Feature Article: The link between HIV and Violence Against Women

Published in The Female Report October 29, 2013

Sometimes studying sociology can be depressing, reading enormous amounts of information that usually tell a sorry tale of persistent and current inequalities against women.  One of the biggest issues continues to be the use of violence (and sexual violence) to maintain and sustain a power imbalance between men and women that limits a woman’s ability to negotiate safe sex.

I thought long and hard about posting this paper, but what I have noticed since studying Sociology is that much of the information that is actually informative resides in academia and is not accessible to everyone.  It is the accessibility of this information that I think will help to change our societies for the better, so I have resolved to post as much as I can for others to share.  Due to copyright laws, in many cases I can’t post the full articles, but I can reference them in my own writings and this is one of those articles.

One of my current study subjects is “Gender, Power and Globalisation”, and this subject means I am wading through reams of documents with startling statistics about the intersection of violence against women and the spread of HIV AIDS.  This is information that many of us are unaware of, and whilst women in countries like Australia, the United States and United Kingdom argue that they have already achieved full parity with men, alarming statistics indicate the large majority of women and girls in many countries are very far from equal.

Interestingly, I found some startling similarities in the way these situations arise and are managed by policy makers that could apply to all of us.  Many of these women and girls are in fact, becoming more vulnerable to violence, subordination to males and increased health risks, due largely to the increased migration and movement of people as a result of globalisation.  This vulnerability is particularly evident when it comes to HIV AIDS for women in cultures where they are not equal, or lack access to education and support services.  In a journal by the United Nations Development Fund for Women, UNIFEM 2008, one author cites the following statistics;

“In its 2007 AIDS Epidemic UpdateUNAIDS estimates that globally the proportion of women to men living with HIV remained stable between 2001 and 2007, although the number of those infected increased by about 1.7 million. Behind this statistic however, UNAIDS reported a complex mix of sexual realities, including HIV transmission to women from men who were infected through unprotected sex, including unprotected paid sex and/or sex with other men, and/or unprotected sex with people who use drugs.

see the full article here http://femalereport.wordpress.com/2013/10/29/feature-article-the-link-between-hiv-and-violence-against-women/


Interviews, Speaker and Media Appearances


  1. “Gender in Corporate” – Macquarie University, Monday 12 October 2015 Macquarie University “Gender in Corporate”
  2. RADIO INTERVIEW July 30, 2015 with Tanya Bunter, The Mag RTRFM 92.1
  3. MC  – MC April 23, 2015 launch of the Infinitas/C4GEi Diversity Performance Index 
  4. RADIO INTERVIEW April 23, 2015 Interview with ABC World Today
  5. INTERVIEW WOMENS AGENDA 23 April, 2015 – The All Blokes Index
  6. SPEAKER – October 2014 Family Office Congress VII
    – INTERVIEW Connected Women 16 September 2014
  7. INTERVIEW Connected Women
  8. MC AND KEYNOTE SPEAKER June 2014 – MC, Speaker and Organiser at the Gender Economics Global Conference, GGEC14 Sydney
  9. INTERVIEW – 15 July 2014 Interview 10 thousand girls VIDEO SERIES
  10. INTERVIEW – Equal Pay Day, Economic Security 4 Women event
  11. SPEAKER PANEL MEMBER September 2013 – Panel Member Women in Leadership (WIL) Economic Forum, Shanghai China.
  12. KEYNOTE SPEAKER May 2013 – European Professional Women’s Network (EPWN) Madrid Spain.
  13. KEYNOTE SPEAKER Project Manager meetup “The Commodifacation of Skills”​ Sydney April 2012
  14. KEYNOTE SPEAKER PMI Queensland “Gender Economics” November 2012
  15. PANEL MEMBER SOSU Sydney August 2012

Contemporary Global Perspectives on Gender Economics

Publication by Susanne Moore

Publication by Susanne Moore

Moore, S. (2015). Contemporary Global Perspectives on Gender Economics (pp. 1-357). Hershey, PA: IGI Global. doi:10.4018/978-1-4666-8611-3

The rise of women in the workforce has led to many campaigns for wage equality, and for the impartial treatment of both sexes as they pursue careers previously designated as either a man’s or a woman’s job. The impact of these campaigns has been felt, but a sense of gender stereotyping still affects not only the social and cultural well-being of the modern organisations, but the drive for innovation and economic success as well.

Contemporary Global Perspectives on Gender Economics challenges current economic theory, targeting the way gender is often used for economic gain or increased market share. Experts realise that company growth can no longer be achieved by taking a conventional approach, but few follow through with introducing new frameworks that change the way diversity is treated. By acknowledging that issues like childcare and the wage gap are not only a woman’s challenge, this book speaks to legislators and policymakers, economic developers, corporate practitioners, educational faculties, and students of all disciplines who are looking to change the way gender is viewed in the workforce.

This essential reference source features chapters that combine the concepts of gender theory, sociology, and economics and cover topics including economic equality, gender bias, the history of gender economics, industrial creativity, and the impact of social connectedness on life satisfaction.

Rio Tinto boss Sam Walsh is right but women’s confidence isn’t to blame 

 / JUL 06, 2015 10:00AM

Rio Tinto boss Sam Walsh is right but women's confidenc...

Rio Tinto’s boss Sam Walsh is dead right when he says, “We’re missing out on 32% of the talent that’s out there”, because of the gender gap in his company. But women’s lack of confidence isn’t to blame.

Walsh said he “is looking to fill the company’s senior ranks with more women”, but says “female employees need to be more confident”. Rio Tinto’s latest Workplace Gender Equality Agency report for 2014-2015 shows Rio’s overall female participation at 18.5% of the workforce and with a slightly higher rate of 22.6% as female managers and executives.

This is on par with the resources industry average of 17% female participation overall. The good thing about resources is that they know that they have a gender balance problem, and they want to fix it, not just as a feel good measure but because they know that it will increase productivity and performance. The Centre for Gender Economics and Innovation works with the Australian Mines and Metals Association (AMMA) to roll out the  AWRA recognised program™ to increase women’s participation in that sector.

Walsh offers the idea that women don’t always have the confidence to come forward; unlike men who can be over confident when it comes to their ability, women might hang back and not feel confident enough to promote themselves in the same way as men. Whilst this might be the case for some women, it is a generalisation and an oversimplification of the issue.

The issue of women not being more visible is a result of long entrenched structural barriers in the way that we design and manage companies, behavioural expectations for leaders and cultural norms that can hamper women.

I have interviewed many hundreds of men and women in my work and have found that many women still constrain themselves as the family’s primary carer, even when they are being offered a senior promotion at work.  This often converts to a supporter mentality that, when coupled with a woman’s more collaborative management style, can be seen by men as less confident.

Organisations, however, can do a lot to harness these valuable assets by redesigning their leadership structures and building in the attributes of a leader rather than just recognising skills and experience, which more often favours men. This process tends to highlight structural barriers based on values judgements and stereotypes, which once removed will benefit everyone.

Research conducted by the Centre for Gender Economics and Innovation worldwide shows a clear link between improved gender diversity and business performance. It’s common-sense but many organisations are still unsure how to increase gender balance. This is because they continue to look at the same old human resource solutions rather than looking more broadly at how they have arrived at their current position and then over lay that with a gender lens – this is Gender Economics.

Gender diversity remains one of the great frontiers in unlocking business underperformance and setting up a business culture for performance. It’s the next business transformation.

See the original article here http://www.womensagenda.com.au/talking-about/opinions/rio-tinto-boss-sam-walsh-is-right-but-women-s-confidence-isn-t-to-blame/201507065980#.VZnIdxuqpBc

The ‘All blokes’ versus the ‘Gender Diverse’. Guess which boards perform better?

Womens AgendaWomens Agenda, Angela Preistley 23 April 2015

“For many people, it’s simple common sense. Gender diverse boards offer more diverse ideas and better decision-making.

But for those who need the proof, new research from the Centre for Gender Economics and Innovation and Infinitas Asset Management offers some compelling data. Indeed, the 34 all-bloke boards on the ASX 200 have some work to do when it comes to financial performance.

The research launched today finds that companies with at least 25% female representation on their boards perform 7% better than those with men only, and 2% better than those that are male-dominated.”

See the full article here http://www.womensagenda.com.au/talking-about/top-stories/the-all-blokes-versus-the-gender-diverse-guess-which-boards-perform-better/201504235648?utm_source=Women%27s+Agenda+List&utm_campaign=ddf99b0380-Women_s_Agenda_daily_07_11_201402&utm_medium=email&utm_term=0_f3750bae8d-ddf99b0380-30696521#.VTmRM8Yrjdm

Boards featuring women perform better than all-male ones, Centre for Gender Economics and Innovation study finds

ABC LOGOSusanne Moore, Chair of The Centre for Gender Economics and Innovation and Steve MacDonald, CEO and co Founder, Infinitas Asset Management talking yesterday with ABC World Today about the launch of the Infinitas/C4GEi Diversity Performance Index with Lindy Kerin 23 April, 2015

“Australian companies where women hold at least a quarter of the board positions perform better than those with all-male boards, research has found. The Centre for Gender Economics and Innovation (C4GEi) and Infinitas Asset Management released the results of the study analysing the effects of women on the financial performance of companies.” see the full article here http://centreforgendereconomics.org/infinitasc4gei-diversity-performance-index/


Lets start focusing on the good, not the bad doers when a traumatic event occurs


photo credit @cameramanCNN

So often the news is full of the ‘bad and the ugly’ and although we need to understand and hear about traumatic events lets stop dwelling on the perpetrators and start concentrating on the innocent.  Lets tell their stories and stop rewarding bad behaviour.

Today the news has been full of the terrible consequences of the German air crash, where Germanwings co-pilot Andreas Lubitz allegedly plunged the passenger jet he was co-piloting into the French mountains, killing himself and the other 149 passengers on board¹.  Whilst we all struggle to understand why Lubitz, or anyone would do such a thing, the media standard has become a continued and detailed story telling of the saga on all news channels for days afterwards.  What a difference it would make if instead the media started to flood the news with the stories and images of those that were killed.  I understand that it takes time; under our current protocols we must absolutely identify the victims and get permission from families to publish details, many of whom are hoping against hope that their family member is still alive.  However, perhaps it is worth taking that time.


Martin Place, Lindt Cafe

Another recent example is the Lindt coffee shop experience in Sydney’s Martin Place on “15–16 December 2014, where a lone gunman, Man Haron Monis, held hostage ten customers and eight employees of a Lindt chocolate café located at Martin Place in Sydney, Australia². Police treated the event as a “terrorist attack.”

After a 16-hour standoff, gunshots were fired and Monis was killed along with hostages Tori Johnson, who was killed by Monis, and another hostage Katrina Dawson who was killed by a police bullet ricochet in the subsequent raid when Police Tactical Operations Unit stormed the café.

During the siege Monis allegedly made his hostages post to their Facebook pages and other social media in an attempt to vocalise his agenda.  When something like this happens, why isn’t internet connectivity turned off to the entire area under surveillance.  It is possible to isolate individual phones and zones so that Police and other emergency services are not hampered.  This should be a basic protocol because it stops terrorists and others behaving badly from seeking the attention that they want.  It stops their story being told and allows us to focus instead on the individual people who are innocent victims.

Interestingly, the Lindt cafe experience didn’t have media bombarding us with lots of information about Monis, possibly because Australian authorities were treating him as a terror suspect – I think that this is an important difference.  Subsequent media has focused on the victims and survivors instead of retelling a story of Monis.

Would we start to reduce crime if we changed the way that we told the story, and stopped rewarding bad behaviour?


¹ CNN – http://edition.cnn.com/2015/03/27/europe/france-germanwings-plane-crash-main/ 

² Wikipedia – http://en.wikipedia.org/wiki/2014_Sydney_hostage_crisis

The Centre for Gender Economics and Innovation

The Centre for Gender Economics and Innovation

The Centre for Gender Economics and Innovation

Susanne is the Founder, Managing Director and International Executive Chair of the Centre for Gender Economics and Innovation™.

Vision and Mission

The Centre for Gender Economics and Innovation aims to be the World’s leading social enterprise improving women’s contributions to the economy and helping women achieve their leadership potential.


Founded in 2013, The Centre for Gender Economics and Innovation is a privately held values-based Social Enterprise that builds strong, consultative relationships with its clients. From its Sydney, Australia headquarters, the Centre has established an International presence with ambassadors in the United States and the United Kingdom. Through its work programme, the Centre develops and deploys leading edge innovations in diversity and inclusion to ensure the capability and productivity of organisations and economies globally is lifted by:

  • improving women’s contributions to the economy;
  • helping women achieve their leadership potential;
  • Developing practical implementable tools for business that enable them to leverage performance through greater gender balance,
  • and targeting innovation improvements through diversity of thought.

The Centre seeks to change the conversation about gender from one where one gender sits in a position of judgment of the other. The Centre advances gender equality by emphasizing the contributions of both genders to economic and social development, offering programs, consulting, and events designed to help organisations harness diversity to drive innovation and improve corporate performance. Global problems require the skills, talents and unique abilities of both genders. Find out more about The Centre at www.gendereconomics.org

Gender Diversity is NOT an HR Issue

Yes sorry, HR people!  Its true, Gender Diversity is NOT a Human Resources issue – it is an organisational opportunity!  Yes that’s right folks, it is all about the opportunity of opening up your organisation to INNOVATION through DIVERSITY and GENDER BALANCE.  So often we think of diversity as just talking about women, but that is not the case.  Increasingly, cultural diversity is the opportunity to reap the benefits of different perspectives, practices and culture.  Overlay this with gender balance and you get even more benefits.  A culture that embraces diversity will naturally be more attractive to women, and will most likely benefit your entire staff, the community and the environment as well.

Sure, it is complex, but that’s where the real benefits are – in managing COMPLEXITY.  Imagine managers who are able to proactively manage across all aspects of a diverse environment. Imagine the opportunities for your business.

So often when I speak to organisations about diversity and gender, and they say the same thing: “We created a Diversity Council, and now we just don’t know where to go from here”.  Or, I get the comments that organisations have come to a standstill when it comes to increasing gender balance.  That’s often because they have diversity installed in the human resources area of the business, or are relying on HR professionals to solve the challenges of the whole organisation when it comes to the management of complexity.  We are taking the wrong approach to this challenge.  What is the first thing that gets done in terms of creating programs to attract and retain more women?  Generally a Business Case – what for?  A Business Case for Women?  No one creates a Business Case for Men to work in an organisation.  Think about it and that will go some way to uncovering the barriers to change. Change is being managed within the same old paradigms that created the ‘Business Case” in the first place, as a justification to spend or to commence an activity, but diversity should not need a justification.  Innovation doesn’t need to be justified when it happens, but it doesn’t happen in a vacuum.  An environment that embraces and promotes an organisational capability of Innovation and Diversity has been created by the entire organisation.  Sure HR is involved and often a lead player, but unless the change in culture is embraced by senior management and promoted as the new culture, nothing will happen, or it won’t be sustainable.  Worse still, it may be seen as a failure and this is what is happening with many diversity programs. They start, they create the Diversity Council and then they stall.

The Diversity Program Review Framework™, the DPRF™ can help your organisation to identify areas where innovation and performance can be improved by embracing diversity.  Many of the recommendations developed for organisations through this process are already paying dividends and giving those organisations a ‘competitive edge’.  This is a business opportunity, not an HR issue.

If you would like more information about the DPRF, and how your organisation can be assessed for a DPRF International Award, head to our website or contact me at susanne.moore@gendereconomics.org for more details.

DPRF International Badges

DPRF International Badges