How to supercharge DEI initiatives with ERGs: Viatris ANZ’s Operations Head shares strategies

When it comes to the top challenge for DEI initiatives, business leaders who fail to take ownership for driving DEI outcomes come out on top. According to a survey by Gartner, 51% of 181 DEI leaders identified this as their primary obstacle in Australia. Additionally, having limited staff dedicated to DEI and employees resistant to DEI changes were also significant hurdles, cited by 29% and 23% of DEI leaders, respectively.

Other challenges noted by DEI leaders in the "Model of a World-Class DEI Leader" report include limited power to effectively drive decisions (33%) and ineffective coordination of efforts across the organisation (31%). Despite these obstacles, DEI efforts are expected to advance, even amid growing pushback from employees, according to a separate Gartner report.

In an exclusive interview with People Matters, Robert Elliot, Head of Operations at Viatris ANZ, shared how his organisation successfully navigated these challenges and advanced their DEI initiatives. Elliot provided insights into best practices and strategies that have proven effective in fostering a more inclusive workplace.

Excerpts from the interview: 

How can organisations ensure that ERGs contribute meaningfully to both inclusion efforts and business success?

Employees today are connecting their job to purpose like never before and want to be part of the establishment and evolution of policies, practices, and procedures—especially when it comes to DE&I. Effective employee resource groups are key to inclusion at work, fostering diversity, talent development and innovation which drives a better workplace and ultimately success in business.

Viatris’ global Employee Resource Group’s (ERG) bring together colleagues and allies with common interests and diverse experiences. Each ERG is open to all colleagues, and we encourage membership in multiple ERGs. The ERGs offer opportunities to listen and learn from others and strive to change our company and our communities for the better. ERGs also provide colleagues the chance to develop skills such as committee leadership through formal leadership roles in councils and chair seats, communications support and event planning.

Could you elaborate on Viatris Australia’s VIVID ERG and its objectives in promoting diversity, representation, and inclusivity within the workplace?

At the beginning of 2023, Viatris Australia’s VIVID ERG launched as a local extension of the global ERG, to support LGBTIQ+ colleagues and allies in building an inclusive workplace culture where all colleagues can be their authentic selves. 

We recognised that the global goal of inclusivity needed to be localised for it to truly be effective. Activities included celebrating the Sydney Gay and Lesbian Mardi Gras and Brisbane Pride and holding educational events for how to be your authentic self.

What are some of the challenges organisations face in fully integrating DEI principles into their corporate culture beyond superficial diversity metrics?

DE&I is most effective when it is integrated and embedded into existing programs, so being able to show how companies are doing this beyond ERG’s can be a challenge. What we have found is that metrics have a place in evaluating the success of DE&I programs, for instance we’re very proud of the fact that in 2023, we were able to engage 97 per cent of our colleagues globally on DE&I learning.

This way of integrating DE&I practice into our initiatives and programs are made to functionally be a part of Viatris’ culture and how we do business. For instance, diverse and inclusive hiring practices, as well as our Viatris Way culture initiatives.

Our workforce is very engaged, so most of our initiatives and programs are driven by employees with the support of senior leaders as needed. Having DE&I initiatives driven by employees themselves means that diverse perspectives are incorporated, and the result is something that makes an impact to all colleagues’ lives. If companies don’t have this engaged workforce into DE&I practice, this could create a challenge.

Looking ahead, how do you envision the evolution of DEI practices within organisations, particularly in terms of ERGs and their role?

ERGs are a great way to create safe and creative spaces for employees with shared or similar experiences to connect. I think they will be foundational in the evolution of DE&I practices in the future. Conversations about what practices and programs and even what the overall company culture should be like that come from these groups are extremely valuable insights. 

Ultimately, we want the whole organisation to be like a large overarching ERG where each employee is celebrated, understood and respected as their authentic selves.

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What advice would you give to organisations striving to enhance their DEI efforts and maximise the effectiveness of ERGs?

The power of listening goes a long way– My main piece of advice would be to simply listen to employees. That’s what the ERGs are in place for. Each organisation is different and it is really important to listen to your employees about what they feel is important and how they want to be supported. 

If certain programs haven’t been done before it’s good to see them as opportunities rather than risks. You can run pilot programs or trial programs on a smaller scale. There is no set way of doing things other than ensure you are working with employees. Viatris is a healthcare company, with a mission to empower people worldwide to live healthier at every stage of life and maintaining the wellbeing of our employees is key to that promise.