Businesswomen From England

"The Queen has never sat there and said anything that makes her miserable, has she? She’s always got on with it."

"You either like people or you don’t."

"So if you’re looking to create a better work environment — and to attract the best people — be sure that your organization is one where “lifelong learning is celebrated and encouraged"

"I was initially inspired by the young, rebellious rock elite of our era, as I’d never seen fine controversial jewelry designed for a niche market of the young and fearless, involving weapons and illegal substances. I then realized that I did not want to provoke use of weapons through my designs, as the designs were merely for comical attraction, the same way children play with toy guns; so I decided it would be an idea to donate to specific War Funds such as War Child with each item sold.”"

"So, I think we appreciate that our support side is a bit of a sticking plaster, in that the issue has already occurred for people and you need to then kind of try and put people back together again and get them back to resilience, empowerment and independence. We do a very small part of that on their journey but ideally we want to work to a situation where we don’t have to have safe-houses anymore."

"When we talk about support we are talking about direct services to survivors. So we run a women’s safe-house, a men’s safe-house and also a resettlement service. The safe-houses are 24/7 and once people move out of there we then help resettle them in to the community, so we work with them for a bit longer as they are living in and around the South West."

"Unseen is an antislavery organisation and a non-governmental organisation and our mission is to work towards a world without slavery."

"And we’re due to open a children’s project later this year so again a safe-house for children. Then we say by influencing we realise that as an agency on our own we can’t tackle this issue so we need to collaborate with law enforcement, with government, local and national, with the EU, with local authorities, with other statutory organisations, to make sure that we come together to look at which bits agencies should be doing to stop the issue from occurring in the first place."

"It is a privilege to join Building Digital UK at such a pivotal moment in its journey. The challenge of ensuring every corner of the UK benefits from fast, reliable digital infrastructure is one I am deeply passionate about"

"the global recognition of our Film Awards and putting our work with new talent front and centre of what we do. I have a saying that ‘talent is everywhere but opportunity is not’, and I want to make sure that we are creating that opportunity."

"BDUK is a critical enabler of the Prime Minister’s Plan for Change, helping to grow the economy while ensuring communities are not left behind in the digital age. Working alongside the talented team at BDUK, we will continue to deliver on our mission of creating a more connected, inclusive, and digitally empowered nation."

"I was offered. The job I eventually went for was what I have always referred to as “second junior assistant from the left” at a theatrical agency. I was the 53rd person who was interviewed for the job and I got it."

"I didn’t have many qualifications, but I had shorthand and typing, so I applied for secretarial roles and, again, I was very lucky. It was a time when pretty much every role I applied for"

"I have been at BAFTA for 22 years and the reason I am still here is that I feel we achieve something each and every day and my dreams for the organisation just keep coming true. There are so many triumphs – the journey from the BAFTA of 1998 to the BAFTA of today"

"I’m excited to be joining ACL’s Board to help guide the company as it manages the pressures of coordination at a growing number of constrained airports while staying at the forefront of technical progress and customer service."

"I’d produced BAFTA’s awards ceremonies for Scottish Television and was passionate about what they were trying to achieve. I just thought, “I have to go for that job” and for the second time in my life I was prepared to take a substantial pay cut to do a job that I really believed in"

"I don’t know. I wrote to 15 television companies and I was very lucky that one of them said yes. I worked across the PR Department and the Publicity Department at Thames Television and couldn’t have been better supported, and I ended up staying for six months."

"I don’t know where it came from, but for my second-year placement I decided I wasn’t going to go to one that the polytechnic had organised locally; I wanted to work in a PR department in a television company."

"Lesley Cowley appointed as Chair of the Board of Airport Coordination Ltd"

"“Even out of the recession, we don’t believe that is going to come down massively,”"

"“It was hugely tough but we decided that my career would take the lead, so we put his business on ice and we went,” she says. “I have a great husband, that’s one of the magic ingredients.”"

"“As a country we walked away from apprenticeships and manufacturing generally. Now it’s very much back on the agenda, but we’ve got a lot of catching up to do to make sure we’re got the right skills.""

"For us, finding a solution is very, very important,"

""Now it is time for me to do something else while maintaining my interest in skills and young people. For me, the future is about continuing to be involved in the things I love while finding more time to enjoy my wonderful family and, in particular, my beautiful grandsons.”"

"What is very important for us is regulatory standards. Absolutely key is that we have a convergence of that, that we avoid red tape,"

"“We have to bring young people in and really equip them, and move them through really fast. But we also have to up-skill – they are going to be the engineers for tomorrow.”"

"The question is about how you fund your growth. The most straightforward is you generate your own cash through trading."

"I would say it’s a watershed moment. Some of the difficult decisions we took over the last year mean that we’re now generating more cash as a business"

"I’m looking forward to what Waitrose is going to be doing over the next two to three years"

"I’m a very pragmatic person,"

"At a time when we have been put into special measures, had huge challenges and have made significant organisational change, we were able to attract a high calibre team which is really important in terms of sustainability and long-term improvement"

"Look at the high street names that aren’t here, but were here in 2019. The fact that we’ve come through it, the business has got momentum and the team is in place for a smooth transition. I’ve felt incredibly lucky."

"The partnership model was never in question"

"One of the things that perhaps is underestimated for GSK is that when we went through the separation and the creation of Haleon, we used that to reset our global supply chain for meaningfully more resilience. That includes dual sourcing in all circumstances."

"The situation is very fluid. We’ve been anticipating it for some time and we are confident that we will navigate through it. Our priority is always to make sure that we are securing supply of our medicines and vaccines to the people and patients who need it."

"We don’t manufacture there, so there’s no direct impact in terms of China-US relations. Perhaps you could even argue there may be opportunity as a British-based but global company for us."

"We’re now a pure play biopharma and as you said absolutely after the major demerger of Haleon and absolutely resolutely focused on getting ahead of disease literally by preventing it and treating it and that is really taking advantage of this explosion in technologies, new vaccines technologies that we’ve seen, of course, mRNA"

"“They were looking for leadership. In a sense there was a vacuum there. A lot of people knew me as I had worked there before and I was known by local partners – everyone was very welcoming. But the staff were yearning for someone to come in.”"

"The way staff engaged with it and agreed to the changes we made was a real testament to them. We have not really had any challenges"

"The real leadership challenge is how to deliver sustainable improvement year in and year out – someone said to me it’s more a marathon than a sprint.”"

"We’ve come through once in a generation events over the last five years"

"We’ve had the pandemic and we’ve had inflation at a level we haven’t seen since the 1970s. We’ve come through that as a partnership with all the upsides of the partnership – transparency, service, long-term focus – intact."

"We’re back on track and much more fit for the future. This is a launch pad for the next phase of growth for the business and to be frank we’re in as solid a position as we could be given the five years we’ve had"

"The partnership almost sits apart from the rest of the business world,” she adds. “We’re almost more in the mode of the BBC or NHS as a national institution, because people feel that they’ve got a stake."

"“The question more and more for all of us in the industry is, ‘can we harness the promise of our understanding of biology, the promise of the capability of technology and with both new kinds of innovation and new policy, try and get ahead of disease at an earlier stage?’ Prevent it before it starts or intervene to keep people out of the hospital and keep people well for longer. Keep the cost of healthcare down but keep the outcomes improving in a way that's fair for more people.”"

"“We are seeing new solutions being brought to previously unpreventable infectious diseases.”"

"“Industry must step up and help young people bridge the gap between education and employment,”"

"“We cannot leave this problem to the Government and schools. We need to work together to help young people – and to develop the next generation of skilled employees for the future.”"

""Everyone thinks the answer to every question these days is AI. It isn't. The answer to every question these days is all about the people. If you have a technically brilliant, aligned, energetic, committed, diverse, team, you can achieve absolutely anything,”"

"The last thing I’d say in terms of capital allocation is: no one should be in any doubt about our commitment to and recognition of the primacy of delivering returns to shareholders."