Cilla Snowball in seven

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1. The Female FTSE Board Report 2016 showed that just 9.7% of directors in the FTSE 100 ( 5.6% in FTSE 250 ) are female. Why is big business so slow in this area? 

CS: As part of the Davies review, the number of women on boards doubled in four years, so big business has demonstrated its willingness to change when there is a clear target, strong leadership and an infrastructure of transparency and support. But we must be even more ambitious in developing non-executive and executive representation in the FTSE, matching our intentions with our efforts. The Hampton Alexander review will examine in detail how to improve the representation of women at the executive level and in the all-important executive pipeline. Their examination will, I’m sure, yield valuable learnings.

2. Where do you think most effective action can be taken when it comes to policies such as flexible working and maternity leave?

CS: The work we are doing on the Women’s Business Council (WBC) will explore solutions from classroom to boardroom. We have extended our reach across more sectors to provide what we hope will be valuable insight into tackling barriers to women’s progression, building partnerships with schools and colleges, and developing solutions by business, for business.

3. Are we having the right conversations about women in the workplace? Is the focus in the right places? 

CS: There is no silver bullet. We need to look for ways to support and increase the executive talent pipeline. We will take action to close the gender pay gap. We want to broaden girls’ aspirations to consider STEM [science, technology, engineering and maths] subjects, creating greater partnership between schools, businesses and parents. We have to encourage talent; offer flexible working arrangements to support working parents and carers; promote the needs of older women in – and returning to – the workplace; increase the number of female entrepreneurs; and, most importantly, encourage men to become change agents for the development of women in the workplace, challenging inequality and increasing transparency. 

4. Would it be better to talk about flexible working for all and broader parental leave, or does the focus have to remain on women only? 

CS: Good question – and we have already provided valuable insights on the rights of men and women to request flexible working and shared parental leave. Real behaviour change will occur when both sexes adopt these programmes.

5. Do you think the 33% target for FTSE 350 boards by 2020 is feasible? Can turnover of roles be fast enough to support this? 

CS: To meet the 33% target for FTSE boards by 2020, a constant turnover is required with an appointment rate of one in three positions going to women. Rigorous gender metrics and voluntary targets have proved to be effective tools. So this target is, as my boss is fond of saying, ‘tough but achievable’, and we will do everything we can to ensure it is met.

6. As chair of the WBC, how do you ensure this push for greater equality in business doesn’t just become a box-ticking exercise, but is actually an endemic cultural shift? 

CS: By offering up meaningful solutions, relevant role models, evidence of best practice and, most importantly, proof of the business case. This isn’t just important for women – it is critical for our economy.

7. What has helped you most in your career to rise to the top of an industry most typically led by men? 

CS: I think it is a combination of ‘what’ and ‘who’. I have always had the ambition to succeed and to do my job well. I chose the ‘who’ carefully, opting to work for a company and clients who support and nurture that ambition. Along the way, I have had great support, encouragement and motivation from the men and women I work for and with, and even more from those who work for and around me. There is a very strong pipeline of female talent emerging in our Group, which is a source of huge pride and joy.