Women Directors in the Fortune Global 200 Companies.

Women on Boards, Europe’s progress,Women on Boards, Europe’s progress,Spain Grupo Día

Societé Générale case

Ana María LlopisIndependent Director Société Générale

Non-exec Chairman Grupo Día, CEO ideas4allIWF, EPWN, ellas2.0

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 opening

debate, ….its the voice of democracy and equality reverberating in this tribune that

has the commitment to be the most representative of the world. …. Be certain that

this is the Century of women….

Chair FMI President Germany

Two of the most important Political and Economic posts are occupied by women

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

Christine Lagarde Ángela Merkel

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%

UN Women trying to close the gap, with different approaches for its 2015 objectives

Fund 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

• EU Conference 2011 commitment for 2015 Equality between men and women

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 to women equality in Management and Boards with quantitative objectives and dates, as of September only some 10 companies had signed

•EU Parliament 33% women

•In Europe's’ Nations Parliaments 25 % women, however with great dispersion

•Only 3% of Listed Companies Presidents/ Chairmen are women

Spain‘s Women Directors figures for Largest listed Companies IBEX 35

Women in Spain 22% of executive positions, 3% over the world average . Only 7% chairing. And still Salary difference over 5.300 Euros less/year

The crisis has changed employment trend and it has increased +14% women occupation over 45 years according to analysis by Expansion 03.2011

Building over the European Parity/Equality Plans

Building over the European Parity/Equality Plans

Building over the European Parity/Equality Plans

Building over the European Parity/Equality Plans

Building over the European Parity/Equality Plans

Parity Challenges

Laws and Good Governance Codes

1. 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 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 boards

4. Recommendations European Strategy for equality between women and men 2010-2015

Parity Challenges

Non negotiable, Building on Europe's commitment, my personal view

1. Parity and economic independence are essential equal opportunities, equal pay and equal participation

and valuation criteria and promotions

2. Parity in decision making in public and private Institutions and companies

3. Adequate treatment of maternity and conciliation balance work-domestic life

4. Protection to women poverty risk at old age

5. Parity crossing borders, global and digital with no further gaps

6. Dignity and Integrity, end violence against women, discriminatory treatment, and inadequate treatment of

women's role in the media communication and education

7. Parity/equality of genre friendly governance as part of Corporate Governance7. Parity/equality of genre friendly governance as part of Corporate Governance

8. Integration in the innovation and entrepreneurship of sustainable companies and startups and no

discrimination in credit lines ,angels participation and investment opportunities

9. Women participation in the economic political and social dialogue specially in crisis since women would

be the most affected with budget cuts

10. 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

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, women have 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

There are studies that suggest a correlationbetween women participation in Boards and top

management admin and better results for thiscompanies vs. those that have less women. More

profit, better risk management, better womentalent recruitment and promotion programs

‘Does Female Leadership Boost Firm Profitability?’ Kotiranta, Kovalainen andRouvinen, 2007;

Women are “Good Business” in Business

Rouvinen, 2007;‘The Bottom Line: Corporate Performance and Women’s Representation on

Boards’, 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 the

Male Competitive Model’, Sylvia Ann Hewlett, 2007Mc Kinsey 2006 Women Matter..

Women are “Good Business” in Business

Better financial results when there are more women

Better management indicators after 3+ women in Boards

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.

Better Progress with Laws?Norway, Spain, very recently France

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.

Women 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 Group HD recently listed in the Madrid Market Wants to make a difference. Appoints a Woman Chairman to

the Board, its principal consumers are women

• 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

China Argentina BrazilGrupo Día 20% women out of 10 members and the Chairman

http://www.youtube.com/watch?v=2gXWSDwCwr4

44.7

39.8

20

25

30

35

40

45

50

DIA Group 5th of the World among Hard Discounters

DIA %

WOMEN

COMEX MANAGERS TOP

MANAGERS

SPAIN 35,43% 26,67

GLOBAL 10% 34,62% 25,89%

14.6

11.410.3

10.3 10.38.4

7.85.3 5.1 5.1 5.0 4.8 4.3 4.0 3.8 3.7 3.4 3.3

0

5

10

15

20

http://www.youtube.com/watch?v=2gXWSDwCwr4

30%+ 5 Women Directors 3 Inernational

SOC GEN Commitment

An Equality program Top Down and Bottom up

Recently appointed in 2011 May 2 new Women Directors . 31% 5 in total out of 16

And 20% of the Executive Committee 3 /15

A policy and equality program with 4 axis

EMPLOYMENTPROMOTIONS AND RECRUITMENTREMMUNERATIONTRAINING

SOC GEN EMPLOYMENT objectives

� Women became the majority of workers in Société Générale during 2000

� Today they represent 56% of our work FEMMES

HOMMES

25%

50%

75%

100%

51%56%

COMMITTMENT SG :

���� Evolution of women managers participation� Reflect the objective percentage in the Candidates mix and recruitment

employed

|

� Today they represent 56% of our work force

Women Top executives and Management

� Achieve objective of 42% of women in top positions and management at the end of 2011, It has been achieved by the end of the summer of 2010

� 40% of Managers hired are women

FEMMES

0%

25%

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Effectif des cadres

42%31%

0%

25%

50%

75%

100%

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

HOMMES

FEMMES

Engagement 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

SOC GEN PROMOTIONS / RECRUITMENT

|

• 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

Remuneration averages

The differences in remuneration are mainly justified by time on the job

REMUNERATION MOYENNE MENSUELLE A STRUCTURED'EFFECTIF COMPARABLE (en euros) RAPPORT

CATEGORIE FEMMES/TOTAL

TOTAL HOMMES FEMMES

Techniciens 2 417 2 527 2 368 98.0

Cadres 4 374 4 615 4 061 92.8

Engagement SG :

���� Make remuneration evolution and salaries in general genre independent

SOC GEN REMUNERATION

| P.

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 mois

Salaries 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

Engagement 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%

SOC GEN TRAINING

|27/10/2011 P.27C1 | ÉGALITÉ FEMMES/HOMMES

• 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

Parity/Equality requires that we orchestrate impartiality

Equality/ Parity goes beyond laws, quotas, governance codes and chartersEquality/ Parity goes beyond laws, quotas, governance codes and charters

We need to eliminate partiality, stereotypes, discrimination in education, culture which most of the time are subconscious

A 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

Orchestrating Impartiality

Since music needs not be seen but listened, Boston Orchestra decided to place blind screens to auditions to eliminate bias and it worked

Orchestrating Impartiality

Orchestrating Impartiality

We need to find that Blind screen every time we need to Orchestrate Impartiality in our

organizations

Marie Curie

The first Woman to win 2 Nobel

Prizes

“

In the XXI Century Equality/Pârity will be achieved

“There is nothing in life to

be afraid of, you only need to understand “

Thank you for listening and

thanks to Irene for the opportunity

Ana María Llopis: anamaria@ideas4all.com

Twitter:: @anamariallopisTwitter:: @anamariallopis

Ana María Llopis BIO

ideas4all

ideas4all 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 la

Universidad de Berkeley California en Ingeniería de Materiales Cum laude y estudio Físicas y

Matemáticas 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,

Es miembro Fundador del Consejo de Uplaya.com Polyphonic, una start up americana-española, con base en Savannah

USA, 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.

Benckiser, y ha ocupado puestos directivos en sociedades como P&G, Playtex, Schweppes,Banesto y Grupo Santander.

Main reasons for abandoning your career

Blance domestic and work Gap, Men spend half the time in Europe than women

Salary Gap

Salary Gap despite women have 60% of New University degrees in Europe

Servicio usado de Internet Hombres Mujeres Total Brecha

correo electrónico 86,3% 86,2% 86,2% -0,1

buscar 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% -2,5

viajes y alojamiento 59,8% 63,8% 61,7% 6,2

descargar software (excluido el de juegos) 48,0% 29,3% 39,3% -38,9

jugar ó descargar juegos, imágenes,... 55,0% 44,1% 49,9% -19,8

leer ó descargar noticias, periódicos,... 68,3% 58,8% 63,8% -13,9

suscripción servicio de noticias 12,7% 12,1% 12,4% -4,3

Women Digital Gap in Spain España Observatorio Fuente Cecilia Castaño

búsqueda empleo 26,4% 28,6% 27,4% 7,9

temas de salud 49,0% 59,2% 53,8% 17,2

banca electrónica 43,1% 35,1% 39,3% -18,6

ventas de bienes y servicios 8,3% 4,6% 6,6% -44,4

información de educación y cursos 50,9% 57,3% 53,9% 11,2

realizar algún curso vía Internet 11,4% 13,6% 12,4% 16,5

Aprendizaje 48,1% 48,6% 48,4% 0,9

páginas web Administración en últimos 3 meses 49,1% 46,2% 47,7% -5,9

páginas web Administración en últimos 12 meses 57,8% 56,2% 57,1% -2,9

Women presence at R&D in industrial ICT sectorWomen presence at R&D in industrial ICT sectorWomen presence at R&D in industrial ICT sectorWomen presence at R&D in industrial ICT sector

63,863,863,863,895,095,095,095,0

0,0

20,0

40,0

60,0

80,0

100,0

120,0

Continuously Occasionally% Firms

% Firms

% Firms

% Firms

High (>50%)

Medium (25-50%)

Low (0-25%)

None

Genre diversity and Innovation

More women means more stability in R&D Budgets

Fuente 2006 Spanish Community Innovation Survey

Women presence at R&D in industr ial ICT by External Women presence at R&D in industr ial ICT by External Women presence at R&D in industr ial ICT by External Women presence at R&D in industr ial ICT by External

R&D expendituresR&D expendituresR&D expendituresR&D expenditures

76,876,876,876,855,855,855,855,8

5,35,35,35,3 20,820,820,820,8

0,0

20,0

40,0

60,0

80,0

100,0

120,0

No External R&D% Empresas

% Empresas

% Empresas

% Empresas High (>50%)

Medium (25-50%)

Low (0-25%)

None

Women presence at R&D in ICT industrial by innovat ion Women presence at R&D in ICT industrial by innovat ion Women presence at R&D in ICT industrial by innovat ion Women presence at R&D in ICT industrial by innovat ion

typestypestypestypes

78787878 7171717154545454

4444 14141414 18181818

0

20

40

60

80

100

120

1 type 2 types 3 types

% Firms

% Firms

% Firms

% Firms

High (>50%)

Medium (25-50%)

Low (0-25%)

None

…More innovation & Openness in the process third parties/external parteners

Occupational Gap for maternity and paternity

Gender segregation in ocupación Gap in science and technology, etc.

Gap in decisión making porsitions