cranfield presentation on women in leadership
DESCRIPTION
Ruth Sealy presentation at Icon Events Gender Talent Pipeline masterclass, Women in Leadership.TRANSCRIPT
Dr Ruth Sealy International Centre for Women L eaders
C ranfield School of Management
Women in L eadership – UK and beyond…
London June 21st 2012
Female FTSE Index 2009 2012
Female FTSE 100 Oct 2008
Oct 2009
Oct 2010
Jan 2012
May 2012
Female held directorships
131 (11.8%)
131 (12.2%)
135 (12.5%)
163 (15.0%)
176 (16.0%)
Female executive directorships
17 (4.8%)
17 (5.2%)
18 (5.5%)
20 (6.6%)
20 (6.6%)
Female NEDs 114 (14.9%)
114 (15.2%)
117 (15.6%)
143 (18.3%)
156 (19.6%)
Women holding directorships
113 113 116 141 153
www.bit.ly/FemaleFTSEReport2012
Women on Boards 2012
No. of All Male Boards
Date No of Boards with
Women
25 October 2008 75
25 October 2009 75
21 October 2010 79
11 January 2012 89
9 May 2012 91
www.bit.ly/FemaleFTSEReport2012
Female FTSE 100
12 mth to Oct 2010
Sept 2011 (6 mth)
12 mth to Jan 2012
12 mth to Mar 2012
12 mth to May 2012
New female appointments 18 21 47 45 44
New male appointments 117 72 143 123 108
Total new appointments 135 93 190 168 156
Female % of new appointments 13.3% 22.50% 24.7% 26.7% 28.2%
Increasing Percentage of Directorships going to Women
www.bit.ly/FemaleFTSEReport2012
Trajectory of Increase 2011 2020
www.bit.ly/FemaleFTSE2012
FTSE 100 and FTSE 250 Comparison
At January 2012 FTSE 100 FTSE 250
Female‐held directorships 163 (15%) 189 (9.4%) Female executive directorships 20 (6.6%) 28 (4.6%) Female non‐executive directorships
143 (22.4%)
168 (11.4%)
Companies with female executive directors
17 (17%) 25 (10.0%)
Companies with at least one female director
89 (89%) 135 (54%)
Companies with multiple female directors
50 (50%) 47 (18.8%)
www.bit.ly/FemaleFTSEReport2012
Davies Report One Year On
Impact of the Davies Report has been the multiple stakeholder approach to the issue of WoB: Chairmen and CEOs Institutional Investors Financial Reporting Council Executive Search Firms The suboptimal utilisation of talent
involves both genders…this is not a women’s issue
www.bit.ly/DaviesInterim
EU Commission meeting on Women on Boards
19 EEA countries
Although most of the barriers were the same, different mixtures and emphases
Some fundamental differences around: Corporate Structures Corporate ownership Governance Political intervention
EU – No ‘one size fits all’
A quota cluster: Norway
State‐owned, PLC, Co‐operatives, Supervisory board, 40%
Iceland 40% by 2013
Belgium
33%, state‐owned and PLC, with financial sanctions
EU – No ‘one size fits all’
A quota cluster: Denmark – Flexi‐quota
1,100 state‐owned and PLC, self‐determined targets, board and top management – policy, measure, report
Germany – Flexi‐quota??? tbc
Other ‘soft target’ measures Spain – 40% recommendations 2015, no sanctions. Previous
govt, no collaboration/support from biz/govt. 1,000 cos, IBEX35 risen 5‐11% since 2008.
Poland – soft targets, no sanctions, sign Charters. Ireland – state‐owned and political party targets. Not on
agenda for biz, though growing momentum.
Austria – 40% quota for state‐owned, but no sanctions. From July 2012, PLCs annual gender reporting – gender strategy, policy and report, ‘comply or explain’. Women are in the system, issues of political will and power. May require strong intervention for change.
A temporary law The Netherlands – 30% for supervisory and management
board, voluntary, no sanctions. Have had Charter for a few years. Works Councils, employee representatives.
4,500 co.s but unrealistic – ED 3.2%, NED 6.0% to 30% by 2016
Some societies not ready… Pragmatically
– e.g. Malta, Estonia.
Culturally Lithuania, Slovak Republic
Summary: Quotas, Targets or Voluntary Measures
1. Voluntary Measures – differences in understanding and implementation
Large range of measures aimed at different stakeholders
including women, at different levels
Differences in implementation – role of government, direct or ‘indirect’.
Summary (cont.)
2. Issues of ‘supply’ and ‘demand’
Discussions on influencing demand – ROI on education, talent argument, change attitudes
Caution regarding ‘supply’ side argument. Several countries need to question the myth. However, for some it’s very real and measures implemented to develop country’s human capital
Summary (cont.)
3. No silver bullet – at an EU or country level
Just supervisory boards is insufficient, but normative importance of having WoB for longer term role modelling
Considerable efforts needed on pipeline issues for all
Governance, societal, cultural, and political considerations
Social & Political backgrounds and moments of possibility vary…each country to judge when to boost its position.
The myth of the “Golden Skirts”
Multiple Directorships
UK FTSE 100 Boards Total
Directors 1 seat 2 seats 3 seats 4 seats
Male Directors 820 88.7% (727)
10.1% (83)
1.2% (10)
0
Female Directors 141 85.8% (121)
12.8% (18)
1.4% (2)
0
In Norway “Although there has been a growth in the number of women with multiple board positions, data from Norway shows that the majority of board members sit on only one board, and that this applies for slightly more women than men. In other words, more men than women sit on multiple boards.” – Tiegen, 2012
The Pipeline myth
“Of course I’d love to put a women on our board…but the problem is, we can’t find one” ‐ Chairman
Let’s get some perspective on the pipeline…
Index % WoB % Female Snr Mgrs
No. of WoB No of Fem. Snr Mgrs
FTSE 100 161
FTSE 250 7.8% 16.6% 154 362
FTSE AIM 5.1% 15.9% 296 706
FTSE Small Cap 7.6% 17.1% 122 258
FTSE Techmark 100 7.4% 15.2% 37 120
FTSE TechAllshare 7.8% 15.6% 49 151
FTSE Fledgling 6.5% 17.8% 48 87
706 1845
Women in pipeline to FTSE 100 board position 2,551
From Female FTSE Report 2010
There are currently 1,086 directors on FTSE 100
Of which 163 are held by women
30% of 1,086 is 325
We only need another 162 women
Myth: the use of Executive Search Firms means the appointment process is fair
Higgs Review 2003
Chairmen and ESF collusion (2010)
Improvements since Davies Report 2011
Is this just the FTSE 100?
Myth: We have equal opportunities, it’s a matter of choice
93% of highly qualified ‘off‐ramped’ women want to return to work (HBR, Hewlett & Luce, 2005)
Can managers work flexibly? Is it logistics or ‘presumed career‐death’ from choosing to work flexibly – significant differences for men and women
Workplace Flexibility
Launched by Nick Clegg and Vince Cable last month
Employers Group – chaired by Sir Win Bishcoff
Approach from the organization’s perspective
Workplace flexibility pays great dividends Anecdotal examples…
What are the aspects of normative cultures keeping us stuck in the 20th Century?
Considering the Impacts of Policy and Practice on Global Organizations
Law Firms: 20+ years of majority female graduates Still only 10‐20% female partners What’s going wrong? Investment banks Excellent promotion processes Still only 10‐20% female MDs What’s going wrong?
Measure, Research, Report!
What are the policies and real practices that are perpetuating the outmoded ways of working?
What hasn’t worked? What is currently working?
And What will work going forward?