RBC is considered a leader in diversity. We promote diversity
by playing a leadership role and
raising awareness, and through
training, employee
resource groups and other programs
to support diversity.
Workforce Composition Progress Report
The composition of our workforce is an important measure
of how well our diversity efforts are working. Diversity initiatives
can take several years to show results, so it's important
to look at our longer-term progress.
Diversity in our Workplace
(Canada)*
|
2009 |
2008 |
2007 |
1999** |
| Women |
68% |
69% |
69% |
74% |
|
Women in management
|
54% |
54% |
55% |
54% |
|
Women in executive roles
|
39% |
39% |
36% |
25% |
|
Visible minorities
|
27% |
26% |
25% |
14% |
|
Visible minorities
in management
|
25% |
25% |
24% |
13% |
|
Visible minorities
in executive roles
|
12% |
12% |
12% |
5% |
| People with disabilities |
3.7% |
3.8% |
3.9% |
2.9% |
| Aboriginal people |
1.6% |
1.6% |
1.6% |
1.2% |
* Figures represent Employment Equity
data as of October 31 for each year presented, for our businesses
in Canada governed by the Employment Equity Act. Given variations
in legal definitions and restrictions in legislation around
the world, comprehensive data on these four designated groups
(women, visible minorities, people with disabilities, Aboriginal
people) is available only in Canada.
** 1999 data provided for comparative purposes as many of
our programs and efforts require more than one or two years
to have a demonstrable effect on workforce representation.
Leadership
To create and sustain a diverse, inclusive and collaborative
work environment, people at all levels of the organization
must be engaged. Our President and CEO chairs the RBC Diversity
Leadership Council, created to establish strategies and goals,
and to have senior-level diversity champions in place in North
America, the Caribbean and the United Kingdom. In addition,
individual business units have diversity leadership councils
that help advance diversity and inclusion.
Our leaders are also active outside the workplace. For example
in September 2009 the Toronto Region Immigrant Employment
Council (TRIEC) announced the appointment of Gordon M. Nixon,
President and CEO of RBC, as chair, and Zabeen Hirji, Chief
Human Resources Officer of RBC, as co-chair of TRIEC. Founded
in 2003, TRIEC creates and champions solutions to better integrate
skilled immigrants in the Greater Toronto Region labour market.
We believe progress in diversity is a societal objective,
and we can learn from one another. Our leaders also participate
in various public discussions, panels and workshops that focus
on promoting diversity in the workplace.
Raising Diversity Awareness
RBC promotes diversity by sharing our knowledge and encouraging
discussion of its impact on business, communities and the
economy. For example, RBC sponsored a study by Catalyst Canada
and Ryerson University on the career development and advancement
of visible minorities in corporate Canada. In 2009, Catalyst
Canada released the fifth and final part of this study that
highlighted programs, practices and initiatives in organizations
that support the development and career advancement of visible
minorities. The study provides examples of initiatives that
address barriers that prevent visible minority employees from
forming critical relationships. The RBC Diversity Dialogues
Reciprocal Mentoring initiative (see below) was featured in
the study. The study also highlights strategies for companies
to help them more fully leverage the talents of visible minority
employees.
In 2009, we released the RBC Diversity Blueprint, which sets
out our corporate diversity strategy, priorities and objectives.
The purpose of the blueprint is to outline how we will continue
to improve our diversity position in Canada, strengthen our
existing diversity and inclusion efforts in the U.S. and internationally
and, where necessary, develop new initiatives that support
our commitment to diversity.
Training and Mentoring
We are committed to ongoing learning, coaching and mentoring
to ensure we develop and support a rich and diverse workforce.
Employee diversity training initiatives include:
- Business Excellence through Diversity: Workshops
were attended by over 110 employees globally.
- Extensive self-study materials: These are available
through our internal website, Destination Diversity.
- RBC Diversity Dialogues: Our reciprocal mentoring
program was expanded to more than 180 employees. This program
connects two people with different professional experiences
and backgrounds to learn about leadership and diversity
from each other.
Employee Resource Groups
Employee resource groups are self-governing networks of employees
that help their members develop personally and professionally
through peer mentoring, coaching and networking. These groups
help cultivate an inclusive work environment by fostering
a better understanding of their needs. Groups that are formally
recognized by RBC receive an annual budget and communications
support from the company.
In Canada, we have employee resource groups representing
Aboriginal employees (Royal Eagles); lesbian, gay, bisexual
and transgendered employees (PRIDE); employees with disabilities
(REACH); and new Canadians and visible minorities (MOSAIC).
In the U.S., we have groups representing gay and lesbian employees
(GLADE) and minority employees (MEA). As well, female brokers
are supported by the Women's Association of Financial Consultants,
a resource group that fosters the productivity and success
of female financial consultants through a wide range of information,
events and programs.
Programs to Support Diversity
We participate in a number of external and internal programs
that support diversity. For instance, for the past 13 years,
we have successfully partnered with the Career Edge organization
to provide paid internships to recent graduates and newcomers
to Canada through three programs: Career Edge for recent graduates,
Ability Edge for graduates with disabilities and Career Bridge
for internationally qualified professionals. Since 2003, approximately
350 employers, including RBC, have provided meaningful work
experiences to over 1,000 Career Bridge interns. Since 1996,
RBC has provided valuable work experiences to over 700 Career
Edge organization interns. In 2009 alone, RBC provided 68
paid internship opportunities, up from 52 in 2008, including
five Career Edge interns, 27 Ability Edge interns and 36 Career
Bridge interns. Approximately 70% of interns in the Ability
Edge and Career Bridge paid internship programs join RBC as
full-time employees following their internships.
Many of our internal policies and programs promote diversity
at all levels of the company by providing the flexibility
and support that many employees need to manage work and life
responsibilities. These include:
- Access to personal work/life counselling services;
- Maternity, parental and family responsibility leave;
- The option of returning from leaves gradually or in an
alternative work arrangement;
- Emergency backup eldercare and childcare in several major
centres;
- Phased retirement, an option available to eligible employees
who wish to work three or four days per week for a defined
period prior to retirement.
Programs to Support Aboriginal Employment
We are also committed to increasing the representation of
Aboriginal people within our workforce, through proactive
recruitment and programs:
- Since the RBC Aboriginal Student Awards Program was launched
in 1992, we have awarded 87 scholarships totalling $1 million
to Aboriginal students across Canada. In 2009, we expanded
the program by awarding ten scholarships,compared to eight
in 2008.
- The Pursue Your Potential™ recruitment program helps
Aboriginal people explore career opportunities and understand
our recruitment and selection process.
- A total of 42 students across Canada participated in the
RBC Aboriginal Stay in School Program during the summer
2009 school break.
