wHM Magazine - The Official Guide to Women's History Month 2015 ® by Talent Media

2015

100

Anniversary of the Women’s Institute MUMS RETURNING TO WORK: A GUIDE FOR EMPLOYERS WOMEN IN ENGINEERING WOMEN IN THE CITY

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© 2015.Womens History Month is published by Talent Media Ltd. Copyright of all images and articles remains with the publisher unless otherwise stated. All other rights recognised. No material in this publication may be used without prior permission from the publisher. Disclaimer: We cannot accept responsibility for any unsolicited text, photographs or illustrations. Views expressed and included in wHM Magazine by individual contributors are not necessarily those of the publishers. Talent Media would like to thanks: Jessica Chivers, Joanna Rayner, Sarah Shaw, Donna Halkyard and Misty Oosthuizen for contributing to this magazine.

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A Message From The Minister For Women

s International Women’s Day has just taken place I’ve been reflecting on all the huge progress we’ve made in recent years, especially on women and the economy, and the challenges we still face. Here in the UK, we have more women in work than ever before – over 800,000 more than in 2010 – and also more businesses led by women. There are also more women at higher levels of management, with women now making up almost a quarter of top company boards. For the first time, this country has a woman on every FTSE 100 board.

So there have been some real breakthroughs. But there’s still a lot to do and we’re continuing to work closely with business to grow the pool of female talent and remove the barriers that stop women progressing. Hence our measures to introduce flexible working, shared parental leave and tax-free childcare worth up to £2,000 per child. We believe supporting women to fulfil their potential is the key to a fairer, more prosperous future for us all.

On top of this, we recently saw the gender pay gap narrowing to its lowest ever level. And the number offemale millionaires and female higher rate tax payers also rose dramatically and at a faster rate than their male peers in the last year.

The Rt Hon Nicky Morgan was appointed Education Secretary and Minister for Women and Equalities on 15 July 2014.

Women and Equalities Minister Rt Hon Nicky Morgan

She is the Member of Parliament for Loughborough.

100th Anniversary of the WI

This year sees the 100th year of the Women’s institute. We find out how it all began and what the WI still do today.

he WI currently has over 212,000 members in about 6,600 branches.

The organisation began in Stoney Creek, Ontario, Canada in 1897 as a branch of the Farmer’s Institute. Inspired by a talk given by Adelaide Hoodless at a meeting of the Farmer’s Institute, farmers Erland and Janet Lee aimed to bring women from isolated communities together and offered training in home economics, child care and aspects of farming that were traditionally done by women, such as

poultry keeping and small farm animal husbandry. The WI began in Britain in 1915 under the auspices of the Agricultural Organisation Society (AOS). AOS Secretary, John Nugent Harris, appointed Canadian born Madge Watt to set up the first WI meeting in Llanfairpwllgwyngyll on Anglesey, North Wales on 16th September 1915. After forming the first WI, Madge Watt continued to travel the country spreading the word. By the end of 1916 there were 40 branches, and by the end of WW1 there were 199 WIs and 7 regional Federations. In 1916 a sub-

committee, chaired by Lady Denman, was also set up by the AOS to oversee the work of the organisation.

1ST MEETING As the organisation originated during the First World War, its founding principles were to revitalise rural communities and encourage women to become more involved in producing food and keeping the home front united. In 1916, the 24 WIs formed linked up with the newly Women’s Land Army- which had also been formed in 1915 to help the food deficit, and was later headed by NFWI Chair Lady

Gertrude Denman in WW2 – to do war work in rural areas. Many WIs ran small market stalls to help with the urgent need for more food. As a result of the joint efforts, Britain’s food self-sufficiency almost doubled, from 35% in 1914 to 60% by 1918. As well as the national war effort, the WI was also seen as a means of providing work for the women of rural communities to earn some money to help their individual rural economies during the war. The first minutes of the AOS WI sub-committee in December 1915 agreed “That as far as possible some form

of co-operative effort suitable to the district, should be put before each institute from the outset.” In the first NFWI annual report in 1917, there was a full record of all the cooking and craft contributions of WIs to their communitiesincluding jam-making and bottling, storing and cultivating of vegetables, basket and toy-making, the collection of thistle-down for quilts and cushions, linen leagues, needle-work guilds to make items for the poor, as well as demonstrations, competitions and exhibitions. One of the most popular demonstrations

gave instructions in the resoling of shoes with old rubber tires. In 1918 the NFWI set up a trades subcommittee, to investigate and assist in the formation of a trading society. Many WIs set up ‘industries’, for example Ticehurst WI in Sussex who made smocked dresses and jumpers for children, which were then advertised in The Lady. In Warwickshire, members learnt about skin curing, fur craft and glove making; and in Devon members were dyeing, weaving and making socks.

Above: WW2 Fruit Preservation Centre (1940) Fruit bottling demo (1943) Left: Ambulance presented by NFWI (1941)

The resolution process means that members play a central role in defining policy and bringing issues onto the WIâ&#x20AC;&#x2122;s national agenda When the war was over, the Board of Agriculture handed over all responsibility for the formation of WIs to the NFWI, and the Government gave a generous grant for the work though the Rural Development Commission. The Consultative Council was set up, comprising representatives of every Federation and the members of the national executive committee, who

met twice a year. Inez Ferguson was appointed as the General Secretary.

LADY DENMAN (1923) When World War II broke out, Lady Denman was asked by the Minister of Agriculture to become Director of the Womenâ&#x20AC;&#x2122;s Land Army, which she

accepted whilst remaining Chairman of the NFWI. The Home Front war effort that had started during the First World War was quickly resumed, and the WI set up Preservation Centres throughout the country, where volunteers made jam with sugar supplied by the Ministry of Food (12,000,000 lbs of jam in total). They also knitted socks and pullovers for the

Right: Keep Britain Tidy campaign (1954)

soldiers, set up canteens for the troops, raised money for ambulances, established village welfare committees and were helped to organise the evacuation of children from urban areas. In 1943 Queen Elizabeth, her mother-in-law, Queen Mary, and Princess Elizabeth (later Queen Elizabeth II) all became WI members. The WI has been campaigning on issues that are important to women and their communities since its conception in 1915. Every year, WI members put forward a range of issues for national debate at the AGM, which, if passed, go on to become the mandates that form the basis of the organisation’s campaigning

and awareness-raising activities in the years ahead. The resolution process means that members play a central role in defining policy and bringing issues onto the WI’s national agenda. The campaign focuses over the years have ranged from equal opportunities (1922), equal pay (1943), women’s human rights (1999) and trafficking of women and children (2004) to AIDS (1986) and breast cancer screening (1975). We are also founding members of Keep Britain Tidy and the Fairtrade Foundation.

the challenges it now faces are different to those when the organisation was set up in 1915, the WI still plays a very important role in today’s society, which is why women continue to join. The organisation is as relevant today as it has always been because of its continuning aims to campaign on issues that affect women regardless of age; providing women the opportunity to learn new and traditional skills; and enabling women to be at the heart of their community.

As the WI begins its Centenary year, it is particularly exciting to see the continuing relevance of the organisation. Although

â&#x20AC;&#x153;Nothing is more vital to the long-term growth of JPMorgan Chase & Co. than our ability to attract and retain talented and dedicated employees. Success at our firm requires that employees treat clients and customers respectfully and fairly, and stay true to the values embedded in our culture: personal commitment, honesty, teamwork, diversity and community awareness.â&#x20AC;? Jamie Dimon, Chairman and CEO, JPMorgan Chase

About J.P. Morgan J.P. Morgan Chase & Co. is a leader in financial services, offering solutions to clients in more than 100 countries with one of the most comprehensive global product platforms available. We have been helping our clients do business and manage their wealth for more than 200 years. Our business has been built upon our core principle of putting our clients first. J.P. Morgan is part of JPMorgan Chase & Co. (NYSE: JPM), a global financial services firm.

Investing in Women’s Success Diversity is a cornerstone of our global culture, helping us to meet the changing needs of our clients, customers, employees and the communities we serve. Our efforts to promote diversity and inclusion are comprehensive. At our firm, individuals of any background have the opportunity to excel. Women are crucial members of our team at every level, and we work hard to connect them with opportunities inside and outside our organization.

Helping our Female Employees Get Ahead One of the many ways we promote diversity at JPMorgan Chase is through our Women’s Interactive Network (WIN). WIN provides access to tools that enable the retention, development, and advancement of women at all levels of the firm. Last year, WIN hosted over 150 events focused on professional development, awareness of issues affecting women, and inclusive work environments. WIN’s 36 global chapters have more than 18,000 members. JPMorgan Chase launched Women on the Move to help women in the company grow their careers. The initiative promotes dialogue on challenges to professional success faced by women. In its first six months alone, Women on the Move has reached more than 3,000 female employees in 11 cities around the world – from Houston to Hong Kong. The sessions are led by a panel of senior women executives and discussions incorporate women-related employment statistics, firm-wide programs for women, case studies about successful women and a question-and-answer session. Further information about J.P. Morgan is available at jpmorgan.com

Victoria Miles is a managing director on J.P. Morgan’s specialist Emerging Markets trading desk, with specific responsibility for overseeing structured, illiquid and distressed investments across global emerging markets. She also advises J.P. Morgan’s management on trading risks in emerging markets, given her background in many complex frontier markets, and maintains an active dialogue with clients that focus on illiquid emerging market assets. Victoria is also a part-time worker. After the birth of the first of her three children, Victoria moved to a four-day week, looking for more time to spend with her young family.

Q: How did you come to work part-time in your job? A: I moved to a flexible working flexible working arrangement, as I was arrangement in 2003, following the birth of my first son. At that time, I was part of the firm’s corporate research team in Emerging Markets, with a role that already incorporated significant international travel. In many respects, the global nature of the role and frequent travel facilitated a more

not anchored to a desk job in one location. With the arrival of three small children, however, the importance of being able to tailor my schedule in a more flexible way and manage the working week to focus on family responsibilities, took on more importance.

Q: How has the company helped and what types of arrangements are in place? A: My managers at J.P. Morgan have been also led to an increased need for totally supportive of the concept that an employee can deliver in a demanding role while working four days a week. This flexibility has been hugely important in allowing me to combine a fast-paced front office role, a lot of traveling and the demands of a young family. J.P. Morgan operates in a dynamic marketplace. Over the past several years there has been an ever-increasing need for global connectivity which has

flexibility. The firm understands and appreciates the importance of considering such requests and incorporating them as much as possible into our business. Adopting flexible working can offer benefits such as a reduction in absenteeism, extending departmental cover, an opportunity to increase morale and motivation as well as being able to demonstrate commitment to work-life balance.

12J.P. Morgan is a marketing name for JPMorgan Chase & Co. and its subsidiaries worldwide.

Q: What skills are required to make the role successful whilst working part-time? A: I am willing to travel to stay on top ments. It takes trust and commitment of market developments, with a key focus on time management. My role in structured trading is very much transaction focused, which allows me to control my working and travel schedule, allowing time for regular family commit-

on both sides (employee and employer) to advance a part-time arrangement in a competitive workplace, especially in a fast-moving markets environment, but technology advances continue to improve remote communication.

Q: You were recently named in Timewise Foundation’s 2014 “Power Part Time” list. Can you tell us more about this?

A: Timewise Foundation’s 2014 “Power Part Time” list is a roll call of the top 50 business people in the U.K. who work less than the traditional five days a week. The list was published in the Financial Times on December 4, 2014. J.P. Morgan in the U.K. engaged Timewise in 2013 to help explore options in increasing flexible working at the firm.

One of the ways to have a happy and fulfilled work force is to be cognizant of the different ways people want to work, so that we get the best for them and for our clients. Flexible working encourages a more progressive approach when considering opportunities for flexibility in the workplace.

Q: Are there any specific achievements you are proud of? A: From 2003 to 2009, I ran the London and structured finance solutions across corporate bond research team, and co-headed the team on a global basis. In the emerging market corporate bond sector, my teams were ranked number 1 for Eastern European and global emerging markets corporate research from 2005 through 2010. My responsibilities changed in 2010, with a move away from research into fixed income trading, where I now oversee the firm’s investments in illiquid

emerging markets. I have been able to dedicate more time to non-executive duties in emerging markets, most recently as a non-executive director on the supervisory board of microfinance lender Accessbank in Azerbaijan. I am also actively involved in J.P. Morgan’s on-campus recruitment efforts, leading diversity programmes in graduate recruitment.

We’ve still lots to do Ruth Hunt, CEO, Stonewall

quality for lesbian, bisexual and trans women has come a long way.

In 1992, Press for Change launched to lobby for the right of trans people. And in 1997, just five years later, we saw Angela Eagle become Britain’s first MP to voluntarily come out as a lesbian.

It took another six years for the repeal of Section 28 in 2003 – a piece of legislation that banned teachers from talking about lesbian, gay, bisexual and trans issues in schools. And then in 2008 the Human Fertilisation & Embryology Act gave same-sex female parents the right to have both names on their child’s birth certificate.

We’re now in 2015 and, in terms of legal equality, some might say our work is almost done. However, lesbian, bisexual and trans women from all walks of life are subject to discrimination on a daily basis. This discrimination can have a detrimental effect on the mental health and well-being of women – 29 per cent of bisexual women and 18 per cent of lesbians deliberately harmed themselves last year, and half of hate crimes against bisexual women are of a sexual nature. As well as this, in health, we know that many lesbian and bisexual women feel as though their sexuality is a barrier they constantly face. We know that half of lesbian and bisexual women don’t come out to their healthcare professional or GP for fear of unequal treatment. Just 1 in 8 black lesbians and bisexual women say their GP acknowledged their sexual orientation after they came out. This compares with 1 in 4 white lesbian and bisexual women.

For lesbian, gay, bisexual and trans women overseas, the discrimination faced is often even worse. Sex between two women is currently illegal in 50 countries. We’ve seen some particularly violent examples of attacks on trans women across

the world as of late – particularly those of colour. In fact, in the Americas alone we know that one trans woman is killed in a hate crime every 32 hours (IACHR’s Registry of Violence, December 2014). We’ve still got so much left to do.

Stonewall’s international team work with human rights defenders around the world to help them develop the tools they need to achieve change specific to their countries. We’ve spoken to individuals and groups from over 55 countries in the past year. In recent months we’ve worked and had conversations with Indonesian activist

Have you thought about joining Stonewall Women? We meet regularly with our female supporters to exchange ideas and talk about the lived experiences we share (www.stonewall.org.uk/women).

Yuli Rustinawati, Brazilian trans and human rights defender Alessandra Ramos and numerous individuals and groups from across Eastern Europe. In Britain, Stonewall works with over 700 Diversity Champions, enabling their staff to ensure their organisations retain diversity and are inclusive both of employees and customers, service users or stakeholders. We work closely with senior staff members in these organisations who help to create big changes from the top, such as Alison Lowe, Chief Executive of Touchstone, who won Senior Champion of the Year at our WEI Awards 2014. And in education, we work with over 750 schools and 60 local authorities to ensure that teachers are trained to prevent and tackle homophobic bullying both in the classroom and the staff room. Our School Role Models programme sees inspiring individuals, such as Pride in London’s Huma Qazi, visit schools to encourage pupils.

Female role models are vital agents of change for the lesbian, bisexual and trans communities of women. Not only are they inspirational to women who identify them, but they positively represent these groups to individuals who might be unfamiliar with them or hostile towards them. Laverne Cox is a fantastic example of this – creating a platform for trans women to stand up and speak out. Stonewall work with a number of female role models – some who are visible in the media, others as beacons of hope in their local communities. We’re celebrating them, and all the wonderful women who affect change for the LGBT community. They’ve told us about their motivations, inspiration and what role modelling means to them. Professional footballer Casey Stoney told us that it’s her twins that inspire her to pave the way for women and girls in football, and that she wants girls to feel empowered for playing football.

Alice McKee, an LGBT youth worker and Stonewall Youth Programme alumni, tells us that it’s about representing her generation. She said: ‘I’m a big believer in listening to and working with other women, to build something which is for everyone’. We also spoke to our friends abroad, including feminist and international solidarity campaigner Nevin Öztop. Nevin works in the MiddleEast, North Africa and the Balkans and told us that change need not require bravery, but extraordinary strength. She says that change is the ‘immediate and natural reaction of people who have nothing to lose but dignity.’ As our work continues and we venture deeper and further into our communities; it’s women like these who will help us to change hearts and minds. And you can help us too. Learn more about our work at www.stonewall.org.uk. Tell us what you think. We’d love to hear from you.

Making a comeback after maternity leave Jessica Chivers is the author of Mothers Work! How to Get a Grip on Guilt and Make a Smooth Return to Work (Hay House, 2011) and founder of The Talent Keeper Specialists (www. talentkeepers.co.uk) whose clients include Avanade, PayPal, Veolia, Channel 4, M3 and public sector organisations. blankets and bears at that final goodbye lunch and yet I can’t help think the attention is all a bit misplaced. I believe it’s the time a woman makes her professional post-baby comeback that she needs real thoughtfulness, care and attention. In this piece I’m highlighting the information I think the managers and team mates of maternity returners really need to soak up - like a really good nappy. If you’re on maternity leave, or know someone who is, my hope is you’ll stick this under the nose of your manager.

A typical working pregnant woman is flooded with information on the run up to giving birth and colleagues make a huge fuss of her as she goes on maternity leave. She’s awash with booties, bubbles,

The Chartered Institute of Public Relations is at the forefront of work to create more gender equal workplaces and they commissioned The Talent Keeper Specialists to produce a suite of materials to support returners and their line managers at the end of 2014.

They made the information for line managers freely available (the rest is member-access only) and this article largely draws on what we produced for them and I thank them for their forward-thinking and generous approach.

Before Your Colleague Goes On Maternity Leave KEEP AN OPEN MIND ASK, DON’T ASSUME Demonstrate a desire to get things ‘right’ by asking your leaver/returner what she/he would like or needs from you at various stages (e.g. how much and what type of contact whilst he/she is away). Better to ask than assume what your team member’s preferences are. Be on the front-foot and make suggestions about what you

think might be appropriate with the caveat that they are only suggestions and you are keen to hear what he/she thinks. For example, you might say “It could be an option for you to do a phased return over a couple of weeks, what do you think?” You don’t have to have all the answers as a line manager; you just need to demonstrate a commitment to finding them.

AGREE HOW YOU’LL KEEP IN TOUCH The vast majority of women want to maintain contact with colleagues whilst on maternity leave and your team member probably wants more contact with you, her line manager, than you might realise. In a recent study of professional women’s return to work experiences, one in three said they hadn’t had enough formal contact with their line

manger and other colleagues which may account for half of those respondents saying they hadn’t continued to feel part of the wider organisation.

ENCOURAGE KEEP IN TOUCH (KIT) DAYS Your team member can have up to 10 ‘keeping in touch’ or ‘KIT’ days during your maternity leave without bringing her statutory maternity pay or leave to an end. KIT days are a tool to smooth your colleague’s transition from maternity leave to being back at work. Anecdotal reports are that employees who make use of them have an easier return to work - and that’s good for you, the wider team as well as your returning colleague. There’s no prescribed format for KIT days and they can be used to undertake a large range of work-related

activities. See gov.uk for up to date guidance on KIT days.

When Your Colleague Is On Leave BE INCLUSIVE AND SEND SIGNALS YOU’RE LOOKING FORWARD TO HER RETURN Send invitations to away days, team lunches and any other activity your colleague has said she’s interested in and underline that you know her head may well be in another space entirely and it’s acceptable not to respond to your contact. Send your leaver a personal card during the break to remind him/her that you’re looking forward to them coming back. You might also send a copy of Mothers Work! How to Get a Grip on Guilt and Make a Smooth Return to Work by Jessica Chivers (Hay

House, 2011) to reinforce the message ‘I want you back.’ This isn’t a replacement for the formal process of managing a maternity leave, it’s one human being reassuring another in a possibly difficult and uncertain time.

SHARE POSITIVE FEEDBACK Share praise or give recognition whilst your colleague is away for things s/he has contributed to, such as client feedback, internal stakeholder comments, a successful launch of a process/initiative she was

involved in. Equally, when your colleague has returned, regularly remind her of strengths and point to times you’ve seen them in action. Suggest new ways she could use them to give her a stretch and get closer to any career aspirations shared with you.

DISCUSS AND BE OPEN TO FLEXIBLE WORKING Employees who work flexibly are on average, more committed to the organisation than other employees who don’t ‘benefit’ from such

arrangements (see Kelliher & Anderson, 2010). Other research shows those who work flexibly feel grateful and also the need to reciprocate through working harder. A study by Catalyst (2013) found that women in organisations that offer flexible working are 30% more likely to aspire to high-level positions than those at organisations that do not offer flexible ways of working. By highlighting this type of research you’re sowing the seeds to win over a line manager who may

be otherwise reluctant to support flexible working.

CONSIDER COMEBACK COACHING Women who engage in strengths-based coaching with a coach skilled in career transitions report feeling more confident, better able to manage upwards and clearer on what they can do to effect a smooth return to work than those that don’t. Coaching time allows your colleague to talk about their life in the round and create solutions to personal and professional challenges that are not always comfortably discussed with a line manager. Where once coaching was seen as remedial, coaching is now viewed by many coachees as evidence of their company’s belief in and willingness to invest in their development (Skiffington and Zeus, 2003). Does your company offer this? Do you offer out-placement coaching? If you offer the latter but not the former, that’s a good basis on which to talk to HR about comeback coaching - better to plough money into helping someone who’s staying in the organisation than someone who isn’t.

less demands made of her, time spent on different things to ‘business as usual’ for a number of weeks. 4-6 is probably about right). Some organisations have formal transition policies - for example employees at the law firm Morrison & who are returning from maternity leave have a 50% reduction in their targets for the four weeks before they leave and the four weeks after they return.

When Your Colleague Has Returned BE INTERESTED AND EMPATHETIC Ask about life at home and show interest in the family. First thing in the morning and before going home are good times to turn the conversation to life beyond work. Share your own experiences, if applicable, to legitimise your returner’s feelings and experiences. Watch out for exhaustion

and encourage her to leave early in the first few weeks – acknowledge the mental demands of effectively being a new starter on top of coping with broken nights’ sleep. These things are equally relevant to new fathers in your team.

BUILD A PLAN FOR SUCCESS AND SEEK TO USE HER STRENGTHS It’s useful to co-create a written plan of what your returning team member is going to do over the first 90 days. Alternatively, a shorter plan of a month may suit you both better. Reminding her of her strengths and taking into account any preferences she’s signalled about her career direction should be part of this conversation. The key point is that your expectations should be made explicit. Giving your team member this certainty and an opportunity to negotiate - if she thinks it’s under or over stretching - is important.

ADOPT A TRANSITION MINDSET If you’ve not already talked to your team member about her return to work being period of transition (perhaps on a KIT day for example) it’s good to talk about this on day one of her return. Transition simply means a period of adjustment where your expectations of her are different (more leeway,

HAVE WEEKLY OR FORTNIGHTLY 1:1S Research (see Chokkar & Wallin, 1984) shows that performance drops off if line manager-team member 1:1s happen less frequently than once every fortnight - and that there’s not much gained from having them more frequently than that. That might be much more frequently than either of you is used to and now’s a good time to ‘recontract’ and put them in both your diaries for the first three months. Keep talking honestly, making adjustments accordingly and giving praise.

HAVE A BROADER CAREER PROGRESSION CONVERSATION

role she may appreciate you talking about next challenges or stretch assignments.

Keep an open mind and avoid making assumptions about what your team member may or may not want carer-wise. If in doubt, ask. As a line manager you have a role to play in growing your team and ‘growth’ will mean different things to different people. In the early days of her return a woman is likely to be focussed on getting back to feeling competent in the role she’s in rather than thinking about what her next career step might be. However, this can change quickly and when your team member talks about feeling comfortable in her

ABOUT THE TALENT KEEPER SPECIALISTS The Talent Keeper Specialists helps employers keep, retain and develop returning talented and valued employees through workshops, 1:1 comeback coaching and culture-shaping initiatives aimed at line managers. We provide both off-the-peg and tailored solutions through our select team of experienced coaching and talent practitioners. As seen on BBC News, The Daily Telegraph and heard on BBC Radio 4 Woman’s Hour.

Special Policemum Mum of two reaches 25 year milestone with the Special Constabulary time as a Key Account Manager for Alliance Healthcare. As a young Asian girl, Raj wanted to do something different with her life and enhance local relationships between the police and the local Asian community so she decided to join Hertfordshire’s Special Constabulary. She said: “I feel it is so important that our local police force represents the community it serves and through being able to speak fluent Punjabi I have gained the trust and respect of the local Asian community. I thoroughly enjoy policing in Hitchin and would encourage others from minority ethnic backgrounds to do the same by becoming a Special Constable.”

A North Herts Special Constable will reached a significant mile stone in December 2014, having completed 25 years of service with the Constabulary.

18 years of age. Raj has spent her entire service stationed at Hitchin Police Station and she also regularly supports fellow colleagues based in Letchworth, Baldock and Royston.

Special Constable Raj McGlynn joined Hertfordshire Constabulary back in December 20th 1988 when she was only

Raj, who lives in Letchworth with her husband Julian and two sons, Joshua (14) and Ethan (10), in her day job works full

During her time as a Special Constable, Raj has been involved in all manner of duties including being part of the policing team in 2012 when the Olympic torch travelled through Letchworth. She was also delighted to be on duty the day the Queen visited Hitchin in 2012. Raj has also experienced some very challenging times in her role as a volunteer police officer. Only recently when on

SPECIALS IN HERTS All Special Constable have full police powers, uniform and protective equipment and work alongside the regular force. As volunteers, Specials are not paid but expenses are reimbursed. Regular Specials can get involved in a range of policing activities from high visibility patrols around pubs and clubs at the weekend and tackling antisocial behaviour to being called to assist at the scenes of incidents such road traffic collisions, burglaries or assaults. Those with an interest in the countryside and rural issues could be perfect as a Rural Special Constable. Rural Specials are dedicated to the needs of rural communities and have been specially trained to have an understanding of rural issues and the countryside they serve. They work alongside the force’s Rural Operation Support Team (ROST) and local Safer Neighbourhood Teams. If you are 18 or over and want to get involved then Visit www.herts. police.uk/specials and browse the pages to find out more.

public order duty she found herself giving CPR to an elderly gentleman who had collapsed in the street following a heart attack. She administered CPR until the paramedics arrived, but sadly the man passed away. Raj said: “I am delighted and very proud to have reached this milestone of 25 years. There have been many challenges over the years and some very difficult times such as the sad incident with the man who passed away as a result of a heart attack. But I am pleased I was there to try to help him and to have helped many other people over the years from varying backgrounds and with differing needs. “Being a Special Constable has given me an amazing insight into life which I wouldn’t have experienced as a civilian. Overall I am particularly

proud to work alongside my fellow Specials, regular police officers and to be part of an amazing organisation.”

officers’ blogs on the Special Constabulary pages of force website www.herts.police.uk

Head of Hertfordshire’s Special Constabulary Chief Inspector Carl Foster said: “I am very impressed by Raj’s original motivation for joining the Special Constabulary as well as her commitment and dedication to a long distinguished career. We are keen to welcome people from all backgrounds to the Special Constabulary to ensure our police force fully reflects the communities we serve.”

“Being a Special Constable has given me an amazing insight into life”

SPECIALS BLOGS Raj has recently agreed to write a regular blog about her duties as a Special Constable. So if you would like to find out what it is really like to be a Special, you can catch up on Raj’s and other

International gathering of women in policing On 23 August 2015 Cardiff city centre will be filled with a rainbow of uniforms, being worn by upwards of 600 policewomen from all parts of the globe. These women (and a few men!) will be attending the 53rd Annual Training Conference of the International Association of Women Police (IAWP), and the Parade of Nations forms an integral part of the opening ceremonies. This will be only the third time the event has been held in the UK, the previous ones being in Birmingham in 1996 and Leeds in 2005. The IAWP is marking its centenary this year, and this will be celebrated at various parts of the conference. In addition, 2015 also is the centenary of the first woman in the UK to be given a power of arrest, so a double celebration is taking place. We currently have

a research assistant pulling together material for an exhibition on British policewomen, and our American colleagues are doing the same for the IAWP. After the opening day, which ends with an Awards Luncheon at which the IAWPâ&#x20AC;&#x2122;s 2015 Award recipients will be honoured, it will be down to work for delegates, with a wide range of seminars and workshops taking place, 7 at a time, from Monday until Thursday. Topics already confirmed include Laughology, Mindfulness, Ethical behaviour of police officers, Domestic Violence, Sexual Exploitation, Leadership, Nutrition, Coaching and Mentoring. It will not be all work, however, as there is a parallel programme for those not wishing to participate in the

training, which will take them on day trips to local places of interest. In the evenings there will be a Cultural Evening at the stunning Millennium Hall, a Medieval Banquet at Cardiff Castle and our Final Banquet to say goodbye for another year. Attendance is not limited to women directly involved in policing, and you do not need to be a member of IAWP (though attendance is cheaper if you are!). Those attending will be of many colours, faiths, genders and sexual orientations. More information on the conference is available on www.iawp2015. org, and on the IAWP at www.iawp.org.

A third of our officers are female.

A third of our senior officers are female too.

If you’re looking to achieve everything you want to in your career, Hertfordshire Constabulary is the place to do it. By offering flexible working opportunities, a structured promotion process and ongoing professional support, we ensure all our people can achieve their full potential – and have helped make the glass ceiling a thing of the past.There are lots of different ways to build a career with us, whether as a Police Officer, Special Constable, member of Police Staff or volunteer. There are also lots of ways you’ll be supported, such as through Engage, our dedicated women’s support group. Find out more and apply at hertspolicecareers.co.uk

Who Says Girls Don’t Go Into Science! These young women design Space craft and submarines. So, what advice would Britain’s first all women board of young engineers and scientists give their teenage-selves? From an engineer on the Solar Orbiter Mission spacecraft to a naval architect designing submarines, the WISE Young Women’s Board have heaps of advice for their teenage selves – and the thousands of girls flocking to the BIG BANG Science Fair in Birmingham in March. From “I thought I couldn’t be a country singer and work for NASA” to “When I was at school I didn’t know what engineers did” – they’ve all made their own way into engineering. Now the Board are ambassadors for WISE, the organisation which promotes female talent in science, technology, engineering and maths, and they’ve got some great advice for their younger selves. Anna Cheng has a dream job at Intel launching amazing technology to the international media from its first luxury smart bracelet with a sapphire display and semiprecious gems, to Big Data and the Internet of Things. Her advice “I was a shy

nerd. I’m not going to say that high school and my teen years were the best times of my life when in truth, they were some of the most mortifying years of my life. But that’s what I would tell my teenage self, that it’s ok. Who you are in your teenage years doesn’t define you, it is the foundation of who you are going to be in your 20s, 30s and beyond. I would tell her that being curious about science and being great at maths will serve her better in life than sitting at the popular table at lunch, which I wished for constantly.” Lucy Collins, who works for the Ministry of Defence, was the first female civilian to do uniformed sea time in a British submarine. She spent six days as the only woman on board. Now she designs them. But being a naval architect wasn’t her first career choice. She originally wanted to work for NASA and her first piece of advice is “Rise to the challenge and you’ll find yourself achieving things you never even thought possible. I became

a naval architect purely because of one sentence; ‘designing a submarine is more challenging and complex than designing the space shuttle’. I was sold. And I’m not saying it was smooth sailing – I made some mistakes but it didn’t matter – what did matter was that I didn’t shy away from the challenge.” Her second bit of advice is “Have passion for what you do and love it. I’m an engineering ambassador and if I convince even one girl to consider engineering as a career when previously it wouldn’t even have crossed her mind then it will all have been worth it” And the country music? Her granny’s a big fan and she’s just strummed her first song on her local radio station….. so watch this space! Siân Cleaver works on the Sun Orbiter Mission for Airbus Defence and Space. It’s the spacecraft that will travel closer to the sun than any satellite to date. Her advice: “Learn a language. “I was quite

Top row: WYWB co-directors Megan Stowe, Intel Corporation and Sarah Shaw, WISE Campaign Middle row WYWB (left to right): Sally Wood, Royal Mail; Vedika Dalmia, Bloomberg; Harriet Vickers, Durham University Student; Anna Cheng, Intel Corporation; and Emilie Ravel, Rolls Royce Bottom row WYWB (left to right): Hannah Goodall, Network Rail; Siân Cleaver, Airbus Defence & Space; Sasha Roberts, Thales; Keeley Burke, Halliburton; and Lucy Collins, MOD

lucky in that I knew from a young age that I wanted to work in the space industry. I completely missed the fact that the space industry in Europe involves most of the countries in the EU, and so knowing another language opens up so many more opportunities.” Hannah Goodall is a senior engineer with Network Rail and loves her job. She says “Do things that you enjoy doing, not just what you’re good at or what skills you need for a certain job. Figure out the activities and tasks which get you motivated, passionate and engaged. People don’t realise that being an engineer is incredibly creative. I now understand how the skills which are unique to me contribute to how Britain’s rail network operates successfully.” Emilie Ravel works for RollsRoyce in Derby on their Trent aero engines. She is originally from France and speaks fluent English. In school she enjoyed maths and science but didn’t know much about engineering. But when she got to university she discovered a whole new world. “That’s when

I understood that engineering is involved and vital in so many industries ranging from aerospace, the energy sector to sport industries. What I do now isn’t all boiler suits and axel grease; I work in one of the most high-tech, modern offices in the world and yet I can go down to the aero engine test beds and experience the thrill of seeing the world’s most efficient aero engine, the Trent XWB, being put through its paces. It’s so exciting! So my advice is that technology is all about innovation and teamwork so really explore the opportunities out there and you will find a career you have never even dreamed of”. Keeley Burke works in the oil and gas industry for Halliburton. Her expertise lies in developing the next generation of drilling tools that will be used to find the oil and gas fields that will provide us with fuel and power for future years. “When I was younger I loved science and maths but never considered engineering. That was because I didn’t know what it was about or know

any engineers. So my advice is to look wider than just the subjects you can study at school, find out where those subjects can be applied and what other career paths are open to you. In fact – come to the Big Bang Fair and get inspired by jobs you didn’t even know existed.” The WISE Young Women’s Board will be at the Big Bang Science Fair at the NEC in Birmingham on Friday 13th March. For more details contact Caroline le Fevre on 07939 091 259 Or Sarah Shaw, WISE Communications Director on 07545 208 530 www.wisecampaign.org.uk WISE Young Women’s Board

It’s not just toys for the boys

We require enthusiastic graduate engineers with the right credentials to work in the business of safeguarding the UK and its interests. The MoD invests a huge amount of time and resources into the development of its people. Our commitment to encouraging and supporting professional development is one of the main reasons that graduates choose to join us. We are: The Ministry of Defence, Defence Engineering and Science Group. Graduate Scheme: The DESG Graduate Scheme is one of the very best graduate development schemes for engineers and scientists available in the UK and is fully accredited by IMechE, IET, RINA, RAeS, IoP and IMarEST. This amazing scheme offers you many benefits. Please see the DESG website for details! Degree Disciplines required: A multitude of engineering disciplines. Applications: Now open for applications. Apply on-line via our website (click ‘How to Apply’).

www.gov.uk/mod/desg

The MoD is an Equal Opportunities Employer.

WOMEN ON BOARDS â&#x20AC;&#x201C; WHAT DO WE DO? Women on Boards exists to help women make the right connections and career choices to get to board level within their own company or to take on a non-executive board role. We are building the pipeline of board-ready women. There are many different types of boards, all of which need directors or trustees, including charity boards, Public Sector boards & committees, housing associations, sports and education bodies, NHS Trusts - all the way up to FTSE boards. However women are under-represented in all sectors: they are less likely than men to be asked to join a board and many lack information about how to access these roles successfully. We Help By: Building the pool of female board members and role models by providing information, connections and encouragement. This includes our events: - Getting Started: Realising your board potential Workshop: everything you need to know about directorship and how to do yourself justice as a board candidate, whatever point in your career you are starting from; - Boardroom Conversations: insights into board roles in different sectors from active board members, along with a chance to network with other current and future directors; - Board CV Masterclass: a highly practical workshop on how to write an effective Board CV to maximise your chances of getting on the long list, and ultimately to an interview; - Impact & Influence Masterclass: to improve your ability to communicate with confidence in the boardroom. Increasing the transparency of the board recruitment process through our free NED vacancy board and our work with recruiters Our advocacy work around issues affecting women and leadership challenges organisations to know their gender participation data and to set measurable targets where diversity is lacking; In the UK, the Women on Boardsâ&#x20AC;&#x2122; network is over 10,000 strong and growing fast. Since our launch in September 2012, over 1,600 women (and some men) have attended our popular Getting Started: Realising your board potential workshops, we have listed more than 3,000 non-executive board vacancies and we know of around 300 success stories. Our goal is a measurable and sustainable increase in the number of women on boards and in leadership roles across all sectors in the UK. For more information, please see www.womenonboards.co.uk/pathways/

contact@womenonboards.co.uk +44 (0) 7891 294 249 Website: www.womenonboards.co.uk

WOB SUCCESS STORIES Lindsay Law Assurance Manager, Royal Bank of Scotland and member of the Education, Children and Families Committee of Edinburgh City Council Lindsay joined RBS in 2001. Her first role was in Technology Services as a technical analyst and since then she has moved into progressively more senior roles. Lindsay was appointed to the Education, Children and Families Committee of Edinburgh City Council, shortly after meeting the Women on Boards’ team. She was elected to the position to represent the views of parents across the city of Edinburgh in Councilmaintained nursery, primary, secondary and special schools.

“

The encouragement I received from Fiona Hathorn and another Women on Boards member was instrumental in me deciding to take on the role.

”

Tracy Watkinson Director, CFO Program Services, Credit Suisse and NED of Volleyball England Tracy is a successful change management professional in the Investment Banking industry with experience at Credit Suisse, UBS, RBS, Barclays, Deutsche Bank and ABN Amro. After some inspiration from Women on Boards, she has been appointed as a NED at Volleyball England.

“

I attended a City Women’s Network organised WoB breakfast briefing in Nov 2012, where Fiona and Rowena convinced me that although I wasn’t at Board level within my industry, I had transferable skills that would be relevant for a Board role elsewhere. I browsed the WoB website looking for something that I had a genuine interest in, spotted the Volleyball England vacancy, and having played Volleyball seriously as a child and through Uni and then socially in New York, it struck a chord.

I had a go myself at creating a Board CV and sent off the application. Much to my surprise I was invited to interview. This was when I reached out to Fiona for advice. Fiona linked me up with the Head of Governance at UK Sport, who I met with to understand the Sporting Bodies arena. She also linked me up with the CEO for Volleyball England, who I had a call with to understand the challenges and what they were looking for. In addition to the research I also did myself, I walked into the interview feeling as confident as I could be. And I got the position.

”

contact@womenonboards.co.uk +44 (0) 7891 294 249

Website: www.womenonboards.co.uk

WOB SUCCESS STORIES Claire Goldstraw Strategic Head Broadcast Media, Met Office and Trustee on the board of Relate, Exeter and District and Exeter Phoenix After graduating with a PhD from Southampton University, Claire started her career as a scientist working in various universities in the UK and abroad. After 3 years as a post doc in British Columbia, Canada she moved back to the UK and into the public sector. Claire has spent the past 14 years in various stakeholder engagement and business development roles in the Met Office. She currently sits on the boards of two third sector organisations - Relate, Exeter and District and Exeter Phoenix.

“

After hearing about Women on Boards at a woman in business networking event, I did a bit of research and ended up attending a Getting Started: Realising your board potential workshop. It was just great. This very practical training gave me the knowledge and confidence to start looking for opportunities and directly led to the roles I currently hold.

”

Deepti Vohra Senior Manager, PwC UK and Trustee for Gumboots Deepti moved to the UK to study for a Masters 14 years ago. Upon graduating, she qualified as an accountant on PwC’s graduate scheme and has stayed with the firm for 12 years Due to her work in professional services, Deepti regularly attends committees and board meetings, but only as a third party. Her ambition is to sit on a board and drive the direction and strategy. She decided that applying for a charity board at this stage in her career would give her great experience and provide a stepping stone. When Deepti attended a WoB workshop, she realised that she was not too young to get involved as a Trustee and so applied and secured a Trustee role with a local charity called 'Gumboots', a community nursery for children aged up to 5 years.

“

Now it is me sitting at the other end of the table, part of a team responsible and accountable for the running of an organisation and I find it rewarding, thrilling and fulfilling. I realise the skills I have and how I can add value, which I had never fully appreciated until now.

”

contact@womenonboards.co.uk +44 (0) 7891 294 249 Website: www.womenonboards.co.uk

80 PER CENT OF WOMEN SUPPORT MANDATORY GENDER TARGETS An overwhelming majority of women support the UK Government implementing a mandatory target of 40:40:20 gender representation on all public sector boards and committees. More than 1,000 women responded to the WOB survey in October 2014, with 80% agreeing the UK Government should bring in gender targets for public sector boards and committees. A further 75% said the issue was important enough for them to consider changing their vote at the 2015 general election. Q2 Is the issue of equal representation of women in leadership roles in the public sector and government important enough to you to influence which party you vote for? Answered: 1,042 Skipped: 0

No Unlikely Maybe Probably Yes, definitely 0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

10.08%

105

Unlikey

14.97%

156

Maybe

27.54%

287

Probably

22.17%

231

Yes, definitely

25.24%

Total

263 1,042

WOB UK Managing Director, Fiona Hathorn, says the massive response indicated gender representation on boards is a â&#x20AC;&#x153;live issue for political parties in the run up to the 2015 election.â&#x20AC;? WOB UK believes that the Coalition government has been part of the push for change in the boardrooms of FTSE 100 companies, with the board positions held by women rising to 22.8% in 2014. But the Government needs to lead from the front in order to ensure the gains made over the past four years continue.

contact@womenonboards.co.uk +44 (0) 7891 294 249

Website: www.womenonboards.co.uk

80 PER CENT OF WOMEN SUPPORT MANDATORY GENDER TARGETS All political parties should be committing to 40:40:20 targets for gender representation on UK public sector bodies and committees in their policy manifesto. These should be achieved by 2020 or earlier.

“

In my role as Special Adviser for Home Affairs, Justice and Equalities policy to the Deputy Prime Minister, it was clear to me that the lack of proportionate representation of women was an issue that needed a proactive policy across all sectors. Disclosing the current statistics on public sector boards and then setting targets to address problem areas – following the successful example set in Australia – strikes me as a pragmatic, focused approach to helping ensure that public bodies better represent the society they serve

”

VERITY HARDING, PUBLIC POLICY MANAGER, GOOGLE UK

“

Government has a responsibility to lead by example to tackle the under-representation of women across public life. That’s why a Labour Government will back ambitious targets to ensure at least 40% of seats on public sector boards are held by women by 2020 and why Ed Miliband has said he wants 50 per cent of his Cabinet to be women. A Labour Government will govern in the interests of women, from introducing 25 hours free childcare for three and four-year-olds of working parents, or pay transparency to tackle the gender pay gap

”

GLORIA DE PIERO MP, LABOUR SHADOW MINISTER FOR WOMEN AND EQUALITIES

“

As a member of the All-Party Parliamentary Corporate Governance Group, I believe that Government should lead from the front to ensure that the recent improvements in board gender diversity continue. I think that this initiative from Women on Boards outlines a pragmatic approach to keeping up the momentum around recognising and utilizing senior female talent

“

”

MARY MACLEOD MP

Liberal Democrat Business Secretary Vince Cable has driven huge progress on the issue of women on FTSE100 boards. Back in 2010 just 12.5% of top company directors were women, and now that has jumped to 23%. In 2014 we also ended the scandal of FTSE100 companies having all-male boards. There is of course much more to do. The public sector should lead by example, which is where 40:40:20 targets can help. The ultimate goal has to be truly diverse boards in terms of gender as well as other characteristics. We must redouble efforts to make progress on the ‘pipeline’ of talent so more women become executive directors. I’m proud of Lib Dem workplace reforms like shared parental leave – as well as being good for children, fathers taking on more responsibility for childcare will drive more equality in the workplace JO SWINSON MP

”

This initiative is also supported by: The Campaign for Women and Democracy, the Fawcett Society and the Equality and Diversity Forum

contact@womenonboards.co.uk +44 (0) 7891 294 249 Website: www.womenonboards.co.uk

JOIN US Subscribe to Women on Boards A paid subscription to Women on Boards will entitle you to a 30% discount on our events and workshops, personal support with your board profile and interview preparation, full access to the details of our UK-wide board vacancies and discounted offers from related organisations such as the IoD and the Financial Times Non Executive Directors Club. BENEFIT

SUBSCRIBE (ÂŁ120)

Weekly email alert for board vacancies Access full details of board vacancies Advertise a board or committee position on the WOB website Use of My Profile board CV pro-forma Review of My Profile board CV by WOB Make your Profile public to connect with other subscribers Tell us your boardroom success Put forward for board positions via WOB director search Interview support and introductions to directors Opportunity to be profiled across WOB network Access to The WOB Directory and subscriber only publications PROFESSIONAL DEVELOPMENT 30% discount on workshops and 15% on masterclasses Discounts on partner courses and membership NETWORKING EVENTS Attend director lunches and certain limited access masterclasses 30% discount on networking events COMMUNICATION Receive eNews General updates and announcements

To subscribe, go to http://www.womenonboards.co.uk/my/membership/ To register for free go to http://www.womenonboards.co.uk/login_register#register

contact@womenonboards.co.uk +44 (0) 7891 294 249

Website: www.womenonboards.co.uk

ke the pledge ta , lm fi e th h Watc ovement and join the m

City Women Network: A Perspective City Women Network (CWN) is a vibrant community for senior professional women to connect, contribute and grow. Our mission is to be of service to our members as individuals and corporates, and to business in general, in three ways: Connections: Through the rigour of the selection process, CWN provides a high calibre environment for members to make connections and grow their professional networks. Development: CWN is committed to providing events and opportunities to support members in their personal and professional development. Advancement: CWN believes in the economic and business value of gender diversity. CWN is here to help and to add its voice to members and the wider community. CWN members are a diverse group of managing directors, partners, non-executive directors, trustees, members of livery companies, entrepreneurs and women in the management ranks of corporate and public sector companies. CWN has always attracted senior women as individual members, however on an initiative introduced by India Gary-Martin (CWN President 2010â&#x20AC;&#x201C;12) CWN built up its corporate membership. Our current President, Brenda Trenowden continues this work. As the commercial world realises the economic and business value of gender diversity, we work in partnership with our corporate members bringing together the rich blend of erudite, learned and great business people and CWNâ&#x20AC;&#x2122;s active and engaged audiences. Current corporate

“It has been a real privilege to work closely with our corporate members to better understand their businesses and objectives and to help them to provide a complementary programme to their own talent, diversity and client initiatives.” Brenda Trenowden, President CWN members are: ANZ (Australia and New Zealand Banking Group Ltd), BNY Mellon, GE Capital, Jefferies, LV= (Liverpool Victoria), Nomura and SABMiller. Brenda adds, “It has been a real privilege to work closely with our corporate members to better understand their businesses and objectives and to help them to provide a complementary programme to their own talent, diversity and client initiatives. We are also very appreciative of all of the support that they provide to the network in terms of the strong pipeline of members and ‘rising star’ talent as well as sponsorship of the various events. Our relationships with our corporate members are true partnerships.” From its foundations in 1978 by Joni Lysett Nelson and a group of senior women working in financial services and law, CWN is now a thriving multi-sector women’s network playing a leading part in increasing opportunities for female talent in business. From its London base, CWN has successfully grown and broadened its reach, with now over 220 senior women as members; the quality of peer networking opportunities is guaranteed. Diane Morris, CWN member and Past President (2003–06), joined the network on returning to the UK, having worked in the US and Far East. Diane had benefited from women’s networks while working abroad and wanted to replicate that experience. Diane remembers CWN as being a very welcoming place where you could meet like-minded individuals. The network not only fostered friendships but also built business connections.

City Women Network: A Perspective Corporate and individual members all enjoy the professional development events programme. These are carefully targeted at developing and refreshing skills our members need in order to lead in an increasingly dynamic business environment and to support corporate talent programmes. Financial Literacy and Board Readiness programmes are always fully subscribed and rated highly by participants. One of the most notable things about a CWN event is that there is never a shortage of hands going up at the Q&A stage – our members are keen, curious and very engaged. CWN’s annual conferences are planned around a topical business theme, with topight speakers. r th nn al Conference, held on 10 February 2015, addressed one of the most e citing and di c lt b siness challenges today – the digital world. Themed ‘Plugged In … Tuned Out’, CWN brought together some of the great minds thinking about and probing this huge subject. More details about this and other events can be found on citywomen.org. CWN members like to give back not only in supporting fellow members but also with fundraising. Annually, our membership chooses CWN’s Charity of the Year. Monica Fisher, who led the Charity Committee from to , states, e seek to s pport smaller charities aimed at supporting women and children both in the UK and since 2013, internationally. Our committee is very involved in the selection process, taking time to meet nominees and considering the

As we go from strength to strength, CWN believes that collaboration is key to supporting women’s progress. We are keen to grow our membership and continue to partner with other groups who share our goals and interests.

charities’ viability and also the value CWN could add.” Over the past four years CWN has raised nearly £100K spread across four charities – Platform 51, Karma Nirvana, The MicroLoan Foundation and Eaves Charity. But it isn’t all about the money. CWN likes to try and support its Charity of the Year be ond the financial, whether b raising its profile to a larger a dience or with some in kind s pport with financial management,

research and marketing. The CWN ethos of women supporting women really comes to life within our Charity of the Year work. Our main fundraising event is the Gala Dinner taking place annually in September. We attract great speakers and last year, we welcomed CWN members and 686th Lord Mayor of the City of London, Fiona Woolf CBE. This popular event is truly CWN’s most elegant and well-attended evening. C contin es to voice and e ert in ence in business by carefully selecting and nurturing strategic partnerships. Members are often sought out by the media and researchers for expertise regarding both women’s and business issues. We have many members who are authors, speakers and moderators and we have worked with the C ( adio and oda ), C ews, City AM, Sky News, The Financial Times and The Times. We also gave testimony to the Treasury Select Committee’s inquiry into ‘Women in The City’ and participated in Lord Davies’ Review, the recommendations of which have subsequently been implemented and are delivering greater gender balance in Britain’s boardrooms. As we go from strength to strength, CWN believes that collaboration is key to supporting women’s progress. We are keen to grow our membership and continue to partner with other groups who share our goals and interests. f o wo ld like to find out more about connecting, contributing and growing with us, take a look at our website citywomen.org or get in touch – admin@citywomen.org.

Making It Happen: Educating Girls

ducation plays a critical role in building the health and wealth of not just individuals but whole communities and even nations. But, if education is the foundation on which to build a future, millions of girls around the world, 84 million to be precise, are standing on shifting sands, denied access to education. The reasons are varied. For some, itâ&#x20AC;&#x2122;s a sudden catastrophe or war that makes school impossible. For others, itâ&#x20AC;&#x2122;s a deeply ingrained cultural practice that leads to discrimination. Most of the time, it is simply the merciless grind of poverty.

An education has profound implications for girls. Every

year that a girl stays in education will mean that she can earn 20 per cent more as an adult. Being at school lessens the chances of early marriage, teen pregnancy, being trafficked or catching HIV. The effects can even be seen in the next generation. A child born to a literate mother is 50 per cent more likely to survive past the age of five. Itâ&#x20AC;&#x2122;s why Compassion UK is committed to making education happen for girls. Today, through the work of its local church partners, 800,000 girls in 26 of the worldâ&#x20AC;&#x2122;s poorest countries are defying the odds and are sitting at desks. Girls like Maria, whose father sat her down after the Colombian winter rains had

washed away their home to explain that the family could no longer afford to pay for her to go to school. Today, she sits in a classroom with her friends because someone on the other side of the world sponsored her; stepping in to ensure that the rain did not wash away her future with her house. Girls like Febri Anita who, as a small child, had been told by her impoverished parents that they simply did not have the money for her to attend school, but who, because of her sponsor, is now studying at Jakarta University. Girls like Margaret Makhoha who grew up in a rural Ugandan village where it was the custom for girls to marry young and look after the children. With

the help of Compassion and the encouragement of her sponsor, Margaret not only finished her schooling and completed her degree with honours, but now sits as a Member of Parliament. Today she is lobbying for girls just like her to get the opportunity to learn. Compassion made it happen for her, and now sheâ&#x20AC;&#x2122;s making it happen for thousands of girls throughout her nation. If you would like to make it happen for a girl living in poverty, visit www.compassionuk.org

To look at her you wouldn’t know that Paola used to go to bed hungry, afraid of what tomorrow would bring.

EVIE JOHNSON, FROM BRISTOL,

TOLD PAOLA “I’M HERE FOR YOU” Could you do the same? There’s a child like Paola waiting for you to sponsor them.

SPONSOR A CHILD TODAY

www.compassionuk.org 01932 836490 COMPASSION UK CHRISTIAN CHILD DEVELOPMENT 43 High Street, Weybridge, Surrey KT13 8BB Registered Charity No. 1077216 Registered in England No. 3719092

COM100679

The only way is Not only are headteachers getting younger, the number of female school leaders is also on the rise. Despite comprising 60 per cent of the British workforce, women occupy only 1 in 8 (12.5 per cent) of senior management positions in the top 100 British companies (FTSE 100). In contrast, women make up 70 per cent of the teaching workforce, and fill 67 per cent of head and deputy head positions. Men, who fill 30 per cent of all teaching places, occupy a third of all headship positions. Since 2004 TDA has seen a 38 per cent surge in the number of teachers under 45 reaching the top, and a 35 per cent rise in the number of women

becoming secondary school heads. The TDA is encouraging ambitious young graduates and potential career changers to take note of the rapid career progression opportunities available to teachers. According to the TDA’s Graham Holley, “More and more teachers are entering the profession with a wide range of career experience under their belts. We are seeing an increase in young school leaders and this highlights the wonderful opportunity teaching offers in terms of career progression. Younger teachers of both genders are in the position to rise up the ranks, by adapting their professional skills for the classroom.” It’s a trend that looks set to continue. Just under a third

up “Headship has plenty to offer ambitious career changers, from leading a team to critical decision making. It isn’t for the faint-hearted but I would encourage all those swapping the boardroom for the classroom to aim high and keep the top job firmly in their sights as they embark on their new career.”

Women make up 70% of the teaching workforce (in the UK)

(30 per cent) of career-changers interested in becoming teachers already possess previous management experience, making them wellplaced for fast progression. The average teaching salary is also increasingly competitive at £35,000, nearly £10,000 above the national average. Within ten years of becoming a teacher, high flyers can progress to headship and earn up to as much as £112,181 a year. Victoria Purcell, 34, is a former police officer and currently the deputy head teacher at St. Andrew’s CE High School for Boys. Commenting on the findings, Victoria said: “My motivations for becoming a teacher were solely down to wanting to support young people in realising their dreams and potential. I’ve always been highly motivated and I have been fortunate to have been rewarded with a rapid career path, combining my passion for inspiring young people with a successful career as a manager and school leader. “Leading a staff of 65 and a school of 750 students still gives me a buzz every morning, and motivates me to continue looking for new ways to develop my school, staff and my career. I am not surprised head teachers are getting younger – we are passionate, effective manag-

ers who are eager to lead schools in exciting new directions for pupils.” Anyone interested in following in their footsteps should go to www.teach.gov.uk/traintoteach to find out more or to pre-register for a Train to Teach event.

Your Leadership Union As a senior leader in education make sure you’ve got some serious professional and trade N in o in su cre union support 20 bs untase 13 il behind you. Join now and we guarantee no subscription rate increases for two years plus you’ll receive a WRITING A POLICY free copy of Writing a Policy worth £15 09:29

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How to make your policies: • Clear • Concise • Consistent

Ideas for school leadership teams

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Online: www.naht.org.uk/welcome/ join-now Phone: 01444 472414 to speak to the Membership Recruitment Team Email: joinus@naht.org.uk

Benefits of membership NAHT is an independent trade union and professional association representing over 28,500 leaders in education in England, Wales and Northern Ireland across all phases in the 0-19 age range. We support our members through: 0 Education management and employment advice; 0 Legal support; 0 Negotiations on pay, conditions and pensions; 0 Influencing educational policy making across all phases; 0 National and local conferences and local branch networks; 0 CPD training programmes and bespoke consultancy; 0 Publications, guidance documents and personalised website; 0 Access to wide range of value-added services for individual members and schools

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