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Farzanah Mall, the president of the Businesswomen’s Association of SA, is pleased and disappointed at the same time.
She says the organisation’s census, which will be released in July, indicates that female representation in senior management across the private and public sectors has improved marginally, “but it’s still not as much we had hoped”.
Mall could not provide numbers, as the data were still being collated, but stressed there were a few standout companies that had been progressive.
The census represents a real headcount of women in leadership positions (executive managers, directors, CEOs and chairpersons) in all companies listed on the JSE, their subsidiaries and state-owned enterprises.
The association has also added a qualitative analysis to the census, including 20 different points of view on gender parity from leaders in the private and public sectors.
Though the data on the slow progress of women in leadership positions may be discouraging, Mall believes it is an important measure.
“Without this data and without this measurement, we would struggle with a point of engagement and it is a public forum that is able to hold the public and private sectors accountable, and this also means they take it more seriously.
“And we are finding more and more companies are putting gender parity on agendas in the boardroom.”
According to a recent report released by consulting firm Grant Thornton, at board level in South Africa only 15% of directors in listed companies are women.
The representation of women in senior management roles is at 27%, while only 7% of CEO and managing director positions are occupied by women.
Mall notes there is a strong business case for gender parity.
“About 80% of consumers of products and services are women.
“If you don’t have the necessary diversity then you won’t understand how women think and act and you will find yourself not engaging effectively with that market.”
In a bid to fast-track female representation in private and public sectors, many countries have adopted the quota system.
These include Norway, France, Spain and, most recently, Germany.
These countries legislate the percentage or number of women a company should have at senior management and board levels.
“Legislation without buy-in is not effective, as it could lead to window-dressing.
“It has to be a dual process in that sense,” explains Mall.
Furthermore, she adds, companies in countries such as Norway have indicated that having more female representation at senior level has actually been good for their bottom line.
Meanwhile, women in business have also started a lobbying effort in the form of the 30% Club – a movement that started in the UK that now has a South African chapter.
Its objective is to provide best practice for gender mainstreaming in the private sector and ensure 30% female representation in senior management positions by 2018.
Mall says the association is supportive of such movements.
“The 30% Club is dependent on the industry and the sector. In some sectors you can’t be too prescriptive and in some sectors 50% can be too overwhelming, so 30% will be good.
“It is the right trend, and it holds more organisations accountable, which we support,” she notes.
Mall says more women need to start challenging the norms within the organisations at which they work.
Mall recalls a time when she did exactly that, while based in Melbourne, Australia, and working for a big company listed on the London Stock Exchange.
Personal matters required that she had to negotiate her hours of work and “I had four men sitting across from me”.
“It took them a while to understand me, because many people believe that sitting at your desk defines your contribution and that is the accepted working arrangement.
