Hero DEI

Diversity, Equity and Inclusion (DEI)


At Digital Realty, we want to build a place where everyone feels included and sees opportunities to build their careers, regardless of who they are. We are committed to enhancing Diversity, Equity and Inclusion at Digital Realty. In 2020, our, CEO has signed the CEO Action Pledge for Diversity & Inclusion, the largest CEO-driven business commitment to advance diversity and inclusion in the workplace, and in 2021 also became Co-Chair of Nareit's Dividends through Diversity, Equity & Inclusion CEO Council.

It is Digital Realty's policy to recruit talent based on skill, knowledge, attitude and experience, without discrimination on the basis of gender, sexual orientation, age, family status, ethnic origin, nationality, disability or religious belief. We evaluate pay equity annually and have an affirmative action plan in place to ensure the diversity of our workplace will represent the qualified applicant pool in the regions where we operate.

Cultivating a Diverse, Equitable and Inclusive Workforce

In 2020, Digital Realty formally launched its Diversity, Equity and Inclusion (DEI) Employee Leadership Council to assess the current state and opportunities for progress, formulate a cohesive strategy and ultimately lead Digital Realty's global DEI effort. The DEI Council is led by employees spanning various management levels and global regions with programme support from Executive Sponsors. The DEI Council is led by employees spanning various management levels and global regions with programme support from Executive Sponsors. The DEI Council's objectives include promoting accessibility and opportunities for all employees without discrimination on the basis of race, ethnicity, religion, national origin, mental or physical disability, pregnancy, sexual orientation, gender identity or expression, marital status or age. For example, our obligation to make accommodations in accordance with the Americans with Disabilities Act (ADA), as well as other applicable laws and regulations is an on-going one, and we will continue to assess our properties and make alterations as appropriate in this respect.

Building Platforms for Employee Communities

Our grassroots Employee Resource Groups (ERGs) serve to promote diverse and inclusive cultures, providing opportunities to collaborate and connect with communities at Digital Realty and receive personal and professional development. Digital Realty's five ERGs seek to foster an environment in which employees can foster trust and support amongst each other.

  • Women's Leadership Forum (WLF)
  • Veteran's ERG
  • Black ERG (BERG)
  • Digital Pride (LGBTQI+)
  • Digital Voces (Hispanic ERG)

Employee Engagement

Digital Realty has a global, leader-led and continuous approach to gathering and measuring employee engagement, including bi-annual surveys measuring company-wide and team engagement and executive employee roundtables. Our Employee Recognition programme is designed to recognise employees who demonstrate our Company Values - Customers, Excellence, Talent, Teamwork, and Success - and deliver superior internal or external customer service, cost savings, productivity or work process improvements, and corporate citizenship.

Employees can be recognized in four ways: Manager Spot Award, peer-to-peer High Five Award, Quarterly Individual Going the Extra Mile (GEM) Award, Quarterly Team GEM Award and the Annual CEO Circle Award.
We partnered with a third-party engagement provider in 2020, to implement a more in-depth, global and bespoke employee engagement platform to anonymously collect employee input and give managers the tools they need to listen to employee feedback, focus in on what matters, and take action to enhance employee engagement. We conducted our Digital Voices Employee Survey in Q2, an annual survey of all employees to give us a real-time view of engagement conditions. In 2020, we had a 70% survey response rate. Team leaders are provided direct access to their team's feedback and are accountable for reviewing and discussing results, collaborating with the team on positive actions, and ensuring incremental actions are completed to positively impact engagement.

In 2020, we communicated frequently with employees to help them cope, and build resiliency amidst the pandemic. We also took an active stance in communicating on social unrest, anti-discrimination and violence ensuring that employees understood that we believe in an inclusive company and society.

Training and Development

Digital Realty promotes an environment of personal and professional learning and development. Our Training Policy outlines our objectives to support Digital Realty through the on-going training and development of employees to extend the range of individual performance, respond positively to change and support our customers consistently regardless of geographic location. We encourage employees at all levels and employment types, as well as contractors, to pursue training and education courses specific to their expertise. We provide a Tuition Reimbursement Programme to reimburse all global, full-time employees for tuition, registration and the fees associated with higher education.
Additionally, our Digital University programme includes training courses covering Operations, Legal, Ethics and Compliance, Management and Leadership, Risk, Risk Management, Sales, Diversity, Sales, Diversity, Equity and Inclusion, and Information Security and Privacy.

100% of our employees were offered training on Cybersecurity, Global Data Privacy, Insider Training, Anti-Money Laundering, and FCPA (Foreign Corrupt Practices Act) in 2020. All Operations employees received EOH&S training, Annual Security and Awareness Compliance Training, and Business Continuity Training.

In total, 1,796 Digital Realty employees spent an average of 30 hours per FTE on training and development, totalling 54,240 hours. An additional 1,423 contractors were trained at an average of 16 hours, totalling 22,275 hours. In 2020 also launched a Leadership Development training programme to develop a leadership pipeline and advance leadership skills. The programme consisted of quarterly training sessions for 40 employees at the director and above level.

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