Introduction

The report explains why a gender perspective is essential for women’s financial inclusion and improved institutional performance. Women remain the largest underserved financial segment despite demonstrating higher repayment rates, stronger saving behaviours, and substantial domestic financial influence. Gender-neutral products often reflect male norms, contributing to exclusion; for example, crash-test standards designed around male bodies result in women facing a 47% higher risk of serious injury. The report outlines five institutional “intentionality levels”, from negative to transformative, and proposes a structured process centred on understanding gender dynamics, building capacity, addressing internal biases, designing inclusive products, and measuring progress.

Chapter 1: Guidelines for financial institutions to adopt a gender perspective in financial inclusion

Part I. Changes at the board level

Boards should embed gender inclusion in strategic plans and mandate mainstreaming across the institution. Recommended actions include board training, assessments of gender gaps, and approval of a gender policy with defined objectives. Boards should promote gender balance through transparent selection, equitable remuneration, and quotas if needed. They must allocate sufficient resources for implementation, including budgets for data improvements, policy design, and external specialist support. Clear communication of commitments to staff, customers, investors, and regulators strengthens accountability.

Part II. Changes at the management level

Management should appoint a senior gender lead supported by a cross-functional team. A comprehensive diagnostic of policies, systems, processes, algorithms, and staff structures is advised to identify gender gaps. Institutions must collect and analyse sex-disaggregated data on remuneration, promotions, product ownership, usage, delinquency, complaints, and digital behaviour. Management should set measurable, time-bound KPIs—such as increasing women’s representation in management or raising women’s uptake of financial products. Operational adjustments, including updating procedures, revising scoring models, training staff, and modifying incentives, are required. A designated gender specialist team should support product development and internal capability building.

Part III. Changes at the staff, communications and products level

Institutions should identify gender biases in recruitment, career progression, performance evaluations, and workplace culture via surveys and process reviews. Recommended actions include anonymised applications, gender-balanced hiring panels, diverse candidate pools, equal-pay policies, and zero-tolerance rules for harassment. Case evidence shows impact: Banorte increased women in management from 20% to 25%, while Citibanamex reduced post-maternity attrition from 30% to 1%.

Training should cover gender norms, unconscious bias, inclusive customer engagement, and relevant regulatory requirements. Leadership, mentoring, and development programmes should support women’s advancement. Men are encouraged to act as allies by promoting equitable participation and respectful communication.

Communications must use inclusive language, avoiding stereotypes in internal materials and marketing. Policies and manuals should be reviewed to eliminate discriminatory assumptions.

Product teams should use sex-disaggregated data and market research to identify women’s needs, behaviours, and barriers such as mobility constraints, privacy concerns, limited digital access, and restrictive social norms. Institutions should build customer archetypes, assess demand, and identify commercial opportunities. Adjustments may include simplified documentation, use of alternative data, gender-sensitive credit scoring, safer and more convenient physical access points, improved digital usability, and tailored communication channels. Partnerships with organisations offering non-financial services—training, networks, digital tools—can strengthen value propositions for women.

Chapter 2: Success indicators for implementing a gender perspective in women’s financial inclusion

A. Quantitative indicators

Indicators include women’s workforce representation, pay equity, product ownership, usage levels, complaints, delinquency rates, portfolio share, and revenue contribution.

B. Indicators for measuring short-term effects

Short-term indicators cover shifts in staff awareness, early improvements in workplace equality, increased adoption of gender-sensitive products, and reductions in complaints or attrition.

C. Indicators for measuring long-term effects

Long-term indicators include workplace satisfaction, women’s progression into senior roles, growth in female customer portfolios, enhanced product suitability, and stronger institutional performance metrics.

D. Qualitative research

Surveys, interviews, focus groups, and mystery shopping provide insights into staff and customer experiences, barriers, and perceptions of fairness.

E. External studies

Institutions should use external gender indexes, national surveys, and industry benchmarks to contextualise their progress.

Final considerations

Institutions vary in capacity and will progress at different speeds. Pilot projects, technical assistance, shared tools, and coordinated sector efforts can accelerate gender integration. Collaboration among financial institutions, regulators, and industry associations is encouraged to support system-wide advancement in women’s financial inclusion.