Jochen Herrmann, Baringa:
Hello and welcome everyone. I'm joined today by Angelica Ibarra Romero from Statkraft to discuss how leaders can make space for kindness. Angelica, thanks so much for joining us.
Angelica Ibarra Romero, Statkraft:
Thank you Jochen for having me here.
Jochen Herrmann, Baringa:
Can you tell us a little bit about yourself and your role at Statkaft, please?
Angelica Ibarra Romero, Statkraft:
Yes, of course. My name is Angelica Ibarra Romero. I'm responsible for the back office financial operations in Europe and the US, for the market operations segment at Statkraft.
Jochen Herrmann, Baringa:
We want to talk about kindness. And I'm really curious to understand what kindness actually means for Statkraft.
Angelica Ibarra Romero, Statkraft:
Well kindness is in my view a big word for Statkraft. We are a very successful company. We try to deliver as much as possible all our ambitions. But at the same time, everything that is behind is people. That means that we are very good at people, and treating them people and being kind with people. We have clear values. We have a high standard in HSSE caring in the physical area with the power plants, but also about in our offices, taking care of our people mentally and physically. We have high KPIs for this. So we combine that very well. We grow together, we are responsible. We always need to be aware of the impact in our colleagues and our customers and our societies.
Jochen Herrmann, Baringa:
Very good. And I think there's another element to Statkraft by being a Scandinavian company. So does this influence the company culture and approach to kindness? So what's your view on that Angelica?
Angelica Ibarra Romero, Statkraft:
I mean, totally. Statkraft is very Scandinavian-driven. Of course, our headquarters and our owner is the Norwegian Crown. In addition of taking care of the nature of environmental aspects, which is the nature of our business, this is one of our core values in the Scandinavian culture. We promote flat and lean organisations where everyone is treated well.
We respect very well, each other, independent of their religion, gender, direction or belief. We treat the people in the way that they feel comfortable, that they feel happy, we have a very good work-life balance, but there are some aspects to consider but we really take care of that. We take care of our families. And we recognise the hard work. These aspects in the Scandinavian culture, they are totally matching the Statkraft culture.
Jochen Herrmann, Baringa:
Yeah, I think what you just highlighted about the importance of people and so on resonates really well. And I think in your role as VP of back office, you obviously lead multiple teams across countries. So in what ways do you ensure kindness actually permeates through all your back office operations?
Angelica Ibarra Romero, Statkraft:
Well, first of all, our unit, our department, is a department characterised for a lot of pressure. Our people are under cost and yes, demands, requirements and all at highest quality and the lowest cost as possible. That's the natural cycles in any company. But me as a leader and also towards our organisation, we need to lead by example.
So treating people well, being kind, listen, being fair, promote trust is a must, right? No matter what the situation. We have to ensure that our people, our experts, our talents, feel valued and feel comfortable in this organisation. So yeah, that is part of my agenda. So we talked about how to ensure that this works, ensure that people feel this in an honest and real way. This has to be a natural skill also for us as leaders.
Jochen Herrmann, Baringa:
We feel that being kind involves being empathic. And from your point of view, how does empathy actually improve empathy and well-being and why do you think this is important for you?
Angelica Ibarra Romero, Statkraft:
Well, first of all, I think that being empathetic with your organisation is a must in today's leadership roles. That let's say if you look back, I don't know, let's say 10, 15 years, this is something that you really didn't discuss that, right? But today its a must for any type of organisation, not only Statkraft. But this is a natural ability.
First of all, I don't think you learn how to be empathetic. You're just probably its part of your nature. And has to be part of the skills of any leader that enjoys being with people. I think empathetic is the ability to read our people. Yes, you really sense how people are feeling. You really feel how this is going on in your areas, how to motivate them, how to ensure that they come out with their best capabilities. And that I saw and I really experienced a lot of needs of being empathetic with my people because what happened in our minds during the last three to five years, it was immense.
Jochen Herrmann, Baringa:
Yeah, I agree and I think, and I hope that also you, the leaders in your team and around you strongly believe in this concept and what you just said.
Angelica Ibarra Romero, Statkraft:
Well, yes, we learn that it's an important concept. So we knew, we went through the experience that we need to make this tangible. And after, let's say when we went into the pandemic and then now we are readjusting to go back, you lost all the opportunities to be empathetic. When you were face to face, when you say thank you, when you put a smile, when you have the coffee, how is your life, how is your family? That is gone, it was gone. And then, so you really need to make this empathy tangible and that's the only way. It's just self reflect and see how to bring that across into your organisation. I think let's talk a bit about our day to day environment and the industry we both work in and specifically in a very time pressured world of trading.
Jochen Herrmann, Baringa:
Can we reflect a bit on how leaders actually make space for kindness and what can potentially get in their way?
Angelica Ibarra Romero, Statkraft:
Well, I think that no matter how stressful and how pressured your environment is, like the trading activities that has not been only now but always have been like this, there is a key aspect that you have to be always respectful and taking care of your people. If I put myself in a trader environment, being a trader, I'm not a trader, but how I have seen them the last years, then there are people with families, persons that also have, I have to say fears and they have to make decisions and they were in tremendous volatility the last year that I saw them in a different phase that I never saw them before.
You need to give space as that's human being. People need the space to make good decisions, good choices. So yes, that is no chance to put it in another way. Whereas for us, when we needed to support actually these trading activities, we never accepted even under the highest pressure disrespectful treatment or mistreatment to other people so that it was always a must. It's like part of our day to day way of operate. So there is no room for not being kind in our organisation who is looking into the same direction.
Jochen Herrmann, Baringa:
How do the leaders, their support and from your point of view, create the right culture and put priority on kindness? How does that work?
Angelica Ibarra Romero, Statkraft:
Well, first of all, we regularly evaluate how the people feel. So we have official kind of evaluation, maybe twice a year when we really ask concrete questions to our people. Then we discuss the results and then we create these in, we create solutions and concrete actions. That is, for example, very, very official across the complete organisation. We also have our goals and performance dialogues. And when we have open discussions, no one-to-ones, when we talk about performance, but also about individuals, that is also a super big opportunity to talk openly about where people feel and how they feel treated. We make the topic part of our agendas and our town halls gatherings, etc. So I'm a convinced leader that kindness is an investment itself.
Jochen Herrmann, Baringa:
Yeah, I think you tapped on a very interesting topic and I think you brought kindness into the context of performance and success. This is curious, I'm curious to understand a bit. What do you think? How does Statkraft actually benefit from being a kind organisation then?
Angelica Ibarra Romero, Statkraft:
Well, I see benefits totally, benefits a lot. For two main reasons: we managed to retain people, to retain good people, to retain our talents. We tried to make our people happy. Sounds very, how do you say, how can we say it? Very idealistic, but this is the way we operate the company, so we have a lot of people staying quite long because there is something that triggers attraction and respect and family-friendly organisation. People need to be also developing to that direction. They really, we make the best from our people organisation, but also at the same time, we are able to deliver our goals and ambitions. So it just goes hand with hand.
Jochen Herrmann, Baringa:
So what advice would you give to any leader about how to make space for kindness?
Angelica Ibarra Romero, Statkraft:
Well, I have seen that no matter the circumstances and the pressure where you are, you need to treat your people well, you need to be respectful, listen to your team and be an active listener.
Kindness is part of your leadership agenda, right? And make it, try to make it tangible. And how do we make kindness being tangible? There are today in the market a lot of surveys. There are a lot of self-evaluations that really give you a flavour, how you are acting and how you are developing your kindness or your emotional intelligence. Take that serious because this one pays. People won't remember the task. People will remember you as a leader. So be self-aware of that. Make the most. If you are good at that, make the most of it. Then your people would like to work for you.
Jochen Herrmann, Baringa:
Angelica, I love that answer. And I would love to continue this conversation much longer. But thanks so much for joining. It's been wonderful to chat to you today and also to hear about how kindness guides your leadership style. So thanks so much.
Angelica Ibarra Romero, Statkraft:
Thanks a lot.
