Commit to the 25×25 Framework
The 25×25 Framework
A succession and talent planning framework
Pathways to CEO
Central to the 25×25 Framework is the Pathways to CEO analysis. This focusses on Direct Profit Centre Experience roles, and others, which allow people to develop the right leadership skills.
“What 25×25 is really doing is shining a light on the different journeys you can go on; shining a light on what’s possible; and reminding people that it is possible to go to that level.”
Katie Murray
CFO, NatWest Group
“Setting the tone from the top, pushing for culture change, encouraging the CEO to lead from the front and to set targets, and holding management accountable are just some of the ways boards can have a positive impact.”
Sharon Thorne
Global Chair, Deloitte
Ensure women are given the right opportunities at the right time.
Ensure company requirements for roles on the pathway to CEO are reasonable for women.
Plan for future leadership skills, such as digital and others.
ACCOUNTABILITY AND TARGETS
Ensure the right accountability is in place, and that targets are effectively measured.
“Pennon is one of only a handful of top FTSE businesses to have both a female CEO and Chair. If there was ever a time to put gender-balance at senior levels at the top of our agenda and leading by example, then that time is now.”
Susan Davy
CEO, Pennon Group
“My experience is that the most effective teams are made up of people whose backgrounds and ways of thinking differ. bp is pushing hard for gender parity among our top 120 leaders by 2025, which is why I am proud to be an ambassador for 25×25.”
Helge Lund
Chair, bp
Dr Charles Woodburn, Group CEO, BAE Systems
SHARING OF BEST PRACTICES
“25×25 is an important opportunity for companies and other organisations to come together and share ideas around what’s working. I certainly think as a company that we have a lot to learn on this and I know that by talking to other organisations that we can share ideas and hopefully we all benefit from this together.
FOR ALL WOMEN
The language of business can exclude women from different cultural-economic backgrounds. Ensure the processes and procedures work for all women regardless of background.
Rewrite the corporate image by providing new role models.
Find out more about our members’ role models on Members’ Voices.
“For women from more challenged backgrounds, the pathways to CEO are even harder. Here is the opportunity to reshape in an equitable fashion for all.”
Sharmila Nebhrajani
Chair, NICE
You’ll be in good company
Currently, we have 20 members
