Diversity & Globalisation

Nicoll Curtin
Diversity & Inclusion Report
May 2015
Be Outstanding
www.nicollcurtin.com
Diversity & Globalisation:
Supporting diverse talent
overseas

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Since my outing in 2007, progress has further accelerated. Many societies are
increasingly embracing diversity and LGBT people. Friends and family
frequently applaud them for coming out. There are still those who find it
difficult to accept the LGBT community, but they tend to be of my generation
or older. Their children and grandchildren are significantly less likely to share
their views, and they are far more likely to know a gay person, or to have
encountered positive portrayals of gay people in popular culture.
A majority of people in the US and UK now support equality for gay men and
women, including marriage rights and workplace protections.
On the global stage, gay rights are increasingly seen as human rights.
Respecting them has become a benchmark not just of a tolerant society but of
a civilised one. Societies that accept LGBT people share a common morality,
which ultimately strengthens the ties between nations. Those that do not are
seen as backward. They will be left behind. (Browne, 2014)
- Lord John Browne, former chief executive of BP and
author of The Glass Closet

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Contents
Introduction 4
Legislation 5
Legislation by area 6
Societal attitudes 8
Applying global policies 9
Supporting decision making 10
Information 10
Discussion 10
Alternative opportunities 11
Supporting same-sex partners 12
Supporting international networks 14
Not outing staff 15
Being a global champion: Organisations 16
Being a global champion: Individuals 18
Note from the author 20
References 22

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Introduction
In a world of varied cultures, religious beliefs, gender
norms, legislated rights, how do you consistently support
diverse talent on international assignments?
As globalisation continues to intensify, the number of
positions which require relocation to another country has
steadily risen, and it will continue to rise as a result of
global workforce trends.
It is vitally important for organisations’ success that they
can put the most talented people, regardless of sexuality,
wherever they need them most in the world.
Workplace studies have found that LGBT-supportive
policies and workplace climates are associated with
greater job satisfaction and commitment, less
discrimination and improved workplace relationships, and
better health outcomes among LGBT employees. (EY,
2015)
With the intensification of globalisation, international
experience is becoming an important requisite for
leadership roles and it is vital that LGBT staff are offered
these development opportunities.
How should organisations go about implementing LGBT-
supportive policies, building inclusive environments, and
providing international experience opportunities to LGBT
staff, in countries that remain unsafe or hostile
environments for lesbian, gay and bisexual people?
The Benefits
 Develop and retain talented staff:
Supporting and encouraging lesbian, gay and
bisexual staff to take advantage of these
opportunities increases job satisfaction and
leads to a more productive and skilled
workforce.
 Deliver better outcomes: Organisations that
operate globally can only be fully effective in
delivering business outcomes if their staff can
work on an international level. Putting policies
and systems in place to support gay staff to
take on international assignments means that
clients benefit from having the best person for
the job wherever they are based.
 Demonstrate credible global values: Making
sure that organisational values on equality
and diversity are applied consistently in all
locations demonstrates to employees and
clients that those values are taken seriously.
 Improve reputation: Organisations that go out
of their way to support lesbian, gay and
bisexual staff on overseas assignments
demonstrate modern and dynamic ways of
working and earn themselves a reputation as
an employer of choice amongst talented
gay recruits. (Stonewall, 2012)

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Legislation
Male homosexuality is still illegal in over 80 countries worldwide and female homosexuality is still illegal in 49. In
five countries homosexuality is punishable by death, in seven by life imprisonment and in six by hard labor. This
can result in homosexual individuals being victims of violence and harassment, without any protection from
authorities (Stonewall, 2012). However, even in countries where being gay or lesbian is legal, there is often:
 no legal protection from discrimination at work, including everything from refusal of employment to
homophobic harassment
 no legal recognition of same-sex relationships, even if they are in recognised civil partnerships or
marriages in their home country
 no legal recognition of their parental rights, even if they are the legal parents of their children in their
home country
 restrictions on immigration rules allowing same-sex partners or parents to apply for visas or residency
 legal restrictions on ‘promoting’ homosexuality, preventing gay people and organisations from openly
discussing their personal lives (Stonewall, 2012)
Data Source: (International Lesbian, Gay, Bisexual, Trans and Intersex Association, 2015)
6
9
33
39
61
0
10
20
30
40
50
60
70
Same-sex couples
offered all or most
rights attached to
marriage, but
not marriage itself
Marriage open for
same-sex couples
Prohibition of
discrimination in
employment based
on sexual orientation
Same-Sex Sexual
Acts Illegal
Same-Sex Sexual
Acts Legal
% of total of UN States

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19 19
50
21
2 7
0
10
20
30
40
50
60
Numberofcountires
Same-Sex Sexual Acts Legal
7 2
40
11
1 4
0
5
10
15
20
25
30
35
40
45
Numberofcoutnries
Prohibition of discrimination in
employment based on sexual
orientation
35
23
0
12
0
8
0
5
10
15
20
25
30
35
40
Numberofcourntries
Same-Sex Sexual Acts Illegal
Legislation By Area

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1
0
13
2 2
1
0
2
4
6
8
10
12
14
Numberofcoutnries
Marriage open for same-sex
couples
0
1
3
1
0 0
0
0.5
1
1.5
2
2.5
3
3.5
Numberofcoutnries
Same-sex couples offered all or
most rights attached to marriage,
but
not marriage itself
‘In Japan, same-sex relations are not banned, but marriage and domestic partnerships are not legal, and
protections against discrimination and harassment are lacking. The Japanese hold a strong belief in the
homogeneity of society: people that are perceived as different (such as out LGBT people and
foreigners) are typically viewed as alien.
Some public opinion polls indicate increasing acceptance of LGBT people and same-sex marriage,
including recent antisexual harassment legislation in December 2013 that is inclusive of abuse and
conduct between individuals of the same gender. In the past decade, several LGBT people have been
elected to public offices at local and regional levels. The current Government has instructed the Ministry
of Justice to recognize the married status of Japanese citizens who have entered into same-sex
marriages where it is legal. The LGBT community also scored a major publicity win by having First Lady
Akie Abe, who projects herself as an outspoken, independent thinker, march in Tokyo’s annual gay
pride parade in April 2014.’ (EY, 2015)
JAPAN

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Societal Attitudes
Even in countries where there are legal protections in place against any form of homophobic harassment or
discrimination, LGBT employees may find that societal or cultural attitudes towards them are still highly negative.
Even where attitudes a mostly positive, they may find more hostility than they are accustomed to their home
countries, or simply less candid conversation around sexuality. In EY’s recent report ‘Making it real – globally’ they
summarized the following global attitudes towards sexuality:
Situation Example
Candid and direct conversation about LGBT
professional and personal life is encouraged.
“Authenticity” is praised.
 Canada
 US
 UK
 France
 Spain
 Australia
 New Zealand
 Israel
 Taiwan
LGBT life is accepted or tolerated but not considered
relevant in the workplace.
 Germany
 Italy
 Thailand
Legal protections exist but discussion of sexuality
or personal matters in the workplace is taboo
(“Don’t ask, don’t tell”)
 Japan
 China
 South Korea
 Taiwan
LGBT advancement runs against political, religious or
colonial sensitivities.
 Russia
 Uganda
 Nigeria
 Malaysia
A tradition or language of other sexualities that does
not align neatly with the Western LGBT framework.
 India
 Pakistan
(EY, 2015)

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Applying Global Policies
Companies for whom diversity, inclusion and equal opportunity are
truly part of their core ethos will not compromise. These
organisations make it apparent that they will not tolerate
homophobic harassment or discrimination in any global
location, even where this goes beyond the demand of local
law.
IBM, for example, implements a global diversity and
inclusion policy prohibiting discrimination on the basis of
sexual orientation which it applies, without adjustment, in
all 170 countries where the organisation operates
including various countries in Africa and the Middle East –
acting well beyond local legal requirements. (Browne,
2014)
Having a blanket policy globally demonstrates to all staff
an organisation’s commitment to gay equality and respect at
work and gives lesbian, gay and bisexual staff confidence that
they can expect the same standards of treatment from their
colleagues wherever they may work. (Stonewall, 2012)
EY, however, suggests that while global LGBT vision and policy is vital,
implementation should be calibrated locally. For example, using alternative
language and historical references that are relevant to the local culture; or in
cultures where discussing personal issues of any kind in the workplace is
taboo, using more indirect and less candid approaches. (EY, 2015)

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The London-based law firm
Simmons & Simmons has
amassed a collection of LGBT-
focused city guides written by
returning secondees. (EY, 2015)
Supporting Decision Making
Even when an international
assignment is in a location
which could be considered
hostile or even dangerous for
gay employees, employers
should not assume that LGBT
staff would not or could not
undertake the assignment. It
should always be the decision
of said employee.
Employers should diligently
support employees’ decisions
with:
Information
LGBT individuals being
expatriated or seconded for an
international assignment should
be fully informed regarding the
location and any barriers,
challenges or even dangers it
may present. Provided
information should include:
 The legal situation for
lesbian, gay and bisexual
people, including whether
partner or parental rights are
recognised, and whether
immigration rules allow visas
for accompanying same-sex
partners and children
 The prevailing cultural
attitudes about gay people,
including whether workplace
cultures are
accommodating, and
whether there are different
attitudes towards gay and
bisexual men compared to
lesbian and bisexual women
 Whether there are particular
areas, cities or
neighbourhoods that are
more gay-friendly than
others
 Whether there are any
venues or local support
groups for lesbian, gay and
bisexual people (Stonewall,
2012)
Discussion
LGBT employees should be
given opportunity to voice any
questions or concerns they may
have regarding an overseas
secondment. Managers should
hold frank, honest and
transparent discussion of any
potential risks and the impact
these may have on the
employee, their family and their
career. The employee should
have opportunity to raise a
discussion with someone who is
not their manager also, if they
KEY EXAMPLE

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IBM offers LGBT mentoring for
secondees before departing and
when they return. (EY, 2015)
KEY EXAMPLE
are uncomfortable discussing
their sexuality with their
manager or not out to them.
(Stonewall, 2012)
Alternative
Opportunities
Organisations should recognise
the potential detrimental impact
(including the individual’s
perceived impact) of declining
an international opportunity on
career progression and provide
an alternative which provides
the same level of opportunity for
development. Is there an
alternative means of the
individual accepting the
assignment, such as working
remotely? Is there an alternative
international location in a
country where legislation or
attitude is more progressive?
Where this is not possible,
‘some organisations offer career
development opportunities of
equivalent merit in the
employee’s home country, such
as working on an equivalent
project or taking up tailored
training opportunities.’
(Stonewall, 2012)
Here at Nicoll Curtin, if a lesbian,
gay or bisexual employee
decides to decline an opportunity
in our Singapore offices due to
their sexuality, we consistently
offer an equivalent position in our
Zurich offices or UK offices with
the option to work remotely with
international clients from either
base.
KEY EXAMPLE
In Uganda, the Anti-Homosexuality Act 2014 called for life imprisonment for gay people and banned companies from
supporting LGBT rights. The law elicited significant criticism Western companies and investors, and it subsequently
was invalidated by Uganda’s Supreme Court. This led to an increasingly threatening environment for the local LGBT
community, including seven deaths and 65 people fleeing the country. President Yoweri Museveni faces election in
2016 and, while his support for the bill could attract votes, it is believed that he may delay action on it to avoid
antagonizing the Western business and human rights community. (EY, 2015)
UGANDA

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56%
50%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Unmarried domestic partners/companions of
oppsoite gender
Unmarried domestic partners/companions of
same gender
The KPMG Global Assignment Policies and Practices Survey 2015 showed that survey
participanats are growing more incluisve year after year.
Does your organization include any of the following in its definition of family for
purposes of international assign
Ernst & Young’s global mobility policy defines
a dependent spouse or partner as a ‘legally
recognised spouse or partner (including same-
sex and co-habitation relationships as defined
under home country laws), significant other
(including same-sex partners) or fiancé(e)’
(Stonewall, 2012).
KEY EXAMPLE
Supporting Same- Sex Partners
Research thoroughly documents the correlation of
spouse or partner involvement with the success of
expatriate assignment: a large majority of individuals
who refuse international assignments do so for
family reasons; of those who accept international
assignments there is a significant correlation
between the adjustment of the spouse or partner
and that of the expatriate, which in turn
affected the expatriate’s intentions to continue his or
her foreign assignment rather than return early.
(Zbilgin, 2009)
In Stonewall’s Global Working guide, they advise
that organisations ‘support same-sex partners to
accompany your employee in exactly the same way
as heterosexual partners, where immigration rules
allow’ (Stonewall, 2012). This means ensuring the
organisational definition of dependent, spouse and
partner allow the inclusion of same-sex partners and
spouses for the purpose of assignment benefit
policies..
Data Source: (KPMG, 2015)

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From 2005 to 2012, Steve Wardlaw headed the
Moscow office of the law firm Baker Botts, on
secondment from London, accompanied by his
partner Ian, who was taking a career break. When
in 2008 Russia tightened its visa rules, Baker Botts
created a job for Ian, enabling him to remain in
Russia as an employee of the firm. “If we had
been unable to fix it, I would have come back to
London,” Mr. Wardlaw says. (Clegg, 2014)
CASE STUDY: Getting
Creative
In 2009, Nadeem Shamim left London to work for
Standard Chartered Bank in Hong Kong. Unable
to obtain the necessary visa to accompany him,
his partner was staying behind.
The couple spent the next two years shuttling
between Asia and Europe. Despite the diary
juggling, the jet-lag and separations, Mr. Shamim
counts himself fortunate that he had a considerate
boss who encouraged him to work flexibly.
“Without [regular] contact, I think the relationship
would have ended. It was tough . . . but we
managed.” (Clegg, 2014)
CASE STUDY: Essential
Flexibility
Implementing a policy which recognises same-sex relationships allows the allocation of the same assignment
benefits as heterosexual couples, for example, the provision of housing allowances for two people, medical
insurance for two people, etc.
However, in jurisdictions where same-sex partners are not recognised, immigration laws may leave the relocation
of same-sex partners beyond an employer’s control. Stonewall writes that ‘When immigration rules make this
difficult, the very best employers find creative, legal ways of enabling same-sex partners and children to
accompany their employees on assignments. This can include arranging consecutive tourist visas or offering the
partner a temporary job in the host country.’ (Stonewall, 2012)
Thomson Reuters offers same-sex partner benefits in Saudi Arabia, Manilla and the Philippines where same-
sex relations between consenting adults in private is not a crime, although sexual conduct or affection that
occurs in public may be subject to the grave scandal prohibition in Article 200 of the Revised Penal Code.
Thomson Reuters introduced its Domestic Partners Eligibility policy, which supports employees’ domestic (live-
in) partnerships. Employees with domestic partners, either opposite-sex or same-sex, may now enroll them as
qualified dependents under the organisation’s healthcare plan and as qualified beneficiaries under its group life
insurance plan and retirement plan. (Stonewall, n.d.)
KEY EXAMPLE

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BGLAD, the gay and lesbian
group at consulting firm Bain
& Company, organises a
conference for its members
every year. They bring LGBT
staff from around the world
together for several days of
events. To outsiders, it may
look like a retreat, but the
events allow staff from
smaller offices to know there
are people like them thriving
within the organisation. ‘It has
the biggest impact on our
colleagues from India, China
and Dubai’ says Chris
Farmer, a member based in
London. ‘They have rarely
seen a group of LGBT people
of that size together and
comfortable in themselves. It
has become their biggest
support network (Browne,
2014).
KEY EXAMPLE
Supporting International Networks
Maintaining contact with other
understanding and supportive
LGBT colleagues is especially
important for employees who
feel isolated by an overseas
posting. Establishing local
LGBT networks is the optimum
solution where possible. Lord
Browne, former chief executive
of BP and author of The Glass
Closet, suggests that in
conservative countries, forming
an allies group that incorporates
both homosexual and
heterosexual staff . The
presence of heterosexuals
makes networks less
controversial and allows LGBT
people to join without actually
coming out (Browne, 2014).
However, in locations where it is
illegal or dangerous for local
networks to be facilitated,
Stonewall suggests that
overseas employees should be
assisted in maintaining contact
with their LGBT network in their
home country: ‘Many
organisations facilitate online
networking, or make it possible
for staff posted overseas to dial
into network meetings or events
using telephone or video
conferencing facilities or via
webcam.[…] Some
organisations fund travel for
staff overseas to attend
important network events.’
(Stonewall, 2012)

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Not Outing Staff
It is entirely the prerogative of each individual to disclose their sexuality or not. When it comes to international
assignment this is particularly important as an employee’s safety may be compromised if they are outed as gay;
or they may have made the decision to keep that information private to prevent any adverse effect on their
relationships with clients and colleagues in particularly conservative environments. In The Glass Closet, an
example is given which is illustrative of the choice which LGBT staff overseas often face: ‘William, a consultant for
a major international consulting firm, regularly works with clients on the Middle East. He enjoys working on energy
projects and the region offers some of the most exciting opportunities for him. He is open with everyone on his
office, but not with clients in the region. He deflects conversation about his personal life by asking questions
about their culture and customs, which he knows they will be interested in sharing.’ (Browne, 2014)
When they ask if I’m married, they’re trying to be nice and it’s not like they
are putting me on the spot. It doesn’t make me feel awkward. But in a
conservative Muslim country, I don’t want the baggage of being out. It just
wouldn’t be helpful.
- William (anonymous), The Glass Closet (Browne, 2014.)
Organisations should be mindful of communications. For
example, replacing their work email address with a personal
address on any mailing lists for an LGBT staff network.
Clear advice on personal communications should
also be given to employees; for example,
surrounding the use of social media in
countries where communication may
be monitored by state authorities.
(Stonewall, 2012)

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Being a Global Champion: Organisations
Global organisations should use their influence to promote equality and diversity globally, advocating for LGBT
rights in all locations.
Stonewall suggest that organisations should support local groups campaigning for gay equality – that this support
can provide local campaigns with more influence, further reach and publicity and increased credibility (Stonewall
2012).
Lord Browne writes that organisations that lend this support and implement unmodified global equality and
diversity polices send ‘a strong message to governments who understand the importance of major international
companies for job creation and the local economy.’ (Browne, 2014)
In some countries legislation makes it difficult for organisations to advocate for gay equality and remain
compliant. Homosexual relations are legal in Russia, but a federal law bans “propaganda regarding non-
traditional sexual relations toward minors.” Organisations in violation of this may be fined and have their
activities suspended for up to 90 days. Legislation, policies and official statements in this have created a more
hostile environment for LGBT people. Western companies have found themselves in a challenging position.
Western NGOs and advocates called on Olympic sponsors and prominent Western companies in Russia to
speak out against the law in the run-up to the Sochi Games in early 2014. Yet, government officials are not
receptive to anything that could be construed as moralizing or meddling in domestic affairs by outsiders. (EY,
2015)
KEY EXAMPLE: Russia

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Lord Browne’s statement, that
organisations who implement
global policies ‘send a strong
message to governments who
understand the importance of
major international companies
for job creation and the local
economy’(Browne, 2014) has
been exemplified recently in
Singapore.
In Singapore homosexual male
sex is a crime. Under the law, a
man caught committing an act
of "gross indecency" with
another man could be jailed for
up to two years. In 2014 The
High Court dismissed a lawsuit
to obtain protection for LGBT
persons under Article 12 of the
constitution that bans
discrimination against citizens
(EY, 2015).
This has caused some friction
between Singaporean
authorities and global
organisations and investors who
promote diverse and inclusive
cultures whom have operations
in the country. For example, in
May of 2014 Goldman Sachs’
LGBT employee network held
an LGBT recruiting and
networking dinner in Singapore.
News of the event caused
something of a media storm to
which the Minister for Social
and Family Development Chan
Chun Sing publicly expressed
concern. He expressed that
while discrimination had "no
place in our society", foreign
companies should "respect local
culture and context" and "not
venture into public advocacy for
causes that sow discord among
Singaporeans" (Wong, 2014).
However, multi-national
corporations (MNCs) perhaps
play a bigger role in Singapore
than in any other country in the
world. When Singapore became
independent in 1965, the
country was underdeveloped
and suffered high levels of
unemployment. The Singapore
Economic Development Board
decided to seek out foreign
MNC investment, whose foreign
direct investment has strongly
contributed to Singapore’s
growth from underdevelopment
in the 1960s to the economic
capital it is today (Park, 2006).
Singapore has few domestically
owned multinational companies;
Singapore has relied on
creating and maintaining an
attractive investment setting for
foreign MNCs (Chellaraj, et al.,
2009).
Therefore, more multinational
companies are stepping up to
publicly support Singapore's
annual gay rights event, Pink
Dot. Companies including
Google, Barclays, J P Morgan,
Goldman Sachs and BP are on
board as corporate supporters
for an event which last year
drew 21,000 attendees, giving
voice to the ever-growing
support of gay equality in
Singaporean society. (Wong,
2014)
Although the law is yet to reflect
this changing of attitude, in the
past the law has only been
selectively enforced and
recently not at all; with the
ministry saying that authorities
“would not take a proactive
approach towards enforcing”
the law (Oi, 2013).
KEY EXAMPLE: Singapore

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Openly gay senior
management have a
significant opportunity to
demonstrate that being out
does not limit one’s
chances for success
- Lord John Browne, The Glass
Closet (Browne, 2014)
Being a Global Champion: Individuals
Individual employee support of LGBT inclusiveness and champions of gay equality at all levels of the business are
vital in implementing and reinforcing global policies and driving cultural and thought change within the
organisation in conservative locations. EY’s 2015 report Making it real – globally, suggests there a four key
functions which champions should fulfill:
1. A leader is a manager who knows how to lead a diverse team or organization effectively and
inclusively
2.
An ally helps individual personnel manage issues specific to being LGBT in the organization - allies
can serve as public advocates on LGBT issues, an especially important role in locations where being
out is challenging.
3. Sponsors are senior leaders who work with an individual to advocate for their professional
advancement in the firm. The sponsor uses their own political capital on the individual’s behalf.
4.
Role models demonstrate exemplary performance on LGBT diversity and inclusiveness. Having
senior out LGBT role models is valuable for demonstrating leadership and
the possibility of advancement. Straight people who set a high standard of care and inclusiveness
can also be effective role models. (EY,2015)
Leaders, allies, sponsors and role models can encourage change
with everything from conversations over dinner, to expressing their
support whilst collaborating with colleagues, to articulating the
business case for gay equality with local senior business leaders,
officials and policymakers. A champion doesn’t have to be LGBT
themselves, simply be openly committed to supporting their gay
colleagues and eliciting change.
However, those who are openly LGBT ‘send a clear message to staff all
over the world that gay people can be successful and are to be taken
seriously’ (Stonewall, 2012). Lord Browne writes that: ‘some senior
executives believe it is essential to be authentic, even in challenging
circumstances. Shielded by their seniority, they can help effect change
in their environment’ (Browne, 2014).

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In the mid 1990s Ivan Scalfarotto moved to Moscow in the role of Head of HR for Citibank in Russia, Ukraine
and Kazakhstan. Citibank’s newsletter contained an interview with Scalfarotto to follow his appointment.
Following his interview, a number of days had passed when Scalfarotto can recall his deputy coming to tell him
that, when asked to describe his family, he said he had ‘a partner and a cat’. She explained that “In the
Russian translation ‘I have a partner’ just doesn’t sound right. They would suggest that you answer, ‘I’m not
married and I have a cat.’” Scalforatto responded that “I don’t want to tell people what I’m not. I want to tell
people what I am. I want to say that I’m here with someone. I don’t care if in Russian it sounds right or not, so
please keep the answer.’” After publication of the interview, he received an email from a closeted employee
thanking him for the frankness and honesty of his interview: ‘I’m very proud to have an HR person like you,’ the
email read. ‘I think you are very brave. Please don’t tell anyone that I write you.’ (Browne, 2014)
KEY EXAMPLE: Ivan Scalfarotto
Antonio Simões is Head of Banking for the UK and Head of Retail Banking and Wealth Management for
Europe at HSBC. Simões was named as the most influential openly gay executive by the awareness group
OUTstanding in Business in 2013: “As a Chief Executive Antonio is responsible for over 50,000 people. He is
fully out, both personally and professionally, and has increased the visibility of diversity & inclusion at HSBC by
creating specific funding and executive sponsorship around key strands. He has also taken on a number of
roles including UK Diversity & Inclusion Committee Chair and Senior Sponsor of the Pride employee
network.”(Out-standing.org, 2015) Simões, said he thought gay people had a “personal duty at the professional
level to come out of the closet”. (Rankin, 2015)
KEY EXAMPLE: Antonio Simões
Steve Wardlaw, who headed the Moscow office of the law firm Baker Botts, used his position and sexuality to
alter and demystify how Russian perceived homosexual relationships. Wardlaw invited them to ask him
anything about gay lifestyles in order to ‘dispel myths’. “Once or twice the debates became fairly heated, but
usually because people were struggling with an idea [that challenged their assumptions].” (Clegg, 2014)
KEY EXAMPLE: Steve Wardlaw

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Note from the author
Lord Browne’s reflection that countries that do not support LGBT rights will be left behind by the rest of the world,
both ethically and economically, is becoming apparent.
The opportunity offered by the global LGBT market (i.e. LGBT GDP) is estimated to be USD 3 trillion
(OUTLeadership, 2013). If calculated, how much of this GDP would be lost as a result of homophobia?
What is the lost GDP of the gay individuals who have been imprisoned in Russia?
Who have incapacitated by violence in Uganda?
Who have lost jobs in one of the may countries without protection from LGBT discrimination in employment?
Who are expending energy concealing their sexuality at the expense of productivity worldwide?
A recent World Bank case study of the cost of stigma and LGBT exclusion in India attempts to calculate this loss,
and suggests they could be anything up to a staggering 1.7% GDP (The World Bank, 2014).
The economic cost is nothing compared to the moral and ethical one, however considering the bottom line, the
economic impact, challenges organisations and governments to think about what is lost when any group is denied
full and equal participation in society.
Ashleigh Clowes
Co-Head of Diversity
Researcher, Senior Appointments

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OUR STORY
Nicoll Curtin Senior Appointments was conceived and developed by Cian Loughnane (Head of Senior Appointments, Co-
Head of Diversity), following a central role in the business since 2004. He was tasked with spearheading Nicoll Curtin’s
Senior Appointments offering in 2011, in response to client demand for a service that reflected our successes in
contingency. He is passionate about Equality and Diversity and its role in the corporate sphere.
Cian is ably supported by Ashleigh Clowes (Senior Appointments Researcher and Co-Head of Diversity). Ashleigh takes
ownership of research functions, producing tailored research documents on topical issues of interest for clients.
OUR COMMITMENT TO EQUALITY & DIVERSITY
We fully acknowledge that an optimal business environment is a diverse one. We are committed to helping our clients
improve their business performance by providing them with the diverse talent required to constitute effective leadership.
We will challenge doubts and reinforce the attributes of non-traditional career pathways, broadening your definition of a
“successful profile” and providing appropriate weight to intrinsic competencies and capabilities. This process is
instrumental in facilitating equal opportunities for diverse and talented individuals.
Even when this takes the form of a difficult or ‘loaded’ conversation, we will probe, question and challenge often long-held
assumptions, revealing unconscious biases that may exist in specifications or selection processes.
We will engage candidates in the application process from under-represented characteristic groups by demonstrating your
commitment to diversity and your organisation’s mechanisms to help them succeed.
FOR MORE INFORMATION
For more information please contact:
Cian Loughnane
Co-Head of Equality and Diversity
Head of Senior Appointments
cian.loughnane@nicollcurtin.com
0207 397 0197
Ashleigh Clowes
Co-Head of Equality and Diversity
Researcher for Senior Appointments
ashleigh.clowes@nicollcurtin.com
0207 397 0145

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REFERENCES
Browne, J. (2014). The Glass Closet. Random House.
Caligiuri, P. and Cascio, W. (1998). Can we send her there? Maximizing the success of western
women on global assignments. Journal of World Business, 33(4), pp.394-416.
Clegg, A. (2014). Strategies for same-sex postings. Financial Times. [online] Available at:
http://www.ft.com/cms/s/0/11f7f770-1cbe-11e4-88c3-00144feabdc0.html [Accessed 12 Aug.
2015].
EY, (2015). Making it real — globally. [online] Available at:
http://www.ey.com/Publication/vwLUAssets/EY-making-it-real-globally/$FILE/EY-making-it-
real-globally.pdf [Accessed 29 Jul. 2015].
International Lesbian, Gay, Bisexual, Trans and Intersex Association, (2015). A World Survey of
Laws: criminalisation, protection and recognition of same-sex love. State-Sponsored
Homophobia. [online] ILGA. Available at:
http://old.ilga.org/Statehomophobia/ILGA_State_Sponsored_Homophobia_2015.pdf
[Accessed 12 Aug. 2015].
KPMG, (2015). KPMG Global Assignment Policies and Practices Survey 2015. [online] KPMG.
Available at:
https://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/Documents/global-
assignment-policies-and-practices-survey-2015-v2.pdf [Accessed 12 Aug. 2015].
Oi, M. (2013). Is Singapore's stance on homosexuality changing?. BBC. [online] Available at:
http://www.bbc.co.uk/news/world-asia-22088852 [Accessed 11 Aug. 2015].
OUTLeadership, (2013). Out on the Street: Asia 2013 Summit: Learning Overview. [online]
Available at: http://outleadership.org/wp-content/uploads/2013/10/Learnings-Narrative_2013-
Asia.pdf [Accessed 14 Aug. 2015].
Park, D., 2006. Foreign Direct Investment and Corporate Taxation: Overview of the Singaporean
Experience, Singapore: Economics Division, School of Humanities & Social Sciences,
Nanyang Technological University.

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Rankin, J. (2015). HSBC’s António Simões says being gay was key to career success. The
Guardian. [online] Available at: http://www.theguardian.com/business/2015/jan/18/hsbcs-
antonio-simoes-says-being-gay-was-key-to-career-success [Accessed 12 Aug. 2015].
Stonewall, (2012). Global Working: Supporting lesbian, gay and bisexual staff on overseas
assignments. [online] Available at:
https://www.stonewall.org.uk/documents/global_working1.pdf [Accessed 29 Jul. 2015].
Stonewall, (n.d.). Global Values Getting Started With LGB Equality Worldwide. [online] Stonewall.
Available at:
http://www.stonewall.org.uk/documents/global_values__getting_started_with_lgb_equality_wo
rldwide.pdf [Accessed 12 Aug. 2015].
The World Bank, (2014). The Economic Cost of Homophobia & the Exclusion of LGBT People: A
Case Study of India. [online] Available at:
http://www.worldbank.org/content/dam/Worldbank/document/SAR/economic-costs-
homophobia-lgbt-exlusion-india.pdf [Accessed 14 Aug. 2015].
Wong, T. (2014). Singapore dilemma: When diversity policy meets local law. BBC. [online]
Available at: http://www.bbc.co.uk/news/world-asia-27584565 [Accessed 11 Aug. 2015].
Wong, T. (2014). Singapore dilemma: When diversity policy meets local law. BBC. [online]
Available at: http://www.bbc.co.uk/news/world-asia-27584565 [Accessed 11 Aug. 2015].
Zbilgin, M. (2009). Career Choice in Management and Entrepreneurship: A Research Companion.
Edward Elgar Publishing, pp.113-114.

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