MILLENNIAL

FOODS INC.
D&I strategy
 1 INTRODUCTION

2 SO WHY D&I….?

3 D&I STRATEGY
TABLE OF
CONTENTS 4
GOVERNANCE
STRUCTURE

5 ROADMAP

TRACKING PROGRESS
6
I
N
T
VISION 1500 2500 5000 STORE
R STORES STORES MANAGEMENT
O
D
U
C
T PROGRESS 28 SPECIAL 27%
I (D&I FRONT) STORES FEMALE
O REPRESENTATION

N
 CASE FOR GENDER DIVERSITY

W
H
CASTLE PROJECT
Y
COMPANIES WITH COMPANIES WITH WOMEN COMPANIES WITH WOMEN

D WOMEN ON THEIR
BOARDS
IN LEADERSHIP POSITIONS IN LEADERSHIP POSITIONS

& 26% better return on Companies with more than Companies with more than
I? Invested capital 30% of women in
leadership positions
30% of women in
leadership positions
significantly outperform Could add more than 1%
others
1/3 16% higher return on points to its net margin
sales
 CASE FOR GENDER DIVERSITY

W
H
ANITA BORG
Y INSTITUTE

COMPANIES WITH MORE COMPANIES WITH MORE

D WOMEN WOMEN

& 41% MORE CONFIDENCE

PSYCHOLOGICAL SAFETY
I? REVENUE GROUP EXPERIMENTATION
TEAM EFFICIENCY

2/3 PROFITABILITY
LOWER TURNOVER RATE
 CASE FOR SPECIALLY-ABLED

W
H
LEMON TREE NFS Convergence
Y HOTELS

COMPANIES WITH SA COMPANIES WITH SA COMPANIES WITH SA

D EMPLOYEES EMPLOYEES EMPLOYEES

& Attrition rates Attention to detail Companies with SA

I? Deeper commitment
Customer care
employees had 48%

Learnability
lower turnover rate
margin
3/3 Productivity
Attrition rates
 Inclusive JD
The JD should be impactful and
neutral to both genders

Promote applications
HIRING Proactively reach out to the

S LGBTQ+ community and promote

for them to apply

T Gender diverse panel

Ensure diversity among the

R interviewing panel

A Gender Diversity Education

T •
•
Bias Education
Negotiation training

E Feedback
Device a proactive feedback
G redressal mechanism

Y TRAININ
Workshops
• Workshops on Sexual
G Harassment
• Accountability matrix

1/2
 Training

S
• Sensitivity training
• Mental training

T
Accessibility
R Ensuring easy accessibility to and from
the workplace

A
T Specially-Abled
Stress reduction
The correct set of tools and equipment

E to reduce stress in the workplace

G Committee
Y The presence of a committee to hear
employees concerns

2/2
 Governance Structure 1/2

D & I Council

Co-Champion Champion 10 regular members

The HR Director (also to be The CEO of the company will • Senior Management
designated Chief Diversity be the champion of the • Middle Management
officer) will be the co-champion council and has overseeing • Restaurant managers
of the council responsibilities • Employees
 Governance Structure 2/2

Roles and Responsibilities

1 Strategy and Accountability

• Ensure alignment of D&I metrics to the business strategy
• Manage and influence the expected key outcomes and targets of all D&I initiatives

2 Leadership Influence and Decision Making

Obtain management buy-in on D&I strategy and plans, facilitate the decision-making
process as well as influence the D&I council

3 Cultural Alignment
Lead by example and partner with business leaders to sponsor D&I specific initiatives
such as trainings, mentoring programmes, benefits and influence HR practices
 1 2 3 4
M RETENTION PROMOTION INITIATIVE ADVERSE
E RATE RATE FOCUSED DEI
METRICS
IMPACT

T Helps you uncover

retention issues across
Compare promotion rate of
different across different
Measure outcomes of DEI
focused initiatives. Eg:
Measure adverse impact at
each stage of employee

R
employee groups such as employee groups. There is a leadership cycle. Four- Fifths rule can
women, specially-abled program for black be implemented.
etc. This can also be done employees one can track

I across different
generations.
sales growth, revenue per
employee and net
promoter score
C
S
CALACULATE
IDENTIFY CALACULATE
SELECTION RATE RATIO <|> 80%
HIGHEST SR IMPACT RATIO
(SR)
Roadmap

• Introduction
• Agenda
• So why D&I…
• D&I Strategy
• Roadmap
• Governance
• Metric and progress tracking