We are committed to a culture that embraces diversity, encourages equity and promotes inclusivity, and we support our employees, communities and clients to achieve greater.
Northern Trust’s enduring principles of service, expertise and integrity are foundational to that support. We partner with mission-aligned organizations to improve access to resources and opportunities in local communities. For employees and clients, we are continuously creating a diverse and inclusive culture in which all individuals are welcomed, respected, supported and valued so they can fully participate in, and contribute to, realizing their goals and achieving greater for our clients, our business and society.
Shared Value Since our founding in 1889, Northern Trust has actively advanced a culture of caring and a commitment to invest responsibly in the communities we serve worldwide.
In 2021, we continued to make progress on a recently instituted philanthropic strategy, which has focused our contributions in four key areas of fundamental impact proven to improve financial futures: educational excellence, food security, accessible healthcare and affordable housing.
Over the past 10 years, our employees have contributed nearly a million cumulative hours of volunteer service.
Our goal is to create more equitable opportunities to achieve long-term financial success for those who too often face unfair hurdles because of their race, ethnicity, gender, geography or socio-economic conditions. Programs we support provide shelter for children in India and ensure health services for vulnerable populations in London. In Chicago, through the new Northern Trust Foundation, we have expanded access to resources that address the physical and mental health needs of young people on Chicago’s South and West sides.
In 2021, Northern Trust made charitable contributions of $18 million, bringing our total giving over the past decade to $160 million globally.
Community engagement opportunities and paid time off for volunteerism enhance our communities, put our values into action and help make us an employer of choice. We have found that employee volunteerism options are a strong priority for college graduates considering future employers. Nonprofit and civic board involvement is integral to talent management, as it provides employees with a means of improving the world around them, leadership experience, skills development and networking opportunities beyond the scope of their roles.
During a monthlong annual volunteerism campaign, our employees contributed more than 12,000 hours of service, supporting more than 800 global charities.
During the 2021 Achieving Greater Together volunteerism campaign, a monthlong effort in which employees are encouraged to donate their time and skills to community organizations, our employees contributed more than 12,000 hours of service, supporting more than 800 global charities. For every hour employees volunteered, Northern Trust donated 50 meals to those in need, globally, through our philanthropic partners. To further encourage employee involvement in their local communities, we offer all employees two full days of paid time off to volunteer with approved nonprofit organizations. Over the past 10 years, our employees have contributed nearly a million cumulative hours of volunteer service. Despite the challenges brought about by COVID-19 restrictions, our Achieving Greater Together campaign enabled employees to participate in activities such as virtual mentoring to underserved youth and writing letters to frontline healthcare workers, seniors in retirement homes and sick children.
In 2021, we introduced a “Give Back” feature as part of our Celebrate Great internal recognition system, in which employees are recognized with points they can convert to gift cards for their service, expertise, integrity and commitment to diversity, equity and inclusion (DE&I). This new feature allowed employees to gift some or all of their Celebrate Great points to charities of their choice. To learn more about how Northern Trust puts its values into action, visit our 2021 Philanthropic Impact Report.
At Northern Trust, we believe creating long-term sustainable change in communities requires direct investment of capital using impact-first investments that prioritize social impacts rather than the maximization of financial return.
We believe change starts at the neighborhood level, and we use our capital to empower community stakeholders and residents as they revitalize and stabilize communities. The Northern Trust Company’s Community Reinvestment Act (CRA) designation as a wholesale bank allows us to concentrate efforts and resources on investments that have direct and sustainable community impact. The Corporate Governance Committee of the board of directors receives an annual CRA and fair lending report, and approves our policies in these areas. We have maintained an outstanding CRA rating for 27 consecutive years. In 2021, we originated new community investments totaling over $1.4 billion. As of Dec. 31, 2021, our community investments portfolio exceeded $4.5 billion and serves the following priorities:
OBJECTIVE: Support the creation and retention of affordable home rentals and homeownership in partnership with mission-driven lenders and developers.
Habitat for Humanity In 2021, we invested more than $16 million in nine local Habitat for Humanity organizations in California, Texas, Illinois, Ohio and Florida. Our investments purchased Habitat for Humanity’s single-family, zero-percent mortgage loans, allowing it to recycle the capital to build more homes and provide mortgages to new families. Without the ability to raise this capital through the sale of its mortgages, Habitat for Humanity would be significantly restricted in the number of families it could serve each year. By purchasing the zero-percent mortgages using an investment model, we are maximizing the amount of capital available to reinvest in new homes and new homeowners, which greatly increases the impact and long-term sustainability of each Habitat for Humanity location and the community it serves.
OBJECTIVE: Provide long-term capital and equity for the development of community and educational facilities and programs such as charter schools, health clinics and daycare centers.
Miami Lighthouse for the Blind and Visually Impaired Building on a 20-year relationship with Northern Trust, Miami Light House for the Blind and Visually Impaired undertook the development of a new five-story, 29,000 square-foot addition to its existing campus in the Little Havana neighborhood in Miami. The new property includes classrooms for new K-2 educational programming, a classroom for the Blind Babies program, a sensory room for physical therapy and a multipurpose space for increased parental and student engagement. In addition to our equity investment of $3.5 million to finance the new development, we also provided a low-cost, direct investment of $1.5 million, which enabled the purchase of an adjacent lot that will provide a new outdoor playground designed for visually impaired children, and allow for ownership of the full block.
OBJECTIVE: Support mission-driven micro-loan origination programs and the expansion of businesses and job creation.
Women’s Bean Project The Women’s Bean Project is a transitional employment program founded in 1989 by a volunteer at a Denver, Colorado women’s shelter, who realized that while the shelter kept women safe, it lacked programs to transition women to independence. The organization’s goal is to help women start on the path toward self-sufficiency, and address barriers to employment through a combination of on-the-job training, life-skills classes, career-service assistance and case management. Nearly 90 percent of women in the program are racial/ethnic minorities. An equity investment of $2.5 million from Northern Trust helped to finance the purchase and renovation of a new site, which will allow The Women’s Bean Project to significantly expand and add 65 female employees in 2022, before scaling to 90 jobs by 2024. Jobs will go to unemployed women who are experiencing addiction or substance abuse, chronic health issues, a history of incarceration, domestic violence, unstable housing, lack of high school diploma and/or who are single mothers. Partnerships include the Department of Corrections, where women are hired on work release to complete the program and prepare for the workforce, and the Denver Housing Authority, which provides access to affordable housing.
OBJECTIVE: Invest in Community Development Financial Institutions (CDFIs) and community credit unions that provide capital to meet the needs of the unbanked, underbanked and underserved members of our communities.
Richmond Heritage Federal Credit Union Richmond Heritage Federal Credit Union was formed in 1936 with the mission of serving Black teachers and community members who were excluded from participating in Richmond, Virginia’s mainstream economy. Richmond Heritage is the only remaining Black-led and focused financial institution in the city of Richmond. With Self Help Ventures Fund and Self Help Credit Unions, which are providing direct support for the growth and stability of Richmond Heritage, we provided a $1 million low-cost, long-term investment. It will be used as secondary capital to help expand the credit union’s membership base, allow it to provide home loans, financial education and access to fair, responsible lending and deposit accounts, helping reduce the racial wealth gap.
We recognize that employees are critical to our success, and take seriously our search for, and retention of, top talent.
Talent Management Overview Northern Trust's talent management department is led by the chief talent officer, who reports directly to the chief human resources officer. This team is accountable for establishing policies, programs and practices focused on talent acquisition, learning and development, talent planning and organizational effectiveness.
Talent Acquisition To achieve our recruiting goals, we target our talent identification, sourcing methods and recruiting strategies to specific locations using a variety of channels including job boards, colleges, professional networks, associations and online social networks. We base hiring decisions on a variety of factors, including educational background, relevant experience, past accomplishments, professional licensing and strong evidence of integrity and ethical behavior. We also ensure our recruitment efforts are aligned with our DE&I goals (see Diversity, Equity and Inclusion section to learn more).
Learning & Development Through the Northern Trust University (NTU) portal, employees can easily access a customized portfolio of core professional-, manager-, sales- and client-servicing training solutions. In addition, NTU provides and tracks all mandatory compliance training, as well as functional training specific to various jobs and roles. In 2021, employees consumed nearly 520,000 hours of training in a combination of self-paced, virtual and instructor-led formats.
Our Future-Focused Skills Learning Center is designed to increase employees' proficiency in the skills needed to serve our clients and grow our employees' careers in a digital economy. Areas of focus include data analytics, commercial acumen and digital transformation skills. Three new Learning Centers were also established to support our new way of working due to the pandemic—Managing in a Hybrid World, Working in a Hybrid World and Wellbeing, which includes extensive programs on wellness and resilience. We have also recently expanded our focus on DE&I through such enterprise-wide initiatives as an Unconscious Bias program and an emphasis on diverse representation in all our development programs.
Northern Trust also encourages our employees to pursue further education outside of the organization. Our Education Assistance Program provides tuition reimbursement globally to employees who want to earn degrees. We also support selected industry certifications through this program.
Northern Trust provides targeted development opportunities for employees transitioning into management, and throughout their management career. Our interactive programs include curated content from external providers, as well as internally developed content from our own thought leaders. Many programs include opportunities for peer networking and direct access to well-known expert facilitators. We also provide several resources and programs to develop and equip a diverse pipeline of future leaders at all levels of the organization.
Talent Planning and Organizational Effectiveness Northern Trust continually assesses our talent pool to ensure we have the breadth, depth and diversity of technical and leadership skills to execute our business strategies today and in the future.
LEADERSHIP DEVELOPMENT PROGRAMS
The Rotational Development Program helps entry-level employees build their technical and leadership skills in a specific career track—credit, finance, investments, asset servicing or technology. Rotations involve training, mentorship, access to speakers, community service and a case challenge.
The Enterprise Talent Leadership Program prepares a diverse range of mid-career talent for leadership success. It includes assessments, career and development planning, access to executive coaches, mentorship, access to speakers, targeted development and exposure to senior leadership. More than 50 percent of the program's alumni have either achieved, or are in the pipeline for, key leadership roles.
The A Approach for Managers Summit also brings together mid-level leaders for 2.5 days to engage in a dialogue with their peers about what it takes to succeed in their roles at Northern Trust. Through highly interactive experiences, individual and group projects, panel discussions with senior leaders and large group events, participants build the skillset required to lead today, and be prepared for what lies ahead tomorrow. They leave the program with practical tools and a well-established network they can leverage on the job.
The Senior Leadership Development Program convenes 60 Northern Trust senior vice presidents annually to align and evolve their leadership skills to match company expectations, prepare and empower them to lead today and in the future, and operate more nimbly across business units and regions. A variety of immersive experiences are employed to challenge assumptions and allow for exploration and practice, including a digital transformation studio to provide opportunities to address real-life examples and experiment in a safe environment. Participants build their network, leverage a global mindset to drive transformation and gain additional exposure to our senior management and executive vice presidents.
Managers conduct talent assessments for nearly 10,000 employees annually, and business and regional leadership teams hold regular talent-review discussions focused on specific topics, such as workforce needs, retention risks, diversity, top talent, readiness for promotion, readiness-to-move and succession plans. Each year, a talent-review meeting is conducted with members of our senior management team. A formal talent review is also conducted with our board of directors each year, led by our chief executive officer and chief human resources officer. Our talent-management team oversees several processes that support organizational effectiveness, including performance management, internal mobility, engagement and recognition. Priorities are set by our chief executive officer, and communicated to each business, department, team and individual, and managers are encouraged to provide regular feedback and coaching to elicit performance and results.
We collect employee perspectives and ideas through our annual Engagement Survey, and use this feedback to inform Northern Trust’s strategic priorities and measure progress of those efforts over time.
Northern Trust implemented several practices to support our new work model, including greater levels of flexibility around where work is performed, enhanced technology, expanded well-being resources, training and support for employees and managers working in a hybrid environment.
The Future of Work Northern Trust recognizes that the events of 2020 accelerated changes around expectations of how and where work will be completed. In 2021, a cross-functional taskforce was created to align our employee experience with work trends that were anticipated for an eventual post-COVID era. Our framework was built around the core principles of enhancing client satisfaction, maintaining our risk profile, strengthening our unique culture, improving employee engagement and helping us achieve our financial goals, as well as the health and safety of our employees. Northern Trust implemented several practices to support our new work model, including greater levels of flexibility around where work is performed, enhanced technology, expanded well-being resources, training and support for employees and managers working in a hybrid environment, and refining the purpose of our physical offices to focus on client service, collaboration, connection and community.
We are committed to advancing an inclusive culture in which all individuals are valued, respected, supported and can fully participate and contribute to our success. Our focus on DE&I is rooted in our core values of service, expertise and integrity—allowing us to provide unrivaled service to clients—and create a dynamic culture composed of employees from diverse backgrounds with unique leadership styles and skillsets.
Our vision for DE&I is embedded at all levels of the organization—starting at the top, with women and ethnic minorities representing 58 percent of our board of directors, as well as 51 percent of our U.S. senior vice president and above population. In addition, 46 percent of the employee population in our APAC Client Centers are women. At the senior vice president level, women represent 36 percent of the workforce. In EMEA, females represent 46 percent of our entire population, with 35 percent females at executive vice president and senior vice president levels combined.
Reflecting the importance of DE&I, our head of Corporate Sustainability, Inclusion and Social Impact serves as an executive vice president and reports directly to our chairman, president and chief executive officer. Two chief DE&I officers are responsible for the design and execution of topic-relevant programs across the Americas, Europe Middle East and Africa (EMEA) and APAC. Our board of directors, through its Corporate Governance Committee, also engages in active oversight of our DE&I strategies, programs and principles.
We know that it is imperative to continually commit to fostering an inclusive environment in which there are equitable opportunities to contribute to the success of our organization, our communities and each other. Our commitment is practiced within our organization, amplified by leaders and reflected in the composition of our clients. In 2021, we reaffirmed that commitment, accelerated our efforts to recruit and retain talent from diverse backgrounds, and scaled our programs for even greater impact.
As we continue to strategically develop a diverse pipeline of future leaders, we provide an array of resources and unique programs that engage our talent and strengthen our culture of inclusion.
We have a DE&I strategy that is designed to develop a diverse, equitable and inclusive workforce that reflects our values and allows us to grow as a business. Our strategy focuses on three key areas: driving accountability, enhancing development programs and placement, and advancing culture. These priorities inform our hiring, development, advancement and retention of women and people of color at every level.
We are committed to ensuring representation at all levels of our organization through our DE&I governance structure and by measuring our performance. Our policies, practices and structure enable how we lead change, with DE&I embedded into our business strategy and influenced at the highest levels of the organization.
Our structure comprises several councils that help facilitate the development of an inclusive culture. These councils include:
Measuring Performance: Our senior leaders are also held accountable for driving DE&I similar to how they are held accountable for business results. As such, the following were refined or implemented in 2021:
Our focus is to provide our employees with equitable opportunities to contribute to and participate in our company’s success through targeted and scalable programs at various stages, including:
In May 2017, we had 31 percent female representation in senior management. As of September 2019, we had 35 percent female representation in senior management.
In 2021, we refined this long-standing program by transitioning men from allies to fully integrated co-leaders, facilitating discussions that allow for a deeper understanding of women’s experiences in the workplace.
Additionally, we added reflection sessions to the program to provide cohort participants the opportunity to further reflect on their learning with a woman senior vice president.
The Senior Leadership Development Program, which launched in 2021 for our senior vice presidents, focuses on evolving leadership skills, leveraging a global mindset to drive transformation and building an invaluable peer and executive network.
It also provides participants with access to a professional coach, a mentor and ongoing networking opportunities. While the program is about more than getting promoted, 65 percent of participants have expanded their role or been promoted after attending the program.
The second cohort, which consists of mid-to-senior level female employees, goes through a nine-month program called Women Leading from Within, grounded in the principles of mindful leadership.
The leadership learning journey consists of 12 modules, self-reflection exercises and assignments, a mentor network and one-on-one coaching sessions with a certified external coach. More than 200 employees have attended these programs with a retention rate of more than 90 percent, and more than 80 percent have obtained functional and official title promotions.
In addition to developing our employees, we are intentional about talent outreach to recruit and attract a diverse pool of entry-level hires and experienced professionals.
Recruitment and Retention Initiatives: Our Talent Acquisition team uses a variety of strategies to identify and attract people of all colors and genders as well as individuals with disabilities and veterans. The team also proactively builds and maintains relationships with prospective candidates for future opportunities.
Entry-level and new graduate recruitment is focused on campus career-fairs, diversity-focused campus events and on-site interviewing at historically Black colleges and universities. Diverse, experienced hires are sourced through diversity-focused financial services industry events, sponsorship and support of programs hosted by diverse professional affinity groups, and attendance at professional forums and networking opportunities.
Our internal sourcing team has generated a list of targeted groups and associations, including:
To increase the diversity of our hires, recruiters are required to present diverse candidate slates that include both women and people of color and have set goals for each category (e.g., women—globally; ethnicity - in the U.S.) across the organization. Additionally, we include diverse interview panels and decision-makers in the interview process.
In 2021, we hired a DE&I sourcing consultant to the Northern Trust Talent Acquisition team. In this role, the consultant targets diverse candidates at senior-career levels. Their additional responsibilities include partnering with the DE&I team to proactively maintain existing relationships and build new ones externally that help promote our brand and attract diverse candidates to our organization.
An internal global executive search team also focuses on bringing in candidates from alternative backgrounds to provide a more wholesome recruitment strategy. The team provides compensation consulting, geographic statistics, competitor intelligence and diverse pipelines. In 2021, the team placed 102 candidates, of which 63.7 percent were women and ethnic minorities.
From a retention perspective, we have a Global Internal Mobility program that is aimed at enhancing the employee experience by creating opportunities for career development, as well as increasing mobility and job satisfaction. Approximately 4,500 employees set up the job-alert feature in 2021, which increases access and awareness of internal opportunities.
We work closely with student affinity networks on our target university campuses to ensure we are connecting directly with diverse graduate talent – notably, at the University of Greenwich, University of Bath and University of Limerick, we are the 2022 corporate sponsor for their LGBT Student Affinity Network.
We run a returnship program for women who have taken a break in their careers. Since the program was started in 2018, we have hired 92 women who have been onboarded across different levels in the organization.
We have partnerships with several external organizations with a focused effort on hiring diverse talent, including persons with disabilities as well as people from the armed forces.
We run several learning programs on managing bias in hiring for our Talent Acquisition team as well as our hiring managers. Most recently the focus has been on managing bias in hiring for LGBTQ+ talent and managing bias within the Indian cultural context.
We consistently work to enhance transparency, elicit action, improve global work-life policies and promote retention of diverse talent.
Northern Trust offers 11 BRCs which are employee-initiated and governed groups that increase education and awareness through engagement-based activities:
Business Resource Council Advisory Council (BRCAC) Aligning the BRCs to our DE&I strategy, this council fosters collaboration to form more intersectionality, and provide guidance to create consistency across the BRCs. The BRCAC is co-chaired by the DE&I senior consultant and a senior-level business partner, with oversight by an executive leader. For the second consecutive year, in 2021, the BRCAC earned a spot on the Top 10 Strategic or Enterprise-Wide Employee Resource Groups Awards list sponsored by The Global ERG Network for its efforts to support our employees and the organization.
The BRCs champion our DE&I efforts, and executed more than 170 programs, initiatives and efforts in 2021.
NOTABLE INITIATIVES IN NORTH AMERICA INCLUDE:
Mental Health Awareness Month (May) – These efforts aligned to Mental Health America’s 10 tools to manage mental health, and engaged senior leaders to record their personal perspectives to one of the 10 tools. We hosted several programs, including “Talk Saves Lives,” focused on managing mental health in the context of suicide prevention, supporting employees in mental health and well-being experiences and providing resources on an internal website.
Asian American Pacific Islander (AAPI) Listening Circle — Conversation designed to support candid discussion around AAPI discrimination in the U.S. Asian-American and Pacific-Islander employees were empowered during this structured dialogue to candidly share their experiences regarding discrimination they have encountered.
Juneteenth Panel Discussion – Chairman and CEO Mike O’Grady kicked off the open conversation with Black senior leaders to discuss “The Costs of Freedom: Past, Present and Future.” Hosted on the day that Juneteenth was designated as a U.S. federal holiday, key parts of the discussion included how the meaning of Juneteenth may have changed for each leader over time, and its impact on creating equity in our workplace.
“Make Your Flight Plan” – Hosted by the Latin Heritage Leadership Council, this virtual learning series helped employees feel empowered to execute their career plans, and was held in partnership with the external consultant, Pilotina.
PodPerspectives – Internally produced by the Women in Leadership BRC, these 20-minute podcasts highlighted current topics, trends and how they connect to our business and clients. Listeners learned specific tips and tools from senior leaders, and utilized the insights gained to help them manage and advance their careers. Topics included adaptability, resiliency, strategy, and allyship.
IN EMEA, NOTABLE INITIATIVES INCLUDE:
Pathway to Promotion – A collaboration across EMEA Women in Leadership Business Resource Councils, this discussion profiled women promoted to senior vice president in 2021. Recognizing the importance of visibility and role models, the speakers covered a variety of topics, from career planning to achieving a work-life balance and exploring their role models. They also discussed their first 100 days in their role, and shared insights from their experiences.
Black Business Resource Council (BBRC) – To mark Black History Month in 2021, the BBRC welcomed a nurse for a candid conversation assessing the impact of the COVID-19 pandemic on the Black community.
Working Families Business Resource Council – This BRC continues to provide practical support to employees, notably delivering a session on the basics of inheritance tax and wills, in addition to a session on Alzheimer's disease and dementia, for those with caregiving responsibilities.
Multicultural Business Resource Council – In Ireland, this BRC marked World Refugee Day by hosting a fireside chat between Northern Trust Country Head Meliosa O’Caoimh and Minister Roderic O’Gorman, which addressed the Irish Government’s commitment to end Direct Provision (a system of asylum-seeker accommodation) and replace it with the new International Protection Accommodation Policy.
IN INDIA, NOTABLE INITIATIVES INCLUDE:
Monthly Mentoring – APRC’s flagship program, Monthly Mentoring, invites leaders across the organization to share their perspectives on different topics. The program involves a mix of leadership perspectives as well as working across cultures.
Working Families Business Resource Council – This council runs two support groups, Circle of Parents and Circle of Caregivers. The groups provide a forum for parents and caregivers, organizing sessions on relevant topics, with external experts, including caregiving for children with autism and elder care.
Sign Language Club - DBRC launched a sign-language learning club through which employees have been trained in basic and advanced sign language by an external organization.
Know Your Soldier - MAARC runs a flagship Know Your Soldier and Confluence initiative to educate our employees and managers on the value and skills that veterans bring to corporate life
Women in Leadership – The group has three broad pillars: Power - inviting external and internal speakers on relevant topics related to professional development; Impact - focusing on workshops with external experts; and Make a Difference - focusing on programs that involve male allies for gender diversity.
IN APAC, NOTABLE INITIATIVES INCLUDE:
Confidential Contacts – Organized in 2021, this group provides Australian employees with an opportunity to speak confidentially with an LGBTQ+ community member or anchor ally, as an avenue in continuing to be understood, respected, accepted and included.
First Nations BRC - Hosting several activities to educate employees on Australian indigenous history and culture, the group has held National Reconciliation Week, National Aborigines and Islanders Day Observance Committee Week and Indigenous Literacy Day.
LGBTQ Days of Significance - Our Northern Trust Pride BRCs in Australia and the Philippines celebrated and promoted LGBTQ+ Days of Significance across the organization while educating employees on why these dates are important. International Day Against Homophobia, Biphobia and Transphobia (IDAHOBIT), Pride Month, Wear It Purple and Transgender Day of Remembrance were among the days observed. The BRCs also initiated several strategies to further create a culture of LGBTQ+ inclusion such as driving LGBTQ+ eLearning, organizing sessions and panel discussions about LGBTQ+ and Parenting,
Sexual Orientation and Gender Identity Expression (and Allyship); participating in industry pride events such as Pride March; showing visibility of allyship through rainbow flags on office desks; and use of virtual rainbow backgrounds.
beyonD: This Ability eJournal – This monthly publication of the Disability BRC in the Philippines raises awareness and educates employees on disability and the possibilities for improving access.
Webinars for Working Families - Several webinars covering relevant topics were organized by the Working Families BRC. The topics included: Career, COVID-19 and Kids, and Managing Career for Working Parents (Australia); Recognition Strategies for Parents in the Workplace (Hong Kong); Well-Being and Work-Life Harmony (the Philippines) and Building Healthy Habits While Working from Home (Singapore).
Project Red Ribbon – In the Philippines, our Pride BRC organized a virtual donation drive for Project Red Ribbon’s Duyan Foundation, a non-profit organization providing care and support to children living with HIV. The donation drive raised a total of 479 food and grocery packs. Wear It Purple – Organized by our Pride Australia in 2021, this event aimed to create awareness on how to foster supportive, safe and inclusive environments for LGBTQ+ youth. A 5,000 AUD donation was pledged to the Victorian Pride Centre by Northern Trust’s Australian office. The Victorian Pride Centre is the first purpose-built center for Australia’s LGBTQ+ communities, and serves as a hub for LGBTQ+ groups and organizations to share ideas and resources and further their work supporting equality, diversity and inclusion across the state.
Northern Trust recognizes our responsibility to respect human rights, as outlined in the UN Guiding Principles on Business and Human Rights. We are committed to conducting business in a way that respects human rights and the dignity and equality of people. This includes framework for managing the risk of modern slavery in our operations and supply chains. We are committed to practices consistent with the International Labour Organization's (ILO) standards and the Organisation for Economic Cooperation and Development's (OECD) guidelines for multinational enterprises.
Employees worldwide may exercise freedom of association regarding collective bargaining and trade agreements as permitted by applicable regional laws. They receive training in anti-discrimination, DE&I, modern slavery and anti-harassment. We are committed to providing fair and equal wages to all employees, and offering competitive compensation and benefits to our workforce.
Our Supplier Code prescribes that our suppliers must have in place adequate procedures to identify, prevent, mitigate and account for human rights impacts in their operations and supply chains.
Senior management in multiple business units and corporate groups, globally, including Corporate Sustainability, Inclusion and Social Impact; Human Resources; and Risk and Compliance, are responsible for the execution of our human rights and workforce principles.
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