Key actions Nuanced understanding of root causes Jordan’s economy operates below its full potential, hindered by several factors, including the low participation of women in the economy, which is reflected in limited access to finance for female entrepreneurs and low representation of women in leadership roles. Bank al Etihad identified various barriers contributing to these gaps, such as gender stereotypes, financial illiteracy among women, excessive legal requirements and male-centric financial products. By addressing these gaps, Bank al Etihad aimed to unlock the country’s economic potential, driving innovation through a more diverse workforce. Bank al Etihad designed solutions for the context of Jordan, tailoring their financial products for women based on their needs and desires, such as removing the requirement for collateral when applying for loans and offering extended grace periods for new mothers on loan repayments. Additionally, the bank launched advisory and training services targeting women–led startups and SMEs covering various topics, including legal matters, HR, marketing, financial literacy and taxation, to support them in their growth. Internally, the bank introduced the Shorouq Comeback Program, a six-week career comeback programme for women who took a voluntary break of at least four years to care for children or family. The programme provides mentorship, tailored training and hands-on experience to facilitate their transition back to the corporate world. Since launch, 45% of participants have successfully re-entered the workforce, either by securing employment or starting their own businesses. Additionally, the bank revised its Anti-Bullying and Non-Discrimination framework and improved HR policies and practices to reduce biases.1 Meaningful definition of success The company aims to achieve a 50/50 female-male representation in its overall portfolio within the next five years. Additionally, it has made several internal commitments, including increasing female representation in the workforce and on the Board, launching a reboarding (career comeback) programme for women who left their careers due to caregiving responsibilities, and collecting gender-disaggregated data to monitor progress. 2 Accountable and invested business leaders The initiative is led by a female CEO who serves as a role model for employees, demonstrating that leadership roles are achievable . She holds monthly meetings with the team overseeing the initiative to review progress and has prioritized this initiative as a key pillar of the bank’s core business strategy. In addition to its genuine commitment to gender equality, Bank al Etihad has identified a market opportunity in financial products tailored for women entrepreneurs. Not only is the bank a pioneer in this field in Jordan, but it has also observed trends within this target group, such as being more risk-conscious when taking loans and more diligent in saving, which presents a significant business opportunity. Furthermore, Bank al Etihad has seen reputational benefits, attracted top talent and built stronger relationships with customers and communities. 3Solution designed for context 4 The key metrics to measure the progress of the initiative are: 1) access to financing for women, measured by the percentage of women’s loan portfolio relative to the total loan portfolio; 2) financial inclusion of women, measured by the number of female clients relative to the total number of clients; 3) internal female workforce representation; and 4) female representation on the Bank al Etihad Board of Directors. To ensure rigorous tracking and the ability to make course corrections, Bank al Etihad reports this data monthly, with quarterly reviews by the management team. Since the launch of the initiative, the bank has been collecting gender- disaggregated data, enabling a gender-focused lens in their internal metrics and dashboards to inform decision-making and make adjustments when needed. Rigorous tracking and course correction 5 Bank al Etihad targets a 50% representation of women in all areas: clients, employees and leadership. It recommends using equitable HR policies, diversity targets, merit-based recruitment and diverse hiring panels. Organizations should understand local challenges and cultural context, addressing barriers like financing access and stereotypes. Keys to success include strong leadership, data-driven tracking, tailored solutions that support women’s financial inclusion and advancement , and embedding a gender lens in decision-making .Advice for others and next area of focus 17 Diversity, Equity and Inclusion Lighthouses 2025

Diversity Equity and Inclusion Lighthouses 2025