Arla Foods Consolidated Annual Report 2021
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Arla Foods Consolidated Annual Report 2021 Governance / Diversity and inclusion
DIVERSITY AND INCLUSION
In Arla, we believe that diversity and inclusion are imperative to the well-being of our colleagues and success
of our business as we know that a diverse and inclusive workforce will enable our innovation capability,
higher engagement and increased business results. Our definition is broad as we look at both gender,
nationality, generation but also ethnicity, diversity of thought and inclusion.
Our strategy
To secure a stronger leadership pipeline and improve
opportunities for all to advance, we aim to build
diverse and inclusive teams. All colleagues, regard-
less of background, culture, religion, gender etc.,
should feel that they can bring their authentic self to
work and have a voice in Arla. In 2022, we will launch
our new Diversity & Inclusion Strategy as an enabler
to our Group Strategy, Future26. Our strategy will
unfold our revised ambition towards '26, new global
targets and how to work with and reach them.
People development
We will further build on our offerings with targeted
training programmes to senior leaders, people
managers and all colleagues regarding D&I
awareness, unconscious bias and the like to further
build and sustain an inclusive culture.
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 leaders to be recruited from a diverse
pool of candidates. 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 perfor-
mance of Arla.
Building and supporting our internal D&I
community
In 2017, we established a global 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. In 2021, we
re-ignited the network and will further support and
expand the network in 2022 and beyond.
Monitoring
We are committed to reporting on our progress
towards our long-term diversity and inclusion
ambition and targets to our Executive Management
Team and externally on a regular basis.
66 All colleagues, regardless
of background, should feel
that they can bring their
authentic self to work and
have a voice in Arla. 99
FALLS YOGA
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