OPPORTUNITIES TO IMPROVE GENDER BALANCE IN CORPORATE LEADERSHIP IN MENA 2018 MENA-OECD WORKING GROUP ON CORPORATE GOVERNANCE 4 - 5 JULY 2018 LISBON, PORTUGAL
Background Purpose: Shed light on constraints • Key Corporate Governance 2017 to achieving gender balance in Challenges corporate leadership in the MENA region and propose tailored policy options for reform 2018 Policy Options for Reform Collaboration: The focus group on • gender balance comprised of stakeholders from Morocco, Strategies for 2019 Jordan, Lebanon, and Egypt Implementation (International Finance Corporation)
Gender balance in corporate leadership supports the drivers of sustainable economic growth OECD G20/OECD UN Sustainable Good for Good for Good for Principles of Development Business Innovation Society Corporate Goals (SDGs) Governance Board diversity Board diversity is Increasing women Board diversity is created the mix of linked to increased Diversity in the in corporate correlated with knowledge needed productivity and boardroom is leadership is a key better corporate to mitigate risks improved positive integral for sound target to achieve performance and strategize in impact of corporate gender equality by an age of businesses governance 2030 innovation
MENA economies have introduced measures to improve gender balance, but practices lag 94% 94% MENA economies have 80% introduced equality and non-discrimination laws MENA companies provide 80% information on board composition 21% 21% Participate on women in the 17% labour force 4% MENA listed companies 17% have female directors Total female board 4% members in MENA Source: UN women, Global Gender Equality Constitutional Database (2016). World Bank, World Development Indicators (2017), Shareholder Rights (2016).
Good practices are underway to increase gender balance in corporate leadership Dell EMEA has trained 2 423 Glowork matches women with staff across 21 economies jobs in MENA companies (including Egypt, Morocco, Saudi As of 2015, Glowork had placed more than Arabia, UAE and Qatar). 3,000 women in the workplace 82% report MARC has changed the way Aim to bring more than half a million women they think and behave into the MENA workforce in the next five years and leverage the talent of highly- 68% report that they have seen a change in educated women to strengthen the MENA their leaders behaviour and progress region’s workforce LafargeHolcim has 2020 and 2030 Coalition and women’s network of targets and action plans covering business leaders in GCC countries gender balance and inclusion business- led approach to increasing women’s participation in corporate life – not just on boards Companywide, the share of senior managers that and in senior management – but at all levels were female increased from 15% in 2016 to 18% in 2017 By 2030, LafargeHolcim aim to achieve a minimum of 30% of gender diversity at all management levels across all sites (including MENA)
National policies need to be combined with company strategies to facilitate change in MENA economies POLICIES CULTURAL REFORM POLICY CREATE A CONDUCIVE FRAMEWORKS CULTURAL ENVIRONMENT IMPLEMENTATION PIPELINE POLICY ACTIONS COMBINE MEASURABLE FACILITATE NETWORKS AND NATIONAL GOALS WITH PROVIDE SUPPORT FOR COMPANY STRATEGIES WOMEN INFORMATION TALENT ATTRACT TALENT AND LIMIT IMPROVE METHODS OF DATA PIPELINE ISSUES COLLECTION
Implementation is Key to Ensuring Positive Change REVISE ESTABLISH COLLECT INTRODUCE ESTABLISH IMPROVE THE CORPORATE NATIONAL QUALITY DATA INCENTIVES COALITIONS CULTURAL GOVERNANCE GOALS AND TO CONDUCT FOR AND CREATE ENVIRONMENT “GENDER POLICIES TO COMPANY REGULAR COMPANIES TO BY PROVIDING CHAMPIONS” IN ENDORSE TARGETS GENDER IMPLEMENT DIVERSITY GENDER IMPACT HUMAN SECTORS TO FOCUSED DIVERSITY ASSESSMENTS RESOURCE ADVOCATE EDUCATION (GIAS) DIVERSITY CHANGE AND TRAINING FRAMEWORKS COMBINE CREATE A FACILITATE MEASURABLE IMPROVE ATTRACT TALENT CONDUCIVE REFORM POLICY NETWORKS AND NATIONAL GOALS METHODS OF DATA AND LIMIT CULTURAL FRAMEWORKS SUPPORT FOR WITH COMPANY COLLECTION PIPELINE ISSUES ENVIRONMENT WOMEN STRATEGIES
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