition of a

“successful profile” and providing appropriate weight to intrinsic competencies and capabilities. This process is

instrumental in facilitating equal opportunities for diverse and talented individuals.

Even when this takes the form of a difficult or ‘loaded’ conversation, we will probe, question and challenge often long-held

assumptions, revealing unconscious biases that may exist in specifications or selection processes.

We will engage candidates in the application process from under-represented characteristic groups by demonstrating your

commitment to diversity and your organisation’s mechanisms to help them succeed.

FOR MORE INFORMATION

For more information please contact:

Cian Loughnane

Co-Head of Equality and Diversity

Head of Senior Appointments

[email protected]

0207 397 0197

Ashleigh Clowes

Co-Head of Equality and Diversity

Researcher for Senior Appointments

[email protected]

0207 397 0145

mailto:[email protected]

mailto:[email protected]

22


August 2015



overseas

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women on global assignments. Journal of World Business, 33(4), pp.394-416.

Clegg, A. (2014). Strategies for same-sex postings. Financial Times. [online] Available at:

http://www.ft.com/cms/s/0/11f7f770-1cbe-11e4-88c3-00144feabdc0.html [Accessed 12 Aug.

2015].

EY, (2015). Making it real — globally. [online] Available at:

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real-globally.pdf [Accessed 29 Jul. 2015].

International Lesbian, Gay, Bisexual, Trans and Intersex Association, (2015). A World Survey of

Laws: criminalisation, protection and recognition of same-sex love. State-Sponsored

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[Accessed 12 Aug. 2015].

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Available at:

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assignment-policies-and-practices-survey-2015-v2.pdf [Accessed 12 Aug. 2015].

Oi, M. (2013). Is Singapore's stance on homosexuality changing?. BBC. [online] Available at:

http://www.bbc.co.uk/news/world-asia-22088852 [Accessed 11 Aug. 2015].

OUTLeadership, (2013). Out on the Street: Asia 2013 Summit: Learning Overview. [online]

Available at: http://outleadership.org/wp-content/uploads/2013/10/Learnings-Narrative_2013-

Asia.pdf [Accessed 14 Aug. 2015].

Park, D., 2006. Foreign Direct Investment and Corporate Taxation: Overview of the Singaporean

Experience, Singapore: Economics Division, School of Humanities & Social Sciences,

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Rankin, J. (2015). HSBC’s António Simões says being gay was key to career success. The

Guardian. [online] Available at: http://www.theguardian.com/business/2015/jan/18/hsbcs-

antonio-simoes-says-being-gay-was-key-to-career-success [Accessed 12 Aug. 2015].

Stonewall, (2012). Global Working: Supporting lesbian, gay and bisexual staff on overseas

assignments. [online] Available at:

https://www.stonewall.org.uk/documents/global_working1.pdf [Accessed 29 Jul. 2015].

Stonewall, (n.d.). Global Values Getting Started With LGB Equality Worldwide. [online] Stonewall.

Available at:

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rldwide.pdf [Accessed 12 Aug. 2015].

The World Bank, (2014). The Economic Cost of Homophobia & the Exclusion of LGBT People: A

Case Study of India. [online] Available at:

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homophobia-lgbt-exlusion-india.pdf [Accessed 14 Aug. 2015].

Wong, T. (2014). Singapore dilemma: When diversity policy meets local law. BBC. [online]

Available at: http://www.bbc.co.uk/news/world-asia-27584565 [Accessed 11 Aug. 2015].

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Available at: http://www.bbc.co.uk/news/world-asia-27584565 [Accessed 11 Aug. 2015].

Zbilgin, M. (2009). Career Choice in Management and Entrepreneurship: A Research Companion.

Edward Elgar Publishing, pp.113-114.

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