KPI's helping monitoring the female representation on top level management positions and boards in France by Katrine Sharp, VP Group Gender Diversity & VP Strategic Resources, Technip

1. Katrine Sharp – VP Group Gender Diversity
ESCP, Paris – 2 June 2015
Gender Diversity at
Technip

2. Technip Today
 With engineering, technologies and project management, on land and at sea, we safely and
successfully deliver the best solutions for our clients in the energy business
 Worldwide presence with more than 38,000 people in 48 countries
 Industrial assets on all continents, a fleet of 27 vessels and 6 pipe/umbilical manufacturing plants
 2014 adjusted revenue: €10.7 billion

3.  Women occupy only 11% of seats on the board of directors
 Women hold a larger proportion of non-executive roles on the Board (13% women) rather than
executive roles (just 1%)
 Only 6 companies surveyed had a board that had 30% or more women
 The leadership pipeline is dominated by men – only 11% of top leadership positions held by
women
 Of these 11% many hold a position that does not have a natural progression to a Board
Director role e.g. HR Director, CFO, Legal Counsel
In the top 100 Oil and Gas Companies:
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Source:
Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013

4. In the Top 100 Oil and Gas Companies: Composition of the
board of directors
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20-29% Female
Directors
Critical Mass of
30% Female
Directors
0-9% Female
Directors
10-19% Female
Directors
10% 6%
41% 43%
 Only 6% of companies
have the 30% critical
mass of women in their
board deemed to allow a
real impact
Source:
Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013

5. In the Top 100 Oil and Gas Companies: Women’s Roles in top
leadership positions
5
2013
CFO/Treasurer/Chief Accounting Officer 19%
VP HR 14%
Legal/General Counsel & Corporate Secretary 13%
Chief Governance/Chief Compliance & Ethic Officer 9%
VP Technology/Engineering/CIO 7%
VP of a Region 7%
VP Investor Relations, Communications 6%
VP Business Development, Supply & Marketing 5%
COO/VP Operations, Production, Exploration 4%
VP Policy, Government & Public Affairs 4%
VP Strategic Policy and Planning 3%
VP Health, Environment & Safety/VP Operational Risk 2%
VP Upstream, Midstream, Downstream 1%
CEO/President 1%
Source:
Building talent for the top: A study of women on boards in the oil and gas industry, PWC in association with Women’s Oil Council,Nov 2013

6. Technip performs reasonably well on overall
gender diversity compared to the benchmark
31% 31%
29% 28% 27%
25% 25%
20%
18% 17% 16% 16%
13%
11%
0%
5%
10%
15%
20%
25%
30%
35%
Overall % of Women

7. Technip performs very well on Percentage of
Female on Board compared to the benchmark
5/11
5/12
3/8
5/14
4/12 4/12 3/9
3/10
2/8
3/13 3/13 2 /9 2/9 2/ 9 2 /9
2/10
2 /11
2 /122 /132/132 /13
2/15 1/8 1/9
1/11 1/11 1/11
0 /3 0 /9 0/110 /12 0/7 0/10
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
% Women on Board

8. Alexandra BECH GJORV
Partner in Advokatfirmaet Hjort Da
Leticia COSTA
Associate of Prada Assessoria
Marie-Ange DEBON
Deputy Chief Executive Officer –
International Activities of Suez Environnement
C. Maury DEVINE
Corporate Director
Manisha GIROTRA
Chief Executive Officer of Moelis & Company in India
Five Women on the Technip Board – 42%
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9. Thierry Pilenko, Chairman & CEO
Sponsor
SUPPORTS
DELIVERY
GIVES IDEAS AND
DIRECTION
 23 Regional/ BU representatives
 Group Human Resources Director (Excom Member)
 EVP Group Corporate Counsel
• Director Marine Asset Operations (Brazil)
 VP Group Gender Diversity
 SVP Offshore Win-it/PL & Technologies
 President North Sea Canada Region (Excom Member)
MAKES DECISIONS
TAKES ACTION
REPORTS TO CEO
SUPERVISES
Technip
Group
Board
ACTION PLAN
HR Group
Gender
Diversity
Network
A balanced Governance Framework
Gender
Diversity
Steering
Committee
Gender
Diversity
Advisory
Committee
 9 Regional / BU representatives
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10. Strategy - 3 key areas of activity
TRAIN TRACKTELL
 Build Awareness
about Gender Diversity:
starting with all Regional
Executive Committees
 Train the Trainer – to be able
to cascade the message to all
managers
 Leadership Development
and Mentoring with a ‘gender
lens’ for men and women
 Technip Gender Diversity Forum – to
demonstrate commitment and share best
practice
 Internal Communication: e.g. House
Magazine, e-newsletter
 External Communication:
Sponsor Global Summit of Women 2014
& 2015
 Technip Women’s networks and
regional Gender Diversity Councils
 EDGE assessment
and certification:
 Understand
current situation
 Put customised
action plans in
place to move
forward
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11. Train

12.  McKinsey Women Matter Report 2013: corporate culture is twice as important
as individual mindsets in determining whether women believe that they can
succeed
 Key issues identified:
 lack of awareness among men of the specific difficulties for women to reach the top.
 diversity in leadership and communications styles is an important factor with the perception
among women that female leadership styles don’t “fit in” the prevailing styles.
 roadblock is the “anytime, anywhere” performance model, which is seen by both genders to
be more penalizing for women and puts men at an advantage.
 The research reaffirms the importance of implementing an ecosystem of
measures, while stressing that the measures must be supported by a
transformed, more inclusive culture which welcomes a diversity of leadership
styles and performance models.
Organisation Culture and Gender Intelligence
- Why this matters
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13. Tell

14. Winner « 2014 Trophée des Femmes de l’industrie» – Projects category
TRAIN TRACKTELL
Technip Women’s NetworksInternal media and GD Intranet Site
Internal Communication
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15. TRAIN TRACKTELLGlobal Summit of Women 2014 & 2015
Technip – Sponsor for 2nd consecutive year
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16. Track

17. TRAIN TRACKTELL
EDGE Strategy Assessment is based on a triangulation of:
 Company statistics covering the period January to December of the
assessment year
 Answers from the Technip Regional Human Resources Director and the
HR team to a gender equality Policies and Practices questionnaire
 Employee Survey
EDGE Certification is based on:
 Audit by an independent external auditor
 Action Plan with resource allocation
Phase 1 countries certified: France, Italy, Brazil
Phase 2 countries in process: Malaysia, Australia,
North America, UAE, UK
Assessment and certification:
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18. A Culture Change journey
 Numbers alone will not bring about a change in culture
“There is a big difference between diversity and inclusiveness.
Diversity is about counting the numbers. Inclusiveness is about making the numbers
count. Whether it is about individuals or companies or countries, the conversation
has to shift from talking about whether diversity affects performance to talking about
the conditions under which you’d expect diversity to have a positive effect on
performance”
Professor Boris Groysberg, Harvard Business School
 We need to create an organization where people genuinely
understand and appreciate the value of gender diverse teams
 However critical mass is important – one voice is rarely heard,
nor two – but once it gets to 3 there is a real difference
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19. Thank you