Board Stories
Over the years the FTSE Women Leaders Review has engaged with FTSE Board members to gather their perspective on the need for gender diversity at the top of British business. Their stories highlight the benefits and advantages of gender balanced Board and the example it sets for the rest of the organisation.
Personal perspectives
A Chair’s Perspective
Sharon White | John Lewis Partnership
When I joined the civil service some 30 years ago, I will never forget the advice I received from one of the few senior women working in the Treasury. “Sharon,” she said. “You see, the thing you have to remember is that you’re allowed one eccentricity in the Treasury. And for you, that’s being a woman.”
A CEO’s Perspective
Roisin Currie | Greggs
At Greggs, 69% of our total workforce is female and I’m particularly proud that we bring the best talent through the business, regardless of gender. Gender diversity is just as prevalent in our senior leadership positions; almost half of our management teams are female and, of the eight current Board posts, five are held by women.
A CEO’s Perspective
Simon Roberts | J Sainsbury Plc
Our colleagues are at the heart of everything we do at Sainsbury’s and their dedication to helping and serving our customers is so vital to our success. We are committed to being a truly inclusive retailer, where all our colleagues can fulfil their potential and where all our customers feel welcome. It’s why it is so important to me, and all our leaders, that Sainsbury’s reflects the communities we serve.
A CEO’s Perspective
Pascal Soriot | AstraZeneca Plc
Inclusion and diversity is fundamental to our success as an organisation. As a global, science-led, patient-focused pharmaceutical company, we are tireless in the pursuit of delivering life-changing medicines to patients, and our team of more than 80,000 people worldwide push the boundaries of science every day.
A CEO’s Perspective
Milena De Focatis | Admiral Group Plc
People who like what they do, do it better’ – a quote from Henry Engelhardt our founder. This belief is the core of Admiral’s culture and philosophy and is on the wall in our office entrance. And we believe that people will only like what they do if they feel appreciated for who they are, and genuinely feel they will be given the chance to do even more.
A CEO’s Perspective
Johan Lundgren | EasyJet Plc
The pandemic was a crisis like no other in aviation’s history, unimaginable in so many ways. It changed the way we travel – even making it illegal for a time – paused our growth and with it our ability to recruit and has changed the way all of us work forever. And while the challenges are immediately evident, the opportunities seem much less apparent, but they are there.
A CEO’s Perspective
Michelle Scimgeour |
Legal & General Investment Management
We have come such a long way since I started my career in the City. I remind myself of that when I look around and see that we still have further to go in all aspects of diversity and inclusion.
A Chair’s Perspective
Anne Farlow | Pershing Square Holdings
I am very proud to work with Pershing Square Holdings’ diverse board. Diverse teams are more likely to solve problems and innovate. I have seen how varied experiences have added significant value to our board discussions.
A Chair’s Perspective
Robin Budenberg CBE | Lloyds Banking Group Plc
One of the reasons I was delighted to become Chair at Lloyds Banking Group was because of the Group’s strong sense of purpose and commitment to help build a more inclusive society.
I have a strong view that women are more likely to want to be part of an organisation if they see women at the top of that organisation.
A CEO’s Perspective
Liv Garfield CBE | Severn Trent Plc
If I could pick one thing that makes me proud about Severn Trent, it would be the culture that oozes from every site, no matter where I go across the business. It doesn’t happen by magic, or willing it to be so, it happens because day in and day out managers and leaders take actions that reinforce those great behaviours.
A CEO’s Perspective
Ivan Menezes | Diageo Plc
When I reflect on the extraordinary events of the last 12 months, I am struck by the shocking levels of inequality and injustice that still exist in society. COVID-19 has devastated families and damaged economies, yet barriers to individual progress were present before the pandemic and will continue to be felt by many, unless we act. These challenges are not new, but they should catalyse our response to championing equality in our businesses.
A Chair’s Perspective
Patrick Cescau | IHG
Throughout my career I have passionately advocated for an authentic company culture that values equal opportunities and encourages a balance of different perspectives, backgrounds and skills around the table. Out of this comes a richness of experience and innovation, better decision making, an engaged workforce, and more often than not, a more successful company overall.
A Chair’s Perspective
Dorothy Thompson CBE | Tullow Oil
I became Chair of Tullow in 2018, taking over from Tullow’s founder, Aidan Heavey. When I became Chair, I was the only woman on the Board, with two highly experienced women NEDs, one from the oil & gas industry and the other from the UK Foreign & Commonwealth Office having retired shortly before I joined.
A Chair’s Perspective
Scott Forbes | Rightmove
Women directors on the Boards of Rightmove and Ascential today represent 50% and 57% respectively, featuring 2nd in the FTSE 100 Rankings and 3rd in the FTSE 250 Rankings for the Hampton-Alexander Review.
A Chair’s Perspective
Vanda Murray OBE | Marshalls
I am proud to chair the Marshalls Board with a strong leadership culture to bring about change and support our ambitious people plan. There is much to do, but we have a clear strategy and framework to drive the change we need.
A Company Secretary’s Perspective
Rosemary Martin | Vodafone
Vodafone aspires to become an employer whose track record in attracting and retaining female talent is so strong that by 2025 we are widely considered to be the world’s best employer for women.
A Chair’s Perspective
Sir Peter Bazalgette | ITV
The Board of ITV is today made up of four women and six men including Chief Executive Carolyn McCall and is ranked 14th in the FTSE 100 rankings, having moved up from 90th position in 2015 with one woman Non-Executive director Mary Harris on the board. A journey of leadership, transparency and active pursuit of excellence.
A Non-Executive Director’s Perspective
Carolyn McCall DBE | Burberry
It is testament to Burberry’s open and inclusive culture that it has been placed in the FTSE 100 top twenty best performers for many years and this year is ranked in fifth place with 45% women on the Burberry Board.
A Senior Independent Director’s Perspective
Vivienne Cox CBE | Pearson
Collaborating with the board to develop talent and a leadership pipeline. Pearson has a proud and strong history of women serving on its board for the past two decades. Indeed when I joined the board in 2011 Dame Marjorie Scardino was the CEO.
A Chair’s Perspective
Charles Berry | Senior PLC
Senior PLC is a FTSE 250 international engineering company employing 7500 people with 33 operations in 14 countries. We serve worldwide aerospace, defence, land vehicle and energy markets and operate in an industry often thought not to be a ‘natural’ one for women leaders.
A Company Secretary’s Perspective
Amanda Mellor | M&S
The M&S’ Board efforts are geared towards giving our Nomination Committee exposure to the richest and deepest talent pool. We have broadened our horizons to consider candidates from a wider pool; capturing new and different perspectives that can add real value to Boardroom discussions.
A Non-Executive’s Perspective
Anne Hyland | Elementis PLC
Elementis PLC is one of the UK’s largest speciality chemicals businesses, employing around 1500 people, with operations world-wide. Elementis operates in markets that have traditionally had few women leaders, none-the-less I was surprised to find myself the first woman appointed to the Board in the Group’s 169 years history.
A Chair’s Perspective
Ian Davis | Rolls-Royce
I, and the Board of Rolls-Royce, strongly support the work of the Hampton- Alexander Review. Diversity and Inclusion improve decision-making and enhance an organisation’s ability to attract, engage and retain talented people. They also strengthen culture and reduce the risk of silo behaviours.
