Gender balance on boards: the Norway experience: we wanted more equality and we were not afraid of applying profound political will to make it happen.

• Author: Lysbakken, Audun
• Position: BOARD COMPOSITION

BEFORE I GIVE AN OVERVIEW of what we did with gender quotas on company boards in Norway, let me start by underlining the importance of gender equality as a prerequisite and key factor for economic growth. My main point is this: If we neglect to empower women, we pay for that neglect by weakening our country's economic performance. It is as simple--and yet, as complex--as that.

Earlier this year I participated in the U.N. Commission on the Status of Women meeting held in New York. The U.N. data are clear: Countries that suppress--or do not--include the advancement of girls and women are lagging behind. They are slowing down their development and will continue to do so until they unleash and support the talent and potential of women, and back such policy change with adequate funding.

[ILLUSTRATION OMITTED]

The cost of gender inequality for national economies is not only indecent and wrongful toward women of the world, it's simply not smart economics. Strong indicators show that gender equality leads to economic growth and prosperity. Women's employment boosts GDP.

Only through improvement of health, access to education, absence of violence, and changed attitudes among boys and men will girls and women all over the world have the opportunity to gain real economic rights.

The road to prosperity and equality

Norway became prosperous because we developed a public welfare society. Our public welfare policies were crucial for women's liberation and gender equality, for two reasons: 1) welfare sector jobs provided a lot of opportunities for women, moving women from the informal economy (homemaking, agriculture, etc.) to the formal economy; and 2) in the public sector it was possible for most women to combine labor market participation with family responsibilities.

This can only be achieved if governments, in collaboration with employers and employee organizations, agree upon enabling structures and reforms. Such structures would allow women--and men as well--the choice to combine family and children with professional lives.

Since the 1950s Norwegian politics have paved the way for making women visible in the labor market and eligible for high positions in the economy and decision-making processes.

Our policies provide for greatly extended and improved parental leave rules and benefits; flexibility in work-life when having young children; and a rapid build-up in kindergartens and day-care centers. Look what these strategies have produced: Norway is today one of the frontrunners--No. 3 in the world--in the level of equality between women and men.

Eighty percent of all women aged 25 to 66 are in the labor force. Norway has one of the highest birthrates (1.98 children per woman) among the industrialized countries. Yet most mothers are in the labor force--approximately 75% with children under 3 years of age...