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1、Centre for the New Economy and SocietyGlobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023I N S I G H T R E P O R TJ A N U A R Y 2 0 2 3In collaboration with McKinsey&CompanyContentsForewordExecutive summary1.DEI in 20231.1 Attention to DEI has increased1.2 Progress on DEI is slow1
2、.3 The Global Parity Alliance DEI Lighthouse Programme1.4 Five common success factors across DEI Lighthouse initiatives2.2023 DEI Lighthouses and highlighted cases2.1 2023 DEI Lighthouses2.2 Additional highlights3.Actions employees at every level can takeAppendix:Global Parity Alliance and DEI Light
3、house ProgrammeContributorsAcknowledgementsEndnotes45678254575859Cover:brytta/GettyimagesDisclaimer The views expressed in this briefing do not necessarily represent the views of the World Economic Forum nor those of its Members and Partners.This briefing is a contribution to the World Ec
4、onomic Forums insight and interaction activities and is published to elicit comments and further debate.2023 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information st
5、orage and retrieval system.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 20232This report builds on the work of the Global Parity Alliance a cross-industry group committed to advancing diversity,equity and inclusion(DEI)around the world and the associated DEI Lighthouse Programme
6、 launched to identify proven,effective DEI initiatives from companies across industries and geographies,organized by the World Economic Forums Centre for the New Economy and Society in collaboration with McKinsey and Company.The DEI Lighthouse Programme seeks to share the lessons learned to support
7、DEI efforts across companies and institutions.The ambition is to equip leaders with best practices to help focus DEI efforts on what works best,and ultimately contribute to faster,scalable impact across the global business community and surrounding ecosystems.This report lays out the key success fac
8、tors that emerged,shows what effective DEI impact can look like through case studies and offers a starting point for applying the success factors to each companys unique context.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 20233ForewordSince the start of the pandemic,there have
9、been major setbacks in social and economic inclusion as economic vulnerabilities have been exacerbated and social and political polarization has grown.The events of recent years have shown that any progress made is easily reversible.The pandemic has caused a generational loss in gender parity,for ex
10、ample,increasing the projected time to reach global parity from 100 to 132 years.Despite progress in mainstreaming diversity and inclusion in the corporate environment,racial and ethnic equity efforts remain fragmented.LGBTQIA+individuals continue to face stigma and discrimination and only a small p
11、ercentage of businesses are focused on inclusion of people with disabilities.There is an urgent need to step up collective and coordinated action by both private-and public-sector leaders to avoid further backsliding and to create organizations and economies that offer opportunities for all.This wil
12、l be a precondition to igniting truly inclusive and sustainable growth and fostering greater creativity and economic stability.The number of pathways for positive change is growing as the scope of DEI action in the private sector broadens from a focus on the workforce to whole-of-business approaches
13、 encompassing inclusive design,inclusive supply chains and community impact,among others.New pathways are also emerging in the public sector as policy-makers take an equity and inclusion lens to economic policy-making.For example,recent gender mainstreaming efforts explicitly recognize gender parity
14、 as critical to economic growth and stability.The 2023 Global Parity Alliance DEI Lighthouse report is the result of a collaboration between the World Economic Forum and McKinsey&Company,aiming to drive better and faster diversity,equity and inclusion outcomes through CEO leadership and knowledge sh
15、aring on initiatives that have achieved strong impact.At the World Economic Forum,the Centre for the New Economy and Society is complementing the Global Parity Alliance and DEI Lighthouse Programme with a growing portfolio of insight products,action initiatives and leadership communities.The Global
16、Gender Gap Report,now in its 17th year,benchmarks global,national and industry gender gaps,while Gender Parity Accelerators are implementing public-private action plans to advance womens economic empowerment across 13 economies.The Partnering for Racial Justice in Business initiative is a global coa
17、lition of 55 organizations,launched to build more coordinated and rapid progress on advancing racial and ethnic equity.The Centre also collaborates with the Valuable 500 on the inclusion of people with disabilities and with the Partnership for Global LGBTQI+Equality(PGLE).We are deeply grateful to t
18、he members of the Global Parity Alliance independent expert panel Elizabeth Broderick,Sinad Burke,Paul Butler,Sarah Kate Ellis,Robert Livingston,and Sheila Penrose for their leadership in selecting the first cohort of DEI Lighthouses.We also thank the members of the Centre for the New Economy and So
19、ciety Advisory Board and the more than 150 partners of the Centre for their commitment to the diversity,equity and inclusion agenda.We would further like to express our gratitude to Stephanie Madner,Shannon Manley,Raya Musallam,Shruti Nanda,Fernando Alonso Perez-Chao,Elisabeth Pipic,Ishaa Sandhu and
20、 Lareina Yee for their leadership of this project.Thank you also to our colleagues Attilio Di Battista,Julia Hakspiel,Gulipairi Maimaiti and Eoin OCathasaigh for their support.We hope that this report will empower leaders with actionable insights that will enable them to more effectively embed DEI i
21、nto their policies and ways of working.Collectively,renewed efforts will contribute to building resilience and catalysing new growth and fairer economies.The future of our economies,societies and communities depends on it.Kweilin Ellingrud Senior Partner and Director,McKinsey Global InstituteSilja B
22、aller Head,Diversity,Equity and Inclusion,World Economic ForumGlobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 20234Executive summaryIn 2020,it was estimated that companies worldwide spent$7.5 billion on DEI-related efforts,a figure that is projected to more than double to$15.4 bill
23、ion by 2026.1 Although the state of DEI efforts varies by company,industry and geography,a growing number of management teams have recognized the importance and urgency of leading conversations within their organizations and taking action to drive progress.Yet at the current rate it will take anothe
24、r 151 years to close the global economic gender gap at all levels.2 Data is still too sparse to systematically estimate global gaps for racial equity and LGBTQIA+and disability inclusion,which presents a challenge in itself.In order to bring about faster change,there is a need for greater clarity on
25、 what works and what does not.The Global Parity Alliance(GPA)a cross-industry group committed to advancing DEI around the world launched the DEI Lighthouse Programme to identify initiatives that have resulted in significant,quantifiable,scalable and sustainable impact,and uncover what those initiati
26、ves have in common.The ambition is to equip leaders with these insights,and contribute to faster impact across the global business community.This report lays out the five success factors that emerged from the Lighthouse Programme and shares eight case studies of initiatives that were selected by an
27、independent expert panel to become the first cohort of Global Parity Alliance DEI Lighthouses.It further highlights effective design and implementation approaches from seven additional initiatives.The five success factors,common across the initiatives,that yielded the most impact for underrepresente
28、d groups are:(1)a nuanced understanding of the root causes;(2)a meaningful definition of success;(3)accountable and invested business leaders;(4)a solution designed for its specific context;and(5)rigorous tracking and course correction.The Lighthouse Programme is an annual effort to collect,synthesi
29、ze and share insights on what drives impact on DEI in the workplace and beyond.Organizations that have implemented an initiative that has achieved significant impact are invited to submit it for review as part of the upcoming 2023/2024 DEI Lighthouse Programme.Global Parity Alliance:Diversity,Equity
30、 and Inclusion Lighthouses 20235Below:AnVr/GettyimagesDEI in 20231Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 20236DEI is at a critical inflection point for todays companies and institutions.There is positive intent and increased discussion and activity,yet the current rate of
31、progress is slow.At the current rate of change,it will take another 151 years to close the global economic gender gap.3 Executive teams will take at least 29 years to reach parity in gender diversity and at least 24 years to reach parity in ethnic diversity,based on a study of US-and UK-based compan
32、ies.4 Data is still too sparse to systematically estimate global gaps for racial equity and LGBTQIA+and disability inclusion,which presents a challenge in itself.There is a need for greater clarity on what works and what does not to help focus efforts and investment on driving faster and more sustai
33、nable change.While making lasting progress on this complex issue requires time,focusing on proven and effective actions can help accelerate progress and minimize the risks posed by trends that hinder progress on DEI.In 2022,the Global Parity Alliance(GPA)a cross-industry group committed to advancing
34、 DEI around the world and the associated DEI Lighthouse Programme were launched to identify proven,effective DEI initiatives from companies across industries and geographies.The DEI Lighthouse Programme seeks to share the lessons learned to support DEI efforts across companies and institutions.The a
35、mbition is to equip leaders with insights to help focus DEI efforts on what works best,ultimately contributing to faster,scalable impact across the global business community and surrounding ecosystems.This report provides insight into the key success factors that emerged,shows what effective DEI imp
36、act can look like through case studies and offers a starting point for applying the success factors to each companys unique context.While the state of DEI efforts varies by company,industry and geography,a growing number of management teams have recognized the importance and urgency of taking action
37、 to drive progress on DEI.In the United States,for example,it has become commonplace for companies to commit publicly to take action on advancing DEI,with 2,200 CEOs and presidents pledging to create more inclusive workplaces.5 In 2020,the global market for DEI that is,dollars spent by companies on
38、DEI-related efforts was estimated at$7.5 billion and is projected to more than double to$15.4 billion by 2026.6This rapid increase in attention to DEI was driven in part by the combined impact of:Movements,including racial justice movements,gender equality activism,the global campaign for LGBTQIA+ri
39、ghts and the growing environmental justice movement,which have increased awareness and galvanized public action.Evolving consumer expectations,including holding brands accountable for their impact and shopping with intent.One global survey found that 58%of consumers buy or advocate for brands based
40、on their beliefs and values.7 Social media,which has helped expand the ability to communicate with brands about their impact,especially among younger consumers.On International Womens Day,UK entrepreneurs created a chatbot that responded to employers tweets with details of the companys gender pay ga
41、p and an invitation to take action.8 As part of the Black Lives Matter movement in the United States,66%of consumers expected and called on companies to have a point of view or make a statement about the issue.9 Investor attention to environmental,social and governance(ESG)metrics,which has encourag
42、ed organizations to implement DEI initiatives from the start to attract capital.In a global survey,83%of executive leaders and investors were willing to pay a 10%premium,on average,to acquire a company with a positive ESG record.10 Competition for talent that prioritizes DEI,which has led companies
43、to incorporate DEI into recruiting efforts and has made leaders more vocal about DEI issues.Of global jobseekers,39%have turned down or decided not to pursue a job opportunity because of a perceived lack of inclusion11 and 60%expect the CEO to speak publicly about social and political issues.12 This
44、 trend is amplified among young millennials and members of Generation Z,for whom a“diverse and inclusive organization”is one of the top three things they look for in an employer.13 Impact of DEI on team and company performance ethnically diverse companies and gender diverse companies are 36%and 25%m
45、ore likely,respectively,to financially outperform(from a total return to shareholders perspective)organizations that are of average diversity in their industry.14 Studies show greater diversity can help teams focus more on facts,process those facts more carefully and generate more creativity and inn
46、ovation15 when the broader organization is inclusive and equitable.16Attention to DEI has increased1.1Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 20237In addition,broader trends have emerged that disproportionately affect employees from underrepresented backgrounds and identiti
47、es:The COVID-19 pandemic has had ongoing impacts on DEI efforts.De-prioritization of DEI efforts:27%of organizations temporarily put all or most of their DEI initiatives on hold because of the pandemic.22 Increase in identity-based hostility:Since the beginning of the pandemic in the US,one in 10 pe
48、ople have experienced race and ethnicity-based hostility and one in four have experienced gender-based harassment.23 Disproportionate increase in work-related challenges for diverse employees:Globally,during the pandemic,diverse employees experienced more work-related challenges than their counterpa
49、rts,such as concerns regarding having a healthy and safe worksite,fair performance reviews,mental health support and increases in workload.On average,LGBTQIA+employees were 1.4 times more likely to experience workload and fair performance evaluation challenges than their straight and cisgender count
50、erparts,and people of colour were 1.4 times more likely to experience career growth challenges than their white counterparts(in majority-white countries).24 Fewer women in the workforce:According to the Global Gender Gap Report 2022,25 gender parity in labour force participation dropped significantl
51、y between 2020 and 2022 in every region of the world,and currently stands at only 62.9%.There is a risk that such crisis effects will be perpetuated through longer-term labour-market scarring.These uneven developments were partly a consequence of the sectoral composition of the shock and also the ca
52、re burden that fell disproportionately on women as care infrastructures broke down during the pandemic.For example,in the US,both fathers and mothers saw reductions in labour-force participation at the peak of the pandemic,yet fathers had effectively recovered their labour market activity by Novembe
53、r 2020,while mothers labour-force participation rate had recovered by a mere 0.1 percentage points and was still 2.8 percentage points below where it was in November 2019.26Changes in workplace norms,including increased remote work,may amplify existing non-inclusive dynamics where DEI is not priorit
54、ized.27 Reinforcement of non-inclusive dynamics:While remote work options may allow minority groups to better avoid workplace microaggressions,28 this work style can put certain employees at a disadvantage due to barriers such as limited space or broadband access.Remote work norms such as videoconfe
55、rencing may also force employees to reveal aspects of their home lives that they would prefer to keep private.29 Concentration of remote and hybrid work opportunities:While reducing barriers to the expansion of talent pools,remote work may contribute to creating an unequal playing field.More than 20
56、%of the workforce can work as effectively remotely as in-person,yet these opportunities are concentrated among highly skilled and educated workers30 and are more available to those in higher-income positions.31 Hybrid work is preferred by all employees,especially women,who are 10%more likely than me
57、n to leave their jobs if hybrid work is not available,32 but are 15%less likely to be in jobs that offer hybrid work.Transgender and non-binary employees are 47%less likely than men to be in jobs that offer hybrid work.33 Unprecedented shifts in the skills and jobs needed in the future have and will
58、 continue to reduce the need for many lower-paid jobs,disproportionately affecting minorities and women.This presents an opportunity to reskill these workers for growing occupations in the economy:STEM professionals,health professionals,technicians and care workers.34Despite increased commitment tow
59、ards and investment in advancing DEI,progress is slow.For example,in the past five years,only one in three companies have made progress in executive-team diversity,17 with some even reversing previous progress.18 From 2016 to 2022,globally,the proportion of women in leadership director,vice-presiden
60、t,C-suite and partner-level employees increased by only 3.6 percentage points,from 33.3%to 36.9%.19 The proportion of women in senior leadership varies by industry,as seen,for example,in Technology(24%),Energy(20%),Manufacturing(19%)and Infrastructure(16%).20 The widening gap between DEI commitment
61、and impact is not going unnoticed by employees,whose perspectives on leadership accountability for DEI efforts are predominantly negative.21Progress on DEI is slow1.2Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 20238 Shrinking jobs disproportionately affect minorities and women:
62、6%of all global workers may need to find a new job by 2030,and minorities are more likely to be affected.For instance,in the European Union,those not born in the EU will be more affected than native-born workers.35 Roughly 80%of the occupations at risk of elimination due to accelerated automation fa
63、ll primarily into four occupations:office support;production work;customer service;and sales and food services.All except for production work are dominated by women.36 Growing fields are currently dominated by men:Engineering,computer science,environmental science and construction account for 60%of
64、new occupations in the US and are dominated by men.37 Similar trends are observed in Europe,where women account for only 17%and 28%of growing technology and sustainability occupations,respectively.38We are at a critical juncture,given the slow DEI progress over time and the challenges presented by t
65、hese additional trends.Such challenges also present an opportunity to harness the momentum of change39 and redefine workplace norms and systems towards sustained improvement on DEI measures.Getty/Jeffbergen9Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023A growing number of com
66、panies are pioneering new approaches to building more inclusive organizations at scale.The GPA launched the DEI Lighthouse Programme in 2022 to identify what works and why,through initiatives that have yielded significant,quantifiable,scalable and sustained impact for underrepresented groups.The DEI
67、 Lighthouse Programme seeks to share the lessons learned to support DEI efforts across companies and institutions.Its ambition is to equip leaders with best practices to help focus their DEI efforts on what works best,ultimately contributing to creating faster,scalable impact across the global busin
68、ess community and surrounding ecosystems.The Global Parity Alliance DEI Lighthouse Programme 1.3As part of a commitment to advancing DEI by sharing lessons learned,all GPA members were invited to submit detailed descriptions and outcomes of their own DEI initiatives.An independent panel of DEI exper
69、ts with diverse backgrounds and expertise was appointed by the World Economic Forums Centre for the New Economy and Society(CNES)to review the 29 submissions against the following predetermined criteria(each with a defined threshold for impact):Significance:The magnitude of impact,including change a
70、gainst a baseline,number of people affected relative to the size of the target population and/or the organizations size and degree of transformative impact on the target group(s).Quantifiability:The use of metrics to assess impact,including a clear definition of the metrics,regularity of tracking an
71、d use of metrics towards driving accountability.Scalability:The future impact potential within or beyond the organization,including the set-up of the initiative,future targets,definition of the path forward and whether the initiative has already reached its full scale in terms of its impact.Sustaina
72、bility:The potential for the initiative to drive long-term impact in the organization,including the length of time the initiative has been running,and its structure and governance.The panel identified eight DEI Lighthouse initiatives based on the aforementioned criteria and highlighted seven additio
73、nal initiatives with specific design and execution elements for leaders to learn from.Following the selection process,a DEI-focused team from McKinsey&Companys People&Organizational Performance Practice together with the Forum team analysed the selected initiatives and identified the success factors
74、 common across the Lighthouse cases.The success factors shared in this report were verified by DEI experts and pressure-tested against known best practices.Process and methodology for identifying DEI Lighthouses and associated success factorsPlease see the Appendix for more detail on the GPA,DEI Lig
75、hthouse Programme and independent expert panel.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202310Nuanced understanding of root causes1The DEI Lighthouse Programme identified five common success factors across the initiatives that yielded the most significant,scalable,quantifiab
76、le and sustained impact for underrepresented groups.While there is no“one-size-fits-all”solution,thinking through each of these elements will help set up an organizations DEI initiatives for success(Figure 1).It is important to start by identifying the companys DEI-related challenges and the associa
77、ted root causes,to inform opportunity prioritization,goal setting and solution design.Understand the problem with a deep fact base:Start with a broad assessment of the organization to identify potential problem areas and any geographic-or segment-specific nuances.For example,an organization may begi
78、n with a company-wide survey on employee experience and inclusion and an analysis of its talent pipeline.Identify the root causes:Assess potential problem areas through deeper data analysis and employee focus groups to identify what causes the issue and what changes are required.Root causes likely i
79、nclude a combination of internal barriers(such as organizational policies)and external barriers(such as cultural beliefs).Get input from the target population,initially and throughout:It is critical that DEI initiatives are shaped by the voices of the target population without burdening those indivi
80、duals with the work.At the start of the process,solicit input through surveys,user interviews and focus groups.During the design and piloting processes,continue to seek input from the target population to test and refine the solution.Prioritize and sequence problem areas:Many areas for improvement m
81、ay be identified,but not everything can be effectively addressed at once.Prioritize and sequence opportunity areas for example,by considering impact versus feasibility and urgency versus importance.Maximize potential impact by considering your organizations core competencies and unique positioning.F
82、ive common success factors across DEI Lighthouse initiatives1.4What works for DEI initiatives:five common success factorsFIGURE 1Understand the problem with a deep fact baseIdentify the root causes Get input from the target population,initially and throughout Prioritize and sequence problem areas1.N
83、uanced understanding of root causes Set initiative as a core business priority Hold senior leaders accountable for outcomes,not just inputs or activities Model and lead desired change,starting with the CEO and senior leaders Ensure resources for longevity in the budget,expertise and timeline3.Accoun
84、table and invested business leaders Set clear and quantifiable aspirations(what and by when)Articulate a clear case for change that moves employees to action2.Meaningful definition of successDevelop solutions that address the root causes,with scalability in mind Integrate changes into key processes
85、and ways of working,so impact is sustained Equip and encourage employees to contribute4.Solution designed for context Define KPIs and implement rigorous tracking process Use data and feedback to course-correct as needed5.Rigorous tracking and course correctionGlobal Parity Alliance:Diversity,Equity
86、and Inclusion Lighthouses 202311Meaningful definition of successAccountable and invested business leadersSolution designed for context234Setting clear,measurable goals and effectively communicating the rationale behind the DEI effort will guide the initiative and help galvanize support for change.Se
87、t clear and quantifiable aspirations(what and by when):After prioritizing an opportunity area,define success by setting measurable near-and long-term goals.To understand what is feasible,engage a cross-functional,diverse team well versed in the strengths and needs of the organization.This process sh
88、ould be informed by the fact base developed through root-cause analysis as described under the first success factor(i.e.nuanced understanding of root causes).Articulate a clear case for change that moves employees to action:The case for change sets out why the organization is focusing on the effort
89、and connects the rationale to the companys values,mission,business outcomes and“whats in it for me”at each level of the organization.This helps employees understand what to expect and serves as a call to action.Deep commitment from executive management sets initiatives up for success by signalling i
90、mportance and facilitating adequate resourcing.Set initiative as a core business priority:Formally incorporating DEI goals into quarterly and annual planning allows for securing the resources,time and attention needed to drive change.Hold senior leaders accountable for outcomes,not just inputs or ac
91、tivities:Holding senior business leaders accountable by tying outcomes to performance incentives facilitates continued focus on the initiatives effectiveness,starting from the top of the organization.Model and lead desired change,starting with the CEO and senior leaders:Senior leadership can,for exa
92、mple,serve as the public face of the DEI initiative,lead the operation,advocate for the initiatives needs and/or adopt desired behaviours and ways of working.This signals importance to the rest of the organization and encourages other employees to follow suit.Leaders tend to hold the most social cap
93、ital in an organization and can use that to advance DEI initiatives.Ensure resources for longevity in the budget,expertise and timeline:Like any other core business activity,DEI initiatives need to be resourced based on the capabilities required to effectively execute on the plan.This may require a
94、cross-functional team(not limited to the HR function)and access to experts,possibly through external partnerships.Driving effective,sustainable impact requires solutions that address the root causes of the problem and are integrated into day-to-day work.Develop solutions that address the root causes
95、,with scalability in mind:To effectively address the most critical root causes,the initiatives solutions will likely need to be multifaceted.As an illustrative example,a coaching programme alone will not solve a gender parity problem.The solution set will also need to address systemic bias in hiring
96、,performance management and other policies that disadvantage the target population.Each solution should be designed with scalability in mind to ensure that potential impact will not be hindered by barriers such as cost or operational complexity.Integrate changes into key processes and ways of workin
97、g,so impact is sustained:To drive enduring change,the solution needs to address relevant elements of the organizations systems,processes and ways of working.Sustained change also requires a shift in mindset and behaviour for all employees(e.g.addressing unconscious bias).Equip and encourage employee
98、s to contribute:As part of the process of designing a solution,companies not only need to equip employees to make the desired change(e.g.through upskilling)but also to encourage them to do so by setting new expectations,measuring progress and holding them accountable through performance management.G
99、lobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202312Rigorous tracking and course correction5Measuring progress against initiative goals allows leaders to evaluate the solutions effectiveness and supports the most impactful use of company resources.Insights from tracking may surfac
100、e opportunities to adjust or course-correct the initiative to increase impact.Define KPIs and implement rigorous tracking process:Designing a measurement strategy involves picking the right metrics and milestones to track at regular intervals(e.g.before,during and after a programme phase).Scorecards
101、 should track progress towards a high-level aspiration(e.g.the percentage of women in leadership roles),the resolution of root causes(e.g.reducing gender bias seen through an increase in the promotion rate of women)and granular initiative actions(e.g.the percentage of women with an assigned mentor a
102、nd the frequency and quality of those interactions).Data collected should include qualitative feedback from target populations.Use data and feedback to course-correct as needed:With the right metrics and milestones in place,adjustments to the solution can be implemented sooner rather than later to e
103、nsure the solution is effectively addressing the root causes.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202313Below:sturti/Gettyimages2023 DEI Lighthouses and highlighted cases2Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202314This section details each of
104、 the eight DEI Lighthouse initiatives selected by the independent expert panel for meeting predetermined impact benchmarks.Given that there is no“one-size-fits-all”solution for advancing DEI and driving enduring impact,the intention of this section is not to provide a list of initiatives to replicat
105、e but to illustrate key elements of what contributed to each initiatives impact.The“key actions”portion of each case provides a real-life example of the common success factors outlined in Section 1 of this report.The cases can serve as reference points for what works when considering how to improve
106、DEI efforts within the context of an organization.The eight Lighthouse cases vary by aspiration,target population and other characteristics.Here is an overview of the range of cases selected:Initiative geography:global(2),US(2),India(1),UK(1),Trkiye and Kuwait(1)and Japan(1)Initiative scope:internal
107、 only(3),external only(2)and internal and external(3)Target population:women(5),socioeconomically disadvantaged individuals(3)and neurodivergent individuals(1)40 Aspiration:gender diversity(including representation and pay equity)(5),socioeconomic mobility(3)and neurodivergent diversity(1)41 Types o
108、f solutions:upskilling;opportunity creation;redesign of processes,policies,benefits and ways of working;mentorship and sponsorship;community-building and outreach Sponsor companies:represented seven different industries and varied in size from 25,000 to 100,000+employeesWhile the inaugural group of
109、DEI Lighthouse cases addresses challenges affecting diverse identities in differing geographical areas,the majority of cases are focused on gender parity-related issues.This is due,in part,to gender work being one of the longest-standing areas of DEI efforts and the evaluation rubrics emphasis on th
110、e scale and significance of the resulting impact.The DEI Lighthouse Programme intends to increase the number of submissions in the future to uncover a larger number of impactful initiatives across other dimensions,such as racial equity,LGBTQIA+inclusion and inclusion of people with disabilities as w
111、ell as their intersections.The expert panel also highlighted“stand-out”design and execution approaches from seven other submissions.Snapshots of each of these highlights follow the eight Lighthouse case profiles and provide additional real-life examples in the context of initiatives designed to supp
112、ort other populations,including LGBTQIA+,Black,Hispanic,Latino and Asian.2023 DEI Lighthouses2.1Impact snapshotOrganizationDescription WalmartInclusive recruiting processes and working environments for neurodivergent candidates and employees through upskilling and process redesign.Neuro-Diverse Cent
113、ers of Excellence launched across 19 cities in eight countries,with a 92%retention rate for neurodivergent employees hired through the programme.Pay equity across all offices,in over 100 countries,with a global-local compensation framework,supported by a robust governance and automated analytics.By
114、2020,99.6%of workforce covered by programme.Social mobility for individuals from lower socio-economic backgrounds in the United Kingdom through advocacy,community development,upskilling and inclusive workplace hiring practices.18k+students from socioeconomically disadvantaged areas received workplac
115、e skills training;400+students from lower socioeconomic backgrounds completed paid work experience,600+hired on Tech Degree Apprenticeships and 600+social enterprises upskilled by programmes.PwC office opened in a social mobility“cold spot”(area with comparatively fewer educational and economic oppo
116、rtunities),creating 200+jobs.Advancing intersectional gender diversity for employees and students through inclusive work policies and recruiting processes,upskilling and sponsorship.8.6%increase in percentage of women-identifying managers,95%increase in applications received for the women-in-enginee
117、ring scholarship programme,first transgender hiring programme in India.Gender parity in science,technology,engineering and mathematics(STEM)professions,for women and girls in Trkiye and Kuwait,through upskilling and opportunity creation.53,000+high school and university students and 275 teachers acr
118、oss 125 schools in 34 cities participated in the high school programme;82%of graduates from the university programme secured full-time engineering roles.Accelerating gender parity,at board and executive-management levels,for women employees in the Japan office and business community,through inclusiv
119、e work policies,upskilling and community impact.24%increase in the ratio of women leaders;91%of programme participants felt motivated to work towards a promotion(vs.50%prior to the programme).Economic empowerment for at-risk women in the United States through upskilling and opportunity creation.1,00
120、0 at-risk women enrolled in programme,with 95%of apprenticeship graduates advancing into long-term job opportunities.Social mobility for associates(employees)in the United States through free,career-enhancing education and upskilling.89,000+associates have participated and 15,000+associates have gra
121、duated from the programme;hourly associates who participated in the programme were promoted at a 2x higher rate and retained at a 20%higher rate than non-participants.Snapshot of 2023 DEI Lighthouse casesTABLE 12018 SHISEIDOAuthorized February.2018Global Parity Alliance:Diversity,Equity and Inclusio
122、n Lighthouses 202315Below:devotchkah/Envatoelements 100,000+employees$45.4b in revenue46 Global,headquartered in United Kingdom Professional services As of October 2022:NCoEs established across 8 countries in 19 cities,with 400 neurodivergent team members hired and trained since the first pilot in 2
123、016.92%retention rate of individuals hired through NCoEs.1.2-1.4x greater productivity,quality and timeliness of output from teams with NCoE members than teams without NCoE members.EYInternal effortNeurodivergent inclusionInitiative context and objectiveIn 2016,the Global EY Organization(“EY”)launch
124、ed their Neuro-Diverse Centers of Excellence(NCoEs)which employ neurodivergent individuals and facilitate inclusive hiring,training,onboarding and development practices for neurodivergent individuals through upskilling and process redesign.EY recognized that despite often having exceptional skills i
125、n high-demand fields,neurodivergent individuals individuals with dyslexia,autism,ADHD and other inherent cognitive differences faced significant employment challenges in the labour market.NCoEs helped EY meet their growing talent needs by hiring neurodivergent individuals with the aptitude,acumen an
126、d interest for solving complex issues through data and emerging technologies while creating career opportunities for a group of individuals who are typically underemployed.15-20%of the worlds population is neurodivergent42 and faces proportionally higher unemployment rates.For instance,in the United
127、 States,it is estimated that 2%of adults are on the autism spectrum43 just one example of neurodiversity.Of that group,42%are unemployed,44 compared to the average unemployment rate of roughly 5%for the overall population.45 Inclusive recruiting processes and working environments for neurodivergent
128、candidates and employees through upskilling and process redesignImpact highlightsCompany stats16Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023Nuanced understanding of root causes123Meaningful definition of successAccountable and invested business leaders Understand the proble
129、m with a deep fact base:When evaluating ways to meet its growing need for innovation and technical skill sets,EY examined its organizational structures and processes to identify new talent sources.As a result,EY considered the possibility that neurodivergent candidates may have inadvertently been sc
130、reened out,potentially due to the structure of traditional behaviour-based interviews.Identify the root causes:EY reviewed their organizational processes,including interview assessment and performance management,to identify potential barriers for employees.Through their evaluation of the interview p
131、rocess,EY found that the display of certain“soft skills”was perceived as an indication of good performance.They also discovered that qualified neurodivergent candidates and employees may be less likely to exhibit these soft skills and that alternative indicators could better assess true aptitude,acu
132、men and interest.Get input from the target population,initially and throughout:EY received input from existing neurodivergent employees,employees hired through NCoEs and external community collaborators(including neurodivergent self-advocacy networks)to identify potential initial barriers faced by t
133、he neurodivergent community to inform programme design.Prioritize and sequence problem areas:EYs business need to hire and grow a new pool of talent across a variety of analytical roles added urgency to this focus area.Set clear and quantifiable aspiration(what,by when):EY set a goal to design,test
134、and prove a sustainable and globally scalable NCoE model over the first three years of the programme.Articulate clear case for change that moves employees to action:EY communicated that the programme created a sustainable and scalable value model that increases diversity,productivity and creativity
135、at all levels of the organization.They also highlighted their capability to become a thought leader in driving innovation through a neurodiverse47 community and to support individuals who are at risk of being excluded from the workforce due to cognitive differences.Set initiative as a core business
136、priority:Addressing the fast-growing analytical talent shortage was identified as a strategic objective.EYs Global Chairman and CEO appointed the Global Vice Chair for Transformation(a member of the Global Executive,the organizations most senior leadership body)to oversee the NCoE work.EY regards NC
137、oEs as strategic drivers that make the business more agile,innovative,effective and efficient.Hold senior leaders accountable for outcomes,not just inputs or activities:The NCoEs are continually evaluated on work quality,productivity and contributions to innovation.A Director on EYs Transformation a
138、nd Innovation services team leads the NCoEs and reports into EYs Global Vice Chair for Transformation,who is ultimately accountable for their success.Role model and lead desired change,starting with CEO and senior leaders:EYs Global Chairman and CEO,Global Vice Chair for Diversity,Equity&Inclusivene
139、ss,and Global Vice Chair for Transformation frequently discuss their aspirations for the programme at a business and human level to help engage and mobilize employees.EY leaders,including the NCoE leader,publicly advocate for neurodiversity through media channels,in business communities and at educa
140、tional institutions.Key messages include addressing the stigma associated with neurodivergence and reframing neurodivergence as a valuable difference in cognition.Resource for longevity with budget,expertise and timeline:NCoEs are resourced and treated with the same rigor as all initiatives in EYs T
141、ransformation and Innovation service.They are staffed with a cross-functional team of business managers,neurodiversity job coaches and recruiting leaders.EY also collaborated with academic institutions,local governments and NGOs to source,upskill and support NCoE team members,and to support research
142、 and data collection on the programme and its impact.Key actionsGlobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202317Solution designed for context45Rigorous tracking and course correction Develop solutions that address the root causes with scalability in mind and integrate changes
143、 into key processes and ways of working so impact is sustained:Recruiting and onboarding:Implemented performance-based interview assessments to more accurately surface strengths and accommodate neurodivergent individuals.Redesigned onboarding and management models to support a wider range of learnin
144、g styles.Ways of working:Created formal and informal channels for neurodivergent team members to communicate with EY leaders regarding their individual accommodation needs.Regular check-ins between NCoE team members and their managers were key to addressing feedback.Adjusted communication and knowle
145、dge-sharing practices to create a more inclusive environment for neurodivergent team members,including sharing information via multiple channels(e.g.messaging platforms and video conferencing).Provided accommodations in the work environment,including noise-cancelling headphones and designated quiet
146、office areas to avoid potential overstimulation for some NCoE team members.EY further provided additional computer screens to allow some NCoE team members to better segment their work and focus.Career progression and development:EY adapted their existing performance management process for NCoEs.For
147、example,managers were trained to fairly assess and weigh technical skills versus non-technical skills to more accurately evaluate performance against the true requirements of the role.Introducing more frequent and deliberate feedback discussions between NCoE team members and their immediate manager
148、allowed for expectations of performance to be managed and maintained.Equip and encourage employees to contribute:EY upskilled neurotypical employees on how to establish psychological safety for neurodivergent colleagues and the advantages that cognitively diverse teams possess.The neurotypical workf
149、orce was educated to reframe the perception of disabilities as a strength and to learn how to create inclusive environments.EY leaders are expected to uphold an inclusive workplace and are evaluated on inclusive leadership as part of the performance management process.Further,EY shared NCoE team mem
150、ber stories through existing channels(e.g.townhall meetings and client service growth portfolios)to trigger curiosity in and engagement from EYs neurotypical employee and client base.This resulted in employees proactively encouraging their clients to consider the NCoE model to better support their o
151、wn neurodivergent candidates and employees.Define KPIs and implement rigorous tracking process:EY tracked the number of neurodivergent colleagues hired,retained and promoted through the NCoEs.They also tracked performance metrics for NCoE teams,including output,work quality,retention and profitabili
152、ty.Use data and feedback to course correct,as needed:Participant feedback and experience from the NCoEs informed the development of additional programme components,such as the formal Community Accelerator.EY recognized that engaging local stakeholders before the creation of an NCoE helped effectivel
153、y establish and maintain the programme in each location.The accelerator allowed EY to engage with the local neurodivergent community and build stakeholder relationships to support neurodivergent individuals in the community(e.g.in their transition from university education to employment)early on in
154、the NCoE establishment process.In addition,in locales where there wasnt strong sourcing,skilling and support groups,EY leveraged the neurodiversity Community Accelerator to educate organizations on the benefits of the NCoE model.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 20231
155、8ADVICE FOR OTHERSNEXT AREAS OF FOCUS Extend impact beyond the organization by helping other organizations do better:EY used what worked for them to help their clients transform their hiring and working practices to be more inclusive of neurodivergent candidates and employees.Collaborate with expert
156、s to continue to learn and improve:EY collaborated with academic institutions,NGOs and advocates of the neurodivergent community to share knowledge and identify new areas for improvement.Grow NCoEs into more geographies in Asia-Pacific,Latin America and Continental Europe.Create formal case studies
157、for external educational institutions to help others develop skills needed to unlock the potential of typically underrepresented communities.Continue to share the story and learnings of the NCoEs with other organizations to create value through neurodivergent inclusion.Global Parity Alliance:Diversi
158、ty,Equity and Inclusion Lighthouses 202319Below:devotchkah/Envatoelements 50,000-99,999 employees$4.03b in revenue50 Global,headquartered in Trkiye Infrastructure and urban development Engineer Girls of Turkey(EGT):53,000+high school students and 275 teachers across 125 schools in 34 cities particip
159、ated in the EGT High School Program,designed to raise awareness about engineering as a career and to combat gender-based stereotypes,from 2018 to 2021.710 women engineering students have participated in the EGT University Program,of which 87%were granted scholarships and 17%received internship oppor
160、tunities,among other programme benefits,from 2015 to 2021.84%of university graduates who participated in EGT(149 of 178)secured full-time jobs,the vast majority of which were engineering roles,from 2015 to 2021;16%of those employed(23 of 149)are working or have worked at Limak.Engineer Girls of Kuwa
161、it(EGK):200+women students completed the engineering and management certification programme from 2017 to 2021.LimakExternal effortGender equityInitiative context and objectiveIn 2015,Limak launched the flagship Engineer Girls of Turkey(EGT)project to encourage women university students in Trkiye to
162、pursue a career in STEM with a focus on engineering.In 2017,they launched a similar project in Kuwait.The following year,Limak expanded its efforts in Trkiye with additional training programmes for high-school students.These initiatives were designed and delivered in partnership with local schools,g
163、overnments and NGOs,and offered scholarships,upskilling,mentorship and employment opportunities.According to the World Economic Forums 2022 Global Gender Gap Report,it will take the world 132 years at the current rate of progress to reach full gender parity.48 There are a myriad of barriers preventi
164、ng women from gaining the same opportunities as men across all sectors,and this is particularly difficult in the STEM sector,as women currently occupy only 15%percent of all engineering roles globally.49 Gender parity in STEM professions,for women and girls in Trkiye and Kuwait,through upskilling an
165、d opportunity creation Impact highlightsCompany stats20Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023Nuanced understanding of root causes123Meaningful definition of successAccountable and invested business leaders Understand the problem with a deep fact base:Limak learned tha
166、t only a small percentage of all engineers in Trkiye were women and that low representation was due,in part,to cultural and societal barriers.Their research revealed that women with an affinity for STEM were typically encouraged to pursue medicine,as engineering was considered a career path stereoty
167、pically reserved for men.Limak found that these stereotypes and societal pressures negatively impacted womens self-confidence and belief that they could pursue a career in engineering.Identify the root causes:Limak identified several barriers preventing women from working in engineering,including ge
168、nder stereotypes,family obligations and lack of mentorship and representation of women in the field.They also found that certain members of the community parents and teachers had a particularly strong influence on whether women students pursued careers in engineering.Get input from the target popula
169、tion,initially and throughout:Limak partnered with local schools,governments and NGOs to tailor the project to the communitys needs and to maximize the impact of their investment.Prioritize and sequence problem areas:Limaks deep understanding of the skills needed in engineering,as well as the Chairp
170、ersons personal experiences as a woman working in the engineering field,put the company in a unique position to develop projects to empower and create opportunities for women to pursue careers in STEM.Set clear and quantifiable aspiration(what,by when):In 2015,Limak set a corporate goal to make engi
171、neering a real career option for women in Trkiye and to be an industry leader in supporting women in STEM.After launching the project,Limak determined that the optimal number of women per cohort in their university project was 150 participants per year.Articulate a clear case for change that moves e
172、mployees to action:As a woman engineer herself,the Chairperson had a strong personal case for change and shared stories of the challenges she faced and observed throughout her career.Her conviction and personal messaging moved employees to volunteer as mentors for the project.Set initiative as a cor
173、e business priority:Social impact is one of the four key pillars that executive management at Limak including the Chairperson prioritize.EGT is Limaks flagship project under the companys social impact pillar and contributes to achieving the companys vision for an equal and fair future for all.Role m
174、odel and lead desired change,starting with CEO and senior leaders:The Chairperson was the face of the initiative and is credited with the success of the project due to public promotion of and personal investment in EGT.She shared her own story to help raise awareness and tackle gender-based stereoty
175、pes in STEM,was involved in project planning and engaged her personal network to bring on mentors and secure job opportunities for the university programme participants.Resource for longevity with budget,expertise and timeline:With funding from the Limak Foundation,Limak tasked the corporate communi
176、cations team to design and execute the project in partnership with the United Nations Development Programme(UNDP).Limak employees also served as mentors and facilitators for EGT.Key actionsGlobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202321Solution designed for context 45Rigorou
177、s tracking and course correction Develop solutions that address root causes with scalability in mind:Upskilling:For target population:Limak designed certificate programmes to provide female students,from high school to college,with the skills needed to sustain a career in engineering.For community:L
178、imak offered trainings to equip teachers and parents with the tools needed to support aspiring women engineers.Limak also led sessions to tackle gender stereotypes within the community.Mentorship and coaching:Mentors and coaches support EGT university participants through monthly check-ins.First-yea
179、r participants are paired with EGT alumni to help them navigate the university programme.Experienced women engineers mentor second-and third-year participants to set goals(e.g.academic and career)and work through challenges.Fourth-year participants work with assigned coaches to prepare them for the
180、early stages of their careers.Financial aid:Limak awards scholarships to female university students majoring in various types of engineering.Opportunity creation:Limak worked with its talent pipeline and local partners to offer internship and full-time job opportunities to EGT university participant
181、s.Community-building:Limak hosts an annual gathering for EGT university participants and their mentors and coaches to learn from each other and build lifelong friendships.EGT alumni are also invited to participate in the event,alongside famous engineers and special guests(e.g.celebrities).Throughout
182、 the duration of the programme,Limak offers additional trainings,special events and cultural visits to deepen participants preparedness and involvement in the EGT community.PR campaign:The Chairperson promoted her personal story nationally and across global platforms.Limak also ran campaigns to adve
183、rtise engineering as an attractive career choice for women.Equip and encourage employees to contribute:Employees are encouraged to become mentors,provide job and internship opportunities and support EGT participants though advice,networking opportunities and career counselling.Define KPIs and implem
184、ent rigorous tracking process:Limak tracked KPIs(e.g.#of participants,#of sponsorships and internships provided,#of active mentors and coaches,employment rate after graduating from the university programme,and programme growth rate YoY)and participant feedback.Use data and feedback to course correct
185、,as needed:The programme was piloted in Trkiye and then in Kuwait.Through the pilot,Limak learned to adapt the programme to local needs.For example,they found that participants in Kuwait did not need as much financial support,so they reoriented funds towards mentorships and trainings.Global Parity A
186、lliance:Diversity,Equity and Inclusion Lighthouses 202322ADVICE FOR OTHERSNEXT AREAS OF FOCUS Leverage media to influence cultural perceptions:Limak recognized that all parties(e.g.families,professors and students)had to be able to visualize engineering as a career choice for women.To spark that min
187、d-set shift and increase awareness,the company shared interviews featuring the Chairperson and project participants to normalize and build excitement around engineering as a suitable career choice for women.Limak also engaged with high-school students through social media,where they shared stories a
188、bout project participants and an EGT jingle.Engage local stakeholders to design an effective solution:Limak partnered with local government(including the Republic of Trkiye Ministry of Family and Social Services as well as the Republic of Trkiye Ministry of Education),NGOs(including the UNDP),univer
189、sities and schools to help tailor,implement and scale the flagship project effectively in each market.Encourage leaders to use their social capital to amplify impact:Limaks Chairperson publicly shared her personal experiences to bring attention to the issue and generate interest in engineering as a
190、suitable career choice for women.She also contributed to the project by using her personal network to find mentors and job opportunities for participants.Centralize the companys efforts in Trkiye and Kuwait under one brand:Global Engineer Girls(GEG).Expand globally,starting with Kosovo and North Mac
191、edonia in 2022,while more new geographies will be added in the coming years.Make the project more sustainable and cyclical by expanding alumnis engagement with the project.Currently,all EGT alumni are involved through mentorship programmes and internship and job opportunity creation for participants
192、.Grow the pool of mentors and job and internship opportunities through the Limak employee base,partnerships with other companies and the EGT/EGK alumni network.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202323 25,000 49,000 employees 3,875m in revenue54 Headquartered in the Un
193、ited Kingdom Professional services External:18k+students went through PwCs workplace skills programmes in socioeconomically disadvantaged areas from 2020 to 2022.608 students have joined the Technology Degree Apprenticeship programme since 2018 to develop professional skills and gain tech work exper
194、ience,and will be offered permanent graduate employment upon graduation.414 students from lower socioeconomic backgrounds went through the paid work experience programme in 2021 and 2022.In 2022,71%of participants were ethnic minorities,31%were black and 49%were women.600+social enterprises were ups
195、killed to become more effective at driving progress on social mobility through PwCs social mobility training and development programmes from 2011 to 2022.200+individuals were employed from a diverse range of backgrounds at the new PwC office opened in the Bradford Opportunity Area(a social mobility“
196、cold spot”area55)from 2019 to 2022.Internal:Increase from 9%to 17%in the proportion of new hires from lower socioeconomic backgrounds,from FY 2020 to FY 2022.PricewaterhouseCoopers UK(PwC UK)Internal and external effortSocioeconomic mobilityInitiative context and objectivePwC UK established a five-y
197、ear plan to help advance social mobility in the United Kingdom through external programmes focused on community development,upskilling and advocacy,and internal programmes focused on hiring and creating an inclusive work environment.The initiatives aim to enable more people from lower socioeconomic
198、backgrounds to develop the skills needed to be successful in their career of choice,and to make PwC a more inclusive organization where people from all backgrounds are able to work,develop and succeed.The top 10%of global workers,on average,earn six times more than the bottom 50%.51 The United Kingd
199、om has lower social mobility compared to other developed countries(measured by intergenerational elasticity of income).52 Studies of the United Kingdom have shown that social mobility opportunities are not equitable across the countrys geography due,in part,to a lack of education and workforce oppor
200、tunities.53 Social mobility for individuals from lower socioeconomic backgrounds in the United Kingdom through advocacy,community development,upskilling and inclusive hiring and talent development practicesImpact highlightsCompany statsBelow:devotchkah/Envatoelements24Global Parity Alliance:Diversit
201、y,Equity and Inclusion Lighthouses 2023Nuanced understanding of root causes123Meaningful definition of successAccountable and invested business leaders Understand the problem with a deep fact base:As part of their ongoing DEI assessment of underserved communities in the United Kingdom,PwC recognized
202、 that young people from socioeconomically disadvantaged backgrounds did not have the same access to engage with employers and develop skills as those from socioeconomically privileged backgrounds.Identify the root causes:A key barrier was lack of access to educational and professional experiences an
203、d encounters with employers.Young people who have four or more encounters with the world of work while in school are 86%more likely to receive higher education and employment opportunities as adults.56 This barrier exists at the individual level(e.g.individual students getting passed over for opport
204、unities)and at the systemic level(e.g.schools in certain geographic areas not having access to opportunities).Prioritize and sequence problem areas:PwC was uniquely positioned to develop learning and job experience programmes because of their competencies in professional development and upskilling.A
205、s a major UK employer,they also had the ability to create job opportunities to support social mobility.Set clear and quantifiable aspiration(what,by when):PwC created a five-year,five-point social mobility action plan with quantified aspirations for desired impact:Help 25,000 young people develop wo
206、rkplace skills through programmes with schools and colleges across the United Kingdom,with a particular focus on social mobility cold spot areas.Provide 200 young people from lower socioeconomic backgrounds with paid work experience each year.Provide 100 young people with technology degree apprentic
207、eships.Become a cornerstone employer57 and support the governments social mobility agenda through the Bradford office(situated in a social mobility cold spot area in the United Kingdom).Support the development and skills training of 250 social enterprises across the country and commit to spending at
208、 least 10 million through their supply chain with social enterprises.Articulate clear case for change that moves employees to action:PwC communicated several rationales for the programme,including the intention to:support individuals disproportionately impacted by socioeconomic barriers;increase the
209、 diversity of talent in the workplace by focusing on potential,regardless of background;and increase inclusion internally at the company for employees of all socioeconomic backgrounds.Set initiative as core business priority:The Board of Directors named advancing social mobility a key priority for t
210、he organization.Hold senior leaders accountable for outcomes,not just inputs or activities:The Executive Board holds the Chief People Officer accountable for delivering on the organizations social mobility aspirations,including outcomes for the programme.Role model and lead desired change,starting w
211、ith CEO and senior leaders:Senior leaders who had experienced socioeconomic barriers shared their personal stories through the“Social Mobility Stories”internal campaign to create awareness of this often-overlooked aspect of identity.They also supported external outreach through speaking events at sc
212、hool programmes and through the media.Resource for longevity with budget,expertise and timeline:The UK Chairman for PwC actively endorsed and sponsored the programme.A team and leader,whose role is fully dedicated to advancing social mobility in the United Kingdom,was allocated to develop and implem
213、ent the programme.Key actionsGlobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202325Solution designed for context45Rigorous tracking and course correction Develop solutions that address the root causes with scalability in mind and integrate changes into key processes and ways of wor
214、king so impact is sustained:External:Workplace skills programme:PwC launched programmes at schools and colleges across the United Kingdom,with a focus on social mobility cold spot areas,to help students develop skills and access careers in business.Technology skills programme:PwC launched apprentice
215、ship programmes in partnership with universities where they offer free tuition and paid work experience to students,including many from lower socioeconomic backgrounds.Paid work experience programme:PwC launched a programme for students from lower socioeconomic backgrounds to gain paid work experien
216、ce and learn soft skills and teamwork during summer vacation.Social enterprise development programme:PwC provided mentoring and training and developmental support to social enterprises across the United Kingdom to equip them with tools to more effectively alleviate barriers to socioeconomic mobility
217、.Cornerstone employer:PwC became a cornerstone employer in Bradford an area defined as a social mobility cold spot.This includes providing skills,development programmes and workplace experiences for local students,as well as employment opportunities for members of the local community.Internal:People
218、 analytics:PwC expanded data collection on the socioeconomic background of their workforce to better understand barriers faced by this demographic of employees and developed insights to inform adjustments to HR and training processes.Recruiting process:PwC updated their candidate evaluation approach
219、 to be potential-focused rather than past performance-focused and diversified talent sources to reach more candidates of lower socioeconomic backgrounds.Equip and encourage employees to contribute:PwC engaged their employee base by establishing a social mobility network a community of employees from
220、 lower socioeconomic backgrounds and allies which has grown to 3,000+members.The network also serves as a volunteer base for the programme and includes 120 champions who lead advocacy work and recruit volunteers.Define KPIs and implement rigorous tracking process:PwC tracked KPIs for each objective
221、of the initiative(e.g.#students taught through workplace skills and technology skills programmes and#young people employed through paid-work experience programme).These metrics are shared publicly through PwCs ESG reports.Use data and feedback to course correct,as needed:Based on school and student
222、feedback,PwC found participants had difficulty commuting to geographic locations beyond a certain distance.To alleviate this barrier,PwC began covering travel expenses for students to attend in-person learning programmes and offering more virtual events.Further,during the COVID-19 pandemic,when the
223、programme could only be offered virtually,student feedback indicated a preference for in-person workplace learning experiences.As a result,PwC launched a hybrid work-experience programme in 2021.Social mobility champions also advocated for the location-specific needs of their communities to inform p
224、rogramme tailoring.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202326 Review the findings from an independent data analysis conducted by the University College of London to:(1)understand the socioeconomic backgrounds of PwCs talent pipeline and the career progression barriers f
225、or employees of lower socioeconomic backgrounds,and(2)design solutions to create a more inclusive hiring,retention and promotion process.This includes setting targets for the proportion of new hires and of their workforce at all levels from lower socioeconomic backgrounds.Expand work with refugees a
226、nd care leavers(individuals who spent part of their youth living in foster care,childrens homes or supported housing services).ADVICE FOR OTHERSNEXT AREAS OF FOCUS Engage with the broader community to amplify impact:PwC partnered with academic institutions and NGOs to create and deliver skills progr
227、ammes.They also worked with the UK governments Social Mobility Commission to develop the employer toolkit and measurement guidance,and to empower other employers to make an impact.PwC co-founded numerous social mobility collaborations(such as Access Accountancy and RISE)and PwC leaders spoke at conf
228、erences and to the media on the subject.Use data to inform resource allocation and make the most impact:When designing their outreach programmes,PwC targeted schools with a higher-than-average proportion of students in receipt of free school meals and in social mobility cold spots to ensure the targ
229、et population was reached.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202327Below:devotchkah/Envatoelements 25,000-49,000 employees$29.12b in revenue59 Global,headquartered in Netherlands Staffing and human capital 1,000 women enrolled in Hire Hope between programme launch in 2
230、014 to 2021.The majority of Hire Hope participants are also part of other underserved identities/groups:70%of participants identify as people of colour/ethnically diverse 96%of participants are not college educated 5%of participants identified as having a disability 3%of participants are veterans or
231、 had some military service 90%of enrolled women(900 of the 1,000)received paid apprenticeships from 2014 to 2021.95%of apprenticeship graduates advanced into long-term job opportunities,including 10%hired into roles at Randstad from 2014 to 2021.Participants reported that the programme also contribu
232、ted to their self-confidence,self-worth,sense of purpose,work ethic,hope and life trajectory.RandstadExternal effort Gender equity and socioeconomic mobility In 2014,Randstads US office launched their Hire Hope programme to provide career-readiness training and job-placement services to women surviv
233、ors of housing insecurity,domestic violence and human trafficking.Throughout 35 weeks and three phases(Restore,Grow and Thrive),the programme provides participants with technical and soft-skill training,paid apprenticeships,career transition support and ongoing mentorship with the goal of securing l
234、ong-term,permanent employment.The initiative leverages Randstads core business to create opportunities for underrepresented community members while increasing the talent pipeline diversity for Randstad and its client partners.Hire Hope is part of Randstads broader objective to impact 500M people wor
235、ldwide by 2030.In a 2017 report,the International Labor Organization estimated that there were 24.9 million victims of human trafficking globally,including victims of sex trafficking and forced-labour exploitation;99%of sex-trafficking victims were women and girls,and 54%of forced-labour victims wer
236、e women.58 Economic empowerment for at-risk women in the United States through upskilling and opportunity creationImpact highlightsCompany stats28Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023Nuanced understanding of root causes123Meaningful definition of successAccountable a
237、nd invested business leaders Understand the problem with a deep fact base:As part of their broader objective to impact 500 million people worldwide by 2030,Randstad employees researched macro challenges disproportionately faced by disadvantaged populations.Of these major human rights issues,they not
238、ed unprecedented levels of displacement and human trafficking.Identify the root causes:Randstad found that women survivors of housing insecurity,domestic violence and human trafficking who are trying to leave at-risk situations are often held back by financial dependence due to unemployment.Get inpu
239、t from the target population,initially and throughout:Randstad partnered with expert community-based partners,including NGOs,to better understand participants situations.They also used interviews,surveys and assessments with participants to understand the support and skills needed.Prioritize and seq
240、uence problem areas:Randstads expertise in human capital development and deep understanding of the skills needed in the current labour market put them in an optimal position to tackle economic empowerment through career readiness and opportunity creation.Set clear and quantifiable aspiration(what,by
241、 when):Randstad US aimed to achieve a 98%long-term employment placement rate for Hire Hope participants who completed the programme.They set additional company-wide objectives to impact 500M people by 2030 and to create a more diverse talent pipeline.Articulate clear case for change that moves emplo
242、yees to action:Hire Hope aligns with Randstads“Simultaneous Promotion of All Interests”core value of giving back to the communities in which they operate.The company expects employees to live out this value and highlighted involvement with Hire Hope as one way to live out this value.Hold senior lead
243、ers accountable for outcomes,not just inputs or activities:Senior business leaders are held accountable through DEI performance management metrics that are tracked by the companys Executive Diversity Council.Hire Hopes outcomes are considered a part of the DEI component.Role model and lead desired c
244、hange,starting with CEO and senior leaders:The US CEO and Chief Legal Officer sponsored and prioritized the programme.Senior leadership also contributed by supporting programme participants through legal advice,career coaching and facilitating training modules.Resource for longevity with budget,expe
245、rtise and timeline:A dedicated team was allocated to create and manage the programme.Randstad also partnered with organizations in the community for expert insight.Key actionsGlobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202329Solution designed for context45Rigorous tracking and
246、course correction Develop solutions that address the root causes with scalability in mind and integrate changes into key processes and ways of working so impact is sustained:Training:Randstad designed content to help participants build job search and readiness skills,including interpersonal,time man
247、agement,communication,financial literacy,resume-writing,effective job search and interview skills.Immersion opportunities:Randstad worked with corporate partners to create job shadowing and internship opportunities to build experience prior to placement.Mentorship programme:Mentorship sessions suppo
248、rted participant career goal setting,job roadmap development,learning and self-awareness.Equip and encourage employees to contribute:Randstad enlisted employee volunteers to support various aspects of the programme,including serving as mentors and curriculum facilitators.Define KPIs and implement ri
249、gorous tracking process:Randstad tracked KPIs and participant feedback,including through 1:1 check-ins with participants,to understand completion rate and effectiveness(i.e.whether participants benefited from the intended outcome)at each stage of the programme.For example,in the first phase,Randstad
250、 tracked whether participants gained specific skills and in the last phase,they tracked whether participants secured and held a full-time job for a specified period of time.This also helped them identify potential drop-off points in the programme and opportunities to deepen support.Use data and feed
251、back to course correct,as needed:After the first year,Randstad added childcare and professional clothing to the programmes offerings after discovering that participants needed these services to successfully complete the programme and secure long-term employment.They also extended the timeline for po
252、st-graduation check-ins(e.g.at 30 days,60 days,six months and annually)after noticing that some participants retreated to at-risk situations without continued support from the programme.ADVICE FOR OTHERS Involve employees in setting the agenda:Hire Hope began as an employee-led initiative that was b
253、rought to Randstads US Chief Human Resources Officer(CHRO)for consideration.This led to deep ownership and commitment from employees(e.g.employees volunteered to deliver training modules and career coaching to participants).Engage local stakeholders to design an effective solution:Randstad worked wi
254、th community-based partners,including NGOs,to offer services for mental health support,life-skills training and independent living strategies.This support was outside of Randstads own offerings but was critical to securing long-term impact for participants.Stay connected with programme graduates to
255、ensure lasting impact:Randstad found that staying connected with participants post-program completion e.g.through check-ins and ongoing mentoring and coaching improved long-term outcomes.Share participant testimonials to grow employee engagement in the external effort:Sharing perspectives from progr
256、amme participants demonstrated deep impact and grew internal commitment and support from employees while simultaneously attracting more volunteers each year.NEXT AREAS OF FOCUS Expand the Hire Hope programme by deepening support for participants through additional training and mentorship opportuniti
257、es.Identify new community-based partners in key locations to build out a supportive learning and apprenticeship environment in additional regions.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202330Below:devotchkah/Envatoelements 100,000+employees$34.17b in revenue62 Global,headq
258、uartered in France Energy 99.6%of workforce was covered by the GPE framework by 2020.Since the launch of the GPE initiative,the company has seen year over year improvement in the female pay gap.64 Broader impact:Improvement in pay equity helped advance gender parity towards the companys 50/40/30 asp
259、iration for 2025.As of Q3 2022,women accounted for 41%of new hires(compared to 34%in 2014),27%of front-line managers(compared to 24%in 2017),27%of employees in leadership roles(compared to 21%in 2017)and 34%of the global workforce(compared to 30%in 2014).Schneider Electric Internal effort Gender equ
260、ityInitiative context and objectiveSchneider Electric began its gender parity journey in 2014 with a working group sponsored by the CEO and country presidents.The group designed the Global Pay Equity(GPE)initiative that was piloted in 12 countries and then was officially launched across 16 countries
261、 in 2015.From 2015 to 2017,the companys focus was to progressively apply the global approach across its worldwide operations,enabling proactive corrective actions to close gaps.Then,through a global-local compensation framework,supported by robust governance and automated analytics,the GPE initiativ
262、e was implemented in all countries from 2018,and reached 99.6%of its total workforce by the end of 2020.Given the progress made on pay equity,starting in 2021,Schneider Electric made new commitments to further pay equity by setting the goal of attaining and maintaining a pay gap of 1%for all employe
263、es by 2025.63Globally,across industries,women earn around 37%less than men in similar roles.60 At the current rate of progress,it will take 151 years to close the gender gap in economic participation and opportunity.61Pay equity across all offices,in over 100 countries,with a global-local compensati
264、on framework,supported by robust governance and automated analytics.Impact highlightsCompany stats31Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023Nuanced understanding of root causes123Meaningful definition of successAccountable and invested business leaders Understand the pr
265、oblem with a deep fact base:In 2014,the CEO and country presidents sponsored a working group to identify pay gaps at each level of the organization as a necessary condition for gender equality and inclusion in the workplace.Identify the root causes:Schneider Electric assessed gaps at key points in t
266、he employee life cycle from hiring,performance assessment and salary adjustment to career moves to pinpoint where pay gaps were being created and design relevant solutions to close the gaps at the source and mitigate recurrence.Get input from target population,initially and throughout:Schneider Elec
267、tric used multiple channels to collect input from female employees,including the Schneider Electric Employee Resource Group,individual interviews,focus groups,exit interviews and other employee engagement and feedback processes.Prioritize and sequence problem areas:This focus area was prioritized to
268、 support the companys broader aspiration to improve gender parity.Given the organizations global footprint,Schneider Electric had an opportunity to drive impact at scale.Set clear and quantifiable aspiration(what,by when):In the first years of the GPE initiative,Schneider Electrics goals were focuse
269、d on scaling the pay equity framework across its global footprint(85%coverage by 2017 and 95%by 2020).In 2021 they set a goal to ensure that the pay gap did not exceed 1%for all employees by 2025.An additional company-wide objective was to achieve 50/40/30 gender balance by 2025.Articulate clear cas
270、e for change that moves employees to action:Schneider Electric developed compelling cases to mobilize relevant employees to allow all employees to be compensated fairly and equitably based on performance;to break down all barriers impacting gender equity within the company;and to improve Schneider E
271、lectrics competitive standing as an employer of choice and allow the company to attract and retain more diverse talent.Set initiative as a core business priority:Schneider Electric made“equal pay for equal work”the foundation of their compensation philosophy.Role model and lead desired change,starti
272、ng with CEO and senior leaders:The CEO and country presidents sponsored the pay equity framework through investing time in internal and external promotion of the effort.The GPE is overseen by the Global DEI Board a group of top Schneider Electric business leaders from all markets and sponsored by th
273、e Executive Committee.The companys senior leaders also take additional inclusion trainings over and above the ones required for all employees.Resource for longevity with budget,expertise and timeline:Schneider Electric formed a dedicated team that consisted of leaders from their global rewards and D
274、EI teams who worked alongside other HR,learning and internal communications partners to create and implement the programme globally.At the local level,a pay equity budget was allocated by country to build a governance structure for a more equitable salary review process and education programmes for
275、HR and managers.Key actionsGlobal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202332Solution designed for context45Rigorous tracking and course correction Define KPIs and implement rigorous tracking process:Schneider Electrics KPIs for the GPE initiative were built into the companys s
276、ustainability dashboard.KPIs included:#of office locations onboarded onto the GPE framework and pay gaps for women at each level,in each location,across the employee life cycle compared to the median and compared to men in each cohort.Progress against the 1%gap target is reviewed quarterly at global
277、 and local levels.ADVICE FOR OTHERS Partner with local teams to tailor solution and support adoption and sustainability:Given the companys global presence,Schneider Electric followed a dual global and local approach.They built a global framework to ensure implementation was consistent across geograp
278、hies but empowered local HR teams to tailor the framework to the local context for fast,sustainable adoption.This methodology allowed them to scale to 54%in their first year and to 92%three years later.Break the big goal into smaller,intermediate goals to make tackling a global barrier more manageab
279、le:Pay equity is a moving target.New hires and promotions are constantly changing the baseline.Instead of trying to solve all pay gaps at once,Schneider Electric prioritized preventing new ones from being created to build an effective solution.NEXT AREAS OF FOCUS Expand scope of companys GPE program
280、me to include reducing the pay gap for all employees to less than 1%.Expand GPE programme to include race dimension in pay gap analysis in the United States.Implement pay equity simulator tool to provide broader visibility into pay gap data and help managers,HR business partners and recruiters make
281、fair offers to candidates.Develop solutions that address root causes with scalability in mind and integrate changes into key processes and ways of working so impact is sustained:Global-local compensation framework:Schneider Electric built a unified global methodology to address pay gaps through thei
282、r compensation framework,starting with a common definition for“pay gap”,a consistent approach to gap measurement and a company-wide target.They then empowered local HR teams to define the action plans to close gaps based on local market needs and conditions.Compensation review process:Schneider Elec
283、tric implemented a quarterly review process at the global and local levels to review KPIs and identify emerging gaps.They also integrated a pay equity adjustment process into annual salary review to identify and close gaps.Upskilling for HR compensation teams:Schneider Electric trained HR compensati
284、on professionals to increase awareness of the impact of gender biases on compensation and to equip them with the tools needed to make equitable pay decisions throughout recruitment,promotion and pay-review processes.Upskilling for managers:Schneider Electric trained managers(including all employees
285、who evaluated the performance of their peers with implications for compensation)to increase awareness of the impact of gender biases and equip them with the tools needed to make merit-based performance evaluation decisions throughout the employee life-cycle(recruitment,promotions and pay review).Dat
286、a automation:Schneider Electric automated data analysis and reporting through their Human Resources Information System(HRIS)to identify pay gaps through accurate tracking of key drivers across the employee life cycle.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202333Below:devot
287、chkah/Envatoelements 25,000-49,000 employees$9.43b in revenue67 Global,headquartered in Japan Cosmetics,consumer 24%increase in the ratio of women leaders from the beginning of 2017 to the beginning of 2022.44%of programme participants promoted to vice-president or director roles from 2017 to 2021.9
288、1%of programme participants reported feeling more motivated to take on greater responsibility and to work towards a promotion(vs.50%prior to training),95%reported having a clearer sense of self and vision for what they want to achieve(vs.50%),and 100%felt the courage to go beyond their comfort zone(
289、vs.67%).33 organizations and 125 top executives in Japan learned from Shiseido-led top-level meetings and inter-company initiatives how to implement gender parity initiatives.68 Shiseido Internal and external effort Gender equityInitiative context and objectiveIn 2017,Shiseido launched a campaign to
290、 achieve 40%representation of women in management roles in Japan by 2020,with a multifaceted initiative focused on career advancement for women employees.This was motivated by the Japan offices lower gender parity relative to the companys global average.The initiatives internal solutions included up
291、skilling and coaching for women employees,anti-bias training for the entire organization and changes to hiring and work policies to address barriers.Shiseido also partnered with leading companies to work towards gender parity in the Japanese business community.As of 2020,Shiseido achieved 33%represe
292、ntation of women in management roles and in the same year renewed its goal of 40%by 2026,as well as elevating its ambition to 50%by 2030.Japans ranking as 116th in the World Economic Forums Global Gender Gap Index in 2022 also contributed to the urgency of this effort.Japan ranked 116th of 146 count
293、ries in the World Economic Forums Global Gender Gap Index in 2022,due primarily to gaps in economic participation and opportunity,especially at managerial levels.65 The share of woman in management roles is 15%in Japan,compared to the global average of 23%.66 Accelerating gender parity at board and
294、executive-management levels,for women employees in the Japan office and business community,through inclusive work policies,upskilling and community impactImpact highlightsCompany stats2018 SHISEIDOAuthorized February.201834Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023Nuanced
295、 understanding of root causes123Meaningful definition of successAccountable and invested business leaders Understand the problem with a deep fact base:When analysing its people data at the beginning of 2017,Shiseido in Japan found that although 80%of its workforce were women(50%when excluding beauty
296、 staff),only 30%of its leaders were women(compared to 53%at the global level).Identify the root causes:Traditionally,Japan has a unique corporate structure in which promotions are usually based on tenure.Shiseido noticed that this approach penalized women employees for career gaps due to maternity l
297、eave and other obligations.Given the lack of women leaders in its Japan office,employees also struggled to visualize women employees at board and executive committee levels.This negatively impacted perceptions of their potential and the degree to which they were mentored and promoted.Get input from
298、the target population,initially and throughout:When designing the initiative,Shiseido had direct conversations with women employees to better understand the barriers they faced within the company and community.They also used participant feedback to measure effectiveness.Prioritize and sequence probl
299、em areas:A majority of Shiseidos workforce are women,increasing the urgency around resolving these barriers.Shiseido is also regarded as a DEI leader in Japan,putting them in a unique position of influence among the local business community.Set clear and quantifiable aspiration(what,by when):In 2017
300、,Shiseido set a company-wide objective to achieve 40%representation of women in management roles by 2020.An additional local objective was to help accelerate gender diversity in management in the Japanese business community.Articulate clear case for change that moves employees to action:Shiseido com
301、municated that investing in the development of women employees and improving representation of women would help increase innovation and productivity and empower a large portion of their workforce to achieve their full potential.Set initiative as a core business priority:The CEO made DEI a key pillar
302、 of the companys corporate strategy in 2014.Hold senior leaders accountable for outcomes,not just inputs or activities:Senior business leaders are held accountable for improving the ratio of women managers and leaders through a“social value indicator”,which factors into performance metrics that are
303、tied to their compensation.Role model and lead desired change,starting with CEO and senior leaders:The CEO directly contributed to efforts by:Promoting the training programme internally and within the community Coaching participants on executive decision-making and leadership in the Next Leadership
304、for Women(NLW)capability building programme Reviewing decisions on female candidates in the succession planning process Serving as inaugural chair of the Japan chapter of the“30%Club”,a global campaign of business executives taking action to increase gender diversity at board and senior-management l
305、evels Resource for longevity with budget,expertise and timeline:The CEO tasked the HR team to design and execute the initiative.Implementation was overseen directly by the Chief People Officer together with the Chief Diversity and Inclusion Officer.Key actions2018 SHISEIDOAuthorized February.2018Glo
306、bal Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202335Solution designed for context45Rigorous tracking and course correction Develop solutions that address root causes with scalability in mind,and integrate changes into key processes and ways of working so impact is sustained:Upskilli
307、ng:For target population:NLW was designed to help participants cultivate a leadership style and improve their management skills in preparation for executive roles.For leaders:Shiseido trained direct supervisors of NLW participants on how to lead inclusively and support them on common challenges,such
308、 as imposter syndrome.Mentorship:Mentorship programme:“Career mentoring”paired junior employees with senior mentors to work on personal and career development.Coaching:Shiseido required managers to schedule one-on-one coaching sessions with participants before and after each module during the NLW tr
309、aining.This included a follow-up session after the programme where participants shared their key learnings and worked through their action plan.Policy changes:Updates to performance evaluations:Shiseido introduced job-based performance evaluations(formerly tenure-based)to accommodate career gaps due
310、 to maternity leave and other social obligations.Succession planning:Shiseido required executive officers and vice-presidents to identify at least one woman for every three candidates considered.They were also responsible for training the candidates for the role.To hold them accountable,the Chief Pe
311、ople Officer and CEO reviewed their succession plan;if their pipeline had a low ratio of women,they had to develop a strategy to achieve a 50%ratio.Workplace benefits:Shiseido implemented improved workplace benefits to alleviate barriers faced by women with caregiving responsibilities(e.g.childcare,
312、flexible work style and reduced work hours).External:Shiseido extended impact to the Japanese business community by chairing the“30%Club”through which they shared learnings on how to accelerate gender diversity in management roles.Equip and encourage employees to contribute:Shiseido equipped employe
313、es at all levels of the organization with anti-bias training to increase awareness and to challenge existing power dynamics.To help normalize childcare leave for women,Shiseido also encouraged male employees to use the benefit through a variety of measures,such as having the Chief People Officer pro
314、mote programme benefits and sharing personal testimonials from men employees who had taken childcare leave.Define KPIs and implement rigorous tracking process:Shiseido tracked KPIs(e.g.#of programme participants,#of mentees and#of promotions after completing the programme)and participant feedback th
315、rough employee surveys following each training or initiative action.Use data and feedback to course correct,as needed:Through an employee survey,Shiseido identified different needs across divisions(e.g.factory,sales and R&D).Plans were tailored in partnership with HR and relevant business leaders to
316、 resolve challenges for each division.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202336ADVICE FOR OTHERSNEXT AREAS OF FOCUS Update policies and incentives to align with the desired change:Shiseido revised hiring and working policies to remove obstacles for women employees and
317、to incentivize behaviour change across the organization.Be mindful of cultural contexts to design an effective solution:Shiseido analysed Japans customs and cultural beliefs to better understand how external levers impacted leadership opportunities for women employees in the company.Use the companys
318、 influence to drive change outside of the organization:Shiseidos CEO expanded membership of the“30%Club”by inviting leading Japanese companies to join.Shiseido also led workshops and shared materials on addressing gender-based bias and increasing representation of women in management with“30%Club”me
319、mbers.Contribute to Japanese society and further development of a corporate culture that embraces diversity beyond gender within the company.Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 202337Below:devotchkah/Envatoelements 50,000-99,999 employees$33.0b in revenue71 Global,headq
320、uartered in India Mining and manufacturing 8.6%increase in percentage of women-identifying managers,from 11.6%in 2019 to 12.6%in 2021.95%increase in applications received for the women-in-engineering scholarship programme,from 500 in 2019 to 975 in 2021.100 transgender women hired as of 2022 through
321、 the first-ever transgender hiring programme in India.18%increase in diversity mix from 2020 to 2022(excluding newly acquired Tata Steel Meramandali).88%increase in women hired in managerial positions,from 16%in 2017 to 30%in 2022.Tata Steel Internal and external effort Gender equityInitiativeIn 201
322、9,Tata Steel set an aspiration to have 25%diverse employees in its workforce by 2025“25 by 25”.While the programme covers a wide variety of diversity dimensions(e.g.gender,LGBTQIA+,disability,caste),the initial focus was on improving gender diversity,specifically in core manufacturing and mining rol
323、es.Cultural and societal barriers have kept women-identifying individuals out of the workforce in India especially in mining and manufacturing work,which are traditionally seen as unsuitable for women.This initiative aims to alleviate these barriers through inclusive recruiting and policies,upskilli
324、ng and sponsorship.India ranked 135th of 146 countries in the World Economic Forums Global Gender Gap Index in 2022 due primarily to gaps in the economic participation and opportunity,wealth inequity and health,safety and survival of women.69 Traditionally dominated by men,Indias mining workforce is
325、 comprised of only 7%women.70Advancing intersectional gender diversity for employees and students through inclusive work policies and recruiting processes,upskilling and sponsorshipImpact highlightsCompany stats38Global Parity Alliance:Diversity,Equity and Inclusion Lighthouses 2023Nuanced understan
326、ding of root causes12Meaningful definition of success Set clear and quantifiable aspiration:Tata set a goal to have diverse employees account for 25%of total workforce by 2025,from a baseline of 17%in 2019,and to increase representation of women on the shop floor (i.e.women in field roles)to 10%by 2
327、025.Articulate clear case for change that moves employees to action:Tata Steels case for change centred around the conviction that in order to achieve their aspiration to be the most valuable steel organization in the world with a“future ready”and“pioneering”workforce they needed to invest in cultur
328、e as a key enabler.Tata Steels leaders identified DEI as a central pillar of that culture because of the importance of diversity and inclusion in fuelling innovation.Key actions Understand the problem with a deep fact base:As articulated by the CEO and Managing Director of Tata Steel,an organization
329、 should be a representation of the society in which it operates.As such,Tata Steel determined that women,the LGBTQIA+community and individuals with disabilities were underrepresented in their workforce.Identify the root causes:Tata Steel conducted a thorough analysis of their systems and processes,i
330、ncluding interviews with the target groups,to determine the structural barriers to inclusion in their workforce including:Stereotypes and lack of support structures:Historically,mining and manufacturing work was seen as suitable only for able-bodied,cisgender,heterosexual men.In the society within w
331、hich Tata Steel operates,diverse communities were not encouraged to pursue an education or work experience that would prepare and qualify them for careers in manufacturing and mining.Legal and geographic constraints:Legislation for marginalized groups has traditionally taken the position of protecti
332、on by prohibition rather than enabling these groups.Even today,not all states in the country allow women to work in third-shift positions,limiting their ability to equally participate in field work.Further,mining locations tend to be in remote geographies where the local diverse community may not ha
333、ve access to education to develop the necessary skill sets.Enduring consequences of historic marginalization:Historically,members of these communities and identities have not had access to quality education and employment opportunities.While these trends are changing with time,much still needs to be done to provide opportunities to include members from such marginalized communities in the workforc