Diversity and Inclusion at Nexans

Diversity is key to performance

All differences are appreciated and respected at Nexans. The Group considers that each employee is unique and a source of wealth to succeed together in “electrifying the future”. That’s diversity. Promoting diversity means eliminating all forms of discrimination in terms of employment and occupation (gender, age, origin, political opinion, religious beliefs, etc.). Whether professional equality or gender equality, the employment of seniors, people with disabilities, the integration of young people, access to training, Nexans is committed on all fronts.

People from nearly 30 nationalities work at the Group’s head office. Different forms of diversity are also represented on the Executive Committee, including in terms of foreign nationals, with six nationalities among the ten members. In October 2022, Maria Lorente Fraguas was appointed Senior Corporate Vice-President, Chief Human Resources Officer also in charge of Corporate Social Responsibility.

26 %

Target for female managers in 2023 (compared to 24% in 2020)

18-20 %

Target for women in top management positions in 2023 (compared to 14.7% for 2020)

We In Nexans, Women, Diversité
We In Nexans, diversity accelerator

The Diversity & Inclusion approach is now well underway at Nexans. Following the rapid success of the WIN network (Women In Nexans), launched in 2018 to provide the Group with an initial indicator of professional equality, a new WIN programme for We In Nexans is now taking up all the issues related to diversity.

As the Group’s leading global Diversity & Inclusion network, this internal community encourages experience sharing, individual development and career progression. Present in five regions of the world, WIN accelerated its development in 2020, increasing the number of members and the plurality of its international actions. 

Measuring the sense of belonging

For several years, the Group has been leading multiple initiatives to mobilise all its employees and strengthen their sense of belonging. Maintaining a link with them requires measuring and “taking the pulse” of the organisation on a regular basis.

Every two years, the Group thus initiates an engagement survey. As the latest survey recorded changes and new ways of listening to employees, several initiatives have been launched, with the aim of developing the feedback culture in the company.

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