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Professor Sarah Williams, Head of Business and Law School

It is more urgent than ever to accelerate gender equality in business. The COVID-19 pandemic exacerbated existing inequalities, with women disproportionately exiting the workforce due to caregiving burdens and sectoral disruptions. As economies rebuild, targeted efforts to reintegrate women, through flexible work models, childcare support, and reskilling for instance, are essential to prevent long-term setbacks. The (2022) estimates a 132-year wait to close the global gender gap at current rates, underscoring the need for decisive action now. 

Economically, the case is irrefutable; according to (2020), companies with gender-diverse leadership are 25% more likely to outperform peers financially. Women bring unique perspectives that drive innovation, particularly in addressing complex challenges like climate change and digital transformation. Yet, women hold fewer than 30% of C-suite roles globally () and received just 1.6% of venture capital funding in 2024 (), signalling vast untapped potential. Accelerating women’s access to leadership and funding isn’t just equitable, it’s a strategic lever for growth. 

Societal expectations are also shifting. Employees and consumers increasingly demand accountability on diversity with 80% of Gen Z workers prioritising inclusive employers (Deloitte, 2022), while consumers are increasingly opting for brands who champion equality. Companies lagging in gender parity risk reputational damage and talent shortages. 

Persistent barriers, such as pay gaps, biased hiring, and inadequate parental policies, require systemic solutions. Initiatives like mentorship programs, pay transparency, and robust anti-discrimination policies must be scaled. Governments and businesses must collaborate, setting measurable targets for representation and investing in infrastructure to support work-life balance. 

In a world facing interconnected crises, diverse leadership is non-negotiable. Accelerating action for women in business isn’t merely about fairness, it’s about harnessing full human potential to build resilient, innovative economies. The time for incremental progress has passed; the moment to act with urgency is now.

Maggie Galliers CBE, Pro-Chancellor and Chair of Council

Globally, only 25.8% of Corporate Board members and 9.1% of Chairs are women. Whilst the University sector in the UK is doing better than the global average, at 43.5% and 27% respectively, progress has slowed recently and there is still a long way to go to achieve gender parity.  For Executive Teams in HE the female representation is 37% and less than a third of Vice Chancellors are women. With only 25% of female professors in the sector, it will be decades before we shift the dial at the present rate of progress.

So, how, in the words of this year’s International Women’s Day strapline, can we “accelerate action”? Just some of the solutions include dedicated education, targeted networking, setting goals and targets and reviewing selection processes for implicit bias. But, as I know from my own experience, of sixteen years as a CEO and almost as many as a Non-Executive Board member and Chair across diverse fields nationally and locally, helpful as these interventions can be, this is not the whole of the story.

What made the biggest difference for me was having people who recognised my potential, who rated me more highly than I rated myself, and who encouraged me to apply for the next step up. Moving out of your comfort zone is never easy, but, as you begin to realise you can do it and that you don’t have to do things the way they’ve always been done to succeed, you gain confidence and a set of skills and achievements which are valued and open the next set of doors.

Mentors, role models and cheerleaders are an essential part of the process and those of us who are in a position to spot talent and nurture it should take our responsibility for that very seriously. 

There is mounting evidence that diverse Boards lead to better decision making, improved governance and enhanced organisational performance…and Advance HE has identified that balanced Boards are more likely to have a female Chair. Accelerating action is not “just” about advancing the cause for women, it is about securing the leadership we need to enhance diversity and equity more generally and promoting a continuous improvement culture which benefits organisations as a whole and those whom we serve.

Seek out training and shadowing opportunities, look out for role models and mentors, take on the next challenge…. and, when opportunities come, we will be ready for them. We make our own luck by already being prepared when new openings present themselves. Of course, organisationally, we must ensure that barriers and obstacles are removed and that we have a level playing field, but each of us must also own our part in the process, believe that what we have to offer is of value and together we can make a difference.

International Women’s Week began in 1911. We do not want to wait another hundred years before we can say its job is done.

Charlotte Stewart, Head of Disability and Inclusion

In 2025, the theme of "accelerate action" for gender equality is more critical than ever, especially within the spheres of workplace and higher education. Women with disabilities face unique challenges that amplify barriers to gender parity. For instance, symptoms of ADHD, like interrupting, are viewed more negatively in women. Despite men being more likely to interrupt (Zhao, 2011), women who interrupt are perceived as ruder (Hilton, 2018). Interrupting is seen as an agentic characteristic, and research shows that female leaders displaying such traits are rated as less likable (Williams & Tiedens, 2016; Eichenauer et al., 2022), less hireable (Williams & Tiedens, 2016), and face more prejudice (Ferguson, 2018) than their male counterparts.

Accelerating action means addressing these systemic issues head-on. It involves creating inclusive practices to ensure that women with disabilities have not only equal access but also equitable outcomes and are valued for their unique strengths. This requires a cultural shift where society recognises and values the contributions of women with disabilities, challenging stereotypes and breaking down prejudices.

Cultural change cannot be driven by awareness campaigns and policy alone. Inclusion is a matter of practice. It means listening to the voices of women with disabilities, involving them in decision-making processes, and ensuring their perspectives shape policies and programs. Allies must stand up and take responsibility for the spaces they create. By accelerating action, we can create a more equitable world where all women, including those with disabilities, can thrive and contribute to their fullest potential, ultimately benefiting society.

It's time to move beyond rhetoric and take concrete steps to ensure that women with disabilities are not left behind.

• Eichenauer, C.J., Ryan, A.M. and Alanis, J.M. (2021). Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19. Journal of Leadership & Organizational Studies, 29(2), p.154805182110107. doi:.
• Ferguson, T.W. (2017). Female Leadership and Role Congruity within the Clergy: Communal Leaders Experience No Gender Differences Yet Agentic Women Continue to Suffer Backlash. Sex Roles, 78(5-6), pp.409–422. doi:.
• Hilton, K. (2018). What does an interruption sound like? Stanford Libraries . [online] doi:.
• Williams, M.J. and Tiedens, L.Z. (2016). The subtle suspension of backlash: A meta-analysis of penalties for women’s implicit and explicit dominance behavior. Psychological Bulletin, 142(2), pp.165–197. doi:.