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
“My biggest mistake is not recognizing the power of compounding and the ability for it to build wealth, and therefore, not investing early enough,” she says. “To me, if there is one thing that can change our society, our economy, and the world, it is getting more money in the hands of women.
Indigenous Americans make up less than 1% of board members for major, publicly traded businesses, according to DiversIQ analysis. Only five people among the 5,537 board members for the S&P 500 identify as fully or partially American Indian or Alaska Native.
These three questions can not only play a pivotal role in strengthening an organization’s DEI culture; they can also serve as team-building exercise. The process of evaluating one’s understanding of DEI principles promotes open discussions, knowledge sharing, and alignment within the team.
