2014 - 20-first - building gender balanced...
TRANSCRIPT
Every year, the 20-first Global Gender Balance Scorecard looks at a single measure ofprogress: the gender balance of the Executive Committee of the TOP 100 companies inthree key regions of the globe (see www.genderbalancescorecard.com for globalstatistics). This companion survey focuses in on the gender balance of 10 top ConsumerGoods companies.
Whereas much attention has been paid to the gender balance of Boards, we argue thatthe Executive Committee is a much better indicator of corporate progress in managingand developing talent in a truly meritocratic and gender “bilingual” way.
Today, more and more companies are waking up to the 21st century reality, where mostof the educated talent in the world and a majority of the consumer market is female.Many have begun to make gender balance in leadership a strategic priority. Let’s take alook at what the top Consumer Goods companies have achieved to date.
THE CORE METRIC
20-first © 2014 | www.20-first.com
Info: [email protected]
In our sample of the Top 10 Companies in Consumer Goods, there are a total of 124 Executive Committee members. We define the Executive Committee as the group of executives who report directly to the CEO.
85% of these Executive Committee members are men (105) while only 15% are women (19).
Of these 19 women, roughly half of them (10 or 53%) are in staff or support roles. The other half (9 or 47%) are in line or operational roles.
L'Oréal, Mondelez International and Pepsico have all moved from “Progressing” to “Critical Mass” this year, with 31%, 29% and 25% women in their Executive Committees respectively. It is also noteworthy that 2 of the 10 companies have a female CEO: Mondelez International and PepsiCo. Danone, Heineken and Procter & Gamble however do not yet a single woman on their Executive Committee.
GLOBAL GENDER BALANCE SCORECARDFocus on Consumer Goods
DECEMBER 2014
2014
KEY FINDINGS Executive Committee
= line = staff
105 9 10
* Staff or support roles include Communications, HR, Legal, IT, Strategy, Public Policy, etc.
Line or operational roles include CEO, CFO, Country Head, Business Unit Head, etc.
THE SIX PHASES OF THE GENDER JOURNEYThe Top 10 companies on the following page are segmented into one of the followingsix phases:
Asleep. Exclusively male team. 100% M / 0% F
Token. One (or two) women in staff or support function. < 15% F
Starting Smart. One (or two) women in central core or operational role. <15% F
Progressing. M/F ratio between 85 % M / 15% F and 76% M / 24% F.
Critical Mass. M/F ratio of at least 75% M / 25% F.
Balanced. Minimum of 40% of either gender.
The data for this survey is based on publically available information provided by the Top20 companies on their websites as of November 2014. The list of companies was drawnfrom the Fortune 500 Global rankings published in July 2013.
170 companies,1,874 top executives:of which 1,596 aremen, 216 women.Our 2014 IndustrySector GenderBalance Scorecards,which analyse theExecutive Committeesof the top globalcompanies of 10industry sectors, tell it
as it is. Which in all but one dimension ismuch as last year.
As with 2013, just 12% of top companies’top teams are female, and just 5% of CEOs.The Retail sector hits top spot in 2014, with18% women on their Executive Committees,while Consumer Goods andPharmaceuticals follow with 15%.Automotive and Energy continue their flattyre, empty tank practices with just 7% and8% respectively. Interestingly 6 of the 8female CEOs in our study work inengineering and technology-related sectors– two in Aerospace and Defense, three inHi-Tech and one in Automotive.
The dimension of change in our data is asignificant increase in women in line oroperational roles – up from 77 (36%) in2013 to 102 (44%) by the end of 2014.We look forward to seeing if this is a trendor a chance result.
Focusing on Consumer Goods, MondelezInternational and PepsiCo both have femaleCEOs and executive teams with 29% and25% women respectively, but L’Oreal is justahead with 31%. Danone, Heineken andProctor & Gamble have still singularly failedto acknowledge a single talented woman asworthy of their top teams. However, it isgood to see that almost half of the seniorwomen in other companies now hold line oroperational roles.
AvivahWittenberg-Cox
OPERATIONALPROGRESS
Alastair Fyfe
20-first © 2014 | www.20-first.com
Info: [email protected]
20-first’s Gender Balance Scorecard: Focus on Consumer Goods
113
Executive CommitteeNestléPaul Bulcke
Starting Smart
= line = staff
02
Executive CommitteeProcter & GambleA G Lafley
Asleep
= line = staff
312
Executive CommitteeCoca-ColaMuhtar Kent
Progressing
= line = staff
08
Executive CommitteeDanone Emmanuel Faber
Asleep
= line = staff
012
Executive CommitteeHeineken HoldingJean-François van Boxmeer
Asleep
= line = staff
410
Executive CommitteeMondelez InternationalIrene Rosenfeld
Critical Mass
= line = staff
39
Executive CommitteePepsiCoIndra K. Nooyi
Critical Mass
= line = staff
214
Executive CommitteeUnileverPaul Polman
Starting Smart
= line = staff
* Staff or support roles include Communications, HR, Legal, IT, Strategy, Public Policy, etc.
Line or operational roles include CEO, CFO, Country Head, Business Unit Head, etc.
114
Executive CommitteeAnheuser-Busch InBevCarlos Brito
Token
= line = staff
511
Executive CommitteeL'OrealJean-Paul Agon
Critical Mass
= line = staff
www.20-first.com20-first © 2014
• The business Imperative:We help companies to unlock 21st century Market and Talent opportunities
• Focus on leaders, not onwomen: We equip leaders witha strategic understanding andmanagement competenciesto work across genders
• Global perspectives:We are experienced working with global companies across all regions and cultures ofthe world
20-first is one of the world’sleading global consultanciesfocused on gender balance as a business and economicopportunity.
We work with many of the bestknown global companies that seekto move from 20th centurymindsets, management styles andmarketing approaches into moreprogressive 21st century forms –and to stay first at the game.
Hence our name. It underlies ourpurpose, and those of the clientswe serve.
For more information, please contact [email protected]
Who we are
Wake UpEngage leadersand managers
Start SmartLaunch an
initiative with the right people and the rightpositioning
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Align LeadersGet buy-in onwhy balance is a business
opportunity andhow to scale it
BuildManagement
SkillsEquip managers
with skillsneeded to
manage acrossgenders
Sustain theChange
Keep up themomentum, trackprogress and
reward success
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What makes us different
And just published by Harvard Business Review,the new e-book: Seven Stepsto Leading Gender-BalancedBusinesses 7S E V E N S T E P S T O L E A D I N G A
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