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The Female FTSE Board Report 2016
In the past year there were 11 new CEOs appointed, of whom only one was a woman. At this rate it is
hard to see how Egon Zehnder will meet their challenge of having 25 female CEOs across the FTSE 100
companies achieved by 2025.
2
In terms of tenure, it is not surprising to see a significant difference in the average tenure between male
and female EDs given that the past 18 months has seen the biggest increase in female EDs ever. Again,
the average figures hide the variance in range, with men holding ED roles for up to 40 years, whereas the
longest serving female ED is just under 9 years.
Last year we drew attention to the large number of NEDs who had sat on their boards for more than the
nine years recommended by the governance codes thus compromising their ‘independence’. The figures
have not changed much this year and there are still 69 men and 15 women, including 20 male and two
female Chairmen. There are 11 companies with three or more NEDs serving more than nine years, which
could be evaluated as making the independence of the board questionable. The long tenure of many male
NEDs explains the difference in average tenures for NEDs. Male NED tenure ranges from 0 to over 53
years, whereas the longest serving female NED clocks 12.6 years.
3.3 PACE OF CHANGE
We have been measuring the pace of change in March and September since 2012. As of 1st March
2015 there were 23.5% women on FTSE 100 boards. Our estimated trajectory indicated that by March
2016 we should have 26.2% women directors. However, the increase in women directors on FTSE 100
boards exceeded our trajectory in October 2015, when we estimated 25.2% and 26.1% was actually
achieved. Thus it is disappointing to see that that the figure is 26.0% in June 2016. As Table 7 shows, the
percentage of new appointments going to women in the six months from September 2015 to March 2016
was only 24.7%, the lowest since September 2011. There was also a drop in the turnover of directors,
down to 13% after an average of 14% - 17% in the years since 2011. Although the appointment rate
fluctuated, over the period 2011-2015 it did average out at 33%. It is vital that we return to this pace of
change.
One explanation for this slower pace of change is that there was a ‘big push’ in 2015 to hit the target of
25%, which was successful, but then led to a relaxation in the effort to sustain momentum. Whilst in
some respects this is understandable, the figures also reveal that without a concerted effort and a regular
spotlight on the figures, we risk inertia setting in and a return to the years of incremental increases. In the
2015
3
report, interviews with key stakeholders in the change process (Chairmen, CEOs, headhunters,
institutional investors and subject experts) expressed as much.
“We have to keep it going because it’s not
yet embedded…the dialogue has to change
to talent management; getting the best out
of people, and risk management”
– FTSE 100 CEO
TABLE 7: FTSE 100 NEW APPOINTMENTS ACROSS 6 MONTHS
2011-2016
Mar-16 Sep-15 Mar-15 Sep-14 Mar-14 Sep-13 Mar-13 Sep-12 Mar-12 Sep-11
New female
appointments
18
27
25
27
33
20
19
26
21
21
New male
appointments
55
47
54
58
60
53
53
33
55
72
Total new
appointments
73
74
79
85
93
73
72
59
75
93
Female
% of new
appointments
24.7% 36.5% 31.6% 31.8% 35.5% 27.4% 25.7% 44.1% 28% 22.5%
FTSE 100 Companies