Why Warner Bros. Discovery is taking part in Global Inclusion Week

When thinking about crafting a road map for advancing DEI at Warner Bros. Discovery (WBD), we start with a vision that is rooted in power – leveraging the might of our company by empowering our workforce and creatives. We then carve a path for that vision with a mission to create a culture of equity and inclusion that yields belonging and understanding. This combination allows us to lean into and utilise our power as one of the industry’s leading media companies to enable our workforce and storytellers to help shape the most inclusive and equitable global society for all.

This manifests specifically in how we operate internally as colleagues and externally as content creators. Internally, we need to ensure that our internal processes are equitable, fostering a culture of inclusion, equity, and belonging where people can be themselves and operate at their best.  Externally, we take our responsibility as a media company seriously. The content we create and the stories we tell are an important forum for elevating underrepresented groups and minorities and reaching our diverse audiences around the globe.

Considering our aspirations, we believe in equipping our leaders with learning and information to advocate inclusion and champion DEI in partnership across the enterprise. Currently, that effort is reflected in our planned baseline DEI training for all staff to level-set understanding across the entire company and our commitment to a 12-month inclusive leadership journey for our senior leaders, illustrating commitment from the very top of the value chain. Moreover, integrating the work across all business units allows us to create shared ownership of DEI more easily and to establish quality sustainable efforts versus random acts of diversity.

How Warner Bros. Discovery is taking part in Global Inclusion Week

That said, at Warner Bros. Discovery, we believe in first establishing principles that serve as guideposts in support of our immediate and long-term DEI investment. The first, Intentional Inclusivity, emphasises how we need the support of everyone across the business to build a culture of belonging and to truly embrace diversity and purposeful inclusivity. An example in this direction includes our upcoming #BeCounted Campaign intended to capture global DEI data for the first time in the company’s history and establish WBD as one of the first companies to do so globally.

The second is the Pursuit of Equity in which our commitment to equity is reflected in the evaluation and evolution of policies, processes, and systems, with an eye toward accelerating and sustaining DEI progress across the employee lifecycle, from recruitment and retention to progression and recognition. As a result, we are employing a baseline e-learning program made available to all employees to provide a convenient and psychologically safe environment in which to learn and self-inform on all matters DEI.

The third principle involves Authentic Storytelling and Inclusive Productions. We know to achieve success; it must be applied in both the diversity of who makes our content and the multiplicity of what our viewers see on screen. Thus, we’re launching a WBD Inclusive Storytelling Guide which will be an open-source digital hub for DEI resources, available to our internal creatives and our creative partners. The site will provide access to information that will facilitate a proactive approach to content inclusion.

Why Warner Bros. Discovery believes Global Inclusion must be part of our daily actions

It is important that we are grounded in these philosophical and aspirational pillars, but it is also essential that DEI shows up in our daily work lives. Drilling down, that duty is recognised by the establishment of Creative and Business Councils comprised of top leadership who will meet quarterly to review DEI efforts by business units across the enterprise. Likewise, keeping our attention on long-term sustainable change that drives impact is essential to our success.

We will continue to leverage the breadth of our content platforms to reflect the diversity of audiences we entertain and the continuation and commitment to our pipeline development programs for underrepresented creatives is a critical way to ensure we have multiple points of access to and with the creative community.

In our workforce, one way we’ll win is to capture and have an impact on the employee lifecycle – from attraction to recruitment, retainment, development, and progression. Empowering employees to have ownership of and partnership in the company’s DEI journey is critical to our transparency and accountability and an important part of how we advance DEI. This philosophy is best represented by the power of our Business Resource Groups (BRGs). Integrated into one global framework and structure, we leverage the BRG membership to build community, drive authentic inclusion, develop leadership capabilities, and engage employees worldwide.

Inclusion is the same everywhere

Ultimately, we know that the type of change we seek to make is not a short-term opportunity. We are strategically crafting efforts and actions that will endure. To that end, participation in events like Global Inclusion Week is a critical part of the ongoing journey that leads to the influence that results in sustainable impact. Moreover, we’re proud to work with our leadership, employee base, and key external partners to shape and define that DEI journey so that it is an integral part of our DNA.

Finally, diversity in any organisation cannot be driven by one person or even a team. We need every single person to understand their role and responsibility around diversity, equity, and inclusion and how they can drive DEI from their position. As we seek to position WBD as a global DEI industry leader, we incorporate all constituents in emphasising our guiding principle of championing inclusion as we believe diversity is different wherever you go, but inclusion is the same everywhere.

Thank you for reading…

For more information and registration, please visit the Global Inclusion Week registration page.

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What is an ERG, and why are they important?

Employee resource groups (ERGs) are employee-led networks within a business that support a particular community, such as a group based on gender, race, sexual orientation, or disability. ERGs are crucial to promoting diversity, equity and inclusion within a company. This is because they create a safe space for employees to connect with others who share similar experiences and to discuss the issues that affect them as individuals and employees. Staff networks also provide opportunities for personal and professional development, which can lead to increased employee engagement and retention, as well as (equally importantly) increased job engagement and satisfaction!

Should an ERG be funded?

In the UK, there is no legal requirement for a company to fund an ERG, but there are several reasons why funding an ERG is beneficial:

1. Demonstrates commitment to diversity and inclusion: Funding an ERG shows that a company is committed to creating an inclusive work environment and is willing to invest in that effort.
2. Increases engagement and retention: ERGs help create a sense of belonging and community for employees, which can lead to increased engagement and retention.
3. Provides resources for events and initiatives: ERGs may organise events, training sessions, and other initiatives to support their community. Funding can help provide the resources needed to make these events successful.

Ultimately, ERGs are more likely to be empowered to make change knowing they have both financial and, consequentially, an implicit cultural buy-in from their company.

Considerations for assigning a budget to a network

Most staff networks and I&D committees need an annual budget of some kind to support their work. While many networks achieve a lot with very little financial support, having access to a set budget helps to ensure their work has impact across the business. Additionally, by setting out clear processes you support networks to manage their own budgets.

ERG financial governance could consider the following:

• Setting a budget, an equal amount for each staff network. Network leads or chairs should either be or assign the budget holder, who is responsible for managing the budget throughout the year. For Staff Networks with more formal structures, the role of Treasurer may be helpful.
• Networks in which members have clearly defined roles might benefit from having a budget assigned to their individual pillars from the overall budget pot (i.e. Communications, Events, Philanthropy, etc.). This helps ensure transparency amongst members and encourages ownership from multiple members.
• How the budget is managed should be set out in the network terms of reference. You might consider setting terms of reference for guidance – for example, how the budget could be used to support employees or the Network strategy.
• Ideally, Networks should have an annual plan that schedules their objectives and events for the year. This plan can then be used to plan for budget spend and ensure that the network’s budget can cover more costly events (such as conferences, parades, etc.).
• You might encourage your networks to present a budget proposal to your Company’s treasurers on how they intend to spend their money and how that aligns with their strategy. This encourages transparency and dialogue between the Network and other stakeholders in the organisation.
• If Networks look to be going over their budgeted spend or wish to pay for a one-off large event or programme, support them in writing a business case to request the additional funding.
• Similarly, Networks can combine their budgets to run pan-network activities, programmes and events. This has the added benefit of promoting intersectional collaboration between networks.

Considerations around paying staff and percentage pay proportions (Is this really equitable?)

ERG leaders are typically volunteers, but some companies pay ERG leaders or provide them with a budget for ERG   initiatives. If a company decides to pay ERG leaders, it’s important to consider the following:

1. Transparency: The process for selecting ERG leaders and determining their pay should be transparent and equitable.
2. Compensation: ERG leaders should be compensated fairly based on their level of responsibility and time spent on ERG activities.
3. Percentage proportion of pay: The percentage of pay that ERG leaders receive should be consistent across all ERGs to avoid any perceived favouritism.

There is debate as to the best way to remunerate the work of volunteers in the ERG space, which depends on the individual company. Some might think that the work should be directly renumerated, but paying ERG leaders directly might limit their independence. There is no one size fits all, but the principle of valuing and protecting volunteer contributions should be at the heart of any financial decisions.

If you’re not paying your ERG leaders there are still things you can do to compensate people for volunteering their time to further business interests. You can provide development opportunities for ERG leaders, such as network lead training, to show you’re invested in their development and progression as part of this role. You can also implement protected time, sometimes called facility time, so people will have time in their week to carry out their role. This can be helpful to encourage line managers to support team members that are involved in ERGs and avoid resource gaps in teams.

Business impact

Staff networks can have a significant impact on a company’s bottom line. Here are some of the ways that staff networks can benefit a business:

• Improved recruitment: ERGs can help attract diverse talent to a company, which can improve recruitment efforts.
• Increased retention: ERGs can create a sense of belonging and community for employees, which can lead to increased engagement and retention.
• Enhanced brand reputation: A company that invests in diversity and inclusion initiatives, including ERGs, can enhance its brand reputation and attract customers who value diversity.

Members legal rights

As with all employees working for an organisation, ERGs have to abide to the Equality Act 2010. ERGs cannot discriminate against employees based on protected characteristics, and companies cannot retaliate against employees for participating in ERGs. Additionally, if you work in the public sector the Public Sector, Equality Duty sets out the responsibility to pay due regard to fostering relations and decrease discrimination, something that staff networks directly support.

In conclusion, funding for ERGs can have a transformative impact on a company’s diversity, equity and inclusion efforts. Companies should consider the benefits of funding ERGs and ensure that any compensation for ERG leaders is transparent and equitable. ERGs are protected under UK law, and companies cannot discriminate against employees for participating in ERGs.

How Inclusive Employers can support organisations in creating and maintaining staff networks

Take a read of our Member’s resources- not yet a member, why not take a look at our membership benefits?

• Guide to staff networks

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