WIMReportLR

WOMEN INMANUFACTURING“EEF’s second report on FTSE 100 – Women in Manufacturing.We update the previous findings and with our focus on the biggerpicture for manufacturing, we also examine SMEs, which accountfor nearly 60% of manufacturing employment.”

2 WOMEN IN MANUFACTURINGCONTENTSForeword, Minister for Women and Equalities 3Foreword, CEO of EEF, the manufacturers’ organisation 4Introduction 5Background 61 - Women in FTSE 100 manufacturing companies 7Analysis and statistics of FTSE 100 manufacturing companies 10Directorships: NEDs compared to EDs 10Multiple directorships 11Age 12Tenure 12New appointments 13The new female directors 132 - Key messages from leading women in SMEs 14Featured women and apprentices in manufacturing SMEs 16Lloyds Bank commentary 26Methodology 28Appendices 29Glossary 29SIC codes 30

WOMEN IN MANUFACTURING 3FOREWORDJenny Willott MP, Minister for Women and EqualitiesWomen in manufacturing there undoubtedly are.This report shows just how many women arein manufacturing and how important they areto manufacturing. The question it poses forthe future is not merely how many womenwork in the sector but at what level?Encouragingly the report shows a positivetrend developing. I am pleased to see that allthe twenty-eight FTSE 100 manufacturingcompanies now have female boardrepresentation, compared to January 2013when only two manufacturing companies werewithout female representation on their boards.This is a great achievement - against thebackdrop of the last three years in whichwe have seen real progress, with women’srepresentation on FTSE 100 boards now20.8%, up from 12.5% in 2011. As of March2014 there remains only one all male board inthe FTSE 100. The FTSE 250 have achieved15.6% of women board members, up from7.8% in 2011 and 83 of the FTSE 250 all-maleboards in 2011 have now recruited one ormore women onto their boards. So progress,but still a way to go.What you might term an ‘ice-ceiling’,inhibiting the progression of able women torealise their potential at senior level is steadilythawing. The personal experience in the casestudies in the report indicate that it is womenthemselves who are helping to change thetemperature.Their accounts emphasise self-help, and aboveall self-confidence, as decisive factors andseem to mirror the Government’s backing fora voluntary business approach to removingunnecessary barriers.Whereas there is no enthusiasm for quotasfrom the women represented in the report,they do voice a call for practical action topromote STEM subjects and careers to girlsand women: the inspiration that other womenwho have made it to a senior position canoffer is a recurring theme.This is something my department hasconsistently tackled: the importance of rolemodels. The STEMNET organisation, whichis funded by the Department for Business,Innovation and Skills, sends into schools27,000 ambassadors promoting science andtechnological careers, 40% of whom arefemale role models reporting back from thefront line of their STEM careers.Last November’s Perkins’s Review ofEngineering Skills brought in its wake aseries of other strategic measures backed byfunding from the Government, including£200 million in capital investment in STEMteaching facilities for high cost subjects such asengineering, and initiatives like Tomorrow’sEngineers, which is engaging employers toencourage children in schools to considerengineering careers. I know the EEF has beenvery supportive of this project.We remain fully committed to achieving longterm sustainable change on gender equality inthe boardroom and the benefits this will bringto British business and the UK economy inthe future. And I am delighted that this reportshows that change is happening - as well asoffering some useful insights on ways in whichwe can all contribute to getting more girls andwomen into manufacturing.Jenny Willott MPMinister for Women and Equalities

4 WOMEN IN MANUFACTURINGFOREWORDTerry Scuoler, CEO of EEF, the manufacturers’ organisationThis is our second annual report lookingat women in manufacturing – celebratingthe successes, identifying the challenges andhighlighting the changes that need to be madeif we are to see more women choosing tomake their career in our sector.There are plenty of positives to report:women now account for two in ten (21%)directorships in FTSE 100 manufacturingcompanies. Over a third (36%) ofmanufacturers are at, or above, the 25%Davies target for female board representation.And, most important of all, every single FTSE100 manufacturing company now has at leastone woman on their board.So should we now be saying ‘job done’? Notat all, because as our findings show and as theinspirational women showcased within thisreport tell us, there’s still a long way to go.Women continue to be under-representedat most levels, including apprentice andgraduate-entry level where our sector seeksits future stars. As we look to the future –towards the innovators, the makers and thedoers who will carry the flag for ‘Make itBritain’ – it is clear that the women withthe required skills and talent are not comingthrough quickly enough.This issue affects companies of all sizes. Thefemale role models in our report this year areall representatives from SMEs. SMEs employalmost 60% of the manufacturing workforcewith the majority of UK manufacturingcompanies falling firmly into this camp.Importantly, these women reinforce thepoints made by their FTSE 100 peers inlast year’s report. They advocate increasinggender diversity through encouragement anddevelopment. They do not agree with quotasor a forced solution. Instead they want to seecompanies taking further steps to identify andnurture the talented women they already have,while taking bigger strides in showing thatmanufacturing and engineering is an attractiveand exciting career option for all.The simple message is that if we want tobe the best, we need to attract the best andthat means competing with other industriesperceived to be more dynamic, moreinteresting or even simply more glamorous.Those of us working in the sector know thatthe opportunities to create, innovate and betruly ‘cutting-edge’ are manifold – we’re justnot very good at telling people about them.We all have a role to play and it is very mucha ‘two-way street’. There needs to be evenmore interaction between schools and localcompanies. STEM subjects need to be taughtwith passion and with particular effort toencourage young women. Schools also needto provide better careers advice and championapprenticeships and vocational pathways forgirls as well as boys.It is in everyone’s interest to show just howmodern, diverse and technically advancedmanufacturing and engineering are today.I’m proud to say that in October 2013EEF opened a £2 million state-of-the-artapprentice centre in Birmingham, designed totrain the ‘makers’ of the future. This futurevery much includes women who, with theright encouragement and support, will play avital role.Terry ScuolerCEO of EEF, the manufacturers’ organisation

WOMEN IN MANUFACTURING 5INTRODUCTIONWelcome to EEF’s ‘Women inManufacturing’ publication. This independentreport by EEF’s Information and ResearchTeam builds upon our previous research‘FTSE 100 Women in Manufacturing’(launched 2013) and is sponsored by LloydsBank. The original work was driven by one ofthe key recommendations from Lord Daviesin his 2011 report that FTSE 100 1 companiesshould aim for a minimum of 25% femaleboard representation by 2015. 2In addition to providing a benchmark ofwomen on boards, following on from ouroriginal research, the report also shines alight on the careers of successful high-levelwomen within small and medium enterprises(SMEs) across manufacturing. SMEs accountfor 99.5% of all businesses and nearly 60% 3 ofemployment within the sector. We felt it wastherefore extremely important to assess femalecareer development within these smallercompanies. The aim is to continue to reporton progress within the largest organisationswhilst providing inspiration to our members,the wider manufacturing sector and to womenclimbing the career ladder.The first section of the report provides asummary of statistics relating to female boardrepresentation in manufacturing FTSE 100companies. Across these organisations thereare 305 directorships, with women accountingfor 21% of the total. Importantly, every singlemanufacturer within the FTSE 100 now has atleast one female board member.The number of manufacturers already at orabove the 25% Lord Davies board target hasincreased by 5% since our last report. Newfemale board appointments continue acrossthese companies, with 9 new positions filledduring the 12 months to 11th March 2014.The second part of the report offers case studiesof five women who have proven careersin manufacturing and have reached senioroperational roles within SMEs. The case studiessummarise their career success and their wealthof experience provides insight into what canbe done in the industry. Two snapshots offemale apprentices have also been included,highlighting their journey so far and why theywould recommend others to join them.The interviews and our wider research haveshown that through engagement with schools,manufacturers can help dispel myths about theindustry. Science, Technology, Engineeringand Mathematics (STEM) subjects need tobe encouraged from an early age to capturechildren’s interest and to ensure the nextgeneration consider a career in manufacturing,guaranteeing that the sector will continueto be a global competitor. As part of thisapproach there needs to be equal championingof vocational and academic pathways. Finally,in our view, continual development andmentoring are essential in the workplace tohelp career progression and the developmentof the talent pipeline.1The Women in Manufacturing Report is independently complied by “EEF”. The Women in Manufacturing Report is not in any way sponsored, endorsed, sold or promoted by FTSE International Limited (“FTSE”) orthe London Stock Exchange Group companies (“LSEG”), (together the “Licensor Parties”) and none of the Licensor Parties make any claim, prediction, warranty or representation whatsoever, expressly or impliedlyin relation to the Women in Manufacturing Report or related material. None of the Licensor Parties have provided or will provide any financial or investment advice or recommendation in relation to the Womenin Manufacturing Report to any party. None of the Licensor Parties shall be liable (whether in negligence or otherwise) to any person for any error or omission in the Women in Manufacturing Report or relatedmaterial. FTSE ® (the “Trade Mark”) is a trade mark of LSEG and is used by FTSE under licence. EEF has been licensed the Trade Mark by FTSE for use in the Women in Manufacturing Report and related material.2Lord Davies, ‘Women on Boards’, February 20113Department for Business Innovation & Skills – business population estimates for the UK and regions 2013. Manufacturing SMEs account for 33.3% of turnover, 58.1% of employment and 99.5% of businesseswithin the sector.

6 WOMEN IN MANUFACTURINGBACKGROUNDSince the publication of the 2011 Lord Davies‘Women on Boards’ report which examinedthe situation on FTSE 350 boards and set out10 recommendations to increase female boardrepresentation, the proportion of females onFTSE 100 boards has increased from 12.5%to 21% (as of 11th March 2014). The UK’scurrent approach to tackling the genderdivide at board level remains voluntary andindustry led, unlike the quota-based measuresintroduced in other countries such as Norway,Spain, Italy and France.Although the UK Government does notfollow, or currently agree with, a quota-basedsystem to increase the number of women atboard level, listed companies are requiredto either comply with the provisions setout in the Corporate Governance Code, 4or explain why they have not. The Code,which is overseen by the Financial ReportingCouncil, acts as a guide to good corporategovernance and effective board practice. TheCode is generally updated every 2 years; thelatest iteration – ‘the 2012 Code’ – applies toreporting periods beginning 1st October 2012.In addition to industry taking actionindependently, the UK Government haskept the issue of board gender diversity highon the agenda. In January 2014 BusinessSecretary Vince Cable and Lord Davies wroteto all FTSE 350 Chairmen setting out threemeasures companies could put in place toboost boardroom gender diversity. 5 Thiscomes ahead of the 2015 deadline as set outwithin the ‘Women on Boards’ report, forFTSE 100 companies to aim for a minimumof 25% female board representation.SMEs are particularly important tomanufacturing given that they account forthe largest part of the industry, representingnearly 60% of employment. However, thesecompanies are also vital to the wider economywhere they help drive economic growth.They are seen to do this through innovating,spurring competition and making a largecontribution to job creation. 6Companies have been classified as manufacturingaccording to their SIC code, details of whichcan be found in the methodology.4Financial Reporting Council – The UK Corporate Governance Code, September 20125These measures include: 1. aiming to appoint an additional female director, 2. giving two female candidates from senior management the opportunity to serve as NEDs at other organisations,3. stating clear targets for the number of women at senior management and board level and what steps are being taken to achieve those targets.6Department for Business Innovation & Skills, SMEs: The key enablers of business success and the economic rationale for Government intervention, December 2013

WOMEN IN MANUFACTURING 71. WOMEN IN FTSE 100MANUFACTURINGCOMPANIESTwenty-eight manufacturing companies werelisted in the FTSE 100 as of 11th March2014. 7 When our last report was producedin January 2013 there were 29. This changeis reflective of the fact the constituents ofthe index are reviewed quarterly. Evraz plc,Croda International plc and Tate & Lyle plcno longer feature, whilst Coca-Cola HBC AGand Mondi plc are new entrants.Female board representation within each ofthe 28 organisations can be seen in Table 1.The data is arranged by the number of boardlevel women within each company. 8 Theinformation has been taken from the BoardExdatabase 9 (unless otherwise stated) and iscorrect as of 11th March 2014. 10All of the FTSE 100 manufacturing companiesnow have female board representation. Themajority of organisations (68%) have either1 or 2 female board directors, with a further21% having 3 directors.36% of FTSE 100 manufacturing companiesare at or above the minimum 25%LordDavies female board representation target,up 5% on our last reviewDiageo plc has 4 and also has the highestpercentage of board level women, at 44%.GlaxoSmithKline plc and Unilever plc leadthe way, with 5 female board members each.TABLE 1FEMALE BOARD REPRESENTATION IN FTSE 100 MANUFACTURING COMPANIESCompanyNumber on board(% female boardrepresentation)Numberof womenon boardFTSE 100 AVERAGE (21% female board representation)1 GlaxoSmithKline plc2 Unilever plc3 Diageo plc15(33% femaleboardrepresentation)14(36%femaleboardrepresentation)9(44%femaleboardrepresentation)Median ageof womenon board5 585 624 58Female directors Current role ChairmanDr Stephanie Ann BurnsStacey Lee CartwrightLynn Laverty ElsenhansJudy Carol LewentJing UlrichThe Hon. Laura May-Lung ChaProfessor Dr Louise O FrescoAnn Marie FudgeMary Z MaHixonia NyasuluDeirdre Ann MahlanPeggy Bertha BruzeliusLaurence Miriel DanonBetsy DeHaas HoldenIndependent NEDIndependent NEDIndependent NEDIndependent NEDIndependent NEDIndependent NEDIndependent NEDIndependent NEDIndependent NEDIndependent NEDChief Financial OfficerIndependent NEDIndependent NEDIndependent NEDSir ChristopherGentMichaelTreschowDr Franz Humer7The data cut taken on 11th March 2014 takes into account changes in the FTSE 100 March 2014 quarterly review that take effect from the close of business on 21st March 20148Where companies have the same number of female board members they have been sorted alphabetically9BoardEx database (www.boardex.com), March 201410Where other sources have been used they are referenced

8 WOMEN IN MANUFACTURINGTABLE 1FEMALE BOARD REPRESENTATION IN FTSE 100 MANUFACTURING COMPANIESCompanyNumber on board(% female boardrepresentation)Numberof womenon boardFTSE 100 AVERAGE (21% female board representation)4 AstraZeneca plc567British AmericanTobacco plcBurberryGroup plcImperialTobacco plc8 SABMiller plc9Smith &Nephew plc10 Arm Holdings plc12(25%femaleboardrepresentation)12(25%femaleboardrepresentation)10(30%femaleboardrepresentation)10(30%femaleboardrepresentation)15(20%femaleboardrepresentation)12(25%femaleboardrepresentation)11(18%femaleboardrepresentation)Median ageof womenon board3 583 673 533 503 513 602 57Female directors Current role ChairmanProfessor Dr Geneviève B BergerDame Nancy Jane Rothwell, DBEBaroness Shriti VaderaAnn Frances GodbehereChristine JacquelineMorin-PostelKaren Maria de SegundoAngela Jean AhrendtsCarol Ann FairweatherStephanie GeorgeAlison Jane CooperSusan Elizabeth MurrayKaren WittsLesley Mary KnoxDr Dambisa Felicia MoyoHelen Alison Weir, CBEJulie Belita BrownBaroness Virginia HildaBottomleyDr Pam Josephine KirbyKathleen Anne O'DonovanJanice M RobertsIndependent NEDIndependent NEDIndependent NEDIndependent NEDSenior Independent NEDIndependent NEDChief Executive OfficerChief Financial OfficerIndependent NEDChief Executive OfficerIndependent NEDIndependent NEDIndependent NEDIndependent NEDIndependent NEDChief Financial OfficerIndependent NEDIndependent NEDSenior Independent NEDIndependent NEDDr Leif JohanssonRichard BurrowsSir John PeaceMarkWilliamsonPeter Manser, CBESir JohnBuchananStuart Chambers11BabcockInternationalGroup plc11(18%femaleboardrepresentation)2 49Anna Marie StewartKate Elizabeth SwannIndependent NEDIndependent NEDMike Turner, CBE12 BAE Systems plc11(18%femaleboardrepresentation)2 55Dr Harriet Green, OBEPaula Rosput ReynoldsIndependent NEDIndependent NEDSir Roger Carr13 BP plc14(14%femaleboardrepresentation)2 59Cynthia Blum CarrollDame Ann Patricia Dowling, DBEIndependent NEDIndependent NEDCarl-HenricSvanberg14 CRH plc13(15%femaleboardrepresentation)2 54Maeve C CartonHeather Ann McSharryFinancial DirectorIndependent NEDNicky Hartery15 IMI plc10(20%femaleboardrepresentation)2 56Anita Margaret FrewBirgit Wøidemann NørgaardSenior Independent NEDIndependent NEDRoberto Quarta16JohnsonMatthey plc10(20%femaleboardrepresentation)2 59Odile DesforgesDorothy Carrington ThompsonNEDIndependent NEDTim Stevenson,OBE

WOMEN IN MANUFACTURING 9TABLE 1FEMALE BOARD REPRESENTATION IN FTSE 100 MANUFACTURING COMPANIES16CompanyNumber on board(% female boardrepresentation)Numberof womenon boardFTSE 100 AVERAGE (21% female board representation)JohnsonMatthey plc17 Mondi plc18 Rexam plc19Rolls-RoyceHoldings plc10(20%femaleboardrepresentation)9(22%femaleboardrepresentation)8(25%femaleboardrepresentation)14(14%femaleboardrepresentation)Median ageof womenon board2 592 572 582 51Odile DesforgesFemale directors Current role ChairmanDorothy Carrington ThompsonImogen Nonhlanhla MkhizeAnne C Quinn, CBERos RivazJohanna Elizabeth Waterous, CBEDame Helen AnneAlexander, DBEJasmin StaiblinNEDIndependent NEDIndependent NEDSenior Independent NEDNEDSenior Independent NEDIndependent NEDIndependent NEDTim Stevenson,OBEFred Phaswanaand DavidWilliams(Co-Chairmen)Stuart ChambersIan Davis20 Shire plc10(20%femaleboardrepresentation)2 58Susan Saltzbart KilsbyAnne Elizabeth Minto, OBEIndependent NEDIndependent NEDMatt Emmens21 Smiths Group plc8(25%femaleboardrepresentation)2 58Tanya D FrattoAnne C Quinn, CBEIndependent NEDIndependent NEDSir GeorgeBuckley2223Weir Group (The)plcAssociated BritishFoods plc24 Coca-Cola HBC AG25 GKN plc26 Meggitt plc2728Melrose IndustriesplcReckitt BenckiserGroup plc9(22%femaleboardrepresentation)8(13%femaleboardrepresentation)13(8% femaleboardrepresentation)9(11%femaleboardrepresentation)9(11%femaleboardrepresentation)9(11%femaleboardrepresentation)10(10%femaleboardrepresentation)2 58Melanie GeeThe Hon. Mary JoJacobi-JephsonIndependent NEDNED1 51 Emma Adamo NEDCharles BerryCharles Sinclair,CBE1 55 Susan Saltzbart Kilsby Independent NED George David1 53 Shonaid Jemmett-Page Independent NED Mike Turner, CBE1 56 Brenda L Reichelderfer Independent NED Sir Colin Terry1 57 Liz A Hewitt Independent NED James Miller1 60 Judy A Sprieser Independent NED Adrian BellamyNote: Where there is only one female board director the actual age is stated rather than the medianNote: The age of Jing Ulrich was sourced from FT.com

10 WOMEN IN MANUFACTURINGANALYSIS AND STATISTICS OF FTSE100 MANUFACTURING COMPANIESDirectorships: NEDs compared to EDsWomen account for 21% of the 305directorships across manufacturing firms in theFTSE 100. This represents a 2% increase infemale directorships since our previous report(Table 2).One quarter of all NEDs and 8% of EDsare women. The proportion of female EDsremains the same as in 2013, but NEDs haveseen a slight increase (2%).Manufacturers are in line with the FTSE 100,in which women currently account for 21%of all directorships (26% of NEDs and 7%of EDs).Women account for 21% oftotal directorships in FTSE 100manufacturing companiesTABLE 2DIRECTORSHIPS WITHIN FTSE 100 MANUFACTURING COMPANIESEXECUTIVE DIRECTORSHIPS NON-EXECUTIVE DIRECTORSHIPS TOTAL2013 2014 2013 2014 2013 2014Female 7 (8%) 6 (8%) 52 (23%) 58 (25%) 59 (19%) 64 (21%)Male 80 (92%) 69 (92%) 170 (77%) 172 (75%) 250 (81%) 241 (79%)Total 87 75 222 230 309 305The 64 manufacturing female boarddirectorships (Table 2) are held by 62women. 11 The vast majority of thesedirectorships are NED roles, with only 9%executive positions, compared to 29% of maleexecutive directorships (Chart 1).CHART 1 PROPORTION OF EXECUTIVE AND NON-EXECUTIVE DIRECTORSHIPS WITHIN FTSE 100MANUFACTURING COMPANIESFemale9% 91%EXECUTIVE DIRECTORSHIPSNON-EXECUTIVE DIRECTORSHIPSMale29% 71%0% 20% 40% 60% 80% 100%The 6 female executive directorships comefrom 5 organisations (Table 3): BurberryGroup plc, 12 CRH plc, Diageo plc, ImperialTobacco Group plc and Smith & Nephew plc.However, all of the 28 manufacturing firmshave at least 1 male Executive Director.11In our 2013 report 59 female directorships were held by 57 women12Burberry Group plc has two female executive positions, as per our 2013 report – Carol Ann Fairweather, CFO and Angela Ahrendts, CEO. Stacey Cartwright isno longer on the board (previously VP/CFO).

WOMEN IN MANUFACTURING 11TABLE 3EXECUTIVE AND NON-EXECUTIVE COMPARISONFEMALEMALE2013 2014 2013 2014Companies with Executive Directors 6 (21%) 5 (18%) 28 (97%) 28 (100%)Companies with Non-Executive Directors 27 (93%) 28 (100%) 29 (100%) 28 (100%)Multiple directorshipsSusan Kilsby and Anne Quinn, CBE bothoccupy 2 manufacturing directorships in theFTSE 100 (Table 4).A further 11 women hold board seats inmanufacturing companies and other sectors ofthe FTSE 100.TABLE 4MULTIPLE DIRECTORSHIPS ACROSS FTSE 100 MANUFACTURING COMPANIESFEMALEMALE2013 2014 2013 20141 board seat 55 (96%) 60 (97%) 227 (95%) 215 (94%)2 board seats 2 (4%) 2 (3%) 10 (4%) 13 (6%)3 board seats 0 0 1 (0%) * 0Total 57 62 238 228*Percentages do not add to 100 due to roundingOf all the women who hold multipledirectorships more than three-quarters occupy1 board seat, 16% sit on 2 boards and a further5% hold 3 positions. Table 5 details thesemultiple directorships and where they areheld.TABLE 5MULTIPLE DIRECTORSHIPS – WHERE THEY ARE HELDDIRECTOR NAME SEAT 1 SEAT 2 SEAT 3The Hon. Laura May-Lung ChaAnita Margaret FrewAnn Frances GodbehereSusan Saltzbart KilsbyUnilever plc(Independent NED)IMI plc(Senior Independent NED)British American Tobacco plc(Independent NED)Coca-Cola HBC AG(Independent NED)HSBC Holdings plc(Independent NED)Aberdeen Asset Management plc(Senior Independent NED)Prudential plc(Independent NED)Shire plc(Independent NED)Lesley Mary Knox SABMiller plc (Independent NED) Centrica plc (Independent NED)Deirdre Ann Mahlan Diageo plc (Chief Financial Officer) Experian plc (Independent NED)Dr Dambisa Felicia Moyo SABMiller plc (Independent NED) Barclays plc (Independent NED)Susan Elizabeth MurrayAnne C Quinn, CBEJudy A SprieserBaroness Shriti VaderaJohanna ElizabethWaterous, CBEKaren WittsImperial Tobacco Group plc(Independent NED)Mondi plc(Senior Independent NED)Reckitt Benckiser Group plc(Independent NED)Astrazeneca plc(Independent NED)Rexam plc(Senior Independent NED)Imperial Tobacco Group plc(Independent NED)Compass Group plc(Independent NED)Smiths Group plc(Independent NED)Experian plc(Independent NED)BHP Billiton plc(Independent NED)RSA Insurance Group plc(Independent NED)Kingfisher plc(Group Finance Director)Lloyds Banking Group plc(Independent NED)Rio Tinto plc(Independent NED)Wm Morrison Supermarkets plc(Independent NED)Note: The shaded companies represent FTSE 100 manufacturing firms

12 WOMEN IN MANUFACTURINGAgeIn our 2014 review of FTSE 100manufacturing companies female NEDsremain slightly older 13 than their ED peers(57 years compared to 53 years respectively).The youngest female board member is currently44 years old (Independent NED). The eldesttwo, both of whom are 67, are an IndependentNED and a Senior Independent NED.The youngest female ED is 47, whilst theeldest is 56. This compares to the youngestmale director (NED, aged 37) and theeldest male director (NED, aged 77). Witha median age of 59 years 14 male directors ofmanufacturing companies tend to be olderthan their female counterparts.FIGURE 1 MEDIAN AGE IN FTSE 100 MANUFACTURING COMPANIES (as of 11th March 2014)FEMALEEDs53 yearsOVERALLFEMALEMEDIAN AGE57 yearsFEMALENEDs57 yearsOVERALLMALEMEDIAN AGE59 yearsCURRENT YOUNGEST44 years(Independent NED)CURRENT ELDEST67 years(Independent NED andSenior Independent NED)All of the FTSE 100 manufacturing companiesnow have female board representationTenureThe median female board tenure across theFTSE 100 manufacturing organisations is3 years. However, the length of service doesvary when compared by type of director, withEDs having longer rates of tenure than theirNED peers (3.6 years compared to 2.9 years).Dr Pam Kirby is currently the longest servingfemale director with 12 years on the boardof Smith & Nephew plc, as an IndependentNED. Karen Witts (Independent NED) atImperial Tobacco Group plc, took up a newrole with the company in February 2014 andcurrently has the shortest board tenure at1 month.With regard to Executive Directors, havingspent 8.2 years on the board, Angela Ahrendts(CEO) of Burberry Group plc was (as of11th March 2014) 15 the longest-serving femaleED across the manufacturing companies andthe wider FTSE 100. Subsequently, withboard tenure of 6.7 years, Alison Cooper,Chief Executive Officer of Imperial TobaccoGroup plc has become the longest-servingfemale manufacturing ED following thedeparture of Angela Ahrendts. The mostrecent appointment of a female manufacturingED was also at Burberry Group plc: CarolFairweather (CFO), has spent 7 months onthe board.Male EDs and NEDs continue to haveslightly higher rates of tenure (6 years and4.5 years respectively) compared to theirfemale counterparts.13Median figure used14Median age of male (within manufacturing FTSE 100) NEDs is 62 years and EDs 55 years15It was announced in October 2013 that Angela Ahrendts would be joining Apple Inc. as Senior Vice President of Retail and Online Stores during Spring 2014

WOMEN IN MANUFACTURING 13FIGURE 2 MEDIAN BOARD TENURE IN FTSE 100 MANUFACTURING COMPANIES (as of 11th March 2014)FEMALE NEDs2.9 yearsOVERALL FEMALEMEDIAN TENURE3 yearsFEMALE EDs3.6 yearsOVERALL MALEMEDIAN TENURE4.8 yearsCURRENT SHORTEST1 month (time on board)Karen Witts (Independent NED,Imperial Tobacco Group plc)CURRENT LONGEST12 years (time on board)Dr Pam Kirby (Independent NED,Smith & Nephew plc)New appointmentsNearly a fifth of new board appointments aregoing to women within manufacturing firms inthe FTSE 100. This is a little below the target(one-third) for new female appointments asoutlined in the 2011 Davies report. Reflectingfindings within the 2013 ‘Women on Boards’report, Cranfield University School ofManagement found that “headline figures forwomen on the boards of our largest PLCscontinue to rise, but at a much decreased pace.” 16TABLE 6NEW DIRECTORSHIPS WITHIN FTSE 100 MANUFACTURING COMPANIESDIRECTORSHIPS WITH TENURE OF 1 YEAR OR LESS (11TH MARCH 2014)2013 2014New female directorships 13 (36%) 9 (19%)New male directorships 23 (64%) 39 (81%)Total new directorships 36 48The new female directorsFour of the new female board appointmentshave previously served or are currently servingon other FTSE 100 boards. The Hon. LauraMay-Lung Cha, Susan Kilsby and Karen Wittsall currently sit on other boards, whilst theHon. Mary Jo Jacobi-Jephson has FTSE 100board experience. Although the majority ofthese new appointees have had no prior FTSE100 board experience, they have all held avariety of senior roles across a range of sectorsin public and privately listed organisations.TABLE 7 NEW DIRECTORSHIPS IN FTSE 100 MANUFACTURING COMPANIES (12 months to 11th March 2014)NAME POSITION COMPANYThe Hon. Laura May-Lung Cha Independent NED Unilever plcOdile Desforges NED Johnson Matthey plcCarol Ann Fairweather Chief Financial Officer Burberry Group plcLiz A Hewitt Independent NED Melrose Industries plcThe Hon. Mary Jo Jacobi-Jephson NED Weir Group plc (The)Susan Saltzbart Kilsby Independent NED Coca-Cola HBC AGMary Z Ma Independent NED Unilever plcRos Rivaz NED Rexam plcKaren Witts Independent NED Imperial Tobacco Group plcNote: The shaded rows represent women with FTSE 100 board experience16‘Women on Boards’: Benchmarking adoption of the 2012 Corporate Governance Code in FTSE 350 - http://www.som.cranfield.ac.uk/som/dinamic-content/research/documents/WomenonBoards2012Code.pdf

14 WOMEN IN MANUFACTURING2. KEY MESSAGES FROMLEADING WOMEN IN SMEsThe focus in this second year of the research isto assess the progress of women on boards ofthe FTSE 100 manufacturers. As the majority ofmanufacturers in the UK are SMEs, employingnearly 60% of all those in the sector, we are alsoexamining some positive examples of femaleprogression in this size of organisation.This section concentrates on women whohave proven careers in manufacturing and havereached senior operational roles within SMEs.We spoke to five women at director level andabove. The interviews have been summarisedinto case studies of their careers and give theirviews of what can be done to encourage morewomen into manufacturing. Two snapshotsof female apprentices have also been included,highlighting their journey so far and why theywould recommend others to join them.Encouragement and development,not enforcementOur five senior women serve as role modelsfor others, demonstrating that it is possiblefor women to progress into high-level jobs inmanufacturing. Having reached their currentpositions through a variety of routes – from lawto accounts, IT, production and sales – what isclear is that there is a fulfilling and rewardingcareer to be had in the industry. All five havespent the vast majority, if not all, of theirworking lives in manufacturing.Senior levels of the manufacturing sectorremain male-dominated, therefore increasinggender diversity is essential to ensure we havethe best talent to compete on the world stage.However, in agreement with the FTSE boardwomen from year one, this year’s intervieweesare opposed to quotas and advocate changethrough encouragement and development, notenforcement.There should be equality of talentand opportunity in the entirety of theworkplace, whilst recognising not all menand not all women, aspire to sit on a board.Companies should actively seek to supportthe promotion of Executive Directors,looking particularly at their seniormanagement team as future candidates forthe board. As part of growing the talentpipeline, manufacturers need to set outclear career pathways and programmes thatbetter support women in the workplace.Addressing the industry’s imageOne of the means to address the genderbalance must be improving the image andperception of manufacturing. The industryhas advanced beyond recognition in recentyears, but the stereotypical views of it beingdirty and unglamorous still persist. Benefittingfrom the link to modern technologies, someof the sub-sectors, such as electronics, arestarting to see improvements. This illustrationof manufacturing as ‘advanced’ and ‘innovative’now needs to be applied across the wholesector, to raise awareness of the depth andbreadth of the industry.To ensure a pipeline of talent into the industry,manufacturers are engaging with the educationsystem. Seven in ten firms currently providework experience for young people and morethan half offer to speak to schools and host sitevisits. 17 Our interviewees have demonstratedthat engagement with schools can reallyhelp; however, even more businesses haveto be willing to help drive change, to dispelthe myths about the sector and inspire thenext generation. Such industry engagementis particularly important as teachers canoften be uninformed of local labour marketopportunities, particularly within industriessuch as manufacturing.17EEF Skills Survey, 2012

16 WOMEN IN MANUFACTURINGANDREA HOUGH, OBEManaging Director, AT Engine Controls LtdIT’S UP TO MANUFACTURERS TO INFORMAND INSPIRE THE NEXT GENERATIONThe Managing Directorof AT Engine ControlsLtd, a specialist systemscompany that manufactureselectronic components tosupport the helicopter andoil & gas industries. Andreastarted at the company as aCommercial Apprentice androse through the ranks tobecome Managing Directorin 2006.AT Engine Controls Ltdstarted in 2004, when Andreaand her business partnerTerry Madden boughtthe company from VosperThornycroft which had alsoexisted under other namesand ownership for more than40 years.Chair of EEF’s North WestRegional Advisory Board,Andrea was awarded an OBEfor services to manufacturing,in the 2014 New Year’sHonours.At the age of 16, Andrea left school and signedup for a four-year Commercial Apprenticeshipat Hawker Siddeley Dynamics Engineering.On completion of her apprenticeship, Andreawas placed in the IT department as a traineeIT Clerk, where she developed and progressedthrough to supervisor and then became ITManager serving the whole company. A changein her career path came when, recognisingher wider potential, her manager moved herfrom IT into production control. This led toa role as Production Manager, covering twosites, in Portsmouth and Manchester. Her finalpromotions came when she and her businesspartner bought the company in 2004 and shemoved into the role of Operations Director,taking over as Managing Director in 2006.Andrea has more than 30 years’ experiencein the industry. In that time she has seen anincrease in the number of senior women inmanufacturing, but progress has been slow.She recalls turning up at events with herManager at the very start of her career, wherepeople would assume she was the secretary.Things have improved in the last 10 years, butit is still hard to find women at manufacturingexhibitions and conferences. Perhaps this isunsurprising, as Andrea explains that even asrecently as the late seventies and early eighties,the female apprentices where she workedwere discouraged from even going onto theshopfloor and it was naturally assumed that girlswould go into office-based apprenticeships andboys into craft.In Andrea’s experience, women are still inthe minority in manufacturing and thosewomen who have achieved senior roles tendto be business owners rather than having beenpromoted through the ranks. She also findsthat the senior women she encounters “are inthe financial, HR or Health & Safety side ofbusiness, rather than in manufacturing.”With unwavering support from her managersand limited resistance from those reporting intoher, Andrea has not faced too many challengesas a senior manager in a male-dominatedenvironment. She has, however, had to makeimportant choices, especially in terms of worklifebalance. She told EEF “You have to makethat choice if you want to have a family anda career, one of them has got to take the backstep.” However, support from her husband hasenabled Andrea to travel the world with herjob and successfully raise a family.Andrea puts her success down to luck, but it isclear that it is more than fortune that has broughther to a senior position. As a non-technicalperson in a highly technical environment shehas succeeded by having the skill to find theright people to help her in her business andempowering them to be able to perform. Shehas used her organisational abilities to help withthe running of the company as well as to juggleher career with family life.Her natural instinct to be calm in a crisis andto thoroughly assess a scenario before acting,has really helped her lead others. Andrea feelsthis trait is not unique to her; it is somethingshe has seen in other women. Such skills, inaddition to the different perspective womencan bring to the table, highlight the need fordiverse companies. Women are essential atsenior operational levels. However, Andrea

WOMEN IN MANUFACTURING 17echoes the women we spoke to for our 2013report, in her adamant dislike for boardroomquotas. She says “It would be forcingcompanies to promote anybody, whether theybe male or female, to the board, just becauseyou want to get the numbers right.”When she needed advice, Andrea hadpeople she could turn to. With support andencouragement she moved out of IT intoproduction and overcame the challenges thatshe faced as a female senior manager runninga male-dominated manufacturing site. Shetold EEF “You just need somebody who ismentoring you in the background or somebodyyou can turn to, to ask if you have got it right.”She doubts this need for reassurance is purelya female trait, but being able to seek counseland having someone push you outside of yourcomfort zone really helps you to achieve.Having seen the benefits herself, Andreahas implemented mentoring in her owncompany. Along with two other colleagueson the senior management team, she mentorsaspiring employees. A good example of thisis the work she is doing with her ProductionManager, who has moved from Purchasing toProduction. Mentoring has helped to build herconfidence in her new role. In addition to thisone-to-one mentoring, the company also tryto pair up new starters with more experiencedteam members. New employees have a ‘buddy’they can approach with the questions they maynot want to ask their managers.Andrea is passionate about influencing the nextgeneration of girls to consider manufacturingand engineering as a career. Her voluntarywork with Business Economic Solutions underan initiative called ‘Challenging Stereotypes’involves her and other business women engagingwith girls in secondary schools in Manchester.She told EEF: “It is worrying that you go intothese schools, even today and a lot of young girlsjust think what they can do is be a beautician orbe a hairdresser.” Very few have ever considereda career in manufacturing. Bringing female rolemodels into schools can influence girls’ choices,especially if they can associate with them. Andreahas seen first-hand the effect a first-year femaleCraft Apprentice from Rolls-Royce had on pupilswhen she spoke about her job. Young people andgirls in particular, need to aspire to someonefrom a similar age and background to them.It is Andrea’s belief that changing theperception of engineering and manufacturingand encouraging the next generation into theindustry requires effort from schools as well asbusinesses. The work done by organisationslike Primary Engineer is starting to takeeffect. Schools, however, need to do morewith careers guidance. More manufacturingbusinesses need to be involved by invitingschools to gain first-hand experience andto inspire those who influence our futureworkforce. Andrea told EEF that she wouldlike to do even more of this work in the future:“In manufacturing you can’t sit back andmoan about not getting young people comingthrough the ranks, if as businesses and businessowners, you don’t want to inform.”Andrea’s advice for women coming up thecareer ladder in manufacturing is simple: do notlet insecurities get in the way, find someonewho can help and mentor you and giveyou that added confidence. Women do notalways see the opportunities. Andrea has beensuccessful as she took every chance she wasgiven to progress and that is why she is in herrole. Therefore, she suggests to other women“Be positive and take your opportunities.”

18 WOMEN IN MANUFACTURINGJULIE KENNY, CBE, DLChairman and CEO, Pyronix LimitedCELEBRATE EACH SUCCESS AND YOURCONFIDENCE WILL GROWChairman and ChiefExecutive Officer of PyronixLimited, a world leadingmanufacturer of electronicsecurity equipment. Juliefounded the company in1986 and it now employsmore than 150 staff at its sitein Rotherham and exportsto more than 70 countries.The first female presidentof the Rotherham Chamberof Commerce, she waspreviously the Chair of theSmall Business Council andthe British Security IndustryAssociation, and currentlyserves as commissioner ofthe UK Commission forEmployment and Skills.Julie was appointed to theOffice of High Sheriff ofSouth Yorkshire for 2012and 2013. She won theNational First WomenAward for Engineering andManufacturing in 2012 andthe Vitalise Business Womanof the Year Award in 2013.She was awarded a CBEfor services to industry inYorkshire and Humbersidein 2002.At the age of 18 Julie started her career asa junior secretary in a legal firm. She soonrealised that she had an aptitude for the lawand chose to undertake part-time studies,enabling her ten years later to qualify andwork as a litigation lawyer.In 1986, Julie founded Pyronix Limited.Her husband had been made redundant andthey took the opportunity to fulfil his dreamto create a company to design and buildpassive infrared sensors. She already had anentrepreneurial attitude and made the bolddecision to fund the set-up of the company byselling her home. For three years after Pyronixwas established, Julie continued to work fulltimeas a lawyer in the day whilst also workingto develop the business in the evenings.In 1992, Julie became the first female directorof the British Security Industry Associationand went onto become Chairman. In 1997she bought the business outright and becamethe sole owner and Managing Director. Afterthirteen years running the company, she beganto get an increasing number of responsibilitiesoutside of Pyronix that required her timeand attention. This included her forthcomingrole as High Sheriff and her task to close theRegional Development Agency for Yorkshireand Humber. Therefore, in 2010, she tookthe decision to promote her deputy into therole of Managing Director and she becameChairman and CEO. Julie would like tocontinue to follow her passions and furthergrow her business and is currently focusing onsuccession planning. Outside of her companyshe also hopes to do additional work inadvising government.Julie has had to make sacrifices along the way,dividing her time between work – includingoverseas travel – and her children. However,as she explained to EEF “It’s OK to have acareer and you can have it all; you just have tomake some choices sometimes.”Drive and determination to succeed,combined with an entrepreneurial spirit havecontributed to Julie’s career achievements.As a manager she feels that understandingthe value of your team is crucial: you cannotaccomplish anything without them. It isalso essential to believe in yourself, but thisconfidence can and will grow as you progressthrough your career. Julie told EEF “Nobodywakes up or is born confident; you learnconfidence by success.” She maintains that inher early working life at Pyronix she was veryself-critical, but over time and with experienceshe has become self-assured. Nonetheless, sheis also keen to point out that achievement isan individual measure and it is not necessarilyabout everyone trying get to the top.Her enthusiasm for manufacturing is clear.Although Julie knew very little when shestarted in the industry, as part of building thecompany, she has experienced most levelsof work and now understands and lovesmanufacturing. Her position as Chair of herlocal Academy enables her to encourageyoungsters to consider all their options fora career. She feels it is her duty and theresponsibility of other manufacturers, toinform young people of the opportunitiesthey have. She also engages in schemes whereshe goes into schools and talks to pupilsabout her own career. Her aim is to inspire

WOMEN IN MANUFACTURING 19them to want to achieve and to realise thatthey can have a career in manufacturingand if they want it and work for it, they canfollow a similar path to her own into seniormanagement. However, it is not just aboutbusinesses taking the initiative: Julie points outthat parents have a responsibility to encouragetheir children and to open their eyes to all theoptions that are available to them. Similarly,schools must be willing to engage withbusinesses – an area where she has seen someimprovement, in her region in recent years.Julie is a role model for girls and otherwomen. She believes that being able to seemore women in the industry and to hearabout the experiences of those who haveclimbed the career ladder will inspire youngwomen to follow their footsteps. In turn, thiswill lead to greater diversity on boards and insenior operational roles, which she feels leadsto better decision making. She told EEF“It doesn’t mean that all-male boards makebad decisions; it just means that at least youhave the opportunity to debate things in adifferent way.” Pyronix sets a good exampleof diversity at the top, with women occupyingthe roles of Operations Director and FinanceDirector, as well as Julie in the roles ofChairman and CEO.Julie takes time out of her busy schedule tomentor business-women outside of her owncompany so that she can share her knowledgeand experience. She is committed to thiswork, as she wants to not only provideothers with the chances she was given, butalso ensure that everyone reaches their fullpotential.Julie is a big believer in developing employees,saying “You are never too old to learn.”Pyronix will pay for any employee toundertake additional studies and qualificationsthat are relevant to their job. The companyalso has a scheme for employees where theycan take the opportunity to trial a moresenior role without experience, secure in theknowledge that if it does not prove to besuccessful, they can return to their originalrole. In Julie’s words, this “allows everybodyto have an opportunity to be promoted andprogress through the company.”Julie’s advice to other women is to embraceyour success and learn from your mistakes.She thinks that “women tend to be moreconfident when they have small successes,so celebrate each success.” Focus on thepositive rather than beating yourself upabout the things that have not gone quite asplanned. Finally, mentoring can really help.Her suggestion is, if you want someone youadmire to mentor you, ask them; the worstthey can say is no and chances are they will behappy to help.

20 WOMEN IN MANUFACTURINGDEBBIE MELLORManaging Director, Keighley Laboratories LtdTHERE ARE NO GLASS CEILINGS INMANUFACTURINGManaging Director ofKeighley Laboratories Ltd,a specialist metallurgicalservices facility, whichprovides analysis, testing andheat treatment of metals.The company, which islocated in Keighley, WestYorkshire, was set up in1920 and currently employsaround 60 people.Debbie joined the companyin 1986 in the AccountsDepartment and becameManaging Director in 2008.Debbie is also Director onthe management committeeof the Contract HeatTreatment Association(CHTA).Debbie has been with Keighley Laboratoriesfor her whole career, having started as an officejunior in the Accounts Department when sheleft school. She spent her early years developingand progressing in the finance function,which eventually led to her controlling thedepartment. By 1997 she was CompanySecretary.Although Debbie had ambitions to become adirector at the company, her move into therole of Acting Managing Director in 2007 wasunexpected. She stepped in and took over thereins when the former Managing Directorbecame ill. She took the permanent role ofleading the company the following year and hasnow been Managing Director for more thanfive years. She told EEF that having a financialbackground is beneficial when running thebusiness, but it did not prepare her for the levelof interaction with customers and externalbodies, when she became the face of thecompany.Having taken on the role by circumstancerather than design, Debbie has relished thechallenges and rewards the job has brought.She says “It’s a very demanding role, but Iwouldn’t change it.” However, one thingshe would alter is the opportunity to havehad a mentor. Having a mentor would havehelped her make the transition from Financeto Managing Director and enabled her to seekadvice on wider business decisions. In fact,her belief in mentoring to grow and developemployees has led Debbie to act as an informalmentor for her senior management team. Sheexplained to EEF, “I am there as an advisor, amentor and a confidante.”Optimism, drive, persistence and compassionare the attributes Debbie believes she brings tothe role of Managing Director. Confidence isanother of her strengths, something she feelsis essential in senior roles, but which can bedeveloped throughout your career and withmentoring. Contrary to popular belief, she isnot convinced that women lack confidenceover men; furthermore, she does not believethat this is the main barrier to either genderprogressing in their careers. Instead, she believesit has more to do with whether they have thewillingness to learn and develop. Additionally,in her experience, “The opportunities are thereto be had,” but the awareness of these chancesmay be lacking.Development of staff is a high priority atKeighley Laboratories. The company notonly assists employees who request furtherdevelopment, but also proactively identifiesaspiring individuals and encourage them to takeon additional skills and qualifications so thatthey can progress within the company. Debbie’sonly restriction in developing employees can befinding suitable external training, such as relevantapprenticeship programmes.Debbie sees the value in having diversity atboard and senior management level, as shethinks this “gives a breadth of experienceand opinion.” Nevertheless, she is adamantlyopposed to any form of positive discriminationin favour of women, whether this is quotas forboards or policies within companies to supportfemale progress. In her view, “If somebody hasthe drive and wants to progress, then it willhappen naturally.”

WOMEN IN MANUFACTURING 21She feels the poor image of the manufacturingindustry is its biggest challenge in attracting thenext generation. Young people in particular aremore drawn towards office-based occupationsin more glamorous sectors. This is why shebelieves that even though senior women canact as role models, at this time, this will do littleto entice women into the industry.Debbie believes the industry’s unpopularity asa profession is compounded by the structureof the current education system, where thereare two main stumbling blocks for drivingtalent into manufacturing. Firstly, the lack ofpromotion of the importance of the STEMsubjects to pupils limits the career opportunitiesopen to them. Secondly, she considers the wayin which schools and colleges are funded is adisadvantage. They are paid to retain pupils ineducation through to A-Level, which meansthey are unlikely to encourage youngsters toconsider vocational careers, such as taking upapprenticeships. She also feels this may havea detrimental effect on the level of interest inmanufacturing from local schools. For example,Debbie told EEF the company’s representativeswould willingly accept invitations to talk inschools; however, the last visit they undertookwas several years ago.In the past, Keighley Laboratories has run workplacements and site visits for schools, but againthis has stopped. The company is still very keento work with them, but the schools find thepaperwork associated with complying with riskassessments for Health & Safety too onerous tomake it a viable option.Regardless of the concerns she has about thewider perceptions of manufacturing, Debbieis keen to point out that women can advancein the sector as, in her experience, “There areno glass ceilings, anybody can progress.” Herfinal suggestion for aspiring women is, “Workhard, be determined, and have faith in yourabilities.”CHARLOTTE ROSSApprentice at Trolex LtdCharlotte is in the final year of her apprenticeship,studying for a Level 3 National Certificate inOperations and Maintenance in Engineering.She is undertaking her training with Trolex,a leading manufacturer of gas detectors,environmental monitoring systems and sensors.An apprenticeship gives Charlotte theopportunity to develop her technical skills andhelps to create a route into her desired careeras a Design Engineer. She describes herself as a‘hands-on’ person with good practical skills.Charlotte has been appointed a mentor, whichshe feels will greatly help her achieve herambitions. One-to-one sessions ensure she hasher mentor’s full attention and benefits fromtailored advice and guidance.“If you are the type of person who wants arewarding challenge, then I would say thatan apprenticeship is right for you,” is hermessage to other young females consideringan apprenticeship in manufacturing andengineering.

22 WOMEN IN MANUFACTURINGJACQUI MILLER, MBEGlobal Sales and Marketing Director, Miller UK LtdTAKE RESPONSIBILITY FOR YOUR OWNDEVELOPMENT AND PROGRESSIONGlobal Sales and MarketingDirector for Miller UK Ltd,Jacqui joined the companyin 1981, two years after itwas founded by her brother.The company manufacturesattachments for earth-movingequipment, including quickcouplers and buckets. It is aglobal operation and has itsUK manufacturing base andhead office in Cramlington,Northumberland.Jacqui is also an activemember of the GenesisInitiative, a forum dedicatedto communicating theproblems faced by SMEs toParliament.Winner of the award ofNorth East Best Woman inInternational Business 2013,Jacqui was also nominatedfor the 2013 First Womenin Manufacturing awards.In January 2013 she wasawarded an MBE for servicesto industry and internationaltrade.Having shown her sales flair at the company’sfirst exhibition, Jacqui started full-time work inthe family business at the age of only 17. Hersales role has grown with the company and hernatural talent for sales and marketing, combinedwith family loyalty, has helped the businessexpand in the UK. In recent years she has beeninstrumental in the drive to move the businessinto international markets. Jacqui’s current roleof Global Sales and Marketing Director meansshe is responsible for the company’s sales anddistribution, as well as the marketing approach.She is also a member of the company board,having been a director and the CompanySecretary since 1991. She told EEF that herdecision to remain in manufacturing initiallycame from her desire to support her brothers,but this was replaced in the longer term by hergrowing love of the industry.Jacqui is a natural problem solver. Her othermajor strength is her ability to see the biggerpicture, which she believes is an attributethat women tend to have. She is keen tobe judged on her own merits and not to begiven preferential treatment on the basis ofher gender. She told EEF she is against quotasfor boards, “I believe we have to earn ourown way in the world and if you want tobe respected then you should be on a boardbecause of what you have achieved, notbecause you are female.” However, she doesthink that having a mix of men and women onboards and in senior operational roles makesbusiness sense. Without representation fromboth halves of the population, you are unlikelyto have a balanced mix of views, personalities,strengths and experiences. She feels women“bring a different dynamic to the boardroom.”Female role models in senior positions inmanufacturing will encourage more womenand girls to consider manufacturing as anattractive and viable career. However Jacquiwas keen to stress that in her sub-sector ofthe industry, where they fabricate large metalproducts, it is often less suitable for womento work on the manufacturing side andundoubtedly less appealing than the moreadvanced manufacturing sectors.Jacqui tries to act as a role model not only toher own children but to other young peopleas well and aims to show that with hardwork and determination you can achieve.She strongly believes that everyone must beresponsible for their own development andprogression and “not expect that things willcome their way just because they should.”In her view, to really move away from amale-dominated manufacturing industry, inwhich she has seen little change over the past30 years, you need to go right back to theeducation system. Schools must focus on thebasic skill sets that young people need, to havea successful career. They also need to do moreto promote the benefits of continuing to studythe STEM subjects.Jacqui told EEF that business and governmentneed to do more, using a joined-up approach.In her view and experience, manufacturers arewilling to be involved and work with schools,but the attempts they currently make are toofragmented and sporadic and therefore makelittle impact on the cultural misconceptions ofthe industry.

WOMEN IN MANUFACTURING 23Miller UK has a strong programme fordeveloping apprentices, but the number offemale applicants is low. This is one of thereasons why Jacqui would like to engagemore with her local schools and colleges, asshe believes, “Getting business women fromthe manufacturing sector speaking to childrenwill dispel the myth about it being a maleenvironment.”When asked what she would give as tipsfor other women wanting to thrive inmanufacturing, her response was, “Firstlymake sure this is what you truly want.”To succeed in business, whether you are maleor female, you have to work hard and havepassion, drive and determination, as sacrificeswill need to be made. In Jacqui’s case thiswas time spent away from her family. On theother hand, she was keen to stress that womenshould not try to be super human – somethingshe believes is a gender trait. Instead, takeadvice and accept help from your family andcolleagues.SUSANNA PERKINSApprentice at Superior Seals LtdSusanna is completing a Higher Apprenticeshipat Superior Seals, a leading manufacturer ofhigh-integrity o-rings and seals. This includesNVQ Level 4 in Engineering Leadership,alongside an HNC in ManufacturingManagement. She is currently in the secondyear of a four-year course in the materialscience laboratory.The apprenticeship offers more than Susannacould have imagined at the onset. The first yearinvolved in-depth and challenging mechanicaldisciplines. Her second year, however, sawher progress to the company’s materialslaboratory, taking her in a direction she hadnot anticipated. This move has meant Susannahas developed an entirely new skill set and adifferent way of thinking about engineering asa whole.Being mentored by her Training Manager andcolleagues in the material science laboratory hasallowed Susanna access to highly experiencedpeople who are constantly on hand to offersupport. Most important was the impact herTraining Manager had on her transition fromschool to the working environment.Acknowledging that there are a limitednumber of females taking apprenticeshipsin engineering, Susanna has been active inpromoting the opportunities of STEM careersto other young people. For example, she hasattended a ‘Women in Engineering’ eventat her local school, highlighting her ownexperiences, which she says are different fromher initial perceptions of the industry. Hermessage to young females is “to research andfind out what a career in engineering involves.”

24 WOMEN IN MANUFACTURINGFLO WOODManaging Director, Datalink Electronics LtdA TOP-DOWN APPROACH IS NEEDEDTO DEVELOP ASPIRING EMPLOYEESThe Managing Director ofDatalink Electronics Ltd, acompany that specialises inthe design and manufactureof high-technology electronicproducts and sub-assemblies.Flo joined the company in2001 as Operations Managerand took over as ManagingDirector in 2010.Datalink Electronics Ltd hasbeen in existence for 30 yearsand employs around 50 staffat its site in Loughborough.Flo has more than 20years’ experience in themanufacturing industry andin the electronics sector,with expertise in operationsmanagement and an MBAfrom LoughboroughUniversity.After finishing her O Levels, Flo began hercareer in the textiles industry at Courtauld’sTextiles Group. Her move into the electronicssector came with the decline in the textileindustry. After taking voluntary redundancyfrom Courtauld’s she chose to take a jobat Ericsson Mobile Communications, as aProgress Chaser. At Ericsson she was given theopportunity to take on project work, whichled to a move into planning and was followedby a promotion into the role of Team Leader.Flo thoroughly enjoyed the manufacturingand operations work and she undertookfurther studies to gain an HND in OperationsManagement. The downturn in the telecomssector led to the closure of the Ericssonfactory in Worksop. Flo then moved toDatalink Electronics as Operations Manager.Within a couple of years she was encouragedto study for her MBA, which then led toher promotion to Operations Director andeventually her move to Managing Director4 years ago.She has remained in the industry for morethan 20 years and has found working inthe electronics sector to be exciting andinteresting. She explains, “I just like themaking of things and the solving of problems,whether it is planning resources for people,equipment, materials or supply chainmanagement: all of these things come togetherin manufacturing.” When Flo was at school,girls were not encouraged to study subjectssuch as sciences and manufacturing was nota career that therefore appealed to girls.However, Flo believes that today the situationhas vastly improved, with significant advancesin the electronics sector, especially in internetand mobile communications. It is a veryappealing field to work in and she thinks that“it should be more attractive to females nowthan ever before.”A combination of self-motivation andencouragement has enabled Flo to combinefurthering her education with her career.She believes this has been important in notonly increasing her knowledge, but alsoimproving her business confidence, thereforeallowing her to rise to the challenges of moredemanding roles as she has progressed intosenior management. She was, however, keento stress the importance of being prepared togive up your time to further your studies andtherefore progress your career.The ethos of Datalink is centred on educatingand progressing employees so they can achievetheir potential. The Managing Director atthe time, Eric Luckwell (now Chairman),encouraged Flo to undertake her MBA. Thecompany has funded several other MBAs andsimilar level qualifications. Flo told EEF thatEric Luckwell has always believed in educatingand developing all staff, regardless of gender.She explained, “It’s different here because theowner of the business champions both malesand females equally.”She believes this top-down approach, wheresenior management create the right cultureand programmes to develop their aspiringemployees, is the key to creating the talentpipeline for the future.Mentoring has been a feature in Flo’s careerprogression. She has received strong support

WOMEN IN MANUFACTURING 25from managers at both Ericsson and Datalink.In fact, at Datalink, advice and guidancegoes hand in hand with the drive for furtherdevelopment. The Chairman is engaged in thementoring of senior employees, which givessenior managers the necessary business skills,knowledge and confidence. It is importantto have someone in this role to guide andencourage aspiring employees to advance, butnot to force their progression.Female role models can make all thedifference for girls. Climbing the career ladderis achievable, especially if they have someoneto look up to. Flo remarks, “This is what willmake it believable for them: they need to beable to see it happening.” This is somethingthat Datalink is demonstrating with a femaleManaging Director, a female Finance Directorand other women progressing within thecompany.Manufacturing businesses must do more toencourage youngsters to understand and beattracted to work in the industry, especially asmanufacturing has been seen as the poor relationto the service sector for many years. Datalinkregularly invites schools to visit and tour thepremises and the company works with localschools to bring in pupils for work experience.The role of schools is crucial in order tocapture the attention of youngsters andinterest them in manufacturing from an earlyage. They need to encourage those with anaptitude for maths, the sciences and skillsin problem solving. Young people need tounderstand and embrace the appropriate skillsand qualifications needed to undertake acareer in the industry. If it is left until they aredeciding on careers at secondary school, it istoo late, and the opportunity is missed.A good education, starting at school andcontinuing in the workplace, is the mainadvice Flo would give to aspiring women. Shesuggests, “Get the education and qualificationsbehind you and be brave enough to go for it.”

26 WOMEN IN MANUFACTURINGLLOYDS BANK’S COMMENTARYDavid Atkinson, Head of Manufacturing, Lloyds Bank Commercial Banking SMEEXPANDING THEMANUFACTURING TALENT POOLThe UK’s manufacturing industry hasexperienced decades of change to the extentthat it now only contributes a tenth ofthe economy, and the re-balancing of theeconomy calls for manufacturing to contributea greater share. There is however a significantobstacle to this with the somewhat limitedavailability of skilled labour in the UK.With Europe’s lowest percentage offemale engineers, the UK needs to work atattracting girls to pursue engineering careeropportunities in sufficient numbers.Many barriers in what is still a maledominatedindustry have already been brokendown, but more work is needed. There aremany opportunities for women to succeed inengineering careers, but more can be doneto change the outdated perceptions thatmanufacturing jobs are poorly paid and thatit is an unpleasant environment to work in.These images need to be replaced with thereality that manufacturing is a creative andinnovative environment with exciting, wellpaid career opportunities for young womenand men.Educating people so that they clearly understandwhat engineering is about is an importantstep to help change these perceptions. Manypeople associate it with car mechanics ratherthan with the highly skilled individuals thatare making significant contributions to theresearch and development of innovativetechnologies that are helping to improve theUK’s standing in the global market.It is important that a solution is found toinspire girls to pursue STEM subjects andexplore engineering career paths, and toincrease Britain’s talent pool which will helpdrive long term sector and economic growth.Many manufacturers do visit schools butoften it is when pupils have already madetheir GCSE subject options, and we areencouraging manufacturers to engage withschool children at a younger age to inspirethem and help to improve their STEM subjectskills.More work is needed to support buddingengineers once they leave school. LloydsBanking Group has demonstratedits commitment to backing the UKmanufacturing sector through the recentlaunch of the Lloyds Bank AdvancedManufacturing Training Centre (LBAMTC)at the Manufacturing Technology Centre,Coventry. Supported by Lloyds Bank, thecentre will help address the sector’s skills gapin the UK and will develop more than 1,000engineering apprentices and trainees. Thebuilding of the centre will begin in 2014 andit will open in 2015.A generation of young entrepreneurs havebeen inspired through programmes like ‘TheApprentice’ and the creation of a prime timeprogramme where the next generation ofyoung engineers have to overcome challengesto win a lucrative job contract could go along way to inspire youngsters to enter themanufacturing industry.

WOMEN IN MANUFACTURING 27Inspirational female role models are vital ifwe are to increase the number of womenopting for careers in engineering and close thegender gap, and women should be encouragedto come forward and share their stories toinspire diversity. Mentors who understand thechallenges faced in engineering can provideinvaluable support and advice to femaleapprentices and people starting out on theirengineering career path.It is not just about attracting women into theworkforce that is crucial, but keeping themthere in the long-term. More help is requiredfor women returning to work after a careerbreak, as engineering can change quickly in ashort period of time.Whilst there is a shortage of womenengineers, the findings of this report aremore encouraging for women progressingthrough the ranks to sit on the boards of UKmanufacturers. It is fantastic to see the progressbeing made by women having a greaterinfluence in running both large and smallermanufacturing businesses.David AtkinsonHead of ManufacturingLloyds Bank Commercial Banking SME

28 WOMEN IN MANUFACTURINGMETHODOLOGYThe data for each company was primarilyaccessed from the BoardEx database, withthe ranking of FTSE 100 manufacturingcompanies compiled from BoardEx data as at11th March 2014.The FTSE 100 organisations were classifiedbased on their 2007 SIC code, with codesfor each of these companies taken fromAvention. 19 A full list of the 28 manufacturingfirms and their SIC codes can be found withinthe appendices.Other sources were also used, includingannual reports and corporate websites.All of the data accessed as part of this projecthas come from the public domain. Where atime period has been focused upon (e.g. newdirector appointments), the 12 months priorto 11th March 2014 has been used.Selected women holding high-leveloperational roles within manufacturing SMEcompanies were contacted in January 2014and invited to be interviewed to form casestudies for the project. The interviews wereconducted in the period from mid-January toearly February 2014.19Avention: http://www.avention.com/ (formerly OneSource)

WOMEN IN MANUFACTURING 29APPENDICESGlossaryNon-Executive DirectorsNEDs form part of the company board butnot part of the executive team. They arenot involved in the day-to-day running ofthe business, but monitor executive activityand help develop and challenge proposals onstrategy.“Non-Executive Directors should scrutinise theperformance of management in meeting agreedgoals and objectives and monitor the reporting ofperformance. They should satisfy themselves on theintegrity of financial information and that financialcontrols and systems of risk management are robustand defensible. They are responsible for determiningappropriate levels of remuneration of ExecutiveDirectors and have a prime role in appointing and,where necessary, removing Executive Directors, andin succession planning.” 20The Corporate Governance Code statesthat at least half of the board (excludingthe Chairman) should comprise of NEDsdetermined by the board to be independent.The board must determine whether a directoris independent in character, whilst also takinginto account anything that could affect thedirector’s judgment. The board then hasto report the reasons for the director beingindependent, paying particular attention“to the existence of any relationships orcircumstances which may appear relevant toits determination.” These include whether adirector: 21– has been an employee of the companywithin the last 5 years– has had any form of business relationshipwith the company in the last 3 years– has close family ties with existing directorsor senior employees– has links with existing directors throughother companies or holds cross-directorships– is a significant shareholder within thecompany– has served on the board for more than 9 years– receives (or has received) additionalremuneration from the company as well as adirector’s feeSenior Independent Non-ExecutiveDirectorsBoards are required to appoint one of theindependent NEDs as a Senior IndependentNED. The essential difference with this roleis the responsibility in terms of acting as asounding board for the Chairman and as anintermediary between the Chairman and theother directors. The Senior Independent NEDis also available to shareholders should theyhave concerns that might not be answered by(or be inappropriate for) the Chairman, ChiefExecutive or other EDs. 20ChairmanThe Chairman plays an extremely importantrole, being responsible for the leadership andoperation of the board whilst ensuring that theboard is effective in implementing and settingstrategy. The Chairman generally has theresponsibility of facilitating NED input whilstalso maintaining a constructive relationshipbetween EDs and NEDs. 20The Corporate Governance Coderecommends that Chairmen should beseen to be independent upon appointment,but thereafter independence is no longerconsidered appropriate. 20 This largely reflectsthe fact that Chairmen are likely to be moreinvolved and engaged with the day-to-dayrunning of the business than NEDs.20Financial Reporting Council – The UK Corporate Governance Code, September 201221These are taken from the 2012 UK Corporate Governance Code

30 WOMEN IN MANUFACTURINGStandard Industrial Classification CodesTABLE 8FTSE 100 COMPANIES SIC CODES (SIC CODES SOURCED FROM AVENTION)ORGANISATION NAMESIC 2007 CODEAberdeen Asset Management plc 6619Admiral Group plc 6512Aggreko plc 7739Anglo American plc 0710Antofagasta plc 0729Arm Holdings plc 2611Ashtead Group plc 7739Associated British Foods plc 1081AstraZeneca plc 2120Aviva plc 6511Babcock International Group plc 3011BAE Systems plc 3030Barclays plc 64191Barratt Developments plc 41BG Group plc 06BHP Billiton plc 0710BP plc 1920British American Tobacco plc 1200British Land Co plc 68209British Sky Broadcasting Group plc (BskyB) 6020BT Group plc 6110Bunzl plc 4639Burberry Group plc 14132Capita plc 82912Carnival plc 5010Centrica plc 3522Coca-Cola HBC AG 1107Compass Group plc 5610CRH plc 2351Diageo plc 1101Easyjet plc 51101Experian plc 82912Fresnillo plc 0729G4S plc 8010GKN plc 3299GlaxoSmithKline plc 2120Glencore Xstrata plc 05102Hammerson plc 68209Hargreaves Lansdown plc 6619HSBC Holdings plc 64191IMI plc 2814Imperial Tobacco Group plc 1200InterContinental Hotels Group plc 5510International Consolidated Airlines Group SA (IAG) 51101Intertek Group plc 7120ITV plc 6020Johnson Matthey plc 2445Kingfisher plc 4752Land Securities Group plc 68209Legal & General Group plc 6619ORGANISATION NAMESIC 2007 CODELloyds Banking Group plc 64191London Stock Exchange Group plc 6611Marks & Spencer Group plc 4719Meggitt plc 3030Melrose Industries plc 2711Mondi plc 17219National Grid plc 3511Next plc 4771Old Mutual plc 6511Pearson plc 5811Persimmon plc 41Petrofac Ltd 4221Prudential plc 6511Randgold Resources Ltd 0729Reckitt Benckiser Group plc 20411Reed Elsevier plc 5819Resolution Ltd 6511Rexam plc 2592Rio Tinto plc 0710Rolls-Royce Holdings plc 3030Royal Bank Of Scotland Group plc 64191Royal Dutch Shell plc 06Royal Mail plc 53202RSA Insurance Group plc 6512SABMiller plc 22 11050Sage Group plc 6202Sainsbury (J) plc 4711Schroders plc 6619Severn Trent plc 3600Shire plc 2120Smith & Nephew plc 3250Smiths Group plc 2219Sports Direct International plc 4764SSE plc 3511St. James's Place plc 6511Standard Chartered plc 64191Standard Life plc 6511Tesco plc 4711Travis Perkins plc 4752TUI Travel plc 7911Tullow Oil plc 06Unilever plc 2042United Utilities Group plc 3600Vodafone Group plc 6120Weir Group plc (The) 28131Whitbread plc 5610William Hill plc 9329Wm Morrison Supermarkets plc 4711Wolseley plc 4674WPP plc 731Note: Shaded cells denote manufacturing firms (i.e. those with SIC2007 code of 10-33).22The SIC Code for SABMiller was taken from Companies House: http://www.companieshouse.gov.uk/

WOMEN IN MANUFACTURING 31ABOUT LLOYDS BANKLloyds Bank recognises the fundamentalrole that the manufacturing sector plays inrebalancing the UK economy and we arecommitted to provide access to finance andcompetitive rates of funding. We offer a broadrange of finance beyond just term lending andthis spans import and export trade finance,structured and asset finance, securitisationfacilities and capital market funding.We have committed to lend at least £1bn toUK manufacturers each year until 2017. In theyear to September 2013 we lent manufacturers£1.3bn exceeding our lending commitmentin just nine months. Discounted fundingthrough the Lloyds Bank Funding for LendingScheme is available. We have agreed 80% ofall business loan and overdraft applications inthe past year.We have invested in developing more thanone hundred managers who have completeda manufacturing awareness training programmedelivered by WMG with the support of theMTA and EEF. Our relationship managersare some of the most knowledgeable inthe industry having been accredited inManufacturing Awareness by WMG.Lloyds Bank continues its commitment tosupport the UK manufacturing sector bylaunching a £5 million Lloyds ManufacturingAcademy at the Manufacturing TechnologyCentre, Coventry to address the sector’s skillsgap in the UK. The Academy will train 100engineering apprentices every year over fiveyears and the Academy will open in 2015.For further information about ourmanufacturing support visitwww.lloydsbank.com/manufacturingTo find out more aboutLloyds, contact:David AtkinsonHead of ManufacturingLloyds Bank Commercial Banking SMEM: 07764 625666E: david.atkinson@lloydsbanking.comW: www.lloydsbank.com/manufacturing

32 WOMEN IN MANUFACTURINGABOUT USEEF is dedicated to the future of manufacturing.Everything we do is designed to helpmanufacturing businesses evolve, innovateand compete in a fast-changing world. Withour unique combination of business services,government representation and industryintelligence, no other organisation is betterplaced to provide the skills, knowledge andnetworks they need to thrive.We work with UK’s manufacturers from thelargest to the smallest, to help them workbetter, compete harder and innovate faster.Because we understand manufacturers so well,policy makers trust our advice and welcomeour involvement in their deliberations.We work with them to create policies thatare in the best interests of manufacturing thatencourage a high growth industry and boostits ability to make a positive contribution tothe UK’s real economy.Our policy work delivers real business valuefor our members, giving us a unique insightinto the way changing legislation will affecttheir business. This insight, complementedby intelligence gathered through our ongoingmember research and networkingprogrammes, informs our broad portfolioof services; services that unlock businesspotential by creating highly productiveworkplaces in which innovation, creativityand competitiveness can thrive.The EEF Information & Research Team isin a unique position to provide insight intothe trends and behaviours that shape the UKmanufacturing sector. The Team is able toprovide invaluable research data, assistingwith daily business needs whilst also providingthe intelligence to help businesses compete,innovate and grow.To find out more aboutthis report, please contact:Michèle FordyceHead of Informationand Research01954 712377mfordyce@eef.org.ukAmanda NorrisSurvey Manager01954 712375anorris@eef.org.ukOllie KellyInformation Specialist01954 712376okelly@eef.org.uk

WOMEN IN MANUFACTURING 33INFORMATION AND RESEARCH TEAMMichèle Fordyce, Head of Information and ResearchMichèle has been involved in Information and Research in the City for morethan 25 years. Professionally qualified in information, Michele has led InformationTeams in both law and investment banking. She took up her position as Head ofInformation and Research at EEF 5 years ago. As part of the wider remit of thisrole, Michèle is responsible for ensuring the delivery of high-level, tailor-madeinformation and research projects, built around the clients’ individual needs. Withtheir specialist experience of the manufacturing sector, Michèle and her team canoffer individual research and an integrated quality product.Amanda Norris, Survey ManagerWith more than 15 years’ experience in the field of surveying and benchmarking,backed up by a Masters in Research. Amanda manages all the surveys conductedby EEF, including advising on questionnaire design and compilation of results.In addition, Amanda has experience in a range of research methods frominterviewing through to case study work and has delivered high-quality projectsfor blue-chip clients.Oliver Kelly, Information SpecialistOliver joined EEF in April 2012. Prior to this he spent 3 years working in marketresearch and economic development. He has experience across a wide range ofsectors and an appreciation of numerous research techniques. Oliver works onbespoke ‘intelligence’ projects for clients as well as assisting in the management andprocessing of benchmarking and surveying.

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We foster enterprise and evolution to keep yourbusiness competitive, dynamic and future focusedwww.eef.org.ukPublished by EEF, Broadway House, Tothill Street, London SW1H 9NQCopyright ©EEF 2014