INSIGHT ISSUE 02 | 2021

11 INSIGHT | Focus On the Swiss non-profit Foundation Equal-Salary and the external auditor PWC. We carried out data collection and statistical analysis and an assessment of people management processes, followed by focus groups with samples of company population to investigate qualitative perception of the policies (in total, around 6 months of work). Subsequently, every year we meet with PWC to confirm the certification. External certifications in general are the result of long internal processes adjustment and pilot projects in some countries. The aim is to officially and objectively verify our commitment to pay and gender equality and to implement action plans if necessary. Benefits we gained are many. The most relevant are the higher engagement of people who now better perceive equity within our company coupled with a stronger internal/external communication. At Philip Morris International, women now hold 37% of management roles. We are proud of the progress achieved, and we are on track to reach the target of at least 40% by 2022. Working with our employees, we are driving forward discussions on gender, LBGTQ+, ethnicity, disability, and mental health. We are committed to closing the talent gap by attracting new talents and competences from outside, while investing in developing our employees, and “walking the talk” with our Diversity & Inclusion practices. We want to evolve the (and with) business and operations; develop a new mindset and way-of-working; recognize consumer-centric behaviors. On employee engagement, we are using new frameworks and tools to assess and develop leadership traits and behaviors, build emotional connection with compelling communication, and improve feedback loops and recognition. In Philip Morris International are living through the biggest change in our history. There has never been such a dramatic paradigm shift at such a major organization. Though we call it the company’s transformation journey, we need to be clear: Companies don’t transform themselves; it’s their people who transform them. Our success largely depends on the extraordinary men and women who come to work every day with a passion to achieve and a willingness to learn, grow and take on new challenges. The global pandemic changed the way we work and interact. The first thing we did was to safeguard our people’s safety and those working in our value chain, when possible. Then, we fulfilled the need to ensure communication to keep engagement high. This was achieved thanks to an acceleration in the adoption of digital tools and infrastructure. We fostered regular communication (e.g, monthly townhalls) to connect with our employees, also leveraging on a more frequent presence of our global leadership teams. The new normal is creating a lot of opportunities, and we are currently looking at many different scenarios. For the time being, we are prioritizing our people’s safety and wellbeing. Investing in the right people is crucial to our future, and so we are doing just that. Not only in the recruitment of new talent, but also in the up-skilling of the talented people we already have. We need to make an agile transformation of the organization to accelarate the adjustment of our operating model to the new circumstances. Only one thing is for certain: we will need to do different work, differently. So we are looking for new was of fostering our sense of purpose, via new ways of working, team alignment and new models of cross-functional collaboration. We need to continue to ensure the psychological wellbeing of our people, also focusing on recognition to improve engagement levels. Wewill continue toprovideflexiblework schemes, balancing professional/private life with sustainable working schedules and with ad-hoc location and remote work strategies. We are proud to say that there is no gender pay gap in Philip Morris International. We partnered with Can you give us an idea of how you are aligning HR with the business objectives and future planning, as we go forward through the pandemic and into the future? What are your priorities going forward? Two years ago Philip Morris International became the first international company to be certified globally for equal pay by EQUAL-SALARY Foundation. Now you have been added to 2021 Bloomberg Gender-Equality Index. You have been certified by the Top Employers Institute as a Global Top Employer for the fifth year in a row. How did you achieve these goals? The global pandemic is a catalyst for building back to a new normal. How has the employer/employee relationship changed? PRYSMIAN GROUP EDITORIAL STAFF 37% of management roles held by women