CALL TO ACTION

Leveraging the WEPs framework to target
racism and discrimination in the world of work
Establish high-level
corporate leadershipfor gender equality.

Treat all women andmen fairly at work –respect and support
human rights andnondiscrimination.

Ensure the health,safety and well-beingof all women andmen workers.

Promote education,
training and professional development
for women.

Implement enterprisedevelopment, supply
chain and marketing
practices thatempower women.

Promote equality
through community
initiatives andadvocacy.

Measure and publicly
report on progressto achieve
gender equality.

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CALL TO ACTION
LEVERAGING THE WEPs FRAMEWORK TO TARGET RACISM AND DISCRIMINATION IN THE WORLD OF WORK

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It is crucial to ensure that women of all diverse and intersecting backgrounds, identities,
and abilities are welcomed and equally valued in their place of work. To do so, companies andorganizations can recognize and address the economic barriers that women of diverse
and intersecting backgrounds with differing abilities and identities experience, and adopt
clear and actionable strategies for change.

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IncomeIn the past, strategies addressing gender inequality in the workplace often took a one size fits all
approach, assuming that all women face the same barriers to equal pay, advancement along thecorporate pipeline, inclusion in policies and programming, etc. However, all forms of inequality
are interconnected, and achieving true gender equality means achieving it for all women.
To ensure that women from diverse backgrounds and races are represented and included inpolicies, programmes, and decision-making, companies and organizations can apply anintersectional lens to the WEPs and strengthen their efforts to achieving gender equality whiletargeting racism and discrimination in the world of work.

Intersectionality1 refers to 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. 2 For example, efforts targeting genderstereotypes, biases, and micro-aggressions in the workplace that treat all womenthe same may overlook the ways in which women of colour experiencestereotypes, biases, and micro-aggressions specifically related to gender and race.

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The Women’s Empowerment Principles (WEPs) provide a framework to help companies ofall sizes deepen their commitment to gender equality in the workplace, marketplace andcommunity. All current and future WEPs signatories can stand firmly against inequality,
racism and discrimination and ensure that the perspectives, skills and talents of women fromdiverse backgrounds with different abilities and identities are represented and valued incompany initiatives, programmes and decision-making. When implementing the WEPs,
an intersectional lens must underpin strategies for advancing gender equality and targeting
racism and discrimination in the workplace.

bisaTargeting racism and discrimination is first and foremost the right thing to do, but it also has positive business
impacts. A diverse workplace with workers from different backgrounds and a corporate culture that
truly values diversity contributes to a reduction in groupthink, an increase in innovative and creative solutions
in decision-making, higher productivity, and decreased employee turnover. 3

This Action Note is interactive. Click the small Women’s Empowerment Principles (WEPs) icons
featured on each page to be taken directly to a particular principle.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

Page 1

DIVERSITY AND DISCRIMINATION DEFINED
WEPs TOOLKITThis action note forms part ofa toolkit to help companies
implement the Women’s
Empowerment Principles (WEPs).
It shows that committing andinvesting in anti-racism, as well as
diversity and inclusion in theworkplace is both morally correctand creates workplaceenvironments where all workers arerespected, valued, and included.
It specifically aims to support WEPs
signatories in prioritizing,
establishing and implementing
anti-racism, diversity, and inclusion
policies and strategies to ensure thateveryone is treated fairly at work
(Principle 2). Companies are offeredconcrete recommendations on how
to implement these policies andsupport workers in the workplace,marketplace and community.

1. Bias: the action of supporting or opposing a particular person or thingin an unfair way, because of allowing personal opinions
to influence your judgment.4
2. Discrimination: the intended or accomplished distinction, exclusion or
restriction of certain individuals based on sex, gender, race, skin color,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 humanrights and fundamental freedom in all spheres, including public,
private, political, economic, cultural or civil. 5
3. Diversity [in the workplace]: an effort to employ a diverse team ofpeople that is reflective of the society in which it exists and operates.6
4. Equality: the right of different groups of people to have a similar social
position and receive the same treatment.7 Gender equality is the statein which access to rights or opportunities is unaffected by gender. 8
5. Equity: while equality focuses on providing all individuals and groups
the same starting point and treating all people the same, equity takes

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

peoples’ differing experiences, needs and abilities into account andworks to ensure all individuals and groups of people are afforded thesame finish line.9 Gender equity is the process of levelling the playing
field to achieve gender equality by recognizing that, due to historicaland social disadvantages, women and gender -diverse people are
not in the same starting position as men.10
6. Inclusion [in the workplace]: an organisational effort in which
different groups or individuals having different backgrounds areculturally and socially accepted and welcomed, and equally treated.11
7. 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.12
For example, we often consider racial inequality as separate fromgender inequality, yet there are individuals who are subject to bothforms of inequalities and the experience is not simply a sum of its
parts.13 As such, women with multiple identity intersections of race,
ethnicity, age, sexual orientation, ability, and others, can experience
different, mutually reinforcing barriers to equality, and may not bedirectly targeted in mainstream company policies, programmes,and efforts for justice.14

Page 2

DIVERSITY AND DISCRIMINATION DEFINED

8. Institutional racism: racially discriminatory policies and practices
within organizations and institutions.15
9. Micro-aggression: a comment or action that subtly and often
unconsciously or unintentionally expresses a prejudiced attitude
generally directed toward a member of a marginalized group.16
10. Prejudice: a preconceived opinion that is not based on reason or
actual experience, or a dislike, hostility, or unjust behaviour derivingfrom preconceived and unfounded opinions.17
11. Racism: an ideology that assumes the belief that different races
possess distinct and inherent characteristics, abilities or qualities,
especially so as to distinguish them as inferior or superior to one
another.18 Racism occurs in relation with and between people
and groups, in the design and development of public policies,
in government structures and in the forms of organization of States.19
In other words, it is a phenomenon of wide and complex scope thatpenetrates and participates in culture, politics and ethics. 20
It moves processes in favor of its interests and needs of continuity,
maintaining and perpetuating privileges and hegemonies. 21

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

Racism implies or clearly states that pure races exist, that these aresuperior to the others and that such superiority authorizes politicaland historical hegemony, points of view against which considerable
objections are raised. 22
12. Racial discrimination: any distinction, exclusion, restriction or
preference based on race, color, 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 therecognition, enjoyment or exercise, on an equal footing of humanrights and fundamental freedoms in the political, economic, social,
cultural or any other field of public life. 23
13. Stereotype: a standardized mental picture that is held in common bymembers of a group and that represents an oversimplified opinion,
prejudiced attitude, or uncritical judgment. 24 A gender stereotype,in particular, is a generalized view or preconception about attributes
or characteristics that ought to be possessed by women and menor the roles that are or should be performed by women and men. 25

Page 3

LEADERSHIP: FACTS AND FIGURES
Principle 1
ESTABLISH HIGH-LEVEL CORPORATELEADERSHIP FOR GENDER EQUALITY
Principle 1 calls on companies and organizations to establish
company-wide goals and targets for gender equality and women’s
empowerment and measure progress through clear performanceindicators. Further, principle 1 calls on companies and organizations toensure that managers at all levels are accountable for the results of thesegoals and targets through their performance reviews while encouraging
companies to engage and consult internal and external stakeholders in
the development of company policies, programmes and implementationplans. principle 1 calls on companies and organizations to focus on
ensuring that existing policies are gender-sensitive – identify factors that
impact people of all genders differently – and ensure that corporate
culture advances equality and inclusion. This includes reviewing therequirements for board membership, and other governance bodies andcommittees, to remove any discrimination or bias against women.
By applying an intersectional lens, companies ensure that policies are
sensitive to women of colour and women from diverse racial
backgrounds. When companies take an active and vocal stand against
racism and all forms of discrimination at the highest level, they foster
corporate cultures that value intersectional diversity and inclusion andreject racist and discriminatory practices.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

Globally, women hold approximately 16.9 per cent of board seats. 27 While many countries
and companies have instituted gender quotas to increase women’s presence on boards, it isunclear how many of these targets are geared toward ensuring that women from different
races are included within these strategies. Across the U.S. in 2018 minority women held only
4.6 per cent of board seats in Fortune 500 companies compared to the 17.9 per cent held by
Caucasian/white women. 28 Similarly, the Canadian Board Diversity Council reported in its
2018 annual update that only 5.9 per cent and 0.8 per cent of director positions were heldby visible minorities and Indigenous people respectively, 29 and in Toronto, non-racialized
women outnumber racialized women in corporate leadership roles by 12 to one. 30 A 2020
study by Diversity Leads found that in major cities across Canada, 40.8 per cent and 10.4
per cent of board seats were held by women and racialized people respectively. 30 Whenconsidering intersectionality, non-racialized women outnumber racialized women by a
substantial margin. 32 In Germany, only two of the 179 people on the management or
executive boards of Germany’s 29 Fortune Global 500 companies are not white, and while
there is strong discourse on implementing gender quotas in large companies, legislation
addressing racial inequality is still lacking. 33 Although Brazil has the second largest black
population in the world, Black women hold 0.4 per cent of executive board seats in among
Fortune 500 companies. 34

ACTIONS FOSTERING DIVERSITY•

Critically evaluate corporate cultures and norms that associate leadership solely withmasculinity and whiteness and make firm, high-level commitments to address
discriminatory policies, practices and systems. This evaluation can be done bothinternally and with the assistance of an impartial and external consultant or body.

•

Ensure that executive leadership embeds anti-racism and anti-discrimination deeply
within the organization by regularly attending meetings and trainings and modeling the
behaviors they expect from their managers and workers. 26

Page 4

Principle 2
TREAT ALL WOMEN AND MEN FAIRLY AT WORK– RESPECT AND SUPPORT HUMAN RIGHTS AND NON-DISCRIMINATION
Principle 2 calls on companies and organizations to pay equal remuneration,
including benefits and bonuses, for work of equal value and ensure ata minimum, a living wage for all women and men employees, while
fostering an inclusive workplace culture that removes gender-based
discrimination from all policies and practices. Further, principle 2 calls on
companies and organizations to implement gender-sensitive recruitment
and retention practices to proactively recruit and appoint women
to managerial and executive positions and to the corporate board of
directors. Principle 2 encourages companies and organization to offer
flexible working arrangements, leave and re-entry opportunities topositions of equal pay and status, and support families’ access to childand dependent care through services, resources and information.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

The recruitment, retention and promotion of women of different
backgrounds and races is a core element of creating diversity andinclusion in the workplace. It is crucial to increase the representation andinclusion of women from different races along the corporate pipeline,
including positions of leadership and influence to normalize diverse andinclusive decision-making. Ensuring that all workers are treated withrespect and are valued for their talents and skills in the workplace is
crucial. By recruiting and retaining diverse workers, companies benefit
from increase in creativity, innovation, and openness, and a better
assessment of consumer demand. 35

Page 5

THE PAY GAP: FACTS AND FIGURESACTIONS FOSTERING DIVERSITY•

Actively seek candidates from diverse recruitment pools and provide
development, mentorship and sponsorship opportunities for workers.
Given that economic outcomes and access to higher-paying positions
are often influenced by supportive social networks, improving
career-mentoring programmes also aid retention and careeradvancement of minority workers.36 The recruitment, retention,and promotion of women of colour can be coupled with shifts incorporate cultures to ensure that workers of all backgrounds arewelcomed and equally valued in the world of work.

•

Develop policies to target racism and discrimination and promote
diversity and inclusion to signal to workers that companies arecommitted to fostering equitable workplaces, and shows staff ofcolour that companies are committed to supporting them. 37
Successful policies include clear reporting structures for grievances,
ensuring that reporting mechanisms are widely available and easily
accessible, and that action is taken swiftly when grievances are
discovered. Regularly reviewing and updating policies is necessary
to ensure company policies are not outdated.

•

Ensure that policies are operationalized in daily interactions.
While corporate divisions of labour often delegate long-term policy
and strategy development to senior management, middle managers
play a key role in ensuring that policies are held true during daily work
interactions. Middle managers can regularly check in with workers,
highlight the accomplishments of all workers, and generally ensurethat efforts for equality are seen through. 38

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

Globally, women earn an average of 77 cents for every dollar men earn for each hour
worked. 44 For women of colour, women with disabilities, Indigenous women and migrant
women the pay gaps are even higher.45 U.S. research indicates that on average, Black womenin the U.S. are paid 38 per cent less than white men and 21 per cent less than white
women.46 Similarly, Canadian census statistics from 2016 highlight that racialized women
working full-time, full-year earn an average of 33 per cent less than non-racialized men,earning 67 cents to the dollar.47 In the European Union, a survey carried out in 2016 in fivecountries of the European Union showed that women of North African origin haveconsiderably lower paid work rates than men (from minus 19 percentage points in France
to 40 points in Italy).48 In Brazil, where intersectional analysis is available, data indicates that
Black women earn approximately 44 per cent of what white men earn.49•

Adopt a long-term, holistic approach to addressing all forms and dimensions of
discrimination is important. 39 Companies can reflect their commitment to anti-racism
and anti-discrimination and fostering diversity and inclusion in all internal programmes,
communications and initiatives.40 This will also help ensure that the values of diversity
and inclusion are adopted widely by workers across all areas of the organization.41
Further, tailoring programmes to the needs of workers is important for recognizing andacknowledging the different, sometimes multiple, barriers that workers may face becauseof their ability, age, ethnicity, gender, race, sexual orientation, or others.

•

Eliminate the practice of requesting pay history during all hiring processes, whichperpetuates the existing pay gap. Pay history bans have been shown to effectively
address the racial and gender pay gap.42 Companies can also regularly analyze pay andcompensation practices disaggregated by gender and race, and use this insight as thebasis for informed solutions that tackle the causes of pay discrimination.43 Additionally,
companies can provide salary disclosures and salary grids during recruitment to ensuretransparency around pay early on in the hiring process.

Page 6SEXUAL HARASSMENT IN THE WORKPLACE:
FACTS AND FIGURES
Principle 3
ENSURE THE HEALTH, SAFETY AND WELL
-BEING OF ALL WOMEN AND MEN WORKERS
Principle 3 calls for companies and organizations to establish policies
targeting all forms of violence and harassment at work and to support
services for survivors of violence and harassment. Principle 3 encourages
companies and organizations to ensure all workers (including part-time,short-term and contract workers) have equal access to health insurance.
Moreover, principle 3 calls for companies and organizations to respect
workers’ right to time off for medical care and counselling for themselves
and their dependents, provide safe working conditions and protection
from exposure to hazardous materials and disclose potential risks,
including to reproductive health, and address safety and security issues,
including traveling to/from work and business trips. Further, principle 3
calls for the training of security staff and managers to recognize signs ofviolence against women, human trafficking, labour and sexual exploitation.
When applying an intersectional lens, companies can revisit existing anddevelop new health policies to address the ways in which women ofcolour are disproportionality affected by sexual harassment in the workplace.
Companies can ensure that all workers have equal access to health,well-being, and safety standards and that health and safety policies andinsurance offerings are inclusive of the diverse needs of workers.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

Between 2012 and 2016, Black women in the U.S. filed workplace sexual harassment
complaints at approximately three times the rate of white women. 50 Similarly, Canadianstatistics highlight that Indigenous women report experiencing sexual violence in theworkplace at a higher rate than non-Indigenous women. For Black women across the U.K.,
sexual harassment is often bound to racial harassment, and studies indicate that Black
women experience higher levels of overall harassment than others, though they may
experience it differently. 52

ACTIONS FOSTERING DIVERSITY•

Establish health and safety councils or groups and consult and include minority workers
to ensure that their needs are taken into consideration when looking at insurance plans,
wellness packages and general safety measures within the company/organization.

•

Eliminate sexual harassment in the workplace and implement policies with clear strategies
for monitoring and reporting.

•

Create a safe space built on trust and confidentiality for difficult conversations and worker
grievances, and ensure that workers feel comfortable and are supported when bringing
forward concerns of bias, discrimination and racism. Companies can further ensure they
have clear reporting structures for grievances, that reporting mechanisms are widely
available and easily accessible, and that action is taken swiftly. Setting norms for difficult
conversations is key to ensuring everyone is on the same page before the conversation
takes place.

Page 7

Principle 4
PROMOTE EDUCATION, TRAINING AND PROFESSIONAL DEVELOPMENT FOR WOMEN
Principle 4 calls on companies and organizations to invest in workplacepolicies and programmes that open avenues for women’s advancement
at all levels and across all business areas. This includes ensuring women
to enter perceived non-traditional job fields and revenue generating roles,
ensuring equal access to and participation in all company-supported
education and training programmes, providing equal opportunities
for formal and informal networking and mentoring programmes,and conducting sexual harassment and unconscious bias training andawareness raising on the corporate gender equality policy and action plan.
Racism in the workplace can be individual and interpersonal, and often
manifests in micro-aggressions, internalized racism, the de-valuation ofones own work, and stereotyping which ultimately leads to unequal
treatment in the workplace and a devaluation of worker talent andexpertise. There is a strong correlation between workers who feel valued
and happy workers who are more engaged and thus retained in thecompany. 53 Racism and discrimination cannot be solved through shorttraining courses, though effective training can deepen understanding of
the ways in which women of colour and from diverse racial backgrounds
experience daily forms of discrimination and bias and outline actionable
steps for change. Moreover, companies have a responsibility to ensurethat women from all backgrounds receive professional developmenttraining to advance their careers.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

ACTIONS FOSTERING DIVERSITY•

Ensure that all workers undertake mandatory anti-racism andanti-discrimination training during the onboarding process and regularly
during their time with a company. Training should move beyond
raising awareness on both institutional racism and the way racism
manifests in individual interactions (for example micro-aggressions)and include strategies and tactics to target and dismantle racism
embedded in corporate culture. 54•

Provide continuous professional development training courses thatenhance workers’ problem-solving skills, guided by anti-racism andanti-discrimination strategies. 55•

Invest in workplace policies and programmes that increase access topathways for career advancement of all workers. Education andcareer advancement opportunities can be open across all businessareas, and support the professional development through educationand training for all workers.

•

Move beyond stereotypes and encourage all women to enter job
fields that are perceived as non-traditional for women while providing
equal opportunity and access to mentorship and networking
opportunities with mentors from diverse backgrounds.

Page 8

Principle 5
IMPLEMENT ENTERPRISE DEVELOPMENT, SUPPLY CHAIN AND MARKETING PRACTICESTHAT EMPOWER WOMEN
Principle 5 calls on companies and organizations to require business
partners, contractors and suppliers to adopt the WEPs and establish
supplier diversity programmes that actively seeks to expand business
relationships with women-owned enterprises and support them inaccess. Further, principle 5 calls on companies and organizations to
support gender-sensitive solutions to women’s barriers to accessing
financial products and services. Principle 5 encourages companies andorganizations to ensure that company products, services and facilities are
not used for human trafficking and/or labour or sexual exploitation,and encourages the removal of harmful gender-based stereotypes in all
media and advertising. Companies are encouraged to systematically
depict all people as empowered actors with progressive, intelligent andmulti-dimensional personalities.

diversity programmes on average add US$3.6 million
to the bottom line for every US$1 million in procurement
operation costs. 56 Targeting bias in supplier diversity
policies and practices requires frequent training
targeted at mid-level managers who makethe daily procurement decisions.

Companies can diversify their supply chains and adopt procurement
strategies targeted at women from all backgrounds, abilities,
and identities and source from minority-owned businesses. This leads
to increased support for diverse communities, enhanced economic
opportunities, and signals a company’s commitment to combatting
systemic racism. Research from The Hackett Group indicates that supplier

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

Page 9WEPs SIGNATORIES TAKING ACTIONACTIONS FOSTERING DIVERSITY•

Companies can expand business relationships with women-led
enterprises, including small businesses, and minority women
entrepreneurs.

•

Financial institutions can support minority-owned business byproviding solutions to their credit and lending barriers.

•

Hold business partners accountable for diversity, inclusion,
anti-racism and anti-discrimination by inviting them or requiring themto sign and adopt the WEPs is an effective approach to creating
inclusive supply chains and business ecosystems.

•

Implement marketing practices that reflect the diversity of workers andsociety to drive a diverse and inclusive culture. This includes ensuring
the inclusion of individuals of all genders in all their diversity isrepresented in all marketing communications content and collateral,
ensuring that individuals from diverse backgrounds have equal speaking
roles in advertisements, and ensuring that communication materials
depict all individuals as empowered and free from stereotypes.

•

Ensure that women from diverse backgrounds and different races are
involved in every part of the marketing process, including external
partners, agencies and production companies.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

WEPs signatory Ernst and Young (EY), for example, has committed to seeking vendorsthat are at least 51% owned, operated and controlled by one or more minority, woman,
LGBTQ+, veteran, service-disabled veteran, person with a disability, aboriginal-Indigenous
person, or a historically underutilized business defined by the local country to enhance thecompany’s competitive advantage and provide innovative and cost-effective services toclients.57 EY’s advocacy organization membership allows them to participate in activities torecruit diverse vendors, contractors, subcontractors, and suppliers, and company
recruitment and procurement professionals are trained in supplier diversity. 58 Further, by
providing mentorship opportunities and leadership training, the company supports thegrowth and improvement of suppliers’ organizations. 59

Page 10

Principle 6
PROMOTE EQUALITY THROUGH COMMUNITY INITIATIVES AND ADVOCACY
Principle 6 calls on companies and organizations to lead by example byshowcasing concrete actions to advance gender equality and women’s
empowerment, leverage influence, alone or in partnership, to advancegender equality and collaborate with business partners, suppliers andcommunity leaders to achieve results. Principle 6 also calls on companies
and organizations to work with community stakeholders and officials totarget discrimination and exploitation and to open opportunities for
women and girls, promote and recognize women’s leadership in,and contributions to, their communities and ensure their active participationin community consultation, and use philanthropy and grants programmes
to support community initiatives.
In addition to internal accountability and action, companies can act as rolemodels in local communities and ensure that all external initiatives alignwith the values of diversity, inclusion, anti-racism, and anti-discrimination.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

ACTIONS FOSTERING DIVERSITY•

Ensure that individuals from different backgrounds
are represented, engaged and included in external
activities including public events and public briefs.

•

Invest in scholarship programmes and paid internships
for women from diverse backgrounds, compensate
diversity champions, sponsor and assist local
race-focused initiatives and programmes, and purchasegoods and services from minority-owned businesses.

•

Work with community stakeholders, officials andothers to target racism, discrimination and exploitationand open opportunities for women and girls.

Page 11

Principle 7
MEASURE AND PUBLICLY REPORT ON PROGRESS TO ACHIEVE GENDER EQUALITY
Principle 7 calls on companies and organizations to take the WEPs Gap
Analysis Tool to establish a baseline for WEPs implementation. Further,principle 7 calls encourages companies and organizations to develop
incentives and accountability mechanisms to accelerate WEPs
implementation, collect, analyze and use gender statistics andsex-disaggregated data and benchmarks to measure and report results
at all levels, report annually on progress in the implementation of theWEPs, and share lessons learned and good practices in the implementationof the WEPs and publish them on the WEPs website.
Companies and organizations can collect and analyze intersectional
sex-disaggregated company-wide data to better understand systemic
inequalities and discrimination that can be addressed through policies
and programmes. This data can be used to better understand the barriers
that those with intersecting identities of ability, age, ethnicity, gender,
race, sexual orientation, and others face when assessing their professional
growth and satisfaction within the company/organization. This information
can be used to conduct a diversity audit identifying institutional andindividual barriers to racial diversity, both actual and perceived, as wellas inform action plans to promote gender and race equality.

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

ACTIONS FOSTERING DIVERSITY•

Make public the company policy, implementation plan and report on
progress for anti-racism and anti-discrimination.

•

Establish benchmarks to increase the representation and inclusion of
women from diverse backgrounds with different identities and abilities
at all levels along the corporate pipeline.

•

Plan for both internal and external accountability and develop clear
targets and methods for monitoring, reviewing and reporting on
the progress and success of diversity, inclusion, anti-racism andanti-discrimination strategies.

•

Clearly communicate company goals, strategies and methods ofmonitoring and reporting to workers, stakeholders and consumers.
These evaluations can be done via external councils or governing
bodies in collaboration with external, impartial bodies/agencies.

Page 12ENDNOTESThis Action Note was prepared by the United
Nations Entity for Gender Equality and the
Empowerment of Women (UN Women) under
the WE EMPOWER – G7 Programme fundedby the European Union and jointly
implemented with the International Labour
Organization. The brief was led by Stephanie
Dei and Nancy Mitchell with substantive
contributions from Claudia Cavalcante, Sarah
Denby, Anna Fälth, Magali Gay-Berthomieu,
Stephenie Foster, Meral Guzel, Elspeth Ianson,
Carla Kraft, Tayna Leite, Sarah Merusi, Chiara
Pace, Ana Carolina Querino, and Daniel
Seymour of UN Women; Amanda Ellis of the
Wrigley Global Institute of Sustainability,
Arizona State University; Patricia Greene of
Babson College; Chisina Kapungu of
WomenStrong International; Mischa Thompsonof the Commission on Security and Cooperationin Europe; and Anjum Sultana and Maya Roy of
YWCA Canada. We further acknowledge Oliver
Gantner for the design and ProseWorks for theediting of this action guidance note.

1.

Coined by Kimberlé Crenshaw

2. Katie Steinmetz, “She Coined the Term ‘Intersectionality’ Over 30 Years
Ago. Here’s What It Means to Her Today” (2020). Available at: https://time.com/5786710/kimberle-crenshaw-intersectionality/ (accessed 2
September 2020); and 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 (accessed 26 August 2020).

12. Katie Steinmetz, “She Coined the Term ‘Intersectionality’ Over 30 Years
Ago. Here’s What It Means to Her Today”; and Kimberlé Crenshaw, “Theurgency of intersectionality”.
13. Katie Steinmetz, “She Coined the Term ‘Intersectionality’ Over 30 Years
Ago. Here’s What It Means to Her Today”.
14. Ibid.

4. Cambridge Dictionary, “Bias” (n.d.). Available at: https://dictionary.
cambridge.org/dictionary/english/bias (accessed 17 September 2020).

15. Morgan, J. D., De Marco. A. C., LaForett, D. R., Oh, S., Ayankoya, B.,
Morgan. W., Franco, X., & FPG’s Race, Culture, and Ethnicity Committee.
(2018, May). What Racism Looks Like: An Infographic. Frank Porter
Graham Child Development Institute, University of North Carolina at
Chapel Hill. Available at: http://fpg. unc.edu/sites/fpg.unc.edu/files/
resources/other-resources/What%20Racism%20Looks%20Like.pdf(accessed 26 August 2020).

5. ONU Mulheres Brasil “Guia de Enfrentamento do Racismo Institucional”(2016) Available at: http://www. onumulheres.org.br/wp-content/
uploads/2013/12/Guia-de-enfrentamento-ao-racismo-institucional.pdf

16. Merriam Webster, “Microaggression” (n.d.). Availale at: https://www.
merriam-webster.com/dictionary /microaggression (accessed 26
August 2020).

6. Builtin, “Understanding Diversity and Inclusion” (n.d.). Available at:https://builtin.com/diversity-inclusion (accessed 26 August 2020).

17. Lexico, “Prejudice” (n.d). Available at: https://www.lexico.com/
definition/prejudice (accessed 26 August 2020).

7.

18. ONU Mulheres Brasil “Guia de Enfrentamento do Racismo Institucional” .

3. Catalyst, “Why Diversity and Inclusion Matter: Quick Take” (2020).
Available at: https://www.catalyst. org/research/why-diversity-andinclusion-matter/ (accessed 26 August 2020).

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

8. Lexico, “Gender Equality” (n.d.). Available at: https://www.lexico.com/
definition/gender_equality (accessed 2 September 2020).
9. YWCA Calgary, “Equity vs. Equality: What’s the Difference?” (n.d.).
Available at: https://www.ywcalgary.ca/news/equity-v-s-equalitywhats-difference/ (accessed 26 August 2020).
10. Women’s Health West, “What is the difference between gender equity
and gender equality: What does this have to do with violence against
women?” (n.d.). Available at: https://16daysactivist.whwest.org.au/
challenges/actions/learn-what-the-patriarchy-is/ (accessed 10
September 2020).
11. Global Diversity Practice, “What Is Diversity & Inclusion?” (n.d.).
Available at: https://globaldiversity practice.com/
what-is-diversity-inclusion/ (accessed 26 August 2020).

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

19. Ibid.
20. Ibid.
21. Ibid.
22. Ibid.
23. Ibid.
24. Merriam Webster, “Stereotype” (n.d.). Available at: https://www.merriam-webster.com/dictionary/stereotype (Accessed 26 August 2020).
25. United Nations Human Rights Office of the High Commissioner, “Genderstereotypes and Stereotyping and women’s rights” September 2014.
Available at: https://www.ohchr.org/documents/issues/women/wrgs/
onepagers/gender_stereotyping.pdf (accessed 10 September 2020).

26. American Management Association, “Middle Management May Hinder
Diversity Initiatives” (2019). Available at: https://www.amanet.org/
articles/middle-management-may-hinder-diversity-initiatives/(accessed 26 August 2020).
27. Deloitte Global Center for Corporate Governance, “Women in the
Boardroom: A Global Perspective, Sixth Edition,” (2019). Available at:https://www2.deloitte.com/global/en/pages/about-deloitte/press-releases/deloitte-global-latest-women-in-the-boardroom-reporthighlights-slow-progress-for-gender -diversity.html (accessed 26
August 2020).
28. Deloitte. Missing pieces report: The 2018 board diversity census of womenand minorities on Fortune 500 boards. 2018. Available at: https://www2.
deloitte.com/us/en/pages/center-for-board-effectiveness/articles/
missing-pieces-fortune-500-board-diversity-study-2018.html (accessed
26 August 2020).
29. Andrew MacDougall, John M. Valley, Jennifer Jeffrey, Ramz Aziz, Jennifer
Cao, Marleigh Dick, Aly Kim, Bradley Lastman, Tiye Traore, “2019 Diversity
Disclosure Practices report – Women in leadership roles at TSX-listedcompanies” (2019). Available at: https://www.osler.com/en/resources/
governance /2019/2019-diversity-disclosure-practices-report-womenin-leadership-roles-at-tsx-listed-companies #section5 (accessed 10
September 2020). https://www.osler.com/en/resources/governance/
2019/2019 -diversity-disclosure-practices-report-women-in-leadershiproles-at-tsx-listed-companies#section5
30. Tara Deschamps, “Black, racialized Canadians lack representation on
boards in 8 major cities: study” (2020). Available at: https://globalnews.
ca/news/7254185/black-racialized-canadians-lack-represen
tation-boards/ (accessed 26 August 2020).
31. Cities studied were: Toronto, Montreal, Vancouver, Calgary, Halifax,
Hamilton, London, and Ottawa. Akalya Atputharajah, Wendy Cukier,Henrique Hon, Ruby Latif, and Harryharan Parameswaran, “Diversity Leads:
Diverse Representation in Leadership: A Review of Eight Cities AcrossCanada” (2020). Available at: https://www.ryerson.ca/diversity/reports/DiversityLeads_2020_Canada.pdf (accessed 10 September 2020).
32. Ibid.

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33. David Meyer, “Corporate Germany has a race problem—and a lack ofdata is not helping” (2020). Available at: https://fortune.com/2020/06/
19 /corporate-germany-race-diversity-data/ (accessed 26 August 2020).
34. Instituto Ethos, Perfil Social, Racial E De Gênero Das 500 Maiores
Empresas Do Brasil E Suas Açôes Afirmativas” (2016). Available at:https://www.ethos.org.br/wp-content/uploads/2016/05/Perfil_Social_
Tacial_Genero_500empresas.pdf
35. Catalyst, “Why Diversity and Inclusion Matter: Quick Take”.
36. Stephen Miller, “Black Workers Still Earn Less than Their WhiteCounterparts” (2020). Available at: https://www.shrm.org/resourcesa
ndtools/hr-topics/compensation/pages/racial-wage-gaps-persiste
nce-poses-challenge.aspx (accessed 26 August 2020).
37. Canadian Centre for Diversity and Inclusion, “Navigating Race in CanadianWorkplaces: A Toolkit for Diversity and Inclusion Practitioners” (2018).
Available at: https://ccdi.ca/media/1849/20180731-toolkit -navigatingrace-in-canadian-workplaces.pdf (accessed 26 August 2020).
38. Stephanie J. Creary, Nancy Rothbard, Elena Mariscal, Olivia Moore, Jared
Scruggs, and Natalia Villarmán, “Evidence-Based Solutions for Inclusionin the Workplace: Actions for Middle Managers” (2020). Available at:https://wpa.wharton.upenn.edu/wp-content/uploads/2020/05 /Evide
nce-Based-Soluti ons-for-Inclusion-in-the-Workplace_May-2020.pdf(accessed 26 August 2020).
39. Safehouse Progressive Alliance for Nonviolence “Building a Multi-Ethnic,
Inclusive, and Anti-Racist Organization” (2005) Available at: https://www.rac
ialequitytools.org/resourcefiles/olcese.pdf (accessed 10 September 2020).
40. Ibid.
41. Ibid.
42. Shahar Ziv, “Salary History Bans Reduce Racial And Gender Wage Gaps;
Every CEO Should Use Them” (2020). Available at: https://www.forbes .
com/sites/shaharziv/2020/06/23/salary-history-bans-reduce-racial-and-gender-wage-gaps-implement-themnationwide/#128dc3a1151c (accessed 26 August 2020).

CALL TO ACTION Leveraging the WEPs framework to target racism and discrimination in the world of work

43. WE EMPOWER, “Closing Gender Pay Gaps to Achieve Gender Equality
at Work” (2020). Available at: https://www.weps.org/sites/default/files/2020-06/Guidance%20Note%20_CLOSING%20GENDER%20 PAY%20
GAPS%20%28web%29%20Final%20v%2022%20June%202020.pdf(accessed 26 August 2020).

53. Randstad, “How to make your employees feel valued and ensure
employee 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 26 August 2020).

44. International Trade Union Confederation, “ITUC Economic and Social
Policy Brief: The Gender Wage Gap” (n.d.). Available at: https://www.ituc-csi.org/IMG/pdf/the_gender_wage_gap_en.pdf (accessed 26 August 2020).

54. Jennifer Liu, “Companies are speaking out against racism, but here’s
what it really looks like to lead an anti-racist organization” (2020).
Available at: https://www.cnbc.com/2020/06/15/what-it-means-to-be-an-anti-racist-company.html (accessed 26 August 2020).

45. Ibid.
46. Lean In, “Black women aren’t paid fairly, and that hits harder in an
economic crisis” (n.d.). Available at: https://leanin.org/data-about-thegender-pay-gap-for-black-women (accessed 26 August 2020).
47. Canadian Women’s Foundation, “The Facts about the Gender Pay Gap in
Canada” (n.d.). Available at: https://canadianwomen.org/the-facts/
the-gender-pay-gap/ (accessed 23 September 2020).
48. European Union Agency for Fundamental Rights “Second European
Union Minorities and Discrimination Survey Migrant women – selected
findings” (2019). Available at: https://fra.europa.eu/sites/default/files/
fra_uploads/fra-2019-eu-midis-ii-migrant-women_en.pdf (accessed 10
September 2020).
49. IBGE, “Desigualdades Soiais por Coro u Raça no Brasil” (2019). Available at:https://biblioteca.ibge.gov.br/visualizacao/livros/liv101681_informativo.pdf
50. P.R. Lockhart, “Tuesday is Black Women’s Equal Pay. Here’s What You
Should Know About The Gap” (2020). Available at: https://www.vox.
com/identities/2018/8/7/17657416/black-womens-equal-pay-daygender-racial-pay-gap (accessed 10 September 2020).
51. Laura Hensley, “She reported her boss had sexually harassed her — thenshe was fired” (2019). Available at: https://globalnews.ca/news/6225447/workplace-sexual-harassment-reporting/ (accessed 26 August 2020).

55. Ibid.
56. Oliver Pickup, “The importance of supply chain diversity” (2017).
Available at: https://www.raconteur .net/business-innovation/
future-proofing -procurement-2017/the-importance-of-supply-chaindiversity (accessed 26 August 2020).
57. Ernst & Young, “Inclusive & Sustainable Procurement: Driving Supplier
Diversity” (2019). Available at: https://www.ey.com/Publication/vw
LUAssets/Diversity_and_Inclusiveness_Procurement:_Driving_
supplier_diversity/$FILE/ey-diversity-inclusiveness-procurement.pdf(accessed 26 August 2020).
58. Ibid.
59. Ibid.
60. Canadian Centre for Diversity and Inclusion, “Navigating Race in CanadianWorkplaces: A Toolkit for Diversity and Inclusion Practitioners” (2018).
61. ILO, “Promoting equity - Ethnic diversity in the workplace: A step-by-stepguide” (2014). Available at: https://www.ilo.org/wcmsp5/groups/public/--ed_norm/---declaration/documents/publication/wcms_340481.pdf(accessed 26 August 2020).

52. UNISON, “Sexual harassment is a workplace issue Guidance and model
policy” (2020). Available at: https://www.unison.org.uk/content/
uploads /2020/02/25965-1.pdf (accessed 26 August 2020).

Page 14

Equality
Means
Business
Sign the Women’s Empowerment Principles
and say #WeCommit to advancing genderequality in the workplace, marketplace andcommunity. Make today your signature
moment at weps.org

WOMEN’SEMPOWERMENT PRINCIPLES
Principle 1

Establish high-level corporate leadership forgender equality.

Principle 2

Treat all women and men fairly at work – respect andsupport human rights and nondiscrimination.

Principle 3

Ensure the health, safety and well-being of all womenand men workers.

Principle 4

Promote education, training and professional
development for women.

Principle 5

Implement enterprise development, supply chain
and marketing practices that empower women.

Principle 6

Promote equality through community initiatives
and advocacy.

Principle 7

Measure and publicly report on progress to achieve
gender equality.

The work on WEPs is funded by the European Union through the
WE EMPOWER – G7 programme, implemented in collaboration
with the ILO (2018-2020).