WAWMUN 2024
UN Women Study Guide
Drafted by:
POLA SZAJKOWSKA AND KAROL ZIOŁKOWSKI
TOPIC: Evaluating Different Approaches to Achieving
Gender Equality in Corporate Leadership, with Emphasis on
Legislation and Incentives.
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TABLE OF CONTENTS
1.Letter from the chairs 3
2.Introduction to the committee 5
3.Introduction to the topic 7
4.Brief historical background 8
5.Case Studies 10
A. Afghanistan 10
B. Bangladesh 11
C. Canada 11
D. Catalyst: 12
E. China 13
F. Deloitte 13
G. France 14
H. Germany 14
I. Ghana 16
J. Italy 16
K. Norway 17
L. Singapore 17
6. Questions to consider 18
7. Position Paper guide 20
8. Bibliography 21
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1. Letter from the chairs
Distinguished delegates,
It is our utmost pleasure to welcome you to this year’s edition of Warsaw
Model United Nations. We guarantee you that this conference will be very
memorable, one of a kind and leave you with many great memories. We
are sure that it will provide us all with interesting knowledge and help to
develop many great skills.
Our committee of UN Women is a very important organization that stands
as a champion of women’s rights and empowerment. It is seeking
comprehensive solutions to problems women experience worldwide,
based on the principles of international unity in order to promote the
values of egalitarianism in all the member states.
During this conference, we will discuss the topic of evaluating different
approaches to achieving Gender Equality in corporate leadership, with an
emphasis on legislation and incentives.
While in the real world, the agenda is quite a complex subject, we are sure
that all of you are in the perfect place to face the problems and together
find a perfect solution, that if introduced in the real world, would be the
best option UN Women could propose.
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As your chairs, we prepared this document to help you with research for
the conference, a tool for you to generally get acquainted with the subject
and a source of questions we would like you to ask yourselves to guide
your research. We advise you to read it thoroughly, but also keep in mind
that it should only be the base of your individual research and
preparations. In the section “bibliography/further reading” we proposed
some engaging works that may help you get wider knowledge regarding
our committee and the topic. We also didn’t forget about the materials and
guiding questions that will help you write your position paper. The advice
we would like to give you is to treat this conference as a learning
experience and be open-minded. We are encouraging you to engage in
the debates, participate and speak up, remember about your country’s
policy and be respectful to others, don’t be afraid of being judged and
enjoy the peaceful atmosphere in the committee we will do our best to
keep. Simply put, enjoy the conference! Also if you have any questions or
inquiries, don’t hesitate to contact us! We will do our best to explain any
issues you may have. We are here to support you and help you develop.
We truly can’t wait to see you at the conference!
Your chairs, Pola Szajkowska and Karol Ziołkowski
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2. Introduction to the committee
- “Women lead, participate in and benefit equally from governance
systems.
- Women have income security, decent work and economic
autonomy.
- All women and girls live a life free from all forms of violence.
- Women and girls contribute to and have greater influence in
building sustainable peace and resilience, and benefit equally from
the prevention of natural disasters and conflicts and humanitarian
action”
https://www.unwomen.org/en/about-us/about-un-women
The organization works to promote gender equality and fair opportunities
for women around the world, and emphasizes the massive
socio-economic impact empowering women may have, increasing
economic growth simultaneously boosting prosperity and fueling global
sustainable development. Through international cooperation and dialogue,
UN WOMEN paves the way for UN member states to act towards ensuring
women are given access to fair employment and income opportunities,
education, healthcare, housing, and many other vital aspects of society,
free of discrimination and harassment which they may often experience.
Additionally, the organization’s main roles are:
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- “To support inter-governmental bodies, such as the Commission on
the Status of Women, in their formulation of policies, global
standards and norms.
- To help Member States implement these standards, standing ready
to provide suitable technical and financial support to those
countries that request it, and to forge effective partnerships with civil
society.
- To lead and coordinate the UN system’s work on gender
equality, as well as promote accountability, including
through regular monitoring of system-wide progress.”
https://www.unwomen.org/en/about-us/about-un-women
3. Introduction to the topic
Achieving gender equality, which has been defined by encyclopedia
Britannica as: “condition of parity regardless of an individual’s
gender.”https://www.britannica.com/topic/gender-equality
This topic has been a focal point of discussion between employers,
employees, trade unions, lawmakers, and activists. Nevertheless, women
continue to face wage disparities, underrepresentation in leadership roles,
gender stereotypes, workplace harassment, and other issues, all which are
persistent barriers for achieving gender equality in the workplace. As a
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result of various factors, including bias and discrimination women are
often denied career advancement opportunities and leadership roles in
companies and corporations both in the private and public sectors. The
2023 Global Gender Gap Report outlines that only around 32% of senior
leadership roles are acquired by female employees. Businesses may
address the issue of gender inequality in leadership roles through various
initiatives, programmes, and frameworks but the basis of these strategies
should focus on examining gender stereotypes and unconscious bias at all
stages of recruitment and work management, promoting gender diversity
in corporations, equal pay regulations, and inclusive training and career
advancement opportunities. Ensuring representation and gender equality
in corporate leadership can be essential in a company’s GEPs (Gender
Equality Plans) assessing the current representation of women in
leadership roles, addressing the existing barriers and causes of achieving
gender equality in corporate leadership, examining ways in which a
company or governments can strengthen and increase gender equality in
leadership roles for example through varied incentives and legislation.
Moreover, as the current global labor force participation rate for women is
around 47% contrasting the 72% for men, there is a clear need to seek ways
to increase fair job opportunities and availability of vacancies for women,
free of discrimination and containing fair and safe working conditions,
especially in Less Economically Developed Countries (LEDCs) and nations
where poor working conditions are prominent. With unemployment rates
for women being particularly low (less than 20%) in Arab countries and
Northern Africa, it is essential to lift women’s socio-economic status and
establish international guidelines into supporting female employment as
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means of not only boosting equality, but economic prosperity and
productivity, simultaneously boosting the global GDP (Gross-Domestic
Product).
As the delegates of UN WOMEN at WAWMUN 2024 you may look at various
aspects of addressing gender inequality in the workplace in relation to
female representation in corporate leadership roles, as means of striving to
achieve SDG 5, “Gender Equality”.
4. Brief historical background
Even though nowadays we are still actively participating in the journey to
achieve gender equality in corporate leadership, one has to appreciate the
long path that our society completed during the last century. At the
beginning the initiative was largely driven by the social movements and
first suffragists and later feminists that pushed for women’s rights and
equality. In the 1960s and 1970s the world saw many key legislations being
adopted in favor of women’s situation. For instance, the Equal Pay Act of
1963 in the United States mandated equal pay for equal work, and the Sex
Discrimination Act of 1975 in the UK prohibited discrimination on the
grounds of sex or marital status.
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Following, in the 1980s, 1990s, and early 2000s other countries began
implementing more proactive measures such as gender quotas and
affirmative action policies. Norway was one of the pioneers in such actions
as in 2003 it introduced a law requiring that at least 40% of board
members in public limited companies be women. This approach has since
been implemented by several other European states such as France,
Germany or Spain with differing degrees of success. However, the states’
actions aren’t the only ones worth mentioning as individually many
organizations and governments decide to promote gender equality. These
include initiatives such as the 30% Club, which aims to achieve a minimum
of 30% women on FTSE-100 boards through voluntary commitments by
companies. Moreover, some countries offer financial incentives or public
recognition to companies that demonstrate significant progress in gender
diversity. Recently conducted surveys revealed that diverse leadership
teams tend to be more successful, and so companies now more than ever
tend to promote it also on higher levels. Moreover, global initiatives such as
the UN Women’s Empowerment Principles and the Sustainable
Development Goals (SDGs) have also played a crucial role in promoting
gender equality in corporate leadership.
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5. Case Studies
A. Afghanistan
Under the Taliban regime Afghanistan has faced several problems in
achieving gender equality. The legal and institutional frameworks
supporting gender equality have been systematically dismantled, making
it difficult to implement and monitor gender equality initiatives, since the
Taliban rule began. Even though historically, Afghanistan had made strides
in gender equality through international support and local advocacy,
recent decrees have severely restricted women’s rights, including their
participation in the workforce and therefore leadership roles. The current
environment under the Taliban concludes with women being largely
excluded from public and corporate leadership positions, not even
mentioning their advancement in such. When it comes to actions involving
women in Taliban, the focus now is on humanitarian aid and basic rights
rather than equality in corporate leadership.
B. Bangladesh
In Bangladesh despite the still existing barriers in accessing education or
cultural and deep-rooted societal objections, the situation of women has
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been significantly improving for the past few years. Primarily in corporate
leadership gender equality has seen significant progress. The country
leads South Asia when it comes to women’s leadership. The government
has implemented numerous policies to promote gender equality, such as
mandatory female representation on boards. Moreover, the incentives
include tax benefits for companies that meet gender diversity targets. Even
though a lot is still to be reformed and achieved on the road to gender
equality in Bangladesh, when it comes to women obtaining leading roles in
companies, the country is certainly developing in the right direction.
C. Canada
Through the past years Canada has made several strides in promoting
gender equality through not only legislation but also by corporate
initiatives. The government of Canada mandates gender diversity
disclosures for publicly traded companies. In the country also many
organizations function that advocate for policies that promote women’s
position in leadership and boards. An example of such is the Canadian
Women’s Foundation. Incentives include grants and funding for companies
that demonstrate significant progress in gender diversity. Unfortunately,
despite these efforts, women, and especially women of color, remain
underrepresented in senior leadership positions, which is an issue that also
is to be tackled. Canada as a developing country is facing the issue with
discrimination higher in hierarchy and that problem is still to be resolved.
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D. Catalyst:
Catalyst is a global nonprofit organization focusing on working with
corporations to advance women in leadership via extensive research and
advocating for their issue. Organization emphasizes the importance of
inclusive corporate culture and provides resources and tools to motivate
and help companies in achieving gender parity. Catalyst’s most
recognizable initiatives include for example MARC - Men Advocating Real
Change – program, which engages men in promoting gender equality for
those that are more discriminated against. Another noticeable initiative is
Catalyst Women On Board. This program aims to increase the number of
women on corporate boards. It strives to do so by providing a database of
board-ready women and cooperates with companies to identify and
place qualified female candidates. Catalyst's approach is characterized by
a combination of advocacy and practical solutions including but not
limited to leadership training and mentorship programs.
E. China
Even though China has been quickly developing in the 21st century,
unfortunately, their technology levels cannot be compared with gender
equality in the workplace. There women hold only 19% of executive
positions, which comes off rather disappointing compared with 25% in
other leading countries. Even though the government is trying to make
some changes by introducing policies to encourage higher female
participation in the workforce, the presence of traditional gender roles in
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societal image and lack of support for working mothers successfully
hinders the process. On the other hand, however, companies in China are
beginning to realize the business benefits of gender diversity, with some of
them implementing mentorship programs and flexible hours work
arrangements to support women, and therefore making their way up the
corporate ladder easier.
F. Deloitte
Deloitte as the part of the big four (the biggest corporate companies
engaged in the world of accounting, business and related fields) is very
influential in the world of business, therefore its engagement in promoting
gender equality is generally well received. Deloitte has set ambitious goals
for gender equality within its global operations. The company aims to
achieve 30% female representation in leadership roles by 2025. Deloitte’s
approach includes transparent reporting on gender pay equity and
implementing global standards for promotion, recruitment and
development. The company additionally supports external initiatives such
as UN Women Empowerment Principles in order to instill a broader change
in society.
G. France
France has introduced various laws, policies, and recommendations on
increasing gender diversity in corporate leadership. The country has
considered both ‘soft law’ approaches and recommendations, having
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believed that pressure groups and other stakeholders will place enough
emphasis on the importance of increasing women participation in
leadership roles. Nevertheless, France shifted their approach and in 2011
passed the Copé-Zimmermann law, which established a mandatory 40%
diversity quota on boards of directors by 2017. However, in 2021 Rixain Law
was passed by the French Parliament which reflected on the weaknesses
and unsuccess of the Copé-Zimmermann law, and set a mandatory 40%
quota on boards by 2029. France was one of the first European countries to
impose such laws, and statistics showed that from 2021 to 2023 the
percentage of women on executive boards increased from 15.6% to 25.75%.
This portrays the country’s commitment on establishing various laws and
regulations in order to achieve gender equality in corporate leadership.
H. Germany
In Germany, around 83% of executive board members are men, with major
companies like Adidas and Porsche Holding with solely male boards.
German work environments remain influenced by traditional gender roles,
thus posing a challenge for women willing to acquire leadership positions
in businesses and corporations. A survey conducted by the Forsa Institute
in Gemrnay outlined that around 26% of the women survey experienced
sexual harassment in the workplace. Germany has also introduced quotas,
regulating the gender representation in executive boards such as the 2015
“Law on Equal Participation of Women and Men in Leadership Positions in
the Private and Public Sector” however womens’ participation in corporate
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leadership roles remains low, compared to other European states, such as
Sweden, Latvia, Poland, and Bulgaria where women make around 40% of
board members.
I. Ghana
Compared to other Sub-Saharan African countries, Ghana made
significant steps in promoting and facilitating accessibility to health care
and education for women and girls, however major challenges still need to
be addressed, especially facing the immense disparity between women in
rural and urban areas of the country. Over 65% of Ghanaian women
participate in the labor market, nevertheless lack of economic
advancement opportunities, job vulnerability, workplace harassment and
discrimination still persist. Women’s participation in leadership positions is
quite low, with women holding around 27% of leadership positions in the
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private sector, and women making up just 15% of Ghana’s parliament.
Impacted by socio-economic boundaries imposed, many women struggle
to find a work-life balance, as a result of lacking childcare facilities, social
norms and pressures, as well as lack of availability and discrimination in
access to social and public services.
J. Italy
Italy currently experiences an increase in female employment rates, with a
6.1% increase between 2009 and 2023. This growth is also experienced at
management and leadership positions with over 24% of CEO roles held by
women, and around 34% holding senior leadership positions in the country.
Nevertheless, Italy has a lower female employment percentage than the
average of the European Union with 65.3% contrasted to Italy’s 52.2% in
2023. E-Commerce has fuelled the increase of female entrepreneurship,
with over 26.8% of women-lead businesses operating in the sector. The
Gender pay gap is most prominent in Italy’s Finance and STEM sectors. In
2011, Italy introduced a law which established gender quotas in boards of
directors of companies on the Italian Stock Exchange.
K. Norway
Norway is considered a global leader in gender equality, with the country
introducing comprehensive legislation on gender equality such as the
‘Equality and Anti-Discrimination Act’ established in 2018 focusing on
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tackling forms of gender based discrimination and violence, in relation to
ethnicity, sexuality, religion, and gender expression, as well as other
characteristics. However, gender equality and female participation in
decision making positions in companies and corporations is still low. With
around 31% female board members, 10% female CEOs, and 22% female
occupied senior management and leadership roles. For years, Norway
introduced quotas to set a minimum standard for female participation in
executive boards and councils. The first quotas were established in 1981,
and in 2003 the Norwegian parliament passed a 40% gender quota which
increased female representation on PLC (Public Limited Company) boards.
L. Singapore
Singapore passed various laws and regulations regarding gender equality
in workplaces and empowering women in the labor market. The country
requires companies to offer paid maternity leave and equal pay. Training
and career advancement opportunities are also available, focusing on
supporting women advancing through male dominated sectors.
Furthermore, Singapore has protection frameworks against Gender-Based
Violence (GBV), domestic violence, and sexual harassment, and allows
women to have access to quality healthcare services. Additionally, women
in Singapore currently make up more than 23% of boards on Singapore's
100 largest companies (listed on the SIngaporean Exchange), contrasting
7.5% in 2013 showing an increase in gender equality in corporate
leadership. Singapore has no mandatory quotas imposed on female
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participation in corporate leadership, however the Council for Board
Diversity gives recommendations on gender diversity on boards.
6. Questions to consider
1. Is your country introducing mandatory quotas for women in
leadership positions (e.g., board seats)?
2. How effective are existing anti-discrimination laws in promoting
gender parity in leadership roles in your state? Do they have a
positive effect or do they result in the belief that women didn’t
work for their position?
3. What types of economic incentives (such as tax breaks, grants,
public recognition) can governments offer to companies that
promote women into leadership roles, which are implemented in
your state?
4. Can corporate social responsibility (CSR) or gender equity
certification serve as a driving force for companies to promote
women in leadership roles, how are they seen in your state?
5. How can public-private partnerships foster environments where
companies are motivated to advance women into leadership
roles, is this way popular in your country?
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6. How do cultural norms around gender roles impact women’s
representation in corporate leadership across different regions of
your state?
7. How can education and STEM initiatives encourage more women
to pursue leadership pathways in male-dominated industries?
8. What are the primary solutions to gender inequality in your
country?
9. What are the main issues involving gender inequality in your
state?
10. What is the main approach of your state’s “native” companies
towards promoting gender equality and how is your country
managing that?
11. What is more effective long-term: Legislation or Incentives ?
7. Position Paper guide
A Position Paper is a formal document outlining your country's position and
stance on the topic of the committee discussion. Your Position Paper
should contain:
1. Expressing your country's stance on the topic , and
describing the importance of the topic to your country.
19
2. Describing the past actions that your country has taken in
relation to the topic.
3. Describing the current national and international
regulations, laws, and policies which your country has in
place or is a part of on the topic.
4. Solutions which your country proposes to the topic/issue
debated upon.
8. Bibliography
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https://bangladesh.un.org/en/267591-gender-equality-brief-bangla
desh-2024
20
https://www.usaid.gov/bangladesh/gender-equality-and-womens-
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https://www.catalyst.org/research/women-in-management/
https://www.catalyst.org/wp-content/uploads/2019/01/Women_in_L
eadership_A_European_Business_Imperative.pdf
https://www.statista.com/topics/4860/women-in-china/
https://data.unwomen.org/country/china
https://english.www.gov.cn/statecouncil/ministries/202112/29/conten
t_WS61cbb0b0c6d09c94e48a2da7.html
https://www.undp.org/china/gender
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https://www.deloitte.com/global/en/about/people/social-responsibi
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ender-balance-gir.html
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21
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https://hdr.undp.org/data-center/thematic-composite-indices/gen
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gender-parity-boards-singapore
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22
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aphics/5-facts-about-gender-equality-in-norway/
https://www.regjeringen.no/en/topics/foreign-affairs/the-un/innsikt
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https://www.unwomen.org/en/get-involved/step-it-up/commitmen
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https://www.omfif.org/2023/07/norwegian-bill-paves-way-for-progr
ess-in-gender-parity/
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2dca2fec69f8/how-to-achieve-gender-balance---best-practice
---english.pdf
https://journal.sanford.duke.edu/article/how-norway-has-us-beat-
on-women-in-corporate-leadership/
https://kjonnsforskning.no/en/2023/08/gender-quotas-corporate-b
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23
men's%20inclusion%20into%20decision%2Dmaking,sector%20inclu
de%20only%2027%25%20women.
https://www.destatis.de/Europa/EN/Topic/Population-Labour-Social
-Issues/Labour-market/Female_Executive.html#:~:text=In%20202
3%2C%2029%25%20of%20the,and%20Bulgaria%20(each%2042%25
).
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file/The%20effects%20of%20a%20gender%20quota%20on%20the%
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-adjust-to-new-boardroom-quota-law-a-1070622.html
https://www.dw.com/en/germany-more-women-join-executive-bo
ards/a-67134587
https://cms.law/en/int/expert-guides/cms-expert-guide-on-sexual
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g-ii--the-gender-quota-on-the-executive-board#layout=card&
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-balance-leadership-and-decision-making?language_content_
entity=en
https://www.linezero.com/blog/8-gender-equality-initiatives
24
https://www.impactpool.org/employers/articles/5-tips-how-leaders
-can-advance-gender-equality
https://www.mckinsey.com/featured-insights/diversity-and-inclusio
n/women-in-the-workplace
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https://www.unwomen.org/en/about-us/about-un-women
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