Fidelity International:
A diversity statement from our managing director

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At Fidelity Australia, we are committed to continuing to diversify our talent pool to deliver both investment returns and excellent service to clients. We consider diversity in the context of cognitive diversity, seeking to attract and employ staff from all walks and backgrounds in life, all genders and age groups, in order to challenge conventional wisdom and to improve our flexibility and innovation in the market place.

Within this framework, we are seeking to work on gender diversity in two key ways: 

Making investing more accessible

We are working with the industry to educate female university students on the asset management industry and build increased awareness of the career paths available.  At the same time, we are also aware that many women tend not to invest which has the potential to impact their retirement outcomes.  Our Financial Power of Women campaign, launching in 2019, aims to understand the reasons why women are shying away from investing and identify industry solutions to help women unlock their financial power through investing.

Supporting our employees

Within Fidelity, we aim to support our employees through all their working life stages to allow them to remain in the firm and in the industry, irrespective of what stage they are at in life; from having families through to end of life care for elderly family.  This support includes:

  • Flexible working arrangements. 

  • ‘Unconscious bias’ training for our hiring managers to highlight the unintended biases that can exist within both the hiring process and also the promotions process and how to avoid them.  

  • Senior management have been tasked to actively seek out and develop the best female talent across the firm to help them progress to more senior positions over time.  

  • We are looking to offer a formal mentoring program for our key female employees to ensure they ‘lean in’ and fully develop their careers at Fidelity.

Looking forward

The future of ‘work’ in society is also something we all need to consider as employers. The three-stage lifecycle of educate, work, then retire is now defunct. We have moved into a new realm where staff, both male and female, will move in and out of the workforce with increased regularity; to retrain and up-skill, to try new things such as become entrepreneurs, to become full-time parents and, importantly, to take sabbaticals within their working lives.  This shift has happened as we are increasingly working  for longer - as employers we need to acknowledge that an un-interrupted fifty years of employment is neither sustainable nor productive.

As a result, within our work on diversity, we need to consider how we support these new ways of working in the future to achieve the best outcomes for both staff and clients. Perhaps one way of responding to this change is to complement our existing organisational structures with flexible networks of staff who come together to deliver key projects for the firm, aligning with a future workforce that will demand more flexibility around their ‘ways of working’.