In Touch With Business Issue 5 by intouchwithbusiness

ISSUE 05 SEPTEMBER 2020

A MOONSHOT FOR THE WORLD Microsoft’s carbon negative plan

RISK AND RESPONSIBILITY Margo Hoek on boards & sustainability

GOLD STANDARD Mark Adlestone of Beaverbrooks, on why giving is good

UNCHARTED CHALLENGES How to stay positive in a crisis

UNLOCKING SUCCESS intouchnetworks.com

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Sir John Timpson on why kindness is the key

EXEC UTIV E COAC HING Want to reach your career goals faster? Executive coaching is proven to deliver clarity, build confidence and successfully help you to transition to a new role.

Start your journey with an accredited In Touch coach today.

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A WORD FROM OUR CEO These really are unprecedented times for businesses, and how we react to these challenges will shape the destinies of organisations across the globe. Fortunately for In Touch, we are an agile organisation who have always been techforward - we were using Zoom before most people had even heard of it! And while being a tech business has definitely helped us, a large part of our ability to thrive in these challenging times has been down to the amazing team we have. Everyone who works at In Touch has wholeheartedly stepped-up to the plate and dealt with any challenges they’ve faced. This reinforces my belief that an adaptable and engaged workforce is a must and it is the role of myself and the senior leadership team to ensure our colleagues remain healthy, happy, focussed and productive. If there’s one piece of advice I would give to senior leaders right now, it’s to listen to your colleagues. Communication is key and we have to make sure we regularly check in to ensure nobody is feeling isolated, overworked or unheard. And you must carry this ethos through into your personal life. I think both business and society will need to take this onboard to ensure we all emerge from the pandemic stronger, together. Stay safe.

Matthew Roberts CEO In Touch

SEPTEMBER 2020 4 Life in the fast lane for In Touch 6 Heading in the right direction

8 Building a boardroom career 10 Learn to love homeworking in the new normal 14 Staying ahead of the curve

16 Boardrooms in charge of sustainability

20 A moonshot for the world 22 A shinning example 26 Kindness is the key to unlocking success

30 Top 5 books on personal branding 32 Reshaping the investment landscape 34 Blissful Bali

38 Marketing matters more than ever before COVER STORY

40 Meeting the challenges of uncertain times 42 The expert panel 46 Getting ethical over recruitment 48 Keep on trucking

50 In Touch Q&A with Ros Taylor 54 Best laid plans

In Touch With Business is published by In Touch Networks Limited (company number 05715110). Designed and produced by In Touch Networks who are an organisation for board-level professionals based at 3 Hardman Square, Spinningfields, M3 3EB. Edited by THIRTY30, Peter House, Oxford Street, Manchester, M1 5AN. Reproduction of any material, in whole or in part, is strictly forbidden without the prior consent of the publisher. In Touch With Business and its contributors are committed to upholding the highest ethical standards through their journalism. If you have any corrections or complaints, please contact magazine@intouchnetworks.com.

LIFE IN THE FAST LANE FOR IN TOUCH Picking up prestigious industry awards is becoming something of a habit for In Touch, as they placed yet again in the Financial Times FT 1000.

“Commended for its impressive growth rate of over 6000%.” 4

The company was recognised as the 10th Fastest Growing Company in Europe and the 3rd fastest growing company in the UK overall. The FT 1000, compiled in partnership with Statista, recognises companies across 31 European countries that have achieved the highest compound annual revenue growth rate between 2015 and 2018. In Touch has featured in the rankings for three consecutive years, originally placing 86th in 2018 and then 70th in the 2019 list. This year, the technology firm was commended for its impressive growth rate of over 6000%, jumping a massive 76 places higher than their inaugural entry in 2018. To be ranked as the 10th fastest growing business in the entirety of Europe is a huge achievement for In Touch and acknowledges their tremendous growth over the past few years. Within the last 18 months, the firm has launched a series of new products, acquired RTC, a leading coaching and leadership organisation led by renowned clinical psychologist and coach Ros Taylor and scaled up US operations, moving to bigger offices in Chicago. And their award success is not limited to the FT 1000 with In Touch ranking at 30 in the Sunday Times Hiscox Tech Track 100 awards, and being recognised as the Fastest Growing E-Commerce Company of the Year and 2nd for overall growth at the latest Northern Tech Awards. In Touch is recognised as one of the leading online networks for elite business professionals, with members

“The annual FT 1000, which was first compiled in 2017, lists the European companies which have achieved the highest compound annual growth rate, with fintech and challenger start-ups featuring strongly throughout. This is the third consecutive year that In Touch has featured.” joining the exclusive platform to access useful resources, training programmes, CV services, coaching and a complimentary jobs board where they can browse the latest non-executive and consultancy roles. With the acquisition of RTC Leadership & Coaching, the In Touch Group has widened its coaching and development portfolio and members have access to nearly 60 experienced, ILM-7 qualified corporate coaches. Never a company to rest on its laurels, In Touch has continued to diversify its offering in response to

the COVID-19 pandemic, providing even more free resources to members including webinars, on demand videos, podcasts and LinkedIn Lives. In Touch Group CEO, Matthew Roberts said: ‘This adaptability and willingness to grow the business in response to customer need is intrinsic to our success, and the recognition we have received from numerous organisations.” Commenting on the FT 1000 ranking, he added: “Being named as the 10th fastest growing business in the whole of Europe, and 3rd in the UK, is such an amazing achievement. When In Touch was founded in 2013, I could only dream of the business being recognised by such an impressive institution as the Financial Times. To be listed for three consecutive years, and ranking even higher each time, is a huge accomplishment for the whole organisation. “Just last year we opened the doors to our first office in America. Due to the phenomenal reception we’ve received from US business professionals, we’re looking to expand even further in the US and internationally in 2020. Having also seen RTC join the group and with so many exciting plans in the pipeline, I can’t wait to see what’s next in store for In Touch.”

What is the Financial Times FT 1000? The FT, in partnership with Statista, seeks to identify the 1,000 European companies with the strongest revenue growth between 2015 and 2018. The ranking businesses are featured in a special report available at the FT.com.

HEADING IN THE RIGHT DIRECTION Headlines were made when chief executives from some of the world’s biggest companies, including the leaders of Apple and JPMorgan Chase, came together last summer to proclaim that corporate purpose must be about more than profit.

For Daryl Brewster, the Business Roundtable’s “statement of purpose” was another major step along the journey towards a different way of doing business – one that doesn’t just benefit owners and shareholders. Brewster is CEO of US-based Chief Executives for Corporate Purpose (CECP), a coalition that believes that a company’s social strategy - how it engages with employees, communities, investors, and customers - determines its success. Founded in 1999 by actor and philanthropist Paul Newman and other business leaders to create a better world through business, CECP has grown to

“Brewster believes the next important consideration for businesses is to properly measure their stakeholder engagement and CSR.” a movement involving more than 200 of the world’s largest companies. They represent $6.6 trillion in revenues, $21.2 billion in social investment, 14 million employees, 23 million hours of employee engagement, and $15 trillion in assets under management.

CECP helps companies transform their social strategy by providing customised connections and networking, counsel and support, benchmarking and trends, and awareness building and recognition. Brewster and the organisation that he leads have been eagerly tracking the rise of “corporate purpose”, watching as leading companies become “laser-focused” on the issue of creating long-term sustainable value for all. The Business Roundtable also has close to 200 members and its landmark statement placed shareholders as one of

five “stakeholders”, alongside customers, workers, suppliers and communities. It was seen as a pledge that corporate America would now truly consider issues such as the environment alongside profitability and Brewster describes it as “a big step”. He also points to the pronouncements of investors such as Larry Fink head of BlackRock, ‘the biggest investor in the world’ – and the part they are playing in steering businesses in this new direction.

Positive contribution A much-publicised letter Fink wrote to CEOs calling on companies to produce not just profits but contributions to society, has also been described as a “game changer”. Fink wrote: “To prosper over time, every company must not only deliver financial performance, but also show how it makes a positive contribution to society.” Brewster believes that is the direction growing numbers of business organisations are heading, indicated in the conversations he is now having with CEOs and he adds: “It is going to benefit their investors in the long-term as well.” It has been a slow-burner. He says: “It is a gradual change, but we have seen some accelerators, including social media. People can find out information, things they didn’t get to see before.” Brewster points to interventions like Fink’s and the Roundtable getting “terrific levels of interest.” And he also talks of the pendulum swinging back “when things have gone too far in one direction.”

However, he says that there is still much work to be done to deliver this change in corporate purpose.

confections, cereal, and pet portfolio and successfully led the business to record top and bottom-line growth.

“We have still got to engage with others and it can be a challenge for smaller organisations,” he adds. “We are seeing bigger companies beginning to ask their supply chain questions including what their environmental footprint is.”

And he was also the turnaround CEO of Krispy Kreme Doughnuts, Inc reversing financial declines, reducing debt and expanding globally.

Brewster believes the next generation of businesses, “more agile and able to move more quickly”, will take up the challenge, particularly as they compete to attract employees in the future. For those workers, the sense of purpose of the business that is offering them employment and the direction it is taking will be an important consideration. Brewster believes the next important consideration for businesses is to properly measure their stakeholder engagement and CSR - and to have the right metrics in place to do so.

Sense of value He says: “If I’m a stakeholder, shareholder, investor or employee I want to know where my company is headed, I want to know their long-term plan, to have a sense of what their values are.” Brewster has nearly 30 years of executive experience in the US and abroad, including as an officer for several Fortune 500 companies. And he currently serves on the board of several privately-held companies. His CV is impressive. He was president of Kraft’s $6 billion North American snacks,

As managing director of Campbell’s $300 million UK operations he doubled revenue and quadrupled profits. He also has a strong background in non-profits including serving on the boards of several colleges and universities.

Social & sustainable In its drive for change, CECP has launched the ‘Strategic Investor Initiative’ and has held a number of forums where top-level CEOs present their long-term plans covering corporate purpose, multi-year goals, strategies, material environmental, social and governance (ESG) risks and stakeholder engagement. The aim is to help companies think more deeply and comprehensively about their social strategies and sustainable practices as part of their overall business enterprise. The latest gathering took place in New York City in February and featured presentations from CEOs of businesses including Henry Schein, Verisk Analytics and Aptiv. Brewster says of the initiative: “We are building the momentum to end shorttermism on Wall Street and in business.” And the key to reaching this goal? “Focus on people,” Brewster says. “It’s a long-term journey and it is about taking people along with you.”

BUILDING A BOARDROOM CAREER We caught up with Patrick Ricketts, In Touch member to learn about building a NED career and how the network supported him on this journey. Patrick Ricketts is a strategic planning and transformation expert, non-executive director, and experienced board director. Having had a successful career as a Regional Director for Berendsen UK, Patrick went on to a successful career with Jewson. Patrick then set up his own company, SG for Business, which helps build and improve strategy, customer retention, productivity and growth. In addition to setting his business up, Patrick began building a portfolio career, securing his first nonexecutive director role with Ubico Ltd, through In Touch in 2019.

What has Patrick achieved by becoming a member? Patrick has learnt almost all he knows regarding nonexecutive director roles and responsibilities through the In Touch portal. He has engaged heavily with all the available resources - webinars, podcasts, CV review, and on-

demand courses - all of which have given him great insights into the non-executive sphere and supported him in applying for board roles. Patrick utilised the interview

preparation downloads, corporate governance courses and the â&#x20AC;&#x2DC;How to Become a NEDâ&#x20AC;&#x2122; webinar to build his knowledge and form a large part of his preparation for

“A non-exec role is a completely different type of role. You really need to have everything in place to apply.” successfully securing his first non-executive director role. He also explained how different his executive experience on a board was in comparison to as a nonexecutive role: “Although I have sat on numerous boards for many years, a non-exec role is a completely different type of role. You really need to have everything in place to apply. “What you bring to the boardroom is dependent on your own expertise and knowledge and you must remember that crucially you are there in an advisory capacity, and not involved in the day-to-day activities.” Although Patrick has now secured a non-executive role, his personal development will continue, using In Touch’s latest podcasts, webinars and blogs to help him progress in his portfolio career.

What kind of challenges did Patrick face when transitioning into the non-executive world? Patrick cannot emphasise enough that credibility and reputation are paramount to securing a non-executive interview. He explains: “When looking into becoming a non-executive, you need to understand what boards are looking for. I realised that expanding your network of like-minded people who have experience and advice

to share in this arena is a key part of creating a portfolio career.” Patrick has gained contacts and created relationships throughout his time on the In Touch network, something he says is essential to a nonexecutive role: “Many advertised NED roles are very industry-specific, often looking for someone with a “black book” of connections that will provide opportunities for more clients.” Patrick realised that he must demonstrate transferable skills to be successful in his search for an independent role and so built a strategic plan, utilising In Touch webinars to assist him in creating a CV and cover letter that emphasised his skills and experiences. Confident that these could be translated into different sectors, Patrick was ready to pursue NED roles and used this new job search collateral to specifically evidence how his expertise and knowledge were relevant to each business and role. Last year Patrick applied for two NED roles and was successful in securing his first role outside of his former industries.

What advice would Patrick give to any aspiring nonexecutive directors? Patrick advises those transitioning to a nonexecutive career to ‘be true to themselves’ and remember why they are setting out on

a portfolio career. He also feels that due diligence is an incredibly important aspect of finding the right role. He says: “You must ensure that you are the right fit for the organisation and they are the right fit for you. There must be a synergy there.” Bringing value and influence to an organisation, whilst offering a different viewpoint, are aspects of the NED role that bring Patrick personal satisfaction and these, he says, should be motivators for any aspiring non-executive. He also advocates continuous learning and research to test your knowledge and update your skillset; similarly, he says, a forensic approach to identifying and demonstrating your experiences and the value you will bring to a business will reap rewards. He also feels any aspiring NED should consider in what areas they are an expert, as opposed to those in which they are simply proficient. This will allow them to upskill in areas that need improvement. Patrick says he will look to move forward and expand his portfolio, having a clear idea of his value whilst recognising there is always ‘room for growth and learning’. “I’d say you should always be clear on what you can offer and how to communicate it. And remember, it’s a continuous learning process. In Touch has certainly opened my eyes and taught me what value I can add to any board.”

LEARN TO LOVE HOMEWORKING IN THE NEW NORMAL Before the COVID-19 lockdown, most office-based workers would have jumped at the chance to be able to work from home some, if not all, of the time.

However, with the majority of UK workers now forced to operate remotely, many are finding the switch to this new normal rather challenging. In Touch has pulled together some top tips for working from home to ensure you can adapt to, and flourish in, your new working environment. 1. STICK TO REGULAR WORKING HOURS & GOOD HABITS Routine rules Set a strict schedule and adhere to it. The shift to homeworking is already disruptive enough without irregular working habits interfering with your productivity - you wouldn’t be lax or disorganised in the office, so don’t be at home. Set out a task list, give yourself structure and you will reap the benefits. You will be accountable to colleagues and superiors, allowing you to evidence progress, and you’ll have a framework against which to deliver your tasks and objectives on-time and on-target.

Happy hours Maintaining regular working hours is incredibly important as it will echo your usual office-based routine, and lessen the disruption of working remotely. You will also find it much easier and more efficient to communicate with colleagues if you are keeping the hours you used to. No one wants an email at midnight!

The early bird catches the worm In a poll of executives by Vanderkam, 90% said they wake up before 6 am on weekdays. While most office days don’t start until 8am at

the earliest, working from home could offer some flexibility on the working day. If you were used to getting up early for a long commute, and your body clock is still reflecting this, see if you can negotiate starting and finishing your day a little earlier. That said, maintaining the routine already discussed is, of course, key.

2. THINK ABOUT YOUR WORK ENVIRONMENT Space Invaders Set ground rules, establish boundaries with others in your household and each try to keep to dedicated spaces during work hours. Whilst not everyone has a dedicated office space at home, claiming a part of your house as your workspace sets the tone. And if you have to work in a room that is a hub for non-work activities, negotiate times at which others can use it for its primary purpose. If, for example, your only option is to work at the kitchen table, try to limit others’ access to meal times only.

Actions not distractions Find somewhere where you can sustainedly concentrate on your work and avoid distractions - whether that be family members, the TV or the contents of your fridge! A survey by Glassdoor revealed approximately 32% of

“In a poll of executives by Vanderkam, 90% said they wake up before 6 am on weekdays.” employees say watching TV is their top distraction. Create a designated workspace which doesn’t blend office and home activities; somewhere that you can switch into ‘work mode’ with ease.

Get tooled up If you’re used to double monitors and a wireless mouse in the office, speak to your employers and see if they can help you create a familiar rig in your home. Struggling with substandard tech or other resources can be incredibly frustrating, and ultimately lead to a decrease in productivity, so it’s in everybody’s interests to optimise the tools you have at your disposal. Poor home office set-ups can also lead to health problems which would directly impact on you and your business. The Office for National Statistics reported that back pain, neck and upper limb problems accounted for 30.8 million days lost to sickness absence in 2017 and experts fear homeworking is likely to exacerbate this trend.

3. COMMUNICATION IS KEY One size does not fit all In an office environment the majority of people work in close proximity to their colleagues, making communication and the setting of expectations clear and easy. And while staying connected with your team or board and remote working will not

be a new concept to many senior professionals, a whole business ‘going virtual’ will hold fresh challenges. You must remember that different people have preferred ways of communicating so make sure you have access to video conferencing software such as Zoom, as well as messaging apps and business platforms such as Slack. Some people might even like a good old fashioned phone call! Be adaptable and sensitive to personalities and needs.

Alone shouldn’t mean lonely ‘Out of sight out of mind’ can be a big problem with working remotely and not just from a professional point of view. Last year, a study of 2,500 remote workers by brand development agency Buffer found loneliness to be the second-most reported challenge of working from home. You are regularly reaching out to colleagues and associates regarding business matters, so why not also ask them how they are doing personally? Without the usual indicators of body language or behaviour it’s hard to gauge how people are coping during lockdown but a friendly enquiry might see someone open up about loneliness, isolation or the problems that they are experiencing.

4. SWITCH IT UP Take a break While having a designated work space is of paramount

importance, don’t feel you have to be chained to your desk 8 hours a day. - a survey by Airtasker found that ’taking breaks is the No.1 most effective way to stay productive’. Make sure you give yourself the occasional change of scenery - go for a walk on your lunch break, try some meditation before the start of the day, read the news in your living room at elevenses. You would usually have a coffee break and a chat at the water cooler so allow yourself the time you would spend in these situations to switch up your scenery.

Keep on moving Homeworking is intrinsically more sedentary than commuting into an office. You may only have had a brief walk to and from the train station, but it at least got the blood circulating. Walking has been proven to increase levels of a critical protein in the brain called brain-derived neurotrophic factor (or BDNFs), and studies suggest boosting these can improve your cognitive functioning. Simply said, a morning walk is likely to sharpen your brain and make you work better.

Make time for yourself Use your time outside of work wisely - learn new skills, watch some TED talks, exercise more regularly. One of the main perks of working from home is not having to commute and the increased personal time this brings. While lockdown leisure pursuits can, by definition, seem limited, it just takes a little creativity and research to get the most out of being newly time-rich.

AHEA D O F THE C UR V E Develop the expertise you need to successfully transition to a portfolio career. Join our acclaimed webinar-based development programme to translate your skills and experience with confidence.

Do you want to start your non-executive journey?

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STAYING AHEAD OF THE CURVE Yolanda Bouchee, a visionary leader and seasoned professional based in Illinois, joined In Touch in 2019. We spoke to Yolanda about moving into the boardroom with the help of the network. Yolanda Bouchee spent a number of years managing Public Affairs and Land Redevelopment for the United States Environmental Protection Agency. Last year she started up a consulting company ‘Revitalized Communities’ which specialises in Stakeholder Engagement, Planning, Historic Preservation, Brownfield Redevelopment, Main Street Revitalization and Economic Development.

Why did Yolanda start a portfolio career? After Yolanda founded ‘Revitalized Communities’ in 2019, she gained greater control over her time, and found she could dedicate herself to building a portfolio of board roles. Yolanda felt she had a lot of knowledge to offer boards and help steer companies strategically in the areas of sustainability, ESG, diversity, real estate and community development. Having spoken with the In Touch development team, Yolanda became aware of the vast array of resources available on the network which could support her in fulfilling her career goals.

Seeing the potential of these resources gave Yolanda the push to kickstart her portfolio, utilising the In Touch platform to expand her knowledge, especially regarding the roles and responsibilities of a board member.

What has Yolanda achieved since joining In Touch? Once Yolanda found the time to engage with the network and start applying for board roles, there was immediate movement for her career. Yolanda completed her first board application and managed to secure her first interview, which was a great start to her portfolio job search. She started to see the benefit of the network once she began exploring the platform and using the resources as much as possible. Yolanda also attended an In Touch networking event where she met executive coach Janelle Brittain, who made an immediate impact on her. She says: “I was very impressed with Janelle, she was very direct in letting me know what steps I needed to take to be

successful on joining my first corporate board.” Yolanda wanted to continue with the support of an executive coach and decided to book on the next Ahead of the Curve coaching course, a fast-track development programme expertly designed to equip aspiring board members with everything they need to kick start their board career. After only a few sessions on the virtual interactive programme, Yolanda felt much more confident in applying for board roles. Quickly seeing the results of working with Janelle, she received an invitation to interview. Yolanda could ‘barely believe’ the results that came from putting in a little work and dedicating some time to engage with the network.

What advice would Yolanda give to aspiring board members? For those looking to start out on a portfolio career, Yolanda has some guidance, drawn from her own experiences. She outlines some of the

obstacles aspiring board members may come across when transitioning and explains how In Touch supported her. “I started off slowly on the network and didn’t engage much. However, as soon as I utilised the resources such as webinars and on demand courses, I gained the knowledge and confidence to kickstart my board portfolio.” Yolanda fell into the rhythm of engaging with the network and resources, and embarked on an exciting journey towards building

her board level experience. She explains: “Once I got into the swing of things, and took some time to dedicate to develop as a board member, it became clear what the next steps were for me. The executive coaching enhanced my ability to see what I could bring to the boardroom and what gaps needed to be strengthened.” After just a few sessions of the Ahead of the Curve programme, Yolanda applied for three board positions

“I was very impressed with Janelle, she was very direct in letting me know what steps I needed to take to be successful.”

on the In Touch jobs board and went on to successfully interview and land a role. Yolanda’s overriding message to aspiring board members is clear: “Get out there and make it happen now! It’s a good time for companies hiring boards, and if you’re at home you will have the time to create your action plan with the support of the In Touch team. Put in the work and you will undoubtedly land your first board position.”

BOARDROOMS IN CHARGE OF SUSTAINABILITY By Marga Hoek Marga Hoek is a global business and thought leader on sustainable business and capital. A non-executive chairman and board member, she is also author of The Trillion Dollar Shift, gold medal winner in the best business book sustainability category in the Axiom Business Book Awards. Risks and Opportunities The evidence suggesting that boardrooms should prioritise sustainability is growing rapidly. Due to fast rising risks on the one hand and more and more facts to support sustainability’s opportunities, sustainability is positioned at the top of boards’ agendas. The risks are more obvious than ever, with environmental disasters, poor labour relations, safety incidents and scandals increasing. The World Economic Forum’s Global Risks Report, released every January, notes that environmental concerns, specifically climate change, top the global risk list. In this digital era, transparency is key, whether one likes it or not. Reputations are at stake, as well as investments. The risk now lies clearly in nonsustainable business practices and investments. Policies on integrated reporting, procurement and disclosure are progressing, pushing

companies in the direction of sustainability – even if this isn’t happening apace quite yet. Environmental, Social and Governance (ESG) risks are common knowledge by now and are not only investor related. Companies’ fiduciary duties to not only oversee governance yet also social and environmental aspects, will only grow. By now, sustainability is defining a company’s ability to operate as well as being core to a company’s competitiveness.

Surprisingly though, there is currently a huge gap between awareness and subsequent action. Nonexecutive boards are generally used to working with the usual nomination, remuneration and audit committees’ structures. They do not put it on the strategy agenda and to be honest are, overall, reluctant to adapt to incorporate sustainability in their structure and agenda. There is both a need to change and an opportunity to make it financially worthwhile. Thus, I foresee and support change.

Sustainability: both risks and opportunities

Frontrunners’ Boards

However, for boards, sustainability is not only a risk factor. It is thus not only a purely defensive matter, yet an offensive challenge as well. Sustainability influences financial returns both on the risk as well as the opportunity side. It offers opportunities for long term value creation, unlocks new markets and thus can drive profitable growth.

Frontrunner companies show us the way forwards and I am happy to be able to contribute to a number of them. Nestlé, for instance, recognised the significance of sustainability for the company and installed a combined nomination and sustainability committee, that ensures their managerial sustainability and oversees the long-term succession planning of the board.

The committee ensures the company’s sustainability and how its long-term strategy relates to its ability to create shared value. It is interesting to see that Nestlé recognised long-term succession planning and sustainability are intertwined. Even more importantly, the board structure of Nestlé demonstrates the recognition that sustainability presents both risks as well as opportunities, which is to be pursued by a shared value business model. As forwardthinking companies now recognise, the 2020s will be the decade of sustainability. The next ten years will open up many business opportunities - if shared value (generating economic value in a way that produces value for society by addressing its challenges) is deployed. It not only secures the risks, since the company is constantly set on both reducing its negative and growing its positive impact on society.

“As forward-thinking companies now recognise, the 2020s will be the decade of sustainability.” Marga Hoek

committee in its nonexecutive board. The committee oversees Unilever’s conduct as a responsible business, sustainability and corporate reputation. The committee monitors progress on Unilever’s Sustainable Living Plan, its overall sustainability plan, and reports back to the other board members, thus ensuring that sustainable thinking and behaviour is embedded in the board as a whole.

“Sustainable brands outperform non-sustainable peer brands and grow 69% faster.” It also points the company constantly to new markets opening up – for instance in offering solutions to issues such as food waste, recycling materials and reducing waste, renewable energy and beating poverty. Typically, shared value orientated companies align with the Sustainable Development Goals, the SDGs, as described in my book The Trillion Dollar Shift. Nestlé isn’t the only company paving the way. DSM also demonstrates forward looking thinking and behaviour. DSM’s supervisory board appointed its own sustainability committee in 2009 to supervise the managing board on sustainability matters.

In addition, in 2011 the company established an external sustainability advisory board - a diverse, international group of thought leaders to help deepen the company’s understanding of sustainability topics like malnutrition, climate change, inequality and renewable energy. The company recognised that such in depth understanding was crucial if they were going to really understand external stakeholder needs, conduct advocacy efforts and handle dilemmas.

Forward looking boards integrate sustainability, profitability and growth Unilever also installed a corporate responsibility

Like DSM and Nestlé, Unilever also recognises the market potential of sustainability and applies it to its investment schemes. Acknowledging that sustainable brands outperform non-sustainable peer brands and grow 69 per cent faster, their focus has shifted to a shared value approach. Brands at Unilever need to perform on a sustainability basis, or will be sold off. Only sustainable brands are bought, like the Vegetarian Butcher. Thus, the M&A agenda is also driven by this same shared value approach. These things can only be done successfully, if the top of the company - both the executive but also the non-executive board – is set up for sustainability success.

Good governance is key Good governance, however, is key for both supervisory and advisory boards to work well. DSM has worked out a profound set of governance to ensure the advisory board can challenge freely and management is obliged to take their advice very seriously and incorporate it into decision making. This is in stark contrast to many advisory boards, which are set up to demonstrate the company’s sustainability interests or, even worse, set

“80% of millennials want to work for a sustainable, purpose driven company.” up for marketing reasons. Obviously, non-serious advisory boards only attract professionals that do not take themselves seriously enough or are not equipped for the job. Hence it is a means to but not an end and better not to do it at all. Supervisory boards need to integrate the sustainability council well in the overall supervisory board structure and mandates, like the examples above have. Just adding a sustainability expert to the board does not suffice, if it is not formalised, embedded and synergised with the other committees and board members. In the end, the CEO and chairman of the non-executive board need to support this fully and implement it carefully. The selection of members is as crucial as the structure. It is a business challenge and opportunity and although members and sustainability chairs need to be experts on the topic, it is just as important that the overall sense of the committee is a business one. If not, synergy will not arise - let alone grow.

Boards need to adapt sooner rather than later Companies that neglect the physical and economic impact of sustainability do so at their own peril. There is a growing body of evidence indicating that sustainability factors influence financial returns and present an opportunity to drive long-term value. Yet, the need to liaise will grow rapidly

throughout this decade. Besides all the obvious reasons discussed, there is an important, additional reason: the shift in generations. Within this decade 75 per cent of the workforce will consist of millennials and GenZ. These new generations inherited a damaged world and will make absolutely sure this gets solved. 80 per cent of millennials want to work for a sustainable, purpose driven company. 65 per cent are willing to pay more for sustainable products and services. Soon this generation will be the majority of your employees, your customers, your policy makers and every stakeholder you can imagine. Lack of attention to changing consumer and commercial expectations are the number one threat to a company’s ability to operate.

The chairman must drive the change So, boards obviously need to prioritise sustainability and the chairman must drive this change. He or she must either chair the supervisory board committee or at least be a member. In case of an additional advisory council, the chairman must make sure governance is set up in such a way, as to ensure the impact of such an advisory body.

It is crucial to bear in mind that the board has or creates access to relevant information. Beyond disclosure strategy, many boards do not feel they have access to the sustainability information they need. The board can use new reporting and disclosure standards to drive change here. It’s also key to ensure the entire board, as well as the sustainability entity, really understand how sustainability is tied to business value and operate as such. Only then, sustainability will be perceived as a business and growth driver, which in itself is a condition for success. Preceding the set-up of these sustainability bodies, chairman and board members can get going right away, organising some quick wins. For instance, establish or increase the frequency of management reporting on sustainability risks to the board. Establish or clarify the responsibility of a board committee with a sustainability mandate. Establish a disclosure strategy to stakeholders and embed this in (sustainability) reporting. Review the sustainability executive department and professionalise this, whilst connecting it clearly to a shared value model. Improve data systems to enhance the possibility of gathering relevant data. Make sure sustainability risks are identified and embedded in risk management. The list goes on. Realise: this change is here to stay. Any board should adapt, as soon as possible.

“The risk now lies clearly in non-sustainable business practices and investments.”

A MOONSHOT FOR THE WORLD

Brad Smith is pulling no punches when it comes to climate change. “We have problems to solve and technologies that need to be invented,” he declares. “It’s time to get to work.” The president of Microsoft Corp spells out the situation: “The scientific consensus is clear. The world confronts an urgent carbon problem. “The carbon in our atmosphere has created a blanket of gas that traps heat and is changing the world’s climate. “Already, the planet’s temperature has risen by one degree centigrade. If we

in January to unveil an ambitious new plan to reduce and ultimately remove its carbon footprint. It has pledged that by 2030 it will be carbon negative – and it will go even further than that. By 2050 Microsoft will remove from the environment ALL the carbon the company has emitted either directly or by electrical consumption since it was

“The company will use “its voice and advocacy” to support public policy that will accelerate carbon reduction and removal opportunities.” don’t curb emissions, and temperatures continue to climb, science tells us that the results will be catastrophic.” Smith is speaking after the global tech giant brought the media to its headquarters in Redmond, Washington,

founded in 1975. Smith says: “While the world will need to reach net zero, those of us who can afford to move faster and go further should do so.” He describes it as “a bold bet - a moonshot - for Microsoft”.

And adds: “It will need to become a moonshot for the world.” The business has a detailed and aggressive plan to reach its targets, one that also includes its entire supply chain. It has also pledged to use its technology to help suppliers and customers around the world cut their own carbon footprints and announced a new $1billion climate innovation fund to accelerate the global development of carbon reduction, capture and removal technologies. The Fortune 500 company will also make carbon reduction “an explicit aspect” of its procurement processes. And a new annual “Environmental Sustainability Report” will detail Microsoft’s carbon impact and reduction journey.

Smith is clear that Microsoft aims to lead from the front. He says the company will use “its voice and advocacy” to support public policy that will accelerate carbon reduction and removal opportunities. And he adds: “We recognise that progress requires not just a bold goal but a detailed plan.” That plan will be partly funded by expanding Microsoft’s “internal carbon fee” so that it will charge not only its direct emissions, but those from its supply and value chains. This internal “tax” was established in 2012 to hold its business divisions financially responsible for reducing their carbon footprint. Last year it was increased to $15 per metric ton on all carbon emissions. Smith describes it as “taking a principled approach” and he also recognises the impact that people can have in driving change, saying: “We recognise that our employees will be our biggest asset in advancing innovation and we

will create new opportunities to enable them to contribute to our efforts.” Microsoft says it has worked hard to be “carbon neutral” since 2012, but that is not enough. Smith says: “Our recent work has led us to conclude that this is an area where we’re far better served by humility than pride. And we believe this is true not only for ourselves, but for every business and organisation on the planet. “Like most carbon-neutral companies, Microsoft has achieved carbon neutrality primarily by investing in offsets that primarily avoid emissions instead of removing carbon that has already been emitted. That’s why we’re shifting our focus. In short, neutral is not enough to address the world’s needs. “While it is imperative that we continue to avoid emissions, and these investments remain important, we see an acute need to begin removing carbon from the atmosphere, which we believe we can

help catalyse through our investments.” Microsoft’s plans include shifting to 100 per cent renewable energy by 2025. And it is looking to hit its ultimate 2050 target through “a portfolio of negative emission technologies” including afforestation and reforestation, as well as bioenergy with carbon capture and storage. Smith says: “We believe that Microsoft’s most important contribution to carbon reduction will come not from our own work alone but by helping our customers around the world reduce their carbon footprints through our learnings and with the power of data science, artificial intelligence, and digital technology. “For many customers, sustainability is already a core part of their business, while others are just beginning their work to mitigate their carbon impact. Regardless of where organisations are on their journey, we’re committed to being of help.”

Microsoft President Brad Smith, Chief Financial Officer Amy Hood and CEO Satya Nadella preparing to announce Microsoft’s plan to be carbon negative by 2030. (Jan. 15, 2020/Photo by Brian Smale)

A SHINING EXAMPLE Beaverbrooks sets the gold standard when it comes to giving back to the communities where it does business. The jewellery business, which has 71 outlets across the UK, has given away more than £14m to over 750 different good causes since 2000. That giving is carried out through the Beaverbrooks Charitable Trust, which hands out 20 per cent of the company’s post-tax profits to charities, every year. The £144.7million turnover company also has a £250,000 fund where workers can apply for cash for a charity of their choice. That’s separate to a company scheme that encourages each of its stores, plus head office departments, to choose its own individual charity and then donates £100 for every member of staff. Beaverbrooks pledges to match any sums that its “colleagues” raise for local charities. It is also a driving force in the workforce giving campaign to get more people to give money to charity through their salaries. The ethos and commitment

to helping is not simply about fundraising, it is really about becoming truly involved. And that is why every one of those 980 colleagues is encouraged to become active in good causes – and get 16 hours paid time off every year to take part in charity work in their community. Mark Adlestone is the thirdgeneration head of the family-owned business. His great grandfather arrived in Britain from Russia in the 1880s and Beaverbrooks has just celebrated its centenary.

Making a difference He says the retailer’s philanthropic approach is driven by nothing more than the recognition that it is “the right thing to do”. He says. “It’s very much part of DNA of the company, it has always been there and is an integral part of what the

“Larger companies are now paying closer attention to what their supply chains are doing when it comes to CSR.”

“It’s about getting involved with the community and making a real difference within that community. It has to be more than soundbites.” company is all about. We take giving away money as seriously as we do making it. “We are very much of the opinion that as a business your reason for existing is to make a difference to the world around you. If we were just financially successful and didn’t engage with our communities, that wouldn’t sit right with us.” He says treating its people with proper respect and listening to them is equally important. He adds: “There is a lot of noise around CSR and the environment. When it comes to areas such as employee engagement, that is more difficult to measure.” That engagement is vital to the success of Beaverbrooks’ community involvement. Adlestone says: “We involve every single person within the business. “And there is a whole mechanism behind it. Each store, each department, every office has the opportunity to choose their own individual charity. “It’s about getting involved with the community and making a real difference within that community. It has to be more than soundbites.”

austerity in the UK and its affect on support services and organisations, it is more important than ever for businesses to step up to the plate. “It is our responsibility because we are making money from the communities we service and we should be giving back properly.” He acknowledges the contribution businesses make in taxes but adds: “When you give to charity you can choose what organisation you are going to give your time and money to. That’s what I’d be encouraging businesses to do.” Adlestone says the approach has to be authentic and it has to be led from the top. He adds: “It is not something you can delegate to HR. It has got to come from the top with real feeling and you have to drive the initiative through the organisation. “We give 16 hours paid time off every year for each person to work for a charity of their choice. That is a process in itself. We have a team led by a charity manager; it is a job.

Step up to the plate

“You either engage with this or you don’t; you either care or you don’t. You can do business and do this.

Adlestone, who is about to complete his term as High Sheriff of Greater Manchester, says that after a decade of

“You can be a great workplace and it actually does feed into the bottom line. People either get it or

they don’t. Hopefully we can get more people to get it.” John Barnett believes that is the real challenge and like Adlestone, he is convinced it is a process that has to start in the boardroom. The entrepreneur and former High Sheriff of Lancashire is another pioneer of the ethos that businesses must give back to their communities. It’s an approach he adopted when creating his first sound and lighting equipment business back in the 70s supplying the leisure industry. Barnett and Danielle, his wife of 37 years who ran the Stardream group of companies alongside him, are both passionate about making a difference. His is a business career that spans more than 45 years and includes founding Radio Wave – an independent station serving his home town of Blackpool and the Fylde coast. He remains its chairman. He is also active in the Third Sector. Barnett repeats the Churchill quote: “We make a living by what we get, but we make a life by what we give.” And he adds: “It is all about that. It is about understanding that and the policy of giving that companies should have. “Most companies don’t have a policy to support their members of staff getting involved in charity work, to be able to give them the time they need.

Common sense “Every board should have this on their agenda at every meeting. An item about giving and how the company and its staff can contribute to their community. It makes

commercial sense.” He points out that larger companies are now paying closer attention at what their supply chains are doing when it comes to CSR. And he talks of potential new workers being asked what they do for their community during the interview process. “It works both ways,” he adds. “The people being interviewed should also ask that question.”

Barnett says people looking at becoming NEDs should look at voluntary organisations, charities and hospital trusts as a good option to the private sector. He explains: “It is a good way of developing both your career and skills. Charities are turning over millions of pounds, these are considerable organisations with large workforces.

“First time NEDs should be looking for a position in an area that they are passionate about. If you have that love for the work you do the money will follow. If you are only in it for the money, don’t apply for the job.”

BEAVERBROOKS FACTFILE • Established in 1919, with the opening of its first store in Belfast. •

•

Still family-owned, with direct descendants of the founders, the Adlestone family, the custodians of the business.

• 950 employees across 72 locations. •

She was appointed CEO in September 2013, becoming not only the first female CEO of the company but the first non-family CEO in the company’s history. In 2018, Anna was appointed managing director, becoming only the second-ever non-family member to sit on the board.

• In 2020, they were named the Best Place To Work at the Retail Week Awards.

Current Managing Director Anna Blackburn has worked for Beaverbrooks for 21 years, starting her career working in the Trafford branch and working her way up the ranks.

KINDNESS IS THE KEY TO UNLOCKING SUCCESS Ask Sir John Timpson to share the key to his business success and you’ll get a response that has nothing to do with profit margins, investment strategies or the bottom line. He’ll simply tell you it’s all about “kindness”. Being kind to customers and encouraging the 5,500 people who work in the organisation that bears his name to “be kind to each other” are at the heart of the Timpson philosophy.

“colleagues”, as he calls the workforce, and as a result the company. He says: “It’s not a question of making statements in your annual report, it’s actually about doing stuff.

It’s an approach that is paying off. The group, whose operations range from shoemending and key-cutting to photo-processing and dry cleaning, is today a £300m turnover business with more than 2,000 outlets across the UK. And, as Timpson reflects: “The attitude of looking after other people seems to be bringing more money back to the business.” The 76-year-old has been described as an ‘independent thinker’ and something of a ‘maverick’ when it comes to business. But for him, the approach he takes is a matter of common sense and doing what is right for his

“Before you talk about doing lots of community-based things, the first responsibility for a business is to look after its colleagues. A lot of organisations miss that one.”

birthday off and an extra paid day’s holiday on the first day their child goes to school. They can also use one of the company’s holiday homes, free of charge.

A helping hand

Timpson has set up the ‘Dreams Come True’ initiative – which, among a whole list of things, has helped its staff travel across the world to see long-lost relatives and paid for IVF treatment.

He goes on to explain the way management works at Timpson. “Our bosses are expected to spend a lot of time helping people in their team,” he says. “A lot of time is spent on things that are not to do with work. Everyone has their problems through life, we are there to help our colleagues If they need us.” That can range from giving them debt advice to helping them buy a car. Everyone in the organisation has their

He explains: “It’s there to help, there’s no typical one thing. We’re helping in all sorts of circumstances. It really makes a huge difference to people.” Timpson admits: “It is easier to do that when you are a successful company than when you are struggling. You are able to share in your success.” He was speaking before the coronavirus lockdown that led to the business shutting down all its shops. It began to slowly emerge from the lockdown at the end of May.

“The first responsibility for a business is to look after its colleagues. A lot of organisations miss that one.”

A second chance The recruitment of exoffenders is another area where Timpson has led the way. He says: “It has become very important to us, an integral part of the way we run the business.” The business started employing ex-offenders 17 years ago. Today it has 650 on its payroll. He describes them as loyal and hardworking and adds: “The right person will repay your faith by doing a fantastic job.”

“Everyone has their problems through life, we are there to help our colleagues.” He explains the scheme benefits the business and the country by helping reduce reoffending rates. The company is working to share its knowledge and help other businesses take on former prisoners and it has been leading calls for the government to declare a National Insurance holiday for those that do. Timpson, whose son James chairs the Prison Reform Trust, says: “There is a limit on how many ex-offenders we can take in any one year. There are plenty of other businesses out there who could.”

Upside down Those ex-offenders, along with all Timpson workers, also benefit from what the business calls its ‘upside down’ management structure. Explaining how it works Timpson says: “We trust

everybody in our business to do their job the way they want to do it.

“We trust everybody in our business to do their job the way they want to do it.” “Our bosses don’t give people orders. Basically, their job is to run their department by helping their colleagues within their team be the best they can possibly be.” He adds: “Someone in one of our shops is free to run it, as long as they turn up on time, look the part and put money in the till. “We’ve grown very rapidly over the last seven years and we’re responsible not only for our colleagues but their families too. Their longterm future depends on us getting it right. We mustn’t forget that. “People are at the centre of the business. We couldn’t make any money in our shops without someone being in their doing there jobs.” Today James looks after the day-to-day running of the Manchester-based group. Timpson senior, author of a number of business books and a weekly national newspaper advice column, says he is trying to slow down now he is in his mid-seventies but “finds it difficult”. He still plays tennis, and has been spending time with schools, looking at issues around ‘looked-after children’ and the education system. It’s something close to his heart, as well as being the father-of-

five he and his late wife Alex fostered 90 children. Timpson has also played a major role in looking at the future of Britain’s beleaguered high streets. The history of his family business can be traced back to 1865 and Oldham Street in Manchester where William Timpson opened a shoe shop. His great-grandson chaired an expert panel set up to advise how government could support traditional retailers in hard-pressed town centres battling decline. Its report called for some fresh thinking and it led to the setting up a High Streets Task Force and a £1bn government funding programme that is currently being rolled out.

Human contact Timpson says he is “optimistic for physical retail.” However, he also talks of the changing face of town centres and their importance as places where people can communicate face-to-face. “Human beings need human contact,” he explains. The key, he says, is having things in town centres that people want to go to. That may mean putting medical centres and leisure centres where shops once where. Local people need to have a say in what the future will look like.” he adds. Timpson has described himself as a ‘little cobbler who does things a bit differently’. For once he was being unusually unkind. There’s a lot more to him and his business philosophy than that.

â&#x20AC;&#x153;The company is working to share its knowledge and help other businesses take on former prisoners.â&#x20AC;? Sir John Timpson

TOP 5 BOOKS ON PERSONAL BRANDING In the current climate, a strong personal brand is more important than ever. In Touch has pulled together a list of the best books on the topic, guaranteed to help you build a bulletproof personal brand and land a board level role.

Branding Pays The Five-Step to Reinvent Your Personal Brand by Karen Kang

Described as the ‘master of personal Branding’, Karen Kang is a highly-respected brand strategist, having been a partner at the legendary marketing firm Regis McKenna for over 20 years. Her best selling book, ‘BrandingPays: The Fivestep System to Reinvent Your Personal Brand’ draws on her unique approach to creating a personal brand fit for the modern business world. Drawing heavily on her marketing and journalism experience, she helps the reader

create a brand for their ‘business of one’. Kang’s simple but effective ‘bake the cake, then ice it’ metaphor runs through the book and covers the impact social media and online presence has on your personal brand. The book is packed full of informative and useful resources, including templates, charts, action lists, and inspiring stories which can help you to develop your own formula for a stand out personal brand.

KNOWN The handbook for building and unleashing your personal brand in the digital age by Mark Schaefer

Mark W. Schaefer is an internationallyacclaimed speaker, author and college educator and author of “The Tao of Twitter,” the world’s best-selling book on Twitter. Schaefer unpicks the path to becoming known in your chosen field and seizing the opportunities and rewards that come with this recognition, utilising social media to build your brand. He identifies the behaviours and

characteristics of a number of highly successful and well-known experts and applies these to create a step-by-step template for success. The reader can use the accompanying workbook to identify their unique qualities, market niche and map out their visible, vibrant personal brand, with dozens of exercises to help the reader be seen, heard and known online.

You, Inc. The Art of Selling Yourself by Harry Beckwith & Christine Clifford Beckwith

A husband and wife team, the Beckwiths’ mantra is that no matter what product you’re selling, the most important component of the product is you. Drawing on over 30 years of experience in advertising and marketing, they call for an honest and authentic approach to building your personal brand, reinforcing credibility and earning trust and respect. They present a wealth of ideas and

exercises for how to use effective communication to build your personal brand, and though they are easily digestible, the Beckwiths emphasise that knowledge without action is useless. Stressing that your behaviours must match your values in order to be successful, they support this approach with anecdotes and easily digestible research to create a compelling and constructive read.

Brand You Turn Your Unique Talents into a Winning Formula (Financial Times Guides) by John Purkiss & David Royston-Lee

John Purkiss, former executive headhunter and David Royston-Lee, former HR head for KPMG share their vast commercial experience and insights in this practical guide. Providing a comprehensive framework for auditing your personal brand, Brand You sets out strategies for reexamining what you do, why

you do it and how to position yourself for maximum impact. Purkiss and Royston-Lee assert that in a changing world, authenticity is the key to building an appealing brand and provide excellent exercises and materials on social media, charisma and discovering your mission.

LinkedIn for Personal Branding The Ultimate Guide by Sandra Long Leadership expert Sandra Long explores the importance of conveying your brand on the world’s biggest professional networking site, explaining how to build and grow your brand as a senior professional. Long also explores the importance of positioning yourself as a thought leader and subject matter expert, increasing your visibility and boosting your reputation with fellow professionals.

Long shares a panoply of tactics, tips and tricks guaranteed to cast you in the best light possible by creating a stellar online persona. She also provides simple fixes guaranteed to increase both profile views and significant connections. This is a must-read in the digital age of remote working and online networking.

RESHAPING THE INVESTMENT LANDSCAPE

Environmental, social and governance (ESG) investing will be “the new norm in less than five years”, according to the chief executive of one of the world’s largest independent financial services and advisory organisations.

The prediction is being made by Nigel Green, founder of deVere Group, which does business in 100 countries. The environment is certainly rising to the top of the agenda in the corporate world. As well as Microsoft’s ambitious pledge to remove its carbon footprint, reported elsewhere in this edition, Amazon boss Jeff Bezos announced in February that he was committing $10 billion to fight climate change. Against this background, Green says: “Responsible and impactful investing is already fundamentally reshaping the global investment landscape.

“It is the trend that will define the 2020s - so much so that I’m confident that environmental, social and governance (ESG) investing will be the new norm in less than five years.”

to environmental, social and governance considerations has “skyrocketed” in the last 18 months as he points to the work of Greta Thunberg and the Extinction Rebellion campaign.

“Whether the benefits are social, environmental, or simply good corporate governance, the path of invested funds can have a transformative effect.” He adds: “The growth in responsible investing will be driven by demand by both retail and institutional investors.” Green says that global awareness when it comes

And he adds: “As a result, these issues now sit at the heart of the investment decision-making process amongst eight out of 10 millennials, according to a recent deVere survey. Some

more rapidly than it has in decades due to the rise and rise of responsible and impactful investing.” John Fleetwood entered the financial industry just as it was rocked by ‘Black Wednesday’ in 1987. He now uses his experience to provide research on ethical, environmental and social issues to financial institutions engaged in promoting socially responsible investments.

“Whether the benefits are social, environmental, or simply good corporate governance, the path of invested funds can have a transformative effect.” Fleetwood believes more investors would take that approach if the case for doing so was properly presented to them. And he adds: “If it can be demonstrated that performance is in line with the market, then why wouldn’t

“The US and Europe lead the charge in ESG investment, with 80% of the responsibleinvesting market.” Fleetwood is the founder of UK-based ethical investment consultancy 3D Investing. It identifies investments that make a positive difference, enabling people to make ‘good’ investments whilst minimising exposure to ethical controversies, and delivering on financial expectations.

argue this is likely to be even higher for Generation Z.” Currently, the US and Europe lead the charge in ESG investment, with 80 per cent of the responsible-investing market. Asia is currently lagging behind but Green says this could change and if it does, will further fuel demand. And he adds: “The investment world is evolving perhaps

“Amazon boss Jeff Bezos announced in February that he was committing $10 billion to fight climate change.”

It also looks to demonstrate the social impact of investments in “a transparent and systematic manner” so that investors can see exactly how well their social aims are being delivered. Fleetwood’s investing philosophy of ‘Do Good, Avoid Harm, Make Money’ forms the backbone of Positive Pennine, which specialises in sustainable and responsible investing, in line with the United Nations Sustainable Development Goals. He says: “If enough of us direct a portion of our savings and investments in this direction, slowly but surely, we can improve our world.

investors want to make a positive difference as well?” His research includes weeding out “greenwashing” - the marketing spin used by some companies to give the impression they are ethical when in fact they are not. This evidence-based approach analyses the “constituent holdings” of each and every investment, so investors can be confident that their money is being used in a way that really does make a positive difference - while meeting their financial needs. As part of this, 3D Investing has analysed every fund registered for sale in the UK that has some form of ethical, sustainability or environmental and social governance (ESG) mandate. Each fund is then attributed a star rating. Fleetwood says: “Often people judge on what the funds are saying about themselves. We examine what they are doing and look at what they are actually investing in.”

Board director and avid global explorer Zoe Brooke points to an Indian Ocean paradise as the perfect place to unwind once travelling returns. Spiritual awakening or sunset chasing, Bali will satisfy the hearts and minds of every traveller. A bucket list destination for millions of people from around the globe, Bali sits in the Indian Ocean, just east of Java. Tourism accounts for nearly 80 per cent of the island’s income. A wide spectrum of accommodation caters for all sizes of pocket and ranges from extravagant luxury hotels to budget boutiques. Outside of the tourist hotspots you will witness the true authenticity of the Balinese people and their culture. This rural lifestyle is a far cry from the western world. A multi-resort stay is a must. In transit you can feast your eyes on the unspoilt natural beauty of the countryside and local villages. The scenery is a heady mixture of rolling hills crammed with lush green vegetation, steeped rice terraces, prominent mountains, lakes, rivers, gushing waterfalls, hot springs, volcanoes, temples and white sandy beaches undeniably idyllic. For the “laze the days away” and sun-setter holidaymaker, or those hankering for holistic cleansing, or searching for serenity and a sense of calmness, there’s an a plethora of resort choices and tranquil retreats. The

Global travel has been halted for many. Here we look at a dream destination you might want to put on your wish list when the world returns to some kind of normality. island is a spiritual paradise, and stillness can be found in abundance with just a long breathe in!

self-expression, “go with the flow” and embrace living in the moment at some of these amazing spiritual sites.

Bali’s temples are exquisite. An array of delicate flowers, petals and herbs signifying worship and the smell of incense fills the air at every corner. It is impossible to remain detached. Allow

Pura Luhur Uluwatu

With fresh air and fabulous ocean views, this sea temple reputed to have been built in the 10th century - is perched on a steep cliff between

The floating temple Located between mountains, and honouring the water goddess Dewi-danu, the 16th century temple of Pura Ulun Danu Bratan sits on Lake Bratan. Consisting of four shrines, this is one of the famously photographed temples and the iconic image of Bali you see in the travel brochures.

TOP TIPS Menstruating females are considered impure and therefore forbidden from entering religious sites and temples during this time. Sarongs and waist sashes are mandatory in most religious sites and can be rented at the entrance. Each temple is a tourist magnet and likely to be inundated at peak times. Your guide will advise the best time to visit and arrange ticket purchase or donation. “heaven and earth” at the southern tip of Bali, around 25km from Kuta.

Tirta Empul Celebrated for its holy water, this temple is primarily for ritual bathing and the purpose of purification. Located close to Ubud, worshippers travel from far and wide to bathe in the blessed water which is said to hold curative properties.

Elephant Cave The Goa Gajah temple is a complex of 10th century relic bathing pools, fountains and temples carved from stone. Inside the main temple there

is a depiction of what some believe is the face of the Hindu god Ganesh (the head of an elephant) hence its name. The exterior bears a gruesome carved visage, thought to ward off evil spirits.

The Gate to Heaven On the most eastern point of the island, Pura Lempuyang is around two hours from Ubud. It is perceived to be the holiest of temples, containing seven sanctuaries and surrounded by forest known to the locals as the “lungs of Bali”. Climb the infinite staircase and take in the breath-taking scenery.

Water babies In each of the resorts, you will have access to a multitude of aquatic activities and trips including dolphin watching, fishing trips, snorkelling and surfing. Charter your own vessel or join a boat trip to the island of Nusa Pineda for a sea adventure. If diving takes your fancy, Tulamben in the north west, is a living museum to the American cargo ship, USAT Liberty which has lain on the seabed since it was torpedoed by a Japanese submarine in 1942. In this resort you can also visit Pura Besakih and Pura Lempuyang temples.

Show time Delight in the history of Bail acted out splendidly through song and dance during a theatrical extravaganza either at your hotel or at a local venue.

“The island is a spiritual paradise, and stillness can be found in abundance.”

Balinese Weddings It’s doubtful you will visit without experiencing a Balinese wedding. The union of marriage is signalled to the community by adorning the entrance and doorways of both the bride and groom’s houses. The celebrations consist of a series of rituals that extend over a number of days, during which the couple’s homes are open to the whole community, inclusive of friends, family AND tourists. Don’t be afraid to stop and say hello, everyone is welcome and it is believed that a token visit from an outsider will bring the couple good luck!

Where to stay Ubud is perfect for navigating around the island given its central location. Known as the creative and artistic heartland, it’s bestowed with many wonderful natural attractions. Lots of day trips start from here and it is also home to Ubud Palace, formerly the official residence of the royal family of Ubud. Seminyak, on the south west of the island, comes highly recommended for its beaches. Kuta and Legian are renowned for nightlife perfect for the retail junkies, night owls and those who like to dance the night away!

Nusa Dua is considered the ‘up market’ choice and the most secure resort on the island. It consists of several international fivestar hotels, lining beautifully maintained sandy beaches and a shopping centre, all of which are ring-fenced and protected by security. Located just 20 minutes from the airport, it is a popular family destination and a personal favourite. Canggu is a great place to stay if you want a piece of the action but don’t want to be in the thick of it. This small fishing town is situated just six miles from Kuta. Here you can visit two century old temples - Pura Batu Bolong and Pura Batu Mejan - or just lie back and relax.

TOP TIPS Whilst it is a small island, Bali’s places of interest can be a good few hours’ travel apart. Renting a car with a driver is easily affordable. Staying in a variety of hotels en-route to the key locations prevents the same roads being travelled and avoids the dreaded rush hour moped mania. Day trips can be booked at the hotel, tour operator or street vendors. Bali is best enjoyed as a roam free holiday without clock watching. It would be a crime to stay static when so much is on offer. From the extreme to the serene, Bali will fulfil your dreams.

MARKETING MATTERS MORE THAN EVER BEFORE In Touch caught up with Marianne Hewitt to discuss the need for an agile approach to one of the most important areas of any modern business. Marketing has evolved from a supporting non-strategic department to one of the most important actors in todayâ&#x20AC;&#x2122;s businesses, driving profitable growth, retention, loyalty and advocacy and has transformed from a product-pushing entity to a customer focused activity, striving to build value based customer relationships. Inbound and outbound marketing processes require many different skills and areas of expertise. There are over 15 areas of specialisation for marketers to understand and select as a career focus. While technology has spurred on the need for specialisation, our organisations, processes and practices have not kept pace. The level of confusion increases in a segregated environment with loosely defined roles and responsibilities and disjointed marketing processes. As a by-product of organisational fragmentation, data silos have resulted in exacerbating challenges in delivering a

timely, relevant and contextual includes the marketing strategist, marketing experience. specialists from the Demand Integrating inbound and Centre, marketing operations, outbound marketers is a content marketers and first step organisationally in creative and user experience achieving an effective omnidesigners. channel program. Information Technology We turn to the inbound and specialists and data analysts outbound marketers in the are also part of the core team. Demand Centre (marketers As marketing is data driven, with expertise in direct insights would have been marketing, event marketing, a key input at programme search marketing, email inception and design. marketing, web marketing, In the second tier, around social marketing, mobile the core team and internal to marketing, ABM and lead management) to work with the the business, we have brand, marketing strategist to design product, sales, service and finance. The third and final the omni-channel programme tier is external to the business that achieves programme and include agencies, platform objectives and complements providers and data providers. the buyerâ&#x20AC;&#x2122;s journey. With all the relevant marketing specialists (internal and The programme is ultimately external) represented in launched by these marketers the cross-discipline team, with marketing operations at each specialist can provide the controls. The tactics are a point of view about how led by a marketing programme best to approach the work manager with oversight by the and contribute to problem marketing strategist. resolution as problems inevitably arise. With the The core programme team

Core programme team

deep expertise of multiple disciplines coming together in a cross-functional team, the quality of the CX and the content, messaging, imagery and delivery will yield much higher conversion rates.

asset production. Going to one source or tool to get programme status and providing full transparency to management and all stakeholders results in higher levels of confidence for all.

However, the team structure is only part of the formula for success. Collaboration among marketing disciplines will move us toward a more agile and innovative marketing culture. Marketing needs a systems mindset to maximize its effectiveness using the technologies it has at its fingertips today

All in all, elimination of the people, technology, and data silos will remove many of the barriers to achieving excellence in marketing, realising productivity improvements and generating revenue.

Agile marketing A collaborative ecosystem moves us toward a more agile and innovative workplace. Assets and deliverables are produced in smaller units allowing us to fail fast and learn faster. We design programmes in incremental fashion to more effectively promote and test customer engagement and revenue generation. This approach is referred to as agile marketing; high growth companies are very mature in their adoption of agile marketing. A single project collaboration tool intended for projects and managing workflow, approvals, communication and status is a good alternative. Examples of this type of tool are Percolate, Monday or Adobe Experience Manager. The tool can be configured to reflect the common practices and processes that have been agreed to for all marketing programmes. Passing deliverables on to the next step in the process and gathering approvals as they move, results in faster, more accurate and less costly

4 Benefits of eliminating marketing’s digital divide As we bring the key solution components together, we have the foundation for a high performing marketing ecosystem. That ecosystem results in: 1. Marketers more fully appreciating the value of omnichannel programs and a deepened understanding of the power and role of individual channels 2. A scalable approach to work that delivers assets and programmes which can be enhanced quickly and easily 3. A spirit of continuous learning, improvement and innovation in a deeply collaborative environment 4. Marketing influenced revenue with more profitable growth and retention. By eliminating marketing’s digital divide, marketing transforms itself from a rigid, isolated hierarchy to an integrated and aligned ecosystem of internal and external marketers that deliver profitable growth and retention. Using an agile marketing approach, we’re failing fast and learning faster to drive

innovation. Our programmes are designed better, yielding more effective marketing. With the high level of team interaction, we’re reducing the probability of confusion and waste. And through the synergies of teaming, we’re achieving better results.

About the author Marianne S. Hewitt has held senior marketing and technology leadership positions in industry and practice leadership roles in the global consulting environment.

MEETING THE CHALLENGE OF UNCERTAIN TIMES By Ross McWilliam Uncertainty caused by events such as Brexit and the coronavirus outbreak can lead to a rise in day-to-day workplace stress, anxiety, and other more significant mental health conditions like depression. The stress and anxiety we saw and experienced during the protracted Brexit negotiations now seems almost minor in comparison to the Coronavirus pandemic and its impact on our health and finances. As humans, we have an innate ability to sometimes catastrophise events by looking on the negative side, and in no time at all, we are facing an emotional rollercoaster of emotions that do not serve us well. So, what can be done when a crisis like coronavirus unfolds? The first step is awareness of what is actually happening right now and to stop catastrophising by imagining the worst-case scenario.

In it together Awareness means a rational and logical approach to your thinking based on expert views, and an acceptance that we are in a battle, but we are all in it together, which is the first positive thought we should be having each and every day. We can and will draw strength from each otherâ&#x20AC;&#x2122;s beliefs

and actions. This is true Community Spirit. Secondly, if we feed our mind with positive thoughts, these will feed more positive emotions which in turn will lead to more positive behaviours. The very nature of thinking, feeling and acting positively, precludes our minds from focusing on the negative outcomes. It builds our 100 billion neural pathways in our brains to search for positive outcomes, and that is aided by the secretion of more serotonin, the happy hormone.

Keeping in balance Conversely, if we focus on the negatives, stress hormones such as adrenaline and cortisol start being produced rapidly, and over time, this chemical imbalance will cause anxiety and the possibility of other mental health issues. We must not catastrophise events, we should be looking for the upsides, and equally, we should be ensuring we are acting safely within government health guidelines.

â&#x20AC;&#x153;We must not catastrophise events, we should be looking for the upsides.â&#x20AC;? If you are a leader of a business, it is vitally important that you model this positive belief. It might be tough at times, but great leaders always pull through. You may well have doubt, and negative thoughts from time to time, but your self-talk must address this immediately and you must empower others to feel valued and for them to be their best. A simple strategy to do this is to imagine the crisis has ended, and after all your actions, how will your business, family and friends view you? As someone who kept strong by being positive, and who empowered others to be their best, or someone who buckled quickly and let events take over and left everybody to fend for themselves?

Ross McWilliam is a UK personal development and business coach who has helped more than one million people over the last 20 years. It is vitally important that beyond positive self-talk and leadership modelling, we create positive routines and structures that allow us to live one day at a time, and not focus too much on the future. Routines that include exercise, good diet, communications with understanding, but without judgment, and distraction time such as reading, watching a movie

or enjoying a craft or hobby, are the cornerstones to navigating each day successfully. Try and be daily producers rather than solely consumers.

Steadying the ship This is the ability to â&#x20AC;&#x2DC;compartmentaliseâ&#x20AC;&#x2122; the day which means to not look at yesterday or tomorrow, but focus on what only can be achieved today. Of course, business planning is crucial,

but at the onset, it should be about steadying the ship and reassuring the crew, then you can go to work on your forward strategies. If we can manage our stress, and be the model leader to others, then our ship will not only survive the crisis, but will thrive and be steered out of the storm into calmer waters. Many people can sail a ship in calm waters, but who can steer a ship through a storm?

THE EXPERT PANEL With the coronavirus pandemic affecting every part of the economy, we take a look at some of the possible longer-term impacts on the way we work and do business. to speed up the ‘Fourth Revolution’, which is fuelled by new technologies, such as Artificial Intelligence and mobile supercomputing. New industries will emerge and, of course, there will be winners and losers. This will mean job losses in some sectors and huge, possibly unprecedented, job and investment opportunities in others. The disruption and shifts will underscore that we live in a time of great capabilities and great promise.

Nigel Green is chief executive and founder of deVere Group, one of the world’s largest independent advisors of specialist global financial solutions A Covid-19 recession is likely to fundamentally shift how we live, do business and invest. It could also be expected

Big tech is just one likely winner. The likes of Apple, Facebook, Amazon, and Google’s parent company Alphabet have immense cash reserves to continue, maybe even bolster, research and development and to sustain their business operations. This sector is also likely to face higher demand as social distancing, isolation and quarantine affect much of its existing and potential consumer base.

Plus, recently heightened regulatory restrictions and political opposition to their expansion and growth of influence is likely to be scaled back considerably. For similar and other reasons, other sectors besides the Silicon Valley giants, are likely to continue to offer positives for investors. These include pharmaceutical and healthcare firms, delivery brands, supermarkets and manufacturers of electronic goods, such as fridges and freezers. Of course, there will be a recovery from the global economic impact of coronavirus. But the world has already changed as a result of it - and will do so more - and savvy investors are aware of this new normal and are already readjusting their portfolios accordingly. Times of immense tumult can be times of great ingenuity, promise and opportunity.

“The disruption and shifts will underscore that we live in a time of great capabilities and great promise.”

The technology has to be in place for home working to really work. Invest in reliable equipment – you don’t want staff waiting hours for files to download or having conference calls on crackly lines. Stay focused on goals and not the number of hours the team are putting in. If goals are being met, then everything’s on track.

Anita Tweats is founder of financial recruitment company The Finance People As millions of workers set up office at home, clear guidance has been needed to ensure homeworking benefits the employee and the business. Working away from the office is less structured and employees need to be clear on what’s expected from them. Agree working hours and availability.

Communication is key. You need to make sure you and the team are talking regularly. Agree an appropriate number of weekly catch ups and any formal reporting. Remember to keep the team up to date with how things are going too. If you have monthly one on ones to ensure professional goals are met, do them via video calls and deal with issues head on. It is important to keep the team motivated and on track – not always easy when everyone’s working in isolation. If you can’t do your team meeting face-to-face, do them via video call instead. Having that time as a team is still important.

Do you want staff to work office hours or is a degree of flexibility built in? If hours are more flexible, be clear who’s working when and make sure staff know if you need them to be contactable during office hours. Discuss daily and weekly tasks, key projects and deadlines to ensure all work is met and completed in time.

When working from home, it is easy for your team to do too much. Set daily and weekly maximums for working hours and make sure employees take the necessary breaks. Trusting your team is key to making home working work. Set up work from home guidelines to ensure standards remain high and everyone stays motivated and on track.

“Even ten years ago, the investment needed in office space didn’t seem worth it.” speak to are too busy to come to me and expect me to do the travelling – and my house is two minutes’ drive from the motorway.” Even ten years ago, the investment needed in office space didn’t seem worth it, even though I employ up to eight people at a time, working on different accounts. And why rent a conference room in a hotel for a team “away day” when we can just go to Starbucks?

Andrew Turner is MD of a UK-based PR and marketing business. He oversaw the world media’s coverage of the arrival of the Olympic torch in the UK in 2012. He has also completed projects for Virgin and the COI When I first set up my business ten years ago, I remember speaking to a colleague who said getting myself an office in an area with good communications, and which sent out the right messages about my business, was key. “You need to be able to invite potential clients and for them to be reassured and impressed,” he preached. “Why?” I countered. “Ninetynine per cent of people I

But the traditional work template in this country has and, until recently, still did involve getting in your car and driving to the place where we are employed. What the coronavirus outbreak has highlighted in double quick time, however, is that that template is no longer current - or valid. The IT set-up costs of working from home are minimal and the improvements in internet speeds and mobile telephone communications mean that there is little or no downside. What has always been missing is the mindset and time which has to be devoted to making that change. The virus has now forced the issue for many businesses and, during the outbreak, making a business call with a dog barking in the background or accepting

a video call from someone who was clearly at home, with family photos in the background, became the norm.

“ Communication is key. You need to make sure you and the team are talking regularly.” What was once seen as slightly unprofessional became perfectly acceptable and consummately professional. So why go back? When businesses look at the costs of a city centre office through the post-virus filter, does it really still add up now any obstacles have been removed?

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GETTING ETHICAL OVER RECRUITMENT Back in 1998 Professor Jeffrey Pfeffer - considered one of today’s most influential management thinkers - identified seven human resources practices that could have an impact on organisational performance by developing ‘High Performance Working’. One of those practices was selective hiring. The principle of recruiting the right people, first time and every time. Fast forward a few years and the ‘Great Place to Work’ organisation identifies values and trust as being integral parts of any successful organisation. Behaving ethically is a key part of developing that trust. An Institute of Business Ethics (IBE) survey last year

found that only 57 per cent of people believe that business as a whole tends to behave ethically. It’s a low percentage and one that has fallen year on year. It has been identified that 76 per cent of trust is related to ethics. So, it follows that if organisations want to rebuild, they must behave ethically and be seen to be behaving ethically. An organisation that has

vision, values and an ethical and moral code, supported by an HR team whose foundation is based on the Chartered Institute of Personnel and Development’s Code of Professional Conduct, will potentially thrive.

Fit for purpose The first stage to getting those processes ethical is recruitment. Can we make our recruitment process ethical,

Leslie Bawden is an international learning and development specialist and HR consultant. He has been a member of the Chartered Institute of Personnel and Development (CIPD) since 1990 and In Touch Networks for 18 months. He started his own HR and learning and development consultancy in 2004 specialising in change management, leadership training and recently focused on High Performance Working and recruitment.

whether we use an internal team or an external agency? It could be argued that recruitment practices currently used are “not fit for purpose”. This is in part due to the inflexibility of potential employers’ expectations and agency processes. To give an illustration, not one employer or agency will guarantee that if you make a job application you will receive an acknowledgement of your application and notification of the outcome. It could be a fairly simple process, as some organisations already use automated acknowledgements. Automated outcomes could simply be linked up to the same process. Ask why that doesn’t happen and most organisations’ will say they have hundreds of applications to deal with. If they honestly cannot see the merit and value for a potential employee, then maybe they are in the wrong business, because it is an integral part of the process. Regulation of recruitment might be another possibility. Values posted on organisations’ websites are meaningless unless every member of staff subscribes to them and supports them in everything they say and do. I have never seen this happen.

What steps could we take to make recruitment ethical? Here are some ideas that businesses could adopt: Everyone involved in the process should undergo compulsory e-learning on the “knowledge of recruitment”, consolidated by a short interviewing skills course resulting in an industry-wide qualification.

Every job advert should contain at least 10 elements that candidates need to know before making an application. These include the recruiting organisation’s name – the employer if direct or, if not, the agency. Other elements include the job role, the location, the closing date and salary details, rather than unhelpful statements like “competitive” or “market rate”. The advert should also indicate the type of employment contract, interim or fixed term or zero hours – plus any previous experience that is required. And it should include the name and contact details of the person handling the vacancy and interview details, including the date and location if known.

The importance of processes Any ad should always be checked by an HR practitioner before it is posted, to ensure it is compliant with current employment legislation. Wherever possible a job description and/or a person specification must be available on request. No interview or job appointments should be made before the “closing date” has passed. Every recruiter should put a process in place to ensure all personal information is removed from the application before being considered - to prevent discrimination. Every application must be acknowledged on the platform that it was made on and every applicant must be informed of the outcome. All the interviews must involve as least one qualified HR staff member. The required competencies for the role must be identified

and a score given by each interviewer for each of those competencies. That should happen during the interview process and not be discussed until the interview is over. It should also be the responsibility of each employer or agency to inform all relevant job boards every day to let them know of any posts no longer available for whatever reason, to prevent job boards advertising jobs that have been filled sometimes months before. We have seen many examples of unethical behaviour by large multinational organisations over the last couple of years. Consequently, there has been a significant change in the perceptions of potential employees to working for an organisation that is perceived by them to be unethical.

Keeping to the code If you or your organisation are serious about developing or improving your ethical record then the Chartered Institute of Personnel and Development has recently issued ‘Ethics at Work: an employer’s guide’. This will help you to develop a code of ethics within your organisation. There are discussions taking place about potentially measuring ethical culture within organisations on a regular basis, perhaps from employee surveys which are completed anonymously. Until then, organisations that want to improve productivity and organisational performance can focus on ‘High Performance Working’, ethical practices or both. In the words of the philosopher Albert Camus: “Integrity has no need of rules”.

KEEP ON TRUCKING

The impressive production line at Leyland Trucks is cutting-edge manufacturing in action. Technology drives the process but managing director Brennan Gourdie is in no doubt: â&#x20AC;&#x153;It is the people that make our product.â&#x20AC;? In normal times the 1,000 strong workforce at the plant, on the outskirts of the Lancashire town that shares its name, build around 18,000 commercial vehicles a year.

Leyland manufactures the full DAF product range for right and left-hand drive markets, with 50 per cent of the trucks it builds destined for the EU and beyond.

FACTFILE PACCAR describes itself as a global technology leader in the design, manufacture and customer support of high-quality light, medium and heavyduty trucks under the Kenworth, Peterbilt and DAF nameplates. It also designs and manufactures advanced diesel engines, provides financial services and information technology, and distributes truck parts related to its principal business. With its headquarters in Bellvue, Washington, PACCAR shares are traded on the Nasdaq Global Select market. The origin of truck-building in Leyland can be traced back to two men – James Sumner and Henry Spurrier - who together formed ‘The Lancashire Steam Motor Company’ in 1896 to exploit their original product, a 1.5 tonne capacity steam van. Gourdie, its managing director, says that improving production and efficiency are at the heart of the operation and ingrained in everyone. And that is clear when you look at its pre-Covid performance. Leyland Trucks has been bucking the UK trend. While productivity nationally continues to be a problem, Leyland’s output over the past

decade has doubled. Truck output per employee at the plant has gone up about 23 per cent over the past five years. Gourdie says: “Since 1998 we’ve invested £100m here and that is a combination of plant equipment, systems and training people. “We continue to invest every year and we are always looking to upgrade equipment and improve productivity and efficiency. “There’s a lot of automation and robotics happening. But we have to rely on our people. It is critical that they are trained well and know their role. It is their performance that helps sell the vehicle.” The manufacturer managed to avoid making lay-offs during lockdown and is reporting rising orders as it emerges from the impact of the coronavirus crisis. Gourdie reveals orders for new vehicles are now rising – though not back to prelockdown levels. He adds: “We expect demand will continue to recover as more business sectors are allowed to reopen.” The operation avoided any redundancies when production was suspended and is now back to full employment levels. Operations were restarted within five weeks and Gourdie praises the workforce for a “great achievement.” He adds: “We are gradually increasing production, as health and safety conditions allow us and in line with market demand as we will stick to our ‘build to order’ principle.

“Apprenticeships and career development are important as the business works hard to ensure that knowledge is passed to the next generation.”

“Obviously, our intention has been a controlled return to production volumes of before the Covid-19 situation or even exceed these, dependent on economic developments and consequently market demand.” Gourdie, who is originally from Chicago, said it was too early to predict the long-term impact on the market. He added: “What is encouraging is that in the UK we did see a slower but continuous level of orders through the peak of the lockdown measures and orders are picking up once again.” The business can trace its links with Leyland back over more than 120 years. And as Gourdie says: “There’s a lot of knowledge here.” Apprenticeships and career development are important as the business works hard to ensure that knowledge is passed to the next generation of truck builders. Gourdie’s own career with Leyland Trucks’ US parent company PACCAR - it acquired the operation in 1998 - has been wide and varied. The father of two joined the business in 1993 after time spent serving in the US Air Force. He believes that military experience has benefited him throughout his career. He has 26 years of various management experience and increasing responsibility with the company, with roles in manufacturing, engineering, marketing, product development and materials supply. Before taking up the Leyland role he was general manager of a PACCAR business in Tulsa, Oklahoma. Looking ahead he says the business will increase its focus on carbon-cutting technology as it worked to emerge from the impact of the coronavirus pandemic on the sector.

IN TOUCH Q & A WITH ROS TAYLOR RTC Leadership & Coaching recently joined the In Touch Group, extending its coaching and development offering and giving members access to the acclaimed programmes for which RTC have become so well-known. In Touch with Business invited readers to pose some of their most pressing business questions to RTC founder, clinical psychologist and acclaimed coach, Ros Taylor. Q. How has executive coaching developed and what does the future hold? Has the current crisis made it even more important for businesses and are they recognising that? Ros Taylor: I can envisage an exciting coaching future, increasingly carried out remotely by Zoom, Skype and the like. We have turned them into lockdown common currency with all of us now using more features than we knew existed. In addition, I also see coaching being delivered on the move, using mobile phones and apps for specific needs with AI (Artificial Intelligence) software. AI offers reminders of promised action plans, behaviour change and goals in between sessions which is fantastic for learning. However, face to face coaching will always be a superior experience but that may now come at a premium. A very powerful model for business change is to integrate team and individual

coaching. When a team lacks certain leadership skills, these can be developed in the group while at the same time team members can be coached individually. For teams returning to a different world this form of coaching could be a life saver, as what went before will be insufficient for the future. Without becoming professional coaches, leaders can learn coaching skills themselves which can drive a culture change of inclusivity, collaboration and support - just the skills required for a seismic shift in business focus. If the number of coaching assignments at In Touch are anything to go by, then the individual desire for coaching and counselling has increased during social isolation. As companies emerge after lockdown, I would predict that they will also require help from a team coach to repurpose their offering to a different world.

Q. How will the current crisis shape the way our future business leaders think and operate? Ros Taylor: As we have habituated so speedily and, dare I say effectively, to home working, I cannot imagine a return to the office 9 to 5. There had to be a measure of trust and a hands-off leadership style to manage remotely, and it is working. The presenteeism of set hours at a prescribed desk in a large office block for all employees seems so yesterdayâ&#x20AC;Ś and so expensive. We will Zoom worldwide instead of flying long haul and even better software solutions will emerge. Already created is something called the Square. It is an artificial window, with an LCD screen on the wall next to your desk. When you raise the shade, you can see a colleague, or two, working right there next to you. You can chat or ignore them, you can gossip or hold a productive meeting. Just like a real office. There is no going back.

â&#x20AC;&#x153;Leaders can learn coaching skills themselves which can drive a culture change of inclusivity, collaboration and support.â&#x20AC;? Ros Taylor CEO, founder of RTC

Q. What is the best bit of advice/guidance you have been given during your career? Ros Taylor: About 12 years ago a friend and colleague suggested I employ coaches and display them on our website. I found myself retorting, ‘oh absolutely not, you never know where they have been’. It really is difficult to identify a good coach without sampling the wares, which would be very time consuming. Observing them with a client could be off-putting to the client. They might have the best academic credentials, but how non-judgemental are they, how motivational in helping clients change? How expert are they at creating “aha” moments of personal self-awareness, and basically how likeable are they? After much reflection, I decided that if I trained senior executives myself to become executive coaches then I would know exactly where they had been and would be happy to include them on the website. That was the birth of Corporate Coach International and now we have around fifty coaches working with us who receive wonderful feedback. They have transformed hundreds of lives.

Q. What one tip would you give to someone embarking on their journey as a NED? Ros Taylor: I believe to be a productive NED you do not have to come from a finance

background, or HR or tech or legal. These of course are useful skills, but not the only offerings. Different perspectives of creativity, entrepreneurship, youth, gender or racial diversity, and experience from dramatically different organisations are all important for prospective NEDs. Being the ‘outsider and objective observer’ to the company can offer the view they cannot see themselves, because of proximity. And that is the job. The candidate focus should be less on function and more on current skills - such as influencing, mentoring, negotiation and problem solving - now on offer as a NED. Top Tip - Practice using language to describe your unique offering.

Q. How important is creativity to leaders? Ros Taylor: Creativity is the lifeblood of innovation, but it can be disruptive, with emerging ideas often perceived as shocking if they buck the status quo. To get a steady flow of creative suggestions, a company cannot be a top down, authoritarian regime as employees would possibly fear reprisals. A rewarding, supportive, no blame culture needs to be fostered before embarking on a ‘creativity for innovation’ journey. A belittling comment means you will never get another idea from anyone, as such news, like a virus, spreads.

must involve everyone in the change process. In my book ‘Creativity at Work’ there are quick and easy ways to obtain ideas and solve problems which can be used during team meetings.

Q. Social responsibility and new, more ethical ways of doing business are moving up the agenda in boardrooms. Do you think leaders and executives can deal with the challenges of this sea-change in attitudes? Ros Taylor: As we emerge blinking into the sunlight after lockdown, leaders of Corporates and SMEs cannot be blamed for focussing on regaining profits as speedily as possible. But we will be breathing fresher air with colleagues who have supported us via Zoom through challenging times, and this has changed us. Leadership focus should be inside out. Get the culture of the organisation right, in terms of individual and interpersonal support, and then take care of clients in the same way. Profits will follow. Everyone has also experienced, in the most dramatic way, that we are all connected in this world, and have a unique opportunity not to return to a ‘profit is king’ culture. Will that seachange happen? Only if we all get behind it, not just our leaders. Speak up and be counted.

We are all creative, just in different ways, and leaders

“ A rewarding, supportive, no blame culture needs to be fostered before embarking on a creativity for innovation journey.”

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BEST LAID PLANS As we attempt to continue business as usual in unprecedented times, recent insights have explored the effectiveness of changing work environments and the preparedness of organisations for the circumstances we are facing. New results released by NKF looked at how businesses have reacted to the current crisis and how future scenario planning will be strategised.

own Actionable Strategic Planning® (ASP®) framework which has proved highly effective for a variety of businesses.

The data revealed that 50% of organisations had no preparations in place for remote working in response to COVID-19, although for the majority, the transition did go smoothly.

What is the value of strategic planning?

When looking further into the readiness of organisations to react to such a crisis, 50% indicated gaps in their plan and 18.8% revealed they were not adequately prepared. Though a global pandemic was considered by many to be a black swan event, and therefore not considered when developing strategy, these statistics speak to how ready organisations would be for future crises, and what best practice should be when creating future plans. To explore scenario planning and how this has helped leaders think through decisions to be made postpandemic, In Touch spoke to Sherrin Ingram, CEO of the International Center for Strategic Planning. The ICSO specialises in strategy development and execution, having developed their

Speaking of strategy development, Sherrin believes strategy planning helps you to realise a practical view of what your organisation may face. She says: “Scenario planning helps you to imagine a future and how you would respond to it.” When conducting scenario planning, a variety of circumstances are explored and an actionable plan to respond to each scenario must be outlined, however ‘unlikely’. Sherrin explains: “Scenario planning is an integral part of our ASP framework, it’s a technique that is used to imagine and prepare for unpredictable future possibilities. It’s critical to have that kind of thinking involved when developing a vision for the company and engaging in strategic planning.” Risks can be recognised before they have a detrimental effect on the

organisation, and through scenario planning, these risks can be mitigated before they develop internally, or can be reacted to in a timely and appropriate way, if they occur externally.

“Gamification encourages creativity and can uncover scenarios that had not been considered before.” Not only does scenario planning help to prevent or minimise the impact of threats, it also presents opportunities that can be capitalised on by thoroughly reviewing the organisation’s strengths and weaknesses. Companies can then implement innovative strategies by drawing on their strengths and proactively tackling their weaknesses. Through her recent work with clients, Sherrin has seen ASP help leaders to develop their strategy across the board, both individually and organisationally. Sherrin says: “It’s been a great exercise and training tool to get

â&#x20AC;&#x153;Scenario planning helps you to imagine a future and how you would respond to it.â&#x20AC;?

“My first piece of advice would be to sit down right now and imagine all the potential threats, including another outbreak like Covid-19.” people on boards and beyond by discussing future strategy and how to get their voices heard.”.

the importance of exploring emerging trends in such dynamic social, economic and business environments.

How has Covid-19 positioned scenario planning?

“By making this a common activity, teams can better understand how to position themselves in order to capitalise on future events, and deliver the right strategy for their organisational vision.”

“The Covid-19 pandemic has created a new normal. Many companies had a 2020 strategic plan well on the way, but with the effects of COVID-19, there will be a new 2020 and beyond,” says Sherrin. “Many strategic plans have been made obsolete so quickly, and they will need to be revisited, revised, and boards will have to consider how relevant they are to today’s climate.” Sherrin saw her clients’ board meetings rapidly increase in regularity, with some boards meeting weekly, as the reach and impact of coronavirus has intensified. Sherrin explains: “This has been an intense period of activity for boards, though there has been a slight decrease recently, after they got through the initial ‘triage’. Many boards are now sitting down to formally review their original 2020 strategy and how this needs to be adapted.” The impact of the coronavirus on business strategy and preparedness for crises has highlighted the importance of conducting regular planning and reviews. Sherrin stresses

How can organisations implement scenario planning immediately? For those companies that want to include scenario planning as part of their recovery protocol, Sherrin suggests beginning with envisaging all the different threats to the business, taking the ones which are most likely to occur and outlining a response to effectively deal with each. “My first piece of advice would be to sit down right now and imagine all the potential threats, including another outbreak like Covid-19. Once done, ask what resources you have to work with in order to plan a response - people, money, materials etc. Plan that out with your team, work through different options; SWOT analysis works well for scenarios and allows you to create a visual picture of your situation.” Scenario planning comes in many different forms. One example is ‘What If?’ simulations, which allow

consideration of scenarios such as ‘What if another outbreak of Covid-19 happened? How would we respond?’ Another trend is to gamify the scenario planning process. Gamification encourages creativity and can uncover scenarios that had not been considered before. Whatever method of scenario planning you choose to implement, the ultimate goal is to increase your preparedness to respond to crisis or emergencies. Sherrin encourages organisations to involve more of ther people in scenario planning and so maximise the outcomes of preparedness. In her experience, she has found that a lot of companies ‘don’t walk the talk’, especially when espousing that their people are their greatest asset. She says: “The voices of employees are not often heard when imagining threats or outlining response plans, although their insight and knowledge can prove extremely valuable. This will also foster a culture of collaboration and increase workforce engagement.” With an uncertain future ahead, Sherrin’s advice to organisations wanting to prepare is clear and simple: “Analyse and update your scenario plans at least once a year. And be sure to incorporate new knowledge and potential changes in technology, capabilities, political and economic developments. Nobody knows exactly what is around the corner but if you can imagine it, it’s a possibility.”

ISSUE 04 FEBRUARY 2020

ISSUE 05 SEPTEMBER 2020

A MOONSHOT FOR THE WORLD Microsoft’s carbon negative plan

RISK AND RESPONSIBILITY

LEADERSHIP GOALS

Creating a Sense of Identity Stedman Graham on ‘Leading Yourself’

All Inclusive Janice Bryant Howroyd on the need to open doors for all

Liverpool FC Manager Jürgen Klopp talks trust, teamwork and togetherness

Protecting Your Intellectual Property How IP theft is the next big challenge to business

Margo Hoek on boards & sustainability

GOLD STANDARD Mark Adlestone of Beaverbrooks, on why giving is good

UNCHARTED CHALLENGES How to stay positive in a crisis

UNLOCKING SUCCESS

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Sir John Timpson on why kindness is the key £4.95

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The best gadgets for business travel

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In Touch With Business Issue 5

Articles inside

Kindness is the key to unlocking success

A shinning example

Boardrooms in charge of sustainability

A moonshot for the world