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Dr Deirdre Anderson Cranfield International Centre for Women Leaders The Female FTSE Board Report 2014 Is change really happening?

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Presentation on theme: "Dr Deirdre Anderson Cranfield International Centre for Women Leaders The Female FTSE Board Report 2014 Is change really happening?"— Presentation transcript:

1 Dr Deirdre Anderson Cranfield International Centre for Women Leaders The Female FTSE Board Report 2014 Is change really happening?

2 Female FTSE Index 2014 FTSE 100 (October 2014) FTSE 100 (March 2014) FTSE 250 (October 2014) FTSE 250 (March 2014) Female held directorships249 (22.8%)231 (20.7%)351 (17.5%)310 (15.6%) Female executive directorships24 (8.4%)20 (6.9%)28 (5.1%)29 (5.3%) Female non-executive directorships225 (27.9%)211 (25.5%)323 (22.1%)281 (19.6%) Companies with female directors231826 (10.4%)27 (10.8%) Companies with at least 25% women directors 393664 (25.6%)51 (20.4%)

3 Companies with a ‘relatively’ high proportion of women in leadership Listing Company Sector Percent Female Employees Percent Female Senior Management Percent Women on Board 100 Anglo-AmericanMining16%23%25% 100 Babcock Engineering & Construction21%20%17% 100BAEAerospace & Defence20%17%18% 100BG GroupOil & Gas28%21%25% 100BHP BillitonMining17%18%15% 100FresnilloMining9%5%17% 100Rio TintoMining19%14%17%

4 Projecting Forward

5 Defining talent: performance and potential Targets, metrics and accountability Making female talent visible Tackling unconscious bias A holistic approach to talent management Talent Management from a Gender Perspective

6 Strategies to Ensure Success in Meeting the 25% Target on FTSE 100 Boards Continue appointing one in three new directorships to a female candidate; All companies, individually, need to aim for 25% or more of their board directors to be women; Continue to measure, monitor and report against internally set quantitative objectives for better gender balance at all levels of the organisation;

7 Focus on proactive succession planning at board level and down through management levels, considering diversity as part of an integrated talent management strategy; Ensure the Board’s awareness of, engagement with and commitment to diversity is embedded in all future board evaluations, to drive accountability. Strategies to Ensure Success in Meeting the 25% Target on FTSE 100 Boards


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