Professional Documents
Culture Documents
Africa
August 2016
Women Matter
Africa
August 2016
Lohini Moodley
Tania Holt
Acha Leke
Georges Desvaux
Table of
contents
01
03
07
PREFACE
EXECUTIVE
SUMMARY
AFRICAN WOMEN IN
LEADERSHIP:
THE OPPORTUNITY
09
15
19
AFRICAN WOMEN
IN THE PRIVATE
SECTOR
AFRICAN WOMEN
IN GOVERNMENT
NUMBERS DO NOT
NECESSARILY EQUAL
INFLUENCE
23
27
31
GETTING SERIOUS
ABOUT GENDER
DIVERSITY
KEY ACTIONS TO
DRIVE GENDER
DIVERSITY
METHODOLOGY
Preface
In 2007, McKinsey & Company launched its first study
Newton-King, Nosizwe
Executive summary
industry average.
1. Catalyst, 2004, The Bottom Line: Connecting Corporate Performance and Gender Diversity; McKinsey & Company, 2007, Women Matter: Gender Diversity, a Corporate Performance Driver
2. Staff roles focus on support functions, for example, HR and legal; line roles focus on core operations, for example, strategy, finance, risk
In Africa...
of cabinet members
are women
of parliamentarians
are women
36% 44%
of senior managers
are women
of promotions go
to women
31
20
18
9
0
-6
-17
Quartile 1
Quartile 2
Quartile 3
Quartile 4
Total number of companies in sample = 210. A quartile is defined as each of four equal groups into which a population can be divided according to the distribution of values of a particular variable
1. 2010 to 2014
SOURCE: Orbis database, 2014
EXHIBIT 2: Womens representation on the ExCos of African companies vs EBIT margin deviation from industry average 1
Percent
33
14
1
-1
-18
Quartile 2
Quartile 1
Quartile 3
Quartile 4
Total number of companies in sample = 55, selected from the overall sample of 210 on the basis of availability of data on the number of women on their ExCos. A quartile is defined as each of four
equal groups into which a population can be divided according to the distribution of values of a particular variable
1. 2010-2014
SOURCE: Orbis database, 2014; company annual reports and websites
of multiple stakeholders.7
3. Maurice Levi, Kai Li, and Feng Zhang, 2013, Director Gender and Mergers and Acquisitions, available at SSRN: http://ssrn.com/abstract=2054709
4. The Female Factor website, 2015
5. Chris Bart and Gregory McQueen, 2013, Why Women Make Better Directors, International Journal of Business Governance and Ethics
6. Boris Groysberg and Deborah Bell, 2013, Dysfunction in the Boardroom, Harvard Business Review
7. Chris Bart and Gregory McQueen, 2013, Why Women Make Better Directors, International Journal of Business Governance and Ethics
8. Ibid
African women in
the private sector
In the private sector, Africa performs well on
EXHIBIT 3: Womens representation at senior management level in private sector companies worldwide
Percent
Women CEOs1
Women ExCo members
Women board members
30
26
25
23
20
18
18
20
18
17
15
14
15
13
10
10
5
4
Africa
Asia
EU
Lat Am
US
1. Africa: all listed companies in South Africa, Nigeria, Kenya, Botswana, Ghana, Cte dIvoire, Uganda; USA: Fortune 500 companies, 2014; EU: Top 613 EU-28 companies; Asia:
average of South Korea, China, India, Japan; Latin America: Belize, Honduras, Nicaragua, Panama, Costa Rica, El Salvador, Guatemala, Argentina, Chile, Bolivia, Peru, Ecuador, Colombia,
Venezuela, Guyana, Suriname, Brazil, Paraguay, Uruguay, Mexico
SOURCE: AfDB, Where are the Women? Inclusive Boardrooms in Africas Top-Listed Companies, 2014; Orbis database 2014, Catalyst, 2014; EC Gender Balance on Corporate Boards, 2015;
Grant Thornton, Women in Business, 2015; Latin Business Chronicle; Center for American Progress
9%
11%
16%
20%
North Africa
West Africa
East Africa
Southern Africa
39
61
33
67
30
70
29
71
28
72
22
78
Heavy industry
91
Average
29
71
Total number of companies in sample = 55. Total number of employees in sample = 201,653. These are the 55 companies that responded to McKinseys organizational survey; they are not the same 55
used for the analysis of EBIT margins
1. ExCo level or direct reports
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015
9. Agriculture and agri-processing companies were not surveyed and this industry is therefore excluded from the analysis
10. According to the Engineering Council of South Africas 2013 registry, women constituted 11 percent of trainee engineers and 4 percent of professional engineers
10
11
14 percent.
12
20
80
19
81
17
83
17
83
16
84
13
87
Heavy industry
10
90
Average
14
86
11. Agriculture and agri-processing companies were not surveyed and this industry is therefore excluded from the analysis.
12. The different sample set explains why the figure for womens representation on African boards differs when making global comparisons or focusing only on Africa 14 percent and 16 percent respectively)
11
Non-management
Middle management1
Senior management2
47
40
29
18
53
55
46
45
39
25
20
53
21
47
Total number of companies in African sample = 55. These are the 55 companies that responded to McKinseys organizational survey; they are not the same 55 used for the analysis of EBIT margins
1. Management levels excluding ExCo and direct reports
2. CEO, ExCo and direct reports
3. The share of women in senior management minus the share of women in non-management positions
4. Top quartile companies from survey sample in terms of share of women in senior leadership
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015; McKinsey & Company in collaboration with Lean In, Breaking Down the Gender Challenge, 2016;
McKinsey & Company proprietary database, 2011
12
Middle management1
Senior management2
81
62
39
42
62
29
33
29
55
45
30
25
32
28
29
28
28
28
19
22
22
-3
Heavy industry
24
15
Average
47
40
29
18
Percent
Total number of companies in African sample = 55. These are the 55 companies that responded to McKinseys organizational survey; they are not the same 55 used for the analysis of EBIT margins
1. Management levels excluding ExCo and direct reports
2. CEO, ExCo and direct reports
3. The share of women in senior management minus the share of women in non-management positions
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015
13
45%
55%
36%
Share of workforce
64%
Share of promotions
1. Total number of companies in sample = 55. Total number of employees in sample = 201,653. These are the 55 companies that responded to McKinseys organizational survey;
1. they are not the same 55 used for the analysis of EBIT margins
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015; McKinsey & Company, Women in the Workplace, 2015
14
African women
in government
The under-utilization of female talent and its
Percent
Percent
24
22
19
x 1.8
16
13
x 5.5
2000
2005
2010
2014
1980
2014
1. Lower or single house only; upper house (where existing) is not included
SOURCE: AfDB, Where are the Women? Inclusive Boardrooms in Africas Top-Listed Companies, 2014; www.ipu.org
15
18%
US
28%
24%
22%
Africa
Lat Am
EU
15%
Asia
21%
average
1. Lower or single house only; upper house (where existing) is not included
SOURCE: World Economic Forum, Global Gender Gap Report, 2014
18%
23%
25%
35%
West Africa
North Africa
Southern Africa
East Africa
16
17 of 30 African
countries sit above
the global average
Rwanda
South Africa
Senegal
Mozambique
Angola
Tanzania
Uganda
Algeria
Zimbabwe
Burundi
Ethiopia
Tunisia
Lesotho
Namibia
Mauritania
Guinea
Malawi
Burkina Faso
Kenya
Mauritius
Morocco
Chad
Ghana
Liberia
Zambia
Botswana
Mali
Cte dIvoire
Nigeria
Swaziland
20
30
40
50
60
70
Global average = 21
1 . Includes 30 of the 33 African countries covered by the World Economic Forums Global Gender Gap Report, 2014; excludes islands
SOURCE: World Economic Forum, Global Gender Gap Report, 2014
17
32%
US
24%
27%
22%
Africa
Lat Am
EU
10%
Asia
23%
average
12%
18%
23%
32%
North Africa
West Africa
Southern Africa
East Africa
18
Numbers do not
necessarily equal influence
A greater proportion of women at senior levels in
15
56%
44%
Line roles
Staff roles
14. Defined as a combination of three factors: level of input the leader has into key organizational decisions, share of the organizations financial resources overseen by the leader, and the size and stature
of the workforce that reports to the leader
15. Staff roles focus on support functions such as HR and legal; line roles focus on core operations such as strategy, finance, and risk
16. McKinsey & Company in partnership with Lean In, 2015, Women in the Workforce
17. McKinsey & Company, 2012, Unlocking the Full Potential of Women at Work
18. PWC, 2015, Non-executive Directors: Practices and Remuneration Trends
19
19
welfare portfolios are, they do not oversee revenuegenerating resources or decide how revenue should
2005-2015
51
1980-2005
52
14
26
22
16
Social welfare
Treasury and infrastructure
Administrative
Law and order
Defense and foreign affairs
100
SOURCE: AfDB, Where are the Women? Inclusive Boardrooms in Africas Top-Listed Companies, 2014; www.ipu.org; Arriola and Johnson,
Ethnic Politics and Women's Empowerment in Africa: Ministerial Appointments to Executive Cabinets, 2013
12%
6%
Women
Men
19. Youth and womens affairs, arts and culture, tourism and handicrafts, general duties and national guidance, education
20
EXHIBIT 19: Womens share of cabinet appointments in Africa by region and function 1
Percent
Social welfare
Treasury and infrastructure
Administrative
East
40
Southern
44
West
61
North
64
Overall
51
29
21
29
14
26
12
27
32
23
2 4
18
12
24
14
22
100
1 Based on data from 21 African countries (~80% of Africas total population); includes minister delegate and minister of state appointments
SOURCE: www.guide2womenleaders.com
21
in African organizations:
to their success.
We have discussed it
We have implemented
25%
Not important
13%
Limited importance
9%
Quite important
22%
Important
31%
Extremely important
Total number of companies in sample = 55. These are the 55 companies that responded to McKinseys organizational survey; they are not the same 55 used for the analysis of EBIT margins
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015
23
20
EXHIBIT 21: Perceptions of the main barriers to success in the workplace: women leaders 1 vs organizations
Percent
20
30
40
50
Total number of companies in sample = 55. These are the 55 companies that responded to McKinseys organizational survey; they are not the same 55 companies used for the analysis of EBIT margins.
1. Women leaders refer to the 35 women leaders interviewed
SOURCE: McKinsey & Company, Women Matter Africa survey and interview data, 2015
20. McKinsey & Company in partnership with Lean In, 2015, Women in the Workforce
24
leadership opportunities.
21. Yukiki Nakagawa, 2014, The Gender Diversity-Firm Performance Relationship by Industry Type, Working Hours and Inclusiveness: An Empirical Study of Japanese Firms,
International Journal of Advances in Management and Economics
25
EXHIBIT 22: Gender diversity programs: all companies in survey vs companies with above average share of
women leaders
Percent
Leadership skill-building
Targets to boost womens
representation
Flexible working hours
Formal mentoring
Networking programs
Improved maternity leave
Working from home
Infrastructure
Initiatives to address attitudes
toward women in the workplace
10
20
30
40
50
Total number of companies in sample = 55. These are the 55 companies that responded to McKinseys organizational survey; they are not the same 55 companies used for the analysis of EBIT margins.
Women leaders refer to the 35 women leaders interviewed
SOURCE: McKinsey & Company, Women Matter Africa survey data, 2015
26
business case.
Confront limiting attitudes toward women
in the workplace.
22. Barsh, Devillard, and Wang, 2012, The Global Gender Agenda, McKinsey Quarterly
23. McKinsey & Company in partnership with Lean In, 2015, Women in the Workforce
24. Wittenberg-Cox, 2012, Three Diversity Best Practices That Hurt Women, Harvard Business Review
27
discriminatory behavior.
28
face.
25. McKinsey & Company, 2010, What Successful Transformations Share: McKinsey Global Survey Results
29
Methodology
This report is based on five major pieces of analysis:
stock exchanges
South Africa
49
Nigeria
44
Kenya
25
Morocco
17
Ghana
14
Egypt
13
Botswana
11
Cte dIvoire
11
Tanzania
Zambia
Namibia
Uganda
Senegal
Tunisia
26. For the purposes of this research, Central Africa was not included because of the lack of data; Angola is included in Southern Africa
31
27. Health care and pharmaceuticals; telecoms, media, and technology; financial and professional services (including auditing, consulting and real estate); transport, logistics, and tourism (including air, road and
rail passenger transport, freight and mail handling, tourism and hospitality agencies); consumer goods and retail; heavy industry (including construction, heavy equipment and automotive manufacturing); and
global energy and materials.
32
Literature analysis
is as follows:
13
20
Heavy industry
10
28. We used the World Economic Forums Global Gender Gap Report 2014 to inform our analysis of African countries performance in terms of two metrics: economic participation and political empowerment (see Section
2 of the report). Both of these metrics are a weighted average score of several sub-indices scores. The metric score is indexed to a 0-to-1 scale, where 0 denotes no female representation and 1 denotes female
representation on a par with or exceeding that of male peers
33
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