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By Janet Askew, Co-Founder and Director, Allardyce Academy

We’ve been talking about gender equity for decades. We’ve seen pledges, panels, and policies. And yet, here we are in 2025, still asking: why does parity feel so far off?

According to the World Economic Forum’s latest Gender Gap Report my great-great-great-granddaughter may see gender parity in her lifetime if we continue at the current rate of change. Globally, women earn only 73 cents for each USD earned by men. While in South Africa, board representation is improving, thanks to King IV and JSE, the executive pipeline remains thin. The glass ceiling hasn’t shattered; it’s just been polished.

What’s really holding us back?

Let’s start at the top. Women’s global labour force participation rate is approximately 48 per cent, significantly lower than the rate of 73 per cent for men and they hold less than 29% of senior roles. In South Africa, women hold 36% of board positions in the JSE Top 40 and just 23% of executive positions.  It’s not a lack of talent, it’s a lack of access, sponsorship, and systems designed to support diverse leadership.

Then there’s the pay gap. And here’s the real question: should companies be reporting on it? Yes! Because if we don’t measure it, we can’t fix it. The Fair Pay Bill, could be a game-changer, but only if it’s properly enacted and enforced. Under the Bill, employers would be prohibited from asking about previous salaries, salary ranges would be mandatory in job advertisements, and employees’ rights to openly discuss pay would be protected. It’s a bold step toward transparency, but will it be enough?

We also need to ask: what’s stopping companies from being transparent? Fear of push back? Fear of reputational damage? Lack of data systems? Or simply inertia? The thing is, silence is no longer neutral; it’s complicit. Boards should be asking: What’s our gender equity strategy? Who’s accountable? And how are we measuring impact?

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Culture is another culprit. Too many workplaces still reward presenteeism over performance, value assertiveness over collaboration, and expect women to adapt to systems that weren’t built with them in mind. We need to shift from “fixing women” to fixing systems.

Thankfully, some organisations are lighting the way. The JSE Just Share is pushing for transparency. Currently, only 13 of the JSE Top 40 companies disclose any measurable gender pay gap data. And the Stellenbosch Business School’s Women’s Report is calling out femwashing and overboarding.

So, what does real progress look like?

Gender parity isn’t a “women’s issue,” it’s a business issue. Diverse teams drive better decisions, stronger innovation, and more resilient organisations. And the question isn’t whether we can afford to prioritise equity, it’s whether we can afford not to.

It’s not just more women in leadership, it’s about equitable pay, inclusive culture, and career pathways that don’t punish caregiving or difference. It requires annual scorecards, transparency, and employee activism. Organisations must be bold about hiring practices, audits, and leadership that sees equity not as a tick-box, but as a strategic imperative.

Parity isn’t a privilege, it’s a prerequisite for progress, and the time to act is now.

Janet Askew is the Co-Founder and Director of Allardyce Academy

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