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03 декабря, 00:19

4 High Yielding Dividend Stocks in Consumer Staples Sector

The economy is on the recovery trail and the results of the presidential election have not dampened consumer spending.

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02 декабря, 22:17

Footballers Kick Off New Skin Care Brand

It’s been a big year for marketing men’s products.

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01 декабря, 17:25

Kellogg’s Pulls Ads From Breitbart for ‘Not Aligning’ With Their Values; Amnesty Intl Accuses Them of Child Labor Violations

Let's put this into perspective. The maker of poisonous breakfast cereals pulled their ads from Breitbart, a very popular news site associated with the Trump campaign, because it didn't align with their values -- set forth in their advertising guidelines. They said associating with brands like Breitbart wasn't 'consistent with their brand or corporate image.' In a scathing report on child labor violations for procuring palm oil in Indonesia, Amnesty International lays waste to corporate giants like Unilever, Colgate, Proctor and Gamble and you guessed it Kellogg's. Amnesty has testimony and video of children as young as 8 years old, pulled from school to work on a slave plantation to endure 'back breaking labor',  exposed to harsh chemicals and very heavy materials. Let's be clear, placing ads on pro Trump site is not conducive with Kellogg's corporate image, but buying palm oil from a slave plantation that works 8 year old children is.   The human rights organisation traced a range of well-known products back to the palm oil company Wilmar, which it alleged employs children to do back-breaking physical labour on refineries in Indonesia.   Singapore-based Wilmar counts multinational companies including Kellogg’s, Unilever, Colgate-Palmolive, Reckitt Benckiser and Nestlé among its major clients, according to Amnesty.   In a 110-page report accompanied by a video, Amnesty alleged products sold by those companies were “tainted by appalling human rights abuses ... with children as young as eight working in hazardous conditions”.   “There is nothing sustainable about palm oil that is produced using child labour and forced labour. Something is wrong when nine companies turning over a combined revenue of £260bn in 2015 are unable to do anything about the atrocious treatment of palm oil workers earning a pittance.”   She said allegations of child labour at Wilmar were not “isolated incidents but are systemic and a predictable result of the way Wilmar does business”.   In the report, Amnesty alleged that children aged from eight to 14 were carrying out dangerous work without safety equipment, were exposed to toxic pesticides and regularly carried sacks of palm fruit weighing 25kg.   One 10-year-old boy, who claims he started working for a Wilmar supplier aged eight, said he gets up at 6am to gather fruit and works every day but Sunday. “I don’t go to school ... I carry the sacks with the loose fruit by myself but can only carry it half full. My hands hurt and my body aches,” he said.   In response to this report, Kellogg's said "any supply chain violations of our global palm oil principles, we work with the supplier to understand corrective actions and ensure they understand our commitments. If the concerns are not adequately addressed, we take action to remove them from our supply chain.” The joys of globalism. #DumpKelloggs Content originally generated at iBankCoin.com

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30 ноября, 18:34

Amnesty International Slams Colgate, Nestlé and Unilever For Palm Oil Supply Chain Abuses

Shutterstock Today Amnesty International has published a damning new report into the practices of major consumer goods multinationals. The human rights NGO unpicks the palm oil supply chain and finds evidence of forced labor, child employmentand dangerous working conditions within the palm oil supply chain. Although the company primarily under investigation is [...]

30 ноября, 15:00

How CEOs Can Put Gender Balance on the Agenda at Their Companies

Marion Barraud for HBR Global talent and customers are more gender balanced than ever before. Women make up half the U.S. workforce, drive 80% of consumer buying decisions, and represent 60% of global university graduates. Gender balance is a big business opportunity, with huge economic implications. It boosts bottom-line results, drives growth with new customer insights, and enhances productivity with better talent acquisition and retention. Companies whose executive teams are more gender balanced report higher profitability and return on equity. Does your own company really understand — and profit from — this 21st-century shift? If CEOs and other leaders want to tap into these benefits, it helps to know the facts and to be skilled at selling the idea of gender balance to colleagues who may be less convinced. The topic of gender balance often elicits emotional reactions from both men and women. That’s why leading through this complexity requires what I call “gender bilingual” leaders. As a CEO, do you personally understand why it’s such an important issue — for your workforce and for your customers? If not, are you willing to invest some time for you and your team to learn? Here’s the shorthand — the facts, the feelings, and the framework — you need to lead the change. The Facts Understand the big picture. CEOs need to understand why gender balance offers their company a competitive opportunity, not just pay the idea lip service. If you’re not personally convinced, your team won’t be either. When it comes to gender balance, a lot of people don’t get it, don’t like it, or, frankly, resist it. That’s why you as the CEO need to be well versed at explaining why you think gender balance in your organization is so important. CEOs routinely tell me that their teams “get the business case, they just need to understand how to change,” but our anonymous interviews with their colleagues quickly call this assumption into question. Getting your team to understand why gender balance is an absolutely necessity is your first hurdle. And a balance is necessary if you want to access untapped market spaces, retain top talent, and get a competitive edge over competitors. For some examples, just watch how Diageo is getting women to love whisky, how the gaming industry is struggling to catch up to the reality that the majority of today’s gamers are female, or why top leaders from McKinsey, Unilever, and Vodafone are determined to balance gender on their management teams. Insight Center The 21st-Century CEO Sponsored by Cognizant Leadership is changing — fast. Know your numbers. How (im)balanced is your company? Do you have a recruitment, retention, or promotion issue? Is it all three? Do you even know? Are men and women split by level, role, function? What’s the gender split of your customers, users, or purchasing decision makers? What about regulators, government contacts, etc.? Too often, companies are focused on analyzing only their internal balance challenge. Yet the real business opportunity lies in enhanced customer and stakeholder centricity. Make sure your team accurately identifies your own company’s issues before you start trying to solve them. Too many companies are wasting time and money recruiting more women when the real issue is that they aren’t retaining or promoting them. Men typically experience the Peter principle, meaning they are promoted to their level of incompetence, whereas women often experience the Paula principle, meaning they are underpromoted across the board. This is creating situations where many multinationals are skewing female at the bottom without ever affecting the balance at the top, to their great frustration. A note of caution: When communicating these stats to your team, avoid drowning in data. Five slides can tell the story in any company — don’t let the trees hide the forest. Learn how to distinguish between real differences and stereotypes. Men and women have well-researched differences in behaviors. But do you know how to distinguish between actual differences and stereotypes? It’s time everyone had a little more education in gender issues. If you want to effectively engage both men and women, you will need to find the words and the messages that resonate with 100% of your talent and 100% of your customers, wherever they are situated on a masculine-feminine spectrum. Many CEOs insist that they are “gender blind.” But here’s where I argue that it’s time to become gender bilingual instead. That doesn’t mean we speak two different languages. It means we deeply understand different cultures and build bridges between them to include everyone. It also means replacing women’s networks and other women-branded initiatives with inclusive approaches that unite men and women rather than separating them. The Feelings Leaders have a huge impact on the culture of their companies. Have you discussed and designed how your own culture works and what it values and promotes? Is it unconsciously leaning to a preference for masculine styles? Set the tone. What you personally do and say as the CEO defines the culture and attitude toward gender. Your commitment to a gender-balanced organization, or your indifference, predicts your organization’s success at being truly balanced. Are you explaining and leading the company’s efforts? Who is accountable for the change? If it isn’t you and your executive team, you’re wasting your time. You need to be measuring and comparing your executive team’s success in balancing their functions as a routine part of your staff meetings. You don’t need to communicate this broadly, and you don’t need a million initiatives that take a lot of time and money. You just need a new lens through which you can look at the talent and customers you already have — or want to get. In fact, it’s much better to make change before making noise. This issue should be managed like any other business issue. But beware of the easy defaults: Getting one woman from a support function onto your team and then asking her to lead a gender initiative is doomed to fail. Recognize that the people you will most need to convince are today’s dominant majority. It’s better to have any efforts be visibly led by one of them. Be inclusive. Do you work hard to make sure that all voices are heard 
and integrated into strategies and solutions? Or do you let the noisy extroverts dominate the conversation — and then promote them for their assertiveness? Getting the best out of everyone on your team takes attention. Humans are deeply wired to recruit, promote, and even marry people who are as much like them as possible. Familiarity doesn’t breed contempt; it breeds comfort. CEOs who want to build trust in their meritocracies know how hard they have to encourage their colleagues to discover and get to know people who represent the talent and markets of the future. As CEO, you need to model a skill with language that is inclusively neutral without falling into inauthentic political correctness. Your words matter, so use them intentionally. Always insist on meritocracy. Avoid announcing a goal of “having the leadership team be 30% women by 2020,” a type of pronouncement that is still an all-too-common irritant in many companies. I suggest that if you never say the word “women” again, you will save yourself a lot of grief. Talk about “talent” or “customers” or “balance” — words that avoid alienation as you strategically create a more representative balance for tomorrow. The Framework Context is everything. Make gender balance a lever to achieving business goals. Period. Make it strategic. Where, when, and with whom you discuss gender issues defines their relevance to your business. Include them among your top goals. Point out the strategic link to your future business goals; people often don’t see that link, so you will need to explain it regularly and repeatedly. Talk about it in key management meetings. Talk about it yourself if you want business leaders to take it seriously. Don’t delegate to HR or think a woman is better able to address the issue. Speak to your dominant group, and visibly reward managers who build balanced teams. Set “how to gender balance” as a developmental exercise in leadership development programs. It’s a great tool for identifying smart, progressive high potentials. Groom your successor to buy into balance too, because it takes more than one CEO to get the change into the corporate DNA. It only happens through design and dedication. Make it personal. Recognize that everyone on your team has a personal and a professional life. Share your own personal life. Male CEOs are role models in allowing the men (and women) who work for them to talk about their own lives. The more your talk includes selected elements of your whole life, the more your employees will have permission to bring their whole selves to work. Proactively recognize life changes and phases on your team, such as marriages, illnesses, babies, and deaths, but be gender neutral in all discussions about parenting or family. Replace references to maternity leave with parental leave. Don’t assume (and don’t seem to well-intentionally imply) that the major reason there is a gender imbalance in your company is because women are “choosing” to have families. In most companies today, managers are still more willing to accept women taking parental leave than men. Until this evens out, gender balance will remain out of reach. If you want women to be leaders, encourage men to be fathers. You will need to get all your managers to buy in to the benefits of balance, and then become skilled at selling it to others. Their readiness to do either will depend on what you as the CEO say and do. Successful gender balance starts — or fails — at the top. In the 21st century, it will be do or die.

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30 ноября, 14:05

Nestle и Unilever обвинили в покупке сырья, добытого с помощью детского труда

Крупные косметические и продовольственные компании подверглись критике правозащитников за использование сырья, добытого детьми. Мировые бренды ради прибыли закрывали глаза на способ получения пальмового масла.

30 ноября, 13:19

Nestle и Procter&Gamble заподозрили в использовании добытого детьми сырья

Ряд известных компаний, в том числе, Nestle, Unilever, Procter&Gamble, Colgate-Palmolive, Elevance, Kellogg's и ряд других, подозреваются в использовании сырья, добытого при эксплуатации детского труда. Об этом сообщает в своем отчете международная правозащитная организация Amnesty International.

30 ноября, 12:39

При производстве пальмового масла эксплуатируют детей

Правозащитники обвинили Nestlé, P&G, Unilever и другие корпорации в использовании продукта, создаваемого с нарушением всех трудовых норм. На фабриках в Индонезии работают несовершеннолетние

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30 ноября, 11:51

Amnesty: ряд мировых брендов используют сырье, добытое детским трудом

Международная правозащитная организация сообщила, что в продукции многих крупных производителей используется пальмовое масло. Оно добывается на индонезийских полях посредством эксплуатации детей.

30 ноября, 11:00

Nestle подозревают в использовании сырья, добытого детским трудом

Также в отчете международной правозащитной организации Amnesty International фигурируют такие бренды, как Unilever, Procter&Gamble, Colgate-Palmolive и другие

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30 ноября, 09:49

Крупные компании подозреваются в закупке сырья, получаемого детским трудом

Правозащитная организация Amnesty International подозревает известные компании, включая Unilever, Nestlé и Colgate-Palmolive, в использовании на производстве пальмового масла, полученного посредством эксплуатации детского труда. Читать далее

30 ноября, 09:42

Amnesty International: крупные компании используют сырье с плантаций, где работают дети

Международная правозащитная организация Amnesty International обнародовала отчет «Великий скандал с пальмовым маслом: эксплуатация труда стоит за именами брендов». В документе приводятся итоги расследовании в отношении крупнейшего производителя пальмового масла Wilmar, поставляющего свое сырье компаниям Nestle, Procter&Gamble, Unilever, AFAMSA, ADM, Colgate-Palmolive, Elevance, Kellogg's и Reckitt Benckiser.«Крупные корпорации, такие как Colgate, Nestle и Unilever, убеждают клиентов, что в их продукции используется экологически безопасное пальмовое масло, однако результаты исследования показали, что это не является таковым. Нет ничего экологичного в пальмовом масле, произведенном посредством использования детского труда и принудительного труда»,— заявила одна из исследователей организации Мегна Абрахам. Она добавила, что для производства пальмового масла…

30 ноября, 09:42

Amnesty International: крупные компании используют сырье с плантаций, где работают дети

Международная правозащитная организация Amnesty International обнародовала отчет «Великий скандал с пальмовым маслом: эксплуатация труда стоит за именами брендов». В документе приводятся итоги расследовании в отношении крупнейшего производителя пальмового масла Wilmar, поставляющего свое сырье компаниям Nestle, Procter&Gamble, Unilever, AFAMSA, ADM, Colgate-Palmolive, Elevance, Kellogg's и Reckitt Benckiser.«Крупные корпорации, такие как Colgate, Nestle и Unilever, убеждают клиентов, что в их продукции используется экологически безопасное пальмовое масло, однако результаты исследования показали, что это не является таковым. Нет ничего экологичного в пальмовом масле, произведенном посредством использования детского труда и принудительного труда»,— заявила одна из исследователей организации Мегна Абрахам. Она добавила, что для производства пальмового масла…

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30 ноября, 07:20

Amnesty International: компании используют пальмовое масло с плантаций, где работают дети

Как показало расследование, компания Wilmar, поставляющая масло таким гигантам, как Unilever, Nestle, Kellogg, использует детский и принудительный труд

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30 ноября, 05:33

Labor abuses found at Indonesian palm plantations supplying global companies: Amnesty

JAKARTA (Reuters) - Global consumer companies, including Unilever, Nestle, Kellogg and Procter & Gamble, have sourced palm oil from Indonesian plantations where labor abuses were uncovered, Amnesty International said on Wednesday.

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30 ноября, 03:01

Firms such as Kellogg's, Unilever and Nestlé 'use child-labour palm oil'

Amnesty claims producer Wilmar employs children to do back-breaking physical labour on refineries in Indonesia Global firms behind popular brands such as Kit Kat, Colgate toothpaste and Dove cosmetics use palm oil produced by child workers in dangerous conditions, Amnesty International has claimed.The human rights organisation traced a range of well-known products back to the palm oil company Wilmar, which it alleged employs children to do back-breaking physical labour on refineries in Indonesia. Continue reading...

29 ноября, 16:29

Unilever (UL) Down After Paying Fine in Brazilian Tax Case

Unilever's share price fell nearly 1% on Nov 25, after the Anglo-Dutch consumer giant received an "adverse judgement" from Brazilian Judicial court in relation to an indirect tax case.

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24 ноября, 23:22

Как бывший менеджер Unilever из Тулы стал фабрикантом шоколада

Туляк Алексей Грачев, бывший менеджер по контрактному производству Unilever, с детства любил молочный шоколад и каждый день съедал по плитке в обеденный перерыв. Прошлым летом 24-летний Грачев уволился из Unilever, чтобы открыть собственное производство. Он мечтал об этом с тех пор, как студентом поехал в Нью-Йорк по программе Work and Travel и увидел множество мелких шоколадных лавок на Манхэттене, которые торговали сладостями ручной работы. За три года работы на тульской фабрике Unilever он изучил устройство производственных цехов. Грачев открыл собственную фабрику Alkion в середине 2015 г.

24 ноября, 02:07

Trailblazing Women: Clara Gaymard, Co-founder of Raise (Private Equity firm & Foundation), President of Women's Forum for the Economy & Society

This interview is part of a series on Trailblazing Women role models (Entrepreneurs and Leaders) from around the world and first appeared on Global Invest Her. You have to see what you can be. "Do what you love, do it a lot and do it well. Not trying is already losing. You have to try. We are what we become." Clara Gaymard is Co-founder of Raise. Founded in 2013 with Gonzague de Blignières, Raise is composed of two entities: Raise Investment, a capital investment company and the non-profit Raise Endowment Fund, a philanthropic organization that helps young entrepreneurs. Clara Gaymard is a Board Member of several companies (Veolia, Bouygues, Danone, LVMH) and also President of the Women's Forum since 2015. Clara is also a VP or Board Member of several non-profit foundations such as College de France, Fondation Valentin Haüy and IMS Entreprendre pour la Cité. From September 2006 to 2016, she was President and CEO of GE France. Prior to joining GE, Clara Gaymard had an outstanding career in the French Administration (Civil Service). After she completed her ENA degree, she joined the State Audit Office as an Auditor, then as a Advisor. From 1991 to 2003, she held several positions in the French Administration, mainly at the Ministry of Economy and Finance where she focused on SME investment and economic development. In 2003, her appointment as Ambassador and President of the Invest In France Agency (AFII) was a key turning point. As the Head of the Agency, Clara Gaymard brought a more accurate and current focus to innovation and private-public collaboration to improve economic prosperity. Clara is an Officer of the National Merit Order and Knight of the Legion of Honour. She is also a Commendatore of the Italian Republic Merit Order. Learn more about RAISE on their website, Linked in page, Women's Forum for the Economy & Society website, and follow her on Twitter at: @Clara_Gaymard, [email protected]_France‬‬‬, @Womens_Forum Who is your role model as a leader? I've never had one person in particular that inspired me to live my life. I admire a lot of people, but never thought I had to be like them. I have my own path, try to be myself and be normal. I never dreamed of being exceptional or different, although I know I am different because of my double culture (my mother is Danish, father French). What matters most, when you have a double culture and in general, is to respect what matters to others. I try to take the best of anything I see or read, although some qualities in people resonate more for me, like being able to have harmony. "I particularly admire people who work hard, are passionate about what they do and can also have balance in their life, that shows you that you don't need to be extreme to perform well." That is a quality you find in Nelson Mandela, Mother Teresa or in some current CEO's of big corporates like Paul Polman of Unilever who really cares about the environment and shows you can be a successful CEO and care for our planet. You don't only need to have one purpose. Leaders who can reconcile people and bring them together, like Martin Luther King or Gandhi are so precious for society. What is your greatest achievement to date? "My family, by far. Everything else I have done because I love what I do. I love life and my job, yet at the end of the day, what really matters is my family. It's very simple." If you want to be honest with yourself, you have to ask yourself what do you really like doing. Do you prefer going to work, as I choose to do with Gonzagues de Blignières at Raise, meeting fascinating entrepreneurs who build the future, and we are lucky to help them? Or do you prefer to stay at home and do the ironing? I made my choice a long time ago. Mercedes Erra (Executive President of Havas) says "it's more fun to go out and work than stay at home and clean!" We live in a culture, where women feel guilty. It's the worst feeling in the world, because it means you don't take ownership for who you are. I knew I wouldn't be the best mother, first in class, first to win the race. "I never compare myself to others, I just want to do my best, and to do that, I have to do what I love." Life is long. I totally understand and respect women who want to stay at home and look after their children. It depends on the time in your life and what you really want to do. The people you love want you to be happy. I don't believe in sacrifice because of love. The first person you should love and respect is yourself, not to be narcissistic, but because you are born with the gift of your body, heart and mind. Your main responsibility is to take care of it, not for your benefit, but to be able to benefit others and the planet. It's terrible if you don't use the tools you are given. When you educate your children and manage your team, you always want them to give the best of themselves. You push them, give them opportunities to grow, that's your responsibility. So the first thing you should do is do the same for yourself. If you don't do this for yourself, how can you do it for others? My motto is: Do things because you want to do them, not because others want you to do them. Early in my career I had 5 children in 5 years, when people told me I couldn't do that. If you do things because you are afraid of how people will look at you, you forget what you really want. I was successful in my studies at Sciences Po and ENA and felt I had to give back, because I was so lucky to do those studies. I am very thankful to France and have always done what I can to give back to my country. If you have a talent, you must use it and give back. What has been your biggest challenge as a woman leader? As a woman, every day is a fight. Now at RAISE we have complete gender parity, but throughout my whole career in the public and private sector, I was the only woman in meetings, travelled only with men. The work and business side is not complicated for women, it's the small talk at dinner and lunch, where men talk about football, cars etc that can make you feel like an intruder. Even when they do their best to make you feel comfortable in the conversation, you are still different to them. Women have to push to have more women on their team, so we can share what matters to us, be accepted and have more fun! Women tend to work too hard, trying to be the best and men seem to have more fun at work! I think it is important for women to tell men when they are make them feel uncomfortable, because often men don't realise they have hurt our feelings. Let them know how their behaviour makes you feel, in a non-conflictual way eg 'you see it this way, understand that can hurt/upset me'. In the past, I sometimes accepted things that were unacceptable, because I didn't want to rock the boat. Now that I'm the boss, my biggest challenge is accepting I can really express how I feel and that it doesn't make me more vulnerable by doing that. For example a journalist once wrote a derogatory article about some research that said 'blond women were paid 75% more than brunettes' and ended the article by saying blonds were less clever than brunettes and included my photo to illustrate the article! I chose to publicly laugh about that rather than take it personally. If you take things personally you are wasting your time! At work, if you want to be successful when there is a crisis or difficult decision to be made, just step back, take yourself out of the picture and see the situation for how it currently is, not how it can hurt you. Take as much emotion as you can out of the decision. A few years ago, when I was part of the negotiation for the takeover deal between GE and Alstom with our respective governments and companies, I had to make some tough decisions that could have had big repercussions for me personally. When you do what is right, you need to focus on the success of the outcome for the organisation above all else, not for you personally. How do you grow people in your organization? I really like to get to know the people on my team. What really matters to me is not only their knowledge and expertise, rather what they are passionate about and like doing in their lives. I learned this earlier in my career when I was 35 year old, working for the French government. A male colleague had been working for me for over 2 years and it was only when we were having a lunch to celebrate his move to a new position, that I discovered he was an avid painter at the weekends! My wake up call, was that I realised I had worked closely with him for over 2 years, yet I did not know his passion for painting, because I had been focused on his job, not him as a person. "When you focus on what drives your people and what they are truly passionate about, you discover so many treasures and they give the best of themselves." When I was at GE, I couldn't remember what degrees the people on my team had, but I knew what motivated them. When I first gave them a job, I told them I hoped that what they would be doing now would only be 50% of the job of their job in future, and that they should feel free to create the other half and do more of what they love doing. I always gave them regular feedback and asked them to explore new areas to work on. At Raise with my partner Gonzague de Blignières, we raised $350 million for our Private Equity Investment Fund and we and the team give 50% of our profits of that to our Foundation to support entrepreneurs (biggest foundation in France for entrepreneurs). It was my team who came up with the idea for Raise Ventures, it's so powerful when you see your team building with you - they push you when they feel comfortable - it's so fascinating and energising! I try not to give too much guidance, and ask them to come to me with proposals to discuss. With Gonzague, we have to let them do things, trust them and let them know they are there because you value their talent. Your power is not your power, it's the power you give your team to grow and fly. If you could do 1 thing differently, what would it be? I would do everything differently! I would love to have another life, not because I don't like my current life, rather to be able to experiment and do other things, be an architect, a singer... I love what I have done, but if I had to re-live my life, the only thing I would keep is my children, my family! What differences do you notice between men and women's leadership styles? I don't like to say there are different types of leadership between men and women. What I notice is that when men are only with other men, they behave a certain way, and it's the same with women only working with women. If you have mixed gender teams, you won't have leadership differences, if you have full gender parity. When everyone is the same, that's what creates distortions in management and leadership. I really believe that. It's not true that all women are open-minded, kind and sweet and that all men are fighters and tough. You have sweet men and tough women! "When you put clones together, they work like clones - when you have diversity, things come to life and you get better results." How would you describe your leadership style? There are 4 things that matter to me: 1) Excellence and performing well. As children, my father always told us "do what you love, do it a lot and do it well." If you want to be successful, you have to be dedicated, try hard, keep trying and do it well. 2) Never miss an encounter. When people knock at your door, even if it's unexpected, listen to them. Life is made of encounters. When I was at GE, I always asked my assistant to keep 10% of my time free for what really counts, that was non-business focused. 3) Share. Share your experience, share your success, share your money. My leadership is about sharing. 4) Have fun and laugh! We only have one life. We spend so much time in our office - if we don't have fun and laugh at things, it's not worth it. Do things seriously, but don't take yourself seriously. What advice would you give to your younger self? I would have loved to hear this when I was younger (I didn't have anybody to give me advice then): Do what you like, do it a lot and do it well. This is really important. If you are true to yourself, maybe you will hurt some people around you, but if it's the right thing for you, the hurt won't be as much as you think and it will go away! Yes you have to make choices, it's not easy, and you have to take some tough decisions, that others around you may not understand. But if it's the right decision for you, they will get over it. What would you like to achieve in the next 5 years? To be honest I don't know! When I was 18, 25, 40 I didn't know what I wanted to be! "Some people know early on what they want to be, but most of us don't know and it doesn't matter. I think it's very important to say that." A lot of young people don't know what they want to be and feel guilty about it, or stupid. But who dreams of being the Marketing Director of a big corporate? It's a great job, but how can you dream of it when you are 18 ? The only thing I know, is that I want RAISE to be an example for others, because I don't know any other Private Equity company where the team gives 50% of its earnings to a foundation for entrepreneurs. "I hope we will help and support a lot of entrepreneurs to be very successful. My dream with RAISE is that we help the economy, by supporting more entrepreneurs who create jobs." 3 key words to describe yourself? • Curious • Enthusiastic • Listener I also love the quote from a Jewish, lesbian photographer from 1920's Germany who said "I'm going where I am, but I'm still not there" - "Je vais là où je suis, mais je n'y suis pas encore". ------- Watch Anne Ravanona's TEDx talk on Investing in Women Entrepreneurs. See more Trailblazing Women role models from this Huffpost series Learn more about Global Invest Her www.globalinvesther.com @GlobalInvestHer -- 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.

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23 ноября, 03:01

Chancellor picks goodies selectively from his autumn statement bag

Philip Hammond seeks applause by announcing action on letting fees and housing – but what has he still to reveal?Philip Hammond is clearly keen to tell us he has a populist touch. Even George Osborne never issued a formal pre-announcement of the goodies in his bag. The new chancellor’s approach takes the Treasury’s news management operation to new heights (or depths, depending on your point of view) but Hammond has at least created a talking point by slapping a ban on the upfront fees letting agents charge their tenants.Everybody can applaud that measure – or, rather, everybody apart from the agents, but they have only themselves to blame. Upfront fees have become divorced from the costs of arranging a tenancy and are instead a means to gouge the tenant. London-based Foxtons charges £420 per tenancy, which is essentially a fee for printing out a standard letter and is ridiculous given the princely cut of the rent normally enjoyed by the agent. Continue reading...