Executive Summary: Gender Equity Insights 2025: The power of balance

Executive Summary

Workforce gender equity in Australia remains a story of both progress and fragility. Some industries are breaking through to more balanced employment, with service sectors such as arts and recreation, accommodation and food services, and finance showing measurable gains. Yet across the economy, only 27 per cent of organisations reach gender balance (which we define as at least 40 per cent women and 40 per cent men).

Boards are approaching parity, but the pipeline into executive leadership remains blocked. Women now account for nearly 40 per cent of key management personnel, yet only one in four organisations report gender balanced leadership teams, and female CEOs remain the exception. Recent gains in leadership shares have slowed, raising concerns of stagnation without renewed action.

Appointments and promotions have helped shift gender balance in a number of industries, particularly those facing skill shortages, but higher resignation rates among women in key sectors are eroding progress. Meanwhile, new data on occupational gender pay gaps shows that many roles are close to parity within ±5 per cent, but deep structural segregation continues to drive the national gender pay gap.

This report makes the case that gender equity is not simply a matter of fairness. Organisations that achieve balanced leadership are more likely to outperform their peers in company value, profitability and resilience. Gender balance delivers better decision-making, stronger innovation, and enhanced capacity to navigate shocks. The challenge is to sustain momentum, expand balance beyond boards into executive leadership, and redesign occupational pipelines to embed equity throughout Australia’s workforce.

Key Findings

• Workforce balance: Just 27.3% of organisations are gender balanced (40:40:20). Service industries are leading, while construction, mining and manufacturing remain heavily male-dominated.
• Leadership divide: Boards are nearing parity, but CEO and executive shares have plateaued at around 25%. Only a quarter of organisations have balanced leadership teams.
• Pathways under pressure: Female appointment rates are higher in some industries, but resignation rates for women in health, retail and agriculture are eroding gains.
• Pay gaps: Many occupations now show gaps within ±5 per cent, but structural segregation across industries and roles remains the major driver of inequality.
• Business Performance: Firms with gender-balanced leadership achieve stronger market value and profitability, underlining the economic as well as social case for equity.