2 JUNE 2015

Women on Board for Change?

La France a adopté le système des quotas pour accroître la représentation des femmes dans les Conseils d’Administration (20% en 2014, 40% en 2017). La conférence organisée par l’ICG Professorship a proposé une nouvelle grille de lecture et exploré trois bonnes pratiques issues d’autres pays européens et des USA pour y déceler les leçons à en tirer pour accélérer l’accession des femmes en France aux postes de direction tout en réalisant la diversité culturelle, sociale et des parcours.

Après une présentation rapide de l’étude (note 7-5-15) et des objectifs du colloque, les intervenants mobilisés par l’ICG Professorship ont détaillé l’objectif qui était d’analyser les exigences de la loi française au regard de la performance économique.
Nos intervenants sur ce segment :

  • Véronique Morali, Présidente, Fimalac Développement et co-fondatrice du Women Corporate Directors Paris
  • Monica Wirz, Professeur, Cambridge University

DÉROULÉ DE LA JOURNÉE


Pratique 1 – Macro Level – Présentation d’initiatives américaines favorisant la sélection et la promotion des nouvelles élites dans le cadre de la performance économique

  • Val Myteberi, Program Director, The Samuel & Ronnie Heyman Center on Corporate Governance, Cardozo School of Law – (10 min)


Pratique 2 – Miso Level – Présentation de KPI permettant de favoriser l’émergence de femmes – Retour d’expérience sur les Départements et initiative Diversité au sein de la Direction des Ressources Humaines

  • Katrine Sharp, VP Group Gender Diversity & VP Strategic Resources, Technip (10 min)


Pratique 3 – Micro Level – Présentation du « 2020 Women on Boards – Le vivier de compétences & de la formation
»

  • Christiane Neumayer, Chair, 2020 Women on Boards NYC Steering Committee (10 min)
  • Agnès Touraine, Présidente (IFA)


Réactions :

  • Armelle Carminati-Rabasse, Membre du Directoire, Directrice Générale Fonctions Centrales, Unibail-Rodamco (10 min)
  • Jean Coroller, Directeur de la Certification des Administrateurs, IFA (10 min)
  • Patrick-Hubert Petit, Associé, Président de l’Audit Committee Institute France & Vice-président de la Fondation d’entreprise KPMG

Conclusion

  • Muriel Pénicaud, Ambassadrice déléguée aux investissements internationaux, Directrice Générale Business France

Et vous, que pensez-vous de la place des femmes aux postes de direction ?
Ecrivez-nous (contact@icgprofessorship.org) pour nous donner vos avis et propositions !

Femmes Dirigeantes et Administrateurs : la France en retard ?

Women on board: Beyond Quotas?

ESCP Europe/KPMG Governance, Strategy, Risks and Performance Women on Board for Change? The French Corporate Board Quota in debate

Claudia Jonczyk (ESCP Europe – London) & David Chekroun (ESCP Europe – Paris) & Darren Rosenblum (Pace Law School) While women are underrepresented on corporate boards in most Western countries countries, governments and legislators have been responding to this underrepresentation is a variety of different ways. Norway was the first country to introduce a Corporate Board Quota (“NCBQ”) in 2004 threatening non-complying companies with dissolution. Nearly all corporations covered by the NCBQ fulfilled the quota requirement. France recently adopted a corporate board quota (“French Corporate Board Quota” or “FCBQ”), which will require compliance within five years for over two thousand of France’s largest companies. The adoption of a similar quota for women’s representation in the second largest European economy marks a tipping point in the spread of these systems. Several other European governments find themselves considering similar laws or looking for alternative ways to increase women representation in corporate boards. While Germany is against the introduction of general quotas the country is currently discussing either “flexi-quotas” that take the overall representation of women in the respective industry into account or a system of “voluntary self-obligation” where companies participate in a monitored goal setting process aiming at the continuous increase of female representation on corporate boards and top management positions. While the US has a history of antidiscrimination legislation and affirmative action policies the adoption of quotas to increase female board representation is less seen as an option than the reinforcement of “diversity policies”. Achieving a critical mass of female board representation has however entered the public debate as a means to achieve better company performance, implying it should be in the interest of companies to ensure more “diverse” perspectives also at the board level. 5 The envisioned shift may lead to placing a critical mass of women at the top of most major corporations in the developed world. With globalization, even companies in countries that do not adopt a quota, such as the United States, will see increasing expectations of gender balance and possibly even demands from European owners and investors. It would be the first time since the advent of capitalism that men would not overwhelmingly control the economy.

The aim of this project is to compare the public discourse on the introduction of female quotas across the three countries. This comparison will focus on two broad areas: First what are the dominant arguments for the introduction or rejection of such a quota and how is this discourse related to broader dominant cultural schemes? Second, for countries those are in favour of implementing quotas. the question remains whether women’s presence as a critical mass on corporate boards will alter the way (French) corporations function more broadly. Here we will focus on the question what overall outcomes are projected to result from this measure. Will corporations be more stakeholder oriented? In France, where several regulations encourage labor participation in board management, will this increase the stakeholder focus? As a result of the shift in board population, what other changes are expected to occur in the functioning of French corporate governance. This shift may entail one of process rather than substance. Stereotypes of women in business represent them as more detail oriented and risk averse. Is the introduction of quotas therefore linked with the expectation that boards populated by more women may take different approaches to risk and toward interacting with corporate management teams?


Femmes Dirigeantes et Administrateurs : La france en retard? Programme

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