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We all recognise that strong leadership has a direct influence on organisational outcomes. Increasingly though, it's becoming clear that leaders must not only be able to clearly articulate a clear vision and purpose for their organisation, but also a clear set of values for how that vision and purpose is to be achieved.
The think-tank Tomorrow's Company sets out a vision for how purposeful companies can prosper in our uncertain world. Taking insights from over twenty companies who think it is important to have a purpose beyond profit, the report shows how the most successful companies over decades, centuries even, are those with a clear and enduring purpose that combines financial success with outcomes that are important to human beings and the society in which they live.
In Japan, for instance, 20,000 companies are over 100 years old and five are over 1,000 years old - all of these have clear values and a higher purpose above the bottom line. Many leading long-established firms in the rest of the world have purposefulness at their heart - according to Jamseti N Tata, found of India's Tata Group, 'The community is not just another stakeholder but is the very purpose of our existence.'
Embedding leadership culture
As so coherantly explained by leading South African judge and governance guru, Professor Mervyn E King, author of South Africa's ground-breaking King Governance Code, 'leadership isn't just the 'Tone at the Top' - it must translate to the 'Tune in the Middle' and the 'Beat of the Feet on the Ground.'' Without a truly embedded set of values across an organisation, those values don't translate into behaviours and behaviours into appropriate actions.
According to CBI/ Porter Novelli survey, confidence in business has fallen amongst the general public by 9% in the past year. At the same time, the public wants businesses to be more engaged in today's big issues such as gender pay gaps, data protection and immigration. In fact, 72% of the public are prepared to champion firms who stand up for what they believe in.
Diversity in style and background
All governance codes in today's world stress the importance of diversity in leadership - indeed, in many countries, equality is increasingly enshrined in law. In the UAE and Norway for instance, female participation in boards is required by law.
Would the Global Financial Crisis have happened had more firms had more truly diverse boards? To succeed in today's diverse environment, it is essential to have knowledge of, and be able to establish effective working relationships with people of different backgrounds. Businesses must be able to relate to the people they are trying to reach. HSBC is one trans-national company that has responded positively to this challenge with its 'think global, act local' approach, becoming a leader in diversity to make it happen.
Furthermore, according to Boston Consulting Group, after a survey of 1700 companies in eight countries, there is a clear correlation between diversity - whether that be gender, age, nationality, career path, industry background or education - and overall innovation. Companies with above average diversity in their management teams showed innovation rates 19% higher than those with below average diversity.
This seminar features speakers who will explore these issues in more detail and how they translate to effective risk management in practice.
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Thursday, 18 October, 2018 - 17:00 - 19:30
Event Date & Location
Speakers: profiles and presentations
Ruth Denyer, Group Operational Risk Director, ITV
Ruth is the Group Operational Risk Director at ITV where she builds the approach to operational risk management across the Group and specifically both the Group Health and Safety and Insurancefunctions. Ruth graduated with a degree in occupational health and safety in 1997, and her first role at the National Theatre was followed by a brief stint at KPMG and then the Prince’s Trust before moving to ITV in 2004. Her current role supports in the delivery of a risk management approach for a global, constantly growing and changing business where no two productions ever have the same risk profile.
Presentation: Underpinning the approach to Health and Safety with risk management
We use the term risk management all the time but has this fundamentally changed how we are approaching Health and Safety risks or is it just a new way of wrapping up the same stuff? Within our organisation we really believe we have shifted the dial and will talk more about the key aspects that have influenced and supported this impact.
Karla Gahan, Deputy Global Head of Risk & Advisory, VinciWorks
Karla is a risk, business continuity and crisis management specialist, who works for VinciWorks, a leader in risk management software and consulting. On a regular basis, Karla deals with complex subjects that can challenge people’s core beliefs and behaviours, such as responding to a global cyberattack, terrorist attacks in various jurisdictions, as well as localised, office-based emergencies. Applying experiential and commercial knowledge and understanding how people might behave in such extreme circumstances has been invaluable in responding to such incidents. She believes that identifying and understanding complex interrelationships between various risks is essential to an effective enterprise-wide approach to risk management in a global business environment. Karla has previously held roles in knowledge management, compliance and communications. She is an associate member of the Business Continuity Institute (AMBCI), a certified member of the Institute of Risk Management (CMIRM), and member of Airmic. She is also an examiner for the IRM’s International Diploma in Risk Management (Module 6 - Crises, Resilience and Future Risks), and has been involved in the IRM and Airmic’s technical and membership committees.
Presentation: Decision making, cognitive diversity and unconscious bias
There is much discussion on unconscious or implicit bias in business circles, however what does this mean for you and your firm? Can recognising how to consider and address particular biases affect the success and reputation of your business? In this session, we will look at how it can influence your decision making processes and how recognising and addressing unconscious bias can affect the success of your business.
Syreeta Brown, Managing Director, Head of Global Recruitment Strategy & Programs, Citi
Syreeta Brown heads up Citi's Global Recruitment Strategy & Programs function as part of the Global Recruitment function in HR. Syreeta leads a team located in different geographies which covers the Global recruitment processes and systems/ technical infrastructure, social media and recruitment marketing, as well as managing the program office for all global recruitment programmes. As part of this remit Syreeta also has responsibility, partnering with Regional Heads of Recruitment and key stakeholders, to define Citi's strategy for sourcing the beset talent and developing the Employee Value Proposition as part of Citi's core recruitment process.
Syreeta joined Citi in November 2010 as Regional Head of Recruitment for EMEA. Prior to joining Citi, Syreeta was a HR Director at British Telecom Group PLc, having joined as a graduate in 1998. She rapidly advanced her career over 12 years working across various businesses in a number of roles. Syreeta holds a BA (Hons) English Literature from Goldsmiths College, University of London, Masters in Human Resources from University of Westiminster, and an Executive Masters in HR Leadership from Rutgers. She is a Board Trustee for a Charity based in London, 'Access All Areas Theatre' and a champion of addressing challenges facing working parents whose children are impacted by Autism. Syreeta has two amazing children, Che, 15 and Chloe, 9.
Presentation: How we help to create the right risk culture as part of our Talent Acquisition engagement and recruitment process
Citi recruits over 77,000 people a year on average with over 50,000 being externally sourced. This equates to over one million applications that we need to process and manage effectively and in a compliant way with increasing regulatory scrutiny over hires in a various parts of our business, at senior levels and for specific country regimes.
The complex landscape means we have had to be thoughtful and creative about how we can continue to engage the right candidate for the opportunities in Citi that aligns with our values, business objectives and culture. It is also important to make sure that once we have engaged those individuals we can continue to foster the right behaviours and ethical standards that we expect of all our employees aligned to performance around what they do and how they do it.
The presentation will discuss how Global Recruitment have helped to contribute to this agenda both at a strategic and operational level and some of the challenges and opportunities that we have been faced within in this journey. There will also be a review of some of the tools and processes we have put in place to make sure we continue to create the best experience for candidates, recruiters, hiring managers and our employees.
Steve leads Amarreurs Consulting Ltd, a specialist firm providing international business strategy, risk and resilience, occupational health and safety, and change management and consultancy services.
Steve is a prolific writer on risk management and business strategy, risk in major projects, international development and on competency standards for the risk management profession. He previously served 12 years as Chief Executive Officer at the Institute of Risk Management (IRM). He is also a part-time university lecturer in risk management and a member of British Standards Institution's committee for risk management. In addition, he serves on several risk management committees for major organisations.