INTEGRATEDPEOPLE STRATEGY

DECEMBER, 2021

TABLE OF CONTENT

1. ExecutiveSummary.................................................................................................2

2. DNDi’sPhilosophyandModelUnderpinningthePeopleStrategy..........................2

3. TheChangingHumanResourcesManagementLandscape.....................................3

4. OrganizationalNeeds ..............................................................................................4

5. Employees’Needs...................................................................................................5

6. TheIntegratedPeopleStrategyElements...............................................................6

6.1 StaffHealthandWorkFlexibility.............................................................................6

6.2 TotalRewardsandFairCompensation....................................................................7

6.3 EmployeeExperience.............................................................................................7

6.4 Talent,Learning,andtheFutureofWorkSkills......................................................8

6.5 Diversity,EquityandInclusion................................................................................9

6.6 HRFunctionandDigitalization................................................................................17

References..........................................................................................................................19

1. EXECUTIVE SUMMARY

What and why?

The IntegratedPeopleStrategy isavisiondocument thatguides DNDi on how to value its most important resources: its people.DNDi’s recently refreshedNo. 1 value is to be ‘People-Centric’, indicatingtheorganizationneedstofocusonitspeople.ThethreeothervaluesalsohighlighthowDNDishouldrefocusonitspeople:byinnovating,applyingstrongethicalstandards,andnotbeingafraidtochangethestatusquo.Deliberate approaches to enhance staff experience, moti vati on, retenti on, educati on, and development is a strategic lever that will enable delivery of DNDi’s strategic plan, mission, and vision.

What does it need to do?

TheIntegratedPeopleStrategyneedstorespondto: DNDi’s approach in adapting to itsexternal environment, to organizati on needs, and to employee needs. It covers the period 2020-2026, however it could be extended to 2028 ifit is still relevant and responding toourneeds,overlapping much of the 2021-2028 StrategicPlan.

MoreontheStrategicplan:dndi.org/strategy

Our Values

People-centred Integrity Innovati on Courage

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Who are the stakeholders?

The success of the strategy depends on many internal and external stakeholders, notablyDNDi’s managers, the Global Personnel Commission, Internal Communication function, ITSServices, and the Ombudspersons, and will require the strong support of DNDi’s ExtendedExecutive team. The Human Resources (HR) function itself can in some instances be a driver, apartner, or a catalyst, and offer support, however the whole organization must embrace the strategy to achieve the desired impact.

What are the desired impacts and outcomes?

The desired impact of the Integrated People Strategy is to ensure that DNDi employees are engaged, skilled, and resourced so they have full satisfaction at work. In turn, this will ensurethat DNDi retains its unique position as employer. This strategy will contribute to DNDi being seen as a great place to work (both for scientific and non-scientific employees) and as anethical employer that delivers on its core values. Moreover, through implementing thisstrategy, DNDi will be able to retain and attract new talent and, most importantly, improve its overall productivity and strengthen its reputation.

DNDi has been a stronghold of ethics and values. It was created to address a primary injustice inthis world, whereby millions of people die around the world every year from lack of treatment, ingreat part because profit-driven research and development (R&D) does little for diseases of the poorand the marginalized.In brief, treatments, vaccines, and diagnostics are usually developed in − andfor − the Global North and remain inaccessible in low resource settings or, at best, only trickle-downdecades later, failing to prevent decades of excess morbidity and mortality as well as deep cycles ofpoverty.

In putting patients in low-resource settings at the centre of innovation, in challenging the statusquo and tapping expertise among endemic countries’ scientists and clinicians alongside industryand academic partners worldwide, and in supporting a progressive agenda for a more effective andequitable pharmaceutical research and development system, DNDi has been a pioneer, and its non-profit model one of the first of its kind at the time.

2. DNDi’s PHILOSOPHY AND MODEL UNDERPINNING THE PEOPLE STRATEGY

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ThisambitionwasshapedbyDNDi’s founding partnersonfourcontinentsincludingDNDi’sfoundingExecutiveDirector,BernardPécoul, accompaniedby committedanddiverse staffmembers.Theircollectiveeffort,humility,integrity,passion,andcommitmentmadeDNDiwhatitistoday:aglobal organizati on with 300 staff in nine locati ons, a track record of achievements with eight newtreatments developed for five neglected diseases as of 2020, and a rich pipeline to sustain thisperformanceinthefuture.

Adoctor’sdream:Apillforsleepingsickness

DNDi:15yearsofputtingpatientsbeforeprofits

DNDiremainscommittedtoactasoneorganizationwhilenurturingandenrollingleadingexpertsandchampionsaroundtheworld.Weoperatewith a unique common culture,groundedinourcommonaspiration,andenrichedbythediversityofourstaff.Indeed,ourteamsgatheranexceptionalmix of experti seandembraceourcultural,racial,gender,andotherdifferences.Ourcultureisalsorichandcomplexasitcutsacrossscienceandadvocacyworlds,yetneithersciencenoradvocacyalonedefineus.AllcontributorstoDNDiareinvitedto learn from each other andtonurture each other’s perspecti ves,topreserveandenhancethisrichculturalbalance.

Adoctor’sdream:Apillforsleepingsickness

DNDi:15yearsofputtingpatientsbeforeprofits

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View the fi lm

View the fi lm

OUR AIM: TO DEVELOP 25 NEWTREATMENTS IN OUR FIRST 25 YEARS

We innovate to save lives

We foster sustainable soluti onsWeworkhand-in-handwithpartnersinlow-andmiddle-incomecountriestopowerourprogressandstrengtheninnovationecosystemsthatputpeople’sneedsfirst

WespeakoutforpolicychangetoenablemoreeffectiveandequitableR&Dandaccesstothefruitsofscienceforallpeopleinneed,nomattertheirincomeorwheretheylive.

Wedevelopurgentlyneededtreatmentsforneglectedpatientsandworktoensurethey’reaffordable,available,andadaptedtothecommunitieswhoneedthem.

We advocate for change

The nature of work and the workforce is changing rapidly, and DNDi must be prepared to adapt to this new reality.Accordingtothe2019DeloitteHumanCapitalTrendsreport,organizationswillneedtoadjusttoamultitudeofdiff erent working arrangements that allow more fl exibilityinemployment.Artificial Intelligence (AI)andnewtechnologieswill impact jobsandnewskill requirements,withincreased digitalizati on in the workplace. For example, digital team collaboration tools, onlineappraisaltools,or,inthefuture,onlineportalswhereemployeescanaccessalltheirinformation,willintimereplacepaperprocesseswithdigitalworkflows.

Digitalizationrequiresmanagementifitistobeadaptedtoorganizationalneeds;itmayhaveadverseeffectsifitisnotimplementedcarefully(the‘dehumanizationofwork’or‘intrusivesurveillancesystems’areexamplesofnegative impacts).TheMercer2020GlobalTalentTrendsreportacknowledgestheCOVID-19 pandemic as bringing more uncertainty and acting as a disruptor. The report shares aninterestingfactabouttheimpactonemployee health and wellbeingduetoahigh-paced and volati le work environment:ofthepopulationsurveyed,2outof3employeesfelttheriskofburnout,evenbeforethepandemic.Thereportmentionedthatthepaceofworkisincreasingwithexcessiveworkpressureandbusyworkschedulesbecomingmorefrequent.

3. THE CHANGING HUMAN RESOURCES MANAGEMENT LANDSCAPE

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The globalizati on of the talent market and increased competi ti onwillprovideopportunitiesbutalsochallengesforDNDi. The arrival of new generati ons–suchastheGenZs–intheworkingenvironment,whilemillennialsmoveintomiddlemanagement,will requirevariableorcustomizedengagementstrategiestorespondtothedifferentstagesofcareerandmindsetsofeachgeneration.Theover-55populationwill bewell represented in theworkforce, leading toworkenvironments inwhichfourgenerationswillneedtoworktogether,andorganizationswillthereforeneedtoaccommodateverydifferentneeds.These trendsdemand thatorganizationsbeagentsof change in thehumanresourcesspace.Buthow?AccordingtotheMercer2020GlobalTalentTrendsreport:‘empathy sits at the heart of the new mandate …organizationswillsucceedbytakingaholisticviewofemployees’health,wealth,andcareersandbyenergizingtheemployeeexperience.’

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4. ORGANIZATIONAL NEEDS

DNDiisenteringastageofsteadyconsolidation,andgrowthandleadershipshouldstarttoconcentratein the regions. Thismaturation should not hinder the organization’s natural flexibility to take onnewopportunities,increaseitsvirtualfootprintandflexibleworkingpatterns,andaccommodateawiderangeofcontractualarrangements.However,thesechangeswillbeinacontextofcontinuousalignmentasDNDi’sfuturecontinuestobeasoneorganizationwithonestrategy,oneportfolio,andoneteam.

Inthecomingyears,DNDiwillprioriti ze growth of staff and leadership in its regional offi ces,anddevise a comprehensive approach to develop skills and competencies across the organizati on.MeanwhileDNDiwill seekto increase its effi ciency and producti vity,maintain its innovativeandagileedge,andimplement new ways of working toachieveitsgoalswhileproperlycalibratingitsheadcount.

Our‘newwaysofworking’signifyourabilitytomanageanagileprojectteamorganizationinparalleltothematrixedhierarchicalstructures.Thiswillrequireadifferentwaytofunctionasoneteam:anorganizationalculturethatisinclusive,overcomingtheboundariesofdepartmentsandgeographies.Effectiveteamsrequiregroupcohesion,collaboration,andactivelyengagedmembers.Thischangewillrequireadigitalsolutionforhumanresourcesmanagementthatisflexibleandadaptable,thatreliesonemployees,managers,andHRinputtinginformation,andanHRteamthatistrainedandskilledtomanagethesechanges.

Talentandleadershipwillremainkeytorespondtothefutureneedsoftheorganization;thus,effectiveapproaches tonurture diversity, equity and inclusion aswell as excellence in talent management willbeessentialbuildingblocks.Thefocuswillbeonapplyingstrategiescustomizedtoregionswithdifferentculturesandtalentpools.AuniqueIntegratedPeopleStrategyandcoherent and integrated organizati onal matrixwillbeneededtotreat employees across the organizati on equitably.

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Recent employee surveys show thatDNDi staff share a strong sense of purpose, and that themajorityareverycommittedtoDNDi,feelingrespected and recognized.Therehavebeenalotofimprovementssince2014,representingagoodfoundationforfurtherprogresstomeettheneedsofDNDistaff.

Periodic employee surveys as well as the support of the Global Personnel Commission and theOmbudspersonshave informedthedevelopmentofthis initialPeopleStrategyandwill informitsevolutionandfurtheriterations.DNDiwillcontinuetobeattentivetodisaggregatingdata,andnotonlybygeography,gender,andgradinglevelbutalsobygenerationsowecanrespondtoneedsofallfourgenerations.

Inthisfirst iteration,severalareashavebeenidentifiedaspriorities:employee health, workload, performance management(particularlyrelatedtothesystemofrewardforgood,ormanagementofpoorperformance),career development opportuniti es,and,toalesserextentbutstillimportantly,compensati on and benefi ts. The COVID 19 Employee Survey (2020)providedadditionalinputonthebenefitsoffl exible working arrangementsandtheneedtomanageworkloadandbeattentivetostaff wellbeing,whileanylong-termeffectsofthepandemicontheworkplaceareyettobeidentified.

5. EMPLOYEES’ NEEDS

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6. THE INTEGRATED PEOPLE STRATEGY ELEMENTS

Thefollowingotherstaffpreoccupationswereforemostinmindindevelopingthisstrategy:preventi ng work overload and burnout in a highly committ ed workforce; preventi ng confl ict and coachingleaders to make eff ecti ve decisions; revising the decision-making processtoempowerormotivatestaff;addressingpercepti ons of gender and power inequality;andenhancing talent retenti on.Tworecentdevelopmentshaverevealedfurtheremployeeneedsnowintegratedintothisstrategy:

First, sinceFebruary2020,COVID-19 has createdanunprecedented situation. The survey resultshaveprovidedsomestronginputintheareasofworkflexibilityandwellbeing.Ithasalsounderlinedtheneedtosupportstaffintheirgeneralwellbeingandspecificallyaddressstress and anxiety.

Second,theBlackLivesMattermovementhasprovokedstrongandmeaningfuldiscussionsontheimportanceofDNDi supporting efforts toaddress structural racism aswell as exploringways tonurturethesereflectionsand,wherenecessary,driverequiredaction.ThisissupportedbyaninternalDiversity, Equity, and Inclusion staff working groupwithactiveparticipationandguidancefromtheExtendedExecutiveTeam.

The Integrated People Strategy Elements are interconnected – one elementcannot be isolated from the others – to encourage establishment of synergies.

STAFF HEALTH &WORK FLEXIBILITY

TOTAL REWARDS &FAIR COMPENSATION

DIVERSITY, EQUITY AND INCLUSION

HR FUNCTION AND DIGITALIZATION

EMPLOYEE EXPERIENCE

TALENT, LEARNING, AND THE FUTURE OF WORK SKILLS

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6.1 Staff Health and Work Flexibility

Staff health and wellbeing is of great importance to DNDi’s workforce, given their current workload.Wellbeingatwork isbecomingakeydriver for retaining staff,enablingDNDi to leverage theworkforce’scollective expertise and skillsets. DNDi will continue its commitment to make health, wellbeing, andwork flexibility a priority given the feedback from the surveys and the Ombudsperson report.

To be successful in this endeavour, DNDi needs to create a culture of caring and to uphold our Code of Conduct. This will require an enforcement of mindset to be sensitive to employees’ needfor wellbeing and, consequently, their health. Tangible objectives for management could includeensuring adequate staffing of teams and allocation of sufficient resources, and ensuring proper planning is in place to anticipate important upcoming milestones. For its part, HR could help byhiring new staff/consultants in peak periods of activity; introducing resiliency, stress management, and conflict management training; launching motivational and employee assistance programmesas well as team building events; and supporting the Wellness DNDi group in its activities. From ananalytics point of view, regular surveys on wellbeing factors and predictive health assessmentwouldhelp us better understand stress levels and prevent employee burnout.

Work flexibility is defined as allowing staff to work from home (or other locations), on different schedules, or to have a part-time contract. Work flexibility is known to increase productivity andis particularly valued by employees who are planning or close to retirement, who have parentingor caring responsibilities, or who engage in other activities for their wellbeing. Work flexibility alsoallows shielding of vulnerable persons during a pandemic. HR would need to define such solutionsfor each office location. Managers would need training on how best to redesign jobs and enableproductivity under flexible working conditions, in particular for part-timers. The ability to re-locate(or work mobility) contributes to an employee’s development, illustrating the synergy between thePeople Strategy elements (in this case between Staff Health, Work Flexibility, Talent, Skills, Learning,and Employee Experience).

It is equally important that managers and staff are encouraged and trained to take proper breaks anddisconnect, otherwise flexible working can easily intrude on private life.

6.2 Total Rewards and Fair Compensation

DNDi has a well-defined methodology for benchmarking compensation and benefits against thecurrent market. This includes a regular process (every three to four years) of revision for each officeand salary grade. However, thesemeasures are focused on the base salary, with little variability. Giventhat DNDi will soon be employing four generations (baby boomers, GenX, GenY or millennials, andGenZ), all with very different needs when it comes to benefits and rewards, it will need to monitor variable pay carefully, aiming, wherever legally possible, to offer a range of benefit options for employees (Total Rewards). This will require a reliable digital employee benefit system to manageindividual choices.

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6.3 Employee Experience

Afocusonemployeeexperiencemeansproactivelydesigningandembeddingapositive and energizing experience throughout the employee life cycle. This is achieved by identifying key touchpoints along an employee’s career life cycle and improving them so that employees are satisfied and positiveabout DNDi as an organization. The experience would need to be empathetic and efficient, focusedon delineating how employees think and feel during every touchpoint of their journey through theorganization. As examples of key touchpoints, HR would need to review and optimize recruitment, onboard experience, salary progression, promotion and changes in role, secondments (internal orexternal) and mobility, and ensure they provide a positive experience for employees.

One touchpoint is the management of performance. Survey results and individual discussionsemphasize the need for a full reform of how DNDi manages performance. A second touchpoint is theneed to enhance recognition and reward for good performance, which has synergies with both theTotal Reward, and diversity, equity and inclusion elements.

HR will work with managers to help them design motivating and energizing roles. It will also offer anemployee portal that is user-friendly, enables rapid and efficient administrative processing of all theirneeds, and gives employees access to relevant information concerning them and their teams.Aside from improving employee life-cycle practices and offering the best tools to work with, DNDi asa matrixed organization needs to do even more to leverage the employee experience. Reinforcing a culture of collaboration and maintaining a work environment with leaders who are transparentand who value teamwork – where employees can have meaningful connections and communicate openly and honestly –are equally important factors in improving employee experience.

6.4 Talent, Learning, and the Future of Work Skills

DNDi needs to enhance the connection between talent management, learning, and skills development to promote a culture of learning and growth.

Skills development: Identifying DNDi’s future skills needs, and assessing the level of these skills, in an organized and systematic manner has not yet been done at DNDi, despite its manybenefits. The process will start with the India Office Pilot, followed by a review of how toconduct a full organizational exercise. This will help DNDi understand what skills should beenhanced or developed for employees, while employeeswill have the benefit of the organizationsupporting them in their development. Skills are defined as either ‘technical’ or ‘soft’ (and,importantly, leadership skills). From interviews with senior leaders in the organization, manytechnical and soft skills were cited, including: pharmaco-economics and market analysis tosupport access strategies; statistics; epidemiology; project management; artificial intelligenceand new digital technologies; pharmacokinetic/pharmacodynamic modelling (PKPD);chemistry, manufacturing and controls (CMC); medical affairs; political skills and influencing;representation with external stakeholders; partnership management; and leadership. Thereis much focus on technical skills, however soft skills are equally important. DNDi’s 2021-2028 Strategic Plan outlines that the organization’s needs in terms of soft skills includematrix organization collaboration, working in a multicultural organization, constructive and collaborative decision-making, and the basics such as global team management.

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Digital solutionsandanalyticsmanagedbyHRplayakeyroleinensuringthesuccessofthistriooftalentmanagement,learning,andskillsdevelopment.First,startingfromthebasics–knowingthetalentecosystem,whowehaveandwhere–isimportantandrequiresadigitalsolution thatmaps talent and registers the competencies and skills of employees togetherwiththeirdevelopmentplans.Adigitaljobandassignmentplatformwouldencourageteamsand individuals tomatchneedsandoffersandencourage internalmobility.Suchdatacouldproveusefulforgeneratingmobilityandturnoveranalyticsand,eventually,predictturnoverof highly qualified staff. Furthermore, such data could be crossedwith other demographicinformation,suchasgenderanddurationoftenure,whichwouldallowDNDitobettermanageandharnessitstalent.

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Talent management: People are at the heart of DNDi’s success and business model and are its greatest asset. ThehealthofDNDi’s talentpipeline is dependentnotonly on recruiting externaltalent but also having a robust talent management system that accompanies motivated andqualifiedemployees.Theexistenceofastrongtalentmanagementsystemreliesonbothleadershipandmanagementbeingdriversandcommittingtomanaginganddevelopingpeopleastheirpriority.

Asacorerequirement,atalentmanagementsystemwillcontributetosmoothersuccessionplanningforkeyroleswhileidentifyingpotentialgapsorcompetenciesatrisk.Thescopeofatalentmanagementsystem is the management of internal careers by preparing development plans, adapti ng job descripti ons,andunderstanding employees’ potenti als and moti vati ons while engaging in regular feedback. A talentmanagement system also entails a broader organizational approach,with HRsupportingemployees toprepare for re-skilling, plan for reti rement, and proposing new roles if job specifi cati ons change signifi cantly.Havingarobust internal virtual mobility approachisathirdelement thatnotonly removesbarriers toemployeesparticipatingeffectively in locationswherestructuresaretraditionallyhierarchical(subjecttonationallabourlawparameters),butalsosupportsstaffinmid-careermoves.

Fortalentmanagementtobeeffective,employeesneedtobeencouraged to learn, to develop their skillset, and envisage internal progression.Offeringcoursesalone,althoughimportant,willnotbeenough;employeesneedchallenging work assignments and ti me to learn.Someemployeeshavecommentedthat,muchastheywouldliketolearn,theydonothavethetime.Managersneedtotakeresponsibilityforthisasacoreobjectiveandencourageemployees inthisdomain.The70/20/10 framework will continue to be used by managers and employees and will become mandatory.Individualswithskillswillbeencouragedtotrainothersinternallyandsharetheirknowledge.

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6.5 Diversity, Equity and Inclusion

Asaglobalorganizationwithofficesandpartnersinmanycountriesandseekingtalentfromavarietyof areasof expertise and settings,DNDi recognizes that adiverse workforce makes an essenti al contributi on to the success of its programmes and its mission, vision, and values.

FollowingonfromtheintroductorychapteronDNDi’smodel,history,culture,andphilosophy,itisclearthatDiversity,EquityandInclusionisatthecoreofDNDi’sethos.Employeesidentifythemselvesas champions ofDiversity, Equity and Inclusion,while theorganization is encouraged to furtherbroadenitsefforts inactivelypromotingadiverseandinclusivespirit.ThiselementofthePeopleStrategyaddresses theaspectsofDiversity, Equity and Inclusion that concernDNDi’semployeesasindividuals,withinourworkingenvironment,anddoesnotattempttodescribethefullDiversity, Equity and InclusionapproachforDNDi,whichhasimportantadditionalpolitical,programmatic,andreputationalelements.

Asastart,in2017, DNDi staff adopted an equal opportunity statement,whichtakesallreasonablesteps toensure that individuals are treatedequally and fairly and thatdecisionson recruitment,selection,training,conditionsofwork,promotion,careermanagement,termination,andeveryotheraspectofemploymentarebasedsolelyonobjectiveandjob-relatedcriteria.

In 2018 the foundati ons were laid for adopti on of DNDi’s ‘protected characteristi cs’,whichensurethatemployeesarenotharassedordiscriminatedagainstatworkbecauseofage,civilpartnership,disability, ethnicity, gender, gender reassignment, health condition (physical/mental), maternity/paternity,mentalcapacity,mothertongue,nationality,origin,physicalappearance,politicalaffiliation,pregnancy,religion,sexualorientation,orsocialclass(Protected Characteristi cs).

DNDi appointed in 2018 two independent, neutral, imparti al, and external persons as Ombudspersons.Theirroleistocontributetothecreationofarespectfulandharmoniousworkplaceenvironment by facilitating good communications, understanding, and trust both within theorganizationandwiththirdparties.

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In 2019 DNDi put in place a Safeguarding Framework with a mechanism for addressing complaintsand an online whistleblowing platform – DNDi Integrity Line – to receive complaints anonymously.We have been encouraging employees to voice their concerns with our assurance that they will beaddressed in a timely manner.

In 2019, DNDi has formed a Diversity, equity and inclusion Working Group, which has been definingDNDi’s position and proposing policy changes and measures.

Furthermore, in 2018 and 2019, to increase awareness on topics such as discrimination and power abuse, mandatory workshops were held in all locations. In 2020 we started designing workshops onunconscious bias; these will be scheduled once pandemic restrictions have relaxed. We have alsodone much work on gender equity to ensure equal opportunities for women and men, in terms ofaligning compensation, ensuring equitable access to training and to promotion, and removing biasesin recruitment practices, etc. An annual Diversity, Equity and Inclusion report is now published with statistics shared with all staff and the Board. In its 2019 report, Global Health 50/50 was ‘pleasedto recognise DNDi as one of the organizations that made significant improvements across a range ofdomains’.

Nevertheless, there is much more work to be done. More recently, DNDi leadership engaged in ahealthy discussion on systemic racism. We also received requests from staff to bemore active on thistopic by raising awareness, promoting discussion, and reviewing how DNDi might contribute more to a worldwide effort to address this type of complex and deeply rooted discrimination.Managers, employees, leadership, and HR need to recognize that not taking any actionwill negativelyaffect employee motivation and productivity. Indeed, inaction will not only present DNDi in a badlight but may also undo the positive results the People Strategy aims to make as well as gains madeelsewhere.

The DNDi Diversity, Equity, and Inclusion working group, and the Extended Executive Team havecommitted to continue work in this area and adopt best practices from best-in-class institutions.Examples of actions DNDi could take include: raising awareness; leaders championing the subject;developing awareness of unconscious bias; making sure our policies, guidelines, and digitalized framework (HRIS) ensure zero discrimination; while ensuring compliance with GDPR (General DataProtection Regulation 2016/679) regarding employee information data.

In the coming years, DNDi will continue the journey started in previous years and build upon thesteps mentioned above to sensitize and reinforce the culture of responsibility on these topics ateach level. It will do so by focusing, strengthening, and making reporting more comprehensive, whilemaintaining the fragile equilibrium of diversity and equity that defines our culture.

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FocusWithspecificinvestments,wewillcontinuetoaddressfiveareasofspecificfocus:i) native language discrimination, ii) structural racism, iii) gender equity, iv) disability, v) sexual orientation and vi) recognizing that intersectionality identifies the advantages and disadvantages felt by people due to a of factors.ThroughtheIntegratedPeopleStrategy,DNDiwill introduceapolicytoencouragethe integrationof individuals livingwithphysical andmental challengesandprovideguidance toregionalteamsonthesubject.DNDi willalsohelptoraiseawarenesswhilestaffwillbetrainedhowtodealwithunconsciousbias.HRpolices,guidelines,andsystems–recruitmentinparticular–willbereviewedandadaptedtoahighstandardwiththeappropriatetrainingprovidedformanagers.Wewillchampionequalopportunitiesforcareerprogression,learningopportunities,andexternalrepresentation. DNDi should offers a safe space as an employer, ensuring protection and equaltreatmentinallofDNDi’soffices,differinglegalsituationsnotwithstanding.PlansrangetoinvitingLGBTQ+fromdifferentregionstotalktoDNDistaff,reviewpossibilitiesthroughdatacollectionsoninclusivitygapsandstrengths,andreviewofregional/countryspecificcontext,inadditiontotheoverallDEIreviewofHRpoliciesandguidelines.Finally,DNDiwillprovidelanguagetrainingforitsemployees,opportunitiestospeakandpublish,andhaveaccesstocareerdevelopment,eveniftheirnativelanguageisnotEnglish(theprimarylanguageinscience).

ReportingDNDi’s diversity statisticswillcontinuetobecollectedandreportedbyreviewinggender, employees’ nationality (proxy for race, as keeping statisticson race contravenesdataprivacy laws),years of service, and position (by grading).Inaddition,newelementssuchasstaffturnoverineachcategory and generational reporting (baby boomers, GenX, millennials, GenZ)willgivecriticalinsights.Thereportingofannualstatisticshasbeenestablishedandsomebasicrulesinrecruitment,promotions,andotherHRpracticesexistbutcanbeimproved.Furthermore,asof2021,agenderpaygapsurveywillbeconductedbycertifiedexternalthird-partyorganizations.

Maintaining Equilibrium and EquityPromotingarespectfulandharmoniousenvironmentandculturalsensitivitywillcontinue,aswilltheintentiontoensurediverseprofessionalbackgroundssothatDNDi’sculturalmixofpharmaandactivismwillbepreserved.

Throughregular interaction with employees, HRwilladdresstheareasofperceiveddiscriminationtoensurethatDNDi’sworkingenvironmentisfreefromdiscriminationandabuse.Throughacommon set of policies, guidelines, and mechanisms for enforcement–suchasaudits and benchmarking – HRwillcontinueitseffortstoensurethatallstaffareequitableandreceivethesametreatmentandthesameopportunities.

Supporting the Shift Towards Regional LeadershipItwasrecognizedthatactivelyworkingtowardsashift of power to regional leaders and positions willenableandsupportDiversity, Equity and Inclusion,andthiscommitmentoftheorganizationmadeinthe2021-2028StrategicPlanisanimportantdiversity,equityandinclusioncornerstoneforDNDi.

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The HR function needs the ability to drive change, to continue engaging with the organization as a strong business partner, and to continue contributing to making strategic choices. As noted earlier,the next 10 years will witness many changes in the working environment, a reflection of trends onthe politico-socio-economic space. DNDi will need to keep pace with these changes and ensure thatit remains agile and entrepreneurial, despite reaching a certain level of organizational maturity. HRin all offices must acknowledge the effort required; progress will depend on the level of investmentin HR and its tools.

Currently, the HR function is modelled on medium decentralization. The Global HR Team agrees onglobal policies and projects before they are implemented in each office, taking into consideration thecontext and the capacity of each HR focal point to implement them.”. This model will be retained,however efforts will be made to delegate more global projects to HR focal points. With globalconnectivity, HR focal points can drive the thinking and the implementation in teams, regardlessof their location. In this sense the HR function itself needs to be upskilled and trained with rolesbecomingmorefluid and interchangeable in the future. In addition, theHR functionneeds todigitalize its administrative processes and data analysis. This will allow HR to offer teams, managers, and theBoard the best support – as their business partner – by providing pertinent HR data to help themmake good decisions, and generally provide DNDi with greater value through their work.

Digitalization will determine the HR function’s ability to innovate and adapt, with many projectsunderpinned by the availability of digital solutions, such as enabling mobility of staff across projects.

Digitalizationwillallowemployees to be more efficient, save time, and have access to their information quickly. It will allow the HR function to support all employees through an individual portal designedto offer the best service and support in the employee life-cycle elements(recruitment, contractingand onboarding, performance management, leave management, training and development, etc.). Itwill enable HR to devote more time to engaging with employees on more valuable discussions – suchas development – and to engage more with the teams on topics such as roles, team relations, andways of working. It will help HR to optimize its daily operation.

6.6 HR FUNCTION AND DIGITALIZATION

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If carefully implemented,AIcanhelp to increaseefficiencyandenhance thedomainsof learning(e-learning), competencies and skillset job matching, and salary benchmarking, to name a few.Conductingworkforcesurveysandcollectingfeedbackfromstaffwillbecriticalforthesuccessofitspeople-centricapproach.Forexample,digitalsurveytoolsusealgorithmsthatcanpinpointpotentialdemotivationelementsforcertaincategoriesofstaff.APeopleAnalyticssystemcanleverageHR’scapacitytogather, analyse, manage,andprotect employee data tokeepimprovingtheemployeeexperience,inanethical manner,respectingdataprivacylaws.AnexamplewouldbetoensurewearemonitoringtheconsequencesofCOVID-19.

ThedevelopmentofdataandanalyticsandtheuseofanewintegratedHRISwillbringadded value to leadership with extended KPIs to bett er manage the organizati on.

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REFERENCES

DNDi Strategic Plan (2021-2028)

Mercer Global Talent Trends report (2020) ‘Win with Empathy’

Deloitte Insights (2019) ‘Leading the Social Enterprise: reinvent with a human focus’

Interview of Executive Team Members

Employee Survey (2019) and Global Personnel Commission Response

Ombudsperson report (2019)

COVID-19 Employee Survey (2020)

Equality Work: Global Health 50/50 Report (2019)

World Economic Forum (June 2020) ‘Diversity, Equity and Inclusion 4.0. A toolkit for leaders to

accelerate social progress in the future of work’

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