ABSTRACT
This case is about the ongoing commitment of the Royal Bank of Canada (RBC) to managing diversity and describes its recent efforts at building a culture of inclusion. The RBC was established in a country that was built by diversity, one that has in the last fifty years embraced a social revolution. This revolution brings with it a new vision that moves beyond managing diversity to celebrating diversity and truly appreciating the social and economic benefits of a pluralistic society. The RBC is an example of a company that strives for more than increasing the numbers of minority group members-to creating an environment of inclusion in which every member has the opportunity to reach his or her full potential. This case shares the experience of the RBC: why it believes so strongly in the importance of inclusion, its strategies for achieving inclusion, the results that the RBC and its members have realized, and its outlook for the future. Given the broad scope that diversity entails and the challenges in covering the RBC’s strategies with respect to all designated groups, this case focuses on two strategies: one targeted at Aboriginal peoples and another at welcoming newcomers to Canada.
