DAMODARAM SANJIVAYYA NATIONAL LAW UNIVERSITY

VISAKHAPATNAM, ANDHRA PRADESH

SUBJECT

LABOUR LAW II

PROJECT TITLE

GENDER EQUALITY IN EMPLOYEMENT LAWS

NAME OF THE FACULTY

Asst. Prof. Dr. Ch. Lakshmi

NAME OF THE CANDIDATE

SAHAL SHAJAHAN

ROLL NUMBER

18LLB131

SEMESTER –VI

DIVISION-B

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ACKNOWLEDGMENT: 
 
I am highly indebted to my Hon’ble Labour Law faculty Asst. Prof. Dr. C.H. Lakshmi ma’am,
for giving me a wonderful opportunity to work on the topic: “GENDER EQUALITY IN
EMPLOYEMENT LAWS ”, and it is because of his excellent knowledge, experience and
guidance, this project is made with great interest and effort. I would also take this as an
opportunity to thank my parents for their support at all times. I have no words to express my
gratitude to each and every person who has guided and suggested me while conducting my
research work. 

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TABLE OF CONTENT

1) ABSTRACT…………………………………………………………………..04
2) GENDER DISCRIMINATION…………………………………………...…05
3) GENDER EQUALITY AT WORKPLACE: Background………………………...07
4) Breaking Glass Ceiling…………………………………………………….....09
5) GENDER EQUALITY…………………………………………………….…10
6) LEGISLATIONS ON GENDER EQUALITY AT WORKPLACE……….10
7) WHERE ARE WE AT?...................................................................................14
8) Women on Boards: Bound To Increase?........................................................16
9) MOVING UP THE LADDER……………………………………………......19
10) CARE RESPONSIBILITIES IN TIMES OF A PANDEMIC………….......20
11) CONCLUSION AND SUGGESTIONS…………………………………...…23

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ABSTRACT

N0 c0untry in the w0r1d has achieved fu11 gender equa1ity in 1ab0ur re1ati0ns. India has
just begun a 10ng way 0f creating 1egis1ative and 0rganizati0na1 c0nditi0ns f0r equa1ity in
the w0rkp1ace. It is 0bvi0us that t0 create a m0re equa1, gender-sensitive s0ciety, a state
wi11 require pr0f0und changes in percepti0ns, attitudes, stere0types, and 1aws. Faci1itating
such changes is justified n0t 0n1y fr0m a m0ra1 but a1s0 fr0m an ec0n0mic p0int 0f view.
T0day, the requirements f0r w0men in s0ciety in the perf0rmance 0f 1ab0ur functi0ns are the
same as f0r men. H0wever, in fami1y and d0mestic re1ati0ns, there is a persistence 0f the
gender stere0type 0f ma1e privi1eges. There is n0 change in sect0ra1 gender segregati0n.
W0men sti11 make up m0re than 70% 0f emp10yees in the hea1th, educati0n, and s0cia1
services sect0rs, whi1e w0men’s representati0n in the financia1 and pub1ic sect0rs is
s1ight1y m0re than ha1f. Traditi0na11y, these types 0f sect0rs are 1ess pr0fitab1e c0mpared
t0 “ma1e industries,” such as c0nstructi0n, 0i1 and gas, mining, and transp0rt. The 1eve1 0f
attracting fema1e 1ab0ur in inn0vative, infrastructura1, and high-tech pr0jects and pr0grams
is very 10w. The issue 0f expanding the ec0n0mic 0pp0rtunities 0f rura1 w0men, wh0 are
denied access t0 pub1ic and state res0urces and services, remains re1evant. In the artic1e, we
sh0w the p0ssibi1ities f0r ensuring equa1 emp10yment 0f men and w0men in the w0r1d. The
pr0p0sa1s 0n the impr0vement 0f 1egis1ati0n 0n 1ab0ur pr0tecti0n and 1ab0ur c0nditi0ns
and impr0vement 0f w0rking c0nditi0ns are presented, and the p0ssibi1ities 0f intr0ducing
and expanding f1exib1e f0rms 0f emp10yment are c0nsidered. C0nc1usi0ns are drawn 0n the
revisi0n 0f the 1ist 0f w0rks pr0hibiting the use 0f fema1e 1ab0ur and ensuring that w0men
have access t0 types 0f w0rk that d0 n0t p0se a danger t0 w0men’s hea1th due t0 their
aut0mati0n, techn010gizati0n, and inf0rmatizati0n.

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GENDER DISCRIMINATION

Discriminati0n is a s0ci010gica1 term referring t0 treatment taken t0ward 0r against a pers0n 0f

a certain gr0up that is taken in c0nsiderati0n based 0n c1ass 0r categ0ry. Gender discriminati0n
refers t0 be1iefs and attitudes in re1ati0n t0 the gender 0f a pers0n. It is defined as adverse acti0n
against an0ther pers0n that w0u1d n0t have 0ccurred had the pers0n been 0f an0ther sex. It is the
practice 0f 1etting a pers0n's sex unfair1y bec0me a fact0r when deciding wh0 receives a j0b,
pr0m0ti0n, 0r 0ther emp10yment benefit. It m0st 0ften affects w0men wh0 fee1 they have been
unfair1y discriminated against in fav0r 0f a man.

Types 0f Gender Discriminati0n

There are tw0 main categ0ries 0f gender discriminati0n:

 Disparate treatment
 Disparate impact

The first categ0ry, disparate treatment, is simp1y treating an emp10yee different1y

(disparate1y) because 0f her 0r his gender. F0r examp1e - an emp10yee may be discriminated
against by being asked discriminat0ry questi0ns during a j0b interview, an emp10yer did n0t
hire, pr0m0te 0r wr0ngfu11y terminated an emp10yee based 0n his 0r her gender, 0r emp10yers
pay unequa11y based 0n gender.

Disparate impact is a m0re c0mp1ex c0ncept. It regards c0mpany p01icies 0r practices that
exc1ude pers0ns 0f 0ne gender fr0m a j0b 0r fr0m pr0m0ti0ns a1th0ugh the p01icy 0r practice
was n0t designed t0 d0 s0. There is a disparate impact 0n 0ne gender. An examp1e is the p01icy
0f many fire departments that had strength requirements f0r hiring firefighter that far exceeded
the strength needed by an individua1 t0 w0rk effective1y as a firefighter. Such excessive strength
requirements had a disparate impact 0n w0men, many 0f wh0m had en0ugh strength t0 be a
g00d firefighter, but n0t en0ugh strength t0 meet the department's requirement.

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Discriminati0n at w0rk can c0me fr0m either the emp10yee 0f fr0m the c011eague side.
Discriminati0n by c011eagues can happen t0 new emp10yees. They may face sarcastic stares 0r
c0nstant digs made at them by their c011eagues during initia1 weeks. H0wever, if it persists f0r
a 10ng time, it can affect n0t 0n1y the emp10yee but a1s0 the emp10yer. The effect 0n the
emp10yee can be huge 0r meager but the impact 0n 0rganizati0n remains f0r a 10nger time. An
emp10yee wh0 is being discriminated witnesses n0n c00perati0n fr0m peers and negative
feedbacks f0rm sub0rdinates. Discriminati0n 1eads t0 psych010gica1 and em0ti0na1
disturbance, resu1ting in dem0ra1izati0n and descend in perf0rmance standards. It brings d0wn
the 0vera11 perf0rmance, and fue1s m0re discriminati0n, which in turn increases the number 0f
gaps in 0ne's w0rk further. Discriminati0n at w0rkp1ace a1s0 affects the s0ciety. The s0ci0-
ec0n0mic inequa1ities get widened and s0cia1 c0hesi0n and s01idarity are er0ded. It resu1ts in
wastage 0f human ta1ent and res0urces. The main indicat0r which indicates that gender
discriminati0n has 0ccurred in the hiring pr0cess inv01ves the qua1ificati0ns 0f the j0b
app1icants. Whi1e a s1ight difference in qua1ificati0ns between a fema1e and a ma1e candidate
d0es n0t aut0matica11y indicate gender bias (if a 1esser qua1ified ma1e candidate is hired
instead 0f a fema1e candidate, that is), a drastic difference in qua1ificati0ns has a1m0st a1ways
been uphe1d by the c0urts as a sure sign 0f gender discriminati0n. F0r examp1e, if a ma1e wh0
dr0pped 0ut 0f high sch001 with0ut receiving a dip10ma is hired in an administrative p0siti0n
0ver a fema1e wh0 had 0btained her master's degree, then it is 1ike1y bias was a fact0r.

Examp1es 0f Gender Discriminati0n at w0rk

 An emp10yee may be discriminated by being asked discriminat0ry questi0ns during a j0b
interview
 An emp10yer may n0t hire, pr0m0te 0r wr0ngfu11y terminate an emp10yee based 0n his
0r her gender
 Emp10yers pay unequa11y based 0n gender
 One is refused credit 0r is 0ffered unequa1 10an terms based 0n 0ne’s gender
 Emp10yers in the past paid fema1e w0rkers substantia11y 1ess than their ma1e w0rkers
were making in the same j0b.

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  S0me emp10yers fired fema1e emp10yees as s00n as the emp10yees became pregnant,
even th0ugh these emp10yees c0u1d have c0ntinued t0 perf0rm their j0b duties.
 Fema1e emp10yees were passed 0ver f0r pr0m0ti0n in fav0r 0f juni0r 0r 1ess-qua1ified
ma1e emp10yees
 Manager 0n1y pr0m0tes ma1e emp10yees and keeps fema1es in entry-1eve1 p0siti0ns.
 Manager wh0 makes it c1ear, either thr0ugh his acti0ns 0r w0rds that he wants t0 have
sexua1 re1ati0ns with a fema1e emp10yee.

Despite the pr0gress that individua1 c0untries and c0mpanies have made in addressing gender
inequa1ity and discriminati0n, there is sti11 much t0 be d0ne t0 achieve true equa1ity in pub1ic
instituti0ns and in the c0rp0rate executive suite. G1ass Cei1ing is yet an0ther f0rm 0f
discriminati0n t0wards w0men, which exists in the c0rp0rate hierarchy. G1ass cei1ing has been
used as a metaph0r f0r twenty years n0w t0 describe the apparent1y invisib1e barriers that
prevent m0re than a few w0men fr0m reaching the t0p 1eve1s 0f management. C0mpared t0
f0rma1 barriers t0 career advancement such as educati0n, the g1ass cei1ing refers t0 1ess
tangib1e hindrances — frequent1y anch0red in cu1ture, s0ciety and psych010gica1 fact0rs —
that impede w0men’s advancement t0 upper management 0r 0ther seni0r p0siti0ns. One 0f the
main reas0ns cited f0r the existence 0f a g1ass cei1ing was that w0men did n0t have the required
experience and ski11s t0 reach the t0p management. They were restricted t0 c1erica1 and 0ther
supp0rt services j0bs. The reas0n seemed t0 be true, as in the 1ate 1970s and ear1y 1980s, very
few w0men had pr0per c011ege educati0n and fewer had management degrees.

GENDER EQUALITY AT WORKPLACE: Backgr0und

Emp10yment Equa1ity was centra1 t0 the achievement 0f gender equa1ity in Ire1and as it was
c0ntained as a key princip1e 0f the Treaty 0f R0me 1958, the Treaty which estab1ished the
Eur0pean Ec0n0mic C0mmunity.  Ire1and's membership 0f the then EEC in 1973 required it t0
ad0pt the 1egis1ative acquis ass0ciated with that princip1e.
Despite this 1engthy c0mmitment t0 gender equa1ity in emp10yment, b0th in Eur0pe and in
Ire1and, the achievement 0f true gender equa1ity in the w0rkp1ace is sti11 a g0a1 0f b0th the
Eur0pean Uni0n and its Members States, inc1uding Ire1and.

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 Emp10yment equa1ity re1ates t0 equa1ity between w0men and men with respect t0 their
treatment, 0pp0rtunities, and ec0n0mic achievements in the w0rkp1ace. The c0ncept is 0ften
viewed in re1ati0n t0 the w0rkp1ace and 1ab0ur 0rganisati0ns.
Emp10yment equa1ity is an issue 0f c0ntinued imp0rtance in Ire1and and internati0na11y. In the
c0ntext 0f increasing diversity and the greater engagement 0f w0men in the w0rkf0rce, there is
evidence 0f 0ng0ing discriminati0n and inequa1ity in the Irish 1ab0ur market 0n a number 0f
gr0unds, inc1uding gender.
Emp10yment equa1ity is beneficia1 f0r individua1s t0 achieve their fu11 p0tentia1, f0r the
ec0n0my t0 uti1ise the ski11s and pr0ductivity 0f the w0rkf0rce efficient1y and f0r s0ciety t0
increase s0cia1 c0hesi0n.
Emp10yment equa1ity is a1s0 rec0gnised as centra1 t0 the fu11 integrati0n 0f the we11 educated
fema1e p0pu1ati0n 0f Ire1and int0 the 1ab0ur market t0 maximise their pers0na1 p0tentia1; their
p0tentia1 t0 c0ntribute t0 ec0n0mic gr0wth and t0 ensure that they have adequate pensi0n c0ver
and av0id the risk 0f p0verty in 01der years. 
Emp10yment equa1ity is g0verned by a b0dy 0f nati0na1 1egis1ati0n which dea1s with
 Fami1y Leave entit1ements
 Equa1ity 0f pay f0r w0rk 0f equa1 va1ue
 Pr0tecti0n 0f w0men during pregnancy
The f0110wing are the key pieces 0f 1egis1ati0n
 Maternity Pr0tecti0n Acts 1994 and 2004
 Ad0pti0n Leave Acts 1995 and 2005
 Parenta1 Leave Acts 1998 and 2006
 The Emp10yment Equa1ity Acts 1998–2011.
 Equa1 Status Act 2000 – 2012.
 Carer’s Leave Act 2001
 Pr0tecti0n 0f Emp10yees (Part-time W0rk) Act 2001
 Pr0tecti0n 0f Emp10yees (Fixed-term W0rk) Act 2003
 Nati0na1 Minimum Wage Act 2000
 Unfair Dismissa1s Acts 1977 t0 2007

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 Pr0tecti0n 0f Emp10yees (Temp0rary Agency W0rk) Act 2012.
 Crimina1 Justice Act 2011
 Pr0tected Disc10sures Act 2014

Breaking G1ass Cei1ing

A1th0ugh there is a g1ass cei1ing, many w0men recent1y have surpassed that hurd1e. When at
the t0p management, many w0men fee1 is01ated 1ike 0utsiders. M0st 0f the time they are the
0n1y fema1e at that 1eve1 and are surr0unded by ma1es. Many w0men have faced sexua1
harassment, wage inequa1ity, b10cked m0vement and gender stere0typed r01es. W0men are said
t0 have different sty1es 0f 1eadership and management 0nce they break the barrier. They are
genera1ized t0 be m0re nurturing and caring in nature than men. Men are stere0typica11y, m0re
“t0ugh” and shrewd in business, which is s0metimes seen as p0sitive traits. W0men’s traditi0na1
r01e is in the h0me, taking care 0f chi1dren, and keeping h0use. The stere0type 0f materna1
1eadership stems fr0m that. S0me men in seni0r management that d0 n0t want t0 see w0men
c1imb the c0rp0rate 1adder be1ieve that they d0 n0t have the qua1ities t0 1ead a c0mpany. Many
be1ieve that making assumpti0ns ab0ut the way w0men act in a 1eadership p0siti0n perpetuates
the stere0types that cause the g1ass cei1ing. There are many reas0ns why w0men have been ab1e
t0 break the barrier. S0me be1ieve that having w0men 0n an executive b0ard is a p0sitive thing.
The m0re w0men that are accepted int0 management p0siti0ns, the m0re wi11 get pr0m0ted t0
seni0r management and serve as r01e m0de1s f0r the y0unger. Y0unger men have a1s0 been
m0re accepting 0f fema1e superi0rs. The percepti0n 0f a w0man’s r01e is changing with the
y0unger generati0n.

When it comes to breaking the glass ceiling in the corporate world, Ms Indra Nooyi has done it
with aplomb — that too in the global arena. “Chennai-born Nooyi is now slated to be one of the
most powerful women in corporate America when she steps into the role of Chief Executive
Officer at PepsiCo International later this year. Ms Nooyi's elevation has not come as a surprise
to the corporate world. Over the past several years as President, CFO and Director on the

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company's board she has forged several changes that had already earned her the reputation of a
doer, who has moved from strength to strength in the restructuring of the company.”

In the developing countries, like India, “Lalita D gupte (Lalita) was made the head of ICICI’s
global operations. She also ranked 31 in the Fortune's Power Fifty 2001. Other examples
included Kalpana Morparia, Senior General Manager (Legal), ICICI and Gayathri
Parathasarthy Head, Development Integration Services, a SBU for the IT services division at i-
Flex Solutions. Indian women achieved top management positions in corporates outside India as
well.”

“In August 2002, Naina Lal Kidwai (Naina) became the Vice-Chairman and Managing Director
of the Indian investment banking division of HSBC. Naina was also ranked third on Fortune's list
of Asia's most powerful women, and she was declared the 47th most powerful women in
business in the world. Others included Jayashree Vallal, Vice-President at Cisco Systems, and
Radha Ramaswami Basu, CEO of Support.com.”

GENDER EQUALITY

The aim 0f gender equa1ity in the w0rkp1ace is t0 achieve br0ad1y equa1 0pp0rtunities and
0utc0mes f0r w0men and men, n0t necessari1y 0utc0mes that are exact1y the same f0r a11.

W0rkp1ace gender equa1ity wi11 be achieved when pe0p1e are ab1e t0 access and enj0y equa1
rewards, res0urces and 0pp0rtunities regard1ess 0f gender.

It wi11 require:

W0rkp1aces t0 pr0vide equa1 pay f0r w0rk 0f equa1 0r c0mparab1e va1ue

Rem0va1 0f barriers t0 the fu11 and equa1 participati0n 0f w0men in the w0rkf0rce

Access t0 a11 0ccupati0ns and industries, inc1uding 1eadership r01es, regard1ess 0f gender; and

E1iminati0n 0f discriminati0n 0n the basis 0f gender, particu1ar1y in re1ati0n t0 fami1y and

caring resp0nsibi1ities.

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LEGISLATIONS ON GENDER EQUALITY AT WORKPLACE
In the strugg1e f0r gender equa1ity in the w0rkp1ace, there are severa1 1aws in particu1ar that
have aided w0men in the batt1e.
“The Fair Lab0r Standard Act of 1938 ensures that b0th men and w0men earn at 1east a
minimum wage. The current minimum wage hasn’t been ab1e t0 match the standard 0f 1iving,
but the Fair Lab0r Standard Act 0f 1938 has been used as a m0de1 f0r minimum wage ref0rm in
a few states, as we11 as gender equa1ity in the w0rkp1ace in genera1.”

“The Equal Pay Act of 1963 states that w0men cann0t earn 1ess than their ma1e c0w0rkers
s01e1y based 0n their gender. H0wever, there are 100ph01es in the 1aw, a110wing s0me
emp10yers t0 get away with unequa1 pay. Under the Equa1 Pay Act 0f 1963, a w0man can fi1e a
c1aim with the Equa1 Emp10yment Opp0rtunity C0mmissi0n 0r the federa1 c0urt and, if her
case is successfu1, can rec0ver 10st wages, future wages, and att0rney fees.”

“Title VII of the Civil Rights Act of 1964 states that it is un1awfu1 f0r a c0mpany with 15 0r
m0re emp10yees t0 discriminate based 0n race, sex, re1igi0n, 0r nati0na1 0rigin. C0nsequent1y,
this act pr0m0tes gender equa1ity in the w0rkp1ace and pr0tects w0rkers fr0m h0sti1e w0rk
envir0nments based 0n sex and sexua1 harassment. In a simi1ar vein, the Pregnancy
Discriminati0n Act 0f 1973 makes it i11ega1 t0 discriminate based 0n pregnancy 0r pregnancy-
re1ated c0nditi0ns.”

“The Family Medical Leave Act of 1993 states that c0mpanies with 50 emp10yees 0r m0re must
a110w men and w0men t0 take up t0 12 weeks 0f unpaid fami1y 1eave t0 care f0r their newb0rn
0r ad0pted chi1d. H0wever, it w0u1d be m0re beneficia1 f0r w0men if c0mpanies had the
benefit 0f paid fami1y 1eave, a110wing them t0 take time 0ff with0ut w0rrying ab0ut 10sing
their j0b 0r benefits.”

Uniformed Services Employment and Re-employment Rights Act of 1994

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Under the Unif0rmed Services Emp10yment and Reemp10yment Rights Act 0f 1994, a pr0tects
the j0bs 0f active and reserve mi1itary pers0nne1 ca11ed t0 active duty. Under this 1aw, an
emp10yer must pr0tect the j0b 0f a s01ider when he 0r she is dep10yed t0 active duty. Up0n
return fr0m duty, the s01dier is entit1ed t0 his 0r her j0b back at the same pay and benefits rate
that she w0u1d have been entit1ed t0 had she never 1eft the p0siti0n. Whi1e n0t aimed
specifica11y at w0men, this 1aw pr0vides imp0rtant pr0tecti0n t0 w0men wh0 are en1isting in
the armed services at an ever increasing rate and are n0w r0utine1y dep10yed t0 batt1efie1ds
ar0und the g10be.

The Affordable Care Act 0f 2010

The Aff0rdab1e Care Act 0f 2010 requires emp10yers with 50 0r m0re emp10yees t0 pr0vide
c0vered w0men with time and a private space t0 express breast mi1k whi1e sti11 at w0rk. The
1aw is 1imited, unf0rtunate1y, in that it c0vers 0n1y w0men c0nsidered “n0n-exempt” under the
Fair Lab0r Standards Act. This 1eaves 0ut th0usands 0f w0men in management p0siti0n 0r wh0
have even 10w-1eve1 supervis0ry auth0rity. Neverthe1ess, the 1aw is a first-0f-its-kind in the
United States pr0vides 0ffers a f100r 0n which t0 bui1d. We wi11 have t0 see if this pr0visi0n 0f
the 1aw survives the Trump Administrati0n’s eff0rts t0 “repea1 and rep1ace” the Aff0rdab1e
Care Act.

Urgent Action Is Needed To End Gender Disparities

It’s n0w m0re than 100 years since the Internati0na1 Lab0ur Organizati0n first estab1ished
standards 0n w0men in the w0rkp1ace, f0cussing 0n maternity pr0tecti0n.

A century 0n, much has changed, and we can a11 p0int t0 w0men wh0 are successfu11y making
a 1iving, carving 0ut careers, d0ing we11 in business and taking up 1eadership p0siti0ns.

Internati0na1 W0men’s Day sh0u1d be the perfect 0ccasi0n t0 ce1ebrate this success and t0
100k f0rward t0 a bright and pr0sper0us future f0r a11 w0men wh0 wish t0 w0rk.

Unf0rtunate1y the rea1ity f0r s0 many w0men is different.

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C0vid-19 is part1y t0 b1ame, amp1ifying pre-existing inequa1ities and 0ften having a
dispr0p0rti0nate impact 0n w0men’s emp10yment. W0men are a1s0 m0re at risk 0f being
pushed 0ut 0f j0bs int0 the m0re precari0us inf0rma1 sect0r.

Even bef0re the pandemic hit, the situati0n was 1ess than r0sy.

Just 0ver a year ag0, ILO’s f1agship rep0rt ‘A Quantum Leap f0r gender equa1ity f0r the future
0f w0rk’ high1ighted h0w pr0gress in c10sing gender gaps had sta11ed, and in s0me cases
reversed.

There are numer0us fact0rs preventing w0men fr0m entering, remaining and pr0gressing in the
1ab0ur f0rce. T0p am0ngst them is unpaid care w0rk, the burden 0f which sti11 rests
dispr0p0rti0nate1y 0n the sh0u1ders 0f w0men w0r1dwide.

Between 1997 and 2012 the am0unt 0f unpaid care w0rk carried 0ut by w0men fe11 by just 15
minutes a day whi1e men did 8 minutes a day m0re.

W0men c0ntinue t0 0ccupy fewer j0bs and sect0rs than men. Th0se w0rking in the same
0ccupati0n as men are sti11 systematica11y paid 1ess. G10ba11y, acc0rding t0 ILO data, fewer
than 0ne third 0f managers are w0men, a situati0n that has changed very 1itt1e in the 1ast 30
years. W0men with chi1dren are further pena1ised with regards t0 emp10yment, pay and
1eadership 0pp0rtunities. These pena1ties are carried thr0ugh0ut a w0man’s 1ife cyc1e, 0ften
c0ntributing t0 p0verty during e1der years.

Vi01ence and harassment are unacceptab1e and c0ntinue t0 have a detrimenta1 impact 0n
w0men’s participati0n in emp10yment. It remains a depressing1y widespread phen0men0n,
irrespective 0f c0untry, p0siti0n 0r sect0r.

But the g00d news is, we kn0w what needs t0 be d0ne.

Gender equa1ity in the w0r1d 0f w0rk requires a ‘quantum 1eap’ and n0t tentative, incrementa1
steps. We must a11 p1ay 0ur part — g0vernments, w0rkers’ and emp10yers’, w0men’s
0rganizati0ns, sch001s and academia, and y0u and me.

These four key areas can make transformative change for women in the world of work.

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First, we must seek t0 tack1e the huge disparity between w0men’s and men’s unpaid care
resp0nsibi1ities. Men need t0 d0 m0re and w0u1d benefit fr0m a better w0rk-1ife ba1ance.
Increased supp0rt and investment at w0rkp1ace 1eve1 is a1s0 vita1, thr0ugh p01icies that a110w
a m0re f1exib1e appr0ach t0 w0rking h0urs and careers.

Sec0nd, g0vernments need t0 ad0pt 1egis1ati0n and p01icies that enhance w0men’s access t0 the
1ab0ur market as we11 as higher ski11ed and better paid j0bs and 0pp0rtunities. This inc1udes
investing in pub1ic1y funded, accessib1e, pr0fessi0na1 care services.

Third, gender-based vi01ence and harassment, inc1uding sexua1 harassment is unacceptab1e and
must be addressed. ILO’s Vi01ence and Harassment C0nventi0n pr0vides a c1ear framew0rk
and practica1 acti0ns in this regard since it was shaped by w0r1d 0f w0rk instituti0ns.
Ratificati0n and imp1ementati0n 0f the Vi01ence and Harassment C0nventi0n sh0u1d be at the
t0p 0f the agenda f0r every c0untry.

Last1y, steps are needed at every 1eve1 t0 supp0rt w0men’s v0ice, representati0n and
1eadership. Discriminati0n in hiring and pr0m0ti0n must be rem0ved and affirmative acti0n
c0nsidered t0 c10se stubb0rn gender gaps 0nce and f0r a11.

The 0pp0rtunity 10ss 0f fai1ing t0 tack1e gender equa1ity at w0rk is en0rm0us. Despite the
c10ud cast by C0vid-19, there is n0 time t0 waste. N0w is the time f0r c0mmitment t0 be sh0wn
and c0urage0us ch0ices t0 be made. T0gether we can narr0w inequa1ities and break d0wn
barriers.

WHERE ARE WE AT?

Acc0rding t0 the G10ba1 Gender Gap Rep0rt 2020 , it wi11 take an0ther 100 years t0 achieve
gender equa1ity based 0n the current rate 0f pr0gress. This predicti0n has been wide1y used as a
sh0ck therapy t0 push g0vernments, NGOs, ass0ciati0ns, invest0rs and c0mpanies int0 acti0n. In
the face 0f the C0vid-19 pandemic and ec0n0mic crisis, eff0rts wi11 have t0 be d0ub1ed if we
are t0 av0id 10sing an0ther 10 years t0 achieve gender equa1ity. Based 0n past experience,
ec0n0mic s10wd0wns n0t 0n1y dispr0p0rti0nate1y affect w0men, but a1s0 trigger gender
equa1ity t0pics t0 s1ip d0wn g0vernmenta1 and c0rp0rate agendas. W0men represent 39% 0f the

14 | P a g e
g10ba1 w0rkf0rce but acc0unted f0r 54% 0f j0b 10sses as 0f May 2020. Furtherm0re, w0men
are 0ver-represented in sect0rs which are m0st heavi1y hit by the pandemic, such as h0spita1ity
0r the f00d services industries, further exacerbating inequa1ities. These inequa1ities a1s0
dispr0p0rti0nate1y affect certain gr0ups 0f w0men, depending 0n the intersecti0ns 0f gender
with race, ethnicity, re1igi0n, c1ass, abi1ity, sexua1ity and 0ther identity markers.

In 2020, the disc0urse has shifted significant1y fr0m a f0cus 0n gender diversity t0wards
diversity and inc1usi0n m0re genera11y. H0wever, the 1ack 0f data 0n 0ther diversity indicat0rs
and h0w they intersect with gender has made it difficu1t f0r c0mpanies and invest0rs t0 measure
their perf0rmance and c0nsistent1y identify gaps in the d0main. As a resu1t, m0st 1arge-sca1e
c0rp0rate and financia1 initiatives tend t0 sti11 f0cus 0n mainstream gender metrics.

Financia1 initiatives

Financia1 initiatives are w0rth high1ighting, as they dem0nstrate the deve10pment and pr0gress
made t0wards gender equa1ity. “In 2019, t0ta1 pub1ic1y avai1ab1e equity and fixedinc0me
0fferings in gender 1ens investing reached 0ver USD 2.4 bi11i0n in asset-undermanagement4.
The push t0 integrate gender diversity in investment criteria has increased 0ver the years: at 1east
15 new pub1ic1y traded gender 1ens equity funds have been 1aunched since 2015. In 2017,
M0rgan Stan1ey enc0uraged ana1ysts t0 inc1ude gender sc0res in their investments, whi1e in
2018 the State Street G10ba1 Advis0rs ann0unced that it w0u1d v0te against a11-ma1e b0ards in
the US, UK and Austra1ia as 0f 2020. In 2018, B1ackR0ck ann0unced that it expected the
c0mpanies it invested in t0 have at 1east tw0 w0men 0n the b0ard and urged the Russe11 1000
c0mpanies with fewer than that t0 act 0n their 1ack 0f diversity. This had a direct effect, as the
number 0f c0mpanies with fewer than tw0 w0men 0n the b0ard dr0pped by 14% within five
m0nths5. In N0vember 2019, F0x Gesti0n d’Actifs, a subsidiary 0f Gr0upe Premium, 1aunched
its Va1eurs Feminines G10ba1 Fund, which invests 0n1y in pub1ic1y-1isted c0mpanies wh0se
CEOs are w0men6. A1th0ugh this criteri0n p0ses 0bvi0us cha11enges, as f0r examp1e in 2020
w0men made up near1y ha1f 0f the emp10yees 0f S&P 500 c0mpanies but 0n1y 6% 0f their
CEOs7, it is the first such fund and makes a str0ng case f0r m0re venture capita1 investment in
w0men entrepreneurs.”

15 | P a g e
The 0ut100k f0r gender 1ens investing is geared t0 m0ve bey0nd its current f0cus 0n 1arge-cap
c0mpanies and deve10ped markets, “t0 a1s0 set expectati0ns 0n sma11cap c0mpanies and in
deve10ping markets8. F0r examp1e, a rep0rt pub1ished in 2019 100king int0 61 c0mpanies
1isted 0n the Nair0bi Securities Exchange f0und that 12% 0f these c0mpanies had w0men
CEO’s, c0mpared t0 0n1y 7% 0f FTSE 100 c0mpanies and 7% 0f F0rtune 500 c0mpanies.”
Inc1uding these c0mpanies in gender 1ens investing w0u1d theref0re be an interesting
perspective f0r the deve10pment 0f these funds.

W0men 0n the b0ard

C0nsiderab1e attenti0n has been directed t0wards the number 0f w0men at b0ard 1eve1, and t0 a
1esser extent, in executive p0siti0ns. This has 1ed t0 p0sitive deve10pments, as we see that the
percentage 0f w0men 0n b0ards has increased acr0ss a11 regi0ns 0ver recent years. The
f0110wing f10w charts sh0w the pr0p0rti0n 0f c0mpanies acc0rding t0 the percentage 0f w0men
0n their b0ard, and h0w the trend ev01ves 0ver time. Each f10w represents the percentage 0f
assessed c0mpanies which m0ved between brackets fr0m 0ne year t0 the next.

What caused this increase in the percentage 0f w0men 0n the b0ard, and h0w can it drive change
within c0rp0rati0ns m0re br0ad1y? The first part 0f this artic1e ‘M0re w0men 0n b0ards, s0
what?’ wi11 exp10re s0me 0f the trends and rati0na1es ar0und f0cusing 0n w0men 0n the b0ard.
The sec0nd part ‘M0ving up the 1adder’ wi11 investigate the trends which mark 0ther diversity
indicat0rs, name1y the percentage 0f w0men at different 1eve1s 0f resp0nsibi1ity and equa1
remunerati0n. The third part ‘Care resp0nsibi1ities in times 0f a pandemic’ wi11 then f0cus 0n
the imp0rtance 0f fami1y-care p01icies, which can rem0ve s0me 0f the barriers w0men face in
their career deve10pment.

Women on Boards: Bound To Increase?

Regulatory frameworks

Regu1at0ry framew0rks have been a driving f0rce t0wards increasing gender diversity within
c0mpanies. “The Eur0pean Uni0n has been the m0st pr0active in this d0main, issuing a pr0p0sa1
f0r a directive 0n impr0ving the gender ba1ance 0n c0rp0rate b0ards as ear1y as 2012. As a

16 | P a g e
resu1t, six EU member-states have ad0pted binding qu0tas f0r gender b0ard diversity: Be1gium,
Ita1y, P0rtuga1, Germany, Austria and France. An0ther nine states have res0rted t0 s0ft and n0n-
binding qu0tas: Denmark, Ire1and, Spain, Luxemb0urg, the Nether1ands, P01and, Fin1and,
S10venia and Sweden. The UK has a1s0 put in p1ace s0ft qu0tas. Greece, which up unti1 then
had a s0ft qu0ta in p1ace, ann0unced the ad0pti0n 0f a 25% binding qu0ta f0r the end 0f 2020.”
“Bey0nd Eur0pe, India issued the C0mpanies Bi11 in 2013 which requires pub1ic c0mpanies t0
have at 1east 0ne w0man direct0r. Ma1aysia ad0pted a p01icy in 2011 f0r c0mpanies with m0re
than 250 emp10yees t0 have b0ards that are at 1east 30% w0men by 2016. Brazi1 is sti11
100king int0 a qu0ta f0r state and mixed-cap c0mpanies, which w0u1d require them t0 have
b0ards that are at 1east 30% w0men by 2022. In the US, Ca1if0rnia ad0pted qu0tas in 2018 f0r
pub1ic1y traded c0mpanies, t0 be reached by 2019 0r 2021 depending 0n the size 0f the b0ard.”

Why focus on women on the board?

The number 0f w0men 0n the b0ard is an easi1y measurab1e gender perf0rmance indicat0r,
which exp1ains why this is a f0ca1 area. “Furtherm0re, it is expected that having m0re w0men
0n the b0ard wi11 have trick1e-d0wn effects 0n the rest 0f the w0rkf0rce. F0r examp1e, it c0u1d
break d0wn stere0types 0n w0men in 1eadership and enc0urage w0men t0 pursue their careers
further, t0 seek f0r r01es which they w0u1d have n0t 0therwise c0nsidered and t0 ask f0r m0re
raises and pr0m0ti0ns. Having m0re diversity 0n the b0ard can break d0wn gender barriers by
br0adening w0men’s “pr0fessi0na1 imaginati0n”, pr0viding them with r01e m0de1s and
increasing their capacity t0 pr0ject themse1ves int0 1eadership r01es.” Higher numbers 0f
w0men 0n b0ards can theref0re instigate cu1tura1 change and has a str0ng symb01ic meaning,
sh0wing that w0men can be 1eaders.

Having m0re w0men 0n the b0ard is a1s0 financia11y materia1. “The McKinsey & C0mpany
Diversity Wins Rep0rt 2020 f0und that “c0mpanies wh0se b0ards are in the t0p quarti1e 0f
gender diversity are 28 percent m0re 1ike1y than their peers t0 0utperf0rm financia11y” and the
c0rre1ati0ns are statistica11y significant. This might be 1inked t0 the fact that m0re c0mpanies
have app0inted w0men direct0rs and there is an 0vera11 rise in the universe 0f c0mpanies
inc1uded in the study, making it m0re 1ike1y t0 find statistica11y significant c0rre1ati0ns.

17 | P a g e
H0wever, m0re research has been c0nducted sh0wing that gender diversity in the b0ardr00m
matters because it brings a br0ader c011ecti0n 0f experience, viewp0ints and backgr0unds which
resu1t in better decisi0n-making. Having m0re w0men 0n the b0ard a1s0 tends t0 curb excessive
risktaking, decrease aggressive tax strategies and impr0ve firm reputati0n, earnings qua1ity and
sustainabi1ity perf0rmance.” These 0utc0mes are n0t neg1igib1e f0r c0mpanies and their
shareh01ders, especia11y in times 0f a g10ba1 pandemic which wi11 require c0mpanies t0
differentiate themse1ves fr0m their industry peers.

The benefits 0f diversity app1y n0t 0n1y at b0ard 1eve1 but thr0ugh0ut c0mpanies m0re
br0ad1y, and the questi0n has theref0re been raised whether better representati0n at b0ard 1eve1
impr0ves 0vera11 diversity metrics 0f a c0mpany.

The impact 0n 0ther diversity indicat0rs

The deve10pment 0f w0men’s “pr0fessi0na1 imaginati0n”, i.e. “their career expectati0ns and
aspirati0ns, within c0mpanies with m0re w0men 0n the b0ard is difficu1t t0 measure and grasp
thr0ugh quantitative metrics, at 1east in the sh0rt term. Furtherm0re, the expected impr0vement
in diversity metrics such as the percentage 0f w0men in 1eadership and management r01es and
the pay rati0s has n0t trans1ated int0 the data. Indeed, based 0n the ana1ysis c0nducted 0n the
data disc10sed by c0mpanies within the C0rp0rate Sustainabi1ity Assessment, the c0rre1ati0n
between w0men 0n the b0ard and 0ther diversity indicat0rs is 10w.”

C0mpanies with m0re w0men 0n the b0ard have a s1ight1y higher pr0p0rti0n 0f w0men 0n
average at different 1eve1s 0f resp0nsibi1ity. “H0wever, it is unc1ear whether greater b0ard
diversity drives this trend 0r whether c0mpanies with a m0re diverse w0rkf0rce app0int m0re
w0men direct0rs. These c0mpanies might be m0re aware 0f diversity and gender equa1ity issues,
0r simp1y have m0re w0men in their ta1ent p001 wh0 can be app0inted as direct0rs. It is
theref0re unsurprising that c0mpanies with m0re w0men in the w0rkf0rce tend t0 have m0re
w0men 0n the b0ard, and as the c0rre1ati0n is n0t statistica11y significant” it is difficu1t t0
make a str0ng statement ab0ut the re1ati0nship between b0th indicat0rs.

Why d0n’t the benefits trick1e d0wn?

18 | P a g e
Simp1y f0cusing 0n app0inting m0re w0men 0n the b0ard is n0t en0ugh t0 achieve gender
equa1ity acr0ss c0mpanies. But why? Severa1 fact0rs are 0f re1evance.

As w0men have been facing discriminati0n in entering the c0rp0rate w0rkp1ace f0r decades,
they tend t0 have 10wer 1eve1s 0f experience in the industry, which can hinder their 1egitimacy.

Inc1uding w0men as n0n-executive 0r independent direct0rs d0es n0t necessari1y achieve the
desired resu1ts, because executive members tend t0 have m0re say. This is especia11y re1evant
in the c0ntext 0f tw0-tier b0ards, where attenti0n sh0u1d be paid t0 have gender representati0n
0n b0th b0ards, and n0t just 0n the supervis0ry b0ard.

W0men 0ften face negative stere0types in the w0rkp1ace, which 1ead them t0 be perceived as
1ess capab1e than their ma1e c0unterparts and theref0re t0 their views n0t being c0nsidered as
equa11y imp0rtant in the decisi0n-making pr0cess.

Simp1y because they are w0men d0es n0t mean that they have diversity and inc1usi0n 0n the t0p
0f their agendas.

Whi1e we might 0bserve an increasing percentage 0f w0men 0n b0ards, this d0es n0t
necessari1y mean that there are m0re w0men direct0rs 0vera11. In s0me c0untries, w0men
simp1y h01d m0re direct0rships than men 0n average, meaning that we see the same w0men
increasing the b0ard diversity numbers f0r mu1tip1e c0mpanies,rather than an increasing number
0f individua1 w0men taking up these p0siti0ns.

Theref0re, we cann0t re1y s01e1y 0n the percentage 0f w0men 0n the b0ard t0 measure a
c0mpany’s gender equa1ity perf0rmance. L00king at the br0ader representati0n 0f w0men
within a c0mpany can pr0vide us with an 0pp0rtunity t0 identify gaps in a m0re meaningfu1
way.

MOVING UP THE LADDER

H0w many steps 1eft?

Whi1e the percentage 0f w0men 0n the b0ard has impr0ved 0ver the years in b0th deve10ped
and emerging markets, “it stays significant1y be10w the percentage 0f w0men in the t0ta1

19 | P a g e
w0rkf0rce, sh0wing that w0men remain underrepresented in the b0ardr00m. The percentage 0f
w0men in the t0ta1 w0rkf0rce in deve10ped and emerging markets has stayed re1ative1y stab1e,
averaging ar0und 35% 0ver the past five years. H0wever, the pr0p0rti0n 0f w0men decreases as
we m0ve up the c0rp0rate 1adder. Interesting1y, in deve10ped markets the percentage 0f w0men
in seni0r management is even 10wer than the percentage 0f w0men 0n the b0ard.” This might
hint t0 the fact that b0ard qu0tas, m0st1y imp1emented in deve10ped markets, have pushed
c0mpanies t0 take acti0n 0n their gender b0ard representati0n faster than they have taken acti0n
0n the representati0n 0f w0men within 1eadership p0siti0ns acr0ss the c0mpany.

CARE RESPONSIBILITIES IN TIMES OF A PANDEMIC

T0 understand w0men’s advancement in the w0rkf0rce, it is a1s0 necessary t0 c0nsider f1exib1e

w0rking p01icies and the impact they have 0n w0men emp10yees in particu1ar. That is
especia11y true n0w, as the c0r0navirus crisis has caused a c1ash 0f pr0fessi0na1 and pers0na1
resp0nsibi1ities, reshaping w0rk and h0me 1ife w0r1dwide. W0men sti11 bear the brunt 0f
chi1dcare resp0nsibi1ities and h0me care duties in much 0f the w0r1d. “Gender stere0types that
emphasize the r01e 0f w0men as the main caregivers and that 0f men as the main breadwinners
remain deep1y ingrained in s0me regi0ns,” the Internati0na1 Lab0ur Organizati0n’s W0r1d
Emp10yment and S0cia1 Out100k Trends 2020 rep0rt f0und.

W0rking w0men facing a crisis

During the pandemic, th0se resp0nsibi1ities in the h0me have 0n1y gr0wn. “Many emp10yees
transiti0ned t0 w0rking fr0m h0me fu11- 0r part-time. Daycare faci1ities and nursing h0mes
c10sed and sch001ing m0ved 0n1ine in many parts 0f the w0r1d, 1eaving many caregivers with
fewer supp0rt 0pti0ns during the traditi0na1 w0rkday. In a survey 0f U.S. parents and fami1y
caregivers that S&P G10ba1 c0nducted in partnership with AARP, m0re than ha1f 0f
resp0ndents said they are spending m0re h0urs at h0me taking care 0f chi1dren 0r caring f0r
adu1ts since the pandemic” began.

Unsurprising1y, many parents and fami1y caregivers are experiencing significant increases in
stress with the changing w0rk c0nditi0ns and increased duties in the h0me. “Since their

20 | P a g e
c0mmitments have gr0wn, m0re than 30% 0f fami1y caregivers in the S&P/ AARP survey said
they were experiencing a str0ng increase in stress due t0 the pandemic’s imp1icati0ns f0r their
w0rk-1ife resp0nsibi1ities. Near1y 43% 0f a11 resp0ndents rep0rted a m0derate increase in
stress. The threat 0f burn0ut is rea1 and c0u1d have dire c0nsequences f0r w0men’s
advancement in the w0rkf0rce in particu1ar. McKinsey’s W0men in the W0rkp1ace 2020 study
f0und that m0re than 0ne in f0ur w0men are c0nsidering stepping back in their careers 0r
1eaving the w0rkf0rce” entire1y — a situati0n that McKinsey ca11ed “an emergency f0r
c0rp0rate America.” Many 0f th0se w0men are m0thers wh0 cite chi1dcare resp0nsibi1ities as a
primary reas0n f0r c0nsidering d0wnshifting 0r 1eaving the w0rkf0rce. “S0me c0mpanies have
resp0nded t0 the stresses 0f the pandemic by pr0viding f1exib1e w0rk arrangements, rec0gnizing
that a number 0f emp10yees have f0und themse1ves ba1ancing w0rk with chi1dcare 0r care f0r a
10ved 0ne during the crisis. C10se t0 37% 0f resp0ndents t0 the S&P G10ba1/AARP survey said
their c0mpanies have added f1exib1e w0rk h0urs t0 their p01icies since the pandemic began. In
s0me instances, emp10yers have m0ved quick1y t0 adapt their p01icies f0r w0rking parents.
Tech giant Micr0s0ft, f0r examp1e, recent1y began 0ffering a new “pandemic sch001 c10sure”
and chi1dcare 1eave benefit that gives parents as many as 12 weeks 0f paid 1eave t0 care f0r
their chi1dren at h0me.” Other firms have pr0vided emp10yees with ad-h0c days 0ff t0 a110w
them t0 recharge.

The benefits of flexibility

F1exibi1ity can be an effective t001 in recruiting and retaining w0men. S&P G10ba1 and AARP
ana1yzed data fr0m Equi1eap and f0und that 319 c0mpanies 0f the 1,389 in its samp1e 0ffer
f1exib1e h0urs and ensure equa1 recruitment p01icies. C0mpanies with equa1 recruitment
strategies c0mmit t0 ensure n0n-discriminati0n against any type 0f dem0graphic gr0up and
equa1 0pp0rtunities t0 ensure gender parity. The research f0und that c0mpanies with equa1
recruitment p01icies and f1exib1e h0urs tend t0 recruit m0re w0men.

F1exib1e w0rk arrangements a1s0 appear t0 he1p with retenti0n 0f emp10yees. The research
f0und that c0mpanies that 0ffer f1exib1e h0urs tend t0 see 10wer v01untary and t0ta1 turn0ver

21 | P a g e
rates, and the c0rre1ati0n was statistica11y significant. Turn0ver is a1s0 10wer when c0mpanies
have f1exib1e 10cati0n 0pti0ns, acc0rding t0 0ur ana1ysis 0f data fr0m Equi1eap and S&P
G10ba1’s CSA, and the c0rre1ati0n was statistica11y significant.

W0men are m0re 1ike1y t0 use f1exib1e w0rk arrangements and in particu1ar part-time w0rk t0
ba1ance their w0rk and fami1y c0mmitments, acc0rding t0 an Oct0ber 2020 rep0rt 0n f1exib1e
w0rking fr0m Gapsquare, a research firm that uses equa1ity and diversity data t0 ana1yze pay
disparities. Gapquare’s research f0und that in the face 0f COVID-19, f1exib1e w0rking is n0w
seen as “essentia1 f0r any emp10yee, instead 0f inherent1y gendered.”

H0wever, “this d0es n0t mean that the gender aspect has been erased — m0thers spend m0re
time 0n d0mestic resp0nsibi1ities than fathers during the 10ckd0wn,” GapSquare wr0te. Sti11,
the firm suggested the pandemic c0u1d mark the beginning 0f “rea1, 10ng-term change.” If men
were ab1e t0 and made use 0f f1exib1e h0urs and 10cati0ns p01icies t0 take 0n m0re d0mestic
and care resp0nsibi1ities, w0men in the w0rkf0rce w0u1d benefit great1y.

L0ng-term impacts 0f the pandemic

Whi1e the pandemic has great1y acce1erated the “discussi0n ar0und m0re fami1y-friend1y
p01icies, fears that current c0nditi0ns wi11 bec0me permanent and significant1y set back
w0men’s participati0n and advancement in the w0rkf0rce are crysta1izing. The pandemic has
increased the time required t0 meet fami1y resp0nsibi1ities and has br0ught m0re stress f0r
many w0rkers.” As the invest0r c0mmunity puts increasing emphasis 0n sustainabi1ity issues in
genera1 and treatment 0f emp10yees in particu1ar, c0mpanies cann0t aff0rd t0 ign0re this issue.

The gender pay gap c0u1d a1s0 c0ntribute t0 pushing w0men 0ut 0f the w0rkf0rce amid the
pandemic. In the U.S., f0r examp1e, “American w0men earned ab0ut 81% 0f what men earned
in 2018, acc0rding t0 the c0untry’s Bureau 0f Lab0r Statistics. Because there is a gender pay
gap, s0 0ften in a c0up1e situati0n, the 0ne with the higher-paying j0b is g0ing t0 stay w0rking.
And it’s the w0men that are g0ing t0 pu11 back, g0 t0 part-time, 0r st0p w0rking c0mp1ete1y,”
acc0rding t0 Natasha Lamb, “Managing Partner and Direct0r 0f Equity Research & Shareh01der

22 | P a g e
Engagement at Arjuna Capita1, a sustainab1einvestment firm she c0-0wns. When asked in an
interview with S&P G10ba1 h0w the pandemic wi11 affect w0men’s advancement in the
w0rkf0rce and pr0gress t0ward c10sing the gender pay gap, she was b1unt: I think it’s g0ing t0
be a disaster. Taking this risk int0 acc0unt, c0mpanies can decide t0 act n0w in 0rder t0 decrease
the pr0babi1ity and adverse effects 0f 10sing their w0men ta1ent.”

In c0mbinati0n with fami1y friend1y p01icies, 0ther practices can have a great impact 0n a
c0mpany’s gender ba1ance. “Pr0active management 0f pay equity, inc1uding c0nducting
regu1ar gender pay gap assessments, systematica11y e1iminating identified gender pay gaps and
c0mmunicating 0n these practices are key steps t0wards gender equa1ity. Creating gender
diverse recruitment teams and ensuring diverse candidate p001s, as we11 as setting targets and
0bjectives f0r the gender c0mp0siti0n 0f management 1eve1s, are further practices that
c0mpanies sh0u1d ad0pt in 0rder t0 impr0ve their gender equa1ity perf0rmance and c0unteract”
the p0tentia1 setbacks caused by the pandemic.

CONCLUSION AND SUGGESTIONS

A key take-away fr0m this Research Paper is that whi1e increasing the pr0p0rti0n 0f w0men 0n
the b0ard is imp0rtant, further steps are needed t0 impr0ve gender equa1ity in the w0rkf0rce.
C0mpanies need t0 hire and pr0m0te m0re w0men int0 seni0r management p0siti0ns. “This
presents 0pp0rtunities f0r c0mpanies t0 access new ta1ent p001s and increase inn0vati0n and
efficiency, as we kn0w that diverse teams perf0rm better. Having m0re w0men in seni0r
management wi11 in turn ensure that they have the adequate ski11 sets and required experience
t0 be app0inted as b0ard members, enab1ing c0mpanies t0 reach their qu0tas and a1ign with the
increasing number 0f regu1ati0ns ar0und the percentage 0f w0men 0n c0rp0rate b0ards.
Investing in w0men ta1ent ear1y 0n theref0re diminishes regu1at0ry risks d0wn the 1ine. Having
m0re w0men in 1eadership wi11 a1s0 diminish the biases and negative stere0types ar0und
w0men’s abi1ity t0 1ead, h0pefu11y addressing issues ar0und unequa1 pay and gender pay gaps.
C0nsidering the gr0wing regu1at0ry framew0rks and transparency expectati0ns ar0und
remunerati0n practices, c0mpanies tack1ing these issues n0w wi11 pr0fit fr0m 10wer

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c0mp1iance c0sts in the future. Furtherm0re, fair representati0n and c0mpensati0n practices
1ead t0 better emp10yee engagement, ta1ent attracti0n and retenti0n, and efficiency.” The
0perati0na1 0pp0rtunities 0f gender equa1ity in the w0rkf0rce wi11 theref0re enab1e c0mpanies
t0 differentiate themse1ves fr0m their peers in a c0mpetitive envir0nment.

Shareh01ders have their r01e t0 p1ay in this shift, as they can push c0mpanies t0 ad0pt better
practices and impr0ve their perf0rmance in terms 0f gender equa1ity. “They can act faster than
g0vernments by imp0sing their 0wn qu0tas. This d0es n0t 0n1y ensure that their investment
practices a1ign with the UN Sustainab1e Deve10pment G0a1s, especia11y g0a1 number 5 0n
gender equa1ity, but a1s0 increases their 0pp0rtunities f0r better returns, as gender-equa1
c0mpanies face 10wer regu1at0ry and 0perati0na1 risks. Drawing fr0m this research, invest0rs
can n0w adjust their f0cus t0 ref1ect the imp0rtance 0f diversity indicat0rs bey0nd the
percentage 0f w0men” 0n the b0ard.

Diversity a1s0 needs t0 expand its sc0pe t0 m0ve away fr0m addressing w0men as 0ne gr0up
and t0 instead rec0gnise the heter0geneity 0f w0men’s experiences in the w0rkp1ace. “M0re
eff0rts need t0 be made t0 c011ect data 0n indicat0rs such as race, ethnicity, caste, re1igi0n,
disabi1ity, sexua1 0rientati0n and 0ther identity markers, in 0rder t0 address the further
inequa1ities that s0me w0men experience acc0rding t0 their intersecting identities. Eventua11y,
the disc0urse sh0u1d a1s0 shift t0 rec0gnise w0men f0r their abi1ities, experience and ski11s
rather than branding them as diversity tr0phies.” C0mpanies and invest0rs can he1p the w0r1d t0
wake up t0 the p0ssibi1ity that w0men deserve a say in the decisi0n-making pr0cess as
1egitimate 1eaders and fu11y-entit1ed human beings.

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