3. GaininG an EdGE GaininG an EdGE
through Gender equality through Gender equality
GaininG an EdGE GaininG an EdGE
through Gender equality through Gender equality
Gaining an Edge
Through Gender Equality
A Practical Guide to Making the Women’s Empowerment Principles Possible

4. ABOUT THE SUPPORTING
ORGANISATIONS
GLOBAL COMPACT NETWORK, INDIA
The Global Compact Network (GCN), India (formerly known as Global Compact
society), was formed in November 2003 and registered as a non-profit Society to
function as the Indian Local Network of the Global Compact Programme. Today
there are more than 80 Global Compact Local Networks in key markets across the
world. The Networks provide an opportunity for members to share experiences,
innovative practices and to collaborate for furtherance of responsible business values
within country specific contexts. GCN India is the first Local Network in the world to
be established with full legal recognition. Functioning within a globally recognised
and established initiative, with a pan-India membership base, GCN provides an
extremely relevant vehicle for Indian business, academic institutions and civil society
organisations to join hands towards strengthening Responsible Business initiatives in
India and internationally.
CARE INDIA
CARE is a leading development organisation with an extensive global network
working to address poverty in India for more than 60 years. Through its programmes
in the areas of health, education, livelihoods and disaster response, CARE has
impacted on extreme poverty and social injustice in India by reaching out to more than
16 million women and girls from the most disadvantaged communities. Women and
girls are at the heart of CARE’s community-based efforts because, equipped with
the proper resources, women have the power to help families and entire communities
escape poverty. CARE partners with public and private sector agencies, local partners
and communities, designing and implementing models that help poor people to
access their rights and entitlements. CARE also collaborates with national and state
governments to ensure maximum effectiveness of programmes.
2 | Women’s Empowerment Principles – Why Business Should Care?

5. contents
4 Foreword
5 Acknowledgements
6 About the Guide
7 The Women’s Empowerment
Principles – Equality Means
Business
9 The Business Case for
Gender Equality
15 Why Empower Women?
16 Making Individual Gender
Aware Decisions
18 The Reality for Women in
India
22 Integrating the WEPs into
Business Practices
38 Conclusion
38 Abbreviations
39 Glossary and Terms
40 Bibliography
Women’s Empowerment Principles – Why Business Should Care? | 3

6. Foreword Global Compact Network, India
CARE India
dence
gender equal. Yet, as the evi
ree that our society should be
Most readers are likely to ag not resonate well for our col
lective
clearly illustrates, the real situation in our country does case of many
l economy. Our record, in the
aspiration of becoming a powerhouse of the globa developed nations
rse than, some of the least
indices related to gender, is at par with, or wo boardrooms, offices, on
nging for the better, in our
in the world . Of course, things are cha dressing
tly, in our families. While ad
factory floors, in colleges, schools and most importan der no illusion
as individuals should be un
gender stereotypes, bia ses and discrimination, we er stereotyping
gendered perceptions. Gend
and acknowledg e that none of us are free of us and hence in all the
varying degrees in each of
is systemic in all societies. It is there in often
are of is that our socialisation
in. What we have to be aw
institutions that we operate
our gender biases.
makes us blind to many of ility to get things
tion, resourcefulness and ab
As businesses, we are known for our innova empowerment. The
game changer for women’s
done.We can potentially be an important l Compact
by the United Nations Globa
Women’s Empowerment Principles (WEP) launched Day, is an
, on International Women’s
(UNGC) and UN for Women on 8th March, 2010 y a crucial role in
o would like business to pla
important point of departure for all of us wh se,
we are committed to the cau
soc iety. The task at hand, once
ushering in a gender equal part of our leadership commit
ment,
‘one size fits all’ solution. As
is not easy, and there is no at how we – as individuals,
companies and
we need to take a ha rd and comprehensive look with internal and
r spheres of influence, both
sectors – impact the lives of women within ou lity
s systems that foster equa
need to then put in place consciou
external stakeholders. We
between men and wome n. f-interest and
orts. They are driven by sel
Such actions canno t be considered altruistic eff top. In a business
ny’s effort to remain at the
would be increa singly imperative in a compa of working are
is and uncertainty, old ways
environmen t steeped in a sense of cris the ways
gender just society is one of
increasingly being revalu ated. Actively promoting a . I hope that this
sed stakeholder confidence
for companies to ma ke a mark and have increa of the urgency, the
ders and managers a sense
Primer will instill in the minds of business lea taken
work that has already been
d als o the exciting nature of the
extent of the challenge, an
up by companies around the world.
Vinita Bali
CARE India
Board member
4 | Women’s Empowerment Principles – Why Business Should Care?

7. Acknowledgements
tation ‘Women’s
by CARE India for the consul
This Practical Guide was commissioned nk the
ber 2011. I would like to tha
esses Should Care’, Decem
Empowerment – Why Busin on this work, including Alka
Pathak,
core advisory team fro m CARE for their facilitation rcy Manoranjini,
mar, Meera Sundarajan, Me
Amelia Andrews, George Kurien, G Senthil Ku aki Roy and Victoria
p, as well as consultants Pin
Namit Agarw al, Smita Singh, Tim Bisho
ve on
Love. from Global Business Initiati
A special thanks to Ma rk Hodge and Kathryn Dovey Burden from
d Young and Allison Claire
Human Rights, Ka therine Miles from Ernst an on for copy editing the
and Phaedra Engel- Harris
CARE for the ir critical review and inputs
document. act, New
la from the UN Global Comp
The support from Ursula Wynhoven and Lauren Gu from UN Women
of gratitude to Larraine Mills
York, must be ack nowledged. Special words Hawk, Advisor on the
ns from ILO and Joan Libby
for her help with networking, Githa Rolea Senior
GC, and Dr. Govind Kelkar,
nciples, UN Women and UN
Women Empowerment Pri inputs into the document as
well. I would
Advisor, UN Women So uth Asia, for their valuable s on the issue.
for her insightful perspective
also like to thank Dr. Alka Mittal from ONGC Corporation (ONGC),
to the Oil and Natural Gas
CARE India also extends its appreciation
r.
the production of this Prime
India, for its full support in
Sayantoni Datta
Women’s Empowerment Principles – Why Business Should Care? | 5

8. ABOUT
The Primer is an easy The Primer, as is the case
to understand document with any such document, has
highlighting issues specific its limitations. It just touches
to India that can be used the tip of the proverbial
THE
by professionals at diverse iceberg and provides a
levels of a company simplified introduction to
(Managers, HR Managers, the complex issue at hand.
Team Leaders, Senior It gives the reader a heads
PRACTICAL
Leaders, and Corporate up on the issues, debates
Social Responsibility [CSR] and leads that s/he can
professionals). follow. Any effort towards
Stakeholders utilising the addressing dilemmas and
GUIDE
Primer would primarily be dimensions associated with
looking at: women’s empowerment,
• Starting a dialogue on as well as for ensuring
women’s empowerment positive corporate roles
within a company and accountability on the
• Self assessment of ability same, would need sustained
This Primer is an introductory to create empowering leadership commitment
resource providing examples environments within the and dedicated resources.
of translating the Women’s company Since the guide initiates a
Empowerment Principles • Points of departure to begin beginning to the dialogue
(WEPs) within the business working towards women’s on the WEPs in India for the
context in India. It pools in empowerment first time, it is assumed that
some initial self assessment as more minds get together,
tools, examples and As a preliminary learning many more perspectives and
practical cases of initiatives document the Primer aims to: ideas would enrich what is
and strategies on diverse • Introduce the WEPs discussed herein in future.
aspects that would support • Establishes why women’s
your company in initiating empowerment is important
the implementation of the • Discusses the business
Women Empowerment case for women’s
Principles with WEPs, empowerment
marketplace and the • Provides some examples of
community. how to integrate the WEPs
into business practices
6 | Women’s Empowerment Principles – Why Business Should Care?

9. Women’s Empowerment Principles in Brief
1. Establish high-level corporate leadership for gender equality
2. Treat all women and men fairly at work–respect and support
WOMEN’S
human rights and nondiscrimination
3. Ensure the health, safety and well-being of all women and men
workers
EMPOWERMENT
4. Promote education, training and professional development for
women
5. Implement enterprise development, supply chain and
marketing practices that empower women
PRINCIPLES
6. Promote equality through community initiatives and advocacy
7. Measure and publicly report on progress to achieve gender Equality Means Business
equality
A joint initiative of UN Women and UN Global Compact
The Women’s Empowerment priority.The principles were a gender roadmap for companies and
Principles – Equality Means launched on 8th March, can be considered to be closely related
Business is a partnership 2010, by UN Women and to the first UNGC principle which states
initiative of UN Women and UNGC, to help companies that ‘Businesses should support and
the UN Global Compact make tangible commitments; respect the potentials of internationally
(UNGC) that encourages champion the issues related proclaimed human rights’, the second
engagement with business, to gender equality; and make which states that ‘Businesses need to
civil society, the United gender transformation a make sure that they are not complicit
Nations and Governments reality in their context. in human rights abuses’ and the
to advance and empower sixth principle which calls for the
women in the workplace, The WEPs seek ways ‘Elimination in discrimination in respect
marketplace and community. in which best practices of employment and occupation’.1
While designed as a tool for may be adopted by the
business to strengthen and business community and a Implementing the WEPs means
create company policies gender dimension may be internalising them at various levels
and programmes to achieve incorporated into corporate within the company. In order to bring
gender equality, these citizenship. They are guided about a transformation, the principles
seven Principles provide a by international instruments need to be integrated with the various
platform for all stakeholders such as the Convention on systems and structures that govern
to move their commitments Elimination of Discrimination business practices and policies. All
to gender equality closer Against Women, the of the principles depend on both
to implementation. The Universal Declaration individual business decisions and
Principles emphasise the on Human Rights, the broader shifts in culture and policy.
business case for corporate International Convention on
action to promote gender the Elimination of All Forms
equality and women’s of Racial Discrimination, and
empowerment and are the International Covenant
informed by real-life business on Economic and Social
practices and input gathered Cultural Rights. They also
from across the globe.The provide more clarity to
Global Compact Network, a number of the UNGC
India and CARE India Principles.While all the ten
support the WEPs and have UNGC principles need to
made their promotion and have a gender perspective
realisation an organisational incorporated, the WEPs offer
1
Maureen Kilgour, The UN Global Compact and Substantive Equality for Women
Women’s Empowerment Principles – Why Business Should Care? | 7

10. THE WEPs ARE APPLIcABLE TO INDIVIDUAL BUSINESS DEcISIONS
AND BROADER SHIFTS IN cULTURE AND POLIcY FOR cOMPANIES/
ORGANISATIONS
Dignity of women
in all marketing Promotion
Upgrading skills and company of women’s
and encouraging materials enterprises
women to
enter into non-
Spheres of Influence
Equal access
traditional fields to all company
supported
training
programmes
Health and Safety
Applying WEps: of workers and
community
individuAl dEcisions
And policiEs Establish
benchmarks to
quantify inclusion
Inner spaces
Gender sensitive
recruitment and
promotions
Safe working
conditions
Flexible work Workplace policies
options, leave and re- and practices
entry opportunities discrimination free
What are the core background documents for the WEPs partnership?
1. Women Empowerment Principles (detailed version) 4. Companies Leading the Way: Putting Principles
http://www.unifem.org/attachments/stories/ into Practice (updated July 2011) http://www.
WomensEmpowermentPrinciples.pdf unglobalcompact.org/docs/issues_doc/human_rights/
2. Women’s Empowerment Principles Booklet, 2nd Edition Resources/Companies_Leading_the_Way.pdf
(July 2011) http://www.unglobalcompact.org/docs/issues_ 5. Meeting Report – Equality Means Business: Putting
doc/human_rights/Resources/WEP_EMB_Booklet.pdf Principles into Practice (9-10 March 2011) http://www.
3. Current List of Signatories to the CEO Statement of Support unglobalcompact.org/docs/issues_doc/human_rights/
(updated regularly) http://www.unglobalcompact.org/docs/ WEPs/2011/Meeting_Report_Mar11.pdf
issues_doc/human_rights/WEPs_CEO_Statement_of_
Support_Signatories.pdf
8 | Women’s Empowerment Principles – Why Business Should Care?

11. The
business case
for women’s
empowerment and
gender equality
It is well known that Many companies have already begun to recognise that ensuring women’s empowerment
diversity in company and gender equality is not a philanthropic initiative, but integral to organisational culture,
boards bring dramatic good economics and accountability. The evidence for this includes Mckinsey’s Women
results in comparison Matter Series (2007 onwards); reports by Catalyst (a research group that has studied
to homogenous boards. companies in India and internationally); regular debates on establishing the need to
Besides the fact that recognise gender equality and women’s leadership in business forums; and the process of
women are a growing tracking progress in bridging the gender gap by the World Economic Forum; all instances
consumer force, there is of how powerful arguments have emerged making the business case for gender equality.
also serious competition
for talent in the labour
market. We have had to The following points give a summarised version of these key arguments. They provide an
change our gender biases idea of why business has begun to take women’s empowerment seriously.
so more talented women
can be brought within Women consumers are an important market
the fold of the company. 1. Women are an emerging market and an important consumer segment particularly
Jaspal Bindra, Standard in the post-crisis economy. Some studies have predicted that targeting women
chartered. consumers would mean larger markets than reaching out to India and China2
2. A study by the Global Markets Institute, Goldman Sachs looks at spending patterns as
key drivers of growth in the post crisis economy. It predicts that closing the gender gap
also means shifts in spending patterns and the choices of women in these spending
patterns
3. Some management experts predict that women above the age of 65 in Europe and the
US comprise a large number of potential investors
2
Silverstein and Sayre, The Female Economy, Harvard Business Review http://news.curves.com/images/20003/
HBR%20The%20Female%20Economy.pdf
Women’s Empowerment Principles – Why Business Should Care? | 9

12. Equality in the workplace can make businesses more
profitable
4. Inclusion of women in boards of companies and leadership
Hindustan Unilever:
positions, have improved company performance and Focus on Rural Women
finances3 With a long record of market leadership in
5. Companies with highest representation of women on India, Hindustan Unilever has market shares of
their top management teams experienced better financial nearly 60 percent in categories including soap,
performance than companies with the lowest women’s detergent, and shampoos. But the liberalisation
representation4 of India’s economy and the opening of markets
to foreign multinationals such as Procter &
Women’s equality on a national level can help build wealth Gamble increased the pressure to improve
for society, and thus business revenues and profits. By the late 1990s,
6. High growth sectors, such as the information technology the company was looking for the next big
sector, have had a huge number of women workers enabling opportunity: to reach the really small villages
their performance levels. Inclusion of diversity perspectives that were not part of their distribution network.
and gender perspectives into the organisational culture
The business case for focusing on rural Indian
and practices helped with bringing on board innovation and
markets was clear. India has the world’s
phased work on diversity by IBM. IBM now employs the most
second-largest population after China, and
skilled women in technology
more than 70 percent of its 1.2 billion people
7. Investing in women creates virtuous cycles of progress.
living in rural areas.
This belief has encouraged corporate philanthropic activity
focused on women which would lead to a wider impact of While the business reason was clear, setting
poverty reduction termed the ‘economic case for gender up a distribution channel to reach remote parts
equality’. The World Development Report 2012 by the World of India was less straightforward. Hindustan
Bank traces out these virtuous cycles of progress Unilever had been tapping into some of the
8. Studies on women cultivators and producers state that rural populations through such tools as van
productivity in agriculture can increase manifold if women road shows, but a large share remained
were given more ownership of resources and there was an outside its reach. It came up with an interesting
elimination of barriers to the same5 solution: build a distribution system through a
network of women micro entrepreneurs to get
the product directly to consumers.
Other Findings It designed Shakti, a direct-to-consumer sales
distribution network that relies on 45,000
• Nine Indian companies run by the most prominent women female micro entrepreneurs and has tapped
managers outperformed the 30 leading listed firms on the into 3 million homes across 135,000 villages
Bombay Stock Exchange. (Economic Times Report, 2009) in remote rural markets. The programme has
• Companies with the highest representation of women brought a new competitive advantage and
on their top management teams experienced better increased profits while increasing women’s
financial performance than companies with the lowest incomes.
representation of women. This finding holds for both
financial measures analysed: Return on Equity (ROE),
which was 35 percent higher, and Total Return to
Shareholders (TRS), which was 34 percent higher.
(The Bottomline Line: Connecting Corporate Performance
and Gender Diversity, Catalyst, January 2004) Source: World Development Report 2011, World Bank
3
Mckinsey and Company, Gender Diversity: A Corporate Performance Driver, http://www.mckinsey.com/
locations/swiss/news_publications/pdf/women_matter_english.pdfhttp://www.fao.org/docrep/X0198E/
x0198e03.htm
4
Catalyst, The Bottom Line: Connecting Corporate Performance and Gender Diversity, January 2004
http://www.catalyst.org/publication/82/the-bottom-line-connecting-corporate-performance-and-gender-
diversity
5
Food and Agricultural Organisation, Factors And Constraints Affecting Women’s Roles In Food Security,
http://www.fao.org/docrep/X0198E/x0198e03.htm
10 | Women’s Empowerment Principles – Why Business Should Care?

13. How have different companies established the business case for women’s empowerment and gender equality so far?
1. Promoting Women’s Economic Empowerment :The Learning Journey of Standard Chartered Bank http://pslforum.
worldbankgroup.org/casestudies/standardchartered/casestudy_standardchartered.pdf
2. Mckinsey and Company. Gender Diversity: A Corporate Performance Driver http://www.mckinsey.com/locations/swiss/
news_publications/pdf/women_matter_english.pdf
3. Mckinsey and Company . WOMEN MATTER 2007. http://www.mckinsey.com/locations/paris/home/womenmatter/pdfs/
Women_matter_oct2007_english.pdf
4. Deloitte.The Gender Dividend. http://www.deloitte.com/assets/DcomGreece/dttl_ps_genderdividend_130111.pdf
5. Mckinsey and Company. Female Leadership a Competitive Edge for the Future. http://www.mckinsey.de/downloads/
publikation/women_matter/Women_Matter_2_brochure.pdf
6. FOCUS: Women on Boards, Conversations with Male Directors http://www.ifc.org/ifcext/cgf.nsf/AttachmentsByTitle/
Focus9/$FILE/Focus9_Women_on_Boards.pdf
7. Mckinsey and Company. Women in leadership. http://www.un.org/womenwatch/daw/egm/equalsharing/Indira%20Hirway.
pdf
8. Vinnova. Innovation and Gender http://www.vinnova.se/upload/EPiStorePDF/vi-11-03.pdf
9. VIDEO: CNBC The Gender Agenda :Putting Parity into Practice’ http://video.cnbc.com/gallery/?video=1407973482
Women’s Empowerment Principles – Why Business Should Care? | 11

14. The
dynamics and wars on how ‘beauty is
defined’. These dynamic processes
also show that businesses are finding
Red Flags IN
the need to build adequate knowledge
on the changing attitudes of women
towards themselves and of society
THe BUsINess Case
towards women.
Gender and class biases shown in
the negative stereotyping of domestic
In spite of this growing positive the competitive success of labour workers in an advertisement by a
scenario there is a need to be intensive industries such as garment telecom company in India raised public
cautious. The challenge in developing industries and plantations in parts of outcry. The presence of a strong
the business case is on how to focus South Asia, where women agreed to association of workers, the Domestic
on women to give a company a work for longer hours with lesser pay Workers Association in India, resulted in
market edge - ‘gender dividend’ or in comparison to men. a legal case against the company for the
‘diversity premium’, without reinforcing negative stereotyping of workers. Rising
stereotypes and inequalities. These Example 2: Several advertising consumer awareness, associations
are the red flags in a business case. campaigns tend to portray and campaigns and codes of conduct
Some of them have been pointed out women through traditional gender are external regulations that have had
through the following questions and stereotypes. For example, in many businesses feeling the growing need to
examples. advertisements in India women were be accountable.
shown doing household chores or as
A. Is the case taking advantage being confined to the kitchen, while B. Are we looking at women’s
of or mitigating gender biases and men were shown judging the quality empowerment or just focusing on
discrimination for a market edge? of food cooked, cleanliness of the women?
kitchen, clothes and home. Some
Example 1: A study by the Harvard advertisements used gender biased There is already a huge shift towards
Business School explores how humour to create that market edge on working with women in a positive way.
multinational companies took selling products to men. To enhance However women’s empowerment
advantage of the gender divide that women’s empowerment, corporate also means changing existing gender
exists in South Korea and started advertisements need to be modified to relations or hierarchies.
hiring unemployed women who portray sensitive and cooperative men
comprised half the talent pool in who can be become role models. Example 1: A corporate philanthropic
the country. This resulted in the foundation proposes that women and
companies having a competitive Experience demonstrates that girls are key drivers of powerful social
advantage over the local employers advertisements working towards the and economic change. The foundation
who had avoided hiring women due to positive reinforcement of women’s suggests that investing in girls will
discrimination.6 While those working identities and self esteem, have unlock their largely untapped economic
with less gender bias took advantage worked. This is evinced by the potential, since girls are more likely to
of this situation, a red flag could be changing nature of advertisements for reinvest their income in the prosperity
raised on whether the companies that women’s cosmetic products. In many of their families, leading to improved
were hiring women were paying them cases companies selling fairness education and health outcomes for their
equal pay for equal work. cream products with strong gender children. While the focus on investing in
or racial bias had to rethink the women is welcome, the business case
Gender discrimination sometimes stereotypes that they have produced gives an instrumentalist view of gender
provides a competitive advantage through their advertising campaigns equality and undermines the point that
for employers specifically because in India. Competitive alternatives such gender equality is an end in itself. Such
women agree to work for lower as ‘natural cosmetics’ enhancing the statements can also exacerbate existing
wages. This has been the reason for natural skin colour have alternatively gender norms or women as mothers,
begun to flood the market showing the care givers and people who act only in
possibility of a new set of emerging the domestic sphere.
6
http://hbswk.hbs.edu/item/6498.html
12 | Women’s Empowerment Principles – Why Business Should Care?

15. While this is a very clear gender
C. Does the business case look at a specific strategy it is not clear on
comprehensive culture shifts? whether the company will incorporate
the understanding of gender equality
Example 1: A large healthcare on all aspects of its work. The red flags
company specialising in life saving raised in gender specific interventions
medicines and vaccines has by companies actually question the
committed to work on maternal motive towards cultural change, are
health issues. This also has a close these interventions ‘tokenistic’ or are
alignment with its core business they directed towards a long term
strategies. It has thus focused and embedded commitment which
on the Women’s Empowerment the company sees as beneficial for its
Principal which talks of promoting business as well.
gender equality in the community by
announcing collaboration with partners A study conducted on Nordic
to develop game-changing maternal companies, tracked corporate gender
health technologies for widespread equality strategies and the directions
use in resource-poor settings. This they took along a dynamic model.
is important, given the problems of It made a distinction between those
maternal health in such settings. It companies that included gender equal
also indicates a long term commitment strategies based on short term goals
to the issue, and specifically focuses and those that found a close affirmation
on three innovations that address of the same in its business case with
specific complications related to long term impacts.
maternal mortality and family planning.
Refer to the Dynamic Model used to track corporate gender equality strategies at Innovation and Gender, Vinnova
content Process Outcomes
Focused actions One-shot approach Limited results
Selected actions Building-block approach Random results
Mainstreamed actions Continuous approach Across-the-board results
Initiators
Factors (mothers and influences) Facilitators
catalysts
http://www.vinnova.se/upload/EPiStorePDF/vi-11-03.pdf
Women’s Empowerment Principles – Why Business Should Care? | 13

16. The study observed that different kinds of strategies give rise For a detailed guide on the positive business outcomes of
to different results. Those companies with focused actions gender diversity refer to The Business Case for Women:
tended to see limited results or were characterised by short- Quantifying the Economic Value for Diversity by Council of
term or one-shot approach. Companies looking for a wider Women Leaders,
impact of their actions often had a medium-term outlook and http://www.cwwl.org/media/BusinessCaseforWomen.pdf
building-block approach for continued efforts towards specific
goals. A long-term perspective and a continuous approach Some directions from the WEPs that could be used while
featured in companies where the business case for gender building the business case
equality was constantly affirmed and actions were integrated 1. Establish company-wide goals and targets for gender
at every step with overall strategic planning. The medium and equality and include progress as a factor in managers’
long term approaches on many occasions led to across the performance reviews
board results of shifting organisational and cultural changes 2. Ensure that all policies are gender sensitive – identifying
towards innovation within, mainstreaming gender dimension factors that impact women and men differently – and that
in all policies and promotion of gender equality. While the corporate culture advances equality and inclusion
Dynamic model focused on using gender equality strategies to 3. Invest in workplace policies and programmes that open
promote innovation in companies, a similar model may be built avenues for advancement of women at all levels and
to look at how companies make that overall change to gain across all business areas, and encourage women to enter
that edge through gender equality. non-traditional job fields
Key Points to consider on the Business case for 4. Offer opportunities to promote the business case for
Women’s Empowerment and Gender Equality women’s empowerment and the positive impact of
inclusion for men as well as women
1. Avoid taking a competitive advantage due to pre-existing 5. Ask business partners and peers to respect the
gender discrimination company’s commitment to advancing equality and
2. While a lack of focus on women is a business problem, inclusion
build in the case for women’s empowerment 6. Respect the dignity of women in all marketing and other
3. Keep reaffirming the business case while building company materials
strategies from gender specific commitments to overall 7. Lead by example: showcase company commitment to
policy shifts which are women friendly gender equality and women’s empowerment
4. Look at broadening the gender specific case to the overall 8. Make public the company policies and implementation
business case for the company plan for promoting gender equality
14 | Women’s Empowerment Principles – Why Business Should Care?

17. done by women is a reality even in
WHY EMPOWER WOMEN? the comparatively more advanced
economies of Western Europe.
Besides, women also carry the double
burden of unpaid work at home which
W
omen’s empowerment and Russia, India and China) countries remains unrecognised in national
gender equality is closely and the United Arab Emirates (UAE), economies. Women by virtue of their
linked with the reduction of female talent is underleveraged in child bearing roles lose out on a whole
poverty and achievement of global emerging markets, suggesting - “…the host of opportunities in the workplace
targets in meeting the Millennium inducements to languish or leave reflect which are often modeled around ‘gender
Development Goals (MDGs). For India both entrenched cultural perspectives stereotypes’. Over 57% of women
to achieve a virtuous growth path, and modern complexities.’’8 Among respondents in the survey conducted
tackling poverty and reaching the other issues, unfair discrimination by Mckinsey shared that women found
MDGs is crucial. Gender inequality is at the work place and care giving the double burden of work and domestic
a major obstruction in meeting these responsibilities of women are some of responsibilities the biggest barrier .11
goals. Businesses too, are recognising the reasons why women are pulled back Assessing gender gaps in labour force
that their non-financial performance from the workforce. If they do manage to participation of women has shown that
is interlinked to their financial stay in work once they have married the gaps are minimal in the twenties and
performance, and in turn have realised and have children, most stay in the widest gap is found in the 30-34 age
that managing their social impacts mid-level jobs. The trend of placing group upto 50-54 age group.12
present risks, but also importantly qualified young women to lower entry The Women’s Empowerment Principles
opportunities for business. It is in this positions in comparison to their male therefore ask for a rebalancing of
context that they are considering and counterparts with the same qualifications the situation. They call for deliberate
acknowledging the impact of gender is very much a reality. policies to ensure that women are given
on their business as well. opportunities to enter into leadership
Female employees tend to be positions, for training and education
The demand for women’s concentrated in entry or middle level to improve their status in comparison
empowerment within the business positions, that is, the more senior the to men, have better work conditions
context is increasing. Global market position, the lower the percentage of with ensured health, safety and well
expansion and economic growth has women. Women occupy a very small being, and are free from discrimination.
increased the number of women in minority of the senior professional It calls for institutions and companies
the workforce. In India, women’s work managerial or leadership positions.9 to become better advocates of
participation has grown from 19.7% While the India Gap Review Report gender equality within their sphere of
in 1981, 25.7% in 2001 to 32.2% in has shown 0% of women on company influence, in their supply chains and in
2004-05.7 Informally, women are also boards or as CEOs, a 2010 study by communities. The interesting part is that
acknowledged as representing the Mckinsey puts this at 5% in India10. the WEPs are not restricted to women
major bulk of the agricultural workforce There are other issues too, related alone but also include men in pushing
in the food producing regions of the to forms of discrimination, problems for such changes in the workplace,
world, however, they are often the of sexual harassment, and in some marketplace and community.
lowest paid and work under the worst extreme cases even violence at the
conditions. workplace. Despite legislative measures
requiring men and women to have the
Today a much larger number same pay for the same work in many
of young women have a higher countries, unequal pay for equal work
education status in comparison to 7
Ministry of Women and Child, Handbook of Statistical Indicators for Women in India, Government of
the previous generation, and in turn India, 2007
have been entering the workforce 8
Sylvia Ann Hewlett and Ripa Rashid, The Battle for Female Talent in Emerging Markets http://www.
persiangendernetwork.org/upload/HBR_Battle_4_Female_Talent_in_Emerging_Markets.pdf
in larger numbers than ever before. 9
India’s Country Profile in Corporate Gender Gap Report, 2010, P 56 and 57. Zahidi. S and Ibarra. H.
A study conducted by the Harvard World Economic Forum. “The Corporate Gender Gap Report 2010.” http://www3.weforum.org/docs/
Business Review on the ‘Battle WEF_GenderGap_CorporateReport_2010.pdf
for Female Talent in the Emerging
10
Mckinsey and Company. “Women at the Top of Corporations: Making it Happen.” http://www.
mckinsey.com/locations/swiss/news_publications/pdf/women_matter_2010_4.pdf.
Markets’ observes that in spite of 11
Ibid.
the presence of many qualified and 12
Department of Economic and Social Affairs(DESA), The World’s Women 2010: Trends and Statistics,
ambitious women in the BRIC (Brazil, United Nations, New York, 2010 http://unstats.un.org/unsd/demographic/products/Worldswomen/
WW_full%20report_color.pdf
Women’s Empowerment Principles – Why Business Should Care? | 15

18. What are the working questions that I could start with for
Making a discussion on gender?
Individual
Inner Spaces Outer Faces Initiative Tool Kit prepared by
CARE contains simple tools and exercises for preliminary
discussions on gender, sexuality and gender and culture:
http://www.care.org/careswork/whatwedo/health/downloads/
isofi_toolkit.pdf
Gender Aware How is Women’s Empowerment connected to Business
Decisions
and Human Rights?
Kathryn Dovey, Putting Gender on the Business Human
Rights Agenda.
http://www.realizingrights.org/pdf/Gender_and_Business_
and_HR_Scoping_Paper_Draft_for_circulation_June_2009.
pdf
What are some of the decisions we take related to WEPs
Being gender aware starts with the language we use, the on a daily basis at the workplace? Try this Quiz.
interactions we have, and the choices we make. Given the fact Much more work is required to build a compass for individual
that gender stereotypes are entrenched deeply in our cultures, decisions that we take which have a direct impact on gender.
we may not be conscious of acting out gender biases that The following questions taken from a sample management
have been handed down to us through generations, through tool gives an idea of what elements these could combine.13
numerous cultural codes and social attitudes.
1. We should focus on Gender Equality because:
You could start by asking yourself, ‘‘Do I follow gendered a. Employing women has become imperative for
roles?’ Many of us without realising it perform roles and lucrative business operations and employment
responsibilities that are ideally expected or socially prescribed b. Women’s differential and traditional skills add a
or imposed and may not be something we want to do. In the competitive advantage to the company’s operations
same way, we also begin to build perceptions on others based c. We need to dispel norms in society which have
on these expectations. Instead of discussing whether we are brought about inequality and barriers for women
right or wrong, let’s suspend judgement and explore how our and companies may also run into legal risks of
behaviours and beliefs reinforce or challenge existing gender discrimination
norms in our society.
We need to dispel norms in society which have brought
Decision making is an integral part of life for all of us. about inequality and barriers for women in society as a
Sometimes our decisions get mired in the gender stereotypes whole and companies may also run into legal risks regarding
we construct. These are also moments when we become discrimination. Though it is true that women are bringing in
the most gender aware as we interrogate a complex mesh a competitive edge to business and are also a major section
of roles we play in our lives. Being gender aware raises of the consumer segment, gender equality essentially aims
questions which require us to challenge conventional norms. at removing those barriers and norms which create unequal
For example, as an employer we might decide not to employ impacts on men and women due to their gendered roles or
a woman of reproductive age assuming that she will need to due to gender biases.
take maternity leave. This may or may not be the case, but
even so, and her taking time to have children might positively 2. Gender Equal policies would promote:
affect the business (or not); but even so, the decision making a. Equal numbers of men and women
was informed by a gender stereotype. b. Equal opportunities for men and women
c. Introduction of child care and maternity benefits
In today’s business context, we increasingly need to have the d. Shift in organisational practices that are women
ability to occupy shared spaces, and be aware of diversity. friendly
Struggles of being gender aware come in handy here. We also
see more women and men breaking the boundaries of gender
or defying stereotypes in their own ways. Are we able to deal
with such changes? 13
Rapid Learning Institute. “The Manager’s Guide to Preventing
Discrimination Lawsuits” www.rapidlearninginstitute.com
16 | Women’s Empowerment Principles – Why Business Should Care?

19. Gender Equal policies would involve a whole architecture 7. True or false: You can’t demote an employee solely
involving shifts in organisational policies and practice that are because of his/ her care giving responsibilities, but you
women friendly. While introducing equal opportunity policies, can postpone a promotion until you see if he or she is
child care and maternity benefit services are important and up to the job.
specific measures, but to do away with inequalities, practices
need to change so, results and benefits are realised. False. The pregnancy must not affect her chances of being
employed by you.
3. True or false: To be on the safe side, you should treat
pregnant employees with more sensitivity and tact What are the kind of questions I could ask on the gender
than you do for other workers. situation in my own company context?
An ILO Manual for Gender Audit Facilitators chalks out a
Employees should not be discriminated against because they methodology of assessing the situation of gender within
are pregnant. However, keeping in mind the health and safety different organizational contexts
of pregnant employees is necessary and not discrimination. International Labour Office. “A Manual For Gender Audit
These measures include making exceptions on particular Facilitators.”
tasks a pregnant woman should not undertake because they http://www.ilo.org/wcmsp5/groups/public/---dgreports/---
may pose a health risk; and providing areas to enable women dcomm/---publ/documents/publication/wcms_093425.pdf
to breastfeed at work.
Is my company ready for a certification on gender
4. Which of the following is NOT one of the four common equality?
pitfalls in dealing with pregnant employees and job Do a self assessment on gender equality certification under
applicants? http://www.genderequalityproject.com/
a. The appearance of bias Develop a WEP matrix for self assessment http://www.
b. Commenting on the fact that an employee is pregnant humanrights-matrix.net/
c. Changing a pregnant employee’s job duties without
her consent Are there others talking about practical implementation?
d. Denying a pregnant employee or applicant an GenderLink Best Practice Guidelines for Creating a Culture
opportunity based on her pregnancy of Gender Equality in the Private Sector http://www.workinfo.
com/free/Downloads/genderlink.htm
Commenting on the fact that an employee is pregnant. It’s
okay to acknowledge that an employee is pregnant, as long The Gender Equality Principles initiative is a groundbreaking
as you don’t take any actions that would affect their pay or initiative that helps companies with practical solutions http://
opportunities due to the pregnacy itself. www.genderprinciples.org/
5. True or false: When interviewing a pregnant job
applicant, you should avoid discussing her pregnancy
unless she brings it up
True. The pregnancy must not affect her chances of being
employed by you.
6. The performance of an employee with new or
increased family responsibilities:
a. Probably will decline
b. Probably will stay the same
c. Probably will improve
d. Can’t and shouldn’t be predicted ahead of time
Can’t and shouldn’t be predicted ahead of time.
Women’s Empowerment Principles – Why Business Should Care? | 17

20. The Reality for Women in India
Changes in Gender Gap-BRIC Countries
1. The Global Gender Gap Report 2010 reveals that 0.72
India: 0.07
0.68
a. Is in the bottom half of the global rankings and holds 0.66 Brazil
Gender Gap Index
the 114th position out of 134 economies in 0.64 Russia
terms of the Global Gender Gap Index (GGGI) (2009). 0.62 India
b. Is in the four highest-ranking countries for gender 0.6
China
0.58
inequality
0.56
c. Is in 120th position 0.54
d. Is in the top 25 countries 0.52
2006 2007 2008 2010
Year
India is in the bottom half of the global rankings and holds the
112th position out of 134 economies in terms of the Global
Changes in Gender Gap-South Aisa
Gender Gap Index (GGGI2010). The four highest-ranking
countries –Iceland, Norway, Finland, Sweden –have closed a 0.8
0.7 Bangladesh
Gender Gap Index
little over 80% of their gender gaps, while the lowest ranking 0.6 India
country –Yemen –has closed only around 46% of its gender 0.5 Nepal
gap. However, no country has as yet been able to close the 0.4 Sri Lanka
gender gap entirely. 0.3 Pakistan
0.2
0.1
India was placed in the bottom half of the global 0
2006 2007 2008 2009 2010
rankings holding the 114th position out of 134 Year
economies in terms of the Global Gender Gap Index 3. The biggest challenge for women and girls in
(GGGI) (2009). India is:
India’s performance in the health and survival sub e. Political Empowerment of women
index was particularly low where it ranked the lowest f. Economic Empowerment of women
among all the economies at 134th position. g. Health and Survival of women
h. Education of women
However India is among the top 25 countries in terms
of the political empowerment sub index, particularly Health and Survival. Though on the whole India is in the
because of the progressive laws related to women’s bottom half of ranked countries in terms of gender gap,
participation in Panchayats. India is in the lowest position in terms of health and survival
of women and girls.
Global Gender Gap Report 2010
4. The 0-6 age group sex ratio in India in 2011:
2. Gender Gap trends in South Asia and BRIc i. Has shown a marked improvement since
(Brazil, Russia, India, and china) show that: Independence
a. Gender inequalities are improving over the years in j. 927 girls to 1000 boys
these countries k. 914 girls to 1000 boys
b. India is lagging behind l. None of the above
The South Asian countries continue to be ranked among The sex ratio at 0-6 age groups recorded in the 2011
the bottom half in global assessments. A plotting of the GGI census results saw a drop from 927 to 914 since 2001. This
(Gender Gap Index) shows that we are discussing gender is the lowest since India’s Independence in 1947, showing
inequality in a context where the gap is closing and increasingly an abnormal trend in birth patterns or acute discrimination
so, though India is lagging behind. The following graphs show against girl children at birth.
the comparative trends in South Asia and BRIC countries.
18 | Women’s Empowerment Principles – Why Business Should Care?

21. 5. The corporate Gender Gap Report 2010, shows that global trends in maximum female employment is in:
a. Agriculture
b. Mining
c. Financial Services and Insurance
60 55 = 2 Percentage of Female Employment
48
42 Financial Services and Insurance
Percentage of Female
Employees
Professional Services
22 22 Travel and Tourism
18
Media and Entertainment
Mining
Agriculture
Industry Type
Percentage of Female Employment across Industry Type Engineering and Construction
Globally (Sample Size=100 Biggest Employers)
Financial services and insurance. The Distribution of Women Workers 2004-05
Corporate Gender Gap Report 2010
comprehensively focused on the current
representation of female employees, in
some of the largest companies in the
world’s biggest economies. Agricultural
Sector(106.89)
6. The majority of women in the
workforce in India are engaged in:
Non-Agricultural
a. Agriculture Sector(40 million)
b. Manufacturing
c. Services
NSS 61st Round Survey on Employment and Unemployment
The majority of women in the workforce in India are engaged All of the above. A large number of women have shifted
in agriculture. For Asia as a whole, 48.2 per cent of women from family workers into income earners but this has mainly
worked in the agricultural sector in 2009, compared to 38.9 been in casual, home-based work in India. Interestingly the
per cent of men14. trend has been very different in Bangladesh which has seen
relatively more women assuming the role of factory workers.
7. Broad trends suggest that majority of the workforce A large number of women specifically in the manufacturing
in India is part of the sector in Asia indicate the inflow of a female workforce in
a. Unorganised sector or are informal workers labour intensive manufacturing where global supply chains
b. About 72% of women and 68.4% of men in the have preferred to hire women. Manufacturing is the second
workforce are informal workers industry group after agriculture which has drawn a lot of
c. Women are heavily concentrated in those sectors women, most of these are in labour intensive manufacturing
which are more informal in terms of work conditions industries and usually as casual, temporary, contract workers
d. All of the above and home-based workers. Studies have found that women as
14
I Asian Development Bank and Indian Labour Organisation. ““Rebalancing for
Gender Equality, Women’s Labour Markets in South Asia.” http://www.adb.org/
documents/reports/women-labor-markets/women-labor-markets.pdf Women’s Empowerment Principles – Why Business Should Care? | 19

22. 20 | Women’s Empowerment Principles – Why Business Should Care?

23. a ‘buffer workforce’ for global supply chains to accommodate
just-in-time ordering, fluctuations in orders and prices, and stiff
competition among suppliers, while a smaller core of regular,
permanent workers (male or more highly educated women)
ensure quality and stability.’15
Studies on employment status in the labour market in Asia
reflecting working conditions and the arrangements for
work show less than a third of male and female workers are
engaged in regular wage and salaried employment in Asia
which is a strong indication of weak labour market institutions
and a large informal economy. It also indicates that non-paid Source: E- Atlas on Gender, World Bank,
work in a family establishment is very much a female domain http://www.app.collinsindicate.com/worldbankatlas-gender/en
while men dominate the own-account (self employment with
no employees) and employer statuses. Only one% of all a minimum of 40% reservation for women on the boards of
women workers in Asia were running their own business with public companies. This shows that legislative action may be
paid employees; the entrepreneurial capabilities of Asian useful on the issue.
women are far from being tapped.16
The private sector employs about 41.77 percent women 10. In high income countries in Europe, gender pay gap:
while the public sector employs 58.23% are in public sector e. Does not exist
and 41.77% are in the private sector. Looking specifically at f. Exists but is usually only about 10%
senior positions in government for instance shows that only g. Is more than 25%
7.53 percent women are engaged as Central Government
employees.17,clearly showing that there is a drop in the The E Atlas prepared by the World Bank cites gender pay
percentage of women as we move to better and more gaps in the private sector only in the European countries,
permanent and secure jobs with higher demands on decision highlighting the need for greater reporting of information at
making. the global level. The following map clearly establishes that a
gender pay gap of more than 25 percent in the private sector
8. The corporate Gender Gap Report 2010 showed that exists even in high income countries such as Europe.
maximum percentage of female employees were
found in: E-Atlas on Gender, World Bank, http://www.app.
a. India collinsindicate.com/worldbankatlas-gender/en
b. United States of America
c. Finland 12. The India Gap Review Report, surveying 100 of the
biggest employers in India showed that:
United States. India has the lowest percentage of female a. None of the companies surveyed had a female CEO
employees (23%), followed by Japan (24%), Turkey (26%) b. Had 60 percent female employees
and Austria (29%). The United States (52%), Spain (48%), c. Were tracking wage differentials
Canada (46%) and Finland (44%) display the highest
percentage of total female employees from the sample. None of the above. Only 10% of the companies that
Across the entire sample, 2% of companies still do not responded (59% responded) had 50% or more female
measure this information. employees and a majority (40%) had female employees under
10%. None of the companies surveyed had female CEOs.
9. The corporate Gender Gap Report 2010 establishes Only 4% of the companies monitored or tracked wage gaps
that: or differentials between male and female employees. General
a. Female employees tend to be concentrated in entry or norms and cultural practices, lack of work-life balance policies
middle level positions and lack of flexible work solutions were identified as the most
b. In senior positions problematic barriers for women to rise to senior leadership
c. In leadership positions and entry positions positions in the company.
Female employees tend to be concentrated in entry or middle 15
Ibid.
level positions, that is, the more senior the position, the lower 16
Ibid
the percentage of women. A major exception to this trend 17
Ministry of Women and Child, Handbook of Statistical Indicators for Women in
is Norway, due to a government regulation that mandated India, Government of India, 2007
Women’s Empowerment Principles – Why Business Should Care? | 21

24. Integrating the
Women Empowerment Principles
into Business Practices
Internal Spaces
Companies usually report the translation of gender equal policies through gender specific
policies adopted by them which include maternity leave and benefits, child care facilities for
working mothers, grievance and complaint systems in case of harassment at the workplace etc.
The WEPs propagate a set of holistic processes and cultural shifts that need to be initiated while
adopting the same. The following are some examples of how work may be initiated around the
WEPs.
A. Ensuring visible cEO commitment:
For organisations to take the first step in internalisation a visible commitment needs to be made
by the leadership in organisations.
Some visible actions by high level corporate leaders on gender equality:
1. Signing the CEO Statement on Women Empowerment Principles
2. Ensuring inclusion and discussion of the principles in different internal and external
platforms especially at the corporate leadership level
3. Presence in Learning Networks and Forums on the issue
22 | Women’s Empowerment Principles – Why Business Should Care?

25. B. Diagnosing the Problem:
Statistics show that females are
I have been a leader in this Company outpacing males at almost every level
for the last twenty years, however we during their education. Yet, women drop
are unable to find leaders who keenly off the career path in their early 30s in
apply and take forward strategies startling numbers. The result is that only
which incorporate Gender Equality. about 15-18% of leadership roles are
We have to train the new leaders held by women. Why are large numbers
every time they come on board. Some of women not being able to make it to
perceptions the top of the leadership pyramid?
are deeply
rooted in
the gender
Company A has very few culture of Company Y faced a serious
women employees. It also discrimination law suit from its
organisations, association of workers filed by
has no women in leadership
positions. Since the Company to initiate middle and senior management
comprises predominantly men change; the women workers who found
in the first place, is there really a discrimination in promotion.
need to talk about gender?
first step is to What systems do you think were
understand missing in the Company?
these
perceptions
and what they We have a lot of women leaders in
Introducing quotas in leadership indicate. our Company. In fact the majority in
may not help as this can become the top rung of management includes
tokenistic. Genuine attempts need women. The middle management
to be made on nurturing women’s however is mostly made up of men
leadership. Furthermore women and lower management of women
in leadership need to spend more and young men. I’m not sure if gender
time with young women workers parity alone ensures a gender equal
socially mentoring them and environment.
sharing their stories of how they
overcame the obstacles.
Women’s Empowerment Principles – Why Business Should Care? | 23

26. 24 | Women’s Empowerment Principles – Why Business Should Care?

27. c. Assess the stage of change needed in the company?
In some companies the organic culture may have emerged to be more gender equal. Changes
may have been initiated or the company may be in the mid stage of its gender equality
strategies. In both these cases less intense programmes are needed. Sometimes companies
may be trying out certain gender specific strategies and may still be in the process of bringing in
change across levels. This may mean an inclusion of women’s leadership at the board level but
a slow transition at other levels. Thus it is crucial to identify which stage of gender change the
organisation is at, and how deeply embedded the gender policies are.
What are some of the Gender Audit Methodologies that can be used for this?
A ILO Manual for Gender Audit Facilitators chalks out a methodology of assessing the situation
of gender within different organisational contexts.
International Labour Office. “A Manual For Gender Audit Facilitators.” 2007. http://www.ilo.org/
wcmsp5/groups/public/---dgreports/---dcomm/---publ/documents/publication/wcms_093425.pdf
can I develop some diagnostic tools based on the WEPs?
The WEPs may be used creatively to develop assessment and diagnostic tools to plot the stages
a company is in. An example is given below.
WEP 1 and 2:
Promotes
leadership/ Treats
all men and women Leadership focused/ Pro-Egalitarian
fairly at work Market oriented
• Company A
• Company C
• Company F
• Company D
• Company B
Gender
Non-Interventionist specific/Worker
oriented WEP 3 & 4:
Health and safety
all men and women/
Promote Education
training and professional
development of all men
Example of a matrix that may be used to assess stage of change and women workers
Women’s Empowerment Principles – Why Business Should Care? | 25

28. The matrix is an illustrated example of how the first four principles may be Identifying Barriers
plotted to understand the gender climate in a company. Company A which
adopts all the four principles is moving towards a pro egalitarian climate in It is important to identify and build measures
comparison to Company E which is yet to bring in any changes on either of around each barrier. This is an example of
the policies. Company C and F are bringing in leadership oriented changes achieving barriers to women’s leadership.
while Company B is closer to bringing in worker oriented policies. The sub Mckinsey and Company identifies some of
criteria of each of the principles could be developed for tracking,plotting and these as:
assessing what directions companies need to take to move towards a pro-
egalitarian direction. 1. The double burden syndrome where
women are burdened with duties at home
D. Address Knowledge Gaps. and in the workplace
Some problems reflect a lack of systems and a lack of putting systems 2. Lack of CEO commitment
into practice. Often companies simply lack the knowledge and skills to 3. Lack of a proper promotion and hiring
address gender issues. It is crucial to build in the case for relevance here. system
The relevance could flow from: 4. Women’s own perception of themselves
a. National and international legal frameworks (discussion on worker and 5. Lack of role models and demonstrable
anti-discrimination laws) examples building a case for change in
b. Business imperatives (or the economic argument) attitudes
c. Mapping of risks 6. Tendency of women to lower their
d. Presence and participation in learning networks and forums and learning ambitions in comparison to men
from peers 7. Many women drop out voluntarily from
e. Measuring, tracking data and maintaining reporting standards the workforce
f. Creating spaces for dialogue
g. Locating the advantages: e.g. Companies have tried to locate the • Deal with Barriers with Diversity
different values that women bring in to leadership and also assess the Measures: The report gives 13 diversity
kind of issues or barriers that impact women measures that can be adopted by
h. Assess and deal with barriers companies to ensure women’s leadership
which entail flexible work options, skill
Having women in leadership positions is not enough and does not remove building, social mentoring, opportunities
the everyday discrimination that women face due to gender inequality. to women for networking to name a few
Besides, women leaders have not been able to always change gender and also places a business case for
dynamics or hierarchies and instead been co-opted into the culture. The leadership.
real reason behind gender equality is fundamentally related to upholding
Source: Mckinsey and Company. “Women at
‘masculine’ traits over ‘feminine’ traits as superior. As a result, leadership the Top of Corporations: Making it Happen.”
styles, ways of working and organisational contexts are continuously built http://www.mckinsey.com/locations/swiss/news_
around values of masculine superiority which need to be countered to ensure publications/pdf/women_matter_2010_4.pdf
equal gender relations.
What are the diverse perspectives on women’s leadership?
Leadership Development Tools, Rutgers http://www.rci.rutgers.edu/~cwgl/wgli/resources.html#LeadershipDevelopmentTools
Rao Aruna and Kelleher David. Leadership For Social Transformation: Some Ideas and Questions on Institutions and Feminist
Leadership, Gender and Development, Vol. 8, No. 3, November 2000..
Rao Aruna and Kelleher David. Unravelling Institutionalized Gender Inequality. Gender at Work Occasional Paper, 2008 www.
genderatwork.org/learning
Mckinsey and Company. “Female Leadership a Competitive Edge for the Future” http://www.mckinsey.de/downloads/
publikation/women_matter/Women_Matter_2_brochure.pdf
Batliwala Srilatha. CREA. “Feminist leadership for Social Transformation, Clearing the Conceptual Cloud.” http://web.
creaworld.org/files/f1.pdf
What are some creative ways and policies to deal with work-life balance?
Hewllette and Bucklace. Off Ramps and On Ramps, Keeping Talented Women on the Road to Success, Harvard Business
School Press, 2007
26 | Women’s Empowerment Principles – Why Business Should Care? Women’s Empowerment Principles – Why Business Should Care? | 26