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32 PROFILES the business, it’s the ability to attract and retain talent. At the heart of it, there are groups of talented people out there and we want to find them and tap into that talent.” Ms Lake, stressed however that JPMorgan’s diversity policy is only one level of the company’s diversity agenda. “What we really want to know is how do people feel about being part of JPMorgan? We want to give some sense of community. We want employees to feel a sense of belonging.” “We have seen the value of our networking groups in different ways,” she said. They connect employees to the organisation, give them a sense o f community and through employees own contacts they help to connect us to talent outside the organisation that we would maybe not have found ourselves. Networking groups help us to identify additional avenues to create a more inclusive environment from.” “We are willing to go above and beyond to search out talent from potential employees. The same also applies to potential suppliers.” It is not about ticking boxes, it is about getting the best supplier for what is needed,” he said. JPMorgan sees diversity as a key competitive advantage as it believes that encouraging a working environment which sparks creativity, leadership and exceptional performance is about winning in the markets in which they compete. Ms Lake said the firm is deeply committed to cultivating an inclusive environment where everyone can succeed based on merit. “For us, this simply makes good business sense,” she said. We are only as successful as our people, and we want to draw from the broadest, smartest talent pool in the world. We believe no barrier should inhibit an individual from performing to her or his full potential. Different perspectives bring strength and creativity to our work and lead to the best solutions for our clients. JPMorgan sees diversity as a key competitive advantage as it believes that encouraging a working environment which sparks creativity, leadership and exceptional performance is about winning in the markets in which they compete. “How can we do a better job with our diversity effort? This is one of the questions we are always asking ourselves. It is about leadership getting out there and taking risks, being different, being unique, being daring. This is what sets us apart from our competitors.” “Our objective as an organisation is to create a truly inclusive environment where everyone can reach their potential. We want to make sure we are sustainable. Who we employ and who we work with are very important. “It’s about finding the right candidates, giving great advice to our clients, talking to senior managers and out-thinking our competitors. This is what sets us apart from the rest.” www.jpmorgan.com JPMorgan has a Procurement Team and is keen to use diverse suppliers. Mr Amosu said all potential suppliers undergo a ‘fair and open process’ with the procurement team and regularly engage with one another, however he pointed out that there are challenges in relation with Supplier Diversity. “We have a responsibility to the wider community to ensure that we use the best suppliers. We do not compromise in order to ensure that our supplier base is diverse. Dive (Right) Abi Amosu, Corporate Head of Diversity for Europe, Middle East and Africa engage | uk ISSUE FIVE 2007