GLOBAL LEADERSHIP GLOBAL LEADERSHIP


Putting people at the heart of global organisations, governance,


engagement, inclusion and culture


“The CBI speaks on behalf of 190,000 businesses. Together they employ nearly 7 million people.”


companies need to think outside the box


and stop recruiting in their


own image. In tech, for example, where women have traditionally been under-represented, Ms Rose says the answer was to encourage diversity not through grand gestures, but via lots of small cultural changes. “Diversity


in tech companies is terrible,” Baroness Lane-Fox says. “It needs incremental change at every level.” Tim Davie, CEO of BBC Studios and chairman of the Creative


Industries Council, says the UK creative sector is bigger than the oil and gas, life sciences, automotive and aerospace industries combined, yet is still seen as a “soft” industry. The creative sector has grown strongly in recent years, and while the opportunities were great, so was the risk, he says.


Davie says. “We need to see more leaders coming from different backgrounds. We recruit in our own image too much. The whole industry has needed a kick and that has happened.”


WOMEN IN SENIOR LEADERSHIP ROLES In February 2016, the government-appointed Sir Philip Hampton and the late Dame Helen Alexander to chair an independent review to ensure that talented women at the top of business are recognised, promoted and rewarded. It set a series of recommendations aimed at increasing the number of women in leadership positions of FTSE 350 companies. The Hampton-Alexander Review monitors the gender balance


in more than 20,000 senior leadership positions in FTSE 350 companies. Its targets were:


• 33 per cent target for women on FTSE 350 Boards by the end of 2020


• 33 per cent target for women in FTSE 350 leadership roles by the end of 2020


“THE GAP BETWEEN THOSE WORKING HARD TO IMPROVE GENDER BALANCE AND THOSE DOING LITTLE IS EACH YEAR MORE OBVIOUS.”


Those organisations that are changing their businesses and


adapting to tech were doing well, he says, but the key question is still how to attract and retain talent, given the huge demand for talent from large organisations like the BBC, Netflix and Amazon. One step the BBC has taken to respond to the talent retention


challenge is to commercialise its production teams. This has freed them and enabled them to work for brands outside of the BBC, which has been a great motivating factor. On diversity, too little has been done in the creative industries. “The movement towards diversity has not been fast enough,” Mr


• FTSE 100 32.4 per cent • FTSE 250 29.6 per cent • FTSE 350 30.6 per cent


The biggest FTSE 100 risers in the rankings, all with 40 per


cent plus women are: Standard Life Aberdeen, Schroders, CHR Plc and Royal Bank of Scotland. The biggest FTSE 100 fallers in the rankings, with 25 per cent or fewer women are: National Grid Plc, Rio Tinto Plc and NMC Health Plc.


The updated report, published in mid-November 2019, shows


that women now hold 32.4 per cent of all FTSE 100 board positions, up from 30.2 per cent last year and up from only 12.5 per cent in 2011. The FTSE 100 is now very close to meeting the 33 per cent target for Women on Boards and will do so ahead of the 2020 deadline. Women now hold 29.6 per cent of all FTSE 250 board positions,


up from 24.9 per cent last year and only 7.8 per cent in 2011. If the same rate of progress continues in 2020, the FTSE 350 will be on track to meet the 33 per cent target by the end of the year. However, not all companies are making the same efforts, the report says. “The gap between those working hard to improve gender balance and those doing little is each year more obvious,” it says.


WOMEN ON BOARDS 2019


12 | RELOCATE | WINTER 2019 / 2020


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