CLUB 18-70: THE

CHALLENGES OF A

MULTI-GENERATIONAL

WORKFORCE

ONLY 25% OF

EVERYWOMANNETWORK

MEMBERS LOVE THEIR JOB

News from everywoman and our partners, coupled with the latest thinking from the world

of leadership and diversity

WHAT'S NEW AT

EVERYWOMAN?

FOCUS ON

EVERYWOMANCLUB

CHANGING THE FACE OF

GENDER DIVERSITY: WHY

MEN MATTER

09

TAKE A LOOK AT OUR

EVENTS, AWARDS,

ACADEMIES AND MORE

December 2015

That's what we call a result!Welcome to UPDATE, where you'll find news from everywoman and our partners, coupled with the latest thinking from the world of leadership and diversity.

Here’s what we have been up to since our last edition.

In November, everywomanClub had the delight of being hundreds of metres above London at 20 Fenchurch Street with fabulous views of the glittering skyline. Hosted by DWF, we heard from Hilary Ross, an Executive Partner cited as one of the most successful lawyers in the UK. While 57.1% of law trainees are female, just 24.4% make it to senior level. Hilary shared initiatives she is driving to encourage inclusivity within DWF - including how mobile and agile working has made a significant change. You can read more in the everywoman Blog*.

As the world celebrated the first lady of algorithms on 'Ada Lovelace Day', over 100 women in tech came together at IBM for the everywoman Academy: Advancing Women in Technology. During the day we uncovered that only 10% had a career plan. We’re delighted to reveal that following a day jam-packed with workshops and inspiration from some of the industry’s most outstanding leaders, including FDM everywoman in Technology Award winners, 99% of attendees left knowing how to implement their career

plan and ready to reignite their careers - now that’s what we call a result.

This month, we also celebrated the announcement of the NatWest everywoman Award winners at a sparkling ceremony at The Dorchester. This year's winners and finalists are individuals whose tenacity has driven their success, all of them making a mark in their fields. We were blown away by the talent and we’re sure you will be too: you can find out who we crowned our winners online at everywoman.com.

At the everywoman Academy: Advancing Women in Engineering, held at the Royal Academy of Engineering, the reoccurring theme was the need to encourage the next generation of girls. You can read more about it in our article, How online and offline role models can help resolve engineering’s gender gap, as well as:

• The case for men in the gender diversity conversation

• Uncovering the challenges of a multi-generational workforce

We’re also delighted to welcome our new corporate partners BBC and Wood MacKenzie.

We hope you enjoy this edition of UPDATE,

Maxine Benson MBEFounder everywoman

Karen Gill MBEFounder everywoman Page 1*www.everywoman.com/clubeventblog

In each edition of UPDATE, we give you a snapshot of what everywomanNetwork members are thinking. In October’s ‘Stepping Up’ webinars we polled them to see how they felt about their current role and only 25% of respondents said they loved their job.

“Engaged employees are the ones who are most likely to drive innovation, growth, and revenue that their companies desperately need. These engaged workers build new products and services, generate

new ideas, create new customers, and ultimately help spur the economy — generating more good jobs.”і

Engaged employees are critical to business success, according to Gallup’s 'State of the Workplace' report, which gathered data from more than 140 countries on employee engagement and business performance. Employees that love their jobs produce better results. They are the ones “who are involved in, enthusiastic about, and committed to their work and who contribute to their organisation in a positive manner.”Companies know they have to work hard to

keep their workforce motivated, especially as only 13% of the employees surveyed by Gallup described themselves as fully engaged. And while company perks go a long way, the research discovered there’s more to retaining staff members, for example: “If employees feel, among other things, that their supervisor takes a real interest in their development, or offers frequent praise and recognition, they are very likely to be engaged.”

So, 25% of the everywomanNetwork surveyed can be described as fully engaged, but what about the rest? If we break it down, 38% are itching for

a new challenge, 28% are dissatisfied and don’t know what to do about it, while 9% want a career change. These statistics start to make sense once we reveal that 54% of the same members said that their boss didn’t know their career ambitions.

It begs the question, if these respondents were open about their future goals, would as many be seeking a new challenge or be dissatisfied in their current role? Transparency about long-term ambitions can lead to stretch assignments to coincide with their goals and ultimately promotion, but only if they are shared.everywoman’s two-part

‘Stepping Up’ webinar, challenges the talent in your organisation to share their ambitions and put themselves forward for stretch assignments so they can enjoy fruitful and fulfilling careers.

If you are a member of the everywomanNetwork, you can access recorded versions of the webinar onwww.everywoman.com. For more information about membership, please contact membership@everywoman.com.

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Only 25% of everywomanNetwork members love their job

і Gallup’s 'State of the Workplace' report

in

CLUB

SPOTLIGHT ON

Page 3

How online and offline role models can help resolve engineering’s gender gap.

It’s clear why there is so much focus on engineering: just 7% of the workforce is femalei and there’s an expected 2.56 million job openings in the industry by 2022, but a deficit of qualified engineers for the rolesii.

As everywomanClub member Angela Hepworth, the Head of Sizewell C Project at EDF Energy, says, “If we’re going to have the skilled workforce we need, to take forward big infrastructure projects, we need to be able to tap into the skills of the whole population, not just half of it”.

The general consensus is we need more women, with backing from industry bodies and the Government, which is piloting two employer-led projects with WS Atkins and Hyder Consulting to create new skills programmes for new and former female engineersiii.

As a result, the Government’s #NotJustForBoys social media campaign has gained support from the Women’s Engineering Society and WISE to inspire girls to see engineering as a viable career choice and raise awareness of the options available. Meanwhile, the tongue-in-cheek #DistractinglySexy and #ILookLikeAnEngineer hashtag that followed months later, gained the support of hundreds of thousands of women who took to Twitter, Facebook and Instagram to fight gender stereotypes by sharing their story or hilarious workplace selfies – to prove the point there’s nothing ‘distractingly sexy’ about wearing goggles and a lab coat, whatever your gender.

Social media has become a catalyst for social change, frequented with global and local issues that need addressing, but there’s one in particular that keeps on cropping up – the need to address gender imbalance in the science, maths, engineering and technology (STEM) industries.

ANGELA HEPWORTH THE HEAD OF SIZEWELL C PROJECT AT EDF ENERGY

everywoman’s corporate partner EDF Energy’s new social media campaign, #PrettyCurious, has the same premise, dispelling the myths that girls can’t, won’t, or don’t do STEM. The campaign continues to make a difference offline, with an exciting programme of events that introduce girls to women who already enjoy a career in the sector.

In order to make a lasting impression on engineering’s potential recruits, there’s a bustle of activity offline too. At our everywoman Academy: Advancing Women in Engineering, the audience and our speakers agreed that the responsibility lay in their hands, as engineers, to be role models to girls.

“The change starts right here with you, I urge everyone to go to schools, go to your universities and tell them how wonderful engineering is,” said our panellist Commander Sophie Shaughnessy, a Marine Engineer Officer in the Royal Navy for over 20 years. Meanwhile, Helen Wilkes, an

Accessory Business Unite Leader for GE Aviation, who also founded the company’s women’s network said: “Bring them to you. At GE Aviation we have open days where they come to our office, where they can see, touch and feel.”

The key is connecting with girls younger than you’d expect, before they have incorrect notions of what engineering entails: “I speak to girls who think that engineering is men in overalls fixing cars,” said our panellist John Eldridge, Principal Engineer at Cammell Laird and a dedicated mentor.

Like EDF Energy and GE Aviation who see the value in community engagement, our corporate partner Selex is reaching out to students from as early as primary school through to further education. everywomanClub member Kam Perry, Engineering Vice President for Electronic Warfare, said: “I work as part of a team that has actively tried to engage more and more students

that are still at school. Initially we targeted universities which was fruitful and then we targeted secondary schools. What we were finding is the right place to target them is primary schools.”

She adds: “They like solving little problems that actually can solve a much bigger technical problem at a later date. The excitement you see on some of these children’s faces when they solve a problem is inspiring.”

It is reports like these that highlight the need of meeting role models to mobilise female engineers. For some girls, all it takes is an exchange from someone like them to realise a career in engineering is for them, all

they need is a curious mind. While engaging the young focuses on the recruitment need of the future, the current talent pool of women in engineering shouldn’t go unnoticed. With a dirge of women at the top, retaining women is another challenge, and as Angela Piearce knows, the impact of role models for adults shouldn’t go unnoticed: “I’m lucky that EDF Energy is very supportive of providing more opportunities and getting more women into senior roles. We have a fantastic women’s network and I’m very active in attending events and speaking with the women’s network. One of the things I’ve realised is important is that there are senior women in the organisation that can act as role models.”

For those in the know, engineering offers a satisfying career choice. They are proud innovators, problem solvers and creators – it’s these kind of stories we need to keep on sharing, online and offline.

Page 4

“I speak to girls who think that engineering is men in overalls fixing cars”JOHN ELDRIDGE PRINCIPAL ENGINEER AT CAMMELL LAIRD

iTHE INSTITUTE OF ENGINEERING AND TECHNOLOGY, 2013. Skills and demand in industry.

iiENGINEERINGUK, 2015. The State of Engineering. 17th Edition.iiiGOV UK, 2015. Government joins forces with industry to get more women into engineering.

Page 5

Club 18-70: The challenges of a multi-generational workforce

CIPD report on Britain's age-diverse workforce lies somewhere in between, with smart organisations rising to the challenge of a multi-generational workforce sooner rather than later.

So how do companies attract and retain their talent, when they’re trying to appeal to different age groups throughout the ranks? The latest unemployment figures show that there are nearly 1 million young peopleiii and 3 million older peopleiv out of workv, two huge pools of “untapped potential talent that employers are missing out on when it comes to

recruitment”vi. At our partner Santander, where the average age of a new recruit is 28, initiatives are in place to bring the age demographic of the workforce into alignment with that of its customers. “Almost half of our customer base is aged over 50 and 15% of our colleague base is over 50 and that is not consistent,” Santander’s Head of Resourcing, People and Talent, Marcus Lee, shares in CIPD’s study. “We have seen in cases the longer the tenure of a colleague, the better the customer seems to value their experience. We’re looking to hire

people who want to stay with the organisation, but we don’t necessarily get a strong enough pipeline of people who are aged 50.”

A range of recruitment methods are in place, designed to appeal to the widest possible demographic: adverts on social media, traditional job boards and networking groups; referral programmes which allow existing employees and in-branch customers to refer potential candidates; and specialised recruitment drives aimed at those who want a career change, including flexible roles promoted through

the website Mumsnet. On the opposite end of the age spectrum, Santander is just as focused on attracting the 16-24 market. “It’s an excellent pipeline to hire into and we do so with some confidence in that age demographic,” says Lee. Initiatives include apprenticeships in retail banking and financial services, school-leaver programmes for A-Level students, internships, work experience and graduate programmes.

When it comes to retention, Santander is focussed on providing a range of flexible benefits designed to appeal to employees at all life

Page 6

As Generation Z prepares to enter the workforce, Baby Boomers are delaying retirement. The combination of these factors means that for the first time in history, there will be more than five generations working side by side.

An opportunity to “[enrich an organisation’s] diversity of experiences, perspectives, personal values and ideas?”i Or a perfect storm for the business world, whereby “the potential for workplace disruptions is high” , “harmful” even to a company's work environment?ii The answer, according to a

Characterised by discipline and workplace loyalty.

Traditionalists (b. 1900-45)

First generation of the personal computer, hardworking innovators.

Baby Boomers (b. 1946-64)

First generation of the mobile phone, independent free agents.

Gen X (b. 1965–1976)

The social media generation is confident, diverse and inclusive.

Gen Y/Millennials (b. 1977-97)

The Tablet generation is optimistic and has high expectations.

Gen Z/2020 (b. after 1997)

stages. These include everything from iPads and bikes to increased medical coverage and childcare. Flexible working schemes are as likely to appeal to new parents as much they are to those delaying retirement, and managers are challenged to uncover roles that can be successfully performed on this basis.

But who’s in charge?

everywoman partner EY is delving beyond the attraction and retention challenge posed by

a cross-generational workforce, to investigate the unique challenges presented by five generations sharing a workspace. Casting aside the stereotypes that all Millennials are tech-savvy smartphone obsessives and all Boomers are luddites, EY’s report shines a light on how the different generations themselves feel about the shifting landscape.

Gen Y is taking the hot seat, finds the report. Between 2008 and 2013, there was

a significant shift in generation Y and X moving into management roles with 87% of Gen Y managers moving into a management role during this period versus just 38% of Gen X and 19% of Boomer managers. Of those managers, three quarters agree that managing multi-generational teams is a challenge, 77% putting different expectations as the cause, and 72% citing discomfort with younger employees managing older staff members.vii

The good news is that

69% of those surveyed in EY’s external report also work for organisations taking proactive steps to manage the mix. These include accommodations in preferred working styles, team building exercises, formal training in generational differences, cross-generational networks and tailored communications.

It’s perhaps too soon to find a causal effect between so-called ‘generational intelligence’ programmes and a harmonious age-

diverse workforce. But the EY survey points to clear understandings of the benefits of age diversity among employees.

Its survey of those aged 18 to 67 found that Gen X is widely considered the best generation to manage teams and nurture talent. In times of crisis, however, Boomers have the edge, with 48% of employees agreeing they make the best leaders in turbulent times. Gen Y earn points for collaboration, adaptability,

Page 7

Santander’s tips for supporting an age-diverse workforce

1. Be open to new talent pools.

2. Recognise there will be differing opinions in the workplace – how they’re managed makes the difference.

3. Challenge managers across the business to be diversity role models.

4. Recognise that all people perform better when they are valued.

5. Make managers accountable for diversity targets.

entrepreneurship and diversity skills, while Boomers are considered the hardest working generation and come out on top in the team work stakes too.

These results are backed up by CIPD’s survey of British employees, for whom the benefits of a multi-generational workforce far outnumber the potential issues.

Employees across a range of ages appreciate

that different skills and knowledge sets are valuable, both to individuals and organisations as a whole. Age diversity is seen to bring to light different perspectives, and these two points combined are recognised as enhancing the customer experience.

For organisations that place emphasis on formal training programmes and traditional top-down learning, employees

іManaging an age-diverse workforce: What employers need to know, by CIPD (February 2015) ііcio.com/article/3008619/careers-staffing/how-to-manage-a-multi-

offer some advice. “Informal practices are favoured [as] formal practices have the potential to make age diversity into ‘more of an issue’,” reads the report by CIPD. “Mentoring and shared learning were identified as areas that employers should encourage to promote age diversity. [Some] feel that this is an area that their organisation is currently overlooking.”

generational-workforce.html іiіyoung people = 16-24 ivolder people = over 55vMulti-generational Leadership Survey,

by Future Workplace and Beyond (November 2015)viOffice of National Statistics and Department for Work and Pensions (2014)

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viiCIPDviiiThe Generational Management Shift, by EY (September 2013)

THE GENDER OF AGE DIVERSITY

Women across all generations value flexibility slightly more than men (20% v

16%), though men are more likely to “walk away” from an inflexible role (34% v 30%).

Gen X men are more likely to leave if flexibility isn’t offered (40%), followed by

Gen X women (37%), Gen Y men (36%), and Gen Y women (30%).

Gen Y women place the most value on promotional opportunities (16%), followed

by Gen Y men (10%)

48% employees agree baby boomers make the best leaders in turbulent times

40% of generation X men said they were likely to walk away from an inflexible role

77% of managers feel uncomfortable managing teams with different expectations

48% 40% 77%

Page 9

Changing the face of gender diversity: why men matter

Ways men can promote gender equality

3. Speak up about the

ways gender inequality limits boys and men

4. Avoid speaking

on all-male panels

5. Include more women in male-dominant

professional networks

2. Challenge peers and call out sexist

behaviour

1. Take parental leave and flexible working options

“Real change will only happen when men are fully on board.” That’s a key finding of the Women’s Business Council’s report funded by the Government Equalities Office on gender diversity in UK workplaces in 2015i. Urging men to engage in the drive towards equality continues a sea change sparked by the United Nation’s #HeForShe campaign fronted in September 2014 by actress Emma Watson.

Since then, finds the Womens Business Council report, there have been encouraging signs: there are more female, graduates, early-stage entrepreneurs and apprentices than ever before; the rate of female employment and board inclusion is at an all-time high; and the gender pay gap is currently at its lowest on record.

But progress is slow. Based on current rates,

the World Economic Forum estimates global gender parity will not be reached until 2095. That’s another 80 years before all British women have equal economic opportunities (there are currently more men called John running FTSE 100 companies than there are women); and to earn equal pay (the current pay gap means women stop earning on 4th November, relative to men’s annual wages).

The Women’s Business Council calls for “an army of senior male leaders willing and determined to become agents of change”. At everywoman, we’re building a portfolio of male and female Ambassadors, champions of change, in and out of their organisations. We’re providing these executive-level men and women with a far reaching platform from which to showcase the diversity initiatives they’re championing

within their organisations and networks. Together, we can ensure we don’t have to wait four more generations to achieve gender parity in the workplace.

And there is work to be done in all sectors, that’s why we’ve engaged Ambassadors from sectors with a low representation of women such as transport and logistics, technology and construction, as well as those like retail, which has the highest share of female non-executive directors of any industry. At 25.8% it’s double the average and its share of female executive directors is also higher than the average for all industries (8.2% versus 6.2%). While there is much work to be done to bring more female executives to the retail boardroom, the sector is leading the way for other sectors to follow. Dermot Boyd, Chief

Executive Officer, QVC UK says; "I am delighted to support everywoman as an Ambassador. I am pleased that QVC UK has many women in senior positions and that two of our Vice Presidents already serve as 'everywoman in Retail Ambassadors'. I believe that teams function best when they include diverse points of view. This stimulates debate and results in more creative ideas for improvements to our products and customer services. We therefore strive to increase career opportunity for all, irrespective of gender or background."

“Men have been involved in our activities since everywoman launched in 1999, they are our clients, delivery partners, and guests at Awards, Academies and round table events,” says everywoman Co-founder Karen Gill MBE. “By showcasing our Ambassadors’ drive for gender equality we’re highlighting that

not only is it crucial for men to have a voice in the debate, but also that there are many men already doing great things to advance women in business. We believe this will encourage other business leaders to strive for gender equality and ultimately drive the step change required.”

This thinking lay behind the decision by the judging panel of the FDM everywoman in Technology Awards 2015 to welcome nominations from men in the Inspiration category. “There was a time when the only people championing change for women in technology were other women. That’s not the case today. Male leaders recognise the need for more female talent in their organisations and they too have become champions for change,” says everywoman Co-founder Maxine Benson MBE.

Page 10

“The evidence is clear: equality

for women means progress

for all.”

BAN KI-MOONUN SECRETARY-GENERAL

The winner of the Inspiration Award, Ayman Assaf, Head of Strategy & Planning at BP, was honoured for his contribution to promoting the role of women in IT within the company. This includes adapting job descriptions to attract more female applicants and championing initiatives to ensure gender balance in candidate pools. In his acceptance speech he called for urgent change:

“I'm proud to accept this award, but at the same time there is sadness, that we're in the 21st century and there's still an issue with gender balance and diversity to overcome. I'd also like to thank my other boss - it's my daughter - she showed me that girls are just as talented as boys. She taught me to be humble, to say, “I'm sorry, I was wrong”. She started university this year, and by the time she graduates I

hope every woman has the opportunity every man has had for centuries.”

Ayman's employer, BP, sets a good example in a sector where many companies struggle with a major diversity problem. Women account for just 14% of STEM industry workforcesii and only half of female STEM graduates go on to work in roles related to their studiesiii. As an everywoman partner, BP

is championing gender diversity and everywoman Ambassador Ed Alford, VP IT&S Enterprise Systems, says: “Our vision at BP, to engage more girls and women into STEM careers, is being elevated by our partnership with everywoman. I’ve signed up to be an everywoman Ambassador because I believe to be successful in life and work you need balance, and I want to make sure that any legacy I leave

is a balanced workforce and a balanced team, because that’s how you get the best outcomes. Role models are important, being a sponsor is equally important. It doesn’t matter whether you’re male or female. Being an everywoman Ambassador allows me to make a difference."

Ed follows in the footsteps of our inaugural everywoman Ambassador, Larry Hirst, former

Page 11

THE BUSINESS CASE FOR GENDER

EQUALITY IN THE

WORKPLACE

Equalising gender

employment could increase the UK’s GDP

by 35%

This could mean a

£600 billion boost to our

economy

This much money could clear a third

of our national debt

Source: Women’s Business

Chairman of IBM Europe, Middle East and Africa. On learning of IBM’s “incredible” female inclusion rate of just 20%, Larry instigated flexible working for all, which saw new mothers flock back to the organisation, and, over time, more and more men choose flexible working in order to benefit their families.

“From being their first sponsor, to now 15 years later still a committed and active Ambassador, I have never doubted the impact that everywoman has had on the diversity community. Together with pioneering partners such as IBM, they have changed the agenda and as a result, many lives,” he says.

“Diversity brings with it an enormous richness of different views, personalities, thought processes and cultures, which drives success in all dimensions. Why would you not be working with half the group you’ve got to work with in order to find the best you can possibly find?”

everywoman Ambassador, Mace’s Chief Executive Mark Reynolds is working to drive up the number of females in the construction industry, who currently represent just 11% of the workforceiv.

“Mace is an international construction and consultancy company operating in a wide variety of sectors with many different clients. It is therefore a business imperative that our workforce is representative of those clients. The simple fact is that currently we aren’t,

in relation to women. We are committed to changing that by retaining, attracting and recruiting more women. We are really pleased to be working in partnership with the everywomanNetwork on our flagship programme Mace Women of the Future.”

As Professor Michael Kimmel summarises in his TED talk 'Why gender equality is good for everyone'v, gender equality isn’t just fair and right; it’s good for countries, companies and men too. “Those countries that are the most gender-equal are also the countries that score highest on the happiness scale… The more gender-equal companies are, the better it is for workers, the happier their labour force is. They have lower job turnover. They have lower levels of attrition. They have an easier time recruiting. They have higher rates of retention, higher job satisfaction, higher rates of productivity.

“If you listen to what men say about what they want in their lives, gender equality is actually a way for us to get [that]… Young men especially have changed enormously. They want to have lives that are enriched by terrific relationships with their children. They expect their partners, their spouses, their wives, to work outside the home and be just as committed to their careers as they are.”

Are you or do you know a champion of gender diversity? Get in touch to discuss our Ambassadors programme or discover more at everywoman.com/ambassadors.

Page 12

"...my daughter showed me that girls are just as talented

as boys. She taught me to be humble, to say, “I'm sorry, I was wrong”. She started university this year, and by the time she graduates I hope every woman has the opportunity every man

has had for centuries.”

“...I believe to be successful in life and work you need balance... Role models

are important, being a sponsor is equally important. It doesn’t matter whether you’re male or female. Being an everywoman Ambassador allows me to make

a difference."

AYMAN ASSAF HEAD OF STRATEGY & PLANNING AT BP

ED ALFORD VP IT&S Enterprise Systems

іMaximising women’s contribution to future economic growth: Two years on, Women’s Business Council (July 2015) https://womensbusinesscouncil.dcms.gov.uk/the-full-report/

іiWomen in the UK STEM workforce, Labour Force Survey, Office of National Statistics (2015)іiiHESA (2015)

іvThe Women into Construction Project (beonsite.org.uk)vted.com/talks/michael_kimmel_why_gender_equality_is_good_for_everyone_men_included

Book your place at one of our upcoming award ceremonies:

LEADERSHIP AND DEVELOPMENTLeading-edge companies know that gender-balanced groups perform at a higher level. Studies reveal that organisations with inclusive leaders are ‘70% more likely to report capturing new markets and increasing market share.’*

Despite this, many organisations struggle to engage key stakeholders and influencers in their drive for greater diversity and to make headway in their quest for change.

everywoman’s ‘3 focus’ strategy drives this change at all levels. It supports companies to communicate the benefits of diversity across the business and drive higher performance though inclusivity.

To find out more contact Kate Farrow at kate@everywoman.com, or 020 7981 2574.

2016 EVERYWOMAN FORUM: ADVANCING WOMEN IN TECHNOLOGY 23 February 2016 London Hilton, London

www.everywoman.com/events

TO VIEW ALL OF OUR EVENTS GO TO...

EVENTS AWARDS

Page 13

ELEVATING ROLE MODELS IN A VARIETY OF SECTORS.

• 23 February: 2016 FDM everywoman in Technology Awards, London Hilton

• 26 May: 2016 FTA everywoman in Transport & Logistics Awards

FORUM

We'll soon be announcing our everywomanClub events for 2016, exclusively for our everywomanClub members and their guests. To find out more, contact ewclub@everywoman.com

Save the dates: February 10, May 18, September 1

600+ women in tech will come together for a one-day event providing future leaders with tools and techniques, and real-life insight and advice from Emer Timmons, President of BT Global Services UK; Jacqueline de Rojas, Vice President and General Manager at Citrix Systems UK and techUK’s President and many more inspirational leaders in the industry.

We recommend organisations book early to avoid disappointment, as this event was fully sold out last year.

*The Bottom Line, Corporate performance and Women’s representation on Boards, Catalyst

Nominations are open for the FTA everywoman in Transport & Logistics Awards. Don't miss out, nominate today at www.everywoman.com/tlawards

To find out more about how your organisation canget involved, contact Seema on 020 7981 2579 or seema@everywoman.com

These events are exclusively for everywomanClub members and their guests contact ewClub@everywoman.com to find out more.

Contact everywoman: 020 7981 2574 | Visit: www.everywoman.com

Join our growing list of everywomanNetwork corporate partners, including:

3 Brad Street, London, SE1 8TN.