Racism Report 2003 - Zara

More documents

Recommendations

Info

Page 68 Equal Opportunities at Work Racism Report 2003Equal Opportunities at Work -an Interim Report by ZARAAs was announced in the Racism Report 2002, in October 2003 ZARA became an operative partner of theEQUAL project „Equal Opportunities at Work“ [1]. This enables us - within a limited framework - to preventracist and/or discriminating acts in advance rather than dealing with them after they occurred.The companies we co-operate with are comparable to small micro-cosmoses in which attempts are being made tocreate favourable conditions for a respectful coexistence of different groups.Clearly a lot has happened since last year. For this reason we would like to include the project and recent developmentsin our report and describe in more detail the institutional framework of the project as well as our methodand present a short outlook for 2004.What’s hot, what’s new?In 2003 we not only continued to work with the companies already involved in the project but also succeeded infinding new partner companies. They had to be of medium size or large companies with a management which, afterinitial talks left us under the impression that it was genuinely interested in improving the corporate culture for allmembers of staff. For the companies this means a brave step indeed as they opt for profound changes that - especiallyin the initial phases - may turn out to be quite difficult.It is very difficult to measure the effective benefit in terms of employee satisfaction and subsequent positiveimplications for the company‘s productivity and internal communication by applying objective criteria. In fact, insome cases it won‘t be possible to determine these effects until months or years after the termination of the project.With the new partner companies we now cover an interesting range from administrative authorities to educationalinstitutions and nursing homes, from service providers to large international corporations.The type of companies currently involved as well as other information about the project can be found on theproject‘s website: www.gleiche-chancen.at.Institutional FrameworkIn 2002, ZARA together with a number of partner organisations responded to an invitation by the European SocialFunds for project applications. The invitation called for projects capable of contributing to combating discriminationon the Austrian labour market. In the case of Austria, a total of 56 projects were approved among them „EqualOpportunities at Work“, a development project with the aim of co-operating with selected companies in the elaborationof a set of measures to counter discrimination within companies. The project is financed with the meansprovided by the European Social Funds and the Austrian Federal Ministry for Economics and Labour.The MethodThe method we apply within these companies is a mix of well-tried methods of organisation counselling, novel conceptsand procedures of training and evaluation and basic research. The aim is to formulate a Code of Conduct, i.e.an agreement setting forth specific rules of behaviour for all members of staff as well as rules and guidelines fora fair human resources management. Observance of the Code of Conduct by the company‘s management and themembers of staff is voluntary. The Code‘s effectiveness is only guaranteed if it is accompanied by measures capableof lending sustainable support to such observance. More about this further below.How do we reach this Code of Conduct?As a first step in our work with the companies a so called Steering Group is set up consisting of six to ten membersof staff of different areas of work and levels of hierarchy. With our support the Steering Group develops the Code ofConduct and the relevant measures. While doing so the members of the Steering Group who have expert knowledgeof their company are urged to consider objectives and measures suitable to meet the needs of possibly all membersof staff but to keep in mind that such measures need to be realistic if they are to be implemented. By involving thecompany‘s management in the Steering Group it is ensured that the Group‘s decisions are effective from the verystart and indeed capable of implementation.As a preparatory measure, the Steering Group takes part in a one or two day sensitivity training session to givethem an opportunity to see and reflect their own attitudes towards „the other“ without judging such attitudes.Prejudices may be expressed and/or addressed and are thus dealt with. During the training, participants are alsogiven the opportunity to take on the role of „the other“ and to experience what it feels like to be in a more or lessprivileged position.A large part of the training is committed to the discussion of so called „burning questions“ such as „Headscarvesat work - yes or no?“, „Does everyone have to speak German all the time?“ and the like.
Racism Report 2003 Equal Opportunities at Work Page 69Parallel to that we initiate a comprehensive Site Analysis in order to determine the measures taken so far withregard to equal treatment and their success and to establish those areas where there remains an urgent need foraction. For this analysis we hand out a questionnaire to all members of staff in which we ask for their assessmentof the current need for action in terms of discriminations and about their general satisfaction with the workplace.In addition we carry out long interviews with persons who are representative for the various levels of the companyand/or in key positions. We also analyse the company‘s performance as presented both to the outside and to themembers of staff, i.e. the values presented from the company‘s perspective.Only then, the Code of Conduct and its objectives and measures are elaborated together with the Steering Group.The Code of Conduct sets forth a number of general values such as „We want all members of staff to be entitled toequal opportunities and rights with regard to pay, employment and promotion in accordance with their qualification!“With our support the Steering Group then considers how this can be best achieved and formulates the objectivesand measures accordingly. Then it sets the deadlines and determines the responsibilities for implementation.Current State and OutlookThe project continues until February 2005 which means that our work with all companies involved will be finishedby the end of 2004.Since some of the processes of change will not be implemented until then, it is particularly important that theobjectives and measures are formulated in a way that they ensure the project‘s sustainability. This is achieved byproviding among other things specific training to members of staff and by entrusting certain persons in the companywith the responsibility of carrying on the process of change and if necessary of introducing additional measures.In February 2004 the sensitivity trainings were completed in all companies and in some companies we have alreadystarted special training to support the implementation of single measures.In two companies the elaboration of the Code of Conduct is already so advanced that it‘ll be finished soon. Hence,the first final results are in reach and the tension rises.Did we succeed in creating an awareness according to which differences do not mean a threat but a potentialgain? Is it true to say that the implementation of the project is felt by members of staff as a valuable gain in theiroccupational routine? Did we perhaps even succeed in changing profound attitudes borne by some people?One thing, however, is certain: The concept of the project succeeded insofar as it started a process of discussionand resulted in questioning certain patterns of behaviour. In some cases this dynamics led to reorganisation effortswithin the companies. They confirm our work and show how much can be changed provided individuals really wantthat change.Jasmine BöhmMag. of Ethnology, active on behalf of ZARA in „Equal Opportunities at Work „[1] The other partner organisations are: Europäisches Zentrum für Wohlfahrtspolitik und Sozialforschung, the Institut fürbetriebliche Gesundheitsförderung and the Wiener Integrationsfonds. The financial responsibility lies with WAFF, ProgrammManagement G.m.b.H. GPA
Page 3 and 4:
ContentsIntroductionPreface by the
Page 5 and 6:
Racism Report 2003 Introduction Pag
Page 7 and 8:
Racism Report 2003 The Death of Che
Page 9 and 10:
Racism Report 2003 Cases: Public Sp
Page 11 and 12:
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20: Racism Report 2003 Cases: Public Sp
Page 21 and 22: Racism Report 2003 Cases: Media Pag
Page 27 and 28: Racism Report 2003 Cases: Racist Gr
Page 29 and 30: Racism Report 2003 Cases: Police Pa
Page 37 and 38: Racism Report 2003 Cases: Public In
Page 39 and 40: Racism Report 2003 Cases: Work Page
Page 41 and 42: Racism Report 2003 Cases: Housing P
Page 43 and 44: Racism Report 2003 Cases: Housing P
Page 45 and 46: Racism Report 2003 Cases: Against Z
Page 47 and 48: Racism Report 2003 Full Reports Pag
Page 53 and 54: Racism Report 2003 Focus Issue: Rac
Page 65 and 66: Racism Report 2003 Our Demands Page
Page 67 and 68: Racism Report 2003 Our Demands Page
Page 69: Racism Report 2003 Our Demands Page
Page 73 and 74: Racism Report 2003 List of contribu
Page 75 and 76: Advertisement
Page 78: The ZARA team at the counselling ce
show all

Racism Report 2003 - Zara

Create successful ePaper yourself

Delete template?

Save as template?