ABOUT THE COMPANY
The glass ceiling is a political term used to describe the
unseen, yet unbreachable barrier that keeps a major section
of society termed as minorities and women by the very people
who are responsible for their rise
Break Glass Ceiling Leadership Pvt. Ltd. was incorporated on the 17th of
September 2014 with the strong urge of empowering the large portion of
women, to prepare them to rise through the ranks in their opearting areas
and reach the top leadership positions. Thus, inspire them to break the
glass ceiling that keeps them from boardrooms.
THE INSPIRATION
The SEBI listing agreement:
o At least one woman director be appointed to the board of every listed
company or
o Every other public company satisfying any one condition as below
mentioned:
a. Paid up share capital of 100 crore rupees or more; or
b. Turnover of 300 crore rupees or more
o Every listed public company shall have at least 1/3rd of the total
number of directors as Independent Directors
o The central government may prescribe the minimum number of
Independent Directors in case of any class or classes of public
companies.
SMALL AND MEDIUM SIZED ENTERPRISES
The SME sector forms the backbone of the Indian
economy. Yet the issue of corporate governance is
limited only to large and listed enterprises.
• 1.3 million in number
• Employ 73 million people from the Indian workforce in over 30
million units
• Contribute 45% to India’s manufacturing output
• Account for 40% of India’s global exports
SMEs still far from active and formal participation of
women
WOMEN DIRECTORS
• Out of 9,009 persons holding 11,596 directorships in NSE listed
companies only 7% positions are held by women - Forbes India,
2014
My firm has been head-hunting for over a decade and I have not had
businesses actually looking to hire women from outside the ranks for
board positions
-Mahalakshmi
head of a Mumbai-based Professionele Consulting.
This in itself is a conservative estimate since each director
holds multiple boardroom positions
•
Bring more perspective with a larger viewpoint from
outside the board
•
Evaluate board and management decisions, thus
creating a balance in the interest of all
shareholders
•
Executive remuneration, succession planning, Audit
•
Deliver good governance processes that
shareholders expect
•
Provide inputs on key decisions- strategies,
performance appraisal, and evaluation of risk
Women represent the largest section of buyers
 Representation of nearly half of the labour pool
 Civil and gender neutral boardroom behaviour
 Better focus and sensitivity to less vocal stakeholders
Being mandatory encourages promoters to consider
professionally qualified members (other than family
members)
GLOBAL SCENARIO
Source: U.S. Dept.
of State
Source: Interparliamentary Unions
8.7%
Source: CNNMoney
20%
An extremely skewed representation ratio of women in the
global scenario
INDIAN INDUSTRY SCENARIO?
Women Directors
Source: International
Labour organization
Women from promoter
families
Source:www.catalyst.org
68%
94.7%
32%
Snapshot of Indian
Workforce
5.3%
Snapshot of Indian
Directors
The Indian scene is not very encouraging
Source:Business
Today
Representation of Women in Public Sector
Units/Government Enterprises
91.6%
92%
8.4%
Employment across state-owned companies
Dismal numbers of women in PSUs.
Charity must begin at home.
8%
Managerial or Supervisory roles
Source: 2008-09 Public Enterprises Survey
POTENTIAL
Total number of listed companies NSE : 1,696
Total number of listed companies BSE : 5,459
BSE listed SMEs : 72 (at present)
NSE listed SMEs : 7 (at present)
Number of unlisted companies: 8,92,766
Since their listing in the National and Bombay Stock Exchanges, these Small and
Medium Enterprises must comply with the tenets of the company’s act.
The mandate on listed SMEs has been removed for the time being by SEBI ,in order
to make their transition into the open market easier.
BSE is expecting these listings to cross 100 by December 2014.
The need of the hour must be met with more than just a mandate
Norway’s achievement with regard to women’s representation in the
boardrooms
Source: Khaitan & Co.
The most advanced country in this area is Norway, which in 2003 passed a
law requiring that 40% of all company board members be women. It has been
very successfully implemented not only in public companies but even privately
held companies voluntarily have significant number of women directors.
Why are women from
promoter groups being
given directorship roles?
• Women
from promoter groups
are trusted easily
• These women will have the
same opinion as the promoter
therefore, defeating the entire
purpose of the clause
• There are not enough women
available at senior leadership
positions
• Companies find it uncomfortable
to appoint someone completely
new to their boards
To Strengthen
Corporate Governance
by Empowering
women and balancing
the gender based
demographics in the
company’s leadership
teams

To enable and empower women by actively
advocating their eligibility to become directors

Encouraging and Mentoring them to act as role
models from Blue Collar to Top Management to
reach Board Positions

To Facilitate, Encourage, Promote and Recognize
through Awards all such activities which help
women to aspire and work for Board Positions

To Encourage women at the Board level to bring
special focus to the less vocal stakeholders in the
boardroom, regarding issues of affordability of
products, environmental Sustainability, Speciallyabled employees etc.

CSR spend- Management and Monitoring

Ethics and Values
VALUE PROPOSITION
• Identifying the traits most sought
after in a director
• Continuous training and updating
• Résumé and Profiling
• Due diligence to profile companies
looking for women directors
• Assisting
matters
to
evaluate
board
What you can expect from the programs of BGCL
 An understanding of the roles, responsibilities and duties of a director, an
independent director and a leader
 The concept of risk appreciation and management
 An understanding of what senior leadership expects from a member of the
board
 Learn how to manage group dynamics
 Effective decision-making and strategy development
 Boardroom ettiquettes
 On-the-job training through mentorship with existing board members
PLAN OF ACTION
Create a force of Independent Directors:
• Train, coach and mentor
• Continuous support in the discharge of duties through an
extensive knowledge base
• Providing due diligence available from public sources
regarding companies in which directorship is sought
Moral Pledge:
Each candidate to pledge to mentor eleven other women for
these roles
If we act now…
Apply Now
I want my CV to be evaluated
for training & mentoring for a
board position
I want to apply for the position of
CEO of Break Glass Ceiling
Leadership Pvt. Ltd.