Audrey Grimm, Senior Vice President, Chief Human Resources & Diversity Officer

Five Questions

A Q&A with Audrey Grimm
Senior Vice President, Chief Human Resources & Diversity Officer

Five Questions for Audrey Grimm on Inclusion, Diversity and Equity at Corteva Agriscience

1. Why is Inclusion, Diversity and Equity (ID&E) important to Corteva Agriscience?

ID&E is embedded in our company’s purpose and our values – both of which are foundational to our culture here at Corteva. To achieve the breakthrough innovations and best-in-class execution that we’ll need to realize our Winning Aspiration, it’s essential that we have the best possible talent and create a culture that capitalizes on the power of diverse experiences, perspectives, and ideas.

2. How would you describe Corteva’s ID&E strategy and progress to date?

Our ID&E strategy remains focused on three primary pillars to advance our ID&E journey: fostering an internal culture of belonging; enhancing the diversity of our workforce; and making an external impact through our work with farmers, suppliers and other industry stakeholders.

Since launching our ID&E strategy in 2021, we have made significant progress with global female and U.S. minority employee representation, achieved greater inclusion of small business and diverse suppliers in our global supply base and strengthened our relationships with key professional and industry organizations, while also continuing to receive favorable scores on our annual employee survey related to belonging. While we are encouraged by this progress, we know we have more work ahead to continue building momentum toward becoming the company we know we can be.

3. Does the changing legal climate in the U.S. affect Corteva's commitment to ID&E?

No. It is important to remember that the principles of ID&E are embedded in our purpose and central to our values, and those are enduring. We remain committed to attracting and retaining a workforce that reflects the diversity of producers and consumers around the world – and to fostering a culture of belonging for all colleagues.

4. What are some of your ID&E-related priorities for the near future?

We are leading a number of cross-functional efforts to drive progress across each of our three pillars. Example initiatives include strengthening our strategic partnerships with universities and other external industry and professional organizations, providing ongoing support to our recruiting teams and hiring managers in the adoption of best practices for expanding talent pools and sourcing qualified candidates, and partnering closely with our Business Resource Groups to enhance the onboarding experience for new hires. We regularly seek feedback from our colleagues to help enhance employee engagement and foster a culture of belonging for all.

5. You’ve said that progress is not always linear.  Can you share a little more about that?

When it comes to talent, ID&E and indeed many other business goals and aspirations, progress is not always linear or predictable. Despite our best efforts, we may move ahead in some areas and lag in others. This is to be expected, but it doesn’t lessen our commitment to making progress, learning from our experiences, or seeking new and better ways to fulfill our aspirations over time.