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FGM/C refers to all procedures involving partial or total removal of the external female genitalia or other injury to the female genital organs for non-medical reasons. It may be called “female circumcision” in some parts of the world. The practice has no health benefits and can lead to a range of serious physical and mental health problems.
The U.S. government opposes FGM/C, no matter the type, degree, or severity, and no matter what the motivation for performing it. The U.S. government considers FGM/C to be a human rights violation and a form of child abuse, gender discrimination, and violence against women and girls.
It is against the law to perform FGM/C in the United States on a girl under the age of 18, or for the parent, caretaker, or guardian of a girl under the age of 18 to facilitate or consent to FGM/C being performed on her. It is also against the law to send or attempt to send her outside the United States so FGM/C can be performed. People who violate this law can face prison time and significant immigration consequences. Additionally, anyone in the United States who performs FGM/C on a woman 18 years old or older without her consent may be charged with a crime under state law.
If someone performed FGM/C on you, you have not violated any U.S. laws and are not at fault. You may be eligible for certain immigration benefits for noncitizen victims of crime or persecution and should consult with a qualified attorney or accredited representative if you have questions about your immigration relief options. For more information on USCIS humanitarian programs and protection, visit Humanitarian | USCIS .
Call 800-4-A-CHILD (1-800-422-4453) for available resources if:
USCIS is committed to ending FGM/C. Together with the White House and other U.S. government agencies, we are working in the United States and in other countries where women and girls are subjected to this practice to educate communities about the damaging effects of FGM/C.
To learn more about FGM/C and what the U.S. government and international organizations are doing to help eliminate the practice, view these resources:

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Female Genital Mutilation/Cutting (FGM/C)

CDC’s National Center for Emerging and Zoonotic Infectious Diseases (NCEZID), Division of Global Migration and Quarantine (DGMQ) includes information on FGM/C in their Refugee Health Guidelines.
FGM/C fact sheet external icon from the HHS Office on Women’s Health discusses FGM/C types, health problems associated with the practice, and where it is common, among other topics.
WHO external icon comprehensive FGM/C information.
United Nations Children’s Fund (UNICEF) external icon prevalence estimates of FGM/C globally, as well as publications and resources related to FGM/C in countries where the practice is common.

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Female genital mutilation or cutting (FGM/C) is defined by the World Health Organization (WHO) as “all procedures involving partial or total removal of the external female genitalia or other injury to the female genital organs for non-medical reasons.” 1(p.1) These procedures could mean piercing, cutting, removing, or sewing closed all or part of a girl’s or woman’s external genitals.
Worldwide, as many as 200 million girls and women have experienced FGM/C. 2 Researchers in the Centers for Disease Control and Prevention’s Division of Reproductive Health (CDC) estimate that as many as half a million girls and women in the United States (U.S.) have undergone FGM/C in the past or may be at risk for undergoing FGM/C in the future. 3 Although FGM/C is often viewed as part of the culture of the countries where it is practiced, it has no health benefits. In fact, it can lead to immediate and long-term health problems that can affect obstetric, gynecological, sexual, and psychological health. To learn more about FGM/C in the U.S., please visit the U.S. Department of Health and Human Services (HHS) Office on Women’s Health’s webpage and factsheet on FGM/C external icon . You can learn more about FGM/C globally external icon on the WHO website.
Estimating the potential burden of FGM/C in the U.S.
Since the late 1990s, CDC has focused on methods to estimate the potential burden of FGM/C in the U.S. In 2016, CDC published indirect estimates external icon of the number of U.S.-resident women potentially affected by or at risk for FGM/C, indicating that as many as 513,000 girls and women could have experienced FGM/C or be at risk of experiencing it in the future. This number was a three-fold increase from a 1997 estimate external icon and was largely due to the growing number of U.S. residents from countries where FGM/C is practiced.
CDC has engaged the National Opinion Research Center (NORC) at the University of Chicago to design, pilot, and carry out the Women’s Health Needs Study (WHNS). WHNS will be the first multi-site study in the U.S. to collect information on FGM/C and related health characteristics, behaviors, and attitudes from U.S.-resident women aged 18 to 49 who were born, or whose mothers were born, in a country where FGM/C is a prevalent practice.
WHNS will collect scientifically valid, current information on women’s health experiences and needs in selected communities in the United States with high concentrations of residents from countries where FGM/C is prevalent. WHNS will assess the extent to which FGM/C affects women in these communities, women’s attitudes about continuance of the practice, and their health experiences. Findings on women’s health needs, experiences, and attitudes related to FGM/C can be used to inform and plan programs, services, and prevention efforts.
The WHNS pilot study was completed in 2019. The multi-site study is planned to be implemented in 2020-21 in up to six U.S. communities with high concentrations of populations from high FGM/C-prevalence countries.
To learn more about the WHNS, please visit NORC’S webpage on the study external icon .
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CEO of global leadership company DDI and co-author of "Your First Leadership Job: How Catalyst Leaders Bring Out the Best in Others."
Women are constantly underrepresented in the C-Suite. Although the number of women in top leadership roles continues to grow — 2020 marked women’s highest Fortune 500 representation — gender disparity remains. What’s holding women back from better C-Suite representation? Unfortunately, it’s caused by inequitable opportunities.
One of the most critical opportunities women miss is profit and loss (P&L) responsibility. Leaders with P&L responsibility are responsible for allocating resources across their operation or function and are held accountable for financial results. Most people gain this responsibility in early executive roles. It’s standard criteria for C-level roles.
That’s why lacking this experience is so significant. According to DDI’s Global Leadership Forecast, which surveyed 15,000 leaders representing 1,742 organizations globally, only 42% of women leaders have managed P&L functions. That’s 9% less than men. Why does this matter? It’s an immediate disqualifier for C-level roles, giving women fewer opportunities.
How can we start closing the gap? It requires a major commitment to get more women into roles with P&L responsibilities earlier.
Oversight of a business and its P&L is the metric used to judge leaders’ C-Suite potential. Too often early management tracks for women don’t involve deep financial responsibilities, since their positions are usually in marketing, human resources and legal. In fact, the DDI research found nearly 81% of male executives received P&L responsibilities early, compared to 63% of women in the same roles.
Additionally, there are so few women role models at the executive level to sponsor promising female talent. Women account for only 21% of early executives, according to DDI’s Diversity and Inclusion Report 2020, highlighting a significant pipeline problem.
The much-celebrated announcement of Roz Brewer as the new Walgreens CEO happened because of her talents and organizational efforts to create a pipeline with meaningful career stepping stones. But, as Brewer encountered, the next position may not be within your company. She left her position as Starbucks’ COO, which isn’t unique.
High-level and high-potential women aren’t getting the experiences needed in their current companies. In fact, 45% of women expect to leave their current organization to advance, compared to 32% of men, according to the DDI study.
That means if organizations aren’t purposeful about accelerating women, significant turnover awaits. They won’t only lose talented female leaders — they’ll also lose investments in their growth and institutional knowledge. These departures widen the gender gap at the top, keeping organizations from realizing the benefits of diversity.
As men and women move up through leadership assignments, they may be performing the same job but have different experiences. The difference lies in coaching and information. Women rarely receive information leading them to roles with P&L responsibilities. Unfortunately, promising female talent usually doesn’t have coaches, leaders, mentors or sponsors that directly state the importance of a career trajectory focused on financial responsibility.
While nearly half of men received detailed information and coaching for these spots, only 15% of women received the same details and encouragement, according to one report. Men are usually three times more likely to be encouraged to pursue these roles than women. About 80% of women who were encouraged to pursue a role believed they’d succeed. Without encouragement, only 51% believed they would succeed.
Clearly, we need to develop female potential early and often to create a diverse leadership bench.
The Pandemic’s Effect On Women, Now And In The Future
The pandemic set women back by decades. In fact, it has been referred to as a “ she-cession ” rather than a recession, since women have been disproportionally affected economically and in leadership ranks. Layoffs impacted women much more during the pandemic.
In September 2020, given the challenges of balancing work, children and homeschooling, four times as many women voluntarily left the workforce. Others took on more work at home. Another report estimated women with small children took on an extra 20 hours of work each week since the pandemic started.
An estimated 865,000 women left the workforce altogether in 2020, compared to 216,000 men. One-in-four women are considering stepping back in another way, such as a leave of absence or reduced hours, according to the above-mentioned McKinsey & Company Report.
These issues will have far-reaching consequences for gender diversity in leadership pipelines. As a result, organizations must be more thoughtful than ever in ensuring women get the support, encouragement, nudges and real experiences and opportunities to prepare them for next-level leadership.
One report estimated it will take 99.5 years to reach gender equity. The pandemic’s impact may further this, putting women immeasurably behind.
A Rallying Cry For The Organization To Take Control
Change must start at the top and CEOs need to commit to diversifying senior teams. This means targeted diversity goals for recruitment, promotions and advances, with a focus on processes to ensure women receive P&L responsibilities and development.
• Ensuring targeted high-potential pools are gender diverse — the Global Leadership Forecast found only 24% of high-potentials are women.
• Create metrics to monitor the effectiveness and objectivity of these programs. Unfortunately, less than half of organizations take this important step, according to the above-mentioned DDI study.
• The entire organization must truly embrace an inclusive and diverse culture. It must be a priority at all levels, starting first with the C-Suite, to enact change.
• Reinforce the importance of P&L responsibility for women and provide them with coaches, mentors and regular stretch assignments.
• Provide cross-functional experiences for women in finance, operations or sales to improve P&L role opportunities.
• Organizations should make hiring and promotion decisions based on data and metrics to increase objectivity and reduce any unconscious bias.
Between the pandemic and traditional barriers, gender disparity has become a greater problem. But achieving gender parity should be viewed as an opportunity for growth instead of a problem. It’s not about advancing just a few women. Instead, it helps focus on aligning leaders and leadership in all organizational functions, at all levels.
This requires a proactive focus on gender balance. Organizations must aim to make high-potential, mid-career women and up equal to the number of men in P&L assignments and roles.
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