Employee Stories

Andrew Clifford

Meet Andrew Clifford

His day job is grounded in judgement, trust and doing the right thing. As Global Head of Anti-Bribery and Corruption, his work helps set the standard for integrity in how we do business.

Ask Andrew about leadership though, and the conversation quickly becomes more human.

He talks about the team charter that sets out how colleagues work together, handle conflict and celebrate success; Coffee Connects where a global team talks about life beyond deadlines; and sessions where colleagues share music, food and cultural traditions.

For Andrew, these are not “extra” moments. They are how belonging is built.

I didn't learn about inclusion in a boardroom. I learned it growing up.

Andrew Clifford

Global Head, Anti-Bribery and Corruption (ABC) Policy and Framework

Raised in a single-parent household, with his mother and grandmother playing a huge role in his life, Andrew saw first-hand how ambitious and capable women can be, and how easily expectations about gender can influence the roles people are encouraged to take on.

That experience stayed with him. It informs how he thinks about equality, opportunity and the importance of creating workplaces where people are not limited by assumptions about who they are or what they can do.

In his own team, inclusion starts before someone even joins. Andrew is intentional about diverse interview panels, consistent questions, objective scoring and case studies that allow candidates to show not only what they know, but how they think.

Once people are in the team, the focus shifts to connection

With colleagues based across Uganda, China, Singapore, the UK and Poland, Andrew knows belonging cannot be left to chance. Regular one-to-ones help him understand what is happening beyond work. Informal team sessions create space for people to share what they are working through. Coffee Connects bring people together without an agenda.

Then there are the quarterly virtual sessions, led by different team members, covering everything from music and food to weddings, faith and local culture.

Wellbeing sits closely alongside that. Through his experience supporting colleagues on mental health and wellbeing, Andrew has seen how important it is for people to know where to turn when work or life becomes difficult. For him, leadership means making sure colleagues are aware of the tools available to them, from wellbeing platforms to other forms of support.

That same care is given in how he helps people develop

Andrew is also a strong advocate for helping people grow. Whether through mentorship, sponsorship or Lean In circles, he believes development happens when people learn from one another, build confidence and are given the opportunity to take the next step. Sometimes, all it takes is one conversation, one connection or someone willing to champion your potential.

Because in a world that feels increasingly dynamic and uncertain, people need more than direction. They need connection, clarity and trust.

That’s what shapes Andrew’s view of inclusive leadership. Not a slogan, and not a once-a-year conversation, but a series of everyday choices: who gets heard, how fairly decisions are made, how people connect, and whether they feel able to bring their perspective into the room.

Over time, those choices change the way a team works.

Ideas surface earlier. Assumptions get tested. People look out for one another. And inclusion becomes something people naturally experience in the everyday.