Diversity and inclusion at Mazars

Diverse by nature

We know value for our business, our clients and our communities is created by embracing different perspectives, empowering our people and bringing to the table varied backgrounds, views and skills.

As an international partnership with local roots all over the world, Mazars is, by nature, a geographically diverse organisation that has grown thanks to the different nationalities, languages and educations of our team.

Today, our leadership team is a good reflection of this diversity: our Group Executive Board is composed of eight nationalities (out of 12 members) and our Group Governance Council brings together nine different nationalities (out of 11 members).

Making the most of these differences as an inclusive organisation allows us to solve problems, move our firm forwards and, ultimately, better serve our clients.

Inclusive by design

Diversity goes beyond geographical differences. At Mazars, we are committed to fostering an inclusive environment where teams, leaders and performance come in many different styles, from diverse ethnic backgrounds, and where these differences lead to greater value and success.

These differences can be found in, among others, abilities and disabilities, age, culture, education, gender and gender identity and expression, language, religion, sexual orientation, socioeconomic background and working style.

Mazars operates as one team and our international, integrated partnership model makes us, by design, a diverse and inclusive organisation.

Gender equity, diversity and inclusion

• In recent years we have increased the representation of women in leadership positions and have made significant progress towards gender equity across Mazars. Today, women make up 35% of the global leadership team that drives our 2024 strategic plan. They also represent 43.5% of our governance bodies overall (members of our Group Executive Board and our Group Governance Council taken together). Whilst this shows great progress (+13 percentage points in a year), we still need to further balance female representation in our Group Executive Board and in local boards and executive committees. We believe that the targets set for our leadership team will help.
• Today, over 70% of our 92 countries track and share their gender-diversity indicators. Nearly half of them (47%) report having gender-diversity initiatives and programmes in place, most of which have specific HR policies supporting work-life balance in order to facilitate the careers of parents.
• Our Group Management Team is composed of 50% female C-level executives, leading global Talent and HR, Finance, Marketing and Communications, Quality and Risk, Innovation, IT and General Secretary functions.