The competitive value of a balanced business Inclusive and diverse organisations: +27%
Have greater market attractiveness •Diverse boards deliver stronger corporate oversight1
resulting in less fraud2 and a better reputation within the marketplace.
•Customer satisfaction and earnings increase when
workforces reflect the broader population,3 while loyalty increases by making a public commitment to inclusion and diversity.4
Better leverage talent
80%
Employees who think their organisation is committed to inclusion and diversity are more likely to stay,5 feel engaged,6 experience less absenteeism, and are 80% more likely to perceive they work in a high performing organisation.7
Profitability
Have better financial performance
Are more innovative and better at problem-solving
+39%
Organisations with greater levels of inclusion and diversity outperform those with less:
Customer satisfaction
Companies with greater female board representation have:10
42%
greater return on sales
53% better return on equity
66%
higher return on invested capital
Diverse teams are more effective at solving complex problems than highly qualified, expert teams.8 Differences in perspective and experience enable diverse teams to generate more varied and plentiful idea combinations leading to higher creativity and the out-of- the-box thinking crucial to innovation.9
Are more engaged and more productive
x6
Diverse work teams produce results that are six- times higher than teams that are less diverse.11
Highly engaged organisations have been shown to have:
50,000
Research with over 50,000 employees shows that engagement is closely linked with loyalty to their manager, and engagement is highest where the manager shows a strong commitment to diversity.12
Organisations with greater levels of inclusion and diversity outperform those with lower levels by:
+22% Productivity
+28% +19% Earnings per share
Operating income13
-22% Lower staff turnover14
Adams, B. R. & Ferreira, D. (2009). 2 Cumming, J. D., Leung, Y. T. & Rui, M. O. (2012). 3 Avery, R. D., et al. (2012). 4 Witech-Commbs/Harris Interactive, 2009. 5 Kaplan, M. D., Wiley, W. J. & Maertz, P. C. (2011). 6 Corporate Executive Board (2004). 7 Deloitte (2012). 8 Hong, L. & Page, E. S. (2004). 9 Higgs, M., Plewnia, U. & Ploch, J. (2005). 10 Lois, J. & Carter, M. N. (2007). 11 Page, E. S. (2007). 12 Corporate Executive Board (2004). 13 Towers Perrin (2008). 14 Cumulative Gallup Workplace Studies.
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