Company name : Arendt & Medernach
Activity sector : Other service activities
Company category : Large company
Description of the action
Ourinclusion journey was defined on a collaborative basis. To identify inclusive behaviours, we launched a series of eight workshops of two hours entitled “Inclusive Workplace”. The objective was to co construct a shared definition of inclusive leadership at Arendt. All Partners participated, together with more than 100 employees grouped by level of experience, to open dialogue among peers. The workshops were designed and facilitated internally by our Chief People Officer, Head of Learning, and Sustainability Director.
Context
This project aligns with our diversity, equity andinclusion (DEI) strategy to promote and develop awareness and initiate a cultural shift in and outside the workplace. Ourinclusion journey is part of the HR roadmap, where it represents one of the three pillars. The action plan was defined on a collaborative basis, reflecting our commitment to makeinclusion a specific and essential topic within our organisation and culture.
Objectives
• Raise awareness ofdiscrimination and bias • Break taboos • Strengthen openness and foster a culture ofinclusion • Create safe spaces for dialogue and encourage authentic self-expression • Inspire and build belonging through shared stories • Facilitate dialogue on diversity topics • Strengthen community and support networks with empathy • Empower ongoing learning and growth.
Approach
The workshops were the first step of ourinclusion journey, coordinated with our HR team and Learning team to put into practice Arendt’s commitment towards DEI.
They were organized in the first quarter of 2024.
This action involved employees from every level of our hierarchy.
It guarantees a full and objective co-design of our action plan.
Impact
The workshops mobilised 100% of our Partners and Directors, together with more than 100 employees. They generated over 500 examples of inclusive behaviours or actions.
This input allowed to identify key challenges and solutions for building an inclusive workplace for everyone.
From these exchanges, to adapt practices and strengthen cohesion, we defined:
• 9 expected inclusive leaders’ behaviours
• 5 golden rules of an inclusive workplace
• 10 commandments for inclusion
The results reflect Arendt’s culture authentically, as they emerged directly from employee exchanges.
Importantly, the workshops laid the foundation for the panel events “I’m at the right place to be my true self, arendt you?”, created to answer the needs identified during the workshops. They focus on priorities such as daring to speak up, respecting differences, acting with authenticity, sharing vulnerability, and working intentionally on unconscious bias.
Together, the workshops and panels reinforce dialogue, clarify mutual expectations, and embedinclusion as a specific and essential topic within our strategy.
« To do »
• Include top management (mandatory) and group volunteer participants
• Communicate clearly the framework of the workshop and the reason for organising it
• Share results and action plan internally
« Not to do »
• Work only with external facilitator
Links
https://www.arendt.com/wp-content/uploads/2025/11/Arendt_Sustainability-Report-2024.pdf
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