The year 2016 was the hottest on record, continuing the trend for a third year. A major extension of the West Antarctic ice sheet has broken off and Swiss glaciers continue to recede. Is there still time to limit warming to two degrees and, if not, how do we adapt? This session will be followed by a special screening of An Inconvenient Sequel: Truth to Power. · Christiana Figueres, Convenor, Mission 2020, Switzerland · Al Gore, Vice-President of the United States (1993-2001); Chairman and Co-Founder, Generation Investment Management, USA; Member of the Board of Trustees, World Economic Forum · Hilaree O'Neill, Athlete, Protect our Winters, France · Karuna Rana, Co-Founder and Executive Director, SIDS Youth AIMS Hub (SYAH), Mauritius · Konrad Steffen, Director, Professor in Climate and Cryosphere, ETH Zurich, Switzerland · Feike Sybesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands Moderated by · Naomi Oreskes, Professor of the History of Science, Harvard University, USA http://www.weforum.org/
Is the Paris climate agreement’s goal of limiting global warming to a two-degree Celsius global average realistic? Get ahead of the issues that are shaping the battle against climate change. · Christiana Figueres, Convenor, Mission 2020, Switzerland · Jay R. Inslee, Governor of Washington, USA · Feike Sybesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands Moderated by · Michael Hanley, Head of Digital Communications, Member of the Executive Committee, World Economic Forum http://www.weforum.org/
Every year, we throw away plastics, electronics and food valued at $1.15 trillion – more than Mexico's GDP. How are retail and consumer industries reinventing waste as a resource? · Privahini Bradoo, Co-Founder and Chief Executive Officer, BlueOak, USA · Jesper Brodin, Chief Executive Officer, IKEA Group, Netherlands · Liu Dashan, Chairman and Secretary of the Party Committee, China Energy Conservation and Environmental Protection Group (CECEP), People's Republic of China · Erik Solheim, Executive Director, United Nations Environment Programme (UNEP), Nairobi · Feike Sybesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands Moderated by · Shereen Bhan, Managing Editor, CNBC-TV18, India http://www.weforum.org/
http://www.weforum.org/ Strengthening Public-Private Cooperation to Accelerate Sustainable Development - Christine Lagarde, Managing Director, International Monetary Fund (IMF), Washington DC - Feike Sybesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands Chaired by - W. Lee Howell, Head of Global Programming, Member of the Managing Board, World Economic Forum
http://www.weforum.org/ Mainstreaming the Circular Economy Model The circular economy can be instrumental in decoupling growth from natural resource constraints. The aim of this workshop is to explore how new financing models and policy approaches can accelerate collaboration to scale-up the circular economy in key regions and across global value chains. This session supports the work of a new global public-private Platform for Accelerating the Circular Economy (PACE), co-chaired by UN Environment, the Global Environment Facility and Royal Dutch Phillips in collaboration with the Ellen MacArthur Foundation and Accenture Strategy. - Charles Arden Clarke, Head, 10YFP Secretariat, UN Environment Economy Division, United Nations Environment Programme (UNEP), Mexico City - Herman Betten, Global Director, External Affairs, Royal DSM, Netherlands - Jean-Louis Chaussade, Chief Executive Officer, SUEZ, France - Quentin Drewell, Principal, Strategy, Accenture, United Kingdom - Facundo Garreton, Member of Congress, Argentina; Young Global Leader - Michael Goltzman, Vice-President, Global Public Policy, Environmental Sustainability and Social Impact, The Coca-Cola Company, USA - Naoko Ishii, Chief Executive Officer and Chairperson, Global Environment Facility, USA - Kai Mykkänen, Minister for Foreign Trade and Development, Ministry of Foreign Affairs of Finland, Finland - Stuart Pann, Chief Supply Chain Officer, HP, USA - Mathy Stanislaus, Senior Adviser, World Economic Forum - Jeff Turner, Vice-President, Sustainability, Royal DSM, Netherlands - Frans van Houten, President and Chief Executive Officer, Royal Philips, Netherlands Introduced by - Antonia Gawel, Head of Circular Economy Initiative, World Economic Forum With - Stephen Engblom, Senior Vice-President; Global Director, AECOM Cities, AECOM, USA - Khaled Fahmy, Minister of Environment of Egypt - Jean-Philippe Hermine, Vice-President, Strategic Environmental Planning, Renault-Nissan Alliance, Netherlands - Simon Boas Hoffmeyer, Director, Group Sustainability at Carlsberg Group, Carlsberg Group, Denmark - Mahmoud Safwat Mohieldin, Senior Vice-President, 2030 Development Agenda, UN Relations and Partnerships, World Bank, Washington DC - Kevin Moss, Global Director, Business Center, World Resources Institute, USA - Clay Nesler, Vice-President, Global Sustainability and Industry Initiatives, Building Technologies and Solutions, Johnson Controls, USA - Ligia Noronha, Director, Economy Division, United Nations Environment Programme (UNEP), Mexico City - Astrid Schomaker, Director, Global Sustainable Development, European Commission, Brussels - Francis Sollano, Co-Founder and Executive Director, Youth For A Livable Cebu (YFLC), Philippines - Malek Sukkar, Chief Executive Officer, averda, United Kingdom - Tom Szaky, Founder and Chief Executive Officer, TerraCycle, USA - Jean Christophe Taret, Senior Vice-President, Strategy, Veolia, France Christian Wessels, Deputy Group Managing Director, TGI Group, Nigeria; Young Global Leader Facilitated by - Sharan Burrow, General Secretary, International Trade Union Confederation (ITUC), Belgium
Jennifer Maravillas for HBR With the recent spate of firms in the news over sexual harassment allegations and charges of gender bias, it is obvious that an issue many in business had thought was “done” is instead far from finished. Fostering corporate cultures which make half your employees feel somewhere between unengaged and unsafe is becoming risky and unsustainable. A lot of companies are doubling down on efforts to finally “crack” the gender issue. Most companies now have more gender-balanced talent pools, especially at the early-to-mid-career levels, and are looking for ways to make sure progress continues at the mid-to-upper levels. But the ones who really understand the issue see gender balance as not just a numbers game but part of a broader, more strategic cultural shift that includes developing leadership teams representing geographically diffuse markets. These leaders are recognizing that this balance drives the innovation and market understanding they need for other key business transformations. Without balance, they simply won’t understand the world that’s emerging. Dutch-based Royal DSM is a case study of multiple parallel transformations – in their business and in their leadership balance. The CEO is convinced that the one feeds the other. “I’m absolutely convinced that the evolving balance of the top management team is a key factor in our success and our ability to change,” Feike Sijbesma, the 57-year-old CEO of Royal DSM, the $8 billion, global company active in health, nutrition and materials science, told me. I reached out to him because I was impressed with how he steered DSM from its chemicals company past to its broad, science-based innovator present; from a Dutch company to a global player; and from a completely male-run organization to a more gender balanced leadership team. How did he do it? Sijbesma credits three steps: Setting a vision that connects the goal to business success Engaging men of the company’s dominant nationality Building skill in working across nationality and gender differences (including with your suppliers and search firms) Setting a vision that connects the goal to business success Most companies have a very broad definition of “diversity,” which can make implementing change and measuring progress a challenge. What will success look like? What indicators will you track? Where is the business imperative? They tend to frame gender as one diversity dimension among many. This makes it near-impossible to invest the time and management focus needed to effectively adapt to a gender balanced workforce and customer base. (And research has shown that different approaches are often needed to foster gender balance, as opposed to other diversity dimensions.) DSM prioritized two diversity dimensions, transparently and strategically: the nationality and gender balance of their management. “We looked at all the research,” Sijbesma explains, “and it was clear that these were the two factors that had, by far, the biggest impact on the bottom line.” DSM moved through three phases. First, they were an entirely Dutch and male company. The senior leadership team of 35 was dominated by Dutch men. They started by relocating some key positions around the world, staffed by other nationalities. The second phase was to attract and develop more local and international people. “Now,” says Sijbesma, “we are in the third phase, where we are moving international people across geographies for their development and the company’s benefit.” The top team of 35 is now 60% non-Dutch and includes 7 women. “Not good enough,” he admits, “but incredibly different. And totally transformational.” To support the balancing of nationalities in leadership, DSM moved away from having a single global headquarters in Heerlen, and based different functions in each region (Singapore, Shanghai, New Jersey, and Basel). “This means that instead of having all the top 50 executives in the Netherlands (which isn’t very attractive to top talent from China, the U.S., or Brazil), we have global hubs that offer interesting jobs in a variety of locations.” Engage men of the company’s dominant nationality Many companies, especially in America, are well-meaningly focused on empowering “out-of-power” or under-represented groups. This has led to the spread of affinity groups, or employee resource groups (ERGs). These have the unintended consequence of minimizing these groups’ overall significance, separating them from each other, and keeping them away from real networks of influence. Companies then wonder why they aren’t making more progress on their diversity KPIs despite lots of noise and activity devoted to the challenge. Related Video How Different Countries Expect Women to Show Authority In some cultures, there's a big gap between male and female leaders. Save Share See More Videos > See More Videos > An approach that often yields better results, in my experience, is helping today’s in-group members become ready and accountable for hiring and promoting people who may not look like them, but who do look like the company’s customers. It’s good for the business, but it’s not easy. CEOs need to be ready to explain the necessity of the shift. That’s what Sijbesma tried to do. In the year 2000, DSM’s top 350 executives were 75% Dutch and more than 99% male. Today, it’s 40% Dutch and 83% male (it’s not uncommon for companies to make faster progress on nationality than gender). Sijbesma aims to bring the male ratio down by 2% per year and down below 75% by 2025. He is prioritizing sustainability and credibility more than speed. He admits it has not always been an easy ride. “The reaction of some of the Dutch guys is to loudly claim that if you are male and Dutch you no longer have a future at DSM. I remind them that I am male and Dutch, and that we share an obligation to change the profile of our management to guarantee our company’s continued success in the future. I ask them to help me build that group of people, because it’s better for the business.” Build skill in working across nationality and gender differences (including with your suppliers and search firms) Companies are starting to acknowledge the pervasiveness of bias, as the proliferation of unconscious bias training for middle managers demonstrates. While these are laudable efforts, the research shows they can backfire. People are tired of what they see as “identity politics” and most don’t appreciate being called biased. Moreover, emphasizing that “everyone is a little bit biased,” as trainings often do, can make bias seem understandable and acceptable, and inadvertently reinforce negative stereotypes. A subtle but impactful alternative is to make “managing across differences” a vaunted leadership skill. If you visibly promote and reward those who do it well, actions speak louder than unmet gender targets. For Sijbesma, the crucial issue is to build awareness of dominance – and its impact – among the dominant group. “You have no idea of the culture you have built in your organization until you listen to the people who are not a natural part of it.” The company mainstreamed both gender and culture training into all its leadership development programs. “There is no way for companies to become truly global players if their leaders haven’t learned the 21st century leadership skill of inclusion. If we want to draw on the world’s best talent, and connect deeply with customers across hugely disparate cultures, we need to teach them.” The same education may be necessary outside the company, with suppliers and search firms. DSM found it had to lean very hard on search firms used to find fresh blood for its top team. “Search firms want to close the deal as fast as they can, so they propose all the usual candidates that they have in their networks. I had to really insist that I was looking for other nationalities and women. Some of those searches, like the one, three years ago, for our CFO, took twice as long as normal. I was absolutely determined. I took a lot of heat, both from the search firms and my own colleagues. But you need to know what you want, and what the priorities really are – and then accept some short-term discomfort. Our CFO is now a great asset to the company, in many aspects.” The pieces all fit together: a compelling vision helps get your core constituency on board, and training them in inclusion skills helps them execute on it. “People are not discriminatory,” says Sijbesma, “sometimes they are simply unaware and unskilled.” He has learned that the “myopia of dominant groups to see their standards as normal” is a key obstacle. Building awareness, engagement and skills has allowed him to build balance, fuel innovation and stimulate growth. He’s celebrating, and DSM is flourishing. In 115 years of existence, its profits have never been so high, nor its share price so strong.
http://www.weforum.org/ The audio of this session is the original language as used by the panellists, alternating between Mandarin Chinese and English. China is taking the lead in globalization with the One Belt, One Road initiative and proposals for new trade agreements. How can business champion a new chapter of global and inclusive growth? This session was developed in partnership with CCTV. - Huang Yiping, Professor, National School of Development, Peking University, People's Republic of China - B. G. Srinivas, Executive Director and Group Managing Director, PCCW, Hong Kong SAR - Timothy P. Stratford, Managing Partner, Beijing, Covington & Burling, People's Republic of China - Feike Sybesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands - Wang Hong, Executive Vice-President, China Merchants Group, Hong Kong SAR Moderated by - Li Sixuan, Anchor, China Central Television (CCTV), People's Republic of China
http://www.weforum.org/ The climate-smart investment opportunity is estimated at nearly $23 trillion in emerging markets between now and 2030. Following the US pull-out from the climate agreement, what leadership is needed to seize this opportunity? Speakers: - Victor L. L. Chu, Chairman and Chief Executive Officer, First Eastern Investment Group, Hong Kong SAR - Joaquim Levy, Chief Financial Officer, World Bank Group; Managing Director, World Bank, Washington DC - Feike Sybesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands - Changhua Wu, Director, China and Asia, Office of Jeremy Rifkin, People's Republic of China - Zhang Xinsheng, President, International Union for Conservation of Nature (IUCN), Beijing Moderated by: - Bronwyn Nielsen, Editor-in-Chief and Executive Director, CNBC Africa, South Africa
According to reports, President Trump is expected to pull the U.S. out of the Paris climate agreement. This is a horrible decision for business, the United States, and humanity. In this moment, running through the details of the agreement itself, which commits nearly every country in the world to significant energy and carbon reductions, is not vital. Nor is what we could analyze — from what will actually change in how the U.S. uses energy or emits carbon if the agreement is abandoned (it’s not a straightforward discussion by any means) to what states, cities, and citizens can do as a result. But the key point I want to make here is that the business community does not want to leave the Paris climate agreement. Let me repeat: Even though Trump and his team keep telling everyone that climate action is somehow bad for the economy, most companies don’t agree with that assessment. On May 10, in an attempt to influence the president’s thinking, 30 CEOs wrote an open letter to Trump, taking out a full-page ad in the Wall Street Journal. The opening reads, “We are writing to express our strong support for the U.S. remaining in the Paris Climate Agreement.” I won’t reprint the whole letter here, but please read it. It is, however, worth taking a moment to look at the companies whose CEOs made their views known: 3M Company Allianz SE Bank of America Corp. BROAD Group Campbell Soup Company Cargill Inc. Citigroup Inc. The Coca-Cola Company Corning Incorporated Cummins Inc. Dana Incorporated The Dow Chemical Company E.I. DuPont de Nemours & Company General Electric The Goldman Sachs Group, Inc. Harris Corporation Johnson & Johnson JP Morgan Chase Kering Morgan Stanley Newell Brands Inc. Pacific Gas and Electric Company Procter & Gamble Company Royal DSM Salesforce Solvay Tesla Inc. Unilever Virgin Group The Walt Disney Company This is not a tree-hugger group. And it’s not a list of usual suspects from consumer-facing brands that may want to impress consumers or seem like they don’t have a huge carbon footprint. Nor is it a list that makes you think the money men want out of Paris. Heavy industrials are here. The biggest banks are here, and in other communications, too — see the letter to G7 leaders from hundreds of institutional investors, representing $17 trillion in assets. Related Video Whiteboard Session: The Business Case for Sustainability Account for the intangibles. Save Share See More Videos > See More Videos > Finally, I can say confidently, the list does not even remotely cover all the companies that feel this way. The CEO of Dow corralled fellow CEOs over just a couple of days to get these signatories. Many more agree but couldn’t move that fast on the letter, and many other executives have made their feelings known through back channels to Trump and his team. Public statements of support for the Paris agreement have even come in from the CEO of Exxon. Yes, Exxon. And just look at the hundreds of companies that have already committed to science-based carbon reduction goals and 100% renewable energy. And yet the president seems to be ignoring this clear message coming from our titans of industry. He has claimed for a long time that he wants to put America first. But by withdrawing we would join a short list of UN member states that have not signed the agreement: Nicaragua and Syria. That’s it. The U.S. cannot lead the world in any dimension if it abdicates responsibility and leadership for the greatest challenge facing humanity.
http://www.weforum.org/ Africa is facing food shortages arising from droughts in Southern and Eastern Africa, locally produced food competing with cheap food imports in urban supermarkets, and the average farmer is 65 years old. How can African economies move beyond subsistence rain-dependent agriculture to accelerate food production that meets growing demand both at home and abroad? Dimensions to be addressed: - Integrating local farmers into local supply chains - Engaging youth in agro-entrepreneurship - Boosting local manufacturing to compete with global brands - William Asiko, Executive Director, Grow Africa, South Africa - Mamadou Biteye, Managing Director, Africa Regional Office, Rockefeller Foundation, Kenya - Mauricio Muller Adade, President, Latin America, Royal DSM, Brazil - Benedicte Mundele Kuvuna, Co-Founder, Surprise Tropicale, Italy; Global Shaper - Birju Pradipkumar Patel, Deputy Chief Executive Officer, Export Trading Group (ETG), South Africa Moderated by - Monica Katebe Musonda, Founder and Chief Executive Officer, Java Foods, Zambia; Young Global Leader
http://www.weforum.org/ How can a new mix between hydrocarbons and renewables underpin regional development? Dimensions to be addressed: - Technologies to manage growing energy demand and climate change - Impact on fiscal revenue and competitiveness - Policies to fast-track implementation and foster regional integration · Juan Jose Aranguren, Minister of Energy and Mining of Argentina · Alejandro P. Bulgheroni, Chairman, Bridas Corporation, Argentina · Luca D'Agnese, Head, Latin America Region, Enel, Italy · Mauricio Muller Adade, President, Human Nutrition & Health (HNH), DSM Nutrition, Royal DSM, Brazil Moderated by · Caroline Stauffer, Southern Latin America Bureau Chief, Thomson Reuters, Argentina
At Climate Week New York we launched our fourth annual global carbon pricing report. Each year we ask major multinationals who disclose to their investors and business customers through CDP if they are applying an internal price on carbon, and how they are using this to better manage climate-related risk and reduce carbon emissions. As our report this year highlights, investors are asking companies to disclose this information to help them ascertain risks in their portfolios: a company using an internal price on carbon provides investors with some comfort that they are prudently planning for a world of carbon regulations. What are companies like Shell, General Motors, Goldman Sachs and Microsoft doing to manage climate risk? Our carbon pricing report found that more than 1,200 companies - 23% more than last year - are now using an internal carbon price or planning to adopt one. The use of an internal carbon price by companies is a fairly new phenomenon. Four years ago just 35 companies disclosed they were using one, though it appears to be heading towards a new norm of behavior to manage risk in capital markets. Given this rapid adoption it is not surprising that companies are using this tool in a range of different ways: from testing business strategies against future scenarios, such as Shell; as a real investment hurdle like ENGIE; and even to drive investment towards climate-aligned corporate goals, be it an emissions reduction target, an energy related challenge, or the creation of a new low-carbon product line, like Microsoft. Close to 150 companies are embedding a carbon price deep into their corporate strategy. These companies are using it to deliver on climate targets, whether it be an emissions or energy related target or to help foster a new line of low-carbon products and services. They report that it helps by providing an incentive to reallocate resources to emission reduction investments, can be used for creating a business case for R&D investments and, by assigning a financial value to both emitted and avoided emissions, it helps reveal hidden risks and opportunities. Over 40 major multi-national companies with a combined market cap of US$1.5 trillion have disclosed tangible business benefits to us - from shifting investments towards energy efficiency measures, low-carbon initiatives, energy purchases and the development of new low-carbon product offerings. A very positive sign given this tool is relatively nascent. Companies in the energy and utility sectors were most heavily represented in the results. Others include technology companies like Microsoft, or the Swiss Pharmaceutical Novartis and carmakers such as Nissan and General Motors. The number of companies disclosing they are in the process of adopting an internal price is increasing. There has been a considerable jump especially in Mexico, Brazil, India and Japan, as well as in the US. What is driving the race to price carbon? There are a number of drivers, including the growing momentum post the adoption of the Paris Agreement - which we expect to accelerate with its forthcoming ratification - and China's impending carbon market. Novartis disclosed it has adopted a US$100 a metric ton carbon price to help it identify projects that will most cost effectively reduce greenhouse gas emissions. Saint-Gobain, SUEZ and Anglo American all use an internal carbon price to stimulate R&D into low carbon technologies such as fuel cells and construction materials. Some of the businesses we talk to set a carbon price to inform future investment decisions. The French utility Engie disclosed it had decided to abandon new coal projects in 2015 in a belief that a carbon price will steadily be established across the world, and that coal fired plants will be adversely affected in the future. Societe Generale has saved €13 million on overheads by pricing carbon over a three-year period. TD Bank and Royal DSM are now pricing internally to underscore strategic shifts towards low-carbon operations and products. Investors are also driving the carbon pricing agenda. They want to understand the inherent risks they are running in their portfolios in light of the changing landscape and are keen to ensure businesses are responding to a low carbon future. Jack Ehnes, CEO at CalSTRS takes climate change very seriously and is using CDP data to hold companies accountable to disclosing and managing climate risk and demonstrating they are preparing for a low-carbon economy. The Taskforce on Climate-related Financial Disclosures (TCFD), established by Mark Carney and chaired by Mike Bloomberg, is considering recommending companies disclose forward looking risk against scenarios. Doing so against future deemed carbon prices is clearly one such way investors can assess potential future exposure. However some 500 companies in high emitting sectors still do not have or are not considering a carbon price. We believe these companies are potentially at risk from having a too short business planning horizon given how fast climate change issues are moving. Some multinationals are starting to lead the way, but this time next year we expect to see carbon pricing be the new normal across markets globally. After all, with China's adoption of a nationwide carbon pricing scheme expected before the end of 2017, every major corporation and investor will have a carbon price somewhere in their supply chain or portfolio. The question is whether they understand how they will be exposed to this and are they prepared? Read the full CDP 2016 Carbon pricing report here. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.
http://www.weforum.org/ From AI to robotics, the commercialization of emerging technologies is redefining industries and reshaping societal norms, and yet productivity statistics tell a story of economic stagnation. How can economies realize the growth and development potential of the Fourth Industrial Revolution? Speakers: -Navdeep Bains, Minister of Innovation, Science and Economic Development of Canada. -Marc R. Benioff, Chairman and Chief Executive Officer, Salesforce, USA. -R. May Lee, Dean, School of Entrepreneurship and Management, ShanghaiTech, People's Republic of China. -Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands. Chaired by W. Lee Howell, Head of Global Programming, Member of the Managing Board, World Economic Forum.
http://www.weforum.org/ The historic COP21 agreement on climate change aims to keep global warming from exceeding 2C compared to pre-industrial levels. How are countries and companies translating their commitment into action? Dimensions to be addressed: - Policies for climate-compatible growth - New climate finance strategies and mechanisms - Business and tech approaches to green growth Speakers: -Ted Chu, Chief Economist, International Finance Corporation, Washington DC. -Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands. -Sandra Wu Wen-Hsiu, Chairperson and Chief Executive Officer, Kokusai Kogyo, Japan. -Zhang Xinsheng, President, International Union for Conservation of Nature (IUCN), People's Republic of China. -Zou Ji, Deputy Director-General, National Center for Climate Change Strategy and International Cooperation (NCSC), People's Republic of China. Moderated by Qi Ye, Director, Brookings-Tsinghua Center for Public Policy, People's Republic of China.
http://www.weforum.org/ Join a conversation with Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board of Royal DSM, on pioneering systems change towards a circular economy. Interviewed by Vijay Vaitheeswaran, Shanghai Bureau Chief, The Economist, People's Republic of China. With Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM, Netherlands.
Хью Уэлш из североамериканского отделения нидерландской компании Royal DSM – типичный образец современного перегруженного топ-менеджера. Он занимает в компании сразу несколько позиций, одна из которых – главный советник; прямо или косвенно ему подчиняется более 100 человек. Рабочий график Уэлша настолько плотный, что деловые встречи часто приходится назначать на воскресенья, а сотрудники с утра выстраиваются перед приемной босса в очередь ради минутной встречи с ним. 50-летний Уэлш признается, что совершенно измотан: «Я просто не могу быть во всех этих местах одновременно».