BREAK G

LASS C

EILING

LEADERSHIP

PVT.

LTD.

WI N

– W

OM

EN

IN

SP

I RE

D

ABOUT THE COMPANY

Break Glass Ceiling Leadership Pvt. Ltd. was incorporated on the 17th of September 2014 with the strong urge of empowering the large portion of women, to prepare them to rise through the ranks in their opearting areas and reach the top leadership positions. Thus, inspire them to break the glass ceiling that keeps them from boardrooms.

The glass ceiling is a political term used to describe the unseen, yet unbreachable barrier that

keeps a major section of society termed as minorities and women by the very people who are

responsible for their rise

THE INSPIRATION

oAt least one woman director be appointed to the board of every listed company or

oEvery other public company satisfying any one condition as below mentioned:

a. Paid up share capital of 100 crore rupees or more; orb. Turnover of 300 crore rupees or more

oEvery listed public company shall have at least 1/3rd of the total number of directors as Independent Directors

o The central government may prescribe the minimum number of Independent Directors in case of any class or classes of public companies.

The SEBI listing agreement:

SMALL AND MEDIUM SIZED ENTERPRISES

• 1.3 million in number

• Employ 73 million people from the Indian workforce in over 30 million units

• Contribute 45% to India’s manufacturing output

• Account for 40% of India’s global exports

The SME sector forms the backbone of the Indian economy. Yet the issue of corporate governance is limited only to large and listed enterprises.

SMEs still far from active and formal participation of women

WOMEN DIRECTORS

• Out of 9,009 persons holding 11,596 directorships in NSE listed companies only 7% positions are held by women - Forbes India, 2014

My firm has been head-hunting for over a decade and I have not had businesses actually looking to hire women

from outside the ranks for board positions -Mahalakshmi

head of a Mumbai-based Professionele Consulting.

This in itself is a conservative estimate since each director holds multiple boardroom positions

WHY

DO WE N

EED IN

DEPENDENT

DIRECTO

RS?

• Bring more perspective with a larger viewpoint from outside the board

• Evaluate board and management decisions, thus creating a balance in the interest of all shareholders

• Executive remuneration, succession planning, Audit

• Deliver good governance processes that shareholders expect

• Provide inputs on key decisions- strategies, performance appraisal, and evaluation of risk

WHY

DO WE N

EED

GENDER B

ALANCE

ON

BOARDS? Women represent the largest section of buyers

Representation of nearly half of the labour pool

Civil and gender neutral boardroom behaviour

Better focus and sensitivity to less vocal stakeholders

Being mandatory encourages promoters to consider professionally qualified members (other than family members)

GLOBAL SCENARIO

91.3%

8.7%

Only 17 heads of state in 195 independent countries are

women

80%

20%

Only 20% of all parliamentarians

are women

96%

4%

Source: U.S. Dept. of State

Source: Inter-parliamentary Unions

Women make for only 20% of the Non-profit

sector

Source: CNNMoney

An extremely skewed representation ratio of women in the global scenario

INDIAN INDUSTRY SCENARIO?

68%

32%

Snapshot of Indian Workforce

94.7%

5.3%

Snapshot of Indian Directors

The Indian scene is not very encouraging

Women Directors

Women from promoter families

Source:www.catalyst.org

Source:Business Today

Source: International Labour organization

8.4%

91.6%

Source: 2008-09 Public Enterprises Survey

92%

8%

Managerial or Supervisory roles

Employment across state-owned companies

Representation of Women in Public Sector Units/Government Enterprises

Dismal numbers of women in PSUs. Charity must begin at home.

POTENTIAL

Total number of listed companies NSE : 1,696

Total number of listed companies BSE : 5,459

BSE listed SMEs : 72 (at present)

NSE listed SMEs : 7 (at present)

Number of unlisted companies: 8,92,766

The need of the hour must be met with more than just a mandate

Since their listing in the National and Bombay Stock Exchanges, these Small and Medium Enterprises must comply with the tenets of the company’s act.The mandate on listed SMEs has been removed for the time being by SEBI ,in order to make their transition into the open market easier.BSE is expecting these listings to cross 100 by December 2014.

The most advanced country in this area is Norway, which in 2003 passed a law requiring that 40% of all company board members be women. It has been very successfully implemented not only in public companies but even privately held companies voluntarily have significant number of women directors.

Source: Khaitan & Co.

Norway’s achievement with regard to women’s representation in the boardrooms

• Women from promoter groups are trusted easily

• These women will have the same opinion as the promoter therefore, defeating the entire purpose of the clause

• There are not enough women available at senior leadership positions

• Companies find it uncomfortable to appoint someone completely new to their boards

Why are women from promoter groups being given directorship roles?

VISIO

N

To Strengthen Corporate

Governance by Empowering women

and balancing the gender based

demographics in the company’s

leadership teams

MISSIO

N

To enable and empower women by actively advocating their eligibility to become directors

Encouraging and Mentoring them to act as role models from Blue Collar to Top Management to reach Board Positions

To Facilitate, Encourage, Promote and Recognize through Awards all such activities which help women to aspire and work for Board Positions

To Encourage women at the Board level to bring special focus to the less vocal stakeholders in the boardroom, regarding issues of affordability of products, environmental Sustainability, Specially-abled employees etc.

CSR spend- Management and Monitoring

Ethics and Values

VALUE PROPOSITION

• Identifying the traits most sought after in a director

• Continuous training and updating

• Résumé and Profiling

• Due diligence to profile companies looking for women directors

• Assisting to evaluate board matters

An understanding of the roles, responsibilities and duties of a director, an independent director and a leader

The concept of risk appreciation and management

An understanding of what senior leadership expects from a member of the board

Learn how to manage group dynamics

Effective decision-making and strategy development

Boardroom ettiquettes

On-the-job training through mentorship with existing board members

What you can expect from the programs of BGCL

PLAN OF ACTION

Create a force of Independent Directors:• Train, coach and mentor

• Continuous support in the discharge of duties through an extensive knowledge base

• Providing due diligence available from public sources regarding companies in which directorship is sought

Moral Pledge:

Each candidate to pledge to mentor eleven other women for these roles

If we act now…

I want to apply for the position of

CEO of Break Glass Ceiling Leadership Pvt.

Ltd.

I want my CV to be evaluatedfor training & mentoring for a

board position

Apply Now