How Do You Move Long-Term Value Creation From Ambition To Action?

How do you move
long-term value
creation from ambition
to action?
EY Value Realized:
Reporting progress on global impact 2021
2 2021 Value Realized
Reporting progress on global impact
EY values: who we are Our purpose Value realized

All EY people live by a set of shared values that define who we are. EY’s purpose is Building a better working world. In 2019 we refreshed the EY global strategy and introduced
Nextwave — our strategy and ambition to create long-term value for
These values are the fundamental beliefs of the EY organization. The insights and quality services we provide help build trust and
clients, people and society as the world’s most trusted, distinctive
They guide our actions and behavior. They influence the way we confidence in the capital markets and in economies the world over.
professional services organization.
work with each other, and the way EY professionals serve clients and
We develop outstanding leaders who team to deliver on our
engage with our communities. This year we expanded our reporting on progress toward realizing
promises to all our stakeholders. In so doing, we play a critical role in
that value — by incorporating increased environmental, social and
We are: building a better working world for our people, for our clients and for
governance (ESG) disclosures; using the WEF-IBC Stakeholder
• People who demonstrate integrity, respect, our communities.
Capitalism Metrics and EY NextWave key performance indicators; as
teaming and inclusiveness.
In a world that’s changing faster than ever, our purpose is our guide – well as reporting on EY’s commitment to the UN Global Compact and
• People with energy, enthusiasm and the courage to lead. providing the context and meaning for the work we do every day. the Sustainable Development Goals (SDGs).
• People who build relationships based on doing the right thing.
This is a journey — as it is for many organizations — as we more
effectively measure and report value creation, focus on stakeholder
impact, and integrate ESG into the core of what we do every day.
We believe this is the most important way for us to execute our purpose.
Contents
1. Letter from EY Global Chairman and CEO......................................04
2. Creating long-term value for EY people..........................................07
• The importance of a diverse, equitable and inclusive workplace....10
3. Creating long-term value for society..............................................13
• Addressing today’s sustainability challenges, together.................14
• Positively impacting 55m lives...................................................17
• Building trust in the capital markets...........................................19
4. Creating long-term value for EY clients..........................................21
• Investing in technology and data...............................................22
• Building alliances, catalyzing collaboration.................................23
• What organizations should be doing now, next and beyond..........24
• Helping organizations transform................................................24
5. EY leadership teams....................................................................25
6. WEF-IBC Stakeholder Capitalism Metrics and
UNGC Ten Principles – summary tables..........................................30
7. EY facts and figures.....................................................................38

Letter from EY Global

Chairman and CEO
At EY we believe in stakeholder capitalism: We believe our focus on creating, protecting and measuring long-term value has been critical to purposeful growth, with Building a better working world as our
guide. It is through this lens that we conduct audits, provide results, reshape strategy, enable innovation and transformation, and help companies address tax and
that businesses should create value for their
regulatory requirements. It keeps us focused on: developing the services and solutions that help clients deliver better outcomes for their stakeholders; investing
clients, employees, suppliers, communities as in EY people in ways that help them acquire new skills; and giving back to the communities in which we live and work. It keeps us aligned and focused on our
stakeholders’ needs during these challenging times, and beyond.
well as shareholders. We believe that when
organizations align their aims with society’s, Holding ourselves accountable
they will be more valuable and viable in the As we make long-term commitments – achieving net zero carbon emissions, increasing diversity, equity and inclusiveness in the workforce, and contributing to
prosperity in the communities we operate in – measuring improvement and action plan results to achieve these commitments is critical. Only by measuring can we
long-term, and we will all be closer to addressing
benchmark progress, improve decision-making and accountability, and increase trust.
some of the world’s greatest challenges.
As a member of the World Economic Forum’s International Business Council (WEF-IBC), EY contributed to the collaborative effort to bring a private-sector voice
to the importance of reporting on ESG issues – in a consistent and comparable way – and evolving the way we understand how business creates and protects value
We started this journey in 2018 with the
today. This initiative has given EY – as well as the many organizations involved in developing and supporting the metrics – the opportunity to show a commitment
Embankment Project for Inclusive Capitalism to a future where business success relies on improved client outcomes, as well as an inclusive, prosperous society, a protected environment, and a healthy,
empowered workforce.
(EPIC), a joint initiative with 30 other companies
and the Coalition for Inclusive Capitalism, to Value realized
redefine and measure how companies create We are using the WEF-IBC Stakeholder Capitalism Metrics in this year’s report and taking an important step as we seek to integrate ESG performance into
EY’s business strategy, along with our seven actions in EY’s carbon ambition. It reflects our commitment to continually improve how we operate. It is also a
value. In 2019 we created NextWave, our
recognition, along with our reporting on the United Nations Global Compact (UNGC), of the importance of the United Nations Sustainable Development Goals (UN
purpose-led strategy and ambition to create SDGs). EY continues to be a proud participant in the UNGC, and in this report I reaffirm our commitment toward its Ten Principles.
long-term value for EY clients, people and You will read here about some of the efforts we have made over the last year to support EY people, to make progress on our commitment to a net zero future, to
continue our journey toward positively impacting one billion lives through EY Ripples, to continue to foster confidence and trust in the world’s capital markets, and
society. This strategy has been used to catalyze
to support EY clients as they transform.
our own transformation agenda. This year we
are advancing how we measure and report on
the value we create.
Looking ahead
While this report looks at EY’s efforts over the last year, we are also continually focused on what more we can do.
Over the next year organizations will face complex and inter-related challenges – climate; diversity and social equity efforts; improving resilience, trust and
transparency in operations; and using technology – data, AI, blockchain – in new, responsible and different ways.
These organizations will be reviewing their customer expectations and experiences; acquiring and divesting; and continuing to invest in people and resources.
Communities around the world will also look to recover, regroup and adapt.
This is an increasingly dynamic moment and even as we discuss challenges, we see the opportunities ahead. It is a moment that calls for new investment and a
determined focus on areas that we believe can catalyze recovery, improve agility and provide purposeful growth.
That is why over the next three years we have committed, under NextWave, to an investment of US$10b in the EY organization.
The investment will help further build trust in the capital markets by strengthening audit quality, including technology-driven innovations in risk and audit
procedures to detect and prevent fraud. The investment plan includes US$2.5b in technology over the next three years, with a strong focus on AI, data and
disruptive technologies. We will also expand EY-Parthenon and sustainability services, and invest to ensure that clients and EY people benefit from leading
technology – all backed up by continued strategic acquisitions and the EY ecosystem of world-class alliances.
We know that there is still more we can do, and together we will continue to Build a better working world.
Carmine Di Sibio
EY Global Chairman and CEO
September 2021
Creating long-term Creating long-term Creating financial

value for people value for society value
20 million lives
positively impacted
59 hours 160,000 60% reduction
of carbon emissions
through EY Ripples Assurance
Revenue: US$13.6b
Consulting
Revenue: US$11.1b
average training EY Badges US$119m 837,000 hours Growth: 5.8% Growth: 6.4%
per employee awarded
Water and land
first global use
of community
investment
of community
service 7.3%
7.3%
First MBA class assessments conducted 7,000+ impact entrepreneurs Growth in US$
Growth in US$
with total
total
25 EY Tech MBA by Hult graduates supported to address UN SDGs
revenues of
revenues of
What’s next Net zero Positively impact Strategy and US$40b Tax
US$40b
36% women 48% women by 2025 1 billion lives by 2030 Transactions Revenue: US$10.5b
Revenue: US$4.8b Growth: 7.2%
in partner promotions in the workforce 100% renewable
energy in EY offices by 2025 Growth: 14.6%
70 wellbeing programs
including focus on mental health
Creating long-term
value for clients
23 consecutive years 1 trillion
150,000 lines of financial
on Fortune’s ‘100 Best Companies audits completed globally data analyzed using
to Work For®’ annual list Lowest global PCAOB
technology based solutions
deficiency score of Big Four (15%) 63 cybersecurity

What’s next 200,000 116,000+ engagements using centers
AI-enabled products across 150 countries
EY Badges Americas EMEIA Asia-Pacific
200 by FY22
US$10 billion investment
2.8% growth 10.2% growth 13.8% growth
with total revenues with total revenues with total revenues
EY Tech MBA by Hult graduates What’s next over the next three years focused on audit of US$17.7b of US$15.7b of US$6.6b
by 2022 quality, strategy, technology and people
02
Creating long-term
value for EY people
We are committed to delivering on our promise to all EY people:
‘The exceptional EY experience — it’s yours to build’.
In a year when EY people, guided by our purpose and grounded in EY values,

dedicate their time, talents and energy to their work, and we are
EY degrees are built on the EY Badges program through which EY
people earn digital credentials in future-focused skills and then apply
travel stopped committed to delivering on our promise to all EY people:

‘The exceptional EY experience – it’s yours to build’.
those new skills in practice. To date 160,000 EY Badges have been
awarded and another 140,000 are in progress.
and the economy Investing in future-focused skills Following a unique career journey
slowed, more than We believe that enabling EY people to gain new skills in technology,
leadership and business acumen accelerates their growth, shapes
Today there are more than 22,000 data scientists and
44,000 technology specialists in EY – AI specialists, mathematicians,
312,000 EY people their careers and prepares them — and EY clients — for the future. data scientists, software engineers, product managers and UX
designers – working alongside people with backgrounds in strategy,
continued to support In FY21 EY delivered over

consulting, accounting, finance, law and tax.
each other, provide

18m
exceptional service
to EY clients and
contributed to our
hours of learning compared to
16m hours in FY20.
This year we celebrated the first 25 graduates of the EY Tech MBA

“
Today there are more than
22,000 data scientists and
44,000 technology
communities through by Hult International Business School, the first accredited corporate
MBA, available to all EY people anywhere in the world. We expect
specialists in EY.
some of the most

more than 200 graduates by the end of 2022.
difficult experiences
As clients’ needs continue to evolve and become even more complex,
we need people from a broader range of backgrounds, while
providing the opportunity for EY people to redesign their typical
of our lifetimes. career journey and redefine what ‘success’ looks like for EY people.
This year we launched the Technology Career Framework as part

of the EY NextWave Careers program and will continue to expand it
next year to give EY people the opportunity to design and build their
own career journey.
Celebrating the first 25 graduates of the EY Tech MBA by Hult International

Business School.
EY people are given the Some of the finalists of the EYatHome photography competition in the UK.
opportunity to learn during Participants were asked to share what they have been up to in the past year
while predominantly working from home.
internships, on the job and Checking-in with colleagues more crucial than ever
through formal training, but just This year, as the majority of EY people continued to work from
as much emphasis is placed on home, checking-in with colleagues became even more essential.
designing valuable experiences

We introduced short, just-in-time listening tools, alongside
‘EY People Pulse’ (which replaced the EY Global People Survey)
to stretch EY people’s leadership to track how people are feeling, and what they need in terms of
practical help.
abilities. These experiences We also deployed EY’s global wellbeing strategy, which focuses on
include short- and long-term four pillars: physical, mental/emotional, social and financial, and the
international secondments, intersection between them. Currently we are providing EY people

with the resources they need to prioritize wellbeing while tracking
moving between service lines, over 70 wellbeing programs and initiatives throughout different EY
and opportunities afforded by

member firms.
EY Ripples. Tracking over
Read how EY prevented lockdown 70

wellbeing programs and initiatives throughout
turning into locked-out for different EY member firms.
aspiring students.
The importance of a This remains true even as we increasingly work in hybrid

(a combination of home, office and client) environments – EY leaders The Global D&I Tracker includes:
diverse, equitable and are focused on ensuring that opportunities are equitable, differences
are valued, people feel supported, and all voices are heard.
• A global standard for D&I measurement, with
research-based points of view on what ‘good’
inclusive workplace To demonstrate our commitment, the Global Executive (GE), EY’s
highest leadership body has signed the Global Executive Diversity
looks like.
Diversity, equity and inclusiveness are core to who we are and how & Inclusion Statement. Not only does this reinforce that D&I is a key
• A measurement of diversity that covers a range
we work. We hold a collective commitment to foster an environment business lever, it also ensures that we hold ourselves accountable for of differences, both visible and not visible.
where all differences are valued, practices are equitable and everyone progress, starting with our actions at the top. • The ability to go beyond representation to also
experiences a sense of belonging — where people are inspired to team
To drive consistent progress around the world we use the
include people’s lived experiences.
and lead inclusively in their interactions every day.
D&I Roadmap and Culture Change Continuum, EY’s approach and This is the second year using the Global D&I
To help EY clients tackle their toughest challenges we need the methodology for D&I that sets out our journey. Tracker and we have seen progress across 80% of
best ideas from the broadest group of people, and the EY value
The roadmap is brought to life by the EY Global Diversity and the EY organization.
of inclusiveness underpins our actions to create meaningful work
Inclusiveness Steering Committee (GDISC), co-chaired by
experiences for all EY people.
EY Global Chairman and CEO, Carmine Di Sibio, and EY Global Vice
Chair — Diversity & Inclusiveness, Karyn Twaronite. Its members,
Defining Diversity & drawn from across the organization, explore challenges, surface
successful practices and collaborate on solutions.
Inclusiveness (D&I) at EY
Diversity is about differences. At EY we think
broadly about differences, such as nationality,
To help all EY people become more inclusive
language, education, gender identity/expression,
leaders and team members, we developed a
sexual orientation, generation, age, socioeconomic
background, working and thinking styles, religious
web-based learning program focused on the
background, abilities and disabilities, experiences, foundational behaviors of inclusive leadership.
career paths, technical skills and identity dimensions This year the ‘Inclusive Leadership for All’ EY people work hard every
defined and constructed by some societies in course became available to the more than day to help build a more
ethnic, color, cultural, or racial terms. There are also 312,000 people in the EY organization. inclusive working world,
differences according to geography, service line,
sector and function. Inclusiveness is about leveraging To ensure accountability to D&I progress across the
and are proud when
differences to create an environment where all EY organization and to support our NextWave ambition and strategy, respected organizations
EY people feel, and are, valued for who they are, have
a sense of belonging, and are inspired to contribute
we use the Global D&I Tracker. It track progress with consistent
diversity and inclusiveness metrics and reporting across the EY
recognize our efforts.
their personal best in every encounter. organization globally.
Hank Prybylski, EY Global Vice Chair - Transformation, has been

As a global organization EY has an opportunity to address
appointed as GE Sponsor for Disability. Hank’s role includes
the impact of inequities and injustice, and push for progress in
advocating for a proactive approach to disability inclusion, and
EY and beyond. Last year, we set up the Global Social Equity Task
looking at how the work that we do with clients can also address
Force (GSET).
barriers to those with visible and invisible disabilities.
Made up of EY leaders from around the world, representing a wide
range of backgrounds and perspectives, the GSET’s work centers
around this important framing statement: We commit to advance
social equity and inclusive growth. We stand against injustice, bias,
discrimination and racism.
The GSET will accelerate EY’s commitments to D&I and greater

social equity through focus areas in and out of EY, including raising Watch the EY UK film committing us to Black diversity. A special thank you to
consciousness of social inequity and inclusiveness; challenging our Black EY UK colleagues featured in this film: Alexander, Geoff, Gill, Richard,
Thesla and Thobeka as well as director Rob Akin, voiceover artist Sophia Thakur
internal systems, processes and programs through an equity lens; and the Black crew members who made this film possible.
building higher level inclusive leadership practices and capabilities
among all EY people; and using our external relationships and
platforms to inspire greater social equity and inclusiveness among One of the ways EY is
clients, suppliers and communities.
standing against systemic racism in education
is by helping to provide internet connectivity, A neurodiverse world is a better working world
digital devices and online mentoring to
EY is a founding member of the World underserved students. The more that organizations can normalize conversations around
Economic Forum’s Partnering for Racial valuing people who think differently, the more they can drive
Read more innovation, increase productivity and generate a sense of belonging
Justice in Business initiative, a coalition
across the entire organization.
of organizations committed to addressing
systemic racism, globally, while building Ensuring a sense of belonging for everybody Supporting neurodivergent people at EY helps us accelerate clients’
technology transformation plans, and drive creativity to solve the
equitable and just workplaces for all. Driving disability inclusion at EY and beyond
most challenging problems.
Read more As part of EY’s commitment to advancing disability inclusion in business,
This year EY launched the first Neuro-Diverse Centre of Excellence
we’re expanding our role with The Valuable 500 — a global initiative of
(NCoE) in the UK, part of a global network of NCoEs in the US,
500 organizations in national and international markets committed to
Canada, India, Poland and Spain.
putting disability on their leadership agendas.
In 2021 EY Global Chairman and CEO, Carmine Di Sibio, became one

of The Valuable 500’s 13 Iconic Leaders — a group of CEOs committed
to co-creating solutions to drive a change program to advance
opportunities for people with disabilities.
Congratulations to all of the

athletes who competed in the
Tokyo 2020 Olympic and Paralympic Games,
which included people from EY —
Mitsuteru Moroishi, Jessica Morrison,
Timothy Masters, Uchu Tomita
and Jairo Klug — and mentees from
the EY Women Athletes Business Network Class
of 2021. You can also find out more about
Women. Fast forward EY Athlete Programs, which realize
the collective leadership potential of athletes.
Women. Fast forward is EY’s global platform that engages
EY people, clients and communities to advance gender equality Read more
across three pillars:
• Women in leadership
• Women entrepreneurs
• Next generation
In each pillar EY brings together networks and resources to advance

gender equality in organizations across all levels of decision-making
and leadership. EY marks IDAHOTB
A critical element across all three pillars is the increased strategic On the International Day Against Homophobia, Transphobia and Biphobia
importance of digital fluency for all women in the workforce. (IDAHOTB) 2021, EY put on a flagship 24-hour LGBT+ ‘follow the sun’
global celebration, which gave all EY people an opportunity to unite and
Some of the global programs under the Women. Fast forward
show our continued support toward the LGBT+ community in and out
umbrella include POWER Up™; Winning Women™; Women Athlete
of EY.
Business Network; EY’s involvement in EQUALS and efforts to
mentor and develop the next generation of women. The event brought together thousands of EY people from across 75
countries. Throughout the broadcast, we heard from colleagues, leaders,
clients and inclusion experts worldwide, reaffirming EY’s commitment to
LGBT+ inclusion.
03
Creating long-term
value for society
EY is committed to building trust in the capital markets and having a positive
impact on communities and the planet.
Addressing today’s Value-led sustainability brings the collective power of EY’s services
and solutions to support clients as they implement and accelerate
sustainability challenges, sustainability strategies and transformation, while communicating

and reporting impact.
together
Innovation in plant-based meat could have a major
Sustainability is one of the defining issues of our generation. role in promoting healthier food alternatives and
It’s also a once in a lifetime innovation opportunity to create sustainable environmental practices.
long-term value – financial, consumer, human and societal –
Read more
for all stakeholders.
The EY ecosystem of more than 312,000 EY people operating

across service lines, geographies, sectors and alliances is working
Supporting the EY organization
together to address today’s sustainability challenges for EY clients
and in our global organization. When Steve Varley – the first EY Global Vice Chair – Sustainability –
was appointed to accelerate EY’s role in helping to drive a more
sustainable future, EY announced its ambitions to be carbon neutral
Discover the seven actions in by the end of 2020, to become carbon negative in 2021 and net
zero in 2025.
EY’s carbon ambition.
We achieved our 2020 target to be carbon neutral by removing or
Read more
offsetting globally carbon emissions equivalent to our total footprint,
and are on target with our goal to become carbon negative in 2021.
In order to work toward net zero – eliminating all avoidable

Supporting EY clients
emissions, and removing the rest – in 2025, we worked with the
EY teams are developing new global solutions for clients, based on Science Based Targets initiative to develop and validate a science-
our value-led sustainability framework, helping EY clients capture based target to reduce EY’s total emissions by 40% across the entire
the business opportunities from sustainability and decarbonization global EY organization.
while also protecting and creating value.
This target is aligned to the most ambitious aim of the Paris
We are helping clients integrate ESG disclosure into wider strategy. Agreement: to limit a global temperature rise to 1.5°C above
This includes expanding sustainability beyond a reporting- preindustrial levels.
led conversation to a value-based narrative – engaging with
governments and the private sector to recognize and capture the
opportunities in sustainability.
In addition, EY offices are increasingly moving to LEED (Leadership

in Energy and Environmental Design) certified buildings. LEED is
By 2025 all EY
the most widely used green building rating system in the world, offices will run on
taking into consideration site sustainability, energy savings, water
efficiency, CO2 reduction and indoor environment. The new EY
offices in Stockholm and New York are rated LEED Platinum and
Gold, respectively – the two highest certifications.
Moreover, by 2025 all EY offices will run on 100% renewable energy.

We’re also building sustainability into our supply chain, requiring 75%
of EY suppliers (by spend) to have their own science-based emission
reduction targets by 2025.
renewable energy.
We have also taken action across EY on a number of critical
sustainability issues including Task Force on Climate-related
Financial Disclosures (TCFD)-aligned reporting, water use
and land use.
The aim is to continuously evaluate the development and tracking of

carbon, water and waste metrics, in order to monitor and reduce the
environmental impact. In FY22 a global data management system
will be rolled out across EY to drive further consistency, accuracy
and controls in the ongoing collection, reporting and monitoring of
environmental metrics.
There is also a dedicated EY Badge on Climate Change. Almost

2,000 Climate Change badges have been awarded with another
5,000 underway. More sustainability badges are also available to
further educate and empower EY people, covering the Circular
Economy, Impact Entrepreneurship, Responsible Business, the
Sustainable Finance Transformation, and the Business Case
for Sustainability.
The badges are designed to help EY people learn about the

environmental, social and economic concepts underlying
sustainability, and equip them with the strategies and tools to
recommend sustainable solutions and create long-term value for EY
clients, people and society.
Convening a community of like-minded

organizations
This year EY co-founded the S30 forum, which brings together
30 of the world’s leading Chief Sustainability Officers,
with a mission to ‘accelerate business action on sustainability’,
and is part of the Sustainable Markets Initiative (SMI) from
His Royal Highness Prince Charles.
EY is one of the original 11 founding partners of the SMI and is an

active supporter of its Terra Carta, a charter that puts sustainability
at the heart of the private sector.
We are also looking to the challenges and opportunities ahead —

such as the collaboration that’s needed to make the 26th UN
Climate Change Conference of the Parties (COP26) a success,
helping clients translate COP26 into business action and impact,
and the actions needed to achieve the Paris Agreement goals.
This year EY co-founded the

S30 forum which brings together
30 of the world’s leading
“
Chief Sustainability Officers,
with a mission to ‘accelerate
business action on sustainability’,
and is part of the Sustainable
Markets Initiative (SMI) from
His Royal Highness Prince Charles.
Positively impacting
55m lives
The EY Corporate Responsibility program, EY Ripples, is anchored
in a long-term goal to positively impact one billion lives by 2030,
by extending EY’s combined knowledge and networks across
three focus areas — the next generation workforce, impact
entrepreneurship and environmental sustainability.
people positively impacted
EY Ripples expanded this year to include over 1,400 new projects through EY Ripples
and initiatives, giving EY people even more opportunities to make
an impact.
since the program began.
As a result, more than 44,000 EY people were able to devote over
422,000 hours to social and environmental impact projects, and in
total, positively impact 20 million lives in FY21. Since EY Ripples was
launched in 2018, we have positively impacted 55 million lives.
This year, in the continued grip of the COVID-19 pandemic, we

prioritized the development of virtual experiences and on-demand
tools, while also sharing insights and providing additional support
to ensure that virtual provision didn’t deepen the effects of the
digital divide.
As well as sharing insights on how to make

virtual mentoring more effective and inclusive,
EY joined forces with JA Worldwide to survey
nearly 6,000 young people. With Gen Z poised
to reframe the future, this research shows how
business and education can better support their
ambitions by providing more diverse and
true-to-life learning experiences.
Read more
COVID-19 has posed an existential threat to Waste for Warmth is pioneering innovative
impact enterprises. EY led the development technology that transforms waste
of TRANSFORM Survive & Thrive — a digital thermoplastics into tent insulation.
platform that has connected more than Offering a more sustainable and inclusive
4,300 unique users across more than approach to winterizing refugee camps,
120 countries with the free resources EY teams have helped Waste for Warmth
(55 tools and resources from more than demonstrate the feasibility of the concept
15 organizations) they need to remain and prepare for scale.
resilient, mount targeted responses to the Read more
pandemic and sustain their long-term impact.
Read more
Recognizing that our commitment and aim to positively impact one

billion lives by 2030 requires scaling exponentially, we’ve continued
to build and strengthen relationships with clients and other
like-minded organizations, such as Acumen, the EU Commission,
“
Over the coming year, we expect
EY Ripples to be more deeply
integrated into the work that EY
JA Worldwide, SAP, the World Bank, the World Economic Forum
(WEF), Unilever, the UK Foreign Commonwealth and Development people do every day.
Office (FCDO) and the Council for Inclusive Capitalism.
From an inclusive business playbook to advance the inclusion

of low-income and marginalized communities, to working with
governments, schools and non-profits to pilot the EY STEM App – To counter the threat of deepening inequality, a
a platform to inspire 100,000 girls in STEM by 2022 – these new inclusive business playbook, developed by
collaborations can help build vibrant ecosystems for change. Acumen and EY, provides a practical framework
Over the coming year, we expect EY Ripples to be more deeply and inspirational case studies to encourage a
integrated into the work that EY people do every day, in order to more systemic focus on the needs of low-income
highlight the importance of integrating social impact into the core of
and marginalized communities.
what we do.
Read more
Building trust in the Part of EY’s commitment to quality is a policy of continuous

improvement, which includes implementing innovations in our
capital markets risk and audit procedures regarding the prevention and detection
of fraud. In EY we continue to draw on both a skilled talent pool and
state-of-the-art technologies to develop an audit process that goes
beyond standard practice. Some specific developments include:
All EY services help to build trust, whether directly through the work
undertaken by EY teams or indirectly through what that work allows • Mandating the use of data analytics for fraud testing in audits for
others to achieve. all listed entities globally.
• Enhancing risk assessments and audit scoping by using more

Commitment to audit quality
external data and information to enable more nimble responses to
One of the specific ways EY Assurance helps build trust is through external risk indicators, such as short selling and whistleblowers,
the Sustainable Audit Quality (SAQ) program, EY’s commitment and ongoing checks on management probity.
to conducting globally consistent, high-quality audits sustained
• Using electronic confirmations for audit evidence wherever
over time. EY Audit teams deliver high-quality, analytics-driven
possible, moving in time to matching the company’s records of
audits with independence, integrity, objectivity and professional
banking transactions with those provided to EY by the bank.
skepticism to provide third-party assurance over an organization’s
reporting. With assurance, users can rely on the information • Mandating annual forensics training for all audit professionals that
available to inform business decisions, and protect and create incorporates the experiences of EY forensics professionals.
long-term value.
• Requiring the use of forensic specialists in the audit on a
Since SAQ’s launch in 2015 there have been significant advances in targeted-risk basis.
technology, which have supported the development of a data-first
While the primary responsibility for the prevention and detection
audit approach and EY Digital Global Audit Methodology.
of fraud is with client management and supervisory boards, audits
In addition, the EY Canvas online audit platform is now used should play more of a role in the future to detect material frauds.
across 100% of EY audits and connects 120,000 EY professionals In order to strengthen the focus on fraud, we are developing a
with more than 350,000 client users, while the EY Helix platform proprietary fraud risk assessment framework for EY member firms
analyzed 625b lines of financial data in 2020. to use with audit committees and those charged with governance.
“
We believe that these improvements are imperative for the audit
profession as a whole, and are designed to address client and audit
risk, improve the EY system of Quality Management, and support
In EY we continue to draw on both a standard-setting enhancements, as well as lead the way in advancing
skilled talent pool and state-of-the-art the audit profession.
technologies to develop an audit process
that goes beyond standard practice.
External and internal inspections

Both externally and internally, our inspection results continue to
improve, demonstrating that our global system of audit quality
control operates effectively, and audit quality remains paramount.
• We have achieved the first International Forum of Independent

Audit Regulators (IFIAR) 25% reduction target for the 2019 IFIAR
survey in listed public-interest entities (PIE) deficiency rates and
we are on track for achieving the second 25% reduction target for
the 2023 IFIAR survey.
• Based on publicly available information for the most recent

inspections results, EY has the lowest rate out of the Big Four
of the Public Company Accounting Oversight Board (PCAOB)
inspection findings globally, at 15% overall.
Internal inspections are performed on engagements each year

through our annual Audit Quality Review (AQR) program as an
important element of assessing the system of quality control at the
member firm, regional and global levels. We have had continuous
improvements in these results since 2015. In 2020, 96% were
compliant or with immaterial findings, which is in line or better than
our peers that publicly disclose this information.
04
Creating long-term
value for EY clients
EY teams help clients grow, optimize and protect value. To do so we bring together service lines,
sector knowledge, data, technology, and our ecosystem to bring all of EY’s capabilities to meet
clients’ diverse needs.
Today EY people We believe that a purpose-led strategy is

in more than the path to growth in the post COVID-19
environment — a strategy that takes into account
150 countries create multiple stakeholders and addresses key issues
of trust, trade, technology, sustainability and
long-term value for puts people at the center of every decision.
clients by helping
Read more
them not only address Investing in technology and data
today’s challenges EY continues to innovate and create, using technology and data,
new solutions and services for clients. For example, EY’s Safe Return
but also understand

App is helping people across Latin America return to work with
confidence and supporting Latin America’s broader
emerging trends,
economic recovery.
We are also helping Teva Pharmaceutical manage third-party risk
mitigate risks and seek

better by using data analytics and workflow design to re-engineer
compliance as a driving force for better decision-making and change.
out opportunities in a
And Birra Peroni, the Italian beer company, is the first industrial
organization to use EY OpsChain Traceability, an EY blockchain
post-pandemic world.
as-a-service offering on blockchain.ey.com, to mint unique
non-fungible tokens (NFTs) for each new batch of beer, enabling
greater visibility and efficiency across its supply chain.
EY investments are also delivering significant digital innovation in Building alliances, catalyzing collaboration
areas like audit — effectively digitizing the end-to-end audit process
No one organization today has all of the services and capabilities
— supporting client technology platforms such as the EY Global Tax
clients need. That is why EY continues to expand our knowledge,
Platform, and driving solutions like Diligence Edge, which uses AI to
skills and pool of talented people through both acquisitions and an
revolutionize M&A due diligence.
ecosystem of alliances.
We also enable EY developers (including ecosystem and vendor
There are more than 30 technology and industry alliances and more
developers) to create their own applications and products – the EY
than 100 technology and innovation relationships in EY today.
Client Technology Platform houses the building blocks, patterns and
This ecosystem allows us to combine both emerging and widely
services that are reused in a large number of products so developers
used technologies with our capabilities to develop new offerings
can quickly create solutions at scale.
for clients.
We will continue to build on our ecosystem of strategic alliances,

including with Microsoft and SAP, which were expanded in FY21.
We are proud of the many independent Eight new alliances were added in FY21, including expanding
capabilities in industry solutions, digital, cybersecurity and
evaluations from analysts - for example
supply chain through agreements with Fadata, Nottingham Spirk,
this year Forrester named EY a Leader Tanium and CrowdStrike.
in the June 2021 The Forrester
Wave™: Innovation Consulting
Services, Q2 2021.
EY US announces a new vaccine management
Read more
solution, powered by Microsoft technologies,
to support safe, secure and equitable
distribution of COVID-19 vaccines.
Today nearly 80% of business-critical platforms are hosted on the
cloud across 160 countries, meaning we can connect and work more Read more
efficiently than ever before, and more easily provide the best of what
EY has to offer to every client.
What organizations should be doing differently Helping organizations transform

now, next and beyond Business is changing rapidly, and one of the biggest needs that
EY clients have today is to transform.
Closely linked to EY’s investments in technology are the investments
in innovation. The EY Transformation Zone brings together teams Today EY-Parthenon is the world’s fifth largest strategy consulting
from across EY to drive a cohesive, strategic focus on innovation for organization in terms of revenue, and more than 6,500 EY-
all of EY, and ensure a coordinated and consolidated approach. Parthenon people help clients across the world to successfully
transform their businesses.
Looking ahead we will continue to expand capabilities to help

clients not just develop their strategic visions but to see them
EY wavespace™ brought together through to strategy execution. That means continuing to expand
industry leaders in building a cell and into key markets and build out the portfolio of strategy services
gene therapy platform to fight disease. and solutions.
Read more The EY-Parthenon global sector coverage now spans education,
consumer products, financial services, public sector, private
equity and retail – for example, we advised UK fashion retailer
ASOS, helping it to become more resilient and better prepared for
The team challenges what organizations should be doing differently the future.
in 6 months, 3 years, 10 years and beyond, and investigates what
“
disruptive, emerging technologies can achieve. Projects currently
underway range from large bets to smaller ideas that are quick to
implement and require relatively low investment.
EY helped US citizens Today EY-Parthenon is the
impacted by COVID-19, clearing world’s fifth largest strategy
How COVID-19 has triggered a sprint
toward smarter health care.
Read more
350,000unemployment claims and
consulting organization in
terms of revenue.
building a virtual job center to

accelerate reemployment.
05
EY leadership teams
The EY Global Executive

The EY Global Executive is the highest EY leadership body, focusing on strategy, execution and operations. Its membership brings together the elements of the EY global organization,
including the leaders of EY geographic Areas, service lines and functions.
Carmine Di Sibio Andrea Guerzoni

EY Global Chairman and Chief Executive Officer EY Global Vice Chair — Strategy and Transactions (SaT)
Andy Baldwin Kelly Grier
EY Global Managing Partner — Client Service EY Americas Area Managing Partner
Steve Krouskos Patrick Winter
EY Global Managing Partner — Business Enablement EY Asia-Pacific Area Managing Partner
Trent Henry Julie Teigland
EY Global Vice Chair — Talent EY Europe, Middle East, India and Africa (EMEIA)
Area Managing Partner
Jay Nibbe
EY Global Vice Chair — Markets Alice Chan
Chair of the Global Accounts Committee
Nicola Morini Bianzino
EY Global Chief Client Technology Officer Rajiv Memani
Chair of the Global Emerging Markets Committee
Hank Prybylski
EY Global Vice Chair — Transformation Jack Chan
Emerging Market Committee Member
Marie-Laure Delarue
EY Global Vice Chair — Assurance Jessie Qin
Member firm partner on rotation
Errol Gardner
EY Global Vice Chair — Consulting
Kate Barton
EY Global Vice Chair — Tax
Area and Regional Managing Partners

EY legal entities are organized into similarly-sized — in terms of both people and revenues — business units called Regions. These Regions, led by Regional Managing Partners,
are grouped into geographic Areas: Americas, EMEIA and Asia-Pacific.
Americas EMEIA Asia-Pacific

Kelly Grier Julie Teigland Patrick Winter
EY Americas Area Managing Partner EY EMEIA Area Managing Partner EY Asia-Pacific Area Managing Partner
Julie Boland Ajen Sita Nam Soon Liew

USA — Central Africa Asean
Rich Jeanneret Jacek Kedzior Gary Hwa

USA — East Central, Eastern and Southeastern Europe & Financial Services Organization
Central Asia (CESA)
Frank Mahoney Jack Chan
USA — West Marcel van Loo Greater China
Europe West
Janet Truncale Moriaki Kida
Financial Services Organization Omar Ali Japan
Financial Services Organization
Jad Shimaly Yong Keun Park
Canada Rajiv Memani Korea
India
Doron Sharabany David Larocca
Israel Abdulaziz Al-Sowailim Oceania
Middle East North Africa (MENA)
Manuel Solano
Latin America — North Jesper Almstrom
Nordics
Ted Acosta
Latin America — South Hywel Ball
UK & Ireland
Global Governance Council

The Global Governance Council consists of senior client-serving partner-ranked professionals drawn from member firms across EY and currently three (of possible six) independent non-executive members.
These senior EY professionals who otherwise do not hold senior management roles, are elected by their peers.
Americas EMEIA Asia-Pacific

Americas Financial Services Organization Africa Asean
Udanda Clark, Shelly Fliehe, Laura Giovacco Shailen Ramgoolam Susanti Susanti, Vincent Toong
Canada CESA Asia-Pacific Financial Services Organization

Glenn Parkinson Natalia Starygina, Eirinikos Platis Warrick Gard, Swee Yen Yeoh
Central EMEIA Financial Services Organization Greater China

Malcomb Coley, Andrew Lee Paul Nijssen, Philip Vermeulen, Aidan Walsh Vincent Chan, Dilys Chau
East Europe West Japan

Becky Carey, Gaurav Gupta, Angie Kelly Marc Cosaert, Ole Halfpap, Pierre Jouanne, Koji Fujima, Seiko Sugimoto
Helen Pelzmann, Francisco Javier Sanchez Ramos
Israel Korea
Itsik Morovits India Dong Chul Kim, Sang Il Bae
Jayesh Sanghvi
Latin America — North Oceania
Margarita Salas MENA Brad Tozer, Trent van Veen (Presiding Partner)
Yasmeen Muhtaseb
Latin America — South
Gustavo Rousseaux Nordics
Global Independent Non-Executives
Carina Marie G. Korsgaard
West CK Chow
Mark Jain, Marney MacKenna, Phillip Mazzie UK & Ireland Jurgen Kluge
Alison Duncan, John Higgins David Thorburn
National Practices
Barak Ravid, Ayan Roy
Industries
Our sector focus means EY teams can help clients
better anticipate market trends, identify the
implications for their businesses, and deliver
Greg Cudahy
sector-specific solutions. Andres Saenz, as EY Global
Technology, Media & Telecoms
Vice Chair — Industry, oversees the work that EY teams
do across our industry sectors.
Andres Saenz
EY Global Vice Chair — Industry
Randall J. Miller
Advanced Manufacturing & Mobility
Kristina Rogers
Consumer
Serge Colle
Energy & Resources
Gary Hwa
Financial Services
George Atalla
Government & Public Sector
Pamela Spence
Health Sciences & Wellness
Bill Stoffel
Private Equity
06
WEF-IBC Stakeholder
Capitalism Metrics and
UNGC Ten Principles –
summary tables
As part of EY’s membership in the World Economic Forum’s International Business Council (WEF-IBC), we participated in a collaborative effort to identify a set of metrics to help standardize disclosures
around ESG reporting. For the first time, EY is implementing the WEF-IBC Stakeholder Capitalism Metrics in this report.
EY’s commitment to report on the metrics is subject to the ‘disclose or explain’ principle. EY is a global organization that includes member firms that are structured as partnerships. Certain metrics may
request data that may not adequately measure EY’s contribution to stakeholder capitalism. Where applicable, narratives and explanations have been provided in response to the metric.
Reporting against the WEF-IBC Stakeholder Capitalism Metrics

Principles of governance
Theme Metric EY disclosure
Governing purpose 1. Setting purpose EY’s purpose is Building a better working world. The insights and quality services we provide help build trust and confidence in the capital markets and in economies the world over. We develop
outstanding leaders who team to deliver on our promise to all our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.
Quality of 2. Governance body EY leadership teams include the EY Global Executive, Area and Regional Managing Partners, the Global Governance Council and Industry leaders. Refer to page 26 for more information on EY leadership
governing body composition groups and page 40 for gender diversity figures.
The EY Global Executive is measured against EY NextWave strategy key performance indicators, including monitoring progress on diversity and inclusion goals, lives impacted through the EY Ripples
program, and carbon ambition progress.
Stakeholder 3. Material issues The EY Risk Management function contributes to the global organization’s culture through the promotion of forward thinking within an articulated risk appetite to support decisions that are necessary to
engagement impacting manage risk. In FY21, risk categories were identified based on their potential impacts on the execution of the EY NextWave strategy.
stakeholders
These risk categories span all aspects of EY’s operations and include risk areas associated with EY’s ability to:
• Provide multi-disciplinary services to clients while complying with independence requirements
• Create and maintain a culture aligned to EY values
• Accelerate innovation and access to technology while managing risks associated with data and cybersecurity
Climate-related risks and opportunities are considered within the business continuity and crisis response key risk and in EY’s FY21 Task Force on Climate-related Financial Disclosures (TCFD) assessment.
Risk and opportunity 4. Integrating risk
To understand the most critical interests of EY stakeholders, a comprehensive reassessment has been initiated of the material environmental, social and economic issues relevant to the EY organization
oversight and opportunity
in FY22.
The results of this global materiality assessment will be a key reference that will influence the EY business strategy, goal setting, resource allocation, external disclosures and identification and
management of risks.
Principles of governance
Ethical behavior 5. Anti-corruption All EY people are required to complete anti-bribery and corruption training during their career.
Please refer to the other anti-corruption policies and procedures in place in EY which are included in the table, ‘Supporting the Ten Principles of the UNGC and the UN Sustainable Development Goals’.
6. Protected The EY/Ethics Hotline provides EY people, clients and others a means to report confidentially any activity or concern that may involve unethical or illegal behavior that is inconsistent with the EY Global
ethics advice Code of Conduct. All reports received are given careful attention by EY, and all reports are acknowledged in a timely way.
and reporting
mechanisms A link to the hotline is prominent on EY’s internal websites, and is also easily found with a simple internet search. It is available in nine languages; alternatively, there is a telephone line for which
interpreters are available.
We have demonstrated our commitment to the Code and the hotline with comprehensive training and communications throughout the EY network of member firms.
Planet
Climate change 7. GHG emissions EY decreased emissions by 60% in FY21. EY Scope 1, 2 and 3 emission disclosures and details on the EY carbon ambition can be found on page 14 and page 41.
Additional information on the seven actions to accomplish the EY carbon ambition to be net zero in 2025 can be found here.
8. TFCD-aligned In FY21 EY conducted a global TCFD assessment to analyze the top climate-related risks and opportunities that impact EY and our preparedness to address them globally. This assessment included
reporting representatives from EY Real Estate, Travel, Procurement, Risk, Sustainability and Corporate Responsibility teams.
This global TCFD assessment builds on the TCFD assessment conducted in FY20 by the EY US member firm in which US-specific climate-related risks and opportunities were identified.
The results of the global TCFD assessment will be integrated into the EY global risk management procedures and into the EY CDP response. In FY22 the EY TCFD assessment will be refreshed and include
a more detailed and quantitative scenario analysis, which will enable more actionable insights.
Nature loss 9. Land use and Eight EY office locations, representing approximately 1% of EY office locations and approximately 1% of the global EY headcount, are in key biodiversity areas (KBA).
ecological
As a global network of member firms, EY locations are predominantly in major urban and business centers. The location selection process is driven by proximity to EY clients, talent pool and business
sensitivity
case; key selection criteria includes a Class A office building that is well located within the city and will meet the needs of clients, internal governance and enablement of the workforce.
We are pleased that the recent KBA mapping analysis confirmed that most offices are not in or adjacent to key biodiversity areas. Over time, land use management action plans will be developed to
reduce our impacts on these KBAs and support the local communities in which we operate. We have also recently updated the location selection process to align with EY sustainability efforts.
Freshwater 10. Water In the last year EY completed a WRI Aqueduct water risk assessment across 32 countries, representing 83% of the EY global organization. Of that sample, 65 offices, representing 35% of the global
availability consumption EY headcount, were deemed to be in high or extremely high baseline water stress areas. The most prevalent risks identified were baseline water stress, untreated connected wastewater and limited
sanitation services.
As a result of the assessment, 19 potential water management actions were identified for implementation. In the upcoming year, a global data management system will be implemented to track and
report mega liters of water withdrawn, mega liters of water consumed, and the percentage of each in regions with high or extremely high baseline water stress. Over time water management action plans
will be developed to reduce our own consumption, further reduce water-related risks and support the local communities in which we operate.
People
Dignity and equality 11. Pay equality Over 97% of EY employees are included in a pay equity analyses performed at a country or regional level.
For example, refer to the EY UK 2020 pay gap report for analysis results and progress for the UK member firm.
EY is committed to pay equity and fair practices for EY people and has processes and policies that focus on equitable compensation. EY employee compensation is designed to be competitive in the
market, and be connected to an individual’s work experience and performance, while being equitable internally. In order to be equitable internally, EY people should be similarly paid when performing
similar work.
12. Wage level An entry level wage assessment was performed and confirmed that 100% of EY employees are paid above the applicable jurisdiction’s minimum wage.
13. D&I At EY we think broadly about differences, and are committed to building the highest-performing teams through the power of diversity and to providing equitable growth opportunities to people around
the world.
We recently implemented a voluntary, global self-identification platform across a number of countries where local law permits, enabling people to indicate gender and gender identity/expression and other
diversity dimensions. While not disclosed for data privacy reasons, this information may be used to inform strategy as we strive to be more inclusive with equitable experiences for all.
Refer to page 10 for more details on D&I in EY and page 40 for data on workforce diversity.
14. Risks for incidents EY has issued its first Global Human Rights statement. The Global Human Rights statement builds on the EY Global Code of Conduct and is informed by the United Nations Principles on Business and
of child, forced or Human Rights. The statement addresses the rights of all EY people, including health and safety, labor rights, and diversity, equity, and inclusiveness. As we recognize the role in the communities in which
compulsory labor EY member firms operate, the statement also considers how EY client engagements interact with human rights.
EY will operationalize this new Global Human Rights statement through further training for all EY people, strong governance and consistent monitoring.
EY’s responsibility to respect human rights extends beyond the direct operations of EY member firms into their supply chains, where we seek to influence the broad adoption of labor rights and maintain
an active view of the human rights performance of direct and indirect suppliers.
Just as the EY Global Code of Conduct sets out the standards of ethical behavior expected of every EY person, the EY Supplier Code of Conduct does the same for EY suppliers.
The EY Supplier Code of Conduct outlines expectations around issues including sustainability, human rights, modern slavery and child labor, and suppliers are asked to verify their adherence and
standards at the RFI/RFP stage (and reaffirming at the time of contract execution). At the RFI/RFP stage, responses to environmental and social sustainability questions are scored and weighted and
influence the supplier selection.
In addition, the EY Supplier Portal provides EY procurement professionals with visibility of the capabilities of current and potential suppliers. Suppliers meeting certain spend thresholds complete a self-
assessment questionnaire so decision-makers can better understand the suppliers’ social and environmental policies, practices and certifications. Questions cover topics such as modern slavery, ISO
14001 certifications and how they monitor standards in their own supply chain.
Health and wellbeing 15. Health and safety The health and safety of EY people is paramount, and globally there are policies and procedures in place to ensure workplace safety. Fatalities and work-related injuries are not tracked globally, as the risk
of accidents in EY businesses is low.
To support the mental and physical health of EY people, EY has over 70 wellbeing services globally, many of which expanded in the last year. See page 9 for more detail.
Skills for the future 16. Training provided EY is enabling EY people with new skills to prepare for the future. Refer to page 8 for more details on EY investments in life-long learning and page 39 for data on training programs and spend.
Prosperity
Employment and 17. Absolute number Absolute number and rate of employment data are available on page 40.
wealth generation and rate of
employment
18. Economic In FY21 combined EY global revenues were US$40b, and a significant portion of revenues are used for employee wages and benefits and compensation to the owners.
contribution
Total community investment was in excess of US$119m.
EY does not currently report payments to providers of capital and governments and financial assistance received from the government, as it does not significantly demonstrate the EY contribution to
economies. Refer to page 17 for information on EY’s community investment efforts beyond what can be monetized and page 41 for data on EY societal value through the number of lives impacted and
community investments.
19. Financial Capital expenditures across the global organization in FY21 amounted to US$700m; however, the EY businesses are not capital intensive. For a more thorough view of EY investments refer to page 5.
investment
Financial investment contribution is measured through CapEx as it relates to EY member firms. Share buybacks and dividend payments are not recorded at EY given that the EY organization consists of
contribution
separate member firms, a number of which are private partnerships.
Innovation of better 20. Total R&D Over the last three years, EY made investments of US$8b and has committed to an expanded investment spend of US$10b over the next three years, an increase of 25%.
products and services expenses
The investment spend is being made in vital areas such as audit quality, transformation, technology and people and will continue to help EY clients, EY people and communities innovate and transform.
As a professional service organization, our innovation efforts extend beyond the traditional research and development definition; instead, our investments in developing better products and services to
serve clients and EY people better captures the current focus on innovation.
Refer to page 22 for more information on our innovation focus and efforts.
Community and 21. Total tax paid Due to the EY ownership structure, a significant component of the taxes related to EY revenue is paid by the individual owners of the business and not directly by member firms. EY does not have access
social vitality to the information regarding the income taxes paid by owners of the business. In general, EY individual owners pay tax at or near the highest marginal rate in their respective home jurisdictions. Other
taxes paid throughout the EY global organization are not currently reported at the global level.
We reaffirm EY’s commitment to the Ten Principles of the United Nations Global Compact (UNGC), and this report doubles as the EY UNGC Communications on Progress.
Supporting the Ten Principles of the UNGC and the UN Sustainable Development Goals
UNGC principle EY commitment SDG impact
Human rights 1. Businesses should support and respect EY has issued its first Global Human Rights statement. The Global Human Rights statement builds on the EY Global Code of Conduct and is informed
the protection of internationally by the United Nations Principles on Business and Human Rights. The statement addresses the rights of all EY people, including health and safety, labor
proclaimed human rights; and rights, and diversity, equity, and inclusiveness. As we recognize the role in the communities in which EY member firms operate, the statement also
considers how EY client engagements interact with human rights.
EY will operationalize this new Global Human Rights statement through further training for all EY people, strong governance and consistent monitoring.
EY’s responsibility to respect human rights extends beyond the direct operations of EY member firms into their supply chains, where we seek to
influence the broad adoption of labor rights and maintain an active view of the human rights performance of direct and indirect suppliers.
Just as the EY Global Code of Conduct sets out the standards of ethical behavior expected of every EY person, the EY Supplier Code of Conduct does
the same for EY suppliers.
The EY Supplier Code of Conduct outlines expectations around issues including sustainability, human rights, modern slavery and child labor, and
suppliers are asked to verify their adherence and standards at the RFI/RFP stage (and reaffirming at the time of contract execution). At the RFI/RFP
stage, responses to environmental and social sustainability questions are scored and weighted and influence the supplier selection.
In addition, the EY Supplier Portal provides EY procurement professionals with visibility of the capabilities of current and potential suppliers. Suppliers
meeting certain spend thresholds complete a self-assessment questionnaire so decision-makers can better understand the suppliers’ social and
environmental policies, practices and certifications. Questions cover topics such as modern slavery, ISO 14001 certifications and how they monitor
standards in their own supply chain.
2. make sure that they are not complicit in See UNGC Principle No. 1.
human rights abuses
Labor 3. Businesses should uphold the freedom Please refer to ‘Creating long-term value for EY people’
of association and the effective
recognition of the right to collective
bargaining;
4. the elimination of all forms of forced and See UNGC Principle No. 1.
compulsory labor
5. the effective abolition of child labor; and See UNGC Principle No. 1.
6. the elimination of discrimination in Over 97% of EY employees are included in a pay equity analyses performed at a country or regional level.
respect of employment and occupation.
For example, refer to the EY UK 2020 pay gap report for analysis results and progress for the UK member firm.
EY is committed to pay equity and fair practices for EY people and has processes and policies that focus on equitable compensation. EY employee
compensation is designed to be competitive in the market, to be connected to an individual’s work experience and performance, while being
equitable internally. In order to be equitable internally, EY people should be similarly paid when performing similar work.
In addition, please refer to ‘The importance of a diverse, equitable and inclusive workplace’
Environment 7. Businesses should support a Refer to page 14 for more information on how EY is having a positive impact on the planet and ‘Positively impacting 55m lives’.
precautionary approach to
environmental challenges;
8. undertake initiatives to promote greater

environmental responsibility; and
9. encourage the development and diffusion

of environmentally friendly technologies.
Anti-corruption 10. Businesses should work against All EY people are required to complete anti-bribery and corruption training during their career.
corruption in all its forms, including
The EY Global Code of Conduct sets the standard for how EY people behave and treat each other at work, how relationships are built with colleagues
extortion and bribery.
and clients, how services are delivered and how EY upholds and protects our reputation.
The Code identifies resources to whom questions about unethical or unlawful behavior may be directed. It was recently enhanced to reflect EY’s
commitment to inclusiveness, diversity and anti-racism, and is supported by a broad communications and training program.
To further ensure the Code of Conduct is embedded in the organization’s culture, EY people must complete an annual declaration affirming that they
have read, understood and will act in accordance with the Code of Conduct. The Code, and annual affirmation, recognize that EY personnel have a
responsibility to speak up when behavior is observed that does not live up to the principles contained in the Code.
EY is committed to the fight against corruption in all forms.
• EY has an Ethics & Compliance Leader, a role within the Risk Management Executive, reporting to the Global Risk Management Leader. The role
includes responsibilities for communication and education on the EY Code of Conduct as well as monitoring completion of the EY annual Code of
Conduct affirmation process.
• Additionally, EY has appointed a Financial Crime Leader. This person is responsible for the design and implementation of EY first line anti-
corruption policies and procedures and for monitoring compliance. The role also reports to the Global Risk Management Leader.
• There is a suite of EY policies and guidance to address financial crime and other corruption, including Anti-Bribery & Corruption, Hospitality & Gifts,
and Conflict of Interest, which are supported by a robust training and communications program. The EY Global Anti-Bribery & Corruption policy is
accompanied by an anti-corruption compliance program, and all EY member firm partners and employees are required to complete related
anti-bribery training.
• EY also has a Global policy that codifies the expectation that EY people report any concerns about corruption or other behavior which does not
comply with the EY Global Code of Conduct (the ‘NOCLAR’ policy, or Reporting fraud, illegal acts and other non-compliance with laws, regulations
and the EY Global Code of Conduct).
• In addition to a strong internal culture, EY member firms practice in a highly regulated environment that includes rigorous reporting obligations of
unlawful conduct (including self-reporting).
Externally, EY continues to play a role to combat corruption and other forms of financial crime, for example through service offerings from
EY Forensic & Integrity Services. These services help clients balance business objectives and risks, build data-centric ethics and compliance
programs, and ultimately develop a culture of integrity.
EY engages in the World Economic Forum’s Partnering Against Corruption Initiative (PACI), a community that brings together representatives from
governments and the public and private sectors with the single aim to address corruption, transparency and emerging risks. EY was represented in
the Gatekeepers Taskforce, which developed a new ‘Unifying Framework’ for professional services, designed to strengthen policies and procedures to
combat financial crime in the private sector.
07
EY facts
and figures
In EY we define our success broadly – we measure the value we create for our stakeholders
(people, society and clients) alongside our financial performance.
People value Average hours of formal learning per person according to gender
FY20* FY21 (May)
Male 54 58
We are committed to delivering on our promise to all EY people: ‘The exceptional EY experience
Female 55 59
— it’s yours to build’. We do that by providing the support, experiences and opportunities our
people need to build their careers in EY and beyond. Overall 54 59
*Due to a change in learning management systems in FY20, the gender split of the learning data for the Americas Area was unavailable.
Formal learning Therefore, the Americas’ learning hours are apportioned to male and female in the same proportion as FY21.
FY19 FY20 FY21

Promotions
Learning hours delivered 14m 16m 18m
FY19 FY20 FY21
Learning hours per person 54 54 59
Total promotions 41,336 43,800 44,464
Total investment in training (US$m) $530m $450m $270m
Promotions to partner 758 600 831
Total expenditure per full time employee $1,896 $1,488 $880
(including travel) % of women among new partners 28% 33% 36%
The decrease in combined investment and combined expenditure from FY19 to FY21 is due to the dramatic shift to virtual learning, as well % of promoted partners from emerging markets 35% 37% 30%
as increased efficiency.
We monitor our ‘attractiveness’ through a range of benchmarks.

Average hours of formal learning per person according to rank
Rank* FY20 FY21 Global recruits and applicants

PPEDD** 40 47 FY19 FY20 2021
Senior Manager/Associate Director 37 42 Job applicants 2,227,404 1,985,000 2,180,915
Manager/Assistant Director 45 51 Hiring — client service 69,698 76,720 69,179
Supervisory Associate/Senior Associate/Senior 50 57
Staff/Assistant/Associate 75 78
Intern 40 53
Administrator 9 12
* Does not include contractors ** PPEDD – Partners/Principals/Executive Directors/Directors
Leadership groups by gender At EY we think broadly about differences. However, not all of these differences are tracked or
can be reported, particularly on a global basis. At EY we are committed to teaming and leading
2019 2020 2021
inclusively across all differences, and we recognize that demographic and social groups can differ
Total Women/men Total Women/men Total Women/men widely between geographies. Demographic data beyond gender and age, where appropriate
Global Executive 16 31%/69% 18 33%/67% 18 33%/67% and permissible, is typically retained at the local country level. This year we have expanded our
Regional Managing Partners 27 4%/96% 24 8%/92% 22 10%/90%
disclosure to include age as part of our commitment to continuously increase transparency.
Industry Sector Leaders 8 25%/75% 8 25%/75% 8 25%/75% Workforce data* – by role (FY21)
Global Practice Group* 116 24%/76% 112 27%/73% 110 27%/73% Women Men Under 30 years old 30 to 50 years old Over 50 years old
Global Governance Council 41 25%/75% 40 28%/72% 48 33%/67% Hires 46.3% 53.7% 28.2% 24.7% 47.2%
GCSP** 300 13%/87% 298 13%/87% 289 16%/84% Attrition 21.0% 22.6% 29.0% 17.3% 21.6%
* Global Practice Group brings together the EY Global Executive, Area Operating Executives, Executive function leaders and Markets leaders Client-serving
to ensure common understanding of EY strategic objectives across member firms and consistency of execution across the organization.
**Global Client Service Partner — lead client service coordinators on the largest EY clients across the globe Partner 23.1% 76.9% 0.0% 63.9% 36.1%
Executive Director 29.0% 71.0% 0.0% 65.8% 34.2%

Partners/Principals/Executive Directors/Directors by gender
Senior Manager 37.7% 62.3% 1.1% 86.7% 12.2%
2019 2020 2021
Manager 42.9% 57.1% 16.6% 70.8% 12.6%
Total Women/men Total Women/men Total Women/men
Senior 46.2% 53.8% 38.5% 32.7% 28.8%
Partners/Principals 12,309 21%/79% 12,496 22%/78% 12,938 23%/77%
Staff/Assistant 52.5% 47.5% 40.7% 15.7% 43.6%
PPEDD* 18,868 25%/75% 19,663 26%/74% 20,666 27%/73%
Administrative 85.5% 14.5% 13.6% 51.0% 35.4%
Total people 284,018 48%/52% 298,965 48%/52% 312,250 48%/52% EY internal support services such as: Global and Area leadership, Technology; Talent; Finance; Brand, Marketing and
* PPEDD — Partners/Principals/Executive Directors/Directors Communications; Knowledge; Markets; and Risk Management
Director 46.7% 53.3% 0.1% 52.9% 47.0%
Attrition rate — overall and by gender
Associate Director 56.3% 43.7% 0.2% 71.5% 28.3%
FY19 FY20 FY21
Assistant Director 56.4% 43.6% 2.1% 77.4% 20.5%
Women 20.4% 17.6% 21.0%
Supervising Associate 57.7% 42.3% 8.3% 71.9% 19.9%
Men 21.0% 18.8% 22.6%
Senior Associate 59.2% 40.8% 23.6% 55.7% 20.7%
Overall 20.7% 18.2% 21.5%
Associate 62.3% 37.7% 38.3% 28.9% 32.8%
*Excludes interns and contractors
Societal value Under the EY ambition to create long-term value for society, we measure community investment.
Community investment
EY Ripples, the EY Corporate Responsibility program, is anchored in a long-term goal to FY19 FY20 FY21
positively impact one billion people by 2030. Since EY Ripples was launched in 2018, we have Hours invested by EY people (000's)* 745 790 837
positively impacted 55 million lives. Value of time contributions (US$m) 48 52 48
Lives impacted* Cash investments (US$m) 64 74 71
FY20 FY21 Total (US$m) 113 126 119

* Hours reported include time contributions beyond EY Ripples (e.g., other skilled and traditional volunteering activities, pro-bono
Total 15,519,458 20,342,797 activities and Corporate Responsibility functional staff time).
Lives impacted by SDG in FY21 We measure our greenhouse gas emissions and offsets to validate progress toward our carbon
SDG 8: Decent work and economic growth 10,714,726 ambition to become carbon negative in 2021 and net zero in 2025.
SDG 17: Partnerships for the goals 2,882,280 Greenhouse gas emissions*
SDG 3: Good health and well-being 2,144,809 FY19 FY20 FY21
SDG 4: Quality education 1,061,480 Total emissions (tCO2e) 1,354,000 976,000 394,000
SDG 6: Clean water and sanitation 888,928 Emissions per employee (tCO2e/FTE) 4.8 3.3 1.3
Other 2,650,574 Scope 1 GHG protocol (tCO2e) 8,000 9,000 10,000
*‘Lives impacted’ figures encompass evaluation of both direct and indirect beneficiaries of EY Ripples initiatives – for example, both the Scope 2 GHG protocol (tCO2e) 159,000 132,000 106,000
leaders of impact enterprises and the customer base they serve – and are weighted according to the depth and breadth of impact that can
be attributed to EY support. The impact of each initiative is also mapped to the most relevant SDG, based on ultimate impact. Scope 3 GHG protocol (tCO2e) 1,187,000 835,000 278,000
Emissions per dollar of revenue (kgCO2e/US$000) 0.0371 0.0263 0.0099

*Greenhouse gas emissions are calculated in line with the EY global carbon footprint methodology. This is based on the Greenhouse Gas
(GHG) Protocol developed by the World Resources Institute (WRI) and World Business Council for Sustainable Development (WBCSD), using
its ‘location-based’ approach to reporting scope 2 emissions. Emissions calculations use 2021 conversion factors published by the UK
Department for Business, Energy & Industrial Strategy or locally published factors where appropriate. Conversion factors used to calculate
emissions from air travel include the impact of ‘radiative forcing’. Emissions from office energy consumption are estimated using activity
data representing 83% of the global office portfolio.
In 2021 additional categories of scope 3 emissions have been included to align our reporting with our Science Based Target. Figures
for each of the three reported years (above) include emissions relating to the following scope 3 categories: business travel; employee
commuting; remote working; waste generated in operations; and fuel and energy related activities.
EY member firms play the combined role of a major global employer, providing stable, EY auditors are deeply committed to their responsibility to serve investors and the public interest
high-quality jobs to a combined number of more than 312,000 people. by delivering high-quality audits. EY member firms have an important responsibility to promote
trust and confidence in the capital markets by addressing risk and complexity, and identifying
People by service line*
opportunities to enhance trust in business. EY auditors follow a broad set of global audit quality
FY18 vs. FY19 FY19 vs. FY20 FY20 vs. FY21 control policies and practices, as well as additional policies in accordance with professional
FY19 FY20 FY21
standards set by local and national regulators.
Assurance 6.0% 94,220 5.3% 99,239 1.7% 100,891
Internal inspection results of audits in IFIAR-regulated countries
Tax 9.9% 59,577 6.6% 63,484 0.2% 63,631
2018 2019 2020
Consulting 12.8% 67,477 6.3% 71,397 15.4% 82,398
Compliant engagements 75% 77% 80%
Strategy and Transactions 14.5% 17,461 7.2% 19,072 5.3% 20,086
Compliant engagements with immaterial findings* 19% 17% 17%
Practice support 4.2% 45,283 1.1% 45,773 -1.2% 45,244
Total compliant engagements 94% 94% 97%
Total 8.6% 284,018 5.3% 298,965 4.4% 312,250
Deficient engagements** 6% 6% 3%
* The service line information above is in the new EY structure (Advisory is now named Consulting, and Transaction Advisory Services is
named Strategy and Transactions). The total FY20 revenue and people data are the same as reported last year; the split by service line
includes a reclassification of US$92m of revenue and 351 people from Consulting to Strategy and Transactions. This is to realign parts of Internal inspection of all audits
the Strategy businesses so that FY21 is reported consistently with FY20.
2018 2019 2020
People by Area Compliant engagements 72% 75% 79%
FY18 vs. FY19 FY19 vs. FY20 FY20 vs. FY21 Compliant engagements with immaterial findings* 21% 19% 17%
FY19 FY20 FY21
Total compliant engagements 93% 94% 96%
Americas 6.8% 75,117 1.1% 75,951 4.0% 78,967
Deficient engagements** 7% 6% 4%
EMEIA 7.0% 114,266 2.7% 117,306 3.4% 121,325
*Such findings may result in the need for additional audit procedures or documentation. However, given their nature, these matters would
Asia-Pacific 9.1% 56,253 4.8% 58,960 0.0% 58,953 not be expected to have a significant impact to the overall audit conclusion. ** Findings in procedures or documentation that are material
to the financial statements or auditor’s reports or were not performed in accordance with EY policies.
GDS* - Client Service 21.9% 22,914 41.6% 32,446 21.2% 39,328
GDS - Enablement 21.5% 8,988 -18.2% 7,354 -0.3% 7,330 We attribute the decrease in inspection findings to key quality initiatives:
Exec services and functions** -3.4% 6,480 7.2% 6,948 -8.7% 6,347 • Establishment of the SAQ program
• Investment in Quality Network and global quality coaches
Total 8.6% 284,018 5.3% 298,965 4.4% 312,250
• Enhancement of project management tools, engagement cadence and the achievement of milestones
*Global Delivery Services (GDS) is the EY internal shared services organization, consisting of legal entities ultimately owned by a number of
EY member firms. GDS entities support EY member firms across the world by providing support capabilities to their client-serving account • Performing deep root cause analysis, and issuance of additional guidance and enablement to support
teams as well as internal enablement support services. **Includes EY internal support services, such as Global and Area leadership, EY teams to address findings
Technology; Talent; Finance; Brand, Marketing and Communications; Knowledge; Markets; and Risk Management.
• Focus on strong executive supervision of the audit
Client value To measure how EY is delivering an exceptional experience to clients, we use the Global Brand
Survey. It tracks our ambition to be the No. 1 brand among professional services organizations
as measured by favorability across clients and non-clients. For the latest survey, more than
4,400 EY clients and prospects across the world were interviewed. In FY21 we established a
We help clients grow, optimize and protect value.
clear lead as the most favored global professional services brand.
Fortune Global 500 — percentage of companies in index served
Brand favorability
FY19 FY20 FY21
2017 2019 2021
Audit client 23% 23% 24%
EY global ranking Tied 1 Tied 1 #1
Non-audit client 61% 61% 60%
Best brand in EY Regions 15 (54% of 28 Regions) 15 (63% of 24 Regions) 16 (67% of 24 Regions)
All other companies 16% 16% 16%
Total 100% 100% 100%
Forbes Global 2000 — percentage of companies in index served
FY19 FY20 FY21
Audit client 27% 27% 27%
Non-audit client 45% 46% 46%
All other companies 28% 27% 27%
Total 100% 100% 100%
EY audit market share of IPOs (global)
2018 2019 2020
EY ranking by deal numbers 1 1 1
EY ranking by proceeds 3 2 2
Financial value Revenue by Area (US$b)
FY18 vs. FY19 FY19 vs. FY20 FY20 vs. FY21

FY19 in LC* FY20 in LC FY21 in LC
Our ability to achieve our ambition and fulfill our purpose depends on our sustained and Americas 8.5% 16.7 3.4% 17.2 2.9% 17.7
sustainable financial success. EMEIA 7.1% 14.1 3.4% 14.2 3.8% 15.7
Revenue by service line* (US$b) Asia-Pacific 8.8% 5.5 8.2% 5.8 8.1% 6.6
FY18 vs. FY19 FY19 vs. FY20 FY20 vs. FY21 Total 8.0% 36.4 4.1% 37.2 4.0% 40.0
FY19 in LC** FY20 in LC FY21 in LC *Local currency
Assurance 4.4% 12.6 3.1% 12.8 2.5% 13.6

7-year CAGR (FY14-21)
Tax 8.6% 9.5 5.1% 9.8 3.9% 10.5
7.3%
Consulting 9.2% 10.2 4.9% 10.5 3.5% 11.1
Strategy and Transactions 15.5% 4.1 2.8% 4.1 10.4% 4.8

Revenue growth by market type
Total 8.0% 36.4 4.1% 37.2 4.0% 40.0
FY19 FY20 FY21
* The service line information above is in the new EY structure (Advisory is now named Consulting and Transaction Advisory Services is
named Strategy and Transactions). The combined FY20 revenue and people data are the same as reported last year, the split by service Emerging markets 10.7% 6.0% 5.5%
line includes a reclassification of US$92m of revenue and 351 people from Consulting to Strategy and Transactions. This is to realign parts
of the Strategy businesses so that FY21 is reported consistently with FY20. **Local currency
Developed markets 7.4% 3.7% 3.7%
Total 8.0% 4.1% 4.0%
Revenue from emerging markets (US$m)
FY19 % of total FY20 % of total FY21 % of total
6,239 17.1% 6,358 17.1% 6, 384 16.0%

EY | Building a better working world
EY exists to build a better working world, helping create long-term value for clients, people and society
and build trust in the capital markets.
Enabled by data and technology, diverse EY teams in over 150 countries provide trust through assurance
and help clients grow, transform and operate.
Working across assurance, consulting, law, strategy, tax and transactions, EY teams ask better questions
to find new answers for the complex issues facing our world today.
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young
Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company
limited by guarantee, does not provide services to clients. Information about how EY collects and uses
personal data and a description of the rights individuals have under data protection legislation are
available via ey.com/privacy. EY member firms do not practice law where prohibited by local laws. For
more information about our organization, please visit ey.com.
© 2021 EYGM Limited.

All Rights Reserved.
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This material has been prepared for general informational purposes only and is not intended to be
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EY values: who we are Our purpose Value realized

2. Creating long-term value for EY people..........................................07

• The importance of a diverse, equitable and inclusive workplace....10

3. Creating long-term value for society..............................................13

• Addressing today’s sustainability challenges, together.................14

• Positively impacting 55m lives...................................................17

• Building trust in the capital markets...........................................19

4. Creating long-term value for EY clients..........................................21

• Investing in technology and data...............................................22

• Building alliances, catalyzing collaboration.................................23

• What organizations should be doing now, next and beyond..........24

• Helping organizations transform................................................24

6. WEF-IBC Stakeholder Capitalism Metrics and

UNGC Ten Principles – summary tables..........................................30

7. EY facts and figures.....................................................................38

Letter from EY Global

Creating long-term Creating long-term Creating financial

deficiency score of Big Four (15%) 63 cybersecurity

In a year when EY people, guided by our purpose and grounded in EY values,

travel stopped committed to delivering on our promise to all EY people:

continued to support In FY21 EY delivered over

each other, provide

This year we celebrated the first 25 graduates of the EY Tech MBA

some of the most

This year we launched the Technology Career Framework as part

Celebrating the first 25 graduates of the EY Tech MBA by Hult International

designing valuable experiences

international secondments, intersection between them. Currently we are providing EY people

and opportunities afforded by

EY Ripples. Tracking over

Read how EY prevented lockdown 70

The importance of a This remains true even as we increasingly work in hybrid

Hank Prybylski, EY Global Vice Chair - Transformation, has been

The GSET will accelerate EY’s commitments to D&I and greater

In 2021 EY Global Chairman and CEO, Carmine Di Sibio, became one

Congratulations to all of the

In each pillar EY brings together networks and resources to advance

sustainability challenges, sustainability strategies and transformation, while communicating

The EY ecosystem of more than 312,000 EY people operating

In order to work toward net zero – eliminating all avoidable

In addition, EY offices are increasingly moving to LEED (Leadership

Moreover, by 2025 all EY offices will run on 100% renewable energy.

The aim is to continuously evaluate the development and tracking of

There is also a dedicated EY Badge on Climate Change. Almost

The badges are designed to help EY people learn about the

Convening a community of like-minded

EY is one of the original 11 founding partners of the SMI and is an

We are also looking to the challenges and opportunities ahead —

This year EY co-founded the

This year, in the continued grip of the COVID-19 pandemic, we

As well as sharing insights on how to make

Recognizing that our commitment and aim to positively impact one

From an inclusive business playbook to advance the inclusion

Building trust in the Part of EY’s commitment to quality is a policy of continuous

• Enhancing risk assessments and audit scoping by using more

External and internal inspections

• We have achieved the first International Forum of Independent

• Based on publicly available information for the most recent