Women's Forum Global Meeting 2011 - Best Of Book (Part 1)

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WOMEN’S FORUM BRAZIL São Paulo Brazil 4-5 June 2012

WOMEN’S FORUM GLOBAL MEETING8th Edition

Deauville France 10-11-12 October 2012

59 boulevard Exelmans75781 Paris Cedex 16 - France

Phone: + 33 1 58 18 62 00Fax: + 33 1 58 18 62 01

[email protected]

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WOMEN’S FORUM GLOBAL MEETING 11 What if ? Challenge, imagination, commitment

Deauville France 13 14 15 October 2011

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2011 - WOMEN’S FORUM ❙ 1

Editorial What drew a record audience – 1,430 participants from 84 countries – to the 2011 Global Meeting? The

chance to hear unique insights to help plot possible futures for themselves, their companies and their countries; and the opportunity to interact with women and men leaders from Europe and the world.

But underlying this was the pull the Forum exerts on all those who attend: its vitality, its creative energy, and the space it opens for women’s voices to be heard on the major issues of our day. If many of those attending felt the tremors in the global economy, surely they appreciated a dose of resilience, creativity, and encouragement to think outside the box.

The 2011 Forum gave us this dose in three days filled with learning and emotion. Shirin Ebadi made us hope and fear for women in Arab Spring countries. Women for Education launched the Stand Up for African Mothers campaign. A distinguished panel pushed us on the future of capitalism; another challenged us on what digital technologies mean for human intelligence. Women’s corporate advancement was featured in many ways (the CEO Champions Initiative;

a worldwide multi-media consultation on What will women’s empowerment mean for men?; sessions on networks, executive leadership, and board participation). We opened to a new country, Brazil, via its delegation, and to Millennials through Gen Y topics and speakers. Many also gained personally through workshops on well-being, social technology and media training.

The unanticipated events which led us to adopt “What if?” as the 2011 program theme are not proving unique. Social and economic transformation can be positive for women – witness Brazil or China – but it can also increase an already-heavy burden and limit or even reverse gender equity. That is why in 2012 we will carry the “What if” spirit into a follow-on Forum to be held in Brazil, and into the next Global Meeting, 10-12 October 2012 in Deauville.

Enjoy this account of the 2011 Global Meeting. And we look forward to seeing you again in 2012!

Véronique Morali

President, Women’s Forum for the Economy & Society

More info on our website www.womens-forum.com and our social networks

1 Editorial4 Women’s Forum welcome6 OPENING PLENARY Challenge, imagination,

commitment8 INITIATIVE The Brazilian Delegation12 MY DISCOVERY Discover Brazil

BUSINESS 15 PLENARY What if corporate key drivers became totally

different?18 INTERACT SESSION What if we took a people-centric

approach to business?20 SIDE MEETING As corporate key drivers change, what

should I do differently on Monday morning?22 INTERACT SESSION Is social entrepreneurship the new

business of the future?24 SIDE MEETING Bringing best practices and

international expertise into the boardroom26 INTERACT SESSION Business innovation: Using

emotion in creating new products and services 28 SIDE MEETING Quality of daily life: A key driver in

organizational performance?30 MY DISCOVERY Presentation32 MY DISCOVERY Have your say34 MY DISCOVERY Meet36 MY DISCOVERY Build38 INITIATIVE The Diversity Club for Business39 MY DISCOVERY Lead42 INTERACT SESSION Women on boards Bootcamp44 SIDE MEETING Leadership Matters: What women need

to know on their way to the top46 SIDE MEETING The world of business, an opportunity

for women

48 INITIATIVE CEO Champions50 PLENARY CEO Champions: What if we had to do even

more to advance women in corporations?52 MY DISCOVERY Network54 MY DISCOVERY Reinvent yourself56 MY DISCOVERY Connect58 MY DISCOVERY Be prodigious60 MY DISCOVERY Challenge62 INTERACT SESSION Being a woman: Our different

perspectives64 PLENARY Women’s Forum Gala Dinner68 INITIATIVE Women in Media69 MY DISCOVERY Communicate

ECONOMY

73 PLENARY What if there were new ways to address poverty, precariousness and inequality?

76 PLENARY The economy: The question on everyone’s mind

78 SIDE MEETING Finding the courage to live positively80 INTERACT SESSION What do we have to do to save

the European social model?82 MY DISCOVERY Creating shared value84 MY DISCOVERY Imagine86 MY DISCOVERY Taste88 People & Atmosphere90 INTERACT SESSION Gen Y in the workplace: Meet the

next generation92 INTERACT SESSION What if tomorrow’s leaders see

change-making differently?94 MY DISCOVERY Inspire96 INITIATIVE The Rising Talents98 MY DISCOVERY Dare

2011 Women’s Forum Global MeetingWhat if?: Challenge, imagination, commitment Deauville, France, 13-15 October 2011

CONTENTS

2011 - WOMEN’S FORUM 2 ❙

More info on our website www.womens-forum.com and our social networks

POLITICS

101 PLENARY Will the Arab uprisings truly become Arab springs?

104 INTERACT SESSION Can our societies be religious and secular at the same time?

106 INTERACT SESSION Violence against women: What are some solutions for change?

108 INITIATIVE The Cartier Women’s Initiative Awards109 MY DISCOVERY Pioneer110 PLENARY The Cartier Women’s Initiative Awards

ENERGY

113 PLENARY What if the energy landscape requires us to change dramatically?

116 INTERACT SESSION Two degrees warmer: Mitigating and adapting to climate change?

118 MY DISCOVERY Recharge

HEALTH & SCIENCE

121 PLENARY Wanted: An ethics for our mastery of life124 PLENARY Going beyond scientific research towards a

real social commitment126 MY DISCOVERY Engage128 MY DISCOVERY Anticipate130 INITIATIVE Women For Education132 MY DISCOVERY Stand up

TECHNOLOGY & SOCIETY

135 PLENARY Technology and society: Digital culture – for and against

138 INTERACT SESSION What if we all have to start Tweeting?

140 INTERACT SESSION What if social networks could improve business operations?

142 INTERACT SESSION Managing time in an eLife: Five habits and five tools

144 SIDE MEETING What if half of the technological innovators were women?

146 MY DISCOVERY Share148 MY DISCOVERY Do150 MY DISCOVERY152 PLENARY Forum closing speech and last words154 Program170 The Women’s Forum Partners193 Management & teams


More info on our website www.womens-forum.com and our social networks 2011 - WOMEN’S FORUM 4 ❙

PLENARY

Women’s Forum welcomeThursday, 13 October 2011 – 08:30-09:30

Moderator : Patricia Mitchell, President and Chief Executive

Officer, The Paley Center for Media, USA Keynote speaker:

Véronique Morali, Founder and CEO, Terrafemina.com, Vice-Chairman, Fitch Group, and President, Fimalac Development and the Women’s Forum for the Economy & Society, France

For the Rising Talents: Armance Bordes for Virginie Morgon, Member

of the Executive Board and Director of Investments, Eurazeo, France Evelyne Sevin, Partner, Egon Zehnder International, France

For the Brazilian Delegation: Ellen Gracie Northfleet, former Chief Justice of

the Federal Supreme Court of Brazil

The 7th Women’s Forum Global Meeting opened with 1,430 participants from 84 countries attending the largest annual

meeting in the Forum’s history. Véronique Morali, the Forum’s new President, told the packed opening plenary that now more than ever, the world faces changes without easy solutions. “Being together, fighting together is crucial,” she said, adding that, “the Forum is a resource for hope,” and an “agora for the future.” Patricia Mitchell, who moderated the opening session, announced the 5th anniversary of the Cartier Women’s Initiative Awards and the Rising Talents program, noting that the women selected are likely to include future CEOs and possibly presidents of countries. Armance Bordes and Evelyne Sevin explained the important contributions of the Rising Talents program, while Ellen Gracie Northfleet, the first woman Chief Justice of Brazil’s Federal Supreme Court, who only recently retired, introduced a special delegation from Brazil, one of the highlights of this year’s Global Meeting.

“Being together, fighting together is crucial.” Véronique Morali

“It is a year that can only be described as the year of the unexpected.” Patricia Mitchell

“Experience shows that in harsh times, women suffer more.” Ellen Gracie Northfleet

‘‘‘‘

‘‘Key fact Launch of the interactive onsite consultation by CNBC Creative Solutions in association with PwC and the Women’s Forum, asking people to have their say about what women’s empowerment will mean for men.

Véronique Morali and Patricia Mitchell

Ellen Gracie Northfleet

2011 - WOMEN’S FORUM You can watch the video of this plenary session on youtube and on www.womens-forum.com ❙ 5

La 7e édition du Women’s Forum Global Meeting a accueilli pour sa séance d’ouverture plus de 1400 participants de 80 pays, en faisant le plus grand événement annuel de l’histoire du Forum. Véronique Morali, Présidente du Forum, a déclaré au large public de la séance plénière d’ouverture qu’aujourd’hui plus que jamais le monde était en proie à des défis qui ne pourront être résolus facilement. « Il est essentiel de rester solidaire et de faire front ensemble, » a-t-elle ajouté, précisant que « le Forum est une source d’espoir » et une « agora pour l’avenir ». Patricia Mitchell, modératrice de la séance d’ouverture, a annoncé le 5e anniversaire des Cartier Women’s Initiative Awards et de l’initiative Rising Talents, précisant que parmi les femmes sélectionnées se trouvaient peut-être de futurs PDG, voire même des Présidentes. Armance Bordes et Evelyne Sevin ont détaillé les contributions essentielles du programme Rising Talents, tandis qu’Ellen Gracie Northfleet, première femme à avoir occupé le poste de juge à la Cour suprême du Brésil et récemment retraitée, introduisait une délégation brésilienne spéciale, l’un des moments forts de cet événement annuel.

“We owe it to them and to ourselves to meet them. Nurturing the talent of women is vital.” Evelyne Sevin

‘‘‘‘

Key fact “Stand Up for African Mothers,” as part of the Women For Education Initiative, is intended to help women better cope with harsh living conditions in less privileged regions.

The Rising Talents 2011

Evelyne Sevin

The Brazilian Delegation

Armance Bordes


Opening plenary: Challenge, imagination, commitmentThursday, 13 October 2011 — 09:30-10:15

Moderator: Patricia Mitchell, President and CEO, The Paley

Center for Media, USASpeakers:

Yamina Benguigui, Writer, Movie Director, Deputy Mayor of Paris in charge of human rights and the fight against discrimination, France

Kathryn Hall-Trujillo, Founder, Birthing Project USA Rinko Kawauchi, Photographer, Japan Euzhan Palcy, Film Director, Writer and Producer, France

Four highly creative and inspiring women from vastly different backgrounds spoke to delegates

about the importance that stories and story-telling have played in their lives, both in providing personal inspiration, strength and guidance, and as a way of communicating, supporting and educating others. These women use stories to promote political change, increase awareness of injustice, inspire hope and create solidarity. Two

“Stories are a kind of secular prayer — they inspire, comfort and help us move forward together.” Patricia Mitchell

“Destruction is also an opportunity for creation, providing an opportunity to think seriously about our life.” Rinko Kawauchi

“I had to connect the dots between people, between countries, between continents.” “I asked myself what is the most powerful way to do that and the answer was film.” Euzhan Palcy

‘‘‘‘‘‘ are film makers, one a photographer and

another the creator of a social support system to fight infant mortality. “One of the major themes of the Women’s Forum is all the ‘What Ifs’ we are now facing. One of the best ways forward is through the stories we share with each other. Stories are a kind of secular prayer — they inspire, comfort and help us move forward together,” said Moderator Patricia Mitchell, President and CEO of The Paley Center for Media.

PLENARY

K. Hall-Trujillo, E. Palcy, Y. Benguigui, P. Mitchell

Yamina Benguigui and Patricia Mitchell


Quatre femmes créatives et passionnées venant d’horizons très différents ont parlé aux participants de l’importance qu’ont eut les histoires qu’on leur a racontées dans leur vie, à la fois en tant que source d’inspiration et de force, en tant que conseils et comme outil de communication, de soutien et d’éducation. Ces femmes utilisent toutes les histoires pour promouvoir le changement politique, pour sensibiliser les gens à l’injustice, pour redonner l’espoir et pour favoriser la solidarité. Deux d’entre elles sont réalisatrices, l’une

“Film gives us a way to talk about controversial, social and personal issues, I firmly believe in the power of the image.” Yamina Benguigui

“I realized I was not my husband’s wife. I was not my parent’s child. I was my own woman, my own self. I learned I could trust other people, that I was connected to a world and that the world would be good to me.” Kathryn Hall-Trujillo

‘‘‘‘

est photographe et la dernière est la créatrice d’un système de soutien social visant à lutter contre la mortalité infantile. « L’un des principaux thèmes du Women’s Forum porte sur toutes les possibilités (What if?) auxquelles nous faisons face. L’un des meilleurs moyens d’aller de l’avant est par le biais des histoires que nous partageons. Les histoires sont comme une prière séculaire. Elles inspirent, réconfortent et nous aident à avancer ensemble, » a déclaré la modératrice Patricia Mitchell, PDG du Paley Center for Media.

K. Hall-Trujillo, E. Palcy, Y. Benguigui, P. Mitchell

Euzhan Palcy

Rinko Kawauchi

Kathryn Hall-Trujillo


INITIATIVE

The Brazilian Delegationwith Renault-Nissan Alliance and Sodexo in association with Hyatt and TAM Airlines

A delegation of forty remarkable Brazilian women gave this year’s Women’s Forum a very special feel.

All sectors of the Brazilian society were represented: corporate, not-for-profit, politics, legal, environmental, media, food, medical, and culture.

Partnered by Renault-Nissan Alliance and Sodexo, in association with Hyatt and TAM Airlines, the Brazilian Delegation spent 24 hours in Paris for a dedicated program during which they participated in a lunch hosted by Le Printemps department store, a dinner reception hosted by Sodexo on board Yachts de Paris and were welcomed at both the National Assembly and the Brazilian Embassy.

In Deauville, many of the Brazilian delegates spoke in plenary and Discovery sessions. The delegation was introduced by Ellen Gracie Northfleet, the former and first woman President of the Supreme Court in Brazil. Three of them were selected as Rising Talents; others were guests of CEO Champions, and many shared insights on current issues in Brazil: on international expertise in the boardroom, beauty business, ethics and genetics, protection of the environment, the food revolution, new Brazilian women entrepreneurs, favelas, health, education challenges, and an overview of the role of women in Brazilian politics and business.

The atmosphere of the delegation was particularly festive. After the artist Panmela Castro completed a full mural graffiti during the conference – auctioned to benefit her foundation in Rio, the singer Denise Reis led all the delegates in a Brazilian dance during the closing evening party.

The members of the Brazilian delegation have since met up again back home and created a group which shall return to Deauville in 2012.

The Brazilian Delegation on stage welcomed by Patricia Mitchell, Véronique Morali and Ellen Gracie Northfleet

Waleska and Francisco do Santos, Gisela Pitanguy, Sandra Ralston

Teresa Corçao, Bel Coelho, Denise Reis

The Brazilian Delegation on the “Yachts de Paris”

Véronique Morali and Roberto Cirillo Isabelle Lucas, Maria Outters, Maria Fernanda Teixeira and Marise Barroso


Une délégation de quarante femmes brésiliennes remarquables donnèrent un sens particulier au Women’s Forum cette année. Tous les secteurs de la société brésilienne étaient représentés tels que l’industrie, ONG, la politique, la justice, l’environnement, les médias, l’industrie alimentaire, la médecine et la culture.

Lydie Lecourt, Adriana Moreira, Maria Fernanda Teixeira, Isabelle Lucas, Daniela Fainberg, Candace Lessa, Suzana Padua, Elaine Smith, Ana Paula Camargo, Denise Reis,Teresa Genesini, Marcia Neder

Denise Reis

Panmela Castro, Isabelle Loyola, Guacira de Oliveira

Minister Counsellor Demétrio Bueno Carvalho Rita Andrade, Suzana Padua, Adriana Moreira, Daniela Fainberg, Elaine Smith

Denise Reis performing at the Women’s Forum Soirée

Leila Velez and Isabelle Loyola

Suzana Padua, Ana Cristina Barros, Marise Barroso, Sandra Ralston, Maria Fernanda Teixeira, Christina Carvalho Pinto

Yvonne Bezerra de Mello, Isabelle Loyola, Adriana Moreira, Celina Carpi, Teresa Corçao, Rita Andrade, Guacira de Oliveira, Candace Lessa


The members of the Brazilian Delegation

Karin ALVO, Koury Lopes Advogados, Partner Rita ANDRADE, CMP Braxis Capgemini, Vice-President - Application Services Ana Cristina BARROS, The Nature Conservancy, Country RepresentativeMarise BARROSO, Mexichem Brasil, CEO Deborah BERLINCK, O Globo, Paris Correspondant Celina Borges Torrealba CARPI, Grupo Libra, Mem-ber of the Board of Directors

Panmela CASTRO, Nami Rede Feminista de Arte Urbana, President and Street ArtirstSirlène CAVALIERE, CMP Braxis Capgemini, Marketing & Communication DirectorAna Paula CHAGAS, Heidrick & Struggles, Partner Bel COELHO, Restaurant Dui, Chef Teresa CORÇAO, Restaurante O Navegador, Chef Daniela Nascimiento FAINBERG, Instituto Geraçao, Founder and Director Isabel C. FRANCO, Koury Lopes Advogados, Senior Partner

Dagmar Rivieri GARROUX, Casa do Zezinho, Founder and President Saulo GARROUX, Casa do Zezinho, Personnel Development Director & Author Teresa GENESINI, Instituto da Psicanalise Lacaniana, Admistrative Director Candace LESSA, Consultores Associados, Founder and Partner ; Ashoka in Brazil and Uruguay, Co-founder and Director Mara LUQUET, Letras & Lucros, Partner Yvonne Bezerra de MELLO, UERE, General Director

The Brazilian Delegation before the Women’s Forum Soirée

Teresa Genesini, Marcia Neder

Saulo Garroux, Dagmar Garroux, Gwenaelle Maitre, Candace Lessa

Isabel Franco, Maria Fernanda Teixeira, Marise Barroso

Carlise Kwiatkovski, Fernanda Richa, Ana Paula Camargo, Rita Andrade, Mara Luquet

Laurent Schenten (Printemps) and Waleska Santos

Panmela Castro

The Brazilian Delegation in front of the National Assembly


Adriana MOREIRA, World Bank, Senior Environmental SpecialistMarcia NEDER, Editora Abril, Publisher Ellen Gracie NORTHFLEET, the Federal Supreme Court of Brazil, Former Chief Justice Ieda NOVAIS, KPMG, Corporate Director Guacira de OLIVEIRA, Centro de Feminista de Estudos e Assesoria, Director Suzana Machada PADUA, IPE, President Rosa Celia PIMENTEL, Pro Crianca Cardiaca, Director and Cardiologist

Wang Lee de PINHO, Sanofi Brasil, Medical Director Gisela PITANGUY, Clinica Ivo Pitanguy, Director Jacqueline PITANGUY, CEPIA, Citizenship Studies, Founder and Executive Director Christina Carvalho PINTO, Full Jazz Communication Group and Mercado Ético Platform (Ethical Markets, President Sandra RALSTON, Colliers International, Vice-PresidentDenise REIS, SingerAndréia REPSOLD, LIDE RIO, President

Ana Paula RESQUE, Medley Pharmaceuticals Sanofi, Medical Director Fernanda RICHA, State Government of Parana Waleska SANTOS, Couromoda Group, Vice-President Maria Fernanda TEIXEIRA, First Data Corp, Pre-sidentLeila VELEZ, Beleza Natural, CEO Vanessa VILELA, Kapeh Cosméticos, CEO Mayana ZATZ, Human Genome Research Center, Director and Professor of Genetics

José Mauricio Bustani (Ambassador of Brazil in France) and Ellen Gracie Northfleet

Christina Carvalho Pinto

Brazilian dancers at the Women’s Forum Soirée

Vanessa Vilela and husband Juliano Araujo

The mural graffiti painted by Panmela Castro during the Forum, auctioned for the benefit of her foundation in Rio

Jérôme Cahuzac (from the National Assembly) and Fernanda Richa

Juliano Araujo, Saulo Garroux, Vanessa Vilela, Dagmar Garroux, Elaine Smith, Ana Cristina Barros, Daniela Fainberg, Waleska Santos, Ana Paula Camargo, Guacira de Oliveira, Lydie Lecourt, Isabelle Loyola, Gwenaelle Maitre, Suzana Padua


Discover Brazil Corner

Jacqueline Pitanguy

Discover Brazil: From São Paulo to Brasilia: The role of women in business and politicsThursday, 13 October 2011 — 12:30-13:15

Speakers: Isabel Franco, Senior Partner, Koury

Lopes Advogados, Brazil Iêda Novais, Corporate Director, KPMG Brasil, Brazil

Christina Carvalho Pinto, President, Full Jazz Communications Group, Brazil

Jacqueline Pitanguy, Founder and Executive Director, CEPIA — Citizenship Studies Information Action, Brazil

With Dilma Rousseff’s inauguration as Brazil’s first female president this year, the spotlight is on the

role of women leaders in Latin America’s largest nation. Brazil has made great strides in increasing social mobility, including for women, in recent years. One result is an emerging middle class. Rousseff is maintaining anti-poverty efforts and taking the reform battle forward by attacking corruption and appointing more women to key government positions. However, some participants raised concerns about rampant consumerism and the president’s lack of concern about the environment. One speaker called for measures to guarantee greater participation for women in elected positions.

“Rousseff won an election where two of the three leading candidates were women, and that together the two female candidates captured 70% of the vote. The gender barrier has been broken. Still there are many battles left to be fought.” Jacqueline Pitanguy

‘‘

Participants were invited to the Brazilian corner to meet with the members of the 2011 Women’s Forum Dele-gation. The members were business leaders, entrepre-neurs, corporate board members, lawyers, and consul-tants; they were leaders of non-profit organizations; they were doctors, talented journalists, unique artists, and renowned culinary chefs.

discover Brazil with Renault-Nissan Alliance and Sodexo in association with Hyatt and TAM Airlines

MY DISCOVERY


Iêda Novais

The Agora

Isabel Franco in the Agora

«We dominate interiors like the home. We need to be in the interior not only of the soul and families, but also of corporations and governments.” Christina Carvalho Pinto

‘‘

Depuis que Dilma Rousseff a pris ses fonctions en tant que première femme présidente du Brésil en début d’année, le rôle des dirigeantes au sein du plus grand pays d’Amérique Latine est au cœur du débat. Le Brésil a fait d’importants progrès au cours des dernières années en termes de mobilité sociale, notamment pour les femmes, ce qui a permis l’émergence d’une classe moyenne. Mme Rousseff poursuit les efforts de lutte contre la pauvreté et fait progresser les réformes en s’attaquant à la corruption et en nommant un nombre croissant de femmes à des postes clés du gouvernement. Certains participants ont toutefois fait part de leurs inquiétudes concernant l’avancée du consumérisme et l’absence de préoccupations environnementales de la présidente. Un intervenant a appelé à la mise en place de mesures permettant de garantir une plus grande participation des femmes parmi les élus.

BUSINESS

Business models are changing rapidly to meet the challenges of a world economy that is not growing

much for the moment, but should expand extremely rapidly in the next ten years. Challenges includes stiffer competition for increasingly expensive resources, pressure on corporations to take social responsibility, and a rising demand for talent. The question is whether companies can change their business models quickly enough to cope with all these trends. “We have spent, and are still spending a great deal of time considering our potential business models for the future” said Coca-Cola chief Muhtar Kent. Jérôme Tolot of GDF Suez pointed out that his company was at the center of the global concern for resource conservation, and devoted a large share of its budget to it. For Antony Jenkins of Barclays, keeping in close touch with the consumer expression in social networking provides a paradigm for a change in business model. “I have an entire wall covered with monitors that track different channels on Twitter. And I keep watch on them”.

What if corporate key drivers became totally different?Thursday, 13 October 2011 – 14:45-16:15

PLENARY


Moderator : Patricia Szarvas, Lead Anchor, CNBC Europe,

GermanyOpening Presentation:

James Allen, Partner and Co-Head of Bain & Company’s Global Strategy Practice

Speakers: Antony Jenkins, Chief Executive, Retail and

Business Banking, Barclays Muhtar Kent, Chairman and Chief Executive Officer, The Coca-Cola Company (via TelePresence)

Gina Qiao, Member of the Executive Committee and Senior Vice-President, Human Resources, Lenovo Group, USA

Jérôme Tolot, Executive Vice-President, GDF Suez

Les modèles d’entreprises évoluent rapidement pour répondre aux défis suscités par la faible croissance éco-nomique mondiale actuelle qui devrait être suivie par une forte expansion au cours des dix prochaines années. Il restera également des défis à relever, tels qu’une concur-rence accrue pour l’accès à des ressources de plus en plus chères, des pressions poussant les entreprises à devenir socialement responsables et une demande croissante pour des travailleurs de talent. Reste à savoir si les entreprises pourront changer leurs modèles assez ra-pidement pour pouvoir s’adapter à toutes ces tendances. « Nous avons consacré et continuons à consacrer beau-coup de temps à l’évaluation de nos potentiels modèles d’entreprises pour l’avenir. » a déclaré le PDG de Coca-Cola Muhtar Kent. Jérôme Tolot de GDF SUEZ a souli-gné que son entreprise était au centre de la préoccupa-tion mondiale pour la conservation des ressources, et y a consacré une part importante de son budget. Selon Antony Jenkins de Barclays, rester à l’écoute du point de vue du consommateur dans les réseaux sociaux crée un paradigme pour une évolution du business modèle. « J’ai un mur entier recouvert d’écrans qui suivent les différents fils Twitter. Et je les suis de près. »

Antony Jenkins

“Our company is about 600 years old. And we plan on being around for another 600. That means paying very careful attention to what happens in the next ten years.” Antony Jenkins

‘‘


Plenary ❙

“We are already seeing today the rapid adaptation of and new resources for technology — this trend will only grow. But companies have to be on the lookout for game-changers, and be ready to adapt rapidly to different trends in consumer demand.” “Careful planning for the use of increasingly scarce resources was crucial to new corporate business models.” Gina Qiao

‘‘

James Allen

Gina Qiao and Jérôme Tolot

Patricia Szarvas

Key fact Nearly 20% of working women in Thailand are entrepreneurs, 14% in India, 12% in Brazil and 10% in Chile and Mexico.

Muhtar Kent (via TelePresence)

75% According to a recent study by Bain & Company, number of CEOs who would make radical changes to their business models in the short- and medium-term due to the massive changes engulfing the global economy.

$90 trillion The global gross do-mestic product in 2020.

‘‘“A city the size of New York will be created every three months, many of them in emerging markets.” “Women now control spending of $20 trillion a year, more than the United States, China and India put together.” Muhtar Kent


“As the global gross domestic product swells to $90 trillion in 2020 from $63 trillion today, the rising wealth of the emerging markets will create vast numbers of new consumers. An additional 1.3 billion people will join the ‘global middle class,’ providing corporates with liquid new markets – households with more than $5,000 per year. Companies must plan to take market share in this new group of consumers.” “There is a real risk of supply insecurity for corporations unless they develop detailed scenarios for planning.”“Modern consumers feel that they have a right to demand social and environmental responsibility from corporates.” James Allen

180,000 The number of people who arrive in cities every 24 hours

100 The number of cities which account for 30% of world gross domestic product (GDP)

‘‘Gina Qiao

Jérôme Tolot

A. Jenkins, G. Qiao, J. Tolot, P. Szarvas

Key fact In the West, where growth will be slower than in emerging markets throughout the next decade, technological advances may be one of the principal growth drivers as breakthroughs unleash new waves of technological innovation.

$20 trillion Spending per year controlled by women worldwide, more than the United States, China and India put together

120% The jump in demand for raw materials over the next decade

‘‘“Sustainability indexes are now accepted around the world, and they provide asset managers with reliable and objec-tive benchmarks to manage sustainabi-lity portfolios.” Jérôme Tolot

Yoshiko Naito


INTERACT SESSION

Hosted by Sanofi

What if we took a people-centric approach to business?Thursday, 13 October 2011 – 12:30-13:45

Host Welcome: Yoshiko Naito, Manager, President’s Office,

Public Affairs, Sanofi JapanModerator :

Mark Zeh, Writer & Educator, Consulting in Innovation and Project Management, Germany

Featuring: Gretchen Addi, Associate Partner and Location

Lead, IDEO, USA

“No matter what we do, we can all take a people-centered approach,” said Gretchen

Addi of IDEO, a leading U.S. design and innovation consulting firm. Multinational pharmaceutical company Sanofi took a people-centric approach to the March 2011 earthquake and tsunami in Japan by chartering a helicopter to deliver drugs and relief supplies to its employees, said Yoshiko Naito of Sanofi Japan. While some companies might argue that putting people at the center of their business is a luxury

Key fact “Journey Home Boards”: help new mothers and caregivers understand and keep track of where they are in the post-natal process. The boards are so successful that 30,000 nurses adopted them throughout the Kaiser Pemanente system.

“For people to be able to develop people-centric design in business they need to have a passion to move things forward.” Yoshiko Naito

‘‘ in these difficult economic times, Addi said it was essential. The key to success, she explained, lies in careful observation and the ability to develop empathy and understanding. To illustrate how the process of creating people-centric design works, Addi presented four examples of projects developed by IDEO for four very different clients — the Bill and Melinda Gates Foundation, Air New Zealand, Kaiser Permanente and The National Campaign to Prevent Teen and Unplanned Pregnancy.

Mark Zeh

Gretchen Addi and Yoshiko Naito

Gretchen Addi


« Quelle que soit notre activité, nous pouvons tous adopter une approche axée sur la personne », a déclaré Gretchen Addi d’IDEO, une société de conseil américaine spécialisée dans le design et l’innovation. Le groupe pharmaceutique international Sanofi a appliqué cette approche lors du séisme et du tsunami qui ont touché le Japon en mars 2011, affrétant un hélicoptère pour livrer des médicaments et de l’aide à ses employés, a expliqué Yoshiko Naito de Sanofi Japan. Pour certaines sociétés, placer l’être humain au centre de son activité est un luxe en cette période de crise économique, mais pour Mme Addi, c’est essentiel. Selon elle, la clé du succès réside dans une observation attentive et la capacité à faire preuve d’empathie et de compréhension. Pour illustrer le processus de création d’un concept axé sur la personne, Mme Addi a présenté quatre exemples de projets développés par IDEO pour quatre clients différents, la Fondation Bill et Melinda Gates, Air New Zealand, Kaiser Permanente et The National Campaign to Prevent Teen and Unplanned Pregnancy.

Key fact Using visual aids and collage were very useful in developing a common language to express core values and needs. The free innovation guide IDEO developed for social enterprises and NGOs working with impoverished communities in Africa, Asia and Latin America is available online, and when the Women’s Forum started, it had already been downloaded 64,000 times.Key fact

bedsider.org: a free support network for birth control aimed at women aged 18 to 29. Part of The National Campaign to Prevent Teen and Unplanned Pregnancy, it is a valuable tool, giving young women accurate information about birth control and creating dialogue with other women.

“Looking at extremes is the most inspiring part, that’s where people get creative.” “By using people-centric design we can help solve problems, not just by providing the answer of the day, but in a way that is strongly grounded in core issues that are really important to people. As a result these solutions have validity and can stand the test of time.” Gretchen Addi

‘‘


SIDE MEETING

As corporate key drivers change, what should I do differently on Monday morning?Thursday, 13 October 2011 — 17:15-18:30

Facilitator: Tory Frame, Partner, Head of Consumer

Products and Post Merger Integration, Bain & Company, UK and Ireland This session was built on a presentation

by James Allen, Partner and Co-Head of Bain & Company’s Global Strategy

Practice, in a plenary entitled ‘What if corporate key drivers became totally different?’ Allen identified five megatrends for companies: (1) the growing middle class in emerging markets; (2) environmental and social responsibility and good corporate governance; (3) technology; (4) human resources; and (5) finite material resources. Participants broke into small groups by topic. They identified one essential action for companies and one for individuals in their personal lives that will help address these trends. One example came from Bain & Company itself, which is attempting to integrate women more fully into its operations in part to help satisfy human resource needs. At a corporate level, after undertaking straightforward tasks like recruitment, the firm is thinking about tougher ones like job sharing. At a personal level, people can alternate big projects with time off.

Dans le cadre d’une séance plénière intitulée « Et si les principaux moteurs de l’activité d’entreprise changeaient complètement ? », cette session s’est articulée autour d’une présentation de James Allen, Associé et Co-directeur du cabinet de stratégies internationales Bain & Company. M. Allen a identifié cinq grandes tendances affectant les entreprises : (1) l’émergence de la classe moyenne dans les pays émergents ; (2) la responsabilité environnementale et sociale ainsi qu’une bonne gouvernance d’entreprise ; (3) la technologie ; (4) les ressources humaines ; et (5) la raréfaction des ressources matérielles. Les participants ont été répartis en petits groupes par thème. Pour chaque tendance, les groupes ont identifié une action essentielle pour les entreprises et une pour les particuliers. Un exemple d’action a été donné par Bain & Company qui tente d’intégrer plus de femmes au sein de ses opérations, en partie afin de satisfaire ses besoins en ressources humaines. Au niveau professionnel, après s’être penchée sur des tâches simples comme le recrutement, la société envisage désormais des tâches plus complexes comme le partage de poste. Sur le plan personnel, les employés peuvent alterner entre un travail sur un gros projet et des périodes de congés.

Key facts Five megatrends

• Growing middle class in emerging markets: How can businesses address the needs of consumers in different re-gions? What kinds of products will ap-peal to these new customers?

• Environmental and social responsi-bility and good corporate governance: Following the multitude of corporate scandals in recent years, how can businesses become more responsible citizens?

• Technology: How can companies adapt to and take advantage of new technologies?

• Human resources: Emerging mar-kets will need more and different kinds of talent. How should companies ad-dress the projected shortage of white-collar workers?

• Finite material resources: Compa-nies must figure out how to address limited supply and potentially volatile markets.

“What can we do about these megatrends personally and for our companies?” Tory Frame

‘‘

by Bain & Company


Key facts Two key recommendations, one for companies and another for individuals:

Growing middle class in emerging markets

• Company action: Conduct research to better understand these emerging consumers. How do they behave? What are their needs and desires? How are their demands affected by culture?

• Personal action: Build a network of friends around the globe. Learn new lan-guages, starting with English if you are not a native speaker.

Environmental and social responsibility and good corporate governance

• Company action: Incorporate the principles of sustainability into the long-term planning of the firm. This should include encouraging consumers to be-

come more aware of the environmental consequences of their purchases.

• Personal action: Reexamine where and how you invest your savings, favor-ing responsible investment funds.

Human resources

• Company action: For firms in the same geographic region or industry, join forces to train workers or support rel-evant university programs.

• Personal action: Change the way you raise your children so that they will be more open, flexible and cosmopolitan. Make sure they learn languages. Also teach them values like loyalty, the work ethic, respect and responsibility.

Technology

• Company action: Avoid getting caught up in day-to-day operations and

think about new scenarios in order to be prepared to adjust to a fast-changing environment. Involve all employees from all levels of the firm in this process.

• Personal action: Participate in social media like Facebook and Twitter, if only to understand how they work. Use so-cial network monitoring software like Nutshell to keep tabs on developments without wasting time.

Finite material resources

• Company action: Curb demand, for example by limiting travel and using more teleconferencing and other tools to communicate with colleagues, clients and customers.

• Personal action: Design and imple-ment a family project to reduce waste and the use of water and energy in the home.

‘‘

Svati Bhogle and Pablo Brenner Loïc Sadoulet


INTERACT SESSION

Is social entrepreneurship the new business of the future?Friday, 14 October 2011 – 12:30-13:45

Hosted by Cartier

Host welcome: Loïc Sadoulet, Professor of Economics and

former Head of the Africa Initiative, INSEAD, and Jury Member, Cartier Women’s Initiative Awards, France

Moderator: Janet Voûte, Vice-President Public Affairs,

NestléSpeakers:

Svati Bhogle, Founder and CEO, Sustaintech, and 2011 Cartier Women’s Initiative Finalist, India Pablo Brenner, Partner, Prosperitas Capital, Member of the Board, Endeavor, and Jury Member, Cartier Women’s Initiative Awards, Uruguay Daniela Nascimento Fainberg, Founder and Director, Instituto Geração, Brazil

Ann MacDougall, CEO, Acumen Fund, USA Alyse Nelson, CEO, Vital Voices, USA

Social entrepreneurship has emerged significantly over the past few years as a viable form of business. Initially,

it was considered more a responsibility of civil society, whereby a social entrepreneur was measured by the social capital created and the social return produced. This could be a restaurant in San Francisco, whose waiters, dishwashers and cooks are former criminals or an organic farm in Indonesia that hires young people from the street. But how should social return be calculated? Like any compelling initiative, there is now a bandwagon effect, with the corporate world becoming interested in the

“The principal challenges are to bring in additional capital for the social and environmental good, but also to attract and retain talent. The social sector cannot compete with private salaries, but eventually, there will be a convergence.” Ann MacDougall

“What one needs is passion, compassion and competence.” Svati Bhogle‘‘

‘‘opportunities it offers. There also appears to be amerging between the private and public sectors. Social entrepreneurship is still small compared to the capital generated by private corporations, but the potential is enormous. Whether it will emerge as the business of the future remains to be seen, but its influence over traditional commerce is growing.

Ann MacDougall and Loïc Sadoulet


L’entrepreneuriat social s’est imposé au cours des dernières années comme une activité viable. Il était dans un premier temps considéré plutôt comme une responsabilité relevant de la société civile, l’entrepreneur social étant évalué sur la base du capital social créé et du rendement social obtenu. Il pouvait s’agir d’un restaurant à San Francisco employant d’anciens criminels comme serveurs, plongeurs et cuisiniers, ou encore d’une ferme biologique en Indonésie recrutant des jeunes de la rue. Mais comment calculer le rendement social ? Comme pour toute initiative de ce type, le milieu des entreprises tente maintenant de prendre le train en marche et de s’intéresser aux opportunités qu’elle représente. Il semblerait également que nous assistions à un rapprochement entre le secteur privé et le secteur public. L’entrepreneuriat social reste un mouvement modeste comparé au capital généré par les entreprises privées mais son potentiel est énorme. Reste à savoir s’il s’agit d’une activité d’avenir. En attendant, son influence sur le commerce traditionnel s’étend..

“The younger generation needs role models. The problem with Uruguay is that people are very low-key and modest about their achievements, so no one knows about their successes.” Pablo Brenner

“The challenge is one of scalability and finding good projects. Another is how to balance social impact with results.” Daniela Nascimento Fainberg

“You build talent by having confidence in them.” Alyse Nelson

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‘‘

‘‘

‘‘ ‘‘Alyse Nelson Daniela Nascimento Fainberg and Janet Voûte

Svati Bhogle Pablo Brenner and Daniela Nascimento Fainberg

V. Morali, C. Borges Torrealba Carpi, C. Cohen, D. Fletcher

V. Morali, C. Borges Torrealba Carpi, C. Cohen


SIDE MEETING

Bringing best practices and international expertise into the boardroomFriday, 14 October 2011 — 12:30-13:45

Host Welcome: Nancy Calderon, Americas Chief Administrative

Officer, KPMG, USA Susan Stautberg, President, PartnerCom Corporation, and Co-Founder, Women Corporate Directors, USA

Moderator : Maria Livanos Cattaui, Board Member,

Petroplus Holdings, and former Secretary-General of the International Chamber of Commerce, Switzerland

Featuring: Celina Borges Torrealba Carpi, Member of

the Board of Directors, Grupo Libra, Brazil Cynthia Cohen, Member of the Board of

Directors, bebe, Hot Topic, The Sports Authority and Strategic Mindshare Founder and President, USA Denise Fletcher, Member of the Board of Directors, Unisys Corporation, USA Véronique Morali, Founder and CEO, Terrafemina.com, Vice-Chairman, Fitch Group, and President, Fimalac Development and the Women‘s Forum for the Economy & Society, France

In today’s stormy economic climate, board members across the world are facing so-called ‘VUCA issues’ — Volatility,

Unpredictability, Complexity and Ambiguity. This invitation-only session enabled women sitting on corporate boards to discuss the major governance issues facing them. Maria Livanos Cattaui asked about the hardest situations with which they had had to deal as a board member.The American Denise Fletcher and the Brazilian Celina Borges Torrealba Carpi both cited a board’s decision to fire a CEO. The delegates added that it could also be confronting a CEO about an affair with a

staff member; dealing with over-regulating governments; and facing the unique set of challenges created by family-owned businesses.“We also have to be sensitive to cultural differences,” Cynthia Cohen stressed. As an example, Cohen reminded that contracts, which may be non-existent in the United States, are considered essential in Europe. All of this takes unity on a board. Disunity is usually very destructive if it is deep and involves rivalry, Cattaui said, adding that women have to work out how to handle this if it occurs.

by KPMG

Celina Borges Torrealba Carpi Maria Livanos Cattaui

Véronique Morali

Susan Stautberg


Au vu des troubles qui caractérisent le climat économique actuel, les conseils d’administration sont confrontés à ce que l’on a appelé des problèmes « VICA » (pour volatilité, incertitude, complexité et ambigüité). Cette séance, sur invitation uniquement, a permis aux femmes membres de conseil d’administration de discuter des principaux problèmes de gouvernance auxquels elles sont confrontées. Maria Livanos Cattaui leur a demandé de raconter les situations les plus difficiles auxquelles elles avaient dû faire face en tant que membres d’un conseil d’administration. L’Américaine Denise Fletcher et la Brésilienne Celina Borges Torrealba Carpi ont toutes deux cité l’exemple d’une décision du conseil visant à licencier un PDG.

“One woman is a token, two is a presence but three is a voice.”Susan Stautberg

“Boards are groups but we must remember they are also made up of individuals.” Maria Livanos Cattaui

‘‘‘‘

Parmi les autres exemples cités on peut mentionner le fait de confronter un PDG qui avait eu une liaison avec un membre du personnel ; faire face à des règles gouvernementales trop strictes ; et relever les défis uniques qui caractérisent les entreprises familiales. « Il faut également être sensible aux différences culturelles, » a expliqué Cynthia Cohen. Elle a rappelé que les contrats, qui n’existent pas toujours aux Etats-Unis, sont jugés essentiels en Europe. Il faut donc un conseil d’administration uni. Toute désunion peut être très destructrice si elle est enracinée et qu’elle se traduit par des rivalités, a précisé Mme Cattaui, ajoutant que les femmes devaient savoir comment faire face à ces situations si elles se présentaient.

“As a board member you have to be very flexible and understand both the mindset and the value you can bring.”«Today it is important to be supportive and united and to take a collegial approach on boards.” Véronique Morali

‘‘

Mark Zeh


INTERACT SESSION

Business innovation: Using emotion in creating new products and services Friday, 14 October 2011 — 17:15-18:30

Facilitator: Mark Zeh, Writer and Educator, Consulting in

Innovation and Project Management, Germany

Successful brands are generally recognized to be purpose-driven and to make a strong emotional

connection to their customers. The challenge is how to create products and services that make these connections and maintain them over time. Innovation and Design Consultant Mark Zeh described how to apply new design thinking in order to understand unarticulated, or overlooked,

customer emotions — which in turn drives the creation of impactful new products and services. The example he used to illustrate his theories was innovation in retail banking, but he noted that the same principles apply to many other areas of the business world. “It isn’t sufficient to simply eliminate user error — designing user delight is the goal,” he quoted IBM Design as saying.


Key fact The most-important physical expres-sion and body language cues to look out for, when observing users:

• Delight, Happiness

• Nervousness, Frustration, Impatience

• Fear, Intimidation

• Uncertainty

• Confidence

“Concepts that stick can only come from an understanding of actual customer behavior in situ.” Mark Zeh

“Emotional attachment must be continually developed to avoid entering into the so-called commoditization cycle, or price and features battle.” Mark Zeh

“Emotions and feelings of employees are at least as important as those of the customers, in creating successful products and services. Trust and confidence are powerful factors influencing whether people will commit themselves in creative work and complex projects, accept change and help facilitate it, and work well with others, including potential competitors.” Mark Zeh

‘‘

‘‘‘‘

Les marques populaires ont souvent des objectifs clairement définis et arrivent à établir un lien émotionnel fort avec leurs clients. Le défi consiste à créer des produits et des services qui aboutissent à ce lien et qui le maintiennent sur le long terme. Le consultant en innovation et en design Mark Zeh a expliqué comment on pouvait utiliser une nouvelle approche du design pour comprendre les émotions inexprimées ou négligées des clients et motiver la création de nouveaux produits et services ayant un impact. Pour illustrer ses théories, il a donné des exemples d’innovation dans la banque de détail, précisant que les mêmes principes pouvaient s’appliquer à de nombreux domaines du monde des affaires. Citant IBM Design, il a ajouté : « Il ne suffit pas d’éliminer les erreurs d’utilisateurs mais plutôt d’optimiser leur satisfaction ».

Mark Zeh

Mark Zeh

Laurent Cousin


SIDE MEETING

Quality of daily life: A key driver in organizational performance?Thursday, 13 October 2011 – 17:15 -18:30

by Sodexo

Facilitator: Laurent Cousin, Group SVP, Marketing Offer,

Research & Development — On-site Service Solutions, Sodexo

What makes life better in the workplace? Does making it better also improve productivity?

The Sodexo Group, which offers support services like site maintenance and catering to corporations in 80 countries, has a mission to answer these questions. “Defining the notion of quality of life in and of itself is not for us the most important factor,” explained Laurent Cousin of the Research and Development team. “But

finding ways to improve the quality of life in the workplace is what we are all about.” Recent research by Sodexo in collaboration with the French business school ESSEC has enabled the company to draw up a model for improving quality in everyday life. It shows that positive factors vary widely from person to person, but that focusing on broad human values like the physical environment, leisure activities, or health and safety paves the way for improvements.

1/5 In Europe, one employee in five suffers from stress disorders

75% of French employees say they are anxious at work

$20 billion In Europe, stress is estimated to cause 50% to 60% of all lost working days and to cost some €20 billion per year.


Qu’est-ce qui permet d’améliorer la vie sur le lieu de travail ? Une telle démarche permet-elle d’améliorer la productivité ? Le Groupe Sodexo, qui propose des solutions de services comme la maintenance et la restauration sur site aux entreprises de 80 pays, s’est donné comme mission de répondre à ces questions. « Pour nous, le plus important n’est pas de chercher à définir le concept de qualité de vie mais plutôt de trouver des solutions pour améliorer la qualité de vie sur le lieu de travail, » explique Laurent Cousin du département Recherche & Développement. Une récente étude réalisée par Sodexo en collaboration avec l’école de commerce française ESSEC a permis au groupe de définir un modèle pour améliorer la vie au quotidien. Elle a montré que les facteurs positifs varient grandement d’une personne à l’autre mais qu’en se concentrant sur les valeurs humaines de base, comme l’environnement, les loisirs ou la santé et la sécurité, on pouvait ouvrir la voie à de véritables améliorations.

Key fact At this stage of the research, Sodexo has identified 5 main pillars that directly impact quality of daily life, such as “leisure and entertainment” or “social life” for example. And 15 areas for possible actions to be taken, as various as “maintenance and cleaning”, “sports facilities” or “learning opportunities”. The connection between those 5 pillars and 15 domains are now further explored by Sodexo Institute for Quality of Daily Life, both at general and individual levels.

“We based our model around the most basic concepts of ‘Being,’ ‘Having,’ and ‘Loving.’ From this we are working to derive a series of fundamental areas in which employee needs and desires are projected.” “What constitutes a satisfactory quality of life for one person may be quite different for another. Some people can endure long commutes to work, so long as they find a place to work out when they get there. For others, working out is a bore, but getting back home early to be with the family is a major priority.” Laurent Cousin

“It is interesting to note that many companies might observe the current lack of employee loyalty, particularly from young and highly-trained personnel. Yet these same companies realize they need to take actions to earn the loyalty of their employees.” Laurent Cousin

‘‘

‘‘

The Premium Amphitheater

The Discovery Hall


MY DISCOVERY PRESENTATION

The Women’s Forum renowned off-program was revisited this year to become My Discovery.

Imagine a stylish and welcoming place. Imagine elegant Corners, richly animated and comfortably furnished. Imagine a grand and exclusive lounge, surrounding a village

square with its very own oak tree. Imagine having a drink, chilling out, enjoying a moment of peace and quiet. Imagine energizing conversations and lively chance encounters.

Challenge and be challenged through thought-provoking debates, inspiring talks and exciting workshops. On each Corner, a verb called to action and reflection. Carefully selected by the Corner’s host – a Forum partner or initiative – the verb stated what participants experienced. Challenge your curiosity with a wide range of topics including diversity, career advancement, entrepreneurship, the future, health and well-being. Be challenged by eminent speakers sharing their knowledge and experience on the Corners, in the two Agoras or the Premium Amphitheater. Join passionate story tellers and enthusiastic defenders of ideas at “meet with” sessions. Open your mind, debate, exchange and collaborate in the interactive workshops.

Commit to the Discovery spirit. Embrace a unique experience. Meet amazing people. Commit to our future, assuming hopes and facing fears. Commit to the Women’s Forum exceptional crowd of inspiring people.

My Discoveryimagine, challenge, commit

The “Place du Village” in the Discovery Hall

The Agora

The Discovery Hall

Imagine Corner


anticipate with Axa

be on air with the Women’s Forum radio

be prodigious with Helena Rubinstein and the L’Oréal Corporate Foundation

build with Solera Capital & Calypso St. Barth

challenge with Women on Boards by KPMG and Spencer Stuart

connect with Women’s Networks by Accenture, Chartis and Latham & Watkins

creating shared value with Nestlé

communicate with Women in Media by Deloitte and voxfemina – media partners: Canal+, Lagardère Active and LinkedIn

dare with Rising Talents by Egon Zehnder International and Eurazeo

discover Brazil with Renault-Nissan and Sodexo in association with Hyatt and TAM Airlines

do with Lenovo

engage with Sanofi

experience with LVMH Fragrance Brands by Sephora

have your say with CNBC Creative Solutions in association with PwC

imagine with Writers

innovate with Citi

inspire with iLive2Lead by Adeya

lead with Diversity Club for Business by The Boston Consulting Group and member companies

meet with Barclays network with GDF Suez pioneer with Cartier Women’s Initiative

Awards play with Sephora recharge with Renaut-Nissan Alliance reinvent yourself with Mazars stand up with Women for Education by

ELLE Magazine, ELLE Foundation, Sanofi Espoir Foundation and AMREF

share with Orange taste with Pommery

indulge yourself with My Discovery moments and…

D. Nally, T. Bryer, S.A. Hewlett, J. A. Smith

Have your say Corner Claire Boonstra


What will women’s empowerment mean for men?Saturday, 15 October 2011 – 11:15-12:00

Moderator: Tania Bryer, Presenter of CNBC Meets, UK

Speakers: Sylvia Ann Hewlett, Founding President,

Center for Work-Life Policy, USA Dennis Nally, Chairman, PwC International

Ltd. Jeremy Adam Smith, Journalist, Author of The Daddy Shift and Knight Fellow, Stanford University, USA

Women as breadwinners, men rearing children? Even though the past decades have seen enormous

advances for women entering the workforce, the traditional roles of the sexes at home seem fixed in stone. In major developing countries, the presence of females on the highest corporate rungs is greater than in the West. Women in developed countries have made little progress in securing top posts over recent years, while surging economic growth has certainly opened more doors for women in emerging markets. But some

“It’s all about creating more flexibility in the workplace. How we address this issue is critical for long-term success.” Dennis Nally

‘‘delegates suggested women may also be guilty of perpetuating stereotypes that discourage men from stepping aside from their jobs and assuming household duties.

What will women’s empowerment mean for men? Have your say: online, on camera, on site. For the first time, the Women’s Forum in association with CNBC Creative Solutions and PwC staged a Consultation to capture the participants thoughts online, on camera, and on site: What will women’s empowerment mean for men? What if this is THE question we must candidly answer in order to shift the paradigm? What if widespread knowledge of the opportunities female empowerment brings to men could evolve our global social and economic fabric?

have your say with CNBC Creative Solutions in association with PwC

MY DISCOVERY

Have your say Corner

Dennis Nally

Tania Bryer

Sylvia Ann Hewlett

Jeremy Adam Smith


Les femmes chefs de famille ? Les hommes qui élèvent les enfants ? Malgré les importants progrès réalisés au cours des dernières décennies en termes de présence des femmes au sein de la population active, les rôles traditionnels attribués à chaque sexe sur le plan domestique semblent immuables. Dans les principaux pays en développement, la présence de femmes aux plus hauts échelons de l’entreprise est plus importante qu’en Occident. Dans les pays développés, le nombre de femmes aux fonctions les plus hautes n’a que peu progressé au cours des dernières années alors que la forte croissance économique des marchés émergents a ouvert plus de portes pour les femmes dans ces pays. Certains participants ont quant à eux suggéré que les femmes étaient peut-être coupables de perpétuer les stéréotypes qui empêchent les hommes de quitter leur emploi pour se charger des tâches domestiques.

“Men are not confident parents, they are told they’re second class parents. We have to ask how we can begin to change that.” Jeremy Adam Smith

“86% of professional Chinese women believe they can rise to the top post in their companies. In comparison, only 46% of U.S. professional women express similar confidence.” Sylvia Ann Hewlett

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‘‘

B. Brooke, P. Bellinger, S. Vinnicombe, I. H. Lang

Patricia Bellinger Beth Brooke Ilene H. Lang Susan Vinnicombe


Influencing female advancement: Do quotas trump merit? Reframing the debate Thursday, 13 October 2011 — 17:15-18:00

Introduction: Antony Jenkins, Chief Executive Officer, Retail

and Business Banking, BarclaysModerator:

Ilene H. Lang, President and CEO, Catalyst, USA

Speakers: Patricia Bellinger, Executive Director, Executive

Education at Harvard Business School, USA Beth Brooke, Global Vice-Chair, Public Policy,

Ernst & Young Susan Vinnicombe, Cranfield University Professor of Organisational Behaviour & Diversity Management, Director of the International Centre for Women Leaders Organization Studies, UK

Given that we believe in the business value of diversity, how do we get women into positions of leadership

more quickly? A few countries have already imposed quotas, while others have set voluntary targets. The issue of quotas is an emotive one: some women believe they are essential if change is to be achieved, while others strongly oppose them. Many fear a backlash, or feel they will be undermined by suspicions they were chosen for their gender rather than merit. Arguably though, the only relevant question is “how good are you?”

“If you think you are good enough, take the job and run with it. Worry about what people think later.” Patricia Bellinger

“We know boards perform better when they are diverse. There is a collective value in the mosaic of a diverse management team, and that is currently not being appreciated.” Beth Brooke

‘‘ ‘‘Convaincus de la valeur professionnelle de la diversité, comment peut-on accélérer l’accession des femmes à des postes de leadership ? Plusieurs pays ont déjà imposé des quotas et d’autres ont défini des objectifs volontaires. La question des quotas fait débat : certaines femmes pensent qu’ils sont nécessaires pour obtenir des résultats alors que d’autres y sont farouchement opposées. Nombreuses sont celles qui craignent un retour de bâton ou qui pensent que les quotas vont susciter des doutes quant aux véritables raisons derrière la promotion des femmes. A ce titre, la seule question qu’il convient de se poser est : « de quoi êtes-vous capable ? ».

Barclays believes that effective networking and exposure to inspirational role models are vital enablers of female advancement. Barclays hosted a “meet…” Corner to give women the opportunity to meet with inspirational leaders from across the world.

meet with Barclays

MY DISCOVERY


Speed mentoring bar Friday, 14 October 2011 – 12:30-13:15

Mentors : Nicolas Aubert, Managing Director, Chartis

Insurance UK Ltd Alexander Baugh, President & CEO, Chartis Europe Holdings Ltd

Armelle Carminati-Rabasse, Human Capital & Diversity Global Managing Director, Talent and Organization Performance, Management Consulting Lead for France & Benelux Valerie Elliott, Head of Commercial Engineering, Sony Europe

Moira Elms, Global Lead for Brand and Communications, PwC Olivier Fleurot, CEO, MSLGROUP Antony Jenkins, Chief Executive Officer, Retail and Business Banking, Barclays

Barbara-Ann King, Head of Female Client Working Group, Barclays Karel Leeflang, HR Director, Retail and Business Banking, Barclays UK Eve Magnant, VP, Corporate Social Responsibility Director, Publicis Groupe

Odile Roujol, Senior VP of Communication, Orange

This Speed Mentoring session gave participants a one-off opportunity to have access to a talented selection of

inspirational professionals from a range of industries and backgrounds on a ‘first come, first served’ basis. Experienced mentors, all accomplished business leaders, provided focused advice and insight in response to individual issues within 10 minute timeslots.

Cette séance de Speed mentoring a permis aux participants de rencontrer une sélection de professionnels de talents, sources d’inspiration et issus de différents horizons, sur la base du “premier arrivé, premier servi”. Ces mentors expérimentés, tous dirigeants accomplis, ont fourni des conseils avisés et perspicaces en réponse aux questions de chaque participant par tranche d’échanges de 10 minutes.

meet with Barclays

MY DISCOVERY

Speed mentoring bar

Olivier Fleurot (left) and Nicolas Aubert (back left) Antony Jenkins (left) Alexander Baugh (left)

Valerie Elliott (right) and Nicolas Aubert (back right)

Sallie Krawcheck Molly Ashby


MY DISCOVERY

Build the next generation: U.S. perspectives on women’s leadershipSaturday, 15 October 2011 – 11:15-12.00Moderator:

Moira Forbes, President and Publisher, ForbesWoman, USA

Speakers: Molly Ashby, Chairman and CEO, Solera

Capital, USA Sallie Krawcheck, former President, Global

Wealth and Investment Management, Bank of America, USA

Instead of looking for a straight career progression within one company, many women today are zigzagging across

jobs and organizations. The key is to build personal resilience and define yourself by goals, and to focus on what is important and how to bring change. A woman starting out should look to role models. In an overwhelmingly male environment, women can make their voices heard, particularly

“Many women find that in positions of power they are essentially wearing a bulls-eye on their back.” Moira Forbes

‘‘in smaller companies. Men’s perception of women’s capabilities remains a problem, but a good company will recognize talent and reward it.

Solera Capital and Calypso St. Barth partnered with female entrepreneurs and artisans from seven countries to feature a selection of handcrafted products for sale at the Women’s Forum, with profits benefitting Vital Voices Global Partnership. Beyond the Forum, the two compa-nies will continue to mentor and guide such entrepre-neurs to build sustainable, scalable businesses that empower them economically and create jobs within their home countries.

build with Solera Capital and Calypso St. Barth

Build Corner

Sallie Krawcheck

Summer Raine Oakes, John Foraker, Kerry Lodge, Caitlin Moorman, Lauren Larsen, Benita Singh

Moira Forbes


Au lieu de viser un plan de carrière linéaire au sein d’une même entreprise, de nombreuses femmes choisissent aujourd’hui de zigzaguer entre les postes et les organisations. La clé consiste à développer sa résistance personnelle, à se définir en fonction d’objectifs et à se focaliser sur ce qui compte et sur la manière de faire changer les choses. Une femme qui débute devrait observer des modèles. Dans un environnement majoritairement masculin, les femmes peuvent se faire entendre, notamment au sein de petites entreprises. La perception qu’ont les hommes des capacités des femmes reste un problème mais une bonne société sait reconnaître le talent et le récompenser. .

“Companies have to recognize that diversity is beneficial, but change in a business culture is a long process, and a supply of talented and capable women has yet to be built up.” Sallie Krawcheck

“Although diversity is today a hot topic in boardrooms, there is unlikely to be radical change in the near future. So learn to live with it.” Molly Ashby

‘‘

‘‘

‘‘

Antony Jenkins in the Agora


INITIATIVE

The Diversity Club for Business, a unique initiative, was created in 2009 by the Women’s Forum with

The Boston Consulting Group and gathers companies from different business sectors that foster diversity as a key element of their competitive advantage.

Le Diversity Club for Business, initiative unique, a été créée en 2009 par le Women’s Forum avec le Boston Consulting Group. Il réunit des enterprises provenant de différents secteurs d’activités et souhaitant favoriser la diversité comme élément clé de leur avantage concurrentiel.

In 2009 the Diversity Club for Business members looked at Diversity for Business with insights into the means that companies must give themselves in order to develop successful management of diversity, in line with business challenges. In 2010 the group concentrated on Women in business in 2025. Based on the scenario methodology - a memory of a possible future, though unlikely - 3 scenarios were built to go beyond usual ways of thinking. In 2011, the Diversity Club for Business focused on Leadership in the 21st Century. During September, executives from member companies met for workshops in New York, London and Paris to discuss their views on leadership in an increasingly complex and volatile world. The groups looked at which qualifications and competencies leaders will need to succeed and how women leaders can be developed and promoted. Studies show that currently 50% of companies know that they do not have the leaders they need for tomorrow. During the Forum member companies and participants looked at how companies can prepare leaders for tomorrow’s challenges, as this new 21st Century era calls for adaptive leaders who can navigate through the turbulent business environment.At the Forum in various sessions and “meet with” members of Executive Committees and senior leaders from member companies of the Diversity Club for Business shared their ideas and experience on becoming a 21st century leaders, giving participants the possibility of challenging and bringing their views to the discussion.

lead with

by

furnished by

The Diversity Club for Businesscreated by the Women’s Forum with The Boston Consulting Group and member companies


MY DISCOVERY

What does it take to be a leader in the rapidly changing economic and social environment of the 21st

Century? Today’s leaders must be acutely attuned to external developments, moving beyond a narrow focus on their organization and its short term goals. “Adaptability is key, especially the ability to self-correct and, when necessary, the courage to let go of ideas that have brought success in the past”, said Jean-Michel Caye of The Boston Consulting Group. “There is now irrefutable evidence that diverse leadership teams obtain better results”, emphasized Antony Jenkins of Barclays. There is also more creativity in diverse teams. The economic and social problems that confront us are too complex to tackle from the limited perspective of a homogenous team. Leaders must be able to engineer win-win solutions that go beyond financial profit to satisfy a wider team of stakeholders. Reverse mentoring, in the form of coaching of younger colleagues or those from different social backgrounds, can be useful in helping existing leaders to widen their awareness.

Qu’est-ce qui fait un leader dans l’environnement économique et social en constante évolution du XXIe siècle ? Aujourd’hui, les dirigeants doivent être à l’écoute des développements externes et voir au delà de leur organisation et de ses objectifs à court terme. « La flexibilité est un atout clé, et en particulier la capacité à s’autocorriger et, le cas échéant, à abandonner des idées qui ont porté leurs fruits par le passé, » a déclaré Jean-Michel Caye du Boston Consulting Group. « Il a été prouvé que les équipes de direction diversifiées obtenaient de meilleurs résultats, » a ajouté Antony Jenkins de Barclays. Les équipes diversifiées font également preuve de plus de créativité. Les problèmes économiques et sociaux auxquels nous devons faire face sont trop complexes pour être abordés du point de vue

Becoming a 21st century leaderThursday, 13 October 2011 – 12:30-13:15

Speakers: Jean-Michel Caye, Senior Partner,

Managing Director, The Boston Consulting Group Antony Jenkins, Chief Executive Officer, Retail

and Business Banking, Barclays Roselinde Torres, Senior Partner, Managing Director, The Boston Consulting Group

“Command and control does not work anymore“ Antony Jenkins

“Leadership is profoundly changing, because society and the business environment are changing” Jean-Michel Caye‘‘

‘‘ étroit d’une équipe homogène. Les leaders doivent être en mesure de formuler des solutions gagnant-gagnant qui vont au-delà du profit financier pour satisfaire un plus grand nombre de parties prenantes. Le parrainage, sous la forme d’un coaching pour les jeunes et les personnes de différents milieux sociaux, peut permettre aux leaders en place d’élargir leurs perspectives.

lead with the Diversity Club for Business by The Boston Consulting Group and member companies

Jean-Michel Caye Antony Jentkins


A. Marion-Bouchacourt, J.-M. Caye, R. Torres

Roselinde Torres Anne Marion-Bouchacourt

MY DISCOVERY

Women have an important role in bringing about the more team-based, inclusive style of leadership

required in the 21st Century. “Women come to leadership with core strengths in networking and empathy”, said Roselinde Torres of The Boston Consulting Group. To grow the talent pool of women it is important to expand their horizons as early as possible in their careers and to take risks on new talent. “Concepts of good leadership are changing as a result of the economic crisis”, said Anne Marion-Bouchacourt of Société Générale. She identified three key leadership behaviors: 1) taking responsibility for the longer term, as well as dealing with immediate issues, 2) being agile, which she defined as forgetting ego and territorial issues, testing new approaches, accepting mistakes and adapting quickly, and 3) listening to the views of all stakeholders to obtain a multi-angled perspective. “Women are quite well adapted to this environment”, she added. They tend to focus more on the needs of the group as a whole, and on long-term viability, as opposed to their personal ego or territory.

Les femmes ont un rôle important à jouer pour promouvoir le style de leadership plus inclusif et plus orienté vers le travail d’équipe qui doit s’imposer au XXIe siècle. « Les femmes qui occupent des positions de leadership apportent des atouts clés en termes de networking et d’empathie, » a expliqué Roselinde Torres du Boston Consulting Group. Afin de développer un réservoir de femmes de talent, il est important d’élargir leurs horizons le plus tôt possible dans leur carrière et de prendre des risques avec les nouvelles recrues. « La crise économique a modifié l’idée que l’on se fait d’un bon leader, » a déclaré Anne Marion-Bouchacourt de Société Générale. Elle a identifié trois comportements clés : 1) prendre ses responsabilités sur le long terme en plus de résoudre les problèmes à court terme ; 2) être flexible, c’est-à-dire savoir oublier les problèmes d’ego et de territoire, tester de nouvelles approches, reconnaître ses erreurs et s’adapter rapidement ; et 3) écouter les opinions de toutes les parties prenantes pour obtenir une perspective multiple. « Les femmes sont particulièrement bien adaptées à cet environnement, » a-t-elle ajouté. Elles ont tendance à se concentrer sur les besoins du groupe dans son ensemble et sur la viabilité à long terme plutôt que sur leur ego ou leur territoire personnel.

Becoming a 21st century leaderFriday, 14 October 2011 – 18:15-19:00

Speakers: Jean-Michel Caye, Senior Partner,

Managing Director, The Boston Consulting Group Anne Marion-Bouchacourt, Head of Group Human Resources, Société Générale

Roselinde Torres, Senior Partner, Managing Director, The Boston Consulting Group

“We have two ears and one mouth, and leaders need to use these in the same proportion.” Anne Marion-Bouchacourt

“Women are a talent pool that must be aggressively tapped.” Roselinde Torres

‘‘

‘‘



Luc de Brabandere

MY DISCOVERY

Thought experiments beginning with “what if…?” have been a powerful force in science and philosophy. The

question “what if I sat on a beam of light?” is said to have led Einstein to the theory of relativity. Asking the question “what if?” can also be a potent business tool. It changed history, and it could change your company, said Luc de Brabandere of The Boston Consulting Group. The challenge is to come up with the hypothesis. De Brabandere, who is also an author, left participants with a thought experiment to take away, “what if you invented your own what if?”

Les expériences de pensée qui se basent sur le précepte « et si… ? » sont un outil puissant dans les domaines de la science et de la philosophie. Ce serait en se demandant « Et si j’étais à cheval sur un rayon lumineux ? » qu’Einstein serait arrivé à la théorie de la relativité. Se demander « et si… ? » peut également être utile dans le milieu des affaires. Selon Luc de Brabandère du Boston Consulting Group, c’est une approche qui a changé l’histoire et qui peut changer votre entreprise. Le défi consiste à formuler une hypothèse. De Brabandère, qui est également écrivain, a demandé aux participants de lancer leur propre expérience de pensée en inventant leur « et si… ? ».

The power of “what if”?Thursday, 13 October 2011 — 13:30-14:15

Friday, 14 October 2011 – 13:30-14:15

Speaker: Luc de Brabandere, Partner and Managing

Director, The Boston Consulting Group

“What if you invented your own what if ?” Luc de Brabandere

‘‘


Deanna Oppenheimer


INTERACT SESSION

Women on boards BootcampThursday, 13 October 2011 — 17:15-18:30

Host welcome: Deanna Oppenheimer, Vice-Chair Retail and

Business Banking, BarclaysFacilitator:

Susan Stautberg, President, PartnerCom Corporation, and Co-Founder, WomenCorporateDirectors, USA

It was standing room only to hear Susan Stautberg, Co-Founder of WomenCorporateDirectors (WCD), pre-

sent highlights from the OnBoard Bootcamp on how the tide is turning towards greater diversity on corporate boards of directors. This diversity encompasses gender, skills, nationality, ethnic groups and cultures as business competition intensifies. Nominating committees now look for experts in global branding, strategic talent, manufacturing in

China and India, supply chain management, IT, and digital/social media. “Women have these skills,” Stautberg said. But there is a numerical critical mass to the effectiveness of women on boards. “One is a token, two are a presence and three are a voice,” she added. “If each of us takes action, not only will there be more qualified women on boards, but they will make a difference around the table, in the world and for the world.”

Hosted by Barclays

Susan Stautberg

C’est devant une salle comble que Susan Stautberg, co-fondatrice de WomenCorporateDirectors (WCD), a présenté une synthèse du OnBoard Bootcamp qui a illustré la tendance en faveur d’une plus grande diversité au sein des conseils d’administration dans les entreprises. Face à une concurrence accrue, cette diversité concerne à la fois le sexe mais également les compétences, la nationalité, l’appartenance ethnique et le contexte culturel. Les comités de recrutement recherchent aujourd’hui des experts en image de marque, stratégie, fabrication en Chine et en Inde, gestion de la chaîne d’approvisionnement, informatique et médias numériques/sociaux. « Les femmes ont ces compétences, » a déclaré Mme Stautberg. Mais pour que la présence des femmes au sein d’un conseil soit vraiment efficace, elle doit atteindre une masse critique. « Une femme est un symbole, deux femmes constituent une présence mais trois femmes peuvent vraiment se faire entendre, » a-t-elle ajouté. « C’est grâce aux efforts de chacun d’entre nous que nous pourrons non seulement intégrer plus de femmes qualifiées au sein des conseils d’administration mais aussi qu’elles pourront faire une différence au niveau mondial. »


“It is not just your performance that counts, it is also your compatibility with the other members of the board, and potential for becoming a strong team player.” “If each of us takes action, not only will there be more qualified women on boards, but they will make a difference around the table, in the world and for the world.” Susan Stautberg

‘‘Key qualities nominating committees look for in a director:

1. How directors can help the firm focus rather than how much they know about the company’s business;

2. How directors can best contribute at a strategic level;

3. Capacity to deal with competition that can come overnight from anywhere in the world;

4. Ability to help the company change;

5. New skills not held by current members;

6. Expertise reflecting new business and regulatory demands.

Key points for interviewees to know:

1. The nominating committee may define or refine needs further, so there will be tradeoffs in candidates’ capabilities;

2. Candidates should be prepared to discuss different skill sets in the ‘more of this and less of that’ mold;

3. Resumés open doors to interviews, but do not show how the candidate thinks and could contribute to a board;

4. Candidates should demonstrate sufficient interest, experience, knowledge of the company’s issues, capacity to interact and commitment to a long-term contribution;

5. They should have a prepared list of questions, as it is never sure in which direction an interview will go;

6. Their presentations or tag lines should be simplified to help nominating committee members introduce them to the chairperson and board.

Checklist of points to see whether you have potential as corporate board members:

http://www.onboardbootcamps.com/docs/Seat_at_the_Table_Checklist.pdf

Sallie Krawcheck and Gina Qiao

Ingrid Johnson


SIDE MEETING

Leadership Matters: What women need to know on their way to the topFriday, 14 October 2011 — 12:30-13:45

Moderator: Sandra Sancier-Sultan, Partner, McKinsey &

CompanySpeakers:

Diana Farrell, Director, McKinsey & Company, and former Deputy Assistant to the President on Economic Policy at the White House

Ingrid Johnson, Group Managing Executive, Retail and Commercial Banking at Nedbank Group

Sallie Krawcheck, former President, Global Wealth and Investment Management, Bank of America Corporation Gina Qiao, Member of the Executive Committee and Senior Vice-President, Human Resources, Lenovo

In a complex and challenging economic environment, the role of leaders is evolving. Corporations and governments

will need versatile leaders who navigate business decisions in an increasingly demanding society, and with a longer-term mindset. In such a pressing environment, leadership will make the difference. An opening session gave floor to Sallie Krawcheck, formerly of Bank of America, and Diana Farrell, of McKinsey & Company, to share their views on “Why leadership matters more than ever?” and the key leadership capabilities that companies will need to build and have to manage change and complexity. After this session, a panel

including Ingrid Johnson, of South Africa’s Nedbank Group, Sallie Krawcheck and Gina Qiao of Lenovo, and moderated by Sandra Sancier-Sultan, of McKinsey, discussed how women leaders can develop their leadership to make their way to the top. Leaders must give their teams a clear sense of direction, and be able to make decisions with imperfect information. Companies can help women reach the top by encouraging diversity within teams, through coaching and mentoring. Speakers’ final words of wisdom were “positive thinking,” “nothing beats hard work and personal resilience,” and “keep learning, growing, and remain true to your inner self.”

“You need to think of yourself as a corporate athlete, and choose when you need to peak for key events.” Ingrid Johnson

‘‘

By McKinsey & Company

Ingrid Johnson and Sandra Sancier-Sultan

Sallie Krawcheck Gina Qiao


Key fact In order to face new challenges, busi-ness leaders of the 21st century will need to develop skills on five “R” key dimen-sions: risk, renewal, regulation, reputa-tion and relationships.

“I’ve learnt a lot while I was outside my comfort zone.”“In China a woman equals half of the sky.” Gina Qiao

“As the world goes through massive changes, a key dimension for today and tomorrow’s CEOs, in addition to traditional qualifications, is the ability to manage both change and complexity. To do so, CEOs must be able to pick, manage and motivate high performing and diverse teams. They also need a sense of ethics, the resilience and ability to adapt, strong communication skills and a sense of humor.”“Nothing beats hard work and personal resilience” Sallie Krawcheck‘‘

‘‘Dans un contexte économique complexe, le rôle des dirigeants est en pleine évolution. Les entreprises et les gouvernements ont besoin de leaders flexibles avec une vision à long terme pour prendre des décisions permettant de répondre aux besoins croissants de la société. Face à ces pressions, le leadership fera toute la différence. La séance d’ouverture a donné la parole à Sallie Krawcheck, anciennement de Bank of America, et à Diana Farrell, de McKinsey & Company, qui ont partagé leurs opinions sur le thème « Pourquoi le leadership est plus important que jamais ? » et donné la liste des principales compétences que les entreprises vont devoir développer afin de gérer le changement et la complexité. Après cette séance, un panel regroupant Ingrid Johnson, du groupe sud-africain Nedbank, Sallie Krawcheck et Gina Qiao de Lenovo et modéré par Sandra Sancier-Sultan, de McKinsey, a discuté de la façon dont les femmes pouvaient développer leur leadership afin d’arriver au sommet. Les leaders doivent donner à leurs équipes une orientation claire et être capables de prendre des décisions sur la base d’informations parfois incomplètes. Les entreprises peuvent aider les femmes à atteindre le sommet en favorisant la diversité au sein des équipes par le biais du coaching et du parrainnage. Les intervenants ont conclu la séance en partageant leur devise : « pensée positive », « rien ne vaut le travail et la résistance personnelle, » et « ne cessez jamais d’apprendre et d’évoluer tout en restant fidèle à vous-même. »

Anne-Cécile Sarfati

Valérie Toranian


SIDE MEETING

The world of business, an opportunity for womenFriday, 14 October 2011 — 17.15-18.30

By the 1990s women had made enormous strides in French business life, but progress has almost come to

a halt since then. The reasons lie not only in the attitudes of business leaders. The problem of division of labor in the family also must be tackled and women have to be more proactive in promoting themselves. A career provides a woman with security at a time when two out of three partnerships in

“Work is no longer a pastime for women, it is an absolute necessity. Financial autonomy is the prime prerequisite of woman’s real freedom.” Brigitte Grésy

‘‘France end in divorce or separation. Women heading companies have brought insight into the problems faced by male and female employees, and the introduction of flexible working hours enables both parents to be involved in bringing up their children. The current economic turmoil provides a new opportunity, because it compels employers to look at how things can be done in a different way.

By ELLE Magazine

Moderator: Valérie Toranian, Managing Editor, ELLE

Magazine, FranceSpeakers:

Dunya Bouhacene, President, Women Equity for Growth, France Armelle Carminati-Rabasse, Human Capital & Diversity Global Managing Director, Talent & Organization Performance, Management Consulting Lead for France & Benelux, Accenture Brigitte Grésy, Vice-President, Commission for Women’s Image in the Media, Ministry for Employment and Solidarity of France Anne-Sophie Panseri, President, Maviflex, France Anne-Cécile Sarfati, Assistant Managing Editor, ELLE Magazine, France

Valérie Toranian

Valérie Toranian and Brigitte Grésy

Anne-Sophie Panseri and Armelle Carminati-Rabasse


Jusqu’aux années 1990, les femmes ont fait d’énormes progrès dans le milieu des affaires en France. Mais depuis, les avancées réalisées sont rares et ce n’est pas uniquement à cause de l’attitude des dirigeants. Le problème de la division des tâches au sein de la famille doit également être évoqué et les femmes doivent se promouvoir plus activement. Une carrière est un gage de sécurité pour les femmes lorsqu’on sait que deux unions sur trois en France se soldent par un divorce ou une séparation. Des femmes chefs d’entreprises ont apporté un éclairage sur les problèmes auxquels font face les hommes et les femmes au travail, et l’introduction d’un emploi du temps flexible a permis aux parents de s’occuper l’un comme l’autre d’élever leurs enfants. Les troubles économiques actuels offrent une opportunité puisqu’ils poussent les employeurs à envisager de nouvelles façons de travailler.

“Male employers have to recognize what they are losing if they don’t have women around.” Armelle Carminati-Rabasse

“Women in business need to share experiences of what can happen to them in the workplace.” Dunya Bouhacene‘‘

‘‘‘‘

CEO Champions and their guests


INITIATIVE

CEO Champions is a global CEO-only group designed to drive progress and accountability for women’s ad-

vancement in the private sector. Founded by the Women’s Forum in 2010 in collabo-ration with Ernst & Young, the peer-to-peer network presents an opportunity for CEOs to underscore their organization’s commit-ment to women’s advancement as well as take a strong leadership role in the broader global business community. CEO Champion members are active, highly-committed par-ticipants who track and drive measurable progress around women’s advancement

“We wanted to stop talking and start turning our ideas into actions, memorable actions. The first step is a very practical one: action starts at the top. You cannot transform a culture without support at the top.” Dominique Reiniche

“CEO Champions is a peer group coalition of CEO leaders of major international corporations that have come together for a dialogue with women corporate leaders with the specific outcome of being visible champions of women’s empowerment starting the minute we go back home.” James S. Turley

‘‘‘‘

through on-record mutual commitments and accountability.

CEO Champions est un groupe composé uniquement de dirigeants d’entreprise visant à faire progresser l’évolution des femmes dans le secteur privé. Créé en 2010 par le Women’s Forum, en collaboration avec Ernst & Young, ce réseau de personnalités de niveau équivalent représente une opportunité pour les dirigeants d’entreprise de souligner l’engagement de leur société envers la promotion des femmes et de tenir un rôle prépondérant dans le monde des affaires au niveau global. Les membres de l’initiative CEO Champions sont actifs, très engagés, et font progresser de manière notable la promotion des femmes par le biais d’engagements mutuels quantifiables.

The meeting, held during the Women’s Forum Global Meeting in Deauville, France, resulted in eight commitments agreed upon by the CEOs:- Require executive search firms to bring equal slates of men and women- Create metrics to measure success rates of women on executive slates and action plans for those who are not successful- Set specific accountability measures for company leadership cascading through all levels- Increasing number of women in operating positions- Action plans to get to more equity reflecting that women are half of the population- Each CEO to invite one other CEO to next year’s discussion- Increase awareness of mindset biases and explore training programs with the goal of changing behavior- Ensure flexibility is changed from being a women’s issue to include all people – dialogue needs to be focused on output and performance

CEO Championsin collaboration with Ernst & Young

Sallie Krawcheck

Leila Velez, Susan Ness and Olivier Fleurot


For the second straight year a group of 32 CEOs and management officers came together in a private meeting

to discuss how male and female leaders should continue to make progress on women’s advancement through specific and measurable actions. The meeting was introduced and moderated by Ilene Lang, Maria Livanos Cattaui, Susan Ness and Billie Williamson. In the CEO Champions Plenary Session the outcomes of the meeting were highlighted.

Molly Ashby, Chairman and CEO, Solera CapitalPhilippe Castagnac, Co-CEO, the Mazars GroupOlivier Fleurot, CEO, MSLGROUPCarlos Ghosn, Chairman and CEO, Renault-Nissan AllianceMichel Landel, Group Chief Executive Officer, Sodexo, represented at the meeting by Roberto Cirillo, Group Chief Operating Officer and CEO France, On-Site Service Solutions, SodexoWendy Luhabe, Chairman, Women’s Private Equity FundOrit Gadiesh, Chairman, Bain & Company, represented at the meeting by Olivier Marchal, Managing Director EMEA, Bain & CompanyVéronique Morali, President, Women’s Forum for the Economy & SocietyJean-Yves Naouri, Chief Operating Officer, Publicis Groupe and Executive Chairman, Publicis Worldwide, represented at the meeting by Eve Magnant, VP Corporate Social Responsibility Director, Publicis GroupeDamien O’Brien, Chairman and CEO, Egon Zehnder InternationalDominique Reiniche, President Europe Group, The Coca-Cola CompanyJames S. Turley, Chairman and Chief Executive Officer, Ernst & Young, represented at the meeting by Beth Brooke, Global Vice-Chair, Public Policy, Ernst & YoungChris Viehbacher, CEO, Sanofi, represented at the meeting by Olivier Charmeil, President & CEO, Sanofi Pasteur, SanofiNicholas Walsh, Vice-Chairman, Chartis, represented at the meeting by Nicolas Aubert, Managing Director, Chartis Insurance UK Ltd.

Marise Barroso, President, Mexichem BrasilRosheen Blackie- Kriegler, CEO, Blackie and AssociatesLeo Bolchanine, Chairman, AdeyaFrancesco Dos Santos, Chairman, CouromodaMoira Forbes, President and Publisher, Forbes WomanIngrid Johnson, CEO Retail & Business Banking, Nedbank Igor Komarov, President, Avtovaz Margerie Kraus, CEO, APCOSallie Krawcheck, former President, Global Wealth & Investment Management, Bank of AmericaMouna Sepehri, Executive Vice-President, Chief of Staff, Renault-Nissan AllianceLeila Velez, Founder and CEO, Beleza Natural

“What matters the most for our success is innovation and that’s driven by diversity and inclusion of people and ideas. This is a room of companies from around the world, and it’s not what’s different but what we have in common that brings us together, which is a belief in inclusion and diversity and its impact on the bottom line.” Molly Ashby

‘‘Pour la deuxième année consécutive, un groupe composé de 32 PDG et dirigeants d’entreprise s’est réuni lors d’une séance privée afin d’évoquer la meilleure façon pour les hommes et femmes dirigeants de continuer à faire progresser l’évolution des femmes par des actions spécifiques et quantifiables. Cette session était introduite et modérée par Ilene Lang, Maria Livanos Cattaui, Susan Ness et Billie Williamson. Les résultats de cette séance furent annoncés lors de la session plénière CEO Champions.

CEO Champion members:

Guests of CEO Champions members:

Margerie Kraus and Wendy Luhabe


Patricia Barbizet

PLENARY

CEO Champions: What if we had to do even more to advance women in corporations?Thursday, 13 October 2011 — 16:15-16:45

Moderator: Moira Forbes, President and Publisher,

ForbesWoman, USASpeakers:

Patricia Barbizet, CEO, Artémis, and Vice-Chair of the Board of Directors, PPR

Viviane Reding, Vice-President, European Commission Olivier Fleurot, CEO, MSLGROUP

Companies are responding to pressure to increase the proportion of women in senior management positions, but

the pace is still too slow. Women account for only some 13% of company board members in Europe, and according to Viviane Reding, European Commission Vice-President, that figure has risen only 0.5 of a percentage point over the past year. The pressure must be maintained on companies to improve, with the threat of quotas for boardroom membership turning out to be an effective wake-up call to corporate chiefs. But at the same time, women need to become more assertive in pursuing a business career. Companies can help them by creating career paths more suited to their needs, such as offering more flexible working practices, and trying to promote women from early on in their careers.

“It is a real strategic issue for all companies, of diversity not just gender. They need to stop arguing and just do it. Comply or explain. Either companies report that they do it or they explain why not.” “Things have changed. All have realized — and this is key — that it is not just a gender issue, but (also) a strategic issue. That is a major step. But it is not enough. More is on the way.” Patricia Barbizet

‘‘Les sociétés ont réagi face à la pression les poussant à augmenter le nombre de femmes occupant des postes de direction, mais le rythme du changement reste lent. Les femmes ne représentent en effet que 13% des membres des conseils d’administration en Europe et, selon Viviane Reding, Vice-présidente de la Commission européenne, ce chiffre n’a augmenté que de la moitié d’un point de pourcentage en un an. Il faut donc continuer à faire pression sur les entreprises pour qu’elles poursuivent leurs efforts. A ce titre, la menace de quotas imposant un pourcentage de femmes au sein des conseils d’administration semble avoir été efficace. Parallèlement, les femmes doivent être plus ambitieuses dans leur carrière professionnelle. Les entreprises peuvent les aider en ce sens en mettant en place des plans de carrière plus adaptés à leurs besoins, en offrant notamment des horaires plus flexibles, et en essayant de promouvoir les femmes dès le début de leur carrière.


Viviane Reding Olivier Fleurot P. Barbizet, O. Fleurot, V. Reding and M. Forbes

P. Barbizet, O. Fleurot, V. Reding Patricia Barbizet Moira Forbes

“Women need role models. That is why fighting for board positions is important. When a woman becomes a mother, she starts to work less; when a man becomes a father, he starts to work more.” Viviane Reding

“It is true the pool of experience is not huge. If we cannot find them now, let’s make sure we have women ready to be on the board; make sure we take the appropriate steps now.” Patricia Barbizet

‘‘ ‘‘“When a man is offered a job for which he does not have much experience “he will say, ‘yes, I’ll go for it.’ A woman will say, ‘you know I have never done that’ Olivier Fleurot

‘‘

You can watch the video of this plenary session on youtube and on www.womens-forum.com

Network Corner

Françoise Milewski and Hélène Périvier Network Corner


MY DISCOVERY

Gender equalityThursday, 13 October 2011 — 18:15-19.00

Speakers : Françoise Milewski, Researcher, Co-Founder

of PRESAGE, PRESAGE-OFCE Sciences Po, France Hélène Périvier, Chief Economist, PRESAGE-OFCE Sciences Po, France

“There is a whole range of research showing that there is still a huge opportunity gap separating men and women in France.” Hélène Périvier

‘‘Although the official conversation in

France today is much more positive about gender equality than it used to

be, a wide gap still remains between men and women. But France is not alone. In nearly all OECD countries, women suffer a huge setback in their careers the moment they have children. Since the 1970s, women have had better educational opportunities, but once they start work they still hit the glass ceiling. At the family level, relations within the couple have become more equal among professionals. But in the lower middle and working classes, women still often stay at home to raise the children.

Bien que le discours officiel de la France en matière de parité entre les sexes soit aujourd’hui beaucoup plus positif qu’avant, il existe encore un fossé important entre les hommes et les femmes. Mais la France n’est pas la seule dans ce cas. Dans presque tous les pays de l’OCDE, la carrière des femmes est freinée à partir du moment où elles ont des enfants. Depuis les années 1970, les femmes ont un meilleur accès à l’éducation, mais une fois qu’elles entrent dans la vie professionnelle, elles se heurtent à un plafond de verre. Sur le plan familial, les relations au sein du couple sont de plus en plus équilibrées entre professionnels. Mais dans les classes moyennes et ouvrières, les femmes restent encore souvent à la maison pour élever les enfants.

GDF SUEZ teams up with Sciences Po/PRESAGE to ad-vance gender research and enhance its Diversity policy. A three-year partnership agreement was signed on Sep-tember 22, 2011. This partnership aims to support aca-demic research through bursaries for young researchers, by creating awareness, training and providing informa-tion about diversity within GDF SUEZ and by developing new analysis tools in the Group.

network with GDF SUEZ

Nina Gardner Nathalie Kosciusko-Morizet Maud Fontenoy Jessy Tolkan


“We must consume less and consume better.” Marie-France Roy

“My generation refuses to believe that we should sit by and wait, when the situation is dire now. We must act before climate change strikes in a catastrophic way.” Jessy Tolkan

“Governments tend to fall back too easily on calls for individual action. The role of government is to express a collective ambition and to give people the tools to achieve it.” Nathalie Kosciusko-Morizet

‘‘‘‘

‘‘

Everyone agrees we need to take action to protect the environment and live more sustainably. But how do we

achieve this? Is it up to individuals to reduce their consumption and change their habits, or should governments and corporations take the lead? It is our everyday actions and consumption habits that create pollution and global warming, so we each have a responsibility to act. Governments must create the tools to enable action, and corporations must drive the necessary technological innovation. This is no longer a question for future generations — children who are alive now will be affected by climate change.

Meeting increasing energy needs: What if we acted responsibly?Friday, 14 October 2011 — 17:15-18:00

MY DISCOVERY

Moderator: Nina Gardner, Director, Strategy International,

USA Speakers:

Maud Fontenoy, President, Maud Fontenoy Foundation, France Nathalie Kosciusko-Morizet, Minister for Environment, Sustainable Development, Transport and Housing of France

Marie-France Roy, General Delegate, Energy Assistance France Jessy Tolkan, Co-Executive Director, The Citizen Engagement Laboratory, USA

Tout le monde s’accorde à dire qu’il faut agir pour protéger l’environnement et favoriser le développement durable. Mais comment atteindre ces objectifs ? Relève-t-il de la responsabilité de chacun de réduire sa consommation et de changer ses habitudes, ou les gouvernements et les entreprises devraient-ils intervenir ? Ce sont nos actions au quotidien et nos habitudes de consommation qui contribuent à la pollution et au réchauffement climatique. Nous nous devons donc d’agir. Les gouvernements doivent créer des outils pour faciliter cette action et les entreprises doivent amener les innovations technologiques nécessaires. Il ne s’agit plus de protéger les générations futures : les enfants d’aujourd’hui seront affectés par le changement climatique.

network with GDF SUEZ

Marie-France Roy and Nina Gardner

Reinvent yourself Corner

E.Gagliardi, M. de Saint Sauveur and A.Jost


MY DISCOVERY

Is happiness gendered?Thursday, 13 October 2011 — 18:15-19:00

Speakers: Emmanuelle Gagliardi, Director of

the business magazine L/ONTOP, France Alexandre Jost, Founder, La Fabrique

Spinoza, France

“The image that girls have of themselves as early as the age of seven is already more negative than it is for boys of the same age.” Emmanuelle Gagliardi

“There needs to be a will to change. It’s necessary to show men that they also have something to gain.” Alexandre Jost

‘‘‘‘

Studies show a greater decline in the happiness and sense of well-being experienced by women compared

to men over the last four decades. The difference is more pronounced for women in the United States, where the women’s liberation movement has been particularly strong, than for those in Europe. Alexandre Jost of La Fabrique Spinoza and Emmanuelle Gagliardi of the business magazine L/ONTOP are convinced that the unequal sense of well-being between the sexes is likely to have profound consequences for a country’s national sense of well-being. One reason for the disparity between women and men is the fact that as the choices for women have increased over the last quarter of a century, so has the stress in making the right choice. Another factor is that while

women are making substantial gains, their expectations are increasing even faster than their opportunities.

Des études ont montré un recul du sentiment de bonheur et de bien-être plus marqué chez les femmes que chez les hommes au cours des quatre dernières décennies. L’écart est plus prononcé pour les femmes aux Etats-Unis, où le mouvement de libération féminine a été particulièrement virulent, que pour les Européennes. Alexandre Jost de La Fabrique Spinoza et Emmanuelle Gagliardi du magazine d’affaires L/ONTOP sont convaincus que l’écart de bien-être entre les sexes aura des conséquences sérieuses au niveau national. L’une des raisons qui explique cette disparité entre les hommes et les femmes réside dans le fait que les femmes ont aujourd’hui beaucoup plus de choix qu’il y a 25 ans et que la difficulté de prendre la bonne décision est une source de stress. Autre facteur à prendre en compte, malgré les importants progrès réalisés par les femmes, leurs attentes se multiplient plus vite que leurs opportunités.

Mazars decided to imagine a scenario in which men and women share equal power. In her book, “A women’s world, a better world”, Muriel de Saint Sauveur, Direc-tor of Diversity for the Mazars Group, interviews more than 100 women from 33 countries asking them “What if? What would you change in the world if you had the power?”. To honour the official launch of the book, Mazars’ theme “Reinvent yourself” invited participants to imagine and reinvent their own world. Both men and women were invited to share their ideas for the future.

reinvent yourselfwith Mazars

Philippe Castagnac and Aruna Jayanthi Michel Ladet Alison Smale

P. Castagnac, A. Jayanthi, M. Ladet and A. Smale


“In emerging markets we have the chance to set the benchmarks for women in corporations.” Michel Ladet

“Women request a new mindset. The old cliché that ‘men are men and women are women’ has to go.” Philippe Castagnac

“The more women become aware of restraints, the more these bother them. We have to stop. The problem is in our minds. Stop being apologetic. Just get on with it; these things will sort themselves out.” Aruna Jayanthi‘‘

‘‘‘‘A fairer deal for women at work requires

a cultural change in developed countries. It is not such a problem

in emerging economies, where economic growth is so rapid that countries cannot afford to waste any talent, including that of women. But talent is hard to define. It is not enough to be good; a candidate for a senior post needs hunger and passion. Transparency is important in the selection process. However, the extreme speed at which the business world has to absorb change today could, in the end, benefit women, because they are better at adapting.

A women’s world, a better world? Gender equality and performanceFriday, 14 October 2011 — 13:30-14:15

MY DISCOVERY

Moderator: Alison Smale, Executive Editor, International

Herald TribuneSpeakers:

Philippe Castagnac, Co-CEO, the Mazars Group Aruna Jayanthi, CEO, Capgemini India, India Michel Ladet, Sociologist, and Vice-President, Sociovision, France

Un changement culturel est nécessaire dans les pays développés pour que les femmes soient traitées plus équitablement au travail. Ce problème concerne moins les pays émergents dont la croissance économique est si rapide qu’ils ne peuvent pas se permettre d’ignorer le talent des femmes. Mais le concept de talent est difficile à définir. Un candidat pour un poste senior ne doit pas simplement être doué, il doit également faire preuve de motivation et de passion. La transparence est un élément important du processus de sélection. Toutefois, la rapidité avec laquelle le monde des affaires est en train d’évoluer pourrait jouer en faveur des femmes car elles s’adaptent plus facilement.

reinvent yourselfwith Mazars

Armelle Carminati-Rabasse Dipti Thakar Claudine Macartney


MY DISCOVERY

What if women’s networks were a leadership skills factory?Thursday, 13 October 2011 — 18:15-19:00

Moderator : Elena Fourès, President, Idem per Idem,

FranceFeaturing:

Armelle Carminati-Rabasse, Human Capital and Diversity Global Managing Director, Talent & Organization Performance, Management Consulting Lead for France & Benelux, Accenture

Claudine Macartney, Global Head, HR, for Global Commercial Insurance and the Distribution organizations, Chartis Dipti Thakar, Counsel, Latham Watkins, United Arab Emirates

“You are defined by who follows you (…).We influence where we do not have power or hierarchy.” Armelle Carminati-Rabasse

“Local women are a driving force in transforming the region through social networking media.” Dipti Thakar

“Being collectively in a group is a strength and the fact that we can feel that force is particularly valuable for women who have traditionally been excluded from groups.” Elena Fourès

‘‘

‘‘‘‘

Le networking donne aux femmes l’opportunité de se créer leur propre univers politique. Il s’agit d’un processus basé sur la réciprocité et qui, s’il est manié efficacement, peut être un outil de transformation de la société. Les femmes élargissent leur réseau afin de se faire connaître et ont une bonne gestion du temps. Le networking permet de développer ses compétences en matière de leadership et son évolution personnelle, de créer des amitiés durables, d’apprendre des erreurs des autres et de tirer sa force de l’appartenance à un groupe. Claudine Macartney de Chartis a demandé aux participants de rester ouverts aux influences de tous ceux qu’ils pouvaient rencontrer pendant les séances de networking. Elle a également expliqué qu’elle trouvait très utile de définir des objectifs à court et long terme. Armelle Carminati-Rabasse d’Accenture a quant à elle déclaré que, si l’idée de se mettre en avant n’était pas une bonne raison pour rejoindre un réseau, il fallait toutefois garder cette idée en tête. « Vous n’êtes pas l’objectif, mais vous êtes à l’origine de quelque chose et vous devez donc avoir totalement confiance en vous, ce qui vous permettra par la suite d’accepter de devenir le centre d’attention. »

Networking offers women an opportu-nity to create their own political gal-axy. It is a two-way process that must

involve both give and take. If conducted effectively, it can be a tool to transform so-ciety. Women network to raise their profile and use their time wisely. Benefits include the development of leadership skills and personal growth, the creation of long-lasting friendships, learning from others’ mistakes and drawing strength from acceptance by a group. Claudine Macartney of Chartis told delegates to remain open to influence by whomever they meet during networking ses-sions and that she found setting short- and long-term goals to be extremely helpful when networking. While aiming to take the spot-light is not a reason to join a network, Armelle Carminati-Rabasse of Accenture added that she felt people should keep the idea of doing so in mind. “You are not the goal, but you are the start of something and that requires you to own yourself, which is the start of accept-ing the spotlight”.

The number of women’s networks has drastically increased, focusing on raising women’s voices and promoting career and business development opportu-nities. Playing a dual role, both personal and corporate, women’s networks lead to leadership upgrading and business benefits. Accenture, Chartis and Latham & Wat-kins chose to focus on what these connections can bring.


Elena Fourès and Armelle Carminati-Rabasse


“The European Commission is concerned because, out of all entrepreneurs in Europe, only one in ten is a woman. But consider that 60% of all European university graduates are women. The Commission would like to see more of these women become entrepreneurs, and networking is clearly a way for them to get into the workplace.” Carol Xueref

“Professional networking is very valuable, but it’s not about just going to a meeting and handing out your business card. You have to do something better, show some worth, if you want to get something out of networking.” Sharon Bowen

“You don’t join a women’s network with the idea that it’s going to get you a promotion or a raise. You go to meet people, share ideas, and be available to them if they want to talk to you.” Sylvia Ann Hewlett

‘‘‘‘

‘‘

“Professional networking is very valuable,” said Latham & Watkins Partner Sharon Bowen,

“but it’s not about just going to a meeting and handing out your business card. You have to do something better, show some worth, if you want to get something out of networking.” Few would deny that professional networks have great value today, but many participants said they simply did not know how to use them. “Part of it is simply not being afraid to ask for what you want,” insisted Center for Work-Life Policy President Sylvia Ann Hewlett. But participants agreed that there was no better place for them to obtain advice about both professional and personal problems.

What if women’s networks were a business engine?Friday, 14 October 2011 — 18:15-19:00

MY DISCOVERY

Moderator: Armelle Carminati-Rabasse, Human

Capital & Diversity Global Managing Director, Talent & Organization Performance, Management Consulting Lead for France & Benelux, Accenture

Speakers: Sharon Bowen, Partner, Latham & Watkins,

USA Sylvia Ann Hewlett, Founding President, Center for Work-Life Policy, USA

Carol Xueref, Director for Legal Affairs and Group Development, Essilor International

Pour Sharon Bowen, associée chez Latham & Watkins, « le développement d’un réseau professionnel est très important, mais il ne s’agit pas simplement de se rendre à une réunion et de distribuer sa carte de visite. Pour que le networking marche, il faut faire mieux que ça et prouver son talent. » La valeur des réseaux professionnels est indéniable, mais un grand nombre de participants avouent ne pas savoir comment les utiliser. « Une partie du problème est que les gens ont parfois peur de dire ce qu’ils veulent, » précise la Présidente du Center for Work-Life Policy, Sylvia Ann Hewlett. Les participants ont toutefois reconnu qu’il n’y avait pas mieux pour obtenir des conseils en cas de problèmes professionnels ou personnels.


Armelle Carminati-Rabasse and Carol Xueref

Sharon Bowen

Sharon Bowen and Marina Lott

Sylvia Ann Hewlett and Sharon Bowen

Anne Cohade-Zivkovic (left) Lucia Iraci


MY DISCOVERY

Restoring appearance to renew one’s social lifeFriday, 14 October 2011 — 13:30-14:15

Welcome Host: Anne Cohade-Zivkovic, L’Oréal International

Philanthropy Director, Deputy CEO of the L’Oréal Corporate Foundation

Speaker: Lucia Iraci, Founder of Joséphine, First Social

Beauty Salon, France

“When a woman isn’t doing well, she thinks she doesn’t have the right to look good.” Lucia Iraci

‘‘ Anyone who thinks that appearance should be a low priority for women in difficulty has never met Lucia Iraci,

the founder of Joséphine, a ‘social beauty salon’ in Paris. As welcome host Anne Cohade-Zivkovic of the L’Oréal Corporate Foundation pointed out when she introduced her, Iraci is a vehement opponent of the idea that beauty is frivolous, since women risk exclusion on many fronts if their appearance is not acceptable. After working as a hairdresser for photo shoots, Iraci decided to leave her job and use her skills to open a center to help women in difficulty. Joséphine opened in March 2011 and has already assisted 800 women by offering them not only new hairstyles and makeup but also

social assistance, counseling, medical and legal help, and even yoga classes.

Ceux qui pensent que les femmes en difficulté ne devraient pas se soucier de leur apparence n’ont clairement jamais rencontré Lucia Iraci, fondatrice du « salon social » Joséphine à Paris. Comme l’a rappelé Anne Cohade-Zivkovic de la Fondation L’Oréal en la présentant, Mme Iraci est farouchement opposée à l’idée selon laquelle la beauté est synonyme de frivolité étant donné que les femmes dont l’apparence n’est pas considérée comme acceptable risquent l’exclusion à plusieurs niveaux. Après avoir travaillé comme coiffeuse pour des séances photo, Mme Iraci a décidé d’utiliser ses compétences pour ouvrir un centre proposant une aide aux femmes en difficulté. Joséphine a ouvert ses portes en mars 2011 et a déjà aidé 800 femmes en leur proposant non seulement une nouvelle coiffure et des séances de maquillage mais également une assistance sociale, des conseils, une aide médicale et juridique ainsi que des cours de yoga.

For the Women’s Forum, the brand proposed to revive the “Beauty Classes”. The Forum’s participants bene-fited from exclusive moments of guidance and exchange under the expert eye of brand ambassadors. They lear-ned how to reveal their unique, individual beauty and to affirm their feminity as a force.

be prodigious with Helena Rubinstein

Be prodigious Corner

Sandrine Devillard Elisabeth Sandager Laurence Dejouany Cécile Kossoff


MY DISCOVERY

How can being a woman be a strength in today’s business world?Friday, 14 October 2011 — 17:15-18:00

“When a woman isn’t doing well, she thinks she doesn’t have the right to look good.” Lucia Iraci

“Remain real women — generous, radiant, gentle. Don’t be tempted to be like men.” Elisabeth Sandager

“Dare to be yourself. Understand the code so you do not make any mistakes, but then … dare.” Laurence Dejouany

‘‘‘‘It was clearly demonstrated at the

Women’s Forum in 2007 that having a minimum of three women on a

management committee improves a company’s performance. The reasons behind this are still not clear, although some clues may be found in a recent survey of 7,000 people from across the globe conducted by McKinsey, Director Sandrine Devillard said. While big corporations have traditionally been built on a male, somewhat military model based on individualistic decision-making, and methods of control and corrective action, the survey showed women favor different management tools. They invite greater participation in their decision-making, are clearer about expectations and rewards, and are more focused on personal development and being solid role models.

Il a été clairement démontré lors du Women’s Forum de 2007 que les sociétés dont le comité de direction comptait au moins trois femmes affichaient une meilleure performance. Les raisons de cette surperformance ne sont pas claires mais une récente enquête réalisée par McKinsey auprès de 7000 personnes à travers le monde nous apporte quelques éléments de réponse selon Sandrine Devillard, directeur associé chez McKinsey. Les grandes entreprises sont généralement bâties selon un modèle masculin, parfois militaire, basé sur des prises de décision individualistes, des méthodes de contrôle et des mesures correctrices, mais l’enquête a révélé que les femmes privilégiaient d’autres outils de management. Elles prônent une plus grande participation dans le processus de prise de décision, définissent plus clairement les attentes et les récompenses et elles sont plus axées sur le développement personnel et leur rôle de modèle.

be prodigious with Helena Rubinstein

Moderator: Cécile Kossoff, Director of Marketing

Communications, Global Communications, McKinsey & Company

Featuring: Laurence Dejouany, Psychologist and Author

of Alice in Business-Land, France Sandrine Devillard, Director, McKinsey & Company, France

Elisabeth Sandager, International General Manager, Helena Rubinstein


Julie Hembrock Daum Hélène Vareille

MY DISCOVERY

Challenge the numbers: Getting women into the boardroomFriday, 14 October 2011 — 17:15-18:00

Speakers: Molly Ashby, Chairman and CEO,

Solera Capital, USA Moira Forbes, President and Publisher, ForbesWoman, USA

Julie Hembrock Daum, Co-Leader Spencer Stuart North American Board & CEO Practice, USA Véronique Morali, Founder and CEO, Terrafemina.com, Vice-Chairman, Fitch Group, and President, Fimalac Development and the Women’s Forum for the Economy & Society, France

Molly Ashby, Chairman and CEO of Solera Capital, offered tips for aspiring board members. “We love

people who can be on the audit committee, and you do not need to be a CFO,” she said. “Get some experience by serving on the audit committee of your children’s school. The comp (compensation) committee is also important. Those committees require technical skills.” Ashby also suggested

Partnered by KPMG and Spencer Stuart, the Challenge Corner invited women and men on corporate boards to share experiences, network and discuss major relevant governance issues. The corner held off-the-record discussions “challenging” board members to consider different perspectives when looking at business strategies around governance, risk, board composition and succession planning.

challenge with Women on Boards by KPMG and Spencer Stuart

garnering experience with “forward facing” sectors: green technology, sustainable development, health care and social media. Julie Hembrock Daum, Co-Leader Spencer Stuart North American Board & CEO Practice, suggested constant networking with key groups: women board members, private equity firms, bankers, lawyers and accountants, and search firms.


Molly Ashby and Véronique Morali

Challenge Corner

Moira Forbes

“Saying you are ready to be on a board is like saying you are ready to get married.” Julie Hembrock Daum

“It will happen. Just stick with it.” Molly Ashby

“Quotas represent a real opportunity for women.”Véronique Morali

‘‘

‘‘

‘‘Molly Ashby, PDG de Solera Capital, propose ses conseils pour devenir membre d’un conseil d’administration. « Nous apprécions les personnes qui peuvent siéger au comité d’audit, et vous n’avez pas besoin d’être un directeur financier pour cela, » a-t-elle déclaré. « Vous pouvez gagner une expérience en siégeant au comité d’audit de l’école de vos enfants. Le comité de rémunération est aussi très important. Ces comités nécessitent des compétences techniques. » Mme Ashby conseille également de

gagner de l’expérience au sein des secteurs d’avenir : les technologies environnementales, le développement durable, la santé et les médias sociaux. Julie Hembrock Daum, Co-Leader Spencer Stuart North American Board & CEO Practice, recommande quant à elle de développer en permanence son réseau au sein de groupes clés : femmes membres de conseil d’administration, sociétés de capital-investissement, banquiers, avocats, comptables et centres de recherche.


N. Merlino, C. Ockrent and Y. Cuba

Yoland Cuba and Ellen Gracie Northfleet Nell Merlino and Christine Ockrent

INTERACT SESSION

Being a woman: Our different perspectivesThursday, 13 October 2011 — 17:15 – 18:30

Moderator: Julia Harrison, Managing Partner, FTI

Consulting, BelgiumSpeakers:

Yolanda Cuba, Executive Director: Development and Decision Support, SAB Ltd., South Africa Nell Merlino, Founder and President, Count Me In for Women’s Economic Independence, USA Ellen Gracie Northfleet, former Chief Justice of the Federal Supreme Court of Brazil Christine Ockrent, Journalist and Writer, France

“This is an extraordinary time to be a woman.” Nell Merlino

‘‘ “Choice” was the key word to come out of a lively, wide-ranging discussion of what

it means to be a woman today. When moderator Julia Harrison of FTI Consulting asked for a show of hands from participants who thought we live in a positive time for women, a majority concurred, while only two took the opposite stance. Many of the four high-powered speakers and the audience members expressed concern

about whether Generation Y women were taking for granted the rights won for them by the struggles of previous generations. Others spoke up for their right to choose — even if that meant giving up on the idea of a sustained career — while other participants stressed the importance of a fighting spirit and a “burning desire” to succeed and accomplish whatever task is set before them.


Ellen Gracie Northfleet

Julia Harrison

“In my part of the world, it is certainly better to be a woman now than it was 200 years ago.” Christine Ockrent

“In times of uncertainty, you can make the greatest impact. You have to take the opportunity and run.” Yolanda Cuba

“We have gone a long way, but we still need more, and we have to take care of what we’ve got and not take it for granted.” Ellen Gracie Northfleet

“In the Arab world, women are still far behind in getting rights. We have been longing for the Arab Spring but don’t want women’s rights to suffer because of it.” A participant

‘‘

‘‘‘‘

‘‘« Choix » était le mot du jour à l’issue d’une discussion très animée et variée sur ce que signifie être une femme aujourd’hui. Lors d’un vote à main levée, la modératrice Julia Harrison de FTI Consulting a demandé aux participants s’ils pensaient que nous vivions une époque favorable aux femmes. La majorité a répondu par l’affirmative, seules deux voix manifestant leur désaccord. La plupart des quatre intervenantes et des membres du public ont indiqué qu’ils craignaient que les femmes de la Génération Y ne tiennent pour acquis les droits difficilement obtenus par les générations précédentes. D’autres ont évoqué le droit de choisir (même si cela implique d’abandonner l’idée d’une longue carrière) et d’autres encore ont insisté sur l’importance d’un esprit conquérant et d’un désir brûlant de réussir et d’accomplir n’importe quelle tâche.30 years Only 30 years ago

women were not even allowed to take the examinations for a judicial position in Brazil


Jude Kelly

PLENARY

Women’s Forum Gala Dinner Thursday, 13 October 2011 — 20:00-22:45

Master of Ceremonies: Deanna Oppenheimer, Vice-Chair Retail and

Business Banking, BarclaysKeynote speaker:

Jude Kelly, Artistic Director of the Southbank Centre, London, UK

“The happier we are, the more radiant we will be. And if we are happier we will be great role models for younger women who may look at harassed and angry older women and say, ‘That’s not what I want.’” Jude Kelly

‘‘Jude Kelly, Artistic Director of London’s

Southbank Centre, gave an inspiring and entertaining talk that intertwined

her personal experience with the broader struggle of women’s rights and made links to other groups that are often excluded by mainstream society. She talked about early attempts by her lecturers at university to dissuade her from chasing her dream to become a theater director. Her personal experience led her to learn about female pioneers in the performing arts in England during the late 19th and early 20th centuries, such as Ethel Smyth, Lilian Baylis, Marie Rambert, Ninette de Valois, Annie Horniman and Joan Littlewood. “If I had known they existed, I would have felt less lonely,” Kelly said. “To be a leader of any kind is isolating, and to be a woman leader is doubly so.” Kelly urged participants to tell the stories of these pioneers to others “who may not know their histories.”

hosted by Barclays

2011 - WOMEN’S FORUM ❙ 65You can watch the video of this plenary session on youtube and on www.womens-forum.com

Jude Kelly

Jude Kelly (on stage)

Deanna Oppenheimer, Jude Kelly, Mitsuhiro Yoshimoto

Nicolas Aubert, Dominique Reiniche, Roberto Cirillo

Shirin Ebadi, Olivier Fleurot

Gina Qiao, Philippe AugierDeanna Oppenheimer (on stage)

Jude Kelly, Directrice artistique du Southbank Centre à Londres, a prononcé un discours passionnant et divertissant mêlant son expérience personnelle et le combat pour les droits des femmes, en signalant les rapprochements entre les femmes et d’autres groupes souvent exclus de la société traditionnelle. Elle a évoqué les premiers conseils de ses professeurs d’université tentant de la dissuader de s’accrocher à son rêve de devenir directrice de théâtre. Son expérience personnelle lui a fait découvrir les pionnières dans le domaine des arts de la scène en Angleterre à la

fin du XIXe et au début du XXe siècle, à l’image d’Ethel Smyth, de Lilian Baylis, de Marie Rambert, de Ninette de Valois, d’Annie Horniman et de Joan Littlewood. « Si j’avais connu leur existence, je me serais sentie moins seule, » précise Mme Kelly. « Dans n’importe quel contexte, on se sent seul lorsqu’on est un leader, mais c’est d’autant plus vrai quand on est une femme. » Mme Kelly a encouragé les participants à raconter l’histoire de ces pionnières à ceux et celles « qui ne les connaissent peut-être pas. »


“Jude Kelly knows what it is like to be the only woman in the room.” Deanna Oppenheimer

‘‘Dominique Hériard-Dubreuil, Antony Jenkins

Alexander Baugh, Radhika Jha, David Semaya

Jennifer Hill, Muna Abusulayman

Cécile Bernheim, Philippe Marty

Susan Ness, Ilene Lang

Laurence Peyraut Bertier, Sophie Vernay, Valérie Sauteret

Inès de Dinechin, Jean-Michel Caye, Anne Vaucheret

Molly Ashby, Leila Velez, Philippe Castagnac

Laurence Monnery, Bel Coelho

Christine Albanel, Catherine Pégard, Véronique Morali

Christine Okrent, Sallie Krawcheck, Debbie Bancroft

2011 - WOMEN’S FORUM ❙ 67You can watch the video of this plenary session on youtube and on www.womens-forum.com

“To be a leader of any kind is isolating, and to be a woman leader is doubly so.” Jude Kelly

‘‘Margaret Murphy, Olivia Micallef

Abhishek Rara, Anik Chaumartin, Moira Elms

Véronique Morali, Ellen Gracie Northfleet

Patricia Mitchell, Laure Thibaud

Marie-Françoise Damesin, Véronique Dosdat

Barbara-Ann King, Amit Kanodia, Sue Ashtiany

Anna Saunders, Gillian Reed

Anne Lauvergeon, Christine Albanel

Halla Tómasdóttir, Caroline Guerra, Lorna Rutto, Birame Sock

The Women’s Forum Gala Dinner


INITIATIVE

Women in Media In partnership with Deloitte, voxfemina and media partners Canal+, Lagardère Active, and LinkedIn

Communicate Corner

During the 2011 Global Meeting, participants experienced 45-minute “Meet with” discussions with Women

in Media initiators and specialists from the media sector, on issues such as “Discover the power of a collaborative radio”, “Social networks: new opportunities for women”, “The image of women in the media” and the recent Deloitte study “Women State of the Media Democracy”. They also participated in a side meeting facilitated by Canal+ journalist Florence Dauchez and TV

coaching workshops by i>TELE journalists Nelly Daynac and Isabelle Moreau as well as online personal branding and media coaching workshops with LinkedIn.

Along with its partners, Deloitte, voxfemina, and media Canal+, Lagardère Active, LinkedIn, the Women’s Forum is committed to making this initiative expand internationally in the coming year, to share best practices and innovative solutions which promote gender equality through media.

A l’occasion du Global Meeting 2011, les participants ont pu expérimenter des discussions informelles « Meet With » de 45 minutes grâce aux initiateurs de « Women in Media » et à des spécialistes des médias, sur des questions telles que « Découvrez le pouvoir d’une radio collaborative », « Les réseaux sociaux : de nouvelles opportunités pour les femmes », « l’image des femmes dans les médias » et la récente étude développée par Deloitte « Women State of the Media Democracy ». Ils ont également participé à un réunion facilitée par la journaliste de Canal+ Florence Dauchez, à des ateliers de coaching TV par les journalistes d’I>TELE Nelly Daynac et Isabelle Moreau, ainsi qu’à des ateliers de coaching médiatique et de branding personnel avec LinkedIn.Avec ses partenaires, Deloitte, voxfemina et les médias Canal+, Lagardère Active, et LinkedIn, le Women’s Forum est déterminé à internationaliser cette Initiative dans les mois à venir, de partager les meilleures pratiques et des solutions innovantes afin d’encourager l’égalité entre les sexes à travers les médias.

The Women in Media, a joint initiative between the Women’s Forum, Deloitte, voxfemina and Canal+, was launched in 2010. It is a unique bid to contribute to women’s empowerment in their media monitoring and therefore augment their exposure in the business world and its evolution through the presentation of surveys, case studies and coaching workshops (TV and Media). Building on the success and enthusiasm from this first experience, the initiative was taken to a new level in 2011 and the initial partners were joined by two new media partners, Lagardère Active and LinkedIn. The challenge facing the initiative is to provide each woman with the keys to analysing the importance of her presence in the media, together with practical guidance on a better approach to the different types of media.

communicatewith

by

media partners

furnished by


Florence Dauchez

This Side Meeting provided an excellent opportunity for participants to receive tips and hints on how to prepare for

media interviews, particularly on radio and television.

Florence Dauchez, an award-winning television producer who is known by the general public for her presence in news programs on Canal+ and i>TELE, gave an overview of the way different media operate. She provided practical advice and guidelines for preparing for media interviews, with a special focus on how to be and appear as relaxed and comfortable as possible.

Cette session a permis aux participants d’apprendre des « trucs et astuces » pour préparer des interviews, en particulier pour la radio et la télévision.

Florence Dauchez, productrice de télévision primée, connue du grand public en tant que présentatrice des informations sur les chaînes Canal+ et i>TELE, a donné un aperçu du fonctionnement des médias. Elle a transmis des conseils pratiques et des règles pour préparer des interviews, en particulier comment apparaître le plus calme et confortable possible.

During the Global meeting, participants experienced 45-minute “Meet with” discussions as well as TV and Media coaching workshops.

Finding your media feet Friday, 14 October 2011 – 17:15-18:00

Facilitator : Florence Dauchez, Journalist and Producer,

Canal+, France

communicate with Women in Media in partnership with Deloitte, voxfemina, and medias Canal+, Lagardère Active, and LinkedIn

MY DISCOVERY

Key fact Deloitte’s ‘Women State of the Media Democracy’ unique survey was released exclusively for the Women’s Forum. It sheds a spotlight on women’s use of media and new technologies.

The results come from the International Observatory of uses and interactions of the media carried out by Deloitte Research among people in France, the United States, Canada, Brazil, Germany and Japan.

Women are still underrepresented in the media. To promote gender equality, contribute to the development of women in the media, and ultimately strengthen their role in the professional world, it is important to understand the relationship they have with the media and new technologies.


MY DISCOVERY

The global image of women in the media Thursday, 13 October 2011 — 17:15-18:00

Moderator: Ariane Bucaille, Partner, TMT Leader, Deloitte,

FranceFeaturing:

Deborah Berlinck, Paris Correspondent, O Globo, Brazil Michele Fitoussi, Editorialist Columnist, ELLE Magazine, France Brigitte Grésy, Vice-President, Commission for Women’s Image in the Media, Ministry for Employment and Solidarity of France

Valérie Tandeau de Marsac, President, Voxfemina, France Alison Smale, Executive Editor, International Herald Tribune

Women suffer from a lack of visibility and credibility not only in the French media but also internationally.

Although they account for 51% of the French population, women are featured in only 25% of news items. They are quoted four times less than men and are rarely cited as experts, according to figures released by the Commission for Women’s Image in the Media in 2008 and confirmed in 2010 by the Global Media Monitoring Project. “There is a huge gap between the reality of women in society and how they are portrayed in the media,” said Brigitte Grésy of the French Ministry for Employment and Solidarity.

“It is important to make ourselves visible individually so that we can become visible collectively and increase our sphere of influence.” Valérie Tandeau de Marsac

‘‘

communicate with Women in Media in partnership with Deloitte, voxfemina, and medias Canal+, Lagardère Active, and LinkedIn

Les femmes souffrent d’un manque de visibilité et de crédibilité dans les médias en France et à l’étranger. Bien qu’elles représentent 51% de la population française, elles n’occupent que 25% de l’actualité. Selon les chiffres publiés en 2008 par la Commission sur l’image de la femme dans les médias et confirmés par le Global Media Monitoring Project en 2010, elles sont citées quatre fois moins que les hommes et sont rarement sollicitées en tant que spécialistes. « Il existe un fossé énorme entre la réalité des femmes dans la société et leur représentation dans les médias, » a déclaré Brigitte Grésy du ministère français de l’Emploi et de la Solidarité.


Michele Fitoussi Deborah Berlinck Alison Smale

Brigitte Grésy, Valérie Tandeau de Marsac and Ariane Bucaille

“There is a huge gap between the reality of women in society and how they are portrayed in the media.” Brigitte Grésy

“In an editorial meeting we never say ‘We are women – can we do it?’ We can do everything.” Michèle Fitoussi

‘‘‘‘

ECONOMY

Growing inequality between the world’s haves and have-nots, environmental degradation, the

financial crisis — all these problems are raising questions about the sustainability of the current capitalist model for economic growth. With polls in countries such as the United States and France showing declining support for the free-market system, corporations are facing conflicting demands to address long-term societal problems while ensuring shareholder return through short-term profits. What should be the public responsibilities of firms in a new and uncertain business environment? Should emerging markets accept constraints on consumer-led growth? A lively and sometimes contentious debate involving executives from across the globe revealed a general recognition that business as usual is not an option, and that corporations need to be aware that society is looking to them rather than governments to help tackle some of the greatest challenges facing the world today.

What if there were new ways to address poverty, precariousness and inequality?Friday, 14 October 2011 — 10:45-12:15

PLENARY


Moderator: Tumi Makgabo, Executive Director,

AfricaWorldwide Media, South AfricaOpening Presentation:

Diana Farrell, Director, McKinsey & Company, and former Deputy Assistant to the President on Economic Policy at the White House, USA

Speakers: Noreena Hertz, Professor of Globalization,

Sustainability and Finance, Duisenberg School of Finance, and Associate Director, Centre for International Business and Management, Judge Business School, University of Cambridge (via TelePresence) Ingrid Johnson, Group Managing Executive: Retail and Commercial Banking, Nedbank Group José Lopez, Executive Vice-President, Nestlé Christophe de Margerie, Chairman and CEO, Total

Chandran Nair, Co-Founder and Chairman, Avantage Ventures (via TelePresence)

1.5 billion Number of people around the world who do not have access to electricity

Les inégalités croissantes entre riches et pauvres, la dégradation de l’environnement, la crise financière… autant de problèmes qui remettent en question la viabilité du modèle capitaliste actuel basée sur la croissance économique. Les enquêtes réalisées dans des pays comme les Etats-Unis et la France traduisent une baisse de popularité du marché libre et les entreprises doivent aujourd’hui faire face à des exigences contradictoires les poussant d’une part à se pencher sur les problèmes sociétaux à long terme tout en préservant les rendements pour leurs actionnaires par le biais de bénéfices à court terme. Quelles devraient être les responsabilités publiques des sociétés dans ce nouveau climat des affaires teinté d’incertitude ? Les marchés émergents doivent-ils accepter les contraintes pesant sur la croissance alimentée par la consommation ? Un débat animé et parfois controversé entre des cadres dirigeants de tous les horizons a permis d’établir qu’il n’était plus possible de faire comme si de rien n’était et que les entreprises devaient prendre conscience que la société se tourne désormais vers elles et non plus vers les gouvernements pour relever certains des plus grands défis du moment.

“This world is not as bad we think, there are many things to do but we should not be so pessimistic.”Christophe de Margerie

‘‘


Plenary ❙

“We see disaster unfolding, and it’s our customers who suffer.” Ingrid Johnson

“We’re running into a real crisis of confidence in capitalism. Are we going to step up and take leadership, or let uninformed politicians shape the system for us?”“Nothing short of revamping the social contract between business and society is necessary.” Diana Farrell

“Creating shareholder value now starts with compliance in countries where the firm operates. The key building block of corporate sustainability is to run our operation in full respect of the environment.” José Lopez

Chandran Nair and Noreena Hertz

Diana Farrell José Lopez

Tumi Makgabo‘‘

‘‘‘‘


“We see disaster unfolding, and it’s our customers who suffer.” Ingrid Johnson

“I believe we’re at end of 300 years of exploitative growth. It started by slavery, then colonization, then globalization, then globalized finance pushing us to live beyond our means. That game is over.” Chandran Nair

“Such an outlook fails to account for the potential of technological change to ensure sustainable development. We’re seeing some incredible innovations on the part of business (and) rapid developments in all spheres of science.” Noreena Hertz

C. de Margerie, J. Lopez, I. Johnson and T. Makgabo

Tumi Makgabo

Christophe de Margerie

Ingrid Johnson‘‘‘‘


Angel Gurria

PLENARY

The economy: The question on everyone’s mindThursday, 13 October 2011 — 19:15-19:45

Moderator: Patricia Szarvas, Lead anchor, CNBC Europe

Keynote speaker: Angel Gurria, Secretary-General of the

Organization for Economic Cooperation and Development (via TelePresence)

“The EU should isolate the Greek problem as quickly as possible to avoid contagion and seriously consider the possibility of writing off much of the country’s massive debts.” Angel Gurria

“I’m a warrior, a veteran of the Latin American debt wars, so I can tell you there’s life after debt.” Angel Gurria ‘‘

‘‘The global economy appears to be

teetering towards another recession. Concerns over the sovereign debt

crisis in Europe, pressure to reduce spending and tackle stubborn unemployment in major industrialized countries, and surging inflation in emerging markets have many experts fearing the worse. In

a free-flowing exchange, Angel Gurria, Secretary-General of the Organization for Economic Cooperation and Development (OECD), admitted the short-term economic outlook was gloomy. He offered some frank criticisms of European crisis management and monetary policy, and said banks must accept responsibility for over-lending. He also said advanced economies should “not lose any sleep” over the possibility of inflation rearing its head and should instead focus on the immediate goal of boosting jobs growth. He added that there was “nothing wrong” with a country like Greece going into default when confronted with impossible debt servicing demands.


Patricia Szarvas

“We ended last year pretty optimistic, but the economy has now slowed down. It looks like we’ll be in flat terrain or even in negative patches over the remainder of the year.” Angel Gurria

“Creating jobs today is not only morally and ethically imperative, but also economically fundamental. Education, competition, innovation, these are things keeping growth growing. Without addressing this, any economic program is not credible.” Angel Gurria

“I think the ECB has done an extraordinary job of keeping the financial system in Europe afloat, but the central bank should not lose any slee” over the prospect of inflation rearing its head should rates go down.” Angel Gurria

‘‘

‘‘

‘‘L’économie mondiale semble sur le point de retomber en récession. Les inquiétudes concernant la crise de la dette souveraine en Europe, les pressions pour réduire les dépenses et lutter contre le chômage dans les principaux pays industrialisés et la montée de l’inflation dans les marchés émergents font craindre le pire à de nombreux spécialistes. Lors d’une discussion animée, Angel Gurria, Secrétaire général de l’Organisation de coopération et de développement économiques (OCDE), a reconnu que les perspectives économiques à court terme étaient mauvaises. Il a critiqué franchement la politique monétaire et la gestion de crise européennes, déclarant que les banques devraient accepter la responsabilité du surendettement. Il a également déclaré que les pays développés ne devraient pas avoir peur d’une éventuelle montée de l’inflation mais qu’ils devraient plutôt se préoccuper de doper la croissance de l’emploi rapidement. Il a ajouté qu’il n’y avait « rien de mal » à voir un pays comme la Grèce faire défaut face à des demandes de remboursements de dettes impossibles à satisfaire.

Key fact President Obama’s jobs recovery plan — recently blocked in the U.S. Senate — is a good example of the balance needed between fiscal responsibility and the need to encourage economic recovery and jobs creation. Germany, Brazil, Austria and Turkey also provide examples of countries able to stabilize or reduce unemployment through good policy decisions despite the crisis.


Christina Jordan Dominique Reiniche

SIDE MEETING

Finding the courage to live positivelyFriday, 14 October 2011 — 12:30-13:45

Host Welcome: Dominique Reiniche, President Europe

Group, The Coca-Cola CompanyFacilitator:

Christina Jordan, Founder and Chairman, Evolutionize It, Belgium

Speaker: Kathryn Hall-Trujillo, Founding Director,

Birthing Project USA

People are stressed by today’s crisis, but The Coca-Cola Company sees this as an opportunity and is

overwhelmed by comments about the company’s optimism. Living positively is also built into its products. Taking up the positive theme, Kathryn Hall-Trujillo recounted how she had turned her life around from living in a bus station with two children and no job to entering higher education and founding the Birthing Project USA. Her aim is to bring

well-being to mothers and babies living in disadvantaged communities through story-telling and ceremony. She includes fathers in the process whenever possible, and constantly remembers that the worst day of her life was better than the best day of her grandmother’s. The Birthing Project model has been replicated more than 100 times, and is now offered in Canada, Cuba, Ghana, Honduras and Nigeria, as well as across the United States.

“When there is a crisis you have nothing to lose, and this allows you to be creative. We are overwhelmed by people telling us how optimistic we are.” Dominique Reiniche

‘‘by The Coca-Cola Company


Kathryn Hall-Trujillo

La crise actuelle est une source d’inquiétude mais The Coca-Cola Company y voit une opportunité. Cet optimisme est à l’origine de nombreux commentaires. Les produits du groupe sont caractérisés par cette approche positive. Reprenant ce thème, Kathryn Hall-Trujillo a raconté comment elle, une chômeuse vivant dans la rue avec ses deux enfants, a transformé sa vie pour reprendre ses études et fonder le Birthing Project USA. Son objectif est d’apporter du bien-être aux femmes et aux enfants vivant dans des communautés défavorisées par le biais d’histoires et de cérémonies, faisant participer les pères au processus si possible. Elle n’oublie jamais que le pire jour de sa vie sera toujours meilleur que le meilleur jour de la vie de sa grand-mère. Le modèle du Birthing Project a été reproduit plus de 100 fois et il est désormais proposé au Canada, à Cuba, au Ghana, au Honduras et au Nigeria ainsi que dans l’ensemble des Etats-Unis.

“During rough times, we can find a way of having the courage to turn difficult choices into positive opportunities.” Dominique Reiniche

“I always remember that the worst day of my life was better than the best day of my grandmother’s life.”“Recognizing the role that men play in society, I involve fathers whenever possible. For instance, I explain the negative effect on babies of their mothers taking drugs. Since most men want to have healthy children, this has an effect on them as well.” Kathryn Hall-Trujillo

‘‘‘‘


M. Queisser, B. Coquet and D. Brady

INTERACT SESSION

What do we have to do to save the European social model?Friday, 14 October 2011 — 12:30-13:45

Moderator: Diane Brady, Senior Editor and Content Chief,

Bloomberg BusinessWeek, USASpeakers:

Bruno Coquet, Advisor to the Managing Director, Ministry of Labor, Employment and Health, France Monika Queisser, Head of Social Policy Division, OECD

The European social model of high taxes, extensive entitlements and a wide social safety net is under

scrutiny. “The European social model cannot be saved if that means leaving it as it is,” said Bruno Coquet of the French Ministry of Labor, Employment and Health.To save it, Europe must first stop the economic bleeding. “Anything you do in terms of social or labor policy will be ineffective if the economy is not stabilized and there is no

sign to the markets that Europe can work together,” said Coquet. Beyond that, citizens will need to work more and longer, most analysts agree. Monika Queisser, Head of Social Policy Division at the Organization for Economic Cooperation and Development (OECD), offered greater targeting as a way to better allocate ever scarcer resources for social spending and reach “the right people with the right benefits at the right time.”

“The key is work, work, and more work. That’s the only way to keep the European social model. More people need to work longer. Everybody knows this, but it has not been driven home.” Monika Queisser

‘‘


Monika Queisser

Bruno Coquet

Diane Brady

Le modèle social européen synonyme d’impôts élevés, de droits étendus et d’un important filet de sécurité est aujourd’hui remis en question. « Le modèle social européen ne peut pas être préserver dans son état actuel, » a déclaré Bruno Coquet du ministère français du Travail, de l’Emploi et de la Santé. Pour le sauver, l’Europe doit d’abord stopper l’hémorragie économique. « Aucune mesure sociale ou pour l’emploi ne sera efficace tant que l’économie ne sera pas stabilisée et rien n’indique aux marchés que les pays européens peuvent travailler ensemble, » précise M. Coquet. En outre, la plupart des observateurs s’accordent à dire que les citoyens devront travailler plus et pendant plus longtemps. Monika Queisser, chef de la division des politiques sociales à l’Organisation de coopération et de développement économique (OCDE), a proposé une allocation plus ciblée afin d’améliorer la répartition de ressources toujours plus rares en matière de dépenses sociales pour offrir « les bons avantages aux bonnes personnes et au bon moment ».

“Anything you do in terms of social or labor policy will be ineffective if the economy is not stabilized and if there is no sign to the markets that Europe can work together.” Bruno Coquet

‘‘Key fact 3 phenomena have changed the European landscape for social programs:

1. Slower economic growth and low productivity since the 1970s

2. The aging population

3. The financial crisis.

Youth unemployment remains a sticky issue. Some countries, like Austria, have effective apprenticeship programs that often lead to real jobs, but in France and elsewhere, they are ineffective.

Women's Forum Global Meeting 2011 - Best Of Book (Part 1)

Business

ana paula

ana cristina

ellen gracie

koury lopes

ofce sciences

borges torrealba

guacira de

maria fernanda