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Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case
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Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case

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Women on Boards, Europe’s progress, …

Women on Boards, Europe’s progress,
Spain Grupo Día
Societé Générale case
The crisis makes more relevant the need for parity and equality precisely due to women talent and abilities, more democratic, unifying, mediator, very experienced in balancing many responsibilities , taking faster decisions and agreements in a multidisciplinary win-win environment overcoming organizational, political and hierarchical barriers
Viven Reding, challenged European largest companies to adhere voluntarily to women equality in Management and Boards with quantitative objectives and dates, as of September only some 10 companies had signed
Women are “Good Business” in Business
There are studies that suggest a correlation between women participation in Boards and top management admin and better results for this companies vs. those that have less women. Mc Kinsey More profit, better risk management, better women talent recruitment and promotion programs
France, whose quota law passed in 2010, had the highest rate of increase in the percentage of women directors among their Fortune Global 200 companies -- from 7.2% in 2004 to 20.1% in 2011.
 
The second highest rate of increase for women directors belongs to Spain, whose quota for women directors passed in 2007. Its Fortune Global 200 companies improved women’s board representation from 1.9% in 2004 to 9.2% in 2011.


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  • 1. Women Directors in the Fortune Global 200 Companies. Women on Boards, Europe’s progress, Spain Grupo Día Societé Générale case Ana María Llopis Independent Director Société Générale Non-exec Chairman Grupo Día, CEO ideas4all IWF, EPWN, ellas2.0
  • 2. September 12th 2011. A historical milestone for women http://www.youtube.com/watch?v=fnDreVbha3Y&feature=related“For the first time in the history of the UN a feminine voice inaugurated the openingdebate, ….its the voice of democracy and equality reverberating in this tribune thathas the commitment to be the most representative of the world. …. Be certain that this is the Century of women….
  • 3. Two of the most important Political and Economic posts are occupied by women Chair FMI President Germany Christine Lagarde Ángela Merkel The crisis makes more relevant the need for parity and equality precisely due towomen talent and abilities, more democratic, unifying, mediator, very experienced in balancing many responsibilities , taking faster decisions and agreements in a multidisciplinary win-win environment overcoming organizational, political and hierarchical barriers
  • 4. IBR 2011 Thornton. Women on Boards and Top executive levels Women at top executive levels, World Champions : Thailand 45% Georgia 40% Russia 36% , Philippines and Hong Kong 35%, China 34%
  • 5. UN Women trying to close the gap, with different approaches for its 2015 objectivesFund for Women (UNIFEM), Calvert launched fund/principles September 29th 2011 an agreement signed by Coca-Cola to empower 5 million women entrepreneurs via its suppliers value chain
  • 6. Europe supports parity and explicitly in its 2015 objectives• EU Conference 2011 commitment for 2015 Equality between men and women•Viven Reding, challenged European largest companies to adhere voluntarily towomen equality in Management and Boards with quantitative objectives and dates,as of September only some 10 companies had signed•EU Parliament 33% women•In Europes’ Nations Parliaments 25 % women, however with great dispersion•Only 3% of Listed Companies Presidents/ Chairmen are women
  • 7. Spain‘s Women Directors figures for Largest listed Companies IBEX 35Women in Spain 22% of executive positions, 3%over the world average . Only 7% chairing. And stillSalary difference over 5.300 Euros less/yearThe crisis has changed employment trend and ithas increased +14% women occupation over 45years according to analysis by Expansion 03.2011
  • 8. Building over the European Parity/Equality Plans
  • 9. Building over the European Parity/Equality Plans
  • 10. Building over the European Parity/Equality Plans
  • 11. Building over the European Parity/Equality Plans
  • 12. Building over the European Parity/Equality Plans
  • 13. Parity Challenges Laws and Good Governance Codes1. Soft Measures: Codes and Voluntary Adhesive Charters. Comply or Explain (Finland from 51% a 74% of Companies with 1 woman 2008 to 2010, Denmark 14% and Holland 16% with adhesion voluntary and progress report )2. Hard Measures : Laws with defined timings and minimum % and penalization if not reached (Norway, 40% 2006-2008, Spain 2007-2010 Ibex has gone since 4% to 11% in 2010. Island 2010-2013 40%, France 2011 in 3 years 20% achieved in less time in 6 years objective 40%, so different models)3. We need public companies to set the examples with their boards4. Recommendations European Strategy for equality between women and men 2010-2015
  • 14. Parity Challenges Non negotiable, Building on Europes commitment, my personal view1. Parity and economic independence are essential equal opportunities, equal pay and equal participation and valuation criteria and promotions2. Parity in decision making in public and private Institutions and companies3. Adequate treatment of maternity and conciliation balance work-domestic life4. Protection to women poverty risk at old age5. Parity crossing borders, global and digital with no further gaps6. Dignity and Integrity, end violence against women, discriminatory treatment, and inadequate treatment of womens role in the media communication and education7. Parity/equality of genre friendly governance as part of Corporate Governance8. Integration in the innovation and entrepreneurship of sustainable companies and startups and no discrimination in credit lines ,angels participation and investment opportunities9. Women participation in the economic political and social dialogue specially in crisis since women would be the most affected with budget cuts10. If the speed of Women incorporation to Boards and Top Management and exec committees continues to be slow then quotas are the name of the game, (networking, visibility in media, mentoring and coaching, help to have a parity pool of talent) quotas then will be crucial for women making progress on this road towards Exec Committees and Board participation
  • 15. Since the era of Egypt and the Pyramids, women have been the jugglers by excellence In the times of Hassan Beni second, during the millennium before Christ, womenhave always maintained this balance taking care sometimes simultaneously to many balls/ works/tasks source image http://red--nose.blogspot.com/2010/04/historia-del-circo.html
  • 16. Women are “Good Business” in BusinessThere are studies that suggest a correlationbetween women participation in Boards and topmanagement admin and better results for thiscompanies vs. those that have less women. Moreprofit, better risk management, better womentalent recruitment and promotion programs‘Does Female Leadership Boost Firm Profitability?’ Kotiranta, Kovalainen andRouvinen, 2007; ‘The Bottom Line: Corporate Performance and Women’s Representation onBoards’, Catalyst, 2007;‘Why Women Mean Business, Understanding the Emergence of our nexteconomic revolution’, Wittenberg-Cox and Maitland, 2007; ‘The Business Case for Diversity: How Companies Benefit from Reevaluating theMale Competitive Model’, Sylvia Ann Hewlett, 2007Mc Kinsey 2006 Women Matter..
  • 17. Women are “Good Business” in Business
  • 18. Better financial results when there are more women
  • 19. Better management indicators after 3+ women in Boards
  • 20. Better Progress with Laws? Norway, Spain, very recently FranceFrance, whose quota law passed in 2010, had thehighest rate of increase in the percentage of womendirectors among their Fortune Global 200 companies --from 7.2% in 2004 to 20.1% in 2011.The second highest rate of increase for women directorsbelongs to Spain, whose quota for women directorspassed in 2007. Its Fortune Global 200 companiesimproved women’s board representation from 1.9% in2004 to 9.2% in 2011.
  • 21. DIA Group HD recently listed in the Madrid Market Wants to make a difference. Appoints a Woman Chairman to the Board, its principal consumers are womenWomen are the principal decision makers shopping retail, food, textile, home, and even other like cars, energy services. 70% home purchase decisions being 51% of population. In Japan 70% of car decisions. In Europe 70% women use PC de Europe• DIA is a HD Hard Discount retail• DIA is a spinoff of Carrefour July 2011• 9,5 Billion € sales /year• 6800 stores, 42 warehouses• 45.000 employees• 7 countries Spain Portugal France Turkey Grupo Día 20% women out of 10 China Argentina Brazil members and the Chairman http://www.youtube.com/watch?v=2gXWSDwCwr4
  • 22. DIA Group 5th of the World among Hard Discounters50 DIA % COMEX MANAGERS TOP45 44.7 WOMEN MANAGERS 39.84035 SPAIN 35,43% 26,6730 GLOBAL 10% 34,62% 25,89%2520 14.615 11.4 10.3 10.3 10.310 8.4 7.8 5.3 5.1 5.1 5.0 4.8 4.3 4.0 3.8 3.75 3.4 3.30
  • 23. SOC GEN Commitment An Equality program Top Down and Bottom upRecently appointed in2011 May 2 new WomenDirectors . 31% 5 in total 30%+ 5 Women Directors 3out of 16 InernationalAnd 20% of the Executive http://www.youtube.com/watch?v=2gXWSDwCwr4Committee 3 /15 A policy and equality program with 4 axis EMPLOYMENT PROMOTIONS AND RECRUITMENT REMMUNERATION TRAINING
  • 24. SOC GEN EMPLOYMENT objectivesCOMMITTMENT SG : Evolution of women managers participation Reflect the objective percentage in the Candidates mix and recruitment employed 100% Women became the majority of workers in 75% HOMMES Société Générale during 2000 50% 56% 51% Today they represent 56% of our work 25% FEMMES force 0% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010Women Top executives and Management 100% Effectif des cadres Achieve objective of 42% of women in top 75% positions and management at the end of 50% HOMMES 2011, It has been achieved by the end of 42% the summer of 2010 25% 31% FEMMES 0% 40% of Managers hired are women 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 |
  • 25. SOC GEN PROMOTIONS / RECRUITMENTEngagement SG : Promote women to the level of their penetration in each hierarchical level • In 2010, women represented 57% of the salaries promoted (vs. 56% of women out of total) • A rate of promotion 10,7% for women in 2010 vs. 10,2 for men • For each level , for half of the levels of classification the proportion of women promoted was equal or greater than the proportion they represented • Efforts need yet to be placed in the first level of technical people as well as the Top management • The adaptation of our promotional rules for the branch network included the elimination of geographical mobility for promotion |
  • 26. SOC GEN REMUNERATIONEngagement SG : Make remuneration evolution and salaries in general genre independent REMUNERATION MOYENNE MENSUELLE A STRUCTURE DEFFECTIF COMPARABLE (en euros) RAPPORTRemuneration averages CATEGORIE FEMMES/TOTAL TOTAL HOMMES FEMMESThe differences in remuneration Techniciens 2 417 2 527 2 368 98.0 are mainly justified by time on Cadres 4 374 4 615 4 061 92.8 the job Ensemble 3 370 3 544 3 193 94.7 Age moyen 40 ans et 1 mois 41 ans et 5 mois 39 ans et 1 moisSalaries corrections Between 2008 and 2011, more than 1 800 women over 23 000 had their remuneration revised total amount 4,4 M€ A complementary Budget of 1,5M € will be allocated for 2012 plan to continue reducing the genre differences In addition women returning from maternity leaves salaries are adjusted according to the average salaries increases | P.
  • 27. SOC GEN TRAININGEngagement SG : Facilitate access to training at times/location convenient for balancing life , distant training etc Women access to training at Soc Gen is coherent with the global corresponding representation • 58% of women profit from training slightly above what they represent 56% The access to non presence training has been reinforced as well by a partnership with 2 networks of child care Crèche , that permit to cover all territories Form the maternity returns special technical training is given when the new assignments are significantly different, if there is the need C1 | ÉGALITÉ FEMMES/HOMMES 27/10/2011 | P.27
  • 28. Parity/Equality requires that we orchestrate impartiality Equality/ Parity goes beyond laws, quotas, governance codes and chartersWe need to eliminate partiality, stereotypes, discrimination in education, culture which most of the time are subconsciousA great example, and one of my favorites because is so visually explicit, as an image is worth a million words is the one of American Orchestras
  • 29. Orchestrating ImpartialitySince music needs not be seen but listened, Boston Orchestra decided to place blind screens to auditions to eliminate bias and it worked
  • 30. Orchestrating Impartiality
  • 31. Orchestrating ImpartialityWe need to find that Blind screen every time we need to Orchestrate Impartiality in our organizations
  • 32. In the XXI Century Equality/Pârity will be achievedMarie CurieThe first Woman to win 2 NobelPrizes“There is nothing in life tobe afraid of, you only needto understand “
  • 33. Thank you for listening andthanks to Irene for the opportunity Ana María Llopis: anamaria@ideas4all.com Twitter:: @anamariallopis
  • 34. ideas4allAna María Llopis BIOideas4all fue creado por Ana María Llopis, la fundadora de Openbank –Grupo Santander-(principal banco de Internet en España y segundo en Europa en el momento de sulanzamiento). Ana María tiene una gran experiencia en Internet y nuevas tecnologías, y fuepresidenta de Viaplus y Razona, así como Vicepresidenta Ejecutiva en Indra, la primeraempresa española en Consultoría de IT y desarrollo. Ana María Llopis es Doctora por laUniversidad de Berkeley California en Ingeniería de Materiales Cum laude y estudio Físicas yMatemáticas en Maryland University suma cum laude.En la actualidad, Ana María Llopis es Presidenta no ejecutiva de DÍA y Consejera no ejecutiva eindependiente de Société Genéral y Service Point. También ha sido y Consejera no ejecutiva eindependiente de BAT y del Banco ABN AMRO hasta su reciente nacionalización y de Reckitt-Benckiser, y ha ocupado puestos directivos en sociedades como P&G, Playtex, Schweppes,Banesto y Grupo Santander.Es miembro Fundador del Consejo de Uplaya.com Polyphonic, una start up americana-española, con base en SavannahUSA, dedicada a la innovación en el mundo de la música. Es Vice Presidenta de IWF International Womens Forum paraEspaña. Es Vicepresidenta y Consejera de la Fundación José Félix Llopis de Arte Ibero-americano, y desde 2006 forma partedel Consejo Asesor para la Administración Electrónica, del Ministerio de Administraciones Públicas de España.Ana María ha recibido distintos galardones internacionales, como el premio 2007 del International Women’s Forum:“Women who make a difference” en Chicago. Gestiona el proyecto Liderazgo de IWF para España 2007-2009, ha sidomencionada en 2005 por el Times como una de los 100 ejecutivos más influyentes de UK. Ganó el premio al EjecutivoFinanciero en 1995, como fundadora y CEO de OpenBank, el premio del Instituto Catalán de la Mujer en 1997, el premioEmprendedora del Año en 2001, etc.
  • 35. Main reasons for abandoning your career
  • 36. Blance domestic and work Gap, Men spend half the time in Europe than women
  • 37. Salary Gap
  • 38. Salary Gap despite women have 60% of New University degrees in Europe
  • 39. Women Digital Gap in Spain España Observatorio Fuente Cecilia CastañoServicio usado de Internet Hombres Mujeres Total Brechacorreo electrónico 86,3% 86,2% 86,2% -0,1buscar información sobre bienes y servicios 80,6% 76,0% 78,4% -5,7 buscar inf. sobre b. y s.: inf. usada para comprar 55,4% 46,5% 51,3% -16,0 buscar inf. sobre b. y s.: inf. para comprar por Internet 75,2% 73,3% 74,5% -2,5viajes y alojamiento 59,8% 63,8% 61,7% 6,2descargar software (excluido el de juegos) 48,0% 29,3% 39,3% -38,9jugar ó descargar juegos, imágenes,... 55,0% 44,1% 49,9% -19,8leer ó descargar noticias, periódicos,... 68,3% 58,8% 63,8% -13,9 suscripción servicio de noticias 12,7% 12,1% 12,4% -4,3búsqueda empleo 26,4% 28,6% 27,4% 7,9temas de salud 49,0% 59,2% 53,8% 17,2banca electrónica 43,1% 35,1% 39,3% -18,6ventas de bienes y servicios 8,3% 4,6% 6,6% -44,4información de educación y cursos 50,9% 57,3% 53,9% 11,2realizar algún curso vía Internet 11,4% 13,6% 12,4% 16,5Aprendizaje 48,1% 48,6% 48,4% 0,9páginas web Administración en últimos 3 meses 49,1% 46,2% 47,7% -5,9páginas web Administración en últimos 12 meses 57,8% 56,2% 57,1% -2,9
  • 40. Genre diversity and Innovation Women presence at R&D in indust rial ICT sect or 120,0 100,0 High (>50%) 80,0 % Firms Medium (25-50%) 60,0 95,0 Low (0-25%) 40,0 63,8 None Fuente 2006 Spanish 20,0 0,0 Community Innovation Continuously Occasionally Survey More women means more stability in R&D Budgets Women presence at R&D in ICT industrial by innovation types Women pr es en c e at R &D in in d u s tr ial I CT b y E xter n al R &D expend itu r es 120 100 High (>50%) 120,0 4 14 18 80 100,0 High (>50%) 5, 3% Firms Medium (25-50%) 20, 8 % Empresas 60 80,0 Medium (25-50%) Low (0-25%) 60,0 40 78 71 40,0 Low (0-25%) 20 54 76, 8 None 20,0 55, 8 None 0 0,0 1 type 2 types 3 types No External R&D…More innovation & Openness in the process third parties/external parteners
  • 41. Occupational Gap for maternity and paternity
  • 42. Gender segregation in ocupación Gap in science and technology, etc.
  • 43. Gap in decisión making porsitions

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