Resources

2011

2011

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

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

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

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 benefits of gender-diverse leadership extend beyond short-term financial performance. Companies with both women and men leaders in the boardroom and at the executive table are poised to achieve sustainable big wins for the company and society. New data from Catalyst and researchers from Harvard Business School suggest that gender-inclusive leadership and corporate social responsibility (CSR), examined through the lens of corporate philanthropy, are linked. Findings in Gender and Corporate Social Responsibility: It’s A Matter of Sustainability include:

• Compared to companies without women executive leaders, companies with gender-inclusive leadership teams contributed, on average, more charitable funds.
• Even after controlling for key factors that might influence total donations, the presence of women leaders in Fortune 500 companies still has a significant, positive effect: more women leaders is correlated with higher levels of philanthropy.
• By keeping gender issues prominent, gender-inclusive leadership likely also affects the quality of CSR initiatives.

When it comes to corporate sustainability, stakeholders should look to a new benchmark to help judge the long-term health of a company: the presence of gender-inclusive leadership, both on the board and in executive leadership teams.

2012

GMI Ratings’ 2012 Women on Boards survey includes data on over 4,300 companies in 45 countries around the globe. The results show incremental improvement in most measures of female board representation since our 2011 report. For the first time ever, women hold more than one in ten board seats globally: 10.5% of the directors in our coverage universe are now women, a 0.7 percentage point increase from last year.

2012

This report, the fifth in our Women Matter Series,  presents the results of our research into the gender diversity practices of 235 European companies.

2012

March 27, 2012 article found women willing to take more risks

2011

Despite an undeniable body of evidence that companies with higher percentages of women in their leadership perform better financially, the upper echelons of corporate Australia remain a largely male domain. Frustrated that business will not put its own house in order, the ASX Corporate Governance Council has recently introduced new recommendations for Australian listed entities to set measurable objectives for, and report on, gender diversity. This report examines the strategic advantages of an enterprise-wide diversity agenda, the reasons behind Australia’s failure to promote female leaders and the changes business must make — not just to comply with the new recommendations, but to leverage female talent to create a competitive advantage.

2012

2012

2011

Women are cracking boardroom glass ceilings all over Europe, spurred on by new quota requirements in many countries to put women at the top, according to the latest Corporate Women Directors International study of women directors in Fortune Global 200 companies, the biggest in the world.

2012

We urge businesses – business leaders – to make
it a priority to develop the talents and advance the careers of female staff who have been identified
as potential leaders . This means providing such women with the experiences and background needed to rise to the top, advocating their promotion to higher levels of responsibility, and showing visible results of these efforts . Our goal
is to see more women elected to corporate boards . The strongest business case for this goal and recommendation is that successful businesses of the future will be those that attract, retain, and grow talent – which requires that more women have the opportunity to succeed at all levels of the company, including the board . If American companies fail to meet the career requirements of high-performing women, they will fall behind global competitors that do .

2012

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.

2013

This is Deloitte’s third such report in just over two years is a measure of the deep and abiding interest in the subject of board diversity from regulators, policymakers, boardrooms, and the public at large.

2013

Report explores the global shift in the number of women at the top of the business world and examines ways to make this growth permanent and parity possible.

2012

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

2009 November 30

2009 August 5

2005 October

Don’t underestimate the power of the purse. Higher female participation in the workforce can help mitigate some of Japan’s demographic pressures and raise the long-term trend growth rate. Womenomics is likely to become a secular investment theme, and we identify potential beneficiaries.

2010 January 7

2010 January