CASE STUDY: NCS DRIVES WOMEN’S LEADERSHIP IN PAPUA NEW GUINEA CASE STUDY: NCS DRIVES WOMEN’S LEADERSHIP IN PAPUA NEW GUINEA Project Overview locations, making it hard to attract and retain top talent. This situation makes maximizing the skills and produc- ■■ Women’s leadership gap: While NCS’s policy of promoting staff from within generally favored female T tivity of its female employees particularly important to employees, the most senior roles were often filled here are few places in the world with greater need—and opportu- NCS. As a result, the company partnered with IFC to: with external recruits, who were likely to be men, nity—to promote gender-smart solutions for business than Papua exacerbating a lack of women’s representation in top New Guinea. Women participate in the formal sector at less than ■■ Gather and analyze internal data from quantitative management. While 46 percent of staff at middle half the rate of men1 and hold fewer than 3 percent of seats in surveys and detailed focus group discussions; management were female, the figure dropped to Parliament. More than two-thirds of women may have faced ■■ Benchmark results with other key players in Papua 28 percent for upper management and 11 percent physical or sexual violence in their lifetimes.2 The Economist ranked New Guinea and in the sector globally; and for top management. NCS also had no female board Papua New Guinea near the bottom of the world in terms of women’s ■■ Design targeted approaches to advance gender members. economic opportunity, at 125 out of 128 countries.3 equality within the company. ■■ Gender-based violence: GBV, even outside the These hurdles also make it difficult for companies to acquire, develop, workplace, hurts women’s ability to contribute at and retain the talent they need to thrive. NCS Holdings Inc. partnered work. with International Finance Corporation to take on these challeng- es. By identifying and addressing barriers to women’s employment Challenges that originate in and outside the workplace, NCS is strengthening its workforce and successfully establishing itself as an employer of choice When the partnership started, NCS was considered How Were Gender Gaps Addressed? a progressive employer, but widespread assumptions for women in Papua New Guinea. about women’s roles at work and women’s obligations In a country with some of the world’s most outside of work limited gender equality in practice. unequal-gender outcomes, NCS has largely succeeded Specific challenges included: in delivering a counter-cultural message and living by it. Project Objectives ■■ Gendered hiring and assignment: While women make Specific actions NCS took included the following: up half of NCS’s workforce, staff expressed concerns ■■ Reviewing key policies: With IFC, NCS is review- NCS, part of Anitua Group, is a camp-management and catering that certain assignments were dominated by one ing key personnel policies on sexual harassment, company that serves the country’s growing mining sector. It employs gender. For instance, at one site, all warehouse staff grievance procedures, recruitment, and performance over 1,500 people across Papua New Guinea, often in very remote were men, while all purchasing staff were women. evaluation. 1 Women also did not typically take night shifts. World Bank (2012). Papua New Guinea: Country Gender Assessment, 2011–2012. ■■ Analyzing pay gaps: Acknowledging men and Available at: https://openknowledge.worldbank.org/handle/10986/16513 2 Darko, E.; Smith, W.; Walker, D. (2015). Gender Violence in Papua New Guinea, The ■■ Gender pay gap: In part due to the gendered division women’s different perceptions about equal pay, Overseas Development Institute. Available at: http://www.odi.org/publications/9887-gender- of labor that limited overtime and bonus opportuni- NCS is analyzing pay by gender to identify any gap violence-papua-new-guinea ties, female staff members perceived themselves as not explained by education and experience. It is 3 The Economist Intelligence Unit (2012). “Women’s Economic Opportunity 2012.” receiving lower wages than men. furthermore looking at male and female employment Available at: http://www.eiu.com/public/thankyou_download. aspx?activity=download&campaignid=weoindex2012 across job types to avoid “siloing” women in traditional roles. ■■ Supporting emerging women leaders: NCS, working ■■ Diversity in senior management: In the year since the GENDER-SMART SOLUTIONS IN ACTION with the IFC-sponsored Business Coalition for Women diagnostic, NCS has continued its strong track record (BCFW), nominated 10 high-potential female employ- of promoting women, awarding 12 of 24 promotions NCS’s gender-smart business solutions have had real human impact. In partic- ular, participants were able to put their knowledge into action through improved ees for a certificate leadership course, building their to women, bringing diverse and innovative insights communication skills. In the words of one leadership-course participant, “There skills to assume higher level responsibilities. Within into management at NCS. were issues between a member of staff and a supervisor. They couldn’t come half a year of finishing the three course modules, six up with a resolution. I had to get information first. I had to hear the points of ■■ Increased employee engagement: Employees view of the staff and have patience. I had the confidence and courage to talk to participants were promoted to management roles. are aware of and value gender initiatives, with 88 the staff and supervisor. I was able to solve the problem.” Another participant NCS is sending more participants to the course, percent of male survey respondents agreeing that shared an experience in creative problem-solving. She said she noticed the establishing an alumni network, and offering special heavy workload of the mechanics department of a school, so she suggested gender equality was important for NCS to remain corporate assignments to further prepare participants contacting the authorities. As a result, the school introduced apprentices—who competitive. for career advancement. helped ease the workload and received valuable workplace experience in return. ■■ Retaining working parents: NCS also achieved a ■■ Tackling GBV: NCS established a GBV response and remarkable 100 percent retention rate for women support program for its own employees while also one year following their return from maternity leave, ■■ Business Development: NCS’s proactive stance on working with other stakeholders to raise awareness a first for any of the 100-plus companies that have GBV has elevated its reputation, helping it edge out and combat GBV in Papua New Guinea through undergone EDGE diagnostics globally. competitors in public sector contracts in recognition lobbying industry partners, public media campaigns, for its progressive stance on gender equality. and leadership roles in the BCFW. ■■ Active GBV Response: Tackling GBV helped NCS reduce the average of 11 days for every employ- ee lost to GBV.4 Female participants also noted Benefits that there has been a significant change in how About IFC men approach women after the introduction of the Recognizing that equality of economic opportunity NCS’s investment in gender-smart solutions has had program—they treated them with more respect. NCS between women and men drives productivity, profitabil- numerous business benefits. has also been successful in supporting GBV survivors ity, and performance, IFC helps clients realize gender- and dealing with perpetrators. ■■ A strong talent pipeline: Management training smart solutions to their business challenges. We work produced a pipeline of staff, who were both talented ■■ Positive media: NCS was repeatedly profiled in a with clients to better manage talent in their workforces and well trained. In addition to the promotions to favorable light for its initiatives to invest in women, and supply chains and to design products that tap the date, all trainees’ managers agreed that the partic- with anti-GBV efforts particularly recognized. earning potential of the women’s market. Our motivat- ipants showed improved problem-solving skills and ing force is the knowledge that when companies and came across as more confident and assertive. Ninety 4 people—no matter their gender—can reach their full Darko, E.; Smith, W.; Walker, D. (2015). Gender Violence in Papua percent also reported that trainees increasingly New Guinea, The Overseas Development Institute. Available at: http:// potential, families, communities, and economies can coached junior staff. www.odi.org/publications/9887-gender-violence-papua-new-guinea achieve sustainable growth and prosperity. What NCS says Gender equality is important for this [My] employee has learned a lot of What IFC says about the partnership At NCS, the agenda of combating company to remain competitive in new ideas and this course has shown gender-based violence and NCS has the reputation of being the market. itself to be hugely relevant for her The challenges women face at developing women leaders starts an employer of choice, especially NCS Staff Member career development. work have more than one origin, so from the top, with unequivocal for PNG women, and our [Ending NCS Manager they require more than one type of support of the CEO who is both Violence Against Women] program is I am happy with the gender equality solution. NCS recognizes this and personally committed and sees the cementing this reputation. program and the opportunity to share [My employee] appears to have is working to implement a cross- business case for it. ideas. more confidence in her role since cutting program to advance women’s John Gethin-Jones Gavin Murray NCS Staff Member the completion of her course.…The leadership. Managing Director, NCS IFC, Resident Representative, Papua New most notable improvement is with her Guinea Amy Luinstra confidence and communication. Gender Program Manager, IFC, East Asia NCS Manager Pacific Contact Information IFC 2121 Pennsylvania Avenue, NW Washington, DC 20433 USA +1 (202) 458-2262 BMurti@IFC.org www.IFC.org/gender @WBG_Gender 10953