Deep reflection and change needed - Manager C40 Employee Review

It was recently uncovered by new HR director that the Management Team (MT, ie. C-level management) had been receiving private health insurance for a number of years. While not uncommon for high-ranking staff to receive additional benefits (eg. private health coverage on top of NHS, compared to UK staff), this is in stark comparison to staff based outside the UK/US/EU. For staff - especially those in "Global South" locations - it took an average of 2 years of internal lobbying for health insurance. (The acquiescence to look into providing health insurance also occurred at the start of the COVID-19 pandemic.) For some countries where NHS-equivalents are not available, C40's lack of health insurance provision was in actual violation of local labour laws. When the insurance policies were finally delivered, most policies were not appropriate or sensible for the local health system, and insufficient in coverage values. For example, some policies read in a way that it would be better to be ill enough for A&E hospitalisation, instead of going to the local clinic/GP. Credit to the new HR director for calling out the unfairness and hypocrisy of the MT, and demanding that the policies be cancelled. However, in response to the cancellation, the MT requested (successfully) for salary increases in lieu of losing the policy coverage. An unemotional response to this is not possible. Other considerations to contrast this response with what is happening with ordinary staff: - Proposed cancellation of this year's annual increment of GBP 500 (which ultimately did not go through due to employee response) - Numerous accounts of gaslighting and/or burnout, with long-term mental and physical health consequences - When employees are awarded and recognised, the common reaction is "thank goodness, they have been pulling insane hours to make things work" - The fire and re-hire of over 50 staff, mostly based in the "Global South" Efforts have been made to improve across the past months. It is probable that defences and counterclaims to this post will be made, internal and external to the organisation. However, even if reparations are made on the many issues, one still has to question that this is the same MT which continues to: - Direct the strategic planning, governance and outputs of the organisation - Represent to the global audience the values, objectives and outcomes of the organisation (eg. climate justice, COVID-19 response, racial equality, inclusion, diversity, youth advocacy, etc.) The MT's attitudes, choices and communications create the organisational culture and standards for the collaboration with cities. It is within this "every-day normal" that passionate and qualified employees do their best to work together, deliver climate justice, and develop professionally. Many amazing staff have left in the past year, which not only affects the continuity of expertise, but the workloads and motivation of remaining colleagues. One hopes that there is a urgent, authentic and transparent reflection in the organisation about what this means, and how the "every-day normal" can be improved.