{"id":5312,"date":"2025-11-19T10:24:34","date_gmt":"2025-11-19T10:24:34","guid":{"rendered":"https:\/\/newtonimpact.com\/?post_type=content_library&p=5312"},"modified":"2025-11-19T10:24:38","modified_gmt":"2025-11-19T10:24:38","slug":"continuing-key-conversations-from-the-lead-network-conference-2025","status":"publish","type":"content_library","link":"https:\/\/newtonimpact.com\/en-us\/content-library\/blog\/continuing-key-conversations-from-the-lead-network-conference-2025\/","title":{"rendered":"Continuing key conversations from the LEAD Network Conference 2025"},"content":{"rendered":"\n
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Continuing key conversations from the LEAD Network Conference 2025 <\/h1>\n <\/hgroup>\n <\/div>\n
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Newton x LEAD<\/h2>\n <\/hgroup>\n \n
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Most buying decisions are made by women, yet only a third of European consumer leaders are female. It\u2019s vital to address the disconnect between decision-making and consumers \u2013 one of many reasons we\u2019re members of the LEAD Network. This non-profit, volunteer-led organisation is committed to attracting, retaining and advancing women in the consumer goods and retail sector in Europe.<\/span><\/p>\n

LEAD Newton Conference 2025<\/b><\/span><\/p>\n

Each year, the influential LEAD Network Conference inspires important conversations about how the industry can create a sustainable, equitable and thriving future. From how to take data-driven decisions to fuel diversity, to using AI to improve inclusion and innovation, to creating campaigns to drive change internally and internationally \u2013 this year\u2019s conference balanced short-term action with long-term vision. <\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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“I came away with optimism, energy and a feeling that this is a movement really making a difference.”<\/p>\n \n Wil Schoenmakers, Global Head of Retail and Consumer Goods <\/span>\n Newton <\/cite>\n <\/blockquote>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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What comes next?<\/h2>\n <\/hgroup>\n \n
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To continue to move the dial, conversations need to continue beyond the conference and outside an audience of engaged leaders. So, we\u2019ve grouped our team\u2019s field notes into this document to capture some of the ideas we think are worth sharing to inspire ideas and for further exploration. <\/span><\/p>\n

Part 1. <\/b>Data reiterating the case for diversity and inclusion<\/strong><\/span><\/p>\n

Part 2. <\/b>A story of reinvention: From blonde to belonging\u00a0<\/strong><\/span><\/p>\n

Part 3. <\/b>4 takeaways on building a more equitable future<\/strong><\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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Part 1<\/h1>\n

The case for diversity and inclusion<\/p>\n <\/hgroup>\n <\/div>\n

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87% better decisions are made when teams are diverse \u2013 research shows that bringing together people with different backgrounds, decision quality skyrockets<\/p>\n <\/div>\n

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56% performance increase in teams that foster a strong sense of belonging<\/p>\n <\/div>\n

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39% companies with diverse executive teams are more likely to financially outperform their peers<\/p>\n <\/div>\n

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\u20ac1.2T could be added to the EU\u2019s GDP by 2050 through improved gender equality<\/p>\n <\/div>\n

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75% reduction in absenteeism in teams that foster a strong sense of belonging<\/p>\n <\/div>\n

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5.4x higher retention rates in diverse and inclusive workplaces<\/p>\n <\/div>\n

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20% more innovation in teams that are diverse and accepting<\/p>\n <\/div>\n

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-20% decline in individual performance resulting from a single instance of micro-exclusion on a team<\/p>\n <\/div>\n

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90% GenZ job seekers who refuse to apply at companies that deprioritise diversity and wellbeing<\/p>\n <\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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Part 2 <\/h1>\n

A story of reinvention: From blonde to belonging<\/p>\n <\/hgroup>\n <\/div>\n

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One story stood out for us at LEAD \u2013 the story of Birra Peroni successfully driving greater inclusiveness and diversity within its Italian in just five years.\u00a0<\/span><\/strong><\/p>\n

In the 70s and 80s, the beer brand\u2019s advertising famously featured the Birra Blonde \u2013 an iconic image of a beautiful woman holding a beer bottle. It was decided it was time to actively move away from that tradition and reinvent the brand for modern consume<\/span><\/p>\n

To achieve this shift, Peroni\u2019s leaders looked inside. This was not an aesthetic change but a whole and genuine new direction to create a space where everyone can shine as their true selves.<\/span><\/p>\n

Their first stop: review the data to enable bold action to be taken to address any issues. It showed:<\/p>\n

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  • Only 34% of their leaders were women<\/span><\/li>\n
  • 0% of men at Birra Peroni took part in paternity leave<\/span><\/li>\n<\/ul>\n

    So, to create a more gender inclusive culture, the team created:<\/p>\n

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    • An Employee Resource Group (ERG) dedicated to women’s empowerment within the company.<\/li>\n
    • BEpowER, an active internal community of women that is part of the DE&I Committee and runs i<\/li>\n
    • A STEM training programme which has reached over 200 women.<\/li>\n<\/ul>\n

       <\/p>\n

      The BeHer Campaign, a bold, above-the-line, multi-channel initiative extended Peroni\u2019s commitment to gender equity. It sees images of the Birra Blonde being ripped up and replaced by footballers, business women and female chefs.<\/span><\/p>\n

      Five years later, not only have sales continued to rise but, demonstrating increased gender equality throughout the organisation, there has been\u2026<\/p>\n

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      • A 15.5% increase in female leadership<\/span><\/strong><\/li>\n
      • 81% of fathers now take paternity leave<\/span><\/strong><\/li>\n<\/ul>\n

        Thank you to Arianna Schiavoni, DE&I Talent Development Senior Manager and Viviana Manera, Marketing Director from Birra Peroni, for your advice and insights and showing that culture can not only change, but fast.<\/p>\n

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        Part 3 <\/h1>\n

        4 takeaways on building an equitable future<\/p>\n <\/hgroup>\n <\/div>\n

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        Culture is the bridge between strategy and real-world execution. But, of course, culture doesn\u2019t evolve at the same speed as a leader\u2019s new direction.\u00a0<\/span><\/p>\n

        So, how can organisations avoid action paralysis when the technological, economic, and political situations are going to continue to turn on their heads overnight?<\/span><\/p>\n <\/div>\n\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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        Takeaway 1: Strategy can only be delivered when leaders shape culture with courage <\/h2>\n <\/hgroup>\n \n
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        Trust + Psychological Safety = Collective Courage<\/strong><\/span><\/p>\n

        With several interlinked traits, leaders can accelerate the required cultural change and set up the environment for successful delivery. These are:<\/p>\n

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        • Being courageous but vulnerable \u2013 reaching for excellence, not perfection<\/li>\n
        • Building psychological safety by trusting people to innovate and supporting them to make mistakes.<\/li>\n<\/ul>\n

          Strategy sets the direction but it\u2019s then a constant practice of showing up every day to create the cultural conditions employees need to forge ahead, feel safe to speak up and take action. If we view mistakes as a step towards innovation and celebrate bravery, people feel supported and go further to grasp opportunities and collectively thrive. 70% of variability in employee engagement scores is driven by line managers<\/span>, so asking, \u2018How do I make this possible for you?\u2019 can be game changing.<\/span><\/p>\n

          The mattering cycle creates momentum (or stasis) <\/b>\u00a0<\/span><\/span><\/p>\n

          People disengage when treated like cogs in a machine, and performance falters. But if people feel like they matter \u2013 like they are needed \u2013 they are more willing to push forward, and they are more likely to show their colleagues that they too matter.\u00a0<\/span><\/p>\n

          When employees know they are <\/span>supported<\/span> and <\/span>matter<\/span>, they become emotionally invested. They stop asking, \u2018Why do I have to do this?\u2019 and start responding, \u2018How can I make my best contribution?\u2019 And that\u2019s when the wheels start to turn.<\/span><\/p>\n

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          • Culture shapes us.<\/li>\n
          • We shape culture.<\/li>\n
          • Lean in and others lean in for you.<\/li>\n<\/ul>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n
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            “Excellence takes courage; the future isn\u2019t what it used to be \u2013 it is now uncertain, unpredictable and ambiguous.”<\/p>\n \n Paolo Grue, President and CEO <\/span>\n Procter & Gamble Italia <\/cite>\n <\/blockquote>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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            Takeaway 2: AI could be the lever we need to increase inclusion and innovation<\/h2>\n <\/hgroup>\n \n
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            Diverse teams:<\/p>\n

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            • Make 87% better decisions<\/li>\n
            • Produce better data and products<\/li>\n
            • Outperform peers by 25%<\/li>\n<\/ul>\n

              Their inclusive practices and diverse teams drive innovation, people\u2019s differences leading to unexpected sparks, ideas and consequences in conversation. Our differences are our strengths, energising those around us and creating better outcomes for consumers.<\/span><\/p>\n

              But we\u2019re nowhere near on an equal footing: 13x more patents are registered by men than women, and that is unlikely to change: <\/strong><\/span><\/p>\n

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              • Only 26% of AI roles globally are held by women<\/li>\n
              • Just 18% of C-suite leaders are women<\/li>\n
              • Less than 2% of global VC funding goes to women, Black and LGBTQ+ founders<\/li>\n<\/ul>\n

                Part of the answer lies in addressing these three issues \u2013 closing the digital skills gap, improving allyship and mentorship to increase female leadership, and ensuring funding for diverse founders. <\/span><\/p>\n

                But is there also an opportunity for AI for DEI to lead to a cultural revolution \u2013 not just a technical shift?\u00a0<\/b><\/p>\n

                AI is already being used to shape policy to drive equitable outcomes, increase access to financial services, ensure a fair share of voice for women in the media, remove bias from job descriptions and improve healthcare recommendations.\u00a0<\/span><\/p>\n

                What are the other DEI opportunities in each organisation?<\/b><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                “Responsibility must be shared \u2013 everyone should understand their role in inclusive AI.”<\/p>\n \n Sasha Rubel, Head of Public Policy for Generative AI <\/span>\n Amazon Web Services (AWS) for Europe <\/cite>\n <\/blockquote>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                Takeaway 3: The key leadership behaviours have changed<\/h2>\n <\/hgroup>\n \n
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                Begona Jimenez Real, Global Corporate Vice President Laundry & Home Care at Henkel, outlined a powerful idea of the future leader.\u00a0<\/span><\/p>\n

                Bold: <\/b><\/span>They leap into the unknown and chase growth<\/span><\/p>\n

                Real:<\/b><\/span> They see vulnerability as strength<\/span><\/p>\n

                Aware:<\/b><\/span> They are curious in action<\/span><\/p>\n

                Voice:<\/b><\/span> They create psychological safety<\/span><\/p>\n

                Empowering:<\/b><\/span> They lift others as they rise<\/span><\/p>\n

                Together, fittingly, the first letter of each spells BRAVE. <\/strong><\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                “My son at school described me as confident, decisive and independent. I wish all mum’s were described as that.”<\/p>\n \n Anuradha Razdan, CHRO, Global Equality, Diversity and Inclusion officer <\/span>\n Unilever <\/cite>\n <\/blockquote>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                Takeaway 4: A NextGen talent exodus is inevitable without action <\/h2>\n <\/hgroup>\n \n
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                New research from LEAD offers a stark warning about the future of the industry, showing that the next generation of leaders is poised to leave:<\/p>\n

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                • Less than half of 25-35 -year-olds think the industry is fit for their needs<\/li>\n
                • Only 28% think they will stay within consumer goods and retail for their career<\/li>\n
                • This will lead to $8.5tr in lost revenue<\/li>\n<\/ul>\n

                  The research shows that organisations looking to counter this threat can: prioritise purpose, be flexible about flexibility, diminish hierarchical structures, encourage greater career exploration and accelerate career advancement. <\/span><\/p>\n

                  But this is a systemic issue requiring the collective attention of the end-to-end industry, and we\u2019re intent on being central to facilitating those conversations.\u00a0<\/span><\/p>\n

                  For more food for thought, read our article featuring Allyson Zimmerman, from the LEAD Network, on what the next generation of talent needs to choose \u2013 and stay \u2013 in a career in food and drink<\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                  “We need to show what\u2019s possible for each person. This generation may not wait if they can\u2019t see what they want for their future in today\u2019s leadership and opportunities.”<\/p>\n \n Allyson Zimmerman, CEO <\/span>\n LEAD Network <\/cite>\n <\/blockquote>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                  Connect<\/h2>\n <\/hgroup>\n\n
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                  This is a topic we are dedicated to as an organisation. We welcome the opportunity to discuss our LEAD Conference 2025 takeaways and how we\u2019re working with the network to keep pushing ourselves and the industry forward.<\/span><\/p>\n <\/div>\n\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                  “With a current workforce made up four different generations, all with different life priorities and expectations of what work means to them, it has never been more critical for organisations to understand the issues affecting the next generation if they hope to retain top talent.”<\/p>\n \n Jazz Swift, Director <\/span>\n Newton <\/cite>\n <\/blockquote>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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                  Get in touch! <\/h2>\n <\/hgroup>\n
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