Report: Breaking Ground

Diversity is not just a moral obligation or the right thing to do from an ethical standpoint – it’s an economic imperative, powering more profitable, innovative and creative businesses. Through this report, supported by interviews with 24 female E&C CEOs and executive leaders and a range of quantitative data, Savannah Group explores the sheer scale of the challenge and an actionable roadmap to achieving better diversity.

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Report: Full Year 2020 Board Review

In this report, we analyse the board appointments to the FTSE 100 and FTSE 250 listed companies in Q4 2020 and share a deeper analysis of the full year. We now have three full years of analysis and trends from our close monitoring of the FTSE 350 board appointments. Following our 2018 report, we have continued to publish quarterly updates allowing us to see the emerging trends, most particularly the rapid rise in the number of women in the boardrooms and that, in turn, revealed the yawning gap between the relative numbers of women in non-executive director roles and executive director roles, one of the most serious governance issues facing us.

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The Unfinished Business of Boardroom Gender Diversity

The Government backed Davies Review in 2011 followed by the Hampton-Alexander Review in 2016, successfully encouraged a voluntary effort to substantially increase the number of women on the boards of the FTSE 350 listed companies and this effort has cascaded down through AIM listed and the largest privately held companies. In 2012, only 12% of the FTSE 350 non-executive directors were women.  Today, it is close to 40% and still increasing. While this success needs to recognised, it also masks a deeper problem. If companies can’t get on top of gender diversity, will they be able to succeed with other forms of diversity?

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Report: Q3 Board Appointments 2020

In this report, we look at the breakdown of non-executive and executive director appointments and, as we have done in past reports, identify the trends and the individuals concerned. Our analysis again shows interesting trends. In our report for the full 2019 year, we showed the dramatic fall off in executive director appointments, essentially CEOs and CFOs, as the Brexit debate and parliamentary debacle intensified through that year. In all of 2019, there were only 69 executive director appointments at the FTSE 350 companies, compared to 119 in 2018. Looking now at the 2020 year-to-date appointments, we can see the turnaround with 73 executive director appointments already in the first 9 months.

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Report: Q2 Board Appointments 2020

In this report, we look at the breakdown of non-executive and executive director appointments and, as we have done in past reports, identify the trends and the individuals concerned. In this report we also take a brief look at that most contentious and complex of boardroom issues – remuneration – and challenge the dominance of this subject as evidenced by the fact that the Remuneration Reports of the top FTSE 100 companies average 27 pages or 45% of the Corporate Governance Reports of those companies.

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Report: Q1 Board Appointments 2020

In this report, we look at the breakdown of non-executive and executive director appointments and, as we have done in past reports, list the individuals behind those numbers. We also look at the gender diversity numbers so we can continue to report on that trend. And for the first time we try to assess the impact of the Government backed Parker Review in 2017 on ethnic diversity in the UK boardrooms. Unlike gender diversity, however, ethnic diversity is not binary and so difficult to assess and, other than the Parker Review Committee, lacks the protagonists and lobbyists to beat the drum loudly enough.

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The Elephant in the Boardroom

I have been in the privileged position to discuss race and diversity in all its forms with many leading Chief Executives and Chairs. One thing that always struck me was their need for a safe environment. An environment where they could not only challenge me but also their own concepts of race and get a better understanding of privilege in order to make their companies more attractive, better and ultimately more profitable places to work.

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Gender Diversity in Technology

Why do clients value diversity and why is it so difficult? Our clients are continually asking us to focus on diversity – and within technology, particularly on gender diversity. Focusing on diversity just to box tick won’t get you very far, but an authentic, full-hearted commitment at the most senior levels of leadership will reap significant benefits for your company. We’ve compiled some practical advice on how organisations can address this ongoing issue.

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The Business Case for a Neurodiverse Workforce

Analysis of FTSE 100 & 250 appointments through 2018 showed that 62% of FTSE 100 board appointments in the second half of 2018 were women. But simply hitting a diversity target isn’t enough. Diversity requires diverse thought, experiences and opinions. With 10% of the workforce estimated as neurodivergent, and talent scarcity among the skills that some neurodivergent individuals excel at, for the organisations that are brave the potential upside is huge. So how can organisations build a more inclusive environment?

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Have We Finally Moved Past The Obsession With Sector Experience?

Business leaders are under the spotlight from customers and boards to innovate, to adapt to the new norm and equip their organisation with the tools, skills, capabilities and products to survive in a world where competitors can emerge from unlikely places. One of the more significant shifts that we have seen is organisations becoming more open-minded about where their next leader is coming from, no doubt in an effort to remain relevant and ahead of the curve in a rapidly evolving business world.

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