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ABOUT CATALYST
Catalyst is the leading research and advisory organization working with businesses and the professions to
build inclusive environments and expand opportunities for women at work. As an independent, nonprofit
membership organization, Catalyst conducts research on all aspects of womens career advancement and
provides strategic and web-based consulting services globally. With the support and confidence of member
corporations and firms, Catalyst remains connected to business and its changing needs. In addition, Catalyst
honors exemplary business initiatives that promote womens leadership with the annual Catalyst Award. With
offices in New York, San Jose, and Toronto, Catalyst is consistently ranked No. 1 among U.S. nonprofits focused
on womens issues by The American Institute of Philanthropy.
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Catalyst Publication Code D43; ISBN#0-89584-261-0
FOREWORD
The 2005 Catalyst Census of Corporate Officers and Top Earners of the Fortune
500 marks the tenth year Catalyst has tracked women in Fortune 500 corporate
officer positions. While we celebrate this milestone, we find little to celebrate in
the data. Our Census demonstrates that between 2002 and 2005, the
percentage of corporate officer positions held by women increased by a total of
just 0.7 percentage points to 16.4 percent. This rate of increase is significantly
lower than we have seen in previous years, and it is echoed in equally low
increases in all other data we collected. In other words, progress has almost come to a standstill.
This standstill reveals that the vast majority of Fortune 500 companies have yet to understand the
compelling business case for diversity or to take meaningful actions to address it. We find this particularly
surprising since the economic impact of diversity in leadership has become increasingly evident as U.S.
businesses expand into new markets, cultures, and workforces across the United States and around the
world.
In this report, we describe many of the issues that support the business case and show corporate leaders
what they can do to make change in their organizations. As usual, we provide evidence in the form of data
from our rigorous Census of Fortune 500 corporate leadership. This year, however, we have taken several
new steps, including applying a new, more consistent definition of corporate officer, delving more deeply
into the multiple and intersecting effects of race/ethnicity and gender on access to top corporate positions,
exploring industry effects, and interviewing women corporate officers from companies that have shown a
sustained commitment to gender diversity in corporate leadership.
We have also added Viewpoints at the end of each chapter that draw conclusions beyond the data
examined in this report. These conclusions are based on other Catalyst research and our years of
experience working with diversity and inclusion in the workplace. They are meant to provide explanations
and answers to some of the questions raised by the research and to highlight factors that we believe have
contributed to the findings.
We hope the data presented here, the issues raised, and the conclusions we have drawn provide a clear
and cogent call to action to those who have the power to drive positive change for women and business.
With your leadership, businesses can break the standstill and reap the extraordinary benefits of diversity.
Ilene H. Lang
President
Catalyst
TABLE OF CONTENTS
13
19
24
29
36
Acknowledgments
40
Appendix 1: Methodology
41
Appendix 2: Titles of Women Corporate Officers, by Company with Fortune 500 Rank
43
58
Company Revenue
Appendix 4: Fortune 500 Industries, Ranked by Percentage of Women Corporate
63
Officers
Appendix 5: Number and Percentage of Women Corporate Officers, by Fortune 500
65
69
81
Company
Appendix 8: States, Ranked by Percentage of Women Corporate Officers
85
Appendix 9: Fortune 500 Companies with At Least One Top-Earning Woman Corporate 86
Officer: 122
Addendum Notes
89
Also by Catalyst
90
For companies that verified, industries that lost corporate officers between 2002 and 2005 were computer and data services, diversified financials,
hotels, insurance, mail, package, and freight delivery services, and medical products. Industries that gained corporate officers were food services,
transportation, and publishing.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
KEY FINDINGS
Women Corporate Officers and Top Earners
u In 2005, women held 16.4 percent of corporate officer positions, up just 0.7 percentage points from
2002.
u Women held 6.4 percent of top earner positions, up 1.2 percentage points from 2002.
u At the estimated growth trend for the past ten years (0.82 percentage points per year), it will take 40
years for women to reach parity with men in corporate officer ranks.
Women of Color
u Women were almost two and one-half times as likely to hold staff positions (71 percent) as they were
u Women held 9.4 percent of clout titles, up from 7.9 percent in 2002.
u In 2005, eight Fortune 500 companies were led by a woman CEO, up from six in 2002.
u The percentage of women in any category measured did not vary systematically with Fortune 500 rank.
u Women had greater percentages of corporate officer positions in industries where women were 49
percent or more of the total workforce (finance, insurance, real estate, retail trade, and services).
Fortune 500 companies with the highest percentages of women corporate officers experienced, on
average, a 35.1 percent higher return on equity (ROE) and 34.0 percent higher total return to shareholders
(TRS) than did those with the lowest percentages of women corporate officers.2 While this study did not
prove causation, it showed a strong correlation between companies that have diversified their senior
management and companies that performed well financially.
Catalyst, The Bottom Line: Connecting Corporate Performance and Gender Diversity (2004).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
Furthermore, as customers, employees, and suppliers now come from all parts of the world, and the
demographics of the U.S. marketplace and employee base changes, successful companies need to expand
their traditional leadership to include people who can relate to the diversity of the global marketplace. A
diverse leadership team will also help companies attract more diverse employees and remove barriers to
their advancement. Companies that can proactively and successfully harness all of their available talent
will sustain significant advantages over competitors with more traditional leadership teams.
Research suggests that companies that recruit, develop, and advance diverse employees, including women,
make better decisions, produce more marketable products, and retain several key business advantages
over more homogeneous companies.3 Furthermore, we contend that companies that achieve diversity and
manage it well attain better financial results than other companies.4
THE CENSUS RESULTS
Counting the number of women in corporate officer and top earner positions allows us to track the
progress that the largest public companies headquartered in the United States have made in diversifying
their leadership. Over the last decade, many organizations have recognized the need to diversify their
employee base and leadership. Many have hired Chief Diversity Officers and implemented detailed
diversity and inclusion strategies. We applaud those companies.
Nevertheless, our 2005 Census shows that, in the last three years, growth in the percentage of corporate
officer positions held by women slowed dramatically. In 2005, women held 16.4 percent of corporate
officer positions, only 0.7 percentage points more than they did in 2002. Furthermore, the percentage of
corporate officer positions held by women of color stagnated at 1.7 percent.
The failure of Fortune 500 companies to add womenespecially women of colorto their corporate
leadership in the last three years highlights a startling gap between rhetoric and reality. These findings
seem to indicate that few companies have fully grasped how integral diversity is to attaining business
objectives in the current global business environment. We urge companies across the Fortune 500
spectrum to reconsider the business case for diversity and reassess their diversity goals and strategies.
Rosabeth Moss-Kanter, The Change Masters: Innovations and Entrepreneurship in the American Corporation (New York: Simon and Shuster, 1983);
Sarah Moore, Understanding and Managing Diversity Among Groups at Work: Key Issues for Organizational Training and Development, Journal of
European Industrial Training, vol. 23, no. 4/5 (1999): p. 208-217; Poppy Lauretta McLeod, Sharon A. Lobel, and Taylor H. Cox, Ethnic Diversity and
Creativity in Small Groups, Small Group Research, vol. 27, no. 2 (May 1996): p. 248-264; and Gail Robinson and Kathleen Dechant, Building a
Business Case for Diversity, Academy of Management Executive, vol. 11, no. 3 (August 1997): p. 21-31.
4
Catalyst, The Bottom Line: Connecting Corporate Performance and Gender Diversity (2004).
3
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
Catalyst, Women and Men in U.S. Corporate Leadership: Same Workplace, Different Realities? (2004).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
KEY FINDINGS
u In 2005, women held 16.4 percent of corporate officer positions, up just 0.7 percentage points from
2002.
u In the last three years, average growth in the percentage of corporate officer positions held by
women fell dramatically to 0.23 percentage points per year, the lowest yearly gain in the past ten
years.
u At the ten-year estimated growth trend of 0.82 percentage points per year, it will take 40 years for
the number of women corporate officers to equal the number of men corporate officers.
u Women held 6.4 percent of the top earner positions, up 1.2 percentage points from 2002.
Women
Men
Women, 2005
16.4%
(N=1,783/10,873)
83.6%
(N=9,090/10,873)
This year, Catalyst used a new, more precise definition of corporate officer. In previous years, Catalyst allowed companies to define who their
corporate officers were. This year, Catalyst only counted corporate officers who were either board-elected or board-appointed. Bias tests showed
that the resulting change in definition did not appreciably alter the numbers of women and total corporate officers identified. See Appendix 1 or
page 1 for more information.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
In 1995, when Catalyst first collected census data, women held 8.7 percent of all the corporate officer
positions.
Figure 2: Percentage of Fortune 500 Corporate Officer Positions Held by Women, 1995-20057
35%
30%
25%
20%
16.4%
15.7%
15%
10%
8.7%
10.0%
10.6%
11.2%
11.9%
12.5%
5%
N/A
N/A
N/A
2003
2004
0%
1995
1996
1997
1998
1999
2000
2001
2002
2005
Between 1995 and 2005, the percentage of corporate officer positions held by women grew at an
estimated trend of .82 percentage points per year.8 Higher-than-average growth occurred between 1995
and 1996 and between 2000 and 2002. Changes in growth did not appear to be related to changes in the
business cycle. During the last recession, between March, 2001, and November, 2001, the average yearly
growth in the percentage of corporate officer positions held by women was an uncharacteristically strong
1.6 percentage points.9
Table 1: Change in Percentage of Corporate Officer Positions Held by Women, 1995-2005
Year
Change in Percentage
1995
8.7%
1996
10.0%
1.3
1997
10.6%
0.6
1998
11.2%
0.6
1999
11.9%
0.7
2000
12.5%
0.6
2001
N/A
1.6*
2002
15.7%
1.6*
2003
N/A
0.23**
2004
N/A
0.23**
2005
16.4%
0.23**
In 2001, 2003, and 2004, Catalyst did not conduct a census of corporate officers and top earners.
Derived from the slope of the percentage of women corporate officers plotted against the yearly time trend.
9
In 2001, 2003, and 2004, Catalyst did not conduct a census of corporate officers and top earners.
8
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
At the estimated growth trend for the last ten years (0.82 percentage points per year), it will take 40 years
for women corporate officers to match men.10
Figure 3: Projected Growth of Women Corporate Officers, 1995 to 2046
60%
50%
40%
30%
20%
10%
0%
1990
2000
2010
2020
2030
2040
2050
Concurrent with the minor increase in the percentage of corporate officer positions held by women was a
steep decline in the number of total corporate officersfrom 13,673 in 2002 to 10,873 in 2005. While the
total number of corporate officers fell 20.5 percent in the last three years, the total number of women
corporate officers fell by a smaller 16.7 percent in the same time period.
Table 2: Number and Percentage of Women and Men Corporate Officers, 1995-2005
Year
Percentage
Total Number
Corporate
Change
Women Corporate
Officers
Corporate Officers
Officers
Officers
Percentage
Change Men
Corporate Officers
1995
11,241
1996
13,013
15.8%
1,302
33.0%
11,711
14.1%
1997
11,101
-14.7%
1,173
-9.9%
9,928
-15.2%
1998
11,022
-0.7%
1,234
5.2%
9,788
-1.4%
1999
11,681
6.0%
1,386
12.3%
10,295
5.2%
2000
12,945
10.8%
1,622
17.0%
11,323
10.0%
2001
N/A
N/A
N/A
N/A
N/A
N/A
2002
13,673
5.6%
2,140
31.9%
11,533
1.9%
2003
N/A
N/A
N/A
N/A
N/A
N/A
2004
N/A
N/A
N/A
N/A
N/A
N/A
2005
10,873
-20.5%
1,783
-16.7%
9,090
-21.2%
10
Total Number
10,262
979
Derived from the slope of the percentage of women corporate officers plotted against the yearly time trend.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
The average Fortune 500 company had 21.8 corporate officers and 3.6 women corporate officers. As Figure
4 shows, however, more than one-half of the Fortune 500 had fewer than three women corporate officers.
Figure 4: Number of Companies with Zero, One, Two, and Three or
2002
2005
250
200
150
100
96 98
95 99
One
Two
71 67
50
Zero
Three or More
1.7%
(N=115/6,599)
98.3%
(N=6,484/6,599)
African-American women held 5.9 percent of all women corporate officer positions, Asian-American
women held 2.5 percent, Latinas held 2.1 percent, white women held 89.0 percent, and all other
racial/ethnic groups held less than 1 percent.12
11
Data on race/ethnicity was not publicly available. Catalyst gathered this information from 260 companies that agreed to provide it. Data was
collected on men and women corporate officers of the following racial/ethnic groups: White, African-American, Hispanic, Asian-American, Native
American, and Other. To calculate the percentages of women corporate officers of color, we included the 67 Fortune 500 companies that had no
women corporate officers for a total of 327 companies used in this analysis.
12
To gather race/ethnicity data, Catalyst asked companies to provide the total number of women and total number of men corporate officers by
race/ethnic identity by the following categories: White, African-American, Hispanic, Asian-American, and Other.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
7.0%
5.9%
6.0%
5.0%
4.0%
3.0%
2.5%
2.1%
2.0%
1.0%
0.2%
0.3%
0.0%
AfricanAmerican
AsianAmerican
Latina
Native
American
Other
TOP EARNERS
Research documents that men executives continue to earn higher salaries than women executives.13 This
Census highlights the gender salary gap by showing that women corporate officers were far less likely than
men corporate officers to earn one of the five highest salaries at their companies. In fact, in 2005, only 145
(6.4 percent) out of 2,250 corporate officer top earners were women.14
Figure 7: Percentage of Fortune 500 Top Earner Positions Held
Women
Men
93.6%
(N=2,105/2,250)
In 2005, 378 companies had no women corporate officers among their top five earners, down from 393 in
2002. In 2005, the number of companies with at least one woman top earner was 100, up 3 from 2002.
The largest increase came in the number of companies with two women top earners, which grew from nine
companies to 21 between 2002 and 2005. However, just like in 2002, there was only one company with
three or more top earners who were women.15
Marianne Bertrand and Kevin Hallock, The Gender Gap in Top Corporate Jobs, Industrial and Labor Relations Review, vol. 55, no. 1 (October 2001):
p. 3-21. See also Robert G. Wood, Mary E. Corcoran, and Paul N. Courant, Pay Differences Among the Highly Paid: The Male-Female Earnings Gap in
Lawyers Salaries, Journal of Labor Economics, vol. 11, no. 3 (July 1993): p. 417-441.
14
Companies publicly report their top five earners. In cases where the top earner was not also a corporate officer, he or she was not included in our
analysis. We counted 2,250 top earners who were corporate officers in 2005.
15
See Appendix 9 for a list of companies with at least one woman corporate officer top earner.
13
10
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
2002
2005
More Women Top Earners, 2002 and 2005 NE 500 COMPANIES WITH WOMEN BOARD DIRECTORS
500
450
400
393 378
350
300
250
200
150
97 100
100
50
21
0
Zero
One
Two
Three or More
CATALYST VIEWPOINT
Steep Declines in Growth Are Troubling
Women are substantially underrepresented in top management positions in Fortune 500 companies. Given
womens education levels, expertise, experiences, and commitment to the labor force, we expected to see
women progressing to the top levels and salaries in much greater numbers.
q In 2004, women earned more than 57 percent of all four-year college degrees.17
q In 2004, women earned 41.1 percent of master of business degrees.18
q In 2004, women earned 34.8 percent of M.B.A. degrees.19
q In 2005, 37.2 percent of managers were women.20
q In 2005, women made up 50.6 percent of the managerial and professional workforce.21
t These women have the expertise and capability to move into corporate officer positions.
q More women are working than ever before: 59.3 percent in 2005.22
q Mothers with young children are more likely to be in the labor force today than they were 20
years ago.23
16
Bureau of Labor Statistics, Current Population Survey, Annual Averages (2006). The number of women in the labor force has increased more than
50 percent in the last 25 years.
17
National Center for Education Statistics, Digest of Education Statistics, 2005 (2006).
18
National Center for Education Statistics, Digest of Education Statistics, 2005 (2006).
19
The Association to Advance Collegiate Schools of Business (AACSB), Overview of U.S. Business Schools, 2004-2005 (2006).
20
Bureau of Labor Statistics, Current Population Survey, Annual Averages (2006).
21
Bureau of Labor Statistics, Current Population Survey, Annual Averages (2006).
22
Bureau of Labor Statistics, Current Population Survey, Annual Averages (2006).
23
Bureau of Labor Statistics, Employment Characteristics of Families, (June 9, 2005); Bureau of Labor Statistics, Women in the Labor Force: A
Databook (May 2005).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
11
With this level of representation at work, why are only 16.4 percent of corporate officers women?
u Catalyst research suggests that many stereotypes hold women back from top positions.24 Common
u Other barriers Catalyst research shows contributing to womens slow advancement include:25
q Lack of access to informal networks
q Lack of mentors
in corporate America, and demonstrates the need for increased attention to the elimination of these
barriers.
q Few companies are taking full advantage of all their employee talent.
24
25
12
Catalyst, Women Take Care, Men Take Charge: Stereotyping of U.S. Business Leaders Exposed (2005). Catalyst, Connections that Count: The
Informal Networks of Women of Color in the United States (2006).
Catalyst, Women in U.S. Corporate Leadership: 2003 (2003); Catalyst, Women and Men in U.S. Corporate Leadership: Same Workplace, Different
Realities? (2004).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
KEY FINDINGS
u Women held 10.6 percent of line positions, up 0.7 percentage points from 2002.
u Women held 21.1 percent of staff positions, up 0.7 percentage points from 2002.
u Women were almost two and one-half times as likely to hold staff positions (71 percent) as they were
u Women held 9.4 percent of the highest executive titles, up from 7.9 percent in 2002.
u Eight companies in the Fortune 500 were led by a woman CEO, compared with six in 2002.
26
27
International Labour Office, Key Indicators of the Labour Market (Geneva, Switzerland: International Labour Office, 2004).
Augusto Lopez-Claros and Saadia Zahidi, Womens Empowerment: Measuring the Global Gender Gap (Geneva, Switzerland: World Economic
Forum, 2005).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
13
Women
Men
Staff 2002
20.4%
Staff 2005
21.1%
79.6%
78.9%
Line 2002
9.9%
90.1%
Line 2005
10.6%
89.4%
0%
20%
40%
60%
80%
100%
While men corporate officers were only slightly more likely to hold staff positions (52 percent) than they
were to hold line positions (48 percent), women were almost two and one-half times as likely to hold staff
positions (71 percent) as they were to hold line positions (29 percent).
Figure 10: Percentage of Line and Staff Corporate Officer Positions, by
Line
Staff
Gender, 2005
100%
80%
29%
48%
60%
71%
40%
52%
20%
0
Women
Men
28
14
Chair: highest-ranking director in a corporations board of directors. Vice Chair: the second-ranking director in a corporations board of directors who
also served as corporate officer.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
In 2005, women held only 9.4 percent of these highest corporate titles, up from 7.9 percent in 2002.
Figure 11: Percentage of Clout Titles Held by Women, 2005
Women
Men
9.4%
(N=224/2,383)
90.6%
(N=2,159/2,383)
Only eight Fortune 500 companies (1.6 percent) were led by women CEOs, up from six (1.2 percent) in
2002. However, in 2005, there were no Fortune 100 companies led by women CEOs, down from three in
2002.29
Table 3: Women CEOs as of March 31, 200530
Company
Company Name
Rank
Name
Year Woman
Became CEO
128
Rite Aid
Mary F. Sammons
2003
132
Xerox
Anne M. Mulcahy
2001
247
Lucent Technologies
Patricia F. Russo
2002
278
Avon Products
Andrea Jung
1999
321
Reynolds American
Susan M. Ivey
2004
424
Mirant
S. Marce Fuller
1999
435
Marion O. Sandler
1963
467
Pathmark Stores
Eileen Scott
2002
From 2002 to 2005, the percentage of clout titles held by women rose from 7.9 to 9.4 percentage points,
an increase of 1.5 points. This was double the 0.7 percentage point increase of women corporate officers
from 15.7 percent to 16.4 percent during the same period.
This means that women entered the highest ranks of corporate leadership at a faster rate than they
entered the overall corporate officer pool. This could have occurred for two reasons. First, companies may
have recruited women from outside their companies directly into clout titles. Second, companies could
have moved women up the executive ranks internally and at the same time replenished their lower-level
executive ranks with proportionally fewer women corporate officers from either within or outside the firm.
The Fortune 100 women CEOs in 2002 were Carleton S. Fiorina of Hewlett-Packard Company (Fortune rank 28 in 2002); S. Marce Fuller of Mirant
(Fortune rank 52 in 2002); and Patricia F. Russo of Lucent Technologies (Fortune rank 76 in 2002).
30
Eileen Scott resigned from Pathmark Stores on August 24, 2005; as of September 30, 2005, S. Marce Fuller was no longer CEO of Mirant as part of
that companys reorganization; Brenda Barnes was named CEO of Sara Lee on February 10, 2005, but she did not officially become CEO until July
3, 2005.
29
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
15
This trend extends back to 1997, when Catalyst first began to count clout titles. Between 1997 and 2005,
the percentage of clout titles held by women rose from 3.0 to 9.4 percent, or 6.4 percentage points. At the
same time, the percentage of women corporate officers increased from 10.6 to 16.4 percent, for an
increase of 5.8 points.
Table 4: Percentage of Clout Positions Held by Women and Men, 1997-2005
Year
Total Number
Total Number
Women as a
Men as Percentage
Clout Title
Women Clout
Holders
Title Holders
Title Holders
Holders
1997
1,728
51
3.0%
1,677
97.0%
1998
2,184
83
3.8%
2,101
96.2%
1999
2,249
114
5.1%
2,135
94.9%
2000
2,488
154
6.2%
2,334
93.8%
2001
N/A
N/A
N/A
N/A
N/A
2002
2,412
191
7.9%
2,221
92.1%
2003
N/A
N/A
N/A
N/A
N/A
2004
N/A
N/A
N/A
N/A
N/A
2005
2,383
224
9.4%
2,159
90.6%
Although the data shows women moving into clout titles at a higher rate than into corporate officer
positions overall, even within clout titles occupational segregation is evident. Women held a higher
percentage of Senior Executive Vice President and Executive Vice President positions than they held of the
even more elite positions. At the same time, men held higher percentages of the highest titles than they
did of the lower titles.31
Overall, companies with higher percentages of women corporate officers also had higher percentages of
women in clout positions.32
31
In cases where an officer held more than one title (e.g., President and COO), only the highest title was counted.
Correlation coefficient between share of women corporate officers and share of women in clout positions was a positive and significant 0.487, which
means that every 1 standard deviation increase in the share of women corporate officers was associated with a 0.487 percentage point increase in
the share of women in clout positions.
32
16
Table 5: Percentage of Clout Positions Held by Women, by Title, 2002 and 2005
Total Number
Number Women
Percentage Clout
Clout
in Clout Positions
Positions Held by
Positions
Women
2002 2005
2002 2005
2002 2005
Chair Only
85
71
Vice Chair
132
110
2.3
6.4
CEO
502
502
1.2
1.6
President
155
139
4.5
2.9
COO
93
76
3.2
2.6
SEVP
69
57
12
17.4
12.3
EVP
1,376 1,428
160
196
11.6
13.7
Total Clout
2,412 2,383
191
224
7.9% 9.4%
CATALYST VIEWPOINT
Occupational Segregation Persists
Throughout their careers, women are tracked into staff jobs that prevent them from acquiring the results
and knowledge that are necessary for the highest advancement and salaries.
assumptions about:
q Whereas men may be promoted to staff positions to accumulate experience and network
capital before being promoted to higher line positions, women promoted into staff positions
are often left there without adequate and appropriate continued attention to career
development.
u Occupational segregation also contributes to the small number of women top earners.
q Women are less likely to be employed in higher-paying clout positions than men are.33
q When more women hold more line positions, there will be more women top earners.
u The more women corporate officers there are at a company, the greater the likelihood that women
q When there are more women corporate officers, there will be more opportunity for diverse
Marianne Bertrand and Kevin Hallock, The Gender Gap in Top Corporate Jobs, Industrial and Labor Relations Review, vol. 55, no.1 (October 2001):
p. 3-21.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
17
u To stay competitive, global companies need women in clout positions who can actively shape
company strategies.
q To achieve success, a companys talent pool at the top must reflect employees, customers,
and suppliers.
q Few companies have taken advantage of the opportunities diverse employees can provide.
18
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
KEY FINDINGS
u Women of color held only 1.7 percent of all corporate officer positions at the 327 companies for which
u Of the 195 Fortune 500 companies that verified race/ethnicity data in both 2002 and 2005, the
percentage of corporate officer positions held by women of color increased just 0.3 percentage points.
u Women of color corporate officers held just 1.0 percent of top earner positions.
34
To gather race/ethnicity data, Catalyst asked companies to provide the total number of women and total number of men corporate officers by
racial/ethnic identity by the following categories: White, African-American, Hispanic, Asian-American, and Other.
35
Race/ethnicity analyses included only the 260 companies that verified race/ethnicity data. The totals include percentages for Native Americans and
those who did not identify a particular race (listed in Figure 12 as Other).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
19
Men
Women
3.0%
2.6%
2.5%
2.0%
1.7%
1.5%
1.5%
1.1%
1.0%
0.4%
0.5%
0.4%
0.4%
0.2%
0.0%
0.1%
0%
AfricanAmerican
AsianAmerican
Latina/o
Native
American
Other
For the 195 companies that verified race/ethnicity for our Censuses in both 2002 and 2005, the number of
women of color corporate officers grew by only 0.3 percentage points, from 1.8 percent in 2002 to 2.1
percent in 2005.36 More specifically, the percentage of African-American women corporate officers did not
change between 2002 and 2005, while the percentages of Asian-American and Latina women corporate
officers each rose 0.1 points.
Figure 13: Race/Ethnicity of Women Corporate Officers, 2002 and 2005
2002
2005
2.5%
2.1%
2.0%
1.5%
1.8%
1.2%1.2%
1.0%
0.4%
0.3%
0.5%
0%
36
20
AfricanAmerican
Women
AsianAmerican
Women
0.3%
0.4%
0.0% 0.1%
Latinas
Other Women
Total Women
of Color
For this time trend analysis, we used the 195 Fortune 500 companies that verified race/ethnicity data in both 2002 and 2005. In 2002, Catalyst did
not collect information on men of color.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
Management,
Professional, and Related
Occupations
Corporate Officers
African-American
6.0%
5.0%
1.1%
Asian-American
2.0%
2.6%
0.4%
Latina
5.2%
3.3%
0.4%
African-American
5.4%
3.1%
2.6%
Asian-American
2.3%
3.3%
1.5%
Latino
8.0%
3.1%
1.7%
Women
Men
37
Bureau of Labor Statistics, Current Population Survey, unpublished data (2006). Catalyst used the broader Bureau of Labor Statistics management,
professional, and related occupations category to measure the percentage of women in the managerial workforce instead of the more narrow
management, business, and financial operations occupations because the former category includes both lawyers and accountants, which are
potential pipeline occupations to the executive level. Nevertheless, all women of color were still underrepresented when compared with the
narrower category, which does not include the woman-dominated teaching and nursing professions.
38
Racial/ethnic differences in pre-labor market factors, such as education and family poverty, may underlie the occupational differences observed for
Latinas.
39
Bureau of Labor Statistics, Current Population Survey, unpublished data (2006). African-American and Hispanic men were each 3.1 percent of the
management and professional workforce, while Asian-American men were 3.3 percent. Men of all racial/ethnic groups, except white, were also
underrepresented as corporate officers when compared with their percentage of the narrower management, business, and financial operations
occupations.
40
Women and men of color labor force rates and management, professional, and related occupations rates are from the Bureau of Labor Statistics,
Current Population Survey, Annual Averages and unpublished data (2006).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
21
22
Percentage of Men
Top Earners
African-American
20
0.2%
1.6%
Asian-American
12
0.7%
1.0%
Latina/o
15
0.1%
1.2%
Native American
0.0%
0.2%
Other
0.0%
0.1%
12
50
1.0%
4.1%
White
73
1,092
5.9%
89.0%
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
CATALYST VIEWPOINT
Growth for Women of Color is Stagnating
Multiple and intersecting barriers of race and gender continue to unfairly limit women of colors executive
management advancement.
u The negligible growth in women of color corporate officers seems to indicate that barriers identified
q The concrete ceiling does not allow women of color to see themselves at the top.
q Lack of access to influential colleagues keeps women of color out of essential networks and
q Lack of mentors prevents women of color from obtaining the advice, connections, and
q Lack of high-visibility assignments prevents women of color from demonstrating their many
q As customers, employees, and suppliers increasingly come from different parts of the world,
women of color who reflect the new demographics will have a significant advantage in
tapping into new markets, workforces, and supply chains.
q As birthrates decline in many parts of the world, it is imperative to take advantage of all
q As global companies open offices in more countries, a diverse workforce that reflects the
41
Catalyst, Advancing African-American Women in the Workplace: What Managers Need to Know (2004); Catalyst, Advancing Asians in the
Workplace: What Managers Need to Know (2003); Catalyst, Advancing Latinas in the Workplace: What Managers Need to Know (2003).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
23
KEY FINDINGS
u Fortune 500 rank was positively related to the percentage of women with clout titles.
u Women had greater access to corporate officer positions in industries in which women were 49
percent or more of the total workforce (finance, insurance, real estate, retail trade, and services).
u The retail trade industry had the highest percentage of women top earners and women in clout
positions.
Average Percentage
Women Corporate Officers
F1-100
28.0
4.9
17.5%
F101-200
20.8
3.3
15.7%
F201-300
19.1
2.9
15.3%
F301-400
21.8
3.7
17.1%
F401-500
19.0
3.0
15.9%
F500 Average
21.8
3.6
16.4%
Further, no clear relationship was found between Fortune 500 rank and share of women top earners, or
women in line or staff positions.
24
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
Table 9: Percentage of Women in Top Earner, Line, and Staff Positions, by Fortune 500 Rank, 2005
Top Earners
Total Top Earners
Number of Women
F1-100
453
28
6.2%
F101-200
461
28
6.1%
F201-300
447
33
7.4%
F301-400
455
27
5.9%
F401-500
434
29
6.7%
2,250
145
Total
F500 Average
6.4%
Line
Total Positions
F1-100
Number of Women
1,352
151
11.2%
F101-200
836
70
8.4%
F201-300
775
73
9.4%
F301-400
1,021
129
12.6%
F401-500
860
90
10.5%
4,844
513
Total
F500 Average
10.6%
Staff
Total Positions
Number of Women
F1-100
1,452
339
23.3%
F101-200
1,240
256
20.6%
F201-300
1,135
219
19.3%
F301-400
1,163
244
21.0%
F401-500
1,039
212
20.4%
Total
6,029
1,270
F500 Average
21.1%
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
25
However, Fortune 500 rank was positively related to the percentage of women in clout title positions:
Compared with the lowest ranked companies, higher-ranked companies had higher percentages of women
in clout positions. This was mainly a result of Fortune 100 companies having relatively large percentages
of women in Executive Vice President positions.
Table 10: Percentage of Women in Clout Positions, by Fortune 500 Rank, 2005
Total Positions
Number of Women
Percentage of Positions
Held by Women
F1-100
571
70
12.3%
F101-200
521
47
9.2%
F201-300
490
45
9.2%
F301-400
435
34
7.8%
F401-500
366
28
7.7%
2,383
224
Total
9.4%
F500 Average
INDUSTRY
The data showed large differences in the numbers of women in top leadership positions in different
industries. Industries in which women were 49 percent or more of the workforce had higher-than-average
shares of corporate officer positions held by women.42 In the FIRE,43 retail trade, and services44 industries,
women accounted for 55 percent, 49 percent, and 61 percent of the total labor force, respectively,45 and
held 17.6, 19.9, and 19.3 percent of the corporate officer positions, respectively.
Table 11: Percentage of Corporate Officer Positions Held by Women, by Industry, 2005
Percentage Women
Percent Women Employed
Corporate Officers
in Industry
Industry
Construction
13.6%
9.6%
FIRE
17.6%
55.3%
Manufacturing
12.9%
30.0%
9.6%
12.8%
Retail Trade
19.9%
48.7%
Services
19.3%
60.5%
15.7%
23.5%
Wholesale Trade
16.2%
28.7%
16.4%
33.6%
Mining
42
Women were at least 49 percent of the workforce in both 2000 and 2005 for these industries. Bureau of Labor Statistics, Current Population Survey,
unpublished data (2001 and 2006).
43
FIRE stands for financial services, insurance, and real estate.
44
Services include professional and business services, education and health services, leisure and hospitality, and other services (e.g., salons, dry
cleaners, funeral homes).
45
Bureau of Labor Statistics, Current Population Survey, unpublished data (2006).
26
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
Women held a higher-than-average percentage of clout positions in the FIRE and retail trade industries.46
Table 12: Percentage of Women in Clout Positions, by Industry, 2005
Percentage Clout Titles
Industry
Held by Women
Construction
2.3%
9.6%
12.3%
55.3%
Manufacturing
3.7%
30.0%
Mining
5.0%
12.8%
13.6%
48.7%
Services
8.1%
60.5%
8.0%
23.5%
Wholesale Trade
7.7%
28.7%
9.4%
33.6%
FIRE
Retail Trade
The retail trade industry had the largest percentage of top earners who were women, followed by
wholesale trade. Women had the highest share of line positions in services, followed by retail trade and
then FIRE. Women were overrepresented in staff positions in all industries except mining.
Table 13: Percentage of Women Top Earners, Line, and Staff Positions, by Industry, 2005
Top Earners
Line
Staff
Percent Women
Industry
Employed in Industry
46
Construction
3.4%
6.7%
18.5%
9.6%
FIRE
6.4%
11.0%
22.8%
55.3%
Manufacturing
4.4%
6.8%
17.9%
30.0%
Mining
2.7%
1.7%
14.2%
12.8%
Retail Trade
8.8%
15.4%
24.4%
48.7%
Services
6.8%
16.0%
22.0%
60.5%
6.7%
8.9%
20.2%
23.5%
Wholesale Trade
8.4%
8.1%
22.8%
28.7%
6.4%
10.6%
21.1%
33.6%
These industry advantages were not an artifact of company rank. In a regression with the percentage of clout titles held by women as the dependent
variable, there were significantly more clout titles held by women in the FIRE and retail trade industries even when Fortune rank was included in
the regression.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
27
CATALYST VIEWPOINT
For Women in Executive Leadership, Fortune 500 Industry Matters
u Catalyst research has found that women managers in male-dominated industries suffer the effects
of gender stereotyping more than women managers in industries with more equitable distributions
of women and men employees.
q Men who report to a woman in male-dominated industries are more likely to perceive
women as inferior problem-solvers than men with women managers in other industries.47
u The organizational culture of some industries may also present extra challenges to women in those
industries.
q Historical norms, expectations, and practices create and sustain barriers that prevent women
from advancing.
u Companies in industries in which women represent at least 49 percent of the workforce (e.g., retail
trade, FIRE, and services) have successfully mirrored their customer bases.
q These companies have significant numbers of women employees, women managers, and
q As more women become middle managers and professionals, more women are making
business purchasing decisions; these decisions are often driven by diversity considerations
(e.g., corporate general counsel offices insisting that their outside law firms be more diverse).
uTwo primary motivations have led these companies to take serious actions to include women in their
leadership ranks.
q They want to address existing markets more effectively by better reflecting the population of
consumers.
q They want to expand into new markets with new demographics, and they need a more
q Catalyst Award winners, such as BP p.l.c. and Shell, have been recognized for their diversity
initiatives.
47
28
Catalyst, Women Take Care, Men Take Charge: Stereotyping of U.S. Business Leaders Exposed (2005).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
KEY FINDINGS
u Women corporate officers used a variety of strategies to achieve success within their companies,
including: being committed to building the corporate business; developing effective relationships with
coworkers; working well on teams; and learning from others within the corporation.
u There are several steps that sustained-commitment companies have taken, and that other companies
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
29
I really look at what drives the business, and contribute to what drives the growth of the
business.
Another woman concurred, stating:
Im very committed to achieving what you set out to achieve. And if you make a commitment
to the organizationto your peoplethat is truly a commitment. So that sort of focus and
resolve to make important things happen in an organization, I think thats one thing [that has
helped me advance when others have not].
48
49
30
Irving Seidman, Interviewing as Qualitative Research: A Guide for Researchers in Education and the Social Sciences (New York: Teachers College
Press, 1991): p. 4.
Catalyst guaranteed confidentiality to the corporate officers interviewed for this research. Because of the relatively small number of women in the
sample, Catalyst does not disclose identifying characteristics in relation to the women or quotations cited here.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
In addition to focusing on the business at hand, almost one-half of the women corporate officers also
mentioned their ability to assemble effective teams and build solid relationships as key to their
advancement. One woman noted:
Ive been able to work effectively through people, to understand other perspectives, to be able
to build consensus, or at least [get people to] buy in to the right decisions, and then, over time,
to be able to manage people and lead an organization and get them committed to a vision.
Likewise, another woman stated:
Youre only as good as the people who work with you. So, I feel like my success is not only my
own ability, but largely the ability of the people Ive developed and created and nurtured around
me to make a great organizationnot just what I can personally do, but what we can do
together.
A few women corporate officers also named the ability to look and listen as another effective tool used
in their advancement. According to one woman:
I've always been a student, always recognizing that you can learn something from everyone
good things or not-so-good things. [Its] really just tapping into people who have succeeded and
have gotten good results and listening to how theyve done it.
Other strategies women corporate officers used to advance their careers included:
u building trust and demonstrating integrity;
u going above and beyond the assigned roles and responsibilities to develop new programs or make
WORK-LIFE QUALITY
We also asked the women corporate officers what choices, trade-offs, and changes they made to achieve
their success. In response, the women most often stated that they proved that work was a priority for
them, usually as it related to their personal lives. One woman stated:
I dont necessarily have the most balanced life. I wont say my identity is my work, but its
certainly a large part of what I do.
Several of the women emphasized this view and stated that in order to prove they were fully committed
to their jobs and their companies, they: sacrificed time with their families, and time for themselves; chose
not to have children; or immediately returned to work after the birth of a child. One woman mentioned
that she moved frequently, sometimes simply to retain her position, and at other times to advance her
career.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
31
I dont have one-stop shopping ... I dont turn to the same people [for advice every time],
because I take a pulse and a calibration as to whos going to give me the most relevant
information for what I need to know, and theyre not always the same people.
As evidenced by the data, an array of mentors provided advice and critical information about corporate
norms and rules to these women. This support was critical in helping these women advance their careers.
LEVERAGING ADVERSE CIRCUMSTANCES
Catalyst also explored the barriers these women corporate officers encountered as well as failures they
experienced in their careersand the concomitant lessons that came with those experiences. The most
common theme that emerged from responses to this question was that of being passed over for
promotion. A few of the women corporate officers we interviewed named this as a failure or barrier they
had experienced. One woman told her story of this failure in the following way:
I think [one of the barriers] has been this sort of disease that a lot of companies probably
experience, where the person on the outside always looks a lot better than the people on the
inside that you know ... [My boss once] brought in [a man] at the same level as me, but then
there was a level to which I aspired to be promoted. [My boss] knew this, but he promoted the
newer person, who was completely undeserving of it And this was just not acceptable [to
me]. So, I sat down with [my boss], and I explained how this was affecting me, and I wanted
to know what I needed to do to get there. He laid out a project that he thought would be a good
one for me to take on. He said if I would accomplish that, then he would promote me. My code
word for the project was broomstick because I thought of it as bringing back the broomstick
of the Wicked Witch of the West. And thats exactly what happenedI brought back the
broomstick and I got the promotion. [The new guy] crashed and burned, and left.
32
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
For another corporate officer, her failure to be promoted was not a result of the grass is always greener
logic. Instead, she was passed over for promotion in favor of a woman from her own company. By her
account:
I was crestfallen. I was like, What did I do wrong? You know, this is such an affront to me.
Should I leave? But I had a discussion with [my boss], and at the end of the discussion I said
to him, Well youve obviously made your choice And so I have two ways to handle this
news: I can either deal with it and move on and make it work, or I can leave. And Ill decide. I
chose to stay.
What is evident from this quotationand what the women corporate officers emphasized when
discussing how to deal with barriers and failuresis that barriers must be handled in a constructive way.
The experience of a woman of color corporate attorney illustrates this point:
Ill never forget the day I went to moderate a customer dispute. I was waiting for the
attorney to return from lunch, and I was sitting there with my two clients, two white guysI was
in the middle and they were on either sideand the lawyer walked in the door and said to the
salespeople, because he knew both of them, So, I thought you were bringing your lawyer? Well,
I chose to use that to my advantage [and consequently] he never regained his equilibrium. So, I
could have sat there and said, How dare you? I am the lawyer! And what I did was, I just waved
at him. I said, They brought me. And he never could regain his composure. Well, I settled that
very nicely. You know, it was a subconscious thinghe was embarrassed the entire meeting! So
I could sit there [and] let that sap my energy and choose to be really hostile, frankly, and instead,
I just chuckled to myself and said, Go ahead and underestimate me. I just used that to my
advantage.
As evidenced by the fact that all of these women have become corporate officers, it is clear that the
hurdles these women faced were just thatbarriers faced and overcome at a specific moment in their
careers. These barriers did not preclude their rise to the top of the corporation. Instead, these women
leveraged these moments to build and refine their leadership skills.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
33
I think people [on the leadership team] are a little bit more open [because I am there]. I think
people want to know where they stand. People want to know how they're doing. People dont
want things to be sugarcoated, and as painful as some things may be, people respect and
appreciate honesty [Im] direct, but fair, honest, and respectful.
COMPANY PRACTICES AND GOALS: SUSTAINING COMMITMENT
A portrait of the experiences of women corporate officers at sustained-commitment companies would not
be complete without a look at the companies themselves. We asked women corporate officers about
particular acts, company policies, and practices that allowed these companies to be successful in
advancing women. Women corporate officers noted that to sustain growth of women in corporate
leadership, three basic requirements must be met.
1. Commitment across levels and time
Its with the succession planning, looking at your early talent, your key talent, and moving them
through the grade levels to ensure you have women in leadership positions. So its an ongoing
process, and one that starts with women at lower levels and looks at how to bring them up into
higher levels, as well as looking for women outside the organization whom you can recruit.
50
34
Catalyst research has shown that both women and men in corporations view men leaders as better at influencing upward. Interestingly, women
corporate officers here named influential communication as their primary strength with respect to the leadership team. While influencing others
differs slightly from influencing upward in that the former focuses primarily on peers, the fact that the women sampled here viewed their influence
as notable seems contrary to the perceptions of many women and men in corporate leadership. See Catalyst, Women Take Care, Men Take
Charge: Stereotyping of U.S. Business Leaders Exposed (2005).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
[It truly is] part of the DNA [Our CEO will] say, Where are your women on the leadership
team? [Once] in a foreign country, the comment was, We dont have to track that under the
law here. And [the CEOs] response was, I didnt ask you what the law requires. Im telling you
what [this company] expects.
CATALYST VIEWPOINT
Sustained-Commitment Companies Allow Women to Succeed
Sustained-commitment companies realize that diverse leadership is not just nice, but necessary for a
company to succeed and be sustainable.
u Most of these companies have diversity programs in place that reflect the major categories of the
q Business Rationale
q Senior-Level Leadership
q Accountability
q Communication of Initiative
q Replicability
q Originality
q They monitor their diversity and inclusion numbers with the same rigor and serious
accountability as they use when monitoring their revenue, profit, and market-share numbers.
u Sustainable-commitment companies operate under a true meritocracy.
q When barriers exist, women and others waste time, energy, and resources trying to remove
the barriers, effort that could be spent more productively benefiting the company.
q When barriers exist, women are in effect removed from the pool of talent from which
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
35
The numbers in the 2005 Census of Corporate Officers and Top Earners of the Fortune 500 are bleak.
Although women did increase their share of corporate officer and top earner positions relative to 2002,
the increases were minimal and the decline in growth from previous Censuses was drastic. This decline is
surprising, considering that women accounted for 46.4 percent of the labor force, 34.8 percent of all
M.B.A. recipients, and 50.6 percent of the managerial and professional workforce.51 In addition, a large
number of companies have instituted diversity and inclusion policies that aim to increase the retention and
advancement of women.
Figure 14: The Catalyst Pyramid: U.S. Women in Business
e
Th
t
Ca
ys
al
1.6%
F500 CEOs
S.
U.
9.4%
F500 highest titles
:
id
am
yr
tP
6.4%
in
s
es
sin
Bu
50.6%
en
16.4%
F500 corporate officers
om
W
14 .7%
Management, professiona
46.4%
U.S. labor force
Fortune 500
This Census demonstrates that there is a considerable amount of work that needs to be done before
Fortune 500 companies become meritocracies. Few companies have been able to remove the barriers that
prevent women and other diverse employees from achieving the same successes as white men. Across all
Fortune 500 quintiles and industries, companies that harbor barriers to the retention and promotion of
women will miss opportunities that womens expertise, skills, and knowledge could bring to decisionmaking processes. These lost opportunities will certainly lead to competitive disadvantages in the global
marketplace.
51
36
Bureau of Labor Statistics, Current Population Survey, Annual Averages (2006) and The Association to Advance Collegiate Schools of Business
(AACSB), Overview of U.S. Business Schools, 2004-2005 (2006).
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
CALL TO ACTION
Gender diversity in the workplace is supported by a compelling business case that argues for the health
and sustainability of the organization. Certainly a 35.1 percent higher return on equity (ROE) would be very
attractive to any CEO.52 CEOs and senior leadership know they can create tremendous change in their
organizations by modeling and demanding desired behaviors. Its up to CEOs and senior leadership to take
the next steps.
1. DEFINE THE BUSINESS CASE FOR DIVERSITY AND INCLUSION
In the United States, demographics in the marketplace and employee base are changing dramatically.
In order to be successful, companies need to be an employer of choice. Companies that can attract,
retain, and promote diverse employees will expand the talent pool available to them at all levels. A
larger talent pool will mean a greater likelihood of success in the marketplace.
At the same time, new customers, employees, and suppliers now come from all parts of the world,
and it is important that leadership at companies with global presence reflect this reality. Breaking into
new markets, understanding different employee cultures, and negotiating with non-U.S. suppliers
often requires a deep knowledge of country-specific work styles, expectations, and practices. A diverse
leadership team is more likely to have this knowledge, and, therefore, success, than a homogeneous
team.
2. DEMAND DIVERSITY
Organizational change will only come when it is clear that CEOs and senior leadership believe
diversity is integral to the achievement of key business goals. CEOs must demand diversity and lead
with actions that demonstrate the business importance of diversity. A prime example of leading with
actions is for CEOs to demand and support diverse slates, diverse selection teams, and diverse
outcomes when executive positions are filled. Although Boards must approve all corporate officers,
we know that they generally support the candidates CEOs recommend. CEOs who recommend diverse
candidates to their Boards demonstrate their commitment to diverse leadership teams, and the rest
of the organization will take note.
3. BREAK THROUGH STEREOTYPES
Catalyst research shows that stereotyping of women is a key barrier to womens advancement. In
particular, men managers perceive themselves as much better problem-solvers than women
managers. However, meta-analysis of more than 40 studies on leadership shows there are few
differences between women and men in workplace behavior and style.53 Clearly, actions, results, and
merit should determine advancement in the workplace, rather than stereotypic perceptions.
52
53
Catalyst, The Bottom Line: Connecting Corporate Performance and Gender Diversity (2004).
Alice H. Eagly and Blair T. Johnson, Gender and Leadership Style: A Meta-Analysis, Psychological Bulletin, vol. 108, no. 2 (September 1990): p.
233-256.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
37
To break through stereotyping that might otherwise pigeonhole womens talents, examine and look
beyond your own stereotypes and the stereotypes that are potentially propagated by your leadership
team. Dont insist that women spend their valuable energies on disproving stereotypes. Alternatively,
dont penalize women whose behaviors dont fit stereotypes. Most importantly, dont let assumptions
based on stereotypes limit your expectations of women and what they can contribute to your
organization.
Eliminate double standards that may become evident in the performance review process. For
example, women are often penalized for lack of good citizenship, while men are not. At the same
time, men often receive credit for good citizenship, while women do not. When a woman is penalized
for a certain behavior, ask her manager if the same behavior is acceptable from men. Challenge
managers who make vague comments such as Shes not the right fit or She has sharp elbows to
cite rigorous gender-neutral facts to support their claimsthese types of statements are often code
for biases.
4. EXPECT THE BEST
Instead of assuming what women cant do at work, provide opportunities for women to prove what
they can do. Have high expectations for their contributions, and challenge them with meaningful
work. Have equally high expectations for what your organization can do to advance women. Expect
participation from all levels, not only your direct reports.
5. HOLD EVERYONE ACCOUNTABLE
Everyone from the CEO to senior leadership to local managers must be responsible for creating a
diverse and inclusive culture at work. CEOs must insist on accountability mechanisms that will induce
behavioral change. Measure hard data and tie success or failure in achieving goals to major incentives
that will kindle the transformation you demand.
The 2006 Catalyst Award recipientsBP p.l.c., The Chubb Corporation, and Safeway Inc.reached
new heights in this respect, as they all implemented diversity and inclusion initiatives that not only
had specific, quantifiable goals and metrics, but also had significant monetary and performance
evaluation incentives for the achievement of those goals.54
6. COMMUNICATE
A diversity strategy will only succeed if it is communicated throughout an organization clearly and
often at all levels of the organization. The following actions will help.
u Explain the business case for diversity.
54
38
For more information about Catalyst Award winners and the Awards process, visit www.catalyst.org.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
u Challenge code speak and performance reviews that reflect double standards that hold women
u Motivate managers to judge results and merits, not gender, color, or style.
u Make the recruitment and promotion processes transparent so everyone is held to the same
standards and every qualified employee has an equal chance at open jobs.
u State your expectations explicitly and hold the appropriate managers accountable for fulfilling
them.
u Consistently utilize diversity scorecards that can precisely measure change over time and highlight
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
39
ACKNOWLEDGMENTS
Catalyst is grateful to our contacts at the Fortune 500 companies for verifying their company data, without
which we would not have as accurate a picture of women in corporate leadership.
This report came to fruition through the hard work of many Catalyst staff members. Catalyst President
Ilene H. Lang contributed her vision and business expertise. Nancy Carter, Ph.D., Vice President of Research,
provided leadership and guidance in developing this report and its findings. Lois Joy, Ph.D., provided
leadership and project development, conducted data analysis, and authored the report. Meesha Rosa
managed and planned the project and database, analyzed data, and contributed to data collection.
Mathieu Belanger, Ph.D., provided technical consulting, database management, and data analysis. Kate
Egan provided project development and management, data collection, data analysis, and contributed to
data presentation in charts and graphs.
Donya Williams managed and planned the project and data collection. The team of Kenitra Boone, Niloufer
Keravala, Jennifer Schumacher-Kocik, and Jael Labriel worked with the companies to verify information and
ensure the accuracy of the data.
Catalyst also thanks Emily Troiano, Staci Kman, and Deepali Bagati, Ph.D., who fact-checked this report.
Jan Combopiano provided secondary research materials for the report.
We acknowledge Heather Foust-Cummings, Ph.D., who, in addition to conducting interviews with women
corporate officers, authored Chapter 5. We thank David Megathlin and Staci Kman for their assistance in
developing the women corporate officer interview protocols, interviewing women corporate officers,
analyzing the interview data, and managing the interview process.
Joy Ohm contributed substantive revisions and, along with Kara Patterson, edited the report. Kristine
Ferrell designed the report. We are also grateful to Susan Nierenberg and the Public Affairs team, Caroline
Marvin and Sarah Tremallo, for publicizing the report. This was all done under the guidance of Debbie Soon,
Vice President of Marketing and Executive Leadership Initiatives. Ilene H. Lang, Debbie Soon, and Anabel
Perez, Vice President of Member Relations, secured funding for the report.
And finally, thanks to our sponsors, DuPont and Heidrick & Struggles.
40
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
APPENDIX 1: METHODOLOGY
Since 1995, Catalyst has been counting the numbers of women in corporate officer positions in Fortune
500 companies. Our verification and reporting methodology has remained consistent over time. As in
previous years, our data collection method consisted of first gathering publicly available data on corporate
officers by company. In June, 2005, we sent this list to our contacts at each Fortune 500 company and
asked them to verify the data for their company by either adding or subtracting names as appropriate and
fact-checking names and titles. Contacts, which varied by company, included human resources directors
and employees in investor relations and the diversity department. Names of contacts were obtained from
the previous Census database, recommendations from the prior company contact, or an outside source.
The list of the Fortune 500 companies was based on the April 18, 2005, publication of Fortune magazine.
The letter sent to the contact requested the companies to:
u Confirm the companys total number of board-elected or board-appointed corporate officers55 in the
u Verify the aggregate racial/ethnic information for all corporate officers as well as each individuals
gender.
Within two weeks of mailing the letters to the company contacts, the Catalyst Census team made followup phone calls to all of the non-responding companies to ensure the contacts received the verification
forms and to answer any questions the contact may have had. If a company did not verify during this time
period, Catalysts President sent a letter to the companys chief executive officer informing the CEO that
we had not received the company-vetted data, and that we would publish publicly available information
if the company did not provide verification.
For those companies that did not verify, despite repeated attempts on Catalysts part, the Census team
obtained the data from public sources, including annual reports, 10-K statements, and proxy statements.
In total, 263 letters to company CEOs were sent. The team made a total of 858 phone calls. We received
310 verifications, making our verification rate 62 percent.
55
Catalyst used a more precise definition of corporate officer when conducting the Census this year. Catalyst counted only board-elected or boardappointed executives in this years Census. In previous years, Catalyst allowed companies to define who their corporate officers were.
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
41
APPENDIX 1: METHODOLOGY
When we compared the percentage of women corporate officers from the verified sample with the
percentage of women corporate officers from the public data sample for the same companies, we saw that
public and verified data were virtually the same. For these companies, publicly available data showed that
16.2 of corporate officers were women, while the verified data showed that 16.4 percent were women. As
a result of this test, we believe the low verification rate does not appreciably alter the results.
The Catalyst Census is a snapshot in time. It represents the gender and racial/ethnic diversity of the
corporate officers of Fortune 500 companies for the time period between April 1, 2004, and March 31,
2005. Catalyst continues this work in order to highlight progress towards a diverse workplace.
42
2005 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500
ALBERTSON'S (35)
Asst. Secretary
EVP
SVP
VP
Asst. Controller
SVP
None
SVP
Secretary
VP
VP, Audit
VP
VP, Communications
SVP
None
SVP
VP, Transmission
AMERICAN ELECTRIC POWER COMPANY (148)
VP (2)
SVP
ALLTEL CORPORATION (265)
EVP
VP, Ethics
SVP (3)
SVP, Claims, Agents' Accounting/Remittance
Processing, Aflac New York Administration
SVP, Community Relations
EVP
SVP
VP
VP, Claims
Asst. Treasurer
VP (2)
VP (2)
VP, Investor Relations
VP, Taxation
VP, Education
SVP
APPLIED MATERIALS, INC. (270)
43
VP, Allocation
Executive
BANK OF NEW YORK COMPANY, INC. (293)
EVP (3)
SEVP
EVP, Merchandising
SVP
SVP
VP (10)
VP, Asst. General Counsel
VP, Operations, Zone 1
THE BLACK & DECKER CORPORATION (359)
SVP, Public Affairs
VP
THE BOEING COMPANY (25)
SVP
SVP, Office of Internal Governance
BORDERS GROUP INC. (475)
None
BOSTON SCIENTIFIC CORPORATION (352)
EVP, Human Resources
SVP, Clinical & Regulatory
BRINKER INTERNATIONAL, INC. (492)
VP
VP, Merchandising
VP (3)
VP, Replenishment
VP
SVP
VP, Marketing
VP, Purchasing
VP (3)
VP, Innovation
VP
Information Services
AVNET, INC. (217)
None
AVON PRODUCTS, INC. (278)
Chairman & CEO
EVP
President & COO
SVP, Business Transformation
SVP, Communications
BAKER HUGHES INCORPORATED (330)
Corporate Secretary
Macaroni Grill
Director, Taxes
SVP
Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500 from April 1, 2004 to March 31, 2005
None
BRISTOL-MYERS SQUIBB COMPANY (93)
President, Global Marketing
SVP, Corporate Development & Business
BRUNSWICK CORPORATION (377)
Development
SVP
Group
Chief Operations & Technology Officer, Citigroup
Inc.
VP (3)
VP (2)
VP, Tax
EVP
VP
VP
THE CHARLES SCHWAB CORPORATION (411)
Communications
C. H. ROBINSON WORLDWIDE, INC. (442)
VP
VP, Human Resources
SVP (3)
SVP, Law & Government Affairs
Investment Bank
CLEAR CHANNEL COMMUNICATIONS, INC. (239)
SVP
SVP, Corporate Affairs
SVP, Corporate Relations
EVP
SVP
Management
Sr. Deputy Counsel, Citigroup Inc.
SVP, Finance
Corporate Secretary
Asst. VP
VP (2)
EVP
CIGNA CORPORATION (122)
Investment Banking
Managing Director, GWM Head of
EVP, Downstream
None
Management
Group
Head, Operations & Technology, Global Wealth
Corporate Secretary
EVP (2)
EVP
EVP (3)
EVP, Human Resources
VP, Transportation
EVP
VP, Finance
CIRCUIT CITY STORES, INC. (231)
SVP
CISCO SYSTEMS, INC. (91)
VP
CIT GROUP, INC
None
CITIGROUP, INC. (8)
Chief Compliance Officer, Corporate &
Investment Banking
See addendum notes on page 89.
Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500 from April 1, 2004 to March 31, 2005
45
VP
VP (3)
VP (4)
VP
CUMMINS (257)
VP
Corporate Controller
EVP
VP (2)
SVP
Vice Chairman
SVP (2)
VP (12)
VP, Administration
Asst. Secretary
President, Song
Controller
SVP
SVP, Operations
VP (2)
VP, Taxes
CONOCOPHILLIPS (7)
Asst. Controller
Corporate Secretary
VP, Programming
Asst. Secretary
VP, Strategy
Corporate Secretary
SVP, Administration
DILLARD'S INC. (274)
EVP
VP
VP, Merchandising (2)
Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500 from April 1, 2004 to March 31, 2005
Operations
None
VP
EVP
VP, Communications
SVP
(291)
None
VP
None
VP (2)
EVP
VP, Tax
None
VP
VP, Community Involvement
None
DTE ENERGY COMPANY (296)
VP
EVP
Operations
Corporation
VP
VP, DuPont Central Research & Development
EVP
SVP
SVP
VP
VP, Audit
VP, Executive Compensation
ENBRIDGE ENERGY PARTNERS, L.P. (448)
Controller
ENERGY EAST CORPORATION (400)
VP
President, CMP
Information Systems
47
Asst. Secretary
Republic
EVP
SVP
SVP
None
VP, Investor Relations
FOOT LOCKER, INC. (365)
Management
SVP, Treasury
GATEWAY (495)
None
GENERAL DYNAMICS CORPORATION (115)
VP
VP
Vice Chairman
GOODRICH CORPORATION (408)
Conflict Clearance
Principal Accounting Officer
SVP, Finance
FLUOR (241)
VP
THE GOODYEAR TIRE & RUBBER COMPANY (120)
SVP, Human Resources
VP, Government Relations
GRAYBAR ELECTRIC COMPANY, INC. (462)
VP, Human Resources & Strategic Planning
GROUP 1 AUTOMOTIVE, INC. (361)
None
GUARDIAN LIFE INS. CO. OF AMERICA (251)
SVP, Corporate Marketing
GUIDANT CORPORATION (485)
VP (2)
VP (3)
SVP
VP (3)
Group
SVP
SVP, Gannet Television
VP
VP, Compensation & Benefits
VP, Corporate Communications
THE GAP, INC. (130)
Division EVP, Old Navy Finance
Division President, Banana Republic
Division President & Executive VP Gap Brand
Division President, Old Navy
Group VP
Secretary
GENUINE PARTS COMPANY (245)
VP, Finance
GEORGIA-PACIFIC CORPORATION (109)
Development
HALLIBURTON COMPANY (101)
VP
VP, Investor Relations
HARLEY-DAVIDSON, INC. (368)
Asst. Secretary
Asst. Treasurer
President, Harley-Davidson Financial Services
VP
VP, Communication
Marketing
VP, Investor Relations
GILLETTE COMPANY (215)
EVP
SVP
48
Asst. Controller
SVP, Marketing
SVP, Operations
SVP
VP
(88)
None
INGRAM MICRO, INC. (76)
SVP
Corporate Secretary
SVP
HENRY SCHEIN
VP (3)
None
VP
Consulting Services
SVP
Center
(10)
Services
Executive Committee, Treasury Services
SVP
Services
SVP, Enterprise OnDemand Transformation
SVP, Marketing
INTERNATIONAL PAPER COMPANY (70)
Communication
JONES APPAREL GROUP, INC. (416)
EVP, Finance
President, Footwear, Accessories, & Retail Group
EVP
SVP
SVP, Marketing
VP, Communications
SVP, Studios
VP (2)
VP
VP, Legal
KB HOME (300)
Operations
VP
VP, Human Resources
VP, Research, Quality & Technology
KELLY SERVICES, INC. (389)
SVP (2)
SVP, Global Sales
SVP
Divisional VP (15)
SVP, Service
EVP (2)
IAC/INTERACTIVECORP (325)
SVP (6)
VP (16)
VP (16)
VP, Administration-International
49
VP, Administration
President, Licensing
VP, Law
VP, Marketing Information
VP, Metro-Atlanta-Sales
VP, OOP-West
VP, PBAR
VP, Product Management & Recruiting
VP, Puerto Rico
VP, Service
VP, Strategic Account Resources
VP, Supplier Diversity
VP, Treasurer
VP, US Commercial Support
VP, Vendor Management Services
KERR-MCGEE CORPORATION (379)
VP
VP, Human Resources
KEYCORP (355)
EVP, Civic Affairs & Corporate Diversity
EVP, Corporate Marketing
EVP, MFG-Trust Services
President, District President
SVP
KEYSPAN CORPORATION (302)
EVP, Shared Services
SVP, Human Resources
SVP, Shared Services
VP
KIMBERLY-CLARK CORPORATION (135)
SVP
EVP
LAND O'LAKES, INC. (279)
VP, Human Resources
LEAR CORPORATION (127)
VP
LEGGETT & PLATT, INCORPORATED (384)
VP
LEHMAN BROTHERS HOLDINGS, INC. (94)
Vice Chairman, Lehman Brothers Inc.
LENNAR CORPORATION (214)
VP
LEVEL 3 COMMUNICATIONS, INC. (491)
Group VP, Human Resources
LEVI STRAUSS & CO. (464)
President, Dockers Brand, US
VP, Worldwide Community Affairs
LEXMARK INTERNATIONAL, INC. (370)
VP, Human Resources
LIBERTY MEDIA CORPORATION (254)
None
LIBERTY MUTUAL INSURANCE GROUP (111)
SVP, Corporate Human Resources &
Administration
LIMITED BRANDS, INC. (240)
EVP
EVP, Human Resources
LINCOLN NATIONAL CORPORATION (363)
VP
Communications
LIZ CLAIBORNE, INC. (418)
EVP (2)
Group President (3)
SVP
President, Axcess
SVP, Communications
President, Claiborne
COO
Corporate Secretary
EVP, Communications
Group VP (2)
SVP
EVP, Finance
VP
L-3 COMMUNICATIONS HOLDINGS, INC. (305)
50
International
SVP, Investor Relations
MARSH & MCLENNAN COMPANIES, INC. (176)
SVP
Management LLC
MERCK & CO., INC. (84)
EVP
VP
VP, Sales
VP (2)
VP, Tax
MAXTOR CORPORATION (482)
COMPANY (83)
Corp. VP, Disability Income Insurance & Long-
EVP, Operations
THE MAY DEPARTMENT STORES COMPANY (147)
None
SVP, Marketing
SVP
VP
VP
VP, Communications
SVP, Law
Counsel
Director (2)
Director, Packaging
EVP, Mattel
GM, AG Place
Paralegal
EVP (2)
Sr. Counsel
SVP
SVP, Communications
VP
MCKESSON CORPORATION (15)
EVP
SVP, Finance
MEADWESTVACO CORPORATION (267)
VP (2)
SVP
VP
VP
VP, Compensation/Benefits
VP, Corporate Communications & Government
SVP, Finance
VP
51
SVP
(463)
CO. (124)
None
None
THE NORTHWESTERN MUTUAL LIFE INSURANCE
VP (36)
SVP (10)
Corporate VP (2)
Corporate
VP
EVP
First VP (3)
Asst. Secretary
NTL (446)
Director, Human Resources
NUCOR CORPORATION (189)
General Manager, Taxes
NVR (444)
None
OCCIDENTAL PETROLEUM CORPORATION (186)
None
OFFICE DEPOT, INC. (156)
EVP
EVP, Delivery Sales
EVP, Strategy & Development
VP (2)
OFFICEMAX INCORPORATED (159)
VP, Communications
SVP, International
VP
OGE ENERGY CORP (397)
Corporate Secretary
Treasurer
EVP, Marketing
SVP (2)
VP
VP (2)
EVP, Planning
VP
Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500 from April 1, 2004 to March 31, 2005
VP
PUBLIX SUPER MARKETS, INC. (117)
President
SVP
VP
VP
None
VP
VP
OWENS-ILLINOIS (292)
None
PACCAR INC. (188)
Secretary
SVP
VP (3)
THE PEPSI BOTTLING GROUP, INC. (202)
VP
President
None
SVP
RAYTHEON COMPANY (103)
SVP (5)
THE PROCTER & GAMBLE COMPANY (26)
VP, Strategy
EVP
SVP, Specialty Benefits
SVP
Services
President, Directories
Treasurer
EVP
R.R. DONNELLEY & SONS COMPANY (275)
Asst. Treasurer
INC. (154)
VP (2)
VP, Hospital Business
VP, Accounting
SVP (2)
QUEST DIAGNOSTICS INCORPORATED (382)
VP
VP, Finance
SVP (2)
VP (2)
53
VP
VP (2)
VP, Tax
EVP
VP
EVP, Merchandising
SVP (4)
SVP, Human Resources
ROUNDY'S, INC. (403)
Director, Communications
Director, Floral
Group VP, Human Resources
Group VP, Merchandising & Procurement
RYDER SYSTEM, INC. (381)
Manager, Communications
SVP, Finance
VP, Compensation and Benefits
VP, Tax
SAFECO CORPORATION (285)
None
SOLECTRON CORPORATION (164)
None
SONIC AUTOMOTIVE (272)
None
SOUTHERN COMPANY (180)
Asst. Secretary
Asst. Treasurer
VP (2)
SOUTHWEST AIRLINES CO. (318)
EVP, Customer Operations
President
SVP, Corporate Communications
SVP, Finance
SVP, Marketing
VP (2)
VP, Reservations
Fashion Director
Director, Communications
(262)
VP, Purchasing
EVP (2)
Corporate Communications
SVP
SVP
SVP, Strategy
VP (4)
CFO
SVP
EVP, Marketing
SVP (2)
54
VP, Taxes
SMITHFIELD FOODS, INC. (222)
Asst. VP
EVP (2)
Administration
SVP
SVP, Administration
VP
SVP, Marketing
Division President
SVP
VP, Marketing & Public Affairs
VP
None
EVP (5)
VP
VP (2)
None
VP
SVP (2)
SVP
SVP, Communications
VP, Communications
EVP, Strategic Planning, Marketing & Products
Asst. Treasurer
SVP, Distribution
SVP, Finance
VP (2)
EVP
Communications
EVP
Asst. Secretary
TENET HEALTHCARE CORPORATION (169)
EVP
TEMPLE-INLAND INC. (405)
EVP
SVP, Finance
SVP, Finance
VP
SVP, Finance
SVP
SVP (2)
VP
Treasurer
VP (13)
55
SVP
VP (2)
W.R. BERKLEY CORPORATION (431)
VP
V.F. CORPORATION (334)
Sponsored Business
WELLS FARGO & COMPANY (52)
Group EVP, Regional Banking
SVP
WENDY'S INTERNATIONAL, INC. (498)
CFO & Corporate Secretary
VP
EVP
SEVP (2)
SVP, Communications
EVP
Asst. Secretary
Asst. VP
VP
Asst. Treasurer
EVP
VP, Administration
SVP
VP, Learning
SVP, Communications
VP (5)
VP, Auditing
Treasurer
EVP
SVP
VP, Operations
SVP
VP
56
SVP
VISTEON CORPORATION (118)
SVP
VP, Finance
WISCONSIN ENERGY CORPORATION (471)
VP, Environmental
WM. WRIGLEY JR. COMPANY (496)
57
58
Rank Company
Rank Company
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
17
18
19
2
2
3
15
9
18
13.3
22.2
16.7
67
68
69
SPRINT CORPORATION
NEW YORK LIFE INSURANCE COMPANY
VIACOM INC.
4
53
3
27
210
16
14.8
25.2
18.8
20
21
22
4
4
3
45
20
18
8.9
20.0
16.7
70
71
72
9
3
2
62
19
23
14.5
15.8
8.7
23
24
25
AMERISOURCEBERGEN CORP.
PFIZER INC
THE BOEING COMPANY
2
4
2
14
19
14
14.3
21.1
14.3
73
74
75
2
40
3
13
138
19
15.4
29.0
15.8
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
4
8
0
16
6
2
2
46
28
15
113
21
15
17
8.7
28.6
0.0
14.2
28.6
13.3
11.8
1
2
0
12
4
4
1
13
15
17
40
23
12
14
7.7
13.3
0.0
30.0
17.4
33.3
7.1
1
0
2
11
20
11
9.1
0.0
18.2
54
15
20
20.4
40.0
10.0
MORGAN STANLEY
METLIFE, INC.
WALGREEN CO.
3
2
2
21
9
20
14.3
22.2
10.0
DUKE ENERGY
1
BELLSOUTH CORPORATION
7
HARTFORD FINANCIAL SERVICES GROUP INC. 3
12
40
17
8.3
17.5
17.7
1
2
1
1
2
2
13
2
7
2
23
5
16
14
16
11
23
33
36
25
36
14
125
34
6.3
14.3
6.3
9.1
8.7
6.1
36.1
8.0
19.4
14.3
18.4
14.7
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
WEYERHAEUSER COMPANY
MCI, INC.
CISCO SYSTEMS, INC.
THE COCA-COLA COMPANY
BRISTOL-MYERS SQUIBB COMPANY
LEHMAN BROTHERS HOLDINGS, INC.
ELECTRONIC DATA SYSTEMS
PLAINS ALL AMERICAN PIPELINE, L.P.
WELLPOINT, INC.
NEWS CORPORATION
NATIONWIDE MUTUAL INSURANCE CO.
ABBOTT LABORATORIES
20
15
10
44
13
28
9
17
15
12
13
13
15.0
40.0
10.0
34.1
15.4
3.6
11.1
5.9
26.7
8.3
30.8
7.7
3
6
1
15
2
1
1
1
4
1
4
1
Rank Company
Rank Company
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
117
118
119
4
3
9
29
16
47
13.8
18.8
19.2
167
168
169
2
3
0
10
22
4
20.0
13.6
0.0
120
121
122
2
5
3
24
48
12
8.3
10.4
25.0
170
171
172
MASCO CORPORATION
MBNA CORPORATION
PACIFICARE HEALTH SYSTEMS INC.
3
4
3
33
21
10
9.1
19.1
30.0
123
124
125
29
35
21
20.7
25.7
14.3
173
174
175
NIKE, INC.
UNION PACIFIC CORPORATION
SANMINA-SCI CORPORATION
2
3
1
20
16
10
10.0
18.8
10.0
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
0
1
4
2
24
2
8
27
9
23
8
52
13
32
0.0
11.1
17.4
25.0
46.2
15.4
25.0
2
1
0
0
4
1
2
15
14
6
7
16
5
11
13.3
7.1
0.0
0.0
25.0
20.0
18.2
6
4
3
18
59
12
33.3
6.8
25.0
0
2
1
15
13
11
0.0
15.4
9.1
PREMCOR INC.
EXPRESS SCRIPTS, INC.
DELTA AIR LINES, INC.
0
1
8
7
13
43
0.0
7.7
18.6
0
6
3
17
14
19
0.0
42.9
15.8
35
10
54
8
13
18
9
45
13
21
16
15
17.1
20.0
31.5
0.0
15.4
16.7
22.2
13.3
0.0
19.1
6.3
13.3
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
NUCOR CORPORATION
NORTHWEST AIRLINES CORPORATION
UNITED SERVICES AUTOMOBILE ASSOC.
TOYS 'R' US, INC.
TRANSMONTAIGNE INC.
SUN MICROSYSTEMS, INC.
TXU CORP.
PG&E CORPORATION
GENERAL MILLS, INC.
CHS INC.
PUBLIC SERVICE ENTERPRISE GROUP, INC.
BURLINGTON NORTHERN SANTA FE CORP.
1
0
5
1
0
2
6
3
5
0
1
4
47
7
14
7
12
19
48
15
23
7
8
18
2.1
0.0
35.7
14.3
0.0
10.5
12.5
20.0
21.7
0.0
12.5
22.2
59
60
Rank Company
Rank Company
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
217
218
219
AVNET, INC.
AON CORPORATION
ARAMARK CORPORATION
0
1
2
22
19
14
0.0
5.3
14.3
267
268
269
MEADWESTVACO CORPORATION
UNOCAL CORPORATION
CSX
3
0
2
23
7
15
13.0
0.0
13.3
220
221
222
ORACLE CORPORATION
ENTERGY CORPORATION
SMITHFIELD FOODS, INC.
3
2
1
18
16
21
16.7
12.5
4.8
270
271
272
3
3
0
28
13
5
10.7
23.1
0.0
223
224
225
3
10
1
10
48
10
30.0
20.8
10.0
273
274
275
1
4
15
21
28
64
4.8
14.3
23.4
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
AES CORPORATION
EATON CORPORATION
CONSOLIDATED EDISON, INC.
PROGRESS ENERGY, INC.
OMNICOM GROUP INC.
CIRCUIT CITY STORES, INC.
CONTINENTAL AIRLINES, INC.
6
3
8
0
1
1
3
44
17
42
12
10
15
17
13.6
17.7
19.1
0.0
10.0
6.7
17.7
0
3
5
1
2
1
3
14
29
14
9
11
7
17
0.0
10.3
35.7
11.1
18.2
14.3
17.7
12
25
21
16.7
20.0
9.5
8
15
3
32
64
14
25.0
23.4
21.4
5
3
1
29
12
10
17.2
25.0
10.0
5
1
7
36
7
22
13.9
14.3
31.8
8
2
1
4
3
2
1
2
5
1
1
3
26
6
17
25
23
12
11
16
21
18
18
13
30.8
33.3
5.9
16.0
13.0
16.7
9.1
12.5
23.8
5.6
5.6
23.1
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
1
3
0
0
4
8
8
1
4
3
0
7
15
15
11
16
44
28
23
9
17
19
9
30
6.7
20.0
0.0
0.0
9.1
28.6
34.8
11.1
23.5
15.8
0.0
23.3
Rank Company
Rank Company
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
317
318
319
2
10
5
37
29
15
5.4
34.5
33.3
367
368
369
APACHE CORPORATION
HARLEY-DAVIDSON, INC.
DOLE FOOD COMPANY, INC.
3
9
4
22
36
10
13.6
25.0
40.0
320
321
322
SAKS, INCORPORATED
REYNOLDS AMERICAN INC.
COX COMMUNICATIONS, INC.
0
7
13
8
23
44
0.0
30.4
29.6
370
371
372
1
1
11
10
10
38
10.0
10.0
29.0
323
324
325
3
1
2
12
29
24
25.0
3.5
8.3
373
374
375
5
0
1
38
11
10
13.2
0.0
10.0
326
327
328
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
FEDERAL-MOGUL CORPORATION
DYNEGY INC.
PERFORMANCE FOOD GROUP COMPANY
AUTOLIV, INC.
BAKER HUGHES INCORPORATED
THE SHERWIN-WILLIAMS COMPANY
INTERPUBLIC GROUP OF COMPANIES, INC.
1
1
1
0
1
1
1
18
7
8
10
19
22
15
5.6
14.3
12.5
0.0
5.3
4.6
6.7
1
6
6
2
2
4
4
12
20
26
14
33
14
14
8.3
30.0
23.1
14.3
6.1
28.6
28.6
2
3
3
14
18
13
14.3
16.7
23.1
MATTEL, INC.
LEGGETT & PLATT, INCORPORATED
W.W. GRAINGER, INC.
54
1
2
190
32
12
28.4
3.1
16.7
ONEOK, INC.
NCR CORPORATION
LYONDELL CHEMICAL COMPANY
3
1
2
28
10
17
10.7
10.0
11.8
4
0
3
15
8
20
26.7
0.0
15.0
CNF INC.
MOHAWK INDUSTRIES, INC.
STATE STREET CORPORATION
WELLCHOICE, INC.
UNISYS CORPORATION
PPL CORPORATION
SPX CORPORATION
THE ESTEE LAUDER COMPANIES INC.
CDW CORPORATION
TRIBUNE COMPANY
OWENS CORNING
AUTOZONE, INC.
2
0
5
19
5
1
0
3
7
5
1
6
14
8
32
52
16
26
6
14
18
25
11
41
14.3
0.0
15.6
36.5
31.3
3.9
0.0
21.4
38.9
20.0
9.1
14.6
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
42
0
5
4
3
1
2
2
2
2
1
4
98
8
46
15
20
14
28
17
13
15
13
16
42.9
0.0
10.9
26.7
15.0
7.1
7.1
11.8
15.4
13.3
7.7
25.0
61
62
Rank Company
Rank Company
401
402
403
404
405
406
407
408
409
410
411
412
413
414
415
416
451
452
453
454
455
456
457
458
459
460
461
462
463
464
465
466
417
418
419
TEREX CORPORATION
LIZ CLAIBORNE, INC.
LAIDLAW INTERNATIONAL, INC.
3
27
1
19
51
5
15.8
52.9
20.0
467
468
469
3
2
5
34
15
19
8.8
13.3
26.3
420
421
422
0
6
9
23
42
52
0.0
14.3
17.3
470
471
472
3
3
5
15
16
16
20.0
18.8
31.3
423
424
425
1
2
2
25
15
21
4.0
13.3
9.5
473
474
475
0
1
0
8
20
7
0.0
5.0
0.0
426
427
428
429
430
431
432
433
434
435
436
437
438
439
440
441
442
443
444
445
446
447
448
449
450
9
3
2
2
5
4
3
40
11
43
17
38
30
15
22.5
27.3
4.7
11.8
13.2
13.3
20.0
6
0
2
7
4
4
1
23
20
11
26
36
17
7
26.1
0.0
18.2
26.9
11.1
23.5
14.3
USG CORPORATION
BED BATH & BEYOND, INC.
GOLDEN WEST FINANCIAL CORPORATION
2
10
1
14
43
7
14.3
23.3
14.3
1
1
4
9
11
16
11.1
9.1
25.0
1
0
2
12
11
10
8.3
0.0
20.0
2
1
4
11
18
23
18.2
5.6
17.4
16
21
48
17
13
4
58
17
13
13
16
18
12.5
4.8
20.8
17.7
23.1
0.0
22.4
5.9
15.4
7.7
18.8
0.0
476
477
478
479
480
481
482
483
484
485
486
487
488
489
490
491
492
493
494
495
496
497
498
499
500
8
17
19
73
14
32
12
20
13
47
10
5
0.0
11.8
5.3
27.4
14.3
18.8
0.0
0.0
7.7
17.0
10.0
0.0
SIC Industry
Temporary Help
Apparel
Toys, Sporting Goods
Transportation Equipment
Healthcare Insurance
Beverages
Insurance: Life, Health (mutual)
General Merchandisers
Tobacco
Airlines
Food Services
Publishing, Printing
Services
Retail Trade
Retail Trade
Manufacturing
Finance, Insurance, and Real Estate
Wholesale Trade
Finance, Insurance, and Real Estate
Retail Trade
Wholesale Trade
Transportation and Utilities
Retail Trade
Manufacturing
Retail Trade
Percentage
Women
Corporate
Officers
108
119
190
56
180
133
382
397
38
174
40.7
31.1
28.4
26.8
25.6
24.1
23.8
23.7
23.7
23.0
Retail Trade
Finance, Insurance, and Real Estate
Wholesale Trade
6
4
24
5
10
6
9
1
7
28
6
9
3
4
2
6
11
7
5
6
18
14
19
2
12
7
8
47
29
141
18
34
23
29
2
32
89
37
29
6
14
6
24
26
16
9
16
50
47
49
3
39
19
19
210
131
709
92
181
125
158
11
181
507
217
172
36
85
37
148
162
101
57
102
326
307
324
20
266
133
133
22.4
22.1
19.9
19.6
18.8
18.4
18.4
18.2
17.7
17.6
17.1
16.9
16.7
16.5
16.2
16.2
16.1
15.8
15.8
15.7
15.3
15.3
15.1
15.0
14.7
14.3
14.3
Services
Transportation and Utilities
5
10
16
31
113
220
14.2
14.1
Wholesale Trade
Pharmaceuticals
Real Estate
Household and Personal Products
Utilities: Gas and Electric
Network and Other Comm. Eqpt.
Computers, Office Equipment
Retail Trade
Finance, Insurance, and Real Estate
Equipment
Hotels, Casinos, Resorts
Aerospace and Defense
Total
Number
Officers
44
37
54
15
46
32
91
94
9
40
Services
Finance, Insurance, and Real Estate
Wholesalers: Healthcare
Entertainment
Telecommunications
Food Consumer Products
Insurance: P&C (stock)
Savings Institutions
Food and Drug Stores
Diversified Financials
Wholesalers: Electronics and Office
Total Number
Women
Corporate
Officers
2
6
1
2
9
5
8
13
2
7
Specialty Retailers
Healthcare Medical Facilities
Insurance: Life, Health (stock)
Number
F500
Companies
Retail Trade
Transportation and Utilities
Manufacturing
Wholesale Trade
Transportation and Utilities
Transportation and Utilities
Services
Finance, Insurance, and Real Estate
Construction
Services
Wholesale Trade
Transportation and Utilities
Transportation and Utilities
Manufacturing
Finance, Insurance, and Real Estate
Finance, Insurance, and Real Estate
63
SIC Industry
2
12
2
5
4
30
3
10
29
218
22
74
13.8
13.8
13.6
13.5
Manufacturing
Retail Trade
Finance, Insurance, and Real Estate
Manufacturing
Manufacturing
Manufacturing
Manufacturing
Manufacturing
Manufacturing
Mining
Services
Manufacturing
Retail Trade
4
6
18
3
14
2
2
14
17
7
3
3
6
3
6
8
19
14
70
5
39
3
4
36
37
17
8
11
11
4
10
14
141
104
534
40
316
25
34
308
321
149
71
100
102
38
97
148
13.5
13.5
13.1
12.5
12.3
12.0
11.8
11.7
11.5
11.4
11.3
11.0
10.8
10.5
10.3
9.5
10
3
2
5
9
2
6
3
3
6
1
3
1
17
6
4
9
14
2
7
4
4
3
1
1
0
193
71
48
111
173
25
99
57
58
53
32
33
8
8.8
8.5
8.3
8.1
8.1
8.0
7.1
7.0
6.9
5.7
3.1
3.0
0.0
Wholesalers: Diversified
Furniture
Mail, Package, Freight Delivery
Manufacturing
Manufacturing
Transportation and Utilities
Wholesale Trade
Mining
Services
Manufacturing
Retail Trade
Construction
Wholesale Trade
Retail Trade
Transportation and Utilities
Textiles
Manufacturing
Packaging, Containers
Home Equipment, Furnishings
Engineering, Construction
64
Manufacturing
Transportation and Utilities
Manufacturing
Number
F500
Companies
Total Number
Women
Corporate
Officers
Total
Number
Officers
Percentage
Women
Corporate
Officers
65
66
67
68
SIC Industry
Fortune 500
Industry
CONSTRUCTION
Homebuilders
Homebuilders
Homebuilders
Homebuilders
Homebuilders
Engineering, Construction
Homebuilders
Homebuilders
Engineering, Construction
Homebuilders
Engineering, Construction
Homebuilders
Homebuilders
Homebuilders
Rank
Company
Number
Women
Corporate
Officers
Number
Total
Corporate
Officers
457
466
469
300
181
406
203
214
241
204
423
444
477
473
5
5
5
7
1
2
1
1
1
1
1
0
0
0
30
17
18
19
30
5
16
8
10
17
23
29.4
27.8
26.3
23.3
20.0
12.5
12.5
10.0
5.9
4.4
25
4
20
8
4.0
0.0
0.0
0.0
220
13.6
19
5
52
14
36.5
35.7
5
4
15
12
33.3
33.3
5
4
7
3
4
7
4
9
16
13
23
10
14
26
15
35
31.3
30.8
30.4
30.0
28.6
26.9
26.7
25.7
53
2
3
11
3
6
3
7
2
2
2
2
4
3
11
210
8
12
44
12
26
13
31
9
9
9
9
18
14
54
25.2
25.0
25.0
25.0
25.0
23.1
23.1
22.6
22.2
22.2
22.2
22.2
22.2
21.4
20.4
Total
FINANCE, INSURANCE,
AND REAL ESTATE
Healthcare Insurance
Insurance: P&C (stock)
342
191
319
81
472
99
253
172
411
53
97
124
Healthcare Insurance
Securities
Securities
Healthcare Insurance
Insurance: Life, Health (mutual)
Insurance: Life, Health (mutual)
Insurance: P&C (stock)
Commercial Banks
Healthcare Insurance
Healthcare Insurance
Diversified Financials
Insurance: Life, Health (stock)
Insurance: Life, Health (stock)
Commercial Banks
Insurance: Life, Health (stock)
Insurance: Life, Health (stock)
Insurance: Life, Health (mutual)
Insurance: Life, Health (stock)
Insurance: P&C (stock)
Insurance: Life, Health (mutual)
68
12
323
108
122
378
443
158
18
37
64
463
363
285
83
WellChoice, Inc.
United Services Automobile
Association
Thrivent Financial for Lutherans
Teachers Insurance and Annuity
Association College
American Financial Group, Inc.
Nationwide Mutual Insurance Co.
Principal Financial Group, Inc.
PacifiCare Health Systems Inc.
The Charles Schwab Corporation
Merrill Lynch & Co., Inc.
WellPoint, Inc.
The Northwestern Mutual Life
Insurance Company
New York Life Insurance Company
Berkshire Hathaway Inc.
PNC Financial Services Group Inc.
Aetna Inc.
CIGNA Corporation
SLM Corporation
Conseco, Inc.
AFLAC Incorporated
Bank of America Corporation
MetLife, Inc.
Prudential Financial, Inc.
Mutual of Omaha Insurance Co.
Lincoln National Corporation
Safeco Corporation
Massachusetts Mutual Life
Insurance Company
Percentage
Women
Corporate
Officers
69
SIC Industry
Fortune 500
Industry
FINANCE, INSURANCE,
AND REAL ESTATE
Commercial Banks
Insurance: P&C (stock)
Commercial Banks
Insurance: Life, Health (stock)
Insurance: Life, Health (mutual)
8
309
171
208
494
Securities
Real Estate
Insurance: Life, Health (stock)
Insurance: P&C (stock)
59
486
282
88
19
162
62
52
51
144
65
341
131
5
143
355
435
40
36
150
431
176
161
211
206
391
85
312
313
371
425
185
293
20
9
395
111
251
461
Healthcare Insurance
Diversified Financials
Commercial Banks
Insurance: P&C (stock)
Insurance: P&C (stock)
Commercial Banks
Commercial Banks
Savings Institutions
Diversified Financials
Commercial Banks
Commercial Banks
Savings Institutions
Healthcare Insurance
Securities
Diversified Financials
Insurance: P&C (stock)
Diversified Financials
Insurance: P&C (stock)
Commercial Banks
Commercial Banks
Commercial Banks
Insurance: P&C (stock)
Commercial Banks
Insurance: P&C (stock)
Healthcare Insurance
Insurance: P&C (stock)
Healthcare Insurance
Commercial Banks
Commercial Banks
Insurance: P&C (stock)
Insurance: Life, Health (stock)
Insurance: P&C (stock)
Insurance: Life, Health (mutual)
Insurance: Life, Health (stock)
70
Rank
Company
Number
Women
Corporate
Officers
Number
Total
Corporate
Officers
19
5
4
3
6
94
26
21
16
32
20.2
19.2
19.1
18.8
18.8
9
2
3
3
49
11
17
17
18.4
18.2
17.7
17.7
3
2
2
3
2
3
3
5
2
6
2
5
1
2
3
2
4
2
3
6
1
5
2
1
3
1
2
1
4
4
2
2
1
1
1
18
12
12
18
12
18
19
32
13
39
13
33
7
14
21
15
30
15
24
48
9
46
20
10
30
10
21
11
44
45
25
28
15
15
17
16.7
16.7
16.7
16.7
16.7
16.7
15.8
15.6
15.4
15.4
15.4
15.2
14.3
14.3
14.3
13.3
13.3
13.3
12.5
12.5
11.1
10.9
10.0
10.0
10.0
10.0
9.5
9.1
9.1
8.9
8.0
7.1
6.7
6.7
5.9
Citigroup, Inc.
The First American Corporation
MBNA Corporation
UnumProvident Corporation
The Western & Southern Mutual
Holding Company
The Goldman Sachs Group, Inc.
Host Marriott Corporation
Assurant, Inc.
Hartford Financial Services Group
Inc.
State Farm Insurance Cos.
Humana Inc.
American Express Company
Wells Fargo & Company
The Allstate Corporation
Loews Corporation
Wachovia Corporation
State Street Corporation
Washington Mutual, Inc.
General Electric Company
U.S. Bancorp
KeyCorp
Golden West Financial Corporation
UnitedHealth Group, Incorporated
Morgan Stanley
Countrywide Financial Corporation
W.R. Berkley Corporation
Marsh & McLennan Co., Inc.
Chubb Corporation
National City Corporation
Capital One Financial Corporation
Mellon Financial Corp.
The St. Paul Travelers Co., Inc.
BB&T Corporation
American Family Ins. Group
Coventry Health Care Inc.
Erie Insurance Group
Health Net, Inc.
The Bank of New York Co., Inc.
J.P. Morgan Chase & Co.
American International Group, Inc.
Pacific LifeCorp
Liberty Mutual Insurance Group
Guardian Life Ins. Co. of America
Jefferson-Pilot Corporation
Percentage
Women
Corporate
Officers
SIC Industry
Fortune 500
Industry
FINANCE, INSURANCE,
AND REAL ESTATE
Commercial Banks
Diversified Financials
Commercial Banks
Securities
Commercial Banks
Insurance: P&C (stock)
Insurance: P&C (mutual)
Diversified Financials
Insurance: P&C (stock)
Insurance: P&C (stock)
Securities
Rank
Company
317
218
273
94
420
155
407
413
500
261
258
Total
MANUFACTURING
Number
Women
Corporate
Officers
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
2
1
1
1
0
0
0
0
0
0
0
37
19
21
28
23
6
4
7
5
10
10
5.4
5.3
4.8
3.6
0.0
0.0
0.0
0.0
0.0
0.0
0.0
341
1,935
17.6
4
6
5
4
8
9
5
10
20
18
15
32
36
21
40.0
30.0
27.8
26.7
25.0
25.0
23.8
9
4
4
15
5
5
5
3
38
17
17
64
23
25
25
15
23.7
23.5
23.5
23.4
21.7
20.0
20.0
20.0
369
377
252
61
283
368
247
114
297
481
275
197
348
234
290
470
438
451
3
2
2
15
10
10
20.0
20.0
20.0
6
432
308
118
49
ChevronTexaco Corporation
York International Corporation
ITT Industries, Inc.
4
3
3
3
23
20
15
16
16
125
20.0
20.0
18.8
18.8
18.4
205
101
257
66
227
236
244
2
2
7
12
3
5
2
11
11
39
67
17
29
12
18.2
18.2
18.0
17.9
17.7
17.2
16.7
Harley-Davidson, Inc.
Lucent Technologies Inc.
Visteon Corporation
Motorola, Inc.
ArvinMeritor, Inc.
71
SIC Industry
Fortune 500
Industry
MANUFACTURING
Computer Software
Motor Vehicles and Parts
Petroleum Refining
Scientific, Photo, Control
Eqpt.
Motor Vehicles and Parts
Motor Vehicles and Parts
Industrial and Farm Equipment
Industrial and Farm Equipment
Motor Vehicles and Parts
Chemicals
Forest and Paper Products
Food Consumer Products
Semiconductors and Other
Electronic Components
Forest and Paper Products
Semiconductors and Other
Electronic Components
Chemicals
Chemicals
Computer Peripherals
Building Materials, Glass
Motor Vehicles and Parts
Petroleum Refining
Food Production
Network and Other Comm.
Eqpt.
Industrial and Farm Equipment
Industrial and Farm Equipment
Forest and Paper Products
Chemicals
Semiconductors and Other
Electronic Components
Chemicals
Chemicals
Motor Vehicles and Parts
Motor Vehicles and Parts
Food Consumer Products
Packaging, Containers
Network and Other Comm.
Eqpt.
Forest and Paper Products
Semiconductors and Other
Electronic Components
Food Consumer Products
Industrial and Farm Equipment
Semiconductors and Other
Electronic Components
72
Rank
Company
Number
Women
Corporate
Officers
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
220
233
22
153
Oracle Corporation
Navistar International Corp.
Valero Energy Corporation
Eastman Kodak Company
3
2
3
8
18
12
18
49
16.7
16.7
16.7
16.3
63
188
298
417
71
357
89
259
50
Delphi Corporation
Paccar Inc.
Parker-Hannifin Corporation
Terex Corporation
Johnson Controls, Inc.
Monsanto Company
Weyerhaeuser Company
Intel Corporation
4
3
3
3
3
2
3
4
5
25
19
19
19
19
13
20
27
34
16.0
15.8
15.8
15.8
15.8
15.4
15.0
14.8
14.7
70
166
9
2
62
14
14.5
14.3
287
281
482
433
4
31
364
398
1
1
1
2
7
2
2
2
7
7
7
14
52
15
15
15
14.3
14.3
14.3
14.3
13.5
13.3
13.3
13.3
359
430
267
316
439
2
5
3
1
2
15
38
23
8
16
13.3
13.2
13.0
12.5
12.5
338
455
3
127
279
405
480
2
2
4
1
1
2
4
17
17
35
9
9
18
36
11.8
11.8
11.4
11.1
11.1
11.1
11.1
109
270
Georgia-Pacific Corporation
Applied Materials, Inc.
4
3
36
28
11.1
10.7
121
238
175
5
1
1
48
10
10
10.4
10.0
10.0
SIC Industry
Fortune 500
Industry
MANUFACTURING
Rank
Chemicals
Chemicals
Semiconductors and Other
Electronic Components
Number
Women
Corporate
Officers
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
10
10.0
ConocoPhillips
The McGraw-Hill Companies, Inc.
Lexmark International, Inc.
Avery Dennison Corporation
EMC Corporation
Owens Corning
Praxair, Inc.
Tyson Foods, Inc.
Hershey Foods Corporation
The Goodyear Tire & Rubber Co.
4
1
1
5
2
1
2
2
1
2
2
3
3
1
1
1
2
1
2
1
1
1
1
1
1
1
40
10
10
52
21
11
23
23
12
24
27
41
41
14
14
15
31
16
33
18
19
20
20
21
22
29
10.0
10.0
10.0
9.6
9.5
9.1
8.7
8.7
8.3
8.3
7.4
7.3
7.3
7.1
7.1
6.7
6.5
6.3
6.1
5.6
5.3
5.0
5.0
4.8
4.6
3.5
Autoliv, Inc.
Premcor Inc.
Mohawk Industries, Inc.
Dana Corporation
Smurfit-Stone Container Corp.
TRW Automotive Holdings Corp.
Murphy Oil Corporation
Danaher
0
0
0
0
0
0
0
0
10
7
8
9
17
6
11
36
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
164
Solectron Corporation
0.0
292
183
126
34
456
387
Owens-Illinois
Illinois Tool Works, Inc.
Amerada Hess Corporation
The Dow Chemical Company
Engelhard Corporation
Advanced Micro Devices, Inc.
0
0
0
0
0
0
16
15
27
20
16
8
0.0
0.0
0.0
0.0
0.0
0.0
91
7
375
370
366
266
349
315
72
436
120
Petroleum Refining
2
Industrial and Farm Equipment 57
Industrial and Farm Equipment 106
Petroleum Refining
177
Petroleum Refining
82
Packaging, Containers
289
Food Consumer Products
402
Computer Software
41
Food Production
44
Motor Vehicles and Parts
326
330
Oil and Gas Eqpt., Services
474
Motor Vehicles and Parts
453
Motor Vehicles and Parts
222
Food Consumer Products
331
Chemicals
324
Semiconductors and Other
Electronic Components
329
Motor Vehicles and Parts
136
Petroleum Refining
340
Textiles
201
Motor Vehicles and Parts
262
Packaging, Containers
178
Motor Vehicles and Parts
255
Petroleum Refining
306
Scientific, Photo, Control
Eqpt.
Semiconductors and Other
Electronic Components
Packaging, Containers
Industrial and Farm Equipment
Petroleum Refining
Company
73
SIC Industry
Fortune 500
Industry
MANUFACTURING
Rank
496
360
354
374
Company
Total
MINING
Metals
Mining, Crude-Oil Production
Metals
Mining, Crude-Oil Production
Mining, Crude-Oil Production
Mining, Crude-Oil Production
Metals
Mining, Crude-Oil Production
Metals
Metals
Mining, Crude-Oil Production
Mining, Crude-Oil Production
Metals
Mining, Crude-Oil Production
Mining, Crude-Oil Production
Metals
79
379
404
333
367
243
376
497
149
248
353
428
189
186
268
299
Alcoa, Inc.
Kerr-McGee Corporation
Commercial Metals Company
Anadarko Petroleum Corp.
Apache Corporation
Devon Energy Corporation
AK Steel Holding Corporation
Peabody Energy Corporation
United States Steel Corporation
International Steel Group, Inc.
Burlington Resources Inc.
Newmont Mining Corporation
Nucor Corporation
Occidental Petroleum Corporation
Unocal Corporation
Phelps Dodge Corporation
Total
RETAIL TRADE
Apparel
Specialty Retailers
Pharmaceuticals
Specialty Retailers
General Merchandisers
Household and Personal Prod.
General Merchandisers
Specialty Retailers
Specialty Retailers
Specialty Retailers
General Merchandisers
Food Services
Pharmaceuticals
General Merchandisers
General Merchandisers
Apparel
Toys, Sporting Goods
Food Services
Food and Drug Stores
Food Services
Household and Personal Prod.
Medical Products and Eqpt.
74
418
130
84
452
45
278
133
240
141
156
74
372
30
27
294
416
383
492
479
386
135
485
Number
Women
Corporate
Officers
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
0
0
0
0
330
20
16
12
11
0.0
0.0
0.0
0.0
2,553
12.9
12
2
1
2
3
3
1
1
1
1
1
2
1
0
0
0
31
40
14
7
14
22
23
12
13
16
18
20
43
47
17
7
9
322
30.0
14.3
14.3
14.3
13.6
13.0
8.3
7.7
6.3
5.6
5.0
4.7
2.1
0.0
0.0
0.0
9.6
27
24
6
7
13
5
6
2
17
5
40
11
6
8
8
2
54
20
7
4
3
4
51
52
15
19
36
14
18
6
54
17
138
38
21
28
28
7
190
73
26
15
12
16
52.9
46.2
40.0
36.8
36.1
35.7
33.3
33.3
31.5
29.4
29.0
29.0
28.6
28.6
28.6
28.6
28.4
27.4
26.9
26.7
25.0
25.0
SIC Industry
Fortune 500
Industry
RETAIL TRADE
Rank
237
284
434
335
445
13
346
24
441
113
21
264
182
35
Food and Drug Stores
280
General Merchandisers
128
Food and Drug Stores
Automotive Retailing, Services 422
498
Food Services
334
Apparel
116
Food Services
152
Pharmaceuticals
93
Pharmaceuticals
184
General Merchandisers
388
Medical Products and Eqpt.
350
Specialty Retailers
125
Pharmaceuticals
192
Specialty Retailers
365
Specialty Retailers
493
Food and Drug Stores
464
Apparel
421
Food and Drug Stores
274
General Merchandisers
29
Specialty Retailers
117
Food and Drug Stores
77
Specialty Retailers
146
Specialty Retailers
373
General Merchandisers
1
General Merchandisers
246
Medical Products and Eqpt.
Household and Personal Prod. 215
159
Specialty Retailers
483
Apparel
Household and Personal Prod. 210
Automotive Retailing, Services 225
173
Apparel
38
Food and Drug Stores
55
Food and Drug Stores
Company
Number
Women
Corporate
Officers
Baxter International
BJ's Wholesale Club, Inc.
Bed Bath & Beyond, Inc.
Barnes & Noble Inc.
The Clorox Company
The Home Depot, Inc.
The Estee Lauder Companies Inc.
Pfizer Inc
Big Lots, Inc.
Kmart Holding Corporation
The Kroger Company
Schering-Plough Corporation
Winn-Dixie Stores, Inc.
3
15
10
3
13
3
3
4
10
3
4
3
2
2
2
4
9
8
3
3
4
2
2
3
6
3
1
3
2
2
6
4
16
4
2
6
5
3
2
2
3
1
2
1
2
2
1
Albertson's
Dollar General Corporation
Rite Aid Corporation
CarMax, Inc.
Wendy's International, Inc.
V.F. Corporation
McDonald's Corporation
Eli Lilly and Company
Bristol-Myers Squibb Company
Kohl's Corporation
Becton, Dickinson and Company
AutoZone, Inc.
Wyeth
Toys 'R' Us, Inc.
Foot Locker, Inc.
Stater Bros. Holdings Inc.
Levi Strauss & Co.
Longs Drug Stores Corporation
Dillard's Inc.
Costco Wholesale Corporation
Publix Super Markets, Inc.
Best Buy Co. Inc.
Staples, Inc.
Family Dollar Stores, Inc.
Wal-Mart Stores, Inc.
Medtronic, Inc.
Gillette Company
OfficeMax Incorporated
Reebok International Ltd.
Colgate-Palmolive Company
United Auto Group, Inc.
Nike, Inc.
Walgreen Co.
CVS Corporation
Number
Total
Corporate
Officers
12
64
43
13
58
14
14
19
48
15
20
16
11
11
11
23
52
47
18
19
26
13
13
20
41
21
7
21
14
14
42
28
113
29
15
45
38
23
16
17
26
9
20
10
20
20
11
Percentage
Women
Corporate
Officers
25.0
23.4
23.3
23.1
22.4
21.4
21.4
21.1
20.8
20.0
20.0
18.8
18.2
18.2
18.2
17.4
17.3
17.0
16.7
15.8
15.4
15.4
15.4
15.0
14.6
14.3
14.3
14.3
14.3
14.3
14.3
14.3
14.2
13.8
13.3
13.3
13.2
13.0
12.5
11.8
11.5
11.1
10.0
10.0
10.0
10.0
9.1
75
SIC Industry
Fortune 500
Industry
RETAIL TRADE
Rank
170
352
303
467
43
26
325
46
100
399
301
358
Specialty Retailers
231
Specialty Retailers
487
Food Services
249
Furniture
384
Pharmaceuticals
212
Automotive Retailing, Services 112
General Merchandisers
147
Automotive Retailing, Services 361
General Merchandisers
320
Home Equipment, Furnishings 304
Specialty Retailers
475
Medical Products and Eqpt.
450
Automotive Retailing, Services 272
Company
Number
Women
Corporate
Officers
Masco Corporation
Boston Scientific Corporation
Amazon.Com Inc.
Pathmark Stores, Inc.
Lowe's Companies, Inc.
The Procter & Gamble Company
IAC/INTERACTIVECORP
Safeway Inc.
Abbott Laboratories
RadioShack Corporation
Fortune Brands, Inc.
Asbury Automotive Group, Inc.
3
2
1
3
2
4
2
2
1
1
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
503
33
22
11
34
23
46
24
25
13
13
13
14
15
18
18
32
14
10
13
11
8
11
7
18
5
2,525
9.1
9.1
9.1
8.8
8.7
8.7
8.3
8.0
7.7
7.7
7.7
7.1
6.7
5.6
5.6
3.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
19.9
Total
SERVICES
Temporary Help
Computer And Data Services
Computer And Data Services
Healthcare Pharmacy and
Other Services
Healthcare Medical Facilities
Computer And Data Services
Healthcare Medical Facilities
Hotels, Casinos, Resorts
Temporary Help
Hotels, Casinos, Resorts
Diversified Outsourcing Svcs.
Healthcare Medical Facilities
Miscellaneous
Healthcare Pharmacy and
Other Services
Healthcare Pharmacy and
Other Services
Diversified Outsourcing Svcs.
76
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
389
343
223
382
42
5
3
4
98
16
10
14
42.9
31.3
30.0
28.6
458
460
426
224
140
449
488
80
105
73
4
4
9
10
2
3
4
4
4
2
15
15
40
48
10
16
23
23
26
13
26.7
26.7
22.5
20.8
20.0
18.8
17.4
17.4
15.4
15.4
48
14
14.3
219
Aramark Corporation
14
14.3
SIC Industry
Fortune 500
Industry
SERVICES
Rank
Company
Number
Women
Corporate
Officers
396
95
277
499
454
230
107
137
2
1
3
1
1
1
3
1
17
9
29
10
10
10
35
13
11.8
11.1
10.3
10.0
10.0
10.0
8.6
7.7
332
459
1
1
15
20
6.7
5.0
440
21
4.8
142
276
401
169
0
0
0
0
120
8
14
11
4
0.0
0.0
0.0
0.0
621
19.3
6
6
8
10
4
7
8
4
13
4
3
5
3
4
3
4
2
3
3
14
15
23
29
12
22
26
13
44
14
11
19
12
16
12
16
8
13
13
42.9
40.0
34.8
34.5
33.3
31.8
30.8
30.8
29.6
28.6
27.3
26.3
25.0
25.0
25.0
25.0
25.0
23.1
23.1
3
4
13
18
23.1
22.2
2
1
1
2
9
5
5
10
22.2
20.0
20.0
20.0
Caesars Entertainment
Tenet Healthcare Corporation
Total
TRANSPORTATION AND
UTILITIES
187
90
295
318
256
288
239
14
322
381
310
151
213
400
163
180
129
408
271
Energy
Railroads
250
200
145
419
314
167
Edison International
MCI, Inc.
US Airways Group, Inc.
Southwest Airlines Co.
Xcel Energy Inc.
Pepco Holdings, Inc.
Clear Channel Comm., Inc.
Verizon Communications Inc.
Cox Communications, Inc.
Ryder System, Inc.
Northeast Utilities
Dominion Resources, Inc.
FPL Group, Inc.
Energy East Corporation
FirstEnergy Corp.
Southern Company
UAL Corporation
Goodrich Corporation
Kinder Morgan Energy Partners,
L.P.
Reliant Energy, Inc.
Burlington Northern Santa Fe
Corp.
Exelon Corporation
Laidlaw International, Inc.
El Paso Corporation
Constellation Energy Group, Inc.
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
77
SIC Industry
Fortune 500
Industry
TRANSPORTATION AND
UTILTIIES
196
47
356
119
216
302
228
148
69
471
174
138
478
58
442
232
87
242
75
397
311
393
67
102
25
154
327
339
286
168
226
424
269
412
221
195
199
Entertainment
Aerospace and Defense
Telecommunications
Utilities: Gas and Electric
Pipelines
Energy
Aerospace and Defense
Telecommunications
Telecommunications
32
305
490
296
260
336
103
56
265
78
Rank
Company
Number
Women
Corporate
Officers
PG&E Corporation
Lockheed Martin Corporation
CMS Energy Corporation
AMR Corporation
Textron Inc.
Keyspan Corporation
Consolidated Edison, Inc.
American Electric Power Company
Viacom Inc.
Wisconsin Energy Corporation
Union Pacific Corporation
Delta Air Lines, Inc.
SCANA Corporation
Northrop Grumman Corporation
C. H. Robinson Worldwide, Inc.
Continental Airlines, Inc.
BellSouth Corporation
Calpine Corporation
Honeywell International Inc.
OGE Energy Corp
NiSource Inc.
WPS Resources Corp.
Sprint Corporation
Comcast Corporation
The Boeing Company
Qwest Comm. International Inc.
Dynegy Inc.
CNF Inc.
Norfolk Southern Corporation
Waste Management, Inc.
AES Corporation
Mirant Corporation
CSX
Cinergy Corp.
Entergy Corporation
TXU Corp.
Public Service Enterprise Group,
Inc.
Time Warner Inc.
L-3 Communications Holdings, Inc.
Telephone and Data Systems, Inc.
DTE Energy Company
Enterprise Products Partners, L.P.
Oneok, Inc.
Raytheon Company
AT&T Corp.
ALLTEL Corporation
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
3
7
5
9
4
4
8
4
3
3
3
8
2
3
3
3
7
4
3
2
2
3
4
5
2
1
1
2
5
3
6
2
2
3
2
6
1
15
36
26
47
21
21
42
21
16
16
16
43
11
17
17
17
40
25
19
13
13
20
27
35
14
7
7
14
36
22
44
15
15
23
16
48
8
20.0
19.4
19.2
19.2
19.1
19.1
19.1
19.1
18.8
18.8
18.8
18.6
18.2
17.7
17.7
17.7
17.5
16.0
15.8
15.4
15.4
15.0
14.8
14.3
14.3
14.3
14.3
14.3
13.9
13.6
13.6
13.3
13.3
13.0
12.5
12.5
12.5
2
4
2
1
4
3
2
1
1
17
34
17
9
37
28
20
10
10
11.8
11.8
11.8
11.1
10.8
10.7
10.0
10.0
10.0
SIC Industry
Fortune 500
Industry
TRANSPORTATION AND
UTILITIES
WHOLESALE TRADE
Rank
Company
Number
Women
Corporate
Officers
Number
Total
Corporate
Officers
235
157
54
484
33
42
86
98
448
394
115
209
39
380
96
446
491
362
344
390
78
409
307
193
254
179
165
190
291
229
Sempra Energy
Nextel Communications, Inc.
The Walt Disney Company
UGI Corporation
SBC Communications Inc.
United Parcel Service, Inc.
Duke Energy
News Corporation
Enbridge Energy Partners, L.P.
Cablevision Systems Corporation
2
2
2
1
1
1
1
1
1
1
2
1
1
2
1
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
295
21
21
21
11
11
11
12
12
13
14
9.5
9.5
9.5
9.1
9.1
9.1
8.3
8.3
7.7
7.1
30
15
16
33
17
17
19
26
26
8
17
5
15
12
10
7
8
7
11
12
6.7
6.7
6.3
6.1
5.9
5.9
5.3
3.9
3.9
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1,875
15.7
18
38.9
15
4
4
44
12
12
34.1
33.3
33.3
7
4
3
4
6
8
3
3
23
14
11
15
23
32
12
13
30.4
28.6
27.3
26.7
26.1
25.0
25.0
23.1
347
CDW Corporation
92
11
415
Coca-Cola Company
Hewlett-Packard Company
Ikon Office Solutions, Inc.
321
403
427
392
476
132
202
207
Percentage
Women
Corporate
Officers
Office Eqpt.
79
SIC Industry
Fortune 500
Industry
WHOLESALE TRADE
Wholesalers: Healthcare
Wholesalers: Food and Grocery
Beverages
Computers, Office Equipment
Beverages
Wholesalers: Diversified
Electronics, Electrical Eqpt.
Beverages
Wholesalers: Healthcare
Wholesalers: Healthcare
Wholesalers: Food and Grocery
Wholesalers: Electronics and
Office Eqpt.
Tobacco
Wholesalers: Food and Grocery
Electronics, Electrical Eqpt.
Computers, Office Equipment
Computers, Office Equipment
Computers, Office Equipment
Wholesalers: Diversified
Wholesalers: Electronics and
Office Eqpt.
Electronics, Electrical Eqpt.
Wholesalers: Electronics and
Office Eqpt.
Wholesalers: Electronics and
Office Eqpt.
Wholesalers: Diversified
Computers, Office Equipment
Wholesalers: Healthcare
Wholesalers: Diversified
Electronics, Electrical Eqpt.
Electronics, Electrical Eqpt.
Wholesalers: Food and Grocery
Wholesalers: Diversified
Wholesalers: Electronics and
Office Eqpt.
Computers, Office Equipment
Wholesalers: Diversified
Total
80
Number
Women
Corporate
Officers
Rank
Company
15
104
123
10
139
385
410
447
23
16
60
468
McKesson Corporation
Supervalu Inc.
Coca-Cola Enterprises, Inc.
Intl. Business Machines Corp.
Anheuser-Busch Companies, Inc.
W.W. Grainger, Inc.
Maytag Corporation
Molson Coors Brewing Company
AmerisourceBergen Corp.
Cardinal Health, Inc.
Sysco Corporation
United Stationers Inc.
2
5
6
9
6
2
3
2
2
2
17
328
429
194
263
337
245
76
Number
Total
Corporate
Officers
Percentage
Women
Corporate
Officers
7
2
9
23
29
47
35
12
19
13
14
14
50
15
22.2
21.7
20.7
19.2
17.1
16.7
15.8
15.4
14.3
14.3
14.0
13.3
NCR Corporation
Genuine Parts Company
Ingram Micro, Inc.
2
1
2
2
1
1
1
1
15
8
17
19
10
10
11
13
13.3
12.5
11.8
10.5
10.0
10.0
9.1
7.7
134
110
4
1
59
19
6.8
5.3
462
21
4.8
489
495
465
351
345
160
198
437
217
0
0
0
0
0
0
0
0
0
8
12
9
6
6
10
7
11
22
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
28
414
Dell Inc.
Fisher Scientific International Inc.
0
0
133
15
5
0.0
0.0
822
16.2
SPX Corporation
Whirlpool Corporation
CHS Inc.
Hughes Supply, Inc.
Avnet, Inc.
81
82
83
84
UTAH (0/10) 0%
Autoliv, Inc. (0/10)
VIRGINIA (65/389) 16.7%
Advance Auto Parts, Inc. (1/18)
AES Corporation (6/44)
Brink's Company (0/5)
Capital One Financial Corporation (1/9)
CarMax, Inc. (9/52)
Circuit City Stores, Inc. (1/15)
Dominion Resources, Inc. (5/19)
State
IA
IN
WI
MD
CA
GA
NY
DE
SC
MA
NJ
MI
TX
WA
MN
CT
VA
IL
PA
RI
ID
NE
OH
TN
FL
KY
LA
DC
OK
NC
NV
AR
OR
KS
CO
MO
AZ
AL
NH
UT
Number F500
Companies
2
6
10
6
52
17
54
2
1
11
24
22
48
9
18
14
18
33
27
2
2
4
30
7
14
6
1
2
5
14
3
5
1
2
10
11
3
2
1
1
Total Number
Women Corporate
Officers
10
24
40
24
209
72
265
16
2
64
75
84
192
48
55
59
65
127
77
5
4
12
95
18
27
11
2
7
10
29
5
10
2
4
14
19
1
0
0
0
Total Number
Corporate Officers
42
122
210
130
1,139
393
1,449
88
11
353
419
473
1,081
272
316
354
389
794
492
32
27
81
656
129
208
88
16
58
86
252
44
95
20
42
159
250
57
31
5
10
Percentage
Women Corporate
Officers
23.8
19.7
19.0
18.5
18.3
18.3
18.3
18.2
18.2
18.1
17.9
17.8
17.8
17.6
17.4
16.7
16.7
16.0
15.7
15.6
14.8
14.8
14.5
14.0
13.0
12.5
12.5
12.1
11.6
11.5
11.4
10.5
10.0
9.5
8.8
7.6
1.8
0.0
0.0
0.0
85
Company
ALBERTSON'S
AMERICAN ELECTRIC POWER COMPANY
APPLIED MATERIALS, INC.
ARAMARK CORPORATION
ARROW ELECTRONICS, INC
ASBURY AUTOMOTIVE GROUP, INC.
ASSURANT, INC.
AVON PRODUCTS, INC.
BANK OF AMERICA CORPORATION
BARNES & NOBLE INC.
BJ'S WHOLESALE CLUB, INC.
THE BOEING COMPANY
BRUNSWICK CORPORATION
CALPINE CORPORATION
CAMPBELL SOUP CO.
CAPITAL ONE FINANCIAL CORPORATION
CDW CORPORATION
THE CHARLES SCHWAB CORPORATION
CHEVRONTEXACO CORPORATION
CIGNA CORPORATION
CIRCUIT CITY STORES, INC.
THE CLOROX COMPANY
THE COCA-COLA COMPANY
COCA-COLA ENTERPRISES, INC.
COLGATE-PALMOLIVE COMPANY
CONSTELLATION ENERGY GROUP, INC.
CUMMINS
D.R. HORTON, INC.
DARDEN RESTAURANTS, INC.
DEAN FOODS COMPANY
DEVON ENERGY CORPORATION
DILLARD'S INC.
DOLLAR GENERAL CORPORATION
DUKE ENERGY
EASTMAN CHEMICAL
EDISON INTERNATIONAL
EL PASO CORPORATION
EXELON CORPORATION
FEDERATED DEPARTMENT STORES, INC.
FIRST DATA CORPORATION
FIRSTENERGY CORP.
THE GAP, INC.
GOLDEN WEST FINANCIAL CORPORATION
THE GOLDMAN SACHS GROUP, INC.
HARLEY-DAVIDSON, INC.
HEWLETT-PACKARD COMPANY
THE HOME DEPOT, INC.
HOVNANIAN ENTERPRISES, INC.
86
Number of Women
Top Earners
1
2
1
1
1
1
1
2
2
1
1
1
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
1
1
1
1
1
2
2
1
2
1
1
2
1
1
1
Number of Women
Top Earners
Company
1
1
1
1
1
1
1
1
1
1
1
2
2
1
1
1
1
1
1
1
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
2
1
2
1
1
1
87
Company
SCHERING-PLOUGH CORPORATION
SEALED AIR CORPORATION
SLM CORPORATION
SMITH INTERNATIONAL, INC.
SOUTHWEST AIRLINES CO.
SUPERVALU INC.
TEACHERS INSURANCE AND ANNUITY ASSOCIATION COLLEGE
TELEPHONE AND DATA SYSTEMS, INC.
TEXTRON INC.
THRIVENT FINANCIAL FOR LUTHERANS
TIMKEN COMPANY
UNISYS CORPORATION
UNITED PARCEL SERVICE, INC.
UNITED SERVICES AUTOMOBILE ASSOCIATION
UNITED STATES STEEL CORPORATION
UNITED STATIONERS INC.
UNIVERSAL HEALTH SERVICES, INC.
US AIRWAYS GROUP, INC.
VERIZON COMMUNICATIONS INC.
WELLCHOICE, INC.
WENDY'S INTERNATIONAL, INC.
WHOLE FOODS MARKET, INC.
WINN-DIXIE STORES, INC.
WISCONSIN ENERGY CORPORATION
XCEL ENERGY INC.
XEROX CORPORATION
88
Number of Women
Top Earners
1
1
2
1
1
1
2
1
1
1
1
2
1
1
1
1
1
1
1
2
2
1
1
1
1
2
ADDENDUM NOTES
Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500 from April 1, 2004 to March 31, 2005
89
ALSO BY CATALYST
The following Catalyst publications track other numbers of women in corporate leadership. To download
free copies of the reports, visit www.catalyst.org.
2004 Catalyst Census of Women Corporate Officers and Top Earners of Canada
In 2004, women held 14.4 percent of corporate officer positions in the FP500, up from 14.0
percent in 2002. The number of companies with at least one woman corporate officer has actually
decreased to 61.4 percent from 62.4 percent in 2002. Of the women who are corporate officers,
neither the number of women who hold line positions nor the number of women who hold clout
titles has increased meaningfully.
Women Take Care, Men Take Charge: Stereotyping of U.S. Business Leaders Exposed
Analytical reviews of more than 40 studies on gender differences in leadership demonstrate that
men and women often lead in very similar ways. Yet this report reveals that both women and men
senior executives perceived that more women than men are effective at take care skills, such as
rewarding and supporting, and that more men than women are better at take charge skills, such
as delegating and influencing upward.
90
Chair
Charles O. Holliday, Jr.
Chairman & CEO
DuPont
Secretary
Anne M. Mulcahy
Chairman & CEO
Xerox Corporation
Treasurer
Barbara Paul Robinson, Esq.
Partner
Debevoise & Plimpton LLP
Ann M. Fudge
Chairman & CEO
Young & Rubicam Brands
Joseph Neubauer
Chairman & CEO
ARAMARK
Jeffrey R. Immelt
Chairman & CEO
General Electric Company
James H. Quigley
CEO
Deloitte & Touche USA LLP
Susan Arnold
Vice Chairman, Global Beauty Care
The Procter & Gamble Company
Andrea Jung
Chairman & CEO
Avon Products, Inc.
John Browne
CEO
BP p.l.c.
Karen Katen
Vice Chairman, Pfizer Inc
President, Pfizer Human Health
Tony Comper
President & CEO
BMO Financial Group
Ilene H. Lang
President
Catalyst
A. D. Pete Correll
Chairman
Georgia-Pacific Corporation
Edward M. Liddy
Chairman, President, & CEO
Allstate Insurance Company
John Mack
Chairman & CEO
Morgan Stanley
Michael J. Critelli
Chairman & CEO
Pitney Bowes Inc.
Reuben Mark
Chairman & CEO
Colgate-Palmolive Company
Thomas J. Engibous
Chairman
Texas Instruments
Renetta McCann
CEO
Starcom MediaVest Group
Kevin B. Rollins
President & CEO
Dell Inc.
Stephen W. Sanger
Chairman & CEO
General Mills, Inc.
Stephanie A. Streeter
Chairman, President, & CEO
Banta Corporation
James S. Turley
Chairman & CEO
Ernst & Young LLP
G. Richard Wagoner, Jr.
Chairman & CEO
General Motors Corporation
Thomas J. Engibous
Chairman
Texas Instruments
J. Michael Cook
Retired Chairman & CEO
Deloitte & Touche LLP
Reuben Mark
Chairman & CEO
Colgate-Palmolive Company
Expanding opportunities
for women and business
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tel/ 416-815-7600
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