Occupier-Edge_Ed5_A4 - AR
A Culture of Belonging: Diversity & Inclusion in the Workplace
According to PwC’s Annual Global CEO Survey, 85% of the CEOs surveyed whose companies have a formal diversity and inclusiveness strategy said it’s improved their bottom line.
Actively working to attract, develop, and empower a deep pool of talent should be at the centre of any diversity and inclusion strategy and needs to be a priority for global and local leadership. By working with people from different backgrounds, with different experiences and working styles, we learn, and get another view. Diverse views make for better decisions, more robust thinking, and thus drive a high-performance culture. Ultimately, a sense of belonging creates a healthier and more successful employee experience. Research shows that diversity is needed for teams to be their most productive, whether it be in age, religion, racial/ethnic, disability, sexual orientations, heritage, socioeconomic, geographic, and life experiences.
Organisations all over the world are making business cases for why diversity matters. Not only does it drive revenue, it motivates employees and fosters innovation. Chief Diversity Officers are filling space in the board room every day with the promise to drive financial return. By promoting inclusive mindsets that inspire loyalty where every individual has the freedom to contribute authentically, different backgrounds, and point of views allows corporations to thrive. Diversity and inclusion isn’t just the right thing to do, but it’s also good for business. It demonstrates loyalty to your client base and delivers them better, and more comprehensive solutions. There is always more than one way to solve a problem, and a wider range of diversity in our people ensures more diverse thinking and creative outputs.
JAMES PATTERSON Chief Executive Australia firstname.lastname@example.org
ANNA TOWN Head of Strategic Marketing Australia email@example.com
VALENTINA NASTOSKA Marketing Manager Global Occupier Services firstname.lastname@example.org
BOTTOM LINE: A DIVERSE WORKPLACE IS A STRONG WORKPLACE .
4 The Occupier Edge
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