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Diversity and Inclusion disclosures A good practice guide August 2014
DISCLAIMER The content of this publication has been created jointly with Talent Corporation Malaysia Berhad. This publication has been prepared for general guidance on matters of interest only and does not constitute professional advice. The analysis and opinions contained in this publication are based on publicly available sources. PwC has not independently verified this information. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (expressed or otherwise) is given as to the accuracy or completeness of the information. To the extent permitted by law, PwC does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting or refraining to act, in reliance on or make any decision based on the information, analysis and opinions contained in this publication. 2 Diversity and Inclusion disclosures
Foreword
We're pleased to introduce "Diversity and Inclusion Disclosures: A good practice guide". PwC’s 16th Annual Global CEO Survey highlights that workforce diversity and inclusion is the top non-financial priority for CEOs after ethical behaviour, with 50% of global CEOs focusing on this within the next 12 months. Research has also shown that when diversity is acknowledged, managers find new ways to maximise and capitalise on the different skills, styles and sensibilities of employees. This leads to greater employee engagement, building a business case for a diverse workplace. Hence, public listed companies in Malaysia are required to disclose their diversity policies for its board of directors and workforce in terms of gender, age and ethnicity from 2015 onwards. With this in mind, we have published this guide to help you with this transition. We hope that you find this guide useful and interesting as you embark on disclosing your diversity and inclusion policies and measures. If you have any queries or would like to discuss any of the content in more detail, please speak to us, or your usual PwC contact.
Kartina Abdul Latif People and Change Leader, Malaysia PwC’s South East Asian Consulting services Diversity and Inclusion disclosures 3
Contacts Kartina, Jaya and Hanna are part of the People and Change team in PwC's South East Asian Consulting services (SEAC) based in Malaysia. Kartina Abdul Latif People and Change Leader, Malaysia PwC’s South East Asian Consulting services Tel: +603 2173 0763 Email:
[email protected] Jaya Kohli Associate Director PwC’s South East Asian Consulting services Tel: +603 2173 0815 Email:
[email protected]
Hanna Amin Rasip Assistant Manager PwC’s South East Asian Consulting services Tel: +603 2173 0724 Email:
[email protected]
PwC’s South East Asian Consulting (SEAC) is a collaboration between the Consulting businesses of the SE Asia PwC member firms* and the Advisory businesses of our PwC member firms in Australia, New Zealand and the US. *Territories involved are - Singapore, Malaysia, Indonesia, Philippines, Thailand and Vietnam 4 Diversity and Inclusion disclosures
Contents 1.
Making a case for diversity
6
2.
How did we get here?
8
3.
GRI G4 indicators for D&I disclosures
9
4.
Selected global and local case studies
10
Illustrative model templates
30
5.
What’s next?
34
Diversity and Inclusion disclosures 5
Why have a diversity policy in place and talk about it? Doing the bare minimum will have you covered in these two aspects...
Stakeholders
...but going one step further will help you stand out from the pack.
The Differentiating The business 1. imperative Diverse organisations financially outperform their less diverse counterparts.
2.
Meeting the requirements and expectations of stakeholders like the Government and community.
Fairness and equality Giving everyone in the organisation equitable opportunities improves morale and motivation. 6 Diversity and Inclusion disclosures
Also, decisions based on a broader palette enhance innovation and solutions.
Widening the talent pool Tapping into multiple resources means more access to a high quality talent pool for your organisation. 2
World Atlas of Gender Equality in Education, UNESCO, 2012. 3 PwC, Millennials at Work, 2012 4 Business and Professional Women’s Foundation, Gen Y Women in the Workplace, 2011
3.
Improving efficiency and talent retention Performance and productivity will improve, as will retention levels. 5
The Corporate Executive Board Co., 2013
Employees in a diverse organisation are1:
Why disclose your diversity policies?
more likely to see their organisation capture a new market.
Disclosure drives awareness of ‘blind spots’
Factors
70% 45% 1
more likely to see their organisation improve market share.
Center for Talent Innovation (CTI), New York, 2013
In 93 of 139 countries2, women make up the majority of students and receive more tertiary degree qualifications.
In Malaysia, millennials make up 40 50% of the workforce3. By 2025, one in every three employees will be a millennial4.
Diversity must have a spotlight shone on it in order to make progress. This implies that it has visibility in leadership meetings on an ongoing basis.
What could happen if you don’t talk about it? A McKinsey 2012 report found that,
“ When employees feel that they have a more diverse and inclusive workforce, turnover is almost 20% lower 5.
though CEOs made gender diversity a priority in more than 80% of our 60 participating companies, only about half of employees surveyed from the same companies agreed that the CEO is committed to it.
”
Diversity and Inclusion disclosures 7
How did we get here?
Globally, diversity has become one of the driving forces to strengthen an organisation’s position in the marketplace. Bursa Malaysia is facilitating this by implementing diversity disclosure requirements for the boardroom and the workforce in terms of gender, ethnicity, and age. The chart below shows the various initiatives undertaken to push forward with efforts to promote diversity among the PLCs:
30% Women on Board by 2016 The Prime Minister announced that women must comprise at least 30% of decision making positions in the corporate sector by 2016.
“II Code” recommendations on diversity Principle 5 of the Malaysian Code for Institutional Investors 2014 (II Code) launched by the SC states that institutional investors should assess the quality of disclosures made by investee companies on the diversity targets and policies including gender, ethnicity, and age.
27 June 2011
09 April 2014
27 June 2014
22 July 2014 02 January 2015
8 Diversity and Inclusion disclosures
Establish and disclose diversity policies, PLCs urged At the Sustainability and Diversity Roundtable Session (organised by the Economic Planning Unit and the Securities Commission (SC)), the Prime Minister highlighted the need for listed issuers to establish and disclose diversity policies, covering gender, ethnicity, and age for board and management. Disclosure of diversity policy Circular issued by Bursa Malaysia requiring all public listed companies to disclose diversity policies covering gender, ethnicity and age for board and workforce, for Annual Reports issued on or after 2 January 2015.
GRI G4 indicators for D&I disclosures
Beyond just complying with Bursa Malaysia’s requirements to state diversity policies, your PLC may wish to consider D&I disclosures in line with the Global Reporting Initiative (GRI) G4 Guidelines for Sustainability Reports.
For each aspect below, companies need to disclose at least one indicator to achieve a ‘Core’ in accordance with the GRI G4 Sustainability Reporting Guidelines: Aspect: Employment 1 GA-LA1 – Total number and rates of new employee hires and employee turnover by age group, gender and region
ü Total number and rate of new employee hires and/or turnover by age group, gender and region
GA-LA3 – Return to work and retention rates after parental leave, by gender
ü Total number of employees that took parental leave, by gender ü Total number of employees who returned to work after parental leave who were still employed twelve months after their return to work, by gender
Aspect: Diversity and Equal Opportunity1 GA-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
ü Percentage breakdown at governance level by gender, age, and ü
ethnicity Percentage breakdown per employee category by gender, age, and ethnicity
1
Extracted from the GRI G4 Sustainability Reporting Guidelines Diversity and Inclusion disclosures 9
Selected global and local case studies In this section, you will find diversity disclosure excerpts from the annual reports and sustainability reports of selected Malaysian PLCs and global companies.
10 Diversity and Inclusion disclosures
Diversity and Inclusion disclosures 11
Diversity and Inclusion
Selected global case study The wide range in of perspectives Intel (listed the US) that we gain by hiring and developing talent from a diverse, global labor pool gives us a better understanding of the needs of our customers, suppliers, and communities, and helps us advance our leadership in both D&I policy and corporate responsibility. technology
Emp
Maki Grou in 20 curre most regio mark Intel’ Diversity is an integral part of Intel’s competitive strategy and vision. Our goal has c wher is to be a leader in diversity, and we develop annual diversity action plans with Diversity Data bring recruitment employee development indicators that areofmonitored We continue toand focus on efforts to increase the representation women in quarterly. our global workforce, i
and technical disciplines. Additional diversity data is available on our Report Builder web site.
Percent
Intel provides equal employment opportunity for all applicants and employees Interna without regard to1 race, color, religion, sex, national origin, ancestry, age, disability, Worldwid U.S. Hiring Data experie medical condition, genetic information, military and veteran status, marital status, 2009 2010 2011 2012 2013 pipelin pregnancy, gender, gender expression, gender identity, sexual orientation, or 75 provide Minorities as a 42% 53% 56%Intel any other characteristic protected57% by local law, regulation,52% or ordinance. 50 Percentage of training also makes reasonable accommodations for disabled employees and prohibits 2 U.S. Hires 25 female harassment of any individual on any basis. We strive to continuously advance a Females aspolicy a 24% 24% 34% 22% Shows 25% ethnic enhanc Diversity goes beyond work environment that honors, values, and respects all of our employees. Percentage and gender the standard age, gender senior of U.S. Hires Investing in the Pipeline. Intel invests in a range of programsbreakdown to build theby and ethnicity metrics Regular Intelof employees only (does not include our software and services operating segments, We off pipeline qualified women in employees science,ofengineering, math, andreporting technology fields. Regular category Intel em Intel contract employees, or interns). Intel contract em I ncludes African American, Hispanic, Asian American/Pacific Islander, and Native American. organiz We also collaborate on initiatives to improve basic access to education and Leader technology girls, women, Over the past fi Over the pastand fivefor years, diversity in ourand U.S. underserved hiring has relatively flat.around the world. For Gender ethnicity breakdown inremained thepopulations workforce leaders more information, see the Inspiring the Next Generation section of this report. the car 2013 Workforce by Reporting Category Investing in Intel’s Technical and Leadership Diversity. We continue to work busine 1 U.S. Workforce U.S. Officials on increasing the number of technical females and under-represented minorities Corporate 1 skills,Via and Managers Appointed in leadership positions, and have key initiatives designed to improve recruitment, Female Americans, Male Hispanics, Female Male Female We als retention, and development of African Native Americans, Americ and technical women on our leadership African American 411 teams.1,389 31 106 3 sponso Asian/Pacific Islander 4,496 11,261 352 1,554 5 hiring, 1
1
2
Caucasian
5,865
22,414
742
3,508
21
Hispanic
1,046
3,236
59
293
—
69
206
4
12
—
137
372
2
28
7
12,024
38,878
1,190
5,501
36
Native American Other/Unidentified
3
Total 1
1
Regular U.S. Intel employees only (does not include employees of our wholly owned subsidiaries, Intel contract employees, or interns).
3 Regular U.S. Intel employees only (does not include employees ourrace. wholly owned subsidiaries, “Other” includes employees who reported as multi-racial and those who did not of report Intel contract employees, or interns).
3This table provides a high-level summary of our U.S. workforce and governance bodies by reporting category.
“Other” includes employees who reported as multi-racial and those who did not report race.
Source: Intel Corporate Responsibility Report 2013 12 Diversity and Inclusion disclosures
2
These fi
Diversity Data
ntegrated
We continue to focus on efforts to increase the representation of women in our global workfor and technical disciplines. Additional diversity data is available on our Report Builder web site.
ople
World
U.S. Hiring Data1
g Workforce
nd
and
nclusion
Benefits, ffectiveness
1
2009
2010
2011
2012
2013
Minorities as a Percentage of U.S. Hires2
42%
57%
53%
52%
56%
Females as a Percentage of U.S. Hires
24%
24%
34%
75
Caring for Our People 22% 25%
Caring for Our People
40
Regular Intel employees only (does not include employees of our software and services operating segments, Intel contract employees, or interns).
1
2
n our Report Builder web site. mmary
Percent
Percent
25
%
Caucasian
2009
2010
Corpo Appointe
FemaleFemale Male Male 31 106 Female 352 1,554
2013
22,414
742
Fema
—
—
2012 69
2013
28
Compares five years and summarises data in flat. percentages Over the past five years, the progress percentageacross of women in our workforce has remained relatively Total
U.S. Officials and Managers1 ibility Report nsibility emale Male
ls rs131
12,024
This Female table provides a high-level summary of our U.S. workforce reporting category. Male Female Male and governance Female bodies byMale
Corporate Officers and 106 3 2 Appointed Vice Presidents 3,508
21
59
293
—
4
12
—
2
28
7
Female 3 5
3,508 293
1,190
5,501
Corporate Top 50 in Total Board ofIntel Directors Regular U.S. IntelOfficers employeesand only (does not include employees of our wholly owned subsidiaries, contract employees, or interns). 3 2 2 “Other” includes employees who reported as multi-racial and those who did not report race. Appointed Vice Presidents Compensation
742
1,554
1,190
2
1,554
106
38,878
1
352
Male
21 —
5,501
— or interns). aries,12 Intel contract employees, .
5
Male 3 26
102
36 2
2
3
Top 50 in Total 1 2 Compensation
26
Female
102 2 — 21 154
1 1 7 —
1 7 — — — 9
— 6
Male — 6 28 —
28 — — 7 50
Board of Directors2 —
Female — — 2 —
— figures were reported — on a global basis— — These as of December 31, 2013.
— 2 — — — 2
Male — — 8 —
7
21
—
7
—
—
5,501
36
154
9
50
2
8
2
— — 8 — — — 8
—
28
ce bodies by reporting category.
employees, or interns). 2
5
293
2011
Regular Intel employees only (does not include employees of our software and services operating segments, 3 137 372 2 Other/Unidentified Intel contract employees, or interns).
r
3
206 4 12 Over the past five years, the percentage of women in our workforce has remained relatively flat.
Regular Intel employees only (does not include employees of our software and services operating segments, Hispanic 1,046 3,236 59 Intel contract employees, or interns).
2009 2010 Native American
1
U.S. Officials andMale Managers1
21
1
5,865
2012
Regular In Intel cont
3,508
rating segments,
t.
2011
25
Over the p
the past five years, diversity in our U.S. hiring has remained relatively flat. our global workforce,Over including investing in the talent pipeline for women in engineering Builder web site. Worldwide Workforce by Gender1
25
50
40
Includes African American, Hispanic, Asian American/Pacific Islander, and Native American. hofand Safety women in our global workforce, including investing in the talent pipeline for women in engineering
2013 Workforce by Reporting Category et 12 2013 1 1 75 75 74 U.S. Workforce 74 72 by Gender 72 Generation Worldwide Workforce 2% 56% y Chain 50 13 75 Male 75 74 74 Female 72 72 28 28 26 26 % 25 African American 411 1,389 n Rights 2% 25% 50 Asian/Pacific Islander 4,496 11,261 28 28 26 26 25
Percent
pproach
These figures were reported on a global basis as of December 31, 2013.
These figures were reported on a global basis as of December 31, 2013.
porting category. This
table provides a high-level summary of our U.S. workforce and governance bodies by reporting category.
Diversity and Inclusion disclosures 13
7
36 2
T
2012 Asia
26 3.00 3.60
5
2012 Asia
0.28
Europe 2011
180.79
3.60
1.58
2011 Europe
3.79 3.80
3.80
2.5
DATA 0.79
8
9 1.7 1.9 1.8
89 39 92
5.04 Americas 1.98 0.24 1.7 Americas Americas 2013 Promoting equality in Spain 2.84 Asia 1.30 set up an Equality 1.9 Asia 2012 In Asia July, Nestlé Spain Commission made up0.28 of an equality 2.22 Americas 5.05 Selected global case study Europe 3.00 0.79 1.8 Europe Europe 2011 representative from every work centre in the New company. Thetotal commission hires vs workforceis10.7% 1.58 Asia developing a single Equality Plan which will cover all workplaces and will 3.79 Europe incorporate both corporate-level and local actions. It will meet twice a year to identify and facilitate action that promotes equal opportunities for everyone.1.7 1.9 2013 2013 89 2013 2.5 1.9 2012 2012 2012 5.04 92 Americas 1.8 NO DATA 2011 2011 79 2011 Marketplace 2.84 Asia D&I policy New assistance hires male 10.2% By offering help such as business training, technical and credit schemes to 5.05 Europe New hires female women in emerging and developing we can help more 11.6% women run atheir “As a global organisation, diversitycountries, is high up on our agenda. We want culture 0.004 Our current programmes, including Nestlé Até Você in Brazil, Club 2013 own businesses. 88 for everyone 2013 that provides equal opportunities and that ensures people are89 2013 Bario in the Caribbean and the Nescafé Street Barista campaign in Thailand, have 0.07 2012 always respect. We’re aiming to diversify our talent 92 2012 2012 treated with dignity and89 reached more than 600 000 women. 0.02 2011 pool and promote gender balance as a priority. We’ve still got work to 79 do to 70 2011 2011
0.07
(39%)
Nestlé S.A. (listed in Switzerland)
Female 93 244 (28%) Europe
50 Europe 35 2013 Americas 0.00019 52 23 2013 Male Male 2013 29.2 2012 0.00096 Asia, Oceania 49.5 2012 Female10 Female 2012 and Africa 40 2011 53 2 2011 2.02 2011 Covers Nestlé employees registered in the HR system (approximately 85% of all employees) but50 2012
35
8)
Europe New
estimated 130 000 women through initiatives such as the Nestlé Cocoa Plan in Côte d’Ivoire, the Nescafé Plan in Kenya and Vietnam, the Grains Improvement Quality Project in Ghana and Nigeria, and the Women Dairy Development Programme in 51 2013 New hires 1715 male 11.6% 2208 4061 40% 2013 50 20% 8422 80% >50 Female Male (by region) Total workforce Total workforce (by gender)2
%)
87)
Asia
improve gender balance, especially at management levels, so we’ve signed up to Community the UN’s Women’s Empowerment PrinciplesNew to strengthen our commitment. hires vsalong total workforce 11.1% We ReadNew We also work with our suppliers to improve gender balance our value chain. mor 0.004 25of diversity, across 2013 2013 see improving all aspects Nestlé, as an asset, helping We support female farmers through technical support, financing and capacity-us harnesswomen in New the local insight andhelping imagination of our people, and buildingand our competitive 2012 34gain 2012 building assistance, them greater access to markets make an 0.07 Empoweri New advantage and responsiveness to customers’ and society’s increased contribution to agricultural We’ve already impacted an 0.02 needs.” in Kenya. 39productivity. 2011 2011
9
%
Americas
2011
66.80%
33.20% 75
66.62%
33.38% 75 73
Male
2013
Female
40
Source: in society - Creating Shared Value andour Meeting Our Commitments 2013 NestléNestlé in society – Creating Shared Value and meeting commitments 2013
2013 2013 2012 2012
14 Diversity and Inclusion disclosures
2011 2011
10.7
11.1
11.810.3 12.01 10.8
50
35
29.2 2012 Summarises diversity 2011 composition in percentages40
1
2
Covers Nestlé (approximate temporary em
)
2012 2011
99% 95%
94% 91%
452820 084
2011
Male 99%
94%
2820
2013
Male Female Female
New hires vs total workforce 10.7% 18 2011 Americas Americas Asia
0.7%
0.7%
18
18 18
New hires age 50 2.6% 3.26 2011 2012 2011
3.80 3.80 3.60
2011 Americas
0.24
Americas Asia Americas
0.24 0.24 0.28
3.00
Asia Europe Americas Asia
0.24 0.28 0.28
0.79
3.00 3.00
Europe Asia Europe
0.28
0.79 0.79
18
3.00
2.5 1.1%
DATA 2.5 1.1% 2.5
3.80
1.8 1.8 1.9
88 89
2013 2012 2013
89 89 92
89 89
2012 2011 2013 2012
79 89 92 92
9
2011 2012 2011
79 92 79
DATA 8
4
4 39 39 39 39
1
1.8 89
%)
5 (39%) %) %) 66 5 (39%) (39%) %) 66 (39%)
1
11
1
23
23 23
23
75 75 75 75 73 75 75 75
73 73 75
73
1.98
1.30 Asia Europe New hires male 10.2% Europe female 11.6% New hires male 10.2%
Asia Europe
3.00
Europe
New hires female 11.6%1.9 2013 2013 2012
New hires age < 2012 2011 New hires age 3 < 2011
3.00
2013 2012
NO DATA 2.5 2012 2011 2.22 Americas NO DATA 2011 2.22 Americas Asiahires vs 1.58 Americas New total2.22 workforce 11.1% 2.22 1.58 Asia Europe Americas 1.58 Asia New hires vs total workforce 3.79 11.1% 88 2013 3.79 Europe 3.79 1.58 Asia Europe 88 2013 89 2012 3.79 Europe 705.04 89 2012 2011 Americas
2012 2011
2011
2011 New hires age
3 2013 2012
New hires age > 2012 2011
2011 Human Rights Environmental Sustainability and Complianc Environmental Rights 0.004 2013 Human Sustainability and Complianc 0.004 2013 2012
2.84 25 5.0534 Asia Europe 2013 2012 New hires female 10.9% 5.05 39 Europe 34 2012 2011
2013
39
2012 2011
0.02
2011
0.02
51
Male 1721 (21% Female 6396 (7 Male 1721 (21% See also our Commi Total 8119 Female 6396 (7
See also Commi Total our 8119 5 50 Human Resources systemregistered (approximately Male Female Male Covers employees on the 23 2013 2013 Nestlé Female 85% of all employees). Human Resources system (approximately Female Male Female 23 2013 2012 2013 10 2012 85% of all employees). Female 2012 2.02 10 2011 2012 2011 Number of disabled employees 25.75% 50 2404 Male Female 2011 Male Due to privacy regulations and the52 2013 73 2011 2011 Female Male Female sensitive natureregulations of this KPI,and this49.5 number 52 Due to privacy the 2013 52 2012 2013 66.25% Presents33.74% actual numbers 50 Gender balance continues to be a high priority for us.Male We will also broaden our focus Male Female Next steps 29.2 35 40 2012 2011 2013 29.2 2012 to include all major diversity beyond gender, physical ability, social Gender balance continues togroups be a high priority for us.ie We will also broaden our focus Female Male Female Diversity and Inclusion disclosures 15 40 for 2014 will include: 2011 40 29.2Activities 2012 2011 background generations. 2013 12.2% (12 387) Zone AMS to include alland major diversity groups beyond gender, ie physical ability, social Female • Education and and generations. awareness, training trainers on howinclude: to run gender balance and 40 2011 background Activities for 2014 2013 2012 12.2% 387) Zone AMS 11.9%(12 (9118) Zonewill AOA 59% 59% 67%
4061
5
30–50 >50
3 and Africa Total 21 079 Total 333 214 Leadership positions held by0.01266 women (%) Europe Total 333 214 Leadership positions held by women 0.01266 (%) Europe 0.00019 Americas
(by gender and age) 59% 50 79 51 2012 2011 2011 0.004 Gender, age and disability breakdown 2013 Female 85745 879(67%) (33%) Male 175 >50 2011 Part-time employees (by gender) Temporary employees 0.004 2013 0.07 2012 0.004 Female 85 879 (33%)(by gender) 2013 Part-time employees (by gender) Temporary employees (by gender) 0.02 0.004 0.07 2012 2011 2013 0.07 2012 93 244 (28%) Europe 0.02 2011 0.02 0.07 2012 2011 Male 1721 (21%) Male 12 608 (60%) 93108 244325 (28%) Europe (33%) Americas 0.02 2011 Female 6396 (79%) Female (40%)108 131 Male 1721 (21%) Male 128466 608 (60%) (39%) 325 645 (33%) Americas Asia, Oceania and Africa Total 218466 0793 (40%) 131 645 (39%) Total 8119 Female 6396 (79%) Female Asia, Oceania
Total 8119 Total number of managers (by gender andof age) Total number managers
1
1.30
2013 2012
New hires age > 3 0.24> Americas New hires age 0.24 Americas 0.28 Asia
1.98
0.79 Demonstrates their high Europe 1.7 2013 in Nestlé commitment towards gender 705.04 2011 Society: Creating Rural Responsible 5.04 Americas 2.84 Asia 1.7 Americas 2013 1.9 2012 2013 New Nestlé in hires age 50 10.7% 2011 2013
DATA DATA 2.5
2013
12
12 2013 5 2012 New hires5vs total workforce 10.7% 18 2012 2011
Male Male Female Female
y
Selected global case study
PepsiCo Inc. (listed in the US)
Taking a Stand for Equality
D&I approach
As a global company, PepsiCo works in countries with a broad array of laws and regulations. Regardless of where we operate, PepsiCo takes great care to respect the diversity, talents and abilities of all.
Growing the Nu of Women Leade
At PepsiCo, we define diversity as all the unique characteristics that make up each of us: personality, lifestyle, work experience, ethnicity, race, color, religion, gender, gender identity, sexual orientation, marital status, age, national origin, disability, veteran status, or other differences.
We are an endorser of the U. Empowerment Principles, wh guidance on how to empowe the workplace, marketplace a nity. We strive to increase the women leaders within PepsiC recruiting and development i Definition of diversity tives around the world. In 201 In 2012, the Human Rights includes tangible and intangible characteristics accounted for 31 percent of o Campaign awarded PepsiCo executives. Also in 2012, in o a perfect score region, we increased the per of women executives to more 40 percent.
on its Corporate Equality Index Source:for PepsiCo ourSustainability Lesbian,Report Gay,2011/2012 Bisexual and Transgender (LGBT) efforts. 16 Diversity and Inclusion disclosures
Tailored programs enable pro example, in Saudi Arabia, we structed workplaces that resp customs while enabling wom and advance. Our Saudi team women hired in 2011 and 201
345 Park Avenue New York, NY 10154-0102 Telephone: 212-758-9700 Direct Stock Purchase Interested investors can make their initial purchase directly through Computershare, transfer agent for PepsiCo and Administrator for the Plan. A brochure detailing the Plan is available on our website, www.pepsico.com, or from our transfer agent: Computershare P.O. Box 30170 PepsiCo Leadership College Station, TX 77845-3170 Telephone: 800-226-0083 201-680-6578 (Outside the U.S.) Website: www.computershare.com/investor Online inquiries: https://www-us.computer share.com/investor/contact
the Securities and Exchange Commission, press releases, public conference calls, webcasts or our corporate website (www.pepsico.com). We may from time to time update the list of channels we will use to communicate information that could be deemed material and will post information about such changes on www.pepsico.com/investors. PepsiCo’s Annual Report contains many of the valuable trademarks owned and/ or used by PepsiCo and its subsidiaries and affiliates in the U.S. and internationally to distinguish products and services of outstanding quality. All other trademarks featured herein are the property of their respective owners.
term a and inc togeth
© 2014
Enviro This An Stewa paper, able w PepsiC enviro printin bution reader can lea efforts
12 2 Shown in photo, left to right:
Ruth Fattori Senior Vice President, Talent Management Training and Development
Indra K. Nooyi Chairman and Chief Executive Officer, PepsiCo
Larry D. Thompson Executive Vice President, Government Affairs, General Counsel and Corporate Secretary
2013 Diversity and Inclusion Statistics Hugh F. Johnston Executive Vice President a Officer, and Chief Financial Board of Directors PepsiCo b
Senior Executives Executives Dr. Mehmood Khan Executive Vice President, All Managers PepsiCo Chief Scientific c All Associates Officer, Global Research
Zein Abdalla President, PepsiCo
Total Enderson Guimaraes 13 Chief Executive Officer, 12 PepsiCo Europe 2,818 Brian C. Cornell 18,232 Chief Executive Officer, 98,208Foods PepsiCo Americas
and Development Data as of December 31, 2013
Women % Sanjeev Chadha Chief Executive 4 Officer, 31 PepsiCo Asia, Middle East 3 25 and Africa 878 31 Cynthia M. Trudell 5,953 33 Executive Vice President, 18,227 Human Resources and Chief 19
Albert P. Carey Chief Executive Officer, PepsiCo Americas Beverages
People Jim Wilkinson ofPresident, Color Executive Vice Communications, PepsiCo 5 3 622 4,855 33,711
Cont % 38 25 22 27 34
Human Resources Officer, PepsiCo
(in millio
PepsiCo Corpora Division Division Total*
* Does not s
a) Our Board of Directors is pictured on page 11. b) Composed of PepsiCo Executive Officers listed on page 24 of the Form 10-K. c ) Includes full-time associates only.
Executives, All Managers and All Associates are approximate numbers as of 12/31/2013 for U.S. associates only. Data in this chart is based on the U.S. definition for people of color. See page 24 of the Form 10-K for a list of PepsiCo Executive Officers subject to Section 16 of the Securities Exchange Act of 1934.
PEPSICO
Provides details based on various employee positions Source: PepsiCo Annual Report 2013 Diversity and Inclusion disclosures 17
results through various channels. The Shell People Survey is one of the principal tools used to measure employee views on a range of topics including employee engagement and the degree of affiliation and commitment to Shell. The average employee engagement score increased by 3% in 2013 to 80% favourable; the unfavourable score was 4%. Since 2010, there has been a 9% increase employees Selected global casein study scoring employee engagement favourably.
our employees and joint venture partners. In 2013, we invested over $304 million in training and development. Our focus is on building technical capability and safety-critical competencies and skills. In 2013, we provided more than 795,000 training days for employees and some of our joint-venture partners. This included training more than 4,000 people in leadership skills.
EXTERNAL VOLUNTARY Royal Dutch Shell plc (listed in the UK) CODES
We have multiple channels in place for employees to The Shell General Business Principles and Code report, confidentially and anonymously, breaches of of Conduct guide the business activities of Shell 37 SHELL SUSTAINABILITY REPORT 2013 the Shell General Business Principles or our Code of companies. We also support a number of external Conduct, or other concerns. These include a global voluntary codes. These include the United Nations’ 35 SHELL SUSTAINABILITY REPORT 2013 telephone helpline and a dedicated website in (UN) Universal Declaration on Human Rights, additionpolicy to local channels. the UN Global Compact, the Organisation for D&I Economic Co-operation and Development (OECD) DIVERSITY AND INCLUSION Guidelines for Multinational Enterprises and the We have a culture that embraces diversity and fosters International Labour Organization Declaration on Fundamental Principles and Rights at Work. inclusion. By embedding these principles in our operations, we have a better understanding of www.shell.com/performancedata the needs of our varied customers, partners and CODE OF CONDUCT VIOLATIONS skill and experience needed. Weand regularly reviewt In 32% of the countries where Shell subsidiaries, stakeholders throughout the world can benefi Shell employees and contractors working for Shelljoint comparative for provide men and women ventures and associates are based, local nationals from a wider remuneration talent SOCIAL pool. We equal must abide by our Code of Conduct. In 2013, DATA in selected countries. Shellcareer manages the effects filled more than the senior leadership opportunity in recruitment, development, 181 violations ofhalf the of Code of Conduct were positions, on people training of business as all consistently as compared within42% of countries in 2012. promotion, andchanges reward for employees reported (209 2012; 226 in 2011). As aFrom result, possible. Affected employees treatedability. respectfully we dismissed 2014, we willornoterminated longer apply this metric, regardless of colour, ethnicity orare physical the contracts of as 63it does Fatalities and transparently andmake will be supported in searching employees not reflect expatriation of local Where possible, we reasonable adjustments and contractors (93 nationals in 2012; for 78 talent in 2011). Total number for alternative employment as appropriate by country development purposes. Instead, we will start using in job design and provide appropriate training for law and policy. WeEmployees provide flexible working a revised metric that better represents our activities employees who declare a disability. practices wherever necessary and reasonably in this respect. Contractors possible. Ourmonitor employees are encouraged to take We actively representation of women and Fatal accident rate (FAR) part in social responsibility projectspositions, and employee Senior leaders actively engage in diversity local nationals in senior leadership and perto100 million hours networks, (employees andand contractors) interest networks. Fatalities and inclusion internally externally, have talent-development processes support us in working and we have numerous active employee interest delivering more diverse representation. The proportion Injuries EMPLOYEE COMMUNICATION networks representing different communities within of women in senior leadership positions was 17.2%, case frequency (TRCF) 37Total recordable SHELL SUSTAINABILITY REPORT 2013 AND INVOLVEMENT the organisation. Our annual Shell People Survey also compared with 16.2% in 2012. Injuries per million working hours (employees Two-way dialogue between management and measures employees’ and viewscontractors) on the inclusiveness of employees is embedded in our work practices, and their workplace. In 2013, 70% felt positive about this, Lost time injury frequency (LTIF) we strive to maintain healthy employee relations. up 1% from 2012; 11% felt negatively about inclusion Lost time injuries per million working hours (employees and contractors) Dialogue can take place directly and, where in the workplace, down 1% from 2012. Illnesses appropriate, through employee councils or trade unions. On a quarterly senior management TRAINING AND DEVELOPMENT Totalbasis, recordable occupational illness frequency (TROIF) briefs employees on Shell’s operational and financial We continue to invest in developing the skills of Illnesses perdiversity million working hours (employees only) Gender and regional results through various channels. The Shell People our employees and joint venture partners. In 2013, www.shell.com/performancedata Security Survey is one of the principal tools used to measure we invested over $304 million in training and employee views Using on a range of topics including development. Our focus is on building technical armed security (% of countries) employee engagement and the degree of affi liation capability and safety-critical competencies and SOCIAL Using armedDATA company security skills. (% ofIncountries) and commitment to Shell. The average employee 2013, we provided more than 795,000 Using armed contractor security (% of days countries) engagement score increased by 3% in 2013 to 80% training for employees and some of our favourable; the unfavourable score was 4%. Since joint-venture partners. This included training more Gender diversity [O] Fatalities 2010, there has been a 9% increase in employees than 4,000 people in leadership skills. In supervisory/professional positions (% women) Total number scoring employee engagement favourably.
In Employees management positions (% women) EXTERNAL VOLUNTARY CODES
We have multipleInchannels place for employees to (%The Shell General Business Principles and Code senior inleadership positions women) Contractors report, confidentially and anonymously, breaches of of Conduct guide the business activities of Shell Fatal accident rate (FAR)[P] Regional diversity the Shell General Business Principles or our Code of companies. We also support a number of external Fatalities per 100 million hours (employees and countries with majority ofworking local nationals inThese senior leadership Conduct, or other%concerns. These include a global voluntary codes. include thecontractors) Unitedpositions Nations’ telephone helpline and a dedicated website in (UN) Universal Declaration on Human Rights, Injuries Staff forums and grievance procedures addition to local channels. the UN Global Compact, the Organisation for Total recordable case access frequency (TRCF) % countries with staff to staff forum, grievance Economic Co-operation andprocedure Development (OECD) or other support system Injuries per million working hours (employees and DIVERSITY AND INCLUSION Guidelines for Multinationalcontractors) Enterprises and the We have a culture thattime embraces diversity and fosters Labourc Organization Declaration Child labour (% countries with specifi procedures in place) Lost injury frequency (LTIF) International inclusion. By embedding these principles in our on Fundamental Principles and Rights at Work. Own Lostoperations time injuries per million working hours (employees and contractors) operations, weDutch have aShell betterplc understanding of Report 2013 Source: Royal Sustainability Illnesses CODE OF CONDUCT VIOLATIONS the needs of our Contractors varied customers, partners and Shell employees and (TROIF) contractors working for Shell stakeholders throughout the world and occupational can benefit Suppliers Total recordable illness frequency 18 Diversity and Inclusion disclosures must abide by our Code of Conduct. In 2013, from a wider talent pool. We provide equal Forced (% working countries with specificonly) procedures Illnesseslabour per million hours (employees 181 violations of the Code of Conduct were opportunity in recruitment, career development,
in place)
9
BILL
LITRES OF
$75
INVESTED REFINERI FACILITIE
$15
OUR PER
SPENT O WORLDW
$30
201
SPENT O OF EMPLO
70 53
NUMBER NUMBER 2013 – THE LAR
5 92 0 8%
AVERAGE OUR 5 SHA
0.79
$12
SPENT 1.15 IN
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SPENT O
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9
BILL
LITRES O
19 3 8 2013
$7
INVESTE REFINER 28.8 5 FACILITIE
18.8 0 17.2 5 0.79 SPENT 32 O
$15
WORLDW
1.15 100 0.36 SPENT O OF EMPL 100
$3 100 0.77
70
NUMBER
ctors)
OUR PERFORMANCE
States the drive behind their D&I policy and details what their most recent statistics are. 2013demonstrates 2012 2011 Also how they have 5 8 6 analysed which 0 3 1 metrics best 5 5 5 represent their 0.79 1.32 0.96 business activities
See page 41 for more information about our data.
2010
2009
2008
2007
2006
2005
2004
12 0 12 1.56
20 1 19 2.3
26 2 24 3.4
21 1 20 3.1
37 2 35 5.6
34 3 31 5.0
31 2 29 4.6
and objectives
OUR PERFORMANCE
1.15
1.26
1.24
1.23
1.4
1.8
1.9
0.36
0.34
0.36
0.35
0.4
0.6
0.7
Provides an 2.1 2.5 2.6 additional 9 years of historical 0.8 to demonstrate 1.0 1.1 data
1.5
the trajectory of progress 1.8 2.0 2.1
actors) 0.77
0.51
0.66
0.76
0.6
1.2
19 3 8 2013
17 0 10 2012
14 1 9 2011
See page 41 for more information about our data. 9 17 17 16 15 19 18 1 1 1 2 2 2 2 6 10 9 12 9 11 11 2010 2009 2008 2007 2006 2005 2004
ctors) ositions
28.8 5 18.8 0 17.2 5 0.79 32
28.1 8 18.2 3 16.2 5 1.32 42
27.3 6 17.6 1 16.6 5 0.96 34
26.3 12 17.0 0 15.3 12 1.56 36
26.4 20 16.1 1 14.0 19 2.3 37
24.7 26 15.3 2 13.6 24 3.4 32
24.6 21 17.7 1 12.9 20 3.1 33
23.2 37 16.2 2 11.6 35 5.6 25
place) actors)
1.15 100 0.36 100
1.26 100 0.34 100
1.24 99 0.36 100
1.23 100 0.35 99
1.4 99 0.4 98
1.8 100 0.6 100
100 0.77
100 0.51
97 0.66
96 0.76
97 0.6
99 1.2
1.9 100 0.7 99 98 96 1.5
2.1 2.5 2.6 99 100 100 0.8 1.0 1.1 95 88 83 89 69 61 82 62 63 1.8 and Inclusion 2.0 disclosures 2.1 Diversity
21.8 34 12.9 3 9.9 31 5.0 36
20.7 31 12.2 2 9.6 29 4.6 n/c
19
Selected local case study
Astro Diversity policy Compares ethnicity with industry average
“Embracing diversity
HuMAn CApItAL
Today, Astro is in 56% of EMBRAcING DIVERSITY Malaysian TV households, with the Today, commitment toMalaysian TV Astro is in 56% of with the commitment to serve all households, Malaysians. serve all Malaysians. At Astro, diversity is our DNA and our strength. Our workforce mirrors our marketplace and consumers, which makes us truly a part of the pulse of the communities we aspire to serve.
At Astro, diversity is our DNA and our strength. GLOBAL MALAYSIANS PRODucING Our workforce mirrors WORLD-cLASS WORKS IN MALAYSIA our marketplace and of our talent, both Astro is fully supportive on and off air, to be part of an increasingly consumers, which makes us global workforce. Our commitment is to equip them pulse with professional truly a part of the of and industry know-how so that each and every one can achieve their potential. At the communities we aspire the same time, we believe that there are to serve.”many truly global Malaysians who would love the opportunity to come home and build on their experience and expertise. We recognise that returning Malaysians want to remain leading edge and bestin-class. Astro aspires to give them every opportunity to do so.
Ethnicity composition 100%
80% 74%
60% 52%
40% 25%
20%
20% 14%
0%
Bumiputera
Astro 3%
8%
Indian
Chinese
3%
Industry
Others
Age composition 100%
80%
60%
EMPLOYER OF chOIcE
States the objective In recognition of our employee benefits scheme through our myChoice@Astro behind portal, theirwediversity were awarded as the runnerup in the Best in Flexible Benefits at the efforts,Benefits which to reflect Asiais Awards 2013. We recognise the importance of flexibility when providing and understand their benefit packages for our workforce of diverse backgrounds and needs. Our customer talentbase get to choose benefits according to their individual needs through a flexibenefits arrangement. The elements of myChoice@Astro range from core benefits such as life and health insurance, and medical coverage; Flexible Spending Accounts enabling talent to use points to spend on desired health and wellness, technology and financial planning needs; annual leave flexibility and medical leave incentives.
40%
41%
41% 35% 30%
20% 15%
18%
0%
30 - 39
20 - 29
40 - 49
Astro
17% 2%
50 - 59
0% 0%
Industry
>60
Gender composition 100%
29%
80% 60%
19%
40%
34%
54%
42%
81% 71%
66% 60%
40%
58% 46%
20% 0%
Top Management Astro; Male
Senior & Mid Management Astro; Female Industry; Male
92
Source: Astro Malaysia Holdings Berhad Annual Report 2014 20 Diversity and Inclusion disclosures
Other Levels Industry; Female
CeLeBRAtInG DIVeRSIty
CeLeBRAtInG DIVeRSIty
the talent at Astro are as diverse as the seven million Malaysian households we aspire to serve. We count the ethnic and cultural richness of Malaysia as themost talent at Astrotraits are as diverse as members. the seven million Malaysian households the invaluable of Astro team
we aspire to serve. We count the ethnic and cultural richness of Malaysia as the most invaluable traits of Astro team members.
With 41% of our talent below 30 years old and women making up 52% of our staff and 25% of our Board of Directors, Astro is a place with equal opportunity for all to shine, regardless of age and gender. Astro is in 56% of Malaysian homes and we desire to serve 100% of them, because Astro is 100% Malaysia. Creating content IPs for a “truly Asia” nation means Astro’s original programmes are ready for regional audiences. With 41% of our talent below 30 years old and women making up 52% of our staff and 25% of our Board of Directors, Astro is a place
with equal opportunity for all to shine, regardless of age and gender. Astro is in 56% of Malaysian homes and we desire to serve 100% of them, because Astro is 100% Malaysia. Creating IPs for a “truly Asia” nation means Astro’s original programmes are ready Global Malaysians producing world-class works in content Malaysia for regional audiences.
Astro is fully supportive of TalentCorp’s initiative to attract local talent abroad back to Malaysia. We believe Malaysians are a global workforce, and Malaysian brands with aspirations to be best-in-class will attract and challenge them to produce world-class works.
Global Malaysians producing world-class works in Malaysia
Astro is fully supportive of TalentCorp’s initiative to attract local talent abroad back to Malaysia. We believe Malaysians are a global workforce, and Malaysian brands with aspirations to be best-in-class will attract and challenge them to produce world-class works. Zaireen Shahriman Human Capital I decided to return home to Malaysia after over a decade of Zaireen Shahriman living abroad because Content Group of a strong desire Capital to I was glad to return Human make a difference, to Astro after working I decided to return to my abroad for 4 years home to Malaysia Najwa Abu Bakar to give back country and of course, and am excited to after over a decade of family ties. Astro was be in a company that abroad because my employer aspiresContent to achieveGroup naturallyliving a strongit desire to was glad to return of choiceofbecause globalI best-in-class to Astro after working a difference, is truly amake home-grown standards in content, tothat givefits back abroad in a to my platforms and for new4 years company country and global landscape. Andof course, media.and am excited to It’s also family ties.I get Astro was be in company Capital, gratifying to awork with thatin Human of the team professionals aspires across to achieve to be part naturally my employer Astro into a variousglobal disciplines of choice because it best-in-class that shapes organisation with common goals standards in content,world-class is truly a home-grown on the that fits in a to achieve Astro’sand new that thrives company platforms diversityglobal of its workforce. aspirations. media. It’s also landscape. And Najwa Abu Bakar Raymond Tan Corporate Finance, Tax, Treasury & Investor Relations Raymond Tan I was excited about Astro’s growth Corporate trajectory and the Finance,and Tax, interesting fun Treasury &that opportunities this would present. I Investor Relations also wanted to work I was excited about with, andgrowth learn from Astro’s the dynamic senior trajectory and the management team. interesting and fun
opportunities that this would present. I also wanted to work with, and learn from the dynamic senior management team.
chiu Keng Guan Film Director It is a rewarding experience to work together with people from diverse chiu Keng Guan backgrounds in Astro to produce Film Director movies that touch It ishearts a rewarding the of so experience to many Malaysians. work together With enthusiasm and willing heart, withapeople Ifrom believe nothing is diverse impossible. backgrounds in
Compares age composition with industry average
Astro to produce
98 movies that touch
the hearts of so many Malaysians. With enthusiasm and a willing heart, I believe nothing is impossible.
98
gratifying to work with professionals across various disciplines with common goals to achieve Astro’s aspirations.
Sharmin Parameswaran
chu Young Lee
Content Group Working in the Astro Video On Demand space, Sharmin I collaborate Parameswaran with local and international Content partners to Group aggregate Working in the content across Astrogenres Video On diverse Demand space, in different I collaborate languages. It makes withwork localtruly and dynamic and international exciting. partners to
Strategy At Astro, I meet and work with all types of interesting, fun-loving, chusmart Young Lee and passionate people from TV Strategy personalities to At Astro, I radio announcers, meet and work magazine editors, with all types sales experts, of interesting, business analysts fun-loving, smart to technologists. It is a melting pot and passionate of culture and from TV people ideas here. personalities to
aggregate content across diverse genres in different languages. It makes work truly dynamic and exciting.
Compares gender across levels with industry average
radio announcers, magazine editors, sales experts, business analysts to technologists. It is a melting pot of culture and ideas here.
in Human Capital, I get to be part of the team that shapes Astro into a world-class organisation Dr Amirul Nazri that thrives on the Astro diversity of itsTalent workforce.
Thanks to Astro, it is now possible for me - a qualified doctor to also be a TV host.Dr I hope Amirul Nazri the intersection of my medical Astro Talent training and Astro’s Thanks to Astro, talent nurturing it is now possible programme will me - a qualified produce afor new doctorand to also be type of medical a TV host. I hope health entertainment the intersection show, and paves of more my medical the way for training professionals to and Astro’s be part oftalent the nurturing entertainment programme will industry. produce a new
type of medical and health entertainment show, and paves the way for more professionals to be part of the entertainment industry.
2
Diversity and Inclusion disclosures 21
Selected local case study
Axiata Highlighting commitment to diversity “We are committed to creating a dynamic and innovative workplace, necessary in the evolving telecommunications industry. Axiata cultivates a climate of diversity and inclusiveness among employees by providing equal access and opportunities to our employees in terms of recruitment, retention, training and development processes.”
Includes objective
on creating a diversified workplace and highlights talent management strategy
Axiata is a PLC with a GRI G4 report registered on the GRI Sustainability Disclosure Database1
Provides breakdown of new hires and leavers by gender
Reports actual numbers and provides breakdown based on age and gender
1
Disclosure GRI Sustainability Database
ï ÙØÙ ÙØÙ º®±³ Ú«»´ Age and gender breakdownͽ±°» by number ÛÒïë
ÛÒïê
ͽ±°» î ÙØÙ ÙØÙ º®±³ Ù®·¼
2
Ö±·²·²¹ ¬¸» Ù®±«° ¾§ Ù»²¼»®
Ó¿´»
Ö±·²·²¹ ¬¸» Ù®±«° ¾§ ß¹»
ïè îë îê íë íê ëð
Ô»¿ª·²¹ ¬¸» Ù®±«° ¾§ Ù»²¼»®
Ó¿´»
Ô»¿ª·²¹ ¬¸» Ù®±«° ¾§ ß¹»
ïè îë îê íë íê ëð
2
Employees and all the outsourced personnel engaged in office premises belonging to the Group
Source: Axiata Group Berhad Sustainability and National Contribution Report 2013
22 Diversity and Inclusion disclosures
Gender demographics
Ò±ò ±º »³°´±§»» ´»¿ª·²¹ ¾§ ¹»²¼»® Ò±ò ±º »³°´±§»» ´»¿ª·²¹ ¾§ ¹»²¼»®
ìêû ëìû
ìëû ëëû
èîîôéçé çôìîç
ìèû ìéû ö ëîû
ëíû
ëéðôççë
ëïíôîîè
ëïëôêïê
èèû ïîû
ìêû ëìû
ëçôîéï
îôìèíôëíë
ö Û³°´±§»» ®»º»® ¬± °»®±²²»´ ¼·®»½¬´§ »³°´±§»¼ «²¼»® ¬¸» Ù®±«°ò ö ëôîïé éïè ïìôçïè ɱ®µº±®½» ·²½´«¼» °»®±²²»´ ©±®µ·²¹ ±² ±«® °®»³·»ò ¿´´ »³°´±§»» ¿²¼ ±«¬±«®½»¼
ïôííìòðé
ïôéêð
îíëôèðî
íôîìç
ïìôïîé
îôéîí
®»º»® ¬± °»®±²²»´ ¼·®»½¬´§ »³°´±§»¼ ö Û³°´±§»» «²¼»® ¬¸» Ù®±«°ò ɱ®µº±®½» ·²½´«¼» ¿´´ »³°´±§»» ¿²¼ ±«¬±«®½»¼ °»®±²²»´ ©±®µ·²¹ ±² ±«® °®»³·»ò
ö
ìôíéí
èçç
ëé
íðôîèî
îëéôîíê
éôðèè
éêû éêû éèû éèû
çëû çëû çëû çëû
èçû èçû çîû çîû
ïððûïððû ïððûïððû
çîûçîû èçûèçû
ö ö
èíû èíû èçû èçû
Diversity and Inclusion disclosures 23
Selected local case study
Maybank
Diversity policy ®«´» ±º ³»®·¬±½®¿½§ · ¿°°´·»¼ ¬± ¿´´ Ó¿§¾¿²µ ¬¿´»²¬ ¿²¼ °»®º±®³¿²½» ³¿²¿¹»³»²¬ Alongside our competitive total rewards package, we constantly strive to provide work-life balance toenhance productivity and improve staff Þ«·´¼·²¹ ±«® ±©² »¬ ±º Ô»¿¼»®¸·° ݱ³°»¬»²½·» øÍÛßÎÝØ÷ retention.øÌò×òÙòÛòÎò÷ô We have various policies and programmes in place to promote¿²¼ »²½±«®¿¹»³»²¬ ±º ½±²ª»®¿¬·±² ¿®»organisation. ر²»¬ô Ñ°»² ¿²¼ Ì®«¬·²¹ øØÑÌ÷ò equality, diversity and inclusion¬¸¿¬ in the
Maybank’s Sustainability Report 2013 has been prepared in accordance with the GRI G4 Sustainability Reporting Guidelines
б±´ ¿¬ ¿´´ ´»ª»´ ¿³±²¹¬ ±¬¸»®ô ¸¿ª» ½±²¬®·¾«¬»¼ ¼·®»½¬´§ ¬± ¬¸» ®»«´¬ ¿½¸·»ª»¼ ¬±ó¼¿¬»ò
Provides progress of female representation and highlights initiatives undertaken to drive this improvement
Women in senior management positions We are aware of the need to better tap into broader range of talents, leadership styles and skill sets to manage ourbusiness and serve our customers. Female representation has also grown by 15% since 2009 with 31% of women in senior management positions in 2013, recording 7% more than the global average of 24% in the 2013 Grant Thornton International Business Report. Maybank’s People Dashboard monitoring discipline and initiatives like “Women Mentoring” and “Creation of Pipeline Pools at all levels” amongst others, have contributed directly to the results achieved to-date.”
Source: Maybank Sustainability Report 2013 24 Diversity and Inclusion disclosures
®«´» ±ºdemographics ³»®·¬±½®¿½§ · ¿°°´·»¼ ¬± ¿´´ Ó¿§¾¿²µ ¬¿´»²¬ ¿²¼ °»®º±®³ Ethnic G4-10 PERFORMANCE DATA:WORKPLACE Þ«·´¼·²¹ øÌò×òÙòÛòÎò÷ô ±«® ±©² »¬2011 ±º Ô»¿¼»®¸·° ݱ³°»¬»²½·» Description 2009 2010 2012 2013 »²½±«®¿¹»³»²¬ ±º ½±²ª»®¿¬·±² ¬¸¿¬ ¿®» ر²»¬ô Ñ°»² ¿²¼ Ì®« Diversity (Malaysia Ops. only) Malay
16,499
17,735
18,201
19,560
18,578
Chinese
5,466
6,021
5,189
5,394
5,536
Indian
1,221
1,298
1,355
1,381
1,400
Ohers
1,724
1,494
1,096
1,138
1,214
б±´ ¿¬ ¿´´ ´»ª»´ ¿³±²¹¬ ±¬¸»®ô ¸¿ª» ½±²¬®·¾«¬»¼ ¼·®»½¬´§ ¬± ¬¸» ®»«´¬ ¿½¸·»ª»¼ ¬±ó¼¿¬»ò
Gender breakdown at senior management level
Compares performance across 5 years in actual numbers
Compares percentages of women across 5 years
Diversity and Inclusion disclosures 25
Selected local case study
Sunway Group
Diversity policy
“Sunway embraces and we not allow room for any diversity at the workplace do form of discrimination against people from a different gender; marital practice status; nationality; ethnic origin age. We recruit based on 70% of or race; any form strong local content and stand against of discrimination. …Diversity business Group’s isinterwoven into the key strategies, service delivery, policies, procedures, practices, mission, vision and values.”
Ethnicity
Diversity is defined beyond age and gender and is instilled in their business strategy
Gender
Summarises demographics in percentages
Source: Sunway Sustainability Report 2011 26 Diversity and Inclusion disclosures
Compares performance across 3 years
Age, ethnicity and gender 2011
2010
2009
3,556
3,323
3,315
30-40
2,511
2,586
2,591
40-50
1,384
1,431
1,400
>50
689
649
660
8,140
7,989
7,966
Malay
2,895
2,659
2,530
Chinese
2,070
2,116
2,146
Indian
1,248
1,295
1,203
Age group (Full time & Contract staff)
