WorldWide Drilling Resource

31 WorldWide Drilling Resource ® AUGUST 2015 Analysis of Women in the Global Mining Industry Adapted from Information Provided by Women in Mining UK Women in Mining United Kingdom, WIM (UK), and PricewaterhouseCoopers, LLP released a report, Mining for Talent 2015 , which reviews women on boards in the mining industry between 2012 and 2014. The report is the third and final report by WIM (UK) ana- lyzing gender diversity at the board level of the top 500 international mining companies. This series of reports is the first published analysis of participation by women at the board level in the global mining industry and examines the connection between company per- formance and the presence of women on management teams and boards. The report is the result of a survey of mining industry professionals, of both genders, at the board and senior management levels, highlighting what they perceive to be barriers for women entering the mining industry. Key conclusions from the report include: - Slow improvement in the mining industry. Since the first report in 2012, there has been a slight 3.1% increase of female board appointments to the top 100 global listed mining companies. At this rate, it will take until 2039 for those mining compa- nies to reach the 30% critical mass of women on boards. - Companies with women on their boards perform better. There is a correlation between women on boards and better dividend yield, earnings per share, enter- prise value to reserve ratio, and return on capital employed. - Insight into perceived barriers for women can help progress change. The mining industry has long suggested the lack of women in management was due to a lack of qualified women. According to the study, there are more than enough talented women to suit the wide variety of roles available. The report also highlights six steps companies can adopt to overcome these perceptions and improve gender diversity. 1. Demonstrate leadership commitment to diversity from the very top. 2. Showcase female roles. 3. Form inclusive development programs. 4. Adopt specific mentoring and sponsorship initiatives. 5. Go beyond traditional recruitment methods. 6. Establish systems which promote work-life balance. "0",-" - 0 &' '" &) (*-. -&2"- )! -&2"- )! )/( ", *# ' !"- "1 -"! &.- *'" +")",- , $ &.- &)$- ((",- ((", &.- &0",.",- " .&++&)$ . &'&2",- ' 1 &.- &+" &+"- *'. *) "".% / - * &'" &. *&) ,*! %*.( &' *( 111 &. *&) /-