At JTI, we perceive inclusion and diversity as talent management, and believe that what makes a company is having the best talent. To that end, we try to ensure that JTI is a great place to work, driven by diversity – be that of thought, ideas or people. Continue reading “Ana Isabel Montero Corbin, legal director, Japan Tobacco International”
At McKinsey we have been researching this topic for the past ten years. There is still underrepresentation of women on corporate boards, but the underrepresentation is even more striking on executive committees. Continue reading “Sandrine Devillard, director, McKinsey France”
Global statistics, collected by global analytics group Gallup, say that only 13% of people worldwide are engaged in their jobs, that the majority of people who resign from their position do so because they don’t feel their skills are required and used, and only 2% feel like their workplace supports them. Continue reading “Tinna Nielsen, founder, Move the Elephant for Inclusiveness”
At Shell, diversity and inclusion has always been part of our DNA. D&I is a competitive advantage in today’s global marketplace. Data from McKinsey & Co’s Why Diversity Matters report shows that companies in the top quartile for gender diversity are 15% more likely to outperform their competitors. Continue reading “Donny Ching, legal director, Shell”
Diversity and inclusion is a concept that is very strong within Deutsche Telekom. As early as 2010, the management board of Deutsche Telekom set a goal for 30% of the company’s management roles worldwide to be filled by women. Continue reading “Dr Claudia Junker, general counsel, Deutsche Telekom”
Taking the moral position, that diversity and inclusion are ‘the right thing to do’ has not motivated change in business. Yet there has never been a senior leader that has said to me, ‘I want to treat people unfairly’. Continue reading “Lisa Kepinski, founder and director, Inclusion Institute”
The benefits that diversity and inclusion bring to the organisation in terms of strategic thinking… it’s a completely different world. When I talk about diversity, I mean not only gender and geography, but also background, education, upbringing, and the way we think. Continue reading “Barbara Levi Mager, general counsel, Sandoz”
GC Magazine: Could you tell me a little bit about yourself and how you came to be at DocuSign?
Reggie Davis (RD): I have been at DocuSign for about three years. Before that I was at online games company Zynga, and prior to that I was an attorney at Yahoo, so I have been doing tech for about 17 years now.
Continue reading “In conversation: Reggie Davis, general counsel, Docusign”
GC: Could you tell me about your background and how you came to be working in-house for Seattle Genetics?
Jean Liu (JL): I started out as a scientist, not a lawyer. I went to grad school to study molecular biology, but when I started my PhD programme, I realised that I didn’t have the temperament to focus on very specific, minute details – I preferred to have a broader vision.
Continue reading “In conversation: Jean Liu, general counsel, Seattle Genetics”
GC: Could you start by telling me about your own background and how you came in-house?
Chris Sundermeier (CS): I spent 15 years at a Silicon Valley-based technology law firm Cooley LLP. At Cooley, I spent a lot of time working with tech companies, doing a variety of different types of litigation. I always felt like it would be interesting to go in-house and, rather than consult as an outsider on litigaton and make recommendations about what the company should do, really work on the bigger picture business and make the actual decisions about what the company should do. I came to Reputation.com specifically becausete former CEO of this company was a client of mine, and when I realised he was looking for a general counsel, I reached out to him. It was a good decision and I have been here for the last five years.
Continue reading “In conversation: Chris Sundermeier, general counsel, Reputation.com.”