women on board: france beyond quotas? pratice 2 – miso level
TRANSCRIPT
Technip Today With engineering, technologies and project management, on land and at sea, we safely and successfully deliver the best solutions for our clients in the energy business
Worldwide presence with more than 38,000 people in 48 countries
Industrial assets on all continents, a fleet of 27 vessels and 6 pipe/umbilical manufacturing plants
2014 adjusted revenue: €10.7 billion
Women occupy only 11% of seats on the board of directors
Women hold a larger proportion of non-executive roles on the Board (13% women) rather than executive roles (just 1%)
Only 6 companies surveyed had a board that had 30% or more women
The leadership pipeline is dominated by men – only 11% of top leadership positions held by women
Of these 11% many hold a position that does not have a natural progression to a Board Director role e.g. HR Director, CFO, Legal Counsel
In the top 100 Oil and Gas Companies:
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Source:Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013
In the Top 100 Oil and Gas Companies: Composition of the board of directors
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20-29% Female Directors
Critical Mass of 30% Fe-
male Direc-tors
0-9% Female Directors10-19% Fe-
male Directors
10% 6%
41% 43%
Only 6% of companies have the 30% critical mass of women in their board deemed to allow a real impact
Source:Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013
In the Top 100 Oil and Gas Companies: Women’s Roles in top leadership positions
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2013
CFO/Treasurer/Chief Accounting Officer 19%VP HR 14%
Legal/General Counsel & Corporate Secretary 13%Chief Governance/Chief Compliance & Ethic Officer 9%
VP Technology/Engineering/CIO 7%VP of a Region 7%
VP Investor Relations, Communications 6%VP Business Development, Supply & Marketing 5%
COO/VP Operations, Production, Exploration 4%VP Policy, Government & Public Affairs 4%
VP Strategic Policy and Planning 3%VP Health, Environment & Safety/VP Operational Risk 2%
VP Upstream, Midstream, Downstream 1%CEO/President 1%
Source:Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013
Technip performs reasonably well on overall gender diversity compared to the benchmark
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10%
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20%
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30%
35%31% 31%
29% 28% 27%25% 25%
20%18% 17% 16% 16%
13%11%
Overall % of Women
Technip performs very well on Percentage of Female on Board compared to the benchmark
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KBR 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%5/11
5/12
3/85/14
4/12 4/12 3/93/10
2/83/13 3/13 2 /9 2/9 2/ 9 2 /9
2/102 /112 /122 /132/132 /13
2/15 1/8 1/91/11 1/11 1/11
0 /3 0 /9 0/110 /12 0/7 0/10
% Women on Board
Alexandra BECH GJORVPartner in Advokatfirmaet Hjort Da
Leticia COSTAAssociate of Prada Assessoria
Marie-Ange DEBONDeputy Chief Executive Officer –
International Activities of Suez Environnement
C. Maury DEVINECorporate Director
Manisha GIROTRAChief Executive Officer of Moelis & Company in India
Five Women on the Technip Board – 42%
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Thierry Pilenko, Chairman & CEOSponsor
SUPPORTS DELIVERY
GIVES IDEAS AND
DIRECTION
23 Regional/ BU representatives
Group Human Resources Director (Excom Member) EVP Group Corporate Counsel• Director Marine Asset Operations (Brazil) VP Group Gender Diversity SVP Offshore Win-it/PL & Technologies President North Sea Canada Region (Excom Member)
MAKES DECISIONSTAKES ACTION
REPORTS TO CEO
SUPERVISES
Technip Group Board
ACTION PLAN
HR Group Gender
Diversity Network
A balanced Governance Framework
Gender Diversity Steering
Committee
Gender Diversity Advisory
Committee
9 Regional / BU representatives
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Strategy - 3 key areas of activity
TRAIN TRACKTELL
Build Awareness about Gender Diversity: starting with all Regional Executive Committees
Train the Trainer – to be able to cascade the message to all managers
Leadership Development and Mentoring with a ‘gender lens’ for men and women
Technip Gender Diversity Forum – to demonstrate commitment and share best practice
Internal Communication: e.g. House Magazine, e-newsletter
External Communication:Sponsor Global Summit of Women 2014 & 2015
Technip Women’s networks and regional Gender Diversity Councils
EDGE assessment and certification:
Understand current situation
Put customised action plans in place to move forward
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McKinsey Women Matter Report 2013: corporate culture is twice as important as individual mindsets in determining whether women believe that they can succeed
Key issues identified: lack of awareness among men of the specific difficulties for women to reach the top. diversity in leadership and communications styles is an important factor with the perception
among women that female leadership styles don’t “fit in” the prevailing styles. roadblock is the “anytime, anywhere” performance model, which is seen by both genders to
be more penalizing for women and puts men at an advantage.
The research reaffirms the importance of implementing an ecosystem of measures, while stressing that the measures must be supported by a transformed, more inclusive culture which welcomes a diversity of leadership styles and performance models.
Organisation Culture and Gender Intelligence - Why this matters
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Winner « 2014 Trophée des Femmes de l’industrie» – Projects category
TRAIN TRACKTELL
Technip Women’s Networks Internal media and GD Intranet Site
Internal Communication
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TRAIN TRACKTELL
EDGE Strategy Assessment is based on a triangulation of:
Company statistics covering the period January to December of the assessment year
Answers from the Technip Regional Human Resources Director and the HR team to a gender equality Policies and Practices questionnaire
Employee Survey
EDGE Certification is based on:
Audit by an independent external auditor
Action Plan with resource allocation
Phase 1 countries certified: France, Italy, BrazilPhase 2 countries in process: Malaysia, Australia,North America, UAE, UK
Assessment and certification:
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A Culture Change journey
Numbers alone will not bring about a change in culture
“There is a big difference between diversity and inclusiveness. Diversity is about counting the numbers. Inclusiveness is about making the numbers
count. Whether it is about individuals or companies or countries, the conversation has to shift from talking about whether diversity affects performance to talking about
the conditions under which you’d expect diversity to have a positive effect on performance”
Professor Boris Groysberg, Harvard Business School
We need to create an organization where people genuinely understand and appreciate the value of gender diverse teams
However critical mass is important – one voice is rarely heard, nor two – but once it gets to 3 there is a real difference
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