Diversity Discoveries

DI VERS I TY DI SCOVER I ES SECOND QUARTER 202 2

9

roles is not only reasonable and good for business, but also improves recruitment, retention, and the morale of the workforce in general. Today’s corporate executives have a key opportunity to reimagine what work means and what it can look like, especially for gender diverse employees and candi- dates. Once conceived, they must move quickly to implement these new workforce and workplace concepts. The COVID-19 pandemic has shown that successful orga- nizations are the ones that can adapt swiftly. In doing so, the practices they em- ploy now will have a lasting impact on cur- rent and future leaders. ABB strives for a culture where individual differences are not only welcomed but cel- ebrated. As such, ABB has a three-pillar model based on governance (processes, policies, tools, best practice empower- ment and D&I) as well as inclusive leader- ship & culture, and partnerships.

for secondary caregivers across the global organization. Every ABB employee world- wide under the program who is having a child, whose partner is having a child, or who adopts a child or becomes a parent through surrogacy, is entitled to paid pa- rental leave. The Employee Assistance Program, which is offered to employees across the world, provides confidential information, sup- port, and referral services to help you maximize productivity and achieve work/ life balance. This includes help with topics such as substance abuse, stress, family is- sues, personal finance, career resources, and much more. 5. A Diverse and Inclusive Organization Companies that embrace a diverse work- force stand out in more ways than one. It has repeatedly been confirmed that gen- der diversity results in increased productiv- ity, greater innovation, and better decision making. Having more women in executive