aon hewitt tcfl eu highlights

7/27/2019 Aon Hewitt TCFL EU Highlights

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Top Companies for Leaders

The Top Companies are attracting, developing and

engaging great leaders. Are you?

European Research Highlights 2011


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Contents

Introduction 3

OverviewoftheTopCompaniesforLeadersStudy 4

2011TopCompaniesforLeadersEuropeTop7 5

WhatDierentiatesTopCompaniesforLeadersinEurope 6

nCommitted to building leaders throughout their organisation 6

nComprehensive in their practices and execution 9

nConnected to talent and culture 12

nCulturally agile and engaged in diversity 15

nDisciplined about measuring 15

Conclusion 16AonHewittLeadership Solutions 17

AonHewittResearchPartners 18

AonHewittContacts 19


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3TCFL 2011 - European Research Highlights

Introduction

Dicult times call for bold leadership. As companies and economies everywhere struggle in the midst of theglobal economic crisis, leadership continues to emerge as a key dierentiator.

Only those companies with the strongest leadership practices will weather the storm. In fact, most organisationsstill cant nd or develop leaders fast enough to address the multitude of challenges facing their companies andtheir people.

The global crisis of condence in leadership is growing in parallel with the economic downturn. Condence inthose at the top of our institutions has never been lower.

Yet organisations with strong, credible leadership that implement an eective strategy for developing futureleaders are still succeeding, even growing.

Actual tactics are as diverse and varied as the workforces the top leaders are inspiring, but certain fundamentalobservations hold true across the board.

TopCompanies...

BUILD leadersthis is core to their business strategy

OUTPERFORM their industry peers in both growth and return measures

Are TRANSPARENT in their leadership practices

Execute the FUNDAMENTALS very wellthis is the critical

dierentiator at Top Companies

Believe that the HOW matters more than the WHAT


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4 TCFL 2011 - European Research Highlights

OverviewofTheTopCompaniesforLeadersStudy

Study Methodology

Study Methodology

The study has been conducted in 2001, 2003, 2005, 2007, and 2009, and the research has provided thefoundation for our more comprehensive 2011 global study. In 2011, over 450 companies participated inNorth America, Europe, Asia-Pacic, and Latin America, each completing a detailed questionnaire. From thosesubmissions, nalists were identied and hundreds of interviews were conducted with senior executives using aconsistent methodology and global rollup.

The research enables the comparison of talent management practices of the best companies around the globeon literally thousands of data points. It provides valuable intelligence for all organisations seeking to improveleadership capabilities regardless of sophistication or size. Past participants have said that simply completing thequestionnaire was thought provoking and resulted in new ideas and insights. In our analysis, we have found that

dierences between the Top Companies and the rest can be quite dramatic.

The Top Companies for Leaders study is conducted by Aon Hewitt, the global leader in HR consulting andoutsourcing solutions, in partnership with The RBL Group, a strategic HR and leadership systems advisoryrm, and FORTUNE.

Eligibility for Regional and Global Top Companies Lists

All organisations were eligible to participate in the survey process. However, global organisations were eligiblefor the list only in the region in which theyre headquartered. Subsidiaries of publicly traded companies wereeligible for the list if they were publicly traded, separate from their parent company. Subsidiaries of non-publiclytraded parent companies were eligible only if they had a separate board of directors.

How the Top Companies Were Selected

Aon Hewitt and our research partners, FORTUNE and The RBL Group, invited HR executives from around theworld to participate in the Top Companies for Leaders Study in early 2011. Study participation was open toorganisations of any type (e.g., public, private, non-prot), size (employees and revenue), and location.

From those invitations, 478 companies from around the globe took part in the study. Participating companiescompleted a detailed 72-item questionnaire examining the factors inuencing both the depth and qualityof leadership. Aon Hewitt analysed all entries for responses consistent with strong leadership practices andidentied 182 global nalists. Each nalist company completed in depth interviews to provide greater clarity and

precision around their specic leadership practices. In addition to the HR and senior executive interviews, we

n478 companies around the world participated

nDetailed 72-item questionnaire

n900 CEO, HR and senior executives interviewed

n Independent esteemed judges panel

nFinancial analysis

nReputation analysis

Top Companies for Leaders

The most comprehensive longitudinal study on leadership practices


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interviewed CEOs in a majority of the nalist companies. Aon Hewitt scored company survey data by assigningpoints to questions and responses, yielding both category-specic and overall scores. In addition, Aon Hewittscreened all nalist companies for nancial performance relative to their industry.

An esteemed panel of judgescomposed of authors, academics, and journalistsconvened in each region toselect and rank a 2011 Top Companies for Leaders list in Asia-Pacic, Europe, Latin America, and North America.

The judges considered many variables in selecting and ranking the lists, including survey and interview data,leadership programmes and practices, culture and values, company reputation, and business performance overa three year period. Finally, a separate judges panel, composed of one representative from each regional panel,considered all regional Top Companies to select and rank the Global Top Companies for Leaders list.

In Europe, 7 organisations have been recognised as Top Companies for Leaders.

2011TopCompaniesforLeadersEuropeTop7

Europe Judges Panel

Herminia Ibarra is the Cora Chaired Professor of Leadership and Learning, Professor of Organisational Behaviour,and Area Chair for the Organisational Behaviour Department at INSEAD. She received her M.A. and PhD fromYale University, where she was a National Science Fellow. Prior to joining INSEAD she served on the HarvardBusiness School faculty for thirteen years. She is a member of the World Economic Forum Global AgendaCouncils and the Visiting Committee of the Harvard Business School.

Stefan Zagelmeyeris Professor of Economics and Human Resource Management at the International Universityof Applied Sciences at Bad Honnef-Bonn in Germany and Assistant Professor of Human Resource Managementat the School of Management and Governance of the University of Twente, the Netherlands. As an activemember of several working groups of the Deutsche Gesellschaft fr Personalfuehrung (the German branchof the European Association for People Management) and co-coordinator of the HRM Study Group of theInternational Employment and Industrial Relations Association, he works on topics related to innovation,employee participation, international human resource management and leadership. Stefan has publishedrefereed articles in the International Journal of Human Resource Management, the Journal of Industrial Relationsand the International Business Review.

1.BBVA

2.LOral

3.Unilever

4.ArcelorMittal

5.SiemensAG

6.RaifeisenBankInternationalAG

7.Novartis


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WhatdierentiatesTopCompaniesforLeadersinEurope

Top Companies understand and execute the fundamentals of good leadership very well. Placing a high priority

on these initiatives, implementing them diligently and being persistent regarding them is what truly dierentiatesTop Companies from other organisations.

They are:

n Committed to building leaders throughout the organisation- Leadership as a strategic imperative- Thinking long-term

n Comprehensive in their practices and execution- Building a talent factory- Individual and personal development circle: Listening, Learning and Leading

n Connected to talent and culture- The connection factor- Communication extends Top Companies lead in leadership- Fundamental leadership competencies

n Culturally agile and engaged in diversity- Building leaders who act locally but think globally- Engaged in diversity

n Disciplined about measuring

Each of these strategies is examined in more detail below. Data from the 2011 Top Companies for Leaders studyis provided, where applicable. The gures in parentheses indicate the percentage of European Top Companies

that provided a certain response versus the percentage of other European participants in the study that did notachieve Top Company status.

Committed to building leaders throughout their organisation

Leadershipasastrategicimperative

Top Companies for Leaders perceive the critical importance of leadership. With no exception, they havearticulated a clear business case for investing in leadership as a strategic imperative (100% of Top Companiesvs. 74% of other participants). Their CEOs declare leadership strategy as an undisputed #1 leadership activity(71% vs. 46%).

Drilling down further, to a very high extent, Top Companies have specic strategies for leadership practices inplace (Graph 1).


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Graph 1: Specic strategies for leadership practices

Moreover, Top Companies link these leadership strategies to the overall business strategy. (Graph. 2)

Graph 2: Practices linked to business strategy

Top Companies state that their CEO (57% vs. 17%) and Board of Directors (29% vs. 2%) spend a highpercentage their time and eort directly on leadership activities like succession planning, coaching and talentreviews. This high involvement has a signicant impact, particularly in terms of leadership development. Whilst38% of other organisations struggle with a lack of accountability for developing leaders, only a small percentage(14%) of Top Companies are facing this issue.

Top Companies are clearly committed to leadership. In fact, 86% of Top Companies hold leaders accountable,through their compensation, for developing their direct reports (vs. 33% at other participating organisations).

100%

86%

100% 100% 100%

86%

100% 100%

85%

63%

74%

85%91%

65%

89%

65%

Selecting

leaders from

within your

organisation

Selecting

leaders from

outside your

organisation

Assess ing

leaders

Developing

leaders

Rewarding

leaders

Engaging

leaders

Identifying high

potential/critical

talent

Retaining

leaders

Top Companies Others

57%

67%

71%

57%

71%

67%

71%

43%

30%

24%

33%

20%

31%34%

25%23%

Selecting

leaders from

within your

organisation

Selecting

leaders from

outside your

organisation

Assessing

leaders

Developing

leaders

Rewarding

leaders

Engaging

leaders

Identifying high

potential/critical

talent

Retaining

leaders



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Thinkinglong-term

Top Companies act in a future-oriented fashion. They have succession plans in place (Graph 3).

Graph 3: Companies with succession plan in place

In addition, they have dened exactly what their succession plans include (Graph 4).

Graph 4: Elements of succession plans

These consistent eorts pay o. Top Companies are able to ll positions with named successors most of thetime: senior management (100% vs. 65%), middle management (86% vs. 61%) and front line management(100% vs. 67%). Reward vehicles to dierentiate pay also show the future-oriented mindset of Top Companies:100% use long-term incentive plans, while only 51% of other organisations do so.

100% 100% 100%

74%

67%

74%

A spec ific CEO succes sion

plan in place?

An emergency CEO

succession plan in place?

A f ormal succ ession

planning process?


100% 100% 100% 100% 100% 100% 100% 100% 100%98%

85%78%

68%72% 70%

85% 85%

62%

Review of talent at

least once a year

Use of

performance

ratings

Development of

high potential pools

Ass essment of

potential for

advancement

Ass essment of

leadership skill

gaps

Clearly identify

w hich jobs/roles

are critical to the

future success of

the organisation

Internal success or

pools (e.g., high

potential)

Preparation of

successor lists for

select positions

Development of

successors for

specific positions



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Comprehensive in their practices and execution

Buildingatalentfactory

Top Companies are less restrictive than other companies in their denitions of talent and high potential. Thisopenness of mind and broad approach mark a consistent quality of all Top Companies for Leaders. They start

with the identication of high potentials: when seeking future leaders, Top Companies do not limit themselvesto senior management, but also include middle and front line management.

Regarding their investment in leaders, all Top Companies state that their organisation is committed to investingin leaders at all levels of the business (vs. 75% of other organisations) and in all geographies in which theyoperate (vs. 80% of others).

As a result, Top Companies have been able to grow their talent pipelines (Graph 5) to be successful in the future.

Graph 5: Sucient talent pipeline

In building their leadership pipeline, none of the Top Companies sees a lack of required skills/experience amongtheir existing talent poolwhereas more than a quarter of other organisations do see a lack of skills (26%).

This climate of openness prevalent amongst Top Companies is also apparent in their dealing with highpotentials: 71% state that their high potentials are aware of their status (vs. 45% at other companies).Consequently, Top Companies tend to more strongly dierentiate pay between high potential and non-highpotential employees than it is the case at other organisations (43% vs. 19%).

71%

100% 100% 100%

71%

43%50%

57% 59%

48%

CEO Senior management Middle management Front line management Other crit ical posit ions



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Individualandpersonaldevelopmentcircle:Listening,LearningandLeading

Leadership (education and development) at Top Companies is not a one-way street, but an interactive process.Top Companies live this attitude right from the beginning of the employment relationship. They have anonboarding process in place for new to organisation (100% vs. 67%) and new to role (86% vs. 48%)leaders, and set aside enough time for the onboarding process (7 months vs. 4 months).

Whilst other companies focus primarily on formal training for leaders who are new to the organisation (43% atTop Companies vs. 75% at others) and those new to their role (17% vs. 43%), Top Companies follow a moreindividual and personal approach. They focus on clear expectation setting (100% vs. 67%) and rely heavily oncoaching and mentoring (83% vs. 58%).

Leadership education

Regarding leadership education practices, Top Companies again follow a more individual and personal approachthroughout all levels of management and appoint their leaders as teachers to a considerable extent (Graph 6).

Graph 6: Leaders as teachers

24%

18%

29%

26%

43%

57%

71%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80%

High Potentials

Front line Mgmt

Middle Mgmt

Senior Mgmt

nTop Companies nOthers


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Top Companies dier from other organisations not only in the focus of their education practices but also in theextent of their eorts. When the use of the top two leadership education practices at Top Companies (casestudies and customised tracking programme) is compared to other organisations, it is clear that Top Companiesdeploy them more often with a broader range of employees (Graph 7).

Graph 7: Top two leadership education practices

Leadership development

Practices used for leadership development show a similar picture. Top Companies do more for a broader groupof employees (Graph 8).

Graph 8: Developmental assignments

nTop Companies nOthers

38%

40%

32%

51%

71%

71%

57%

100%

0% 20% 40% 60% 80% 100%

Senior Mgmt

Middle Mgmt

Front line Mgmt

High Potentials

nTop Companies nOthers nTop Companies nOthers

Case Studies

24%

23%

16%

38%

43%

71%

57%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Senior Mgmt

Middle Mgmt

Front line Mgmt

High Potentials

Customised Training Programme

40%

56%

56%

58%

86%

100%

71%

100%

0% 20% 40% 60% 80% 100%

Senior Mgmt

Middle Mgmt

Front line Mgmt

High Potentials


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At other companies, special projects are the foremost practice in assignment-based development. TopCompanies prefer developmental assignments matched to the specic developmental needs of leaders at alllevels of management.

Besides developmental and global assignments, Top Companies regard the rst opportunity to move into a keyposition as the most eective practice in leadership development (50% vs. 9%). And Top Companies star t early:

they actively drive this developmental step for their high potentials (86% vs. 28%).

With respect to relationship-based development practices, Top Companies are also more active than othercompanies. These initiatives include coaching and mentoring by internal and external providers, exposure andvisibility to the Board and CEO, as well as structured opportunities for networking.

These dierent approaches to leadership development adopted by Top Companies have a signicant impacton their ability to build a robust leadership pipeline: none of the Top Companies is struggling due to inecientmentoring programmes (vs. 28% of other organisations) or ineective development of high potentials (vs. 20%of others).

Feedback

Feedback completes the circle of Listening Learning Leading. Top Companies live a more pronouncedfeedback culture, starting with onboarding. All of the Top Companies use participants feedback to measurethe eectiveness of their onboarding process, while 77% do so at other organisations. Similarly, all of the TopCompanies include Seek feedback in their competency model (vs. 77% at others). The majority of TopCompanies rate Manager feedback as the most important factor to determine strong leadership performance(71% vs. 24%), followed by How results are achieved (57% vs. 31%).

Connected to talent and culture

Theconnectionfactor

There is a palpable connection in these organisationstheir leaders walk the talk, they are passionate about theirrole as leaders of their organisation, and most importantly, they are zealous in their eorts to bring others along toshare in their excitement. As the lines between work and home continue to blur in our always on culture, a senseof purpose becomes paramount to ones work. As one CEO stated, Performance cannot be delivered withoutpurpose and purpose leads to performance. This connectedness impacts an organisations ability to thrive in thechanging business landscape. Top Companies understand this andmore importantlythey embrace it.

The connected factor is evident in the way leaders coach, mentor, and develop talent. These leaders workto understand who their talents are, what inspires them, and their aspirations. Senior-most leaders in TopCompanies are starting to embrace the personal side of leadership. By attending to the emotional aspects of theirpeople, they experience more energised and committed leaders. Its about fostering trust in people, trust in theculture, and having inuence. One CEO talks about the need for individuals to bring their whole self to work.

Its clear that the personal side of leadership is critical to setting the tone for an organisations internal culture.Which values hold steadfast and what type of behaviour is expected comes from leaders acting as role models,consistently inspiring their employees, through day-to-day work. Leaders play the primary role in shapingthe internal brandor employer value propositionthat dierentiates a culture and drives the attraction andretention of the right leadership talent.


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CommunicationextendsTopCompaniesleadinleadership

Top Companies are strongly committed to leadership, live this attitude and do not hesitate to communicateabout their commitment. All Top Companies state that they consciously strive to build a reputation for strongleadership (others 57%). See Graph 9 for their ve most prevalent activities in this regard.

Graph 9: Eorts to build reputation for leadership

As proof of the eectiveness of their eorts, Top Companies cited media coverage (57% vs. 21%) andparticipation in benchmarking studies (43% vs. 21%). As a result of their communication eorts, 100% of TopCompanies state they are successful or very successful in attracting the quality of leadership talent they needto thrive (others 60%). But Top Companies still see room for improvement in communication: 29% say clarityaround career opportunities could be improved in order to attract high quality leaders (others 69%).

Fundamentalleadershipcompetencies

Top Companies believe in the strength of competencies: 100% utilise a dened leadership competency modelor other formal description of high performing leadership (vs. 78% at other organisations). They clearly denefundamental leadership competencies (see Graph 10) and include them in their competency model.

86%

100% 100%

86% 86%

52%

62%

73%

66%

57%

Media coverage Speeches or teaching at

local universities

Conferences/professional

speaking engagements

Targeted communication

with investors

Senior leadership acting as

ambassadors



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Graph 10: Top leadership competencies

In addition, Top Companies are prepared to invest the resources required to develop these competencies

(Graph 11).

Graph 11: Developing leadership competencies well or very well

The integration of leadership competencies into practices is an additional strength of Top Companies. All(100%) have integrated leadership competencies into the following practices either well or very well:

n Recruiting leaders from outside the company (others 48%)nIdentication of high potentials (others 69%)n Placement of identied successors (others 48%)n Education and development of leaders (others 67%).

When assessing leaders for development, 86% of Top Companies use competency-based assessment (vs. 63%at other organisations).

100% 100% 100% 100% 100% 100% 100%

74% 74%

86%

64% 60%

95%

71%

Articulate a point-

of-view about the

future

Ensure

accountability

Build teams Help people

manage their

careers

Find and develop

next generation

talent

Deliver results Seek feedback


100% 100% 100%

86%

71%

100%

71%

55%

65%

50%

41%

64%

83%

40%

Articulate a point-

of-view about the

future

Ensure

accountability

Build teams Help people

manage their

careers

Find and develop

next generation

talent

Deliver results Seek feedback



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Culturally agile and engaged in diversity

Buildingleaderswhoactlocallybutthinkglobally

Cultural agility is paramount to success. Leaders must think globally, but act locally. The Top Companies knowthis, and they are actively working to develop these capabilities. Diculty moving talent across functions

and geographic mobility limitations are among the dominant top three challenges organisations face indeveloping talent.

Top Companies not only recognise the importance of building leaders who can think globally but act locally,they also set up development practices and programmes specically geared toward removing barriers for themovement of talent, providing a variety of development opportunities and a wide portfolio of experiences.They realise that a diverse workforce beyond the traditional elements of gender and ethnicity, one thatembraces diversity of thought and experience, allows their leaders to ourish in an ever-growing,ever-changing workforce.

In fact, this type of think and act dierently innovation drives the diversity of experience that supports thesuccess of multiple cultures coming together in one workforce. In particular, cultural agility is a key driver of successin emerging markets. Leaders who think globally and are driven by their organisational values and culture are more

successful at navigating assignments and opportunities in various countries and cultures.

Engagedindiversity

Increasing the diversity of the leadership group is a formal part of the leadership strategy for all Top Companies(100% vs. 70%). They actively take steps to address broader leadership representation and increaserepresentation of leaders from outside the organisations headquarter country (100% vs. 47%). Furthermore,Top Companies are successful in increasing the representation of individuals with diverse experience and/orperspective in leadership positions (100% vs. 42%), as well as placing individuals in leadership positions early intheir careers, e.g., emerging leaders (71% vs. 34%).

By seeking and building a workforce as diverse as their customer base, global organisations are better

positioned to understand the needs of the cultures they support and are strategically positioned to grow. Theyintuitively focus on areas that support their organisational values and benet their operational environments.Women are not advancing to the executive ranks fast enough to meet the leadership needs of today ortomorrow. In nearly every developed or developing economy, the shortage of women leaders is critical. TopCompanies have recognised that without an adequate supply of capable and experienced women at the topand in the pipeline, they will fail.

Disciplined about measuring: Always challenging their own success

Top Companies could be content with their success in leadership education and development. They havesucient talent pipelines in place and do not need to make ad hoc decisions when it comes to succession. Butit seems to be their inherent nature to always add a question mark to their accomplishments, analysing resultsto learn from them and become even better. Measurement is a discipline consistently deployed throughoutthe whole leadership process. All Top Companies have specic criteria to measure their overall eectiveness inachieving strategic leadership objectives (vs. 78% of other organisations).


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Top Companies are most likely to use the following three standards to measure strategic leadership progress:achieving overall nancial results (100% vs. 83%), meeting nancial goals for growth (86% vs. 78%), andstrength of leadership pipeline (86% to 52%). This ranking clearly illustrates that eorts with respect toleadership are not considered in isolation; Top Companies link leadership strongly to business results.

Top Companies also use specic metrics to evaluate the eectiveness of their succession management process

(100% vs. 52%). The outcome that is regarded as most important to measure (100% vs. 64%) as well as mosteective for evaluating the succession management process is the number of job openings lled from thesuccession pool. Top Companies also cite the attrition rate from the succession pool as an important factor whenmeasuring the eectiveness of the succession management process (71% vs. 25%).

To evaluate the eectiveness of the high potential programme, 71% of Top Companies (others 45%) havespecic metrics, with performance ratings (100% vs. 76%) and percentage of high potentials placed in seniormanagement positions (100% vs. 54%) leading the way.

To evaluate the eectiveness of the leadership development process, 71% of Top Companies use specicmetrics (others 46%), the most commonly used is participant evaluation of learning programmes (100% vs.71%), which is rated as the most eective measure (60% vs. 17%).

Conclusion

Even the Top Companies recognise they are nowhere near the nish line and, it is their tenacity andcommitment to an evolving leadership system that keep them ever striving, ever succeeding, ever winning.Without this passion to continually raise the bar, their programmes and practices would become stagnant and,worse yet, irrelevant. The needs of people continue to evolve, and there is an ever-increasing desire to feel aconnection to their work, their purpose and their future. In an ever changing world, the need to be culturallyadaptive to the needs of customers, talent and shareholders will remain a key driver of success. Companies who

build programmes and practices that comprehensively evaluate the connection between the current and futureneeds of the organisation and execute strategically based on these parameters will truly benet from in returnsthat absolutely outweigh the risks.


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AonHewittLeadershipSolutions:Plan,Assess,Develop

Aon Hewitt partners with some of the most powerful organisations in the world to create strong leadership andtalent management strategies. We help them identify the competencies their leaders need to eectively drive their

business, we assess incumbent and high potential candidates and design programmes to develop leaders at all levels.

Aon Hewitt Solutions

Talent and Leadership Strategy n Leadership and Key Talent Strategyn Succession Planning & Talent Reviewsn Top Companies for Leaders Benchmarks and Reportsn Leadership Competency Modelingn Leader & Talent Pulse Surveys

Leadership Assessment n Executive & Leadership Assessmentn High Potential Identication and Assessmentn Emerging Leader Assessmentn Assessment of Talent in M&A Situations

Leadership Development n High Potential Programsn On-Boarding Critical New Talentn Executive CoachingnLeadership Development ProcessesnExecutive Team Facilitation


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AonHewittsPartnersintheTopCompaniesforLeaders2011Study

Aon Hewitt partnered with The RBL group to conduct the Top Companies for Leaders research. The RBLGroup is a strategic HR and leadership advisory rm. For over 25 years, its principals have collaborated with

leading global organisations to strategically align corporate and business strategy to ensure sustainable highperformance through the integration of theory, applied research, and practice. The RBL Group has trained andredesigned some of the best-managed companies in the world, helping them achieve signicant improvementsin bottom-line results. It is recognised internationally for innovative research and publications on Leadership,Intangible Assets and Strategic HR, including hundreds of articles, more than 400,000 books sold, numerousindustry awards, and recognition as outstanding educators and advisors by leading business publications.For additional information about The RBL Group, its principals and expertise, visit www.rbl.net.

Our publishing partner was FORTUNE magazine. FORTUNE magazine is a global leader in business journalismwith a domestic circulation of over 850,000 and a global leadership of nearly 5 million, and major franchisesincluding the FORTUNE 500 and the FORTUNE 100 Best Companies to Work For. FORTUNE Live Media extendsthe brands mission into live events, hosting a wide range of annual conferences, including FORTUNEs MostPowerful Women and the FORTUNE Global Forum. FORTUNE publishes English-language editions in Europe

and Asia, and local-language editions in China, Turkey, South Korea, Indonesia, India and Greece. FORTUNEmagazines online home is CNNMoney.com. CNNMoney.com averages more than 13 million unique visitorsa month.


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AonHewittContacts

TopCompanies for Leaders Team

Shelli GreensladeGlobal Project Lead, 2011 Top Companies for [email protected]

Bernhard StiegerEuropean Leadership Consulting Practice [email protected]

Austria, Germany, SwitzerlandBernhard Stieger [email protected] +43 1 712 99 81 40

BelgiumAn van der Weken [email protected] +32 2 743 86 11

Czech Republic, SlovakiaKarel Palata [email protected] +420 271 001 370

Denmark, Finland, Norway, SwedenMagnus Persson [email protected] +46 8 505 559 38

FranceEmmanuel Guihard [email protected] +33 6 23 02 23 15

GreeceAlexandra Eleftheriou [email protected] +30 210 747 2760

HungaryEva Virag [email protected] +36 1 801 8093

ItalyDaniel Seacombe [email protected] +39 06 42 272 241

Middle EastSahiba Singh [email protected] + 911 2441 55731

Poland & RussiaRenata Sienkiewich [email protected] +48 22 6968555

South AfricaJaco Kok [email protected] +27 11 944 7441

SpainJorge Jimenez Urizar [email protected] +34 91 340 54 89

The NetherlandsGordon Busch [email protected] +31 20 430 5023

United Kingdom

Jenny Merry [email protected] +44 1 727 888395


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About Aon Hewitt

Aon Hewitt is the global leader in human resource solutions. The company partners with organisationsto solve their most complex benets, talent and related nancial challenges, and improve businessperformance. Aon Hewitt designs, implements, communicates and administers a wide range of humancapital, retirement, investment management, health care, compensation and talent management strategies.With more than 29,000 professionals in 90 countries, Aon Hewitt makes the world a better place to work for

clients and their employees.

For more information on Aon Hewitt, please visit www.aonhewitt.com

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