The Sustainable Development Goals – SDG#5 Gender Equality

Introduction

The 2030 Agenda for Sustainable Development, adopted by all member states of the United Nations in 2015, is a shared blueprint for people and the planet, intending to achieve peace and prosperity for all. The Sustainable Development Goals (SDGs) is a call to action, to develop innovative solutions to some of the world's most complex, societal, and environmental challenges. Businesses play a crucial role in forging this path, and since family businesses account for more than two-thirds of businesses worldwide and contribute to 70–90% of the world's gross domestic product (GDP), we believe it is important to showcase the role they play in facilitating the achievement of these SDGs.

The 2030 Agenda for Sustainable Development is a call to action for all countries to address ‘the global challenges of poverty, inequality, climate change, environmental degradation, peace and justice’. These challenges are identified by 17 SDGs as depicted in Fig. 1 and within the SDGs are a total of 169 targets. These 17 SDGs acknowledge that ending poverty and other global challenges need strategies that improve health and education, reduce inequality, and spur economic growth – all while tackling climate change and working to preserve our oceans and forests (United Nations, 2021).

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Fig. 1.

17 Sustainable Development Goals.

This book makes an important contribution to research on family businesses by highlighting how businesses can make valuable contributions towards sustainable development and in particular SDG#5 Gender Equality. There are several streams of research emerging in the literature on family business and sustainability that are relevant to this book. Ferreira et al. (2021) identify four streams of research in family business and sustainability: family business capital, family business strategy, family business social responsibility, and family business succession. The case study approach of this book provides insights into how SDGs can be used to advance the family business's sustainability strategy and social responsibility concerning Gender Equality. How a family's trans-generational sustainability intentions positively influence the strategy of the business and the family's concern for its reputation has been identified as a driver of sustainability in family businesses. Additionally, family businesses routinely combine innovation and tradition to achieve and maintain a sustainable competitive advantage.

The COVID-19 pandemic had the effect of demonstrating that family businesses are more resilient and operate more sustainably than standard businesses (such as the shareholder approach). The reason for this lies in family businesses generally taking a long-term perspective on stakeholder relationships and the real need for long-term continuity planning to sustain the people within their businesses. The people in their business are most likely to be family members – women being an important part of the leadership of many family businesses. However, like all businesses, the COVID-19 pandemic placed financial pressures on family businesses. One needs to ask the question: How then can family businesses extend their capacity to operate more sustainably and with more social impact during times of business stress? Well, family businesses can offer unique insights into how sustainability and social impact can be part of the regenerative response to the impacts of the COVID-19 pandemic and the regenerative response to sustainability challenges. The idea for the book came from two observations. The first observation was that family businesses that had sustainability at their core were performing well despite the impacts of the pandemic. The second observation was that the SDGs were being used as a framework for regeneration after the impact of the COVID-19 pandemic.

The global pandemic of COVID-19 has presented challenges to those working towards achieving the goals. The social and economic impacts of COVID-19 are predicted to increase the divide between people living in rich and poor countries (UNEP, 2020). However, if there can be concerted action using the blueprint of the SDGs, then human development can exceed pre-COVID development trajectories (UNEP, 2021). What is needed is a combination of political commitment from all levels of government, investment in green economy initiatives, socially oriented innovation and a (re)focus on the purpose of business to align with SDGs. Fig. 1 shows the 17 SDGs.

The importance of family businesses in their contribution to SDGs can be envisaged in several ways. Firstly, many family business owners emphasise that the SDGs align with their core values and legacy-building efforts. They use the goals as a chance to align their business activities with a greater purpose and create a positive impact in their communities. Because of the nature of family businesses, they adopt a business purpose that provides a legacy for future generations. This results in a long-term perspective on business development and strategy. Family businesses also recognise that addressing the SDGs can enhance relationships with stakeholders, including customers, employees and local communities. Contributing to the achievement of the SDGs can foster goodwill and strengthen their reputation because of the external focus on global goals as opposed to just their own business goals (Barrett, 2017).

For family business owners who seek to transform their business models, the SDGs are a source of inspiration for innovation. The integration of sustainability into their business strategies can lead to the development of innovative products, services and business models that contribute to the greater good as well as create business value. Family business owners also use SDGs to identify and mitigate risks associated with environmental, social and governance issues. By addressing these challenges as a future-oriented strategy, they aim to ensure the resilience and long-term success of their businesses (Bauweraerts et al., 2022; Muhmad & Muhamad, 2021). Family businesses that are aligned with the SDGs are more likely to have a positive impact on their financial performance (Muhmad & Muhamad, 2021). Consumers and investors increasingly favour companies that demonstrate a commitment to sustainability. Lastly, many family businesses see themselves as ethical leaders, and their commitment to ethical decision-making and responsible business conduct is enacted through business alignment and contribution to SDGs.

Challenges Facing Businesses in the Achievement of SDG#5

While having the potential to contribute to the achievement of SDG#5 related to gender equality and the empowerment of women and girls, family businesses may also encounter several challenges in their efforts. Family businesses may operate within cultural contexts where traditional gender roles and norms persist that hinder the adoption and commitment to the goal. In such situations, challenging these norms and promoting gender equality in a family business might face resistance from other family members, employees and the broader community. Succession is also an issue for SDG#5. Family businesses often face succession challenges, and traditional male-dominated values and attitudes might influence decisions about who takes over leadership roles. How to break the cycle of male-dominated leadership is a key question for equal opportunities for women in leadership. Family businesses often demand significant time and commitment, which can create challenges for women seeking a work–life balance. This is especially the case if caregiving responsibilities are disproportionately placed on them, and there are no equitable systems of caregiving to counter this impact.

There also might be limited access to education and training opportunities in some countries, and this can impact women's ability to contribute effectively to the family business and broader gender equality goals. Legal frameworks or cultural norms might limit women's rights, inheritance and property ownership, affecting their ability to engage fully in the family business and decision-making. Women might be under-represented in certain sectors or industries where family businesses operate. This can limit their access to networks, resources and mentorship opportunities. Like other businesses, family businesses may struggle with addressing gender pay gaps because of entrenched values and attitudes but also because of the imbalance of caregiving and its impact on the career advancement of women.

Lack of awareness and mindset changes are another challenge. Some family business owners might not fully recognise the importance of gender equality or may not be aware of the benefits it can bring to the business and society. Implementing gender equality initiatives may require changes in policies, practices and mindsets. Resistance to change, especially from traditional stakeholders, can hinder progress. The lack of resources in small to medium enterprises can limit investment in gender equality programs, training and resources. This also extends to the potential lack of resources for measuring the impact of gender equality initiatives and determining their direct influence on business outcomes. Disruptions such as the COVID-19 pandemic can also have an impact on the resources of a family business to innovate and transform culture and processes around SDG#5.

Despite these challenges, family businesses can overcome them by leveraging their strengths, values and commitment to long-term sustainability. Engaging in partnerships, seeking external expertise, gradually implementing changes and aligning gender equity initiatives with core business values can help family businesses make meaningful contributions to SDG#5 while addressing the challenges they may encounter.

The Book Chapters

The book series aims to contribute positively to providing evidence of the role of family businesses in effectively contributing to the SDGs. The family business case studies display support and provide some evidence of how they embody the principles of an SDG in their operations, culture and/or business philosophy. This book is one of a 17 vignette book series in which each book is comprised of a set of short, easy-to-read family business cases related to the unique SDG being discussed in the book. The format of the book series allows the works to be accessible to those working in the field beyond academia such as family business practitioners, family business owners, family business advisors, government and business policymakers, members of non-governmental organisations (NGOs), business associations and philanthropic centres, as well as to those who have a general interest in entrepreneurship and business.

The chapters in this book focus on businesses that have prioritised SDG#5 Gender Equality. The first chapter features Hacienda Las Flores, which is located in the city of Jutiapa in Honduras, Central America. Founded in 2011, it produces a unique collection of artisan and healthy chips made from natural ingredients without preservatives. It also uses 100% Honduran ingredients. Importantly for this chapter, the company was created by women and supports women in their personal and professional development. The authors are Karen Dubon who is the CEO and legal representative of Luna Inversiones (real estate) and Bay Island Harvest S de RL where the products of the Hacienda Las Flores and Paraiso brands are marketed and distributed. Silvia Paz is the CEO of Inversiones S y B S de RL (Hacienda Las Flores) since 2011. Dr Allan Discua Cruz is a member of the Pentland Center for Sustainability in Business and director of the Center for Family Business at Lancaster University Management School, United Kingdom.

The authors make the point in the chapter that the activities of women entrepreneurs and leaders in the creation and development of family businesses are often invisible and fraught with diverse paradoxes in Latin America. Despite this lack of visibility, women in Honduras have played a fundamental role in all social, economic and cultural aspects of the country and have become key actors in the creation and continuity of family enterprises. This case aims to show that family businesses in Latin America can be part of the inclusion and empowerment of women through guidance based on SDGs, specifically SDG#5. The company aligns with SDG#5 through the economic empowerment of women, providing equal pay for women and ensuring women also benefit from the supply chain of their products. The company encourages collaborators to participate in local initiatives that promote gender equality and the empowerment of women, such as motivational talks in schools and colleges.

The next chapter profiles a family business called Ballandean Estate Wines in Queensland, Australia. It is the oldest family-run winery in its local region and has passed the business on through five generations. Ballandean Estate Wines is home to two vineyards. Ballandean Estate, the original vineyard, is situated 800m above sea level and situated in Ballandean. In addition to selling wine as a product, Ballandean Estate Wines also offers an experience through the Cellar Door, as well as the barrel room. The family business proudly champions the women who lead the Ballandean Estate to where it is today. Within SDG#5 Gender Equality, target 5.5.2 is the proportion of women in managerial positions. This goal is evident within Ballandean Estate Wines which contributes positively to this target and has done so for generations. Over the generations, women in the family business have been leaders in the business. The women within the family note that they never felt like they couldn't do anything, be businesswomen or choose to work how they wanted to work. They commented that gender barriers never felt like a ‘thing’.

The next family business profiled is the Stanglwirt in Austria. This company is an award-winning 5-star green spa hotel and includes a wellness resort located on its farm. The company is family-led and owned by the Hauser Family in the 10th generation and was founded in 1609. The Stanglwirt successfully integrates SDG#5 on gender equality and empowerment. The history of the Stanglwirt displays a unique tradition in female leadership and role models. Many managerial positions at the Stanglwirt are taken by women, and this is due to a shared understanding built based on mutual trust, teamwork and focusing on individuals' abilities rather than any other attribute, such as kinship. The Stanglwirt constitutes a best practice example for a family business that prioritises gender equality. At the Stanglwirt, the share of women in managerial positions is around 80%. Studies show that in Europe and North America, female managers amount to less than 40% on average (United Nations, 2023). The Stanglwirt is a leading family firm when it comes to the inclusion of female successors and managers. The authors of this chapter illustrate the values and position of the family business. They state that the company does not need to explicitly make gender equality a subject of discussion at the Stanglwirt as it is perceived as a natural component of the company's success. The Stanglwirt values confidence, trust and proactiveness, as put by one of the children. Hence today, the staff is naturally balanced according to their gender division.

The next chapter illustrates how gender equality and women's empowerment are exemplified in a small company called the Eather Group based in Australia. The company described is engaged in heavy haulage, earthmoving, material supply and disposal and crushing and screening processes. This chapter is pertinent in that there is a substantial gender gap in the transport industry, internationally, women represent 17.3% of the transport industry workforce, while just 9.5% of those working as machinery drivers and operators are females. The central message in the chapter is that gender equality is an objective attainable by companies in industries that traditionally have a large gender gap in employment. The principal actors, in this case, are Peter Eather, founder and managing director, his wife, Sally-ann, general manager and their daughter, Divinia, marketing manager. The latter is also the co-author of the chapter. This case study showcases women's involvement in a family business through the story-telling approach. Marketing and human resources (HR) strategies and goals explicitly discuss gender equality and are active parts of the business model. Financial strategies allow for training programs and related community initiatives to drive the gender goals of the business. The business model has strong gender values underpinning business operations to the point where supervisors are held accountable for achieving the company's vision for a more balanced workforce.

The last chapter profiles the family business Technica International. The company is a Lebanese family business founded by Mr Tony Haddad. As an engineering and automation solution company, Technica International is aware that engineers and technicians in the industry are mostly male. This is because females were particularly under-represented in science, technology, engineering and mathematics (STEM) education and, consequently, in STEM careers. Despite a general under-representation, the company is a showcase of positive motivation for, and engagement in, gender equality and women's empowerment. Technica International seeks to improve gender equality and women's empowerment within its business. The case first highlights the active involvement of the daughter of the founder, Cynthia Abou Khater, who joined the business in 2007 and who is currently Vice President overseeing the Strategy, Information Technology and HR departments. Cynthia was actively instrumental in attracting more female talent to the company and in developing an organisational environment that is conducive to women.

This final chapter focuses on the efforts of Technica International to promote gender equality in the organisation, and it examines the initiatives and practices adopted by the company to achieve this goal. Cynthia was influenced by her own experiences as a highly qualified woman and mother who was discriminated against in the labour market, and she wanted to do things differently at Technica International. When Cynthia started working at Technica International, there were no special policies in place for women. She understood that greater gender equality could create a positive effect on the company, leading to fresh perspectives, new ideas and a pleasant environment for both women and men working at the company. She recognised the need to provide support, especially for young women who just started a family to balance work and life.