A shared observation among many executives
The health, life sciences, and cosmetics industries are among the sectors most committed to diversity and inclusion. Historically feminized and driven by societal impact and innovation, they display strong ambitions in terms of governance and inclusive leadership.
Yet behind these commitments, the reality of top management remains mixed. Despite a strong female presence in scientific, regulatory, quality, and marketing functions, access to executive leadership positions remains limited. This gap raises questions: why is diversity progressing more slowly at the top of organizations than across the rest of their structures?
While this observation is shared by many executives, recent developments nonetheless point to a gradual shift toward more tangible results at the highest levels of organizations.
Clear commitments but still uneven results
In recent years, many companies in the health and cosmetics sectors have structured their initiatives: diversity charters, numerical targets, women’s leadership programs, and increased communication around inclusion values.
These initiatives respond to dual pressure from regulators and from investors, who are increasingly attentive to ESG criteria. Major companies in the sector have thus largely formalized their diversity policies, gradually integrating these issues into their governance and management systems.
Some organizations are now going further by turning these commitments into measurable results. Ipsen announced in February 2026 that it had achieved gender parity within its Executive Leadership Team, with a majority of women also represented in its Global Leadership Team. This shift marks a significant turning point in a sector historically marked by imbalances at the executive level.
At the same time, Medtronic illustrates a more systemic approach by embedding diversity directly into its governance and performance mechanisms. Its “Zero Barriers to Equity” program, detailed in its 2025 Impact Report, notably includes partially linking executive compensation to diversity and inclusion objectives.
In the cosmetics industry, L’Oréal also stands out with advanced results, achieving a score of 98/100 on France’s Gender Equality Index in 2025, along with international recognition through benchmarks such as Equileap and EDGE certification. The group is also developing a broader approach to diversity, incorporating dimensions related to disability, age, and socio-economic inclusion.
Despite these advances, results at the top remain uneven depending on organizations and contexts.
The reality on the ground: persistent structural barriers
Several factors explain this gap between intention and reality. First, career paths remain highly segmented. Female profiles are predominantly represented in certain key functions but struggle to access roles with direct P&L responsibility, often seen as essential stepping stones to executive leadership.
Secondly, selection criteria for executive roles remain highly standardized. “Ideal” career paths continue to favor linear, international experiences, sometimes incompatible with certain career realities. In sectors where risk management is central, companies tend to replicate proven leadership models at the expense of more atypical profiles.
Finally, the sector context intensifies these tensions. The health and cosmetics industries operate under strong pressure from regulatory requirements, accelerating scientific innovation, time-to-market constraints, and intense international competition. In this environment, prioritizing performance security can hinder openness to new leadership models.
Diversity and leadership: a strategic issue before a societal one
However, data confirms that diversity within executive teams is a tangible driver of performance. Analyses by McKinsey & Company, regularly updated, show that the most diverse organizations at the executive level have a significantly higher likelihood of financial outperformance.
In the health and cosmetics sectors, leadership diversity also plays a key role in decision-making quality, innovation capacity, understanding of patients, healthcare professionals, and end consumers, as well as resilience in times of crisis.
Diversity is therefore no longer just a matter of compliance or image. It has become a strategic lever for competitiveness.
Recruitment and executive search: a decisive lever for transformation
In this context, executive recruitment emerges as a critical inflection point. Recruiting differently requires questioning traditional criteria and evaluating leaders based on their adaptability, decision-making agility, and execution leadership, beyond academic or functional backgrounds alone.
The role of executive search firms is therefore central. They support boards of directors in their decision-making, secure strategic hires while integrating a more inclusive approach, and help organizations build balanced leadership teams capable of combining performance, innovation, and impact.
In Life Sciences, Healthcare, and Cosmetics, where talent shortages are real, this approach is becoming a key differentiator.
From intention to action
The health and cosmetics industries have a rich and diverse talent pool that remains insufficiently represented at the top of organizations. Turning ambitions into concrete results requires rethinking career paths, evaluation methods, and governance decisions.
Recent examples from Ipsen, Medtronic, and L’Oréal nevertheless show that a paradigm shift is underway. The most advanced organizations are those that successfully embed diversity at the heart of their governance models and manage it as a full-fledged performance driver.
The leadership of tomorrow will need to be both expert, agile, and inclusive, capable of navigating complexity while creating the conditions for sustainable performance.