Top Companies for Leaders

The Top Companies are attracting, developing and engaging great leaders. Are you?

European Research Highlights 2011

Contents Introduction Overview of the Top Companies for Leaders Study 2011 Top Companies for Leaders Europe Top 7 What Differentiates Top Companies for Leaders in Europe
n Committed

3 4 5 6 6 9 12 15 15 16 17 18 19

to building leaders throughout their organisation in their practices and execution

n Comprehensive n Connected

to talent and culture

n Culturally

agile and engaged in diversity about measuring

n Disciplined

Conclusion Aon Hewitt Leadership Solutions Aon Hewitt Research Partners Aon Hewitt Contacts

Introduction
Difficult times call for bold leadership. As companies and economies everywhere struggle in the midst of the global economic crisis, leadership continues to emerge as a key differentiator. Only those companies with the strongest leadership practices will weather the storm. In fact, most organisations still cant find or develop leaders fast enough to address the multitude of challenges facing their companies and their people. The global crisis of confidence in leadership is growing in parallel with the economic downturn. Confidence in those at the top of our institutions has never been lower. Yet organisations with strong, credible leadership that implement an effective strategy for developing future leaders are still succeeding, even growing. Actual tactics are as diverse and varied as the workforces the top leaders are inspiring, but certain fundamental observations hold true across the board.

Top Companies...
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 differentiator at Top Companies Believe that the HOW matters more than the WHAT

TCFL 2011 - European Research Highlights

Overview of The Top Companies for Leaders Study

Top Companies for Leaders

The most comprehensive longitudinal study on leadership practices 478 companies around the world participated n Detailed 72-item questionnaire Study Methodology n 900 CEO, HR and senior executives interviewed n Independent esteemed judges panel n Financial analysis n Reputation analysis
n

Study Methodology
The study has been conducted in 2001, 2003, 2005, 2007, and 2009, and the research has provided the foundation for our more comprehensive 2011 global study. In 2011, over 450 companies participated in North America, Europe, Asia-Pacific, and Latin America, each completing a detailed questionnaire. From those submissions, finalists were identified and hundreds of interviews were conducted with senior executives using a consistent methodology and global rollup. The research enables the comparison of talent management practices of the best companies around the globe on literally thousands of data points. It provides valuable intelligence for all organisations seeking to improve leadership capabilities regardless of sophistication or size. Past participants have said that simply completing the questionnaire was thought provoking and resulted in new ideas and insights. In our analysis, we have found that differences 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 and outsourcing solutions, in partnership with The RBL Group, a strategic HR and leadership systems advisory firm, and FORTUNE.

Eligibility for Regional and Global Top Companies Lists

All organisations were eligible to participate in the survey process. However, global organisations were eligible for the list only in the region in which theyre headquartered. Subsidiaries of publicly traded companies were eligible for the list if they were publicly traded, separate from their parent company. Subsidiaries of non-publicly traded 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 the world to participate in the Top Companies for Leaders Study in early 2011. Study participation was open to organisations of any type (e.g., public, private, non-profit), size (employees and revenue), and location. From those invitations, 478 companies from around the globe took part in the study. Participating companies completed a detailed 72-item questionnaire examining the factors influencing both the depth and quality of leadership. Aon Hewitt analysed all entries for responses consistent with strong leadership practices and identified 182 global finalists. Each finalist company completed in depth interviews to provide greater clarity and precision around their specific leadership practices. In addition to the HR and senior executive interviews, we

TCFL 2011 - European Research Highlights

interviewed CEOs in a majority of the finalist companies. Aon Hewitt scored company survey data by assigning points to questions and responses, yielding both category-specific and overall scores. In addition, Aon Hewitt screened all finalist companies for financial performance relative to their industry. An esteemed panel of judgescomposed of authors, academics, and journalistsconvened in each region to select and rank a 2011 Top Companies for Leaders list in Asia-Pacific, 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 over a 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.

2011 Top Companies for Leaders Europe Top 7

1. BBVA 2. LOral 3. Unilever 4. ArcelorMittal 5. Siemens AG 6. Raiffeisen Bank International AG 7. Novartis

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 from Yale University, where she was a National Science Fellow. Prior to joining INSEAD she served on the Harvard Business School faculty for thirteen years. She is a member of the World Economic Forum Global Agenda Councils and the Visiting Committee of the Harvard Business School. Stefan Zagelmeyer is Professor of Economics and Human Resource Management at the International University of Applied Sciences at Bad Honnef-Bonn in Germany and Assistant Professor of Human Resource Management at the School of Management and Governance of the University of Twente, the Netherlands. As an active member of several working groups of the Deutsche Gesellschaft fr Personalfuehrung (the German branch of the European Association for People Management) and co-coordinator of the HRM Study Group of the International Employment and Industrial Relations Association, he works on topics related to innovation, employee participation, international human resource management and leadership. Stefan has published refereed articles in the International Journal of Human Resource Management, the Journal of Industrial Relations and the International Business Review.

TCFL 2011 - European Research Highlights

What differentiates Top Companies for Leaders in Europe

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 differentiates Top Companies from other organisations. They are:
n

Committed to building leaders throughout the organisation - Leadership as a strategic imperative - Thinking long-term Comprehensive in their practices and execution - Building a talent factory - Individual and personal development circle: Listening, Learning and Leading

Connected to talent and culture - The connection factor - Communication extends Top Companies lead in leadership - Fundamental leadership competencies Culturally agile and engaged in diversity - Building leaders who act locally but think globally - Engaged in diversity Disciplined about measuring

Each of these strategies is examined in more detail below. Data from the 2011 Top Companies for Leaders study is provided, where applicable. The figures 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 not achieve Top Company status.

Committed to building leaders throughout their organisation

Leadership as a strategic imperative
Top Companies for Leaders perceive the critical importance of leadership. With no exception, they have articulated a clear business case for investing in leadership as a strategic imperative (100% of Top Companies vs. 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 specific strategies for leadership practices in place (Graph 1).

TCFL 2011 - European Research Highlights

Graph 1: Specific strategies for leadership practices

100% 85% 86%

100%

100% 85%

100% 91%

100% 86% 65% 89%

100%

74% 63% 65%

Selecting leaders from within your organisation

Selecting leaders from outside your organisation

Assessing leaders

Developing leaders

Rewarding leaders Others

Engaging leaders

Top Companies

Identifying high potential/critical talent

Retaining leaders

Moreover, Top Companies link these leadership strategies to the overall business strategy. (Graph. 2) Graph 2: Practices linked to business strategy
67% 57% 71% 57% 43% 30% 24% 33% 20% 31% 34% 25% 23% 71% 67% 71%

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

Top Companies

Others

Top Companies state that their CEO (57% vs. 17%) and Board of Directors (29% vs. 2%) spend a high percentage their time and effort directly on leadership activities like succession planning, coaching and talent reviews. This high involvement has a significant impact, particularly in terms of leadership development. Whilst 38% 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).

TCFL 2011 - European Research Highlights

Thinking long-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
120% 100% 100% 100%

100%

80%

74% 67%

74%

60% 40%

20%

0% A specific CEO succession An emergency CEO plan in place? succession plan in place? A formal succession planning process?

Top Companies

Others

In addition, they have defined exactly what their succession plans include (Graph 4). Graph 4: Elements of succession plans

100%98%

100% 85%

100%

100%

100%

100%

100% 85%

100% 85%

100%

78% 68%

72%

70% 62%

Review of talent at least once a year

Use of performance ratings

Development of high potential pools

Assessment of potential for advancement

Assessment of leadership skill gaps

Clearly identify w hich jobs/roles are critical to the future success of the organisation

Internal successor Preparation of pools (e.g., high successor lists for potential) select positions

Development of successors for specific positions

Top Companies

Others

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

TCFL 2011 - European Research Highlights

Comprehensive in their practices and execution

Building a talent factory
Top Companies are less restrictive than other companies in their definitions of talent and high potential. This openness of mind and broad approach mark a consistent quality of all Top Companies for Leaders. They start with the identification of high potentials: when seeking future leaders, Top Companies do not limit themselves to 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 investing in leaders at all levels of the business (vs. 75% of other organisations) and in all geographies in which they operate (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: Sufficient talent pipeline

100%

100%

100%

71% 50% 57% 59%

71% 48%

43%

CEO

Senior management

Middle management Front line management Other critical positions Top Companies Others

In building their leadership pipeline, none of the Top Companies sees a lack of required skills/experience among their 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 high potentials: 71% state that their high potentials are aware of their status (vs. 45% at other companies). Consequently, Top Companies tend to more strongly differentiate pay between high potential and non-high potential employees than it is the case at other organisations (43% vs. 19%).

TCFL 2011 - European Research Highlights

Individual and personal development circle: Listening, Learning and Leading

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 an onboarding 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% at Top Companies vs. 75% at others) and those new to their role (17% vs. 43%), Top Companies follow a more individual and personal approach. They focus on clear expectation setting (100% vs. 67%) and rely heavily on coaching and mentoring (83% vs. 58%). Leadership education Regarding leadership education practices, Top Companies again follow a more individual and personal approach throughout all levels of management and appoint their leaders as teachers to a considerable extent (Graph 6). Graph 6: Leaders as teachers

Senior Mgmt

71% 26%

Middle Mgmt

71% 29%

Front line Mgmt

57% 18%

High Potentials

43% 24% 0% 10%

n

20%

30%

40%
n

50%

60%

70%

80%

Top Companies Others

Others Top Companies

10

TCFL 2011 - European Research Highlights

Top Companies differ from other organisations not only in the focus of their education practices but also in the extent of their efforts. When the use of the top two leadership education practices at Top Companies (case studies and customised tracking programme) is compared to other organisations, it is clear that Top Companies deploy them more often with a broader range of employees (Graph 7). Graph 7: Top two leadership education practices
Case Studies Customised Training Programme

High Potentials

71% 38% 57% 16%

High Potentials

100% 58%

Front line Mgmt

Front line Mgmt

71% 56% 100% 56%

Middle Mgmt

71% 23% 43% 24% 0% 10%

n

Middle Mgmt

Senior Mgmt

Senior Mgmt

86% 40% 0% 20%

n

20%

30%

40%

50%

60%

70%

80%

40%

60%

80%

100%

120%

Top Companies n Others Others Top Companies

Top Companies Others

n Others Top Companies

Leadership development Practices used for leadership development show a similar picture. Top Companies do more for a broader group of employees (Graph 8). Graph 8: Developmental assignments

High Potentials

100% 51%

Front line Mgmt

57% 32%

Middle Mgmt

71% 40%

Senior Mgmt

71% 38%

0%

20%
n

40%

60%
n

80%

100%

Top Companies

Others

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At other companies, special projects are the foremost practice in assignment-based development. Top Companies prefer developmental assignments matched to the specific developmental needs of leaders at all levels of management. Besides developmental and global assignments, Top Companies regard the first opportunity to move into a key position as the most effective practice in leadership development (50% vs. 9%). And Top Companies start 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 other companies. These initiatives include coaching and mentoring by internal and external providers, exposure and visibility to the Board and CEO, as well as structured opportunities for networking. These different approaches to leadership development adopted by Top Companies have a significant impact on their ability to build a robust leadership pipeline: none of the Top Companies is struggling due to inefficient mentoring programmes (vs. 28% of other organisations) or ineffective development of high potentials (vs. 20% of others). Feedback Feedback completes the circle of Listening Learning Leading. Top Companies live a more pronounced feedback culture, starting with onboarding. All of the Top Companies use participants feedback to measure the effectiveness of their onboarding process, while 77% do so at other organisations. Similarly, all of the Top Companies include Seek feedback in their competency model (vs. 77% at others). The majority of Top Companies 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

The connection factor
There is a palpable connection in these organisationstheir leaders walk the talk, they are passionate about their role as leaders of their organisation, and most importantly, they are zealous in their efforts to bring others along to share in their excitement. As the lines between work and home continue to blur in our always on culture, a sense of purpose becomes paramount to ones work. As one CEO stated, Performance cannot be delivered without purpose and purpose leads to performance. This connectedness impacts an organisations ability to thrive in the changing 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 work to understand who their talents are, what inspires them, and their aspirations. Senior-most leaders in Top Companies are starting to embrace the personal side of leadership. By attending to the emotional aspects of their people, they experience more energised and committed leaders. Its about fostering trust in people, trust in the culture, and having influence. 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 shaping the internal brandor employer value propositionthat differentiates a culture and drives the attraction and retention of the right leadership talent.

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TCFL 2011 - European Research Highlights

Communication extends Top Companies lead in leadership

Top Companies are strongly committed to leadership, live this attitude and do not hesitate to communicate about their commitment. All Top Companies state that they consciously strive to build a reputation for strong leadership (others 57%). See Graph 9 for their five most prevalent activities in this regard. Graph 9: Efforts to build reputation for leadership
100% 86% 73% 62% 52% 66% 57% 100% 86% 86%

Media coverage

Speeches or teaching at local universities

Conferences/professional speaking engagements

Targeted communication with investors

Senior leadership acting as ambassadors

Top Companies

Others

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

Fundamental leadership competencies

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

TCFL 2011 - European Research Highlights

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Graph 10: Top leadership competencies

100%

100%

100% 86%

100%

100%

100% 95%

100%

74%

74% 64% 60%

71%

Articulate a pointof-view about the future

Ensure accountability

Build teams

Help people manage their careers

Find and develop next generation talent

Deliver results

Seek feedback

Top Companies

Others

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
100% 100% 100% 86% 71% 64% 50% 41% 40% 100% 83% 71%

65% 55%

Articulate a pointof-view about the future

Ensure accountability

Build teams

Help people manage their careers

Find and develop next generation talent

Deliver results

Seek feedback

Top Companies

Others

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

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

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TCFL 2011 - European Research Highlights

Culturally agile and engaged in diversity

Building leaders who act locally but think globally
Cultural agility is paramount to success. Leaders must think globally, but act locally. The Top Companies know this, and they are actively working to develop these capabilities. Difficulty moving talent across functions and geographic mobility limitations are among the dominant top three challenges organisations face in developing 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 specifically geared toward removing barriers for the movement 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 that embraces diversity of thought and experience, allows their leaders to flourish in an ever-growing, ever-changing workforce. In fact, this type of think and act differently innovation drives the diversity of experience that supports the success of multiple cultures coming together in one workforce. In particular, cultural agility is a key driver of success in 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.

Engaged in diversity
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 increase representation 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/or perspective in leadership positions (100% vs. 42%), as well as placing individuals in leadership positions early in their 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. They intuitively focus on areas that support their organisational values and benefit their operational environments. Women are not advancing to the executive ranks fast enough to meet the leadership needs of today or tomorrow. In nearly every developed or developing economy, the shortage of women leaders is critical. Top Companies have recognised that without an adequate supply of capable and experienced women at the top and 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 have sufficient talent pipelines in place and do not need to make ad hoc decisions when it comes to succession. But it seems to be their inherent nature to always add a question mark to their accomplishments, analysing results to learn from them and become even better. Measurement is a discipline consistently deployed throughout the whole leadership process. All Top Companies have specific criteria to measure their overall effectiveness in achieving strategic leadership objectives (vs. 78% of other organisations).

TCFL 2011 - European Research Highlights

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Top Companies are most likely to use the following three standards to measure strategic leadership progress: achieving overall financial results (100% vs. 83%), meeting financial goals for growth (86% vs. 78%), and strength of leadership pipeline (86% to 52%). This ranking clearly illustrates that efforts with respect to leadership are not considered in isolation; Top Companies link leadership strongly to business results. Top Companies also use specific metrics to evaluate the effectiveness of their succession management process (100% vs. 52%). The outcome that is regarded as most important to measure (100% vs. 64%) as well as most effective for evaluating the succession management process is the number of job openings filled from the succession pool. Top Companies also cite the attrition rate from the succession pool as an important factor when measuring the effectiveness of the succession management process (71% vs. 25%). To evaluate the effectiveness of the high potential programme, 71% of Top Companies (others 45%) have specific metrics, with performance ratings (100% vs. 76%) and percentage of high potentials placed in senior management positions (100% vs. 54%) leading the way. To evaluate the effectiveness of the leadership development process, 71% of Top Companies use specific metrics (others 46%), the most commonly used is participant evaluation of learning programmes (100% vs. 71%), which is rated as the most effective measure (60% vs. 17%).

Conclusion
Even the Top Companies recognise they are nowhere near the finish line and, it is their tenacity and commitment 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 a connection to their work, their purpose and their future. In an ever changing world, the need to be culturally adaptive 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 future needs of the organisation and execute strategically based on these parameters will truly benefit from in returns that absolutely outweigh the risks.

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TCFL 2011 - European Research Highlights

Aon Hewitt Leadership Solutions: Plan, Assess, Develop

Aon Hewitt partners with some of the most powerful organisations in the world to create strong leadership and talent management strategies. We help them identify the competencies their leaders need to effectively 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 n n n n

Leadership and Key Talent Strategy Succession Planning & Talent Reviews Top Companies for Leaders Benchmarks and Reports Leadership Competency Modeling Leader & Talent Pulse Surveys Executive & Leadership Assessment High Potential Identification and Assessment Emerging Leader Assessment Assessment of Talent in M&A Situations High Potential Programs On-Boarding Critical New Talent Executive Coaching Leadership Development Processes Executive Team Facilitation

Leadership Assessment

n n n n

Leadership Development

n n n

n n

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Aon Hewitts Partners in the Top Companies for Leaders 2011 Study
Aon Hewitt partnered with The RBL group to conduct the Top Companies for Leaders research. The RBL Group is a strategic HR and leadership advisory firm. For over 25 years, its principals have collaborated with leading global organisations to strategically align corporate and business strategy to ensure sustainable high performance through the integration of theory, applied research, and practice. The RBL Group has trained and redesigned some of the best-managed companies in the world, helping them achieve significant improvements in 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, numerous industry 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 journalism with a domestic circulation of over 850,000 and a global leadership of nearly 5 million, and major franchises including the FORTUNE 500 and the FORTUNE 100 Best Companies to Work For. FORTUNE Live Media extends the brands mission into live events, hosting a wide range of annual conferences, including FORTUNEs Most Powerful 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. FORTUNE magazines online home is CNNMoney.com. CNNMoney.com averages more than 13 million unique visitors a month.

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TCFL 2011 - European Research Highlights

Aon Hewitt Contacts

Top Companies for Leaders Team Shelli Greenslade Global Project Lead, 2011 Top Companies for Leaders shelli.greenslade@aonhewitt.com Bernhard Stieger European Leadership Consulting Practice Lead bernhard.stieger@aonhewitt.com

Austria, Germany, Switzerland Bernhard Stieger bernhard.stieger@aonhewitt.com Belgium An van der Weken Czech Republic, Slovakia Karel Palata an.van.der.weken@aonhewitt.com karel.palata@aonhewitt.com

+43 1 712 99 81 40 +32 2 743 86 11 +420 271 001 370 +46 8 505 559 38 +33 6 23 02 23 15 +30 210 747 2760 +36 1 801 8093 +39 06 42 272 241 + 911 2441 55731 +48 22 696 8555 +27 11 944 7441

Denmark, Finland, Norway, Sweden Magnus Persson magnus.persson@aonhewitt.com France Emmanuel Guihard Greece Alexandra Eleftheriou Hungary Eva Virag Italy Daniel Seacombe Middle East Sahiba Singh Poland & Russia Renata Sienkiewich South Africa Jaco Kok Spain Jorge Jimenez Urizar The Netherlands Gordon Busch United Kingdom Jenny Merry emmanuel.guihard@aonhewitt.com alexandra.eleftheriou@aonhewitt.gr eva.virag@aonhewitt.com daniel.seacombe@aonhewitt.com sahiba.singh@aonhewitt.com Renata.sienkiewich@aonhewitt.com jaco.kok@aonhewitt.com

jorge.jimenez.urizar@aonhewitt.com +34 91 340 54 89 gordon.busch@aonhewitt.com jenny.merry@aonhewitt.com +31 20 430 5023 +44 1 727 888395

About Aon Hewitt

Aon Hewitt is the global leader in human resource solutions. The company partners with organisations to solve their most complex benefits, talent and related financial challenges, and improve business performance. Aon Hewitt designs, implements, communicates and administers a wide range of human capital, 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 2012 Aon Corp.