WOMEN’S EMPOWERMENT TOOLKIT
Contents Section I: Introduction...................................................................................... 5
Why this Toolkit? .......................................................................................... 7
Why women’s empowerment is important to business?......................................... 7
Why are WEPs a useful tool for companies?........................................................ 9
Why WEPs now?............................................................................................10
Section II: ‘How to’ put WEPs into Practice?....................................................... 11
Principle 1...................................................................................................13
Principle 2...................................................................................................19
Principle 3...................................................................................................26
Principle 4...................................................................................................33
Principle 5...................................................................................................39
Principle 6...................................................................................................44
Principle 7...................................................................................................50
3
S
Section I Introduction 5
Section I:
Introduction Why this Toolkit? This toolkit is a collection of useful examples of concrete actions that can be adopted by businesses in India to translate Women’s Empowerment Principles (WEPs) into concrete pragmatic actions. It is a practical guide to help businesses in India implement gender friendly practices and policies within the WEP framework. Against each of the seven WE Principles, clear actions that can be initiated by companies have been suggested, along with data and data sources that can/should be tracked (by implementing companies) to measure progress. The purpose of the toolkit, therefore, is to provide ‘hands on’ guidance to companies in translating WEPs into practice. The toolkit can be used by professionals at various levels of a company: Managers, HR Managers, Team Leaders, Senior Leaders, and Corporate Social Responsibility professionals.
Why women’s empowerment is important to business?
The Gender Dividend: Making the business case for investing in women. 2011. Available from http://www.deloitte.com/ investinginwomen
1
Oxfam 2012. Gender Equality: It’s your Business, Briefings for Business No 7
2
World Bank, 2012. World Development Report, ‘Main Messages’, p.i, http:// siteresources. worldbank. org/ INTWDR2012/ Resources/77781051299699968583/ 7786210315936245355/Main-MessageEnglish.pdf
3
Persis Khambatta, August 2013. India Needs More Women in the Workforce, Center for Strategic and International Studies
4
Various studies and reports have illustrated that investing in women yields significant “gender dividend”. Women are an emerging market and an important consumer segment particularly in the post-crisis economy. The 2011 Deloitte study highlighted the growing power of women consumers – controlling roughly US$20 trillion of total consumer spending globally and influencing up to 80% of buying decisions.1 Empowering women in business leads to long term rewards by enabling a more stable supply of commodities, access to talented pool of workers, enhanced productivity, more balanced and talented boards, more appeal to the entire consumer base, and an enhanced corporate reputation2. The benefits can be summarized as below: Women as employees: With increasing number of women entering the labor force (accounting for 40% of the global labor force3), and the availability of diverse set of skills and capacities that these women have, business enterprises are recognizing the potential of both. In India, it is estimated that increasing economic opportunities for women could accelerate India’s growth rate by 4.2%4. In addition, women remain a large untapped potential. With two out of every three women being unemployed in India, the negative impact of such
7
Women’s Empowerment Principles: Why business should Care? Global Compact Network India and Care India
5
Mckinsey and Company, Gender Diversity: A Corporate Performance Driver, http://www.mckinsey. com/ locations/swiss/news_ publications/pdf/women_matter_ english.pdfhttp://www.fao.org/ docrep/X0198E/x0198e03.htm
6
Catalyst, January 2007. The Bottom Line: Connecting Corporate Performance and Gender Diversity http://www.catalyst. org/publication/82/the-bottomline-connecting-corporateperformance-and-genderdiversity
7
The Bottom Line: Connecting Corporate Performance and Gender Diversity, Catalyst, January 2004
8
The Gender Dividend: Making the business case for investing in women. 2011. Available from http://www.deloitte.com/ investinginwomen
9
http://articles.economictimes. indiatimes.com/2012-03-27/ news/31245046_1_indian-womenwomen-power-consumer-spending
10
8
under representation on the GDP has been well documented. High growth sectors, such as the information technology sector, have a large number of women proving their skills. Inclusion of diversity perspective and gender perspective into the organization’s culture and practices has helped bringing on board innovation and phased work on diversity by IBM. IBM now employs the most number of skilled women in technology5. Women as leaders: Inclusion of women in boards of companies and leadership positions, has improved company’s performance and finances6. Companies with highest representation of women on their top management teams experienced better financial performance than companies with the lowest representation of women7. Nine Indian companies run by the prominent women managers outperformed the 30 leading listed firms on the Bombay Stock Exchange. This finding holds for both financial measures analysed: Return on Equity (ROE), which was 35 percent higher, and Total Return to Shareholders (TRS), which was 34 percent higher8. Women as consumers: The 2011 Deloitte study highlighted the growing power of women consumers – controlling roughly US$20 trillion of total consumer spending globally and influencing up to 80% of buying decisions.9 In India, a new women-empowering socio-economic paradigm is fast unfolding, especially in urban India, grabbing the attention of marketers. Income of women living and working in cities increased to Rs 9,457 a month in 2010, up from Rs 4,492 in 2001, according to a recent IMRB survey of about 9,000 urban Indian women. This has boosted the average monthly household income in urban India, up from Rs 8,242 to Rs 16,509 during the same period, according the survey. In addition, it is estimated that women will continue to make a significant impact as consumers, making India 12% richer by 2015 and 25% richer by 2025, according to a report commissioned by private equity fund Everstone Capital. The report further projects that India’s working age population will grow by a third in the next 30 years with the number of women entering the working population (38%) outstripping that of men (33%)10. Business houses are capitalizing on this trend: Godrej, HDFC, Maruti Suzuki offer some of the emerging examples of products/marketing being especially directed at women.
Why are WEPs a useful tool for companies? WEPs provide guidance to companies for empowering women in the workforce, market and the community. WEPs are not ‘additional’ or ‘new’ prescriptive initiatives to which business enterprises need to subscribe. Rather, they are a tool for strengthening women’s empowerment within existing human resource and corporate responsibility obligations. This toolkit explicitly outlines where each of the WEP principles and actions supports the Global Reporting Initiative (GRI) standards and the UN Global Compact (UNGC). WEPs facilitate the operation of responsible business (characterized by gender parity and the inclusion of diversity in the workforce) by: • Promoting gender equality and establishing it as a key principle shaping the culture of the organisation
The 7 Principles: Principle 1: Establish high level corporate leadership for gender equality Principle 2: Treat all women and men fairly at work – respect and support human rights and nondiscrimination Principle 3: Ensure the health, safety and well-being of all women and men workers Principle 4: Promote Education Training and professional development for women Principle 5: Implement enterprise development, supply chain and marketing practices that empower women
• Offering practical guidance on how principles of equality and diversity can be integrated into the systems and structure of the organisation
Principle 6: Promote equality through community initiatives and advocacy
• Assisting companies to meet their corporate responsibility and sustainability commitments
Principle 7: Measure and publicly report on progress to achieve gender equality
• Enhancing the profile, reputation and competitiveness of the company
9
The United Nations Global Compact (www.unglobalcompact.org) is a call to businesses everywhere to align their strategies and operations with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption, and to take action in support of UN goals and issues
11
The ‘Guiding Principles on Business and Human Rights: Implementing the United Nations ‘Protect, Respect and Remedy’ Framework”, were developed by the Special Representative of the Secretary-General on the issue of human rights and transnational corporations and other business enterprises. The Special Representative annexed the Guiding Principles to his final report to the Human Rights Council (A/HRC/17/31), which received endorsement in its resolution 17/4 of 16 June 2011. Available at http://www. ohchr.org/Documents/Publications/ GuidingPrinciplesBusinessHR_EN.pdf
12
http://www.weprinciples.org/files/ attachments/WEPs,_UNGC,_Guiding_ Principles_on_Business_and_Human_ Rights_Explanatory_Note.pdf
13
Ibid
14
10
Why WEPs now? WEPs were launched in March 2010, following a year-long consultation process with various stakeholders. The principles are not new; rather they make the gender dimensions of such commitments more visible, tangible and measurable. The UN Global Compact focuses11 on corporate sustainability of which respect and support for human rights is one key part. WEPs elaborate gender dimension of corporate sustainability, including the corporate responsibility to respect and corporate commitment to support women’s rights. Similarly, the Guiding Principles on Business and Human Rights12 elaborate on the policies, processes and actions required of all businesses to meet their responsibility to respect human rights, including women’s rights13. WEPs make these rights central, apparent and visible. Thus, WEPs, the UN Global Compact and the Guiding Principles are complementary to each other. WEPs provide general reporting approaches and specific examples of disclosures and performance indicators for each Principle. The guidance aligns with established reporting frameworks that businesses use such as the Global Reporting Initiative (a global reporting framework for information disclosure on sustainability performance), and can be integrated into business UN Global Compact Communication on Progress (COP)14.
S
Section II ‘How to’ put WEPs into Practice? 11
12
Section II:
‘How to’ put WEPs into Practice? This section provides clear actions that business enterprises can take against each Principle to translate them into practice. It also provides examples of data and data sources that companies can track to assess progress as well as outlines case studies of successful companies in India implementing WEPs.
The Global Gender Gap Report 2013, World Economic Forum
15
Principle 1: Establish High Level Corporate Leadership for Gender Equality The Status Quo in India Global Gender Gap Report 201315 validates the low levels of gender parity existing in India in key areas. Examining the gap between men and women in four fundamental categories, namely, economic participation and opportunity, educational attainment, political empowerment and health and survival, India is placed in the bottom half of global rankings, at 101st position out of the 136 economies covered in the Global Index. In addition, it ranks 124 in the category of economic participation and opportunity and reveals even lower figures for representation of women in positions of leadership in economic enterprises. The share of women on boards of listed companies is only 7% whereas the percentage of firms with female participation in ownership is merely 9 percent. The low levels of representation of women in positions of authority in business enterprises are also corroborated by recent research conducted by Care India in 2014. As per the study which covered 10 sectors of the economy, the representation of women on Boards, ranged from 4.25-28.5% across sectors. Not surprisingly, non traditional job sectors (for women) like energy (5%) and aviation (4.25%) had the lowest representation while others like the Media, Food and beverages, Financial services and Telecommunications had nearly 15% representation of women on Board. % of women on Boards
Source: Harnessing women’s talents, innovation and leadership for economic empowerment: An exploratory Study, Care India, February 2014
13
Rank
Score
Economic Participation and opportunity
124
0.446
Labour force participation
124
0.36
Estimated earned income (PPP US$)
86
0.62
Wage equality for similar work (Survey)
125
0.27
Legislator, senior officials and managers
–
–
Professional and technical workers
–
–
Educational attainment
120
0.857
Literacy rate
123
0.68
1
1.00
Enrolment in secondary education
111
0.79
Enrolment in tertiary education
107
0.73
Health and survival
135
0.931
Sex ratio at birth (female/male)
133
0.89
Healthy life expectancy
112
1.02
9
0.385
Women in Parliament
106
0.12
Women in Ministerial positions
100
0.11
1
0.72
Enrolment in primary education
Political empowerment
Years with female head of state (last 50)
Sources: The Global Gender Gap Report 2013, World Economic Forum
Gender gap sub indexes - India 14
The Legal Case The business Case
In recent times, attempts have been made to rectify the skewed gender representation in leadership positions in businesses, particularly at the board level. The New Companies16 Act of 2013 mandates a specified class of companies to at least have one woman director on the board of a company.
Taking proactive measures to encourage and ensure corporate leadership for gender equality has several business gains: •
Enhances the profile and reputation of the company
• Ensures the company is on the ‘right side’ of the law given legal framework to ensure gender representation • Evidence suggests that a gender and diversity enriched enterprise yields long term ‘gender dividends’ in the form of greater return on investments, transparency and sustainability
Nine Indian companies run by prominent women managers outperformed the 30 leading listed firms on the Bombay Stock Exchange. (Economic Times Report, 2009)
According to the Companies Act 2013, the category of companies which need to comply with the requirement of having at least of one woman director are as follows (Section 149(1) of 2013 Act]:
16
(i) Every listed company, within one year from the commencement of second proviso to sub-section (1) of section 149 (ii) Every other public company that has paid–up share capital of one hundred crore rupees or more, or a turnover of three hundred crore rupees or more within three years from the commencement of second proviso to sub-section (1) of section 149
Companies with the highest representation of women on their top management teams experienced better financial performance than companies with the lowest representation of women. This finding holds for both financial measures analysed: Return on Equity (ROE), which was 35 percent higher, and Total Return to Shareholders (TRS), which was 34 percent higher. (The Bottom Line: Connecting Corporate Performance and Gender Diversity, Catalyst, January 2004) Source: Women’s Empowerment Principles: Why Business should Care, Care India,
15
Suggested ideas to Implement Principle 1 Action “Affirm high level support and direct top level policies for gender equality and human rights17
How to implement the principle - Make ‘public’ the company policies and implementation plan for promoting gender equality”18. Possible actions to be taken: - Include the policy and implementation plan in sustainability/annual reports; company website; company code of conduct; Mission and Vision statement; short/long term business plans of the company - Set up a Committee to draft a plan including the implementation plan if such policies are not in place - Allocate budget against the implementation plan
Data to measure progress - Company policy and implementation plan available in the public domain like company website; company code of conduct; sustainability/annual report; Mission and Vision statement etc - Budget allocated and utilised for implementation - Signed and ‘visible’ CEO statement of Support
- Sign the CEO Statement of support and publish it online/ offline to make it more visible - Training calendar/record “Representation - Allocate time and resources for organizing Leadership available with budget of women in Development,mentoring and training allocation governing boards support for women to assume leadership of companies - Percentage of women in positions to increase governing boards the number - Develop and maintain a training - Percentage of women of women in calendar/record for organizing such in senior management leadership trainings 19 positions positions” - Sensitize the board and senior - Attrition rate of women management by conducting gender across management workshops levels in the - Identify individuals to advocate for organisation gender equality within the organization - Percentage of and publicize/communicate their role employees received and importance within the organization gender sensitisation/ - Set quotas for women’s representation in capacity building boards of companies moving beyond the trainings legal stipulation of one woman director - Percentage of female (Companies Act 2013) employees received Leadership trainings
Women’s Empowerment Principles. Equality Means Business, 2011
17 19
16
Ibid
Resources The Companies Act 2013 Women Empowerment PrinciplesCEOs Speak
Action “Gender/ diversity included as a specific goal in sustainability reports of companies”20
How to implement the principle - Maintain organisational sex disaggregated database of staff at various levels - Set gender specific objectives and targets; for example- set targets for representation of women at all levels in the organisation; training opportunities made available to women; gender sensitisation workshops for employees; retention of female employees etc. - Set accountability by making departments (like HR) responsible for implementation and monitoring of targets and objectives
“Establish companywide goals and targets for gender equality and include progress as a factor in managers’ performance21 reviews”
- Publicly report against gender specific objectives and targets in sustainability/ annual reports/short term-long term business plans - Set gender specific targets and integrate them into performance management system - Institutionalise ongoing and regular review of gender targets set across functional departments - Set a system of rewarding and recognising exemplary performance where targets have been met or overachieved - Provide visibility to women/men role models /ambassadors advocating gender equality
Data to measure progress - Availability of organisational sex disaggregated database of staff at various levels of management with analysis and measures adopted - Reports about gender specific objectives and targets achieved , in sustainability reports etc
- Gender Equity targets set across functional departments
Ibid
Ibid
21
Women of Wipro
- Gender targets integrated into performance management system - Percentage of employees rewarded for achieving gender targets - Number of ‘visible’ men and women role models/ambassadors
- Identify experts (internal/external) - Number and frequency “Ensure that or functional department like HR to of reviews of existing all policies are undertake review of existing policies policies undertaken gender-sensitive to understand their impact on men and – identifying women factors that - Number of participatory impact women - Use participatory methods (like monkey assessments and men surveys/focussed discussions) to assess commissioned and differently – and needs of women and men at workplace examples of use of data that corporate and frame policies that meet those needs for informing policies culture advances - Identify functional departments equality and within the organisation (like HR/ inclusion”22 Operations) responsible for framing and implementation of such policies 20
Resources The Imperative of HopeSustainability Report WIPRO 2010-2011
Wipro’s women focussed initiatives
Ibid
22
17
Corresponding UNGC Principles- 6 Corresponding GRI Guidelines/ Indicators- Part 2-4.1, 4.7, EC 3, LA 13 Possible sources of data for companies to consider for tracking progress: • Sustainability Report/Annual Report (goals and targets) • Performance Management System of Company • Company Website • HR records
Putting Principle 1 to Practice! Do’s
Don’ts
• Make the company commitment to gender visible and public
• Ignore gender as a key criterion in board composition and functioning
• Set targets to increase representation of women in board and senior management positions • Appoint men and women as role models for advocating gender and diversity inclusion within the company • Integrate gender targets into Performance Management System and reward employees who excel in achieving such targets
18
• Inaccurate gender targets! • Treat gender as a ‘soft’ issue best left to HR!
Principle 2: Treat All Women and Men Fairly at Work – Respect and Support Human Rights and Non-discrimination
Global Employment Trends 2013: Recovering from A Second Jobs Dip, ILO
23
The Corporate Gender Gap Report 2013, World Economic Forum
24
The Status Quo in India According to the Global Employment Trends 2013 report of the ILO23 there has been a steep fall in the formal labour force participation rate for women in India from just over 37% in 2004-05 to 29% in 2009-10. While the number of women in agriculture has reduced, there has been no concurrent increase of women’s participation in other sectors like industry and services. Confirming this downward work spiral for women is the 68th round of the National Sample Survey - work participation rate for women stood at 21.9% in 2011-12 – recording a dramatic four percent fall from the 2001 rate of 25.9%. The Corporate Gender Gap Report of 201024 by the World Economic Forum (WEF) and the survey commissioned by it covering 20 major economies of the world reveals that India reports the lowest percentage of women in business companies at 23%. It reconfirms the global trend of female employees being concentrated in entry or middle level positions—that is, the more senior the position, the lower the percentage of women. In addition, despite the disparity in the estimated earned annual incomes of men and women worldwide respectively, most companies in India do not attempt to track salary gaps. According to the WEF survey, only 4% of the companies attempt to monitor salary gaps, 84% of companies do not attempt to track gaps as they generally believe that there are no such disparities while 12% of the companies do not track this information at all. The study commissioned by CARE India on WEPs in 2013 corroborates the preponderance of men over women in the workforce. The study reveals that the highest representation of women is seen in the Information Technology (IT) & Information Technology Enabled Services (ITES) and financial services sector (16% - 24%), primarily due to favorable work conditions and supportive work practices and policies (favourable maternity entitlements, child care and flexible work options). Only 16% of the companies provide paternity entitlements.
19
The legal Case
The Equal Remuneration Act of 1976 has been enacted to give effect to the provision of Article 39 of the Constitution of India containing the Directive Principle of equal pay for equal work for both men and women. The Act provides for the payment of equal remuneration to men and women workers for the same work or work of a similar nature and for the prevention of discrimination on the ground of sex against women in the matter of employment. The main provisions of the Act are as follows:
• Equal pay for equal work: No employer shall pay to any worker employed by him remuneration at rates less favorable than those at which remuneration is paid by him to the workers of the opposite sex for performing the same work or work of similar nature. {Section 4(1)} • No discrimination to be made while recruiting men and women: No employer shall make any discrimination against women while making recruitment for the same work or work of a similar nature. {Section 5} • Exceptions: The provisions of the Act shall be inapplicable when special treatment is given to women under any law or when special treatment is accorded to women in connection with the birth of a child. {Section 15}
The business Case
The ‘business case’ for treating men and women fairly at work is well established as it has several gains while at the same time can attract several punitive actions in case of contravention. It helps businesses by: •
Attracting the best available pool of talent as equal pay and nondiscrimination are key considerations for professionals particularly the skilled and mobile ‘young’ talent pool
• Enhancing the reputation and competitiveness of the company
Non Adherence can lead to heavy business ‘costs’25: • Expensive litigations: Defending equal pay claims is a costly, time consuming and complicated process which can result in heavy amounts being spent by companies. Even if the company wins the case, it would have had to pay thousands in legal fees. This gets compounded in the case of a loss as the company pays legal fees, the employee’s legal fees and a financial award as decided by a tribunal/judicial body • Loss of control: Implementing a pay and reward system is the responsibility of each business, but by not implementing equal pay, this responsibility shifts into the hands of a tribunal/judicial body in the case of a litigation • Lost productivity – defending equal pay claims is time consuming as HR and line managers have to gather evidence, communicate with legal representatives and attend hearings leading to high loss of business productivity time • Low staff morale – Staff morale is adversely affected if the employees know that parity in pay is not being implemented. Low staff morale leads to further loss of business productivity. Equality and Human Rights Commission 2011: Equal Pay- A Good Business Decision. Policy Report
25
20
Suggested Ideas to Implement Principle 2 Action
How to implement the principle
“Pay equal remuneration, including benefits, for work of equal value and strive to pay a living wage to all women and men”26
-
Follow standard compensation - structure in line with the International Labour Organisation (ILO) conventions on equal - remuneration
-
Develop HR policy based on such convention with focus on equal wages and benefits including provisions of provident fund, housing/rent allowance, medical insurance etc
-
Sensitise and train hiring managers on equal pay
-
Institutionalise a transparent compensation structure and share during recruitments, appraisals and promotions
- “Ensure that workplace policies and - practices are free from gender-based discrimination”27 -
-
-
Data to measure progress Gaps in remuneration for women/ men company wise , grade wise and function wise Existence of transparent HR/ recruitment and compensation structure for men and women for the same job/level
Develop a policy on zero tolerance - Existence of a visible company policy on zero tolerance for gender for gender based discrimination based discrimination Publicise policy internally and externally by including it in code - Percentage of employees aware of the policy of conduct; recruitment and promotional materials; induction - Number of trainings organised plan of employees and company for generating awareness on the website policy Organise annual /half yearly - Percentage of male and female orientation of employees on employees trained at different gender and diversity by allocating levels of the organisation budget - Number and frequency of trainings Appoint women and men organised on gender and diversity (employees)as champions or and percentage of employees mentors to promote gender participated at different levels equality - Trainings built in the annual plans Institutionalise formal forums (mixed or just women) as a - Induction plan for employees company policy for women/men clearly articulating zero to converge, discuss common or tolerance policy on gender based specific issues related to gender discrimination
- Celebrate special days like International Women’s day and International Day for the Elimination of Violence against Women -
Institutionalise addressing gender based discrimination as part of performance management system for senior managers to promote accountability
-
Create awareness on the legal implications of practicing and perpetuating gender based discrimination
-
Number of mentoring /coaching / forums available for women and men and budget allocated against it
-
Celebration of special days for women – like International Day for Elimination of Violence against Women; International Women’s Day
-
Prevention of gender based violence integrated in the annual performance review of employees particularly the senior management
Women Empowerment Principles- Equality Means Business, 2011
26
27
Resources International Labour Standards on Wages Equal Remuneration Act 1976 Checklist for equal pay in practice
Organisations providing gender and diversity training: www.jagori.org www.csrindia.org www. womenpowerconnect. org
Ibid 21
Action
How to implement the principle
“Implement gender-sensitive Recruitment and retention practices and proactively recruit and appoint women to managerial and executive positions and to the corporate board of directors”28
-
-
-
-
Data to measure progress
Develop recruitment policy of the - company with clear articulated commitment on preferential recruitment of women at all levels - Set targets for recruiting women through campus recruitments/ off site recruitments, women’s organisations or technical - institutes Post job postings that clearly mention the preferential recruitment policy based on gender and diversity Institutionalise flexi working conditions such as working from home, flexi hours, job sharing, additional responsibility allowance, job shadowing and secondment opportunities for women in the same company
-
Percentage of male and female employees at different levels opting for flexi work options like flexi hours; work out home; crèche facilities etc
“Assure - sufficient participation of women – 30% or greater in decision-making and governance at all levels - and across all 29 business areas”
- Make visible/public company commitment to have at least 30% or greater percentage of women at all decision making levels by including such commitment in sustainability reports/recruitment - policy etc
28
Ibid
22
Maintain sex disaggregated data on representation of women in decision making bodies
-
Institutionalise skill enhancement on leadership and management skills by organising appropriate trainings at regular intervals especially targeting women employees
29
Ibid
Number of tie ups with academic/ professional/non-profit institutions to attract a diverse talent pool Number of career camps organised to attract women candidates to ‘non traditional’ sectors like construction, mining etc
I Institutionalise enabling - measures like counselling, support services, flexi work options to enable women to rejoin and continue work post maternity
-
All vacancies for all levels in the organisation are advertised/ posted in company website/ newspapers
-
-
Set targets for inclusion of women in decision making and governance structures/bodies within the company
Vacancy advertisements articulate preferential recruitment based on gender and diversity
Average Tenure of women in the organisation and at different levels Recruitment policy of the company has a clear mandate to recruit a minimum percentage of women at all levels specially in decision making structures Percentage of women in decision making bodies
-
Percentage of women from middle management promoted to senior management
-
Number and periodicity of leadership development programmes organised for women
Resources
Action
How to implement the principle
“Offer flexible work options, leave and reentry opportunities to positions of equal pay and status”30
-
-
“Support access - to child and dependent care by providing - services, resources and information to both women and - men”31
-
Data to measure progress
Institutionalise ‘re-entry’ of - women returning from maternity breaks (or men from paternity), marriage or job breaks by - providing necessary support like flexi work hours, work from home, counselling/mentoring facilities etc - Make available such facilities apparent and public by including information in HR policy; Sustainability/Annual Report; Company website Prioritise support services for child and dependent care in HR policy by articulating it clearly
-
Sensitize employees on work load sharing (in office and at home) by organising discussion/training - Institutionalise support mechanism (enabling and accessible infrastructure in the - form of crèche, women’s room for nursing mothers, pregnant women, rest rooms for women and - differently abled) for employees with child care responsibilities, responsibilities for the elderly, and of differently- abled parents –Make information on support services available to employees and link them with organisations/networks providing further support
Percentage of women re-joining after maternity/ marriage or job break
Resources Infosys Women’s Inclusivity Network
Existence of flexible work options available for women and men like flexi-hours, work from home etc Percentage of male and female employees rejoining post maternity/paternity breaks at different levels
HR policy clearly articulates support services available for pregnant women; nursing mothers; parents with child care/care for elderly/differently abled Availability of enabling infrastructure like crèche / women’s room for nursing mothers Percentage and frequency of overtime or off-hours work availed by employees Number of forums/spaces available to discuss issues of parenting/ workload/work life balance, and percentage of employees as part of it.
Create formal/informal spaces within the company to discuss issues/concerns through intranet; blog etc.
Corresponding UNGC Principles - 6 Corresponding GRI Indicators –LA 1, LA 14, LA 15, HR 4. Possible sources of data for companies to consider for tracking progress: • HR Policy • Sustainability/Annual Report • Company Training Calendar/ Gender Training Report • Code of Conduct for Company
Ibid
30
Ibid
31
23
Mother’s Specials Policies across banks extend from childcare to flexi work and maternity leave in tranches
ICICI Bank • Maternity Leave: Can be extended by taking leave without pay on a need basis • Child Care Leave: 36 days available each year for mothers and single fathers till the child attains the age or 2 years • Fertility Leave: 180 days for employees seeking to undergo treatment for fertility • Adoption Leave: To support an adoptive parent, 36 days or paid leave each year is available for women employees and single fathers
Citi India • Women can avail or their maternity leave in tranches
tioned n e m s k n a b e All th vision for here have pro
aternity leave
paid m
of six months
• Performance ratings strategy for securing ratings of women professionals at the time of maternity leave
HSBC • Leave without pay for upto 4 months • Maternity cover to find temporary replacement for new mothers • Counselling sessions for new mothers
Standard Chartered • Day care centres in New Delhi and Mumbai, called ‘Colours of Joy’ • Sabbaticals for women employees
Source: Anumeha Chaturvedi and Saumya Bhattacharya, Banks Lay Out Special Maternity Benefits in an Attempt to Retain Women Employees, ET Bureau Jun 18, 2013 24
Stepping stones: helping transit to a new life HCL, an IT& ITES company, and a signatory of the WEP, has introduced ‘Stepping Stone’, a focussed life coach programme for women who are new mothers and require help to manage new expectations at work and home. Women here also receive access to a number of online resources on health, parenting, managing stress and health. More than 900 women benefitted by this programme during FY 2013. Source: Rebalance, HCL Sustainability Report, 2013 http://microsite.hcltech.com/rebalance-book/#1
Putting Principle 2 into Practice! Do’s
Don’ts
• Make the company commitment to fair and equal work and pay public- and practice it!
• Ignore issues of gender discrimination and pay parity as it adversely affects business productivity and reputation in the long run-the costs are too high!
• Institutionalise and invest in gender training for staff at all levels • Make work policies flexible, enabling and gender sensitive
• Adopt work policies and practices that do not take into account the familial responsibilities of women and men
• Support and institutionalise re-entry programmes especially for women after maternity/job breaks
• Ignore gender as a key criterion in recruitment, retention and career enhancement opportunities for employees
25
Principle 3: Ensure Health, Safety and Well-being of All Women and Men Workers The Status Quo in India It was not until the Supreme Court of India laid down the landmark Visakha Guidelines on Sexual harassment at the workplace that the issue received its due recognition. Sexual harassment at the workplace has been an unpleasant reality for women professionals all over the world. It is widespread and affects women in every workplace setting and at every level of employment. According to a study undertaken by Oxfam India in 2012, 17% working women in major Indian cities reported experiencing harassment at the workplace. Majority of the women did not resort to any formal action against the perpetrator for ‘fear of losing the job’ and ‘absence of any complaints mechanism’ at the workplace. In addition, only 17 percent had heard of the Supreme Court Guidelines32. Approximately 88% women in IT companies admitted, on condition of anonymity, that they had faced some form of sexual harassment. In Bangalore, the software capital of India, over 700 complaints were filed with the Karnataka Labour Department in 2012. However, all these complaints were in the nature of anonymous emails, letters and complaints without full details of the cases33. A study conducted by CARE India in 201334 on WEPs in select companies in India revealed that only 44.1% of the companies had anti-sexual harassment policies in place. These companies belonged to: financial services (86%), Information Technology, food and beverages (80%) followed by energy (75%). While 41% companies had internal complaints committees in place, 36.6% had external representation on their complaints committees though mandated for under the guidelines. More importantly, disclosures on number of cases of sexual harassment reported/resolved were ambiguous. Very few companies provided details both on the number of cases reported/and not resolved. Inadequate information of case details prevent any conclusions to be drawn on the robustness of the reporting mechanisms and the effectiveness of the complaint resolution process.
The legal Case
26
http://www.oxfamindia. org/what-we-do/news/ sexual-harassmentwomen-workplaceprevention-prohibitionand-redressal-bill-2012
32
Abhinav Bhatt, In India, Silence on Sexual Harassment? May 22, 2013, (www.ndtv.com)
33
Care India, February 2014, Harnessing women’s talents, innovation and leadership for economic empowerment: An exploratory Study
34
The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 seeks to protect women from sexual harassment at their place of work. The Act uses a definition of sexual harassment which was laid down by the Supreme Court of India in Vishaka v. State of Rajasthan (1997) court ruling. It defines sexual harassment at the work place and creates a mechanism for redressal of complaints including safeguards against false or malicious charges. Significant characteristics of the legislation include the expanded definition of what constitutes an ‘aggrieved woman’ who can get protection under the Act. The new definition covers a wide category of women, irrespective
of their age or employment status. It also comprehensively covers women whether in the organized or unorganized sectors, public or private, and covers clients, customers and domestic workers as well. In addition, the definition of workplace is expanded to include organizations, departments, offices, branch units etc. in the public and private sector, organized and unorganized, hospitals, nursing homes, educational institutions, sports institutes, stadiums, sports complexes and any place visited by the employee during the course of employment including the transportation. It provides for a mechanism for redressal along with punitive measures for non compliance.
Other key features of the Act • Every employer is required to constitute an Internal Complaints Committee at each office or branch with 10 or more employees. The District Officer is required to constitute a Local Complaints Committee at each district, and if required at the block level. • The Complaints Committees have the powers of civil courts for gathering evidence • The Committee is required to complete the inquiry within a time period of 90 days. On completion of the inquiry, the report is to be submitted to the employer or the District Officer, as the case may be, who is mandated to take action on the report within 60 days • The Complaints Committees are required to provide for conciliation before initiating an inquiry, if requested by the complainant • Penalties have been prescribed for employers. Non-compliance with the provisions of the Act shall be punishable with a fine of up to 50,000 and cancellation of license to operate in case of repeat offences
Laws/Regulations related to Occupational Safety & Health (OSH) at workplaces: • The Mines Act, 1952 •
The Factories Act, 1948
• The Dock Workers (Safety, Health and Welfare) Act, 1986 •
The Building and Other Construction Workers (Regulation of Employment and Conditions of Service) Act, 1996
• The Dangerous Machines (Regulation) Act, 1983 • The Insecticides Act, 1968 • The Shops and Establishments Act of State Governments •
The Beedi and Cigar Workers’ (Conditions of Employment) Act, 1966
• The Municipal Solid Waste (Management and Handling) Rules, 2000 notified under the Environment (Protection) Act, 1986; • The Manufacture, Storage & Import of Hazardous Chemicals Rules, 1989 • The Electricity Act, 2003
27
The business Case
Ensuring safety, security and health of employees is the responsibility of corporate enterprises which are governed under specific legislations in India. Any contravention of the same can attract legal action and cost huge losses to the business- both financial as well as its reputation. On the contrary, ensuring health, safety and security of employees benefits business by: • Enhancing productivity: healthy and satisfied employees mean greater and better work output, lesser leaves, thus helping maximisation of productivity as well as attracting a diverse and skilled pool of employees with more women willing to work under such enabling conditions • Ensuring that the company is on the ‘right side’ of the law and faces lesser chances of being dragged into litigations • Enhancing the reputation of the company and its profile
28
Suggested Ideas to Implement Principle 3 Action
How to implement the principle
“Taking into account differential impacts on women and men, provide safe working conditions and protection from exposure to hazardous materials and disclose potential risks, including those related to reproductive health35”
- Map occupational hazards and diseases associated - Number of cases reported-major/minor with work environment, especially where women represent the majority of people at risks including - “Rates of injury, women most vulnerable occupational diseases, - Include informal or outsourced women workers in lost days, and the mapping absenteeism, and number of work related fatalities - Undertake assessments to identify hazards for by region and by pregnant women and specify such hazards gender38” - Institutionalise health and safety management - Percentage of women system and maintain health and safety given alternate roles/ certifications and records options as a result of pregnancy - Ensure company policies include previsions to remove pregnant women from hazardous roles - Percentage of women and make provisions for alternative roles without employees who received penalty training on occupational health and safety issues/ - Ensure all employees understand best practices policies/measures and occupational, health and safety practices by investing in periodic trainings for staff
Data to measure progress Resources
- Ensure that all staff members have access to appropriate health and safety equipment and that the size and usage instructions for personal protection equipments are understood and are appropriate for women36. - Ensure separate toilets for women and men37 - Identify women mentors and motivators for other women to seek advice and support for addressing issues and concerns “Eliminate all forms of violence at work, including verbal and/ or physical abuse and prevent sexual harassment39”
- “Establish a zero-tolerance policy towards all - Clear policy on zero forms of violence at work, including verbal and/or tolerance for all forms of physical abuse and prevent sexual harassment40” violence against women which includes a clear definition of sexual - Number of reported harassment and violence cases related to violence - Establish a sexual harassment committee as a or sexual harassment, redressal mechanism disaggregated by gender and caste - Train all employees on sexual harassment in the workplace - Number of grievances related to violence - Provide counselling for survivor and perpetrator or sexual harassment of sexual harassment resolved, disaggregated by gender and caste - Maintain a list of organisations which provide counselling to survivors and perpetrators of sexual - Number and percentage harassment of survivors who received counselling - Appoint nodal officers (women) to provide guidance/support to survivor - List of organisations which provide counselling - Maintain database of cases reported and redressed to survivors and disaggregated by gender and caste perpetrators of violence
Guide on Prevention of Sexual Harassment in the workplace Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act 2 013
Women’s Empowerment Principles, Equality means business, 2011 Ibid 38 LA 7 Indicator Protocol, GRI 39 Women’s Empowerment Principles, Equality means business, 2011 35
36, 37
29
Action
How to implement the principle
“Strive to offer health insurance or other needed services – including for survivors of domestic violence – and ensure equal access for all employees”41.
- Ensure all employees have basic health coverage - Percentage of employees including health insurance for sexual reproductive covered under health health as part of employment benefits provided benefits and insurance, disaggregated by sex - Maintain database of benefits accessed by
“Respect women and men workers’ rights to time off for medical care and counselling for themselves and their dependents”42.
employees, disaggregated by sex
- Facilitate support for survivors of domestic violence and link them with relevant agencies and support system
- Percentage of employees insured and covered for sexual and reproductive health
- Provide counselling support for survivors from all kinds of violence including domestic violence
- Availability of list of support organisations
- Incorporate provisions for medical leaves in all working contracts and terms of employment
- Percentage of employees The covered by medical leaves Maternity Benefit Act provisions 1961 - Percentage of employees accessing maternity or paternity leaves and provisions
- Incorporate provision for maternity leaves in all working contracts and terms of employment - Promote best practices by going beyond the legal stipulations for paternity leaves and integrating it into HR policy and practices - Ensure medical coverage and counselling for dependents - Provide counselling for survivors of domestic violence and their dependents - Consider adoption as in paternity and maternity leave and provide the same rights vis- a vis leave
“In consultation with employees, identify and address security issues, including the safety of women travelling to and from work and on companyrelated business”43.
- Average length of maternity leave availed by employees - Average length of paternity leave availed by employees
- Draft a specific policy for miscarriages in order to protect women’s health and their entitlement to leave
- Average length of leave availed for adoption of child
- Adopt and publicise company policy prioritising safety and security of women employees which is part of HR policy/manual/sustainability report/ annual report
- Number of complaints received and addressed related to personal security issues
- Institutionalise security provisions to ensure safety of women employees: e.g. security guard accompanying female employees to vehicle; parking lot is well lighted; women who work late in office or travel out of office have access to safe and secure means to travel back to their residence
- Number and percentage of employees covered/ trained or received awareness about security issues
- Undertake employee surveys to ascertain awareness and understand concerns related to safety and security - Create a gender balanced forum on safety issues for employees to contribute/share ideas and suggestions - Create an emergency number for all employees to contact in times of distress - Ensure emergency number and safety travel policies are shared with all employees-particularly women employees - Identify key person to contact for cases of abuse or harassment linked to security issues
30
Data to measure progress Resources
- Percentage of employees aware of security policies - Number of surveys undertaken to assess employee awareness on issues and related policies
Action
How to implement the principle
Data to measure progress Resources
“Train security staff and managers to recognize signs of violence against women and understand laws and company policies on human trafficking, labour and sexual exploitation44.
- Conduct trainings with security staff and managers on gender, and human rights pertinent to business
- Percentage of security personnel trained in organization policies and procedures concerning aspects of Human Rights relevant to operation”
- Include security staff in the grievance redressal mechanism of complaints related to violation of rights - Ensure that security guards are not involved in human rights’ violations by appropriate referral checks conducted by HR at time of appointment and appraisals - Ensure gender balance in appointment of security /guards by employing women
- No of complaints against security personnel/ staff received and disposed and addressed – number of cases resolved - Percentage of women in security staff/ guard
Corresponding UNGC Principles – 1,2,4,5, &6 Corresponding GRI Indicators - EC 3, LA 1, LA 6, LA 7, LA 9, HR 4, HR 8, HR 11. Possible sources of data for companies to consider for tracking progress: • OHSAS or other Health Safety Management System within Company • HRIS Database • Minutes of Safety Committee Meetings • Records of Grievance Redressal Committee Meetings
40, 41, 42, 43, 44
Ibid
31
In defense of self The Taj Falaknuma Palace, Hyderabad, conducted a self-defense class for its female associates in order to equip them with basic skills in self-security. They received training in simple ways of counter attack using the least amount of force. The focus was to teach them specific techniques using joint manipulation to defend themselves. Emphasis was on improving their reflexes. They were taught a number of vital strikes - like the elbow to the face - which could be very helpful in close quarter defense situation. The trainees were also taught how to counter numerous forms of holds, grabs, hair pull, knife strike and various other forms of attacks. Source: Beyond the Numbers, Indian Hotel Company Ltd, Communication on Progress (to UNGC), 2011-12
Saying yes to safety! Yes Bank has set up a 24x7 helpline for all its employees which provides users several response options in an unsafe or emergency scenario. The Helpline is offered through the bank’s Contact Center. An employee in distress can either send an SMS or make a call to a secure toll free number that will alert call center officers within the bank and the emergency contacts provided by the employee Source: Catalyzing a Shared Sustainable Future, Yes Bank Sustainability Report 2012-13
Putting Principle 3 to Practice Do’s
Don’ts
• Establish a zero-tolerance policy towards all forms of violence at work, including verbal and/or physical abuse and prevent sexual harassment- and make it public!
• Ignore issues of health, security and safety of employees-this has business costs!
• Institutionalise mechanisms for redresses and maintain data
• Ignore issues of sexual violence at the workplace-being on the ‘wrong side’ of the law attracts penalties and results in business loss and reputational damage!
• Make safety, security and health of employees a priority area of intervention - invest in training! • Provide Emergency numbers to employees to contact in cases of distress
32
Principle 4: Promote Education Training and Professional Development for Women The Status Quo in India
Attrition rates of women are seen to increase sharply as they rise Leadership training from junior to middle levels of the organisation. This happens, mainly 100 100 because their careers conflict with their traditional roles as mothers and care givers. It has long been established that enabling work environments that take these 25 realities into account show marked 17 17 improvement in retaining women in the workforce. In addition, there is a compelling need for companies to IT Fin Consulting Telecom Energy invest in training and professional development programmes that are Leadership training Skill upgradation training customised to meet the unique requirements of women in their 100 100 workforce. This needs to be embedded into their business strategy. The study conducted by Care India in 2013 reveals that most of the companies had professional development programmes 33 for women in place with IT and ITES 25 20 20 17 17 companies leading in this endeavour. Training and professional development programmes for women pertained to Energy leadership Energy Fin F&H onsulting networking, Telecom mentoring, Consulting Metal Prod and skill upgradation. However, only anecdotal information was available regarding training of women for non-traditional roles46.
1
Cons
Care India February 2014. Harnessing women’s talents, innovation and leadership for economic empowerment: An exploratory Study
46
33
The legal Case
The New Companies Act of 2013 mandates a specified class of companies to at least have one woman director on the Board of a company. This requirement entails that companies would need to invest in building the leadership capacities of women to assume such responsibilities.
There is empirical evidence to suggest that investment in leadership development of women strengthens corporate performance and positively impacts the bottom line. A study undertaken by Catalyst in 2004, in the United States, found that, among the companies studied, those with the highest representation of women in their top management teams experienced better financial results than those that had low representation of women in the top management teams. Investing in women and their education, training and leadership development enhances businesses by:
The business Case
• Creating a pool of women leaders ready to assume leadership positions, enhancing diversity and innovation •
Attracting and retaining the best pool of skilled women workforce as they perceive the organisation to be an enabler in their professional and career growth
• Enhancing company reputation and profile
34
Suggested Ideas to Implement Principle 4 Action
How to implement the principle
“Invest in workplace policies and programmes that open avenues for advancement of women at all levels and across all business areas, and encourage women to enter nontraditional job field”47
- Institutionalise training on gender by allocating time and resource by integrating it into annual HR plans
“Ensure equal access to all companysupported education and training programmes, including literacy classes, vocational and information technology training”48
- Ensure all women access company supported trainings and education opportunities by setting targets
- Organise regular trainings for women at entry and mid-level to build capacity for assuming senior and leadership positions - Organise trainings at regular intervals on gender for employees to dispel myths around gender roles, hierarchies in families and workplaces
Data to measure progress - Number and frequency of trainings organised on gender and diversity issues - Number of male and female employees at different levels received such training across job category and title
Resources UNECE discussion paper on gender equality and the corporate sector
- Give visibility to those women and role models - Number of events/ within the company who have excelled in nonlectures/interactions traditional job fields by recognising and rewarding organised with women them for their achievements achievers in non - Invite women (external) who have excelled in traditional job fields non-traditional job fields for interaction/lecture/ - Number of advocates/ talk for motivating employees champions of gender - Identify male champions within the organisation equality within the who advocate for gender equality and recognise organisation across their efforts different level and functional units
- Direct team leaders to ensure equal representation of men and women in trainings - Make training opportunities attractive and beneficial for men and women by linking them directly to career growth opportunities especially for non-traditional job fields - Ensure atleast 50% of women are provided training and education opportunities in different fields - Host trainings on weekdays and during business hours to make them more accessible for women
Women’s Empowerment Principles, Equality Means Business, 2011
47
Ibid
48
35
Action
How to implement the principle
“Provide equal - Establish formal/ informal networking groups (corporate networks for women within the opportunities company through intranet) to promote for formal networking and informal networking - Include women in various networking events of the company by giving them a prominent role and offering visibility as well as opportunity mentoring”
Data to measure progress - Number of networks set up - Number of networking events organised - Percentage of women participants in such networks
- Offer career clinics and mentoring programmes for - Number of women’s career development at all stages collaborations with external networks - Availability and use of career clinics by employees, especially women - Make public the commitment towards the business - Public endorsement “Offer and rights-based case for women’s empowerment on the website; opportunities (WEP, UNGC; GRI) by endorsing it on the and through to promote the company website; and through announcements/ announcements and business case recruitment drives and annual/sustainability recruitment drives for women’s report - Number of trainings empowerment - Sign the CEO Statement of support for WEPs organised and the positive impact - Train and educate all employees on the company’s - Number of women of inclusion for business case for women’s empowerment trained at different levels within the men as well as organisation women”49
Corresponding UNGC Principles- 6 Corresponding GRI Indicators- LA 10, LA 12 Possible sources of data for companies to consider for tracking progress: • Training Calendar/ Database • HR Policy • Intranet/Company Website • Sustainability/Annual Report
Women’s Empowerment Principles- Equality means business, 2011
49
36
Resources Women in formal corporate networks
Exclusive networks for women ‘The Women of Wipro (WOW) programme’ is a strategic business enabler for Wipro, a leading IT company. The WOW speaker series enables women employees of Wipro to network with senior women leaders from client organisations. ‘Mentoring for Success’ is another programme for highpotential women in middle management. In FY 2012-13, 100 high potential women from middle management participated in mentoring conversations, with mentors occupying General Manager and Vice President roles. Source: Through the Looking Glass of History – Wipro Sustainability Report 2011-12
‘Infosys Women in Leadership’ Infosys, one of the leading IT companies in India, has customised an exclusive leadership programme for women managers at mid to senior level. Named ‘Infosys Women in Leadership’, it directs Infosys’s efforts towards Diversity and Inclusion (D&I) by creating and strengthening a pipeline of women leaders. The programme comprises interactive learning methodologies covering key leadership topics such as adaptive leadership, delegation, negotiation skills, emotional intelligence, work-life balance and topics of relevance to professional women. This is essentially a residential programme that aims to help participants build on their strengths and networks of influence so as to capitalise on leadership opportunities. Source: Personal communication with company managers
37
Bold departures In a bold departure, Jindal Stainless Limited, a WEP signatory, is employing women at the shop floor, to manage operations in the area of the blast furnaces and in steel manufacturing processes, post signing the WEP Statement of Support document. From a near zero figure, the company has reached a three digit number in enrolling women at the shop floor. Diversity among contractual workers has also increased and now the number of women contractual employees has also increased significantly. Source: Jindal Stainless Ltd
Putting Principle 4 to Practice! Do’s
Don’ts
• Invest in leadership training for women- it pays dividends!
• Ignore the potential of women to reach the ‘top’- the ‘closed club’ of boys at the top does not hold good any more!
• Endorse the CEO Statement of Support – in principle and practice • Give visibility to women achievers as role models and encourage men/ women as ambassadors for gender equality • Support/ create corporate networks for women
38
• Be ‘blind’ to issues of existing gender hierarchies within the companyit breeds discontent, damages reputation and leads to business loss • Be blind to familial responsibilities of men and women- policies work best when they reflect and respond to realities!
Principle 5: Implement Enterprise Development, Supply Chain and Marketing Practices that Empower Women The Status Quo in India According to the Micro, Small Scale and Medium Enterprise Annual Report of 2011-12, only 13.72 per cent of enterprises in the registered MSME sector are managed by women, representing about 215,000 enterprises across the country. Enterprise development with specific focus on women is a recent phenomenon. It has only been in the last two decades that attempts have been made to promote women entrepreneurs as part of the national development plans. However, institutional, financial, cultural, and gender-based discrimination as well as policy and legal framework based factors continue to hinder women’s participation in entrepreneurship50. The study conducted by Care India in 2014 corroborates the low percentage of women in this domain. The study revealed that due to the presence of very few women suppliers in the supply chain, companies do not pay attention to supplier diversity. Businesses are using their domain expertise to support social causes or develop products that meet women’s needs – particularly in IT, energy and financial services51.
Hina Shah.2013. Creating an enabling environment for women entrepreneurs in India, UN-ESCAP, South and South West Asia Office
50
Care India February 2014. Harnessing women’s talents, innovation and leadership for economic empowerment: An exploratory Study
51
52
Ibid
The Micro, Small and Medium Enterprises Development (MSMED) Act of 2006 seeks to facilitate, promote and enhance the competitiveness of micro, small and medium enterprises. In 2001, the Government of India also enacted the National Policy for the Empowerment of Women, 2001. As a result, various schemes and plans for the encouragement of women entrepreneurs have been launched but their execution at different stages has been lagging and the impact on ground needs to be closely assessed/monitored.52 In addition, India has strict strictures in place against trafficking. It has ratified the UN Protocol to Prevent, Suppress and Punish Trafficking in Persons, especially of Women and Children. There is also a national law in place: Suppression of Immoral Traffic in Women and Girls Act, known as the Immoral Traffic (Prevention) Act, ITPA, which criminalizes trafficking in persons throughout the country, specifically in relation to trafficking for the purposes of prostitution. India also prohibits bonded and forced labour through the Bonded Labor System (Abolition Act) 1976, Juvenile Justice (care and protection) of Children Act, 2000, and the Child Labour (Prohibition and Abolition) Act, 1986.
The Legal Case
39
Maplecroft. Augsut 2011. Trafficking – A global phenomenon with an exploration of India through Maps.
53
The Business Case
Promoting Principle 5 related to WEPs is good for the business in the long term:
• There is an increasing segment of ‘conscientious consumers’ in India who prefer to buy products that have been sourced and produced under just, fair and humane conditions. The power of, and rise in, numbers of this segment is going to increase and hence businesses stand to gain by tapping this source
• The costs to business for company products connected to either child labor or human trafficking are too many. Any legal actions are likely to affect staff morale, the ability to attract and retain talent, operational efficiency, cash flow and management focus. They are also likely to require potentially costly remedial actions and result in strategic restrictions as a result of dissociation from industry associations, government censure and a reduced ability to forge and maintain profitable commercial partnerships53.
40
Suggested Ideas to Implement Principle 5 Action
How to implement the principle
Data to measure progress
Resources
“Develop products for women”54
- Make gender analysis an integral part of product research and development
- Percentage of products or services developed with gender analysis
The Indecent Representation of Women (Prohibition Act) 1986
“Promote gender equality through marketing”
- Establish a company policy prohibiting gender discriminatory marketing, e.g. promoting stereotypes of men’s and women’s roles
- Train and sensitise production/marketing department to undertake such analysis - Percentage of products developed to serve - Develop products exclusively targeting women’s women’s needs needs - Percentage of products - Develop products which promote progressive gender developed that promote roles (e.g. do not segregate toys by gender) progressive gender - Evaluate marketing of existing products to ensure roles that there are no gender-related barriers in accessing products and services” (e.g. sell condoms in locations where women can safely access them)
- Promote non-typical gender roles in marketing (e.g. men doing housework to sell cleaning materials) - Train marketing and communications staff on gender
“Extend best practice in gender equality to suppliers”55
- Establish a code of conduct which includes “zero tolerance policies” for violations of women’s human rights- Develop a supplier/ vendor policy adopting a preferential purchasing policy for suppliers who are WEP signatories or comply with other relevant codes such as SA8000 - Provide gender sensitivity training for suppliers and merchandisers - Track breakdown of supplier workforce (for men and women) in top suppliers - Promote women’s formal sector workforce participation and extend social benefits to formal workers including contractual workers
- Percentage of marketing materials which promote progressive gender roles - Percentage of marketing and communication staff which have received gender training - Percentage of suppliers covered by gendersensitive codes of conduct - Percentage of suppliers who are signatories to WEP, SA8000 or other relevant codes - Percentage of women in supplier workforce - Number of actions taken to penalize suppliers not complying with gender standards
- Issue contracts to outsourced workers which include social benefits - Ensure suppliers disclose the names of all third-party contractors by including such disclosure in MoUs signed with them - Provide checklist to suppliers/contractors with accepted standards on gender equality (examples include zero tolerance policy on violence against women including sexual harassment; minimum wages paid to women workers; safe and secure work conditions etc) to affirm company’s policy Women’s Empowerment Principles-Equality means Business, 2011
54
Ibid
55
41
Action
How to implement the principle
Data to measure progress
“Promote women’s enterprise development in sourcing”56
- Develop supplier diversity policy which prioritizes women-owned businesses
- Number of total contracts awarded
- Facilitate funding and credit for women-owned enterprises (e.g. by providing low-cost loans) - Build funding capacity for women in the supply chain (e.g. agricultural training for women farmers) - Integrate corporate social responsibility initiatives with core business and ‘look beyond’ sewing machines, pickles etc for women enterprise development.
“Ensure that - Include products and services at high risk for company Trafficking in People (TIP) and sexual exploitation products, within gender mapping services and - Include TIP and sexual exploitation as “zero facilities are not tolerance issues” within supplier codes of conduct used for human - Initiate action against default suppliers trafficking and/sexual exploitation”57
http://www. oxfam.org/ en/grow/ - Percentage of total pressroom/ contracts awarded pressrelease/ to women-owned 2012-08-15/ businesses unilever- Total value of contracts oxfam- launchawarded to women projectowned enterprises enhancecompared to total value womenof other contracts livelihoodthailand - Number of women received training or financial assistance to build their capacity to participate in the value chain - Percentage of products and services mapped for TIP and sexual exploitation risk - Percentage of relevant staff whose gender training includes TIP and sexual exploitation - Percentage of contracted labour covered by best practices in recruitment
Corresponding UNGC Principles – 1& 2 Corresponding GRI Indicators – PR 7, HR 1, HR 2, HR 3. Possible sources of data for companies to consider for tracking progress: • Company’s Production/Marketing Department • Code of Conduct • HR Policy
Ibid
56
Ibid
57
42
Resources
Verite Fair Hiring Toolkit Trafficking: A global phenomena with an exploration of India
The ‘5by20’ women’s initiative Given the crucial role of women in our system—and the economic barriers too many women still face—we have made women’s economic empowerment a priority. Our ‘5by20’ women’s initiative launched in 2010 and continues to grow and gain momentum. The 5by20 initiative aims to enable the economic empowerment of five million women entrepreneurs in our global value chain by 2020. In collaboration with nongovernmental organisations (NGOs), governments and businesses, we’re helping female entrepreneurs associated with our business gain access to three essential economic enablers: business skills training, loans and financial services and assets, and peer networks and mentoring. The 5by20 initiative focuses on women in six segments of our value chain: producers, suppliers, distributors, retailers, recyclers and artisans. In all, the 5by20 initiative has enabled approximately 300,000 women since the launch of the programme in 2010 through December 31, 2012. Source: Coca-Cola, 2012-13 GRI Report
Putting Principle 5 to Practice! Do’s
Don’ts
• Shun marketing strategies/products that perpetuate gender stereotypes
• Ignore empowering women in the value chain-it does not hurt business but enhances company reputation and profile
• Make the commitment to gender ‘real’ by sourcing more and more products from women producers and empowering women in the value chain • Be aware and ensure that the company productivity line is not directly or indirectly linked to human trafficking or infringes labour laws • Check the background of your vendors/sub contractors to rule out any contravention of existing laws on human trafficking and labour
• Promote marketing practices/strategies or products that uphold gendered stereotypesadvertisements that promote alternatives, are more ‘visible’, capture public attention and evoke interest in the product/companyfactors that are in the interest of business!
43
Principle 6: Promote Equality through Community Initiatives and Advocacy The Status Quo in India CSR in India has traditionally been seen as a philanthropic activity. In keeping with the Indian tradition, it was an activity that was performed but not deliberated. As a result, there is limited documentation on specific activities related to this concept. As some observers have pointed out, the practice of CSR in India still remains within the philanthropic space, but has moved from institutional building (educational, research and cultural) to community development through various projects. Also, with global influences and with communities becoming more active and demanding, there appears to be a discernible trend, that while CSR remains largely restricted to community development, it is getting more strategic in nature (that is, getting linked with business) than philanthropic, and a large number of companies are reporting the activities they are undertaking in this space in their official websites, annual reports, sustainability reports and even publishing CSR reports58.The increasing trend towards institutionalizing CSR as part of business operations is also corroborated by the findings of the study undertaken by Care India in 2014 which found that 70% of sectors covered under the study had CSR programmes that focused on women through education, health and livelihoods while 83% companies in the energy sector had women focused CSR programmes59. The passing of the Companies Act 2013 and the Ministry of Corporate Affairs’ attempts to bring centre stage the National Voluntary Guidelines on Social, Economic and Environmental Responsibilities of Business (accompanied by the Business Responsibility Reports mandated by SEBI for the 100 top companies) has shot CSR into prominence. The CSR provisions within the 2013 Companies Act is applicable to entities with an annual turnover of 1,000 crore INR and more, or a net worth of 500 crore INR and more, or a net profit of five crore INR and more. The new rules also require companies to set-up a CSR committee consisting of their board members, including at least one independent director. The Act encourages companies to spend at least 2% of their average net profit in the previous three years on CSR activities and provides a list of areas where such investment can be made- women’s empowerment and gender equality being one such critical area outlined by the Act.
The Legal Case
44
CII& PWC 2013. Handbook on Corporate Social Responsibility
58
Care India February 2014. Harnessing women’s talents, innovation and leadership for economic empowerment: An exploratory Study
59
The Business Case
While increasing government and public focus on corporate responsibility has necessitated a renewed thinking on CSR (from its previous philanthropic approach), good CSR practices bring greater benefits in many ways60:
CII& PWC 2013. Handbook on Corporate Social Responsibility
60
• Social ‘licence to operate’ is no longer given by governments alone, but communities that are impacted by a company’s business operations. Thus, a robust CSR programme that meets the aspirations of these communities not only provides them with the licence to operate, but also to maintain the licence, thereby precluding the ‘trust deficit’ • Several human resource studies have linked a company’s ability to attract, retain and motivate employees with their CSR commitments. Interventions that encourage and enable employees to participate have boosted employees morale and their sense of belonging to the company • There are certain innovative CSR initiatives emerging, wherein companies have invested in enhancing community livelihood by incorporating them into their supply chain. This has benefited communities and increased their income levels, while providing these companies with an additional and secured supply chain • The traditional benefit of generating goodwill, creating a positive image and branding benefits continue to exist for companies that operate effective CSR programmes. This allows companies to position themselves as responsible corporate citizens
45
Suggested Ideas to Implement Principle 6 Action
How to implement the principle
Data to measure progress
“Lead by - Prioritise empowerment of women and girls as - example – a clear focus area in company CSR strategy and showcase include it in CSR policy document as well as company company website commitment to - Set targets for outreach and number of women gender equality centric initiatives and report the same in annual/ and women’s sustainability reports - 61 Empowerment” - Support senior leadership participation in alliances/ coalitions promoting gender equity
Number and percentage of senior management participation in campaigns or in network/ coalitions promoting gender equality Number of programmes/ campaigns the company sponsors on a regular basis on issues related to empowerment of women and girls
- Support/sponsor gender equity causes at different levels (local, national and global) through campaigns, joining networks, coalitions - List of vendors led by and making it visible by issuing press statements; women’s groups or codeveloping promotional materials etc operatives available - Hire vendors who are led by women’s groups or co-operatives “Leverage influence, alone or in partnership, to advocate gender equality and collaborate with business partners, suppliers and community leaders to promote inclusion”62
- Partner with CBOs /alliances /networks promoting - Clear process for due initiatives on gender equality and women’s diligence for hiring empowerment vendors on set gender criterion - Design and implement community based initiatives which promote community leadership - Company policy on and women’s empowerment promoting partnership (on gender equality) with CBOs, alliances
“Work with community
- Engage with community leaders and other stakeholders to promote inclusion at local level by undertaking field visits; participating in community dialogues etc.
- Number of women empowerment initiatives supported by the company
- Number of field visits/ community dialogues organised
stakeholders, officials and - Number and percentage others to - Commission impact assessments to measure of factory workers, eliminate change for initiatives supported for women’s community based empowerment discrimination marketing staff, suppliers and exploitation and vendors received - Use results of such assessments to inform future and open gender sensitisation community based initiatives opportunities trainings, and number of for women and sessions - Organise gender sensitisation training for factory girls”63 workers/ community based marketing staff/ - Number of gender sensitive suppliers/ vendors and influence them to become messages developed and champions of ‘gender equality’ in their own disseminated through communities product packaging; marketing collaterals - Use product packages, marketing collaterals, delivery trucks to spread positive messages on - Number of impact gender equality assessments commissioned - Support government partnerships to influence - Number of MoUs with local level policy making and implementation government on initiatives on gender equity by entering into MoUs with supporting women government and sponsoring initiatives through empowerment public private partnerships Women’s Empowerment Principles. Equality means Business, 2011
61
Ibid
62, 63
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Resources Handbook on Corporate Social Responsibility in India
Action
How to implement the principle
Data to measure progress
“Promote and recognize women’s leadership in, and contributions to, their communities and ensure sufficient representation of women in any community consultation”64
- Design and implement special projects which promote economic, social, political leadership of women and report it in annual/sustainability report
- Sex disaggregated data for projects available
- Organise consultations with women in the community to understand their needs - Allocate resources to organise such consultations - Design projects to respond to the needs of women by setting appropriate objectives; targets etc - Maintain sex disaggregated data on projects to measure project reach and benefits accessed by men/women - Felicitate community women leaders representing diverse communities
“Use philanthropy and grants programmes to support company commitment to inclusion, equality and human rights”65
- Design grant programmes to support innovative projects, internships, research on human rights, equality and inclusion - Make women’s empowerment a key criterion for grant programmes and include it in CSR policy document and strategy - Allocate a dedicated and independent team to manage grants - Allocate corpus funds to support humanitarian situation /catastrophe for vulnerable populations and report it in financial statements/reports - Focus employee engagement programmes on women’s empowerment and encourage volunteerism
Resources
- Number of women’s leadership initiatives supported - Number of consultations organised with women at project design stage -- Percentage of resources allocated for community consultations - Number of women change makers enrolled and felicitated
- A well articulated grants programme in place
WIPRO cares
- Women empowerment a key selection criteria for programmes - Number of women empowerment programmes supported under grant making - Availability of a dedicated team for managing grant programmes - Availability of corpus fund - Number of employee engagement programmes undertaken - Percentage of funds allocated for programmes
Corresponding UNGC Principles – 1,2,3,4,5 & 6 Corresponding GRI Indicators - SO1, SO9, SO 10. Possible sources of data for companies to consider for tracking progress: • Impact Assessment Reports • Vendor/Supplier List • CEO Statement on WEP and Communication on Progress
Ibid
64, 65
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Financial literacy for women and youth CRISIL Foundation, the CSR arm of CRISIL Ltd, promotes financial awareness and inclusion initiatives with a special focus on women. In 2012, a special financial awareness initiative, ‘Pragati – Progress through Financial Awareness’ was launched. Here, one-day financial literacy programmes were completed in nine districts of Assam. In 2013, this was scaled to 21 districts across Assam Sikkim and Tripura, targeting women and youth through communitybased trainings. The areas of focus were: household budgeting, savings, basic banking practices, loans and insurance. In Rajasthan, Pragati works in Pali, Sirohi and Jalore districts. Here groups of youth volunteers called Team Balikas, have been trained on financial literacy. The Foundation has also developed an audio visual based learning module on financial literacy, which is now being used for its financial literacy programmes across India. Source: CRISIL Foundation
Biscuits: For good health Britannia India works with the Karnataka Nutrition Mission in two villages to comprehensively address health and nutrition concerns of children, adolescent girls, pregnant and lactating women. Part of the programme is to provide biscuits fortified with micronutrients to the target audience. A study done amongst children (6-12 years) and adolescent girls (11-18 years) who consumed the fortified biscuits for four months has shown an improvement in anthropometric parameters like height and weight and a reduction in anemia. The company intends to share the project outcomes with the State Government. Source: Britannia Annual Report 2012-13
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Putting Principle 6 to Practice! Do’s
Don’ts
• Invest in community initiatives that seek to empower women
• Ignore CSR and the communities where the company operates. CSR is no longer voluntary- it is mandated by the law!
• Allocate resources to measure long term benefits of such community initiatives and scale up! • Appoint skilled and dedicated personnel to manage grants • Report and publicise CSR initiatives that empower women - Set an example for others to follow!
• Ignore the benefits of CSR to the company as well the community. Corporate responsibility is here to stay!
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Principle 7: Measure and Publicly Reporting on Progress to Achieve Gender Equality The Status Quo in India Sustainability reporting by business enterprises is on the rise in India. With reporting on sustainability still being voluntary in nature, companies have a choice of disclosure mechanisms, and this choice is determined by the preparedness of the organisation as well as an analysis of the sustainability risks. A growing number of companies particularly in the oil, gas, mining, construction and automobile sector are increasingly adopting sustainability reporting. There are around 80 Indian companies that have been reporting and around 60 who publicly declare that they follow the GRI principles of reporting.66 The study conducted by CARE India in 2014 showed that, out of the total number covered in the study, only 42% of the companies disclosed information through sustainability reports. However, low availability of gender disaggregated information was a common feature in the reports. The study also revealed lack of information/ transparency in the media and aviation sectors which employ a large number of female employees67. The Ministry of Corporate Affairs released the Voluntary Guidelines on Social Environmental and Economic Responsibilities of Business in 2011. The guidelines encourage companies to report against the Triple Bottom line (TPL)68. They also address the need to include medium and small enterprises and the need for companies to have processes and systems for responsible business. A separate chapter on reporting has also been included in the guidelines. The reporting framework is designed on the Report or Explain principle (that is they report and if they do not explain why). In addition, the Sustainable Reporting and Corporate Social Responsibility Guidelines for Public Sector Undertaking was issued by the Department for Public Enterprises which stipulates how much and where PSUs should invest on Corporate Social Responsibility. The CSR budget mandated ranges from 0.5% to 5% of net profits of PSUs. SEBI also mandates entities listed in the board to submit Business Responsibility Reports along the guidelines of the NVGs. It is mandatory for the top 100 companies listed in the board to submit the Business responsibility Report.
The Legal Case
50
GIZ, GRI Focal Point India & Thought Arbitage 2012. Sustainability Reporting: Practices and Trends in India
66
Care India February 2014. Harnessing women’s talents, innovation and leadership for economic empowerment: An exploratory Study
67
The TBL is an accounting framework that incorporates three dimensions of performance: social, environmental and financial. This differs from traditional reporting frameworks as it includes ecological (or environmental) and social measures that can be difficult to assign appropriate means of measurement. The TBL dimensions are also commonly called the three Ps: people, planet and profits. Sourced at: http://www.ibrc.indiana. edu/ibr/2011/spring/ article2.html
68
There are many internal and external benefits of measuring and publicly reporting on a business’ efforts to implement WEPs and the results. Businesses can build on existing management systems or tailor new ones to routinely gather genderspecific (sex-disaggregated) data and analyze, track and benchmark their performance over time. By setting up such management systems, a business can identify and replicate positive measurable impacts and results to further drive gender equality. There is added value in using a standardized set of parameters and indicators to measure progress as it allows businesses to compare their performance with peers and effectively communicate progress to both, external and internal stakeholders, such as investors, regulators, trade unions, NGOs, board members or directors since employees are increasingly ask¬ing companies to manage measure and communicate their gender-related impacts. Publicly communicating the company’s progress to its many diverse stakeholders builds trust and can enhance its brand by positioning it as wom¬en-and-family-friendly. This can attract, motivate and retain talented female and male employees who would prefer to work for a gender-sensitive em¬ployer, which is a useful differentiator as the competition for talent intensifies69. Evidence shows that the implementation of equality and diversity initiatives can reduce staff turnover and absenteeism rates.70
The Business Case
Women’s Empowerment Principles: Reporting on Progress
69
Kathy Monka.2007. The Business Impact of Equality and Diversity, Equality Authority and National Centre for Partnership & Performance, Dublin, Ireland
70
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Suggested Ideas to Implement Principle 7 Action
How to implement the principle
Data to measure progress
Resources
Communicate - Make policy commitment/statement at the most progress and senior level endorsing business responsibility strategies and to respect rights including women’s rights, as engage with described in the Guiding principles on business stakeholders and human rights for continuous 70a - Undertake human rights due diligence by71: improvement
- Signed CEO statement of Support on WEPs
Communication on Progress
- Number of impact assessments undertaken
Protect Respect and Remedy Framework
a. assessing and identifying any actual or potential risk to women’s rights through company activity, products, operations by enlisting external review; consultations with women etc b. Integrating findings from impact assessments to alter functions/operations as appropriate c. Monitoring and tracking business responses to verify whether adverse impact on women’s rights are being addressed, using tools like performance contracts and reviews, surveys and audits (self-assessments or independent audits) with affected women etc
- Number of due diligence on human rights undertaken - Number of consultations held with communities of women to understand impact of business on their rights - Number of redress steps undertaken following assessment and consultations with women
d. Communicating externally on efforts made to address business impact on women’s rights by including information in sustainability/ annual reports etc. e. In cases of violations provide for operational level grievance mechanisms or judicial mechanisms, as appropriate f.
70a
Operational level mechanisms should be accessible to women and men, girls and boys, and those who represent their interests, and meet the effectiveness criteria for non-judicial grievance mechanisms set in Principle 31 of the Guiding Principles on Business and Human Rights
Women’s Empowerment Principles: Reporting on Progress
http://weprinciples.unglobalcompact.org/files/attachments/WEPs,_UNGC,_Guiding_Principles_on_Business_and_ Human_Rights_Explanatory_Note.pdf
71
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Action
How to implement the principle
Data to measure progress
Integrate a. Communicate progress and forward-looking - Gender related reporting on strategies for implementing company’s policies, procedures gender equality commitment to corporate sustainability, and initiatives, and into a business’ including gender equality and women’s performance report is existing non empowerment (through UNGC COP and/or GRIavailable on company’s financial based website, reporting Sustainability Report or other means) and engage - Existing management mechanisms with stakeholders to identify ways to improve systems which routinely 70a performance continuously gather gender-specific (sex-disaggregated) b. Standardize set of parameters and indicators data. existing to measure progress and compare performance on gender equity with peers and - Number of stakeholder effectively communicate progress to stakeholders. consultations undertaken to identify gender The performance on gender equity parameters related challenges or should be tracked analysed, and benchmarked risks facing the business. periodically. - Gender related Apply a gender lens when defining goals, reasonable expectations, strategies, policies and metrics. issues, risk and challenges identified and addressed through reporting and other mechanisms.
Resources GRI guidelines Part 1 GRI guidelines Part 2 Embedding gender in Sustainability Reporting: A practitioners guide
Corresponding UNGC Principles- Communication on Progress, COP Corresponding GRI Indicators /Guidelines – Standard Disclosure part 1 & 2 Possible sources of data for companies to consider for tracking progress: • HR Policy • Sustainability Report/Annual Report
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Gender & Diversity Inclusion Wipro’s Diversity and Inclusivity charter rests on 4 pillars: Gender, Nationalities, People with Disabilities and Underprivileged sections. The gender diversity programme ‘Women of Wipro’ is based on the life cycle stage of women employees in the organization. With three themes that coincide with the life stages of a woman in the company (exposure, flexibility and empowerment), the people processes and systems are altered accordingly to support women through these stages. Gender and Diversity online training for all staff is mandatory. The company reports widely on gender disaggregated data: No of employees at different levels of the company, region and age wise; gender and level wise disaggregated data in new hires; employee attrition by gender, region and age; return to work and attrition level for women post parental leave; gender wise and level wise training conducted for staff and several other such indices. Gender is clearly articulated, measured and reported in the company policy, operations and activities. Source: The Imperative of Hope: Wipro Sustainability Report 2010-2011
Putting Principle 7 into Practice! Do’s
Don’ts
• Make public the commitment to gender and report on targets through Sustainability/ Annual Report
• Ignore gender as a key criterion in reportingthe internal and external imperatives of doing it are high!
• Integrate gender as a key element of reporting in all processes of the company
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Gender Terms Empowerment
Gender
Sex
Empowerment means that people - both women and men – can take control over their lives: set their own agendas, gain skills (or have their own skills and knowledge recognized), increase self-confidence, solve problems, and develop self-reliance. It is both a process and an outcome
Gender refers to the array of socially constructed roles and relationships, personality traits, attitudes, behaviours, values, relative powers and influences that society ascribes to the two sexes on a differential basis. Whereas biological sex is determined by genetic and anatomical characteristics, gender is an acquired identity that is learned, changes over time, and varies widely within and across cultures. Gender is relational and refers not simply to women or men but to the relationship between them.
Sex refers to the biological characteristics that define humans as female or male. These sets of biological characteristics are not mutually exclusive as there are individuals who possess both, but these characteristics generally differentiate humans as females and males
Gender Equality
Gender Equity
Gender equality describes the concept that all human beings, both women and men, are free to develop their personal abilities and make choices without the limitations set by stereotypes, rigid gender roles, or prejudices.
Gender equity means that women and men are treated fairly according to their respective needs. This may include equal treatment or treatment that is different but considered equivalent in terms of rights, benefits, obligations and opportunities. In the development context, a gender equity goal often requires built-in measures to compensate for the historical and social disadvantages of women.
Gender Perspective/ “Gender Lens”
Gender equality means that different behaviours, aspirations and needs of women and men are considered, valued and favoured equally. It does not mean that women and men have to become the same, but that their rights, responsibilities and opportunities will not depend on whether they are born female or male.
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A gender perspective/“gender lens” can be defined as a focus that brings a framework of analysis in order to assess how women and men are affected differently by policies, programmes, projects and activities. It enables recognition that relationships between women and men can vary depending on the context. A gender perspective takes into account gender roles, social and economic relationships and needs, access to resources, and other constraints and opportunities imposed by society or culture, age, religion, and/or ethnicity on men and women.
Gender Analysis
Gender Sensitive Indicator
Sex-Disaggregated Data
Gender analysis is a systematic examination of different impacts of development, policies, programmes and legislation on women and men that entails, first and foremost, collecting sex-disaggregated data and gender-sensitive information about the population concerned.
An indicator is a pointer. It can be a measurement, a number, a fact, an opinion or a perception that focuses on a specific condition or situation, and measures changes in that condition or situation over time. The difference between an indicator and a statistic is that indicators should involve comparison with a norm.
Gender analysis can also include examination of the multiple ways in which women and men, as social actors, engage in strategies to transform existing roles, relationships, and processes in their own interest and in the interest of others.
Gender-sensitive indicators measure gender-related changes in society over time; they provide a close look at the results of targeted gender-based initiatives and actions.
Sex-disaggregated data can be defined as data that is collected and presented separately on women and men. It is quantitative statistical information on the differences and inequalities between women and men. There is widespread confusion over, and misuse of, the terms “gender-disaggregated data” and “sex-disaggregated data”. Data should necessarily be sex-disaggregated but not gender-disaggregated since females and males are counted according to their biological difference and not according to their social behaviours. The term gender-disaggregated data is frequently used, but should be understood as sexdisaggregated data
Gender Mainstreaming Gender mainstreaming is the process of assessing the implications for women and men of any planned action, including legislations, policies or programmes ,in any area and at all levels. It is a strategy for making women’s as well as men’s concerns and experiences an integral dimension in the design, implementation, monitoring and evaluation of policies and programmes in all political, economic and social spheres, such that inequality between women and men is not perpetuated Sources: United Nations International Research and Training Institute for the Advancement of Women (INSTRAW), 2004; UNESCO GE NIA Toolkit for Promoting Gender Equality in Education; and ITC -ILO Training Module: Introduction to Gender Analysis and Gender- Sensitive Indicators Gender Campus, 2009
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