Global statistics, collected by global analytics group Gallup, say that only 13% of people worldwide are engaged in their jobs, that the majority of people who resign from their position do so because they don’t feel their skills are required and used, and only 2% feel like their workplace supports them. Continue reading “Tinna Nielsen, founder, Move the Elephant for Inclusiveness”
At Shell, diversity and inclusion has always been part of our DNA. D&I is a competitive advantage in today’s global marketplace. Data from McKinsey & Co’s Why Diversity Matters report shows that companies in the top quartile for gender diversity are 15% more likely to outperform their competitors. Continue reading “Donny Ching, legal director, Shell”
Diversity and inclusion is a concept that is very strong within Deutsche Telekom. As early as 2010, the management board of Deutsche Telekom set a goal for 30% of the company’s management roles worldwide to be filled by women. Continue reading “Dr Claudia Junker, general counsel, Deutsche Telekom”
Taking the moral position, that diversity and inclusion are ‘the right thing to do’ has not motivated change in business. Yet there has never been a senior leader that has said to me, ‘I want to treat people unfairly’. Continue reading “Lisa Kepinski, founder and director, Inclusion Institute”
The benefits that diversity and inclusion bring to the organisation in terms of strategic thinking… it’s a completely different world. When I talk about diversity, I mean not only gender and geography, but also background, education, upbringing, and the way we think. Continue reading “Barbara Levi Mager, general counsel, Sandoz”
Atos is strongly convinced about the importance of diversity as a key value driver for the group’s future continuous growth and competitiveness, and has launched the ‘Atos Group Diversity Program’, with group executive sponsors, a group diversity programme manager and a group diversity committee. Continue reading “Alexandre Menais, executive Vice President, M&A strategy and corporate development, Atos”
In our business there are always two discussions around the motivation for creating a workplace that is inclusive of LGBT members of staff. One relates to matters of the heart, but there are also matters of the head. Continue reading “Ian Johnson, Founder, Out Now”
GC: Could you tell me about your background and how you came to be working in-house for Seattle Genetics?
Jean Liu (JL): I started out as a scientist, not a lawyer. I went to grad school to study molecular biology, but when I started my PhD programme, I realised that I didn’t have the temperament to focus on very specific, minute details – I preferred to have a broader vision.
Continue reading “In conversation: Jean Liu, general counsel, Seattle Genetics”
GC: Could you start by telling me about your own background and how you came in-house?
Chris Sundermeier (CS): I spent 15 years at a Silicon Valley-based technology law firm Cooley LLP. At Cooley, I spent a lot of time working with tech companies, doing a variety of different types of litigation. I always felt like it would be interesting to go in-house and, rather than consult as an outsider on litigaton and make recommendations about what the company should do, really work on the bigger picture business and make the actual decisions about what the company should do. I came to Reputation.com specifically becausete former CEO of this company was a client of mine, and when I realised he was looking for a general counsel, I reached out to him. It was a good decision and I have been here for the last five years.
Continue reading “In conversation: Chris Sundermeier, general counsel, Reputation.com.”
GC: You have worked in the technology sector for much of your career. What are the most significant developments, in your opinion?
Continue reading “In conversation: Mark Chandler, general counsel, Cisco”