Women in the plural
The first step towards feminising companies is to look at the figures. They cannot solve every problem, but they can shed light on the actual situation. And thus, very often, reveal what should not exist.
“There are indicators everywhere.” Renault Group agrees: if you don’t want to lose your way, you have to set a course. And when you talk to engineers, “you challenge them in the area they like: figures.” Béatrice Chavanel, the French manufacturer’s VP Diversity & Inclusion, has made this her priority since taking up her post in 2021. There are “recruitment targets at country level, targets for the feminisation of internal mobility, targets for each post, and so on…” In all companies, the feminisation dashboard clearly displays the counters.
In China, the goals for Hilton Worldwide is “30% women CEOs by 2025”; for Pernod Ricard “a minimum of 40% in top management and in terms of equal pay from 2022,” and for the Adecco Group “50-50 management bodies (Executive and Management committees) by 2025.” As Christine Croibier, HR Development Director for the Franco-Swiss group, says: “Setting objectives means having to take action on them.”
WHERE THERE’S A WILL…
And these targets are readily enforceable, “otherwise we’ll still be in the same place in 50 years’ time,” says Béatrice Chavanel. Time is short and there’s a desire to move quickly. This sometimes causes blockages… “Five years ago, our new CEO was very committed to the idea and said he wanted 50% women in his own and other management teams,” says Joanne Kennedy, Sanofi R&D Chief of Staff. “Well, the first two years were a real struggle. Today, we have achieved a balance among senior managers, and we are aiming for the same with the top echelon (senior executives).”
On the other side of the Atlantic, Catherine Petit is also seeing a slowdown. As CEO of Moët-Hennessy in Brazil, she is one of only five women “out of 60-odd positions” at this level. LVMH’s least feminised business group is “in trouble” as regards reaching the 50% target by 2025. “We’re imposing quotas to change the situation, but unfortunately it’s not going to happen on its own – there’s a lot of work ahead.”
…THERE’S AN ORDER
Two factors have helped to accelerate the feminisation process at Sanofi: raising awareness among managers and publishing data. “That’s what has had the biggest impact,” says Joanne Kennedy. “You could see what was happening: how many women were taken on, comparisons between different organisations, and so on.” Communicating the facts encourages people to do more.
And doing more sometimes means being uncompromising. In the best sense of the word. Before joining La Poste Groupe, Florence Dupré was president of Medtronic France. When it came to appointing talent, “it was 50-50.” For business positions, it was out of the question to start hiring if there weren’t as many women as men on the HR shortlist. “If you go 50-50 with interviews, I assure you that you’ll eventually get 50-50 with appointments.” The message is clear: if you want competent women, you can find them.
If you go 50-50 with interviews, I assure you that you’ll eventually get 50-50 with appointments.
Florence Dupré,
Global Healthcare Officer, La Poste Groupe former president of Medtronic France