16 October 2026
The CEW Senior Executive Census is now 10 years old, so what does this year’s Census tell us?
Well, it’s not a great story – notwithstanding some gains in the early part of the decade and a few positive indicators in the 2026 Census, progress for women in executive leadership has generally gone backwards, CEW members report growing opposition to gender equity in their workplaces, and leadership doesn’t reflect the diversity of Australia.
Here are some key data points in relation to the ASX 300 which underpin this story:
• Only 1 in 7 CEO appointments went to women (down from 1 in 4)
• 25 companies have no women on their executive (up from 17)
• Women’s share of CEO pipeline roles is 18% (down from 20%)
• The percentage of companies setting gender targets fell from 44% to 39%
• Women from culturally diverse backgrounds are further underrepresented comprising only 23.5% of executive teams compared with 38.9% of adult women in Australia.
It’s clear progress is stalling. Indeed, the data shows it has been stalling since 2023.
These concerning findings are reflected in the experience of CEW members. For the first time, we asked our members what they were seeing in their workplaces. A third of those who responded to the survey told us they were seeing opposition to gender equity. Others who were in the camp of “no change” described a range of experiences from sustained commitment through to stalled progress and declining organisational ambition.
The dominant pattern emerging from the survey was not a wholesale rejection of gender equity, but rather a more subtle shift reflected in a gradual erosion of attention, resourcing and urgency. It seems gender equity is being crowded out by other organisational priorities.
So, how concerned should we be? As many of you may know, I’ve worked in the gender equity space for many years, from being the Senior Judicial Member of the NSW Equal Opportunity Tribunal to setting up WGEA to now being the President of CEW with many other roles in between. I’ve seen progress ebb and flow, but the current environment increases my concern, and the Census results need to be seen in the context of this environment.
For example, we’re seeing attacks on women’s rights such as women’s reproductive rights; we’re seeing extremely high rates of domestic, family and sexual violence, and we’re also seeing alarming misogynistic attitudes to women, especially among some cohorts of young men.
This is the broader societal context in which the Census results need to be viewed. When seen together, these various elements comprise a very disturbing trend which demands a strong response, and a re-doubling of our efforts to drive gender equity.
CEW will of course do what it can, and we’re looking to corporate Australia to work with us. The key question is: what kind of society does corporate Australia want to be part of, and what role is it prepared to play in shaping it? Will corporate Australia act on the clear evidence of the benefits of gender equity, reject the backlash and backsliding we see overseas and be true to the Australian value of the fair go? It’s a matter of choice.
Corporate Australia employs millions of Australians and what it tolerates, and what it stands for, set the norms that ripple through our institutions and communities. Corporate leaders need to contribute to creating equitable, inclusive environments as part of their social licence to operate in our community. On a more practical level, this makes organisations more attractive as a place to work. Younger generations are often very discerning about where they work, and the values of an organisation factor into their decision-making.
Achieving gender equity in workplaces is no different to achieving other business objectives. It requires strong and sustained leadership from the top, focus on the areas which will drive change and disciplined accountability. Transparent reporting of progress is also very important.
Setting gender targets in relation to leadership positions is particularly effective in driving change. Companies that set these targets are 4 times more likely to have a gender-balanced executive team.
In light of the Census results, CEW is calling for corporate leaders to act on five priorities:
1. Set and publish 40:40:20 gender targets (that is, at least 40% women, 40% men and 20% of any gender) for executive teams, CEO pipeline roles and succession pools, and link them to executive remuneration.
2. Build gender-balanced CEO pipelines at every stage of succession planning, with women moved deliberately into profit and loss roles.
3. Address pushback and backlash against gender equity, both publicly and inside the organisation.
4. Create flexible, safe, inclusive workplaces.
5. Broaden the leadership blueprint by challenging definitions of CEO readiness that privilege a single career pathway.
In summary, the results of the 2026 Census are both disappointing and concerning. Hard-won gains can no longer be taken for granted. We must recognise the challenge these results present and re-double our efforts to work collaboratively to achieve gender equality for the benefit of all.
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About Chief Executive Women
Since 1985, Chief Executive Women (CEW) has influenced and engaged all levels of Australian business and government to remove the barriers to women's progression and ensure equal opportunity for prosperity. CEW's 1,400 members represent Australia's most senior and distinguished leaders across the country's largest private and public organisations, collectively overseeing over 1.3 million employees and $749 billion in revenue.