The Signify Case: A Path To Inclusion

This document describes the case of Signify, a company that has adopted the D&I ap-proach to adapt to a new market. Starting from the strong commitment of the CEO, the company has built a strategy called "2+1" The aim of this strategy is to solve the critical issues related to gender and age categories globally, whilst letting individual countries choose a third category to address specific local needs. The company has invested a lot at the strategic level (building a champions’ network, creating a D&I Board and starting a monitoring system), and has worked on the implementation mainly through the estab-lishment of training programmes and a series of contour activities for awareness-raising and the sharing of best practice. Although the organizational change has been signifi-cant, there is a monitoring system that is not yet in place, a certain fragmentation of ac-tivities and a low involvement of the organizational population at all levels. The case was built from a series of interviews with the CEO, some members of the D&I Board (including the Head of Talent Management and Organizational Development and the CHRO), several D&I Champions and some alumni of the leadership development pro-grammes.