Making talents grow in all their diversities

Jana Hanušová belongs to the highest-ranking women in the Czech financial business. Jana is the CEO of ESSOX, one of the leaders in specialized financing in the Czech Republic. She is also responsible for the development of the company's activities on the Slovak market. Jana is a member of the supervisory boards of ALD Automotive Czech republic and German sister companies BDK.

Jana is convinced : credibility and trustworthiness should be one of the key attributes of aspiring leaders. Her advice : to be actively involved in what you are encouraging other so do, to communicate transparently and openly, and to be aware that there is no such thing as a free lunch. Interview.

During your career, do you feel that being a woman has changed things? How, why and when?

I am convinced that the hardest, but also the most important part of implementing any change is the ability to work under uncertainty. This is true for female and male leaders alike. One my key personal objectives is to teach people to work and function with uncertainty, to make sure that uncertainty is not something that paralyzes them. Instead, I try to teach them to embrace uncertainty positively. Managing uncertainty is an extremely difficult task. If not handled properly, it can quickly lead to loss of focus and motivation within the team which can significantly slow down or stop the process of change altogether. So my recommendation would be to keep a strict focus on handling uncertainty. In all likelihood, we are not going to see less of it in our interconnected world going forward. In fact, I think that uncertainty might very well be the only certainty that we have. For this reason, we should learn to work with it positively.

I consider myself as someone who enjoys constantly re-building something in the face of change. The more challenging the change in terms of the complexity and external environment, the more motivation I typically derive from it.

Undoubtedly, the biggest change and transformation that I have faced so far is the one that ESSOX is currently undergoing. Not a long time ago, ESSOX was as an average provider of used car financing with even more average IT system and with less than average client satisfaction. Thanks to a complete change in its business strategy, increased focus on digitalization and successful integration of acquired PSA Finance company operating in Czech and Slovak markets it has managed to change its course dramatically. Today, ESSOX is one of the key players in the field of mobility in Czechia and Slovakia with a fully digital financing model and encouraging Net Promoter Score of 48. The transformation is far from complete. After reshaping the business of ESSOX we focused our attention on optimizing our processes and making them leaner. Part of this change is a complete ongoing change of our core banking system.

What advice would you give to a woman starting out in the business world today?

I believe that credibility and trustworthiness should be one of the key attributes of aspiring leaders. In my experience, the best way to reach such credibility is being authentic and leading by example even if it means stepping out of your comfort zone and exercising extra discipline. My recipe is to be actively involved in what you are encouraging other so do, to communicate transparently and openly, and to be aware that there is no such thing as a free lunch.

Honestly, though, looking at the young generation of women, I am not worried about them at all.

Thriving and effective as an expert in market finance, but also as a mentor to her teams, she tells us: “Success is found outside your comfort zone”. 

Her advice: Take the first step, because it is precisely this crucial stage that leads to improvement and progression. Interview.

Could you tell us about your career?

I joined Societe Generale in February 2019 as an intern within the framework of the preparation of my final year project in sustainable financial engineering.    
At the end of my internship, I was fortunate enough to be recruited to the Societe Generale Index production team as a Structured Products engineer within ATS/MARK/SPS/SGI. I learnt a lot in the Client Services team, including mastering the production of clients reports and analysing the strategy’s performances. In 2022, I was given a job mobility opportunity and joined the Index Strategy teams, where I was able to evolve towards new functions and responsibilities.

What drives you?

My goal is to develop my expertise in market finance, particularly in structuring activities. Driven by a desire to surpass myself, I consider continuous learning to be my driving force. I don’t like to hear myself say “you can’t”. As an engineer in the field of finance, I have a vision where IT is a key tool enabling me to achieve my objectives. It doesn’t matter what language or new technology I use, what motivates me is learning new things and bettering myself.

What do you like in your day-to-day work?

The SG ATS SGI team participates in the development, structuring and post-trade management of SG proprietary indexes for the entire Societe Generale group. Working closely with the financial engineering teams around the world, we participate in the development of the range of indexes, the putting in place of quantitative models and the day-to-day monitoring of investment strategies. I like working in an international environment and having the opportunity to be a part of a production team that covers 3 major markets (Asia, Europe and US).

What are the challenges you have faced?

At the beginning of my career, I had a little trouble reining in a tendency to “overthink”. With time and experience, I have managed to overcome that tendency and to focus on action.

What is your motto?

“Success is found outside your comfort zone.” It is essential to try new things. Taking the first step is the hardest, but it’s precisely this crucial stage that leads to improvement and progression.

What’s your place within the team?

With 5 years of experience within the team, I make sure I assist and integrate new joiners. I also try to put initiatives in place to encourage mutual aid and foster inclusion. In 2022, I had an opportunity to oversee a young intern for the first time: Mehdi Zouhair. From his very first day, I trained him and guided the development of his skills until he received his diploma, and then his integration within SGI in Casablanca.

Mehdi Zouhair’s point of view regarding his career and experience in Samia’s team

“During my interview, I was struck by Samia’s availability and professionalism. That first meeting motivated me to join Societe Generale Africa Technologies & Services and helped confirm this was the right decision.

Samia is a person who is always looking to develop and to help her colleagues develop too. Her support enabled me to learn the profession in a rigorous manner. At each stage of the learning process, I felt both challenged and encouraged. Her caring support was pivotal in my development, and all the interns around me have experienced it. Even after she moved jobs in November 2022, she continued to be available when the members of our team needed it.

Today, following two years as a structured products engineer, I still feel inspired by her mentoring and try to adopt a similar stance to inclusion and experience-sharing with colleagues.”

Today, spotlight on two key initiatives, “IT Women Initiative” and “Women in Tech”. Set up by women in the Group’s IT community, committed to equal opportunities and the inclusion of women in Tech, these programmes are dedicated to promote the digital sector among young women and thus contribute to the Group’s digital transformation. 

Lynda (Dehmane Ghellam) and Sylvie (Clémot); you’re the two founders of “Women in Tech”. Why this project? 

Lynda : Before Women in Tech, I was already a member and role model within the “Women of Influence” organisation, I was very committed to gender diversity issues.

As a member of staff in the IT community, I naturally wanted to become involved within the Group, because it is clear that we have a great need for women in the field of Tech. Through my background, I’ve noticed the problems women have creating an internal network for themselves: the hurdles – often subconscious – that they erect as well as the persistence of imposter syndrome in their professional activity. I know how important it is to have a mentor, to have role models women can identify with! So, with Sylvie, we decided to set up this ERG to help them and support them through their career development.

What are the differences between “Woman in Tech” and “IT Woman Initiatives”?

IT Women Initiative is a mentoring and animation programme specific to our IT department, while Women in Tech is an ERG (Employee Resource Groupe) covering the entire scope of the IT community.   

For our part, we’re targeting several objectives: we want to create bridges between local initiatives and the IT Line’s various entities to facilitate conversations about careers, put in place initiatives to support women, identify inspirational and compassionate role models, carry out development actions regarding soft skills, workshops, reskilling programmes and also help men better understand why female staff need such support.

Within COO, our leading supporter is Laura Mather, an excellent ambassador! After establishing this ERG in France, we’re now expanding it internationally!

Sylvie, your engagement in favour of women’s rights is recognized within the Group. When did you get involved?

I had this wake-up call about 5 years ago! It’s a gradual development that has taken place over the course of time through my professional and personal life. A graduate of an engineering school (following preparatory classes) where an overwhelming majority of students were men (>80%), I then joined Societe Generale’s IT department. So I’ve spent a long time in a male-dominated environment – not that it was ever a problem for me. 

I gradually benefitted from training and support programmes aimed at women within the Group. I realised that many stereotypes were still ingrained in a lot of my fellow female colleagues’ heads. So, given this observation and the fact that there are very few women in IT, I felt it was crucial to act for change this mindset. By working with and spending time with young women, I can see that there is still a lot to be done for future generations. We need to understand that knowhow is important but speaking up is just as important; it’s essential in order for the contribution of women to be recognised and acknowledged. I would also like to add that this isn’t an issue reserved for women, it’s also an issue that concerns men. We shouldn’t hesitate to involve them in our initiatives, as they are true allies and we can learn a lot from each other.

Thank you to both of you, let’s hear from the founders of “IT Women Initiative”!

Estelle (Pon), Laëtitia (Impératrice), Frédérique (Fillacier) and Pascale (Lacroix); you launched the “IT Women initiative” programme in November 2022. So what was your objectives ?

For a number of years, the IT community has faced a real lack of women within the entity. As well as difficulties recruiting women, upskilling is complex within this Line. This observation had been true for some years, and the four of us were driven by the same belief and the same desire to launch an initiative to help women progress.

How did you go about it?

Firstly, we felt it was essential to properly understand the expectations and needs of women within our IT department. Supported by our Management, we initiated a survey on the issue.

The survey revealed that there was a need for mentoring, for training (stereotypes, soft skills…) and a strong appetite for networking events. The lessons learned from the survey became our roadmap.

In January, we launched our platform and organised training sessions to clearly explain what mentoring is. We have to avoid empty promises and clarify the role of each person (mentor vs. mentee) (confidentiality, no hierarchical relationship…). 

Our first event was held in January and included discussions, workshops, the promotion of the Mentoring initiative and a much-appreciated speech by Isabelle Debeaupuis, Head of Group Enterprise Architecture.

Is success on the cards?

Yes, our initiative is already a success: we have 30 mentors and 19 mentees. The programme is making rapid progress! 

We firmly believe in the need for a diverse (in terms of culture, disability, gender, background, etc.) and inclusive work environment.

Mentoring is a win/win situation for both the mentees, who benefit from practical and caring support from an experienced member of staff, and for the mentors, for whom it is a unique opportunity to identify needs and potential areas of improvement in the work environment.

On the visuel, from left to right : Laëtita Impératrice, Frédérique Fillacier, Pascale Lacroix and Estelle Pon; Top right: Lynda Dehmane Ghellam; Bottom right: Sylvie Clémot.