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

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118 Gender equality initiatives At PWC LLP in Luxembourg, at each career level, employees are accompanied by a coach (who can be from the same or another department or external). 3.9 Communication Within multinational companies (in internal communication) the commitment for gender equality and gender mainstreaming as well as the non-acceptance of discriminatory behaviour is in general clearly communicated (structured approaches, including codes of conduct, have been implemented to ensure such communication). Sensibility and gender mainstreaming training is in many cases offered to (all) employees, while managers may receive specific and/or more detailed training due to their role as referral for employees. When a company wants to demonstrate, that an issue (such as gender equality) is taken seriously besides a transparent strategy that is adhered to at all hierarchical levels, clear communication, as well as the introduction of committed and responsible bodies (that ensure a two-way communication between hierarchical levels) are necessary. BP International Ltd., as many other multinational companies, has incorporated D&I into the company Code of Conduct that is valid throughout all business units and wherever the company operates in the world. There is a Global D&I Council that is chaired by BP’s chief executive and that sets the tone for the organisation to provide leadership and critically holds line management accountable for delivering progress on D&I. Besides the Global D&I Council, there are Councils in the two key business segments, which are both chaired by the heads of these business segments. The D&I Councils and the heads of the businesses agree upon the group level and segment level strategies. Each business unit puts together a D&I Plan that is relevant for their particular business area, with 2 or 3 clear goals that they can be measured against. While in some parts of the business the focus might be on gender (e. g. progressing women’s careers), in other parts of the business there might already be a very good gender representation, so the focus of the D&I Plan there will be different. Procter & Gamble Corp. also regularly develops Diversity Action Plans; in each region of the world to reflect the greatest opportunity for advancement of local diversity strategies. Several companies stated that, to make a strategy work internally, it takes real commitment and clear communication from the Board (gender equality is regarded an issue for the top management) and acceptance of/engagement for the strategy among the employees. Also in external communication the commitment for gender equality and gender issues are visualised by almost all of the companies. Nevertheless, there are still relatively few that make detailed results available to the public (e. g. in business reports, CSR or D&I statements as well as on the company web site). A considerable number of companies that have been interviewed in the framework of this study stated to only share most of their gender sensitive data on internal level. The regular publication on detailed gender statistics that is shared with the unions by PSA Peugeot Citroën SA and that is also directly available to the public via the company web site is a positive exemption.
Gender equality initiatives 119 PSA Peugeot Citroën SA has in 2003 signed an Agreement on Gender Equality and Employment for Women together with 6 relevant French Unions. In 2007, this Agreement has been renewed. PSA Peugeot Citroën's social policy since 2002 has been based on five principles: social dialogue, respect for human rights at the workplace, an efficient organisation with good working conditions, an international employment base, and equal pay. This seven-year period has been marked by a number of key achievements and innovations. The group’s commitments to gender equality were first expressed in the Agreement on Gender Equality and Employment for Women (Accord d’Entreprise Relatif au Developpement de l’Emploi Feminin et a l’Egalite Professionelle entre les Femmes et les Hommes) of November 12 th , 2003. This agreement has been signed by the company together with the 6 French unions; in November 2007 it has been renewed for the period from 2008-2011, demonstrating a commitment to remaining a benchmark in this area and to pursuing the innovations undertaken to support jobs for women. PSA Peugeot Citroën has opted for this voluntary cooperation with the unions to ensure that their policy is agreed upon on a broad basis and also because this is a demanding procedure that leads to very good results. The Agreement on Gender Equality and Employment for Women is embedded into the group’s Sustainable Development Approach. In 2008, the group has implemented an auto-evaluation process, since then PSA reports on their sustainable development performance on an annual basis, following the third generation (G3) Sustainability Reporting Guidelines issued by the Global Reporting Initiative (GRI) in 2006. Monitoring indicators have been set to assess progress. With regard to the Agreement on Gender Equality and Employment for Women, Progress Reports are submitted to and negotiated with the unions at least twice a year (i. e. each site has to report to the group level before). Besides sharing progress data, external communication also includes information events (at schools, universities, etc.) that are tailored to women and the companies may participate in awareness raising initiatives (e. g. girls’ day at Siemens AG, role models at recruitment events at IBM Corporation). With regard to marketing 30 , the companies questioned reported to take this issue seriously and to avoid the utilisation of gender stereotypes. Formastur S.A. e. g. explicitly states to detect and correct discriminatory language and images. There also are a number of companies that, similarly to the internal code of conduct among employees, have implemented codes of conduct for marketing that explicitly deal with gender issues and with avoiding the reproduction of stereotypes. The internet and document analysis that has been carried out to gather information on the company initiatives give the impression, that multinational companies have already made a big step in avoiding misleading and gender discriminating communication and images in their external communication. 30 It shall be noted, however, that the issue of gender-sensitive marketing of products and services was outside the main focus of this study and therefore was not investigated in-depth.
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