How ATAF Helped Inspire Gabon’s Women in Tax Movement

When Laetitia Nkizogo Ondo first encountered ATAF’s work on gender and taxation, she could not have imagined the impact it would have on her leadership journey—and on women working across Gabon’s tax administration.
In this interview, we asked her what inspired the creation of the Women in Tax Forum in Gabon and the impact thereof…

1. What inspired the creation of RFIG, and how did your experience with the ATAF Leadership Programme influence your decision to lead this initiative?

” The birth of the Réseau des Femmes des Impôts du Gabon [Gabon Women in tax Network] (RFIG) is the result of a dual trigger: a collective wake-up call and a burst of personal determination in the face of realities on the ground.

It all started when the Director General of Taxes appointed a group of female executives, including me, to attend the CREDAF seminar in Libreville, which focused on gender issues in tax systems. This discussion forum was a true revelation.

The African Tax Administration Forum (ATAF) brilliantly presented its research on gender bias. Despite the language barrier, I felt a deep call for this cause.

It was also during this seminar that the Gender Equality in Taxation (GET) project emerged as our providential technical partner. They believed in us from day one and gave us concrete support in structuring the network.

At first, our group of twelve women, whom we proudly call “The Pioneers”; was full of energy. But over time, the challenge of remaining committed and keeping momentum was felt.

It was precisely at this time, in November 2025, that I joined the ATAF Leadership Development Program. This training was the catalyst I needed. It armed me with an unwavering determination. I understood the absolute necessity for the RFIG to see the light of day officially, regardless of obstacles in its path. It was necessary to translate the vision into action.

During the training, our mentors Jacqueline OPONDO and Ashina asked us to write a commitment letter outlining our mission. This project then became my chief cause to champion. I chose to make this my major contribution: I worked hard to draft the founding texts, the charter, and I threw myself fully into remobilizing the team.

This journey has reinforced a fundamental belief: you are not a leader by your title or your hierarchical position, but by your impact. Our group included senior executives who officially led the team. But for a project to survive, official leaders need pillars of support working behind the scenes. I chose to set my personal priorities aside and give everything to turn the idea into an official and lasting reality. Today, the RFIG is a reality. »

2. How has your participation in the ATAF Leadership Development Programme boosted your self-confidence, your approach to leadership, or your ability to mobilize others to set up the Network?

” My participation in this program marked a decisive turning point, profoundly redefining three personal action pillars:

1. Building self-confidence

At 49 years old, with nineteen years’ experience—thirteen of which were spent in senior roles within the tax administration—I was well aware of my potential. Yet my leadership style was characterised by high standards and a level of lack of trust; I tended to operate very defensively.  ATAF transformed my perspective by placing shared values at the heart of trust.

I learnt that a leader should feel neither fear nor shame in showing their vulnerabilities or stepping back for the good of the group. Recognising one’s limits is not a weakness; it is a strength that humanises management. My confidence no longer depends on my ability to control everything on my own, but on my ability to trust others by relying on the collective.

1. The evolution of my approach to leadership

 In the past, I was seen as a strict leader who left little room for emotions. For me, “staying professional” meant setting my feelings aside to get results.

The ATAF programme acted as a mirror: it made me realize that sustainable leadership cannot be built at the expense of people.

So I made the transition to an inclusive leadership style, where others’ emotions become a valuable management indicator. I’ve been able to maintain my high technical standards while adding deep compassion.

1. The ability to rally support for the RFIG

 Building unity through authenticity was the key. I learnt that a good leader must know how to speak from the heart and share in the experiences of their teams. I put this lesson into practice by adopting an inclusive approach and taking on the concerns of women who felt neglected.

 By breaking down the barriers of mistrust and acknowledging my own struggles with life’s realities, I created a safe space. This enabled me to mobilise a wide range of people, including my line managers.

They saw me as a driving force, capable of turning shared ideals into an official achievement.”

3. Since the creation of your network, what changes or early effects have you seen and how do you think such initiatives will continue to influence gender equality in tax systems across Africa?

Since the creation of the Gabon Women in Tax Network (RFIG), the changes we’ve seen are simply exceptional. We have succeeded in doing what felt impossible before: first mobilizing women executives in May 2025, then federating all the socio-professional categories of the Direction Générale des Impôts (DGI).

Together, we have built a unique framework for discussion whose aim is to bring gender equality to the highest institutional level. The impact of our national tour, which we did last April, was a real catalyst. The strongest message came a week ago.

For the first time in the 24-year history of the DGI, resulting from the merger of the Direct and Indirect Taxes and the Estates, a woman has been appointed to head our administration: Ms. Edith Laure OYAYA -MBIGUIDI.

Such an event was unthinkable just a month ago, as cultural barriers kept women in the shadows. Today, the glass ceiling is officially broken.

Without a doubt, the RFIG has been a major catalyst. However, although progress is slow, the number of women in decision-making positions has increased from two to three. Nevertheless, we must remain steadfast in our determination, for we believe in the power of small steps.

The drive towards equality within the Directorate-General for Taxation is now unstoppable. This momentum would not have been possible without the crucial institutional and personal support, which I recognise with deep gratitude:

• The GET project of Expertise France, which believed in us, brought us into the light, and got us to show our full potential to support this network;
• The African Tax Administration Forum: for its vision to transform the potential of women into leadership,
• Éric BOUMAH, outgoing Director General of taxes: for his exceptional open mindedness regarding gender equality, which has enabled the structural solidifying of our movement.
• The male DGI managers and colleagues: my gratitude goes to all the officials of our administration, and especially to our male colleagues who actively supported our national tour. Their involvement is a sign of a real and shared commitment to gender equality within our institution.

Beyond Gabon, I am convinced that such initiatives will sustainably transform tax systems across Africa. The impact of these continental networks will be measured at several levels:

• Governance: continue to increase the number of women in decision-making positions to provide diversity within leadership that is essential to the modernization of our administrations.
• Tax justice: Women in charge help to better integrate the gender perspective into the drafting of finance laws.
• Economic equity: to help design tax policies that no longer indirectly penalize African women entrepreneurs.

The example of Gabon can be used to show the way and encourage countries in the sub-region and beyond to create their own Women in tax networks.

Laetitia NKIZOGO ONDO

Research Officer of the Direction Générale des Impôts