WeQual Magazine Issue 02

DIVERSITY ROADMAPS: PUTRI REALITA

RE-ALIGNING S&P: HOLLY KULKA

HUMANISING SCIENCE: PATRICIA CORSI

page 32

page 23

page 41

ISSUE 02

P LUS HOW TO BECO M E A N ED?

CEOs UNCUT: E XC L U S I V E SERIES OF PODCASTS

- Page 53

- Page 10

HAIL TO THE CHIEF! MEET THE NEW CEO OF DIAGEO INDIA SUMMER 2021

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Summer Edition 2021

INDEX

Admit your mistakes and ask for help. A very important

NEWS/EDITORIAL 04

part of being a good leader is

PAG E S 4 - 5

to be naturally understanding

KATIE LITCHFIELD

and able to acknowledge

All the latest from the world of WeQual;

your own weaknesses”

news from the Members Club; CEOs Uncut podcast and more…

06

- Holly Kulka

PAG E S 6 - 8

NEWS ROUND-UP The worst developed countries for gender

23

equality; how to get a good night’s sleep; opportunity knocks at the G7; and childcare during the pandemic...

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PAG E S 1 0 - 1 5

WEQUAL UNFILTERED PODCAST

PAG E S 2 3 -2 6

HOLLY KULKA Rebuilding S&P Global Ratings’ reputation

is all about alignment and working towards a shared future, their Global Chief Compliance Officer & Global Chief Risk Officer explains...

Founder Katie Litchfield has been talking to chief executives as part of the CEOs Uncut series. Here is

P25 - Realigning S&P Global

what they said…

COVER FEATURE 17

PAG E S 1 7-2 1

HINA NAGARAJAN The first-ever women chief executive of

Diageo India talks exclusively to WeQual Magazine about her career to date and her plans for the future…

27

PAG E S 2 7- 3 0

JESSIE BURROWS The financial sector has a unique set

of skills that can be used for good in the wider

There is still only 15% gender diversity in India, so there is still a huge opportunity to roll out

society, according to the Direct Line executive committee member...

32

PAG E S 3 2 - 3 5

PUTRI REALITA A fascinating and exclusive insight into

what Diageo stands for”

the ‘Diversity Inclusive’ approach that Danone has

- Hina Nagarajan

implemented over the last five years, according to their Global Diversity and Inclusion Lead...

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Summer Edition 2021

37

PAG E S 3 7-4 0

If you look overall at what’s

REBECA NAVARRO

the most important thing

Post-lockdown is the ideal time for every business to put sustainability expertise and change

in your life - your family,

management skills at the centre of everything they do...

41

your health, etc. - the Covid pandemic may prove

PAG E S 4 1 -4 5

PATRICIA CORSI

to be a real silver lining”

Patricia is on a mission to unstereotype

- Patricia Corsi

science by humanising it - and show that healthcare is about helping people live better lives...

WEQUAL’S 46

PAG E S 4 6 -4 7

WEQUALS TO WATCH Polly Klane, Kate Ringrose, Márcia Balisciano,

Dr Cora Koppe-Stahrenberg, Ruchi Jalla and Beatrix

P43 - Humanising Science

Praeceptor are profiled as ones to watch...

“It’s lonely at the top” is a statement many of us experience first hand.

Making big decisions can

WEQUAL CONSULTING

feel very isolating. We don’t want to ‘bring our

48

work home’ and cause stress to those we love.”

PAG E S 4 8 - 5 2

MARK BATEMAN WeQual CEO Mark Bateman gives some

timely advice on how to cope with radical change…

- Mark Bateman

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PAG E S 5 3 - 5 8

NED MASTERCLASS Earlier this year, WeQual Club Members were

exclusively given the inside track on how to get a role as DISCLAIMER WeQual Magazine is owned and published by WeQual Global Ltd. No person, organisation or party can copy or reproduce the content of this site and/ or magazine or any part of this publication without written consent from the Founder and CEO of WeQual. The opinions expressed in WeQual Magazine are those of the author(s) and do not necessarily reflect the opinions of WeQual Global Ltd or its employees.

a Non-Executive Director by two master executives...

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Summer Edition 2021

KATIE LITCHFIELD FOUNDER H

ello, and welcome to the second edition of the WeQual Magazine - jam packed full of exclusive articles from WeQual members and reports and

intelligence from around WeQual World.

Talking of the world and WeQual... since the last edition WeQual itself has become global.

Because last month, the WeQual Awards covered the AsiaPacific region for the first time, meaning we now cover the whole world in our search for talented women.

It all helps in our mission to bring gender parity to the top table - that’s 50/50 women on the executive committees and boards of directors of the major companies all over the world.

“ At WeQual we believe that now is the time, as the world recovers, to double down and intensify the effort” Every finalist - that’s 24 for every award cycle

EMEA and The Americas – have been promoted to the

- becomes a member of the WeQual Members

executive committees of major global companies. Another

Club, which now has 144 members who are

major development in WeQual World since the last edition is

one below – or already on – the executive

WeQual Unfiltered - my new podcast. To launch the podcast

committee. Which makes us a whole world

we are currently running a limited series - CEOs Uncut -

chock full of diverse, driven, fantastically

of exclusive interviews with some of the biggest names in

talented, wonderful, wonderful women

business.

leaders.

Our first podcast was an incredibly candid chat with Steve Since its creation, more than 35% of the

Cahillane, the CEO and President of Kellogg’s, the food

winners of WeQual Awards – in the UK,

manufacturing giant. Steve had some priceless advice and

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Summer Edition 2021

some great stories about his career and life - including Progress has been made but it is still too slow

some inspirational anecdotes about the women in his life. Well worth a listen, if you haven’t already.

Following on from Steve, I spoke to Warren East, the CEO of Rolls-Royce. I asked Warren about how the company is overcoming the huge difficulties in hiring women executives, how it is bringing in talented women further down the pipeline, and how Rolls-Royce survived lockdown.

The day I downloaded Episode Two, Rolls-Royce announced the appointment of their first woman Chair in the company’s 115-year history.

the societies they serve - the issues women in business face often mirror those they face outside work.

Our third edition was a cracker, too. I had a really engaging fireside chat with Dame Inga Beale, the

WeQual will continue to use our unique position to

former (and first) CEO of Lloyd’s of London; equality,

understand what is working in the mission for gender

diversity and inclusion doyenne; and big friend of

equality. For example, coming soon is our own Global

WeQual. It was a fascinating interview which is a must

Special Report on Diversity, Equality and Inclusion in

listen for anyone in the DEI sphere.

the workplace - based on our regional and global think tanks and seminars.

“It shows we are making a difference, we are moving the dial.

But there is so much more to do”

Coming up in the CEOs Uncut series - which

I’ve written regularly on the WeQual blog and social

is available wherever

media space about this subject. Women are getting tired

you download podcasts

of being put into a box by everyone involved in their

- are interviews

advancement.

with Ralph Findlay of Martson’s, who

Unless these issues are addressed in all major

already have more

companies, we are likely to see a continuation of the

than 50% women on

record number of women who have left top roles in the

their Executive Committee. Also, Penny James, CEO of

last year: either to work for themselves or to

Direct Line Group; and Colette Delaney, CEO of CIBC

leave the corporate world altogether.

FirstCaribbean.

Sometimes, I get a moment thinking about how much One thing that became abundantly clear while making

WeQual has grown. Although I am very proud we are

the podcast was how much we are at a crucial point in

a global concern, that pride pales into insignificance

the fight for diversity, equality and inclusion - both in

compared to the unrivalled joy I get whenever a

business and society.

WeQual calls to tell me that they have made it up to the executive committee level.

Progress has been made but it is slow and has to accelerate rapidly. At WeQual we believe that now is

It shows we are making a difference, we are moving

the time, as the world recovers, to double down and

the dial. But there is so much more to do. And there is

intensify the effort. And that means every opportunity

so much more we are planning to do, too. Watch this

to advance the cause is vital.

space.

While WeQual deals specifically in the corporate world,

KATIE LITCHFIELD

our experience has taught us that the gender imbalance at the top of companies often shares many roots with

FOUNDER

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Summer Edition 2021

NEWS

Review

Women make up just 3.4% of Japan’s boards

political representation and business opportunities.

The US, however, fares worse at 27 out of 29, and the scoring system shows that a lack of gender equality policies are primarily to blame.

Sweden is top, followed by Denmark, Norway and Finland. After the Nordic countries, Germany and Estonia are the next-most gender equal countries. Both score consistently well across all the economic, policy and empowerment indicators.

To measure policies, ASIRI looked at seven areas

Japan is worst country in new Gender Equality Index

including: maternity and paternity leave, the tax burden on parents, both single and married, employment protection and childcare costs for both single and married parents.

IT IS of little surprise to find that Japan, whose companies have consistently proved the toughest for the WeQual researchers to engage with, has been placed bottom in a new gender equality index of

Women did three times as much child care as men during pandemic

developed countries.

In what can hardly be described as news, but is good Aberdeen Standard Investments Research Institute

to have in writing anyway, women spent 173 additional

(ASIRI) has created a gender equality index, which

hours of childcare last year, according

ranks and scores 29 developed countries across a wide

to a new report.

range of economic, policy and ‘empowerment’ factors.

The factors include: current economic situation for

The figures, which are

women; policies in place to support equality; and

worldwide, showed that women

how much business and political opportunity and

took on 173 additional hours

involvement there is for women.

of unpaid child care last year, compared to 59 additional hours for

Japan sits bottom of the index despite having some of

men, according to a study released

the most generous paternity leave in the world. Because

by the Center for Global

of cultural issues, though, men rarely take it.

Development, a poverty non-profit.

The UK ranks 23 out of 29: because of a low score in

And in a year when childcare

female empowerment, meaning a lack of state jobs,

became one of the major stresses

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Summer Edition 2021

for working women, that gap widened in low-and middle-income countries, where women cared for children for more than three times as many hours as

Greater gender equality makes for a better night’s sleep

men did.

Women in senior roles sleep better if they are Women have lost an estimated $800 billion in income,

surrounded by gender equality, a new study has

in large part due to increased demands on their time

revealed.

at home. The study used figures from Unesco and the OECD to measure the number of children home

The study, at the University of Melbourne, analysed

from school and the average time men and women in

results of an annual survey of life habits in European

various countries spent on unpaid childcare before the

countries, called the European Social Survey. Part of

pandemic. In India, where school closures added 176

the survey is about their sleep habits.

billion hours of child care, the study estimated women Women executives get a better night’s sleep in a more gender equal system

took on more than 10 times the burden men did.

EU’s tool box not fit to fix gender inequality GDP per capita in the EU would grow by 6-9.5% by 2050 if gender equality improved - with countries including Belgium, Poland, Italy, Portugal and Greece seen benefiting the most - the European Institute for Gender Equality has revealed.

The team found that, in general, both men and women The gap between female and male employment costs

in managerial roles report restless sleep more often

the EU around 2 per cent of its total economy and

than people in less senior positions, but that female

women make on average 14% less than men in the bloc.

managers living in countries with a higher gender

The Commission has proposed that EU companies be

development index reported better sleep than women

obliged to report on gender pay gaps but that is not

with similar jobs living in less equal countries.

certain to win the necessary approval from all the bloc’s governments.

“The Nordic countries tended to do really well here, because they have a whole range of policies that work

Brussels also called on companies to promote more

to empower women and close the gender gap,” Leah

women to top positions, though efforts to introduce

Ruppanner, who oversaw the survey, said.

quotas for European boards have long stalled.

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Summer Edition 2021

Men, however, had different triggers for a good night’s

•

productivity – male managers sleep better when there’s

•

Creation of opportunities for jobs and funding for women

a higher GDP,” Ruppanner revealed. “But everyone, men and women, sleep better in more gender equal

Strengthened domestic and international social care infrastructure

sleep. “Men’s sleep appears to be tied to economic

•

G7 leaders to build trading relationships that benefit women and girls

countries.”

•

G7 manifesto for gender equality Actions always speak louder than words? Sometimes.

Though it can often depend on who the messenger is. Take the fine words of the Gender Equality Action Committee - an independent group of experts assembled by the UK Government to champion freedom, opportunity, individual humanity and dignity for women and girls around the world.

Their big moment was the G7 summit early this month - but the UK Prime Minister Boris Johnson fluffed the moment and the GEAC’s vital road map to gender equality post lockdown was lost.

A gender-responsive approach to climate financing, investment and policies

•

Prioritise gender imbalance in STEM education and careers

•

Action to address the digital gender divide

•

An end to the stereotyping and unequal treatment of women in the media

•

Global action to end violence against women and girls

•

Action to tackle online harassment and abuse

•

Condemnation of sexual violence used as a weapon of war

•

Continued action to drive monitoring of progress on gender equality

WeQual’s mission is gender equality in the executive committees and board rooms of the world’s biggest

Their words, though, are worth repeating. And liking.

companies. While we deal specifically in the corporate

And sharing. And reposting. In brief, they want to see:

world, our experience has taught us that the gender imbalance at the top of companies is systemic - the

• •

issues women in business face often mirror those they

women and girls, globally

face outside work.

A response and recovery that takes account of the needs of women and girls

Which is why we think the words of the GEAC are

At least 12 years of gender-transformative

worth reading and repeating. Over and over again. See

education for all

wequal.com/news for the GEAC’s full road map.

The G7 in Cornwall was meant to be a big moment for gender equality but the moment was lost

•

Tackling the disproportionate effect of Covid-19 on

For more news an updates visit our blog at wequal.com/news

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Summer Edition 2021

H IG H I M PACT EX EC U T I VE COACHI N G Unlocking potential, developing leadership effectiveness

Coaching was high impact and transformational for all.

Highly recommended

Contact us at coaching@wequal.com

WeQual.com

10

Summer Edition 2021

WIRED FOR SOUND WeQual Unfiltered Podcast: CEOs Uncut Series

The WeQual Unfiltered podcast has produced a comprehensive take on what makes for good leadership from those who have experience of leading our biggest businesses

W

WeQual Unfiltered - our podcast - has been running a series of candid interviews with the CEOs of some of the

biggest companies in the world to test the pulse of the business world. The conversations have been open and wide-ranging and the focus of the interviews has been - in the main - to discover how each business is achieving a more diverse, inclusive and gender equality leadership group; and how they intend to achieve gender parity in their leadership teams.

We have set out some of their answers below. You can hear the full interviews by listening to the WeQual

But Katie also took the opportunity to ask these CEOs

Unfiltered podcast at wequal.com/news, or download

what they think makes a great leader. And the results

them from wherever you listen to podcasts. Just search

were fascinating.

for “WeQual Unfiltered”.

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Summer Edition 2021

Steve Cahillane CEO and Chair, The Kellogg Company Episode One, CEOs Uncut Steve is currently Chairman & Chief Executive Officer at Kellogg’s, and is a former President of Coca-Cola Americas, former President and CEO of Nature’s Bounty, and former CEO of Interbrew, and Labatt’s.

“And so, when I took my first role as CEO I had to realise that I needed the very best leaders to surround myself with, so we get the best of the marketing department, the best of the supply chain, the best of our human resources department - and that means having the best most empathetic leaders who really understand what team building is about, who really understand the mission you want to create for the organisation. It really is the classic ‘surround yourself with people who are better than you’ but be comfortable in doing it.

WeQual Club Member and Kellogg’s VP Priscilla Koranteng

“And I also try and read. I read history: I find that, that helps me to stay grounded and helps to make sure I do not have a myopic view of the business world but stay focused on the fact that there is a lifelong learning in front of us.

“When I took my first role as CEO I had to realise that I needed the very best leaders to surround myself with … and that means having the best most empathetic leaders who really understand what team building is about” - Steve Cahillane

“It’s a realisation that you can’t be the best at anything.

And so the best sales person doesn’t always become the Sales Manager, the best marketing manager doesn’t always become the Chief Marketing Officer and the best supply chain person doesn’t always lead the supply chain, but it’s the best person who can realise that they collect the talent necessary to make the team as good as

“And [you have to] mean it, don’t just say it: just

it possibly can be.

because it is a cliche that you read in a book, just realise that I am not the one who is going to be doing the work.

“And I think that is something that is really very, very important if you want to be a leader in any organisation.

“I can jump in where I think I can add value. But then I have to be very conscious that as a CEO when you say things people listen, and so I always caveat [what I suggest] with, ‘this is an idea, take it or leave it’ because I want to be part of it, but I also just want to make the team better by recognising that the talent all around you must be better than you are yourself.

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Summer Edition 2021

Warren East CEO, Rolls-Royce Episode Two, CEOs Uncut Warren became CEO of Rolls-Royce in 2015. Prior to this, he was CEO of ARM Holdings from 2001-2013, during which time an ARM chip has been used in almost every mobile phone in the world. He was made a CBE in 2014 for services to Engineering and Technology.

Warren questions “what makes a good athlete?”

“I think you need to be practical on how far you can reach on an individual basis, but try and reach as many individually as possible.

“Leadership is about harnessing those natural instincts. You have different characters so it’s important for leaders to empathise with the individuals to get the best out of those individuals” - Warren East “I don’t think there is a right answer. Look, it’s like asking, ‘What makes a good athlete?’ Not everybody

“So naturally, humans want to collaborate and they

can be a great athlete because we are just not born the

want to be organised and do something constructive

same. I would have loved to be an international rower,

together. Leadership is about harnessing those

but I’m short and bald and there’s absolutely no way it

natural instincts. You have different characters so

was ever going to happen.

it’s important for leaders to empathise with the individuals to get the best out of those individuals.

“And what is it? It’s about helping people achieve Rolls-Royce announced their first female chair in Anita Frew

something together that can’t be achieved on their own. Humans are a social species, we thrive because we collaborate. That’s how humans have come to rise to the top of the food chain. Out in the jungle they can get eaten by all sorts of creatures but by collaborating and working together we’ve turned into the species that we are and made a success of it.

“As you lead larger and larger groups there’s no way that I have direct contact with 45,000 employees but

“It’s the same really with leaders. I don’t think

any one of them can have direct contact with me,

we are all born to be leaders but I think people

if they want to, and I’m very prepared to listen and

who have the potential to be leaders, can help

spend time with them.

themselves develop some of that potential.”

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Summer Edition 2021

Dame Inga Beale Former CEO, Lloyd’s of London Episode Three, CEOs Uncut Dame Inga has over four decades of experience in global financial services. A speaker and role model for driving the inclusion agenda. She was made a Dame in 2017 for services to the UK economy during her 5-year tenure as the first female CEO of Lloyd’s of London.

She is currently Chair of Mediclinic, a member of the Supervisory Board of NN Group and of Stonewall’s Development Council, She is a Non-Executive Director for Crawford & Company; Deputy Chair of London First, and a Business Advisory Board Member for the Mayor of London.

“Those days are over - people don’t want that any more.

The world is so connected with social media [that] people are so on top of what is going on in the world.

They need people who can listen to them, they want a voice. So as a leader you have absolutely got to be prepared to listen. I don’t just mean paying lip service,

People are so on top of what is going on

I mean really listen to people and include them.

in the world. They need people who can

Dame Inga Beale speaking at the inaugural WeQual Awards

listen to them, they want a voice. So as “There are many more skills of course but

a leader you have absolutely got to be

those are the critical ones.

prepared to listen” - Dame Inga Beale

“But you also cannot take away the need for courage because at times you are going to be the one who has to make a tough call, make that big decision. Not all decisions can be made in a collaborative way - you like to do that obviously, so that everyone is on board, but you do need that courage.

“A great leader is someone who can listen. Very often we have visions of past leaders who didn’t really listen but they gave great speeches in front of the masses and inspired them like that.”

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Summer Edition 2021

Ralph Findlay CEO, Marston’s Episode Four, CEOs Uncut Appointed to the Board as Finance Director in 1996, Ralph became Chief Executive in 2001. He is currently the Senior Independent Director at Bovis Homes Group PLC and a Director of the British Beer and Pub Association. He previously worked as Financial Controller at Geest plc and Treasury Manager at Bass. He announced that he will be stepping down as CEO in September, but leaves Marston’s

Marston’s Executive Committee has more women than men

with a leadership team that has more women than men.

“Well, there’s a question! I guess that millions of words have been written about that. And there are many types of leader - and there are many types of businesses and organisations - so, I can really only tell you about the leader I hope to be in the kind of business I work in, which has been pubs and breweries.

“I think you have to be prepared to take full responsibility for things. The buck always does stop at the top. I think you have to be able to take risks. If you don’t do that, you’re not going to make progress. I think you probably need to acknowledge the success you get is probably not down to your own genius and inspirational leadership - it actually comes from having a great team of people, each of them doing the things they are best at. From strategy, delivery, or support services or whatever it is.

‘O wad some Power the giftie gie us To see oursels as ithers see us!’ - Robert Burns

“You need to be able to acknowledge the fact that you have got failings and where they might be” - Ralph Findlay

“And you need to make difficult decisions, and sometimes you’re the only person that can take those and make them happen. But if you do, be aware of the human consequences of the decisions that you are taking, at the same time. I think that’s important.

“You need to be able to acknowledge the fact that you have got failings and where they might be. Robert Burns

“It’s very difficult. But if you can try

had a very perceptive line on this, I think. He said, ‘Oh,

and do that, I think it helps a lot.”

to see ourselves how others see us’.

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Summer Edition 2021

Colette Delaney CEO, CIBC FirstCaribbean Bank Episode Five, CEOs Uncut Colette became CEO of FirstCaribbean Bank in November 2018. With over 30 years’ experience as a banking professional with CIBC and National Westminster Bank.

Prior to joining CIBC FirstCaribbean, Ms. Delaney held the position of an Executive Vice President within Retail Banking at CIBC. She is a former Director of the Canadian Payments Association and Acxsys Corporation. She was also a Director of Skills for Change, a non-profit

FirstCaribbean’s major markets are in the Bahamas, Barbados, and the Cayman Islands

organization helping newcomers to Canada.

“You have to figure out who you are, how you want to be perceived, stick to it and have other people feel that - through your personal integrity and the way you deal with people - your sense of equality and your values. You know, not everyone has the same values or value system, and that’s fine, but you’ve got to be authentically you - otherwise it shows through and people will think you’re a bit of a fraud, to be honest.

“Leadership in the Caribbean, for example, involves a

“Not everyone has the same value

lot of empathy: you more than anyone else, [need] to be more empathetic.

to be authentically you” - Colette Delaney “So, I think leadership can vary depending on what organisation you are working in.

“But I think, generally, the overriding characteristic is authenticity. You cannot fake it for long enough to be something that you are not generally feeling, or isn’t in your essence. People will ultimately see through you.”

WeQual Unfiltered is available at wequal.com/news, Spotify, Apple Podcast, Google Podcasts, Deezer, Amazon Music, Pocket Casts, Stitcher and anywhere you download podcasts

‘You have to figure out how you want to be perceived ... your sense of equality and your values’ - Colette Delaney

system, and that’s fine, but you’ve got

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Summer Edition 2021

O N LY 1 IN 5 L E A D ERS HAVE A C A R EER PLAN Are you one of them?

Working with WeQual has given me the confidence to be ambitious and make a real impact

Contact us at coaching@wequal.com

WeQual.com

17

Summer Edition 2021

TRANSFORMING Hina Nagarajan CEO of Diageo India

IN IA The first woman CEO of Diageo India speaks exclusively to the WeQual Magazine about the challenges she is looking forward to in her new transformational role in charge of India’s leading beverage alcohol company

S

ince the first WeQual Awards, it has been clear that there are more talented women in business than are currently on the global executive

teams of major companies.

Already in the last two years we have been able to celebrate a number of WeQual Club Members making that step up to the top tier. But when Hina Nagarajan was announced as the new CEO of Diageo India, the media intensity - particularly on the sub-continent was unprecedented.

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Summer Edition 2021

“My husband is a great example of what is needed. He reshaped his entire career to support my professional growth … we need many, many more men like him in India to drive change” “The reaction to my new role has been phenomenally positive in India,” Hina told WeQual Magazine. “There was a tremendous amount of press coverage and very positive reactions on social media, especially LinkedIn. “I came into Diageo two and a

ONLY

3.7%

of CEOs and Managing Directors of NSE-listed companies were women in 2019

half years ago and the fact that Diageo is putting me on the

be far better - far further forward in the West in the Diversity and Inclusion

Global Executive with this role is

sphere than it was in India.

itself newsworthy in India.

“And it was very interesting

“But that really wasn’t the case. For example, India has pro-LGBTQ legislation,

to see some people even

which is more advanced than anywhere else, but there is a lot to be done in

raise questions about why the

terms of real action and step change in this area.

coverage was focused on the ‘first woman CEO’ part instead

“There is a sort of parity across the world when it comes to Diversity &

of whatever else.”

Inclusion. Every territory, every region has its own challenges,” she added.

“Working across Asia in general, and specifically in China and India, but

The opportunity to make

also working with Africa based out of London, I met people from all over

a difference in India in the

the world - even people from the West working in China who still say

Diversity and Inclusion sphere

they are alone.

is not lost on Hina, who has been a strong advocate in this field throughout her career.

“I met several women in these places who were in senior roles, or from the Western World, and they all said that they were one of the few senior leaders in their companies, that there was still a very male-

“I moved away from India

dominated culture in most of them, and balancing even their personal lives was a big challenge.

in 2013 and I really had

“And when I was at the first WeQual Awards [at the Savoy Hotel, London 2019],

imagined

I heard Dame Inga Beale read out statistics that called out how low gender

that things

diversity is in the Developed World. And then on LGBTQ+: this is a very

would

uncomfortable subject everywhere and even on providing opportunities to

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Summer Edition 2021

Alcohol is traditionally taboo in India, but a young and vibrant middle class is changing that

“There is a sort of parity across the world when it comes to D&I. Every territory, every region has its own challenges”

need to play a role at home. In the UK, men and women are more likely to share responsibilities,” she said.

“My husband is a great example of

reshaped his entire career to support my professional growth – he left the corporate world and became a full-time financial investor so that he could move anywhere I needed to go and carry on doing his work differently abled people, there is talk around this but little action,” Hina mused.

“There is still only 15% gender diversity in India, so there is a huge opportunity to roll out what Diageo stands for ... I’m going to be involved in that, for sure.”

Hina is adamant that when it comes to using her new role to push a Diversity & Inclusion agenda in India she was planning to take two things out of her time in Europe.

on the laptop. We need many, many more men like him in India to drive change.”

Diversity and Inclusion aside, the role that Hina is taking on in India for Diageo is a challenging one both in its societal challenges, and the importance of success for the company in India.

“Alcohol is a taboo subject in India – both in terms of perception of women drinking and also working in alcoholic beverage companies. While this is changing, it is happening very slowly.

“First, I want to lean on the phenomenal work that Diageo has been doing in setting out a D&I agenda. We have become a company to follow,” she said.

“And the second is that I want to highlight the WeQual platform and what Katie [Litchfield, Founder] and Mark [Bateman, CEO] are doing, not only to help women break the glass ceiling, but also to build a network of empowered women - who in turn can shape the D&I agenda to a scale where it

“The Diageo India business has been on a transformational journey the last few years, which was focused on cultural transformation to integrate the businesses we have brought into the Diageo culture and way of working. There has been significant progress, but now the opportunity is to take the business to the next phase of transformation and to accelerate growth - particularly in premium segments of the market - and establish leadership in the areas where we have a right to win.

becomes a revolution.”

One of the major challenges that Hina is relishing in her new CEO role, which she officially takes up in July, is being able to use her new position to help push a more positive image of women in India.

“The first thing is to become more progressive in adapting to the reality of working women. Men will

The first thing is to become more progressive in adapting to the reality of working women. Men will need to play a role at home”

Picture Caption

what is needed. He

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Summer Edition 2021

“Diageo has also just launched our 2030 Sustainability goals, including ambitious targets for D&I, environment and grain to glass sustainability.

“The environment in India is very complex - India has a love/hate relationship with alcohol. Each state has its own regulatory framework for alcohol so we need to navigate a myriad of regulatory challenges by state.

The market is also quite competitive with global, local brands as well as illicit liquor.

“Having said all that, the market has tremendous opportunity and potential to build a really big and profitable business in the context of very favourable demographics – age, income, burgeoning middle class etc. So I would say navigating the challenges is worth it.

“India is an extremely important market for Diageo, and our CEO and the Diageo Executive have great expectations from Diageo India. I am delighted I have been given this opportunity to lead this critical market – it is truly a legacy building opportunity. So I am super-excited.”

One of the things that Hina is really looking forward to, she told WeQual Magazine, is the opportunity to work once again in India - where she had her first experience of running a company as the CEO and Managing Director of Mary Kay Cosmetics, a start-up.

What I am really excited about is getting a chance to put everything I’ve learned throughout my career together in this one exciting role. I can’t wait”

“There is going to be a lot of change. I am heading back to India after eight years overseas. Secondly, while I have been the CEO of a company in India before, the scale of our Diageo India business is way larger and also the company is a listed one.

“So, a large chunk of my time will be spent on managing the external environment, our Board, and key stakeholders. Last but not the least, since I know a lot of people in India, I anticipate receiving a lot of requests for free supply of our fantastic brands!

“What I am really excited about is getting a chance to put everything I’ve learned throughout my career together in this one exciting role. I can’t wait.”

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Summer Edition 2021

SCHEDULE OF TRANSITION Transitioning into a chief

SCHEDULE

executive role is very different

Second half of February - Hand over previous role and begin

from moving into any other

induction sessions with Leadership team of the Diageo India business.

senior role. The transition needs to be smooth and the new CEO has no time at all to adjust when they sit behind their desk for the

March - Focus on learning about the India business and meeting a number of key stakeholders based in the UK for their perspectives on challenges, opportunities, and expectations.

first time on day one. Preparing

End of March - Relocate to India to facilitate a three-month

for the role took time and

overlap period with the current CEO of Diageo India to get a deeper

thought.

understanding of the business, as well as to be part of any critical decisions that impact future business.

Hina explained to WeQual Magazine the transition process,

April 1 - Announced as CEO Designate.

from her current responsibilities

June 30 - Official take-over as CEO.

to her new role as CEO of Diageo

July 1 - Joins Diageo Executive Committee.

India, which she officially takes up on July 1st.

“First of all, all my preparatory work is happening virtually, due to the Lockdown.

“On a personal note, it is definitely going to mean a lot of changes for us. Though we know India, we are going to be based in a new city for us, so it is going to be a challenge setting up a new infrastructure in a new place. Particularly in the middle of a global pandemic.

About Hina

Hina was Managing Director, Diageo - Africa Emerging Markets (AEM) since August 2018, leading business operations across the West African Coastal Areas (WACA) countries, including Ghana, Ethiopia, Cameroon, Indian Ocean territories, Nigeria and Angola.

Her key responsibilities included P&L delivery, investment, category and whitespace entry strategies, corporate governance, and compliance across all the business units in her region. Under her leadership, the African Emerging Markets transformed to become a significant growth driver for Diageo in Africa, doubling operating margins.

“While I have been the

Prior to joining Diageo, Hina spent over 30 years in the Fast-Moving

CEO of a company in India

Consumer Goods (FMCG) industry and held several leadership

before, the scale of our

positions at Reckitt, Mary Kay India and Nestlé India. As SVP Regional

Diageo India business is way larger and also the company is a listed one”

Director of Reckitt, in North Asia she led the business operations across China, Hong Kong and Taiwan to consistently be the top growth and profit contributor to Reckitt, as well as the fastest growing business amongst the top 50 Consumer companies in China.

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Summer Edition 2021

AC H I E VE DEI TA RGET S We help you attract, retain and promote senior diverse talent.

Ask us about the WeQual Accelerator.

WeQual is an impressively effective organisation that engages businesses - it’s more about real impact than fine words - Chair, Barclays UK

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WeQual.com

23

Summer Edition 2021

The Charging Bull of Wall Street in New York

RE-ALIGN ING S&P GLOBAL Holly Kulka Global Chief Compliance Officer & Global

Rebuilding a company’s reputation is all about alignment and working towards a shared future, Holly Kulka explains

W

hen Holly Kulka arrived at S&P Global Ratings in August 2015, the company was

just beginning to grapple with the storm of regulatory requirements growing out of the subprime crisis which had come into force in June of that year.

“When I arrived at S&P, the company knew what the new regulations said, but it was in the early stages of figuring out how to embed the changes in the structure and culture of the organisation. There was a lot going on – but it was a lot of noise and confusion,” she told WeQual Magazine exclusively.

Chief Risk Officer at S&P Global Ratings

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Summer Edition 2021

“There was all this regulation, and a new leadership in Financial Services Regulators around the world, including at the SEC. My impression was that people exactly what that was, or how to think about the question in the absence of very specific guidance.

As Global Head of Compliance and Risk for S&P Global Ratings, it is Holly’s job to lead the company’s globally integrated risk and compliance teams, to ensure S&P’s

REALIGN The industry had originally been mostly

unregulated, and then slowly regulated

and then suddenly highly regulated. Even before the regulation it is helpful to get

online with the industry and the changes that are being mooted”

you need to be able to work towards the future. When I arrived at S&P Global, I understood we needed to align ourselves to the regulation and make it work,” Holly

compliance with all relevant laws and regulations, as

well as complying with internal policies and industry best practices.

“The way I like to work is to ask the question, ‘OK, what’s the problem?’ This is the theme I’ve always used.

There is an enormous amount of work to be done, but

added.

“In the beginning there was so much noise and change I started asking people to differentiate between harm and pain. What was preventing the business from moving forward in the way that made sense and what was merely painful? I wanted to try and fix both, but we had to prioritise.”

S&P Global is the preeminent leader in credit ratings. For over 160 years, S&P Global has been turning information into insights, providing essential intelligence that accelerates progress in the world,

“It’s a lot of things. You have to have empathy, for a start. And it’s also about being able to exert influence outside of your direct chain of command”

The subprime crisis brought about a radical change in regulatory requirements

wanted to do the right thing, but no one was sure

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Summer Edition 2021

delivering data, research, credit ratings, and ESG solutions that governments, companies and individuals

S&P is the world’s largest credit rating agency

“Admit your mistakes and ask for help. A very important part of being a good leader is to be naturally understanding and able to acknowledge your own weaknesses”

depend on to make decisions with conviction.

There is a salutary lesson in Holly’s experience of helping S&P Global prosper alongside a tightening of regulations. In the next few years, the tech industry – particularly companies running social media platforms – is expected to see a ramping up of regulatory controls on their core operations.

“Where there are scandals, it is not just about a lack of regulation – and regulation should not be the only solution,” Holly said. “As a company, you should not

companies want themselves to mean something, that’s

be thinking only about what you are allowed to do. You

where you take that theory about what you want to be –

should be thinking about what you should be doing

your mission statement – and you apply it.”

because that’s how everyone else is going to think.

“Most companies want to be, and do, good. Most

When a company goes through a big shock, leadership on the way out of the crisis is crucial.

Holly advocates a leadership style that stresses the importance of empowering people across the whole business, not just those who answer to you.

What we needed to do was just align ourselves to the regulation and make it work”

“It’s a lot of things. You have to have empathy, for a start. And it’s also about being able to exert influence outside of your direct chain of command,” Holly explains. “It is no good if you can only be of influence within your own team – you need to influence the rest of the business.

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Summer Edition 2021

“It is important to be self-deprecating too,” she added. “Admit your

“What it comes down to is: when

mistakes and ask for help. A very important part of being a good leader

you are a lawyer you’re not just

is to be naturally understanding and able to acknowledge your own

advocating, you’re also influencing.

weaknesses.

As an in-house lawyer I was used to influencing across the whole

“You need to make it your own and be accountable ... You can take a text-book scenario and apply it to your company, but it’s not always going to be relevant”

“Ultimately it’s all about the

business. To me, it was a relatively

alignment and bringing everything

easy shift.”

together. To be a good leader you have to recognise the stakeholders

Ultimately, Holly explains, the crucial

and bring them all together.”

element to all of the last five years is alignment.

She added: “You also have to like people. You have to enjoy getting

“If you were to dial everything down

to know people and working with

to one word – that word would be

them. A big part of what you do as a

‘alignment’. What are you doing

leader is delegating and relying on

with the business? What does the

other people.”

regulation require? What do the regulators need? It’s about aligning

While Holly’s background is in law, she found it a seamless transition

everything.

into the commercial aspects of the business world.

“When it comes to how you do that, “Having had a background as a lawyer, I always ask myself, when

well, it has to be specific to your

approaching a problem, ‘Is it really a case of ‘yes’ or ‘no’?’ I’ve had

business,” Holly explains. “You need

a number of legal careers: I’ve been a public prosecutor, a law firm

to align what you are doing with what

partner, and I’ve also worked as an in-house lawyer.

the business is going to do – dial it down to the very specifics of your business and really apply it.”

“But you need to make it your own and be accountable. You can take a text-book scenario and apply it to

For over 160 years, S&P Global has been turning information into insights, providing essential intelligence that accelerates progress in the world

your company, but it’s not always going to be relevant.”

“You need to align what you are doing with what the business is going to do”

Good

WITH M NEY

CAN’T SEE THE VALUE

Summer Edition 2021

27

There is a general consensus that businesses in the financial sector are really only motivated

by Profit & Loss” The financial sector has a unique set of skills that can be used for good in the wider society, argues Jessie Burrows, who was promoted to Direct Line Group’s Executive Committee in May

Jessie Burrows Managing Director, Customer Sales, Service & Claims, and member of the Executive Committee, of Direct Line Group

A

few weeks before the world entered lockdown last year, Paul Polman made a keynote speech at a conference exploring

It is a school of thought that clearly resonates with

finance as a force for good at INSEAD, one of the

Jessie Burrows, the newest member of Direct Line

world’s most respected postgraduate business schools.

Group’s Executive Committee. But the debate about

The soon-to-retire CEO of Unilever told many of

how to do good is often a lot more involved in the

the senior business people present that they cannot

financial sector than in other areas of commerce.

outsource their responsibilities, and that the financial sector “cannot be a bystander” when it comes to

Companies in the financial sector often have an image

social change.

problem, Jessie explains, and, while there are a number

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Summer Edition 2021

of ways that the financial sector can “do good,” one of the most important first steps is to rewrite the general public’s general perception of financial businesses.

“There is a general consensus that businesses in the financial sector are really only motivated by Profit & Loss,” Jessie lamented.

One of the biggest issues of perception that insurers like Direct Line, for example, face is that customers

We just have to make it really simple to our customers what it is that they are buying from us”

find the products that they are being offered appear to be overly complex.

“Often the problem we have is that people can’t see the value that they are getting from financial products. As a sector, we need to work out how we can make what we are doing more transparent. We need to be able to explain the value.

“We just have to make it really simple to our customers what it is that they are buying from us.

“It is very complicated. Particularly as we do use risk line models. That makes any pricing of products all about statistics. These dictate how likely you are to have a claim and what your premium is.

“They are sensitive to change and so are constantly updated by every insurer in the market, which is why the price doesn’t sit still. That can be quite confusing for customers.

“But it is important that we do make things better because the products that are being offered are incredibly important and do a lot of good.”

Direct Line Group, for which Jessie leads the claims side of the business, works mostly with business customers - and that puts them in a position to help local businesses thrive.

“If you’re a small business like a tradesman, we break down the prices to what it is you’re going to get for your premium. If you are a much bigger business - like construction - where you are insuring big sites, often

One of the primary points of focus in the insurance industry at the moment is the economic and social effects of flooding

multiple, we often send someone in to assess everything that needs insurance.

“With that personal level of contact, we have much more opportunity to help companies with risk prevention, and risk specialisation.

As experts, we are in a position to help local businesses understand what the probability is of them suffering a loss.”

One of the primary points of focus in the insurance industry at the moment is the economic and social effects of floods. Flooding is by far the biggest cause of claims - and it is an area where the insurance industry has recognised it can do good.

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Summer Edition 2021

BROKING DEALS “It has been the case in the industry that a lot of the selling is done by brokers,” Jessie told WeQual Magazine. “That often means that the terms and conditions become a lot more general - because they are selling products from more than one insurer - and this can make claims in certain areas difficult.”

“Often insurers will rely on brokers to put the wording together. In the past, we [Direct Line] tended to write our own so we can be more specific: probably about 99.9% are our own.”

Jessie explains that Direct Line Group relies a lot less on brokers and this has meant that they can be a lot clearer on what cover a customer has. “I mean, we decided that we wanted to list all the specific strains of an illness for which clients were covered in the event of a pandemic, not just a pandemic itself. Lack of clarity has caused confusion, which is why a test case had to be bought by the FCA to clarify whether businesses affected by Covid-19

The [UK] Supreme Court recently ruled on the case which was brought because it was unclear whether businesses were covered for an event that was not actually on their premises. The Supreme Court ruled that the companies affected were covered by their insurance and can receive payouts.

“Where you have a policy written by brokers the wording can be quite wide ... that is an example of where we need more clarity,” Jessie asserts.

Often the problem we have is that people can’t see the value that they are getting from financial products. As a sector, we need to work out how we can make what we are doing more transparent. We need to be able to explain the value”

Direct Line Group works mostly with business customers

had a claim to make.”

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Summer Edition 2021

SOCIETAL GOOD But flooding brings up more societal good that the financial sector can help with. “As global warming progresses,” Jessie says, we are doing a lot more with the government about flooding, both as an organisation and an industry.

“Along with other insurers, we are doing a lot of work about climate change. We often have conversations about what can be done in homes, which are on flood plains. And there is an ongoing debate about how much the government

One scheme - Flood re - which is government backed - allows insurers to offer people cover for flood insurance even if they are

“It is important that financial companies do their bit to make sure that the whole business area keeps moving”

part of a flood risk area. The insurance industry pays a levy of £180-£200m a year.

“As a big employer there are natural opportunities to help local communities. We own 21 of our own garages,

we are a big buyer of parts. We work with other suppliers. We make sure that all our local suppliers have enough work, particularly recently.

“It is important that financial companies do their bit to make sure at each point that the whole business area keeps moving,” Jessie said.

“We employ 10,500 people. That means we do a lot of work in our communities. Encourage staff to volunteer. We set up community funds as part of our Covid response.”

It is important not just to donate but to encourage volunteering within your company

should step in and how much it is up to the private sector [insurers] to help.”

EXPERTISE FOR GOOD Perhaps the most important way financial companies can help is through the employment of their own expertise for good. “There is one thing about expertise - companies often go to something adjacent because they ask ‘what can I add’. Working for Direct Line, for example, I don’t know about cancer but I know how to make cars safer. That is something we feel we have an authority on and feel we can make a real contribution with a number of schemes.”

But how much appetite is there in the financial sector to be a “force for good”?

“I think there is a lot,” Jessie says. “You are always going to get naysayers and people who believe that insurers are just driven by results. In a stock market, where quarterly reporting is everything, you are constantly under scrutiny.

“But if you want to build a long-term sustainable business, and shareholders want a long-term plan, you just have to resist the beck and call of the short term.”

“But if you want to build a longterm sustainable business... you just have to resist the beck and call of the short term”

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Summer Edition 2021

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Summer Edition 2021

BUILDING ROADMAPS

Putri Realita Global Head of Inclusive Diversity, Danone

First we needed to start with a why? Why do we have to change, why do we need to do it?”

Putri Realita, Global Diversity and Inclusion Lead at Danone, gives WeQual Magazine a fascinating and exclusive insight into the ‘Diversity Inclusive’ approach that the global consumer goods giant has implemented over the last five years

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Summer Edition 2021

C

oming from Indonesia to the headquarters of

people agenda. It needs to be seen and perceived as

Danone in Paris 5 years ago was a big leap for

a business topic, and not only an HR topic.

Putri, especially with the task she was given of

defining and implementing the global Diversity &

“We engage in a ‘top down, bottom up’

Inclusion strategy for the multinational giant.

strategy and we learn how to engage the silent middle. The role of top

“The most exciting and fulfilling ride of her career so far”

management is key in setting the tone and, more importantly, they need to walk the talk, leading by the example of

But there is no doubt she has helped the company

their teams’ diversity and setting the

progress rapidly in the D&I sphere from a standing

right inclusive mindset in their executive teams.

start - Danone is now one of the top 10 French companies for gender equality, and ranked 26 globally,

“D&I also needs to be authentic,” Putri explained,

according to the gender and equality research company

“through listening to the different voices in the

Equileap. To put that into context, Danone was

organisation and empowering our people across all

nowhere in the ranking as recently as three years ago.

levels to co-own the D&I agenda, both at global and local level, making it relevant for their work and their

Danone is now one of the top 10 French companies for gender equality

functional and local specificities.”

Putri believes in a people-powered approach and has created a bottom-up movement that engages around 400 passionate D&I champions across the 55 countries where Danone is in operation.

“We ask our champions to build local and functional roadmaps. We need to mirror the population where

Coming from a non-HR background, Putri found she had to learn D&I by doing, while bringing the Frenchbased global food and drink company on what she described to me as “the most exciting and fulfilling ride of her career so far”.

“We ask our champions to build local and functional roadmaps. We need to mirror the population where we do business and enhance diversity”

we do business and enhance diversity wherever we operate.

We tailor our strategy to the different regions, and build local and functional roadmaps on how Danone can make a difference there with D&I.

“First we needed to start with a why? Why do we have to change, why do we need to do it?” Putri, who is thriving as one of the few Asian talents at the HQ of a global ‘western’ company, told WeQual Magazine.

“For example, our global roadmap tracks our performance globally - on gender, culture, nationalities, and inclusive behaviours. While our local roadmap in the US, South Africa, UK and Brazil

Explaining her journey with Danone and D&I, she added: “This ‘why’

addresses the racial/ethnic diversity - as this is how Danone can make a difference in the society.

may differ from one company to the other. D&I needs

“Other local roadmaps in countries like Mexico,

to connect with both

Indonesia and the Middle East, focus on gender

the business and the

equality, while in France we are addressing gender

“THIS IS SURELY NOT ENOUGH,” 34

Summer Edition 2021

balance, youth inclusion, and accessibility topics,” she

teams is vital to being truly inclusive. It’s about

added.

leading by example. You have to seek different

perspectives, listen to everyone in the room and

“It is not easy to implement D&I globally as knowledge

encourage newcomers and introverts to speak up,

about the concept varies in different regions. The

which in the end will bring more innovative ideas to

word inclusion for example does not exist in many

the table. It is something that is practical, and everyone

other languages so it’s important to create a common

understands.”

language internally and describe the concept with everyday behaviours that people can connect to

Central to Putri’s D&I strategy is a “triangulated

within the company,” Putri emphasised. At Danone,

approach” - in which people, brands and partners

Putri coined the phrase ‘Inclusive Diversity’, which

represent the three points. This, she tells WeQual

puts inclusion before diversity. “Abbreviated, it’s ‘ID’.

Magazine, ensures a holistic approach that impacts

We want everyone to bring their ‘ID’ to work,” she

not only Danone’s people, but also its consumers, and

explained.

the wider community.

Engaging the silent middle is critical. One of the keys of

“D&I always starts with people. Each and every

Putri’s approach is making what Danone does relevant

person can bring their authentic selves, and have

to middle managers who are crucial in role modelling

equal opportunity to contribute and grow within

day-to-day inclusive behaviours.

the company. Then it needs to be embedded within the brands, where it needs to embrace

D&I needs to create impact, not only inside the company but also outside the company, which can only be done if we work hand in hand”

“D&I always starts with people. Each and every person can bring their authentic selves, and have equal opportunity to contribute and grow within the company”

the diversity of the people it serves, and use their communication power to fight against

“D&I has to be relevant to middle management and

stereotypes and discrimination in the society.

their day-to-day experience – we need to demonstrate how D&I helps them, not only as team leaders but also as business leaders, and how D&I can help them connect better with their customers and consumers.

“Thirdly, D&I needs to create impact, not only inside the company but also outside the company, which can only be done if we work hand in hand with our partners - suppliers, governments, NGOs, and even other companies.”

“How they are leading and leveraging diversity in their

Putri is rightly proud of the huge progress Danone has

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Summer Edition 2021

“Someone came to me and said that it is not very often to see a South East Asian face amongst the other global leaders”

made, achieving most of the D&I ambitions in their 2020 roadmap.

“We have improved the representation of women and under-represented

D&I across the different regions for the global giant.

People tell me that I bring a different approach on D&I, as it is seen as more grounded, applicable, and relevant for many.

“I think I can combine the best of both worlds by maintaining the posture I adopt from my upbringing, which centres around humility, listening and teamwork,

nationalities in executive positions (the top 250) to 30%

with those I learnt during my study and working years,

in 2020 (vs 17% and 20% in 2016, respectively), as well

which centres around speaking up, as well as having true

as reaching 87% Inclusion Index based on the Annual

convictions and vision for the work we do.”

People Survey result.

Undoubtedly, the radical change in society over the “This is surely not enough, and the journey continues,” she asserted. So Putri has now set new goals including gender parity in senior leadership positions by 2025.

“We want to create a truly inclusive

last year or so has pushed many companies to address D&I at a different level than before. D&I plays a big role in engaging the employees to shape the company’s culture and therefore inclusion needs to be embedded in everything that companies do.

culture and include everyone across Danone’s supply chain

Since 2018, Danone’s 100,000 employees have been

– employees, consumers

invited to actively engage and to shape the future

and community, enhancing

towards the Danone 2030 Goals through our ‘One Person,

diversity wherever Danone operates through the global and local roadmaps, and serving the evolving needs of employees with the future of work being in the centre of the strategy.”

One Voice’ programme. They can voice their point of view on both our company agenda and the definition of the 2030 Goals roadmaps, at local and global levels. Each year, we select 26 volunteers to carry the voices of our 100,000 employees to members of the Board of Directors and the Executive Committee. Danone employees also

A lack of Asian leaders driving the global agenda in

participate in the ‘One Person, One Share’ programme

so-called western companies is another pressure

where everyone gets one share in the company and is

point. “When I was giving a speech at the Global D&I

encouraged to attend shareholder meetings. “It is quite

Leaders Forum in London, someone came to me and

powerful to see many employees attend our shareholders

said that it is not very often we see a South East Asian

meeting as owners of the company.

face amongst the other global leaders.” Upbringing and cultural specifics are some of the key contributors to

“D&I is a long-term game - It’s something that is taking

this reality.

time. Companies need to do it for real, not for PR, or responding to public pressure. They need to realise

“I’ve been through the mindset change,” the Global

that it is not only the right thing to do, it’s also good

Diversity and Inclusion Lead for Danone tells WeQual

for the people and for the business – long term,” Putri

Magazine. Educated in schools in Indonesia, Putri went

concluded.

to university in Australia for her undergraduate study where she quickly learned that to get on, she would have to speak up a lot in class and learn to be more forthright.

“So, this is something I learned a lot in Australia.

“My experience there influenced me a lot in my leadership.” “But,” Putri counters, “Having an Asian

D&I is a long-term game - it is something

background and knowing the Indonesian market has

that is taking time. Companies need to

been a huge help in identifying how to bring forward

do it for real, not for PR”

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Summer Edition 2021

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Summer Edition 2021

FU URE PROOF NG Rebeca Navarro Former Chief Transformation Officer and Head of Procurement for Europe, Aryzta

There is no better time than right now to put sustainability at the core of your business, Rebeca explains

W

hen we come out of this lockdown, the experts say, we will have made a lot of judgments about the companies who will

have our loyalty in the future. Top of the checklist for consumers is how each company conducted themselves during the Covid Crisis.

But high up on that list, as we all look to the future, is each company’s sustainable vision. What is each company doing to lessen their carbon footprint? Are they positioning themselves as a socially responsible employer? Are they prepared to take a stand for the issues that count for our customers?

Consumers, recent studies show, are already making a stand against companies that are not prioritising sustainable transformation. In a study published by

38

Capgemini during

LONGTERM

“Not buying heavily into a sustainable transformation strategy just seems, well, tantamount to business suicide”

Summer Edition 2021

Ultimately, it is about survival: at the speed of change we have today, not trying will lead to a sure failure”

the lockdown, 79% of consumers said that they

redefining purpose, and living it, unlocks value beyond

are changing

the initial intention.

their purchasing preferences based

“To those players that resist change I would remind

on sustainability.

them of the automobile industry. They will not have

to wait long to have their own version of Tesla passing This figure is a game-changer, particularly considering

them by,” she added.

that the study found that only 36% of companies believed that their customers are prepared to make

Of those companies in the above study committed to

purchasing decisions based on sustainability.

sustainability transformation, 77% say that their positive approach has already increased customer loyalty.

Consumers, recent studies show, are already making

And 63% have even reported an uptick in revenue

a stand against companies that are not prioritising

because of their actions. So why isn’t everyone putting

sustainable transformation.

a sustainable transformation strategy at the heart of everything they do?

That means that almost half of the corporate world is not meeting the needs of their customers. And,

“Ultimately, it is about survival,” Rebeca told WeQual

with those customers making long-term decisions

Magazine. “My view is that – at the speed of change we

about who they buy from, not buying heavily into a

have today – not trying will lead to a sure failure.

sustainable transformation strategy just seems, well tantamount to business suicide.

“I would not say that, in general, companies are

avoiding it,” Rebeca said. “Some might, but many are “Ultimately, it is about survival,” says Rebeca Navarro,

at different stages of addressing it, with more or less

who was Chief Transformation Officer and Head of

success. To succeed you need to build sustainability

Procurement for Europe, at Aryzta, until very recently.

expertise and change management skills and business

“My view is that – at the speed of change we have today

knowledge. Hiring one or two sustainability experts will

– not trying will lead to a sure failure. I have seen how

not do the job, they can too easily end up siloed.”

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Summer Edition 2021

“Nowadays, companies are looking for the longer term.

Of course, you still have the short-term pressures – the P&L considerations – but it is a lot different than it used to be. For a start, customers are punishing companies that are thinking too short term” A renewed and sustained focus on sustainability

‘good deeds’ were focused into the Corporate Social

was, not all that long ago, a pipe dream for society in

Responsibility (CSR) department. Their remit was very

general. It was a long way from being seen as a primary

different.

business focus of the biggest and most influential companies in the world.

“Nowadays, companies are looking for the longer term.

Of course, you still have the short-term pressures –

“When I was at university, I studied Environmental

the P&L considerations – but it is a lot different than

Economics. At the time there wasn’t a lot of scope for it:

it used to be. For a start, customers are punishing

it was difficult to see a pathway within business where

companies that are thinking too short term.”

I could use what I had learned. But I am not the kind of person who wants to delay doing something, so staying on in education to continue as a postgraduate was not appealing.

“Hiring one or two sustainability experts will not do the job, they can too easily end up siloed”

“When I first started, there was no focus on sustainability and transformation: all so-called

But there are potential pitfalls, despite the general positive outlook for working towards a sustainable

Companies that don’t change will find their industry’s version of Tesla passing them by

One of the major issues is the lack of a standard measuring tool that is recognised across all industries.

“Whereas it is easy to measure the success of normal strategies with their impact on P&L, there is still a big gap in the ability to measure how successful a sustainable transformation strategy has been because there just isn’t the accounting in place,” Rebeca said. “We need to put together universal and simplified environmental accounting tools.”

But what does a viable strategy look like, and how do you bring the rest of the company along with you?

Supply chains can be very big and complex but consumers tend to prefer more sustainable food products

future, particularly since the pandemic.

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Summer Edition 2021

“You have to take Environmental, Social, and Corporate Governance (ESG) factors into consideration,” Rebeca explains. “To make your strategy successful, you have to bring

“You need to evaluate where you are, set goals, and give yourself an ambitious but reasonable transition period to get there”

a reviewed purpose to the forefront of the organisation.

smaller start-ups can bring new ideas to the table, it is often more effective if most of the big players remain in

“And it has to be self-sustaining,” she added. “By this

the market and make changes or improvements.”

I mean that, while it might need a catalyst, an initial high-level energetic push, after a time it will need to be totally embedded into the culture of the company and connect everyone in the organisation.

“It needs to be embedded deeply enough that it automatically makes ongoing decisions obvious, and serves as an implicit guide to everyone’s everyday decision-making. It needs to be prevalent at all levels, and it also needs to be able to reconnect the company with its consumers, and to a broader society as a whole.”

But there are potential pitfalls, despite the general

Rebeca believes that

positive outlook for working towards a sustainable

despite the complicated nature,

future, particularly since the pandemic.

companies need to plan how to keep their sustainable transformation strategy focused.

“It can generate fear, fear to try something that does not work,” Rebeca warns. “Within our organisations, we

“I think, when it comes to sustainable transformation,

need to do our best to turn that fear into fun.”

it can seem an incredibly complicated subject when taken as a whole. It is a lot more straightforward

At a previous role at Unilever, Rebeca’s experience

to drive that change if you break it down with your

of taking the lead on sustainable transformation saw

company.

improvements in a number of areas. With a lot of brands, Unilever had a number of strategies in place to

“Companies have taken some of the older

improve its footprint.

responsibilities of governments. Or at the very least they are taking on part of those responsibilities in

‘Whether it is with the acquisition of a vegetarian

collaboration with the state. But big companies are

butcher, focusing on brands with a better end-to-

also sharing some of these new responsibilities with

end environmental footprint, or even improving the

each other – and also with their suppliers, and their

footprints of our other products, there are a number of

customers.

things we can do.

“Ultimately, to get to where your company wants to be, “Sustainable sourcing is a big thing.

you need to evaluate where you are, set goals, and give

Supply chains can be very big

yourself an ambitious but reasonable transition period

and complex. Ultimately, consumers would like to

to get there. And what works best is a mix of organic change and the right acquisitions.

have more sustainable products but

“And you can get closer to your goal much quicker with

sometimes they are not

M&A,” she added.

in the market. While

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Summer Edition 2021

HUMANISING

Patricia Corsi I have the opportunity to bring the consumer back to the table and to make sure everything we are doing is helping them to live better lives”

Global Chief Marketing and Digital Officer, Bayer Consumer Health

The Covid pandemic has changed so many things over the last few years as companies have used the opportunity to look at how they are set up, and how they interact with their customers - and their staff

A

t Bayer, there has been a concerted effort by their Global Chief Marketing and Digital Officer of Consumer Health, to connect the

science-based company with the more human side of doing business.

“One of my missions is to humanise science,” Patricia Corsi told WeQual Magazine. “Often healthcare companies have a tendency to focus much more on the science than the consumer.

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Summer Edition 2021

“Covid has been an opportunity to look at things. This made us turn back to the origin of most of the brands we had” “In my role, I have the opportunity to bring the Changing how a science-based healthcare company, like Bayer, markets itself is a delicate process

consumer at the heart and to make sure everything we are doing is helping them to live better lives.”

WeQual Club Member Patricia is on a mission to change the way that the healthcare industry looks at how it markets its products - and to take a more humanistic approach to their market.

“Covid has been an opportunity to look at things. This made us re-examine the origin of most of our brands, such as Bepanthen, which has been used for a number of different things since its development in 1944.

“It was produced as an aid to wound healing during the Second World War. Now it is an amazing brand with loyal customers. It is used for everything from baby bumps to eczema.”

One of its latest uses - discovered quite recently - is as an aftercare for tattoos.

Then there is Redoxon, which was the first ever vitamin C supplement developed globally.

“When I look at that I get extremely inspired, but also feel the weight of responsibility,” Patricia added.

It is not by chance that a science-based company made up largely of scientists would focus on the science of the products it sells.

But Patricia believes that healthcare is missing a link in not focusing on what is really important.

“If we say that our mission is to bring ‘human’ to the centre, then we have to act as if there is nothing better than our judgment than people. We start with the fact that we are all using these products”

“Becoming more human-centric seems like a straightforward enough process, but big healthcare companies have a scientific outlook imprinted in their DNA - and for obvious reasons.

“If we say that our mission is to bring ‘human’ to the centre, then we

have to act as if people’s reactions are really important.

We start with the fact that we are all using these products.”

She continues: “We have some brands that have been through the biggest number of patient studies. But now we are focusing on the other part of it. This is not about us, this is what we do.

“You focus on what is in front of you. You look at a marketing test, how many times do you see the word

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Summer Edition 2021

If you look overall at what’s the most important thing in your life - your family, your health, etc. - the Covid pandemic may prove to be a real silver lining”

consumer on it. You look for strong fundamentals.”

Evolving how a big healthcare company, like Bayer, markets itself is a delicate process.

“When I arrived at Bayer there was a lot of discussion about the fact that this was ‘not what we do here’, that everything must be ‘about the science’.

“Now, I am by no means making any judgment about how things have been done in the past. I have a clear vision about where we want to go. Then it is about galvanising people behind it.”

One of the brands that has gone through the new process is Canesten, a fungal infection treatment that as well as having products to treat external skin conditions like athlete’s foot, ringworm and nappy

“The first thing that this is set up to do, is to educate

rash, is also a primary treatment for thrush and cystitis

our teams - but it also goes outside our teams too. We

and other ‘intimate’ conditions.

partner with doctors, and science-based contacts - but we always relate it to people,” Patricia explains. This

“On a brand like Canesten, for example, we are doing

people-centric approach is best highlighted by a new

a really big education programme - part of that is

campaign in South America, which started only a few

featuring a campaign that is purpose-driven,” Patricia

months ago.

explained.

“In Brazil, we have set up a ‘Vagina Academy’. The Canesten is the brand name for Clotrimazole, an

“In Brazil, we have set up a ‘Vagina Academy’... [to] educate consumers about their intimate health”

main focus is educating consumers about their

antifungal ingredient,

intimate health. 60% of women in Brazil will go to a

which Bayer

gynaecologist and not be able to say the word ‘vagina’.

developed in the 1960s. Canesten is

“We are going where the biggest issues are. There are a

one of the biggest

huge number of untreated problems.

sellers globally for the treatment of

“We can’t do what the government should be doing. We

thrush.

go to specific areas where the biggest problems are. We

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Summer Edition 2021

There are many young people in the team that live by themselves in very small apartments ... I started to worry about how they were mentally”

are not going to have a TV advert for that.” And their

with you. “There are a lot of people wanting to support

marketing strategy has to be developed in very different

us with what we are doing to get the message across,”

ways depending on the territory.

Patricia confirms. “We are reaching people as young as 15 years old. This is how you start transforming their

“On the other hand, we have Australia,” Patricia tells

lives.

The Australian comedy collective ‘Sketchshe’ created ‘Thrush: The Musical’ to help promote Bayer’s drug Canesten

us. “There are some women in a comedy collective who tackle very taboo topics. One of the things that they

“What we are doing is creating a huge sense of pride.

have done is, “Thrush: The Musical”. I mean, how do

The letters that we get from nurses are so encouraging

you talk about thrush? This is how they are doing it.”

and they inspire us to do better.”

Part of the advantage of humanising the marketing of

In a world of vaccines and anti-vaxxers and general

such brands is that people are more likely to engage

concern among the general public about what is the

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Summer Edition 2021

We get a lot of encouraging letters from nurses telling us we are inspiring them to do better

“There are a lot of people wanting to support us with what we are doing to get the message across.

We are reaching people as young as 15 years old” “This is something I decided to start with my own teams. I was getting concerned about the mental health of my teams in Europe and the United States with the endless lockdowns and the virtual meetings: sitting all day in front of a screen.

“There are many young people in the team who live alone in very small apartments. They never intended to spend such a long time alone and in such tight confines.

I started to worry about how they were mentally.

“So, I bought all my team fitbits and we started to do missions together. I read about the importance of being out there and connected.

Patricia got her team on to the My Virtual Mission app, which allows a group of people to share exercise goals primary goal of big pharmaceutical companies, being

and missions together.

more human is potentially a panacea.

“Now we have the whole team doing it and we are “If you look at what is the most important thing in

going around the globe,” Patricia explains. “Within

your life - your family, your health, etc - the Covid

our internal teams we post pictures remotely and ask

pandemic may prove to be a real silver lining,” Patricia

people to tell us what they thought of the places they

thought. “I mean, everyone has had a bit of a shock to

visited virtually. We are doing it altogether and at the

the system. People are having to step up and say that health is important and think that [good health] is not going to fall into my lap. People have started to take it seriously.”

Since the pandemic there has been a surge in the purchase of nutritional products, there has been a surge in the sale of sports clothes.

“We can sit and look at Covid and see it as the disgrace that it is,” Patricia told WeQual. “Or we can look at it as an opportunity for people to go back to some of the things that they took for granted.”

As well as humanising and bringing products to market, Patricia also sees the wellness of her own teams as paramount.

same time getting fitter.”

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Summer Edition 2021

WEQUALS

TO

WATCH With the recent inclusion of 24 finalists from the Asia-Pacific (APAC) Region, the WeQual Club now has 144 members that span the globe.

In the first edition of WeQual Magazine, we shone the spotlight on 9 motivated, talented and driven business leaders. Of those a third have already been promoted to Executive Committee level - and we are certain that the rest are C-suite bound in the near future.

Here are 6 more exceptionally talented WeQual Club Members destined for much more...

Polly Klane

Kate Ringrose

Senior Vice President, Assistant

Group Chief Financial Officer,

Corporate Secretary & Chief

Centrica, Windsor, UK

Counsel, Commercial Bank &

Kate Ringrose has already made

Technology, Capital One,

the leap up to the Executive

New York, US

Committee, having been

Polly is an experienced senior attorney with a proven

appointed Centrica’s Chief Financial Officer in January

track record of successfully managing high performing

2021. Joining Centrica in 2005, Kate has held a wide

teams in a highly regulated environment that extends

variety of positions in Centrica’s energy supply,

across governance, securities, corporate transactions,

services, solutions and trading businesses, and in

intellectual property, capital markets and regulatory

finance operations. Prior to joining Centrica, Kate

matters. She is relied upon by the Board, the CEO, and

qualified as a chartered accountant with KPMG South

senior executive team to deliver business-oriented legal

Africa, before making the decision to relocate to the

and governance advice in an in-house setting, including

UK with KPMG.

during high pressure and high stakes situations.

As Group Chief Financial Officer, Kate is responsible Polly is recognised for her consistent focus on

for providing strategic financial leadership of the

anticipating and preparing for long-term risks and

energy supply company as well as day-to-day

business needs, while appropriately balancing short

management of the finance function, and being

term results and accomplishments.

responsible for Exploration & Production.

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Summer Edition 2021

Dr Cora Koppe-Stahrenberg

Dr Márcia Balisciano

Executive VP Global Head

Chief Sustainability Officer,

of Human Resources,

Global Head of ESG and

Fresenius Medical Care,

Corporate Responsibility, RELX, London, UK

Frankfurt, Germany Cora is a global HR leader with extensive international C-suite experience for multinational corporations across healthcare, financial services, and telecommunications sectors, having lived across Europe, the UAE and the US. In 2016, Cora joined Fresenius Medical Care, where she developed and implemented the first ever global people strategy and built a global HR function, which is now continuously evolving, servicing 125,000 employees worldwide.

Cora’s recent initiatives include global HRIS implementations as well as Employee Sustainability and Values programmes.

Márcia leads an international team and works with colleagues at all levels to ensure corporate responsibility is embedded throughout the organisation and provides a consistent source of competitive advantage and stakeholder confidence across key markets.

Márcia is the founding global head of corporate responsibility at RELX, engaging with colleagues across the business, to increase the positive contributions to society while minimising any negative impact. This includes prioritising inclusion, and Márcia sponsors the Women in Tech mentoring programme. Márcia hosts a podcast series on the impact of COVID-19 on Sustainable Development Goals.

Ruchi Jalla Vice President, Chief Diversity and Inclusion

Beatrix Praeceptor

Officer, BAE Systems,

Chief Procurement Officer,

Washington DC, US

Mondi Group, Vienna, Austria

Ruchi is a senior Diversity, Equity

Beatrix has a proven track

& Inclusion leader with nearly two decades driving

record in Business Strategy,

DEI capability and organisational change for major

Strategic Sourcing, Sustainable

global enterprises. As Vice President, Chief Diversity

Supply Management, Digital Transformation and Next

& Inclusion Officer for BAE Systems Inc, one of the

Generation People Development. An experienced

world’s largest defence companies, Ruchi established it

executive, Beatrix has worked in Consumer Electronics,

as a thought leader and employer of choice, which has

Building Material and Packaging and Paper. As Chief

been honoured with multiple awards and top Equality

Procurement Officer at Mondi Group, Beatrix is a big

Index rankings.

believer in Diversity and Inclusion as a success factor to performance.

Prior to BAE Systems, she held DEI and Affirmative Action / EEO roles for multinational corporations

A WeQual EMEA finalist 2020, Beatrix says about D&I

across industries, including Sodexo, BlackBerry,

in procurement: “It is really important to have a diverse

and RBC Financial Group. In a recent cover story

mix of people but they must have good stakeholder

for HR Magazine, Ruchi declared: “The only way to

management skills and an understanding of their

combat racism is to recognise systems, processes and

markets. They must have business acumen and consider

practices of injustice, and work to break them down –

the bigger business picture. This is a different skill from

even if it’s one person at a time.”

what has been asked of pure buyers in the past.”

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Summer Edition 2021

MARK BATEMAN CEO

WeQual CEO Mark Bateman gives some timely advice on how to cope with radical change

Making difficult decisions Making difficult decisions is, well, difficult. In almost every case, the decision involves people.

W

Real, living, breathing, emotional, caring, hard e have all been peering into the future

working people, and the outcome of our decisions

wondering what the world of work will

can be make or break for our business.

look like post Covid. Even as we get a

handle on what will happen new variants challenge our

Wrestling with the answers drills into the very

best laid plans.

essence of what makes us human. Factors involved include values, culture, psychology, ethics,

As a CEO, I have been asked a lot of questions by

philosophy and purpose. Once a decision is made,

worried business leaders about how they and their

execution requires every fibre of will and focus.

people are going to cope with changes to the “new

There will always be detractors.

normal”.

Though we look for the perfect solution we find ourselves making decisions without all the data, within an ambiguous and uncertain climate, where even our assumptions could be proven wrong.

So how do we make, then execute, difficult decisions? If you find yourself in such a situation can I recommend the following…

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Summer Edition 2021

01

Manage your energy and time

Whenever I speak with any leader my advice is the same as you’d give me.

Take time away from the day to day. We know it, yet we find it so difficult.

As leaders our two currencies are energy and time. If we run out of either, the game is up. Ask yourself:

On what am I spending my energy, and my time?

Look at your diary for last week and do a rough calculation. How many hours are you working, and what is taking the hours? How closely are they aligned to your strategic objectives? I guarantee if they are not aligned you will be feeling increasingly disengaged and frustrated. What is draining your energy unnecessarily? Awareness is key to change.

What brings you more energy? Make a quick mental list. How often are you

How am I gaining energy, and time?

doing those things? Can you do it more? (Examples might include exercise, meditation, talking to your R&D team, or going on holiday). Similarly, what brings you more time? (Examples might include saying no more often, cutting vanity projects, removing non critical meetings from your diary and improving delegation/empowerment).

I frequently invite leaders to book half a day a week. Mark it as a top project, then get away from your desk and give yourself valuable time to think. You will gain energy and time.

If we don’t look after ourselves, who will? The more energy and time you have, the better your decisions.

02

Get help from those who have been through it before

It is too easy to think that our problems, the challenges we face at work, are in some way unique. But they are not: the chances are someone, somewhere, has gone through something similar in the past. Only by talking to others can we gain valuable insight, often enough to make the difference between success and failure.

This is where having a comprehensive and well thought out network is worth its weight in gold. Networks are a vital tool when it comes to executive leadership, and the wider your network’s reach the better. A good business network will provide support, connections, introductions, mentors, sounding boards and more - you gain a deep knowledge pool that you can draw on outside of your usual work contacts.

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Summer Edition 2021

03

Get a stranger (albeit, one with expertise) to help

WHERE TO FIND HELP Find a mentor outside of your usual day to day network.

Finding one is easier than you think. Simply ask! How

‘It’s lonely at the top’ is a statement many of us

would you react if a peer from within or outside your

experience first hand. Making big decisions can

organisation reached out via LinkedIn with a simple

feel very isolating. We don’t want to ‘bring our

message “I would love a short mentoring conversation

work home’ and cause stress to those we love”.

with you on an issue I’m facing?”. Why would your request

Further, the decision

receive a different response from the one you would give?

often impacts the colleagues

Utilise the services of an external executive coach:

around you

someone outside of your situation who can give you a

meaning it

fresh perspective. (See the notes within this section on

is difficult

how to pick the best Executive Coach).

to find impartial

Value yourself, and seek out the right people to support you.

counsel.

04

Use the right tools

Considering how common it is to make difficult tough decisions there is a lot of easily accessible help out there. One delightful book I recommend full of decision making models is called The Decision Book: Fifty models for strategic thinking by Mikael Krogerus and Roman Tschäppeler.

Once a difficult decision is made, other challenges come to the fore.

Change management, human psychology, organisational theories, communication strategies, maintaining morale and more. Having the right professionals on your side can be crucial to success. Give us a call.

We are good to work with, and will be both supportively challenging and

05

challengingly supportive.

Keep burnout at bay

A constant threat to any leader is burnout and I’m no different. Many years ago I was forced to take six months off because of burnout.

Fifteen years ago, I was running my first fast-growing start-up. I’d been working 70+ hour weeks for some time.

There was an unrelenting need to win new deals, hire new staff and ensure we were delivering what we’d promised.

One particular day was particularly memorable. I’d been up since 6am, made back-to-back calls while driving the three hours to London, had five key meetings during a hectic day and then jumped straight back into the car to drive the three hours back home to Derbyshire, again, the whole time on the phone. I drove instead of relaxing on the train because it meant I was “in control”.

Summer Edition 2021

51

On this day, I dashed back to read a bedtime story to my nine-year-old daughter (I’d already missed the slot to read to my six-year-old). I sprinted up the stairs, pulled out her favourite book at the time, snuggled up in bed next to her, and began to read.

A little while later, I was awoken with a, “Dad! Wake up! You’ve fallen asleep!”

Four stressful years later, I was seriously struggling. I would wake up feeling as if I had not slept. I felt like someone was feeding me sleeping tablets throughout the day. If I went out with the family, I would need a snooze when we got there. I would fall asleep in restaurants whilst waiting for the food to arrive. I felt exhausted. I felt decades older. I turned up to work, barely functioning.

In the end, I had to take a six-month sabbatical. And it was only when I took a proper break that I realised just how burned out I had become. My experience was maybe extreme - but it can happen in so many different ways, and for so many different reasons. I worry about people in the year we have just had. A new study has discovered that our new reliance on Zoom is putting people in danger of burnout. Scientists say that being “on” all the time — constant eye contact through endless Zoom meetings — has triggered more stress and is making it harder for people to be intimate in real life. For all their benefits, working from home means missing out on travel time resulting in less time for reflection. It is so easy to end up in back to back Zoom/Teams meetings forgetting that at the office we would walk to meeting rooms, go out for lunch and catch-up socially over coffee.

Big danger signs. My path back to health was a long one, but I discovered many lessons on the way that could prove useful to you. Since my recovery I have helped many senior business leaders protect themselves (and their people) against, or recover from, burnout.

Anyone can burn out, but I have found that those who believe themselves to be more able, stronger, tougher even, are most susceptible to missing the signs. Which is why I developed my own four-part early-warning system (I call these my canaries in honour of those beautiful winged creatures miners took with them into mines as a warning system. If they sing, all is good. If they stop, get out..)

EARLY WARNING SIGNALS DO I FEEL MENTALLY ALERT? - Everyone else saw it, but I didn’t see the warning signs. So now, I try to be more honest with myself. Do I find myself searching for words? Does my brain feel like cotton wool? Do I feel continuous fatigue? If yes, then I know to ease up on the workload, not push myself so hard at the gym, and allow myself more sleep. Einstein needed 10 hours of sleep at night as well as his daytime naps to fuel that amazing brain of his. And I, like Edison, Leonardo Da Vinci, Napoleon Bonaparte and Aristotle, love a 20-minute afternoon power nap.

AM I GETTING ENOUGH EXERCISE? - Exercise is very important to keep the body and mind healthy and alert. I have found that my life is balanced if I am motivated to go to the gym at least three times a week. The word ‘motivated’ is key - I have the desire and energy to do so.

HAVE I LOOKED AT MYSELF IN THE MIRROR LATELY? - I found that dark rings under my eyes was a sure indicator that I was sailing close to the edge. No rings, no problem, which is why I always check.

AM I CONNECTING TO A DEEPER PURPOSE? - We need to get away from the things that are stressing us out so much. Making time regularly for a walk in nature, or some quiet meditation and reflection works wonders. By asking myself these four questions, and being honest as to the answers, I ensure I prioritise my own wellbeing and stay effective.

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Summer Edition 2021

Often the subject comes round to coaching, which begs the question, how to pick the right executive coach?

5 Steps to Picking Your Executive Coach All the evidence shows that working with a good Executive Coach can positively transform your leadership effectiveness and results. But what makes a good Executive Coach? And how do you find a coach that is a good fit for you?

When looking for a good Executive Coach – it’s best to think H.A.P.P.Y. History - The right experience and background Ability - Robust qualifications, expertise and ethics Personality - Are they self aware, intuitive, dedicated to my success?

Presence - Are they credible, do they inspire me?

You - It’s about you and not them

3 - Personality Good coaches are driven by a desire to improve and develop. They have a strong desire to help people, teams, or organisations to perform at their most genuine, authentic, best.

1 - History

QUESTIONS TO ASK -

Because we all judge success differently, look for the

Is this coach interested in me?

type of previous experience that is relevant to you and

Did they surprise me with the power of their questions?

your circumstances.

QUESTIONS TO ASK -

4 - Presence

What is it about your history that makes you the ideal

Executives are time-poor. When contemplating a

Executive Coach for me?

coaching programme, they need to make an instant

How does your history make you a good coach for our

decision as to whether they are willing to invest the

organisation?

time and energy to work with a particular coach.

QUESTIONS TO ASK -

2 - Ability A good coach will facilitate increased self-awareness, provide new perspectives and help implement powerful

Would I like to spend longer with this coach?

Are they making me think?

new ways of ‘being’. Working with a good coach can

5 - You

transform both your professional and personal life.

Having said that, the most important part of the

QUESTIONS TO ASK -

process of choosing a coach is you.

What personal development have you completed to

QUESTIONS TO ASK -

make you a better coach?

Was the session focused on me, or them?

What is your underlying philosophy as an Executive

Did I feel I was competing for time, or was I given the

Coach?

space to explore my own thoughts and feelings?

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Summer Edition 2021

MASTERBECOMING CLASS A NED W

WeQual Club Members were eQual has access to some incredibly talented, experienced and knowledgeable business minds - and it is to this

knowledge bank that WeQual Club Members have access. With masterclass, and think tanks, and reports, and studies, there is a regular stream of information running through the club.

exclusively given the inside track on how to get a role as a non executive director by two master executives in a masterclass earlier this year

The subject matter varies wildly, but what is consistent is that it is a subject that the members of the WeQual

In fact, it is such a useful experience that often

Club have asked us to investigate for them.

companies are looking for that experience from internal candidates to executive committee roles.

One of the subjects most requested by WeQual Club Members was how to become a non-executive director.

Getting a role on a board of directors is a very different

What has been noted, in conversations with HR

process than getting a regular role - whether it be for

directors and members of the executive committees

an executive committee (ExCo) role or below that:

of some of the biggest companies in the world, is the

everything is important - from how your CV is set out

importance of having executive experience outside

to how you present yourself at the interview.

of your remit. And one of the most popular and

So, we set up a masterclass for interested WeQual

recognisable ways of getting a role on an executive

Club Members. We asked Maria da Cunha and Orna

committee is to get yourself appointed to a non-

NiChionna to come and talk on Zoom about their

executive director (NED) role on a board of directors.

experiences as NEDs - and as executives in general

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And they have plenty of experience. Maria is a trained

Orna, meanwhile, was on the Board of Royal Mail, too,

lawyer who was on the Executive Committee of British

but is now a Non-Executive Director for Burberry, and

Airways for seven years. She is currently a NED for

also the Chair of their Remunerations Committee. She

Royal Mail and De La Rue. She is also a Panel Member

is a Senior Independent Director of Saga, too.

of the Competition Markets Authority and a Member of the Board of Trustees at Community Integrated Care, a

Orna and Maria spoke exclusively to our club members.

national social care charity.

Further down is a look at the most useful points.

OUR TWO MASTERCLASS EXPERTS

Maria da Cunha Current roles = NED at Royal Mail Group and De La Rue = Panel Member on Competition Markets Authority = Member of Board of Trustees at Community Integrated Care (volunteer)

Former roles = ExCo at British Airways (18 years at company) = Legal career with Lloyd’s of London and Hogan Lovells (11+ years)

Volunteer work = Member of the Board of Trustee of Community Integrated Care

Orna NiChionna Current roles

= NED at Burberry and Saga = Chair of Founders Intelligence and Soil Association = Senior Advisor at Eden McCallum = Trustee at Sir John Soane’s Museum

Former roles = NED at Royal Mail = Partner at McKinsey & Company (18 years at company)

Volunteer work = Deputy Chair of the National Trust = Chair of the Soil Association = Trustee of the Sir John Soane’s Museum = Trustee of the Institute for Fiscal Studies

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What does a NED do and what responsibilities do they have on the board? sure the company is properly run. More importantly, you are actually there to help the management by asking the right questions. It’s about bringing the outside in to ensure they have an objective external perspective to help make the business better.

ORNA - If it’s going terribly well you may think NEDs are not doing much because the management has addressed the awkward questions that NEDs would have asked. But that in itself is a value because when you have a board meeting coming up it forces you to up your game and iron out any weaknesses.

NEDs are there to help the management

MARIA - Two principal purposes. Formal Governance side which is to make

Different countries have a variety of structures, but can you explain the response of the chair and NEDs?

Who elects NEDs?

ORNA - In the UK, the Chair has become much more part of the

lot of influence but, effectively,

democracy, actually. All of the directors are held liable together.

NEDs, in my experience, are

The Chair is the one who has the most power (soft power) and has

selected by the whole board.

more responsibilities in talking to the CEO and leading the board.

It would be very unusual for

But that will differ by country. In the US it is very common to have

someone to be appointed a

a CEO who is the Chair and the President.

NED without the whole board

MARIA - The Chair has a

agreeing.

What do companies look for in a NED ?

ORNA - They look for somebody who has the knowledge and thinking to ask interesting questions. So it is very useful if they are experts in a subject in which the board doesn’t feel totally expert. Or if they are expert in a subject in which the company needs to have expert knowledge. So, having a spike is very important and having the confidence to ask questions that may seem silly but if nobody has asked them they may not be silly at all.

MARIA - You need to try and find the companies that really fit with the things that you’re an expert in.

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Do you have to go for NED roles in your industry?

MARIA - I would say no, absolutely not, in fact it is more helpful if you have experience in another industry so you can give them a completely different perspective.

What do you need to do to get noticed?

ORNA - It’s handled by a small number of headhunters. So it’s useful to write to these headhunters, but it is helpful to do a lot of the work for them because they won’t always do a lot of homework on you. So you write to them and say quite clearly what you bring to a board. And explain how the skills you have will be very useful to a FTSE 250 or whatever company you are looking for. That, with a well written CV, is more likely to get the headhunter interested. The big mistake that people make - especially women - is they explain that they would like to be on a board because they would learn a lot from the experience. They are not interested in that. They want to know what you bring to a company and its board.

MARIA - I would only add that it helps if you can get someone to give you an email introduction and also to work your contacts book.

What does the interview process for a NED role look like?

ORNA - Once you have approached the headhunter they may ask you to come in for a chat, and that is the start of the interview process. At that stage they are trying to understand what your skills are. Then they may park your CV and you hear from them a year later when something ideal comes across. If you are interested in it, then they will probably want to see you again. Those early interviews before you get on a shortlist have to be taken extraordinarily seriously. One thing to note is that a lot of headhunters are women and it may seem in the interview process that she is your friend but you have to remember that she is the gatekeeper for the company offering the role. When you are asked to talk about yourself you have to be very disciplined and talk anecdotally about your achievements and the job that you do and the skills you bring to the role. And link that experience and those skills to the NED role that the company is offering.

MARIA - I would just add that going forward in the process, make sure you have really done your homework on the company, and you have really thought through what you can bring to the table.

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How do you elegantly transition from working full time to working for NEDs? MARIA - I wanted to dip my toe into the NED world before I went full-time. I was advised that it is a lot easier to get that first board role while you are still in a senior role - and it is definitely an advantage if you are at a wellwhat I wanted to do next after 17 years at BA. I said I was interested in a NED role and didn’t hide from him the fact that I was considering it as a more full-time role in the long run. He was very supportive, he thought it was a great idea and he could see the benefit of it for BA. If not the CEO, then talk to your HR if that’s more appropriate to your situation.

Are there any pitfalls you should be aware of going through the process?

ORNA - One question I’ve sometimes asked is, “Is there anything about this company that you are hoping that I won’t find out about until after I’ve joined?” For example, if a

When is a good time to change and how long should you stay in one role?

company is in financial trouble and they are telling you about their fantastic recovery strategy then I would be very wary especially for your first board where you want to play it as safe as possible.

ORNA - Under UK law you can’t stay more than 9 years on any board.

That means that you may be asked to come off after 6 or 7 years so that they can bed in a new board member in an orderly fashion.

What kind of time investment level is there in an NED role?

MARIA - That depends partly on the company - some have fewer than others. One of mine has 9 a year, plus committee meetings, the other has 7. You need 2 clear days a month to attend meetings plus one clear day to prepare for a meeting. But if something major happens it can be a lot more than that. At the start of the Covid lockdown - between March and June I had weekly calls for each of my NED roles. I spent a lot of time mentoring board members during that time. And sometimes you have to get on a call at short notice if something crops up (a big contract bid or board recruitments), so it is quite flexible.

A well-written CV, is more likely to get a headhunter interested

Talk to your CEO about your development

known company. In my case, I brought it up during a development conversation with my CEO who was asking

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Make sure you do your homework before any interview

Do you see any trends in what is being looked for on boards?

ORNA - There are two things that boards are hot on at the moment: digital transformation and Environmental, Social, and Governance.

Is there any advice about what would make you a successful board member?

ORNA - Stay right up there with that big picture. Don’t get too far into the smaller stuff but get right up there and push them to think more about how they came to a particular decision.

Does getting on a non-profit board help get a NED role on a company board?

MARIA - I don’t think there is a right or wrong way. What is important is to show headhunters you have been in and around boards. If you don’t have exposure in your role then being on a third sector board is very useful.

ORNA - Do one if you are passionate about it, or if it takes zero hours or one that has zero risk (and they’re aren’t many of those).

Would you recommend a FTSE100 executive going for a FTSE250 role or a mid cap?

Digital transformation and Environmental, Social, and Governance are hot NED tickets

ORNA - I would consider going for a FTSE 250 because I would be wary about charities.

Summer Edition 2021

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