Multinational DEI leaders reveal how to equalise workplace benefits

In Brazil, said Vanessa Otake of Unilever, winner of the 2020 Catalyst Award, Unilever employees are given the flexibility to choose the benefits that are best suited for them as individuals and for their lived experiences, like healthcare and childcare support, among others. This flexibility is helpful in particular for dual-income families, enabling partners to choose complementary benefits and avoid duplication. Added Doriana De Benedictis of EY, winner of the 2003 Catalyst Award, EY employees in Italy had been offered an economic bonus for new mothers. “Employees asked, ‘But what about the fathers?’ So, we changed the maternal bonus to a parental bonus and included same-sex couples and foster parents.”

The idea for offering a choice of benefits came from employee resource groups (ERGs), said Otake. “It’s very important to listen to the employees. This makes them feel they are taken care of, which helps with retention and engagement.” Likewise, said Satu Heschung of Sodexo, “We need to take care of our people especially in challenging times and during different life stages, and we learn so much from our ERGs.” (To learn how to start an ERG or leverage the ones you have at your company, sign up to participate in enERGize, Catalyst's half-day virtual event on 5 June 2024.) During and after Covid, “a lot of people at EY, especially [our] young population asked for psychological support or counseling,” added Doriana De Benedictis, “so we introduced it in most of our countries. It’s important to take note of the historical moment and geopolitical changes you’re living in.” Small- and medium-sized enterprises that don’t have ERGs, she noted, should conduct small focus groups to stay informed on how employees feel, what they need, and what they think.

“We would like to establish minimum equitable standards for all employees, regardless of country,” said Doriana De Benedictis, “but at the same time, we need to take care of local regulations, cost of living, and disparities across countries. So, at the moment, we have different levels of benefits depending on where employees live, and we are open to update benefits to be equitable and competitive.” Sodexo's Vita program sets minimum standards and offers three essential benefits across 45 countries, said Heschung: parental and family care leave; life insurance; and 24/7 phone assistance for practical advice on a range of issues, including gender-based violence. This program offers flexibility aligned with cultural context and local regulations, and it is offered to everyone, including frontline employees.

Otake shared with Catalyst that Unilever is introducing a novel employment model, U-Work, which blends the flexibility of contract work with the stability and benefits of permanent roles. “Participants in U-Work,” Otake told Catalyst, “engage in varied assignments without fixed roles, enjoying a monthly retainer and continuous benefits. This model supports diverse needs, such as phased retirement, parenting, or pursuing personal interests, by offering adaptable work patterns. U-Work benefits Unilever by providing a ready pool of skilled workers familiar with the company, reducing the costs and time involved in hiring freelancers. Launched in various countries, such as UK, South Africa, and Malaysia, U-Work showcases Unilever's innovative approach to modern employment needs.”

Doriana De Benedictis highlighted that, among other benefits available to everyone such as employee assistance programs and parental benefits, EY offers benefits to persons with disabilities including accessibility travel desks and reasonable adjustments. EY also offers financial literacy and investment advice as well as access to savings and investment opportunities. “This is important,” says Doriana De Benedictis, “because people from marginalized communities, more often than not, are at the low end of the wealth gap and seldom enjoy generational wealth created through real estate ownership and general investing.”