Feminisation of CSR and ESG roles in Pakistan

Women are disproportionately found in Corporate Social Responsibility (CSR) and Environmental, Social and Governance (ESG) roles in Pakistan's corporate scene. Between 2016 and 2018 alone, the proportion of female representation on boards of directors in certain regions increased from 6.6 per cent to 23.7 per cent, eventually reaching 25.4 per cent.

Although these fields are becoming more and more important in global business strategy, their feminisation begs important issues about gender stereotypes and leadership paths inside corporate systems.

Though it also runs the danger of supporting stereotypes that limit women to roles thought of as extensions of social work rather than central business functions, the growing presence of women in sustainability roles may suggest progress toward gender inclusion.

Women dominate CSR and ESG roles mostly because these fields align with conventional feminine traits. Studies show that women are more sensitive to social and environmental issues, which qualifies them for roles needing ethical considerations and involvement of stakeholders.

Their experiences negotiating both business and social spheres help them control the complexity of sustainability projects. Research also shows that companies with female directors show better CSR performance, so supporting the belief that women add special value to these fields. It is not surprising that businesses use this apparent strength — that of sustainability — by assigning women to spearhead such projects as it becomes strategically important.

Social norms also have a big influence on this trend in Pakistan. Men continue to predominate in the corporate world, particularly in positions involving financial, operational and strategic decision-making.

On the other hand, CSR and ESG, which are frequently seen as ancillary to profit-driven business operations, give women a way to enter the corporate leadership field. These positions are commonly linked to social impact, ethical governance and community development — areas that are typically associated with women's perceived nurturing and compassionate traits.

Although this association makes women more visible in organisations, it may also prevent them from rising to more senior leadership roles.

The overrepresentation of women in sustainability roles has also been influenced by organisational and regulatory efforts to increase gender diversity. With regulatory frameworks supporting gender diversity on boards, efforts to increase female participation in corporate governance have accelerated in recent years.

The relationship between female leadership and sustainability is further supported by research on Pakistani companies, which shows that gender-diverse boards are more likely to participate in extensive CSR and ESG initiatives.

As a result, women are now strategically placed in positions that complement larger narratives about corporate social responsibility. The question still stands, though, as to whether this placement is actually empowering women or merely relegating them to a particular corporate role.

The feminisation of sustainability runs the risk of strengthening gender biases even though it may offer a route for women to hold corporate leadership positions.

This phenomenon is similar to the historical trend of women being restricted to positions in communications and human resources, which are viewed as auxiliary rather than essential to the expansion of businesses. As a result, while CSR and ESG give women leadership opportunities, they may also act as a glass ceiling, preventing them from achieving more powerful executive positions.

Nonetheless, there are positive instances that contradict these gendered presumptions. Projects like Karachi's Roshni Baji programme show how women can break free from gender norms and work in fields that are traditionally dominated by men.

By educating women to become electricians, this programme transforms ideas about gendered labour and positions them as leaders in their communities. The CSR4Women initiative by UN Women also emphasises the significance of corporate involvement in women's economic empowerment, promoting broader roles that incorporate women into mainstream economic activities instead of limiting them to sustainability-related tasks.

In the end, the argument over women's overrepresentation in CSR and ESG positions is about influence and power in corporate structures. Although these positions enable women to contribute significantly, they shouldn't be the norm for female leaders.

Businesses must make sure that women's skills and leadership potential are acknowledged in every department of the company, from operations and technology to strategy and finance. This calls for intentional policies that support gender diversity in sustainability roles and provide women with opportunities to advance into C-suite roles.

Redefining sustainability leadership in a way that goes beyond gendered presumptions is the way forward. Women should be leaders in all fields where strategic choices are made, not just in positions that fit in with conventional social norms. Only then will it be possible to achieve meaningful and long-lasting gender diversity in corporate leadership.