Nestlé

Nilufer Demirkol

Fostering an open environment where every employee can thrive and feel accepted is my top priority at Nestlé and an ongoing effort across our business.

Work in this area has never been more important. Social distancing, lockdowns in many countries, and uncertainty about when the pandemic crisis will end has contributed to increased anxiety for everyone. To add to this, the pandemic’s impact and burdens have fallen unevenly on some groups, and amplified inequalities. Studies show that diverse employee groups are having the hardest time. For example, there is evidence that shows women are stressed about the “double shift” as they balance a greater burden of home and care giving responsibilities; the LGBTQ+ community report disproportionate fear of losing ground at work in addition to heightened isolation and a loss of connection and belonging; while people of colour in majority-white countries are especially worried about workplace health and safety and career progression.

As we navigate the pandemic, I believe the world of work will never be the same, and the hybrid work model is here to stay. As we transition to the next era of work, ensuring that diversity and inclusion remains high on the agenda is crucial. Studies show that organisations that took care of their diverse employee needs during the pandemic have weathered the crisis better than others so far. They are better positioned to steer their people towards mutual success. As a McKinsey & Company report stated, “Leaders must commit to building a more equitable and inclusive workplace to ensure a positive recovery for all.”

In this context, I’d like to reflect on four key things that have served us well in this time:

1. Recognising there is no one-size-fits-all strategy

As a company whose workforce comprises 176 nationalities and 276,000 employees, we find that barriers to equity, cultural dynamics, and employee needs are widely varied. For example, celebrating Pride Month can look different from one Nestlé market to another. So, our DE&I strategy recognises that there is no one-size-fits-all solution. What we prioritize for all Nestlé teams is the end objective: Making sure that all our employees feel supported and empowered at work to be their whole selves. We are working hard to create a healthy, positive, and respectful working environment in every market; one that respects and encourages uniqueness and potential, and provides opportunities, regardless of race, gender, culture, sexual orientation or disability. To achieve these goals, it’s important to start with a strong foundation.

2. Setting a strong foundation

As a global company, we are rooted to our values, and this must stay consistent everywhere we operate. That’s why we've established global partnerships, policies and standards that seek to tackle discrimination and promote a culture of respect, no matter where we are. Around the world, we encourage both employees and external partners to report any potential violations of those values through a confidential reporting system.

"We want more employees at all levels to stand up for inclusivity – in their teams, in their projects, with their line manager, and with each other"

We know that policies and benefits can only be accessed equally with the support and understanding of leaders, so we support these efforts with regular communications and trainings on how to mitigate bias. Our hope is that setting a core foundation of equity can support our local teams to grow their diversity, equity, and inclusion actions.

3. Empowering local teams

Finding the right 'glocal' approach to culture and support is important. That’s why, when it comes to providing more targeted benefits, resources, and support, we give local teams the opportunity to shine. Our DE&I efforts rely heavily on prioritizing local employee feedback and insights, usually through employee-led resource groups, as well as partnering with local experts to understand and build on best practices. These groups are key in driving local change for local needs and are best positioned to direct local resources to where our employees need it the most.

We focus heavily on developing our leaders to shape an inclusive culture, but we’re also focused on creating a ‘speak-up’ culture where all our employees feel empowered to speak out if they feel the company can promote inclusivity better. Our employees are growing increasingly bold when it comes to sharing their views on inclusive company actions, and this is exactly the kind of culture we need to drive change. We want more employees at all levels to stand up for inclusivity – in their teams, in their projects, with their line manager, and with each other. Inclusivity needs to be a shared ambition that’s driven at every level.

4. Using data to enhance the employee experience

What gets measured gets improved, so we seek to leverage data to better understand the employee experience of historically underrepresented groups and identify opportunities for improvement. Regular surveys and other forms of feedback are important to assess our progress and the actions we need to take both globally and locally. This could include relatively new parameters to measure, like ‘sense of belonging’ and ‘psychological safety’. These learnings can be accelerated through collaboration with partners to ensure the progress we're making isn't leaving anyone behind.

In conclusion, the pandemic has created clear challenges for organizations, but we believe there are opportunities for better performance and faster progress if employees are supported by an inclusive environment that is more attentive to individual needs.

New working models and evolving employee needs can create new DE&I barriers however, so it’s important to remain vigilant and keep our finger on the pulse. The journey to complete inclusivity and equity in this new reality will be full of learning and unlearning. We need to ask ourselves every day – what can we do better and how do we make sure we don’t leave anyone behind?