Stimulating creativity and innovation through diversity
We compete in complex and fast-moving markets, so it is vital that we attract and keep the best possible talent. Then we need to make sure they can work in an atmosphere that encourages innovation, happy coincidences, and original thinking. In a word…diversity.
Diverse opinions and insights
Bringing together people from different nationalities and genders creates a better mix of opinions and interactions. It also reduces organizational short sightedness and ensures that what we do reflects the markets we serve.
Do you know what research says about gender and nationality? It says they are the most important diversity parameters for companies that want to stimulate creativity and innovation. DSM therefore focuses on these two underpinnings of balanced diversity, with clear links to our innovation strategy. We emphasize three key areas to support a sustainable culture that welcomes and embraces difference:
- We create an inclusive workplace;
- We attract and hire people from different backgrounds and cultures;
- We develop and retain people from different backgrounds and cultures.
DSM Diversity Council
The role of the DSM Diversity Council, chaired by DSM CEO Feike Sijbesma, is to facilitate diversity at DSM and to ultimately support all DSM businesses in creating a sustainable inclusive environment, where diversity is fully embraced. This Council is strongly aligned with DSM’s internationalization efforts to make further progress with the company-wide Change Agenda.
Diversity recruitment policy
The diversity targets that the Managing Board had set for 2010, and continued in 2011, focused on executives and top potentials (gender and nationality). The number of women in executive positions (36 in 2010) increased from 9% in 2010 to 10% (41 positions) in 2011. In addition to using an internal pool of women candidates to promote into executive positions in the coming years, DSM is making an effort to recruit female executives from the external market. The growth of the non-European executive population, relative to the growth of DSM in high growth economies, will also continue to demand full attention from the businesses and regional organizations.
DSM has defined diversity ambitions (in terms of gender and nationality) for its business groups for the period 2011-2015 to ensure that its organizational readiness is in line with its stretched growth ambitions for 2015. DSM continues to address the geographical distribution of management and other key functions, with a keen eye on gender and nationality balance.
