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Women in Business and Management
The business case for changeCountry snapshots
KenyaSurveyed enterprises: 194
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 87.6% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (82.5%); skills and executive training (77.8%); and remuneration (73.2%).
The business case for gender diversity
� Almost 77% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 32.7% say profit grew between 10% and 15% and 28.3% report profit increased between 5% and 10%.
Women’s share in management and on board
� 12.6% of enterprises have a female CEO. � 17.1% of enterprises have a female chairperson on the board. � 11.6% of enterprises have an all-male board. � 12.8% of enterprises have a gender balanced board. � 1.8% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
1991 2018
Women as a share of own account workers 41.3% 54.5%
2013
Enterprises with a top female manager – 13.4%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2001
Women as a share of total tertiary graduates 27.1% 37.4%
2009 2010
Women’s mean years of schooling 5.4 5.2
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots1
Region: Africa
25.8
28.9
39.7
65.5
24.2
20.6
27.8
20.1
16.5
19.6
14.9
4.1
13.4
18.6
8.2
2.6
16.5
10.8
6.2
4.6
3.6
1.5
3.1
3.1
0 20 40 60 80 100
40
42
44
46
48
50
1991 1995 1999 2003 2007 2011 2015
46.848.4
65.012.9
22.2
1991 1995 1999 2003 2007 2011 201550
60
70
80
68.5
70.3
62.4
77.1
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
NigeriaSurveyed enterprises: 215
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 86.5% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (91.2%); skills and executive training (86%); and maternity leave (70.2%).
The business case for gender diversity
� Over 78% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diversity, 29.4% say profit grew over 20%, and 23.5% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 14.1% of enterprises have a female CEO. � 16.5% of enterprises have a female chairperson on the board. � 8% of enterprises have an all-male board. � 9.6% of enterprises have a gender balanced board. � 1.1% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2013
Women as a share of total managers – 30.3%
2014
Enterprises with a top female manager – 13.9%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1999
Women as a share of total tertiary graduates – 44.1%
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots2
Region: Africa
1991 1995 1999 2003 2007 2011 201520
22
24
26
28
30
26.9 29.1
56.3
15.8
27.9
23.7
42.3
39.5
58.6
17.2
13.5
21.9
18.1
22.8
13.0
14.0
7.9
17.2
19.5
9.8
4.2
16.7
9.8
11.6
7.4
2.3
1.9
3.3
3.7
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201545
50
55
60
65
70
59.7
50.5
65.3
47.5
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
South AfricaSurveyed enterprises: 795
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 84.2% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are skills and executive training (75%); recruitment, retention and promotion (66.2%); and maternity leave (60%).
The business case for gender diversity
� Over 53% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 33.5% say profit grew between 10% and 15% and 31% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 17.4% of enterprises have a female CEO. � 22.6% of enterprises have a female chairperson on the board. � 13.9% of enterprises have an all-male board. � 13.6% of enterprises have a gender balanced board. � 2.7% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 25.2% 32.1%
Source: ILO, 2018.
Women’s education
1993 2015
Women as a share of total tertiary graduates 53.3% 60.4%
2014 2015
Women as a share of total tertiary STEM graduates
41.2% 41.3%
2001 2015
Women’s mean years of schooling 7.2 10.1
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots3
Region: Africa
Figure 1 Distribution of surveyed enterprises (percentage)
Small
Medium
Large
Micro
1991 1995 1999 2003 2007 2011 201515
20
25
30
20.8
21.5
0.1
46.5
14.1
39.3
27.4
33.1
42.6
62.0
16.2
15.0
18.6
19.0
18.1
17.1
14.8
4.4
13.0
20.3
10.7
3.8
19.7
11.7
8.9
4.7
5.5
2.9
4.3
6.2
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 20150
20
40
60
8062.0
47.9
65.9
41.9
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Women Men
The People’s Republic of ChinaSurveyed enterprises: 401
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 78.1% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (75.3%); skills and executive training (62.3%); and remuneration (59.1%).
The business case for gender diversity
� Over 78% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 47.2% say profit grew between 10% and 15% and 35.6% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 20.1% of enterprises have a female CEO. � 10.0% of enterprises have a female chairperson on the board. � 9.3% of enterprises have an all-male board. � 3.5% of enterprises have a gender balanced board. � 0% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
1991 2018
Women as a share of own account workers 17.0% 37.1%
2012
Enterprises with a top female manager – 17.5%
Source: ILO, 2018; World Bank, 2018.
Women’s education
2004 2016
Women as a share of total tertiary graduates 45.4% 51.7%
2001 2015
Women’s mean years of schooling 5.5 6.5
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots4
Region: Asia and the Pacific
1991 1995 1999 2003 2007 2011 201510
15
20
25
14.3
21.6
27.9
37.7
34.4
33.9
18.0
49.6
87.0
18.2
23.4
26.9
7.0
19.7
32.2
13.7
2.7
20.4
22.2
7.2
2.5
7.0
4.2
2.5
0.7
0.7
0
0
0
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201560
65
70
75
80
85
90
75.7
60.9
84.7
73.1
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
IndiaSurveyed enterprises: 499
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 76.4% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (79.0%); skills and ex-ecutive training (72.9%); and flexible working hours (67.7%)
The business case for gender diversity
� Over 70% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 41.1% say profit grew between 10% and 15% and 27.7% report profit increased between 15% and 20%.
Women’s share in management and on boards
� 14.5% of enterprises have a female CEO. � 29.1% of enterprises have a female chairperson on the board. � 5.0% of enterprises have an all-male board. � 8.4% of enterprises have a gender balanced board. � 0.5% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2012
Women as a share of total managers 14.0% 12.9%
2014
Enterprises with a top female manager – 8.9%
Source: ILO, 2018; World Bank, 2018.
Women’s education
2013 2016
Women as a share of total tertiary graduates 49.1% 50.3%
2013 2016
Women as a share of total tertiary STEM graduates
42.1% 42.7%
2011
Women’s mean years of schooling – 4.1
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots5
Region: Asia and the Pacific
14.8
26.758.5
0 20 40 60 80 100
35.1
24.6
40.7
69.7
12.4
15.4
21.0
12.2
24.0
28.7
20.0
8.8
18.8
23.2
12.2
4.6
8.4
7.2
5.2
3.4
1.2
0.8
0.8
1.2
1991 1995 1999 2003 2007 2011 201520
30
40
50
60
70
80
90
27.0
78.8
35.2
84.4
1991 1995 1999 2003 2007 2011 20156
8
10
12
14
8.210.5
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
IndonesiaSurveyed enterprises: 416
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 81.0% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (73.1%); skills and executive training (70.4%); and maternity leave (60.1%).
The business case for gender diversity
� Over 77% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 32.2% say profit grew between 5% and 10% and 31.8% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 15.0% of enterprises have a female CEO. � 18.4% of enterprises have a female chairperson on the board. � 11.3% of enterprises have an all-male board. � 8.1% of enterprises have a gender balanced board. � 1.6% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 32.9% 27.5%
2015
Enterprises with a top female manager – 22.1%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1993 2016
Women as a share of total tertiary graduates 16.0% 58.8%
2014
Women as a share of total tertiary STEM graduates
– 37.5%
2006 2015
Women’s mean years of schooling 7.3 7.5
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots6
Region: Asia and the Pacific
10
12
14
16
18
20
1991 1995 1999 2003 2007 2011 2015
12.6
19.6
39.4
23.1
37.5
39.7
30.3
51.4
77.9
10.8
13.2
17.1
11.3
15.1
22.8
13.5
2.9
17.8
22.8
10.6
2.9
11.8
10.1
6.3
3.1
4.8
0.7
1.2
1.9
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
50
60
70
80
90
50.7
81.6
46.5
82.1
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
The PhilippinesSurveyed enterprises: 389
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 89.0% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (83.8%); skills and executive training (81.5%); and maternity leave (73.3%).
The business case for gender diversity
� Over 84% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 28.5% say profit grew between 10% and 15% and 22.6% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 28.2% of enterprises have a female CEO. � 37.0% of enterprises have a female chairperson on the board. � 1.9% of enterprises have an all-male board. � 25.2% of enterprises have a gender balanced board. � 4.3% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2001 2017
Women as a share of total managers 59.0% 51.5%
2015
Enterprises with a top female manager – 29.9%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1992 2017
Women as a share of total tertiary graduates 58.3% 58.6%
2017
Women as a share of total tertiary STEM graduates
– 36.3%
2000 2013
Women’s mean years of schooling 7.7 9.3
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots7
Region: Asia and the Pacific
1991 1995 1999 2003 2007 2011 201520
21
22
23
24
25
26
25.3
23.5
38.1
16.5
45.5
17.7
34.4
37.5
50.6
14.7
9.3
17.2
18.8
19.3
19.0
9.3
6.9
14.4
19.3
13.6
6.9
23.7
14.7
16.7
10.0
10.3
3.3
5.7
6.7
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
45
50
55
60
65
70
75
80
49.8
75.1
46.9
77.9
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
Singapore Surveyed enterprises: 101
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 68.3% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (77.2%); skills and ex-ecutive training (74.3%); and flexible working hours (72.3%).
The business case for gender diversity
� Over 62% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 52.9% say profit grew between 10% and 15% and 32.4% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 2.9% of enterprises have a female CEO. � 9.5% of enterprises have a female chairperson on the board. � 9.5% of enterprises have an all-male board. � 4.1% of enterprises have a gender balanced board. � 1.4% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 25.0% 34.5%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 1994
Women as a share of total tertiary graduates 45.0% 45.8%
1995 2015
Women’s mean years of schooling 7.1 11.0
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots8
Region: Asia and the Pacific
1991 1995 1999 2003 2007 2011 201510
15
20
25
30
14.8
27.7
31.7
31.7
36.6
35.6
18.8
40.6
74.3
10.9
14.9
26.7
12.9
19.8
34.7
17.8
7.9
18.8
25.7
7.9
0
13.9
5.0
4.0
4.0
1.0
1.0
3.0
1.0
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
50
60
70
80
48.2
79.076.5
60.3
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
ThailandSurveyed enterprises: 370
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 84.6% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (73.0%); remuneration (69.5%); and skills and executive training (65.1%).
The business case for gender diversity
� 78.9% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diversity, 33.1% say profit grew between 10% and 15% and 29.7% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 23.2% of enterprises have a female CEO. � 32.3% of enterprises have a female chairperson on the board. � 2.5% of enterprises have an all-male board. � 13.2% of enterprises have a gender balanced board. � 3.7% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2001 2016
Women as a share of total managers 25.5% 32.7%
2016
Enterprises with a top female manager – 64.8%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1994 2015
Women as a share of total tertiary graduates 56.1% 56.4%
2015
Women as a share of total tertiary STEM graduates
– 29.7%
2004 2016
Women’s mean years of schooling 6.9 8.2
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots9
Region: Asia and the Pacific
1991 1995 1999 2003 2007 2011 201510
15
20
25
30
35
40
22.6
18.2
42.2
27.3
30.5
25.9
29.5
59.5
58.6
10.5
13.5
14.6
16.8
25.1
22.4
13.5
10.0
21.1
24.3
4.9
6.2
13.5
8.6
5.7
5.4
3.8
1.6
1.9
3.0
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201560
65
70
75
80
85
90
66.8
84.4
77.1
60.3
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
Viet Nam Surveyed enterprises: 300
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 5.0% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (80.3%); remuneration (79.0%); and skills and executive training (74.0%).
The business case for gender diversity
� Only 4.3% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
Women’s share in management and on boards
� 23.1% of enterprises have a female CEO. � 16.3% of enterprises have a female chairperson on the board. � 5.7% of enterprises have an all-male board. � 5.3% of enterprises have a gender balanced board. � 1.4% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 16.8% 27.2%
2015
Enterprises with a top female manager – 22.4%
Source: ILO, 2018; World Bank, 2018.
Women’s education
2005 2016
Women as a share of total tertiary graduates 42.4% 53.8%
2005 2016
Women as a share of total tertiary STEM graduates
19.9% 36.5%
2009
Women’s mean years of schooling – 7.3
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots10
Region: Asia and the Pacific
1991 1995 1999 2003 2007 2011 201520
25
30
35
40
45
50
31.4
29.8
43.7
20.0
36.3
1991 1995 1999 2003 2007 2011 201570
72
74
76
78
80
82
84
73.3
82.5
73.2
83.4Small
Medium
Large
Women Men
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
37.3
27.0
48.7
86.7
14.0
18.3
27.0
7.3
19.7
24.3
12.3
1.7
15.0
21.0
6.7
1.7
10.7
8.0
4.3
1.3
3.3
1.3
1.0
1.3
0 20 40 60 80 100
0% 1–10% 11–29% 30–39% 40–60% 61–100%
BulgariaSurveyed enterprises: 420
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 74.5% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (74.3%); remuneration (60.7%); and maternity leave (56.2%).
The business case for gender diversity
� Over 42% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 43.3% say profit grew between 5% and 10% and 17.5% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 24.6% of enterprises have a female CEO. � 24.7% of enterprises have a female chairperson on the board. � 14.4% of enterprises have an all-male board. � 17.0% of enterprises have a gender balanced board. � 8.2% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 29.8% 39.2%
2013
Enterprises with a top female manager – 23.9%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2016
Women as a share of total tertiary graduates 59.0% 61.2%
1999 2016
Women as a share of total tertiary STEM graduates
47.5% 38.3%
2001
Women’s mean years of schooling – 9.9
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots11
Region: Europe and Central Asia
1991 1995 1999 2003 2007 2011 201520
25
30
35
40
27.9
39.2
56.2
14.1
29.8
42.1
29.0
50.7
71.4
11.2
15.5
15.5
12.4
11.7
12.9
6.9
1.2
9.0
16.7
6.7
0.7
15.0
17.1
11.2
3.6
11.0
8.8
9.0
10.7
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
45
50
55
60
65 61.559.5
54.447.8
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
CroatiaSurveyed enterprises: 515
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 86.4% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (63.3%); skills and executive training (55.5%); and maternity leave (47.2%).
The business case for gender diversity
� Over 30% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 31.9% say profit grew between 5% and 10% and 23.4% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 23.2% of enterprises have a female CEO. � 30.7% of enterprises have a female chairperson on the board. � 14.6% of enterprises have an all-male board. � 21.3% of enterprises have a gender balanced board. � 9.4% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 24.7% 29.1%
2013
Enterprises with a top female manager – 18.7%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1993 2016
Women as a share of total tertiary graduates 56.9% 59.8%
1999 2016
Women as a share of total tertiary STEM graduates
34.1% 37.9%
1991 2011
Women’s mean years of schooling 5.7 10.6
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots12
Region: Europe and Central Asia
1991 1995 1999 2003 2007 2011 201520
22
24
26
28
30
32
34
36
38
29.434.1
62.714.0
23.3
45.2
48.5
58.1
67.4
8.5
11.5
12.0
8.9
9.7
10.1
6.4
1.9
10.5
12.6
8.0
2.5
14.4
10.5
8.3
6.0
11.7
6.8
7.2
13.2
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
45
50
55
60
65
70
47.0
69.2 57.4
45.4
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
RomaniaSurveyed enterprises: 791
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 60.4% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (62.2%); skills and executive training (58.0%); and maternity leave (53.9%).
The business case for gender diversity
� 56.4% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 30.5% say profit grew between 5% and 10% and 22.4% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 22.0% of enterprises have a female CEO. � 24.9% of enterprises have a female chairperson on the board. � 8.4% of enterprises have an all-male board. � 16.7% of enterprises have a gender balanced board. � 8.6% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 26.8% 30.4%
2013
Enterprises with a top female manager – 20.1%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1993 2016
Women as a share of total tertiary graduates 48.1% 58.5%
1999 2016
Women as a share of total tertiary STEM graduates
31.2% 41.2%
1992 2015
Women’s mean years of schooling 7.7 10.6
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots13
Region: Europe and Central Asia
1991 1995 1999 2003 2007 2011 2015
20
25
30
35
40
45
27.1
44.1
51.2
14.9
33.9
42.4
40.2
44.2
77.9
16.9
14.5
19.0
8.0
13.3
15.3
9.7
1.5
10.5
13.0
9.2
1.3
10.6
12.8
10.1
3.0
6.3
4.2
7.7
8.3
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
45
50
55
60
65
70
75
8075.7
62.8
62.243.7
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
SerbiaSurveyed enterprises: 509
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 84.3% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (75.2%); maternity leave (70.5%); and skills and executive training (69.4%).
The business case for gender diversity
� 37.1% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 31.5% say profit grew between 5% and 10% and 26.1% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 28.6% of enterprises have a female CEO. � 22.9% of enterprises have a female chairperson on the board. � 10.7% of enterprises have an all-male board. � 26.5% of enterprises have a gender balanced board. � 7.5% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2004 2017
Women as a share of total managers 25.9% 30.7%
2013
Enterprises with a top female manager – 14.3%
Source: ILO, 2018; World Bank, 2018.
Women’s education
2007 2016
Women as a share of total tertiary graduates 59.1% 58.5%
2007 2016
Women as a share of total tertiary STEM graduates
42.6% 41.1%
2002 2015
Women’s mean years of schooling 6.8 10.6
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots14
Region: Europe and Central Asia
1991 1995 1999 2003 2007 2011 201520
30
40
50
25.4
48.8
61.313.2
25.5
50.1
45.6
46.8
60.7
12.6
14.1
15.5
12.4
9.2
10.6
9.4
3.7
7.7
10.0
8.4
1.6
9.6
12.2
11.2
5.3
10.8
7.5
8.6
16.3
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
45
50
55
60
65
70
67.6
48.2
61.2
45.6
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
SloveniaSurveyed enterprises: 277
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 46.6% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are paternity leave (54.2%); mentoring (48.7%); and flexible working hours (48.0%).
The business case for gender diversity
� 26.4% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 48.9% say profit grew between 5% and 10% and 15.6% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 17.0% of enterprises have a female CEO. � 25.7% of enterprises have a female chairperson on the board. � 16.8% of enterprises have an all-male board. � 16.8% of enterprises have a gender balanced board. � 6.9% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 29.6% 41.2%
2013
Enterprises with a top female manager – 18.8%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2015
Women as a share of total tertiary graduates 57.2% 61.0%
1999 2015
Women as a share of total tertiary STEM graduates
22.8% 33.3%
1991 2014
Women’s mean years of schooling 6.4 12.3
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots15
Region: Europe and Central Asia
1991 1995 1999 2003 2007 2011 2015
20
22
24
26
28
30
32
23.5
29.0
61.411.6
27.1
47.7
41.9
47.3
69.7
15.2
11.2
17.3
10.5
10.5
15.5
7.2
2.9
7.9
14.8
10.1
2.2
10.1
11.6
7.9
3.6
8.7
5.1
10.1
11.2
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 2015
55
60
65
70
50
66.2
52.3
60.4
51.4
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
ArgentinaSurveyed enterprises: 342
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 76.6% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are flexible working hours (56.4%); remuneration (56.1%); and recruitment, retention and promotion (55.0%).
The business case for gender diversity
� Over 48% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 30.3% say profit grew between 15% and 20% and 25.8% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 20.9% of enterprises have a female CEO. � 36.6% of enterprises have a female chairperson on the board. � 10.2% of enterprises have an all-male board. � 16.7% of enterprises have a gender balanced board. � 6.5% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 27.4% 30.9%
2017
Enterprises with a top female manager – 57.8%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1998 2015
Women as a share of total tertiary graduates 43.1% 65.0%
2006 2010
Women as a share of total tertiary STEM graduates
44.8% 43.5%
1991 2003
Women’s mean years of schooling 7.9 9.9
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots16
Region: Latin Am
erica and the Caribbean
1991 1995 1999 2003 2007 2011 2015
15
20
25
30
24.5
16.2
51.2
16.4
32.5
40.9
33.0
58.2
72.2
13.5
12.3
16.4
12.6
12.9
22.5
6.1
4.4
11.1
17.3
6.7
3.8
16.4
11.4
8.8
4.4
5.3
3.5
3.8
2.6
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
45
50
55
60
65
70
75
80
45.0 47.2
75.573.1
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
BrazilSurveyed enterprises: 451
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 69.0% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (61.6%); remuneration (61.0%); and maternity leave (57.0%).
The business case for gender diversity
� Over 71.0% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 29.0% say profit grew between 10% and 15% and 26.2% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 25.3% of enterprises have a female CEO. � 35.7% of enterprises have a female chairperson on the board. � 5.2% of enterprises have an all-male board. � 16.4% of enterprises have a gender balanced board. � 3.9% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2001 2017
Women as a share of total managers 29.0% 39.9%
2009
Enterprises with a top female manager – 19.4%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2015
Women as a share of total tertiary graduates 59.9% 61.1%
2001 2015
Women as a share of total tertiary STEM graduates
37.9% 34.4%
2004 2014
Women’s mean years of schooling 6.3 7.7
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots17
Region: Latin Am
erica and the Caribbean
1991 1995 1999 2003 2007 2011 201510
15
20
25
30
28.9
13.5
37.7
22.8
39.5
28.4
39.0
64.5
78.3
12.4
13.5
11.8
6.9
22.2
19.1
9.5
4.2
18.2
16.9
7.3
4.7
13.7
8.4
5.3
3.3
5.1
3.1
1.6
2.7
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201530
40
50
60
70
80
90 82.9
74.5
53.1
42.9
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
ChileSurveyed enterprises: 300
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 72.3% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (62.0%); remuneration (61.3%); and maternity leave (57.7%).
The business case for gender diversity
� 55.0% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 35.8% say profit grew between 10% and 15% and 20.0% report profit increased between 5% and 10%, and over 20%.
Women’s share in management and on boards
� 23.4% of enterprises have a female CEO. � 31.0% of enterprises have a female chairperson on the board.
� 8.3% of enterprises have an all-male board. � 14.9% of enterprises have a gender balanced board. � 6.5% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 32.6% 26.5%
2010
Enterprises with a top female manager – 4.5%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1995 2015
Women as a share of total tertiary graduates 51.8% 56.0%
2004 2015
Women as a share of total tertiary STEM graduates
25.3% 18.1%
2004 2013
Women’s mean years of schooling 9.8 9.9
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Women in Business and Management: The business case for change | Country Snapshots18
Region: Latin Am
erica and the Caribbean
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
50.7
13.0
36.3
27.7
31.3
52.7
59.7
18.7
14.7
23.7
20.0
14.3
22.3
9.3
6.7
16.0
20.0
6.3
5.0
18.0
9.7
5.3
5.7
5.3
2.0
2.7
3.0
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201515
16
17
18
19
20
21
22
23
24
25
23.6
19.5
1991 1995 1999 2003 2007 2011 201530
40
50
60
70
80
9076.9 74.5
50.8
31.9
Small
Medium
Large
Women Men
0% 1–10% 11–29% 30–39% 40–60% 61–100%
ColombiaSurveyed enterprises: 409
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 81.2% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (74.3%); skills and executive training (62.1%); and remuneration (59.4%).
The business case for gender diversity
� 68.0% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 28.6% say profit grew between 5% and 10% and 26.9% report profit increased between 15% and 20%.
Women’s share in management and on boards
� 32.6% of enterprises have a female CEO. � 33.2% of enterprises have a female chairperson on the board. � 4.5% of enterprises have an all-male board. � 15.2% of enterprises have a gender balanced board. � 5.4% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2009
Women as a share of total managers – 53.4%
2017
Enterprises with a top female manager – 18.9%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2016
Women as a share of total tertiary graduates 53.2% 56.3%
2002 2016
Women as a share of total tertiary STEM graduates
36.8% 33.9%
2004 2015
Women’s mean years of schooling 6.5 8.2
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots19
Region: Latin Am
erica and the Caribbean Figure 1 Distribution of surveyed enterprises (percentage)
1991 1995 1999 2003 2007 2011 2015
10
15
20
25
30
26.8
12.9
0.2
53.3
16.9
29.6
33.0
32.0
44.3
55.5
19.1
14.4
24.2
21.5
15.6
21.0
9.5
6.1
16.6
17.4
8.3
5.1
11.2
12.5
9.5
6.1
4.4
2.7
4.2
5.6
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201520
30
40
50
60
70
80
90
59.030.4
78.382.6
Small
Medium
Large
Micro
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Women Men
EcuadorSurveyed enterprises: 270
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 84.1% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (82.5%); remuneration (63.3%); and maternity leave (57.4%).
The business case for gender diversity
� 73.0% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 30.3% say profit grew over 20% and 24.6% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 25.4% of enterprises have a female CEO. � 37.2% of enterprises have a female chairperson on the board. � 6.7% of enterprises have an all-male board. � 17.2% of enterprises have a gender balanced board. � 5.0% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 29.3% 34.8%
2017
Enterprises with a top female manager – 22.9%
Source: ILO, 2018; World Bank, 2018.
Women’s education
2007 2015
Women as a share of total tertiary graduates 56.8% 56.5%
Women as a share of total tertiary STEM graduates
35.7% 28.1%
2009 2015
Women’s mean years of schooling 7.2 8.6
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots20
Region: Latin Am
erica and the Caribbean Figure 1 Distribution of surveyed enterprises (percentage)
0.4
54.8
12.6
32.2
35.6
44.1
54.1
53.7
17.8
15.2
20.0
17.8
17.8
17.4
8.5
7.0
13.0
10.4
3.7
8.1
11.1
9.6
11.5
8.5
4.8
3.3
2.2
4.8
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 2015
15
17
19
21
23
25
27
29
25.5
21.7
1991 1995 1999 2003 2007 2011 201540
50
60
70
80
90 81.2
55.0
81.5
46.3
Small
Medium
Large
Micro
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Women Men
HondurasSurveyed enterprises: 575
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 72.9% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are skills and executive training (41.7%); remuneration (40.7%); recruitment, and retention and promotion (40.0%).
The business case for gender diversity
� Over 81% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 15.9% say profit grew between 5% and 10% and 11.9% report profit increased over 20%.
Women’s share in management and on boards
� 51.3% of enterprises have a female CEO. � 26.8% of enterprises have a female chairperson on the board. � 10.6% of enterprises have an all-male board. � 23.2% of enterprises have a gender balanced board. � 14.6% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2005 2017
Women as a share of total managers 57.7% 48.4%
2016
Enterprises with a top female manager – 28.0%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2015
Women as a share of total tertiary graduates 49.4% 64.5%
2003 2015
Women as a share of total tertiary STEM graduates
49.5% 37.5%
2007 2015
Women’s mean years of schooling 5.0 6.4
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots21
Region: Latin Am
erica and the Caribbean
82.6
5.911.5
66.5
58.3
57.8
67.4
7.8
9.6
4.6
5.0
1.8
5.0
3.7
2.8
12.8
12.4
13.3
11.0
11.0
14.7
20.6
13.8
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201510
15
20
25
30
20.3
17.6
1991 1995 1999 2003 2007 2011 201530
40
50
60
70
80
90
50.9
85.6
43.4
89.2
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
MexicoSurveyed enterprises: 423
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 82.5% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (65.0%); maternity leave (58.6%); and flexible working hours (55.1%).
The business case for gender diversity
� Over 77% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 35.9% say profit grew between 10% and 15% and 28.8% report profit increased between 15% and 20%.
Women’s share in management and on boards
� 25.3% of enterprises have a female CEO. � 37.6% of enterprises have a female chairperson on the board. � 5.0% of enterprises have an all-male board. � 21.1% of enterprises have a gender balanced board. � 2.3% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 23.6% 36.7%
2010
Enterprises with a top female manager – 14.6%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1996 2015
Women as a share of total tertiary graduates 49.1% 52.8%
2000 2015
Women as a share of total tertiary STEM graduates
31.6% 31.3%
2000 2015
Women’s mean years of schooling 6.3 8.4
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots22
Region: Latin Am
erica and the Caribbean
1991 1995 1999 2003 2007 2011 20155
10
15
20
18.6
8.2
39.7
21.3
39.0
39.5
35.7
54.6
60.8
13.2
11.6
16.3
17.0
15.1
22.7
10.2
6.6
16.3
17.5
8.3
5.9
12.8
9.7
8.5
7.6
3.1
2.8
2.1
2.1
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 2015
40
50
60
70
80
90
30
44.3
78.9
34.0
84.3
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
PanamaSurveyed enterprises: 250
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (47.2%); maternity leave (32.4%); and skills and executive training (31.2%).
The business case for gender diversity
� Almost 53.0% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 36.4% say profit grew between 10% and 15% and 21.2% report profit increased between 5% and 10%.
Women’s share in management and on boards
� 33.3% of enterprises have a female CEO. � 26.3% of enterprises have a female chairperson on the board. � 0% of enterprises have an all-male board. � 23.7% of enterprises have a gender balanced board. � 11.6% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2001 2017
Women as a share of total managers 40.4% 42.7%
2010
Enterprises with a top female manager – 23.5%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1994 2015
Women as a share of total tertiary graduates 64.9% 66.4%
2002 2015
Women as a share of total tertiary STEM graduates
40.5% 49.0%
2000 2010
Women’s mean years of schooling 8.0 9.5
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Women in Business and Management: The business case for change | Country Snapshots23
Region: Latin Am
erica and the Caribbean
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
29.2
19.2
31.6
70.8
9.2
15.6
18.0
8.8
5.2
7.2
5.2
2.8
3.6
2.4
3.2
2.0
20.4
24.0
20.0
8.0
32.4
31.6
22.0
7.6
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 2015
10
15
20
25
30
23.6
15.8
74.8
12.0
13.2
1991 1995 1999 2003 2007 2011 201530
40
50
60
70
80
90
52.8
81.2
39.1
78.6
Small
Medium
Large
Women Men
0% 1–10% 11–29% 30–39% 40–60% 61–100%
UruguaySurveyed enterprises: 223
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 77.6% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are maternity leave (58.3%); flexible working hours (54.7%); and paternity leave (54.3%).
The business case for gender diversity
� Over 40% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 27.5% say profit grew between 10% and 15% and 17.5% report profit increased between 15% and 20%.
Women’s share in management and on boards
� 24.1% of enterprises have a female CEO. � 41.5% of enterprises have a female chairperson on the board. � 8.9% of enterprises have an all-male board. � 17.9% of enterprises have a gender balanced board. � 13.8% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 36.3% 34.6%
2017
Enterprises with a top female manager – 10.6%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1999 2010
Women as a share of total tertiary graduates 64.4% 64.1%
2007 2015
Women as a share of total tertiary STEM graduates
49.5% 47.6%
1996 2015
Women’s mean years of schooling 7.7 8.9
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots24
Region: Latin Am
erica and the Caribbean
1991 1995 1999 2003 2007 2011 2015
20
25
30
35
40
27.926.5
58.712.1
29.2
30.0
36.3
48.4
62.8
13.9
10.8
16.6
13.9
10.8
13.9
9.0
3.1
11.2
13.5
8.1
6.7
16.1
15.7
7.6
4.9
17.9
9.9
10.3
8.5
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
45
50
55
60
65
70
75
80
56.3
74.6
45.8
76.2
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
Bolivarian Republic of VenezuelaSurveyed enterprises: 251
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 86.5% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (71.3%); maternity leave (68.1%); and remuneration (62.5%).
The business case for gender diversity
� Almost 73% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 36.9% say profit grew over 20% and 24.6% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 29.9% of enterprises have a female CEO. � 43.2% of enterprises have a female chairperson on the board.
� 5.3% of enterprises have an all-male board. � 19.5% of enterprises have a gender balanced board. � 7.1% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2005 2012
Women as a share of total managers 11.4% 33.4%
2010
Enterprises with a top female manager – 31.1%
Source: ILO, 2018; World Bank, 2018.
Women’s education
2000 2002
Women as a share of total tertiary graduates 62.8% 60.3%
2006 2015
Women’s mean years of schooling 8.0 10.5
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots25
Region: Latin Am
erica and the Caribbean
1991 1995 1999 2003 2007 2011 2015
15
20
25
30
24.7
19.1
55.8
12.8
31.5
27.9
41.4
45.8
51.4
12.0
12.7
19.1
19.5
17.1
15.9
13.9
9.6
18.7
15.5
8.8
8.0
17.9
11.6
8.4
6.8
6.4
2.8
4.0
4.8
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201540
50
60
70
80
90
50.4
77.3
42.6
81.0
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
EgyptSurveyed enterprises: 995
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 67.6% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (69.5%); skills and executive training (58.8%); and remuneration (47.7%).
The business case for gender diversity
� Almost 55.0% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 27.1% say profit grew between 5% and 10% and 23.7% report profit increased over 20%.
Women’s share in management and on boards
� 11.0% of enterprises have a female CEO. � 9.4% of enterprises have a female chairperson on the board. � 26.5% of enterprises have an all-male board. � 7.9% of enterprises have a gender balanced board. � 1.4% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2000 2017
Women as a share of total managers 10.1% 6.4%
2016
Enterprises with a top female manager – 4.9%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2016
Women as a share of total tertiary graduates 36.8% 53.6%
2016
Women as a share of total tertiary STEM graduates
– 36.9%
2006
Women’s mean years of schooling – 5.2
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots26
Region: M
iddle East and North Africa
1991 1995 1999 2003 2007 2011 20150
2
4
6
8
4.2
5.4
44.2
14.3
41.5
42.3
44.5
63.3
77.6
16.8
14.5
15.0
8.4
12.5
16.0
7.7
4.6
14.1
14.4
5.6
2.7
11.5
9.1
5.3
4.2
2.9
1.5
3.0
2.4
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 201510
20
30
40
50
60
70
80
22.3
73.8
21.4
72.6
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
JordanSurveyed enterprises: 122
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 63.9% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (74.6%); maternity leave (61.5%); and skills and executive training (59.8%).
The business case for gender diversity
� 51.6% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 42.3% say profit grew between 5% and 10% and 19.2% report profit increased between 10% and 15%.
Women’s share in management and on boards
� 11.8% of enterprises have a female CEO. � 9.6% of enterprises have a female chairperson on the board. � 31.3% of enterprises have an all-male board. � 7.2% of enterprises have a gender balanced board. � 3.6% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
1991 2018
Women as a share of own account workers 3.8% 3.6%
2013
Enterprises with a top female manager – 2.4%
Source: ILO, 2018; World Bank, 2018.
Women’s education
1991 2012
Women as a share of total tertiary graduates 58.2% 46.8%
2004 2007
Women as a share of total tertiary STEM graduates
37.3% 40.3%
2003 2010
Women’s mean years of schooling 6.0 9.2
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots27
Region: M
iddle East and North Africa
1991 1995 1999 2003 2007 2011 2015
0
2
4
6
3.8
2.0
63.113.1
23.8
35.2
46.7
68.9
77.0
20.5
14.8
12.3
10.7
13.1
14.8
6.6
2.5
11.5
11.5
5.7
2.5
13.9
9.8
3.3
5.7
4.1
4.1
2.5
2.5
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 20150
10
20
30
40
50
60
70
80
14.0
63.5
10.9
68.2
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
Saudi ArabiaSurveyed enterprises: 465
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 69.9% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender equality is promoted are recruitment, retention and promotion (69.7%); skills and executive training (54.2%); and remuneration (46.0%).
The business case for gender diversity
� 55.5% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 36.2% say profit grew between 10% and 15% and 18.4% report profit increased over 20%.
Women’s share in management and on boards
� 6.9% of enterprises have a female CEO. � 8.3% of enterprises have a female chairperson on the board. � 35.0% of enterprises have an all-male board. � 3.3% of enterprises have a gender balanced board. � 0.6% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2006 2015
Women as a share of total managers 9.0% 5.8%
Source: ILO, 2018.
Women’s education
1991 2016
Women as a share of total tertiary graduates
45.9% 51.8%
2004 2016
Women as a share of total tertiary STEM graduates
39.4% 39.0%
2000 2013
Women’s mean years of schooling 5.1 8.8
Source: UNESCO, 2018.
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots28
Region: M
iddle East and North Africa
1991 1995 1999 2003 2007 2011 2015
0
1
2
3
1.6
1.4
46.0
20.2
33.8
48.8
58.9
85.6
92.7
20.2
11.4
5.4
2.2
15.5
16.6
3.2
1.9
7.1
9.0
1.1
6.2
3.2
1.3
1.7
0.4
2.2
0.9
0.4
0 20 40 60 80 100
4.1
1991 1995 1999 2003 2007 2011 2015
0102030405060708090
22.3
79.5
14.2
79.4
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
United Arab EmiratesSurveyed enterprises: 504
In a snapshot: ILO enterprise survey
Characteristics
Policies and initiatives
� 75.6% of enterprises have an equal employment or diversity and inclusion policy.
� The top three areas in which gender diversity is promoted are recruitment, retention and promotion (67.7%); skills and ex-ecutive training (59.5%); and flexible working hours (52.2%).
The business case for gender diversity
� 58.1% of enterprises report that initiatives on gender diversity and equality have improved business outcomes.
� Of enterprises reporting improved profits due to gender diver-sity, 24.3% say profit grew between 10% and 15% and 20.1% report profit increased over 20%.
Women’s share in management and on boards
� 11.4% of enterprises have a female CEO. � 17.8% of enterprises have a female chairperson on the board. � 22.4% of enterprises have an all-male board. � 9.3% of enterprises have a gender balanced board. � 1.9% of enterprises have a majority-female board.
Women in the labour market
Labour force participation
2005 2017
Women as a share of total managers 10.2% 12.5%
Source: ILO, 2018.
Women’s education
1992 2016
Women as a share of total tertiary graduates
71.1% 55.2%
2011 2016
Women as a share of total tertiary STEM graduates
41.4% 43.5%
2005
Women’s mean years of schooling – 10.0
Source: UNESCO, 2018
Figure 4 Women as a share of total employers (percentage), 1991–2018
Figure 3 Labour force participation, annual rate (percentage), 1991–2018
Figure 1 Distribution of surveyed enterprises (percentage)
Figure 2 Distribution of women at different managerial levels (percentage)
Top
Senior
Middle
Junior
Women in Business and Management: The business case for change | Country Snapshots29
Region: M
iddle East and North Africa
38.3
43.1
61.9
75.6
18.1
14.5
13.1
10.7
18.7
16.9
9.1
3.8
11.7
16.1
8.7
10.3
7.7
5.0
5.6
3.2
3.0
1.8
2.2
1.2
0 20 40 60 80 100
1991 1995 1999 2003 2007 2011 20150
2
4
6
8
3.2
38.3
15.1
46.6
5.0
1991 1995 1999 2003 2007 2011 2015
20
30
40
50
60
70
80
90
100
40.6
91.7
29.4
90.2
0% 1–10% 11–29% 30–39% 40–60% 61–100%
Small
Medium
Large
Women Men
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.
