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EY Americas Sustainability Report 2013
Building a better working world together
Building a better working world together
Contents
1 A note from the EY Americas Managing Partner
2 EY at a glance3 Our commitment3 Our strategy
4 Our clients6 Providing exceptional client service8 Investing in our service lines12 Applying an industry focus12 Promoting sustainability as a global leader
in professional services14 Instilling professional values
20 Our people22 Creating the highest-performing teams26 Empowering our people with learning and
professional development28 Valuing diversity and inclusiveness
34 Our communities36 Engaging globally38 Investing in entrepreneurship and innovation40 Investing in our communities40 Supporting entrepreneurship in our communities44 Expanding opportunities for women45 Supporting the workforce of the future46 Demonstrating environmental stewardship
50 How we are organized51 EYG structure52 Americas Area organization structure 53 Partner remuneration
54 About this report
56 Determining report content and materiality58 Stakeholders and mechanisms of engagement59 GRI summary table60 GRI Application Level Check letter
61 Contacts
Stephen R. Howe, Jr.EY Americas Managing Partner
Increasingly, there is an expectation that organizations play a larger role in addressing the economic, social and environmental issues through the products and services its sells, as well as its governance and accountability.
In late 2012, the global EY organization launched Vision 2020. A global initiative, Vision 2020 details our purpose, ambition, strategy and positioning for building a better working world in four distinct categories:
1. Clients. Through timely and transparent information, we
and in economies across the world. Through our professional services, we help our clients improve and grow, resulting in higher living standards and more opportunities for growing local economies. And through our Strategic Growth Markets practice, we recognize and help entrepreneurs, who are the key to economic health.
2. People. We are committed to a highest-performing teaming culture with great people who develop into future leaders; inclusive, borderless teams; and people who live our values. Our people support one another in pursuit of their personal best, and they possess an unwavering commitment to diversity and inclusiveness.
3. Communities. Our people support the wider marketplace and communities. Globally, we work with organizations such as the World Economic Forum (WEF). Locally, our people give their time, skills and knowledge to the communities in which we live and work.
4. Environment. We recognize that the biggest positive environmental impact we can have is by supporting our clients in their goals to operate more sustainably. We help our clients improve their environmental performance, lower costs, manage risk and increase transparency. We also recognize our own environmental responsibility. As such, we continue to challenge ourselves to work in a more environmentally responsible manner
with our stakeholders.
Although we have launched Vision 2020, we are only at the beginning of our journey. We have a lot of hard work ahead to
years to come is to support our clients, our people and our communities in making the right decisions. EY is working toward a better working world every day, and we are committed to doing all we can to achieve it.
A note from the EY Americas Managing PartnerGlobalization; evolving relationships among economies, institutions and nations; and accelerating technology innovation have created an interconnectedness and interdependency among business, people and communities.
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EY Global EY AmericasErnst & Young Global Limited headquarters
People worldwide
operate in
London
175,000 US$25.8b
140
1
2
3
1. Audit clients 26%2. Non-audit clients 37%3. All other companies 37%
1. Audit clients 25%2. Non-audit clients 55%3. All other companies 20%
1
2
3
2012 Fortune Global 500 2012 Forbes Global 2000
People
53,835Revenue
US$10,200m
Our service lines
• Assurance• Tax• Transaction Advisory
Services (TAS)• Advisory
• Asset Management• Automotive• Banking & Capital
Markets• Cleantech• Consumer Products• Government & Public
Sector• Insurance
• Life Sciences• Media & Entertainment• Mining & Metals• Oil & Gas• Power & Utilities• Private Equity• Real Estate• Technology• Telecommunications
Our Global Sector Centers
EY at a glance
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Our strategyIn late 2012, the global EY organization launched Vision 2020, which sets out our purpose, ambition, strategy and positioning for building a better working world.
Our strategy for Vision 2020 is set, but the road to achieving our vision is still a work in progress. As part of its development, we have been taking an in-depth look at how the world is changing and where we see our place in it. We want that place to be an organization that will set the pace for how the profession should serve our clients and the public interest with greater relevancy, transparency and professionalism.
The hard part is still to come. In the coming years, we will implement changes and modify our approaches to take our
extend and amplify our abilities to:
• Deliver exceptional client service worldwide that contributes to our clients’ overall success, strengthens the connection between service quality and market growth, and enhances public trust in capital markets
• Develop the highest-performing teams that use cross-border and cross-cultural strengths to deliver exceptional client service
• Support our communities through entrepreneurship, developing the future workforce and championing the role of women in business
We will succeed in achieving our vision by delivering on our commitments and by fostering sustainable growth in ways that we feel can have the biggest impact.
We believe that everything we do — every service we provide, every interaction with a client or colleague — should make the working world better than it was before.
Our commitment
“As part of Vision 2020, we are improving every aspect of EY, from how we recruit our people to how we manage our knowledge. We are setting ourselves apart by creating the highest-performing teams, to deliver exceptional service to our clients around the world. These improvements will transform our organization as we build a better working world every day.” Mark Weinberger Chairman and CEO, EY Global
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Our clients count on us to deliver exceptional client service that contributes to their overall success.
Our clients
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Total EY Americas Professionals that are devoted to each service line
of our client-serving people have signed the EY Global Code of Conduct
100%
TAS 2,518Advisory 10,500Tax 10,400Assurance 18,000
Ethics-related training hours (data privacy)
43,518 hours
$8,981m$9,820m
$10,200m
2011 2012 2013
43%
6%
25%25%
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Our organization has a strong sense of obligation to serve a number of stakeholders who count on us to deliver quality and excellence in all that we do. Throughout our history we have taken our role as public accountants and the important role we play in the world’s capital markets very seriously.
Strong capital markets contribute to improving living standards in economies around the globe. While our Assurance services see that accurate, transparent and timely information goes to these markets, our other services play an important role as well. Our Tax services help taxpayers meet their obligations amid ever-changing and complex tax regulations. Our Advisory
enabling them to grow sustainably — and providing opportunities for local economies to grow with them. Through TAS, we advise clients on how to raise, preserve and optimize capital.
We are committed to a multidisciplinary business model because we believe it improves audit quality, particularly when supported by an effective governance environment; helps us attract and retain the best talent; and enables us to provide exceptional client service. Although we offer outsourcing services to our clients, we do not outsource any activities that are material to EY’s exceptional client service delivery.
Providing exceptional client serviceAll of our service lines are committed to providing exceptional client service. To deliver on this commitment, we are embedding exceptional client service into how we measure quality, our people’s goals and even our recruitment techniques.
Providing exceptional client service requires understanding clients’ different needs and tailoring our services for them based on their size and the industry in which they work. We are committed to embedding a stronger sector perspective in our service lines and incorporating greater sector relevance in how we develop people and deliver services.
In terms of the size of our clients, large global businesses are always raising their expectations about being served globally, with the same high-quality service everywhere in the world.
Our clients
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Increasingly, global businesses need help with evaluating new business opportunities, expanding into and out of emerging markets, complying with regulatory rules across numerous countries, fostering a global workforce and interacting with governments.
The middle market comprises many mature, stable and
These companies face many of the same issues as our largest clients — but without the in-house resources to tackle them. They need our support in executing transactions to drive growth and
to expand into new markets around the world. All of the complex issues faced by companies within the middle market require high-value services that we are committed to providing.
We have long recognized the potential of entrepreneurs, who continue to drive growth in many markets. Over the past three decades, we have been working with entrepreneurs, adapting our experience, industry capabilities and resources to work for entrepreneurial, fast-growth companies.
All of our service lines are committed to providing exceptional client service. To deliver on this commitment, we are embedding exceptional client service into how we measure quality, our people’s goals and even our recruitment techniques.
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Our clients
Investing in our service lines
“There is a clear public purpose at the heart of the work we do in Assurance each and every day. While we are often serving varied sets of stakeholders, they are all united by the expectation that we will bring a high degree of proven professional skepticism and insight to the work we perform. From investors to regulators to environmental advocates and our client businesses, we have responsibility for
the betterment of our working world.” Tom Hough EY Americas Vice Chair, Assurance Services
We have four service lines: Assurance, Tax, TAS and Advisory. We take an integrated client-focused approach to provide each with
expect us to be innovators. Working closely with our 16 Global Sector Centers, our service lines are constantly investing in new services and technologies.
AssuranceAssurance is our largest service line with 66,000 professionals around the globe. In the EY Americas Area we have more than 18,000 professionals. External Audit comprises the largest share of our Assurance practices, complemented by three focused competencies: Climate Change and Sustainability Services (CCaSS), Fraud Investigation & Dispute Services (FIDS), and Financial Accounting Advisory Services (FAAS).
We have seen dramatic change and increased complexity in the
perhaps more than ever, delivering high-quality audits is essential to building investor trust in the capital markets. As a result, EY is investing heavily in Audit practices through a multiyear program that will transform the delivery of audit services and further enhance audit quality and global approach.
By investing in innovative audit tools, we will be better able to capture and analyze large volumes of data, enabling us to obtain deeper business insights that, in part, support executing high-quality audits. Using our advanced audit tools, we will spend less time on administrative tasks and more time executing audit procedures in emerging risk areas.
Leveraging many of the same professional characteristics of audit, our competency areas or specialty practices allow us to address an array of issues confronting modern business, including fraud prevention and detection. There is a continued and growing need for sustainable business strategies and integrated reporting. To meet these needs, we will continue to grow and invest in each of our competencies — CCaSS, FIDS and FAAS — so that we provide the most relevant assurance services in the world.
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TaxOur network of 35,358 Tax professionals globally, 10,400 of which are based in the Americas Area, covers all tax disciplines, including business tax, indirect tax, international tax, transactional tax and tax-related issues associated with human capital.
We have invested in three profession-leading Area Tax Centers
the Americas) that operate as virtual hubs providing coordinated pan-regional services across a range of tax practices. An integral
which provides multinational clients with real-time advice across a spectrum of geographies and markets where they have
accelerated our investments in the emerging markets to serve our developed and emerging-markets clients effectively as they execute their expansion and globalization agendas.
We understand that our clients need to stay current with today’s fast-changing tax policy and legislation wherever they do business. In response, we launched a Global Tax mobile app with 3,500 pages of content from our suite of global tax guides.
our tax technical content in a mobile format. It enables the user
users when updated content is available.
“EY Tax is committed to helping our clients manage their tax functions across the tax life cycle, including planning, accounting, compliance, controversy and governance. With the pace of globalization and legislative changes today, it is more important than ever for tax directors to have a global perspective on their tax compliance around the world and to consider ways in which to engage constructively with all stakeholders internally and externally, including tax authorities, on a bilateral or multilateral basis.” Kate Barton EY Americas Vice Chair, Tax Services
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Our clients
AdvisoryEY Advisory Services helps clients accelerate their business performance. Our 29,747 consultants globally and 10,500 in the
with evolving business priorities; sales and marketing functions to retain valuable customer relationships; internal audit functions to become more relevant to the business; and supply chains to deliver lower costs, more revenue and better shareholder value.
By improving business processes and implementing technologies that drive performance, and through collaboration and discipline, our clients achieve transformational change and results that last.
“In today’s volatile economy our clients are challenged more than ever to be the best in their industry, to be more globally relevant and to be more innovative. As an industry leader with a global presence and a unique set of capabilities, our organization helps our clients to optimize, grow and protect their businesses while driving continual innovation.” Bob Patton EY Americas Vice Chair, Advisory Services
”Through the Capital Agenda and our capabilities, we help clients build and sustain their businesses amid challenging markets and complex transactions. In so doing, we are also building sustainable TAS practices
our professionals not just as service providers, but as strategic advisors to companies around the issues at the very heart of their strategy.” Rich Jeanneret EY Americas Vice Chair, Transaction Advisory Services
TASEY Transaction Advisory Services (TAS) professionals, 8,776 globally and 2,518 in the Americas Area, help clients strategically manage their capital and transactions in a fast-changing marketplace.
TAS achieves this through the Capital Agenda — a strategic, client-centric framework that captures the full range of companies’ strategic priorities around a four-quadrant capital cycle: preserving, optimizing, raising and investing capital.
global TAS market, creating a platform for us to serve as strategic advisors to our clients on all aspects of a transaction and the capital life cycle. It has also enabled us to sustain leading-class branding through our detailed and industry-focused semiannual
We will continue to drive innovation across TAS to further anticipate changing market dynamics. As part of EY’s Vision 2020 strategy, TAS has brought together an integrated set of client-focused services under the banner of Transaction Strategy and Operations (TSO). TSO enables TAS professionals to generate conversations with clients on their most critical strategic opportunities and
issues — well ahead of capital events or transactions. This competency builds on our strengths across numerous services,
and portfolio analysis, commercial due diligence, valuation and
integration, divestment advisory and infrastructure advisory.
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Our professionals in the Americas and around the globe
Assurance
Tax
Advisory
TAS
More than
More than More than
More than More than
in the Americas
in the Americas
in the Americas
in the Americas
More than
More than
More than
Assurance professionals
globally
Tax professionals
globally
Advisory professionals
globally
TAS professionals
globally
66k18k 10k
10k 2.5k
35k
29k
8.7k
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Our clients
Applying an industry focusOur clients increasingly expect relevant industry insights on the issues that affect their business. EY has invested in 16 Global Sector Centers, which serve as networks for gathering, distilling and sharing industry-focused knowledge and experience:
• Asset Management
• Automotive
• Banking & Capital Markets
• Cleantech
• Consumer Products
• Government & Public Sector
• Insurance
• Life Sciences
• Media & Entertainment
• Mining & Metals
• Oil & Gas
• Power & Utilities
• Private Equity
• Real Estate
• Technology
• Telecommunications
We encourage our people, across all service lines, to be part of
commitment of time and resources means that we can anticipate market trends, identify implications and develop clear points of view on relevant industry issues. This information is shared with EY associates to help formulate actionable insights for our clients.
“Our Global Sector Centers help teams bring a sector-focused viewpoint to our clients’ issues and demonstrate our knowledge in the marketplace.” Stephen Almassy EY Global Vice Chair, Industry
Promoting sustainability as a global leader in professional servicesClimate change and sustainability are fundamental business issues that are opening up new opportunities to reduce costs and increase revenue. These issues are also introducing new risks, from brand and reputation to legal liability and regulatory compliance.
In 2013 six growing trends in corporate sustainability, a recent survey of 272 respondents from 24 sectors that was conducted in cooperation with GreenBiz Group, 65% of respondents stated their CFOs have become involved in sustainability.
Business leaders around the world understand the need for a more encompassing approach to sustainability — and so do we.
embed our climate change and sustainability services across all of our service lines, geographies and industries, enabling us to deliver comprehensive solutions that demystify the highly complex world of sustainability.
Sustainability servicesThrough our CCaSS network, we help our clients navigate their sustainability journeys. We understand business and regulatory threats and opportunities, deliver strategy, explore commercial transactions, devise carbon management plans, monitor performance and add rigor to public disclosures on progress.
EY’s global network of sustainability professionals spans Assurance, Tax, Transactions and Advisory services. With
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engineering and business, our professionals provide sustainability services across industry, government and professional services sectors. We are one of the few professional services providers with a global assurance methodology for sustainability, and we have been central to the development of independent assurance standards and reporting practices, in terms of both the methodologies used and the standards applied. We are committed to working with like-minded organizations or those looking to make the move toward developing leading sustainability initiatives.
sustainability services to our clients, we have shared a number of insights on sustainability issues, including:
•
•
(in conjunction with the Committee of Sponsoring Organizations of the Treadway Commission (COSO))
•
•
• corporate sustainability
For details or to download a copy of our thought leadership relating to sustainability, please visit www.ey.com/us/sustainability.
Global Cleantech CenterFrom start-ups to large corporations to national governments, organizations worldwide are embracing clean technologies as
advantage. Cleantech enables the transformation of a variety
economy; we see innovation in technology, business models,
corporate adoption.
In addition to a wide range of assurance, tax, transaction and advisory services we provide to clients relating to cleantech, we also regularly publish thought leadership pieces on cleantech and energy issues. We are particularly proud that our Renewable
celebrated its 10th anniversary with a complete refresh that made it more relevant than ever before.
also provides our clients with relevant insights from American companies and the US
•
• on water issues
For details or to download a copy of our thought leadership relating to cleantech, please visit www.ey.com/cleantech.
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Our clients
Instilling professional values
and the world’s capital markets. We recognize the importance of this role and take seriously our commitment to executing high-quality professional services.
We also understand that apart from our people, our reputation is our most important asset. Our shared approach, globally consistent policies and practices, independence processes and Global Code of Conduct strengthen our ability to set the bar for service quality.
Setting the tone at the topSetting the right tone at the top is a key responsibility of our senior leadership teams. We communicate to our people that quality and professional responsibility start with them and are the most important things they do every day. Our approach to ethics and integrity is embedded in our training programs and internal communications. Senior management regularly reinforces these expectations and the importance of performing quality work and complying with professional standards and our policies through varied forms of communication. Also, we assess quality of professional service as a key metric in evaluating and rewarding all professionals.
Our culture strongly supports collaboration and teamwork and places special emphasis on the importance of consultation in dealing with complex or subjective accounting, auditing, reporting, regulatory and independence matters. We also emphasize the importance of determining that an engagement team and client have correctly followed consultation advice.
Our internal message consistently has been that no single client is more important than our professional reputation — the
our professionals.
Global Code of ConductThe EY Global Code of Conduct provides a clear set of standards
actions and conduct across all areas of activity. It is organized
• Working with one another
• Working with clients and others
• Acting with professional integrity
• Maintaining our objectivity and independence
• Respecting intellectual capital
We ask everyone at EY to make a personal commitment to abide by the EY Global Code of Conduct — 100% of client-serving professionals in the Americas Area have signed a pledge to uphold our Global Code of Conduct. To support our Global Code of Conduct, we offer “Living our values” training as part of our orientation sessions for all newly hired employees of member
learn EY values and principles in the EY Code of Conduct and how they apply in everyday work. In 2013, 99% of new employees completed “Living our values” training.
Additionally, we have EY/Ethics Hotline, a global ethics hotline, to provide EY people, clients and others outside of the organization
unethical or improper behavior that may be in violation of professional standards or otherwise inconsistent with the Global Code of Conduct. EY/Ethics Hotline is operated by external
anonymous hotline reporting services for companies worldwide.
Of course, having a set of principles is only part of the story; what really matters is seeing that they are embedded within our culture and enforced at every level of the business. We run an annual Chairman’s Values Award program, which gives EY
who are bringing our values to life every day. This engages all our people in a collective effort to set the standard for responsible behavior and acknowledge those that are living it.
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1. Ernst & Young LLP, a Canadian limited liability partnership.2. Mancera, S.C.3. Ernst & Young LLP.
Although the work that we do is reward in itself, we’re always honored when respected organizations recognize our
EY global awards•
services by Verdantix
• Ranked 12th World’s Best Multinational Workplace by Great Place To Work®
• Finance International
• Ranked number one for deals closed in 2009, 2011 and 2012 by Dealogic
• Ranked number one in the Mergermarket league tables
• Recipient of the award for Value and Excellence in Consulting in new and digital medias by the Association of Management Consulting Firms
• Winner of Most Admired Knowledge Enterprise Award for 14th year by Global Most Admired Knowledge Enterprise
EY Americas awards• EY Canada1 chosen as one of Canada’s Best Diversity
Employers by MediaCorp
• Top Employers by MediaCorp
• EY Canada named Best Workplaces in Canada by Great Places to Work Institute
• EY Canada named Canada’s Top Employers for Young People by MediaCorp
• EY Mexico2 named a Socially Responsible Company by the Mexican Center for Philanthropy
• EY Mexico named an Inclusive and Responsible Family Company by the Ministry of Labor and Social Welfare
• EY Mexico named Best Companies to Work in Mexico by Great Places to Work® Institute
• EY Mexico named Best Companies to Work in Mexico for Women by Great Places to Work® Institute
• EY US3 chosen as one of the super companies, a place where all want to work by
• EY US earned 100% rating for the ninth consecutive year on Human Rights Campaign Foundation’s Corporate Equity Index
• EY US ranked 57th and among the top 100 for the 15th consecutive year on magazine’s 100 Best Companies to Work For®
• EY US ranked for the 10th time as one of magazine’s Top 50 Companies for Diversity
• EY US rated one of magazine’s 100 Best Companies for Working Mothers — our seventh year in a row in the top 10 and our 16th year on the list
• EY US received top honors as Best College Recruiting Program for the sixth consecutive year, as well as Best Employee Referral Program and Best Employer Brand at the 2013 ERE Recruiting Excellence Awards
• EY US recognized as Universum’s Top 100 IDEAL™
US Undergraduate Universum IDEAL™
Awardsand recognition
Our clients
EY has a zero-tolerance policy concerning unethical or illegal business practices, and we avoid working with clients and suppliers whose standards are incompatible with the EY Global Code of Conduct. We have an open and transparent relationship with regulatory bodies, including tax authorities.
Compliance with applicable legal requirementsThe EY Global Code of Conduct provides a clear set of standards
our values underpin our commitment to doing the right thing.
This important commitment is supported by EY policies and procedures, including:
• Anti-bribery. The Anti-Bribery Global Policy provides EY people with direction around certain unethical and illegal activities. It emphasizes the obligation of EY people to comply
when they discover bribery.• Insider trading.
obligation not to trade in securities with insider information, provides greater detail with respect to what insider information
have questions regarding their responsibilities.
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• Data privacy. The data privacy global policies set out principles for protecting the personal data of EY people,
parties. These policies are consistent with applicable laws and regulations concerning data protection and privacy when processing personal data.
• Document retention.documents in accordance with professional, legal and regulatory obligations. We emphasize that all documents must be preserved whenever any person becomes aware of any actual or reasonably anticipated claim, litigation, investigation, subpoena
Annual transparency report
European Union’s 8th Company Law Directive that statutory auditors of European Union (EU) public-interest entities publish an annual transparency report. In addition to the 45 countries that publish their own country reports, we publish a global report that provides an overview of our global coordination and quality standards. For more details, please download a copy of our
.
IndependenceIndependence is fundamental to the audit profession and is
audit and assurance clients. Maintaining EY’s independence is pivotal for achieving audit quality. For more information related to our independence practices, please refer to the Transparency
.
Client acceptance and service deliveryProviding the right services to the right clients is an essential foundation of EY’s quality and risk management processes. Our client acceptance and continuance policy sets out principles to determine whether to accept a new client or a new engagement or to continue a relationship with an existing client. These principles are fundamental to maintaining quality and independence, managing risk and meeting regulatory requirements. The objectives of the policy are to:
• Establish a rigorous process for evaluating risk and making decisions to accept or continue relationships with clients or engagements
• Meet applicable independence requirements•
• Identify and decline clients that pose excessive risk
• Require consultation with designated professionals to identify additional risk-management procedures for
• Comply with legal, regulatory and professional requirements
and engagement acceptance and continuance process as far as
of interest as a global standard as well as a process for identifying them.
The Global Tool for Acceptance and Continuance (GTAC) is EY’s
engagement acceptance and continuance activities in line with
step by step through the acceptance and continuance requirements and connects to the resources and information needed to assess business opportunities and associated risks.
The client acceptance process involves a careful consideration of the risk characteristics of a prospective client and several due diligence procedures. In their annual audit client continuance
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Our clients
Both client acceptance and client continuance decisions depend on, among other things, the absence of any perception that a company’s management pressures the audit engagement team to accept inappropriate accounting and reporting or uses
and conclusions on the integrity of management are essential to acceptance and continuance decisions.
Because we value the relationships we have with our clients, we try from the outset to understand their expectations for exceptional client service using our Expectations of Service Quality framework. Having set the stage for how we approach service delivery, we can then measure our clients’ satisfaction with our services through our Assessment of Service Quality program. The lessons we learn through this process are continuously applied to our work.
For more information regarding our global client acceptance and continuance policies, as well as our audit quality review process, please refer to our .
EY knows that the trust our clients place in us is vital. The EY Global Code of Conduct stipulates that all our employees are to respect
Our global data privacy policies provide guidance to EY personnel relating to information security. Our Protecting your data brochure explains how we approach data protection
may be exchanged internally. As well, we provide mandatory
professionals in the Americas Area participated in 43,518 hours of this required training.
Anti-corruptionWe work with external networks and groups to raise awareness
join organizations such as the WEF and Transparency
economic challenges of our time. We are a signatory to the WEF Partnering Against Corruption Initiative (PACI). We are one of approximately 170 organizations that have committed to strengthening efforts to counter corruption and bribery through PACI. These companies have signed a statement supporting the PACI Principles for Countering Bribery. These principles call for a commitment to two fundamental actions: a zero-tolerance policy toward bribery and the development of a practical and effective implementation program.
ProcurementThe EY Global Procurement Policy is applicable to all the member
compliance with the rules of doing business in a responsible way
with suppliers, the Procurement Policy also requires that we evaluate the impact of our procurement decisions and encourage suppliers to support our sustainability initiatives.
Our procurement policy provides a separate Supplier Code of Conduct for our suppliers and includes environmental risk management; compliance with human rights; equal opportunities policy; occupational health and safety; and the highest ethical standards and zero tolerance to any types of corruption, extortion, bribery or embezzlement. The Supplier Code also recommends that our suppliers increase their cooperation with local communities to promote these communities’ social and economic development.
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do bricks across the top
Contributing to the public discourseThe insights and quality services we deliver help build trust and
� promote policy reforms that contribute to increased investor
governance.
Thanks to our scale and global reach, the connections we make also allow us to play an important role in convening and participating in discussions of issues that are central to business as a whole. Such matters include accounting standards for the private and public sectors, where we have been vocal in our support of International Financial Reporting Standards and International Public Sector Accounting Standards.
�ethics, standards, governance and transparency. At EY, our commitment starts internally, with the rigorous EY Global Code of Conduct to which all of our people must adhere, and continues in the wider business world, where we are supporters of Transparency International and PACI, among others.
With the growing importance that investors place on transparency, we have sponsored some of Transparency International’s most widely distributed studies to support that organization in its mission to stop corruption and promote transparency, accountability and integrity at all levels and across all sectors of society.
number of investor groups in different countries to raise the standards of corporate governance worldwide.
We strive every day to create a better working world in the areas that best match our business, our knowledge and our skills. But we don’t believe for a moment that we have all the answers. That’s why we work to fuel discussions around the problems the working world faces and collaborate to be part of the solutions. We believe that through working with others who share our vision, our combined efforts can be greater than our individual efforts. Our whole will be greater than the sum of our parts.
We believe that through working with others who share our vision, our combined efforts can be greater than our individual efforts.
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We want the EY work experience to be better than working anywhere else.
Our people
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For more information visit xxx
Overall gender breakdown
Globally
Formal learning hours
Hours per client-serving professional
2013 2,808,518 hours annually
175,000
66
Total female Total male
47% 53%
Highlights
53,835
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Whenever our people join, however long they stay, the EY experience will last a lifetime. To deliver on this promise we have to attract great people, empower them while they are with us and stay connected to them long after they leave.
most diverse and inclusive teams, which embody our two goals of highest-performance teaming and exceptional client service. Our people get tremendous professional and personal development, and our alumni go on to serve as leaders in
Creating the highest- performing teamsBuilding the highest-performing teams — our greatest asset — creates higher engagement and exceptional EY experiences for our people. At the same time, they deliver stronger productivity and results for our business.
We bring together talented and engaged people to deliver exceptional client service. Our recruitment activities focus on attracting future business leaders — people who have a global mindset and thrive in international teams and who will drive the future success of our business.
Once people join EY, we want to be sure that we retain our talent for as long as possible and help our people grow in a way that they know would not be possible anywhere else. Our people have the opportunity to work on complex issues with outstanding colleagues that have a real economic impact for our clients and communities. We want all of our people to feel enthused by their work and their colleagues and to be
achieve their professional and personal aspirations.
When someone leaves, as everyone does at some point, our connection with them remains. We take pride in the fact that many of our alumni will become leaders in academia,
Our people
than working anywhere else. This encompasses everything from the physical environment, to developmental opportunities, to the culture.
Our goal is to attract great people from diverse backgrounds and enable them to perform at their best. We are continually looking into new initiatives that strengthen our award-winning culture because we know that the success of our business relies on the skills, attitude and knowledge of our people working together in teams.
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Building a better working world for our people is about making sure that the whole EY experience prepares people to uniquely contribute to, and be valued by, the market. This requires that
works in sync to create an unparalleled experience. We are:
• People who demonstrate integrity, respect and teaming • People with energy, enthusiasm and the courage to lead • People who build relationships based on doing the right thing
Our values
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Staying connected
become an EY alum. And the vast majority of our alumni tell us they want to stay connected with EY and their EY colleagues.
Through our Americas Alumni Relations efforts, we strive to help our nearly 250,000 alumni in the Americas do just that — stay connected. The cornerstone of these efforts is , our award-winning magazine for and about EY alumni. We also help keep alumni connected to one another and to EY through our
group, Alumni Councils, learning opportunities and hundreds of alumni reunions attended by thousands of alumni each year across the Americas.
Our desire is to provide our people — regardless of when they join us or when they leave — with an exceptional EY experience that lasts a lifetime.
Delivering value, enabling success with the Global Talent Hub Serving as an extension of our high-performing teams, EY’s Global Talent Hub (GTH) is a global network of centers that support the delivery of exceptional client service. The GTH acts as a performance engine, embedding its support into our core service line delivery processes and Account Management activity.
With 4,700 professionals in India, Argentina and Poland, the GTH
on proximity to service requirements, time zone, partnering opportunities and cost effectiveness.
The GTH gives EY teams access to a deep pool of talent, scalable resources, extended workdays and consistency of client service quality — all attributes that our clients expect in today’s increasingly complex, competitive and ever-changing business environment.
while others will play a role in growing and sustaining new organizations. We also regularly welcome back alumni members.
Milestone eventsOur milestone programs provide outstanding opportunities for newly promoted people to meet their colleagues, including those from different countries and service lines. Part of EYU, our career development framework, these programs celebrate promotions and also demonstrate the organization’s commitment to engaging EY people and providing the right learning and experiences to help them develop into leaders. Participants hear from EY leadership and external speakers, as well as network and participate in classroom learning to further
motivating.
MobilityWe want to provide our people with the opportunities to build careers that best complement their respective strengths and interests. Mobility at EY means that our people have a global mindset that enables them to team more effectively with their colleagues and clients all over the world. Many of our people also have cross-border experiences and can participate in strategic
offers high-performing staff and seniors the opportunity to participate in a three-month assignment in another country. For those interested in a more immersive experience, our Global Exchange Program for high-performing professionals typically lasts
EY people participated in global mobility assignments, living and working abroad and gaining worldly experience and perspective.
Our people
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7,322 48%
7,982 52%
Female Male
79%
Under 30
85%
30–50
90%
Over 50
25
Empowering people is about giving them the knowledge and skills they need for a rewarding and stimulating career. It’s about providing the right learning, experiences and coaching opportunities to hone their insight and accelerate their development. We do this
year 2013 we launched a new web portal to bring consistency to the delivery and accessibility of the program globally. We’ve also built a series of interactive career path maps that help our people visualize the various options for building their career.
EYU provides a consistent framework and recognizes that everyone is unique. Everyone is assigned a counselor who helps determine the appropriate formal learning and experiences needed to achieve their unique career goals. We also have tools to capture and manage continuous feedback as well as midyear and annual reviews. We encourage all of our people to request real-time feedback through a variety of tools and platforms. The feedback encourages continual improvement and informs midyear and annual performance reviews that all of our employees receive. In 2013, over 99% of our people (both female and male) in the Americas Area received a formal performance review. Those who
recently returned from leave so were not eligible for a rating.
In 2013, EY client-serving professionals in the Americas Area accumulated 2.7 million hours of formal learning. If we include non-client-serving professionals, learning hours rise to 2.8 million. This averages out to approximately 66.35 hours of learning per year for each client-serving professional.
Formal learning plays a crucial role in our people’s development. We deliver focused curricula for our people, recognizing the different roles they play and the variety of experiences and learning they need throughout their development. And we continue to increase our focus on coaching and experiences alongside formal learning.
Through our formal learning programs, training activities and other informal learning opportunities, we expose our people to a broad range of sustainability issues. From the EY Global Code of Conduct and anti-bribery and global insider-trading policies, to our diversity and inclusiveness training and networks, to the
communities, we make sustainability a fundamental component of our people’s careers and their growth within and beyond EY.
>99% >99% Female Male
People received a formal performance review
Rank Total annual hoursManagers and above 1,002,011
Staff and seniors 1,694,507
Core business services 112,000
Total 2,808,518
Average formal learning hours by rank
Empowering our people with learning and professional development
Our people
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Amy’s unwavering drive helped her become a successful professional and inspirational leader and mentor. Amy joined EY as an intern in 1995 and made partner of Ernst & Young LLP in the US 14 years later.
with the varied consumer protection laws. However,
Similar to many women professionals, Amy juggles her career while raising two children with her husband. She was also the primary caretaker for many years to her mother, who had Lou Gehrig’s disease.
To help manage everything, she went on a 50% reduced work schedule and moved several states away from her practice for family reasons. During this point in her career, she was able to focus on personal needs — often using EY’s resources for caregivers — while leveraging
her deep-seated relationships with her colleagues to make sure she continued to provide exceptional client service. Amy eventually moved to a 75% schedule, and while on a telework arrangement, she made partner. Today, Amy is working full time and is paying it forward by leading initiatives such as Advancing Women Executives to help increase the representation of EY
When Amy discusses how she has kept her life and career on track, she continually mentions the importance of communication. “You can’t have
what your needs are,” says Amy.
So how did Amy successfully manage all of her competing responsibilities? She points to many factors: building relationships and networking; proactively driving business; strategically picking projects; and, like everything in life, enjoying a little bit of luck. It’s clear, however, that Amy’s hard work and dedication are prime examples of a person making her own luck.
Spotlight
Amy Brachio
on our people
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“Our internal research shows that when people feel included and free to be themselves, outcomes driven by a long-term commitment to diversity and inclusiveness, they’re more likely to stay with our organization. This authentic engagement leads to higher retention, better brand favorability
business goals.” Karyn Twaronite
Valuing diversity and inclusivenessWhen we bring together talented and engaged people into highest-performing teams, we are able to deliver exceptional client service. Highest-performing teams use cross-cultural strength to tackle large, complex problems, they instinctively value diverse perspectives, and they lead inclusively.
We have made a strong commitment to diversify EY leadership. In particular, we have focused on increasing the number of new
growth in the percentage of new partners that are female,
Diversity is one element. But inclusiveness is essential to making the diverse mix work. It’s about equality and opportunity — celebrating differences so that talented people from any background can rise to the top and providing opportunities for all to develop and advance from day one.
We also demonstrate our commitment to diversity and inclusiveness by sponsoring and supporting professional networks, including:
• AccessAbilities — our network for enabling EY people of all abilities to do their best work
• �professional network
• �• �• �• �•
Forum, Caregivers Circle and Parents of Children with Special
• �
These networks help our people use their differences to produce better results, for themselves, our clients and for EY.
Our people
Elevating women to partnership
have created additional programs to inspire women and
the Advisory Women’s Leadership Initiative includes networking opportunities, coaching, mentoring and sponsorship (and a guide to understanding the difference), account health checks, and frank and open discussions with Advisory women leaders on their own personal and professional journeys — and how they successfully integrate the two.
FSO’s program, Advancing Women Executives, focuses on sponsorship and recruiting as well as on the appeal of partnership, including the personal stories of women leaders.
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Spotlighton our people
Nineteen EY professionals receive Inclusive Leadership Award If you were to write down the kind of attributes you’d like to see in your leaders, we’re certain your list would include aspects like “respects differences,” “communicates openly” and “seeks input from everybody.” These strengths are the
Leadership Award program nominees.
In its second year and championed by EY Americas Managing
Karyn Twaronite, partners, principals, executive directors and
receive an award for creating an environment where people feel valued and supported.
various venues, including submissions to an award nomination site. Sixteen nominees received the Inclusive Leadership Award in 2012. The 2013 program produced nominations for more than 330 PPEDDs, of which 19 received the award. One Inclusive Leadership Award winner this year was Chicago-based Assurance Partner of Ernst & Young LLP Joe Schulte. Several people praised the way Joe listens, offers solutions, encourages and values feedback, and takes the time to check in with members of his team. He also established the EY Chicago International Dining Club, which celebrates various cultures and builds internal networks through interactive dinners at local restaurants.
AccessAbilities improves productivity Over the past several years, AccessAbilities has improved productivity and opportunities for hundreds of people with disabilities by consulting with them, their supervisors and the staff who support them on accommodations and career issues. The network has also made great strides in building awareness inside EY. Growth efforts in 2013 include:
• Captioning webcasts for our people who are deaf or hard of hearing and creating transcripts of our audio programs
• Creating an assistive technology knowledge repository to
the Americas Area• Conducting “wheel-throughs” in our workspaces
to achieve a level of usability that goes beyond compliance with federal policy
• Developing inclusive meeting protocols to guide EY professionals on how to create activities that are comfortable for participants of all abilities
• Developing processes to integrate ergonomics into our
purchasing and to educate EY people on how to work in more ergonomic ways
AccessAbilities also works with clients and companies around the world to grow awareness and share leading practices.
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4
By gender
22,477 47%
24,865 53%
Female Male
By age
44%
Under 30
47%
30–50
8%
Over 50
Breakdown by age Rank % % %
CEO and direct reports
0 0 2 9 20 91
One level below CEO and direct reports
0 0 53 46 62 54
Partners, principals, executive directors, directors
1 0 3,399 67 1,682 33
Staff through senior managers
19,465 57 14,254 41 703 2
Associates through associate directors
763 19 2,601 66 596 15
Administration 830 21 2,021 52 1,027 26
Under 30 30-50 Over 50
Rank Female % Male %
CEO and direct reports
5 23 17 77
One level below CEO and direct reports
31 27 84 73
Partners, principals, executive directors, directors
1,154 23 3,928 77
Staff through senior managers
15,334 45 19,088 55
Associates through associate directors
2,894 73 1,066 27
Administration 3,095 80 783 20
Breakdown by gender
Our people
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are competitive with prevailing market circumstances and
business results so that we can provide attractive total reward packages to our people. Such packages vary from country to
maintain our competitive advantage as employers of choice. We
encourage employee savings and retirement planning.
EY US recognizes and rewards with performance-based bonusesEY US recognizes and rewards its people for going “above and beyond” through a variable pay program. The newest feature in its recognition and rewards program is the performance- based bonus and Executive Performance-based bonus.
First rolled out to seniors, managers and senior managers in
US’ client-serving seniors, managers and senior managers.
At the same time, EY US will introduce the Executive Performance-based bonus for US client-serving, non-partner
living our values. These bonuses create a more direct link between individual performance, business results and people’s total cash compensation.
The new structure will increase the number of EY US people who receive year-end bonuses from fewer than 25% of client servers today to more than 70%.
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• Brazil. EY Brazil5
that link to a professional activity.
• Canada. EY Canada offers eligible employees an opportunity to voluntarily take an extra 5 or 10 vacation days that are funded through payroll deduction over 17 pay periods. These days are in addition to the paid vacation days, personal days and holidays EY Canada already provides. EY Canada employees have used the time for extended travel, community service, family time or other personal commitments.
• Israel. EY Israel6 offers enrollment to high-potential managers in a 10-session program through the Kellogg-Recanati
Ernst & Young Global Limited operating in Brazil. 6. Ernst & Young (Israel) Ltd.
participants access to the best professors to learn new
decision-making and social networks among others. Participants who complete the program receive a diploma.
• Mexico. EY Mexico recognizes employees for academic achievement through various academic awards. Awards include monetary payment and a diploma for employees who complete their undergraduate or graduate degree and a small gift and a diploma for employees who receive an academic
• US.Employee Financial Services (EFS) group. EFS provides
through one-on-one phone sessions and a robust website. Planners can help with everything from retirement planning, to buying a home or funding education costs, to everyday budgeting and investing.
Of course, we acknowledge that reward isn’t just about money; it’s about colleagues, the career opportunities, the learning experiences, the culture and the working environment.
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We want our people to succeed personally and professionally because people are at the center of how we deliver our services to our clients. We can’t decide for each individual what that looks like because everyone has different needs. However, we do aim
of our people at work and outside of work.
enable individuals to:
• Work independently in an informal capacity
• Remove barriers to virtual teaming
• Adapt safety, health and environmental policies to cover well-being and emergency care
We build and deliver a workplace of the future through effective
output-focused culture that empowers our people to achieve their personal best and deliver exceptional client service.
Flexibility to play extra inningsAditya M., Advisory Manager, Ernst & Young LLP, San Francisco, was recognized internationally for his standout performance on the United States of America Cricket Association team, receiving
Year award. The award acknowledged his impressive showing in Team USA’s match against Scotland at the international
Aditya, Team Vice-Captain, has made a rapid ascent into a
team’s enthusiastic support for his ability to train and play.
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We are committed to fostering sustainable growth in areas where we can have the greatest impact.
Our communities
34
Greenhouse gas (GHG) emissions
203,596Total GHG emissions
(in metric tonnes)
Community investment value contributed
$78mAnnual investment
66,000Volunteer hours
Scope 2 29%0%
Scope 1 Direct fuel usage
Scope 3 Business travel
71%
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The insights and services we deliver help build trust and
We also invest in our communities through collaboration with other leaders in the business sector, championing and supporting
entrepreneurs, and devoting our time and resources to volunteering at national and local levels.
Engaging globallyOver the past 15 years, we have been a strategic collaborator of the WEF, working to shape future economic development and
leaders, politicians and academics. We are also proud to be part
global, regional and local economic stability and growth, which addresses some of the major issues that the world is facing.
Our communities
its 10 universally accepted principles in the areas of human rights, labor, the environment and anti-corruption. Each year we report on our progress to that end.7 EY Global is also a signatory
principles for business that offer guidance on how to empower women in the workplace, marketplace and community.
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How our people view our corporate sustainability efforts
Item % Favorable 2013 Diff. from best-in-class*
Corporate sustainability 77 —
communities (e.g., charities, local organizations).78 -7
activities on the environment (e.g., carbon footprint, recycling).74 +2
At EY, I am encouraged to participate in activities that build a better working world for our wider communities (e.g., volunteering, personal development through community programs).
79 -5
EY uses tools, such as the Global People Survey, to help identify what matters most to our personnel in their work environment. These touch points provide the organization with feedback on strategy and leadership, quality, recognition and rewards, inclusiveness, development and corporate responsibility.
overall 77% favorability rating for corporate sustainability. The questions we asked pertaining to corporate sustainability differed
enhanced commitment to building a better working world. The favorable ratings we received will serve as a foundation for improvement as we implement EY’s Vision 2020 strategy.
people viewing EY’s sustainability commitment favorably and their engagement, which tells us that corporate responsibility is a core component of the exceptional EY experience.
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As a group, entrepreneurs represent the best hope of creating sustained economic growth around the world. In developed economies, where growth is still fragile, entrepreneurs have a vital role to play in helping to turn the corner. In the emerging markets, entrepreneurship has an even more important role in propelling future growth. Over the past three decades, we have worked with entrepreneurs, tailoring our experience, industry capabilities and resources to work for entrepreneurial, high-growth companies.
EY Entrepreneur Of The Year™EY is the world leader in advising, guiding and recognizing entrepreneurs. One of the most powerful ways EY can foster sustainable growth is by annually calling attention to the achievements of some of the world’s most successful high-growth entrepreneurs.
Entrepreneur Of The Year Program celebrates entrepreneurs who have demonstrated excellence in areas such as innovation,
businesses and communities. These entrepreneurs have built some of the world’s leading companies.
In the Americas Area, Entrepreneur Of The Year 2012 country winners included:
• Argentina. Martín Migoya, CEO, Globant. Martín founded software company Globant in 2003 with just US$5,000. Today Globant is one of Latin America’s leading software providers, working for some of the largest companies in the world.
• Brazil. Marco Stefanini, President and CEO, Stefanini IT Solutions. Since founding his company in 1987, Marco has grown Stefanini IT Solutions into an outsourcing giant with more than 16,000 employees across 30 countries and target revenues of US$1.2b for 2013.
• Canada. Dr. Alan Ulsifer, President and CEO, FYidoctors. With a primary focus on creating an exceptional patient eye care experience, FYidoctors has grown to more than 100 locations,
250 eye doctors and 1,200 employees since Alan founded it in 2008.
• Chile. Jorge Pacheco, Founder and CEO, Empresas Maritimas
employer of more than 500 people.
• Colombia. Mario Hernández, President and Founder,
opened in Bogota in 1972, Mario has grown a business that employs 500, with a network of 45 stores in China, Italy, Brazil and Colombia.
• Israel. Eyal Walman, Chairman, President and CEO, Mellanox Technologies Ltd. Eyal has combined technical achievement with a team-focused mindset to create a leading supplier of
• Mexico. Lorenzo Barrera Segovia, Founder and CEO, Banco BASE. Lorenzo was 27 when he founded a foreign exchange
Investing in entrepreneurship and innovation
Our communities
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Entrepreneurial Winning Woman
For Kari Warberg Block, CEO of Earth-Kind, Inc. and an alum of the Entrepreneurial Winning Women Class of 2012, it all started with a 99-cent packet of garden seeds, a quarter of an acre of farmland owned by her family and an unstoppable desire to control mice and rat populations safely and effectively.
the tip of the iceberg. Since being selected for the Entrepreneurial Winning Women Program, Kari has set her sights on growing retail
“Participating in the Entrepreneurial Winning Women Program has given me access to the resources, tools and networks I need to accelerate Earth-Kind’s growth and realize my dream to offer the safest, most effective rodent control worldwide,” says Kari.
Keeping entrepreneurship alive for generations with EY Junior AcademyTo succeed for generations, family businesses need an entrepreneurial spirit that ensures that the pioneering mindset
while creating future opportunities to deliver innovation and
encouragement. The next generation is sometimes unsure that following their parents’ path is right for them. In a world full of
interests and dreams and the expectations of the family.
Academy was created to offer young people from family businesses the chance to explore how exciting, interesting and varied the entrepreneurial world can be.
Regardless of whether they are planning concrete projects for their entrepreneurial future or want to widen their personal network of international young family business successors and young entrepreneurs, we help these young adults explore their interests, accelerate their potential and make a difference as visionary leaders.
bank that offers a range of services including loans, hedging instruments and investment in money market funds.
• United States. Hamdi Ulukaya, Founder, President and CEO, Chobani, Inc. In just seven years, Hamdi has created a billion-dollar company and the best-selling Greek yogurt brand in the US. The company is expanding into the UK, Australia and beyond, and it has more than 2,000 employees. Hamdi went on to win EY World Entrepreneur Of The Year 2013.
• Uruguay. Orlando Dovat, Founder and CEO, Zonamérica.
1990. Zonamérica is located close to the capital city of Montevideo, and today the business park hosts more than 300 companies, which employ nearly 8,500 people.
EY Entrepreneurial Winning Women™
Women entrepreneurs are a powerful force in today’s economy. Women own around 40% of the world’s privately owned businesses. But in many countries, scaling these companies to their full potential proves challenging.
The EY Entrepreneurial Winning Women Program helps bridge the gap for a group we call ”the missing middle,” those second-stage women entrepreneurs whose companies have
point in their growth journey. The annual competition and leadership development program provides introductions to an
investors and advisors, as well as potential partners, strategic alliances, customers and suppliers who can help the entrepreneurs think bigger and scale their companies.
According to an independent impact assessment directed by the Babson College Center for Women’s Entrepreneurial Leadership, program participants’ company revenues have grown almost 50% each year on average, with a corresponding 25% average annual growth in the number of jobs. Based upon its success, the six-year-old program has launched in Brazil, Indonesia, Australia and a number of European countries and is continuing to expand around the world.
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Investing in our communities As a proponent of the workforce of the future, our efforts focus on helping to see that the full range of talent in our communities has the opportunity to be included in the working world. We apply our business skills and insights to the challenges facing entrepreneurs so that they can strengthen and grow their businesses. We help women achieve their potential as leaders. In addition, our people volunteer their time to coach, mentor or teach young and underserved students.
leverage our subject-matter knowledge and focus our energy in the areas where we can have the greatest impact.
Community contributions
their communities:
• The Ernst & Young Foundation in the US gave matching gifts of more than US$7.765m to higher education, a US$905,000 increase over 2012.
• EY US provided US$2.746m in education and special project grants and US$1.194m in disaster relief grants.
• �US$26m to charities, of which more than 60% went to programs supporting entrepreneurship, education and environmental stewardship.
• �United Way.
• �engagement programs totaled US$26.9m.
Supporting entrepreneurship in our communities
improving the lives of an ever-widening circle of people who work for, sell to and are served by their communities.
Kiva
through lending money to alleviate poverty. Using the Internet, Kiva encourages individuals to lend as little as US$25 to entrepreneurs from emerging economies around the world. Kiva
loans to people without access to traditional banking systems.
and a loan is made on Kiva’s website every four seconds — changing millions of lives.
Our communities
Developing the next generation of Canadian entrepreneurs through The Next 36
EY Canada is a lead supporter of one of Canada’s newest and most comprehensive initiatives working to build and support
helping to launch the careers of Canada’s most promising undergraduate entrepreneurs.
national selection process and provides them with the academic foundation, practical skills, role models and networks to become Canada’s next generation of entrepreneurial leaders.
As these young leaders continue to push their boundaries, gain skills vital to entrepreneurship and build their expectations of themselves and the businesses they hope to create, our leaders are there every step of the way to mentor and coach, facilitate
government incentive programs and media relations to help these young entrepreneurs achieve their potential.
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We’re proud to help Kiva through our professionals’ contributions of time to drive projects designed to assist Kiva in tracking its
its activities with borrowers and lenders. Members of our global organization have committed to providing the equivalent of US$1m in value to Kiva. In 2012, we began to embed activities with Kiva into our cross-border training events, to raise people’s awareness of our work with Kiva and the importance of entrepreneurs at all levels of society.
EY’s commitment to entrepreneurs extends from the boardroom to the classroom. Too many young people today drop out of school and struggle to break the cycle of poverty. For more than
programs relevant to the real world, empowering more than 500,000 at-risk students to chart their path to success.
EY US people volunteer their time to teach students about the relevance of their school studies to the real world. They take an active role in supporting the next generation of entrepreneurs by
curriculum in the classroom, mentoring individual students and
Students learn about the relevance of their school studies as they create business plans for their ideas and compete in classroom, citywide and national competitions. EY US’
• The EY Entrepreneur Of The Year Alumni Fund
• Youth Entrepreneur scholarships presented at 25 US Entrepreneur Of The Year galas
• local levels
• Skills-based volunteering, including the Adopt-A-Class program and EY Connect Day
EY Mexico sponsors NFTE BizCamp
conjunction with the Mexico Campus of Universidad Panamericana, one of the most prestigious universities in the country. Twenty-seven young entrepreneurs, ranging in age from 13 to 27, and primarily from disadvantaged backgrounds participated in the program.
Activities included visiting a theme park called ”Kidzania,” where participants could learn how a theme park works. The participants gained experience in wholesale trade, including participating in a product sales marketplace, learning about costing and promotion, and getting an inside look at how a global credit card company operates.
Participants also competed to develop winning projects in two categories: new business and business development using the skills that they learned during BizCamp. Of the 13
new business category developed a business model for a recording studio focused on musicians who were just beginning their artistic careers. In the business development category,
Investing in the next generation of entrepreneurs
in the greater Washington, DC, area. In addition to teaching students about entrepreneurship at a local high school, Josh
“I believe in the power of entrepreneurship,” says Josh. “It’s
Josh sees how his contribution helps the students and how it
Ambassadors Council has helped me because of the connections I’ve made with young, rising business leaders in the Washington, DC, area.”
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8. Ernst & Young Servicios profesionales de Auditoria y Asesorias Limitada
EndeavorWe know there is a direct link between levels of employment and poverty, particularly in emerging markets. This is a key reason
with fast- growth entrepreneurs in emerging markets, helping them be a force for positive economic and social change by creating jobs and wealth.
Endeavor-supported companies experience an average growth rate
its Corporate Responsibility (CR) Fellows Program, EY provides
improve the performance of promising Endeavor entrepreneurs in emerging markets, in an effort to create scalable, sustainable economic value. Our CR Fellows leverage their workplace skills on projects for promising entrepreneurs in Latin America at no charge to the businesses. Each project is designed to leverage the talents
In 2012, our 12 Fellows were based in Brazil, Mexico, Argentina and Chile and worked more than 3,300 hours during their seven weeks onsite. The CR Fellows Program is one element of our global relationship with Endeavor. Other elements of our Endeavor relationship include creating entrepreneurial and networking opportunities for entrepreneurs, as well as organizing conferences.
Developing an entrepreneurial ecosystem in ChileIn Chile, Endeavor has helped generate an entrepreneurial ecosystem that to date has supported more than 65 companies, impacted another 150 companies through mentoring and helped to create more than 5,800 jobs.
EY Chile8 orchestrated a CR Fellows Program for 10 entrepreneurs that included a number of practical activities in addition to networking and knowledge sharing. EY Chile also organized a number of conferences for Endeavor entrepreneurs focusing on tax reform and compliance. Moreover, two entrepreneurs in Endeavor’s Chile network hosted an EY Chile employee (a CR
challenge, free of charge. The CR Fellows Program has been sending employees to support entrepreneurs in Chile since 2006.
Our communities
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Expanding opportunities for women Women make up more than half the population of the world, yet they are not equally represented in society. It stands to reason that economically empowering women can have a long-term positive effect, not only on the economy but also within their communities. We help to empower inspiring women in a number of ways.
Involvement in women’s civic and business organizationsMany people across EY have taken leading roles in a variety of women’s civic and business organizations that campaign around the women’s agenda, such as the International Council on Women’s Business Leadership.
Third Billion CampaignWe are a founding member of the Third Billion Campaign — a
organizations, academics, foundations and individuals dedicated to helping prepare and enable 1 billion underprivileged women to more fully participate in the global economy by 2025. The campaign, launched by La Pietra Coalition, prepares and enables women in developing, emerging and industrialized nations — whose economic lives have been stunted, underleveraged or suppressed — to participate in the global economy.
WEConnect InternationalAs a founding member, we have supported the expansion of WEConnect International, an organization committed to helping women entrepreneurs around the world gain access to global
participate, including by board-level involvement.
Catalyst’s Changing Workplaces, Changing LivesEY US has supported research into the advancement of women through our donation of US$1m to Catalyst’s Changing Workplaces, Changing Lives campaign. These donations help fund Catalyst’s Center for Corporate Governance Research, which explores how the under-representation of women on corporate boards affects governance effectiveness and how the right mix of directors can enable successful leadership in the boardroom while mitigating risks of failure. Catalyst is a leading
women and business.
Women Athletes Business NetworkWe believe that elite female athletes comprise an incredible pool of talent, with unique leadership traits and entrepreneurial skills learned through sport. We recognized the need for an initiative that would enable them to pivot to succeed across other sectors.
use our experience to harness the often untapped leadership potential of elite female athletes after their retirement from sport.
How? By connecting these accomplished women with business leaders and entrepreneurs around the world to mentor, open doors and create next-chapter opportunities.
“Women already have a disadvantage when it comes to the corporate arena and getting to the highest level there,” said anesthesiologist and former US Olympic swimmer Jenny Thompson. “I think networking and building relationships and teaching skills to help athletes transition into their life after sports is extremely valuable, and that’s what the network is all about.”
populations with the possibility of an even greater impact. If women’s economic potential can be successfully harnessed and leveraged, it would be the equivalent of having an additional 1 billion individuals in business and in the workforce contributing to the global economy. It’s for this reason that EY has been involved in the global Third Billion Campaign, which unites governments, NGOs, corporations, youth and
Beth Brooke EY Global Vice Chair, Public Policy
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EY US is a strong supporter of common core standards in the USEducational standards guide teachers in giving students a
teaching students the skills and knowledge they need to be successful.
EY is a strong believer in this approach to learning. We believe that all American children, regardless of where they live or what school they attend, have the right to an education that enables them to compete in a rapidly evolving global economy.
As a business leader, EY US is proud to help build a better working world by supporting the Common Core State
Association Center for Best Practices and the Council of
standards for students from kindergarten to grade 12 in the foundational subjects of math and English. These standards, which set consistent, focused and rigorous academic expectations, have been adopted by 46 states and the District of Columbia.
“We believe CCSS will help all students — regardless of where they live or family income level — receive a quality education,” says Deborah K. Holmes, EY Americas Director, Corporate Responsibility. “Gaining a solid foundation at the elementary and middle school levels is an
Reaching students with a “different lesson”
organization that pairs professionals from companies such as EY Israel with students from disadvantaged neighborhoods. Sarit coordinates the efforts of EY Israel, participating schools and Shiur Acher. She also volunteers as a teacher, visiting schools to teach one- to two-hour lessons on a wide range of topics, ranging from economics to the role of the Central Bank.
with Shiur Acher in a boarding school. Most of the students are from disadvantaged families. The team has tried to give them life skills by teaching them about basic labor laws and showing them how to maintain a balanced personal budget.
Sarit volunteers not only to give the students practical tools, but also to give them the opportunity to spend time with educated young professionals whom they wouldn’t have the chance to meet by themselves. “These children give me such a wonderful feeling,” says Sarit of the experience. “Their smile stays with me for the whole day
time I put in.”
Spotlighton our communities
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Supporting the workforce of the futureThrough our programs, our people increase underserved students’ access to post-secondary education by providing leadership skills training, extra tutoring and mentoring. Our goal is to set these young people up for the long term and help them to ultimately reinvest in their families and communities.
Discovering what’s possible through College MAPAn education can mean the difference between just getting by and succeeding in life. Yet for many students in the US, going to college seems too far out of their reach. That’s why in 2009, EY US created College MAP (Mentoring for Access and Persistence).
Through College MAP, we help demystify and assist in the process of applying to and affording college, encouraging students who might not have considered applying for college to do so. In addition, we work with students to build the skills that will help them persist in completing post-secondary education.
Since the program’s inception, 490 EY professionals have helped 400 students graduate from EY US College MAP. In that time, the
MAP scholars. We are particularly thrilled with the program’s growth. In the past year alone, the program has expanded from 11 to more than 20 cities in the US. We expect the program’s success to continue as more EY professionals seek to help disadvantaged students prepare for a more prosperous future.
Pathways to EducationEvery year, thousands of Canadian students make the life-altering decision to drop out of high school. In some of the country’s most vulnerable neighborhoods, more than 50% of students do not graduate high school.
EY Canada is proud to be a founding partner of Pathways to Education — a program that helps youth in low-income Canadian communities graduate from high school and successfully transition into post-secondary education. It provides a
young people. This program has reduced high school dropout rates by as much as 70% and increased the rate at which youth go on to college or university by up to 300%.
EY Canada personnel are truly inspired by the commitment and impact being made by Pathways to Education and its many aspiring students. Last year, they welcomed students into their
Kids to Work Day activities designed to emphasize the importance of education and to inspire them to work hard in school and pursue meaningful careers.
45
We believe a commitment to an environmentally sustainable world starts with us. As such, we’re challenging ourselves to
new ways to reduce our carbon footprint and waste stream.
Measuring our carbon footprintWe continue to build out our greenhouse gas measurement and reporting. Working with our own in-house Climate Change and Sustainability Services professionals, we have established a global methodology for calculating our environmental impacts.
methods to continue to evolve and to employ leading practices to make sure we have a credible global footprint. In addition, we are working with our stakeholders to lay the foundation for improved centralized data collection to streamline our work and improve the quality of the energy and business travel data gathered. This will enable us to set meaningful goals and reduction targets across the globe in the future.
Currently, we are able to report emissions at the Global and
CO2. EY US was the largest contributor to these emissions with a footprint of 163,939 metric tonnes of CO2. Year-over-year
3 (business travel) emissions increased by 4.3% in the same time period, largely as a result of a 16% increase in air travel. As a
client sites.
fuel usage for maintenance of backup generators) emissions have remained virtually unchanged, while Scope 2 emissions have decreased by 24.5% even though full-time equivalent personnel have increased by 12.5%. Scope 3 emissions have increased by 3.9% over the same time period. However, this is
We can largely attribute the decrease in intensity to the
2013. Furthermore, EY US has purchased sustainable energy
the footprint calculation.
Demonstrating environmental stewardship
Our communities
46
* Emissions were calculated in accordance with the World Resources Institute/World Business Council for Sustainable Development’s
.
2013 emissions were not available at the time of publication.
Total emissions 2
Direct emissions
Scope 1
Direct fuel usage for maintenance of backup generators
consumption
• Lighting• Heating/
cooling•
equipment
Business travel
• Air travel• Vehicle• Rail
Indirect emissions
Scope 2 Scope 3
61t 58,653t 144,882t
FY12Scope 2
29%
FY12Scope 1
0%
FY12Scope 3
71%
Figure 1 — Total FY12 emissions by scope
Canada6% Israel
3% MECAS4%
SASA7%
United States
80%
Figure 2 — Total FY12 emissions by region
47
We continue to globalize many EY core business functions, such as information technology (IT), real estate and travel procurement. This allows us to improve the environmental sustainability of our operations more consistently. For example, our global real estate procurement group is managing physical footprints more systematically around the globe to reduce energy usage in key locations, and global IT is installing telepresence in key locations around the globe to reduce travel. Also, by engaging globally with these groups, we have more ability to set global environmental goals and measure progress.
54% in that facility.
environment virtual. These efforts reduced the data center’s
resulted in a power usage effectiveness of 1.65. These efforts
Fiscal year 2013 energy saved
19%Decrease in overall energy use
600,000kwh savings per month
Greening EY meetings Meetings and events are part of our working lives at EY. However, we understand the need to balance our desire for in-person interaction with our commitment to sustainability. That’s why we have developed our global sustainable meeting guidelines, which encourages our people to keep sustainability in mind when planning a meeting, creating awareness about sustainability during the meeting and including meeting participants in a community engagement activity.
At EY US, meeting organizers typically undertake the following efforts for large meetings:
• Providing more pitchers of water rather than individually bottled water
• Creating eco-friendly and/or reusable signage
• Using batch transportation
• Working with participating hotels to plan farm-to-table menus, recycle and use compostable packaging
• Limiting any giveaways to sustainability-minded items
choices. However, it also enables us to build more dynamic relationships with our people, clients, suppliers, recruits and other stakeholders by sharing community issues and engaging them in activities to improve the community.
Our communities
48
Changing our behaviorAt EY, reducing our environmental footprint is an element of our
promoting travel alternatives, such as videoconferencing, in addition to more sustainable travel options where travel is required. We are also seeking to manage our waste more effectively.
One of the key ways we encourage our people to make small changes is by raising internal awareness through initiatives such as:
• Promoting the use of reusable beverage containers through
• Creating Americas Recycles Day communications and building awareness
•
• Supporting eco-friendly gardens in schools and native tree plantings in our communities
• Greening our cafes through more sustainable packaging, more local foods and vegetarian options, and composting practices
• Promoting more responsible printing practices through operational enhancements
Earthwatch ambassadorsLaunched in 2009 with 11 volunteers, the EY Americas Earthwatch Ambassador program has since expanded to 30 volunteers a year in the Americas. With the recent 2013
the US, Canada, Israel, Mexico, and Central and South America have participated as Earthwatch ambassadors.
In Brazil, volunteers worked with Earthwatch scientists to collect data on trees and assess the richness, abundance and density of birds and nocturnal animals in the rainforest. The ambassadors’ data will help Earthwatch scientists map biodiversity and various ecosystem services in the Atlantic Forest.
In Costa Rica, the Earthwatch ambassadors worked with a 2,600-member coffee farming cooperative, collecting data alongside Earthwatch scientists to help understand the practices that lead to more sustainable production of coffee. This year, the research focused on fungal diseases of coffee plants. Ambassadors collected leaf and soil samples, estimated coffee yields, assessed plant health and collected data on vegetation surrounding the coffee plots. The team also assisted the cooperative leaders with effective decision-making strategies and corporate governance.
“Teaming with EY enables Earthwatch to achieve its mission to
to promote environmental sustainability,” said Larry Mason, President and CEO of the Earthwatch Institute. “We’re glad that EY is committed to sustainability, and we look forward to continuing our work together, especially since the EY Earthwatch ambassadors are wonderfully productive volunteers.”
49
How we are organized
Contents
51 EYG structure52 Americas Area organization structure 53 Partner remuneration
50
of Ernst & Young Global Limited (EYG or EY Global), a UK company limited by guarantee. EYG is the central entity of the EY
among them. EYG does not provide services to clients, and each
EY is not a global corporate structure where ownership, legal
they are part of a highly integrated global organization that addresses risks and enables them to deliver enhanced service. Their obligations and responsibilities to the organization are governed by the regulations of EYG and various other agreements.
The structure and principal bodies of the global organization
“EYG structure.”
Beginning in July 2013, EY streamlined its operating model into the Executive and the Regions. The Executive includes the Global Executive (GE), its committees and teams, and the four geographic Areas, and sits across the 29 Regions (formerly called Sub-Areas). Additional roles have been added to the GE: the Global Managing Partner of Client Service and the Global Managing Partner of Business Enablement are responsible for executing EY’s global strategy in the market and strengthening EY’s global functions, respectively. These two roles will jointly
when his term expires in December 2014. The Chair of the Global Accounts Committee, representing EY’s largest clients, and the Chair of the Emerging Markets Committee, representing EY’s emerging market practices, also have joined the GE.
This streamlined structure will allow EY to further enhance its global scale and the delivery of consistent exceptional client service worldwide, with the Executive responsible for one global approach to strategy, quality, risk management, business planning, investments and priorities. At the same time, the new operating model will allow for greater stakeholder focus in the Regions, ensuring that EY can build stronger relationships with clients and other stakeholders in each country and be more responsive to local needs.
EYG structureEYG includes the following bodies:
• Global Executive. �leadership functions, services and geographies. It is chaired by
global functional leaders — the EY Global managing partners of People, Markets, Quality & Risk Management, and Operations & Finance; and the global service line vice chairs — Assurance, Advisory, Tax and Transaction Advisory Services, as well as the EY Global Vice Chair for Public Policy. The Global Executive
emerging markets practices.
• Global Advisory Council. �
partner-level professionals (referred to as partners) drawn from
otherwise do not hold senior management roles, are elected by
nominated by a dedicated committee. The Global Advisory Council advises EYG on policies, strategies and the public interest aspects of their decision-making. The approval of the
matters that could affect EY as a whole.
• �INEsglobal EY organization, and the Global Advisory Council, the
They provide an independent voice to the highest levels of management, offer insight into the interests of EY’s key stakeholders and offer further objectivity within EY. EYG
selecting individuals who command respect and collectively
independence, stature, experience and knowledge.
• Global Executive Committees. � of the Global Executive and bringing together representatives from the four Areas, the Global Executive Committees are responsible for making recommendations to the Global Executive. There are committees for Talent, Risk, Markets, Operations & Finance, Assurance, Advisory, Tax and Transaction Advisory Services.
51
• Global Practice Group. �members of the Global Executive, Global Executive Committees and Regional leaders. The Global Practice Group
of EY’s strategic objectives and consistency of execution across the organization.
• �professional services to clients and are grouped into four
Middle East, India and Africa) and Japan. The Areas comprise
the provision of high-quality service worldwide. To that end,
and plans and to maintain the minimum scope of service capability. They are required to comply with common standards, methodologies and policies, including those regarding audit methodology, quality and risk management, independence, knowledge sharing, human resources and
to conducting their professional practices in accordance with the applicable professional and ethical standards and all applicable requirements of law. This commitment to integrity and doing the right thing is underpinned by the EY Global Code of Conduct and EY’s values.
Americas Area organization structure
countries, is organized into 11 Regions, coordinated by Ernst & Young Americas LLC (EY Americas).
Americas. EY Americas is the entity charged with overseeing the
operations and does not provide services to clients.
EY Americas includes:
• Americas Operating Executive. The Americas Operating Executive has authority for monitoring the execution of the global EY strategy in the Americas Area. Effective July 2013, it comprises the Americas Area Managing Partner and Deputy Managing Partner; the EY Americas vice chairs for Talent, Risk Management, and Accounts; the EY Americas service line vice chairs for Assurance, Advisory, Transaction Advisory Services and Tax; and the 11 managing partners of the EY Regions in the Americas.
• �Americas Advisory Council. EY Americas has an elected Americas Advisory Council, which comprises a number of
The Americas Advisory Council advises the Area Managing Partners and the Americas Operating Executive on policies, strategies and other matters.
• Partner Forums. To provide a broader voice to more partners on matters of importance to them in the Americas, member
Partner Forums. There is one Forum for each of the Americas’ 11 Regions and one Forum across the Americas for each of the EY four service lines. The Forums will act in an advisory role, providing input to the Regional Managing Partner or service line Vice Chair on important matters affecting the practices in the Regions and service lines.
• Americas Ethics Oversight Board. With a membership drawn from EY Americas leadership, the service lines and the
Ethics Oversight Board (AEOB) strives to create an environment that encourages all personnel to act responsibly, including reporting misconduct without fear of retaliation. The AEOB is further responsible for evaluating certain breaches of the EY Global Code of Conduct and recommending appropriate consequences and sanctions for misconduct, ranging from
promotions in the ordinary course and hiring that is not, in the aggregate, material.
How we are organized
52
• �risk management
• �
• ��
• ���
Partner compensation philosophy calls for meaningfully differentiated rewards based on a partner’s level of performance, as measured by the GPPM process. Partners are assessed annually on their performance in quality, leading people, operational excellence, and market leadership and growth. To recognize different market values for different skills and roles, and to attract and retain high-performing individuals, the following factors are also considered when calculating total reward: seniority, role and responsibility, long-term potential and mobility.
Instances of non-compliance with quality standards result in remedial actions, which may include compensation adjustment, additional training, additional supervision or reassignment. A pattern of non-compliance or particularly serious non-compliance may result in actions that include separation
Partner remunerationPartners and other professionals are evaluated and compensated
quality and risk management indicators, covering actions and results.
The Global Partner Performance Management (GPPM) process is a globally consistent evaluation process for partners at all
agenda by linking their performance to wider goals and values. GPPM is an ongoing cyclical process that includes goal setting, personal development planning, performance review, and recognition and reward. It is used as the cornerstone of the
various global priorities, one of which is quality.
have been developed to take account of:
• �
• ��
53
Contents
56 Determining report content and materiality58 Stakeholders and mechanisms of engagement59 GRI summary table60 GRI Application Level Check letter
About this report
54
EY is pleased to present the 2013 sustainability report for the
July 2012 to 30 June 2013. This report follows EY Americas’ previous report, published in 2012. We are committed to reporting periodically on our activities.
Geographic boundaryOur boundary for this report encompasses the EY Americas Area,
America, Mexico, Central America, South America and Israel. Areas
Environmental boundaryOur carbon footprint is calculated according to the World Resources Institute/World Business Council for Sustainable Development’s Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard. Direct and indirect emissions sources are included in the scope of our carbon footprint, which gathered and analyzed information from:
Scope 1 Direct fuel usage for maintenance of backup generators
Scope 2
Scope 3 Business travel
Emissions associated with fuel combustion are incorporated into Scope 1. Emissions related to the use of purchased electricity, natural gas, steam and chilled water are incorporated into Scope 2, regardless of the lease agreement. Emissions resulting from business travel, including air, rail and vehicle, are incorporated into Scope 3.
Boundary limitationsFor purposes of the carbon footprint calculation, professionals
assigned to work on projects within the Americas Area were excluded from the scope as their physical location is in a different region. Also excluded from our boundary are companies that
reporting period in the scope, boundary or measurement methods applied in this report. As well, we are not aware of any
between periods or organizations.
55
In developing the 2013 sustainability report, we listened not only to our people, clients and members within our own Area, but also
EY, at a global level, created a sustainability working group.
together to develop a standard report template — a base report from which each participating country could produce a
impacts within its service area.
The sustainability working group engaged local stakeholders from more than a dozen countries as a means to identify the performance indicators that stakeholders consider material and relevant globally.
MaterialityTo determine the materiality of the sustainability-related issues our stakeholders raised, we considered the following sources:
• EY’s Vision 2020 purpose to build a better working world and our strategy to deliver on our vision
• reports from previous years
• Competitor global sustainability reports available in the public domain
• Working group research, analysis and observations
• Stakeholder survey results that span current and target clients; our people (from senior leaders to new recruits to alumni); and our communities (entrepreneurs, trade associations, stock exchanges and regulators, and
Once we aggregated the data, we developed a materiality matrix that force-ranked the various sustainability issues against stakeholder interest and relevancy to our business impacts. Stakeholder survey results from all participating countries were
weighted equally, even though the number of participants may have varied from country to country. Internal and external stakeholders were also given equal weight. Key performance indicator (KPI) ratings were determined using a system where 0 equals not important, 50 equals important and 100 equals very
aligned to Global Reporting Initiative (GRI) 3.1 Guidelines that
receive an Application Level B rating from GRI.
The materiality chart shows the selected GRI performance indicators according to their impacts and stakeholder importance.
GRIThis report adheres to widely accepted standards, including the GRI (version G3.1 Guidelines, Application Level C, checked by GRI) and the World Resources Institute/World Business Council for Sustainable Development’s
. Furthermore, members from a CCaSS team in EY US advised us on the content of our report using an approach similar to what they use with external clients. We have used a systematic approach to understanding the issues that our report should cover, as well as the measurements we use to document our performance against these issues. Please refer to the GRI content index and the GRI Application Level Check Letter at the back of this document for more information.
AssuranceThis sustainability report was reviewed internally by a CCaSS team in EY US. This report did not receive assurance from an external auditor.
RestatementsThere have been no restatements related to this report.
Determining report content and materiality
About this report
56
What’s important to you is important to us
Potential impact
Impo
rtan
ce to
sta
keho
lder
sH
igh
High
Low
Low
Labor relationships
Compliance
Environmental impacts of transportation
Sustainability-related subjects included in employee training
Occupational health and safety
Waste
Employee
Materials used
Employee retention rates
Supplier human rights
Governance
Anti-corruptionClimate change and
Responsible procurement
Employee training and development
Volunteering
Customer privacy
Embedding sustainability into our services Environmental
impacts of products and services
Public policy
Customer satisfaction
Market share
Equal overall remuneration
High materialityMedium materiality
Low materiality
Discrimination
Contributing to economic development
57
About this report
EY
1
2
3
Sust
aina
bilit
y su
rvey
cont
aining GRI Indicators and EY speci
c Indicators to be rated
Ene
rgy s
aved due to conservation and ef ciency improvements
Initi
ative
s to re
duce indirect energy consumption (purchased electricity) and
redu
ctions a
chieved
Current clients – Target clients
Act
ions t
aken in response to incidents of corruption
Our
clients count on us to deliver exceptional
Our clients
clien
t service so they can grow and thrive.
development review
s, by gender Percentage of em
ployees receiving regular performance and career
Actions taken in response to incidents of corruption
Entrepreneurs – Trade associations - Stock exchanges and regulators – nonpro t organizations
growth in areas w
here we have the greatest impact.
Our com
munities
We are com
mitted to fostering sustainable
Energy saved due to conservation and efciency improvements
Initiatives to reduce greenhouse ga
s em
issio
ns (f
rom
pur
chas
ed
(purchased electricity
) and re
duct
ions
ach
ieve
d Initiatives to reduce in
direct
ener
gy co
nsum
ptio
n
electricity and business tra
vel) a
nd re
duct
ions
ach
ieve
d
Energy saved due to conservatio
n and e
fcie
ncy
impr
ovem
ents
Partners and senior leaders – Client a
nd non-clien
t ser
ving
empl
oyee
s –
New
recr
uits
, stu
dent
s an
d in
tern
s –
Alu
mni
experience is better t
han
work
ing
anyw
here
els
e.
We want to ensu
re th
at th
e EY
wor
k
Our peo
ple
1. How we engage with our stakeholders2. Why our stakeholders are important to us3. Key issues our stakeholders say are the most important
strategic ambition to strengthen our stakeholder relationships
favored employers in our industry. To achieve these ambitious goals, it is absolutely vital that we listen to our stakeholders — our clients, our people and our communities. We learn what is important to them, how they view us today and the path they expect us to follow. These insights have a direct impact on our
success. They enable us to identify material issues, including risks and opportunities; enhance our approach to risk; and improve our performance. As such, we need to understand their
understanding, and communicate the impact their input has. The diagram above indicates how we engage with our stakeholders,
decision-making.
Stakeholders and mechanisms of engagement
58
GRI summary tableThe GRI summary table provided below indicates where the report’s information corresponding to the GRI’s G3.1 Guidelines is located. Page numbers refer to pages in this report. URLs point readers to documents with relevant content available on ey.com. The complete GRI content index is available at www.ey.com/americassustainabilityreport2013.
Indicator Location1.1 Pg. 1
2.1 Cover, pgs. 2 and 54
2.2 Pgs. 2–19
2.3 Pgs. 50—53; Transparency
Ernst & Young LLP , pg. 3
2.4 Pg. 2
2.5 Pg. 2; http://www.ey.com/GL/en/
www.ey.com/ourlocations
2.6 Pgs. 50—53; Transparency
Ernst & Young LLP , pg. 3
2.7 Pgs. 2, 4–19, 522.8 Pg. 2
2.9 Pg. 52
Indicator Location2.10 Pg. 15
3.1 Pg. 54
3.2 Pg. 54
3.3 Pg. 54
3.4 Pg. 61
3.5 Pgs. 56—57
3.6 Pg. 55
3.7 Pg. 55
3.8 Pgs. 56—573.9 Pgs. 56—57
3.10 Pgs. 56—57
3.11 Pg. 55
3.12 Pg. 59; ey.com/americas sustainabilityreport2013
3.13 Pgs. 56–57
4.1 Pgs. 50—53; Transparency
, pgs. 5—8
Indicator Location4.2 Pgs. 51–52;
Transparency
, pgs. 5—8
4.3 Pg. 52; Transparency
, pgs. 5—8
4.4 Pgs. 52, 56–58
4.5 Pg. 53; Transparency
, pgs. 5—8
4.6 Pgs. 14, 16—19; Transparency
, pgs. 5—8
4.8 Pgs. 14, 16–33
4.14 Pg. 584.15 Pgs. 56—58
EC1 Pgs. 2, 34–49
EC2 Pgs. 46–49
EN6 Pgs. 46—49
Indicator LocationEN7 Pgs. 46—49
EN16 Pgs. 46—49
EN18 Pgs. 46—49
EN26 Pgs. 46—49
EN29 Pgs. 46—49
LA1 Pgs. 28—30
LA2 Pgs. 22—25
LA3 Pgs. 31—33
LA10 Pgs. 26—27
LA12 Pgs. 26—27
LA13 Pgs. 26—27
HR2 Pgs. 14, 16—19
HR4 Pgs. 28—30
SO3 Pgs. 14—19
SO5 Pgs. 14—19PR5 Pgs. 14—19
59
60
Contacts
For more information, please visit ey.com/americassustainabilityreport2013
61
Leisha John EY Americas Director of Environmental Sustainability +1 305 415 1480 [email protected]
Stephen Starbuck EY Americas Climate Change and Sustainability Services Leader +1 704 331 1980 [email protected]
EY | Assurance | Tax | Transactions | Advisory
About EYEY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.
© 2014 EYGM Limited.All Rights Reserved.
EYG no. HH01091311-1157463_EC
This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specific advice.
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