Our commitments:
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Employ 33% female leaders by 2022 and ensure a minimum of 50% female candidates at first round interviews
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Target 95%+ of employees to have development plans
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Drive top quartile employee engagement
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Ensure all employees and their families have 24/7 support via Employee Assistance Programme
We are proud to be an international business with an incredibly diverse set of consumers, customers and employees, 70% of whom are based outside Scotland. To achieve an inclusive and high-performance culture we have introduced progressive initiatives and policies focussing on diversity & inclusion, the development of our great people, and engagement and wellbeing.
Diversity & Inclusion
As with many organisations, we have work to do to ensure we foster a diverse and inclusive culture that enables diversity of thinking. Over the past few years, we have made considerable progress on gender equality by putting in place ambitious targets and a clear action plan. We are on track in achieving our target of having 33% female leaders in the business by 2022 (currently at 31%) and we are making progress towards our recruitment target of having 50% female candidates for every first-round interview (currently 43%). We narrowed our gender pay gap in the UK and introduced a number of progressive policies such as Modern Family Leave and new ways of working guidelines allowing for more flexibility.
We have also started to widen our diversity agenda and have communicated our diversity and inclusion (D&I) strategy to the business. In the UK we became a Disability Confident Committed employer in line with our commitment to the SWA Diversity & Inclusivity Charter. In addition, we focussed on raising awareness on mental health with over 250 managers undertaking mental health awareness training. Having just recruited a D&I Manager we are now in the process of putting together a comprehensive plan focussing on culture and engagement, awareness and education, and impactful interventions.
Development
Developing our great people by building the skills and capabilities needed to deliver our vision is a key area of our business strategy.
We also continued to evolve our Edrington Academy by collaborating with colleagues from across the business to build learning sprints, pathways, and skill frameworks.
Employee Engagement
Despite the challenging environment, we are pleased to have increased our engagement score by 2% to 75% in the most recent pulse survey. This is an excellent result and a great testament to teams across the business who successfully implemented their action plans following the 2020 survey.
Wellbeing
In early 2020 we implemented our Employee Assistance Programme (EAP) to support all employees and their immediate families globally. Over the course of last year, we have seen many of our employees benefit from the resources and counselling sessions available via the EAP.
We also increased our wellbeing offerings by focussing on mental health awareness and building resilience, which was particularly important during the pandemic.