February 2026 — Women Leading the Way Digest: AI Threat, Limited Access to Legal Rights, and New Women We Admire Edition

In February 2026, the situation with women in finance and fintech reflected the same industry's efforts to overcome inequality and underrepresentation. However, to the long-standing barriers, new issues are being added this month. These are the replacement of workers with AI and poor access to legal rights.

Despite the problems, some progress is still underway. Let's look more precisely at what February’s research opens up about women in finance.

City of London reveals a threat from AI

One of the central studies of the month is the City of London Corporation report on the impact of AI and automation on women's employment in the tech and finance sectors. 

According to the report, women, especially in the middle stage of their career (with more than 5 years of experience), are at greater risk of losing jobs due to automation than their male counterparts. The thing is, rigid, automated recruitment systems are more likely to exclude candidates with career breaks, such as due to childcare.

In the next decade, more than 119,000 administrative roles in the UK's technology and finance sectors will be automated. And the problem is that most of these jobs are now filled by women, meaning they are at more risk of being replaced than any male worker. 

The solution proposed in the report is about retraining and upskilling women to move to more sustainable positions. Such a step can also improve the economic performance of employers, saving companies £757m from making redundancy payments.

Building on this report, the Drofa Comms team invited women professionals in finance to share their vision on AI displacement and published an in-depth article as part of our Women Leading the Way initiative. It puts a spotlight on how AI reshapes career paths at every stage and what organisations can do now.

Women We Admire launches its new edition

The Women We Admire presents its 2026 list of the Top 50 women leaders in the finance sector. It celebrates female leaders who hold significant influence over how financial strategies are shaped and business decisions are translated into action. 

While women remain underrepresented in senior finance roles overall, the honorees in this edition are individuals who have successfully risen to positions where their work is how to turn numbers into directions. Among them are women with deep experience across corporate, nonprofit, and technology-enabled finance. 

For example, Jacqueline O’Flanagan, who leads financial services strategy for Microsoft in the Americas, is recognised for her ability to guide high-performance teams in complex markets.

Barbra Perlstein is highlighted for balancing revenue growth and operational efficiency across global finance functions, and Ilana Esterrich is noted for her leadership across nonprofits and Fortune 500 organisations.

A gap between gender equality laws and enforcement

A recent report from the World Bank shows a serious disconnect between gender-equality laws and their implementation in practice. Although it is not exactly a finance-sector issue, being detached from legal rights negatively affects all spheres of women's lives and careers.

The study highlights that fewer than 5% of women globally live in economies that come close to offering full legal equality, and no country currently provides all the legal rights required for women to participate fully in the economy. Unfortunately, women enjoy only two-thirds of the legal rights of men worldwide. 

The World Bank also finds that the global index tracking women's economic equality returned an average score of 67 out of 100 for legal rights. However, it has dropped to 53 for law enforcement and 47 for the adequacy of supportive legal systems. These numbers are quite low, showing that legal progress has not become a meaningful change for most women.

Although the situation is upsetting, it is still mirroring some progress reached in recent years. Between 2023 and 2025, at least 68 economies enacted 113 legal reforms strengthening women’s economic opportunities. 

BNP Paribas shows its progress in gender diversity

In February, BNP Paribas’s UK branch shared its development since opening the Women in Finance Charter in 2018. Back then, the company had 23% female representation in senior management positions, a figure which has progressed to 28.3% this year. 

BNP Paribas' situation is a good example of where the industry is moving, as many companies find themselves in a similar position. They strive for better equality but can be hindered by structural issues. 

For example, one of these challenges is the difficulty of finding and retaining women in leadership positions. There is a low turnover of senior management jobs not only in the company but in the industry overall, meaning that there are fewer available roles at the top for women to step into.

Despite the continuing difficulties at this level, the company has made significant progress in the initial career positions. In 2025, 52% of the graduate program participants were women, as well as 50% of the Executive Committee members of the London division.

In addition, BNP Paribas announced a global goal to reach 40% of women on the Group Executive Committee and among the top 100 senior executives (G100) by 2025. At the moment, this figure has already been exceeded, as women make up 42% of the Group Executive Committee and 41% of the G100 list.

Conclusion

In February 2026, we are witnessing a dual trend. On the one hand, reports highlight threats to women in finance due to automation and legal constraints; but on the other, other reports show that a proper focus on leadership opportunities can significantly improve the position of women in the industry.

At Drofa Comms, we continue to closely monitor all the shifts in the sphere. For sure, we can say that the interest in this industry must hold so that greater progress becomes available despite any restrictions.

January 2026 — Women Leading the Way Digest: Pay Gaps, Pensions Reform, and What WEF Signals

As 2025 closed and 2026 started picking up pace, the women-in-finance agenda began to look less like a values statement and more of a scorecard. January showed a visible split between markets that embed inclusion into targets, reporting, and governance routines, and those that still treat it as a narrative for headlines.

In the UK, the latest Women in Finance Charter update emphasises that progress is expected to be comparable, with firms mainly judged on what they measure and disclose. On the other side of the planet in Davos, the framing switched to women’s networks as resilience infrastructure in uncertain markets.

In other words, 2026 opens with what the sector has long been waiting for: gaps are harder to hide, and progress has to be demonstrated with numbers, rather than declarations.

The Women in Finance Charter as the UK progress update

HM Treasury published its annual Women in Finance Charter progress update on 29 January 2026. It’s a departmental report card covering targets, gender pay gap context, and the internal programmes Treasury uses to build and retain senior female talent.

The Treasury says it has met its 50% target for female representation in the Senior Civil Service. It reports 51% female representation in senior management as of March 2025, up from 43% when it signed the Charter in March 2016. It also notes that 53.9% of Executive Management Board positions are held by women.

Practically, that means reporting now works as a credibility filter. If a firm can’t show the baseline, the target, and the mechanism that moves the number, the market will treat the commitment as branding.

Boardroom pay gap — diversity up, parity behind

EY’s January 2026 Boardroom Monitor says the UK’s board pay gap fell from 40% in 2020 to 29% over the last five years. In several other markets, the gap got wider.

In contrast, Bloomberg adds that Europe’s finance board pay gap is now the worst in six years. It says women on boards earned about 62% of what men earned in 2024, down from 65% in 2023.

So, the key takeaways are the following:

• Representation is not the finish line. A board can look more balanced, while pay still shows who holds the highest-value roles.

• Pay is a proxy for power. If women earn less at the same level, it often means they are less likely to hold chair roles or top committee roles.

• The “pipeline” explanation is weaker at a board level. When women are already in power, the question becomes how roles, influence, and rewards are allocated.

The pensions gap is a design problem

A new report from the Edinburgh Futures Institute, supported by Evelyn Partners, looks at why the gender pensions gap persists. It points to concrete constraints — time scarcity, career breaks, and the way pension systems and financial advice are designed — and argues that policy and guidance need to adjust.

That’s why the report frames “women and wealth” as a product and policy issue. If the system is built for uninterrupted careers and close attention, it will keep rewarding people who can give time to long-term planning. In turn, it will also penalise those who can’t — so the gap stays baked in.

We believe that a useful way to read this is through “friction.” So, each extra form, wrong choice, or poorly timed prompt increases drop-off. Over the years, small drop-offs compound into real wealth gaps.

Women’s finance networks framed as resilience infrastructure

A January World Economic Forum piece presents Women in Finance communities as strategic assets in volatile, fragmented markets. By doing so, it supports resilience, growth, and innovation through faster learning and stronger decision-making. Also, it treats trusted networks as a business mechanism, instead of just a visibility layer.

The implication is that these communities sit closer to operational resilience than to representation narratives. Their value is that they help leaders compare signals, pressure-test choices, and preserve organisational memory as cycles shorten and turnover rises.

Another layer worth looking at is that networks can reduce isolation at senior levels, where many decisions are made with limited feedback. A strong peer circle makes it easier to sanity-check assumptions, spot risks earlier, and avoid repeating failures other firms already lived through. Over time, that creates better judgment under stress and faster spread of workable playbooks.

Conclusion

Taken together, January’s threads let us assume that the women-in-finance agenda is entering a more demanding phase.

Progress is becoming harder to “storytell” without data behind it, while gaps are easier to spot once reporting gets consistent. At the same time, the focus is widening beyond representation toward mechanisms that shape outcomes. All of this means that credibility in 2026 will be earned only through real, provable evidence.

At Drofa Comms, we believe that lasting progress comes from consistent work. So, we’ll keep tracking what’s happening in the field and keep you in the loop. Only in this way can the conversation stay grounded in facts and translate into real change for women in finance.