Commitment to gender diversity needs to come from the Board - target setting, budget allocation, appointment of leaders responsible for gender diversity, measuring success are just a few examples of how they can lead from the front as well as ensuring, of course, that the Board itself is gender diverse.
This means creating a flexible and supportive environment where everyone can contribute, be recognised and reach their full potential. What are the opportunities for flexible working and parental leave? Does the culture support diversity of thought or is their bias (unconscious) towards one group?
Are strategies in place to encourage women into the industry, particularly in disciplines where addressing the gender gap is most urgent – technology and front office? Are strategies in place to ensure that women succeed – mentoring, coaching, supporting high potentials?
The transparency afforded by Gender Pay Gap Reporting and the Women in Finance Charter enable us to see how firms in the industry are progressing against their commitments and how they compare to their peers.