Encouraging diversity and inclusion to nurture creativity and innovation
Alstom is an international company. Wherever we operate, and across all our businesses and product lines, we want to create an inclusive culture in which diversity is recognised and valued.
By bringing together people from diverse backgrounds and giving everyone the opportunity to contribute their knowledge, skills, experiences and perspectives, we create shared value for Alstom and its stakeholders while reflecting the diversity of our customers.
Our People Vision truly embodies the essence of Diversity & Inclusion:
“Regardless of gender, country of origin, age, colour, religion, sexual orientation, physical ability and only based on performance, leadership, potential, behaviour & competencies, everyone can succeed and contribute to the sustainable success of Alstom”
Clear objectives and vision to foster inclusion
Inclusion helps create a work environment and a culture where all differences are valued, respected and leveraged without any bias. Diverse teams provide wider perspectives and boost performance and innovation.
To uphold the commitments that underpin the Diversity & Inclusion journey, Alstom has set measurable objectives for achieving diversity and inclusion in the Company and has set up a robust structure at the group level, as well as within the regional entities to reach these objectives.
The Diversity and Inclusion (D&I) Steering Committee, which is made of members of the top management, is responsible for the development of corporate D&I strategy and the definition of global initiatives. The Alstom Executive Committee evaluates the progress of the organisation towards the D&I goals on a yearly basis.
The deployment of these initiatives is supported both, by dedicated training courses and internal communication campaigns and by a network of D&I Champions in the regions.
They foster diversity at Alstom
“Create and inclusive and diverse environment to bring new perspectives and encourage broader decisions in every place.”
Rossana Tommasi, LAM Talent and CSR Director and D&I Champion
“To me, inclusion is a mind-set to getting the diverse teams to work in an integrated manner and with mutual respect and tolerance.”
Xavier Boisgontier, Managing Director South Africa and D&I Champion MEA
Alstom's 2020 D&I strategy
Alstom’s 2020 D&I strategy focuses in particular on gender and cultural diversity.
“The focus at Global level will remain on gender and on cultural diversity, but we are working also on other diversity topics as for example multiple generations in the workplace, people with disabilities employment, veterans recruiting taking into account the specific business and socio-cultural context of each countries.”
To address these challenges, the D&I strategy contains a number of specific targets that are to be met by 2020.
In addition, specific action plans have been developed at local level to take advantage of the number of nationalities, cultures and approaches that its employees represent.
Towards more diversity & inclusion: Alstom’s global D&I framework
Alstom is progressing towards its goal: the overall proportion of women managers or engineers in the company, for instance, increased from 18.6% in 2014 to 20.7% in 2018/19.
To meet this goal, Alstom has developed a global D&I Framework aimed at raising managers’ and employees’ awareness and diffuse a culture of diversity and inclusion.
As illustrated by the following chart, the framework is based on three pillars: Tell, Train & Track and sustained by Collective Enablers:
Communicate internally and externally about the positive impact of Diversity & Inclusion via all communication channels, events and programmes
Provide learning tools for all employees to sensitize on the importance of D&I and to develop more inclusive behaviours.
Measure regularly the impact of global Diversity and assess Inclusion
Adapt internal practices and/or implement new ones, to foster a truly inclusive place to work for everyone, also encouraging communities, suppliers, customers, partners and other stakeholders in this commitment.
The organisation is testing a few ideas such as working from home to better balance work and private life or extending paternity leave to give young families more flexibility.
It has also culminated in the creation of various flagship initiatives at the country/regional level such as 'Alstom Women of Excellence' in the United States or 'Mulheres em Foco' in Brazil, but also in partnerships with Valore D’ in Italy and 'Elles Bougent' in France, or Women in Rail in the UK. The belonging to these networks provides training opportunities around women leadership, work effectiveness or personal branding.
But change isn’t only achieved through external partnerships - it needs to come from within the company too.
In addition, the D&I Framework encourages Alstom employees across the world to set concrete diversity targets which, though they may overlap, will often vary per region. Hence, it is key to identify these best practices and convert them into a regional action plan which adheres to the broader D&I Framework.