5
5
Employers of choice
5.1 Cambridge spotlight Preparing for success
252
5.2 Energy & engineering Joy Global
258
Ledcor Group
262
Methanex Corporation
266
Repsol
270
Vermilion Energy
274
5.3 Finance & commerce AXA
278
JLL
282
LoyaltyOne
286
OppenheimerFunds
290
5.4 Manufacturing & production Arla Foods
294
Kellogg Company
298
McCain Foods Ltd
302
Royal FrieslandCampina
306
Tata Steel
310
5.5 Science & technology AbbVie
312
Dr Reddy’s Laboratories
316
Forest Laboratories, Inc.
320
Otsuka Pharmaceutical Europe
324
5.6 Third sector Brightside
328
London Legal Support Trust
330
Cambridge—The perfect breeding ground for professional success
term at university meeting interesting and exciting people,” he says, “and the rest of your time avoiding them”. But it’s worth remembering that the people you meet and the relationships you build at university could turn out be your best networking tool. “Handing out business cards and going to cocktail parties doesn’t compare to having a college buddy that went on to work for a high-profile company,” says Eric Ravenscraft from the website lifehacker.com. “When one person in your group ‘makes it’, they’ll bring everyone with them.” Effective employees always make an effort to be on good terms with people from all sectors of a firm—from ancillary staff and cleaners to middle management and directors. In the same way, it’s good to maintain friendships with people from around the university. Get to know students a year ahead of you on your course; they can keep you informed about how your course might develop and what options are available. It’s also important It should be taken as read that the function of
to have friends outside your own field of study,
university is to expand your mind and make you
perhaps to become acquainted with alternative
a more intelligent person than when you entered.
study plans or to visit inspiring lecturers.
“Maybe I’m overstating it,” says Stephen Fry, “but
If you do need to expand your social circle,
university is first and foremost about intellectual
don’t be afraid to join societies, be it cooking or
sodalities, learning ‘to play gracefully with ideas’
cricket or computing. “I tried to get involved with
in Oscar Wilde’s phrase. It’s about reading time
as many things as I possibly could,” says Sandi
and friendship, about learning to understand the
Toksvig of her time at Girton College. “Footlights,
limits of one’s knowledge.”
the Cambridge Light Entertainment Society, the
However, there’s no reason why these high
student paper, gay and lesbian cooking clubs—you
academic ideals should not be combined with a
name it, I was part of it. I met people who would
concerted effort to prepare for professional life,
remain friends for life and made contacts that
as a host of experts and luminaries, including
would prove useful decades down the line.”
some of Cambridge’s finest, can attest. Don’t be awed
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Get connected
Just as entering a new place of work can be a
Everyone remembers Evelyn Waugh’s words of
daunting prospect, so too do countless Cambridge
advice in Brideshead Revisited: “You spend the first
graduates report being cowed by their surroundings.
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
“Be ambitious. There probably won’t be another time in your life when you have such freedom of opportunity. Grasp it with both hands”
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The writer Peter Ackroyd—brought up on a London
see lectures from Bertrand Russell, Ludwig
council estate—talks of making great efforts to lose
Wittgenstein, G E Moore and John Maynard
the last remnants of his cockney accent to fit
Keynes, and you choose not to. How stupid
in at Clare College, Cambridge, wanting to be
would you feel? And the terrible thing is that
“an ordinary middle-class person”. Nick Hornby
most of us do that all the time at university!”
recalls shrinking in the face of the “unquestioning
Though it might not be in your subject,
entitlement” of his peers at Jesus College (“I didn’t
you’re more than welcome to go into any lecture
have the confidence to compete”). Spin doctor
hall. In America, this practice is formalised.
Alastair Campbell says he was “too young, too
Students can choose from a variety of “minor”
chippy and hated all the posh kids” when studying
courses to accompany their “major” subjects.
at Gonville and Caius. Arianna Huffington talks of
Steve Jobs, while majoring in physics at Reed
being mocked for her Greek accent when she first
College in Portland, attended a random class on
spoke at the Cambridge Union.
calligraphy. What he learned about typography
If university should prepare you for anything,
and spacing would later be incorporated into
it’s not to be overawed by your environment.
his Apple Macs and would revolutionise desktop
“The beautiful architecture in Cambridge had
publishing. In the UK, Stephen Hawking was said
a political function,” says Clive James of his time
to have spent most of his first years at Trinity Hall,
at Pembroke College. “The idea was to tame
Cambridge reading sci-fi and attending English
the intelligent upstart by getting him addicted
literature lectures, whereas James Dyson was
to privilege.”
a fine arts student who moved into design and
Says writer Zadie Smith of her time at King’s
attended lectures on engineering. The ability
College: “The key thing is to enjoy the experience,
to make such connections between apparently
and exploit it for all its worth. Especially if you’re
unrelated fields is, says Clive James: “the hallmark
not from a privileged background, you know that
of the truly great mind”. It’s an approach that will
you’ve earned your place there. Cambridge was
benefit you throughout your professional life.
a joy. Tediously. People reading books in a posh
The reality is that the dramatic rise in tuition
place. It was my fantasy. I loved it. I miss it still.”
fees has led to students making new demands on their university course. “My most important advice
254
Be open to the possibilities
to any student,” says Columbia University professor
“Can you imagine being a student at Cambridge
Chris Blattman, “is to use your undergraduate
in the 1920s and not making an effort to see the
degree to learn things that are hard to learn
living legends who were performing every week?”
anywhere else.” Another good idea is to take
says Germaine Greer, mourning her lack of
modules out of your comfort zone. If you can
extracurricular education at Newnham College,
speak French fluently, for instance, why not use
Cambridge. “Imagine that you can pop in and
university as a chance to learn Russian, Arabic
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
or Mandarin? Enhancing your skill set in this way is something that should later govern your choice of job or work experience. “Don’t just ask, can I do this job?” says Rich Milgram, CEO of the careers network Beyond. “Ask, what skills can I acquire from doing this job?” Make the most of your time, accumulate as many skills as you can and learn as much as possible. Learn to be professional Student life is, for many, the first experience of independence. The way to get the most out of university is to treat it like a full-time job, using the kind of good habits that will serve you well throughout your professional life. “Get into a routine,” says Christine Fanthome in The Student Life Handbook. “Turn up to lectures and seminars on time. Get used to reading something for your next seminar immediately after the current one finishes. Type up lecture notes on the day of the lecture, set yourself a lunch hour, and dress reasonably smartly.” This kind of time management is something that will remain useful throughout your career. Like a college essay, any professional assignment will always benefit from being started as early as possible, and not left until one in the morning of the deadline date. Likewise, it’s crucial to be able to construct and write assignments coherently and effectively. “Employers desperately need literate graduates who can write fluently,” says Mike Harris, former Head of Policy Development at the Institute of Directors. “There is a credibility gap between the picture painted by decades of rises in exam pass rates and
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employers’ real-world experience of interviewing
appropriate ones); and active listening (giving full
and employing people who can barely write.”
attention to others, taking time to understand,
Countless business leaders will tell you
asking questions and not interrupting).
that they are often shocked at the poor level of
Recruiters also look for experience outside of
written English displayed by so many graduates
an individual’s course, whether this be volunteering,
—even those with good degrees from excellent
internships or extracurricular activities. The majority
universities. Whatever subject you are studying,
of these will be unpaid, which can prove tricky for a
you’ll need to write well and take care of your
generation of students who have to contend with
written work. Read widely. If you identify your
astronomical tuition fees and spiralling living costs.
writing as a weakness, take courses—or attend
But a week spent on work experience can be much
lectures—in creative writing, journalism or English.
more useful than several months in a dead-end
There are often additional courses, learning and
part-time bar job. If you’re studying law, two weeks
support you can get from the university along the
spent as an intern at a solicitors firm will work out
way—in writing, presentation or computer skills.
far more profitable in the long run than a job as a Christmas temp for the Royal Mail. Use your holidays
Think beyond your degree
to try out different careers, maybe by interning as
“The most sought-after skill sets for recruiters
a researcher, medical assistant, journalist, NGO
are becoming less and less about proficiency in
worker or MP’s assistant.
specific processes,” says Rich Milgram. “It’s more
The value of education beyond university is,
about how you think things through and work
of course, not new. “Against my will, in the course
within the context of the team. Learning is the
of my travels,” said Bertrand Russell, of his time
easy part. Having the mindset and logic to process
at Trinity College, “the belief that everything
it, being thorough and detail-oriented while
worth knowing was known at Cambridge
doing so, these are the critical skills.”
gradually wore off.”
In 2013, Forbes magazine listed the critical job skills required by the most in-demand jobs.
Take the initiative
The top four skills, mentioned by nine out of 10
“When I was studying at Newnham College in
of the most prestigious employers, are: critical
the mid-1970s,” says classics professor Mary Beard,
thinking (using logic and reasoning to identify
“one of my friends achieved a brief moment of fame
the strengths and weaknesses of approaches to
when she told a professor that his lectures were a
problems); complex problem solving (identifying
disgrace to the university. Nowadays, students are
complex problems, identifying options and
asked to complete forms to assess the performances
solutions); judgement and decision-making
of their lecturers. I sometimes think it’s a lot more
(considering the relative costs and benefits
useful for a student to be blunt and tell a teacher
of potential actions to choose the most
if the lectures are not up to scratch.”
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Many students remain passive, however, for the entirety of their degrees. The difference is that university students are adults, and adults who are paying a vast amount of money for their education. Students should develop a personal contact with tutors and professors, who are there to help with course content, give feedback on essays and can provide references for future employers. And it’s the same in any area of your university experience—in work or play, taking the initiative and making the most of your time is crucial. “Be ambitious,” says Richard Branson. “There probably won’t be another time in your life when you have such freedom of opportunity. Grasp it with both hands.” The US academic and politician Elizabeth Warren similarly advises, “People will tell you to plan things out as best you can; they’ll tell you to focus and follow your dreams. They’ll be right. But they’ll also be a little bit wrong. Never be so faithful to your plan that you are unwilling to consider the unexpected.” Equally, employees should show as much initiative with their management. Don’t be afraid to ask questions—whether it’s a lecture hall or a conference meeting, if you’re confused about something, it’s likely that other people are, too. This is why learning to be bold at university is so vital. “Lord Byron kept a low profile in Cambridge, confining himself to booze, broads and leading a live bear around on a string,” says Clive James in his memoirs of studying at Pembroke College, May Week Was In June. “I was less inclined to hide my light under a bushel. As Byron says, the days of our youth are the days of our glory.”
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Equipping the mining sector with the tools to increase output and safety Joy Global Worldwide | www.joyglobal.com
never see the product again,” adds Johan Maritz, Executive Vice President, Human Resources. Joy Global certainly lives up to its name; employing around 16,000 skilled individuals across 132 locations in 18 countries, the business boasts an impressive operational presence in every continent. In Europe, for instance, the company was awarded UK World Class Manufacturer of the Year 2010 by The Manufacturer magazine. This worldwide scope means that career opportunities are extremely broad, with the prospect of multiple career options on an international scale. Hard rock innovations Employees at Joy Global are at the forefront of the manufacture of products that incorporate game-
“We’re a bigger company but we’re small enough that our people feel they can make a difference”
258
The day-to-day mission at Joy Global is at once both
changing technology. The company is trialling new
straightforward and staggeringly complex: to solve
technologies that are capable of mechanically
mining’s toughest challenges. In an industry where
cutting platinum, gold, diamond and copper,
once thousands laboured to bring raw materials
amongst other minerals. This continuous mining
such as coal, copper, gold, iron ore and platinum out
system has the ability to cut and autonomously
of the ground, leaps in engineering have reduced
transport hard rock minerals without the need for
that number drastically, making mining not only
dynamite. A commitment to safety is also evident
more productive, but significantly safer as well.
in its integrated SmartZone Proximity System—
It has also become much more technical and now
a training device that tracks the movements of
calls for constant innovation—an area in which
equipment operators and keeps them in safe zones.
Joy Global excels.
In surface mining, the company is a market-
“We’re working with leading-edge technology,
leader in electric shovels, loaders and systems
with the best equipment in the world,” says Ted
that independently transport materials, meaning
Doheny, President and Chief Executive Officer.
fewer large vehicles are present in the mines.
“And we’re one of the few businesses where an
Underground, the company also leads the way
engineer can actually start with a design, see the
with its full-system solutions for cutting, extracting
product being manufactured, see it operating and
and transporting materials to the surface.
then refine it and make it better.”
“Our mission is to bring production up and
“Engineers love Joy Global because they
costs down, while keeping people out of harm’s
see their ideas come to fruition. In a lot of other
way,” says Ted. “When our customers buy our
businesses, engineers complete the drawing and
equipment, they bet their jobs on it.”
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
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Joy Global Worldwide | www.joyglobal.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Complementing its equipment is the
art simulators, ensuring that operators are fully
world’s largest direct-service network for mining
up to speed before getting behind the controls.
operations. Joy Global’s Smart Services centres
The company has a wealth of innovation
provide ongoing support and health monitoring
experience to draw upon—the legacy of founders
to ensure performance optimisation 24 hours
Joseph F Joy and Pawling & Harnischfeger (P&H).
a day, seven days a week. The Joy Global British
By the time the former, the founder of Joy
engineering team, for example, is electronically
Manufacturing Company, had passed away in
connected to mines in Australia, helping to foresee
February 1957, he had accumulated an impressive
or analyse any problems that might arise.
190 patents in the world of mining engineering.
“We receive continual data from each machine His inventions are recognised as milestones in and can see if it is running on a parameter that’s
underground mining mechanisation, pioneering
out of balance, or if it is not being used effectively,” developments in hydraulics, modern control, says Johan. “We can also trend that data over time
power circuits, trackless mining equipment,
to see how the machine could be more efficient
efficient gearing and seal designs, and have
and then share that data with our customers.”
transformed the way minerals are mined.
“Our lifecycle-management contracts allow us In 1994, Joy Manufacturing merged with to establish a real partnership with our customers,
the leading surface-mining products manufacturer,
and to get to know the mine conditions and their
P&H, whose distinctive black-and-yellow trademark
systems really well,” says Ted. “That way, through
adorns nine out of ten surface mines across the
our Smart Services technology, we are able to help
world. Renamed Joy Global and headquartered in
them predict failures and identify opportunities for Milwaukee, Wisconsin in the USA, the company is improvement. This relationship drives the upgrade
now the leading supplier of advanced equipment,
and the continuous improvement of our products.
systems and direct services for the mining industry.
We want to get to the point where we actually
“People like working here,” says Ted. “We’re a
have the part on-site before the customer even
bigger company but we’re still small enough that
discovers the problem.”
our people feel they can make a difference. People appreciate our direct touch with the customer, and
Customer connection
getting to do great work with colleagues who are
Joy Global’s service model involves building
experts in their fields. Two of our company values
its manufacturing capabilities in close proximity
are integrity and reliability, and our equipment
to its customer mine sites. “Customers demand a
reflects those values.”
world-class global solution,” says Ted. “They want
“We’re very much a solutions business, as well
to use common global standards, but for their
as a product business,” he adds. “We’re driving to
equipment and systems to be customised for their
make mines more productive by investing and
own mine. They also want to be connected to our
working smarter. There is no equal to Joy Global
engineering and manufacturing centres around the
in the use of technology and innovation that brings
world—and with our Smart Services, they can do so
minerals to the surface more safely, productively and
electronically, too.” Joy Global also trains the users
at a reasonable cost. We’re a world-class company,
of its equipment through the use of state-of-the-
and one committed to safe mining on a global scale.”
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constructing a strong culture of support, safety and success Ledcor Group North America | www.ledcor.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
The Ledcor Group story began in 1947 when a
for nine years—is just one example. “Every day is
farmer’s son from rural Alberta named Bill Lede
a challenge, and I’m always learning new things,”
started a modest coal-stripping operation with his
she says. “I love being on-site with the people
brother-in-law. Almost 70 years later, that business
making it happen and seeing buildings go up.
is now one of the giants of the construction industry, I love the construction part of construction.” worth more than $3 billion and employing around
The fact that employees can contribute to
7,000 people across North America.
landmark projects is also a motivating factor, as
The company’s expansion accompanied
it creates a living legacy within their communities.
Alberta’s oil boom of the late 1940s, but it soon
“When I started working in downtown Vancouver,
branched out into other fields. Today, as well as oil
I was able to take my daughter there and say:
and gas, Ledcor serves the building, infrastructure,
‘Mommy helped build this’,” adds Marsha. “To have
transportation, mining, forestry, communications,
changed the skyline—there’s nothing like it.”
power and environmental sectors across North America. Employee-owned, Ledcor prides itself
success and teamwork
on being a company that looks after its employees
The diversity of the organisation is another one
and gives back to local communities. As a result,
of Ledcor’s great strengths. The company offers its
it has built a reputation as one of Canada’s best
employees a huge range of career opportunities
employers. In 2013, it was one of The Financial
with major projects around North America.
Post’s 10 best companies to work for and among
Recent examples include constructing Calgary’s
the top 100 employers in The Globe and Mail.
tallest building, helping to develop an open-pit gold mine in northern Ontario, laying fibre-optic
true blue pride
cables in Alaska and Illinois, and expanding Nassau
To showcase its award-winning work culture,
International Airport in the Bahamas. While many
Ledcor launched True Blue, a campaign to articulate
of the jobs are challenging and some are based in
what it’s like to be part of the Ledcor team. It shows
remote locations, they can also be rewarding, as
the human side of a construction giant that prides
Ledcor employees work in an environment where
itself on caring for its employees, who can be heard
everyone’s contribution is valued.
saying things like: “I’ve got Ledcor blue running
“The dynamic in our workforce is great,” says
through me” or “I’m proud to be blue”. The ongoing
Darko Birkin, a manager in Edmonton, Alberta.
campaign captures these everyday sentiments
“Everyone brings a different piece of the puzzle.
and the pride that employees feel when they say
I think that’s what makes us successful: we don’t just
“I’m a Ledcor employee”.
do one particular thing well, we do lots of different
Construction Sustainability Specialist Marsha
things well. And with everybody working towards
Gentle—who has worked for Ledcor for 15 years,
one goal, you feel you have a team behind you that
and whose mother was employed by the company
supports you to successfully achieve that goal.”
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Ledcor Group North America | www.ledcor.com
“Everyone brings a different piece of the puzzle. We don’t just do one particular thing well, we do lots of different things well”
264
Safety first
set up in memory of Trevor Korol, a former
As a company that operates in high-risk industries
employee and keen ice hockey player, who died
such as mining and construction, employee safety
in a plane accident in 2008. The Korol Cup brings
is Ledcor’s top priority. Ledcor goes well beyond
together 160 ice hockey players from the company
merely complying with statutory regulations,
and its partners, and raises money to provide
putting safety at the heart of everything it does.
scholarships for promising students at three
Daily safety meetings are mandatory on job sites,
technical institutes.
and everyone is encouraged to raise anything
When severe floods hit Calgary, Alberta in
that might be considered unsafe. The company’s
August 2013, local Ledcor employees gave their
target is zero incidents.
time and professional expertise, as well as their
“The most important thing is to be safe,
money. They helped with the clean-up operation,
people—that’s the mantra at Ledcor,” explains
removed wiring from flooded basements, disposed
Journeyman Welder Matthew Whitney. “The group
of debris and volunteered in drop-in centres for
has a really solid mentoring programme and that
those affected. Several offices also organised
is the key element to keeping everyone at Ledcor
fundraising activities to provide support for
safe from harm. If you have somebody working
the flood victims.
here that has just come out of high school, then
Over the past seven decades, Ledcor has
they get trained alongside a 10-year veteran.
grown from a small business into a multi-billion-
We keep the experienced and inexperienced
dollar company thanks to the hard work and
people together.”
dedication of its staff. In return, the company provides support, diverse opportunities and a
Giving back
genuine commitment to its employees’ well-
Contributing to the communities it operates in
being. This, in turn, engenders loyalty and an
through employee fundraising and volunteering
appreciation among employees that they are
is also crucial to Ledcor. The company has raised
involved in meaningful work.
more than $14 million for good causes since
As Matthew says: “You strive every day to
2007, and in 2013 its Annual Employee Giving
be the best you can be. The great thing about
Campaign raised $1.1 million for local children’s
Ledcor is they don’t just want you to be one
charities. Members of staff pledged and raised
thing. They let you go as far as you want to
a total of $550,000, which was matched, dollar
go to achieve your goals. I don’t just say I’m
for dollar, by the company.
a welder; I say I’m a Ledcor employee. It’s a
Another regular event in Ledcor’s calendar
good company to work for, and I’m proud
is the Korol Cup Hockey Challenge. This was
to be a Ledcor employee.”
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
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An alternative solution for meeting the planet’s energy needs Methanex CORPORATION Worldwide | www.methanex.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
You might not know what methanol is precisely,
capabilities in 26 locations across the world.
but the fact is it’s all around us, and in many of
It currently operates methanol production
the day-to-day items that we take for granted.
sites in Canada, Chile, Egypt, New Zealand, and
A clear, colourless liquid chemical, methanol
Trinidad and Tobago. Methanex is also growing
is water-soluble and biodegradable. It can be
its production base in the United States by
produced from natural gas, coal and renewable
relocating two of its methanol plants from
sources such as municipal waste, biomass
Chile to Geismar, Louisiana. The first plant is
and recycled carbon dioxide, and is present
targeted to be operational by the end of 2014
in hundreds of industrial and consumer items
and the second by early 2016.
including windscreen washer fluid, building
In order to keep up with this growing
materials, foams, silicone sealants, plywood
demand and the needs of its global customers,
floors, paint and synthetic fibres.
the Vancouver-headquartered company is looking
Methanol also has a key role to play in the
to reach a target of eight million tonnes of
energy sector as a clean-burning, cost-competitive
production capacity by early 2016.
alternative fuel and energy resource. It’s a development that has heralded an exhilarating
Investing in talent
period of expansion for the Canadian company
It may come as some surprise to learn that
Methanex Corporation—the world’s largest
the global leader in methanol currently only
producer and supplier of methanol.
has around 1,100 employees. As the company is embarking on an unprecedented period
Fuelling progress
of business growth, over the next few years
Methanol has numerous benefits as a fuel.
it will look to increase its employee base by
For instance, methanol fuel blending can reduce
around 50 per cent.
air pollution emissions that contribute to smog.
With a relatively small workforce, focusing on
Furthermore, due to its clean-burning qualities,
talent is a top priority. “From the CEO down, talent
it is being commercialised for use as a marine
management and leadership development are high
fuel to help meet new emissions regulations.
on the agenda and a key part of our global culture,”
With methanol providing fuel diversity,
says Rich Sumner, Director, Global Supply Chain
reducing emissions and increasing consumer
and Market Planning at Methanex. “The way we
choice, global demand has been increasing at
work is through collaboration. Globally we operate
double-digit percentage rates over the past few
as one team, which means that an employee can
years. Today, around 40 per cent of all global
have a significant international impact even though
demand for methanol is for energy applications.
they’re based in one of our regional offices.”
As a result, Methanex, which has a 15 per cent
To support this one-team approach, Methanex
global market share, is ideally positioned to
has a suite of leadership programmes, customised
lead the way.
to meet the company’s needs and targeted at the
As an international enterprise, Methanex
various levels of the organisation. “We demonstrate
has manufacturing, marketing and supply-chain
our commitment to our employees—that’s a key
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Methanex CORPORATION Worldwide | www.methanex.com
“We provide our employees with opportunities that broaden and develop their experience, and make for exciting career trajectories”
268
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
value for us,” says Rich. “We provide our employees
which it does business. For example, in
with opportunities that broaden and develop
communities close to its state-of-the-art methanol
their experience, and make for very exciting
production facility in Damietta, Egypt, Methanex
career trajectories.”
has provided two sewing workshops with modern
One of those interesting trajectories was
sewing machines, equipment and training to
followed by Wendy Bach, now Senior Vice
expand the existing facilities. The workshops
President, Corporate Resources and General
teach local widows and orphans to sew and
Counsel. “One thing that I’ve learned throughout
make clothes, providing them with an important
my career at Methanex is to remain open to
income-generating opportunity to support
opportunities for development,” says Wendy.
their families.
“I’m a lawyer by training, and my journey at
Methanex has also invested in a preschool
Methanex started in the Legal Department,
in the area to provide a healthy and safe learning
working primarily on financing and corporate
environment for young children. One hundred
development projects. I made a move to Investor
and sixty children between the ages of three and
Relations, then back to Legal, focusing on
six now attend school each day in bright and
corporate governance and securities law, then
cheerful classrooms.
to Human Resources and, ultimately, to the Executive Leadership Team. I was encouraged to
The power of agility
step out of my comfort zone to work in different
In 2012, Methanex embarked on a global
areas of the business and it has been very
brand journey to help define its key differentiator.
rewarding, both personally and professionally.”
Through a process of identifying what is important to stakeholders around the world, the company
The business of ethics
defined its competitive advantage as The Power
As a world-leading chemical company, Methanex
of Agility™. It encapsulates how Methanex’s
has been in the sustainability game for a
international team safely and reliably deliver on its
long time. It was globally verified in 1997 as a
brand promise every day by quickly adapting and
Responsible Care® company—a United Nations-
responding to customers’ needs, and creating and
recognised sustainability initiative established by
capitalising on opportunities in the marketplace.
the Chemistry Industry Association of Canada.
This positions the company for continued growth
These ethics and principles compel companies to
and global leadership in its field.
push for continuous improvement in safety and
“It’s a combination of it being an exciting
environmental practices. “We apply our highest
time, a growing company, and giving people
standards of environmental protection, health and
the chance to have an input that sets us apart,”
safety to every single country that we operate in,”
says Wendy. “And all of that is underpinned by
says Brad Neumann, Vice President, Responsible
a firm foundation of values. No matter what the
Care. “To us, it’s just a regular course of business.”
role, there is a shared sense that the work people
Community investment is also a strong
do here truly matters and that everyone makes
focus for Methanex in all of the locations in
a real impact.”
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An energised approach to developing sustainable fuel sources Repsol Worldwide | www.repsol.com
“WE’RE a step ahead in building a better future through the development of smart energies”
270
Spanish firm Repsol is one of the world’s largest
disabilities, and the wide range of generations,
private energy companies. As such, it is very much
cultures and professional profiles at the
in the vanguard when it comes to tackling what
company bring different ideas and perspectives
is one of the greatest challenges facing the world
to the table that, in turn, create a thriving
today—the provision of safe, sustainable energy
working environment.”
for future generations.
To ensure that Repsol’s best minds are
The key to the company’s success is its
supported from the outset of their careers, the
willingness to invest in staff, technology and
company offers three master’s courses. One of
research. Repsol employs more than 24,000
these concentrates on oil and gas exploration
workers in 30 countries around the world, and
and production, while the other two cover
its Technology Centre in Móstoles, 30 km north of
petroleum refining, petrochemicals and gas, and
Madrid, provides some 400 researchers with the
management, respectively. To date, more than
resources to develop new ideas and innovations.
1,300 students from 32 countries have been
The firm has also set up the Repsol Foundation,
involved in the programmes, which are taught
which focuses on corporate social responsibility
mainly by the firm’s experts. The students,
and boasts a strong emphasis on inclusivity and
whose backgrounds range from chemical and
diversity. “Repsol is a global company that strives for
environmental to industrial engineering and
the welfare of its employees and customers alike,”
geosciences, are guaranteed employment with
says Jaime Martínez López, Director of Corporate
Repsol if they achieve the required academic
Culture and Development. “We’re a step ahead in
results. And those who stay at the company for
building a better future through the development
at least two years after completing their course
of smart energies.”
have the cost of registration covered by the firm.
Diversity focus
Career progression
Repsol specialises in alternative fuels and has
“Repsol’s reputation for encouraging employee
a presence at all stages of the energy chain,
development, along with its global presence, make
from exploration and production to refining
the company a tempting choice for graduates,”
and commercial sales. The company stands out,
says Isabel Torre Fernández-Navamuel, an Industrial
not only for its groundbreaking work in such
Engineering graduate. But it was the opportunity
areas as hydrocarbon exploration in deep water,
to follow the company’s specialised master’s in oil
but also for its award-winning integration of
and gas production that really set the firm apart for
employees from differing backgrounds and
her. “I found the master’s degree very interesting,”
with differing abilities.
she says. “It was highly recommended as a course
“We believe in diversity as a rich source
to complement my university education, because
of added value for the company,” says Jaime.
you can learn the entire value chain of oil and gas
“Repsol employs more than 500 people with
from a technical and economic point of view.”
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Repsol Worldwide | www.repsol.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Isabel’s ten months of study focused on
“Repsol is tackling the double challenge of
alternative energies, such as combined-cycle
responding to ever-increasing energy demands
and wind energy, oil and gas production, and
while maintaining a high level of commitment
exploration and refining, as well as business
to the environment,” says Jaime. “Without doubt,
skills including marketing, finance and project
research, development and innovation are the
management—all of which led directly to a
most valuable tools in our efforts to achieve
position with Repsol. “There was a specific opening
this objective.”
for someone who had taken the master’s, which
With this in mind, the company’s New Energy
is adapted to the needs of the company,” she
business unit was set up to implement initiatives
explains. “My first position at Repsol was in training
in areas such as bioenergy and renewable energy
and professional development, and throughout
for transport.
my career I have specialised in human resources.”
Repsol already has a string of alternative
Since starting in that initial role, Isabel has moved
energy successes to its name. With 17 years of
through the ranks and is now a Business Partner
research into biofuels behind it, the company is
in Repsol’s commercial division, a role which
helping develop sustainable sources such as the
includes refining, chemical, trading, marketing,
hardy Euphorbia lathyris plant, and is seeking to
LPG and new energies.
incorporate new biofuels into conventional fuels.
“Our employees are one of our cornerstones,”
Other projects have looked at transport
explains Jaime. “We establish a firm commitment
electrification, especially electric and plug-in
to them, attracting, motivating and retaining
hybrid cars, as well as renewable electricity
the best professionals by offering an appealing
generation, including wind, wave, tidal and
place to work, as well as guaranteeing
geothermal energy. Further environmentally
and promoting training and professional
friendly initiatives include green asphalts made
development opportunities.”
from reused tyres, hydrocarbon exploration, the production of SolarGas using solar energy and
Sustainable solutions
gas, and efficient plastics used for greenhouses,
The discovery of easily accessible, reliable and
food preservation and the car industry.
cost-effective energy sources is vital to society’s
At the heart of Repsol’s continued success
continued technological development. It’s a
are the company’s employees. With clear strategies
challenge that Repsol is striving to meet, while
on everything from high-level training to optimising
minimising its impact on the environment.
the work–life balance of its team members, the
Named as a global leader in sustainability
company’s motivated workforce is the driving
for two consecutive years in the Dow Jones
force behind the firm’s considerable achievements.
Sustainability Index, Repsol is also listed in the
As Jaime concludes: “With effort, talent and
prestigious FTSE4Good Index and the Global
enthusiasm, we are moving forward in order
100 Most Sustainable Corporations in the
to offer the best energy solutions for society
World Index.
and for the planet.”
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The oil and gas producer that thrives on fuelling talent and community Vermilion Energy Worldwide | www.vermilionenergy.com
Many companies support the goals and aspirations
corporate culture with a highly engaged and
of their staff, but Canada-headquartered oil and
motivated workforce, which enables us to attract
gas producer Vermilion Energy exceeds standard
and retain the top talent—and that results in a
expectations. “We want our people to be all that
consistent return.” Indeed, although a relatively
they can be,” says Chief Executive Officer Lorenzo
small company, Vermilion is among the top
Donadeo. “We support them from an early stage
performers in its sector.
and help them become successful.” It’s a refreshing
To make sure this winning formula thrives,
perspective—the trademark of a value-driven,
it’s crucial that Vermilion hires talented engineers,
progressive organisation.
geologists, geophysicists, technical and business staff, marketing, administration, finance and
International success
HR personnel. “We look for people who will be
Founded in 1994, Vermilion celebrated 20 years of
a good fit,” says Lorenzo. “We need employees
outstanding performance last year—and, thanks
that are strong ethically and academically, and
to its approach, it continues to maintain a friendly
we look at softer skills too.”
atmosphere and promote strong values while
Once at the company, there are plenty of
growing in scale and influence. Today, the company
opportunities to grow. Employees in every area
is listed on both the Toronto and the New York stock
of the business benefit from a culture that supports
exchanges, and has a significant international
learning and development. And, just as no two
presence, not only in Canada but in France, the
people are the same, no two development plans at
Netherlands, Australia, Ireland and Germany.
Vermilion look exactly alike; the company supports
Central to this success is the company’s
customised plans that combine technical and
clarity of focus. “We spend a lot of time ensuring
business courses with on-the-job experiences.
a high-performing corporate culture,” says Lorenzo,
“Employees like that,” says Lorenzo. “It proves
“one that prioritises excellence, trust, respect and
that the company cares about their development
responsibility.” These features are woven into daily
and is willing to support it. Because of that, we get
business dealings and are evident in the way the
more engagement.” It is also key to the company’s
company communicates both internally and
strategy. “We’re growing, and our preference is to
externally. “We live and breathe our values,” he says.
promote from within. We focus on training and
“We have a very collaborative working environment
mentoring so that our people can fill in the gaps
and people really enjoy working with one another.”
and become leaders if they want to.”
Respect is an important value at Vermilion.
274
“Everybody we employ has an important role within
Growth opportunities
the organisation and deserves to be respected,” says
Pantxika Etcheverry is a good example. Now the
Lorenzo. “We also have a responsibility to care for
company’s Studies Engineer Coordinator in France,
the environment and give back to the communities
Pantxika has worked with Vermilion since 2003.
where our people work and live. Together, our
“Management gives us the opportunity to increase
adherence to these core values creates a strong
our competences and to propose initiatives,”
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Vermilion Energy Worldwide | www.vermilionenergy.com
“We’re a highperforming company that respects people, communities and the environment”
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
she says. “I like that very much.” She also enjoys
back,” says Lorenzo. “We’re engaged. Our aim is to
the company’s team spirit and relishes the
help these people break the cycle of poverty.”
opportunity to see “the impact my job has”. Internationally minded employees are similarly
COMMUNITY action
content. “We have about 700 people globally,” says
The Vermilion Energy Family Centre at Wood’s
Lorenzo. “If you’re a young, mobile professional,
Homes in Calgary is an equally successful project.
there’s a lot of opportunity to transfer, so you
“It’s a place where children with mental health
can get to see the world and have some great
and other issues can stay and receive counselling
experiences.” Manager of European Technical
together with their parents,” says Lorenzo. “It helps
Services, Bill Liutkus, and his family have
get kids back on track so they can live a happy
experienced this first-hand. Having joined
and productive life.” Vermilion has so far invested
Vermilion’s Canadian offices in 2006, they moved
$1 million in the centre. The company’s international
to France in late 2012. “It’s an exciting opportunity
offices are just as proactive. “We use the waste heat
for us to live in a different country,” says Bill.
from our petroleum-extraction processes in France
In these ways, Vermilion stands out from
to heat tomato greenhouses,” says Lorenzo of an
other employers. It has also invested significantly
initiative that won the French Ministry of Ecology,
in projects that demonstrate care for communities,
Sustainable Development and Energy’s Circular
the environment and making a real difference.
Economy Award in 2013. “It’s a scheme that reflects
In 2010, for instance, it made a $4 million
our responsible attitude and has also created 150
commitment to help set up the Vermilion Energy/
full-time jobs in the community. Our employees
YWCA Skills Training Centre in Calgary, Canada.
are proud of that.”
“It’s a training centre for disadvantaged women,”
As well they may be. Vermilion creates a
says Lorenzo. “Vermilion employees and directors
culture that challenges employees to achieve their
get involved, giving their time to work with
best, valuing teamwork and collaboration, and
women who often come from situations of
rewarding staff with opportunities for career
abuse or poverty, bringing them into the centre
growth and personal satisfaction. It’s no surprise,
and imparting skills they can use to try to
therefore, that the company has been named a
gain employment.”
Best Workplace by the Great Place to Work Institute
To help, Vermilion staff can take part in paid
for five years in a row in both Canada and France,
Days of Caring. “Staff build playhouses, repaint
and in the Netherlands in 2014.
facilities and landscape gardens,” says Lorenzo.
“These accolades build a trusting relationship
“It makes a real impact”. It’s also a great team-
between the employees and the company,”
building exercise, and a success with the women
says Lorenzo, “because we gain a reputation
at the centre. The programme helped Vermilion
for being open and honest. We’re a high-
to win an award for Alberta’s Best Workplace for
performing company that respects people as
Volunteerism and Community Involvement in
individuals, as well as respecting communities
2013. “We don’t just write a cheque and stand
and the environment.”
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The insurer that employs trust and transparency to garner visible results AXA Worldwide | www.axa.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Trust is crucial for partnerships to thrive, and
shut in or out. The positive impact of that has
for the global insurance company AXA, it is
been visible—it’s comfortable and it builds trust.”
also the key to running a successful business.
Such environments, in turn, pave the way for
“You cannot innovate unless you have
innovation, which is evident in the way that AXA
a really strong culture of trust and inclusion,”
stays abreast of new technological developments.
says George Stansfield, Head of Group HR.
The company has formed a strategic partnership
And innovation is what keeps this French
with Facebook and LinkedIn, having already
group at the top of its industry.
launched its own social networking intranet
AXA’s position as a world-leader is backed
platform, called ONE.
up by a wealth of statistics. It has over 155,000
“ONE enables all employees to build their
employees across 56 countries and more than
own profile and connect with other staff members
100 million customers around the globe. In fact,
around the world,” says Angela Buren, Group HR
the brand consultancy Interbrand has named
Chief of Staff. “It has a positive impact on the
AXA the best insurance brand worldwide for
way we work, as we are encouraged to use ONE
six years running.
to share news and documents, and to create
“We’re a diverse organisation with three main
communities and discussion forums. It’s a vast
lines of business: property and casualty insurance;
tool and totally inclusive because it’s global and
life and savings; and asset management,” says
used by all generations.”
George. “With our reach and diversity, we are
Karan Hutchinson, Human Resources Director
able to offer a large range of jobs and endless
at AXA UK & Ireland adds: “Communities on
possibilities for career development.”
topics such as diversity, mentoring and well-being have been created to encourage interaction and
Transparency and innovation
collaboration. ONE serves a social function, too,
To meet the expectations of staff and clients,
as people express themselves by posting quotes
AXA places transparency at the heart of its
or talking about things they’re working on.”
operations—both figuratively and literally. Its offices in the USA and Belgium, for instance,
Flexible approach
have recently been renovated in order to
AXA’s commitment to enhancing staff experience
create modern, open-plan workplaces that
is also underlined by the fact that it carries out
encourage collaboration.
an annual global internal survey to measure each
“They are largely open-plan, with just a
employee’s engagement and identify areas in
few offices and meeting rooms,” says George.
which the organisation can improve and grow.
“Internal walls and doors, for example, are
In addition, the company offers its people a flexible
completely made of glass, so no one is ever
approach to empower them to work as happily
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AXA Worldwide | www.axa.com
“We aim to be a multi-access company that appreciates each customer as an individual”
and productively as possible. This means, for
“We aim to be a truly multi-access company
instance, that employees have the option to
that appreciates each customer as an individual,”
adopt an agile or flexible working schedule,
says George. “Staff training in digital marketing,
which enables them to combine a fantastic
big-data analytics and other areas goes hand
career with a fulfilling family life.
in hand with this ambition. And our annual
Workplace training is also readily available
Innovation Awards, as well as our new internal
for all staff members through the Learning@AXA
idea tank ‘Start’in’, also motivate employees to
programme. Indeed, 86.5 per cent of AXA’s
improve our services.”
employees followed at least one training course
Winning ideas have included new sales,
in 2013. “As we drive our people to become the
advice and service platforms—provided online,
leaders of the future, we enable them to further
on mobile phones or on community platforms—
their careers as much as possible,” says Karan.
as well as online savings-management software,
“And we also want them to share their ideas
health-prevention programmes and health-
and be open to trial and error. We need even
protection products. In short, they are the kind
the most out-of-the-box ideas to be given a
of creative products and services that AXA’s
chance—because that’s often the source of great
customers demand.
innovation that will help us develop as a company.” Pushing the boundaries and extending knowledge even further is the AXA Research Fund,
280
A unique concept
a philanthropic initiative through which the
As well as being innovative within the company,
company invests money into researching future
AXA is embracing new technologies to underpin
risks. From 2007 to 2013, it invested €100 million in
its customer-centric outlook. “We want to
367 academic research projects across 27 countries,
continue to be a leader within our industry,”
with another €100 million being invested until
says George, “and to achieve this we need to
2019. “That’s a big statement of our commitment
embrace change.”
to innovation,” says George.
To foster creativity, the company has built
Ultimately, AXA’s unrelenting desire to excel
the AXA Lab, Silicon Valley. A unique concept
in this area has cemented its place as a leading
within the insurance industry, this facility promotes
and progressive insurer. It has also convinced
entrepreneurship in marketing and distribution by
over 100 million customers and more than
focusing on digital technology and on improving
155,000 employees around the world that AXA
customer experience.
is a company they can trust.
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Thinking beyond borders —the multinational with integrity in its DNA JLL Worldwide | www.jll.com
“We want to see environmental awareness as a given, of Equal importance to awareness of financial value” 282
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
As an industry leader in the worlds of real estate
year running, the independent Ethisphere
and financial services, JLL helps clients by combining Institute voted JLL one of the world’s most ethical its expertise with a culture that places ethics,
companies. JLL has won numerous other industry
integrity and collaboration at its heart. JLL is an
awards across categories including citizenship
investment management and professional services
and stewardship, sustainability, and workplace
firm that has the international presence to make
advocacy, and has been the winner of 19 “best
a real impact on the global landscape. And, with
places to work” awards in the past two years.
more than 53,000 staff across 200 offices in
“In such a huge business it could be difficult
75 countries, the company offers top graduates
to achieve communality,” says Julie Hirigoyen,
a diverse range of opportunities for a mentored
UK Head of Sustainability, “but we are very
and dynamic career path.
consistent and tight on our ethics and sustainability protocols.”
Global identity
As building restrictions and regulations
In 2014, Jones Lang LaSalle rebranded as JLL,
controlling carbon emissions and waste become
although the brevity of the acronym belies the
more stringent, the construction industry and real
complexity and global reach of the company.
estate sector are having to change “business as
“I can pick up the phone and talk to a colleague
usual” practices. JLL is a lead player in sustainability,
anywhere in the world and I know immediately
having first published a sustainability commitment
who I am talking to, because people who have
in 2007. In 2013, it became the world’s top employer
trained at JLL share the same DNA,” says KK Fung,
of Leadership in Energy and Environmental Design
JLL’s Managing Director of Greater China. Cohesion
(LEED)-accredited professionals, and several of
is essential for a firm that provides management
JLL’s own occupied offices now meet LEED or
and real estate outsourcing services to a global
other green building standards.
property portfolio of 3 billion sq ft, which completed
“Increasingly, we are looking to embed
$99 billion in sales, acquisitions and financial
sustainability into every one of our business lines,”
transactions in 2013, and whose investment
says Julie. “Across Europe and beyond we want to
management business—LaSalle Investment
see environmental awareness as a given, of equal
Management—has $48 billion of real estate
importance to awareness of financial value.”
assets under management. Integrated services and a clear company identity are essential in
Investing in the environment
maintaining productivity across cultures.
By way of example, JLL’s Hong Kong office
A unifying thread that runs through the
recently launched the district’s first urban farm.
company is the JLL code of conduct known as
Occupying 300 sq m atop the Bank of America
“Ethics Everywhere”, which calls for the highest
tower, it will grow vegetables including pak
standards of integrity and ethical behaviour in all
choi, radish and lettuce, and allow staff to get
of JLL’s business dealings. In 2014, for the seventh
involved in a hands-on green initiative.
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JLL Worldwide | www.jll.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Such aims may sound purely altruistic, but
As KK Fung observes: “Some companies
they are backed up by the financial rewards that
invest no time in training their staff. Instead they
are reaped by JLL’s clients—something that comes
poach talent, particularly in emerging markets.
from thinking strategically about their energy use.
We have never taken that approach. One of the
JLL’s professionals anticipate new sustainability
biggest points of differentiation between us and
legislation to help their clients absorb it into an
our competitors is the collaboration between our
efficient business model, saving them $39 million
people. We have a culture of giving people the
in energy costs in 2013 alone. Since 2007, JLL has
opportunity to work for us overseas to enhance
helped its clients reduce their collective greenhouse
their professional development. Our Shanghai
gas emissions by nearly 12 million tonnes—a figure
Managing Director joined our London office early
that equates to more than $2.5 billion in energy
in his career, so we have an English expat in one
cost savings.
of our busiest property centres.”
“We work alongside our clients on these issues
Assimilating different working practices
and they ask demanding questions of us,” says Julie.
and regulations is all part of the stimulating
“In terms of our graduate intake, we are looking
challenge of working for a multinational
beyond core real estate and financial competences.
corporation. JLL structures its global business
Increasingly, we are looking at tech-savvy strategic
activities around five priorities known as the G5.
thinkers to form a multidisciplinary pool of
They focus on extending JLL’s competitive position
graduates who aren’t just going to think about
in the world’s key real estate and capital markets;
bricks and mortar.”
addressing opportunities in outsourcing, investment sales and institutional investment
Employee development
management; and connecting JLL’s people, service
In JLL’s British and Chinese offices, graduate
and technologies, and clients, globally. “It’s a
recruits are rotated through varying roles in their
demanding environment,” says K K Fung, “but,
first year. This is done for two reasons: firstly to
with our long history and being a very successful
provide a broader perspective on what JLL does,
business, we think we attract the best people.”
and secondly to find the area to which they might
The JLL of today is the result of mergers
be best suited. At this stage and beyond, their
and acquisitions dating back as far as the firm’s
progress is mentored and assessed. “In terms
earliest incarnation in London in 1783. Its new
of sustainability and environmental strategy,
logo is the perfect emblem of the multinational’s
graduates might come to us with up-to-date
borderless approach. Designed to be easily
thinking,” says Julie, “but it’s our role to deepen
translated and spoken in whatever country JLL
their knowledge and put it into the context of
operates in, it is efficient, adaptable, modern
how it impacts all areas of JLL’s activities.”
and instantly recognisable—just like JLL itself.
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The loyalty scheme leader that thinks globally but connects locally LoyaltyOne North America | www.loyalty.com
as were credit-card providers and banks, who together helped to forge a broad “loyalty coalition”. Collaborative practice This simple principle of creating collaborative practices still lies at the core of LoyaltyOne. Associate Vice President of Human Resources Diane Dowsett says the early history of the company created a blueprint. “Our values have always been consistent,” she says, “and form a link between our past, present and, hopefully, our future.” Over the years, the company has spread from its roots in Canada to form working partnerships with other international businesses similarly concerned with inter-connected global retail. In 1998, the Loyal Management Group—the
“Our values have always been consistent and form a link between our past, present and future”
286
The core purpose of LoyaltyOne comprises a
corporate parent of the AIR MILES Reward
simple promise—to enrich the relationship
Program—was acquired by Alliance Data Systems
between its client companies and their customers.
Corporation, a US-based publicly traded provider
Just over 20 years ago, three young entrepreneurs
of loyalty and marketing solutions.
in Canada set up a loyalty programme with the
A decade later, the company was relaunched
aim of rewarding customers’ loyalty to selected
and rebranded as LoyaltyOne. Today, it’s one of
brands with the ability to purchase air travel.
the leading global providers of loyalty services
The AIR MILES® Reward Program was unique
to enterprises in the retail, financial, grocery,
and quickly took hold of Canada’s business
fuel, travel and hospitality sectors. Aside from its
world, becoming a runaway success.
flagship coalition services, LoyaltyOne also offers
Part of this success was down to the wide-
customer analytics and loyalty consulting services
ranging nature of the scheme. Although loyalty
through its Precima and LoyaltyOne Consulting
programmes had existed in some form previously
lines. It also owns a loyalty education and
—and frequent-flyer schemes had been pioneered
publishing firm called COLLOQUY.
in other countries—this was the first one to
Headquartered in Toronto, LoyaltyOne
actively seek an integrated approach to the
operates on a global scale with a host of
concept. Retailers in every major consumer
clients across the world. In the Brazilian market,
category—not just the usual suspects of fuel,
the company holds a sizeable stake in Dotz,
food and pharmacy—were invited to take part,
Latin America’s leading loyalty programme.
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LoyaltyOne North America | www.loyalty.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Most recently, LoyaltyOne acquired the Netherlands- With an extensive array of more than 800
variety of health and dental care programmes
based BrandLoyalty, one of the world’s largest
solar energy panels, approximately 165 kilowatts
available, which, according to the company
and most successful campaign-driven loyalty
of power are generated over the course of just
ethos, can be adjusted to the individual needs
marketing companies.
one hour of sunlight. Overall, the solar installation
of the employee. It’s perhaps no surprise that the
As it has grown, the company has realised that,
generates energy to power 16 medium-sized
company has been named one of the 2014 Best
in order to function successfully, it must maintain
homes. This stance has led to the company being
Employers in Canada by the global HR consulting
two separate but complementary focuses: a
named one of Canada’s Greenest Employers for
firm Aon Hewitt and one of Canada’s Top Employers
multinational concern that can also connect locally.
the past five years running by the editors of
for Young People by Canada’s Top 100 Employers
With a combined staff of around 2,000 spread
Canada’s Top 100 Employers.
that same year.
across offices in Toronto, Mississauga, Calgary and
Sofia goes on to stress how LoyaltyOne aims
Montreal, as well as the United States and Europe,
to foster a culture that both collaborates with, and
SOLVING BUSINESS PROBLEMS
LoyaltyOne is a company very much aware of both
celebrates, its staff. Employees are encouraged to
Since its inception, LoyaltyOne has been concerned
its global footprint and its regional responsibilities.
share their knowledge and experience with senior
above all with finding innovative ways of solving
managers, and vice versa. “To work effectively
business problems. The simple yet effective way in
COMMUNITY ROOTS
here,” she says, “you need to be a born collaborator.”
which the company re-evaluated and re-energised
All staff are encouraged to take time off to engage
There’s also a policy that managers remain open
the customer-loyalty formula has, over the years,
in charitable activities, and to come together to find
and accessible to staff at all time. “We have a strong
come to form the basis of its business model.
ways to interact with communities on the ground.
open-door policy,” says Diane. “This results in both
LoyaltyOne may have global ambitions, but at
“The best way to solve a problem is to have different visibility of, and access to, company leaders, which
its heart there is a familial and homely outlook.
people bringing different perspectives to the
is quite atypical of other companies.”
It sees itself as a frontrunner in providing
table,” says Sofia Theodorou, Senior Vice President
To make sure this culture is effective and
forward-thinking solutions to the twin goals of
of Human Resources. She cites LoyaltyOne’s
sustainable, there is a programme of rewards and
maintaining itself as a global force while retaining
Customer Care centre in Mississauga, Ontario,
recognition in place to nurture the relationships
a conscientious and credible local presence.
built in late 2009, as an example of the company’s
between staff and management. Each LoyaltyOne
It’s an approach that has been undeniably
environmentally sustainable contributions.
associate is given an allotment of AIR MILES—or,
successful. Collaboration and innovation are
“When it was built, the centre had Canada’s
outside Canada, points which amount to financial
the essential foundations of LoyaltyOne and
largest solar panel rooftop installation,” she says.
compensation—to allocate to colleagues who
have helped the company to become a leader
“It represents how our associates are passionate
have gone above and beyond on a project.
in changing the way that customers and retail
about giving back to the environment and the
LoyaltyOne also operates a full and
providers interact. Sometimes it seems that
communities in which we live and work.”
comprehensive range of staff benefits, with a
simple ideas really are the best ones.
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The wall street innovator where individuality is a valued asset OppenheimerFunds New York, USA | www.oppenheimerfunds.com
“The culture here is about passion and collaboration. We want people to view work as more than just a job”
Investment management firms have a reputation
“Our people have all sorts of skills and interests
for being serious and hierarchical—not to mention
outside work, and we want them to bring those
cut-throat competitive. But one pioneering and
into the office to benefit the whole business,” she
innovative company bucks that Wolf of Wall
adds. “We’re not interested in individuals in their
Street stereotype.
silo. We want great thinking that leads to better
OppenheimerFunds, Inc. started life in 1959
collaboration and creative problem-solving.”
and has grown to become one of the largest
As an example, Marty mentions how their Chief
firms in its field. Headquartered in New York, the
Investment Officer, Krishna Memani, builds robot
company and its subsidiaries offer a broad range
cars and apps that control them in his spare time.
of products and services to individuals, financial
“Krishna’s diverse personal interests can spark ideas
advisers, institutional investors and corporations
when he’s considering new investment opportunities,”
worldwide, managing more than $240 billion
she says. “Or maybe there’s a millennial employee
in assets for more than 12 million shareholder
who writes code on the side. If we want to develop
accounts as of August 2014.
an app, even if this person isn’t on our digital team,
Perhaps the most surprising thing about
they can help bring that to life.”
OppenheimerFunds, however, is its approach to
This approach differentiates the firm within
business. “The culture here is almost anti-Wall
a competitive landscape. “Our culture enables us
Street,” says Marty Willis, Chief Marketing Officer.
to grow and meet our business goals,” says Marty.
“It is about passion and collaboration. We want
“We’re challenging ourselves and, sometimes,
our people to view work as more than just a job,
our clients to think differently so as to reach a
because we believe it is that attitude that will
better outcome. OppenheimerFunds is also a
yield the best results.”
firm that celebrates and encourages individuality,
The company also encourages independent
and recognises how it can improve the strength
thinking. “We’re a little less traditional than
of the company as a whole.”
most,” says Marty. “We value creativity and out-
The people who thrive in such an organisation
of-the-box thinking, and we try to inspire that
enjoy working with others, have a positive and
across the organisation. While integrity is key,
creative outlook, and want to contribute to the
we understand that the world evolves. The way
greater good—in addition to having the required
things have always been done is not always the
expertise for their role.
best way.”
To ensure that new hires are an appropriate fit, they go through an assessment process, answering
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Thinking outside the box
questions on everything from how sociable they
And so, OppenheimerFunds invites employees
are to how they deal with stress. “The environment
to, as Marty puts it, “bring their whole self
here is familial,” says Andy Doyle, Chief Human
to work every day”. This is about recognising
Resources Officer. “It’s friendly, and everyone in
diversity and embracing eclectic experiences.
every discipline is valued equally.”
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OppenheimerFunds New York, USA | www.oppenheimerfunds.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Fostering growth Further helping employees to grow is the firm’s new appraisal system, in which employees’ performance is assessed against key competencies tailored to each line of work—such as leadership and problem-solving. This new Active Performance Management system helps employees both raise and broaden their skills. “We used to have a ratings system that marked employees on a scale of one to five in certain areas,” says Andy. “People became too focused on the number, and that made it difficult to have productive conversations about their strengths and areas for improvement. Now, Active Performance Management fosters ongoing discussions, with every manager and employee having at least four formal ‘performance conversations’ each year. It has worked extremely well, with a huge amount of employee engagement.” As part of the firm’s philanthropic programme, Open culture
the company has brought together employees
employees also have the opportunity to take
OppenheimerFunds is currently changing its office
across different business areas to propose ways to
part in a range of volunteering ventures,
space to an open-plan design so as to reflect this
engage both millennial investors and employees.
such as fostering a love of mathematics
collaborative culture. “It will increase transparency
In 2013, the OppenheimerFunds’ Collaborative
among underprivileged children or rebuilding
and help people engage more,” says Andy.
Leaders Initiative was founded to help nurture
communities in developing countries.
Collaboration and synergy are particularly
emerging talent. Selected employees were able
“All of these programmes help people to
critical to OppenheimerFunds’ portfolio teams.
to meet a career coach, who helped them to
build networks, experience different ways of
Through constant communication, analysts and
increase their leadership skills and complete
solving problems and gain exposure to other
portfolio managers make investment decisions
a relevant project.
areas of the business,” says Andy. “Our employees
that translate into value for clients. And, while
“We had people from operations, marketing,
don’t feel their job is limited. They are given
each team manages investments according to
sales, product management and human resources
opportunities to feel valued and to increase
their own style and area of expertise, ideas flow
all working together,” says Andy. “It was a
their contribution to the company.”
freely between them. In addition, the freedom
wonderful journey. They were challenged to be
This isn’t the kind of thinking one might expect
the staff are granted in exploring new ideas
creative in how they presented their work, so
of a Wall Street firm, but OppenheimerFunds is
enables them to deliver opportunities to clients
they told a story visually, using multimedia and
no ordinary investment management company.
that might otherwise not be available.
animations rather than the standard presentation
It attracts exceptional talent and nurtures it
The company is also establishing a number
formats. It was a lot of work and they all gained
through unconventional means for the benefit
of cross-functional working groups. For example,
immensely from it.”
of employees, clients and the company overall.
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The dairy cooperative that delivers on trust and careers around the world ARLA FOODS EUROPE | www.arla.com/career
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Ever since animals were first domesticated
incomes grow, milk and milk products become
around 10,000 years ago, their milk has formed
more and more desirable and accessible, so global
an often vital component of the human diet.
demand rises,” says Ola Arvidsson, Chief Human
Without question, milk is one of nature’s super
Resources Officer.
foods, and one that is able to be turned into a
As a result, Arla is making a genuine
vast number of food products and ingredients.
commitment to these markets, for instance in
As incomes rise in developing markets
China, where demand for dairy is growing fast but
around the globe, demand for such products
confidence in local products is low. To address this
increases rapidly. Poised to invest in this expanding
issue, Arla partnered with China Mengniu Dairy
market is Arla Foods, a well-established yet still
Company in 2012 to establish the China–Denmark
fast-growing international dairy cooperative that
Milk Technology Cooperation Centre, which will
ranked as the world’s sixth largest milk processor
give Chinese producers the chance to benefit from
in 2013, and is currently the world’s largest
Danish knowledge about the quality and safety
producer of organic dairy products.
of milk-based foods.
Renowned for products such as Lurpak butter,
In Africa, on the other hand, Arla signed a
the Castello range of cheeses, Cravendale milk
joint-venture agreement to distribute its products in
and the Anchor dairy range, Arla’s long history
Ivory Coast in 2013, a deal that came on top of years
stretches back to the establishment of Denmark’s
of activity in North Africa and Nigeria. And while
and Sweden’s earliest cooperative dairies in the
the company has been present in the Middle East—
1880s. Today, it has around 19,000 employees in
where its Puck cheese spread is hugely popular—for
30 countries and more than 13,500 milk-producing
decades, the region remains a key growth market.
owners in Denmark, Sweden, the UK, Germany,
“Whether it’s the Chinese state, joint-venture
Luxembourg, Belgium and the Netherlands.
partners in South America or Africa, merger partners
Innovative, responsible and a trailblazer
in the UK or Germany, or individual customers
in its field, Arla also recently opened the world’s
around the world, people know that they can trust
largest carbon-neutral dairy in Aylesbury,
us,” says Ola. “They choose us and our products
Buckinghamshire. The 115-acre site will process
because they have absolute faith that we’ll do
and package up to a billion litres of milk from
exactly what we say we’re going to do. We always
British farms. It is also set to be a showcase for
aim to create growth together for mutual benefit.”
sustainable development, targeting zero carbon Innovation focus
emissions and zero waste to landfill.
To achieve this, Arla Foods places great emphasis Growth markets
on research and innovation. Its wholly owned
While Arla’s core business is in northern Europe,
subsidiary, Arla Foods Ingredients, for instance, is
the company’s growth markets are in Russia,
an industry leader in developing different kinds of
China, the Middle East and Africa. “As people’s
proteins from whey, a by-product of hard-cheese
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ARLA FOODS EUROPE | www.arla.com/career
“We are looking to grow and to sell our products in more markets, but we want to do this in a sustainable way”
production. When isolated, these proteins
Career opportunities
naturally offer a range of nutritional benefits
Arla Foods’ growth agenda presents significant
and can be used to make many types of food,
career opportunities around the world. “At a
from yoghurt and ice cream to egg-replacement
global level, our flagship programme is our
products and sausages. Finding new applications
two-year Future15 leadership training scheme,”
for them in commercial food processing as well
says Ola. “Aimed at graduates, it has an annual
as in clinical, infant and sports nutrition is a key
intake of just 15 talented participants, who are
component of Arla’s product innovation, as well
selected from around the world, with a high
as a lucrative and growing business area.
level of diversity. In fact, in some years up to
The company is also constantly developing
12 different nationalities have been represented
new products in its core consumer categories, that
in that relatively small group.”
is, white, yellow, blue, cream and processed cheeses,
Over the course of the programme,
as well as butter, dairy spreads, yoghurts and milk.
participants rotate through three different roles
In addition to adding new lines to its premium
in three different countries, with the aim of
cheese categories—such as the Unika by Castello
developing a broad understanding of Arla’s global
range launched in 2013, a line of artisanal cheeses
business before they apply for a permanent role.
made in collaboration with expert chefs and now
“As a business, we have a Nordic culture, so it’s
sold in top restaurants across New York and in its
very democratic and team-oriented,” says Ola.
flagship store in Copenhagen—Arla is also working
“We are looking for winners, but winners who
to develop products that meet consumer demand
want to win with a team.”
for natural, healthy foods. These include products
While expanding its business and offering
with reduced fat, lactose, sugar or salt content, and
graduates exceptional global opportunities are
those with added proteins or natural sweeteners
both priorities, the company is also determined
such as stevia. Some products also offer the benefits to grow responsibly. “We are looking to grow and of supplementary minerals and vitamins—for
to sell our products in more markets, but we want
example, milk with added vitamin D, ideal for
to do this in a sustainable way and in pursuit
Nordic countries that don’t get much sunlight.
of a higher purpose,” says Ola. “We therefore
Arla’s decision to build a 270 million Danish
constantly ask ourselves: how can we make sure
kroner (around £30 million) Global Innovation
that children across the world get the best start
Centre in Aarhus, Denmark underpins the company’s in life by eating nutritious food? And how can
296
research and will cement its status as a global
we help the growing number of people who
leader in dairy product innovation. Set to employ
suffer from obesity or undernutrition to live
120 people, the 10,000 sq m centre is being built
healthier lives?”
in an area with a high concentration of agriculture
For Arla Foods, the answer lies in adding
and food-research facilities, allowing for a high
the latest chapters to a story that began some
degree of external collaboration.
10,000 years ago.
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
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The values-driven brand helping others start their day on the right foot Kellogg Worldwide | www.kelloggcompany.com
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Kellogg Company has a history of innovation
the foundation of many of our foods, we’ve
that dates back to when its founder, W K Kellogg,
developed innovative new products to meet
created the first breakfast cereal more than
the needs of our global consumers.”
100 years ago. With its foods now available in
With sales of $14.8 billion and more than
over 180 countries, Kellogg continues to innovate
1,600 foods in 2013, Kellogg is the leading cereal
and adapt to new markets, earning its place
company and the second largest producer of
on breakfast tables around the world.
cookies, crackers and savoury snacks in the world,
The company’s success is based on its
as well as being a leading frozen foods company
“K Values”, a set of principles that guide
in North America.
everything it does. These values, which include integrity, accountability, passion and a drive
Social innovation
to succeed, link directly back to W K Kellogg.
In addition to being a successful businessman,
His astute business sense, coupled with a
W K Kellogg was a leading philanthropist and
strong social conscience, remain at the heart
social innovator, who gave away most of his
of the company today.
wealth when he retired. This legacy continues today
“As a responsible business, how we go about
with the W K Kellogg Foundation, an independent
doing things is just as important as the results we
grant-making organisation. In addition to being
achieve,” says Sammie Long, Senior Vice President,
Kellogg’s largest shareholder, it is one of the largest
Global Human Resources. “Everything we do is
philanthropic foundations in the USA, whose
driven by our K Values, as it’s important for us to
grants help to propel vulnerable children to achieve
be a company that our consumers, vendors and
success, both as individuals and as contributors
employees trust and respect.”
to society. His philosophy is also evident in the
Defining breakfast
company’s commitment to corporate social
W K Kellogg was an innovator and a risk taker who
responsibility through programmes such as
was not afraid to go against the trend. When the
Breakfasts for Better Days™. This is a global
Great Depression hit America in the 1920s and
philanthropic initiative, launched in 2013, that
1930s, Kellogg doubled his spend on advertising at
focuses on the power of breakfast to provide
a time when most companies stopped advertising
hunger relief, especially for those in significant
altogether. The risk paid off and helped the
need around the world.
company stand out.
“As a global food company, food security and
“One of the things I think our founder
nutrition are important issues for us,” says Kris
would be most proud of is the way we
Charles, Vice President, Global Communications
continue to evolve and help define breakfast by
and Philanthropy. “Since establishing Breakfasts
understanding the tastes of consumers around
for Better Days, we have also volunteered at food
the world,” says Chris Hood, President, Europe.
banks, supported school breakfast programmes
“Using the simplicity of grains, which serve as
for thousands of children, and hosted food drives
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Kellogg Worldwide | www.kelloggcompany.com
for hungry families. In one year, we donated more
global website for the whole organisation
than 400 million servings of our products, of
(www.kelloggcareers.com), which makes the
which 230 million servings were breakfast foods.”
process of finding and pursuing a career with
Kellogg employees in Europe will also have
the company much simpler.
the chance to get involved directly through a
Kellogg also takes pride in its strong
new volunteering scheme. “I’ve seen the impact
commitment to diversity, which again links
we are making on the ground with our breakfast
back to its values of integrity and respect. It has
programmes,” says Bruce Learner, Senior Manager,
done a lot of work to promote gender equality
Corporate Social Responsibility. “It makes a huge
among its leadership and workforce, and was
difference in the lives of many children, and we
recognised by Working Mother magazine in 2014
want to offer our employees opportunities to
as one of the 100 best companies to work for.
volunteer with these programmes and give
It was also named as one of the best places to
them the time to be able to do that.”
work for lesbian, gay, bisexual and transgender equality by the Human Rights Campaign and
“How we go about doing things is as important as the results we achieve”
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Workplace values
has been listed by Fortune as one of the world’s
Investing in the skills, talents and professional
most admired companies.
development of its 31,000 employees is another
Kellogg has come a long way since W K
top priority for Kellogg. It has created a new
Kellogg invented cornflakes in the early 20th
career development model—K Power to Grow—
century. In many ways the company is still
designed to tie in with its values and be flexible
pursuing his vision to enrich and delight the world
enough to be applied in all of the countries
through foods and brands that matter, but with
where its employees live and work.
a focus on continued product innovation, social
“K Power to Grow puts us in a position for
responsibility and a commitment to supporting
future growth by setting out exactly what we
all employees in their careers.
need from our employees and how they can
“Even today, people refer to him as Mr Kellogg.
succeed within the company,” says Sammie.
There is still a real sense of reverence and respect
“The principle is that success can be achieved
in the company for everything he stood for,” says
in the same way, regardless of geography.”
Sammie. “You can see his ethos coming through
To support this, Kellogg has created a new
in our K Values, which shape our culture, guide our
system of assessment and has overhauled its
business decisions and help to define what makes
online career information. There is now a single
both our company and our people special.”
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Food for thought— Catering to local tastes from grass roots up McCain Foods Ltd Worldwide | www.mccain.com
“The company was founded by two brothers with the aim of combining good food with good business”
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Fifty years ago, McCain was a single factory in
But what’s unique about us is that when we go
the small town of Florenceville, New Brunswick,
into countries we source raw produce from those
Canada. Today, the company is the world’s largest
regions, we set up plants in those regions and we
producer of frozen potato products, with one in
hire people to work in those plants, both from a
every three French fries consumed around the
management and a plant-production perspective.
world a McCain fry. Such a vast transformation
The name McCain then becomes a community
is testament to two brothers, Harrison and
name. That’s always been our philosophy.”
Wallace McCain, who founded the business
In a similar vein, there’s a social mission to
with one simple aim: to combine good food
the company under the name of Be Good Do Good.
with good business, and to do so with the
Before “corporate social responsibility” entered
customers’ needs always in mind.
common parlance, founders Harrison and Wallace
“When the McCain brothers wanted to expand
believed that good ethics was good business.
the company into a new country,” says Michael
This meant becoming part of the solution to
Abbot, Vice President, Human Resources Business
some of the issues experienced by the communities
and People Engagement, “they went there to
that the company found themselves in.
find out what the tastes of the local people were. McCain would then customise and market its
Ethics in action
products to appeal to the local community.”
One current initiative is Campo Vivo in Colombia, a social business that aims to improve the quality
Community presence
of life for struggling Colombian farmers. Many of
The McCain brand is now recognised worldwide,
these farmers may lack the necessary resources to
but its products change radically from one region to
produce crops on their land, with some even having
the next, and even within regions. The company’s
had their farms displaced by the conflict in Colombia.
very first expansion was into the UK, and the two
Campo Vivo allows underprivileged farming families
founding brothers spent much of their time there.
to successfully develop commercially viable potato-,
Such a level of expansion was unique for the time;
carrot- and pea-farming businesses in a fair and
it might be said that Harrison McCain took the
sustainable way. The pilot programme includes
company global before globalisation existed.
25 families that work on around 37.5 hectares of
However, McCain doesn’t just sell its products
land in the municipality of Une in Cundinamarca.
in other countries—it builds a presence there.
During the cultivation period, the families have
The company employs approximately 20,000
the support of agronomists, social workers and
people around the globe, operating 48 production
entrepreneurship trainers. A total of 225 families
facilities across all continents. “We have a global
(some 1,000 individuals) are expected to join the
reach from a sales perspective and we have a global
programme overall.
reach from a manufacturing perspective,” says
In Europe, the company is tackling the
Michael. “We’re one aligned global organisation.
increasingly important issue of food waste.
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McCain Foods Ltd Worldwide | www.mccain.com
In September 2013, McCain in France piloted a multi-stakeholder project to recover potatoes left on the field after harvest, and at the same time make a social contribution to rural communities. After harvest, approximately three to five per cent of potatoes are left in the ground and usually become waste. The project hired temporary “gleaners”, to pick up the potatoes by hand. These were then transported to the McCain plant in Bethune in northern France where they were transformed into potato flakes and packaged to reflect the support of local employment. All of the revenue generated by the sales of the product funded the salaries of the gleaners. After three weeks, 13,600 kg of potatoes were gleaned, providing additional revenue and an additional working experience to 45 community members. Grass-roots mission Both of the projects are highly significant for the company and are essential parts of its social mission—something that is fervently encouraged by McCain’s CEO and President Dirk Van de Put —which also includes an abundance of smaller, grass-roots initiatives. Just as social responsibility has always been at the heart of McCain, so too has innovation. The company was built on the potato expertise of Harrison and Wallace McCain, and today a raft of PhD students, food scientists, chefs and agriculture experts are constantly developing innovative potato products. In the 1950s, innovation focused on the emergence of convenience food; now it
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
centres on healthier products. After more than
deliver an oven-baked taste in a fraction of the
employees are duly proud. “They feel a sense of
a decade of research and development, McCain
normal cooking time. “We definitely have a culture
connection,” says Michael. “Not least because
has developed a new batter technology that can
of innovation,” adds Michael. “There are so many
members of the McCain family still work here,
reduce oil absorption, making its fries healthier.
ideas generated, it doesn’t matter what part of
including current Chairman, Allison McCain,
the company anyone is in, having an innovative
and because of the firm’s humble roots.
approach to innovation is not a patient one.
approach and mind is critical to helping the
“Harrison and Wallace were forward-thinking
Indeed, instead of waiting for gaps to appear in the
company grow—it makes our work exciting, too.”
men of great integrity, and their spirit is kept
market, McCain continually develops and pioneers
Generating annual sales of around 7 billion
alive in the company today because one thing
products so as to keep ahead of market needs.
Canadian dollars, McCain is still headquartered
has remained a priority: that the production of
In Britain, for example, the company’s most recent
in Florenceville and remains a family-owned,
good food is combined with the practice of good
innovation is McCain Ready Baked Jackets, which
private company—a fact of which the company’s
business, and with the customer ever in mind.”
However, the company’s forward-thinking
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Nourishing future generations with a sustainable approach to growth Royal FrieslandCampina Worldwide | www.frieslandcampina.com
The world’s population is predicted to grow to
will—according to the former Chief Scientific
between nine and 10 billion people by 2050.
Adviser to the UK Government, John Beddington
If such an increase is to be believed, then feeding
—require around 50 per cent more food by 2030.
these vast numbers will be an enormous
Yet, at the same time, land that’s currently used
challenge—one that has implications for people,
for farming will be transformed into urban areas
animals and the environment. Highly nutritious,
to accommodate the greater number of people,
milk is firmly associated with a healthy lifestyle.
which means that there will be fewer sites available
But how can the dairy sector continue to feed
to produce the required food supplies.
an expanding world in a sustainable way when it
To meet this challenge, FrieslandCampina
faces the problems of ageing farmers, a scarcity
prioritises sustainability in all aspects of its
of natural raw materials, a shortage of fertile
business, from its member farms and dairy
land and less and less clean drinking water?
plants to transportation, supply chain and
To overcome these hurdles, Dutch dairy firm
packaging. This entails, for instance, devising
Royal FrieslandCampina has developed approaches
innovative initiatives such as using manure
that enable it to make better use of available
from cows to produce biogas that then provides
resources and attract young people to a sector that
power for the company’s dairy plants and trucks.
offers excellent career prospects. Committed to
Another noteworthy example is an upcoming
helping nourish the world, the company is a major
project that will look at safe feed additives to
global employer, with around 21,000 staff in 30
reduce the amount of methane cows emit.
countries and revenues of more than €11 billion from dairy products including cheese, butter and
Extensive research
infant nutrition. It is owned by one of the world’s
Maximising the nutritional benefits of all its dairy
largest cooperatives, made up of more than 19,000
products also helps FrieslandCampina reduce its
independent dairy farmers from the Netherlands,
environmental footprint. This requires extensive
Germany and Belgium—a collaborative effort that
research, but the company goes the extra mile
constitutes one part of the company’s solution to
to tailor its output to each market.
the problems faced by the dairy industry.
“For example, we recently carried out a nutritional scan of 17,000 children in Thailand,
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Long-term sustainability
Vietnam, Malaysia and Indonesia,” says Margrethe
“Being a cooperative means that it’s in our farmers’
Jonkman, Corporate Director of Research and
interest to keep FrieslandCampina sustainable
Development. “This provided detailed information
in the long term,” says Jaap de Vries, Corporate
on what kind of vitamins and micronutrients
Director of Human Resources. “That, in turn,
children in that part of the world need to grow and
benefits the wider society because we all need
develop in the best way. Such research, as well as
milk and dairy products.”
the fact that we pay close attention to feedback from
However, operating in a sustainable way is
our customers, shows that we really try to fine-tune
difficult for the dairy industry because, with the
our products for the people we serve.”
global population rising fast, the planet’s resources
FrieslandCampina also opened a new innovation
face a double dilemma. On the one hand, the world
centre in the Netherlands and a development centre
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
“ The future of farming depends on helping small farmers everywhere to become successful entrepreneurs”
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Royal FrieslandCampina Worldwide | www.frieslandcampina.com
in Singapore in the autumn of 2013 to bring its considerable research and development expertise together. The former is based in the Dutch town of Wageningen and accommodates around 350 research staff. It boasts an experience centre where the company can educate employees, customers and non-governmental organisations about its work. The latter provides research tailored to Asian markets. “These two centres bring people together and create a lot of energy,” says Margrethe. “We have designed both buildings with flexible seating, which means that staff who have never worked together before are coming together to exchange ideas and inspire each other.” Future leaders Inspiring people to join the dairy sector has, however, become increasingly difficult over the years. The industry’s survival is threatened by the fact that the average age of dairy farmers around the globe is climbing rapidly. Since this has severe implications for the world’s ability to produce enough nutritious food for its growing population, FrieslandCampina tries hard to ensure that farming and working in the dairy sector remains an attractive career for young people—and not just in the countries where its member farmers produce. “We work with several non-governmental organisations to support tens of thousands of small farmers in Asia and Africa directly and indirectly,” says Jaap. “We use knowledge sharing, training courses, exchange programmes and the establishment of local milk-distribution systems, and offer help to small farmers involved in soy growing in India and Brazil as well. In this way,
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FrieslandCampina contributes towards the welfare of farmers throughout the world. “This reflects the company’s philosophy— that the future of farming depends on helping small farmers to become successful entrepreneurs and earn a decent income to support their families,” he adds. “In addition, we offer career opportunities for young graduates in our company because we need their input so as to adapt quickly to the challenging and volatile markets in which we operate.” As such, the company has teamed up with Ashridge Business School in Hertfordshire to create a future-leader programme that helps individuals develop the skills they need to lead and manage change. “This was done with the explicit objective to fill our senior management positions from within,” says Jaap. In 2014, the programme was awarded the Excellence in Practice Gold Award by the European Foundation for Management Development. In order to link its sustainability objectives and leadership development programme, FrieslandCampina offers plenty of exciting on-thejob learning experiences. For one of these, a group of potential leaders recently headed to Kenya, where they created a new and more sustainable distribution channel for milk by using street vendors. “This type of work—offering a wider sense of social and environmental purpose—as well as the cooperative nature of our business, helps us attract and retain talented employees,” says Jaap. “Our tagline is ‘nourishing by nature’, and for us this not only means feeding people everywhere but also providing great careers for our staff. Because both aspects are equally important in creating a sustainable future for the product that has, for thousands of years, sustained the world.”
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The global operation that offers A future with steel TATA Steel Worldwide | www.tatasteelcareers.com
“In 2015, the firm will look to take on more than 350 apprentices, 100 graduates and 50 placement students”
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
Recruitment drive
Advanced Modern Apprenticeship, Level 3,”
It’s a standing that the company is eager to
says Benjamin. “Once they’ve completed their
sustain, and in 2015 the firm will look to take on
apprenticeships, some people will go on to further
more than 350 apprentices, 100 graduates and
education while others will undertake degrees
50 placement students in the UK. These new
with us and continue on to the graduate scheme.
recruits should already be thinking about
Like Lindsey, they can then continue climbing
the future. “Tata Steel offers a wide range of
with a degree in their pocket.”
opportunities that enable apprentices and graduates to really fulfil their ambitions,” says
Graduate development
Talent Recruitment Manager Benjamin Short.
For their graduate schemes and student
“Engineering is an international language”,
placements, Tata Steel is looking for anyone
he adds. “Some of our engineers go over to work
with a passion for science—and engineering in
in the Netherlands, across the rest of Europe
particular. The majority of Tata Steel’s student
and even to India in order to share best practice.
placements return on a graduate scheme.
A number of our apprentices and our graduates
“Graduates will start off on a two-year
have also gone on to be very senior managers.
development programme and rotate around
There’s no limit.”
different areas of the business to give them an
Tata Steel has numerous plants all over the
idea of the full engineering process,” says Benjamin.
UK—from its plate-rolling and heat-treatment
“If we’ve got a graduate who just wants to sit at a
facilities in Dalzell and Clydebridge, to its high-
desk and push papers, we’re not the place for them.
grade and special steels operations in Rotherham
We’re a fully integrated steel business. We give a lot
and Stocksbridge, and its long products equipment
of responsibility to graduates early on. They have
in Scunthorpe. “Apprentices need to be local to site,”
many opportunities to progress as long as they are
says Benjamin. “But if they can get here, they can
willing to push themselves and take on challenges.”
take part. Because we’re recruiting at multiple sites
Tata Steel will also support graduates by
across the UK, it increases the opportunities for
paying for membership of a relevant professional
Tata Steel is part of a multi-billion-dollar industry
people to apply.” The nature of each apprenticeship
body and by providing support towards further
that contributes to the construction of everything
varies depending on the site and location, but all
study at university or college. “They’ll receive
from new schools, hospitals and bridges, to cars,
include paid release for further education on a
training to push towards a chartered position
boats, planes, skyscrapers and even drinks cans
daily, weekly or block basis.
with a professional body as well,” says Benjamin.
and paperclips. With some 80,000 employees
And, though engineering still has a perceived
“Graduates can climb as high as they want within
worldwide, the company operates in 26 countries
male image, this is definitely not the case at Tata
the company if they have the skills, abilities and
and has a commercial presence in more than 50.
Steel. Lindsey McDonald joined as an apprentice
drive to get there.”
Operating to the very highest standards, Tata Steel
in September 2007 at its Scunthorpe site and
Anyone working for this global steelmaker
was named one of the Top 100 Apprenticeship
has since been sponsored through a foundation
—whether starting out as an apprentice or a
Employers in 2013 by the National Apprenticeship
degree as well as a degree in electrical engineering.
graduate—will be able to shape their careers
Service and City & Guilds.
“Apprentices start off working towards an
in an industry that shapes the world.
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A global leader in medicine that puts the patient first AbbVie Worldwide | www.abbvie.com
At AbbVie, people bring new developments to
Officer. “Our scientists work to advance a pipeline
life that address today’s health issues and have
for speciality molecules that demonstrate robust
a remarkable impact on the lives of patients.
clinical performance and economic value for
In this pursuit, the global biopharmaceutical
patients and their healthcare systems.”
company is a step ahead, with the strength
The company has a strong track record of
of 125-plus years of patient care, the collective
innovation. For instance, its scientists discovered
expertise of more than 25,000 employees and
and developed two of the first highly active
an innovative focus on developing advanced
drugs used for the treatment of HIV, helping to
therapies to address some of the world’s most
make a difference to the lives of many patients
complex and serious diseases.
coping with the disease. Indeed, the ongoing aim
“To work at AbbVie is to engage in more than
at AbbVie is to develop new drugs that provide
a job,” says Tim Richmond, Senior Vice President,
significant benefits and added value for patients,
Human Resources. “It is to go to work every day
particularly in areas where the need is greater,
with a purpose that leads to better lives for other
such as liver diseases, neuroscience, immunology,
people, across the world. This is a passion that
oncology, renal diseases and women’s health.
springs from a pioneering spirit, a collaborative nature, and the resources and expertise to bring
EFFECTIVE PARTNERSHIPS
to market ways to improve the quality of life for
AbbVie scientists are working to advance a
significant patient populations.”
pipeline of speciality medicines that demonstrate both strong clinical performance and economic
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REMARKABLE IMPACT
value. The company’s expertise in both small
Research and innovation are the cornerstones
molecules and biologics gives it the flexibility
of AbbVie’s business. They are what power the
to find and pursue the best solution for a given
company’s passion to help patients, and focus
disease. And AbbVie knows that by working with
on developing medicines that deliver strong
external partners it can deliver better outcomes.
clinical performance, provide more patient
The company’s partners share its
benefit and economic value, particularly where
commitment to addressing many of the world’s
there is significant need around the world.
greatest health needs. This is why the company
AbbVie advances leading-edge science
connects and collaborates with peers, universities,
through dynamic and collaborative approaches
clinical experts, governments and advocacy
to bring meaningful solutions to today’s health
groups to seek new solutions for patients
issues—from life-threatening illnesses, such as
throughout the world.
hepatitis C and cancer, to chronic conditions, such
These partnerships are dedicated to two
as psoriasis and rheumatoid arthritis. “We look
important outcomes: delivering innovative
beyond available treatments and strive to find
new medicines; and having an impact on people’s
better solutions for treating serious diseases,” says
lives. “At AbbVie, we’re passionate about translating
Michael Severino, MD, Executive Vice President
science into effective medicine and becoming a
of Research & Development and Chief Scientific
valued partner for the organisations we work with,”
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
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AbbVie Worldwide | www.abbvie.com
“We’re passionate about translating science into effective medicine and becoming a valued partner for the organisations we work with”
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
says Michael. “The result is mutually beneficial as it
In order to continue to address patients’
develops long-term relationships that allow both
hopes and needs in this way, AbbVie looks
organisations to exceed goals and expectations.”
to employ people who reflect the thousands of diverse communities it serves. AbbVie
IMPROVING PATIENT CARE
employees are diverse in ethnicity, educational
In 2013, AbbVie welcomed healthcare
and professional backgrounds, as well as in their
stakeholders from across Europe and beyond
thinking. “Our inclusive culture celebrates a wide
to its Recipes for Sustainable Healthcare
range of opinions and ideas,” says Tim. “When the
conference, hosted in partnership with the
stakes are as high as a patient’s well-being, the
European Public Health Association and Philips.
best ideas must rise to the top, no matter where
This conference examined the state of European
they begin.”
healthcare, the long-term challenges facing governments, and practical solutions to better
EMPLOYEE DEVELOPMENT
manage patient care and healthcare delivery
To this end, AbbVie aims to attract bold,
systems. Consequently, AbbVie employees in
collaborative and enthusiastic people who will
22 countries are now piloting solutions and
lead by example to help build a new kind of
developing recommendations that support more
biopharmaceutical business. Once on board,
sustainable healthcare systems across Europe.
AbbVie encourages and supports employee
In Spain, for example, AbbVie is supporting
development, from classroom and e-learning
Early Intervention Clinics for patients with
courses and development plans, such as the
musculoskeletal disorders (MSDs). Today in
Step Ahead leadership programme, to mentoring
Europe, half of all workplace absences and
and funding for continued education.
60 per cent of permanent work incapacities
“Whether it’s in the lab, in an office or on
are caused by MSDs. Working together with
the production floor, everyone’s work at AbbVie
the government, healthcare providers and the
starts with improving lives and ends with a
Fit for Work coalition—a multi-stakeholder
new way forward,” says Tim. “We offer numerous
group dedicated to advancing policies and
career paths to help employees succeed in many
clinical practices for MSDs—AbbVie is putting
businesses and functions, including research
rheumatology care at the centre of treatment
and development, technology, finance, operations,
in these clinics.
regulatory affairs and compliance, sales, marketing
Building on its leadership in the rheumatoid
and human resources.”
arthritis field, AbbVie is working on a series
AbbVie’s culture fosters innovation,
of pilots to help advance care in this area in
collaboration and discovery. It’s a unique
Europe. One example is the Appointment Angels
environment that has earned the company
programme in Ireland. By better preparing patients recognition in DiversityInc’s 2014 ranking of top for their first visit to a rheumatologist, the
employers, as well as on Fortune magazine’s Most
programme has achieved a 30 per cent reduction
Admired Companies list in its first year. It is also
in the “did not attend” rate, and freed up 27
a workplace where employees can follow their
new appointments for every 100 patients.
passion to create new possibilities for patients.
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In fine fettle—The pharma Giant with a healthy inclusive outlook Dr Reddy’s Laboratories Worldwide | www.drreddys.com
“We encourage our people to learn new things and enable them to become rounded professionals”
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When Dr K Anji Reddy founded his pharmaceutical
One of those who was attracted by this
company in India in 1984, he had a distinct
inclusive approach is Armando Carlone, a research
ambition “to succeed where others felt there
lab chemist based at Dr Reddy’s in Cambridge.
was a barrier to tackle”. His company, Dr Reddy’s
“The company knows that if we, as a business, are
Laboratories, has striven to achieve this ever
too far removed from academia and its research,
since, working to provide ever more affordable
we’ll get left behind with regard to developments
and innovative medicines.
in our sector,” says Armando. “So Dr Reddy’s
Today, the highly successful $2.5 billion
encourages me and other employees to talk to
business employs more than 18,000 people
academics and build global networks. The support
worldwide, focusing on therapeutic treatments
we receive speaks volumes for the company culture.
in the fields of dermatology, cardiology, oncology
“It’s a fantastic workplace for people who enjoy
and neurology, as well as for infections, diabetes
contributing new ideas,” he adds. “We have a very
and pain relief. It works in three main areas.
relaxed atmosphere and a lot of freedom in our
Firstly, Dr Reddy’s provides versions of drugs that
work, which I don’t think you get in many companies
have gone off patent. Secondly, it helps other
in this sector. Managers speak to junior staff,
companies bring new and alternative drugs to
everyone wants to share advice and many of us are
market and lower their cost of supply. And, finally,
friends, which means that we work well together.”
it addresses unmet needs through innovations in drug delivery and by developing complex generic,
Tapping talent
differentiated or speciality drugs. The common aim
Harnessing the talent of the company’s employees
that encompasses all three strands is to accelerate
is also key to Dr Reddy’s success. That’s why the firm’s
access to affordable medicines around the world.
sites around the world annually take on several recent graduates and PhD students—mainly those
Progressive approach
with expertise in chemistry, pharmaceutics, biology,
Underpinning this goal is a unique and progressive
chemical engineering and analytical chemistry.
philosophy. Where many businesses can be closed
“We predominantly look for people with PhDs
and inward-looking, Dr Reddy’s actively encourages
and postdoctoral experience, ideally in our new
the sharing of expertise and the expansion of
areas of experimentation,” says Abhay. “But we are
global knowledge.
also open to master’s graduates who are looking
“It’s something that we are known for and
to work here while studying for their PhD.”
that really appeals to our employees,” says Abhay
As well as academic achievements, Dr Reddy’s
Srivastava, Senior Director of Human Resources.
looks for certain personal skills and attributes.
“We encourage people to connect and collaborate
“In addition to self-driven and highly motivated
to find solutions to scientific, technical and
people who can connect with others, we want
managerial problems, and are keen to work with
functional experts who are technically sound and
other experts and nurture external relationships.”
are able to find solutions to problems,” says Abhay.
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Dr Reddy’s Laboratories Worldwide | www.drreddys.com
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Having joined Dr Reddy’s after completing
Opportunities to develop
to develop a workforce that is at the cutting edge
his PhD in Bologna and his postdoc in Edinburgh,
To ensure its people can maintain their industry
of science. It is with their help that we are able to
Armando is a great example of the type of
edge, Dr Reddy’s offers professional development
create a progressive and productive global business.”
employee the company is looking for. “One of the
courses and support for employees who want to
It’s a philosophy that has earned Dr Reddy’s
fields the company was recruiting for was exactly
increase their knowledge. And, with offices in the UK, recognition as a forward-thinking global
what I’d focused on for my PhD—a very new field
mainland Europe, North America and China, as well
organisation. In 2013 alone, it was named Best
of research known as asymmetric organocatalysis— as in several sites in India, there are also plenty of
Company in an Emerging Market at the Scrip
so the job was perfect for me,” he says. “I now work
international opportunities for members of staff.
Awards and appeared on Forbes magazine’s
both in the lab and on a computer, and I enjoy the
“We encourage our people to learn new things
“Asia’s Fab 50 Companies” list.
variety my role offers. A lot of interesting research
and enable them to become rounded professionals,”
An organisation that thrives thanks to its
and development goes on here, and my job gives
says Abhay. “By exposing our employees to on-the-
progressive culture, Dr Reddy’s continues to deliver
me the chance to get involved in that. I get the
job learning opportunities, as well as various forums,
on its founder’s vision of leaping hurdles that
best of both worlds: I’m doing the sort of innovative
symposiums and conferences, we have been able
others consider impassable.
research that usually only happens in academia; and I’m able to apply it to industry.” As Armando explains: “Dr Reddy’s offers lots of opportunities to develop your career. I can further my knowledge, get involved in new collaborations and stay at the cutting edge of technologies. We typically go to one or two conferences a year and are encouraged to speak, which is something I really enjoy. Academics also come in to talk to us, so there’s a lot of energy here.” Based in Hyderabad, India, Sachin Sharma’s working life offers similar breadth. A senior scientist in formulations research and development, he gained his master’s in pharmacy and joined Dr Reddy’s from campus as a technical trainee before progressing within the organisation. “Initially, I was responsible for scientific literature research, pre-formulation studies and execution of experiments,” says Sachin. “But I soon took on additional responsibilities and, within five years, I became a manager. Today, I’m responsible for product development, from strategy to commercial launch.”
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The collaborative approach that reaps collective success Forest Laboratories, INC. Worldwide | www.frx.com
to reinvent the company as a pharmaceutical business by building long-standing global partnerships to identify, develop and market life-improving medications. With its headquarters in New York City, Forest today employs just over 6,000 employees. US-based, the company has a Canadian subsidiary as well as business set-ups in Europe and an operational footprint in Latin America. It’s a growing business, and an exciting one to be a part of. Culture of collaboration This is down to Forest’s company culture, which is based on respect, loyalty, hard work, integrity and trust. “We pride ourselves on our collaborative environment,” says Frank Murdolo, Vice President, Investor Relations. “We’re very flexible—and that’s not often the case with pharmaceutical companies.” Sally Paull, Corporate Vice President, Human Resources, agrees: “If you’re looking for an organisation with whom you can form a genuine partnership with mutual respect and
320
Some international organisations can seem almost
trust, that’s Forest.”
military in their march towards market domination.
Forest employees experience this on a daily
Forest Laboratories, Inc., however, bucks this trend.
basis, as they are encouraged to interact and
The high-achieving pharmaceutical company prides
make decisions together. “It’s time- and labour-
itself on a culture of collaboration, which, say its
intensive,” says Sally, “but with collaboration
employees, is the key to organisational success as
comes communication and respect. You can’t
well as staff happiness.
have one without the others.”
It’s an approach that is informed by the
This approach makes Forest an enjoyable
company’s roots. Founded in the 1950s, Forest
place of work, as highlighted by the firm’s
initially produced sweets, vitamins and other
recent, company-wide engagement survey,
over-the-counter products. That changed in 1977,
which placed the company in the top tier among
when Howard Solomon, a Yale-educated lawyer,
North American companies for staff satisfaction
became CEO. He brought with him a clear vision
and motivation. Employees also expressed their
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
ongoing confidence in Forest’s business strategy and leadership team. “They are highly engaged and think Forest is a great place to work,” says Sally. “There is significant pride here. Furthermore, Forest is recognised for its efforts to promote equal opportunity and encourage diversity of backgrounds, talents and perspectives.” For talented graduates and postgraduates, a range of salaried entry routes are available at the company. The two-year management rotation programme, for instance, is a graduate scheme that provides experience in a variety of different functions and roles, and offers broad experience as a platform from which to specialise. The St. John’s University/Forest Research Institute Fellowship, meanwhile, offers postgraduate opportunities in either regulatory affairs or clinical development. Then there’s the MBA summer internship programme, which provides three-month placements, enabling students to gain diverse experience. Continuous learning Brian Fong first joined Forest through the MBA summer programme in 2009. “I was exposed to many different aspects of marketing, including working on promotional materials, conventions and marketing communications,” he says. After completing his MBA, he was hired by Forest full-time. “I have been able to further enhance my skill sets, working with external and internal partners and developing strong relationships.” After three promotions in just four years, Brian is today a Senior Product Manager in the New York City Marketing
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Forest Laboratories, INC. Worldwide | www.frx.com
“Forest values individuals with a strong work ethic who can communicate ideas in a clear and organised manner”
322
Department. “I continue to learn every day,”
Positive impact
he adds. “The management team here is very
Kerri Kaplan joined Forest as an Institute Fellow
accessible and open to new ideas.”
in Regulatory Affairs in 2010. She now works as
Forest is looking for bright, motivated
a senior manager for Forest Research Institute,
people. “But if they aren’t good team players,
Inc., a subsidiary of Forest Laboratories, Inc.
they’re not going to succeed or be happy here,”
“I graduated with a BA in psychology and then
says Sally. “In my experience, Forest values
worked as a research coordinator for a psychiatrist
individuals with a strong work ethic who can
who was conducting clinical trials on behalf of
communicate ideas in a clear and organised
several pharmaceutical companies,” she says.
manner,” adds Brian. “I try to balance strategic
“I was thrilled to be involved in research that had
thinking with tactical execution in order to
the potential to have an impact on so many, but
bring value to every project I work on.”
it was apparent to me early on that I could have
For its part, the company provides its
an even greater impact working directly for a
employees with plenty of tangible advantages.
pharmaceutical company.
All benefit from a variety of learning and
“With that in mind, I decided to enrol for a
development programmes, which enable
doctorate in pharmacy. I was then selected for the
ongoing professional progress. The organisation
two-year postdoctoral St. John’s University/Forest
also usually experiences a promotion rate of
Research Institute Fellowship,” she adds. “That gave
at least five per cent each year across all levels.
me the chance to lead several important projects.
And there are opportunities for international
“Forest has the key qualities I seek in an
and US domestic travel, as well as Forest’s free
employer—a hardworking and dedicated staff
well-being initiative.
working in a collaborative and interdisciplinary
“I wholeheartedly believe that Forest’s
fashion at the cutting edge of the industry.
success is down to our culture,” says Sally.
From the day I was hired at Forest, I hit the
“People who work here have to be exceptionally
ground running—and have yet to stop. I am
good at their job, and we reward commitment
now the lead regulatory strategist on a product
and effort.” This clear and positive approach
development team, investigating the safety and
gives Forest, as a mid-sized company, a lot to
efficacy of a fixed-dose combination of two blood
smile about. “The number of drugs we have in
pressure medications,” says Kerri. “In a sense,
development, the number of drug submissions
though, things have recently come full circle as
and approvals, and the number of commercialised
I’m working with Doctor of Pharmacy students
products we’ve launched in recent years rivals
and a postdoctoral fellow. I hope to provide
many of our larger competitors,” says Sally.
them with the same sense of excitement and
“That’s down to teamwork.”
satisfaction I have found in my career.”
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
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The secret to nurturing fruitful growth—Dare to be different OTSUKA Pharmaceutical EUROPE Europe | www.otsuka-europe.com
Imitation may be the ultimate form of flattery, but in business it’s rarely the key to success. Recognising this, the Japanese company Otsuka focuses on innovation, forging a prosperous path with its creative approach. “We’re all about taking the path less travelled,” explains Ole Vahlgren, the company’s European CEO. “The Otsuka family doesn’t like ‘me too’ innovation. It wants to develop healthcare and well-being products that are new and different, and it wants its innovations to make a real difference to patients and customers.” Standing out Founded in 1921, Otsuka has focused on two main areas for the last 50 years: its pharmaceutical and its nutraceutical businesses. The former contributes to the diagnosis and treatment of disease, while the latter supports the maintenance and improvement of day-to-day well-being through health foods and drinks, skincare products and vitamins. “We’ve never been afraid to do things differently, which sets us apart in the marketplace and helps us stand out,” says Ole. As a result, Otsuka is now a globally respected organisation, operating in 26 countries and regions, with 166 subsidiaries and affiliated companies as of March 2014, 44,000 employees and annual revenues of €10.3 billion in fiscal year 2013. This success is built on a culture of unconventional creativity, innovation and collaboration. “We are something of an anomaly in the Japanese pharmaceutical and nutraceutical industries,” says Ali Ross, Head of European Communications, who has been with the company
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
for 20 years. “We aren’t a traditional company,” she adds, “and we’ve always been considered nonconformist in Japan because of the Otsuka family and how creative they are. “Our current Chairman, Akihiko Otsuka, encourages staff members to break down barriers and defy the norm. In the development of one particular product he asked teams to come to meetings wearing Bermuda shorts. He thought it would make them feel more relaxed and therefore create an environment where ideas would flow more freely. Generally, office attire in Japan is traditional suits and white shirts, but he encouraged staff to come into the workplace in coloured shirts. Initially, the senior management thought it was too unconventional and said: ‘This isn’t a Hollywood movie set!’ but it epitomises how the company wants us to be different.” Unconventional thinking Then there are the tomatoes. While an ordinary tomato plant yields fewer than 60 fruits a year, Otsuka has adapted cultivation processes to produce more than 1,000 tomatoes per plant by using hydroponics and removing the soil that suppresses the roots. For a daily reminder of what can be achieved through unconventional innovation and open-mindedness, employees at the company’s Human Resources Development Institute in Tokushima need only look up at the ceiling of the building’s Tomato Hall, which features a canopy of beautiful, bright red tomatoes. This design feature has been replicated in the innovation centre at Otsuka Europe’s UK headquarters.
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OTSUKA Pharmaceutical EUROPE Europe | www.otsuka-europe.com
Jissho-Shugi
the UK. It also recently launched an internship
To enable these and other employees around
programme to snap up emerging talent.
the world to innovate further, Otsuka Holdings
“We look for people who are communicative,
spent €1.8 billion on research and development
collaborative and a good fit for what is an
in 2013. But the real key to understanding
unconventional company,” says Tracey Upton,
the company is Jissho-Shugi.
Vice President Europe Human Resources. “Otsuka is
“Jissho-Shugi is a Japanese term meaning
not driven by processes and does not have a strict
‘proof through execution’,” says Ali. “It encapsulates
hierarchical structure, so if candidates are looking
how our employees are given more responsibility,
for that sort of rigid set-up, they won’t find it here.
and greater rewards and recognition, if they can
We are all about being creative in our approach
prove that they’re adding value. In our meritocratic
and we are keen on problem-solving, which often
system, employees are encouraged to work together requires patience and collaboration.”
“The Otsuka family doesn’t like ‘me too’ innovation. it wants to develop healthcare and well-being products that are new and different”
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and push the boundaries of their knowledge.
This environment offers plenty of scope
“We say that we are super people, not super
to grow, as well as opportunities for ambitious
computers. A lot of big pharmaceutical companies young employees to take great ideas straight use super computers to develop new drugs, but
to the top. “A junior member of staff who has
our work is led by scientists. They sit in open-plan
a brilliant idea could even get Mr Otsuka on
environments, interacting with people who are
board with it,” Tracey adds.
working on different projects, which can result
One such brilliant idea will see Pocari Sweat
in something completely new and innovative.
—the company’s bestselling health drink—go
Otsuka even has its own dance troupe made
stratospheric. “Having sponsored Richard Branson’s
up of Otsuka employees, which has performed
balloon flight around the world in 1998, we are
at the Sydney Opera House and the Copenhagen
now sponsoring a space programme to make sure
Sakura Festival.”
that Pocari Sweat is the first health drink to land on the moon,” says Ali. “That’s something that
Stratospheric growth
only Otsuka would do!”
The Otsuka workplace is never static. In fact, in
As the 20th largest and one of the fastest-
Europe, it is currently undergoing rapid growth
growing pharmaceutical companies in the world,
and development. Headquartered just west
according to IMS World Review 2014, it is fitting
of London in Wexham, Buckinghamshire,
that Otsuka is reaching for the stars. And its
Otsuka Europe was set up in 1979 and, today,
employees can confirm this is something that
has around 550 employees in France, Germany,
could never be achieved through a copycat
Italy, Spain, Switzerland, the Nordic region and
“me too” culture.
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
CHAPTER 5.5 | SCIENCE & TECHNOLOGY
327
Hastening social mobility, one inspired individual at a time Brightside London, UK | www.thebrightsidetrust.org
“You need to be passionate enough to believe you can change the world but pragmatic enough to know it’s not going to happen tomorrow”
328
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
“I’ve always known I wanted to go to university
today. This is one key aspect that should draw
but I was not always looking at Cambridge,”
graduates towards the charity sector, according
says Harry, a physics student from a state
to Brightside’s Chief Executive Dr Tessa Stone.
comprehensive. “I was in a state of disbelief
“Charities have to be nimble because it’s
when I opened my results to find I’d got 6A*s
much more fast-moving work than in many other
and that I’d be able to fill my place at Cambridge.”
organisations,” says Dr Stone, herself a Cambridge
Harry has, of course, achieved his dream of
graduate and former admissions tutor at the
studying at the University of Cambridge through
university. “There’s much more scope for creativity.
his own hard work, but he’s also been helped by
You need to be passionate enough to believe you
the Villiers Park Scholars Programme. Developed
can change the world but pragmatic enough to
by Villiers Park Educational Trust and supported
know it’s not going to happen tomorrow. So you
by charity Brightside, it targets academically able
need to connect with others and come up with
children in areas of socioeconomic disadvantage.
imaginative ways to make it happen.”
As the first member of his family to consider
This means there’s a role for everybody,
university, Harry, unlike many students, did not
whatever their area of expertise. Indeed, working
have easy access to advice about higher education.
in the charity sector is a great opportunity to
The programme offered him educational
develop skills. “Charities want the most talented
workshops and discussions with an online
people applying their learning to the problems
mentor—a current university student—using
we’re trying to solve,” says Dr Stone. “Most charities
a mentoring website developed by Brightside.
are small so have roles that cover various areas such as communications and fundraising, so you
MENTOR scheme
gain experience in different fields.”
Brightside currently works in partnership with more than 60 different organisations. It develops
Rewarding work
and manages online mentoring schemes for
Cambridge students can apply to be Villiers Park
leading universities, other charities, firms such
mentors, and any current or recent students who
as Allen & Overy and large employers including
wish to volunteer can contact Brightside directly
the NHS. Brightside’s mission is to help the young
through its website. For those interested in a
people who need it most to achieve education and
career in charity, says Dr Stone, it’s essential to
career success. It does this by connecting young
get some volunteering experience. Any charitable
people with an online mentor working in a field
work will both look great on a CV and provide
such as medicine or law, or studying at university,
a taste of what Tessa describes as “the most
who can act as a role model that the young person
rewarding reason to work in the sector”.
might not otherwise encounter.
“It’s not always easy to find a job where
Online mentoring is now a crucial weapon
you think you’re making a positive change,” she
in tackling problems of social mobility. But it was a
says. “But working for a charity you know you’re
radical concept when Brightside launched in 2003
applying your talents to something that makes
and the need to innovate still drives Brightside
you want to get out of bed every day.”
CHAPTER 5.6 | THIRD SECTOR
329
Supporting free legal advice services and access to justice London legal support trust LONDON, UK | www.londonlegalsupporttrust.org.uk
has seen an 80 per cent increase in demand for its services in the past year, and City lawyers who provide free (pro bono) advice at Toynbee Hall in Tower Hamlets, for instance, have experienced a 90 per cent increase in demand. While admirable, the response by commercial lawyers only scratches the surface of the increasing need. Even before the recession and its resulting funding cuts, legal help for those unable to pay failed to help all those who needed it. In 1999, research by Professor Dame Hazel Genn showed a massive under-provision of free civil legal help to the poorest people. Nevertheless, the government of the day, while increasing funding to health and education, made a series of funding cuts to the civil legal aid budget. Support service In response to this, the London Legal Support Trust (LLST) was established to raise funds from the legal profession to support specialist legal advice centres in London and the South East. The trust’s
“We provide help for thousands of the most vulnerable people who would otherwise have been denied” 330
“It is a vain thing to imagine a right without a
fundraising efforts are mainly achieved through
remedy,” said Lord Justice Holt in 1702, “for want
holding events, and the annual London Legal Walk,
of a right and want of a remedy are reciprocal.”
which started in 2005, is the largest of these.
And today, as the 800th anniversary of the signing
At the first walk, 330 walkers raised £37,000
of the Magna Carta approaches, such “rights
and Lord Phillips of Worth Matravers—then Master
without remedy” are becoming more prevalent.
of the Rolls—hailed the event as the “social and
Social injustice is on the rise, with cuts to the
sporting event of the legal calendar”. Subsequent
legal aid fund and local authority funding
walks have been led by an array of legal stars
reducing access to justice for the poor.
including successive Lord Chief Justices, Attorneys
Free services provided by commercial lawyers
General and Directors of Public Prosecutions.
are increasing in response. The Bar Pro Bono Unit
By the time the recession hit, the walk was raising
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
£300,000 a year and it now regularly raises well over half a million per annum. LLST helped to establish similar trusts in all the regions of England and in Wales, which now hold their own sponsored walks. The format has even been emulated in Australia, where five cities now hold annual walks. EVERY PENNY COUNTS As the coalition government introduced more cuts to funding, LLST grants—initially intended to supplement the income of specialist legal not-forprofit agencies—turned to saving services, and even entire advice agencies, from closure. With such a shortage of funds, “making every penny count” became a mantra at LLST. The trust invested in expert support to ensure that the agencies are as efficient as possible when it comes to gaining best value from both purchasing and contract billing. “We can’t hope to overcome the effects of such large-scale funding cuts to free advice services by fundraising alone,” says Bob Nightingale, Chief Executive of LLST. “What we can and do achieve is providing help for thousands of the most vulnerable people who would otherwise have been denied.” With a tiny staff, however, the trust always welcomes support, whether that means helping to organise events and encourage participants, or in establishing key contacts with businesses. LLST requires interns, and sponsors who need their message to reach lawyers, so that it can continue to help those for whom justice would otherwise be nothing more than an inaccessible principle.
CHAPTER 5.6 | THIRD SECTOR
331
INDEX
312 AbbVie
328 Brightside
www.abbvie.com
www.thebrightsidetrust.org
174 Ahlia University
132 The City School
www.ahlia.edu.bh
www.thecityschool.edu.pk
126 Amnuay Silpa School
134 Colegio Baden Powell
www.amnuaysilpa.ac.th
www.badenpowell.edu.mx
294 Arla Foods
136 Colegio Inglés Hidalgo
www.arla.com/career
www.cih.edu.mx
278 AXA
138 College Charlemagne
www.axa.com
www.collegecharlemagne.com
176 Banaras Hindu University
154 Collège du Léman
www.bhu.ac.in
www.cdl.ch
128 Bayview Glen School
180 Curtin University Sarawak
www.bayviewglen.ca
www.curtin.edu.my
130 Benoni High School
156 Double Decker Bilingual PreSchool
www.bhs.co.za
www.doubledecker.ch
162 Brays School
316 Dr Reddy’s Laboratories
www.brays.bham.sch.uk
www.drreddys.com
178 Brigham Young University
224 Edinburgh Napier University
332
www.byu.edu
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
www.napier.ac.uk
182 ESAN Graduate School of Business
167 Graham Shapiro Design
www.esan.edu.pe
www.grahamshapiro.com
164 Estudio Sampere
194 Institute of Medical Biology, A*STAR
www.sampere.com
www.a-star.edu.sg/imb
166 Express Publishing
196 Instituto Politécnico Nacional
www.expresspublishing.co.uk
226 Faculty of Humanities and Social Sciences,
University of Basel
www.unibas.ch
www.ipn.mx
140 International Grammar School & College
www.igsc.edu.pk
184 Faculty of Law, Université de Montréal
158 International School of the Stockholm Region
www.droit.umontreal.ca
186 Faculty of Management,
University of Johannesburg
www.uj.ac.za/en/faculties/management
188 Faculty of Medicine & Dentistry,
University of Alberta
www.med.ualberta.ca
www.issr.se
282 JLL
www.jll.com
258 Joy Global
www.joyglobal.com
190 FIA Business School
298 Kellogg Company
www.fia.com.br/internationalmba
www.kelloggcompany.com
192 Florida Atlantic University
160 The Koç School
www.fau.edu
www.kocschool.k12.tr
320 Forest Laboratories, Inc.
142 Kuwait English School
www.frx.com
www.kes.edu.kw
APPENDICES
333
163 Lanaco
146 The Oxford School
www.lanaco.com
www.oxfordpanama.com
262 Ledcor Group of Companies
232 Prague College
www.ledcor.com
www.praguecollege.cz
230 Leeds Beckett University
200 Reed College
www.leedsbeckett.ac.uk
www.reed.edu
330 London Legal Support Trust
270 Repsol
www.londonlegalsupporttrust.org.uk
www.repsol.com
286 LoyaltyOne
234 The Royal Irish Academy of Music
www.loyalty.com
www.riam.ie
302 McCain Foods Ltd
124 SCcyber E-Learning Community
www.mccain.com
266 Methanex Corporation
www.methanex.com
www.sccyber.net
236 School of Business and Social Sciences,
Aarhus University
www.bss.au.dk
144 MyEduZone Group
238 Södertörn University
www.myeduzone.org
www.sh.se
198 Naresuan University
148 Sri Emas International School
www.nu.ac.th
www.sriemas.edu.my
290 OppenheimerFunds
150 St Peter’s School
www.oppenheimerfunds.com
www.stpeters.cl
324 Otsuka Pharmaceutical Europe Ltd.
306 Royal FrieslandCampina
334
www.otsuka-europe.com
CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION
www.frieslandcampina.com
310 Tata Steel
244 University Institute of Lisbon
www.tatasteelcareers.com
www.iscte-iul.pt
152 Thamer International School
246 University of Huddersfield
www.thamerinternationalschool.com
www.hud.ac.uk
202 Tshwane University of Technology
222 University of Iringa
www.tut.ac.za
www.uoi.ac.tz
204 Universidad Adventista de Chile
248 University of León
www.unach.cl
www.unileon.es/en
240 Universidad Autónoma de Madrid
216 University of Nizwa
www.uam.es
www.unizwa.edu.om
206 Universidad del Norte
218 University of South Florida
www.uninorte.edu.co
www.usf.edu
208 Universidad Técnica Particular de Loja
274 Vermilion Energy
www.utpl.edu.ec
www.vermilionenergy.com
223 Universidade de Aveiro
220 Wadi Sofia College
www.ua.pt
www.wadisofia.edu.my
210 Universidade Federal de Lavras
www.ufla.br
212 Universidade Tiradentes
www.unit.br
242 Università di Torino
www.unito.it
APPENDICES
335
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CAMBRIDGE: INSPIRING LEADERSHIP & INNOVATION