2022年职场女性调查报告+Women+in+Business+Report+2022

WomenWomeninBusinessReport2022WOMENINBUSINESSREPORT20221articipantsTheinformationcontainedhereinisbasedoninputandanalysisfromAugust22toNovember2022.Theinformationisprovidedforinformationalpurposesonly,andshouldnotbeconstruedasbusinessorlegaladviceonanyspecificfactsorcircumstances.Nousersofthispositionpapershouldactorrefrainfromactingonthebasisofanycontentincluded,withoutseekingappropriateprofessionaladvice.TheEuropeanUnionChamberofCommerceinChinadoesnotassumeanylegalliabilityorresponsibilityfortheaccuracyandcompletenessoftheinformationprovidedinthepositionpaper.©2022bytheEuropeanUnionChamberofCommerceinChina,allrightsreserved.ThispositionpapermaynotbeCoverimage©HarryZhang,EuropeanUnionChamberofCommerceinChina,allrightsreserved.WomeninBusinessReport2022ToprovideanoverviewoftheprogresssomeofthelargestEuropeancompaniesoperatinginChinahavemadeinpromotinggenderdiversityinleadershiproles,aswellasintheirgeneralworkforce,theEuropeanUnionChamberofCommerceinChina(EuropeanChamber)invitedmembersofitsAdvisoryCounciltoparticipateinasurvey(22respondents)andinterviews(fiveinterviewees).ThesurveyandinterviewswereprimarilyconductedbetweenAugustandNovember2022.ThefindingsarenotmeanttorepresentthewholeofEuropeanbusinessinChina,butinsteadofferasampleofthecurrentpracticesinplaceaswellasthechallengescompaniesfaceintheireffortstopromotegenderdiversityintheworkplace.ThisreportbuildsontheframeworkoftheEuropeanRoundTableforIndustry’s(ERT)2022reportWomeninLeadershipPositions,andlistsfiguresrelatedtowomen’sshareintheworkforceaswellasvoluntarytargetssetbycompaniestopromotegenderdiversity,highlightingtheircommitmenttofurtherprogress.Inadditiontotheirstate-of-the-artproductsandservices,EuropeancompaniesalsobringtheircompanyculturestoChinawhensettingupoperations.Aspartoftheireffortstopromotediversityandinclusion(D&I)attheworkplace,manyEuropeanbusinesseshavealreadysetupD&Iteams,createdvariousinitiativesandimplementedrelevantin-housepoliciesbothintheirglobaloperationsandatthelocallevel.Increasingtheshareofwomeninbusinessisanimportantfacetofdiversityandinclusionefforts,andonewhereEuropeancompaniesareespeciallywell-placedtofosterprogressinChina.iesandinitiativesAtthemostfundamentallevel,respondentsputaspecialemphasisoncommunicationaspartoftheirpromotionofgenderdiversityintheworkplace.Thelanguagetheyusereflectstheircommitmenttoinclusion,andtheyregularlyengageinpositivemessagingaboutgenderdiversity.Forexample,amemberreportedthatintheirjobpostingsforareaswheremenareoverrepresented,theyuseatoneandvocabularythatmaybetterresonatewithfemaleapplicants.Furthermore,somemembershaverunbothin-houseandexternalcommunicationcampaignstoraiseawarenessaboutfactorslikeunconsciousbiasthatcanimpedeeffortstoincreasewomen’sshareoftheworkforceifleftunaddressed.Atamoretangiblelevel,businessessettargetsforincreasingfemalerepresentation.Duringaninterview,onemembercompanypointedoutthatspecifictargetsarehelpfulbecausetheycangiveaclearindicationofhowfruitfuleffortsatdiversifyingtheworkforcehavebeen,aswellasontheareasthataremorechallenging.Suchtargets,whichsomeEuropeanChambermembersshareinthisreport,alsoclearlyindicatecompanies’intentionstoincreasetherolewomenplayinbusiness.Toensurethattheirtargetscanbereached,severalmembercompaniesreportedhavingquotasinplacethroughoutthehiringprocess.Onecompanyreportedthatitreliesonasetreplacementratetocalculatehowmanywomenshouldjointheirstaffonceafemaleemployeedeparts.Anothercompanysharedthatithadaminimumquotaforthepercentageofwomeninleadershippositionsacrossallcompanyfunctions.Anotherkeyactiontakenbycompaniesagainstgenderimbalanceisputtingpoliciesinplacetoensureequalpay.Onememberreportedthatitsannualsalaryreviewincludesseveraldimensionsforcheckingifthereisasalarygapbetweengenders.Thecompanyalsohasaspecialbudgetforeliminatinganysalarygapidentified.WomeninBusinessReport2022lutionsAccordingtomembers’accounts,increasingfemalerepresentationremainsachallengeinsomesectors.Thisisinlinewiththeglobalpicture.AsurveybytheWorldEconomicForum(WEF)showsthattheshareofwomenintheworkforcevariesgreatlyacrossbusinesssectors.1Accordingtothesurvey’sfindings,women’sparticipationinjobcategoriessuchasinstallationandmaintenance,constructionandextraction,architectureandengineering,andmanufacturingandlativelylowSomeEuropeanChambermemberswithbusinessactivitiesintheseareasdescribedsimilartrends,whilepointingoutthatotherareas,suchasfinancialservicesandadministration,areoftendominatedbywomen.TheWEFsurveysupportsthisobservation,showingfemalerepresentationtobehighestinofficeandadministrativejobs,andbusinessandfinancialoperations,amongotherareas.Somemembercompanieshavepartneredwitheducationalinstitutionstoattractfemaletalenttocareerpathswheretheyarecurrentlyunderrepresented.Theseinitiativesforyoungfemaletalentincludeeventsaswellascoursesforstudentsatsecondary-school-levelandup.Oneofthegoalsmentionedbyamemberinconnectionwithinitiativesfocussingonyoungtalentisempoweringgirlsbycreatingawarenessofgenderstereotyping.Theideabehindsuchprogrammesisthatyoungwomenwillbemoreconfidentinthefaceofdiscouragementiftheycanidentifythatitisstemmingfromgenderbias.Anotherwaycompaniesencourageyoungwomentochoosecertainfieldsispresentingthemwithfemalerolemodelswhocansharetheirownexperienceinthegivenfield.Onecompanyalsomentionedeffortsatdispellingoutdatedperceptionsaboutcertainfields:forexample,whilemanufacturingisaworkareafrequentlythoughtofaslabour-intensive,duetotechnicaladvancesandincreasedautomationinrecentdecades,jobsinthemanufacturingsectorhavelargelyshiftedtobeingfocus-intensive,whichrequiresadifferentsetofskills.Whendiscussingthequestionofwomen’sshareinleadership,somemembershighlightedthatincreasingthenumberoffemalebusinessleaderscanbechallengingwhenwomenareunderrepresentedalongthetalentpipeline.Onememberreportedthattheirmethodofmitigatingthischallengeistoputeffortintoidentifyingtheproblemstheirfemaleemployeesencounterintheircareerpaths.Throughtargetedinternalworkshopsthatprovideaplatformforwomentosharetheirexperiencesandexchangetheirviews,femalemembersofstaffcanhelptheircompanytofindwaysinwhichthedifficultiestheyfacecanbeaddressed.OneexamplegivenbyamemberfortheissuespredominantlyaffectingfemaleinawasthewayCOVIDrelatedmeasurescandisrupttheirworkAswomenaregenerallyconsideredtobetheprimarycaregiversintheChinesefamilysetting,whenschoolsorkindergartensswitchtoonlineclasses—oftenwithoutpriornotice—itisfrequentlytheworkingmothersthathavetostayathomewiththeirchildren.Addressingthisissuerequiresflexibilityaswellastargetedplanningfromtheworkplace.Anotherwayonemembercompanyistryingtohelpwomenmoveaheadintheircareersisbyencouragingallemployeestoapplyforopeninternalpositionsratherthanwaitingforapromotion.Thispolicyempowersallemployeestotakecontroloftheirowncareers,andhelpstodispelthelingeringeffectsofgenderbias.tryMentorInitiativeCIMITheEuropeanChamberalsoactivelytakespartinpromotinggenderdiversityamongtopleadershipwithinitsmembercompanies.Firstlaunchedinlate2019,theChamber’sCross-industryMentorInitiative(CIMI)hasalreadyconcludedthreecycles,allfocussedonimprovingfemalerepresentationatthehighestcorporatelevel.Theprogrammepartnersmid-tosenior-levelmanagersinChinawithC-suiteleadersofEuropeanbusinessesinChina,whohelptoimparttheadditionalskillsandknowledgerequiredformanagerstotakethenextstepintheircareers.EachcycleoftheCIMIconsistsofapart-timecourselastingapproximatelysixmonths.1TheIndustryGenderGap:WomenandWorkintheFourthIndustrialRevolution,WorldEconomicForum,January2016,p.5,viewed11November2022,<https://www3./docs/WEF_FOJ_Executive_Summary_GenderGap.pdf>––WomeninBusinessReport2022––•Increasetheshareofwomeninleadershippositionsto30percentby2030.countryPercentagecountryPercentage/RegionDecDecDec20132021201320212021eofwomenintotalworkforceeofwomenintotalworkforcereofwomeninleadershippositions23.8%24.5%––18.5%25.6%28.5%AllcompaniesarelistedalphabeticallyWomeninBusinessReport2022•Increasefemalerepresentationatglobalmanagementlevelsto40percentby2025.Percentage/RegioneofwomenintotalworkforceeofwomeninleadershippositionsreofleadershippositionsinthetotalorkforcepecountryWorldwidepecountry55.1%%%55.1%%%––a6%9%9%––%.6%1.7%––––––countrypeWorldwideaPercentage/Region019Jul20222019Jul20222019Jul2022Jul2eofwomenintotalworkforceShareofwomeninleadershipcountrypeWorldwideaPercentage/Region019Jul20222019Jul20222019Jul2022Jul2eofwomenintotalworkforceShareofwomeninleadershippositions30%33%36%39%45%49%35%38%16%–––eofleadershippositionsintotalorkforceAchieveandsustainadiverseopencollaborativeandinclusiveenvironmentthatensuresthateveryemployeefeelsvalued,supportedandrespected,andreceivesfairtreatment.•Reachacertainshareoffemaleleaderswithinourseniorexecutivemanagementlevelswithcompliantandcontinuousmonitoringandsteeringmechanisms.BoehringerIngelheimhonourstheUnitedNationsSustainableDevelopmentGoals,whereweworktoreduceinequalitiesoverall(withfocusonSDG5toreducegenderinequality)andstrengthendiversityandbelonginginourcompany.WehaveintegrationofgenderinclusionwithinourHR[humanresources]practices,systemsandprocessestomanagebiasandhavenofordiscrimination448%49%47%47%50%50%WomeninBusinessReport2022•Achievegenderparityforthetoplevelsofleadership(top120roles)by2025.•Achieveparityforallexecutive-levelemployees(groupleaders)by2030.•Reach40percentfemalerepresentation(senior-levelleaders)forthenextlayerofseniorleadershipby2030.•Takemorestepstowardsattractingwomengraduates.Percentage/RegionHomecountrypeWorldwidea–eofwomenintotalworkforce––reofwomeninleadershippositionsdersFirst-levelleadersandbelow––––––––%–WomeninBusinessReport2022Womenrepresenthalfoftheworld’spopulation;however,womenremainunderrepresentedintheglobalworkforce.AtBudAPAC,werecognisethatwehaveavitalroletoplayinleadingthewaythatweshapethecultureofaninclusiveworkplacewhereeveryoneisvalued.IamhonouredtohavesignedtheUNWomen’sEmpowermentPrinciplesbecauseatBudAPAC,weareedtowomensempowermentthatfostersaninclusiveworkplacetiveOfficerCEOandCochairBudweiserBrewingCompanyAPACcountrypeWorldwideaPercentagecountrypeWorldwidea20172022201720172022201720222017202240%41%%–––––eofwomen40%41%%–––––reofwomeninleadershiprandabove––––hareofleadership––––daboveintotalworkforce29%35%28%33%––––reof29%35%28%33%––––reofleadershippositionssalariedkforce18%18%28%–––––––countrypeWorldwideaPercentage/Region201720222017202220172022eofwomenintotalworkforceShareofwomeninleadershipcountrypeWorldwideaPercentage/Region201720222017202220172022eofwomenintotalworkforceShareofwomeninleadershippositions–39%38%–––––eofleadershippositionsintotalorkforce––––––•Increasetheproportionofwomeninthetotalworkforceto40percentby2029.IamgladtoseewhatwedoatCovestromakesusrenowninleadingtheDEI[diversity,equalityandinclusion]topicinChina,withtheadoptionofthegpragmaticapproachesCultivatetheseedlingsofDEIculturebyextensivepromotion;•NurturetheecosystemtoenableandsupportfemalecareergrowthinthenExtendbestpracticestocommunitieseiPresidentCovestroChina–––––––WomeninBusinessReport2022•Increasetheshareofwomeninleadershippositionsworldwideto35percentby2025.Percentage/RegioneofwomenintotalworkforceeofwomeninleadershippositionseofleadershippositionsintotalorkforceHomecountrypeWorldwidea2020202220202022––––––70.1%71.4%––––––57.9%61.4%––––––31.9%29.8%WomeninBusinessReport2022•Increasetheshareofwomenintotalworkforcebyaboutthreepercentagepointsby2030comparedto2021.iesonrecogisingthesocalled'UnconsciousBias',thecognitive'interferences'whichoftenadverselyaffectourabilitytomakecompleteandreliableassessmentstoovercomedifferencesamongwomenandmen.Onlybyintegratingagender-sensitiveperspectiveintoallouractivitiescanwetakeadvantageofalltheopportunitiestomakeadifferenceintheworkplaceandthelocalcommunity.llsarethemosteffectiveleverforequalityandinclusionvePercentage/RegioneofwomenintotalworkforceHomecountrypeWorldwidea201220221.9%6.7%2.5%%reofwomeninleadershippositionsManagementLevel5.9%%5.8%5%3.3%8.5%orManagementLevelShareofleadershippositionsintotalworkforceMiddleManagementLevel27.1%3%4.7%5%.6%––orManagementLevel%3.4%3.5%%%––countrypeWorldwideaPercentage/Region20212022202120222021202220212022eofwomenintotalworkforce–Shareofwomeninleadershippositions15%countrypeWorldwideaPercentage/Region20212022202120222021202220212022eofwomenintotalworkforce–Shareofwomeninleadershippositions15%––––eofleadershippositionsintotalorkforce––––Ensureequalaccessforallwomenandmentoaffordableandhigh-qualitytechnical,vocationalandtertiaryeducationincludinghighereducationby2030.•Substantiallyincreasethenumberofyoungandadultwomenwithrelevantskills(includingtechnicalandvocationalskills)foremploymentandentrepreneurshipby2030.Inviewofdemographicdevelopmentsandapredictedshortageofskilledworkers,particularlyintechnicaloccupations,itisimportantforKnorr-Bremsetoattractmorehighly-trainedandqualifiedwomen.Knorr-Bremseexceedstheindustryaverageforfemalerepresentation,butthereisstillpotentialforimprovement.Knorr-Bremsehasbeenrunningvocationaltrainingprojectseveryyeartohelpparticipantsgaininsightintotheirowncareerpathsbyprovidingvocationaltraining220.2%–––WomeninBusinessReport2022•Increasefemalerepresentationatglobalmanagementlevelsto40percentby2025.Percentage/RegionHomecountrypeWorldwideaQ9Q32022eofwomenintotalworkforce38%41%%%%%reofwomeninleadershippositionseofleadershippositionsintotalorkforce30%31%38%40%NoteNumbersonlyreflectoffice-basedemployees.WomeninBusinessReport2022.Increasewomeninleadershiptoreachgenderparityby2030.Percentage/RegionHomecountrypeWorldwideaeofwomenintotalworkforce%44%45%%%reofwomeninleadershippositions33%36%%eofleadershippositionsintotalorkforce8%9%WomeninBusinessReport2022•Increasetheshareofwomeninleadershippositionstonolessthan40percentinChinaby2030.•Increasetheshareofwomeninjunior&seniorpositionsworldwideto35percentforMichelinGroupby2030.topromoteequalopportunityandbuildDiversity&Inclusionmindset.InMichelin,diversityhasbeendefinedasoneofourstrategicmissionsandwehavesetcleartargetsby2030.WebelievethatadiversifiedteamisthefoundationofhighqualitycollectiveintelligencewhichisironmentFeminizationisonekeyelementindiversityidentandCEOofMichelinChinaSeniorVicePresidentofMichelinGroupPercentage/RegionHomecountrypeWorldwidea2021202220212022eofwomenintotalworkforce––––––reofwomeninleadershippositionseofleadershippositionsintotalorkforce––––––35.3%38.9%––––––0.3%0.3%WomeninBusinessReport2022•Hireatleasta26percentshareofwomeninourglobalexternalrecruitsin2022.InclusionanddiversitysitattheheartofNokia’svaluecreation.TheGreaterChinaWomenForumprogrammebuildtheplatformtosupportourfemaletalentgrowing,blooming…”MarkusBorchertCEOofNokiaShanghaiBellandPresidentofNokiaGreaterChinaPercentage/RegioneofwomenintotalworkforceeofwomeninleadershippositionseofwomenonexecutivetboardeofleadershippositionsintotalorkforceHomecountrypeWorldwidea20182022201820222018202223.2%20.6%1.9%2.5%–22.5%23.3%––––13%27%–7.0%6.5%4.2%5.0%3.1%4.1%––WomeninBusinessReport2022•ContinuetodevelopZymersintoathriving,diverseandinclusivecommunity.•Achievegenderbalancegloballyby2030(min.45percentwomenand45percentmenacrossallonalsandseniorleadershipOurtargetisincrediblyambitiousandbuildsontheprogresswehaveachievedoverthepastdecade.Reachingthetargetwillrequireacontinuedandsustainedfocus,thereforegenderdiversitytargetsarereviewedquarterlyandannuallyonglobal,functionalandregionalperspectives.Diversity,ofcourse,hasmoredimensionstoitthangender,andweencourageregionstoesentationprogrammesbasedonlocaldemographicsPercentage/RegionHomecountryWorldwideaAug2022Aug2022Aug2022eofwomenintotalworkforce%%38%39%reofwomeninleadershippositions%%38%40%%%areofwomeninseniorleadershippositions–reofleadershippositionsintotalworkforce–––WomeninBusinessReport2022•Increasetheshareofwomeninseniorleadershippositionsto30percent.•Promoteinclusionanddiversitytofosterahealthyandproductiveworkingenvironment.•Developwomenleadershiptoattract,growandretainfemaletalents,especiallyinbusinessandintechnology.•Connect&Care:1)connectwomenacrossbusinesses,functionsandregions;2)careforcolleagues,customersandorganisation.AtPhilips,webelieveadiverseworkforceandaninclusiveworkenvironmentareessentialforathriving,purpose-ledinnovativebusiness.Wecanbetterunderstandourcustomersandbetteridentifytheirneedswhenwehaveadiverseworkforcethatmirrorsourworldwidecustomerbase.TheGreaterChinaWomenLeadershipCouncilisanemployeeresourcegroupfoundedinJuly2021withtheambitionofbecomingtherolemodelinpromotingacultureofinclusionanddiversityatPhilips,andmakingarealimpactinattracting,growingandretainingfemaletalentstofosteraproductiveandinnovativenmentPercentage/RegioneofwomenintotalworkforceeofwomeninleadershippositionseofleadershippositionsintotalorkforceHomecountrypeWorldwidea20182022201620222013202229.10%32.03%32.70%35.61%34.95%40.16%17.50%27.74%16.43%26.75%15.90%28.44%5.57%5.39%––WomeninBusinessReport2022Percentage/RegioneofwomenintotalworkforceeofwomeninleadershippositionseofleadershippositionsintotalorkforceHomecountrypeWorldwidea2020202220202022202020222022––––––45%59%10%16%––––––––––––12%14%WomeninBusinessReport2022•Achievegenderbalanceof50percentinseniorleadershipand40percentofwomeninourexecutiveteamsInSanofi,wehaveGender+communitytoprovidecareerdevelopment,visibilityandadvocacyforwomenatallprofessionallevels.Drivingdiversity,equityandinclusionforallGendercreatingasustainableandcompetitiveadvantageforSanofi.“hinaCoreTeamMemberSanofiGlobalERGGenderPercentage/RegioneofwomenintotalworkforceeofwomeninleadershippositionseofleadershippositionsintotalorkforceHomecountrypeWorldwidea49.8%2%2%48.5%5%0%47.3%48.5%44.8%46.8%44.3%47.3%5%%4.0%4.9%WomeninBusinessReport2022•Increasetheshareofwomeninmanagementpositionsgloballyto30percentbytheendof2022.Diversityofhumanbeingsisanexpansiveconceptmakingeachofusunique.Wewanttoforgeaheadinsociety’sdiversitywithinourworkplace.Weaimforcreatingequityintheworkplace,creatingprogrammesthatserveeveryonefromaninclusionstandpoint,andunderstandingthegapswemightmamarketplacediversitystandpoint“AdiverseworkforceatSAPthatreflectsthediversityofsocietyhelpsustoinnovateinalignmentwiththeneedsofthecommunity.Genderequalityisanessentialpartofourorganisation'sabilitytoinnovateaswellasretainandattracttop-leveltalent.Weareproudofourcontinuedcommitmenttofosteragenderequalworkplaceandencourageotherorganizationstofollow.”umannorVicePresidentHeadofGlobalSAPLabsNetworksityoolofEconomicsandManagementDalianUniversityofTechnologyPercentage/RegioneofwomenintotalworkforceeofwomeninleadershippositionseofleadershippositionsintotalorkforceHomecountrypeWorldwideaDecDec20132021––––3%3%5%4%%––––8.3%––––––WomeninBusinessReport2022•Increasetheshareofwomenintopmanagementpositionsto30percentby2025.AdiverseteamismuchmorepowerfulandIbelievewomenhav