Our people

Diversity of thought and an inclusive workplace are key to creating a positive environment for our people.

People at work (photo)

Our culture and values

Employee Opinion Survey

90%
of employees recommend Schroders as a good place to work (2015: 90%)

94%
of employees proud to be associated with Schroders (2015: 93%)

93%
believe Schroders behaves responsibly towards our clients (2015: 93%)

92%
Employee satisfaction (2015: 89%)

We are proud of our reputation as an employer of choice. We encourage an open, collaborative and meritocratic working environment in which everyone has the opportunity to deliver their best.

Our approach to business is defined in our guiding principles, which we share with all employees and external stakeholders including clients, combined with our values of excellence, innovation, teamwork, passion and integrity. They are a key part of Schroders’ culture, define the high standards of behaviour we expect from our people and are embedded in our appraisal process.

Diversity of thought

Talented people and an ability to understand and embrace different perspectives are crucial to the Group’s continued success. Schroders is highly diverse in terms of the nationalities employed in our local offices globally. This is a key strength that provides us with local market knowledge and a deep understanding of our clients’ needs. Our Group Chief Executive takes accountability for ensuring that we foster an inclusive culture, which strives for diversity in everything we do, across our global workforce.

As part of this, we were one of the first signatories of the Women in Finance Charter, a pledge towards gender balance across financial services. We are committed to striving for gender equality across our business.

Gender diversity in senior management

2016 (2015)

Female

Male

Directors

2 (2)

12 (11)

Senior managers

220 (176)

544 (523)

Subsidiary directors

8 (9)

34 (26)

Total senior management

228 (185)

575 (549)

All employees

1,634
(1,530)

2,386
(2,254)

We introduced an initial target of at least 30% female representation in senior management roles and senior management compensation is linked to the achievement of this goal. We made good progress in 2016 and under the leadership of the new Group Chief Executive, we have increased female representation in senior management roles from 25% to 29%, including additional appointments to the GMC, more information on which is in chapter Group Management Committee. We have increased our target to at least 33% female representation at senior management level by the end of 2019. More information on gender pay gap and diversity initiatives can be found in chapter Annual report on remuneration.

As we look to recruit from a more diverse talent pool, we have taken a number of key measures. We ensure that our entry level assessment centres are gender balanced. Training is provided to managers on diversity issues and unconscious bias. Internal and external mentoring programmes are provided to encourage diversity. We offer maternity and paternity coaching, shared parental leave and flexible working policies to help ensure that we support employees having children.

A series of employee resource groups have been established this year which represent the diversity of Schroders and are an important part of our approach to diversity and inclusion. They include gender and sexual orientation, multi-cultural, disability and carer groups that are a key feature of our identity as an inclusive place to work. As part of our commitment to driving diversity across the business, in 2016 we became a member of ‘OUTstanding’, the professional network for LGBT+* executives.

We are committed to providing equal employment opportunities and avoiding discrimination. Where possible, we monitor the ethnicity, age and gender composition of our existing workforce and those applying for jobs.

Our equal opportunities policy is to give fair consideration to all employment applications, including from disabled people, considering particular aptitudes and abilities. If employees become disabled, employment continues wherever possible, with retraining given if necessary. For the purposes of training, career development and progression, all employees are treated equally as part of our commitment to make Schroders an inclusive place to work for all. More on our approach to diversity and inclusion can be found at www.schroders.com/inclusion.

We are proud to be an accredited London Living Wage employer. All of our London-based employees, including contractors, are paid above the London Living Wage.

Our values

We strive for

Excellence

We want to excel at what we do. We continually strive for better.

We work with

Innovation

We challenge how things are done and anticipate future opportunities.

Teamwork

We work as one team for our clients. We value the contribution of individuals and encourage healthy debate.

We have

Passion

We demonstrate enthusiasm for what we do through the dedication and energy we bring to servicing our clients.

Integrity

We build strong relationships based on
trust and confidentiality.

Wellbeing

Woman at work (photo)

Our employee diversity includes a multi-generational workforce and it is vital that our people are provided with the support and opportunities they need to optimise their health and overall wellbeing.

As well as being members of several thought-leadership networks, we provide a comprehensive calendar of wellbeing events for our people across five key areas: mind, workplace, body, financial and work-life balance. There is also extensive resilience and mental health training embedded within our learning and development programmes.

Engaged and highly-motivated employees

We have recently completed our firm-wide Employee Opinion Survey. The results demonstrate that our employees are engaged with the firm, understand our values and believe that we have a culture of behaving responsibly towards our clients.

We have invested in our corporate communications this year as we recognise that good communication is key to delivering high levels of engagement. It helps employees to understand and deliver our strategic objectives. We communicate regularly through a variety of channels, including management briefings, videos, an internal magazine and a social intranet. Annual ‘Inside Schroders Live’ meetings are held with the Group Chief Executive to discuss the progress made by the Group and future challenges and objectives. Similar events are held across our offices globally.

Employees by length of service

Employees by length of service (pie chart)

Age profile of employees

Age profile of employees (pie chart)

Employees by region

Employees by region (pie chart)

Retaining our talented people

We have a highly engaged, experienced and stable workforce, with 45% of employees having been with the firm six years or more. Overall turnover in 2016 was 9%. We focus on retaining our most talented employees and our retention of high performing employees remains high at 95% (2015: 94%).

Over 20% of our global roles are filled with internally developed talent (30% in the UK) as we provide our employees with the opportunities and fulfilling work experience they need to achieve their potential. We invest heavily in developing their knowledge, skills and capabilities. Employees have access to a range of learning and development programmes in order to maintain and increase technical competence in their roles and align behaviours with our values.

Competitive remuneration is important in delivering this and our approach is explained in the Remuneration report in chapter Remuneration report.

Man and woman working (photo)

* See glossary.