SheWorks: Putting Gender-Smart Commitments into Practice EXECUTIVE SUMMARY COURTESY OF THE OOREDOO GROUP An Ooredoo Group company Asiacell won an award for its “Almas” line as one of the most innovative services offered to women in emerging markets that helped distinguish the company in a competitive category. © 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 opportunity 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. IFC does not guarantee the accuracy, reliability or completeness of the content included in this work, or for the conclusions or judgments described herein, and accepts no responsibility or  liability for any omissions or errors (including, without limitation, typographical errors and technical errors) in the content whatsoever or for reliance thereon. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. All other queries on rights and licenses, including subsidiary rights, should be addressed to IFC Communications Services, 2121 Pennsylvania Avenue, N.W., Washington, D.C. 20433. Cover photo: Kzenon / Shutterstock SheWorks: EXECUTIVE SUMMARY Foreword T oday, the chances for women to participate in show how companies the labor market worldwide remain almost 27 across regions and percentage points lower than those for men. sectors can further Women are more likely to be unemployed than men. 1 invest in their female Yet, women’s employment is vital to driving economic talent to strengthen growth and development—no country can afford to lose the bottom line. Our half its talent pool. The private sector, which provides hope is that this about 90 percent of jobs, is essential for meeting this publication will reach employment challenge. The key is to identify “gender hundreds of businesses smart” employment solutions that generate opportunities that can learn for women while also contributing to companies’ bottom from our partners’ lines, productivity, and growth. experience and replicate what works. For IFC, the world’s largest global development institution Our goal is to help IFC clients and other companies focused exclusively on the private sector and with six worldwide reduce gender gaps in their operations while decades of experience, job creation is a top priority. IFC’s reaping business rewards. commitment to advancing gender equality is anchored in a strong business case and in client demand for gender- On behalf of IFC, I would like to thank our SheWorks smart 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 entrepreneurs, two years. While the SheWorks Partnership comes to an employees, corporate leaders, suppliers, consumers, and end, the work continues. We all can do more. At IFC we are community stakeholders. When World Bank Group committed to applying the knowledge learned with clients President, Jim Kim, launched the IFC-led SheWorks private and leveraging our partnerships, including with the public sector partnership at the 2014 Clinton Global Initiative sector as outlined in our recent World Bank Group Gender Annual Meeting, our objective was clear: improve Equality Strategy. Only by working in tandem with civil employment opportunities and working conditions for society as well as the public and private sectors, will we be thousands of women over the two-year partnership. Our able to more effectively support women’s participation in the approach was a practical one: focus on the “how” and labor market and create opportunity where it is needed most. encourage leading companies to “stretch” themselves while exchanging their experiences with women’s employment. Thirteen leading companies and three strategic partners joined this initiative, implementing gender-smart Nena Stoiljkovic workplace measures based 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, best practices, and lessons learned shared by SheWorks members and strategic partners to 1 SheWorks: EXECUTIVE SUMMARY ABOUT IFC IFC, a member of the World Bank Group, is the largest global development institution focused on the private sector in emerging markets. Working with 2,000 businesses worldwide, we use our six decades of experience to create opportunity where it’s needed most. In FY16, our long-term investments in developing countries rose to nearly $19 billion, leveraging our capital, expertise and influence to help the private sector end extreme poverty and boost shared prosperity. For more information, visit www.ifc.org. A full version of this report is forthcoming in November 2016. For more information, please visit www.ifc.org/gender. ACKNOWLEDGEMENTS This publication, SheWorks: Putting Gender-Smart Commitments into Practice, was developed by Carmen Niethammer and Rudaba Nasir, who are part of IFC’s Gender Secretariat. It is the result of a collaborative effort with SheWorks member companies and strategic partners. The authors of this report would like to highlight the invaluable contributions of Maria-Lizzy Massa at Belcorp; Aysun Sayin and the team at Boyner Group; Avra Siegel and the team at Care.com; April Jordin and the team at the Coca-Cola Company; the EY team; Kindley Walsh-Lawlor and the team at Gap Inc.; Renee Wittmeyer and the team at Intel; Besma Alqassar and the team at Kuwait Energy; Carla Pires, Sergio Leão, and their team at the Odebrecht Group; Hanady El Sherif and the team at Ooredoo; Nicole McCabe and the team at SAP SE; Simla Ünal and the team at TEB; and Vijaya Sen and the team at Zulekha Hospitals, as they provided critical data, timely support, and feedback. This report would not have been possible without them. A special thanks also goes to the three SheWorks strategic partners: Aniela Unguresan and the team at the EDGE Certified Foundation; Susan Maybud and the team at the International Labour Organization; and Lauren Gula, Tulsi Byrne, and the team at the UN Global Compact. IFC’s Gender Secretariat is also grateful for the support of Ilana Jaffey and Julie Schoenthaler at the Clinton Global Initiative, as well as Rachel Tulchin at the Clinton Foundation. We would also like to acknowledge Caren Grown, Senior Director, World Bank Group Gender Cross-Cutting Solution Area; Henriette Kolb, Head of IFC’s Gender Secretariat; members of IFC’s Women’s Employment Working Group; and IFC Gender Secretariat colleagues, including Esther Dassanou, Sammar Essmat, Heather Kipnis, and Amy Luinstra for their input and guidance. 2 COURTESY OF KUWAIT ENERGY SheWorks: EXECUTIVE SUMMARY Kuwait Energy's Quality Control Engineer Shatha Almayahi at work in the field. Introduction B etween 1995 and 2015, the global female labor force The good news is that global gender gaps in primary, participation rate decreased from 52.4 to 49.6 secondary, and tertiary education are closing.7 In Sub- percent,2 even though women’s labor is crucial to Saharan Africa and South Asia, for example, women are the many sectors that are critical for economic growth in majority of university students.8 In the science, technology, emerging markets, such as textiles, agribusiness, and engineering, and mathematics (STEM) sectors as well, tourism. Across industries, women have a lower women are the majority of graduates in many representation at the management level than they do in geographies.9 However, this trend is not necessarily the workforce. For example, women make up only 4 3 translating into more women entering and staying in percent of the CEOs of publicly listed companies among the workforce and occupying skilled roles and leadership the Bombay Stock Exchange 100 India, 3 percent in the positions. Women continue to face significant barriers Mexico Expansion 100, and 1.8 percent of the Latin 500.4 to their workforce participation, such as harassment, discrimination, and lack of childcare, paid leave, and career Gender gaps in employment, however, are not just an advancement opportunities. As a result, and due to a emerging or developing economy problem. Developed host of other legal and sociocultural barriers, women in economies also have a range of gender gaps to tackle. many parts of the world still lag behind men in terms of The average Organisation for Economic Co-operation and employment, income, skills, and access to assets. The World Development (OECD) gender wage gap is over 15 percent. 5 Economic Forum (2015) estimates that the global gender Women are less than 5 percent of the CEOs of publicly gap in economic opportunity has closed by only 3 percent listed companies in OECD countries, 4 percent in the in the past 10 years, suggesting that it will take another 118 FTSE 100 UK, and 2.8 percent in the European Union. 6 years to close this gap completely.10 3 SheWorks: EXECUTIVE SUMMARY Employees, employers, and economies around the world realize their commitments. Two years later, the partnership cannot wait for a century to close the gender gap in grew from ten to 13 companies and reached the lives of employment. When female employees are unable to realize 313,000 women. their full economic potential, businesses, communities, and economies also fall behind, unable to maximize their The full report consolidates the 13 members’ learning and best growth potential. Evidence of this is being substantiated practice around the recruitment, retention, and promotion of by a growing body of research covering developed and female employees. SheWorks members and strategic emerging economies, such as IFC’s (2013) Investing in partners have contributed their knowledge and expertise to Women’s Employment: Good for Business, Good for Development this report. While this report is focused on the experiences report. A number of studies, such as those by Catalyst, 11 of SheWorks members and partners, at times it also draws the Center for Talent Innovation, the EDGE Certified on examples of other companies around the world that are Foundation, EY, the International Labour Organization, similarly committed to advancing women’s employment. Mercer, McKinsey, and the World Bank Group, have established a link between women’s employment and The aim of this report is to help companies across regions various business benefits, such as increased productivity, and sectors identify and implement gender-smart retention, and firm performance. recruitment, retention, and promotion policies that work best for their (female) employees and the business. The six Many forward looking employers and governments chapters of the full report reflect the SheWorks members’ are already convinced that investment in women’s most prominent commitment measures: employment is good for business and development. The focus is now shifting from “why,” the business case, to 1. Women in Business Leadership and Management “how,” the practical steps companies can take to close corporate gender gaps in recruitment, retention, and 2. Recruitment and Retention of Female Talent in the promotion. Yet many companies that are starting their Workforce journey towards workplace gender equality are unsure of how to put the business case into action in a way that 3. Effective Anti-Sexual Harassment Mechanisms benefits employees and the business. 4. Supporting Women in the Value Chain as Employees This report is a summary of the full version titled SheWorks: and Entrepreneurs Putting Gender-Smart Commitments into Practice. It is the culmination of the IFC-led SheWorks global private sector 5. Measuring and Reporting on Progress partnership launched at the 2014 Clinton Global Initiative Annual Meeting. The partnership’s aim was to advance 6. Leadership’s Public Commitment to Women’s employment opportunities and improve working Employment as a Smart Business Strategy conditions for more than 300,000 women by 2016.12 Thirteen leading companies13 joined SheWorks, focused on Each chapter of the full report is divided into three putting the business case into practice. They committed to sections: The business case, promising practices, and implement a minimum of three gender-smart workplace lessons learned. The report concludes with suggestions for measures, such as sponsorship/mentorship programs, future research and partnerships, and highlights issues that effective anti-sexual harassment mechanisms, and gender were beyond the terms of reference of the SheWorks assessments. Three strategic partners—the EDGE Certified partnership but vital to advancing women’s employment. Foundation, the International Labour Organization, and the This summary provides a brief synopsis of each chapter UN Global Compact—provided strategic direction and while additional promising practices and lessons learned expert advice and knowledge to help member companies are provided in the full report. 4 SheWorks: EXECUTIVE SUMMARY Box 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 as well as the knowledge and expertise of the three strategic partners. IFC gratefully acknowledges the invaluable contributions made by: SheWorks Member KUWAIT ENERGY, a Middle East ZULEKHA HOSPITALS, run by Companies and North Africa-focused oil and Zulekha Healthcare Group, a gas exploration and production women-owned private healthcare BELCORP, a Peruvian company company headquartered in Kuwait network in the United Arab involved in the manufacturing and and led by a female CEO. Emirates (UAE). direct sale of beauty products in 15 countries. Belcorp’s direct sales ODEBRECHT GROUP, a global network includes over 800,000 Strategic Partners organization of Brazilian origin women. with a presence in Brazil and The EDGE CERTIFIED 27 countries, which runs FOUNDATION developed EDGE BOYNER GROUP, a Turkish diversified businesses in the fields (Economic Dividends for Gender retailer employing more than of engineering, construction, Equality), the leading global 12,000 people and serving over energy, chemicals, petrochemicals, assessment methodology and 15 million customers. and agribusiness. business certification standard for CARE.COM, the world’s largest gender equality. OOREDOO GROUP, a online marketplace for finding telecommunications company The INTERNATIONAL LABOUR and managing quality family headquartered in Qatar and ORGANIZATION (ILO), is the only care services. Care.com spans operating in emerging markets tripartite United Nations agency. 16 countries, serving more than across the Middle East, North It brings together governments, 19.5 million members. Africa, and Southeast Asia with a employers, and worker represen– THE COCA-COLA COMPANY, a customer base of nearly 90 million tatives of 187 member states to set U.S.-based multinational beverage people. international labor standards, corporation. promote rights at work, and SAP SE, a German multinational develop policies and programs to EY, a global professional services company specializing in enterprise champion decent work for all. organization, headquartered in the software to manage business Gender equality is at the heart of United Kingdom. operations and customer relations. the ILO mandate. GAP INC., an American TURK EKONOMI BANKASI OR The UNITED NATIONS GLOBAL multinational clothing and TURKISH ECONOMY BANK COMPACT, the world’s largest accessories retailer. (TEB), a Turkish financial voluntary corporate sustainability institution with an asset size of initiative with more than 8,000 INTEL CORPORATION, an TRL 72 billion and more than company participants, which along American multinational technology 10,000 employees. with UN Women developed the company. seven Women’s Empowerment Principles (WEPs). 5 COURTESY OF KUWAIT ENERGY SheWorks: EXECUTIVE SUMMARY SheWorks member Kuwait Energy’s CEO Sara Akbar. Chapter 1 Women in Business Leadership and Management A lthough a lot of progress has been made towards context. As the first female CEO in the global automobile enabling more women to rise to the top, the glass industry, Mary Barra is a prominent example of a “First ceiling is still intact. Various sociocultural and Woman.” enabling environment barriers continue to hamper women’s career advancement. In the U.S. alone, research While many studies have established a strong correlation shows that it will take 25 years to reach gender parity at between gender diversity in business leadership and better the senior-VP level and more than 100 years to achieve it in firm performance, it is more difficult to present unequivocal the C-suite.14 To close this gender gap in business evidence for causality.15, 16 Yet, existing business case leadership and management, many companies are research has already convinced companies to take action. beginning to position women’s leadership more broadly and strengthen the female talent pipeline. In addition to SHEWORKS HIGHLIGHTS OF increasing the number of women on boards, companies are PROMISING PRACTICES focusing on women at the CEO, senior management, and C-suite level, in middle management positions, and in “First ASSESSMENTS AND ACTION PLANS: Gender Women” roles. These are roles, such as petrochemical assessments, including employee surveys, can help engineer or construction supervisor, performed by women companies identify gender gaps in recruitment and in a traditionally male-dominated sector and regional promotion and develop customized action plans to address 6 SheWorks: EXECUTIVE SUMMARY these gaps. SheWorks member Zulekha Hospitals, for HIGHLIGHTS OF LESSONS LEARNED example, carried out a comprehensive gender assessment, developed an action plan, established a baseline, and set Link sponsorship/mentorship programs targets to ensure that hiring managers consider qualified to the performance management and female candidates for all open positions and promotions. career development of both mentors/ sponsors and mentees/protégés. ROLE MODELS, MENTORS, AND COACHES ARE KEY. For example, Sara Akbar, the CEO of Kuwait Energy, is an Strike a balance and ensure that other advocate for women’s employment and leadership in the segments of the workforce, such as men, traditionally male-dominated energy sector across the also feel included in the process of Middle East and North Africa. advancing women in leadership. For example, too many programs focused on SPONSORSHIP PROGRAMS: According to the Center for developing female leaders and not Talent Innovation (2015), women tend to be over mentored enough resources or inclusive programs and under sponsored. They lack sponsors that deliver targeting future male leaders might drive high-octane support and advocate on women’s behalf to this cohort away to seek other enable them to achieve their career goals. SheWorks opportunities. member EY has created a culture of sponsorship guided by transparency and accountability in which employees are Avoid “tokenism” by going beyond encouraged to become “sponsor ready” from day one. increasing just the quantity of women in leadership. EMPLOYEE RESOURCE GROUPS: Women’s networks or employee resource groups (ERGs) can serve as internal Yet, quantity is important too and one catalysts and advocates for advancing women in is not enough. Women must be present in leadership. SheWorks member SAP’s employee-driven sufficient numbers at senior levels to drive Business Women’s Network is linked to the company’s cultural change and better business results.17 business strategy and provides its members with a range of opportunities to advance their careers. For a complete list of promising practices and lessons learned, please refer to the full version of the report. RESULTS-ORIENTED WORK ENVIRONMENT: Advancing more women in leadership requires innovation to establish more gender inclusive metrics for gauging employee performance and awarding promotions. For example, companies can consider establishing a Results-Oriented Work Environment (ROWE) where employees are COURTESY OF THE WORLD BANK GROUP evaluated on performance instead of presence, which allows flexibility and remote work. SENIOR (MALE) LEADERSHIP SUPPORT: The buy-in of male CEOs, senior and middle managers, and co-workers is key. The CEOs of Salesforce and SheWorks member EY, for example, have made efforts to advance women’s leadership in their organizations. Business case evidence often helps SheWorks members and partners met at secure and sustain leadership support. the 2016 WEPs Annual Event. 7 COURTESY OF ZULEKHA HOSPITALS SheWorks: EXECUTIVE SUMMARY Zulekha Hospitals organized a staff photo opportunity with their SheWorks membership certificate on Chapter 2 2015 International Women's Day. Recruitment and Retention of Female Talent in the Workforce T he basis of the so-called “War for Talent” has SHEWORKS HIGHLIGHTS OF shifted: many companies are moving away from PROMISING PRACTICES outsourcing jobs to maintaining strong talent pipelines.18 In addition, millennials, the largest cohort in ASSESSMENT: Examining existing HR data, organizational the global workforce, value job quality, benefits, family- policies and practices, and employee survey results from a friendliness, and work-life support, and decide between gender perspective allows companies to gauge whether jobs based on these criteria. Companies are realizing that 19 existing policies and practices are having the desired gender-smart recruitment and retention policies and impact. Gender assessment and certification frameworks practices are the keys to profitable and sustainable such as those offered by SheWorks partner EDGE Certified business. Such policies and practices are particularly critical Foundation enable companies to better measure progress to retaining female employees as inadequate workplace and benchmark themselves against other companies and supports are driving qualified women out of the established international standards. As a result, companies workforce, especially in STEM. 20 can better position themselves in the market and become an employer of choice. 8 SheWorks: EXECUTIVE SUMMARY RECRUITMENT: In Mexico, SheWorks member Odebrecht HIGHLIGHTS OF LESSONS LEARNED Group’s petrochemical project put in place women-targeted recruitment policies, gender-inclusive job advertisements, Complement adequate parental leave and entry-level skills training programs to increase women’s and flexible working arrangements with local labor force participation. Such measures helped the proactive career management that employer meet skilled labor shortages and minimize hiring helps women (and men) stay/get back on and relocation costs. the career track. RE-ENTRANCE: Recognizing that re-entrance can be Incentivize, support, and educate male challenging for workers, many companies are keen to make employees to take paternity leave so that it work better for those who took a break from their careers caregiving responsibilities do not rest with to fulfill family responsibilities and would like to stay/get women alone. back on the career track. JP Morgan’s re-entry program and MetLife’s Act 2 program are prominent examples of re- Change the culture and misconception entrance, or returnship, programs.21 that flexible work is a “career killer” for men.24 RETENTION: As resources are limited, many companies focus on prioritizing and implementing high impact initiatives Ensure the use of technology to enable depending on their business and employees’ needs and employees to work more flexibly but make demographics. SheWorks member Care.com suggests offering efforts to prevent burn out that can result employees a menu of workplace solutions. These can include: from the feeling of being “on call” and accessible 24/7. • Flexible Work and Paid Leave: To encourage all employees to avail flexible work and parental leave For a complete list of promising practices and lessons options, SheWorks members advise framing these learned, please refer to the full version of the report. benefits as gender-neutral and available to all employees, not just women. Senior management often has to lead by example to change mindsets and culture. similar exercise each year to re-verify these findings. • Child and Elderly Care: Providing on-site daycare is not Similarly, SheWorks member Intel Corporation the only option available for employers. Companies are celebrated the 2016 Equal Pay Day by announcing that it supporting employees’ childcare needs yet saving costs has achieved 100 percent gender pay parity in its U.S. and maximizing benefits by, for example, providing workforce. The company conducts an annual, subsidies, vouchers, and backup care. Employers are comprehensive pay audit in the U.S. to analyze pay by also focusing on elderly care given the changing gender and ethnicity and in 2015, looked at pay across demographics in many countries, by expanding paid job types and levels as well.22 Chapter 5 of the full report family leave and emergency leave and putting in place provides more information on conducting a gender pay dependent care assistance programs and resources. gap analysis. • Equal Pay for Equal Work: SheWorks member Gap Inc. PARTNERSHIPS: Companies often partner with other tracked and analyzed its pay gap data and learned that organizations and companies to enhance the impact and it pays its female and male employees equally for equal outreach of their recruitment and retention efforts. For work, across all its locations. Gap Inc. then hired a example, various Clinton Global Initiative Commitments to consulting firm to confirm its findings and establish Action, such as the Working Parent Support Coalition,23 are third-party credibility. The company now conducts a addressing work-life issues. 9 SheWorks: EXECUTIVE SUMMARY 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 Chapter 3 Effective Anti-Sexual Harassment Mechanisms R esearch shows that 68 percent of sexual harassment conditions that are intimidating or humiliating for the victim. takes place at work and people are more likely to be Many companies find it critical to do the right and smart thing: harassed by someone they work with than by a Define, identify, address, and prevent sexual harassment at the stranger.25 Sexual harassment can be more prevalent in jobs workplace. While many companies have standard anti-sexual where there are large power differentials between women harassment policies in place, leading companies are pushing and men. Jobs characterized by informality and insecurity the envelope to better understand how to measure and ensure can particularly create opportunities for sexual harassment, the effectiveness of their anti-sexual harassment mechanisms. although high skilled, formal occupational groups are not immune to it. In communities where domestic violence is SHEWORKS HIGHLIGHTS OF prevalent, women and men can be more prone to thinking PROMISING PRACTICES that sexual harassment in the workplace is also acceptable. When designing approaches to combat sexual harassment, SheWorks strategic partner ILO defines sexual harassment as it is important to think in terms of anti-sexual harassment “a sex-based behavior that is unwelcome and offensive to its mechanisms instead of policies. Mechanisms imply that recipient” that may take two forms: a) Quid pro quo, when 26 eliminating workplace sexual harassment depends on a a job benefit is made conditional on the victim agreeing to number of organization-wide strategies, policies, and engage in some form of sexual behavior and b) Hostile changes that are embedded in the company culture and working environment in which the conduct creates work together to create a harassment-free work environment. 10 SheWorks: EXECUTIVE SUMMARY STEP 1 entails instituting a clearly defined, strongly worded, HIGHLIGHTS OF LESSONS LEARNED and readily accessible company-wide anti-sexual harassment policy, preferably a stand-alone policy so that it Focus on building stronger relations does not get obscured within the broader company code of between supervisors and workers, revising conduct. A clear definition of sexual harassment should be incentives and benefits structures, and accompanied by a list of prohibited actions, illustrative making performance assessment and examples, and possible scenarios to give employees a reward systems more equitable so that complete picture. SheWorks member Gap Inc., for example, there is no room for sexual harassment. developed and instituted a Zero Means Zero policy, which underscores the company’s zero tolerance stance towards Conduct research to better understand harassment of all kinds. The policy is anchored in Gap Inc.’s and effectively address sensitive, overall ethics program and sustainability initiatives and sociocultural issues. applies to all employees and business partners, including contractors and suppliers. The policy defines sexual Partner with government and civil society harassment, lists behaviors and actions of which employees to drive greater impact. The government should be mindful, and outlines reporting procedures as well can help ensure the effectiveness of as remediation measures and consequences. anti-sexual harassment mechanisms by enacting new laws, revising old ones, and STEP 2 entails establishing a fair, efficient, and transparent starting nation-wide campaigns such as complaints procedure and ensuring confidentiality and the Australian government’s Know Where security while reporting an incident. the Line Is campaign. STEP 3 involves defining consequences and remediation Support bystanders and witnesses as measures that are serious, powerful, and tailored to the nature research shows that 82 percent of them of the offence and applicable to all staff members, clients, take some sort of action and they are four and value chain participants. Measures can include counseling, times more likely to take action than warning, training, demotion, mediation, and dismissals. victims are to make a report. STEP 4 emphasizes training and raising awareness among Consider instituting digital wage and staff at all levels, including HR personnel, senior leadership, salary payments where possible to contribute and managers, on how to recognize, prevent, and manage towards ensuring women employees’ harassment of all kinds. security and control over their income. Step 5 requires companies to regularly monitor and evaluate Be careful. Companies operating in their policies, complaints procedures, remediation measures, female dominated sectors often assume and trainings to ensure their effectiveness and continuous that sexual harassment is not an issue. improvement. Best practice shows that successful Female employees may still face sexual companies maintain thorough and confidential records of all harassment from clients and male supervisors. sexual harassment complaints, track and analyze numbers of complaints by department, gender, outcomes, and remedies For a complete list of promising practices and lessons to identify patterns across departments and locations, and learned, please refer to the full version of the report. periodically review their policies to ensure that they are having the desired impact. 11 COURTESY OF BOYNER GROUP SheWorks: EXECUTIVE SUMMARY Boyner Group’s “Good for Business” Program trains female managers and owners of companies that are suppliers of Boyner Group. Chapter 4 Supporting Women in the Value Chain as Employees and Entrepreneurs C ompanies that are reaping the business benefits of to gather gender-disaggregated data on their value chain. workplace gender equality are increasingly expanding To diversify their supplier base, many companies also try to their policies to support women as employees and provide clarity to stakeholders, including women employees entrepreneurs in their value chains. Many companies (and and entrepreneurs, regarding the various entry points for governments) are doing this by eradicating barriers to participating in their value chain. markets and financial access for women entrepreneurs, sourcing their products from women-owned/led businesses, THE LINK BETWEEN DIVERSITY IN THE WORKFORCE and encouraging their suppliers to implement gender smart AND THE VALUE CHAIN: When there is diversity in value recruitment, retention, and promotion practices to support chain management roles, including in product planning, women employees in the value chain. procurement, production, and distribution, employees have more opportunities to drive greater gender diversity in the SHEWORKS HIGHLIGHTS OF value chain. PROMISING PRACTICES COMMUNITY ENGAGEMENT: SheWorks member COLLECT, ANALYZE, AND SHARE DATA: To better Odebrecht Group’s petrochemical project in Mexico understand women’s roles in the value chain and report on established cooperatives in which over 100 community supplier diversity, companies are conducting assessments 27 members, 92 percent women, participated. These 12 SheWorks: EXECUTIVE SUMMARY cooperatives now provide a range of goods and services to HIGHLIGHTS OF LESSONS LEARNED the petrochemical company and other companies in the industrial complex. Promote companies’ workplace gender equality efforts in the value chain as part GENDER-INCLUSIVE SUPPLIER CODES: By including equal of a long-term risk management strategy opportunity provisions in their supplier codes, many and socioeconomic investment in people companies encourage their suppliers to employ more and sustainable business. women and source from women entrepreneurs in an effort to create a strong value chain consisting of businesses that Establish a baseline of how many are also committed to gender equality. Unilever’s suppliers are women-owned/led Responsible Sourcing Policy requires its suppliers to satisfy businesses to more effectively monitor the specific and measurable targets for achieving equality progress of value chain diversity efforts. between women and men and take affirmative action to attain these targets.28 Afrifresh Group, a South African Play an active role in supporting women- producer and exporter of citrus fruit and table grapes, owned/led businesses along the value became a preferred supplier for markets in the European chain expand their market access and Union by complying with a number of labor standards and diversify their customer base: supplier codes, which encompass workplace gender equality. Partner with banks and financial –  STRENGTHENING CAPACITIES: Women entrepreneurs institutions to provide credit lines and often need financial and non-financial services to be able to other financial and non-financial access opportunities higher up the value chain. SheWorks services tailored to the needs of women members Boyner Group, The Coca-Cola Company, and entrepreneurs. Turkish Economy Bank have made efforts to strengthen the women-owned businesses they work with, ultimately But remember, greater access to capital –  enhancing their own business and value chain. IFC also has a for women entrepreneurs should be number of financial and non-financial services programs to accompanied by technical trainings so support women-owned business. that women are able to effectively and efficiently invest their capital, reap CERTIFICATIONS: Companies such as Starbucks know that returns, and pay off their loans. certification increases a company’s visibility for opportunity.29 Certifications such as the ones offered by SheWorks partner For a complete list of promising practices and lessons EDGE Certified Foundation and WEConnect International at learned, please refer to the full version of the report. the global level and KAGiDER in Turkey can help companies in the value chain expand their access to new and more profitable investors, markets, and customers. "Placing women and men throughout our operations allows us to tap into a much wider and more diverse pool of resources.” — Ümit Boyner, Member of the Board, Boyner Group (SheWorks member) 13 COURTESY OF UN GLOBAL COMPACT/ANDRES WONG SheWorks: EXECUTIVE SUMMARY SheWorks members and partners EDGE Certified Foundation, Care.com, SAP and Gap Inc. in a panel discussion on women's Chapter 5 employment at the 2015 WEPs Annual Event. Measuring and Reporting on Progress G ender gaps in recruitment, retention, and promotion SHEWORKS HIGHLIGHTS OF are often the result of unconscious biases and hidden PROMISING PRACTICES stereotypes embedded in company cultures. Conducting firm-level gender assessments enables SheWorks strategic partner EDGE Certified Foundation leads companies to identify corporate gender gaps, prioritize a global certification system for gender equality that draws gender smart solutions that benefit employees and the on HR data, employee feedback, and best practices and business, uncover business benefits, and gauge how their policies.30 EDGE, which stands for Economic Dividends for performance compares to that of their peers in the market Gender Equality, helps employers shape an equitable work and region. Simply stated, assessments help companies environment by looking at five key workplace areas: measure more effectively where they stand, which is critical recruitment and promotion, leadership development, equal because what gets measured gets done. Publicly reporting on pay, flexible work arrangements, and overall company gender diversity commitments and progress made can culture.31 SheWorks member SAP is the first technology further enhance companies’ position in the market, be it company in the United States to become EDGE gender vis-à-vis employees, consumers, buyers, or investors. certified in recognition of its commitment to gender equality in the workplace.32 14 SheWorks: EXECUTIVE SUMMARY EMPLOYEE SURVEYS: As part of SheWorks member HIGHLIGHTS OF LESSONS LEARNED Odebrecht Group’s corporate gender assessment, the company conducted an employee survey across its various Triangulate and gather data from a companies to gauge staff perceptions on career opportunities, number of different sources, such as training and leadership development, employee health and employee surveys, a review of company safety, sexual harassment and discrimination, maternity, policies and practices, and HR data, to paternity, flexibility, and a host of other issues. The survey verify and confirm findings. results helped the company make its gender equality policy more targeted and strategic. The company, in tandem with Conduct gender assessments by location, staff, was able to make plans to improve recruitment and taking into account geographical and training practices, wage and career evaluation, work-life and cultural contexts that may impact the family-friendly support, worker health, and empowerment of work environment and corporate gender women in the value chain and community. gaps. CONDUCTING A GENDER PAY EQUITY ANALYSIS: Actively Benchmark against other companies in managing pay equity is associated with a faster trajectory to the market and region as well as against higher current female representation at the professional international standards of excellence to through executive levels. Research led by SheWorks partner compare performance and credibly EDGE Certified Foundation (2015) suggests that while communicate successes. communicating and documenting gender equality and pay equity are important, actively managing pay equity is a critical Ensure that gender assessments are driver of gender diversity, as it improves the value proposition authentically referring to all employees, for women and their household income vis-a-vis men with not just women. the effect that women are more likely to stay in the labor force.33 As part of their regular gender assessment process, Measure and articulate the benefits of companies are encouraged to also conduct a gender pay gap gender assessments and gender equality analysis to come up with ways to create a fair compensation for men as well. and reward system and promote pay transparency. Remember, the journey is often more GENDER DISAGGREGATED DATA AND SUSTAINABILITY rewarding than the destination. An REPORTING INITIATIVES: Gender disaggregated data inclusive assessment process can start enables companies to strengthen their sustainability conversations and provide deeper insights reporting and effectively engage with reporting frameworks and fresh takes on old issues. such as the Global Reporting Initiative (GRI), which is an established, globally-recognized framework for reporting on For a complete list of promising practices and lessons gender-related indicators. Biosev, a Brazilian sugar cane and learned, please refer to the full version of the report. ethanol company, for example, uses the GRI framework to report on gender in its annual sustainability report. WOMEN’S EMPOWERMENT PRINCIPLES (WEPS) produced gender-specific guidelines The Women’s REPORTING ON PROGRESS: For companies seeking Empowerment Principles: Reporting on Progress.34 These guidance on how to report on progress made towards guidelines offer practical advice, general reporting putting the WEPs into practice, SheWorks strategic partner approaches, and specific examples of disclosures and the UN Global Compact along with UN Women has performance indicators for operationalizing the seven WEPs. 15 COURTESY OF GAP INC. SheWorks: EXECUTIVE SUMMARY A Gap Inc. store employee at work. Chapter 6 Leadership’s Public Commitment to Women’s Employment as a Smart Business Strategy M any companies develop innovative measures to promote workplace gender equality presents an ideal PR promote women’s recruitment, retention, and opportunity for companies to gain recognition for their promotion. Yet these measures can fail to have the efforts and energize their existing and future employees. desired impact or even take off if they lack one crucial Many SheWorks members including Boyner Group, The ingredient: strong leadership commitment, buy-in, and Coca-Cola Company, Gap Inc., and Ooredoo have received support. The good news is that many business leaders awards such as the WEPs CEO Leadership Award, Catalyst recognize that equal treatment of women and men at work Award, Real Business First Women Awards, and Global CSR is not just the right thing to do—it is also good for business. Awards. SheWorks members have also featured on lists such This is evident from the fact that more than 1,200 CEOs as DiversityInc’s Top 10 Companies for Global Diversity and globally have signed the Women’s Empowerment Principles Working Mother 100 Best Companies. (WEPs) CEO Statement of Support. 35 RAISING AWARENESS THROUGH MULTIPLE CHANNELS: SHEWORKS HIGHLIGHTS OF Senior management teams across all SheWorks members PROMISING PRACTICES and strategic partners frequently speak publicly about the importance of women’s employment as a smart business GAINING RECOGNITION—AWARDS AND LISTS: Winning strategy. Members have used multiple channels to an award or featuring on a list of preferred companies that communicate these messages, including at global, regional, 16 SheWorks: EXECUTIVE SUMMARY and national conferences and public speaking engagements HIGHLIGHTS OF LESSONS LEARNED as well as broadcast, print, and social media. Additional details are provided in the full report. Appoint female and male spokespersons in the organization to be the leading WE NEED MORE MALE CHAMPIONS OF CHANGE! voices on the topic of workplace gender Innovative global initiatives, such as Male Champions of equality. Change,36 Geneva Gender Champions,37 and the HeForShe campaign and its IMPACT 10X10X10 pilot initiative, are Mainstream leadership messages bringing together diverse allies and stakeholders, especially internally and externally by developing men, to make progress on gender equality. a set of talking points and compiling business case data and examples ready THE UN GLOBAL COMPACT PANEL PLEDGE: At the 2016 for use by senior management. WEPs Annual Event, Lise Kingo, Executive Director of SheWorks partner UN Global Compact, announced the Involve multiple stakeholders and organization’s commitment to ending all male panels by partners. SheWorks members have taking the #PanelPledge. As part of this pledge, the 38 collaborated with a number of internal organization’s male employees will help advance gender and external partners and organizations, equality when they are invited to speak on an all-male panel such as CGI, GSMA, ILO, Mercer, and PwC by asking to substitute a female colleague, raising the to further enhance their impact and importance of women speakers if they do attend the event, outreach. or declining the speaking engagement. Organizations such as Chief Executive Women, Geneva Gender Champions Male For a complete list of promising practices and lessons Champions of Change, and Women’s Leadership Institute learned, please refer to the full version of the report. Australia have also made similar pledges. SIGNING THE SEVEN WOMEN’S EMPOWERMENT PRINCIPLES (WEPs): Many companies, including SheWorks members Care.com, Gap Inc., and Odebrecht Group’s PARTICIPATING IN “RING THE BELL FOR GENDER petrochemical arm Braskem, found it valuable to EQUALITY” EVENTS: In 2016, 34 stock exchanges demonstrate their gender commitment and leadership by participated in this global initiative to raise awareness about signing the WEPs, an initiative developed by SheWorks the importance of gender equality to sustainable business.39 partner UN Global Compact along with UN Women. This Led by SheWorks partner UN Global Compact, IFC and makes them part of a global community of likeminded others, the events were attended by business leaders across business leaders who regularly share their experiences and regions and industries who reinforced their commitments, best practices. shared and celebrated progress, and stressed the importance of fostering gender equality in their companies. The cumulative efforts of all these leaders as well as knowledge- sharing has influenced how other business leaders and stock exchanges can help advance workplace gender equality. 17 COURTESY OF THE INTERNATIONAL LABOUR ORGANIZATION SheWorks: EXECUTIVE SUMMARY This illustration captures discussions during a 2015 conference in London organized by ILO, IFC, and the Afterword: The Work Is Confederation of British Industry (CBI) to identify steps to accelerate women’s leadership in business and management. Never Done T wo years. 13 companies. 41 commitments in six topic There is a particular need to address “disruptive changes” areas. The SheWorks global private sector partnership brought on by the Fourth Industrial Revolution which will for women’s employment accomplished a lot in two result in a net loss of over 5 million jobs in 15 economies years: It advanced employment opportunities and improved between 2015 and 2020, projected to adversely impact more working conditions for more than 300,000 women by women than men.40 putting in place new and strengthening existing gender- smart recruitment, retention, and promotion policies and A few examples of where SheWorks members and partners practices. Women’s employment numbers have gone up in feel other large scale partnerships and private, public, and more than 60 percent of SheWorks member companies. civil society actors can unite to reduce economic gender Despite their achievements, SheWorks members and partners gaps include: recognize that there is still a lot more that needs to be done. 18 SheWorks: EXECUTIVE SUMMARY • Leveraging the public sector’s role in supporting the private • Advancing women’s employment in fragile and conflict- sector’s efforts to advance women’s employment globally. affected regions. • Eradicating existing legal barriers to women’s • Strengthening the role of businesses in meeting the employment, which have been well-documented by the Sustainable Development Goals, particularly goal number World Bank Group’s Women, Business and the Law. 41 5 pertaining to gender equality. • Gauging and mitigating the negative impact of climate SheWorks members and partners hope that the SheWorks change on women’s employment and access to natural partnership model and knowledge will inspire others to resources such as water in emerging markets. continue to take the lead and tackle these issues by leveraging resources, networks, and knowledge to make the • Helping redistribute childcare and elderly care world a better place for employees and business. responsibilities evenly between members of households to reduce women’s time spent on unpaid care work and enhance their income earning potential. A Short Reading Guide For a complete bibliography and list of resources, please refer to the full version of this report. Alexander Mann Solutions. (2014). Focus on the Pipeline: Engaging the Catalyst. (2013). Why Diversity Matters. http://www.catalyst.org/ full potential of female middle managers. http://www.commitforum. system/files/why_diversity_matters_catalyst_0.pdf com/wp-content/uploads/2014/08/AMS_EW_Report.pdf This research compilation shows that workforce gender diversity is linked This survey covering over 400 UK-based female middle managers and to a number of business benefits, including better firm performance and 200 HR leaders shows that women’s progression from middle to senior reputation, and lower turnover. management will have a “multiplier effect” by generating a healthy talent pipeline, stronger operational performance, and role modelling. Center for Talent Innovation. (2014). Athena Factor 2.0: Accelerating Female Talent in Science, Engineering & Technology. http://www. Better Work. (2014). POLICY BRIEF: The Business Case for Quality Jobs: talentinnovation.org/assets/Athena-2-ExecSummFINAL-CTI.pdf Evidence from Better Work. http://betterwork.org/global/wp-content/ The science, engineering, and technology landscape of Brazil, China, uploads/Quality-jobs-policy-brief-V2-print_1.pdf India, and U.S. shows a strong female talent pipeline, with women being ILO/IFC’s Better Work program shows that investing in quality jobs leads the majority of SET graduates in many key geographies. Yet, women in to better business relationships, product quality and reliability, and risk SET feel stalled in their careers and are likely to quit within a year. management that can mitigate skill shortages and supplier turnover. It enables greater control of brand and sustainability agendas for buyers. IFC. (2013). Investing in Women’s Employment: Good for Business, Good for Development. http://www.ifc.org/wps/wcm/connect/5f6e5580416 Boushey, H. & Glynn, S. J. (2012). There Are Significant Business Costs bb016bfb1bf9e78015671/InvestinginWomensEmployment. to Replacing Employees. Center for American Progress. pdf?MOD=AJPERES https://www.americanprogress.org/wp-content/uploads/2012/11/ Through case studies of global companies operating in different sectors, CostofTurnover.pdf this research shows how investing in women’s employment can lead to Businesses spend about 21 percent of an employee’s annual salary to good business and development outcomes. replace that worker. The International Labour Organization (ILO). (2016). Women At Work: Bright Horizons Family Solutions. (2015). Modern Family Index. http:// Trends 2016. http://www.ilo.org/wcmsp5/groups/public/---dgreports/ www.brighthorizons.com/~/media/BH/Corporate/PDF/MFI_2015_ ---dcomm/---publ/documents/publication/wcms_457317.pdf Report%20_FINAL.ashx This report provides the latest ILO data and policy drivers for improving U.S. fathers surveyed want to be involved; cite lack of childcare as a key women’s position in labor markets. It shows, for example, that today, the daily stressor at work. chances for women to participate in the labor market worldwide remain almost 27 percentage points lower than those for men. 19 SheWorks: EXECUTIVE SUMMARY ILO. (2015). Gaining Momentum: Women in Business and Management. Noland, M. et al. (2016). Is Gender Diversity Profitable? Evidence from a http://www.ilo.org/wcmsp5/groups/public/---dgreports/--- Global Survey. EY & the Peterson Institute for International dcomm/---publ/documents/publication/wcms_334882.pdf Economics. http://www.iie.com/publications/wp/wp16-3.pdf This report highlights the business case for gender diversity, the This comprehensive survey of 21,980 firms in 91 countries shows that obstacles women face, and ways to move forward. The report shows that companies that focus on developing a robust pipeline of female women’s labor force participation is crucial for business and economic leadership will achieve the highest economic returns, compared to those growth. ILO’s Women in Business and Management report series also companies that focus on getting lone women to the top. includes two additional, regionally-focused reports: Women in business and management: Gaining momentum in Asia and the Pacific: http:// RobecoSAM. (2015). Does Corporate Gender Equality Lead to www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/---sro- Outerperformance. http://www.robecosam.com/images/Does_ bangkok/documents/publication/wcms_379571.pdf and Women in corporate_gender_equality_lead_to_outperformance.pdf Business and Management: Gaining momentum in the Middle East and Across industries, women have a lower representation at the North Africa: http://www.ilo.org/wcmsp5/groups/public/---arabstates/- management level than they do in the workforce despite significant --ro-beirut/documents/publication/wcms_446101.pdf. business benefits associated with corporate gender equality. ILO. (2015). Work and Family: Creating a family-friendly workplace. http:// UN Global Compact and UN Women. (2016). Women’s Empowerment www.ilo.org/wcmsp5/groups/public/---dgreports/---gender/ Principles: Reporting on Progress. http://weprinciples.org/Site/ documents/briefingnote/wcms_410189.pdf. Also see ILO. (2015). WepsGuidelines/. Maternity, Paternity at Work: Baby steps towards achieving big This resource provides guidance to companies that want to better report results. http://www.ilo.org/wcmsp5/groups/public/---dgreports/--- on the progress they have made towards putting the seven Women’s gender/documents/briefingnote/wcms_410183.pdf Empowerment Principles into practice. This comprehensive set of resource serves as a guideline for companies to World Economic Forum. (2016). The Future of Jobs: Employment, Skills better support their employees’ work-life needs. Additional resources are and Workforce Strategy for the Fourth Industrial Revolution. http:// also available on the Australian Human Rights Commission and the www3.weforum.org/docs/WEF_Future_of_Jobs.pdf. Great Britain Equality and Human Rights Commission websites. Data from 1.9 billion workers around the world estimates that between International Monetary Fund. (2015). Catalyst for Change: Empowering 2015 and 2020, “disruptive changes” brought on by the Fourth Industrial Women and Tackling Income Inequality. https://www.imf.org/external/ Revolution will result in a net loss of over 5 million jobs in 15 economies, pubs/ft/sdn/2015/sdn1520.pdf which will adversely impact more women than men. Research shows that better access to parental leave and comprehensive, World Bank Group. (2012). World Development Report: Gender Equality affordable, and high-quality childcare frees up women’s time for formal and Development. https://siteresources.worldbank.org/INTWDR2012/ employment. Greater parity between paternity and maternity leave could Resources/7778105-1299699968583/7786210-1315936222006/ enable women to share childcare duties with their partners and return to Complete-Report.pdf the labor market earlier. This report argues that gender equality is a core development objective in International Monetary Fund. (2015). Fair Play: More Equal Laws Boost its own right. It is also smart economics. Greater gender equality can Female Labor Force Participation. https://www.imf.org/external/pubs/ enhance productivity, improve development outcomes for the next ft/sdn/2015/sdn1502.pdf generation, and make institutions more representative. IMF research shows that reducing the price of childcare by 50% could be World Bank Group. (2015). Gender Strategy 2016-2023: Gender Equality, associated with an increase of 6.5-10% in the labor supply of young Poverty Reduction, and Inclusive Growth. http://documents.worldbank. mothers. org/curated/en/820851467992505410/pdf/102114-REVISED-PUBLIC- International Trade Union Confederation. (2016). Investing in the Care WBG-Gender-Strategy.pdf Economy: A gender analysis of employment stimulus in seven OECD Informed by months of consultations in 22 countries, with governments, countries. http://www.ituc-csi.org/IMG/pdf/care_economy_en.pdf civil society organizations, the private sector, and others, this new Investments in care economy would create twice as many jobs than strategy builds on robust evidence that persistent gaps between women investments in construction industry, plus decrease the gender gap in and men impose significant costs globally that can be addressed. This employment. strategy delineates the support that the World Bank Group will provide to client companies and countries to achieve gender equality as a Mercer and the EDGE Certified Foundation. (2015). When Women pathway to lasting poverty reduction and increased security and shared Thrive, Businesses Thrive. http://diversitywoman.com/wp-content/ prosperity. uploads/2014/11/Gender-Diversity-When-women-thrive- businesses-thrive-Mercer-1.pdf. Based on data from 164 companies in 28 countries covering 1.7 million employees, including more than 680,000 women, this report shows that current female hiring, promotion, and retention rates are insufficient to create gender equality over the next decade. 20 SheWorks: EXECUTIVE SUMMARY ENDNOTES 1 ILO. (2016). Women At Work Trends 2016. http://www.ilo.org/wcmsp5/ 20 Sandberg, S. (2013). Lean in: Women, work, and the will to lead (First groups/public/---dgreports/---dcomm/---publ/documents/ edition). New York: Alfred A. Knopf. publication/wcms_457317.pdf 21 Giang, V. (2015). The Case for Creating a Re-Entrance Program for New 2 ILO. (2016). Women At Work Trends 2016. http://www.ilo.org/wcmsp5/ Mothers. Fast Company. https://www.fastcompany.com/3044475/ groups/public/---dgreports/---dcomm/---publ/documents/ second-shift/the-case-for-creating-a-re-entrance-program-for-new- publication/wcms_457317.pdf mothers 3 RobecoSAM. (2015). Does Corporate Gender Equality Lead to Outperfor- 22 Intel Corporation. (2016). Gender Pay Parity at Intel at 100%. http://blogs. mance? http://www.robecosam.com/images/Does_corporate_ intel.com/jobs/2016/02/29/gender-pay-parity-at-intel-at-100/ gender_equality_lead_to_outperformance.pdf 23 http://workingparentsupportcoalition.launchrock.com/ 4 ILO. (2015). Gaining Momentum: Women in Business and Management. 24 Khadem, N. (2016). Flexible work a career killer for men: report. http:// http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/- www.smh.com.au/business/workplace-relations/men-who-work- --publ/documents/publication/wcms_334882.pdf flexibly-dont-get-promotions-report-20160202-gmjcxh.html 5 OECD. (2013). Gender Wage Gap. https://www.oecd.org/gender/data/ 25 Australian Human Rights Commission. genderwagegap.htm 26 ILO. Sexual Harassment at Work Fact Sheet. http://www.ilo.org/wcmsp5/ 6 ILO. (2015). Gaining Momentum: Women in Business and Management. groups/public/---ed_norm/---declaration/documents/publication/ http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/- wcms_decl_fs_96_en.pdf --publ/documents/publication/wcms_334882.pdf 27 Gender Equality and Women’s Empowerment Reporting Trends for UN 7 IMF. (2013). Women, Work, and the Economy: Macroeconomic Gains from Global Compact Companies That Signed the WEPs. http://weprinciples. Gender Equity. https://www.imf.org/external/pubs/ft/sdn/2013/sdn1310. org/files/attachments/Gender_Reporting_Trends_Handout_6.pdf pdf 28 Unilever. (2015). Human Rights Report 2015: Enhancing Livelihoods, 8 Yale Global. (2014). Women More Educated than Men But Still Paid Less. Advancing Human Rights. https://www.unilever.com/Images/ http://yaleglobal.yale.edu/content/women-more-educated-men-still- slp-unilever-human-rights-report-2015_tcm244-437226_1_en.pdf paid-less 29 Starbucks. (2016). http://www.starbucks.com/responsibility/ 9 Center for Talent Innovation. (2014). Athena Factor 2.0: Accelerating community/supplier-diversity/why-get-certified Female Talent in Science, Engineering & Technology. http://www.talent innovation.org/assets/Athena-2-ExecSummFINAL-CTI.pdf 30 See chapter 5 of the full report for more information and a comparison of various gender equality assessment and certification systems. 10 World Economic Forum. (2015). The Global Gender Gap Report 2015. http://www3.weforum.org/docs/GGGR2015/cover.pdf 31 EDGE Certified Foundation. (2016). www.edge-cert.org 11 IFC. (2013). Investing in Women’s Employment: Good for Business, Good for 32 SAP SE. (2015). https://news.sap.com/sap-first-technology-company- Development. http://www.ifc.org/wps/wcm/connect/5f6e5580416bb016 in-united-states-to-receive-gender-equality-certification/ bfb1bf9e78015671/InvestinginWomensEmployment.pdf?MOD=AJPERES 33 Mercer and EDGE Certified Foundation. (2015). When Women Thrive, 12 The World Bank Group. (2014). IFC Launches 'She Works' Partnership to Businesses Thrive. http://diversitywoman.com/wp-content/up- Advance Women in Private Sector. http://www.worldbank.org/en/news/ loads/2014/11/Gender-Diversity-When-women-thrive-businesses- feature/2014/09/22/ifc-launches-she-works-partnership-to-advance- thrive-Mercer-1.pdf women-in-private-sector 34 Women’s Empowerment Principles: Reporting on Progress. http:// 13 Please refer to Box 1 for details. weprinciples.org/Site/WepsGuidelines/. Also see http://weprinciples. org/files/attachments/WEPs_Reporting_Guidance_G4_Sept2014pdf. 14 McKinsey & LeanIn.org. (2015). Women in the Workplace. https://women pdf and UN Global Compact COP http://weprinciples.org/Site/ intheworkplace.com/2015 CommunicationOnProgress/ 15 J. L. Pletzer et al. (2015). Does Gender Matter? Female Representation on 35 Women’s Empowerment Principles: Companies. http://weprinciples. Corporate Boards and Firm Financial Performance—A Meta-Analysis. http:// org/Site/Companies/1 www.ncbi.nlm.nih.gov/pmc/articles/PMC4473005/ 36 Male Champions of Change. http://malechampionsofchange.com/ 16 Heskett, J. (2015). Why Does Gender Diversity Improve Financial Perfor- See also http://malechampionsofchange.com/wp-content/up- mance? http://hbswk.hbs.edu/item/why-does-lack-of-gender- loads/2016/03/MCC-Progress-Report-2015.pdf diversity-hurt-performance 37 Geneva Gender Champions. http://genevagenderchampions.com/ 17 Chief Executive Women. (2009). The Business Case for Women as Leaders: One Woman Is Not Enough. http://docplayer.net/13062229-The-business- 38 UN Global Compact. (2016). http://www.unglobalcompact.org. case-for-women-as-leaders.html au/2016/03/16/the-end-of-all-male-panels/ 18 Forbes. (2015). How to win the war for talent in 2015. http://www.forbes. 39 The Sustainable Stock Exchanges Initiative. (2016). http://www. com/sites/georgebradt/2015/01/07/how-to-win-the-war-for-talent- sseinitiative.org/gender_equality_bell/ in-2015/#300491019da3 40 World Economic Forum. (2016). http://www3.weforum.org/docs/ 19 Workforce Institute. (2015). Strategies to Increase Women Leaders in the WEF_Future_of_Jobs.pdf Workplace. http://www.workforceinstitute.org/blog/strategies-women- leaders-workplace/. Also see PwC. (2014). Next Generation Diversity: 41 World Bank Group. (2016). Women, Business and the Law. http://wbl. Developing Tomorrow’s Female Leaders. http://www.pwc.com/gx/en/ worldbank.org/ about/diversity/women-at-pwc/internationalwomensday/next-gen- diversity-publication.html 21 CONTACT INFORMATION 2121 Pennsylvania Avenue, N.W. Washington, D.C. 20433 www.ifc.org/gender