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Abstract Details

Abstract Title

Diversity and Inclusion Management - Rio 2016 Committee Social Legacy

Abstract Theme

Governance and policy

Type Presentation

Poster

Abstract Authors

Presenter Lucyana de Miranda Moreira - University of Mogi das Cruzes (Nucleus of Technological Research) - BR
Eloise Soares Brillo - RIO 2016 ORGANISING COMMITTEE FOR THE OLYMPIC AND PARALYMPIC GAMES (Human Resources) - BR

Presentation Details

Poster Exhibition Site (Local): Blue - 9        Date: 2 September        Time: 8am to 7pm        Presenter: Lucyana Moreira

Abstract Resume

Background: Rio 2016 Games will be a unique opportunity to inspire people worldwide, as one of its social intangible legacies. Rio 2016 needs to manage a complex and heterogeneousof
more than 150,000 workforce and to deliver that, is required to develop a challenging organizational culture. One of its pillars should be Diversity and Inclusion (D&I) management, responsible for
building a culture to reach an inclusive environment to all clients during Olympic and Paralympic Games. These clients will be people for all parts of the world, different cultures, ethnicity, gender,
belief, age, sexual orientation, religion, nationality, disability, etc.
Case presentation: Diversity should be an organizational core value for all workforce, responsible to deliver it throw their daily responsibilities, and above that, a shared core value between Rio
2016 and its stakeholders that are responsible to maximize D&I social impact. D&I program was developed based on actions that could embed Rio 2016 Organizational Culture, External Corporative Image,
Products and Services. In relation to Organizational Culture, the first action was leadership alignment, defining strategy and positioning. Based on that, next steps to achieve D&I were developed,
such as: Training – train all workforce to have right attitude and knowledge; Communication – Workshops and internal news about relevant issues; Engagement – celebration of important milestones;
Dialogue – creation of employees networks to discuss strategy and possible actions; Monitoring – people survey to monitor inclusion aspects; Attraction – focused on recruitment developed to attract
specific social segments and specific recruitment program; and Policies – workforce policies and benefits that reflect D&I strategy. To build an external corporate image was necessary to create a
specific communication plan including press and digital media. It was necessary to continuously communicate D&I strategy, manifesto, milestones and celebrate important dates in all communication
channels. Rio 2016 products and services delivery also needed to be aligned with D&I strategy. Games stakeholders involved in Games products and services needed to follow the same standards. In order
to achieve that, the most important path is the leadership engagement. No one is able to better understand the area delivery than its own leaders. They needed to be committed to D&I standards and
deliver it every day in their business, as well as monitoring and coaching suppliers and contractors.
Conclusion: Diversity and Inclusion is a core value for an Organizing Committee that intend to create a positive social impact, considering that Games have the power to engage society
in many aspects, including social transformations. After Games, millions of people will be able to live D&I values, and after that, disseminate an inclusive culture in their countries and environment
in the future. As a legacy, D&I management provides an opportunity of different people living in an inclusive environment, valuing their differences and providing positive attitudinal changes together
with creating equal opportunities, not only in sports, but also in their own live.

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