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How to start a Equity, Diversity, and Inclusion

(EDI) Program in your Organization?

Donna Burns, Global Head of HR, Quintet

&

Elke Thamm, Global Head of Personal Development, Bühler

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Session Objectives

▪ Share insights and experiences on how successful ED&I Programs were implemented in other organizations and how they have grown

▪ Share our thoughts; some tools we have used in different organizations throughout our careers

▪ You will depart with toolkit ideas, which you can use to build your own ED&I Program

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Check in

▪ Let’s use Menti

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Check in (Menti Meter Questions)

1. How are you feeling in one word?

2. Where is your organization when it comes to ED&I?

A. Worldclass Inclusive Culture

B. Leader – Owned

C. Programmatic

D. Compliance Focussed

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Check in (Menti Meter Questions)

3. Who has responsibility for ED&I in your organisation?

HR Legal

Finance

CEO’s office

Executive Committee

Company Network

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Why Equity, Diversity & Inclusion?

Better Financial Performance

Better Business Performance and Reputation Better Customer Connections & Market Share

Better & Broader Talent

Better Innovation

‘By making things better for the non dominant groups in your organization,

you will make it better for the entire organization,

stimulating higher overall performance’

E, D & I makes

business sense!

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What companies and forums say …..

▪ World Economic Forum reported it will take 3-4 generations before we have real diversity and equality.

▪ Gender Pay Gap is actually worse in the FTSE All-Share than the national average - and too little is happening to close it..

▪ A recent McKinsey survey in 2020 better gender diversity on leadership teams (first-quartile ranked firms) had a 55% chance of delivering above median EBIT compared to bottom-quartile firms (44%).

▪ Women on Boards reported that in the 261 FTSE All-Share firms below the FTSE 350:

▪ under 50% have met the target for 33% women on boards

▪ more than 50% have an all-male executive leadership team

▪ just 16% have any ethnic diversity on their boards

▪ and 37% have one or no female board members

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What companies and forums say …..

According to a report of Equileap in Dec 2020:

▪ 31% of organizations don’t have any anti-harassment policies in place

▪ 6% of S&P 500 companies have a woman CEO

▪ 40 CEOs named Michael or James and only 31 women CEOs

▪ Chairs of the board named John outnumber Women Chairs by 23 : 21

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We don’t see the world as it is…

…we see it as we are

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EDI ‘From – To’

Reference: ‘The Difference’ by Scott Page, 2007

We need these … Yet, often start with this …

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To build your ED&I Strategy you need to know

your…

Why?

What?

How?

When?

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Building a ED&I Strategy

Why?

▪ Business Strategy

▪ Social conscience

▪ Future proof against change

▪ Stakeholders (regulators, government)

▪ Brand for attracting talent

▪ Culture & environment to retain talent

▪ Clients demographic & expectations

Commercial must, not ‘nice-to-have’

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Building a EDI Strategy

What? Problem are we trying to solve?

• Focus Groups; Informal Feedback

Dialogue

• Engagement Surveys D&I Questions; diagnostics on different demographic

Surveys

• Company demographics; industry benchmarks

Data

Create the

business case

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Model 1: Building a EDI Strategy – ABCD Model

A

D

C

B

How will we make this happen?

What do we do to get there

Where do we want to be (To) ?Where are we now (From)?

Text Text Text TextText Text Text Text TextText

When ?

Now!

Networks

Footprint

Local vs global

Stake holders

PDP

Data /

tracking

Policy

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Model 1: ABCD Model - From ….. To …..

Telling our story Closing The DealBeginning the

Journey

Sustaining

EngagementInvesting in

Development

Networking &

Outreach

….F

rom

To …

.

▪ Gender focus?

▪ High awareness

& intent + many

initiatives (reality

slow progress)

▪ Execution focus

– hire talent

asap

▪ We not me

▪ Commercial

challenge

▪ No ROI tracking

▪ Siloed depts

▪ Default to

existing

relationships

▪ Pull vs push

▪ Make it hard for

candidates

▪ Inconsistency

▪ Competing for the

same talent

▪ Differentiation

▪ EVP

ambassadors

▪ Resource

constrained

▪ Take too long

▪ Reactive vs.

proactive

▪ Risk averse &

inconsistent

▪ Hiring is focus

and nothing

else

▪ Inconsistent

(missing

onboarding,

development,

long extra

hurdles

▪ Missing cohesive

approach

▪ No diversity

retention strategy

▪ Fragmented

▪ Survey driven

▪ GTP alumni

network

▪ Reactive policies

▪ Affinity network

events focus on

connections /

mobility

▪ Promote more –

framework,

incentive , talent,

succession

▪ Equality & Inclusion

are part of the DNA

& Culture

▪ Leaders and

managers know

and can articulate

the DE&I strategy

and their role in

achieving it

▪ Employees know

out EVP, the overall

strategy and

progress against it

▪ Market sees and

knows XX as ant

employer for them

▪ Talent is attracted

to and seeks out

our company

▪ Talent in known

tracked, and shared

across the

companies relevant

opportunities

▪ Proactive

relationship with

external partners –

far reaching

▪ Leverage our

internal networks to

help represent us

externally

▪ The offer

process is swift,

consistent,

competitive and

responsive to

war for talent

▪ Employees

from all

backgrounds

feel a sense of

belonging

▪ Employees are

successfully

connected to

others in the

organisation

▪ All leaders and

managers have tool

and acumen to lead

and manage

inclusively

▪ Regularly and

actively listen, and

respond

▪ Employees know

the tolls and

resources available

▪ Career mobility is

supported,

consistent and

evidenced

▪ Policies and

benefits are

consistent

▪ Employee

networks are

leveraged

▪ Senior diverse

talent is

monitored, and

receives robust

development

▪ Career mobility is

supported,

consistent and

evidenced

Being Accountable

for Success

▪ ExCo availability

doesn’t trick

down

▪ Risk aversion

‘stops’ data

sharing

▪ Retention

challenges:

patience, unclear

pathways

▪ Local nuance vs

global projects

▪ Strong D

representation &

employee

engagement

▪ ExCo -1/2 leaders

are accountable,

know their goal and

are reviewed

▪ ExCo-1 leaders

push DE&I goals

down, review,

discuss progress

▪ Achievement vs

DEI goals is taken

into consideration

during YE

processes

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Model 2: Global Strategic Framework – Local

Adoption & Execution

Global Strategy:• D&I is business priority • 5 clear focus areas • Transforming social norms and

behaviours• Local execution to ensure efforts

focused on what makes biggest difference locally

First regions:• Local priorities which themes• Projects, experiments, pilots • Feedback learnings and

“products” to global framework • Local governance, resourcing

and funding

Remaining regions (worldwide):• Local Priorities which themes• Less of projects &

experiments• More of Best Practice• Local governance, resourcing

and funding

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Building a EDI Strategy

How?

▪ Business sponsorship – NOT HR driven

▪ Get people talking, dialogue, conversations – a speak up culture is hard to create but essential

▪ Map your stakeholders & treasure your allies

▪ Double click on a few priorities

▪ Set goals that matter to the business – allow for regional flexibility

▪ Track and measure progress, and report out candidly

Top have to lead …

Le

ve

l I

Awareness & Commitment

Level

II Action plan & KPI’s

Le

ve

l II

I

Persistence & Patience

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Tone from the Top – Business needs to Lead

Bühler ’s CEO Stefan Scheiber on International Women’s Day 2021 aspart of the Advance Choose to Challenge Campaign

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Defining your EDI plan – one change &

stakeholder at a time

Difficulty of Implementation

Impact

High

High

Quick wins Long-term business gains

Allies/ ChampionsBlockers

Low

Low

Commitment

Influence

The 4 critical

DEI change drivers

Leadership message & example

Communication & engagement

Education, training & coaching

Measurement – hard & soft

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Building a EDI Strategy

When?

▪ Start small, think big, move fast

▪ Gather data, discuss feedback – ensure vision is aspirational

▪ Review impact of priorities, change and adjust

▪ Celebrate successes

▪ It’s a marathon, not a sprint

Now !

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Culture change doesn’t happen over night…

• It’s a journey that will take time and require a visible and measurable initiative.

• Expect different levels of cultural maturity and acceptance, starting points and speeds of progression.

• It’s a process of transforming the culture - taking every person, in every location from “talking” about being diverse and inclusive to “really living” it.

• Transparent communication and metrics are essential to have traction and impact

Planning Diversity, Equity

& Inclusion

Becoming Diverse, Equitable and

Inclusive

Being Diverse, Equitable and

Inclusive

Transformation Process

Communication and Increased Awareness

Metrics and Transparency

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Break Out Group

▪ Introduce yourselves – networking – get to know the people in your group

▪ Where is your organization currently in regard to EDI?

▪ What is in your EDI toolbox? What strategies have you tried that worked? What didn’t work and why?

▪ What do you think makes a EDI Strategy successful?

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Check out (Menti Meter)

▪ What will you do differently when you are back in the

office tomorrow?

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Pitfalls - Things to avoid

▪ Everyone knows how to fix this problem; few fails to show real progress …… know what you are trying to solve

!

▪ Too many initiatives, makes people feel good – but no real change / movement

▪ It’s not a short-term fix – requires a long-term strategy

▪ Business driven not HR – has commercial edge & must be visible ownership from Top Mgmt

▪ No one size fits all – identify a model that works for your company

▪ Not addressing bad behavior

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Building a EDI Strategy – In Summary

Why?

Commercial must, not ‘nice-to-have’

▪ Business Strategy

▪ Social conscience

▪ Future proof against change

▪ Stakeholders (regulators, government)

▪ Brand for attracting talent

▪ Culture & environment to retain talent

▪ Clients demographic & expectations

What?

What are you trying to solve?

▪ Right priorities – trying to fix everything will fail

▪ Involve people –assumptions formed from one group are unlikely to work for everyone

▪ Leverage networks; people want to help

▪ Keep training! it is a dynamic and changing topic

How?

Top have to lead

▪ Business sponsor –leadership – part of companies' strategy

▪ Get people talking, dialogue, conversations – a speak up culture is hard to create but essential

▪ Double click on a few priorities – don’t try to boil the ocean

▪ Track and measure progress, and report out candidly

When?

• Now

▪ Start small, think big, move fast

▪ Gather data, discuss feedback – ensure vision is aspirational

▪ Review impact of priorities, change and adjust

▪ Publicly communicate goals, track and share progress

Le

ve

l I

Awareness & Commitment

Le

ve

l II Action plan &

KPI’sL

eve

l II

I

Persistence & Patience

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I T T I C TI