Inclusion Strategy for Change Report Annual WEPs 2013 FINAL

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  INCLUSION:  STRATEGY  FOR  CHANGE     5th  Annual  Women's  Empowerment  Principles  Event    March  2013   Deloitte,  30  Rockefeller  Plaza,  New  York  City       Women’s Empowerment Principles in Brief Establish high-level corporate leadership for gender equality Treat all women and men fairly at work – respect and support human rights and nondiscrimination “Through the Women’s Empowerment Principles, business rightly been brought to the table as a partner Companies taking on real challenges, such as addressing biases stereotypes, and extending inclusion and diversity practices the supply chain.” has are and into His Excellency Mr Ban Ki-Moon United Nations Secretary-General Ensure the health, safety and well-being of all women and men workers Promote education, training and professional development for women Implement enterprise development, supply chain and marketing practices that empower women   Promote equality through community initiatives and advocacy   Measure and publicly report on progress to achieve gender equality Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013   Table of Contents Table of Contents   Executive Summary   Inclusion: Strategy for Change   Acknowledgements   About the WEPs   Opening Keynote Remarks   WEPs National Coalitions: Stakeholders Advance Gender Equality   Session One - Gender and Generation: Redefining Organizational Culture and Leadership   Conversation with Ms Valerie Jarrett, Interviewed by Mr Georg Kell   Session Two – Promise and Challenge: Value Chain, Diversity, Inclusion and Safety 10   Session Three – Innovation Driving Business and Equality 11   Session Four – WEPs Leadership Award Saluting CEO Commitment and Innovation to Realize Gender Equality 13   Closing Remarks – His Excellency Mr Ban Ki-moon, United Nations SecretaryGeneral 15                                       Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013           Executive Summary The 5th Annual Women’s Empowerment Principles event, Inclusion: Strategy for Change on March 2013 brought together over 250 representatives from a wide range of sectors and geographical regions including business leaders and other key stakeholders from civil society, government and academia Participants engaged in dialogue and discussion during three panel sessions on subjects including: • • • Adapting workplace assumptions and practices to change organizational cultures; Prioritizing inclusion in order to harness the potential of the Millennial generation; and Leveraging education to advance gender equality; The following report identifies key themes within each panel and serves to highlight the rich panel discussions Video footage can be accessed from the Women’s Empowerment Principles website at:   http://www.weprinciples.org/Site/MediaInformation/ The Women’s Empowerment Principles team would like to thank all of the organizations and individuals who participated in the March event and that have contributed to the promotion of the Women’s Empowerment Principles around the world     Inclusion: Strategy for Change Held in observance of International Women’s Day, the 5th Annual WEPs Event on March 2013, focused on how inclusive business strategies and practices drive change towards realizing the Women’s Empowerment Principles and featured innovative approaches the private sector is taking to overcome challenges to achieve gender equality in the workplace, marketplace and community As in previous years, participants shared their experiences in implementing the WEPs, including best practices, challenges and lessons-learned Acknowledgements The UN Global Compact and UN Women express their sincere appreciation to H.E Mr Ban Ki-Moon, UN Secretary-General for his continued support for the Women’s Empowerment Principles and for his leadership role in this 5th Annual WEPs event The UN Global Compact and UN Women are very grateful to Ms Valerie Jarrett, Senior Advisor to President Barack Obama and Chair of the White House Council on Women and Girls for sharing her perspectives on the role of government and private sector on advancing gender equality Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 The WEPs team sends its gratitude to all panellists, participants and colleagues, and conveys a special acknowledgement to Ms Linda Tarr-Whelan for her skillful moderation and invaluable contributions to the success of the event About the WEPs The Women's Empowerment Principles are a set of Principles for business offering guidance on how to empower women in the workplace, marketplace and community They are the result of a collaboration between the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) and the United Nations Global Compact and are adapted from the Calvert Women's Principles® The development of the Women's Empowerment Principles included an international multi-stakeholder consultation process, which began in March 2009 and culminated in their launch on International Women’s Day in March 2010 Subtitled Equality Means Business, the Principles emphasize the business case for corporate action to promote gender equality and women's empowerment and are informed by real-life business practices and input gathered from across the globe The Women's Empowerment Principles seek to point the way to best practice by elaborating the gender dimension of corporate responsibility, the UN Global Compact, and business' role in sustainable development As well as being a useful guide for business, the Principles seek to inform other stakeholders, including governments, in their engagement with business To date, more than 550 top executives have demonstrated leadership on gender equality and women’s empowerment by signing the CEO Statement of Support for the Women’s Empowerment Principles For more information on the WEPs, please visit: www.weprinciples.org Opening Keynote Remarks The 5th Annual WEPs event opened with Mme Michelle Bachelet, Under-Secretary-General and Executive Director, UN Women Madame Michelle Bachelet opened with the message, “women’s empowerment is not the right thing to do, it’s the smart thing to do” Statistics show that inclusion strategies increase individual firm productivity, GDP and competitiveness Madame Bachelet also highlighted the importance of partnership and collaboration With the realization that violation of women’s rights is a violation of everyone’s rights, groups which previously met in isolation to discuss women’s empowerment are now working together to strengthen the gender equality message Platforms such as the WEPs further facilitate this cooperation Through women and men’s collaboration with civil society, government and private sector, the women’s empowerment message can be far reaching Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 Madame Bachelet outlined examples of WEPs’ implementation from around the globe, further illustrating that actions and policies which foster inclusion and equality are a smart business decision However, she noted that although much progress has been made, much more needs to change to achieve economic equality Madame Bachelet closed by stating that for future growth, it is necessary to pay attention to the powers that can harness inclusive economic and social progress and one of those powers is gender equality and inclusion To view the video, please see: http://www.youtube.com/watch?v=k8hW5d5vvJY&list=PL8546782A741112FD Ms Elizabeth Broderick, Sex Discrimination Commissioner, Australian Human Rights Commission Elizabeth Broderick began by proposing that women’s empowerment and equality cannot be achieved with one single strategy, but rather requires multiple innovative and complex strategies She noted there have been strides to increase women’s presence in boardrooms, but very little progress in promoting women to senior executive positions To create critical mass at the senior executive level, significant cultural change is necessary because of existing male dominated structures and conventions Broderick explained this as the cycle of absence To achieve equality for women, Broderick stressed, efforts must focus on men because organizational power sits with men She stated, work rules have been formed by men for men and the most effective way to achieve change is for men to channel the message to other men By using the WEPs as a platform to catalyze a gender equality movement, systemic gender deficiencies can be further identified Broderick currently spearheads the “Male Champions of Change” initiative, which brings together 24 male executives from top companies to address gender inequalities in the private sector Involving male CEOs allows for specific advantages to getting others enthusiastic about creating change in gender discrimination The initiative has three main components, which closely relate to the WEPs principles First, the group is exploring models of leadership that promote gender equality and rewards the model with the most effective and inclusive leadership Second, to explore issues of discrimination and equal opportunities, the group is working to make gender stereotypes visible by confronting gender norms, assumptions and barriers to entry Lastly, closely aligned with Principle 7, the initiative is working to enhance reporting beyond national laws, by increasing gender balance targets To view the video, please see: http://www.youtube.com/watch?v=0fFAHG3Q_sw&list=PL8546782A741112FD&index=2 Ms Sung-joo Kim, Founder, Chief Executive Officer and Chairwoman, Sungjoo Group and Chairwoman, MCM Holdings AG Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 Sung-joo Kim provided a personal account of the challenges she faced as a young female entrepreneur in Korea From starting a business from scratch, to balancing being a mother and successful business woman, to navigating times of economic crisis, Ms Kim explained that key to her success was not getting “hung up on” unfair circumstances that challenged her ability to succeed Instead of “playing the boys’ game”, Ms Kim insists that women need to “play a women’s game” and find their own paths to success by maximizing women’s strengths Focusing on her own strengths, Ms Kim concentrated on developing R&D and technological systems that surpassed those existing in the industry in order to succeed In order to avoid succumbing to barriers that tend to hold women back, Ms Kim focused on staying ahead of the game A strong believer in the potential of women, Sung-joo Kim is dedicated to promoting women’s empowerment Within her company, 90% of employees are women, including senior positions In her remarks, she challenged the Women’s Empowerment Principles’ community to more to engage businesses in Korea and pledged to continue her efforts in her country to empower women and close the gender gap She warned that we should not wait for men to change and suggested that women can be the catalyst for change in leadership models from patriarchal, top down approaches to horizontal, open and global cooperation To view the video, please see: http://www.youtube.com/watch?v=E_HOTbQ_gI&list=PL8546782A741112FD WEPs National Coalitions: Stakeholders Advance Gender Equality Ms Kristin Hetle, Director, Strategic Partnership Division, UN Women, reminded participants of the global reach of the Women’s Empowerment Principles and explained how stakeholders in many countries are joining forces and using the Women’s Empowerment Principles as a platform to work together on advancing gender equality These various WEPs-oriented coalitions – initiated by companies, UN Global Compact Local Networks, UN Women offices, Government and other actors – design the way they are organized, set their own priorities, establish goals to drive progress Examples include: Serbia: UN Women in Serbia has been working actively since 2011 to promote the WEPs with the UN Global Compact Local Network and other Serbian businesses In February 2013, they convened a WEPs training workshop for representatives from employers unions, women entrepreneurs and business owners and the provincial ombudsman, to enhance the capacities of these groups to continue outreach and knowledge-building around gender equality issues with the companies with which they work Brazil: Efforts around the WEPs in Brazil have expanded, and now include a formal alliance on WEPs implementation - the Business Alliance for Strengthening the Role of Women in Society – which is currently focused on establishing a shared action plan and monitoring framework for progress on Principles 1, and The Alliance is composed of seven major Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 private firms in Brazil, with an open invitation to many more to join Key civil society and academics also participate, in line with the WEPs emphasis on inclusion Switzerland: The WEPs network of companies in Switzerland supported by UN Women’s National Committee in that country, also has strong support from another key partner - the Government This Swiss network recently held its 2nd annual national WEPs event, focusing on gender equality in the supply chain, which led to an additional nine companies in Switzerland signing the CEO Statement of Support for the Principles Japan: the Government has taken a leading role in the promotion of the Principles to companies through its Gender Equality Bureau of the Cabinet Office The Bureau has established a dedicated WEPs Promotion Team to work with UN Women and UN Global Compact to raise awareness about the Principles within Japan’s corporate sector and has identified as a priority for the next period, support to companies’ implementation and reporting efforts Session One - Gender and Generation: Redefining Organizational Culture and Leadership Description: Millennials (birth years 1977-92) form a large generation in terms of size in workforces from the US to China, where it’s estimated that 50% of the working age population belong to this Millennial generation At the entry level in many businesses, gender parity has been achieved However, can we assume women of this generation will make it to senior leadership positions? This session, inspired by the research presented in Rising Stars, Developing Milllennial Women as Leaders by Kings College Professor Elisabeth Kelan explores what workplace assumptions and practices need to adapt to change organizational cultures Panelists: • • • • • • • Ms Elisabeth Kelan, Ph.D., Associate Professor, Senior Lecturer, Department of Management, King’s College London Mr Bhushan Sethi, People & Change Practice Lead, Advisory, Financial Services, New York, PwC Ms Nia Joynson-Romanzina, Head Global Diversity & Inclusion, Swiss Reinsurance Company Ms Mary Waceke Muia, HR, Performance and Change manager Kenya Electricity Generating Company and Founder of Women on Boards Initiative Ms Kimie Iwata, Advisor and Former Representative Director and Vice President, Shiseido Company, Ltd Ms Valerie Gürtler-Doyle, Head of Diversity and Inclusion, Novartis Pharma AG Ms Maureen Kilgour, Ph.D., Associate Professor, Université de Saint Boniface and CoChair, Gender Working Group, Principles for Responsible Management Education (PRME) Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 Ms Kathryn Haynes, Ph.D., Northern Society Chair in Accounting, Newcastle University Business School / Principles for Responsible Management Education (PRME) • Highlights: The Millennial Generation Brings New Challenges and Opportunities to Gender Equality: • • • According to research, as outlined by Dr Elisabeth Kelan in her book Rising Stars: Developing Millennial Women as Leaders, on average, Millennials are more confident and yet more anxious than previous generations They rate leisure time and financial compensation higher than previous generations and are less likely to put up with nonsustainable working practices such as a long hours culture Research also shows that Millennial women are confident as their male counterparts and they want to lead, but that they also have more self doubt about their own performance Many Millennial women also not see gender inequality as an important issue for them They believe that gender equality has already been achieved, which is problematic because Millennial women who then confront gender inequality in their lives are likely to search for fault in themselves, rather than seeing their experience as due to societal structures It is important that Millennial women learn to deal with the residues of gender discrimination to unfold their leadership potential Organizations need to prioritize inclusion in order to harness the potential of the Millennial generation: • • • • Millennials have the potential to create cultures where gender equality is business as usual Today’s leaders need to better understand how to harness the potential that the Millennial generation brings to the workplace so that we will have a generation of leaders - male and female - that truly understand the importance of gender equality for business There is a big business case around making this work CEOs are not doing this as a check the box or as something altruistic It is important to go beyond conversations about equality and quotas and doing the right thing, to actually looking at the business imperative Organizations need to rethink they ways they administer performance management to go beyond ratings based only on financial performance to thinking about other values such as collaboration and how work gets done Organizations – starting with the leaders – also need to a better job of putting gender equality on the table and actually talking about where they are losing - losing market share and losing potential clients, because clients are demanding this As one way of addressing this, PwC in the UK has started taking every leader through gender bias training, an important step in getting people to actually look at and understand some of the unconscious biases that exist Corporate culture needs to be redefined to promote inclusion and diversity • Leadership drives culture and can help change mindsets that perpetuate stereotypes and unconscious biases In order to further understanding amongst the company’s Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 • leadership of what “inclusive” means, Swiss Re developed an “Inclusive Leadership Competency Framework” which embeds behaviors and links to performance management for accountability Corporate policies and programmes that aim to break down barriers to diversity and inclusion help to redefine corporate culture and promote inclusion For instance, in an effort to remake its vision and values and redefine its corporate culture, Shisheido introduced various programmes to support working parents to better manage job and family responsibilities and created personnel development plans for female leader candidates Moving Beyond Traditional Work Models: Creating an inclusive workplace is not only about developing and adjusting policies and programmes to advance women’s empowerment To truly be diverse and inclusive, work places need to rethink traditional work models and career paths to respond to and enable the success of all employees Diversity and inclusion is about gender balance of both genders, in functions, regions and levels throughout the company It is also about gender intelligence – embracing gender differences and understanding them Education Plays an Important Role: Management education can be transformative and help mainstream gender equality into business To maximize impact, all disciplines that are taught in management education – as with all areas of business operations - require a gender lens In order to ensure that women have equal access to jobs in fields where women are traditionally underrepresented such as STEM (science, technology, engineering and mathematics) engaging girls at the primary and secondary school level is key Research is another important area with the power to highlight the potential means and outcomes for cultural change on gender equality If we integrate business, education and research, we have the power to effect cultural change and transformation Conversation with Ms Valerie Jarrett, Interviewed by Mr Georg Kell During this special15-minute segment, Ms Valerie B Jarrett, Senior Advisor to President Barack Obama and Chair of the White House Council on Women and Girls, spoke with Mr Georg Kell, Executive Director of the UN Global Compact about the importance of gender equality and how the United States Government is prioritizing the empowerment of women and girls President Obama’s commitment to women’s empowerment materialized four years ago with the creation of the White House Council for Women and Girls The Council’s mission is to ensure all departments of the Federal Government promote and support women in policies, programmes and legislation From legislation such as the reauthorization of the Violence Against Women Act, to programmes that specifically promote pathways and mentorship for women in science and technology, to the Equal Futures programme, which enhances women in politics and the economy, the Obama Administration is dedicated to supporting progress on gender equality Ms Jarrett emphasized the importance of building partnerships between government and the private sector to carry the message of gender equality and women’s empowerment forward Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 Events like the annual WEPs event, which brings various stakeholders together to discuss issues surrounding women’s empowerment and business, are vital for progress She continued by explaining that long-term success rests with the private sector because the private sector is the economic engine The Council on Economic Advisors produced a report three years ago demonstrating the business case for increasing workplace flexibility to increase productivity Evidence shows that women are graduating at equal rates from college and at higher rates from graduate school, but make only 77 cents on the dollar compared to men This disparity is even greater for women of colour Furthermore, as single parent households increase, it is becoming essential for women to be equally integrated into the labour force Ms Jarrett underscored that the tone starts from the top Corporate leadership should develop a diverse workforce that is representative of its constituents because diversity provides greater opportunities for innovation and product development To spark change towards equality, Ms Jarrett noted the importance of transparency and reporting Ms Jarrett ended her conversation with Mr Kell by stressing that although change is hard, through individuals’ resilience and tenacity, it can be galvanized To view the video, please see: http://youtu.be/-CIqvbidwx0 Session Two – Promise and Challenge: Value Chain, Diversity, Inclusion and Safety   Expanding women’s economic empowerment and realizing the “gender dividend” requires that inclusion and diversity be fully integrated into the value chain Women represent 50% of the world’s population, but they are almost invisible in global value chains as suppliers This discussion focuses on why supplier diversity and inclusion are important to business, the benefits it brings locally and nationally, how technology is changing the relationship between consumers and suppliers and innovative practices leading the way Additionally, speakers will address critical supply chain health and safety issues Panelists and Respondents: • • • • • Ms Caroline Lewis, Project Manager, Social Accountability International (SAI) Mr Prithvi Shergill, Chief Human Resources Officer, HCL Technologies, Ltd Ms Porie Saikia-Eapen, Managing Director, PRIA Global Ms Claudia Lorenzo, Social Business Director, Coca-Cola Brasil Ms Willa Shalit, President and Co-Founder, Maiden Nation Highlights: Diversity and Inclusion on the Factory Floor: Discussions about diversity and inclusion are often focused on the pipeline and women in leadership However the supply chain poses both significant risks and opportunities to women’s empowerment around the world, especially in developing countries Women represent approximately 90% of labor in outsourced supply chains and face many challenges and injustices including poor wages, low status, lack of Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 10 promotional opportunities, health and safety hazards and harassment Innovative programmes that address gender stereotypes, inequality and discrimination in the supply chain can empower women workers and improve working conditions for both men and women Including Women in the Policy Decision-Making Process: In order for workplace policies to reflect the needs of women, women must be part of the decision making process For example, health and safety policies that are developed without input from women risk being discriminatory and only reflecting the needs of men Middle Managers are Key to Change: It is critical that middle management understands the importance of creating a workplace environment that respects the rights of women workers and is sensitive to gender differences Gender training for middle management can be very effective Middle managers – who are often men – can also play an important role in changing the attitudes of male colleagues and employees Tailoring Implementation Strategies: Companies should have ethical value chain standards not because they have to, but because they want to better their own workforce Yet, implementation strategies should go beyond universal standards Companies should create strategies that are tailored to the specific needs of their employees The particular issues, biases and types of discrimination women face can vary depending on industry and geography Bridging the Gap and Strengthening Linkages: Forming linkages between large, multinational corporations and small women vendors is not always easy because small vendors face several barriers to market entry and integration To strengthen these relationships, corporations need to create environments that are conducive for women’s success by providing business skills development, accessible financing and technology trainings Creating conducive environments gives women vendors agency in creating innovative market opportunities Accessible technological advancements allow for further autonomy for smalls vendors and help bridge the gap between the large corporation and small vendor Session Three – Innovation Driving Business and Equality Increasingly “innovation” is both a means and an end – it is essential to propel deep change within organizations enabling them to transform themselves into more inclusive and diverse business operations This session spotlights company strategies and dives into their policies, practices and measurement for success Panelists and Respondents: • • • • Mr Andrew Morrison, Division Chief, Gender and Diversity, Inter-American Development Bank Ms Yvette Burton, Director, Human Capital Consulting Practice, Deloitte Ms Nur Ger, Founder and CEO, Suteks Tekstil, A.Ş Ms Anna Paula Dacar, General Manager, Dow Coating Materials, Latin America Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 11 • • Ms Burcu Türkay, Corporate Communications Specialist, Borusan Holding Ms Irene Natividad, Founder and President, GlobeWomen, Inc Highlights: Shifts in the End Game: Business mindsets are changing when it comes to conceptualizing what gender equality and inclusion means The gender equality modality is shifting from “stay off the court” to a “what is the home court advantage” strategy Panelists emphasized that businesses are realizing the benefits of investing in human value, which creates quality employees that facilitate an optimal corporate environment ultimately contributing to profit generating strategies In addition, businesses are realizing the value added to viewing suppliers as business partners, with whom they can work to advance gender equality, rather than solely transactional partners Partnering for Change: The value of innovative partnerships was discussed The private sector can ally with the public sector and other stakeholders to advance gender equality and address barriers to women’s empowerment Rather than viewing women’s empowerment beyond company walls as an issue solely for governments, businesses are increasingly seeing the value of engaging in partnerships and taking an active role to help break down barriers to women’s empowerment Sharing Good Practices: The importance of sharing and promoting the innovative ways that companies are advancing gender equality and inclusion by measuring impacts and reporting progress was noted By sharing information on how they are implementing the WEPs, including challenges overcome and lessons learned, businesses can learn from one another and contribute to broader societal discussions and efforts to advance women’s empowerment and achieve gender equality WEPs companies in Brazil have formed an alliance to work together to improve corporate reporting on gender The WEPs Reporting Guidance aligns with existing reporting frameworks and provides general reporting approaches and specific examples of disclosures and performance indicators for each Principle (see: http://www.weprinciples.org/Site/WepsGuidelines/) Innovation in Addressing Domestic Violence: Creating innovative solutions that address domestic violence issues is a pressing concern for advancing women’s empowerment In Latin America and the Caribbean, between 14-57% of women have been victims of domestic violence at some point in their lives These numbers are not much different in other parts of the world Violence against women not only has huge costs for women, but has large impacts on productivity for the firm and the overall economy The private sector can support the public sector by providing job opportunities and credit to victims of domestic violence and can support community-based prevention with campaigns that change behavior and attitudes towards women Innovative Paths to Women in Leadership: There are a number of paths being pursued to advance the issue of women in corporate leadership positions Quotas, originally driven by European countries, are also being established in countries such as Malaysia and UAE An alternative approach being driven by Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 12 the private sector is to include gender diversity in the corporate governance recommendations of a country so that it is understood to be a necessary component of good corporate governance Lastly, board diversity has become a listing requirement of some stock exchanges While debates around which approach is best continue, the many approaches being taken by countries to address the lack of women in leadership points to the need for continued action Session Four – WEPs Leadership Award Saluting CEO Commitment and Innovation to Realize Gender Equality   The Women’s Empowerment Principles Leadership Awards salutes business leaders for their exceptional championship of gender equality and support for the Principles The Awards highlight concrete and innovative actions taken to advance the Principles, and particularly Principle One: Leadership Promotes Gender Equality Advancing women in the workplace, marketplace and community requires implementing a range of tailored strategies and actions to achieve concrete, sustainable programmes with measurable impact Five distinct award categories reflect that innovation and leadership comes in many colours Benchmarking for Change Awarded to Andrew Thornburn, Managing Director and CEO, Bank of New Zealand (Received by Annie Brown, Head of Engagement, People and Internal Communications) This WEPs award recognizes a company for embedding accountability to achieve gender equality through meaningful metrics, indicators, and reporting to track and monitor the inclusion of women at all levels of the company's operations The Bank of New Zealand (BNZ) and Mr Andrew Thorburn, Managing Director and Chief Executive Officer, are recognized with the WEPs Benchmarking for Change Award 2013 for BNZ’s comprehensive approach towards tackling what it identified as “our biggest challenge…reaching a point where we have greater representation at middle to senior leadership and management.” Setting transparent targets for the Executive Team’s own performance scorecard measures proved to be a key strategy to break barriers so that women reach senior management and are significantly represented in professional pipeline The company established an effective and far-reaching Diversity Council to set strategic priorities, oversee performance and create clearly understood career pathways resulting in women making up 42% of an identified talent cohort from which senior management will emerge, along with women’s representation at senior levels reaching nearly 50% Business Case for Action Awarded to Gianmarco Monsellato, CEO, Taj Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 13 This WEPs award recognizes a company for the implementation of a cross-cutting strategic initiative to sustainably establish inclusion and equality, and transform company behavior and practices Taj, based in France and a member of Deloitte Touche Tohmatsu Ltd, and Mr Gianmarco Monsellato, Chief Executive Officer are recognized with the WEPs Business Case for Action Award 2013 for Taj’s drive to reach market leader status through a coordinated, eight-yearlong strategy that required the implementation of innovative broad-based policies to drive gender diversity and transform the company’s culture A commitment to fairness, inclusion, and flexibility in the workplace provided the foundation to empower women and remove barriers to achieve senior positions resulting in a work environment of equality: there are 51.5% of women in management; 50% women as equity partners; and 50% of women in executive roles The CEO personally instituted changes by setting times for meetings so that parents, including himself, could bring children to and from school has redefined company culture through personal actions Community Engagement Awarded to Dean Cycon, Founder and CEO, Dean’s Beans Organic Coffee This WEPs award recognizes a company for its alignment of values and business case applied to a long-term investment in community, leveraging community engagement to build community-driven and participatory local programmes Dean's Beans Organic Coffee, USA, and Mr Dean Cycon, Founder and Chief Executive Officer, are recognized with the WEPs Community Engagement Award 2013 for Dean’s Beans’ record of community engagement empowering coffee growers, primarily women, to improve their lives and their children’s futures Its innovative community-based and managed CHICA programme was designed by the residents of the rural Guatemala village, that provides the company its high quality coffee beans, who were concerned about their young girls who typically drop out of school after sixth grade Supported by company and its expertise the villagers designed a project that provides a curriculum of education and selfesteem so that the first forty girls who participated, all former dropouts, re-entered school Thirty-eight have graduated from high school and half are now enrolled in university or college programmes Cultural Change for Empowerment Mahesh Dayalal Amalean, Chairman, MAS Holdings This WEPs award recognizes a company for its public, unwavering and proactive commitment to gender equality throughout its business operations that is complemented by a record of expansive programming elevating women’s equality in the workplace and throughout their communities MAS Holdings, Sri Lanka, and Mr Mahesh Dayalal Amalean, Chairman, are recognized with the WEPs Cultural Change for Empowerment Award 2013 for MAS Women Go Beyond, a distinctive and innovative programme established in 2003 that challenges the accepted norms Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 14 of employment for women in Sri Lanka and the South Asian region Go Beyond generated a paradigm shift in an industry dismissed as “sweat-shop” trade, needing only low skills and offering few options Through the Go Beyond programme, the women of MAS increased their skills and knowledge through training, coaching and education in a company that promotes work-life balance, addresses gender-based violence and rewards personal and professional accomplishment Go Beyond benefits families and communities by empowering those in the workplace and at home Principles Awarded to Jorge Miguel Samek, Brazilian General Director, Itaipu Binacional (Received by Margaret Groff, Chief Financial Officer) This award recognizes a company for taking coordinated action and implementing policies to deliver powerful results aligned with the Principles Itaipu Binacional, Brazil, and Mr Jorge Miguel Samek, Brazilian General Director, are recognized with the Principles Award 2013 for developing and launching Itaipu’s Guidelines of Gender Equality, a policy designed in 2011 to strengthen and enhance gender equality and combat poverty among women in Brazil and Paraguay The largest producer of clean and renewable energy in the world, in 2003 Itaipu launched its visionary Incentive to Gender Equality Programme and since then has been developing and implementing wide-ranging gender equality initiatives for women and men in the workplace, marketplace and community As a result, even in an industry where management requires many non-traditional professions, Itaipu has doubled the number of women occupying management positions, from 10% to 21% Honour Roll Based on the strength of the nominations, the WEPs also recognized three chief executives and companies with an Honour Roll designation: • • • Anant Gupta, CEO, HCL Technologies, India Hisayuki Suekawa, Representative Director, President and CEO, Shiseido Company Limited, Japan Nur Ger, Founder and Chief Executive Officer, Suteks Tekstil, Turkey Closing Remarks – His Excellency Mr Ban Ki-moon, United Nations Secretary-General His Excellency Mr Ban Ki-moon, United Nations Secretary General made closing remarks at the 5th Annual Women’s Empowerment Principles event Recalling the launch of the Women’s Empowerment Principles in 2010, the Secretary-General noted the growth of the WEPs initiative from an awareness raising campaign to a “global movement for change” His Excellency also noted the over 550 companies that have singed Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 15 the CEO Statement of Support for the Women’s Empowerment Principles and the many “coalitions of change” that have emerged around the world to promote implementation and uptake of the Principles at the local level In closing, the Secretary-General made three requests of participants First, he called on participants to reach out to at least three business leaders in their networks and encourage them to join the Women’s Empowerment Principles Second, the Secretary-General asked participants to help ensure that the global development agenda recognizes that women’s empowerment is more than an indicator of sustainable development – that it is also a driver for meeting other development goals – by engaging in the post-2015 process Lastly, recognizing that child mortality rates remain shockingly high and women’s access to adequate health care is dangerously limited, participants were called on to take action to help improve child and maternal health, including by supporting the Every Woman Every Child platform launched by the Secretary-General in 2010   Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 16 ... Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013           Executive Summary The 5th Annual Women’s Empowerment Principles event, Inclusion: Strategy for Change. .. equality and women’s empowerment forward Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 Events like the annual WEPs event, which brings various... Business Case for Action Awarded to Gianmarco Monsellato, CEO, Taj Women’s Empowerment Principles, Report of Fifth Annual Meeting - Inclusion: Strategy for Change March 2013 13 This WEPs award recognizes