Sephora and Zoetis recognized by Catalyst for improving gender representation and advancing women
- Organizational culture change
*Catalyst offers research-backed inclusive workplace solutions
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- Sephora Scholarship, an annual six-month-long program launched in 2021, provides participants from underrepresented races and ethnicities with tuition for cosmetology and esthetician school, a paid internship at Sephora, firsthand industry experience, mentorship, and access to open roles following graduation. To date, 217 scholars (75% people of color) have participated in the program.
- All Abilities Hiring is a nine-week structured training program within distribution centers that includes five days in the classroom and eight weeks on the job. After the training, graduates receive an offer to join Sephora. As a result of the program, the company hired 317 participants with disabilities. The program’s goal is to expand so that 30% of all distribution center employees are people with disabilities, up from 10% to date.
- Sephora Talent Incubator Program is a six-month development program focused on underrepresented talent with three areas of focus: 1) group coaching; 2) mentorship by leaders based on competencies; and 3) culturally oriented individual coaching. Since the program’s launch in 2021, 200 mentees and 110 mentors have participated and 50% of the mentees were promoted to next-level roles.
- The Accelerate program is Sephora’s long-standing brand incubator program, which shifted priorities to focus exclusively on Black, Indigenous, and other people of color beauty founders in 2021.
- DE&I accountability is built into Key Performance Indicators. Every employee at Sephora, from the C-Suite to the front line, is held accountable to four goals per year. One of these goals must be a DE&I-related goal.
- Band 1 (VPs and above): from 20% to 33% (13 percentage points)
- Band 2 (Manager and Director): from 30% to 39% (9 percentage points)
- Band 3 (Individual Contributors): from 53% to 60% (7 percentage points)
- Global culture, regional customization: Zoetis’ core values serve as guiding principles for fostering a sense of belonging and taking new opportunities across the globe. At the same time, the company makes specific efforts to address the unique needs of different regions.
- Frontline employee inclusion: Women are found everywhere across Zoetis’ two primary frontline functions of manufacturing and sales, including in key leadership roles. Career ladders and paths are available to all frontline colleagues. Everyone has access to an individualized development plan, support, and an understanding of how to advance, as well as opportunities to work on different projects or roles.
- Colleague Resource Groups (CRGs) play a tremendous role in helping leadership understand the obstacles that different groups face; promoting allyship; generating ideas for solutions, sharing them with executive sponsors, and executing on them; and much more.
- Talent processes, both external-facing and internal-facing, have a powerful impact on representation and inclusion at Zoetis. External-facing processes share what it’s like to work in animal health and increase the pool of underrepresented talent. Internal-facing processes include strong, intentional succession planning that regularly plans for two–three roles ahead and provides access to sponsors, mentors, and leadership growth opportunities.