Gender is an obvious diversity issue for us as a company that primarily employs engineers, and therefore is not known as an employer of lots of women. Continue reading “Juergen Reul, general counsel, BMW”
Diversity and inclusion improves excellence in execution and risk management, and it gives strategic advantage. It improves execution by enabling better problem-solving; it’s an early warning system for bad decision-making. Continue reading “Nia Joynson-Romanzina, founder and director, iCubed”
My mother is a lawyer and all through my youth, during the summertime, I would work as an intern with her or her colleagues, going to court, seeing criminal and civil cases. Continue reading “Miral Hamani-Samaan, director of M&A, corporate transactions and international governance, Hewlett Packard Enterprise”
ln Europe, diversity and inclusion takes on a cultural dimension – around identity, national culture, and languages. In the early years of the diversity and inclusion profession, issues of ethnicity and ethnic groups were less in the frame in Europe, whereas gender was much higher on the radar screen. Continue reading “Farrah Qureshi, CEO, Global Diversity Practice”
At JTI, we perceive inclusion and diversity as talent management, and believe that what makes a company is having the best talent. To that end, we try to ensure that JTI is a great place to work, driven by diversity – be that of thought, ideas or people. Continue reading “Ana Isabel Montero Corbin, legal director, Japan Tobacco International”
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”
Europeans know a thing or two about diversity. After all, a neighbour in the next town might speak a different dialect, or the nearest big city might be over the border in a different country. Continue reading “Shaping diversity: part one”
In order to capitalise on the benefits that a diverse and inclusive workplace can bring, a leader may have to get beyond initial resistance within the corporation, often arising from fear of being targeted or implicitly blamed. Continue reading “Shaping diversity: part two”
Despite the many senior GCs and in-house counsel that we have interviewed for this report (and elsewhere in GC magazine) as active sponsors of diverse workplaces, some of our consultants noted that legal departments were not typically being identified by diversity professionals as pioneers within their corporations on this issue. Continue reading “Shaping diversity: part three”
Diversity and inclusion are now top strategic priorities for 21st century business leaders. Across the globe, many general counsel and law firm managing partners are engaged in the debate and committed to creating the conditions for diverse and inclusive organisations. Continue reading “Diversity toolkit”