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Associated British Foods plc

Associated British Foods plc. Gender Diversity Task Force Update July 2012. Background. Purpose: To maximise our talent by increasing the visibility and opportunities for women to grow and develop within ABF Task Force launched in November 2011 3 meetings November, J anuary, and May

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Associated British Foods plc

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  1. Associated British Foods plc Gender Diversity Task Force Update July 2012

  2. Background Purpose: To maximise our talent by increasing the visibility and opportunities for women to grow and develop within ABF • Task Force launched in November 2011 • 3 meetings November, January, and May • Members • Mark Carr (Chair) AB Sugar • Alison Bourne Centre • Rosalyn Schofield Centre • Catharine Uglow AB Sugar • Gez Williams AB Agri • Liz Quigley AB Agri • Mark Chesworth Grocery • Laura Butterworth Grocery • Jon Jenkins Twinings • Claire Hodge Twinings • Sarah Hamilton AB Mauri

  3. This is about the Talent Agenda….. We need to have the best people in our organisation, and we need to ensure that women have the same opportunities as their male counterparts to flourish, generate value, and contribute to the success of the group The benefits of increasing gender diversity are as follows: • Widening the talent pool • Reducing the cost of losing talent • Better balanced teams • Better understanding of customers • Improvements to our image among customers and shareholders

  4. Key Activities • Raising Awareness Liz Quigley/ Sarah Hamilton • Improving Career Development & Planning Laura Butterworth/ Alison Bourne • Practical Steps to Support Career Continuity Jon Jenkins/ Catharine Uglow/ Claire Hodge • Providing Metrics Rosalyn Schofield/ Alison Bourne

  5. Raising Awareness Scope & Focus: • Provide input on progress and success stories to ABF Connect Newsletter - June’s newsletter had articles on Gender Diversity & the Education Forum • Provide a register of gender diversity initiatives across ABF – share ‘best practice’ • Pilot a gender awareness event - September 2012 • Involve/engage a wider group of individuals to broaden awareness – e.g. Education Forum • ‘Touch’ and encourage involvement from Divisional CEO’s, HRD’s and Boards

  6. Improving Career Development & Planning Key Activity: Mentoring programme for high potential women • Mentoring schemes are proven to help drive retention of talent and support stronger career planning • Aim of this scheme is to support and facilitate greater career planning and conversations to ensure stronger retention of female talent as they progress their career within ABF • This will not replace divisional line manager career planning, the aim is that it will strengthen it • It is a ‘helping relationship’ based on exchange of knowledge, experience and goodwill. Mentors help someone less experienced gain confidence, clearer purpose, insight and wisdom • Pilot Scheme with 10 mentors (Selected from the ELP programme) and 10 mentees • Launching at the end of 2012

  7. “Off-line help by one person to another in making significant transitions in knowledge, work or thinking.” Definition of Mentoring Megginson & Clutterbuck, 1995

  8. The Plan

  9. Practical Steps to Support Career Continuity Initial Findings from Exploratory Research: • Despite a relatively well developed set of solid HR practices on this subject, the career transition experience for women is mixed and could be significantly improved • Part-time and flexible working arrangements have been pivotal in retention • Career transitions can take several years to complete- many different phases • Some poor experiences have negatively impacted individuals confidence levels, their trust in the organisation and overall engagement levels • More work is required to understand the situation more clearly for non-returners as well as those planning for a transition

  10. Practical Steps to Support Career Continuity Initial Recommendations: • A combination of activities is required to support improved outcomes: • Better equipping individuals to manage their own career transitions • Helping Line Managers to excel in this area • Understand what is best practice across ABF and share this • We also found that significant scope for improvement was possible in all three stages of transitions: • Pre-break • During Break • After return (step-on/ step-off)

  11. Providing Metrics Objective: Co-ordinate the collection of statistics on gender related areas to give a clearer picture on the ‘current reality’ of the pipeline of female talent and progress made over time Data was collected in the following areas: • % of women G – 1, 2, 3, 4 • % of women graduates • % of women working on a flexible/part time contract • % of women that return to work after a maternity leave

  12. Gender Metrics

  13. Gender Metrics

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