Study on non-legislative initiatives for companies to promote gender ...

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110 Gender equality initiatives 3.6 Career Opportunities Besides consulting the reporting system and monitoring the figures, the companies analysed find it crucial to detect and understand the reasons behind career breaks of women in order to react adequately and elaborate targeted initiatives. This section summarises the approaches that are pursued to open up respectively enlarge career opportunities for women within a company. Trainings that are held with the main purpose to advance women within the enterprise are also presented here. There are rather comprehensive career development programmes but there are also small aspects, that can facilitate career progression of women (given that this is necessary) or even enable women to work in a traditionally “male environment”. The initiatives described in this section deal with: • formulating objectives for managers as basic requirement to ensure gender equality in career progression; • workplace adaptations to enable women to start or proceed in their career; • measures to increase diversity in teams; • monitoring systems to observe shares of women throughout the hierarchy; • assessment of talent/potential (accounting for different behavioural patterns of men and women); • systems to promote women (when they lack in higher levels); • systems to ensure equal pay; • comprehensive career development programmes To underline the importance of gender equality in career procedures, company boards formulate objectives for their managers. At Eli Lilly, for example, the senior leaders must meet diversity work force performance objectives (they focus on mentoring and career path planning for women and diverse employees in the global workforce). First, in the area of workplace adaptation, an example of the automobile industry by PSA Peugeot Citroën SA is presented. This company has used technology to facilitate “heavy” work that before required physical strength. In the Automobile Division of PSA Peugeot Citroën SA, the priority is to reduce the number of workstations rated as “heavy.” Production line workstation ergonomics are being improved using the METEO method. This process, which is being led by multidisciplinary teams of occupational physicians, engineers, safety technicians, ergonomists and managers, is helping to significantly reduce the hardship of certain workstations. Light workstations foster the employability of people with less physical strength (e. g. women, older employees or employees with medical restrictions). Thereby, the number of jobs available to women but also their employability in production is increasing.
Gender equality initiatives 111 In the Automobile Division, between 1999 and year-end 2008, the percentage of workstations rated as “heavy” declined from 35 % to 11 % of the total, while the percentage of “light” workstations increased from 26 % to 49 %. At PCA France, in the same period, the share of women employees could be raised from 13.6 % to 17.4 %; the share of women operators augmented from 13.4 % in 2003 to 16.2 % at the yearend 2008 while the share of women in management also rose from 16.0 % to 18.2 % in that period. The share of women in the workforce at PCA France has continuously been rising in that period. At Motorola Inc., in fields where the company sees a lack of gender distribution, e. g. when pure male organisational units are detected, the managers are fully supported to increase diversity in these teams. The programme Inclusive that is operated at Manpower Inc. in Sweden has a similar purpose by aiming at equal shares of men and women throughout the company and in particular in managerial and higher positions. As many other multinational companies, Toyota Motor Europe NV/SA has developed and implemented a monitoring system to observe the share of women in different hierarchical positions over time. The company then seeks to ensure gender equality by training and promoting women for internal career advancement (target quotas for women have been set for a range of positions). The so called Diversity Cockpit that has been elaborated at Henkel AG, is a monitoring tool to examine gender, age and nationality distributions within the company and within management positions. Royal Dutch Shell plc assesses the potential of all their employees (men and women) according to the 3 main characteristics (internally the approach is referred to as CAR): capacity (intellectual capacity/"thinking"), achievement ("doing") and relationships ("people"). Although the same assessment process is used for men and for women, different behaviour of men and women is accounted for and people become aware of their potential biases. Every year BP International Ltd. goes through a talent review process that considers issues such as women and minorities on succession plans (are there some/enough, why/why not, in which positions are they, what development plans were put in place for them, etc.). To improve the careers of female and minority employees, BP focuses on training managers and also HR in helping to understand some of the unconscious biases that can come into decision making, e. g. about whom to promote or whom to recruit. BP International Ltd. has the opinion that particular attention needs to be paid to spotting good women and giving them opportunities to progress; as it has been noticed that, in general, women to a lower extent than men network and push themselves forward in an organisation. Similar to what has been described in the section on recruiting Sodexo S.A. has also recognised that in many cases there is a gap between aptitudes and educational background of a person. Therefore the company, rather than promoting only persons with adequate educational background, has developed a specific Skills Training Programme to equip high-performing women in operations (e. g. working in cantinas) who lack the relevant formation with additional skills that prepare them to be promoted as site managers.
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