A BOUT THE C OMPANY

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

Break Glass Ceiling Leadership Pvt. Ltd. was incorporated on the 17 glass ceiling that keeps them from boardrooms.

th 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

T HE I NSPIRATION The SEBI listing agreement: o At least one woman director be appointed to the board of every listed company or o Every other public company satisfying any one condition as below mentioned: a.

Paid up share capital of 100 crore rupees or more; or b.

Turnover of 300 crore rupees or more o Every 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.

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MALL AND

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EDIUM SIZED ENTERPRISES

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

SMEs still far from active and formal participation of women

W OMEN D IRECTORS • 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

• 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

 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)

G LOBAL S CENARIO Source: U.S. Dept. of State Source: Inter parliamentary Unions 8.7% 20% Source: CNNMoney

An extremely skewed representation ratio of women in the global scenario

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NDIAN

I

NDUSTRY

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CENARIO

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Source: International Labour organization Source:www.catalyst.org

68% 94.7% 32% 5.3% Women Directors Women from promoter families Snapshot of Indian Workforce Snapshot of Indian Directors

The Indian scene is not very encouraging

Source:Business Today

Representation of Women in Public Sector Units/Government Enterprises

91.6%

8.4%

92%

8% Employment across state-owned companies

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

Managerial or Supervisory roles Source: 2008-09 Public Enterprises Survey

P OTENTIAL 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

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

Norway’s achievement with regard to women’s representation in the boardrooms Source: Khaitan & Co.

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.

Why are women from promoter groups being given directorship roles?

• 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

To Strengthen Corporate Governance by Empowering women and balancing the gender based demographics in the company’s leadership teams

      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

V ALUE P ROPOSITION • 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 matters to evaluate board

What you can expect from the programs of BGCL  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

P LAN OF A CTION 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…

Apply Now I want my CV to be evaluated for training & mentoring for a board position I want to apply for the position of CEO of Break Glass Ceiling Leadership Pvt. Ltd.