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

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68 Gender equality initiatives area 3 – gender equality • assure equal pay and equal definitions of functions; • adapt the working conditions to ensure work-life balance Engaging in the labelling process implies an effective and continuing investment into all these components. A success factor of the Belgian Equality Diversity Label is that the process is carried out in several phases that allow for concise planning and adaptations within the course of action where necessary. Labels with special focus One example for a label focussing on one area identified as being crucial with regard to gender equality 25 has been launched in Switzerland 26 and is currently in the pilot phase (until the end of 2009). It aims to be applicable to any organisation around the world. “equal salary - Zertifikation der Lohngleichheit von Frauen und Männern” (Certification of wage equality between women and men) provides an easy, practical and recognised analytical tool, which allows companies to promote their fair wage policy while encouraging them to test their equal compensation policies in total confidentiality. It is addressed to companies and organisations with a minimum of 50 employees and a minimum of 10 women. The certification process is divided in two phases: • Phase I: Salary evaluation by OUE (Observatoire universitaire de l’emploi) – University of Geneva A statistical analysis of the company’s salary data is conducted in order to measure whether the wage policy of the company is fair and equitable on the basis of a so-called wage equation. The wage level of each employee can be statistically explained taking into account all those specific characteristics of the employee that are relevant in the company’s salary policy such as, for example, education, experience, seniority, function etc. If there is still wage discrimination despite taking in all the relevant variables, it can be concluded that there is a wage discrimination based on sex. Subsequently, an “in-depth evaluation” provides the company with specific suggestions to improve its salary structure. Once the analysis is done, OUE submits a report on the results. If the difference between the salary of men and women is smaller than 5 %, the certification process can proceed. If not, the company can improve its salary policy in order to apply for certification at a later stage. 25 26 See e.g. European Commission (2007): Tackling the pay gap between women and men. COM (2007) 424 Switzerland is not within the scope of this study but this initiative seemed to be of high relevance. Therefore, the initiative was analysed in-depth as a case study, but is not included in the list of initiatives in annex 1.
Gender equality initiatives 69 • Phase II: Audit on site The second phase consists of an on-site audit that focuses on the company’s management system. It includes an analysis at management and HR management level and interviews with employees. During the pilot phase, the audit is conducted by SGS (Société Générale de Surveillance), the world’s leading certification company. A monitoring audit takes place one and two years after the main audit. Companies have to request new certification before the expiry date of the certificate, which is valid for three years. If a certified company does not meet the standards anymore, it can lose the equal-salary label. Companies that do not renew their certification are taken out of the register and lose the right to carry the label. 2.3 Prizes and awards Overall, 68 prizes and awards for companies promoting gender equality have been identified, most of them awarded annually. There are prizes in almost all European countries, there is one EU-wide award (“European Business Award”) and there are two prizes at international level (“Catalyst Award”, USA; “Business Achievement Awards”). The prizes and awards constitute by far the biggest category of non-legislative initiatives in terms of promoting gender equality in the workplace. In general, the prizes are not homogenous with respect to their thematic focus; they rather address different targets / target groups as follows: • Equal opportunities for women and men • Reconciliation of family and work • Women in leading positions • Women in specific sectors / sectors traditionally dominated by men Furthermore, prizes and awards have been identified which, in general, have a broader frame but are also covering gender equality issues (explicitly or implicitly) such as • Lists of best workplaces for women – special awards in the frame of Great place to Work® • Corporate Social Responsibility (CSR) and Diversity Many prizes use a two- or more-phases-process in order to identify the winners: In a first step, participating companies have to fill in a questionnaire or another standardised form enclosing further documents and statistical data. Usually, the documents are reviewed by a jury / committee, which may request additional information. Frequently, the process of identifying the winning company / companies includes on-site visits at the respective enterprises/organisations and interviews with the management and/or employees. In many cases, winning enterprises are allowed to submit an application for the same prize again at a later date or after a time span of two or more years. Similar to the labels, in certain cases, enterprises are allowed to participate again if processes or projects in the field of gender equality have substantially enhanced since being awarded last time. In other cases, enterprises may submit their application again after several years, with a pre-condition of providing further development concerning the companies’
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