The retail industry plays an important role in the generation of employment globally. The provided goods and services of this sector notably help the economic development. However, this retail sector displays gender inequalities, one of the societal problems. Despite the high participation rate or numbers of women in the retail workforce, still gender disparities are evident in areas, such as leadership roles, wage equality, and access to benefits, with women often limited to low-wage, poorly paid jobs (Rahman et al., 2023).

Radical feminism is a branch of feminist theory that evaluates patriarchal systems supporting societal structures and perpetuates gender inequality. According to Walby, (2013) patriarchy operates across various societal institutions, including workplaces, creating structural barriers that limit womens advancement. In retail, some of these barriers are evident based on the roles that women are occupying, the work expectations assumed from the female employees, and the belittling of women to handle a higher leadership position. So, this theory takes part on restructuring the systemic barriers to promote equality with the existing norms.

This study aligned with Sustainable Development Goal (SDG) 5, which emphasizes the importance of gender equality and the empowerment of women and girls. The Sustainable Development Goal (SDG) 5 calls for eliminating discriminatory practices, ensuring equal access to leadership opportunities, and recognizing the value of unpaid care and domestic work (United Nations, 2023). In this, retail industry became one of the addressees to implement these objectives. Addressing gender gaps in retail workplaces can contribute significantly to achieving global gender equality targets.

In the Philippines, in spite of the efforts of Magna Carta of Women (Republic Act No. 9710) in legislation to promote the gender equality, yet the gaps and disparity still evident in the workplace. Though the Philippines has ranked high in the global gender equality indices, yet this ranking often not clear why there is still persistent inequalities that women are facing in specific sector of retail. Addressing these gaps requires target interventions that go beyond general policies, focusing instead on the unique challenges within the retail industry. This study provided the analysis of the challenges and opportunities available in the retail industry. It offered actionable recommendations for policy and practice, contributing to the advancement of Sustainable Development Goal (SDG) 5 and the broader agenda of gender equality.

Fig. 1: Schematic diagram showing the conceptual framework of the study (Source: Venn diagram and data from the researcher).

This study sought to address the following research gaps: representation gaps that women are overrepresented in lower-level retail positions but underrepresented in managerial and leadership roles. The primary purpose of this study was to explore analyze the challenges encountered and opportunities available in the retail industry workers in advancing gender equality.

This study used a quantitative research design, which examined the relationships among variables through numerical data analysis. The challenges and opportunities in advancing gender equality were understood through this approach. A descriptive research design was also used in this study. By employing statistical methods, this design identified the significant patterns, relationships, and predictors relevant to gender equality outcomes. This methodology is ideal for studies requiring measurable outcomes, such as assessing gender equality levels and examining predictors like economic participation, empowerment, and cultural and social norms. In this study, quantitative techniques like Pearsons correlation determined the relationships among variables and multiple linear regression identified the predictors of gender equality. These methods ensured precision and reliability in addressing the research questions and provide robust insights to inform policy recommendations.

This study was conducted in the retail industry in Roxas City. It served as a major economic hub that provides employment opportunities across the region. Gender equality was explored in this locale for it was surrounded by different retail business, with its own challenges, and opportunities related to gender roles and career progression . This retail is home to several key retail industries, which was crucial to the investigation: Supermarkets and Grocery Chains, for examining gender equality in service-oriented roles and management positions; Department Stores, for context to explore wage equity, promotion opportuni-ties, and gender representation in leadership positions; Fashion and Apparel Retailers, for gender represent-ation in leadership roles and career advancement opportunities for female employees; Electronics and Appliance Retailers, for how gender biases might influence job roles, with men typically filling more technical positions, while women tend to be more represented in customer service and administrative positions; and Specialty Retailers, where these stores have a predominantly female customer base and workforce, offering valuable insights into how gender roles are reinforced or challenged within retail environments aimed at female consumers.

The respondents of this study were the retail industry workers of the chosen retail industry in Roxas City. The sample size was calculated using the Cochran formula and there were 306 respondents with different profile. Prior to data collection, the researcher secured formal approval from university and the retail industry. A written consent form endorsed by the adviser was submitted to the Branch Manager. This form outlined the studys objectives and emphasized voluntary participation, guaranteed anonymity under the Data Privacy Act. Upon receiving the managers signed authorization, the study proceeded in full compliance with institutional and corporate ethical standards. The researcher converted the validated and reliability tested questionnaire into an online format via Google Forms. which was sent to respondents respective managers and supervisors, who reinforced the voluntary and confidential nature of the survey. The researcher then explained the surveys purpose and provided personal devices for the concern of respondents, who could not access them, which required an internet connection.

The collected data were subjected to analysis using Statistical Package for Social Sciences (SPSS) that ensured accurate and systematic examination of quantitative information. This analysis aimed to derive meaningful insights and patterns from the gathered information, facilitating a comprehensive understanding of the factors affecting gender equality within the retail industry. The relationship between variables was assessed using Pearsons correlation coefficient (Pearson r). This measure determined the strength and direction of linear relationships among independent variables (economic participation, empowerment and social norms) and the dependent variable (gender equality level). Pearson r provided insights into how closely these factors were associated within the sample population.

Multiple linear regression analysis was conducted to examine whether the independent variables predict gender equality outcomes.  Using this method, the study calculated beta coefficients and identified which predictors have the strongest influence on gender equality outcomes. This analysis revealed to which changes in these variables impact gender equality levels in the retail industry.

Findings showed that retail industry workers generally perceived a very high level of opportunity in advancing gender equality in terms of economic participation, empowerment, and cultural and social norms. However, slightly lower ratings were observed among administrative staff, part-time workers, and certain income groups. The result implies that the retail industry provided a conducive workplace with minimal barriers to gender equality in terms of economic participation, empowerment, and cultural and social norms. The retail workers are well-supported and accepted in the workplace. The high mean scores across all variables indicates that retail workers perceived few challenges in their employment, reinforcing the idea that gender-related workplace issues were effectively managed. 

The economic participation variable, with the highest mean score of 4.59, suggests that retail workers have equal access to job opportunities, regardless of their profile. The result implies that the retail sector has successfully created an inclusive and equitable work environment. This indicates that workers perceive gender-based barriers related to employment, compensation, and professional development as minimal. The retail industry is committed to fair hiring practices by showing the inclusivity of qualifications. This suggests that regardless of gender, individuals have access to various roles, especially in the external hiring. This inclusivity aligned with the social role theory of Eagly and Wood, (2012) that highlighted evolving gender roles in the workplace. This finding further shows that workers, regardless of educational background, perceive high opportunities, suggesting that the retail industry may be providing skill-building or on-the-job experiences that align with the human capital theory of Becker, (1993). 

Overall, the result showed that the retail industry is making significant progress, ensuring economic participation is free from gender-based challenges. However, continuous efforts in leadership development, equitable pay structures, and workforce diversity initiatives would further strengthen gender inclusivity in the sector. Similarly, the cultural and social norms variable, also scoring 4.59, indicates that gender-related biases, stereotypes, and workplace discrim-ination were perceived to be minimal because this retail industry have established practices inclusivity, respect, and equal treatment among employees, regardless of gender, they are all acknowledged which was evident in the core values celebrated by this retail. The result supported the institutional theory of DiMaggio and Powell, (1983) that the presence of gender-sensitive policies and respect for diverse identities may result from mimetic or normative pressures on retail organizations to adopt inclusive practices.

Overall, the results indicated that the retail industry has successfully created an inclusive, equitable, and supportive work environment, where cultural and social norms do not significantly hinder gender equality. However, continued reinforcement of leadership inclusivity and proactive gender equality initiatives will further solidify a culture of respect, fairness, and equal opportunities across all levels of employment. On the other hand, the empowerment variable, with a slightly lower mean score of 4.56, suggests that while retail workers feel empowered in their roles, there may still be areas for improvement. Empowerment encompasses decision-making authority, which is impossible for the lower ranks because managers and supervisors are also waiting for the memo or policies from the higher executives to centralize alignment. These findings aligned with the critical feminist pedagogy of Hooks, (1994) which states that workers limited access implies a need for empowerment through critical education.

Overall, the results indicated that the retail sector has made significant efforts in minimizing empowerment-related challenges by fostering inclusive leadership, fair recognition, and professional growth opportunities. However, continued efforts in leadership diversity and decision-making participation will further enhance empowerments for all employees, ensuring a more equitable and dynamic retail workforce. 

The results imply that the retail industry has successfully minimized the challenges related to gender equality, as indicated by the least challenged interpretation across all variables. However, while challenges are perceived to be minimal, consistency in efforts on workplace inclusivity remained essential. This confirmed what Social Role theory of Homans, (1958) asserted that retail industry maintains their commitment to gender equality initiatives, ensuring that all employees, regardless of gender, have equal access to economic opportunities, empowerment, and an inclusive work culture and that this satisfaction indicates a functional social environment. 

Table 1: Challenges Encountered by the Retail Industry Workers in Advancing Gender Equality as a Whole.

Legend:  4.21-5.00 = Least Challenged; 3.41-4.20 = Less Challenged; 2.61-3.40 = Moderately Challenged; 1.81-2.60 = Challenged; 1.00-1.80 = Highly Challenged (Source: Data from the Researcher).

Moreover, regression analysis revealed that among the challenges encountered, only empowerment significantly predicted the opportunities available. Economic participation and cultural and social norms did not significantly predict opportunities. Conversely, all three opportunity factors economic participation, empowerment, and cultural and social norms significantly predicted the challenges encountered in advancing gender equality. The result implies that the retail industry enabling the environment for gender equality across economic, empowerment, and cultural dimensions with the sustained efforts in policy promoting inclusivity in hiring practices and equal pay for equal work, supportive environment for employees voice and opinions through kamustahan program, and consistency in promoting respect and collaboration regardless of gender through the core values. This aligns with the social role theory of Eagly and Wood, (2012) which emphasizes that the dismantling of structural barriers and redefining societal norms can achieve gender equality in all areas.

The highest mean score of 4.53 was on economic participation. This implies an environment, where access to jobs through fair and inclusive hiring practices, equal pay for equal value of work based on the standardized wage structure, and professional advancement through the enrolment in the supervisory and management development plan program of this retail industry are increasingly being made available to workers, who evidently performing regardless of their gender. This aligns with Hooks feminist theory, (2000) which states that these policies and practices support equal opportunities for all genders.

Empowerment followed with a mean of 4.51, also interpreted as “very high opportunity”. This implies that employees feel encouraged to voice their ideas, especially during pep talks for alignment or town hall meetings held in the respective offices of the department, as well as during awarding of certificates of recognition and sharing of best practices for a remarkable performance. This aligns with the advocates of critical feminist pedagogy of Hooks, (1994) that raising consciousness about gender inequality through empowerment and education increased call to make invisible visible. Cultural and social norms recorded a mean of 4.50, categorized as “very high opportunity”. This implies an inclusive organizational culture, which diversity is respected and celebrated through the retail industry monthly values celebration, and employees are supported in balancing personal and professional lives. The strong score signifies that gender biases and stereotypes are actively challenged; policies promoting work-life balance and inclusivity are effectively implemented. This aligned with the social role theory of Eagly and Wood, (2012) states that traditional gender roles shaped by the societal norms and expectations influenced individuals roles in the workforce.

The retail industry provides very high opportunities for advancing gender equality. The consistently high scores across all three areas highlighted that this industry is minimizing the challenges and opportunities for individuals to participate, grow, and lead, regardless of gender. The result emphasized that continued commitment to inclusive practices, leadership diversity, and supportive workplace policies would ensure that these opportunities are sustained and further enhanced in the future.

Overall, the results showed that the retail sector provides strong opportunities to advance gender equality through inclusive workplace policies, leadership recognition, and proactive cultural initiatives. To sustain these gains, organizations should continue investing in awareness campaigns, strengthening anti-discrimination policies, and fostering partnerships that support gender-inclusive practices.

Table 2: Opportunities Available to Retail Industry Workers in Advancing Gender Equality in terms of Economic Participation, Empowerment, and Cultural and Social Norms.

Legend:  4.21-5.00 = Very High Opportunity; 3.41-4.20 = High Opportunity; 2.61-3.40 = Moderate Opportunity; 1.81-2.60 = Low Opportunity; 1.00-1.80 = Very Low Opportunity (Source: Data from the Researcher).

These findings provide a comprehensive overview of the interconnectedness between challenges and opportunities in promoting gender equality among retail industry workers. The result showed that the respondents were least challenged in advancing gender equality. Both the economic participation, and cultural and social norms mean score of 4.59 interpreted as “least challenged”, suggesting that gender-related challenges in hiring, fair pay, and workplace culture were minimal. This implies that retail industry employees of all genders have equitable access to job opportunities through their inclusive hiring practices and employees are valued and respected in their roles as to their performance, regardless of gender. The result coincided with that of Becker, (1964) the human capital theory which found that workplaces with strong diversity policies tend to report higher employee satisfaction and engagement linked to individuals access to resources and opportunities.

However, empowerment with a slightly lower mean of 4.56 and interpreted as “least challenged” indicates that while workers feel empowered in their roles, there may still be minor gaps in leadership opportunities and decision-making participation especially that lower ranks employees are not involved in the decision making process of the industry yet they still empowered to voice out and share their ideas and leaders can take action to address it. Overall, the result showed that while challenges in advancing gender equality exist, they are perceived as minimal. However, organizations should remain committed to reinforcing inclusive policies, leadership opportunities, and workplace support systems to sustain and further improve gender equality within the retail sector.

Table 3: Level of Challenges Encountered by Retail Industry Workers in Advancing Gender Equality.

Legend:  4.21-5.00 = Least Challenged; 3.41-4.20 = Less Challenged; 2.61-3.40 = Moderately Challenged; 1.81-2.60 = Challenged; 1.00-1.80 = Highly Challenged (Source: Data from the Researcher).

When all the 306 respondents were classified according to their profile, Table 7 reveals the level of challenges they encountered in advancing gender equality in terms of cultural and social norms. Statistics showed that the respondents had encountered “least challenged” challenges in advancing gender equality in terms of cultural and social norms, regardless of their age, sex, gender identity, highest educational attainment, nature of work, number of years in present work, and average monthly expenditures. However, when grouped according to employment type, part-time employee respondents encountered “less challenged” challenges in advancing gender equality in terms of cultural and social norms. The same, respondents with ₱40,001–₱50,000 average gross monthly income and respondents with ₱40,001–₱50,000 average net monthly income encountered “less challenged” challenges in advancing gender equality in terms of cultural and social norms.

The result implies that as employment status remains a defining factor, part-time workers may face subtler barriers in terms of workplace inclusion, professional credibility, and access to leadership roles due to their limited contract of employment in the retail they also have limited professional credibility and access to leadership roles. The result aligned with the study of Williams et al. (2012) found that non-regular employees often experience weaker workplace integration, which can affect their sense of equality and belonging 

Income also played a role in respondents perceived challenges. Those in the ₱40,001–₱50,000 income bracket reported facing slightly more difficulties in gender equality related to cultural and social norms. This implies that as employees move into higher income levels, they encounter different expectations and cultural dynamics, given of the demand of the roles in management due to increase in responsibility which expected to perform at higher standards, new social circles with higher expectations around professionalism, and workplace culture shift the communication styles and time management. This aligns with Berger et al. (1972) status characteristics theory, which suggests that individuals are treated differently based on perceived status and that higher status often brings different interaction patterns, expectations, and social dynamics.

The result shows that while gender equality in cultural and social norms is increasingly accepted within the retail industry, specific employment conditions influence how challenges are perceived. Companies should pay particular attention to part-time workers, ensuring that workplace policies and cultural initiatives do not unintentionally exclude or limit their participation in company-wide gender inclusion efforts. Additionally, while higher-income employees may face different expectations that challenge gender norms, organizations should ensure that leadership development and managerial training incorporate gender-sensitive approaches. This can help dismantle cultural biases that may still persist at higher organizational levels (Omol et al., 2024).

The results also highlighted the continued need for inclusive workplace policies that actively support gender equality across all employment categories. By promoting a workplace culture that fosters equal opportunities and representation, organizations can contribute to breaking down long-standing social and cultural barriers in professional environments.

Statistics showed that the respondents had encountered “least challenged” challenges in advancing gender equality in terms of economic participation, regardless of their ages, sexes, gender identity, highest educational attainment, nature of work, and number of years in present work. However, when grouped according to employment type, part-time employee respondents encountered “less challenged” challenges in advancing gender equality in terms of economic participation. The same, respondents with ₱40,001–₱50,000 average gross monthly income and with above ₱30,000 average monthly expenditure had encountered “less challenged” challenges. Further-more, respondents with ₱40,001–₱50,000 average net monthly income encountered “moderately challenged” challenges in advancing gender equality in terms of economic participation.

Younger employees (18–25 years old) reported encountering fewer challenges due to retail industry cope with the work attitude and ethics of the younger generation given that retail dominantly employed by this generation compared to older employees. This finding aligned with the study of Blau and Kahn, (2017) which showed that younger generations benefit from evolving workplace policies that adjust to their needs, which promote gender inclusivity, whereas older employees may still face lingering structural barriers from what they encountered throughout their career. This suggests that as workplace policies continue to adapt to modern standards and that younger employees may find it easier to navigate professional spaces with fewer gender-related hindrances.

In terms of sex and gender identity, male and female respondents reported similar experiences, indicating a relatively balanced workplace in terms of gender opportunities. Employment type significantly influenced the level of challenges encountered. Part-time employees reported being “less challenged” rather than “least challenged,” suggesting that they experience more limitations in terms of job security, benefits, and career advancement given the limitations of their employment contract. Similarly, respondents with a net monthly income of ₱40,001–₱50,000 encountered “moderately challenged” indicate that they may perceive different level of challenges given of the income they receiving implies that they are in leadership roles. This aligned with the study of the International Labour Organization, (2015) which emphasized unstable employment conditions can hinder individuals from fully participating in economic opportunities. These findings highlighted the need for companies to reassess how employment status impacts workplace equity and consider offering more stability for part-time workers through improved contractual terms and benefits.

Table 4: Level of Opportunities Available to Retail Industry Workers in Advancing Gender Equality.

Legend:  4.21-5.00 = Very High Opportunity; 3.41-4.20 = High Opportunity; 2.61-3.40 = Moderate Opportunity; 1.81-2.60 = Low Opportunity; 1.00-1.80 = Very Low Opportunity (Source: Data from the Researcher).

The level of opportunities available in advancing gender equality within the retail industry were perceived to be very high across the three dimensions: economic participation with the mean score of 4.53. This implies that strong efforts in ensuring inclusive hiring practices was observed, compliance with the Department of Labor and employment wage structure, and opportunities for career advancement across gender based on performance which was evident to the diverse employees being hired in retail. This aligns with the social role theory of Eagly and Wood, (2012) which emphasizes that the dismantling of structural barriers and redefining societal norms can achieve gender equality in all areas.

Moreover, empowerment with a mean of 4.51, reflected the industrys commitment to encourage all genders in leadership positions that offer equitable performance evaluations to the ranks during performance appraisals and implies that employees feel encouraged to voice their ideas, especially during pep talks for alignment or town hall meetings held in the respective offices of the department, as well as during awarding of certificates of recognition and sharing of best practices for a remarkable performance. This aligns with the advocates of critical feminist pedagogy of Hooks, (1994) that raising consciousness about gender inequality through empowerment and education increased call to make invisible visible.

On the other hand, cultural and social norms recorded a mean of 4.50, categorized as “very high opportunity” underscored a work culture that prioritizes respect, inclusivity, and the balance of personal and professional responsibilities. This implies an inclusive organizational culture, which diversity is respected and celebrated through the retail industry monthly values celebration, and employees are supported in balancing personal and professional lives also the one of the training that this industry had was the basic sign language for everyone that signifies inclusivity. The strong score signifies that gender biases and stereotypes are actively challenged; policies promoting work-life balance and inclusivity are effectively implemented. This aligns with the social role theory of Eagly and Wood, (2012) which states that traditional gender roles are shaped by societal norms and expectations that influence individuals roles in the workforce.

The very high opportunity scores across all three areas showed that the retail industry is proactively advancing gender equality, creating an environment, where all employees can thrive. This showed the importance of continuing to foster gender-inclusive practices to sustain this positive trajectory and that long-term gender equality initiatives significantly enhance organizational sustainability and social responsibility.

Table 5: Relationship between the Level of Challenges Encountered by Retail Industry Workers and their Level of Opportunities Available in Advancing Gender Equality.

p-value < 0.05 = significant

The result also showed that there was a high to very high relationship between the level of challenges encountered by retail industry workers and their level of opportunities because the Pearson-r value was 0.888. This relationship was found to be statistically significant, with a p-value of 0.000, which is lower than the 0.05 alpha level. Therefore, the hypothesis is accepted.

This result implies that as retail workers encounter greater challenges such as unequal access to leadership roles, wage disparities or culturally embedded gender norms, they also tend to perceive increased opportunities within their organizations. This is due to the implementation of responsive trainings and programs aimed at counteracting these inequalities in the retail. The coexistence of challenges and opportunities underscores the dynamic evolving nature of gender equality in the retail, where areas of difficulty often become focal points for transformation and reform.

The findings align with DiMaggio and Powells institutional theory, (1983) which posits that organizations respond to external pressures, legal frameworks, and societal expectations by adopting practices that reflect inclusivity and fairness. When challenges related to gender inequality are evident, organizations may implement more inclusive hiring practices, leadership development programs, or flexible work arrangements to conform to these institutional demands, thereby creating visible opportunities for employees.

This suggests that as workers face more challenges in promoting gender equality, they also tend to perceive greater opportunities to address these issues. This result aligns with existing research indicating that workplaces experiencing gender-related obstacles often become focal points for policy interventions and cultural shifts aimed at fostering inclusivity by Acker, (2006) the theory of gendered organizations. As a result, employees may recognize and engage with initiatives designed to counteract gender disparities, thereby perceiving greater opportunities for progress.

The relationship also resonates with feminist theory of Hooks, (2000) which emphasizes that recognizing and confronting structural inequalities can act as a catalyst for change. As employees navigate these challenges, their awareness increases, and so does their engagement with systems and programs designed to empower them. The framework of this theory argue that sustainable change emerges from acknowledging oppression and working collectively to dismantle it thus explaining the high correlation between challenge and opportunity. 

Furthermore, this results reflects the principle of social constructionism of Berger and Luckmann, (1996) wherein workplace culture and gender norms are shaped by human interaction and organizational responses. The recognition of gender inequality challenges by both employers and employees contributes to reshaping cultural and institutional beliefs, which, in turn, opens space for new opportunities to emerge.

This strong positive relationship suggests that retail organizations must view gender-related challenges not merely as barriers but as strategic entry points for inclusive innovation and policy development. Retail should continuously assess the challenges their employees face and design targeted interventions that promote fair economic participation, inclusive empowerment, and gender-sensitive cultural shifts. This includes programs like mentorship, equal pay audits, flexible scheduling, and leadership training for underrepresented genders. The hypothesis is confirmed by the statistical evidence, showing a strong, significant, and positive relationship between the challenges encountered and opportunities available in advancing gender equality in the retail industry. This highlights the interconnectedness of gender-related obstacles and the interventions designed to address them. For organizations to effectively advance gender equality, they must recognize that addressing challenges and expanding opportunities must occur simultaneously, ensuring that no one is left behind in the pursuit of an inclusive and equitable workplace.

The results further showed that while gender inclusivity is widely observed in the retail sector, there are areas that still require attention. Organizations may consider strengthening policies that ensure equitable opportunities for employees across all employment types. Providing career advancement programs and benefits for part-time workers can help reduce economic disparities in workplace. 

Additionally, workplace inclusivity efforts may extend beyond gender equality for male and female employees to support gender-diverse individuals. By fostering an environment, where all employees feel valued and supported, retail organizations can further promote economic participation and workplace equity. This can be achieved by implementing clear diversity policies, conducting regular bias training, and ensuring that all employees have access to the same growth opportunities.

Insights to Policy Directions in Advancing Gender Equality

This study aimed to analyze the challenges and opportunities faced by retail industry workers in advancing gender equality, highlighting their significance in shaping workplace inclusivity and policy directions. The results revealed that while opportunities exist for gender equality in the retail sector, they are often accompanied by persistent challenges, indicating that access to opportunities alone does not guarantee a gender-equitable work environment.

Empowerment was found to significantly predict opportunities in advancing gender equality. Therefore, retail organizations may prioritize the development of leadership and empowerment programs. These may include gender-inclusive leadership training, mentoring programs, and initiatives that encourage employee participation in decision-making processes, ensuring that all genders are equally represented in leadership roles. To ensure equitable advancement for all workers, developing and communicating transparent career pathways is crucial. Clear promotion and skills development criteria can help reduce perceived barriers and build trust among employees. This also encourages long-term career planning and supports gender equality in leadership pipelines.

The influence of cultural and social norms remains a key factor in gender dynamics. To address this, retail organizations may promote a workplace culture rooted in inclusivity, respect, and non-discrimination. Integrating gender sensitivity into company policies, communication strategies, and daily operations will help shift outdated norms and foster a more supportive environment. The intersection of professional responsibilities and personal well-being is especially relevant for women and caregivers. Organizations should introduce or strengthen initiatives such as flexible work schedules, mental health programs, parental leave policies, and support systems that acknowledge the diverse needs of their workforce.

Gender equality cannot be addressed in isolation. Retail establishments are encouraged to collaborate with community organizations, advocacy groups, and local government units to develop context-specific, culturally responsive, and widely impactful programs. These partnerships can also help extend the reach and legitimacy of internal gender initiatives. In mall-based retail environments, where tenants operate under a larger commercial structure, it is important to ensure that gender equality standards are uniformly applied. Organizations may require their tenants to comply with established gender equality policies, reinforcing a unified culture of fairness and respect across all retail spaces. 

Lastly, a structured monitoring and evaluation system must be in place to ensure continuous progress. This includes collecting feedback from employees, tracking performance indicators, and conducting regular reviews of gender-focused initiatives. Accountability measures will help identify gaps, celebrate successes, and guide future improvements.

Based on the results of this study, the retail industry in Roxas City has made notable progress in advancing gender equality by providing opportunities for economic participation, empowerment, and addressing cultural and social norms. This study provides meaningful insights into the advancement of gender equality within the retail industry, particularly in the context of workplace empowerment, inclusive practices, and organizational culture. It underscores the importance of internal mechanisms such as leadership development, policy integration, and cultural responsiveness in supporting a gender-inclusive environment. Beyond its local context, this paper offers a practical and evidence-based perspective that can inform broader organizational strategies, academic discussions, and gender development frameworks. It contributes to the growing body of literature that bridges gender theory with real-world industry practice, especially in emerging urban retail economies. For researchers, this study presents a reliable reference for examining the interplay between workplace challenges and opportunities. For policymakers and practitioners, it offers actionable insights that can guide the formulation and refinement of gender-responsive programs. The significance of this study lies in its potential to support inclusive growth, inform institutional reforms, and inspire continued scholarship on gender equality in dynamic and evolving industries. It is hoped that future studies will build on its findings to further explore how gender equality can be institutionalized in diverse workplace settings.

The author is grateful to all who provided essential support in this research, particularly the participants, Capiz State University, and Homeworld Shopping Corporation.

The author declares no conflict of interest.