t h e
m a g a z i n e
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a n g l o - f r e n c h
french chamber of great britain  www.frenchchamber.co.uk
b u s i n e s s MARch / ApRIL 2016
From
diversity to inclusion: walk the talk !
IN THIS ISSUE: 5 minutes with David McMillan, Chairman Global Health Insurance and CEO Aviva Europe INTERVIEW: Peter Todd, the first non French Dean of HEC
Breakfast with Jacques Attali, President of Positive Planet Theodo, second best start-up to work for in France, hits London Public and private sector perspectives on creating diverse and inclusive workplaces
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EDITORIAL
Estelle Brachlianoff President, French Chamber of Great Britain Senior Executive Vice President of Veolia UK & Ireland
W
hen I became President of the Chamber, one of my key priorities was to find out from our members what you value, understand how we help you and, in turn, make sure you are fully aware of our services. So I am delighted that over the last few months, the Chamber has made a concerted effort to gather feedback from members through a survey, conducted by IPSOS, as well as Focus Groups. These have given us valuable insights into how our services are perceived by members, how they could be fine-tuned and what more we could do. Thank you to those who contributed their time and energy to this. For its part, the Board has also put extra time and thought into the Chamber’s strategy, convening for an unprecedented special meeting focused on this in January. Putting all this together, we have a better sense of direction for the Chamber, which takes into account the needs and desires of our members and consolidates our strengths to meet them. We know from our members’ feedback that one of the things they value most about the Chamber is the opportunities it provides for networking and making business connections, and our upcoming Memberto-Member Cocktail and Exhibition is the perfect platform for forging links between businesses, large and small. We look forward to seeing many of you at the Pullman London St Pancras on 12 April, for what has become one of our most popular events. Back to the issue of INFO in hand, which has a Focus called ‘From Diversity to Inclusion: Walk the Talk’. Through various articles and interviews, the moral as well as the business case for diversity and inclusion is set out, visible and invisible traits considered and a few taboos are held up to the light. A number of companies tell their stories of how they are tackling diversity imbalances and working to embed inclusion into their culture. It is an insightful and thought-provoking read, underlining just how important diversity and inclusion are for productive, innovative and successful workplaces, not just in terms of creativity but also financial returns. So if you want to improve your bottom line make sure you don’t just read our Focus, but also act on it! On a final note, we would like to welcome the new British Ambassador to France, Sir Julian King KCVO CMG, who took up his appointment at the start of February. He succeeds Sir Peter Ricketts GCMG GCVO, who has retired from the Diplomatic Service. I
info
- march / april 2016 -
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CONTENTS
From
I s s u e 2 2 3 / M a r c h - A p r i l 2 0 16
diversity to inclusion: walk the talk !
34
26
40
8
69 55 comme nt
LIFE S T YLE
7
51 52 54 55 56 57 58
UK ‘New Deal’ sparks debate and countdown
BUSINE S s WOR LD
8 10 11 12 13 15 17 18 20
5 minutes with... David McMillan, Chairman Global Health Insurance and CEO, Aviva Europe Vinci completes the Lee Tunnel Air France launches new Glasgow service Aviva launches venture capital arm JCDecaux starts new creative hub in London PwC acquires Praxism UK Reports and research: Atos, PwC, KPMG SME news Start-up stories: Theodo
E DUC ATION
22 Interview: Peter Todd, Dean of HEC 24 News briefs 26 FOCUS
From diversity to inclusion in the workplace 28 29 30 32 34 38 39 40 42 43 44 46 47 48
The business case for diversity and inclusion Dig deeper for the dividends of diversity What about inclusion, diversity’s forgotten twin? Interview: Sir Simon Fraser on diversity and inclusion in the public sector Creating diverse and inclusive workplaces: interviews with D&I leaders at EDF Energy, SPIE, Veolia, L’Oréal, Colas Rail Making the choice 5 ways to make real inclusion your competitive edge The law and diversity Gender Pay Gap reporting – The latest Education: the missing piece of the inclusion puzzle Embracing physical and mental impairments as part of an inclusive workplace Privilege – The missing conversation in D&I Managing cultural diversity through cultural intelligence Making sense of it all: putting theory into practice
Royal Opera House: Frankenstein What’s on Books Travelogue: Morocco’s southern road Tales from a mustard sommelier: Maille Eat, Drink, Stay - briefs Cheese & Wine Press
6 0 CHAMBE R HAPPENINGS
61 63 64 66 67 68 69 70 70
Chamber shorties Report on the French Chamber members survey New members Hats off to... / New main representatives The sweet taste of New Year Breakfast with Jacques Attali Cross-Cultural Quiz evening Intercultural Trophy Ambassador’s Brief: What prospects for Franco-British relations on the eve of the EU referendum Breakfast at Christie’s with CEO and Chairwoman Patricia Barbizet
FORUMS & CLUBS
72 73 74 76 77
HR Forum: Are you ready for the Generational Shift tsunami? Interview: Michael Whitlow, Chair of the HR Forum Climate Change Forum: Outcome & implications of COP21 Climate Change is everyone’s business lnterview: Jeanne Monchovet, Co-chair, SMEs & Entrepreneurs Club Forthcoming Forums & Clubs Forthcoming Events
Managing Director: Florence Gomez Editor: Keri Fuller Head of Corporate Communications: Marielle Fraize Graphic design & cover artwork: Katherine Millet Advertising & Sales: Suzanne Lycett Publications Assistant: Aurore Largerie INFO is published every 2 months Printed by: CPI Colour Contributors: Peter Alfandary, Isabelle Allen, Eric Charriaux, Sarah Churchman, Emma Codd, Ruth Cooper-Dickson, Tim Drake, Brian Gosschalk, Claudia Jonczyk, Vinay Kapoor, Elish Kennedy, Thibault Lavergne, Simon Mercado, Ruth Mhlanga, Robert Milnes, Richard Shakespeare, Raymond Silverstein, Manuel Wachter, Joseph Williams Distribution: French Chamber members, Franco-British decision makers, Business Class lounges of Eurostar, Eurotunnel and Air France in London, Paris and Manchester Editorial and Publishing Office: French Chamber of Great Britain Lincoln House, 300 High Holborn London WC1V 7JH Tel: (020) 7092 6600; Fax: (020) 7092 6601 www.frenchchamber.co.uk
info
- march / april 2016 -
YOUR ESSENTIAL DAILY READ Our award-winning journalists keep you informed on all the latest industry news, ensuring you make the best possible business decisions.
- info - march / april 2016
comment
UK ‘New Deal’ sparks debate and countdown Simon Mercado, UK Director of ESCP Europe Business School examines exactly what Prime Minister David Cameron secured in Brussels, ahead of June’s public vote on the UK’s EU membership
T
he ‘Brussels settlement’ on the UK’s EU membership
of maximising the potential of the Single Market and easing
terms delivers a meaningful result on the Government’s
the regulatory burden on business is neither new nor a UK
demands for EU reform. It will now be put to public test in the EU
monopoly. Whilst the UK might have been a consistent advocate
Referendum of 23 June. The Government will be calculating that
of enhancing the functioning of the Single Market and of the
enough has been delivered in each of the key areas of negotiation
minimum necessary legislation principle, the Council’s commitment
to present the UK as having secured ‘special status’ in a European
to simplifying Single Market legislation and cutting red tape is
Union refocused on promoting free trade and prosperity. In calling
more like old wine in a new bottle. It is hardly new vintage. Given
for the UK public to back EU membership on new terms, the Prime
evidence that administrative burdens on firms represent additional
Minister and Government have watched waters part inside and
cost equivalent to 3.5% of the EU GDP, it would seem obvious to all
outside of the UK Conservative Party. But what about the deal itself
that administrative barriers be tackled. However, the real debate is
and how far-reaching is it?
between red tape and sticky-tape, or that type of tape that actually
One of Mr Cameron’s most public statements has been
allows the different elements of the Single Market to stick together
that the Government has brokered a package of reforms and
in promotion of trade and investment despite divergent rules and
guarantees under which the UK would have special status as a
product regulation in different national markets. Whatever the
continuing EU member state. This is undeniable, if not exactly
commitment made to the UK here – and it is clearly welcomed by
a ‘badge of honour’. This is the first time that a Member State
most business firms and confederations – tensions will endure
has unilaterally brokered a renegotiation of its very terms of EU
between the desire to streamline regulation and to harmonise
membership. An exemption
or deepen it in pursuit of
for Britain from the EU
better product market
treaty goal of ‘ever-closer union’ is more symbolic than earlier (specific) opt-outs secured on Economic & Monetary Union, passport-
This is the first time that a Member State has unilaterally brokered a renegotiation of its very terms of EU membership
free movement and judicial
regulation and market integration. What is certain is that all member states recognise the potential economic gain in tackling the limitations of the Single
co-operation, but it is more fundamental. Similarly, the deal on
European Market. Britain’s emphasis on promoting trade and
migrant worker rights under which Britain will alone be able to
competitiveness might help to catalyse and focus efforts that need
restrict in-work benefits and child benefit payments to migrant
to address the challenge of better integrating capital and energy
workers from other EU states, sets Britain apart. The UK has
markets and building a Digital Single Market. It is far from a minor
agreed rules under which new arrivals from the EU will have to wait
point that the Single Market is as yet incomplete. It has been
four years before they can claim full in-work benefits and under
estimated that additional economic gains of one trillion euros can
which child benefit payments for children of UK-based migrant
be achieved through its completion.
workers living in other EU states will be pegged to prevailing (local) living costs. If these elements of a ‘new deal’ do confer a special status upon
Finally, in changing the terms and basis of its EU membership, the Government will also point to the agreement it has reached with its EU partners on a new ‘red card’ system. Objection to
the UK, those surrounding the euro and Britain’s relationship to the
a piece of proposed EU legislation by at least 55% of national
Eurozone, underscore the UK’s minority status as an EU member
parliaments can now force discontinuation of the consideration
state outside of the Eurozone. Mr Cameron won guarantees that
of draft legislation within EU institutions. This is something of an
countries outside the Eurozone will not be required to fund euro
extension of a deal cut under the Lisbon Treaty of 2009 under
bailouts and will be compensated when central EU funds are
which an early warning principle was established.
used to support it. Not so much ‘special status’ as ‘minority group
Both sides in the Brexit debate should see the deal therefore
insurance’. Recognition that the EU is a multi-currency environment
as significant if not revolutionary. Above all else, it fulfils the
comes as a policy bonus.
promise of negotiation and opens up the path to a final public test.
As for the Government’s claims on trade and the internal
Indeed, with deal done and date set, the great national debate
market, it is significant that the UK deal includes commitments
now really comes alive. Track its progress and contours in this
to advance single market freedoms and to reduce the regulatory
continuing feature. I
burden on business (especially on SMEs). However, the principle This column will run until the referendum on UK membership of the EU takes place. Members wishing to contribute to it should contact Keri Fuller at kfuller@ccfgb.co.uk info
- march / april 2016 -
5 minutes with...
David McMillan Chairman Global Health Insurance and CEO, Aviva Europe
You are Aviva Europe CEO and Global Health Insurance
wine warehouse? French wine was already greatly admired by
Chairman. What do you do in these roles?
the British people at that time.
As CEO of Aviva Europe, I oversee our businesses in France,
The company as we know it today was formed from the
Italy, Poland, Lithuania, Turkey, Spain and since end 2015
merger of Commercial General Union, itself created by the
Ireland. I am also accountable for our activities in India. It’s a
1998 merger of Commercial Union and General Accident, and
great mix of companies, with strong mature businesses and
Norwich Union in May 2000.
high growth emerging markets. Across Europe, we’re offering
The group rebranded as Aviva in 2002 and we completed
a wide range of life, general – motor, home, commercial – and
last year the acquisition of Friends Life to create the largest
health insurance products and asset management solutions to
insurer in the UK. We are today one of the world’s leading
over 11 million customers.
insurance companies, serving 33 million customers across 16
In addition to this role, I also chair our Health Insurance
countries.
product line globally. Health is one of the fastest growing insurance sectors driven by aging demographics, medical
Aviva is one of the market leaders in the UK, but what
advances technology and growing pressure on state funding.
about France and elsewhere in Europe?
This is a big opportunity for us.
Europe is a big part of Aviva and is strategic to the Group as it provides a valuable source of diversification.
Have you always been in the insurance industry?
France is Aviva’s second largest market, accounting for
I have been in the insurance industry for more than 13 years.
over 15% of Group’s profits, and we are a top 10 insurer
Since I joined Aviva in November 2002, I have held a number
in both life and general insurance markets. One of our key
of senior roles in the UK and at Group level. I was previously
strengths is our well-diversified distribution model, gathering
Group Transformation Director and Chief Executive Officer of
a growing tied agency network, the largest network of financial
Aviva UK & Ireland General Insurance.
advisors Union Financière de France, a broad network of
Prior to joining Aviva, I spent 12 years as director of management consultancy at PricewaterhouseCoopers, leading
brokers and strong direct positions. We also enjoy a long-standing relationship with AFER
transformation and turnaround projects spanning financial
(Association Française d’Epargne et de Retraite), the top savings
services, manufacturing and fast-moving consumer goods
& retirement association in France, with more than 720,000
(FMCG) companies.
members and €50 billion in assets under management. AFER is a strong partner with an influential voice in the French eco-
The name Aviva is relatively new (since 2002), but the company traces its origins back over 300 years. Can you
system to preserve our policyholders’ interests. We recently launched La Fabrique Aviva, a fund of €1
explain how today’s company came about?
million which is financing entrepreneurs and associations, with
We can indeed trace our heritage back to 1696, when Hand-in-
responsible and innovative projects for local communities. This
Hand was founded at Tom’s Coffee House in St. Martin’s Lane
has been a great success. We reviewed over 1,000 projects
in London. But our story is similar to that of insurance in many
and received over 2.7 million votes from internet users.
other countries and in the 19th century, pioneering Aviva
Within the rest of Europe, we have strong businesses in
companies established agencies and branches all around the
selected markets. We are the fastest growing life insurer in
world. Did you know that in France, we opened our first agency
Poland, the largest general insurance player in Ireland and No.
in 1825 in the Bordeaux region and wrote our first policy for a
1 in pensions in Turkey.
- info - march / april 2016
5 m i n ute s with . . . DAV I D M c M I L L A N
Insurance is one of the last markets to adapt to digital and we want Aviva to be a leader in this field. Digital revolutionises the way customers interact with us
What are the key differences between the European
health and wellness platform we recently launched in China in
markets that you oversee? Are there any common trends?
partnership with the large retail company COFCO.
We operate in both mature markets such as France, Italy and
We know we have more to do in this area, but we are well
Ireland, and fast-growing emerging markets such as Poland
positioned to take advantage of this growing market with a
and Turkey. Insurance penetration, measuring premiums as
trusted brand, powerful distribution networks and a large
a proportion of GDP, is a good indicator to assess market
existing customer base.
maturity and for example the penetration is almost 6 times lower in Turkey than in France. Although each market is different, we observe common
Aviva has a ‘Digital First’ strategy. What does that mean in the insurance context and what work are you doing to
trends, notably in terms of changes in our customers’
implement it?
behaviour. For instance, with the rise of new technologies,
Insurance is one of the last markets to adapt to digital and we
our customers are looking for more direct relationships with
want Aviva to be a leader in this field. Digital revolutionises the
insurance companies and tailored solutions adapted to their
way customers interact with us. For instance, in France, where
needs.
we have a strong tied-agency network, we launched ‘Aviva et moi’ in July 2015 – a multi-access platform, allowing customers
Honing in on the French market in particular, how do
to transact seamlessly with us through face-to-face meetings,
French financial services compare to the UK, and how are
telephone and digital.
business relations between the two countries?
Over the past 12 months we have made significant
The life and health insurance markets between France and the
progress across Aviva in our digital journey and we will be
UK are very different, but mostly similar in general insurance.
reallocating annually £100m of investments globally to digital.
Regulations in each country, tax advantages in France for life
To help with this, we opened two ‘digital garages’ in Hoxton,
savings policies and state involvement in the health system,
London and in Singapore, two of the world’s fin-tech hubs,
produce different market dynamics. An interesting difference
and launched in December 2015 ‘Aviva Ventures’, a wholly
is the relative maturity of digital in the UK compared to France.
owned venture capital business which will invest £20 million
In the UK, 70% of motor insurance sales start online. In France,
per year over the next five years in digital and new technology
it is less than 20%.
businesses.
What amazes me about France and the UK is that although the two countries are very close geographically, they differ
Can you tell us about what is done at your Digital
widely in terms of culture. There is a healthy tension arising
Garages?
from differences in business mind-set, ways of working and
Our Digital Garages are dedicated spaces where technical
education. The cross-cultural relations booklet published by
specialists, creative designers and business leaders aim
the French Chamber, Light at the end of the tunnel is my ‘Bible’.
to bring innovation in products and services, and new business closer together, turning ideas into pilots within
Healthcare strategy comes under your remit. What is your
weeks. The Garages are designed to increase collaboration
team doing in this arena in terms of projects, products
across countries, functions and disciplines and ‘Aviva et moi’
and innovations?
illustrates this, as it uses existing UK technology adapted for
We have been running Aviva’s customer attitudes survey
our customers in France.
across our 16 international markets for over 10 years, and our customers’ number one concern has consistently been their
What does Aviva get from being a member of the French
health. People are living longer, are wealthier and healthier,
Chamber?
but chronic conditions are also more common, and in many
The French Chamber brings great opportunities to meet
countries, state funding is under pressure, leaving people with
peers. I particularly value the quality of events – for example, I
a gap in their healthcare provision.
recently attended a really informative speech by HE Ms Sylvie
In this context, we can make a real difference by developing innovative, low-cost and digital products, such as Cancer Essentials in the UK and MyFamily cover in Singapore.
Bermann, Ambassador of France to the United Kingdom, on the relationships between the UK and France. The French Chamber also brings a good opportunity for us
We will complement these with wellness services to help our
to showcase our business in France. I
customers manage and improve their lifestyle, building on the
Interview by KF
info
- march / april 2016 -
BUSINESs WORLD - COMPANY NEWS Compiled by Marielle Fraize
Vinci completes the Lee Tunnel: London’s first super sewer On 28 January, the Mayor of London, Boris Johnson, officially opened Thames Water’s Lee Tunnel, the first of two super sewers which will dramatically improve the health and cleanliness of the Rivers Lee and Thames in the capital for generations. The Lee Tunnel is the largest single project in the history of the privatised water industry in England and Wales and is the deepest ever bored under the capital at around 75 metres deep. It is the most significant development of London’s Victorian sewers since Sir Joseph Bazalgette originally built the network in the 1860s. The tunnel was completed in January 2014 by MVB, a joint venture of Morgan Sindall, VINCI Construction Grands Projets and Bachy Soletanche. Boris Johnson launches the Lee Tunnel The Lee Tunnel project has already received a number of industry accolades, including the ICE’s ‘Infrastructure Award’ and the ‘Greatest Contribution to London Award’; it also got several Gold Awards from Considerate Constructors, as well as the ‘Project of the Year’ at the Ground Engineering Awards. UnPS, the Tunnel and Shafts designer of the Lee Tunnel, was presented with the ‘Design Innovation of the Year Award’ at the 2015 NCE Tunnelling & Underground Space Awards. Construction on the Thames Tideway Tunnel, which will connect to the Lee Tunnel, will start later this year. Morgan Sindall is involved in the delivery of Tideway West and VINCI Construction Grands Projets and Bachy Soletanche in Tideway East. The £678 million Lee Tunnel runs 6.9km from Thames Water’s Abbey Mills pumping station, the biggest in Europe, and will act as a collection and storage tank before transferring the flows to Beckton sewage works, which Thames Water has expanded by a further 60% to manage the increased volumes. I www.vinci-construction-projects.com/british-isles
Total starts-up production at Laggan-Tormore, West of Shetland Total has started-up production from the Laggan and Tormore gas and condensate fields, located in 600 metres of water in the West of Shetland area. The fields will produce 90,000 barrels of oil equivalent a day (boe/d). ‘Laggan-Tormore is a key component of our production growth in 2016 and beyond. The innovative subsea-to-shore development concept, the first of its kind in the United Kingdom, has no offshore surface infrastructure and benefits from both improved safety performance and lower costs,’ said Arnaud Breuillac, President Exploration & Production. ‘By opening up this new production hub in the deep offshore waters of the West of Shetland, Total is also boosting the United Kingdom’s production capacity and Europe’s energy security.’ The Laggan-Tormore development consists of a 140 kilometre tie-back of four subsea wells to the new onshore
The Total Shetland Gas plant, 28 miles north of Lerwick
Gas Export System (SIRGE) and the condensates are exported via the Sullom Voe Terminal.
Shetland Gas Plant, which has a capacity of 500 million standard
Total E&P UK operates Laggan-Tormore with a 60%
cubic feet per day. Following treatment at the gas plant, the gas
interest alongside partners DONG E&P (UK) Limited (20%) and
is exported to the mainland via the Shetland Island Regional
SSE E&P UK Limited (20%). I www.uk.total.com
10 - info - march / april 2016
BUSINE S s WOR LD - COMPANY NE WS
Air France launches new Glasgow service Air France is set to expand its short-haul network with daily
be well received. Air France KLM’s Scottish offering will ensure
flights to and from Glasgow, marking the airline’s third Scottish
that local businesses are better connected to key markets
destination and ninth UK destination. Commencing on 27
around the world and we are proud to provide the largest
March, the daily flight will connect Glasgow to Air France’s
city in Scotland with connectivity to and from key worldwide
Charles de Gaulle hub in Paris. The airline will offer a number of
destinations’. I www.airfrance.co.uk
connections to its worldwide network of over 130 destinations from Scotland, including Shanghai, Tokyo and New York. Air France’s decision to introduce services from Glasgow Airport follows a strong business case put forward by the airport and will strengthen its links with the UK market as well as position Air France as a key intercontinental airline for Scotland. Research showed significant support from business and leisure sectors for the route as well as a growing demand for connectivity due to Glasgow’s diverse economy across a variety of sectors. Warner Rootliep, General Manager of Air France-KLM UK & Ireland said: ‘Demand from Scotland continues to grow and Air France has always invested in its Scottish network and local relationships from the region. We are pleased to further strengthen our presence in Scotland, with the introduction of the Glasgow-Paris route and we are confident the news will
Warner Rootliep, General Manager of Air France-KLM UK & Ireland celebrates with Amanda McMillan, Managing Director of Glasgow Airport
Veolia targets expansion in Ireland Veolia is targeting significant growth in Ireland. Veolia Ireland Country Manager, Pat Gilroy said: ‘We are now poised for expansion in the Irish
market,
targeting
double
digit growth annually over the next
five
years
and
creating
300 new jobs. As we transition to a low carbon economy, it is imperative that companies can access environmentally sustainable solutions. We are setting out to do just that, providing businesses in Ireland with the means to manage their resource needs more efficiently and grow with us in a circular economy. ‘We now want to challenge
the popular narrative that pits
Niall Gleeson, Managing Director Veolia Ireland, and Pat Gilroy, Veolia Ireland Country Manager
environmental concerns against the needs of business. Our recent report highlighted that adopting “circular economy” principles could contribute €1.65 billion to the Irish economy and create as many as 5,000 jobs over 10 years. Following a recent €450 million deal, we are already set to operate Mayo Renewable Power, Ireland’s largest independent biomass power plant which opens in 2017 that will help provide Ireland with 8% of its renewable energy needs.’ I www.veolia.co.uk
info
- march / april 2016 - 11
BUSINE S s WOR LD - COMPANY NE WS
ENGIE and BNP Paribas Factor partner to provide greater assistance to mid-size companies
Aviva launches venture capital arm to invest in new digital businesses
ENGIE and BNP Paribas Factor are partnering to set up a pilot collaborative reverse factoring programme on an international scale. In early 2015, energy sector leader ENGIE embarked upon a study to find the best business solution as support for its suppliers. The resulting study showed the interest of ‘reverse factoring’ to achieve this end, especially for mid-size companies. The Group chose the reverse factoring service of BNP Paribas Factor to offer ENGIE suppliers short-term financing at a single, most attractive rate. Suppliers subscribing to the programme will be able to send their invoices electronically to ENGIE and receive immediate payment without waiting for payment dates, thus benefiting from immediate liquidity to extend and develop their activity. The programme’s first phase will cover up to 8,000 French suppliers and will be offered in early 2016 for durations of six to ten months. The programme will also enable ENGIE to enhance its purchasing management and stabilise its supply chain. The objective is to extend the arrangement to all Group entities in France, in anticipation of its international development. I www.engie.com / www.bnpparibas.com
Aviva is launching Aviva Ventures, a wholly-owned venture capital business, which will invest in a range of digital and new technology businesses. Aviva Ventures will provide early stage investment to back entrepreneurs with high growth businesses and, over time, expects to have a portfolio of small investments in a number of companies which have significant potential. Housed at Aviva’s Digital Garage in London’s Hoxton Square, Aviva Ventures will look to commit approximately £20m per year over the next five years. Aviva Ventures will target investments in digital and technology companies operating in four areas: ‘the internet of things’, for example in connected homes, health and cars; data and analytics; innovative customer experiences; and distribution, for example new ‘sharing economy’ platforms. Aviva Ventures is part of Aviva’s digital strategy and, through the investments made, will assist Aviva in identifying new commercial opportunities; the development of innovative business models and new digital insurance services and products which make insurance easier for customers. I www.aviva.com
EY opens new office and launches FinTech secondment programme EY’s new office in Canary Wharf, 25 Churchill Place, was officially opened by The Right Honourable the Lord Mayor of the City of London, Alderman The Lord Mountevans. The Lord Mayor also opened a panel event on talent in FinTech, with panellists Giles Andrews, CEO of Zopa, Christoph Reiche CEO of iwoca, and Lawrence Wintermeyer, CEO of Innovate Finance. EY has also launched a FinTech secondment programme. As the only Big Four member of Innovate Finance, EY will second members of staff into Innovate Finance member firms for three-month periods to help accelerate innovation programmes and start-up growth. In this first round of the programme, EY will second five people into FinTech firms. I www.ey.com 12 - info - march / april 2016
The Rt Hon the Lord Mayor of the City of London, Alderman The Lord Mountevans cuts the ribbon for EY’s new office in Canary Wharf
BUSINE S s WOR LD - COMPANY NE WS
JCDecaux starts new creative hub in London JCDecaux is launching a London-based digital creative hub
and Co-CEO of JCDecaux, said: ‘The launch of our new
‘JCDecaux Dynamic’, which will focus on the creative side of
London-based digital creative hub, JCDecaux Dynamic follows
digital content and technical creativity, enabling JCDecaux’s
the award of the largest bus shelter advertising contract in
clients to deliver contextually aware advertising and innovative
the world by TfL in 2015. Our showcase of 1,000 new digital
creative. Alex Matthews, former head of creative technology
screens on London’s bus shelters on top of assets across rail,
at BBH, will be heading up the new hub as managing director,
malls, supermarkets, roadside and airport, along with the
developing its products and services and establishing
introduction of JCDecaux Dynamic, will hugely amplify our
innovative creative production capabilities for JCDecaux. Rick
digital offering. We’re forecasting 50% of our UK advertising
Burgess, former technical lead at BBH, has been appointed
revenues coming from digital by 2017. Both, Alex and Rick are
CTO responsible for the development of the required
immensely talented individuals and I’m looking forward to
technology and will lead a technical team.
innovative technology and creative execution for JCDecaux.’ I
Jean-François Decaux, Chairman of the Executive Board
www.jcdecaux.co.uk
easyJet reveals concept designs for hybrid plane As part of its strategy of
20 years’ time, as part of a
reducing
competition
carbon
its
passengers’
footprint,
easyJet
has unveiled plans for a
to
celebrate
easyJet’s 20th birthday in November 2015.
revolutionary zero emissions
easyJet will now work
hydrogen fuel system for its
with its industry partners
aircraft which could save
and suppliers to apply the
around 50,000 tonnes of
cutting-edge
fuel and the associated CO2
much sooner, with a trial set
emissions per year. easyJet
is
committed
to reducing its passengers’
technology
to take place later this year. The
hybrid
plane
concept utilises a hydrogen
carbon footprint and has set new targets for 2020 which will
fuel cell stowed in the aircraft’s hold. The concept has been
see a reduction of 7% over the next five years compared to
developed by easyJet’s award-winning engineering director
its emissions today. This follows a decrease of 28% over the
Ian Davies and his team working with some of the ideas from
last 15 years. easyJet invests in the latest technology, operates
students combined with easyJet’s own conceptual thinking.
efficiently and fills most of its seats which means that an easyJet
Head of Engineering, easyJet, Ian Davies, commented: ‘At
passenger’s carbon footprint is 22% less than a passenger on
easyJet, we are continuing to apply the use of new digital and
a traditional airline.
engineering technologies across the airline. The hybrid plane
For the hybrid plane concept, the airline has taken
concept is both a vision of the future and a challenge to our
inspiration from students at Cranfield University, who were
partners and suppliers to continue to push the boundaries
asked to develop ideas for what air travel might look like in
towards reducing our carbon emissions.’ I www.easyjet.com
First Minister of Wales opens new Deloitte office in Cardiff Deloitte’s new office in Park Street, Cardiff was officially opened by the First Minister of Wales, Carwyn Jones, and Deloitte UK senior partner and CEO, David Sproul in December. The new office highlights Deloitte’s expansion in the region, where the firm has made over 230 new appointments in 2015. It will serve as the third office for the Deloitte Cardiff Delivery Centre, led by director Ross Flanigan. The centre operates nationally and internationally and has established specialist teams in areas such as risk management, international tax administration, multi-lingual research, data analytics, technology and combatting financial crime. Overall, Deloitte now has four offices in Cardiff. I www.deloitte.co.uk
info
- march / april 2016 - 13
Š photo credits: VINCI, Crossrail, BBMV and MVB photo libraries
CONSTRUCTING A SUSTAINABLE FUTURE At VINCI Construction Grands Projets, we engineer solutions that are not only financially competitive, but also work in a way that is sustainable for the planet. Sustainability goes beyond the care we take in protecting our people and our environment. It’s also a commitment to offer new solutions to our clients and stakeholders. We nurture Innovation. Every two years, the VINCI Innovation Awards get increased entries, reaching 2,075 in 2013. These awards reflect the core values of the group and we are proud at VINCI Construction Grands Projets that the Lee Tunnel project (Thames Water) was awarded the Grand Prize in the UK & Ireland. To learn more please visit www.vinci-construction-projects.com/british-isles
Discover more...
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PwC acquires Praxism UK PwC is strengthening its fast-growing cyber security practice with the acquisition of Praxism, an Edinburgh-based consultancy specialising in identity and access management (IDaM). Praxism is renowned for solutions to effectively tackle staff, customer and consumer identity management problems faced by many organisations. Praxism’s founder & director, Derek Gordon, and 13 employees will join PwC’s Edinburgh office with one specialist located in the Leeds office. Managing user identity is a critical aspect of all security strategies and is a commonly cited audit issue among corporates. Praxism, which was founded in 2008, has been helping organisations tackle these technology challenges, with specialists working across a range of industries and sectors including public sector, healthcare, education and financial services. I www.pwc.co.uk
CBRE to manage Angel Central Shopping Centre in London CBRE, the global real estate advisor, has been appointed to provide property management services to the 150,000 sq ft Angel Central Shopping Centre, the prime retailing destination in Islington. CBRE will take full responsibility for the day-today management of the Centre and this appointment increases its UK shopping centre portfolio to more than 50. John Prestwich, Head of Retail Asset Management, UK Asset Services at CBRE, said: ‘Islington is one of the
capital’s most fashionable places to live and visit. Its rich heritage and upmarket culture means it’s a sought-
after postcode to be located with an eclectic mix of restaurants, bars, and shops punctuated with traditional 19th century terraces. The local population is set to grow and we look forward to working with the ownership team to ensure Angel Central Shopping Centre continues to attract a plethora of visitors and the best occupiers to reinforce its status as a marquee shopping centre in London and nationwide.’ I www.cbre.co.uk
Sopra Steria achieves first UK Gold Partner with SAS alliance Sopra Steria, a European leader in business change and digital transformation, has announced a strategic alliance with SAS, a leader in analytics, to deliver an end-to-end managed service and outcome based data and analytics offering. Sopra Steria is also the first strategic partner to meet the SAS Gold-level status requirements in the UK, due to its significant investment in and commitment to maintaining a comprehensive knowledge of SAS solutions and expertise in the Financial Services industry. Melba Foggo, Sopra Steria’s Managing Director for Financial Services, commented: ‘Business analytics is a key driver of superior business performance. This partnership with SAS strengthens the development of our SAS centre of excellence and accelerates our ability to continually shape flexible service offerings that drive value for our clients.’ Steven Toft of SAS said: ‘We are delighted to recognise Sopra Steria as the first Gold-level partner in the UK to meet the partner programme requirements. Their expertise combined with our SAS platform will provide powerful business intelligence offerings for customers.’ I www.soprasteria.co.uk
Mazars named National Firm of the Year Mazars was named National Firm of the Year at the recent 2015 British Accountancy Awards. UK Senior Partner Phil Verity said: ‘We are absolutely thrilled with this award: particularly as the category was not open to self-nomination; but was instead based on an independent client survey. To win on the strength of client feedback is a great testimony to our commitment to
client service, outstanding quality and technical excellence.’ Run by Accountancy Age, the British Accountancy Awards ceremony took place in central London and was attended by hundreds of people from across the profession representing both the largest firms, and smaller local practices. I www.mazars.co.uk
info
- march / april 2016 - 15
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EDF Energy presented with national award for equality EDF Energy has become the first energy company to achieve
Janet Hogben, Chief People Officer at EDF Energy, said:
the National Equality Standard (NES) award, the UK’s most
‘Creating a culture that is truly inclusive takes hard work and
comprehensive assessment of diversity and inclusion in
commitment. Our employees and networking groups have
business. The NES has been developed and sponsored by EY
been at the forefront of driving change and we are delighted
in partnership with 18 other UK and global companies and
that their efforts have been formally recognised by the
is supported by the Equality and Human Rights Commission
National Equality Standard.
(EHRC), the Home Office and the Confederation of British Industry (CBI).
‘We believe that a more diverse workforce will out-think, out-innovate and out-perform less diverse organisations. The
The company’s policies and practices were assessed against
National Equality Standard has provided us with a great call to
70 competencies covering all nine protected characteristics of
action to engage everyone in the business and continue our
the Equality Act 2010. To complete the assessment, over 120
journey to embed diversity and inclusion fully at EDF Energy.’
members of staff were interviewed about their awareness and experience of diversity and inclusion.
The final report provides recommendations and areas for improvement to enable the company to further improve its
Steve Varley, Chairman and UK&I Managing Partner at EY,
policies and practices. I www.edfenergy.com
presented EDF Energy’s CEO Vincent de Rivaz with the official accreditation.
Industry accolades for International SOS International SOS, the world’s leading
generalists and compensation and
(EMMAs) that recognise the global
medical and security services company,
benefits specialists representing 204
mobility industry’s leaders, business
was selected as the preferred provider
organisations.
successes and rising stars.
for personal security and medical
The Forum for Expatriate
International SOS was recently
emergency services in the benchmark
Management is a community of global
awarded the ‘Most Innovative Use
study, ‘Policy in Practice 2015: Business
mobility professionals representing
of Technology’ Award during the US
Travelers’ by 60% of the Forum for
top international organisations, and
Global Mobility Summit in San Diego,
Expatriate Management (FEM) survey
organises conferences, networking
as well as ‘Risk Management Specialist
respondents. The respondents
exhibitions and the Expatriate
Company of the Year’ at the CIR Awards
were global mobility managers, HR
Management and Mobility Awards
in London. I www.internationalsos.com
Veolia shines a light on plastic recycling with Lumiere London To encourage people to think more about plastic recycling, Veolia joined forces with Artichoke to bring Litre of Light to the Lumiere London light festival in January. The Litre of Light exhibit, located at Central Saint Martins in King’s Cross, emphasised how recycling and a simple technology can change thousands of people’s lives across the world. Veolia is supporting the project as part of its goal to highlight the importance of plastic recycling with a particular focus this time on families. This is significant since the latest YouGov research, commissioned by Veolia, reveals how children aged 815 know more about recycling than their parents. The Litre of Light exhibit, which was one of 30 artworks and installations in the festival, showed issues relating to poverty, sustainability and climate change, and the positive impact innovation and recycling can have. The artwork was created by reusing plastic bottles – that might otherwise have ended up in landfill – to create a safe and sustainable source of light for people living without electricity in their homes. I www.veolia.co.uk 16 - info - march / april 2016
BUSINE S s WOR LD - R E PORTS & R E SE ARCH
This is a selection of research papers and reports on a variety of topics produced by Chamber member companies
Atos on making London ‘the best connected city in the world’ The incoming Mayor of London is being urged to embrace a period of ‘unprecedented change’ to shape the city’s digital future, with Londoners being empowered to transform, innovate and revolutionise the use of digital services to power the public services of the future. The opinion paper, ‘Digital Vision for London’, was produced by Kulveer Ranger, Director of Digital Public Services at Atos and former Transport and Digital Advisor to Mayor Boris Johnson. The paper gathers a collection of thought leadership pieces written by industry experts and business technologists from organisations such as Google, Business Services Association, London Chamber of Commerce and Industry, SOCITM, Policy Exchange, the Smart London Board and Atos UK & Ireland. Noting the foundations already in place to support London’s digital ambitions, the paper sets out where the increased use of digital and technological innovations can support better public services, and also outlines case studies from Edinburgh, Eindhoven and Blaenau Gwent where the use of digital innovations has improved the responsiveness and delivery of public services. I Digital Vision for London – January 2016. Available at: http://uk.atos.net/content/dam/uk/documents/your-business/digital-vision-forlondon-report.pdf
PwC What is on the minds of UK CEOs for the year ahead? The PwC 2016 global CEO survey shows that UK CEOs are holding their nerve in the face of an uncertain world, taking a longer-term view on growth and planning to hire more people than their European peers. The findings, based on a global research sample that included over 100 UK CEOs, also confirm that UK CEOs perceive more threats to their businesses than three years ago, as geopolitical and cyber threats increase. Importantly the UK is retaining its status as an investment ‘hotspot’ for CEOs across the world. I Redefining business success in a changing world – 19th Annual Global CEO survey – January 2016 Available at: http://www.pwc.com/gx/en/ceo-survey/2016/landing-page/pwc-19th-annual-globalceo-survey.pdf Also available, Global survey: www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016.html
KPMG Incumbent telcos must go through their next mutation Today, we spend more time using third-party services such as Twitter, Instagram and WhatsApp than we do on the branded services provided by telcos. However, these multi-billion dollar businesses would not exist were it not for the likes of BT, Vodafone or Telefonica. Their infrastructure sits behind every tweet, photo and internet call. Yet their relevance – in the eyes of the consumer at least – seems to have declined as they focus more on apps and devices, rather than the service provider. So how can traditional telcos remain relevant? I The £1.65bn Opportunity, Digital Telco Survey -October 2015 Available at: http://www.kpmg.com/UK/en/IssuesAndInsights/ArticlesPublications/Documents/ PDF/Market%20Sector/Communications/digital-telco-survey-2015.pdf
info
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London-based practice Mossessian Architecture, together with Paris-based exhibition architecture practice Studio Adeline Rispal, have won an invited competition to design a museum of the Islamic faith in Mecca. The Makkah Museum will offer a unique interpretation and reflection of faith to the millions of Muslims who visit Makkah. The brief specified an imaginative use of technology, which is being interpreted in this project not only through the installation of exhibits but also through the immaculate engineering of the building form, offering a unique synthesis between creative faith, heritage and modern technology. Michel Mossessian commented: ‘We were thrilled to be able, through cultural empathy, to achieve an expression of form that resonated for those drawn to Mecca and the life of the prophet globally. And what an honour it is to work on project that will be so significant to followers of their faith.’ I www.mossessian.com
® Mossessian Architecture
Mossessian Architecture to design Makkah Museum in Mecca
Makkah Museum, Arrival Courtyard, public entrance
Deezer partners with Three UK Deezer, the global digital music streaming service, has entered a partnership with Three, the UK network, to give mobile customers more on-demand music with unlimited access to Deezer Premium+ for six months. Additionally, Deezer is now embedded on all Android devices sold by Three. The initial sixmonth promotion will form part of long-term relationship, and will launch further initiatives. ‘Three is a natural partner for Deezer, not only do they account for 42% of all the UK’s mobile data traffic but they are constantly innovating to move the industry forward’, said Christian Harris, MD of Deezer UK & Ireland. I www.deezer.com
Esterline and Efinor finalise joint venture partnership Efinor group has announced the formation of EDEL – an unincorporated joint venture ( JV) between Efinor and Darchem Engineering, for the design, manufacture and installation of nuclear reactor / spent fuel pool liners. EDEL is to focus on opportunities to develop, supply and service liners and similar installations arising from forthcoming UK and worldwide projects to build new nuclear power plants. Fabrice Lepotier, President and founder of Efinor, and William Meijer, Managing Director of Darchem Engineering, signed the formation agreement between the companies at the Nuclear Industry Association & Nuclear Institute Annual Dinner in London in December. I www.efinor.com Fabrice Lepotier, President and founder of Efinor, and William Meijer, Managing Director of Darchem Engineering, co-signing the agreement
Lowendalmasaï becomes Ayming Following the merger of Lowendalmasaï and international consultancy firm, Alma Consulting Group, a new international consulting group called Ayming has been formed. I www.ayming.co.uk
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Stack Overflow to organise Tech Talent Week Tech Talent Week London, founded last year by Stack Overflow with several local groups, is a festival of events that celebrates London’s community of developers, taking place between 25 and 29 April. Software is taking over the world and London has a booming tech scene – this brings challenges and opportunities for employers. Tech Talent Week seeks to help employers better understand and engage with the top technical talent in the city, and aims to raise the visibility of the capital’s 71, 497 professional developers; the people driving innovation and growth in the city. I www.stackoverflow.com
Pearl Linguistics translation services wins Best Business Award Pearl Linguistics was named winner of the Private Sector - Best Customer Focus at the 2015 Best Business Awards. Commenting on the award, the Chairman of the Judges explained that the company uses specially designed
translation memory software enabling them to work 60% faster than competitors. The other advantage of the software is that it memorises phrases and if repeated, clients do not pay, thus cutting bills by 30%. I www.pearllinguistics.com
Gefco extends its contract with Caterpillar BCP GEFCO has been supplying a European road transport solution between the Caterpillar suppliers and its plants for a number of years. The new contract, which began with a pilot at the end of 2014, will see GEFCO convert one-way packaging to GefBoxSystem solutions, a reusable packaging programme which offers a wide range of reusable packaging, enabling a number of environmental and operational efficiencies to be achieved. Under the new terms GEFCO will manage the inbound transportation of the packaging to Caterpillar’s suppliers and collect empty packaging from production sites. I www.gefco.net
Académie du Service opens London office Académie du Service, a consulting and training firm for companies operating in the service industry, has opened its first overseas subsidiary in the UK, where the company will bring its expertise to companies that want to stand out through service culture, employee engagement and customer satisfaction. Académie du Service UK ’s capabilities include training managers and in-house trainers, as well as associates to embody appropriate
attitudes to increase customer satisfaction, as well as measure, communicate, and reinforce service culture within companies. Académie du Service has worked with CAC 40 companies such as Michelin, PSA Peugeot-Citroën, BNP Paribas and Société Générale along with UK and US companies in the retail, transport & logistic, telecoms and hospitality sectors. I www.academieduservice.com
BearingPoint wins Central Banking Award 2016 Management and technology consultancy BearingPoint has won the prestigious Central Banking Award 2016 in the category ‘Technology Provider of the Year’. The judging panel honoured BearingPoint for ABACUS/Regulator, a leading-edge data collection and regulatory analytics platform for central banks and supervisory authorities. BearingPoint’s technology is helping central banks to tackle the vast amounts of data being generated by new regulatory and financial stability mandates. Ultimately, this should enable central banks to use data inputs to inform decisions in a more precise and effective manner. I www.bearingpoint.com info
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Start-up stories
Theodo
Fabrice Bernhard Founded by two Ecole Polytechnique graduates, Theodo was recently named the second best start-up to work for in France. Now in the UK, it is helping companies – large and small -with their digital transformation and nurturing the next generation in its incubator
‘
W
hen you talk about digital revolution, people think it’s
Since then, Theodo has grown tremendously, especially
a tech revolution but it’s actually an organisational
in the last three years. Its French team went from 15 in 2012,
revolution,’ says Fabrice Bernhard, Co-founder and
to 100 currently. Mostly doing web development for start-
CTO of Theodo. This is where Theodo comes into the picture.
ups until 2011, they now work with larger clients such as BNP
The clever web and mobile development start-up works
Investment Partners, Société Générale, Sagem and Suez, and
according to an Agile methodology, meaning that their tech
their recommendation rate went up to 98%. Fabrice explains
team works in direct contact with clients to offer a solution to
this sudden success with the implementation of Agility in
their clients’ business problems by diving into their businesses
2012, allowing the tech team to provide innovative answers
and challenging their clients on the way to solve the problem. ‘When you look at Amazon for example’, explains Fabrice, ‘what they do differently from traditional companies is that they organise in very small teams that are very agile and able to innovate. Whereas
in
traditional
to business problems by working
Key to Theodo’s success is its “smart coders” – engineers who like coding but are also interested in the business side
companies,
directly with the clients, as well as taking advantage of the opportunities the digital revolution brings. Theodo also has the capacity to deliver quickly thanks to the technical team’s expertise and specialisation, usually in less than five weeks.
all innovation has to go through the top management to be
Key to Theodo’s success is its ‘smart coders’ – engineers
validated. What makes them smarter and different are the
who like coding but are also interested in the business side.
principles that they use, and these are agile principles.’
Fabrice explains that back in 2012, Theodo was among the
The company was founded by two graduates from
first and is still one of the very few businesses to hire these
Ecole Polytechnique: Benoît Charles-Lavauzelle and Fabrice
top university profiles – drawing its talent from the best
Bernhard. It wasn’t their first entrepreneurial venture. As
schools and universities in France and the UK such as Ecole
students they had
set up allomatch.com, a start-up that
Polytechnique, HEC, Oxford and Cambridge. One of the things
indicates bars and restaurants broadcasting sport games
that has surprised Fabrice is the quality of the engineering
around your location. After winning an entrepreneurship
talent in the UK. Given that engineers are not accorded the
contest, allomatch.com became a full-time project, which
same prestige as they are in France, he had not expected
grew quickly to 300 clients. However, realising that allomatch’s
British engineering graduates to be of such high calibre.
potential was limited, they created Theodo in response to
In terms of career perspective and structure, Theodo
increasing demand for web and mobile development in 2009.
is appealing to high potential engineers. ‘These profiles do
Their first client was an architecture and design agency
not have much choice in terms of career path: they either
that helped businesses become more accessible to disabled
go to specialised IT service companies or go into finance or
people, which asked them to automate their consultancy
consulting where they do not code at all,’ explains Fabrice.
reports. Theodo’s solution allowed the company to produce
As a fast-growing company, the start-up promises eager-to-
digital reports in only three days compared to the three- week
learn graduates from top universities the prospect of gaining
pen-and-paper procedure they had before.
technical expertise with experienced co-workers and learning
20 - info - march / april 2016
BUSINE S s WOR LD - SME profile
about project managing according to Agile principles, which are
solving a recruitment problem. Realising, that being in Paris
key to the digital revolution according to Fabrice, especially as
was sometimes not appealing to the talents that Fabrice and
many will become CTOs themselves in the next five years. Most
Benoît are looking to hire, they decided to set up in London to
former Theodo employees have become CTOs of start-ups.
offer a more attractive option to potential employees.
Helping people grow is one of Theodo’s core interests but
Since their July move, Theodo has already worked with
the company has taken it even further by setting up its own
six clients, start-ups mostly, including Matchprint.co.uk and
incubator. Theodo Academy aims to help people launch their
Cubewise, but they are looking to help both start-ups and
own start-ups. In fact some of Theodo’s former employees
bigger companies with the issues and opportunities that the
are among the young entrepreneurs that have received help
digital revolution has presented.
to start their own businesses, and this is a draw to potential candidates at the outset.
In the UK, Theodo plans on using its French experience to service its clients, double the size of its London office and
Theodo, recently named the second best start-up in
make it self-sufficient and independent. Helping launch start-
France to work for, opened its London branch in July 2015.
ups in new domains through their incubator is also part of
Feeling adventurous, the two entrepreneurs were seeking an
their growth strategy. The plan is to launch at least one start-
international challenge, but the London office is also about
up a year for the next 5 years. I Aurore Largerie
CRéATIVE FRANCE launches in London Muriel Pénicaud, CEO of Business France, unveiled the ‘Créative France’ campaign in the UK on 23 February at Shoreditch House Member’s Club in the presence of HE Sylvie Bermann, French Ambassador to the UK. The Créative France initiative promotes France’s keys strengths – excellence in business and industry, major innovation potential, vibrant arts and culture – and will run in Britain throughout 2016. The UK has been chosen as a priority country, along with nine others, due to its strong growth potential, as well as its capacity to create and innovate. A total of 2,300 British companies are already established in France, where they employ more than 230,000 people. During the evening, Muriel Pénicaud announced
competition for innovative French entrepreneurs launched
the winner of the ‘Créative Next’ contest – an exclusive
in mid-January. The winner, Allegorithmic, a specialist in 3D texturing software, is now to become the new ambassador for the Créative France campaign, following in the footsteps of Edging, 42 and Medtech. After India, the UAE and Germany, this latest local campaign launch marks a strong start to the coming year, which will see “Créative France” continue to promote compelling aspects of France’s dynamic business environment worldwide. I creative.businessfrance.fr Above: HE Ms Sylvie Bermann while Muriel Pénicaud, CEO of Business France looks on Left: Sébastien Deguy, CEO and Founder at Allegorithmic, makes his first speech as a new ambassador for the Créative France campaign
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PETER TODD Dean of HEC
The first non French Dean of HEC, one of the world’s top business schools, talks about the school’s relentless pursuit of excellence and role in bringing on the next generation of executive talents and startup founders
You were appointed Dean of HEC Paris in September 2015.
HEC is in a process of internationalisation. How far has it
What drew you to this role in the first place?
come and what more needs to be done to make it a truly
Like a lot of things in life, it came down to timing and
international business school?
opportunity. I had spent 9 years as Dean of Desautels Business
HEC has done a fantastic job of shifting from being a great
School at McGill University and was on a sabbatical, reflecting
French business school to being a great global business school.
on what to do next, when I got a call from Paris. HEC is a school
That transition has largely been achieved through the mix of
with an amazing reputation – a French institution – and I never
the student population, with 50% being international and two
imagined that they would seek a leader outside of France. But I
thirds of our professors coming from outside of France. To be
soon realised it was a remarkable opportunity. Because of the
an elite business school you have to compete globally for talent,
way it has internationalised and the excellence it has developed
and clearly we do that at HEC. Where we still have work to do is
over the last 15 or so years, HEC is truly positioned to enter that
to build our network of international companies, so that we are
group of elite schools that are among the 10 best in the world.
a talent source of choice for global employers, just as we are in
To have that challenge of making a great school even better was
France. When we talk about that ambition to be among the top
very enticing.
10 business schools in the world, part of that is not so much about ranking, it’s about having mind share and being where
As a west coast Canadian, how do you find working in a
employers turn for the best management talent. To do this we
French environment?
need to create more awareness of HEC in the world.
I do speak French, which my colleagues tell me gets better every day! And I did spend the last decade in Montreal, working
With a lot of strong competition globally, how does HEC
in a French milieu and interacting with the French community.
differentiate itself and ensure it remains among the best?
Moreover, my wife and I have a particular attachment to France,
It is true that we are in this global competition for talent
visiting at least twice a year over the past 15 years. But the kernel
today, for both students and professors. What HEC offers is a
was probably planted in my childhood when my father worked
supportive research environment, and because great professors
for Lafarge and we did summer exchanges with a French family.
like to be with great students, our admission selectivity means
At HEC, I probably spend 75% of my time working in French.
they are not disappointed with the quality of our students. We
Although academic life is largely in English, the administrative
have vibrant and growing faculties for our professoriate, and
and management side is in French.
as we internationalise, we offer a comfortable environment for those who view themselves as citizens of the world.
Now that you have had a chance to settle in, has it met,
Moreover, because of its long-term relationship with the
exceeded or been different from your expectations in any
Paris Ile-de-France Chambre de Commerce, we have strong
way?
connections to business and industry providing practical
I came in thinking that this is a great school with an appetite to
experience which is combined with rigorous academic
be better, and that expectation has been met. The culture that
education. Around 45 corporate partners work with us on
my predecessor Bernard Ramanantsoa developed was one
programmes and support certificates that we deliver, in
of pride in accomplishment but a constant desire to improve.
industries ranging from luxury to energy and aerospace. There
That is what has driven the development of excellence in the
has always been that sense that the business school is there for
school based on a diversity of thought and culture. What has
the business community and vice versa.
exceeded my expectations is the great sense of community
Another distinctive characteristic is our network of 100
and engagement of the alumni, and their desire to propel the
academic partners around the world for exchanges and
school to greater levels. I’ve seen it wherever I’ve been – London,
double degrees, with the pinnacle partnership being our Trium
Geneva, New York and within different groups in France. It really
Executive MBA programme between HEC Paris, New York
is something special and there is great potential in energising
University Stern School of Business and London School of
these 55,000 alumni.
Economics.
22 - info - march / april 2016
We see the world shifting with tech innovation and disruption and we not only have to respond, but also try and be ahead of the market place What is HEC’s offering in the Executive Education market
tools, skills and capability to work in teams. We also have to give
and are there any plans to expand or deepen this?
them the opportunity to try and to fail, so a lot of our curriculum
Our Executive Education portfolio is very large, with 8,500
is based on fieldwork and coaching, but also increasingly involves
participants and generating revenues of €40m annually. It is
interdisciplinary work with teams across other schools. This
acknowledged to be among the best in the world, ranked second
leverages on the idea that building great businesses is not just
in 2015 by the FT. While we have a huge array of programmes, in
about the business part or the technology part, but how you put
many cases we are looking to deepen rather than offer more.
those things together.
The custom part of Executive Education, where we tailor
To push things further, we have set up an incubator at HEC.
programmes for individual corporations, is becoming a more
One of the companies to come out of that – 10 Vins – won the
important part of the business, and while currently 40% of
Jury prize at the CES global technology show in Las Vegas, so we
the revenue comes from outside of France, we are looking to
are already seeing the impact it is having.
internationalise more. In all of this, there is a sense that you cannot be satisfied with where you are – you have to innovate.
What importance does HEC place on social responsibility
We see the world shifting with tech innovation and disruption
and how does it incorporate a sense of responsibility
and we not only have to respond, but also try and be ahead of
towards society into its teaching programmes?
the marketplace.
HEC has a Society and Organisations Centre which works on curriculum development as well as research on the role of the
How has digital affected the learning environment and
private sector in society. People are increasingly taking a 360-
how do you ensure your students are abreast of the
degree view of organisations, looking at their impact on social
transformations happening in the business world?
structure, opportunities, equality and quality of life. In Europe
For one thing, we have to look at how we teach. In Executive
there is this sense that businesses have to think of the long
Education, for example, we know that business is going to
term, and an obligation beyond EBITA and earnings per share.
be disrupted particularly in certificate and open enrolment
We want our students thinking that way and have scholars
programmes with the MOOCs (Massive Online Open Courses)
addressing those subjects.
phenomenon. MOOCs offer great reach and range, but at the
As far as HEC itself is concerned, it is a very elite place,
same time they are expensive to put together and there is no
but this should be based on merit not economic opportunity.
clear economic model around them. What has been interesting
We do a number of things, such as need-based scholarship
for us is looking at the 170,000 or so people doing our HEC
programmes for 15% of our students, but more can be done.
MOOC on Corporate Finance. Half of them did not know about
We also recognise that the education system affects opportunity
HEC before signing up, so in terms of brand awareness, there is
for chance and choice, so through our HEC Foundation we have
clear value. We have also looked at their reusability as part of our
created scholarships for students going into the Preparatory
Executive Education and Masters programmes, so, for example,
programme so they have support much earlier. This year, the
we turned one on Corporate Finance into a Certificate for
‘majeure de promotion’ was a young woman who had received
Executive Education, and were able to create a revenue stream.
one of these scholarships.
In that way you can have a MOOC that has both a public good and a private buyer to sustain its development. Around 25 out of 130 professors are actively touching
How do you plan to develop your resources to continue delivering excellence?
technology in different ways, and that number will grow. The
I have never been in a school that has enough money! As of
key is blending technology with traditional learning, while
January, HEC has a new autonomous status, independent of the
recognising the importance of face-to-face learning, particularly
Paris Chamber of Commerce, which will enable it to publish its
in management education, as this is a people business.
own accounts and raise funds. What is important now is how we
Moreover, as these technologies evolve, our research base
manage internally to ensure we generate revenue to subsidise
will become more important, because this is what gives us
the Grande Ecole, research, student services and activities. The
unique content.
trick is to invest in the quality of what we do rather than growth in student numbers. We also now have a capital value for HEC
Entrepreneurship and innovation are strong themes
and that will allow us to think about how we can use debt to
in business today. What is HEC doing to nurture and
finance activities. The third pillar is fundraising, and having
encourage the next generation of start-ups and innovators?
raised €113m in the campaign from 2008-12, HEC is embarking
Today, we count around 100 start-ups coming out of the school
on a second campaign. Main projects will be around attracting
in a typical year, which is quite remarkable for a business school.
talent, supporting students, providing the best student services,
Many of our students seem to have caught the entrepreneurial
improving the campus infrastructure, and investing in digital,
bug – about 25% say they want to be entrepreneurs. Our job
entrepreneurship and social responsibility. I
is to nurture that mindset while giving them the management
Interview by KF
info
- march / april 2016 - 23
E DUC ATION - news
Top diplomats talk ‘careers’ at ESCP Europe, London French Ambassador HE Ms Sylvie Bermann and Sir Simon
ESCP Europe’s UK Director Professor Simon Mercado
Fraser, former head of the British Foreign and Commonwealth
moderated a very open Q&A session, covering a range of
Office, shared their experiences of diplomatic life with over
topics: ethics, reconciling personal beliefs with official policy,
150 international students at ESCP Europe Business School in
how to influence policy, skills diplomats need in the future, the
London as part of their National Model United Nations training
importance of getting to know who you are negotiating against
seminar, ‘Yes to UN: Young European Summit’. Students from
and where the real work is done behind the scenes of formal
ESCP Europe campuses in Paris, Berlin and Turin were joined
negotiations. The students expressed their gratitude with a
by others from ESSEC, HEC, Grenoble School of Management,
standing ovation. I www.escpeurope.eu
Kedge and NEOMA for a weekend of training in how to negotiate at the UN in preparation for their live simulation in New York in March. Both speakers have represented their countries at the UN and the European Union and knew each other well, having crossed paths during their careers in Paris, London and Brussels. Ambassador Bermann had also served in Hong Kong, Moscow and Brussels, and was Ambassador to China before the UK. Sir Simon had also worked in Baghdad and Damascus. In London, he ran two government departments: Business, Innovation and Skills and the Foreign Office. After short speeches outlining experiences at the UN,
L to R: Simon Mercado, HE Sylvie Bermann and Sir Simon Fraser
Groupe INSEEC UK launches incubator programme for graduates Groupe INSEEC UK has launched an incubator programme for its 15 schools alumni. Masterminded by Mike Abeyta, a serial entrepreneur who has built up and sold several companies over the years, the incubator programme is dedicated to supporting young entrepreneurs. The programme is based on the UK campus in Marylebone, where participants have access to the facilities and the expertise of more than 180 professors, most of whom run their own companies or consultancies and are industry specialists. Commenting on the incubator programme, Groupe INSEEC UK’s Director John Monahan said: ‘The realisation that jobs are no longer for life has had a significant impact on our students, many of whom are choosing to start up their own business as a career choice. We want alumni to obtain a gold standard service from our alumni programme’. To apply for the 2016/17 programme, potential candidates must be alumni from one of the Groupe INSEEC schools, and send their application to Mike Abeyta at 32 Aybrook Street, London, W1U 4AW. I www.groupeinseec-london.co.uk
Université Paris-Dauphine launches conference series in London Université Paris-Dauphine’s London campus launched a new series of conferences dedicated to global issues in February, with the objective of bringing together high profile alumni, based in the UK, to speak to the Global Bachelor Dauphine students in London. The first conference focused on the ‘Greek tragedy’ of the Eurozone with three Eurozone economist alumni and future conferences will address the migrant situation and the sustainability of the financial models. Delivering a multicultural education in economics and management to 90 students from all over the world, the London programme aims to bridge the gap between a continental and an insular understanding of global issues. A sister programme will be The view from Université Paris-Dauphine in London
24 - info - march / april 2016
launched in Paris and Madrid in September 2016. I www.dauphine.fr/en
E DUC ATION - news
ESSCA launches new MSc programmes ESSCA School of Management is creating four new Master of Science programmes, which will open in September 2016. The MSc in Digital & Big Data for Value, conducted in partnership with ESAIP, will train high-level executives to collect, aggregate, store and accelerate data processing through innovative algorithms. It is intended to help directors to imagine tomorrow’s services, and anticipate new business needs. The Msc in Entrepreneurship & Design Thinking is a joint programme co-created with Laval Design School, with the goal of equipping students with an entrepreneurial mindset supported by a strong design orientation. The Msc in Financial Analysis will train future professionals in financial analysis and engineering in private or investment banking and audit firms operating in an international environment. Finally, the MSc. in Management and Financial Control is
their professional skills with expertise in corporate finance,
aimed at high-level executives preparing for careers in financial
or for those already trained in management who aspire to a
management in an international context. This programme is
career in corporate finance. I
especially designed for engineers looking to complement
www.essca.fr
Knock-KnockTM workshop: parents explore Ecole Jeannine Manuel EFL method It was no usual lesson given
that
morning Jeannine
at
The method Knock-KnockTM was first developed in the
January
1990s by Jeannine Manuel herself who researched the
École
mechanisms behind the acquisition by a young child of
Manuel.
A
a foreign language. This audiovisual method uses videos
group of parents had
featuring puppets and children. Their dialogues follow a
taken
of
strict progression in terms of vocabulary and grammatical
pupils to learn about
structure. Taught from Nursery to Year 5 by English
how
children
mother tongue teachers, Knock-KnockTM is based on
the their
seats
were taught English!
immersion and interactivity. Pupils get immersed in the
It is interesting for a school to have its own English as a
dialogues, repeat and imitate them acquiring the sounds,
Foreign Language (EFL) method, it is even more relevant and
the intonations and gradually understanding the language
efficient when the philosophy and success of this method are
as a whole – the objective for EFL children is to absorb
shared with parents. This workshop, run by Joëlle Fitzpatrick,
English
in charge of English for Primary students at the École Jeannine
language. With Knock-KnockTM, the key lies in the active
Manuel Paris, led the parents through the principles and the
commitment of the children. I
materials used in class.
www.ecolejeanninemanuel.org.uk
naturally
as
they
did
with
their
first
Lycée Winston Churchill opens registration for 2016/17 Registration at Lycée Winston Churchill for the 2016/2017 school year is now open. Set in a bilingual environment, the school, a partner of the AEFE network, teaches the full French curriculum and is accredited by the French Ministry of Education. In 2016, the year 12 classes (ES, S and L) will open according to demand and the Terminale classes (Sixth Form – Year 13) are to open in 2017. Francophone children can be enrolled in all years from Grande Section (year 1, aged 5+) to year 11. Non-French speakers can enrol in year 1 and 2. I www.lyceeinternational.london info
- march / april 2016 - 25
From
diversity to inclusion: walk the talk !
focus
D
iversity is not a black and white issue. Neither is it straight forward. Of course, legally, it is clear cut that it is wrong to discriminate. And morally, no one would dispute it is the right thing to do to have a workforce that is a fair and reflective representation of society at large. There is a business case too – performance, innovation as well as company reputation is enhanced by
having diverse workforces. Many businesses acknowledge this, and have gone to great lengths to put policies and structures in place to support these principles of fairness and equality. But in reality, diversity is nuanced – so much more than just the obvious – and in practice, true diversity is hard to achieve. There are many reasons why diversity is elusive – some go back to the roots of privilege and education where mind-sets are born, some are the legacy of history, tradition and society that take time to dismantle, and yet others come down to the attempt to shore up power in the hands of the few, to protect and maintain the status quo. Underlying this all is the fact that ‘diversity’ cannot stand alone – having fine-sounding policies means nothing without an inclusive culture which embeds them. Diversity policies tend to address visible diversities – these are easier to address and progress can be measured. What is more difficult, sometimes verging on taboo, is tackling the barriers to invisible diversities – privilege, class, educational background, social standing, culture and mental health conditions to name a few. In some of these areas, only baby steps have been taken, but they come with a dawning realisation that having a good mix of people – a real mix – produces diversity of thought, as opposed to groupthink, and that is what will give companies the edge in an increasingly competitive world. This focus examines why companies – and the public sector – see diversity as important, even essential, and how they are working towards making it a reality in their workplaces, from policies to personnel to everyday practices. And even more importantly, how they are taking it further so that inclusion is entrenched in their cultures, which is what really makes diversity work. Everyone acknowledges that this will not happen overnight, and many are honest about being not very far along a journey, the destination of which is a world in which diversity and inclusion is the norm, and no longer a topic for discussion. I KF
info
- march / april 2016 - 27
The business case for diversity and inclusion Sarah Churchman, Head of Diversity, Inclusion and Wellbeing at PwC, asserts why diversity and inclusion matter, and why (most) organisations must do better
C
ompanies that champion and promote diversity, in every
in a fast-changing world. Public reporting and disclosure of
sense of the word within their organisation reap very
details such as internal gender demographics and gender pay
real rewards from their efforts. PwC’s latest CEO survey1
gap creates greater accountability and responsibility to change
showed that they cite, among other benefits, enhanced business
things.
performance, reputational strength, a more innovative and
The megatrends are changing society. More women are
collaborative culture and the ability to attract talent. In fact, global
entering the employment market than ever before. A fast-
analysis by McKinsey2 shows that the highest correlation between
growing proportion of the UK population identified as an ethnic
increased gender diversity in the executive team and performance
group other than White British in the last census. Emerging
uplift, is in UK companies. And because organisations today are
markets’ growth will account for an ever-higher proportion of
operating in markets that are more diverse, with demographic
market opportunities. All of these will be key business drivers in
and social change reshaping the customer base and market
the future; significant market shifts that businesses will have to
dynamics, it’s no surprise that companies taking a proactive
address or risk marginalisation and increasing irrelevance.
stance on diversity are seeing clear advantages.
Research shows that few organisations are as meritocratic
Research shows that few organisations are as meritocratic as they would like to believe However, there is still a long way to go before their actions are
as they would like to believe. The class, ethnicity and gender of
typical of the majority. In the UK alone, women are nowhere close
most senior people in those organisations bear testimony to
to parity with men at the highest positions of their companies. A
that. It’s hard for those in senior positions to acknowledge the
recent survey by the Cranfield School of Management shows that
influence of factors besides talent and hard work in their success.
men occupy 91% of executive director posts in the FTSE 100 and
However, it’s essential that they do challenge themselves if they
95% in the FTSE 250. Yet few – if any – of the men occupying those
are sincere about developing a more diverse organisation. Of
roles would profess to anything less than a 100% commitment to
course, they should be. But the motivation should not be derived
equality and inclusion. Many of the organisations they lead make
from an abstract notion of equity or ‘fairplay’. Diversity should be
that very case in their annual reports. So why is there such a
managed as the driver of real competitive advantage that it is.
yawning chasm between the rhetoric and the reality?
So what is achieving that likely to entail? A first step should
One clear issue is unconscious bias. That comes from the
be rigorous self-assessment. This should be carried out internally
observable human trait that we tend to favour people who
or with the assistance of third-party specialists. But however
resemble us. Overcoming this requires a conscious effort. And
it is executed, it must be an exercise that has the backing and
that is generally a challenging undertaking. Some organisations
participation of the most senior management. If ‘diversity’ is left to
today are taking much more radical steps than they would have
HR alone, for example, it will be increasingly seen as an issue that
contemplated even a few years ago. Most now understand that
is ‘only’ about people, rather than of fundamental importance and
you have to intervene and change the status quo otherwise
concern to the whole business and how it operates. And with a
nothing will change. And key action is to set targets for change.
clear picture in place, companies need to act on it. Of course,
These need to be put in place so that a business can take genuine
there’s no one-size-fits-all approach to creating a more diverse
strides to make more rapid progress to becoming the diverse
organisation. But the need to do so applies to every business.
organisation it needs to be, in order to operate successfully
And the time to start is now. I
Gender and knowledge, skills and experience are the most common dimensions addressed in CEOs’ diversity and inclusiveness strategies
1. PwC CEO Survey 2015
28 - info - march / april 2016
2. Why Diversity Matters, McKinsey & Co
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
Dig deeper for the dividends of diversity Drawing on studies on the impact of diversity on company performance, Dr Claudia Jonczyk, Professor of Organisation Studies at ESCP Europe Business School, London, weighs up the business case for diversity overall
W
hile companies become increasingly more sensitive to
that strong shareholder protections tend to strengthen corporate
the topic of diversity, research results about the benefits
governance while weaker protections undermine governance
of diversity have been mixed. For example, the McKinsey
mechanisms. Digging deeper, we can learn more about the
‘Women Matter’ report suggests that there is a business case for
underlying mechanisms at play: female board representation
more women in top executive positions. For the UK, it quantifies
is positively related to two key board responsibilities: board
the gender diversity dividend at 3.5% increase of EBIT for every
monitoring and board strategy involvement.
10% increase in gender diversity in senior executive teams. Another
Also, the relationship between female board representation
study, conducted by the Peterson Institute, a US think tank, and EY,
and market performance measured as market-to-book ratio, stock
found that increasing the number of women in top management
performance and shareholder returns is only positive in countries
in general boosts profitability. It found that a company with 30%
with already greater gender parity such as in Nordic countries
female leadership could expect to add up to 6 percentage points to
like Norway or Sweden but negative in countries with low gender
its net margin when compared with an otherwise similar business
parity such as Pakistan, Kuwait or India. Gender parity means
with no female leaders.
countries where women have more equal access to resources
Other studies could not, however, confirm such a relationship.
and opportunities in terms of education, economic participation,
So what are the contextual factors influencing the overall
employment and political empowerment. This then translates into
benefits that diversity has? Diversity can mean a lot of things,
female directors’ greater human capital and the legitimacy that this
which complicates the issue. Before converging on a quantitative
capital provides, thereby enhancing the potential positive influence
approach – ‘the more, the better’ – we need to differentiate what is meant by diversity, whether gender, nationality, age, sexual orientation or functional background. All of these different types of diversity have been the subject of study. Results so far have been the most unanimous about functional diversity in the sense that a multitude of different perspectives based
by women directors on board processes
Benefits of diverse nationality teams depend on task interdependence and the leaders’ cultural intelligence
on different fields of expertise have been
and outcomes. Another contingency factor that needs to be pointed out is the critical mass for gender diversity. Studies typically point to 25-30% as a minimum threshold. Nationality and cultural diversity has also seen mixed results in terms of benefits. Looking at the team level, it becomes again apparent that some key contingency factors do matter significantly.
shown to significantly improve teamwork looking for innovative and
Recent research points out that at the team level benefits of diverse
creative solutions. However, even these desirable benefits come at
nationality teams depend on two key factors: task interdependence
a price as decision making has proven to be longer for functionally
and the leaders’ cultural intelligence. Team leaders with higher
diverse teams. Also, the role of the team leader is crucial to turn
cultural intelligence possess the skills to foster adequate team
the potential of more creative and innovative insights into viable
processes and thereby enhance diversity climate and performance
solutions. Only team leaders who effectively give room to these
of nationally diverse, more interdependent teams. Without such a
differences in functional perspectives, encourage team members
leadership role, nationality diverse teams may not only not excel
to build on each other’s expertise and who ensure that issue-
but turn into a rather bad memory for all members involved in
related conflicts do not turn into affective personal conflicts, are
spite of all initial good will.
able to derive the benefits of cross-functional teams.
While all these findings show that things are a bit more complex
Gender diversity has seen much more contradictory results.
than just fostering a quantitative approach, they do enhance our
To shed some more light on the conditions under which gender
understanding of what it takes to make diversity work. This implies
diversity has a positive impact, a recent meta-analysis has looked
digging deeper and pushing further for the anticipated diversity
at hundreds of studies. Its findings confirm the positive impact of
dividends to manifest. It does not mean that diversity does not work
board gender diversity on accounting returns such as return on
but it may point to the fact that you need to look at a few more
assets, return on equity, and return on invested capital. The findings
things, such as the leadership qualities of your team leader or the
are stronger in context with stronger shareholder protections
overall team composition to reap these diversity benefits. The
such as in New Zealand, the US or Israel compared to Spain or
potential gains are very tangible, you just have to reap them. I
China, which only have low shareholder protection. The reason is
info
- march / april 2016 - 29
What about inclusion, diversity’s forgotten twin? Emma Codd, Managing Partner for Talent at Deloitte asserts that diversity policies are meaningless if companies don’t cultivate inclusive cultures, and shares some of the steps Deloitte has taken to do this
T
he challenge for many diversity programmes is that they
programmes that are making a real difference. For example,
are just that: programmes, often focused on achieving
we are now into the second year of a targeted programme to
particular outcomes in isolation, rather than focusing on
help women who’ve been out of the workplace to return to an
the difficult bit – that is, ensuring that the underlying culture of
environment that will support their career development and
an organisation is one in which difference (visible or otherwise)
their ability to balance work and family commitments; we’re
is truly accepted and valued. I am very clear that true diversity
also taking steps to increase social inclusion by introducing
within a workplace is only achievable
contextualised as well as school and
when the right foundation is present,
university-blind recruitment too.
and that that foundation needs to be an inclusive culture which has respect at its core. I am also clear that ensuring that a working environment is inclusive is a business imperative;
The Chief Executive... needs to ensure that all leaders within the organisation... ‘walk the talk’
it is not something that is the
But these targeted actions are not enough on their own. Why take steps to attract a more diverse population
into
an
organisation
when the environment once they are there is not one that makes them
responsibility of the HR team (or, indeed, the diversity leader) –
feel valued? What is it that is needed to ensure that the working
instead, it is the responsibility of an organisation’s leadership to
environment is inclusive?
ensure that everyone who walks through the door is able to be themselves and is judged only on the value that they do – or can
It starts at the top
– bring to an organisation. Success will not come from taking
At Deloitte we have been clear about the steps that are needed
one-off short term actions; it will come from looking closely at
to ensure that our culture is consistently inclusive and has
an organisation’s culture, challenging it and ensuring that any
respect at its core. This clarity has been communicated from the
change is led from the top.
top of our firm, with our CEO and his leadership team consistent in their messages and actions. This is critical, as driving lasting
Targeted actions alone are not enough
change in any large organisation requires authentic and active
This does not, however, mean that there isn’t a place – alongside
support from the firm’s most senior leaders. It has to start at the
focusing on culture – for deliberate steps to support individual
top of the firm with passionate determination from the Chief
diversity goals; indeed, at Deloitte we are focusing not only on
Executive - who must lead by example and communicate the
ensuring that we provide an inclusive workplace with respect at
business imperative to get this right – and he or she in turn
its core but are also taking steps to move the bar on the issues
needs to ensure that all leaders within the organisation are
that we know need to be addressed. So, alongside our relentless
visible on this matter and reinforce its prominence in their
focus on ensuring that our working environment is inclusive and
own communications and day to day actions – that they ‘walk
enables everyone to work in a way that combines their needs
the talk’. The Executive team at Deloitte participated in a pilot
with those of their team and the firm, we have introduced some
respect and inclusion leadership workshop and collectively felt
30 - info - march / april 2016
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the ta lk !
www.youtube/user/deloitteuk
so strongly about this issue that they decided to mandate the
someone more senior than them – they worry about the impact
participation in these workshops for all partners and directors.
that speaking up can have on their career. So it’s important to
In doing so, they sent a clear signal to everyone working at the
provide people with the means to seek out confidential advice
firm that they see this as being of fundamental importance to
on how they can surface issues in a safe way, over and above
the long term success of the business.
that provided through formal HR routes. To this end, we have
Personal accountability Our next step was to put in place a plan to raise awareness and help all our people take personal accountability for their actions – we needed to ensure that our people understood how their words and actions can impact others. So in 2015 – alongside the communication of this plan to all our people – we introduced a short, distinctive and thought-provoking film entitled Ask
Why take steps to attract a more diverse population into an organisation when the environment once they are there is not one that makes them feel valued?
yourself. The film is intended to challenge the thoughts of the viewer around a number of scenarios including gender
introduced a group of Respect & Inclusion Advisors, following
bias, sexual orientation, disability, race and work-life balance.
the tried-and-tested model we established with our Mental
Although the film was primarily conceived as a piece of internal
Health Champions Network; these advisors have been trained
communication we also decided to upload it to YouTube to help
to help people find the best solution.
inspire other organisations on their own inclusion journeys. The film has received an overwhelmingly positive response from
Measuring progress
both within and outside the firm. It is causing people to think
Finally, a key component of our plan is to measure how
about the way that they judge others and to understand the
we’re doing – both the positives and the negatives. Inclusion
impact that they can have.
dashboards and detailed reports are produced to demonstrate progress against plan and this is also a regular agenda item for
Support for speaking up Alongside
visible
leadership
the firm’s Executive. and
awareness-raising
At Deloitte we are clear that we are still on a journey towards
communication is a need for people to be able to seek out
achieving diversity; however, we are equally clear that we will
help when it doesn’t go right. It’s difficult for people to speak
only make meaningful progress on that journey by continuing
up when someone says or does something that makes them
to ensure that our culture is truly inclusive – that everyone is
feel uncomfortable. We know people can be concerned that
judged solely on the value they bring. I
they’ll be seen as ‘lacking a sense of humour’, ‘over-sensitive’, or ‘too politically correct’ and that – where the issue relates to
info
- march / april 2016 - 31
Interview
SIR simon fraser Diversity and inclusion in the public sector Sir Simon Fraser, GCMG, is a former diplomat who served as the Permanent Under-Secretary of the Foreign and Commonwealth Office (2010-2015) and Permanent Secretary of the Department for Business, Innovation and Skills (2009-2010). He is now the Managing Partner of FlintGlobal, a new business advisory he co-founded
How did you come to be the Civil Service Diversity
In the Foreign Office, women are even less well represented at
Champion across Whitehall in your years of running the
43% of total staff and about 28% of senior management. The
Foreign Office?
issue is not so much about recruitment but rather about how
The leadership of the Civil Service felt it was important to
people progress in the system. So there are schemes in place
give a strong focus to diversity and inclusion. So we decided
for mentoring, leadership learning support, training to ensure
to appoint somebody amongst the Permanent Secretaries to
that people from less represented groups are supported in
be the Champion for those issues. The Civil Service Diversity
having confidence to rise through the system, and also that the
Champion devotes time to making sure that these questions
system is fair in its dealings with them. One of the things I did in
are addressed collectively in a sustained way and that there is
the Foreign Office was to ensure that all managers underwent
top level support for policies and initiatives to promote diversity
unconscious bias training so that when they did their appraisal
and inclusion in the workforce. I think that there was a sense
writing, they had a greater awareness of these issues.
amongst people in the Civil Service that a lot of fine words
Across the Civil Service, new initiatives have been taken on
were spoken, but they weren’t always convinced that these
flexible working, parental leave, helping people to come back
were followed through. Since we were genuinely committed to
after maternity leave, and, in the Foreign Office, you even have
making progress, it was important that we did it, that we were
examples of husbands and wives sharing ambassador jobs,
seen to be doing it and that we convinced people through our
taking turns to be the ambassador for six months each. We also
actions that we were serious.
appoint ambassadors with same sex partners. An interesting
My predecessor in that role was Sir Paul Jenkins and when
statistic is that we now have 50 women ambassadors, which is
he retired, I volunteered to take over because I have always
almost a quarter of the ambassadorial group, and a significant
been interested in these issues. I think it is important that
increase in recent years. We try to be very clear about eliminating
the identified underrepresented groups (women, people with
discrimination but also supporting equal opportunity.
disabilities, people with different sexual orientations, ethnic minority groups, etc.) are represented in the workforce, but
You’ve mentioned some visible diversities. What about the
I also very strongly believe that diversity in a broader sense
invisible ones?
– different types of people, with different backgrounds and
Tradtionally, the Civil Service is viewed as being full of arts
approaches – is really important for a successful and productive
graduates but we ensure that there is a range of disciplines in
workforce.
the graduate intake (such as scientists, economists, lawyers, etc.) so that it’s not all linear groupthink and we get a more
What kind of things are done?
productive approach to decision making.
A whole range of things are done across the Civil Service and, in
Another focus – a report has just been published on this
my case, in the Foreign Office. There are, for example, schemes
– is the socio-economic diversity of the fast-stream entrants
to support people from underrepresented groups to make
to the Civil Service, as we had noticed in recent years that
progress through the ranks. In the Civil Service workforce as
this was not increasing to the extent that we wanted. There
a whole, there is a lot of diversity in the more junior grades
are many reasons for that – it may be partly the function of
with, for example, 54% women. But when you get to the senior
the economy, the choices that graduates are making, the
management grades, that figure goes down to just under 40%.
opportunities available to them, the cost of living in London,
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FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
particularly housing, which means that certain types of people
Should the Civil Service set the example or does it take
are better able to work in the big departments in London – and
inspiration from what is being done in the private sector?
it’s important to investigate them.
I am now in business, but what I learnt in the Civil Service by
When I was at the Foreign Office, we introduced a campaign
talking to people in business, was that many of the issues were
of outreach to universities – not only the Russell Group but
the same – career progression for women, the position of people
also universities where we had not traditionally been recruiting
with disability and so forth. We can learn from each other. I
people, to make sure that we were broadening the geographic
do think that in many areas, the Civil Service sets a very good
and socio-economic base for our recruitment. That is work in
example, but in other areas we were able to learn from the best
progress – there is still more to be done.
of the private sector. I think that the Civil Service to the extent that it is a public sector service should reflect the community
What initiatives have made a real difference?
it’s serving. A diverse workforce will be better placed to provide
My view is that you have to take a long-term approach to getting
better services because it will have closer understanding of its
change right, and that genuine change is about shifting the
‘customer base’.
culture of and attitudes in the organisation. That takes time so I’m not looking for spectacular one-off outcomes. There are a couple of examples from my time in the Foreign Office: We established an LGBT group called FLAGG, which had
If you take the Foreign Office, there is an argument that the diplomatic service should represent the country, and therefore should be representative of the composition of society rather more than it has been.
a remarkable impact on opening up the debate about sexual orientation in the Foreign Office. As recently as the 1990s, you
Where do diversity and inclusion policies fall short?
were not allowed to be in the Diplomatic Service if you were
Statistics demonstrate that there is more work to be done
gay because it was considered a security risk. So in the space
because the logical position would be that the workforce would
of 20 years, we’ve come a very long
have equal gender representation,
way to the point where we now have
for example. There are a number
about a dozen openly declared gay or lesbian ambassadors. That is a huge achievement. Another initiative was our Youth Inspiration Group, which brought a group of young people from different social backgrounds and organisations into the Foreign Office
There is a moral case for promoting inclusion and there is a business case. It is the right thing to do and it also produces better business outcomes
and allowed them to work with us
of reasons why it hasn’t happened historically and why it is very difficult to achieve in some careers, but I think that we are on the right track. I personally feel that it is about people really caring and believing in these things and making change over time. If I were to identify an area which I think needs to make further progress,
and attend our leadership conference. That has helped to
it would be that an understanding of these issues is transmitted
demythologise the Foreign Office and debunk ideas that young
down to the middle managers, because it’s the person writing
people might have about it being a stuffy and conservative
your appraisal who often has a lot of control or influence on
organisation.
your advancement. If those people are not helped to think through these issues and not supported in making decisions,
How do you ensure diversity policies become inclusion?
then I think it can be quite difficult. Driving through a whole
Diversity is a complicated word. It is important to address
organisation a shared understanding of the importance and
specific issues around visible diversity when there are clearly
the most appropriate ways of promoting inclusion and diversity
groups who are underrepresented, particularly at senior levels,
is where we should focus.
and to actively support them through pro diversity policies. That doesn’t mean positive discrimination but it does mean
And your last word?
positive action – deliberate steps to focus on their support
For me the most important issue is the broad one. It is about
and development. But it is also important that everybody in
culture in organisations, and successful performance in
the workforce feels included, by which I mean that they feel at
organisations. Policies of inclusion and diversity, while they are
home, can express their views and are given value there. That
right in themselves, can and should also be seen in the context
applies to everybody. You can be a white man from Oxbridge
of high-performing organisations and contribution to business
and still not necessarily feel included in the workforce. Inclusion
results. In the end, there is a moral case for promoting inclusion
is an overall approach that is needed in order to have happy
and there is a business case. It is the right thing to do and it also
people who are productive, contributing and creative in the
produces better business outcomes. I
workforce.
Interview by KF
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Creating diverse and inclusive workplaces: D&I leaders speak out on why diversity and inclusion matters and what they are doing about it Why is diversity important to your company?
innovation and drive our business growth. My dream is that we will not even have to talk about it anymore because it is just the
janet hogben, edf energy
way we operate as an organisation.
In a business like ours, whether seen from a cost, technological or regulatory perspective, we never forget the human dimension.
jean-claude legrand, l’oreal
Part of our challenge is to inspire others and it starts with leading
By giving every individual an equal chance of success and
by example. EDF Energy has a long track record of supporting
personal fulfilment within the company, diversity is a priceless
diversity and inclusion and, last year, we became the first energy
source of creativity and innovation, allowing us to be open
company and only the third to date to achieve the National
and inclusive to all our clients’ sensitivities. Our pro-diversity
Equality Standard, the UK’s most comprehensive assessment of
approach capitalises on individual differences; a major asset for
diversity and inclusion in business. We firmly believe that having
the Group and a true source of added value for the company’s
a more diverse workforce equips us better to face the challenges
performance
and grasp the opportunities ahead, and to innovate and perform much better than if we were less diverse. For us, inclusion is
smita patel, colas rail
about creating an environment where employees share a sense
Different perspectives and insights resulting from a diverse
of belonging, mutual respect, and support from others so they
employee base will lead to a dynamic and creative workforce,
can do their best work.
which will help support the company’s vision for being the partner of choice. Diversity ensures that we have an inclusive
renaud digoin danzin, spie
workplace where differences are not an obstacle to getting a role
SPIE recognises and embraces the benefits of diversity of people
within Colas Rail and progressing in one’s career. It also ensures
and their backgrounds and beliefs within the business. It allows
that our employees feel valued and engaged, where differences
us to capitalise on a broad range of skill sets different people
can be celebrated. Respect for diversity in an inclusive workplace
bring to the table and in turn which we can offer to our clients.
also promotes a collaborative ethos and help us and our clients
Not only does it encourage employees to adapt to change and
and supply chain achieve greater openness and promote a
work within a multicultural environment, but also allows for a
continuous learning environment across our industry.
melange of ideas and viewpoints to be shared, leading to greater productivity and a more inclusive culture. Diversity cultivates cross-communication, which assists SPIE in enhancing our
Do you have any staff dedicated to diversity and inclusion?
international relationships. In an industry that often comes under scrutiny for its lack of
janet hogben, edf energy
diversity, it is extremely important for SPIE to demonstrate its
We have a small dedicated Diversity and Inclusion team, who
commitment to encouraging inclusivity and therefore making it
are a core part of our human resources activity. The team is
easier for future generations coming into the market.
also supported by our ‘Diversity and Inclusion Action Group’ which acts as our Governance structure. This group is made
marguerite ulrich, veolia
up of volunteers from each of our six Employee Networks and
Diversity has been important to Veolia for a long time. Initially
business sponsors and representatives.
it was about the diversity and depth of our management team
Our Employee Networks now have over 2,600 members and
because we needed to have it at a higher level where change
include the LGBT Supporters Network, the BAME (Black, Asian
could be influenced. Now we see it as a business imperative
and Minority Ethnic) Network, the Forces Support Network,
rather than an HR initiative, which is quite a shift for the business.
the Working Parents Network, the Women’s Network and the
Studies show that having diversity of thought improves problem-
Disability and Carers Network. They are mobilised by enthusiastic
solving, decision-making and even financial performance.
volunteers and are inclusive and open to everyone. They also
Leveraging our people’s differences for innovative growth is key
have a valuable role to play within the business: they help us
to our strategy, so we not only track traditional measures, such
find the best ways to attract, recruit, develop and retain diverse
as retention and development, but also the number of business-
talent; they act as a communication channel with management
generated ideas.
and help raise awareness of any employee concerns; they provide
Everyone should feel able to bring their whole person to work and achieve their potential, so they can prosper in our culture of 34 - info - march / april 2016
a forum for developing creativity and innovation, and support us in building stronger relationships with community groups.
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
renaud digoin danzin, spie No we don’t. This is handled by employees who have shown a particular interest in the matter of diversity. Below the Group Diversity Committee, each subsidiary has its own, aimed at promoting specific country actions. The CSR Committee is made up of functional heads of departments who all dedicate their time and resource to the promotion of CSR during delivery of
janet hogben
their roles, one of which is promotion of diversity, which is a key
chief people officer
theme and agenda topic at quarterly meetings.
edf energy
marguerite ulrich, veolia We have an Equality and Inclusion Champion that is not from within the HR department and is currently our Technical Director, and this will be rotated around the Executive Committee members. The origin of this role was actually triggered by our memberships with Stonewall and OUTstanding, which are organisations we partner with on LGBT issues and share best practices associated with embracing differences in the workplace.
jean-claude legrand, l’oreal
renaud digoin danzin str ategy
&
development
director spie
Yes, of course. For any policy and change to work, you need people to make it a reality. There is a dedicated corporate team at headquarters responsible for the vision and the strategic implementation of the policy, as well as being a resource, supporting the countries operationally on the topic. The team is headed by a Chief Diversity Officer. In addition, each L’Oréal subsidiary has a Diversity Manager whose role is to adapt the policy to their local workplace and marketplace realities. We also
marguerite ulrich
have Diversity Champions in the subsidiaries, typically senior
hr director
managers, responsible for ensuring that the diversity policy is
veolia uk and irel and
part of the business agenda of the subsidiary.
smita patel, colas rail The Equality, Diversity and Inclusion Policy is managed via the Colas Rail HR team. The recruitment process is managed via the recruitment team. The behavioural strategy is led by the Safety & Sustainability team within the business, including a network of Make a Difference safety coaches across the business – all
jean - cl aude legr and senior vice - president
from different levels, disciplines and divisions – who are trained
talent development,
and supported to engage employees in cultural and behavioural
chief diversit y officer
change.
l’oreal group
Are there any particular aspects of diversity that you focus on?
janet hogben, edf energy
A strong and good commitment to diversity and inclusion is an important enabler in the successful delivery of our major business objectives. Given the STEM (Science, Technology, Engineering & Maths) recruitment challenges that we face as an industry, we are also focusing on ways to appeal to more diverse talent to expand our recruitment pool. With this in mind, in September last year we
smita patel hr director col as r ail
launched #PrettyCurious, a new campaign aimed at encouraging
info
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FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
teenage girls to take up careers in science and engineering. There
values. Today, our Diversity and Inclusion Week is a key part
is a clear gender issue based on stereotypes we are looking to
of our employee engagement programme, bringing together
address. Our ambition was to start a positive debate on the
thousands of employees across the business each year. The
gender gap in STEM careers and we are achieving that.
rationale behind this initiative is that we all have a role to play in building an inclusive environment; not just in what we do but in
renaud digoin danzin, spie
how we interact with others.
We promote a wide range of diversity subjects. For example, SPIE has been historically deeply involved in the integration of
renaud digoin danzin, spie
disabled persons within the business. We also take a great care
SPIE Ladies initiative was recently introduced and briefed at our
in tracking our female/male employee balance. Although we
first CSR committee meeting for 2016 with all functional heads
don’t practise positive discrimination, we widely encourage our
attending pledging their support. The aim of this initiative is to
managers to recruit women when possible.
promote and increase the proportion of women within the SPIE
Having recently been ranked in the 2015 Financial Times’
Management teams.
Top 100 LGBT Executives list, I am proud to represent SPIE and
SPIE UK’s ‘LGBT & Allies Employee Network’ charter has
our industry. Internally, I have led the push for LGBT rights as a
recently been introduced to increase awareness and champion
statutory item of the agenda of the Group Diversity Committee
diversity in the workplace. The aim being to provide an informal
and currently mentor LGBT future leaders. Within my subsidiary, I
platform, open to all employees irrespective of sexual orientation,
have implemented the ‘SPIE UK LGBT & Allies Employee Network’
to interact and network. This initiative encourages people with
Charter to offer all employees, irrespective of sexual orientation,
common aspirations to come together to support each other
an interactive/face-to-face forum to support each other and
and take steps to achieve better inclusivity in the workplace.
have a better understanding of the issues and barriers for LGBT people. It highlights the need to make continuous improvements
marguerite ulrich, veolia
to achieve greater inclusion and thus ensuring a positive and
A very important aspect we have focused on is social value
welcoming working environment for LGBT employees.
within the operative side of our business, which is a large portion of our workforce – 9,500 out of 14,000. To that end, our
marguerite ulrich, veolia
target is to recruit 10% of new operatives from marginalised
The Veolia Group puts a lot of emphasis on feminisation and we
or disadvantaged groups – young people not in education or
now have 20% women on boards in the group globally, and for
training, former service personnel, long-term unemployed,
managers it is around 25%. In the UK & Ireland, we have been
homeless and ex-offenders.
working on increasing women in operational supervisory and
Over the last two years we have given work placement
management level roles. Although our overall ratio is similar to
to over 130 young unemployed people as part of the Restart
our industry, we want to improve. We also want to ensure we
Program. We have employed over 180 ex-offenders on various
recognise as well as assess the strengths and developmental
contracts, working with an organisation called Blue Sky and
opportunities of our women talent. One example is a woman
various prisons. This has a real impact on the reoffending rate
within our next generation of leaders who was moved into a pilot
– a recent example demonstrated that this dropped to 7% from
role in our Industrial business and ultimately promoted to this
a national rate of 60%, placing it among the most successful UK
position, which is a great success story.
schemes of its type and changing the lives of 65 ex-offenders and their families in one year. We have also conducted a Sector
smita patel, colas rail
Based Work Academy pilot in Camden in conjunction with
The Make a Difference development safety coaching programme
JobCentre Plus for street sweepers. Through this programme we
includes additional specialist training modules to support Mental
have hired five people – one man had been unemployed for 12
Health, Fatigue and Sustainable development amongst others, to
years. It was so successful we are expanding it to six more Veolia
support inclusion and the development of coaches into managers.
locations across the country.
As part of our 2016 Safety and Sustainability strategy, the focus is
The oldest person hired was 62 which I was really happy
on a new Health and Well-being strategy, involving the promotion
about because it also fulfils one of my other commitments I made
of awareness around mental health and well-being and tools to
with the Business in the Community (BiTC) ‘Seeing is Believing’
recognise symptoms and identify coping strategies.
– employing mature workers who still have a lot more to offer.
Which initiatives have made a real difference?
jean-claude legrand, l’oreal
There are a number of initiatives. In the area of gender equality,
janet hogben, edf energy
closing the salary gap between women and men has been a key
EDF Energy organises a company-wide event to promote
area of work. In France, since 2009, a public institution, INED
our Employee Networks, raise awareness of diversity and
(Institut National d’Etudes Démographiques) conducts a yearly
inclusion issues and more broadly to celebrate our company’s
pay analysis that shows that gender pay gap is steadily declining
36 - info - march / april 2016
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
from a high of 5.9% in 2009 to 3.96% in 2014. This study is being
diversity and which encourages it at every level of its business.
expanded to other countries in Europe.
It is in all of our interests to cultivate an inclusive culture; there
To raise awareness on disability, one of our major projects
is still a lot to be done within our industry, but if we all work to
has been the ‘Disability Initiative Trophies’, an internal event to
achieve acceptance for all employees, irrespective of their race,
raise awareness on disability in the workplace. It has been a key
gender, ethnicity, age or sexual orientation, without exception,
step towards getting everybody involved in pushing the topic
then it will lead to a happier workplace.
within the company. In 2014, 65 countries submitted at least one project and continue to focus on creating a disability friendly
marguerite ulrich, veolia
environment, or working with external partners, to create
We are moving inclusion into the ‘mainstream’ by associating
opportunities within L’Oréal or the beauty industry for people
it with one of the nine company objectives ‘to be an inclusive
with disabilities.
employer advancing equal opportunities with a 75% sustainable
L’Oréal recruits more women than men: 77% vs 23% (2015).
engagement score’. This will transfer even more ownership to the
We have to rethink the best ways to attract more men and
leaders and line managers, and it will be cascaded down through
ensure gender balance at all levels and functions throughout
the organisation. We have a tool to measure success in three
the organisation. However, we face the same issues of balance
areas: communities, customers and our people. This creates
as any other company in any other sector: we need to have a
more accountability and ownership throughout the business.
proactive policy to attract women in some occupations where
We do quantify what it does to the bottom line, and also look at it
they are traditionally under-represented, and vice versa for men;
from an efficiency standpoint. For example, if you are respecting
and we must be particularly vigilant to ensure that women and
people’s differences there is a good chance you are going to have
men have equal career opportunities and access to positions
less grievances and legal cases.
with high responsibility.
How do you ensure that inclusion is embedded by your policies and how do you measure progress?
jean-claude legrand, l’oreal
A number of different tactics are used. Our Diversity and Inclusion principles are included in various departments such as Ethics, CSR and Social Relations. Our employees attend D&I training
janet hogben, edf energy
workshops, and these same messages are embedded across a
All of our HR policies and processes are consistent with four key
number of different management training programmes for new
guiding principles: inspiration, inclusion, integrity and impact. By
employees as well as existing ones. Implicit bias trainings are
putting inclusion in such a prominent place in our business, we
also carried out to increase manager’s awareness of their own
seek to embed it into the behaviours and values of employees.
negative biases and give them tools on how to guard against it.
What this means concretely is that when designing policies,
Our D&I principles are included in our management
programmes and business changes, we take into account the
performance reviews and are thus considered as a competency.
potential impacts from a diversity and inclusion perspective.
We voluntarily undergo audits by external third parties to obtain,
As for measuring progress, EDF Energy has a long track record
for example, the French Diversity Label, or EDGE Certification
of seeking employees’ feedback through our annual employee
for Gender equality (see p. 39). This practice is challenging, as
engagement survey, which includes themes around diversity and
it reviews all our processes and procedures to ensure there is
inclusion, and helps us to identify positive and negative trends
no discrimination and provides us with a roadmap to improve
over time. We are able to analyse the results by the diversity of
where needed. We undergo mid-term audits at regular intervals,
the respondents too, and we run ad hoc focus groups on specific
so we have to maintain or progress or we lose them.
themes to complement our understanding, keeping our eye on external benchmarks to continually challenge ourselves.
smita patel, colas rail Fair Culture principles apply to investigations of safety related
renaud digoin danzin, spie
incidents and accidents and ensure that an open and inclusive
It is important that management support and champion all
culture supports the conversations and interviews within
policies when recruiting new staff and spread awareness and
this process. These principles are to be rolled out across the
availability of these to existing employees. Substantiating the
business and will impact on the culture with which we utilise
value of our policies demonstrates our commitment to diversity
other processes and policies.
within our business and highlights our cultural ethos in terms of equal opportunities and treatment.
Culture is measured in two ways: investigation reports and feedback from those involved in the investigations and our
Our annual CSR data, including diversity indicators, are
annual Dimensions of Safety survey that measures the business
included in our reporting across all SPIE subsidiaries so that
in terms of our cultural themes – informed, fair, reporting and
actions to promote a more diverse workforce can be monitored
learning. Involving the expertise of employees from across the
and progress or success tracked. I am extremely fortunate to work
business has already enabled Colas Rail to be more successful in
for an organisation that believes in the importance of all types of
bidding for work and contracts. I Interviews by KF
info
- march / april 2016 - 37
Making the choice FOCUS - THE DIGITAL IMPE R ATIVE
Isabelle Allen, Global Head of Clients and Markets, KPMG International, explains why diversity is a reality but inclusion is a choice
A
s a French woman based in the UK, working in the global
Coming back to KPMG in the UK, we have taken a number of
executive team of an organisation with 174,000 people
steps to make the firm a more diverse and inclusive employer.
present in more than 150 countries, I feel I can claim at least a
This starts with a strong focus on measuring progress towards
little first-hand knowledge of what diversity means in the context
the desired outcome of a more diverse workforce, and then
of business. A decade ago, ‘diversity’ was still marginalised, usually
using the data as evidence to course-correct the business
owned by HR and then CSR. Diversity never really made it on to
strategy and hold leaders accountable where they are failing to
the Board agenda as a strategic issue which directly impacted the
play their part.
performance and future prospects of the business.
The next step is leadership buy-in. The Board is vocal about
A few years on, I’m pleased to say that the seriousness
its support for greater diversity and backs these words up
with which CEOs and Boards address the topic of diversity
with each partner within the firm having a personal inclusive
has profoundly changed, and for the better. But the question
leadership objective which they are measured against. Simon
remains as to why, after so many years when the rational case
Collins, KPMG’s UK CEO, sponsors a reciprocal board mentoring
for diversity has been widely understood and accepted, have we
programme, which means that he personally counsels a female
failed to make the progress needed to move towards a properly
director as she navigates her career path. A programme like this
diverse and balanced workforce?
allows senior men to get a greater appreciation of what it means
KPMG partnered with King’s College in London to conduct some
research among 20 CEOs of large companies to better understand what they saw as the hurdles preventing women
to be an ambitious woman in their organisation.
ground-breaking
from
reaching
The third step is using
If we narrow the diversity in our workforce we are less able to bring the breadth of thinking and experience our clients demand
senior management roles.
public reporting to build trust. We have published targets, across the four areas of gender, ethnicity, disability
and
sexual
orientation, for the next
The CEOs gave an array of interesting opinions. But what came
three years, and will report progress towards those targets
through loud and clear was the mea culpa: it’s our failure as
to create a benchmark against which the firm will recruit and
leaders. The 15 male CEOs, plus five female CEOs, were brave
develop its workforce.
enough to admit that they had not done enough to drive change.
The need for change is not, of course, just about women. At the heart of diversity and inclusion is the premise that people
The lack of role models and mentors was a theme that came
perform better when they can be themselves. Ultimately KPMG
through a major piece of research commissioned by KPMG in
is client driven, so by removing barriers for the most talented
the US last year, when 3,000 female professionals and university
people we include those who can do the best job for our clients.
students were polled on their experience of, and views about,
Our culture has to embrace diversity, whether it is gender,
career progression. A majority aspired to hold top leadership and
race, disability or sexuality, if we are to mirror the world we live
board roles, but said that they found it difficult to see themselves
and work in, and which our clients do business in. If we narrow
as leaders. These professional women identified confidence
the diversity in our workforce we are less able to bring the breadth
building, leadership training, and the ability to network with
of thinking and experience our clients demand. As a women
women leaders, as key challenges.
leader in our business I feel a personal responsibility to make
The election last year of KPMG’s first female CEO in the US was
a contribution to help empower the next generation of women
an important milestone and one that I know is already inspiring
leaders at KPMG. And as a business leader, I passionately believe
the next generation of women professionals across our network
that in a world facing issues we have never faced before, from
to see themselves as potential leaders.
the arrivals of digital natives into the work place, to cybercrime, to
At a global level, KPMG has joined forces with Women Corporate
fundamental challenges to legacy business models, businesses
Directors (WCD), the only global network of more than 3,500
need breadth and diversity of thinking so they can contribute
female leaders who serve on over 7,000 boards on six continents.
to the development of sustainable – and socially responsible
WCD acts as a catalyst for thought leadership, networking and new
– answers.
business relationships and acts as a trusted community for advice
Simon Collins sums up the issue by saying ‘Diversity is a
and experience. WCD has also helped secure board and advisory
reality; inclusion is a choice’. It is time for more business leaders
board positions for numerous women around the world.
to make that choice. I
38 - info - march / april 2016
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
5 ways to Make Real Inclusion your Competitive EDGE Manuel Wachter, Director at EDGE Strategy, the commercial arm of the Swiss-based EDGE* Certified Foundation that runs the leading global gender certification for companies with gender-enlightened workplace policies, highlights the top five business imperatives to reach real inclusion based on their assessment and certification work with 115 companies across 22 industries and 43 countries so far
D
iversity is a demographic observation, whereas workplace
know what they are. Operating under the principle that ‘what gets
inclusion is a business goal. To reach that goal, methodical
measured gets done’, EDGE assesses the barriers to inclusion
commitment and strategic planning are needed. However,
from two perspectives. One is a quantitative and outcome-
whereas CEOs have known for a long time that inclusion is the
oriented snapshot: quantifying the gender balance at each level,
right thing to do and that it is also good for business, the past
and measuring the proactive management of pay equity in the
couple of decades have shown little measurable progress. So
organisation; the other perspective being more qualitative and
why have we been stalling?
process-based: evaluating the effectiveness of the policies and
In recent years, the corporate approach to diversity and inclusion has focused on a number of programmes and initiatives.
practices that ensure equitable career flows, and surveying how inclusive employees experience the company to be.
While several of them did reach the commendable goals of starting the conversation on workplace diversity, lifting some
3. Take biases out of the equation
of the stigma affecting historically under-represented groups
Rankings based on self-assessment and self-nomination
in positions of power and authority, and providing customised
increasingly fail to convince. Moreover, companies fundamentally
networking opportunities, they have not had much impact on the
need a way to see beyond their own blind spots. As an
structural barriers to inclusion that exist in most organisations.
independent, third-party assessment, the EDGE methodology
A potential reason why companies have historically not
guarantees the integrity of the evaluation and certifications are
been tackling inclusion with the rigour usually dedicated to
only awarded after independent auditors have been able to
other business imperatives is that no one approaches the
establish the accuracy of the information.
topic of workplace inclusion from a neutral place. The biases that are supposed to be addressed are still at play when these
4. Build on the latest academic research and global best
programmes are actually being designed. You need a tool that
practice
brings you the discipline of a systematic and structured approach.
No company needs to reinvent the wheel on a topic as sensitive
The focus needs to remain on facts and the context must ensure
and complex as workplace inclusion, especially when outstanding
transparency, accountability and an orientation towards impact.
practices exist in industry. The EDGE methodology was developed
The tools developed by the EDGE Certified Foundation have
in a collaborative effort over two years with academics and industry
already set several members of the Chamber (including L’Oréal
practitioners. The EDGE Certified Foundation engaged with an
and AXA) on course to achieve workplace gender equality. They
Academic and Scientific Council (Harvard, Yale, Northwestern,
leverage ‘gender’ (the only strand of diversity that is legally and
OECD, World Economic Forum), bringing together global thought
consistently measurable in all jurisdictions) in order to identify
leaders on the topic. Also, a pilot group of seven multinationals
and bring down organisational barriers to inclusion.
subsequently worked with EDGE to test and streamline the methodology across various geographies and industries.
EDGE has identified five top business imperatives that companies must tackle:
5. Leverage a global community of pacesetters
1. Understand the barriers to inclusion that are specific to
Reaching real inclusion requires a profound cultural change
your organisation
in the expectations surrounding certain demographics in the
One-size-fits-all approaches to inclusion may fail to grasp
workplace, but it also calls for prominent business leaders
the unique challenges facing your organisation in the various
setting the right example. Some of the latest names to become
geographies in which it operates. Companies need to assess the
EDGE certified include the World Bank and SAP, whose leaders
career perspectives they offer their employees at each level and
understand that their visible commitment to inclusion is a
control for any gap (as relates to recruitment, promotion, pay,
necessary condition for change to happen. By setting inclusion
training or retention) based on demographic variables.
goals in relation to one global standard, this community aims to ensure that not committing to real inclusion through an evidence-
2. Develop a 360-degrees analysis of those barriers
based and proven methodology soon becomes a competitive
If you want to remove the barriers effectively, you first need to
disadvantage. I
*EDGE stands for Economic Dividends for Gender Equality info
- march / april 2016 - 39
The Law and Diversity Raymond Silverstein, Head of the Employment Team, London at Browne Jacobson sets out where the law stands on discrimination
T
he Equality Act 2010 (the ‘Act’) signalled a new era for
applicant or a third party. Any health questions should be strictly
discrimination law in England, Scotland and Wales in
relevant to the recruitment process and/or the job. Reasonable
that it aimed to re-enact, in a more accessible and
adjustments
should
be
made
for
disabled
applicants.
coherent form, the many and disparate provisions of previous discrimination legislation and also introduced significant
Transgender
changes in the law.
The law governing discrimination against transgender people
The Act covers discrimination in the employment and related
provides that a person has the protected characteristic of gender
fields and in relation to goods, facilities, services, transport and
reassignment if they are proposing to undergo, are undergoing
certain public services. Provisions on equal pay are in the Act.
or have undergone a process or part of a process for the
This article concerns those parts of the Act which deal with
purpose of reassigning their sex by changing physiological or
discrimination in employment and related areas.
other attributes of sex. There is no requirement for the person
Different protections outside the Act concern part-time
to be under medical supervision. The Government Equalities
workers, fixed-term employees, agency workers and unfair
Office recently published a Guidance for employers – ‘The
dismissal in connection with political opinions or affiliation.
recruitment and retention of transgender staff’.
The Act is concerned with discrimination in respect of the RACE
following ‘protected characteristics’:
l
Age
l
Disability
Race includes colour, nationality, ethnic or national origins and (including
the
duty
to
make
reasonable
caste.
adjustments) Forms of discrimination
l
Gender reassignment
l
Marriage and civil partnership
Direct discrimination – occurs where because of a protected
l
Pregnancy and maternity
characteristic, A treats B less favourably than A treats or would
l
Race
treat others. Direct discrimination cannot be justified except in
l
Religion (including non-believers) or belief (including some
the case of age discrimination.
philosophical beliefs)
Indirect discrimination - is concerned with a provision, criterion
l
Sex
or practice which may not be intended to treat anyone less
l
Sexual orientation
favourably, but which has the effect of disadvantaging a group of people with a particular protected characteristic. Where such
DISABILITY
an action disadvantages an individual with that characteristic,
A person has a disability if they have (or had) a physical or mental
it will amount to indirect discrimination unless it can be
impairment which has a substantial and long-term adverse
objectively justified as being a proportionate means of achieving
effect on their ability to perform normal day-to-day activities.
a legitimate aim.
Each part of this definition has a particular meaning. Most forms
Harassment - A harasses B if A engages in unwanted conduct
of medical treatment must be ignored when deciding whether
related to a protected characteristic which has the purpose or
or not a person is disabled.
effect of:
Job offers can be made conditional on satisfactory responses
l
violating B’s dignity, or
to pre-employment health enquiries but employers must not
l
creating an intimidating, hostile, degrading, humiliating or
discriminate on the back of information obtained from the
offensive environment for B.
40 - info - march / april 2016
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
In deciding whether conduct should be regarded as having
by association. Associative discrimination arises when a person
such an effect, the following must be taken into account:
who does not have a protected characteristic themselves is
l
B’s perception
treated in a discriminatory fashion because of their association
l
The other circumstances of the case
with someone who does have such a characteristic, for example,
l
Whether it is reasonable for the conduct to have that
an employee/parent who has a disabled child.
effect
Instructing, causing, inducing and knowingly helping
Sexual harassment - A engages in unwanted conduct that is of
discrimination is illegal. The Act generally prohibits discrimination
a sexual nature or that relates to sex or gender reassignment,
in employment however very occasionally an employer can
the conduct has the purpose or effect referred to and because
have a defence, for example, due to a genuine occupational
of B’s rejection of or submission to the conduct, A treats B
requirements or, even more exceptionally, by being able to
less favourably than A would treat B if B had not rejected or
justify taking positive action.
submitted to the conduct. The intention of the alleged perpetrator is irrelevant in
Liability of employer for employee
discrimination law. A single incident of harassment can be
Anything done by an employee in the course of employment is
sufficient to amount to discrimination.
treated as having also been done by the employer regardless
Victimisation - A subjects B to a detriment because either:
of whether the employee’s acts were done with the employer’s
l
B has done a protected act
l
A believes that B has done, or may do, a protected act.
The following are protected acts:
knowledge or approval. There is a defence available to an employer if they can show that they took reasonable steps to prevent the employee from
l
Bringing a claim of discrimination under the Act
doing the discriminatory act. An equality/diversity policy will not
l
Giving evidence or information in connection with
provide an employer with a defence but such a policy if made
proceedings under the Act
l
Doing any other thing for the purposes of or in connection
known to the workforce together with regular professional training should.
with the Act
l
Alleging (expressly or otherwise) that A or another person
has contravened the Act.
Personal liability A claimant can name and sue an employee personally for compensation for discrimination in addition to the employer.
The Act protects a wide range of individuals within the field of
Compensation will normally be awarded for loss of pay and hurt
employment, occupational and vocational training:
feelings. There is no cap on compensation but guidelines exist.
l
Job applicants and ‘employees’ as defined
l
Agency workers and other contract workers
CLAIMS
l
Partners
Discrimination claims are determined by an Employment Tribunal.
l
Office holders and applicants for an office
Every party is required to disclose all relevant material to the
l
Those seeking or undertaking vocational training, including
other. Disclosure includes internal emails and other documents
work experience placements
l
Corporations
whether or not the material assists or hinders the claim. Witnesses are required to attend the hearing and are cross examined by the claimant or their representative. Full hearings
Discrimination can occur where the perpetrator has a false
are normally open to the public. There is accordingly a risk that
perception that a person has a protected characteristic and also
the case is reported locally, nationally and even internationally. I
info
- march / april 2016 - 41
Gender Pay Gap reporting – the latest Elish Kennedy Associate, Employment Team, Browne Jacobson
T
he Government has published the draft Regulations
Employers with more than 250 relevant employees will be
in respect of mandatory Gender Pay Gap Reporting.
subject to the publishing requirements.
The Regulations have been subject to much debate already, To be a ‘relevant employee’, the individual must ordinarily
and now at last we have some of the detail of what will be required.
Why do we need the Regulations?
work in Great Britain and their contract of employment must be governed by UK legislation.
The Gender Pay Gap is real. The Office for National Statistics
Employers will:
tells us that:
l
The Gender Pay Gap in the UK for full and part-time
workers combined is 19.2%
l
be required to calculate the gross hourly rate of pay so the|
earnings of part-time employees can be fairly compared, and will be required to publish both the mean and the median
Part-time workers earn, on average, less per hour than their
figures. The median figure will give a better indication of
full-time counterparts. 41% of women work part-time
typical pay as those figures will not be skewed by a small
l
compared to 11% of men.
number of very high earners at the top end of the scale. The definition of ‘pay’ includes basic pay, shift
There are numerous reasons why the gap exists. Occupational
premium pay, bonus pay, car allowances, on call and
segregation is recognised as a significant factor:
standby allowances and clothing allowances. It does not
1. Horizontal segregation – women tending towards
include overtime;
occupations which are lower paid such as clerical, cleaning
and caring.
into force to publish the data on their website (in English),
l
have approximately 18 months after the Regulations come
2. Vertical segregation – women being under-represented at
and will be required to publish annually following that.
a senior level in both female and male dominated
As such, the first publication is likely to be around
occupations.
April 2018, using data from April 2017;
There may be an element of self-selection in both areas
l
be required to divide their pay information into four pay
bands and report on the numbers of men and women in
and there may be explanations connected to childcare
each pay band – from B and A to D – and to publish the
responsibilities. But does that have to be the case? Employers
mean of any bonus payments awarded and the
may wish to consider whether any current views on part-
proportion of male and female employees that received
time working, job-sharing and working from home can be
a bonus; and
reviewed and reconsidered. Similarly, mentoring programmes
may encourage women to consider senior roles. Actions such
sponsored website.
as these could be particularly useful if the gender pay gap
l
be required to upload the information on to a government
of any given organisation is calculated as being above the
What are the penalties for non-compliance?
average of its sector. Although there is no requirement to
Perhaps strangely there are no penalties for non-compliance
publish any information other than the bare figures, it may
with the Regulations. There will be no fines issued. However
be in an employer’s interest to publish such steps alongside
the government is considering ‘naming and shaming’ those
the raw data.
employers who do not comply and they will be reviewing
What do the Regulations currently provide?
the position regarding penalties within five years. Of course the significant issue for employers to consider is one of
The Regulations are in draft form and were subject to a
public relations and reputation – both in respect of their
consultation from 12 February until 11 March 2016. It is
clients and the wider public. It is likely that the media will
anticipated that the Regulations will come into force on 1
be interested in both the figures published and reporting on
October 2016. The draft Regulations provide a standardised
any household name businesses who do not meet the
method for calculating pay for ‘relevant employees’.
legal requirements. I
42 - info - march / april 2016
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
EDUCATION: the missing piece of the inclusion puzzLE Joseph Williams, Non-Executive Director of The Equality Studies Global Initiative (ESGI) confronts some hard truths about the roots of inclusivity
V
eterans within the diversity and inclusion world have been
and behaviour. The complex make-up of an inclusive culture
developing corporate programmes for the best part of
requires multiple contributing factors to be working in synergy
15 years. I recently had the privilege of hearing one of them,
and there is one that is still not addressed. But what’s more
Claudia Brind-Woody of IBM, speak at the OUTstanding annual
worrying is that it still doesn’t seem to be on the corporate
reception earlier this month. Claudia mentioned that she
agenda at all.
remembered when conversations around diversity were first
Freud taught us many things about child development and
being had. She cited how it started with creating business cases
the importance of our influence in a child’s development in
for customer reflection and quantifying the value of promoting
their turning out as a rational, adjusted member of society. This
diverse cultures internally and externally for your business. She
school of thought has not only been disregarded by mainstream
then commented on how the conversation shifted to attracting
education globally, across all phases, but is also not being
and retaining the best people and finally creating supportive
registered by corporates.
networks to nurturing these individuals. Sounds promising,
Our education systems have traditionally focused on
right? With so many companies adopting diversity policies and
numeracy, literacy and STEM subjects and have, irresponsibly,
Inclusive workplaces, as set out by the Equality and Human Rights Commission, are ones where the human rights principles of fairness, respect, equality, dignity and autonomy are promoted setting up programmes to support diverse talent, it should be
neglected to set the moral compass to rights and equality by
a given that your corporate culture will become more inclusive.
educating hearts as opposed to only heads. This has resulted in
Unfortunately, that is still not the case.
generation after generation of people growing up with engrained
The reason why inclusivity, especially in emergent regions,
instincts and opinions towards different societies that we can
isn’t being achieved can be boiled down to one consistent
only ever overlay with second-nature lenses of a different
common denominator; the phase at which we try to implement
perspective. The only way to break this cycle is to instil inclusive
this change of mindset; it’s off, by about 20 years.
values of tolerance, respect, gender sensitisation, emotional
This has been highlighted in multiple studies from around the
intelligence, compassion, peaceful problem-solving, human
world, but most recently by Tony Little, former Head Master of
rights and, crucially, empathy in a serious, comprehensive and
Eton, in his recent book, An Intelligent Person’s Guide to Education’
systemic way from the earliest years of child development, and
He says that schools really come into their own as communities
corporates should recognise the opportunity they have to be a
allowing young people to develop an understanding of diverse
part of this.
relationships, offering them role models outside the home and
With already established further and higher education out-
helping to teach the standards and values necessary for social
reach programmes and global diversity and inclusion practices,
living, but too many are neglecting this founding code and focus
the corporate world could be working with education initiatives,
on grading. This subsequently means that instinctive behaviours
like The Equality Studies Global Initiative, who are trying to
and attitudes are not learnt and will only ever be adopted as a
achieve just this and pioneer truly inclusive cultures.
second nature, which is detrimental to true inclusivity.
Sustainability, social responsibility and talent pipeline
In the D&I industry we have a saying; ‘diversity is being
are terms we are all aware of and use regularly in our day
invited to the party but inclusion is being asked to dance’. This
to day lives. We just need to take the blinkers off and realise
is a very true point, but if the people in question are being
the bigger picture –that if we are ever to truly create equal
forced to dance it can further disturb ‘out of sight’ relationships
and inclusive cultures for our employees, we must be able
fostered amongst colleagues. Furthermore, what if people feel
to change the mindsets of the people we work with, and that
uncomfortable dancing and just wish to go for a walk?
means we recognise the part we have to play in changing the
Inclusive workplaces, as set out by the Equality and
way we educate children so that we don’t miss out on another
Human Rights Commission, are ones where the human rights
generation’s chance for successful, sustainable inclusivity when
principles of fairness, respect, equality, dignity and autonomy
they join the workforce. I
are promoted and are part of the organisation’s everyday goals
info
- march / april 2016 - 43
Embracing physical and mental impairments as part of an inclusive workplace Having lived with a physical disability himself for over 30 years, Richard Shakespeare set up Richard Shakespeare Disability Consultants Limited to help businesses to embrace all aspects of equality and diversity, and has trained over 27,000 people with clients that include Eurostar International. He shares his insights on what inclusivity means when it comes to not only physical but also mental disabilities, and what companies can do to remove barriers and create open environments
Why impairments are an important part of the diversity landscape
the Equality Act 2010 has made moves towards a more inclusive
Diversity and inclusion is an important topic for all businesses,
truly inclusive. We need to place more emphasis on educating
it is the responsibility of everyone from senior management to
people to appreciate why being more inclusive is important if
frontline staff to ensure that they are embracing the diverse
we are truly to succeed in creating a more tolerant society.
society, we still have a great amount of work to do before we are
nature of a workforce and providing a truly inclusive environment. In recent times we have seen large well-known brands criticised for not meeting the needs of staff and customers alike. Individuals with a physical or mental impairment can add great value to a business and it is critical that we interact with this segment of society in the right way. Estimates from the Business Disability Forum suggest that around 83% of consumers with a disability have walked away from a business because of difficulties in
83% of consumers with a disability have walked away from a business because of difficulties in accessing goods or services and have done business with a competitor
accessing goods or services and have done business with a competitor. impact upon businesses. Research has shown that over half a
What can businesses do to foster an inclusive environment?
million people with either a health condition or impairment visit
As an employer or manager you are often having to balance
England from abroad each year, spending around ÂŁ341 million.
two aspects, you obviously need to consider your business
We know that businesses who take a proactive approach
needs but you must also manage the wellbeing of your staff,
towards issues of disability enjoy a stronger reputation and
this can at times be one of the biggest challenges facing the
greater profitability. The business case for embracing people
modern management population. Taking a proactive approach
with a disability has never been stronger.
to disability does not mean adding to your workload, it is
Failing to embrace equality and diversity can have a negative
about understanding how you can best support your biggest
What are the barriers to inclusion in the workplace?
asset, your staff. Ensure that you have the correct policies and
In terms of a physical disability many businesses become very
procedures in place and make information available to your
concerned about the duty to make a reasonable adjustment,
people.
the main is understanding what is reasonable or the fear that making an adjustment might become costly. Research by
What about mental health?
ACAS has shown that in actual fact the average cost of making
One of the questions I am often asked is, does a mental health
a reasonable adjustment is ÂŁ184 per employee. It is thought
condition constitute a disability? The Equality Act 2010 defines a
that one of the main barriers which prevent a person who has a
disability as being a physical or mental impairment which has a
disability from being hired is misconceptions around what they
substantial and adverse effect upon a person’s ability to perform
can do in the workplace. With regard to disabilities, it is a lack of
normal day-to-day activities and which does or is likely to last for
awareness which is the single biggest barrier we face. Although
12 months. One of the confusing aspects of this definition is the
44 - info - march / april 2016
Nearly 7 million people of working age in the UK have a disability but only 46% of those people are currently employed Source: Disability facts and figures, Department for Work and Pensions, UK Government
for promotion or, in some cases they worry that they may be perceived as being weak. I recently spoke to a gentleman in his forties who was suffering with depression and when I asked if he had told his employer about it, he simply said, ‘I feel too embarrassed’. If we are going to manage mental health within the workplace we need to ensure that people feel able to come forward about it. Until we create a culture of understanding and acceptance which opens up the channels of communication, it is likely that there will always be misunderstanding around the issue of mental health.
Understand the difference between stress and pressure How often do we hear someone in the office say ‘I am stressed’? The key here is to understand that the Stress Management use of the word ‘normal’. What might be considered as ‘normal’?
Society defines stress as ‘a situation where demands on a
In essence, a normal, day-to-day activity should be considered
person exceed that person’s resources or ability to cope’. A
as something that you do on a regular basis or as part of your
little bit of stress and pressure can in fact be good for us but,
routine. In a workplace setting this can include using a computer
it is important that we recognise the signs of stress and that as
or interacting with clients and colleagues, for example.
employers we provide our staff with a mechanism by which to
The reality is that mental health conditions are prevalent in society and the workplace. Research published in the
deal with the situation. Are you putting too much pressure on your employees to succeed?
editorial section of the British Medical Journal and endorsed by
If you want to give mental health a strong focus within your
University College London found that people in the UK are now
business, you need to provide training and awareness for your
consuming four times as many antidepressants than they were
staff, allow your staff to recognise the signs of stress, anxiety or
two decades ago, and in a study by the World Economic Forum
depression, and equip them with some tools or techniques to
and Harvard School of Public Health, the global economic cost
manage it. Within your business you should also have a mental
of mental illness over the next 20 years or so, is predicted to
health policy which forms part of your employee handbook and
exceed the costs of cancer, diabetes and respiratory conditions
which sets out how the company supports employees and which
put together. It is hard to pin point an exact figure on the true
again reinforces how you encourage openness around subject.
cost of stress or other mental health conditions to business but,
Think about how powerful personal experiences can be.
there is a general consensus that this runs to billions of pounds
If you have a senior executive or director who has suffered
each year. Creating a culture of openness and honesty where an
with something like stress or depression, and who is willing to
employee feels able to express their feelings and experiences is
disclose this, encourage them to give a video interview talking
perhaps one of the most powerful things you can do to manage
openly about their experiences. Lead from the front and allow
mental health in the workplace.
employees to feel empowered by realising that, like it or not, managing mental health within the workforce has become a
What can I do to remove barriers?
vital component of modern business. A vast array of information
While many employers would like to do more to create an open
and support is available for businesses looking to take a more
environment where people can speak about their mental health
proactive and positive approach to mental health and managing
and wellbeing, they consider that they do not have sufficient
absenteeism. The best advice I could give is to make use of the
knowledge or training. Conversely, employees who may be
expertise available. I
experiencing stress, anxiety or depression often feel that they
richard@richardshakespeare.com www.richardshakespeare.com
can’t speak to their manager for fear of being passed over
Until we create a culture of understanding and acceptance which opens up the channels of communication, it is likely that there will always be misunderstanding around the issue of mental health info
- march / april 2016 - 45
– The missing conversation in Diversity & Inclusion Privilege
Vinay Kapoor, UK Head of Diversity & Inclusion, BNP Paribas, and one of the top 50 diversity professionals in The Economist’s Global Diversity List, asks some uncomfortable questions
A
s a seasoned Diversity and Inclusion
South Asian heritage means I don’t enjoy
So I ask you, dear reader, what
(D&I)
often
the privilege of my skin colour being
privileges do you enjoy? Many I hope.
surprised by the number of times the
‘white’. Nor as a gay man do I enjoy the
Do you benefit from privileges because
‘privilege’ conversation is missing from
privilege of being heterosexual (being
of
the wider D&I discussion.
LGBT is still illegal in over 70 countries
orientation, gender identity, citizenship,
missing
and is punishable by death in five, whilst
religion, physical ability, health or level
requires us, in the first instance, to
one is free to be heterosexual anywhere).
of education? Do you enjoy the privilege
To
practitioner,
understand
why
I
am
it’s
your
race,
age,
gender,
sexual
recognise what constitutes privilege. In
of being right-handed (meaning that you
the social equality sense, it can be defined
avoid dragging your hand through ink like
as ‘a special right or advantage available
‘lefties’ have to endure when writing)? Or
only to a particular person or group of
perhaps you enjoy the privilege of being
people’.
a native English speaker in a world where
Second, we should also recognise that
English remains the first language of
everyone enjoys some kind of privilege;
business?
however, these privileges may not be
Or perhaps you enjoy the privilege
immediately obvious and often we fail
of being part of the ‘In-Crowd’ where
to recognise that we benefit as a result.
because of your affinity you receive access
This is largely because privilege is often
to people and knowledge that others
conferred upon us by society, rather than something we seize.
don’t. How has this helped your career? Being gay also means that I don’t enjoy
And how has this hindered those who
For example, I spoke recently on
the privilege of not having to worry that
remain outside such ‘circles of trust’?
the ‘privilege of the majority’ that I enjoy
if my family, friends or colleagues find
Privilege is often missing from the
as a male in this world. The context is
out about my sexual orientation there
D&I conversation because it is complex,
simply stated: even though less than half
may be potential economic, emotional,
it can be uncomfortable and it’s difficult
of the world’s population is male, the
physical or psychological consequences.
to identify in oneself. However, once you
majority of global corporate businesses
these
realise what privileges you enjoy, you
and institutions of power are run by men.
examples are, very often when someone
can start to do something about it. You
In the US, men have majorities in all
highlights that we may enjoy a privileged
can start to raise your empathy levels,
state legislatures, run 80% of Congress,
position, many of us choose to ignore
to recognise the systematic bias that
have a two-thirds majority on the
it. Put simply, it can be upsetting and
favours the privileges you have, and to
Supreme Court, and account for 100% of
uncomfortable for some because, well,
spot when another person hasn’t had the
presidents. Women, despite being 52%
we’re people. And people don’t like being
same levels of access that you may have
of the global population, rarely command
told that they have it a bit easier than
had. In so doing, you can then start to
equal representation in any institution.
others and as a result their perspective
make a positive change – a change that
may be a bit biased. There’s credit in
will ultimately make us a more diverse,
struggle, in hard work!
equitable and inclusive society. I
However, there are also situations where I don’t enjoy privilege. Being of
However,
obvious
though
Privilege: a special right or advantage available only to a particular person or group of people
46 - info - march / april 2016
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
managing cultural diversity through cultural intelligence Global businesses are increasingly incorporating cultural intelligence in their diversity programmes. Peter Alfandary, Head of French Team, Reed Smith, and Chair of the Chamber’s Cross-Cultural Relations Forum, explains why
D
iversity without cultural
And it also involves gaining a greater
understanding is a bit like a
understanding of how our own cultures
football team with the best
are perceived. We are all ‘others’ to
cross section of players who never play
someone else in a diverse workplace
together on the pitch – great in theory
and we often fail to understand our
but totally lacking in application.
own cultural defaults. As the proverb goes: The last thing the fish notices is the
What is cultural intelligence in the business world?
water he is swimming in’. Some water is fresh, some salty, some cold, some
Simply put, it is our ability to operate
warm, some clear, some cloudy. We
efficiently and effectively when dealing
need to be very self-aware and look at
with people from other cultures.
our own context not just that of others.
The world is in fact full of ‘others’ and the problem about ‘others’ is that they are not like us. Others do not always understand us or do what we say. We sit at meetings with them, we have conference calls with them, we email them but there is
The world is in fact full of “others” and the problem about “others” is that they are not like us
often a noticeable disconnect and a lack
Forward-thinking companies are now including cultural intelligence in their core training curriculum. Even more forward thinking companies (including at least two who are members of this Chamber), make it an integral part of the induction process for all new employees.
of understanding. What’s more, all this
They and other international
occurs despite the fact that most of the
Toulouse or how to exchange visiting
groups have recognised one of the
time we are communicating in English.
cards in Japan. It is deeper than that.
simple truths of international business
Others seem to be programmed
Cultural intelligence is about
in the 21st century. Neither the use
differently. Others can be very
executives understanding and
of English as the lingua franca of the
frustrating.
embracing, both intellectually and
business world nor the marvel of
emotionally, the fact that, in a world
digital communication has rendered
that is culturally diverse and far from
us culturally global. In that sense the
Businesses are now embracing
homogeneous, cultures have very
concept of a global village is a myth.
cultural intelligence training because
different styles of communication; that
they have understood that, in our
they negotiate or manage their time
intelligence has become a key tool to
supposedly global economy, we
differently; that they build trust, reason,
help us navigate our diverse world.
are not culturally global and that
view relationships, perceive hierarchy
Successful executives not only locate
cultural miscommunication and
and make decisions in different ways.
the cultural GPS inside their brains but
misunderstanding remain huge
Cultural Intelligence is also about
also remember to turn it on and use it
Does this sound familiar?
challenges. Cultural intelligence is a
teaching executives to question their own (usually very subjective)
Faced with that reality, cultural
throughout their working day. Culturally intelligent executives end
management skill. It is not about being
interpretations of other cultures’
up being more effective, happier and
an expert on doing business in India,
behaviour. It is about helping them
less frustrated – they are also usually
Asia, France, the UK or North America.
understand the ‘why’ behind the other
better bosses, better managers and
It is not just about cultural etiquette,
person’s words and actions.
better team players. I
for example, how many times to kiss in
info
- march / april 2016 - 47
Making sense of it all: Putting theory into practice Joseph Williams, Marketing Director and Ruth Cooper-Dickson, Head of Diversity and Inclusion at Audeliss, an executive diversity search company, draw together all the theory and set out an action plan for creating diverse and inclusive workplaces
I
t can be hard for an organisation, or the individuals responsible
consumer appetite for the organisation. A review by the
for the implementation of a diversity and inclusion strategy,
American Sociological Society found that ‘Companies witha
to not feel overwhelmed when unpicking the various topics
more diverse workforce consistently reported higher customer
and to understand how they can be best utilised within
numbers than those organisations with less diversity
their own business to maximise outcome.
among staff’.
When you are talking about shaping a
An assessment of your worst case
culture to become more inclusive, it clearly
scenarios or ‘internal fear factor’ of such a
does not just happen overnight and
cultural shift programme is the next step
often means embarking on a journey
and then you must focus on how you
of great change that will affect the
plan to reduce it. This is not likely to be
whole organisation. Organisations
a straightforward task but when you
sometimes find themselves in a
are dealing with fearful employees
situation where they have launched
this will take time, transparency,
a variety of diversity initiatives
honesty and clear communication at
and started rolling out training
all levels. A programme such as this
programmes such as ‘unconscious
cannot be viewed as a silver bullet in
bias’ or ‘diversity auditing’ which have
producing an inclusive culture; mistakes
little or no underpinning, or at the very
will happen and need to be acknowledged
least translate into a wider organisational
and
strategy. So how does an organisation provide
successes
must
be
celebrated!
Remember this is a marathon not a sprint!
some structure to these topics?
To give the organisation a voice and help reduce
There are a number of touch points that can be used as key
the fear factor with employees, it is important to connect
steps to draw together the change programme but primarily
with role models across the business at all levels and your
you need a dedicated task force to support and sponsor the
executive sponsors will greatly help with this. There may even
cultural change. This usually comes from within the company
be employees who are willing to come forward to share their
HR function and includes executive sponsors from several other
stories with others. The key is to have visibility of these business
business areas.
champions both internally and externally as this will encourage
It is agreed in the corporate world that social responsibility
the development of home-grown acceptance and assist in
and diversity and inclusion are the right things to do, so finding
the organisation being viewed as an employer of choice by
these supports shouldn’t be tough. However, it is imperative to
talent who aspire to work somewhere they can be open and
define the relevant business case for your organisation. Every
authentic.
employee in the organisation from top-down must understand
Your next step is to spend the time to review and unpick
and articulate the internal metrics that drive greater diversity
your operational processes across the entire employee lifecycle.
and inclusion and if they can see the direct impact it’ll enforce,
Inclusive leadership is about attracting, recruiting, developing,
this will be much easier.
promoting and retaining diverse talent. Quite often it is the
Selecting the tools in which you chose to measure success
smallest parts of the process which place barriers in getting
will come down to the implementation task force but you must
diverse talent through the door. Many of these operational
make sure you take stock of your starting point and continually
processes will clearly sit with Human Resources, Talent
assess your progress; this is achieved by implementing a
Acquisition and the Learning and Development departments,
corporate scorecard, reviewing employee demographics,
however it is paramount that it is the holistic business that
ensuring product teams reflect the customer, or specifically
drives these initiatives forward and feels the ownership of the
targeting consumer markets to check if you are tapping into
outcomes to ensure successful implementation.
them.
By developing your managers as inclusive leaders, you’re
The idea is to be making yourself representative of and
allowing for greater employee engagement and productivity.
relevant to the customer base you are working with. To be
Research carried out by Opportunitynow.bitc.org highlights the
seen as a ‘brand of choice’ by consumers who evangelise your
bottom line benefits for diverse and inclusive companies.
equality, diversity and inclusion principles drives a greater 48 - info - march / april 2016
FOCUS - FROM DIVE R SIT Y TO INCLUSIOn: walk the talk !
It reported they are:
l
70% more likely to have captured new markets in the last
l
Ethnically diverse companies were 35% more likely to
outperform their counterparts.
12 months
l
45% more likely to increase market share.
By applying a diversity and inclusion strategy, you’ll be allowing your employees, future talent and customer base to
In January 2015, McKinsey and Company analysis also found
see the efforts you’re making to improve what you offer to them,
that:
which will clearly offer return after return for many years post
l
Gender-diverse companies were 15% more likely to
implementation. So, what are your actions?
outperform their non-diverse equals
Our Top 10 steps for integrating inclusivity into the culture of your organisation 1. Establish and communicate the organisations unique business case for increasing diversity and inclusivity
6. Acknowledge and understand mistakes made, and celebrate successes!
2. Connect with visible role models and exec sponsors at all levels of the organisation
7. Focus externally as well as internally
3. Ensure metrics for inclusion are woven through the fabric of the business at all levels
9. Review operational processes across the employee lifecycle for inclusivity
4. Reduce ‘the fear factor’
10. Don’t stop until all employees can be their true and authentic selves.
5. Consistently communicate in a clear and transparent way
8. Develop your own inclusive leadership development plan
at all levels
info
- march / april 2016 - 49
LIFESTYLE - ROYAL OPER A HOUSE
FRANKENSTEIN MARY SHELLEY’S GOTHIC MASTERPIECE LIVE IN CINEMAS
M
ary Shelley’s Frankenstein gets The Royal Ballet
does the impossible and brings life to non-living matter. Terrified
treatment this May. The gothic classic is turned into
by what he has created, Victor abandons the Creature, dooming
a full-length story ballet by Artist-in-Residence Liam
it to a life of loneliness – a decision that costs Victor his fiancée,
Scarlett, one of the hottest young choreography talents in the
Elizabeth, and ultimately his own life.
ballet world today. Haunting and dramatic, the production will
Starring principal dancers Laura Morera, Federico Bonelli
be screened live to parks and squares throughout the UK as part
and Steven McRae, the narrative explores the very depths of
of the BP Big Screens programme, and to cinemas throughout
human nature, our need to find acceptance and a place in the
the world, including over 45 cinemas in France, on Wednesday
world, and the possibilities and responsibilities of scientific
18 May at 7.15pm.
discovery.
This period adaptation returns to the original themes of
This world premiere production includes a dramatic new
Shelley’s gothic novel. Steering away from the horror stereotypes
score by Lowell Liebermann and grand gothic sets by Scarlett’s
associated with the title, Scarlett penetrates to the heart and
regular designer John Macfarlane. I
soul of the drama and presents a tale ultimately about love.
Wednesday 18 May - 7.15pm
Fuelled by grief at the death of his mother, Victor Frankenstein
To find your nearest cinema visit: www.roh.org.uk/cinema
info
- march / april 2016 - 51
LIFE S T YLE - E XHIBITION S
Compiled by Aurore L argerie
T H E N AT I O N A L GA L L ERY, LO N D O N Delacroix and the Rise of Modern Art ©The Art Institute of Chicago, Illinois - Potter Palmer Collection, 1922.404
Eugène Delacroix – the last painter of the Grand Style but equally one of the first modern masters, who transformed French painting in the 19th century – was the most revered artist among the avant-garde in Paris. ‘Delacroix and the Rise of Modern Art’ is a long-overdue homage to France’s leading exponent of Romanticism. Placing Delacroix alongside contemporaries such as Courbet and his fellow Romantic Géricault, this exhibition traces 50 years of Delacroix’s legacy, exploring the profound impact he had on generations of artists to come. I Until 22 May / Open daily from 10am to 6pm, until 9pm on Fridays / Full price £16 Eugène Delacroix, Lion Hunt, 1861 Oil on canvas, 76.3 x 98.2 cm
T H E ROYA L AC A D E MY, LO N D O N
Using the work of Monet as a starting point, this exhibition examines the role gardens played in the evolution of art from the early 1860s through to the 1920s. Presenting some of the most important Impressionist, Post-Impressionist and Avant-Garde artists of the early 20th century, the Royal Academy traces the emergence of the modern garden in its many forms and glories through a period of great social change and innovation in the arts. Monet, arguably the most important painter of gardens, was far from alone in his fascination with the horticultural world. Highlights include masterpieces by Renoir, Cezanne, Pissarro, Manet, Sargent, Kandinsky, Van Gogh, Matisse, Klimt and Klee. I Until 20 April / Open daily from 10am to 6pm, until 10pm on Fridays / Full price £17.60 (£16 without donation)
Portland Art Museum, Oregon. Museum Purchase: Helen Thurston Ayer Fund, 59.16 © Portland Art Museum, Portland, Oregon
Painting the Modern Garden: Monet to Matisse
Claude Monet, Nymphéas (Waterlilies), 1914-15 Oil on canvas, 160.7 x 180.3 cm
WH I T ECH A PEL GA L L ERY, LO N D O N
How is the Internet changing art? The exhibition brings together over 100 works and over 70 artists to show the impact of computer and Internet technologies on artists from the mid-1960s to the present day. Arranged in reverse chronological Courtesy the artist and The Daniel Faria Gallery, Toronto © Douglas Coupland
order, Electronic Superhighway begins with works made at the arrival of the new Nam June Paik, Internet Dream, 1994
millennium, and ends with Experiments in Art and Technology (E.A.T), an iconic,
artistic moment that took place in 1966. The exhibition features new and rarely seen multimedia works, together with film, painting, sculpture, photography and drawing. I Until 15 May / Open Tuesday to Sunday from 11am to 6pm, until 9pm on Thursdays / Tickets from £11.95 Douglas Coupland, Deep Face, 2015 52 - info - march / april 2016
© (2008) ZKM Center for Art and Media Karlsruhe Photo: ONUK (Berhard Schmitt)
Electronic Superhighway (2016-1966)
LIFE S T YLE - E XHIBITION S
I M PERI A L WA R M USEU M , LO N D O N IWM Contemporary: Nick Danziger The Imperial War Museum presents a display of Eleven Women Facing War: an exhibition of photographs and film telling the stories of eleven women in different conflict zones from 2001 to 2011, by award-winning British photographer Nick Danziger. In 2001, Danziger photographed eleven women from territories at war for an International Committee of the ©Nick Danziger/nbpictures.com
Red Cross study. Ten years later, he set out to find each one and learn what had become of their lives. Stories include that of Mah Bibi, a ten-year-old orphan, who was begging for food for herself and her two younger brothers, when photographed in Afghanistan in 2001. Ten years later, she had vanished and is believed to have died in 2006. I Until 24 April / Open daily from 10am to 6pm / Free admission
Mah Bibi, Afghanistan, 2001
T H E ROYA L A L B ERT H A L L, LO N D O N Raymond Gubbay presents Classical Spectacular Classical Spectacular, the UK’s most popular classical music show returns to the Royal Albert Hall in March. Classical Spectacular provides a combination of the very best classical music and state-of-the-art technology. Ranging from a flood of pure white light to electrifying multi-coloured laser displays, the dazzling special effects bring to life the scenes and moods evoked by each glorious piece. Featuring Blue Danube by Strauss, Bolero by Ravel and the famous thundering finale to the music of the 1812 Overture, the March 2016 season promises to be bigger and more thrilling than ever. Classical Spectacular has been running for over 25 years and has shown in 11 different countries. I Thursday 17 to Sunday 20 March / Doors open at 2:15pm and 6:45pm, show starts at 3pm and 7:30pm
T he French institute, London It’s All About Piano! The French Institute is rolling out the fourth edition of ‘It’s All About Piano!’ for a weekend full of recitals, films, interactive plays, workshops, masterclasses and children’s activities. Aiming to give mixed audiences a chance to experience the ‘king of instruments’ in all its guises, this acclaimed London piano festival, will feature both rising stars and great pianists from all over the world – including Joanna MacGregor, Alexei Lubimov, Bruce Brubaker, David Kadouch, Adam Laloum and many more! They will enchant with all styles of piano music, from the classical repertoire to jazz and contemporary. I 18-20 March / £5 to £15 www.itsallaboutpiano.co.uk
info
- march / april 2016 - 53
LIFE S T YLE - BOOK S these books, recently published in English, were selected by the french institute
STREET OF THIEVES
TRAM 83
by Mathias
by Fiston
Enard Published by Fitzcarraldo Editions Translated by Charlotte Mandel Original title: Rue des voleurs
Mwanza Mujila
Published by Jacaranda Translated by Roland Original title: TRAM
Glaeser 83
In Tangier, young Lakhdar finds himself homeless after being
In a war-torn African city gather fortune-seekers of all languages
caught in flagrante with his cousin Meryem. As the political and
and nationalities. They have only one desire: to exploit the
religious tensions in the Mediterranean flare up with the Arab
mineral wealth of the country. They work during the day in
Spring and the global financial crisis, Lakhdar and his friend
mining concessions and, as night falls, they go out to eat, drink,
Bassam entertain dreams of emigration, fuelled by a desire for
dance and abandon themselves in Tram 83, the city’s only night-
freedom and a better life. Part political thriller, part road-movie,
club and den of outlaws.
part romance, the latest novel by Mathias Enard takes us from the
Lucien, a professional writer, fleeing exactions and
violence of Tangier’s streets to Barcelona’s louche Raval quarter.
censorship, finds refuge in the city thanks to his friend Requiem.
Street of Thieves is an intense coming-of-age story that delves
Requiem lives on theft and racketeering while Lucien only thinks
deep into the brutal realities of the immigrant experience. I
of writing and living honestly. Around them gravitate gangsters and young girls, retired and runaway men, profit-seeking tourists and federal agents of a non-existent state. Tram 83 plunges the reader into the atmosphere of a gold
MEND THE LIVING by Maylis
de Kerangal Published by MacLehose Press Translated by Jessica Moore Original title: Réparer les vivants
rush as cynical as it is comic and colourfully exotic. It is an observation of human relationships in a world that has become a global village, an African-rhapsody novel hammered by the rhythms of jazz. I
IN SEARCH OF LOST TIME: SWANN’S WAY illustrated by Stéphane
Heuet Books Translated by Arthur Goldhammer Original title: A la recherche du temps perdu: du côté de chez Swann
One blustery day near Le Havre, exhausted after surfing in
Published by Gallic
the rough waves, three teenagers begin their drive back to town, but Chris falls asleep at the wheel and the car skids off the road. Whilst Chris and Johan escape with a few broken bones, it soon becomes clear that Simon is beyond resuscitation, brain-dead. Apart from his brain however, Simon’s organs are in perfect condition. His devastated parents face an agonising decision: whether or not to switch off his life support straight away to save
Proust’s oceanic novel In Search of Lost Time looms over 20th-
others. They decide to go ahead: Simon’s heart, lungs, liver and
century literature as one of the greatest, yet most endlessly
kidneys can be used in organ transplants.
challenging, literary experiences.
Simon’s heart is removed and a match is found in Paris: Claire
Now, in what renowned translator Arthur Goldhammer says
Mejan. She has just a few hours’ notice before her transplant will
might be ‘likened to a piano reduction of an orchestral score’, the
take place.
French illustrator Stéphane Heuet re-presents Proust in graphic
In the space of just 24 hours, Simon Limbres will have said goodbye to his girlfriend, gone surfing with his two best friends, lost his life in a horrific accident, had all his organs removed and
form for anyone who has always dreamed of reading him but was put off by the sheer magnitude of the undertaking. This
graphic
adaptation
reveals
the
fundamental
shipped around France to waiting matches, and, as his doctor
architecture of Proust’s work while displaying a remarkable
cleans and stitches his empty shell of a body, his heart will begin
fidelity to his language as well as the novel’s themes of time, art
to beat again many miles away, inside Claire Mejan’s body. I
and the elusiveness of memory. I
54 - info - march / april 2016
This column brings inspiring travel and destination stories from our members in the industry. This time, Exclusif Voyages takes us to...
Morocco’s Southern Road By EXCLUSIF VOYAGES
I
nitiated by Thierry Teyssier, the owner of the Relais & Châteaux
quenches the village’s thirst. From there, we set off for a picnic
Dar Alham, and developed in partnership with Maison des
in the loft of Ait Kin, an ancient storehouse. And then, the track
Rêves, this nomadic route along Berber tracks in the south
disappears under the desert sand near the dry lake of Iriki. A
of Morocco is an immersion in astonishing landscapes of vast
luxury bivouac, the poetic metaphor of nomadic customs, is set
plains filled with palm trees, huge arid wadis, canyons and rocks
up around the bend of a sand dune, and we are welcomed to
that recall the Wild West, and sand dunes like floating mirages.
a private camp with flickering lanterns, big cushions and thick
Embarking on this journey, we lose our bearings and travel
carpets.
back in time. We become accustomed to little rituals like having almond milk and an orange-flavoured ‘Merveille’, given as a sign of good fortune. In the lush valley of Arganiers, Maison des Arganiers is set on a steep hillside, its dry stone walls overlooking the untouched plains as far as the eye can see. Inside, crooked staircases create intimate spaces and angled corners provide perches to sit and contemplate the horizon. We take a stroll to the beach and visit the Souss Massa National Park on the Atlantic coast. The next day, we follow the tracks crossing the lush palm tree plantation of Tighmert all the way to the rammed earth walls of the Maison de l’Oasis. A blend of tent and traditional Moroccan architecture, it is a characterful building harmoniously furnished in off-white fabrics, netting, Mauritanian-inspired ruby-coloured embroidery, antiques chests and wooden furniture. We explore the neighbouring Akka and the Agadir of Amtoudi.
For the last two nights, the red stone palace of Dar Ahlam,
The journey continues to Issafem, taking a break near a
once a Sultan’s home, is a sanctuary, offering magical moments
matriarchal village at Maison Rouge where time seems to have
in a picnic in the heart of the Roses Valley, an aperitif as the sun
stood still. Red runs through this colonial-style
sets, a romantic dinner under the palm trees... I
house, painted on walls, embroidered on linen and stamped on crockery. In the silence, you can hear the whispering noise of the hot water source that
E: info@exclusifvoyages.co.uk T: +44 (0) 7931 099 269 W: www.exclusifvoyages.co.uk
info
- march / april 2016 - 55
TALES From a mustard sommelier the fresh mustards, served from pumps like draught beer into little ceramic jars resembling Maille’s original receptacles (a few antique versions of which are dotted around the boutique), that can be refilled for customers. These are more pungent, moussey mustards that are made to order, and can be seasonal, like the Black Truffle and Chablis mustard, for which people have been known to queue around the block! As well as giving customers tastings in the London boutique, Harry’s job also entails travelling around the world advising
Maison Maille had made a name for itself by becoming an official supplier to the court of Louis XV international customers and chefs, opening new boutiques, doing cooking demonstrations and letting people into what he calls ‘the true secret of French cuisine’. His training included spending six months in Dijon, home of the brown mustard seed ‘brassica juncea’ that is used in Maille’s mustards, learning
A
about the history, provenance and processes that go into mustard sommelier is an intriguing concept. You might
making condiments fit for a king. And because the terroir and
think it is a newly dreamt-up role in this foodie age of
traditions are so interconnected, he is also a font of knowledge
recipe bloggers, restaurant instagrammers and artisanal start-
on all things Burgundy – from the chemistry to the cuisine.
ups. Yet it’s not. In his diary, Antoine-Claude Maille, founder of
Some thought has already gone into what to do about
the eponymous Maison, wrote that he wanted to have mustard
training up the next generation of mustard sommeliers. ‘We’ve
sommeliers in his Paris boutique, set up on the rue Saint-André
had some interest from young people who want to do the
des Arts in 1747. Back then, Maison Maille produced 84 different
job I do, and we are looking into eventually having a school
varieties of aromatic mustard, most of them bespoke blends for
of sommeliers,’ he says. In the meantime, a pilot partnership
various members of the French aristocracy, as Maison Maille
has been set up with Anhembi
had made a name for itself by becoming an official supplier
Morumbi
to the court of Louis XV. Some of those recipes survive to this
Paulo, Brazil, where the chefs
day, including Moutarde aux Marrons Glacés, mixed for the
doing the MBA Gastronomy
Marquise de Pompadour who was Antoine Maille’s neighbour
develop new recipes using
and a loyal customer.
Maille
University
mustards,
in
Sao
thereby
Today, this mustard is one of 43 varieties that are produced
cultivating a new generation of
by Maille – some from original 269-year-old recipes, and others
mustard connoisseurs. ‘Maille is
developed more recently, as Harry Lalousis, Maille’s Business
always interested in people who
Development Manager and Global Brand Ambassador, aka
can understand and appreciate
‘The Mustard Sommelier’ explains. ‘A mustard sommelier is
mustard,’ asserts Harry.
someone who will try the mustards and know what to do with
For Maille it is nothing new
each and every one of them,’ he says. Australian-born to Greek-
to have such an international reach. A consummate marketeer,
Italian parents, Harry has a cultured palate, but it is his chef’s
Antoine Maille became an official supplier to the courts of
background that brings the mustards to life, as he reels off
Austria and Hungary in 1760, and eventually, after years of
recipes and tips for each and every variation. Of the ‘mature’
trying to penetrate the Russian market, in 1771 Catherine the
mustards, Cassis de Dijon (made for Marie Antoinette) is best
Great of Russia capitulated and granted him a royal charter
served with crème fraiche and poured over pancakes with
when he donated vinegar and mustard to Moscow to help fend
Gruyère, while a white wine mustard – Pain d’épices et miel de
off the plague. ‘Through our mustard, we are continuing to open
châtaignier – goes beautifully with Comté. And then there are
French culture and cuisine to the world,’ Harry says. I KF
56 - info - march / april 2016
LIFE S T YLE - E AT, DR INK , S TAY
FBBA 2015 winner La Belle Assiette gets funding for its expansion La Belle Assiette, the on-demand home catering service, has received a further €1.3m investment in a new round of funding, bringing the total to €3m. The French start-up plans to use the money to diversify in order to become the world’s largest caterer. The investment will be used to launch four new catering services as part of the company’s strategy to expand its business from private-chef dining to the entire events catering industry. I www.labelleassiette.co.uk
Rivea London serves up a ‘goût de France’ Goût de France / Good France is back for a second year on 21 March. Organised on the initiative of Alain Ducasse and the French Department of Foreign Affairs and International Development, it revisits Auguste Escoffier’s original ‘Les Dîners d’Epicure’ in 1912, when the same menu was served on the same day, in several cities throughout the world. Among those restaurants taking part in London is Rivea, where Alain Ducasse’s protégé, Executive Chef Alexandre Nicolas, has planned a six-plate menu that reinterprets the classic flavours of the Riviera by using the best, yet simple, ingredients of the season, such as John Dory, asparagus and blood orange. ‘Goût de France / Good France is a unique opportunity for us to show how the values of sharing, enjoying and respecting good food are at the heart of what we do at Rivea London,’ he said. I www.rivealondon.com
Big Fernand plans first birthday bash and burgers Big Fernand, which brought burgers with a French accent to London last year, is marking its first birthday with special edition burgers and a series of collaborative events. The first of these is a one-off Wine and Burger salon on 21 April, when Fitzrovian wine bar, The Remedy, will set up their very own mini wine bar at Big Fernand. They’ll serve up a unique selection of white, red and even orange wines by the glass, all of which will have been specially chosen to match with Big Fernand’s unique Gallic-themed burgers. I www.bigfernand.co.uk
Emois Gourmands launches new services Emois Gourmands, which sources boutique wines and artisan products, has added two new services to their original wine tasting activity. Bespoke Solution offers a tailored service for clients requiring award-winning wines for events, with the optional services of a sommelier. The company is currently
developing partnerships with chefs and catering businesses to complement their services. It has also launched ‘Wine with a French Accent’, sessions for one to six people where you can practice French while sampling wine and learning about wine culture. I www.emoisgourmands.com
info
- march / april 2016 - 57
LIFE S T YLE - cheese & wine press
FOU R M E by La Cave à Fromage It is impossible to dissociate a cheese from its roots – after all, it is one of the most fascinating aspects of cheese, along with simplicity and traditions. The word ‘fromage’ derivates from Greek and Latin, more specifically from ‘forma’, which was the mould used to make curds from milk and still is the first step of cheese making. Over the centuries, ‘forma’ became ‘from’, ‘fourma’, and finally ‘fromage’. In this tradition, there are two villages in central France near Monts du Forez, that have their own Fourme: Montbrison, close to Saint-Etienne and Roanne and Ambert, in the Clermont Ferrand area. Both villages bring a deliciously rich, creamy and perfectly balanced blue cheese, made using the best milk from cows grazing on rich pastures on Monts du Forez. Fourme was celebrated there before Julius Caesar’s troops even took a step in the region. Even non-blue cheese lovers should appreciate the creamy texture of Fourme. Balancing aromas beautifully, Fourme brings depth and a bit of sweetness. I by Eric Charriaux E: eric@cheese.biz T: +44 (0)845 108 8222 W: www.la-cave.co.uk
To buy your cheese, visit LA CAVE A FROMAGE SHOPS 24-25 Cromwell Place, 148-150 Portobello Road, Kensington, London SW7 2LD Notting Hill, London W11 2DZ
34-35 Western Road, Hove, Brighton BN3 1AF
Your ideal wine with a FOU R M E cheese by Wine Story Pineau des Charentes is a sweet nectar, ideal for blue cheese but is also excellent with foie gras, Melon Charentais and chocolate dessert, as well as an aperitif. Initially brought out for weddings and family occasions, Pineau des Charentes, an AOC since 1945, grew in popularity throughout the region, and eventually across France, thanks to tourism. Pineau des Charentes shares much of its history with cognac, as the town Cognac is located in the centre of the Pineau des Charentes production area. No one is quite sure how it came into being, but legend has it that a wine grower carelessly threw some grape must into a barrel of cognac eau de vie, and years later discovered that he had created a clear wine, the colour of sunshine. Pineau des Charentes was born. The technique used to produce Pineau des Charentes is called ‘mutage’ and involves ceasing fermentation by adding spirit into the must. The perfect blend consists of two-thirds fresh must of local wine and a third cognac eau de vie, the wine bringing sweetness and the cognac alcohol. The main white grape varieties used are Ugni Blanc, Folle Blanche, Colombard and Semillon but also Sauvignon and Montils, while red varieties include Merlot, Cabernet Sauvignon and Cabernet Franc. Pineau des Charentes must be aged for a minimum of 18 months including at least 12 months in oak barrels. It is not unusual to find 10-year-old Pineau. The alcoholic strength varies from 16% to 22%. My recommendation to accompany the Fourme is the Pineau des Charentes white from Daniel Bouju, the renowned Cognac boutique winery. Made exclusively from Ugni Blanc grapes, whose acidity balances the sweetness of the blend, this Pineau des Charentes ages well. Pineau des Charentes should be drunk cold and can be kept in the fridge for months after opening. I by Thibault Lavergne TO ORDER MICHELIN-STYLE WINES TO DRINK AT HOME, CONTACT: E: thibault@winestory.co.uk T: +44 (0)7921 770 691 W: www.wine-story.co.uk
58 - info - march / april 2016
WE CATER FOR
WOW Celebrations are chic, showcased to perfection, and all the needs of you and your guests are carefully considered. This is why people choose the Berkeley.
Please call our events team on +44 (0)20 3733 0399 or email social_events@the-berkeley.co.uk
T
he first months of 2016 have set an energetic tone for the year.
Starting with an evening of networking and
traditional Galette de Rois at PAUL ’s new Tower 42 restaurant, we went on to have Breakfast with Jacques Attali where he shared some thought-provoking views of what the world could be if the positive economy he espouses were to take hold. We look forward to hearing more from him as guest of honour at our Gala Dinner on 14 June. Cross cultural intelligence was severely tested – and hopefully enriched – at our annual Cross-Cultural Quiz, hosted by PwC, which was tightly contested. Congratulations go to Boulle International, the recipient of this year’s Intercultural Trophy, sponsored by AXA, which was presented on the night. Our Patron and Corporate members were privileged to hear the French Ambassador’s thoughts on Franco-British relations in the lead up to Prime Minister David Cameron’s deal with the EU at the year’s first Ambassador’s Brief. Another rare privilege was afforded Patron members who attended a breakfast at Christie’s surrounded by contemporary masterpieces, while listening to CEO and Chairwoman Patricia Barbizet. There are more exclusive events in store in the coming months, including a Breakfast with Harriet Baldwin MP, Economic Secretary to the Treasury, and of course our ever popular Member-to-Member Cocktail & Exhibition, which takes place on 12 April. Now’s the time to book your tickets, or even a stand! In the meantime, our Forums and Clubs are in full swing, meeting up for informative and interactive sessions which range from analysing the outcome of COP21 and what it means for business, to how to manage multigenerational workplaces, which is another aspect of diversity that the focus of this issue is addressing. The year may be young, but we already have a flush of new members, and a couple of members that have upgraded their level of membership: Berkeley Law has become a Patron member and Legrand Electric has become a Corporate member. Apart from that, we have seven other new Corporates and 15 new Active members. Welcome to them all! With David Cameron’s EU deal done and the date for Britain’s EU referendum announced as 23 June, we find ourselves having to look for a new date for our AGM, which was planned for the same day. We will let you know the new date as soon as possible. I FG
60 - info - march / april 2016
CHAMBE R HAPPE NINGS - shorties
Strategy Board Meeting For the first time ever, the Board of the French Chamber met for a special meeting focusing on the Chamber’s strategy for the next three to five years. The meeting took place on 21 January, at Societe Generale’s offices, hosted by Board director Ian Fisher, Chief Country Officer and Head of Coverage & Investment Banking UK, and attended by 14 out of the 17 Board members. The Board considered what KPIs would measure the Chamber’s success in three year’s time, coming to the conclusion that one would be more members, not only in numbers but also in the quality of their involvement with the Chamber. Another would be an increase in turnover in the Chamber’s business A close to full contingent of French Chamber Board members attended the specially convened Strategy Board Meeting
support services, the top 30% of clients of which are SMEs. The Strategy Board Meeting will now be held annually.
Member Focus Groups give feedback At the instigation of the President of the Chamber, Estelle Brachlianoff, two Focus Groups, comprising a mix of members from different membership categories and with varied levels of satisfaction, were convened towards the end of last year for the purpose of gathering feedback about the French Chamber. Kenneth Ramirez, Managing Director of Renault UK and Chair of the Chamber’s ‘Discover the Chamber’ Committee, and Jeanne Monchovet, Founder of Olystix, conducted the interactive sessions. No one from the Chamber team was present, allowing participants to freely express their views. This information was used to assess members’ perception of the Chamber’s services, to ascertain what could be improved or implemented and to gauge satisfaction with their return on investment of their membership. While the feedback was broadly positive, the findings have identified areas to focus on to enhance its services.
Support for French SMEs clarified by cooperation agreement signed with Business France The French Chamber of Great Britain has signed a cooperation
The French Chamber is the 33rd French Chamber abroad, out
agreement with Business France, the French version of UKTI,
of a potential 60, to sign such an agreement, which stems from
that will boost support for French companies in the UK. It was
the initial strategic convention signed in March 2015 by Muriel
signed on 23 February by Peter Alfandary, Senior Vice President
Pénicaud, CEO of Business France, Jean-François Gendron,
of the French Chamber, Florence Gomez, Managing Director of
President of CCI International and Arnaud Vaissié, President of
the French Chamber, Muriel Pénicaud, CEO of Business France
CCI France International to support the development of French
and Patrick Manon, Director of Business France in the UK, in the
SMEs and to improve the coordination of support to French
presence of French Ambassador HE Ms Sylvie Bermann.
companies abroad.
The agreement defines the complementary roles that Business France and the French Chamber will play in supporting SMEs, making it easier for them to know who to turn to, depending on their requirements and stage of development. Business France will now be supporting French companies before they move to the UK with prospective missions and market studies, while the French Chamber will help companies to set up their businesses in the UK, providing services such as domiciliation, payroll, accountancy, shared commercial services, recruitment, seminar organisation and an incubator. These changes will take effect from July 2017, and in the meantime, the French Chamber will continue to offer services to companies exploring the UK market, whether for domiciliation, distribution or information.
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IT’S TIME FOR SIMPLICITY In a world that is constantly changing. The digital world is reshaping the economy and reinventing the way we work. And the more change we see, the more information must be simple. Simplicity is crucial. Improving the use of information by making it more accessible to decision makers. At Ipsos we deliver this. We deliver the intelligence that will shed light on the decisions you need to take to move forward. We are Game Changers.
GAME CHANGERS 62 - info - march / april 2016
Report on the French Chamber Members Survey by Brian Gosschalk, Head of Presidents’ Office, IPSOS
K
eeping close to its members and their (changing)
express satisfaction with networking events, Forums, Clubs and
circumstances and needs is vital for the Chamber. It does
publications respectively.
this in a variety of ways, including at events and seminars, via
The Ipsos MORI survey provides valuable data to those
one-to-one meetings, and through the Board and Advisory
managing key areas of the Chamber’s activities. Here’s a flavour
Council, who represent the membership more generally.
of some interesting snippets: only half (53%) of the Chamber’s
One useful management tool is a periodic survey of
members are aware of the online version of INFO magazine and
members. This has the advantages of being independent,
just one in four of the online Annual Report; of those who’ve
objective and anonymous. So what does the most recent Ipsos
placed an entry in the Member 2 Member Offers programme,
MORI survey of Chamber members show?
6% say they have seen extra business as a result; twice as many
Four in five (83%) say they are satisfied with the Chamber’s
are aware of the ‘Breakfast with…’ events as of the Ambassador’s
performance in providing a platform for member companies
briefs (80% and 42%, respectively); and there is some way to go
to network, share expertise and best practice in the UK (only
before the Business Club Cocktail (39%) or International Wine
3% dissatisfied, with the remainder neutral). A majority express
Tasting (44%) achieve the recognition level of the Gala Dinner
satisfaction with its performance as a provider of practical
(82%).
Four in five (83%) say they are satisfied with the Chamber’s performance in providing a platform for member companies to network, share expertise and best practice in the UK information and access to the right people (57% satisfied, 10%
The Chamber puts a lot of effort into targeted activities of its
dissatisfied) and for helping develop economic and commercial
Forums and Clubs; again the survey provides useful data on the
relations between France and the UK (57% satisfied, 7%
views of their users.
dissatisfied); but only half are satisfied with the Chamber’s
The Chamber has also to be considered cost-effective by its
promotion of its 600 member companies and their know-how
members if it is to develop and thrive. One in five (20%) disagree
to key decision-makers (49% satisfied, 15% dissatisfied).
that their membership represents good value for money
There is very high awareness of the Chamber’s main services
(compared with 48% who agree); and while 14% say they would
(98% for networking events, 90% for publications and 89% for
be willing to pay a higher subscription to support additional
Forums and Clubs); far fewer are aware of its VAT management,
services/resources, one in two disagree (50%). Nearly one in
partner search and Business Centre services (21%, 27% and
two (46%) say they have found business partners or suppliers
36%, respectively). This range of services meets their needs
thanks to their membership.
well, according to four out of five respondents (81%); one in
There is one ‘acid test’ question: ‘Would you recommend
five disagree (18%). Reflecting this, satisfaction with individual
membership to a colleague/peer company?’ The encouraging
services among their users is generally high: around four in five
news is that the overwhelming majority (84%) say ‘yes’. On
internal
communication
with
communications Chamber
(i.e.
members),
satisfaction levels are high, in terms of their frequency, quality of content and degree of tailoring of messages. This summary highlights some of the key findings; the detailed data includes profiles of member organisations and suggestions for improvements in those instances – relatively few, fortunately – where respondents express dissatisfaction. The findings of this study will feed in to the Board’s discussions on strategy and help the Chamber steer its course over the coming years – and, hopefully, achieve even more success in the future. I
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CHAMBE R HAPPE NINGS - NE W ME MBE R S
1 new Patron member (upgrade Corporate to Patron)
Berkeley Law Limited
Represented by George Merrylees, Associate Solicitor| www.berkeley-law.com Berkeley Law Limited is a boutique wealth law firm in Mayfair, London and part of the Irwin Mitchell Group. It acts for and advises high ultra-high net worth individuals and families from the UK and abroad as well as their advisors and the institutions who work for them, including their family and estate offices. Berkeley Law Limited undertakes most areas of legal advice but their core skills are advising on investment and wealth structuring, tax-efficiency, trust issues, asset protection, succession planning, relocation to the UK (including immigration) and high end residential conveyancing.
8 NEW CORPORATE memberS Assouline - Publishing | Represented by Aida Bayoud, Vice President Global Marketing www.assouline.com First luxury brand dedicated to culture, Assouline began with the belief that a book artfully crafted and highly considered in its visual content can open our eyes and minds. Over two decades, guided by a passion for knowledge, culture, and travel, they have extended their vision to create all that can be desired in a chic library, from lavishly illustrated books and special editions to unique decorative accessories. In 2014, Assouline celebrated its 20th anniversary by introducing the Maison Assouline international flagship showcasing their complete world of culture and lifestyle, situated at 196A Piccadilly in London.
Eversheds - International legal advice | Represented by Michelle T Davies, Head of Clean Energy and Sustainability Group www.eversheds.com Recognised by Acritas as a Global Elite Law Firm, Eversheds advises on billion-dollar deals and high profile cases on behalf of the world’s most powerful corporations and financial institutions. United by a shared vision, values and understanding of what their clients really want, their lawyers provide top quality legal advice whether they are operating locally or across borders.
Baker & McKenzie LLP - Leading international full-service law firm | Represented by Eve-Christie Vermynck, Lawyer (Senior Associate) www.bakermckenzie.com Baker & McKenzie is a global top-tier law firm with deep market knowledge and insights of more than 12,000 people in 77 offices worldwide. They combine an instinctively global perspective with a genuinely multicultural approach, enabled by collaborative relationships and yielding practical, innovative advice. Their London office has a strong association with major French corporates and banks established in the UK.
Chandos Communication - International and proactive strategic financial communications | Represented by Louise Tingström, Managing Partner www.chandoscomms.com Chandos provides proactive strategic financial communications advice to international companies and institutions. Chandos has a dedicated, international, senior team with real global experience of a wide range of issues and sectors in multiple geographies. It has an outstanding track record of critical communications situations such as M&A, IPOs, restructurings, shareholder activism and financial crisis situations.
(Upgrade Active to Corporate) Legrand Electric Ltd - Manufacturer of low voltage electrical equipment | Represented by Tony Greig, CEO www.legrand.co.uk Legrand is the global specialist in electrical and digital building infrastructures and is present in over 80 countries. In the UK, the company’s headquarters are in the Midlands with factories in the north east of the country. The company operates four business units: power distribution, cable management, wiring devices and assisted living. 64 - info - march / april 2016
Payne Hicks Beach - Solicitors | Represented by Richard Stapylton-Smith, Property Partner (Commercial and Residential) www.phb.co.uk Payne Hicks Beach is a full service law firm based in London, with French speaking lawyers advising on corporate, commercial and residential property and private tax matters and offering legal advice to French individuals and international groups on UK Law.
Theodo - Agile web and mobile development | Represented by Fabrice Bernhard, Co-Founder and CTO ww.theodo.co.uk Theodo is an agile web and mobile development company. They work with start-ups like BlablaCar and LaFourchette as well as for large corporations like BNP Paribas and Société Générale. After successfully growing Theodo to 70 people in Paris, they have recently launched in the UK. Their small team of highly talented engineers specialises in Symfony2, Javascript, and Hybrid App Development.
Value Retail Management - ‘Boutique’ collection of chic outlet shopping centres | Represented by Charles Kokorian, Retail Director www.chicoutletshopping.com Value Retail operates a ‘boutique’ collection of 9 Villages, including Bicester Village, in Europe’s most important luxury and fashion markets, which appeal to high-spending international and European visitors. In 2014, its first Village in China opened near Shanghai.
15 NEW ACTIVE members ACPI Investment Limited - Independently owned investment management partnership www.acpi.com Represented by Jérémy Trabaud, Director Angelscube - Accelerator / VC fund www.angelscube.com Represented by Alexandre Covello, CEO Brebners - Chartered accountants and business advisers www.brebners.com Represented by Ashok Sonah, Partner Camm & Hooper Limited - London events venue company www.camm-hooper.co.uk Represented by Claire Lawson, Managing Director Clic and Walk - In-store, at-home, in-street, consumer data collection www.clicandwalk.com Represented by Thomas Thiollier, Country Manager ECP UK Limited - Project management consultancy, management services & technologies www.ecpcorporate.com Represented by Lionel Apostolo, CEO Ethan McGregor - Recruitment agency and HR videos www.ethanmg.com Represented by Natacha Messaad, Managing Partner UK Fladgate LLP - Law firm www.fladgate.com Represented by Jamie Hamilton, Senior Associate
K+K Hotel George - Upscale boutique-style 4* Hotel www.kkhotels.com Represented by Martyna Halgas, Sales Manager La Belle Assiette - Private chef and catering service labelleassiette.co.uk Represented by Kasia Jedrys, UK Business Developer Le Vieux Comptoir - Wine merchant - wine shop & restaurant www.levieuxcomptoir.co.uk Represented by Laurent Faure, Managing Director Parrot UK - Advanced wireless products for consumers and professionals www.parrot.com Represented by Michael Luke, Regional Manager Northern EU & MEA Spring law - Premium business law firm with international reach www.springlaw.co.uk Represented by Estelle Francais, Associate The Dentist Gallery - Dental clinic & art gallery www.thedentistgallery.com Represented by Jérôme Sebah, Owner Vision de Marques - Expert in visual communication on points of sale www.visiondemarques.com Represented by Franck Gueneau, Associate Director & Sales Manager (France & UK)
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- march / april 2016 - 65
CHAMBE R HAPPE NINGS - SHORTIE S
Hats off to... CAROLYN MCCALL DBE, Chief Executive of easyJet and a Director of the Board at the French Chamber, was appointed Dame Commander of the Order of the British Empire (DBE) in the 2016 New Year Honours for services to the aviation industry, and now takes the title of Dame. She was also recently nominated to receive the Légion d’honneur from the French government. Dame Carolyn McCall joined easyJet on 1 July 2010 as CEO. Prior to that, she was Chief Executive of Guardian Media Group plc. She was also a non-executive director of Lloyds TSB, Tesco, and New Look, Chair of Opportunity Now, and a former President of Women in Advertising and Communications London (WACL). www.easyjet.com URSULA MORGENSTERN, Global Head of Consulting & Systems Integration and Global Executive Vice President, Cloud and Enterprise Software, for Atos, was named ‘Woman of the Year’ at the Women in IT Awards. Ursula was awarded the title for leading the way in her industry to encourage more women to consider careers in technology. Ursula, who joined Atos in 2002, has over 10 years of experience working in the technology space including software industry, IT Consultancy and IT Service. www.atos.net
RICHARD BROWN CBE, former CEO & Chairman of Eurostar, was recently nominated to receive the Légion d’honneur from the French government. Richard was CEO of Eurostar from 2002 to 2010, then Chairman to 2013. He was previously Commercial Director of National Express Group Plc. Richard has spent 32 years in the transport industry, and was a Director of British Rail’s Intercity Division before its privatisation. He is currently President of Railteam, Chairman of the Department for Transport Franchising Advisory Panel and the former President of the Chartered Institute of Logistics and Transport. He served as Deputy President and President of the French Chamber in 2014-15, and continues to be a Director of the Board, as well as Chair of the Chamber’s Climate Change Forum.
New main representatives Congratulations to MIKE CHALDECOTT, who has been appointed General Delegate and Regional Managing Director for Saint Gobain Construction Products in UK and Ireland, taking over from Peter Hindle who has retired. Apart from a commission in the Army, Mike has spent his entire career in the construction industry, working for British Gypsum and other businesses in Saint-Gobain. Mike, who has 32 years’ experience in insulation and gypsum materials, was appointed to his present position in January 2016, after eight years as Managing Director for British Gypsum, having previously spent five years working abroad in France and Poland, where he was Regional Managing Director, Eastern Europe. He was previously Managing Director for the global BPB Formula business based in Paris, and General Manager for the Isover insulation joint venture in the UK. Mike is a Patron and Trustee of the Construction Industry’s charity for the homeless, CRASH. www.saint-gobain.co.uk Maria Gabriela Henderson is a Partner at The MBS Group, the leading sector-specialist executive search firm covering all consumer-facing industries, where she currently leads the cross-sector Private Equity practice. Her experience includes a variety of successful placements at board level and executive functional roles within a range of PE-backed businesses across luxury, retail, leisure and consumer services. In January, she will assume additional responsibility for the Fashion & Luxury practice at The MBS Group, taking over from Janine Leccia. Maria and Janine have collaborated on a number of high-profile assignments in the sector over several years. Janine leaves The MBS Group to take up the position of Human Resources Director at LVMH - Fashion Group UK. www.thembsgroup.co.uk 66 - info - march / april 2016
CHAMBE R HAPPE NINGS - SHORTIE S
colin lehmann The French Chamber of Commerce would like to extend its sincere condolences to the family, friends and colleagues of Colin Lehmann, Partner of Blick Rothenberg, who passed away on 21 February. Colin was Blick Rothenberg’s Representative at the Chamber and known by many. Paying tribute to him, Bob Rothenberg said he was ‘a ‘go to’ individual who never turned away any request for help or assistance’ and had made an outstanding contribution to people’s lives and businesses.
CHAMBE R HAPPE NINGS -
7 January Sponsored by
The sweet taste of New Year
A
host of Chamber members gathered at PAUL’s new
the Christmas break, and the stylish restaurant was abuzz with
restaurant in Tower 42 for a New Year bash – French style.
chatter and festive cheer.
Champagne featured, of course, but in good French tradition
There was, however, a bitter-sweet note to the evening
there had to be Galette des Rois. This puff-pastry pie, filled with
as the Chamber bade farewell to Cecilia Gonzalez, who has
frangipane, is customarily served on Epiphany, 12 days after
headed Events and Marketing for the past five and a half years.
Christmas, to commemorate the three kings who visited the
Managing Director Florence Gomez paid tribute to her and a
Christ child. Those who come across a token (fève) in their slice
surprise commemorative slide show was a reminder of just
are pronounced King or Queen of the day, and there were a few
how many superb events Cecilia had organised over the years,
on the night who were bestowed with gifts of meringues from
and she was given a rousing send-off by many well-wishing
PAUL. The occasion, which was the first Chamber event of the
members. I KF
year, gave members a chance to catch up and network after
New year reunions over Champagne and galette
Members bid farewell to Cecilia Gonzalez
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- march / april 2016 - 67
CHAMBE R HAPPE NINGS -
11 January Sponsored by
Breakfast With
JACQUES ATTALI
Jacques Attali was in London in early January to launch the local office and operations of Positive Planet in the UK. He took time to have breakfast with the French Chamber, sharing insights about his work and current issues
P
ositive Planet is the evolution of Planet Finance, the
daring them to become entrepreneurs instead of sitting around
microfinance organisation Jacques Attali set up 18 years ago
doing nothing.
to help poor people access finance for setting up their own
Turning to France, Jacques Attali observed that there are
businesses. Today more than 300 million people around the world
French people all over the world who are frustrated about France,
are using microfinance, but it is only part of a larger challenge to
but happy and proud to be French. ‘France is a very special country,
help weak people find ways of having a full life without depending
amazing not only because of its past, but also its balance and its
on charity. ‘Each of us should be able to choose a life, not have it
future. It has the potential to become the first country in the world,’
decided by others,’ he said. ‘Conformism means poverty.’
he said. ‘It does have issues, including unemployment and red tape,
Lack of access to finance is one of many things that hamper
but there is a new generation that is helping to develop dynamism
people’s progress. Weak people also need access to energy,
and entrepreneurship.’ He identified the main weakness in France
housing and education to be able to succeed in life. One million
as being a lack of courage, saying that there is no courage without
people are starving – a child dies every 7 seconds – and this is
vision. ‘As a nation we have chosen conservatism against risk,
just the tip of the iceberg of unused talents.
‘And who is weaker than
children?’ Jacques Attali asked. ‘It is in our interests to take care of the next generation. We have to take them into account in our decisions. We have to
prioritised stability over change and
It is in our interests to take care of the next generation. We have to think of each human being as our own child
think of each human being as our own
the state over the private sector. That is what needs to be changed,’ he said, noting that the fact that France’s most important city is not a port was significant because countries with important port cities
child. It is even in our interests to look after children not yet born
were more open to foreigners and new ideas. He went on: ‘It is
because they are going to work for us in the future and replace us.
not a disaster for French people to be leaving France. More than
This is what our foundation is trying to do.’ Talking about education
ever before, France needs people abroad. Having less people in its
he noted that in the French context, with its heritage of intellectual
diaspora than others is a weakness!’
capital, children are destined to have a better future if their parents
With the French presidential elections coming up in 2017,
are educated. By the age of six, the course of their lives has been
Jacques Attali emphasised their importance and announced
determined by the number of words in their vocabulary. ‘This is
that he would be launching not a candidacy but a programme in
why it is so fundamental to change what is done between the ages
February. ‘The spotlight should not be on the candidates but on
of 18 months and six years,’ he said, ‘whether that is changing the
what they can do,’ he said. ‘We will pick up everything that both
approach of kindergarten or ratio of teachers to pupils. Without
left and right wings do not have the courage to face,’ he said. ‘Our
this the nation is losing talent.’
programme will be in the interest of the next generation.’
Positive Planet is not only present in poor countries but also in
Asked about his position on Brexit, Jacques Attali said it was
the suburbs of France and Italy, because, as Jacques Attali pointed
purely a British issue. ‘We would be happy if the UK stays and
out, there is a link between poverty, frustration and violence. It
would prefer it. But if it quits, it will be the only loser,’ he said. ‘It will
works to provide opportunities for unemployed young people,
be a disaster for the UK not the EU.’ I KF
68 - info - march / april 2016
CHAMBE R HAPPE NINGS -
14 January Sponsored by
Cross-Cultural Quiz Evening
A
fter last year’s brain-taxing debut, the Cross-Cultural Quiz Evening was reprised with a new batch of gruelling questions concocted by Peter Alfandary, Senior Vice President of the French Chamber and Chairman of the Cross-Cultural Forum. Many of last year’s participants returned for a fresh challenge, and to take part in what could well be the Chamber’s most fun event. Through five rounds of questions, there was friendly rivalry aplenty between tables, but also a chance to enjoy the cross-cultural pleasures of good food – suitably themed – and wine in PwC’s beautiful Embankment office. Most of the tables were taken by companies – PwC, Chandos Communications, Cripps, ebl miller rosenfalck, EDF Energy, Euronext, Hermès, Renault Team Oh la la! celebrates their triumph UK and Momentum (last year’s winners), but as formidable as this line-up may have seemed, it was the tables of individuals – Oh la la and C’est la vie – that prevailed, taking first and second place by a margin of one point. Despite their defeat, many vowed to return next year, and went away perhaps a bit more knowledgeable on Franco-British matters than before. I KF Sponsored by
Intercultural TROPHY
T
he evening also provided the occasion for the presentation of the Intercultural Trophy, designed by Cartier and sponsored by
AXA. First presented in 1997, this was its 19th year, and Yves Masson, former CEO of AXA Direct and Partnerships, announced the winner, elected by members of the French Chamber, as Boulle International. Marie-Cécile Boulle, who set up her estate agency 21 years ago with a specific mission to help initially French and later international families find homes in the capital, went up to receive it. ‘Managing crosscultural relationships is at the heart of my personal and professional life! I’d like to thank the members of the Chamber for choosing Boulle International. Thanks to Florence Gomez and those who surround her, our affiliation to the Chamber continues to be stimulating and rewarding!’ she said. The Trophy was presented along with prizes including a pair of Eurostar Standard Premium tickets, a magnum of Vranken Pommery Champagne and goodies kindly donated by La
Marie-Cécile Boulle
Maison Maille and Nuxe. I KF
Managing cross-cultural relationships is at the heart of my personal and professional life! I’d like to thank the members of the Chamber for choosing Boulle International. Thanks to Florence Gomez and those who surround her, our affiliation to the Chamber continues to be stimulating and rewarding! info
- march / april 2016 - 69
CHAMBE R HAPPE NINGS -
26 January
AMBASSADOR’S BRIEF What prospects for Franco-British relations on the eve of the EU referendum?
I
n her latest briefing to Patron and Corporate members of the Chamber, HE Ms Sylvie Bermann, French Ambassador
to the UK, gave an informative, clear and optimistic review of Franco-British matters. She started by paying tribute to David Cameron and the British government for the genuine solidarity shown in the wake of the Paris terrorist attacks, which had been a strong affirmation of the closeness of the relationship when it really mattered. This augurs well for the next FrancoBritish Summit which takes place in March, when the British and French come together to discuss mutual issues. The Ambassador outlined the main themes that would be on the table: security and defence, the economy, and social relations, including a new ‘Young Leader programme’ and the dialogue between local authorities in the regions abutting the Channel on both sides. On the subject of the EU Referendum, the Ambassador expressed optimism that the debate had moved on from whether Britain would remain prosperous outside of the EU to whether it would be able to maintain its security and influence. She noted the emergence of a new catchword – ‘Bremain’ – to counter that of ‘Brexit’ but observed that the Yes campaign still faced the challenge of explaining to ordinary people what impact Britain leaving the EU would have on them. I KF
4 February
Rendez-vous chez... SUSHI
SHOP
Y
anni Spitadakis, Country Manager at SushiShop, and his team welcomed members of the Chamber to SushiShop with a colourful display of the most wonderful Japanese
delicacies. Enjoying networking in a cosy atmosphere, all 47 guests had the chance to taste a large sushi selection. Pierre Boudy, Deputy Chef Executive at Sushi Shop, had made all the sushis, from the volcano and tempura dragon rolls to the famous salmon teriyaki, composed of a seared salmon, purple potato chips and Yuzu miso sauce. The winners of the lucky draw left with vouchers to give their gourmet taste buds a real treat with the Sushi Shop 2016 menu. To extend the culinary journey, all guests took home a box of Wasabi Peas from Sushi Shop as well as chocolate and hazelnuts petites baguettes designed by the French brand, Michel & Augustin. I AL
70 - info - march / april 2016
exclusive PATRON E VE NT -
BREAKFAST
I
8 February
at CHRISTIE’S
t’s a rare thing to sit down to breakfast amidst Hockney, Warhol, Freud, Bacon and Doig. Rarer still when they are works soon to be auctioned,
drawn from private collections seldom seen in public. And quite unique to share the moment with Patricia Barbizet, CEO and Chairwoman of Christie’s. This privilege was accorded to the Chamber’s Patron members who gathered at Christie’s for the occasion. The artworks on display were part of the Post-War and Contemporary Art up for sale later that week, and members were later given a private tour by Edmond Francey, Head of the Post War and Contemporary Art Department at Christie’s, who gave intriguing insights into the provenance and stories behind individual pieces. Before then, the floor was given to Patricia Barbizet to share her thoughts on art, luxury and the business of art in response to questions posed by Peter Alfandary, Senior Vice President of the French Chamber and a
Christie’s, which celebrates its 250th anniversary this year, has always been about connecting art and people
few of the Patron members present. She acknowledged parallels between the art world and luxury markets, noting especially the bespoke client relationship and the conscious creation of experiences, but she also stressed the educational role that Christie’s played, not just for the benefit of collectors, but the wider public who are free to roam the auction house, viewing singular exhibitions of art that have been carefully curated, and tapping into the knowledge of experts. Christie’s, which celebrates its 250th anniversary this year, has always been about ‘connecting art and people’, Patricia said. Sitting beneath Peter Doig’s The Architect’s Home in the Ravine, estimated to sell for £10-15 million, she observed that whereas art collectors used to be those with academic or specialist backgrounds or from families that had always collected, now there is a new generation of collectors, buying in a range of price points in different contexts from private to online sales, who are not trapped by any one category. The keys to Christie’s success as a business, Patricia identified as being a brand that is never compromised, upholding its core values of skills, ethics, loyalty and client relations, and having an ability to adapt to changing markets and times. Art remains its raison d’être, but this is underpinned by a business strategy and highly professional support functions. Although owned by Groupe Artémis, François Pinault’s holding company, since 1998, Christie’s still has a very British base, but is, in Patricia’s words, ‘the most truly international company in the world’. From its London heart and headquarters it has expanded internationally and continues to grow, employing 2,500 people across sales rooms in 12 countries and in 50 offices around the world. But, as she explained: ‘Where our people come from does not matter, what matters is that we provide the right specialist for a particular work of art and answer the requirements of every client.’ Our thanks to Christie’s for hosting this event, in particular Patricia Barbizet for taking time in her busy schedule to spend with our Patron members, Edmond Francey for sharing his knowledge on Post War and Contemporary Art, as well as Paul Hewitt, Head of Client Strategy, EMERI and Nick Hough, Chief Operating Officer, who were both instrumental in putting this event together. I KF
info
- march / april 2016 - 71
FORUMS & CLUBS - HR FORUM
Are you ready for the Generational Shift tsunami? Tim Drake, Head of Talent Management UK at Hudson considers the generational differences in the workplace and their impact on leadership and culture
T
he next three years will see the workforce as we know it
the globe with managing the expectations of a multi-generational
dramatically change.
workforce and how, as a business, you can start to plan for
The Baby Boomers, who currently lead organisations at
growth and search for the best people to lead the way.
all levels and sit in many senior positions across the UK, will disappear, creating a huge skills and experience gap. At the same
Organisations must change their approach
time, New Millennials will enter the workplace with very different
The world may be chaotic, but the opportunities to attract a
inherent skill sets, values and beliefs, and in the middle, poor
rich, diverse workforce that will match your customer base are
old Gen X and Gen Y are struggling to keep the shop open.
stronger than ever. Your engagement must be at a personal level,
The storm is coming. Look for a moment at your own organisation. The economic downturn will have left a legacy of cost cutting and restructuring, inevitably reducing your talent piplelines. And
not just organisational. Assessment and selection techniques must look at individuals in terms of their mindset as well as skill set, the latter being something which can always be learnt. For business leaders of today, the main challenge is opening your mind to this approach, balancing control with freedom. Are you ready? I
as the world gets more complex, more grey and less patient, have you done enough to get ahead in the fierce war for talent through investing back into your Learning & Development and talent initiatives? Every sector is facing profound upheaval as the impact of Digital Transformation not only radically transforms products, services and processes, but also impacts on your culture and people. For many, the pace of change runs in parallel with the ability to attract, retain and identify the talent you need for the future. Look again for a moment to your own organisation. Do you know what talent you need for the next two years, even five years? Do you know what your people need to be great at. And how will you get great people? And keep them? The latest research released by Hudson, Emerging Leaders; Differences that matter benchmarked 400 Emerging Leaders across Europe with those of 600 C-Level leaders. These were then compared to 150,000 participants in non-leadership positions globally. The research findings argue that attributes more naturally aligned to females, are in fact more relevant to drive an organisation’s growth in the current economic climate and environmental context of the next three to five years. Organisational skills, abstract thinking and change orientation were just some of the skills required to drive organisational success. High levels of emotional intelligence, an open communication style and collaboration were also key attributes. In Hudson’s follow up report, The Great Generational Shift, we discuss the challenges for organisations across
72 - info - march / april 2016
Download a complimentary copy of Hudson’s The Great Generational Shift Report, visit uk.hudson.com/generations
forums & clubs - hr forum
Interview with the Chair of the HR Forum
Michael Whitlow
European Regional Human Resources Director, International SOS
You took over as Chair of the HR Forum in the latter part of 2015. What are your impressions so far?
organisation because to go externally provides challenges around organisational ‘fit’ and the time it takes for new leaders
The HR Forum provides senior HR practitioners with a great
to understand the business. I also believe in creating and
opportunity to exchange ideas and best practice across a range
providing an environment for employees where they believe
of HR topics. It also provides a forum to build relationships and
in the purpose of the organisation and they feel that they can
networks with like minded professionals who are sharing similar
make a meaningful contribution to the business and to society.
issues and challenges.
This means that companies who can align their Corporate Social
What is your current role and background? Does this help in chairing the Forum?
comparative advantage. I also believe that we are yet to be
I am currently the European Regional Human Resources Director
media and changing technologies will provide. These forces
for International SOS, a global company which helps other
will also fundamentally change the way work is organised and
Responsibility strategy with their business strategy will have a hit by the ‘tsunami’ of information and connectivity that social
companies to manage the health and security risks associated
the impact on our people in ways that we are only starting to
with moving travellers and expatriates around the world. We
appreciate.
are a global organisation with a very diverse culture operating in over 80 countries. We also have a very strong French heritage
What are you planning for the Forum this year?
with our two founders being French.
Every year we get together with our Forum members to ask
What do you view as the most challenging issues in HR today?
pleased to say that we have a range of fascinating topics lined
I think there are many challenges facing the function at the
employee engagement and retention, and people analytics. I
moment. Building the leaders of tomorrow is critical for any
Interview by KF
them what is critical from a business and HR perspective. I am up for this year including sessions on cultural transformation,
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info
- march / april 2016 - 73
Outcome & implications of COP21 Robert Milnes, Manager, Sustainability and Climate Change at PwC summarises what COP21 achieved and where it fell short
W
hen the Paris CoP closed on 11 December last
infrastructure. This includes targets for energy generation from
year,
reached.
renewables, where just the scale of ambition is vast: China’s
195 countries had adopted an agreement designed to limit
renewables programme is £230bn. There is increased focus on
the future average rise in global temperatures to ‘less than
bio-fuels and on low carbon infrastructure, particularly urban
two degrees’. It was less ambitious than many had wanted but
transit schemes for an increasingly urban world population, on
more than many had dared hope for after two decades of half
rail and on electric vehicles and the infrastructure needed to
measures and increasing enmity between groups of nations.
support them
an
historic
agreement
had
been
Finally, it seemed, there was a will to win. A will to build
As these measures start to flow through, and they need to
something new across the fault lines that had developed over the
be implemented via national legislation and programmes, the
previous two decades. Those years witnessed an unwillingness
economics around carbon will change. Within 15 to 20 years we
amongst developed countries to commit to sufficient action and
see carbon costs being at a similar level to labour and energy
finance, set against the ambitions of vulnerable countries and
costs in some energy intensive industries. The finance sector has
the reluctance of emerging countries to jeopardise new found
really started to take note too. Comments by the Governor of the
growth and prosperity. So what went right in Paris?
Bank of England have caught the attention of many who might
First it seems there was a conscious avoidance of the
otherwise have been happy to look the other way. Something like
terminology and rhetoric that had established itself since 1992
500 institutions representing $3.4 trillion have withdrawn from
and an attempt at a new conversation. Other factors included the
carbon financing in the past twelve months and many others are
changing global economic situation and development of a new
looking to follow suit.
policy vision. French diplomacy also played a key part. It was clear
We think Paris was a success because it achieved broad
to all that France was determined to achieve a deal and worked
agreement and the framework for a series of measures that
hard throughout the run-up and the event itself to see it home.
can be progressively tightened over time. Is it a turning point for
There were other tail-winds: The US was fully engaged and the
humanity? Only hindsight will be able to answer that question
US China deal in September 2015 was probably the single most
and all now depends on translation of INDCs into policy action.
important signal that the game had changed. Business was also
For the time being, let’s allow ourselves to hope that Paris 2015
fully engaged and played a key part in the negotiations.
will come to be seen as the first of many steps in the right
So what was achieved? Well, about half of what is actually needed, as the figure shows. It’s taken from PwC’s latest Low Carbon Economy Index which has been published annually since 2009. The top line on the plot shows the trajectory of carbon reduction based on no change from current policy. The bottom line shows what PwC has calculated as necessary to stay within two degrees. The middle line represents the Paris agreement which, if implemented, would in theory restrict average temperature rise
direction. I To find out more #Paris2015 www.pwc.co.uk/services/sustainability-climate-change/paris2015.html Low Carbon Economy Index www.pwc.co.uk/lowcarboneconomy CEO Survey http://download.pwc.com/gx/ceo-pulse/climatechange/index.html
to three degrees. Not enough, then but a solid start and a platform on which to build. The are
agreement
termed
was
‘intended
delivered nationally
via
what
determined
contributions’ (INDCs) where countries target reductions via a series of policy and regulatory measures. PwC reviewed the INDCs of the five large developed and emerging economies and found some key themes. As the most CO2 intensive
fuel, coal use is being targeted. These efforts are widespread, ranging from a cap on coal use in China, to the US Clean Power Plan (albeit currently on pause), emission standards for coal power stations in India and a carbon tax in South Africa. Whilst in the EU the emissions trading scheme will continue to target coal. Another theme is investment in low carbon 74 - info - march / april 2016
Source: Pathway to 2°C. 2015 Low Carbon Economy Index, PwC
FORUMS & CLUBS - Climate change forum
Climate Change is everyone’s business Ruth Mhlanga, Private Sector Policy Advisor at Oxfam gives an assessment of COP21 from a people’s perspective, some of the highlights and a realistic take on what still has to be done
T
he 21st Conference of the Parties (COP21) and the run up
dialogue’ in 2018 to ‘take stock’; and a ‘stock take’ in 2023 (and
to it has served to remind leaders and the public alike, that
every five years thereafter) to ‘inform’ governments ‘updating
there is a strong, diverse and growing movement of people
and enhancing’ their efforts.
bringing solutions for climate change to life. Even in lock down,
In the face of this bleak picture, it was positive to see that
Paris had more than 10,000 people join hands in a peaceful
business at COP put its best foot forward. For the first time there
human chain. An estimated 785,000 people took part in over
was a powerful and credible countervailing force to the blockers
2,300 marches in more than 175 countries as we called on
of the fossil fuel lobby. Some of the highlights included the ‘We
world leaders to bring home a people saving climate deal. 150
Mean Business’ coalition, which had 515 companies confirmed
heads of government were present at the start of the talks
to specific climate action. The Science Based Targets initiative
The challenge will be to see how companies extricate themselves from short-termism and reach for science-based, carbon-reduction targets (the highest number of world leaders ever gathered under
had garnered 114 companies committed to reducing carbon
one roof) and more than 190 countries made pledges to cut
emission in line with keeping warming below 2°C. In addition,
emissions, covering 94% of all GHG emissions. In a context of
the divestment movement had 500 institutions moving away
scepticism about multilateralism and increasing conflict on the
from investing in fossil fuels, up from 181 by September 2014.
international stage, the Paris Agreement will be remembered as
Not forgetting of course RE 100.
a rare moment where the world came together.
It would certainly be more comforting to focus only on the
However, one of the key takeaways from COP21 is the
companies that were in Paris, however, it would be misleading. It
realisation that there is so much more to done. One only has
is not the full picture. Unfortunately, most companies choose to
to look at the increasing climate related disasters to realise that
stand on the side-lines and watch the tragedy of climate change
we are not moving fast enough. Millions of poor and vulnerable
unfold. This wilful ignorance is propped up by the belief that
people face hunger and poverty this year and next because of
they can be a ‘fast follower’, but this is a gross underestimation
record global temperatures, droughts and erratic rains in 2014
of the complexity and time it will take to create the necessary
and 2015, compounded by the development of possibly the
changes. Supply chains cannot be rearranged at the drop of
most powerful El Niño on record. Only 1°C of warming is already
a hat nor can a business ‘wing it’ during a drought or a flood.
leaving major destruction in its wake. Three in four disasters
Even in the absence of physical disasters, we need to build zero
are now climate related and since the first Climate Change
carbon, resilient economies at pace, which will destroy some
Conference (COP1) in 1995, 606 000 lives have been lost and
business models and radically alter others.
4.1 billion people have been injured, left homeless or in need of
Moving forward, companies need to step off the side-lines
emergency assistance as a result of weather related disasters.
of the climate fight. Companies and investors must shift their
The overwhelming majority of lives lost has been in developing
portfolios away from high-carbon investments that prolong the
countries.
era of fossil fuels. The very idea of generating profit from trashing
The
submission
of
Intended
Nationally
Determined
Contributions (INDCs) was a diplomatic success. However
the planet, including financial actors betting on the continued extraction of fossil fuels, is reckless and irresponsible.
current INDCs end in 2025 or 2030 and even if these targets
Given the proclaimed success of COP21, we run the
are met, the world is likely to experience devastating warming
risk of complacency settling in. The true test of company
of around 3°C (well above the 2°C/1.5°C target pursued in the
leadership on climate change will be seeing how the promised
Paris Agreement). While 3°C sounds better than previously
initiatives will become deeply rooted in domestic, economic
projected 5 or 6 degrees warming, the Oxfam report ‘COP21:
and environmental realities. The challenge will be to see how
Game-changers in the Paris climate deal’ highlighted that with a
companies extricate themselves from short-termism and reach
warming of 3°C, developing countries would need to spend an
for science-based, carbon-reduction targets, and, importantly,
additional $270 billion a year by 2050 on measures to adjust
collaborate across sectors while engaging their supply chains
to more extreme weather and rising seas, taking their annual
and customers to ensure that low carbon is intrinsically woven
adaptation costs to $790 billion. Crucially, the mechanisms
into the economy. I
for increasing targets set by INDCs is very weak: a ‘facilitative
info
- march / april 2016 - 75
FORUMS & CLUBS - sme s & entrepreneurs club - intervie w
Interview with the Co-chair, SMEs & Entrepreneurs Club
Jeanne Monchovet Founder, Olystix
W
hy did you decide to take up the role of Co-chair of
How is the Club evolving?
the SMEs and Entrepreneurs Club?
What I really like is that we are taking the Club towards where
I’ve been a member of the Chamber for around 10 years and
we think it should be, but also to where the members think
I’ve been in London for 22 years. Throughout this time, the
it should be. At the close of 2015, we had a consultative
focus of my activities has been to help French businesses
session with the Club. What we heard strongly from the
establish in the UK through helping with their marketing,
members is that they wanted mentoring and a revival of the
communication, organisation and positioning within the UK
social networking that the Club at the Pub had provided. For
market, and this is what I genuinely enjoy. When it comes to
the latter, we plan to make it networking with a purpose, for
the Club, this is what I am!
example around an SME or start-up visit, which will ensure that
I liked the idea of doing a team act with Arnaud de
the core of the activity remains learning and business growth.
Montille. We complement each other: he operates in the
The Club’s dynamic is also continuing to evolve. At
consumer market, whereas I am in the services industry.
every session there are new entrepreneurs from different
Between the two of us we can cater to the full spectrum! And it
landscapes – some setting up in the UK for the first time,
is very important to me, as the Club evolves, to help bring the
some coming from France, where they already operate. They
change or to go along with the change.
all contribute to the richness of our Club as we have different levels of maturity within the entrepreneurial cycle. I think it
Having attended the Club yourself over the years, what do
is important to always look at the level above you, and by
you see as the greatest benefits of being part of it?
being able to mingle with SMEs and older entrepreneurs, our
What I particularly like about the Chamber’s Club is that it
start-ups can see where they are headed. They get to hear
is so diverse – the members come from a huge range of
what other people tried, what worked well and what didn’t,
backgrounds and industries and we have a mix of start-ups,
the evolution of the market and the differences between
mid-career converters, long-time entrepreneurs. A lot of the
operating in France and the UK. These different perspectives,
clubs that you see launching in London are very industry
approaches and levels of knowledge enrich the
specific and niche, so to have the experiences of different
brainstorming aspect.
industries in our Club is very valuable. I think it feeds innovation. It is one thing being the Co-chair, but I also really see the
What is the best advice you have been given or wish you had been given as a start-up?
benefits for my own business. The English have a saying, ‘You
The best advice I was given was to quit my business which
don’t know what you don’t know’, and I do find that I always
was no longer exciting and start my own company Olystix,
learn something from other people. When we have an expert
and my only wish was that I had reinvented myself sooner! I
presenter, Club members ask questions that are completely
Interview by KF
different from the ones that I have, and I sometimes learn more from their questions. It is not possible to walk out of one of our sessions without having learnt something!
The Club’s dynamic is also continuing to evolve. At every session there are new entrepreneurs from different landscapes... They all contribute to the richness of our Club as we have different levels of maturity within the entrepreneurial cycle
76 - info - march / april 2016
FORTHCOMING FORUMS & CLUBS
Climate Change Forum - By application only
Legal Forum - By application only
Chair: Richard Brown CBE, former Chairman & CEO of
Chair: Olivier Morel, Partner, Cripps, Vice President of the
Eurostar, Chairman, Department for Transport Franchising
French Chamber
Advisory Panel, Vice President of the French Chamber
Deputy Chair: Ken Morrison, Legal Director, Eurotunnel
Deputy Chair: Jean-Philippe Verdier, Managing Director,
When: 20 April, 9.00am – 11.00pm
Jefferies International
Theme: Dealing with police procedures
When: 22 March, 10.00am – 12.00pm
Speaker: TBC
Theme: The view from the Green Investment Bank Speaker: Laurence Mulliez, Non Executive Director, Green
Finance Forum - By application only
Investment Bank
Co-chairs: Rob Guyler, CFO at EDF Energy and John Peachey, Managing Director - CFO Global Markets, HSBC Bank Plc
When: 26 April, 10.00am – 12.00pm
When: 5 May, 08.30am – 10.00am
Theme: Winning hearts and minds around Climate Change
Theme: Funding and liquidity: short and long-term growth
Speaker: Stephanie Godderidge, Climate & Us Programme
requirements from an SME point of view
Manager, EDF Energy
Speaker: TBC
All sessions take place at the French Chamber For more information, contact Anne Bioche at abioche@ccfgb.co.uk or 0207 092 6638
CHAMBE R HAPPE NINGS - forthcoming e v ents
12 Apr
MEMBER-TO-MEMBER COCKTAIL AND EXHIBITION Where: Pullman London St Pancras, 110 Euston Rd, London NW1 2AJ Cost: £40+VAT per person; £60+VAT - special price for 2
18.00 - 20.30
The Chamber’s largest cocktail & exhibition Whether you are small or big, an innovative start-up or a large corporate, come and find out more about your fellow members’ services/products and take advantage of their generous offers. There are also great opportunities to network and make new business contacts whether you are attending or exhibiting. Delicious canapés and drinks will be served, and those who participate in the quiz stand a chance of winning an amazing prize. For more information, please contact Sonia Olsen at solsen@ccfgb.co.uk or 0207 092 6641
PRINT PARTNER
technology PARTNER
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- march / april 2016 - 77
CHAMBE R HAPPE NINGS - forthcoming e vents
26 Apr
08.00 - 10.00
BREAKFAST WITH HARRIETT BALDWIN MP Where: The Berkeley, Wilton Place, London, SW1X 7RL Guest speaker: Harriett Baldwin MP, Economic Secretary to the Treasury (City Minister) Cost: £35+VAT per person; £60+VAT - special price for 2 Meet Harriett Baldwin MP, Economic Secretary to the Treasury Harriett Baldwin was appointed Economic Secretary to the Treasury (City Minister) in May 2015 and has been the Member of Parliament for West Worcestershire since 2010. She was appointed as the Prime Minister’s Trade Envoy to Russia before joining the government in February 2014 as Assistant Government Whip. In the July 2014 reshuffle she was promoted to Lord Commissioner. Harriett has enjoyed a successful 20-year career in finance, specialising in currency markets for pension funds. She was also on the National Council of Business for Sterling. For more information, contact Anne-Claire Lo Bianco at alobianco@ccfgb.co.uk or 0207 092 6643
28 Apr
RENDEZ-VOUS CHEZ BIG FERNAND Where: Big Fernand, 19 Percy St, London W1T 1DY Cost: £20 +VAT per person
18.00 - 20.00
The French ‘hamburgés’ workshop Discover Big Fernand while networking with business contacts from a wide range of industry sectors and be prepared to taste homemade and gourmet burgers such as the Bartholomé, made with raclette cheese, smoked streaky bacon and a homemade cocktail sauce. For more information, contact Anne-Claire Lo Bianco at alobianco@ccfgb.co.uk or 0207 092 6643
18 May
RENDEZ-VOUS CHEZ JEFF DE BRUGES Where: Jeff de Bruges, 30 Thurloe Street, London SW7 2LT Cost: £20+VAT per person
19.00 - 21.00
Belgian chocolate expertise with French ‘chic’ With more than 450 shops around the world, Jeff de Bruges, the French company for Belgian chocolates, has now opened its only boutique in the UK, in South Kensington. Let your taste buds be charmed by a selection of Belgian chocolate creations while networking with new business contacts from a wide range of industry sectors. For more information, contact Anne-Claire Lo Bianco at alobianco@ccfgb.co.uk or 0207 092 6643
78 - info - march / april 2016
CHAMBE R HAPPE NINGS - forthcoming e v ents
2
June
Rendez-vous chez The Dentist Gallery Where: The Dentist Gallery, 20 Rochester Row, London SW1P Cost: £20 +VAT per person
18.00 - 20.00
Unique experience combining the best dental work and contemporary art Join us on 2nd June to discover what reviewers are already calling a “unique and relaxing place”. The Dentist Gallery is a first-of-itskind private dental surgery which perfectly combines Art and Fine Dentistry. You will never see the dentist in the same way again! For more information, contact Anne-Claire Lo Bianco at alobianco@ccfgb.co.uk or 0207 092 6643
14 June
19.00 - 23.00
ANNUAL GALA DINNER 2016 Where: The Landmark London, 222 Marylebone Road, London, NW1 6JQ Guest speaker: Jacques Attali, President of Positive Planet Cost: £190+VAT per person; £1,800+VAT per table of 10; £2,100+VAT per table of 12 Charity: Positive Planet Build and develop your business network with 400 other business leaders from a variety of industries. Attended by over 400 senior executives of the Franco-British business community, this is the Chamber’s flagship event, featuring a Champagne reception, a gastronomic dinner with Grands Crus, live entertainment and a silent auction, held this year in aid of Positive Planet, a foundation that helps men and women around the world create the conditions for a better life for future generations. For more information or sponsorship opportunities, contact Sonia Olsen at solsen@ccfgb.co.uk or 0207 092 6641
About Jacques Attali Professor, writer, Special Advisor to the President of the Republic of France from 1981 to 1991, founder and first President of the European Bank for Reconstruction and Development in London from 1991 to 1993, Jacques Attali is the co-founder of PlaNet Finance, now called Positive Planet, and has been President since 1998. He also founded Action Against Hunger in 1980. He is the author of 65 books, translated into more than 20 languages with 8 million copies sold around the world, including essays (on subjects ranging from mathematical economics to music), biographies, novels, children’s stories and theatre plays. Jacques Attali has a Ph.D in Economics, and is a graduate of l’Ecole Polytechnique, l’Ecole des Mines, l’Institut d’Etudes Politiques and l’Ecole Nationale d’Administration.
sponsors so far
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Patron Members of the French Chamber in Great Britain
LONDON BRANCH
80 - info - march / april 2016
The things that make us different are the things that make us stronger. EDF Energy is one of the UK’s largest energy companies and the largest producer of low carbon electricity. We’re also the first energy company to achieve the National Equality Standard (NES) award, the UK’s most comprehensive assessment of diversity and inclusion in business, and we’re particularly proud of our programmes that help to create a better future for everyone. From a progressive mentoring programme to support gender diversity at all levels, to our support that helps unemployed young people gain employment skills via our BAME (Black, Asian and Minority Ethnic) network and recruitment team, we’re working together to become even stronger. To find out more, visit edfenergy.com/diversity.