Diversity in the work place Maria Pernas

Transcription

1 Diversity in the work place Maria Pernas Senior Vice-President, Group Deputy General Counsel and Atos Group Diversity Program Manager

2 Table of contents 1 Diversity: What s this about? 2 Four reasons to act 3 Implementation of a Diversity Program 4 Atos approach to Diversity 5 Diversity in the Atos Legal Department workplace 6 Some initiatives on gender 7 Conclusions 2

3 Diversity: What s this about? The concept of Diversity has not always been uniform: it has evolved from a focus on gender and race (being quite often associated to «affirmative action campaigns») to a much broader definition In my view Diversity is accepting and valuing the differences that each employee brings to his/her workplace and make these differences a key business growth enabler Diversity Management can then be understood as a «management philosophy of recognizing and valuing heterogeneity in the organizations with a view to improve organizational performance» (Ozbilgin and Tatli, 2011) 3

4 The term is therefore used to refer to a large number of differences: Social category differences Race Ethnicity Gender Age Religion Sexual orientation Physical abilities Differences in knowledge and skills Education Functional knowledge Information or expertise Training Experience Abilities Differences in values or beliefs Cultural background Ideological beliefs Personality Differences Community status differences Differences in social / network ties Cognitive style Motivational factors Tenure or length of service Work-related ties Friendship ties Affective disposition Title (work function, seniority, discipline etc) Community ties In-group memberships (Source: Mannix and Neale, 2005) 4

5 Four reasons to act Business performance Diversity being: Diversity being: Stakeholders expectations A key business asset which increases performance A way to extend the talent pool A way to reduce attrition and increase employees satisfaction Market & reputation TOP Tier 1 companies play diversity A way to increase value creation for shareholders A way to meet our customers, partners and e employees increasing expectations Be a reference in CSR Being Regulations Diversity being: A way to be perceived as a company bringing equity and excellence in people management Diversity being: A way to meet increasing pressure of regulations A way to meet new tender criteria A way to ensure continuous delivery of Global Compact, OECD and others related commitments 5

6 Diversity is a strategic business imperative Gender McKinsey suggests that European listed companies with greater gender diversity in top positions outperform sector averages. The return on equity of such diverse firms was calculated as 11.4 per cent compared to 10.3 per cent on average, whilst these firms also achieved stock price growth of 64 per cent relative to a sector average of 47 per cent [between 2005 and 2007]. From 2012 to June 2014, companies with at least one woman on the board have seen a 5% outperformance on a sector neutral basis. Companies with higher female representation at the board level or in top management exhibit higher returns on equity, higher valuations and also higher payout ratios [Source: Reports from Credit Suisse] Disability Regardless of sector, participants with and without disabilities had nearly identical job performance ratings, better retention rates and less absenteeism [Source: Article Employing Disable people helps business the evidence-] 6

7 Generations Already over 50s form 27 per cent of the current workforce. By 2020 it will be a third. Employers need to make the most of this resource by maximizing the skills and productive contribution of all their workers younger and older - especially in the current economic climate [Source: Article Employing Older Worker]. Cultural differences EBIT margins at the most diverse companies were 14 percent higher, on average, that those of the least diverse companies [Source: McKinsey] Companies with a more diverse workforce consistently reported higher customer numbers than those organizations with less diversity among staff. Companies with the highest rates reported an average of 35K customers compared to 23k average customers among those companies with the lowest rates of racial diversity. Companies with the highest levels of gender diversity reported an average of 15k more customers than organizations with the lowest level of gender diversity [Source: Cedric Herring, American Sociological Review, 2009] 7

8 Implementation of a Diversity Program (I) The Maturity Model Source: E&Y, Women in leadership, November

9 Implementation of a Diversity Program (II) Strategy and framework for implementing and measuring Diversity Enables Results Leadership Leadership at all levels is committed and active inside and outside the organization in promoting diversity which is demonstrably part of the organizational culture and philosophy People: People understand are committed to Involved and recognized in the effective management of diversity Policy and strategy: Management of diversity is mainstreamed with a clear strategic aim communicated effectively, sensitively and implemented Partnership and Resources: P&R are identified aligned and deployed to take into account the diverse needs of all stakeholders Processes Processes are systematically designated/reviewed and improved to manage stakeholder diversity and generate increasing value People Results: Data showing how the organization is perceived by its people in the management of diversity Customer Results: Disaggregated data (age, disability, gender, race, etc) systematically measuring customer satisfaction Society Results: Data showing how the organization is perceived by local, national and international society in its management of diversity Key Performance Results The extent to which the organization s management of diversity is contributing to its business results Innovation and Learning 9 The Diversity Excellence Model

10 Implementation of a Diversity Program (III) Key success factors Self-Assessment If you are not still there. don t make it a problem but an opportunity Tone from the Top Make your Diversity strategy visible within the organization KPIs: What gets measured gets done 10

11 Atos approach to Diversity (I) The Well Work Program The Wellbeing@Work Program was launched in 2010 by Thierry Breton, Atos Chairman and CEO The Wellbeing@work initiative underpins the Atos transformation to be recognized as one of the best companies to work for Since the launch of the program, many initiatives have been implemented and the works around Diversity and Gender Parity are one of the priorities Innovation: Zero company My working conditions: BYOD, Smart campus, Health@work Recognize & Reward Communication & Collaboration My 3 Years Development Plan CR & Sustainability Diversity Internship development 11

12 Atos approach to Diversity (II) The four dimensions Our Ambition: Capitalize on men & women talents and ensure competence driven and equitable career paths Gender Disability Our Ambition: Bring new professional opportunities, comply with the laws and position Atos as a key player in Corporate Social Responsibility Our Ambition: Capitalize on cultural differences and extend the talent pool getting the best from each one Other (cultural differences ) Generations Our Ambition: Capitalize junior and senior resources by taking advantage of their high level of experience and by making them contribute to our junior staff development 12

13 Atos approach to Diversity (III) Executive Sponsors Group Diversity Program Manager Maria PERNAS WbW Steering Committee GROUP FUNCTION DIVERSITY COMMITTEE GBUn GBUn GBUs Tracks 1 to 4 Diversity Team per GBU: Leader + team Multiple profiles: Legal, HR, Operations, Finance Engaged in the Diversity Program in addition to our existing responsibilities 13

14 Atos approach to Diversity (IV) 14

15 Atos approach to Diversity (V) 15

16 Diversity in the Atos Legal Department workplace (I) Key role played by Legal in the deployment of the Diversity related actions: Atos Group Diversity Program being led by the Group Deputy General Counsel Diversity strongly supported by Executive Sponsors Some members of the legal staff active in the Group Diversity Committee Diversity has been identified as one of the key characteristics of an Innovative Legal Function: «In-house team will be more diverse in terms of background, education, training and professional experience and there will be a greater diversity of roles. Varied skill sets and experience will bring value to legal roles more closely integrated with specific business functions» (See «Innovation In-House: A five year retrospective» by Allen & Overy) In Atos LCM Department, Diversity brings value and innovation in the way we provide LCM services 16

17 Diversity in the Atos Legal Department workplace (II) LCM - Gender LCM Age range 50-65; 17; 14% 20-30; 18; 14% Male; 55; 45% Female; 68; 55% 40-50; 49; 40% 30-40; 39; 32% Female Male

18 Diversity in the Atos Legal Department workplace (III) LCM Nationality Maltesa; 1; 1% Swiss; 1; 1% Malaysian; 3; 2% Spanish; 9; 7% Slovakian; 1; 1% Singaporean; 2; 2% Russian; 1; 1% Polish; 1; 1% Italian; 4; 3% Indian; 5; 4% Turkish ; 2; 2% Thai; 1; 1% German; 18; 15% Ukranian; 1; 1% American; 3; 2% Australian; 1; 1% Argetinean ; Belgian; 3; 2; 2% 2% Brazilian ; 2; 2% Austrian; 5; 4% British; 2; 2% Belgium; 2; 2% Chinese; 2; 2% English; 11; 9% Czech; 1; 1% Denmark; 1; 1% Dutch; 6; 5% French; 31; 25% French/German; 1; 1% 18

19 Some initiatives on gender (I) 1. Equal numbers of men and women enter most companies in the early stage of their careers; 2. Yet very few women make it anywhere near the top of the corporate ladder. If we accept that talent is spread evenly across the population, then we can only conclude that companies are actively and significantly limiting their talent pool, thereby compromising diversity of thinking and business solutions Source: E&Y, Women in leadership, November

20 Some initiatives on gender (II) Promociona Project European-wide initiative aimed at promoting women access to CxO positions and top-level responsibilities. Spanish sponsors are ESADE (tier-one business school), CEOE and Ministry of Health, Social Services and Equality. 40 participants Executive training + coaching (CEO level) + mentoring + networking. Kick-off meeting chaired by Ana Mato, Spanish Minister of Health, Social Services and Equality and HM The Princess of Spain 20

21 Some initiatives on gender (III) 120 people enjoyed a day of networking and exchange Conference and workshop on topics like Role Model, Women in Leadership and Breaking the glass ceiling Roundtables Organized by ATOS during the Well Being at Work Week with the participation of PWC, Nestlé, EMC and French Engineer Schools 21

22 Some initiatives on gender (IV) Partnership with the European Network for Women in Leadership Blue ribbon panel of women across Europe who are business executives and successful entrepreneurs, high-civil servants and elected officials and recognized representatives of nongovernmental organizations and academics 22

23 Things to remember.. Each of you make the difference Diversity is not a cost. It is an investment with very high ROI ratios and Dream big 23

24 THANKS 24