1. Dr Deirdre Anderson Cranfield International Centre for Women Leaders The Female FTSE Board Report 2014 Is change really happening?

2. Female FTSE Index 2014 FTSE 100 (October 2014) FTSE 100 (March 2014) FTSE 250 (October 2014) FTSE 250 (March 2014) Female held directorships249 (22.8%)231 (20.7%)351 (17.5%)310 (15.6%) Female executive directorships24 (8.4%)20 (6.9%)28 (5.1%)29 (5.3%) Female non-executive directorships225 (27.9%)211 (25.5%)323 (22.1%)281 (19.6%) Companies with female directors231826 (10.4%)27 (10.8%) Companies with at least 25% women directors 393664 (25.6%)51 (20.4%)

3. Companies with a ‘relatively’ high proportion of women in leadership Listing Company Sector Percent Female Employees Percent Female Senior Management Percent Women on Board 100 Anglo-AmericanMining16%23%25% 100 Babcock Engineering & Construction21%20%17% 100BAEAerospace & Defence20%17%18% 100BG GroupOil & Gas28%21%25% 100BHP BillitonMining17%18%15% 100FresnilloMining9%5%17% 100Rio TintoMining19%14%17%

4. Projecting Forward

5. Defining talent: performance and potential Targets, metrics and accountability Making female talent visible Tackling unconscious bias A holistic approach to talent management Talent Management from a Gender Perspective

6. Strategies to Ensure Success in Meeting the 25% Target on FTSE 100 Boards Continue appointing one in three new directorships to a female candidate; All companies, individually, need to aim for 25% or more of their board directors to be women; Continue to measure, monitor and report against internally set quantitative objectives for better gender balance at all levels of the organisation;

7. Focus on proactive succession planning at board level and down through management levels, considering diversity as part of an integrated talent management strategy; Ensure the Board’s awareness of, engagement with and commitment to diversity is embedded in all future board evaluations, to drive accountability. Strategies to Ensure Success in Meeting the 25% Target on FTSE 100 Boards