An event organisation can support women's progression through its decisions about hiring, responsibility, promotion and speaking opportunities, so begin with its own processes. The steps below are for employers, programme teams and professionals in the Middle East.
Start with published frameworks
The Women's Empowerment Principles were established by UN Women and the UN Global Compact to guide businesses on gender equality. Their published guidance includes equal pay for work of equal value, workplace safety, training, supply-chain practices and measurement. Use the framework to structure questions about your own organisation and to compare an employer's practices against it.
Women in Exhibitions is an industry network whose stated mission includes empowering women and nurturing future leaders. Its website offers membership information, an academy and events. Check current membership, programmes and any chapter in your country directly with the network.
Make progression criteria visible
- Write the skills and responsibilities required for event-director, operations, commercial and technical roles.
- Explain how staff can gain responsibility for a budget, supplier brief, risk plan or programme workstream.
- Use a consistent assessment record for promotion and discuss development needs with each candidate.
- Review pay, access to training and the allocation of high-responsibility assignments within your own team.
Build a speaker pipeline around expertise
Define the subject knowledge needed for each session, then broaden the search through professional associations, universities, employers and industry networks. Keep a record of candidates, invitations, acceptances and reasons for declining. Offer a clear brief, preparation support and transparent terms; avoid inviting someone solely to represent a demographic category.
Review who is offered chairing, keynote and technical-session roles as well as the overall speaker count. If invitations are repeatedly declined, ask about practical barriers such as timing, travel arrangements or unclear expectations instead of assuming a shortage of expertise.
Make mentoring useful
Agree a specific development objective with the participant: preparing an operating budget, negotiating a supplier brief, managing a risk review or leading a workstream. Pair discussion with a supervised opportunity to practise. Record the outcome and the next responsibility, and keep mentoring distinct from a promise of promotion.
Support safe and workable participation
Give staff and speakers a clear reporting route for inappropriate conduct, named contacts and practical access information. Check travel and venue requirements for each destination and role, and brief international delegates on the conditions that apply to them. Ask about schedule and access needs early enough to act on them.
Measure actions within your control
Track recruitment, training, promotions and speaker invitations with consistent definitions and appropriate privacy safeguards. Compare the results with the objectives you set and explain gaps. A professional entering the sector can use the same checklist to assess an employer's development offer and ask for a defined responsibility rather than a vague promise of empowerment. For role maps, training routes and practical assessment, see our guide to building an event workforce.
