‍How does inclusiveness contribute to corporate culture and leadership development at Eaton Hungary?

István Lenk: Inclusiveness is integral to our corporate culture and leadership development. As one of the oldest members of WeAreOpen, Eaton has been pioneering an open corporate culture long before it became widely recognized. This commitment not only shapes our business model but also drives innovation and sustainable development. It's crucial for our partners, investors, and employees alike.

What steps are you taking to embed inclusivity into the company's core values and decision-making processes?

István Lenk: DEI is a core element of our operations, woven into the very fabric of our business model, it’s in our DNA. We recognize that supporting diverse perspectives fosters innovation and sustainable development. This inclusiveness is not just a moral imperative but also a strategic one, valued by our partners, investors, and employees.

Can you provide some concrete details on how this commitment to DEI is put into practice?

István Lenk: Absolutely. For instance, our 'leadership model training' has seen over 8,000 Eaton leaders participate in Valuing Inclusion and Diversity training. This mandatory training, conducted in-person by legal and ethical experts and psychologists, equips our leaders to handle DEI issues effectively. We also offer specialized training for supporting LGBTQ+ colleagues, covering real-life scenarios from everyday situations to more complex issues like gender reassignment surgery. These sessions aim to provide managers with the tools to support colleagues authentically and to communicate effectively with clients and suppliers, especially in less inclusive environments.

How do these trainings impact locally, and how are they adapted to specific environments?

István Lenk: While the impact of these trainings is influenced by the size of each local operation, they all align with our common philosophy embodied in the EatonResource Groups. This system includes four key pillars: talent, performance, globalization, and innovation. Each pillar is tailored to the local context, and supported by local Employee Resource Groups (ERGs). These groups, comprising regional and local communities of employees with shared goals and backgrounds, provide mutual support and foster an inclusive environment.

How do you measure the success of these groups, particularly the Pride ERGs?

István Lenk: We measure success through various metrics, including the inclusiveness index from our biennial employee questionnaire. This index, which recently stood at 76% globally with a target of 80%, reflects our progress. In Hungary, where our workforce is quite young, this index is 86%. Our efforts have been recognized by several awards, including the Diversity and Employer Award from the Financial Times and a 100% rating in the Human Rights Campaign Foundation's 'Best Places to Work for LGBTQ Equality' index.

June is Pride Month. How does Eaton engage with this event, and what role do ERGs play throughout the year?

István Lenk: Pride Month is significant for us, but our commitment to DEI extends year-round through our ERGs. Globally, 13,500 employees are involved in ERGs, with over 40% of managers participating in more than one. This active involvement, driven by personal motivation and networking opportunities, underscores our dedication to creating an inclusive workplace. It's a powerful message to our employees that inclusiveness is a priority at Eaton.