UNDERSTANDING
INTERSECTIONALITYTARGETING ALL FORMS OF DISCRIMINATION
IN THE WORLD OF WORK

Guidance Note

THE ISSUE
Gender equality in the world of work is linked to improved economic outcomes as countries
and companies stand to prosper when everyone fully participates in the economy.
Despite the benefits of gender equality, women and people
with diverse gender identities and expressions face amultitude of challenges related to full and equal economic
participation. Women have limited access to decent workand their employment tends to be restricted to low-paying
roles or industries with already high representation of women.
They often experience corporate cultures that de-value theircontributions and that associate leadership and ambition
with masculinity. As a result, gender pay gaps persist andwomen aspiring to leadership roles and positions on boards
face systemic barriers. Many women are subject to various
forms of harassment and microaggressions.
Policies, strategies and programmes established to increase
women’s participation and leadership tend to treat womenas a homogeneous group with little recognition of thedifferent backgrounds, identities, and lived experiences thatexist among women. These measures fail to consider theexperiences of women from different backgrounds andidentities linked to ability, age, citizenship, class, ethnicity,
race, religion and sexual orientation, among others. Instead,such measures tend to be geared toward white, cisgender,
heterosexual, non-disabled women.1 The results are multiple
and intersecting forms of discrimination against womenin the workplace that are revealed when applying anintersectional lens.
Intersectionality2 refers to the ways in which multiple forms
of inequality exacerbate one another to create obstacles notoften widely understood or visible by conventional ways ofthinking.3 For example, the experiences of racism and sexism
intersect and create unique experiences for women of colour,
leading to compounded, systemic barriers in the workplace.4

Box. 1

WEPs Tool Kit

Many opportunities exist for companies to address all
forms of discrimination in the workplace, marketplaceand community to ensure that the perspectives andtalents of women in all their diversity are equally valued.
This guidance note provides illustrative examples andrecommendations for companies to address discrimination and foster diversity, equality and inclusion witha specific focus on intersectionality. It complements
the information and recommendations of the otherguidance notes in the WEPs Toolkit.

1

AN INTERSECTIONAL PERSPECTIVE
A resilient and successful business is one that recognizes
women in all their diversity and establishes an inclusive
corporate culture and mechanisms for transparency andaccountability. It ensures all employees are represented
and treated equally at all levels from entry-level positions
to executive-level roles. Companies should respect humanrights standards, as all workers have the right to workin environments free from discrimination, judgement
and harassment.
Committing to diversity, inclusion and anti-discrimination,and ensuring that women from diverse backgrounds withdifferent identities and abilities are welcomed and valued
in the workplace are morally right. These values also havepositive impacts for companies.

When implementing the Women’s Empowerment Principles(WEPs), applying an intersectional lens to underpin diversity,
inclusion and anti-discrimination strategies is crucial. The goal
is to eliminate any form of bias and discrimination thatmarginalizes any worker.
All current and future WEPs signatories are encouraged to
implement measures to ensure that the perspectives,
skills and talents of women from different backgrounds,
with different abilities and identities, are represented andvalued in company initiatives, programmes and decisionmaking. Taking an active and vocal stand against discriminationand committing to valuing and respecting the experiences
and insights of women in all their diversity is a first step infostering corporate cultures that represent, value andrespect all workers.

Implementing diversity and inclusion measures increases
employee satisfaction and commitment, attracts new talent,and can lead to heightened productivity, reduced levels ofgroupthink, decreased absenteeism and decreased turnover.5
When companies show prospective employees that diversity,
equity, and inclusion are priorities, they attract new talent.
Overall, a diverse and inclusive workplace can contribute toincreased competitiveness and demonstrate a good returnon investment to stakeholders.62

Box. 2

Definitions

These definitions and the experiences of women in all their diversity vary across regions and contexts. It is important
to note the ways in which identities are socially constructed, yet the discrimination that individuals and groups
experience have real and devastating impacts.
1.

Ableism: “A set of beliefs or practices that devalue and discriminate against people with physical, intellectual or psychiatricdisabilities.”72.

Ageism: The stereotyping, prejudice and discrimination against people on the basis of their age.8

3.

Disability: Under the medical model, this term refers to a limitation or loss of physiological abilities, whether apparent or not.9
These can be physical, cognitive, learning or visual.” 10 “Socially, disability is identified as a disadvantage or restriction ofactivity caused by systemic barriers, negative attitudes and exclusion by society.11

4.

Discrimination: The intended or accomplished distinction, exclusion or restriction of certain individuals based on gender
identity, gender expression, race, skin colour, lineage, national or ethnic origin, sexual orientation, social status, religion, age,disability or any other individual trait, with the purpose or effect of preventing or hindering the recognition and/or exercise,on an equal basis, of nullifying or impairing the recognition of human rights and fundamental freedom in all spheres, including
public, private, political, economic, cultural or civil.12

5.

Cisgender: “A person whose gender identity, gender expression and sex assigned at birth align.” 13

6.

Diversity in the workplace: An effort to employ a diverse team of people that is reflective of the society in which it exists
and operates.14

7.

Equality: “The right of different groups of people to have a similar social position and receive the same treatment.” 15
Gender equality is where “access to rights or opportunities is unaffected by gender.” 16

8.

Equity: While equality focuses on providing all individuals and groups with the same starting point and treating all people
the same, equity takes peoples’ differing experiences, needs and abilities into account and works to ensure all individuals
and groups of people are afforded the same finish line.17

9.

Ethnicity: “A socially defined category or membership of people who may share a nationality, heritage, language, culture,
and/or religion.” 18

10. Gender: “Whereas “sex” refers to biological and physiological characteristics, “gender” refers to the socially constructedroles, behaviours, activities and attributes that a given society considers appropriate for individuals based on the sex they
were assigned at birth.” 19
11. Heteronormativity: “Refers to the commonplace assumption that all people are heterosexual and that everyone accepts
this as “the norm.”20
12. Homophobia, biphobia, and transphobia: “Fear or hatred of gay or lesbian people, of homosexuality, of bisexuality or oftransgender individuals. May manifest in exclusion, discrimination or violence.”21
13. Inclusion: “An organizational effort in which different groups or individuals having different backgrounds are culturally andsocially accepted and welcomed, and equally treated.”22
14. Intersectionality: The ways in which multiple forms of inequality exacerbate one another to create obstacles not often widely
understood or visible within conventional ways of thinking. 23 For example, we often consider racial inequality as separate
from gender inequality, yet women of colour are subject to both forms of inequalities and the experience is not simply asum of its parts. 24 As such, women with multiple identity intersections of race, ethnicity, age, sexual orientation, ability andothers, can experience different, mutually reinforcing barriers to equality, and may not be directly targeted in mainstream
company policies, programmes and efforts for justice. 25

3

15. Institutional racism: “Racially discriminatory policies and practices within organizations and institutions.”26
16. Microaggression: “A comment or action that subtly and, intentionally or unintentionally, expresses a prejudiced attitude generally
directed towards a member of a marginalized group.”27
17. Prejudice: “A preconceived opinion that is not based on reason or actual experience, or a dislike, hostility or unjust behaviour
deriving from preconceived and unfounded opinions.”28
18. Racism: An ideology that assumes that different races possess distinct and inherent characteristics, abilities or qualities,
especially to distinguish them as inferior or superior to one another. 29 Racism occurs in relation to, and between, people andgroups, in the design and development of public policies, in government structures and in the forms of organization of states.30
It covers a wide and complex scope, penetrating culture, politics and ethics. 31 It moves processes in favour of maintaining andperpetuating privileges and hegemonies. 32 Racism implies or clearly states that pure races exist, that these are superior tothe others and that such superiority authorizes political and historical hegemony, points of view against which considerable
objections are raised. 33
19. Racial discrimination: Any distinction, exclusion, restriction or preference based on race, colour, ancestry, ethnic or national
origin with the purpose or effect of preventing or hindering the recognition and/or exercise, on an equal basis, of nullifying
or impairing the recognition, enjoyment or exercise, on an equal footing of human rights and fundamental freedoms in thepolitical, economic, social, cultural or any other field of public life. 34
20. Religious discrimination: The act of treating a person unfavourably because of their religious beliefs. 35
21. Stereotype: “A generalized view or preconception about attributes or characteristics that are, or ought to be, possessed bymembers of a particular social group or the roles that are, or should be, performed by members of a particular social group.”36
A gender stereotype is a “generalized view or preconception about attributes or characteristics that ought to be possessedby women and men or the roles that are, or should be, performed by women and men.”37
22. Transgender: Used by some people whose gender identity and, in some cases, gender expression, differs from what is
typically associated with the sex they were assigned at birth. 38

SYSTEMIC BARRIERS TO EQUALITY– the impact on women in the world of work
Women from diverse backgrounds with different identities
and abilities experience systemic barriers related to,for example, biases, stereotypes or discriminatory practices,
when entering the workforce and advancing their careers.
These barriers often result in women’s unequal workforce
participation rates, the pay gap, unequal representationin leadership roles, harassment in the workplace anddiscrimination and microaggressions, among others.
Meaningful action, rather than symbolic and performative measures, are necessary for achieving truly inclusive
workplaces.
Data often does not highlight or capture the ways in which
multiple forms of oppression and discrimination intersect inthe workplace and result in systemic barriers and unequal
opportunities for women in all their diversity.

Box. 3

ILO Convention No. 111

The ILO Convention on Discrimination in Employment
and Occupation (No. 111) requires states to enablelegislation which prohibits all discrimination andexclusion on any basis including of race, colour, sex,
religion, political opinion, and national or social origin
in employment and repeal any provisions that arecontrary to the convention. 39

The following sections contain non-exhaustive statistics
and illustrative examples highlighting the discrimination
experienced by women with different identities, backgrounds
and abilities that can be revealed when applying anintersectional lens.

4

UNEQUAL LABOUR-FORCEPARTICIPATION RATES– race and religion•

In the United Kingdom (UK), Muslim women are threetimes as likely as women generally, to be unemployed
and looking for a job.40•

In Canada, statistics from 2016 highlight that unemployment rates among Black women were approximately
twice that of non-racialized women.41 In fact, Black
Canadian women are more likely to be represented in
low-paid precarious and part-time work, and experiencelong periods of unemployment and difficulty advancing
in their careers.42

THE PAY GAP– race, ethnic background and disability
Globally, women earn 23 per cent less than men for work ofequal value.43 This wage gap typically results from a multitudeof factors including occupational segregation which may
channel women into certain industries or roles that are lower
paid, as a result of women’s higher rate of unpaid caregiving
responsibilities.44•

In 2018, white women in the United States (US) earned
approximately 79 cents for every dollar earned bywhite men.45 These same statistics highlight that, in 2018,
the earnings of Black women, American Indian andAlaskan Native women, and Hispanic or Latina womenequaled 62 cents, 57 cents and 54 cents respectively forevery dollar earned by white men.46 In fact, on average,
Black women in the US are paid 20 per cent less thanwhite women.47•

In Brazil, in 2019 the pay gap was 26 per cent between
white men and white women. This gap reached 56 percent between white men and Black women, illustrating
the compounded effects of racism and sexism.48•

Wage gaps persist for women living with disabilities. As of2015 in the US, full-year women workers with disabilities
earn only 60 cents to every dollar earned by able-bodied
men and 72 cents to every dollar earned by men withdisabilities.49 Compared to able-bodied women, womenwith disabilities earn only 80 cents to the dollar,
highlighting the compounded inequalities.50

Box. 4

ILO Convention No. 100

The ILO Convention on Equal Remuneration for Men
and Women Workers for Work of Equal Value (No. 100)
was adopted in 1951 and states that member statesshall ensure equal remuneration for men and women
workers for work of equal value which may be achieved
through national laws and legislation, collective agreements, a system for wage determination, and others.51

UNEQUAL ACCESS TO LEADERSHIP ROLES– race and ethnic background
Efforts to increase women’s representation in leadership
positions and on boards tend to treat women as a homogeneous group and therefore are not aimed at ensuring womenin all their diversity are represented.
•

A study of 317 companies across the United States andCanada in 2020 highlights that white men made up
66 per cent of C-Suite roles, while white women madeup 19 per cent, men of colour made up 12 per cent,and women of colour made up 3 per cent.52•

In 2019, across the US, white women held approximately
32 per cent of management positions while Latina women,
Black women, and Asian women made up 4.3 per cent,four per cent and 2.5 per cent respectively.53•

A Canadian study of major cities reveals that in Toronto,
as of 2019, while racialized women outnumber nonracialized women in the general population, they are
represented on corporate boards at the ratio 12 to 1.54•

In Brazil, 13 per cent of companies have women CEOs
(with only 27.3 per cent medium-level management
positions occupied by women), while only eight per centof Black Brazilian women in the formal market occupy
manager, director positions, or are founders of their own
companies.55 Twenty-three per cent of Black women
employees work as assistants, 18 per cent as administrativeor operational professionals, eight per cent as analysts
and five per cent were interns or trainees.56

5

HARASSMENT IN THE WORKPLACE– age, race and sexual orientation

DISCRIMINATION AND MICROAGGRESSIONS– sexual orientation

Harassment and violence in the workplace come in many forms,
including sexual harassment and psychological or emotional
abuse. However, many women experiencing harassment
and violence in the workplace do not report these instances,thus the actual rates may be higher than what is illustrated
in the available data. Research shows that in many cases,
young women, women of colour and women from the
LGBTIQ+ community experience higher rates of sexual
harassment in the workplace.

Microagressions undermine women’s work and value in theworkplace. Examples include automatically assuming awoman holds an entry-level position or a support role.
Women who are members of the LGBTIQ+ community areoften subject to harmful and demeaning microaggressions.

•

A survey from The Young Women’s Trust found thatyoung women in the UK in particular are hesitant toreport sexual harassment – one in four fear losing theirjob and one in five fear having their hours cut.57•

Between 2012 and 2016, Black women in the US filed
workplace sexual harassment complaints at approximately three times the rate of white women.58•

2018 research in the US, representing 279 companies and64,000 employees, highlights that 35 per cent of womenin corporate America experience sexual harassment, with
the instances rising to 48 per cent for lesbian women.59•

In the UK, a 2018–2019 study revealed that more than halfof LGBT women surveyed had experienced unwanted
sexual jokes, more than a third had experienced unwanted
touching, and more than one fifth had experienced sexualassault in the workplace.60

Box. 5•

According to a US Lean In study, 71 per cent of lesbian
women have experienced this behaviour at work,
typically in the form of demeaning remarks.63•

In the EU, a report on discrimination related to sexual
orientation found that 21 per cent of surveyed lesbian
women experienced discrimination at work or whenlooking for employment.64

ILO Convention No. 190

On 25 June 2021, the International Labour Organization(ILO) Convention on Eliminating Violence andHarassment in the World of Work of 2019 (No. 190)
came into force.61 It is the first international treaty
recognizing the right of all individuals “to a world ofwork free from violence and harassment, including
gender-based violence and harassment.” 62

Violence can be perpetuated in both physical and virtual
contexts. With the shift to virtual working given the pandemic,
it is crucial to note that harassment and violence experienced
in the workplace can manifest itself and be perpetuated in
online spaces.

6

WHAT CAN COMPANIES DO?
Organizations of all sizes can show their respect for theiremployees’ human rights and take an intersectional approachto promote equality and eliminate discrimination by adopting

the following non-exhaustive recommendations and adapting
them to their own company contexts.

CREATE AND MAINTAIN INCLUSIVE CORPORATE CULTURES
PRINCIPLE 1

Ensure executive commitment
Strong commitment of the CEO and the executive team is
critical to ensure that the values of diversity, equity andinclusion, and the commitment to anti-discrimination,
are clearly articulated to all employees and workers, as well
as external stakeholders. Managers at all levels should leadby example, modelling the actions expected of employees,
codifying commitment in writing, and attending antidiscrimination and anti-racism company training.

Review the corporate culture
Dismantling unequal and discriminatory corporate cultures
can lead to transformative change and ensure all employees
feel welcomed and valued in the workplace. Companies canencourage workers to celebrate their differences, talk about
their identities and refrain from generalizing about groupsof people.
While it is important to understand the broad systemic
barriers that women from diverse backgrounds, identities
and abilities experience, it is equally important to respect
diverse experiences within larger communities and refrainfrom using generalized, harmful stereotypes.
Evaluating corporate cultures, stereotypes and the status quothat associates leadership with particular identities can inform
efforts to centering equity at the heart of company culture
and operations. This could include assessments of who makes
decisions about policies and procedures, how information isshared, who is missing from the conversations, and how

decisions are impacting specific staff. This requires companywide reflection and assessment that can be carried out
internally or by an external agency. All workers should beaware of anti-discrimination policies and workers’ rights to
set expectations around acceptable conduct.65

Adopt a long-term holistic approach
A long-term holistic approach to addressing all forms anddimensions of discrimination is important as helps ensureorganization-wide adoption. This means examining allcompany efforts (policies, programmes, initiatives, research,etc.) and tailoring programmes to the specific needs of
employees to recognize the multiple and intersecting formsof discrimination that many employees may face. This requires
top level commitment to set the right tone for implementing
this holistic approach.
This commitment can be operationalized by middle
managers who can support efforts of diversity, inclusion
and anti-discrimination in day to day activities.66 In doing
this work, managers can rely on internal and external allies,
adapt proven best practices and and tools for theirenvironments, and engage in conversations about diversity,
inclusion, and anti-discrimination.67

Protect worker privacy
Companies can create an inclusive corporate culture while
protecting and respecting workers’ rights to privacy aroundtheir identities.

7

Use inclusive language
Stereotypes and bias in the workplace are perpetuated bylanguage, metaphors and euphemisms. Inclusion can be
fostered in the workplace by:68•

Using gender-neutral language (e.g. “everyone”) rather
than terms that enforce gender binaries (e.g. “ladies andgentlemen”), assume an individual’s gender, or reinforce
the universal male (e.g. “you guys”).

•

Normalizing that all employees state their pronouns to
avoid misgendering individuals, and encourage all
employees to include their pronouns in e-mail signatures.

•

Using empowering language and refraining from harmful
metaphors, such as those about people’s mental health.

•

Using a person-first language when speaking about
disability (e.g. use “woman with a disability”).

ESTABLISH AND IMPLEMENT ANTI-DISCRIMINATION POLICIESPRINCIPLE 2Internal policies to eliminate discrimination and harassment,
and promote diversity and inclusion, show employees
company commitment to equal and inclusive workplaces.
This includes human rights and living wage policies in linewith international standards that take a “do no harm” and“leave no one behind” approach, as well as ensuring thatinternal conduct and business relationships do not infringe
upon anyone’s human rights.69

Companies can broaden policy coverage to include same-sex
parents, single parents, those who adopt or use surrogacy,and other familial types,73 as well as promoting the equal
uptake of care responsibilities among parents. Establishinghealth and safety councils or groups can help ensure that
employee needs are taken into consideration for insurance
plans, wellness packages and general safety measures within
the company.

Accountability is of utmost importance. Continuously
evaluating existing policies and grievance mechanisms allows
for adjustments, and clear reporting structures and targets
promote swift and effective action.

Similarly, the norm in many western countries is to provide
employees with leave during Christmas, Easter, andThanksgiving. However, workers who do not celebrate theseholidays are not necessarily given the opportunity to take leave
during their holidays.74 Companies can revisit holiday policies
to ensure that employees from various religious backgrounds
are supported in celebrating their respective holidays.75

When national laws are lacking, companies play a particularly
important role in protecting people from unfair treatment
and in challenging discriminatory practices in the workplace,marketplace and community.70 This includes policies related
to parental, sick and annual leave.71 Parental leave policies,
for example, often exclude people in same-sex relationships,
those who adopt or conceive via surrogacy,72 or gender nonbinary, gender non-confirming and transgender individuals.

8

ENSURE EQUALITY IN RECRUITMENT AND PROMOTION
PRINCIPLE 2

Diversity helps eliminate ‘groupthink’ and homogeneousdecision-making.76 It enables employees with diverse
backgrounds to bring their own personal experiences,unique ideas and solutions to the organization.77
The recruitment, retention and promotion of women fromdiverse backgrounds, with differing abilities and identities,
are core elements of diversity, inclusion and anti-discriminationin the workplace. It is crucial for workers to know that theircontributions and perspectives are valued.
Promoting equal recruitment and promotion requires
diversified recruitment channels and practices. For board
positions, this requires going beyond candidates with previous
CEO or board experience, and diversifying hiring channels
and recruitment teams:78•

Hiring from within the company pipeline.

•

Gathering shareholder and stakeholder referrals.

•

Using executive search firms with an expertise ingender-diverse candidates.

Companies can ensure that recruitment efforts are accessible
by providing postings in various formats and including only
necessary qualifications and skills in job requirements.79
Intentional efforts to identify gaps in the participation of
women in all their diversity at different points along the corporate ladder would be required. Other strategies for retaining
and promoting women include employee resource groups,
skill-building, mentorship and sponsorship opportunities.
Coupling the strategies for inclusive recruitment, retention,and promotion with shifts in corporate cultures is essential for
ensuring that employees of all backgrounds are welcomedand equally valued in the world of work.

PROVIDE EQUAL PAY
PRINCIPLE 2

The gender pay gap is both a source and result of discrimination in the workplace. Companies should adhere to ILO
Convention No. 100 on equal Remuneration, as well as
implement a range of policies to achieve equal pay for equal
work or work of equal value. Eliminating the practice ofrequesting pay history during all hiring processes, whichperpetuates the existing pay gap, is a good place to start.
Regular analysis of pay and compensation practices disaggregated by, for example, gender and race, sexual orientationand gender identity, age, and ability can be used as thebasis for informed solutions that tackle pay discrimination.80
Salary disclosures and salary grids during recruitment areother effective measure to ensure transparency during thehiring process.

Box. 6Equal Pay International Coalition

Led by the ILO, UN Women, and the OECD, the Equal
Pay International Coalition (EPIC) aims to achieve equalpay for women and men everywhere. By bringing
together a diverse set of actors with different areasof focus and expertise, EPIC supports governments,
employers, workers, and their organizations to makeconcrete and coordinated progress towards this goal.81

9

CREATE SAFE AND ACCESSIBLE WORKPLACESPRINCIPLE 3

Creating safe and accessible workplaces require companies
to develop and enforce comprehensive health and safety
policies, procedures and training that consider the diverse
needs of all stakeholders – employees, customers andpartners alike. Such measures should be built on a cultureof diversity, inclusivity and gender equality and proactively
identify hazards or risk factors, including gender-based
violence and harassment.
Ensuring that the needs of all workers and other stakeholders
are met also require accessible building and workspacefacilities, layouts, and safety policies. Physical accessibility
features include car parking lot spots for those with disabilities,
ramps, automatic doors and accessible and gender-neutral
washrooms with accessibility features,83 along with adjustable
desks and monitors, suitable lighting, screen-reader software,close captions, transcripts and sign language apps, among
others. 84 Company policies and handbooks should bepresented in accessible formats.

Box. 7

Tackling sexual harassment

The WEPs guidance note on “Tackling sexual harassment in the world of work” illustrates to WEPs
signatories how they can prioritize, establish andimplement robust sexual harassment policies andpractices which promote the physical and emotional
health, safety and wellbeing of all employees. It offers
concrete recommendations for action.82

INVEST IN COMPANY-WIDE TRAINING
PRINCIPLE 4

Discrimination in the workplace can be individual andinterpersonal and often manifests in microaggressions andstereotyping. This ultimately leads to unequal treatment anda devaluation of employee talent and expertise. There is astrong correlation between an employee who feels valued
and a happy and engaged employee, and thus retained by
the company.85
Discrimination cannot be solved through short, sporadic
training courses. It requires effective and sustained trainingthat deepens the understanding and outline steps for change.
Mandatory training addressing unconscious (and conscious)
bias and all forms of discrimination can be integrated in
employee onboarding and regular professional developmenttraining. For effective results, trainings should move beyond
raising awareness to include strategies for addressing andresponding to discrimination.86
Training can further promote allyship and equip all employeeswith strategies for addressing discrimination in the workplace.
According to a 2020 study of companies in the US and Canada,
while 61% of men and 65% of women state that they are allies
of women of colour in the workplace, only 32% of men and 35%
of women state that if they see discrimination against womenof colour that they actively work to confront it.87 Couplinghigh-level commitment with strategies to ensure these values
are upheld during all interactions in the workplace is necessary for promoting inclusive, anti-discriminatory workplaces.

10ENSURE INCLUSIVE SUPPLY CHAINSPRINCIPLE 5

By diversifying their supply chains and source products andservices from minority-owned businesses, companies support
diverse communities, enhance their economic opportunities
and show their commitment to combating discrimination.
Companies that use diverse suppliers position themselves
for more sustainable and long-term success.88

Eliminating bias in supplier diversity policies and practices
involves companies proactively recruiting women in all theirdiversity to procurement roles, embedding performanceindicators on gender equality, diversity, and anti-discrimination for all staff as well as suppliers, contractors and vendors,
conducting research on current procurement practices, anddevoting a percentage of procurement to minority-owned
businesses.89

DEVELOP INCLUSIVE MARKETING METHODSPRINCIPLE 5

Although improvements have been made, many companies
still perpetuate gender norms and stereotypical imaging of
women in their marketing and advertising.90 Marketing
practices that reflect the diversity of the society is important,reflecting images of women in all their diversity, including age,body types, skin tone and other characteristics, depicting
them as empowered and intelligent persons.
Companies can involve women from diverse backgrounds,
with different identities and abilities, in the creation ofadvertisement concepts and that they are hired to direct, cast,produce and film advertisements.

Box. 8Unstereotype Alliance

The Unstereotype Alliance, convened by UN Women,
aims to eradicate harmful stereotypes from advertisingand media to help create a more equal world. The
Alliance acts to empower people in all their diversity(including gender, race, class, age, ability, ethnicity,religion, and sexuality) by using advertising as a force
for good to drive positive change all over the world.
WEPs signatories are invited to become a memberof the Unstereotype Alliance and help build a world
without stereotypes.91

It is important that organizations create advertising thatreflects the full and rich diversity of communities andpromotes progressive portrayals of all, to help deconstruct
the harmful stereotypes and beliefs that limit people’s
potential. Companies can adopt inclusive marketing practices
and processes, to enable the creation of authentic, unstereotyped advertising. This approach should involve diverse
external partners and agencies across the entire creative
production supply chain including casting, director selection
and producers.

11

ENGAGE WITH DIVERSE COMMUNITY STAKEHOLDERS
PRINCIPLE 6

Companies can act as role models in local communities
through external initiatives that align with the values ofdiversity, inclusion and anti-discrimination. This includes:•

Ensuring that women, in all their diversity, are engaged
and included in external activities, including public eventsand public briefs.

•

Investing in scholarship programmes and paid internships
for women and girls with an emphasis on intersectionality
to ensure that women and girls in all their diversity areincluded in such programmes.92•

Adequately compensating diversity champions fortheir work.93•

Purchasing goods and services from minority-owned
businesses.94

PRINCIPLE 6

Engaging in community partnerships in a reciprocal way canalso create pathways for civil society organizations to serve as
accountability partners and external reviewers of company
policies, procedures and protocols. Companies can work withorganizations with similar goals and initiatives and thereby
amplify each other’s work.

ENGAGE WORKERS ORGANIZATIONS,TRADE UNIONS AND WORKERS RIGHTS GROUPS

Companies can meaningfully engage with trade unions
through information-sharing and consultations aroundeffective equality and antidiscrimination action plans.95
Trade unions, such as the Canadian Union of Postal Workers

PRINCIPLE 7

Companies can support the local community efforts ofwomen from diverse backgrounds with different identities
and abilities, with mentorship, sponsorship, networking
opportunities and grants and funding for local initiatives.

and the Confederazione Generale Italiana del Lavoro, havebeen instrumental in advocating for anti-discrimination
protection, particularly for the LGBTIQ+ community.96

PROMOTE TRANSPARENCYAND SEEK CONTINUOUS FEEDBACK

To ensure that all workers have agency and feel respected
and valued in the workplace, companies can regularly seek
feedback on workers’ perceptions, experiences, and concerns
about discrimination. This could be done through anonymous
surveys, third party organizations to ensure employee privacy,
or regular meetings to encourage ongoing dialogue about
effective and timely solutions and ensure employee satisfaction.

Companies can ensure that all policies and initiatives geared
towards diversity, equality and inclusion are publicly disclosed
and that good practices are shared both internally andexternally with business partners.

12

ENDNOTES
1

Feminuity, “Shifting beyond a gender-only approach,”(2020). Available at: https://uploads-ssl.webflow.com/
604a9c4d7028d2dc5a2ee992/610d4900554ab035d27
95a9e_Shifting%20Beyond%20a%20Gender-Only%20
Approach%20The%20Case%20for%20Intersectionality%20%5BFEMINUITY%5D%20(1).pdf

2

Coined by Kimberlé Crenshaw.

3

Katie Steinmetz, “She Coined the Term ‘Intersectionality’
Over 30 Years Ago. Here’s What It Means to Her Today”(Time, 2018). Available at: https://time.com/5786710/
kimberle-crenshaw-intersectionality/ ; Kimberlé Crenshaw,“The urgency of intersectionality” Video, 2016. Available at:https://www.ted.com/talks/kimberle_crenshaw_the_urgency_of_intersectionality?mc_cid=cbd8f657c7&mc_
eid=70aab61bd7.

4

Ibid.

5

Catalyst, “Why Diversity and Inclusion Matter: Quick Take”(2020). Available at: https://www.catalyst.org/research/
why-diversity-and-inclusion-matter/.

6

Ibid.

7

Leah Smith, “#Ableism” (n.d.). (Rochester, New York,
Center for Disability Rights, n.d.). Available at:
http://cdrnys.org/blog/uncategorized/ableism/(accessed 16 July 2021).

8

9World Health Organization, Ageing Ageism (March 2021).
Available at: https://www.who.int/westernpacific/news/
q-a-detail/ageing-ageism.
The 519, “The 519’s Glossary of Terms, facilitating sharedunderstandings around equity, diversity, inclusion andawareness” (February 2020). Available at: https://www.
the519.org/education-training/glossary.

10 Ibid.
11

Ibid.

12

UN Women Brazil, “Guia de Enfrentamento do RacismoInstitucional” (2016). Available at: http://www.onumulheres.
org.br/wp-content/uploads/2013/12/Guia-de-enfrentam
ento-ao-racismo-institucional.pdf.

13

IMO and UNHCR, “Terminology Guidance,” (n.d.).
https://static1.squarespace.com/static/5367af22e4b0915
380a1eb0a/t/5a86fd718165f5f7f8fbe8ab/1518796147195/
Annex+I+to+the+UN-GLOBE+Recommendations+-+IOM+UNHCR+glossary+of+terms.pdf (accessed 17 August 2021).

14 Built In, “Diversity + Inclusion: What is the Meaning ofDiversity & Inclusion? A 2021 Workplace Guide” (n.d.).
Available at: https://builtin.com/diversity-inclusion(accessed 16 July 2021).
15

Cambridge Dictionary, “Equality” (n.d.). Available at:https://dictionary.cambridge.org/dictionary/english/
equality (accessed 26 August 2020).

16

Lexico, “Gender Equality” (n.d.). Available at:https://www.lexico.com/definition/gender_equality(accessed 2 September 2020).

An Infographic” (University of North Carolina at Chapel Hill,
Frank Porter Graham Child Development Institute, May
2018). Available at: http://fpg.unc.edu/sites/fpg.unc.edu/
files/resources/other-resources/What%20Racism%20
Looks%20Like.pdf (accessed 26 August 2020).
27 Merriam Webster, “Microaggression” (n.d.). Available at:https://www.merriam-webster.com/dictionary/microag
gression (accessed 26 August 2020).
28 Lexico, “Prejudice” (n.d.). Available at https://www.lexico.
com/definition/prejudice (accessed 26 August 2020).
29 UN Women Brazil “Guia de Enfrentamento do RacismoInstitucional” (2016).
30 Ibid.
31

Ibid

32 Ibid.
33 Ibid.
34 Ibid.
35 U.S. Equal Employment Opportunity Commission, “Religious
discrimination”, (15 January 2021). Available at:https://www.eeoc.gov/religious-discrimination.
36 United Nations Office of the High Commissioner for
Human Rights, “Gender stereotypes and Stereotyping
and women’s rights”, September 2014. Available at:https://www.ohchr.org/documents/issues/women/wrgs/
onepagers/gender_stereotyping.pdf.
37 Ibid.
38 IMO and UNHCR, “Terminology Guidance,”
39 International Labour Organization, “C111 - Discrimination(Employment and Occupation) Convention, 1958 (No. 111)”(1958). Available at: https://www.ilo.org/dyn/normlex/en/
f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:C111
40 BBC, “Muslim women at ‘disadvantage’ in workplace” (2016).
Available at https://www.bbc.com/news/uk-37042942.
41

Jen Katshunga; Notisha Massaquoi, and Justine Wallace,“Black Women in Canada” (Canadian Centre for Policy
Alternatives, 2020). Available at: https://monitormag.ca/
shorthand/black-women-in-canada-200221160623/
index.html

43 United Nations, “Equal pay for work of equal value” (n.d.).
Available at https://www.un.org/en/observances/equal-pay-day
44 Ibid.
45 Robin Bleiweis, “Quick Facts About the Gender Wage Gap”
(Center for American Progress, 2020). Available at:https://www.americanprogress.org/issues/women/repo
rts/2020/03/24/482141/quick-facts-gender-wage-gap/.
46 Ibid.

YWCA Calgary, “Equity vs. Equality: What’s the Difference?”(n.d.). Available at: https://www.ywcalgary.ca/news/equity-v-s-equality-whats-difference/ (accessed 26 August 2020).

47 Lean In, “Data About The Gender Pay Gap For Black
Women” (2020). Available at: https://leanin.org/data-about-the-gender-pay-gap-for-black-women.

18

The 519, “The 519’s Glossary of Terms”.

19

IMO and UNHCR, “Terminology Guidance,”

48 Instituto Brasileiro de Geografica e Estatistica, “Síntese
de Indicadores Sociais 2019 – Uma Análise das Condições
de Vida da População Brasileira”, Estudos e Pesquisas
Informação Demográfica e Socioeconômica número 40,(Rio de Janeiro: IBGE, 2019). Available at: https://biblioteca.ibge.gov.br/visualizacao/livros/liv101678.pdf.

21

IMO and UNHCR, “Terminology Guidance,”

22 Global Diversity Practice, “What Is Diversity & Inclusion?”(n.d.). Available at: https://globaldiversitypractice.com/
what-is-diversity-inclusion/ (accessed 26 August 2020).
23 Katie Steinmetz, “She Coined the Term ‘Intersectionality’
Over 30 Years Ago”; Kimberlé Crenshaw, “The urgency ofintersectionality” Video, 2016. Available at: https://www.
ted.com/talks/kimberle_crenshaw_the_urgency_of_intersectionality?mc_cid=cbd8f657c7&mc_eid=70aab61bd7.

49 Carol Boyer, “Job Challenges of Women With Disabilities 25
Years After the A.D.A.” Regional Labor Review, (New York:
Hofstra University, 2015). Available at: https://www.hofstra.edu/pdf/academics/colleges/hclas/cld/cld-rlr-sp15-boyer-women-disabilities.pdf.
50 Ibid.
51

24 Ibid.

International Labour Organization, “C100 - Equal Remuneration Convention, 1951 (No. 100),” (1951). Available at:https://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:
12100:0::NO::P12100_ILO_CODE:C100

25 Ibid.
26 Jenille Adams Morgan et al., “What Racism Looks Like:

53 Catalyst, “Women in Management: Quick Take” (2020).
Available at: https://www.catalyst.org/research/women-in-management/.
54 2020 study of 9,843 individuals on the boards of directorsof large companies; agencies, boards, and commissions(ABCs); hospitals; the voluntary sector; and educational
institutions across Toronto, Montreal, Vancouver, Calgary,
Halifax, Hamilton, London, and Ottawa. Wendy Cukier etal., “Diversity Leads 2020”, Toronto, Ted Rogers School ofManagement. Available at: https://www.ryerson.ca/diversity/reports/diversity-leads-diverse-representation-inleadership-a-review-of-eight-canadian-cities/.
55 A survey of 1000 individuals. Marina Filippe, “Racismo nos
negócios mantém mulheres negras na base das empresas”,
exame., 31 October 2020. Available at: https://exame.com/
negocios/racismo-nos-negocios-mantem-mulheres-negras-na-base-das-empresas/.
56 Marina Filippe, “Racismo nos negócios mantém mulheres
negras na base das empresas”, exame., 31 October 2020.
Available at: https://exame.com/negocios/racismo-nos-ne
gocios-mantem-mulheres-negras-na-base-das-empresas/.
57 Unison, “Sexual Harassment is a Workplace Issue: Guidanceand Model Policy” (2020). Available at: https://www.
unison.org.uk/content/uploads/2020/02/25965-1.pdf.
58 P.R. Lockhart, “Tuesday is Black Women’s Equal Pay Day.
Here’s what you should know about the gap” (Vox, 2018).
Available at https://www.vox.com/identities/2018/8/7/
17657416/black-womens-equal-pay-day-gender-racialpay-gap.
59 Lean In, “Key findings from the Women in the Workplace2018 report” (2020). Available at: https://leanin.org/women-in-the-workplace.
60 2018 survey of 1,001 adult LGBT workers in Great Britain,
who had worked within the last five years and 150 responses
from LGBT women, who had worked within the last five
years, in January 2019. See TUC, “Sexual harassment ofLGBT people in the workplace” (2019). Available at:https://www.tuc.org.uk/sites/default/files/LGBT_Sexual_Harassment_Report_0.pdf.
61

42 Ibid.

17

20 The 519, “The 519’s Glossary of Terms”.

2020” (2020). Available at: https://wiw-report.s3.amazon
aws.com/Women_in_the_Workplace_2020.pdf

52

Mckinsey & Company, Lean In, “Women in the Workplace

ILO, “Eliminating Violence and Harassment in the Worldof Work,” (n.d.). Available at: https://www.ilo.org/global/
topics/violence-harassment/lang--en/index.htm

62 Ibid.
63 Survey of 279 companies and 64,000 employees, seeLean In, “Key findings from the Women in the Workplace2018 report”.
64 European Union Agency for Fundamental Rights, LGBTI
Survey Data Explorer, (Luxembourg: Publications Office of
the European Union, 2019). Available at: https://fra.europa.eu/en/data-and-maps/2020/lgbti-survey-data-explorer
65 BDC, “How to eliminate discrimination from your workplace”(n.d.). Available at: https://www.bdc.ca/en/articles-tools/
employees/manage/how-eliminate-discrimination-fromyour-workplace (accessed 16 July 2021).
66 Stephanie J. Creary et al., “Evidence-Based Solutions for
Inclusion in the Workplace: Actions for Middle Managers”,(Philadelphia, Wharton School of the University ofPennsylvania, May 2020). Available at: https://wpa.wharton.upenn.edu/wp-content/uploads/2020/05/Evidence-Based-Solutions-for-Inclusion-in-the-Workplace_May-2020.pdf.
67 Wharton School of the University of Pennsylvania, “How to
Begin Talking About Race in the Workplace” (June, 2020).
Available at: https://knowledge.wharton.upenn.edu/article/begin-talking-race-workplace/.
68 Feminuity, Talent Bureau, & Awaken, “Inclusive andAccessible Virtual Presentations” (2020). Available at:https://www.feminuity.org/resources
69 United Nations Free & Equal, “Tackling Discrimination
against Lesbian, Gay, Bi, Trans, & Intersex People Standardsof Conduct for Business” (2017).
70 United Nations, “Tackling Discrimination against Lesbian,Gay, Bi, Trans, & Intersex People” (2017).
71

Feminuity, “Shifting Beyond a Gender-Only Approach to13

Advance Women: The Case of Intersectionality” (2019).
Available at: https://www.feminuity.org/resources andhttps://uploads-ssl.webflow.com/604a9c4d7028d2dc5a2ee992/610817b5c1dca7989aea4e6a_Guide%20LGBTQ2%2B%20Inclusion%20HR%20People%20DEI%20Leaders%20Reimagining%20Workplace%20Rainbow%20%5BFEMINUITY%5D.pdf
72 Ibid.
73 UN Women, “Attracting and Retaining Talent throughInclusive Family-Friendly Policies” (2020). Available at:https://www.weps.org/resource/attracting-and-retaining-talent-through-inclusive-family-friendly-policies
74 Feminuity, “Shifting Beyond a Gender-Only Approach toAdvance Women”.
75 Ibid.
76 Catalyst, “Why Diversity and Inclusion Matter: Quick Take”(2020). Available at: https://www.catalyst.org/research/
why-diversity-and-inclusion-matter/
77 DirectorPoint, “The Benefits of Diversity in the Boardroom”(2020). Available at: https://landing.directorpoint.com/
general-board-topics/benefits-diversity-boardroom/.
78 See WE EMPOWER, “Building Inclusive Boards to Achieve
Gender Equality” (2020). Available at: https://www.weps.
org/resource/building-inclusive-boards-achieve-genderequality.
79 Accessibility for Ontarians with Disabilities Act, “Make yourworkplace accessible” (2009). Available at: https://www.
aoda.ca/make-your-workplace-accessible/

80 UN Women, “Closing Gender Pay Gaps to Achieve Gender
Equality at Work,” (2020). Available at: https://www.weps.
org/resource/closing-gender-pay-gaps-achieve-genderequality-work.
81

For more information, visit: https://www.equalpayinterna
tionalcoalition.org/

82 UN Women, “Tackling sexual harassment in the world ofwork”, (2020). Available at: https://www.weps.org/resour
ce/tackling-sexual-harassment-world-work
83 AODA, “Make buildings and spaces accessible,” (2009).
Available at: https://www.aoda.ca/make-buildings-andspaces-accessible/
84 Energy Resourcing, “Accessibility in the workplace: 10 ways
to make your office more inclusive” (n.d.). Available at:https://energyresourcing.com/blog/wellness/
accessibility-in-the-workplace/
85 Randstad, “How to make your employees feel valued andensure employment satisfaction” (n.d.). Available at:https://www.randstad.ca/employers/workplace-insights/leadership-development/how-to-make-your-employees-feel-valued-and-ensure-employee-satisfaction/(accessed 16 July 2021).
86 Jennifer Liu, “Companies are speaking out against racism,but here’s what it really looks like to lead an anti-racist
organization” (CNBC, June 2020). Available at:https://www.cnbc.com/2020/06/15/what-it-means-tobe-an-anti-racist-company.html.

https://wiw-report.s3.amazonaws.com/Women_in_the_Workplace_2020.pdf
88 UN Women, “Gender Responsive Procurement” (2020).
Available at: https://www.weps.org/resource/gender-responsive-procurement.
89 Ibid.
90 Unstereotype Alliance, “Are you ready for change?
Gender equality attitudes study 2019” (2019). Available at:https://www.unwomen.org/-/media/headquarters/attachments/sections/library/publications/2020/research-paper-are-you-ready-for-change-gender-equality-attitudesstudy-2019-en.pdf.
91

For more information, visit unstereotypealliance.org

92 Canadian Centre for Diversity and Inclusion, “Navigatingrace in Canadian workplaces” (2018). Available at:https://ccdi.ca/media/1849/20180731-toolkit-navigating-race-in-canadian-workplaces.pdf.
93 Ibid.
94 Ibid.
95 United Nations, “Tackling Discrimination against Lesbian,Gay, Bi, Trans, & Intersex People” (2017).
96 Ibid.

87 Study based on research from 317 companies across theUnited States and Canada. Mckinsey & Company, Lean In,“Women in the Workplace 2020” (2020). Available at:

Promoting Economic Empowerment of Women at Work through Responsible Business Conduct in G7 Countries(WE EMPOWER—G7 Programme) is funded by the European Union (EU) and jointly implemented with the International
Labour Organization (ILO). The Programme (2018-2021) convenes stakeholder dialogues in the EU, Canada, Japan andthe US to exchange knowledge, experiences, good practices and lessons learned in the context of the changing world ofwork. Under the Women’s Empowerment Principles (WEPs), WE EMPOWER is working to equip companies to go beyond
making commitments on gender equality and women’s empowerment, to strengthening their implementation, datacollection and reporting on the WEPs.

ACKNOWLEDGEMENTS:
This guidance note was prepared by UN Women as part of the WE EMPOWER – G7 programme funded by the European Union
and jointly implemented with the ILO. The brief was led by Anna Falth, Stephanie Dei, and Nancy Mitchell of UN Women with
substantive contributions from Sophie Browne, Sara Denby, Elysha Enos, Anna Gollub, Elspeth Ianson, Carla Kraft, Tayna Leite
and Michael Stewart-Evans of UN Women; Gurchaten Sandhu of ILO; Navya Baradi, Wadi Ben-Hirki, Aamna Hassan and
Keitumetse Pule of the Fora Network for Change; Chisina Kapungu of ICRW; Anjum Sultana of YWCA; and Mischa Thompsonof the US Helsinki Commission.
DISCLAIMER:
This guidance note was produced with the financial support of the European Union. Its contents are the sole responsibility of
the authors and do not necessarily reflect the views of the European Union, the United Nations and their member States.
Edit: Proseworks
Design: Oliver Gantner

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