Women representation on corporate boards is a topic of global discussion. This document provides an overview of initiatives around the world to increase the number of women on boards, both through legal requirements and voluntary measures. It profiles 16 countries and their different approaches. Three prominent directors provide their views, representing companies in North America, Europe, and Asia. They believe that while quotas may drive compliance, the focus should be on finding the best qualified candidates with the skills needed regardless of gender. Diversity improves board performance when it considers a variety of backgrounds and experiences.
How the leaders of the US Navy and the rock band U2 connected with people so everyone wanted to gave their best efforts and align their behavior with group goals.
Leadership, Intangibles & Talent Q2 2009 Four GroupsFour Groups
Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
Employee engagement is a hot topic in the business world and for good reason. Engagement can not only make a difference on employee satisfaction and productivity, but it can also increase employee loyalty—resulting in less turnover—and positively impact the bottom line. Organizations are realizing the need to create a culture of engagement that maximizes the potential of each employee.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
How the leaders of the US Navy and the rock band U2 connected with people so everyone wanted to gave their best efforts and align their behavior with group goals.
Leadership, Intangibles & Talent Q2 2009 Four GroupsFour Groups
Reading through this quarter’s articles, there were plenty of pieces rehashing practical tips on how to deal with the recession. However, there are a number of interesting ideas and themes lurking beneath the surface. * Intangibles such as engagement, networking and collaboration are hot topics but managing these issues is easier said than done * New technologies have the potential to revolutionise the way we understand organisational behaviour, although the appetite for this information is as yet unclear * Line managers can play a pivotal role in developing engaged employees and this has implications for how organisations approach talent management * Firms are waking up to the importance of engagement, in these recessionary times, once costs have been stripped out, the need to do more with less is paramount * Knowledge is key to value creation but how we educate and train for working with this often intangible and unpredictable environment is unknown
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
Employee engagement is a hot topic in the business world and for good reason. Engagement can not only make a difference on employee satisfaction and productivity, but it can also increase employee loyalty—resulting in less turnover—and positively impact the bottom line. Organizations are realizing the need to create a culture of engagement that maximizes the potential of each employee.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "From Directing to Delegating".
This was a project for my communications class in which we had to chose and organization and observe it. Afterwards we much put together our suggestions on how the communication within the company can be improved.
Leadership, Intangibles & Talent Q3 2009 Four GroupsFour Groups
Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include;
• Shifting the Organisational Pyramid
• The McLeod Review on Employee Engagement
• The Leader/Manager Debate
• Line Managers who Lead
• The Intrinsic Motivation of Autonomy, Mastery and Purpose
• The Irrationality of Human Behaviour
• Tomorrow’s HR Professionals - A Multi-Disciplinary Background
Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED.
As an international non-profit organization we believe in collective leadership skills for sustainability and the capacity to dialogue – for jointly created solutions across sectors, institutions, nations and cultures. We globally support leaders and change agents in private companies, public institutions and civil society who anchor their action in the concern for the greater good and the future of humankind on this planet.
Equality and diversity is not just about providing fairness for all, it’s also an important part of winning more work, creating stronger teams and improving the bottom line.
Legislation around equality and diversity is constantly changing and can therefore be confusing to keep up with. In the current climate having a specific team to handle diversity can be a luxury. This course aims to outline the legal basics of equality and diversity focusing on the positive initiatives you can legally implement to promote and encourage diversity in your organisation.
Our trainers have a well rounded knowledge of the barriers to construction and will therefore help delegates to understand the issues facing their organisation and provide them with specific tools, research and confidence to bring change to recruitment and development practices.
At the end of the workshop you should walk away with a clear idea of how to improve productivity and profit in your organisation , by strengthening workforce diversity.
This is the fourth of a regular bi-monthly newsletter to provide information and tips for leaders within St John. Please forward this newsletter on to any other leaders within St John.
Gerard seijts leadership on trial carlisle insititute ceo breakfastpaulgreenberg
In addition to legislative and regulatory change now well underway, improved management education, better leadership development within organizations and better training and development of regulators and policy-makers is required.
Cynics say this will never happen. Skeptics say it's unlikely. Professor Gerard Seijts says there is no alternative that makes sense for our future economic
prosperity and social well-being.
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "From Directing to Delegating".
This was a project for my communications class in which we had to chose and organization and observe it. Afterwards we much put together our suggestions on how the communication within the company can be improved.
Leadership, Intangibles & Talent Q3 2009 Four GroupsFour Groups
Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include;
• Shifting the Organisational Pyramid
• The McLeod Review on Employee Engagement
• The Leader/Manager Debate
• Line Managers who Lead
• The Intrinsic Motivation of Autonomy, Mastery and Purpose
• The Irrationality of Human Behaviour
• Tomorrow’s HR Professionals - A Multi-Disciplinary Background
Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED.
As an international non-profit organization we believe in collective leadership skills for sustainability and the capacity to dialogue – for jointly created solutions across sectors, institutions, nations and cultures. We globally support leaders and change agents in private companies, public institutions and civil society who anchor their action in the concern for the greater good and the future of humankind on this planet.
Equality and diversity is not just about providing fairness for all, it’s also an important part of winning more work, creating stronger teams and improving the bottom line.
Legislation around equality and diversity is constantly changing and can therefore be confusing to keep up with. In the current climate having a specific team to handle diversity can be a luxury. This course aims to outline the legal basics of equality and diversity focusing on the positive initiatives you can legally implement to promote and encourage diversity in your organisation.
Our trainers have a well rounded knowledge of the barriers to construction and will therefore help delegates to understand the issues facing their organisation and provide them with specific tools, research and confidence to bring change to recruitment and development practices.
At the end of the workshop you should walk away with a clear idea of how to improve productivity and profit in your organisation , by strengthening workforce diversity.
This is the fourth of a regular bi-monthly newsletter to provide information and tips for leaders within St John. Please forward this newsletter on to any other leaders within St John.
Gerard seijts leadership on trial carlisle insititute ceo breakfastpaulgreenberg
In addition to legislative and regulatory change now well underway, improved management education, better leadership development within organizations and better training and development of regulators and policy-makers is required.
Cynics say this will never happen. Skeptics say it's unlikely. Professor Gerard Seijts says there is no alternative that makes sense for our future economic
prosperity and social well-being.
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
Essay about Leadership
Essay on The Leadership Challenge
What is Leadership? Essay
Importance of Leadership Essay
Effective Leadership Essay
Servant Leadership Essay
Motivation and Leadership Essay
Essay about Leadership
Essay about Leadership and Motivation
What Makes a Leader? Essay
A Great Leader. Essay
What Makes A Good Leader? Essay
Compare and Contrast Two Leaders
The Qualities And Traits Of Leaders Essay
A Great Leader Essay
The Role Of A Leader Essay
What Makes A Leader?
What Leadership Means to Me Essay
Leaders Intellect
Qualities Of A Great Leader Essay
Effective Leadership Essay
What Is A Leader? Essay
Leadership and Change Essay
The Art of Leadership Essay
Developing Leaders Essay
Being a Good Leader Essay
Importance of Leadership Essay
What is Leadership? Essay
What Makes a Leader? Essay
Essay about Women in Leadership Roles
Leadership Traits Essay example
Essay on Management and Leadership
Examples Of Executive Leadership
Servant Leadership Essay
What is Leadership? Essay
Leadership Is A Personal Journey Essay
A Leadership Journey
Motivation and Leadership Essay
Definition Essay Leadership
What Leadership Means to Me Essay
Examples Of Leadership Statement
Essay on The Leadership Challenge
Management And Leadership Essay example
Effective Leadership Essay
Personal Philosophy of Leadership Essay
Personal Leadership Statement Essay
Leadership Experience Essay examples
Essay about Leadership in Early Childhood
Effective Leadership Essay
Essay about The Importance of Leadership
Motivation and Leadership Essay
Essay about Leadership
Essay about Leadership
Essay on Effective Leadership
Essay on Management and Leadership
Business Leadership Essay
Servant Leadership Essay
Essay on The Leadership Challenge
Leadership Development Plan Essay
Definition Essay Leadership
What Leadership Means to Me Essay
Leadership and Change Essay
Essay about Leadership in Early Childhood
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
Essay about Leadership
Essay about Leadership
Essay about Women in Leadership Roles
Personal Leadership Statement Essay
Leadership Development Plan Essay
Essay about Persuasive Forms of Leadership
Motivation and Leadership Essay
Leadership and Change Essay
What Leadership Means to Me Essay
Reflective Essay On Leadership
Servant Leadership Essay
Essay on Management and Leadership
What is Leadership? Essay
Business Leadership Essay
Definition Essay Leadership
Effective Leadership Essay
Essay about Leadership in Early Childhood
Essay about The Importance of Leadership
Definition Essay On Leadership
Essay about Leadership in Todays Business World
Felix Presentation On Leadership Management Skills Dev.Felcotech
This presentation was presented to Human Resources Manager and Administrative Officers to build and develop their leadership and management skills for effective people\'s management for the success of the EGTL project, in Escravos, Nigeria by Felix
I cover the 9 influencing traits of women leaders in Asia which includes Jannie Chan (The Hour Glass), Aliza Knox (Google) and Randy Lai (McDonalds). My contribution starts from page 21 onwards.
Strategic Equity, Diversity and Inclusion (EDI) Leadership AssessmentKevin Carter
The Strategic Equity, Diversity, and Inclusion (EDI) Leadership
Assessment is both a supplement to cultural competence coaching and training, as well as a stand-alone document that will enhance your ability to achieve personal, team,
and organizational success.
For all of us, the challenge and opportunity are to grow, from where you are now to a deeper understanding of how to best deliver the organization's brand to colleagues, customers, business partners, and the community.
Keep an open mind. Enjoy the journey. Let's begin!
ManToMan #MeToo Session: Being the Imperfect AllyKevin Carter
The "ManToMan #MeToo Session: Being the Imperfect Ally" is a 90-minutes to 1/2 day session that creates an empathetic space for authentic dialogue and provides a relationship based model for men and women to gain congruence on intentions, behaviors, and impact that represents #MeToo progress in the workplace.
On Behalf of Usher's New Look Urban Game Jam Event May 21stKevin Carter
On behalf of Usher’s New Look, we would like to invite you to be our special guest at the SparkLab University videogame workshop. The workshop will feature Urban Game Jam
presented by Entertainment Arts Research Inc.
The event will include a presentation from world renowned scientist Dr. Thomas Mensah, and executives from Microsoft and TVOne. The attendees will also include the CEO from Game Builder Studios and other digital media companies.
Diversity, Inclusion & Innovation - Strategic Leadership AssessmentKevin Carter
The Diversity, Inclusion & Innovation - Strategic Leadership Assessment has been updated. Please obtain a free assessment here http://www.inclusioninnovates.com/d-i-assessment-tool.
Network of Executive Women: The NEW Male Champion blog post series (downloa...Kevin Carter
The slide share contains the three blog posts to date from the Network of Executive Women (NEW) Leadership Summit "The NEW Male Champion" and "Engaging Men Who Get It" workshops.
The articles are entitled:
> The NEW inclusion of men which summaries workshop 1
>NEW male engagement in women's advancement which summaries workshop 2 and
> Intercultural Competence and Women's Advancement which highlights the use of the Intercultural Development Inventory (IDI) to accelerate women's advancement
Intercultural Competence and Women's AdvancementKevin Carter
Slide depicts how a growth along the intercultural development continuum as measured by the intercultural development inventory (IDI) can foster women engagement and advancement.
Network of Executive Women (NEW) The NEW Male Champion Report-OutKevin Carter
Network of Executive Women (NEW) The NEW Male Champion Report-Out
Congratulations to the men and women who developed and updated the report-out from "The NEW Male Champion" session at the Network of Executive Women (NEW) Leadership Summit.
Please provide any additional feedback and thoughts!
Kevin A Carter NEW Leadership Summit 2015 Planning GuideKevin Carter
The Summit Planning Guide is being used during the Network of Executive Women (NEW) Leadership Summit in Dallas, Texas, September 30 to October 2 to help participants better themselves, advance women and aid their organizations.
My Guide is attached to assist participants of two sessions I will facilitate, "The NEW Male Champion" and "Engaging Men Who Get It," complete their Guides.
Disruptive Inclusion _ Kevin Carter BiographyKevin Carter
Disruptive Inclusion is about proactive recognition and embracing of both the similarities and differences in people with a clear objective of improving organizational environments, individual motivation, and ultimately business innovation. Disruptive Inclusion is a conscious and deliberate effort to inject and foster difference into a team work environment for business results.
Technology Adoption Lifecycle meets Intercultural Competence ContinuumKevin Carter
Special thanks to Daniel Maycock, an IT Strategy Solution Architect for Slalom Consulting, for being the inspiration to the diagram above. The model represents the belief that as leaders increase their cultural competence, they also increase their ability to inspire technology adoption with a larger base of individuals.
Inclusion Innovation represents the intersection of Diversity, Inclusion, Intercultural Competence and Social Media Technology.
What do you think?
Diversity, Inclusion & Innovation - Strategic Leadership Assessment Tool
The DII-SLA Provides a quantitative measurement of an leaders' comfort level and effectiveness in leveraging diversity, intercultural competence and Internet technologies to foster innovations in business products, services, processes and practices. The DII-SLA can be used as an initial assessment or to measure progress.
A leader with a high assessment score is more likely to engage all members of their team towards successful completion of organizational objectives.
We believe in a unique approach to D&I that delivers innovative improvements for your workplace and its products and services, by cultivating the powerful and diverse networks that already exist inside and outside of your organization.
Inclusion Innovation intertwines diversity, "idea networks,” Intercultural expertise and collaborative technology to generate a "super-addictive" affect. Idea generation is then accelerated when networks within your organization are connected with customers and consumers outside your organization
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Welocme to ViralQR, your best QR code generator.ViralQR
Welcome to ViralQR, your best QR code generator available on the market!
At ViralQR, we design static and dynamic QR codes. Our mission is to make business operations easier and customer engagement more powerful through the use of QR technology. Be it a small-scale business or a huge enterprise, our easy-to-use platform provides multiple choices that can be tailored according to your company's branding and marketing strategies.
Our Vision
We are here to make the process of creating QR codes easy and smooth, thus enhancing customer interaction and making business more fluid. We very strongly believe in the ability of QR codes to change the world for businesses in their interaction with customers and are set on making that technology accessible and usable far and wide.
Our Achievements
Ever since its inception, we have successfully served many clients by offering QR codes in their marketing, service delivery, and collection of feedback across various industries. Our platform has been recognized for its ease of use and amazing features, which helped a business to make QR codes.
Our Services
At ViralQR, here is a comprehensive suite of services that caters to your very needs:
Static QR Codes: Create free static QR codes. These QR codes are able to store significant information such as URLs, vCards, plain text, emails and SMS, Wi-Fi credentials, and Bitcoin addresses.
Dynamic QR codes: These also have all the advanced features but are subscription-based. They can directly link to PDF files, images, micro-landing pages, social accounts, review forms, business pages, and applications. In addition, they can be branded with CTAs, frames, patterns, colors, and logos to enhance your branding.
Pricing and Packages
Additionally, there is a 14-day free offer to ViralQR, which is an exceptional opportunity for new users to take a feel of this platform. One can easily subscribe from there and experience the full dynamic of using QR codes. The subscription plans are not only meant for business; they are priced very flexibly so that literally every business could afford to benefit from our service.
Why choose us?
ViralQR will provide services for marketing, advertising, catering, retail, and the like. The QR codes can be posted on fliers, packaging, merchandise, and banners, as well as to substitute for cash and cards in a restaurant or coffee shop. With QR codes integrated into your business, improve customer engagement and streamline operations.
Comprehensive Analytics
Subscribers of ViralQR receive detailed analytics and tracking tools in light of having a view of the core values of QR code performance. Our analytics dashboard shows aggregate views and unique views, as well as detailed information about each impression, including time, device, browser, and estimated location by city and country.
So, thank you for choosing ViralQR; we have an offer of nothing but the best in terms of QR code services to meet business diversity!
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
3. Contents
1 Introduction
2 Global perspective
Country profiles
5 Australia
6 Belgium
7 Canada
8 France
9 Germany
10 Italy
11 Netherlands
12 New Zealand
13 Norway
14 Spain
15 United Kingdom
16 United States
17 Contacts
3
3
4. Introduction
The Deloitte Global Center for Corporate Governance from a variety of backgrounds, experiences, and perspectives
(“the Global Center”) is pleased to present an overview of allows boards to bring a more diverse perspective to
a number of current initiatives around the world, both legal problems. Gender is one factor in this context and as the
and regulatory, to increase the number of women serving on specific question of quotas for women on boards has arisen
corporate boards. The topic of boardroom diversity is a long- in several jurisdictions over the last few years, the Global
standing one, and there have been a number of approaches Center seeks to understand the state of play in regulation
to increase the diversity of those serving as executive and in this area around the world. Each of the countries in this
nonexecutive directors over the last decade, from voluntary report has taken steps – some large, some small – to increase
initiatives, to ‘comply or explain’ initiatives aligned with local the participation of women in their country’s boardrooms.
corporate governance codes, to required disclosure about We plan to continue to follow these developments over the
diversity policies, to legal requirements with specific quotas. coming months and years, and we expect the present report
to be only the first of many as more countries undertake
In a 2010 United Nations publication “Women’s similar reforms.
Empowerment Principles: Equality means business” sufficient
participation of women in decision-making and governance Moreover, to introduce the review, we present the views
at all levels was stated as a means to empower women of three prominent directors on this topic, representing
worldwide. More than 100 CEOs, including Deloitte Touche companies and organizations in North America, Europe, and
Tohmatsu Limited (DTTL) CEO Jim Quigley, affirmed the Asia. We believe diversity of opinion on this important topic
Deloitte organization’s commitment to the empowerment of will be key as the debate over the role of women on boards
women, and the importance of diversity and inclusion to its of directors continues.
business strategy, by signing the CEO Statement of Support for
the Principles.
From a corporate governance perspective, including more
individuals with different backgrounds on boards of directors
could improve these boards’ functioning; harnessing strength
1
5. Global perspective
Foreword by Jane Shaw
The current business environment in the United States, value to our business discussions. We are not regarded as
coupled with increased regulatory requirements, have women board members at Intel, but rather as board members
heightened the demands for accountability and transparency who have a specific level of expertise and experience, who can
for boards of directors. An increasingly important issue that bring their influence and ability to bear, and expand the board
continues to be discussed and debated is the gender gap in room deliberations based on their competencies.
the representation of women on corporate boards of Fortune
500 companies. While many countries have moved in the My belief is that women on boards have a responsibility to
direction of quotas and mandates, my personal belief is that ensure that corporations on whose boards they sit have an
neither are the answer for driving genuine and sustained effective diversity program in place. This helps create more
improvement within the boardroom. diverse thinking at the highest levels of management in order
to benefit the company. Intel has a most comprehensive
The primary responsibility of a board is to increase shareholder diversity and inclusion strategy of which I am incredibly
value. When it comes to selection of a new board member, proud. We have placed rigor around our initiatives, and we
we need to add the best qualified person available to fill measure our success, including attaching program outcomes,
the defined vacancy. The need to identify leaders who to our annual executive bonus payout. Thus, our focus is not
can help increase shareholder value, particularly in these just on hiring a diverse population but on making sure that
rapidly changing times, demands that one seeks out the we are improving our ability to retain and develop a diverse
specific skill sets and expertise to fit the business need. My work force, including women, throughout their career.
experience has been that when you focus on that objective, Women board members also need to encourage the senior
and simultaneously keep the objective of building a diverse women that we mentor within our organizations to seek
board, the status quo is challenged, and new names arise for outside board seats and then do all we can to facilitate their
consideration. placement. An increase in women board members will come
when we see a marked increase in the number of women in
I became a director of Intel in 1993, one year after joining the C-suites of public companies and when boards expand the
the board of McKesson. I brought to the boardroom C-suite sources they explore for access to expertise.
experience gained within a public company; this followed a
research career in healthcare technology. Mandates and quotas may drive compliance but they will not
drive genuine commitment. The more we focus on specific
Charlene Barshefsky joined the Intel board as China was areas of expertise versus relationships of comfort, the more
becoming an increasingly valuable part of our business likely we are to broaden the available pool and include
portfolio. She had experience in negotiating the initial trade women. I think only then can we realize the true intent of a
Dr. Jane E. Shaw has been a
director of Intel since 1993 and is agreements between the United States and China and adding board.
chairman of the board of directors her expertise to the board helped open up the opportunity for
and of the board’s executive Intel to conduct business in China. The third woman on the
committee. She also is a director Intel board is Susan Decker, the prior President of Yahoo; she Jane Shaw
of McKesson Corporation. Her
comments are provided from her
brings to the boardroom a strong financial background and United States
personal perspective and not as knowledge of the information technology field, which adds
official positions of either Intel
or McKesson.
2
6. Global perspective
Foreword by Jella-Benner-Heinacher
The higher representation of women on the boards of listed We often hear the argument that the gender gap is driven by
companies is a corporate governance issue that is also taking the fact that there are not enough qualified women. However,
on significantly greater importance for both companies and there is no lack of resources. We have enough highly qualified
shareholders in Germany. women in Germany, but they are not taken into consideration
for board service. If we could introduce a national data bank
Only 7.2 percent of all shareholder representatives on the that includes the data and qualifications of all these women
supervisory boards of the 30 largest listed German companies then Germany could provide the necessary pool of resources
(the DAX 30) are women. Compared to other industrialized to companies and headhunters, which could use them in their
countries, Germany is a ‘poor performer.’ But what are the selection processes.
reasons for this?
So, what can we do to change the situation as soon as
DSW (Deutsche Schutzvereinigung für Wertpapierbesitz), possible? One thing is certain—without significant pressure
Germany’s leading shareholder association, regularly examines there will be no change. I strongly support the recent
the network of the 100 most important managers in the DAX recommendations from the German Corporate Governance
30 companies and the outcome is disillusioning. Commission (which oversees the German Corporate
There is a group of 10 male board members who currently Governance Code (‘the Code’)) to systematically improve
hold 32 positions across 30 companies. These are the ‘most board diversity. But I also believe that it is time to hurry up.
powerful decision takers’ in Germany and there is not a In case the Code—which is voluntary—does not lead to
woman among them! Women are also not represented on major changes in the next two years, we will need to go the
many important committees, such as the audit committee or ‘Norwegian way’ and introduce a legal quota for women on
the presiding committee. They simply are not at the controls. German supervisory boards.
There are a number of reasons for this. The fact is that The introduction of quotas for female board representation
women are not as publicly visible as men. They also do not could bring us a fast and very large step forward. Starting
have access to today’s important networks, nor have they with 25 percent, this quota could be a useful door-opener
successfully built. for qualified women. It will lead to a change in the selection
and nomination process for boards and will help to make the
process more transparent. Once female representation on
boards has improved, we should rethink the quota and its
future necessity in Germany.
Jella Benner-Heinacher is managing
director of DSW, Germany’s oldest Jella Benner-Heinacher
and largest association for private
investors.
Germany
The opinions expressed in this
foreward are her personal opinions.
3
7. Global perspective
Foreword by Irene Lee
There is a clear need for a renewed focus on diversity in Australian thin out significantly as time goes by and the typical result is a
board rooms. At the end of 2010, women chair six boards and poor representation of women in senior management. Companies
hold 8.3 percent of board directorships in the top 200 listed need to have a corporate culture which encourages a sustained
Australian companies. In fact, a total of 92 Australian Stock pool of diverse talent from the ground level. To be successful, a
Exchange (ASX) 200 companies do not have any women at all on company needs a comprehensive strategy for talent development
their boards. According to the Equal Opportunity for Women in and retention which encourages and maintains diversity. This
the Workplace Agency (EOWA) Census released in October 2010, strategy, together with a gender balance target range, should be
the percentage of ASX 200 companies with no women board one of the CEO’s performance goals.
directors has deteriorated to 54 percent from 51 percent in 2008.
While it is up to women to establish their own career paths, they
In Australia, we are on the cusp of implementing corporate need experienced mentors who can offer advice. Throughout their
governance principles that will require listed companies to careers, women need to constantly rationalise their personal and
publish their diversity policies, develop measurable diversity professional lives, which involve trade-offs. Strong mentors are
milestones, and report on them annually. While these principles vital to help navigate these issues and to help women adapt and
should add pressure on companies to up the ante on diversity, grow in their professional lives.
there is concern with whether this will inspire a true corporate
commitment to building diversity or if it will turn into an exercise A lot of this responsibility for driving cultural change and ensuring
in compliance and tokenism? a strong mentoring program will fall on the board, especially
women board directors. They will need to ensure that their
At a minimum these principles will ensure that diversity will be an organization has a diversity program for the board as well as
important and recurring board agenda item. This is a strong and for management. Board directors should also help identify the
positive step. However, I do not believe that rules and quotas can next generation of senior women in their companies and create
or will change the representation of women on boards. The old opportunities for these women to gain visibility at the board level.
boys’ network cannot be countered by building an old girls’ club Outside their own companies, they should try to identify, coach,
just to make up the numbers. and promote senior women in forums such as participating in
university recruitment programs, presentations for corporate
As boards, we have come a long way from seeking informal events, and various professional organizations which create
referrals from other board (predominantly male) directors to a far networking opportunities for the next generation of women.
more rigorous and transparent board director recruitment process.
Addressing the gender gap has only recently been highlighted as I believe that boardroom diversity is a natural evolution of
an important part of the recruitment brief along with an emphasis corporate governance and best practice. It will be driven by a
on developing a well articulated skill gap analysis. If the key genuine commitment by directors and managers to deliver value
objective is to recruit the best person for the role, coupled with a to shareholders. It will not come from laws and quotas alone.
commitment for diversity, then we have moved closer to building However, the current heightened focus on diversity will certainly
the best possible pool of talent. achieve results sooner.
Irene Lee is a non executive director
of a number of listed, unlisted, and
not for profit companies including Diversity in the boardroom cannot be achieved overnight. It needs Irene Lee
QBE Insurance Group Limited and to start from the grassroots up. Today, women account for at least Hong Kong
Cathay Pacific Airways Limited. The half of graduate entries in most companies. However, the ranks
opinions expressed in this foreword
are her personal opinions.
4
9. Country profile
Australia
Quotas
There are currently no gender quotas for women on boards or in senior management positions.
Other initiatives
The Corporate Governance Code, known as the ‘ASX Corporate Governance Council Corporate Governance Principles and Recommendations,’ was
re-issued on 30 June 2010 by the ASX Corporate Governance Council and now contains a number of new recommendations relating to gender diversity.
From 1 January 2010, companies listed on the Australian Securities Exchange will be required to:
• Adopt and publicly disclose a diversity policy
• Establish measurable objectives for achieving gender diversity and assess annually both the objectives and progress towards achieving them
• Disclose in each annual report the measurable objectives for achieving gender diversity and progress towards achieving them
• Disclose in each annual report the proportion of women employees in the whole organization, in senior executive positions, and on the board
• Disclose the mix of skills and diversity for which the board is looking to achieve in membership of the board
While compliance with the new recommendations is not mandatory, companies who choose not to comply must provide an explanation in each annual
report as to why they have not.
Other initiatives being undertaken to promote greater gender diversity in corporate Australia include the establishment of the ASX 200 Chairmen’s
Mentoring Program by the Australian Institute of Company Directors, which is aimed at helping women achieve their goals of becoming company
directors and also improving the retention of talented senior executive women.
The numbers
Women serving on a sample of 200 listed companies: 8.3 percent*
*Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
6
10. Country profile
Belgium
Quotas
A draft law was filed by members of the Christian-Democratic and Flemish Political Party with the Belgian Chamber of Representations on 16 December
2009 which would require boards of public companies, as well as certain other companies, to have at least a third of its directors’ male and a third female.
Other initiatives
In May 2009, the Ministry of Equal Chances of the Flemish Region, along with specific Chambers of Commerce and the Belgian Institute of Directors,
established a program to promote the representation of women on company boards and in management positions. The program includes coaching
initiatives and the establishment of a public database of male and female director candidates.
The numbers
Women serving on a sample of 26 listed companies: 6.8 percent*
*Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
7
11. Country profile
Canada
Quotas
There are currently no gender quotas for women on boards or in senior management positions.
Other initiatives
The Canadian Board Diversity Council (‘the Council’) was launched in November 2009 with the goal of improving diversity on boards, including gender
diversity. The Council will target Financial Post 500 organizations and federal agencies, commissions, and crown (state) corporations. Founding members
include organizations that are leaders in diversity and corporate governance in the private, public, and not-for-profit sectors. The Council has also received
funding from the Canadian Government.
The numbers
Women serving on a sample of136 listed companies: 12.5 percent*
*Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
8
12. Country profile
France
Quotas
In July 2008, the French constitution was modified in order to permit the introduction of board gender quotas into French law. After more than a year
of discussions, the lower body of the French Parliament (“Assemblée Nationale”) and the upper house (“Sénat”) came up in mid-January 2011 with a
common text aimed at improving the representation of women on boards of both listed and non-listed companies:
• The proportion of women and men directors should not be below 40% in (1) companies whose shares are admitted to trading on a regulated market
and (2) non-listed companies with revenues or total assets over 50 million euros or employing at least 500 persons for three consecutive years.
• When the board includes eight directors or less, the difference between the number of directors of each gender should not be higher than two.
• Such companies would have six years* from the enactment of the law to reach the 40% proportion, with a first step of 20% before the end of the third
year in companies whose shares are admitted to trading on a regulated market.
• Companies whose board currently includes directors of one single gender should appoint at least one board member of the other gender at the next
annual general meeting appointing directors.
The law has still to be enacted in the Journal Officiel.
AFEP-MEDEF had anticipated this legislative move in April 2010 by amending their Corporate Governance Code applicable to companies whose securities
are admitted to trading on a regulated market to reflect the evolutions in progress. Although compliance with the Code is not mandatory, the reasons for
non compliance have to be explained in the annual report.
The numbers
Women serving on CAC 40 listed companies: 15 percent**
Women serving on a sample of103 listed companies: 9.5 percent***
* The 1st of January of the calendar year following the year of enactment of the law.
**Cited in French securities regulator’s (AMF) 2010 annual report.
***Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
9
13. Country profile
Germany
Quotas
There are currently no gender quotas for women on supervisory or management boards.
Other initiatives
The German Corporate Governance Code, which applies to listed companies, was updated in 2010 and now contains recommendations aimed at
promoting greater female representation on Supervisory and Management Boards. Specifically, the code states that:
• The Management Board shall take diversity into consideration when filing managerial positions and, in particular, aim for an appropriate consideration
of women
• The Supervisory Board shall respect diversity and, in particular, shall aim for an appropriate consideration of women when appointing the
Management Board
• The Supervisory Board shall specify concrete objectives regarding its composition which shall, in particular, stipulate an appropriate degree of
female representation
While compliance with the recommendations is not mandatory, noncompliance must be disclosed annually.
In March 2010, Deutsche Telekom AG became the first DAX 30 company to introduce its own gender quotas, requiring 30 percent of management
positions worldwide to be filled by women by the end of 2015.
The numbers
Women serving on a sample of over 600 listed companies: 8.2 percent*
Women serving on a sample of 90 listed companies: 10.5 percent**
*Provided by Institut für Unternehmensführung, University of Karlsruhe. From the 2008 study Women in Management Positions; Status Quo in German Business.
**Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
10
14. Country profile
Italy
Quotas
In December 2010 the lower house of Italy’s Parliament approved a bill that would require at least one-third of board seats of all listed and state-owned
companies be represented by the ‘less-represented’ gender on that board. The bill requires approval by Italy’s upper house, the Senate, and will take
effect, for new nominations, six months after such approval.
Other Initiatives
Italy’s Corporate Governance Code (Borsa Italiana Corporate Governance Committee Code) does not mention gender as a desirable quality or background
to board candidates.
The numbers
Women serving on a sample of over 56 listed companies: 3.4 percent*
Women as a percentage of a sample of 4200 directors: 6.2 percent**
*Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
**As cited in Santella, P., Drago, C., & Polo, A. (2008). ‘Directorships by director in Italy with gender 1998-2006,’ University of Naples Federico II.’ Based on data from CONSOB
(Commissione Nazionale per le Società e la Borsa), the Italian National Securities and Exchange Commission.
11
15. Country profile
Netherlands
Quotas
A legislative amendment requiring gender quotas for executive and supervisory board members received government approval in December 2009.
Under the amendment, which is yet to be enshrined in legislation, at least 30 percent of board members must be male and 30 percent must be female by
2015. The appointment of the remaining 40 percent will be at the discretion of the company.
The requirement is not mandatory; rather, the ‘comply or explain’ principle holds. The requirement will apply to listed companies and non-listed companies
that meet certain financial and employee number criteria.
Other initiatives
The Dutch Corporate Governance Code requires the Supervisory Board of listed companies to prepare a profile of its size and composition, taking into
account, among other things, the expertise and background of board members. The code further requires that the profile specify the specific objectives
pursued by the board in relation to diversity. Companies must make the profile publicly available.
While compliance with the recommendations is not mandatory, reasons for noncompliance must be disclosed by the company each year in its
annual report.
The numbers
Women serving on a sample of 99 listed companies: 4.02 percent*
Women serving on a sample of 30 listed companies: 13.7 percent**
*Cited in Women on Board and Firm Performance, Mijntje Lückerath-Rovers, Erasmus University Rotterdam, April 2010.
*Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
12
16. Country profile
New Zealand
Quotas
There are currently no gender quotas for women on boards and in senior management positions.
Other initiatives
The New Zealand Shareholders’ Association announced in mid-2010 that it will make diversity on boards one of its three priorities.
The numbers
Women serving on a sample of 12 listed companies: 12.1 percent*
*Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
13
17. Country profile
Norway
Quotas
Norway became the first country to introduce board gender quotas in 2005 when the Norwegian Public Limited Liability Companies Act was amended
to state:
• If the board of directors has two or three members, both sexes shall be represented
• If the board of directors has four or five members, each sex shall be represented by at least two directors
• If the board of directors has six to eight members, each sex shall be represented by at least three directors
• If the board of directors has nine members, each sex shall be represented by at least four directors
• If the board of directors has more than nine members, each sex shall be represented by at least 40 percent directors
Public limited companies had until 1 January 2008 to meet the requirements. The final consequences for noncompliance is the dissolving of the company,
however no public limited company has been dissolved on account of the gender rules to date.
Disclosure of the state of diversity within the company is also required under the Norwegian Accounting Act.
The numbers
Women serving on largest ASA company boards: 31.3. percent*
Women serving on a sample of 23 listed companies: 34.3 percent**
*Provided by Cranfield University School of Management, from the 2009 FTSE Board Report. Based on Norwegian listed companies comprising the Nordic 500 index of companies.
**Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
14
18. Country profile
Spain
Quotas
In 2007, the Spanish Parliament passed a ‘Law of Equality,’ which requires listed companies to nominate women to 40 percent of all board seats, up to 60
percent of total board membership. Companies are allowed until 2015 to comply.
While no penalties will apply for noncompliance, the government has disclosed it will take compliance into consideration in the awarding of certain public
contracts.
Other initiatives
The Spanish Securities and Exchange Commission’s (CNMV) Corporate Governance Code recommends that listed company boards include women with
appropriate business backgrounds when seeking additional directors. Companies not following this recommendation must provide an explanation.
The numbers
Women serving on a sample of 156 listed company boards in 2009: 9.2 percent*
Women serving on a sample of 46 listed companies: 8.0 percent**
*2009 National Securities and Exchange Commission Annual Report on Corporate Governance (CNMV Informe Anual de Gobierno Corporativo 2009)
**Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
15
19. Country profile
United Kingdom
Quotas
There are currently no quotas for women on boards or in senior management positions.
Other initiatives
The UK Financial Reporting Council’s UK Corporate Governance Code was re-issued in May 2010 and is applicable to entities with a premium listing in
the UK for accounting periods commencing on or after 29 June 2010. The revised code includes a new provision stating that “The search for board
candidates should be conducted, and appointments made, on merit, against objective criteria and with due regard for the benefits of diversity on
the board, including gender.” As with all UK Corporate Governance Code provisions, companies are able to comply with a provision or to provide an
explanation as to why they have not complied with the provision.
Additionally, the Equality Act 2010 gives the government power to make regulations requiring disclosure of the gender pay gap, defined as the size of the
difference between men’s and women’s pay expressed as a percentage. However, the UK’s new coalition government plans to work with companies to
increase voluntary disclosure rather than pursue mandatory audits and disclosure of pay. A previous approach, which would have allowed the government
to make mandatory regulations under the Act, was abandoned in December 2010.
Prior to the recent Parliamentary elections, the Conservative party (which now leads a coalition government) issued a “Contract for equalities.” In this
contract the party made the following promise: ‘A Conservative government would bring change to Britain’s corporate boardrooms, introducing new rules
to increase the proportion of female directors, and creating new opportunities for women to rise to the top. We will require the long list for directorship
appointments to include 50 per cent female candidates.’
The numbers
Women serving on FTSE 100 company boards: 12.5 percent*
Women serving on a sample of 405 listed companies: 8.5 percent**
*Provided by Cranfield University School of Management, from its 2010 Female FTSE Board Report.
**Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
16
20. Country profile
United States
Quotas
There are currently no quotas for women on boards or in senior management positions.
Initiatives
In December 2009, the SEC approved a rule that would require disclosure of whether, and if so how, a nominating committee considers diversity in
identifying nominees for director. If the nominating committee or the board has a policy with regard to the consideration of diversity in identifying director
nominees, the rule requires disclosure of how this policy is implemented and how the nominating committee or the board assesses the effectiveness of
its policy.
The new rules were effective from 28 February 2010.
The numbers
Women serving on Fortune 500 company boards: 15.2 percent*
Women serving on a sample of 1,754 listed companies: 12.2 percent**
*Provided by Catalyst, from the 2009 Catalyst Census: Fortune 500 Women Board Directors.
**Provided by GovernanceMetrics International, from Women on Boards: A Statistical Review, March, 2010.
17
21. Contacts
Mark Layton Dan Konigsburg Piti Pramotedham Carol Lambert Michael Rossen
Global Leader Director and Global Center Co-Chairman, Global Center Co-Chairman, Global Center Senior Manager, Global
Governance and Risk Leader Deloitte Singapore Deloitte France Center
Management Deloitte United States piti@deloitte.com clambert@deloitte.fr Deloitte United States
Deloitte United States (Deloitte LLP) (Deloitte LLP)
(Deloitte & Touche LLP) dkonigsburg@deloitte.com mrossen@deloitte.com
mlayton@deloitte.com
Americas
Adriana Calvo Don Wilkinson Daniel Aguinaga
Partner Partner Partner
Deloitte Argentina Deloitte Canada Deloitte Mexico
acalvo@deloitte.com dowilkinson@deloitte.ca daguinaga@deloittemx.com
Gilberto Souza Fernando Gaziano Ray Lewis
Partner Partner Partner
Deloitte Brazil Deloitte Chile Center for Corporate Governance
gsouza@deloitte.com fpgaziano@deloitte.com Deloitte United States (Deloitte & Touche LLP)
raylewis@deloitte.com
EMEA
Michael Schober Ciro Di Carluccio Alfonso Mur
Partner Partner Partner
Deloitte Austria Deloitte Italy Deloitte Spain
mschober@deloitte.com cdicarlcuccio@deloitte.it amur@deloitte.es
Laurent Vandendooren Jan Bune Martyn Jones
Partner Partner Partner
Deloitte Belgium Deloitte Netherlands Deloitte United Kingdom
lvandendooren@deloitte.com jbune@deloitte.com mjones@deloitte.co.uk
Claus Buhleier Endre Fosen
Partner Director
Deloitte Germany Deloitte Norway
cbuhleier@deloitte.com efosen@deloitte.no
18
22. Asia Pacific
John Meacock Abhay Gupte Rodger Murphy
Partner Partner Partner
Deloitte Australia Deloitte India Deloitte New Zealand
jmeacock@deloitte.com agupte@deloitte.com rodgermurphy@deloitte.co.nz
Danny Lau Masahiko Sugiyama
Partner Partner
Deloitte China Deloitte Japan
danlau@deloitte.com.hk msugiyama@deloitte.com
About the Deloitte Global Center for Corporate Governance
The Deloitte Global Center brings together the knowledge and experience of Deloitte member firms around the world
in the critical area of corporate governance. Its mission is to promote dialogue in corporate governance among member
firms, corporations, and their boards of directors, investors, the accounting profession, academia, and government. The
Global Center also coordinates thought leadership on governance issues developed by member firms to advance thinking
on corporate governance issues around the world.
Find us online at: www.global.corpgov.deloitte.com
19