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Inclusion and Diversity

Building an inclusive workforce

Our people
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Experienced professionals
Inclusion and Diversity
News and insights

Our ambition is for our workforce to represent the diversity of the communities in which we operate globally, and that our people feel that they truly belong at Schroders.

Inclusive environment

84%

feel they are treated with fairness and respect

Strong inclusion values

84%

feel that Schroders recognises and values diversity among its employees

Holding ourselves accountable

33%

female representation in senior management target met

*May 2021 employee survey results

Leading with inclusion

Our commitment to creating a truly inclusive culture at Schroders is at the centre of our people strategy and is led by our Group Chief Executive, along with sponsorship from our senior leadership team, the GMC.

Talented people who can understand and embrace different perspectives are crucial to innovating and problem solving, and therefore delivering for our clients. This means attracting, retaining and developing employees regardless of age, gender, ethnicity, sexual orientation, disability, religious beliefs or socio-economic backgrounds. It also means creating an environment where people can be themselves.

Hear from our people about how we are continuing to create a more inclusive workplace:

Diversity of thought is critical to success in modern business. At Schroders we are going a step beyond simply saying that it is important.

Peter Harrison
Group Chief Executive

Our approach to Inclusion and Diversity

Creating an inclusive environment is everyone’s responsibility, and our goal is to shift the focus from unconscious exclusion to conscious inclusion. In fostering a culture inclusive of diverse talent, we focus on every stage of the employee lifecycle.

imagemqb25.png Recruitment

Broaden our talent pool outreach and provide equal employment opportunities through inclusive recruitment

imagexm26f.png Development

Build awareness, create allyship and treat everyone equally for career development and progression opportunities

imagexe78.png Retention

Implement policies that reflect the needs of our diverse workforce and monitor employee engagement and attrition

What we’ve achieved

  • Refreshed job descriptions to use more inclusive language
  • Introduced a digital assessment tool for all applications to minimise adverse impact
  • Formed partnerships such as i2020 and Snowdon Trust, and piloted ‘returnship’ programmes to broaden our talent outreach
  • Introduced inclusion-related digital learning for all employees
  • Targeted mentoring programmes for underrepresented employee groups
  • Annually review performance and compensation outcomes through a diversity lens
  • Rolled out our Flexible Working Charter and continuously reviewing our people policies and benefits to make sure they continue to be fair and inclusive
  • Measuring progress through collecting and monitoring diversity profile data
  • Running an annual inclusion & diversity survey to gain feedback on how we can improve

Looking forward

There is always more work to do in building a truly inclusive workforce. In broadening our efforts, we draw on what we have already learnt and apply them to social mobility, disability, sexual orientation and mental health. These areas often overlap, and so intersectionality has become an important part of our approach. By focusing on social mobility, for example, we can improve outcomes for ethnicity and gender too.

We firmly believe that the need to address representation in the workforce is a challenge faced by our whole industry, and is not just an organisational one. So we engage with companies on employee and board diversity issues and participate in initiatives to position investment management as an attractive industry for diverse talent.

Where possible, we will continue to monitor the age, gender, ethnicity, sexual orientation, disability, religious beliefs and socio-economic background of our workforce and job applicants. As well as focusing on the wellbeing of our employees. This allows us to concentrate on the most impactful ways to improve their experiences and will enable us to publish other data alongside our gender pay gap in the future.

Employee-led inclusion

Our 13 Employee Resource Groups are key to our identity as an inclusive place to work. Members run events to celebrate what’s important to them and work together to raise awareness around challenges that underrepresented groups might face.

  • Cultural networks – Black Professionals Network, East Asian Society, and Spanish and Latin community – supports the cultivation of diversity in the workplace and nurture progression of underrepresented employees through raising cultural awareness.
  • Faith networks – Christians at Schroders, Hindu Society, Jewish Society, Muslim Society, and Sikh Society – celebrates diversity through the understanding of different beliefs and culture.
  • Gender Equality Network helps raise awareness of gender equality in the workplace and ensures that there are visible role models at different levels of the organisation.
  • SchOUT, our LGBT+ group, encourages an inclusive culture where everyone can bring their whole self to work and realise their potential.
  • Schroders Armed Forces Network brings together anyone who has served in the military, is a serving reservist, has family ties to the military or are simply interested in learning more about the forces.
  • Schroders Minds provides a platform to share experiences and offer support to each other in safe-guarding our mental health.
  • WorkAbility aims to educate employees and provide a forum for those affected to discuss impairments freely, allowing Schroders to become a Disability Confident employer.

Inclusion and Diversity is also led in the business both via functional groups and in-country employee-led Inclusion & Diversity Councils around the world.

Our workforce at a glance

Transparency matters to progressing inclusion and diversity, so we’ve taken an important step to publish a report that looks at the diversity of our workforce.

Find out more

Read our Gender Pay Gap Report

Find out more about gender equality at Schroders in our latest report.

Find out more

Key memberships and partnerships

Schroders signed up to the Women in Finance Charter in May 2016, a pledge for gender balance across financial services. Signatories pledge to commit to progressing women into senior roles, setting a strategy with measurable targets and reporting publicly on their progress.

We are committed to striving for gender equality across our business. We originally set a target of 30% female representation in senior management roles by the end of 2019, up from 25% at the end of 2015. In line with our longer-term plans, we achieved our initial target of 30% females within senior management positions during the first quarter of 2017 and in March 2020 reached 33% female representation.  We have set a new goal to reach 35% female representation at senior management level by 2023.

We see transparency around gender pay gap as integral to having meaningful conversations around equality. We are also committed to publishing our ethnicity pay gap once we reach 80% completion of our ethnicity profiles.

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We are proud to support The Diversity Project and our Group Chief Executive is a member of its CEO Advisory Council. This is a group of leaders in the investment and savings profession that decided to take action to accelerate progress towards an inclusive culture within our industry.

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We partner with LGBT Great,
a global membership organisation specialising in LGBT+ diversity and inclusion within the investment and savings industry.


 

 


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We are a signatory of the Valuable 500 to help address the barriers faced by disabled employees.                 

 



 

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