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How can diversity and inclusion be at the heart of the future workplace?

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Diversity and inclusion is vital to business success. Having a diverse workforce is proven to deliver benefits, from increased innovation to better connection with customers and improved revenue. Yet it may be hard to sustain this in the workplace of the future, where technology such as AI will play a greater role. In this session, we discuss the successes of leading organizations in this area and how best to reshape workplaces and working practices in the digital age.

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How can diversity and inclusion be at the heart of the future workplace?

  1. 1. 1 © 2019 FUJITSUFujitsu Restricted – Internal Use Only How can Diversity and Inclusion be at the heart of the future workplace? Fujitsu Forum 2019
  2. 2. 2 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Panelists Sarah-Jane Littleford Kelly Becker Kitrhona Cerri Arlene Gregorio
  3. 3. 3 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Why is Gender Diversity and Inclusion Important? Initiatives & policies that encourage representation & participation of diverse groups of people ▪ Race & Ethnicity, Disability, Religion, Age, Sexual Orientation, Gender Identity and more https://www.bcg.com/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx https://www.bcg.com/publications/2018/global-landscape-of-corporate-vitality.aspx Gender diversity is a business imperative 45% Likelier to improve market share 70% Likelier to capture a new market Generate 1.4 time more revenue 180% Better at adapting to change
  4. 4. 4 © 2019 FUJITSUFujitsu Restricted – Internal Use Only 26 26 25 27 2009 2012 2015 2018 Where are we now? ◼ There is still a significant lag in diversity in corporate environments – across all aspects of D&I but particularly gender https://www.bcg.com/publications/2019/winning-the-20s-business-imperative-of-diversity.aspx Average share of women managers at large companies (%) Parity 50% Sources: Thomson Reuters; BCG Henderson Institute analysis Note: Includes listed global companies with at least $10 billion in sales or $20 billion in market capitalization that are reporting gender diversity data. Little Progress on Gender Diversity in the Past 10 Years
  5. 5. 5 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Where are we now? ◼ There is a new economic reality, & global corporations are lagging in preparing for digital skills ◼ WEF Report: 30% of the skills that will be needed by 2020 are lacking, or not currently seen as critical ▪ There is a demand for an additional 700,000 digital professionals in Europe http://reports.weforum.org/global-gender-gap-report-2018/assessing-gender-gaps-in-artificial-intelligence 70% 30% 0 20 40 60 80 100 %
  6. 6. 6 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Where are we now? ◼ There is a new economic reality, & global corporations are lagging in preparing for digital skills http://www3.weforum.org/docs/WEF_FOW_Reskilling_Revolution.pdf https://iwpr.org/publications/women-automation-future-of-work/ http://reports.weforum.org/global-gender-gap-report-2018/assessing-gender-gaps-in-artificial-intelligence There is a 12% digital skills gender gap Women hold 56% of university degrees overall, but just 36% of STEM degrees 56% 36% Only 22% of AI professionals are women, while in machine learning only 12% of leading researchers are women 22% 12% 12%
  7. 7. 7 © 2019 FUJITSUFujitsu Restricted – Internal Use Only D&I in the Workplace of the Future ◼ Diversity matters for continued growth & success ◼ Uncertainty around jobs and digitisation ◼ But it WILL disrupt employment patterns significantly ◼ Job elimination --- and job creation ◼ Will be larger impact on women ◼ Companies need to invest in reskilling & upskilling ◼ D&I is key 42 52 70 0 20 40 60 80 100 Low Risk Medium Risk High Risk Female Male Source: Annual Survey Population, UK Survey of Adult Skills (PIAAC), and Frey and Osborne Proportion of jobs at risk of automation, by sex https://www.bcg.com/publications/2019/artificial-intelligence-ai-help-hinder-women-workforce.aspx %
  8. 8. 8 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Disruptive Impact on Women Occupational Segregation ◼ Family care work: women often do more unpaid work in the home = less flexible, less mobile ◼ Growing need for this due to an aging population ◼ Women and men often do very separate work: women in healthcare, men in operations and STEM ◼ Women are more likely to work in areas at the highest risk of automation ◼ 3-in-10 women, compared to 2-in-10 men ◼ Includes: secretarial & administrative, retail staff, waiters, cashiers, book keeping ◼ Financial Services: women are 50% of workforce but only 25% of senior management ◼ Instead, women do routine and administrative jobs – 85% of bank tellers are female We need a new paradigm for the future of work; one that focuses on trust, collaboration, and co-creation, with diversity and inclusion at the heart https://iwpr.org/publications/women-automation-future-of-work/
  9. 9. 9 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Kitrhona Cerri Director: Social Impact World Business Council on Sustainable Development
  10. 10. 200 global companies united around a common vision Over 9 billion people living well, and within the boundaries of our planet, by 2050
  11. 11. 11 © 2019 FUJITSUFujitsu Restricted – Internal Use Only “For business to work in the future, we need to put people at the heart of the future of work” https://futureofwork.wbcsd.org/ leadership “We need to ensure a future where business and society don’t just adapt, but thrive.”
  12. 12. Emerging technology is transforming the world of work… The adoption of ROBOTS is accelerating worldwide, threatening manufacturing jobs… ..whilst the rise of ARTIFICIAL INTELLIGENCE is changing the value of professional work. THE GIG ECONOMY is creating new relationships between people and organizations… ..leading to exploitation and opportunity in equal measure. Meanwhile, work is leaving the office.. ..and adoption of ADVANCED COMMUNICATION AND COLLABORATION TECHNOLOGY accelerates changing work patterns. Radical innovations such as 3D/4D PRINTING, VIRTUAL REALITY & BLOCKCHAIN promise even more dramatic change.. ..challenging the idea of commerce and the concept of the company.
  13. 13. ..complicated by global socio-economic trends.. Climate Change Income Inequality Digital Divide Demographics (De-)Globalization Migration Urbanization Political Backlash
  14. 14. ..Making it harder to meet people’s shifting expectations. Income Security Meaning Community Growth Autonomy EquityFlexibilityOpportunity Social Concern Employment Confidence Trust in Business
  15. 15. Source: Mercer 2018 Global Talent Trends Study What employees crave, few companies offer
  16. 16. If businesses don’t act, they will be unprepared for these challenges and unable to realize the opportunities of building a stronger business in a thriving society.
  17. 17. Future of Work Project Members Defining an actionable vision and developing solutions for better work, today and tomorrow
  18. 18. WBCSD’s vision for the future of work: People work to thrive personally, professionally and as active members of society SECURITY Financially secure and free of anxiety for livelihoods WELL-BEING Enjoy physicaland mental well-being EMPOWERMENT Empowered to shape lifestyles and career paths PURPOSE Proud of accomplishmentsand contributions
  19. 19. To make this vision a reality, we need to envision a better system of work.
  20. 20. Be Responsible Be Transformative Commit to build foundations for fair and meaningful work, implement new technology responsibly, and operate with high levels of transparency and trust. Work together to create strategies and business models that enable an equitable, diverse, inclusive and empowering future of work. Responsible Technology Equality and Inclusion Transforming the Workforce Transforming the Workplace Transforming Labor Markets Transforming Social Security Mechanisms
  21. 21. Clic k z VISIT: futureofwork.wbcsd.org CONTACT: Kitrhona Cerri Director, Social Impact cerri@wbcsd.org
  22. 22. 22 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Arlene Gregorio Head of Philippines Global Delivery Center Head of BPO Services Hub Fujitsu Global Service Delivery Unit
  23. 23. 23 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Fujitsu Philippines Global Delivery Center A more COLLABORATIVE Approach as PROBLEMS TO BE SOLVED are very SOCIAL in nature. Agile Work Space designed to foster collaboration ❖ Ergonomically-Designed ❖ Flexible, modular fit-outs ❖ Interactive Shared Screens/ Walls Mind Space ❖ Diversity of Ideas - needed to produce excellent results ❖ Innovative Ideas & Creativity at Work are encouraged Shaping the Workplace of the Future
  24. 24. 24 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Achieving Gender Balance in the Leadership Team Measure FromTrend To Diversity in Leadership Women-dominated Leadership 14% 86% 2013 Male Female Gender-Balanced Leadership 50%50% 2019 Male Female “ The achievement of gender-balanced Leadership provides diversity in thought processes with a wider set of perspectives, ideas, and opinions. This results in better decisions that foster and enhance scalability and sustainability. “• One-sided View • Women tend to easily agree and challenge each other less • Balanced View & Healthier Discussions and Challenging of Ideas • Men are not inhibited
  25. 25. 25 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Growing the Center & Creating Synergy Human-Centric Approach in Shaping the Workplace of the Future ▪ Gender Balance & Diversity • Executive Leadership • Recruitment ▪ Flexible Work Arrangements ▪ Employee Enablement/ Upskilling ▪ Employee Engagement ▪ Responsible Business Programs ▪ Agile Work Space Sustained Growth Achieved through Workforce Diversity & Organization Inclusion More than 100% growth over the last 5 years 553 654 782 995 1199 1309 1374 0 500 1000 1500 2013 2014 2015 2016 2017 2018 2019 Year-on Year Headcount Growth Fujitsu Philippines Global Delivery Center Philippines GDC Headcount
  26. 26. 26 © 2019 FUJITSUFujitsu Restricted – Internal Use Only Questions? For more information: ◼ Visit Digital Workplace stand in the exhibition area to learn more about Fujitsu innovations in the workplace ◼ Visit Global Delivery stand “Delivering Globally” in the exhibition area to learn more about Fujitsu service delivery capability ◼ Reach out to Sarah-Jane Littleford (Head of Responsible Business, Fujitsu Global Delivery) ◼ Email: sarah-jane.littleford@uk.fujitsu.com ◼ Website: https://gsdu-responsible-business.global.fujitsu.com/
  27. 27. Fujitsu Sans Light – abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ 0123456789 ¬!”£$%^&*()_+-=[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûü ýþÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl Fujitsu Sans – abcdefghijklmnopqrstuvwxyz 0123456789 ¬!”£$%^&*()_+-=[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúû üýþÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl Fujitsu Sans Medium – abcdefghijklmnopqrstuvwxyz 0123456789 ¬!”£$%^&*()_+- =[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùú ûüýþÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–— ―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl

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