Gender Balance as a Competitive Advantage: The 3C Model

Luigi Bellopede, VP HR & Organization Region at Prysmian Group

Luigi Bellopede is a seasoned international Human Resources executive with over 15 years of experience, specializing in the Retail and Manufacturing sectors. He possesses deep expertise in mergers and acquisitions (M&A), which has been a cornerstone of his career. His professional journey began at GE General Electric, a role that laid the foundation for his HR expertise. In a significant career move, Luigi joined Prysmian Group, a global leader in the Energy and Telecom sectors. As the Senior Vice President of Talent and People Development, he played a pivotal role in orchestrating one of the most notable mergers in the cable industry. Since 2017, Luigi has been based in Asia, where he serves as the Senior Vice President of Human Resources for Prysmian Group in Oceania and Southeast Asia. In this role, he leads a diverse team of HR professionals across eight countries, driving organizational development and fostering a culture of excellence throughout the region.

My first encounter with the concept of gender balance occurred in 2014, approximately ten years ago. Despite being a unique opportunity and a significant issue, it wasn't a top priority on the HR agenda. Only a few visionary companies were addressing it, propelled by highly diverse environments. However, in recent years, gender balance has gained prominence not only on HR agendas but also in broader discussions.

This acceleration can be attributed to increased attention to sustainability and social ambition. Organizations, including the United Nations, have emphasized the importance for corporations to seriously consider gender balance. Consequently, investors have become more demanding, making gender balance a crucial aspect of the HR agenda.

“ But where does one begin? In my experience, spanning ten years of grappling with this important challenge, the approach requires a holistic set of actions and a consistent effort.”

Since then, many companies have found themselves lacking in key performance indicators such as female recruitment, gender balance among employees, female representation in key positions, and gender balance on boards. In my experience, the first step for the HR community, after recognizing the importance of gender balance, was to articulate the numerous reasons why it is a competitive advantage due to the diversity of perspectives and leadership.

These reasons include:

- Problem-solving: Leading to better solutions and decision-making processes.
- Market understanding: Better comprehension of the needs of a diverse customer base.
- Talent attraction: Drawing a large pool of top talent.
- Brand reputation: Fostering a positive reputation and enhanced brand image, leading to increased customer loyalty and trust.

However, achieving gender balance has presented and still presents several challenges, such as cultural barriers, unconscious bias, leadership commitment and talent shortages. In response to this context, HR is tasked with prioritizing diversity and inclusion to drive innovation, enhance competitive advantage, and contribute to a more equitable society.

But where does one begin? In my experience, spanning ten years of grappling with this important challenge, the approach requires a holistic set of actions and a consistent effort. Here are the three Cs that are essential components of any HR plan to achieve a more diverse gender-balanced organization:

1. Culture: Do not underestimate the cultural context and norms. Be prepared to implement actions—from training to communication—to mitigate bias.

2. Commitment: It's not solely an HR matter; it requires ensuring the commitment of leadership teams.
3. Communication: The availability of talent varies across industries. Therefore, a significant effort in communication and employer branding is needed to expand the candidate pipeline.

Thanks to this combination of factors, I am proud to lead an organization that recruits a 50/50 gender-balanced pipeline every year, moving us closer to becoming a more diverse and competitive company.

Retail