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Copenhagen , or in the UK , can be very different from diversity in Turkey ,” explains Hebeltoft . “ We don ’ t believe that setting the same targets for all locations will be relevant because it would be impossible to achieve identical results , whereas in other countries it might be unambitious .”
This challenge means that each aspect of a CSR strategy needs to take geographical and cultural considerations into account . The IMPA ACT outlines a set of governances for community , best practice and partnership goals regarding CSR within the supply chain sector . DFDS has made this a crucial part of its CSR strategy . “ We have included the IMPA ACT in our supplier code of conduct . It ’ s a really good tool for dialogue ,” says Hebeltoft . “ If there are development areas , it ’ s easier to identify and to see what is the right way to go . From there , you can make a plan to ensure that everyone is working accordingly .”
As part of its CSR goals , DFDS has risen to the challenge of increasing gender equality throughout its business . Gender pay gaps within the logistics industry currently sit at an average of 5.7 %, according to a 2018 study by Logistics Manager , with women seeing less pay and fewer opportunities in executive positions . “ We need to make the industry more attractive to females and other minorities ,” she says . “ I think that ’ s one of the main challenges and one of the things we should address . We aim to have a diversity ratio of at least 30 / 70 as this is where you ’ ll start to have the best discussions .”
Other factors have been considered by DFDS when tackling its CSR strategy .
JANUARY 2020