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Novartis Presentation at 5th Annual Global Diversity Seminar Barcelona
 

Novartis Presentation at 5th Annual Global Diversity Seminar Barcelona

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Renee Anderson, presentation on the Female Talent Pipeline at the 5th Annual Global Diversity Seminar Barcelona

Renee Anderson, presentation on the Female Talent Pipeline at the 5th Annual Global Diversity Seminar Barcelona

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    Novartis Presentation at 5th Annual Global Diversity Seminar Barcelona Novartis Presentation at 5th Annual Global Diversity Seminar Barcelona Presentation Transcript

    • Novartis Pharma:Building the Female Leadership PipelineRenee Anderson, VP, Global Head of Diversity and InclusionFebruary 24, 2012
    • Legal DisclaimerNo business or legal conclusions can be derived from the simple existence of a statistical disparity between a particular company’s employment of legally  “special” or “protected” groups, such as women and minorities, in managerial  and professional positions and their representation in the local population. Many factors, largely beyond such company’s control, such as cultural  inhibitors, educational opportunities and other market conditions could explain such differences. Accordingly, it is essential that global, aggregated data, such as that represented by the attached, be used only for the general, background information of senior managers charged with evaluating the Diversity and Inclusion Initiative at Novartis. In particular, all hiring, promotion, training, development and other employment-related decisions related to the initiative must continue to be made by the local Novartis business entities based on the specific legal system applicable to them and other overriding local principles applicable to the markets in which these companies operate. 2 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Building the Female Leadership Pipeline Business reasons for change Identifying female talent opportunities at Novartis Exploring a comprehensive approach to increasing women at senior levels 3 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Business Reasons for Change • Women drive a majority of healthcare decision-making1 - According to a study from the Boston Consulting Group, women “control $12 trillion of the overall $18.4 trillion in global consumer  spending.“2 • Increase of women in workforce – in both developed and growth markets - In 2010, 50.6% of all health professionals were women3 • Strategic importance of hypergrowth in EGM countries – esp. Russia and China - Ensure talent management & sourcing address needs of diverse talent pool • Aging workforce – esp. US, Japan, Russia, Western Europe – declining birth rates leads to fewer people entering the workforce to replace retirees • Increasingly diverse workforce – large availability of talent especially from China, India, US - Need for Organizational Development and change management practices to support business mentality shift, cultural changes, M&As 1. Source: Kaiser Family Foundation 2. Boston Consulting Group press release 3. National Statistics, "Labour Force Survey: Employment Status by Occupation and Sex," April-June 2010 (2010). 4 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • „20first“ Global Gender Balance Scorecard Top 100 Companies 2011 Survey: % of companies with at least 2 women on their Boards  74% US  68% Europe  9% Asia By Region: % of Executive Committee Members Source: 5 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Catalyst* shows - Womens Leadership Still StalledWomen have made no significant gains in the last year and are no further along thecorporate ladder than they were six years ago: Women held 16.1% of board seats in 2011, compared to 15.7% in 2010. Less than one-fifth of companies had 25% or more women board directors. About one in ten companies had no women serving on their boards. Women held 14.1% of Executive Officer positions in 2011, compared to 14.4% in 2010. Women held only 7.5% of Executive Officer top-earner positions in 2011, while men accounted for 92.5% of top earners. Less than one in five companies had 25% or more women Executive Officers and more than one-quarter had zero. *leading nonprofit membership organization expanding opportunities for women and business 6 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Talent development needs to start earlyTracking of more than 4,100 MBA students who graduated between 1996 and2007 from elite MBA programs around the world revealed: Women continue to lag behind men at every single career stage, right from their first professional jobs. Source: Catalyst Research 7 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Female Executive Talent: Improves overall financial performance Catalyst’s data demonstrates the value of female executive talent  Return on Sales 16% better performance  Return on Invested Capital 26% better performance Source: Catalyst Research Reports, Authors: Nancy M. Carter, Ph.D., and Harvey M. Wagner, Ph.D. Published: March 2011 8 | Feb 2012 | Building the Leadership Pipeline | Business Use Only 8
    • Female Executive Talent: Improves overall financial performance Financial Performance at Companies with Three or More Women Board Directors (WBD) vs. those with Zero WBD  Return on Sales 84% better performance  Return on Invested Capital 60% better performance  Return on Equity 46% better performance Source: Source: Catalyst Research Reports, Authors: Nancy M. Carter, Ph.D., and Harvey M. Wagner, Ph.D. Published: March 2011 9 | Feb 2012 | Building the Leadership Pipeline | Business Use Only 9
    • Building the Female Leadership Pipeline Business Reason for Change Identifying female talent opportunities at Novartis Exploring a comprehensive approach to increasing women at senior levels 10 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Novartis is a world-leading healthcare company Leading market position One of 35 largest companies by market capitalization Among most respected companies globally Key figures Sales by region – 2011 Canada/ Latin America 2011 USD billion 9% Europe Net sales: 58.5 Asia/Africa/ 21% 37% Australasia Net income: 9.2 R&D investment: 9.2 33% US
    • Novartis - our focus is on patients Our purpose is to care and cure. More than 1.1 billion patients around the world were protected or treated by Novartis products in 2011 12 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • 2012 Novartis Pharma D&I Strategic Vision Pharma D&I Vision We aspire to become the worlds leading healthcare company by acting inclusively and leveraging our diversity to create the best outcomes for our patients and customers. Build Leadership Integrate D&I into Foster greater pipeline that reflects business planning understanding of the diversity of the process, commercial business value of Life workforce and the and development Work Integration markets in which we strategies policies and practices operate Embed inclusive behaviors 13 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Building the Female Leadership Pipeline Business Reason for Change Identifying female talent opportunities at Novartis Exploring a comprehensive approach to increasing women at senior levels 14 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Build leadership pipeline that reflects the diversity of the workforce and the markets in which we operate Comprehensive approach to increase female representation at senior levels* D&I metrics Embedding D&I in HR Mentoring Targeted Female Talent Processes Programs Leadership Aspirational Goal: DevelopmentGlobal D&I Recruitment: Formal and informal Programs Launch of ExecutiveScorecard: “Relationship-driven”  mentoring programs Female Leadership5 year aspirational talent cultivation for top Programgoal to increase female talent Buildingfemale representation Community: Leveraging Earlyin leadership Talking talent and Talent Inclusive Talent Programs topositions Review Sessions: environment identify and nurture Talent conversations with female talent Networking events,Rigorous D&I diversity agenda Inclusive LeadershipDiagnosis*: Training, UnconsciousYearly Statistical D&I Talent Retention: Bias TrainingAnalysis and tracking Tracking of careerof Organizational progression of top femalegender talents.composition/growth *In compliance with and to the extend permitted by local legal requirements. Employment decisions occur at local level in accordance with local law. 15 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Other key success factors to increase women at senior levels Going beyond mentoring to Sponsorship – having a sponsor to lobby for female managers, and consistently track progress The need for more senior level role models Accountability – setting targets and making sure senior leaders are held accountable to achieve targets Creating greater awareness of unconscious bias through education Alignment of D&I concepts in training programs – Talent Development/Management, Leadership Development programs. 16 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Executive Female Leadership ProgramYear long program to assess, develop and track high caliber females for senior leadership roles  To assure: • their visibility to senior management • increased dialogue with their direct managers about their development and career planning • on-the-job development • personal support through mentoring and coaching • high involvement of Senior Management to become sponsors 17 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Cascading the Program EFLP has engendered a lot of interest across Novartis Pharma globally. We are proactively managing and supporting this in various ways - Pharma CEO is the lead sponsor for the program and continues to actively promote and input to the program Communications are on-going with D&I Council and other D&I organizations within Novartis to cascade and share learnings to other parts of Pharma Successful program graduates to this initial program will be used as ‘sustainers’, e.g. to mentor, work as a graduate network etc. to continue  their learning and embed the program deeper and more long-term in the organization 18 | Feb 2012 | Building the Leadership Pipeline | Business Use Only
    • Building the female leadership pipeline at NovartisKey success factors : • Comprehensive approach is needed • Importance of sponsorship • Career progression tracked by Talent Management • Establishment of ‘alumni community’ • Accountability – managers are kept informed with clear expectations set by Pharma CEO • Establishment of fixed scorecard and goals with key metrics to increase female representation in leadership positions 19 | Feb 2012 | Building the Leadership Pipeline | Business Use Only