D.NEWS®  mobile version   October   2023

Endangered talents?

An obstacle to company evolution, the scarcity of above-average professionals is a reality that can be changed. We show you how.

COVER

TEAM FINDINGS

TEAM FINDINGS

Transformative Education

Tip from Mariele Zapula, Coordinator of Management & Business at Dasein EMA Partners Brazil

Emotional, captivating, one of those films that fills the heart with hope. “The Boy Who Harnessed the Wind” portrays the story of William Kamkwamba, a young man from Malawi who didn’t give up in the face of difficulties: unable to attend school, he secretly visited the library.

According to Mariele Zapula, Coordinator of Management & Business at Dasein EMA Partners Brazil, the film is also a demonstration of how education can be transformative. “After reading science books, he managed to build a windmill for his village, providing everyone with a wind-powered water pump.”

With determination, curiosity, creativity, innovation, and resilience, Kamkwamba changed the reality of an entire community. “His inspiring story shows us that we should believe in the dreams of the younger generation and how persistence and determination are crucial to achieving goals. It’s moving to see such a suffering reality changed by the determination of a young boy. This is a story that should be widely shared to inspire new youth.”

What: “The Boy Who Harnessed the Wind.” Where to watch: Netflix

 

New Encounters to Move Forward

Tip from Brenda Martins, Researcher at Dasein EMA Partners Brazil

How to deal with grief after a significant loss? The movie “The Starling” addresses this and other questions by telling the story of Lily and her connection with a wounded starling and a former psychiatrist now working as a veterinarian, Dr. Larry Fine. Brenda Martins, researcher at Dasein EMA Partners Brazil and the tip’s author, states that through these events, the character is led to reflect on the fragility of life and how small things can hold great meaning.

“It’s a great film to understand the importance of facing difficulties, even when everything seems lost, showcasing human resilience in moments of pain and suffering. It also touches on themes like forgiveness and love, showing how these feelings can aid during tough times. Moreover, the film highlights the idea that it’s always possible to find comfort and connection with others, and that solidarity can be a powerful force for overcoming challenges.”

What: Film “The Starling.” Where to watch: Netflix

 

A New Look at Etiquette

Tip from Daniel Rezende, Director at Dasein EMA Partners Brazil

Challenging common misconceptions, the series “Mind your manners” discusses the importance of certain behaviors to cultivate self-awareness and enhance the quality of relationships. According to Daniel Rezende, Director at Dasein EMA Partners Brazil and the tip’s author, etiquette is about living more pleasant relationships; it’s a tool for empowerment, not just a set of restrictions. Guided by international etiquette expert Sara Jane Ho, viewers are introduced to individuals who want to transform their lives for the better but don’t know where to start.

Understanding the environment and knowing what to do in any situation, with any person, is about confidence and self-assurance—key behaviors to unlock the best parts of someone’s personality. “You should always be yourself, but not at the expense of the atmosphere in the room. This applies to restaurants, meetings, events, interviews, and any place where people interact socially, as interpersonal success goes far beyond good table manners.”

What: Series “Mind your manners”. Where to watch: Netflix.

Back to website

Learning from Malu Nachreiner, CEO of Bayer in Brazil

"We have made a global and public commitment to have 50% women in all leadership positions by 2030."

Learning from Malu Nachreiner, CEO of Bayer in Brazil

Raised in an essentially matriarchal family led by her mother, grandmother, and great-grandmother, Malu Nachreiner learned early on that being a woman wouldn’t prevent her from achieving what she wanted. Guided by this powerful message, she climbed an admirable trajectory step by step: from an intern, she reached the position of CEO of Bayer in Brazil and leader of the company’s agricultural division. Recognizing the importance of representation, she advocates for the growth of women in leadership roles to serve as role models and inspiration.

The number of women in leadership positions, including C-level roles, has been increasing. According to Insper, in Brazil, the presence of women in top leadership positions grew from 13% to 17% between 2019 and 2022. Despite these advances, there are still many obstacles to female leadership. How can we change this landscape?

When we talk about diversity, equity, and inclusion, opportunity is essential. For companies committed to this cause, it’s not enough to merely advocate for inclusion; intentional efforts are needed to think of effective ways to create opportunities.

Despite the clear progress we’ve made in recent years, we still see varying levels of maturity in companies on this issue and ample room for improvement. Public commitments are necessary, along with investment in initiatives that consistently promote equal opportunities from the start of one’s career, with mentoring programs and leadership development specifically tailored for women. Another crucial aspect is creating policies and practices that ensure an inclusive and bias-free culture, where women feel valued and empowered to advance in their careers.

At Bayer, for example, we’ve made a global and public commitment to have 50% women in all levels of leadership by 2030. We’re committed to ensuring that women have equal opportunities and are empowered to hold leadership positions. We’ve set clear goals and metrics to increase women’s representation in leadership positions and have established hiring and promotion policies that encourage diversity. As a result, we currently have 39% of Bayer’s leadership positions held by women, and we continue to evolve.

From an intern in the Agronomy sector to becoming the first woman President of Bayer Brazil: you’re an example for professionals and students aspiring to grow in their careers and attain leadership positions. What were the main challenges and lessons of this journey, especially considering that the agricultural sector is traditionally male-dominated?

I was one of the first in my family to attend college. I left home at 19 to study in Piracicaba, and in my final year, I was hired as an intern, starting my career at Monsanto. One challenge that left a mark was moving alone to Santo Ângelo, a small town in Rio Grande do Sul, where I began working as a sales representative in the commercial area.

My career path wasn’t very typical for two reasons – first, I was a young woman, and second, universities like USP don’t usually train students for sales; they’re more oriented towards academia.

I remember encountering a welcoming but very male-dominated environment, which could be a bit intimidating. This made me realize the importance of representation – of having women working alongside us and, especially, in leadership positions to serve as role models and inspiration. A significant lesson from those early career days, one that stayed with me over the years, is that humility in seeking help and consistently delivering results opens doors and reduces barriers, regardless of gender.

In line with the previous question, despite the predominantly male agricultural sector, over 30% of Brazilian rural properties are now led by women. With nearly 20 years of experience in the industry, how do you see this progress from when you started in 2014 to today? What have been Bayer’s main initiatives in terms of social responsibility, inclusion, and diversity?

Fortunately, women are much more present in Brazilian agriculture today. It’s a significant evolution, but there’s still much room for growth, and the entire industry needs to contribute to this progress.

As Bayer, we have a collective mission to promote a more diverse and inclusive agricultural environment, both internally and externally. In 2020, we created Conexão Mulheres no Agro, a program that invests in numerous training, leadership, management, and event activities to increase female presence. Just last year, approximately 8,000 women were impacted through 85 actions carried out by the program.

One of the actions within this initiative is the Prêmio Mulheres do Agro (Women in Agriculture Award), developed in partnership with the Brazilian Agribusiness Association (Abag) to recognize women who excel in managing small, medium, and large agricultural properties. Since its inception in 2018, the award has received applications from over 900 female producers and has recognized the achievements of 45 women in agriculture throughout the country.

You’re a major leadership role model, not only in Brazil but worldwide. In your case, were there people who inspired you and continue to inspire you (whether public figures or people from your personal life)? Why do they inspire you?

I come from an essentially matriarchal family. There were four generations living in one house: me, my mother (who was a single mother), my grandmother, and my great-grandmother. This was extremely important because they always emphasized the significance of women working and being independent. This environment shaped me from a young age, and these women have been and continue to be my great inspiration.

The big advantage of growing up in a family of many women was not receiving the message that I couldn’t achieve something solely because I was a woman. I have a brother, and we were always treated equally. Believing that there wouldn’t be barriers due to gender came with me, so working in a predominantly male field was never an obstacle.

Leader to leader: How do you invest in your development today? This includes leadership as well as aspects of well-being, physical and mental health.

I began my career as an intern in 2003 and have since participated in various enhancement courses, with one of the most recent being an MBA from the University of Pittsburgh.

At Bayer, I recently participated in the Reverse Mentoring program, designed to promote interaction and learning between professionals of different generations. In this mentoring program, the mentors are from younger generations, while the mentees have more senior professional profiles. It was an enriching experience because I believe we always have something to learn. The younger generations, for instance, grew up in the digital era and have certain learning advantages.

In my free time, I enjoy reading books, watching series, and making the most of my time with my husband and my children, Lina and João.

Back to website

OBSERVATORY

Dnews 15 Years

Stories that bring new meanings to your relationship with work
OBSERVATORY

Behind the immense corporate machinery lie life stories. Journeys of personal and professional learning that inspire the transformation of work environments and professionals’ relationship with their craft. For 15 years, Dnews has invited you to enter this universe of individual and collective experiences. Experiences that generate identification, empathy, and emotion.

Starting from an interest in others, from the investigation of behind-the-scenes stories (filled with achievements, but also mistakes and course corrections), we draw attention to what is most valuable in companies: humanity.

And as research shows, a humanized management is beneficial. Just to give an example: a study by USP reveals that companies that focus on employee well-being, involving them in decision-making, have 225% higher levels of satisfaction among teams and 240% higher among customers.

Looking, with admiration, at the many journeys of humanization led by professionals at the helm of innovative organizations is knowing that it is they, the people, who have the power to transform. First themselves, and in a larger context, teams, departments, companies, markets. By telling such powerful stories, we invite you to see yourself beyond the professional and as a being of possibilities.

Diverse repertoire, authentic thinking

Over more than 100 editions of the Dnews magazine, we have invited thousands of people from our community to recognize the distinctiveness of a good repertoire. And we do this through diversity – by traversing diverse areas, proposing relationships between seemingly distant universes (such as the executive world and art), we stimulate a more curious, creative, questioning, innovative gaze.

This perspective is crucial for understanding contexts or situations broadly and valuing what makes us unique, our authenticity. With a broader repertoire, it’s possible to move away from the commonplace, to disentangle from the tiresome competition for a place in the sun. It also leads to attributing new meanings to your relationship with work.

Repertoire is closely related to diversity – a priority for at least 37% of global companies, according to the Great Place To Work (GPTW). We know that to build diverse and inclusive work environments, we must first foster a plural mindset. This process begins when we know and understand different points of view, when we navigate through areas of knowledge that are not part of our work routine.

By telling stories of professionals from various sectors, their experiences, mistakes, and successes, we show how diverse the world is and how this can be inclusive. By seeing everyday professional aspects such as career, leadership, innovation, and corporate culture with fresh eyes, new horizons and solutions open up. Relationships are strengthened because the more viewpoints we can fully hear, the better we can break down rigid ideas and make differences something constructive.

Effectiveness and lightness can (and should) go hand in hand

The current work landscape shows that excesses always come at a high price – proof of this is the rising burnout rates that are making people realize that trading well-being for endless hours of work is no longer an alternative.

With a curious and open look towards the new, we investigate habits, trends, and business practices that not only help build a comprehensive understanding of the executive world but also instigate reflections and the construction of work environments that combine health and efficiency.

Observing closely the main trends and movements in the job market, Dnews has always advocated the need to redefine old habits to build healthier, human, inclusive, and efficient professional environments.

Paying attention to exemplary executive conduct, we share work-world practices to inspire companies and professionals. See below for movements that gained prominence in our history and are now benchmarks in organizational development.

 

TIMELINE – DNEWS

 

2008 | Pioneer in Digital Communication

Launch of Dnews as a newsletter. Pioneering by being one of the first executive search companies to communicate with its audience through digital content, highlighting its importance.

2009 | Gains of Relating to Other Areas

Development of an editorial line that privileges the encounter of diverse areas, including culture, as a way to encourage new perspectives and creativity.

2012 | Multichannel Content

Attentive to trends and the growing relevance of digital communication, Dnews content goes beyond the magazine format and reaches social media.

2015 | Humanization at the Heart of Debates

Before the term “humanization” gained the spotlight it deserved, Dnews drew attention to the importance of people-focused management, the benefits of diversity and inclusion, and showcased renowned female leadership.

2016 | Open Innovation

By listening to leaders who revolutionized companies by bringing innovation and simplicity to the forefront, Dnews anticipated a trend that was here to stay.

2017 | Combating Ageism

Valuing professionals above 50 has always been a Dnews flag. Well before necessary discussions about age prejudice, the content highlighted how the experience of these professionals can be beneficial.

2020 | New Digital, Visual, and Editorial Project

In the midst of a global health crisis, Dnews reinvents itself and launches a new digital, visual, and editorial project focused on behaviors in the executive world that inspire the creation of healthier professional environments.

2021 | ESG and Sustainable Leadership

Without practices of social, environmental, or governance responsibility, there is no possible future. This was the warning the magazine conveyed by listening to leaders who are reference points in the executive universe.

2022 | International Expansion

With Dasein’s partnership with the global EMA Partners network, Dnews expanded its reach and is now distributed in English to more than 30 countries.

Back to website

DASEIN INVITES: Judith Wiese

Why Being a Chief People and Sustainability Officer is a Game-Changing Superpower

DASEIN INVITES: Judith Wiese

The challenges for human (co-)existence on the planet due to resource depletion, climate change, and unsustainable practices of the industrial era are undeniable. Managing and mitigating these factors require a broad approach that goes beyond environmental concerns. We must rethink how we conduct business and organize our societies. Focus and dedication are needed for these efforts to be effective.

In the corporate world, the broader attention needed to address sustainability issues is often attributed to the role of Chief Sustainability Officer (CSO). However, there are no universal standards for what this role does or how much authority it has to be effective. At Siemens, the CSO role has been a board-level position since 2008, emphasizing the importance of sustainability as a building block of our DNA and establishing a strong foundation to build upon. And that’s what we do, every day.

As Chief People and Sustainability Officer (CPSO) at Siemens, I have the unique opportunity to wear two hats: one to ensure the well-being of our people and nurture our company culture, and another to promote sustainable practices in our own operations and all aspects of our business – multiplying the impact for our customers and communities. To me, this is a superpower. It combines two powerful elements that horizontally span all of our businesses: People and Sustainability – both necessary to find solutions to address the most critical issues of our time. Add the power that Siemens brings as a technology company, and you have an unstoppable combination actively supporting the mindset change needed to achieve a more sustainable world.

People-centered approach to transformation

Sustainability issues are commonly viewed in terms of environmental, social, and corporate governance (ESG) goals. At Siemens, our drive for sustainable business practices is embedded in our 360-degree framework, with six fields of action: Decarbonization, Ethics, Governance, Efficient Resource Use, Equity, and Employability or DEGREE. Our DEGREE framework is, among other things, a commitment to ethical standards based on trust and respect for human rights in the supply chain. It takes the sustainability conversation to another level – it’s no longer a standalone topic with a goal, but an integral part of everything we do and stand for.

DEGREE enables a holistic view of sustainability that highlights topics such as employability and equity, as well as environmental and social impact. We encourage continuous learning and are committed to upskilling and reskilling, especially green skills needed to address the complex issues we face. In the last fiscal year, we invested €280 million in professional training and continuing education to transform our workforce into sustainability ambassadors. Our highly popular Base Camp for Sustainability offers an introduction to DEGREE, and 66,000 participants completed the course in the fiscal year 2023.

We value the E for Equity, which helps us integrate and promote diversity, equity, and inclusion in our company’s framework. This supports us in creating a workforce that reflects our customers’ landscape and brings a fresh perspective to how we think about solutions. The intersection of people’s interests with our company’s values creates a sense of belonging and engagement that we both admire and appreciate.

Uniting the responsibilities for sustainability and people operations allows social aspects to be complemented by expertise in the environmental and corporate governance spheres. At Siemens, with sustainability at the core of our processes, we need relevant skills in our business units and corporate functions. This allows sustainable approaches to be developed ecologically, observing the interfunctional and business governance patterns needed to comply with new EU classification regulations and develop non-financial reporting and accounting guidelines.

Tangible Business Benefits in the Confluence of Sustainability with People and Organizational Change

Effecting change requires cultural and organizational transformation and a change in mindset. The convergence of people and sustainability can be a useful tool to accelerate the much-needed momentum for change in all aspects of our existence. Indeed, for a company like Siemens – transitioning from industry to a global technology leader – sustainability is a significant opportunity. Fundamentally, this applies to both our own operations and our portfolio. We have increased our CO2 reduction target from 50% to 90% by 2030, compared to 2019, and will invest €650 million in decarbonizing our activities by 2030. But our products and solutions can also assist our customers in their sustainability challenges – 150 million tons of emissions were avoided by customers in the fiscal year 2022 alone.

Companies that recognize the power of this combination will be well positioned to drive innovation and growth, increase employee engagement, and mitigate the challenges associated with rapid transformation.

As a company at the intersection of the real and digital worlds, we at Siemens believe that technology is a key factor for sustainability. Embracing a holistic view that goes beyond environmental topics, we firmly anchor sustainability in all our businesses and operations. We are confident that leveraging the superpower combination of technology, people, and sustainability can make a difference, solve the existential challenges of our era, and transform the lives of billions.

Back to website

SLOW DOWN

Do You Remember What You Like?

*By Cris Pàz
SLOW DOWN

Sundays are my litmus test. I hear only a few sounds, distinguishing them in a way that doesn’t happen on weekdays. Sunday is a day to do something special or a day to do absolutely nothing. And in this productivity-driven world, doing nothing is even harder than doing something. In the calm and silence, Sunday asks me who I am and what I truly desire. Knowing what I want tends to be one of the hardest things. Sunday is a mirror, showing me if I’m content with myself, if I’m happy, if I can be comfortable in my own company, and more importantly, if I truly know what I want and what brings me joy.

I’ve just come out of a five-year relationship. Shortly after the breakup, I went to Tiradentes with two friends. In the inn’s room, there was a framed quote: “Do you remember what you like?” The quote caught me by the collar, gave me a chokehold. I brought it with me, my first acquisition in this new single life. Not coincidentally, every week the Sunday’s silence asks us this question. How wonderful.

Yes, I remember many things that I like, but I acknowledge: many times I blend into others and lose myself. This happens in romantic relationships, it can happen with children, and also with parents – if you’re in my age range, around 50, you understand what it’s like to be part of the sandwich generation, the one that cares for both parents and children, and risks not finding space for oneself. My parents left us very early, so I don’t have to take care of them, but being a woman in a still very patriarchal world always puts us in a position to meet others’ expectations, whether they are emotional, aesthetic, or productivity-related – to say the least.

Since my life has never been the most conventional, I ended up having to take a different path. I’m in a phase of understanding myself, before I have to answer to the world. And in that aspect, I’ve been working quite well. I’m coming from a happy period, where affection and care have not been lacking. Two other friends have been my companions for concerts and other cultural events. Sometimes I feel like a teenager who never stays at home. The other day, during a concert by Chico Chico (the incredibly talented son of Cássia Eller) here in BH, I found myself thinking about how many concerts I’ve missed, how many I didn’t attend in a time when I invested my money more in things than in moments. But I was listening to an amazing singer and enjoying it so much, alive and happy. Instead of regretting and beating myself up for it, I chose to think, “How great that I’m learning to enjoy these moments.” I quickly thanked the friends who are encouraging me not to miss out on beautiful performances.

Instead of looking at what I haven’t done or what I might no longer be capable of doing, it’s more valuable to turn my gaze to how I’ve become better at knowing myself. Life has never been easy, but it becomes even harder if I don’t know what I like and what I desire, if I don’t know myself. Instead of seeing the passage of time as a moment when I’m not as good at what I used to do, or as an alarm clock ticking for what I can’t do anymore, I prefer to look at the wonder that is living the present moment so much better. What we call aging might finally be the moment when we become seniors in life, the moment when we become skilled at conjugating the verb “to live.” I think I’m getting good at that.

And you, do you remember what you like?

Back to website
RECEIVE NEWS

Newsletter

To receive our news, insights, and other sorts of content, please sign up and follow us. We will enjoy having you with us on this journey.

BI-MONTHLY NOTIFICATIONS