HeForShe | Emerging Solutions for Gender Equality 201850

Created by UN Women, the United Nations entity for gender equality
and the empowerment of women, the HeForShe solidarity movement
for gender equality provides a systematic approach and targeted
platform where a global audience can engage and become change
agents for the achievement of gender equality in our lifetime. Thisrequires an innovative, inclusive approach that mobilizes people ofevery gender identity and expression as advocates and acknowledges
the ways that we all benefit from this equality. HeForShe invites people
around the world to stand together as equal partners to craft a sharedvision of a gender equal world and implement specific, locally relevant
solutions for the good of all of humanity.
Since its launch on 20 September 2014, at the United Nations, by then
UN Secretary-General Ban Ki-Moon and UN Women Global Goodwill
Ambassador, Emma Watson, hundreds of thousands of men fromaround the world including Heads of State, CEOs, and global luminaries
from all walks of life have committed to gender equality. HeForShe has
been the subject of more than 2 billion conversations on social media,
with off-line activities reaching every corner of the globe.

1

HeForShe | Emerging Solutions for Gender Equality 20182

A note from the Secretary-General4

A note from the Executive Director

5

A note from the HeForShe Champions

6

Executive Summary

7

The HeForShe Champions

8

Part 1HOW TO REACH A GENDER BALANCED LEADERSHIP
AccorHotels, Barclays, BNP Paribas, McKinsey & Company, Sussex Police,
World Bank Group, Kenyatta University, Leicester University

19

Part 2
HOW TO ACCELERATE WOMEN’S ECONOMIC EMPOWERMENT
Indonesia, Japan, Rwanda, Sweden, Uruguay, Danone, De Beers,
Electronic Arts, Exelon, Koç Holding, Vodafone, Georgetown University,
Nagoya University, Sciences Po, Stony Brook University

51

Part 3
HOW TO ACHIEVE EQUAL PAY
Iceland, Schneider Electric

115

Part 4
HOW TO ERADICATE GENDER-BASED VIOLENCE
Finland, Ghana, Malawi, Unilever,
University of São Paulo, Wits University

125

Part 5
HOW TO MOBILIZE YOUTH FOR GENDER EQUALITY
Canada, Romania, University of Waterloo

151

3

HeForShe | Emerging Solutions for Gender Equality 2018

A NOTE FROM THE SECRETARY-GENERALOver the past year, we have seen women’s movements exert theirinfluence as powerful agents of change. We are also increasingly
seeing that investing in women is the most effective way to sustain
peace and lift communities, companies and countries. It is clear thatwomen’s participation makes peace agreements stronger, societies
more resilient and economies more vigorous. We must therefore
ensure that women and girls are centrally involved in all our efforts torealize the Sustainable Development Goals.
Achieving gender equality and empowering women and girls is theunfinished business of our time. At the United Nations, for the firsttime, we now have parity in our senior management team and I am
determined to achieve this throughout the organization. In addition,
I am committed to zero tolerance of sexual harassment and haveset out plans to improve reporting and accountability. These are thekinds of actions we need in every sector.
The HeForShe movement and its Champions, featured in this report,
are not only dedicated to achieving gender equality but also tocreating and sharing solutions. They embody a practical and inclusive
approach to change. Through their work, they are demonstrating that
there are many ways to achieve our shared goal, and that each one of
us can make a difference.
We live in a male dominated world. That is why HeForShe is so
important. I am greatly encouraged by the progress of the HeForSheChampions and thank them and all those who are devoting theirenergy and creativity to build the equitable future we want and need.
António Guterres
United Nations Secretary-General4A NOTE FROMTHE EXECUTIVE DIRECTORThis year’s Emerging Solutions report takes us from aspiration toevidence. The accounts from our Champions detail with honesty andself-knowledge the individual journeys they have made in leadingtransformative change within their organizations and communities.
Collectively they are tackling the thorny issues that are common
barriers to progress in societies and businesses across the world:from equal pay to equality and diversity in senior representation; fromsafety for students and faculty on campus to promotion of justice andfairness in well policed communities; from closing the digital divide
and ICT access, to championing STEM education; from recognizing
and taking steps to end gender stereotyping in advertising, tosensitizing themselves and their workforces to unconscious bias,
and by recognizing it, limiting damage.
The work that we see evidenced in this report shows that our cohortof leaders in business, in academia and in government are moving todeeper levels of cultural change that are more durable, reinforce eachother, and can be adapted for application in other contexts. This year’s
report makes their achievements and discoveries available to all.
In addition, for the first time we include reports from the HeForShe
Thematic Champions, the echelon launched by the Prime Ministerof Canada, His Excellency Justin Trudeau. I am delighted to welcome
the Thematic Champions and to see their originality further animate
the initiative.
As this growing group of leaders make their own organizations andcommunities more equal, they are also contributing to the progressof others – building the movement. I urge readers of this report toengage, and to bring discussion and action on these issues wherever
you go, until gender equality is a reality for everyone and the voices oftoday’s young people are being heard in corridors of power.
Phumzile Mlambo-Ngcuka
Under-Secretary-General and Executive Director of UN Women

5

HeForShe | Emerging Solutions for Gender Equality 2018

A NOTE FROM
THE HeForShe CHAMPIONS
Being a HeForShe Champion presents a unique opportunity to work
together across government, corporations and academia to bring about
profound and lasting change. We are excited and honoured to share
this year’s Emerging Solutions Report. Inside you will find the stories ofprogress and ideas that you can run with.
The organizations and communities we are privileged to lead arecommitted to building a world where gender equity is the norm. We are
eliminating discrimination and the opportunity for unconscious bias fromour systems, challenging adverse norms and stereotypes and finding
creative ways to move ahead. We see change not as a struggle but as
an opportunity and a process of growth, and this process involves every
member of our communities.
Men and boys play important roles in the movement for gender equality
and have a responsibility to shoulder. Mobilizing men and boys can break
down barriers, open up new paths and foster new kinds of relationships.
Our organizations and communities are making progress towards theirgoals. This report presents a snapshot of our achievements to date,highlights some of the challenges that remain and outlines the roadahead. It is always hard to do justice to the efforts of so many dedicatedpeople, but we have tried to give a flavour of the personalities behind
the achievements and the spirit of the HeForShe Champions as well as
the hard data.
We are pleased with our progress, but we are not complacent. That is
why we are focusing more than ever on creating and communicating
solutions which others can adopt and take into their own environments.
The lessons we learn on our diverse journeys to the common goal ofgender parity will help to expedite the arrival of true gender equality a day that can’t come soon enough.

6

EXECUTIVE SUMMARY
The HeForShe Champions initiative confronts the gender inequalities
faced in three key pillars of society: government, work and academia.
Each Champion has made specific, stretching and measurable
commitments towards achieving gender equality. This Report
updates their progress over the past year, with hard data on gender
representation and highlights of key achievements.
The focus of the group is now very firmly on capturing and sharing
solutions. Teams in each participating organization are working
not just to detect, reveal and critique the distortions which cause
inequality but to create and execute plans for erasing them. Theirsolutions can often be applied in different settings with only minor
adjustments. As the storehouse of solutions grows, people the world
over can access a new and highly practical resource for changing
their own circumstances. The legacy of the HeForShe Champions has
the ability to touch countless lives through these emerging solutions.
This Report is packed with ideas turned into reality. It’s a testament
to the vision and hard work of everyone involved in the initiative andtogether, we are moving closer to the gender-equal world
we want to live in.

7

HeForShe | Emerging Solutions for Gender Equality 2018

THE HeForShe CHAMPIONS
Demonstrating global excellence in their industries and communities,
the inaugural HeForShe IMPACT Champions are leading the way
when it comes to addressing some of today’s most critical genderissues. Joining them in this year’s report are the HeForShe ThematicChampions, the next pipeline of HeForShe Champions advancing
gender equality. Each Champion has made transformative, ambitious
and measurable commitments and they are empowering other leaders
to do the same on their journey to equality.

8

Head of State
Champions

Corporate
Champions

University
Champions

Thematic
Champions

President Sauli Niinistöof Finland

Sébastien Bazin,
Chairman & CEOof AccorHotels

John J. DeGioia,
President ofGeorgetown University

Prime Minister Justin
Trudeau of Canada

Jes Staley,
CEO of Barclays

Paul Wainaina,
Vice Chancellor,
Kenyatta University

President Nana
Akufo-Addo of Ghana
President Guðni Th.
Jóhannesson of Iceland
Prime Minister
Shinzo Abe of Japan
President ArthurPeter Mutharika of the
Republic of Malawi
President Klaus Werner
Iohannis of Romania
President Paul Kagameof Rwanda
Prime Minister Stefan
Löfven of Sweden
President Tabaré
Vázquez of Uruguay

Andrew Wilson,
CEO of Electronic ArtsÖmer M. Koç,
Chairman of Koç Holding
Kevin Sneader,
Global Managing Partnerof McKinsey & Company
Jean Pascal Tricoire,
CEO of Schneider ElectricPaul Polman,
CEO of Unilever
Vittorio Colao,
CEO of Vodafone

Paul Boyle,Vice-Chancellor of the
University of Leicester
Seiichi Matsuo,
President of Nagoya
University
Vahan Agopyan,
President of the
University of São Paulo
Frédéric Mion, Presidentof Institut d’études
politiques de Paris
Samuel L. Stanley Jr.
M.D, President of Stony
Brook University

Jean-Laurent Bonnafé,
Global CEO
of BNP Paribas
Emmanuel Faber,
Chairman & CEO of
DanoneBruce Cleaver,CEO of De Beers Group
Christopher M. Crane,
CEO and Presidentof Exelon Corporation
Giles York QPM,
Chief Constableof Sussex Police
Dr. Jim Yong Kim,
President of The WorldBank Group

Feridun Hamdullahpur,
President & Vice
Chancellor of the
University of Waterloo
Adam Habib, Principal& Vice-Chancellor of
the University of the
Witwatersrand9

HeForShe | Emerging Solutions for Gender Equality 2018

CORPORATE CHAMPIONS
PARITY DATA
All ﬁgures as of 2017 reporting cycle. Baseline is 2014.

BARCLAYS
-4%

2016

27%

25%

48%

49%

Baseline

2017

2016

73%

73%

75%

Baseline

2017

2016

23%

24%

22%

29%

77%

76%

78%

2017

2016

Baseline

22%

41%

57%

58%

59%

Baseline

2017

2016

Baseline

29%

30%

13%

13%

11%

72%

76%

78%

71%

71%

70%

87%

87%

89%

2017

2016

Baseline

2017

2016

Baseline

2017

2016

Baseline-1%

Top Six
Per Cent

24%

-2%
40%

40%

42%

55%

56%

57%

2017

2016

Baseline

21%

31%

21%

79%

69%

79%

2017

2016

Baseline

22%

22%

7%

78%

78%

93%

2017

2016

Baseline

+1%

42%

48%

43%

58%

52%

57%

2017

2016

Baseline

New Hires

New Hires 2

Not Available

Not Available

Not Available-1%
New Hires

+2%

+15%

Board

0%

Board

Board

42%

+1%

28%

Top Six
Per Cent 2

Top Six
Per Cent 1

+6%

43%

Not Available

2017

53%

+2%

27%

Not Available

54%

51%

Not Available

54%

52%

OverallCompany

56%

+2%

47%

Top Six
Per Cent 3

46%

Male

McKINSEY

Board 446%

OverallCompany

44%

OverallCompany 2

OverallCompany-2%

KOÇ HOLDING

+4%

27%

27%

26%

73%

73%

74%

2017

2016

Baseline

New Hires

ACCORHOTELS

Female

43%

43%

39%

57%

57%

61%

2017

2016

Baseline

1 Senior leadership defined as top 150-180 personnel of the organization 2 2017 figures impacted by divestment of Barclays Africa Group Limited 3 Senior leadership
includes Partners and Senior Partners as well as senior research and support staff 4 As a partnership, McKinsey & Company does not have a board in the traditional sense

10

CORPORATE CHAMPIONS
PARITY DATAUNILEVER

VODAFONE

+1%

+2%

-1%

+2%

31%

30%

53%

53%

2017

2016

33%

32%

68%

69%

70%

Baseline

2017

2016

21%

37%

36%

69%

67%

68%

62%

63%

64%

Baseline

2017

2016

Baseline

2017

2016

Baseline

20%

18%

47%

45%

43%

29%

27%

26%

79%

80%

82%

53%

55%

57%

71%

73%

74%

2017

2016

Baseline

2017

2016

Baseline

2017

2016

Baseline

18%

18%

81%

82%

82%

2017

2016

Baseline+4%
Top Six
Per Cent 6

+3%

19%

Top Six
Per Cent 3

47%

20%

50%

53%

80%

2017

2016

Baseline

42%

42%

33%

58%

58%

67%

2017

2016

Baseline

48%

48%

48%

52%

52%

52%

2017

2016

Baseline

+6%

46%

50%

36%

54%

50%

64%

2017

2016

Baseline+7%
New Hires 4

0%

+3%

+10%

Board 7

50%

Board

+9%

33%

25%

27%

67%

75%

73%

2017

2016

Baseline

-3%

41%

40%

34%

59%

60%

66%

2017

2016

Baseline

New Hires

Top Six
Per Cent 1

38%

Top Six
Per Cent 8

52%

31%

OverallCompany

32%

Board

47%

+4%

38%

38%

41%

62%

62%

59%

2017

2016

Baseline

New Hires

47%

OverallCompany 5

48%

+30%

Board 2Male

SCHNEIDER ELECTRIC+1%

New Hires

FemalePwC

OverallCompany

OverallCompany

All ﬁgures as of 2017 reporting cycle. Baseline is 2014.

39%

36%

35%

61%

64%

65%

2017

2016

Baseline

1 Senior Leadership Defined as Equity Partners 2 PwC board defined as Global Leadership Team 3 In 2016, we changed our scope and methodology of defining ourleadership pool (Top 1000 Leaders). As we did not restate the data for 2014, the baseline data point is 2015. 4 Schneider Electric new hires are only white collar
employees 5 Overall company and new hires refers to WL1+ population 6 Unilever leadership defined as top 11% of management roles (WL2+) 7 Unilever board defined as
non-executive directorss 8 Top 6% at Vodafone

11

HeForShe | Emerging Solutions for Gender Equality 2018

UNIVERSITY CHAMPIONS
PARITY DATA

+7%

0%

-7%

26%

67%

74%

74%

2017

2016

Baseline

18%

18%

18%

82%

82%

82%

2017

2016

Baseline

36%

36%

64%

64%

64%

2017

2016

Baseline

19%

16%

10%

81%

84%

90%

2017

2016

Baseline

55%

56%

57%

2016

Baseline37%

ull i eaculty

73%

66%

2017

2016

Baseline

21%

21%

23%

79%

79%

77%

2017

2016

Baseline

37%

63%

65%

63%

2016

Baseline

40%

47%

49%

2016

Baseline

+1%
55%

44%

44%

45%

2017

2016

Baseline

ra uate

47%

2017

35%

58%

45%

65%

42%

55%

2017

2016

Baseline

+1%
44%

49%

35%

60%

64%

65%

2016

Baseline

-2%

43%

56%

51%

57%

2017

2016

Baseline

51%

ra uate

51%

36%

2017

-10%

n ergra uate

ra uaten ergra uate

12

35%

2017

+2%

56%

73%

-5%

n ergra uate

ull i eaculty

43%

2017

56%

34%

0%
ull i eaculty

+2%

53%

27%

-2%
enure
rofessors

36%

44%

27%

+9%
enure
rofessors

enure
rofessors

0%

SeniorLeadership

LEICESTER

26%

53%

Male

KENYATTA

33%

45%

FemaleGEORGETOWN

SeniorLeadership

SeniorLeadershipAll ﬁgures as of 2017 aca e ic year. Baseline is 201

54%

53%

49%

46%

47%

2017

2016

Baseline

+3%
54%

51%

51%

46%

49%

49%

2017

2016

Baseline

UNIVERSITY CHAMPIONS
PARITY DATA
All ﬁgures as of 2017 aca e ic year. Baseline is 201

NAGOYA

SAO PAULO

89%

Baseline

15%

15%

14%

85%

85%

86%

2017

2016

17%

83%

76%

76%

2017

2016

Baseline

15%

15%

73%

85%

85%

Baseline

2017

2016

18%

17%

41%

83%

82%

83%

2017

2016

Baseline

69%

74%

2016

Baseline

31%

31%

68%

69%

69%

Baseline

2017

2016

Baseline

41%

41%

33%

31%

31%

59%

59%

59%

67%

69%

69%

2017

2016

Baseline

2017

2016

Baseline+2%
ull i eacultyull i eaculty 1 / 3

70%

70%

71%

2017

2016

Baseline

+2%
31%

30%

29%

69%

70%

71%

2017

2016

Baselinen ergra uate 429%

ra uate 4

+1%

-1%

52%

51%

51%

48%

49%

49%

2017

2016

Baseline

-1%
45%

46%

46%

55%

54%

54%

2017

2016

Baseline

ra uateull i eacultyra uate

69%

32%

+1%
30%

26%

2017

0%

30%

31%

+1%

27%

0%

n ergra uate

31%

+12%

n ergra uate

enure
rofessors

+1%

+5%
24%

SeniorLeadership 5

88%

2016

24%

enure
rofessors

88%

2017

17%

Male

SCIENCES PO

-7%
11%

SeniorLeadership

12%

enure
rofessors 1 / 2SeniorLeadership

+1%
12%

Female

59%

58%

60%

41%

42%

40%

2017

2016

Baseline

+2%
62%

60%

60%

38%

40%

40%

2017

2016

Baseline

1 Source: Office of Human Resources / USP President’s office 2 Equivalence to USP positions: MS-6. Baseline corresponds to the sum of male and female professors of
USP research and teaching faculties and institutes in March 2018. 3 Equivalence to USP positions MS3.1, MS3.2, MS5.1, MS5.2, and MS5.3 Baseline corresponds to thesum of male and female professors of USP research and teaching faculties and institutes in March 2018. 4 Source: Office of Technology and Data Processing (STI). Baseline
corresponds to the sum of students enrolled and also those who took a leave of absence. The information pertains to the second semester of 2017. 5 Senior leadership,tenured professors and full-time faculty indicators have been revised in accordance with new regulations. They include all civil servants who have a permanent position at
Sciences Po.

13

HeForShe | Emerging Solutions for Gender Equality 2018

UNIVERSITY CHAMPIONS
PARITY DATA
All ﬁgures as of 2017 aca e ic year. Baseline is 201

STONY BROOKWATERLOO

75%

75%

76%

2017

2016

Baseline

30%

23%

68%

70%

77%

2017

2016

Baseline

28%

27%

72%

72%

73%

2017

2016

Baseline

25%

25%

18%

75%

75%

82%

2017

2016

Baseline

80%

83%

69%

2017

2016

Baseline

31%

29%

27%

69%

71%

73%

2017

2016

Baseline

39%

38%

59%

61%

62%

2017

2016

Baseline

0%

30%

30%

29%

70%

70%

71%

2017

2016

Baseline

ull i eaculty41%

ull i eaculty

54%

54%

54%

46%

46%

46%

2017

2016

Baseline

55%

42%

42%

45%

2017

2016

Baseline

+1%
46%

53%

54%

54%

2017

2016

Baseline

0%

44%

44%

42%

56%

56%

58%

2017

2016

Baseline

+2%
47%

47%

45%

53%

53%

55%

2017

2016

Baseline

ra uate58%

n ergra uate

58%

ra uate+2%n ergra uate

ull i eacultyra uate

31%

+1%

+3%

n ergra uate

27%

+4%
enure
rofessors

28%

+3%

14

20%

+7%
enure
rofessors

enure
rofessors

+1%

46%

-11%

32%

SeniorLeadership

24%

Male

WITS

+9%

25%

SeniorLeadership

SeniorLeadership

+1%
25%

47%

Female

53%

53%

53%

47%

47%

47%

2017

2016

Baseline

0%
56%

56%

56%

44%

44%

44%

2017

2016

Baseline

15

HeForShe | Emerging Solutions for Gender Equality 2018

THEMATIC CHAMPIONS
PARITY DATA
FemaleDE BEERS

0%

0%

0%

53%

53%

47%

47%

2017

2016

30%

30%

70%

70%

2017

2016

24%

76%

76%

2017

2016

76%

2017

2016

+3%

45%

44%

55%

56%

2017

2016

20%

Top Six
Per Cent 3

75%

Top Six
Per Cent

80%

83%

2016

50%

50%

44%

2016

0%
44%

56%

56%

2017

2016

Board

50%

Board 2

50%

-2%

51%

52%

49%

48%

2017

2016

New Hires

-1%

17%

2017

0%
0%

0%

100%

100%

2017

2016

+16%

37%

39%

63%

61%

2017

2016

New Hires 4

Top Six
Per Cent 1

24%

0%

Board

24%

+1%

25%

2017

OverallCompanyDANONE+1%

New Hires

Male

BNP PARIBAS

OverallCompany

OverallCompany

All ﬁgures as of 2017 reporting cycle

38%

22%

62%

78%

2017

2016

1 Corresponds to the Leadership for Change population (Top 500, i.e. members of cross-functional Executives Committees across business lines and/or countries) 2 Boardof Directors as mentioned in our Registration Document: https://www.danone.com/investor-relations/governance/board-of-directors.html 3 This refers to our seniorleadership figures which are reported as Bands 5 plus (i.e. CEO-3) 4 This includes promotions as well as appointments at senior leadership level (CEO-3)

16

THEMATIC CHAMPIONS
PARITY DATA
FemaleWORLD BANK

+3%

+2%

0%

25%

22%

75%

78%

2017

2016

46%

44%

54%

56%

2017

2016

52%

48%

48%

2017

2016

74%

77%

2017

2016

47%

+4%
46%

53%

54%

2017

2016

47%

Top Six
Per Cent

23%

0%

43%

53%

57%

2017

2016

23%

23%

77%

77%

2017

2016

0%

8%

8%

92%

92%

2017

2016

-3%

Board

0%

Board

20%

20%

80%

80%

2017

2016

26%

29%

74%

71%

2017

2016

New Hires

+3%

+2%

53%

50%

47%

50%

2017

2016

New Hires

Board

52%

+1%

Top Six
Per Cent 2

Top Six
Per Cent 1

26%

OverallCompany 3

SUSSEX POLICE+3%

New Hires

Male

EXELON

OverallCompany

OverallCompany

All ﬁgures as of 2017 reporting cycle

53%

51%

47%

49%

2017

2016

1 E09 Positions 2 Top 5.5% at Sussex Police 3 2016 is baseline data

17

HOW TOREACH A GENDERBALANCEDLEADERSHIPAs organizations strive to achieve
gender balance in their workforces,
there are often glaring anomalies:boards packed with men and leadership teams where women are in theminority. Globally, almost one thirdof companies have no women in senior
management roles and less than 4 percent of CEOs are women. The overt
discriminatory attitudes which havebeen largely eliminated in the ranks
seem to be in rude health when it
comes to the leadership.
The HeForShe Champions believe thisdouble standard is wrong and indefensible.They are bringing pressure to bear on the assumptions andpractices that exclude women fromleadership positions and showing thatgender balanced leadership is achievable, effective and natural. They areextending good gender equality practices into leadership recruitment,
development and support. And they
are finding creative ways to bringeveryone with them on the journey
towards gender equality for all.

HeForShe | Emerging Solutions for Gender Equality 2018

CORPORATE IMPACT CHAMPION

ACCORHOTELSParity Data

44%

OverallCompany

46%

56%

54%

54%

2017

2016

Baseline+6%

HOW WE CREATED CHANGE

28%

24%

22%

72%

76%

78%

2017

2016

Baseline

40%

40%

42%

55%

56%

57%

2017

2016

Baseline

Not Available

Not Available

Board

-2%

New Hires

We wanted to change mindsets in the hospitality industry andsupport our female leaders to become General Managers. To achieve
this objective, we implemented in-house talent development andmentoring programs in multiple countries as well as communications
initiatives and workshops to break down stereotypes. Since its
inception in 2012, the Women at AccorHotels Generation (WAAG)
network has grown into a powerful tool for the company to promoteevery facet of equal opportunity. The network has grown from 3,400
members and 18 per cent men in 2015 to 12,000 members and 35 percent men in 2017.

46%

Not Available

About 50 per cent of our 250,000 employees are women and it iscritical for us to be able to offer them the opportunity to fulfil theirprofessional ambitions at every level of the organization. The major
glass ceiling is at General Managers’ level and one of our priorities is
to encourage women to access these positions. 29 per cent of ourGeneral Manager positions are now held by women. Our objective isto reach 35 per cent by 2020.

-2%

Top Six
Per Cent *WHY PARITY IN THE REPRESENTATIONOF WOMEN IS IMPORTANT TO US* Senior leadership defined as
top 150-180 personnel of theorganization

20

How to Reach a Gender Balanced Leadership | AccorHotels

OUR TRANSFORMATION
We wanted to change
mindsets in thehospitality industry
and support our female
leaders to become
General Managers.

Since 2016, we have been running several dedicated talent programs
for women with the potential to become General Managers withinsix, 12 or 18 months. These include Sing your way in France, Step
Up in the UK, and Women on Stage for luxury brands in Europe.
Our main objective is to identify talented women in our hotels andgive them all the tools they need to apply for the GM position. In
many cases the women are accompanied by a mentor and follow apersonalized development plan which includes training, experiential
missions, interactions and inspiring encounters. The dedicated talent
programmes help to facilitate the mindset and capability of our female
leaders to drive for and achieve senior leadership roles and we willcontinue to pursue and expand these activities.
The involvement of our Chairman and CEO Sebastien Bazin asa HeForShe Champion and our senior leadership is essential tospread our vision and initiate concrete actions. For example, Oliver
Granet, our Group CEO for Africa and Middle-East played a keyrole in impressive advances in Saudi Arabia where we launchedand organized in both 2016 and 2017 the Women Empowerment
and Integration Forum: the first event dedicated to women’s
empowerment ever organized by the private sector in Saudi Arabia.

21

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNED
Only continuous work andthe involvement of as
many people as possible
will create a deep changeof mentalities. Gender
diversity is above all an
issue of social equity
and we must all mobilize
to never stopmaking progress.”- Sébastien Bazin,
Chairman & CEO of
AccorHotels

22

Our main challenge has been complying with the different needs ofthe different countries in which we operate and taking into accounteach culture. We operate in 100 countries and have more than
250,000 employees with various cultures, personal histories andpathways, religions and backgrounds. Our employees have different
mindsets and expectations. As a result, we need to adapt ourprogrammes and tools and make them relevant to local cultures.
In the Middle East, we are leading the way and currently working ona specific talent development programme for female leaders in ourhotels in these countries to be launched in autumn. In November 2017,
AccorHotels appointed Hessa Al-Mazrou as General Manager of the
Novotel Suites Hotel in Riyadh, making her the first female General
Manager of an operational hotel in Saudi Arabia.

How to Reach a Gender Balanced Leadership | AccorHotels

HOW WE CREATED IMPACT
Through our actions, we want to raise our employees’ awareness andcommitment for gender equality and make them proud to be part ofan inclusive company. We conducted an annual survey to measureemployee engagement and make it possible for each department to
identify areas for improvement and create action plans. Every year,
our people are more and more convinced that AccorHotels values
and encourages diversity: the survey scores have gone from 81
per cent in 2015 to 83 per cent in 2016 and 88 per cent in 2017. We
are determined never to stop at our achieved levels of parity. Only
continuous work and the involvement of as many people as possible
will lead us to an equal society.

Through our actions,
we want to raise our
employees’ awareness andcommitment for genderequality and make themproud to be part of an
inclusive company.

OUR ROAD TO 2020
We are pleased with the results we have achieved so far as aninaugural HeForShe Champion and are optimistic about thechallenges we have taken on. In addition to our target of having
35 per cent women at General Manager positions, one of our main
HeForShe IMPACT Commitments for 2020 is to close the pay gap.
We know that, once achieved, gender equality has to be maintainedby constantly raising the awareness of employees – male andfemale – and fostering their support. We will persevere in our talentdevelopment and mentoring programmes and will extend them toall the countries where our hotels operate. And we will continue tosupport and be supported by organizations and movements that are
driving gender equality.

Sébastien Bazin, Chairman &CEO of AccorHotels

23

HeForShe | Emerging Solutions for Gender Equality 2018

CORPORATE IMPACT CHAMPIONBARCLAYS
WHY INCREASING THE REPRESENTATIONOF WOMEN IN LEADERSHIPIS IMPORTANT TO US
Our workforce at Barclays is 47 per cent female, so we are close toachieving gender parity. But we realise that representation is notequal throughout the bank and we are focused on achieving greater
parity at all levels. This commitment is long lived and we realise that
there is still much work to be done, our partnership with HeForShe isdriving that ambition.

HOW WE CREATED CHANGE
This commitment is long
lived and we realisethat there is still muchwork to be done, ourpartnership with HeForShe
is driving that ambition.

Our starting point was a conversation with the Barclays Board in 2012
on the progression of female talent to Director and Managing Director,
the most senior positions in the bank. It was agreed that goals withtangible actions at every stage of the talent pipeline were required toensure the right business focus.
We started by using our Barclaycard risk modelers to develop a
predictive analytics tool to determine what each business unit would
need to do to achieve the collective goal. Each business was given acontribution goal based on its current MD/Director population. Using
the tool, we were able to demonstrate what each business needed
to do in terms of hiring, promoting and retaining women. Updates on
progress are reviewed quarterly through our Diversity and Inclusion
Councils, with a twice-yearly review with the Barclays Board of
Directors Nominations Committee.
The Board agreed a goal of one percentage point increase every year insenior female representation. To date, despite significant change to ourbusiness and a declining headcount at the senior levels, we continue
to achieve that 1 per cent annual increase.

24How to Reach a Gender Balanced Leadership | Barclays

OUR TRANSFORMATION
A robust source of data is important, as is a governance model to holdleadership to account. But specific interventions are also needed tosupport female colleagues and their managers. Our initiatives include:

OverallCompany *

-4%
47%

52%

51%

53%

48%

49%

2017

2016

Baseline+1%
Top Six
Per Cent *•Parity Data

23%

24%

22%

77%

76%

78%

2017

2016

Baseline

0%

Board

•

Encore returnship scheme, which supports mid-level women who
have had a career break to return to work;
Win, the gender network is our global employee diversity network.
Members of Win are active in engaging men on the topic ofgender diversity through their Male Ally workstreams. Morethan 11,000 of which 57% are men have signed up to HeForShe,committing to support their female colleagues in multiple ways;
More than 13,500 leaders have participated in our unconscious
bias workshops which focus on how bias, including gender bias,
impacts on who is seen as talent and the decisions leaders makeduring talent management and performance conversations.

21%

31%

21%

79%

69%

79%

2017

2016

Baseline

42%

48%

43%

58%

52%

57%

2017

2016

Baseline-1%

Jes Staley, CEO of Barclays

New Hires *•* 2017 figures impacted bydivestment of Barclays Africa
Group Limited

25

HeForShe
HeForShe || Emerging
Emerging Solutions
Solutions forfor Gender
Gender Equality
Equality 2018
2018

“Being a global IMPACT
champion for the UN
HeForShe initiative is oneof the key ways in which we
can continue to lead thefinancial services industry
by championing for equal
gender representation.”– Jes Staley, CEO of Barclays

WHAT WE LEARNEDTo achieve gender parity at all levels of the organization is a long-term
commitment. All parts of the business including the Board, seniorleaders, mid-level managers and colleagues have to be committed.
It has to be multi-year approach, with the right level of checks andbalances, and rigorous governance. It is important to celebrate
success on the way but also correct our course if needed. We must
recognize that this aim is not about women winning at the expense ofmen but ensuring all colleagues can achieve their potential.

HOW WE CREATED IMPACT
We are seeing more women rise to senior positions in every part of ourbusiness. To make this happen we have had the support of many malechampions who want to see a more diverse working environment andwho acknowledge that diversity in teams leads to better results, andmore creative and innovative solutions.

26
26

How to Reach a Gender Balanced Leadership | Barclays

OUR ROAD TO 2020
Since the formal introduction of our goal in 2013 we haverecognized the need to focus on different aspects of the female
talent pipeline. We have therefore introduced additional goals on
Board representation, ExCo and their direct reports, graduate hires
and MD/Director candidate shortlists.
We are also aware that our public commitment through HeForShe
has focused leadership attention on the achievement of our gender
diversity goals which are reported against annually.

We must recognize that
this aim is not about
women winning at theexpense of men but
ensuring all colleagues
can achieve
their potential.

Looking ahead, we are reviewing what our ambition on senior female
representation will look like after 2020. In addition, the recent UK
legislation on Gender Pay Gap reporting continues to drive us toaccelerate the pace of change as a HeForShe Champion.

27

HeForShe | Emerging Solutions for Gender Equality 2018

THEMATIC CHAMPION

BNP PARIBAS
Parity Data

- Jean-Laurent Bonnafé,
Global CEO of BNP Paribas

OverallCompany

53%

53%

47%

47%

2017

2016

Top Six
Per Cent *

+1%
25%

24%

75%

76%

2017

2016
0%

Board

50%

50%

50%

50%

2017

2016
-1%

New Hires“Women represent morethan half of the world’s
population, and companies
need to go further
collectively to ensure theright conditions for all
women to leverage theirskills, talent and creativity.
This is an essentialcondition to accelerate
economic development for all,and to contributeto a better future.”

0%

51%

52%

49%

48%

2017

2016

* Corresponds to the Leadershipfor Change population (Top 500,
i.e. members of cross-functional
Executives Committees acrossbusiness lines and/or countries)

28

How to Reach a Gender Balanced Leadership | BNP Paribas

ABOUT USBNP Paribas is a leading bank in Europe with an internationalreach. We are present in 73 countries and have more than 196,000
employees. The Group has key positions in three main activities:
Domestic Markets, International Financial Services and Corporate
Institutional Banking. We help our clients to realize their projects
through solutions spanning financing investment, savings andprotection insurance.

OUR HeForShe COMMITMENT
As part of our three-year partnership, we commit to increasing the
proportion of either men or women recruited to key positions in Human
Resources, which traditionally has a preponderance of female staff, andGlobal Markets, a field traditionally dominated by men. For example, wehave a target of 40 per cent female employees participating in Graduate
and Talent programmes for financial markets activities over the period.
We will also reach out through the HeForShe programme and theUnited Nations to women entrepreneurs working to develop renewableenergies in Africa and India.

Targeting 40% female
participation in graduate
and talent programmes.

29

HeForShe | Emerging Solutions for Gender Equality 2018

OUR HeForShe CLICK MOMENTPierre Tarrisse - a BNP Paribas employee and Happy Men member, a
global network of men committed in gender equality.
Pierre, you are a Happy Men member in France, could you please tell us
what kind of organization it is?
Happy Men Share More is an intercompany network which brings
together men committed to gender equality and work/life balanceissues. Its objective is to raise awareness in men about these topics
and help them to be comfortable with the choices they make in theirprofessional lives.
Could you please describe your “click moment”, when you decided tocommit to gender equality?
I was able to experience personally what it means to have a strong
involvement in your professional life while being a single dad withthree young children.
Why is this important for you?
I think companies and people have everything to gain in terms ofdevelopment and fulfilment if they promote gender equality.

30

How to Reach a Gender Balanced Leadership | BNP Paribas

HeForShe AS A CATALYST
Although the participation of women in the workforce and their levelof education are increasing, and are in many countries equal or evengreater than those of men, many roles are still gender-dominated – forexample, men are often in the Front-Office or IT and women in Human
Resources or Communications. This can be due to male and female
employees’ awareness, biases and stereotypes during the recruitment
process, issues around mobility, past experiences, educational
background, differing priorities and work-life balance issues.

We want to create
an environmentthat guarantees thedevelopment of all theindividual’s talents aswell as our long-termcollective performance.

We want to create an environment that guarantees the developmentof all the individual’s talents as well as our long-term collective
performance. That means becoming best in class in our industry interms of gender balance representation regardless of role. We believethat even if the educational system has not changed, companies can.
They can be the first to move the lines.

OUR ROAD TO 2020
We will change the gender make-up in two key areas of the business:
Global Markets, where over 70 per cent of traders are currently men, andHuman Resources, where over 70 per cent of HR Business Partners are
currently women. Our journey will include a range of planned activities,
such as creating gender-neutral job descriptions, programmes to give
more visibility to talented women and men who break stereotypes,
and working with educational institutions to improve student’s
understanding of the roles and careers we offer.

Jean-Laurent Bonnafé,
Global CEO of BNP Paribas

31

HeForShe | Emerging Solutions for Gender Equality 2018

CORPORATE IMPACT CHAMPIONMCKINSEY & COMPANY

WHY ACCELERATING PROGRESSTOWARDS PARITY ACROSS ALL ROLESIS IMPORTANT TO US
McKinsey is a talent-first organization, and core to our mission is
attracting the best talent and maximizing the potential of every
individual, both at the Firm, and at our clients. If we don’t have equal
representation of women, then we are missing out on talent. In
addition, studies (including our own research) have found a clear
correlation between diversity and the success of an organization.
If we are not championing this internally, at our clients, and in ourcommunities, we are failing at our mission.

We knew that two things
were important to getright from the beginning:setting ambitious
internal targets andcreating transparency
about performance.

HOW WE CREATED CHANGE
All In was designed to be a global change movement across our firm, so
we started by creating a simple case for change that outlined where
we stood, why change was crucial and what colleagues could do tosupport the change.
We knew that two things were important to get right from the
beginning: setting ambitious internal targets and creating transparency
about performance. We therefore established aggressive internal
targets for women’s recruiting and representation among consultants,
not just at the global and regional level, but also at the office level. We
began producing scorecards on a comprehensive set of metrics foreach geographic office, industry and functional practice to serve asa diagnostic and tracking mechanism. This enabled teams to design
local initiatives that would have the highest impact. Our analytics
capabilities have played a large role in allowing us to run more detailed
analyses that help us target more critical populations to support.

32

How to Reach a Gender Balanced Leadership | McKinsey & Company

Parity DataOUR TRANSFORMATION+2%OverallCompany

43%

42%

41%

57%

58%

59%

2017

2016

Baseline

11%

87%

87%

89%

2017

2016

Baseline

Not Available

13%

Not Available

13%

Not Available

Board **Top Six
Per Cent *+2%

New Hires

+4%
43%

43%

39%

57%

57%

61%

2017

2016

Baseline* Senior leadership includes
Partners and Senior Partners
as well as senior research andsupport staff** As a partnership, McKinsey &Company does not have a board
in the traditional sense

From the outset, All In has had the support of our most seniorleaders as sponsors, including our Global Managing Partner and
our People Committee (our most senior governing body for talent).
With their support, we assembled a team of experts and managers
to form a global centre of excellence. They work with teams in our
regions, offices, and industry and functional practices to share bestpractices, define strategies, and design and implement initiatives
at different levels at the firm. They also engage leaders at each of
those levels to drive and sponsor regional and local levels, ensuring
a high level of accountability at every governance level.
All In has delivered a wide variety of initiatives. At the global
and regional level these have included learning programmes on
unconscious bias and inclusive leadership, a comprehensive
approach to ensuring women are well sponsored, and off- andon-ramp support to colleagues experiencing maternity leave. Local
initiatives have focused on addressing pain points specific tothose areas – for example, reducing travel in offices without many
local clients, something we know helps us retain more women,
or improved support for couples in dual careers. All In adopts aninnovative mindset to experiment with different approaches, scale
up what works and adjust when it does not lead to impact.

WHAT WE LEARNEDAll In has been a comprehensive, global change programme. In someparts of the firm, change has been quick to unlock, evidenced byoutcomes like progress in recruiting representation and equalizationof attrition rates between men and women.
As a firm, we frequently advise our clients on both diversity andinclusion as well as large change programmes, so we knew we would
need to be prepared for and committed to a long, multi-year effort.
So that we collectively sustain energy and momentum, we frequently
communicate where we are seeing improvement, celebrate
milestones and highlight individuals who are making real change.

33

HeForShe | Emerging Solutions for Gender Equality 2018

As just one example, we created a high profile, visible award torecognize senior colleagues who have done the most to sponsor andsupport women’s careers at the firm. Eric Kutcher, a Senior Partnerin our Silicon Valley office, was this year’s winner. When accepting
the award, he credited his own female colleagues, acknowledgedthat the “the playing field isn’t level”, and reaffirmed his support ofAll In efforts, pushing others to do more. In a brief follow-on Q&A, hedescribed how he thinks about the recognition and his own journey:
What does this award mean to you?
Honestly, this is probably the most meaningful recognition I’ve hadin my career, possibly life. It tells me I have the right moral compass,that my values are in the right place, and that it is recognized by
my partners. It tells me that I am making a difference to people I
care about, so it is deeply personal. It also reinforces to me that I
have grown as a person and a leader. That said, as I mentioned thatevening, it feels a bit selfish to receive this award. I work with thewomen I do because they make me better - and so it feels strangethat I am being recognized for what in reality is their success withclients and teams.
Why does improving women’s representation in the workplacematter to you?
I really believe that women’s representation in the workplace is a
strategic issue and not a moral issue. To be successful we must havethe best talent, and I refuse to believe that with 50%+ of college
grads being women we can say we have the best talent without fair
representation. I also believe what is holding us back is our own
unconscious biases. I think too often we hide behind the notionof “meritocracy”, but the means by which we measure and assess
meritocracy are based on the ways we have done things and ourown impressions of what good is, not based on the end result.
We are attracted to approaches that resemble our own because
it reinforces our own confidence that the way we lead is optimal.
That results in a very biased playing field - we do not recognize thebreadth of leadership approaches and skills and the way that canlead to impact.

34

From the outset, All In
has had the support ofour most senior leaders
as sponsors, including
our Global Managing
Partner and our People
Committee - our mostsenior governing bodyfor talent.

How to Reach a Gender Balanced Leadership | McKinsey & Company

HOW WE CREATED IMPACT
One of our HeForShe commitments is to reach parity in undergraduate
intake in North America. In 2014 we had representation levels of 30
per cent and in recruiting year 2016 this number reached 45 per cent.
In certain offices we have reached 50 per cent, so we are confident
that we can get there. Progress to date has been the result of aconstellation of factors, including: fully committed senior leadership,a centralized recruiting team dedicated to tracking hiring in real time
and working one to one with hiring teams to ensure they stay focused,
expansion of sourcing, and increase of recruiting events aimed at
attracting talented women to the firm.
Another example of recent progress is the launch of a firmwide
learning curriculum designed to help all colleagues become inclusive
leaders. Called Conscious Inclusion, the curriculum is delivered
through workshops, focus groups, nudges and communications. The
goal is to help colleagues adjust their own mindsets and behaviors tocreate a better sense of belonging for others.

OUR ROAD TO 2020
We have made progress, but we have a long way to go. We recently
renewed our senior sponsorship of All In, and we are committed to
the long term. Our team of dedicated experts and managers hasgrown over the last few years, and we are ensuring that adequate
resources are in place to design and execute initiatives that maximize
impact and movement towards our goals. Also, All In has expanded
to be more than just about women, as we apply the same rigor tobroader diversity as we have done for women’s representation.
The next horizon for us as a HeForShe Champion is to be even bolder.
We have identified new ideas for big, bold innovations and we will
experiment and scale them up as we identify which are most impactful.

Kevin Sneader, Global
Managing Partnerof McKinsey & Company

35

HeForShe | Emerging Solutions for Gender Equality 2018

THEMATIC CHAMPIONSUSSEX POLICE
Parity Data

OverallCompany46%– Giles York QPM, Chief
Constable of Sussex Police

Surrey and Sussex Police serve over 2.1 million people within the communities of Surrey, West Sussex, East Sussex and the city of Brightonand Hove. We employ over 8,000 people and cover an area of morethan 2,000 square miles from the south-western suburbs of London to
the southern coast of England.

54%

56%

2017

2016

47%

46%

53%

54%

2017

2016
0%

Board

8%

8%

92%

92%

2017

2016

+3%

New Hires

ABOUT US

44%

+1%

Top Six
Per Cent *“Police Services in the UK
have risen to the HeForShe
challenge, striving for parity
for women in the workplace
while tackling the genderbased violence that harms
the communities we serve.”

+2%

53%

50%

47%

50%

2017

2016

* Top 5.5% at Sussex Police

36How to Reach a Gender Balanced Leadership | Sussex Police

OUR HeForShe COMMITMENT
We recognize the business benefits which are delivered by diverse
organizations. These benefits extend to an operational policing
context because by truly representing the communities we serve,
we are better able to understand their needs and create safe places
to live. In England and Wales women make up 28.6% of the police
officer strength with only 23% of those in senior officer ranks. In
Police Staff roles women are over-represented compared to thegeneral population, however representation in senior roles is
proportionately lower.

As an inaugural HeForShe
Thematic Champion for
the Police Force, Sussex
Police will accelerate
the increase in theoverall proportion of
women police officers,
to reach parity acrosssenior leadershipby 2020.

As an inaugural HeForShe Thematic Champion for the Police Force, wewill accelerate the increase in the overall proportion of women police
officers, to reach parity across senior leadership by 2020.
Having a diverse team will further strengthen the Police’s work in
combatting domestic abuse. As a result of groundbreaking work
towards eliminating domestic abuse, we have already been awarded
White Ribbon Status and remain committed to creating communities
free from domestic abuse and protecting those who may be vulnerable
to abuse, through an innovative and impactful training and sensitization
program that enables officers and staff to assess how to respond to adomestic abuse situation and better meet the needs of survivors.

Giles York QPM, Chief Constableof Sussex Police

37

HeForShe | Emerging Solutions for Gender Equality 2018

OUR HeForShe CLICK MOMENTWhat did you see as the relevance of Gender Equality to Policing?
When I read about the HeForShe movement, I noted the heavy
focus on addressing violence against women and girls. Having
spent a significant amount of my career working in departments thatinvestigated domestic and sexual abuse against children and adults, I
realized that law enforcement agencies should be involved.
How do you think that addressing gender inequality will impact
on what you do?
We invest heavily on trying to improve our response to victims ofdomestic abuse and sexual violence, whether developing new
resources or processes. But I realized that the issue may be more
fundamental: that our focus should be on cultural change andaddressing the inequalities which exist within our organizations
and that this may enable us to overcome a structural barrier to our
performance which would have otherwise remained in place.
Why specifically engage men?
We are, and always have been, a male-dominated organization. I
believe that we can only enact real change if we engage the whole
workforce. I also feel that the reason we joined the police – to create
safe communities and to promote justice and fairness – is consistentirrespective of our gender.
Miles Ockwell, Chief Inspector, Sussex Police

38How to Reach a Gender Balanced Leadership | Sussex Police

HeForShe AS A CATALYSTHeForShe has provided us with a platform to fundamentally change
how our organization approaches the issue of workplace inequality
by linking it to our core mission as a Police Service – to protect ourcommunities from harm. We are broadening the focus of addressing
the under-representation of women at senior levels from an issue
addressed by our People Services departments to something that
operational Police Commanders have to focus on.

Having a diverse teamwill further strengthen
the Police’s workin combatting
domestic abuse.

Linking our approach to domestic abuse and sexual violence togender inequality within our communities is enabling us to look at
new ways in which we can engage with our communities on thesubject of violence against women and girls, focusing more broadly
on addressing the attitudes and behaviour of men and boys and how
this manifests itself. Taking this a step further, by recognizing that
our organization is a reflection of the society we serve, we are able
to challenge our own officers’ attitudes and how these affect their
response to gender-based violence.
At a national level, with the engagement in the movement of otherpolice forces, HeForShe is providing a platform for sharing bestpractice among agencies within the Law Enforcement sector.

OUR ROAD TO 2020
We are seeking to be seen at the forefront of addressing genderbased violence through innovative and effective practice. We aim toshow other Police Services that addressing gender inequality andpromoting greater male involvement in areas such as parental leaveand flexible working is compatible with providing a quality police
service. We aspire to leverage our status as a HeForShe ThematicChampion to take the message that gender inequality is a policing
issue to other Police Services nationally and internationally.

39

HeForShe | Emerging Solutions for Gender Equality 2018

THEMATIC CHAMPION

WORLD BANK GROUP
Parity Data

– Dr. Jim Yong Kim,
President of the WorldBank Group

OverallCompany *

0%
52%

52%

48%

48%

2017

2016

+4%

Top Six
Per Cent

47%

43%

53%

57%

2017

2016

Board

0%
20%

20%

80%

80%

2017

2016

+2%

New Hires“I’m honored to represent
the World Bank Group as a
HeForShe Champion. Achieving
gender equality isn’t just theright thing to do—it’s thesmart thing to do. No country,
community, company or economy
can achieve its full potential– or meet the challenges ofthe 21st century – without thefull and equal participationof women and men.”

53%

51%

47%

49%

2017

2016

* 2016 is baseline data40

How to Reach a Gender Balanced Leadership | World Bank GroupABOUT USWith 189 member-countries, staff from more than 170 countries, andoffices in over 130 locations, the World Bank Group is a unique global
partnership: five institutions working for sustainable solutions that
reduce poverty and build shared prosperity in developing countries.

OUR HeForShe COMMITMENT
The World Bank Group takes as its starting point that no country,
community, or economy can achieve its potential or meetthe challenges of the 21st century without the full and equal
participation of women and men, girls and boys. Working withpublic- and private-sector clients around the world, the World Bank
Group is helping close gaps between males and females, which
has a lasting impact on driving sustainable economic growth,
reducing poverty, and boosting shared prosperity. Gender balanced
teams are essential to maximize development efforts and adapt
interventions to local conditions.

As an inaugural HeForShe
Thematic Champion forInternational Financial
Institutions, we commit
to achieve parity atsenior leadership acrossthe organization globallyby 2020.

As an inaugural HeForShe Thematic Champion for International Financial
Institutions, we commit to achieve parity at senior leadership across theorganization globally by 2020.

Dr. Jim Yong Kim, Presidentof the World Bank Group41

HeForShe | Emerging Solutions for Gender Equality 2018

OUR HeForShe CLICK MOMENTWhat led you to become HeForShe?
I have two children, my son is 16 years old, and my daughter is 11 years
old. My son is very active in sports. He plays soccer, he takes karate
lessons and he is also good in playing chess. My daughter had been
more on the artistic side where she would spend hours painting withfull concentration. One day she said that she is interested in karate
too. She is now a brown belt, a higher level than her brother as he got
more interested in soccer in the meantime. And while I was raised ina family where gender differences were never a consideration while
offering opportunities, this experience with my own kids made me
realize that even in the so called ‘boys sports,’ girls can do just as well.
My personal experience made me a stronger HeForShe.
How did it change your view of gender equality?
I won’t say that this experience made a drastic change in my view ofgender equality, rather it made me more aware of some of the biasthat I would have otherwise carried personally, while working in theWorld Bank Group where gender equality is a must-deliver objective.
What are you doing differently as a result?
In my past role, I had been managing a team of 24, evenly divided
between men and women. That was at the same time I observed theplay between my children. What I learned from them helped me tonever use the gender lens while setting objectives, assigning tasks
or evaluating performance.
Shehzad Sharjeel, Chief Credit Office, International FinanceCorporation (Part of the World Bank Group.)

42

How to Reach a Gender Balanced Leadership | World Bank Group

HeForShe AS A CATALYST
Success means that wedemonstrate genderequality within our own
institution and to ourclients, so that theyalso become HeForShe.

We have already achieved gender parity at the vice president level
and above, but maintaining parity will require continued commitment.
To reach gender parity for women and men in technical roles by 2022
as well as obtain the second level of EDGE certification by 2020, theWorld Bank Group has a detailed action plan in the following areas:
•
•
•
•

•

Equal pay for equivalent work (conduct systematic gender pay
gap assessments)
Recruitment and promotion (improve transparency of thepromotion process and criteria)
Leadership Development Training and Mentoring (ensure equal
access for women and men to career critical assignments)
Flexible Working (encourage men to take paternity leave andflexible working options; shift perception of a face-time culture toan output-driven workplace)
Company Culture (revise policies and procedures)

The World Bank Group is introducing new techniques to foster
better gender parity results, including several pilot programs thatuse disruptive techniques such as Textio (a program that analyzes
and edits job postings to appeal to different candidates) and blind
recruitment (which removes identifying personal information on CVs).

OUR ROAD TO 2020
Our commitment to HeForShe, along with our EDGE Certification, has
sparked a real conversation in the World Bank Group about what agender equal workplace would look like. Along with our goals to improve
the gender balance of our staff, and to ensure equality in pay, in career
opportunities and in work flexibility, we are working towards a change in
our understanding of the skills needed to get the job done. Our staff, nomatter what their gender, should be able to bring their innate abilities tothe forefront – we want to get away from gender stereotyping of whatmakes an effective manager, or an effective team leader, or an effective
support staff. We don’t want to become “gender blind,” but rather
value the differences that each of our staff brings to the table. Successmeans that we demonstrate gender equality within our own institution
and to our clients, so that they also become HeForShe.

43

HeForShe | Emerging Solutions for Gender Equality 2018

UNIVERSITY IMPACT CHAMPIONKENYATTA UNIVERSITY
Parity Data

The proposed starting point is to undertake a baseline survey tounderstand the underlying causes of the slow upward mobility
for female teaching staff and non-teaching staff. We will also
run continuous training and sensitization for female staff on therequirements for promotion as set by the regulator of university
education in Kenya, the Commission for University Education (CUE),
and the requirements for Kenyatta University. Teaching staff will also
require training on aspects that pose challenges which are criticalfor meeting the criteria for promotion such as gaining publication andwriting grant proposals.

OUR TRANSFORMATIONAs the newest member of the HeForShe IMPACT Universities joining
in late 2017, we are at the very early stages of our transformation
and we are in the process of embarking on our baseline activities
and sensitization training.

44

SeniorLeadership

18%

18%

82%

82%

82%

2017

2016

Baseline

TenuredProfessors

19%

16%

10%

81%

84%

90%

2017

2016

Baseline0%
Full-Time
Faculty

HOW WE CREATED CHANGE

18%

+9%

37%

35%

37%

63%

65%

63%

2017

2016

Baseline-10%35%

Graduate

As of December 2017, there was only one female acting Deputy
Vice-Chancellor in our Senior Leadership, six female Full Professors
compared to 26 male Full Professors and 19 female Associate
Professors compared to 40 male Associate Professors. It was
important for us to focus on this area because our teaching faculty
form the backbone of the University and unfortunately most female
teaching staff remain in either Lecturer or Senior Lecturer grades
for a long time which leads to frustration and apathy. As a University,
we felt that this is where we could concentrate our efforts to create
long-lasting impact.

0%

Undergraduate

WHY A GENDER BALANCED FACULTYIS IMPORTANT TO US

58%

45%

65%

42%

55%

2017

2016

Baseline

+1%
44%

49%

43%

56%

51%

57%

2017

2016

BaselineHow to Reach a Gender Balanced Leadership | Kenyatta University

WHAT WE LEARNEDOne lesson we have learned to date as we embark on our
implementation activities is that in order to undertake these activities
successfully, our University systems must be fully operational
without undue interruptions to the University calendar. We have also
learned that students are eager and ready to spearhead studentled transformation as part of the HeForShe initiative creating a ripe
environment for change.

HOW WE CREATED IMPACT
Even in these early stages of our HeForShe journey, we have had two
highly impactful initiatives to date which have been key in mobilizing
our campus community:
Paul Wainaina, Vice Chancellor,
Kenyatta University

Our students are
eager and ready tospearhead student-led
transformation as part of
the HeForShe initiative
creating a ripe
environment for change.

First was during the Career Week held in February 2018. Withassistance from students in the Kenyatta University Students’ Union(KUSA), the office of the Gender and Special Needs Secretary andstudents from the Kenyatta University Gender Action Movement(KUGAM), we enrolled over 200 secondary school students drawn
from all over Kenya as HeForShe supporters. The second was forInternational Women’s Day, March 8, 2018. For this event, we createda dynamic email banner for the HeForShe Campaign with the ViceChancellor as the lead. Although a small action, we gave information
on how to register as a HeForShe supporter and a number of students
made their commitment to HeForShe during this time.

OUR ROAD TO 2020
Kenyatta University is delighted to be one of the HeForSheChampions. The University has embarked on an expansive andextensive campaign to advocate for male support through HeForSheand the regular gender sensitization seminars. The University willcontinue to sensitize not only the University community but also
work with corporations to address the issues that emerge from thebaseline survey.

45

HeForShe | Emerging Solutions for Gender Equality 2018

UNIVERSITY IMPACT CHAMPION

UNIVERSITY OF LEICESTERWHY INCREASING THE REPRESENTATIONOF WOMEN IN LEADERSHIPAND FACULTY POSITIONSIS IMPORTANT TO US
We know that women comprise 50 per cent of our student populationand increasingly 40 per cent of our academic workforce but the
number of women in professorial posts remains precariously low.
Increasing the number of female professors is in everyone’s interest.
Our students demand it and our faculty acknowledge that increasing
our female professoriate will have far-reaching benefits for the way
we lead and the culture we can create. We also know that we areready for change and recognize the potential of women leadersin our academic pipeline.

HOW WE CREATED CHANGE
We know that we can increase our female professoriate using two
main routes: at appointment and through internal promotion. We
have made huge efforts to attract female applicants to our mostsenior positions and have worked closely with recruitment partners
to secure women into senior appointments. However, we recognizethat the area where we can really create change is in our internal
promotion processes. We can and do use mentoring, coaching,targeted leadership programmes and leadership developmenttraining, but we also realized that little would really change unless
we also addressed the conceptualization of achievement andcontribution that underpins promotion and career development.

46

How to Reach a Gender Balanced Leadership | University of Leicester

Parity Data

SeniorLeadership

-7%
27%

27%

34%

73%

73%

66%

2017

2016

Baseline

TenuredProfessors

-2%
21%

21%

23%

79%

79%

77%

2017

2016

Baseline-5%
Full-Time
Faculty

40%

36%

35%

60%

64%

65%

2017

2016

Baseline-2%

Undergraduate

Graduate

51%

54%

53%

49%

46%

47%

2017

2016

Baseline

+3%
54%

51%

51%

46%

49%

49%

2017

2016

Baseline

Our vision was to transform our promotions processes to make themmore appealing to women, user friendly and inclusive. We developed
the Leicester Academic Career Map which recognizes the central
importance of research and teaching but crucially also explicitly
recognizes contributions to enterprise, engagement, citizenshipand leadership – areas that are often undertaken by women but
had not been clearly rewarded through our promotion routes in thepast. The map was developed following an extensive period of staff
engagement across the grades. The map clearly specifies what
individuals need to achieve in order to be considered for promotion
and focuses upon the impact that achievement has had upon others,
including colleagues, students and external communities.

OUR TRANSFORMATIONOur career map was championed and led by our Provost, one of ourmost senior academic leaders, Prof. Mark Peel. This ensured there
was senior buy-in and engagement and the extensive consultation,
drafting and sense-checking process—which he led—meant that allgroups of staff felt they had contributed to the final product. Therewas significant staff investment in development of the career map
although involvement was voluntary and was a critical citizenshipactivity. We asked him to reflect on the process:
What was most important about the process of changing academic
promotion processes?
People used this opportunity to reflect upon broader questions about
contribution and achievement, making this even more worthwhile; I
had hoped we could have an institution-wide conversation about what
we value, and my colleagues responded to that invitation in thoughtful
and serious ways. We ended up having a conversation that was about
doing justice to the contributions of women and about how broadening
our idea of contribution and achievement was good for everyone.

47

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDWe know that we canincrease our female
professoriate using
two main routes: atappointment and throughinternal promotion.

When our academic career map and new promotions process waslaunched in 2017 we anticipated a significant increase in the number
of applications by women, particularly for professorial appointments.
However only three women applied for promotion to professor in thefirst year. All were successful, but informal feedback suggested that
potential female applicants wanted to see how the first round using thenew processes went before they applied themselves. They needed
to see successful outcomes for women. The fact that one of our
new female professors has spent several years working flexibly was
also crucial. We also put actions in place to mitigate this happening
again and ran dedicated women-only promotion planning sessions
run by a female head of college. These sessions included case study
feedback from two of the successful female applicants. A video was
produced that outlined the process and increased transparency in the
introduction of the new career map.

HOW WE CREATED IMPACT
The impact of our focused activity on the promotion of women was
successful: in 2018 we received 32 professorial promotion applications
with 17 from women, an increase from 14 per cent in 2017 to 53 percent in 2018. 9 out of the 17 applications from women were successful,meaning a 53% success rate for women, compared to 23% in 2017.
A range of lessons were learned from the process and include theimportance of: responding to the need for change with a clear plan;significant staff consultation in developing an academic career
map; clear and innovative communication about the changes in the
promotion process; clear leadership and sponsorship of change;
allowing time to embed change and realize outcomes and embedding
a clear evaluation of the new process after 2-3 years.
Paul Boyle, Vice-Chancellorof the University of Leicester48

How to Reach a Gender Balanced Leadership | University of LeicesterOUR ROAD TO 2020
Our vision was totransform our promotions
processes to make themmore appealing to women,user friendly
and inclusive.

Change takes time and achieving an increase in the numbers offemale professorial staff has been challenging. We are starting tosee a change in culture that we hope will enable us to achieve our2020 target of 30 per cent female professors at Leicester.
Sustaining change is critical and continuously building our pipeline
to progression through development opportunities including
leadership training, return-to-career fellowships, mentoring andcoaching are all ways in which we are building this pipeline. We
are doing this alongside ensuring the University of Leicester, as a
HeForShe Champion, is an attractive employer for women, providing
on-site childcare, promoting flexible working options and tackling
our gender pay gap – all things that we know make us a familyfriendly employer.

49

HeForShe | Emerging Solutions for Gender Equality 2018

50

HOW TOACCELERATEWOMEN’S
ECONOMICEMPOWERMENTThe HeForShe Champions know the powerof leverage. Their actions inspire
and motivate, but there is only somuch they can do as individuals, evenwhen they lead powerful institutions
and corporations. Women’s economic
empowerment will take too long toachieve if the only way forward ispiecemeal, no matter how hard individuals strive or how impressive
their local achievements.
That’s why the HeForShe Champions
are amplifying their influence, extending out to their ecosystems togenerate a strong ripple effect which
will accelerate women’s economic
empowerment. They are reaching out
to customers, partners, trade bodies,government agencies – any organization that touches the lives of girls
and women. There’s an air of excitement about these initiatives – asense that organizations can releasepent-up economic activity and create
real change with well-designed interventions and changes to their established practices.

51

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPION

INDONESIAWHY THE REPRESENTATION OF WOMENIN PARLIAMENT IS IMPORTANT TO US
Despite resolute commitments and efforts taken by the government
to ensure access for women in decision making in all spheres of life,
especially in poltics, the representation of women in parliament isstill low as shown in the result of 2014 election. To ensure equitable
representation, a strategy to further enhance women’s representationin decision making process is implemented.

HOW WE CREATED CHANGE
In 2014, female legislative representation comprised of: 17,32% at
National level; 25,75% at Senate; 16.4% at Local/Provincial; and 14%
at district or city council. Additionally, 73 women were elected asheads/vice regional heads across Indonesia in 2015. As Presidentof Indonesia and HeForShe Champion, Joko Widodo specificallycommits “to promote the role and representation of women in politics
and development”. In his administration, women ministers account fora third of his cabinet. Moreover, President Jokowi has tasked female
ministers in his administration with strategic issues. Additionally,
through the relevant ministries, a Grand Design to Enhance Women’s
Representation in Parliament for the 2019
General Election was formulated.

52

How to Accelerate Women’s Economic Empowerement | Indonesia

OUR TRANSFORMATIONAt the practical level, improving the role of women in decision
making is a continual process. Common challenges encounteredare patriarchal values, as well as lack of capacity and resources. To
overcome this, interventions implemented focus on increasing thequality and quantity of female political candidates through politicaleducation and facilitating mentorship program. Moreover, publicawareness programmes are implemented by relevant ministries andinstitutions to promote women’s participation in politics.

At the practical level,
improving the role ofwomen in decision making
is a continual process.

Two examples of tangible interventions are:••Strengthening our legal framework by issuing Law Number 7/2017.
This law requires political party to have 30% women representationin its organizational structure at the national level. It also regulates
sanctions for misconducts committed by individuals, parties orofficials during elections and electorial process;Enhancing the capacity of female candidates by conducting
trainings. To date, training has covered 1,089 potential candidates
in 2016; 1,765 in 2017; and 388 in 2018. In addition, a Memorandumof Understanding was recently signed between Ministry of
Women’s Empowerment and Child Protection (MoWECP), General
Election Commission (KPU) and the Election Supervisory Board(Bawaslu). The MoU laid out the foundation to implement a seriesof trainings for female legislative candidates to enhance theircapacities and capabilities in running a campaign.

President Joko Widodoof the Republic of Indonesia

53

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDThe common challenges of potential female candidates is the lack ofsupport and funding to run a campaign. To overcome this, MoWECP
facilitated internship or mentorship programmes where candidates
are attached to successful parliament members to gain first handpractical experience.
One success story is Eneng Humaeroh, 42 and a candidate for the
National House of Parliament in 2019.
Why did you enter politics?
Since a young age, I have always been interested in politics andwanted to contribute to the community. I intended to focus on issues
such as education, gender equality, economy and poverty eradication.
What challenges did you encounter?
One of the biggest challenges is finding and establishing thenecessary network. As a woman starting to enter politics, finding
the right platform to voice my concern and aspiration was a priority. I
lacked the experience and the required network, as well as practicalresources to run a campaign such as gathering necessary votes orfunding to implement my programs and vision. In my experience,
establishing the necessary network is key and will considerably
impact on getting the votes.
How did the mentorship programme help you?
The mentorship programme provided me with resources and insight
into effective leadership strategies, building my network, how tocommunicate my program to the constituents, how to effectively
formulate campaign strategy, how to conduct lobbying, and how to
win votes as well as funding commitments.

54

How to Accelerate Women’s Economic Empowerement | Indonesia

HOW WE CREATED IMPACT
Official data shows a slight increase in the number of women who arerunning for offices. In 2018, the number of women who are runningfor office is 101 women out of 1140 participants (8.85%). While in2015, 123 women out of 1646 participants (7.47%) ran in the regional
election. One key takeaway is the importance of establishing an
enabling environment that supports women’s participations inpolitics. Community support is key. Hence, a comprehensive strategy
is needed to transform patriarchal values through raising awareness,
incite involvement, and gather support of the community especiallymen towards increasing women’s political participation.

As a HeForShe IMPACT
Champion, our focus
will also include
youth empowerment, inparticular girls, as
the next generation ofpolitical leaders

OUR ROAD TO 2020
The strategy has garnered a positive result. There are significant
improvements in terms of quality of female candidates incomparison to previous General Elections. In the past, women’s
participation in parliament was geared towards fulfilling necessary
quotas. Today, the establishment of a regulated mechanism toverify and monitor candidates proposed by political parties has
considerably enhanced the quality and women’s meaningful
participation in decision making process at the legislative level.
Onwards, as a HeForShe IMPACT Champion, our focus will also
include youth empowerment, in particular girls, as the next
generation of political leaders in line with our commitment to the
Sustainable Development Goals.

55

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPIONJAPAN

WHY WOMEN’S ACTIVEPARTICIPATION IN THE ECONOMYIS IMPORTANT TO US
In Japan, we are facing both a decrease in population and a low birthrate and therefore expanding women’s active participation in theeconomy is an important pillar of our policy to increase productivity
and the economic growth of Japan.

HOW WE CREATED CHANGE
Our government has redefined women’s active participation in theeconomy as the center of Japan’s economic ‘Growth-Strategy’. We
presented our vision including “Work Style Reform”, “A society inwhich all citizens are dynamically engaged” and “Human Resource
Development Revolution”. In addition, we have been taking measures
to improve social infrastructure for child care and care work to reducechild care waiting lists and to ensure no one is forced to leave theirjobs due to nursing care.

Prime Minister
Shinzo Abe of Japan
Cabinet Public Relations Office,the Government of Japan.

56

How to Accelerate Women’s Economic Empowerement | JapanOUR TRANSFORMATION
It is essential that the national government, local governments andprivate companies take a lead to promote women’s active participationin Japan. In June 2018, we revised our Corporate Governance Codeand established Guidelines for Investor and Company Engagement.
These stress the importance of achieving both diversity, including
gender, and appropriate size of the board as well as the appointmentof female directors to promote sustainable corporate growth andincrease corporate value over the mid- to long- term.

It is essential thatnational government,
local government andprivate companies take alead to promote women’s
active participation.

To enhance the vitality of science technology innovation, we
launched “Riko-challe” (support choosing STEM fields”) to inspire
female students to choose STEM careers. In June 2014, nine
influential male leaders announced the “Declaration on Action by A
Group of Male Leaders Who Will Create a Society in which Women
Shine”, which states that male leaders will commit to empower
women in their own organizations. Since then, 170 other male leaders
have also become supporters.
Moreover, in May 2018, the ‘Act on Promotion of Gender Equality in the
Political Field’ was passed which is a nonbinding legislation but urges
each political party to make efforts to equalize as much as possible
the number of male and female candidates for its national and local
elections. We make strong efforts to achieve promotion of genderequality in politics by researching and collecting information alongside
the ministries.

57

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDIn Japan, the main obstacle to women’s economic empowerment
is difficulties in juggling between family and work after giving birth.
Here it is seen that women tend to give up continuing their jobs,
and as a result, miss opportunities to obtain more experience andcapacity building to go onto being promoted.
To address this, our government has committed to expanding nurserycare centers that will accommodate up to 320,000 children by theend of FY2020. In the meantime, for those who may have been forced
to quit their jobs due to the lack of places at nursery care centers, wehave launched a new policy to extend their child care leave until theirchildren become two years old at maximum.
The number of nurses, however, is currently scarce. There needs tobe a greater effort to improve the work environment and to attract
more nurses into the industry.
The other reality is a huge part of non-regular workers are women.
Irrational gaps in the treatment of two different work styles of “regular”
workers and “non-regular” workers may result in a lack of motivation.
To avoid this, Japan will put “equal pay for equal work” into practiceand reduce gaps of benefits whatever jobs and types of employment
women choose so that they can work in various work styles.

58

As a HeForShe Champion,
we will continue
to make efforts toprovide enabling work
environments for everyone

How to Accelerate Women’s Economic Empowerement | Japan

HOW WE CREATED IMPACT
The number of workers has increased by approximately 2.51 million
for the last five years from 2012 to 2017 under our government, ofwhich 2.01 million, 80%, are women, and the employment rate among
women of parental age (25-44) increased to approximately 74.3%
from 67.7%. The percentage of women who continue to work after
the birth of their first child has increased to 53.1% from approximately
40% according to a recent survey. The number of women executives
in listed enterprises has steadily increased, about 2.4 times morecompared to 2012.

OUR ROAD TO 2020
Providing early childhood education and higher education for freeand expanding recurrent education will contribute to enhancement of
women’s employment in professional work, support for single-parent
families, improvement of women’s enrollment rate in higher educationand the pay gaps between men and women. Looking ahead to the
100-year life era, as a HeForShe champion, we vigorously promote‘work style reforms’, which can secure not only the health of people,
but also the time for investing themselves, to create the work
environment where all women in employment can develop theirabilities and demonstrate those abilities through their works, andeveryone can find life worth living.

59

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPIONRWANDA

WHY BRIDGING THE GENDER DIGITALDIVIDE IS IMPORTANT TO US
Rwanda recognizes the role of ICT (Information and Communication
Technologies) in driving women’s inclusion and bringing them
opportunities. Mobile technologies and digital tools allow ubiquitousaccess to information and education, and foster innovation. We
are committed to achieve universal access and digital literacy, inparticular leveraging technology to empower women.

HOW WE CREATED CHANGE
We developed the Smart Rwanda Master plan (2015-2020) and
Women Empowerment through ICT (WEM-TECH) strategy to increase
girls’ and women’s access to and usage of technologies. Initiatives
were launched to enable private sector growth and development forbridging the gender digital divide, including the ICT tax exemption
scheme which led to an increase in women’s access to mobile
phones from 35.1 per cent in 2010 to 84 per cent1 in 2016. ICT
awareness campaigns, mentorship, coaching programmes and career
guidance increased female secondary school students’ participationin science from 53.7 per cent in 2014 to 55.2 per cent2 in 2017.
1 Finscope 2016
2 Rwanda Education Statistics 201760

How to Accelerate Women’s Economic Empowerement | Rwanda

OUR TRANSFORMATION
Rwanda’s Vision 2020 to transform from an agrarian to a knowledgebased economy leverages ICT to fast-track development. Initiatives
such as Viziyo, Digital Ambassadors, ICT Bus, Service Access Points,
Smart Village, TechKobwa3, Miss Geek competition, Girls in ICT and
STEM Camps highlight the transformative powers of ICT and motivate
girls and women to learn and hone digital skills. We are also tacklingthe digital gender divide by empowering girls and women to takeup crucial roles in varied ICT fields including education, health andfinancial services.

Women and men are equalin terms of ability anddignity, and they should
also be equal in terms ofopportunity. As Rwandans,
as a global community, weneed every member of oursociety to use his or her
talents to the fullest.

This year Rwanda reported women4 as representing 35 per cent ofusers of mobile financial services. The use of mobile phones has
enabled swift transactions for purchases and payment of bills, andwomen can save time, transport expenses or lost income normally
incurred in visiting banks. E-Banking and m-Banking help female
borrowers and lenders receive and repay microloans more easily.
In collaboration with civil society and development partners, thegovernment put great efforts into supporting mentorship, coaching
and career guidance programmes in STEM and ICT for girls in schools
to increase the number of ICT engineers and make girls tech-savvy
skills at an early age.
3 Kobwa means girl in Kinyarwanda
4 Women and FinScop, 2016. Men stand at 44%

President Paul Kagameof Rwanda

61

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDBasic education is central for technology to be relevant. ICT cancontribute in reducing basic education gaps through educational
digital content. Girls and women are enthusiastic about learningand using ICT. According to our assessment of the digital skills
development programmes, women are regular attendees of trainings,
are eager to interact with technology and easily share the knowledge
with other family members and the village community. Girls’
mentorship, coaching and competition programmes in STEM and ICT
contribute to changing the mindset of young girls and building theirconfidence for pursuing sciences, engineering courses and related
careers. We need to make interventions to keep girls in STEM and
ICT fields at college and university levels. Digital skills and affordable
access are not enough: women need relevant and contextualized
content in order to take full advantage of technology. It is not only
about bridging a gap but building complementarity between womenand men, which nurtures ICT innovations. Some stakeholders now
need to move from activism to practical support programmes. Bridging
the gender digital divide creates many opportunities including newmarket needs and increased capacity for innovation.

62

How to Accelerate Women’s Economic Empowerement | Rwanda

HOW WE CREATED IMPACT
Since last year, we have emphasized high quality skills and aknowledge base leveraging ICT especially for girls. 10,5305 womentrained under our Digital Talent Policy implementation framework,
4,778 female trained in ICT through Youth Friendly Centres and2,953 girls and women were mentored and empowered to build aknowledge-based society. Today the majority of girls and women
have STEM and ICT options when choosing courses and career paths.
The use of digital and online services such as the RapidSMS
application for tracking pregnant women and children under two havetransformed the lives of women and children for the better.

OUR ROAD TO 2020
The government translated its efforts into our annually revised
HeForShe Joint Action Plan, the Smart Rwanda Master Plan (20152020) and WEM-TECH Strategy, all under the National Strategy forTransformation, that will provide all citizens (men and women) withdigital broadband by 2024. We will focus on increasing the usage ofsmart devices and coding skills to ensure women are not just users oftechnology but makers.
5 MITEC Administrative data63

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPION

SWEDEN

WHY ADDRESSING GENDER INEQUITIESIN HEALTH IS IMPORTANT TO US
Good public health is a matter of ensuring good health for the whole
population and being as good as possible regardless of gender,transgender identity or expression, ethnicity, religion or other belief,
disability, sexual orientation or age. Unfortunately, differences
between women and men persist in health and medical care.
Illnesses that affect women more than men tend to be less prioritised.
Psychiatric diagnoses are the most common cause of sick leave andare increasing among both women and men; however, the increase isgreater among women.

Prime Minister Stefan Löfven
of Sweden

64

The knowledge that
we have accumulated
during the past few
years, creates a solid
foundation for a fairer
and gender-equal society.
This progress gives hopefor the future.

How to Accelerate Women’s Economic Empowerement | Sweden

HOW WE CREATED CHANGE
In November 2016, we (the Swedish Government) introduced“Gender-equal health” as a new sub target of the National Gender
Equality policy including 40 indicators to monitor its progress.
The average number of days with sickness benefits has decreased
since 2016, however women still have a higher outtake than men. An
important measure to improve women’s health has been to appointa National Commission for Equity in Health including a mission to
focus on gender health disparities. Women in all age-groups express
experiences of trepidation or anxiety to a higher extent than men. As
a result, we have strengthened our preventive work in the area of
mental health by improved early action. This is targeted specificallyat young people suffering from mental health problems by providing
additional funding to health services to pupils in Swedish schools.
We have also removed charges for mammography and cervicalcancer screenings.
Furthermore, we have signed specific subsequent agreements with
the Swedish Association of Local Authorities and Regions (SALAR),
targeting action in the area of obstetric care and women’s health.
These agreements support the development of six regional resource
centres for mental health and provide a long-term framework to
improve women’s sexual and reproductive health, obstetric care andother health services that need to be adapted to women’s individual
needs. The earmarking of funds for women’s health has enabled
increased staffing and an increased number of hospital beds inobstetric care facilities.

65

HeForShe | Emerging Solutions for Gender Equality 2018

OUR TRANSFORMATION
An important measure
to improve women’s
health has been to
appoint a National
Commission for Health
Equity including
a mission to
focus on gender
health disparities.

Eliminating men’s violence against women is a priority issue for
Sweden’s feminist government. Since taking office, we have decided
on a long list of measures to counter men’s violence against womenand domestic violence. For instance, we have provided increased
support to local women’s shelters for 2015–2019 totaling SEK 425
million. In addition, we have decided on, or in other ways taken, morethan 20 measures directly related to proposals from the National
Coordinator on Domestic Violence. National legislation on rape wasstrengthened as of July 2018. To strengthen the coordination of thenational work to prevent and combat men’s violence against women,
we have introduced a ten-year national strategy (2017-2026). The
strategy contains measures that strengthen protection for and support
to women subjected to violence as well as measures that counteract
destructive masculinity and crimes and oppression committed in thename of “honour”. This strategy also emphasizes the participation andresponsibility of men in eradicating violence.
Finally, following an increase in temporary employment on the labour
market, affecting women more than men, with negative results on
health, earnings and pensions, we have decided that general fixedterm employment will be converted into indefinite-term employment if
the aggregated length of employment in a general fixed-term position
exceeds two years.

66How to Accelerate Women’s Economic Empowerement | Sweden

WHAT WE LEARNED
Improving health is a complex and long-term undertaking. Results must
be measured over time, and factors of success may in the end be hard
to isolate from each other.
In the first agreement with SALAR on mental health, we noted that theprioritization of funds led to increased staffing, longer opening hours
and the opening of additional service centers which translated into
increased services for patients. This finding has fed into the priorities
of subsequent agreements for the years 2018-2020.
Through studies of several public agencies, we have learned that themental health of youth is intricately linked to their situation in school
and on the labor market. This finding will help us to further sharpen ourefforts to improve mental health for both boys and girls.

HOW WE CREATED IMPACT
Through monitoring and evaluation, we continuously identify andpinpoint areas in need of further development as well as bestpractices that can be replicated. As an example, during 2017 thenumber of reported work-related illnesses, where women areaffected in a greater extent than men, decreased by 13%. While thisdevelopment is encouraging, the causes remain to be analyzed.

OUR ROAD TO 2020
It is striking that so much knowledge about health in relation togender equality has been generated. As a HeForShe Champion, we
will continue sharing best practices, and we need to implement goodmeasures on a larger and broader scale. Investments in health froma gender equality perspective, are also investments in the future.
The knowledge that we have accumulated during the past few years,
creates a solid foundation for a fairer and gender-equal society. This
progress gives hope for the future.

67

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPIONURUGUAYWHY CLOSING THE UNPAID CARE GAPIS IMPORTANT TO US
Care is transversal
to everyone.

Care is as much a right as it is a social function and it implies thepromotion of self-autonomy, attention, and assistance to people in adependency context. The growing shortage in the capacity to provide
care that Uruguayan society is experiencing is related to the deepchanges at the labor market, socio-cultural and demographic levels.
Our policy is formulated with the purpose of developing a
co-responsible care model, among families, State, community andmarket. Even more so, co-responsibility among women and men, sothat Uruguayans can share their care responsibilities in an equitablemanner and in addition, overcome the unfair sex division of labor that
historically, and even today, characterizes our society.

HOW WE CREATED CHANGE
In November 2015, Bill N° 19353, creating the National
Comprehensive Care System (SNIC) was passed. Within thisframework, the National Care Plan 2016-2020 was designed
and building the implementation roadmap of the System for thecurrent administration. The Plan describes the System´s principles,
objectives, management and institutional guidelines.

President Tabaré Vázquez
of Uruguay

68How to Accelerate Women’s Economic Empowerement | Uruguay

The year 2017 has been a period of strong impulse to the goals agreed
in the Plan and the SNIC institutionalization was completed throughthe start of the Advisory Care Committee. Care is transversal to
everyone, and therefore the Care System tries to be a universal policythat progresses gradually in the access and fair quality standards
it provides for everyone, regardless of their condition, income andplace of residence.
Having an ongoing Care System means to operate in the present,
multiplying and improving the quality of care services, dignifying thework of caregivers, and freeing time for women who historically have
had the burden of invisible work inside the homes.

OUR TRANSFORMATION
Regarding services, aligned to the priority given by the government
to early childhood, significant advancements were achieved in thecompliance of goals related to coverage, through the incorporationof 10,500 boys and girls, from 0 to 3 years, to careand educational services.
With reference to care services in dependency situations, the launchof the Personal Assistants programme has consolidated, ending
2017, with a 20% coverage of severe dependency situations. Many
individuals already can count on this service that provides careand personal assistance for everyday activities to people in severe
dependency situations.
During 2017, telephone assistance services were also set in motion,
allowing those over 70 years old, in minor or moderate dependency
situation, to notify their family, neighbors or medical services in caseof an emergency in their homes.
During 2018, the first Day Center was inaugurated in the departmentof Lavalleja, previewing the inauguration of 14 centers in 12
departments (out of a total of 19) this year. These are social-sanitary
centers, that provide comprehensive care to elderly people who livein their homes but have difficulties to carry out day to day activities.

69

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDThe achievement of the goals proposed in the National Care Plan
2016-2020 demand constant articulation, one without precedents,
among the different organisms that are part of the Care System.
This institutional consolidation has allowed to speed up significantly theco-executed services and strengthen this public policy that is here tostay. We are building the fourth pillar in the Uruguayan welfare regime
and we are developing a deep transformation by creating the conditions
to face the challenges related on one side to the necessity to increase
the fertility rates, and on the other side, to improve the quality of life
within the framework of a life expectancy that keeps growing.
Children need access to quality care services at their very first stages
to successfully complete within the educational system. Therefore,
the path to productivity of a 2050 society starts in the early childhoodcare policies. As long as we create quality child care services, women
will be able to free the time they dedicate today to care to incorporate
themselves into the work force.
2018 will be the year the services of the SNIC take off and to move
forward in the face of structural challenges, not only due to the
expansion of services and their coverage, but also for the improved
quality of the entire offer (new and existent, public and private).

70Children need accessto quality care services
at their very firststages to successfullycomplete within the
educational system.

How to Accelerate Women’s Economic Empowerement | Uruguay

HOW WE CREATED IMPACT
In 2017 the first Care Community House (CCC Spanish acronym)
continued its work, testing the selection and training mechanisms
for caregivers. In 2018 the inauguration of 15 CCC homes and 10
community collective spaces is being planned.
In addition, in 2018 the opening of a new service modality in centersrelated to labor is being designed in coordination with unions andcompanies. This service takes reference from the co-responsibility
principle and seeks to adapt the care services to the needs of thelabor market. In 2017, progress was achieved in the endorsement ofagreements and in the approval of an organizational structure of themodel and the arrangement of infrastructure. As such, the opening of
10 centers is planned.
The number of users of the Personal Assistance service has grownconsistently between January and September 2017, from 1,887 to 3,583.
After three months of relative stability, in December 2017, 3,641 people
were reached as beneficiaries of the Personal Assistance. The Phone
Assistance service already has 286 users and 332 prospective users.
Since the creation of the SNIC around 3,700 positions were created
to increase the effective coverage within the framework of the
System. In case of early childhood services, it is believed that 1,400
positions will be created, while 2,250 positions will be created fromthe widening of the Personal Assistants programme.

71

HeForShe | Emerging Solutions for Gender Equality 2018

OUR ROAD TO 2020
The National Comprehensive Care System, understood as the new pillarof the social protection matrix, required the construction of a legal,
institutional and social baseline that provides long term sustainability.
As a HeForShe Champion, we are proud of the progress made to datehowever our journey ahead remains. The first step was the passing ofBill 19.353 on 27 November 2015, that creates the National Integrated
System of Care, sets its structure, establishes objectives, principles
and a subjective scope of application.
The presidential decree 445/0163 of 29 December sets thegeneral purpose of the National Board for Care, as well as its role,organizational structure, technical autonomy, presidency andproceedings. It also regulates its set up and follow up of its resolutions.
Likewise, the resolution of the Ministers Council number 71/017
was approved on 31 January 2017, approving the Board’s internal
regulations. Along with the regulation of the National Care Board, thegoals and competencies of the Care Secretariat were established(decree 455/0164 of 29 December 2016). The bill that creates the SNIC
establishes the Care Advisory Committee as an advisor organism of the
National Care Secretariat. Their commitments, functions, delegatesand elective mechanisms were ruled by the decree 444/0165 of 29
December 2016).
The above-mentioned decree establishes that the committee is
integrated by 16 delegates distributed the following: 4 SCO delegates
related to care, 4 Academy delegates, 4 labor union delegates and 4delegates of private entities that provide care services.

72

How to Accelerate Women’s Economic Empowerement | Danone

THEMATIC CHAMPIONDANONE
Parity Data

OverallCompany

30%

30%

70%

70%

2017

2016
+1%

Top Six
Per Cent

45%

44%

55%

56%

2017

2016
0%

Board *

“Supporting women rights
and gender equality is a
widely proven recipe formore sustainable growthand inclusive prosperity. As
HeForShe Thematic Champion,
I am committed to fostering
a diverse and inclusivecompany, where equal
representation and opportunity
is a reality.”0%- Emmanuel Faber,
Chairman & CEO of Danone

44%

44%

56%

56%

2017

2016

New Hires

-2%
37%

39%

63%

61%

2017

2016

* Board of Directors as
mentioned in our
Registration Document:
https://www.danone.com/
investor-relations/governance/board-of-directors.html

73

HeForShe | Emerging Solutions for Gender Equality 2018

ABOUT US
Dedicated to bringing health through food to as many people aspossible, Danone is a leading global food and beverage company built
on four businesses: Essential Dairy and Plant-Based Products, Waters,
Early Life Nutrition and Advanced Medical Nutrition. With products soldin over 120 markets, we aim to inspire healthier and more sustainableeating and drinking practices, in line with our vision – Danone, One
Planet. One Health.

Parental leave provisions
directly impact family
life and welfare, women’s
participation in thelabor market, andgender norms.

OUR HeForShe COMMITMENT
Parental leave provisions directly impact family life and welfare,
women’s participation in the labor market, and gender norms. Where
they are progressive, they can directly promote gender equality,
especially when both women and men are permitted and encouraged
to take parental leave. Danone has set forth a bold ambition to
become one of the leading parent-friendly companies in the world,
through the implementation of a global gender-neutral paid parental
leave policy for all employees. As an inaugural HeForShe ThematicChampion for paid parental leave, the company will pilot innovative
approaches to support parents during the first 1,000 days – from thestart of a pregnancy to the baby’s second year of life - with pre-natal
support, extended parental leave and post-natal commitments.
Danone’s 18 week’s gender-neutral paid parental leave policy will
extend to adoptive parents and will be gradually implemented andcustomized by local teams to best address local needs.

Emmanuel Faber,
Chairman & CEO of Danone

74How to Accelerate Women’s Economic Empowerement | Danone

OUR HeForShe CLICK MOMENT
Alejandro Pinillos, General Manager Bonafont(Danone subsidiary in Mexico)
Why do you think gender equality is important within the workplace?
We are convinced that gender equality is a key factor to ignite
creativity, innovation and, therefore, to enhance the sustainablegrowth of our business. Research proves that companies which
promote diversity and inclusion through policies and practices, aswell as those with a higher percentage of women in their boards,
experience higher financial performance (McKinsey, 2015).
In your opinion, how can the Global Parental Policy contributeto gender equality?
We believe it is important to offer equal opportunities for women andmen in all fields of the economy and all job levels. Our policy provides
extended paid parental leave for primary and secondary caregivers,
along with lactation rooms, counselling during pregnancies, returnto-work programs, flexible working schemes… This will emphasize theequity between males and females at our workplace and thus helptransform our company. Mexico will fully implement this policy by 2020.

75

HeForShe | Emerging Solutions for Gender Equality 2018

HeForShe AS A CATALYSTIn 2017, we started to implement our Inclusive Diversity roadmap,
which focuses on delivering three global priorities by 2020: Inclusive
Behaviors, Gender Balance and Culture & Nationality. HeForShe wasone of the key catalysts of the Inclusive Diversity roadmap, especiallyin helping to enhance our ambition on gender balance. The partnershiphas enabled us to gain momentum on Inclusive Diversity both internallyand externally, and to create traction for our global Inclusive Diversity
strategy as well as local actions.

OUR ROAD TO 2020
Globally, we have made progress in delivering our 3 Inclusive
Diversity priorities. For example, our gender-neutral paid parental
leave has so far been implemented in Australia, New Zealand, Italy,
Singapore, Egypt, UK, Turkey, Netherlands and Belgium. All Danone
countries will implement the full policy by 2020.
Moreover, women’s representation at Executive level (Top 200)
has increased from 21 per cent in 2015 to 25 per cent in 2017, while
women’s representation at Director level (Top 2%) has increased from
34 per cent in 2015 to 39 per cent in 2017. By 2020, we want to have
30 per cent women at Executive level and 42 per cent at Director
level. Building an action plan to achieve this ambition is a key part of
our Inclusive Diversity roadmap.
As a HeForShe Champion, we aim to create a working environment
where our different views, perspectives and uniqueness areembraced. Each of our employees must feel valued and empowered,and we strongly believe this will transform the way we work,
delivering innovative thinking and, therefore, making our businessgrow. With this approach, we are making sure that our differences will
make the difference.

76

HeForShe was oneof the key catalysts of
the Inclusive Diversity
roadmap, especially inhelping to achieve
our ambition ongender balance.

How to Accelerate Women’s Economic Empowerement | De Beers Group

THEMATIC CHAMPION

DE BEERS GROUP
Parity Data

- Bruce Cleaver,CEO of De Beers Group

OverallCompany

0%
24%

24%

76%

76%

2017

2016

Top Six
Per Cent *

+3%
20%

17%

80%

83%

2017

2016

Board

0%
0%

0%

100%

100%

2017

2016

+16%
New Hires **“Standing with women andgirls is a responsibility
and a privilege. As a
HeForShe Champion I am
committed to harnessing
the diversity of thought,
skills and experience thatare required to realize
De Beers Group’s fullpotential, by accelerating
the representation of women
within our organization, as
well as supporting women andgirls in the communities inwhich we operate.”

38%

22%

62%

78%

2017

2016

* This refers to our seniorleadership figures which arereported as Bands 5 plus
(i.e. CEO-3)** This includes promotions aswell as appointments at seniorleadership level (CEO-3)

77

HeForShe | Emerging Solutions for Gender Equality 2018

ABOUT USAt De Beers our aim
is to create a culture
in which everyone feels
supported to contributeand able to achieve theirfull potential.

De Beers Group is a member of the Anglo-American plc group.
Established in 1888, De Beers Group is the world’s leading diamondcompany with expertise in the exploration, mining and marketing of
diamonds. Together with its joint venture partners, De Beers Group
employs more than 20,000 people across the diamond pipeline
and is the world’s largest diamond producer by value, with mining
operations in Botswana, Canada, Namibia and South Africa. As part ofthe company’s operating philosophy, the people of De Beers Groupare committed to ‘Building Forever’ by making a lasting contribution to
the communities in which they live and work, and transforming natural
resources into shared national wealth.

OUR HeForShe COMMITMENT
We have committed to accelerate the advancement of women across
our organization, in our diamond producing countries and through ourmarketing campaigns.
Bruce Cleaver,CEO of De Beers GroupWe will achieve parity in the appointment of women and men into seniorleadership by 2020. To achieve parity, we are implementing a holistic
Group-wide approach from mining to retail, to attract, develop andretain female talent. This includes tailored action plans in each area ofthe business combined with a Group-led review of talent development
processes through a gender lens, as well as visible senior leadershipand performance oversight.
We are investing in women in the countries in which we mine. To
date we have launched two new programs; firstly promoting STEM
subjects by sponsoring science summer camps and STEM university
scholarships for young women in Canada, and secondly a capacity
building program to support women micro-entrepreneurs in Botswana,
Namibia and South Africa.
We are also promoting gender equality through our marketing, which will
be supported by the creation of gender-sensitive marketing guidelines
and training to ensure that our campaigns live up to our commitment ofbeing a positive force for gender equality.

78How to Accelerate Women’s Economic Empowerement | De Beers GroupOUR HeForShe CLICK MOMENT
Albert Milton, General Manager of Jwaneng Mine at Debswana (a50:50 joint venture between De Beers Group and Botswana).
Jwaneng is the world’s highest value diamond mine.

Making an external
HeForShe commitment
holds us to account.

Can you describe a ‘click’ moment, when you registered theimportance of gender equality?
It was in 2014, when Jwaneng Mine tonnage was at its peak and there
was a dire need for highly skilled personnel. I deployed two women to
drilling and blasting and loading and hauling which traditionally in themining industry are manned by males. They were supervising morethan 500 people, mostly men. While I knew they would deliver, it nevercrossed my mind that the mine’s cost per ton would drop far below
what it was in the previous year. Safety also started to improve andemployee relations, especially in their work areas, gained the highest
levels. This was a click moment for me, showing that gender equality
and high performance are strongly linked together.
Have you made any changes to the way you work as a result of thisclick moment?
I have made a commitment to increase female employee participationin key decision making and technical roles by steadily increasing thenumber of women in leadership and managerial roles. During the last
few years, we have seen a continuous increase in women occupying
key strategic roles at Jwaneng Mine.
What would you say to other men in the organization
around gender equality?
As part of De Beers Group’s commitment, the Debswana Executive
Committee is in the process of setting stretch targets for women tohave ascended to leadership roles – ownership for this needs to becascaded down to operational level. Lastly, I would say: give women achance to define their space and look forward to breathtaking results!

79

HeForShe | Emerging Solutions for Gender Equality 2018

HeForShe AS A CATALYSTPartnering with UN Women has led to greater alignment between ourinternal programmes, our community programmes and our marketing,by uniting around a common goal. Making an external HeForShecommitment holds us to account. Flexible working is an area where
we are having to be innovative in our approach. With operations
spanning remote parts of the globe, our businesses are having to think
more creatively. Solutions have included reviewing shift patterns andincreasing charter flight options to enable more regular and flexible
travel. Improved communication technologies at the operations arealso being explored to make it easier to stay in touch with family or work
remotely and still engage with colleagues.

OUR ROAD TO 2020
At De Beers Group our aim is to create a culture in which everyone
feels supported to contribute and able to achieve their full potential.
Our HeForShe commitment supports and further enables us to build
an environment that celebrates, values and encourages diversity. In
2018 our key focus areas are engaging our employees around theimportance of inclusion and diversity, equipping our managers to build
inclusion and diversity into all aspects of people management, andenabling cultural change including flexible working, harassment andbullying and parental leave.

80How to Accelerate Women’s Economic Empowerement | Electronic Arts

CORPORATE IMPACT CHAMPION

ELECTRONIC ARTS

WHY LEADING IN THE
REPRESENTATION OF WOMENIN GAMES IS IMPORTANT TO US
With the global gaming audience expanding beyond 2.5 billion people
playing across more devices than ever before, our broad portfolio ofgames — in genres ranging from strategy, to racing, to sports, andmore — aim to inspire and delight players across diverse interests,of all ages, and in every country in the world. And with women now
representing almost half of the global gaming community, it has neverbeen more important to drive strong gender representation in games.

HOW WE CREATED CHANGE
We are proud to say that we are a leader in pioneering diversity inthe gaming industry. We believe games are an art form, and so wecreate games that inspire everyone — woman or man — to play. This
has always been a core part of our DNA, and we have the opportunity
to lead in service of all our players and the values we believe as a
HeForShe Champion.
From Bioware stories that enable players to be strong female heroinesand to choose whomever they wish to love, regardless of gender, to
The Sims that gives players the opportunity to pick the nuances of
their visual identity, such as skin tone and hair type, we consistently
strive for inclusivity in our games. Championing diversity has also
inspired us to create heroes like Faith in Mirror’s Edge franchise, andto share the story of the Russian Women’s Battalion in Battlefield 1.
And, we are proud that we were the first gaming company to include
female players in soccer and NBA titles. Last year, we brought the full
Women’s NBA team and league roster into our game, the first time invideo game history and in the upcoming FY19 launch, players now will
be able to create their own playable female characters.

81

HeForShe | Emerging Solutions for Gender Equality 2018

OUR TRANSFORMATIONIn our FY19 portfolio lineup, all of our games will include a prominent
female character. NBA LIVE incorporates the full WNBA roster, and in
its FY19 launch, it will now offer the ability to create female players.
Battlefield V will proudly feature women who represent the untold
stories of WWII, upholding our commitment to inclusion with the#everyonesbattlefield social media movement. Additionally, the story
mode Longshot in NFL Madden 19 features social media and Netflix star
Joey King, who is a favorite star among young women around the world.
Our values of inclusion and diversity extend beyond the content
of our games and reach into the culture within our workforce andworkplaces. Our Employee Resource Groups (ERGs), foster aculture of inclusion and belonging around the globe and ensure that
employees and allies have the ability to express unique perspectives
and viewpoints on issues ranging from company culture to businessstrategy. These ERGs have provided input on critical creative andbusiness decisions including accessibility UX and testing, story
narrative review in Madden Longshot, and the global diversity
assessment framework in the creation of Sims and FIFA. We are alsoproud that we have strong women leading the company in strategicroles. Laura Miele, recently stepped into the role of Chief Studios
Officer to lead EA’s Worldwide Studios with a strong slate of global
studios Group General Managers — 40% of which are women.
And Mala Singh, our Chief People Officer, drives a global people
experience for our nearly 10,000 employees. Each of these elements
contributes to our dedication to increase the representation of
women in gaming.

82

How to Accelerate Women’s Economic Empowerement | Electronic Arts

WHAT WE LEARNEDOur diversity and inclusion journey is a path on which we arecontinuously learning, improving and adapting. In 2014, we introduced
female fighters into the EA Sports UFC roster for the first time. Whilethe inclusion of women as playable characters was positively received,
we heard from players that the in-game appearances of specificfemale fighters lost the element of femininity. One of the female
fighters portrayed in the game expressed the hope that her likeness in
the game could strike the balance of physical power and beauty. While
we pride ourselves on the realism of our games, we realized that noone working on the project at that time had ever applied makeup nor
could incorporate subtle feminine contours to a fighter in the game.
This illustrated why it is absolutely a business imperative to ensure ourteams include individuals of diverse backgrounds and perspective.

Equality is foundational
to the culture and valuesof Electronic Arts, andwe must champion it as aforce for global change.
Nearly half of the 2.5
billion people aroundthe world playing games
today are women, giving
interactive entertainmenta unique position to leadin the genderequality movement.

As a result of these learnings, we have continued to improve inclusionand diversity in our creative process, in our investments in technology,
and in our development teams. The 2018 EA Sports UFC 3 launchfeatured not only the full roster for featherweight and bantamweightfemale fighters but exhibited dramatically improved realism. As atestament to our commitment to continuing to improve the creative
accuracy for in-game representation, we developed a technology
called Real Player Motion — and for the first-time incorporated
captured data from actual women fighters on the UFC roster to ensure
the most realistic and seamless in-game representation.

Andrew Wilson,
CEO of Electronic Arts83

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED IMPACT
With every action, we impact millions of players — and we take this
responsibility very seriously. Inclusion is central to our creative
process and our belief that games are for everyone. In our upcoming
FY19 launch line up, we will have strong female representation in allof our games. Specific to Battlefield V, we incorporated women as
prominent and playable characters and chose to have the key coverart depict a female soldier. The cover art and inclusion of womenin the game sparked a contested social dialogue, with a significant
population voicing criticism. Instead of conceding to dissent, we
defended the decision to not only include but prominently feature
women in the game, and mobilized a social media movement#everyonesbattlefield. Women played a critical role in WWII, andhaving their contributions represented in the game ensures thatour players could play as a character that they could customize andidentify with.
This was a moment that represented the ability of games to drive
cultural and social impact. With #everyonesbattlefield trending
in social media, we created a distinct moment within the gaming
community to stand up for diversity and inclusion in interactive
entertainment. While social acceptance may lag behind ourmomentum to innovate, we must lead in service of our players andstand for our beliefs and commitments to foster inclusion and diversity.

OUR ROAD TO 2020
We believe that games help players achieve their potential andmore, but only by first empowering players to express their authentic
selves within games. That is why supporting diversity in interactive
entertainment is so important—and what brings us to our dedication
to our role as a HeForShe Champion and beyond. We are proudlycommitted to inclusive gender representation and other diverse
representation that mirrors our player community in our games. We willcontinue to cultivate a safe and inclusive culture in our communities atwork and at play. And we will continue to champion our values and leadin the service of all of our players from all backgrounds.

84How to Accelerate Women’s Economic Empowerement | Exelon Corporation

THEMATIC CHAMPIONEXELON CORPORATION
Parity Data

- Christopher M. Crane,
President & CEO of
Exelon Corporation+3%

OverallCompany

25%

22%

75%

78%

2017

2016

Top Six
Per Cent *

+3%
26%

23%

74%

77%

2017

2016
0%

23%

Board

“To be engaged in HeForSheand make a public commitment
is not only a sign to ourcurrent and future employees
and customers, it’s a sign toother corporations that theyneed to step up.”

23%

77%

77%

2017

2016

New Hires

-3%
26%

29%

74%

71%

2017

2016

* E09 Positions

Christopher M. Crane, President &CEO of Exelon Corporation

85

HeForShe | Emerging Solutions for Gender Equality 2018

ABOUT US
Working with UN Women’s
HeForShe team, Exelon has
developed a programme toinvest in STEM education
for young women.

Exelon is a FORTUNE 100 company working in every stage of theenergy business: power generation, competitive energy sales,transmission and delivery. As the nation’s leading competitiveenergy provider, Exelon does business in 48 states, Washington,
D.C. and Canada. Our 2017 revenues were $33.5 billion. We employ
approximately 34,000 people nationwide.

OUR HeForShe COMMITMENT
We want to foster an environment where the best and the brightest,
as well as future generations – both girls and boys - feel empowered
to pursue careers with limitless opportunity.
By 2020, Exelon will reduce the voluntary exit of women in theorganization – at all professional levels – to achieve gender parity inthis metric. We believe it’s time for all American employers to do thesame and we look forward to being on the forefront of driving thischange. Because our retention rates are significantly higher for men
than they are for women, it is more than just making a commitment or
becoming a HeForShe champion; improving retention will take hard
work. It will require formal, tracked goals and strategies that targetchanges to our policies and culture. But this is not new to us. At
Exelon, we’re always creating new initiatives and enhancing existing
practices to strengthen our culture of diversity and inclusion.

86How to Accelerate Women’s Economic Empowerement | Exelon Corporation

OUR HeForShe CLICK MOMENTWhen did you realize the goals of HeForShe were important?
I know in my own life, as I see my wife who operates a successful
business, my daughter, who’s a recent law school graduate – thechallenges that they have faced in their career are very different fromthe challenges that my son and I have faced. It’s just a fact of life.
At the same time, the business imperative to doing this is enormous.
We’re in intense competition for ideas and for different approaches.
We need the resources of every point of view that we can possibly
bring to bear to address our challenges effectively and serve ourcustomers in the best way.
What will change at Exelon because of your commitments to HeForShe?
Because this is such a challenging and complicated problem, we
can’t leave this work to diversity groups or committees and targetedgroups. We must all be a part of this. Day-to-day ground-level workto effectuate cultural change is critical. We need to ask, How do wehave conversations? What do we do to develop people? What do we
do to create mentorships? What are the things we do from the minute
we walk in the office to the minute we go to sleep that are consistent
with the principles that we’re saying we’re going to embrace?
Bill Von Hoene, Senior Executive Vice President and Chief Strategy
Officer Exelon Corporation.

87

HeForShe | Emerging Solutions for Gender Equality 2018

HeForShe AS A CATALYST
Women represent less than a quarter of all college STEM graduatesin the US. Exelon has a long-standing commitment to support
diversity in STEM fields through myriad programs. Working with UN
Women’s HeForShe team, Exelon developed a new programme toinvest in STEM education for young women. The total investment is$1 million per year for three years, with $300,000 dedicated annually
to UN Women to fund a STEM awareness programme. The remaining$700,000 will fund a partnership between Exelon and UN Women
to create the STEM Innovation and Leadership Academy for young
women. The Academy is a week-long, overnight STEM leadershipprogram where selected junior and senior high school girls willlearn about STEM in fun, interactive ways, including field trips toour company sites and partners, keynote speakers and panels withfemale leaders, leadership development training and an energy
challenge, which could result in college scholarships. This programme
was launched in Chicago and Washington, D.C. in 2018, and will be
expanded to other Exelon regions in subsequent years. The ongoingnature of the programme will help Exelon develop relationships withstudents from high school through college, and enable them to apply
for college internships and potential work at Exelon.

OUR ROAD TO 2020
The energy challenges of the future are big. To rise to meet them – andto lead – we must recruit, retain and enable the best minds available,
regardless of gender or background. At the same time, our workforce
needs to reflect the diversity of our 10 million electricity consumers andthe 6 utility jurisdictions and the communities in the major metropolitan
areas we serve. Our path to achieve these goals is twofold. First, a focus
on encouraging and supporting girls and women in their pursuit of STEM
careers. Second, we are committed to understand why women leave ourorganization at a higher rate than men and implement policies and fostera culture that supports the success of all of our employees. Ultimately,
our aspiration at Exelon is to cultivate communities inside and outsideof our organization that empower, energize and create opportunities for
women and men alike.

88

By 2020, Exelon will
reduce the voluntary
exit of women in theorganization – at all
professional levels – toachieve gender parity
in this metric.

How to Accelerate Women’s Economic Empowerement | Koç Holding

CORPORATE IMPACT CHAMPION

KOÇ HOLDING
Parity Data

At Koç Group, we aim to mainstream gender equality in all areas of ourbusiness. Our experience shows that unconscious biases constitutethe single most important challenge. In Turkey, we have 91 of the
50 most valuable brands and 10 market leader companies2 in our
portfolio. Therefore, we have significant potential to lead by example
and to create a ripple effect for gender equality by working together
with diverse stakeholders.

+2%OverallCompany

27%

25%

73%

73%

75%

2017

2016

Baseline

29%

29%

30%

71%

71%

70%

2017

2016

Baseline+15%

HOW WE CREATED CHANGE
Board

22%

22%

7%

78%

78%

93%

2017

2016

Baseline+1%
New Hires

Brand marketing and communications practices typically categorize
consumers into clusters, which often leads to the use of clichés andstereotypes in the messages created. Our vision is to mainstream
gender sensitive marketing communications internally, as well as
mobilizing Turkish business and other stakeholders to shift gendernorms in their own mass communications. We took a two-phased
approach: first, we introduced diversity and inclusion filters to thedevelopment of marketing and communication materials by brandteams and their agencies and second: we extended this approach toTV series by reaching out to producers, broadcasters, directors, script
writers, actors and advertisers.

27%

-1%

Top Six
Per Cent

WHY ELIMINATING GENDER
BIAS IN COMMUNICATIONSIS IMPORTANT TO US

27%

27%

26%

73%

73%

74%

2017

2016

Baseline

1 http://brandirectory.com/league_tables/table/turkey-100-2017
2 Koç Holding Annual Report 2017, pg 5 (https://www.koc.com.tr/en-us/investor-relations/financial-statements-and-statistics/Annual%20Reports/Ko%C3%A7%20Holding%202017%20
Annual%20Report.pdf)

89

HeForShe | Emerging Solutions for Gender Equality 2018

OUR TRANSFORMATION
The first step was to develop our Guide to Gender Equality in
Communications. The guide offers principles, a methodology anda checklist. The methodology was adapted from the 4R method
developed by the Swedish Gender Mainstreaming Support
Committee which is founded by our fellow IMPACT Champions at theSwedish Government.
Decisions are made at several stages of communications campaigns
by multiple individuals, and in this complex environment, a guide
was simply not enough to develop the right approach across theteams. We, therefore, ran interactive workshops alongside to initiatequestioning and find solutions for eliminating gender-based biases
in communications. Sponsored by executive leadership, the guideand the workshops were equally disseminated to the agencies thatour various companies work with. The guide was also embraced by
the Turkish Industry and Business Association (TUSIAD), Turkey’s
top business organization.
All the major sector associations, including the Advertisers
Association, Advertising Foundation, Association of Communications
Consulting Companies, Public Relations Association of Turkey and
Association of Corporate Communicators, became dissemination
partners for the guide. These organizations now circulate the guide
among their members and implement the workshops for their teams
and stakeholders. For International Women’s Day, we created a video
campaign with the slogan “Gender roles have already changed; why
not change what we watch on TV?”90

We have significant
potential to lead byexample and to create aripple effect.

How to Accelerate Women’s Economic Empowerement | Koç Holding

WHAT WE LEARNEDAs we decided to extend this approach to TV series, we quickly
learned that industry professionals did not have a common
understanding of the extent of the problem. Therefore the first step
was to create a baseline representing the current situation andinitiate research into the portrayal of gender roles and stereotypes in
popular Turkish TV shows. According to the research we found that:
•

•

•

•

Overcoming stereotyped
marketing and creatinga system change in masscommunication tools
requires an alteration in
the culture and the way
teams operate.

“Having characteristics of a stereotypical woman” is widely used
to insult and humiliate female characters – even by women, with
62 per cent of characters portrayed in this way.
64 per cent of shy characters are portrayed by women while
69 per cent of vulgar characters and 62 per cent of aggressive
characters are male.
The majority of scenes (73 per cent) involving tears and griefbelong to female characters whereas 79 per cent of violent
scenes are played by male characters.
Visibility of working women is limited. Female characters do 92 percent of the household chores shown whereas business- and workrelated matters belong to male characters 82 per cent of the time.

The research results and the workshop we ran to have an in-depth
discussion on the roles and responsibilities of the contributors led
to the creation of the Gender Equality Principles in TV Series and its
adoption by a broad range of industry groups.
The Principles include promoting diversity in characters, rejecting
stereotypes, reflecting different roles and responsibilities in abalanced way, standing against the normalization of violence,
adopting a gender-mainstreamed discourse, and increasing thevisibility of different role models.

Ömer M. Koç,
Chairman of Koç Holding91

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED IMPACT
Communications and marketing professionals from eight Koç Group
companies and 30 advertising/PR agencies attended our Gender
Equality in Communications Workshops. In total, around 200 creative
directors and marketing professionals participated at the Workshops.
As a result:•••

The Advertisers Association set up a Gender Equality Committee
aiming to self-regulate, monitor and award gender-equal advertising;
The Advertising Foundation and The Advertisers Association
initiated a longitudinal research to identify how genderstereotypes are portrayed in the award-winning commercials ofEffie Turkey contest in the last 10 years.
The Actors’ Union of Turkey and Screenwriters Association alsobegan dispersing gender equality trainings among their members.

OUR ROAD TO 2020
Overcoming stereotyped marketing and creating a system change
in mass communication tools requires an alteration in the culture
and the way teams operate. This is not an easy transformation but acontinuous evolution. We are therefore now analyzing the needs ofour teams and designing a monitoring mechanism to help.
This mechanism will evaluate the teams’ gender-sensitive
communications skills and provide gender auditing for masscommunications materials. This will provide us with a platform tocontinue the dialogue with the teams, to reward best practices andto better understand their challenges during briefing, production andpost-production stages.

92How to Accelerate Women’s Economic Empowerement | Vodafone

CORPORATE IMPACT CHAMPION

VODAFONE
Parity Data

These positive impacts demonstrate why women’s empowerment
sits at the core of Vodafone’s strategy. We adopted Women’s
Empowerment as one of our three HeForShe IMPACT Commitments in2015. In 2016 we announced the bold ambition to connect 50 million
more women by 2025.

OverallCompany

38%

37%

36%

62%

63%

64%

2017

2016

Baseline+3%
Top Six
Per Cent *Vodafone recognises that mobile technology can transform people’s
lives and improve economic development. Our 2014 Connected
Women report1 explored the impact of increasing women’s mobile
access. Modelling existing services (including education, health,safety and work) it showed we could benefit 8.7 million more womenby 2020 with an estimated economic benefit of $28.9 billion acrossour markets.

+2%

29%

27%

26%

71%

73%

74%

2017

2016

Baseline

+6%

Board

WHY EXPANDING ACCESS TO MOBILE
FOR WOMEN IS IMPORTANT TO US

1 https://www.vodafone.com/content/dam/connectedwomen/pdf/VF_WomensReport_V12%20
Final.pdf

33%

25%

27%

67%

75%

73%

2017

2016

Baseline

New Hires

+4%
39%

36%

35%

61%

64%

65%

2017

2016

Baseline* Top 6% at Vodafone

Our goal is to connect
50 MM more womenby 2025.

93

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED CHANGE
Vodafone recognisesthat mobile technology
has the potential totransform people’s lives
and create significant
opportunities to improve
economic development andindividual wellbeing.

During 2015/16, the gender mix of our customer base in our ten
emerging markets 2 was overall just 33 per cent female, with anestimated 100 million female customers. We aimed to increase
women subscriber numbers by 8 per cent in markets with fewer than
30 per cent female subscribers. For markets with less than 40% we
set a target increase of 5 per cent; for those with less than 45 percent an increase of 2 per cent; and for those with less than 50 per
cent, an increase of 1 per cent.
We learned from and built upon existing Vodafone products andservices designed specifically for women. These included products
such as: Women First, an online marketplace that allowed female
artisans to reach a much wider customer base, and Easy Rescue,
an app to privately and safely seek help if suffering from domestic
violence. We also established women as a priority customer
segment in these markets via CEO commitment.

OUR TRANSFORMATION
Our strategy was built by Group Sustainable Business and Group
Marketing creating the vision, targets and roadmap. Our AMAP3
Regional CEO sponsored the programme and received personalcommitments from each of the 10 market CEOs to own a share of the
50m by 2025 target and to pursue the gender mix increase.

Vittorio Colao,
CEO of Vodafone

We identified the existing Women Acceleration Unit (AU), a regional
best practice sharing group of marketing leaders, as the ultimate
owner and driver of the target and challenged them to design thestrategy of how to achieve it. The AU meets monthly to share plans,
results, best practices and learnings. An annual face-to-face event
sets strategy for the coming year based on current performance andmarket dynamics. Each market commits its own resources to the
AU and resulting marketing activities. Vodafone Group commits 25
per cent of one FTE’s time to sponsor the AU and work with external
stakeholders as required.
2 India, Egypt, Turkey, South Africa, Kenya, Ghana, Mozambique, Tanzania, Qatar and DRC
3 Africa, Middle East, Asia Pacific94How to Accelerate Women’s Economic Empowerement | Vodafone

WHAT WE LEARNED
Consumer propositions that have delivered the most success interms of the two key metrics (increase female subscribers andincrease gender mix) and overall commercial results are centeredaround products and services that:•••

increase safety and security
improve health and wellbeing
deliver economic inclusion for women.

The Women’s Segment AU have therefore built their blueprint
around these three innovation pillars.
Serpil Timuray, Group Chief Commercial Operations & Strategy
Officer on her key learnings:“Developing propositions within our normal commercial and marketing
frameworks, and the rigor and governance that goes along with them,has been a key success factor for us. By focusing on the commercial
opportunity and results, as well as the social impact the 50m program
has become a visible part of our long term commercial strategy and nota side project. In our ten participating markets the owner of the 50m
target is the consumer marketing team who develop all of our products
and services. Their achievements have been contagious and we now
have other markets asking for their guidance and best practices.
A second key learning for us has been to be open to and actively
seeking partnerships with other organisations to help us reach ourgoals whether that’s agencies, developers, NGO’s, or brands fromother industries like banking or FMCG. Several of our markets work
closely with GSMA as well, as Connected Women Commitment
Partners, leveraging their global expertise and research resources toimprove our products and services and in return sharing our learnings
with them.”

95

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED IMPACT
By focusing on thecommercial opportunity
and results, as well as
the social impact the
50m program has become avisible part of our longterm commercial strategy
and not a side project.

As of the end of FY17/18 we have added almost 13.5 million women
to our customer base across the 10 markets. This puts us ahead oftarget by 6% two years into the program.
One such example of the impact created is in South Africa.
Vodacom’s Siyakha (‘We are building’) is a mobile plan that makes
mobile access affordable for many people in poverty. Customers
who sign up to the Siyakha plan gain access to websites and SMS
information related to education and job seeking and health.
This year, Siyakha services were expanded to include a number of
new features, including a mobile solution for pregnant women andnew mothers called Mum & Baby. This new service provides freehealth information, including videos and cartoon strips that are usefulat different stages of pregnancy and continue right through the first
five years of a child’s life. In its first four months, carefully segmented
marketing resulted in Mum & Baby touching almost 500,000 women’sand children’s lives. Today over 1.2m women are using the product. In
just one year, the Siyakha plan has reached 7.5 million people.

OUR ROAD TO 2020
We are ahead of our own target to connect 50m more womenby 2025. However, maintaining this conversion rate requires us
to constantly refresh products, expand reach and develop new
propositions. This in turn requires us to listen to our female customers
and the wider marketplace. We will continue to report against
quarterly performance indicators to ensure we are tracking well andmake adjustments if markets are falling behind.
As a HeForShe Champion, in the future alongside our continued
commitment to bring new innovations to market under the threestrategic pillars mentioned above we plan to carry out analysis andimpact assessments on the live propositions to better understandtheir social impact and where we can adapt and export themto new markets.

96How to Accelerate Women’s Economic Empowerement | Georgetown University

UNIVERSITY IMPACT CHAMPIONGEORGETOWN UNIVERSITY
Parity Data

SeniorLeadership

26%

26%

67%

74%

74%

2017

2016

Baseline

TenuredProfessors

36%

36%

36%

64%

64%

64%

2017

2016

Baseline+2%
45%

Full-Time
Faculty

The launch of the Georgetown Women’s Alliance (GWA) in 2015 was
led by senior women leaders and funded by our male Chief Operating
Officer. Our commitment to funding this group demonstrates ourcommitment to gender equity, our desire to support the aspirationsof the working women of Georgetown to build a professional careerat the University, and our aspiration to create a pipeline and career
ladder for women in senior leadership, staff and faculty positions.

33%

0%

44%

43%

55%

56%

57%

2017

2016

Baseline+2%53%

Graduate

Empirical research has shown the importance of women as rolemodels not only as faculty in the classroom, but also in administrative,
technical and senior leadership positions at the University.

+7%

Undergraduate

WHY CREATING A CULTURE
WHERE WOMEN CAN THRIVE
IS IMPORTANT TO US

53%

51%

47%

47%

49%

2017

2016

Baseline

+1%
56%

56%

55%

44%

44%

45%

2017

2016

Baseline

97

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED CHANGE
The mission of the Georgetown Women’s Alliance’s (GWA) is tobring together people who share a commitment to fostering anenvironment where women in the Georgetown community canlearn, grow and thrive. This institutional change is reflected in thevoices of women promoting their empowerment in many tangible
ways. GWA started with a modest number of about 70 women whogathered to explore what could be done to address their concernsand solidify their contributions to the University. At the launch nearlyfour years ago, members of the University community were asked
to identify needs the GWA could meet. Four major programmatic
ideas emerged, namely networking, skills development, mentorshipand leadership opportunities, and thus the GWA prioritized its workaround those areas.
The GWA’s membership is now over 1500 members who participate
in skills-based offerings in collaboration with many campus
programs, departments and organizations, such as Georgetown
Women in Medicine, Georgetown Women in International Affairs, GU
Women of Color, Women’s and Gender Studies Program, the Center
for New Designs In Learning & Scholarship, the Women’s Center andaround 15 other community partners.

Georgetown
Women’s Alliance
Membership.

98

The mission of the
Georgetown Women’s
Alliance’s (GWA) is tobring together people whoshare a commitment tofostering an environment
where women can learn,
grow and thrive.

How to Accelerate Women’s Economic Empowerement | Georgetown University

OUR TRANSFORMATION
One of the powerful initiatives the GWA offers the community is
the Mentorship Program connecting Georgetown women and men
to help develop the next generation of Georgetown leaders. This
program provides an opportunity for mid-career Georgetown
mentees to receive professional and career development advice
from more senior Georgetown colleagues. The program also affords
mentors an opportunity to hone their leadership skills in a supportive
environment. In 2017-18, there were 47 mentor-mentee matches with
42 participating departments, centers or institutes, representing
a 162% participation increase from the pilot program. While theprogram is inclusive, all mentees to date have identified as female.
Mentors have been predominately female but have included several
male leaders on campus.
This program has succeeded because of the commitment of thementors and mentees, the desire of the mentees to build theircareers and learn from their mentors, as well as their hunger
for connecting and networking with colleagues from across theuniversity. As President John J. DeGioia expressed:“The GWA Mentorship Program has allowed us to deepen ourcommitment to women staff and faculty members, providing
additional resources to enable them to further develop theirtalents and skills and share them with our community. The Program
strengthens our entire University and we look forward to the many
ways it will continue to do so as it grows in the time ahead.”

The GWA will continue
to expand its mentoring
program and hopes
to recruit a higher
percentage ofmale mentors.

WHAT WE LEARNED
Vice President and University Treasurer David Rubenstein was GWA’s
first male mentor and offers the following reflections:“It was two years ago that I volunteered as a mentor. I was surprisedthat I was only one of two men in the program in a group madeup of scores of women. I enjoyed the experience greatly and it
was rewarding to share my perspective with someone else in theorganization as they were navigating their own personal career path.”99

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED IMPACTThe GWA mentoring program completed a successful pilot during the
2016-17 academic year. During the pilot program, 29 mentor/mentee
pairs participated in structured and unstructured conversations. (The
program was originally designed for 15 pairs; however, due to highdemand, we were able to expand to 29 pairs.)
Following completion of the program, participants were sent a
program evaluation that showed 84% of participants saying they met
their goals during the pilot mentorship program, 73% of participants
said their leadership skills improved as a result of the program and
65% said they felt more valued at Georgetown after completing the
program. Anecdotally, participants shared that the program madethem feel supported, made them realize their “worth as an employee
and a person” and increased their “desire to engage with colleagues
at all levels of their professions.”
The 2017-18 mentoring program, which has grown to include 47 pairs,
is ongoing.

OUR ROAD TO 2020
The GWA will continue to expand its mentoring program and hopes torecruit a higher percentage of male mentors.
As a HeForShe Champion, the work of the GWA extends beyond thementoring program and includes, among other activities, a student
fellowship program, a series of book talks by female faculty members,
a grants program for activities advancing the GWA mission, and a
newsletter that aggregates gender-related research and programmingon campus. GWA commits to continue to develop the scale and reachof these initiatives so as to create a community where women at
Georgetown can learn, grow, and thrive.
John J. DeGioia, Presidentof Georgetown University

100How to Accelerate Women’s Economic Empowerement | Nagoya University

UNIVERSITY IMPACT CHAMPIONNAGOYA UNIVERSITY
Parity Data

SeniorLeadership

+1%
12%

12%

11%

88%

88%

89%

2017

2016

Baseline

TenuredProfessors

+1%
15%

15%

14%

85%

85%

86%

2017

2016

Baseline0%
Full-Time
Faculty

17%

18%

17%

83%

82%

83%

2017

2016

Baseline

Undergraduate

Graduate

+1%
30%

30%

29%

70%

70%

71%

2017

2016

Baseline

+2%
31%

30%

29%

69%

70%

71%

2017

2016

Baseline

WHY ESTABLISHING THE CENTERFOR GENDER EQUALITYIS IMPORTANT TO US
In July 2017, our existing Office for Gender Equality was upgraded to
the Center for Gender Equality. In addition, an individual donation
enabled the university to build Gender Research Library holding
over 10,000 books. This step forward was important in many ways.
At Nagoya University, we aim to further develop innovative researchand education on gender equality. In addition, we have pioneered
among Japanese national universities the development of a favorable
environment for supporting the career development and ensuring
the work-life balance among female researchers. Finally, the GenderResearch Library also brings together various disciplines spread
across campus but all working on gender-related research. Not only
does the Center act as a hub for promoting gender equality across ourown campus, but critically across Japan.

HOW WE CREATED CHANGE
The former Office for Gender Equality was established in 2003 andwas the first of its kind to be set up by a Japanese university. Since
then, the Office has played an important role in providing a wide
range of support to female researchers and staff across the campus,
such as running nursery schools and an after-school center forchildren. By leading in this way, we have developed a model for otherJapanese universities to follow.

101

HeForShe | Emerging Solutions for Gender Equality 2018

In the process of promoting gender equality on campus, two major
factors contributed to the upgrading of the Office to the Center for
Gender Equality. First, diverse gender-related activities have led to anincreased awareness of gender equality among faculty members andstaff across campus. Secondly, since becoming a HeForShe IMPACT
Champion in 2015, the Office for Gender Equality has become more
recognized and received significant support and attention from oursenior leadership, which helped create momentum for the upgradingof the Center.

OUR TRANSFORMATION
To strengthen gender research and education in its function, our
new Center has increased its resource, power, and impact. We
created a new faculty position to be staffed at the Center. We also
allocated more financial resources to the Center to support its
activities. The Center runs regularly two daycare centers and afterschool childcare on campus. In addition, the Center has introduced
other initiatives to promote gender equality and women’s
empowerment, such as women-only faculty positions in naturalsciences & engineering, and women’s leadership programs.
This expanded structure of the Center for Gender Equality improved
its capacity to implement projects more effectively and smoothly.
To achieve our goal of closing the gender gap on campus, we havebeen emphasizing greater collaboration with industry, government,
and the community. One example of this is the international seminarorganized titled “What Can We Do for Gender Equality?” in March2018. Representatives of central and local government, as well asfrom the industry collaborated in this symposium, which has led toeven greater momentum across stakeholders to promote genderequality in the Chubu region and across Japan.

102

Not only does theCenter act as a hub for
promoting gender equality
across our own campus,
but critically
across Japan.

How to Accelerate Women’s Economic Empowerement | Nagoya University

WHAT WE LEARNEDThe implementation of the new Center contributes to strengthening
our mission to promote gender equality in various ways. The mostnotable innovation is that the Center makes a greater impact on theuniversity’s policies. Diversity, including gender diversity, has been
given a higher value within the university policies. A university-wide
climate survey on human rights violation and campus safety was
conducted for the first time in 2017 (the reports will be available in2018). This survey aims to investigate the concerns and experiencesof university community members related to sexual assault,
harassment, gender equality, internationalization, disabilities, andcampus safety. The new Center for Gender Equality took a great
initiative in conducting the survey, together with other relevant
centers at the university. Based on this survey, the university will
introduce a diversity mission statement in 2018.
The second notable innovation is the establishment of the ‘Fundfor Gender Equality and Justice.’ This fund aims to increase thepercentage of female researchers and female leaders at theuniversity, to provide financial incentives for schools and centersat the university if they achieve the numerical target for thepercentage of female researchers, hire female faculty members,
promote female faculty members as full professors, and appoint
female faculty members to decision-making positions (e.g., Deans).
As for education, the Center added a new English course on genderequality for undergraduate students. In research, gender-related
workshops and symposiums are scheduled to be held. These
innovative approaches have been possible since the Office for
Gender Equality has been upgraded to the Center.
Seiichi Matsuo,
President of Nagoya University

103

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED IMPACT
Having a dedicatedbuilding with the newly
established GenderResearch Library, theCenter is expected to
become a sustainable basefor enhancing activities
and functions concerning
the promotionof gender equality.

The new Center for Gender Equality is expected to become a hub in
the region, and across Japan, to promote gender-related research andeducational activities in future. As one of Japan’s leading universities,
our students are also expected to play leadership roles in tomorrow’ssociety. The Center for Gender Equality offers a course on genderequality for undergraduate students every year. This course focuseson the importance of career development and work-life balance.
The inclusion of gender-related inputs into our curriculum has led togenerating greater interest in and understanding of gender issues
among our students. This has led to the organic launch of a HeForShe
Student Club. To date, around 50 students-male and female-fromvarious faculties and schools joined the club and meet regularly to study
and discuss gender-related issues. Moreover, they made a video clip,
posters, and other materials to promote gender equality across thestudent community. As mentioned earlier, the Center now offers both
Japanese and English courses on gender equality for undergraduate
students. These courses aim to enhance a student understanding ofgender equality and gender related issues in Japan and global society.

OUR ROAD TO 2020
We are very happy to have a structure and policy in place for genderequality, with the new Center. Having a dedicated building with the
newly established Gender Research Library, the Center is expected
to become a sustainable base for enhancing activities and functions
concerning the promotion of gender equality. By making better useof this Center, we would like to promote more research activities byengaging faculty members who work on gender studies
and external researchers.
However, this Center is still at an early stage of its development.
Our goal is to achieve all three of our HeForShe Commitments, andcritically among these is to achieve 20% women in faculty andleadership/administration positions by 2020. Therefore, the newCenter is expected to play a greater role in taking initiatives andactions to achieve it by 2020.

104How to Accelerate Women’s Economic Empowerement | Sciences Po

UNIVERSITY IMPACT CHAMPIONSCIENCES PO

WHY SUPPORTING PARENTHOOD
AND PATERNITY LEAVEIS IMPORTANT TO US
In 2016, the birth rate in France was the highest in Europe and in 2017,
we noticed that maternity leave uptake at Sciences Po increased
from 37% to 49%. Based on this data and the legal environment
in France, as part of our gender equality policy and HeForShe
Commitments, we took the decision to engage in a pro-active plan tobetter support parenthood, raise greater awareness around genderequality and empower men as fathers so that they start considering
more positively paternity and parental leaves.

HOW WE CREATED CHANGE
Our first step, indicating our commitment at the highest level to thismessage, was to have the President himself announce the roadmap
in an editorial of our monthly Gender Equality Newsletter disseminatedto all our staff, academic and student communities. A key factor
that contributed towards our ability to deliver a clear and fact-based
message was our annual report on comparative gender issues thatdetails the numbers of maternity, paternity, birth and parental leaves
taken across our community. For example, not all men were taking thebirth leave of 3 days provided and only 12% of parental leaves weretaken by men. In this way, we focused our strategy on awarenesscampaigns on the one side and the education of specific frameworks
and agreements on the other side.

A key factor that
contributed towards
our ability to delivera clear and fact-based
message was our annual
report on comparative
gender issues.

105

HeForShe | Emerging Solutions for Gender Equality 2018

Parity Data•••

Interviews before and after maternity/paternity/parental leave
to better anticipate the needs of parents, to measure new andunknown constraints on parents and to deliver
innovative solutions;
Extend the birth leave to 6 days for fathers;
Improve our students’ administrative documents so that they caneasily declare that they are parents and have access to specificprogrammes and support.

These actions are supported at the highest level within Sciences
Po and elaborated in cooperation with both the Human Resource
department and the Studies department. The financial cost of anadditional 3-days birth leave is also fully supported by the university.

SeniorLeadership *

31%

26%

69%

69%

74%

2017

2016

Baseline

TenuredProfessors

32%

31%

31%

68%

69%

69%

2017

2016

Baseline+2%
Full-Time
Faculty

For us, the “Sciences Momes” event will be the starting point of an
ambitious parenthood policy which includes various measures andarrangements including:

31%

+1%

33%

31%

31%

67%

69%

69%

2017

2016

Baseline-1%59%

Graduate

OUR TRANSFORMATION+5%

Undergraduate

Concretely, we launched an awareness campaign on father’s parental
rights and on the frameworks available at Sciences Po as well as anawareness campaign on the domestic burdens women may face due
to father/mother imbalances. In particular, we shared testimonies offathers who had chosen to take leave and the benefits they had gained
from that experience. We also organized, for the very first time in a
French university a family day “Sciences Momes’ as the final eventof the Sciences Po March Gender Equality Action where some 100
families and students participated.

58%

60%

41%

42%

40%

2017

2016

Baseline

+2%
62%

60%

60%

38%

40%

40%

2017

2016

Baseline* Senior leadership, tenured
professors and full-time faculty
indicators have been revisedin accordance with new
regulations. They include all civil
servants who have a permanent
position at Sciences Po.

106

How to Accelerate Women’s Economic Empowerement | Sciences Po

WHAT WE LEARNEDOur specific parenthood policy has only recently been implemented
and yet the success of our “Sciences Momes” event provesthat there are great expectations among our staff and student
community to be better supported when becoming parents. We
asked Frank Stadelmaier our International Affairs Manager about his
experience on taking parental leave.

Frédéric Mion,
President of Institut d’études
politiques de Paris“When our daughter was born, I realized that I was missing precious
time with her as I was working full time now. I was therefore happy
to take one year of parental leave to strengthen the bond with mydaughter. As I evidently spent more time with my son during thisyear too, my wife was able to invest in her own studies and thewhole family benefited greatly from my parental leave. My daughter
and I were able to establish a special father-daughter bond, fromwhich we will immensely profit for the rest of our lives.
Frank StadelmaierInternational Affairs Manager, Sciences Po

107

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED IMPACT
Our family day “Sciences Momes” was a truly unique moment in
a French university. This family day was important not only forpeople working within the university but also for students, whocame to realize that their professors were also parents, and thatthe administrative staff they are regularly in touch with could also
be parents! Moreover, that their classmates could also be fathers
or mothers who could be facing scheduling and work organizationdifficulties they were not aware of. In that sense, the impact was avery strong one.
The impact was also beyond the parenthood issue per se. It was
designed as an awareness and training campaign on gender issues.
The endorsement of the event by the Sciences Po Directorate, as
well as the involvement of a large community of colleagues andstudents in its organization created a very positive dynamic aroundthe event and the parenthood road.

OUR ROAD TO 2020
Even though some parenthood supporting measures were already
implemented at Sciences Po, the gender equality action plan alongwith our HeForShe commitment to empower men as fathers hastaken a new road in the last 12 months with a pro-active parenthoodroadmap supported at the highest level for all Sciences Po
community, including students. The large participation of parents
and children in our first “Sciences Mômes”, their positive feedbackon the initiative and expectations on a second round in 2019 isvery encouraging. This event will be the driving force to pursue ourawareness campaigns on current mother/father burden imbalance
and the need the empower men as fathers.
Our next goal as a HeForShe Champion is to address the issue ofthe gender dynamics in the workplace and implement a one weekmentoring programme for both female and male students so thatthey can both learn from female leadership and better understandthe remaining constraints on women at work.

108

Our next goal as a
HeForShe Champion is toaddress the issue of thegender dynamics
in the workplace.

How to Accelerate Women’s Economic Empowerement | Stony Brook University

UNIVERSITY IMPACT CHAMPIONSTONY BROOK UNIVERSITY
Parity Data

SeniorLeadership

25%

25%

24%

75%

75%

76%

2017

2016

Baseline+1%
TenuredProfessors

As a rule, more women than men graduate from college in the UnitedStates and this is also our experience. While Stony Brook maleundergraduate enrollment (53.3 per cent) is higher than female
enrollment (46.7 per cent), the graduation rate for women is higher (68per cent vs. 51 per cent for men). Conversely, female enrollment in
STEM areas is lower than male enrollment. By striving to correct these
imbalances, we have a unique opportunity to help our students andfaculty understand their own biases and the impact this has on theircareer paths. It brings greater opportunity for women in key career
areas, increases the number of men who are culturally competent,
decreases gender based violence and helps men to have career
success while becoming better-equipped champions for women.

+1%

28%

28%

27%

72%

72%

73%

2017

2016

Baseline+3%
Full-Time
Faculty

WHY CLOSING THE GENDER GAPS AT
MATRICULATION AND GRADUATION ARE
IMPORTANT TO US

41%

39%

38%

59%

61%

62%

2017

2016

Baseline

HOW WE CREATED CHANGE
Graduate
Undergraduate

Enrollment in our Women in Science and Engineering (WISE) program
has increased from 219 in 2013 to 321 in 2018 which is a 46.6 per centincrease, with focused efforts to enhance the experience of womenin science through funding of additional WISE slots, scholarships,
curricular changes, mentoring and recruitment. In response to our
research into the barriers to male student success, we implemented
key strategies to help male students succeed through advising,coaching and mentoring, and support groups.

+3%
58%

58%

55%

42%

42%

45%

2017

2016

Baseline

+1%
47%

46%

46%

53%

54%

54%

2017

2016

Baseline

Implementation of data
governance and data quality
protocols prompted slightrevisions to baseline
and 2016 stats

109

HeForShe | Emerging Solutions for Gender Equality 2018

We have added diversity and gender equality programmes for all
first-year students along with mandatory classes on gender andgender based violence and an increase in available support services.
We partner with our athletics department and Greek organizations
to educate our students about gender equality, consent and making
positive choices. Our HeForShe Student Chapter has a strong
campus presence with programming throughout the academic yearthat normalizes gender equality for our community.

We have added diversity
and gender equality
programmes for all firstyear students along withmandatory classes ongender and gender based
violence and an increasein available
support services.

Our four-year graduation rates increased for all students from the2003 entering cohort to the 2013 entering cohort from 44.9 per cent(38.0 per cent male and 52.7 per cent female) to 58.4 per cent (51.4
per cent male and 68.4 per cent female). While we have made some
progress at achieving parity in undergraduate enrollment, our total
enrollment including graduate and professional students has grownfrom 49.4 per cent female in 2013 to 50.3 per cent female in 2017.

OUR TRANSFORMATIONWe learned that most people on campus were not aware of ourmatriculation and graduation gaps. We engaged campus leadership in
the offices of the President and Provost to lead the change and reliedon admissions and retention staff along with faculty to take collective
action to strengthen and enhance our efforts in our recruitment offemales and persistence and graduation efforts for males.
Our Chief Diversity Officer now serves as the HeForShe Student
Chapter Advisor and mentors our student leaders in their efforts
to raise the level of awareness of our gaps by hosting programmes
and events that have engaged hundreds of students to bring about
greater awareness of gender-related issues and gender based
violence and its impact along with strategies to combat it.

Four-year graduation rates.

110How to Accelerate Women’s Economic Empowerement | Stony Brook University

WHAT WE LEARNED
Addressing the factors identified in our research which were
hindering male student success we focused on:
•
•
•

•

Teach them to understand that asking for help is a strength:
advising is good and tutoring is helpful;
Instruct them to avoid magical thinking (i.e., things will change on
their own) when analyzing patterns of behavior;
Encourage them to open up to discover there are more resources(such as the counselling centre and student health centre) for
self-help and empowerment;
Teach them about the kinds of behaviors that lead to unhealthy
choices and decisions.

Our scholars are sharing
our proven practices
via presentations forcolleges, universities
and police departments,
as well as corporationsin Iceland, England andSouth Africa, and they
continue to contribute in
the U.S. and globally.

To increase the number of female students pursuing STEM majors, welearned that we needed to:••••

Improve recruitment and focused outreach for female students indisciplines with low female representation;
Enlist more female role models and mentors
from the STEM workforce;
Develop pipeline programmes with K-12 schools to inspire
female students;
Provide additional funding to continue to strengthen and enhance
our WISE programme.

111

HeForShe | Emerging Solutions for Gender Equality 2018

HOW WE CREATED IMPACT
Through the efforts of our President and HeForShe Champion, whospoke at the American Council on Education (ACE) and South bySouthwest (SXSW), and in additon to those of Vice Provost Charles
Robbins, understanding challenges and issues for male students
and employees has become a discussion topic nationally andinternationally. Our scholars are sharing our proven practices via
presentations for colleges, universities and police departments, aswell as corporations in Iceland, England and South Africa, and they
continue to contribute in the U.S. and globally.
Through our WISE Program, Professor Monica Bugallo has increased
the retention rate of WISE students to 88.6 per cent for the past
four years and has projected that we will have over 400 students
in the next three years, which is a 27.25 per cent increase. Her
groundbreaking efforts in developing a WISE curriculum have beennationally recognized and will be shared with other campuses. We
are proud of the inroads with our dual commitment to male student
success along with increasing female participation and graduation in
STEM disciplines. To that end, we can point to our successes as we
encourage other institutions to consider utilizing the talents of theirown faculty and staff to assist male students to be successful and toincrease the number of female students pursuing STEM careers.

112How to Accelerate Women’s Economic Empowerement | Stony Brook University

OUR ROAD TO 2020
Our male student success and women in STEM work are now
fundamental to our student recruitment and retention efforts. Our
overall HeForShe efforts will be enhanced in the coming year as we
expand programming to our graduate student population and bringon a Masters in Public Health student to oversee the coordination of
our student chapter events and maintain our communications efforts.
We have also begun to review proven practices at other IMPACT
Champion campuses to determine ways to enhance programmingat Stony Brook University.
Moreover, we are instituting a mandatory training day for staff andfaculty that will highlight hidden bias along with gender based violence
and will give tools to faculty for ways to manage these issues in and outof the classroom. As a HeForShe Champion, we are aware that we needto recruit and retain more female leaders so that our leadership teamreflects our student body and faculty ranks. With such aspirations for
our future, we hope to close any gender gaps that currently exist.

Samuel L. Stanley Jr. M.D.,
President of Stony Brook University

113

HeForShe | Emerging Solutions for Gender Equality 2018

114

HOW TOACHIEVEEQUAL PAY
Globally, the gender wage gap isabout 23 per cent. In other words,
women earn 77 per cent of what men
earn. At current trends, it will takemore than 70 years before the genderwage gap is closed.
The gender pay gap is a measure of
unfairness. It can no longer be credibly ascribed to differences between
women and men or to the varying
requirements of different sectors orroles. The closure of the gender pay
gap and its consignment to economic
history must be accelerated.
The HeForShe Champions are taking
firm steps to eliminate the gender
pay gap by designing and implementing
systems which institutionalize equalpay for equal work. This requires awillingness to examine jobs for what
they are, regardless of the worker’s
gender. In the end, this is a technical exercise – but the exercise canonly be performed and applied when
there’s a consensus about its meaning,
value and urgency. Achieving equal
pay is a matter of innovation: it’s
not enough to have the idea – youhave to make the idea real.

115

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPIONICELAND

WHY CLOSING THE GENDER PAY GAP
BY 2022 IS IMPORTANT TO US
In Iceland, the first legislation on equal pay for work of equal value
dates to 1961, but the gender pay gap remained. We decided to
finally enforce this with the 2018 law on Equal Pay Certification, which
requires organizations employing 25 or more people to obtain annual
certification of their equal pay system and its implementation.

HOW WE CREATED CHANGE
We designed an Icelandic Standard, ÍST 85 Equal Wage Management
System – Requirements and guidance (normally called The Equal Pay
Standard) which is a mechanism the law is based on. A key aspectof our approach was to transfer responsibility for equal pay from
employees to the employer and to establish a supportive institutional
mechanism for gender pay equity at the organizational level.
The development of the Equal Pay Standard and the Institutional
Certification process took years of consistent political dedication,
leadership and three-party cooperation between the government,
the employers’ association and union representatives.

116

How to Achieve Equal Pay | Iceland

OUR TRANSFORMATIONThe Icelandic
legislation on equal pay
certification promotes
great respect for women’shuman rights. As a
HeforShe Champion, I am
proud to support the
movement of new equal pay
policies worldwide.

The implementation of the Equal Pay Standard and the Institutional
Certification was tested in a pilot project launched in 2013 in a
number of different workplaces, including government offices, privatecompanies and NGOs. In the process, best practices were developed
for tackling common problems and a toolbox was created for jobclassification and pay analysis which we have published online. A series
of workshops and courses on relevant legislation and labour market
issues were developed to facilitate the implementation for others.
During the pilot project employers and managers gained a newperspective on their salary systems. They learned about the
implications of the gender segregated labour market and how genderbalance or imbalance among staff can influence salary decisions. Those
who used to say there was no discrimination in their organizations were
now keen to change the value system, re-evaluate jobs and work tocreate more mixed groups in the workplace.
Employers also expressed their wish for some token of recognition
that their pay system had been certified and so we held a designcompetition in 2014 for an Equal Pay Symbol. The chosen symbol shows
a compass, a stamp, a runic representation and the smiling faces of two
different individuals.

117

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDThe legislation on equal pay certification was based on a consensus
negotiated by the government and the social partners. The law
therefore reflects compromises, such as the considerable flexibility
allowed for the design of job classifications and other requirements
among companies, although the standard must apply equally to allwithin the same company. This flexibility and the compromises madehave been key to our success and the process has changed ourunderstanding of the importance of flexibility in policy making.
The legislation includes further flexibility towards businesses as there
is a grace period of three years for companies, depending on size, toimplement the legislation. Larger companies have less time comparedto the smaller ones in order to allow the smaller ones to benefit fromthe experience of those who lead the way. Some employers wereconcerned that the new approach would bar them from rewarding
individual excellence or that it would prove too costly. We believe thatthe consensus we built, helped politicians to convince employers thatthe equal pay standard would benefit workplaces and businesses andthereby outweigh the costs of implementation.

118

How to Achieve Equal Pay | Iceland

HOW WE CREATED IMPACT
It is expected that the implementation of Iceland’s Equal Pay Standard
can contribute meaningfully to changing the unequal value given
to traditional women’s jobs and men’s jobs. The job classification
system and regular pay analysis required by the standard allows
employers to reward individual features such as experience andinitiative more effectively. An implementation of an equal pay systemdoes not stifle opportunities for rewarding superior performance.
On the contrary it allows companies to better assess their humanresources and give credit to those who merit it, as opposed toirrelevant factors such as gender. Today over 30 organizations havereceived the equal pay certification.

OUR ROAD TO 2020
The main lesson learned for us is that gender equality does notcome about of its own accord. It requires hard work and thecollective action and solidarity of many actors, which in turn fosters
political will and the development of tools such as legislation andstandards to achieve progress. The certification system we havecreated is flexible, scalable and replicable. It provides a solid
foundation for our continuing journey towards gender equality
throughout society and, we hope, a model for other countries toadopt and adapt.

President Guðni Th.
Jóhannesson of Iceland

119

HeForShe | Emerging Solutions for Gender Equality 2018

CORPORATE IMPACT CHAMPIONSCHNEIDER ELECTRIC
Parity Data

In 2014, a dedicated working group sponsored by our CEO and ourCountry Presidents was formed to address the topic of pay equity.
The key objective of this working group was to establish an approachthat could be progressively applied across our global operations,enabling proactive corrective actions to close gaps. The approach
was piloted in 12 countries, and the findings of this pilot helped us
define a three-year vision to cover 85% of the total workforce under aworldwide pay equity review process by the end of 2017.

OverallCompany
Top Six
Per Cent *HOW WE CREATED CHANGE

32%

31%

30%

68%

69%

70%

2017

2016

Baseline

+3%
21%

20%

18%

79%

80%

82%

2017

2016

Baseline

+9%
42%

Board

Over the past years, Schneider Electric has placed gender equality
on the top of its agenda as a key business and people strategy
component. Equal pay for equal work is a core component of ourcompensation philosophy, with our overarching principles being
fairness, consistency and greater transparency across
our Reward programs.

+2%

42%

33%

58%

58%

67%

2017

2016

Baseline+7%
New Hires **WHY GENDER PAY EQUITYIS IMPORTANT TO US

41%

40%

34%

59%

60%

66%

2017

2016

Baseline* In 2016, we changed our scopeand methodology of defining
our leadership pool (Top 1000
Leaders). As we did not restate
the data for 2014, the baseline
data point is 2015.
** Schneider Electric new hires
are only white collar employees

120How to Achieve Equal Pay | Schneider Electric

OUR TRANSFORMATION
At Schneider Electric, the basic foundational principles of fairness,
equity, ethics and transparency are fully embedded in our values
and sponsored by our leaders. Our reward practices recognize
compensating our employees fairly and equitably for the skill set
they possess and value contribution as a business imperative.
The strong, active sponsorship of the CEO and Leadership teamfor these principles have soundly set the foundation for successand has been instrumental in building positive momentum at the
local level. In addition, sponsorship of Country Presidents andHR has been crucial in raising awareness and for each country
to take action regarding investment required to address gaps. A
key indicator of this sponsorship was the inclusion of our pay
equity vision in Schneider Electric’s 2015-2017 Planet and Society
barometer1, clearly laying out our initial three-year ambition.

At Schneider Electric,
the basic foundational
principles of fairness,
equity, ethics andtransparency are fully
embedded in our values
and sponsoredby our leaders.

Another vital component was our Pay Equity Framework. We
recognized that there are challenges when addressing this topic
on a global basis, particularly when addressing definition of terms,
methodology, and different statutory approaches. Our framework
includes four main areas to address these challenges: Methodology& Analysis; HR Processes; Governance & Audit; Education &Communication. Having this global approach to pay equity enables
us to compare between geographies and to prioritize local andglobal actions accordingly.

WHAT WE LEARNEDOver the last five years, Sally Convey, VP Global Rewards Strategy
Center of Expertise, has been accountable for the development anddelivery of Schneider Electric’s commitment regarding pay equity.
She shares her reflections on Schneider Electric’s
Pay Equity Framework.
Jean Pascal Tricoire,
CEO of Schneider Electric121

HeForShe | Emerging Solutions for Gender Equality 2018

What are the key enablers that have helped you in implementing the
Pay Equity Framework?
From my perspective, the key enablers for translating our theory into
daily practice across 89% of our global workforce have been:
1) An empowered & representative steering committee in our global
Diversity & Inclusion Board;2) A regional operational body to implement actions by country;
3) A strong internal and external commitment via our Planet & Society
barometer with a clear 3-year roadmap;
4) A global Human Resources Information System (HRIS) to enable
analytics and auditing.
What have you been most proud of in this journey so far?
Given the dynamic global external context, it was important for us
to develop and use common tools and measure progress. This has
required constant interaction with key stakeholders to build common
understanding and to adapt. I am proud of this dialogue and theprogress we have made since starting this journey five years ago
and about the ongoing evolution as we apply the principle of fair andequal pay for equal work.
What is next for Schneider Electric?
Even with our key enablers in place, the topic of fairness and equity in
pay is continuously evolving internally and externally. Our focus now
is to extend what we have in place and improve our communication
regarding our ambition, understanding and interpretation ofterminology and how we measure success. We will also continue
to support leaders and managers in making informed, bias-free andtransparent decisions by raising awareness through hidden bias
education and leveraging digital platforms.
1 The 2015-2017 Planet and Society barometer became
the Schneider Sustainability Impact in 2018.

122

Our renewed ambition is
to extend our Pay Equity
Framework to 95% of ourglobal workforce by theend of 2020.

How to Achieve Equal Pay | Schneider Electric

HOW WE CREATED IMPACT
Following the 2014 pilot, our global pay equity approach was
officially launched in 15 countries in 2015. The journey successfully
continued through 2016, expanding to an additional 19 countries,
and 15 more in 2017. On a semi-annual basis, reviews were held withcountry leadership, both business and HR, to establish and monitor
actions to address identified gaps. At the end of 2017, the pay equity
process had been implemented in 49 countries, exceeding our
initial target of 85% and reaching 89% of our total workforce. This
was also audited and validated by an external agency as part of ourPlanet and Society barometer.

OUR ROAD TO 2020
We are proud to have achieved this HeForShe IMPACT commitment
in 2017, but we recognize that there is more to be done. Our renewed
ambition is to extend our Pay Equity Framework to 95% of our global
workforce by the end of 2020 and this ambition continues to be a partof the Schneider Sustainability Impact for 2018-2020.
1 The 2015-2017 Planet and Society barometer became
the Schneider Sustainability Impact in 2018.

123

HeForShe | Emerging Solutions for Gender Equality 2018

124

HOW TOERADICATE
GENDER-BASEDVIOLENCE
One in three women worldwide facesome form of violence at least oncein their lifetime. The HeForShe Champions are finding different and creative ways to break the cycle of harm.
They are not just highlighting the
problem and challenging attitudes.
They are also exploring how established processes and structures canbe adapted to reduce violence and tobring more women to the table when it
comes to the peace and security agenda. The international community has
recognized that women’s participation
is vital to achieving and sustaining
peace. HeForShe Champions are readyto lead the way.

125

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPIONFINLAND

WHY THE WOMEN,PEACE AND SECURITY AGENDA
IS IMPORTANT TO US
The Women, Peace and Security agenda highlights areas wheremore efforts are needed in order to ensure that women and girls
play a role in conflict prevention, management and peacebuilding.
Inclusion and gender equality are keys to sustainable peace. As a
HeForShe Champion, Finland is a global leader on this issue and weare committed to the full implementation of the WPS agenda.

HOW WE CREATED CHANGE
Women, peace and security has been our foreign policy priority formore than a decade. Mainstreaming a gender perspective into foreignand security policy, including development policy, is a demanding
task but we are convinced it will improve the respect for humanrights and operational effectiveness. There have been significant
changes in the international security situation in recent years.
New perspectives are needed to tackle challenges related to e.g.
migration, violent extremism and arms trade. The new Finnish 1325
National Action Plan (NAP) provides a comprehensive approach topeace and security, where the gender perspective is mainstreamedin all activities. The main objectives are reached through diplomacy,crisis management, development cooperation and humanitarian aid,
and other expert work and training.

126

How to Eradicate Gender-Based Violence | Finland

OUR TRANSFORMATION
Mainstreaming agender perspective into
foreign and security
policy is a demanding
task but we are convinced
it will improve therespect for human rights

The women, peace and security (WPS) agenda requires attention
from both leadership and staff throughout Finnish structures. The
central role of local women leaders and organizations in the conflict
context is being increasingly better understood. The aim is to improve
implementation, including ensuring that men are involved in furthering
the 1325 agenda. In 2017, attention was paid to the recruitment offemale experts in crisis management, sending human rights andgender advisors to both civilian and military operations, and gender
training of all Finnish personnel deployed to civilian and military crisis
management operations. WPS must be taken into considerationin the planning, implementation and monitoring of each operation.
Finland stressed the importance of zero tolerance policy on sexual
exploitation and abuse and sexual harassment by mission personnel.
It is crucial to increase the number of women in peace processes.
Finland has promoted women’s active involvement in mediation anddialogue processes at all stages. Finland has participated in the workof the Nordic Women Mediators’ Network together with the other
Nordic countries. The network enables experience and knowledge
sharing within the network and engagement with similar initiatives
in other regions and at international fora. Finland organized several
events on the 1325-theme, in Finland and abroad, in 2017.
Finland has nominated and supported the appointment of women tosenior positions at the UN and regional organizations. Early on, theWPS-agenda increased the attention given to gender equality within
the MFA. Today the share of women ambassadors is at almost 50%.

President Sauli Niinistöof Finland

127

HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDIn addition to various administrative branches, civil society
actors both in Finland and crisis regions play a key role in theimplementation, follow-up and evaluation of the Action Plan. Hence,the preparation process of a NAP is inclusive. The 1325 follow-up
group consisting of the major WPS-actors has access to information
about the work throughout the process.
Existing practices should be assessed. The status of women or
gender-based power relationships in crises and conflicts need further
analysis to improve the understanding of the operating environment
as well as its challenges and opportunities.
Furthermore, national ownership and civil society participation are themost important aspects in achieving sustainable peace in national
dialogues. Conferences on National Dialogues organized in Helsinki
have provided growing number of stakeholders all over the world witha forum for open and constructive dialogue on these issues.
In the area of cooperation on National Action Plans, Finland supported
the development of NAPs for Afghanistan and Kenya as well as
supported the implementation of the NAP of Nepal. Furthermore,through UN Women, Finland supported the efforts for NAPs in Jordan
and Tunisia, and implementation of the NAP in Iraq. Supporting thedevelopment and implementation of NAPs is a two-way street where
both parties learn from the process and from each other (sometimes
called “twinning”). This cooperation facilitated the development of
Finland’s NAP and informed and guided our 1325-work.

128

National ownershipand civil society
participation are themost important aspects
in achieving
sustainable peacein national dialogues.

How to Eradicate Gender-Based Violence | Finland

HOW WE CREATED IMPACT
Both in my role as a Supreme Commander of the Finnish Defence
forces and as leading Finland’s foreign policy in cooperation with theGovernment, I have constantly highlighted the importance of women’s
participation in questions of peace and security, including in crisis
management. I have engaged the defence policy leadership to ensure
ambitious implementation of WPS agenda. I have also discussed WPS
aspects during my visits to Finnish military units and abroad. Showing
leadership and commitment at the highest political level is crucial forthe successful implementation of the agenda and the NAP.
Having emphasized the importance of the WPS-agenda and
WPS-NAPs, Finland has joined forces with others in pushing for
implementation and for increasing the understanding in organizations
and member states of the importance 1325 for sustainable peace.
The number of NAPs is slowly increasing as well as the mainstreamingof 1325 into foreign and security policy.

OUR ROAD TO 2020
The new NAP builds on lessons learned in the implementation of theprevious NAPs. The NAP was prepared in cooperation with various
administrative branches, and civil society organizations wereinvolved throughout the process. This inclusive process provides
a good basis for sustainability in implementation. To strengthen
the NAP’s implementation, working groups for different themes
have been established and these will keep up momentum withrespect to the required new activities that have been identified.
The preparation of more detailed plans and indicators promotes theeffective and concrete implementation of the NAP. The Ministry
for Foreign Affairs prepares annual report to the Parliament on theimplementation of the NAP. We will continue to emphasize theimportance of 1325 work. We hope that by 2020 there will be 100
NAPs and implementation has advanced significantly (measured bySecretary General’s annual report).

129

HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPIONGHANA

WHY ENDING CHILD MARRIAGEIS IMPORTANT TO US
Currently 8 per cent of Ghanaian women are married before age 15
and 29 per cent are married by age 18. Inspite of national legislations
and policies, harmful practices such as female genital mutilation(FGM), trokosi (ritual servitude), widowhood rites and witchcraft
accusations remain in certain parts of the country.

HOW WE CREATED CHANGE
We established the Ending Child Marriage Unit within the Ministry of
Gender, Children and Social Protection to coordinate activities. The
Unit has developed a 10 year National Strategic Framework on EndingChild Marriage by 2026 with a two-year renewable operational plan.
We also established the Helpline of Hope Call Centre to provide rapid
response to victims of abuse and vulnerable persons. The centre
receives on average two hundred (200) distress calls every day. These
cases are referred to the relevant agencies for redress.
The Ministry of Gender, Children and Social Protection organised three
events for Traditional and Religious Authorities, Parliamentarians,
Academia, Civil Society, Ministries, Departments and Agencies toaddress the challenges.

130How to Eradicate Gender-Based Violence | Ghana

OUR TRANSFORMATION
We used community-based approaches including a durbar in Pusiga
where FGM affects 27 per cent of girls. The Ministry also held acommunity durbar at Ada to mark Blue Day and highlight issues, laws
and policies on human trafficking and the dangers involved.
We have mentored 580 young people on gender equality issues. Inview of the growing awareness, the number of reported cases ofsexual harassment and abuse has increased. Additionally, community
members have contacted the Ministry to report abuse cases againstchildren in the community. We have also had dialogues with women’sgroups, groups for people with disabilities and CSOs.

We do ourselves andfuture generations agreat disservice if weleave women out of theagenda for development.
I invite you all to
become champions of
women’s rights, andagents of change, inand out of our borders.

We have engaged with the media to inform the public about issues ofdomestic violence, early marriage, harmful cultural practices and thevalue of gender equality. We also worked with stakeholders including
parliamentarians and cabinet members on the Affirmative Action Billto facilitate its early passage. This engagement provided important
inputs that helped to revise the bill.

President Nana Akufo-Addoof Ghana

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HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDWe learned that there was a very low level of awareness about laws
and policies relating to women’s and girls’ rights. People also knew
little about opportunities for the empowerment of women and girls.
When launching the HeForShe initiative, we found that simply giving
out the link for people to use online did not prompt them to join andthat phrasing the HeForShe Commitment in English was a barrier. Ourcommunications efforts are now tailored more closely to the needsof different audiences. Raising awareness about gender equality has
to be an ongoing process which includes dialogue with individuals
and groups. Grassroots communication and a community-based
approach are vital for changing behaviours, expectations and thelives of girls and women.

132How to Eradicate Gender-Based Violence | Ghana

HOW WE CREATED IMPACT
Establishing the Helpline of Hope Centre has led to our receiving morethan two hundred (200) distress calls every day. These are cases
which might otherwise have never come to light or been addressed.
There are now regular media discussions and social media reportingon issues of abuse, violence and women’s experiences. The
involvement of men as ambassadors and champions in the drive forgender equality and women’s empowerment has helped to spreadthe message and stimulate discussion.

OUR ROAD TO 2020
We will continue our HeForShe activities across all media and via
regional champions and ambassadors, with specially designed
events and mentoring programmes.
Ghana has developed several policies and strategic plans such as
the Social Protection Policy targeted at the very poor and vulnerable
in society, the National Gender Policy, the Five Year Strategic Plan
to Address Adolescent Pregnancy, the Ghana School Feeding Polic,and Free Senior High School. These initiatives are providing safety
nets to reduce poverty so that girls can attend and stay in school
and know their rights.

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HEADS OF STATE IMPACT CHAMPION

MALAWI

WHY IMPLEMENTING THE MARRIAGE,
DIVORCE AND FAMILY RELATIONS ACT(2015) IS IMPORTANT TO US
Ending child marriages in Malawi will have a multiplier effect on key
indicators of gender equality. Child marriages contribute to girls
dropping out of school, high maternal and child mortality rates, highfertility rates, gender-based violence and the feminization of poverty.
Therefore, I committed to end child marriages and keep girls in school.

HOW WE CREATED CHANGE
The 2010 Malawi Demographic and Health Survey (MDHS) revealed
that 50 per cent of girls in Malawi got married before the age of 18.
The 2015-16 MDHS showed that the percentage declined slightly by 3
per cent to 47 per cent. Since 2015, the government’s vision has been
to reduce child marriages to 20 per cent by 2023. The government
enacted the Marriage Act of 2015 which provides for 18 years as theminimum age for marriage. In 2017, the government amended theConstitution, raising the age of marriage from 16 to 18 years.

134How to Eradicate Gender-Based Violence | Malawi

OUR TRANSFORMATION
The government increased engagement with legislators, traditionaland religious leaders, law enforcers and development partners on
the enactment and amendment of the law on marriage. The new law
empowers traditional leaders to register and officiate marriages ofpeople who are 18 years and above as well as annul child marriages.
The government also developed the National Strategy on Ending Child
Marriage 2018 – 2023.
The collaboration with key stakeholders has facilitated the withdrawalof girls from marriages and their re-admission into schools. Parents
are also beginning to realize the value of girls’ education andtherefore accepting the need to take care of children born of childmarriages and let girls go back to school. While the government has
made progress in mobilizing girls to return to school, the outstanding
challenge is the limited support to retain them in school. Furthermore,
there is only a slow change of mindset regarding child marriages.

I believe thatgender equality, ending
violence against womenand girls, and theempowerment of women
are key to sustainablesocial, political andeconomic development
for my country.

The government and other stakeholders committed huge financial andhuman resources. For instance, in the 2018-2019 National Budget, theallocation for child protection has increased by 14 per cent.

President Arthur Peter Mutharika
of the Republic of Malawi

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HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNED
Resource constraint is a key bottleneck towards our vision of
reducing child marriages to 20 per cent by 2023. This is compounded
by a slow change of mindset on child marriages, a deeply rooted
patriarchal value system, high illiteracy and poverty. To overcome
these challenges, the government has engaged community
leaders to facilitate change of norms and practices. In addition, thegovernment has mainstreamed gender in the budget formulation andimplementation processes.
“I am the fourth in a family of eight children. I was forced into earlymarriage at the age of 17 because my parents could not manage tosupport all of us. This affected my education as I had to drop out ofschool and that’s when I got married. Following the birth of my child,
while at an antenatal clinic, members of the Village Safe MotherhoodGroup told me about Mother Groups. The women in a Mother Group
found me and counselled me on the importance of education andreferred my situation to TA Kachindamoto. TA Kachindamoto exercised
her powers and annulled my marriage through the use of community
by-laws which she said are aligned to the Marriage Divorce andFamily Relations Act 2015 that prohibits marriage before the age of 18.
I am now happy to be back in school as I can now focus on my goal to
become a teacher. However, I currently experience challenges suchas lack of fees and travelling long distances to get to school.“
Judith Kabango from TA (Traditional Authority)
Kachindamoto’s area in Dedza

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How to Eradicate Gender-Based Violence | Malawi

HOW WE CREATED IMPACT
Since 2015, over 20,000 marriages have been annulled by both thecourts and traditional leaders. Twenty-eight pieces of legislation are
under review in line with the amended Constitution. There has been
an increase in the prosecution of perpetrators of child marriages.
Malawi has become the model for ending child marriage in the SADC
(Southern African Development Community) region.
We have learned that collaboration with stakeholders is vital inharnessing efforts and gains towards ending child marriages. We havefound that community-led interventions on ending child marriages are
effective and sustainable. For others looking to make similar changes,
we would stress that engagement of community leaders is critical inending child marriages.

OUR ROAD TO 2020
The government’s vision is steadily being realized through the new
marriage laws, amendment of the Constitution and developmentof the National Strategy on Ending Child Marriage among otherinitiatives. We continue to engage community leaders, malechampions, local structures, law enforcement agents and policy
makers on ending child marriages. In addition, child marriage
interventions are being institutionalized in the local government
structures through the establishment of Child Protection
Committees across all the districts and Traditional Authorities aswell as the establishment of District Gender Officer Positions.
Our next goal is to sustain interventions on women’s economic
empowerment because in our context poverty is the root cause ofchild marriages, gender-based violence and discrimination. Later
this year, we will launch the Women Economic Empowerment Fundto increase women’s access to productive resources.

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CORPORATE IMPACT CHAMPIONUNILEVER
Parity Data

HOW WE CREATED CHANGE
Up to 50,000 people live in our company villages on our tea estatein Kericho, Kenya, where we employ more than 12,000 permanent
workers and 4,000 seasonal workers. In 2013, we commissioned
an extensive independent review following allegations of sexual
harassment there in 2010 and 2013. We have implemented thereview’s recommendations at Kericho and created our Safety for
Women & Girls Programme. It includes expanding and strengthening
our management team and increasing the proportion of female
team leaders. Our aim is to implement policies and processes thatwomen trust, with an emphasis on addressing the harmful social andcultural norms and behaviors that can leave women at risk. We know,
however, that simply stating a policy does not resolve an issue thatis, in many places, deeply ingrained. Beyond enforcement, therefore,
we focus on two broad areas: raising awareness by promoting gendersensitivity, and ensuring that we have an effective and trusted
grievance mechanism.

138

OverallCompany *

31%

33%

32%

69%

67%

68%

2017

2016

Baseline

Top Six
Per Cent **

+4%
47%

45%

43%

53%

55%

57%

2017

2016

Baseline+10%
46%

Board ***

Global estimates show that 1 in 3 women worldwide haveexperienced either physical and/or sexual violence in their lifetime(WHO 2013). Violence and discrimination can blight women’s lives
and hold them back from playing a full part in the workplace, society
and the economy. We’re taking action to improve women’s rights
and safety in the communities in which we operate. We’re promoting
safety for women in our workplaces and our extended supply chain.
This is a moral obligation, and we know it is essential if our businessis to maintain the trust and reputation we aspire to.

-1%

50%

36%

54%

50%

64%

2017

2016

Baseline-3%
New Hires

WHY IMPROVING THE SAFETY
OF WOMEN AND GIRLS IN COMMUNITIESWHERE UNILEVER OPERATESIS IMPORTANT TO US

38%

38%

41%

62%

62%

59%

2017

2016

Baseline* Overall company and new hires
refers to WL1+ population** Unilever leadership defined
as top 11% of management roles(WL2+)*** Unilever board defined as
non-executive directors

How to Eradicate Gender-Based Violence | Unilever

OUR TRANSFORMATION
We engage with our workers and the wider community throughawareness-raising and training on sexual harassment and strengthened
grievance mechanisms, as well as through social norms activities
implemented with NGO partners. In our tea plantations, we haveformed plantation committees comprising of welfare, business integrity,
security and legal representatives. This has improved informationsharing and helped us to address the causes of violence against
women and girls by taking a holistic approach and sharing lessons.
“Usini touch, Usini harass” (‘don’t touch me, don’t harass me’) was
one of the messages brought home by our marking of International
Women’s Day on 8 March 2017 at Unilever Tea Kenya (UTK). As part ofour #BeBoldForChange campaign, events across UTK aimed to build
awareness and engagement from both men and women, and involved
over 10,000 employees. A key focus was to encourage people tochallenge the normalization of violence against women.
In addition, we partner with expert external organizations to further
strengthen this work. In 2016, UN Women EVAW (Ending Violence
Against Women) and Unilever agreed to create a holistic program toaddress and prevent sexual harassment and other forms of genderbased violence focused on the tea sector. As part of this, UN Women
conducted a review of our women’s safety programme in our tea
plantation in Kericho, and advised further strengthening the workby including behavior and social norms change interventions. This
will help to enhance the effectiveness of the Safety for Womenand Girls programme so that lessons learned can help to inform thedevelopment of tailored safety approaches in other countries andregions, such as Assam (India) and Mufindi (Tanzania). A result of thiscombined work in Unilever´s own tea estates with suppliers we aredeveloping a Global Framework on Women’s Safety in Rural Spaces
which can be leveraged by suppliers in the tea industry and otheragricultural value chains.

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HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNED
It’s important to We have learned several important lessons through our ongoing work:
acknowledge that
eradicating violence •Proactive engagement with female workers – we must listen,cannot be achieved by one
engage, evaluate and only then create targeted solutions withactor alone.
women at the centre;•
We must ensure workers can maintain trust in the effectivenessof grievance mechanisms to ensure cases are actively reported;•
Peer-to-peer awareness-raising and awareness-raising bycommunity leaders, external partners and the company all haveroles to play;•
It is helpful to create opportunities for girls to participate in social
activities and mentorship.
Harassment remains an ongoing challenge. Women workers,
particularly women migrant workers moving regionally and acrossborders are at increased risk. It’s important to acknowledge that
eradicating violence cannot be achieved by one actor alone, and wewill continue to work with expert organizations such as UN Women,
women’s rights organisations, trade unions and industry and otherpartners, to further strengthen our work. For example, our ongoing
Assam safety for women partnership is between Unilever, UN Womenand our supplier McLeod Russel. It also involves business, government,
women workers, farmers, young people, civil society, UN agencies, andothers, so that it can be adapted for the local community.

140How to Eradicate Gender-Based Violence | Unilever

HOW WE CREATED IMPACT
Safety for women is a
moral obligation, andwe know it is essential
if our business is tomaintain the trust andreputation that
we aspire to.

We are aiming to publish and launch a Global Framework on Women’s
Safety in Rural Spaces in 2018, and implement it across our supply
chain, expanding it into the wider tea industry and other commodity
sectors over time. We have a joint commitment to directly reach
38,000 people (workers, women smallholder farmers, and theirchildren) through our work with UN Women, and reach indirectly morethan 600,000 people in India, Kenya and Tanzania.
As part of this collaboration, to date in Kenya, we have engaged instakeholder consultations leading to programme design workshops,
held a number of gender dialogue sessions targeting womensmallholder farmers, and identified gender responsive, locally relevant
and owned interventions which promote favourable social norms,
attitudes and behaviours, in school-based initiatives in Kericho estates.
In India, we have conducted similar awareness raising sessions withwomen and girls and formed a women’s empowerment group that will
actively inform and implement some of the interventions, held a multisite scoping study and a programme design workshop which involved
over 40 multi-sector stakeholders including women agents of change.
Alongside putting into place prevention strategies and action plans,
we have also been promoting favourable social norms and attitudes atcommunity and individual levels.

OUR ROAD TO 2020
As a HeForShe Champion, we will continue to lead and partner withexpert external organizations to further strengthen this work, raisingawareness, and using our influence to mobilise others in the tea
industry to accelerate action on this area.

Paul Polman, CEO of Unilever

In addition, we have initiatives focusing on gender equality andwomen’s economic empowerment across our value chain with afocus on rights and safety, skills and opportunities. A crucial part ofthis includes changing the norms and stereotypes that hold womenback through our Unstereotype commitment, which will enable
society and our business to transform for the better.

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UNIVERSITY IMPACT CHAMPION

UNIVERSITY OF SÃO PAULO
WHY ELIMINATING GENDER BASEDVIOLENCE IS IMPORTANT TO US
Parity Data

SeniorLeadership-7%

TenuredProfessors * / **Achieving gender equality requires removing the obstacles that keep
women at a disadvantage in all social areas. In Brazil, legislativeadvances in women’s rights coexist with relationships permeatedby violence and gender discrimination. Since the 1980s, Brazilian
universities have contributed to research on violence against womenand the results have helped to build national and regional policies tocombat it. Recently, following reports of sexual violence on campuses,
universities have begun to become aware of gender-based violencein academic life. USP’s invitation to participate in the HeForSheChampions initiative is helping to create the right conditions fortackling all forms of violation of women’s rights.

142

24%

24%

83%

76%

76%

2017

2016

Baseline

+12%
27%

15%

15%

73%

85%

85%

2017

2016

Baseline

0%
41%

41%

41%

59%

59%

59%

2017

2016

Baseline

Graduate ****

+1%

Undergraduate ****The starting point of our work was overcoming the invisibility ofviolence and the fear of denunciation. We took several parallel
approaches within the university and in the wider community. We
distributed 5,000 copies of the Gender Violence in the University
booklet and organised seminars about the challenges faced by USP
in confronting violence against women and the Maria da Penha
Law on Domestic and Family Violence. We participated in 15 events
inside and outside the university, published two articles in the USP
Newspaper and gave 30 interviews to the media. We mapped 33
local Human Rights Commissions and guidelines for the creation andrunning of such commissions. We established working groups andtraining for members of the committees against gender violenceand set up a centre for the care of victims of gender-based violence
at USP. We discussed protocols for victims of violence in student
housing, defined appropriate disciplinary measures and revised theuniversity’s Code of Ethics.

Full-Time
Faculty * / ***HOW WE CREATED CHANGE

17%

52%

51%

51%

48%

49%

49%

2017

2016

Baseline

-1%
45%

46%

46%

55%

54%

54%

2017

2016

BaselineHow to Eradicate Gender-Based Violence | University of São PauloOUR TRANSFORMATIONAs President of the
University of São Paulo,
I feel privileged toengage in promoting andstrengthening genderequality within ourcommunity. Since USP
is a prominent higher
education institutionin Latin America, I am
confident we can motivate
others towards equally
impactful initiatives in
the region.

* Source: Office of Human
Resources / USP
President’s office.
** Equivalence to USP positions:MS-6. Baseline corresponds
to the sum of male and female
professors of USP research andteaching faculties and institutes
in March 2018.
*** Equivalence to USP
positions MS3.1, MS3.2, MS5.1,
MS5.2, and MS5.3 Baseline
corresponds to the sum of maleand female professors of USP
research and teaching faculties
and institutes in March 2018.
**** Source: Office ofTechnology and Data Processing(STI). Baseline corresponds tothe sum of students enrolled
and also those who took a leaveof absence. The information
pertains to the second semesterof 2017.
***** Data for 2016: available
only in percentages presented
in the GRP 2017 report(online version.)

The university’s policy of zero violence is led from the President’s
Office and shared at University Council meetings, in videos andin the induction of first-year students. We have put human andmaterial resources to work across the university, including in the
Women’s Office, the IT Office, the Sociology Department, student
groups and research initiatives, such as our successful “Interactions
at USP” project.
We conducted an online survey for all undergraduate and graduate
students enrolled in 2017, with 13,377 responding, in a total of 78,984
students at USP - this corresponds to 17% of the student body. The
survey contained 45 questions relating to demography and 75 on
students’ experiences at USP, including violence as well as physicaland mental health conditions. The survey also provided important
information on human rights violations based on gender and race.
The results show the severity of the problem at the university and theneed for faster, more targeted and more efficient intervention. We are
now designing new procedures and practices based on the results.

WHAT WE LEARNED
Using our “Social Interactions at USP” research and with the help of
the Human Rights Commissions at faculties and institutes, we defined
the next steps in our journey: increase the number of Human Rights
Commissions for the 42 faculties and institutes at USP; implement
protocols and service guidelines for the training of the professionals
involved; implement procedures for applying disciplinary measures;and create service centres geared towards the well-being of students.
Engaging men in coping with violence against women remains
a sensitive issue. The involvement of the President, along with
Pro-Rectors and male professors, has broadened the action of the
HeForShe movement at the university. Questioning male domination– supported by patriarchal values at the university – is an issue for the
medium term.

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HOW WE CREATED IMPACT
We have learned that talking about gender violence, and exposing
and questioning situations which were previously understood as
natural, allows the issue to come to light and to become an everyday
topic of conversation. In the same environment where rape andsexual harassment occur (such as classrooms, laboratories, sports
venues, social centres and parties), other forms of abuse anddisrespect take place, often in a subtle and covert manner. Having
the courage to recognize that the most common forms of violence
may involve a potential peer is not easy. The university, through its
mechanisms and professionals, needs to be aware that action oromission in the face of such cases must be treated with seriousness,
commitment and responsibility, and that it is necessary to create
mechanisms which allow for the coexistence of all forms of humandiversity within the university.

Vahan Agopyan, President of the
University of São Paulo

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How to Eradicate Gender-Based Violence | University of São PauloOUR ROAD TO 2020
We are pleased with the educational and art campaigns that havebeen carried out to date, but gender education must be ongoing
and advance continuously. In order to accomplish this goal, we aredesigning a new discipline on gender and violence, to be offered
online to all students and are developing new information materials
on sexual and moral harassment. We have also been developing
training on gender, masculinity and violence against women, which
will be offered to security personnel and dormitory gatekeepers.
The dissemination of data and events relating to the “Interactions at
USP” research will shed light on several hitherto hidden aspects ofpeople’s experience at the university, highlighting areas that need
to be reinforced or restructured.

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UNIVERSITY IMPACT CHAMPION

UNIVERSITY OF THE WITWATERSRAND
Parity Data

Given the prevalence of gender-based violence and harm (GBV/H)
in South African society and therefore on our own campus, this will
always be an absolute priority for us. The decision was driven by thefounding Director of the University’s Gender Equity Office and a teamof feminist academics supporting her, and became a priority in thewake of a number of high profiled quid pro quo sexual harassment
cases within the University involving academic staff and students. This
intervention was needed as it represented a critical need at that time.

SeniorLeadership

-11%
20%

27%

31%

80%

83%

69%

2017

2016

Baseline+4%
TenuredProfessors

WHY A COMPREHENSIVE SYSTEM TOADDRESS GENDER-BASED VIOLENCEIS IMPORTANT TO US

31%

29%

27%

69%

71%

73%

2017

2016

Baseline0%
Full-Time
Faculty

54%

54%

54%

46%

46%

46%

2017

2016

Baseline

0%

Adam Habib, Principal & Vice-Chancellorof the University of the Witwatersrand146

Undergraduate

Graduate

53%

53%

53%

47%

47%

47%

2017

2016

Baseline

0%
56%

56%

56%

44%

44%

44%

2017

2016

BaselineHow to Eradicate Gender-Based Violence | University of the Witwatersrand

HOW WE CREATED CHANGE
The starting point
was the University
President’s appointmentof an independent
investigation into sexual
harassment within
the University.

The starting point was the University President’s appointment of
an independent investigation into sexual harassment within the
University. It was the work of this team that led to the establishmentof an independent Gender Equity Office (formerly sexual harassment
office) in 2014, with a set of clear policies, dedicated support staff,
an advisory board of feminist academics, and a mandate to tackle
GBV/H within the University. This office would report directly to the
President. This encompassed the broad vision of a zero-tolerance
policy to GBV/H and a commitment to its challenge.
The first step was to facilitate the establishment of the University’s
Gender Equity Office. This office initially ensured that 3 core needs
were addressed:•••

Developing a system for receiving, investigating and adjudicatingover incidents of GBV/H;
Establishing a psychosocial counselling system for supporting
victims coming forward;
Developing and reviewing the necessary University policies toenable it to do its work.

Following these critical components, the work of the office extended
to include a popular education/advocacy function and a programme toengage the student community and obtain their support for its work.

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HeForShe | Emerging Solutions for Gender Equality 2018

OUR TRANSFORMATION
While challenges still exist, we now have a feared and revered
office for dealing with GBV/H. These are supported by clear policies,
including a dedicated disciplinary policy for dealing with gender
related misconduct which applies to staff and students; a psychosocial
counseling support service and a strong advocacy programme. The
impact of this work is being felt beyond the University, as #MeToo
has created spaces for our work to present an outreach function bothwithin corporates and within the NGO sector.
A key success in this work has been the independence of the officeand maintaining its supportive, believing approach. Up until now
the limited resources for achieving these interventions have comefrom within the University and mainly through the over extended anddedicated work of most staff within the GEO. A lot of this work would
not have been possible without the support of two student interns andthe work of the University’s Sexual Harassment Advisory Committee.

WHAT WE LEARNEDThe overall challenge we are confronted with resides in buildinga system that is trusted, supported and understood. Overcoming
these challenges requires building support for this work. In our casethis has taken on two critical components; establishing an advisory
function for supporting the office, and building an engagement withthe student community.
This story of our work is from one of our student interns,
Delia Makabeni:“My ‘click-moment’ was when I came to the realisation that GBV
does not happen on an isolated-case basis; that it is an institutional
problem that is deeply embedded in the fabric of society. It therefore
needs institutional measures to unravel; it needs for society and its
institutions to unlearn certain stereotypes and attitudes, to unlearn
rape-culture, to call it out and punish it. This realisation has changed
the manner in which I engage with rape culture, it has made meaware of the deeper unanswered questions about masculinity andfemininity that shape ideas about our roles and positions in society.”148

How to Eradicate Gender-Based Violence | University of the Witwatersrand

HOW WE CREATED IMPACT
The greatest impact our new interventions have had is the increased
conscientisation, particularly of those vulnerable and predisposed
to GBV/H. Our advocacy campaigns have had the effect of educating
those who may have previously been ignorant of the office’s existence
and promoting not only reporting but also the taking forward of cases
through disciplinary procedures. Lessons learned:
A key success in this •work has been the
independence of the •office and maintaining
its supportive,
believing approach. ••Perpetrators of GBV/H s respond to punitive measures and not sowell to advocacy or education;
Despite this, the success of this work for the vulnerable inparticular, is highly dependent on a strong advocacy programmeof which student engagement and active participation is critical;
Patriarchy presents constant challenges, in the form of resistanceand in the protection and enabling of perpetrators;
GBV/H is not always physically violent, clear cut and as obvious
as many would like us to believe. Doing gender work requires
nuances and broader understandings.

OUR ROAD TO 2020
As a HeForShe Champion we have managed to increase awarenessand visibility of our work around GBV/H which has resulted in a surge
in the number of reported cases. Although this commitment hasreached near achievement and advances have been effected, GBV/H
statistics remain far too high for us to celebrate success just yet.
With an established, independent and dedicated office and policies
in place, the University continues its commitment to contributing toand achieving gender equity. Our next goal will be to continue andconsolidate the work underway. New initiatives include:•••

Concluding the development and rolling out of an app for reporting
GBV/H and work on an online gender sensitization course;
Extending the facilitation of our student engagement initiatives,
through building the work of our gender justice advocates;
Developing a University wide gender transformation strategy.

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HeForShe | Emerging Solutions for Gender Equality 2018

150

HOW TO MOBILIZE
YOUTH FOR GENDER
EQUALITY
Only 35% of all students enrolled in
STEM-related higher education courses
are females. Gendered attitudes arelimiting young people’s achievements
and perpetuating inequalities thathave no factual justification.
The HeForShe Champions are reachingout to young people to empower themin the decisions that affect theirlives and the evolution of the structures they will inherit. Much of thiswork involves engaging with girls andyoung women to educate them about
their opportunities, especially inareas traditionally regarded as maledomains. But the effort also involves engaging with boys and youngmen, working with them to develop arich appreciation of gender and theimportance of inclusion. These Champions are helping to create a future
where everyone can feel at home –with equal rights, equal opportunities and equal value.

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HeForShe | Emerging Solutions for Gender Equality 2018

THEMATIC CHAMPION

CANADA“The next generation
sees gender equality
as a starting point,
not an end game.”- Justin Trudeau, Prime
Minister of Canada

Prime Minister
Justin Trudeau of Canada

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How to Mobilize Youth for Gender Equality | Canada

ABOUT USThe Government of Canada is the country’s national government,
composed of the Cabinet, elected and appointed officials and aprofessional public service. Centered in Ottawa, the Government
touches the lives of all Canadians – from the delivery of social services,
to safeguarding national security, and much more. The Federal PublicService employs over 260,000 people across Canada.

Youth voices are helping
to shape Canada, and theworld, today andfor the future.

OUR HeForShe COMMITMENT
Together with Canada’s Parliamentary Secretary for Status of Women,
Prime Minister Justin Trudeau commits to engage young Canadianson the role that young men and boys can play in ending genderinequality across the country by:a) challenging this generation to be the last to facegender inequality; andb) more than doubling the number of HeForShe commitments
in Canada.

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HeForShe | Emerging Solutions for Gender Equality 2018

OUR HeForShe CLICK MOMENTInterview with Christiane Fox, Deputy Minister of Intergovernmental
Affairs and Youth:
Describe a moment that underscored, for you, the importance ofgender equality for youth.
Gender equality has always been important to me, especially foryouth. In 2017, I went on a trip to Senegal with my two daughtersand my mother. The focus of our trip centered on gender equality
in sports for young girls. My daughters play sports in Canada andI wanted them to know that not everyone has these opportunities
around the world. We sponsored a young girl to attend a basketballacademy in Senegal, and girls on the team told us that if they were
not playing basketball, they may be married and not in school. Thiswas eye opening for my daughter, who was only a few years younger
than they were. In addition, we met a woman on the nationalsoccer team who told us that even the national team had to fight tohave access to the fields primarily used by boys and men. The trip
reaffirmed my belief that access to sports can be a life-changer for
young people and, after this experience, I know more than ever tolook at it through a gender equality lens.
Why is it important to engage youth on gender equality?
Youth voices are helping to shape Canada, and the world, today andfor the future. Today’s youth have the power to bring about systemicchange for generations to come as we work towards achieving
gender equality. Where youth are engaged, there is a possibility forreal positive change.

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How to Mobilize Youth for Gender Equality | Canada

HeForShe AS A CATALYSTThe Government iscommitted to eradicating
poverty, and building amore peaceful, inclusive
and prosperous world.

We are developing an engagement strategy for men and boys that
promotes equality and pilots innovative, targeted approaches toaddressing inequality. This commitment recognizes that men andboys have a vital role to play in supporting women’s empowerment,
and also stand to benefit from a more inclusive and equitable society.
Few governments have a strategy specifically focused on engaging
men and boys in advancing gender equality; investing in this effort
will make Canada a world leader in this area.
We have set a new standard of gender budgeting as a core pillarof budget-making in our Federal Budget 2018 – legislating higher
standards and making meaningful investments toward greater genderequality underpinned by clear objectives and strong evidence.
This builds on Budget 2017’s first ever Gender Statement by better
integrating gender in the budget priority-setting process, andstrengthening the use of gender-based analysis in decision-making.
The new Gender Results Framework, a whole-of government tool
to track how we are currently performing, will help define what isneeded to achieve greater equality and determine how progress will
be measured going forward.

OUR ROAD TO 2020
As a HeForShe Champion, we will continue supporting women andgirls, removing barriers to their success and empowering them withthe skills, education and resources to fully realize their potential.
Taking action to address gender inequality is not just the right thing
to do, it is the smart thing to do to strengthen the middle-class andgrow Canada’s economy.
We are committed to eradicating poverty, and building a morepeaceful, inclusive and prosperous world. Recognizing investments inwomen’s empowerment and gender equality as one of the best ways
to achieve these objectives, we will continue to pursue a feminist
approach across all our international policies and programming.

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HeForShe | Emerging Solutions for Gender Equality 2018

HEADS OF STATE IMPACT CHAMPION

ROMANIAWHY MOBILIZING OUR YOUTH
IS IMPORTANT TO US
Romania through our gender policies, aims at providing girls and boys
with a wide range of possibilities in society as a whole and commits
to launch important programs that will engage girls and boys in social,political and economic life. The President of Romania as one of the
IMPACT Champions will continue this effort.

HOW WE CREATED CHANGE
Statistics show that for the period 2015-2017, the employment rate foryoung women (age 15 to 24) in Romania was 12.1 per cent lower thanthat of men of the same age. We aim to correct this imbalance.
To create the next generation of leaders, we are committed
to engaging at least 100,000 young people by 2019 throughtwo innovative programmes which highlight the benefits ofparticipation in social, political and economic life. We recognizethat the empowerment of the younger generation is crucial for theachievement of our National Strategy for Sustainable Development
2013-2020-2030.

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How to Mobilize Youth for Gender Equality | Romania

OUR TRANSFORMATIONThe education system plays a vital role in establishing and reinforcing
attitudes to gender in young people. We knew that to meet our
ambitious goals we needed to tackle gender stereotypes in the
education system and address the structural causes of genderinequality especially at high school and college level, which are
critical for the active participation of both boys and girls in social,political and economic life.
We created a new project called Open Door Day where young people
were invited to visit key Romanian public institutions including thePresidential Administration, the Parliament, the Office of the Prime
Minister, Ministries and local authorities. We organized career
discussions during 2016-18 around the country to engage students
with female role models across all sectors.

To create the next
generation of leaders,Romania commits toengage at least 100,000
girls and boys by 2019,highlighting the benefitsof participation insocial, political andeconomic life.

At first, some directors from high schools specializing in technicalsubjects were less enthusiastic about these new programmes,
but this was due to lack of awareness of the programme content.
We addressed this issue by working with non-governmentalorganizations, the Ministry of Youth and Sport and the Ministry of
National Education to communicate the aims and methods of the
programmes. This led to a shared understanding of the need tointegrate the gender perspective throughout the education system.

President Klaus Werner
Iohannis of Romania

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HeForShe | Emerging Solutions for Gender Equality 2018

WHAT WE LEARNEDSocial stereotypes persist because they are based on traditions,habits, customs and perceptions that determine the place, role andresponsibilities of men and women. If we are to change ideas about
gender, we need to change the way we behave.
First and second place winners of an essay competition in 2016 titledEqual Opportunities between Women and Men and the Future of Our
Generation share their perception on equal opportunities, emphasizing
the benefits of social, political and economic life participation:
•

•

158

“The logical answer to the question of all those interested
in equality – ‘How do we achieve it?’ – is quite simple:
representation. We need to provide examples from day-to-day
life because these are more important in the lives of children,
unlike adults whose characters have already formed. Our future
depends on our children, so if the new generation can develop
in an environment free from prejudices, then they will create
equality.” - Mrs. Sarah Cristel“Society should support young women to continue their educationand to aspire towards social and financial autonomy. At the sametime boys should be educated in a balanced way, not promoting
verbal or physical violence as ways of proving their masculinity
but directing their attention towards rational thinking and agenerous, inclusive spirit.” - Mrs. Sarah Ramezan

How to Mobilize Youth for Gender Equality | Romania

HOW WE CREATED IMPACT
Romania through its
gender policies, aims at
providing girls and boys
with a wider range ofpossibilities in society.

We organized 26 debates in high schools across Romania involving
nearly 3,700 students, in partnership with the Bucharest Stock
Exchange and the Professional Women’s Network Romania.
Successful businesswomen, entrepreneurs, award-winning
actresses and women in key positions within the central public
administration spoke about their experiences. We also sharedsuccess stories of women in chemistry, nuclear physics, astrophysics
and IT. Young people visited the Cotroceni National Museum while
several members of NGOs who took part in debates about womenin politics and decision-making positions. An essay competition forcollege and high school students was also organized.
These innovative programmes have empowered the younger generationby providing access to new sources of knowledge, giving them new
platforms to express themselves and creating new opportunities tointeract. For example, we ran a week-long Facebook campaign about
female scientists who have made history in Romania and the world. We
ran a sports-themed event series with prominent sports people andOlympic medalists, as well as an Equal Opportunities cross-country race.
About 400 students from the Alexandru Ioan Cuza Police Academy took
part in a debate, followed by an interactive theatre play using Forum
Theatre techniques. In 2017 we ran 20 thematic information sessions
and camps on gender stereotypes. In 2018 we signed a partnership with
the UN Youth Association in Romania, making members Ambassadors
for Equal Opportunities in Equal Opportunities Week.

OUR ROAD TO 2020
As a HeForShe Champion, by 2019, we will have included the gender
perspective and the concept of gender violence throughout Romania’s
school curricula. We will also review the content of textbooks fromthis perspective, which is one of the measures contained in our
Governance Programme for 2018-2020. To reach these ambitious goals,
we will organize training courses to improve the competences andskills of high school teachers and share lessons learned, scale bestpractices and accelerate progress. A new project called Justice Has No
Gender will be implemented for more than 15,000 young people.

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HeForShe | Emerging Solutions for Gender Equality 2018

UNIVERSITY IMPACT CHAMPION

UNIVERSITY OF WATERLOOWHY STEM OUTREACH
IS IMPORTANT TO US
At the University of Waterloo, we have committed to boosting
participation of those who identify as women and girls in Science,
Technology, Engineering and Math (STEM) outreach experiences to33 per cent. The University of Waterloo has been recognized as themost innovative university in Canada for more than two decades andit makes sense to direct our innovative spirit toward the challenge ofencouraging girls and women to enter and ultimately thrive in STEM
fields. The European Parliament is forecasting about seven million
new STEM jobs by 2025 in Europe alone and so we believe it is criticalto empower those who identify as girls and women to enter theserewarding careers not only for their personal development, but also
for the betterment of society.

33% female participation
in STEM outreach programs.

160

We believe it is criticalto empower those who
identify as girls andwomen to enter theserewarding careers not
only for their personal
development, but also
for the bettermentof society.

How to Mobilize Youth for Gender Equality | University of Waterloo

HOW WE CREATED CHANGE
Parity Data

SeniorLeadership

+9%
32%

30%

23%

68%

70%

77%

2017

2016

Baseline

We created change by identifying needs and working withstakeholders to address them through creative and innovative
programming. We have hosted STEM outreach experiences for morethan 25 years through our Engineering Science Quest (ESQ) camps.
As part of the HeForShe IMPACT 10x10x10 initiative, we decided totarget different age groups to build various levels of the pipeline. We
have also created programming that actively engages faculty andthose who identify as men. Some highlights include:

TenuredProfessors

+7%
25%

25%

18%

75%

75%

82%

2017

2016

Baseline•+1%
Full-Time
Faculty

30%

30%

29%

•
70%

70%

71%

2017

2016

Baseline+2%
Graduate

44%

Undergraduate

•

44%

42%

The HeForShe IMPACT Scholarships, valued at up to $12,000
each over four years, are awarded to outstanding female students
admitted to a STEM degree programme in which females are
currently underrepresented. Recipients will receive $1,500 per
academic term for up to eight terms.
Waterloo’s IMPACT Girls Summer Camp is a partnership between
the Waterloo Indigenous Student Centre, Engineering Science
Quest (ESQ) and the HeForShe IMPACT 10X10X10 framework.
Gender Equity Research Grants of up to $10,000 support research
investigating or addressing gender equity, with preference
given to projects that advance Waterloo’s IMPACT 10x10x10commitments or projects of demonstrated relevance to the
University of Waterloo.

OUR TRANSFORMATION
56%

56%

58%

2017

2016

Baseline

+2%
47%

47%

45%

53%

53%

55%

2017

2016

Baseline

The IMPACT 10x10x10 framework has been a massive joint effort
supported by students, faculty and staff. Our focus on outreach to
local communities and within our campus community is engaging
key stakeholders of all genders in being equity champions. We are
creating opportunities for education, advocacy and activism for all
on our campus while moving the needle on gender equity. Our entire
campus and local community is aware of our leadership on this front.

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WHAT WE LEARNEDWe learned that engagement is critical to building momentum
on and off-campus.

Waterloo’s commitment
to gender equity will
not end in 2020.

“We need to hear from people, respond to concerns and create newopportunities for all genders while addressing systemic barriers. We
need to properly support and resource change and maintaina politics of hope.”
Diana Parry, HeForShe campus lead, Associate Vice-President,
Human Rights, Equity and Inclusion.
We learned that permitting women to identify their own pain
points and organize activities or events that address their personal
challenges has great impact.
“I’ve learned that if you’re willing to cast a wide net, you’ll find people
on campus are very open to volunteering their time on this issue”
Sean Peterson, a professor and HeForShe Faculty Advocate in the
Faculty of Engineering who opened the door to ideas from staff,
students and faculty.
In the Faculty of Science, events that featured Ontario’s
Commissioner of Equity Emanuela Heyninck and discussions about
micro-aggressions in the workplace drew broad audiences that
included faculty, staff and students. The science faculty had so manysuggestions for engagement, they hired a co-operative education
student to help with event logistics.
“What has been amazing for me to discover is the number of greatideas that are out there. People know exactly what needs to be done
to create engagement on equity issues. They just need a little support.”
Ben Thompson, a professor and HeForShe Faculty Advocate in
Waterloo’s Faculty of Science.

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Feridun Hamdullahpur,
President & Vice Chancellorof the University of Waterloo

How to Mobilize Youth for Gender Equality | University of Waterloo

HOW WE CREATED IMPACT
We are seeing the impact of our commitments on campus everyday. The IMPACT Girls’ Summer Camp for girls in Grades 6-8 has
been a very impactful way of moving the needle on Indigenous
education. Girls from communities throughout southwestern Ontario
gained exposure to post-secondary education as well as STEM. The
free programme also involves a parent or caregiver because webelieve that encouragement from home is a critical component tosupporting girls in STEM education. Campers, who designed floating
cities, learned about comets and gazed into space at the campus
observatory, also made family circle medallions and listened tostories around a campfire.
More than 100 girls in Grades 7 and 8 attended a workshop called
Physics: Girls Matter. At this event, young women engaged inscientific experiments and connected with physics and astronomy
students. The workshop inspires girls at this critical age to pursue
science and physics in high school so they can keep their options
open for post-secondary education. At the end of the physics event,one participant said, “People think physics and astronomy is for guys,
but girls can do just as well.”OUR ROAD TO 2020
Waterloo’s commitment to gender equity will not end in 2020. The
activities and initiatives will affect those who identify as girls
and women for generations. The engagement with our campus
and beyond will help us achieve long-term, comprehensive andsustainable changes that advance gender equity.
“We knew we could not fully address gender equity within thefive years associated with the framework. Instead, we took theopportunity to review our systems and structures so that our work on
this front would continue long after the end of the framework in 2020,”
said Diana Parry. “With that in mind, our outreach has looked at our
pipeline issues and set us up for long-term success.”

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ACKNOWLEDGEMENTS
We are thrilled to release this year’s HeForShe Emerging Solutions
for Gender Equality Report. With this inaugural group of HeForSheChampions, we are sharing ground-breaking solutions towards
achieving gender equality in our lifetime and that are open to all.
We are indebted to their commitment and we are deeply thankfulthat they have chosen to join us on this journey and lead the way
for others to follow.
In particular, thanks are owed to the hard-working teams
implementing the commitments and initiatives at each HeForSheChampion. We would like to thank colleagues from across the United
Nations for sharing their insights and expertise with us as we work toachieve our goals.
Finally, we would like to thank the team at In-House International
for their creative vision in bringing this report to life.
weareinhouse.com

HeForShe | Emerging Solutions for Gender Equality 2018124

Historically, gender and colour have been strongly associated,but as we begin to redefine traditional understandings ofmasculinity and femininity, stereotypes are fading away. With
this in mind, UN Women worked closely with the Pantone Color
Institute to develop a ‘new’ colour. Bold and bright, HeForShe
Magenta (PANTONE 18-1945, Bright Rose) is a tantalizing
hue that immediately commands attention. HeForShe
Magenta walks the fine line between red and pink, male andfemale, making it the ideal shade to represent HeForShe.
The HeForShe magenta is strategically used to explore andchallenge historical gender norms. In keeping with this,throughout this report, in data and graphics, magenta is used
to indicate men. By linking the vibrant hue to men, rather
than the expected —women— we continue to examine andscrutinize gender norms throughout our work.
HeForShe.org@HeForShe#HeForShe