We believe that being a truly inclusive company is a key component in our continued growth and success

As a multinational company Johnson Matthey wants to attract, motivate and retain the best talent from communities around the globe. We believe that our workforce should represent the communities in which we operate. We also believe that being a truly inclusive company, where we respect individual differences and value the contribution of each employee to make their team and the business more effective, is a key component in our continued growth and success.

Our commitment to creating a more diverse and inclusive environment throughout Johnson Matthey underpins our 3C Strategy. In being more inclusive Johnson Matthey will collaborate better; by being more diverse and inclusive we will be more customer-focused and from this flows value creation.

At all levels of our organisation, if we want to employ the right people in the right roles, we need to widen our talent pool. In many areas and in most levels of our business management we are under-representing a number of diversity characteristics such as women and people from varying ethnic groups. Under-representing these kinds of visually diverse groups are an indication that the organisation has more to do to develop its inclusive culture. If we want to better understand our customers and suppliers, we need to have colleagues who understand them. If we want to build our relationships within global teams, we need to be able to connect with them. Our commitment to diversity and inclusion will enable us to be creative, competitive and to thrive in our environment.

Our diversity and inclusion vision

Our vision is that by 2025 Johnson Matthey will have a truly inclusive culture:

  1. Johnson Matthey will have a level of diversity throughout the organisation where everyone can find a senior role model who inspires them and strengthens their aspirations.
  2. Everyone in Johnson Matthey will feel valued, safe and supported in their work environment.
  3. All Johnson Matthey appointments are made on the basis of merit; blind to any factor other than the individual's ability to do a good job.

Our approach

Business case

As a progressive employer Johnson Matthey is integrating diversity and inclusion (D&I) as a key component of our core business agenda. We recognise that providing an inclusive work environment is good for business performance and, aligned with being a safe and ethical business, reflects our values based approach. We believe that taking steps towards achieving our D&I vision for 2025 really is doing the right thing.

External studies consistently demonstrate that diversity and inclusion makes good business sense. One recent study identified that "working in a diverse team" ranks among the workplace's top five most important drivers of employee engagement and discretionary effort¹. Another study found that publicly traded companies with diverse workforces were 45 per cent more likely than those without to have expanded market share and 70 per cent more likely to have captured a new market.

When teams had one or more members who represented a target end-user, the entire team was as much as 158 per cent more likely to understand that target end-user and innovate accordingly².

At Johnson Matthey we are proud of the diversity we have and the inclusion felt throughout the organisation. However, we also recognise that we have more to do. As we go through a number of change programmes it feels like the right time to work on advancing inclusion for all JM employees.

To track progress and drive accountability for the delivery of our D&I vision the first step for us – and for any business looking to make such changes – is to establish challenging yet realistic Key Performance Indicators that we refer to as Embracing Standards (see section below). In meeting our ambitions we also want to encourage business leaders to develop their D&I programmes not only for the business, but also for the individuals and communities who will benefit.

¹ CEB TalentNeuron Report: Gender Diversity in STEM
² ft.com – "The evidence is growing – there really is a case for diversity" May 15, 2014

Sustainable business and corporate responsibility

Johnson Matthey invests in the potential of individuals and we have a strong set of values that underpin everything we do. We face challenges similar to those of other organisations in STEM (Science, Technology, Engineering and Maths) but we are committed to investing in all kinds of individuals to make sure that all of our opportunities at all levels, are available to everybody, irrespective of gender, ethnicity or any other protected characteristic. We know that our ability to successfully sustain a high-performance culture also requires that our people be as diverse as the customers we serve, and the communities in which we live and work.

Diversity and inclusion is a key component of our upcoming Sustainable Business 2025 vision. Aligned to this vision we have set out a Johnson Matthey Inclusion Index with number of challenging goals, in the form of Embracing Standards, to meet by 2025. These standards are built around five core themes (see Global Priorities) and will help to guide our business in taking specific measures to help to increase the inclusive culture of our organisation. With support from the HR, D&I and sustainability teams, each division will identify and implement the steps it wants to take to get to the Embracing Standards by 2025.

Diversity characteristics

At Johnson Matthey we embrace diversity and inclusion in the widest possible sense. Diversity is not just about valuing differences based on visible characteristics. Factors such as life experience, educational background, career path, gender identity or expression to faith or religion make our people react and think differently; approach challenges and solve problems differently; make suggestions and decisions differently; and see increasing opportunities.

We aim to be a natural choice for talent; a true meritocracy that welcomes all forms of difference and that embraces diversity and promotes equality and inclusion. As our culture becomes more inclusive, so diversity will also flourish.

Global priorities – Inclusion Index

Inclusion affects all aspects of how we behave and interact with those around us. Recognising this, our new Johnson Matthey Inclusion Index is based around five strategic themes based on the individual and their inclusive impact on their everyday lives - from self, through the organisation to the world around Johnson Matthey.

Our global Inclusion Index sets overarching objectives and outlines key activities to deliver our vision of becoming an even more diverse organisation with an inclusive culture. It's not just about counting the numbers; it's about making the numbers count.

The JM Inclusion Index

1. Well-being and self

The physical and mental wellbeing of our people is important to us. Our people value flexibility in their work to help them achieve balance in their lives. It's important to us to provide a workplace where people have some level of influence over how, where and when they work within the physical boundaries of the work they do. It can have a positive impact on people's resilience, engagement and performance. Flexibility is not a one size fits all concept. We encourage our people to define it for themselves by creating an environment that aims to accommodate our people's priorities inside and outside of work. Enhancing informal flexibility is not about working less – it's about working smarter.

2. Individual behaviours

Culture is not just created by policies, structures and functions. It is also created by the way individuals make decisions and the way we behave towards one another. We want our people and those around them to feel valued and safe at work; to be themselves. We also want to encourage them to speak up when others are not being respected. All people are, in some way, biased. Some of these biases are conscious; others remain unconscious. Everyone must take individual responsibility for creating a culture that is both diverse and inclusive, as well as being challenging, open-minded and achieving a culture where everyone feels valued and respected.

3. Leadership through involvement and engagement

If we open our eyes to see different perspectives and open our minds to different ways of thinking, we can do great things. Using our leadership capabilities to involve and engage all stakeholders in our Inclusion Index is fundamental to creating understanding and commitment to our ambition. As you become more inclusive, lead by example and show others how to value diversity. Involvement means actively reaching out to include, listen to and act upon the feelings,thoughts and views of others.

4. Recruitment, development and talent

We intend to be an organisation that operates best practices for inclusive recruiting and development. Once attracted to JM, diverse individuals must feel valued and respected for their background, perspectives, approaches and contribution to our business. No individual or group of individuals should feel unfairly advantaged or disadvantaged in their development at any point. We want everyone to become more aware of and help each other overcome their biases ensuring we have the best person for each job every time.

5. The way we do business

Diversity and inclusion isn't just good for our business; it's good for the world around us. Diversity and inclusion can become an intrinsic part of our business life. We must ask the right questions, not only of ourselves, but also of our partners, stakeholders and suppliers. We must do the right things and examine the right data. Most importantly though, we must think about diversity and inclusion as a real source of competitive advantage and in all aspects of our work, not just when we are being asked to do so.

The Diversity and Inclusion Taskforce

At the global level, a dedicated taskforce of diversity and inclusion champions from each of our divisions is engaging with the wider business to develop and continually enhance our approach to diversity and inclusion. Sponsored by the Chief Executive, this team provides guidance, coordination and vigilance around our priority initiatives and champions best practices across the organisation.