Worten Diversity and Inclusion plan
What did you want to achieve?
In 2019, with the aim of evolving into an increasingly diverse and inclusive company, the Worten Diversity and Inclusion Plan. This plan is underpinned by targed actions and measurable outcomes across four key areas: Gender Equality, Inclusion of People with Disabilities, Work-Life Balance and Parenting Protection. These vectors are addressed through various initiatives, including a strong investment in communication and comprehensive training programs for all members of our workforce. This concerted effort aims to build awareness, recognising that true progress in this direction can only be achieved through the collective involvement of every individual within our company.
What did you do?
Several initiatives were established to foster greater knowledge, awareness and empathy oriented towards the topic.
We began with the launch of mandatory e-learning for all employees. Subsequently, recognising that the success of this strategy hinges on the understanding, acceptance and endorsement of the company’s leaders – its main ambassadors – we held a workshop for executive line managers and directors to delver into and implement a comprehensive, long-term plan. Following this Workshop, individual sessions were conducted to present the results, understand the perspective and secure commitment.
Next, we provided specialised training to all leaders with the tools to communicate concepts effectively and conduct exercises tailored to their respective team dynamics. At the end of the training leaders were tasked with implementing activities with their teams, followed by a subsequent gathering to openly exchange insights (leader to leader) regarding their experiences, key takeaways, best practices to adopt and seeking assistance in resolving any challenges.
An indispensable component for driving this cultural shift lies within the HR team, which also underwent diverse training sessions to align with these transformative efforts.
What are the results so far?
We have obtained positive results, with good level of engagement and high evaluation scores! In our e-learning programme, we recorded a 90% participation rate and received an average evaluation score of 4.7 out of 5. When it comes to training of office leaders, we saw a remarkable 98% participation, with an evaluation score of 4.6 out of 5, an ENPS score 75 and a subsequent session participation rate of 91%. As for the training of operation leaders, we had 92% participation, along with an impressive evaluation score of 4.7 out of 5, a ENPS score of 79 and ongoing subsequent sessions.
Beyond these quantitative metrics, we have received a lot of spontaneous feedback, indicating the pride our team members feel in Worten’s progress in this domain.
What have you learned?
Through the initiatives, we have been implementing and drawing from the feedback obtained from our annual inclusive culture survey, we have identified a genuine interest among our employees in this subject matter. They express a sense of pride in the trajectory we are on. Moreover, we have successfully conveyed the message that this is a collective journey for which each of us bears responsibility and can actively contribute. We learned that it is essential to foster dialogue and share good practices among leaders, but also uncertainties and concerns. All these endeavors have contributed to cultivating an environment of respect and transparency within our teams.
