EY DEI transparency report: pathways to progress

  EY DEI transparency report: pathways to progress

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At EY US, our commitment to diversity, equity and inclusion is personal

Diversity and inclusiveness are essential to creating long‑term value and fulfilling our purpose of building a better working world.

At Ernst & Young LLP (EY US), diversity, equity and inclusion are core to who we are. They are essential elements of our history and run deep in our DNA. For EY US, it’s personal. 

In the 1880s, Arthur Young completed his legal studies and began his career as a lawyer. Arthur was deaf and had low vision, and despite his strong competence and work ethic, his personal circumstances proved to be insurmountable obstacles to his success as a lawyer. Undeterred by the differences that held him back as a lawyer, Arthur leveraged his talents to become an entrepreneur and a founder of the modern accounting profession. He valued differences as strengths not weaknesses.

Arthur Young helped to build the foundation for diversity, equity and inclusion, and later, those principles were further strengthened when Arthur Young combined with Ernst & Whinney, a firm recognized as one of the first to hire a Black partner in the 1970s. 

In tribute to our founders, we remain committed to building diverse teams across a broad range of differences, while also fostering an environment where differences are valued, practices are equitable, and everyone experiences a sense of belonging.

We’ve made progress, but there’s no question that we have more work to do to cultivate a culture of belonging that will lead us into the future.

Arthur Young

The bar continues to rise on inclusive workplaces. Our inclusive values underpin our actions and guide us every day, especially through difficult times. From our ongoing commitment to eradicating systemic racism to our advocacy for the LGBT+ community to our innovative Neuro‑Diverse Centers of Excellence (NCoEs), we have made and will continue to strive for positive change. More is expected of us by our people, our clients and our external stakeholders. We expect more from ourselves.

We are proud that the talented professionals who make up our EY US workforce span a broad range of experiences and backgrounds and bring varying perspectives. We can solve the toughest challenges together by valuing our differences, teaming inclusively and making EY US a place where people feel safe to be themselves and contribute their best.

In delivering this report, we aim to be transparent, hold ourselves accountable, and step up further to drive more progress, faster and more consistently. Through this, we will fulfill our purpose to build a better working world.

On behalf of the US Executive Committee,

EY Kelly Grier's signature

Kelly Grier | EY US Chair and Managing Partner and Americas Managing Partner
(she/her/hers)

EY Karyn Twaronite's signature

Karyn Twaronite | EY Global, Americas and US Diversity & Inclusiveness Officer
(she/her/hers)

Our EY US Executive Committee Board Diversity Statement

The US Executive Committee, the highest EY leadership body in the US, has signed the  to demonstrate our collective commitment to our people, clients and the marketplace. This statement, signed by every member, demonstrates our commitment to leading inclusively and the increased focus and accountability on D&I progress. Not only does this reinforce that D&I is a key business lever, it ensures that we hold ourselves accountable for progress, starting with the tone at the top. 

Our EY US Leadership team

The EY US Leadership team is our extended leadership team for the US member firm inclusive of regional, service line, functional and specialized teams, such as brand, marketing and communications; markets; and our innovation teams.

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    The chart above shows the headshots, names and titles of our EY leadership team. An asterisk represents a USEC member.

    • Kelly Grier, US Chair and Managing Partner* (she/her/hers)
    • Anthony Caterino, US Deputy Managing Partner* (he/him/his)
    • Edwin Bennett, US Vice Chair – Operations* (he/him/his)
    • Julie Boland, US Vice Chair and Regional Managing Partner, US-Central* (she/her/hers)
    • Bill Casey, US Vice Chair – Strategy and Transactions* (he/him/his)
    • Richard Jeanneret, US Vice Chair and Regional Managing Partner, US-East* (he/him/his)
    • Sam Johnson, US Vice Chair – Accounts* (he/him/his)
    • John King, US Vice Chair – Assurance* (he/him/his)
    • Frank Mahoney, US Vice Chair and Regional Managing Partner, US-West* (he/him/his)
    • Robert Patton, US Vice Chair – Office of Strategic Execution* (he/him/his)
    • Steve Payne, US Vice Chair – Consulting* (he/him/his)
    • Jay Persaud, US Vice Chair – Risk Management* (he/him/his)
    • Marna Ricker, US Vice Chair – Tax* (she/her/hers)
    • Carolyn Slaski, US Vice Chair – Talent* (she/her/hers)
    • Janet Truncale, US Vice Chair and Regional Managing Partner, FSO* (she/her/hers)
    • Karyn Twaronite, US Diversity and Inclusiveness Officer* (she/her/hers)
    • Suzanne Bouhia, EY Americas Chief Communications Officer (she/her/hers)
    • Toni Clayton-Hine, EY Americas Chief Marketing Officer (she/her/hers)
    • Ron Hauben, EY Vice Chair and General Counsel (he/him/his)
    • Roger Park, EY Americas Innovation Leader (he/him/his)

Our journey

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    A timeline graphic shows the following milestones from our journey:

    1990–99
    • Formed the Gender Equity Taskforce
    • Formed the Professional Women’s Network, Black Professional Network, Pan Asian Professional Network, Latinx Professional Network and Today’s Families Network
    • Formed the Inclusiveness Recruiting Team
    2000–10
    • Introduced domestic partner benefits in the US
    • Formed Beyond, the EY LGBT+ Professional Network (globally renamed as Unity in 2014)
    • Issued EY US non-discrimination policy inclusive of gender identity/expression
    • Introduced transgender benefits in the US
    • Started the Horizon/Launch Internship Program
    • Launched College MAP multiyear group-mentoring program
    • Established EY Connect Day, an annual day of service for EY US
    • Formed the AccessAbilities Professional Network
    2011—15
    • Formed the Veterans Network and the International Cultural Exchange Network
    • Launched the EY Unplugged: Career Connections program for racially and ethnically diverse staff
    • Formed the Americas Inclusiveness Advisory Council (IAC)
    • Achieved 100% score on the Disability:IN Disability Equality Index in 2014 and every year since
    2016–20
    • Joined the US White House Pay Equity Pledge
    • Opened the first EY Neuro-Diverse Center of Excellence
    • Expanded gender-neutral paid parental leave up to 16 weeks
    • Ranked No. 1 on DiversityInc Top 50 Companies for Diversity in 2017 (and in Hall of Fame every year since)
    • Launched Pathways to Parenthood, giving aspiring parents up to $25,000 toward the cost of assisted reproductive technology procedures, adoption and surrogacy
    • Released EY Preference, Tradition or Requirement model to help increase diversity on teams
    • Joined the CEO Action Pledge for Diversity & Inclusion
    • Appointed first woman to US Chair and Managing Partner, Kelly Grier
    • Hosted first Day of Understanding to further foster a culture of inclusion
    • Launched Pathways to Transition, offering coverage of $25,000 for gender transition-related expenses
    • Released the Global Digital Accessibility policy
    • Released the USEC Board Diversity Statement
    • Ranked No. 1 on Working Mother magazine’s 100 Best Companies
    • Released commitments to anti-racism in the US
    2021
    • Launched Inclusive Leadership for All training
    • Celebrated Martin Luther King Jr. Day as an official firm holiday in the US
    • Expanded the Bridging the Digital Divide initiative to additional US cities
    • Achieved 100% score on the Human Rights Campaign Foundation’s Corporate Equality Index for the 16th year
    • Issued first EY DEI transparency report

Highlights of our journey

D&I are essential to creating long-term value and fulfilling our purpose of building a better working world. Our efforts in D&I further our business strategy and provide pathways to transformative impact, belonging and opportunity for our people. We are proud that in a recent firmwide survey, 85% of our people noted they felt like they belonged to a team. Other key highlights from our report are below.

FY21 EY US promotions to partner/principal

EY - 40% were women, 21% were Asian, 8% were Black or African American; 5% were Hispanic or Latinx.

EY US promotions to partner/principal

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    EY US promotions to partner/principal

    FY21 by gender and race/ethnicity

    Two donut graphs depict the US promotion to partner/principal by gender and race and ethnicity for FY21. The first graph for gender shows 40% women and 60% men. The second graph for race and ethnicity shows 34% racially and ethnically diverse and 66% white. Data as of 10/01/2020.

EY - Neurodiversity centers of excellence
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    Our Neuro-Diverse Centers of Excellence (NCoE) drive EY innovation through hiring and onboarding individuals who are neurodiverse. We currently have 80 NCoE members in the US across five US centers: San Jose, CA; Dallas, TX; Nashville, TN; Chicago, IL; and Philadelphia, PA. Three additional sites are planned in Toronto, Canada; Boston, MA; and San José, Costa Rica.

EY - Parental leave
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    EY progressive policies and culture also expand to our working parents. In April 2016, Ernst & Young LLP (EY US) equalized our fully paid parental leave policy, offering up to 16 weeks of leave for all new parents. The percentage of dads who took three weeks or more of parental leave has increased from 45% in 2016 to 93% in 2020. Additionally, the number of dads taking the full 16 weeks more than quadrupled since parental leave was equalized across genders, from 108 (33%) in 2016 to 476 (51%) in 2020.

EY - Human Rights Campaign Foundation’s Corporate Equality Index 100% rating since 2005
EY - #1 on 2020 Working Mother magazine’s 100 Best Companies list
EY - 3 years on DiversityInc magazine’s Top 50 Hall of Fame in 2018, 2019 and 2020. #1 on 2017 Top 50 Companies for Diversity list

COVID-19 and the current environment

The COVID-19 pandemic has had an effect on all our lives, and for certain populations, there has been an outsized impact. Since the start of the crisis, over 2.3 million women have left the workforce, and nationally, COVID-19 cases among the Black, Latinx and Native American communities exceed their share of the population.

Understanding that the pandemic affects all our people in some way, we have put their well‑being at the forefront of our leadership agenda. Adapting to adversity requires resilience, and we continue to work to help our people manage stress and change, alongside personal and work challenges.

From the onset of the COVID-19 crisis, we evolved the physical, emotional, financial, health and well-being support available to our people and their families. We worked to quickly put resources and benefits in place to support their immediate and longer‑term needs, including:

  • A COVID-19 hotline staffed by leading infectious disease specialists and trained clinicians
  • Periodic, firmwide updates from our Chief Medical Officer and external epidemiology experts
  • Resources to support emotional health, as well as resilience
  • Free tutoring and homework help for students
  • Doubled the benefits under our child and adult care support programs by adding 12 additional backup care days
  • Drop‑in calls and group counseling on mindfulness, caregiving and other topics
  • Summer and fall leave programs, allowing professionals to request extended, partially paid leaves of absence for two, three or four months
  • Doubled our Well-being Fund to $1,000 for every member of EY US to cover items such as fitness classes, ergonomic home office equipment, meal delivery services and outdoor fitness equipment, among others 

As we continue to navigate this ever‑changing environment, supporting our people’s well‑being is a top priority, and we know our people’s continued resilience is a kmaster-books.component to maintain our EY culture of belonging.

Our EY US commitments to D&I

EY US remains steadfast in our commitment of creating long-term value and fulfilling our purpose of building a better working world. Our collective efforts in D&I further our business strategy and provide pathways to transformative impact, belonging and opportunity for our people.

We’re explicit in these commitments to hold ourselves accountable for driving progress in the short term and for the long run. We recognize that while this is an ongoing journey, it is not a static one, and we must continuously evolve our efforts to reflect internal and external dynamics, and our ever-increasing aspirations.  

Examples of our explicit commitments include the following:

Five-year plan:

In 2019, we established a five-year plan to foster the successful matriculation of our high-performing senior managers into our partnership ranks, in a manner that reflects the diversity of our society, employees and client base.  We are executing and on track to that plan. Our goal is to achieve representation of 50% women and racially and ethnically diverse partners by 2025, and we are currently at 43% (as of October 2020).

Parity in career progression:

Under the direct sponsorship of the USEC, we have committed to hiring, promotion and appointment processes that promote parity in career progression for all our women and racially and ethnically diverse team members. 

Raising the bar on accountability:

We have committed to holding our leadership teams and partners, principals, managing directors and directors (PPMDDs) accountable for inclusive leadership through our performance management process. Inclusive leadership must be demonstrated to support the highest performance ratings.

Continuous diversity, equity and inclusiveness learning:

We’re committed to developing and building inclusive teaming and leadership skills for all of our people – across all ranks and roles through an ever-expanding suite of various learnings, and practical related resources and tools for individuals, teams and leadership teams.

Embedding DEI in all our processes:

We’ve committed to embedding DEI principles in all of our business processes, including, but not limited to:

  • Recruiting and onboarding
  • Experiences and assignments
  • Career management
  • Pipeline management
  • Account planning
  • Succession planning
  • Recognition and rewards
  • Performance management

Supporting belonging through holistic well-being resources:

We have committed to cultivating a culture of belonging by providing a broad offering of benefits, policies, tools and resources that support the health, well-being and flexibility of all our people.

Saying “No more” to systemic racism:

We are taking actions to contribute to eradicating racism and discrimination against the Black community by leveraging our influence to drive strategic meaningful change within our firm, in the communities where we work and through public policy.

employees stand against racism in washington

Read more about our EY DEI transparency report: pathways to progress