Despite years of corporate initiatives aimed at fostering gender diversity, women in business continue to face structural barriers that hinder their advancement. While many organisations publicly commit to inclusion, trust remains a major obstacle. Women hesitate to speak up, question whether leadership truly supports them, and often feel invisible in decision-making processes. This challenge has only intensified as diversity, equity and inclusion programmes face growing political scrutiny, with some companies scaling back their commitments or eliminating their initiatives altogether. As diversity efforts become increasingly politicised, the core issue remains unchanged: without trust, corporate efforts to promote diversity and inclusion are nothing more than empty promises.
At the Women’s Forum Global Meeting 2024, leaders from Lazard, Deloitte, and Siemens France discussed this issue in depth. Their message was clear: if companies want to create a truly inclusive environment for women, they must first build trust—trust in leadership, trust in policies, and trust that speaking up will lead to change rather than retaliation. In an era where businesses are navigating tensions around diversity and inclusion, those that prioritise trust-driven inclusion will be the ones that retain top talent and drive long-term success.
Why women struggle to trust their workplaces
Deloitte’s annual Women at Work report revealed some troubling insights. A significant percentage of women believe their companies are failing them:
- Many do not trust their employer to support them in matters of gender equity.
- A large proportion feel their workplace is unsafe, whether due to harassment, lack of support, or workplace culture.
- Women often do not see real career opportunities and fear that flexibility or remote work will be held against them.
The consequence? A disengaged workforce where women either hesitate to aim for leadership roles or eventually leave in search of more supportive environments. Without trust, companies lose not only talented women but also the benefits that come with diverse leadership and decision-making.
“Trust is the foundation of any successful workplace. Without it, women will never feel they truly belong,” said Alexandra Soto, COO of Lazard at the Women’s Forum meeting.
Without trust, companies lose not only talented women but also the benefits that come with diverse leadership and decision-making.
Rebuilding trust: leadership as a catalyst for inclusion
One of the biggest barriers to trust is that many diversity and inclusion programs exist in HR departments rather than at the executive level—or no longer exist at all. Women do not trust that gender equity is a business priority unless they see it championed by top leaders as a core business strategy rather than a passing trend. “Lead by example—diversity is not just an HR issue; it’s a leadership responsibility,” emphasised Doris Birkhofer, President of Siemens France at the Women’s Forum meeting.
With some companies distancing themselves from formal diversity initiatives due to external pressures, the role of leadership becomes even more critical. True leadership means leading by example. Companies that have made progress in gender diversity—such as Siemens France—have done so by embedding inclusion into business strategy rather than treating it as an isolated HR effort. Leadership must be held accountable for progress in gender diversity, with clear goals and public commitments.
Moreover, transparency is key. Women need to see measurable actions, not just corporate statements. Whether it’s tracking and publishing promotion statistics, ensuring pay equity, or implementing mentorship programs, companies must be clear about how they are working toward change.
The fear of speaking up: addressing psychological safety
Even in organisations that claim to support women, there remains an unspoken fear of backlash when addressing workplace issues. Women hesitate to report discrimination, microaggressions, or biased decision-making because they fear being labeled as “difficult” or facing professional consequences. For many women, the fear of speaking up may only be intensified as some companies scale back their diversity commitments. If inclusion efforts can be reversed, what assurances exist that concerns about bias or discrimination will be taken seriously?
“Psychological safety is essential. Women must always feel included and, most importantly, respected,” said Emma Codd, Global Chief Diversity, Equity, and Inclusion Officer at Deloitte at the Women’s Forum meeting.
Creating an environment where women feel safe to express concerns starts with psychological safety—a culture where speaking up is encouraged and where complaints lead to action rather than silence. Many companies have reporting mechanisms in place, but if women do not trust that these systems will protect them, they will not use them. Trust can only be built when leaders respond to issues transparently and consistently.
Career advancement: bridging the trust gap
One of the clearest signs that women do not fully trust their organisations is their lack of confidence in career advancement opportunities. Too often, leadership positions remain dominated by men, and women are given less access to high-visibility projects, strategic assignments, and sponsorship from senior leaders. “Trust relies on three pillars: inspiring leadership, transparent communication, and empowered employees,” noted Alexandra Soto.
The promotion gap between men and women is not just about skill or ambition; it’s about the way organisations evaluate talent and potential. Many companies unconsciously hold women to higher performance standards while promoting men based on future potential. Without changes in how talent is assessed, the cycle of exclusion continues, reinforcing the belief that advancement is not based on merit but on bias.
For women to trust their companies, they need to see more women in leadership, clear pathways to promotion, and a commitment to equitable decision-making. Sponsorship programs—where senior leaders actively advocate for women’s career growth—are one of the most effective ways to close this gap. “Without clear career progression for women, inclusion is just an illusion,” added Emma Codd.
The question is not whether companies should use AI but how they can ensure that it does not perpetuate exclusion. Some organisations are taking proactive steps—such as removing gendered language from job descriptions and monitoring AI decision-making for bias—but many are not doing enough.
The double-edged sword of hybrid work
While flexible work arrangements are often seen as a solution for retaining women in the workforce, they can also create new obstacles. Many women worry that working remotely or taking advantage of flexible policies will result in fewer opportunities for leadership roles. The fear of being “out of sight, out of mind” is very real, especially in environments where in-person networking and visibility still play a crucial role in career progression. “A shared vision, leadership by example, and intentional communication are key to making hybrid work successful,” added Alexandra Soto.
Trust in hybrid work policies depends on how companies implement them. If leaders reward presence over performance, then women who work remotely will inevitably lose out. Organisations that successfully navigate hybrid work ensure that promotions, leadership visibility, and project assignments remain equally accessible to those who work flexibly.
Technology and AI: an opportunity or a threat to women’s inclusion?
AI and automation are transforming workplaces, but they also present risks for reinforcing gender bias. AI-driven recruitment tools have already been shown to favour male candidates in hiring processes, reflecting the biases present in historical hiring data. “AI can be a force for good, but companies must use it responsibly,” warned Doris Birkhofer.
The question is not whether companies should use AI but how they can ensure that it does not perpetuate exclusion. Some organisations are taking proactive steps—such as removing gendered language from job descriptions and monitoring AI decision-making for bias—but many are not doing enough. Women will not trust AI-driven decision-making unless companies prove that these systems are fair, transparent, and regularly audited.
Trust as the key to gender equity
Without trust, diversity and inclusion remain corporate slogans or talking points rather than workplace realities. Women must trust that their companies genuinely support their growth, listen to their concerns, and create fair opportunities. As some businesses retreat from their diversity initiatives, they may find themselves losing valuable talent to competitors that maintain their commitment to inclusion. Trust, after all, is built not just through policies but through visible actions, leadership commitment, and a culture of accountability—even in the face of controversy.
“Diversity exists, equity is a goal, and inclusion is an action,” concluded Doris Birkhofer at the Women’s Forum meeting.
As businesses face increasing pressure to retain top talent and foster innovation, they must recognise that building trust with women is not just a moral obligation—it is a business imperative. Organisations that succeed in this will not only attract and retain the best talent but also create workplaces where women can truly thrive.
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