Issue 10 2022 Gender Pay Gap Reporting: What Do Businesses Need To Know? The Government’s latest pay gap report has revealed that in 2021, women earned 90p for every £1 earned by a man1. Reports in 2022 found that in industries including finance and construction the median gap has widened, with women earning 88p and 76p respectively compared to male counterparts2. DVB-TECH: CEO of the Year, 2022 - Milan, Italy
Welcome to the October issue of CEO Monthly. As always, CEO Monthly is dedicated to providing the latest news and features across the business world to our readership. Looking back over the last month, we see countless businesses finding their way to the top. As they have risen, we see a light illuminating our own way through the corporate world – and beyond. Our business landscapes have become brighter andmore focused as we extract creativity from the CEOs in this issue. CEOs hold the torch that burns bright for all – throughout all industries and personal lives. Their devotion is inexplicably brilliant as their personalities and leadership styles flourish. They all help their businesses, and ours, to expand and thrive at an exponential rate. Looking to the future, each one of them will carry positive influence from their own journeys throughout all aspects of life – here we can learn a lot and complement our existing ways. From strength and perseverance to asserting ourselves with respect and pride, we can take inspiration from their progressive and pioneering ways. When reading this issue it is important to keep their complex endeavours in mind, especially as we wish to nourish ourselves whilst learning more. Whether we’re already on our path to success or we’re only just beginning, we can find a point of reference from their client-centred, focused, and dedicated attitudes – this will allow us to evolve and develop throughout our own voyages. This issue comes to you with a lot of heart and we look forward to welcoming you back soon. Sofi Bajor, Editor Website: www.ceo-review.com AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility.
4. News 6. Go Live Data: Utilising Data To Bolster Businesses 7. DVB-TECH: CEO of the Year, 2022 - Milan, Italy 8. Iatro: CEO of the Year, 2022 - Leeds, the United Kingdom 9. Green Eco Technologies: Making It Easier To Be Green 10. MachineMax: The Magnificent Software Transforming Machine Management 12. ‘Entrepreneurial spirit and a creative mind’ earns prestigious Supply Chain Award for Sparck’s Jo Bradley 14. Gender pay gap reporting: what do businesses need to know? 15. Winners’ Listings Contents
NEWS A new model of collective business leadership and a shift to generational strategic thinking are essential to avert environmental catastrophe
Only one-third (36%) of HR professionals think their organisation’s DEI budget is high enough UK employers are strongly committed to principles of diversity, equality and inclusion (DEI) – but this commitment is not always backed up with a dedicated budget, XpertHR research reveals. DEI is a core part of the HR agenda in 2022, with 96% of organisations undertaking initiatives over the coming 12months and84%havinga strategy inplace or planning to introduce one. However, only 38% of organisations allocate or plan to allocate a budget specifically for DEI initiatives. Of these, just 36% consider their current or planned DEI budget sufficient. The high costs associated with DEI training and other activities are a commonly cited factor for those who think their DEI budget is set too low. Among the minority of survey respondents giving details of the typical DEI budget allocation, around half were set at £50 or less per employee per year. The main areas of focus for DEI activities over the coming 12 months are mental health (78%) and race/ethnicity (72%). These are followed by disability, gender and LGBTQ+, each mentioned by just over 60%. The most popular current and planned actions are raising awarenessofmental healthandwellbeing issuesandassociated resources (90%), embedding DEI into the recruitment processes (89%), and raising awareness of unconscious bias (76%). The most common ways employers are integrating DEI into the recruitment process are by ensuring there is more than one person on every interview panel (75%) and making selection decisions against an objective measure of the candidate’s ability and potential (72%). Michael Carty, benchmarking editor at XpertHR, comments: “UK employers do not lack intent when it comes to diversity, equality and inclusion – but too many lack the necessary budgetary resource to deliver in full on their DEI agenda. This means that ambitions for DEI initiatives, particularly for training, often outstrip the financial resources available. “DEI is such an important issue on so many levels. Employers’ efforts toprovide trainingandother initiatives canmakea key difference to both employee experience and organisational reputation. How HR handles DEI can be a key differentiator for retaining current employees and attracting new ones.” Zara Nanu MBE, CEO and founder of Gapsquare, part of XpertHR, comments: “It is promising that so many organisations have diversity, equality and inclusion initiatives planned for the next 12 months. Global CHROs are making DEI a key area of focus, and it’s important executives secure the right level of investment for this agenda. “Relevant investment and prioritisation will ensure organisations are not undertaking DEI initiatives as just a tick box exercise. Investing resources, as well as more time and thought into DEI strategies, will help organisations create tangible differences in the workplace.” Just 38% of UK organisations have a budget for diversity, equality and inclusion initiatives, finds XpertHR New CEMS report sets out recommendations for globally responsible business leaders, educators and young professionals Reliance on a wise ‘guru’ leader or ‘hero CEO’ endangers progress in tackling the environmental crisis by shifting responsibility, according to a new report from CEMS. Instead, all leadersneed toadopt acorporatecultureof ‘collective’ responsibility, empowering all employees to make decisions with a generational outlook if real change is to take place. The new report – Leading for the Future of Our Planet - builds on findings from a CEMS survey of 4,206 professionals across 75 countries revealing that the environment is the single greatest concern facing modern-day business leaders, overtaking technological advancement. It features in-depth insights and recommendations from a range of experts across the CEMS Global Alliance in Management Education (the consortium of leading students, business schools, alumni, companies and non-profits from across the world). Highlights include: • Averting environmental catastrophe will require a completely new set of business beliefs, behaviours, objective setting, and modelling which assigns value to sustainability and a cost to inaction. • Leaders must move from short-term, finite thinking focused solely on profit, to a balance with longer-term thinking focused on outcomes for future generations. • This will require leaders at all levels who can speak up, lean into the unknown, challenge the status quo and not be afraid. • Business leaders will need to engage their external stakeholder ecosystems to drive transformation. They need to understand their organization’s place in the societies within which they operate and build alliances across government, businesses and civil societies to effect lasting change. • A deep knowledge of ESG issues must be woven into business education, throughout the entire curriculum, not just specialist modules. This must include partnerships with market practitioners to create platforms for students to practise theory. • Early career professionals must leave business school with sustainability skills and competencies in their ‘toolbox’ as well as a deep knowledge of the subject. They must believe that they can make a difference, challenge the status quo and see themselves as agents of change. Environment is the leading business concern Recommendations were developed after a CEMS survey found that the environment was thegreatest concern facing themasmodernday business leaders. This overtook technological advancement, which was identified as the greatest challenge in 2018. The survey of 4,206 professionals from75 countries revealed that 43% of respondents believed the environment was among their greatest challenges, with technology a distant second (26%). Both issues were considered more urgent to global business than shifts in world economic and political power centres (14%), political instability (6%) and global pandemics (3%). Nicole de Fontaines, Executive Director of CEMS, said: “We hope that this report will add some rich insights from across our unique CEMS community into how business leaders, educators and professionals can truly make a difference when it comes to tackling the environmental emergency. “For too longwehave treatedplanet Earthas an infinite resource to plunder. In very recent years, however, humanity seems to finally understand that we are headed for environmental catastrophe if urgent action isn’t taken.
CEO MONTHLY / ISSUE 10 2022 6 Utilising Data To Bolster Businesses At the helm of Go Live Data stands Adam Herbert, an innovative and dedicated CEO. His attitude to business and willingness to take risks has pushed Go Live Data into an industry leading position within the space of three years – therefore, he has earned the title of CEO of the Year, 2022 - Manchester, the United Kingdom. o Live Data utilises its engagement and data offerings to assist customers with client acquisition and, of course, retention. The company primarily offers data-driven products, such as data supply, data cleaning and enhancement, and data analysis. Moreover, Go Live Data provides engagement outreach through its own internal email marketing and QR campaigns which are driven by the data it possesses. The team has a duty to ensure that the businesses they work with use Go Live Data’s data in an ethical and responsible manner – and, in this regard, Go Live Data seeks to serve as a voice for improvement. Typically, Go Live Data collaborates with large corporations across multiple industries, including insurance, telecommunications, public sector, health and safety, and financial services. As a technology company working within the data and engagement field, Go Live Data is able to offer the market something it has never seen before, namely a new perspective on how to serve customers not only through data but also through the outreach and business objectives of its clients. ‘When we set-up the business we were well aware that our proposition and our approach was alien to how the industry had worked before,’ explains Adam Herbert, ‘and we knew that it was going to be a difficult task. Roll on coming up-to three years we have had real buy in from the market and we have been chosen by some of the world’s biggest businesses to help support their data and marketing goals.’ As both the CEO and Co-founder of Go Live Data, Adam Herbert bears the responsibility of leading the business. However, as he has over 20 years of experience within sales and marketing, he boasts a great amount of specialist knowledge surrounding business. It is this experience that has shaped his leadership style – he is known for being driven, communicative, and passionate. When discussing his leadership style, Adam states, ‘I believe leadership fundamentally starts with treating everyone how you wish to be treated yourself then pushing people to become even better through their own development, you have to give your people freedom to explore their roles and push the boundaries as this is the only way your business can continue to grow and evolve. I am very much a people first leader. It was hard taking the role of a CEO, it was more difficult than I expected, moving from managing in the micro to managing in the macro was a transition which took time and I also suffered from imposter syndrome at times, but this helped me to evolve into the business leader I am today.’ Through his ingenuity, Adam has pushed Go Live Data to overcome multiple hurdles. One such challenge involved keeping the company’s processes up to date in order to match the company’s growth. In his role, Adam was responsible for evaluating how these changes were impacting the business and whether they were made at the right time. Challenges, Adam believes, are great learning opportunities; mistakes can lead to continued growth. Consequently, over the next year, Go Live Data will continue to evolve and improve, with plans to launch several innovative products in the works. Contact: Adam Herbert Company: Go Live Data Web Address: www.go-data.com Aug22076 G
CEO MONTHLY / ISSUE 10 2022 7 Mar22259 CEO of the Year, 2022 - Milan, Italy Mr Arthur Markaryan founded technological leader in R&D, DVB-TECH in 2019, steering it in Design and Manufacture of RF & Microwave Solid State Power Amplifier solutions ( Pulse & CW ) for Electronic Warfare (EW), RADAR, Satellite Communications(SATCOM) and Medical. We have recognised Mr Markaryan’s work and named him CEO of the Year, 2022 - Milan, Italy. Join us as we take a look at his extraordinary career and company. DVB-TECH is a turnkey solutions provider offering customers standard and custom design from device to sub-system level within its production facilities, producing rugged, power efficient, and cost-effective solutions using state-of-the-art latest technologies. Its team is made up of highly skilled RF/mechanical engineers who specialise in hardware/ software development. The company’s comprehensive portfolio of solutions is suited for the requirements of the world’s most critical industries. Froma variety of radar systems, electronic warfare (EW), and satellite communications, DVB-TECH offers industries the highest quality andmost costeffective solutions. Founder and CEO, Arthur Markaryan says, “Our Air and Liquid cooled Amplifiers incorporates the latest semiconductors and power combining technologies allowing us manufacture the highly effective and flexible COTS systemamplifiers in the world. Solutions range from tens of watts to hundreds of Kilowatts fromdevice to sub-system level covering frequency range fromHF to Ka Band” Arthur Markaryan is a businessman with over 16 years’ experience, who, through his career, has held various management positions at Unique Broadband Systems (UBS), as a head of the Defence & Space division, where he nurtured key relationships and engendered strategic partnerships that led to significant revenue growth. He holds a Bachelor of Science in Business Administration from Georgia National University SEU, with an emphasis on finance and communications. Earlier in 2010, Mr Markaryan, while showing constant strength as a best-in-class industry leader, was driving the pace of innovation by founding the company which was then operating under the name, Digital Video & Audio Broadcasting Technology. He engaged in design and manufacturing of VHF/UHF SSPA Systems and significantly restructured the company, with its profile changing and expanding, including the manufacturing and technology development assets, to create the company known today as DVB-TECH. Now, 80% of DVB-TECH’s customers are the largest defence contractors who have very niche needs. Arthur gives us an insight into what this involves: “We approach each project individually. We constantly invest to continue developing innovative products and systems to meet the ever-changing needs of customers. We understand quality standards of our customers and are committed to developing products and systems that meet and exceed these standards. “Our products reflect the needs of our customers and the sectors we operate within. We pride ourselves on our very high levels of professionalism, not only in our products and systems, but also in the people that we employ. Our support staff have many years of experience and knowledge.” Indeed, DVB-TECH is an ideal place to work for those who are looking to expand their wealth of knowledge and expertise. As a global industry leader, it offers a dynamic and diverse team environment. It values the unique skills and qualities that each employee brings, and it respects each employee as an integral member of its growing team. It is thanks to the efforts of the team that DVB-TECH was able to come out of the COVID-19 pandemic stronger than ever before – because this period had a significant impact on the technology sector, affecting raw materials supply, disrupting the electronics value chain, and causing inflationary risk on products. At the beginning of the pandemic, the team soldiered through very serious problems with suppliers of microelectronics; many projects were at risk and a lot of work had to be put in to adapt to the new reality with minimal damages. Additionally, the company is proud that to this day, none of its employees lost their jobs due to the pandemic – in fact, it has only continued to hire highly skilled professionals. Arthur comments, “After facing this challenge, I feel more confident in myself and my team and this experience undoubtedly positively affected my role.” Now, DVB-TECH is focused on the future, with plans for the next 12 months including building up its presence in the USA, with it having recently successfully registered its subsidiary company, DVB-TECH (USA). This will involve not only a sales and support team, but also the manufacturing of products and systems. Then, over the next three to five years, it will continue to work on inevitable growth and subsidiaries and turning ideas into solutions for its customers. Company: DVB-TECH Contact: DVB-TECH’sPressCenter Email: [email protected] Website: www.dvb-tech.com Aug 416
CEO MONTHLY / ISSUE 10 2022 8 Aug22664 Iatro, as an accredited primary care specialist, has become a well-known NHS digital supplier by way of its website design and health focused digital Covering GP website design, digital consultation, IT support, and clinical APIs, Iatro partners with primary care organisations in the UK in order to deliver exemplary digital health solutions. Empowering, supporting, and connecting people, this Leeds-based company prides itself on being an impeccable and compliant specialist when it comes to providing the NHS and healthcare professionals with the best in digital services and supplies. consultancy. Moreover, as a recognised DSP Toolkit business that is registered with the ICO, ISO27001 accredited, and GDPR compliant, this Digital Outcomes 6 provider has grown with a staunch belief that clients should never have to simply take its word for it when it comes to its own excellence. Nominally, its belief that the NHS ‘deserves better’ is what drives it to continually create, implement, and maintain the best digital services for healthcare providers, something that has become a truly invaluable boon to the industry over the tumult of Covid-19, with the people of the UK facing the largest health crisis since the NHS’s inception. Launched in 2019, the team behind Iatro have been working with the NHS to implement such impeccable digital solutions for over two decades collectively. Indeed, Iatro’s intrinsic passion was born from this existing drive to use digital betterment to better the lives of people all over the country, enabling the healthcare service that keeps them safe to have access to more efficient and effective backroom processes. Iatro’s launch was spurred on by a want to work closer with GPs for the founders. Since then, it has been making a real difference to the NHS in the micro and macro scale both; this change has been seen in the way certain processes and procedures are thought of within the organisation, and in how patients can interact with the NHS in order to receive treatment. A trusted partner for GP practices, primary care networks, and federations, its awardwinning GP website design and hosting service – going by the name Practice365 – ensures a more user intuitive and streamlined experience for all, supporting more than 15 million patients a month whilst OneContact aids workflow and digital demand. Going forward, it promises that such services will only be growing and improving from here, and is excited to see how it can shape the future of the NHS as the UK emerges into the prevailing new epoch. Company: Iatro Contact: Thomas Porteus Website: iatropartners.co.uk CEO of the Year, 2022 - Leeds, the United Kingdom
CEO MONTHLY / ISSUE 10 2022 9 Making It Easier To Be Green Food waste is one of the major challenges faced by many businesses, and finding ways of processing that waste in an environmentally friendly way is often difficult. The team behind Green Eco Technologies, under the stalwart leadership of RickWoods, have gone a long way to providing much-needed solutions. Recognised in CEO Monthly as CEO of the Year, 2022 - Melbourne, Australia, we caught up with Rick to uncover more of the secrets of his success. The need to make a dent in our combined carbon footprint has been the driving force behind many industries over the last few years. Often, however, these companies have not been able to achieve the results they’ve wanted without increase costs or changing back of house processes considerably. That’s where Green Eco Technologies comes in, offering patented technology for the onsite processing of food waste. The team’s services have been invaluable to businesses in the hospitality, medical, education, and shopping centre sectors, reducing a customer’s carbon footprint by up to 84%, and their food waste disposal costs by up to 30%. No two businesses are the same, so the team take the time to really understand the various processes involved and where food waste comes from. The solutions offered comes in two parts, firstly focusing on how to reduce food waste generally, then on how to save money dealing with what is left. At the heart of this innovative business is Rick Woods, an Engineer by profession who has a background in big firms such as Shell Oil, Amcor and Energy Australia. Acting as CEO of Green Eco Technologies has allowed him to stretch his abilities in new areas. “Over the years I have been privileged to have worked for a variety of leaders,” he tells us. “While all have had different levels of alignment with my own moral compass, I have learnt a lot from all of them. The most important thing I have learnt is that people respond to balanced feedback. Congratulate their successes, but don’t avoid discussing the failings either.” This focus on how to lead has been a major part of Rick’s success. He had made a point of empowering all of his employees to thrive. “For me personally, I have always got most reward from building teams into high performers,” he says. “As the most senior leader in the business, one does not need to have all the answers,” he explains. “By seeking out and listening to staff at all levels, the business grows faster and is more able to respond quickly to the many headwinds and the opportunities businesses face today.” This focus on the team was key to surviving the COVID-19 pandemic. “The strong pipeline of customers that we had seeking our services dried up over night as they were, rightly, focused on staying alive themselves,” Rick tells us. “The challenge was not to panic, but to take a deep breath and deal with what was in front of us.” The situation did unfortunately lead to some staff layoffs, but Green Eco Technologies weathered the storm and is now a stronger business as a result. “We have a broader customer base, a more refined technology and an even hungrier workforce,” Rick says with a grin. Looking ahead, the future seems bright for the Green Eco Technologies team. “We are introducing new models of the WasteMaster to satisfy varying sized businesses with different applications,” Rick explains, “and we are expanding globally into markets that are focused on greenhouse gas and cost reductions. We are also working with research organisations to develop higher order applications for the WasteMaster residue which will make an even larger environmental contribution in the future.” As the green revolution continues apace, the need for new technologies has become clear. Finding these new technologies will not just depend on the skills of innovators in the industry, but on the teams who bring those innovations to life. The success of Rick Woods is not just in his engineering prowess, but in the passion he inspires in all of his team members. We cannot wait to see what he does next! Company: Green Eco Technologies Name: Rick Woods Email: [email protected] Web: greenecotec.com.au Aug22240
CEO MONTHLY / ISSUE 10 2022 10 The Magnificent Software Transforming Machine Management Since its founding, MachineMax has been leading the way for its industry, defining a new era of heavy equipment management. Such innovations stem from the company’s CEO, Shweta Saxena, who CEO Monthly is proud to name CEO of the Year, 2022 - England, the United Kingdom. Join us as we learn more about MachineMax and its trailblazing CEO. nnovation and MachineMax go hand in hand – they are, in essence, synonymous. The award-winning company is best known for its premium equipment management platform and universal telematics sensors for offhighway fleets that work with customers to measure key metrics. Designed to help clients become more efficient and productive, MachineMax’s solutions are revolutionary, helping professionals steer away from tracking equipment utilisation manually and introducing them to the digital sphere. The product of a collaboration between Shell and BCG Digital Ventures, MachineMax was developed to revolutionise the heavy equipment industry, and in turn, it is supported by a team of engineers, scientists, designers, and industry professionals. Four years later and Shell has become the sole owner of MachineMax, with the latter company benefiting from Shell’s newly formed Sectors & Decarbonisation business, which is comprised of expert sectoral teams who offer MachineMax as an effective solution for mining, construction, manufacturing, and agriculture customers. As such, it is clear that the MachineMax approach has been designed with the client in mind. In terms of technology, MachineMax is leading the way for its industry, transforming data from any source into a single platform view, providing customers with fast access to the right data for in the moment and strategic decisions. MachineMax offers third party integration, battery powered sensors, machine cloud-based algorithms, artificial intelligence, AEMP APIs, and multiple applications, the latter meaning that the intuitive platform is connected to other ConTech specialists who cover maintenance, rental management, safety data and opportunities to include contextual data such as weather and bespoke mapping. Consequently, the MachineMax platform boasts tangible results, such as a 40% productivity improvement and approximately $15 thousand in savings per machine per year. Behind these innovations is the company’s CEO, Shweta Saxena. Prior to working in product development, Shweta worked in sales, undertaking projects for the computer technology leaders, Dell. It was here that her product development journey began, as her boss – who saw something in her that she couldn’t see in herself – pushed her to fill the vacancy. In her leadership roles, Shweta endeavours to continue this train of thought, introducing ingenuity and creativity into Aug22203 I otherwise highly academic roles. This, therefore, provides MachineMax with an edge over its competitors as it provides a fresh take on a stagnated industry. Blending mathematics, product development, and entrepreneurialism together, Shweta delved into the MachineMax project, initially taking on the role of co-founder and CPO. After four years in this role, Shweta evolved into the CEO position, which served as a rather natural development. Bringing 18 years of digital innovation experience and a degree in Mathematics to the position, it is clear that Shweta was more than prepared for the enormous undertaking, with her previous projects involving the launch of startups and products for established brands, including Lego, Dell International, and BCG-DV. Her past experience has helped to dictate and form MachineMax’s fundamental values, which are primarily focused on providing the best possible products and services to clients. In fact, one of its core values states that the company is ‘customer Designed to help clients become more efficient and productive, MachineMax’s solutions are revolutionary, helping professionals steer away from tracking equipment utilisation manually and introducing them to the digital sphere. “ “
CEO MONTHLY / ISSUE 10 2022 11 obsessed,’ noting that it strives to earn its customers trust through being dependable and reliable. As such, the company hires and develops the best possible candidates, encouraging them to learn and grow, thereby creating a culture for a high performing team. In addition, to further provide a better service, MachineMax focuses on outcomes – not input or output. The company strives to understand the root cause and it always makes data driven decisions. Furthermore, sustainability has been a priority for the business from the moment of its genesis. MachineMax takes pride in its ability to aid clients along their green journeys, highlighting multiple case studies via its website. Most recently, MachineMax played an integral role infrastructure specialist J. Murphy & Sons Ltd’s (Murphy) digital transformation journey, which aims to slash carbon emissions by 50% over the next five years. MachineMax’s contributions to this project have so far helped Murphy to reduce emissions by 10% along HS2 Euston. This is perhaps why MachineMax has reached such high levels of prestige in such a short time. The company has been the recipient of numerous awards and recognition, including being accepted into the third cohort of HS2’s Innovation Accelerator. In 2019 alone, MachineMax was recognised on at least nine occasions, being awarded the Smart Use of Machinery Award at NCE Techfest 2019, Top Pick for Mobility & Transportation at TechCrunch 2019, and was named in Contech’s Top 50 list for Most Promising Startups. Adding CEO of the Year, 2022 – England to its collection truly highlights the company’s success, and of course, the importance of having a devoted and professional CEO. Both Shweta and MachineMax are destined for even greater success going forward, with the next few years including multiple exciting projects and growth on an international scale for the business. Contact: Shweta Saxena Company: MachineMax Web: https://machinemax.com
‘Entrepreneurial spirit and a creative mind’ earns prestigious Supply Chain Award for Sparck’s Jo Bradley
CEO MONTHLY / ISSUE 10 2022 13 Aug22203 Jo Bradley, Sparck Technologies’ UK business development manager, has been selected as an award recipient of Supply & Demand Chain Executive’s prestigious 2022 Women in Supply Chain Awards. The Women in Supply Chain Awards honour female supply chain leaders and executives whose accomplishments, mentorship and examples set a foundation for women in all levels of a company’s supply chain network. This year over 280 submissions were received. Jo has been a high profile evangelist for the advancement of eco-friendly packaging in the ecommerce sector for the past six years. Her work, raising industry awareness as to the wasteful practice of using oversized boxes for ecommerce deliveries, has helped establish automated rightsized packaging as an accepted and transformative technology for the industry. Sparck Technologies’ Richard Nijboer, director of sales & services said: “This award is fitting recognition of Jo’s determination to change the way that ecommerce supply chains approach packaging. Jo believes that she can make a difference, by encouraging the industry to do the right thing for the planet and for the sound business principles of capacity, performance and cost. She passionately believes that right-sized packaging is the sustainable way forward for the ecommerce sector. Richard Nijboer added: “Her determination to deliver change is just one of Jo’s many fine qualities. She has an entrepreneurial spirit and a creative mind that thinks both ‘inside and outside’ the box. Everyone at Sparck is delighted that Jo has received this prestigious award.” With the capability to tailor-make up to 1,100 packages per hour, for multiple or single item orders, Sparck Technologies’ CVP Everest and CVP Impack packaging systems effortlessly create, fill, fold and label each parcel in one seamless process – reducing package volumes by up to 50%, cutting cardboard usage by 30% and eliminating the need for void fill. Through her efforts, Jo has achieved considerable success positioning the machines at some of the UK’s largest retailers – including ASDA, The White Company, Boots and Frasers. Commenting on the Award, Jo Bradley said: “Receiving a Women in Supply Chain Award has been both a wonderful surprise and a great honour. In many ways this Award is industry recognition of the important roll eco-friendly packaging plays in the supply chain – saving materials, transit space and energy.” Sparck Technologies’ Richard Nijboer, director of sales & services said: “This award is fitting recognition of Jo’s determination to change the way that ecommerce supply chains approach packaging. Jo believes that she can make a difference, by encouraging the industry to do the right thing for the planet and for the sound business principles of capacity, performance and cost. She passionately believes that rightsized packaging is the sustainable way forward for the ecommerce sector. “ “
CEO MONTHLY / ISSUE 10 2022 14 Gender Pay Gap Reporting: What Do Businesses Need To Know? The Government’s latest pay gap report has revealed that in 2021, women earned 90p for every £1 earned by a man1. Reports in 2022 found that in industries including finance and construction the median gap has widened, with women earning 88p and 76p respectively compared to male counterparts2. ore recent estimates suggest women earn on average 16% less than their male counterparts globally3, although this percentage is far greater in many sectors. Following these reports, there is increasing pressure for employers not just to report the numbers but instead understand the reason for the gap, the importance of reporting and be transparent about how they intend to tackle this. Paul Kelly, head of Employment law at Blacks Solicitors shares his advice on what businesses need to know about the gender pay gap. What is the gender pay gap? The gender pay gap is the difference between average male and female pay within individual organisations and across the UK as a whole. This is normally expressed as a percentage. The Gender Pay Gap reporting rules were introduced by the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017, and from 6 April 2017, companies with 250 or more employees have been legally required to display the gaps in earnings between men and women in a bid to reduce the 17.9% average difference that existed. The only organisations that are exempt from publishing this data are organisations with 249 employees or less. To calculate its gender pay gap, companies must work out the difference between the average pay of all male employees and the average pay of all female employees, and then divide that number by the average pay of all male employees. This information must be based on payroll data from a sector specific ‘snapshot date’ each year. The importanceof genderpaygapreporting Transparency from businesses is vital to achieve gender equality within the workplace. Businesses should aim for equal pay, equal treatment, equal access and equal representation. Research shows that businesses that actively support gender equality have more inclusive teams that make better decisions up to 87% of the time4. In May 2019, 47 companies were ‘named and shamed’ by the Equality and Human Rights Commission (EHC)5 for failing to submit their gender pay reports within the deadline. It is now a legal requirement for all affected employers to report and publish their gender pay gap information with a narrative on their website as well as submit it to the Government. Failing to do this within one year of the snapshot date is unlawful. What do businesses and employers need to declare? Businesses initially need to identify if they are required to report and which employees they must include, alongside their reporting deadline and understand how to provide supporting narrative. Finally, employers must gather gender pay gap data and submit their gender pay gap calculations within one calendar year of their snapshot date. Snapshot dates will vary depending on the sector and business structure and it is the responsibility of the employer to identify this date. In the case of private and voluntary employers, the snapshot date is 5 April. Employers must declare the difference between the mean hourly rate of pay for ‘full pay’ male and for ‘full pay’ female employees. This must exclude any employees who had reduced pay due to, for example, maternity leave or sickness leave during the pay period in which the business’ snapshot date falls. The difference between the female andmale full pay median during the pay period and the difference between the median bonus paid tomale and female employees during the 12 month period prior to the snapshot date falls must be reported. Businesses must also declare the proportion of male and female employees who were paid bonuses during this 12 month period. This is calculated on the basis that, for example, if of the ten females employed two receive bonuses, the proportion will be 20%. As well as simply reporting on their gender pay gap, employers are encouraged to use this process to put in place an action plan to not only reduce pay disparity between men and women, but to improve the recruitment, retention and progression of women in the workplace. For more information, please visit: www.lawblacks.com/personal/ employment-law/ Aug22076 M
CEO MONTHLY / ISSUE 10 2022 15 Winners’ Listings Amir Reske Caesarstone UK CEO of the Year, 2022 - London, the United Kingdom David M. Krakoff Momentum Textiles & Wallcovering CEO of the Year, 2022 - California David Krakoff has had a successful career as a CEO and senior executive with several world class, global companies. He is a specialist in creating highperformance teams. David has led organizations to strong growth in sales and profits, often at industry-leading levels. He has a strong background in startups, turnarounds, and M&A. He is a multilingual, multicultural executive and has worked in most of the world’s major and emerging markets. Daniel Rufenacht bluesign technologies ag CEO of the Year, 2022 - St. Gallen, Switzerland Brian Piehl Classerium CEO of the Year, 2022 - Odense, Denmark Gino Sciretta BranditScan CEO of the Year, 2022 - Candiac, Canada Gautam Krishnan Nyx Wolves CEO of the Year, 2022 - Chennai, India Arjun Mendhi MOLTEN CEO of the Year, 2022 - Massachusetts, the USA Rachel Carrell Koru Kids CEO of the Year, 2022 - the United Kingdom Glynis Franzman Accountagility CEO of the Year, 2022 - London, United Kingdom Kristian Sällström Tablebed CEO of the Year, 2022 - Finland
CEO MONTHLY / ISSUE 10 2022 16 Abraham Lieberman Clicks Talent CEO of the Year, 2022 - California, the USA Juliet Correnti Radeus Labs, Inc. CEO of the Year, 2022 - California, the USA Raymond Saleeby Executive Business Brokers CEO of the Year, 2022 - New Jersey Raymond Saleeby served as the CEO of four firms. He also served as a Board Member and CEO Coach. He provided professional business advisory and consulting services to C-suite executives and Boards at over 250 companies world-wide. He was an equity owner and CEO of Remco Maintenance in New York City during its most successful time. He is an Engineer with an MBA in Finance and lectured at the NY Practicing Law Institute on “The Art of Closing the Deal”. Tel: 973 524 0390 | Email: [email protected] David March Exergy Energy LLC CEO of the Year, 2022 - Virginia, the USA Vitalii Romanchenko Elai.io CEO of the Year, 2022 - Delaware, the USA Lia Li Zero Point Motion CEO of the Year, 2022 - Bristol, the United Kingdom Tracy Depaolis Novata Solutions CEO of the Year, 2022 - Perth, Australia Villa Segfy CEO of the Year, 2022 - Curitiba, Brazil Simon Phillips Cato CEO of the Year, 2022 - London, the United Kingdom Jonathan Harms Globeducate CEO of the Year, 2022 - Ontario, Canada Winners’ Listings
CEO MONTHLY / ISSUE 10 2022 17 Subscribe to CEO MONTHLY Subscribe here www.ceo-review.com/subscribe
RkJQdWJsaXNoZXIy MTQxNTg3MQ==