TRANSEARCH Paris Study: International Women’s Day 2025 – Progress and Aspirations

Introduction

At a time when Diversity and Inclusion policies are being challenged across the Atlantic, with a push towards a more aggressive and uniform style of leadership promoted as a performance driver, some European companies and French leaders are either showing resistance or reaffirming their commitments more strongly than ever. This European uniqueness is not solely rooted in historical foundations, values, or legislative frameworks, but in the firm belief that inclusive leadership promoting diversity ensures a more sustainable and competitive business model.

Amidst the current geopolitical and identity upheavals fragmenting our societies and the ideological polarisation fuelling divisions, perhaps the moment has come to assess our Diversity & Inclusion policies thoroughly to better understand and support them during these turbulent civilisational times. Gender, while just one facet of our broader diversity, prompts questions about the realities within our organisations. What practices are in place, and how effective are they? Which areas need improvement to address new challenges and meet the expectations of upcoming generations? What managerial approaches and leadership competencies must evolve?

On the eve of International Women’s Day, TRANSEARCH Paris has decided to evaluate the state of gender equality and the aspirations surrounding it in the corporate world. We are highlighting the perspectives of female leaders from a wide range of sectors and roles, from executive positions to members of executive committees, representing global corporations, startups, and French mid-sized enterprises (ETIs). They span different generations, hold diverse convictions, and embody varied personalities — a mosaic of distinct, committed, and unique viewpoints.

This study is based on the analysis of testimonials from around forty female leaders, including Amandine AYREN, Anna BALEZ, Emma BERGER, Claire BRUGNAGO, Aude CAMUS, Laetitia CARLE, Catherine CHAPALAIN, Florence CLAUZURE, Christine CLIMEAU, Julie COINE, Marion DEROUET, Chantal DOGNIN, Laurence ETIENNE, Aurélie GIROU, Myriam HEBINGER-CILLEROS, Caroline HERNU, Karine JOUSSEMET, Valérie LABOURE-HIRSCH, Caroline LAMPRECHT, Christelle LEROY, Sophie MOREAU-FOLLENFANT, Laurence NOEL, Eléonore PATRY, Emmanuelle PICARD, Audrey RICHARD, Nathalie ROOS, Manon ROUMENS, Venaig SOLINHA, Valérie VEZINHET, Marie VEZY, and Khédidja ZITOUNI, whom we warmly thank, along with those who chose to remain anonymous, for their sincere contributions to this reflection.

Achievements… Yet with Nuances

While the French and European legal frameworks on equality and non-discrimination have significantly driven progress at every level of society, substantial gaps remain.

Many companies have acted across various levels of their hierarchical structures, notably through robust commitments in recruitment strategies, mentoring or training programmes on cognitive biases, and regulated HR policies. However, levels of commitment differ considerably. Some organisations have merely complied out of respect for and fear of coercive regulations, whereas others have successfully integrated diversity as a core strategic pillar, often supported by mixed-gender boards.

Over 50 companies within the SBF 120 now have at least 30% female representation in their executive committees. Nevertheless, despite mutually reinforcing legislative measures, the glass ceiling persists: only four women hold CEO positions in CAC 40 companies and just seven in SBF 120 companies.

But How Can We Explain This?

Certainly, not all women aspire to become CEOs or executive committee members. However, evidence shows that companies led by women tend to accelerate diversity and provide exemplary role models for younger generations seeking new references.

Beyond numbers, ensuring sustainable equity primarily involves understanding the diversity of corporate cultures and operating models. While industry sectors can partially explain disparities, reasons are manifold. Company size, shareholder structure, leadership personality, corporate leadership culture, or nationality create a mosaic of realities.

Yet, perhaps the reasons extend beyond the professional world, rooted deeply in societal cultural foundations — such as education systems, women’s roles within families, or the longstanding legitimacy of power traditionally defined by masculine standards.

Additionally, the “impostor syndrome” plays a role, as many women feel compelled to justify their choices or validate their capabilities. This implicit, sometimes self-imposed pressure demonstrates that numeric equality does not always equate to perceived equality.

Beyond meeting the Rixain Law target of 40% female executives by 2029, it is crucial to transcend numerical goals by evolving managerial cultures to ensure women not only increasingly occupy roles but also access strategic positions and development opportunities equal to their male counterparts.

This also calls for pragmatism and renewed dialogue to mitigate sterile divisions between intensified feminism and rising masculinism.

Key Recommendations

Measurable Commitment:

Creative Leadership:

Evolving Support Systems:

Many argue for reframing leadership competencies towards sustainable, diverse, and collaborative approaches, emphasising multiple intelligences and committed diversity beyond mere gender quotas.

However, we must never overlook the fact that competence always takes precedence over gender. Can we speak more of a feminine sensibility rather than female leadership? Many advocate for this perspective, calling for leadership skills to be nurtured toward a sustainable approach — one that embraces committed diversity and the integration of multiple intelligences.

Evolving Competencies and Leadership Approaches

Leadership Aligned with Strong Values:

Managerial Approaches Adapted to Contemporary Challenges:

Conclusion

In these volatile and uncertain times, perhaps it is worthwhile returning to the wisdom of ancient philosophers, guardians of reason and truth. Plato, around 380 BC in Book V of “The Republic,” wrote: “If nature has endowed women with the same capacities as men, it is unjust to deny them opportunities; therefore, they should receive the same training in warfare and civic affairs.”

TRANSEARCH International Paris (www.transearch.com) aligns its growth with these crucial issues. We support our clients in identifying responsible future leaders and transforming their leadership practices. Our executive search and leadership consulting activities focus on identifying core values, fostering collaboration, challenging traditional thinking, redefining performance approaches, and enhancing inclusion and diversity.

The original French version of this article can be accessed here: https://www.linkedin.com/feed/update/urn:li:activity:7303702201573494785

You may also like