Paris – March 2, 2026 – France’s “Rixain” law, mandating a minimum of 30% representation of each gender among executive and governing bodies of companies with over 1,000 employees, reached its first compliance deadline on March 1st. While initial data suggests progress towards numerical parity, particularly within the CAC 40 and SBF 120 indices, a significant gap remains in achieving true gender equality at the highest levels of corporate leadership.
A recent barometer published February 19th by IFA and Ethics & Boards indicates that feminization of executive committees and boards of directors has reached approximately 31% in the CAC 40 and 30% in the SBF 120. Yet, the report reveals a stark disparity in top leadership positions: no female CEOs currently lead companies within the CAC 40, with only two female presidents of the board and five female directors general.
Experts suggest that France is adept at achieving representational percentages but continues to struggle with placing women in the most powerful executive roles. This discrepancy points to deeper, systemic barriers that extend beyond simple numerical targets. Recent research, including a study conducted by Ateliers entreprise et mixité with Ipsos-BVA, demonstrates that female managers express a strong desire for executive responsibilities and view access to power positively, recognizing its potential benefits.
The perceived disadvantages of power, however, appear to weigh more heavily on women. The study highlights a greater awareness among female managers of the potential drawbacks associated with holding high-level positions, making the pursuit of power less appealing. Obstacles to advancement are numerous, beginning with the practice of co-option, where succession planning often occurs within closed circles, favoring candidates who mirror existing leadership profiles. This process, often unconscious, effectively limits opportunities for diverse candidates.
Gender biases in performance evaluations also contribute to the problem. Studies involving tens of thousands of employees reveal that comparable behaviors are interpreted differently based on gender. Assertiveness is often perceived as “leadership” in men, but as “aggressiveness” in women. Similarly, caution is viewed as “risk assessment” for men, while being labeled as “lack of ambition” for women. These subtle biases can significantly impact career trajectories.
The issue of voice and visibility also remains a challenge. Numerous accounts describe situations where ideas presented by women are overlooked until repeated or rephrased by male colleagues, or where interruptions serve as an implicit means of controlling the conversation. The disproportionate burden of domestic and family responsibilities, which continues to fall primarily on women, creates a deficit in professional time and psychological well-being, making their ascent to leadership more arduous.
A persistent cultural association of power with masculinity also plays a role, with some women reporting a require for implicit approval from male leaders before pursuing advancement. This suggests that deeply ingrained societal norms continue to influence perceptions of leadership and limit opportunities for women.
While the Rixain law’s regulatory constraints are deemed necessary, they are not sufficient on their own. Experts emphasize the need to actively encourage and support women’s advancement into positions of power. This includes redefining the image of power to be compatible with a balanced lifestyle, moving away from the expectation of constant availability and towards a model that values both competence and interpersonal skills.
organizations must actively dismantle existing barriers by calibrating performance evaluations, increasing transparency in succession planning and addressing the unequal distribution of operational responsibilities. They must also address behaviors that stifle women’s voices and treat parental leave as a managerial issue, rather than an individual hardship. The law has shifted the glass ceiling, but now organizations must change the rules of the game to ensure that diversity extends beyond mere representation to genuine shared power.
