RBC Leads the Way

RBC has established a model of inclusivity that is progressive and distinctive – one that many companies operating in this diverse region should try to emulate.

In 1977, in response to concerns expressed by women employees, then Royal Bank CEO Rowland Frazee established a Task Force on the Status of Women in the organisation. Those findings which dealt with issues such as mobility, training and job opportunities still form the basis of policies in these areas today. Just two years after that landmark report, Suzanne Lebarge was appointed the first female executive of the bank in Canada. That was almost one decade after Georgette St. Cyr became the first woman to be appointed as a Royal Bank branch manager.

Today, diversity is a core value of RBC. The Bank sees diversity as being able to embrace, harness and leverage the collective differences of its people, for a richer and better society.

According to RBC’s Head of Corporate Communications for the Caribbean, Nicole Duke-Westfield, “Diversity and inclusion is not about ideals, but about actions.” She explains that the organisation has entrenched diversity as a way in which it does business. Based on the Bank’s learnings over the years, diversity plays a critical role in its success and this is why it is incorporated into its strategy. “Organisations like ours that leverage diversity are more innovative, service-oriented and are more effective in attracting and retaining a more diverse workforce,” says Duke-Westfield.

RBC believes that the focus on diversity and inclusion has shaped an organisation that is deeply sensitised to the communities in which it operates and is progressively building a cadre of employees who believe that their differences are respected and valued by the Bank.

Group CEO Dave McKay says, “Diversity and growth are not just integrated, but inseparable…Diversity puts more possibilities into play, and inclusion — going beyond prevailing, predominant or traditional perspectives — makes tapping into those possibilities more likely.” In RBC’s 2016 Diversity Report, McKay said, “There is no question in my mind, that Diversity & Inclusion enriches societies and drives economic prosperity… I’m proud of the role Diversity & Inclusion plays in RBC’s Collective Ambition – our story of what we stand for, why we’re here and how we’ll continue to be successful.” McKay sees diversity as key to the Bank’s growth. RBC aims to be the front-runner in Diversity & Inclusion (D&I) in the Caribbean region – both in how it operates and in the way it does business. Certainly RBC has established a model of inclusivity that is progressive and distinctive – one that many companies operating in this diverse region should try to emulate. Says Caribbean Banking CEO Rob Johnston, diversity at RBC, aims to assure equanimity throughout the Bank’s operations, in areas of “ethnicity, gender, age, national origin, disability, sexual orientation, education, and religion.”

Johnston recalls that he was in Corporate HR at the time when the internal conversation on D&I began. “We would often bump into the glass ceiling. There was a need to pay for like services regardless of age, gender and ethnicity.” The organisation was in discovery stage – paying attention to things like nuances and biases. In Canada, biases against first nation people were high on the agenda; so too was the issue of the LGBT community. Johnston recalls that they moved quickly on the conversation of sexual orientation as “it was an avalanche waiting to occur.” RBC diversity and inclusion is simply good for business; the right thing to do.

Johnston’s conviction is that “Diversity in its fullest allows us to build a team that is stronger – one that has the best ideas and the best people. We don’t want homogeneity. Diversity allows for different approaches to business solutions; it also guards against hierarchy in the Caribbean organisation.”

“Further, we value diversity not only in creed, gender, race, culture, ethnicity and sexual orientation but also of thought and opinions. We strive for an open and inclusive culture and there are multiple opportunities where every employee feels comfortable speaking up.”

Caribbean Banking Diversity Blueprint

In 2012, RBC established a blueprint for the implementation and integration of diversity into its Caribbean Banking operations and with it a number of Priority Action Plans for the next five years – i.e.

• Building Workforce Diversity
• Enhance Workplace Diversity;
• Increase Awareness and Inclusion
• Promote Active Leadership.

The Blueprint makes a case for diversity and inclusion as a lever for incredible business and economic potential because of the innovation and creativity that is fostered by the full engagement of different perspectives.

For RBC, diversity includes and goes well beyond basic definitions and respecting employment and regulatory requirements in the jurisdictions wherever it operates. The Bank is clear – “We understand that having diversity is just part of the story; how well that diversity works together is the key. Our framework has evolved to include fostering inclusion and leveraging diversity of thought.”

RBC Employee Resource Groups

The Bank has established Employee Resource Groups– commonly termed the ERGs which are dedicated to helping employees pursue and achieve diversity goals. “RBC Employee Resource Groups help bring together employees from shared backgrounds and give them a resource to help them develop both personally and professionally.” Modelled after the federal umbrella, the Diversity Council which is established at Head Office in Canada, the Caribbean Banking Diversity Council has established three network groups: The NextGen ERG which works with the under-30 workforce, the Women’s Advisory Board (WAB) which deals with female and family issues and the REACH (I-Care) Resource Group which deals with employees with disabilities or with marginalised members of the community. Each of

the three markets of the Caribbean, has an in-market council that implements initiatives and activities in each market.

The blueprint integration is policy-driven and there are a number of Key Performance Indicators to be satisfied in measuring the effective implementation process. Among those KPIs are the number of women in leadership roles, recruitment of persons with disabilities, the number of young professionals in mentorship etc. The Caribbean Banking Division produces a quarterly D&I balanced scorecard against targets and this feeds into the Enterprise (federal) Scorecard. On-boarding or employee induction programmes also include D&I sensitisation and current employees are part of an ongoing awareness campaign. The 2015 D&I outreach week included quizzes, leadership livestream discussions, and personal sharing by employees on living with disabilities.

This creates connectivity and contributes to the assimilation objective of sensitivity and modified behaviours in the workplace.

The Caribbean Banking Diversity Council has accomplished much thus far, including:

• An increase in percentage of persons with disabilities being employed
• Upgrading of facilities to improve access for persons with disabilities
• Established 3 Employee Resource groups (ERGs) – Women’s, NextGen and I-Care
• Braille-ready ATMs
• Braille-ready elevators
• Flexible Work Policy
• Dress Policy adjustments for non-client-facing staff
• Lactation Programme for nursing mothers
• Paternity leave extensions
• Increased (unpaid) maternity leave option
• System-wide celebrations of International Women’s Day and key UN commemorative days
• Young Professionals Mentorship Programme with Young Leaders
• Employee Volunteerism in community projects
• Schools: schoolbag drive (1000 regionally in 2015)
• Young Leaders Mentorship
• Employee preparation and distribution of RBC Care Packages for NGOs such as women’s’ shelters and children’s homes
• 2015 launch of the Community Leadership Award
• Active Leaders – i.e. transfer of knowledge and expertise by senior managers to youth in the home markets.

Despite the fact that there are still many corporate entities still sadly lacking behind RBC in addressing the issue of diversity and inclusion, Duke-Westfield admits that there is still more to be done. “We need to enhance workplace advocacy for deeper sensitization and behavioural shifts; going beyond the physical to address the mental and emotional changes needed to work side by side with the disabled.”