Increasing awareness: World day of cultural diversity

Increasing awareness: World day of cultural diversity

Today is the World Day of Cultural Diversity for Dialogue and Development. Since 2002, UNESCO has been calling for the protection and promotion of cultural diversity on this day. PALFINGER has made a valuable contribution to this day for many years with its diversity management. In 2017, we renewed our diversity strategy for this purpose.

THE WORLD DAY OF CULTURAL DIVERSITY   

On the 21st May, the UNESCO Day of Action takes place annually. It was created on the occasion of the Universal Declaration on Cultural Diversity adopted in November 2001.

On this day, not only the worldwide richness of cultures, artistic expressions, traditions or lifestyles is celebrated, but also the importance of intercultural dialogue is highlighted. This dialogue is important for achieving peace and sustainable development. Cultural diversity is inevitably a positive strength for a society.

More information can be found here: http://www.unesco.org/new/en/cultural-diversity-day

PALFINGER AND ITS DIVERSITY STRATEGY

PALFINGER is a globally active family business. Meanwhile, 10,212 employees from 70 different nations work for us. We want to deal with this diversity in a cosmopolitan way and at the same time be inspired by it. Our goal is a corporate culture that is characterized by a respectful treatment of diversity and varieties. We see the handling of cultural varieties as a prerequisite for PALFINGER’s sustainable development. Our corporate values – Respect, Learning, Entrepreneurship – are the basis of our actions.

Activities until 2017

Diversity has been an essential facet of our corporate culture for years. Among other things, PALFINGER’s Code of Conduct therefore places a strong focus on respect for human rights. In this context, in particular, our prohibition of discrimination should be mentioned.

In 2014, we launched the PALversity initiative across the Group. The aim of the initiative is the deliberate integration of diversity into the corporate culture. The following projects support the achievement of the goal: international mobility, recruitment, talent management and working conditions.

Diversity scheme 2017

In 2017, we revised our diversity strategy. Diversity is defined as including not only primary dimensions such as origin, cultural background, gender or generations, but also secondary dimensions such as working style, values, know-how and skills of individuals.

In this connection, we defined specific objectives and initiatives in order to further increase intra-group diversity up to 2022. These include the use of English as the common Group language, internationalization and intercultural understanding of the employees at headquarters, family-friendly framework conditions, the global transfer of know-how through higher mobility.

Two quantitative targets reinforce our diversity scheme:

1) Raise the percentage of non-Austrians working at headquarters to 20 per cent.

In order to enable PALFINGER to draw stronger benefits from the numberous advantages of a diverse environment, the percentage of representatives of nationalities other than Austrian is to be increased significantly at headquarters. We intend to achieve a 20 per cent share of non-Austrians by 2022, while still remaining committed to our Austria roots.

2) Increase the percentage of women in top management positions until it corresponds to the percentage of women in the overall headcount of the Group.

In 2017, one woman is represented in the top management of PALFINGER. Increased efforts are being made to recruit women for new or refilling executive positions. To this purpose, the proportion of women executives in our training programmes is to be further increased. For the first time since the IPO in 1999, we can now also welcome a woman to our Supervisory Board since the Annual General Meeting in March 2018. In the medium term, this number is expected to increase further in top management, the Supervisory Board and the Executive Board. The goal is to raise the percentage of women in top management positions to at least the same level as the percentage our women in the total workforce by 2022. The proportion of women in the total workforce is typically low for this industry and was 13.1 per cent in 2017.

 


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