The conversation around gender inclusion has gained momentum in recent years. We see today a very polarised world, how do you both perceive the current state of gender inclusion and how do you see this evolving in the next 5-10 years? What are some of the most significant challenges we still face when it comes to achieving true gender equality?
Iris Van der Veken, Executive Director & Secretary General, WJI 2030:
While there has been some progress in gender inclusion, we are still far from achieving equality. The pace is too slow, and it could take almost 300 years to close the global gender gap at the current rate. Structural issues like gender-biased policies and outdated social norms continue to hold women back, particularly in leadership roles. Women are also underrepresented in decision-making, and without reliable data, their experiences are often overlooked. In business, women still make up a small percentage of CEOs and board chairs, and they earn about 20% less than men.
However, the potential for change is huge. Research shows that companies with gender-balanced leadership are more successful, and empowering women could unlock trillions in economic value. Women’s inclusion is critical not only for business but also for achieving broader global goals. We need to accelerate change and shift how we approach gender equality.
Dr. Anino Emuwa, Managing Director, Founder, 100 Women @ Davos:
I agree with Iris. Addressing gender inequality could have a huge positive impact, not just on business but on global development as well. While there has been some progress, the pace is too slow, and significant barriers remain. We still lack adequate gender-responsive policies and face ongoing challenges like limited access to leadership roles and reproductive health. These issues are worsened by the lack of reliable data, which leaves women’s needs out of policymaking.
In business, only a small number of companies have female CEOs or board chairs, and women continue to earn less than men. If we don’t act faster, it could take over a century to close the gender leadership and pay gap. We must make a major shift to ensure equal opportunities for women in leadership and address these barriers more urgently.
How is the Watch & Jewellery industry advancing on this important topic of gender equality? What do you believe are the key challenges?
Iris Van der Veken, Executive Director & Secretary General, WJI 2030
The watch and jewellery industry has a unique role in advancing gender equality, with women driving over 90% of market demand. However, significant gender disparities remain, especially in leadership and ownership roles. Women are underrepresented in decision-making positions, particularly in the mining sector, where they hold less than 20% of board positions globally. This lack of representation limits women’s influence on policies, perpetuating inequities in the supply chain.
Women also face challenges in artisanal and small-scale mining, earning less than men for similar work and dealing with exploitative conditions. Discrimination, wage gaps, and safety concerns remain widespread, particularly in mining and manufacturing. Although women make up a large proportion of retail roles, these jobs are often undervalued and precarious. Even in companies with gender parity in their workforce, upper management and board positions remain largely male.
One of the biggest challenges is the systemic barriers to women’s leadership, such as unconscious bias, lack of mentorship, and balancing professional and personal responsibilities.
The push for gender inclusion is often framed as a cultural or moral imperative, but there’s also a business case for it. How do you both see the impact of gender-inclusive practices on company performance, innovation, and employee engagement?
Iris Van der Veken, Executive Director & Secretary General, WJI 2030
I completely agree—gender-inclusive practices are vital not only as a moral or cultural imperative but also for business success. They significantly impact innovation, company performance, and employee engagement.
Inclusive environments encourage diversity of thought, which drives innovation. When people from varied backgrounds collaborate, they approach problems from different perspectives, leading to more creative solutions. This results in products and services that appeal to a broader consumer base and helps businesses stay competitive. Companies that prioritize inclusion are more adaptable to market changes, which is key for long-term growth.
Gender diversity at all levels of leadership is linked to better financial performance. Inclusive workplaces also boost employee engagement—when employees feel valued, they are more motivated, loyal, and productive. A sense of belonging fosters better performance and reduces turnover, helping companies maintain a competitive advantage in attracting top talent.
Moreover, consumers now prioritize the values of the brands they support, including gender equity and inclusion. Brands that reflect these values tend to resonate better with customers, driving loyalty and sales.
Finally, regulatory changes like the Corporate Sustainability Due Diligence Directive (CSDDD) and the Corporate Sustainability Reporting Directive (CSRD) are pushing companies to focus on human rights, equity, and inclusion. Even with the OMNIBUS update and changes the trend for greater transparency and accountability will continue.
The launch of the Inclusive Leadership Committee (ILC) by 100 Women @ Davos marks a significant step toward advancing women’s leadership globally. Can you share the motivation behind the creation of this committee and what are the key objectives? What immediate priorities and actions will the committee focus on in the coming year, and how do you envision these initiatives driving lasting, global change in gender-inclusive leadership?
Dr. Anino Emuwa, Managing Director, Founder, 100 Women @ Davos:
The creation of the Inclusive Leadership Committee (ILC) by 100 Women @ Davos was driven by the need to accelerate progress toward gender parity in leadership roles across key industries. As we celebrate the 5th anniversary of 100 Women @ Davos, the ILC serves as a strategic initiative aimed at breaking down the barriers preventing women’s representation in leadership, from corporate boardrooms to sectors like entrepreneurship, technology, and sustainability.
Despite progress over the past decades, women’s representation in leadership roles continues to lag significantly. The ILC addresses these systemic barriers by advocating for a shift in the leadership landscape, ensuring women not only secure seats at decision-making tables but are empowered to actively shape the strategic direction of organizations. Our goal is to create long-term change by addressing the root causes of gender inequality, advocating for inclusive policies, and fostering collaborations that drive measurable progress across sectors.
Key objectives of the ILC include:
- Identifying barriers to women’s leadership and pinpointing areas requiring immediate action.
- Offering strategic insights and solutions to increase women’s representation in leadership roles.
- Publishing white papers to inform global policy discussions and advocacy efforts, such as those at the UN Commission on the Status of Women and the UN General Assembly.
- Building partnerships with global organizations to adopt inclusive policies and improve gender diversity in leadership.
The ILC is led by an inspiring group of women leaders with cross-sector expertise, including Chair Edwina Dunn OBE, Founder and CEO of The Female Lead, and members like Ayumi Moore Aoki, Founder & CEO of Women in Tech Global, Biljana Braithwaite, CEO Sustineri Partners and Chair Women on Board Adria, Katja Iverson, CEO UN Museum of the Future, Iris Van der Veken, Executive Director & Secretary General, WJI 2030 and myself as convener,
In the coming year, the ILC will focus on finding innovative solutions to the barriers preventing women from reaching leadership positions. Our efforts will centre on proposing actionable recommendations for organizations to create more leadership opportunities for women, with a significant focus on policy advocacy. We will push for laws, frameworks, and regulations that support gender-inclusive leadership and collaborate with global organizations to influence key policy decisions, making gender parity in leadership roles a reality worldwide.
We will continue publishing white papers, with two major releases scheduled this year—on the occasion of the UN Commission on the Status of Women and another ahead of the UN General Assembly. These papers will provide insights to shape the global discourse on gender equality and leadership. Additionally, we will build strategic partnerships with organizations and advocacy groups to ensure gender-inclusive practices are actively implemented across industries, driving a more inclusive leadership landscape globally.
How is the Watch & Jewellery Initiative 2030 advancing this critical topic?
Iris Van der Veken, Executive Director & Secretary General, WJI 2030
In 2023, we at the Watch & Jewellery Initiative 2030 (WJI 2030) formed a partnership with UN Women to drive gender equality in the global watch and jewellery industry. We launched a pilot on gender-responsive procurement, testing the WEPs Gender-Responsive Procurement Assessment Tool. Nine companies, including Cartier, Dimexon, Gucci, and Swarovski, participated to identify gaps and opportunities in their procurement policies, promoting gender equality throughout the jewellery supply chain. The findings were presented at the UN General Assembly in a report on advancing gender equality through gender-responsive procurement.
Building on this success, in 2024, we introduced the WEPs Activation to Acceleration training programme in collaboration with UN Women to help companies become WEPs signatories and take actionable steps. We also released a publication on Emerging Practices in WEPs Implementation, highlighting 14 key trends. Moving into 2025, we, along with UN Women and ESG Book, launched a white paper at the World Economic Forum to introduce an expanded WEPs reporting framework, extending beyond workplace indicators to include metrics for the marketplace and community. Phase 2 of the Gender Responsive Procurement pilot will focus on education, supplier engagement, and accountability to ensure lasting impact.
Additionally, we launched the Inclusive Leadership Learning Pathway in partnership with Deloitte, running in 2025. This program aims to equip participants with practical strategies to implement inclusivity in the Watch & Jewellery industry. Through blended learning, including online courses, self-study, and live webinars, the program will focus on key topics such as Inclusivity in Supply Chain, Inclusive Leadership, Equity, and Data Transparency. This initiative provides the tools for driving meaningful change and scaling inclusive impact within organizations.
