They haven't given up despite a clear bias towards UK employees, despite subpar and discriminatory biases towards women in STEM and manufacturing groups, in spite of the lack of real strategic support which adversely impacts the individual contributor. The "little people" seem to care more.

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Kerry leaders make choices within a constrained range of options they believe are dictated by Edmond or by external pressures that are out of their control (e.g. the labour market), yet truly are dependent on factors internal to the organisation that impact the external market, such as rate of pay.

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Women still experience significant pay inequity at Kerry. In bonus compensation for leaders, as an example, there is a shocking 160% difference between what men are paid compared to women. The CEO should have his ("his" works for all the CEOs for Kerry Group, by the way) bonuses tied to fixing this.

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Strategic support, some level of trust and autonomy to make decisions necessary to do our jobs, a semblance of work-life balance to avoid burnout and for Edmond to get whatever stick the leaders in Ireland seems to think he has out of his backside so we can plan and implement meaningful change.

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Knowing that nothing I really do is going to be critical as it's all abandoned anyway. Most of what we do at Kerry seems to tossed in the sea of ever-changing directions we seem to go in. The Global Shared Services model is the latest example of half-baked improvements that won't go anywhere.

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