Despite regulatory progress and growing social consensus around gender equality, the most recent data show that inequality between women and men in the workplace remains a structural reality. And it does not manifest itself solely through the gender pay gap, but also through unequal access to opportunities, career progression, job stability, work–life balance, and day-to-day workplace experiences.
Several studies published in late 2025 and early 2026 by European institutions and leading international consultancies paint a clear picture: the issue is not only how much women earn (which is also part of the problem), but how work is organised and who is able to advance within it.
The gender pay gap: a necessary but insufficient indicator
The gender pay gap is probably the most widely known indicator of gender inequality in employment. In the European Union, the average difference in gross hourly earnings between women and men stands at around 12%. This means that for every euro earned by a man, a woman earns approximately €0.88 (European Comission, Euronews, 2025).
This figure is often illustrated through Equal Pay Day: the symbolic date from which women are considered to be “working for free” until the end of the year in order to earn the same as men. In 2025, this date fell around 17 November in the EU, according to the European Commission.
However, when annual earnings are analysed, inequality is significantly greater. According to the Gender Equality Index 2025 published by the European Institute for Gender Equality (EIGE), women in the EU earn on average only 77% of men’s annual income. This gap is equivalent to women having to work 15 months and 18 days to earn what men earn in one year (EIGE, 2025).
The key point is that this gap cannot be explained solely by differences in hourly pay, but also by structural factors such as:
- Women’s greater presence in part-time employment,
- Higher concentration in lower-paid sectors,
- More frequent career interruptions linked to care responsibilities.
Promotion and leadership: the support that makes the difference
Beyond pay, one of the main drivers of inequality lies in access to career advancement. The Women in the Workplace 2025, report, published by McKinsey and LeanIn, explores this issue in depth in the United States. While the context is specific, its conclusions help explain dynamics that are common across many labour markets.
One of the report’s key findings is the role of sponsorship—active support from people in positions of power. The study shows that:
- only 31% of women in entry-level roles report having a sponsor, compared to 45% of men;
- over the past two years, employees with a sponsor were almost twice as likely to be promoted as those without one.
Importantly, the report also finds that the lower ambition often attributed to women virtually disappears when women receive the same level of support from managers and leaders. This reinforces the idea that the issue is not individual motivation, but structural conditions (McKinsey & LeanIn, 2025).
Work, care and burnout: an inequality that pushes women out of the system
The report Women @ Work 2025: A Global Outlook, by Deloitte, provides a global perspective based on a survey of 7,500 women across 15 countries, focusing on everyday work experiences, wellbeing and retention.
Some key findings include:
- only 5% of women surveyed expect to remain with their current employer for more than five years;
- 36% say they feel more stressed than they did the previous year;
- 25% have taken time off work due to mental health reasons.
Care responsibilities emerge as a central factor. Fewer than 2 in 10 women with childcare responsibilities report having access to affordable care services, and many continue to take on the majority of unpaid domestic work, even when working full time.
This context has a direct impact on the retention of female talent and on the continuity of women’s careers (Deloitte, 2025).
Organisational culture and experiences of non-inclusion
Gender inequality also affects the quality of workplace experience. According to the same Deloitte report:
- 34% of women report having experienced non-inclusive behaviours in their workplace over the past year, such as microaggressions or inappropriate comments;
- a significant proportion of respondents express low confidence that reporting these situations will lead to meaningful change.
These dynamics directly affect feelings of belonging, motivation and wellbeing, and help explain why many women choose to change employers or leave certain sectors altogether, even after reaching positions of responsibility.
Europe: slow progress and persistent inequalities
The Gender Equality Index 2025 places the EU’s average score at 63.4 out of 100, with wide differences between countries (ranging from under 50 points to over 70). No Member State has yet achieved full gender equality, and EIGE estimates that at the current pace of progress, it will take several decades to close existing gaps.
In this context, the EU has introduced measures such as the Pay Transparency Directive, which will require companies to strengthen reporting and accountability on pay before 2026. However, the data clearly show that regulation alone is not enough if it is not accompanied by meaningful changes in management models and organisational culture.
Conclusion: what can companies do?
The evidence from 2025 is clear: gender inequality in the workplace cannot be explained by a single factor, nor solved through a single action. To move towards more equitable work environments, organisations need to address the issue holistically.
Key evidence-based actions include:
- Standardising promotion and sponsorship processes, with clear criteria and gender-disaggregated monitoring.
- Embedding work–life balance and care into talent strategies as structural elements, not optional benefits.
- Taking decisive action against non-inclusive behaviours, ensuring effective reporting channels and consistent responses.
Going beyond the gender pay gap means recognising that equality is not just a matter of numbers, but of how work is organised, who makes decisions, and who is able to sustain a long-term professional career.
