Meat Business Women | Gender Representation Research 2023

Welcome

Meat Business Women is the global professional community for women working across the meat industry. Assuring the sustainability of our sector by attracting and retaining the best possible talent. We are undertaking research for Meat Business Women Gender Representation 2023. This piece of work is essential for the global meat industry and will track progress against our trailblazing report in 2020 (here) which was instigated by the United Nations. In a nutshell, the research will track how many women are working in the global meat sector and the enablers and barriers to grow the talent pipeline.

This is your opportunity to input into the research and play your part in shifting the culture in our sector and we want to hear your views!

The survey will take less than 10 minutes to complete and is hugely important for our industry.

Thank you.

Data usage:

All information obtained during the study will be treated with the strictest confidence. All information will be stored anonymously. Your data will be aggregated at industry and country level, and individual organisations data will not be identifiable. Participants are entitled to withdraw their consent to participate and discontinue participation without prejudice, at any time until the data is processed. Data is deemed to be processed when the aggregated data for is compiled.

Data will not be reported at an individual business level, or in any way that makes your organisation identifiable. Data will be presented at an industry and country level. We may also do some analysis by size of organisation.

Any questions please contact info@meatbusinesswomen.org

Question Title

* 1. Are you responding to the survey as

Someone who identifies as a woman, who currently works in / with the meat sector

Someone who identifies as a man, who currently works in / with the meat sector

Someone who identifies as non binary or another gender who currently works in / with the meat sector

Someone who identifies as a woman and not currently working in / with the meat sector

Someone who identifies as a man and not currently working in / with the meat sector

Someone who identifies as non binary or other and not currently working in / with the meat sector

Other (please specify)

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* 2. Which country are you based in? If you are responding on behalf of an organisation please select the country you are headquartered in.

Ireland

Australia

New Zealand

Other (please specify)

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* 3. If you are currently working, which organisational level best describes your role? If you are responding on behalf of an organisation select your own level in the organisation.

Unskilled / labourer: for example basic admin level, packing on a line

Skilled: Qualified in their field with no significant line management responsibilities

First line manager: The first tier of line managers e.g. supervisors and team leaders

Middle manager: The second tier of line managers, who manage managers and / or multiple teams and / or specialist functions

High level executive: Direct reports to Board level managers or directors

Board level Director: Director report to the CEO / MD, responsible for organisational strategy and performance

CEO / Owner: The most senior executive leader in the organisations

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* 4. For each statement below rate how much of a barrier this is to achieving gender representation in the meat sector, with 1 being not a barrier and 5 being a major barrier

	1	2	3	4	5	N/A
The industry is not attractive to women graduates	The industry is not attractive to women graduates 1	The industry is not attractive to women graduates 2	The industry is not attractive to women graduates 3	The industry is not attractive to women graduates 4	The industry is not attractive to women graduates 5	The industry is not attractive to women graduates N/A
Experienced women are not moving sectors to join the meat industry	Experienced women are not moving sectors to join the meat industry 1	Experienced women are not moving sectors to join the meat industry 2	Experienced women are not moving sectors to join the meat industry 3	Experienced women are not moving sectors to join the meat industry 4	Experienced women are not moving sectors to join the meat industry 5	Experienced women are not moving sectors to join the meat industry N/A
Women are not applying to join the business	Women are not applying to join the business 1	Women are not applying to join the business 2	Women are not applying to join the business 3	Women are not applying to join the business 4	Women are not applying to join the business 5	Women are not applying to join the business N/A
Women who apply to join the business are not seen as a good ’fit’ in the sector	Women who apply to join the business are not seen as a good ’fit’ in the sector 1	Women who apply to join the business are not seen as a good ’fit’ in the sector 2	Women who apply to join the business are not seen as a good ’fit’ in the sector 3	Women who apply to join the business are not seen as a good ’fit’ in the sector 4	Women who apply to join the business are not seen as a good ’fit’ in the sector 5	Women who apply to join the business are not seen as a good ’fit’ in the sector N/A
Physical barriers - women are not perceived to be strong enough for the role	Physical barriers - women are not perceived to be strong enough for the role 1	Physical barriers - women are not perceived to be strong enough for the role 2	Physical barriers - women are not perceived to be strong enough for the role 3	Physical barriers - women are not perceived to be strong enough for the role 4	Physical barriers - women are not perceived to be strong enough for the role 5	Physical barriers - women are not perceived to be strong enough for the role N/A
Existing women employees are not considered suitable for promoted roles	Existing women employees are not considered suitable for promoted roles 1	Existing women employees are not considered suitable for promoted roles 2	Existing women employees are not considered suitable for promoted roles 3	Existing women employees are not considered suitable for promoted roles 4	Existing women employees are not considered suitable for promoted roles 5	Existing women employees are not considered suitable for promoted roles N/A
Existing women employees are not applying for promotions	Existing women employees are not applying for promotions 1	Existing women employees are not applying for promotions 2	Existing women employees are not applying for promotions 3	Existing women employees are not applying for promotions 4	Existing women employees are not applying for promotions 5	Existing women employees are not applying for promotions N/A
The organisation's working hours make it hard for those with caring responsibilities to progress	The organisation's working hours make it hard for those with caring responsibilities to progress 1	The organisation's working hours make it hard for those with caring responsibilities to progress 2	The organisation's working hours make it hard for those with caring responsibilities to progress 3	The organisation's working hours make it hard for those with caring responsibilities to progress 4	The organisation's working hours make it hard for those with caring responsibilities to progress 5	The organisation's working hours make it hard for those with caring responsibilities to progress N/A
There are not enough women who are ready to be promoted	There are not enough women who are ready to be promoted 1	There are not enough women who are ready to be promoted 2	There are not enough women who are ready to be promoted 3	There are not enough women who are ready to be promoted 4	There are not enough women who are ready to be promoted 5	There are not enough women who are ready to be promoted N/A
The way the business defines leadership excludes more women than men	The way the business defines leadership excludes more women than men 1	The way the business defines leadership excludes more women than men 2	The way the business defines leadership excludes more women than men 3	The way the business defines leadership excludes more women than men 4	The way the business defines leadership excludes more women than men 5	The way the business defines leadership excludes more women than men N/A
Women's performance is judged differently to their male colleagues	Women's performance is judged differently to their male colleagues 1	Women's performance is judged differently to their male colleagues 2	Women's performance is judged differently to their male colleagues 3	Women's performance is judged differently to their male colleagues 4	Women's performance is judged differently to their male colleagues 5	Women's performance is judged differently to their male colleagues N/A
Women have less sponsorship than their male colleagues	Women have less sponsorship than their male colleagues 1	Women have less sponsorship than their male colleagues 2	Women have less sponsorship than their male colleagues 3	Women have less sponsorship than their male colleagues 4	Women have less sponsorship than their male colleagues 5	Women have less sponsorship than their male colleagues N/A
There are not enough positive women role models	There are not enough positive women role models 1	There are not enough positive women role models 2	There are not enough positive women role models 3	There are not enough positive women role models 4	There are not enough positive women role models 5	There are not enough positive women role models N/A
The culture is not conducive to women feeling that they can be their best	The culture is not conducive to women feeling that they can be their best 1	The culture is not conducive to women feeling that they can be their best 2	The culture is not conducive to women feeling that they can be their best 3	The culture is not conducive to women feeling that they can be their best 4	The culture is not conducive to women feeling that they can be their best 5	The culture is not conducive to women feeling that they can be their best N/A
Diversity, inclusion and belonging are not seen as a priority issue	Diversity, inclusion and belonging are not seen as a priority issue 1	Diversity, inclusion and belonging are not seen as a priority issue 2	Diversity, inclusion and belonging are not seen as a priority issue 3	Diversity, inclusion and belonging are not seen as a priority issue 4	Diversity, inclusion and belonging are not seen as a priority issue 5	Diversity, inclusion and belonging are not seen as a priority issue N/A

Is there anything else you consider a major barrier?

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* 5. For each statement below rate how much of an enabler this is to achieving gender representation for women, with 1 being not an enabler and 5 being a major enabler

	1	2	3	4	5	N/A
Flexible working practices which enable work/life balance	Flexible working practices which enable work/life balance 1	Flexible working practices which enable work/life balance 2	Flexible working practices which enable work/life balance 3	Flexible working practices which enable work/life balance 4	Flexible working practices which enable work/life balance 5	Flexible working practices which enable work/life balance N/A
Paid maternity / adoption leave for women	Paid maternity / adoption leave for women 1	Paid maternity / adoption leave for women 2	Paid maternity / adoption leave for women 3	Paid maternity / adoption leave for women 4	Paid maternity / adoption leave for women 5	Paid maternity / adoption leave for women N/A
Paid parental / adoption leave for men	Paid parental / adoption leave for men 1	Paid parental / adoption leave for men 2	Paid parental / adoption leave for men 3	Paid parental / adoption leave for men 4	Paid parental / adoption leave for men 5	Paid parental / adoption leave for men N/A
Targeted women's development activities, e.g. programmes and coaching	Targeted women's development activities, e.g. programmes and coaching 1	Targeted women's development activities, e.g. programmes and coaching 2	Targeted women's development activities, e.g. programmes and coaching 3	Targeted women's development activities, e.g. programmes and coaching 4	Targeted women's development activities, e.g. programmes and coaching 5	Targeted women's development activities, e.g. programmes and coaching N/A
Formal mentoring and sponsorship programmes for women	Formal mentoring and sponsorship programmes for women 1	Formal mentoring and sponsorship programmes for women 2	Formal mentoring and sponsorship programmes for women 3	Formal mentoring and sponsorship programmes for women 4	Formal mentoring and sponsorship programmes for women 5	Formal mentoring and sponsorship programmes for women N/A
Women's network/employee group	Women's network/employee group 1	Women's network/employee group 2	Women's network/employee group 3	Women's network/employee group 4	Women's network/employee group 5	Women's network/employee group N/A
Presence of positive, senior women role models	Presence of positive, senior women role models 1	Presence of positive, senior women role models 2	Presence of positive, senior women role models 3	Presence of positive, senior women role models 4	Presence of positive, senior women role models 5	Presence of positive, senior women role models N/A
Peer support programmes, e.g. Lean In Circles	Peer support programmes, e.g. Lean In Circles 1	Peer support programmes, e.g. Lean In Circles 2	Peer support programmes, e.g. Lean In Circles 3	Peer support programmes, e.g. Lean In Circles 4	Peer support programmes, e.g. Lean In Circles 5	Peer support programmes, e.g. Lean In Circles N/A
Use of inclusive hiring practices, e.g. diverse short lists/candidate slates, gender balanced recruitment panels, clear hiring criteria	Use of inclusive hiring practices, e.g. diverse short lists/candidate slates, gender balanced recruitment panels, clear hiring criteria 1	Use of inclusive hiring practices, e.g. diverse short lists/candidate slates, gender balanced recruitment panels, clear hiring criteria 2	Use of inclusive hiring practices, e.g. diverse short lists/candidate slates, gender balanced recruitment panels, clear hiring criteria 3	Use of inclusive hiring practices, e.g. diverse short lists/candidate slates, gender balanced recruitment panels, clear hiring criteria 4	Use of inclusive hiring practices, e.g. diverse short lists/candidate slates, gender balanced recruitment panels, clear hiring criteria 5	Use of inclusive hiring practices, e.g. diverse short lists/candidate slates, gender balanced recruitment panels, clear hiring criteria N/A
Unconscious bias training for recruiters	Unconscious bias training for recruiters 1	Unconscious bias training for recruiters 2	Unconscious bias training for recruiters 3	Unconscious bias training for recruiters 4	Unconscious bias training for recruiters 5	Unconscious bias training for recruiters N/A
Unconscious bias training for line managers	Unconscious bias training for line managers 1	Unconscious bias training for line managers 2	Unconscious bias training for line managers 3	Unconscious bias training for line managers 4	Unconscious bias training for line managers 5	Unconscious bias training for line managers N/A
Inclusive leadership training for managers	Inclusive leadership training for managers 1	Inclusive leadership training for managers 2	Inclusive leadership training for managers 3	Inclusive leadership training for managers 4	Inclusive leadership training for managers 5	Inclusive leadership training for managers N/A
Creating a culture that is conducive to women feeling they can be their best	Creating a culture that is conducive to women feeling they can be their best 1	Creating a culture that is conducive to women feeling they can be their best 2	Creating a culture that is conducive to women feeling they can be their best 3	Creating a culture that is conducive to women feeling they can be their best 4	Creating a culture that is conducive to women feeling they can be their best 5	Creating a culture that is conducive to women feeling they can be their best N/A
Leaders proactively championing and sponsoring equality initiatives	Leaders proactively championing and sponsoring equality initiatives 1	Leaders proactively championing and sponsoring equality initiatives 2	Leaders proactively championing and sponsoring equality initiatives 3	Leaders proactively championing and sponsoring equality initiatives 4	Leaders proactively championing and sponsoring equality initiatives 5	Leaders proactively championing and sponsoring equality initiatives N/A
Leaders calling out and tackling behaviour that is disrespectful/discouraging to women	Leaders calling out and tackling behaviour that is disrespectful/discouraging to women 1	Leaders calling out and tackling behaviour that is disrespectful/discouraging to women 2	Leaders calling out and tackling behaviour that is disrespectful/discouraging to women 3	Leaders calling out and tackling behaviour that is disrespectful/discouraging to women 4	Leaders calling out and tackling behaviour that is disrespectful/discouraging to women 5	Leaders calling out and tackling behaviour that is disrespectful/discouraging to women N/A

Is there anything else you consider a major enabler?

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* 6. When it comes to inclusion more broadly, for example, cultural diversity, racial diversity, religious diversity, age diversity, disability diversity and diversity of sexual orientation, how well is the meat sector doing?

Less inclusive than other sectors

About the same as other sectors

More inclusive than other sectors

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* 7. Meat Business Women's 2020 research identified the five key themes. For each theme tell us whether things have a lot got worse, marginally worse, no change, marginally better or much better over the last 2 years

	A lot worse	Marginally worse	No change	Marginally better	Much better	N/A
Changing perceptions of the sector: The meat industry is reticent to tell its story and make people aware of the breadth of roles and opportunities that exist meaning women don't always see the sector as somewhere they'd like to work.	Changing perceptions of the sector: The meat industry is reticent to tell its story and make people aware of the breadth of roles and opportunities that exist meaning women don't always see the sector as somewhere they'd like to work. A lot worse	Changing perceptions of the sector: The meat industry is reticent to tell its story and make people aware of the breadth of roles and opportunities that exist meaning women don't always see the sector as somewhere they'd like to work. Marginally worse	Changing perceptions of the sector: The meat industry is reticent to tell its story and make people aware of the breadth of roles and opportunities that exist meaning women don't always see the sector as somewhere they'd like to work. No change	Changing perceptions of the sector: The meat industry is reticent to tell its story and make people aware of the breadth of roles and opportunities that exist meaning women don't always see the sector as somewhere they'd like to work. Marginally better	Changing perceptions of the sector: The meat industry is reticent to tell its story and make people aware of the breadth of roles and opportunities that exist meaning women don't always see the sector as somewhere they'd like to work. Much better	Changing perceptions of the sector: The meat industry is reticent to tell its story and make people aware of the breadth of roles and opportunities that exist meaning women don't always see the sector as somewhere they'd like to work. N/A
Moving inclusion up the agenda: Inclusion is still seen as an optional ‘nice to have’, rather than a key part of business strategy for many meat businesses. Where there is a drive for change, it often comes from outside the sector in the form of customer pressure or following the appointment of a senior leader from a more inclusive industry.	Moving inclusion up the agenda: Inclusion is still seen as an optional ‘nice to have’, rather than a key part of business strategy for many meat businesses. Where there is a drive for change, it often comes from outside the sector in the form of customer pressure or following the appointment of a senior leader from a more inclusive industry. A lot worse	Moving inclusion up the agenda: Inclusion is still seen as an optional ‘nice to have’, rather than a key part of business strategy for many meat businesses. Where there is a drive for change, it often comes from outside the sector in the form of customer pressure or following the appointment of a senior leader from a more inclusive industry. Marginally worse	Moving inclusion up the agenda: Inclusion is still seen as an optional ‘nice to have’, rather than a key part of business strategy for many meat businesses. Where there is a drive for change, it often comes from outside the sector in the form of customer pressure or following the appointment of a senior leader from a more inclusive industry. No change	Moving inclusion up the agenda: Inclusion is still seen as an optional ‘nice to have’, rather than a key part of business strategy for many meat businesses. Where there is a drive for change, it often comes from outside the sector in the form of customer pressure or following the appointment of a senior leader from a more inclusive industry. Marginally better	Moving inclusion up the agenda: Inclusion is still seen as an optional ‘nice to have’, rather than a key part of business strategy for many meat businesses. Where there is a drive for change, it often comes from outside the sector in the form of customer pressure or following the appointment of a senior leader from a more inclusive industry. Much better	Moving inclusion up the agenda: Inclusion is still seen as an optional ‘nice to have’, rather than a key part of business strategy for many meat businesses. Where there is a drive for change, it often comes from outside the sector in the form of customer pressure or following the appointment of a senior leader from a more inclusive industry. N/A
Tackling the broken career ladder: Men are more likely to progress than women at key career steps, such as between unskilled and skilled/first-line manager roles, and between mid-level leadership roles and the most senior leadership roles.	Tackling the broken career ladder: Men are more likely to progress than women at key career steps, such as between unskilled and skilled/first-line manager roles, and between mid-level leadership roles and the most senior leadership roles. A lot worse	Tackling the broken career ladder: Men are more likely to progress than women at key career steps, such as between unskilled and skilled/first-line manager roles, and between mid-level leadership roles and the most senior leadership roles. Marginally worse	Tackling the broken career ladder: Men are more likely to progress than women at key career steps, such as between unskilled and skilled/first-line manager roles, and between mid-level leadership roles and the most senior leadership roles. No change	Tackling the broken career ladder: Men are more likely to progress than women at key career steps, such as between unskilled and skilled/first-line manager roles, and between mid-level leadership roles and the most senior leadership roles. Marginally better	Tackling the broken career ladder: Men are more likely to progress than women at key career steps, such as between unskilled and skilled/first-line manager roles, and between mid-level leadership roles and the most senior leadership roles. Much better	Tackling the broken career ladder: Men are more likely to progress than women at key career steps, such as between unskilled and skilled/first-line manager roles, and between mid-level leadership roles and the most senior leadership roles. N/A
Strengthening networks and creating visible role models: There are less opportunities for women with leadership roles to network together. The absence of senior, women role models in the sector can send the message that senior roles are not available or suited to women.	Strengthening networks and creating visible role models: There are less opportunities for women with leadership roles to network together. The absence of senior, women role models in the sector can send the message that senior roles are not available or suited to women. A lot worse	Strengthening networks and creating visible role models: There are less opportunities for women with leadership roles to network together. The absence of senior, women role models in the sector can send the message that senior roles are not available or suited to women. Marginally worse	Strengthening networks and creating visible role models: There are less opportunities for women with leadership roles to network together. The absence of senior, women role models in the sector can send the message that senior roles are not available or suited to women. No change	Strengthening networks and creating visible role models: There are less opportunities for women with leadership roles to network together. The absence of senior, women role models in the sector can send the message that senior roles are not available or suited to women. Marginally better	Strengthening networks and creating visible role models: There are less opportunities for women with leadership roles to network together. The absence of senior, women role models in the sector can send the message that senior roles are not available or suited to women. Much better	Strengthening networks and creating visible role models: There are less opportunities for women with leadership roles to network together. The absence of senior, women role models in the sector can send the message that senior roles are not available or suited to women. N/A
The way we work doesn’t work: To encourage greater flexibility, the meat sector needs to challenge existing assumptions about job design and location and capitalise on the learnings from COVID-19.	The way we work doesn’t work: To encourage greater flexibility, the meat sector needs to challenge existing assumptions about job design and location and capitalise on the learnings from COVID-19. A lot worse	The way we work doesn’t work: To encourage greater flexibility, the meat sector needs to challenge existing assumptions about job design and location and capitalise on the learnings from COVID-19. Marginally worse	The way we work doesn’t work: To encourage greater flexibility, the meat sector needs to challenge existing assumptions about job design and location and capitalise on the learnings from COVID-19. No change	The way we work doesn’t work: To encourage greater flexibility, the meat sector needs to challenge existing assumptions about job design and location and capitalise on the learnings from COVID-19. Marginally better	The way we work doesn’t work: To encourage greater flexibility, the meat sector needs to challenge existing assumptions about job design and location and capitalise on the learnings from COVID-19. Much better	The way we work doesn’t work: To encourage greater flexibility, the meat sector needs to challenge existing assumptions about job design and location and capitalise on the learnings from COVID-19. N/A

Please share any thoughts about your responses

Meat Business Women | Gender Representation Research 2023

Welcome

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* 1. Are you responding to the survey as

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* 2. Which country are you based in? If you are responding on behalf of an organisation please select the country you are headquartered in.

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* 3. If you are currently working, which organisational level best describes your role? If you are responding on behalf of an organisation select your own level in the organisation.

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* 4. For each statement below rate how much of a barrier this is to achieving gender representation in the meat sector, with 1 being not a barrier and 5 being a major barrier

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* 5. For each statement below rate how much of an enabler this is to achieving gender representation for women, with 1 being not an enabler and 5 being a major enabler

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* 6. When it comes to inclusion more broadly, for example, cultural diversity, racial diversity, religious diversity, age diversity, disability diversity and diversity of sexual orientation, how well is the meat sector doing?

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* 7. Meat Business Women's 2020 research identified the five key themes. For each theme tell us whether things have a lot got worse, marginally worse, no change, marginally better or much better over the last 2 years

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* 8. If the meat sector could change one thing to increase the number of women in senior roles, what is it?

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* 9. How could Meat Business Women support you to achieve balanced gender representation?