Recommendation 2.6 deals with the reporting requirements for Principle 2 – structure the board to add value. [ First bullet on slide ]. Recommendation 8.1 is that a board should establish a remuneration committee. [ Second bullet on slide ].
There is also some guidance in the commentary around the content of a diversity policy. I want to stress that these are suggestions only. A company is free to structure its diversity policy to suit its particular circumstances and objectives.
July 18, 2012 – Presentation by Giri Tenneti, ASX
ASX Corporate Governance Council DiversityRecommendationsGiri Tenneti Education Executive, ASX 19 July 2012
Presentation outline The Corporate Governance Council ASX role and actions Impetus for diversity measures CGC Recommendations and commentary on diversity What ASX is doing What other agencies are doing Evidence of change ASX Monitoring results
ASX Corporate Governance Council ASX chairs the ASX Corporate Governance Council (“CGC”). This is a body made up of 21 finance sector industry organisations which develops and publishes “Corporate Governance Principles and Recommendations” for listed entities. The Recommendations cover wide-ranging matters of corporate governance such as board role, responsibilities and composition, codes of conduct, controls around financial reporting, continuous disclosure, shareholder communication, risk management framework and remuneration framework.
ASX CGC cont’d In July 2010 the CGC introduced amendments to its principles and recommendations relating to diversity, and more specifically gender diversity.
ASX role and actions Under its listing rules, ASX requires listed entities to report in their annual reports whether they have followed the CGC recommendations and "if not, why not". ASX monitors compliance with the recommendations ASX has held seminars to assist listed entities and other ASX stakeholders to meet their ASX obligations.
Impetus for diversity measures CAMAC report on Diversity on Boards of Directors specifically recommended the use of the CGC Principles to achieve reform in this area, having regard to: Poor record of corporate Australia on gender diversity; International developments; Financial studies that suggested diversity could help drive competitiveness.
Impetus for diversity measures (cont’d) Poor record on diversity – as at June 2009: 8.3% of top 200 directors were women; 4.9% of top 500 directors were women; 3.5% of all listed company directors were women; 66% of the Top 200 companies, and 84% of listed entities overall, had no women board members at all. International developments - Norway had brought in quotas and some European countries were on their way to a quota system.
Impetus for diversity measures (cont’d) International developmentsUK: CG Code Norway: Legislation - Netherlands: CG Code - boards should- board appts 40% quota aim for diversity (not restricted to gender)to have US: SECregard for Regulations -benefits of disclosure ifdiversity incl diversitygender considered in nomination Germany: CG Code - consider process diversity in management and board appointments France: Legislation - 40% quota by 2016 to pass Senate Spain: CG Code + Legislation - 40% quota for certain companies that becomes compulsory in 2015
Impetus for diversity measures (cont’d) Financial studies: Goldman Sachs JB Were, Australia’s hidden resource – the economic case for increasing female participation: Closing the male / female employment gap could boost Australian GDP by 11% and if the gender remuneration gap was also closed it would boost GDP by 20%.
Impetus for diversity measures (cont’d) Financial studies cont’d: Catalyst Research 2007, The Bottom Line: Corporate Performance and Women’s Representation on Boards: Fortune 500 companies with the highest representation of women board directors had significantly increased financial performance (return on equity, return on sales, return on invested capital)
CGC Diversity Recommendations Effective for financial years commencing on or after 1 January 2011 New CGC Recommendation 3.2 - boards of all listed entities should establish a diversity policy and disclose the policy or a summary of it The policy should include requirements for the board to: set measurable objectives for achieving gender diversity review both the objectives and the progress in achieving them annually
CGC diversity recommendations cont’d New CGC Recommendations 3.3 and 3.4 - companies should disclose in their annual report: the measurable gender diversity objectives set progress towards achieving them the proportion of women at three levels: board senior management whole of organisation
Guidance commentary Commentary accompanies the recommendations. Not mandatory to report against the commentary (only the recommendations). Commentary designed to assist companies to understand the reasoning for the recommendation, highlight factors which may be relevant to consider and to make suggestions on how to implement the recommendation. The commentary contains much detail in the case of diversity recommendations.
Guidance commentary (cont’d) Recommendation 3.2 - 3.4 commentary: Should introduce appropriate procedures to ensure the policy is implemented effectively Should include an internal review mechanism to assess the effectiveness of the policy Onus is on companies to work out how best to present meaningful figures on the participation of men and women in the workplace and the roles in which they are employed
Guidance commentary (cont’d) Recommendation 3.2 - 3.4 commentary (cont.): Board, or nomination or remuneration committee, should have duty, at least annually, to review and report on the relative proportion of women and men in the workforce at all levels of the company/economic group This obligation should be included in its charter
Guidance commentary (cont’d) Recommendation 2.4 commentary: Board nomination committee should specifically consider diversity in succession planning Should be greater transparency in the board selection process, especially: the process by which candidates are identified and selected (eg are professional intermediaries used?) the steps taken to ensure a diverse range of candidates are considered the factors taken into account in the process
Guidance commentary (cont’d) Recommendation 2.6: Corporate governance statement in annual report should include a statement as to the mix of skills and diversity the board of directors is looking to achieve in its membership Recommendation 8.1 commentary Remuneration Committee should specifically consider remuneration by gender and report to the board
Guidance commentary (cont’d) Box 3.2 – Suggestions for the content of a diversity policy Express a commitment to diversity and articulate its benefits Identify ways to promote a culture which embraces diversity Identify factors to be taken into account in selection processes Include identifying programs and initiatives that will assist employees to develop the skills and experience that will prepare them for senior management and board positions
Guidance commentary (cont’d) Box 3.2 – Suggestions for the content of a diversity policy (cont’d) Recognise that employees at all levels may have domestic responsibilities Consider the transparency of board processes, review and appointments Address the extent to which the achievement of measurable diversity objectives will be linked to the KPIs for the Board, CEO and senior executives
What ASX is doing ASX ‘Diversity resources for listed companies’ web page: http://www.asx.com.au/compliance/education_research/diversity A summary of changes to CGC Principles Generic legal guidance on legal issues to watch when implementing diversity measures Guidance from human rights agencies on discrimination law framework Diversity papers Diversity consultants Other useful resources
What others are doing AICD – ASX 200 Chairmen’s Mentoring Program, Board Diversity Scholarships, board-ready women database BCA – ‘C Suite’ Project Women on Boards – Boardroom Diversity Index, Pathways to Directorship Professional Development and ‘My Mentor’ programs CSA/WOB – Joint Guidelines on Complying with Principle 3 Chief Executive Women – Talent Development Program and CEO Kit Australian Human Rights Commission – Male Champions of Change Group Diversity Council Australia – Early Adopters Group
Early signs are encouragingChange is happening…slowly. AICD figures as at 14 June 2012show:•23% of all new Board appointments on ASX 200 entities incalendar 2012 have been women compared with 28% in calendar2011, 25% in calendar 2010, 5% in FY09, and 8% in FY07 andFY08•Women directors of ASX 200 entities, as a percentage,increased to 14.3 %, up from 10% as at Sept 2010 and 8% as at30 June 2009•21 women have been appointed as directors of ASX 200 entitiesso far in 2012 compared to 68 in calendar 2011, 56 in calendar2010 and 10 in calendar 2009.
ASX monitoring results ASX reviewed annual reports for 31 December 2011 – 210 entities 18 letters sent to entities asking them to address the diversity recommendations by way of market announcement 30 entities followed up with a request for better disclosure in future years ASX has commissioned report analysing the 31 December 2011 disclosures – not yet released.