women matter africa - eve · 2017-12-20 · leadership skill-building flexible working hours...
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EVE Program in Africa
December 12, 2017
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
Women Matter Africa:
Making gender diversity a
reality
McKinsey & Company | 1
Africa has made encouraging progress but still has a long way to go to
achieve gender equality
▪ There is a strong business case for greater
gender diversity at the top: Companies with
more senior women are more profitable – by
as much as 20%
1
▪ Numbers, it seems, do not necessarily equal
influence. The few that make it to the top tends
to hold less powerful positions
2
▪ There are significant, proven and practical
learnings on how to open the way for many
more women to get to the top
3
McKinsey & Company | 2 McKinsey & Company |
There is a business case of increasing gender diversity in leadership
0
9
18
31
-17
-6
2
20
Quartile 4 Quartile 2 Quartile 1 Quartile 3
EBIT margin deviation from industry average
Women’s representation on boards Percent
1
McKinsey & Company | 3
Women in leadership can impact the way decisions are made 1
“Introducing more women at leadership level simply
introduces broader perspectives and new ways to manage
problems. Diversity is key for a successful organisation. It also
allows companies and public entities to tap into the entire talent
pool rather than deprive themselves of half of it.”
- Conglomerate executive and private sector representative, Morocco
McKinsey & Company | 4 McKinsey & Company |
Percent
Africa has more women at the top than world averages, but only 5%
make it to CEO
Women board members Women ExCo members Women CEOs2
15
18
26
18
23
Afr
ica
La
t A
m
US
Asia
EU
Ø 20
17
6
18
10
14
EU
Ø 13
US
La
t A
m
Afr
ica
Asia
5
234
5
La
t A
m
Afr
ica
Ø 4
US
EU
Asia
1
McKinsey & Company | 5
There is also a lot of variation by industry
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015
39
33
30
29
28
22
9
29
61
67
70
71
72
78
91
71
100%
Heavy industry5
Average
Consumer goods and retail
Financial and professional services3
Global energy and materials
Transportation, logistics, and tourism4
Health care and pharmaceuticals
ICT
Percent
Total number of companies in sample = 55. Total number of employees in sample = 201,653. These are the 55 companies that responded to McKinsey’s
organizational survey; they are not the same 55 used for the analysis of EBIT margins
1 ExCo level or direct reports; 2 2014; 3 Auditing, consulting, real estate; 4 Air, road, and rail passenger transport, freight and mail handling, tourism and
hospitality agencies; 5 Construction, heavy equipment, and automotive manufacturing
Men Women
1
McKinsey & Company | 6
Every 4th minister or parliamentarian is now a women – but these
numbers still need to double to achieve equality
24
19
16
13
2005 2000 2010
approx. x 2
2014
Proportion women parliamentarians in
Africa1
22
4
1980
x 5
2014
Proportion of women cabinet ministers in Africa
Percent
1
McKinsey & Company | 7 McKinsey & Company |
And of course when we talk Africa, there is a lot of regional variation
Women’s representation in parliament in
Africa by region
Women’s representation in cabinet in Africa by
region1
Percent
18
2325
35
Southern East
Africa
average
= 24
North West
12
18
23
32
Africa
average
= 22
North West East Southern
1
McKinsey & Company | 8 McKinsey & Company |
Numbers do not necessarily equal influence
56
Line roles
Staff roles
44
2
Proportion of senior women in line1 vs staff roles
Percent
McKinsey & Company | 9 McKinsey & Company |
It’s a similar story in Government – and it’s worth noting that it hasn’t
changed significantly in the past 25 years
52 51
22 26
16 14
6 5Defence and Foreign Affairs
Social welfare
Treasury and Infrastructure
Administrative
Law and Order
2005-2015
100
4
1980-2005
100
4
Percent
2
McKinsey & Company | 10 McKinsey & Company |
Organisations are not taking gender diversity seriously enough 3
25
13
9
22
31Extremely important
Important
Limited importance
Quite important
Not important We have not discussed it or we
are not sure”
We have discussed it in senior
level meetings”
We have implemented several
new policies”
It’s a ExCo top priority”
It’s a top CEO priority”
Response as a percentage of total, 2015
Percent
McKinsey & Company | 11
The fact base is important – women are outnumbered by men at every
stage of the African corporate pipeline
Percent
Africa average
Africa top quartile
companies4
China average
US average
Non-
management
Middle
management1
Senior
management
Total
leakage3
p.p.
47 40 29 18
53 55 46 7
53 21 6 47
45 39 25 20
3
McKinsey & Company | 12 SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015; McKinsey & Company, Women in the
Workplace, 2015
Women’s vs men’s share of workforce and promotions1
Percent
1 Total number of companies in sample = 55. Total number of employees in sample = 201,653. These are the 55 companies that responded to
McKinsey’s organisational survey; they are not the same 55 used for the analysis of EBIT margins
4536
5564
Women
Men
100
Share of promotions Share of workforce
100
Women account for disproportionately fewer promotions 3
McKinsey & Company | 13 McKinsey & Company |
1
2
3
4
What can organisations do to drive gender diversity? 3
Make gender diversity a top CEO and board priority
Anchor gender diversity strategies in a compelling business case
Confront limiting attitudes toward women in the workplace
Implement a fact-based transformation strategy
McKinsey & Company | 14
Women Matter Africa Report – available online
EVE Program in Africa
December 12, 2017
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
Women Matter Africa:
Making gender diversity a
reality
McKinsey & Company | 16
Organisations do not understand all the barriers that women face
4
1212
1515
38
42
2425
29
15
27
40
29
Tendency of
many women
to network
less effectively
than men
Cultural or social
expectation that
women will not
work
continuously
Absence of
female role
models
Public policies
or services
not conducive
to women
becoming
leaders
Anytime,
anywhere
performance
model
Double burden
syndrome
Attitude toward
women in the
workplace
SOURCE: McKinsey & Company, Women Matter Africa survey and interview data, 2015
What women leaders say What organization representatives say
Total number of companies in sample = 55. These are the 55 companies that responded to McKinsey’s organizational survey; they are not the same 55
companies used for the analysis of EBIT margins. Women leaders refer to the 34 women leaders interviewed
Percent
McKinsey & Company | 17 McKinsey & Company |
Some initiatives seem more successful than others in increasing gender
diversity at leadership levels
151616
2525
2931
35
42
9
17
2626
17
35
43
2626
Improved
maternity
leave
Formal
mentoring
Infrastructure Working
from home
Leadership
skill-building
Flexible
working
hours
Networking
programs
Targets to
boost
women’s
representation
Initiatives
to address
attitudes
toward
women
Companies with above average share of women leaders
All companies in survey
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015
Total number of companies in sample = 55. These are the 55 companies that responded to McKinsey’s organizational survey; they are not the same 55
companies used for the analysis of EBIT margins
Percent