Diversity & Inclusion

From aspiration to execution

Insights from the Financial Services Global Diversity & Inclusion Pulse Survey

Segment deep dives ɳ Global Banking & Markets ɳ Insurance ɳ Investment Management ɳ Consumer & Commercial Financial Services

2

Introduction

Firms are struggling to move their D&I agenda from aspiration to execution

Globally, the vast majority of executives see Diversity & Inclusion (D&I) as a strategic differentiator.

According to our global D&I Pulse Survey, 79% of respondents were clear on how D&I would improve the performance of their organization, and 77% highlighted it as critical to the success of their organization.

Studies support this sentiment – a recent McKinsey1 white paper found that companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians, and for gender diversity 15% more likely.

Despite the prospective benefits, financial services organizations o�en find it a struggle to move the needle on D&I.

Fewer than half of our survey respondents agree that their leaders set and communicate D&I goals.

Similarly, a majority of executives note that their leaders are failing to approach D&I as an organizational- level priority, and rather deal with it as an HR-level issue.

IT IS CLEAR TO ME HOW DIVERSITY AND INCLUSIONWILL IMPROVE THE PERFORMANCE OF MYORGANIZATION

LEADERS IN MY ORGANIZATION SET ANDCOMMUNICATE D&I GOALS

FinancialServices

Asset & WealthManagement

Global Banking& Markets

Insurance

Retail Banking &Consumer Services

All-SectorAverage

75%

82%

83%

81%

79%

81%

Disagree Agree

FinancialServices

Asset & WealthManagement

Global Banking& Markets

Insurance

Retail Banking &Consumer Services

All-SectorAverage

34%

39%

36%

44%

37%

37%

Disagree Agree

1 “Why Diversity Matters,” by Vivian Hunt, Dennis Layton & Sara Prince, 2015

3

Financial Services

An effective D&I agenda must take into account sector-specific factors

To explore where financial services firms are performing well, and where they are performing poorly, we have benchmarked responses across the survey’s 35 questions with an All-Sector Average. This allows us to understand:1. Areas of outperformance, that may be strategic differentiators to capitalize on, and 2. Areas of underperformance that may be sources of potential risk to be aware of.

There is a feeling that financial services leaders do not foster an environment that encourages the voicing of different opinions and perspectives. There is also a greater perceived lack of diversity at senior leadership levels.

WHERE DO FINANCIAL SERVICES FIRMS UNDERPERFORM THE ALL-SECTOR AVERAGE?% lower than All-Sector Average

My organization’s senior leadership is sufficiently diverse-7%

Leaders create collaborative opportunities and leveragedifferent perspectives-7%

Leaders ensure an environment in which others can safelyvoice different opinions-6%

My organization believes diversity and inclusion are theright thing to do-5%

Leaders make D&I an organization level, rather thanHR-level, priority-3%

Responses suggest that compared to other sectors, financial services organizations tend to emphasize inclusion more in business strategies, and have a stronger focus on diverse talent development and retention.

WHERE DO FINANCIAL SERVICES FIRMS OUTPERFORM THE ALL-SECTOR AVERAGE?% higher than All-Sector Average

+6%My organization emphasizes “inclusion” in its business strategy

My organization places a priority on developing diverse talent +3%

My organization sets diversity goalswith regard to the demographics of its employee base +3%

It is clear to me how diversity and inclusion willimprove the performance of my organization +2%

My organization places a priority on retaining diverse talent. +2%

Methodology1,857 Executives were surveyed in the Diversity & Inclusion Pulse Survey, of which 339 defined their sector as ‘Financial Services’. 9% of respondents were CEO; 54% CxO, Board or Other Executive; 24% Director or VP; 12% Individual Contributor or Manager. By geography: 45% EMEA, 43% Americas, 11% Asia. By gender: 66% male, 32% female, 1% preferred not to respond.

4

Global Banking & Markets

Outperformance against All-Sector Average

Highest items by % above All-Sector Average

The Global Banking & Markets peer group sees diversity and inclusion as a high priority – incorporating it in to business strategy, se�ing diversity goals, rewarding ‘inclusive’ behaviours, and holding itself accountable to these measures.

56 sector respondents

+14%

+11%

+9%

My organization sets diversity goals with regardto the demographics of its employee base

My organization emphasizes “inclusion” in itsbusiness strategy

Leadership considers inclusive behaviors aspromotion criteria for leaders

Diversity and inclusion are one of the toppriorities of my organization

My organization holds itself accountable tomeeting diversity goals with regard

to demographics of the employee base

My organization sets diversity goals with regardto the demographics of its senior leadership

It is clear to me how diversity and inclusionwill improve the performance of my

organization

My organization places a priority on retainingdiverse talent

Leaders in my organization set andcommunicate D&I goals

My organization’s employee demographicssufficiently represent the customers and

markets we serve

+7%

+6%

+6%

+3%

+3%

+3%

+3%

Best

5

Underperformance against All-Sector Average

The peer group sees very poor results as they relate to individuals feeling they can voice different views and opinions, and fostering an inclusive environment. It also sees itself as lacking diversity at leadership level, and struggling to a�ract diverse talent.

-5% My organization’s Board is sufficientlydiverse

My organization believes diversity andinclusion are the right thing to do

Leaders in my organization make D&I anorganization level, rather than HR-level,priority

Leadership in my organization is heldaccountable towards fostering an inclusiveculture

My organization places a priority ona�racting diverse talent

My organization is effective at a�ractingdiverse talent

My organization is effective at fostering aninclusive culture

My organization’s senior leadership issufficiently diverse

Leaders in my organization ensure anenvironment in which others can safelyvoice different opinions

Leaders in my organization createcollaborative opportunities and leveragedifferent perspectives

-6%

-7%

-8%

-9%

-10%

-11%

-15%

-17%

-17%Worst

Lowest items by % below All-Sector Average

6

Insurance

Outperformance against All-Sector Average

The Insurance peer group outperforms in listening to and communicating with its employees around diversity and inclusion as compared to the All-Sector benchmark. It also ensures inclusion is reflected in the business strategy.

My organization utilizes surveys or other forms of employee feedback to measure an inclusive

culture

My organization emphasizes “inclusion” in itsbusiness strategy

It is clear to me how diversity and inclusionwill improve the performance of my

organization

Leaders in my organization communicatethe importance of D&I to my organization

Diversity and inclusion are critical to thesuccess of my organization

+10%

+7%

+5%

+4%

+3%

104 sector respondents

Best

Highest items by % above All-Sector Average

7

Underperformance against All-Sector Average

The peer group underperforms in a�racting and developing diverse talent, particularly at leadership level. Fewer employees feel they can voice their opinions, and inclusive behaviours are not seen as being rewarded.

-4%Leaders in my organization createcollaborative opportunities and leveragedifferent perspectives

My organization is effective at retainingdiverse talent

My organization is effective at fostering aninclusive culture

My organization believes diversity andinclusion are the right thing to do

My organization’s employee base issufficiently diverse

My organization is effective at developingdiverse talent

Leaders in my organization recognize andreward inclusive leaders

Leaders in my organization ensure anenvironment in which others can safelyvoice different opinions

My organization is effective at a�ractingdiverse talent

My organization’s senior leadership issufficiently diverse

-6%

-7%

-8%

-8%

-9%

-9%

-9%

-11%

-12%Worst

Lowest items by % below All-Sector Average

8

Investment Management

Outperformance against All-Sector Average

The Investment Management peer group is seen as placing a priority on aracting and developing diverse talent, as compared to other sectors. It makes efforts to create and sustain an inclusive culture, and brings ‘inclusion’ in to business strategy.

76 sector respondents

+11% My organization places a priority on developingdiverse talent

My organization places a priority ona�racting diverse talent

My organization is effective at fosteringan inclusive culture

My organization emphasizes “inclusion” inits business strategy

My organization places a priority on fosteringan inclusive culture

My organization is effective at a�ractingdiverse talent

My organization places a priority on retainingdiverse talent

+10%

+5%

+4%

+4%

+3%

+3%

Best

Highest items by % above All-Sector Average

9

Underperformance against All-Sector Average

The peer group rarely leverages surveys and feedback to measure inclusivity. It lags in terms of communication and recognition & reward around the subject. It also sees itself as lacking in diversity at employee and leadership levels.

Worst

-4% Leadership considers inclusive behaviors as promotion criteria for leaders

Leaders in my organization ensure anenvironment in which others can safelyvoice different opinions

Leaders in my organization make a visiblecommitment to D&I

My organization’s senior leadership issufficiently diverse

My organization’s employee base issufficiently diverse

Leaders in my organization createcollaborative opportunities and leveragedifferent perspectives

Leaders in my organization communicatethe importance of D&I to my organization

Leaders in my organization recognize andreward inclusive leaders

My organization utilizes surveys or otherforms of employee feedback to measure aninclusive culture

-5%

-5%

-6%

-6%

-6%

-6%

-7%

-7%

Lowest items by % below All-Sector Average

10

Consumer & Commercial Financial Services (CCFS)

Outperformance against All-Sector Average

The CCFS peer group performs strongly across many measures. It sees itself as having a diverse employee base, aligned to its customer base. It also performs well in a�racting and developing diverse talent at both employee and leadership level.

73 sector respondents

+16%

+15%

+13%

My organization’s employee base is sufficientlydiverse

Leaders in my organization recognize andreward inclusive leaders

My organization’s employee demographicssufficiently represent the customers and

markets we serve

My organization places a priority on retainingdiverse talent

My organization places a priority on developingdiverse talent

My organization is effective at developingdiverse talent

My organization is effective at a�ractingdiverse talent

Leaders in my organization make a visiblecommitment to D&I

My organization’s leadership demographicssufficiently represent the customers and

markets we serve

My organization’s Board is sufficiently diverse

+11%

+10%

+10%

+9%

+8%

+8%

+8%

Best

Highest items by % above All-Sector Average

11

Underperformance against All-Sector Average

Lowest items by % below All-Sector Average

The peer group feels that diversity and inclusion is not seen as a business priority, and that leaders fail to stress the importance of D&I in internal communications.

Worst

-2% Leaders in my organization communicatethe importance of D&I to my organization

Diversity and inclusion are critical to thesuccess of my organization

My organization places a priority onfostering an inclusive culture

-2%

-2%

Diversity and inclusion are one of the toppriorities of my organization-4%

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If you wish to discuss these findings further, or assess your own company’s performance against the benchmark, please contact:

FINANCIAL SERVICES

AMANDA FOSTERGlobal Sector Co-LeaderE: amanda.foster@russellreynolds.comT: +44 20 7830 8033London

MARY CAROLINE TILLMANGlobal Sector Co-LeaderE: marycaroline.tillman@russellreynolds.comT: +1 212 351-2085New York

INVESTMENT MANAGEMENT

HANNAH BRAZIERGlobal Practice LeaderE: hannah.brazier@russellreynolds.comT: +1 212 351 2556New York

GLOBAL BANKING & MARKETS

MARY CAROLINE TILLMANGlobal Practice LeaderE: marycaroline.tillman@russellreynolds.comT: +1 212 351-2085New York

INSURANCELIMORE ZILBERMANGlobal Practice LeaderE: limore.zilberman@russellreynolds.comT: +1 312 993 0746Chicago

CONSUMER & COMMERCIAL FINANCIAL SERVICES

JANE BIRDGlobal Practice Co-LeaderE: jane.bird@russellreynolds.comT: +44 20 7198 1807London

ROBERT VOTHGlobal Practice Co-LeaderE: robert.voth@russellreynolds.comT: +1 312 993 0748Chicago

RESEARCH & INSIGHTS

MARK TEMPLEGlobal Knowledge LeaderE: mark.temple@russellreynolds.comT: +44 207 198 811London