Our four pillars serve as the global focus areas for inclusion and diversity:
Inclusion Eaton Resource Groups (iERGs) bring together employees who share a common purpose, interest or background. These seven iERGs promote a welcoming, inclusive work environment that embraces difference and encourages the participation of all employees:
Inclusion ERGs are a place for employees to collaborate and provide or receive mentoring and professional development. Moreover, iERGs introduce new employees to our organisational culture and help to build and maintain employee engagement, satisfaction and retention.
Currently, our seven iERGs have more than 8,700 members in 59 countries, an increase of 19 per cent in membership over 2016. The WAVE and ENGAGE iERGs operate on a global basis, with more than 75 local groups (called myWAVE and myENGAGE). In the United States, the Veterans iERG serves members of the military and support allies. In 2016, we launched three additional iERGs: SOAR in support of our Asian-American employees; iConnect, supporting Black/African-American/People of Colour employees; and #VAMOS!, supporting our Hispanic-American and Latino employees. We also launched a North American Lesbian, Gay, Bisexual and Transgender iERG (Eaton Pride) with plans to expand into Europe in 2018 and to other regions in the future. In 2018, we will launch a new global iERG for people with disabilities.
These iERGs help us identify priorities, break down barriers to change the culture, engage in business projects and get involved in initiatives to attract, retain and develop talent. Some of their activities include webinars, speakers, stretch assignment projects, networking events and round-tables with executives.
And the iERGs can be change agents:
We are proud of the impact the iERGs have had at Eaton. Their activities are engaging and empowering thousands around the world.
The Eaton mentoring programme is another resource for developing and advancing our diverse talent. The formal mentoring programme is designed as a mutual process between a paired mentor and mentee to focus on specific development needs aligned with the employee's short- and long-term career aspirations.
The iERGs and the mentoring programme support our aspirational goals and nurture an inclusive work environment through mentoring, education and development opportunities. They also support the strategy and objectives set by Eaton's Global Inclusion Council and the four Regional Inclusion Councils.
In 2014, we launched our full-day leadership I&D education class, Valuing Inclusion & Diversity at Eaton—The Power of Perspectives (VID), globally to all leaders of people. Since then, more than 4,000 of our leaders have attended, with the objective of increasing awareness of their personal biases and learning how to be a more inclusive leader. Because research shows that training for bias is generally not effective, we have also created tools that our leaders can use in their daily interactions (such as meetings, interviews, talent reviews and more) to help them move from unconscious bias to modelling behaviours of conscious inclusion.
Balancing work-life effectiveness is a common concern voiced by our employees. And, with the number of dual income and single-parent households rising around the world, our culture must be supportive of our employees in weighing work, family and personal demands. Flexible work solutions and inclusive programmes will help us remain competitive in attracting the best talent and make it possible for employees in various situations to be able to remain at Eaton.
As of the end of 2017, almost 800 employees have participated in our Flexible Work Solutions programme at 27 US and 12 global sites. Flexible solutions include compressed work weeks, remote working, job sharing, part-time work, flextime and telework. These inclusive programmes will help realise our objective to hire and retain the very best talent and remain competitive.
Small and diverse businesses fuel the economy by creating jobs and delivering innovative solutions. We believe that encouraging these organisations to compete for our business benefits us and our communities. An ongoing effort by the office of Supplier Diversity identifies potential partners among small businesses and minority-, US veteran- and women-owned companies across the United States.
In 2017, we purchased more than $1.6 billion in goods and services from small and diverse suppliers, about 12 per cent of our total supplier spending. Compared to 2016 our spend with minority-owned firms increased by over 20 per cent; our spend with women-owned business grew just over 3 per cent; and our spend with veteran-owned businesses declined less than one per cent. Overall, we increased our combined spending with minority-, women- and veteran-owned diverse businesses by almost 10 per cent over the previous year. Learn more about supplier diversity at Eaton.
Our Corporate Human Resources is organised into twelve Centres of Expertise (CoE) serving all of our global operations. Inclusion & Diversity is the CoE responsible for setting global guidance on inclusion and diversity.
Eaton’s Global Inclusion Council (GIC) and four Regional Inclusion Councils (RICs) determine I&D strategy and initiatives. The GIC, led by our CEO, meets quarterly with the following mission:
The Regional Inclusion Councils (RICs) tailor our I&D approach regionally. They do so by ensuring relevance and impact in the locations where we do business. Regional senior leaders head our RICs, which are guided by the following mission:
In order to develop our regional priorities, our I&D team conducted regional focus groups to better understand and gather feedback on opportunities for improvement in creating a more inclusive culture. RICs work with the GIC to create and execute these I&D initiatives using both a top-down and a bottom-up approach. While RICs will carry out initiatives identified by the GIC, programmes initiated by RICs may also be implemented globally. For example, the RIC for North America launched our Flexible Work Solutions programme specifically for that region, but when it was clear that the programme could meet needs in our other regions, we began a global pilot and have since rolled it out to 12 global sites.
Eaton is proud to have strong internal processes and controls for managing our inclusion and diversity performance. Many of these controls connect individuals and teams across our company and include management at each level of the organisation.
Explore our interactive visual map (Flash), which shows how we manage inclusion and diversity at Eaton.