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NORTHWEST WOMEN AND WORK TASKFORCE POSITIVE ACTION 1. Introduction Following the Taskforce discussion on the positive action scoping paper, this paper focuses on: •
Defining positive action
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Clarifying the key issues – such as barriers and critical success factors
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Case studies and/or examples of Northwest initiatives
•
Draft recommendations
Each section is followed by questions for discussion. Draft recommendations are set out in the final section. Case studies are attached as an appendix. The draft recommendations are designed to be congruent with the proposed vision, priorities, strands and outcomes of the Regional Strategy (RS2010); to feed into the Government Office Northwest’s BME Advisory Group’s leadership proposals; and to support the ‘refresh’ of the Northwest Equality and Diversity Strategy. In the main, these are high-level strategies and consequently the proposed recommendations are pitched at the macro-level (i.e. addressed to regional bodies and partners) not at the level of the individual organisation or sector. 2. Defining positive action 2.1 There is no singular definition of positive action and for the purposes of the Taskforce, a working definition embracing the spheres of employment, enterprise and public life is proposed: Positive action is a range of lawful actions that seek to address imbalances in opportunities in employment, enterprise and public life among targeted groups which have previously experienced disadvantage or which have been subject to discriminatory policies and practices, or which are under-represented in the workforce, business, or civic leadership roles. This acknowledges that there are both structural causes of inequality and factors relating more to individuals (such as self-limiting perceptions of ability or competence). 2.2
Given the focus of the Taskforce on women in senior roles, recommendations will be directed to addressing under-representation at senior levels in organisations and in public life. (Some recommendations may also impact beneficially on women at lower levels in organisations as a consequence of action taken, but the Taskforce is not considering the position of women at every level in organisations.)
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2.3 In employment, positive action measures include:
2.4
•
Facilities for training women or men only;
•
Encouraging women (or men) only to take advantages of opportunities for doing particular work, for example, strap lines on advertisements encouraging applications from under-represented groups; notifying job agencies that the employer wishes to encourage members of one sex to apply for vacancies
•
Special courses intended to encourage women to apply for management posts
•
Facilities for training carers, excluded from regular full-time employment by virtue of their caring responsibilities, to help fit them for employment
•
Schemes for women from specific groups such as Black & Minority Ethnic (BME) women; women over 50
•
Mentoring schemes for women (or men)
•
Networks for women (or men)
•
Work shadowing for women (or men) It is important to note that the law regards such measures as permissible discrimination by employers provided that certain pre-conditions apply: in short that at any time in the preceding twelve months there were either no women doing the work in question or the number doing that work was ‘comparatively small’1 (Similar requirements apply to training bodies).
2.5 Actual selection for recruitment or promotion must be on merit, irrespective of sex or race. Setting a target to increase the representation of women at (for example) senior management level (where data shows they are significantly under-represented) and having a women-only mentoring scheme to encourage women to apply for such posts would be lawful, while setting quotas (reserving posts for female applicants or trainees to the exclusion of males) would not be lawful. 2.6
On the other hand, trade unions may reserve seats for women to secure a minimum number of persons of the under-represented sex. Political parties may also make special provisions for persons of one sex only and are permitted to have all-women shortlists for local government and parliamentary candidates. However, in the appointment of public office holders, positive discrimination is unlawful.2
2.7
The evidence suggests that positive action is under-utilised by employers owing to confusion or uncertainty as to ‘what is allowed’ 3.
Sex Discrimination Act 1975s.48 (1). The RaceRelations Act 1976s.38 has similar (but not identical) provisions. It is more specific as to the qualifying conditions for lawful positive action. 1
Sex Discrimination Act 1975, s.10B.This section does not apply to (for example) members of parliament; local authority councillors; any office of a political party, if s.6 (employment) applies. 100915094143-6bab8f06cf4f42508420525a734207af.file 2
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2.8
The Equality Bill (if it becomes law) 4 would unite the scope of lawful positive action in employment to cover all groups protected by discrimination law (but with some remaining differences, for example in regard to disability). However, the proposed ‘tie-break’ provision – where an equally qualified candidate from an under-represented group may be preferred – is unlikely to have much impact as genuine ‘ties’ are probably not frequent occurrences. The tie-break provision has been criticised as unworkable; furthermore legal uncertainty and the risk of facing claims from unsuccessful candidates could deter employers from relying on this particular positive action measure.
2.9 The Taskforce is asked to consider how widely it wishes to ‘cast the net’ in relation to its recommendations on positive action. Given the finite time and resources of the Taskforce, it is suggested that the recommendations on positive action focus on employment and enterprise. Other organisations or interest groups may be better placed to lead on underrepresentation on elected bodies such as local councils. There may be specific areas where the Taskforce might identify scope for cross-referencing (to its own recommendations) or potential for recommendations on joint initiatives (for example, cross-sector networking) in the arena of public appointments. 2.10 On the presumption that the Taskforce would favour this approach, a policy statement on positive action could be as follows: We encourage positive action i.e. a range of lawful actions that seek to address imbalances in opportunities in employment and enterprise affecting women who have previously experienced disadvantage or who have been subject to sex discriminatory policies and practices, or who are under-represented at senior levels in organisations as employees, office holders and non-executive directors/ board members. It is recognised that such imbalances are also affected by other characteristics and that positive action measures must be sensitive to diversity in all its forms. 2.11 Much more radical measures have been adopted in Norway, and are proposed in France, requiring all company boards to comprise 40% women 5. (See Appendix 1).
2.12 Positive action initiatives targeted nationally or in other regions at other diversity groups include a regional mentoring scheme for lesbian, gay, bisexual and transgender (LGBT) council employees in West Yorkshire; Our Choices role model project aimed at Muslim girls; a leadership development programme, part of the Disability Lib initiative; and Operation Black Vote’s scheme for individuals
3
Positive Action: Scoping Paper, NW Women & Work Taskforce December 2009, page 2.
At the time of writing, the Bill was at the Committee Stage in the House of Lords. It is likely to go into the ‘wash-up’ – a short period before the formal dissolution of Parliament prior to the general election. Final contents of bills become a matter for negotiation between the parties and controversial items tend to be dropped in order to get legislation passed. This could mean that the sections in the Equality Bill on positive action and socioeconomic inequalities will not survive. 4
5
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to shadow 25 senior MPs6. The Task Force may wish to ensure that similar initiatives mounted in the Northwest are effective in supporting women and girls within these groups. Questions for discussion: 1. Should recommendations on positive action include recommendations on the representation of women on elected bodies such as local councils; or should the recommendations focus on employment and enterprise (linking with other spheres of activity as suggested above)? 2. Is the proposed policy statement on positive action fit for purpose?
3. Positive action: key issues 3.1
In terms of the Regional Strategy, positive action is a means to an end – ‘to realise the potential of women to contribute to all levels of the economy of the Northwest’.7 It would involve measures to maximise the talent pool available to employers, businesses and civic bodies by dismantling the barriers (whether structural or ‘self-generated’) that inhibit or prevent women from participating at senior levels and in leadership roles in organisations. The economic and social benefits of equality of opportunity and improving equality outcomes are widely accepted at the level of strategic decision-making. For individuals, successful positive action may also bring less tangible, personal benefits such as a greater sense of fulfilment in one’s working role, improved morale and sense of self-worth. For employers, the benefits can include improved retention of female middle managers, having a more diverse talent pool available for promotion to senior roles, less conflict at work, and an improved image in the recruitment market. For companies, female board members can strengthen decision-making through widening the skill sets available and bringing different experiences to the table. (Of course, this is an illustrative not exhaustive list of benefits at the micro-level).
3.2
If positive action is so beneficial, why is it not more widespread? As mentioned, the concept is mired in legal technicalities and it is confusing to many people. The public image and understanding of positive action is not helped by tabloid misrepresentation about various diversity measures and criticism of ‘political correctness’. The difference between positive action and positive discrimination is often not appreciated. The foundation for promoting positive action successfully at a regional level is tackling ignorance and providing clear information about what positive action is and is not. The
6
Seewww.infrastruct.co.uk/mentoring; www.ourchoices.org; www.allfie.org.uk/pages06/disabilitylib; and www.obv.org.uk respectively. 7
Realise the potential of our people and tackle poverty Strand 3: areas where we could focus action RS20103B. 100915094143-6bab8f06cf4f42508420525a734207af.file 4
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emphasis should be on descriptions and examples of permissible measures and desired outcomes. Does positive action work? Research findings identify key generic critical success factors.
3.3
Stand-alone positive action does not work. It must form part of a sound equality and diversity strategy and action plan. Organisations need to know (i.e. audit) where men and women are in the organisation and in what proportions – in occupations, grades/ pay bands, and in board membership – in order to initiate lawful positive action. From this baseline position, it is then possible to measure changes and assess the impact of the positive action measures taken. The more sophisticated the audit, the more precisely positive action can be targeted. For example, there may be evidence that the glass ceiling is proving more resistant for females from certain Black and Minority Ethnic (BME) than other female groups. In this hypothetical but not atypical scenario, there is likely to be a number of contributory factors which would need to be rectified by positive action in conjunction with other equality actions such as: review of person specifications and job profiles; requiring all interview panellists to be trained in equality awareness; providing representative interview panels; improving feedback to unsuccessful applicants etc.
Senior management / director commitment and buy-in are essential to the success of positive action. The resulting culture change within the organisation must be led visibly from the top. Champions should include the most senior people. Initiatives which depend on the presence and energy of a key person or small team may well peter out and resistance at lower levels may need addressing. Firm, committed and persistent leadership from the top of the organisation supported and reinforced down the management chain by clear and repeated messages to all staff and other stakeholders is essential.
No ‘one size fits all’. Positive action programmes have to be carefully tailored to the needs of the organisation and the intended beneficiaries, including involvement of ‘targeted groups’ in planning measures to address underrepresentation. Equally, there are dangers if the ground has not been prepared for positive action. Intended beneficiaries will not welcome the prospect of hostility from the ‘losers’ if positive action is interpreted (wrongly) as being ‘positive
discrimination’ or a publicity stunt to make the organisation ‘look good’. In male-dominant workplace cultures, women colleagues who participate in women-only networks or schemes can find themselves stigmatised if not harassed.8 Others may feel under pressure to ‘prove themselves twice over’ in promoted roles if they are perceived as having received an unfair advantage. These factors partly explain why organisations seek to provide a range of inclusive opportunities and avoid programmes that are restricted solely to women or BAME staff. In addition, poorly tailored programmes may Evidence from the ICT sector gathered by University of Salford in Griffiths M., Moore K., Burns B., and Richardson H. (2007) The Disappearing Women: North West ICT Project Final Report 100915094143-6bab8f06cf4f42508420525a734207af.file 8
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experience high drop-out rates or fail to achieve the organisational objectives set for them. These critical success factors apply at the micro-level but they can be extrapolated to the macro-level in formulating recommendations for the Regional Strategy (see below). 3.4
What specific measures work? Is there any evidence at what stages in women’s careers (be they employees, entrepreneurs, potential board members) particular measures might be most effective? The fact that ‘no one size fits all’ means that what works in one organisation may not work in another for a host of reasons. Case studies are valuable to draw out ‘lessons learnt’ that will have wider applicability; and for organisations with similar cultures or other characteristics to study and get ideas from. However, failures and fizzle-outs are rarely publicised although much can also be learnt from them. To be effective, at regional level, strategic support for positive action should raise awareness, publicise its benefits and provide a gateway for interested employers so that they can decide what measures they might adopt and where they can get further guidance and assistance. (The same approach would apply to positive action in business).
4. Positive action in employment 4.1 Most of the information gathered to date comes from the public sector. However, it lacks detail on precisely what measures have been adopted and with what results; and on lessons learnt. An embryonic list of North West ‘exemplar employers’ has been compiled. We suggest adding public authorities which have been awarded the local government Equality Mark. They include Cheshire and Greater Manchester Fire and Rescue Services. 4.2
There appear to be few internally-run special courses for women aspiring to management positions9. Possible explanations could be that such courses are
do not fit with the organisation’s current approach to employee development; that they are seen as divisive by employees; that potential participants are not attracted to courses that do not provide an obvious or assured pathway to promotion; and that potential participants are too busy in the day-job and/or do not anticipate having support from their line manager. 4.3 Another disincentive to positive action in employment (and possibly in business) is concern over poaching – that an organisation will invest in a ‘rising star’ only to see her lured away by a competitor. Positive action training may spark an individual’s interest in making a career move particularly if she believes that there are limited opportunities to progress in her organisation.
Examples nationally include Ernst and Young’s junior leadership programme for underrepresented groups and a pilot two-day Women's Leadership Programme for all senior women; and the Cabinet Office/National School of Government’s Leaders UnLtd for talented people in groups underrepresented in the Senior Civil Service. The programme offers a range of modern leadership activities including coaching, action learning, a business-critical project and mentoring. 100915094143-6bab8f06cf4f42508420525a734207af.file 6 9
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4.4
Other factors may also come into play such as dissonance between the individual’s values and those she perceives in the organisation; an unwelcoming workplace culture (‘the boys’ club’); and work-life balance issues. Research literature on (mainly public sector) organisations’ equality monitoring highlights disproportionately low retention rates10 for female managerial employees.
4.5 A quick survey of contemporary positive action programmes in employment (not including mentoring and networking) suggests that the focus for formal training/ development programmes for leadership roles has shifted in recent years to addressing BAME under-representation (which will include women of course). Examples include the NHS Breaking Through Programme; Race for Success; and the local government Improvement and Development Agency’s ‘Yes We Can’ and Get Ahead Programmes. There are advantages in external programmes for employers and participants and the Taskforce may want to encourage regional provision in some sectors or where there is a demand for it. It would be necessary to gauge interest and demand for a menu of choices i.e. open programmes (re gender and race); and programmes for women, BAME employees, and/or BME women.
5. Mentoring 5.1
Mentoring covers a variety of models comprising formal and informal mentoring; mentoring within organisations and schemes which run across organisations / within sectors and so on. The topic has been extensively researched but clarity is still needed over what models and processes produce what outcomes. 11 Generally, what works (and when in a woman’s career in
employment or business) depends on what she is seeking. If the organisational goal in offering mentoring does not match the mentee’s goals, it is unlikely to be successful. The NW mentoring programme aims to cater for individuals at different stages of their career with different types of programme (e.g. informal/ formal; one-to-one or group mentoring; face-to-face or e-mentoring; internal or sectoral). In regard to the mentor and mentee, should they be crossgender/ethnicity or same-gender/ethnicity? 12 5.2 Notwithstanding the previous observation on the paucity of reliable research findings, it is widely acknowledged that mentoring can make a significant contribution to breaking down a range of barriers faced by women aspiring to senior roles in employment and business. 5.3 Many organisations in the North West have mentoring schemes but there is a lack of published detail on the types of programmes and outcomes. At regional
This is not to say that this is mainly a public sector issue rather information on equality monitoring in public sector organisations tends to be more publicly available. 10
See D. Clutterbuck (2003) ‘The problem with research in mentoring’ The Coaching & Mentoring Network – articles http://www.coachingnetwork.org.uk/resourcentre/articles/ViewArticle.asp?artId=82 11
There are some international research findings on these questions. Again, what works best depends on what suits the individuals concerned. 100915094143-6bab8f06cf4f42508420525a734207af.file 7 12
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level, mentoring and coaching is a priority area in the Northwest Women’s Enterprise Action Plan 2008, including activities are to: •
Coordinate a women-focussed mentoring programme across the region
•
Improve the marketing / promotion of existing mentoring provision
•
Provide access to e-mentoring where appropriate The Plan includes an action ‘15 mentoring case studies (08/09)’. The Taskforce may wish to publicise them.
5.4 Examples of good practice include the FTSE 100 Cross-Company Mentoring Programme aimed at women just below board level; and the ‘Glass Forward’ mentoring scheme for senior employees from under-represented groups in the social housing sector. The PricewaterhouseCoopers Women’s Leadership Programme includes mentoring. A good example of sectoral positive action is the Athena SWAN Charter for Women in Science. (SWAN stands for Scientific Women’s Academic Network.) A number of Northwest universities are signatories and award winners (see Appendix 3). 5.5
In developing more detailed guidance on mentoring for RS2010, it would be worthwhile exploring whether a route-map could be produced (online) which could lead prospective mentees through a series of choices depending on their circumstances and what they want, to arrive at a recommended scheme or programme. Similar route maps might also be produced for organisations thinking about introducing mentoring and possibly for prospective mentors.
5.6
An interesting form of mentoring which is less common in the UK is ‘mentoring up’. Mentors come from the ranks of junior and middle management while the mentees are senior managers. One of the aims is to help senior (mostly male)
managers see the organisation through different (female) eyes. Proctor & Gamble (US) have a traditional mentoring scheme and mentoring up. Its objectives include: ‘to provide informal non-threatening feedback to managers on how to manage issues specific to women and to allow junior women to develop quality relationships with senior management’.13
6. Networking 6.1 The Business Link Northwest database has an impressive list of 90 women’s networks operating in the region. (Appendix 2) In addition there are numerous sectoral networks including in ICT and SET. 6.2 The Business Link database provides a rich source for further research. It is not known at the time of writing, how many networks are active; whether they are largely social or business-oriented; and the benefits members derive from them (tangible and intangible).
Clutterbuck, D. and Ragins, B.R.(2002) Mentoring and Diversity: An International Perspective, ButterworthHeinemann, p.177 100915094143-6bab8f06cf4f42508420525a734207af.file 13
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6.3 As with mentoring, there is debate over the pro’s and cons of single-sex networking compared with mixed gender networking. Again, it will depend on what individual women want but it is sensible to work on the basis that there should be access to both options. (Many business women belong to both types of networks).
7. Procurement 7.1 Procurement is an important lever by which public authorities can impact on the diversity and equality policies and practices of suppliers and contractors. (We await clarification from Government as to the scope in the Equality Bill to encourage positive action in this area). Meanwhile, it is noted that the draft Regional Strategy 2010 includes ‘public sector procurement and commissioning as a vehicle to ensure appropriate support for all members of the community’. The Taskforce’s detailed response to RS2010 Part 1 consultation is included elsewhere in the agenda for today’s meeting. There may also be scope within RS2010 to encourage private sector organisations to adopt an equality-proofed approach to procurement. As mentioned in the Taskforce scoping paper 14, Tyco and Microsoft provide incentives to UK contractors to meet diversity targets.
7.2
7.3 From the supplier end, the Women’s Enterprise Taskforce has noted that women [SME] entrepreneurs ‘find it hard to build up a track record through
procurement contracts’ and the Action Plan sets out specific recommendations on procurement . Questions for discussion 1. Is there any further research which the Taskforce considers to be critical in shaping its recommendations on positive action (bearing in mind its resources and short timescale)? 2. Are there any other aspects of positive action that the Taskforce would want to include in its recommendations?
8. Draft recommendations 8.1 The draft recommendations are framed with the RS2010 in mind. This is a 20year strategy, and the optimum ‘strategic option’ has yet to be determined, nevertheless the proposed priorities and outcomes provide a reasonably clear framework within which to work. 8.2 The working hypotheses on positive action, are as follows: •
In the short term at least (over the next five years) organisations will be free to choose if they take positive action in respect of gender and probably other equality strands. Changes in the demographics of the working population, and
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NW Women & Work Taskforce meeting, December 2009 100915094143-6bab8f06cf4f42508420525a734207af.file
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persistent inequality may lead to increased support for mandatory measures. Statutory positive duties are unlikely to be extended beyond the public sector. •
The capacity within organisations to take positive action in employment will remain variable – from marginal to highly developed capacity (in organisations with mature equality and diversity strategies). At present, certain public sector organisations, (local authorities, NHS trusts and universities) are flagship organisations, while in the private sector, best practice examples have emerged from organisations (often multinational) in financial and legal services. It is difficult to predict what impact global economic conditions might have on established or planned programmes, although, RS2010 acknowledges that in the public sector ‘more will have to be done with less’. Vulnerable initiatives will be those that cannot demonstrate added value or which are seen as extraneous to core functions.
•
The definition of ‘target groups’ is likely to become more nuanced as organisations develop more sophisticated staff monitoring and as the workforce (and/or its catchment area) becomes more diverse as a consequence of demographic change and migration patterns.
•
The non-structural aspects of disadvantage (such as self-limiting personal perceptions) will remain a powerful influence. There may be more emphasis on self-help and taking personal responsibility for one’s career progression and more self-organisation (as opposed employer-sponsored assistance) through informal networking particularly via the internet.
•
Gender-based occupational segregation is not likely to change radically in the short/medium term although it is likely that there will be more instances of the numbers of women having reached a ‘critical mass’ at senior levels as they move up from the upper echelons of middle management and as men increasingly demand a better work/life balance.
8.3 If positive action (particularly formal schemes and measures) is to make a contribution to delivering the RS2010 outcomes, it has to be adopted more widely and embedded successfully within organisations. More employers and organisations need to know about it and the potential gains that could flow from successful implementation. They will need guidance to diagnose what’s right for their organisation, what has worked elsewhere, access to sources of support and possibly start-up funding. Within the regional strategy, the key headings under which detailed actions would need to be developed could include: •
Awareness raising and information – basic advice or signposting to sources of information on what positive action is (and is not) and sources of support and ‘what might suit you’ (online route maps); case studies of success stories; myth busting
•
Guidance – on what measures might be appropriate for you or your organisation; what needs to be in place first; how to deal with staff communications; how to carry out equality audits and measure outcomes.
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Providing a knowledge exchange – for organisations already engaged with positive action – for them to share knowledge, experience and disseminate best practice.
8.4
Advisors and agencies that come into contact with employers and entrepreneurs also need to be knowledgeable about the subject in order to raise awareness, give initial advice and signpost to other sources of guidance and support.
8.5
The headings set out above might provide the broad framework for deciding priorities for action and the development of a more detailed action plan involving the organisations and partners which would lead responsibility for particular actions. The Taskforce may also wish to make more specific or targeted recommendations aimed at particular sectors or areas of activities. For example: •
Growth sectors – initiatives to boost senior women’s career paths in some or all of bio-medical, engineering, digital and creative and manufacturing sectors
•
Recruitment agencies and consultants: An equality accredited list could be compiled and held at regional level
•
Trade and professional associations: to equality audit their procedures and practices, to encourage them to adopt formal and informal mentoring schemes/ arrangements
•
Boards of public bodies: – to monitor progress on national targets set for female membership of new appointments (50% to be women by March 2011) and to propose action if necessary to achieve/revise targets.
•
Corporate boards – to set regional targets for the proportion of women appointees e.g. 30% female membership on corporate boards, to be achieved over the next ten years15
•
Private sector companies – to set targets for the proportion of women holding non-executive directorships
•
Creating incentives for organisations to ‘sign up’ publicly for various positive action initiatives in particular sectors and/or localities, with rewards in the form of awards, kite marks, etc.
•
Procurement practices – see the Northwest Women’s Enterprise Action Plan 2008.
Questions for discussion 15
Increasing Diversity on Public and Private Boards, by Sealy, R., Doldor, E., and Vinnicombe, S., Cranfield School of Management, GEOResearch Findings no. 2009/1. 100915094143-6bab8f06cf4f42508420525a734207af.file
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1. What key trends would the Taskforce identify as being important to consider in framing its recommendations on positive action? 2. Does the Taskforce agree with the broad headings for the recommendations? What is missing? 3. Does the Taskforce agree with the outline targeted recommendations? 4. Are there other sector-specific or targeted recommendations that should be added?
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APPENDIX 1
Proposed 40% female board membership in France – Briefing note Currently, female representation at boardroom level in France is low with women making up just 10% of board members in the blue chip CAC 40 index and only 8% of board members in the top 500 French firms. Britain’s figures are not much better with only 12 % of seats on the board of major companies being held by women. However in France this is all likely to change as a bill is expected to be passed into law by the French government that will see these large companies forced to reserve at least 40% of their boardroom positions for women. The latest version of the bill which is sponsored by President Nicolas Sarkozy’s governing UMP party, has proposed that companies covered by the law will have three years to ensure that 20% of their board is female and six years to reach the 40% level. The bill goes so far as to say that they must have at least one female board member when the board is next reviewed. This law will create thousands of positions for women across the country. The implementation of the law has been criticised with the suggestion that there is a lack of experienced and qualified women to fulfil such roles. However, Jean-François Copé, the UMP parliamentary leader, who is behind the bill, has pointed out that woman directors were said to have handled the recent financial crisis better than men. This measure is likely to become law within the coming months making France the largest state so far to utilise the law in order to break the “glass ceiling”. It’s a measure that’s expected to bring France in line with Norway (see overleaf) and Spain where similar legislation has already been successfully implemented. References Davies, L. (2009, December). ‘French plan to force gender equality on boardrooms.’ Guardian.co.uk, http://www.guardian.co.uk/world/2009/dec/02/french-government-gender-equality-plan Hall, J. (2010, January). ‘France leads the way for women in the boardroom – should we follow?’ Women-unlimited.co.uk.’http://www.women-unlimited.co.uk/france-leads-the-way-for-women-in-theboardroom-should-we-follow. Bremner, C. (2010, January). ‘France aims to shatter glass ceiling for women executives’.Timesonline.co.uk, http://www.timesonline.co.uk/tol/news/world/europe/article6995911.ece Heath, A. (2010, January). ‘France votes to increase female board members’ Cityam.com, http://www.cityam.com/news-and-analysis/france-votes-increase-female-board-members Allen, P. (2010, January). ‘French companies forced to reserve 40% of boardroom posts for women (just don’t tell Harriet Harman). Dailymail.co.uk, http://www.dailymail.co.uk/news/worldnews/article1244946
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The Norway Way Norway was the pioneer in introducing legislation to boost the number of women on company boards, in 2003. The change in the law affected nearly 500 public companies, including 175 firms listed on the Oslo stock exchange. Ministers stipulated that businesses should increase the number of women on their boards to 40% or face the threat of closure. It unleashed an uproar in the Norwegian business community, with many protesting it was ridiculous to shut down a company because it lacked a woman on the board. Others argued that the law infringed the rights of shareholders to decide who they want as directors. But the threat worked and company owners duly complied. Norway now has the highest proportion of women on boards anywhere in the world with 44.2% - up from 6% in 2001. By comparison, in the UK, 12% of FTSE 100 directors are female and one in four boards is exclusively male. Sweden and Finland boast more women at leading companies at 22% and 17% respectively. The proportion of female directors among US Fortune 500 firms is 15.2%.
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APPENDIX 2 Women’s Networks 2009 Region
Sub- Region
Name of Network
Website
National
Greater Manchester
African Caribbean Women Entrepreneurs (AWE)
http://awegreatermanchester.collectivex.com/main/summary
Northwest
Greater Manchester
Association of Women's Solicitors
http://www.womensolicitors.org.uk/group_people.asp?regionURN=5
Northwest
Merseyside
Association of Women's Solicitors
Northwest
Greater Manchester
B4BLadies Group
Northwest
Cumbria
Blue Tarn Cumbrian Women Artists Collective
http://www.ruralwomen.org.uk/
National
United Kingdom
British Computer Society BCSwomen
http://www.bcs.org/
National
London
British Federation of Women Graduates (BFWG)
http://www.bfwg.org.uk/
National
Greater Manchester
Business& Professional Women
National
Lancashire
Business& Professional Women
National
Northwest
BusinessConsort: Pink Ladies Lunches
Northwest
Greater Manchester
Businessfor Breakfast
www.bforb.co.uk
National
Virtual
BusinessStart-up Community
Mainly London centric but does mention other regions
Northwest
Cumbria
Businesswomen of North Cumbria
http://www.bramptonandbeyond.org/lid/index.php?intID=1206
Northwest
Cumbria
Carlisle Women in Business
http://www.ruralwomen.org.uk/
Northwest
Greater Manchester
Chambers of Commerce Women in Business
www.business-support-solutions.co.uk and www.gmchamber.co.uk.
Northwest
Salford
Chapel St
Northwest
Cheshire & Gtr Manchester
Cherchez Networking
www.chercheznetworking.co.uk
Northwest
Cumbria
Complimentary Therapists
http://www.ruralwomen.org.uk/
International
Virtual
CSR(Corporate Social Responsibility) Chicks
http://groups.yahoo.com/group/csr-chicks/
Northwest
Cumbria
Cumbria Wedding and Events Networking Group
http://www.ruralwomen.org.uk/
Northwest
Cumbria
Cumbria Women in Business
www.cumbriachamber.co.uk
Northwest
Greater Manchester
Deloittes Women's Network
International
United Kingdom
Digital Eve
http://www.digitaleve.org/chapters/unitedkingdom/index.htm
European Network of Female Entrepreneurship Ambassadors
http://ec.europa.eu/enterprise/policies/ sme/promoting-entrepreneurship/women/index_en.htm#h2female-entrepreneurship-ambassadors http://www.europeanpwn.net/
www.businessconsort.com
Northwest
Lancashire
European Professional Women's Network EVE
National
Virtual
Everywoman
http://www.everywoman.co.uk/
Northern
Yorkshire
Forward Ladies
www.forwardladies.com
Northwest
Greater Manchester
Fresh Networking: Women in Business
www.freshnetworking.co.uk
100915094143-6bab8f06cf4f42508420525a734207af.file
www.lancschamber.co.uk
15
WOMEN AND WORK TASK FORCE National
Greater Manchester
Girl Geek Dinners
http://www.manchestergirlgeekdinners.co.uk/ Also a Google group at: http://groups.google.com/group/northern-girl-geek-dinners?hl=en
Northwest
Merseyside
Halton Women in BusinessNetwork
www.haltonchamber.com
Northwest
Greater Manchester
Handbagsand Briefcases
National
Virtual
HighTech Women
www.hightech-women.com
Northwest
Cumbria
INSPIRE(Formerly West Cumbrian Rural Women in Business)
http://www.ruralwomen.org.uk/
National
Northwest
Institute of Chartered Accountants
Northwest
Northwest
International Network for Networks
Northwest
Cheshire
Knowsley Women in BusinessNetwork
Northwest
Merseyside
Ladies Lunch
www.therestaurantbarandgrill.co.uk
International
Virtual Network
LadiesAway - Women making the Network -
http://www.ladiesaway.com/
Northwest
Cumbria
Lakeland Businesswomen's Network
http://www.ruralwomen.org.uk/
National
Northwest
Leading Ladies
Northwest
Merseyside
Liverpool Ladies Network
No Website
Northwest
Merseyside
Liverpool Vision Women's BusinessNetwork
n/a
National
London
National Alliance of Women's Organisations (NAWO
http://www.nawo.org.uk/index.asp?page=15
National
Northwest
National Association of Ladies Circles (NALC)
http://www.ladies-circle.org.uk/
International
Northwest
National Association of Women in Construction (NAWIC)
http://www.nawic.co.uk/
National
Northwest
National Black Women's Network
http://www.nbwn.org/
National
Northwest
Network - Connecting Women: North West
http://www.national-womens-network.co.uk/north/index.htm
National
Greater Manchester
Network North West - Manchester
www.national-womens-network.co.uk
Northwest
Cumbria
Network of Enterprising Women in Solway (NEWS)
http://www.ruralwomen.org.uk/
National
Cheshire
Network She
www.networkshe.co.uk
Northwest
Greater Manchester
Networking WWW
Northwest
Greater Manchester
North West Network
www.nwnetwork.org.uk
Northwest
Northwest
Northwest Women in Construction Network
http://www.wicnet.org.uk/
Northwest
Cheshire
Northwich and Warrington WIB Networking Groups
http://www.ww4w.co.uk/asp/networkdetails.asp?id=8
Northwest
Greater Manchester
Oldham's Women in BusinessClub
Northwest
Cumbria
Pennine Artisans
http://www.ruralwomen.org.uk/
Northwest
Cumbria
Penrith Rural Women's Network
http://www.ruralwomen.org.uk/
Northwest
Lancashire
Pink Link
Website in development
Northwest
Cheshire
PROWL
http://www.champion-accountants.co.uk/prowl.aspx
International
Virtual
Q Web - Women's Empowerment Base
http://www.qweb.kvinnoforum.se
Northwest
Greater Manchester
Rejuvenate
Northwest
Greater Manchester
Rochdale Women's BusinessNetwork
100915094143-6bab8f06cf4f42508420525a734207af.file
http://www.rochdalewomensnetwork.co.uk/ http://www.rochdaleonline.co.uk/sites/ rochdale-borough-womens-enterprise-network/become-a-
16
WOMEN AND WORK TASK FORCE member
Northwest
Cheshire
Rowlinsons - Ladies for Lunch
www.rowliinsons.co.uk
Northwest
Cumbria
Rural Women's Network
http://www.ruralwomen.org.uk/
Northwest
Merseyside
Sefton Womens BusinessNetwork
http://www.swbn.co.uk
Northwest
Greater Manchester
Social Solutions Academy
Northwest
Northwest
Society for Women Writers & Journalists
http://www.swwj.co.uk/
Northwest
Cheshire
South Cheshire Chamber Women in Business
http://www.southcheshirechamber.org.uk
Northwest
Merseyside
Southport Women in Business
No Website
Northwest
Merseyside
St Helen's BusinessWomen's Forum
http://www.sthelenschamber.com/
National
Greater Manchester
Striding Out
http://www.stridingout.co.uk/
Northwest
Cheshire/Gtr Man &Lancashire
SWAN(Stockport Women's Area Network)BusinessInspiration Network
www.bossco.co.uk
Northwest
Greater Manchester
Sweet Mandarin Women's BusinessNetworking
www.sweetmandarin.com
Northwest
Greater Manchester
Tameside Women's BusinessNetwork
www. Tamesidebusinessfamily.com
Northwest
Greater Manchester/Merseyside
The Association Of Women In Property
http://www.wipnet.org/
Northwest
Merseyside
The Athena Network
www.theathenanetwork.com
National
Stirling
The British Association of Women Entrepreneurs (BAWE)
http://www.bawe-uk.org/diary.htm
National
Cheshire & Gtr Manchester
The BusinessNetwork North
www.business-network-north.co.uk
National National National
Cheshire Greater Manchester Cheshire
The Womens BusinessClubs: Premier BusinessClub - Chester The Womens BusinessClubs: Premier BusinessClub - North Manchester The Womens BusinessClubs: Networking Club - Wilmslow
www.thewomensbusinessclubs.com www.thewomensbusinessclubs.com
National
United Kingdom
The Womens Engineering Society
www. wes.org.uk
Northwest
Greater Manchester
Thinkingwomen
http://www.thinkingwomen.org/
Northwest
Greater Manchester
Thirsty Thursdays
http://www.thirstythursday.co.uk/
National
Northwest
TiE Manchester Women's Forum
www.tie-uk.org
National
Northwest
Tie UK - Manchester
http://209.220.161.61/chapters/tieuk/chapterHome/about_tie/TiEManchester200710102948127762/viewI nnerPagePT
Northwest
Lancashire
Unique
www.chamberelancs.co.uk/events
Northwest
Lancashire
VIDA
http://www.uclan.ac.uk/information/services/kt/businesses/support/northern_lights.php
National
Northwest
Well Heeled Divas
www.wellheeleddivas.com
Women's International Centre for Economic Development (WICED)
www.train2000.org.uk
www.thewomensbusinessclubs.com
Northwest
Greater Manchester
WI:SE(Women: Investing in Skills for Entrepreneurship).
http://www.wise4women.co.uk/
Northwest
Cheshire/Merseyside
Winning Women
http://www.winningwomen.co.uk/
National
Cheshire
WiRECheshire
http://www.wireuk.org/default.aspx
International
Virtual
WISEDevelopment
www.wisedevelopment.com
100915094143-6bab8f06cf4f42508420525a734207af.file
17
WOMEN AND WORK TASK FORCE Northwest
Lancashire
Women Excelling in Business
www.westlancashireinvestmentcentre.com Women Excelling in Businessis then listed under BusinessSupport.
Northwest
Merseyside
Women in Business
http://www.womeninbusiness.co.uk/
National
-
Women in Film and Television
www.wftv.org.uk/
National
Virtual
Women in Journalism
http://www.womeninjournalism.co.uk/
National
United Kingdom
Women in Logistics UK
www.womeninlogistics.org.uk
National
United Kingdom
Women in Technology
www.womenintechnology.co.uk
Northwest
Lancashire
Women Mean Business
http://www.womenmeanbusiness.net
Northwest
Greater Manchester
Women's BusinessGroup
No Website
Northwest
Lancashire
Women's BusinessNetwork Lancashire
National
Virtual
Womens Marketing Forum
http://www.womensmarketingforum.com/
Northwest
Greater Manchester
Working Mothers in Business
http://www.kintish.co.uk/page786.html
100915094143-6bab8f06cf4f42508420525a734207af.file
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WOMEN AND WORK TASK FORCE
APPENDIX 3
Initiatives to promote women’s participation in Science, Engineering and Technology UK Resource Centre for Women in SET
http://www.ukrc4setwomen.org/html/
The UKRC is the Government’s lead organisation for the provision of advice, services and policy consultation regarding the under-representation of women in science, engineering, technology and the built environment (SET). They work with employers; professional bodies; education institutions; women's organisations and networks; policy institutes; sector skills councils; the government and many others to promote gender equality in SET. They offer tailored services and support for women at all career stages, including getting started, returning after a break, seeking promotion and aspiring to leadership. Services are provided from a central base in Bradford, West Yorkshire, and from national centres.
The Athena Swan Charter for Women in Science http://www.athenaswan.org.uk/html/athena-swan
and
http://www.ecu.ac.uk/subjects/gender
The Athena SWAN Charter is a scheme which recognises excellence in Science, Engineering and Technology (SET) employment in higher education. The Charter was launched in June 2005. Any university or research institution which is committed to the advancement and promotion of the careers of women in SET in higher education and research can apply for membership. The beliefs underpinning the Charter are:
The advancement of science, engineering and technology (SET) is fundamental to quality of life across the globe. It is vitally important that women are adequately represented in what has traditionally been, and is still, a male-dominated area. Science cannot reach its full potential unless it can benefit from the talents of the whole population, and until women and men can benefit equally from the opportunities it affords.
Until March 2007 the SWAN Charter was managed by the Athena Project, based at the Royal Society. In April 2007 a Coordinator was appointed to manage the Charter and awards process as a stand-alone project, now based at the offices of Equality Challenge Unit. The Athena SWAN Charter is supported by the UK Resource Centre for Women in SET and by Equality Challenge Unit.
100915094143-6bab8f06cf4f42508420525a734207af.file
19
WOMEN AND WORK TASK FORCE
APPENDIX 4 Award schemes for women Title Asian Women of Achievement Awards (National)
Explanation Honours the vibrant contributions of Asian women across all aspects of life
Association of Women Solicitors Awards (National)
To recognise and reward women who are or will be the role models for future women solicitors.
BIBA FOR Business Woman of the Year (Lancashire Business Awards) BlackBerry Women & Technology Awards (National)
Businesswoman of the year.
Cartier Women’s Initiative Award (International)
To recognise the immense importance of encouraging more young women into technology careers, and to promote the vast array of opportunities that are available to women in the IT profession in the UK. International business plan competition created in 2006 by Cartier, the Women’s Forum, McKinsey & Company and INSEAD business school to identify and support initial-phase women entrepreneurs through funding and coaching.
Crains Manchester Businesswoman of the Year (Manchester) Merseyside Woman of the Year Enterprising Women’s Annual Awards (National)
Everywoman Awards (National)
To recognise and highlight inspirational women in business.
Categories Extraordinary Entrepreneurship Extraordinary Personal Contribution Extraordinary Personal Endeavour Extraordinary Organisational Success Extraordinary Young Woman Extraordinary Woman of the Year Large Practice; Medium-sized Practice; Small Practice; Legal Aid Practice; In-House Team; Retaining and Developing Legal Talent
Finalists are chosen from the top three projects of each region (Africa, Asia, Europe, Latin America, North America),
Business services and non-profit General business Media and Marketing Professional and Financial Services
Inspirational Business Mum Best Boss Enterprise Challenge Social Enterprise Innovator/SET Customer Impact High Flyer Award Green Award Young Entrepreneur Transport and Logistics Retail The NatWest Everywoman Award Energy & Utilities
FEBS/EMBO Women in Science Award (International)
Joint initiative of EMBO and the Federation of European Biochemical Societies (FEBS) to highlight the major contributions being made by female scientists to life sciences
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20
First Women Awards (National) Inspiring Women Awards (Northwest)
National Landlords Association Property Women Awards (Regional) Manchester Awards for Women (Manchester)
Muslim Women Power List (National) Network She Awards (Northwest and North Wales)
WOMEN AND WORK TASK FORCE research Created by the CBI and Real Business magazine to recognise female pioneers across British business, professional and public life. Founded in 1992 (originally known as the Business North West Woman of Achievement Community Awards) recognised the varied Arts achievements of women in the North West. Public Sector Social Entrepreneurs Recognise women who have revolutionised the property investment market and challenged landlord stereotypes. Part of the Council's 'Proud of Manchester' year-long campaign which recognises outstanding citizenship in the city.
Aims to select women who had demonstrated significant results through strong leadership, successful performance in their chosen career and inspired their colleagues and peers. Aims to recognise the success and reward women in business from across North Wales and the North West.
The Women in Business Award Women and Health Award Women and Culture Award Women and the Environment Award Valuing Older Women Award Outstanding Young Woman Kath Locke Award
Young Business Woman of the Year New Business of the Year Business of the Year Networking Woman of the Year Charity Fundraising and Community Awareness Award Cheshire Business Woman of the Year Conwy Business Woman of the Year Denbighshire Business Woman of the Year Flintshire Business Woman of the Year Wrexham Business Woman of the Year Anglesey & Gwynedd Business Woman of the Year Business Woman of the Year Business Start-up Young Entrepreneur Growth Business Creative and Digital Business of the Year
Creative Business Online Business
Northwest Women in Business Awards
Oldham Business Woman of the Year L'Oréal /UNESCO Women in Science Awards (International) Precious Awards (National)
Organised by the Northwest Women’s Enterprise Forum (NWWEF), and co-funded by the Northwest Regional Development Agency (NWDA) and private sector sponsors.
The first international scientific awards dedicated to women. International reference of scientific distinction. Four women are awarded a £15,000 fellowship to help with the scientific research. The Precious Awards aim to celebrate the achievements of inspirational
100915094143-6bab8f06cf4f42508420525a734207af.file
21
WOMEN AND WORK TASK FORCE entrepreneurial women of colour who are Start-Up Business running businesses in the UK. Ethical Business
Scottish Black Minority Ethnic Achievement Awards (Scotland) Shine Awards (National)
Women in Ethical Business Awards in association with The Times (National) Women in Public Life Awards (National)
Women in the City (London)
Women of the Future Awards (National)
To highlight the achievements of outstanding women working in the hospitality, leisure, travel and tourism sectors. The award winners were given learning and development opportunities, including courses on leadership, management and digital marketing.
The Triodos Bank Women in Ethical Business Awards (WEBA) were launched in 2006 to celebrate the women running the nation's best ethical businesses.
The Dods & Scottish Widows Women in Public Life Awards celebrate women leaders in society and seek to recognise and promote the work of women in politics, business, the civil service and community leadership. Aims to celebrate the achievements of a particular group of women: those working at a senior or partner level within specific professions and within the male-dominated working environment of the City of London. Recognises Britain’s most promising rising stars, women across a range of categories.
Women of the Year Award (National)
Founded in 1955 to provide a celebration of women’s achievements, and an environment in which outstanding winners might meet and inspire.
(Ogunte's) Women's Social Leadership Awards (National &
Showcases women in social enterprises, campaigns, networks and organisations.
100915094143-6bab8f06cf4f42508420525a734207af.file
Service Business Business of the Year – Inspiring Leader Within the Workplace Young Entrepreneur BME Male Entrepreneur of the Year BME Female Entrepreneur BME Business of the Year BME Young Female of the Year Corporate Category Entrepreneur Category Young entrepreneur Homeworker Microbusiness Leader Special prize for all-round achievement Outstanding Mentor Public Sector: Sustainable Tourism Technology Innovator Young Achiever Triodos Ethical Business Award Triodos Ethical Small Business Award Triodos Ethical Entrepreneur Award The Times Reader Vote.
Art & Culture Business Entrepreneurial Media The Professions Science & Technology Voluntary Award Young Star Award Mentor of the Year Woman of the Future Corporate Award Lifetime Achievement Window To The World Outstanding Achievement Women of the Year UK Leader in the Workplace; UK Social Business Leader; UK Leader in Networks/ Campaigns for Social Change
22
International) Veuve Clicquot Business Woman of the year awards (National)
WOMEN AND WORK TASK FORCE  Women Social Leaders from outside the United Kingdom. Excellence in business with HQ based in UK (entrepreneurship, sustainable business practices, innovation). Prize: A case of Veuve Clicquot La Grande Dame 1998.
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23