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ENERGY SECTOR CORPORATE
GOVERNANCE DIVERSITY STUDY 2014
FINDINGS:
DIRECTOR: % FEMALE:
BOARD SIZE:
SECTOR- 8.22 BOARD SEATS/COMPANY* (986 SEATS TOTAL)
NATIONAL AVERAGE- 10.42 BOARD SEATS/COMPANY
7.8% Female (77 Total)
16.9% Female
54.8% 26.4%
18.9%
Energy
Industry
Financial
Services
Other
Nation
Sector
DIRECTOR BACKGROUND:
0%
10%
20%
30%
40%
Eng/Geo Business Other
27.1% 36.7% 36.2%
Work Experience Education- Degree
< 6 Years
6 - 12 Years
> 12 Years
Length of Service
< 60 60 - 70 > 70
(394) (468) (124)
Age
476
349161
* Top 100 Texas and Top 20
Colorado based companies
ENERGY-SECTOR CORPORATE
GOVERNANCE DIVERSITY STUDY 2014
RECOMMENDATIONS:
• Energy company Boards (especially the 68
with eight or fewer directors) should add at
least one additional member to ensure
increased diversity of thought and guidance
• Attract qualified executives from outside
the Energy and Financial sector to bring
fresh perspectives to board governance
• Develop more aggressive succession
planning and refreshment strategies
designed to prevent board complacency
• Utilizing these action items will offer a
holistic (as opposed to quota-driven)
method of increasing the number of both
female and first-time board members

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Energy Sector Corporate Governance Diversity Report 2014 (infographic)

  • 1. ENERGY SECTOR CORPORATE GOVERNANCE DIVERSITY STUDY 2014 FINDINGS: DIRECTOR: % FEMALE: BOARD SIZE: SECTOR- 8.22 BOARD SEATS/COMPANY* (986 SEATS TOTAL) NATIONAL AVERAGE- 10.42 BOARD SEATS/COMPANY 7.8% Female (77 Total) 16.9% Female 54.8% 26.4% 18.9% Energy Industry Financial Services Other Nation Sector DIRECTOR BACKGROUND: 0% 10% 20% 30% 40% Eng/Geo Business Other 27.1% 36.7% 36.2% Work Experience Education- Degree < 6 Years 6 - 12 Years > 12 Years Length of Service < 60 60 - 70 > 70 (394) (468) (124) Age 476 349161 * Top 100 Texas and Top 20 Colorado based companies
  • 2. ENERGY-SECTOR CORPORATE GOVERNANCE DIVERSITY STUDY 2014 RECOMMENDATIONS: • Energy company Boards (especially the 68 with eight or fewer directors) should add at least one additional member to ensure increased diversity of thought and guidance • Attract qualified executives from outside the Energy and Financial sector to bring fresh perspectives to board governance • Develop more aggressive succession planning and refreshment strategies designed to prevent board complacency • Utilizing these action items will offer a holistic (as opposed to quota-driven) method of increasing the number of both female and first-time board members