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Accessibility andInclusion Plan
2021-2023

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WELCOME FROMDavid Larocca
Today, more than one billion people around the world are living with a disability, including EY people, clients, and prospective recruits.
Furthermore, eighty percent (80%) of people with a disability acquire it between the ages of 18 years and 64 years — their prime working years.
EY is committed to establishing a workplace where all people can feel they
belong, where their uniqueness is celebrated, and where they can do theirbest work.

EY has a long history as an inclusive employer. EY’s co-founder
Arthur Young trained as a lawyer, yet after losing much of his eyesightand becoming deaf, he could no longer practice courtroom law. He turnedto the emerging profession of accounting, which offered opportunities
to use his skills in new ways. It was his disability that drove him to
innovation and entrepreneurship, which remain the cornerstones of theorganisation today.

“

I am proud to have been a member of our Oceania Executive Leadership
Team that in 2018, approved our first-ever Accessibility and Inclusion Plan.
Announced by Tony Johnson as our CEO – an ambitious strategy to elevatedisability inclusion at EY. Since then, the organisation come a long way inestablishing an inclusive working environment. Most notably, EY became a
global signatory to the Valuable 500, a coalition of the world’s most influential
businesses who are igniting systemic change by unlocking the business, socialand economic value of people with disabilities everywhere. I was particularly
proud to see the launch of Switched On this year, an EY Australia Autism
Employment Program, as part of a partnership with Sydney University.
I’m immensely proud of all the work accomplished and this is an opportunity topush the agenda further still, to establish EY as a workplace free from barriers
and structural inequality, where everyone may reach their full potential.

I look forward to where this next stage may lead, as EY welcomes more diverse talentand to seeing the impacts of some of our highly anticipated, future-focused programsas they reach maturity.

2 | Accessibility and Inclusion Plan 2021-2023

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EY Ability Network“

The role of the EY Ability Network is toelevate disability inclusion and ensure
accessibility in the workplace, recognising
the contribution that all EY people canbring to the world. It is a network forcarers and family members of people
with disabilities, EY people living withdisabilities, as well as allies who support
disability inclusion in the EY workplaceand communities.
Patrick Medd & Paul Scantlebury, EY Ability Network Co-Leads

3 | Accessibility and Inclusion Plan 2021-2023

There are currently over 600 EY Oceania
Ability Network Members and the
network welcomes any EY person who
would like to show support for accessinclusion. Over the past three years,
the network has seen membershipincrease and activities and engagement
grow, with the aim of continuing tobuild even more disability awarenessand inclusion.

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Achievements
At a global level

EY IS A MEMBER OF
THE VALUABLE 500

showing commitment to putting
disability on the board agenda

ACCESSIBLE LEARNINGENVIRONMENTS

EY actively encourages applications fromthose with a disability and works with themto identify any workplace adjustments they
may need as they progress through thehiring process.

THE EY ABILITY NETWORKGAINED AN

4 | Accessibility and Inclusion Plan 2021-2023

IN COLLABORATION WITH THE (AND)AUTISM RECRUITMENT PROGRAM

EY has completed a review of internal
recruitment and onboarding processes
to identify opportunities for enhancing
accessibility. The findings of this reportform the basis of the focus of ongoing
improvement planning.

EY teams delivered training in partnershipwith AND on creating

EY has reviewed its recruitment
process with the Australian
Network on Disability (AND) toensure it is accessible for all.

EXECUTIVE SPONSOR IN FY19

EY commenced a pilot

EY works with specificorganisations to create
pipelines of candidates
with a disability both at thelateral hire and campus
recruitment level.

in 2021 as part of a partnership programwith University of Sydney.

2021

an intern joined EY through the
Vision Australia graduate program.

FOLLOWING THE DELIVERY OF THE FIRST SERIES OF
AUSLAN CLASSES IN THE EY PERTH OFFICE,
the 8-week course has since been rolled out across theSydney, Melbourne and Auckland offices; and is now available
to all people across Oceania.
TARA ULRICHEY Perth Ability Network Leader
was awarded the EY Lynne
Sutherland Future Leader Award,
in part, for her contributions to thisinnovative program.

For lateral hires, EY now advertises roles on

EMPLOYABLE ME

a platform created by APM to connect employers
with potential candidates with a disability.

EY has supported talented
individuals with disabilities through

VACATIONER AND
GRADUATE PROGRAMSEY sent representatives from therecruitment team to attend events atuniversities for students with a disability,
including joining panels at both Monash
and Swinburne Universities.

Via our work with Be.Lab in our
New Zealand offices, EY has placed
students with a disability within
our Vacationer/Graduate programin addition to taking part in their
mentoring program.

In FY19, Ernst & Young, New Zealand (EY New Zealand)
worked with Be. Accessible to onboard two interns withaccessibility needs, both of whom have progressed topermanent roles. This program continued in FY20, with
17 team members volunteering to provide professional
mentoring to other Be. Accessible program participants.

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FOCUS AREAGOALSTIMEFRAME

Recruitment

Continue to promote EY as an inclusive employer by sharing employees’ stories and ensuring potential candidates are aware of its AIP
commitments and disability inclusion initiatives.

Ongoing

Utilise the US Neurodiversity Centre of Excellence’s resources and learnings to enhance EY people’s capability around recruiting and empowering
neurodiverse talent

Ongoing

Update FP140 Recruitment policy to outline EY’s commitment to ensuring its recruitment and selection practices remain accessible for all

Year 1 - 2021

Develop training on best practices for hiring candidates with a disability. Provided training ‘on demand’ for those involved in the recruitment
process. This training should include additional reference support documents and resources.

Year 1 - 2021

Help to ensure that all candidates are asked about their adjustment requirements at every stage of the recruitment process and that this isembedded as part of the formal process.

Year 1 - 2021

Pilot neurodiversity recruitment program in partnership with University of Sydney across interested service lines.

Year 1 - 2021

When presenting candidates with a disability, ensure they are advocated for by a Disability Champion, Partner level, throughout the recruitment
process. Where candidates have a relevant skill set, they will be maintained within a talent pool.

Year 1 - 2021

Yearly review of the accessibility and inclusivity of EY Oceania recruitment practices including analysis of the progress of candidates with adisability who have chosen to disclose. This review should incorporate the views of people with a lived experience of disability and summarised
information utilised to inform and improve policy and processes.

Year 1 - 2021

Participant invites request adjustment requirements and individual needs are catered for in each program

Year 1 - 2021

Talent Development team continues to attend training annually to identify and understand adjustment requirements in our learning programs

Year 1 - 2021

Leverage support and consultation of our Ability Network when planning learning and development, as requiredYear 1 - 2021

Develop a standard process for incorporating accessibility elements into face-to-face learning events (delivered internally and externally) andreview this annuallyYear 2 - 2022

All newly created learning materials are provided in an accessible format and mandatory training programs are updated to ensure they areaccessible to professionals with disability Scoping requiredYear 3 - 2023

Mandatory training programs are reviewed to ensure they are accessible to professionals with disability

Year 3 - 2023

Identify and manage exceptions to the mandatory training curriculum to ensure an inclusive approach to training

Year 3 - 2023

Develop a standard process for incorporating accessibility elements into virtual learning events (delivered internally and externally) and review
this annuallyYear 3 - 2023

Disability awareness content is included in onboarding material and is available on the Talent SharePoint

Year 1 - 2021

Engage the EY Ability Network in the development of initiatives that support the career development of staff with disability

Year 2 - 2022

Explore the development of a mentoring program for EY people with a disability driven by the Ability network

Year 2 - 2022

Enhance focus of lived experiences of disability in Inclusive Leadership training

Year 2 - 2022

Promote opportunities for EY people to develop their disability confidence, including external mentoring programs with participants who havea disability

Year 3 - 2023

EY delivers an inclusive
employment journey toall its people

Learning andDevelopment

Career andleadershipdevelopment

5 | Accessibility and Inclusion Plan 2021-2023

Experiences

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EY provides anaccessible workplace
to support its people infocussing on achieving
their potential without
limitation

Commitments

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FOCUS AREAGOALSTIMEFRAME

Workplace
Adjustments

Design a robust and clearly articulated workplace adjustments policy utilising insights from the workplace adjustments pilot in 2020, and provide
an option for staff to document their requirements for ongoing review

Year 1 - 2021

Ensure our people are asked about their adjustment requirements at appropriate stages of their employment journeyYear 1 - 2021

Review return to work policies and procedures, and the experience of professionals who acquire injury, illness, or disability

Year 1 - 2021

Raise awareness amongst engagement leaders of accessibility and adjustment requirements for our people with disability, when visiting client
sites

Year 1 - 2021

Actively promote the workplace adjustments guide and procedure

Year 1 - 2021

Ensure the physical environment is accessible to EY professionals, clients, and visitors

Year 1 - 2021

Raise awareness of accessibility in our overall property portfolio and progress towards full accessibility

Year 1 - 2021

Ensure consideration is given to how we support people in all places they work, not just the office

Year 1 - 2021

Develop a workplace adjustments passport for tracking and monitoring workplace adjustments

Year 2 - 2022

Consider how to track the approval process, implementation timeframes, and management of workplace adjustment requests to further inform
policy and process improvement

Year 2 - 2022

Ensure team are up to date on the latest training on support measures for employees with a disability

Year 2 - 2022

Develop a process where workplace adjustments will be accommodated within our agile environment and disability-specific designated seating will
be assigned on a needs basis, in consultation with our workplace services teamYear 2 - 2022

Develop guidelines (tailored to our client-serving environment) to support frontline staff with accommodating requests for adjustments fromclients and other stakeholders with disability

Year 2 - 2022

Focus on technological inclusivity for new office fit-outs

Ongoing

Develop and implement accessible policies and practices to lead EY property portfolio to full accessibility, and reviewed regularlyYear 2 - 2022

Put in place procedures and minimum standards for all client facing and general office spaces in the office fit-outs

Year 2 - 2022

Provide training and resources for the property team and external consultants involved in the design process regarding premises accessibility anddignified design

Year 2 - 2022

Ensure resources and training regarding the development of accessible ICT are provided to technical ICT staff as part of a formal process

Year 1 - 2021

Engage the Ability Network in the design, development, and introduction of an ICT applications process (formal process for applying for accessible
technology)

Year 1 - 2021

Upgrade the commitment stated in EY’s Digital Accessibility Global Policy to achieve WCAG 2.1 AA as a minimum standard, and AAA where
feasible. Ensure that this standard is met for all web content, including historical documents

Year 2 - 2022

Ensure that EY’s policy for modifying user access is easy to find and understandYear 2 - 2022

Ensure resources to support technical staff working on accessible ICT is current and available on a SharePoint siteYear 2 - 2022

PremisesAccessible
technology

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Experiences

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COMMITMENTS

Visibility and communications

COMMITMENTS

Leadership and belonging

FOCUS AREAGOALSTIMEFRAME

FOCUS AREAGOALSTIMEFRAME

Visibility andcelebration ofstoriesContinue to raise awareness and knowledge of disability and mental health in the EY community,
ensuring a diversity of experiences is represented

Ongoing

Identify and leverage opportunities to educate leaders in the business on employing, empowering,and promoting people with disability

Year 1 - 2021

Continue to promote a culture of social inclusion which values diversity, highlighting thecontributions of EY people with disability, and their carers.

Ongoing

Committed
leadershipteam andnetwork

Provide updates on progress of the AIP commitments from areas of the business committed to action

Year 1 - 2021

Support EY people’s wellbeing by promoting mental health resources, information, and online
training.

Ongoing

Raise awareness on the experiences of people working with a disability with Senior LeadersYear 1 - 2021

Continue to leverage EY’s best practice initiatives globally, as they relate to disability inclusion

Year 1 - 2021

Continue to grow, foster and empower the EY Ability Network through inclusive leadership
practices and ongoing opportunities to engage with and implement the AIP.

Ongoing

Year 1 - 2021

Work to ensure EY video content is accessible to people with disability, including captioning.

Year 2 - 2022

Leverage the reach of the Ability Network to progress specific actions under the Accessibility andInclusion Plan, with the Network encouraged to play a proactive role in consultations on policy,
procedure, and strategy

Provide the EY marketing and events team with training and resources to make events accessible.
Develop guidelines to further demonstrate our commitment and capabilities.

Year 2 - 2022

Enhance the impact and influence of senior ‘disability champions’ through greater visibility andactions that drive the disability inclusion agenda

Year 2 - 2022

Share stories across a range of platforms of successfully implementing workplace adjustments for
EY people, including within engagement teams

Year 2 - 2022

Consider opportunities for ‘disability champions’ to speak at internal/external events throughout theyear on the inclusion of people with disability

Year 2 - 2022

Year 2 - 2022

Enhance collaboration across internal teams to ensure a stream-lined user-centred approach toaccessibility for our people

Year 2 - 2022

Develop a comprehensive Accessible Communication Policy that covers EY’s internal and external
communication and marketing activities (including events and audio-visual media), which might
be supported by specific guidelines (including those regarding digital accessibility) for developing
accessible and inclusive communication and marketing materials

Year 3 - 2023

Take a strategic approach to further advance the inclusion of people with a disability by forming
steering committees where appropriate to deliver on specific projects

Year 2 - 2022

Consider how to provide formal recognition and reward for counsellor and line managers who display
inclusion excellenceYear 2 - 2022

Implement a formal review and feedback process to ensure EY’s communication and marketing
material is accessible and inclusive in line with current standards and updated as requiredYear 3 - 2023

Ensure that data sourced from engagement and satisfaction surveys are analysed in such a way thatprovides a clear comparison of the experiences of our people living with a disability

Year 3 - 2023

Communication Explore the opportunity to increase visibility and access of The Digital Accessibility Global Policy
and marketing and associated guidance documents

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COMMITMENTS

Procurement and products

FOCUS AREAGOALSTIMEFRAME

Suppliers andpartners

Meet with other Sustainable Procurement Leaders to discuss and leverage key insights into
inclusive procurement practices

Year 1 - 2021

Leverage annual procurement session to update and engage teams on our accessibility
commitments

Year 1 - 2021

Review process within procurement to capture consultation requirements

Year 2 - 2022

Seek suppliers and explore opportunities for identifying and procuring goods and services fromsuppliers that employ people with disability

Year 2 - 2022

Review our public Procurement Policy and incorporate an expectation that suppliers and partners
publicly commit to access and inclusion of people with disability

Year 2 - 2022

Design a Procurement Framework identifying and prioritising current key supplier contracts
against any relevant standards and risk

Year 3 - 2023

Develop a process for ensuring compliance by suppliers and partners regarding our access andinclusion requirements and standards

Year 3 - 2023

Ensure a feedback and monitoring mechanism (including the designated owner) is in place toassess the accessibility and continuing compliance for procured products and services at predetermined times in the product (or service) life cycle

Year 3 - 2023

Identify champions to progress access and inclusion initiatives and implement accessible policies
and practices within our service lines

Year 2 - 2022

Consider how we might source feedback from our clients on the accessibility and inclusiveness ofservices provided for stakeholders with disability

Year 2 - 2022

Share stories of learnings and success on engagements that have prioritised and improved
accessibility

Year 3 - 2023

Products andServices

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LIVED EXPERIENCES OF EY PEOPLE

Luci Gumpl

Assistant Director, Core Business Services, Ernst & Young, Australia (“EY Australia”)“

Disability is a strange thing;simultaneously I often forget I havean ’impairment’ and it is a non-issue,
yet I am constantly reminded of mylimitations from hearing certain things
or mishearing people, due to being deaf.

By the same token, I sleep extremely well in luxurious silence each night, butthat can be a danger if something is happening around me, for example a house
fire. My disability is both a blessing and a potential minefield.
I have been fortunate to have grown knowing my deafness should never be abarrier to achieving great things; deafness is my normal and I’ve never been
held back. Unfortunately, that is not the experience for a lot of people with adisability, which is why it is critical organisations like EY continue to develop
initiatives like the Accessibility and Inclusion Plan, to provide appropriate
support to those who may need it to perform at their best.
Whilst EY does well to speak to disability inclusion, I am quietly confident thatof the 100+ EY people in Oceania who identify with having a disability, somewould be working in a way that is inefficient. Why? Because most people witha disability do not want to attract attention to it, especially when people withdisabilities are perceived as being universally less able to achieve success. If
support is not readily forthcoming, whether due to insufficient funding or thenumerous layers of bureaucracy, people will not ask for help; they will work
inefficiently and not realise their full potential.
Why are disability inclusion and support important and fundamental to thefabric of every EY team? Because when people feel included, valued, andinspired, not viewed with assumed limitation, they perform better. When people
and teams perform better, the results speak for themselves.

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LIVED EXPERIENCES OF EY PEOPLE

Patrick Medd

Director, Consulting, EY Australia; Barnardos Respite Carer
Patrick moved from the UK to Australia in 2006
and has made Sydney his home for the last
15 years. He joined a Barnardos training programin 2011 to understand the opportunities forsupporting young people and upon the end of the
program, realised that the role of Respite Carer
was one he felt very connected to. His role at EY isin Global Learning and requires great flexibility inworking hours and travel. This worked well withthe role of Respite Carer, as his commitment is
one weekend every month.

10 | Accessibility and Inclusion Plan 2021-2023

He is proud to share his experience of being a Respite Carer for two main
reasons. Firstly, to show that it is possible and very rewarding to do this role
as a Leader at EY, and secondly, to highlight the needs of young people
and carers in our community. Being a carer for Patrick is a benefit for him
to experience something outside of EY and learn about the support for andachievements of people with different abilities. This also led Patrick to join
the Ability Network in Oceania and learn more about how EY can support
employees, families and our community.
As a carer, Patrick has learned to see things from many points of view andhas realised that the behaviour you see does not always reflect the intent.
It requires a lot of patience, empathy and consistency, something he uses atwork every day. It has also led him to work with the EY Design Team to ensurethat there are clear global design guidelines for accessibility. In his role as
Ability Network Co-Chair, he has gained great insight into many disabilities andenjoys the team goal to ensure that everyone at EY feels included, able to bethemselves, and have the flexibility and accessibility to perform at their bestat work.

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LIVED EXPERIENCES OF EY PEOPLE

Zoe Field

Associate Director, Financial Services Oceania Consulting, EY Australia
Zoe is the Diversity & Inclusiveness Operations
Manager within FSO Oceania Consulting andjoined EY in December 2018.

Zoe was diagnosed with multiple auto-immune diseases nearly a decade ago,
including one that restricts the production of healthy red blood cells and theirability to effectively carry oxygen around her body. Her delayed diagnosis left
Zoe with many prominent symptoms that will require lifelong treatment.
Zoe explains the biggest challenge with her diagnosis was “knowing that you
will never be the same person again,” and that “you almost have to grieve
your past self and develop a new approach to life.” Symptoms such as extreme
fatigue, ‘brain fog’, and visible tremors in her hands and face, force Zoe toclosely manage her lifestyle and stress levels. After accepting and adapting to
her condition, Zoe has found this provided a new perspective enabling her toview situations with significantly improved strength and resilience.
Zoe’s passion for Diversity and Inclusion drew her to EY due to its positive
reputation and visibility of its inclusion strategy. She is the Co-Lead for the EY
Ability Network in Sydney and strives to ensure that on every project she isassigned to, everyone is given the same opportunities to shine. After initially
feeling she must hide her symptoms to succeed in the workplace, joining EY
and the Ability Network provided a “great sense of belonging and acceptance,”
allowing her to “focus energy on the requirements of my role instead of trying
to hide my condition.”
By removing the barriers surrounding disabilities and educating others, Zoe
wants to contribute to an environment of acceptance for all and encourage
people to bring their “whole self” to work.

11 | Accessibility and Inclusion Plan 2021-2023

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