Stepping Up Women’s STEM Careers in Infrastructure Summary Note: Entry Points for World Bank Project Teams © 2020 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW | Washington DC 20433 202-473-1000 | www.worldbank.org This work is a product of the staff of The World Bank, with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Exec- utive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory, or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is subject to copyright. 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Used with permission. Further permission required for reuse. All images remain the sole property of their source and may not be used for any purpose without written permission from the source, unless otherwise indicated. STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECTTEAMS STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 4 ©iStockPhoto SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS BACKGROUND AND PURPOSE OF THE SUMMARY NOTE The report Stepping Up Women’s STEM Careers in Infrastructure: An Overview of Promising Approaches describes a variety of ways to level the pathway for women entering into and progressing in science, tech- nology, engineering, and mathematics (STEM) employment within the infrastructure sectors—energy and extractives; water; transport; and digital development. This short note summarizes some of the findings spurs countries’ socioeconomic development; from an extensive literature review, a global and to serve as role models for future gener- stocktaking exercise, key informant interviews, ations of young women who are interested in and five case studies in order to provide World STEM-related careers. Bank Group project teams with insights that they can use to support women’s STEM careers in Equally important, infrastructure organizations infrastructure at each stage of their careers. The that are committed to increasing the employment report is intended to underpin and expand the of women in STEM jobs help to expand the tal- existing knowledge on gender equality issues, ent pool, and potentially strengthen their organi- under the World Bank’s Energy Sector Manage- zational performance metrics (see Box 1). ment Assistance Program (ESMAP). WHAT ARE THE BARRIERS? WHAT ARE THE ADVANTAGES A metaphor frequently used to explain the fact OF PROMOTING WOMEN’S that women are underrepresented in STEM STEM EMPLOYMENT IN careers is the “leaky pipeline.” Although girls INFRASTRUCTURE? often perform as well as or better than boys in math and science at the primary and second- Increasing the employment and advancement of ary levels, they are underrepresented in some women in infrastructure organizations is a win- STEM subjects, particularly engineering and win proposition. For women, these sectors offer computer science, at the tertiary level. Many the potential to generate substantial income; girls who opt to study these subjects do not end the opportunity to design the infrastructure that up entering into related careers. Those who do 1 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE BOX 1 Benefits of Gender Equality in the Workplace A growing body of literature strongly supports the business case for gender equality in the workplace. For companies and institutions, there are many benefits, including the following: Better financial performance. Firms with more women in leadership roles often demonstrate better performance, especially during periods of economic volatility; they also show a greater ability to minimize high-risk transactions and serve markets dominated by women. A 2011 study of Fortune 500 firms found that in terms of return on sales, companies with a sustained high level of representation of women board directors outperformed those that had sustained low representation by 84 percent; they also outperformed 60 percent for return on invested capital; and 46 percent for return on equity (Wagner 2011).a A McKinsey & Company study of 345 firms across six countries in Latin America and the Caribbean (LAC) found that firms with one or more women on the executive committee had 44 percent higher returns on equity than those without women (McKinsey & Company 2013). A study of 14 African countries found that companies with at least 25 percent women board directors had higher earnings before interest and taxes margin—a key indicator of profitability—that was 20 percent higher on average (Moodley et al 2016). Greater innovation. A study of 4,277 companies in Spain found that companies with more women were more likely to introduce innovations in the market over a two-year period (Díaz-García, González-Moreno, and Sáez-Martínez 2013). The research also suggests that women score as well or better than men on key innovation capacities, including taking initiative; inspiring and motivating others; and championing change (Folkman 2015). Improved employee retention. McKinsey & Company found that among compa- nies that invested in attracting, retaining, and developing female talent, 64 percent reported increased employee productivity and retention, and 57 percent reported a greater ability to attract talent (McKinsey & Company 2010). And because recruiting and training new employees is costly for companies, a lower rate of employee turn- over can lead to both savings and improved productivity. Improved service delivery. A study by the Organisation for Economic Co-opera- tion and Development (OECD) on the public sectors of 26 EU countries found that workforce diversity can improve public-service quality and efficiency gains; increase policy effectiveness; enhance social mobility; and contribute to advancing the reform agenda (OECD 2009). Safer operating environments. Studies have demonstrated that female employees are often more likely to follow safety protocols, treat equipment responsibly, and safely operate equipment (IFC 2013). a. Firms with with three or more women board directors in at least four out of five years. 2 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS Better outcomes for sustainability and compliance. Companies with more gender-balanced senior leadership—particularly women-owned businesses—often rank higher on key environmental, social, and governance risk management indi- cators (OECD 2016). Companies with more gender-diverse senior management also tend to have greater public accountability and compliance with international conventions or national legislation (IFC 2018). Improved community relations. Gender equality in the workforce is correlated with improved community relations (Di Miceli and Donaggio 2018). A Catalyst and Harvard Business School study of Fortune 500 boardrooms found that companies with gender-inclusive teams contributed more charitable funds, on average, than companies without such teams (Soares, Marquis, and Lee 2011). often leave these careers due to dissatisfaction roles. Biases among employers also present with the workplace culture, the lack of advance- barricades. Employers often hold biases about ment opportunities, or the challenges presented “masculine” and “feminine” work roles, as by work-life balance and other issues. evidenced in prejudicial interview questions, or expectations about women’s future childcare or Multiple overlapping dimensions that interact in care responsibilities; this too may keep qualified complex ways also have an influence on wom- women from being hired for STEM jobs. en’s education, employment, and progression in STEM careers. Gender stereotypes and biases Even when they are hired, women are likely to are present at all levels—across societies, in face additional challenges that may cause them classrooms, and among families. Starting in to leave the sector. These challenges include primary school, and continuing through sec- time-intensive work pressures with limited ondary and tertiary education, girls’ interest and flexibility; unwelcoming work environments; the confidence in STEM subjects is often shaped biases of coworkers; and the risks of gender by social and gender norms that come into play wage gaps, unaccommodating workplace facili- when learning these subjects, as well as when ties, and sexual harassment. As they progress in they are choosing their careers. their STEM careers, in addition to facing discrim- ination, additional institutional barriers—such During the school-to-work transition, information as a lack of mentors, sponsors, professional asymmetries and legal barriers may limit the networks, and quality training—can also limit numbers of young women who enter infra- the advancement of women. structure industries, or occupy certain types of Note: For further information see main report Schomer, Inka and Hammond, Alicia. 2020. “Stepping Up Women’s STEM Careers in Infrastructure: An Overview of Promising Approaches” ESMAP Paper. Wash- ington, D.C.: World Bank available at http://documents.worldbank.org/curated/en/192291594659003586/ An-Overview-of-Promising-Approaches 3 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 4 ©iStockPhoto SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS LEVELING THE PATHWAY FOR WOMEN IN INFRASTRUCTURE SECTORS Leveling the pathway for women in infrastructure sectors requires changes at all levels of engagement—in national policies, within the edu- cational system, at the sector and industry levels, and within workplaces. Multisector efforts and cooperation are therefore needed in order to spotlight the structural and systemic constraints that are embedded both within the sector and in society overall, and that are steering women away from STEM and related technical fields. START WITH EDUCATION creative ways. For example, the German utility E.ON engages children and youth from ages 5 to Removing gender biases in learning materials, 18 in STEM-oriented thinking through its Ener- and strengthening STEM curricula are critically gise Anything! Program, which offers inspiring important in attracting more women to STEM interactive workshops. Such programs can also careers, particularly at the primary and second- provide an opportunity for students to interact ary levels of education. Curriculum designers with female role models. Female role models are should create content and resources that are especially salient in STEM, helping to build the suited to the learning styles and preferences of aspirations and self-efficacy of young girls. For girls as well as boys: for example, the research example, in New Zealand, the Ultimit Women in suggests that STEM curricula are more appeal- Infrastructure Network runs an annual Girls With ing to girls when they are clearly relevant to real- Hi-Vis program to expose girls to women who are world situations. excelling in nontraditional roles. Building interest and confidence in STEM As young women start to think about their career subjects among young girls is also of key choices, it is important to also address common importance. Interactive, hands-on experiences, misperceptions among girls about their abilities design-based learning, and extracurricular STEM for STEM employment, and provide them with activities specifically for girls offer promise. information about STEM career paths. For exam- Schools and infrastructure organizations can ple, WomEng, a nonprofit organization in South work together to expose younger girls to sci- Africa, has developed booklets with information ence, and capture their attention in diverse and about engineering programs and scholarship 5 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE opportunities, and answers to frequently asked barriers that may be preventing women from questions about careers in engineering, aimed at working in specific sectors and occupations secondary school girls. Informing young women can help advance women’s employment. In about salaries for STEM jobs in infrastructure recent years, Bulgaria, Bosnia and Herzegovina, can also help influence their career choices. Kiribati, and Tajikistan have all moved to reform their labor laws in order to eliminate some of the In tertiary education and technical schools, restrictions on women’s employment: for exam- institutions can change their traditional practices ple, in jobs deemed arduous or hazardous, in order to create more equitable outcomes. such as underwater work. For example, they might make introductory STEM classes more accessible and engaging Inclusive policies such as quotas and targets for women by emphasizing the broad utility can also be effective, and can help to change of engineering skills and knowledge; and by the numbers quickly. When hiring, ensuring that incorporating hands-on practical learning into the merit as well as inclusion goals are considered curriculum by having young women work at a in tandem can help to avoid backlash, stigma- building site. tization and tokenism. Steps taken to counter gender discrimination and bias during the hiring Public and private sector entities can be more process are also helpful. For example, decision proactive in engaging potential STEM talent aids such as technical and cognitive tests, as by providing scholarships, internships, and well as structured interviews during which every apprenticeships. In the Lao People’s Democratic candidate is asked the same questions in the Republic (Lao PDR), an Asian Development same order, can help to stem implicit biases. Bank (ADB) project with the provincial water utili- ties is providing scholarships for young women to study water-related STEM careers, and providing DESIGN POLICIES AND them with job opportunities when they gradu- ate. And in Tanzania, the Structured Engineers WORKPLACES THAT Apprenticeship Program (SEAP) has supported ENCOURAGE RETENTION 300 women in engineering apprenticeships by covering their living expenses and providing Globally, women remain the primary caregivers them with training and mentorship opportunities. in the home: therefore, flexible work and part- time employment options may help to reduce These connections can also facilitate young attrition, and increase the number of women who women’s access to information, and career enter and remain in the workforce over the long opportunities through job matching and place- term. However, although such arrangements ment programs. In the Republic of North Mace- may help to retain women in the workforce, donia, Energieversorgung Niederösterreich those who take advantage of them may also be (EVN) provides a range of opportunities, includ- overlooked for promotion, a situation that calls ing internships and engineering scholarships, to for increased attention. help young women gain professional experience, and eventually to join the company. Because of the nature of the work, practices that seek to address issues of work-life balance may be limited for infrastructure profession- REMOVE ROADBLOCKS TO als. For example, telecommuting options and RECRUITMENT mobile work may be difficult if not impossible for employees engaged in construction work During the recruitment process, eliminating legal or utilities. However, even when organizations 6 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS cannot offer such options, they can offer a management and technical positions; enhancing variety of other flexible working arrangements, women’s empowerment and agency; combating such as staggered working hours, compressed stereotypes and sexism in the workplace; and work schedules, or breaks to allow for extended highlighting gender-equality achievements. learning and training. Paid family leave and childcare solutions further SUPPORT WOMEN AS THEY support the retention of women, and have demonstrated positive benefits for businesses. CLIMB THE LADDER In Brazil, childcare provided by the public sector increased maternal employment by 10 percent- Mentoring and sponsorship programs are prom- age points. And in rural Mozambique, the avail- ising professional development strategies for ability of preschool enabled caregivers (primarily women in STEM, and they can be supported at women) to save 15 hours per week on their care the workplace level as well as across industries. responsibilities. A variety of infrastructure mentoring programs are focused on empowering and promoting Addressing sexual harassment in the workplace women. Male mentors could also play an by developing complaint and redress mecha- important role in women’s career advancement. nisms, antiharassment and nondiscrimination Women in male-dominated industries such as policies, and sanctions for those who breach engineering can benefit from having a senior them, is of critical importance. The Solomon male mentor: those who have had such mentors Islands Water Authority (SIWA) provides one report a higher level of satisfaction with the pro- good-practice example. With guidance from gression of their careers, and were more likely IFC, this utility has developed policies to prevent to be partners or senior executives than male and counteract bullying and sexual harassment employees with senior male mentors. in the workplace, as well as to address cases of domestic violence among their employees. Sponsorship—which involves the active support These policies also ensure that employees are of someone who has considerable influence on provided with helpful information, and referrals decision-making processes or structures—is to community support services. even more effective than mentoring. Research by the Center for Talent Innovation found that Simple measures like providing appropriate facil- men and women with sponsors are more likely ities for women can foster a more inclusive work to ask for pay raises (and get them), as well environment. Infrastructure organizations should as more likely to request to join high-visibility consider women’s preferences and needs when teams, and to experience greater career satis- designing work and living spaces for women faction. in the field: this includes ensuring that there is adequate lighting, separate toilets, uniforms that Another key strategy is facilitating access to are appropriate for women, and on-site health professional networks: here, sector-specific, facilities. international networks can help guide women in STEM, as well as infrastructure entities that Infrastructure entities can work with trade unions are seeking to retain, support, and advance to develop gender equality strategies, and to women’s careers. Despite the increasing use enhance the participation of women in STEM, of women’s networks within organizations including in leadership roles. Électricité de and companies, there has been relatively little France (EDF) and ENGIE have established col- research to examine their potential impact on lective agreements on gender-equality targeting women’s career advancement, and the available by balancing the number of women and men in research is mixed. 7 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 8 © World Bank / Davasha Photography 2019 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS HOW CAN PROJECTS CLOSE EMPLOYMENT GAPS IN THE INFRASTRUCTURE SECTORS? The report Stepping Up Women’s STEM Careers in Infrastructure: An Overview of Promising Approaches describes several interventions and promising approaches, organized around the stages of the career path- way. Project teams have an opportunity to design actions, analysis, and indicators around women’s employment, for example through a focus on leadership and/or on child care. The Gender Tag Good Practice Note1 provides detailed information for project teams on how to apply the Gender Tag, including the Mozambique Energy for All - P165453 project example in Box 3. More information is also available at the Gender Tag Resources and Tools page.2 BOX 2 Elements of The Gender Tag The Tag identifies operations that seek to close gender gaps in human endowments, more and better jobs, and ownership and control of assets; and promote women’s voice and agency, which constitute the four pillars of the World Bank Group Gender Strategy 2016-2023. Operations tagged for gender need to meet two criteria: they address one or more of the pillars of the Strategy, and the Project Appraisal Document (PAD) articulates a logical chain from analysis, to actions, to indicators in the Results Framework. Gender Gap Analysis Gender Action Indicator Identify and substantiate Design interventions to Results framework indica- gaps between or among address identified gender tors to measure progress females and males in a gaps. of the proposed actions. given sector or project. 1. Good Practice Note for the Gender Tag May 2020 available at https://worldbankgroup.sharepoint.com/sites/Gender/ Knowledge%20Base/Gender%20Tag%20Good%20Practice%20Note%20Updated%20May%2013%202020.pdf 2. Gender Tag Resources and Tools available at https://worldbankgroup.sharepoint.com/sites/Gender/Pages/Gender- Tag-Good-Practices-Online-Tool-03262020-145306.aspx?deliveryName=DM60108 9 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Gender Gap Analysis Gender Action Indicator • The analysis needs to pro- • Actions need to close gaps • Gender gaps addressed by vide substantiated evidence relevant to the four pillars of the operation should have of the gender gaps, with the Gender Strategy and the indicators that measure the specific baseline informa- project objectives. Gender narrowing of the gender gap tion and data relevant to the does not mean only rectifying in the project. project and targeted area or female disadvantage; there country. Systematic Coun- can be a gap to the disad- • The results framework can try Diagnostics, Country vantage of males, such as include quantitative indica- Partnership Frameworks, higher-than-female school tors based on sex-disaggre- Regional Gender Action drop-out rates or male mor- gated statistical data from Plans and GP Follow-up bidity. Beyond disadvantage, surveys or administrative Notes are a helpful start. projects should consider records. These can be men’s roles as agents of process, output, or outcome • Gender gaps can also be change to improve outcomes indicators, as appropriate. analyzed using quantitative for gender equality. and/or qualitative data from • Baseline data should be col- existing research, such as • It is good practice if the lected in order to set targets academic and gray litera- actions are reflected in the for the indicators. If these ture, studies produced by description of the components, data are not available, then line ministries, local think instead of being confined to a a baseline of zero can be tanks/universities or the single paragraph on gender in used to measure changes UN and other international the PAD. over time. agencies. Alternatively, pri- • It is also good practice to • All person-level indicators mary research that may be spell out in sufficient detail should be sex-disag- conducted early in the proj- key features of the gender gregated. However, the ect cycle, through social/ gap-related actions, including standard share of female gender assessments. which entities will be respon- beneficiaries is insufficient. sible for implementing the Indicators should explicitly action; what resources will be aim to measure improve- required; how the narrowing or ments in the identified gap. closing of the gap/s would be achieved and measured; and the process for evaluating and improving upon actions during the operation. 10 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS BOX 3 Example of Gender-Tagged Operation. Mozambique Energy for All - P165453 Gender Gap Analysis Gender Action Indicator • Electricity of Mozambique • The project will support part • Develop and disclose a pol- (Electricidade de Moçam- of the implementation of the icy for gender equality and bique) (EDM) conducted a gender strategy (Engendering justice in EDM (Yes/No). general review of women’s EDM), driven by the Human participation in EDM’s Resources Directorate • Percentage of females hired operations by the end of (POG), in coordination with under the Young Profes- 2017. other development partners. sionals Program at EDM (Percentage) Baseline: 03 • The results indicated • Specifically, the project will Target: 30% that women represent 17 support a gender audit to percent of the work force, assess the challenges in and 40 percent of them terms of gender participation, perform activities related diversity and equality; and to their training areas: based on the results, will 25 percent of them work formulate a corporate gender in technical areas, 57 strategy. percent have a university degree, 34 percent have • In addition, the project will an undergraduate degree, ensure that at least 30 per- and 9 percent a basic cent of the candidates hired education. in the Young Professionals Program are women, thereby • Around 50 percent of the closing a gender gap at the women have at least 12 institutional level, given the years of service at EDM. current baseline of only 25 One out of four execu- percent of all EDM women tive board members is a working in technical areas. woman. 3. Baseline set at zero given uncertainty around exact number of women hired under Young Professionals Program and also given the limited time it has been running. 11 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 12 ©iStockPhoto SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS TAKING ACTION WITH CLIENTS: RECOMMENDED STEPS Studies from a broad range of primarily private sector companies have consistently shown that organizations that launch initiatives to attract, recruit, retain, and advance women outperform those with a more homogenous workforce. So, while leveling the field for women’s STEM employment in infrastructure can be challenging, the long-term benefits for companies and employees are well-documented. This note provides practical steps that infrastruc- A useful first step may be to start by asking ture organizations can take in order to begin the questions about any institutional challenges change process. Needless to say, concerted and the organization is facing, and allow that to sustained efforts, especially from leadership, are lead into a discussion of how working on required to ensure that women are given gen- staffing issues might help to effectively address uine opportunities to enter the sector, and that them. Determining whether the organization they continue to be supported as they progress has sufficient technical staff with the skills in their STEM careers. needed to adequately operate and maintain facilities, for example, might help managers realize that providing opportunities for upskilling STARTING A DIALOGUE ON could be helpful in filling any gaps. Discussing STAFFING, AND BUILDING ways to recruit talent, and minimize staff turnover or attrition can also be part of this LEADERSHIP BUY-IN conversation. Before starting a conversation about the sta- The next step is to determine whether the tus of female staffing in an organization, it is organization is collecting sex-disaggregated important to ascertain whether management is data. Sharing international experience from interested in and/or open to discussing human infrastructure entities that have faced similar resource (HR) needs. While managers might challenges, and explaining how they overcame be generally aware of the strengths and weak- them by making their workforce more equitable nesses of their workforce, the specific chal- while staying competitive in the market could be lenges that female staff typically face may not be helpful. For example, Ethiopian Electric Utility’s their top priority. experience has catalyzed further action in the 13 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE sector, with Ethiopian Electric Power now mov- ASSESSING WOMEN’S EM- ing forward on building a similar program. PLOYMENT AND INCLUSION Buy-in by senior leadership is critical to any IN THE WORKPLACE organizational change process. Leaders who demonstrate a genuine understanding of the The next steps are to gather sex-disaggregated importance of women’s participation in the work- data, conduct analyses, and develop an evi- force can encourage others to take the goal of dence base. This data will provide helpful insight gender equality seriously. Transformational lead- into the challenge areas, as well as the most ers can articulate clear and meaningful goals; promising areas for intervention. urge employees to rise above their self-interest to support collective goals; and communicate Consider Hiring Experts this vision to a broad set of stakeholders. Buy-in by senior management can also help maintain World Bank project teams may want to hire an momentum and commitment to change, and can expert with gender analysis experience related help ensure that the necessary resources will be to female labor force participation, women’s allocated to the effort. employment, and/or women’s employment in STEM jobs, as well as rights-based approaches When engaging senior leadership, it is import- to focusing on disparities between women and ant for the HR and change management teams men. Expertise in human resources, gender to ensure that decision makers and potential audits, and program design, as well as monitor- high-level champions are also engaged. Senior ing and evaluation (M&E), may also be helpful. leaders may be able to make institutional Gender experts can support a review of the commitments, but it is the departments and evidence and the data-collection efforts, and employees who will be crucial in actually driving can help link the data to specific recommended the change process. Within the organization, actions, targets, and relevant M&E indicators. the leaders of HR, institutional relations, gover- nance, training and development, and corporate Use Secondary Data Sources to social responsibility (CSR) are all needed in Better Understand Gender order to enact relevant policies and implement Equality Issues institutional changes. Existing data and resources can help project One way of motivating an organization’s leader- teams better understand a given country’s laws, ship and stakeholders to actively support inclu- regulations, and policies. At the country level, sion of women in the STEM workforce is for the exploring sector-specific policies and minis- project team to point to national agendas and try-led, as well as civil society efforts to achieve international agreements that aim to advance gender equality, can be helpful (Box 4). gender equality. Explaining the links between skills development, or childcare services, and Examine National laws and policies at the national level can help Development Strategies lend credibility to these efforts. This approach can also help build buy-in and advance the Evaluating national development strategies adoption of strategies designed to support can also be helpful. For example, the Ethiopia women in the workplace. Growth and Transformation Plan 2 contains baseline information, and has set targets for the number of women that are benefitting from 14 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS BOX 4 Helpful Secondary Data Sources Women, Business and the Law is a World Bank Group project that collects unique data on the laws and regulations that restrict women’s economic opportunities in 190 economies. This resource covers such topics as accessing institutions, owning property, getting a job, providing incentives to work, going to court, building credit, and protecting women from violence. The Social Institutions & Gender Index (SIGI) is an OECD-supported, cross-country measure of discrimination against women in social institutions through formal and informal laws, social norms, and practices, across 180 countries. SIGI covers four major dimensions of discriminatory social institutions that affect women’s lives: (i) discrimination in the family; (ii) restricted physical integrity; (iii) restricted access to productive and financial resources; and (iv) restricted civil liberties. The Global Gender Gap Report, supported by the World Economic Forum, benchmarks 153 countries on their progress toward gender parity across four dimensions: (i) economic partic- ipation and opportunity; (ii) educational attainment; (iii) health and survival; and (iv) political empowerment. The report also includes detailed country profiles and provides sex-disaggre- gated data across these domains. The World Bank Group’s Gender Data Portal is a comprehensive source of the latest sex-disaggregated data and gender statistics covering demography, education, health, eco- nomic opportunities, public life, decision making, and agency. The UNESCO Institute for Statistics (UIS) is a comprehensive resource of statistics regard- ing education, science, technology and innovation, and culture. The OECD Gender Data Portal includes specific indicators that shed light on gender inequal- ities in education, employment, entrepreneurship, health, and development, including data on female scientists and women’s STEM education. The data sets cover OECD member coun- tries, as well as partner economies in Brazil, China, India, Indonesia, and South Africa. The Global Women’s Leadership Index of the Wilson Center tracks women in governments around the world; describes how much power they hold; and explains how they progressed to their positions of leadership. The data is split into three pillars—pathways, positions, and power—to elucidate correlations between a variety of variables, decisions, and policies, and to show how they ultimately affect the degree of power held by women in public office. 15 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE vocational adult education programs, as well as their roles or grades, they cannot assess the the percentage of government institutions that perceptions, needs, and challenges to career provide childcare services.4 These elements development that women are facing within the may help World Bank project teams work with organization. relevant counterparts to push for reforms in national laws and policies, and to develop sector Assessments should include a general review strategies for driving actions that will help close of HR policies (Box 5), as well as a very careful the gaps between women and men in STEM review of recruitment and advancement prac- employment. tices. This can help to identify the specific ways that gender bias may be affecting women in Collect Institutional Data the workplace. Reviewing collective bargain- to Understand Women’s ing agreements, determining the prevalence Participation Within the of sexual harassment,5 and examining sexual harassment policies, as well as prevention and Organization response mechanisms, should also be carried In addition to secondary data, collecting both out. quantitative and qualitative primary data from within the institution can help clients better understand the level and nature of women’s DEVELOPING A STRATEGY, participation across the institution. Developing AND A CORRESPONDING an evidence base can shed light on the key ACTION PLAN challenges the organization is facing, and estab- lish a baseline against which future success can In order to ensure broad implementation of be measured. Such data can provide helpful institutional initatives for supporting women in perspective on the relative participation of men the STEM workforce—and continuity of those and women within the workforce; highlight ways initiatives in the event of staff or leadership to achieve greater parity; and gather important changes—the commitment of senior leadership information about perceptions and attitudes to these goals should be translated into very within the organization. concrete and specific actions that are clearly Teams can start by establishing the scope of the spelled out in an institutional plan or strategy. assessment; identifying any existing sex-disag- Developing a strategy that is supported by gregated data that is already available through evidence helps makes the case for neces- HR databases; and leveraging opportunities sary changes. A 2018 McKinsey study that to incorporate relevant questions into broader researched diversity within the executive teams assessment efforts, such as employee engage- of 346 companies worldwide found that all of the ment surveys. It is important to remember that companies that demonstrated improvements in while HR databases can provide a quantitative the inclusion of women over a three-year period picture of women’s participation according to 4. “Ethiopia Growth and Transformation Plan II” (GTP II). https://www.greengrowthknowledge.org/national-documents/ ethiopia-growth-and-transformation-plan-ii-gtp-ii 5. Those who wish to conduct a survey of sexual harassment in the workplace should follow the ethical and safety guidelines established by the World Health Organization (WHO 2005). Poorly conducted surveys are unethical, because responding to a poorly designed survey could needlessly retraumatize respondents. The WHO guideline outlines some of the methodological, ethical, and safety challenges of conducting research on violence against women and girls (VAWG), and describes a range of innovative techniques that have been used to sensitively, respectfully, and carefully address these challenges. 16 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS BOX 5 Sample Questions for Human-Resource Policies Review Does your organization have a gender nondiscrimination policy? Does your organization have a committee focused on gender equality? • Is there an assigned gender focal point? Does the focal point have decision-making authority? • What resources are allocated to this work? Do you have any recruitment policies specifically focused on women? • Do you have any quotas or targets regarding female employees in your organization? If so, what is the targeted percentage or number? • Do you have job ads targeted at women? • Do you have any outreach channels via women’s professional networks? Does your organization have recruitment relationships with any universities or trade schools? Do you have any advancement policies focused on women? • Do you have any quotas or targets for the number of women who reach management and/ or leadership roles? If so, what is the targeted percentage or number? • Do you have structured planning for career growth and advancement? Do you offer any flexible working arrangements? For example: • a. Part-time employment? • b. Options for teleworking/telecommuting? • c. A gradual phased-in schedule for mothers returning from maternity leave? • d. Flexible core hours, or compressed work schedules? • e. Other (please specify)? Source: Adapted from the ESMAP-funded Women in Power Sector Network in South Asia (WePOWER), and the Africa Gender and Energy program available at https://www.esmap.org/multimedia/power-sector-question- naire-human-resources-training-and-gender-practices Note: For an expanded list of detailed questions, see Tool 1.1: Gender Audit (IFC 2018). had done so with the support of specific diversity business growth strategy; (iii) development of a and inclusion strategies. portfolio of initiatives that promotes a culture of inclusiveness, and demonstrates commitment to The companies that succeeded shared these increased diversity; and (iv) commitment to local traits: (i) senior leadership commitment that buy-in through strategies tailored to the business cascades down; (ii) use of data as a means of area or geographic region (McKinsey & Com- linking the diversity and inclusion strategy to the pany 2018). 17 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Closing large gender gaps takes time and Designating Champions at All requires substantial resources. For many orga- Levels of the Organization, and nizations, focusing initial efforts on moderate, achievable gains that have a greater probability Engaging Men of enduring over time through changes in leader- Designating champions at all levels within an ship may be the best strategy. For example, organization can help sustain institutional com- it may be better to initially focus the review of mitment to change. Employees who are pas- HR policies on salary equity rather than trying sionate about diversity, inclusion, and women’s to move forward with a costly plan for on-site full participation in the workforce can be formally childcare facilities. Specific local contexts must assigned to take charge of key initiatives, such also be understood, and carefully taken into con- as mentorship programs. sideration by the World Bank project teams. For example, changes that impact union contracts They can also be tasked with presenting fresh or collective agreements may take several years perspectives, inspiring attitudinal shifts, and to implement: this underlines the need for any supporting the change in norms needed in order actions to be driven by current, on-the-ground for diversity and inclusion strategies to succeed. realities. Project teams can also encourage relevant counterparts to create committees or councils Setting Specific Goals and Targets to drive progress through monthly meetings, planning sessions, and roundtables. Diversity initiatives within organizations often focus somewhat narrowly on promoting more Since men occupy the majority of STEM jobs women to leadership and professional roles, and and comprise most of the infrastructure work- tend to spend less time and thought on creating force, engaging them as partners and support- the types of programs that are needed in order ers of gender equality initiatives is needed for to attract a larger number of qualified women success. Engaging men as mentors and imple- candidates to the sector; for example, forming menters of inclusion strategies is one way to do relationships with educational institutions that this. However, any mentorship program should actively promote both male and female job take care to mitigate the risks of sexual harass- candidates, and making STEM scholarships ment by carefully vetting potential mentors, and available for tertiary education. letting mentees know about any antiharassment measures that are in place, as well as the mech- Creating specific goals in each job category can anisms for reporting harassment. enhance opportunities for women in roles that are traditionally male-dominated. These goals Creating Strategic Messaging that can then be embedded in an organization’s Explains How an Inclusive Work- overall strategy to address gaps in women’s force is Good for Business STEM employment (See Table 1). Highlighting the business benefits of promoting The strategy should be very specific about the gender equality to both employers and employ- steps that will be taken to achieve targets set ees can help gain broader support than tackling for the recruitment, retention, and advance- the issue from the perspective of antidiscrimi- ment of women within the organization. Project nation alone. In fact, messaging that portrays teams should support the design; track progress women as victims is regressive and can back- toward project targets and initiatives in the iden- fire, further disempowering female staff. On the tified focus areas; and help organizations revise other hand, positive messaging that communi- and adopt changes in policies as needed. 18 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS Table 1  Sample Framework for Setting Targets to Improve Women’s Representation in STEM Jobs Target Area Focus Possible Strategies for Tracking Progress Identifying evidence-based • Undertake a review of best practices that are relevant to the strategies to enhance general sector context and related policies, and share findings women in STEM within the with the organization’s leadership representatives. sector or country context Establishing a corporate- • Adopt an institutional strategy and action plan focused on level commitment to closing the gender gaps in STEM professions. gender equality in STEM • Sign up for a global reporting initiative to track performance on employment women’s employment (if resources are available). • Undertake an in-depth review of institutional recruitment, retention, and advancement processes, and related policies. • Review all job description materials for potential biases, especially those for technical STEM roles. • Develop a retention strategy in response to issues identified Recruiting and retaining an during employee surveys and exit interviews, if available. equitable workforce • Embed key questions on workplace culture, parental leave, and sexual harassment in employee engagement surveys. Make sure the results of the survey are sex-disaggregated. • Ensure that basic facilities such as toilets and dorms are built and/or renovated in such a way that they can accommodate the safety and hygienic needs of both women and men. • Establish and monitor targets for women’s representation in management and other leadership roles. Advancing women’s • Provide progress reports to relevant stakeholders. representation in senior STEM positions • Increase the ratio of women to men in senior management within a specific timeline. • Increase the retention rates for midcareer women. • Embed key questions on such issues as workplace culture, Developing overall parental leave, and sexual harassment in employee approaches for enhancing engagement surveys. Make sure the results are sex- equity in infrastructure disaggregated. entities • Ensure basic facilities such as toilets and dorms can safely and comfortably accommodate both women and men. Note: World Bank project teams or infrastructure institutions can incorporate intended targets in their respective strategies and action plans based on the ideas put forward in the above framework. 19 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE cates some of the ways that inclusion can help Interventions designed to enhance the compre- modernize the organization and increase its hensiveness of annual reporting ideally would competitive edge can help to create a more con- include the proportion of women employees structive and welcoming workplace culture. overall, as well as the number of female senior executives and board members. Encouraging Failure to articulate these benefits to both infrastructure entities to disaggregate their workers and unions may derail efforts to achieve employee satisfaction survey by sex can help gender equality. In order to avoid alienating paint a clearer picture of the current situation, as any particular group, or unintentionally leading well as of any progress being made. to misunderstandings, or backlash, it may be necessary to carefully frame internal commu- nications, always keeping the focus on the bene- MOBILIZING FINANCIAL AND fits that can be realized through a more diverse and inclusive workforce. It may also be helpful to HUMAN RESOURCES design and implement “soft-incentive” schemes that formally recognize teams who successfully Linking Strategies with the Re- adopt gender equality, and inclusive strategies. sources Needed to Support the Im- plementation of Goals and Targets Capturing Results through Report- The activities outlined in this note require sub- ing Mechanisms stantial allocation of the financial and human Reporting on changes to the representation of resources needed in order for effective and women at all levels of the organization helps sustained implementation to occur. The costs to promote institutional transparency and incurred may include hiring consultants to deliver accountability. Project teams can share informa- a baseline assessment; designing mentorship tion about progress achieved through project programs; earmarking funds for STEM schol- reports, action plans, and other mechanisms. arships; building or installing new facilities; and They should also advise infrastructure entities to purchasing additional gear for women. announce progress toward their targets in quar- Costs vary from country to country, as well terly reports and staff meetings, clearly stating as by the type of initiative. Although there are the case for gender equality in STEM employ- variations depending on the specific context, ment, and outlining the steps being undertaken initiatives for promoting women in STEM and by the organization to set and meet planned professional roles generally cost more per targets. person than training programs for women in low- New M&E mechanisms may be needed in order and medium-skills jobs (for example, training to capture both qualitative and quantitative data women as bus drivers, or in the use of heavy on the effectiveness of the various approaches, machinery). Therefore, closing the gap between strategies, and activities that have been imple- women and men in professional roles requires mented. Including relevant output and outcome larger, but very worthwhile, investments. indicators in the project design can help ensure that these indicators are reported on during implementation. 20 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS 21 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 22 ©World Bank / Davasha Photography 2019 SUMMARY NOTE: ENTRY POINTS FOR WORLD BANK PROJECT TEAMS REFERENCES Díaz-García, Cristina, Angela González-Moreno, and Francisco Sáez-Martínez. 2013. “Gender Diversity Within R&D Teams: Its Impact on Radicalness of Innovation.” Innovation: Management, Policy & Practice 15 (2): 149-160. Di Miceli, Alexandre, and Angela Donaggio. 2018. Women in Business Leadership Boost ESG Performance: Existing Body of Evidence Makes Compelling Case. Washington, DC: IFC. 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