Roxana Botea, Country Director of Janssen Romania, shares insights on Janssen's commitment to diversity and inclusion, and their efforts to create a more inclusive workplace.

In this interview, Roxana Cîlțea, Country HR Head at Sanofi Romania, shares insights into Sanofi's integrated Diversity & Inclusion (D&I) strategy and its transformative effects on the workforce, workplace, and communities. She emphasizes the importance of embracing and promoting diversity and inclusion, both within the organization and in society at large, and highlights Sanofi's commitment to fostering a representative leadership, creating an inclusive work environment, and engaging with diverse communities. She further explains the significance of implementing a global standard for inclusive and equal gender-neutral parental leave, aligning with Sanofi's broader dedication to diversity and inclusion.

In this interview, we speak with Bartłomiej Budnicki, Strategy & Insights Advisor and D&I Lead at Skanska, a Charter’s signatory company in the real estate and construction sector. Bartłomiej shares insights into Skanska's commitment to diversity and inclusion, shedding light on their motivations, initiatives, challenges, and approaches within the organization. Bartłomiej provides valuable advice for other companies embarking on their own D&I journeys, emphasizing the importance of consultation and grassroots initiatives in creating a more diverse and equitable workplace.

The story of Beenear started in 2004, in Iasi, Romania, with a team of over 140 professionals, all successfully contributing to the delivery of software development projects within the retail, and logistics areas mostly, working alongside partners throughout Europe and US. 

In today’s post, Gabriela Neamțu, Head of Corporate Center & HR at MOL Romania, talks about what actions the company has been taking in diversity management. 

In today’s post, Liviu Chelaru, Business Line Manager - Compressor Technique Service at Atlas Copco Romania, talks about what actions the company has been taking in diversity management.

In today’s post, Roxana Cîlțea, Head of HR Romania and Moldova, Sanofi, talks about what actions the company has been taking in diversity management.

In today’s post, Andrei Bădilă, Head of Talent Management, Societe Generale Global Solution Centre Romania, talks about what actions the company has been taking in diversity management.

In today’s post, Alessandro Trebbi, Director People & Organization at Enel Romania, talks about what actions the company has been taking in diversity management.

Telecommunications companies are under pressure to deliver next-generation services but they encounter the sourcing of the right talent difficulty, whether in-house or externally; one of the greatest challenges is to challenge bias of being a male working domain and to close the digital skills gap; but for this, the educational system has a critical role to play in attracting women to become skilled in STEM, to ensure companies have a varied workforce, with differing viewpoints and opinions.

In today’s post, Ramona Puia, People & Culture Manager at IKEA Romania, talks about what actions the company has been taking in diversity management.

Finding, retaining, and developing culturally diverse talent can certainly be challenging — especially within systems that have historically exhibited biases against various groups. Companies have to constantly look for ways not only to acquire this new and diverse talent but also to meet their needs and help them succeed in order to ensure retention.

“I will never get tired of saying that we need the right environment first if we really want to be successful in this journey.” 

In today’s post, Sévan Kaloustian, Managing Director of Janssen Pharmaceutical Companies of Johnson & Johnson, talks about what actions the company has been taking in diversity management.

In today’s post, Roxana Cîlțea, Country HR Sanofi Romania and Moldova and South Cluster HRBP Sanofi Pasteur&Global Functions, talks about what actions the company has been taking in diversity management.

The attitude in which one accepts a person for what they are, challenging them to get better, placing emphasis on their qualities and skills. In implementing diversity and inclusion, we do not start from the idea of convincing people to do something, but we rather want to make them aware that there are limitations and differences between people, which can gradually be turned into opportunities.

In these particular challenging times, women are more likely to give up on jobs and projects to fully engage in the other very important role of caretaker for the family. Providing them support, encouraging and helping them thrive in the workplace during this period was even more important.

Even if you only compare men and women in the same position with the same professional experience, a pay gap may still exist, often attributable to unconscious bias. And this should be addressed through a wealthy of initiatives before even designing any D&I initiatives among the organization.

The experience of the past years shows us that being a diverse and inclusive company we are more valuable as a team, more productive, more attractive for better talented recruits.

In today’s post, Andrei Bădilă, Head of Talent Management with Societe Generale Global Solution Centre, talks about the actions the company has been taking in diversity management.