AUTUMN 2019 | OUR CULTURE STORY 07
OURWORLD REVOLVES AROUND U CHAPTER FOUR
How can we be a better corporate citizen? From Michael Yeboah We all make a difference in our
Does U include how we can support people with ‘digital overload’? From Gemma Salmon
X X Our Code of Ethics: Because BDO LLP is a member of the Institute of Chartered Accountants in England and Wales (ICAEW), all 5,000 people are required to abide by the ICAEW Code of Ethics. At BDO, we don’t see this as an undue burden; instead we’ve embedded these behaviours in the firm’s values, commitment to quality, our strategic framework and – critically – our culture. X X Our HR policies: every case will be individual, but we’re transparent with our HR policies to support our people and help them know who to turn to. X X Whistleblowing: we have both an internal and external whistleblowing service which anyone can email or call – completely confidentially. the process of calculating our ethnicity pay gap. Our first step has been to ask our people (legacy BDO, legacy Moore Stephens and new joiners) to share their ethnicity information with us in a way that is compliant for us to then use it for ethnicity pay gap reporting purposes. We plan to use National Inclusion Week 2019 as a hook to boost our internal data collection, helping us to be as statistically representative as possible. Our HR experts will then be able to analyse the figures, openly review what the data tells us with our Leaders and BAME Network, and discuss what actions and communications we need to progress as a result. Read more on page 27. Read more on page 16. What are we doing about the ethnicity pay gap? From Aminata Pungi We’re working through
day jobs at BDO: the role we play in capital markets, in supporting an entrepreneur to succeed, in providing assurance to Audit Committees, in advising a business owner on their next step towards successful growth, in helping a British company take its first steps to internationalise. We understand that the talent and energy we have can contribute to the kind of society we all want to live in. We should each take pride in that. There are things we need to do as a firm to maximise our positive impact on the world around us; just one example is that we’ve signed up to the UN Global Compact Agreement. But if we enable our people to make a difference at the same time, then our impact will be far greater. That’s why ‘Citizenship’ is a priority for the U in BUILD – and why we’ve launched an exciting new programme called 5+5 to encourage people to give more back to society. Read more on page 22.
At times, it can feel as if the pace of life in 2019 is relentless. UK workers now consume the equivalent of up to 20 DVDs worth of data every working day; that’s double compared to 20 years ago – but we still have the same brains! At some times or for some people, that’s exhilarating and challenging; at other times or for other people, that’s overwhelming and hectic. If you don’t keep this in check to get the right balance for where you are at in your life, your wellbeing is likely to suffer. What we’ve seen – and encouraged - in the last couple of years is that people are utilising changes in technology and societal norms to work in a more agile and flexible way. But having access to always-on technology doesn’t mean you have to be an always-on worker. And we’ve used our Unifying Culture priority of Wellbeing to socialise that concept across BDO. We’ve chosen not to make a ‘central intervention’ – for example switching all emails off after 6pm or at weekends – because our people told us they want the flexibility of being able to work when and how they want. Instead, we’ve introduced practical workshops, such as ‘Performance under Pressure’ training, and tools, such as MyAnalytics, which help people reflect on their own working patterns and personalise their own response so they maximise their productivity, as well as their wellbeing. Read more on page 20.
chapter four
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