Within days of taking over as chairman of Anglo American in 2009, Sir John Parker flew to Johannesburg to meet the mining company’s senior executives.One aim was to calm their nerves about a possible bid from rival Xstrata. “That’s not your problem, it’s my problem,” Sir John recalls telling them.
Then the Northern Irishman added: “What I am disturbed about is that many of you seem to have time to spare in which you join with former colleagues in criticising the CEO . . . As far as I’m concerned, that can stop.”
> Read the full article on the Financial Times website
By Andrew Hill
Source: Financial Times
What can organizations do to determine if their DEI initiatives are mere scaffolds or performative solidarity — or whether they’re actually positioned to put racial and gender equity at the center of the company’s core values and move the needle on change.
It’s a persistent myth: if a company recruits enough employees from underrepresented racial and ethnic groups, a sufficient number will, over time, rise through the organization to create a diverse culture at all levels. But that is not happening.
The script at BIO this year could not have been more clear: Progress on diversity is being made, but more work needs to be done. Yet still, an undercurrent of biotech’s all-boys brand-of-old tugged at the heels of efforts to bolster those long-excluded from positions of authority.