Resources

2012

The Ninth Annual Status Report of Women Directors and Executive Officers of Public Companies in 16 Regions of the United States

2011

Every year, the 20-first Global Gender Balance Scorecard looks at a single measure of progress: the gender balance of the Executive Committee of the TOP 100 companies in three key regions of the globe. A growing number of studies, from McKinsey, Catalyst and a range of universities show the correlation between gender balance in leadership and improved corporate performance. The complementary skills and styles of men and women have a positive impact on business. Not surprising, when most of the educated talent in the world and a majority of the consumer market is female. Today, more and more companies are waking up to this 21st century reality and have begun to make gender balance in leadership a strategy priority. Let’s take a look at what the top companies around the world have achieved to date.

2010

Women directors appear to be more assertive on a number of hot-button issues, including evaluating their own board’s performance and supporting more oversight on boards. This changing dynamic will likely usher in a new era of governance and perhaps more significant changes for US companies and their boards over the next several years.

2010

The growing number of women taking a seat in the corporate boardroom has prompted an increased interest in how these directors approach board service versus their male peers. In the wake of the financial crisis, with widespread discussion about board accountability, it is especially important to ask how male and female directors diverge in their approach to the boardroom. How do both genders feel trust in boards can be restored? How do men and women differ – and agree – when rating their boards’ effectiveness in handling fundamental board responsibilities? Do either men or women directors believe that quotas are necessary for creating a more diverse boardroom?

2010

2012

The 2011 Catalyst Census: Financial Post 500 Women Board Directors details women’s representation on corporate boards at the largest companies in Canada. This biennial report provides critical statistics to gauge women’s advancement into leadership and highlights the gender diversity gap. Each year Catalyst tracks:

• Women’s share of all board seats.
• Women’s share of board leadership positions at public companies.
• Women’s share of board seats at public, private, Crown, and cooperative companies.
• All companies with 0 percent, 25 percent or more, and 40 percent or more women directors.

The appendices provide additional points of comparison by region and industry as well as list companies with the highest and lowest representation of women board directors.

2011

The 2011 Spencer Stuart Silicon Valley Board Index highlights important trends in director recruitment, board processes and compensation among the region’s top 100 public technology companies. This year’s index presents some notable data

2011

Our seventh annual study details the presence of women at the very top of the 400 largest publicly held corporations headquartered in the state. Our findings paint a disappointing picture of female representation on the boards and in the executive suites of these high-profile companies, which together represent nearly $3 trillion in shareholder value.

Women still hold fewer than one in 10 of the highest-paid executive positions and board seats at the top public firms in California — a rate that has improved by just 0.2 percent annually.

2011 March 8

In its 2011 Women on Boards Report, GovernanceMetrics International, the leading independent global corporate governance and ESG research firm, shows that 40 percent of the world’s largest publicly listed companies have not appointed even one woman to their boards. Even in major markets like Japan, Italy, the United Kingdom, and the United States women continue to be grossly under-represented on corporate boards. Not surprisingly, the issue of board diversity is generating a healthy level of public debate.

2011

The survey was conducted between April 28 and May 23, 2011.

2008

A surprising number of highly-educated MBAs are dropping out of the labor force. Associate Professor Catherine Wolfram, a member of the Haas Economic Analysis and Policy Group found MBAs are more likely than MDs and JDs to be stay-at-home mothers. Wolfram hypothesizes that JDs and MDs have more flexible career paths than MBAs. Wolfram's study is titled "Opt-Out Patterns Across Careers: Labor Force Participation Rates Among Highly Educated Mothers"

2008

This research shows that the number of women on a company’s board of directors impacts the future of women in its senior leadership. This is significant because earlier Catalyst findings show that Fortune 500 companies with the highest representation of women board directors and women corporate officers, on average, achieve higher financial performance than those with the lowest. The numbers tell the story—a gender-diverse board promotes continued success for women and for business. Women board directors appear to have a greater effect on increasing the percentage of line positions held by women than they do on staff positions held by women.

2012

Which gender supplies better leaders for organizations? Based on research conducted by Zenger Folkman, the authority in strengths-based leadership development, the answer is rather clear and quite shocking. As far as the 16 researched differentiating leadership competencies are concerned women excelled in a majority of areas.

2010 September

Workplaces are developing innovative ways to accommodate families, and they're finding that it increases worker productivity.

2008

Review of "Why Women Mean Business." The book aims to convince senior managers that they can reap enormous competitive advantage from focusing on women both as a source of talent and leadership and as a market for their products and services.

2012

The economic potential of the Third Billion and the multiplier effects that its members could have on the global economy are significant. Our estimates indicate that if female employment rates were to match male rates in the United States, overall GDP would increase by 5 percent. In developing economies, the effect is even more pronounced.

2013

As Calvert examines diversity in corporate culture, it is critical that companies embed diversity throughout their operations and reflect national trends toward bolstering the status of women, minorities, and the LGBT community in the workplace.

2012

2012

The overall financial wealth of high net worth individuals (HNWI¹) declined across all regions in 2011, with the exception of the Middle East, according to the World Wealth Report 2012, released today by Capgemini and its new partner, RBC Wealth Management. The 1.7 percent decline is the first since the 2008 world economic crisis, a year in which HNWI global wealth declined by 19.5 percent.

The 16th annual World Wealth Report finds that the number of HNWIs in Asia-Pacific expanded 1.6 percent to 3.37 million in 2011, making Asia-Pacific the largest HNWI region for the first time, surpassing North America’s HNWI population of 3.35 million. North America remained the largest region for HNWI wealth at US$11.4 trillion compared to US$10.7 trillion in the Asia-Pacific region.

2009

In 2008, women held 15.2 percent of directorships at Fortune 500 companies; this number was 14.8 percent in 2007. The number of companies with no women board directors increased from 59 in 2007 to 66 in 2008. The number of companies with three or more women board directors increased from 83 in 2007 to 92 in 2008. Women of color held just 3.2 percent of all Fortune 500 directorships while making up slightly more than one-fifth of women directors.

2010

The 2009 Catalyst Census: Fortune 500 Women Board Directors details women’s representation in corporate governance at the largest companies in the United States. For the first time, Catalyst expanded analysis to include lead directors and board chairs to gain a more robust measurement of women’s power on boards.

2006

The 2005 Census shows that, in the last three years, growth in the percentage of corporate officer positions held by women slowed to a ten year low. In 2005, women held 16.4 percent of corporate officer positions, only 0.7 percentage points more than they did in 2002. Furthermore, the percentage of corporate officer positions held by women of color stagnated at 1.7 percent. In addition, only 6.4 percent of corporate officer top earners were women. A deeper look into corporate officer status shows that while women were almost two and one-half times as likely to hold staff positions as they were to hold line positions, men were only slightly more likely to hold staff positions than line positions. Women also held 9.4 percent of the highest executive titles, up from 7.9 percent in 2002. Eight companies in the Fortune 500 were led by a woman CEO, compared with six in 2002.

2007

For the first time, Catalyst presents its hallmark Census of women corporate officers and top earners as a web-only feature and in a new graphic format. This document details the percentage of corporate officer positions held by women, the percentage of top earner jobs held by women, the percentage of women and men corporate officers in line and staff positions, and the number of companies with zero, one, two, and three or more women officers. The appendices list the companies by industry, and the average number and percentage or women directors by industry, geographic region, and Fortune 500 rank.

2009

The 2009 Catalyst Census: Fortune 500 Women Executive Officers and Top Earners details women’s representation in senior leadership positions at the largest companies in the United States. For the first time, Catalyst focused on Executive Officers, a segment of the Corporate Officer population as defined in previous Catalyst Census reports. This population change precludes data comparisons to previous annual Corporate Officer Catalyst Census reports. (Fact Sheet)

2010

The 2010 Catalyst Census: Fortune 500 Women Board Directors examines women’s representation in corporate governance at the largest companies in the United States. This annual report provides critical statistics to gauge women’s advancement into leadership and highlights the gender diversity gap. Each year Catalyst tracks:

• Women’s share of all board seats and of positions of board leadership
• The representation of women of color directors
• The percentage of companies with zero to three or more women and women of color directors