Diversity, Equity, and Inclusion
Clariant is a diverse workplace with 11 148 employees in 38 countries. They represent over 94 nationalities and a wide range of cultures, religions, and professional and educational backgrounds. Diversity makes Clariant an enriching place to work at. Diverse and inclusive teams have the capacity to boost Clariant’s innovative strength and enable the company to better address the needs of its customers. Thus, diversity contributes to the company’s problem-solving mindset and customer-centric culture.
Clariant has been committed to promoting an inclusive and diverse environment and to ensuring a discrimination-free workplace with equal opportunities for many years. The belief that trust, integrity, appreciation, and respect make Clariant and its employees stronger, ensuring long-term prospects, has been incorporated in the Global Employment Policy and in the Code of EthicsCode of EthicsThe Code of Ethics is laying down Clariant’s commitments and is intended to be a guide with ethical principles and examples to enable all personnel and associated parties to act with the highest standards of integrity.. In addition, an inclusive culture has been anchored in Clariant’s corporate purpose. In the context of the purpose-led strategy as well as through feedback from employees, customers, and investors, Clariant has set up its Diversity, Equity, and Inclusion roadmap for 2022 to 2030.
»Our new, more complete set of values reflects our purpose statement and our stronger growth mindset, and they will be the basis for an even stronger entrepreneurial culture.«
Conrad Keijzer, CEO
Management approach
The DE&I roadmap was designed with input from a diverse group of employees across Clariant, as well as with external advice. In 2022, Clariant launched its DE&I roadmap with associated DE&I aspirational goals, most of them to be achieved by 2030. Leadership alignment serves as the baseline for all actions in this regard. This was confirmed in November 2022, when the new Executive Leadership TeamExecutive Leadership TeamThe Executive Leadership Team (ELT) consists of the Executive Steering Committee (ESC) along with the Chief Human Resources Officer, the Chief Technology & Sustainability Officer, the Chief Corporate Development Officer, and the General Counsel. By bringing all key functions together, Clariant ensures fast decision-making while incorporating all internal stakeholders’ needs. The ELT supports the ESC by promoting dialogue among its members, exchange of information and enabling awareness of the Group’s environment. jointly and firmly committed to advancing toward those goals on a yearly basis. Clariant has now embarked on a journey with the Executive Leadership TeamExecutive Leadership TeamThe Executive Leadership Team (ELT) consists of the Executive Steering Committee (ESC) along with the Chief Human Resources Officer, the Chief Technology & Sustainability Officer, the Chief Corporate Development Officer, and the General Counsel. By bringing all key functions together, Clariant ensures fast decision-making while incorporating all internal stakeholders’ needs. The ELT supports the ESC by promoting dialogue among its members, exchange of information and enabling awareness of the Group’s environment. and the Leadership teams in the business units and global functions to further enhance the understanding of some of the key concepts of DE&I.
The DE&I roadmap follows a systematic approach and, as a first step and before the next revision in 2024/2025, it concentrates on four select core elements:
Inclusive Culture
- Everyone at Clariant demonstrates by their behaviors that every single employee is welcome and contributes to a strong Clariant.
- The goal is to increase the Inclusion Index, as a subset of questions from the regular engagement survey, from 66 % in 2021 to 82 % in 2030.
Gender Equality
- Clariant provides equal opportunities to all genders and equal pay for equal work. It aims to achieve gender parity by 2035.
- The goal is to strengthen the gender balance for non-frontline employees from 35 % female in 2021 to 45 % by 2030 and to grow the percentage of female leaders from 16 % to over 30 %.
Cultural Identity
- Clariant gives equal access to career development for all ethnicities and national identities while reflecting the business footprint in the leadership team.
- The goal is to increase the percentage of leaders of national origin outside Europe at the Senior Management level from 32 % in 2021 to over 40 % in 2030.
Clariant introduced the Inclusion Index in 2021, which measures employees’ approval level for a select subset of DE&I-related items from the regular annual engagement survey questionnaire. In 2021, the approval level was 66 %.
As of 2023, the relevant criteria for the Inclusion Index refer to the following key areas and questions:
- Belonging: I feel my organization values diversity (e.g., age, gender, ethnicity, language, education, qualifications, ideas and perspectives).
- Uniqueness: My voice is heard when I express my perspectives, even if they differ from the rest of the team.
- Psychological safety: I feel it is safe to speak up without fear of adverse consequences.
- Fairness: Employees from all backgrounds have an equal opportunity to succeed in my organization.
- Authenticity: The managers at Clariant practice inclusion, helping all employees feel important, capable, and understood.
Cultural identity is fostered at the corporate level by increasing the diversity of senior leaders. Beyond that, Clariant aspires toward its employees representing the diverse and global world we live and work in. In each country, efforts might be required to increase the outreach and advancement of underrepresented ethnicities and races within Clariant. On its Diversity, Equity and Inclusion journey, Clariant is committed to continuously reviewing and assessing how it can create a more equitable and inclusive workplace that engages a workforce reflective of the world’s diversity.
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Increase the Inclusion Index from 66 % in 2021 to 82 % in 2030
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Achieve gender parity by 2035*
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Grow the percentage of female leaders from 16 % to over 30 % and strengthen gender balance for non-frontline employees from 35 % female in 2021 to 45 % by 2030
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Increase the percentage of leaders of national origin outside Europe at the Senior Management level from 32 % in 2021 to over 40 % in 2030
*At entry level, first-level management level, and the business and technical associates level
010DIVERSITY, EQUITY, AND INCLUSION ROADMAP OF ACTIONS
011DE & I CORE ELEMENTS
DE&I is championed and steered on a strategic corporate level by the DE&I Steering Team, which met for the first time in July 2022 and periodically thereafter. Chaired by the CEO, Conrad Keijzer, and Chief Human Resources Officer, Tatiana Berardinelli, it comprises six additional senior leaders. The role of the DE&I Steering Team is to set the direction on Diversity, Equity, and Inclusion for Clariant by validating short- and medium-term action plans and ensuring they are aligned with Clariant’s business goals. It is further responsible for monitoring progress and outcomes, and it acts as an advisor by identifying and providing feedback on the processes and policies that could have an adverse impact on underrepresented groups. In addition to the global goals, each business unit and global function is establishing specific action plans and will review achievements twice a year.
Priorities 2022
In 2022, the focus was on setting the ground for the DE&I roadmap and setting up the DE&I Steering Team, allowing for regular metrics reviews and creating sponsorship for Employee Resource Groups (ERGs). On a global and regional level Clariant has started partnerships with relevant external initiatives to support these processes, such as the global organization »Inclusive Employers« and the »Charta der Vielfalt« in Germany.
Actions to follow
For 2023, the objective is to focus on increasing the acumen of the Executive and Senior leadership around DE&I, implementing diverse slates and inclusive interview panels in the recruiting processes, developing specific learning measures for talents from underrepresented groups, and leveraging the community-specific knowledge of Clariant’s ERGs. Also, based on a first analysis of gender pay gaps prepared in 2022, a roadmap of actions to resolve systematic causes for pay gaps will be defined in early 2023. Educational material and opportunities will be rolled out to increase awareness and understanding, with a special focus on Clariant leaders.
Clariant representatives engaged in various activities concerning the challenges of traditionally underrepresented groups in the workplace.
International Women’s Day: On 8 March, Clariant held a live virtual panel discussion to mark International Women’s Day and contribute to its motto and campaign theme for 2022: »#BreakTheBias.« Clariant’s Chief Human Resources Officer, Tatiana Berardinelli, moderated a lively panel discussion around gender diversity, bias and allyship. Clariant CEO Conrad Keijzer, two of Clariant’s female members of the Board, one of Clariant’s senior leaders, and a DE&I practice leader from Kincentric Consulting joined this session.
Appreciating uniqueness and authenticity: During Pride month in June, Clariant raised the flag to show allyship with the LGBTQ+ community and featured a series of portraits of employees who are a part of that community on internal and external communication boards. October was dedicated to Disability Employment. Internal articles as well as a panel discussion with NGO representatives and employees living with a disability and parents of children with a disability provided valuable insights. Also, a global poster campaign was launched to raise awareness about the challenges in offices and production sites.
Global Inclusion Week: In September Clariant dedicated a week to inclusion. Special training on allyship was offered to Clariant’s employees. The highlight of the week was an event hosted by an external speaker from Duke University on belonging in the workplace, the call for which has never been more urgent than it is today.
Policies and guidelines
Clariant’s membership in the UN Global Compact, the company-wide Group Policy on Human Rights, and global employment standards form the basis for activities in the DE&I area. Clariant’s worldwide family support policy and flexible working policy are a strong pillar in allowing parents in general, and particularly women, to combine professional development and personal life. In particular, Clariant is continuously reassessing how it can do more for parents and caregivers.
Clariant is committed to a discrimination-free workplace and to equal opportunities. The company promotes an inclusive and diverse environment where everyone can learn and develop. Clariant has started reviewing its policies for their inclusivity at the end of 2022 and will continue to do so in 2023.
Clariant does not tolerate discrimination based on race, ethnicity, nationality, religion, gender or gender identity, disability, age, marital status, sexual orientation, or membership in a trade union or political party. In hiring, compensation, and promotion, each employee and applicant has the right to be treated solely on the basis of personal abilities, skills, performance, and potential.
Employee resource groups
Clariant strongly encourages employees to join employee resource groups (ERGs) as their leveraged expertise is also a valuable contribution to the Clariant DE&I journey. These groups are open to every Clariant employee. They are voluntary, employee-led, and sponsored by the Executive Leadership TeamExecutive Leadership TeamThe Executive Leadership Team (ELT) consists of the Executive Steering Committee (ESC) along with the Chief Human Resources Officer, the Chief Technology & Sustainability Officer, the Chief Corporate Development Officer, and the General Counsel. By bringing all key functions together, Clariant ensures fast decision-making while incorporating all internal stakeholders’ needs. The ELT supports the ESC by promoting dialogue among its members, exchange of information and enabling awareness of the Group’s environment.. They create an open forum for sharing ideas, concerns, and mutual support, and therefore foster a greater understanding of various perspectives. The ERGs also offer support to local communities through volunteering activities.
In 2022, »Clariant Pride,« a new global group, was launched and is sponsored by Richard Haldimann, Chief Technology & Sustainability Officer. It is the mission of Clariant Pride to build a pride community that offers an inclusive space for the LGBTQ+ community and its allies to share experiences. Pride is a safe space for like-minded people. It sees itself as a sparring partner for Clariant to address non-inclusive behaviors and processes and act for the benefits of the LGBTQ+ community. It is a platform to educate all Clariant employees, with the support of allies and ambassadors.
In 2022, the Women Inclusion Network (WIN) hosted three virtual training sessions on Digital Presence and Sustainability, which complemented its virtual coffee breaks and peer coaching groups. The Women Inclusion Network expanded its scope from Germany to worldwide and is sponsored by Jens Cuntze, Business President Catalysts and APAC. It is the mission of WIN to empower all women at Clariant to make the organization a better workplace for all and help it achieve its aspirational goal of a stronger gender balance. WIN is a grassroots initiative to promote the advancement of female employees within Clariant, using diversity of thought and life experience to fuel innovation.
An additional global group is in the process of being created for employees with disabilities, as well as another group in the United States for cultural identity.
Diversity in leadership positions
The company’s structured global succession planning promotes a diversity of profiles for leadership positions, encouraging cross-business and cross-functional experiences. As a result of all these efforts, the company achieved representation of women at 24 % of the total workforce and 15.8 % in Management Level positions. With the new DE&I roadmap and associated objectives, Clariant aspires to increase the percentage of female leaders to over 30 % by 2030. The objective concerns all Management Levels, from junior (1) to top (5). The current composition of the new Executive Leadership TeamExecutive Leadership TeamThe Executive Leadership Team (ELT) consists of the Executive Steering Committee (ESC) along with the Chief Human Resources Officer, the Chief Technology & Sustainability Officer, the Chief Corporate Development Officer, and the General Counsel. By bringing all key functions together, Clariant ensures fast decision-making while incorporating all internal stakeholders’ needs. The ELT supports the ESC by promoting dialogue among its members, exchange of information and enabling awareness of the Group’s environment. (ELT) with three women and five men reflects a share of female leaders of 37.5 %. On the Board of Directors, 36 % of the members are women, which is above the Swiss gender quota of 30 % for executive boards in publicly traded companies.
Over 90 % of management positions are filled by nationals from the region where the positions are located, and 95 % of all managers are non-Swiss, which reflects Clariant’s international footprint and diversity. Regarding the percentage of leaders of national origin outside Europe at the Senior Management level, the objective is to move from 32 % in 2021 to over 40 % in 2030. National origin refers to the nationality associated with the employment contract. This goal relates to the senior and top leadership levels. According to Clariant’s growth plans, Europe will represent less than 40 % of sales by 2025. Increasing the share of nationals outside Europe serves the purpose of ensuring that the Clariant leadership reflects the business footprint to include different regional perspectives and increase the quality of global decision-making. While, at the end of 2022, 41 % of Clariant’s employees were of European origin, this applies to 61 % of junior management and almost 66 % of senior management.
Proportion of senior management hired from the local community
In 2022, 57 % of all senior managers (Executive Leadership TeamExecutive Leadership TeamThe Executive Leadership Team (ELT) consists of the Executive Steering Committee (ESC) along with the Chief Human Resources Officer, the Chief Technology & Sustainability Officer, the Chief Corporate Development Officer, and the General Counsel. By bringing all key functions together, Clariant ensures fast decision-making while incorporating all internal stakeholders’ needs. The ELT supports the ESC by promoting dialogue among its members, exchange of information and enabling awareness of the Group’s environment. and top four Management Levels) were citizens of – or had an indefinite right to reside in – the country where they were employed. Within the European Union, citizenships of all member states are considered »local.«
Diversity of governance bodies and employees
| Total 2022 | 2021 | 2020 | 2019 | 2018 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Percentage of individuals within the Board of Directors (%) | ||||||||||
| Male | 64 | 73 | 75 | 75 | 75 | |||||
| Female | 36 | 27 | 25 | 25 | 25 | |||||
| 30–50 | 0 | 9 | 8 | 0 | 8 | |||||
| Over 50 | 100 | 91 | 92 | 100 | 92 |
Diversity in the recruiting process
Clariant is committed to fostering diversity and inclusion in its workforce. Clariant recruits and promotes individuals based on their skills and abilities, regardless of their social identity. A diversity of perspectives and ways of thinking is seen as essential to driving innovation and growth.
Clariant uses a variety of strategies to ensure that its recruitment practices support its DE&I goals. These include targeted outreach efforts to underrepresented groups, training on unconscious bias, and the use of inclusive language in job postings. Clariant also utilizes data to track progress toward DE&I targets and to identify areas for improvement. By continuously evaluating and improving recruitment practices, Clariant is able to attract and retain a diverse talent pool that is reflective of the communities it serves.
Number of incidents of discrimination
| Total 2022 | 2021 | 2020 | 2019 | 2018 | ||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Total number of incidents of discrimination during the reporting period | 0 | 0 | 0 | 2 | 3 |
Number of employees by age group
| 2022 | 2021 | 2020 | 2019 | 2018 | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| FTEs | Percent | FTEs | Percent | FTEs | Percent | FTEs | Percent | FTEs | Percent | |||||||||||
| Total | 11 148 | 13 374 | 13 235 | 17 223 | 17 901 | |||||||||||||||
| Under 30 | 1 667 1 | 14.9 | 1 907 1 | 14.3 | 1 896 | 14.3 | 2 474 | 14.4 | 2 575 | 14.4 | ||||||||||
| Male | 1 208 | 10.8 | 1 398 | 10.5 | 1 367 | 10.3 | 1 761 | 10.2 | 1 832 | 10.2 | ||||||||||
| Female | 458 | 4.1 | 510 | 3.8 | 529 | 4.0 | 713 | 4.1 | 743 | 4.2 | ||||||||||
| 30–50 | 6 579 | 59.0 | 7 843 | 58.6 | 7 798 | 58.9 | 10 092 | 58.6 | 10 664 | 59.6 | ||||||||||
| Male | 4 914 | 44.1 | 5 944 | 44.4 | 5 889 | 44.5 | 7 844 | 45.5 | 8 304 | 46.4 | ||||||||||
| Female | 1 665 | 14.9 | 1 899 | 14.2 | 1 909 | 14.4 | 2 248 | 13.1 | 2 360 | 13.2 | ||||||||||
| Over 50 | 2 902 | 26.0 | 3 624 1 | 27.1 | 3 541 | 26.8 | 4 657 | 27.0 | 4 662 | 26.0 | ||||||||||
| Male | 2 405 | 21.6 | 3 028 | 22.6 | 2 959 | 22.4 | 3 891 | 22.6 | 3 870 | 21.6 | ||||||||||
| Female | 497 | 4.5 | 595 | 4.4 | 582 | 4.4 | 766 | 4.4 | 792 | 4.4 | ||||||||||
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1 The sum does not add up as the numbers are rounded.
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Management functions
| Total 2022 | 2021 | 2020 | 2019 | |||||
|---|---|---|---|---|---|---|---|---|
| Total Management functions (in FTEs) | 585 | 676 | 691 1 | 812 | ||||
| Male | 477 | 569 | 575 | 674 | ||||
| Female | 108 | 107 | 115 | 138 | ||||
| Senior Management functions (in FTEs) 2 | 168 | 190 | 196 | 234 | ||||
| Male | 144 | 171 | 177 | 209 | ||||
| Female | 24 | 19 | 19 | 25 | ||||
| Junior Management functions (in FTEs) 3 | 417 | 486 | 495 1 | 578 | ||||
| Male | 333 | 398 | 398 | 465 | ||||
| Female | 84 | 88 | 96 | 113 | ||||
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1 The sum does not add up as the numbers are rounded.
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2 Executive CommitteeExecutive CommitteeUntil 30 June 2022, the Executive Committee was mainly responsible for implementing and monitoring the Group strategy, for the financial and operational management of the Group, and for the efficiency of the Group’s structure and organization. Effective 1 July 2022, the Executive Committee was replaced by the Executive Steering Committee (ESC). and Management Levels 1–4
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3 Management Level 5
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Breakdown of employees per nationality
| 2022 | 2021 | 2020 | 2019 | 2018 | ||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Nationality | FTEs | Percent | FTEs | Percent | FTEs | Percent | FTEs | Percent | FTEs | Percent | ||||||||||
| German | 3 044 | 27.3 | 3 922 | 29.3 | 4 023 | 30.4 | 4 595 | 26.7 | 4 619 | 25.8 | ||||||||||
| Indian | 1 212 | 10.9 | 1 688 | 12.6 | 1 517 | 11.5 | 1 798 | 10.4 | 1 864 | 10.4 | ||||||||||
| Chinese | 1 019 | 9.1 | 1 081 | 8.1 | 1 031 | 7.8 | 1 181 | 6.9 | 1 284 | 7.2 | ||||||||||
| Brazilian | 894 | 8.0 | 1 053 | 7.9 | 981 | 7.4 | 1 179 | 6.8 | 1 116 | 6.2 | ||||||||||
| Indonesian | 593 | 5.3 | 618 | 4.6 | 620 | 4.7 | 724 | 4.2 | 726 | 4.1 | ||||||||||
| Mexican | 357 | 3.2 | 535 | 4.0 | 521 | 3.9 | 597 | 3.5 | 598 | 3.3 | ||||||||||
| Spanish | 314 | 2.8 | 314 | 2.3 | 310 | 2.3 | 427 | 2.5 | 414 | 2.3 | ||||||||||
| Polish | 288 | 2.6 | 276 | 2.1 | 282 | 2.1 | 351 | 2.0 | 347 | 1.9 | ||||||||||
| Turkish | 255 | 2.3 | 290 | 2.2 | 282 | 2.1 | 396 | 2.3 | 400 | 2.2 | ||||||||||
| Japanese | 194 | 1.7 | 258 | 1.9 | 260 | 2.0 | 279 | 1.6 | 269 | 1.5 | ||||||||||
| Colombian | 189 | 1.7 | 191 | 1.4 | 183 | 1.4 | 268 | 1.6 | 261 | 1.5 | ||||||||||
| Argentinian | 171 | 1.5 | 186 | 1.4 | 191 | 1.4 | 219 | 1.3 | 230 | 1.3 | ||||||||||
| French | 155 | 1.4 | 161 | 1.2 | 167 | 1.3 | 236 | 1.4 | 488 | 2.7 | ||||||||||
| Italian | 125 | 1.1 | 137 | 1.0 | 140 | 1.1 | 515 | 3.0 | 529 | 3.0 | ||||||||||
| Romanian | 122 | 1.1 | 92 | 0.7 | 36 | 0.3 | 23 | 0.1 | 14 | 0.1 | ||||||||||
| Swiss | 120 | 1.1 | 137 | 1.0 | 141 | 1.1 | 139 | 0.8 | 138 | 0.8 | ||||||||||
| South African | 118 | 1.1 | 139 | 1.0 | 142 | 1.1 | 182 | 1.1 | 189 | 1.1 | ||||||||||
| Others (incl. North America, for whom no nationality data is recorded) | 1 980 | 17.8 | 2 298 | 17.2 | 2 408 | 18.2 | 3 612 | 21.0 | 3 908 | 21.8 | ||||||||||
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1 Numbers below 1.0 % threshold
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Ratio of basic salary and remuneration of women and men
Fair payment is fundamental for the company. Regional and local HR teams work to avoid or eliminate discriminatory practices in work-related activities. This applies in particular to pay, training, career guidance, and social security. Globally, the average base salary of female employees in 2022 rose to 98.2 % of the average salary of male employees. Departures were not included in these calculations. In 2023, Clariant will continue to analyze potential gender pay gaps and define corrective measures if needed.