CEO Today - September 2022

September 2022

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C EO T O D A Y For more information, contact Jacob Mallinder 0044 (0) 1543 255 537 CEO Today Magazine is a premium aspirational lifestyle and business magazine. We seek to inspire, motivate and inform the world’s most successful business leaders, executives, and entrepreneurs through our content. Our magazine provides news, interviews and features about the most inuential leaders in the business world and beyond, focusing on topical stories, exclusive content and indepth articles that motivate our readers. Subscribe to receive a monthly hard copy. Price on application for subcriptions outside of the UK £395 *+ VAT if applicable *includes postage & packaging

5 EDITOR’S NOTE STAY CONNECTED! Follow us on: EDITOR’S NOTE UN I V E R S A L ME D I A Katina Male Editor All of this and so much more - I hope you enjoy the content in CEO Today’s September issue! Make sure you check out the full list of features and exclusive interviews over the next pages. If you want to stay connected with us until our next edition, visit our website for more, join the conversation on our Twitter (@CEOTodayMag) and follow our LinkedIn, Facebook and Instagram pages. Best wishes, KATINA MALE Editor CEO TODAY Copyright 2022 Circulation details can be found at The views expressed in the articles within CEO Today are the contributors’ own, nothing within the announcements or articles should be construed as a profit forecast. All rights reserved. Material contained within this publication is not to be reproduced in whole or part without the prior permission of CEO Today. Disclaimer: Images used in this edition have been done so under the creative commons licenses. For details, see links below. by-sa/3.0/legalcode by-sa/2.0/legalcode by-sa/4.0/legalcode Hello and welcome to the September 2022 edition of CEO Today! As we all prepare to say goodbye to summer and return to the office with tanned skin and memories that will keep us warm all winter, I’m excited to present you CEO Today’s September collection of inspiration from some of the world’s most successful leaders, as well as our monthly dose of travel & lifestyle content. Here are some of our favourite stories from this month’s issue: Top 5 Travel Experiences for CEOs 44 32 78 48 How CEOs Can Banish Their ‘Imposter Monsters’ Interview with the CEO of DPDUK Sundar Pichai & the Road to Becoming the CEO of Google

6 CONTENTS The Road to Sustainability & Inclusivity Elaine Kerr CEO of DPDUK 30 CEO TODAY’S AWARDS WINNERS 32. The Road to Sustainability & Inclusivity 36. The Future of Remote Work Made Better 40. Women Should Help Women CONTENTS 8 Monthly-Round-Up 32 10 THE CEO INTERVIEW 12. One for All, All for Saginaw 16. Intel’s Mission to Increase Europe’s Semiconductor Production 20. How Business Thrives in Raleigh, NC 26. Imagination is More Important than Knowledge 16 Intel’s Mission to Increase Europe’s Semiconductor Production

7 Sundar Pichai & the Road to Becoming the CEO of Google 46 VISION & STRATEGY 48 How CEOs Can Banish Their ‘Imposter Monsters’ 54 How Automation is Helping Business Efficiency in Challenging Market Conditions 56 How to Create a Mentorship Culture 60 What Every Startup Needs to Do to Survive Economic Downturn 64 What Skills Does the CEO of 2030 Need Today? 68 What Can Leaders Learn from the England Football Team 72 How To Prevent Diversity Greenwashing 42 THE DISRUPTORS 44. Sundar Pichai & the Road to Becoming the CEO of Google 44 48 78 The Top 5 Travel Experiences for CEOs How to Create a Mentorship Culture 56 How CEOs Can Banish Their ‘Imposter Monsters’ 8 MONTHLY ROUND - UP N EWS The Stories Everyone’s been Talking about Apple Employees Push Back Against Order to Return to Office Apple employees are pushing back against an order to return to the office, arguing they can do “exceptional work” remotely. Apple CEO Tim Cook ordered company employees located near Apple’s California HQ to return to the office for three days per week from the beginning of September. In a message to employees, Cook said: “Teams participating in the pilot will come to the office three days each week with Tuesday and Thursday as set days across the company, but now the third day you come in will be decided by your teams.” Workers from the Apple Together collective are not happy with the order after adjusting to the flexibility and greater work/life balance that remote-based working offers. They have petitioned Apple managers, demanding that the world’s biggest company maintains its flexible working policy. They argue there are “many compelling reasons” for employees to work from home, including that doing so makes them “happier and more productive”. A spokesperson for the employee association said that the petition would not include anyone’s names: “In light of retail union busting and recent reports of allegations of retaliation from HR.”

Adidas CEO Steps Down Amid Slumping Chinese Sales Kasper Rørsted is set to step down as CEO of Adidas, three years before his contract is up, due to slumping sales in China. Rørsted’s decision comes at a time when the sportswear giant continues to suffer from the impact of the Russia-Ukraine war and declining sales in China. Adidas announced that Rørsted, who became the company’s CEO in 2016, will hand over the position in 2023. Rørsted will remain in the role until a successor is found to “ensure a smooth transition at the helm of the company.” Adidas did not elaborate on why Rørsted was leaving early. Adidas Chair Thomas Rabe praised the departing CEO for strategically repositioning the company as it “fast-forwarded its digital transformation.” Rabe added that Rørsted had expanded Adidas’ online business “by a factor of more than five” and managed to double sales in the United States. Rabe also commented: “After three challenging years that were marked by the economic consequences of the pandemic and geopolitical tensions, it is now the right time to initiate a CEO transition and pave the way for a restart.” 9 MONTHLY ROUND - UP Ted Baker Shakes on £211 Million Takeover Deal with Reebok Owner British retailer Ted Baker has agreed a £211 million takeover deal by Authentic Brands Group (ABG), the US owner of Reebok and Juicy Couture. Ted Baker’s shareholders were told by the company’s board that they have recommended a 110p per share deal. If the deal is confirmed, it will be worth nearly one-third less than the 160p per share approach ABG was considering in May. Ted Baker’s board believes the deal offers a fair value for shareholders and balances the retailer’s growth prospects with the current risk of economic uncertainty. In a comment, Helena Feltham, interim chairwoman of Ted Baker, said: “In April 2022, after receiving a number of unsolicited bid proposals and having consulted with our major shareholders, the Ted Baker board decided to launch a formal sale process to evaluate interest in the business. “Today, we are announcing an all-cash offer fromABG […] The Ted Baker board believes the offer, which is supported by Ted Baker shareholders with a majority of shares, represents a fair value for shareholders and balances the company’s growth prospects with the risks of the uncertain economic environment in which the business is operating.”

THE CEO INTERVIEW 12 One for All, All for Saginaw 16 Intel’s Mission to Increase Europe’s Semiconductor Production 20 How Business Thrives in Raleigh, NC 26 Imagination is More Important than Knowledge 12 Saginaw’s strategic location, low tax rate, excellent school system and quality of life continue to garner national recognition and highlight the community as a premier business destination. “ THE CEO INTERVIEW One for All, All for Saginaw We speak with Keith C. Rinehart - the Director of Community & Economic Development with the City of Saginaw, TX about the inspiring work he does and his aspirations for the future. Keith C. Rinehart “


THE CEO INTERVIEW 14 Tell us your story. I have a 30-yearmunicipal government careerworking for three differentmunicipalities in North Texas. I currently manage the following departments within the City of Saginaw TX: Economic Development, Community Development, Animal Services, Recreation Services (aquatics, special events, recreational programs and camps, adult athletics), Senior Adult Services, Beautification, Communications (website, marketing and advertising, social media, newsletters) and Janitorial Services. I also provide management and direction of over 70 full, part-time and seasonal staff. Tell us more about the community in Saginaw, Texas. Saginaw Texas is a thriving, diverse and emerging community of just under 25,000 residents located in north-western Tarrant County, one of the fastest growing locations in the United States. Saginaw’s strategic location, low tax rate, excellent school system and quality of life continue to garner national recognition and highlight the community as a premier business destination. The proximity to DFW International and Alliance Airports as well as Fort Worth Texas has greatly influenced economic conditions in Saginaw. Development and business activity is thriving as hundreds of businesses, including many major employers and national firms, now call our great community home. These include Wholly Guacamole, Trinity Rail Industries, CTI Foods, Miller Milling, Troxell Trailer Mfg., Gavilon Grain, Ardent Mills, Ventura Foods, Bana Box and more. Saginaw’s central location, proximity to major highways, and access to a workforce in excess of 1 million give us a significant competitive edge. The Saginaw area boasts an excellent school system, abundant housing, more than 100 acres of tranquil parks, lake recreation, and a variety of restaurants and retail shopping; all in proximity to world-class arts and entertainment venues in Dallas and Fort Worth. In addition to being easily accessible by car, train and plane, Saginaw also has one of the lowest property tax rates in Tarrant County at $0.479. We won the 2021 Texas

THE CEO INTERVIEW 15 Economic Development Council “Building Improvement” grant program which provides matching grants to reimburse commercial property owners or business operators for eligible enhancements made to their properties. There are 10 different categories of improvements that are eligible for consideration as part of this grant program that include: Façade Enhancements, Interior Building Renovations, Landscaping, Lighting, Parking Areas and Driveways, Pedestrian Amenities, Signage, Code Compliance, Demolition and Public Art Installation. Totals To Date (Since Fall 2019): • Reinvestment Grants Awarded: 26 • Reinvestment Grants Provided by the City of Saginaw: $106,224 • Building Improvements Made by the Business Owner: $425,113 • Return on City of Saginaw’s Investments: 400% What are your goals for its future? The City of Saginaw Economic Development Department published an online Eat and Play Survey asking residents, business partners, and community stakeholders for feedback on their consumer patterns, requested retailers, and to provide additional comments that could be helpful to the recruitment operations of the city. 1,089 individual respondents provided information via the survey with 346 additional comments provided for consideration. The Eat & Play Survey was critical to the future development planning for the city because the comments and suggestions came directly from our stakeholders - our residents. They told us exactly what they wanted to see in their community and it gave us direction. We currently have four large mixed-use developments being constructed, including restaurants, retail, entertainment and residential buildings (single-family homes, multifamily housing, age restricted-senior living). Our focus has been on new development, business retention/expansion and the redevelopment of our mature areas of town - taking care of what we have. What do you hope your legacy will be? I hope to be known as someone who partnered with our residents, built relationships with the businesses in the area and provided our community with everything they’d like to see in Saginaw. 16 THE CEO INTERVIEW

17 Semiconductor projects face significant cost disadvantages in Europe compared to many attractive locations in the rest of the world. It can cost 40 to 50%more to operate a fab in Europe compared to Asian countries, for example. “ THE CEO INTERVIEW Intel’s Mission to Increase Europe’s Semiconductor Production CEO Today speaks with Frans Scheper, President & General Manager EMEA at Intel Corporation. Frans Scheper President & General Manager EMEA at Intel Corporation “

THE CEO INTERVIEW 18 How is Intel’s manufacturing strategy presently helping to balance and diversify the global supply chain of semiconductors? Semiconductor chips are seen as “the new oil”, given how integral they are to the devices that power our daily lives. But as demand has grown, chip supply has tightened – exposing fragilities in the silicon supply chain, and the fallout from the pandemic is still causing ripple effects that are likely to continue for a few more years. Historically speaking, the semiconductor industry has been more vulnerable to disruption than most – just this year in March a 90-minute power outage in a small area of Taiwan impacted 10% of the world’s dynamic random-access memory (DRAM) supply. And who can forget the dramatic blockage of the Suez Canal last year, and the chaos that caused for supply chains across the world? All of that said, the challenges we face today are far from new – many are deeply rooted in the industry but have been exacerbated by the events of recent years. Even so, balancing and diversifying a sector of this scale requires industry players and governments across the world to act collectively now. Inevitably, it will also take some time. Intel’s strategy focuses on strengthening the global supply chain in the long term, but the ball is already rolling on this.We’re actively investing and building capabilities in various parts of the world. In turn, we hope to address the difficulties that can come with an industry being geographically condensed in a particular region. So, in addition to building fabs across the pond, we’re also developing facilities closer to home in Europe. That’s particularly important to me because Europe is very much a part of Intel’s heritage. Since our first European office opened in the UK nearly 50 years ago, we have continuously grown our presence and investment in the region. Today, Intel remains firmin itsmission to make a “one-in-a-generation” investment in Europe as part of its IDM 2.0 strategy. And we’ve already seen these investments begin to come to life across the region. For example, earlier this year in March Intel announced its €33 billion investment for R&D and manufacturing across the EU, with plans to invest as much as €80 billion in the EU over the next decade. These sites would bring more than manufacturing, they will also generate innovation: the new fab in Germany is expected to deliver chips using Intel’s most advanced, Angstrom-era transistor technologies, serving the needs of both foundry customers and Intel for Europe and globally as part of IDM 2.0. We’ve also recently announced our plans for amicrochipdesign laboratory in Barcelona, a key investment for the future of Spain’s economy. Beyond generating technology and attracting highly qualified talent in Barcelona, the arrival of a centre of this magnitude in Spain will contribute to reducing foreign dependence on microchips, key technological elements for the future of the industry. There are also further investments planned in Ireland, France, and Poland. And with the arrival of the European Chips Act and the Digital Decade targets, it’s clear to me that our region’s leadership is as ready as we are to re-build a thriving, state-of-the-art and regional semiconductor supply chain. All of this will contribute to the EU’s goal to increase the semiconductor production share from 9% today to 20% by 2030, helping to increase supply chain resiliency in the whole of EMEA and arguably the world. Why must the European region look to a diverse talent pool to bring its digital supply vision to life? Simply put, all the vision and innovation in the world mean little if we lack the talent and the skills to execute it. The ongoing shortage of technical skills, or the lack of female representation in STEM-related fields, will hold the region’s digital supply vision back. As such, in order to secure a viable future for Europe’s digital vision we need to think on the front foot – and this is especially true when it comes to talent. Luckily, EMEA is one of the most diverse regions in the world. Across 115 nations, EMEA boasts a talent pool that can drive innovation across manufacturing, R&D, design, software development, and more. As we look to diversify the global supply chain, tech companies must recognise the region’s potential to usher in the next era of technological advancements. And an unwavering commitment to D&I will help us get there.

THE CEO INTERVIEW 19 Initiatives to attract university students are certainly a great help, but working with even younger pupils and incorporating AI into the education system can also help boost digital readiness, future-proof EMEA’s workforce and encourage people from more diverse backgrounds to consider a career in the field. What opportunities does EMEA have to advance digital society and support green transition via the development of semiconductors? It’s no secret that the industry has a high entry cost. Semiconductor projects face significant cost disadvantages in Europe compared to many attractive locations in the rest of the world. It can cost 40 to 50% more to operate a fab in Europe compared to Asian countries, for example. However, EMEA has a historical connection to the industry, and our efforts to revive it provide opportunities to build a greener, more sustainable semiconductor sector that benefits people and the planet. Semiconductor chips are the foundation of the digital age, and we have a serious responsibility to make sure this critical industry does not hinder the equally critical green transition. After all, it’s also no secret that the industry can be resource and energy-intensive too. Collaboration with the public sector is one of the opportunities we’re exploring. Not only are partnerships with the public sector necessary to level the playing field, but they also provide a platform for an exchange of skills and best practices that can help us all progress in the green transition. However, to make this happen, efforts to reignite Europe’s chip industrymust be coupled with serious commitments to sustainability and minimising the impact on the environment. Developing ways to conserve, recycle and reclaim water is one option for achieving this. Partnering with local water projects to restore more fresh water than is being used to achieve water net positive usage is another. In addition, powering manufacturing operations with 100% renewable energy and sending zero total waste to landfills also helps. That said, no single company can change an industry alone. Working with suppliers big and small all over the world can help companies in EMEA encourage positive change across the entire supply chain, and help the industry become more environmentally friendly. What are your future predictions for the automotive industry? The automotive industry is in the midst of unprecedented change. The sector has accelerated toward widespread electrification and electric vehicle adoption, and traditional auto brands are under pressure to evolve their sustainability practices and even re-evaluate the best ways to sell vehicles. This has led to companies that have spent decades perfecting the production of vehicles, reinventing themselves and going from “car makers” to mobility services providers in favour of environmental sustainability. I suspect this trend will continue. Data analytics, AI, the cloud, and invehicle compute advancements will become the key to making driving an experience rather than just a method of transport. The car will quickly become just one part of a broader mobility ecosystem as car companies look to develop and execute increasingly futuristic visions of the in-vehicle experience – from seamless rapid charging for electric vehicles to intelligent driverless cars. In turn, we’ll see growing numbers of retailers and automakers look to capitalise on tech solutions that enhance that in-vehicle experience for drivers and passengers alike. As a result, upgradeability will be key. Given the increasing speed of innovation in software-based systems, consumers will require cars that can evolve alongside technological advances. “Semiconductor chips are seen as “the new oil”, given how integral they are to the devices that power our daily lives. But as demand has grown, chip supply has tightened – exposing fragilities in the silicon supply chain, and the fallout from the pandemic is still causing ripple effects that are likely to continue for a few more years.“

20 THE CEO INTERVIEW Michael Haley Executive Director of Wake County Economic Development (WCED) How Business Thrives in Raleigh, NC The Raleigh Metro in North Carolina offers a rare combination: a place where the world’s most talented people can innovate and enjoy a high quality of life, while the companies that employ them can operate and grow at a low cost. We learn more about them below. 2


THE CEO INTERVIEW 22 The bigger your business, the more expensive things tend to be. That’s partly why industry giants and Fortune 500 newcomers alike keep bringing their business to the Raleigh Metro in North Carolina. Joining the many domestic owned-companies, more than 700 internationally-owned companies have also set up shop here. The ease of doing business in the Raleigh Metro is one of the most desirable traits of the state and attracts highquality companies and talent. The Raleigh Metro has a pro-business regulatory environment and a low cost of living, making the metro a competitive place to live and work. Business costs are 5% below the national average and North Carolina has a AAA bond rating, making it one of only 10 states to earn this rating. In 2022, CNBC ranked North Carolina the top state for business. A longtime contender, NC took the #2 spot last year before ascending to the #1 position. North Carolina climbed the ranks this year, in large part due to sizeable investments made in the Raleigh Metro from household names like Apple and life science giants like Amgen and FUJIFILMDiosynth Biotechnologies. Also contributing to the ranking is North Carolina’s hub for technology and innovation, the Research Triangle Park. “Advance Auto Parts proudly designated Raleigh, NC as its headquarters in 2018. We made this move to take advantage of the area’s strong labour market and its deep bench of information technology and software development talent,” said Tom Greco, President and CEO of Advance Auto Parts. “Our Raleigh-based team members play an integral role in developing best-inclass technology, eCommerce and digital platforms that are important to our future success, and with Research Triangle Park and several large universities in the area, we look forward to having a strong talent pipeline for years to come.” It All Adds Up: Growth in the Raleigh Metro The Raleigh Metro is one of the fastest-growing metros in the United States, recently ranked #10 by Business Facilities Magazine. The metro is growing by 64 people every day. Of those 64, 21 are born here and 43 move here. We are also one of the most popular locations for millennials with a projected net migration growth in ages 15-34 in the next five years of 15.4%, compared to the US average of 2.6%.

THE CEO INTERVIEW 23 There’s more to growth in the Raleigh Metro than simply demographics. The job market has exploded over the past five years – and it’s not slowing down anytime soon. Glassdoor named the Raleigh Metro area the #1 Best City for Jobs in 2020 with good reason. In fact, the Triangle saw 17% job growth in the last five years. Much of the strength of our local economy is routed in the diversity of our business ecosystem. The Raleigh Metro is home to four key industry clusters: Technology, Life Science, Advanced Manufacturing and CleanTech In 1965, IBM made the move to the Research Triangle Park, paving the way for the region to become an epicentre of technology. 50 years later, Apple announced that it would open a one million square foot research and development campus at RTP with 3,000 employees. The Raleigh Metro has been recognised as the second-fastest growing tech hub in the US. Our 4,000 tech companies employ more than 60,000 in software development, information security, and everything in between. Tech companies in the Raleigh Metro are innovators in interactive software/games, software development, open source, hardware manufacturing, defence technology, telecommunications, and nanotechnology. As a Top 5 largest life sciences hub in the country, the Raleigh Metro was recently ranked the #4 biopharma leader, the #6 life science leader and the #9 global life science hub by Business Facilities. Bolstered by 3 research universities—NC State University, UNC Chapel Hill, and Duke University—the Raleigh metro is a biotech and life sciences innovation leader and among the leading recipients of National Science Foundation and National Institutes of Health research funding. With more than 600 life sciences companies with operations here, employing 42,000+ people, the industry is growing at an exponential rate. “We continue our growth right here in North Carolina, after over two decades of being part of its biotechnology community,” said Martin Meeson, Chief Executive Officer of FUJIFILM Diosynth Biotechnologies. “Our recent $2 billionUSD investment is a confirmation of the central role of North Carolina’s Research Triangle region plays as leading biotechnology hub. This region will be key for us at FUJIFILM Diosynth Biotechnologies as we continue to support the biopharmaceutical industry in the development and manufacturing of the next generation of biotech medicines. North Carolina offers access to outstanding technical talent, great

THE CEO INTERVIEW 24 partnerships with local institutions, clean energy resources, and sustainability for future growth.” Anchored by innovative industries and a diverse economy, advanced manufacturing in the Triangle is growing six times faster than the national average, with 196 companies employing 13,000 people. As manufacturing shifts away from mass production techniques toward highly specialised, adaptive, and customisable production, our region is home to many of the technologies making this shift possible: IoT, data analytics, software development, autonomous systems and robotics. The Raleigh Metro is home to one of the world’s leading cleantech clusters. With a focus on sustainable and renewable technology, 1.9K Clean Technology companies call the region home and employ 27K. These companies are actively creating new technologies that support more sustainable growth and a cleaner, greener environment. Here, the primary focus is smart grid technologies, smart metering, and expanding renewable energy technologies. Through strategic partnerships spanning public, private, and academia, these companies are hard at work to reduce negative environmental impact. The Raleigh Metro has long been associated with innovation thanks to giants like Apple, IBM, Biogen, and Cisco in Research Triangle Park and more recently Red Hat, Citrix and Pendo in downtown Raleigh, but within the last few years, the region has emerged as a hotbed of entrepreneurship springing out of the local startup community. The region has born 2,500 startups, raising $2.773 billion in venture capital in 2020 alone. In fact, the Triangle’s startup ecosystem is valued at $9.7 billion. With the Raleigh Metro recently being named one of the most resilient tech hubs, it is safe to say that the startup scene will continue to drive innovation. Cindy Eckert is a self-made serial entrepreneur located in Raleigh. With a distinguished 25-year career in healthcare, Cindy has built and sold two businesses for more than $1.5 billion in the last 10 years alone. Cindy moved to the Raleigh Metro and calls it her home for a number of reasons. “If you are a female or diverse founder looking to build your business, there isn’t a better market in the country than Raleigh. We’re outpacing others when it comes to talent, earnings and ultimately exits,” she said. “While the secret has long been out that Raleigh is a great place to live, I think people are just discovering what a powerhouse ecosystem Raleigh has built to grow successful companies. If you want to hire high-performing talent who deliver better multiples than virtually anywhere other than Silicon Valley…welcome to Raleigh.” Addressing the Need for Talent The question on the tip of everyone’s tongue is, with so much growth occurring, how are you addressing the need for talent? Though the Raleigh Metro is routinely ranked one of the most educated populations in the country with nearly 50% of adults with a bachelor’s degree or higher and over 100,000 students currently enrolled in the area’s colleges and universities, we are not resting on our laurels. The Raleigh Metro is home to 12 colleges and universities, including two Historically Black Colleges & Universities in downtown Raleigh, not to mention another HBCU in neighbouring Durham. Not only does the Raleigh Metro replenish our workforce annually, but we also have a high success rate of retaining graduates in the market. The academic institutions work closely with local economic developers and businesses to ensure course offerings align with industry needs and prepare students for the jobs of tomorrow. Our highly educated workforce is one of many reasons so many businesses continue to choose the Raleigh Metro. In a mostly post-pandemic world, people have more choices than ever when it comes to where they live and work. And the “how” and “why” people make these decisions are changing. For the past 6 years, DCI, a leading place marketing firm, has conducted a “Talent Wars” study, surveying over 1,000 people from across the US aged 21-65 who have moved to a new location at least 100 miles away from the previous residence over that last 24 months. To answer the growing need for talent, Wake County Economic Development launched one of the very first national talent attraction initiatives in 2012. We gave the program a makeover, relaunching in 2022 to address the ever-changing talent attraction landscape. The findings of the Talent Wars report have helped to shape our strategy in a few key ways. WCED utilises a digital media advertising campaign focused on Facebook and Google Ads as well as the Work in the Triangle website because the top means for people to find information and complete research on a new location is internet research. The Work in the Triangle website uses a variety of videos and testimonials because the #3 way people discern on a location is “word of mouth”. The videos give a personal touch to the description. WCED leverages social media to tell stories of the region because 40% of respondents indicated that is how they gather information to make a relocation decision. The campaign is focused on 20 top US metros for two reasons. 1) Since most people are likely to relocate within the same US region metros such as Atlanta, Austin, Charlotte, Washington D.C. and other southeast cities are targeted. 2) Because the cost of living and quality of life are so important the campaign also targets higher-cost metros like New York, Boston, San Francisco, Seattle, and Philadelphia. The Raleigh Metro is taking a highly proactive approach to talent attraction, ensuring that we have both the homegrown pipeline and inbound talent migration necessary to meet the growing needs of our workforce. tHE CEO INTERVIEW A Home for All: An Eye Toward the Future Here in the Raleigh Metro, we consider ourselves a community of “What’s next?” We have long been an ascending market, but that ascension is accelerating. Taking a heads-up approach to transportation and transit; infrastructure; education and workforce development; equitable economic development; parks and greenspace; quality of place initiatives; arts & entertainment; and sustainability will be key to our long-term success. To reimagine systems that create inequitable outcomes for Black and Brown residents, the Triangle Diversity, Equity, & Inclusivity Alliance and its partners built on the longstanding work in the community to create a Blueprint to Dismantle Systemic Racism in the Raleigh Metro. The Blueprint is a living document comprising more than 40 goals and 150 near-term action items that organisations can take to address systemic racism. The Blueprint targets four areas: criminal justice, economic mobility, education equity, and health equity. These focus areas were identified from recent state and local research and were selected to leverage this effort. Our community is continuing to evolve. At present, the Raleigh Metro is among the most resilient, dynamic, and innovative locations in the world. We must build on our strengths of people, education, and collaboration. This evolution will continue. About Michael Haley Michael Haley serves as the Executive Director of Wake County Economic Development (WCED) and a Senior Vice President of the Raleigh Chamber of Commerce. Michael leads and oversees WCED’s economic development program and staff and is the primary partner for providing support to the 12 other municipalities. In his role, Michael is instrumental in creating an environment in Wake County that can grow and thrive and spends most of his time with community partners working to do so. Previously, Michael served as the Director of Business Recruitment and Expansion for WCED and prior to that, he was a Program Manager at WCED. Before he joined the Chamber, Michael led strategic economic development policy efforts for the North Carolina Department of Commerce as the Director of Public Policy. About Wake County Economic Development Wake County Economic Development is the primary economic development organisation for Wake County, providing economic development support for its 12 municipalities, including the State Capital Raleigh. As a program of the Raleigh Chamber, WCED proactively creates an environment in whichWake County and the broader Raleigh Metro can grow and thrive, resulting in new jobs and capital investment. WCED accomplishes its mission through business recruitment, retention and expansion; equitable economic development; marketing and public relations; talent recruitment and retention; and support of innovation and entrepreneurship.

26 THE CEO INTERVIEW Bill Lavers Executive Director of the Harrison County Development Commission Imagination is More Important than Knowledge The Executive Director of the Harrison County Development Commission (HCDC) Bill Lavers tells us all about his journey and the truly inspiring work he does. Read on. 2 I began my tenure in November 2017. Having lived in various North American locales including Montreal, Texas, and Alabama, I believe the Mississippi Gulf Coast combines the best I’ve experienced. Some of my recent career highlights range from being a 2022 National Technical Honor Society honoree to an appointment to the Mississippi Defense Communities Council by the governor to being a recipient of a 2022 Forever Young Award. A banker for 17 years, I was a city president for two Alabama financial institutions, started my own mortgage company, worked for a private developer during Deepwater Horizon and have had other jobs ranging from mowing grass at 12 years old to lifeguard, bartender, construction framing crew, landscaper and retail positions. Along my journey, there have been many incredible experiences, challenges and mentors. Because of this, my passion in life is to create opportunities for others that they may not have realised were possible or within their personal capabilities. The Harrison County Development Commission (HCDC) was organised in 1958 for the promotion and development of harbours, seaports, industrial sites and other related facilities in Harrison County, Mississippi. HCDC is comprised of a 12-member board with five members appointed by the five city mayors, five members appointed by each of the five members of the Harrison County Board of Supervisors, and two members appointed by the governor. The organisation’s budget, land sales, and expenditures of over $25,000 are approved by the county’s board of supervisors. Harrison County is made up of five cities: Pass Christian, Long Beach, Gulfport, Biloxi, and D’Iberville. Each city contributes its own industries, amenities, and character to the area, and they all work together to create a beautifully productive place for business. Of the six South Mississippi counties, Harrison County has the largest population and the greatest number of cities and is bordered to the south by the Gulf of Mexico. In addition, the county has a large military presence including Keesler Air Force Base and the 403rd Wing Air Force Reserve Command (home of the Hurricane Hunters), the Naval Construction Battalion Center Gulfport (home to the Atlantic Fleet Seabees), the National Guard Combat Readiness Training Center (CRTC) in Gulfport and the Aviation Classification Repair Activity Depot (Gulfport’s AVCRAD is one on four in the U.S.) housed on the CRTC base. This strategic central position has been

27 largely responsible for Harrison County’s diversity. Part of the Gulfport-BiloxiPascagoula metropolitan statistical area, the county has a wide mix of businesses from retail and manufacturing to pharmaceuticals and healthcare research to composite technology and shipbuilding. Logistically there’s rail (CSX, KCS, Rock Island Rail), the deepwater Port of Gulfport (DOD Strategic Seaport designation), and GulfportBiloxi International Airport (a joint civilmilitary public-use airport and second largest in Mississippi). In addition to new business recruitment and existing industry retention throughout Harrison County as well within our industrial parks, other services provided by HCDC include: • Ownership and management of the Bayou Bernard Industrial District (BBID), Long Beach Industrial Park (LBIP) and the North Harrison County Industrial Complex (NHCIC) with marketing, sales, leasing and business support. • Utility (water and sewer) provider in BBID and LBIP. • Management of the C1 spoil disposal area for dredge material off Reichold Road in Gulfport. • Partnerships with land owners to develop and market properties for expansion and investment.

THE CEO INTERVIEW 28 • Coastal Partnership new resident outreach program by HCDC to promote the coast as a premier relocation destination. • SEA Force, the innovative HCDC workforce development paid internship program that connects county high school students with businesses needing their skills. • Foreign Trade Zone 92 Grantee and Administrator for all three coastal counties (Harrison, Jackson, and Hancock). Some of our notable achievements include the restoration of rail service to Bernard Bayou Industrial District, the creation of Corporate Court which is the first new BBID subdivision since the 1990s, the recruitment of Ocean Aero to Gulfport from San Diego (the first corporate relocation in decades), and engineering the first Buc-ee’s in Mississippi. When I became the Harrison County Development Commission Executive Director, I learned quickly that the organisation had a substantial “cash burn” and the old way of operating wasn’t viable. HCDC then transitioned into being proactively sales and serviceoriented. The next challenge was to build an energetic, motivated HCDC team and cultivating support from the dedicated 12 commissioners on our board. My initial goal remains the same now as back in 2017—to move the organisation forward toward economic growth and an enviable quality of life benefiting the county’s businesses and residents. Each member of the stellar HCDC Team incredible group possesses “superpowers” that help accomplish the goals and tasks. I am a strong believer in empowerment and mentoring. However, after establishing a strong Team, my next biggest achievement is the creation of SEA Force (Skills. Experience. Adventure)—a novel approach to career exploration in Harrison County. We partner with local high schools and businesses to match students with the career they think they want to pursue. Juniors and seniors participate and are recommended by the school and then interviewed by the business. Through grants from our energy partners, Coast Electric Power Association and Mississippi Power, the Harrison County Development Commission pays the students, while the employers get talented employees at no cost. For most students, this is their first job, and employers get the opportunity to interview and work with some of Harrison County’s best and brightest. An outcome of the program is students have a real job on their resume and a reference and, in turn, they tell their friends about their “cool” experience. Meanwhile, employers learn how talented some "Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution." -Albert Einstein

THE CEO INTERVIEW 29 of our young people are. We have helped students find a path forward, instilled confidence and developed mentor relationships that have expanded their career opportunities and horizon. It doesn’t take a lot of money to inspire our youth and change their trajectory. The traditional speeches by economic developers are about workforce development, economic development and jobs. At HCDC we actually create jobs through our workforce development initiative, I sign the SEA Force paychecks, and we have unlimited opportunity to help others move toward a better career path. SEA Force interns have helped create national marketing campaigns, written articles published regionally, produced and edited video for ESPN, designed the yearly HCDC custom socks, or learned the engineering specialty they wanted to pursue. Another significant outcome has been the creation of two-way relationships— students return to school and share what they do and then their friends want to do that as well; the business learns to appreciate how talented these students are and want to hire more. SEA Force interns have helped create national marketing campaigns, written articles published regionally, produce and edited video for ESPN, designed the yearly HCDC custom socks, or learned the engineering speciality they wanted to pursue. A significant outcome has been the creation of two-way relationships— students return to school and share what they do and then their friends want to do that as well; the business learns to appreciate how talented these students are and want to hire more. Here’s a success story: A local plant manager named Mark was having difficulty finding suitable employees. We took him on a tour of the Career and Technical Education program at Gulfport High School and let him describe the company to 20 teacher-selected students. One stand-out ended up starting immediately as a SEA Force intern at Mark’s plant. His first assignment was to repair, reprogram and rewire a machine, which the student fixed in a little over an hour. A specialist would have had to be flown in for the repair at a high cost. As an aside, the student’s best friend also ended up working for Mark, and both students became the valedictorian and salutatorian of Gulfport High School. In turn, Mark became their mentor and helped them with college application theses and references so that these two remarkable young seniors could be accepted into the university of their choice. This is yet another example of why I am so passionate about creating hopes and aspirations for our youth. SEA Force is not a milliondollar workforce program (HCDC SEA Force wage is $9/hour with employers having an option to supplement that wage) and can be accomplished in your community as well. It’s time to stop talking about workforce and actually create the opportunities that exist in our own communities. Regardless of how much automation is implemented, ALL businesses must run on great people. My job is to initiate opportunities for my team, my partners and my community and in delivering results, I am proud to share some of the phenomenal examples and stories that I have been fortunate to help create. “Some of our notable achievements include the restoration of rail service to Bernard Bayou Industrial District, the creation of Corporate Court which is the first new BBID subdivision since the 1990s, the recruitment of Ocean Aero to Gulfport from San Diego (the first corporate relocation in decades), and engineering the first Buc-ee’s inMississippi.”

CEO TODAY’S AWARDS WINNERS 32 The Road to Sustainability & Inclusivity 36 The Future of Remote Work Made Better 40 Women Should Help Women

Elaine Kerr was appointed DPD UK CEO on 1 June 2021. Elaine has worked for DPD for the past 29 years, joining as a Sales Executive based in the North West, followed by the roles of Customer Relationship Manager and Head of CRM before being promoted to the DPD UK senior management team in 2008 as Director of Sales & CRM. In 2020, Elaine became Executive Director, Sales, CRM and Customer Services and is still passionate about ensuring customers are at the heart of everything DPD does. Elaine has been instrumental in growing DPD’s impressive customer base to include many of the most prestigious brands in the UK. CEO TODAY’S AWARDS WINNERS www. ceotodaymagazine . com 32

business pretty well already, but as DPD UK CEO, you get to meet and talk to a much wider range of people in the DPD team and beyond. More than anything, I’mkeen for a wider variety of voices to be heard. Inclusivity is one of my big things and my aim is to create different conversations and opportunities for everyone at DPD. We are incredibly lucky to have such a diverse team and we want to celebrate that and turn it into one of our core strengths. My job is to make sure we have an open, diverse and inclusive culture as I believe that is what creates a high-performance environment where everyone can flourish. I’ve certainly appreciated how important my senior management team is. We have over 20,000 people, a huge fleet on the road every day, significant nationwide real estate and we are a seven-day-a-week operation. You need a very strong team to run all that. So, my job now is to lead that team, which is obviously a different challenge for a manager than just running your own piece of the jigsaw. What were your priorities as you started in your new position? Have these shifted since last summer? I think, initially, the focus was on reassurance and continuity at a difficult time with COVID and Brexit still very much in the picture, last year. Our parent, La Poste, wanted to appoint from within the UK team, partly for those reasons and the importance of maintaining the UK operational knowledge. Elaine Kerr, CEO of DPD UK Sustainability & Inclusivity You have had an exceptionally long and successful tenure at DPDUK, having worked in various roles. What were the biggest lessons that you experienced during that time? For most of my career with DPD, I’ve been responsible for retail customers and bringing new customers on board. So, I would say, really understanding customers, working alongside them as partners and working out how to exceed their expectations. At DPD, all of the senior management team are involved in customer management. They are each responsible for a number of retail customers and spend a lot of time out meeting and working directly with them. That gives you a much more rounded view of the business and helps you understand all the issues and opportunities. I’d also say, the importance of investment and innovation. We think of ourselves as a tech company because that is what drives us forward. We realised that parcel delivery had to become smarter. Have you gained any further insights since your appointment as CEO last June? Obviously, I knew the CEO TODAY’S AWARDS WINNERS www. ceotodaymagazine . com 33 The Road to

Last year, the focus was still very much on supporting the operation post-COVID. We had to increase capacity in the network to cope with a 50% uplift in parcel volumes at the start of the pandemic and then run like that as the ‘new normal’, immediately. We were lucky in that we were already building a massive new overnight sortation facility in Hinckley before the pandemic, so we were able to bring that online and get it fully operational last year. That’s the level of investment we’ve been making over the last 10 years in the UK, and it paid dividends having that in the pipeline. But we also had to accelerate the expansion of the local depot network to cope with the demand. We were able to open 15 new sites in 6 months and again, we’d been planning that investment, we just had to really fast-forward it! As a result, we had a record-breaking peak last year – the Black Friday and Christmas period – which is always a massive focus for the business. Have there been many exceptional challenges that you have had to overcome in your newrole? We went through the equivalent of three years of growth at the start of the pandemic, almost overnight. The operation is still running at that level and that has meant looking for improvements in efficiencies and different ways of doing things on an ongoing basis, while also looking after the team and recruitment. Similarly, Brexit is still an issue. We provide delivery services to around 200 different territories but most of our international traffic is to and from the EU. We deal with all different sizes of customers on the international side of the business and I think everyone found last year tough going. But by the end of the year, we were definitely seeing things improving. I think this year is about continuing to rebuild that traffic. The driver shortage has been a long-term challenge for the whole industry, but it certainly came to a head last year. We’ve had our own recruitment and retention initiatives running for years. For example, incentivising staff from the warehouse and other parts of the business to consider a driving career with DPD, and we had over 800 applications this year. In June we went up a gear, establishing our own accredited test centre at our head office in Smethwick, which employs DVSA examiners. As a result, I think we’re in a really strong position going forward. What motivates you to excel as a leader at DPD? First and foremost, the people. The DPD team is incredible. We work in a very tough sector. It is an industry where you, the business, everyone has to perform every single day, no matter what the weather, the traffic or anything else throws at you. We are in the spotlight. But it creates the most incredible people who go above and beyond, every time. Also, working with the very best online retailers. There is so much innovation in that sector and we have created some fantastic partnerships. We are responsible for their delivery service and I think that drives us to keep investing and improving, to be the best we can be. There is also the sense that we can genuinely drive change. The delivery industry has changed beyond recognition in the last ten years and I think we’ve played a huge part in that with technology and improving the customer experience. And we can see it with our sustainability work. We get frustrated at times, for example, when we can’t get hold of enough electric vehicles in the UK. But it is because we want to have the cleanest, greenest and most sustainable business, as soon as possible. Can you tell us anything about DPD UK’s plans for 2022 and beyond? One of our big aims is to be the UK’s most sustainable delivery company. This year we plan to have over 3,000 electric vehicles on the road in the UK and our vision We went through the equivalent of three years growth at the start of the pandemic, almost overnight. The operation is still running at that level and that has meant looking for improvements in efficiencies and different ways of doing things on an ongoing basis. CEO TODAY’S AWARDS WINNERS www. ceotodaymagazine . com 34

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