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Aim for gender balance: Strive to elevate female leadership to a 50% share across all ranks by no later than 2030.

Board Chair Jean-Christophe Deslarzes discusses the significance of leadership in the context of the Covid-19 pandemic and outlines our organization's aspirational diversity goals.

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Aiming for a 50% representation of female leaders at all levels by no later than 2030, according to...
Aiming for a 50% representation of female leaders at all levels by no later than 2030, according to the head of the Board.

Aim for gender balance: Strive to elevate female leadership to a 50% share across all ranks by no later than 2030.

Our Group's Commitment to Diversity, Equity, and Inclusion

In a bid to enhance its Board of Directors' (BoD) work quality and impact, Our Group has taken significant strides in promoting diversity, equity, and inclusion (DEI) within its ranks.

The BoD's transformation involves implementing mandatory diversity and anti-discrimination training for leaders, regular diversity education, and establishing minority representation in leadership discussions. To ensure these measures are embedded in the company culture, Our Group has introduced ongoing training, reporting from DEI councils, and public commitments such as signing diversity charters.

One of the notable achievements in this area is the BoD achieving gender parity in April 2021, with four women and four men. This milestone was a significant step towards the group's objective of increasing the female share across all management levels, aiming to reach 50% by 2030.

The focus on DEI extends beyond the BoD, with about 66% of Our Group's employees being women. The group's increased share of female leadership from 26% to 32% from 2019 to 2020 is a testament to this commitment.

During the Covid-19 pandemic, Our Group prioritized the wellbeing of colleagues and customer support, demonstrating its commitment to its people.

In addition to DEI, Our Group has also emphasised the importance of a balanced recruitment approach. The group now focuses on personality, competencies, and experience during recruitment, ensuring an efficient BoD is a team with complementary personalities, not just a group of experts meeting every quarter.

To continuously improve the BoD's performance, Board Assessments are being used, and the group has implemented a new strategy called Future@Work, which they began implementing in January 2021.

The right combination of professional experience, personality, origin, and gender will become increasingly important in the BoD due to strategic challenges ahead. Identifying potential leaders at an early stage and promoting and preparing them for future tasks is crucial.

The group's succession planning also includes the inclusion of women in candidate selection, addressing the upcoming retirement of managers. A forward-looking succession plan should focus on front line leadership level in addition to the most senior leadership.

Solid knowledge around technology and digitalization, along with emotional intelligence, are crucial abilities that will be even more in demand in the BoD. The CEO and CHRO regularly discuss succession planning of the EC with the BoD.

Our Group recognises that companies that have heavily invested in their IT and digital infrastructure have a clear competitive advantage. By focusing on these areas, Our Group is well-positioned to meet the strategic challenges ahead and continue its growth trajectory.

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