Gains in hiring women into the workforce are failing to translate into leadership representation, with structural barriers continuing to stall career progression, the Association of Chartered Certified Accountants (ACCA) Ghana has warned.
At its International Women’s Day 2026 event in Accra, speakers and industry leaders pointed to a widening disconnect between entry-level inclusion and executive advancement raising concerns about lost productivity, talent underutilisation and long-term economic impact.
Hiring Gains, Leadership Gaps
Despite steady improvements in workforce participation, women remain underrepresented at the top. Globally, they account for about 29 percent of senior leadership roles, with representation thinning further at executive levels, while the gender pay gap remains around 16 percent.
For Ayesha Bedwei Ibe, the issue is no longer about access, but progression.
“Representation without progression is not equity,” she said, noting that many high-performing women fail to rise not because of capability gaps, but because workplace systems are not structured to support advancement.
The System Problem
Speakers argued that the barriers are often embedded in organisational design rather than formal policy.
Limited access to influential networks, unconscious bias in performance evaluations and fewer opportunities to lead high-impact projects continue to shape career trajectories. Flexible work structures also remain insufficient, particularly for women balancing professional and caregiving responsibilities.
The result is a persistent “leakage” in the talent pipeline where women enter organisations in significant numbers but fail to transition into leadership roles.
From Intent to Action
ACCA is pushing for a shift from rhetoric to measurable action.
Proposed reforms include pay transparency to expose hidden disparities, structured sponsorship programmes to complement mentorship, and deliberate leadership pipelines that prepare women for senior roles.
Unlike mentorship, which focuses on guidance, sponsorship is seen as critical in opening doors to opportunities, promotions and visibility within organisations.
“Gender equity will not happen by chance. It will happen because we choose to act deliberately,” Bedwei Ibe said.
Economic Case for Equity
Beyond social considerations, speakers framed gender equity as an economic imperative.
Failure to fully utilise female talent reduces productivity, limits innovation and weakens organisational performance costs that become more significant in a competitive, skills-driven global economy.
Gloria Boye Doku emphasised that advancing women has multiplier effects across businesses, households and communities, particularly in emerging markets where human capital remains a critical growth driver.
Skills, Confidence and Opportunity
Panel discussions reinforced the need for women to remain competitive through continuous learning, including acquiring professional certifications and embracing emerging tools such as artificial intelligence.
However, panelists were clear that individual effort alone is insufficient without institutional support. Inequities in promotion systems, weak support structures and limited executive representation continue to shape outcomes.
Senior professionals were also urged to take a more active role in mentorship and sponsorship, helping bridge the gap between academic training and workplace realities.
A Broader Reset
The event, themed “Making equity a reality in a changed world,” reflected growing urgency around gender inclusion as workplaces evolve under technological and economic pressures.
Participants pointed to early signs of progress, with some organisations redesigning policies, tracking outcomes and holding leadership accountable. But these remain uneven and far from systemic.
