Diversity, Equity and Inclusion is not only a social obligation, it’s a business imperative in the Investment and Savings Industry

The Diversity Project is a cross-company initiative championing a truly diverse, equitable and inclusive UK investment and savings industry.

An industry with the right talent can deliver the best financial outcomes for clients, reflect the society we serve and ultimately ensure a more sustainable future for our sector.

Our members are asset owners, investment managers, fund selectors, family offices, investment consultants, actuaries, trustees and wealth managers. We also have data providers, recruiters, professional standards authorities, trade associations and other organisations within the industry as partners and supporters. We have over 108 members, representing over £13 trillion AUM and over 85, 000 employees.

Join the Diversity Project, and help campaign on the diversity issues that matter most to you.

Introduction video

Following the recent allegations of misconduct at the CBI, the Diversity Project exists solely to create a more diverse and inclusive investment and savings industry, offering everyone working in the industry the opportunity to share their experiences of experiencing inappropriate behaviour within the past five years. These behaviours include, but are not limited to, any form of bullying, discrimination or harassment, including but not limited to racism, homophobia, ableism, ageism, discrimination due to socio-economic background and sexual harassment. Such behaviour may relate to a colleague or to someone else, such as a third-party client with whom you have worked. Please contact us or send us a private email.

All experiences will be anonymised and your identity will be protected.

Our Amazing Members

We are proud of the following companies who support the Diversity Project. Their support is invaluable to the success of this industry-wide initiative.

Aegon Asset Management

Aegon Asset Management supports the Diversity Project.

We actively value the different perspectives and skills that a diverse workforce brings to our business. We are committed to equal opportunities in employment. We do not tolerate any form of discrimination and strive to ensure a company culture that encourages, supports and nurtures all employees to realise their potential.

We are committed to embracing diversity. This means developing a work culture that recognises, understands, values ​​and enhances the value of differences between individuals.

We recognise that a diverse workforce brings a wide range of resources, skills, ideas and energy to our business, ultimately resulting in a competitive advantage.

AllianceBernstein

Alliance Bernstein is working on the construction of a variety of, fair and comprehensive corporate culture that employees feel value and treat fairly. For Alliance Bernstein, diverse and comprehensive teams create a better company. We will create better ideas, make a more balanced decision, involve the community where we are active, and help clients achieve better results. We consider "diversity" as a fact, select "incration", and "equity" as the goal. Our office makes the following initiatives:

• Introduction of inclusive practices that can be effectively accessed by diverse human resources
• Providing a leader ship development program for those who have traditionally less presence in the financial service industry.
• We provide a place to talk about difficult themes with courage to deal with harmful prejudice and overcome them.
• Shows inclusive actions and develops a model that is an example
• Investments in employee resource groups, employee Wellness groups, and local communities that develop business globally

In AB, diversity, equity, and inclusions are on the desk of all employees, proud to be members of the diversity project, and to accelerate the progress toward inclusive corporate culture in the industry. We are continuing to support.

For more information about diversity, equity, and inclusions in Alliance Bernstein, please visit our website.

Alliance Bernstein's corporate culture is to take DEI into business as a whole.

Our DEI approach is intentionally performed to meet the global client's changing needs.

By utilizing the diversity of human resources, ideas, and skills, we support the achievement of clients' financial goals and ensure a comprehensive work environment for employees.

In addition, we believe that by providing services in a regional community with a large presence, we can give a greater impact in the field of financial literacy and social dynamism.

Diversity, comprehensive, equality, and wellbies are the core of our values. We want an environment where employees choose to shine themselves and feel that they are given the power to demonstrate their full personality.

This corporate culture is led by D & Amp; I Forums and H & Amp; WB Initiative sponsors. Our management guarantees that employees with all backgrounds are equally handled and fully contribute to our vision. We are pleased to be able to cooperate with other companies in the industry to build a more comprehensive industry as a supporter of the diversity project.

Looking to the future, we aim to continue to challenge ourselves in our inclusion practices by investing in diversity and wellbeing and recognising that there is always room for growth.

Amundi Asset Management

Groupthink in our industry is dangerous. We believe that improving workforce diversity leads to better business and societal outcomes for all.

As part of our ambition to address workforce diversity, we are proud to be members of the steering group of The Diversity Project, a key initiative to increase talent diversity across our industry.

The Diversity Project has already made significant progress in expanding the talent pool and we look forward to working even more closely with other industries to continue to foster diversity and affect change at all levels. This is a vital business imperative for us in creating a more innovative, flexible and stronger business.

AXA Investment Managers

AXA Investment Managers is proud to support The Diversity Project.

Being a diverse and inclusive employer is a business priority for AXA IM. Being a diverse and inclusive employer not only creates a richer working culture, but is also essential to the commercial success of our business.

This means we can attract talented people from the widest possible talent pool to better reflect and respond to the needs of our diverse customers. Embracing diversity also means a greater abundance of ideas, creativity, fresh perspectives and a willingness to challenge the status quo - all of which creates the right environment to foster greater innovation.

Our diversity and inclusion strategy has implemented a range of initiatives to promote the attraction, retention and career progression of all talent, including:

• Supporting working families through employee networks, training solutions and benefits provisions such as our Global Parent Policy.
• Signing the Women in Finance Charter and committing to the goal of increasing the representation of women in senior executive positions globally.
• Conducting a thorough analysis of our gender diversity using the world's leading EDGE (Economic Dividend for Gender Equality) certification tool.
• Ensuring diversity is promoted in our talent identification, development and recruitment processes.
• Developing inclusive leaders who understand the business benefits of inclusion and can drive the required company culture.

I am very proud of being able to participate in the Diversity Project, and I look forward to working with my peers to share the best practices and promote the entire industry.

Baillie Gifford

Like Bailey Giford's investment philosophy, we are carefully considering diversity and inclusions. It focuses not only on recruiting human resources with a variety of backgrounds, but also on creating inclusion culture. We aim to create and maintain a culture that makes each employee speak, listen to opinions, and feel that you can maximize your potential.

We participate in the diversity project, continue to improve the approach to diversity and inclusion, and promise to learn from the best practices in the investment industry as a whole and contribute to it.

Barnett Waddingham

Walk along with various ways to achieve common goals with diversity and inclusion

BW has different opinions, views, and cultural perspectives, develops a team that welcomes it, and has a true richness in daily activities.

We believe that a variety of ideas will bring better business results for our customers and ourselves.

Based on the corporate culture of doing the right things, all employees in BW want to be able to work on their jobs while feeling that they are also a member and respect. Masu. We value access to a wide range of human resources pools without boundaries and prejudice.

D & amp; i Network Today's diversity means more than race or gender. As a result, we are encouraging various voices through internal networks and providing an environment where you can listen. Our network cooperates to build an inclusive and diverse workplace.

RBC Blue Bay Asset Management is proud to be able to support the activities of the diversity project.

Our vision is one of the most comprehensive and successful companies in the world. In order to achieve this vision, it is necessary to implement a comprehensive approach to diversity, equity, and inclusion (DEI), and that all employees need to play an important role in creating an active work environment. I am doing it.

Our DEI frameworks are fully supported by the senior leadership team, and our processes and initiatives have helped to support inclusive corporate culture. Our framework contains many, for example, a number of initiatives for many years, for example:

• Providing famil y-friendly policies, such as flexible and flexible work styles, recruitment processes that are not bound by gender, and ant i-racist awareness training.
• We partner with organizations such as 10, 000 Black Interns, Sponsors for Educational Opportunity, and Girls are Investors, and participate in the Catalyst After School and Park View programs.
• We understand the need to raise awareness and actively drive change by supporting industry-wide discussions and research around culture and diversity best practices. For example, Erich Gers, CEO of RBC BlueBay, sits on the EMEA Culture and Diversity Committee of the Standards Board for Alternative Investments and has published a report on the principles of culture and diversity strategies. He is also a member of the DEI committee of the European Leveraged Finance Association and supports Reboot, an independent non-profit organization that aims to create long-term change around race and ethnicity.
• We have long been committed to actively finding and developing diverse talent, improving representation, closing the promotion gap, and assessing pay equity in diverse segments. For example, we encourage the voluntary use of personal pronouns to support our diverse and LGBTQ+ staff.

DEI is one of our core values ​​and one of our key strengths. We aim to practice diversity so that our employees, clients and communities can thrive. We are proud to have been involved in the Diversity Project and look forward to working with our peers to share best practices and promote progress across the industry.

At BNPP AM, we manage our assets with conviction, empathy and an open mind. We use our heads to create solutions and our hearts to bring out the best in people. BNPP is close to our clients by sharing their concerns and goals. This allows us to be similar to them and understand them better, while at the same time providing them with diverse perspectives. This is a crucial element in the investment decisions our fund managers make every day.

As a "sustainable investor for a changing world," it is important that we lead by example and act on behalf of the companies and markets in which we invest. DE& I is a strategic focus because we believe it is.

We believe that de & amp; i is a powerful lever that brings out the potential and a differentiation factor for becoming an outstanding asset manager. De & amp; i is our daily solidarity, and BNPP AM is seriously working on promoting change. Collecting data on diversity is an important challenge for our company last year after starting a questionnaire on equality and diversity. This valuable data allows you to find out how our employment policy and employment process work and identify the fields to be improved. Our corporate culture recognizes the value of accepting flexibility, encouraging a healthy work, life balance, and respecting individuals and its needs.

In recent years, the Group has set an ambitious goal of increasing the number of women's representatives in the Board of Directors, senior managers, and young human resources pipelines. In addition, webiner and conference, women leadership program, HEADSTART ACTION, 10000BLACKINTERNS, KICKSTART, Online / Virtual Ink Screening, Ban Young people through community schemes such as The Box We have started various initiatives, such as promoting employment. We were particularly focused on employment and successor development processes and wage gaps between men and women, and a major progress was seen. I am glad that we can partner with the Diversity Council and promote positive changes together.

Brown Brothers Harriman

Brown Brothers Hariman is proud to be able to support the diversity project.

Our abilities that create innovative solutions are born from a variety of perspectives, as a global team across backgrounds and borders, and utilizing comprehensive strengths and expertise. We combine more brain, insight, and creativity, create innovative products and solutions, and aim for the best workplace.

When searching for a solution, we will use all kinds of diversity, such as race, gender, gender, sexual orientation, age, ability, culture, educational background, personality, life experience, and other diversity to provide the best solution. 。 Our comprehensive corporate culture will actively seek such a variety of perspectives so that everyone can affect the global business.

Our commitment to diversity, equity and inclusion is reflected in everything we do to better compete in a rapidly changing global marketplace. By focusing on three pillars – workforce, workplace and marketplace – we empower our talented people, strengthen our inclusive culture, enhance our cultural dexterity, enrich our working environment and harness the power of fresh ideas.

Read more about our commitment to diversity, equity and inclusion at www. bbh. com.

Brunel Pension Partnership

Brunel Pension Partnership supports diversity projects because we believe it is essential to the long-term success of the company and beneficial for our investors. We have a 50/50 gender balance on our Board of Directors and our top positions as Chair and CEO, both women, Denise Le Gall and Dawn Turner. In addition, our workforce is almost 50/50 male and female.

Our positive work environment contributes to attracting and retaining talented staff from a wide range of backgrounds. Flexibility in terms of working hours and location allows for increased productivity and contributes to employee wellbeing.

Diversity is a key element of our responsible investment policy. We are working with the Diversity Project to embrace it more fully and we want to actively embrace the proposed updates to the UK Corporate Governance Code, focusing on culture, employee engagement and diversity. We are also members of the 30% Club and will support its aims and objectives through our involvement and voting.

It is our aim to be innovative and forward-thinking with regard to all aspects of our business and the investment industry. We believe that deepening our own knowledge of the impact of diversity through discussions with other Diversity Project member companies will help us advance this goal.

For us, diversity is about recognising and valuing our differences. It is about providing an inclusive, welcoming, open and accepting environment.

Camradata

One of our company values ​​supports the practical embrace of diversity. This value inspires us: "Diverse perspectives lead to richer ideas and better decisions. Diverse thinkers are valued for the unique contribution they can make."

Through our DE& I initiatives and networks, we strive to foster inclusion, allyship, cognitive diversity, and wellbeing for each and every employee.

We support the Diversity Project because we believe in the vision of a truly diverse and inclusive investment industry.

CarVal is committed to inclusion and diversity globally, fostering a culture where employees feel empowered to share different experiences, backgrounds and ideas.

Carval Investors

Our main strategic goal is to have a long-term commitment to inclusion and diversity globally, and to foster a culture where employees feel empowered to share different experiences, backgrounds and ideas. We achieve this through strategic partnerships with organizations such as the Diversity Project, Education & Training, and Intentional Foundations.

Shine is committed to enabling change by supporting initiatives, partnerships and programs related to diversity, equity and inclusion at our firm and across the asset management industry. This commitment is also what motivated us to want to work with the Diversity Project.

Cheyne Capital Management (UK) LLP

Chain wants to contribute to the sustainability of society. Therefore, we believe that a workforce comprised of people with diverse backgrounds, experiences and relevant perspectives will make us more successful, and we continually strive for a talent pool that is representative of today's multifaceted society.

Shine is committed to providing equal opportunities to all colleagues and applicants, regardless of gender, race, nationality, religion, age, orientation, socio-economic background, or disability. Shine aims to foster a work environment that supports all colleagues to be their authentic selves. We believe that by supporting a collegial approach that listens to everyone's voice and encouraging the sharing of thoughts and ideas, we create a strong, inclusive culture that fosters collective excellence.

To this end, Shine has implemented several initiatives around recruitment, professional development, retention, and inclusion. While much has been achieved, we know we can do more. With the path forward in mind, we hope to contribute to a more diverse and inclusive culture in the asset management industry by supporting and working with the Diversity Project.

Colchester Global Investors

Colchester is based on the core value that forms the core of our corporate culture and supports all of our actions. Being an employer who accepts diverse human resources is a basic element in our activities as an organization. We believe that each employee, customer, and stakeholders have something different, and the difference should be evaluated.

We are actively promoting honesty, trust, and humility, all of which form a part of our core value. We understand that we need coordination, teamwork, and respect for each other in order to do a good job, and we strive to incorporate this into inclusion efforts. Fostering such a comprehensive culture is extremely important for employees and customers who are the center of all our activities. We are proud to believe in the mission of the diversity project and play a part of the change.

Comgest

Comgest promises to nurture and accept diversity and inconvenience both inside and outside the company. We believe in the benefits of customers, colleagues, business and society. I am proud to be a member of the diversity project.

Comgest founders have designed a wide range of partnerships as an employee with autonomy and freedom, expressing, playing a role, and demonstrating potential. We aim to provide everyone with fair treatment and equal opportunities.

More than 200 employees have more than 30, and the gender ratio is almost half. We believe that teams with diverse and challenging opinions can produce better results because the decisio n-making process is wider and deeper.

Standing on such a wel l-balanced foundation, maintaining no discrimination, making clients, colleagues, and business partners can demonstrate each other's real self. there is.

We are proud to be able to support the diversity project that is mission to educate and improve this industry. With this important cooperation, Comgest can partner with the industry in the industry and exchange opinions on the opportunity and issues we face. We believe that such partnerships can continue to improve employee diversity and workplace inclusions.

Comgest, CEO, CIO

Delancey

I am looking forward to being a member of the diversity project and contributing to the mission.

In the past year, Danquet has been working on the company to officially make an approach to DEI i n-house. In particular, the real estate industry is characterized by a variety of human resources, and we want to contribute to improving internal practices and moving forward in the industry. As part of this initiative, we have built a DEI strategy (published on the DEI statement on our website: Delancey-diversity-equity-inclusion-statement. pdf). This DEI strategy has four hig h-level goals and its foundation: 1. Cultivation of Inclusion 2. Improvement of diversity 3. Promotion of external influence 4. Safe and fair workplace Ensuring the environment

As part of an initiative to promote external influence, which is the purpose of 3, we have exercised to consider industry groups that seem to be meaningful to be involved. The diver City project's aspirations and goals are very matching our goals, and the organization is highly valued as an industry organization that has a major impact on DEI. We are impressed by the activities of the diversity project, and we are impressed that we have become members and have the opportunity to be involved with groups and other corporate members.

The world needs different

To be a truly diverse and comprehensive organization is the top priority, even now that A & amp; O has focused on disability and social liquidity.

Inspired ideas and creative solutions come from a variety of perspectives and diverse life experiences. This is why diversity, fairness, and inclusion (de & amp; i) continue to be one of the strategic priority of A & amp; o.

A & amp; O has made a powerful progress in many fields so that people can play an active part in comprehensive culture. Recently, A & Amp; O has emphasized disability and social fluid.

6 % of British partners and employees have disabilities.

Regardless of the physical, nervousness, other types, having a disability should not be a obstacle for everyone to start a career or demonstrate potential.

A & amp; O understands that the level of support and the necessary adjustments are each person, and work closely with colleagues to understand individual needs.

AccessAbility Network

Accessability, a global network of A & amp; o, was formed to support colleagues, eliminate prejudice, and accept each person's talent.

Ghazi Abuyounis co-chairs Accessibility with Phil Waite, Workplace Manager in London. A senior associate based in Dubai who is visually impaired, Ghazi says: "I've learned that having a disability doesn't have to limit you. At A& O, anything is possible because we have the support. We're breaking down barriers and building a truly inclusive culture." Phil adds: "We want our colleagues to feel comfortable talking about how their disability affects them at work. Sharing our stories is important and AccessAbility is a safe space that encourages open discussion. One way A& O improves accessibility is the introduction of the Workplace Adaptation Passport, a digital record that brings together all the information in one place to identify the support or changes that colleagues may need at work. For example, if you move to a new team, attend a client meeting or training, you can be sure that you get the support you need without having to explain the adjustments you need to do your job.

"We've learned that having a disability doesn't have to hold you back. At A& O, anything is possible because we have support. We're breaking down barriers and building a truly inclusive culture."

Accessibility has also launched the company's first "Neurodiversity Peer Support Group" in London, specifically for colleagues with neurodiverse conditions and those who care for them.

Neurodiversity includes Attention Deficit Hyperactivity Disorder (ADHD), dyslexia, apraxia, agnosia, dysgraphia, autism, Tourette's syndrome, and chronic mental illnesses such as bipolar disorder and schizophrenia.

"At the heart of neurodiversity is challenging the assumption that great minds think alike," says Lisa Nguyen, DE& I partner for the Americas. "Many of us excel because we see and do things differently, not in spite of them. It's important to recognize that neurodiverse colleagues often have unique strengths, perspectives and abilities that can contribute positively to the workplace.

A& O launched an internship program for outstanding law students with disabilities in Paris and, after three successful years, in Luxembourg. The Légal à Egal program aims to remove the barriers that students with disabilities often face when trying to enter the legal profession.

Légal à Egal – internship programme for law students with disabilities

The program includes two internships, one at a law firm and one at a corporate legal department, and with a single application process, students do not have to repeatedly explain their disability or the workplace adjustments they may need.

Légal à Egal also reaches students at universities in Luxembourg, France, Belgium and Germany. Clients include Chanel, Total, BNP Paribas and Bank of America.

Jean-Baptiste Lebel, Head of Human Resources in Paris, comments: "The program has been very well received by the local legal market and clients, and it broadens the conversation about disabilities. It helps to remove barriers and change perceptions in the industry so that, with the right support and adjustments, students have the opportunity to thrive in a legal career."

A& O strives to be open, accessible and inclusive, and believes that no one should have their future determined by their background. In collaboration with the Social Mobility Working Group, A& O's Social Mobility Network aims to influence and shape policy within A& O, the legal industry more broadly, and on social mobility issues related to recruitment and retention.

Boosting social mobility

Role models and representatives often make the biggest difference in helping people believe they have a place and can thrive in an organisation. A& O's Social Mobility Mentoring Scheme targets colleagues from lower socio-economic backgrounds, offering mentors the opportunity to learn from senior mentors from similar backgrounds. The scheme was introduced by the Social Mobility Network.

Through this scheme, introduced by the Social Mobility Network, colleagues can gain career insights, advice as well as support from someone who understands their experience.

A& O knows that young people from lower socio-economic backgrounds still find it difficult to enter the legal profession, particularly in many countries. And even if they do enter the legal profession, they may face additional challenges. This is one of the reasons why A& O is so enthusiastic to introduce the Solicitor Apprenticeship scheme in September 2022, which will be a significant step in widening access to A& O and the legal profession.

The first six apprentices will start working for A& O in September 2022 as part of a six-year programme to qualify as a solicitor in England and Wales. A& O is one of the first major law firms to introduce such a scheme.

The initiative offers an alternative route from school to becoming a lawyer, giving young people who don't go to university the opportunity to gain an academic qualification and earn a salary while becoming a lawyer.

"University isn't for everyone, including for financial reasons," says James Partridge, early career recruitment partner and chair of A& amp; O's social mobility working group. "Having these alternative routes allows a wider range of talented young people to get into the legal profession."

A& amp; O trainees spend time in the legal practices group and have the opportunity to work in A& amp; O's innovation hub, Fuse, the Market Innovation Group, Legal Tech, eDiscovery and Project Management teams. Trainees work four days a week and study one day.

"Whatever your background, A& amp; O wants to be a place where the best talent can come," he says. "Our background should never limit our opportunities."

"We want A& amp; O to be a place where the best talent can come, regardless of their background. Our background should never limit our opportunities."

Alina Stelmokaitė and Josh Wilkins are two of A& amp; O's pioneering trainees. What are their thoughts after a year?

Alina said: "At first, I was surprised by how friendly A& amp; O was. When I first heard from people about A& amp; O's friendly and welcoming culture, I couldn't believe it. A& amp; O definitely breaks the stereotype of a typical commercial law firm.

Since joining A& amp; O, I have been amazed by the quality of work. At first, I was surprised by how much exposure I had to clients and transactions, and how much my colleagues trusted me."

In City Century, more than 50 City law firms have committed to increasing the number of solicitor trainees in the City of London.

Collaboration across the legal sector

A& O is one of six law firms spearheading City Century with the City of London Law Society. Everyone involved is committed to identifying and recruiting apprentice lawyers, as well as raising awareness of the importance of this initiative within the legal industry. "As part of City Century, we will mentor firms that have not yet launched their programmes and share best practice, helping to get more successful solicitor apprenticeship schemes established across the City.

A& O has also launched a new global virtual work experience programme to enable a wider audience to gain insight into life in the legal industry. Two free virtual legal work experience programmes are available, covering employment law and M& A and technology law. Designed by A& O lawyers, the two programmes are self-paced and accessible from anywhere in the world, and provide participants with a range of real-world work experiences that help them understand the day-to-day work of a commercial lawyer, the skills required and, most importantly, practice opportunities.

A& O has been ranked 7th out of 75 companies in the Social Mobility Foundation's Employer Index 2023. This is the fifth consecutive year that the firm has improved its ranking and its highest position to date.

Top 10 UK employer for social mobility

The index, considered the leading employer-led authority on social mobility, is an annual benchmarking tool for organisations aimed at understanding their own performance on social mobility and identifying areas for improvement.

A& O is committed to promoting social mobility and accessibility for people with disabilities, while also striving for a more equitable approach in the areas of gender, LGBTQ+, and race and ethnicity. Joe Dooley, head of diversity, equity & inclusion, said: "Having achieved most of the gender targets set in 2018, A& O has reviewed our progress and set more ambitious targets for 2022 to position the firm for continued growth. We are seeing meaningful change.

Associate ratio remains stable at around 50%

Striving for a better gender balance

Senior associate ratio has increased from 35% to 48% over the past five years.

50% women at every level

• Counsel ratio has increased from 30% to 40% over the past five years
• 25% globally now, up from 18% in 2018
• 2023: 42%

50% women partners

• 2022: 36%

40% partner promotion candidates every year

• 2021: 33%
• 2020: 45%
• 38% of executive committee members are women
• A& O continues to work to ensure lesbian, gay, bi, trans, and queer (LGBTQ+) colleagues know that A& O is a safe place, wherever they are in the world. No matter who they are or what their differences are, A& O’s goal is for employees to feel fully capable of bringing their authentic selves to work.

30% of women in elected leadership positions

• Some of the ways A& O will achieve this include:

LGBTQ+ visibility, representation and inclusion

Inviting LGBTQ+ changemakers into A& O to focus on allyship, share stories, educate, and spark change, as well as share global ally guidance more broadly.

Launching a global LGBTQ+ mentoring program in conjunction with A& O’s network.

• Add gender confirmation care to private medical insurance in the UK.
• A & amp; OUT Global Women's Group Enlarge network.
• Stonewall, the world's second largest LGBTQ+charity group, highly appreciates A & Amp; O commitments, which promotes LGBTQ+people in the workplace.
• 6 % of British partners and employees recognize LGBTQ+.

A&O’s global network for its LGBTQ+ community has over 150 members and 750 allies across the world.

A & amp; O continues to focus on attracting, maintaining and promoting human resources with racial and ethnic minorities, and has secured an inclusive corporate culture throughout A & Amp; O.

In 2020, A & Amp; O announced a new goal in the London Office.

Race and ethnicity – enabling diverse people to thrive

Since the global situation of races varies greatly from region to region, it is necessary to respond to each region.

Data privacy obligations in each region are not always allowed to collect the data required to set goals throughout the A & amp; O network. However, A & amp; O has decided to start a start and wants to use the London approach as a demonstration on how to commit to the goal.

15% of Ethnic Minority Partners by 202 5-15% currently (including three black partners who have been promoted in the past two years)

25% of Ethnic Minority lawyers and support staff by 202 5-Current 26

• 35%of the trainees of ethnic minorities every year (of which 10%are black trainees) -Current 51%, 5%of the black trainees
• Half the retention rate of trainees and lawyers, especially black associates.
• Destructive technology, such as AI, robot engineering, and cloud computing, will continue to form our lives and communication. In our way of working, new jobs have appeared in a wide range of occupations, levels, and skills.
• Professionals require a combination of appropriate skills to utilize this new world in the future and in the future. Similarly, the important thing is to confirm that the future of work has been open to everyone.

The re-skilling revolution needs to start today

Link y-in's economic graph is based on the interaction of more than 660 million members, more than 50, 000 skills, 30 million companies, 200 million job information, and 84, 000 schools. The economy is digitally displayed in real time.

We and this forum share these insights with corporate and government leaders as part of a regular report series on gender equality in new work, skills, and labor. These leaders affect their employment practices, education and training policies. By gaining the right insight, employees and their voters can make better preparations for future work.

I attended the Davos Conference last week, talked to these leaders and shared the latest information.

The Fourth Industrial Revolution has created a new type of work rooted in technology. Of the occupation clusters we identified in the World Economic Forum's "Tomorrow's Work" report, the three types of cloud, engineering, and data are the most fas t-growing occupations in the whole, artificial intelligence (AI), robot It requires destructive technical skills such as engineering and cloud computing. Technology such as AI is very popular, so in no n-traditional hig h-tech fields, such as sales and marketing, will have more duties that require basic understanding of AI.

Although it is not as rapid as a technical position, it has also emerged as a more diverse skill, especially new sales, content production, and human resources, as complementing the rapidly growing technical industry. As automation spreads, the demand for soft skills will continue to increase. Skills such as creativity, persuasive power, and coordination are ranked highest in the most demanding soft skills, but both are virtually impossible.

Tech skills are essential, but don’t underestimate soft skills

We need to do this in a way based on information, confirming that school curriculum and r e-education efforts are designed to reflect the required skill set.

The data reflects the diversity of new opportunities, but further analyzing is concerned about the imbalance of people who can use the opportunity. In continuous surveys on the forum gender, the largest gender disparity among the new occupations is the duties that depend on destructive technical skills, and the ratio of women in cloud, engineering and data occupations. It is less than 30 % (12 % low in cloud computing). < SPAN> We and this forum share these insights with corporate and government leaders as part of the regular report series of gender equality in new work, skills, and labor. These leaders affect their employment practices, education and training policies. By gaining the right insight, employees and their voters can make better preparations for future work.

I attended the Davos Conference last week, talked to these leaders and shared the latest information.

With the rapid evolution of jobs, many women are or will be locked out

The Fourth Industrial Revolution has created a new type of work rooted in technology. Of the occupation clusters we identified in the World Economic Forum's "Tomorrow's Work" report, the three types of cloud, engineering, and data are the most fas t-growing occupations in the whole, artificial intelligence (AI), robot It requires destructive technical skills such as engineering and cloud computing. Technology such as AI is very popular, so in no n-traditional hig h-tech fields, such as sales and marketing, will have more duties that require basic understanding of AI.

Although it is not as rapid as a technical position, it has also emerged as a more diverse skill, especially new sales, content production, and human resources, as complementing the rapidly growing technical industry. As automation spreads, the demand for soft skills will continue to increase. Skills such as creativity, persuasive power, and coordination are ranked highest in the most demanding soft skills, but both are virtually impossible.

We need to do this in a way based on information, confirming that school curriculum and r e-education efforts are designed to reflect the required skill set.

There’s untapped talent to fill the gaps in emerging jobs

The data reflects the diversity of new opportunities, but further analyzing is concerned about the imbalance of people who can use the opportunity. In continuous surveys on the forum gender, the largest gender disparity among the new occupations is the duties that depend on destructive technical skills, and the ratio of women in cloud, engineering and data occupations. It is less than 30 % (12 % low in cloud computing). We and this forum share these insights with corporate and government leaders as part of a regular report series on gender equality in new work, skills, and labor. These leaders affect their employment practices, education and training policies. By gaining the right insight, employees and their voters can make better preparations for future work.

I attended the Davos Conference last week, talked to these leaders and shared the latest information.

Upskilling is only one part of the solution

The Fourth Industrial Revolution has created a new type of work rooted in technology. Of the occupation clusters we identified in the World Economic Forum's "Tomorrow's Work" report, the three types of cloud, engineering, and data are the most fas t-growing occupations in the whole, artificial intelligence (AI), robot It requires destructive technical skills such as engineering and cloud computing. Technology such as AI is very popular, so in no n-traditional hig h-tech fields, such as sales and marketing, you will need more duties that require basic understanding of AI.

Although it is not as rapid as a technical position, it has also emerged as a more diverse skill, especially new sales, content production, and human resources, as complementing the rapidly growing technical industry. As automation spreads, the demand for soft skills will continue to increase. Skills such as creativity, persuasive power, and coordination are ranked highest in the most demanding soft skills, but both are virtually impossible.

What’s next

We need to do this in a way based on information, confirming that school curriculum and r e-education efforts are designed to reflect the required skill set.

The data reflects the diversity of new opportunities, but further analyzing is concerned about the imbalance of people who can use the opportunity. In continuous surveys on the gender of this forum, the largest gender gap in the new occupations is the duties that depend on destructive technical skills, and the ratio of women in cloud, engineering and data occupations. It is less than 30 % (12 % low in cloud computing).