2013 - 20-first - building gender balanced...
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Every year, the 20-first Global Gender Balance Scorecard looks at a single measure of progress: the gender balance of the Executive Committee of the TOP 100 companies in three key regions of the globe (see www.genderbalancescorecard.com for global statistics). This companion survey focuses in on the gender balance of 20 top Metals and Mining companies. Whereas much attention has been paid to the gender balance of Boards, we argue that the Executive Committee is a much better indicator of corporate progress in managing and developing talent in a truly meritocratic and gender “bilingual” way. Today, more and more companies are waking up to the 21st century reality, where most of 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 a look at what the top Metals and Mining companies have achieved to date. THE CORE METRIC 20-first © 2013 | www.20-first.com Info: [email protected] In our sample of the Top 14 in Metals and Mining, there are a total of 116 Executive Committee members. We define the Executive Committee as the group of executives who report directly to the CEO. 92% of these Executive Committee members are men (107) while only 8% are women (9). Of these 8 women, a majority (8, 7% of total) is in staff or support roles. Only one woman (1% of total) is in a line or operational roles. Notable companies include Baosteel Group, BHP Billiton, China Metallurgical Group and Rio Tinto Group who are each ‘progressing’ with 17%, 18%, 20% and 20% of women on their Executive Committees respectively. Rio Tinto is also the only company that has a woman in a line position. 57% of companies however do not have a single woman on their Executive Committee. GLOBAL GENDER BALANCE SCORECARD Focus on Metals & Mining NOVEMBER 2013 2013 KEY FINDINGS Executive Committee = line = staff 107 1 8 * 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 JOURNEY The Top 20 companies on the following pages are segmented into one of the following six 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 Top 20 companies on their websites as of June 2013. The list of companies was drawn from the Fortune 500 Global rankings published in July 2012. You might think some sectors would naturally get the gender business case. Some are starting to do so, but not always the expected ones. Of eleven sectors we analyse, Pharmaceuticals comes top in 2013, just ahead of Retail and Aerospace & Defence. Bottom place is reserved for Automotive, despite the huge purchasing influence of women on that business. There may be shortages of women studying science and technology, yet the Technology sector actually claims 2 of the 9 female CEOs of the world’s top 300 companies, at HP and IBM. Contrast that with Retail, whose market is strongly female, yet where not one major company is headed by a woman. Consumer Goods, with a huge interest in female purchasing power, lags behind Aerospace & Defence, with only 13% of executive places female. What’s going on when defence specialist Northrop Grumman has more women on its Executive team than Procter & Gamble, Danone and ABInBev put together? Focusing on Metals and Mining, Cynthia Carroll’s departure from Anglo-American in 2012 after a rocky ride reinforced the sector’s reputation as a man’s world. We can’t agree this goes with the territory, but the fact is only 8% of senior executives in this sector are female, and only one woman executive (at Rio Tinto) has operational responsibilities. Yet Rio Tinto, China Metallurgical, BHP Billiton and Baosteel are pushing 20% women in their top teams, showing that even in this industry those that want better gender balance can get it. And women who succeed in this industry certainly have shown they are capable of moving mountains. Avivah Wittenberg-Cox HEAVY METALS (Sven Paustian)
Transcript of 2013 - 20-first - building gender balanced...
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 20 top Metalsand Mining 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 Metals and Mining companies have achieved to date.
THE CORE METRIC
20-first © 2013 | www.20-first.com
Info: [email protected]
In our sample of the Top 14 in Metals and Mining, there are a total of 116 Executive Committee members. We define the Executive Committee as the group of executives who report directly to the CEO.
92% of these Executive Committee members are men (107) while only 8% are women (9).
Of these 8 women, a majority (8, 7% of total) is in staff or support roles. Only one woman (1% of total) is in a line or operational roles.
Notable companies include Baosteel Group, BHP Billiton, China Metallurgical Group and Rio Tinto Group who are each ‘progressing’ with 17%, 18%, 20% and 20% of women on their Executive Committees respectively. Rio Tinto is also the only company that has a woman in a line position. 57% of companies however do not have a single woman on their Executive Committee.
GLOBAL GENDER BALANCE SCORECARDFocus on Metals & Mining
NOVEMBER 2013
2013
KEY FINDINGS Executive Committee
= line = staff
107 1 8
* 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 20 companies on the following pages 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 June 2013. The list of companies was drawn fromthe Fortune 500 Global rankings published in July 2012.
You might thinksome sectors wouldnaturally get thegender businesscase. Some arestarting to do so,but not always theexpected ones. Ofeleven sectors weanalyse,
Pharmaceuticals comes top in 2013, justahead of Retail and Aerospace &Defence. Bottom place is reserved forAutomotive, despite the huge purchasinginfluence of women on that business.
There may be shortages of womenstudying science and technology, yet theTechnology sector actually claims 2 of the9 female CEOs of the world’s top 300companies, at HP and IBM. Contrast thatwith Retail, whose market is stronglyfemale, yet where not one major companyis headed by a woman.
Consumer Goods, with a huge interest infemale purchasing power, lags behindAerospace & Defence, with only 13% ofexecutive places female. What’s going onwhen defence specialist NorthropGrumman has more women on itsExecutive team than Procter & Gamble,Danone and ABInBev put together?
Focusing on Metals and Mining, CynthiaCarroll’s departure from Anglo-Americanin 2012 after a rocky ride reinforced thesector’s reputation as a man’s world. Wecan’t agree this goes with the territory,but the fact is only 8% of seniorexecutives in this sector are female, andonly one woman executive (at Rio Tinto)has operational responsibilities. Yet RioTinto, China Metallurgical, BHP Billitonand Baosteel are pushing 20% women intheir top teams, showing that even in thisindustry those that want better genderbalance can get it. And women whosucceed in this industry certainly haveshown they are capable of movingmountains.
AvivahWittenberg-Cox
HEAVY METALS
(Sve
n Pau
stian)
Focus on Metals & Mining
20-first © 2013 | www.20-first.com
Info: [email protected]
20-first’s Gender Balance Scorec * 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.
0
6
Executive CommitteeAnglo AmericanMark Cutifani
Asleep
= line = staff
0
8
Executive CommitteeARCELOR MITTALLakshmi N. Mittal
Asleep
= line = staff
2
10
Executive CommitteeBaosteel GroupXu Lejiang
Progressing
= line = staff
2
9
Executive CommitteeBHP BillitonAndrew MacKenzie
Progressing
= line = staff
1
4
Executive CommitteeChina MetallurgicalGroupGuo Wenqing
Progressing
= line = staff
1
7
Executive CommitteeChina MinmetalsZhou Zhongsu
Token
= line = staff
0
12
Executive CommitteeGlencore InternationalIvan Glasenberg
Asleep
= line = staff
20-first © 2013 | www.20-first.com
Info: [email protected]
Focus on Metals & Mining
card: Focus on Metals & Mining * 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.
0
4
Executive CommitteeJFE HoldingsHajime Bada
Asleep
= line = staff
0
12
Executive CommitteeNippon SteelShoji Muneoka
Asleep
= line = staff
0
7
Executive CommitteePOSCOJoon-yang Chung
Asleep
= line = staff
2
8
Executive CommitteeRio Tinto GroupSam Walsh
Progressing
= line = staff
0
10
Executive CommitteeShougang GroupWang Qinghai
Asleep
= line = staff
0
3
Executive CommitteeThyssenKruppHeinrich Hiesinger
Asleep
= line = staff
1
7
Executive CommitteeValeMurilo Ferreira
Token
= line = staff
CONSULTING
20-first works with leading global companies interested in optimizing both halves of the market andboth halves of the talent pool – the male and female halves.
Avivah Wittenberg-Cox, ground-breaking co-author of WHY WOMEN MEAN BUSINESS (2008) and HOWWOMEN MEAN BUSINESS (2010), and a network of international experts work with CEOs, executivecommittees and managers to build 21st century gender ‘bilingual’ organisations.
WHY OUR APPROACH IS DIFFERENT20-first innovates in the area of gender by focusing on leaders rather than on women. We seek topromote ‘gender balance’ (a balance of men and women) rather than ‘women in leadership’.
Gender balance is above all a business issue. In a constructive and optimistic way, 20-first helpscompanies unlock the market and talent potential – and helps them reap the considerable economicbenefits – that gender balance brings.
We have a global perspective and have worked with global companies across all regions and culturesof the world.
ROLL-OUT: HOW WE CAN HELPOur experience has shown that companies need help at different levels of their organisation and atdifferent stages of implementation.
Building buy-in among the leadership team is critical. So is the challenge of cascading a genderbalance initiative across geographies, business lines and functions, and then to all managers andeventually, to all employees.
20-first has developed a suite of services to help companies design and implement a successfulgender balance initiative – at every level, at every stage.
ON-LINE
For more information, please contact [email protected]
20-first © 2013 | www.20-first.com
Info: [email protected]
• Wake Up – Engage leaders and managers
• Start Smart – Launch an initiative with the right people and the right positioning
• Align Leaders – Get buy-in on WHY balance is a business opportunity and HOW to scale it
• Build Management Skills – Equip managers with skills needed to manage acrossgenders and cultures
• Sustain the Change – Keep up the momentum, track progress and reward success
• e-Learning – Essential interactive and multimedia course on the WHY, WHAT and HOW of gender balance
• Community – Dynamic collaboration and sharing
• Toolkits – Essential management references
• Webinars – Expert online sessions
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