Arla Foods Annual Report 2020
Management Review Our Strategy
Our Brands and Commercial Segments Our Responsibility Our Governance
Our Performance Review Our Consolidated Financial Statements
Our Consolidated Environmental, Social and Governance Data
DIVERSITY
AND INCLUSION
In Arla, we believe that diversity and inclusion are imperative to the success of our business as we know
that a diverse and inclusive workforce generates innovation and stronger results. Our definition is broad
as we look at both gender, nationality, age but also diversity of thought and values.
Our strategic principles
To secure a stronger leadership pipeline and improve opportunities
for all to advance, we aim for no more than 70 per cent of the same
gender, nationality and age respectively in any given team. We
welcome multiple generations in our workforce with attractive
working conditions, but recognise that within some lines of work,
especially our blue collar workforce, we often face a less diverse
supply of labour, which makes it difficult to reach our aim. Our
strategic principles are embedded and unfolded in all our processes
and priorities, enabling us to recognise and harvest the benefits of
diversity and inclusion.
Competency development
We offer training to our people managers and talent acquisition
partners regarding unconscious bias awareness, to promote unbiased
selection and people assessment.
Recruitment
Hiring managers and talent acquisition partners must adhere to the
systems, structures and processes defined in our Global Recruitment
Policy to select the best candidate based on merit. We require all
executives to be recruited from a pool of candidates which includes
both genders and more than one nationality. To support a fair and
unbiased hiring process, the talent acquisition partners are there to
ensure compliance with the recruitment process and policy.
Fair pay
We strive to offer fair and competitive remuneration at market level
and in line with local legislation, and have a structured approach to
remuneration, ensuring that salaries are unbiased towards gender,
age, seniority, tenure or nationality.
Talent programmes
Our talents are identified, deployed and developed based on clear and
inclusive definitions. We actively seek to ensure a healthy diversity in
our talent identification when selecting candidates to create a diverse
talent pipeline for the long term performance of Arla.
Building and sustaining an internal community
In 2017, we established an international community called 'The
Diversity and Inclusion Network' which is endorsed and supported by
top management. This community offers a broad range of activities,
including discussion panels with external speakers, establishment of
an internal discussion forum and interviews with internal role models.
Monitoring
We are committed to report on our progress towards our long-term
diversity and inclusion goals to our Executive Management Team and
externally on a regular basis.
40 ARLA FOODS ANNUAL REPORT 2020View entire presentation