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1、NOVEMBER 2024Gender Equality Study of the European Banking Sector 20241Copyright 2024 by Boston Consulting Group.All rights reserved.BCG Gender Equality Index for the European Banking Sector(GEIndex)ranking of the 50 largest listed banks per 31.12.2023 Index includes data from executive boards and s

2、upervisory boards and evaluates proportional gender representation as well as remuneration BCG Global Diversity and Inclusion Assessment for Leadership(DIAL)survey 2024,which assesses the employees perception on diversity Survey results from 556 employees from the financial sector from 9 European co

3、untriesWhat is the level of gender equality in the top leadership of European Banks?How are gender equality initiatives perceived by the workforce of European Banks?Overview|BCG Gender Equality Study covers two perspectives1Source:BCG Gender Equality Index 2024(as per 31.12.2023)and BCG DIAL survey

4、20232Copyright 2024 by Boston Consulting Group.All rights reserved.Innovative strength of a diverse workforce is vital to overcoming existing challenges in banking and beyondDiversity drives performance and resilience through innovation and better decision makingDiversity as basis for a successful t

5、alent managementMotivation|Gender Equality remains increasingly important for large banks particularly-for internal and external reasons 2Source:BCG Gender Equality Index 2023(as per 31.12.2022)Social and regulatory requirements increase the need for actionInternal ReasonsExternal Reasons+10-15%Prof

6、it increase1+14%Stock performance during crises2+19%Innovations350%of the potential workforce are female82%of job seekers consider diversity to be important4National gender quotas for boards are installed by almost every country;e.g.40%until 2030 in FranceThe European Central Bank has set new standa

7、rds for diversity in Executive and Supervisory Boards since 2021 New European CSRD standards require gender representation and pay gap reporting since 2023 21.International Labour Organization 2018,2.Diversity,Equity,and Inclusion Still Matter in a Pandemic,BCG 2020,3.How Diverse Leadership Teams Bo

8、ost Innovation,BCG 2018,4.Decoding Global Talent Survey,Data Cut European Banking Sector,BCG 2022Source:Revised Guide to FAP-Assessments;Proposal for a Corporate Sustainability Reporting Directive,BCG Gender Equality Index 2024(as per 31.12.2023)3Copyright 2024 by Boston Consulting Group.All rights

9、reserved.Six facts about Gender Equality in Europes financial sector Structural barriers|Men lead in business-oriented roles,women remain concentrated in non-P&L banking roles3DE&I programs with limited effects|Women acknowledge DEI mechanisms,but still experience biases on day-to-day basisMore trac

10、tion needed|Full equality in executive leadership could take another decadeVoice to be heard|Over half of women in banks feel free to speak up,but leaders must be hold accountableSource:BCG Gender Equality Index 2024(as per 31.12.2023)and BCG DIAL survey 202312Country perspective|Central and Norther

11、n Europe outperform in gender equality compared to the restEmployee perspective|Banks are perceived more divers than other sectors34564Copyright 2024 by Boston Consulting Group.All rights reserved.Representation of WomenSupervisory BoardExecutive BoardNote:1.Executive Boards 2.Supervisory Board,most

12、 likely driven by quota&Workers Council regulations Source:BCG Gender Equality Index 2024(as per 31.12.2023)19%CAGR:6%36%CAGR:4%24%43%Banks with at least 1 woman in ExBo1Banks with at least 1 woman in SB240424950Women as CEOs54Women as Chairs2320242021-25%Pay gap increased to 25%based on comparison

13、of median remuneration Pay gap increased to 22%based on comparison of median remuneration420242023Remuneration-12%-22%-19%Study results|Women remain structurally underrepresented close to no progress over time 5Copyright 2024 by Boston Consulting Group.All rights reserved.Structural barriers|Men lea

14、d in business-oriented roles,women remain concentrated in non-P&L,lower paid banking roles1.Not enough data available Source:BCG Gender Equality Index 2024(as per 31.12.2023)63%57%55%39%31%29%24%20%18%15%13%9%37%43%45%61%69%71%76%80%83%85%87%91%HR&PeopleSustainabilityMarketing/CommunicationsLegalRis

15、k/ComplianceStrategyCountry headFinanceSegment headIT/Tech/Data/DigitalOperationsCEOMaleFemale5Remuneration rank8-1 1097-1 543621Executive BoardsWhile men predominantly obtain positions,relevant for the core banking business,women attain roles that are rather non-P&L banking business like HR,Marketi

16、ng&Legal which are structurally lower paid than core-banking roles6Copyright 2024 by Boston Consulting Group.All rights reserved.More traction needed|full equality in executive leadership would take another decade Note:calculation based on CAGR from 2021-2024 Source:BCG Gender Equality Index 2024(as

17、 per 31.12.2023)Executive Boards:Path to full Equality 0%10%20%30%40%50%2122232434Based on recent development,gender parity will be achieved in10 years24%Supervisory Boards:Path to full Equality0%10%20%30%40%50%212223243436%27Based on historic data,gender parity will be achieved in3 years2027620347C

18、opyright 2024 by Boston Consulting Group.All rights reserved.Country perspective|Central and northern Europe outperform in gender equality compared to the rest of the index1.Only one bank included in the index(no average)Source:BCG Gender Equality Index 2024(as per 31.12.2023)AustriaBelgiumSwitzerla

19、ndHungaryLuxembourgPolandGermanyDenmarkSpainFinlandFranceUnited KingdomGreeceCroatiaIrelandItalyNetherlandsNorwayPortugalSwedenCountry average below average,but some banks scoring above averageCountry average above average,but some banks scoring below averageCountry average,as well as each bank in t

20、his country above average Index 202479,2IrelandNorway1 81,6Netherlands80,1Finland1 75,6Germany73,9Sweden71,7United Kingdom70,4Austria69,0Belgium67,7Spain62,9France60,6Greece53,662,3 IndexItaly53,2Portugal1 52,9Switzerland51,6Denmark50,2Hungary1 47,9Poland1 28,38Copyright 2024 by Boston Consulting Gr

21、oup.All rights reserved.Employees perception|Banking is perceived as more diverse than other sectors846536059384558550102030405060FS EuropeAll other Sectors Europe%respondentswho agreeMy company has diversity in top managementMy company has diversity in middle managementMy team is diverseThe employe

22、es in my company are involved in championing DE&ISource:BCG Global Diversity and Inclusion Assessment for Leadership(DIAL)survey 2023,N(for FS)=556,conducted by the BCG Global Diversity,Equity&Inclusion Team-depicted results show FS industry in Europe9Copyright 2024 by Boston Consulting Group.All ri

23、ghts reserved.DE&I programs with limited effects|Women acknowledge DEI mechanisms,but still experience biases on day-to-day basis9%respondentswho agree43505252505655590102030405060We have the right mechanisms in place to ensure major decisions are free of biasThe day-to-day experience of diverse emp

24、loyees has improved over the last 1-2 yearsWomen 2021Women 2024Men 2021Men 2024Source:BCG Global Diversity and Inclusion Assessment for Leadership(DIAL)survey 2023,N(for FS)=556,conducted by the BCG Global Diversity,Equity&Inclusion Team-depicted results show FS industry in Europe10Copyright 2024 by

25、 Boston Consulting Group.All rights reserved.Voice to be heard|over half of women in banks feel free to Speak up60%of women in banks feel comfortable reporting discrimination or other issues without fear of retribution 59%feel that leaders are being held accountable for their behavior566001020304050

26、605660Women in FSWomen overall 41%59%YesSource:BCG Global Diversity and Inclusion Assessment for Leadership(DIAL)survey 2023,N(for FS)=556,conducted by the BCG Global Diversity,Equity&Inclusion Team-depicted results show FS industry in Europe11Copyright 2024 by Boston Consulting Group.All rights res

27、erved.The way forward|Addressing the challenges requires a holistic approach to DEI transformationNarrow focus of DEI efforts on people/talent strategy,led only by DEI or HR teamsA transformative DEI approach must be business-led.Leaders must own it,with a clear and compelling case for change reinfo

28、rced consistently to ensure impactOutcomes measured in terms of increased representation,specifically for leadership positionsStarting with culture first,with supporting system and process changes impacting key inflection points in employee lifecycle Generally leveraging traditional benefits,policie

29、s and training as tools to drive progressHolistic set of outcomes on top of representation,including commercial empowerment and lived experience improvementsTraditional wayHolistic approach12Copyright 2024 by Boston Consulting Group.All rights reserved.Authors of the studyDr.Verena Pearce Project Le

30、ader,Munich Expert for HR and Organizational Management for FI+49(170)3344131Pearce.VPim HilbersMD&Partner,Amsterdam Expert for HR and Organizational Management for FI+31(6)23189311Hilbers.PJulia Rolf Partner,FrankfurtExpert for HR and Organizational Management for FI+49(170)3342327Rolf.JThomas Pfuh

31、lerMD&Senior Partner,MunichLeader BCG Financial Institutions Practice EMESA+49(170)3344428Pfuhler.TNadjia YousifMD&Partner,London Chief Diversity Officer+44(790)8669767Yousif.NHannah FrsterlingAssociate,ViennaHR and Organizational Management for FI+43(676)6772339Foersterling.H13The services and mate

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