Due to cultural differences, local nuances and legal differences, multinational organisations may struggle to maintain a consistent approach to diversity and inclusion. Mimi Kurniawan explains how Philip Morris International (PMI), a multinational organisation, has achieved a balance in its global strategy and local approach.
Diversity of the workforce is a superpower that all truly global organisations share.
Diversity is our strongest asset at PMI. We have over 80,000 employees in more than 90 countries, representing 133 different nationalities.
This will only be the case if each of our colleagues feel valued and welcome. They’ll also have more confidence to achieve their full potential. This includes age, gender, race, (dis-)ability or any other visible and invisible characteristics that define us.
We need a diversity, equity and inclusion (DEI), strategy that is both aligned with our business goals and takes into account local needs.
DEI is driven by the opportunity to tap into the creativity and resilience that thousands of employees around world possess. Implementing a global DEI is not easy.
Different regions have different cultural contexts, norms and DEI needs. They require a nuanced, tailored approach.
There is no one-size-fits all strategy. We, as DEI professionals, must navigate the complex terrain to ensure that our initiatives are both globally relevant and locally aligned. So how do we do it?
Understanding the global-local Balance
Globally managing a DEI plan is all about finding the right balance between a single direction and flexibility at local level. It is important to acknowledge that different parts around the world place different priorities on DEI.
Local resources can support a global framework by contextualising it for the various markets. This allows each market to focus on the DEI dimensions that are most relevant to their contexts while aligning themselves with global priorities.
By creating a centralised network for collaboration, connection and sharing of best practices, organisations can not only motivate, engage and empower local teams but also ensure that the DEI strategy is relevant and resonates worldwide.
We have worked with our Employee Resource Groups (ERGs), to develop initiatives such as the “Inclusion Starts with I”, which promotes collaboration and connection across all levels of organisation, functions and markets.
These programs are designed to encourage borderless learning and engagement, allowing our colleagues to share challenges, successes, and experiences around DEI.
Embrace intersectionality
A successful DEI strategy must also include intersectionality. In a global organization, employees don’t experience their identities alone. They navigate the workplace using multiple aspects of their identities.
Women may face challenges unique to their gender, race, age or caregiving obligations.
We have therefore made intersectionality the cornerstone of our strategy, and ensured that our DEI is holistic, inclusive, and includes all dimensions of identity.
We create dialogues about intersectionality and diverse employee experiences to embed intersectionality in DEI efforts.
The webcast, which featured employees with children with disabilities as part of a discussion that was truly inspiring and a testament to our belief “we are stronger together”, took place recently.
Our ERGs play a crucial role in promoting inclusion and providing an opportunity for employees to express themselves.
Prioritise transparency and measurement
DEI is a case in point. Inclusion is more complex and nuanced than diversity.
In today’s world where inclusion is continually evolving, traditional frameworks to measure inclusivity are often inadequate.
In 2021 PMI launched its Inclusive Future Initiative, an annual research and convening project that included both quantitative and qualitative explorations on inclusion.
The final report, which was released a year later, led us to develop the Inclusion Net Promoter Score (iNPS), a method that we used to pilot to measure inclusion at PMI.
In order to build on our experiences, we launched a new and more comprehensive Inclusion Index in the first half of this year. This Index is a holistic and intersectional measurement of inclusion that guides our strategic priorities.
“Measuring inclusion is more complex than measuring diversity.
The Inclusion index explores important questions about respect, psychological safety and inclusion advocacy that are crucial to creating an inclusive workplace.
Respect Employees in my organization respect and value one another’s opinions.
Psychological Safety: I feel safe expressing different opinions in my team without fear of negative outcomes.
Inclusion advocacy I’d recommend our organization to a colleague or friend from an underrepresented minority as a place to work that is inclusive.
By focusing our attention on these dimensions we can measure the inclusion of our diverse global workforce in a way that is meaningful.
This framework also allows us to evaluate progress in different markets and ensures transparency and accountability for our DEI efforts, both at the local and global levels.
All leaders must embody intersectionality, above and beyond transparency and measurement.
Look to the Future
It is not easy to create a truly inclusive work environment, especially when you are working in an organisation that is as diverse as we are.
Three levers are required to make a change sustainable: the employees, line managers and the organization as a whole.
Together, we can achieve our DEI goals by balancing local and global needs, embracing intersectionality and prioritising transparency measurement and leadership support.
We at PMI embrace our differences and use them to create a culture that allows everyone to thrive.
We are creating a more inclusive world for our employees, customers and communities by continuing to adapt and innovate our DEI approach.
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