KEY TAKEAWAYS FROM THINK GLOBAL WOMEN


• Embrace genuine inclusion: Move beyond metrics and targets to cultivate an authentic culture of belonging and ensure all voices are heard


• Challenge stereotypes: Actively question outdated gender norms in leadership and the workplace and encourage young people to think critically about their own role and choices


• Engage in difficult conversations: Prepare for and initiate challenging discussions to drive real change and build relationships using the resources you have


• Foster early talent development: Invest in education and mentorship programmes for young people to help them bring out their personal leadership skills and build a new model of inclusive leadership


where diverse ideas flourish, and speak and lead authentically, leading to innovation and deeper inclusion. “We shouldn’t be making assumptions, particularly


around gender,” he said. “Our leadership development programmes at ATG, one of which is for emerging leaders, takes a mixture of people from all over our business, men and women at the earliest stages of their leadership journey. One of the first things we ask them to do is to do a presentation on something they’re passionate about. It doesn’t have to be work related at all. “That gives people the opportunity to talk really authentically from deep inside themselves, and what we’ve learned from that is that by exercising those muscles, you can start to experience, physiologically as well as psychologically, what it means to be yourself. “Then we take them on a two year journey, and by


the end of it, we invite them to present to an invited audience of family, friends, also senior leaders in the business. And that’s has a tremendous impact on the culture of our organisation. “It’s not like trying to create a sausage factory where


you’re churning out identical leaders with the same beliefs from the same background. We’re in a business that relies on innovation and creativity, so what we’re trying to do is to create more of a coaching and learning culture where leaders ask questions and are curious of what their team has to offer, because ten people’s ideas and perspectives are better than one,” he said. The vibrant exchange of ideas at Think


Women’s celebration of International Women’s Day demonstrated that true progress in workplace culture does not solely rest on numbers or quotas, but on continuous, honest conversations and practical strategies that empower everyone. “It was a wonderful occasion in the beautiful


surroundings of the Institute of Directors to celebrate the wealth of female talent, make new contacts and catch up with friends and colleagues, and take away actionable insights that we can pass on at our workplace to increase the message that inclusion is good for people and good for business,” Fiona Murchie said.


• Champion equity: Ensure that career advancement opportunities are accessible to all, creating a level playing field for future leaders, adding fresh ideas and innovation to organising and being able to recruit and retain the best talent


WATCH THE VIDEOS


WATCH THE 2025 VIDEOS


> VIDEO HIGHLIGHTS > KEYNOTE VIDEO > WORKSHOP VIDEO > VOX POP VIDEOS > ROUNDTABLE FEEDBACK


EDI TERMINOLOGY & IMPLICATIONS Organisations are placing increasing emphasis on equity, diversity and inclusion (EDI) as part of their focus on social responsibility within their environmental, social and governance (ESG) strategies. See page 54 for EDI terminology & implications explained.


11


THINK GLOBAL PEOPLE THINK GLOBAL WOMEN


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116