Sunday, November 30, 2008

WHAT WOMEN REALLY WANT IS A HAPPY FAMILY

Women in Shanghai prefer a happy family to a successful career, a recent survey has found.

The Shanghai Federation of Trade Unions asked 430 women educated to university level, including holders of bachelor, masters and PhD degrees, about their living situation and attitudes toward jobs, wages and future plans.

Thirty percent of respondents said a happy family was their first ideal, while 24 percent said they wanted greater success at work.

This compares to a previous survey of men which found that only 18 percent of males considered a happy family as their greatest desire, with 36 percent saying their greatest hope was a successful career.

The latest survey indicates 72 percent of well-educated women think their living situation is better than five years ago, and 84 percent are confident about their future career.

"Most women with a strong educational background believe they can have success at work, which makes them very confident about their future living standard," said experts with the Shanghai Federation of Trade Unions.

About 46 percent of women like to read books about health, literature and arts in their spare time, aiming to make themselves more beautiful and confident, according to the survey.

More than 85 percent of well-educated women respondents said their wages had increased in the last five years, compared to 75 percent of women without a university education.

The survey revealed female workers with high academic degrees pursued stability in their career.

It found the greatest source of anxiety for well-educated women who were married was the difficulty in choosing between children and a career, while the biggest headache for single women was the difficulty of finding a husband.

The experts said most Chinese men wanted a woman with a lower level of education, and such traditional thinking was making it difficult for well-educated women to find a husband.

Source: Shanghai Daily - Updated: 2008-03-07

Tuesday, November 25, 2008

THE WORK OF EXECUTIVE WOMEN IN BRAZIL

O artigo tece considerações sobre o trabalho das mulheres executivas no Brasil, no final do século XX. Na primeira parte, com base em estatísticas oficiais (Censos e Pesquisas Domiciliares, dados do Ministério do Trabalho, Ministério da Educação e outros), apresenta algumas tendências gerais da inserção laboral das brasileiras nesse período, visando compor o cenário no qual o trabalho das executivas surge e se consolida.

Na segunda parte, é realizada breve análise da presença de executivas em cargos de diretoria em empresas brasileiras do setor formal, no ano 2000, com base em dados do Ministério do Trabalho. Na terceira e última, são apresentados resultados de entrevistas realizadas com 10 executivas de empresas diversas do mercado de trabalho.


The article presents some comments on the work of executive women in Brazil during the late 20th century. In the first section, based on official statistics (Census and Household Surveys, data from the Ministry of Labor, Ministry of Education and others), it presents some general trends of labor insertion of Brazilian women in that period, aiming at building the context in which the work of executive women emerged and was consolidated.

The second part presents a short analysis of the presence of executive women in top level positions in Brazilian corporations of the formal economy, in 2000, based on data from the Ministry of Labor. The third and last section presents the results of interviews with 10 executive women of different corporations.

Source: Fundacao Carlos Chagas - Cadernos de Pesquisa, vol 34, 2004

Monday, November 24, 2008

Sunday, November 23, 2008

Friday, November 21, 2008

WOMEN OF COLOR

Catalyst Finds Women Of Color Are Taking Charge Of Their Careers and Moving Up The Corporate Ladder


New York, July 16, 2002 – Many women of color are taking charge of their careers, networking, finding mentors and moving up the corporate ladder as a result. Improved career strategies and accompanying success is the theme of the new Catalyst study, Women of Color in Corporate Management: Three Years Later, the first longitudinal look at the experiences of women of color in the workplace.

In a study of 368 women over a three-year period between 1998 and 2001, Catalyst finds that 57 percent have been promoted and overall income is up 37 percent.

Building on Catalyst’s groundbreaking research on women of color in corporate management, Catalyst tracked a core group of women of color managers over the past three years to chart their career movement and outline their steps to success. Although current job and career satisfaction is high, these women do perceive a decline in opportunities to advance to senior leadership and are less satisfied with their prospects for further advancement at their current employer.

“The women in this study are clearly taking charge of their careers,” Catalyst President Sheila Wellington said. “This is a call to action to companies. These women know the value they bring to organizations and if their current employers fall short, many are willing to find employers that are actively working to create workplaces where their contributions will be valued.”

Citing greater advancement opportunities and pay as their primary reasons for leaving, the women who left their 1998 employers are likely to have more senior titles, more promotions, and higher earnings than their counterparts who didn’t switch employers. What’s more, those who left report the existence of fewer barriers in their new environments.

There is a marked increase in the number of women who have developed mentor relationships since 1998. Over half (58%) now report having a mentor, up from
38 percent in 1998. Sixty-two percent of African-American women have mentors,
51 percent of Asian-American women and 52 percent of Latinas.

“Mentorship is critical to advancement,” Wellington said. “Seven out of ten women of color who had a mentor in 1998 have since had a promotion. What’s more, Catalyst found that the more mentors a woman has, the faster she moves up the corporate ladder.”

About half the women have a mentor several job levels above their own, while 10 percent consider a peer to be a mentor. Of the women’s mentors, 35 percent are white men, 19 percent are men of color, and 21 percent are white women and 25 percent are women of color.

Women who hold top jobs in their organizations are few and far between. Currently, women of color comprise a mere 1.3 percent of corporate officers in 400 of the Fortune 500, according to 2000 Catalyst Census of Women Corporate Officers and Top Earners.

To capture the talent and loyalty of these women, Catalyst recommends companies increase the openness of work environments, publicly commit to diversity, become more inclusive, and emphasize the credibility and authority of women of color, among other things. It is critical to create an environment where differences in background are not only recognized and accepted, but valued and where performance measures focus on productivity and skill.

“There are many companies that have initiatives that look good in writing, but unless the organization instills diversity into its business culture, including it in every decision, diversity initiatives are not going to be successful," said Katherine Giscombe, senior director of research at Catalyst.

This study was sponsored by McDonald’s Corporation, The Gillette Company, Goldman Sachs & Co. and IBM Corporation.

Source: Catalyst, 2002

Sunday, November 16, 2008

BANKING CAREER

NORWAY GENDER REPRESENTATION ON COMPANY BOARDS

Representation of both sexes on company boards

Background

* In December 2003 the Norwegian Parliament passed an amendment to the Public Limited Companies Act with reference to Ot.prp. nr. 97 (2002-2003), stating that public limited companies establishing a demand for gender balance in the companies' boards. The legislation was adopted by a large majority of the Parliament, only one party voted against.
* By doing so, Norway was the first country in the world to demand gender balance within the boards of public limited companies.
* According to an agreement between the previous Government and the private business sector, the rules applying to private companies should not come into effect if the desired gender representation was achieved voluntarily by 1 July 2005. A survey carried out by Statistics Norway, showed that by 1 July 2005 Norway had 519 public limited companies in the private sector. Only 68 (13,1 per cent) of these companies fulfilled all the demands laid down by the law. 16 per cent of the board members were women.
* The rules applying to state-owned companies entered into force on 1 January 2004, and the rules regarding privately owned public limited companies entered into force 1. January 2006. There was a normal transitional period of two years from 1 January 2006 for companies registered prior to that date. This means that the public limited companies had to comply with the rules before 1. January 2008. Companies that were not registered by 1 January 2006, had to fulfil the demands to be registered.

Present situation - public limited companies

* In April 2008 it was clear that none of the public limited companies would be dissolved
* A Press Relase from the Brønnøysund Register Centre dated 22 February 2008, states that 12 public limited companies will receive a second 4 weeks notice with public announcement.
* You may find the press release (only in Norwegian) and the list of companies here
* Numbers from Statistics Norway, shows that by February 19th 2008, 39 per cent of the board representatives in public limited companies, were women. 93 per cent of the 459 public limited companies fulfilled the requirements on representation of both sexes laid down in the Public Limited Companies Act.
* In January 2008, 77 public limited companies had failed to comply with the gender representation rules. These companies have received a letter from the Brønnøysund Register Centre, giving them 4 weeks notice to comply with the rules. The deadline for these companies was in the middle of February.
* If the companies fail to fulfil the demands within the time limit, the notice will be reiterated by public announcement and the companies will be given a second 4 weeks notice to comply with the rules. After this, the case will be submitted to the court, who will dissolve the company.


Why gender representation rules?

* Reaching a balanced participation is a question of democracy.
* The Government regards the legislation on women in boards as an important step towards equality between the sexes, a fairer society and a more even distribution of power, and as an important factor in the creation of wealth in society.
* The legislation will secure women's influence in decision making processes of great importance for the economy in the society.
* This legislation is also important for the Norwegian economy.
* In Norway, there are a high number of women in paid work, and Norwegian women are also highly educated. For several years, more women then men have finished a higher education. Almost 65 per cent of the students at universities and university colleges are women. 50 per cent of the law school graduates are women, so are 40 per cent of the MBA-graduates, approximately 70 per cent of the graduates from the Veterinary College, the School of dental surgery and the psychology graduates. Almost 60 per cent of Medical School graduates are women. Despite the fact that an increasing number of women has finished a higher education, the number of women on company board remained small.
* The Government takes seriously that half the competence that companies need to maintain position in international competition is found among women. The problem was not that Norwegian women were not qualified. The problem was to recruit highly qualified women to board positions and make use of their competence. This legislation make men in leading positions see and experience that women also can do the job.
* The demand for gender balance in company boards also secures that we make use of all the human resources in our country, not just half of it.
* Some surveys also indicate that diversity has a positive impact on the companies' bottom line. Recruiting more women to the boards will increase the diversity, and thereby influence on the bottom line.


What companies are affected?

* The legislation on representation of both sexes in boards implies for all publicly owned enterprises (state-owned limited liability and public limited companies, state-owned enterprises, companies incorporated by special legislation and inter-municipal companies) and all public limited companies in the private sector. As for the public limited companies, the rules are found in the Public Limited Companies Act section 6-11a.
* There are approximately 500 public limited companies in Norway.
* No rules have been proposed for privately owned limited liability companies because most of these companies in Norway are small family enterprises and the owners are themselves members of the board. Public limited companies normally have a broader spread of shares and less personal involvement in the management. Norway has approximately 205 000 limited liability companies.
* In May 2007 the Parliament passed a new law regarding co-operatives. According to this legislation, co-operatives with more than 1000 members, are obliged to have a representation of both sexes in their boards. There are approximately 4000 co-operatives in Norway.


Recruiting women

* To make women's competence more visible, different databases have been developed. In these databases, women who are interested in being a member of a board can register, and companies that are looking for someone to a board, can look for qualified women.
* You may find links to the data bases here


What does the law say?

o The requirement of the gender representation law is that both sexes shall be represented on company boards as follows:
+ If the board has two or three members, both sexes must be represented
+ If the board has four or five members, each sex shall be represented by at least two representatives
+ If the board has six to eight members, each sex shall be represented by at least three representatives
+ If the board has nine members, each sex shall be represented by at least four representatives, and if the board has more than nine members, each sex must make up at least 40 per cent of the representatives.
o These rules also apply to the election of alternates.
o There are special requirements for employee representatives:
+ Where two or more board members are elected from among the employees, both sexes must be represented. This also applies to alternates.
+ This rule will not be applicable in companies where one of the genders represents less than twenty per cent of the total number of employees on the date of the election.
o The rules regarding representation of both sexes is to be applied separately to employee-elected and shareholder-elected representatives in order to ensure independent election processes.


Enforcement

* No new laws regarding enforcement have been passed.
* Company legislation already provides for the enforcement of the rules regarding the composition of the board. The rules regarding gender representation will have a natural place in these provisions. This requirement will be enforced through the normal control routines followed by the Brønnøysund Register Centre (www.brreg.no). Under these rules, the Brønnøysund Register Centre will refuse to register a company board, if its composition does not meet the statutory requirements, just as it refuses registration if the chief executive officer or auditor does not fulfil the legal conditions. A company which does not have a board that fulfils the statutory requirements may be dissolved by order of the court.
* Dissolution has been a part of the legal system since 1977, in almost 30 years. Experience shows that most companies where discrepancies are pointed out, correct these in due time. Therefore, it is unlikely that any companies will be dissolved by the court on account of the gender representation rule.
* According to the Public Limited Companies Act, the Ministry of Trade and Industry may decide that a forced dissolution shall not be executed because of "substantial public interests". In such cases, the company will have to pay a compulsory fine until the conditions are in accordance with the law. This regulation applies to different situations such as requirements regarding the board of directors, the general manager, the auditor and the annual accounts.


Source: http://www.gender.no/News/4588

Tuesday, November 11, 2008

THE LADDER TO SUCCESS

WOMEN IN BUSINESS

Globally:

• Women make up more than half of the workforce;
• Women account for
- 45 per cent of the paid labour force in East Asia,
- 42 per cent in Southeast Asia, and
- 31 per cent in South Asia;
• 30 per cent of all households in the world are headed by women;
• Women are responsible for the major share decision-making on household expenditures.

In Canada:

• Women own and or operate 30 per cent of all firms;
• Since 1976, women account for 40 per cent of the increase in self-employment;
• The growth rate for self-employment has been higher among women than men;
• Women provided almost 3/4 of the growth in self-employed persons in Atlantic Canada 1989-1993.

In USA:

• 7 out of 10 women aged 25 to 54 are in the labour force;
• Women make up almost half all paid workers;
• Almost 2/3 of new entrants to the labour force between 1994 and 2000 will be women;
• In 1995 labour force participation rates of women exceeded 80 per cent.

In Australia:

• Women are starting new businesses at double the rate of men;
• Women comprise one-third of all self-employed persons;
• Women own more than 40 per cent of all small businesses;
• In 1995, women comprised 47 per cent of operators of home-based and 30 per cent of other small businesses [those with less than 20 employees].
In Asia:
• In 1990, 77 per cent of women of working age in Thailand were in the labour force;
• Women's share of the self-employed in manufacturing, trade and social or community and personal services was:
o 50-70 per cent in the Philippines
o 42-66 per cent in Thailand;
• Women comprised more than half of the self-employed in manufacturing and trade in Indonesia;
• Women comprised more than 60 per cent of the self-employed in manufacturing in Malaysia.


Women businesses count:

In Canada:

• Almost one-third of all firms are women-led;
• The number of women-led firms increased at almost 20 per cent per annum 1991-94, twice the national average;
• Employment in women-led firms increased at 13 per cent per annum, more than four times the national average, providing jobs for 1.7 million Canadians and more jobs than the top 100 companies;
• Women-led firms lead in new business growth in every province.

In USA:

• Women-owned businesses contribute more than $2.38 trillion annually in revenues to the US economy, more than the GDP of most countries;
• Women owned 6.4 million businesses in 1992, almost one-third of all firms;
• Employment in women-owned firms increased by more than 100 per cent 1987-1992, compared to only a 38 per cent for all firms;
• Women-owned businesses employ one out of every five US workers;
• Women-controlled businesses employ nationally 30 per cent more people than the Fortune 500 companies employ nationally and internationally.

In Australia:

• Women's businesses have a higher survival rate than men's businesses;
• 1986-96 women-owned businesses have been growing at 1 1/2 times the rate for businesses owned by men;
• Estimates suggest that women-owned or operated small businesses provide as much as 20 per cent of net job creation.

In Asia:

• There is no information!! Comparable figures on women in business are not available;
• This is NOT because they are less important but because of a lack of awareness in both government and among business associations of the importance of women's businesses;
• Industrial censuses and surveys and other enterprise-based surveys do not identify the sex of the operator or owner;
• However, even a casual walk around a market or down a busy street suggests that, as in other countries, a substantial proportion of small and medium, as well as many large, enterprises are operated and/or owned by women.



Women businesses and women in business face special challenges:

Despite their numerical importance, women's businesses face special difficulties and are generally marginalized in the both national and international arenas. Women, and therefore the businesses that they own/operate, are disadvantaged in many areas
Women's businesses are disadvantaged in:

• Access to capital: For example, in Australia 43 per cent of women operating small enterprises, compared to only 29 per cent of men, commenced their businesses with less than AUS$ 1000. These women were also less likely than the men to use personal savings or to borrow money to start their business [46 per cent of women sole-operators compared to 56 per cent of men].

• Access to technology: Women may lack access to technology because of their lack of capital, poorer access to information or cultural stereotypes that either limit their effective access or make them dependent on men for access. For example, in some countries women's participation in education and particularly technical and vocational education is restricted by cultural stereotypes.

However, in the developed countries where these barriers are less serious, women's businesses have been found to use new technologies, at least in the field of information. For example, a 1994 survey of home-based women-owned businesses in the US found that more than 56 per cent had at least one computer, almost 4 in 10 had more than one, 2/3 had a fax or computer modem, 55 per cent used a cellular phone, 30 per cent used CD/ROM and 32 per cent used an on-line information service [National Association of Women Business Owners].

• Access to information: Women are often excluded from active participation, and sometimes from membership, in business networks and professional associations. Their exclusion may result from lack of time due to their need to balance their domestic roles as wife and mother with their business roles.

It may result from the social nature of the networks themselves, since many centre on shared non-business (for example, sporting, same school or club) interests that also tend to exclude women. It may also result from cultural barriers. For example, both businesswomen and their male colleagues may feel uncomfortable if the women participate in the social activities (such as after-work dining out and drinking) around which the business networks operate.

Even in the US, women still find themselves doing less business travel than men and are excluded from certain kinds of [more policy-oriented] meetings [Feminist Majority Publication, The Glass Ceiling, 1995].



Women businesses – undeveloped potential:

Throughout the world, women's businesses are a seriously neglected and under-developed source of income growth, new jobs and export income.

This is slowly being recognized in the developed countries. Women themselves are leading with the formation of national associations for women-owned businesses and women in business. For example, Internet listings show that national organizations for businesswomen and/or women-owned businesses have been formed in Australia [Australian Council Of Businesswomen Ltd; Asia-Pacific Business Council for Women Inc.], Canada [Canadian Women's Business Network], UK [UK Women's Business Directory] and USA [American Business Women International; National Association of Women Business Owners (NAWBO); National Foundation for Women Business Owners (NFWBO); Women Business Owners Corporation, etc.]

Groups such as these have been formed to provide mutual support, improved access to information through sharing, create "old girls" networks to compete with the "old boys" networks that have tended to effectively exclude businesswomen, and undertake lobbying and advocacy with governments and within the business community. The recognize that strength lies in cooperation, mutual support and numbers.

For example, the Australian Council of Business Women was formed to harness the full power of the currently scattered population of Australian businesswomen (ACOB, 1996) and to encourage Australia's businesswomen by showing a unified voice to the government, media and wider community.

In the developing countries, networks and associations of businesswomen have also been formed. Among these in the Asian region are: Ikatan Wanita Pengusaha Indonesia (Indonesian Business Women's Association), Business and Professional Women's Association, Zonta International and Soroptimist International (which have branches in most countries), the Women's Institute of Management (WIM) in Malaysia and the recently formed Business Women's Council (WBC) of the Philippines.

However, recognition of women's businesses and their influence on policy making remains comparatively weak. Neither government not the business community yet recognize that women's businesses are important or that they may have different needs and concerns from those of men's businesses.

Business development agencies in the developed countries are increasingly targeting support toward women-owned businesses. For example, the Government of New South Wales, Australia has developed a Women in Business Mentor Program. In the US, the Office of Women's Business Ownership, located in the Office of Small Business Administration, runs a Women's Network for Entrepreneurial Training, Mentoring Program and numerous other programmes specifically targeting businesswomen.
Although there are few similar initiatives in the Asian region, the Women's Business Council of the Philippines was set up under the sponsorship of the Department of Trade and Industry (DTI). A special Women's Desk has also been established in DTI, which also supported the Regional Dialogue between Women Business Leaders in ASEAN and Key Government Officials Involved in APEC on Globalization and Women in Business held on 14-15 August 1997 in Bangkok.

In the industrialized countries, an important consequence of the growing recognition of the role and economic contribution of women's businesses has been the collection of statistics on businesses that distinguish between women and men-owned and/or operated enterprises. The Australian Bureau of Statistics conducted a Characteristics of Small Business Survey in February 1995, which collected information on the characteristics of businesses employing less than 20 employees and their operators, provides detailed information on the differences and similarities between women-owned and men-owned businesses.

In the US, the National Association of Women Business Owners conducted its own membership survey in 1992 and a later survey conducted jointly with AT&T and MetLife Small Business Center on home-based women-owned businesses. Other data comparing women-owned and men-owned businesses are available from the 1987 US Bureau of the Census Characteristics of Business Owners Survey released in 1992. In Canada, an independent analytical survey and study of small businesses undertaken by the Bank of Montreal's Institute for Small Business (ISB) and Dun & Bradstreet Information Services distinguished between women-led and men-led businesses.

The importance of statistical data on women's businesses is underlined by a comment by the Executive Director of the Bank of Montreal's ISB: "In 1996, the greatest business challenge faced by many women is to be taken seriously". By demonstrating the growing economic power, diversity and success of women-led business, the statistics provided by the ISB study clearly show Canada that women's businesses must be taken seriously.

In Asia, we still lack the information needed to drive that lesson home to governments and business.



Source:UNIFEM GENDER FACT SHEET No. 4

Saturday, November 8, 2008

Friday, November 7, 2008

WE CAN DO IT

WOMEN IN BRITAIN

Women in Britain get promoted more quickly than men, but are still paid less than their male colleagues despite enjoying faster pay growth, according to figures compiled for the 32nd annual National Management Salary Survey.

The survey of 20,989 individuals employed in over 200 organisations shows that the average female team leader is 37 years old, compared to an average age of 41, for men.

But at £36,712, these female managers are earning £2,674 less than their male counterparts. At director level, where the average female is 44 years old (47 for men), the pay gap is even more pronounced, at £22,144.

The survey, by the Chartered Management Institute and Remuneration Economics, shows an average earnings increase of 5.3 per cent for women managers.

This means that the average female head of department is earning £76,402 – still a 5 per cent shortfall on the male equivalent of £80,459. However, with male managers only awarded an average increase of 4.9 per cent these figures represent nine successive years that female earnings growth has outperformed men.

This year's survey also shows that womens' salaries are increasingly being supplemented by bonuses. At senior executive level, for example, female managers are receiving larger bonuses than male managers for the first time since the survey began in 1974 (£2,302 compared with £2,039).

However, the bonuses paid to women represent a lower proportion of the overall remuneration package – worth an average of 10.4 per cent of their salary, compared to 13.7 per cent, for men.

"Even in sectors and functions with a high percentage of female managers, there is a distinct gap in remuneration," said Mary Chapman, Chief Executive of the Chartered Management Institute. "This implies that women are not achieving the best paid jobs in their own field."

The level of women in management roles has trebled in 10 years. Yet despite the lack of parity in pay, the number of female managers continues to grow. At 33.1 per cent the level of women in management roles has trebled in 10 years.

Women also account for 14.4 per cent of directors (a figure that has more than doubled since 1999) and at team leader level, women now represent more than one-third (36.9 per cent).

However, in a repeat of the results of recent surveys, the total labour turnover rate for female managers is greater than that for men (9.5 per cent compared to 6.5 per cent) and within this, at 3.9 per cent, women are also more likely to resign than their male colleagues (2.5 per cent).

The research shows that women managers in the Food and Drink sector enjoy the biggest remuneration package, in real terms, earning an average total of £53,248.

However, those working in the Utilities sector have benefited from the largest average rise: an increase of 27.2 per cent on last year's earnings of £37,650. They also earn more, on average in IT than their male colleagues (£45,869 compared to £45,090) and for the third year running women managers working in a research and development role are earning more than men (£41,954 against £40,904).

Wednesday, November 5, 2008

CHINA

Currently, women account for 45 percent of the national work force.

The Program for the Development of Chinese Women (2001 - 2010) set a goal for women to make up 40 percent of the work force by 2010. The percentage of women in the work force now exceeds that goal.

According to statistics, in 2005, 16.451 million women worked in six major national industries, which were computers, telecom, finance, education, public health and social security. Compared with 2003, the total number of working women increased by 6.8 percent. Public health, social security and social welfare service record the lion's share of female employee, occupying 59.1 percent.

Meanwhile, women enjoy the same labor and social welfare rights as men. By the end of 2005, 174.87 million working people in the country had endowment policy. From 2000 to 2005, 70.39 million new people have taken part in it, including 27.75 million women with an increase of 49 percent. The percentage of women who have medical insurance, unemployment insurance and injury insurance has increased significantly.

There are more than 15 million female leaders in China today, or 38 percent of all the leaders. The National Working Committee on Children and Women under the State Council released statistics on women in the leading bodies of province, prefecture and county as 10.3 percent, 12.9 percent and 17.2 percent respectively, increasing by 1.3 percent, 0.7 percent and 0.5 percent, since 2003. At the same time, the proportion of female leaders in all level leading bodies has grown sharply by an average of 10 percent.

Additionally, there were 604 female deputies of the tenth National People's Congress (NPC), occupying 20.2 percent of all deputies, which was a slight decrease from the ninth NPC. However, there were 21 female Standing Committee deputies of the tenth NPC, accounting for 13.2 percent of total deputies, up 0.5 percent from the ninth.
The 373 female members of the tenth Chinese People's Political Consultative Conference (CPPCC) made up 16.7 percent of the total, up 1.2 percent from the ninth. The proportion of female members of the tenth CPPCC recorded the highest point in Chinese history. There were 35 female Standing Committee members of the tenth CPPCC, accounting for 11.71 percent of the Standing Committee, and representing a 1.8 percent increase from the ninth.

The Chinese Academy of Science recently announced that more than one-third of scientists are women. However, the number of high-ranking female scientists is quite low. The proportion of women in the Chinese Academy of Science and Chinese Academy of Engineering is less than 5.5 percent of the total.

(Source: chinapop.gov.cn / Translated by Women of China)

EMAIL

Contate-me via blog ou escreva para:

womaninmanagement@gmail.com

Erika Veras