Brief: Feedback from employees in this organisation, and from the global engagement survey, referenced a ‘macho leadership culture, particularly in London’. There was a desire from the workforce to address the leadership gender balance and foster a more inclusive culture that would benefit everyone.

What we did

• Louisa partnered with senior female colleagues to set up a women’s leadership group in London to raise awareness and improve gender diversity
• Our aim was to create a culture that inspires women and the community that supports them to develop leadership abilities, seize growth opportunities and increase/share their knowledge of the business in order to help all succeed both professionally and personally
• In the first year the group met monthly to share business information, offer support to one another and organise events for all staff
• We promoted the United Nation’s HeForShe campaign, with many colleagues committing to action, and we celebrated International Women’s Day globally
• We sourced internal and external speakers from our networks, introduced panels or individuals who were experts in their field and followed up with summaries or event recordings shared globally for those unable to attend
• We invited the female CEO to be part of the panels when she was visiting London and encouraged her to champion initiatives, which she did
• We invited female executives to visit Europe more regularly, participate in our panels and share their insights
• The following year we widened the group to include all female managers in London, developing high potential female talent and offering informal coaching and mentoring. The HR team introduced an internal coaching program for all staff in region, which many women signed up to. Respect in the workplace workshops for leaders were also introduced to raise awareness and increase understanding of equality, diversity and inclusion
• The HR team reviewed policies and updated them with gender neutral language and imagery, ensuring a diverse candidate slate in interview and promotion panels
• The HR team introduced flexible working and enhanced maternity/paternity/return to work provisions globally

What happened next?

• Female leaders’ profiles were raised as they chaired panels etc. and other offices followed our lead by organising similar activities
• Events were well attended by both men and women and received positive feedback as learning opportunities
• After four years, there was increased awareness, hiring and promotion of women across the organisation
• A global diversity and inclusion committee, chaired by the CEO and including representatives from across the organisation, was set up to increase momentum across the company, and a Global Diversity and Inclusion Manager was subsequently hired which is wonderful to see!