Harris aims for balance

It takes a perspective from outside the square to find comparisons between raising children and running a company, but that’s how one of Western Australia’s most accomplished directors, Fiona Harris, sees it.

And she’s not beyond suggesting that companies can behave like a bunch of naughty boys.

“It is just great to be involved in really good companies – in some ways they are like your children in that you can be swelling with pride one minute and the next they can be so naughty and you can be so frustrated with them,” Ms Harris said.

It is a telling comment, albeit delivered with a laugh.

As one of the State’s most prominent female business leaders, Ms Harris has earned the right to laugh at the antics of her colleagues from time to time.

After reaching the level of partner, and after 14 years with KPMG in Sydney and San Francisco among other places, Ms Harris returned to Perth with the intention of having children. At the same time she undertook what she describes as a “concerted campaign” to get herself appointed to boards.

With a strong audit and superannuation background Ms Harris was initially appointed to the Government Employee Superannuation Board and HBF.

Her current positions make her one of the most prominent female executives in WA with seats on the boards of Alinta, Portman Limited, HBF Health Funds Inc, West Australian Symphony Orchestra Holdings Pty Ltd, and NM Rothschild & Sons (Australia).

She has also had previous involvement with Burswood Limited, Evans & Tate Limited, Government Employees Superannuation board, Kailis & France Foods Pty Ltd, Plan B Financial Services Ltd and Plan B Trustees Ltd, and Sydney Philharmonia Limited.

According to Ms Harris, once you get a foot in the door and begin to know people they become your biggest supporters.

“It didn’t happen overnight, but I didn’t want a full-time portfolio overnight,” Ms Harris said.

“Part of my strategy was to join the best networking organisation, the Institute of Company Directors (she is now the vice-president of WA Council of Australian Institute of Company Directors).

“I have no doubt that sitting around a council table with that group of people is really helpful, and I always highly recommend it to people who want to become involved on boards.

“I spoke to David Young [former Burswood chairman] early on, and he certainly assisted me to develop a strategy.

“But I have no doubt that the opportunities I have had would not necessarily be presented to a man my age.”

Now, with children aged nine and seven, Ms Harris said it was important to make decisions about priorities at an early stage of a career.

“You need to decide what is important to you. Once you have children you always have to fit them in, they are a major logistical exercise and you are not as much in control,” she said.

“Obviously a lot of women vote with their feet and leave employment to have children, and this is a huge challenge for organisations; there are hardly any women in senior management. Retention of good staff, both male and female, is of fundamental importance.

“One thing I have no doubt about is that with part-time staff you get more than your value from them; they really take it seriously and are very efficient.”

Over time, Ms Harris said she had come to change her beliefs that the passage of time would cure the dearth of women in the upper echelons of business.

“Organisations at board or senior management levels need to have a strategic objective to have diversity. It is risky to have a board composed of people all of the same demographic,” she said.

Despite the low number of women in senior positions, Ms Harris said there was a substantive pool of women who would suit such roles.

“There are really some fantastic women out there, and I am constantly surprised,” she said.

“If people want to sit on boards they do need to make sure they have the necessary skills and are up to the job.

“I am a big fan of performance measurement; I think you can always do things better, and if you don’t evaluate, things can drift on.

“But it seems that a lot of boards are happy with two or three women on them. I don’t know if we will ever get a 50/50 balance or what would need to be done to get that.”

The ability to manage board dynamics, and getting a diverse team of people working together while still allowing everyone their input, was a skill Ms Harris said was integral for good company chairs.

“A good chairman will listen to stakeholders and will make sure the board is looking at the right things in the right way. They will also be able to open doors,” she said.

“It really helps to have networked people on a board, particularly when you are thinking about doing a deal.”

FIONA HARRIS

• 14 years and partner with KPMG.
• Currently on the boards of Alinta, Portman Limited, HBF Health Funds Inc, West Australian Symphony Orchestra Holdings Pty Ltd, and NM Rothschild & Sons (Australia).
• Vice-president of WA Council of Australian Institute of Company Directors.