the business case for change · 2020-04-27 · 2 women in usiness and anagement he business case...
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Women in Business and Management
The business case for changeSectorial snapshots
Women in Business and Management: The business case for change | Sectorial snapshotsi
Contents
Scope of enterprise survey on women in business and management 1
Sector
Administrative or support services 2
Agriculture, forestry or fishing 4
Arts, entertainment or recreation 6
Construction 8
Education 10
Financial or insurance activities 12
Hotels or restaurants 14
Human health or social work 16
Information and communications 18
Manufacturing 20
Mining or quarrying 22
Professional, scientific or technical activities 24
Public administration or defence 26
Real estate activities 28
Shop-keeping, sales or trade activities 30
Supply of electricity, gas, water or waste management 32
Transportation or storage services 34
Women in Business and Management: The business case for change | Sectorial snapshots1
Arts, entertainment or recreation
Mining or quarrying
Real estate activities
Administrative or support services
Agriculture, forestry or fishing
Public administration or defence
Transportation or storage services
Hotels or restaurants
Human health or social work
Financial or insurance activities
Education
Construction
Information and communications
Shop-keeping, sales or trade activities
Manufacturing
Other service activities
4.3%
4.9%
5.6%
6.9%
7.7%
8.1%
9.8%
12.2%
17.1%
1.5%
1.5%
1.9%
2.4%
2.6%
3.2%
3.3%
3.3%
3.7%
Supply of electricity, gas, water or waste management
Professional, scientific or technical activities
70 Countries
12,940Enterprises
Sectors17
Sectors with male-dominated cultures are less likely to have female CEOs
Source: ILO enterprise survey, 2018
Enterprises with a male-dominated culture (%) Enterprises with a female CEO (%)
Administrative or support
services
Information and communications
Manufacturing Mining or quarrying
Professional, scientific or
technical activities
Public administration
or defence
Real estate activities
Shop-keeping, sales or trade
activities
Supply of electricity, gas, water or waste management
Transportation or storage
services
Agriculture, forestry or
fishing
Arts, entertainment or recreation
Construction
Financial or insurance activities
Hotels or restaurants
Human health or social work
Education
41%41% 46% 47% 49% 51% 57% 59%
20% 22% 25% 29% 30% 34% 36% 37% 39%31% 35% 27% 18% 29% 26% 23% 21% 16%
18%22% 18% 23% 19% 15% 16% 11%
Scope of enterprise survey on women in business and management
Women in Business and Management: The business case for change | Sectorial snapshots2
Characteristics � Of surveyed enterprises, 12% were in Africa (AF), 23% in Asia-Pacific (AP), 21% in Europe and Central Asia (ECA), 30% in Latin America and the Caribbean (LAC) and 15% from Middle-East and North Africa (MENA);
� Around 94% of enterprises had between two and 100 employees, 3% had between 101 and 250 and 3% had 250+ employees.
Policies and initiatives � A total of 81% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 65% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 61% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 57% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
80.7
87.8
81.4
74.3
83.1
76.9
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
ECA AFAF
AP
LAC LACAP
LAC
0
10
20
30
40
50
60
70
90
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
AP80
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
6
9
8
2
10
6
31
26
17
26
10
23
19
40
21
41
33
34
13
14
17
20
14
16
19
9
29
9
24
15
13
3
8
2
10
6
Administrative or support services Surveyed enterprises: 337
Women in Business and Management: The business case for change | Sectorial snapshots3
Women in management � On average women accounted for around 26% of junior management positions, 32% of middle, 34% of senior and 35% of executive management.
Women in leadership � Around 27% of enterprises reported to have a female CEO (27% in AF, 25% in AP, 24% in ECA, 39% in LAC, 23% in MENA);
� Around 32% of enterprises reported to have a female chairperson on the board of directors (27% in AF, 30% in AP, 24% in ECA, 44% in LAC, 26% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 26% of board members (17% in AF, 30% in AP, 29% in ECA, 31% in LAC, 18% in MENA).
Perceptions around gender diversity � Around 28% of enterprises believed that company culture on gender diversity was male dominated, while 21% believed it to be female dominated; the remaining 51% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
ECA ECA
ECA
ECA
APAF
AF MENA
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 60
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
50
39
32
45
42
42
39
45
50
40
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
28
21
29
21
33
25
21
29
43
35
14
31
51
51
29
44
53
45
AP
MENA LACAF
ECA
ECA MENALAC
Strongly
agree
Agree
Disagree
Strongly
disagreeDi�culty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
e�ectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots4
Characteristics � Of surveyed enterprises, 15% were in Africa (AF), 20% in Asia-Pacific (AP), 18% in Europe and Central Asia (ECA), 32% in Latin America and the Caribbean (LAC) and 15% from Middle-East and North Africa (MENA);
� Around 51% of enterprises had between two and 100 employees, 16% had between 101 and 250 and 33% had 250+ employees.
Policies and initiatives � A total of 76% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 67% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 61% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 50% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
75.8
73.8
79.1
78.7
64.2
82.5
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AFAP
MENAAP AF
LAC
ECA
LACMENA
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
5
11
15
5
9
32
27
41
14
23
24
35
46
15
17
32
26
16
11
11
20
14
16
10
8
11
14
23
13
6
3
11
19
5
11
Agriculture, forestry or fishingSurveyed enterprises: 414
Women in Business and Management: The business case for change | Sectorial snapshots5
Women in management � On average women accounted for around 28% of junior management positions, 27% of middle, 25% of senior and 25% of executive management.
Women in leadership � Around 23% of enterprises reported to have a female CEO (15% in AF, 17% in AP, 17% in ECA, 33% in LAC, 20% in MENA);
� Around 23% of enterprises reported to have a female chairperson on the board of directors (15% in AF, 29% in AP, 23% in ECA, 25% in LAC, 18% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 19% of board members (13% in AF, 16% in AP, 22% in ECA, 25% in LAC, 16% in MENA).
Perceptions around gender diversity � Around 46% of enterprises believed that company culture on gender diversity was male dominated, while 17% believed it to be female dominated; the remaining 37% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LACMENA
ECA
ECA
AP APMENA
MENA
0
10
20
30
40
50
60
Junior Middle Senior Executive
Average Highest and lowest
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
33
27
31
37
37
35
38
37
32
46
48
45
43
56
47
17
17
20
15
10
16
37
35
35
42
34
37
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
AP
AP
LAC
LAC
AF
AFMENA
AF
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots6
Characteristics � Of surveyed enterprises, 13% were in Africa (AF), 16% in Asia-Pacific (AP), 25% in Europe and Central Asia (ECA), 26% in Latin America and the Caribbean (LAC) and 20% from Middle-East and North Africa (MENA);
� Around 89% of enterprises had between two and 100 employees, 5% had between 101 and 250 and 5% had 250+ employees.
Policies and initiatives � A total of 75% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived as ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/ executive training’, ‘Flexible working hours’ and ‘Part-time working hours’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 58% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 48% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 56% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
50 60 70 80 90 100
Total
MENA
LAC
ECA
AP
AF
75.3
71.1
76.0
70.2
74.2
91.7
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AF AF ECA
MENA
LAC APMENA
LAC
0
10
20
30
40
50
60
70
90
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
AP
80
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
5
8
3
50
33
45
21
25
34
14
17
45
26
8
22
14
33
11
17
15
21
8
9
32
33
22
8
5
8
4
Arts, entertainment or recreation Surveyed enterprises: 190
Women in Business and Management: The business case for change | Sectorial snapshots7
Women in management � On average women accounted for around 26% of junior management positions, 34% of middle, 29% of senior and 31% of executive management.
Women in leadership � Around 29% of enterprises reported to have a female CEO (31% in AF, 26% in AP, 34% in ECA, 35% in LAC, 19% in MENA);
� Around 30% of enterprises reported to have a female chairperson on the board of directors (31% in AF, 29% in AP, 32% in ECA, 41% in LAC, 15% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 27% of board members (32% in AF, 27% in AP, 31% in ECA, 33% in LAC, 16% in MENA).
Perceptions around gender diversity � Around 33% of enterprises believed that company culture on gender diversity was male dominated, while 21% believed it to be female dominated; the remaining 46% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
MENA
ECAECA
ECA
ECA
AF
LAC AF
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 80
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
706050
57
42
67
47
47
48
71
73
61
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
33
39
19
22
45
30
21
13
45
32
16
28
46
48
36
46
39
43
AP
ECA
LAC
AP
ECA
LACMENA LAC
Strongly
agree
Agree
Disagree
Strongly
disagreeDi�culty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
e�ectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots8
Characteristics � Of surveyed enterprises, 9% were in Africa (AF), 18% in Asia-Pacific (AP), 16% in Europe and Central Asia (ECA), 28% in Latin America and the Caribbean (LAC) and 28% from Middle-East and North Africa (MENA);
� Around 96% of enterprises had between two and 100 employees, 2% had between 101 and 250 and 2% had 250+ employees.
Policies and initiatives � A total of 69% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 57% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 57% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 58% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
69.0
69.3
73.6
63.2
62.0
79.1
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AF APAF AF
AF
LACECA
LAC
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
3
2
6
4
7
4
26
38
37
22
25
28
26
36
40
26
27
30
21
15
6
18
18
16
21
9
17
18
14
3
11
13
5
7
ConstructionSurveyed enterprises: 995
Women in Business and Management: The business case for change | Sectorial snapshots9
Women in management � On average women accounted for around 26% of junior management positions, 22% of middle, 21% of senior and 23% of executive management.
Women in leadership � Around 16% of enterprises reported to have a female CEO (16% in AF, 22% in AP, 17% in ECA, 23% in LAC, 7% in MENA);
� Around 17% of enterprises reported to have a female chairperson on the board of directors (16% in AF, 19% in AP, 10% in ECA, 27% in LAC, 9% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 17% of board members (19% in AF, 18% in AP, 14% in ECA, 23% in LAC, 10% in MENA).
Perceptions around gender diversity � Around 66% of enterprises believed that company culture on gender diversity was male dominated, while 4% believed it to be female dominated; the remaining 30% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LACLAC
LAC
ECA
AP MENA AP AF
0
10
20
30
40
50
60
Junior Middle Senior Executive
Average Highest and lowest
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
24
20
26
24
24
22
23
26
19
66
49
64
51
61
57
4
14
9
15
4
10
30
37
27
34
35
33
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
MENAMENA
LAC
LAC
ECA
AP
MENA
AF
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots10
Characteristics � Of surveyed enterprises, 11% were in Africa (AF), 17% in Asia-Pacific (AP), 23% in Europe and Central Asia (ECA), 27% in Latin America and the Caribbean (LAC) and 22% from Middle-East and North Africa (MENA);
� Around 94% of enterprises had between two and 100 employees, 2% had between 101 and 250 and 2% had 250+ employees.
Policies and initiatives � A total of 77% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 56% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 47% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 49% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
77.4
73.6
79.5
75.5
77.7
83.7
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AF AF
AP
AP
MENAMENA
MENA
ECA
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
AF
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
9
14
4
8
6
25
31
17
17
31
24
36
27
31
20
15
25
19
18
7
19
15
17
14
13
17
33
31
23
6
2
14
7
5
Education Surveyed enterprises: 891
Women in Business and Management: The business case for change | Sectorial snapshots11
Women in management � On average women accounted for around 28% of junior management positions, 35% of middle, 33% of senior and 36% of executive management.
Women in leadership � Around 35% of enterprises reported to have a female CEO (22% in AF, 29% in AP, 53% in ECA, 39% in LAC, 21% in MENA);
� Around 35% of enterprises reported to have a female chairperson on the board of directors (22% in AF, 28% in AP, 51% in ECA, 49% in LAC, 15% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 33% of board members (23% in AF, 30% in AP, 49% in ECA, 36% in LAC, 21% in MENA).
Perceptions around gender diversity � Around 37% of enterprises believed that company culture on gender diversity was male dominated, while 27% believed it to be female dominated; the remaining 37% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LAC
ECA ECA
ECA
AP
AP AP AP
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
28
26
30
31
31
28
30
33
27
37
28
10
20
24
22
27
29
68
44
26
41
37
43
22
36
49
37
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
AP
AF
LAC
AP
ECA
MENA MENAMENA
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots12
Characteristics � Of surveyed enterprises, 17% were in Africa (AF), 25% in Asia-Pacific (AP), 13% in Europe and Central Asia (ECA), 34% in Latin America and the Caribbean (LAC) and 11% from Middle-East and North Africa (MENA);
� Around 97% of enterprises had between two and 100 employees, 2% had between 101 and 250 and 2% had 250+ employees.
Policies and initiatives � A total of 77% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 59% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 56% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 51% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
77.3
73.4
79.1
69.1
75.8
84.7
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AP
MENAAP
AP
LAC ECA LAC
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
LAC
AP
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
2
6
2
25
37
36
13
22
26
25
35
4
23
15
25
20
17
36
19
26
21
25
11
12
17
30
17
3
12
23
7
9
Financial or insurance activities Surveyed enterprises: 726
Women in Business and Management: The business case for change | Sectorial snapshots13
Women in management � On average women accounted for around 29% of junior management positions, 34% of middle, 30% of senior and 29% of executive management.
Women in leadership � Around 18% of enterprises reported to have a female CEO (15% in AF, 17% in AP, 22% in ECA, 23% in LAC, 7% in MENA);
� Around 18% of enterprises reported to have a female chairperson on the board of directors (15% in AF, 20% in AP, 25% in ECA, 19% in LAC, 7% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 22% of board members (21% in AF, 20% in AP, 29% in ECA, 25% in LAC, 15% in MENA).
Perceptions around gender diversity � Around 34% of enterprises believed that company culture on gender diversity was male dominated, while 19% believed it to be female dominated; the remaining 48% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LACECA
ECA
ECA
AP
MENAAP AP
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
26
22
27
27
27
27
27
33
27
0 20 40 60 80 100
34
32
18
27
33
29
19
15
43
38
10
26
48
53
39
35
57
45
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
AP
AP
LACAP
AF
MENAMENA
AF
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots14
Characteristics � Of surveyed enterprises, 9% were in Africa (AF), 22% in Asia-Pacific (AP), 19% in Europe and Central Asia (ECA), 23% in Latin America and the Caribbean (LAC) and 27% from Middle-East and North Africa (MENA);
� Around 93% of enterprises had between two and 100 employees, 4% had between 101 and 250 and 4% had 250+ employees.
Policies and initiatives � A total of 73% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 61% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 54% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 58% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
73.2
69.8
74.8
72.2
74.5
78.0
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AP AFAF
AF
AF
LACECA LAC
ECA
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
4
4
3
3
27
38
36
19
26
27
67
32
23
27
28
31
7
15
14
13
18
14
9
9
9
21
11
2
18
28
5
14
Hotels or restaurantsSurveyed enterprises: 474
Women in Business and Management: The business case for change | Sectorial snapshots15
Women in management � On average women accounted for around 29% of junior management positions, 29% of middle, 30% of senior and 31% of executive management.
Women in leadership � Around 26% of enterprises reported to have a female CEO (17% in AF, 24% in AP, 38% in ECA, 42% in LAC, 4% in MENA);
� Around 27% of enterprises reported to have a female chairperson on the board of directors (17% in AF, 30% in AP, 41% in ECA, 47% in LAC, 8% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 23% of board members (18% in AF, 22% in AP, 34% in ECA, 35% in LAC, 13% in MENA).
Perceptions around gender diversity � Around 39% of enterprises believed that company culture on gender diversity was male dominated, while 15% believed it to be female dominated; the remaining 46% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LAC ECA ECA
ECA
AFMENA AF
AF
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
31
26
34
30
30
32
37
37
30
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
39
29
27
18
56
34
15
18
39
37
9
23
46
53
34
45
36
42
MENA
AP
LAC
AP
ECA
ECAMENA
AF
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots16
Characteristics � Of surveyed enterprises, 15% were in Africa (AF), 13% in Asia-Pacific (AP), 26% in Europe and Central Asia (ECA), 20% in Latin America and the Caribbean (LAC) and 27% from Middle-East and North Africa (MENA);
� Around 95% of enterprises had between two and 100 employees, 2% had between 101 and 250 and 2% had 250+ employees.
Policies and initiatives � A total of 76% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 54% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 51% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 55% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
76.4
73.0
72.7
75.9
75.7
89.0
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AP AF AP
AP
LAC
LAC LAC
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
LAC
AP
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
3
4
4
2
22
39
30
19
24
25
31
32
13
33
32
30
19
16
13
16
18
17
9
6
13
14
13
12
16
6
26
14
13
14
Human health or social work Surveyed enterprises: 551
Women in Business and Management: The business case for change | Sectorial snapshots17
Women in management � On average women accounted for around 30% of junior management positions, 38% of middle, 37% of senior and 37% of executive management.
Women in leadership � Around 31% of enterprises reported to have a female CEO (21% in AF, 25% in AP, 43% in ECA, 43% in LAC, 18% in MENA);
� Around 30% of enterprises reported to have a female chairperson on the board of directors (21% in AF, 29% in AP, 41% in ECA, 40% in LAC, 18% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 31% of board members (26% in AF, 28% in AP, 44% in ECA, 35% in LAC, 20% in MENA).
Perceptions around gender diversity � Around 27% of enterprises believed that company culture on gender diversity was male dominated, while 30% believed it to be female dominated; the remaining 43% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
ECA
ECA ECA
ECA
AP
MENA AP LAC
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
32
28
32
34
34
31
35
40
30
27
19
14
6
32
20
30
33
59
47
15
37
43
49
27
48
53
43
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
AF
LAC
LAC
AP
ECA
ECAMENA
MENA
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots18
Characteristics � Of surveyed enterprises, 14% were in Africa (AF), 34% in Asia-Pacific (AP), 12% in Europe and Central Asia (ECA), 25% in Latin America and the Caribbean (LAC) and 15% from Middle-East and North Africa (MENA);
� Around 97% of enterprises had between two and 100 employees, 1% had between 101 and 250 and 1% had 250+ employees.
Policies and initiatives � A total of 76% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/ executive training’, ‘Flexible working hours’ and ‘Remote work or telework’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 66% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 62% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 54% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
76.3
69.4
78.2
77.2
73.8
85.2
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AFAP
AP
APMENA
LAC MENA
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
LAC
AP
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
2
13
2
7
3
19
20
29
22
25
22
34
39
21
27
28
32
22
24
18
23
18
22
24
14
11
16
19
16
1
1
8
9
4
4
Information and communications Surveyed enterprises: 1,053
Women in Business and Management: The business case for change | Sectorial snapshots19
Women in management � On average women accounted for around 27% of junior management positions, 26% of middle, 25% of senior and 26% of executive management.
Women in leadership � Around 16% of enterprises reported to have a female CEO (19% in AF, 17% in AP, 16% in ECA, 22% in LAC, 9% in MENA);
� Around 24% of enterprises reported to have a female chairperson on the board of directors (19% in AF, 28% in AP, 20% in ECA, 32% in LAC, 8% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 21% of board members (22% in AF, 21% in AP, 25% in ECA, 25% in LAC, 14% in MENA).
Perceptions around gender diversity � Around 43% of enterprises believed that company culture on gender diversity was male dominated, while 10% believed it to be female dominated; the remaining 47% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LAC ECA ECA
ECA
ECA AFAP AP
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
22
20
21
23
23
22
25
27
21
43
36
37
40
43
39
10
13
20
19
11
14
47
51
43
42
46
46
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
AP
AP
LAC
AP
AF
LACMENA ECA
Strongly
agree
Agree
Disagree
Strongly
disagreeDi�culty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
e�ectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots20
Characteristics � Of surveyed enterprises, 11% were in Africa (AF), 33% in Asia-Pacific (AP), 22% in Europe and Central Asia (ECA), 23% in Latin America and the Caribbean (LAC) and 12% from Middle-East and North Africa (MENA);
� Around 98% of enterprises had between two and 100 employees, 1% had between 101 and 250 and 1% had 250+ employees.
Policies and initiatives � A total of 73% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 58% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 66% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 54% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
73.0
68.3
73.6
69.4
73.2
83.3
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
ECA AP
AP AP
APLAC
ECAAF
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
4
4
9
4
9
5
34
27
38
20
26
27
23
39
20
16
30
27
11
16
7
17
11
14
21
12
17
16
19
15
7
2
10
26
6
11
ManufacturingSurveyed enterprises: 1,581
Women in Business and Management: The business case for change | Sectorial snapshots21
Women in management � On average women accounted for around 28% of junior management positions, 26% of middle, 23% of senior and 23% of executive management.
Women in leadership � Around 18% of enterprises reported to have a female CEO (18% in AF, 18% in AP, 16% in ECA, 27% in LAC, 8% in MENA);
� Around 21% of enterprises reported to have a female chairperson on the board of directors (18% in AF, 21% in AP, 19% in ECA, 31% in LAC, 12% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 19% of board members (14% in AF, 21% in AP, 21% in ECA, 25% in LAC, 11% in MENA).
Perceptions around gender diversity � Around 55% of enterprises believed that company culture on gender diversity was male dominated, while 11% believed it to be female dominated; the remaining 33% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LAC
ECALAC
ECA
AP MENAMENA AP
0
10
20
30
40
50
60
Junior Middle Senior Executive
Average Highest and lowest
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
22
18
20
21
21
22
22
27
20
55
44
41
39
62
46
11
12
19
19
9
15
33
44
39
42
30
40
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
MENA
AP
LAC
AP
ECA
MENA
MENA
AF
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots22
Characteristics � Of surveyed enterprises, 19% were in Africa (AF), 12% in Asia-Pacific (AP), 14% in Europe and Central Asia (ECA), 27% in Latin America and the Caribbean (LAC) and 28% from Middle-East and North Africa (MENA);
� Around 89% of enterprises had between two and 100 employees, 5% had between 101 and 250 and 5% had 250+ employees.
Policies and initiatives � A total of 74% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 61% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 64% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 55% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
73.8
72.2
72.5
73.1
69.6
81.1
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AP
AF ECA AF
AF
MENA
AF
ECA
ECA
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
9
8
10
6
18
27
43
42
29
32
41
18
43
15
14
23
12
36
14
15
19
18
29
9
8
19
15
12
10
6
Mining or quarryingSurveyed enterprises: 191
Women in Business and Management: The business case for change | Sectorial snapshots23
Women in management � On average women accounted for around 25% of junior management positions, 24% of middle, 20% of senior and 24% of executive management.
Women in leadership � Around 11% of enterprises reported to have a female CEO (19% in AF, 24% in AP, 5% in ECA, 9% in LAC, 11% in MENA);
� Around 19% of enterprises reported to have a female chairperson on the board of directors (19% in AF, 21% in AP, 12% in ECA, 24% in LAC, 15% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 17% of board members (18% in AF, 16% in AP, 17% in ECA, 19% in LAC, 14% in MENA).
Perceptions around gender diversity � Around 65% of enterprises believed that company culture on gender diversity was male dominated, while 14% believed it to be female dominated; the remaining 22% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
MENA AP MENA
ECA
ECA
MENA
ECA AF
0
10
20
30
40
50
60
Junior Middle Senior Executive
Average Highest and lowest
0 10 20 30 40 70
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
50 60
56
53
66
59
59
50
52
55
42
65
70
77
60
43
59
14
4
16
22
14
22
26
23
24
35
27
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
APLAC
LAC AP
AF
MENA
MENAMENA
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots24
Characteristics � Of surveyed enterprises, 13% were in Africa (AF), 32% in Asia-Pacific (AP), 18% in Europe and Central Asia (ECA), 29% in Latin America and the Caribbean (LAC) and 8% from Middle-East and North Africa (MENA);
� Around 96% of enterprises had between two and 100 employees, 2% had between 101 and 250 and 2% had 250+ employees.
Policies and initiatives � A total of 75% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 59% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 59% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 56% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
74.6
71.7
75.1
74.6
73.1
78.8
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AFMENA
MENA
APECA
LACAF
ECA
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
ECA
MENA
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
7
5
4
4
7
5
25
21
25
19
14
21
39
44
21
28
43
35
14
20
36
31
21
25
14
8
7
11
7
10
1
7
7
7
4
Professional, scientific or technical activities Surveyed enterprises: 629
Women in Business and Management: The business case for change | Sectorial snapshots25
Women in management � On average women accounted for around 25% of junior management positions, 29% of middle, 27% of senior and 30% of executive management.
Women in leadership � Around 21% of enterprises reported to have a female CEO (22% in AF, 20% in AP, 21% in ECA, 24% in LAC, 11% in MENA);
� Around 24% of enterprises reported to have a female chairperson on the board of directors (22% in AF, 27% in AP, 16% in ECA, 31% in LAC, 9% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 24% of board members (25% in AF, 22% in AP, 25% in ECA, 27% in LAC, 12% in MENA).
Perceptions around gender diversity � Around 39% of enterprises believed that company culture on gender diversity was male dominated, while 18% believed it to be female dominated; the remaining 44% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LAC
LAC ECA
ECA
AFAP
APAP
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
28
26
26
30
30
28
32
34
27
39
35
42
31
45
37
18
16
23
20
6
18
44
49
35
48
49
46
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
MENA
LAC
LAC
AP
ECA
MENA
MENAECA
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots26
Characteristics � Of surveyed enterprises, 9% were in Africa (AF), 9% in Asia-Pacific (AP), 39% in Europe and Central Asia (ECA), 36% in Latin America and the Caribbean (LAC) and 6% from Middle-East and North Africa (MENA);
� Around 82% of enterprises had between two and 100 employees, 9% had between 101 and 250 and 9% had 250+ employees.
Policies and initiatives � A total of 79% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Maternity leave’ and ‘Paternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 49% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 43% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 48% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
50 60 70 80 90 100
Total
MENA
LAC
ECA
AP
AF
78.7
73.1
81.4
72.9
80.0
94.9
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AF MENA
AP
AP
LAC LAC LAC
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
MENA
AF
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
8
9
4
2
13
5
8
18
12
25
17
31
18
27
36
25
31
15
36
27
15
38
22
31
18
8
17
15
8
23
6
25
11
Public administration or defence Surveyed enterprises: 431
Women in Business and Management: The business case for change | Sectorial snapshots27
Women in management � On average women accounted for around 31% of junior management positions, 31% of middle, 29% of senior and 24% of executive management.
Women in leadership � Around 22% of enterprises reported to have a female CEO (27% in AF, 26% in AP, 12% in ECA, 33% in LAC, 5% in MENA);
� Around 23% of enterprises reported to have a female chairperson on the board of directors (27% in AF, 32% in AP, 14% in ECA, 26% in LAC, 8% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 25% of board members (27% in AF, 23% in AP, 18% in ECA, 30% in LAC, 25% in MENA).
Perceptions around gender diversity � Around 38% of enterprises believed that company culture on gender diversity was male dominated, while 10% believed it to be female dominated; the remaining 51% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
MENA
AF
MENA
MENA
AP
MENA
AF
LAC
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
30
23
35
39
39
28
31
38
26
38
45
49
31
58
41
10
20
25
20
12
21
51
35
26
49
31
38
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
MENA LAC
LAC
AP
AF
MENA
MENAAF
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots28
Characteristics � Of surveyed enterprises, 14% were in Africa (AF), 20% in Asia-Pacific (AP), 9% in Europe and Central Asia (ECA), 25% in Latin America and the Caribbean (LAC) and 32% from Middle-East and North Africa (MENA);
� Around 90% of enterprises had between two and 100 employees, 3% had between 101 and 250 and 3% had 250+ employees.
Policies and initiatives � A total of 70% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Part-time working hours’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 53% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 64% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 60% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
69.9
65.8
82.3
50.0
63.3
79.4
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AF
AF AP
AF
ECA
LAC LAC
ECA
0
10
20
30
40
50
60
80
100
90
70
Profit Talent Reputation Innovation Market
Average Highest and lowest
MENA
AF
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
24
25
25
37
30
30
35
30
25
22
35
30
18
25
25
11
13
16
18
20
25
11
17
16
6
19
4
8
Real estate activities Surveyed enterprises: 246
Women in Business and Management: The business case for change | Sectorial snapshots29
Women in management � On average women accounted for around 28% of junior management positions, 27% of middle, 28% of senior and 29% of executive management.
Women in leadership � Around 18% of enterprises reported to have a female CEO (19% in AF, 26% in AP, 32% in ECA, 32% in LAC, 3% in MENA);
� Around 21% of enterprises reported to have a female chairperson on the board of directors (19% in AF, 25% in AP, 30% in ECA, 31% in LAC, 11% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 19% of board members (22% in AF, 20% in AP, 22% in ECA, 29% in LAC, 11% in MENA).
Perceptions around gender diversity � Around 41% of enterprises believed that company culture on gender diversity was male dominated, while 24% believed it to be female dominated; the remaining 35% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LACAF LAC AP
MENA
ECA ECA
LAC
0
10
20
30
40
50
60
Average Highest and lowest
Junior Middle Senior Executive
0 10 20 30 40 70
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
6050
47
54
61
40
40
46
59
57
47
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated Female dominated Inclusive
41
35
36
32
51
41
24
29
23
38
1
20
35
37
41
30
48
39
MENA
AP
LAC
AP
ECA
ECAMENA
ECA
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots30
Characteristics � Of surveyed enterprises, 6% were in Africa (AF), 12% in Asia-Pacific (AP), 27% in Europe and Central Asia (ECA), 42% in Latin America and the Caribbean (LAC) and 14% from Middle-East and North Africa (MENA);
� Around 96% of enterprises had between two and 100 employees, 2% had between 101 and 250 and 2% had 250+ employees.
Policies and initiatives � A total of 72% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 58% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 55% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 50% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
71.8
69.4
74.0
68.7
66.7
86.7
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
MENA APMENA AP
AP
LACLAC MENA
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
LAC
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
3
7
3
4
8
5
42
30
39
22
23
27
30
37
21
21
25
23
6
11
17
17
14
15
12
11
17
18
26
18
6
4
4
19
4
12
Shop-keeping, sales or trade activitiesSurveyed enterprises: 1,274
Women in Business and Management: The business case for change | Sectorial snapshots31
Women in management � On average women accounted for around 30% of junior management positions, 32% of middle, 32% of senior and 31% of executive management.
Women in leadership � Around 23% of enterprises reported to have a female CEO (24% in AF, 21% in AP, 22% in ECA, 30% in LAC, 10% in MENA);
� Around 25% of enterprises reported to have a female chairperson on the board of directors (24% in AF, 21% in AP, 28% in ECA, 32% in LAC, 9% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 24% of board members (19% in AF, 21% in AP, 27% in ECA, 29% in LAC, 11% in MENA).
Perceptions around gender diversity � Around 35% of enterprises believed that company culture on gender diversity was male dominated, while 25% believed it to be female dominated; the remaining 40% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LAC ECAECA
ECA
AF MENA MENAAF
0
10
20
30
40
50
60
Junior Middle Senior Executive
Average Highest and lowest
26
22
24
24
24
25
25
31
24
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
35
36
33
32
52
36
25
24
31
24
5
23
40
39
36
44
43
41
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
MENA
AF
AF
AP
ECA
MENA
MENA
MENA
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots32
Characteristics � Of surveyed enterprises, 8% were in Africa (AF), 15% in Asia-Pacific (AP), 22% in Europe and Central Asia (ECA), 27% in Latin America and the Caribbean (LAC) and 28% from Middle-East and North Africa (MENA);
� Around 80% of enterprises had between two and 100 employees, 10% had between 101 and 250 and 10% had 250+ employees.
Policies and initiatives � A total of 68% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/ executive training’, ‘Maternity leave’ and ‘Prevention of sexual harassment’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 54% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 56% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 59% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 100
Total
MENA
LAC
ECA
AP
AF
90
68.2
64.3
71.1
65.7
60.9
92.0
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
APAP
AP
AP
AP
LAC LAC LAC
LAC
0
10
20
30
40
50
60
70
90
Profit Talent Reputation Innovation Market
Average Highest and lowest
LAC
80
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
4
3
2
33
31
57
11
10
24
33
50
21
22
40
35
17
8
21
15
17
15
8
8
19
23
14
8
4
30
7
11
Supply of electricity, gas, water or waste management Surveyed enterprises: 305
Women in Business and Management: The business case for change | Sectorial snapshots33
Women in management � On average women accounted for around 29% of junior management positions, 24% of middle, 22% of senior and 19% of executive management.
Women in leadership � Around 15% of enterprises reported to have a female CEO (18% in AF, 6% in AP, 16% in ECA, 21% in LAC, 7% in MENA);
� Around 17% of enterprises reported to have a female chairperson on the board of directors (18% in AF, 10% in AP, 13% in ECA, 35% in LAC, 10% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 18% of board members (32% in AF, 15% in AP, 18% in ECA, 22% in LAC, 13% in MENA).
Perceptions around gender diversity � Around 44% of enterprises believed that company culture on gender diversity was male dominated, while 4% believed it to be female dominated; the remaining 52% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
LAC
AF AFAF
ECAAP
AP AP
0
10
20
30
40
50
60
Junior Middle Senior Executive
Average Highest and lowest
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
34
32
37
38
38
35
36
39
29
44
67
52
51
43
51
4
2
10
10
12
9
52
30
37
39
45
40
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
AP
AP
LAC
ECA
AF
MENA
MENA
AF
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in Business and Management: The business case for change | Sectorial snapshots34
Characteristics � Of surveyed enterprises, 12% were in Africa (AF), 21% in Asia-Pacific (AP), 23% in Europe and Central Asia (ECA), 27% in Latin America and the Caribbean (LAC) and 17% from Middle-East and North Africa (MENA);
� Around 90% of enterprises had between two and 100 employees, 5% had between 101 and 250 and 5% had 250+ employees.
Policies and initiatives � A total of 76% of enterprises had an equal opportunity policy or a diversity and inclusion policy.
� The most popular and effective HR initiatives to promote gender equality were perceived to be ‘Recruitment, retention and promotion’, ‘Mentoring’, ‘Skills training/executive training’, ‘Flexible working hours’ and ‘Maternity leave’.
1 Full statements are as follows: ‘Profit’: Profitability and productivity; ‘Talent’: Increased ability to attract and retain talent; ‘Reputation’: Enhanced company repu-tation; ‘Innovation’: Greater creativity, innovation and openness; ‘Market’: Better ability to gauge consumer interest and demand.
The business case for gender diversity � A total of 56% of enterprises believed that policies and initiatives had helped to improve business outcomes.1
� 58% of enterprises believed that gender diversity policies and initiatives had contributed to increased profit and productivity;
� Around 58% of enterprises believed that profit had increased between 5-15% as a result.
Figure 2 Share of firms stating improved outcomes from gender policies1 (percentage)
Figure 1 Share of enterprises with equal opportunity policies (percentage)
40 50 60 70 80 90
Total
MENA
LAC
ECA
AP
AF
76.2
71.2
70.6
80.2
77.8
86.0
Figure 3 Increased profit outcomes from gender diversity policies (percentage)
<5% 5–10% 10–15% 15–20% 20+% Unsure
AP AP
AF
AP
APLAC
MENALAC
LAC
0
10
20
30
40
50
60
70
80
Profit Talent Reputation Innovation Market
Average Highest and lowest
LAC
0 20 40 60 80 100
AF
AP
ECA
LAC
MENA
Total
4
12
7
15
7
32
22
46
24
40
30
18
42
27
30
5
28
23
16
4
15
10
14
18
16
8
13
25
15
9
4
11
5
6
Transportation or storage services Surveyed enterprises: 433
Women in Business and Management: The business case for change | Sectorial snapshots35
Women in management � On average women accounted for around 24% of junior management positions, 27% of middle, 26% of senior and 26% of executive management.
Women in leadership � Around 19% of enterprises reported to have a female CEO (29% in AF, 14% in AP, 15% in ECA, 35% in LAC, 6% in MENA);
� Around 19% of enterprises reported to have a female chairperson on the board of directors (29% in AF, 19% in AP, 12% in ECA, 26% in LAC, 7% in MENA);
2 Full statements are as follows: With equal skills and qualifications, women have greater difficulty reaching top-management positions; Top-level career implies “anytime, anywhere” availability to work and geographical mobility; Women lead just as effectively as men; Our company culture is a mirror of our society and its traditions.
� On average, enterprises reported that women accounted for around 18% of board members (18% in AF, 18% in AP, 19% in ECA, 21% in LAC, 12% in MENA).
Perceptions around gender diversity � Around 48% of enterprises believed that company culture on gender diversity was male dominated, while 10% believed it to be female dominated; the remaining 42% believed it to be inclusive.
� On average, enterprises tended to agree on the statement2 provided in the following Figure, but with some variation by region.
Figure 4: Share of women in management (percentage)
Figure 5: Share of women in middle and senior management by functional role (percentage)
Figure 6: Perceived company culture on gender diversity (percentage)
Figure 7: Perceptions around gender
AFLAC LAC
ECA
ECA
ECAMENA AP
0
10
20
30
40
50
60
Junior Middle Senior Executive
Average Highest and lowest
0 10 20 30 40 50
General management
Operations
Profit and loss
Research
Marketing and sales
Communication and PR
Finance and administration
CSR
Human resouces
33
24
34
32
32
30
33
37
28
48
47
57
43
49
49
10
12
9
18
15
13
42
41
34
39
36
38
0 20 40 60 80 100
Total
MENA
LAC
ECA
AP
AF
Male dominated InclusiveFemale dominated
MENA
LAC
LAC
AP
AF
AFMENA
MENA
Stronglyagree
Agree
Disagree
Strongly disagree
Difficulty getting
promotions despite equal
skills
Top-level career
requires full availability
Women lead as
effectively
Company culture mirrors society
Women in business and management: The business case for change
Enterprises globally recognize the imperative of having a gender diverse workplace, including the integral benefits of having women in top decision-making positions. Mounting evidence shows that achieving gender balance and diverse management teams at all levels deliver positive business outcomes.
The second edition of Women in business and management explores the business case for gender diversity in the workplace, women’s representation at management and board level and the various success factors that drive enterprise behaviour for inclusion. The report adds to the growing body of evidence that shows many enterprises are actively pursuing initiatives to boost the number of women in their talent pool but also shows that these efforts alone are insufficient. Enterprises still need to translate their policies into concrete action and critically address gender diversity within their organizational culture.