SheWorks: Putting Gender-Smart Commitments into Practice AT THE WORKPLACE © International Finance Corporation 2016. All rights reserved. 2121 Pennsylvania Avenue, N.W. Washington, D.C. 20433 Internet: www.ifc.org IFC, a member of the World Bank Group, creates opportunities for people to escape poverty and improve their lives. We foster sustainable economic growth in developing countries by supporting private sector development, mobilizing private capital, and providing advisory and risk mitigation services to businesses and governments. This report was commissioned by IFC through its Gender Secretariat, which works with IFC clients to reduce gaps in economic opportunity between women and men in the private sector while enabling companies and economies to improve their performance. For more information about IFC’s gender work, please visit www.ifc.org/gender. 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Cover photo: Kzenon / Shutterstock Table of Contents 2 Abbreviations and Acronyms 3 Acknowledgements 5 Foreword 7 Introduction 11 Chapter 1: Women in Business Leadership and Management 27 Chapter 2: Recruitment and Retention of Female Talent in the Workforce 49 Chapter 3: Effective Anti-Sexual Harassment Mechanisms 67 Chapter 4: Supporting Women in the Value Chain as Employees and Entrepreneurs 83 Chapter 5: Measuring and Reporting 101 Chapter 6: Leadership’s Public Commitment to Women’s Employment as a Smart Business Strategy 115 Afterword: The Work Is Never Done 117 Appendix A: Bibliography 128 Appendix B: Reading Guides 1 ABBREVIATIONS AND ACRONYMS ASX Australian Securities Exchange KPIs Key performance indicators BCFW Business Coalition for Women (Papua New LGBTQ+ Lesbian, gay, bisexual, transgender, queer/ Guinea) questioning, and others BoW Banking on Women M&S Marks and Spencer BSR Business for Social Responsibility MDC Micro Distribution Center (The Coca-Cola Company) BTMU The Bank of Tokyo-Mitsubishi UFJ, Ltd. MENA Middle East and North Africa BW Better Work MSMEs Micro, small, and medium enterprises BWN Business Women’s Network (SAP SE) NASSCOM National Association of Software and CBFW Cherie Blair Foundation for Women Services Companies (India) CEO Chief Executive Officer NFS Non-financial services CFO Chief Financial Officer NGO Non-governmental organization CGI Clinton Global Initiative NZX New Zealand Stock Exchange CITE Commission for Equality in Labour and OECD Organisation for Economic Co-operation Employment (Portugal) and Development CSO Civil society organization P&L Profit and loss CSR Corporate social responsibility P.A.C.E. Personal Advancement & Career CTI Center for Talent Innovation Enhancement (Gap Inc.) D&I Diversity and Inclusion PGA Participatory Gender Audit Methodology EDGE Economic Dividends for Gender Equality (ILO) EEOC Equal Employment Opportunity PNG Papua New Guinea Commission PwC PricewaterhouseCoopers ERG Employee resource group ROA Return on assets ETF Exchange-traded fund (Women in ETFs) ROE Return on equity EU European Union ROI Return on investment FOGE Federal Office for Gender Equality ROWE Results-oriented work environment (Switzerland) S&P 500 Standard & Poor’s 500 (U.S.) FTSE Financial Times and Stock Exchange (U.K.) SBFC Sharjah Baby-Friendly City Campaign FY Fiscal Year SET Science, engineering, and technology GDP Gross domestic product SMART Specific, measurable, achievable, realistic, GEM Gender Equity Model (World Bank Group) and time-bound GM General Motors SMEs Small and medium enterprises GRI Global Reporting Initiative STEM Science, technology, engineering, and GSMA GSM (Groupe Spéciale Mobile) Association mathematics HQ Headquarters TEB Turkish Economy Bank HRM Human resource management UAE United Arab Emirates HUL Hindustan Unilever UN United Nations ICT Information and communications UNDP United Nations Development Programme technologies UNFPA United Nations Population Fund IFC International Finance Corporation WBENC Women’s Business Enterprise National ILO International Labour Organization Council (U.S.) IT Information technology WBG World Bank Group ITC International Trade Center WBL Women, Business and the Law (World ITUC International Trade Union Confederation Bank Group) IWPR Institute for Women’s Policy Research WEF World Economic Forum WEPs Women’s Empowerment Principles 2 Acknowledgements This publication, SheWorks: Putting Gender-Smart Commitments by SheWorks member Gap Inc. Chapter 4 was peer reviewed into Practice, was developed by Carmen Niethammer and by SheWorks members Boyner Group and The Coca-Cola Rudaba Zehra Nasir, who are part of IFC’s Gender Secretariat. Company. Chapter 5 was peer reviewed by SheWorks strategic It is the result of a collaborative effort with SheWorks member partner the EDGE Certified Foundation. Chapter 6 was peer companies and strategic partners, especially those who served reviewed by SheWorks strategic partner the UN Global as peer reviewers of each chapter. Compact. The authors of this report would like to highlight the IFC is also grateful for the support of Ilana Jaffey and Julie invaluable contributions of Maria-Lizzy Massa at Belcorp; Schoenthaler at the Clinton Global Initiative, as well as Rachel Aysun Sayin and the team at Boyner Group; Avra Siegel and Tulchin at the Clinton Foundation. The authors of this report the team at Care.com; April Jordin and the team at The also acknowledge Caren Grown, Senior Director, World Bank Coca-Cola Company; the EY Diversity & Inclusiveness team; Group’s Gender Cross-Cutting Solution Area; Mary Porter- Kindley Walsh-Lawlor and the team at Gap Inc.; Renee Peschka, Director, IFC Cross-Cutting Advisory Services; Wittmeyer and the team at Intel; Besma Alqassar and the Henriette Kolb, Head, IFC Gender Secretariat; members of team at Kuwait Energy; Carla Pires, Sergio Leão, and the IFC’s Women’s Employment Working Group; and the IFC team at the Odebrecht Group; Hanady El Sherif and the team Gender Secretariat, including Esther Dassanou, Sammar at Ooredoo; Nicole McCabe and the team at SAP SE; Simla Essmat, Heather Kipnis, and Amy Luinstra, for their input and Ünal and the team at TEB; and Vijaya Sen and the team at guidance. Zulekha Hospitals, as they provided critical data, timely Appreciations are also extended to Alex Behr, the editor of this support, and feedback. This report would not have been report, and the design and printing team at Groff Creative— possible without them. with Lauren Groff, Jay Groff, and Tanaquil Baker— who were A special thanks to the three SheWorks strategic partners: critical in producing this report. Aniela Unguresan and the team at the EDGE Certified IFC would also like to acknowledge the generous support of Foundation; Susan Maybud and the team at the International the governments of Ireland (through the Ministry for Foreign Labour Organization (ILO); and Lauren Gula, Tulsi Byrne, and Affairs), Luxembourg (through the Ministry of Finance), the the team at the UN Global Compact. Netherlands (through the Ministry for Foreign Affairs), Many thanks also to the peer reviewers of this report for their Norway (through the Ministry of Foreign Affairs), and support and feedback. Chapter 1 was peer reviewed by Switzerland (through the State Secretariat for Economic SheWorks members EY and SAP SE and SheWorks strategic Affairs) without whom the SheWorks partnership and this partner the ILO. Chapter 2 was peer reviewed by SheWorks publication would not have been possible. member Care.com and the ILO. Chapter 3 was peer reviewed IN COLLABORATION WITH 3 COURTESY OF SIMONE D. MCCOURTIE / WORLD BANK GROUP A factory worker building hospital gurneys at the Tautmann factory in Turkey. 4 Foreword T oday, the chances for women to participate in the best practices, and formal labor market worldwide remain almost 27 lessons learned shared percentage points lower than those for men.¹ by SheWorks members Women are more likely to be unemployed than men. Yet, and strategic partners women’s employment is vital to driving economic growth to show how and development—no country can afford to lose half of its companies across talent pool. The private sector, which provides about 90 regions and sectors percent of jobs, is essential for meeting this employment can further invest in challenge. The key is to identify “gender-smart” their female talent to employment solutions that generate opportunities for strengthen the bottom women while also contributing to companies’ bottom line, line. Our hope is that productivity, and growth. this publication will reach hundreds of For the International Finance Corporation (IFC), the businesses that can learn from our partners’ experience world’s largest global development institution focused and replicate what works. Our goal is to help IFC clients exclusively on the private sector and with six decades of and other companies worldwide reduce gender gaps in experience, job creation is a top priority. IFC’s commitment their operations while reaping business rewards. to advancing gender equality is anchored in a strong business case and in client demand for gender-smart On behalf of IFC, I would like to thank our SheWorks solutions. In response, we are working with clients to members and partners for their commitment over the past reduce the gap between women and men as two years. While the SheWorks Partnership comes to an entrepreneurs, employees, corporate leaders, suppliers, end, the work continues. We all can do more. At IFC, we consumers, and community stakeholders. When World are committed to applying the knowledge learned with Bank Group President Jim Kim launched the IFC-led clients and leveraging our partnerships, including with the SheWorks private sector partnership at the 2014 Clinton public sector, as outlined in our recent World Bank Group Global Initiative Annual Meeting, our objective was clear: Gender Equality Strategy. Only by working in tandem with improve employment opportunities and working civil society—as well as with the public and private conditions for thousands of women over the two-year sectors—will we be able to more effectively support partnership. Our approach was a practical one: focus on women’s participation in the labor market and create the “how” and encourage leading companies to “stretch” opportunity where it is needed most. themselves while exchanging their experiences with women’s employment. Thirteen leading companies and three strategic partners joined this initiative, implementing gender-smart workplace measures based Nena Stoiljkovic on the business case. IFC Vice President of Global Client Services The report—SheWorks: Putting Gender-Smart Commitments into Practice—highlights private sector approaches and learning in recruiting, retaining, and promoting women. It draws on global business case data, practical guidance, 5 COURTESY OF CARMEN NIETHAMMER / IFC An employee working on Afrifresh Group’s citrus farms in South Africa. 6 Introduction B etween 1995 and 2015, the global female labor force (2015) estimates that the global gender gap in economic participation rate decreased from 52.4 percent to opportunity has closed by only 3 percent in the past 10 49.6 percent,2 even though women’s labor is crucial years, suggesting that it will take another 118 years to close to many sectors that are critical for economic growth in this gap completely.10 emerging markets. Across industries, women have a lower representation at the management level than they do in Employees, employers, and economies around the world the workforce.3 For example, women make up only 4 cannot wait a century to close the gender gap in percent of chief executive officers (CEOs) of publicly listed employment. When female employees are unable to realize companies among the Bombay Stock Exchange 100, their full economic potential, businesses, communities, and 3 percent of those in the Mexico Expansion 100, and 1.8 economies also fall behind, unable to maximize their growth percent of those in the Latin 500.4 potential. Evidence of this is being substantiated by a growing body of research covering developed and emerging Gender gaps in employment, however, are not just a economies, such as IFC’s Investing in Women’s Employment: problem for emerging or developing economies. Developed Good for Business, Good for Development report (2013).11 A economies also have a range of gender gaps to tackle. number of studies referenced later in this report, such as According to the Organisation for Economic Co-operation those by Catalyst, the Center for Talent Innovation (CTI), and Development (OECD), the average gender wage gap the EDGE Certified Foundation, EY and the Peterson in OECD countries is over 15 percent. Women represent 5 Institute of International Economics,12 the International less than 5 percent of the CEOs of publicly listed Labour Organization (ILO), Mercer, McKinsey & Company, companies in OECD countries, 4 percent of those in the and the World Bank Group, have established a link between U.K. Financial Times Stock Exchange (FTSE) 100, and 2.8 women’s employment and various business benefits, such percent of those in the European Union. 6 as increased productivity, retention, and firm performance. The good news is that global gender gaps in primary, Many forward-looking employers and governments are secondary, and tertiary education are closing. In countries 7 already convinced that investment in women’s such as Argentina, Iran, Nigeria, and Saudi Arabia, for employment is good for business and development. Their example, women comprise the majority of university focus is now shifting from “why”—the business case—to students. In the science, technology, engineering, and 8 “how”—the practical steps companies can take to close mathematics (STEM) sectors as well, women are the corporate gender gaps in recruitment, retention, and majority of graduates in many countries. However, this 9 promotion. Yet many companies that are starting their trend is not necessarily translating into more women journey toward workplace gender equality are unsure of entering and staying in the workforce and occupying how to put the business case into action in a way that skilled roles and leadership positions. Women continue to benefits employees and the business. face significant barriers to their workforce participation, such as harassment, discrimination, and lack of childcare, SheWorks: Putting Gender-Smart Commitments into Practice paid leave, and career advancement opportunities. As a provides insights that can help companies address result, and because of a host of other legal and corporate gender gaps while realizing business benefits. It sociocultural barriers, women in many parts of the world is the culmination of the IFC-led SheWorks global private still lag behind men in terms of employment, income, skills, sector partnership launched at the 2014 Clinton Global and access to assets. The World Economic Forum (WEF) Initiative (CGI) Annual Meeting. The partnership’s aim was 7 BOX 0.1 SheWorks Members and Partners An important part of the methodology of this report involved drawing on the practical experiences of the 13 SheWorks member companies and the knowledge and expertise of the three strategic partners. IFC gratefully acknowledges the invaluable contributions made by the following: SheWorks Member company headquartered in Kuwait Strategic Partners Companies and led by a female CEO. The EDGE CERTIFIED BELCORP, a Peruvian company ODEBRECHT GROUP, a global FOUNDATION developed EDGE, a involved in the manufacturing and organization of Brazilian origin global assessment methodology direct sale of beauty products in 15 with a presence in Brazil and 27 and business certification standard countries. Belcorp’s direct sales other countries, which runs for gender equality. network includes more than diversified businesses in the fields The ILO is the only tripartite UN 800,000 women. of engineering, construction, agency. It brings together energy, chemicals, petrochemicals, BOYNER GROUP, a Turkish governments, employers, and and agribusiness. retailer employing more than worker representatives of 187 12,000 people and serving over 15 OOREDOO GROUP, a member states to set international million customers. telecommunications company labor standards, promote rights at headquartered in Qatar and work, encourage employment CARE.COM, a global online operating in emerging markets opportunities, enhance social marketplace for finding and across the Middle East, North protection, strengthen social managing quality family care Africa, and Southeast Asia with a dialogue, and develop policies and services. Care.com spans 16 customer base of nearly 90 million programs to champion decent countries, serving more than 19.5 people. work for all. Gender equality is at million members. the heart of the ILO mandate. SAP SE, a German multinational THE COCA-COLA COMPANY, a company specializing in enterprise The UN GLOBAL COMPACT, the U.S.-based multinational beverage software to manage business world’s largest voluntary corporate corporation. operations and customer relations. sustainability initiative (with more EY, a global professional services than 8,000 company participants), TURK EKONOMI BANKASI OR organization, headquartered in the encourages companies to align TURKISH ECONOMY BANK United Kingdom. strategies and operations with (TEB), a Turkish financial GAP INC., an American universal principles on human institution with an asset size of TL multinational clothing and rights, labor, environment, and 72 billion and more than 10,000 accessories retailer. anticorruption, and take actions to employees. advance societal goals. In 2010, the INTEL CORPORATION, an ZULEKHA HOSPITALS, run by UN Global Compact and UN American multinational technology Zulekha Healthcare Group, a Women developed the seven company. women-owned private healthcare Women’s Empowerment Principles KUWAIT ENERGY, a Middle East network in the United Arab (WEPs). and North Africa-focused oil and Emirates (UAE). gas exploration and production 8 to advance employment opportunities and improve • Chapter 5: Measuring and Reporting on Progress working conditions for more than 300,000 women by 2016.13 Ten leading companies joined SheWorks, focused • Chapter 6: Leadership’s Public Commitment to Women’s on putting the business case into practice; two years later, Employment as a Smart Business Strategy the partnership grew to 13 companies (see box O.1). Each member company committed to implement a minimum Each chapter is divided into three sections covering the of three gender-smart workplace measures, such as business case, promising practices, and lessons learned. sponsorship or mentorship programs, flexible work The report concludes with suggestions for future research arrangements, effective anti-sexual harassment and partnerships, and highlights issues that are beyond the mechanisms, and gender assessments. Three strategic terms of reference of the SheWorks partnership, but are partners—the EDGE Certified Foundation, the ILO, and vital to advancing women’s employment. To further the UN Global Compact—provided expert advice and stakeholders’ understanding, the report includes five knowledge to help member companies realize their topic-specific reading guides as an appendix. commitments. By September 2016, the partnership had reached the lives of 313,000 women. ENDNOTES 1 ILO. (2016). Women at Work: Trends 2016. http://www.ilo.org/wcmsp5/ groups/public/---dgreports/---dcomm/---publ/documents/publication/ This report consolidates the 13 members’ learning and best wcms_457317.pdf practice around the recruitment, retention, and promotion 2 Ibid. 3 RobecoSAM. (2015). Does Corporate Gender Equality Lead to Outper- of female employees. SheWorks members and strategic formance? http://www.robecosam.com/images/Does_corporate_gen- der_equality_lead_to_outperformance.pdf partners have contributed their knowledge and expertise 4 ILO. (2015). Gaining Momentum: Women in Business and Management. to this report. While this report is focused on the http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/--- publ/documents/publication/wcms_334882.pdf experiences of SheWorks members and partners, at times 5 OECD. (2013). Gender Wage Gap. https://www.oecd.org/gender/data/ it also draws on examples of other companies around the genderwagegap.htm world that are similarly committed to advancing women’s 6 ILO. (2015). Gaining Momentum: Women in Business and Management. http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/--- employment and improving working conditions. publ/documents/publication/wcms_334882.pdf 7 IMF. (2013). Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. https://www.imf.org/external/pubs/ft/sdn/2013/ The aim of this report is to help companies across regions sdn1310.pdf 8 Yale Global. (2014). Women More Educated than Men But Still Paid Less. and sectors identify and implement gender-smart http://yaleglobal.yale.edu/content/women-more-educated-men-still- paid-less-men recruitment, retention, and promotion policies that work 9 Center for Talent Innovation. (2014). Athena Factor 2.0: Accelerating best for their (female) employees and the business. The six Female Talent in Science, Engineering & Technology. http://www.talen- tinnovation.org/assets/Athena-2-ExecSummFINAL-CTI.pdf chapters of the report reflect the SheWorks members’ 10 World Economic Forum. (2015). The Global Gender Gap Report 2015. most prominent commitment measures: http://www3.weforum.org/docs/GGGR2015/cover.pdf 11 IFC. (2013). Investing in Women’s Employment: Good for Business, Good or Development. http://www.ifc.org/wps/wcm/connect/5f6e5580416bb0 • Chapter 1: Women in Business Leadership and 16bfb1bf9e78015671/InvestinginWomensEmployment.pdf?MOD=AJPERES 12 Noland, M. et al. (2016). Is Gender Diversity Profitable? Evidence from Management a Global Survey. EY & Peterson Institute for International Economics. http://www.iie.com/publications/wp/wp16-3.pdf 13 The World Bank Group. (2014). IFC Launches 'She Works' Partnership to • Chapter 2: Recruitment and Retention of Female Talent Advance Women in Private Sector. http://www.worldbank.org/en/news/ feature/2014/09/22/ifc-launches-she-works-partnership-to-advance- in the Workforce women-in-private-sector Also visit www.ifc.org/sheworks for more details. • Chapter 3: Effective Anti-Sexual Harassment Mechanisms • Chapter 4: Supporting Women in the Value Chain as Employees and Entrepreneurs 9 COURTESY OF WORLD BANK GROUP A Turkish business leader. 10 Chapter 1 Women In Business Leadership and Management T he business case is clear: gender diversity in To understand why companies around the world are still business leadership can have a significant impact struggling to promote more women, the International on corporate culture and performance. Labour Organization (ILO), a SheWorks partner, surveyed Governments, employers, and employees—both women 1,300 private sector companies in 39 developing countries and men—now increasingly recognize that advancing in 2013 and asked them to rank what they considered the women in leadership is the right thing to do and it makes most significant barriers to women’s leadership. Results business sense. With the goal of becoming employers of highlighted include: choice for women, many companies all over the world are making efforts to improve their hiring and promotion • The lack of role models for women practices to ensure that more women rise to the top. • Sociocultural barriers related to gender stereotypes Despite these efforts, the glass ceiling that prevents women from attaining top leadership positions is still • Women’s and men’s assigned or perceived social and intact. A 2013 survey by Catalyst, a nonprofit focused on reproductive roles expanding opportunities for women and business, found that in 13 out of 44 countries surveyed, including Bahrain, Chile, India, Japan, Portugal, and Saudi Arabia, women represented less than 5 percent of board members.14 BOX 1.1 Women are losing ground in the C-suite15 too (see box 1.1). Five percent or less of the CEOs of the world’s largest A Not-So-Fun Fact corporations are women.16 When multinational financial Women CEOs information provider S&P Capital IQ looked at the annual growth of female CEOs in the Standard & Poor’s (S&P) 500 OECD countries European Union Index from 2006 to 2015, it found that only 21 women held publicly listed publicly listed the top job among S&P 500* companies, compared with 25 companies companies in 2014.17 <5% 2.8 % Something is not working. Based on the 0.9 percent U.S. Latin 500 increase in female representation in the C-suite between Fortune 500 companies 2012 and 2015, McKinsey & Company and LeanIn.org companies 1.8 % estimate that it will take 25 years to reach gender parity at 4.8 % the senior vice president level and more than 100 years to achieve it in the C-suite.18 Source: ILO. 2015. Gaining Momentum: Women in Business and Management. http://www.ilo.org/wcmsp5/groups/public/--- dgreports/---dcomm/---publ/documents/publication/ wcms_334882.pdf * The S&P 500 is an American index based on the market capitalizations of 500 large companies listed on the NYSE or NASDAQ. 11 These barriers are often reflected in workplace structures 2015,22 and a similar report specific to the Middle East and and cultures that lead to inherent gender biases in North Africa (MENA) region was launched during a recruitment and promotion. A common, causal result of conference in Oman in February 2016.23 IFC and SheWorks gender biases is that men are often not encouraged to members were involved in each launch. take leave for family responsibilities, and women are considered as having more family responsibilities than ILO survey respondents also identified enabling men. Therefore, women often do not get adequate line environment issues and policy-level barriers to women’s management experience to position them for top jobs. leadership. These barriers can include inadequate nondiscrimination and anti-sexual harassment laws, legal However, sociocultural barriers are not the only issues. protection from family- or gender-based violence, and lack ILO survey respondents also pointed to a lack of equal of government-mandated childcare support and paid opportunity and family-friendly workplace policies and parental leave. These enabling environment barriers are strategies for promoting skilled women. Often, employers 19 often more systemic and difficult for companies to tackle on increase gender diversity in leadership through “buying their own. Hence, these barriers require cross-sector and talent”—selecting external candidates to fill top leadership regional solutions forged through dialogue and partnerships positions, instead of developing talent within. However, between communities, governments, and companies. research shows that internal appointments can lead to a higher return on investment (ROI) in human capital and The IFC-led SheWorks global private sector partnership for can pay dividends in terms of better financial results, more women’s employment is one such effort to address, among effective employee performance, and stronger other things, the sociocultural and workplace policy engagement across the company. 20 barriers to women’s leadership and employment by facilitating an exchange of knowledge and best practices. Given this strong business case for effective internal talent As part of this effort, 10 out of 13 SheWorks member pipeline management, employers are setting ambitious yet companies committed to advancing women in leadership SMART targets for increasing women in leadership. To 21 such as through establishing sponsorship and mentorship achieve these targets, employers are developing and programs, setting specific and measurable goals, and implementing a range of policies and practices, such as: promoting women at parity. • Offering sponsorship programs POSITIONING WOMEN IN LEADERSHIP • Strengthening women’s employee resource groups (ERGs) Many companies, including SheWorks members, see women’s leadership on a continuum: while management • Supporting working parents must strive to promote more women to the board, it also must strengthen the female talent pipeline and prepare • Revising recruitment, retention, and promotion policies women to initiate and lead teams and projects at all levels of the organization. This includes not only CEO, senior • Convincing male CEOs and managers to take ownership management, C-suite, and middle management positions of promoting gender issues and lead by example but also “first women” roles such as petrochemical engineers and construction forewomen in traditionally Many of these ideas are gaining traction and being male-dominated sectors and regional contexts. corroborated at regional levels: ILO’s Women in Business and Management: Gaining Momentum in Asia and the Pacific report Positioning women in leadership more broadly allows was launched at a regional conference in Singapore in July companies to institute practices and policies that can 12 BOX 1.2 Diversity and Inclusion at SAP SE “Going into the corporate world, I had three small children. I experienced firsthand the immense pressures and challenges working mothers face as they try to juggle their work and family responsibilities while trying to advance their careers. And I thought, ‘No, that has to change.’ That’s why I took over the responsibility to work at SAP as the Chief Diversity Officer. My main focus is to create an inclusive environment, which means that we not only attract the best talent, but we also do our best to retain, develop, and promote it.” Anka Wittenberg, Chief Diversity and Inclusion Wittenberg has been at the forefront of SheWorks member and German software Officer, SAP SE giant SAP SE’s diversity and inclusion efforts to advance women’s employment and leadership in the science, technology, engineering, and mathematics (STEM) industry. SAP considers increasing the number of women in leadership as the cornerstone of its business development strategy. Women hold 24.1 percent of all leadership positions at SAP and the company now aims to sustain the ripple effect it has generated in the tech industry and reach 25 percent by 2017. Source: SAP SE. (2016). Women in Leadership: SAP’s Anka Wittenberg on Women in Technology and Leadership Roles. http://sapinsider.wispubs.com/Assets/Podcasts/2015/April/Anka-Wittenberg-Women- in-Leadership-Podcast WAVEBREAKMEDIA / SHUTTERSTOCK 13 enable women to perform a range of corporate leadership studies have established a correlation between gender roles, particularly those that directly impact profit and loss, diversity in leadership and better firm performance, and help them gain experience and leadership skills such correlation does not imply causation.30, 31, 32 Yet existing as negotiation, confidence, decision-making, and business case research has already inspired some consensus-building. companies to intervene: many companies now have mechanisms to measure and substantiate the business A 2016 study24 conducted by SheWorks member EY in case, which will further strengthen the body of evidence. collaboration with the Peterson Institute for International Economics supports this point. The study, involving a The Business Case for Women on Boards comprehensive survey of 21,980 firms in 91 countries, shows that the global economy would benefit if more Including and engaging women on boards has been linked companies invested in developing a robust pipeline of to better financial performance. A Credit Suisse Research female leadership. The study suggests that companies that Institute (2014) study spanning 3,000 companies have female leadership as part of an integrated worldwide shows that between 2012 and 2014, large ecosystem—operating and interacting throughout the companies with at least one woman on the board organization—will achieve the highest returns, compared outperformed companies with no women on the board by with those companies that focus on getting individual 5 percent on a sector-neutral basis.33 Research conducted women to the top.25 by IFC (2015) in Jordan shows a similar link between more women on boards and better financial performance. In THE BUSINESS CASE FOR 2012, the average return on assets (ROA) of publicly listed WOMEN IN LEADERSHIP companies without female representation was 0.99 compared with 3.03 for companies with at least one A growing body of research confirms that having more woman on the board.34 women in leadership roles throughout the organization is linked to a range of business benefits for companies in Evidence from a sample of firms in Hong Kong, Malaysia, developed and developing economies. These benefits Singapore, and South Korea shows that increasing the include better firm performance, particularly during number of female directors has a positive effect on firm periods of economic volatility, and greater ability to 26 performance, as measured by return on equity (ROE).35 minimize high-risk financial transactions27 and serve However, the study also suggests that forcing female markets dominated by women.  An extensive 19-year 28 director appointments or mandating gender quotas in study of 215 Fortune 500 firms reveals that companies countries with strong cultural resistance can reduce firm with the best record for promoting women outperformed performance. industry revenue averages by 46 percent. Although many 29 The benefits of having more women in leadership roles include better firm performance, particularly during periods of economic volatility, and greater ability to minimize high-risk financial transactions and serve markets dominated by women. 14 In addition to firm performance, having three or more women on a board is linked to better corporate governance.36 It can contribute to changes in boardroom culture, leading to greater scrutiny, inclusion, and collaboration.37 Companies, however, should be mindful of “tokenism”: the women selected to serve on their boards should have executive authority and should not be selected because the company wants to avoid public criticism or merely check the gender diversity box. The Business Case for Women COURTESY OF WORLD BANK GROUP in Senior Management A growing body of research from developed and emerging markets highlights the business case for increasing women in senior management. A study based on 15 years of panel data on the top management of S&P 1,500 firms38 shows that female representation in top management brings A bank teller in Mozambique. informational and social diversity benefits, enriches the behaviors exhibited by managers throughout the firm, and motivates women in middle management. This in turn talent in the workplace, ties gender diversity in senior contributes to improved managerial task performance and leadership to market growth. Companies that harness both better firm performance. diversity in their workforce and leadership are 45 percent more likely than companies lacking diversity to have grown European companies exhibit a similar trend: in 2011, market share and 70 percent more likely to have captured a companies in the STOXX 600 Index with more than 30 new market in the last 12 months.42 This link is critical percent women managers outperformed those with less because SheWorks member EY predicts women’s global than 20 percent women managers by nearly 8 percent. 39 incomes will reach a staggering $18 trillion by 2018,43 and 62 Analysis conducted by McKinsey & Company (2008) on a percent of women in a global sample covering China, Hong sample of 58,240 workers employed by 101 companies Kong, India, Singapore, the United Kingdom, and the United around the world shows that companies with three or States identify themselves as the primary source of more women in senior management score higher on all household investable assets.44 Against this dynamic nine organizational dimensions: capability, leadership, backdrop, companies employing female managers could be external orientation, accountability, motivation, better positioned to capture and serve consumer markets coordination and control, innovation, direction, and work that are increasingly being dominated by women.45 environment and values that are positively associated with higher operating margins.40 A report by SheWorks partner The Business Case for Women EDGE Certified Foundation and HR consultancy firm in Middle Management Mercer (2014) shows that women managers are perceived as being better at leading inclusive teams, flexibility and To unlock the business benefits and full potential of gender adaptability to change, and teamwork and cooperation. 41 diversity in leadership, it is necessary to develop and sustain a pipeline of high-performing female talent and The Center for Talent Innovation (CTI), a global think tank create the necessary conditions for this talent to progress conducting research to highlight opportunities for diverse toward more senior leadership roles. Research suggests 15 COURTESY OF ETILENO XXI Supervisor Maria de Lourdes Gonzales Jimenez, Etileno XXI (Odebrecht Group) that female middle managers are the linchpin of a the first female CEO of a major global automaker, to successful gender diversity strategy. Not only do they 46 Jaqueline Colmenares, the only female coating-works play a vital role in business and operational performance supervisor at SheWorks member Odebrecht Group’s but they are also a source of future leadership talent and Etileno XXI petrochemical complex, these “first women” role models for other women. Yet at this stage, if they are can serve as powerful role models, mentors, trainers, and not developed, retained, and included in succession advocates for gender diversity. planning, most women tend to get stuck or exit the company.47 An organization’s internal talent pipeline has to Take, for example, supervisor Maria de Lourdes Gonzales be made more effective in delivering gender diversity at all Jimenez, who has the role of “first woman” in a male- levels, including in senior management positions. 48 dominated industry. She leads one of the equipment Research conducted by everywoman, the United Kingdom’s preservation areas at Etileno XXI and maintains 423 pieces largest membership organization for women in business, of mechanical equipment and 370 pieces of packaged finds that thousands of talented female middle managers equipment with a team of 14 personnel onsite and 50 are unable to break into the ranks of senior management, offsite. Gonzales Jimenez leads daily organizing meetings and U.K. businesses could potentially benefit by £5 billion a attended by five supervisors and 86 operators. She is an year if companies unblocked the female talent pipeline. 49 active member of her community and says, “I encourage girls to strive to excel and reach a good position by The Business Case for “First Women” supporting their families and education.” Gonzales Jimenez’s efforts are encouraging other girls in her An organization’s “first women” merit particular attention. community, which is characterized by low socioeconomic They can help pave the way for future women employees, development, to follow in her footsteps and enter managers, and even CEOs and directors. From Mary Barra, nontraditional, high-skilled occupations. (See also box 1.3 16 about the successful efforts of role model Sara Akbar, CEO Despite these challenges, Zulekha Hospitals, a SheWorks of Kuwait Energy, a SheWorks member company.) member company based in the UAE, implemented innovative policies and practices to advance women’s PROMISING PRACTICES employment. As a result, women constitute 59 percent of staff and 43 percent of all doctors. The evidence suggests What can the private sector do to put this business case that even in companies like Zulekha Hospitals that have a into action? For many companies, including SheWorks high proportion of women in their workforce, diversity and members, this usually means conducting gender inclusion efforts are important. These efforts can be assessments and employee surveys to identify and gauge targeted, for example, toward increasing the number of the extent of the gender gaps in recruitment and men in nontraditional job streams such as nursing and promotion. Through this diagnostic and data gathering support staff. These efforts can also help increase women exercise, companies can establish baselines and set targets in senior leadership roles, since senior management can be for women’s leadership, identify barriers that prevent male-dominated even in companies that have a high women from rising to the top, prioritize actions, and overall proportion of women in their workforce. While develop a plan to address these gaps. implementing these efforts, companies should measure and monitor their performance, benchmark their progress In some regions, many issues often lie outside the remit of toward workplace gender equality, and plan ahead. companies and can adversely impact employers and employees. Although the WEF’s 2015 Global Gender Gap Assessments and Action Plans report shows that the United Arab Emirates (UAE) has over the years made efforts to close gender gaps in Zulekha Hospitals carried out a gender assessment to political participation, health, and education, certain 50 identify areas of the business where it could make a cultural and legal constraints can curtail women’s full difference. The company realized that although it had a participation in the labor force. For example, UAE federal high proportion of women in the workforce, the proportion labor law requires employees to work a maximum of 48 of female managers and senior leaders could still be hours a week, which typically makes it difficult for improved. So the company developed an action plan to employers to create part-time positions or flexible roles maintain a balance between hiring more women leaders often preferred by working parents, particularly women. and promoting more women internally to achieve parity. Female middle managers are the linchpin of a successful gender diversity strategy. Not only do they play a vital role in business and operational performance but they are also a source of future leadership talent and role models for other women. 17 BOX 1.3 Kuwait Energy: Promoting Role Models, Mentors, and Coaches Role models, mentors, and coaches can play a critical role in ensuring that more women rise to the top. Sara Akbar, the CEO of Kuwait Energy, a SheWorks member and oil and gas company based in Kuwait, is one such role model. Her efforts to promote women in the traditionally male-dominated energy sector COURTESY OF KUWAIT ENERGY across the Middle East and North Africa have encouraged more women to break glass ceilings and walls and build promising careers in the lucrative energy sector. Akbar often shares her story of how she fulfilled her dreams with a single-minded purpose and determination and achieved great success. Shatha Almayahi, Quality Control Engineer, Kuwait Energy Under Akbar’s leadership, Kuwait Energy HQ’s Performance and Talent Unit launched the Coaching Journey program in 2015 to create a coaching culture and advance women employees’ opportunities for mentorship, cross-departmental team work, and on-the-job training to prepare them for more senior leadership roles. All HQ female staff participated in the program either as coaches or mentees. Kuwait Energy conducted a follow-up survey that found almost 80 percent of respondents reported an increase in their confidence after completing the program. More than 70 percent found the program to be beneficial to their professional development. Source: Kuwait Energy, 2016 After setting targets to ensure hiring managers consider This experience shows that companies can get the qualified female candidates for all open positions and maximum benefit out of gender assessments when their promotions, the company initiated a series of equal results are immediately analyzed and acted upon. SheWorks opportunity training and leadership development programs member Boyner Group, one of Turkey’s largest retail to strengthen its internal talent pipeline. These programs companies, also conducted a gender assessment to identify included a structured training program for nursing staff, regions where there was potential to develop existing which resulted in the identification of high-performing human resources and increase the number of women store talent and an increase in the number of women being managers and supervisors. The assessment revealed that promoted. women employees face a range of challenges in Turkey’s Anatolia region, which is characterized by low socioeconomic development and female labor force 18 participation. The company embarked on a culturally- BOX 1.4 sensitive action plan to increase the number of female store managers in Anatolia. Within a short span of time, the Gap Inc.: From Assessment to Action percentage of women store managers in Anatolia increased SheWorks member and multinational clothing from 15 percent to 21 percent while the percentage of retailer Gap Inc. knows that globally, women are women supervisor positions now stands at 42 percent. The the dominant retail shoppers (Nielsen 2013). The company regularly tracks female manager and supervisor company therefore recognizes that its workforce statistics of its stores and encourages women employees to has to reflect the diversity of its consumer base, choose between different positions and rotate between and policies that are good for its women employees stores and regions. are good for all employees and the business. This drives Gap’s investment in inclusive opportunities Equitable Sponsorship Programs and internal talent pipeline development guided by strong leadership advocacy and direction from Multinational corporations face unique challenges related the top. The company regularly measures and to mobility, building a strong female talent pipeline, and tracks leadership metrics by gender. Programs such promoting more women. For example, SheWorks member as GapWIL (Gap’s Women in Leadership Employee EY is a global professional services firm employing more Resource Group) help employees improve their than 200,000 people; it strives to embody and reflect skills so they can advance in their careers. Through within its workforce the diversity of its clients worldwide. targeted internal and external communications To more effectively walk the diversity talk, EY focused on efforts, Gap has been gaining stakeholder buy-in fostering high-performing female talent ready to take on and streamlining how talent is assessed and that next big, career-changing assignment. promoted. As a result, women currently lead four out of five brands at Gap. Women serve in key How has EY unlocked this vast potential? Through its functional roles such as CFO, regional head of equitable sponsorship programs. According to research China, and global general counsel. They make up conducted by CTI (2015), sponsorship helps women and 60 percent of directors and above, hold 53 men advance their careers in ways in which mentoring percent of the seats on the CEO’s leadership falls short. A sponsor delivers “high-octane” support and team, and make up 27 percent of the board. advocates on behalf of protégés to enable them to achieve Women also lead Gap stores: 75 percent of the their career goals, such as earning more pay, building a company’s store managers are women. Source: Gap Inc., 2016 Companies can get the maximum benefit out of gender assessments when their results are COURTESY OF GAP INC. immediately analyzed and acted upon. A Gap Inc. store employee. 19 COURTESY OF THE INTERNATIONAL LABOUR ORGANIZATION This illustration captures discussions during a 2015 conference in London organized by ILO, IFC, and the Confederation of British Industry (CBI) to identify steps to accelerate women’s leadership in business and management. strong network, and securing a promotion. In return, Over time, employees and leadership started seeing protégés consistently deliver outstanding performance, sponsorship as a career game changer for women and men, exhibit loyalty and trustworthiness, maintain the sponsor’s and as a result, sponsorship was embedded in key ongoing brand and legacy, and contribute other critical skills and programs and processes at EY, such as EY Unplugged, value propositions. This two-way street has the potential to Career Watch, and the Inclusiveness Leadership Program. result in an unprecedented rate of advancement and From their first days on the job, employees are encouraged forward momentum for both the sponsor and the protégé. to become “sponsor ready” through their client assignments Yet, according to CTI, women tend to be “over-mentored” and mentoring programs. Through successful mentoring and “under-sponsored”. The CTI study shows that men are relationships, high performers become aligned with 46 percent more likely than women to have a sponsor, while influential executives who can serve as sponsors and 77 percent of women continue to believe that promotions provide ongoing guidance and support. To ensure are a result of hard work, long hours, and credentials alone, accountability, EY regularly monitors sponsorship programs perhaps underestimating the importance of sponsorships. using quantitative and qualitative measures such as promotion rates, representation of women at the partner To change these perceptions about sponsorship, SheWorks level, engagement survey scores, and feedback from member EY began to raise awareness about equitable professional networks. As a result, EY has successfully built a sponsorship internally and create a culture of sponsorship. pipeline of women leaders, ensured greater engagement 20 and retention of women leaders, improved its processes for metrics for gauging employee performance and awarding recruiting women leaders, and sustainably maintained and promotions, such as establishing a results-oriented work increased the number of women partners. environment (ROWE) where employees are evaluated on performance, not presence.53 In many cases, fixed 40-hour To help companies develop and enhance their sponsorship workweeks are not always necessary to deliver top programs, CTI has launched the Sponsor Ready digital performance, and supervisors and employees can devise social learning platform. Sponsor Ready aims to help users innovative and customized work plans that meet business reflect on their “sponsor readiness” as sponsors, protégés, needs and employee requirements. These work plans could and organizations; identify skill gaps and strengths; learn include such options as flexible, remote, home-based or the tools to cultivate sponsor relationships; and build part-time work, and support to enable employees to fulfill cultures of sponsorship across their organizations. Sponsor family, care, and other responsibilities. Ready is built around learning modules designed to spark meaningful conversations around diversity, while However, a flexible work plan may sometimes make the addressing business challenges and preparing high- employees feel they are on call 24 hours a day, which can potential employees and their sponsors to take action.51 also lead to stress and burnout. Work plans should be designed with the goal of striking a balance between work Employee Resource Groups and family responsibilities. Companies also recommend strengthening women’s Senior (Male) Leadership Support networks or employee resource groups (ERGs), which can serve as catalysts and advocates for advancing women in The role and support of (male) CEOs, senior and middle leadership. Research by Mercer (2011) has shown that the management, and coworkers is becoming increasingly most dynamic ERGs align their mission with corporate important for companies striving to achieve gender interests through activities with direct impact on business equality in the workforce. Chapter 6 of this report delves operations, such as marketing and product development, deeper into how leaders are leveraging their influence, talent acquisition and development, and workforce networks, and visibility to build the business case for diversity and inclusion.52 workplace gender equality and drive stakeholders to deliver concrete results. A prominent example that SheWorks member SAP SE has made significant progress Chapter 6 expands on is the Male Champions of Change in this regard, particularly in the context of a still male-dom- initiative of the Australian Human Rights Commission, inated science, technology, engineering and mathematics which brings together influential and diverse male CEOs (STEM) industry (see box 1.2 for more details). The company’s and chairpersons to use their individual and collective employee-driven Business Women’s Network (BWN) is influence and commitment to help respond to gender directly linked to the company’s business strategy and goals, equality challenges in organizations and communities.54 which further strengthens and sustains BWN’s relevance and Similarly, the Geneva Gender Champions is a network of growth. BWN also provides its members with a range of senior leaders working to advance gender equality in their opportunities, such as skills development, mentoring, speed institutions through concrete and measurable networking, and other events, to advance their careers and commitments.55 move up the corporate ladder. Male CEOs who have been vocal about workplace gender Results-Oriented Work Environment equality issues include Marc Benioff, the CEO of American cloud computing company Salesforce. Benioff has been at Other promising practices to advance more women in the forefront of efforts of recruit, train, and promote leadership include establishing more gender-inclusive women in STEM. He started the Women’s Surge initiative 21 at Salesforce to advance women employees’ visibility and Meeting, EY’s Global Chairman and CEO Mark Weinberger leadership in the organization. Male leaders are also using discusses how advancing women improves firm media tools to make the case for gender equality. For performance and increases prosperity for all, while example, in a blog post titled Let’s not wait a century: 3 ways suggesting ways to achieve it. to close the gender gap now to mark the 2016 WEF Annual 56 Lessons Learned Fully eliminating barriers to women’s leadership is a daunting task. Yet companies are keen on sharing not only their best practices but also their lessons learned so that other companies can follow suit and avoid possible pitfalls. In this section, SheWorks members have shared their learning for companies embarking on this rewarding journey: START with establishing baselines and setting corporate targets for increasing women’s leadership, particularly in roles that directly impact profit and loss (P&L). This helps break down the glass walls that silo women in certain roles and positions, such as human resources, legal, and communications.57 FOCUS on middle managers and provide them with leadership training and succession planning programs to prevent a gap in the talent pipeline. Research has shown that at the mid-tier stage, people often need the most information and support. Being proactive in this area can help shorten developmental milestones and expedite top performers’ readiness for advancement.58 LINK sponsorship and mentorship programs to the performance management and career development of both mentors and sponsors and mentees and protégés. Help staff understand the business case and benefits of these programs for sponsors, protégés, and the organization. Make efforts to develop a culture of equitable and unbiased sponsorship. When starting a sponsorship program, put in place rigorous monitoring and evaluation mechanisms to measure the individual and business impact of such programs over time. Incremental changes should be celebrated along with huge leaps toward advancing women in leadership, particularly since significant changes take time and require sustained effort. STRIKE A BALANCE and ensure that other segments of the workforce, including men, also feel included in the process of advancing women in leadership. For example, too many programs focused on developing female leaders and not enough resources or inclusive programs targeting future male leaders might drive this cohort away to seek other opportunities. 22 LOOK UP! Leadership buy-in and accountability, particularly from male CEOs and senior management, are critical. Business case data and evidence help sustain leadership support and endorsement of efforts to promote more women. NUMBERS CAN BE MISLEADING. While implementing measures and policies to advance gender diversity in business leadership, businesses must try to avoid “tokenism” and go beyond increasing just the number of women in leadership. Research commissioned by IFC (2010) on gender diversity in Pakistani boards demonstrates that 72 percent of the KSE 100 Index businesses that have women on boards are family-owned firms in which female board members are usually family members and do not always perform full-time roles.59 Ensuring overall board sustainability and effectiveness is key. YET NUMBERS ARE IMPORTANT and one is not enough: women should be present in sufficient numbers at senior levels to drive cultural change and better business results.60 Studies and organizations have established that 30 percent is the proportion when critical mass is reached in a group setting and the voices of the minority group become heard in their own right, rather than simply representing the minority.61 Research also shows that adding just one woman to the board of directors may not have a great impact, since generally the presence of three or more women is required to bring about change.62 When three or more women sit on a board, diversity becomes not a “women’s issue” but a group responsibility, and the critical mass normalizes women’s presence as leaders.63 WORK with governments to embed gender diversity provisions in corporate governance codes. Research shows that Fortune Global 200 companies based in countries that have these provisions averaged 24 percent women directors while companies based in countries without those guidelines had only 13.6 percent women-held board seats.64 In the United Kingdom, for example, the innovative Enhanced Voluntary Code of Conduct for Executive Search Firms aims to raise the standards of professionalism and conduct in the recruitment of women directors and gives recognition to those search firms that have been most successful in recruiting women for FTSE 350 boards. As of 2015, 86 executive search firms have signed up to this code of conduct.65 CELEBRATE, once in a while, small, incremental changes, which are just as important as huge gains. 23 ENDNOTES 36 Catalyst. (2013). Why Diversity Matters. http://www.catalyst.org/system/ files/why_diversity_matters_catalyst_0.pdf 37 Opportunity Now UK. (2012). Fact Sheet: The Business Case for Gender 14 Catalyst Inc. (2014). Knowledge Center: Quick Take: Women on Boards. Diversity. http://gender.bitc.org.uk/sites/default/files/kcfinder/files/ http://www.catalyst.org/knowledge/women-boards Opportunity%20Now/Women%20and%20Work%20The%20Facts.pdf 15 The term C-suite (or C-level or C-level executive) refers to a corporation’s 38 Deszo, C., and D. Ross. (2011). Does Female Representation in Top Man- senior executives (the C stands for chief, as in chief executive officer, chief agement Improve Firm Performance? A Panel Data Investigation. RHS financial officer, and so on). Research Paper 06-104. https://www0.gsb.columbia.edu/mygsb/faculty/ 16 ILO. (2015). Gaining Momentum: Women in Business and Management. research/pubfiles/3063/female_representation.pdf http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/--- 39 Opportunity Now UK. (2012). Fact Sheet: The Business Case for Gender publ/documents/publication/wcms_334882.pdf Diversity. http://gender.bitc.org.uk/sites/default/files/kcfinder/files/ 17 S&P Capital IQ – McGraw Hill Financial. (2015). How Times Have Opportunity%20Now/Women%20and%20Work%20The%20Facts.pdf Changed? CEO Gender Gap Analysis of the S&P 500 Companies. http:// 40 Desvaux, G., S. Devillard-Hoellinger, and M. C. Meaney (2008). A Business www.spcapitaliq-corporations.com/cms/wp-content/uploads/2015/12/ Case for Women. McKinsey Quarterly. SP500_Male-and-Female-CEOs_Final.pdf?t=1449675841 41 Mercer. (2014). When Women Thrive. http://www.mercer.com/content/ 18 McKinsey & Company & LeanIn.org. (2015). Women in the Workplace. dam/mercer/attachments/global/Talent/gender-diversity/Gender-Diversi- https://womenintheworkplace.com/2015 ty-When-women-thrive-businesses-thrive-Mercer.pdf 19 ILO. (2015). Gaining Momentum: Women in Business and Management. 42 Center for Talent Innovation. (2013). New Center for Talent Innovation http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/--- research reveals vast majority of companies are losing out on innovation. publ/documents/publication/wcms_334882.pdf http://www.talentinnovation.org/_private/assets/IDMG_PressRelease- 20 PA Consulting. To grow or buy talent? How your decision affects financial CTI.pdf performance. http://www.paconsulting.com/our-thinking/to-grow-or- 43 EY. (2013). Women: The next emerging market. http://www.ey.com/ to-buy-talent-how-your-decision-affects-financial-performance/ Publication/vwLUAssets/Women_the_next_emerging_market/%24FILE/ 21 SMART goals and targets are those that are specific, measurable, achiev- WomenTheNextEmergingMarket.pdf able, relevant, and time-bound. 44 Center for Talent Innovation. (2014). Harnessing the Power of the Purse: 22 ILO. (2015). Fostering female talent in the workforce: Women in Business Female Investors and Global Opportunities for Growth. and Management. http://www.ilo.org/public/english/dialogue/actemp/ http://www.talentinnovation.org/assets/HarnessingThePowerOf whatwedo/events/2015/singapore-2015.htm ThePurse_ExecSumm-CTI-CONFIDENTIAL.pdf Also see: Global Banking Alliance for Women, 2016 http://www.gba 23 ILO. (2016). Women in Business and Management: Gaining Momentum forwomen.org/the-opportunity/#business-opportunity in the Middle East and North Africa. http://www.ilo.ch/beirut/events/ WCMS_445130/lang--en/index.htm 45 Elborgh-Woytek, K. et al. (2013). Women, Work, and the Economy: Macroeconomic Gains from Gender Equity. IMF. https://www.imf.org/ 24 Noland, M. et al. (2016). Is Gender Diversity Profitable? Evidence from external/pubs/ft/sdn/2013/sdn1310.pdf a Global Survey. EY & Peterson Institute for International Economics. http://www.iie.com/publications/wp/wp16-3.pdf 46 Alexander Mann Solutions. (2013). Focus on the Pipeline: Engaging the full potential of female middle managers. http://www.commitforum.com/ 25 Ibid. wp-content/uploads/2014/08/AMS_EW_Report.pdf 26 Opportunity Now UK. (2012). Fact Sheet -The Business Case for Gender 47 McKinsey & Company. (2012). Unlocking the full potential of women at Diversity. http://gender.bitc.org.uk/sites/default/files/kcfinder/files/ work. http://online.wsj.com/public/resources/documents/womenreport- Opportunity%20Now/Women%20and%20Work%20The%20Facts.pdf new.pdf 27 Elborgh-Woytek, K. et al. (2013). Women, Work, and the Economy: 48 Alexander Mann Solutions. (2013). Focus on the Pipeline: Engaging the full Macroeconomic Gains from Gender Equity. IMF. https://www.imf.org/ potential of female middle managers. http://www.commitforum.com/ external/pubs/ft/sdn/2013/sdn1310.pdf wp-content/uploads/2014/08/AMS_EW_Report.pdf 28 Deszo, C. & D. Ross. (2011). Does Female Representation in Top Man- 49 Ibid. agement Improve Firm Performance? A Panel Data Investigation. RHS Research Paper 06-104. https://www0.gsb.columbia.edu/mygsb/faculty/ 50 World Economic Forum. (2015). Global Gender Gap Report - UAE. research/pubfiles/3063/female_representation.pdf http://reports.weforum.org/global-gender-gap-report-2015/ economies/#economy=ARE 29 Network of Executive Women. (2012). Changing the Game: Strategies for Harnessing the Power of Female Talent. http://c.ymcdn.com/sites/www. 51 Financial Times. (2016). Online course aims to help women in business newonline.org/resource/resmgr/research/new_changingthegame.pdf win sponsors: New tools for ‘over-mentored’ employees to diversify top ranks. https://www.ft.com/content/d7687edc-79bc-11e6-97ae- 30 Pletzer, J. L. et al. (2015). Does Gender Matter? Female Representation 647294649b28 on Corporate Boards and Firm Financial Performance - A Meta-Analysis. http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4473005/ 52 Mercer. (2011). ERGs Come of Age: The Evolution of Employee Resource Groups - A study by Mercer's Global Equality, Diversity, and Inclusion 31 Prihatiningtias, Y. W. (2012). Gender diversity in the boardroom and firm Practice. http://www.hr.com/en/communities/employee-affinity- performance: Evidence from Indonesian publicly-listed financial firms. groups-see-resurgence-in-popular_gjf2iqps.html http://www.canberra.edu.au/researchrepository/file/a669fbb3-5a71- e95b-ac65-7fc71b83691c/1/full_text.pdf 53 Huffington Post. (2014). 2014: The Year of Workplace Reinvention. http:// www.huffingtonpost.com/pam-ross/workplace-reinvention_b_4541805. 32 Heskett, J. (2015). Why Does Gender Diversity Improve Financial Perfor- html mance? http://hbswk.hbs.edu/item/why-does-lack-of-gender-diversity- hurt-performance 54 Male Champions of Change. (2016). http://malechampionsofchange.com/ about-us/ 33 Enskog, D. (2014). Women’s Positive Impact on Corporate Performance. Credit Suisse. https://www.credit-suisse.com/us/en/news-and-ex- 55 Geneva Gender Champions. (2016). http://genevagenderchampions.com/ pertise/investing/articles/news-and-expertise/2014/09/en/womens- champions/ impact-on-corporate-performance-letting-the-data-speak.html 56 Weinberger, M. (2015). Let’s not wait a century: 3 ways to close the gen- 34 IFC. (2015). Gender Diversity in Jordan: Research on the Impact of Gender der gap now. https://www.weforum.org/agenda/2015/12/lets-not-wait- Diversity on the Economic Performance of Companies in Jordan. http:// a-century-three-ways-to-close-the-gender-gap-right-now/ www.ifc.org/wps/wcm/connect/e93318004a0d7ff195cfb7e54d141794/ 57 ILO. (2015). Gaining Momentum: Women in Business and Management. IFC_Jordan_Gender_Report_Sep_2015.pdf?MOD=AJPERES http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/--- 35 Low, D. C. M., H. Roberts and R. H. Whiting (2015). Board gender diversity publ/documents/publication/wcms_334882.pdf and firm performance: Empirical evidence from Hong Kong, South Korea, 58 PricewaterhouseCoopers (PwC). (2013). Mending the gender gap: Advanc- Malaysia and Singapore. Science Direct. Available http://www.sciencedi- ing tomorrow’s women leaders in financial services. https://www.pwc. rect.com/science/article/pii/S0927538X15000311 com/us/en/financial-services/publications/assets/pwc-advancing-wom- en-in-financial-services.pdf 24 59 IFC. (2010). Gender Diversity on Board in Pakistan. https://www. google.com/url?q=https%3A%2F%2Fjehanara.files.wordpress. com%2F2011%2F06%2Fgender_diversity_on_boards_in_pk.pdf&sa=D&sn tz=1&usg=AFQjCNEOTUVXJtL7wQG7YBZn3yZ9z6572Q 60 Chief Executive Women. (2009). The Business Case for Women as Lead- ers: One Woman is not Enough. http://docplayer.net/13062229-The- business-case-for-women-as-leaders.html 61 The 30% Club, http://30percentclub.org/about/who-we-are; The Thirty Percent Coalition, http://www.30percentcoalition.org/; and Financial Times, http://www.ft.com/cms/s/2/43177e48-8eaf-11e5-8be4-3506bf20c- c2b.html#axzz49Vr6baNd 62 See more research on critical mass at http://scholarlycommons.law. northwestern.edu/cgi/viewcontent.cgi?article=1007&context=njilb 63 Ibid. 64 Corporate Women Directors International. (2015). CWDI Report on Women Directors of Fortune Global 200: 2004-2014. http://www.globe- women.org/CWDI/2015FG200KeyFindings.html 65 UK.gov. (2015). Women on boards: executive search firms signed up to the code of conduct. https://www.gov.uk/government/publications/ women-on-boards-executive-search-firms-signed-up-to-the-code-of- conduct 25 COURTESY OF STEPHAN GLADIEU / WORLD BANK GROUP Professor Amivi Kafui Tete-Benissan is the head of the association for Togolese women in science and has started a mentoring program for female students to help them thrive in STEM fields. As of today, 2,000 women have benefited from this program. 26 Chapter 2 Recruitment and Retention of Female Talent in The Workforce T raditionally, the war for talent in the corporate Skills and Workforce Strategy for the Fourth Industrial world has meant fierce competition for recruiting Revolution,70 based on an extensive survey of HR and other and retaining talented employees: it is a mindset in executives of leading global employers, representing more human resources (HR) that links talent as a driver of than 13 million employees across nine broad industry corporate performance. In January 2015, Forbes published 66 sectors in 15 major economies and regional economic an article suggesting that the basis of the war for talent areas.71 The report predicts that women are going to face has shifted:67 companies are moving away from managing even bigger employment challenges in the future. WEF core groups of employees and outsourcing to building and estimates that between 2015 and 2020, “disruptive maintaining a strong talent pipeline. In addition, millennials— changes” brought on by the Fourth Industrial Revolution now the largest cohort in the global workforce—present a and other socioeconomic and demographic factors will new set of needs, demands, and concerns with less regard result in a net loss of over 5 million jobs in 15 economies. for traditional gender roles and more focus on shared Such disruptions include the rise of artificial intelligence; work-life responsibilities and family-friendly policies that robotics; 3D printing; and “smart” home, factory, and farm support both working parents. With these priorities, systems. WEF estimates that this net decline in millennials are switching between employers based on job employment is set to adversely impact more women than quality and the benefits package offered. Thus, employers can face challenges in retaining top talent. BOX 2.1 Against this backdrop, companies—including many SheWorks members—recognize that it is critical to A Not-So-Fun Fact implement innovative approaches to recruit and retain top The Gender Pay Gap is Real talent. These approaches include better work-life and Women in most countries family-friendly policies, which benefit all employees. earn on average only Despite shifts in the way companies are managing talent, 60–75% of men’s wages. women’s labor force participation has fallen 2 percentage points since 1990.68 SheWorks partner the International More women than men Labour Organization (ILO) (2016) analyzed data from 178 work in vulnerable, low-paid, or undervalued jobs. countries and found that the rate of women’s participation in the workforce was 25.5 percent lower than men’s When paid and unpaid work are combined, women in developing countries work more than participation in 2015: a gap only 0.6 percent smaller than men, with less time for education, leisure, political 20 years earlier.69 participation, and self-care. Source: UN Women. (2015). Facts and Figures: Economic The bad news is that these labor force trends are projected Empowerment. http://www.unwomen.org/en/what-we-do/ to worsen over time. The World Economic Forum (WEF) economic-empowerment/facts-and-figures (2016) released the report The Future of Jobs: Employment, 27 men because women make up a smaller share of total percent will return to full-time jobs.76 Research also employment, and the sectors projected to grow, such as suggests that the women who take time off often end up science, technology, engineering, and mathematics (STEM), paying a substantial career penalty, and the longer they are characterized by lower female labor force participation. stay out of the workforce, the more severe the penalty can (See box 2.2 for insights into women’s participation in become. One study estimates that across all U.S. sectors, science, engineering, and technology in emerging markets). women lose 37 percent of their earning power when they spend three or more years out of the workforce to fulfill Globally, women’s labor force participation continues to be family responsibilities.77 low. Despite graduating in higher numbers than men, qualified women, particularly working mothers, often work The female brain drain is particularly severe in STEM, an part-time, make less money, face career obstacles, and industry that WEF predicts will grow over the next few drop out of the workforce—either permanently or during years. Women’s low participation in STEM jobs is striking key times in their working years—in droves. The New York 72 given that women are the majority of STEM graduates in Times (2003) once called it the “opt-out revolution,” while 73 many key regions.78 Center for Talent Innovation (CTI) others speak of the “female brain drain.”74 Whether women research shows that 41 percent of highly qualified are choosing to opt out, or inadequate workplace support scientists, engineers, and technologists are women, but leaves them with no other choice but to quit is an ongoing over time 52 percent of women working for science, debate. Sheryl Sandberg (2013) noted in her book Lean In engineering and technology (SET) companies quit their that 43 percent of qualified U.S. women with children are jobs, often because of unconducive work environments and leaving their careers or off-ramping for a period of time. 75 lack of clarity regarding career progression.79 If women The author highlights that only 74 percent of these women continue to exit the industry, the shortage of qualified tech will rejoin the workforce in any capacity, whereas only 40 workers is likely to worsen, especially since computing jobs are expected to more than double to 1.4 million by 2020.80 What is preventing women from entering or reentering the workforce, and what is driving out the ones who are BOX 2.2 already there? Research points toward a host of barriers SET (science, engineering, and and enablers that boil down to the need for better talent technology) in Emerging Markets management policies that help employees fulfill Percentage of SET women likely responsibilities at home and at work. For example, the to quit within a year need for adequate childcare and eldercare—especially in economies with fast changing demographics—are key 22% in Brazil concerns and can hinder women’s, and men’s, earning 30% in China potential. While many companies are beginning to address these issues, women particularly in the 41- to 55-year age 20% in India group, the so-called “sandwich generation,” still experience the overlapping pressures of childcare and eldercare In India, 45% of SET women responsibilities. Therefore, it is not surprising that they are feel stalled and unable to sustain or progress often more likely to drop out of the workforce in the in their careers. absence of family-friendly support. In addition, unconscious bias, work discrimination, and ineffective anti-sexual Source: Center for Talent Innovation. (2014). Athena Factor 2.0: Accelerating Female Talent in Science, Engineering & Technology. harassment mechanisms can further weaken the talent http://www.talentinnovation.org/assets/Athena-2- pipeline and organizational effectiveness. ExecSummFINAL-CTI.pdf 28 BOX 2.3 The ILO/IFC Better Work Program: Making a Difference for Female Factory Workers in the Global Garment Industry Since 2007, the ILO/IFC Better Work (BW) program has been partnering with 30 international clothing brands in eight countries to improve and monitor legal compliance and create safe, clean, and equitable working environments. BW does this primarily by building strong relations between managers and workers and empowering them to improve working conditions while enhancing factory productivity and competitiveness. Since 2007, BW has reached more than 3 million garment workers in Bangladesh, Cambodia, Haiti, Indonesia, Jordan, Lesotho, Nicaragua, and Vietnam. Women are the key beneficiaries of BW’s programs since they make up about three- fourths of the global garment industry workforce and 80 percent of all workers in BW participating facilities. BW’s efforts have resulted in a win-win-win multiplier effect for businesses, employees, and communities: businesses profit from higher productivity and stronger industrial relations. Workers and communities benefit when workers are safe and productive, and can send remittances home. For more research on BW’s gender impact, visit http://betterwork.org/blog/portfolio/progress-and-potential-a-focus-on-gender/ To address the challenges highlighted previously, five out of 13 members of IFC’s SheWorks partnership committed to go beyond regulatory requirements and better recruit and retain their top talent. One year into the partnership, all five members improved their policies and practices, One study estimates that expanded their family benefits, and raised internal across all U.S. sectors, awareness about benefits. SheWorks members see these actions as investments that pay off in many different ways women lose 37 percent that are beneficial for both employees and business. of their earning power THE BUSINESS CASE FOR BETTER when they spend three TALENT MANAGEMENT AND WORK- LIFE POLICIES or more years out of the workforce to fulfill family SheWorks members reiterate that current and anticipated labor and skill shortages cannot be met unless companies responsibilities. expand their efforts to attract and retain their best talent. Stemming absenteeism and turnover among working parents is critical to better talent management because this segment of the workforce is at risk of giving up mainstream careers to fulfill family responsibilities. 29 Replacing a worker is not easy (or cheap) preservation, lower absenteeism and turnover, and higher retention and productivity.84 Evidence from medium-sized Research conducted by the Center for American Progress firms in Germany shows that family-friendly measures can reveals that businesses spend about 21 percent of an result in a return on investment (ROI) of 25 percent. One employee’s annual salary to replace that worker, which 81 clear example is supporting affordable childcare, which can lead to significant costs if retention is not prioritized. encourages women to return from maternity leave and In Vietnam, for example, Nalt Enterprise, a large garment reduce replacement and reintegration costs.85 Looking at manufacturer participating in the BW program, estimates the tech sector, the rate at which new mothers left Google that it takes up to three months for a new textile worker fell by 50 percent when it increased paid maternity leave to reach full productivity (see box 2.3 for more program from 12 weeks to 18 weeks, recognizing that when mothers details). Translated into savings from reduced training can take the time they need to bond with their babies, they costs and maintaining full productivity, a 10 percent return to their jobs feeling confident and ready. Google reduction in staff turnover saves the factory 8.5 percent of understands that this is good for the bottom line by the total annual wage bill. If working parents drop out of 82 avoiding costly turnover and retaining more of its talent.86 the workforce, companies can experience high turnover, recruitment, and replacement costs, which can be avoided Going an extra mile for your employees by putting in place more cost-effective support means they will go an extra mile for you mechanisms. Research also shows that flexible and part-time work Supporting working parents is cheaper and arrangements,87 employer-supported on-site childcare more beneficial than replacing them facilities, and other interventions to support working parents can help increase workers’ productivity by making Many companies, such as Vodafone and New Zealand- it easier for them to focus at work and avoid burnout.88 based Coca-Cola Amatil (one of the five major bottlers for Women employees at Nalt Enterprise say that knowing SheWorks member The Coca-Cola Company), acknowledge their children are cared for and nearby gives them peace of that it costs them more to recruit and train a replacement mind during working hours.89 Companies ultimately benefit worker than to give better support to working parents, when workers experience lower stress: U.S. research shows such as paid parental leave. Such support has been linked 83 that employees with work-life balance and childcare to lower stress and work-family conflicts and higher support are 45 percent more willing to “go the extra mile” employee satisfaction, loyalty, and sense of belonging. to help their company succeed.90 These positive outcomes can then contribute to skill Supporting policies that help working parents can contribute to skill preservation, lower absenteeism and turnover, and higher retention and productivity. 30 COURTESY OF IFC An employee during a planning meeting. Making small investments can lead unscheduled absenteeism costs U.S. employers $3,600 for to big returns each hourly employee every year.92 KPMG, a professional services company and one of the Big Childcare is not only good for business, it is also good for Four auditors, started a childcare program for its development and economic growth. According to employees and within just six months, reaped a 125 percent McKinsey & Company (2016), globally, women spend three ROI, and by the fourth year, a 521 percent ROI. Similarly, 91 times as many hours as men in unpaid care work, and in U.S.-based banking and financial services firm JPMorgan some countries, women perform nearly 10 times the Chase & Co. conducted an assessment of its global “backup” amount of unpaid care work as men. These time pressures childcare program in which 13,000 employees are enrolled. can contribute toward leaving women out of the formal When employees were asked what they would have done workforce and unable to contribute to the economy and without backup care, 80 percent responded that they global GDP.93 McKinsey estimates that the value of unpaid would have taken unscheduled time off from work. Almost care worldwide is $10 trillion, or roughly 13 percent of global 80 percent of parents who used the program reported that GDP.94 Therefore, investing in childcare and social they were better able to focus at work. Thus, investing in infrastructure can free up women’s time and enhance their backup childcare enhanced productivity, reduced ability to enter the workforce, take up leadership positions absenteeism, and contributed to improved retention. These and professional and technical jobs, and contribute to are significant benefits for companies in light of a 2005 business and economic growth. Research shows that study by Circadian, which conservatively estimated that investing in early childcare could generate 719,000 jobs in 31 COURTESY OF IFC A garment factory worker. Turkey alone and expand the skilled talent pool by supplier was easily able to provide different sizes and types. encouraging women’s labor force participation. 95 To gauge the impact of these investments, the company conducted an employee survey in which female and male Investing in and supporting employees’ and their children’s employees reported feelings of loyalty, job satisfaction, and health needs have also shown to lead to higher returns and a strong sense of belonging in the workplace. Almost all, or lower absenteeism since workers take less time off due to 95 percent, of the women and men reported a positive health reasons or to visit a doctor off-site. Companies that work environment. have made efforts to support female employees’ health have reported a ROI as high as 4:1.96 SheWorks member Supporting gender diversity can help Odebrecht Group’s Etileno XXI project in Mexico, which capture new markets built the largest petrochemical complex in Latin America, hired an on-site nurse and provided health services to all its Evidence from the ILO/IFC Better Work program shows employees as well as transport to and from medical that providing better quality jobs and working conditions appointments. The company also partnered with local by adopting best practices in HR and talent management government agencies to conduct preventative health and can impact market access and growth.97 Many buyers want family planning campaigns. to work with suppliers that have equal opportunity policies and practices in place, such as equal pay, nondiscriminatory Etileno XXI also established separate bathrooms for women hiring, zero tolerance for sexual harassment, and and men and provided customized uniforms and safety employment targets for women. Chapter 4 will delve equipment for its women employees. Uniforms and deeper into this topic and discuss how companies are equipment customizations came at no extra cost as the 32 creating and benefiting from greater gender diversity in BOX 2.4 their value chains. Workplace Gender Equality Checklist Allowing gender discrimination is costly In our company: Successful recruitment and retention of women is expressly We conducted assessments to see if our tied to equal pay for equal work. Eliminating the gender policies and practices are having the right gap in pay has shown to increase the productivity of female impact. employees, positively impact employers’ attractiveness and We have fair, gender-inclusive recruitment reputation, and reduce the risk of potentially costly legal policies. prosecution for discrimination.98 According to the World We actively support working parents to return Bank Group (2011), eliminating all forms of discrimination to work after parental leave. against women employees and managers could increase productivity per worker by 25 percent to 40 percent, Flexibility is for everyone, not just women. depending on the type and degree of exclusion from the We offer our employees a variety of care labor force and the managerial pool.99 programs from which they can choose, depending on their circumstances and stages PROMISING PRACTICES of life and career. We know that one size does not fit everyone. The good news is that there is a multitude of ways in which Care is not just a women’s issue; it is a employers can reach that sweet spot where they meet and business issue. support their employees’ needs, recruit and retain the best talent, and realize business benefits. We offer paid parental or family leave in addition to paid maternity leave. Assessments We have an extended or an emergency leave plan for employees. An important step for most companies, including SheWorks We go an extra mile to meet our employees’ members, is to assess whether existing family-friendly work-life needs, such as through health policies and practices are having the desired impact. This services and trainings, campaigns against allows companies to gauge whether additional policies and violence and sexual harassment, and better programs are required to better meet the needs of work environment, facilities, and employees. To this end, companies often conduct a infrastructure. thorough assessment of their HR data, organizational There is no gender pay gap—and we can policies and practices, and employee survey results. These prove it! three sources of data are also used by SheWorks strategic partner EDGE Certified Foundation100 to assess and certify companies that are making efforts toward workplace Source: IFC Gender Secretariat, 2016 gender equality. Chapter 5 of this report will delve deeper into the topic of assessing, monitoring, and reporting. Following an internal assessment, companies can better understand what works and what can be improved in their talent management and family-friendly policies, and adjust programs and policies accordingly. Through assessments 33 and certifications such as the EDGE gender certification, knowledgeable enough to offer the full spectrum of companies can benchmark themselves against other work-life and family-friendly policies and practices. If companies in the sector and region to further improve needed, management should return to the assessment and identify new approaches that benefit employees and stage to gauge the demographics of a company’s workforce the business. and evaluate the policies and practices that will be most effective in meeting employees’ needs. Recruitment SheWorks member Care.com suggests looking at business Many companies also make efforts to focus on where it all and employee needs and providing employees a menu of starts: recruitment. In Mexico, SheWorks member work-life and family-friendly supports as well as the Odebrecht Group’s Etileno XXI petrochemical project put in flexibility to choose from different options. According to place strategic recruitment policies, gender-inclusive job SheWorks strategic partner ILO, this menu could include advertisements, and entry-level skills training programs to (a) ensuring employment protection, (b) creating a family- increase the employability and labor force participation of friendly work culture, (c) providing health protection at the women and men in the construction sector. Such measures workplace, (d) developing re-entry programs for working helped the employer meet skilled labor shortages and parents, and (e) offering parental leave, child and elderly minimize hiring and relocation costs through local training care, and statutory and non-statutory leave packages.102 and recruitment. Companies might also consider offering maternity return Companies such as Telstra, an Australian telecom company, schemes to facilitate proactive management of female have trained recruiting managers to identify unconscious talent and the retention of working mothers. When bias and evaluate new recruits and their pay on merit companies make efforts to ensure that mothers returning relative to the market. Similarly, American information- from maternity leave are happy, comfortable, and sharing website Reddit has called for restricting pay productive, mothers are more likely to stay and still be negotiation during recruitment to level the playing field for employed a year after returning from maternity leave. women and men, since men are often considered to be more assertive than women and thus able to negotiate Best practice shows that companies can take a number higher salaries. of steps to retain mothers and ensure their productivity, such as: Technology is a key tool to attract and connect with the best talent. For example, SheWorks member Care.com101 • Phasing them in by starting with part-time work and noticed that new applicants and hires researched Care.com’s gradually increasing to a full-time schedule family-friendly policies and benefits on its career website and online social media channels. A LinkedIn post by Care. • Designating a colleague to bring them up to speed and com announcing its enhanced 12-week paid parental leave transition work programs benefit for the primary caregiver received 10,853 views, making it one of the company’s most popular posts. • Ensuring new mothers have fully equipped workspaces Retention • Providing flexible hours, emergency leave, medical assistance, and childcare support SheWorks members advise that the key to retention is understanding that employees need varying kinds of (See box 2.6 for more innovative practices at Japan’s support and policies at different stages of their careers and Mitsubishi UFJ Financial Group.) lives. However, not every company is large, resourceful, or 34 While designing a menu of benefits and policies for all BOX 2.5 employees at different stages of their lives and careers, companies are advised to be creative and innovative, while SAP SE’s Methods to Encourage considering a whole range of possibilities, such as: More Women to Apply to STEM Jobs SheWorks member SAP SE noticed that a lower • Flexible work and paid leave number of women applying to science, technology, engineering, and mathematics (STEM) jobs • Childcare negatively impacts the company’s talent pipeline. To address this issue, SAP has started building • Elderly care relationships early on with targeted women candidates who are expected to become employees • Re-entrance after a long career break in the next 12–18 months. The company is also pilot testing a tool that can assess and address • Equal pay for equal work the level of gender bias in job descriptions. • Employee resource groups Source: SAP SE. (2016). SAP Reveals New Technology Designed to Help Move Business Beyond Bias. https://www. • Information and communication technology’s (ICT’s) role successfactors.com/en_us/about-successfactors/press- in changing workplace culture releases/2016/sap-successfactors-reveals-new-technology- to-help-move-business-beyond-bias.html COURTESY OF LI WENGYONG / WORLD BANK GROUP Skills training in rural China. 35 BOX 2.6 How Japan’s MUFG Is Retaining Its Top Talent by Helping Parents Return to Work The Bank of Tokyo-Mitsubishi UFJ (the main banking arm of Japan’s largest financial institution, Mitsubishi UFJ Financial Group), with more than 35,000 employees, supports various measures to retain working mothers and fathers: Before going on maternity or childcare leave, all employees are interviewed and receive training to motivate them to return to work. Employees can take special leave prior to childbirth, choose shorter work hours, receive an exemption from overtime, and schedule hospital appointments during work hours. During leave, the bank continues to provide information through its “wiwiw,” a website that supports skill- building for employees on maternity or childcare leave. Employees are also interviewed before they return from maternity or childcare leave. After returning from leave, employees receive back-to-work training. This is designed to motivate employees to work efficiently within a limited time and help them consider their mid- to long-term career path and work- life balance. It also eases their worry and encourages them to make their working environment comfortable and positive. • Parents can take advantage of shorter work hours for childcare, exemption from overtime work, nursing care leave, flex-time, childcare services, daycare subsidy, and babysitter discounts. • Mothers receive additional childcare benefits when they return to work until their children reach one year to encourage them to return to work. The bank is now working with IFC as part of IFC’s Tackling Childcare Project (refer to box 2.9 for details) to capture the positive impact of these efforts on the bank’s maternity return, turnover, and absenteeism rates, as well as other business metrics. The bank operates globally, but the above measures apply only in Japan. Policies and programs differ among other countries depending on their social, cultural, economic, and political contexts. Source: Bank of Tokyo-Mitsubishi UFJ. (2014). Diversity: Enlighten, Encourage, Empower: Exceed the Expectations of Our Customers. http:// www.bk.mufg.jp/csr/employee/pdf/diversity_en_201411.pdf 36 The rest of the chapter describes how various companies, joining Telstra exceeds the number of women leaving for including SheWorks members, have put these topics into the eighth successive quarter, and the number of male practice. managers taking primary parental leave has increased from 0.8 percent to 2.3 percent.106 Flexible Work and Paid Leave Childcare Employees often find that flexible work and extensive parental leave can have a negative impact on their job and A number of SheWorks members offer a spectrum of career prospects. Indeed, many companies find it difficult childcare solutions for employees, such as on-site daycare, to create a culture where all employees, women and men, monetary support, vouchers, community partnerships, feel encouraged to take advantage of flexible work and trainings, and backup care, depending on business needs, parental leave policies. Many employers are, therefore, resources, and goals. Companies recognize that providing making efforts to create a culture where flexible work and on-site daycare is not the only solution and there are other paid leave are considered routine. SheWorks members advise making a conscious and continuous effort to frame flexible work and paid leave as benefits that are available to all employees, and not just women. Company-wide BOX 2.7 policies and communications should reinforce that these benefits are also available to men and encourage them to Care.com’s Unique Work Model use these benefits. Senior management often has to lead for a Unique Workforce by example and walk the talk to change mindsets and SheWorks member Care.com provides a flexible culture around flex work and paid leave. Because work policy to meet the varied needs of terminology can affect behavior and attitude, many employees and the business. Employees can companies consider it best practice to offer paid parental choose from different options such as (a) working or family leave instead of just maternity leave. Many 100 percent from home, (b) working on a reduced SheWorks members also make extended and emergency work schedule, (c) working from home at least leave available to all employees, which they can avail if they once a week, or (d) relocating to another Care.com face a life-changing event, illness, or tragedy. office in or outside the United States for family reasons. In addition, the company’s corporate call SheWorks members suggest regular monitoring to ensure center jobs are also home-based. The company’s that the arrangements are working successfully for both flexibility has allowed it to create a new women and men, the right culture and active support are workforce model, the Care Force, to meet its in place, there is a strong commitment from senior business needs and the needs of working parents. management, and appropriate technology is available to This is a team of stay-at-home employees who create an agile work environment.103 Australian companies help resolve member care issues and inquiries and Westpac, a banking and financial services provider, and ensure the safety and security of Care.com’s Telstra, a telecommunications and media company, have online community by reviewing profiles and job instituted programs to achieve these goals. More than 63 posts. The entire Care Force is comprised of percent of Westpac employees now work flexibly as part of women who work from home up to 29 hours a the All in Flex campaign, which management sees as key to week and come to the corporate office for meeting a women-in-leadership target of 50 percent by training four times a year. 2017.104 Telstra’s All Roles Flex policy has seen the company’s female representation rise to 42.9 percent in Source: Care.com, 2015 2016 from 36.7 percent in 2015. 105 The number of women 37 ways to save costs and maximize benefits. SheWorks has recently significantly expanded these benefits to member Intel Corporation, an American multinational become best-in-class among peer companies. technology company, is committed to enhancing childcare solutions for working parents. The company has designed The tech industry in India is also rising up to meet the care many options to provide the greatest value to employees challenge. HCL Technologies, an IT company, employs more while remaining flexible enough to meet changing business than 100,000 people, of which 24 percent are women. It needs. Its childcare program includes vetted near-site values diversity and inclusion and currently employs more childcare centers and a network of professional family than 100 nationalities in its global workforce. Central to the childcare providers who offer extended hours and weekend company’s diversity and inclusion efforts is its support to care in their homes to accommodate compressed and shift working parents. The company provides seven on-site work schedules. The benefit offerings include priority daycare centers across its key locations in India; daycare enrollment for children of Intel employees, a discount on allowances; flexible work arrangements such as enrolling in full- or part-time care, along with waived telecommuting and a “flexi work hour” policy; and a Work enrollment and registration fees. Employees also have Life Continuity program to support employee well-being access to emergency backup childcare when their regular through inclusive policies, support systems, and employee childcare arrangements are not available. assistance programs. Female employees who go on maternity leave are given counselor support to enable Intel enhances its childcare support for employees by them to return from their leave and resume their careers. providing additional benefits such as a maternity leave As a result of these efforts, in FY15, 99.87 percent of HCL’s program and paid bonding leave of up to eight weeks women employees returned to work after maternity leave following a child’s birth, adoption, or foster placement. This to resume their careers—a marked increase from 84.78 program is open to all new parents regardless of gender: as percent in FY14. Moving forward, HCL has included on-site a result, Intel’s employees—especially mothers—have daycare centers in the infrastructure plans for all new reported that they do not feel singled out for taking the facilities and locations. leave. Intel also provides fertility and adoption support and Infosys, a multinational software engineering company headquartered in India, knows that to successfully compete with tech giants in the United States and Europe, it needs to implement international best practices to tackle India’s BOX 2.8 low female labor force participation and even lower Private Sector Partnerships participation in tech. The company started an innovative to Support Working Parents crèche program for children aged 2.5 months to 5 years that helped improve talent attraction and reduce attrition. The Working Parent Support Coalition is a Clinton The company hired an on-site childcare consultant who Global Initiative Commitment to Action launched monitors and advises the facility and meets weekly with a in September 2015 with Barclays, Danone, EY, committee of management, parents, and the crèche KKR, and Nestle. Coalition members are director. Recognizing that men also have childcare committed to implementing a range of parental responsibilities, the company’s childcare support is workplace support practices that ultimately available to and used by both fathers and mothers. Infosys improve health, development, and economic attributes its high retention and low absenteeism rates in outcomes for both families and companies. part to the on-site crèche. Employees appreciate the Source: The Working Parent Support Coalition. (2016). http:// additional childcare training that the company provides workingparentsupportcoalition.launchrock.com/ and enjoy the freedom from worrying about care.107 38 BOX 2.9 IFC Programs that Promote Employer-Supported Childcare Tackling Childcare Project: IFC, as part of the World Bank Group, recognizes that childcare is an important issue for parents, companies, and economies. The topic features prominently in the World Bank Group’s Gender Equality Strategy. To better understand the dynamics of employer-supported childcare, IFC launched the Tackling Childcare Project in partnership with World Bank Group’s Women, Business and the Law team to bring together the private and public sector dimensions to address childcare issues. The research project substantiates the business case for employer-supported childcare and identifies suitable childcare delivery mechanisms and innovative approaches. The project also explores how public sector regulations can further hinder or incentivize employers to support childcare. Tackling Childcare Commitment & Partnership: In addition, IFC recently launched the Tackling Childcare commitment, a unique partnership to promote better career opportunities for working parents and to accelerate the spread of best practices for employer-supported childcare. Through this commitment and partnership, IFC and its partners will produce a report showing: • How employer-supported childcare promotes productivity • What type of support works • Why—in bottom-line figures—companies should help provide childcare for their employees Participating firms that have made commitments to support childcare include AeroMéxico, Afrifresh, Danone Nutricia Early Life Nutrition Italy, Dialog Axiata PLC, Grupo M, HBL Bank, MAS Active–Al Safi Madaba, Mindtree, Pandurata Alimentos Ltda., Safaricom, and Sumitomo Chemical. IFC is also working with six strategic partners— Care.com, the Institute for Women’s Policy Research, the ILO, Kidogo, the UN Global Compact, and UN Women— to help disseminate childcare solutions and frameworks that companies can use to enhance their childcare interventions and measure their impact. Sources: IFC. (2016). Press Release: IFC Forms Innovative Partnership with Key Global Companies to Promote Better Childcare Plans. http:// ifcext.ifc.org/IFCExt/pressroom/IFCPressRoom.nsf/0/BFAEED7A0783C45D85258033004D724E?OpenDocument For more information regarding the Tackling Childcare commitment, please visit https://www.clintonfoundation.org/clinton-global-initiative/ commitments/tackling-childcare-good-business-and-development 39 Elderly Care Re-entrance after a long career break In many economies, including China and Japan, rapidly Companies are quick to innovate and design new programs changing demographics due to an aging population have to recruit the best talent and reach workforce segments created the need for easily accessible, affordable, and good that are often hard to reach through regular recruitment quality elderly care. Many companies that had already been channels. For example, many companies are experimenting actively providing childcare support are now beginning to with models to make re-entrance a success for parents and understand the nuances of providing elderly care support, other individuals. In recent years, the “returnship” model which is often tied to long-term and disabled care and has gained popularity in a variety of sectors, including more specialized health and medical services. Similar to banking, insurance, and legal. JPMorgan Chase & Co. childcare, this additional side to the care equation can noticed that it was challenging to tap into the pool of take a toll on employees. According to SheWorks member skilled and qualified professionals who had taken time off Care.com’s 2016 U.S. Senior Care Survey, 46 percent of to fulfill family responsibilities but wanted to get back on respondents stated they would consider dropping out of the career track. Therefore, it started a re-entry program in the workforce to care for an ailing parent or loved one.108 2013 in its asset management department by offering 10–14 weeks of paid VP-level internships. Based on the program’s Care.com has come up with innovative ways to address its success, the company expanded it to its legal and employees’ care needs as well as the needs of its clients’ investment banking divisions. The internships were an ideal employees. The company’s enterprise arm, Care@Work, way to train and mentor candidates, with the end goal of custom-designs programs to enable corporate clients to offering successful candidates a full-time position.109 provide employees services that include access to a database of caregivers, subsidized backup care for children Best practice shows that companies start small and then and adults at home or in a center, and the services of social expand returnship programs based on success and uptake, workers for senior care planning. The full range of Care@ which makes it easier to get buy-in and build a successful Work services are available at no extra cost to Care.com track record.110 Companies also often model their employees. returnship programs on their internship programs instead of starting from scratch, and designate internal advocates and role models to move the program forward. It is also considered best practice to introduce hiring managers to returnship participants to dispel any misconceptions and give managers a chance to see the skills and commitment of participants. Best practice shows that companies start small and then expand returnship programs based on success and uptake, making it easier to get buy-in and build a successful track record. 40 COURTESY OF WU ZHIYI / WORLD BANK GROUP Farm worker in China. Equal Pay for Equal Work— enterprise. To double-check its findings and establish Issues and Solutions third-party credibility, Gap hired a consulting firm focused on gender and diversity issues to audit the data. The One of the pillars of top talent retention is equal pay for experts also agreed that there is no gender pay gap at Gap. equal work, which might also be the most challenging 111 The company now conducts a similar exercise each year to issue to tackle. First, companies may not easily recognize re-verify and confirm that it has no gender wage gap and admit that they might have a gender pay gap, and it is across its global organization. Gap won the 2016 Catalyst quite rare for companies to publicly disclose this Award for its Women and Opportunity global initiative and information. (See box 2.1 for more insights on this issue.) strategy, which includes the company’s organization-wide Once a gap is identified, however, companies struggle with pay equality analysis.112 how to move forward and close the gap. SheWorks member Gap Inc., an American multinational clothing and Another company that has made significant efforts to accessories retailer, tackled these issues in a systematic ensure equal pay is Air France. The company produces way. The company, already a leader in women’s annual reports on compared pay increases to ensure that employment and leadership numbers, had done a female staff, during their pregnancy or maternity leave, meticulous job of tracking, collecting, and analyzing pay benefit from the same pay increases as male staff. In 2008, gap data. This self-audit revealed that the company did not Air France performed a general pay audit, which led to 350 have a gender pay gap since it pays its female and male female staff benefiting from compensation equalization employees equally for equal work globally across the measures.113 These audits now take place every year. 41 Similarly, SheWorks member Intel Corporation celebrated helping to encourage U.S. companies to take action to the 2016 Equal Pay Day by gaining international recognition advance equal pay. for its efforts and announcing that it had achieved 100 percent gender pay parity in its U.S. workforce. The Best practices suggest that the key to eliminating the pay company conducts an annual, comprehensive pay audit in gap is to gather and analyze data through sound metrics the U.S. to analyze pay by gender and ethnicity (in 2015, it and then identify and address key issues at the recruitment, looked at pay across job types and levels as well).114 retention, promotion, and managerial levels. Chapter 5 of this report describes how to conduct a gender pay equity SheWorks members Intel, Care.com, The Coca-Cola analysis. SheWorks members that have made progress in Company, EY U.S., and Gap Inc. have also taken the White this area advise companies to focus on how pay and House Equal Pay Pledge. As part of this pledge,115 companies benefits are assigned at entry-level jobs and throughout have committed to: the career lifecycle. Methods to better achieve these goals include (a) managing the negotiation process; (b) • Acknowledge the critical role businesses must play in conducting regular pay audits; (c) reviewing job and pay reducing the national pay gap classifications; (d) implementing a transparent and accessible pay policy; (e) training managers to identify • Conduct an annual company-wide gender pay analysis unconscious bias while recruiting, promoting, and assigning pay; (f) reviewing promotions and pay raise criteria; and (g) • Review hiring and promotions to reduce unconscious gaining senior leadership support throughout the journey. bias and structural barriers It is also considered good practice to embed equal pay in a • Embed equal pay efforts into broader company-wide broader gender equality and diversity and inclusion (D&I) initiatives policy framework, which helps remove gender bias in performance and pay-related decisions. SheWorks • Pledge to take these steps and promote best practices members Boyner Group, Intel Corporation, and SAP SE have equal pay embedded in their codes of conduct as well Since contributing to the first United State of Women as equal employment opportunity policies, which also Summit 116 in June 2016, the EDGE Certified Foundation has cover suppliers. also become a knowledge contributor to the White House Council on Women and Girls for the Equal Pay Pledge, The key to eliminating the pay gap is to gather and analyze data through sound metrics and then identify and address key issues at the recruitment, retention, promotion, and managerial levels. 42 Employee Resource Groups This critical link between ERGs, talent management, and D&I is highlighted in the results of the Global D&I Women’s networks and employee resource groups (ERGs) Governance Survey 2016 conducted by Mercer in also play a critical role in ensuring efficient talent partnership with SheWorks strategic partner EDGE Certified management and provision of work-life and family-friendly Foundation. Survey respondents include member policies. When women’s networks are transformed into companies that are part of Mercer’s three D&I networks. business resource groups aligned with the company’s Survey results show that women’s networks remain the business goals and focused on the D&I strategy, they can most common form of ERGs among members. The results become catalysts for gender diversity in an organization also show that three of the top five metrics used by while addressing women’s career development and companies in Mercer’s D&I networks to measure the work-life needs. These ERGs can also provide critical effectiveness and success of their ERGs are recruitment, market intelligence and serve as a platform for diverse retention, and promotion numbers. This underscores the talent. SheWorks member SAP SE’s Business Women’s critical role ERGs play in advancing gender diversity and Network is an example of a successful ERG that is taking business growth. steps to ensure that the needs of employees, both women and men, are met. ICT’s Role in Changing Workplace Culture Changing the culture and ensuring the uptake of policies and benefits depend on strong communication and awareness raising, both internally and externally. SheWorks BOX 2.10 members are using innovative methods to get their Ways to Get Recognized message across. SheWorks member Care.com, for example, does it through its Care@Work blog,117 which promotes the for Your Efforts business case for better workplace policies. SheWorks Good work gets recognized and rewarded. To member EY has created effective online tools to share good practices and distinguish themselves communicate about D&I and raise awareness about gender as employers of choice, many companies are diversity and work-life policies. EY uses D&I Microsite,118 a working hard to participate in or get featured on change management tool to accelerate a cultural evolution national, regional, and international platforms within EY globally. It shows current and prospective such as: employees how EY will help employees leverage differences • The Women’s Empowerment Principles to reach their full potential, while also giving employees the (WEPs), a joint initiative of the UN Global strategies to apply these concepts in their work. Compact and UN Women (CEO Statement of Support and WEPs CEO Leadership Award) Externally, EY uses this tool to share good practices with other companies as they initiate D&I journeys or enhance • Working Mother 100 Best Companies ongoing efforts to maximize talent and performance • Fatherly’s 50 Best Places To Work For New through diversity. Through this tool, EY positions itself as a Dads thought leader, enabling its stakeholders to access a range • Fortune’s list of Best Companies to Work For of academic research and videos that speak to the personal and business impact of D&I, and convey the depth and breadth For additional ideas on how companies can gain of EY’s D&I focus to new recruits, clients, and employees. recognition for their efforts, see Chapter 6 of this The microsite is open to all, including EY’s 200,000 plus report. employees as well as its clients and potential recruits. 43 Lessons Learned Putting in place better recruitment and retention policies and then measuring their effectiveness can seem challenging since employers sometimes do not immediately see the returns on their investments. It takes time, sustained effort, and effective monitoring and evaluation to fully realize, quantify, and communicate results. Yet there are many successful programs and methods to speed up the process. Here are a few lessons that SheWorks members learned as they honed their recruitment and retention policies and practices: DESIGN family-friendly policies in ways that address specific needs of both women and men. When policies are shown to benefit women and men, employers will not tend to perceive these to be just “women’s issues” and as a consequence might not be discouraged from hiring women. INCENTIVIZE, SUPPORT, AND EDUCATE male employees to take paternity leave so that caregiving responsibilities do not rest with women alone. Senior leadership can set examples for others to follow. CHANGE THE CULTURE and misconception that flexible work is a “career killer” for men. Make them feel that they are supported by their peers and management and not judged negatively if they ask to move to part-time or off-site work.119 The Australian Human Rights Commission found that 27 percent of fathers and partners have reported experiencing discrimination related to parental leave and return to work, despite taking very short periods of leave. Men are also twice as likely as women to have their request to work flexibly rejected. COMPLEMENT adequate parental leaves schemes and flexible working arrangements with proactive career management that helps women (and men) stay on or get back on the career track. EXAMINE and RE-EXAMINE policies to make them expansive rather than too rigidly defined, and ensure they meet the needs of both the business and employees. CONSIDER giving staff more discretion over which benefits to use and how. ENSURE the use of technology to enable employees to work more flexibly but make efforts to prevent burnout that can result from the feeling of being “on call” and accessible 24/7. SHARE where possible, talent attraction and retention best practices and policies with other partners for larger scale economic and business impact. WALK THE TALK. Work-life policies might not have the desired impact if the senior leadership team does not “walk the talk” and devote sufficient time, people, and money to make the company culture more family-friendly. 44 89 Better Work. (2014). Policy Brief: The Business Case for Quality Jobs: ENDNOTES Evidence from Better Work. http://betterwork.org/global/wp-content/ 66 The term "war for talent" was first coined by Steven Hankin of McKinsey uploads/Quality-jobs-policy-brief-V2-print_1.pdf & Company in 1997 and later popularized in a book of the same name by 90 ChildAction.org. Solutions for Employee Child Care. http://www.childac- Ed Michaels, Helen Handfield-Jones, and Beth Axelrod (Harvard Business tion.org/providers/booklets/docs/Solutions%20for%20Employee%20 Press 2001). Child%20Care.pdf 67 Forbes. (2015). How to win the war for talent in 2015. http://www.forbes. 91 Van Deusen, F., J. Ladge, J. James, and B. Harrington. (2008). Building the com/sites/georgebradt/2015/01/07/how-to-win-the-war-for-talent-in- Business Case for Work-Life Programs. Boston College Center for Work 2015/#300491019da3 & Family. https://www.bc.edu/content/dam/files/centers/cwf/research/ 68 World Bank Group. (2014). Gender At Work: A Companion to the World pdf/BCCWF_Business_Case_EBS.pdf Development Report on Jobs. http://documents.worldbank.org/curated/ 92 Circadian. (2005). Absenteeism: The Bottom Line Killer. http://www. en/884131468332686103/pdf/892730WP0Box3800report0Feb-02002014. workforceinstitute.org/wp-content/themes/revolution/docs/Absentee- pdf ism-Bottom-Line.pdf 69 ILO. (2016). Women at Work Trends 2016. http://www.ilo.org/wcmsp5/ 93 McKinsey Global Institute. (2015). How advancing women’s equality can groups/public/---dgreports/---dcomm/---publ/documents/publication/ add $12 trillion to global growth. http://www.mckinsey.com/global- wcms_457317.pdf themes/employment-and-growth/how-advancing-womens-equality- 70 World Economic Forum. (2016). The Future of Jobs: Employment, Skills can-add-12-trillion-to-global-growth and Workforce Strategy for the Fourth Industrial Revolution. http:// 94 Ibid. www3.weforum.org/docs/WEF_Future_of_Jobs.pdf 95 İlkkaracan, İ., K. Kim, and T. Kaya. (2015). The Impact of Public Investment 71 According to WEF, the countries and economic areas covered in-depth by in Social Care Services on Employment, Gender Equality, and Poverty: The this report are the Association of Southeast Asian Nations (ASEAN), Aus- Turkish Case. İstanbul Technical University, Women’s Studies Center in tralia, Brazil, China, France, Germany, the Gulf Cooperation Council (GCC), Science, Engineering and Technology (ITU WSC-SET), and The Levy Eco- India, Italy, Japan, Mexico, South Africa, Turkey, the United Kingdom and nomics Institute. http://www.ilo.org/wcmsp5/groups/public/---europe/- the United States: http://www3.weforum.org/docs/WEF_Future_of_Jobs. --ro-geneva/---ilo-ankara/documents/publication/wcms_409804.pdf pdf 96 Business for Social Responsibility (BSR). HerHealth. http://herproject.org/ 72 Yale University. (2014). Women More Educated Than Men But Still Paid herhealth Less. http://yaleglobal.yale.edu/content/women-more-educated-men- still-paid-less-men 97 Better Work. (2014). POLICY BRIEF: The Business Case for Quality Jobs: Evidence from Better Work. http://betterwork.org/global/wp-content/ 73 New York Times. (2003). The Opt-Out Revolution. http://www.nytimes. uploads/Quality-jobs-policy-brief-V2-print_1.pdf com/2003/10/26/magazine/26WOMEN.html?pagewanted=all 98 Chicha, M. (2006). A Comparative Analysis of Promoting Pay Equity: Mod- 74 Ioannidis, C. (2011). What's behind the female brain drain? http://realbusi- els and Impacts. International Labour Organization. http://www.ilo.org/ ness.co.uk/article/6050-whats-behind-the-female-brain-drain wcmsp5/groups/public/---ed_norm/---declaration/documents/publica- 75 Sandberg, S. (2013). Lean in: Women, work, and the will to lead (First edi- tion/wcms_decl_wp_27_en.pdf tion). New York: Alfred A. Knopf. 99 World Bank Group. (2011). World Development Report 2012: Gender 76 Ibid. Equality and Development. https://siteresources.worldbank.org/IN- TWDR2012/Resources/7778105-1299699968583/7786210-1315936222006/ 77 Harvard Business Review. (2005). Off-Ramps and On-Ramps: Keep- Complete-Report.pdf ing Talented Women on the Road to Success. https://hbr.org/2005/03/ off-ramps-and-on-ramps-keeping-talented-women-on-the-road-to- 100 EDGE (Economic Dividends for Gender Equality) is the leading global success assessment methodology and business certification standard for gender equality; it is designed to help companies not only create an optimal 78 Center for Talent Innovation. (2014). Athena Factor 2.0: Accelerating workplace for women and men but also benefit from it. The methodol- Female Talent in Science, Engineering & Technology. http://www.talentin- ogy uses a business rather than theoretical approach that incorporates novation.org/assets/Athena-2-ExecSummFINAL-CTI.pdf benchmarking, metrics, and accountability into the process. It assesses 79 ibid. policies, practices, and numbers across five different areas of analysis: equal pay for equivalent work, recruitment and promotion, leadership 80 Lien, T. (2015). Why are women leaving the tech industry in droves? http:// development training and mentoring, flexible working, and company www.latimes.com/business/la-fi-women-tech-20150222-story.html culture. http://www.edge-cert.org/ 81 Boushey, H., and S. J. Glynn (2012). There Are Significant Business Costs 101 Operating in 16 economies, Care.com helps families access childcare, to Replacing Employees. Center for American Progress. https://www. senior care, special needs care, tutoring, pet care, housekeeping, and a americanprogress.org/wp-content/uploads/2012/11/CostofTurnover.pdf variety of other services through a trusted network of caregivers. 82 Better Work. (2014). POLICY BRIEF: The Business Case for Quality Jobs: 102 ILO. (2015). Work and Family: Creating a family-friendly workplace. Evidence from Better Work. http://betterwork.org/global/wp-content/ http://www.ilo.org/wcmsp5/groups/public/---dgreports/---gender/ uploads/Quality-jobs-policy-brief-V2-print_1.pdf documents/briefingnote/wcms_410189.pdf and ILO. (2015). Maternity, Paternity at Work: Baby steps towards achieving big results. http://www. 83 Clement, D. (2015). Firms get wise to parental leave. http://www.nzherald. ilo.org/wcmsp5/groups/public/---dgreports/---gender/documents/brief- co.nz/business/news/article.cfm?c_id=3&objectid=11439961 ingnote/wcms_410183.pdf 84 ILO. (2014). Maternity and paternity at work: Law and practice across 103 Khadem, N. (2016). Flexible work a career killer for men: report. http:// the world. Chapter 6. http://www.ilo.org/wcmsp5/groups/public/--- www.smh.com.au/business/workplace-relations/men-who-work-flexibly- dgreports/---dcomm/---publ/documents/publication/wcms_242615.pdf dont-get-promotions-report-20160202-gmjcxh.html 85 Ibid. 104 Khadem, N. (2016). Why 'flexible working' is a career killer for men. http:// 86 Gillett, R. (2015). The science behind why paid parental leave is good for www.businessinsider.com.au/report-flexible-work-is-a-career-killer-for- everyone. The Business Insider. http://www.businessinsider.com/scien- men-2016-2 tific-proof-paid-parental-leave-is-good-for-everyone#ixzz3iQVDZhx7 105 Ibid. Also see: Quartz. (2016). When Google increased paid maternity leave, the rate at which new mothers quit dropped 50%. http://qz.com/604723/ 106 Ibid. when-google-increased-paid-maternity-leave-the-rate-at-which-new- mothers-quit-dropped-50/ 107 Hein, C., and N. Cassirer. (2010). Workplace Solutions for Childcare. ILO. http://www.ilo.org/wcmsp5/groups/public/@dgreports/@dcomm/@publ/ 87 IMF. (2015). Catalyst for Change: Empowering Women and Tackling documents/publication/wcms_110397.pdf Income Inequality. https://www.imf.org/external/pubs/ft/sdn/2015/ sdn1520.pdf 108 Care.com. (2016). 2016 Senior Care Survey. https://www.care.com/a/ how-senior-care-impacts-families-financially-emotionally-and-in-the- 88 Bright Horizons Family Solutions. (2015). Modern Family Index. http:// workplace-20160329135602 www.brighthorizons.com/~/media/BH/Corporate/PDF/MFI_2015_Re- port%20_FINAL.ashx 45 109 Giang, V. (2015). The Case for Creating a Re-Entrance Program for New Mothers. Fast Company. http://www.fastcompany.com/3044475/second- shift/the-case-for-creating-a-re-entrance-program-for-new-mothers 110 Cohen, C. F. (2015). The 40-year-old Intern. Harvard Business Review. https://hbr.org/2012/11/the-40-year-old-intern/ 111 There are a number of different concepts and definitions when it comes to analyzing the gender pay gap, such as pay parity, pay equity, equal pay for work of equal value, equal pay for equal work, equal pay for work of equivalent value, and equal remuneration for work of equal value. ILO outlines the differences between some of these concepts in its 2013 report on Equal Pay (http://www.ilo.org/wcmsp5/groups/public/---dgreports/- --dcomm/---publ/documents/publication/wcms_216695.pdf). SheWorks acknowledges the different concepts and definitions put forth by partners and experts and for the purpose of simplicity, chooses to use the phrase “equal pay for equal work.” 112 Gap Inc. Women and Opportunity Initiative. http://www.catalyst.org/ knowledge/gap-inc-women-and-opportunity 113 Women’s Empowerment Principles. (2015). Companies Leading the Way: Putting the Principles into Practice. http://weprinciples.org/files/attach- ments/Companies_Leading_the_Way_June2016.pdf 114 Intel Corporation. (2016). Gender Pay Parity at Intel at 100%. http://blogs. intel.com/jobs/2016/02/29/gender-pay-parity-at-intel-at-100 115 The White House. (2016). Fact Sheet: White House Announces New Commitments to the Equal Pay Pledge. https://www.whitehouse.gov/ the-press-office/2016/08/26/fact-sheet-white-house-announces-new- commitments-equal-pay-pledge 116 The United State of Women Summit, 2016. http://www.theunitedstateof- women.org/ 117 See Care.com’s website, http://workplace.care.com, which features testimonials from companies that have successfully implemented such policies and realized the business benefits; it also shares informative data showcasing the evolving role of today’s workforce. 118 See EY's website: https://ey.com/differencesmatter. Publications include In their own words, a report on the role of women, organizations, and women leaders in addressing workplace gender equality; This isn’t about fixing our women, a study looking at the ROI of female-specific leadership development; and Building sustainable opportunities for women at all levels, a summary of EY’s actions to support women’s development. 119 Khadem, N. (2016). Flexible work a career killer for men: report. http:// www.smh.com.au/business/workplace-relations/men-who-work-flexi- bly-dont-get-promotions-report-20160202-gmjcxh.html 46 COURTESY OF WORLD BANK GROUP A scientist conducting tests in a laboratory in Moldova. 47 COURTESY OF JOHN HOGG / WORLD BANK GROUP Mechanics receiving training during a vocational training program. 48 CHAPTER 3 Effective Anti-Sexual Harassment Mechanisms S exual harassment is a common form of violence that more prone to thinking that sexual harassment in the continues to affect women and men all over the workplace is acceptable. Similarly, women who are silent world. Research shows that 68 percent of sexual victims of frequent domestic violence might also feel that harassment takes place at work, and people are more sexual harassment in workplace is the norm and choose to likely to be harassed by someone they work with than by a remain silent there as well. (See box 3.1 for additional stranger. 120 Sexual harassment can be more prevalent in statistics.) jobs where there is an unequal sex ratio and large power differentials between women and men. Jobs characterized Employers around the world recognize the need to by low pay, informality, periods of job and pay insecurity, eliminate all forms of violence at work because it is not and the appointment of a new manager can create only the right thing to do from a human and labor rights opportunities for sexual harassment, including harassment perspective but it also is the smart thing to do in terms of of a quid pro quo nature. High-skilled occupational groups workplace efficiency and profitability implications. Many are also not immune to sexual harassment. companies, including SheWorks members, already have comprehensive anti-sexual harassment mechanisms in High prevalence of sexual harassment at work can also be place and are making efforts to better measure and ensure linked to domestic violence. Often domestic violence spills the effectiveness of these mechanisms. over into the workplace and disrupts the work environment. Domestic violence victims are more Companies are relying on innovation, education, and vulnerable to different kinds of harassment and violence, technology to prevent, identify, address, mitigate, and including financial, psychological, sexual, and emotional. Moreover, in communities where domestic violence is prevalent and deeply embedded in society, men can be BOX 3.1 A Not-So-Fun Fact About Global Anti-Sexual Harassment Laws Sexual harassment can be more prevalent The World Bank Group’s 2016 Women, Business and the Law data show that 41 economies out of the 173 in jobs where there examined have no laws against sexual harassment, and 18 economies, primarily in Africa, have no legal is an unequal sex protections against domestic violence or sexual ratio and large power harassment. differentials between Source: World Bank Group. (2016). Women, Business and the Law. http://wbl.worldbank.org women and men. 49 monitor sexual harassment at work, particularly in sectors professional occupational category have experienced that are traditionally dominated by men. Despite these sexual harassment in their lifetime, compared with 44 efforts, the proportion of female employees that experience percent of women in the occupational category “skilled sexual harassment continues to be an issue, and in some manual worker.”123 parts of the world it continues to increase.121 In Latin America, between 30 percent and 50 percent of Although sound data on sexual harassment are often women workers have suffered some form of sexual difficult to obtain because the prevalence of sexual harassment at work.124 In Asian economies, such as Japan, harassment is usually underreported, many organizations Malaysia, the Philippines, and South Korea, studies show have attempted to break the silence around this issue and that 30–40 percent of women experience workplace gain deeper insights into it. Research compiled by sexual harassment.125, 126 The Australian Human Rights SheWorks partner the International Labour Organization Commission’s third sexual harassment survey, conducted in (ILO) highlights the ubiquity and urgency of the issue: In 2012, found that approximately one in five people over the the European Union (EU), 40 percent to 50 percent of age of 15 years had experienced sexual harassment in the women have reported experiencing unwanted sexual workplace in the previous five-year period. A study on advances, physical contact, or other forms of sexual South Africa by the Sexual Harassment Education Project harassment at the workplace. 122 (See box 3.3 for information revealed that 77 percent of women experience sexual on how ILO plans to address violence in the world of work harassment at some point during their working lives.127 In at the June 2018 International Labour Conference.) An EU Nepal, more than 53 percent of women employees reported survey revealed that sexual harassment is also experienced that they have faced sexual harassment at work.128 by women with a university degree and by women in the highest occupational groups: 75 percent of women in the Even in industries that are traditionally dominated by top management category and 74 percent of those in the women, sexual harassment is a key concern. Data from the ILO/IFC Better Work (BW) program in garment factories around the world show that in Indonesia, 82 percent of workers report concerns with sexual harassment; in Jordan, 34 percent; and in Haiti, 38 percent, although the results BOX 3.2 are highly sensitive to how the question is asked and the language used. A primary reason for these high rates is that Violence in Many Different Forms the industry often comprises women workers under the age of 30, many of whom migrate from rural areas or While violence disproportionately impacts abroad and occupy low power positions, which increases women, it is not solely addressed against them. the risk of sexual harassment.129 BW has been working Many groups suffer from violence based on across factories in these countries to deliver sexual pervasive stereotypes including racial, ethnic, harassment prevention trainings. BW research has revealed indigenous, religious, LGBTQ+ and migrant that factories participating in BW have seen a decrease in minorities. Physical assault, bullying, mobbing, sexual harassment concerns expressed by workers, and sexual and other forms of harassment could particularly in Jordan where reports of sexual harassment be a manifestation of structural discrimination have decreased by 18 percentage points.130 According to and violence that is embedded in society and BW, similar declining trends in sexual harassment concerns targets certain groups of people. are also apparent in Indonesia, Nicaragua, and Vietnam.131 Source: ILO, 2016 Furthermore, sexual harassment while traveling to and from work is a major concern for both women and men; it 50 is a critical issue for employers as well. A World Bank study BOX 3.3 in Nepal found that women and men use public transport primarily for work and face similar issues relating to Good News! overcrowding and personal insecurity. 132 The study reveals The ILO has a ground-breaking, standard-setting that one in four women and one in 10 men who mentioned item on violence against women and men in the world insecurity as an issue had directly experienced of work on the agenda of its June 2018 “inappropriate touching” while using public transport. International Labour Conference. In preparation, in October 2016 the ILO held a tripartite meeting This transport study highlights another important point: of experts to review what is considered to be men are also at times victims of sexual harassment, violence in the world of work (including sexual although at a lesser scale compared to women. In addition, harassment) and related trends, forms, and while the total number of sexual harassment cases in the incidences—as well as its gender dimensions. The United States has declined in the past few years, sexual agenda covered the impact of violence in the harassment filings by men have consistently increased,133 world of work on workers and enterprises, and doubled between 1990 and 2009.134 A key challenge is including on workers’ well-being and productivity. that many economies do not have specific laws protecting The meeting also focused on identifying groups of individuals (women and men, including LGBTQ+ individuals) workers, enterprises, sectors, and occupations from sexual harassment in the workplace. In countries more at risk of experiencing violence. Attendees where these laws are present, the implementation of the examined responses to prevent and address law might be inadequate. The 2016 World Bank Group’s violence in the world of work in national and Women, Business and the Law data show that 41 economies international laws and regulations. out of the 173 examined have no laws against sexual harassment, and 18 economies, primarily in Africa, have no Source: ILO. (2016). Fifth Supplementary Report: Outcome of legal protections against domestic violence or sexual the Meeting of Experts on Violence against Women and Men harassment.135 in the World of Work. http://www.ilo.org/wcmsp5/groups/ public/---ed_norm/---relconf/documents/meetingdocument/ wcms_533534.pdf One important reason for these challenges might be that sexual harassment at work often gets swept under the rug due to myriad sociocultural taboos and sensitivities in many parts of the world. Research by the Australian Human Rights Commission shows that almost half of workplace sexual harassment stops after a complaint or report is made, yet only 20 percent of victims make a formal report or complaint. Common reasons for not making a report include (a) believing that the behavior was COURTESY OF WU ZHIYI / WORLD BANK GROUP not serious enough, (b) thinking it is easier to keep quiet or resign rather than face the humiliation or discomfort arising from confrontation and conflict,136 (c) being unable to substantiate the claim with evidence, and (d) not recognizing that a particular behavior falls under the category of sexual harassment. After a hard day’s work. 51 LUMOIMAGES / SHUTTERSTOCK cited to strengthen the business case for effective equal WHAT IS SEXUAL HARASSMENT? employment opportunity policies. The EEOC defines sexual harassment as “unwelcome sexual advances, requests for Research shows that behavior that qualifies as sexual sexual favors, and other verbal or physical conduct of a harassment is often not identified or reported since there sexual nature such that submission to or rejection of this is usually a lack of clarity within organizations and conduct explicitly or implicitly affects an individual’s employees as to its precise definition. In response, many employment, unreasonably interferes with an individual’s employers, including multinational clothing and work performance, or creates an intimidating, hostile, or accessories retailer and SheWorks member Gap Inc., offensive work environment.”137 consider it best practice to have embedded within their company’s code of conduct a strongly worded, broad SheWorks partner ILO defines sexual harassment as “a definition of harassment that covers a wide range of sex-based behavior that is unwelcome and offensive to its behaviors and actions so that these can be easily identified recipient”138 and may take two forms: (a) quid pro quo, and prevented. (See box 3.4 for ILO’s guidelines.) when a job benefit—such as a pay rise, promotion, or even continued employment—is made conditional on the victim On a macro level, some organizations are shaping the acceding to demands to engage in some form of sexual discourse, substantiating the business case, and creating behavior and (b) a hostile working environment, in which awareness when it comes to sexual harassment. The U.S. the conduct creates conditions that are intimidating or Equal Employment Opportunity Commission (EEOC) is humiliating for the victim. The International Trade Union responsible for investigating cases of discrimination, Confederation (ITUC) considers forcing women to work violence, and harassment in the world of work. The agency unsociable hours, which could make travel to and from has led and settled costly lawsuits that are subsequently work more dangerous, as sexual harassment as well. 52 According to research conducted by the Australian Human BOX 3.4 Rights Commission, the most common forms of workplace sexual harassment include sexually suggestive comments “Is a friendly pat on the back OK?” or jokes (55 percent), intrusive questions about one’s ILO categorizes behavior that qualifies as sexual private life and physical appearance (50 percent), harassment into physical, verbal, and nonverbal inappropriate staring or leering (31 percent), and cues. These may include but are not limited to unwelcome physical contact (21 percent).139 unnecessary, unwelcome, unwanted, and unasked for: THE BUSINESS CASE FOR EFFECTIVE ANTI-SEXUAL HARASSMENT • Touching, hugging, kissing, pinching, stroking, MECHANISMS squeezing, or brushing against someone • Staring or leering It can be challenging to quantify the cost of violence— • Suggestive comments, gestures, innuendos or particularly sexual harassment—at work because it is a jokes, winking, whistling sensitive issue for all parties involved, which makes it difficult to identify, monitor, measure, and publicly report • Invitations for sex or to go on dates on. Yet many employers and organizations are making • Inappropriate advances on social network efforts to substantiate the business case for effective sites anti-sexual harassment mechanisms by providing • Sexually explicit websites, posters, calendars, qualitative and quantitative data to propel other pictures, or screen savers organizations into action. • Sexually explicit or offensive phone calls, emails, tweets, or social network posts It is the right and the smart thing to do—for employers, employees, and communities • Excessive or unnecessary familiarity • Comments and questions about appearance, Many employers find that effectively preventing and lifestyle, or sexual orientation managing harassment in the workplace is the right thing • Insults or taunts of a sexual nature to do and ensures that employees are more productive. Sexual harassment often results in high levels of stress, • Physical assault demotivation, decreased morale and job satisfaction, compromised teamwork, and irreparable damage to Source: Content adapted from Australian Human Rights Commission (2008) and the ILO (2007). interpersonal relationships at work; in many cases it leads to job losses. One study found that 25 percent of women who filed a sexual harassment complaint in California resigned because of the stress of the complaint process or of the harassment itself.140 Women who lose their jobs to sexual harassment no longer have a steady source of income to invest in their What hurts employees ultimately hurts businesses and children’s and families’ well-being, health, and education. A communities. Low levels of motivation, productivity, study of U.S. federal employees reported that those who retention, and job satisfaction can quickly add up to have been harassed lose $4.4 million in wages and 973,000 significant costs for businesses, which in many cases hours in unpaid leave each year.141 As a result, communities are difficult to identify, measure, and curtail before it is suffer setbacks: sexual harassment can be linked to too late. unemployment, psychosocial problems and health issues, 53 and lower tax revenues resulting from lower standards of living as more people lose their jobs. Sexual harassment is linked to high turnover, absenteeism, and “presenteeism” Sexual harassment is also one of the leading causes of high turnover and absenteeism. One study estimated that sexual harassment costs a typical Fortune 500 company $6.7 million a year in absenteeism, low productivity, and employee turnover.142 One issue that does not get as much COURTESY OF ARNE HOEL / WORLD BANK GROUP attention as absenteeism is the cost of “presenteeism,” which is when an employee is present but not fully productive at work because of stress or demotivation associated with being a victim of sexual harassment, for example. Moreover, employees who witness sexual harassment are also susceptible to stress and uncertainty associated with deciding on an appropriate course of action, which can hamper their productivity and add to the overall cost associated with presenteeism. However, the most critical and often overlooked aspect of presenteeism is the perpetrator. Studies conducted by Germany’s Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH (GIZ), Germany’s international development agency, Sexual harassment comes with in Bolivia 143 and Peru highlight the importance of measuring a high price tag presenteeism among perpetrators and aggressors. This is the time they spend at work planning, executing, and Effective anti-sexual harassment mechanisms can also covering up sexual harassment offenses. protect employers from costly litigation processes. In many countries, including in Australia and the United States, employers are subject to vicarious liability for unlawful harassment committed by employees, supervisors, and One study estimated agents,144 particularly if it culminates in a tangible employment action related to hiring, firing, or demotion. that sexual harassment Even if it does not result in a tangible employment action, costs a typical Fortune employers can still be held liable unless “all reasonable steps,” including active, preventative measures, were taken 500 company $6.7 by the employer to prevent sexual harassment from occurring.145 Although individual harassers may still be liable million a year in for their behavior, and can be ordered by a court to pay absenteeism, low compensation, employers are more likely than individuals to have the means to pay compensation.146 Hence, productivity, and employers are encouraged to exercise reasonable care to employee turnover. prevent and promptly correct any harassing behavior, and employees are encouraged to avoid harm and take 54 advantage of any preventive or corrective opportunities can lead to a number of nonmonetary costs as well, such as provided by the employer. 147 a tarnished image, brand, and reputation, and difficulties in accessing a diverse talent pool if potential applicants fear In some countries, employers can also be subject to harassment. accessory liability. For example, in a situation where a manager is aware or should have been aware that an The benefits far outweigh the costs employee is being sexually harassed, or there was a real possibility of sexual harassment occurring and yet nothing The costs of sexual harassment can easily derail employers, was done to prevent it, the manager, and ultimately the particularly companies that lack the capacity to accompany employer under conditions of vicarious liability, may be lengthy lawsuits and pay the high legal fees associated held liable as an accessory to the harassment.148 with settling sexual harassment lawsuits. Whether the company is big or small, one thing is certain: an unsafe, As a result, when employers fail to take preventative and toxic work environment makes everyone unhappy and corrective measures and do not provide opportunities to unproductive, which ultimately impacts the bottom line. their employees to report and address sexual harassment, Compared to these costs, investments in measures employers can be held responsible for the sexually companies can take to prevent sexual harassment often harassing behavior of its employees and face substantial come at a bargain. For example, the cost for an online lawsuits. In 2011 alone, the U.S. EEOC received 11,300 sexual program can be less than $50 per employee.153 Although harassment charges, and settled about 1,400 of them for a traditional in-person classroom training sessions are total of $52 million. 149 Companies that are found guilty at pricier, they are often more effective and economical trial can face debilitating verdicts as judges tend to side compared to legal fees and settlements in the event of a with the accusers: sometimes a seven-figure settlement is claim.154 Many companies are quick to recognize these not out of the question.150 In recent years, the average issues and transition from instituting mere policies to amount awarded to plaintiffs has skyrocketed to implementing more sophisticated anti-sexual harassment $350,000. In Australia, a large employer and union were 151 mechanisms. The question that many struggle with is how ordered to pay $92,000 in damages to two female to ensure and measure the effectiveness of these employees who were sexually harassed while working on mechanisms? the construction of an offshore platform with over 600 men.152 Public lawsuits and pervasive sexual harassment The costs of sexual harassment can easily derail employers, particularly companies that lack the capacity to accompany lengthy lawsuits and pay the high legal fees associated with settling sexual harassment lawsuits. 55 FIGURE 3.1 The 5 Steps Involved in Building an Effective Anti-Sexual Harassment Mechanism 1 DEVELOP STRONGLY WORDED POLICY 2 ESTABLISH COMPLAINTS PROCEDURE 3 DEFINE CONSEQUENCES AND REMEDIATION 4 TRAIN AND RAISE AWARENESS 5 MONITOR AND EVALUATE STATEMENT Source: IFC Gender Secretariat, adapted from content produced by the Australian Human Rights Commission PROMISING PRACTICES safe working environment free of harassment. Best practice suggests to either have a stand-alone policy or When designing approaches to combat sexual harassment, embed the policy in the overall company code of conduct. management should consider anti-sexual harassment However, if the policy is integrated then it should be clearly mechanisms instead of only policies. The term mechanisms defined so that it does not get obscured within the broader implies that management should examine and enhance not company code of conduct. Companies in industries or only its strategies and policies but also its company culture. certain regions that are more prone to sexual harassment Then if deemed necessary, the company should make often have stand-alone anti-sexual harassment policies. systemic organization-wide adjustments to motivate all staff to work together to identify, prevent, and eliminate A clear definition of sexual harassment should be sexual harassment. SheWorks members note that the key accompanied by a list of prohibited actions, illustrative to preventing sexual harassment is for employers and examples, and possible scenarios to give employees a senior management to make it clear to every employee and complete picture. Many companies, including SheWorks workplace participant that sexual harassment is members, also make it clear in their policies that they have unacceptable. The experiences and approaches shared by zero tolerance toward harassment of all kinds. This has more SheWorks members and experts are categorized into five impact when CEOs and senior management endorse it, steps outlined in figure 3.1. including launching and revisiting the policy during company-wide meetings. The policy text should state (a) Step 1: Develop a Strongly Worded Policy clear steps of how to report or seek help if sexual Statement harassment has occurred and (b) all possible disciplinary actions, up to and including termination, which will be Step 1 entails instituting a clearly defined, strongly worded, taken if sexual harassment is found to have occurred. and readily accessible company-wide anti-sexual harassment policy. This serves as a clear statement of the Given the regional context and legal framework, the policy organization’s commitment to nondiscrimination and a should emphasize to employees that sexual harassment is 56 against the law (when such laws exist), although not all BOX 3.5 countries outlaw sexual harassment at work (see the 2016 Women, Business and the Law report155 for a list of countries Using Technology to and their regulations related to sexual harassment). The Tackle Sexual Harassment policy should clearly state that employees have a Technology can further enhance the efficiency of responsibility to prevent workplace harassment and will be the complaints procedure, ensure confidentiality, supported if they witness harassment and decide to and in many cases anonymity, depending on the intervene. The policy may be signed by all employees as complainant’s preferences. SheWorks member EY record that they have received and understood the policy encourages employees to report sexual and its implications. harassment incidents first to their manager or counselor, but if employees do not feel These policy practices are reflected in SheWorks member comfortable doing so, they can make a report and clothing retailer Gap Inc.’s experience with preventing through the EY/Ethics website or by calling their and addressing workplace sexual harassment. Gap Inc. local EY/Ethics Hotline number. The web-based operates in an industry that often faces a number of report is initially routed to EthicsPoint, an reputational, health, safety, and labor rights risks and independent third-party host for the EY/Ethics challenges, which places the industry under intense Hotline. It is then promptly forwarded to the scrutiny. Despite women constituting three-fourths of the appropriate Quality & Risk Management global garment industry workforce,156 they still face sexual personnel or internal legal counsel at EY for harassment in the form of both physical and verbal abuse. review and investigation. Calls to EY/Ethics may Garment factory workers often have a lower employment be answered by EthicsPoint or by EY hotline status (based on skill sets and wages), which compounds personnel, depending on the country. their vulnerabilities and susceptibility to sexual harassment. Source: EY, 2016 Rising to this challenge, Gap Inc. developed and instituted a Zero Means Zero policy, which underscores the company’s zero tolerance toward harassment of all kinds. The policy applies to directors, employees, applicants, customers, and business partners (including independent contractors, vendors, and suppliers) operating in the company’s headquarters and in all its locations around the world. The policy is anchored in Gap Inc.’s overall ethics program and sustainability initiatives. It clearly outlines what constitutes as sexual harassment and lists the behaviors and actions that are not tolerated. Companies also realize that a policy document is often not enough. Effective policies require defined governance roles (in both the HR and legal departments), supported by appropriate infrastructure. Most important, the policy has MAVO / SHUTTERSTOCK to be fully integrated into company culture so that organizational behaviors are aligned with company values. The remaining four steps in the mechanism ensure that this happens. 57 Step 2: Develop a Complaints Procedure have made a complaint. The following company examples show some of these best practices in action. Step 2 entails establishing a fair, efficient, and transparent complaints procedure and ensuring confidentiality and American multinational medical devices, pharmaceutical, security while reporting an incident. Best practice dictates and consumer packaged goods manufacturer Johnson & that complaints procedures should be: Johnson has a complaints procedure in place through which employees can report incidents to their immediate • Fair, so that both complainant and respondent have supervisor, a higher level manager, or a human resources opportunities to present their version of events leader. Employees also have the option to call the Common Ground Unit in the corporate office or use the Employee • Confidential, whereby information about the incident is Voice Hotline. Johnson & Johnson investigates all reported known to only those who need to know incidents and while doing so keeps the source of the report confidential except where the company finds disclosure • Transparent, so that the process and possible outcomes necessary for resolution. Once the investigation is are clear to all parties complete, the company takes specific disciplinary actions, including dismissal, and protects from retaliation all • Accessible, easy to understand, and available in local employees who have reported such behavior in good faith. languages SheWorks member Gap Inc.’s Zero Means Zero policy • Efficient, since delay is unfair, causes loss of evidence, includes detailed guidance on how to report a concern or and can adversely impact the workplace environment lodge a complaint. The company places the onus on employees to report discrimination, harassment, or Usually companies appoint a person or team to handle all retaliation as soon as it occurs so that appropriate steps complaints. Individuals are carefully selected from different can be taken to resolve the issue. Employees are reassured departments and backgrounds based on their track record that every complaint will be promptly and thoroughly in the company and good reputation. Overall, complaint investigated, and no action can be taken against employees procedures must protect employees from malicious for raising a concern or cooperating in an investigation. The complaints and being (further) victimized because they policy explains that if any employee has violated the Zero Means Zero policy, appropriate corrective action will be taken, which may include termination. Step 3: Define Consequences Complaint procedures and Remediation must protect employees Step 3 involves defining consequences and remediation from malicious measures that are serious, powerful, and tailored to the complaints and being nature of the offense, running the gamut from warnings to dismissals and applicable to all staff members and value (further) victimized chain participants. For example, given that almost 75 because they have made percent of SheWorks member EY’s workforce is consistently out in the field working with clients, this a complaint. creates potential for third-party sexual harassment concerns. EY has had a zero tolerance policy on sexual harassment that applies to members of its workforce and its client base. The organization will sever relationships if a 58 DMITRY KALINOVSKY / SHUTTERSTOCK reasonable solution to sexual harassment cannot be worked out with another firm whose employee has committed sexually harassing behavior. EY India developed a series of master classes to prevent sexual harassment BOX 3.6 aligned with the country’s Sexual Harassment of Women at the Workplace (Prevention, Prohibition and Redressal) Act Remediation Measures 2013. These workshops help participants understand the • Disciplinary counseling intricacies and variations of dealing with sensitive cases. Participants are made aware of their enhanced • An official warning responsibility in ensuring timely recording and reporting of • A requirement to attend harassment information and other investigative procedures. Master awareness training classes have taken place across India six times in 2016. • A requirement to provide a formal apology to the complainant Complainants also need adequate support after consequences have been defined. Many companies provide a range of • Disciplinary action (e.g., demotion, transfer, benefits to complainants, including additional leave; suspension, probation, or dismissal) counseling; or a change in the work environment, team, • Participation in mediation to restore or location as requested. Many also offer participation in relationships in the workplace mediation to restore relationships in the workplace. Source: IFC Gender Secretariat, with content adapted from the Australian Human Rights Commission. 59 COURTESY OF ARNE HOEL / WORLD BANK GROUP Yosr works as a consultant for an export promotion agency in Tunisia. In many cases, companies find that sexual harassment BOX 3.7 allegations are not admitted or substantiated. In this case, companies often provide refresher training for all staff Inadequate Training Strengthened regarding appropriate workplace behavior or reissue the Case against Australian Employer discrimination and harassment policy or code of conduct to all employees, which highlights the importance of step 4. In Richardson v. Oracle Corporation Australia the court ruled that an Australian employer was liable Step 4: Train and Raise Awareness for sexual harassment because the training it provided was insufficient as it was only an online Step 4 emphasizes training and raising awareness among training with yes/no questions. The training failed staff at all levels—including HR personnel, senior to mention that sexual harassment is against the leadership, and managers—on how to recognize, prevent, law in Australia. The training also did not make it manage, and mitigate harassment of all kinds. Many clear that the employer could be “vicariously companies consider it best practice to integrate sexual liable” in the event that its employees sexually harassment content into the organization’s core trainings, harass employees of its company’s business including in its workplace induction programs, so partners, as was the case in this particular lawsuit. employees are aware upon entry. SheWorks members Source: Richardson v. Oracle Corporation Australia. (2013). advise conducting these trainings periodically, particularly http://www.judgments.fedcourt.gov.au/judgments/ when employees are promoted to management. Judgments/fca/full/2014/2014fcafc0082 60 In terms of content, successful companies suggest using anonymous, firm-specific case studies delivered through BOX 3.8 effective learning techniques. Trainings should include information on the complaints procedure and details about A Corporate Partnership that who to contact if a complaint needs to be made. Contact Addresses Sexual Harassment for persons and teams also require specialized training to stay Increased Impact abreast of issues since complaints can be complex, The IFC-sponsored Business Coalition for Women sensitive, and potentially volatile. (BCWF) is a group of around 60 companies and corporate leaders who are working together to Best practices suggest a variety of strategies to increase drive positive change for women and businesses and sustain awareness among employees. Anti-sexual in Papua New Guinea. BCFW helps PNG’s private harassment policies, procedures, and resources can be sector to recruit, retain, and promote more posted in easy-to-find and accessible locations, such as the women. Member companies have exclusive intranet, email communications, corporate induction access to relevant and practical tools, model packets, paper or electronic notices and message boards, policies, good practices, case studies, and other cafeterias, and even bathrooms. Some companies require resources to support women’s economic all staff to sign copies of the policy acknowledging they empowerment and career development while understand and agree to abide by it, while others have also benefiting from women’s economic experimented with including regular reminders with the participation and enhanced community efforts. pay slip. BCFW recently launched a model workplace policy on sexual harassment, which member Country Bird, a poultry and stock feed agribusiness companies can easily replicate and apply to their company in South Africa, has a defined code of conduct own workplaces. The model policy outlines the that governs behavior at the workplace, helping to embed purpose, principles, and parameters of the policy; fair treatment. All staff are trained on the code of conduct provides a clear definition of sexual harassment; at induction, including a simple “20 rules” summary. The highlights the complaints procedure; and gives code, introduced years ago, is firmly implemented and additional guidance on formal versus informal enforced. Employees feel it is a valuable, easy-to- investigations, false accusations, protection understand tool that has created unity of purpose at the against reprisals, and record keeping. site. This consistent training, awareness raising, communication, and implementation have helped to make For more information, please visit Business Coalition for Country Bird’s workplace culture one of recognition and Women: http://bcfw.org.pg/ respect, with no tolerance for sexual harassment. Country Bird has also introduced night transport as a preventative response to attacks on staff traveling home after night shift. The minibus service is paid for by a negotiated pay Step 5: Monitor and Evaluate increment on staff salaries. Both men and women value this service, since the threat of attack after night shifts is Step 5 requires that once the policy, complaints procedure, experienced by all staff. As a result, reinforced by the remediation measures, and trainings have been developed presence of closed-circuit television (CCTV) cameras in and implemented, companies should regularly monitor and some areas of the processing plant, workers feel secure evaluate them to ensure and enhance effectiveness. Best during and after work and confident that sexual practice shows that companies that maintain thorough harassment complaints are taken seriously.* and confidential records of all sexual harassment reports— even those complaints and reports that do not proceed * IFC. (2016). The Business Case for Women’s Employment in Agriculture. Forthcoming. 61 through the full complaints process—are better able to successfully monitor and evaluate their anti-sexual BOX 3.9 harassment programs. Companies might also consider keeping complaint records separate from employees’ An Impressive Private Sector personnel records to avoid conscious or unconscious bias Response to Domestic Violence in or retaliation. In terms of data collection, companies Papua New Guinea leading the way in combating sexual harassment track According to Human Rights Watch, an estimated numbers of complaints by department, gender, outcomes, 70 percent of women in Papua New Guinea and remedies. They then analyze data and look for patterns experience rape or assault in their lifetime. The across worksites or departments where additional training Anitua Group of Companies, a landowner or awareness raising may be needed. These companies also company in Papua New Guinea, decided to do periodically review their anti-sexual harassment policies to something about this. The employer used its ensure that they are operating effectively and contain the convening power and expertise to design and most current information about, for example, the law, who implement a comprehensive approach, including to contact in the event of an incident, and remediation the following: measures. • Implementing the BCFW’s Model Policy on Family and Sexual Violence in its subsidiary with the largest number of employees • Championing and committing to fund the construction of a Meri Seif Haus (women’s refuge) in the community near its headquarters on Lihir Island • Lobbying other businesses and the mining industry to introduce their own initiatives • Keeping the problem of violence against women in the public eye through media, activities, and events • Assisting other businesses to introduce initiatives through the IFC-sponsored BCFW. For more information, please visit http://bcfw.org.pg/ourwork/ addressing-violence/ 62 Lessons Learned Companies can combine many resources into an effective, adaptive program to address sexual harassment in the workplace catered to their industry, workforce demographics, region, value chain, and markets. Each policy and supporting mechanism should be tailored to the company’s context. In this section, SheWorks members, partners, and experts share general guidance and tips to consider while designing anti-sexual harassment mechanisms: FOCUS on building stronger relations between supervisors and workers, revising incentives and benefits structures, and making performance assessment and reward systems more equitable so that there is no room for sexual harassment. Research conducted by ILO/IFC BW program in participating factories in Haiti, Jordan, Nicaragua, and Vietnam has shown that sexual harassment often results from an asymmetry of incentives and power between female workers and their male supervisors. In circumstances where the performance of employees is assessed based on a supervisor’s subjective measures, there is a greater risk of quid pro quo sexual harassment. DEVELOP perceptions of trust, fairness, and pay transparency and frequency. For example, BW research shows that Haitian workers who do not trust they will be paid on time are over one-third more likely to be concerned with sexual harassment than those who believe they will be paid on time. PROVIDE support to employees to address their vulnerability to sexual harassment. For example, women in the garment industry often work long hours, which leaves them vulnerable to sexual harassment late at night when safe transport is not readily available. As a result, many BW factories are providing safe and reliable transport to their employees. CONDUCT research to better understand sociocultural issues and more effectively address sensitive and taboo issues in certain regional contexts. PARTNER with government and civil society organizations (CSOs) to drive greater impact. The government can play a critical role in ensuring the effectiveness of anti-sexual harassment mechanisms by enacting new laws, revising old ones, and starting nationwide campaigns such as the Australian government’s Know Where the Line Is campaign and the Traveling Safely (Viajemos Seguras) program launched in Mexico City to prevent violence and harassment in public transport.157 The French government conducted a poll in which 100 percent of women surveyed said they had experienced sexual harassment on public transportation. To address this issue, the government has now introduced measures such as an emergency telephone number to report harassment and the creation of an app to geo-locate reported incidents.158 continues on next page 63 Lessons Learned continued SUPPORT bystanders and witnesses since research shows that 82 percent of them take some sort of action, and they are four times more likely than victims to make a report. CONSIDER instituting digital wage and salary payments where possible to contribute toward ensuring women employees’ security and control over their income. ENSURE that policies and programs to increase women’s entry into traditionally male-dominated sectors are accompanied by robust monitoring, training, and redressing mechanisms to ensure that the workplace is free from sexual harassment and violence. BE CAREFUL. Companies operating in female-dominated sectors often assume that sexual harassment is not an issue. Female employees may still be exposed to sexual harassment from clients and male supervisors, including in the health services and education sectors. CHECK OUT Great Britain’s Equality and Human Rights Commission’s toolkits and resources for employers and employees to effectively identify, prevent, and handle sexual harassment.159 64 ENDNOTES 140 Sexual Harassment: In the Workplace. http://www.hr-guide.com/data/ A07202.htm 120 Australian Human Rights Commission. 141 Ibid. 121 Times of India. (2014). Rise in sexual-harassment cases at workplace: Govt. http://timesofindia.indiatimes.com/india/Rise-in-sexual-harassment- 142 Ibid. cases-at-workplace-Govt/articleshow/45576173.cms 143 GIZ. (2015). Violence against women and its financial consequences for 122 ILO. http://www.ilo.org/wcmsp5/groups/public/---ed_norm/---declara businesses in Bolivia. http://info.comvomujer.org.pe/catalogocomvo/pro- tion/documents/publication/wcms_decl_fs_96_en.pdf ductoscatalogos_3_2015/ComVoMujer_Executive_Summary_Violence againstwomenanditsfinancialconsequencesforbusinessesinBolivia_ 123 EU Agency for Fundamental Rights. (2014). Violence against women: an BO_2015.pdf EU-wide survey: Main results. http://fra.europa.eu/sites/default/files/fra- 2014-vaw-survey-main-results-apr14_en.pdf 144 EEOC. Enforcement Guidance on Vicarious Employer Liability for Unlawful Harassment by Supervisors. https://www.eeoc.gov/policy/docs/ 124 International Trade Union Confederation. (2008). Stopping Sexual harassment.html Harassment at Work. http://www.ituc-csi.org/IMG/pdf/Harcelement_ ENG_12pgs_BR.pdf 145 Australian Human Rights Commission. (2008). Effectively preventing and responding to sexual harassment: A Code of Practice for Employers. 125 UN Women. (2012). End VAW Now – Fast facts: statistics on violence http://www.humanrights.gov.au/sites/default/files/content/sexual against women and girls. http://www.endvawnow.org/en/articles/299- harassment/employers_code/COP2008.pdf fast-facts-statistics-on-violence-against-women-and-girls-.html 146 Ibid. 126 UN General Assembly. (2006). In-depth study on all forms of violence against women - Report of the Secretary-General. http://www.un.org/ 147 EEOC. Enforcement Guidance on Vicarious Employer Liability for Unlawful womenwatch/daw/vaw/SGstudyvaw.htm#more Harassment by Supervisors. https://www.eeoc.gov/policy/docs/ harassment.html 127 UN Women. (2011). South African Companies Awarded for Commitment to End Sexual Harassment in the Workplace. http://www.unwomen.org/en/ 148 Australian Human Rights Commission. (2008). Effectively preventing news/stories/2011/3/south-african-companies-awarded-for-commitment- and responding to sexual harassment: A Code of Practice for Employers. to-end-sexual-harassment-in-the-workplace http://www.humanrights.gov.au/sites/default/files/content/sexual harassment/employers_code/COP2008.pdf 128 Pradhan-Malla, S. (2005). Sexual Harassment In The Workplace In Asia. http://www.un.org/womenwatch/daw/egm/vaw-gp-2005/docs/ 149 Braverman, B. (2013). The High Cost of Sexual Harassment. The Fiscal experts/pradhanmalla.sh.pdf Times. http://www.thefiscaltimes.com/Articles/2013/08/22/The-High- Cost-of-Sexual-Harassment 129 Better Work. (2016). Thematic Brief: Progress and Potential: A Focus on Gender. http://betterwork.org/dev/wp-content/uploads/2016/09/ 150 Ibid. Gender-Brief-Final-Web.pdf 151 Ibid. 130 Ibid. 152 Australian Human Rights Commission. (2014). Ending Workplace Sexual 131 Ibid. Harassment: A Resource for Small, Medium and Large Employers. http:// www.humanrights.gov.au/sites/default/files/document/publication/ 132 World Bank Group and AusAid. (2013). Gender and Public Trans- EWSH_2014_Web.pdf port: Kathmandu, Nepal. http://documents.worldbank.org/curated/ en/558581468053931803/Gender-and-public-transport-Kathmandu-Nepal 153 Braverman, B. (2013). The High Cost of Sexual Harassment. The Fiscal Times. http://www.thefiscaltimes.com/Articles/2013/08/22/The-High- 133 Sexual Harassment Complaints by Males On The Rise: 2012 EEOC En- Cost-of-Sexual-Harassment forcement and Litigation Statistics. http://www.employmentlawblog. info/2013/04/sexual-harassment-complaints-by-males-on-the-rise- 154 Ibid. 2012-eeoc-enforcement-and-litigation-statistics.shtml 155 See the 2016 Women, Business and the Law report, http://wbl.worldbank. 134 Washington Times. (2010). More men file workplace sexual harassment org/ claims. http://www.washingtontimes.com/news/2010/mar/4/more- 156 Garment Industry Supply Chains. (2004). http://www.women-ww.org/ men-file-workplace-sexual-harassment-claims/ documents/www_education_pack.pdf 135 World Bank Group. (2016). Women, Business and the Law. http://wbl. 157 World Bank Group et al. (2015). Violence Against Women and Girls Re- worldbank.org/~/media/WBG/WBL/Documents/Reports/2016/Women- source Guide: Transport Brief. http://www.vawgresourceguide.org/sites/ Business-and-the-Law-2016.pdf default/files/briefs/vawg_resource_guide_transport_brief_formattedv3. 136 Australian Human Rights Commission. pdf 137 EEOC. Facts about Sexual Harassment. http://www.eeoc.gov/facts/fs-sex. 158 World Bank Group. (2016). Women, Business and the Law. http://wbl. html worldbank.org/~/media/WBG/WBL/Documents/Reports/2016/Women- Business-and-the-Law-2016.pdf 138 ILO. (2007). Sexual Harassment at Work: Fact Sheet. http://www.ilo.org/ wcmsp5/groups/public/---ed_norm/---declaration/documents/publication/ 159 See the Great Britain’s Equality and Human Rights Commission’s toolkits wcms_decl_fs_96_en.pdf and resources, including https://www.equalityhumanrights.com/en/ advice-and-guidance/domestic-abuse-workplace-policies-and- 139 Australian Human Rights Commission. (2012). Working without Fear: Re- managing-and-supporting-employees sults of the Sexual Harassment National Telephone Survey 2012. https:// www.humanrights.gov.au/working-without-fear-results-sexual- harassment-national-telephone-survey-2012 65 PHOVOIR / SHUTTERSTOCK 66 CHAPTER 4 Supporting Women in the Value Chain as Employees and Entrepreneurs M any companies, including SheWorks members, beneficial to support women-owned businesses in their understand the business case for greater gender value chains since this is where they can have the most diversity in their value chains. 160 They recognize impact. Other companies that operate in a relatively that women are not only a critical part of their workforce male-dominated sector might find it beneficial to support but also present in global value chains as employees, women as employees in their value chains to promote entrepreneurs, and community members. Leading better community engagement and to strengthen their companies that are reaping the business benefits of their relationships with key stakeholders. workplace gender equality policies are making efforts to expand these policies to cover their value chains and In addition to the business case, companies’ impetus for support women as employees and entrepreneurs. supporting women’s employment in global value chains is rooted in better development outcomes. Research from A growing number of companies and governments are the HERproject (2016) shows that jobs in global value doing this by eradicating barriers to market growth and financial access for women entrepreneurs. Many companies are sourcing their products from women- BOX 4.1 owned businesses and encouraging their suppliers to also implement policies and practices that help to recruit, A Not-So-Fun Fact retain, and promote women in the value chain. Companies Top Women Supply Chain Executives from around the world have shown that supporting value in Fortune 500 Companies chain diversity—and women’s employment and entrepreneurship in the value chain—can result in a win-win for companies and communities since it 6% of supply chains functions are held contributes to business and economic growth. This by women executives A chapter will expand upon these examples as well as outline the business case and best practices for supporting women Even though as employees and entrepreneurs in the value chain. (See women globally wield significant purchasing power box 4.1 for statistics highlighting the need to support women in these efforts.) < 1% of sales to large, multinational corporations are To better support women’s employment and from women-owned vendors B entrepreneurship in their value chains, leading companies consider the opportunities for and benefits of extending Sources: A Industry Week. (2014). Women in Supply Chain: Value in their internal equal opportunity policies and practices to Diversity. http://www.industryweek.com/supply-chain/ their suppliers and value chain workers. Companies often women-supply-chain-value-diversity start by identifying where it would make the most sense B Industry Week. (2011). The Business Case for Supply Chain Diversity. http://www.industryweek.com/leadership/business- for them to focus their value chain diversity efforts. For case-supply-chain-diversity example, some companies in the retail industry often find it 67 chains typically offer disproportionate opportunities for standards and voluntary codes of conduct on labor empowering women and improving their working and standards. A 2003 World Bank Group/IFC study found that living conditions.161 Low-income women working in global nondiscrimination on the grounds of gender was a value chains are particularly vulnerable since they often requirement in virtually all codes of conduct in key sectors lack mobility and access to markets, equipment and such as apparel, footwear and light manufacturing; technologies, trainings, workplace support, and basic agribusiness; mining; and oil and gas.166 Many companies health, safety, and financial knowledge and services that that adopt such codes are often required by their buyers to can improve their standard of living. Overall, women tend carry out audits to assess their social performance. to be less integrated in value chains than men. 162 Demonstrating commitment to women’s employment, Supporting women’s employment and entrepreneurship in therefore, often helps companies to maintain their market the value chain, therefore, makes development and share and differentiate themselves from other companies. business sense, as the next section will elaborate. Compliance also enables companies to gain access to new, THE BUSINESS CASE FOR GENDER premium markets, such as those in Europe and the United DIVERSITY IN VALUE CHAINS States, where many retail brands and their shareholders and consumers are sensitive to social issues. Various We already know that gender diversity in the workforce is European supermarkets, for example, want to source linked to better firm performance, profitability, and market high-quality produce from suppliers that can demonstrate growth. Research shows that gender diversity in the value compliance with equal opportunity requirements within chain can positively impact the bottom line in the same voluntary codes of conduct. way as gender diversity in the workforce. Benefits of gender-diverse value chains include stronger relationships For other retailers, mere compliance is not enough. In its with the supply base, new business opportunities, and a 20 by 20 Sustainability Plan, U.K.-based supermarket chain more agile value chain. 163 A large pool of diverse, financially Sainsbury’s has outlined actions and goals to enable its strong, and long-term suppliers introduces qualified suppliers to meet or exceed the company’s existing social women-owned vendors (and therefore greater and environmental standards. One example is through competition) in the value chain, which adds value, engaging in good human resource management and increases innovation, and improves purchasing options for instituting equal opportunity policies and practices to all, leading to superior cost economies. 164, 165 comply with Sainsbury’s code of conduct.167 Sainsbury’s has also instituted a Code of Conduct for Ethical Trade, which Secure Greater Market Access and Growth covers the employment practices that the company through Social Compliance expects from all its suppliers, both in the United Kingdom and abroad, which includes nondiscrimination in hiring, In recent years, many companies and their suppliers have compensation, access to training, promotion, termination, been gearing toward complying with international labor or retirement on the basis of gender and other identity Research shows that gender diversity in the value chain can positively impact the bottom line in the same way as gender diversity in the workforce. 68 markers.168 Such requirements and expectations from BOX 4.2 retailers operating in premium markets are important to companies that primarily rely on exporting their goods and Increasing Sales at GM through services. Afrifresh Group, a South African producer and Gender-Diverse Supplier Networks exporter of citrus fruit and table grapes, for example, U.S.-based car manufacturer General Motors became a preferred supplier for markets in the EU by (GM) started its supplier diversity program to complying with a number of international labor standards.* create jobs for the local community and with the hope that more diverse suppliers in GM’s network Similarly, Finlays Horticulture, a U.K.-based agribusiness will be able to hire employees who will in turn company with operations in Kenya and South Africa, has purchase GM vehicles. The program now includes made efforts to provide professional development more than 200 women- and minority-owned opportunities to its female employees and improve its businesses that supply to GM. The company also worker-manager dynamic. Through these initiatives, created a diverse supplier development program Finlays aimed to embed equal opportunity into the that provides mentoring and training to high- company’s values and culture, making it less likely for value partners. Participating suppliers make discrimination and harassment to occur and more likely for efforts to promote GM vehicles in diverse it to be detected and reported if it does.169 Over time, these communities. Efforts include “ride and drive” efforts paid off and made the company’s social compliance events, which give people an opportunity to test program more robust—while also supporting its Fairtrade drive and then purchase GM vehicles. Such Standards certification. The experience of Afrifresh and efforts, made possible through a diverse supplier Finlays shows that when suppliers adhere to equal network, have resulted in increased GM car sales. opportunity practices and policies, they are able to access bigger, often more lucrative markets. Sources: Industry Week. (2011). The Business Case for Supply Chain Diversity. http://www.industryweek.com/leadership/ There is another economic rationale behind why business-case-supply-chain-diversity companies are committing to gender equality and urging GM Supplier Diversity. http://www.gmsupplierdiversity.com/ their suppliers to do the same: end consumers. As the proportion and purchasing power of women consumers continue to grow, companies are striving to innovate and the value chain so it mirrors the women’s market and come up with new ways of accessing, serving, and meeting addresses their needs. Many companies are also instituting the needs of this powerful market segment. When the U.S. special labels to highlight products that are sourced Women’s Business Enterprise National Council (WBENC) sustainably from businesses that are owned or led by surveyed 1,227 female consumers between the ages of 35 women. and 55, 170 almost 80 percent of them said that knowing a company purchases from women-owned businesses was Achieve Business and Development Impact likely to compel them to try its products or services. Survey findings also confirmed that awareness of a company’s Gender diversity in the value chain can also enhance commitment to buy from women-owned businesses can women’s income generating capacity, which has a positive enhance consumers’ brand loyalty. Responding to this demand-side impact. It is well-documented that more demand, over 80 percent of U.S. multinational corporations income in the hands of women has wider socioeconomic are now requiring supplier diversity efforts from their tier benefits at the employee, employer, community, and one and tier two suppliers. There is a growing 171 national level. When women earn more income, they tend understanding that it is critical to integrate more women in to invest it in their families and purchase more products * IFC. (2016). The Business Case for Women’s Employment in Agriculture. Forthcoming. 69 BOX 4.3 Etileno XXI: An Example of Community Engagement as a Long- Term Social Investment and Risk Management Strategy In Mexico, SheWorks member Odebrecht Group’s Etileno XXI petrochemical project initiated the Acreditar or Believe training program and a community engagement plan to meet local labor shortages and mitigate social and operational risks from the impact of construction on local communities. The project focused on strengthening its value chain and building partnerships with the municipalities, firms in the industrial zone, and civil society. Recognizing women’s role in the communities, the project focused on including women in its value chain and community engagement efforts, whether through direct employment, value chain participation, or community relations initiatives. These community engagement efforts formed the foundation of the project’s long-term social investment and risk management strategy, and strengthened the project’s presence and social license to operate in the community. An analysis of Etileno XXI’s socioeconomic footprint shows that 92.2 percent of unskilled positions were filled by local labor trained by the project through 32 Believe training workshops between 2013 and 2015. Women maintained a zero percent dropout rate throughout these trainings, compared with a 3.2 percent male dropout rate, and a higher number of women became Believe-certified as compared with men. Also, 53 percent of the women hired by the project were hired in nontraditional occupations, such as technician, guard, supervisor, engineer, and coordinator. Women constituted 8 percent of the workforce employed to build Etileno XXI, which is much higher than the Mexican construction industry’s average of 3.5 percent. In surrounding communities, 46 new small businesses received indirect support from the project, and five formalized cooperatives benefiting 255 women were set up to provide goods and services to the project. Etileno XXI’s social license to operate is evident in the fact that 81 percent of the community members surveyed during the project reported that it had a positive influence on their lives. Source: IFC. (2015). The Business Case for COURTESY OF ETILENO XXI Advancing Women’s Employment in Construction: Etileno XXI, Mexico A welder at Etileno XXI. 70 and services, which is good for communities and Indian government asks all registered companies to businesses. Over time, successful women employees and disclose whether they are women-owned.175 The Kenya entrepreneurs in global value chains can serve as role Public Procurement and Assets Disposal Act of 2015 models for other women and inspire women in their requires each public procurement entity to ensure that at communities to become economically active. least 30 percent of its procurement value in every financial year is allocated to women, youth, and persons with Recognizing these benefits, many governments have put in disabilities.176 place supplier diversity programs, targets, and quotas to encourage more women-owned businesses to apply for Engage Communities, Mitigate Risks, and contracts issued by government agencies and, at times, Eradicate Barriers private sector companies. For example, companies that do business with the U.S. federal government must meet Many companies operate in sensitive regions and government-mandated supplier diversity requirements. industries, such as mining, energy, chemicals, construction, The U.S. government aims to reach its 5 percent goal for and garments, which can be prone to strikes, unrest, lack of contracting from women-owned businesses, from a skilled labor, and other socioeconomic risks and barriers baseline of 3.4 percent in 2010. 172 Latest U.S. trends show that disrupt operations. For such companies, programs to that employment in women-owned businesses has include more women in the value chain can provide a social increased by 18 percent since the recession, while license to operate; create a conducive business-enabling employment among all businesses has declined by 1 environment; and enable more effective community percent since 2007. 173 Business revenues among women- engagement. Companies operating in these industries owned firms have increased by 35 percent since 2007, often see these programs as a way to expand the pool of compared to 27 percent among all U.S. firms: thus, at a rate skilled labor and suppliers and mitigate social and 30 percent higher than that of the national average.174 operational risks. As a result, community members feel more informed and engaged in the company’s operations Other governments that emphasize gender equality in and start to develop a vested interest in its growth and procurement include the Swiss government, which requires progress, which is ultimately beneficial for all stakeholders its contractors to (a) assess their gender pay gaps by using involved. (See box 4.3 for an example of the community the Logib gender pay gap assessment tool developed by the engagement and training efforts of Etileno XXI in Mexico.) Swiss Federal Office for Gender Equality (FOGE) and (b) rectify inequities in pay schedules before bidding on government contracts. The rule is clear: suppliers and contractors cannot do business with the Swiss government if they do not pay their employees equally. In emerging markets, policy makers in India and Mexico are redirecting government procurement policies to promote small- and medium-sized enterprises (SMEs). Mexico established a public procurement set-aside of 25 percent, albeit without a gender focus. In India, the Micro, Small and Medium Enterprise (MSME) Agency found that when comparing similar companies owned by women and men, companies owned by women employ more people. The 71 BOX 4.4 PROMISING PRACTICES International Trade Center’s Data Collection, Analysis, and Sharing Global Platform for Action on Sourcing from Women Vendors Despite the business case, many companies do not fully comprehend the critical role women play in the business This initiative aims to increase the amount of ecosystem or how women can contribute as employees, procurement secured by women vendors in suppliers, and consumers. In addition, companies are developing countries. So far, policy makers, struggling with reporting on supplier diversity, according to international organizations, buyers, women’s a reporting analysis conducted by SheWorks strategic business associations, and women business partner UN Global Compact in 2015.177 To address this enterprises from 48 countries have participated in challenge, many companies start their gender-focused Global Platform activities. Participants have value chain programs by assessing women’s roles in the benefited from training and opportunities linking businesses from which these companies source and in the them to untapped markets through Buyer Mentor communities in which they operate. This puts companies in Groups and participation in the annual Women a better position to design gender-inclusive community Vendors Exhibition and Forum. SheWorks and value chain development programs that are responsive strategic partner the UN Global Compact is a to the needs of the business and the value chain. partner in this initiative. The International Trade Center (ITC) has also Companies also note that to reap the benefits of value developed a tool called the Procurement Map chain diversity and attract the best suppliers, they must through which users in developing countries can communicate and provide clarity to stakeholders— search by country and sector more than 150,000 including women employees and entrepreneurs in the public tenders, government legislation for women communities—regarding value chain operations and entry vendors, government legislation for SME vendors, points for participation in the value chain. Research shows and sustainability standards. This tool reveals that that 93 percent of most companies’ value chains often some countries, such as Botswana, India, Kenya, seem to be invisible to people who are not directly involved Namibia, South Africa, and Zambia, have policies in value chain operations.178 Therefore, it is important to in place for women-owned businesses. understand and communicate what a value chain is, its Sources: integral role in business operations and strategy, how it is International Trade Center. (2016). The Global Platform for organized, and what opportunities it presents. Making the Action on Sourcing from Women Vendors. http://www. intracen.org/projects/women-and-trade/the-global- value chain more visible can attract better investment and platform-for-action-on-sourcing-from-women-vendors/ capacity strengthening support from public and private International Trade Center. (2016). Procurement Map. http:// sector partners that can enable companies to further procurementmap.intracen.org strengthen their ongoing gender diversity efforts. In the Dominican Republic, for example, all public procurement tenders and information are publicly shared online via the SIGEF portal, which allows companies to present bids directly online without interference of third parties.179 This further facilitates the participation of micro companies that are often owned or led by women. 72 The Link between Diversity in the Workforce vocational, and health services to enhance women’s (and and Diversity in the Value Chain men’s) employability. Through such programs, companies can meet skilled labor shortages, and women can have a An important element of supporting women in value greater chance of being integrated into global value chains. chains is to explore if greater gender diversity in the SheWorks member Odebrecht Group’s Etileno XXI project in company’s workforce can be linked to greater gender Mexico contracted the World Council of Credit Unions to diversity in the value chain. When there is diversity in value lead the process of establishing cooperatives in five chain management roles, including in product planning, productive processes: poultry, tilapia, uniforms, cleaning procurement, production, transport, storage, and products, and recycling. Over 100 community members, 92 distribution of products, employees have more percent of them women, participated in this initiative. These opportunities to drive greater gender diversity in the value cooperatives, which are primarily run by women and chain. Strengthening the capacities of women employees, employ a majority of women, now provide a range of goods managers, and leaders can help ensure that their and services to the Etileno XXI petrochemical complex. company’s value chain management and corporate Sustainably supporting women in its value chain in a region procurement work is more gender-inclusive. of Mexico that experiences gender-based violence and is characterized by low socioeconomic development In addition, getting more women to lead value chain ultimately benefitted the company and the community. management can be a basis for getting more women in the C-suite, according to Beth Ford, the chief supply chain Companies may also form partnerships with other and operations officer at the U.S.-based agricultural companies working on similar issues to exchange cooperative Land O’Lakes. 180 This is because value chain knowledge and support public and private sector efforts management is increasingly becoming important for to establish nationwide gender procurement targets. innovation and strategy and provides executives with a Bloomberg, Cisco, H&M, Hewlett-Packard, the Levi Strauss window into various business units and roles that have a Foundation, Microsoft, Samsung, the Walt Disney profit and loss (P&L) function. Company, and other leading companies are partnering and participating in projects such as Business for Social Partnerships to Create More Diverse Responsibility (BSR)’s HERproject181 to support the health Value Chains and financial access needs of women working along their value chains. These companies understand that To be more effective and efficient, many SheWorks member strengthening their suppliers and supporting female companies recommend partnering with local and global workers in their value chains—thus making their value organizations from the private and public sectors to pool chains more stable and profitable—can ultimately benefit financial resources and expertise to provide educational, their business. One garment manufacturer and supplier Making the value chain more visible can attract better investment and capacity strengthening support from public and private sector partners, which can strengthen gender diversity efforts. 73 BOX 4.5 participating in the HERproject experienced reduced absenteeism and turnover rates and measured a 4:1 return Direct Sales as a Path to Gender on investment (ROI) in health services provided to female Diversity in Belcorp’s Value Chain value chain workers.182 SheWorks member Belcorp’s value chain model is In 2013, WEConnect International,183 the Vital Voices Global uniquely positioned to benefit and empower Partnership, and partners such as SheWorks members The women. The Peruvian cosmetics company uses a Coca-Cola Company, EY, and Intel announced a Clinton direct sales model to sell its products based on a Global Initiative (CGI) Commitment to Action to track and belief in the entrepreneurial spirit of women. The measure $1.5 billion in global contract opportunities for company operates through a sales network of women-owned businesses based outside the United beauty consultants, primarily women, and gives States between 2013 and 2018.184 The partners also these women an opportunity to have a business committed to developing more effective channels to of their own, strengthen their business identify and expand high-growth women-owned management skills, and build their capacities businesses, and implementing supplier-readiness through mentorship and skills training.A initiatives targeting at least 15,000 women-owned In 2000, Hindustan Unilever Limited (HUL) businesses outside the United States. created Project Shakti, a direct-to-consumer sales initiative that taps into the power of India’s Gender-Inclusive Supplier Codes nearly 1 million women’s self-help networks to reach remote rural markets. The project now Companies might consider providing incentives to their includes more than 65,000 Shakti Entrepreneurs suppliers to encourage them to employ more women and who distribute Unilever’s products in some source from women-owned businesses and businesses 165,000 villages, reaching more than 4 million that are committed to gender equality. Many companies, rural households and strengthening the including SheWorks members, know that perhaps the company’s sales and revenue generating biggest incentive that they can provide to their suppliers is functions.B their continued patronage and business. As a result, a Between 2013 and 2014, SheWorks member growing number of companies are including equal Ooredoo, in partnership with the Cherie Blair opportunity provisions in their supplier codes. Foundation for Women (CBFW), committed to recruiting and training 30,000 women in Myanmar OLAM INTERNATIONAL as mobile retail agents. Ooredoo worked with the CBFW and local entrepreneurship-focused In its detailed supplier code, Olam International, a global organizations to recruit, train, and provide tools agribusiness operating in 70 countries, lays down a to rural women so that they could serve as retail comprehensive set of conditions to support its goal of sales agents within their communities.C “purchasing raw materials and products that are produced in a manner that is socially responsible, economically Sources: A Belcorp, 2016 profitable, and environmentally sustainable.”185 For B Hindustan Unilever Limited. (2016). Enhancing livelihoods example, all suppliers must adhere to uphold labor through Project Shakti. https://www.hul.co.in/sustainable- standards and human rights within their operations by, living/case-studies/enhancing-livelihoods-through-project- shakti.html among other things, encouraging gender equality, equal C Ooredoo, 2016 access, and empowerment of women. 74 COURTESY OF DOMINIC CHAVEZ / WORLD BANK GROUP Quality control at a garment factory in Bangladesh. UNILEVER with the supplier to halt this practice and conduct training for managers to help them understand why this practice Multinational consumer goods manufacturer Unilever was unacceptable, particularly for female employees.189 knows that women represent 70 percent of the buyers of its products and control nearly two-thirds of consumer VALEO spending. 186 Thus, the company is committed to gender equality not only in its workforce but also along its value France-based global automotive supplier Valeo regularly chain. Unilever’s Responsible Sourcing Policy requires its conducts supplier evaluations to gauge their compliance in suppliers to satisfy specific and measurable targets for terms of sustainable development practices. The evaluation achieving equality between women and men, and take entails a thorough assessment of the suppliers’ social, affirmative action to attain these targets. 187 As part of its corporate governance, and environmental practices, which efforts to involve more women in its extended value chain, include gender diversity and equal pay.190 Unilever conducts supplier audits and tracks the number of supplier operations that are owned or led by women. Certifications Unilever is thus able to identify and address issues so suppliers can be in compliance with Unilever’s equal Another incentive for companies to improve their supplier opportunity policies. For example, Unilever worked with a gender diversity is to receive a gender certification at the supplier in Thailand to make its job advertisements more regional or international level. Starbucks, one of the largest gender-inclusive. 188 At another location in Malaysia, a global coffee producers and retail chains, also runs a supplier audit revealed that staff were conducting pat supplier diversity program that supports women farmers. It down searches to prevent workers from bringing their believes that certification increases a company’s visibility mobile devices to the production area. Unilever worked for opportunity.191 Women-owned businesses can attain 75 BOX 4.6 credibility. Multinational companies interested in partnering with women-owned businesses can find Gap Inc.’s P.A.C.E. Program to potential leads through WEConnect International. Many Support Women Workers in the companies, such as French hospitality company Sodexo, Global Value Chain have partnered with WEConnect International to strengthen and support women in its value chain. SheWorks member Gap Inc. launched its P.A.C.E. WEConnect has also developed the Gold Standard (Personal Advancement & Career Enhancement) Checklist,192 a self-assessment tool to help multinational program for women employees along its value corporations and multilateral organizations assess their chain. Launched in 2007 in partnership with global supplier diversity and inclusion programs and vendors and global and local NGOs, P.A.C.E. identify potential areas for improvement. The checklist leverages Gap Inc.’s resources, expertise, and covers five areas: (a) policy assessment; (b) planning; (c) partnerships to provide life skills, education, and processes and standards; (d) measurement, tracking, and technical training to female garment workers to reporting; and (e) accountability. Each item on the checklist enable them to advance in work and in life. is scored. The goal for any multinational corporation or Women who participate in the program go multilateral organization dedicated to supplier diversity through two phases of training over two years. and inclusion is to reach 100 points: the Gold Standard. The first gives them a foundation and focuses on such life skills as communication, time Strengthening Capacities management, and health. The second phase offers technical training and aligns with each In efforts to support women in the value chain, companies woman’s professional aspirations. More than tend to focus on enabling access to finance for women- 35,000 women in 12 countries have participated owned businesses. However, a growing number of in the program to date, and the company has companies realize that this is not enough. Women now committed to educate 1 million women and entrepreneurs often need nonfinancial services and skills to girls by 2020. be able to access opportunities higher up in the value Source: Gap Inc. (2016). P.A.C.E. program. https://www. chain. Three SheWorks members have taken this bewhatspossible.com/pace realization to the next level and made efforts to strengthen the women-owned businesses they work with, ultimately strengthening their own business and value chain. TURKISH ECONOMY BANK certifications to expand their market access and linkages. Certifications such as the ones offered by SheWorks SheWorks member Turkish Economy Bank (TEB) noticed strategic partner EDGE Certified Foundation at the global that few women-owned businesses were utilizing its credit level and KAGiDER in Turkey at the regional level can help lines and services for SMEs. Through assessments and companies along the value chain expand their access to partnerships with institutions such as IFC and WEConnect new markets, investors, and customers. International, TEB launched a set of services and products targeted to the specific needs and requirements of women WEConnect International, a nonprofit organization formed entrepreneurs in Turkey. The TEB Women Banking program in 2009, certifies business that are at least 51 percent is premised on four pillars: (a) access to finance, (b) access owned, managed, and controlled by one or more women. to information, (c) access to markets, and (d) access to This allows these businesses to demonstrate to mentoring. TEB’s Women Academy initiative tackles the multinational corporations their strengths and establish issue of women entrepreneurs’ lack of access to information. 76 COURTESY OF BOYNER GROUP Boyner Group’s “Good for Business” program trains female managers and owners of companies that are suppliers of Boyner Group. The first TEB Women Academy session was held in Istanbul value chain. In the words of a female supplier who benefitted in 2015 and reached more than 300 women entrepreneurs. from the training’s product diversification component: Since then, a number of TEB Women Academies have taken place in Turkish cities, providing training and networking “I learned during the program that the market demand opportunities for women-led or -owned SMEs. TEB has for men’s and children’s knitwear is bigger than for also launched a Women Channel to provide useful women’s knitwear. I did not know that. So I asked one information to SMEs through broadcast media. of the buyers, AyMarka, and they confirmed. And so I talked to my producer to also produce some men’s BOYNER GROUP knitwear. And the next season we will sell it. This information was important to diversify my product SheWorks member Boyner Group assessed that 17 percent portfolio. If it were not for the Good for Business of its suppliers are women, which is double the national program, I would not know that.” average in Turkey. However, the company realized that a number of barriers prevent women from starting and succeeding in their own businesses—in addition to the common challenge of accessing finance. To remedy this, Boyner Group partnered with IFC and created Good for Business, a 12-week training program to support women “Placing women and entrepreneurs in the company’s value chain and help them men throughout our enhance their businesses. The company then connected the participants of this program to other role models and operations allows us to mentors, and introduced them to banks and brands with whom they could work. As a result, the women gained the tap into a much wider skills and resources necessary to diversify their products, and more diverse pool find new global buyers, and gain valuable business connections and partners. At the same time, they became of resources.” reliable, profitable, and strategic partners for Boyner Group, –Ümit Boyner, Member of the Board, adding to the effectiveness and vigor of the company’s Boyner Group (SheWorks member) 77 BOX 4.7 IFC’s Efforts to Support Women Entrepreneurs: Financial and Nonfinancial Services IFC’s research shows that several barriers can hinder women’s prospects of becoming successful entrepreneurs, including limited or no access to business-management skills, confidence, networks, finance and markets, and technology. IFC estimates that as many as 70 percent of women-owned SMEs in the formal sector in developing countries are unserved or underserved by financial institutions. This amounts to a financing gap—and a missed business opportunity—of approximately $260 billion to $320 billion a year. IFC’s Banking on Women (BoW) program is playing a catalyzing role for partners, corporations, and financial institutions to increase access to finance for women-owned businesses. To further support the capital needs of women-owned businesses, a new IFC Women Entrepreneurs Opportunity Facility has been established, which is the first debt fund for investments in financial institutions that targets women-owned SMEs. This debt fund intends to give investors the opportunity to empower women entrepreneurs in emerging markets and participate in IFC’s pipeline of senior loans to commercial banks that are committed to meeting the financing needs of women-owned SMEs. Because of these efforts, IFC clients—both financial institutions and real sector corporates— have expanded their portfolios to reach women entrepreneurs. In terms of nonfinancial services (NFS), IFC assessed existing training and leadership programs in the market that target women entrepreneurs and concluded that these programs have shown limited impact results because they lack or demonstrate a limited use of: • Formal modules that enhance women’s confidence, leadership, and presentation skills • Formal coaching and mentoring opportunities built into program frameworks • Successful entrepreneurs as roles models, trainers, and coaches • Blended learning platforms • Post-training support mechanisms In addition, there is often a missing linkage between training and financial products, and little access to corporate value chains. In response to these challenges, IFC has developed a new master content program that can be customized to the needs of IFC client companies and women entrepreneurs, responding to conditions in the local business climate. Industry practitioners deliver the program in short modules through classroom, online, and peer-to-peer learning. So far, the program has been successfully implemented with the Bank of Palestine and SheWorks member Boyner Group, with great results for both companies and the women-owned businesses with which they do business. Sources: IFC. (2016). Banking on Women. http://www.ifc.org/wps/wcm/connect/Industry_EXT_Content/IFC_External_Corporate_Site/Industries/ Financial+Markets/MSME+Finance/Banking+on+Women/ IFC. (2016). Women’s Entrepreneurship. http://www.ifc.org/wps/wcm/connect/Topics_Ext_Content/IFC_External_Corporate_Site/ Gender+at+IFC/Priorities/Entrepreneurship/ 78 THE COCA-COLA COMPANY BOX 4.8 SheWorks member The Coca-Cola Company and its various Women along Marks and Spencer’s bottlers have a number of initiatives to support women Global Supply Chain working along their value chain. 5by20 is The Coca-Cola Marks and Spencer (M&S) is a global retailer of Company’s global commitment to enable the economic food, clothing, and home products. The company empowerment of 5 million women entrepreneurs across is headquartered in the United Kingdom, has more the company’s value chain by 2020. Through 5by20, the than 1,300 stores worldwide, and employs 83,000 company enables women’s access to markets, business people. skills training courses, financial services, confidence, and connections with peers and mentors.193 5by20 focuses on “The social and business case for promoting women’s involvement along six elements of the value women’s work is clear for M&S: women chain: as producers, suppliers, distributors, retailers, perform an essential role in our global value recyclers, and artisans. The business case for 5by20 is clear: chains, making up 70 percent of our through this program, The Coca-Cola Company has been employees, the majority of our customer able to reduce costs (transport and import duties), increase base, and over half of the workers in our sales (small scale retail), reduce environmental impact, and supply base. Making sure that supply chains enhance its corporate reputation. are inclusive for women leads to better outcomes both in individual workplaces and For example, about 95 percent of the sales volume of in the wider community from which Coca-Cola Kwanza, a Tanzanian bottling company with workforces are drawn. This resonates exactly annual net sales of approximately $100 million, is with our stated aims, to increase the distributed through Micro Distribution Centers (MDCs), 65 resilience of our supply chains, and therefore percent of which are owned or managed by women. As the security and quality of supply.” part of its business strategy, Coca-Cola Kwanza has focused on expanding the recruitment of women in its —Helen McTaggart, Ethical Trade Manager (Food), Marks & Spencer network and has provided them with coaching and mentoring. As a result, owners of participating MDCs have Sources: Marks & Spencer, 2016. http://corporate. seen their sales increase by an average of 12 percent; the marksandspencer.com/; information provided by M&S, taken from IFC. (2016). The Business Case for Women’s Employment average ROI for an MDC in the Kwanza network is 20 in Agriculture. Forthcoming. percent; and the average monthly profit for an MDC is $2,000. These factors have boosted Coca-Cola Kwanza’s efficiency and profitability.194 IFC’s Banking on Women program collaborated with The Coca-Cola Company’s 5by20 program in an initiative to support increased access to finance and business training for women entrepreneurs in developing markets. As part of this collaboration, IFC provided funding to local and regional banks in an aggregate amount of up to $100 million, the proceeds of which will be used to provide finance to women-owned enterprises in Coca-Cola’s value chain. 79 Lessons Learned Including more women in the value chain as employees and entrepreneurs can be challenging in the absence of gender-disaggregated baseline data and a commitment to diversity throughout the company. Best practices from different regions and industries show that creating and sustaining gender-diverse value chains should be at the core of companies’ strategic business development goals and not just a corporate social responsibility (CSR) initiative. SheWorks members recommend taking small steps and starting initiatives in one region or location and then expanding efforts to include other business locations. Here are a few lessons that SheWorks members have learned as they strived to make their value chains more gender diverse: PROMOTE companies’ workplace gender equality efforts in the value chain as part of a long-term risk management strategy and socioeconomic investment in people, communities, and sustainable business. CONSIDER training and employing more women in procurement and value chain management functions so that they can help foster greater gender diversity in value chains and make procurement processes more gender inclusive. DISTINGUISH your company and your suppliers from other market players, and attract investors and buyers by attaining a global, firm-level gender equality certification. ESTABLISH a baseline of how many suppliers are women-owned or -led businesses to more effectively monitor the progress of value chain diversity efforts. ACTIVELY SUPPORT women-owned businesses along the value chain to expand their market access and diversify their customer base, because a diverse, profitable value chain is critical to business growth and profitability. PARTNER with banks and financial institutions to provide credit lines and other financial and nonfinancial services tailored to the needs of women entrepreneurs. PROMOTE technical trainings and business skills so women can effectively and efficiently invest their capital, reap returns, and pay off their loans. 80 ENDNOTES 181 BSR, a global nonprofit organization focused on developing sustainable business strategies and solutions, launched the HERproject to empower 160 For the purpose of this chapter, value chain is the preferred term instead low-income women working in global value chains through workplace of supply chain. The difference is subtle but important: a supply chain programs promoting health, economic empowerment, and women’s consists of processes and parties involved in the flow of goods from sup- rights, implemented in partnership with leading global companies. pliers to end users in the most cost effective manner, while a value chain Through its HERhealth initiative, HERproject has shown that when com- is a set of interrelated activities undertaken by a company and its partners panies invest in women’s health, they see reductions in worker absentee- to add value to their products and create a competitive advantage. This ism, early leave requests, staff attrition, and mistakes made in manufac- can be done through effective supply chain management and a host tured goods, particularly in the global garment value chain. Learn more of other activities such as product innovation, design, testing, market- http://herproject.org/ ing, research, economic analysis, customer service, and even product disposal after use. The focus is not only on the cost of goods, as in supply 182 Women’s World Banking. (2016). Unlocking Women’s Value in the Cor- chain management, but in creating a higher value in the consumer’s porate Value Chain. https://www.womensworldbanking.org/news/blog/ eyes. Source: Florida Tech. (2016). Supply Chain Management vs. Value unlocking-womens-value-in-the-corporate-value-chain/ Chain Management. https://www.floridatechonline.com/blog/process- 183 WEConnect International is a nonprofit organization formed in 2009 that improvement/supply-chain-management-vs-value-chain-management/ identifies, educates, registers, and certifies women’s business enterprises 161 HERproject. (2016). https://herproject.org/ based outside of the United States that are at least 51 percent owned, managed, and controlled by one or more women, and then connects 162 GIZ. (2012). https://www.giz.de/fachexpertise/downloads/giz2012-en- them with multinational corporate buyers. Learn more https://weconnect gender-and-value-chains.pdf international.org/en/ 163 Industry Week. (2011). The Business Case for Supply Chain Diversity. 184 WEConnect International. (2013). Commitment to action to spend http://www.industryweek.com/leadership/business-case-supply-chain- US$1.5bn with women-owned businesses launched at Clinton Global Ini- diversity tiative annual meeting. https://weconnectinternational.org/en/network/ 164 Orser, B., and J. R. Weeks. (2009). Procurement Strategies to Support europe/united-kingdom/news-and-events/commitment-to-action-to- Women-Owned Enterprises. Prepared on behalf of WE Connect Canada spend-us-1-5bn-with-women-owned-businesses-launched-at-clinton- through a grant from the Status of Women Canada. http://www.womens global-initiative-annual-meeting enterprise.ca/sites/default/files/resources/WEConnect%20Canada%20 185 Olam International. (2013). Supplier Code. http://www.rspo.org/ Procurement%20Study_Mar09.pdf acop/2014b/olam-international-limited/P-Policies-to-PNC-waterland.pdf 165 Dalberg. (2014). The Business Case for Women’s Economic Empower- 186 Unilever. (2016). Upholding Diversity. https://www.unilever.com/sustainable- ment: An Integrated Approach. http://dalberg.com/documents/ living/the-sustainable-living-plan/enhancing-livelihoods/opportunities- Business_Case_for_Womens_Economic_Empowerment.pdf for-women/upholding-diversity/ 166 World Bank Group/IFC. (2003). Company Codes of Conduct and Inter- 187 Unilever. (2015). Human Rights Report 2015: Enhancing Livelihoods, national Standards: An Analytical Comparison (Parts I & II). Part I: http:// Advancing Human Rights. https://www.unilever.com/Images/slp- siteresources.worldbank.org/INTPSD/Resources/CSR/Company_Codes_ unilever-human-rights-report-2015_tcm244-437226_1_en.pdf of_Conduct.pdf; Part II: http://siteresources.worldbank.org/INTPSD/Re- sources/Angola/Angola_CompanyCodesofConduct.pdf 188 Ibid. 167 Sainsbury’s 20 by 20 Sustainability Plan. https://www.j-sainsbury.co.uk/ 189 Ibid. media/373272/sainsbury_s_20_by_20_sustainability_plan.pdf 190 For more information, visit Valeo Suppliers Portal. https://suppliers.valeo. 168 Sainsbury’s. (2016). Ethical Trading. http://www.j-sainsbury.co.uk/suppliers/ com/suppliers/ ethical-trading/ 191 Starbucks. (2016). http://www.starbucks.com/responsibility/community/ 169 IFC. (2013). Investing in Women’s Employment: Good for Business, Good supplier-diversity/why-get-certified for Development. http://www.ifc.org/wps/wcm/connect/5f6e5580416bb0 192 WEConnect International. (2016). The Gold Standard Checklist. https:// 16bfb1bf9e78015671/InvestinginWomensEmployment.pdf?MOD=AJPERES weconnectinternational.org/en/corporate-membership/supplier-diversity- 170 Brookings Blum Roundtable. (2013). Women, Entrepreneurship and the and-inclusion-resources Opportunity to Promote Development and Business. http://www.brookings. 193 The Coca-Cola Company. (2016). http://www.coca-colacompany. edu/~/media/Research/Files/Papers/2013/08/blum-roundtable-policy- com/5by20 briefs/niethammer-policy-brief.pdf?la=en 194 Harvard Kennedy School. (2013). The Coca-Cola Company’s 5by20 Initia- 171 Ibid. tive Empowering Women Entrepreneurs across the Value Chain. https:// 172 Ibid. www.hks.harvard.edu/m-rcbg/CSRI/CSRI_BusinessFightsPoverty_5by20 Report_September2013.pdf 173 American Express. (2016). The 2016 State of Women-Owned Businesses Report: A Summary of Important Trends 2007-2016. http://about.american- express.com/news/docs/2016x/2016SWOB.pdf 174 Ibid. 175 Brookings Blum Roundtable. (2013). Women, Entrepreneurship and the Opportunity to Promote Development and Business. http://www.brookings. edu/~/media/Research/Files/Papers/2013/08/blum-roundtable-policy- briefs/niethammer-policy-brief.pdf?la=en 176 Kenya Public Procurement and Assets Disposal Act of 2015. http://ppoa. go.ke/images/downloads/Public%20Procurement%20and%20Asset%20 Disposal%20Act%202015.pdf 177 Gender Equality and Women’s Empowerment Reporting Trends for UN Global Compact Companies That Signed the WEPs. http://weprinciples. org/files/attachments/Gender_Reporting_Trends_Handout_6.pdf 178 Fronetics Strategic Advisors. (2015). The supply chain gender gap. http:// www.fronetics.com/the-supply-chain-gender-gap/ 179 Government of the Dominican Republic. SIGEF Portal. http://transparencia fiscal.gob.do/sigef. Also see http://www.bnamericas.com/en/news/privatization/ dominican-republic-calls-tender-for-new-public-procure ment-portal 180 Fortune. (2014). Want more women in the C-suite? Start with the supply chain. http://fortune.com/2014/08/20/want-more-women-in-the-c- suite-start-with-the-supply-chain/ 81 COURTESY OF SIMONE D. McCOURTIE / WORLD BANK GROUP Health worker in Sri Lanka. 82 CHAPTER 5 Measuring and Reporting BOX 5.1 A Not-So-Fun Fact Corporate  Gender Assessment Gap Among SheWorks members, conducting firm-level gender assessments is a common step in their efforts to advance Many companies aspire to create a gender diverse women’s employment. These assessments serve as the workplace for their employees. Yet despite their starting point to enhance recruitment, retention, and numerous efforts, there continues to be a promotion practices and policies. significant gap between commitment and results. SheWorks strategic partner EDGE (Economic Dividends for Gender Equality) Certified Foundation Why are assessments fundamental to advancing women’s calls this the “Corporate Gender Gap”, which can be employment and improving their working conditions? seen in three main areas: the underrepresentation of women in senior positions, the gender pay gap, Gender gaps in recruitment, retention, and promotion are and different career advancement opportunities. often the result of unconscious biases and hidden Assessments are the key to uncovering and stereotypes embedded in company cultures. As a result, addressing these gaps. Yet Mercer’s 2016 When Women Thrive, Businesses Thrive report, prepared in management and staff are at times unaware that these collaboration with SheWorks partner EDGE biases exist or unprepared to effectively address and Certified Foundation, shows these results: eradicate them. Firm-level gender assessments allow companies to identify biases and corporate gender gaps. Companies can then prioritize gender-smart solutions that Only 22% Only 29% of companies of organizations benefit employees and the business, uncover business conducted analyses to routinely review identify women’s performance ratings by specific health needs gender to check for disparities that translate Only 28% into differences in opportunity of organizations globally say women are Gender gaps in as represented in profit Only 41% and loss (P&L) roles as of organizations make recruitment, retention, in functional roles pay equity adjustments as part of the annual and promotion are compensation review often the result process of unconscious This report covers 583 companies in 42 countries with data on 3.2 million employees. biases and hidden Sources: stereotypes embedded EDGE Certified Foundation. (2016). http://www.edge-cert.org/ Mercer and EDGE Certified Foundation. (2016). When Women in company cultures. Thrive, Businesses Thrive. http://www.mercer.com/our- thinking/when-women-thrive-2016-report.html 83 benefits, and gauge how their performance compares to a key component of their overall sustainability reporting. that of their peers in the market and region. Simply stated, According to SheWorks member EY, 95 percent of the Global assessments help companies measure more effectively 250 issue sustainability reports,196 which allow companies where they stand, which is critical because what gets to report on their economic, environmental, social, and measured more likely gets done. governance impact. These reports are often based on the widely adopted framework developed by the Global One of the ways to deal with deep-rooted corporate Reporting Initiative (GRI), discussed later in this chapter. gender gaps and biases is by making laws that promote gender equality. But meeting legislative requirements is SheWorks members believe that conducting assessments, just one part of the solution. Companies often require and measuring, and reporting are critical to their work. As part benefit from additional market-led solutions to close of the CGI SheWorks commitment, more than 50 percent gender gaps and gain a competitive edge in the market. 195 of members committed to and delivered on either These market-led solutions can be informed by conducting an employee survey or a firm-level gender assessment and diagnostic tools including: assessment, or making efforts to measure and report on their progress. SheWorks strategic partner EDGE Certified • Employee surveys Foundation, a market leader in the field of global gender assessment and firm certification, provided knowledge and • Baselines support to help member companies deliver on this commitment. (See further discussion later in the chapter.) • Firm-level gender assessments THE BUSINESS CASE • Gender-gap analyses Previous chapters expanded upon the business case for • Reviews of HR data, policies, and practices closing gender gaps in recruitment, retention, and promotion. Research has shown that these gaps adversely Private sector companies, including SheWorks members, impact gender diversity in the workforce, which can result are increasingly using analytic tools to assess if their HR in a number of economic losses for employees, employers, policies and practices are having the desired impact and to and communities. Hence, closing corporate gender gaps identify and address their corporate gender gaps. Many makes business sense. Administering assessments, companies also recognize that once an assessment has measuring, and reporting are essential first steps that taken place, it is equally important to follow it up with an companies should take to identify and address these gaps action plan focused on accountability and business impact. and to maintain a competitive edge in the global When action plans are supported by comprehensive results marketplace. measurement frameworks, they can enable companies to more effectively measure their progress toward gender Why Assess and Measure? equality against established baselines. Many companies also benchmark their progress and results against those of There are three main ways in which companies can other market players in their industries and regions and experience the business benefits of conducting firm-level against established international standards. gender assessments: Many forward-looking companies are going a step further. IMPACT They are seeking gender equality certifications and publicly reporting on their progress to key internal and external Assessments are a good way to develop and track relevant stakeholders. For many companies, reporting on gender is indicators—such as gender-disaggregated retention, 84 DED PIXTO / SHUTTERSTOCK absenteeism, turnover, promotion, and maternity return FOCUS rates—and evaluate if existing policies and practices are having the desired impact. During assessments, companies In instances where a company is at the beginning of its ask themselves critical questions: gender equality journey and does not have specific policies or practices in place, assessments can help identify • Have current initiatives unlocked greater gender strategic business areas and the types of policies or diversity in recruitment, retention, and promotion? practices that could have the most impact. Companies can then effectively and efficiently work through their gender • Have these initiatives led to better firm performance and gaps and decide between implementing different options. cost savings and strengthened the corporate brand? For example, would it be more beneficial for employees and the business, and more cost-effective, to focus on Through this exercise, companies can then gauge which investing in a state-of-the-art childcare facility or initiatives are working and which should be scaled up or expanding flexibility and paid family leave? Strategizing rolled back. and prioritizing actions can enable companies to more easily minimize costs and optimize resource allocation Assessments, particularly employee satisfaction and toward higher impact initiatives. engagement surveys, can also reveal if existing gender equality policies and practices have the right tone. Often, ENGAGEMENT implementing well-meaning initiatives that raise the gender flag too high (or too low)—without providing a Employees often feel valued knowing that their employer clear context—can create resentment. Hence, it is is making efforts to assess and collect their ideas and important to identify potential blockage points and assess feedback regarding gender equality. When employees feel if the anticipated cultural change is widely accepted and valued and satisfied, they are often more engaged and endorsed by employees. productive. From an employer perspective, employee 85 BOX 5.2 Financial Benefits of Publicly Reporting on Progress With the link between gender diversity and better firm performance becoming clearer, many investors are realizing the benefits of establishing and investing in funds that are exclusive to companies that meet certain gender diversity criteria. Investors are increasingly interested in companies that source from women-owned businesses as well as companies that have equal opportunity policies in place and employ a high number of women. Benchmarking, publicly reporting on progress, and becoming gender certified can therefore allow companies to show to their investors, consumers, and stakeholders that they are committed to gender equality, in principle and in practice. A number of indices, such as the Calvert Responsible Index Series, provide investors with critical knowledge necessary for making investment decisions premised on sustainability, responsibility, and impact, including a gender angle. Companies can actively strive to improve their gender equality indicators and be featured on indices to attract even greater and more lucrative investments from external sources. The Pax Global Women’s Leadership Index, for example, is the first index of its kind to feature the highest-rated companies in the world in terms of advancing women.A The Pax Ellevate Global Women’s Index Fund, also the first of its kind, gives investors the chance to invest in this index, which in turn allows them to invest in these “critical mass” companies that are embracing gender diversity. On the consumer side, the BUY UP Index is an app that helps consumers make purchasing decisions based on a company's demonstrated commitment to gender equality assessed according to four key areas: women employees, women leadership, corporate citizenship, and marketing. Policies and practices—such as appointing more women to the C-suite, making stereotype-busting ads, disclosing paid maternity leave of at least eight weeks, and tracking supplier diversity—can help companies achieve a higher rating and a competitive advantage in the market. SheWorks members The Coca-Cola Company and Gap Inc. have consistently achieved high ratings on the BUY UP Index.B Sources: A Ratings by Pax World Gender Analytics are based on multiple gender-smart criteria, including whether the companies are Women’s Empowerment Principles (WEPs) signatories. Pax World Investments. (2014). Why Gender Diversity Should Matter to Investors. http://paxworld.com/system/storage/19/62/e/3851/ connection_summer14.pdf B The BUY UP Index (2016). http://www.buyupindex.com/ A company’s leadership on gender equality can be particularly relevant to millennials who are now the largest segment of the global workforce. 86 COURTESY OF WORLD BANK GROUP Skills training in Turkmenistan. surveys can be an effective assessment tool to capture incorporated into their targeted gender equality strategy employees’ workplace experiences and perceptions development process. In addition to benchmarking and regarding gender equality. Surveys can provide important publicly reporting on progress, getting gender equality clues regarding how “gender equal” a company is in the certified allows companies to gain third-party credibility, eyes of its employees. This information can help companies visible global recognition, and a competitive advantage decide what can be done to improve that perception, over others in the market. (See box 5.2 for a description of include employees in the process, and create a better work the potential financial benefits of publicly reporting on environment for all. This is particularly important since the progress and box 5.3 for a list of what companies might 2016 When Women Thrive, Businesses Thrive report reveals measure in their reporting process.) that only 38 percent of organizations surveyed say their male employees are engaged in gender diversity efforts.197 Internally and externally reporting on assessment, Results measurement can also help HR to further strengthen benchmarking, and certification results can help companies the business case for gender equality and sustain senior inform their employees, customers, investors, and future management buy-in for ongoing and future efforts. employees that they value gender equality and are committed to reaching the highest standards of excellence Why Benchmark, Report on Progress, when it comes to fostering workplace gender equality. and Get Certified? Reporting can also result in more support from local communities, increased sales, better access to export Benchmarking is an effective approach to establish and markets, and attraction of new investments.198 Nowadays communicate credibility and market leadership in fostering when companies want to attract new talent and retain workplace gender equality. By examining where they stand existing high-performing talent, benchmarking, in comparison to other companies in the sector or region, certifications, and reporting allow companies to engage companies can gain useful insights that can be and communicate to their stakeholders that they are not 87 BOX 5.3 only doing well but also are one of the leading companies when it comes to fostering gender equality. A company’s What Should Companies Measure? leadership on gender equality can be particularly relevant to millennials who are now the largest segment of the Sample checklist of indicatorsA global workforce. Millennials often decide among jobs based on the job’s overall quality, job satisfaction, and its Number and share of: benefits package, including the emphasis on gender — Full-time women employees over total equality, work-life support, and family friendliness.199 A full-time employees PricewaterhouseCoopers (PwC) research study (2014)200 — Women in senior management (reporting covering 40,000 millennials across 18 countries also to CEO) confirms this point: 82 percent of female millennials — Women on boards (where boards exist) identified an employers’ policy on diversity, inclusion, and gender equality as an important factor when deciding — Women in management over total whether to work for a company.201 full-time employees — Women in profit and loss (P&L) positions While there are many business drivers for improving of all P&L positions reporting on gender issues, companies also prioritize — Women in nontraditional positions B reporting to fulfill legal and ethical requirements—for example, as set out in international human rights legal and — Men in nontraditional positions policy frameworks.202 — Women promoted of all promotions Absenteeism rate by gender PROMISING PRACTICES Turnover rate by gender We know that assessments allow companies to gain a Average employee tenure by gender deeper understanding of the state of gender (in)equality in Maternity return rateC their workforce. The question is what should companies Employee satisfaction by gender (for assess and where should they begin? SheWorks members companies that conduct employee surveys) share that as a rule of thumb, companies should always focus on collecting and analyzing gender-disaggregated Gender wage gap data, no matter where they are on their assessment, measuring, and reporting journey. Gender-disaggregated A Source: IFC Gender Secretariat, 2016 data (a) provide a more complete and accurate picture of B Definition of nontraditional positions will vary by industry. the different workplace experiences, specific cultural C As per the Global Reporting Initiative (GRI) definition, maternity return rate refers to women who are still in the contexts, and needs of women and men and (b) allow company after one year upon return from maternity. companies to come up with better, more informed solutions to address corporate gender gaps. With strong leadership and senior management support, HR departments can often lead the process for collecting and analyzing such data and communicating results. In order to achieve this, HR departments often collaborate with other relevant departments in the organization, such as the sustainability, communications, and operations departments. Companies can also work with HR 88 consultancy firms and use external assessment tools and BOX 5.4 frameworks to collect data. Ooredoo’s Pilot Assessments SheWorks members recognize that recruitment is where in Algeria and Kuwait Provide an employee’s career lifecycle begins. Issues experienced at Deeper Insights this stage often stay with employees, particularly women, SheWorks member and Qatar-based throughout their careers. At recruitment, employers can telecommunications company Ooredoo collect data annually to analyze, for example: conducted pilot gender assessments in its sales and retail outlets in Algeria and Kuwait. The • How hiring managers select candidates company looked at a number of data points, including recruitment, performance, and exits, • How employees are recruited and assigned to jobs disaggregated by gender. The company found that gender-balanced teams, which include • How pay is assigned to different job grades around 45 percent to 55 percent women, achieved higher performance scores and scored • How salary negotiation impacts women and men higher on innovation. However, too many women differently in a team was not an ideal scenario since balance was important. • Whether the hiring process fosters diversity and inclusion in the qualified applicant pool As a result of the assessment, Ooredoo instituted an action plan outlining staff roles and Assessments can reveal whether gender gaps in responsibilities and a number of gender-smart recruitment are impacted by (a) demand-side issues (for measures accompanied by key performance example, recruiting managers are unable to recognize or indicators (KPIs) to measure and report on manage any unconscious bias); (b) supply-side issues (for progress. Gender-smart measures currently being example, there are not enough women being trained as implemented at Ooredoo include (a) a cross- petrochemical engineers in a certain location of a mentoring program, (b) incorporating gender company’s operations); or (c) a combination. modules in all leadership training, (c) internal communication exercises to raise awareness and With respect to retention of high-performing talent, promote gender equality, (d) unconscious bias companies can assess a number of key workplace issues by and inclusive leadership training for leaders and developing and applying innovative indicators and metrics. board executives, (e) additional studies on the SheWorks members suggest that these metrics should be impact of gender-balanced teams on the bottom chosen wisely so they can provide the most detailed line, and (f) a closer look at the effectiveness of insights instead of turning into a “box-ticking” exercise. HR policies, such as anti-sexual harassment and Senior management buy-in is also key to streamline the paternity leave. Ooredoo’s diversity and inclusion process and make it mandatory for all departments and KPIs include, among others, the number of employees to participate in or contribute to assessments. women employees, retention of top female By taking these steps, companies can get a better talent, employee perception of equal opportunity, understanding of retention issues, such as absenteeism, and number of women at the top. “presenteeism,” 203 and maternity return rates, 204 and the average length of tenure disaggregated by gender to Source: Ooredoo, 2016 determine who is leaving the company and why. 89 Similarly, gender-disaggregated data related to promotions • How leaders approach and discuss gender issues can help companies understand whether women and men spend equal time in job grades before being promoted, and • Facilities and work environments that are appropriate for how they access various training and career development women and men opportunities. It also allows companies to understand whether the way in which the top-talent identification • Women’s and men’s health issues process, the performance reviews, and promotion process are designed might inadvertently put a part of their • Maternity, paternity, and family issues employee population at a disadvantage. • Empowerment of women at the community level Employee Surveys • Staff motivation and commitment A critical component of any firm-level gender assessment is an employee survey. As part of its SheWorks • Engagement of stakeholders along the value chain commitment, Odebrecht Group developed a gender equality policy to serve as internal guidelines for ensuring The company also conducted a review of best practices, that men and women have equal rights and opportunities identified companies to benchmark itself against, and in the work environment, and to address the specific needs publicly reported on its progress using GRI sustainability and issues of its female employees and working parents. As indicators. the first step, the company conducted an employee survey across its various companies and invited staff to participate Gender Pay Equity Analysis in a “listening and perception process” regarding gender. The aim of this survey was to start an internal discussion Actively managing pay equity is associated with a faster on gender and gauge staff perceptions regarding how the trajectory to higher current female representation at the Odebrecht Group, through its various companies, addresses professional through executive levels. Research led by gender equality. The survey included questions on many SheWorks partner EDGE Certified Foundation (2015) issues, including career opportunities, training and suggests that while communicating and documenting leadership development, employee health, well-being and gender equality and pay equity are important, actively safety, adequacy of infrastructure and facilities for women managing pay equity is a critical driver of gender diversity: and men, sexual harassment and discrimination, maternity, it improves women’s household income in relation to men paternity, flexibility, and valuing women’s work. with the effect that women are more likely to stay in the labor force.205 As part of their regular gender assessment The insights, feedback, and suggestions resulting from this process, companies are encouraged to conduct a gender survey helped Odebrecht Group make its gender equality pay gap analysis to come up with ways to create a fair policy more targeted, strategic, and relevant for its compensation and reward system and promote pay employees. Moving forward, the company has made transparency. During a SheWorks learning event on equal specific plans, in tandem with staff, to address: pay for equal work, SheWorks partner the International Labour Organization (ILO) presented steps that companies • Recruitment and training practices can take to conduct an effective pay gap analysis. For example, as part of their firm-level gender assessments, • Wage and career evaluations companies can: • Work-life support 90 Perform regular pay equity analysis, during which they can: • Collect gender-disaggregated data on jobs to be evaluated, for example, through surveys, focus • Identify and apply suitable pay equity analysis tools, groups, interviews, and HR data such as Logib, 206 a free app developed by the Swiss Federal Office for Gender Equality (FOGE) to test • Analyze questionnaire results by gender wage equality in companies • Determine the value of jobs • Gather comprehensive company pay data, including data on hourly, monthly, and annual as well as • Make pay adjustments accordingly part-time and full-time wages, salaries, and benefits packages A gender pay equity analysis can help companies come up with ways to create a fair compensation and reward • Find gendered pay differences within the company at system and promote pay transparency. An assessment different levels and functions might reveal, for example, the need for a company to set a threshold, target, and maximum for pay increases or • Perform thorough pay equity analyses and review bonuses to ensure equitable, merit-based distribution. results to gain insights into prevalent pay gaps Other ways in which companies can use the results of their gender pay gap analysis are to discuss findings in group • Conduct reviews periodically to consistently ensure settings and come up with clear, objective, and readily equal pay for equal work accessible criteria to determine promotions. Companies might also choose to publish their criteria used to Determine equal value of jobs by looking at numerical value determine pay and merit and support government efforts of jobs based on skills and qualifications, responsibilities, to promote pay transparency, such as the U.S. Lilly level of effort, and working conditions. Companies can then Ledbetter Fair Pay Act 2009207 and the U.K. Equality Act more strategically: 2010.208 • Decide which jobs to compare Assessment, Benchmarking, and Certification—A Winning Combination • Pick a job evaluation method that is most suitable and feasible for the company As part of their gender assessment and results measurement process, many companies find it useful to benchmark their results and performance against other companies in the market and region as well as against Companies are encouraged to conduct a gender pay gap analysis to come up with ways to create a fair compensation and reward system and promote pay transparency. 91 international standards of excellence to compare Recognizing the business benefits of assessments, performance and credibly communicate successes. benchmarking, and certifications, IFC, a member of the World Bank Group and the largest development institution SheWorks strategic partner EDGE Certified Foundation focused on the private sector, is working with its client leads a global gender assessment and certification system companies to help them go through and get the most out that draws on employee survey results, HR data, and of their gender assessment and certification processes. company policies and practices; it combines the benefits of (Box 5.5 provides an illustrative example of an IFC client in assessment and benchmarking with third-party Papua New Guinea that benefited from the EDGE gender certification. EDGE assesses five key workplace areas: assessment framework.) recruitment and promotion, leadership development, equal pay, flexible work arrangements, and overall company In addition, IFC embarked on its own EDGE gender culture. 209 Companies going through the EDGE gender assessment and certification process in an effort to “walk assessment process are able to benchmark and compare the talk” in regard to its clients’ and stakeholders’ efforts their assessment results against established international and to support internal corporate gender diversity. This standards of excellence and the results of other companies process involved conducting a staff survey and reviewing around the world. Based on companies’ performance on HR data and organizational policies and practices. In gender equality, an EDGE-approved third-party auditing January 2016, IFC headquarters, along with the World Bank firm then grants companies one of three levels of HQ, became the first international financial institution to certification, which helps companies gain international attain the EDGE gender certification. This was followed by credibility and recognition for their gender equality efforts. IFC country offices in Colombia, India, Mexico, and Turkey being certified in June 2016. As part of its SheWorks commitment, German technology company SAP SE committed to completing the EDGE Companies can choose from a range of assessment and gender assessment and certification process. SAP is now diagnostic tools depending on their needs, timelines, and the first technology company to become EDGE gender resource availability. Most of these tools are often country- certified at a global level, with 13 countries of SAP’s specific or regional, which might not allow companies to operations now EDGE gender certified.210 SAP focused on benchmark themselves against other companies in the recruitment and women in leadership, as well as tracking region or sector. In addition, these tools might not provide gender-disaggregated workforce, leadership, and independent, third-party gender equality certifications. promotions numbers. SAP also included in its People’s (For an in-depth look at the gender assessment tools and Survey key gender-related questions to gauge staff certification landscape, please refer to box 5.6; see also perceptions regarding gender equality. IFC’s Women’s Employment Advisory Offering, described in box 5.7.) Becoming EDGE gender certified helped the company gain recognition and show its commitment to fostering a gender-balanced workforce, which SAP believes is instrumental to a strong bottom line. With this gender certification, SAP believes that it is holding itself to the highest, most transparent international standards while also creating a road map that others in the tech industry can emulate.211 92 BOX 5.5 EDGE Gender Certification in Action— The Journey of NCS in Papua New Guinea NCS, an IFC client and the largest catering services company in Papua New Guinea, used the EDGE gender assessment methodology to identify areas of the business where it could support and drive greater gender equality. NCS, already a market leader in terms of gender equality in an otherwise challenging environment for women, had achieved a record 100 percent retention rate of women 12 months after return from maternity leave, gender parity through middle management, a strong record of promoting women, and a perception among staff that gender equality is important for the company to remain competitive in the market. NCS also became the first company in Papua New Guinea to adopt the Business Coalition for Women’s (BCFW) model policy on Family and Sexual Violence and embark on the White Ribbon Workplace Accreditation—bold and important steps in a country where an estimated 70 percent of women experience rape or assault during their lifetime. In addition to the EDGE gender assessment, NCS worked with IFC to further understand the root causes of gender inequality and develop an action plan. The IFC team conducted focus group discussions in three work sites, key informant interviews, a firm-wide staff engagement survey, and a literature review of good practices and companies that NCS could benchmark itself against. Following this comprehensive assessment, NCS developed a prioritized action plan focused on recruiting, retaining, and promoting talent, including getting more women in nontraditional roles. The company is now moving ahead with the implementation, monitoring, and evaluation of this action plan— and aims to seek the EDGE gender certification in the near future. Source: IFC Gender Secretariat, 2016 Companies can choose from a range of assessment and diagnostic tools depending on their needs, timelines, and resource availability. 93 BOX 5.6 Overview of Firm-Level Gender Equality Assessment and Certification Systems World Bank Group’s Gender Equity Model In 2003, the World Bank Group developed the Gender Equity Model (GEM) to promote gender equality in the private sector by building on good practices in four key areas: recruitment, career development, family-work balance, and sexual harassment policies. Since then, a fifth area was added for efforts to promote a nonsexist public image, such as through advertising campaigns. GEM was piloted in Mexico in 2003, followed by GEM replications and adaptations over the next eight years in 10 more countries, namely Argentina, Brazil, Chile, Colombia, Costa Rica, the Dominican Republic, Egypt, Paraguay, Turkey, and Uruguay, where it was often implemented in partnership with an overseeing government body. These GEMs are regional and do not provide an opportunity for companies to benchmark themselves globally and compare their gender equality progress with their peers and competitors around the world. GEM has perhaps been most successful in Turkey, where in partnership with KAGİDER, the Women Entrepreneurs Association of Turkey, and with technical assistance from the World Bank Group, FEM (the Turkish version of GEM) was launched in 2011. Leading Turkish companies, such as Boyner Group, The Coca-Cola Company, IBM, Siemens, and Vodafone, are now FEM certified. Other firm-level gender equality assessment and certification systems include Social Accountability International and UN Women’s Gender Equity Seal Certification System, which has so far certified companies in Jordan, and UNDP’s Gender Equality Seal Certification Programme for Public and Private Enterprises, through which the UNDP supports governments to help them reduce inequalities in the workplace by leveraging the role of the private sector. Similar to GEM, these certification systems are, for now, limited to specific regions and sectors. Self-Assessment Tools without Certification Companies can use free self-assessment tools such as: • Australia’s Workplace Gender Equality Agency’s Gender Equality Scorecard and Strategy Toolkit • InterAction’s Gender Audit Handbook • ILO's Manual for Gender Audit Facilitators: the ILO Participatory Gender Audit Methodology (PGA) • Opportunity Now’s Diversity and Wellbeing Benchmarking Survey • The Portuguese Commission for Equality in Labour and Employment (CITE)’s Self-Assessment Guide on Gender Equality in Companies • San Francisco Department on the Status of Women, Calvert Investments, and Verite’s Gender Equity Principles Self-Assessment • The Gender Equality Principles Assessment Tool (United States) • UN Global Compact’s tools, pioneered in Brazil and Serbia, to put the Women’s Empowerment Principles (WEPs) into practice. The UN Global Compact, UN Women, and the Inter-American Development Bank are in the process of developing a business-friendly, practical, and standardized diagnostic tool that enables WEPs signatories and other companies to assess their performance against the seven WEPs, identify gaps and opportunities in existing gender equality policies and programing, and benchmark progress against peers and industry standards. continues on next page 94 BOX 5.6 CONTINUED Other tools delve deeper into certain topics and aspects of gender equality. For example, the Swiss Federal Office for Gender Equality’s free Logib statistical tool calculates whether a firm is paying its female and male employees the same based on variables such as education and training levels, experience, seniority, function, and job profile. These tools do not provide an opportunity for companies to become gender equality certified and gain market credibility through third party verification or endorsement. Assessment and Certification: Gaining an EDGE over Competitors Economic Dividends for Gender Equality (EDGE), led by the EDGE Certified Foundation, is the leading global assessment methodology and business certification standard for gender equality at the workplace. Launched at the World Economic Forum in 2011, EDGE uses the following three sources of data to assess critical workplace areas: (a) statistics including HR data, (b) implemented policies and practices, and (c) experience as gauged by an employee survey. EDGE then triangulates these sources of information to examine the alignment and gaps between them so that a more holistic and effective gender equality strategy can be designed and implemented. The EDGE gender certification can be granted only by an approved third party auditing and certification body. The EDGE Certified Foundation is currently working with more than 150 companies in more than 40 countries and 22 industries. Sources: Australia’s WGEA’s Gender Strategy Toolkit. https://www.wgea.gov.au/lead/building-gender-equality-strategy EDGE Certified Foundation-approved certification bodies. http://www.edge-cert.org/certification/approved-bodies/ ILO. (2012). A manual for gender audit facilitators: The ILO participatory gender audit methodology (2nd Edition). http://www.ilo.org/gender/ Informationresources/WCMS_187411/lang--en/index.htm InterAction’s Gender Audit Handbook. https://www.interaction.org/sites/default/files/Gender%20Audit%20Handbook%202010%20Copy.pdf Logib. (2016). http://ec.europa.eu/justice/gender-equality/gender-pay-gap/depth-info/tools-gpg/logib-switzerland/index_en.htm Opportunity Now’s Diversity and Wellbeing Benchmarking Survey. http://workplace.bitc.org.uk/sites/default/files/faq_2015_benchmark.pdf The Portuguese Commission for Equality in Labour and Employment (CITE)’s Self-Assessment Guide on Gender Equality in Companies. http://www. cite.gov.pt/asstscite/downloads/acting4p.pdf San Francisco Department on the Status of Women, Calvert Investments, and Verite’s Gender Equity Principles Self-Assessment. http://sfgov.org/ dosw/women-workplace-3 Also see http://genderprinciples.org/about.php REPORTING ON PROGRESS on gender equality, gender-disaggregated data, and gender-related indicators. Reporting on GRI indicators Gender-Disaggregated Data and allows companies to understand and communicate at an Sustainability Reporting Initiatives international level their impact on gender equality not only in the workforce but also along the supply chain and in We know that reporting on progress is critical to fostering communities. Reporting mechanisms such as GRI can be workplace gender equality and getting the most out of critical for companies that want to attract and retain gender assessments, benchmarking, and certifications. employees and consumers. For example, many consumers One of the ways in which companies are successfully and express their preference for buying products and services meaningfully reporting on their gender equality initiatives from companies that promote gender equality and produce is through the Global Reporting Initiative (GRI), which is an their products in a sustainable manner. Many socially established, globally recognized framework for reporting responsible investment funds screen for gender 95 BOX 5.7 performance when selecting companies in which to invest, IFC Women’s Employment and rating agencies have also started applying gender- Advisory Offering related criteria.213 The assessment and results measurement journey of In its 2013–2014 Annual Report, SheWorks member NCS, a catering company in Papua New Guinea, is an Odebrecht Group’s Agroindustrial sugarcane and ethanol illustration of IFC’s Women’s Employment Advisory business dedicated a chapter on its gender diversity and Offering, which is focused on conducting diagnostics sustainability work. The section featured gender- and providing technical assistance to companies disaggregated data based on the GRI framework, including across multiple sectors in emerging markets. This data on salaries and remuneration, training, occupational offering includes a menu of diagnostic and advisory health and safety, as well as diversity indicators related to services that allow companies to assess where they job roles and functions, race, minority groups, and age.214 stand in terms of workforce gender equality. It then helps companies develop, implement, and monitor Biosev, another Brazilian sugar cane and ethanol company the results of an action plan to address corporate and the world’s second largest sugarcane processor, also gender gaps. (Companies can select positioning, reports on gender indicators based on the GRI framework branding, monitoring, and evaluation activities from as part of its annual sustainability report.215 Indicators the menu as well.) This advisory offering also include equal remuneration for women and men, diversity incorporates (a) a firm-level gender assessment; (b) and equal opportunity, staff turnover by gender, gender- development of a gender action-plan and assistance disaggregated data on employees by type and employment with plan implementation; and (c) capacity contract, and occupational health and safety data by gender.* strengthening support as well as assistance with creating strategic partnerships. The assessment Women’s Empowerment Principles: phase provides the data necessary for developing an Reporting on Progress action plan to implement gender-smart measures for increasing women’s employment opportunities Many companies—including SheWorks members Boyner and improving their working conditions. Group and The Coca-Cola Company and IFC client Tools used as part of the IFC Women’s Employment Schneider Electric—have gained international recognition Advisory Offering include: for their work to support gender equality because they are • Women in Leadership and Unconscious Bias able to measure and demonstrate evidence of their Training Tool progress over time. For companies seeking guidance on how to publicly report on the progress they have made • Mentoring and Networking Skills Building Tool toward putting the WEPs into practice, the UN Global • Effective Anti-Sexual Harassments Policies, Compact and UN Women have jointly produced gender- Practices and Grievance Mechanisms Tool Kit specific guidelines in the Women’s Empowerment Principles: • Gender-Smart Occupational Health and Safety Reporting on Progress.216 These guidelines offer practical Tool advice, general reporting approaches, and specific examples of disclosures and performance indicators for • Absenteeism, Presenteeism, and Turnover operationalizing the seven WEPs. Importantly, these Estimation Modelling Tool guidelines are aligned with established reporting • Financial Literacy and Management Training Tool frameworks such as the Global Reporting Initiative (GRI), Source: IFC Gender Secretariat. (2016). For more information, and can be integrated into the UN Global Compact please visit IFC Women’s Employment http://www.ifc.org/wps/ Communication on Progress. wcm/connect/Topics_Ext_Content/IFC_External_Corporate_Site/ Gender+at+IFC/Priorities/Employment/ *IFC. (2016). The Business Case for Women’s Employment in Agriculture. Forthcoming. 96 MONKEY BUSINESS IMAGES / SHUTTERSTOCK Reporting on progress is therefore central to the WEPs, and BOX 5.8 business leaders who have signed the WEPs CEO 217 Statement of Support have explicitly stated their intention The Seven WEPs Principles to measure and publicly report on their gender equality PRINCIPLE 1: Establish high-level corporate progress through WEPs Principle 7: “Measure and publicly leadership for gender equality report on progress to achieve gender equality.”218 They realize that tracking and reporting on progress allows them PRINCIPLE 2: Treat all women and men fairly at to publicly demonstrate to their stakeholders their work—respect and support human rights and commitment to gender equality and fulfillment of nondiscrimination compliance requirements to governments and others.219 It is also a prime opportunity for them to strengthen PRINCIPLE 3: Ensure the health, safety and community relations and trust by reporting on gender- well-being of all women and men workers related community impacts and initiatives.220 With a wide array of reporting frameworks out there, businesses can PRINCIPLE 4: Promote education, training and build on existing management systems or tailor new ones professional development for women to routinely gather gender-disaggregated data and monitor and benchmark their performance over time. PRINCIPLE 5: Implement enterprise development, Business leaders can take this process a step further and supply chain, and marketing practices that publicly communicate high-level results and impact, empower women backed by strong evidence. PRINCIPLE 6: Promote equality through community initiatives and advocacy PRINCIPLE 7: Measure and publicly report on progress to achieve gender equality Source: Women’s Empowerment Principles. (2016). http://weprinciples.org/ 97 Lessons Learned Assessments can be quite a lot of fun when the whole organization is involved and all employees—from senior leaders to managers and staff—are committed to making the assessment a success. In fact, often it is the process itself that can be more important than the end product (for example, an assessment report). This level of engagement can allow companies to see progress toward gender equality and diversity. For example, IFC’s communications campaign accompanying its EDGE gender assessment and employee survey announcement allowed IFC to benefit from a high survey response rate from both female and male employees. SheWorks members and partners, particularly the EDGE Certified Foundation, offer the following lessons and tips for companies seeking to conduct their own assessments: TRIANGULATE and gather data from a number of different sources, such as employee surveys, a review of company policies and practices, and HR data, to verify and confirm findings. Companies may have the best policies and HR data, but if employee perceptions and survey tell a different story then there is a need for further action. DISAGGREGATE data by gender to get an accurate picture of gender (in)equality in an organization. This important point cannot be reiterated enough. CONDUCT gender assessments by location, taking into account geographical and cultural contexts that may impact the work environment and corporate gender gaps. This is particularly valuable for companies that have their operations in multiple locations within a country and around the world. ENSURE that gender assessments are authentically referring to all employees, not just women. Including men in assessments and employee surveys is as critical as the role they play in enhancing and supporting gender equality. MEASURE AND ARTICULATE the specific benefits of gender assessments and equality for men as well. They should feel encouraged to participate in gender equality initiatives. ASK FOR HELP. Sometimes a third party working with the HR, diversity and inclusion, and sustainability staff can provide a more objective and neutral gender equality and corporate gender gap analysis. PRIORITZE. Some assessment and measurement tools are complex and sophisticated and might not be suitable for smaller companies or companies that do not have sufficient resources. Those companies need to prioritize their assessment needs and see what they can reasonably accomplish given their resource constraints. BE READY and able to follow up on key gender priority areas that emerge from the assessment. It is important to continue to assess and address these issues regularly. REMEMBER the journey is often more rewarding than the destination. An inclusive assessment process can start conversations and provide deeper insights and fresh takes on old issues. 98 ENDNOTES 208 The U.K. Equality Act 2010. http://www.legislation.gov.uk/ukpga/2010/15/ contents 195 EDGE Certified Foundation. (2016). www.edge-cert.org 209 EDGE Certified Foundation. (2016). www.edge-cert.org 196 EY. Value of Sustainability Reporting. http://www.ey.com/US/en/Services/ Specialty-Services/Climate-Change-and-Sustainability-Services/Value-of- 210 EDGE Certified Foundation. (2016). SAP Becomes First Multinational sustainability-reporting Technology Company to Receive Global Gender Equality Certification. http://www.edge-cert.org/sap-becomes-first-multinational-technology- 197 Mercer and EDGE Certified Foundation. (2016). When Women Thrive, company-receive-global-gender-equality-certification/ Businesses Thrive. Purchase here: http://www.mercer.com/our-thinking/ when-women-thrive-2016-report.html 211 SAP SE. (2016). 198 GRI and IFC. (2009). Embedding Gender in Sustainability Reporting: A 212 Germany has adapted the Swiss Logib model and developed Logib-D Practitioner’s Guide. https://www.globalreporting.org/resourcelibrary/ (Lohngleichheit im Betrieb Deutschland or Equal Pay within an Establish- Embedding-Gender-In-Sustainability-Reporting.pdf ment), which is a pay calculator and audit system developed by Germany’s Federal Ministry of Family Affairs, Senior Citizens, Women and Youth 199 Also see Workforce Institute. (2015). Strategies to Increase Women Lead- (BMFSFJ). For more information, visit http://www.bmfsfj.de/Redaktion ers in the Workplace. http://www.workforceinstitute.org/blog/strategies- BMFSFJ/Broschuerenstelle/Pdf-Anlagen/Logib-D-Lohngleichheit- women-leaders-workplace/ im-Betrieb-Deutschland-englisch,property=pdf,bereich=bmfsfj,sprache= 200 PricewaterhouseCoopers (PwC). (2014). Next Generation Diversity: Devel- en,rwb=true.pdf oping Tomorrow’s Female Leaders. http://www.pwc.com/gx/en/about/ 213 GRI and IFC. (2009). Embedding Gender in Sustainability Reporting: A diversity/women-at-pwc/internationalwomensday/next-gen-diversity- Practitioner’s Guide. https://www.globalreporting.org/resourcelibrary/ publication.html Embedding-Gender-In-Sustainability-Reporting.pdf 201 Workforce Institute. (2015). Strategies to Increase Women Leaders in the 214 Odebrecht Agroindustrial Annual Report 2013–2014, pp. 88–99. http:// Workplace. http://www.workforceinstitute.org/blog/strategies-women- www.odebrechtagroindustrial.com/sites/default/files/ra_agro_2013-2014. leaders-workplace/ pdf 202 GRI and IFC. (2009). Embedding Gender in Sustainability Reporting: A 215 Biosev Sustainability Report 2014–2015. http://www.biosev.com/wp- Practitioner’s Guide. https://www.globalreporting.org/resourcelibrary/ content/uploads/2015/10/Biosev_SustainabilityReport_2014_2015_ingles. Embedding-Gender-In-Sustainability-Reporting.pdf pdf 203 As discussed in Chapter 3, presenteeism refers to a situation in which an 216 Women’s Empowerment Principles: Reporting on Progress: employee is present but not fully productive at work due to, for example, http://weprinciples.org/Site/WepsGuidelines/. stress or demotivation associated with being a victim of sexual harass- Also see http://weprinciples.org/files/attachments/WEPs_Reporting ment. _Guidance_G4_Sept2014pdf.pdf and UN Global Compact COP. 204 Maternity return rates refers to seeing how many women return to work http://weprinciples.org/Site/CommunicationOnProgress/ after maternity leave and are still employed a year later. 217 Women’s Empowerment Principles: Overview. (2016). http://www.we 205 Mercer and EDGE Certified Foundation. (2015). When Women Thrive, principles.org/Site/PrincipleOverview/ Businesses Thrive. http://diversitywoman.com/wp-content/uploads/ 218 WEPs Principle 7: Measure and publicly report on progress to achieve 2014/11/Gender-Diversity-When-women-thrive-businesses-thrive- gender equality. http://weprinciples.org/Site/Principle7/ Mercer-1.pdf 219 WEPs Reporting on Progress: Guidance Document. http://weprinciples. 206 For more information on Logib, visit www.logib.ch org/files/attachments/WEPs_Reporting_Guidance_G4_Sept2014pdf.pdf 207 The Lilly Ledbetter Fair Pay Act 2009. https://www.eeoc.gov/eeoc/publi 220 Ibid. cations/brochure-equal_pay_and_ledbetter_act.cfm 99 ESB ESSENTIALS / SHUTTERSTOCK 100 CHAPTER 6 Leadership’s Public Commitment to Women’s Employment as a Smart Business Strategy Many companies come up with innovative, gender-smart The good news is that many business leaders recognize measures to promote women’s recruitment, retention, and that equal treatment of women and men is the right thing promotion. These measures are often backed by evidence to do and good for business. Many business leaders are and sound business case data and based on the results of “walking the talk”—dedicated to promoting gender equality rigorous and comprehensive diagnostics. Yet the best within their organizations and cultivating it in the larger intentions can fail to have the desired impact because they business community. Leaders often encourage and inspire lack one crucial ingredient: strong leadership commitment their peers, stakeholders, and partners to join the effort and and tone at the top. raise awareness about the issue through national and international platforms. Such platforms give business SheWorks members agree: all business leaders—from leaders the opportunities to speak about their gender board directors to CEOs and other members of senior management teams—have a critical role to play. By laying out the vision for what gender equality should look like in BOX 6.1 their organizations, they are able to promote effective change. This vision is unique to the culture and needs of each organization and serves to unite leadership, A Not-So-Fun Fact Perceived Leadership Commitment management, and staff efforts to move forward on to Gender Equality achieving gender equality in the workplace. The 2015 Women in the Workplace study is a comprehensive look at the state of women in corporate America. The study is the result of a partnership between LeanIn.Org and McKinsey & Company to encourage female leadership and foster gender equality in the workplace. Armed The good news is that with data collected from more than 100 U.S. many business leaders companies and nearly 30,000 employees, the study shows that one of the key barriers to gender recognize that equal equality in the workplace is the lack of leadership commitment. treatment of women 74% of companies reported that their and men in the CEOs are committed to gender diversity workplace is the right < 50% thing to do and good of employees believed it to be true for business. Source: Women in the Workplace. (2015). https:// womenintheworkplace.com/2015 101 equality efforts to a larger audience and gain recognition business leaders can take to leverage their influence and and support for their ongoing efforts. strengthen their organization’s commitment to gender equality. One such global platform is provided by the Women’s Empowerment Principles (WEPs), a joint initiative of THE BUSINESS CASE FOR SheWorks strategic partner the UN Global Compact and LEADERSHIP COMMITMENT AND UN Women that was launched on International Women’s PUBLIC AWARENESS Day in 2010. These seven principles, forged through a global multi-stakeholder consultative process and Staying Ahead of the Curve informed by real-life business practices, offer holistic guidance to business on how to empower women in the For SheWorks members, garnering and publicizing senior workplace, marketplace, and community. 221 leadership’s commitment to women’s recruitment, retention, and promotion is so critical that 10 out of 13 The WEPs emphasize the business case for workplace SheWorks members initially made and then fully delivered gender equality and provide a “gender lens” through which on this commitment. From Brazil to Kuwait to the United businesses can analyze and improve their current gender States, SheWorks members continue to make efforts both initiatives, benchmarks, and reporting practices. To date, at the national and international levels to build leadership more than 1,300 CEOs from around the world have signed support and momentum around the topic of gender the WEPs CEO Statement of Support, demonstrating their equality in the world of work. It allows companies to stay commitment to gender equality in the workplace, ahead of the curve, be recognized for their efforts, and gain marketplace, and community. CEOs who sign this a competitive advantage over other companies that are Statement commit to using the WEPs in their efforts to trying to do the same. advance gender equality, while encouraging other business leaders to implement the WEPs and use gender- Power, Influence, and Accountability disaggregated data in sustainability reporting. This chapter focuses on WEPs “Principle 1: Establish high-level corporate One of the main reasons why SheWorks members place leadership for gender equality,”222 and outlines the steps such high value on leadership support, endorsement, and commitment is because of their powerful position to bring about change. Members recognize that senior business leaders can influence key decisions and ensure that gender-smart policies are implemented throughout the Without leadership organization. If the policies do not have the desired impact, support, companies business leaders can hold staff accountable and provide strategic direction and vision for addressing corporate can have difficulties in gender gaps in attracting, retaining, and promoting the getting their gender best talent. Business leaders can influence ideas, opinions, and outcomes. Without leadership support, companies can equality efforts off the have difficulties in getting their gender equality efforts off the ground and reaping the associated business benefits. ground and reaping the associated At EY, a SheWorks member, a strong “tone at the top” from senior leaders holds executives accountable for the business benefits. development and advancement of women.223 EY’s commitment from the top can also be seen through its 102 BOX 6.2 “Be the change…” U.K.-based global gender consulting firm 20-first revealed in its 2014 annual gender balance scorecard study that men hold 83 percent of the executive committee positions within top U.S. companies, with 11 percent of women in staff roles and 6 percent in line roles.A In Europe’s top 100 companies, men hold 89 percent of executive committee jobs, and women hold 6 percent of staff roles and 5 percent are in line roles. In Asia, men hold 96 percent of senior roles, leaving 3 percent of women in staff roles and 1 percent in line roles. In these three regions combined, women hold only 11 percent of the 3,000 executive committee spots in the 300 companies surveyed. When asked to highlight the main cause of this global corporate gender imbalance, Avivah Wittenberg-Cox, 20-first’s CEO, advises those in corporate leadership roles to lead the change and reframe gender balance not as a women’s issue but a business issue.B Sources: A A line role is one that directly advances an organization in its core work. Line roles often include production, sales, and marketing functions. Staff roles support organizations with specialized advisory and support functions. Not all organizations follow this classification but most large companies are organized in this manner. B 20-first. (2014). Global Gender Balance Scorecard. http://20-first.com/wp-content/uploads/20-first-2014-Global-Gender-Balance- Scorecard.pdf; Guardian. (2014). When will women achieve gender equality in leadership at work? http://www.theguardian.com/sustainable- business/women-leadership-companies-equality-jobs Women. Fast forward initiative,224 which is supported by top stereotypes around women’s and men’s traditional roles in EY leaders including Global Vice Chair Beth Brooke- the workplace and society. Senior management’s public Marciniak, Global Vice Chair and Chair of Global Accounts commitment to gender equality and family-friendly Committee Uschi Schreiber, and Global Diversity and policies can contribute toward reinforcing the corporate Inclusiveness Officer Karyn Twaronite. brand and positioning the company as an employer of choice, thereby attracting (and retaining) the best talent in Setting an Example—Attracting and an increasingly challenging talent management landscape. Retaining the Best Talent The Ripple Effect Business leaders often lead by example, internally and externally, and model the behaviors and competencies to Often the roles and contributions of leaders extend beyond reflect the culture they would like to create within their the organizations that they lead. By making a public organizations. Research and the actions of recent high- commitment to gender equality and by endorsing and profile leaders have shown, for example, that when male raising awareness about the importance of women’s leaders take steps toward instituting and then availing employment as a smart business strategy, leaders can paid parental leave, staff follow suit. In these cases, leaders change mindsets of other leaders in the larger business become role models and contribute to breaking ecosystem and secure external financial and technical 103 support necessary to realize their vision for gender equality. awards have emerged to meet this growing demand and This ultimately results in benefits and cost savings for their need for public awareness, support, and recognition. businesses, employees, and communities. Signing the CEO Statement of Support for External and internal communications and awareness the WEPs225 raising efforts can also lead to strategic partnerships and communities of practice centered on sharing knowledge, CEOs of over 1,300 big and small companies operating in resources, and best practices. This process can enable different sectors and regions have signed onto the WEPs business leaders and their organizations to effectively and are demonstrating progress in putting the seven WEPs deliver on their corporate responsibility, equal opportunity, into practice. More than half of all SheWorks members are and sustainability commitments. This can not only enhance also signatories of the WEPs, achieving new heights in their the competitiveness of their companies but also create the progress on gender equality. Inspired by the WEPs mission broader economic and social conditions that provide equal and ability to bring together like-minded companies to opportunities for women and men, and foster sustainable share knowledge, SheWorks members Care.com, Gap Inc., development in the regions in which the companies and Odebrecht Group’s petrochemical arm Braskem signed operate. the WEPs CEO Statement of Support after joining SheWorks. Lower Hanging Fruit Gaining Recognition—Awards and Lists Public awareness efforts—in tandem with business leaders making a public commitment to support, endorse, and Awards present a perfect PR opportunity for companies to discuss the business benefits and various approaches to benchmark, share knowledge, gain recognition for gender gender equality—are one of the easier things companies equality efforts, and energize their existing and future can do while on the journey to better, more inclusive talent employees. Companies should therefore be alert for award management. Internal and external media campaigns, opportunities and apply to ones that are most aligned with meetings, and other messaging can jump-start gender their mission and vision for gender equality. When leaders equality programs, launch policies, secure staff and receive awards, they can highlight good practices and stakeholder buy-in, and gain momentum. Companies have inspire other companies to do better and more to foster a range of options at their disposal to make this happen. workplace gender equality. PROMISING PRACTICES SheWorks members have won external awards and gained recognition on regional and international platforms for With latest advances in technology and connectivity, the their efforts to foster workplace gender equality. For range of options available to companies (and their leaders) example, Cem Boyner, the CEO of SheWorks member and to communicate and raise awareness about gender one of Turkey’s largest retailers, Boyner Group, was the equality has significantly expanded. For example, to save recipient of the 2014 WEPs CEO Leadership Award at the time and resources, many companies are opting for WEPs Annual Meeting at the UN Headquarters in New York webinars that often include senior leadership remarks and City. The WEPs CEO Leadership Awards recognize business question and answer sessions. Webinars are useful because leaders for their championship of gender equality and their they can reach a wide audience spread across multiple concrete and innovative actions to put the WEPs into geographies and time zones. The business community is practice, such as community engagement, cultural change, also becoming more active in raising awareness, which is and benchmarking. why various regional and international initiatives and 104 “In Turkey, Gender Equality is one of the main issues with more than 700,000 employees. And, with our that lies ahead for our socio-economic advancement. 5by20 program, we’re striving to enable the economic There is still a lot to be achieved in this area and I empowerment of 5 million women entrepreneurs outside sincerely hope that the WEPs Leadership Award will our system by 2020.” influence others to take action and spread a culture of Muhtar Kent, Chairman of the Board and CEO, The — democracy in both working and political spheres.” Coca-Cola Company (SheWorks member) upon receiving the 2014 WEPs CEO Leadership Award231 Cem Boyner, CEO, Boyner Group (SheWorks member) — upon receiving the 2014 WEPs CEO Leadership Award226 Other global awards include the Catalyst Award, which annually honors innovative organizational approaches with Boyner Group was recognized with this prestigious award measurable results that address the recruitment, in the “Benchmarking for Change” category for its efforts to development, and advancement of women. Since 1987, embed accountability through meaningful metrics and Catalyst has recognized 85 initiatives at 79 organizations reporting to monitor the inclusion of women at all levels of around the world.232 SheWorks member Gap Inc. won the its operations. The award recognized that embedding 2016 Catalyst Award for its global initiative Women and gender equality into overall corporate sustainability Opportunity, which leverages Gap Inc.’s culture of equality through its Workplace Democracy initiative and creating and inclusion as a business tool to attract top talent, specific targets for this integration worked to strengthen advance women’s representation globally, increase Boyner Group’s gender equality strategy. This integration employee engagement and retention, and drive business resulted in a larger female employee base (51 percent in results.233 SheWorks member Ooredoo received the Women 2013) and 50 percent female representation in Boyner’s top Empowerment Award at the Global CSR Awards in 2015 for management positions. 227 its work in Indonesia and the GSMA Leadership in Industry Award 2015 for its work to empower women in Myanmar. Since the 2010 launch of the WEPs, seven out of 17 signatory corporations in Turkey, as of 2014, have been Some countries and industries have their own awards Boyner Group companies. 228 to reward and motivate companies and business leaders to do more and better on gender. The Belgium-based In 2014, SheWorks member The Coca-Cola Company’s CEO Wo.Men@Work Award recognizes CEOs who work hard Muhtar Kent received the WEPs CEO Leadership Award in to achieve gender equality within their companies.234 the “Community Engagement” category. The company was NASSCOM, India’s software and IT trade association, in recognized for applying the business case to long-term partnership with PricewaterhouseCoopers (PwC), runs the community investments and leveraging community annual NASSCOM Corporate Awards for Excellence in engagement to build participatory local programs, Gender Inclusivity. These awards encourage, recognize, and particularly the inclusive economic empowerment honor companies in India’s information technology (IT) initiative, 5by20.229, 230 Such awards provide companies with industry that have implemented policies to promote the opportunity to solidify and publicize their leadership inclusion.235 SheWorks member EY received the Business of commitment and gain public recognition and support for the Year Award at the United Kingdom’s 11th Annual Real their gender equality work. Business First Women Awards ceremony for going beyond statutory requirements in promoting and developing its “There’s just no way to address the global employment female workforce.236 EY also won the 2016 Top Employer for challenge without greater gender equality. Indeed, we Working Families Award in the United Kingdom in the will need everyone contributing if we are to reinvigorate “Organizational Policy and Practices” category. worldwide economic growth. As for Coca-Cola, our system is one of the world’s largest private employers, 105 BOX 6.3 The UN Global Compact Panel Pledge At the 2016 WEPs Annual Event, Lise Kingo, Executive Director of the UN Global Compact, announced the organization’s commitment to ending all-male panels by taking the #PanelPledge. As part of this pledge, the UN Global Compact will help advance gender equality by its commitment to not organizing or participating in all-male panels. When male employees from the organization are invited to speak at external events they are asked to call attention to the organization’s commitment to the panel pledge and inquire about the gender balance of the panel. In the event that it is an all-male panel, male employees can: • Insist that as a condition of acceptance, women are invited to participate in the panel in a meaningful way • Offer names of female colleagues that could speak on the relevant topic • Decline the speaking invitation • Attend the event and use the speaking opportunity to raise the importance of gender equality and point out the lack of gender diversity on the panel Organizations such as Chief Executive Women, International Geneva Gender Champions, Male Champions of Change, and the Women’s Leadership Institute Australia have also made similar pledges. Source: UN Global Compact. (2016). The End of All-Male Panels. http://www.unglobalcompact.org.au/2016/03/16/the-end-of-all-male-panels/ PHOTOGRAPHEE.EU / SHUTTERSTOCK 106 Companies can also institute internal awards to recognize the 2015 Working Mother 100 Best Companies in the U.S. individuals and teams that are committed to fostering list, with EY ranked in the top 10. EY was also recognized gender equality in their workplace as well as in their work by the Sunday Times as one of the Top 50 Employers for with clients. Internal awards can motivate employees and Women and one of the Best Places to Work for Women. At celebrate teams and individuals that are working hard to the regional level, SheWorks member Odebrecht Group’s foster gender equality. Internal awards can serve as signals petrochemical arm Braskem was featured as one of Love to employees that gender equality matters to business, Mondays’ top 10 companies to work for in Brazil.237 internally and externally. IFC’s CEO Gender Award is an example of an internal corporate gender-focused award. Partnering with Stock Exchanges This annual award presented by IFC’s Executive Vice President and CEO, recognizes IFC teams that have Historically, stock exchanges have played an important role created new business potential by addressing gender gaps in highlighting best practices and providing direction to and integrating gender in their work with more than companies to advance social performance through 2,000 IFC client companies around the world. The success voluntary sustainability disclosures, which often include and strategic importance of this award contributed to its disclosures related to gender.238 In fact, many exchanges are growth and led to steps being taken to mainstream it as making such disclosures a requirement for listed companies. part of IFC’s overall Corporate Awards Program. As a result, companies are reaching out to stock exchanges for additional guidance and collaboration. Below are a few Awards are just one of the many ways companies can examples of how stock exchanges can help: publicize their leadership’s commitment and efforts to achieve gender equality. Being featured on global, • As of 2012, the New Zealand Stock Exchange (NZX) prestigious lists and indices is also an effective approach started to require companies to report data on the and PR opportunity for companies to attract skilled gender breakdown of their boards and executives.239 employees, since it sends a clear message that the company and its senior leadership is committed to • The Australian Securities Exchange (ASX) requires listed fostering equal opportunities for women and men in the companies to report on their diversity polices, goals, and workplace. progress, or explain why they do not have such policies in place.240 SheWorks members have been featured on a number of lists since they joined the SheWorks partnership. For • The Hong Kong Stock Exchange has adopted a board example, SheWorks members EY and Intel were recognized diversity policy.241 for their efforts to support working parents and featured in SheWorks members find it valuable to communicate and raise awareness about the benefits of and their approach toward investing in women’s employment around International Women’s Day. 107 COURTESY OF ZULEKHA HOSPITALS Zulekha Hospitals’ senior management team and staff members celebrated their SheWorks membership on International Women’s Day 2015. Ringing the Bell for Gender Equality cumulative efforts of all these leaders—as well as the sharing of knowledge—have influenced how other Harnessing the power of global stock exchanges, in 2016 business leaders and stock exchanges can help advance IFC partnered with 33 stock exchanges around the world— gender equality within the workplace, throughout value as well as the Sustainable Stock Exchanges Initiative, the chains, and in the communities in which they operate. UN Global Compact, UN Women, the World Federation of Exchanges, and Women in ETFs242 to raise awareness Raising Awareness through Multiple about the importance of gender equality to sustainable Channels development and business by ringing an opening or closing bell at “Ring the Bell for Gender Equality” events. “Bells Publicly communicating about a company’s leadership ringing” across the globe highlighted the importance of commitment and gender equality efforts to its diverse women’s economic empowerment to business growth and stakeholders builds trust and enhances the corporate brand development, as well as the role the private sector can and reputation by positioning the company as women- and play in creating opportunities for women in the workplace, family-friendly. This can attract, motivate, and retain marketplace, and community. 243 These events were talented female and male employees, particularly attended by business leaders across regions and industries millennials who are known to prefer working for gender- who reinforced their commitments, shared and celebrated sensitive, family-friendly employers. Communication, progress, and stressed the importance of fostering gender positioning, and awareness raising can therefore become equality and equal opportunity in companies. The critical tools as the competition for talent intensifies. Many 108 SheWorks members and their senior management teams League of American Communications Professionals. The recognize the importance of communicating about the ad also placed 46th in the Top 100 Communication Works benefits of investing in women’s employment. As a result, of 2012. senior management teams across all SheWorks members and strategic partners frequently speak about the SheWorks member and UAE-based healthcare group importance of women’s employment as a smart business Zulekha Hospitals’ consistent communication efforts and strategy and publicly showcase their company’s efforts on senior leadership commitment have been raising the national and international media platforms, events, and company’s profile as an employer of choice for women. conferences. Zulekha Hospitals is not only very active on social media but it also holds annual celebrations to mark International SheWorks members find it particularly valuable to Women’s Day. The company’s senior management team communicate and raise awareness about the benefits regularly collaborates with other stakeholders in the of and their approach toward investing in women’s Middle East and North Africa (MENA) region, and employment around International Women’s Day. participated in the Women in Business and Management in SheWorks members have celebrated the occasion with MENA conference organized by SheWorks strategic partner senior management interviews and print and social media the International Labour Organization (ILO) in Muscat, campaigns. SheWorks member and Turkish retailer Boyner Oman. At this conference, Zulekha Hospitals Director of HR Group, for example, earned international recognition for its Vijaya Sen discussed practical solutions for businesses in special advertisements published on social media and in MENA to attract and retain qualified women in business national newspapers to mark International Women’s Day. and management, such as through public-private The company’s “What Women Want in Business Life” ad, partnerships and better policies to support working published on March 8, 2012, won the Gold Award in the full- parents. Sen also shared insights regarding how Zulekha page press ad category in the 2012 Spotlight Awards— Hospitals is promoting more women in senior leadership by Global Communication Competition organized by the identifying and creating more avenues for women’s active leadership participation. When business leaders share knowledge, best practices, and lessons learned, it benefits the entire business community. SheWorks member Care.com’s Founder, Chairwoman, and CEO Sheila Lirio Marcelo is also very active when it comes COURTESY OF KUWAIT ENERGY to sharing knowledge and best practices. She writes frequently as a LinkedIn Influencer244 and has spoken on the importance of supporting the care economy to increase women’s economic participation at various conferences, including Alibaba’s Global Conference on Women and Leadership, A.T. Kearney’s annual CEO Retreat, the Digital- Sara Akbar (right), CEO of Kuwait Energy, a SheWorks member and oil and gas company based in Kuwait, speaking at the Abu Life-Design (DLD) Conference, the White House United Dhabi International Petroleum Exhibition and Conference State of Women Summit, and the Women’s Private Equity (ADIPEC)’s Women in Industry Conference in 2015, which for the Summit, among others. first time included both women and men. During her one-on-one interview on stage, Akbar urged the audience to recognize the pivotal role of women in the growth and future success of oil and Senior management is also uniquely positioned to endorse gas. She also shared stories from her 20-plus year career in oil and gas, which included being the only female on the Kuwait Wild Well and enable the implementation of family-friendly policies Killers team, which was instrumental in extinguishing the Kuwait within their organizations and at the national level. For oil well fires in 1991. example, SheWorks member EY’s Global Chairman and 109 COURTESY OF ANDRES WONG / UN GLOBAL COMPACT SheWorks members and partners EDGE Certified Foundation, Care.com, SAP, and Gap Inc. in a panel discussion on women's employment at the 2015 WEPs Annual Event. member SAP SE, for example, co-sponsored the Women’s Leadership Summit 2015 with PwC, which focused on CEO Mark A. Weinberger participated in the White House building women’s leadership skills and entrepreneurial Summit for Working Families. He delivered remarks during spirit.246 SheWorks member Ooredoo, in partnership with the opening plenary panel “Family Matters” about the mobile operator association GSMA (Groupe Spéciale Mobile importance of workplace flexibility and support for working or GSM Association), organized Myanmar’s first conference parents. Zulekha Hospitals’ senior management is also to connect women with technology, since technology and committed to building a workplace that supports and innovation are key drivers for greater empowerment of nurtures families. During a ceremony held to reveal the women in Myanmar.247 In Qatar, Ooredoo and Qualcomm results of the Sharjah Baby-Friendly City Campaign (SBFC), Wireless Reach held a major event to launch a women-only Dr. Zulekha Daud, founder and chairperson of Zulekha mobile platform and app called SmartWoman that offers Hospitals, and Zanubia Shams, co-chairperson of the educational content, social networking, and social impact company, were recognized for their contributions toward information for women. The app’s purpose is to enable the Mother Friendly Workplace initiative, which led to women to connect and share knowledge; it will include Zulekha Hospitals being named as the most “mother- stories and articles from experts in various fields to help friendly” healthcare facility by the Sharjah Baby-Friendly women pinpoint what they need to do to improve their City Campaign. 245 business performance and generate employment opportunities.248 Such efforts have helped companies SheWorks members are also at the forefront of organizing position themselves as thought leaders and best practice conferences to bring experts together to discuss how to experts that are paving the way for other companies to move forward on the gender equality agenda. SheWorks scale efforts and deepen impact. 110 Overall, since joining SheWorks, senior management teams “We need decent, powerful men to step up beside across the diverse SheWorks membership have participated women to create a more gender equal world. The Male in (and at times organized) more than 100 national and Champions of Change strategy is about male leaders international events and given multiple interviews to advocating for and acting to advance gender equality. promote women’s employment as a smart business As one of the Male Champions of Change said: ‘Let’s not strategy. These international events and conferences pretend that there aren’t already established norms that include the ones organized by the Clinton Global Initiative, advantage men. Men invented the system. Men largely ILO, the World Economic Forum, and the UN, as well as run the system. Men need to change the system.’” other international, regional, and industry-specific events Elizabeth Broderick, former Australian Sex — such as the Ceres Conference, Mobile World Congress, Discrimination Commissioner and Founder of Male Women’s Foodservice Forum’s Annual Leadership Champions of Change250 Development Conference, and Women’s Forum for the Economy and Society. Many SheWorks members attend Another movement to engage men and boys in gender these international events and conferences to raise equality efforts is the HeForShe solidarity campaign awareness and influence policy makers and private sector created by UN Women. This campaign provides a platform companies beyond the SheWorks partnership. The on which men and boys can become change agents and awareness raising efforts of SheWorks members and their partners for gender equality while acknowledging the ways business leaders have been covered by renowned business in which they also benefit from it. HeForShe’s IMPACT magazines such as Forbes and print and TV platforms from 10X10X10 is a three- to five-year pilot effort to advance and San Francisco to London and Dubai. realize gender equality through top-down change, engaging global leaders across governments, the private We Need More Male Champions of Change! sector, and academia to serve as public champions for change.251 As part of IMPACT 10X10X10, each leader has A number of unique and innovative global initiatives are developed commitments that aim to deliver impact within bringing together multiple stakeholders to make real his organization. Leaders are also transparently reporting progress on gender equality. One that stands out in terms on progress throughout the IMPACT 10X10X10 pilot. At the of its impact, outreach, and novelty is the Male Champions World Economic Forum Annual Meeting in Davos, of Change initiative, 249 which has now been replicated in Switzerland, in 2016, 10 male CEOs and executives various countries and contexts. This initiative brings participating in IMPACT 10X10X10 released the inaugural together powerful male leaders and employers to better HeForShe Parity Report,252 a product of UN Women’s understand and advocate for eradicating gender gaps and HeForShe initiative that aims to mobilize men and boys to inequality and take concrete action to create a more achieve gender equality. Along with this report, the 10 male gender equal world and workplace. To date, these leaders—from AccorHotels, Barclays, Koç Holding, champions have highlighted such topics as tackling McKinsey & Company, PwC, Schneider Electric, Tupperware domestic violence as a workplace issue, gender Brands, Twitter, Unilever, and Vodafone—disclosed four key sustainability reporting, workplace flexibility, supporting data points: the share of women in their companies, the working parents, signing the WEPs, public advocacy for percentage of women in senior leadership roles, board gender equality, and encouraging other male peers and representation, and the percentage of new hires who are counterparts to join the initiative. women.253 In doing so, the leaders publicly reaffirmed their commitment to gender equality, transparency and accountability, measuring and reporting on progress and impact, and inspiring action from other employers. 111 Lessons Learned Leaders who are champions for gender equality can often be inundated with requests to participate in events and public speaking engagements, which can be taxing. SheWorks members advise companies and their leaders to be strategic, unique, and intentional when it comes to making and publicizing their commitment to gender equality. Being strategic also ensures that messages get to the right target audience. In this section, SheWorks members and partners share a few lessons that can help companies get the most out of their outreach efforts: PICK the right medium to have the right impact: whether it is print, broadcast, or social media, or whether business leaders choose to make public appearances and speeches to support gender equality, choose the right medium depending on the situation, message, and target audience. REGULARLY COLLECT AND PRESENT to senior management sound, gender-disaggregated business case data and evidence of impact to sustain their buy-in and to support the leadership’s efforts for workplace gender equality. APPOINT female and male spokespersons in the organization to be the leading voices on the topic of workplace gender equality. MAINSTREAM leadership messages internally and externally by developing a set of talking points and compiling business case data and examples ready for use by senior management. INVOLVE multiple stakeholders and partners. SheWorks members have collaborated with a number of internal and external partners and organizations, such as the Clinton Global Initiative (CGI), GSMA, ILO, Mercer, and PwC to further enhance their impact and outreach. ENCOURAGE others to sign up for the WEPs and share knowledge and best practices with like-minded business leaders to achieve sustainable change. 112 239 Ibid. ENDNOTES 240 Ibid. 221 Women’s Empowerment Principles. (2016). http://weprinciples.org 241 Hong Kong Exchanges And Clearing Limited Board Diversity Policy. 222 WEPs Principle 1: Establish high-level corporate leadership for gender https://www.hkex.com.hk/eng/exchange/corpgov/Documents/Board%20 equality. http://weprinciples.org/Site/Principle1/ diversity%20policy.pdf 223 EY. (2016). A Recognized Commitment to Women’s Leadership. http:// 242 ETFs or exchange traded funds are investment funds traded on stock www.ey.com/US/en/About-us/Our-people-and-culture/Diversity-and- exchanges just like stocks. inclusiveness/A-recognized-commitment-to-womens-leadership 243 The Sustainability Stock Exchange Initiative. http://www.sseinitiative.org/ 224 EY. (2016). Women. Fast Forward. http://www.ey.com/GL/en/Issues/ gender_equality_bell/ Business-environment/women-fast-forward See also IFC. (2016). IFC Rings the Bell for Gender Equality. http://www.ifc. 225 WEPs CEO Statement of Support, 2016. http://weprinciples.org/Site/ org/wps/wcm/connect/news_ext_content/ifc_external_corporate_site/ CeoOverview/ news+and+events/news/ifc+rings+the+bell+for+gender+equality 226 Women’s Empowerment Principles. (2014). WEPs Leadership Awards: 6th 244 For more information, visit Sheila Lirio Marcelo’s LinkedIn page. https:// Annual Women’s Empowerment Principles Event. http://weprinciples.org/ www.linkedin.com/today/author/0_0hzP_-CXQdpTMCclQLC5Vz?trk files/attachments/2014_WEPs_CEO_Leadership_Awards.pdf =prof-sm 227 Ibid. 245 Trade Arabia. (2015). Zulekha Hospitals named ‘most mother friendly’ facil- 228 Boyner Group. (2014). Cem Boyner Receives UN Leadership Award. http:// ity. http://htl.li/VQ4hP boynergrup.com/cem-boyner-receives-un-leadership-award/?lang=en 246 SAP SE. (2015). Women’s Leadership Summit 2015. http://events.sap.com/ 229 Women’s Empowerment Principles. (2014). WEPs Leadership Awards: 6th women-leadership-summit/en/home Annual Women’s Empowerment Principles Event. http://weprinciples.org/ 247 PR Newswire. (2014). Ooredoo Conference Connects Women with files/attachments/2014_WEPs_CEO_Leadership_Awards.pdf Technology in Myanmar. http://www.prnewswire.com/news-releases/ 230 The Coca-Cola Company. (2015). Infographic: 5by20 by the Numbers. ooredoo-conference-connects-women-with-technology-in-myanmar- http://www.coca-colacompany.com/stories/5by20/infographic-5by20- 280640012.html by-the-numbers/ 248 Qatar Tribune. (2015). Ooredoo to launch app for women, awards ‘Sheroes’. 231 Women’s Empowerment Principles. (2014). WEPs Leadership Awards: 6th http://archive.qatar-tribune.com/viewnews.aspx?n=986F730D-DFDD- Annual Women’s Empowerment Principles Event. http://weprinciples.org/ 4F69-9658-CBAFA433725D&d=20150310 files/attachments/2014_WEPs_CEO_Leadership_Awards.pdf 249 Male Champions of Change. http://malechampionsofchange.com/. See 232 The Catalyst Award. (2016). http://www.catalyst.org/catalyst-award also http://malechampionsofchange.com/wp-content/uploads/2016/03/ MCC-Progress-Report-2015.pdf 233 Gap Inc. Women and Opportunity Initiative. (2016). http://www.catalyst. org/knowledge/gap-inc-women-and-opportunity 250 Male Champions of Change. (2016). http://malechampionsofchange.com/ 234 The Wo.Men@Work Award. http://www.womenatworkaward.be/ 251 HeForShe. (2016). UN Women Solidarity Movement for Gender Equality. http://www.heforshe.org/~/media/heforshe/files/our%20mission/hefor 235 NASSCOM Corporate Awards for Excellence in Gender Inclusivity. (2016). she_overview_brief.pdf http://www.nasscom.in/diversity-and-inclusion-awards-2016 252 HeForShe. (2016). Parity Report 2016. http://www.heforshe.org/~/media/ 236 EY. (2015). Tackling misconceptions surrounding maternity leave. http:// heforshe/files/davos/heforshe_impact10x10x10_parityreport2016_ realbusiness.co.uk/article/30108-ey-tackling-misconceptions-surrounding- embargo.pdf maternity-leave 253 HeForShe. (2016). HeForShe IMPACT CEOs release gender parity data 237 Braskem on Love Monday’s Top 10 List of Companies to Work for in Brazil. at Davos 2016. http://www.heforshe.org/en/newsroom/news/davos- https://www.linkedin.com/hp/update/6112923243172155392 2016-live 238 WEPs Reporting on Progress: Guidance Document. (2014). http://we principles.org/files/attachments/WEPs_Reporting_Guidance_G4_ Sept2014pdf.pdf 113 KURHAN / SHUTTERSTOCK 114 Afterword: The Work Is Never Done T wo years. Thirteen companies. Forty-one natural resources, can be more vulnerable to climate commitments in six topic areas. The SheWorks change.257 Hence, more gender-sensitive strategies are global private sector partnership for women’s required to counter the adverse impact of climate employment accomplished a lot in two years: it advanced change on women’s employment opportunities and employment opportunities and improved working working conditions. conditions for more than 300,000 women by putting in place new and strengthening existing gender-smart • Helping redistribute childcare and elderly care recruitment, retention, and promotion policies and responsibilities evenly between members of households practices. Women’s employment numbers increased in to reduce women’s time spent on unpaid care work and more than 60 percent of SheWorks member companies. enhance their income earning potential. Despite their achievements, SheWorks members and partners recognize that there is more to do. There is a • Advancing women’s employment in fragile and conflict- particular need to address the disruptive changes 254 affected regions. brought on by the Fourth Industrial Revolution. The World Economic Forum (WEF) expects these changes to result in • Strengthening the role of businesses in meeting the a net loss of over 5 million jobs in 15 economies between Sustainable Development Goals, particularly goal 2015 and 2020, projected to adversely impact more women number 5 pertaining to gender equality. than men. 255 SheWorks members and partners hope that the SheWorks A few examples of where SheWorks members and partners partnership model and knowledge will inspire others to envision other large-scale partnerships and private, public, continue to take the lead and tackle these issues by and civil society actors can unite to reduce economic leveraging resources, networks, and knowledge to make gender gaps include: the world a better place for employees and business. • Leveraging the public sector’s role in supporting the ENDNOTES private sector’s efforts to advance women’s employment 254 The World Economic Forum (WEF) states that a number of disruptive changes will accompany the Fourth Industrial Revolution. The WEF globally. states that: “Developments in previously disjointed fields such as artificial intelligence and machine learning, robotics, nanotechnology, 3D printing and genetics, and biotechnology are all building on and amplifying one another. Smart systems—homes, factories, farms, grids or entire cit- • Eradicating existing legal barriers to women’s employment, ies—will help tackle problems ranging from supply chain management to climate change. Concurrent to this technological revolution are a set which have been well-documented by the World Bank of broader socio-economic, geopolitical and demographic developments, with nearly equivalent impact to the technological factors.” Source: Group’s Women, Business and the Law initiative.256 World Economic Forum. (2016). The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution. http:// www3.weforum.org/docs/WEF_Future_of_Jobs.pdf • Gauging and mitigating the negative impact of climate 255 World Economic Forum. (2016). The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution. http:// change on women’s employment and access to natural www3.weforum.org/docs/WEF_Future_of_Jobs.pdf resources such as water in emerging markets. UN (2009) 256 World Bank Group. (2016). Women, Business and the Law. http://wbl. worldbank.org/ research shows that women and their livelihoods, 257 UN Women Watch. (2009). Fact Sheet: Women, Gender Equality and especially in rural areas and in professions that rely on Climate Change. http://www.un.org/womenwatch/feature/climate_ change/downloads/Women_and_Climate_Change_Factsheet.pdf 115 MIMAGEPHOTOGRAPHY / SHUTTERSTOCK 116 Appendix A: Bibliography 20-first. (2014). Global Gender Balance Scorecard. 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South African Companies Awarded for unglobalcompact.org.au/2016/03/16/the-end-of-all- Commitment to End Sexual Harassment in the male-panels/ Workplace. http://www.unwomen.org/en/news/ stories/2011/3/south-african-companies-awarded-for- commitment-to-end-sexual-harassment-in-the- workplace 125 ———. (2012). Fast facts: statistics on violence against WEConnect International. (2013). Commitment to action women and girls (End VAW Now blog). http://www. to spend $1.5bn with women owned businesses endvawnow.org/en/articles/299-fast-facts-statistics- launched at Clinton Global Initiative annual meeting. on-violence-against-women-and-girls-.html https://weconnectinternational.org/en/network/ europe/united-kingdom/news-and-events/ ———. (2015). Facts and Figures: Economic Empowerment. commitment-to-action-to-spend-us-1-5bn-with- http://www.unwomen.org/en/what-we-do/ women-owned-businesses-launched-at-clinton- economic-empowerment/facts-and-figures global-initiative-annual-meeting UN Women Watch. (2009). Fact Sheet: Women, Gender Weinberger, M. (2015). Let’s not wait a century: 3 ways to Equality and Climate Change. http://www.un.org/ close the gender gap now. https://www.weforum.org/ womenwatch/feature/climate_change/downloads/ agenda/2015/12/lets-not-wait-a-century-three-ways- Women_and_Climate_Change_Factsheet.pdf to-close-the-gender-gap-right-now/ Unilever. (2015). Enhancing Livelihoods, Advancing Human Women’s World Banking. (2016). Unlocking Women’s Value Rights. https://www.unilever.com/Images/slp- in the Corporate Value Chain. https://www. unilever-human-rights-report-2015_tcm244-437226_1_ womensworldbanking.org/news/blog/unlocking- en.pdf womens-value-in-the-corporate-value-chain/ ———. (2016). Upholding Diversity. https://www.unilever. Women Working Worldwide. (2004). Garment Industry com/sustainable-living/the-sustainable-living-plan/ Supply Chains. http://www.women-ww.org/ enhancing-livelihoods/opportunities-for-women/ documents/www_education_pack.pdf upholding-diversity/ Workforce Institute. (2015). Strategies to Increase Women Valeo. (2016). Valeo Suppliers Portal. https://suppliers. Leaders in the Workplace. http://www. valeo.com/suppliers/ workforceinstitute.org/blog/strategies-women- Van Deusen, F., J. Ladge, J. James, and B. Harrington. leaders-workplace/ (2008). Building the Business Case for Work-Life World Bank Group. (2011). World Development Report Programs. Boston College Center for Work & Family. 2012: Gender Equality and Development. https:// https://www.bc.edu/content/dam/files/centers/cwf/ siteresources.worldbank.org/INTWDR2012/ research/pdf/BCCWF_Business_Case_EBS.pdf Resources/7778105-1299699968583/7786210- Washington Times. (2010). More men file workplace sexual 1315936222006/Complete-Report.pdf harassment claims. http://www.washingtontimes. ———. (2014). Gender At Work: A Companion to the World com/news/2010/mar/4/more-men-file-workplace- Development Report on Jobs. http://documents. sexual-harassment-claims/ worldbank.org/curated/en/884131468332686103/ The White House. (2016). Fact Sheet: White House Gender-at-work-a-companion-to-the-world- Announces New Commitments to the Equal Pay development-report-on-jobs Pledge. https://www.whitehouse.gov/the-press- ———. (2014). IFC Launches “She Works” Partnership to office/2016/08/26/fact-sheet-white-house- Advance Women in Private Sector. http://www. announces-new-commitments-equal-pay-pledge worldbank.org/en/news/feature/2014/09/22/ifc- Working Parent Support Coalition. (2016). http:// launches-she-works-partnership-to-advance-women- workingparentsupportcoalition.launchrock.com/ in-private-sector Also see www.ifc.org/sheworks for more details. 126 ———. (2015). Gender Strategy 2016-2023: Gender Equality, Poverty Reduction, and Inclusive Growth. http:// documents.worldbank.org/curated/ en/820851467992505410/pdf/102114-REVISED-PUBLIC- WBG-Gender-Strategy.pdf ———. (2015). Violence Against Women and Girls Resource Guide: Transport Brief. http://www.vawgresourceguide. org/sites/default/files/briefs/vawg_resource_guide_ transport_brief_formattedv3.pdf ———. (2016). Women, Business and the Law. http://wbl. worldbank.org/ World Bank Group and AusAid. (2013). Gender and Public Transport: Kathmandu, Nepal. http://documents. worldbank.org/curated/en/558581468053931803/ Gender-and-public-transport-Kathmandu-Nepal World Bank Group and IFC (International Finance Corporation). (2003). Company Codes of Conduct and International Standards: An Analytical Comparison Part I: http://siteresources.worldbank.org/INTPSD/ Resources/CSR/Company_Codes_of_Conduct.pdf ; Part II: http://siteresources.worldbank.org/INTPSD/ Resources/Angola/Angola_CompanyCodesofConduct. pdf WEF (World Economic Forum). (2015). Global Gender Gap Report: UAE. http://reports.weforum.org/global- gender-gap-report-2015/economies/#economy=ARE ———. (2015). Global Gender Gap Report 2015. http://www3. weforum.org/docs/GGGR2015/cover.pdf ———. (2016). The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution. http://www3.weforum.org/docs/WEF_Future_of_Jobs. pdf Yale Global. (2014). Women More Educated than Men But Still Paid Less. http://yaleglobal.yale.edu/content/ women-more-educated-men-still-paid-less-men 127 Appendix B: Reading Guides This section consolidates the reading guides that were SPONSORSHIP AND MENTORSHIP: produced to support the learning events and webinars A READING GUIDE organized during the two-year SheWorks partnership. These events aimed to enhance SheWorks members’ What Is Sponsorship? knowledge on topics of interest related to investing in women’s employment. These events also provided Center for Talent Innovation. (2011). The Sponsor Effect: members and partners a platform to exchange ideas, share Breaking Through the Last Glass Ceiling. New York, NY: CTI. knowledge, and collaborate. The reading guides are in the following order: EY. (2011). Corporate Sponsor as a Hero: Advancing Women into Leadership Roles. http://www.ey.com/Publication/ • Sponsorship and Mentorship Programs to Advance vwLUAssets/EY-The-corporate-sponsor-as-hero/$FILE/ Women in Leadership EY-The-corporate-sponsor-as-hero.pdf This EY report explores the meaning of sponsorship and • Effective Women’s Networks and Employee Resource the characteristics of sponsors. Senior leaders—male and Groups (ERGs) female—interviewed in this report are taking concrete steps to advance women into leadership positions in • Parental Leave and Maternity and Parental Leave Return their organizations, often in the face of cultural and Schemes social challenges. • Effective Anti-Sexual Harassment Mechanisms The Business Case • Equal Pay for Equal Work Barsh, J., and L. Yee. (2011). Changing companies’ minds about women. McKinsey & Company. http://www. mckinsey.com/careers/women/~/media/Reports/Women/ Changing_companies_minds_about_women.ashx In this report, McKinsey reveals that the experience of companies making progress toward advancing women into senior leadership suggests that greater rigor in people processes—more data, targets that push women into consideration for key roles, a company-specific business case for women, better sponsorship approaches—can make a difference to the bottom line: companies gain business benefits from a diverse senior team. The authors also offer suggestions on how to rethink sponsorship for women. 128 Workplace Gender Equality Agency, Government of Hewlett, S. A., M. Marshall, L. Sherbin, and B. Adachi. (2012). Australia. (2013). Supporting careers: mentoring or Sponsor Effect 2.0: Road Maps for Sponsors and Protégés. sponsorship? A Perspective Paper. http://apo.org.au/files/ New York, NY: Center for Talent Innovation. Resource/WGEA_SupportingCareersMentoringOr This detailed publication charts out separate road maps for Sponsorship_Mar_2014.pdf sponsors and protégés and highlights the importance of This paper illustrates the business case for gender diversity fostering a corporate work environment that is conducive to and the goals, expected outcomes, and benefits of sponsorship and ensures that the best and most qualified sponsorship to organizations. It also provides a list of talent rises to the top. Effective programs: recommendations for organizations seeking to implement • Make clear the sponsorship imperative sponsorship programs. Fostering a workforce that promotes • Generate awareness and understanding of the gender equality can help organizations: sponsorship dynamic • Attract the best employees • Create opportunities for senior management to engage • Reduce cost of staff turnover with up-and-comers • Enhance organizational performance and reputation • Improve access to target markets Media Articles • Minimize legal risks Fisher, A. (2012). Got a mentor? Good. Now find a sponsor. • Engage men Fortune. http://fortune.com/2012/09/21/got-a-mentor- For more information on the business case for gender good-now-find-a-sponsor/ diversity, visit https://www.wgea.gov.au/sites/default/ Citing research from Catalyst, a nonprofit that promotes files/2013-04-29%20BRANDED%20FINAL%20 inclusive workplaces for women, the author highlights five businesscase%20for%20web.pdf practical ways in which women find sponsors. Road Maps Zimmerman, A. (2013). Sponsorship: it’s not who you know, Hewlett, S. A. (2013). Forget a Mentor, Find a Sponsor: The but who knows you. Guardian. http://www.theguardian. New Way to Fast-Track Your Career. Boston, MA: Harvard com/women-in-leadership/2013/jul/08/sponsorship-who- Business Review Press. http://www.sylviaannhewlett.com/ knows-you find-a-sponsor.html The author makes a case for sponsorship and provides tips In this practical book, economist Sylvia Ann Hewlett mixes for attracting a sponsor. data with real-life narratives and reveals the “two-way street” that makes sponsorship a strong and mutually beneficial alliance that can help individuals fast-track their careers. A seven-step map guides readers toward finding and retaining sponsors, getting the best out of the relationship, and avoiding pitfalls. Hewlett, S. A., M. Marshall, and L. Sherbin. (2011). The Relationship You Need to Get Right. Harvard Business Review. https://hbr.org/2011/10/the-relationship-you- need-to-get-right The authors delve into the dynamics of the sponsor-protégé relationship and their distinct roles and responsibilities by presenting real-life examples from the corporate world. The authors also present an easy-to-follow sponsor-protégé checklist. 129 Case Studies UNITED STATES Schulte, B. (2013). Major national companies try ‘sponsorship’ as new hammer to break glass ceiling. Washington Post. http://wapo.st/174Azlk This article presents Washington, DC, law firm Crowell & Moring as a case study. The firm recognized the importance of sponsorship and partnered with the Center for Talent Innovation and 16 other private sector organizations to establish successful sponsorship programs for women. The article highlights how the firm dealt with unconscious bias, the “Tiara Syndrome,” the “Marzipan layer,” and other challenges while ingraining a culture of sponsorship. GLOBAL Kohler, J., H. Foust-Cummings, and S. Dinolfo. (2011). Sponsoring Women to Success. Catalyst. http://www. catalyst.org/system/files/sponsoring_women_to_success. pdf For this research study, Catalyst conducted one-hour interviews with 93 executives and high performers at six top global organizations to better understand sponsorship, its associated benefits, and how organizations can build more transparency around sponsorship. Other related resources: Catalyst has a Knowledge Center Resource on sponsorship and mentoring that allows companies seeking to establish sponsorship or mentorship programs, to search and access reports, tools, and other materials by year, regional focus, and resource type: http://www.catalyst.org/knowledge/ topics/sponsorshipmentoring 130 EFFECTIVE WOMEN’S NETWORKS The Business Case AND EMPLOYEE RESOURCE GROUPS: A READING GUIDE Brown, J. (2012). The Best Opportunity You’ve Never Heard About: ERGs and the Development of Next Generation of What Are Employee Networks (Affinity Groups Women Leaders. Jennifer Brown Consulting. http:// or Business-Employee Resource Groups)? jenniferbrownconsulting.com/wp-content/ uploads/2010/08/JBC_Unlocking_Potential_of_ERGs.pdf Diversity Inc. (2012). Resource Groups 101: A Primer on In this brief, Jennifer Brown, CEO and founder of Jennifer Starting Them and Using Them for Business Goals. http:// Brown Consulting firm, focuses on workplace and talent and www.diversityinc.com/resource-groups-2/resource- provides five insights for women on utilizing the power of groups-101-a-primer-on-starting-them-using-them-for- ERGs for leadership development. Cutting-edge ERGs can business-goals/ result in a win-win situation for the company and network This guide provides key definitions (including why top participants. The company wins because ERGs have the companies have chosen to use the word resource to ability to create and support new business opportunities. emphasize the value of employee resource groups or ERGs Network members, particularly women, benefit because to driving the business mission) and advice on how to start these opportunities require an intense level of project ERGs, appoint an executive sponsor, increase membership, management, collaboration, and leadership, which present and measure success. executive development opportunities. Mercer. (2011). ERGs Come of Age: The Evolution of Diversity Inc. (2012). The Business Benefits of Resource Employee Resource Groups: A study by Mercer’s Global Groups. http://www.diversityinc.com/resource-groups-2/ Equality, Diversity, and Inclusion Practice. Mercer & the-business-benefits-of-employee-resource-groups/ Industrial Relations Counselor. http://www.hr.com/en/ This article highlights four key reasons (business benefits) communities/employee-affinity-groups-see-resurgence- why companies need resource groups: recruitment, retention, in-popular_gjf2iqps.html talent development, and market outreach. In this study, Mercer surveyed 64 employers (from Australia, Japan, the United Kingdom, and the United States) and McCarthy, H. (2004). Girlfriends in High Places: How interviewed ERG program managers in 10 of those women’s networks are changing the workplace. http:// organizations. The study reveals that ERGs are thriving and www.thresholds.co.uk/files/8713/5109/2747/Girlfriends_in_ companies are committing substantial capital and human High_Places.pdf resources to ERGs. The most dynamic ERGs attribute their Helen McCarthy discusses how women’s networks are a growth to aligning their mission with the corporate interests resource for both staff and employers, rich in human, through activities with (a) direct impact on business intellectual, and social capital. ERGs foster diversity and give operations (e.g., marketing, product development), (b) talent employees a voice while (as McCarthy states in chapter 5, acquisition and development, and (c) workforce diversity and “The Bottom Line”) resulting in business benefits for inclusion. For example, input from the women’s leadership employers. This research was conducted through case network at McDonald’s led to the introduction of innovative studies of women’s networks in the British senior civil products such as salads and smoothies. The study also service, expert interviews, and a survey of 235 professional highlights that the business case needs to be communicated women drawn largely from the British public sector. to senior management so that more resources can be dedicated to ERGs. Nonfinancial recognition can be powerful motivators for involvement in ERGs, especially public recognition from senior management. 131 The “How To” drive talent and business. To realize this commitment, ERGs should: Jennifer Brown Consulting and Cisco. (2010). Employee • Build trust Resource Groups that Drive Business. https://www.cisco. • Define value proposition com/web/about/ac49/ac55/docs/ERGreportEXTERNAL.pdf • Become a cultural competency engine The section “Best Practices to ‘Next’ Practices” provides • Expand executive sponsorship and accountability roles steps to help companies take their ERGs to the next level. • Cultivate strategic relationships These include: • Become part of corporate governance • Positioning and rebranding ERGs as a core cultural • Educate and reach out to diverse members competency engine required for business expansion • Expanding executive sponsor support and building Global Case Studies strategic partnerships within and outside the organization • Raising the profile of ERG leadership positions and Jennifer Brown Consulting & Cisco. (2010). Employee providing leadership training and support to them Resource Groups that Drive Business. https://www.cisco. • Mentoring, sponsoring, and including a percentage of ERG com/web/about/ac49/ac55/docs/ERGreportEXTERNAL.pdf strong performers in talent reviews This analysis highlights ways in which various ERGs • Including ‘‘diversity and inclusion” competencies and ERG worldwide and across industries are supporting business. participation in performance appraisal criteria Case study examples include Best Buy, Cisco, Colgate- • Establishing metrics in every ERG’s strategic plan Palmolive, Deloitte, Johnson & Johnson, among others and highlight the impact of ERGs on a host of business areas, Next-generation metrics can include tracking business including product development, marketing, government development opportunities and sales revenue; encouraging relations and policy, recruitment and retention, HR and product development, marketing, recruitment, and retention; professional development, global presence, community and diversifying the supplier base without losing sight of outreach, assimilation, and supplier diversity. basic metrics, such as number of network events, attendance, size of membership, and more. Things like a Marcel, M. (2013). How Women’s Resource Groups Around sense of community, common purpose, learning the World are Driving Business Outcomes. Language and enhancement, and relationship building are difficult to Culture Worldwide, LLC. http://www.slideshare.net/ measure, yet can make all the difference in retaining an LCWslideshare/how-womens-resource-groups-around- employee or emerging leader. The absence of a defined mold the-world-are-driving-business-outcomes-ppt is an opportunity for ERGs and their companies to create In this PowerPoint presentation, Marcel, the co-founder of metrics that appropriately reflect their specific customer consulting firm Language and Culture Worldwide, presents segments, culture, and business goals. data and case studies of how different companies in countries across the world are driving business success Llopis, G. (2012). 7 Ways to Enable Your Employee Resource through women’s networks. Examples include Accenture in Groups into a Powerful Advancement Platform. Forbes. India, Commonwealth Bank in Australia, HP in Saudi Arabia, http://www.forbes.com/sites/glennllopis/2012/06/18/7- Procter & Gamble in China, Siemens in Germany, and a host ways-to-enable-your-employee-resource-groups-into-a- of other companies, countries, and contexts where women’s powerful-advancement-platform/ networks have improved recruitment, retention, promotion, Glenn Llopis, founder of Glenn Llopis Group (a thought training, and coaching opportunities, and ultimately, the leadership, human capital, and business strategy bottom line. consultancy), offers guidance on how ERGs can move beyond being social networks to becoming powerful platforms that 132 PARENTAL LEAVE AND MATERNITY/ Marinner, C. (2015). Workplace and money worries thwart PARENTAL LEAVE RETURN dads’ wish to stay home with kids. http://www.smh.com. SCHEMES: A READING GUIDE au/national/workplace-and-money-worries-thwart-dads- wish-to-stay-home-with-kids-20150904-gjf3ra. Overview html?stb=fb&post_id=10153671606166337_101536716061263 37#_= Grimshaw, D., and J. Rubery. (2015). The motherhood pay Women feel more confident returning to work once their gap: A review of the issues, theory and international baby is six months old if the father is taking over as primary evidence. ILO Geneva and the University of Manchester. caregiver, according to Monash University lecturer Samone http://www.ilo.org/wcmsp5/groups/public/---dgreports/- McCurdy, who surveyed 950 fathers and 14 couples to --dcomm/---publ/documents/publication/wcms_348041. establish what prevents men from becoming primary pdf caregivers and what would enable them to do so. This study discusses measurement issues with the motherhood pay gap, provides evidence of a wage premium McGregor, J. (2014). When “good” maternity leave programs for fathers, and explains the motherhood pay gap. Part six can actually hurt women. Washington Post. http://www. includes recommendations, such as: washingtonpost.com/news/on-leadership/wp/2014/11/06/ • Job-protected parental leave when-good-maternity-leave-programs-can-actually- • Accessibility of childcare hurt-women/ • Right to flexible work According to Mercer’s research, the initiatives can have a • Progressive cultural context supportive of maternal negative effect when companies institute benefits such as employment generous maternity leaves and flexible work arrangements • Tax benefits but don’t follow them up with proactive management that • Affirmative action hiring and promotion practices helps women get back on the leadership track. • Addressing the implementation gap in family and social policies Miller, C. C. (2015). When Family-Friendly Policies Backfire. New York Times. http://www.nytimes.com/2015/05/26/ Lewis, S., B. Stumbitz, L. Miles, and J. Rouse. (2014). upshot/when-family-friendly-policies-backfire. Maternity protection in SMEs: an international review. ILO. html?smprod=nytcore-ipad&smid=nytcore-ipad-share&_ http://www.ilo.org/global/publications/ilo-bookstore/ r=0&abt=0002&abg=1 order-online/books/WCMS_312783/lang--en/index.htm Family-friendly policies can help parents balance jobs and This report addresses the questions of how, to what extent, responsibilities at home but can discourage employers from and under what conditions maternity protection in SMEs can hiring women because they fear women will leave for long generate positive outcomes for larger enterprises and the periods or use expensive benefits. One strategy is to make broader society, considering implications for policy and these policies gender neutral. practice. 133 U.K. Equality and Human Rights Commission. (2014). Guilford, G. (2014). The economic case for paternity leave. Pregnancy and Maternity-Related Discrimination and Quartz. http://qz.com/266841/economic-case-for- Disadvantage. First findings: Surveys of Employers and paternity-leave/ Mothers. https://www.gov.uk/government/uploads/ Giving men an incentive to take paternity leave can get system/uploads/attachment_data/file/448162/BIS-15-447- women back in the workforce quicker and boost their pregnancy-and-maternity-related-discrimination-and- long-term earning potential. If women worked at the same disadvantage.pdf rates men do, according to Organisation of Economic The results of this report are based on interviews with 3,034 Co-operation and Development (OECD) calculations, employers and 3,254 mothers in the United Kingdom and average GDP across the OECD would go up by 12 percent. touch upon issues such as (a) employers’ and mothers’ For companies, losing workers to motherhood limits the experiences of the management of pregnancy, maternity, and return on investment in those lost workers’ training and hits mothers, return to work; (b) pregnancy issues at productivity, as companies spend resources on replacing lost recruitment; (c) support during pregnancy, maternity and employees and then training new workers. return to work; (d) health and risks; (e) maintaining contact during maternity leave; (f) requests for flexible work; (g) ILO. Work and Family: Creating a family-friendly workplace. redundancy and dismissals; and (h) raising complaints. http://www.ilo.org/wcmsp5/groups/public/---dgreports/- --gender/documents/briefingnote/wcms_410189.pdf and The Business Case ILO. Maternity, Paternity at Work: Baby steps towards achieving big results. http://www.ilo.org/wcmsp5/groups/ Clement, D. (2015). Firms get wise to parental leave. New public/---dgreports/---gender/documents/briefingnote/ Zealand Herald. http://www.nzherald.co.nz/business/ wcms_410183.pdf news/article.cfm?c_id=3&objectid=11439961 These brochures highlight the business benefits of creating Firms such as Vodafone and Coca-Cola Amantil (bottlers in effective maternity packages and family-friendly workplaces New Zealand) are going above and beyond statutory leave and include different ways in which employers can succeed in requirements for their working parents. They acknowledge it doing so. Recommendations include (a) ensuring employment costs more to employ and train a replacement worker than it protection, (b) creating a family-friendly work culture, (c) does to give paid parental leave. providing health protection at the workplace, (d) developing re-entry programs, (e) offering paternity leave, (f) offering Gillett, R. (2015). The science behind why paid parental child and elderly care, and (g) implementing statutory and leave is good for everyone. Business Insider. http://www. non-statutory leave packages. businessinsider.com/scientific-proof-paid-parental-leave- is-good-for-everyone#ixzz3iQVDZhx7 Miller, C. C. (2015). The Economic Benefits of Paid Parental The rate at which new mothers left Google fell by 50 percent Leave. New York Times. http://www.nytimes. when in 2007 it increased paid maternity leave from 12 com/2015/02/01/upshot/the-economic-benefits-of-paid- weeks to 18 weeks, avoiding costly turnover. Paternity leave parental-leave.html?_r=0&abt=0002&abg=1 has a direct impact on women’s earnings (for example, in Economists have found that with paid leave, more people Sweden). More than 90 percent of employers affected by take time off, particularly low-income parents who may have California’s paid family leave initiative reported either positive taken no leave or dropped out of the work force. Paid leave or no noticeable effect on profitability, turnover, and morale. raises the probability that mothers return to employment and then work more hours and earn higher wages. 134 U.S. Department of Labor. (2015). The Cost of Doing IBEC (Irish Business and Employers Confederation). Nothing: The Price We All Pay without Paid Leave Policies (2010). Maternity and Parenting Tool. http://agenda.ibec. to Support America’s 21st Century Working Families. http:// ie/11f0p6zx8oi www.dol.gov/featured/paidleave/cost-of-doing-nothing- Tools and guidance for positively managing maternity and report.pdf parenting in an organization. This report provides a detailed cost-benefit analysis of providing paid parental leave and confirms that even modest ILO. (2015). Maternity Protection Resource Package. http:// investments in such policies can lead to much larger benefits mprp.itcilo.org/pages/en/introduction.html (and cost savings) for workers, families, businesses, and This Maternity Protection Resource Package is designed to economies. consolidate tools, expertise, and knowledge concerning maternity protection at work. It serves as a resource guide The “How To” for launching information campaigns and planning, designing, or monitoring programs that will bring about Giang, V. (2015). The Case for Creating a Re-Entrance improvements in maternity protection at work. Module 10 Program for New Mothers. Fast Company. http://www. specifically addresses breastfeeding at work. fastcompany.com/3044475/second-shift/the-case-for- creating-a-re-entrance-program-for-new-mothers McGregor, J. (2015). A smart way to help mothers return to Companies are figuring out how to make re-entrance work, work after maternity leave. Washington Post. https:// including JPMorgan Chase’s re-entry program, MetLife’s Act www.washingtonpost.com/news/on-leadership/ 2 program, and Goldman Sachs’ “Returnship” model. wp/2015/05/07/a-smart-way-to-ease-mothers-return- to-work-after-maternity-leave/ Great Britain’s Equality and Human Rights Commission. Companies such as Johnson & Johnson, consulting firm Employer Toolkit: Guidance and responsibilities if your Strategy&, Vodafone, and a few Silicon Valley companies are employee is expecting a baby. https://www. implementing innovative programs and policies to help equalityhumanrights.com/en/managing-pregnancy-and- mothers return to work. maternity-workplace/help-and-support-employers/ pre-pregnancy-and-pregnancy Medard, A. (2015). Five workplace pregnancy tips for This toolkit is useful for HR and managers in ensuring that mothers (and another five for managers). ANZ Blue Notes. good communication happens before, during, and after an https://bluenotes.anz.com/posts/2015/07/five-workplace- employee’s return to work. Additional employer resources pregnancy-tips-for-mothers-and-another-five-for- and tools from the Commission are available at managers/ www.equalityhumanrights.com/worksforme. Andrew Medard, founder of amge+, a boutique recruitment firm, provides tips for managers to manage pregnancy at Hein, C., and N. Cassirer. (2010). Workplace solutions for work: keep an open mind, don’t make assumptions, pay childcare. ILO. http://www.ilo.org/wcmsp5/groups/ fairly, if faced with pregnancy news during a hiring process, public/@dgreports/@dcomm/@publ/documents/ do not let it influence your decision, and talk openly about it. publication/wcms_110397.pdf This book reviews existing literature and provides overviews of childcare policies and programs in ten countries (four industrialized and six developing countries) and case studies of workplace initiatives for childcare support in these countries. 135 Yost, C. W. (2015). 5 Ways Executives Can Make Work-Life AUSTRIA Balance Better for Their Employees. Fast Company. http:// www.fastcompany.com/3044095/second-shift/5-things- Austrian Broadcasting Corporation: ORF. (2012). Equal high-profile-dads-can-do-for-work-life-balance-before- Opportunities Plan. http://zukunft.orf.at/rte/upload/ they-leave-their texte/2013/recht_grundlagen/en_gleichstellungsplan.pdf Embracing the work-life fit and flexibility business case, and ORF won the 2015 UN WEPs Leadership Award for using devoting time, people, and money to change culture, are gender-neutral communication and providing equal some of the ways in which executives can help employees opportunities to employees, including focusing on “parental achieve work-life balance. leave” instead of maternity leave, and engaging male employees in discussions around parental leave and part- GLOBAL CASE STUDIES time work. Read sections 3 and 5 of ORF’s Equal Opportunities Plan to learn more. ILO. (2014). Maternity and paternity at work: Law and practice across the world. http://www.ilo.org/wcmsp5/ UNITED STATES groups/public/---dgreports/---dcomm/---publ/ documents/publication/wcms_242615.pdf Working Mother. (2014). Working Mother 100 Best Employers and employees jointly funding maternity benefits Companies. http://www.workingmother.com/best- is the most common pattern in the majority of countries, companies/2014-working-mother-100-best-companies both developed and developing (e.g. Algeria, Belize, Greece, The 2014 Working Mother 100 Best Companies, such as France, Morocco, and Pakistan). pharmaceutical company Boehringer Ingelheim and consumer goods company SC Johnson, support new parents AUSTRALIA in their workforce with paid leave strengthened by benefits like childcare support, flexible schedules, telecommuting, and The Australian Human Rights Commission has launched a career advancement programs. Congratulations to SheWorks website and online resources to help employers understand members EY and Intel for featuring on the list. their legal obligations. These online resources were developed as a result of the 2014 Supporting Working Parents: Venture Beat. (2015). Adobe joins Netflix, Microsoft in Pregnancy and Return to Work National Review Report. The expanding maternity leave. http://venturebeat. website will feature a compilation of leading practices and com/2015/08/10/adobe-joins-netflix-microsoft-in- strategies being implemented in Australian workplaces to expanding-maternity-leave/ retain and support working parents. For more information, U.S. tech companies such as Adobe, Microsoft, and Netflix visit: http://www.supportingworkingparents.gov.au/ have expanded their parental leave. for-employers; https://www.humanrights.gov.au/sites/ default/files/document/publication/SWP_Report_2014.pdf 136 EFFECTIVE ANTI-SEXUAL Why Is It Important To Have an Effective HARASSMENT MECHANISMS: Anti-Sexual Harassment Mechanism In A READING GUIDE Place? Understanding the Scope and Prevalence of Braverman, B. (2013). The High Cost of Sexual Harassment. Sexual Harassment Fiscal Times. http://www.thefiscaltimes.com/ Articles/2013/08/22/The-High-Cost-of-Sexual-Harassment Australian Human Rights Commission. (2014). Recognizing HR and legal experts say that sexual harassment can be and responding to sexual harassment in the workplace: expensive for any organization, both in terms of hard costs Information for employees. https://www.humanrights.gov. associated with fees and settlements and soft costs of low au/sites/default/files/document/publication/EWSH_ morale and increased turnover. Factsheet_2014_Web.pdf This factsheet, focused on Australia, provides a useful Gallagher, B. J. (2011). Sexual Harassment: How to Protect framework for understanding and managing sexual Yourself and Your Organization. Huffington Post. http:// harassment in various workplace scenarios. It also touches www.huffingtonpost.com/bj-gallagher/sexual- upon possible courses of action victims and bystanders can harassment-how-to_b_675098.html take in the event of a sexual harassment incident. Do men and women perceive sexual advances differently? Who is most likely to experience sexual harassment? Are NOLO: Law for All. (2015). Preventing Sexual Harassment in there different types of sexual harassment? Read this article the Workplace: Learn what sexual harassment is—and how to find out more. to prevent it. http://www.nolo.com/legal-encyclopedia/ preventing-sexual-harassment-workplace-29851.html ILO (International Labour Organization). (2016). Sexual This article provides a quick overview of what sexual Harassment at Work Factsheet. http://www.ilo.org/ harassment is and how to prevent it. wcmsp5/groups/public/---ed_norm/---declaration/ documents/publication/wcms_decl_fs_96_en.pdf Vagianos, A. (2015). 1 In 3 Women Has Been Sexually This ILO factsheet provides a framework for assessing costs Harassed At Work, According To Survey. Huffington Post. of sexual harassment to the victims, employers, and society. http://www.huffingtonpost.com/2015/02/19/1-in-3- women-sexually-harassed-work-cosmopolitan_n_6713814. The “How” html In 2015, Cosmopolitan surveyed 2,235 full-time and Australian Human Rights Commission. (2008). Effectively part-time female employees and found that one in three preventing and responding to sexual harassment: A Code women has experienced sexual harassment at work at some of Practice for Employers. http://www.humanrights.gov. point in her life. The article contains an infographic au/publications/effectively-preventing-and-responding- highlighting the various forms of sexual harassment, a sexual-harassment-code-practice-employers-2008. breakdown by industry, and rates of reporting among victims Also see: Effectively preventing and responding to sexual of sexual harassment. harassment: A Quick Guide. http://www.humanrights.gov. au/publications/effectively-preventing-and-responding- sexual-harassment-quick-guide-2008 Read these guidelines for information on the liabilities associated with sexual harassment, steps and complaint procedures employers can adopt to prevent sexual harassment, and how employers can keep effective records. 137 Australian Human Rights Commission. (2014). Ending Other Related Resources workplace sexual harassment: A resource for small, medium and large employers. https://www.humanrights. GIZ. (2013). Violence against Women Costs Peruvian gov.au/our-work/sex-discrimination/publications/ending- Businesses Billions Every Year. https://www.giz.de/en/ workplace-sexual-harassment-resource-small-medium downloads/giz-2013-en-cost-in-billions.pdf. This resource guide provides guidance on how small, medium, Also see: GIZ. (2016). Combating violence against women in and large employers can prevent sexual harassment and Latin America. (2013). German Federal Ministry for respond to it effectively when it occurs. Economic Cooperation and Development (BMZ). https:// www.giz.de/en/worldwide/12205.html Australian Human Rights Commission. (2016). Australia’s ComVoMujer, a regional program of Germany’s International Know Where the Line Is campaign. https://knowtheline. Development Cooperation (GIZ), has estimated that violence humanrights.gov.au/ against women costs Peruvian businesses and economy The Australian Human Rights Commission, in partnership billions every year. These articles highlight how the public with the Australian Council of Trade Unions and the and private sector can join hands to address this issue. This Australian Chamber of Commerce and Industry, launched study also documents the cost of aggressors and “Know Where the Line Is” to help workers and employers presenteeism in terms of companies’ lost revenue. recognize and prevent sexual harassment. This strategy can be replicated in different contexts. Resources for employers Workplaces Respond to Domestic and Sexual Violence: A and employees are available at https://knowtheline. National Resource Center. (2016). New Workplace Toolkit. humanrights.gov.au/downloads http://www.workplacesrespond.org/ This organization offers employers free tools to: • Learn the facts through various resources, best practices, model policies, and guides for stakeholders. • Assess costs of implementing an anti-sexual harassment policy and mechanism as well as take a free self- assessment diagnostic quiz: http://www. workplacesrespond.org/assess/take-a-quiz • Implement the policy using the various toolkits and guides provided, including the workplace policy creation toolkit, designing awareness programs, and employee assistance programs. • Evaluate efforts using resources such as the annual review checklist: http://www.workplacesrespond.org/ evaluate/monitoring-and-evaluating/evaluation-of- strategic-efforts 138 Nelson, J. et al. (2015). A Path to Empowerment: The Role of EQUAL PAY FOR EQUAL WORK: Corporations in Supporting Women’s Economic Progress. A READING GUIDE Harvard Kennedy School CSR Initiative and U.S. Chamber of Commerce Foundation. http://www.uschamberfoundation. The Scope and Prevalence of the Gender org/sites/default/files/Path%20to%20Empowerment%20 Wage Gap Report%20Final.pdf Following consultations with the private sector, this report Glynn, S., and A. Powers. (2012). Top 10 Facts about the provides an Agenda for Action for companies to engage Wage Gap. Center for American Progress. https://www. women in business operations and value chains. It includes americanprogress.org/issues/labor/news/2012/04/16/11391/ equal pay. the-top-10-facts-about-the-wage-gap/ More than 40 percent of the wage gap cannot be explained NOW (National Organization for Women). (2015). The by occupation, work experience, race, or union membership. Gender Pay Gap: Myth vs. Fact. http://now.org/resource/ Find out more about this and other wage gaps facts in this the-gender-pay-gap-myth-vs-fact/ factsheet. This article separates facts from myths such as women earn less because they take time off for motherhood or mostly do Grimshaw, D., and J. Ruberym. (2015). The Motherhood Pay part-time jobs due to childcare responsibilities. Gap: A Review of the Issues, Theory and International Evidence. University of Manchester and International Workplace Gender Equality Agency, Government of Labour Office. http://www.ilo.org/wcmsp5/groups/ Australia. (2015). Gender pay gap biggest in manager ranks. public/---dgreports/---dcomm/---publ/documents/ https://www.wgea.gov.au/media-releases/gender-pay- publication/wcms_348041.pdf gap-biggest-manager-ranks This report delves deeper into the motherhood pay gap New data show that women in management ranks get paid trends, explanations, and possible solutions and policy less than their male peers, especially at the key management options, including job-protected parental leave. personnel level (28.9 percent) and at other executive and general manager levels (27.5 percent). Mercer and EDGE Certified Foundation. (2014). When Women Thrive, Businesses Thrive. http://www.mercer. Why Is it Important to Provide Equal Pay for com/content/dam/mmc-web/Files/Gender-Diversity- Equal Work? When-women-thrive-businesses-thrive-Mercer.pdf This report highlights, among other points, that the active Chicha, M. (2006). A Comparative Analysis of Promoting management of talent, such as managing pay equity as Pay Equity: Models and Impacts. ILO. http://www.ilo.org/ opposed to making a passive commitment, drives gender wcmsp5/groups/public/---ed_norm/---declaration/ equality. documents/publication/wcms_decl_wp_27_en.pdf Section 3 (starting on page 27) of this report presents a detailed cost-benefit analysis of pay equity. Benefits include increased productivity of female employees, a coherent pay system, positive impact on employers’ attractiveness and reputation, and reduced risk of prosecution for discrimination. 139 How Do We Get There? National Committee on Pay Equity. How to Conduct an Employer Pay Equity Self-Audit: A 10 Step Guide. http:// Ashton, D. (2014). What HR Can Do to Fix the Gender Pay www.pay-equity.org/cando-audit.html Gap. Harvard Business Review. https://hbr.org/2014/12/ what-hr-can-do-to-fix-the-gender-pay-gap Olney, S. et al. (2013). Equal Pay: An Introductory Guide. This article outlines six processes that can address the ILO. http://www.ilo.org/global/publications/ systemic nature of the gender pay gap. WCMS_216695/lang--en/index.htm This guide clarifies the concepts underlying the principle of Chicha, M. T. (2008). Promoting Equity: Gender-Neutral Job equal remuneration for work of equal value and provides Evaluation for Equal Pay: A Step-By-Step Guide. ILO. http:// guidance on its practical application. www.ilo.org/wcmsp5/groups/public/---ed_norm/--- declaration/documents/publication/wcms_101325.pdf U.S. Department of Labor: Women’s Bureau. An Employer’s For a fair assessment of jobs and corresponding pay, job Guide to Equal Pay. http://www.dol.gov/equalpay/ evaluations must be free from gender bias; otherwise, jobs equalpay-employer.pdf typically performed by women risk being disregarded or Page 3 outlines steps employers can take to ensure equal undervalued. This publication provides guidance on how pay. These steps are broadly categorized as Listen, Look, and to develop and apply a job evaluation method free of Ask for Help. gender bias. Case Studies ERI (Economic Research Institute). Course 32: Eliminating the Gender Pay Gap. http://dlc.erieri.com/courses/index. Dishman, L. (2014). A Definitive Strategy to Eliminate the cfm?FuseAction=Course.Begin&CID=32 Gender Pay Gap: Could radical transparency finally The ERI Distance Learning Center course 32 helps staff (a) eliminate the gender wage gap? It’s worked at these four recognize why pay gaps exist, (b) understand equal pay companies. Fast Company. http://www.fastcompany. legislation, (c) determine best practices for screening for pay com/3042067/strong-female-lead/a-definitive-strategy- discrimination, and (c) prevent gender pay differentials. The to-eliminate-the-gender-pay-gap course is free and requires an online account. dlc.erieri.com $11,607. That’s about how much 47% of the U.S. workforce loses each year in earnings because the gender wage gap ILO. (2015). Global Wage Report 2014/15. http://www.ilo.ch/ persists. Four startups, namely Buffer, Figure53, SumAll, and global/research/global-reports/global-wage-report/2014/ Xactly, are making efforts to rectify this. lang--en/index.htm The Global Wage Report examines the link between wages Exponential Talent LLC. Gap Inc. Pay Equity by Gender and inequality. It emphasizes the need for combined policy Project: In-Depth Compensation Analysis Conducted to action, which includes interventions to eliminate wage gaps. Validate that Women and Men Employees Receive Equal Pay for Equal Work. http://www.exponentialtalent.com/ Mercer and Australian Government’s Workplace Gender gap-inc-pay-equity-by-gender-project.html Equality Agency. Gender Pay Gap Calculator: Technical This independent case study examines how Exponential Guide. https://www.wgea.gov.au/sites/default/files/ Talent LLC carried out Gap Inc.’s gender compensation equity GENDER-PAY-GAP-CALCULATOR-TECHNICAL-GUIDE.pdf analysis using statistical testing and confirmed that there is and Pay Gap Calculator: https://www.wgea.gov.au/sites/ no pay gap at Gap Inc.  default/files/Gender_tool_WGEA_Mercer_March2015.xlsb 140 Huffington Post. (2015). Salesforce CEO Takes Radical Step to Pay All Employees Equally. http://www.huffingtonpost. com/2015/04/23/salesforce-pay-gap_n_7126892.html Marc Benioff, the CEO of Salesforce, a multibillion dollar tech company with 16,000 employees, has launched a company-wide program called Women’s Surge that aims to eliminate pay disparities between male and female workers, hire and promote more women, and increase their representation in meetings. Workplace Gender Equality Agency, Government of Australia. Case Studies: Research showcasing leading practice in two organizations. (2014). https://www.wgea. gov.au/sites/default/files/CASE_STUDY_FINAL.pdf This report details the results of interviews conducted with executives from two organizations: Telstra and ThoughtWorks. The narrative is structured around the six steps that the Workplace Gender Equality Agency has identified in its Guide to Gender Pay Equity available here: https://www.wgea.gov.au/sites/default/files/Pay_Equity_ Toolkit_Main.pdf 141 142 CONTACT INFORMATION 2121 Pennsylvania Avenue, N.W. Washington, D.C. 20433 www.ifc.org/gender December 2016