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5 Reasons DEI Initiatives
Fail
TaChelle L.
International DEI Speaker | C-suite Advisor | 45 articles Follow
Diversity Business Strategist | President of FI…
April 20, 2022
Open Immersive Reader
With the exception of a few organizations that are nailing it,
DEI efforts across the board have spotty, and sometimes
completely ineffective results. This isn't just bad for POC,
women, and other marginalized groups - it's bad for
business and it's bad for the future of DEI. If DEI is seen as
pointless or ineffective, the traction it's gained over the past
few years will be lost. Here are 5 reasons DEI commonly
fails, and what to do about it:
1. Your plan is shortsighted. A training or a "diversity hire"
here and there is not a long term plan. DEI strategy
means that DEI is folded into your business model and
existing goals in a way that will take time, but will also
make a legitimate and long lasting impact. Play the
long game. Inclusive culture and top to bottom
diversity doesn't happen overnight and might not be
glamorous and "Instagram worthy", but the investment
is worth it. |
chunk_1_2 | 2. Ignoring the "I". Achieving diversity is a good first step.
Equity is great, too. But do all your employees feel
included? Is your organization a cohesive team? You've
given everyone a seat at the table, but does everyone
have a meal? In other words, hiring a diverse team is
only the first step. Everyone should have the tools and
knowledge to be successful, and the ability to grow
and receive promotions and raises. This may mean
different things for different employees. Everyone has
different barriers to success, and inclusion means
figuring out what they are and how to overcome them.
Inclusion involves evaluating your culture, creating
space for everyone to speak up and express their
needs, and clear communication of expectations.
3. Not enough/the wrong resources. DEI trainers and
training programs are a dime a dozen these days. The
market is filled with generic videos and training
material, and it's easy to play a power point at your
next team meeting and call it a day. But DEI requires
more than that. Time is also a vital DEI resource, and if
you don't have someone on staff with a wide open
schedule to dedicate to developing DEI, you don't have
that resource. You can't just assign DEI to your HR
manager who already has a full plate and expect
results. For larger organizations, creating a DEI
coordinator position may be the best bet. Otherwise
outsourcing and gaining an entirely new perspective
from a DEI professional will help your entre company
work smarter, not harder.
4. Lack of commitment. How are you holding yourself
accountable to your DEI commitments? DEI should be
no less important and well thought out than any other
business goals. It needs to be embraced and modeled
by leadership. Additionally, committing to DEI means a
commitment to creativity and thinking outside the box.
If current hiring processes aren't yielding a diverse
candidate pool, the solution is to pivot and get more
creative about hiring, not to give up.
5. Lack of communication. At FIG, we talk a lot about
"Bob". Bob is a white, male employee or manager that
just can’t get behind all of these DEI initiatives. Why? |
chunk_1_3 | Because Bob feels left out, and he also thinks
employees of color are getting too much attention or
unearned raises and promotions. In short, he feels
threatened by the new “inclusive” culture in the
organization and as a result, he challenges everyone
regardless of validity and refuses to be a team player.
But what if someone actually talked to Bob and got his
input? Does Bob even understand the “why” behind
these initiatives and mandatory diversity training, or
did everyone assume since they don’t directly involve
Bob, he wouldn’t care? Talk to your employees and
give them a reason to buy into DEI. Explain the benefits
of DEI and explain the consequences of ignoring DEI.
DEI has become imperative for success. Companies that
can't implement a good DEI policy will pay for it, and their
culture will suffer. Job seekers are more empowered and
aware than ever, and consumers are similarly dialed in to
the brands they support and the establishments they
frequent. Taking the time to ensure your DEI strategy is set
up for long term success is imperative and well worth it.
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TaChelle L. 45 Follow
International DEI Speaker | C-suite Advisor | Diversity Business Strategist | Presi…
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If you aren't making DEI part of your business strategy, you're doing it wrong.
#business #strategy #DEI #inclusionmatters
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TaChelle L.
International DEI Speaker | C-suite Advisor | Diversity Business Strategist |
President of FIG Strategy & Consulting | |
chunk_1_4 | Follow
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chunk_2_1 | BETA
FORBES LEADERSHIP
The Root Cause Of Diversity,
Equity And Inclusion
Burnout, And How To Fight It
Shelley Willingham Former Forbes Councils Member
Forbes Coaches Council COUNCIL POST | Membership (Fee-Based)
Aug 16, 2022, 07:00am EDT
Entrepreneur, Certified Diversity Executive & Biz Strategist using
an equity lens to help achieve business outcomes | The Diversity
Movement
GETTY
Remember that chief diversity officer you hired two years ago? Or
maybe you called them your director of culture, chief people officer
or head of supplier diversity. Everyone was so excited when you |
chunk_2_2 | first brought them on board—eagerly signing up for training,
joining employee resource groups (ERGs) and getting involved in
BETA
company-wide efforts to change.
Flash forward to now. Your diversity, equity and inclusion (DEI)
budget isn’t as big as it used to be, and learning opportunities are
few and far between. Your company ERGs haven’t met in months.
Virtually nothing has changed with regard to how you operate and
communicate with colleagues on a day-to-day level. It seems like
your DEI practitioner—and frankly, half of everyone else in your
organization—is burned out, feeling disconnected and tired of
hearing the word "diversity."
How did we get here? And perhaps more importantly, how do we
get back to a place of being energized for our company’s DEI
efforts?
What do the numbers tell us about DEI burnout?
A recent survey from Work Vivo found a staggering 98% of human
resources professionals have felt burned out at work in the last six
months, with almost four in five (78%) open to leaving their jobs.
Meanwhile, a majority of workers report a “lack of meaningful
progress” on racial equity, despite increased investment in DEI.
MORE FROM FORBES ADVISOR
Best Travel Insurance Companies
By Amy Danise Editor
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By Amy Danise Editor |
chunk_2_3 | DEI leaders are experiencing mass burnout driven by low
engagement, low budgets, lackluster support from management
BETA
and a general sense of performative activism that can be extremely
discouraging.
Identify root causes to identify real solutions.
In my experience as a certified diversity executive and business
growth strategist, there are six main “umbrella causes” of DEI
burnout. While these issues may present differently across different
organizations, DEI burnout can generally be chalked up to one of
the following structural problems.
• Lack of resources and authority. I hate to break it to you, but
an effective DEI strategy isn’t free! Leaders need the right resources
in order to implement change. That means allocating appropriate
time and money, investing in necessary tools for implementation
and also affording DEI leaders the authority to effect change.
• Working in a silo. Your organization can only hope to
operationalize DEI as part of its DNA when all teams are
committed to doing the work together. Placing 100% of the
responsibility onto DEI employees, and only DEI employees, is
unfair and ineffective. Also, it often creates an unreasonable
workload for DEI hires.
• Lack of community. Keep in mind that DEI practitioners are
often facing the same issues as all other employees, including
microaggressions, harassment and discrimination. The difference is
that DEI leaders frequently lack a network they can turn to for
support. Encourage your diversity leader to connect with a cohort
of fellow practitioners for idea sharing and support. |
chunk_2_4 | • Lack of training. Some organizations don’t realize that DEI
roles require specialized training and a high degree of expertise.
BETA
You can’t just expect someone to perform well in a DEI role because
they are the only multicultural person on your team. Put some real
thought into what you need to look for when hiring a DEI leader.
• A disconnect between values and operations. What’s the
point in making your leadership team sit through all those diversity
courses when women are still being interrupted in meetings and
managers are still showing unconscious bias in their treatment of
employees? When it comes to DEI burnout, there’s often a missing
link between strategy and everyday implementation.
• Too much focus on optics over change. Social justice
movements have fueled a reactive urgency and pressure for DEI
initiatives, forcing many diversity leaders to focus on vanity metrics
and social media messaging over sustainable, long-term change.
This isn’t to say your company can’t engage in public-facing DEI
work, but keep in mind how demoralizing DEI work can feel when
leaders act more like PR agents than internal changemakers.
Re-energize your organization’s DEI efforts.
It’s never too late to renew your commitment to diversity and
inclusion as organization-wide values and reinvest in programs that
will benefit your business through greater innovation and stronger
bottom lines. Here are my best solutions for stopping DEI burnout
in its tracks:
• Be proactive, not reactive, about social justice issues.
Don’t just wait until an issue makes headlines to start caring about
it. Take a look at the current socio-political landscape and decide
which hot-button issues your company may need to address. |
chunk_2_5 | • Develop a DEI strategy that aligns with your corporate
strategy, and integrate DEI initiatives into your everyday
BETA
flow of work. Start thinking about DEI from a business growth
perspective, rather than as an independent channel of your
business. For example, how might unconscious bias be showing up
in your promotion process? Looking at things from this perspective
will enable you to better operationalize DEI in the day-to-day
workflow.
• Bring the data (not the drama) to ask C-suite leaders for
appropriate resources. If you are the DEI leader, come
prepared with key talking points, data and metrics, and positive
outcomes that align with corporate goals. Develop your executive
presence, and build a powerful case to describe what’s in it for
them.
• Facilitate opportunities for DEI practitioners to join a
larger community of like-minded individuals. Gaining a
sense of community, as well as valuable training resources, will go a
long way in preventing burnout.
A final note to DEI leaders: As important as it is for your company
to provide the right support and resources, it is equally important
you commit to practicing self-care. DEI is challenging and high-
stakes work. You deserve to take a break from it every now and
then. Remember, taking care of yourself—and having an employer
that takes care of you—is not a luxury. It’s a necessity. Focus on the
long-term goals and celebrate short-term wins! You’ll do a better
job remembering how important self-care is all along the way.
Forbes Coaches Council is an invitation-only community for
leading business and career coaches. Do I qualify? |
chunk_2_6 | Follow me on LinkedIn. Check out my website.
Shelley Willingham BETA
Entrepreneur. Inclusive Marketer. Business Strategist. Certi ed Diversity
Executive. Chief Revenue Of cer at The Diversity Movement.
Editorial Standards Reprints & Permissions
ADVERTISEMENT |
chunk_3_1 | 07/10/2023, 20:43 What is Diversity & Inclusion? – Global Diversity Practice
Home About us Our Services
Case Studies Blog Contact
What is Diversity & Inclusion?
Diversity is any dimension that can be used
to differentiate groups and people from one
another.
In a nutshell, it’s about empowering people by respecting and
appreciating what makes them different, in terms of age, gender,
ethnicity, religion, disability, sexual orientation, education, and
national origin.
https://globaldiversitypractice.com/what-is-diversity-inclusion/ 1/9 |
chunk_3_2 | 07/10/2023, 20:43 What is Diversity & Inclusion? – Global Diversity Practice
Understanding one another
Diversity allows for the exploration of these differences in a safe, positive, and
nurturing environment. It means understanding one another by surpassing
simple tolerance to ensure people truly value their differences. This allows us
both to embrace and also to celebrate the rich dimensions of diversity
contained within each individual and place positive value on diversity in the
community and in the workforce.
Recognising our differences
Each individual in an organisation brings with them a diverse set of
perspectives, work and life experiences, as well as religious and cultural
differences.
The power of diversity can only be unleashed and its benefits reaped when we
recognise these differences and learn to respect and value each individual
irrelevant of their background.
At Global Diversity Practice, we help organisations to implement diversity
policies that will help instil inclusion, respect and appreciation across the
entire workforce.
Contact us to nd out more…
“
https://globaldiversitypractice.com/what-is-diversity-inclusion/ 2/9 |
chunk_3_3 | 07/10/2023, 20:43 What is Diversity & Inclusion? – Global Diversity Practice
We advance learning and understanding of the practical ways in which
everyone can play a part in bringing about D&I change by demystifying
the topic.
Farrah Qureshi - CEO, GDP
https://globaldiversitypractice.com/what-is-diversity-inclusion/ 3/9 |
chunk_3_4 | 07/10/2023, 20:43 What is Diversity & Inclusion? – Global Diversity Practice
Inclusion
APPRECIATING OUR DIFFERENCES
Inclusion is an organisational effort and practices in which different groups or
individuals having different backgrounds are culturally and socially accepted
and welcomed.
These differences could be self-evident, such as national origin, age, race and
ethnicity, religion/belief, gender, marital status and socioeconomic status or
they could be more inherent, such as educational background, training, sector
experience, organisational tenure, even personality, such as introverts and
extroverts.
Inclusion is a sense of belonging
Inclusive cultures make people feel respected and valued for who
they are as an individual or group. People feel a level of supportive
energy and commitment from others so that they can do their best
at work. Inclusion often means a shift in an organisation’s mind-set
and culture that has visible effects, such as participation in
meetings, how offices are physically organised or access to
particular facilities or information.
The process of inclusion engages each individual and makes people feel valued
as being essential to the success of the organisation. Evidence shows that when
people feel valued, they function at full capacity and feel part of the
organisation’s mission. This culture shift creates higher performing
organizations where motivation and morale soar
Get in touch
to see what GDP can do for your organisation.
https://globaldiversitypractice.com/what-is-diversity-inclusion/ 4/9 |
chunk_3_5 | 07/10/2023, 20:43 What is Diversity & Inclusion? – Global Diversity Practice
"In simple terms, diversity is the mix and inclusion is
getting the mix to work well together."
Better business performance
Openness to diversity widens our access to the best talent. Inclusion allows us
to engage talent effectively. Together, this leads to enhanced innovation,
creativity, productivity, reputation, engagement and results.
21%
Businesses with a healthy balance of men and women are 21% more likely
to outperform their competitors1.
33%
Businesses with a healthy balance of men and women are 21% more likely
to outperform their competitors1.
87%
Businesses with a healthy balance of men and women are 21% more likely
to outperform their competitors1.
Why do we need D&I in our workplace?
https://globaldiversitypractice.com/what-is-diversity-inclusion/ 5/9 |
chunk_3_6 | 07/10/2023, 20:43 What is Diversity & Inclusion? – Global Diversity Practice
Organisations need to allocate the required resources and training in order to
attract the right employees with the best minds and skills. In today’s war for
talent, this may require you to look beyond the traditional recruitment pool. This
is what we mean by diversity in the workplace.
The onset of globalisation has led to a demographic shift, with increased
mobility in migrant workers travelling to the four corners of the globe for career
progression, and the need for a talented and skilled workforce resulting in
diversity becoming a key driver in economic growth across the world.
The benefits of a diverse workforce not only provides social harmony at work for
the employees, but also increases productivity and profitability that will help the
organisation to succeed in the global marketplace.
Get in touch
to see what GDP can do for your organisation.
https://globaldiversitypractice.com/what-is-diversity-inclusion/ 6/9 |
chunk_3_7 | 07/10/2023, 20:43 What is Diversity & Inclusion? – Global Diversity Practice
Find out more
Delivering through Diversity – McKinsey & Company
Diversity + Inclusion = Better Decision Making at Work – Forbes
How Diversity Can Drive Innovation – Harvard Business Review
https://globaldiversitypractice.com/what-is-diversity-inclusion/ 7/9 |
chunk_4_1 | 07/10/2023, 19:45 Deciding Your Organization Structure For 2021
FORBES LEADERSHIP
Deciding Your Organization
Structure For 2021
Peter Brodie Forbes Councils Member
Forbes Coaches Council
COUNCIL POST | Membership (Fee-Based)
Jan 4, 2021, 08:40am EST
Peter Brodie is the Director of Organisation Design at The
Orgworks.
GETTY
Leaders can sense when their organization is not working well or
if the environment they operate in has changed, rendering the
operating strategy and structure obsolete. The current Covid-19
pandemic has caused an "event horizon" for all organizations and
sectors.
https://www.forbes.com/sites/forbescoachescouncil/2021/01/04/deciding-your-organization-structure-for-2021/?sh=75a954f550a6 1/6 |
chunk_4_2 | 07/10/2023, 19:45 Deciding Your Organization Structure For 2021
Executives will need to reorientate their organization in 2021.
However, organization design is difficult, as it aims to take a
complex entity, dissect and analyze it and then rebuild it so it
functions better. This requires a mix of analytical work and
visualization of the data. Then add some experience with a mix of
logic and creativity to design the solutions.
This article offers some insights on the first phase of designing
the "shape" of an organization, which I call the macro-structure.
The axioms 'strategy sets structure' and 'structure
breeds behavior' remain true and have stood the test of
time.
Don’t be tempted to jump straight into redesigning the detail of
the organization without considering if the overall structure is
correct. It is imperative first to decide if an organizational
restructure is required. It's one of the biggest and most important
questions an executive needs to answer: "Do we need
fundamentally to reorientate the organizational structure to
achieve our strategy?"
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Some leaders shy away from embarking on an organization
design initiative. Redesigning a company is a large undertaking
that needs expertise and experience to get it right. So, leaders
might be tempted to opt for an operational improvement
program. If the organization needs to improve performance only
a little, then this option might be suitable. However, if the
organization needs to raise its performance substantially or faces
https://www.forbes.com/sites/forbescoachescouncil/2021/01/04/deciding-your-organization-structure-for-2021/?sh=75a954f550a6 2/6 |
chunk_4_3 | 07/10/2023, 19:45 Deciding Your Organization Structure For 2021
a significant threat, a new strategy and operating structure will be
required.
A good strategy is about being unique. It means selecting a
specific set of activities to deliver a distinctive combination of
value and forming the organization to provide its products and
services most effectively. Set a robust strategy, restructure and
align the organization, then implement an operational
improvement initiative, such as lean or six-sigma. Improvement
initiatives won't work if the structure is broken. Strategy,
structure, then lean.
A company's macro-structure should be logically
configured and aligned with its strategy.
The macro-structure is the skeleton of the organization. It
determines how positions are grouped and the approximate size
of units. It also encompasses the design of the horizontal and
vertical linkages to add flesh to the bones — especially planning
and control systems to standardize outputs and coordination
mechanisms to enable collaboration.
Few companies systematically approach organization
design issues.
Sound chief executives can provide a clear rationale for their
companies' strategies; they are often much less articulate when it
comes to justifying their structures.
When it comes to designing an organization structure, there are
four drivers to consider:
• Product-market strategies: How the company intends to
lead each product-market field in which it will compete
• Corporate strategy: How the company intends to gain an
advantage from competing in the product-market areas
https://www.forbes.com/sites/forbescoachescouncil/2021/01/04/deciding-your-organization-structure-for-2021/?sh=75a954f550a6 3/6 |
chunk_4_4 | 07/10/2023, 19:45 Deciding Your Organization Structure For 2021
• People: The skills and attitudes of the individuals within the
organization
• Constraints: The cultural, environmental, legal and internal
factors that can curb the choice of design
Designers who fail to consider these drivers will make it hard for
a company to achieve its strategy. This leads to the first of a series
of practical tests — the market advantage test: "Does the design
allocate appropriate management attention to the operating
priorities and intended sources of advantage in each product-
market area?"
Even senior-level managers who try to add value are often vague
about how they will do so. Do the senior members of the
organization "earn their keep"? To answer this, consider the
executive team advantage test: "Does the design reflect the
intended sources of added value generated by the executive team
and board members?"
Most managers within a company will want to bend the structure
to retain their team. However, I would advise training or
replacing employees who are unable to contribute sufficiently. Do
not weaken the organization’s ability to achieve its strategic goals.
It’s tough to do but necessary. That is why it’s healthier to get
external support when redesigning an organization. This leads to
the people test: "Does the design identify the skills, experience
and behaviors within each departmental unit that are required to
achieve the strategic intent?"
Managers are aware that constraints can exist, but sometimes
they do not pay enough attention to issues during the design
process. Options can be developed and even selected before the
corporate lawyer or IT expert points out the problem. Hence the
fourth test, the feasibility test: "Does the design take account of
the constraints that may make the proposal unworkable?"
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chunk_4_5 | 07/10/2023, 19:45 Deciding Your Organization Structure For 2021
To help managers adopt a less haphazard approach, I have
distilled five principles of good organization design:
• The specialization principle: Set unit boundaries to
accomplish the most important benefits obtainable from
specialization.
• The cooperation principle: Define units so that the tasks
that need to be coordinated are within unit borders.
• The knowledge and competence principle: Identify which
responsibilities to decentralize and the hierarchical levels to set
up.
• The control and commitment principle: Define the
process for ensuring that managers effectively discharge
decentralized responsibilities.
• The innovation and adaptation principle: Ensure the
organization can change and evolve in the future.
I understand the theory; what does that mean in
practice?
Next year will make or break many organizations. One of the first
things you should do is to examine your strategy — and
remember, efficiency programs are not a strategy. Are the plans
still relevant in this new environment? If not, change them.
Consider bringing in an external expert to review the macro-
structure and decide if an organizational restructure is required
or if it’s better to redesign the organization within the confines of
the existing structure. Then, use a methodical approach to
identify the drivers and adopt sound design principles to
reorientate, reshape and resize the enterprise to achieve the
strategy.
In 2021, the future of your organization will depend on it.
https://www.forbes.com/sites/forbescoachescouncil/2021/01/04/deciding-your-organization-structure-for-2021/?sh=75a954f550a6 5/6 |
chunk_4_6 | 07/10/2023, 19:45 Deciding Your Organization Structure For 2021
Forbes Coaches Council is an invitation-only community for
leading business and career coaches. Do I qualify?
Follow me on LinkedIn. Check out my website.
Peter Brodie
Peter Brodie, Organisation Design Specialist and Director of The
Orgworks. Read Peter Brodie's full executive pro le here.
Editorial Standards Reprints & Permissions
ADVERTISEMENT
https://www.forbes.com/sites/forbescoachescouncil/2021/01/04/deciding-your-organization-structure-for-2021/?sh=75a954f550a6 6/6 |
chunk_5_1 | 07/10/2023, 20:40 Why Your Employees Are Missing Out on Important Information?
Back to Blog
Why Your Employees Are
Missing Out on Impo tant
Information
Written By Reading Time Date
Nicki Escudero 5 minutes February 07, 2019
https://haiilo.com/blog/why-your-employees-are-missing-out-on-important-information/ 1/9 |
chunk_5_2 | 07/10/2023, 20:40 Why Your Employees Are Missing Out on Important Information?
Poor internal communication may affect teamwork, employee engagement, and your
business growth overall. In this blog post, we go through obstacles that prevent
employees from staying informed and we share best practices for improving
communication in the workplace.
Unless your business is in one single office building, and all your employees are required
to be there every single day, you may face a communication breakdown at some point.
When employees don’t feel like they’re informed and up-to-date with your company
news, it can lead to disengagement. Two major causes of employees not feeling en-
gaged include not understanding the purpose or meaning behind work, and not grasping
the big picture driving the company mission. Effective internal communication can
improve both of these.
Here’s a look at some significant reasons why your employees might be missing out on
impo tant information, which could be hu ting your company’s success.
1. Communication Channels
Are Disorganised
There are many different types of communication channels that employees can gain
information from, and your team members might be using several of them. These could
include:
Mobile apps
Social networking, like a company Facebook Group
Flyers posted up in a break room
Word-of-mouth and in-person meetings
Chat groups like Skype
Instant messaging, like Google Hangouts
Company intranet
Ce tain managers or executives may prefer communicating through different channels,
which means employees have a lot to keep up with in order to get all the information they
need. When messages are posted on varying channels, it can be confusing to know which
ones to pay attention to, and there’s not always enough time to keep up with everything.
https://haiilo.com/blog/why-your-employees-are-missing-out-on-important-information/ 2/9 |
chunk_5_3 | 07/10/2023, 20:40 Why Your Employees Are Missing Out on Important Information?
2. Employees Are Scattered
Today’s workforce is becoming increasingly distributed. More than 40 percent of workers
spend at least some time working remotely, and by 2020, at least 50 percent of workers
are expected to be working remotely, Business Insider repo ts. Remote workers must
bear the responsibility of keeping up with corporate communications even when they are
not in the office, which means messages may be missed.
https://haiilo.com/blog/why-your-employees-are-missing-out-on-important-information/ 3/9 |
chunk_5_4 | 07/10/2023, 20:40 Why Your Employees Are Missing Out on Important Information?
Also, in addition to full-time employees at your business, you may employ pa t-time or
hourly workers who don’t have business email addresses. Getting information out to your
entire workforce requires a centralised information hub that can be easily accessed by
everyone.
Related: How an Internal Content Hub Helps Your Business
Grow
3. Information Overload
Affects Productivity and
Critical Thinking
Your employees have a lot of messages coming to them every day. For some, the number
of emails they receive might exceed hundreds a day, simply because they’re cc’d on
messages that are “nice-to-have,” but not essential. As a result, they could scan subject
lines and leave many emails unopened because there’s not enough time to read
everything, or they don’t think a message is pe tinent to their work.
By 2019, the average number of business emails sent and received per user per day is
expected to exceed 126 messages, according to the Email Statistics Repo t, 2015-2019.
Already, the average employee checks emails 36 times an hour, though that doesn’t
necessarily mean the right messages are being opened or seen. HR or internal
communications managers might be sending impo tant information, but it might get
ignored in a sea of emails.
4. Information Is Difficult to
Access
The type of communication channels your business uses may be difficult for employees
to use or access. For example, if you post an impo tant message on the company intranet,
but an employee’s Wi-Fi connection is weak and prevents them from logging on, they will
miss out on the message. If your communication channels are not optimised for mobile,
remote workers may only attempt to access them from a desktop computer, which can
affect how frequently they check their messages.
https://haiilo.com/blog/why-your-employees-are-missing-out-on-important-information/ 4/9 |
chunk_5_5 | 07/10/2023, 20:40 Why Your Employees Are Missing Out on Important Information?
https://haiilo.com/blog/why-your-employees-are-missing-out-on-important-information/ 5/9 |
chunk_5_6 | 07/10/2023, 20:40 Why Your Employees Are Missing Out on Important Information?
The demographics of your workforce may also influence how employees prefer to receive
information. A team that is dominated by millennials might prefer a mobile application to
get company news, which makes them more engaged and more likely to access it. When
communication access is limited, employees may be less likely to check in.
How to Improve Employee
Messaging
One way to address all those issues is to adopt an internal content hub, like Haiilo, which
also includes a mobile application. That way you can easily store your company news and
make it easy for your employees to access them from any device.
Here’s how an internal content hub can help you handle the challenges described above:
Communication channels are disorganised: having a single, central place where all
impo tant office information is disseminated sets the expectation for employees that
they can find the information they need at the right time.
Employees are scattered: even when employees aren’t in the office or don’t have a
work email address, they can still gain access to employee communications on a
desktop computer or on the go.
Information overload affects productivity and critical thinking: by subscribing to
specific channels, employees receive information and content that are relevant to
their own expe tise. That way you make sure that they don’t delete or ignore
seemingly unimpo tant messages that are actually impo tant.
Information is difficult to access: a mobile application for internal communication is
easy to access with a single tap on a sma tphone or tablet.
By having a content hub that allows you to share the right information to the right
employees at the right time, you provide your staff with a valuable tool to stay up-to-date
with what you want them to know.
https://haiilo.com/blog/why-your-employees-are-missing-out-on-important-information/ 6/9 |
chunk_6_1 | Race
The Biases That Punish
Racially Diverse Teams
by Katherine W. Phillips, Robert B. Lount, Jr., Oliver Sheldon, and Floor Rink
February 22, 2016
Tech companies, banks, consulting firms, you name it — all are
scrambling to create diverse and inclusive environments. But
despite pouring millions of dollars annually into diversity efforts,
organizations sometimes fail to capture the benefits that diverse
groups reportedly offer. |
chunk_6_2 | |
chunk_6_3 | Do you want to keep reading HBR?
or create a free HBR.org account to read more articles.
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chunk_7_1 | 07/10/2023, 20:11 Paternity leave: The hidden barriers keeping men at work - BBC Worklife
SBeBaCrch
FAMILY TREE | HOW WE LIVE
Paternity leave: The hidden barriers keeping men at work
(Image credit: Getty)
By Josie Cox 13th July 2021
Paternity leave, which comes with multiple benefits, is more widely offered than
ever before. So, why aren't more men taking it?
Article continues below
n summer 2018, Ricardo Duque was about to begin five months of paternity
I leave from the architecture firm where he worked in London. But, then, his
grandmother in southern Portugal contracted a severe case of pneumonia.
Duque’s wife, who is Indian, had just resumed working at Samsung, aer seven
Family Tree months of maternity leave. “I’d barely spent any time alone with our daughter,” the 42-year-
https://www.bbc.com/worklife/article/20210712-paternity-leave-the-hidden-barriers-keeping-men-at-work 1/6 |
chunk_7_2 | 07/10/2023, 20:11 Paternity leave: The hidden barriers keeping men at work - BBC Worklife
old recalls. “But I had no choice. I took her to Portugal, and spent the next few weeks
looking aer my tiny baby and my grandma, with very little help from anyone else.”
From the moment Duque and his wife discovered they were expecting, he knew that he
wanted to take a substantial amount of paternity leave, which his partner endorsed. Despite
worrying that he was getting “looks” from colleagues and being “judged by managers”
when he informed them of his plan – and even though his leave did not start exactly as
envisioned – the experience turned out to be extremely rewarding.
“The time we spent together was invaluable and I wouldn’t change it for the world,” he says.
“We now have such a special bond.”
Across the UK, US and many other parts of the world, however, non-birthing parents like
Duque who take parental leave are a depressingly small minority. The number of countries
where paternity leave is enshrined in law has more than doubled to about 90 in the last 20
years; and globally, at least four out of every 10 organisations are thought to provide paid
leave above the statutory minimum. Yet, the proportion of men who take more than a few
days off work when their child is born is tiny.
Most cite fears of being discriminated against professionally, missing out on pay rises and
promotions, being marginalised or even mocked as reasons for not taking time off.
Academics consider these concerns to be the effect of deeply ingrained and highly
damaging stereotypes around gender – and suggest that changing this will require
significant cultural shis as well as better institutional provision of paid paternity leave.
Internalised stereotypes
Thekla Morgenroth, a research fellow in Social and Organisational Psychology at the
University of Exeter, UK, says that gender stereotypes have persisted, even though gender
roles at work have changed substantially in the last few decades, with much higher numbers
of women entering and staying in the workforce.
“Women are no longer seen as less competent than men, but women continue to be seen as
more communal – warm, nurturing and caring – than men and, in turn, as more suitable for
roles that require these attributes such as childcare,” they explain. “Men, on the other hand,
continue to be seen as more agentic: decisive, assertive, competitive.”
Men who do take parental leave can face backlash and be
seen as weak, lacking work commitment – Thekla
Morgenroth
This, says Morgenroth, can affect decisions regarding parental leave in a multitude of ways.
“First, women and men can internalise these stereotypes, meaning that men might think
that they are not very communal and thus wouldn't be very good at taking care of a baby.
Their female partners may of course also endorse gender stereotypes and discourage their
male partners from taking parental leave because they don't think they're capable.”
A key factor is that gender stereotypes are not only descriptive but also prescriptive; they
signal what women and men shouldbe like – including the idea that men should prioritise
work over family.
“Men who do take parental leave can therefore face backlash and be seen as weak, lacking
work commitment and so on, which can result in consequences at work such as being
demoted or not taken seriously,” they say. “Men are, of course, aware of these potential
consequences and this could definitely contribute to them deciding against taking parental
leave even if it's offered.”
No role models
Communication is a prime factor that Sarah Forbes, lecturer and academic researcher at
Birmingham University Business School, UK, identifies as another invisible barrier to men
taking the leave that they are entitled to.
In 2015, the UK introduced a shared parental leave policy allowing eligible parents to split
up to 50 weeks of leave and up to 37 weeks of pay between them. But research in 2018
showed that of the more than 900,000 UK parents who were eligible to take advantage of
the policy that year, only 9,200 parents – or about 1% – did.
Family Tree
https://www.bbc.com/worklife/article/20210712-paternity-leave-the-hidden-barriers-keeping-men-at-work 2/6 |
chunk_7_3 | 07/10/2023, 20:11 Paternity leave: The hidden barriers keeping men at work - BBC Worklife
Gender stereotypes and workplaces pressures can all deter men from taking time off – but there
are multiple benefits when they do (Credit: Getty Images)
Ricardo Duque says that this might be partly a result of fathers simply not knowing their
rights. “When I took paternity leave, I was shocked at how few other dads knew what they
were entitled to,” he says.
Forbes believes it’s important to have visible “fatherhood champions” at companies, across
different sections and departments both to inspire fathers to take leave and also improve
their knowledge of leave provisions. “Also, if managers are knowledgeable of the
organisation’s offering around paternity leave and shared parental leave, this will lead to
parents being more aware of what their entitlements are.”
Thekla Morgenroth also considers role models to be of paramount importance. “If other
men are taking parental leave at a specific company, it shows that taking parental leave is
normal and acceptable for men to do,” they explain. “These effects are likely particularly
pronounced when men in leadership positions take parental leave, because they can act as
role models and demonstrate that you can be successful even if you take parental leave.”
When I took paternity leave, I was shocked at how few other
dads knew what they were entitled to – Ricardo Duque
Unfortunately, however, there’s evidence that it’s precisely these men, the ones at the
highest echelons who are most visible, who tend to take the least leave. Research
conducted across Germany, Austria and Switzerland in 2017 showed that fathers without
leadership responsibility were much more likely to take leave as planned than their peers
who were managers. More responsibility, the researchers reasoned, simply equated to
greater perceived pressure to be present at work.
“That needs to change,” says Morgenroth. “It's of course great if companies offer extensive
paid parental leave for fathers, and they absolutely should, but as long as leaders don't
demonstrate that men won't be penalised for making use of such policies, not much will
change.”
Unspoken norms
Workplace experts are warning that the immense uncertainty created by the Covid-19
pandemic – and specifically anxiety around job security – is only likely to have exacerbated
workers’ concerns about taking time off.
In one survey of over 500 US fathers conducted at the end of May, about two-thirds of
respondents admitted that there was an unspoken rule that men at their jobs should not
take full paternity leave – and that taking as little as possible was “a badge of honour”.
Ninety percent of those surveyed reported their employer offered less than 12 weeks of
paternity leave, but almost two-thirds said that they planned to take less than half of that.
Fiy-eight percent admitted that they were afraid that taking even six weeks of paternity
leave would set their careers back.
Family Tree
https://www.bbc.com/worklife/article/20210712-paternity-leave-the-hidden-barriers-keeping-men-at-work 3/6 |
chunk_7_4 | 07/10/2023, 20:11 Paternity leave: The hidden barriers keeping men at work - BBC Worklife
Dads who take time off go on to have closer relationships with their kids, research shows (Credit:
Getty)
In the US, although individual companies offer paternity leave, fathers are not legally
entitled to any paid parental leave. In fact, the US is one of only a handful of countries
without any mandated paid leave for birthing mothers, too. President Joe Biden has
included expanded provision in his American Families Plan, but it’s not at all clear whether
the legislation will pass.
In recent months, caring responsibilities have caused millions of women to leave jobs; the
US women’s labour force participation rate, for example, slumped to its lowest level since
1988. Gender norms seem to have become even more entrenched by the pandemic –
something which, combined with ongoing economic instability, could potentially make it
even harder for fathers who want time off.
Unappreciated upsides
Many academics say what’s particularly frustrating about the low take-up of paternity leave,
whether in the US or elsewhere, is the potential that it has to reduce the gender pay
gap. “Gender inequality will continue in the workplace for as long as early-years parenting is
primarily seen as women’s work,” says Emma Banister, professor at the University of
Manchester’s Work and Equalities Institute. “The current policy framework doesn’t do
enough to challenge this.”
Research has highlighted other important advantages of fathers taking leave, too. A paper
published in 2019 showed that even nine years later, children whose fathers took at least
two weeks of paternity leave aer they were born reported feeling closer to their fathers
than children with fathers who did not take leave. In a separate paper, academics found
that for heterosexual married couples, the father taking any paternity leave aer the birth
of a child can also cause the divorce risk to drop for up to six years aer the birth.
As long as leaders don't demonstrate that men won't be
penalised for making use of such policies, not much will
change – Thekla Morgenroth
Some countries have made strides when it comes to men taking more parental leave.
Sweden offers parents 480 days of paid parental leave per child that they are entitled to
share. Each parent can transfer part of their leave to the other, but 90 days have to be
reserved specifically for each parent. From 2008 until 2017, as an incentive for fathers to
take more time off, families were entitled to a monetary bonus determined by the number of
days divided equally between parents.
The policy seems to be working: One study in 2019 showed that approximately 90% of
eligible Swedish fathers claim paternity leave and that on average, they take 96% of the
total amount of leave time allotted to them. Sweden is also a leader among advanced
economies in terms of female labour market participation.
Family Tree Supporting a more equal society
https://www.bbc.com/worklife/article/20210712-paternity-leave-the-hidden-barriers-keeping-men-at-work 4/6 |
chunk_7_5 | 07/10/2023, 20:11 Paternity leave: The hidden barriers keeping men at work - BBC Worklife
In the absence of this kind of comprehensive legislation, however, Banister believes that
employers should reduce barriers to taking paternity leave by “normalising employees
taking leave during the first year of their child’s birth or adoption, regardless of the
employees’ gender or sexual orientation”.
There are more specific considerations too, she says, like the timing of the leave. Company-
subsidised parental leave, if offered, is oen restricted to the first few months – when it may
suit parents better for the mother to be at home, especially if she is breastfeeding. If
employers gave all parents decent pay for a period of time, regardless of when they take it
(and in addition to a period of fully-paid paternity leave around the time of the birth), this
would give parents much more flexibility.
But ideally, says Banister, leave for fathers and financial support for that leave should be the
state’s responsibility, because putting the onus on employers – as is the case in the US – can
lead to a “two-tier system” where only certain sectors offer paternity leave.
Ultimately, it seems, removing the barriers that deter fathers from taking time off begins
with adequate provision, well-communicated, which can then start to reduce gender
stereotypes and mainstream the practice.
“The government should offer an appropriate minimum package which encourages
behaviours that support a more gender equal society,” says Banister.
SHARE
;
AROUND THE BBC
FUTURE
Life's hitchhiking guide to the
galaxy
CULTURE
Scorsese fears for the future of
cinema
Family Tree
https://www.bbc.com/worklife/article/20210712-paternity-leave-the-hidden-barriers-keeping-men-at-work 5/6 |
chunk_8_1 | Developing Employees
Research: Men Get More
Actionable Feedback Than
Women
by Elena Doldor, Madeleine Wyatt, and Jo Silvester
February 10, 2021
Audrey Shtecinjo/Stocksy
Summary. One of the most important ways managers can support aspiring
leaders is though developmental feedback; that is, feedback focused on growth
opportunities. However, not all developmental feedback is created equal. New
research based on a computerized... more
Although businesses now employ more female managers than
ever before, women’s advancement into senior leadership roles
remains much slower than for men. While there are a variety of
structural causes driving gender inequity in the workplace, one
important factor is the disparity in how men and women are
given developmental feedback. Identifying and reducing bias in |
chunk_8_2 | feedback on past performance is somewhat more straightforward,
since this sort of feedback tends to be more quantitative — but
feedback focused on how employees should change and grow as
leaders in the future is fundamentally qualitative, making it much
harder to analyze.
However, with computerized text analysis, it’s possible to
quantify differences in feedback between men and women, as
well as how these differences can drive employees down different
leadership paths. In our recent study, we used a form of machine
learning known as “topic modeling” (which has recently become
popular as a tool for analyzing political Tweets — see the
Methodology Corner below for more details) as well as
comprehensive qualitative analysis to investigate a large, complex
dataset of developmental feedback.
Specifically, we explored gender differences in a dataset of open-
ended written feedback for 146 mid-career leaders, provided
anonymously by more than 1,000 of their peers and leaders while
taking part in a leadership development program. We also asked
participants to rate their leaders’ performance numerically, giving
us a quantitative baseline for comparison that enabled us to
control for objective differences in leaders’ performance.
Based on these analyses, we found four key differences in how
advice was framed for female leaders and for male leaders:
Key Messages in Developmental Feedback
Provided to Male and Female Leaders |
chunk_8_3 | |
chunk_8_4 | Methodology Corner: Tackling Qualitative Big
Data with Topic Modeling
When people talk about “big data,” they’re typically
referring to databases containing large volumes of
numerical data, ...
It is important to note that all of these messages were generally
framed as positive, and it is possible that the people providing
this feedback genuinely believed in the potential of these women
to reach senior leadership roles. However, providing men and
women with equally positive feedback does not mean that the
feedback is free of gender bias — nor do good intentions eliminate
the very real harm that this bias can cause. Our research shows
that even if it is ostensibly positive, feedback provided to women
tends to be less actionable and less useful for leadership
progression than feedback given to men, making it less likely that
women will advance to more senior positions.
How can gender bias in developmental feedback be
corrected?
The good news is, this subtle bias can be mitigated through
deliberate action. To make their developmental feedback more
gender-inclusive, managers must scrutinize the messages they
communicate in that feedback.
Importantly, it is vital for managers to examine how they provide
feedback not just to their female employees, but to their male
employees as well. After all, the goal is not simply to treat women
more like men, but rather, to encourage leadership practices in all
employees that include the best of both traditionally feminine
and traditionally masculine traits. For instance, both
assertiveness and collaboration are essential for leadership. As
such, to effectively combat gender bias, managers should
encourage all employees to develop both qualities — which may |
chunk_8_5 | (on average) mean more conversations with male employees
about developing collaboration skills, and more conversations
with female employees about developing assertiveness.
So what does this look like in practice? Through our research, we
found a few simple ways that managers can overcome their biases
and provide more equitable feedback in each of the four areas
identified above:
Vision: Too often, women get pigeonholed into delivering, rather
than developing vision. To help them move past their areas of
technical expertise into broader leadership roles, managers
should encourage female employees to think strategically about
the wider context in which the organization operates. Invite them
to develop and articulate a personal vision for their team, rather
than overly focusing on operational details and execution — and
find opportunities to publicly recognize these contributions.
Some conversation starters include:
“What is your personal vision for the team/organization?”
“How does it fit in with the bigger picture?”
“How can you involve others in developing this vision?”
Conversely, encouraging men to focus both on visionary and
operational skills means that beyond vision-setting,
developmental conversations should consider tactical areas for
improvement. Some questions to ask include:
“What are the operational or tactical aspects of the job you need
to pay more attention to?”
“What areas of expertise do you need to develop?”
Political Skills: Workplace politics can seem undesirable, but
research shows that political behaviors such as networking,
negotiating, and influencing others are not only positive, but vital
for progression to senior roles. Simply “coping” with politics (or
worse yet, attempting to avoid it entirely) is a reactive mindset
that tends to get in the way of effective leadership. |
chunk_8_6 | Instead, managers should encourage their female employees to
embrace a proactive political mindset. Help them to appreciate
the importance of political engagement, and encourage them to
map out key players, identify hidden agendas, and deliberately
build relationships — not just with their peers, but with those in
power, who can help them get things done. Some conversation
starters include:
“How do you feel about workplace politics? What might be
constructive ways of engaging in politics, in your role?”
“Who are the key players in your work area/organization and
what are their agendas?”
“Who do you need to form relationships with and whose
support do you need to progress towards your leadership goals?
How will you do that?”
Similarly, men might be prompted not to focus just on developing
strategic relationships with those above them in seniority, but
also to foster supportive alliances with their peers. Some
conversation starters include:
“How might you build connections with colleagues outside
your normal groups?”
“Which of your colleagues are you least likely to work with, and
how might you — and they — benefit from developing a closer
relationship?”
Asserting Leadership: Encouraging men to be assertive while
asking women to focus on getting along with others implicitly
gives your male employees a mandate to forge ahead and take on
leadership roles, while women are directed towards more
collaborative endeavors. Instead, managers should invite women
to be explicit about their leadership aspirations and proactively
pursue development opportunities. Some conversation starters
include:
“What are your leadership aspirations?”
“How will you pursue them? What and who might enable you?” |
chunk_8_7 | “In a year’s time, what steps will you have taken to achieve that
leadership role?”
Importantly, collaboration is also an important component of
good leadership. As such, in addition to encouraging their male
employees to pursue their leadership aspirations, managers
should also invite men to develop collaboration skills and a team-
oriented mindset. Some conversation starters include:
“How team-oriented and collegiate are you in various work
contexts?”
“In what ways could you develop these skills?”
Confidence: In our research, we consistently found that men
were told they needed to develop confidence for specific skills,
such as managing meetings or communicating with different
audiences, while women were given more generic advice to
simply “become more self-confident” without concrete guidance
around how to do that. Indeed, past research has shown that
decision-makers often cite lack of confidence as a justification for
women’s slower progression into senior roles — without offering
specific, actionable feedback for how to develop that confidence.
To address this during developmental conversations, managers
should discuss confidence with respect to specific domains or
skill sets, rather than talking about self-confidence as a generic
trait (and thus something that can be inherently lacking). Try
starting the conversation by asking:
“What specific skills do you feel less confident about? How can
you develop them?”
“What skills do you feel confident about? How can you better
leverage them in your role?”
“What behaviors can you use to demonstrate your confidence to
others?”
*** |
chunk_8_8 | Developmental feedback (provided either informally or via
official management processes) is a significant yet often-
overlooked driver of professional growth. It is one of employees’
few explicit opportunities to learn about how they should change
and develop as a leader, and as such it plays a major role in paving
the way to leadership. Our research demonstrates how differences
in developmental feedback can direct women along different —
and less effective — leadership pathways than men, creating long-
lasting gender inequities.
Luckily, understanding this subtle gender bias is the first step
towards correcting it. By identifying and refocusing
developmental conversations in the four key areas of bias we’ve
outlined above, managers can begin to overcome their
unconscious biases and more effectively support the
development of all of their employees.
ED
Elena Doldor
is an Associate Professor in
Organizational Behaviour and Co-Director of
the Centre for Research in Equality and
Diversity at the School of Business and
Management, Queen Mary University of
London, UK. Her research examines gender
and ethnic diversity in leadership.
MW
Madeleine Wyatt
is an Associate Professor in
Diversity and Inclusion at King’s Business
School, King’s College London. Madeleine’s
research examines diversity at work and the
role informal and political processes play in
individual’s leadership journeys.
JS |
chunk_8_9 | Jo Silvester
is a Professor in Work Psychology
at Loughborough University, UK. Jo’s research
examines leadership emergence and
effectiveness in complex work environments,
with a particular focus on politicians and
political work.
Recommended For You
PODCAST
The Essentials: Giving Feedback
Research: Vague Feedback Is Holding Women Back
Why Women Need to Ask for Better Feedback, More Often
Women Get "Nicer" Feedback - and It Holds Them Back |
chunk_9_1 | Diversity And Inclusion
Diverse Teams Feel Less
Comfortable — and That’s Why
They Perform Better
by David Rock, Heidi Grant, and Jacqui Grey
September 22, 2016
In numerous studies, diversity — both inherent (e.g., race,
gender) and acquired (experience, cultural background) — is
associated with business success. For example, a 2009 analysis of
506 companies found that firms with more racial or gender
diversity had more sales revenue, more customers, and greater
profits. A 2016 analysis of more than 20,000 firms in 91 countries
found that companies with more female executives were more
profitable. In a 2011 study management teams exhibiting a wider |
chunk_9_2 | range of educational and work backgrounds produced more-
innovative products. These are mere correlations, but laboratory
experiments have also shown the direct effect of diversity on team
performance. In a 2006 study of mock juries, for example, when
black people were added to the jury, white jurors processed the
case facts more carefully and deliberated more effectively. |
chunk_9_3 | Do you want to keep reading HBR?
or create a free HBR.org account to read more articles.
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chunk_10_1 | Introduction
Introduction
Demographics
Governance
RRREEEPPPOOORRRTTT
RRREEEPPPOOORRRTTT
Health
Education
Economic Participation
Justice
Special Iniatives
Legislation for women
PUNJAB COMMISSION ON THE STATUS OF WOMEN
Published in 2022 WOMEN DEVELOPMENT DEPARTMENT |
chunk_10_2 | Introduction
Introduction
Demographics
Governance
RRREEEPPPOOORRRTTT
RRREEEPPPOOORRRTTT
Health
Education
Economic Participation
Justice
Special Iniatives
Legislation for women
PUNJAB COMMISSION ON THE STATUS OF WOMEN
Published in 2022 WOMEN DEVELOPMENT DEPARTMENT |
chunk_10_3 | Table of Contents
Introduction to the Punjab Commission on the Status of 03
Women i
Executive Summary ii Governance 39
SECTION-1................................................................01 Key Findings 39
Introduction 40
01 3.1 Federal 42
Introduction 3.1.1 Head of State 42
Introduction 02 3.1.2 Senate 42
3.1.3 National Assembly 42
1.1 Gender Equality and Development 02 3.2 Provincial 43
1.2 Gender Mainstreaming 03 3.2.1 Punjab Assembly 43
1.2.1 Importance of Gender Mainstreaming 04 3.3 Women & Local Governance 51
1.2.2 Gender Mainstreaming in Pakistan 05 3.4 Women in the Public Sector 51
1.2.3 Dimensions of Gender Mainstreaming 05 3.4.1 Contingent Staff in the Public Sector 52
Demographics
1.2.4 The Importance of Gender Disaggregated Data 05 3.4.2 Gazetted and Non-Gazetted Staff 53
1.3 Punjab Gender Parity Report 2021: A Snapshot of 3.4.3 Women in Selection & Recruitment Committees 54
Challenges And Progress Towards Gender Equality 06 3.4.4 15% Representation of Women in Public Offices 54
1.3.1 Methodology 07 3.4.5 33% Representation of Women on Public Sector Boards,
DISCLAIMER Committees & Taskforces 55
SECTION-2....................................................................8 3.5 Women in the Electoral Process 55
3.5.1 Cantonment Board Elections 2021 56
The Punjab Gender Parity Report 2021 is based on official data provided
02 3.5.2 Registered Voters 57
Governance by Government Departments/Bodies, including Federal, Provincial and
3.5.3 District Voter Education Committees 58
District-level offices. While, the Punjab Commission on the Status of Demographics 11 3.6 Women and Democracy 58
Women has verified data to the fullest extent possible, the responsibility 3.6.1 Resolutions 58
of accuracy lies with the original providers of data. Key Findings 11 3.7 Conclusion 59
Introduction 12 3.8 Recommendations 60
2.1 Population Profile of Punjab 13 3.8.1 Policy 60
Published in Pakistan
2.1.1 Projected Population 13 3.8.2 Procedural 60
Health Copyright © Punjab Commission on the Status of Women
2.1.2 Migration 15
ISBN: 978-969-9508-44-8 2.1.3 Disability 16
2.2 Demographic Profile of Punjab 19 04
2.2.1 ICT Use 19
2.2.1.1 Mobile Ownership 19 Health 63
2.2.1.2 Internet Use 20
2.2.2 Ownership of Housing Units 21 Key Findings 63
Education 2.3 Civil Registration and Vital Statistics under NADRA 22 Introduction 65
2.3.1 Birth Registration 22 4.1 Pakistan Health Profile 67
2.3.2 Death Registration 25 4.2 Punjab Health Profile 68
2.3.3 Marriage Registration 25 4.3 Access to Healthcare 70
2.3.4 Divorce Registration 26 4.3.1 Healthcare Institutes in Punjab 70
2.4 Registration of Computerized National Identity Cards 4.3.2 Number of Beds 72
(CNICs) 28 4.3.3 Human Resource at Government Facilities 72
2.4.1 Registration of CNICs for Adults 28 4.3.4 Punjab Institute of Mental Health 72
Economic Participation
2.4.2 Registration of CNICs for Minors 31 4.4 Reproductive Health Services 74
2.4.3 Registration of CNICs with Disability Logo 34 4.5 Services by Population Welfare Department (PWD) 74
2.5 Conclusion 36 4.5.1 Service Centers under PWD in Punjab 74
2.6 Recommendations 36 4.5.2 Adolescent Health Centres under PWD 76
2.6.1 Procedural 36 4.6 Integrated Reproductive Maternal, New-born & Child
Health and Nutrition Program (IRMNCH) 77
Justice 4.6.1 IRMNCH Facilities in Punjab 77
C O N T E N T S
Special Iniatives
Legislation for women |
chunk_10_4 | Table of Contents
Introduction to the Punjab Commission on the Status of 03
Women i
Executive Summary ii Governance 39
SECTION-1................................................................01 Key Findings 39
Introduction 40
01 3.1 Federal 42
Introduction 3.1.1 Head of State 42
Introduction 02 3.1.2 Senate 42
3.1.3 National Assembly 42
1.1 Gender Equality and Development 02 3.2 Provincial 43
1.2 Gender Mainstreaming 03 3.2.1 Punjab Assembly 43
1.2.1 Importance of Gender Mainstreaming 04 3.3 Women & Local Governance 51
1.2.2 Gender Mainstreaming in Pakistan 05 3.4 Women in the Public Sector 51
1.2.3 Dimensions of Gender Mainstreaming 05 3.4.1 Contingent Staff in the Public Sector 52
Demographics
1.2.4 The Importance of Gender Disaggregated Data 05 3.4.2 Gazetted and Non-Gazetted Staff 53
1.3 Punjab Gender Parity Report 2021: A Snapshot of 3.4.3 Women in Selection & Recruitment Committees 54
Challenges And Progress Towards Gender Equality 06 3.4.4 15% Representation of Women in Public Offices 54
1.3.1 Methodology 07 3.4.5 33% Representation of Women on Public Sector Boards,
DISCLAIMER Committees & Taskforces 55
SECTION-2....................................................................8 3.5 Women in the Electoral Process 55
3.5.1 Cantonment Board Elections 2021 56
The Punjab Gender Parity Report 2021 is based on official data provided
02 3.5.2 Registered Voters 57
Governance by Government Departments/Bodies, including Federal, Provincial and
3.5.3 District Voter Education Committees 58
District-level offices. While, the Punjab Commission on the Status of Demographics 11 3.6 Women and Democracy 58
Women has verified data to the fullest extent possible, the responsibility 3.6.1 Resolutions 58
of accuracy lies with the original providers of data. Key Findings 11 3.7 Conclusion 59
Introduction 12 3.8 Recommendations 60
2.1 Population Profile of Punjab 13 3.8.1 Policy 60
Published in Pakistan
2.1.1 Projected Population 13 3.8.2 Procedural 60
Health Copyright © Punjab Commission on the Status of Women
2.1.2 Migration 15
ISBN: 978-969-9508-44-8 2.1.3 Disability 16
2.2 Demographic Profile of Punjab 19 04
2.2.1 ICT Use 19
2.2.1.1 Mobile Ownership 19 Health 63
2.2.1.2 Internet Use 20
2.2.2 Ownership of Housing Units 21 Key Findings 63
Education 2.3 Civil Registration and Vital Statistics under NADRA 22 Introduction 65
2.3.1 Birth Registration 22 4.1 Pakistan Health Profile 67
2.3.2 Death Registration 25 4.2 Punjab Health Profile 68
2.3.3 Marriage Registration 25 4.3 Access to Healthcare 70
2.3.4 Divorce Registration 26 4.3.1 Healthcare Institutes in Punjab 70
2.4 Registration of Computerized National Identity Cards 4.3.2 Number of Beds 72
(CNICs) 28 4.3.3 Human Resource at Government Facilities 72
2.4.1 Registration of CNICs for Adults 28 4.3.4 Punjab Institute of Mental Health 72
Economic Participation
2.4.2 Registration of CNICs for Minors 31 4.4 Reproductive Health Services 74
2.4.3 Registration of CNICs with Disability Logo 34 4.5 Services by Population Welfare Department (PWD) 74
2.5 Conclusion 36 4.5.1 Service Centers under PWD in Punjab 74
2.6 Recommendations 36 4.5.2 Adolescent Health Centres under PWD 76
2.6.1 Procedural 36 4.6 Integrated Reproductive Maternal, New-born & Child
Health and Nutrition Program (IRMNCH) 77
Justice 4.6.1 IRMNCH Facilities in Punjab 77
C O N T E N T S
Special Iniatives
Legislation for women |
chunk_10_5 | 4.6.2 Human Resources in IRMNCH Facilities in Punjab 79 6.1.5 Employment by Literacy Level 166 SECTION-3.................................................. ....246
4.7 Tetanus Toxoid Immunisation Among Pregnant Women 6 . 1 . 6 M o n t h l y W a ges of Employed Persons 167 8.11 ADP Schemes 2021 254
. 80 6.1.7 Underemployed Population in Punjab 170 08
4.8 Family Planning & Contraceptive Use in Punjab 81 6.1.8 Unemployed Population in Punjab 170
4.9 Antenatal Care 85 6.2 District Profile of Labour Force in Punjab 171 Special Initiatives 247
4.9.1 Antenatal Care Visits 85 6.3 Female Entrepreneurship 173 SECTION-4......................................................262
4.10 Births in Health Facilities in Punjab 87 6.3.1 Ignite Program 174 Introduction 247
4.10.1 Normal Deliveries 87 6.3.2 E-Rozgaar Graduates 176 8.1 Public Amenities: 248
4.10.2 Caesarean Section 88 6.3.3 APO & NPO Programs 176 8.2 Hostel Facilities in Public Offices: 248 09
4.10.3 Low Birth Weight Babies 90 6.3.4 SMEDA 177 8.3 Age Relaxation: 249
4.10.4 Neonatal Deaths 90 6.4 Access, Ownership and Control of Physical Resources 8.4 Maternity: 249 Legislation 263
4.11 Postnatal Care Visits 91 . 178 8.5 Paternity: 250
4.12 HIV/AIDS 91 6.4.1 Ownership of Land 178 8.6 Ramp Access: 250
Introduction
4.13 Breast Cancer 94 6.4.2 Transportation and Women's Mobility 184 8.7 Gazetted and Non-Gazetted Employees Regularized 9.1 Reservations and Declarations 265
4.14 Tuberculosis (TB) 95 6.5 Access, Ownership and Control of Financial Resources under the Regularization Act 2018: 251 9.2 Legislative Measures 265
4.15 Conclusion 97 . 185 8.8 Display of Code of Conduct: 252
4.16 Recommendations 97 6.5.1 Access to Banking Services 187 8.9 Harassment Committee 252 Bibliography 268
4.16.1 Policy 97 6.5.2 Access to Financial Services 193 8.10 No. of Employees who availed transfer/Posting
4.16.2 Procedural 97 6.6 Social Security and Safety Nets 198 under Wedlock policy: 253
6.6.1 Punjab Employees Social Security Institution (PESSI)
Demographics . 198
05 6.6.2 Benazir Income Support Program (BISP) 201
6.7 Conclusion 203
Education 101 6.8 Recommendations 203
6.8.1 Policy 203
Key Findings 101 6.8.2 Procedural 204
Introduction 102
5.1 National Profile 105
Governance 5.2 Punjab's Educational Profile 106
5.2.1 Literacy Rate 106 07
5.2.2 Adult Literacy Rate 107
5.2.3 Net Enrolment Rates 109 Justice 207
5.2.4 Out of School Children 111
5.3 Access to Education 111 Key Findings 207
5.3.1 Infrastructure and Enrolment 113 Introduction 208
Health 5.3.2 Basic Facilities in Schools 136 7.1 Violence Against Women 211
5.4 Educational Initiatives 138 7.1.1 Reported Cases of Violence against Women: 212
5.4.1 Insaaf Afternoon School Program (IASP) 138 7.1.2 Outcomes of VAW Cases: 222
5.5 Quality 140 7.2 Access to Justice: 223
5.5.1 Teacher Availability 140 7.2.1 Police: 223
5.5.2 Pupil-Teacher Ratio (PTR) 149 7.2.2 Prosecutors: 226
5.6 Conclusion 150 7.2.3 Prisons: 227
5.7 Recommendations 150 7.2.4 Judiciary: 231
Education 5.7.1 Policy 150 7.2.5 Punjab Judicial Academy: 233
5.7.2 Procedural 150 7.2.6 Punjab Forensic Science Agency (PFSA): 234
7.2.7 Punjab Safe City Authority (PSCA) Women Safety
Mobile Application 236
06 7.2.8 Punjab Women's Helpline 1043: 237
7.3 Government Run Social Services Institutions 239
Economic Participation and Opportunities 153 7.3.1 SBB Human Rights Centers for Women: 241
Economic Participation 7.3.2 Punjab Women Protection Authority (PWPA) 241
Key Findings 153 7.3.3 Violence Against Women Centers (VAWCs) 242
Introduction 155 7.3.4 Child Protection and Welfare Bureau: 243
6.1 Labour Market Opportunities: Access and Quality 158 7.4 Conclusion: 244
6.1.1 Labour Force Participation Rate 159 7.5 Recommendations: 245
6.1.2 Augmented Labour Force 160 7.5.1 Policy 245
6.1.3 Employed Persons in Punjab 161 7.5.2 Procedural 245
Justice
6.1.4 Employment by Marital Status 165
Special Iniatives
Legislation for women |
chunk_10_6 | 4.6.2 Human Resources in IRMNCH Facilities in Punjab 79 6.1.5 Employment by Literacy Level 166 SECTION-3.................................................. ....246
4.7 Tetanus Toxoid Immunisation Among Pregnant Women 6 . 1 . 6 M o n t h l y W a ges of Employed Persons 167 8.11 ADP Schemes 2021 254
. 80 6.1.7 Underemployed Population in Punjab 170 08
4.8 Family Planning & Contraceptive Use in Punjab 81 6.1.8 Unemployed Population in Punjab 170
4.9 Antenatal Care 85 6.2 District Profile of Labour Force in Punjab 171 Special Initiatives 247
4.9.1 Antenatal Care Visits 85 6.3 Female Entrepreneurship 173 SECTION-4......................................................262
4.10 Births in Health Facilities in Punjab 87 6.3.1 Ignite Program 174 Introduction 247
4.10.1 Normal Deliveries 87 6.3.2 E-Rozgaar Graduates 176 8.1 Public Amenities: 248
4.10.2 Caesarean Section 88 6.3.3 APO & NPO Programs 176 8.2 Hostel Facilities in Public Offices: 248 09
4.10.3 Low Birth Weight Babies 90 6.3.4 SMEDA 177 8.3 Age Relaxation: 249
4.10.4 Neonatal Deaths 90 6.4 Access, Ownership and Control of Physical Resources 8.4 Maternity: 249 Legislation 263
4.11 Postnatal Care Visits 91 . 178 8.5 Paternity: 250
4.12 HIV/AIDS 91 6.4.1 Ownership of Land 178 8.6 Ramp Access: 250
Introduction
4.13 Breast Cancer 94 6.4.2 Transportation and Women's Mobility 184 8.7 Gazetted and Non-Gazetted Employees Regularized 9.1 Reservations and Declarations 265
4.14 Tuberculosis (TB) 95 6.5 Access, Ownership and Control of Financial Resources under the Regularization Act 2018: 251 9.2 Legislative Measures 265
4.15 Conclusion 97 . 185 8.8 Display of Code of Conduct: 252
4.16 Recommendations 97 6.5.1 Access to Banking Services 187 8.9 Harassment Committee 252 Bibliography 268
4.16.1 Policy 97 6.5.2 Access to Financial Services 193 8.10 No. of Employees who availed transfer/Posting
4.16.2 Procedural 97 6.6 Social Security and Safety Nets 198 under Wedlock policy: 253
6.6.1 Punjab Employees Social Security Institution (PESSI)
Demographics . 198
05 6.6.2 Benazir Income Support Program (BISP) 201
6.7 Conclusion 203
Education 101 6.8 Recommendations 203
6.8.1 Policy 203
Key Findings 101 6.8.2 Procedural 204
Introduction 102
5.1 National Profile 105
Governance 5.2 Punjab's Educational Profile 106
5.2.1 Literacy Rate 106 07
5.2.2 Adult Literacy Rate 107
5.2.3 Net Enrolment Rates 109 Justice 207
5.2.4 Out of School Children 111
5.3 Access to Education 111 Key Findings 207
5.3.1 Infrastructure and Enrolment 113 Introduction 208
Health 5.3.2 Basic Facilities in Schools 136 7.1 Violence Against Women 211
5.4 Educational Initiatives 138 7.1.1 Reported Cases of Violence against Women: 212
5.4.1 Insaaf Afternoon School Program (IASP) 138 7.1.2 Outcomes of VAW Cases: 222
5.5 Quality 140 7.2 Access to Justice: 223
5.5.1 Teacher Availability 140 7.2.1 Police: 223
5.5.2 Pupil-Teacher Ratio (PTR) 149 7.2.2 Prosecutors: 226
5.6 Conclusion 150 7.2.3 Prisons: 227
5.7 Recommendations 150 7.2.4 Judiciary: 231
Education 5.7.1 Policy 150 7.2.5 Punjab Judicial Academy: 233
5.7.2 Procedural 150 7.2.6 Punjab Forensic Science Agency (PFSA): 234
7.2.7 Punjab Safe City Authority (PSCA) Women Safety
Mobile Application 236
06 7.2.8 Punjab Women's Helpline 1043: 237
7.3 Government Run Social Services Institutions 239
Economic Participation and Opportunities 153 7.3.1 SBB Human Rights Centers for Women: 241
Economic Participation 7.3.2 Punjab Women Protection Authority (PWPA) 241
Key Findings 153 7.3.3 Violence Against Women Centers (VAWCs) 242
Introduction 155 7.3.4 Child Protection and Welfare Bureau: 243
6.1 Labour Market Opportunities: Access and Quality 158 7.4 Conclusion: 244
6.1.1 Labour Force Participation Rate 159 7.5 Recommendations: 245
6.1.2 Augmented Labour Force 160 7.5.1 Policy 245
6.1.3 Employed Persons in Punjab 161 7.5.2 Procedural 245
Justice
6.1.4 Employment by Marital Status 165
Special Iniatives
Legislation for women |
chunk_10_7 | PREFACE ACKNOWLEDGEMENTS
Nada Azhar
Secretary
Punjab Commission on
the Status of Women (PCSW)
Women’s empowerment is a strong catalyst of change in Policy 2018, the Government of Punjab has devoted financial The Punjab Commission on the Status of Women Participation & Opportunities”
society. It is a long-term goal that not only benefits and intellectual resources to attain a safer, more inclusive (PCSW) acknowledges the efforts of all stakeholders
marginalized women, but has wide-ranging benefits for all of society for women. Reform agendas have been prioritized for who assisted in the development of the 5th Punjab Saltanat Ansari for “Demographics,” “Health” and
society. When women have the same opportunities as men, women that include legislative measures, criminal justice Gender Parity Report. We want to thank all Federal and “Education”
families and societies thrive. While gender equity unleashes modifications and economic opportunities. In this agenda, Provincial Departments/Institutions (Punjab) and
women's potential, it also ensures a level-playing field for all PCSW has regularly reported on the execution of policies and District offices of the government. They have continued Maria Rizwan Khan for “Justice,” “Special Initiatives”
individuals which is a responsibility of the State and it begins the implementation of landmark legislative actions such as to respond to our data requests since 2015, providing us and “Legislation”
with understanding where and how the female citizens are the Punjab Enforcement of Women’s Property Rights Act, with information that has helped shape this report. We
disenfranchised. 2020 and the Zainab Alert, Response and Recovery Act, 2020. are very grateful to UNFPA for their diligence and Momina Idrees and Saltanat Ansari for “Governance”
PCSW currently also oversees the toll free Punjab Women’s technical support, which allowed us to prepare and
To identify the impediments of the gender that forms half of Helpline 1043 for female victims of harassment, property publish the Punjab Gender Parity Report 2021. We Statistics, Maps & Graphs
its population, Pakistan has been dedicated to its national rights of women etc. and the Gender Management would also like to thank the Foreign, Commonwealth &
international commitments for the protection and Information System (GMIS). Development Office (FCDO) for their generous support,
Syed Khalid Shah
empowerment of women. Regular reporting to the CEDAW without which the report's completion would not have
Committee is ensured by the State and recommendations of Th GMIS is as an online repository of approximately 300 been possible. We are also thankful to Strengthening
Data Collection
the Committee are duly noted for policy changes. More indicators that track the extent of gender disparity in the Participatory Organization (SPO) for their support in
recently, Pakistan's commitment to the 2030 Agenda for province and supports development of the annual Punjab compiling this report.
Sustainable Development has put the concern for women’s Gender Parity Report (PGPR). The PGPR analyses the extent of Muhammad Ali, Tilawat Hussain, Shumaila Iqbal &
empowerment on a pedestal. gender parity in the province across 6 thematic areas that are; Core Team Qaiser Mahmood
Demographics, Governance, Health, Education, Economic
The Government of Punjab has particularly been on a mission Participation and Opportunities, and Justice. Additionally, the Data Entry
Muhammad Waheed Iqbal and Fizza Behzad Sethi
to protect women from violence and discrimination, whilst report provides a status update on the special initiatives
ensuring a more inclusive political and economic launched by the Government of Punjab for the empowerment Abdul Samad & Naeem Hussain
Advisory & Technical Support
environment. In order to streamline development policies for of women. Based on the data analysis carried out in the
women and track their progress, the Government of Punjab Report, policy and procedural recommendations are
IT Manager
set up the Punjab Commission on the Status of Women provided therein. Ms. Mehreen Siddiqi, Dr. Saeed Shafqat, Ms. Khawar
(PCSW) through the Punjab Commission on the Status of Mumtaz, Ms. Farida Saheed, Dr. Abid Gill, Dr. Yasmin
Women Act, 2014. PCSW has since worked tirelessly to assist We hope that the in-depth research and data analysis Zaidi Adeel Rauf
in the empowerment of women. It carries out extensive compiled in this Report will aid policymakers and other
research and collects data for monitoring and evaluation stakeholders to gauge gender parity across all important Editing & Compilation Graphics & Design
purposes that translate into policy recommendations to the indicators, especially GBV, in Punjab and the
provincial government. Occasionally, the Commission also recommendations will prove useful in the future for the Fizza Behzad Sethi Syed Khalid Shah
collaborates with other national and international development of women. Finally, I must commend the team at
stakeholders for the purposes of gender mainstreaming. PCSW for their exceptional work producing the PGPR 2021.
Contributors
Through the introduction of the Punjab Women Development
Fizza Behzad Sethi for “Introduction” and “Economic |
chunk_10_8 | PREFACE ACKNOWLEDGEMENTS
Nada Azhar
Secretary
Punjab Commission on
the Status of Women (PCSW)
Women’s empowerment is a strong catalyst of change in Policy 2018, the Government of Punjab has devoted financial The Punjab Commission on the Status of Women Participation & Opportunities”
society. It is a long-term goal that not only benefits and intellectual resources to attain a safer, more inclusive (PCSW) acknowledges the efforts of all stakeholders
marginalized women, but has wide-ranging benefits for all of society for women. Reform agendas have been prioritized for who assisted in the development of the 5th Punjab Saltanat Ansari for “Demographics,” “Health” and
society. When women have the same opportunities as men, women that include legislative measures, criminal justice Gender Parity Report. We want to thank all Federal and “Education”
families and societies thrive. While gender equity unleashes modifications and economic opportunities. In this agenda, Provincial Departments/Institutions (Punjab) and
women's potential, it also ensures a level-playing field for all PCSW has regularly reported on the execution of policies and District offices of the government. They have continued Maria Rizwan Khan for “Justice,” “Special Initiatives”
individuals which is a responsibility of the State and it begins the implementation of landmark legislative actions such as to respond to our data requests since 2015, providing us and “Legislation”
with understanding where and how the female citizens are the Punjab Enforcement of Women’s Property Rights Act, with information that has helped shape this report. We
disenfranchised. 2020 and the Zainab Alert, Response and Recovery Act, 2020. are very grateful to UNFPA for their diligence and Momina Idrees and Saltanat Ansari for “Governance”
PCSW currently also oversees the toll free Punjab Women’s technical support, which allowed us to prepare and
To identify the impediments of the gender that forms half of Helpline 1043 for female victims of harassment, property publish the Punjab Gender Parity Report 2021. We Statistics, Maps & Graphs
its population, Pakistan has been dedicated to its national rights of women etc. and the Gender Management would also like to thank the Foreign, Commonwealth &
international commitments for the protection and Information System (GMIS). Development Office (FCDO) for their generous support,
Syed Khalid Shah
empowerment of women. Regular reporting to the CEDAW without which the report's completion would not have
Committee is ensured by the State and recommendations of Th GMIS is as an online repository of approximately 300 been possible. We are also thankful to Strengthening
Data Collection
the Committee are duly noted for policy changes. More indicators that track the extent of gender disparity in the Participatory Organization (SPO) for their support in
recently, Pakistan's commitment to the 2030 Agenda for province and supports development of the annual Punjab compiling this report.
Sustainable Development has put the concern for women’s Gender Parity Report (PGPR). The PGPR analyses the extent of Muhammad Ali, Tilawat Hussain, Shumaila Iqbal &
empowerment on a pedestal. gender parity in the province across 6 thematic areas that are; Core Team Qaiser Mahmood
Demographics, Governance, Health, Education, Economic
The Government of Punjab has particularly been on a mission Participation and Opportunities, and Justice. Additionally, the Data Entry
Muhammad Waheed Iqbal and Fizza Behzad Sethi
to protect women from violence and discrimination, whilst report provides a status update on the special initiatives
ensuring a more inclusive political and economic launched by the Government of Punjab for the empowerment Abdul Samad & Naeem Hussain
Advisory & Technical Support
environment. In order to streamline development policies for of women. Based on the data analysis carried out in the
women and track their progress, the Government of Punjab Report, policy and procedural recommendations are
IT Manager
set up the Punjab Commission on the Status of Women provided therein. Ms. Mehreen Siddiqi, Dr. Saeed Shafqat, Ms. Khawar
(PCSW) through the Punjab Commission on the Status of Mumtaz, Ms. Farida Saheed, Dr. Abid Gill, Dr. Yasmin
Women Act, 2014. PCSW has since worked tirelessly to assist We hope that the in-depth research and data analysis Zaidi Adeel Rauf
in the empowerment of women. It carries out extensive compiled in this Report will aid policymakers and other
research and collects data for monitoring and evaluation stakeholders to gauge gender parity across all important Editing & Compilation Graphics & Design
purposes that translate into policy recommendations to the indicators, especially GBV, in Punjab and the
provincial government. Occasionally, the Commission also recommendations will prove useful in the future for the Fizza Behzad Sethi Syed Khalid Shah
collaborates with other national and international development of women. Finally, I must commend the team at
stakeholders for the purposes of gender mainstreaming. PCSW for their exceptional work producing the PGPR 2021.
Contributors
Through the introduction of the Punjab Women Development
Fizza Behzad Sethi for “Introduction” and “Economic |
chunk_10_9 | A
ADHD Attention Deficit Hyperactivity Disorder
ADP A nnual Development Program
ALC Adult Learning Centers
ALR Adult Literacy Rate
ANC A ntenatal Care
APO A sian Productivity Organisation
APWA A ll Pakistan Women’s Association
ASER Annual Status of Education Report
B
BHU Basic Health Unit
BISP Benazir Income Support Program
BOD Burden of Disease
BOP Bank of Punjab
C
CCC Citizen Contact Center
CCT Conditional Cash Transfer
CEDAW The Convention on the Elimination of all Forms of Discrimination Against Women
CFS Community Feeder Schools
CHW Community Health Worker
CM Chief Minister
CMRA Child Marriage Restraint Act
CNIC Computerized National Identity Card
CPC Child Protection Centres
CPR Contraceptive Prevalence Rate
Cr.PC Criminal Procedure Code
CRVS Civil Registration & Vital Statistics
CTP City Traffic Police
D
DALYs Disability Adjusted Life Years
DBR Digital Birth Registration
DCC Day Care Centers
DD Demographic Dividend
DEC District Election Commissioner
DHQ District Headquarters
DIG Deputy Inspector General
Abbrevia ons And Acronyms
A EFA: Educa on For All IDLO: Interna onal Development Law NGIRI: Na onal Grassroots ICT PTI: Pakistan Tehreek-e-Insaaf THQ: Tehsil Headquarters
ADHD: A en on Deficit Hyperac vity EmONC: Emergency Obstetric and Organiza on Research Ini a ve PTR: Pupil Teacher Ra o TT: Tetanus Toxoid
Disorder Newborn Care IGP: Inspector General of Police NIC: Na onal Incuba on Center PVTC: Punjab Voca onal Training
ADP: Annual Development Program ETR: Effec ve Transi on Rate ILO: Interna onal Labour Organiza on NPO: Na onal Produc vity Organisa on Council U
ALC: Adult Learning Centers EVS: Educa onal Voucher Scheme IMR: Infant Mortality Rate PWD: Popula on Welfare Department UCT: Uncondi onal Cash Transfer
ALR: Adult Literacy Rate IRMNCH: Integrated Reproduc ve O PWD: Persons With Disability UDHR: Universal Declara on of Human
ANC: Antenatal Care F Maternal Neonatal and Child Health OOSC: Out Of School Children PWDP: Punjab Women Development Rights
APO: Asian Produc vity Organisa on FALAH: Family Advancement for Life IUD: Intra Uterine Device OPD: Out Pa ent Department Policy UHC: Universal Health Coverage
APWA: All Pakistan Women’s Associa on and Health OTP: Outpa ents Therapeu c Program PWEP: Punjab Women’s Empowerment UN: United Na ons
ASER: Annual Status of Educa on Report FAS: Founda on Assisted Schools K Package UNCRC: UN Conven on on the Rights
FHC: Family Health Clinics KP: Khyber Pakthunkhwa P PWPA: Punjab Women Protec on of the Child
B FIR: First Informa on Report P&SHD: Primary & Secondary Authority UNDP: United Na ons Development
BHU: Basic Health Unit FOSPAH: Federal Ombudsman L Healthcare Department PWWEF: Punjab Working Women Program
BISP: Benazir Income Support Program Secretariat for Protec on Against LBW: Low Birth Weight PBS: Pakistan Bureau of Sta s cs Endowment Fund UNESCAP: United Na ons Economic
BOD: Burden of Disease Harassment LDC: Least Developed Country PCPS: Punjab Criminal Prosecu on PWWF: Punjab Workers Welfare Fund & Social Commission for Asia &
BOP: Bank of Punjab FWBL: First Women Bank Limited LE: Life Expectancy Service the Pacific
FWC: Family Welfare Center LFPR: Labor Force Par cipa on Rate PDHS: Pakistan Demographic and R UNESCO: United Na ons Educa onal,
C FY: Fiscal Year LFS: Labor Force Survey Health Survey RAS: Rural Ambulance Service Scien fic and Cultural Organiza on
CCC: Ci zen Contact Center LHS: Lady Health Supervisor PDMA: Provincial Disaster Management REC: Regional Elec on Commissioner UNHRC: UN Human Rights Council
CCT: Condi onal Cash Transfer G LHV: Lady Health Visitor Authority RH: Reproduc ve Health UNICEF: The United Na ons
CEDAW: The Conven on on the GBV: Gender-Based Violence LHW: Lady Health Worker PECA: Preven on of Electronic Crimes RHC: Rural Health Center Interna onal Children's Fund
Elimina on GDP: Gross Domes c Product LMIC: Low- and Middle-Income Country Act (2016) UNODC: United Na ons Office on
of all Forms of Discrimina on Against GE: General Elec ons LR: Literacy Rate PEF: Punjab Educa on Founda on S Drugs and Crime
Women GER: Gross Enrolment Rate LRMIS: Land Record Management and PES: Punjab Emergency Services SBP: State Bank of Pakistan UPR: Universal Periodic Review
CFS: Community Feeder Schools GLP: Gross Loan Por olio Informa on System PESRP: Punjab Educa on Sector SBBHRC: Shaheed Benazir Bhu o Human USAID: United States Agency for
CHW: Community Health Worker GMIS: Gender Management Reforms Program Rights Center Interna onal Development
CM: Chief Minister Informa on System M PESSI: Punjab Employees Social SDGs: Sustainable Development Goals UTP: Under-Trial Prisoner
CMRA: Child Marriage Restraint Act GoP: Government of Punjab MCHC: Mother and Child Health Centre Security Ins tute SECP: Securi es and Exchange Commission
CNIC: Computerized Na onal Iden ty GPI: Gender Parity Index MDG: Millennium Development Goal PFSA: Punjab Forensic Science Agency of Pakistan V
Card MENA: Middle East-North Africa PGPR: Punjab Gender Parity Report SEEP: Sustainable Economic Empowerment VAW: Violence Against Women
CPC: Child Protec on Centres H MFLO: Muslim Family Law Ordinance PHC: Popula on and Housing Census Program VAWC: Violence Against Women
CPR: Contracep ve Prevalence Rate HBW: Home-Based Workers MICS: Mul ple Indicator Cluster Survey PIMH: Punjab Ins tute of Mental Health SEN: Special Educa on Needs Center
Cr.PC: Criminal Procedure Code HC: Head Constable MMR: Maternal Mortality Ra o PITB: Punjab Informa on Technology SEZ: Special Economic Zone VAWG: Violence Against Women
CRVS: Civil Registra on & Vital Sta s cs HDR: Human Development Report MNT: Maternal, Neonatal Tetanus Board SFM: Skills for Market Training and Girls
CTP: City Traffic Police HSSC: Higher Secondary School MNTE: Maternal, Neonatal Tetanus PLGO: Punjab Local Government SH&MED: Specialized Healthcare and VNR: Voluntary Na onal Review
Cer ficate Elimina on Ordinance Medical Educa on Department
D MoHR: Ministry of Human Rights PLRA: Punjab Land Record Authority SME: Small and Medium Enterprise W
DALYs: Disability Adjusted Life Years I MPA: Member of Provincial Assembly PMFN: Pakistan Microfinance Network SMEDA: Smal and Medium Enterprise WASH: Water, Sanita on and
DBR: Digital Birth Registra on IASP: Insaf A ernoon School Program MSU: Mobile Service Unit PML-N: Pakistan Muslim League - Nawaz Development Authority Hygiene
DCC: Day Care Centers ICCPED: The Interna onal Conven on PMMS: Pakistan Maternal Mortality SP: Superintendent of Police WDD: Women Development
DD: Demographic Dividend for the Protec on of All Persons from N Survey SRH: Sexual & Reproduc ve Health Department
DEC: District Elec on Commissioner Enforced Disappearance NADRA: Na onal Database and PMN: Pakistan Microfinance Network SRHR: Sexual & Reproduc ve Health Rights WEF: World Economic Forum
DHQ: District Headquarters ICCPR: Interna onal Covenant on Registra on Authority PNC: Postnatal Care SSP: Sehat Sahulat Program WESW: Women’s Economic and
DIG: Deputy Inspector General Civil & Poli cal Rights NCD: Non Communicable Disease PPC: Pakistan Penal Code SSP: Senior Superintendent of Police Social Well-Being Survey
DNA: Deoxyribonucleic Acid ICESCR: Interna onal Covenant on NCHD: Na onal Commission for PPP: Pakistan People’s Party SWD: Social Welfare and Bait ul Maal WHO: World Health Organiza on
DVEC: District Voter Educa on Economic, Social & Cultural Rights Human Development PSCA: Punjab Safe Ci es Authority Department WHS: World Health Sta s cs
Commi ee ICPD: Interna onal Conference on NCOC: Na onal Command and PSLM: Pakistan Social and Living WMO: Women Medical Officer
Popula on and Development Opera on Center Standards Measurement T WPO: Women Protec on Officer
ICT: Islamabad Capital Territory NCSW: Na onal Commission on the PSPU: Policy and Strategic TEVTA: Technical Educa on and Voca onal WWB: Workers Welfare Board
E ICT: Informa on and Communica on Status of Women Planning Unit Training Authority
ECP: Elec on Commission of Pakistan Technology NER: Net Enrolment Rate TFR: Total Fer lity Rate Z
EEC: Ehsaas Emergency Cash IDA: Iron Deficiency Anaemia NFBED: Non-Formal Basic Educa on ZTBL Zarai Taraqia Bank Limited
Department ZTP Zewar-e-Taleem Project |
chunk_10_10 | A
ADHD Attention Deficit Hyperactivity Disorder
ADP A nnual Development Program
ALC Adult Learning Centers
ALR Adult Literacy Rate
ANC A ntenatal Care
APO A sian Productivity Organisation
APWA A ll Pakistan Women’s Association
ASER Annual Status of Education Report
B
BHU Basic Health Unit
BISP Benazir Income Support Program
BOD Burden of Disease
BOP Bank of Punjab
C
CCC Citizen Contact Center
CCT Conditional Cash Transfer
CEDAW The Convention on the Elimination of all Forms of Discrimination Against Women
CFS Community Feeder Schools
CHW Community Health Worker
CM Chief Minister
CMRA Child Marriage Restraint Act
CNIC Computerized National Identity Card
CPC Child Protection Centres
CPR Contraceptive Prevalence Rate
Cr.PC Criminal Procedure Code
CRVS Civil Registration & Vital Statistics
CTP City Traffic Police
D
DALYs Disability Adjusted Life Years
DBR Digital Birth Registration
DCC Day Care Centers
DD Demographic Dividend
DEC District Election Commissioner
DHQ District Headquarters
DIG Deputy Inspector General
Abbrevia ons And Acronyms
A EFA: Educa on For All IDLO: Interna onal Development Law NGIRI: Na onal Grassroots ICT PTI: Pakistan Tehreek-e-Insaaf THQ: Tehsil Headquarters
ADHD: A en on Deficit Hyperac vity EmONC: Emergency Obstetric and Organiza on Research Ini a ve PTR: Pupil Teacher Ra o TT: Tetanus Toxoid
Disorder Newborn Care IGP: Inspector General of Police NIC: Na onal Incuba on Center PVTC: Punjab Voca onal Training
ADP: Annual Development Program ETR: Effec ve Transi on Rate ILO: Interna onal Labour Organiza on NPO: Na onal Produc vity Organisa on Council U
ALC: Adult Learning Centers EVS: Educa onal Voucher Scheme IMR: Infant Mortality Rate PWD: Popula on Welfare Department UCT: Uncondi onal Cash Transfer
ALR: Adult Literacy Rate IRMNCH: Integrated Reproduc ve O PWD: Persons With Disability UDHR: Universal Declara on of Human
ANC: Antenatal Care F Maternal Neonatal and Child Health OOSC: Out Of School Children PWDP: Punjab Women Development Rights
APO: Asian Produc vity Organisa on FALAH: Family Advancement for Life IUD: Intra Uterine Device OPD: Out Pa ent Department Policy UHC: Universal Health Coverage
APWA: All Pakistan Women’s Associa on and Health OTP: Outpa ents Therapeu c Program PWEP: Punjab Women’s Empowerment UN: United Na ons
ASER: Annual Status of Educa on Report FAS: Founda on Assisted Schools K Package UNCRC: UN Conven on on the Rights
FHC: Family Health Clinics KP: Khyber Pakthunkhwa P PWPA: Punjab Women Protec on of the Child
B FIR: First Informa on Report P&SHD: Primary & Secondary Authority UNDP: United Na ons Development
BHU: Basic Health Unit FOSPAH: Federal Ombudsman L Healthcare Department PWWEF: Punjab Working Women Program
BISP: Benazir Income Support Program Secretariat for Protec on Against LBW: Low Birth Weight PBS: Pakistan Bureau of Sta s cs Endowment Fund UNESCAP: United Na ons Economic
BOD: Burden of Disease Harassment LDC: Least Developed Country PCPS: Punjab Criminal Prosecu on PWWF: Punjab Workers Welfare Fund & Social Commission for Asia &
BOP: Bank of Punjab FWBL: First Women Bank Limited LE: Life Expectancy Service the Pacific
FWC: Family Welfare Center LFPR: Labor Force Par cipa on Rate PDHS: Pakistan Demographic and R UNESCO: United Na ons Educa onal,
C FY: Fiscal Year LFS: Labor Force Survey Health Survey RAS: Rural Ambulance Service Scien fic and Cultural Organiza on
CCC: Ci zen Contact Center LHS: Lady Health Supervisor PDMA: Provincial Disaster Management REC: Regional Elec on Commissioner UNHRC: UN Human Rights Council
CCT: Condi onal Cash Transfer G LHV: Lady Health Visitor Authority RH: Reproduc ve Health UNICEF: The United Na ons
CEDAW: The Conven on on the GBV: Gender-Based Violence LHW: Lady Health Worker PECA: Preven on of Electronic Crimes RHC: Rural Health Center Interna onal Children's Fund
Elimina on GDP: Gross Domes c Product LMIC: Low- and Middle-Income Country Act (2016) UNODC: United Na ons Office on
of all Forms of Discrimina on Against GE: General Elec ons LR: Literacy Rate PEF: Punjab Educa on Founda on S Drugs and Crime
Women GER: Gross Enrolment Rate LRMIS: Land Record Management and PES: Punjab Emergency Services SBP: State Bank of Pakistan UPR: Universal Periodic Review
CFS: Community Feeder Schools GLP: Gross Loan Por olio Informa on System PESRP: Punjab Educa on Sector SBBHRC: Shaheed Benazir Bhu o Human USAID: United States Agency for
CHW: Community Health Worker GMIS: Gender Management Reforms Program Rights Center Interna onal Development
CM: Chief Minister Informa on System M PESSI: Punjab Employees Social SDGs: Sustainable Development Goals UTP: Under-Trial Prisoner
CMRA: Child Marriage Restraint Act GoP: Government of Punjab MCHC: Mother and Child Health Centre Security Ins tute SECP: Securi es and Exchange Commission
CNIC: Computerized Na onal Iden ty GPI: Gender Parity Index MDG: Millennium Development Goal PFSA: Punjab Forensic Science Agency of Pakistan V
Card MENA: Middle East-North Africa PGPR: Punjab Gender Parity Report SEEP: Sustainable Economic Empowerment VAW: Violence Against Women
CPC: Child Protec on Centres H MFLO: Muslim Family Law Ordinance PHC: Popula on and Housing Census Program VAWC: Violence Against Women
CPR: Contracep ve Prevalence Rate HBW: Home-Based Workers MICS: Mul ple Indicator Cluster Survey PIMH: Punjab Ins tute of Mental Health SEN: Special Educa on Needs Center
Cr.PC: Criminal Procedure Code HC: Head Constable MMR: Maternal Mortality Ra o PITB: Punjab Informa on Technology SEZ: Special Economic Zone VAWG: Violence Against Women
CRVS: Civil Registra on & Vital Sta s cs HDR: Human Development Report MNT: Maternal, Neonatal Tetanus Board SFM: Skills for Market Training and Girls
CTP: City Traffic Police HSSC: Higher Secondary School MNTE: Maternal, Neonatal Tetanus PLGO: Punjab Local Government SH&MED: Specialized Healthcare and VNR: Voluntary Na onal Review
Cer ficate Elimina on Ordinance Medical Educa on Department
D MoHR: Ministry of Human Rights PLRA: Punjab Land Record Authority SME: Small and Medium Enterprise W
DALYs: Disability Adjusted Life Years I MPA: Member of Provincial Assembly PMFN: Pakistan Microfinance Network SMEDA: Smal and Medium Enterprise WASH: Water, Sanita on and
DBR: Digital Birth Registra on IASP: Insaf A ernoon School Program MSU: Mobile Service Unit PML-N: Pakistan Muslim League - Nawaz Development Authority Hygiene
DCC: Day Care Centers ICCPED: The Interna onal Conven on PMMS: Pakistan Maternal Mortality SP: Superintendent of Police WDD: Women Development
DD: Demographic Dividend for the Protec on of All Persons from N Survey SRH: Sexual & Reproduc ve Health Department
DEC: District Elec on Commissioner Enforced Disappearance NADRA: Na onal Database and PMN: Pakistan Microfinance Network SRHR: Sexual & Reproduc ve Health Rights WEF: World Economic Forum
DHQ: District Headquarters ICCPR: Interna onal Covenant on Registra on Authority PNC: Postnatal Care SSP: Sehat Sahulat Program WESW: Women’s Economic and
DIG: Deputy Inspector General Civil & Poli cal Rights NCD: Non Communicable Disease PPC: Pakistan Penal Code SSP: Senior Superintendent of Police Social Well-Being Survey
DNA: Deoxyribonucleic Acid ICESCR: Interna onal Covenant on NCHD: Na onal Commission for PPP: Pakistan People’s Party SWD: Social Welfare and Bait ul Maal WHO: World Health Organiza on
DVEC: District Voter Educa on Economic, Social & Cultural Rights Human Development PSCA: Punjab Safe Ci es Authority Department WHS: World Health Sta s cs
Commi ee ICPD: Interna onal Conference on NCOC: Na onal Command and PSLM: Pakistan Social and Living WMO: Women Medical Officer
Popula on and Development Opera on Center Standards Measurement T WPO: Women Protec on Officer
ICT: Islamabad Capital Territory NCSW: Na onal Commission on the PSPU: Policy and Strategic TEVTA: Technical Educa on and Voca onal WWB: Workers Welfare Board
E ICT: Informa on and Communica on Status of Women Planning Unit Training Authority
ECP: Elec on Commission of Pakistan Technology NER: Net Enrolment Rate TFR: Total Fer lity Rate Z
EEC: Ehsaas Emergency Cash IDA: Iron Deficiency Anaemia NFBED: Non-Formal Basic Educa on ZTBL Zarai Taraqia Bank Limited
Department ZTP Zewar-e-Taleem Project |
chunk_10_11 | Message of the Chief Minister, Punjab Messages
In a world full of countless challenges, including natural disasters,
poverty, hunger and post-COVID reconstruction, it is essential for
every nation to be cognizant of the vulnerable groups such as
women and children. The participation of all segments of the society
is a prerequisite for sustainable development, and certainly a
priority of the Government, which is a signatory to the United
Nations 2030 Agenda for Sustainable Development.
It is encouraging to witness global momentum in activism for girls
access to education, freedom of women from violence and
Chaudhry Parvez Elahi Sumaira Samad Abdullah Kh an Sumbal
discrimination, and opportunities for their equal participation in
Chief Minister, Punjab Secretary, Women Development Department Chief Secretary
economic and public life. However, significant gaps remain which
the Government of Punjab is committed to bridge through a range of Women Development Department, since its inception in 2012, The Government of Punjab recognizes the importance of equal
policies and initiatives. Expansion of social protection mechanisms has been working towards a progressive, inclusive and safe participation of women for the socio-economic growth of the
through initiatives such as the Ehsaas program, mainstreaming of province for the women of Punjab based on the basic right of country. In order to uplift the status of women in the Province,
gender sensitivity in ADP schemes of provincial departments and gender equity and the fundamental rights given by the we are continually engaged in projects and activities for their
the continued representation of women at key decision-making Constitution of the Islamic Republic of Pakistan. enhanced participation in every sphere of life. We are
platforms are some of the measures to realize the vision of the committed to making the Province of Punjab safe, progressive
Government of Punjab for achieving a gender equal society. The department has been providing leadership, across a wide and full of opportunities for women by removing all the hurdles
range of activities, in integrating women in all walks of life on impeding their progress.
It is a matter of pride for the Government of Punjab to witness the equal footing. These include: The Punjab Women Development
compilation and publication of the 5th Annual Punjab Gender Parity Policy, 2018; Implementation framework based on the policy; The Punjab Gender Parity Report 2021 will be one of the major
Report, 2021. The commitment of the Women Development services such as provision of day care centres, working women sources of guidance for the Government of Punjab for
Department to its mandate and programmes has contributed to the hostels, women development centres; gender mainstreaming generating evidence-based policies and initiatives for the
successful completion of this Report, which will help informed, data- trainings; stakeholder consultative sessions; research and progress of women. The Report contains pertinent data,
driven policy making in Punjab. I would also take this opportunity to publication; and awareness campaigns. information, indicators and recommendations on a host of
congratulate the dedication of the team of the Punjab Commission socio-economic sectors of the Province. The Report will be
on the Status of Women and their accomplishment of this feet. The Punjab Gender Parity Reports (PGPR) being published by beneficial for evaluation of our on-going projects and schemes
the Punjab Commission for the Status of Women (PCSW) since through the gender lens and for the formulation of future
2016 are a unique repository of gender disaggregated data, projects which are inclusive for women as beneficiaries.
crucial for understanding the gender dynamics and status within
Punjab and to form the basis for planning and resource I commend the efforts of the Punjab Commission on the Status
allocation. PGPR, 2021 includes 274 indicators, starting from of Women (PCSW) in collecting and processing relevant data
174 in 2016, which is reflective of the evolving nature of the from public offices across Punjab. I earnestly hope that the
report and the hard work and dedication of the team preparing PCSW will take the Women Empowerment agenda forward in
it. The analyses given in the report and the gender-based the most purposeful manner.
sectoral landscape presented in it form the basis for a wide
range of subsequent policy, planning, budgetary, awareness,
reporting and implementation interventions.
I would like to congratulate the Secretary and Director Program
of the PCSW and their team for the publication of this Report.
Their continued efforts for the emancipation of women are
commendable.
M E S S A G E S |
chunk_10_12 | Message of the Chief Minister, Punjab Messages
In a world full of countless challenges, including natural disasters,
poverty, hunger and post-COVID reconstruction, it is essential for
every nation to be cognizant of the vulnerable groups such as
women and children. The participation of all segments of the society
is a prerequisite for sustainable development, and certainly a
priority of the Government, which is a signatory to the United
Nations 2030 Agenda for Sustainable Development.
It is encouraging to witness global momentum in activism for girls
access to education, freedom of women from violence and
Chaudhry Parvez Elahi Sumaira Samad Abdullah Kh an Sumbal
discrimination, and opportunities for their equal participation in
Chief Minister, Punjab Secretary, Women Development Department Chief Secretary
economic and public life. However, significant gaps remain which
the Government of Punjab is committed to bridge through a range of Women Development Department, since its inception in 2012, The Government of Punjab recognizes the importance of equal
policies and initiatives. Expansion of social protection mechanisms has been working towards a progressive, inclusive and safe participation of women for the socio-economic growth of the
through initiatives such as the Ehsaas program, mainstreaming of province for the women of Punjab based on the basic right of country. In order to uplift the status of women in the Province,
gender sensitivity in ADP schemes of provincial departments and gender equity and the fundamental rights given by the we are continually engaged in projects and activities for their
the continued representation of women at key decision-making Constitution of the Islamic Republic of Pakistan. enhanced participation in every sphere of life. We are
platforms are some of the measures to realize the vision of the committed to making the Province of Punjab safe, progressive
Government of Punjab for achieving a gender equal society. The department has been providing leadership, across a wide and full of opportunities for women by removing all the hurdles
range of activities, in integrating women in all walks of life on impeding their progress.
It is a matter of pride for the Government of Punjab to witness the equal footing. These include: The Punjab Women Development
compilation and publication of the 5th Annual Punjab Gender Parity Policy, 2018; Implementation framework based on the policy; The Punjab Gender Parity Report 2021 will be one of the major
Report, 2021. The commitment of the Women Development services such as provision of day care centres, working women sources of guidance for the Government of Punjab for
Department to its mandate and programmes has contributed to the hostels, women development centres; gender mainstreaming generating evidence-based policies and initiatives for the
successful completion of this Report, which will help informed, data- trainings; stakeholder consultative sessions; research and progress of women. The Report contains pertinent data,
driven policy making in Punjab. I would also take this opportunity to publication; and awareness campaigns. information, indicators and recommendations on a host of
congratulate the dedication of the team of the Punjab Commission socio-economic sectors of the Province. The Report will be
on the Status of Women and their accomplishment of this feet. The Punjab Gender Parity Reports (PGPR) being published by beneficial for evaluation of our on-going projects and schemes
the Punjab Commission for the Status of Women (PCSW) since through the gender lens and for the formulation of future
2016 are a unique repository of gender disaggregated data, projects which are inclusive for women as beneficiaries.
crucial for understanding the gender dynamics and status within
Punjab and to form the basis for planning and resource I commend the efforts of the Punjab Commission on the Status
allocation. PGPR, 2021 includes 274 indicators, starting from of Women (PCSW) in collecting and processing relevant data
174 in 2016, which is reflective of the evolving nature of the from public offices across Punjab. I earnestly hope that the
report and the hard work and dedication of the team preparing PCSW will take the Women Empowerment agenda forward in
it. The analyses given in the report and the gender-based the most purposeful manner.
sectoral landscape presented in it form the basis for a wide
range of subsequent policy, planning, budgetary, awareness,
reporting and implementation interventions.
I would like to congratulate the Secretary and Director Program
of the PCSW and their team for the publication of this Report.
Their continued efforts for the emancipation of women are
commendable.
M E S S A G E S |
chunk_10_13 | Introduc on to PCSW Execu ve Summary
Introduction
The Punjab Commission on the Status of data.
Women (PCSW) was set up by the Punjab
Assembly in 2014 under the Punjab · Identify violation of women's rights in
Commission on the Status of Women Act, Punjab and reach out to concerned
2014. The Commission is intended to authorities for remedial actions.
Demographics contribute to women's empowerment
through identification of socio-economic · Collaborate with local and international
obstacles that hamper gender equality and organisations to promote socio-economic
DEMOGRAPHICS GOVERNANCE
address gender-based violence with policy empowerment of women and steer
initiatives and active campaigning. awareness campaigns highlighting the need
to eradicate gender-based violence.
It envisions the women in Punjab as equal,
empowered and prosperous citizens and Since its inception in 2014, the Commission
Governance
welcomes government initiatives to uplift has undertaken several projects for women’s
women in all spheres of life. empowerment and protection against HEALTH EDUCATION
i ii
violence. The Punjab Women's Helpline 1043
Under the PCSW Act, the Commission has was set up under PCSW in 2014 to cater to
the mandate to: women in distress. Women can call on the
helpline 24/7 to inquire about their rights,
Health
· Examine policies and programs introduced lodge harassment/property etc. complaints,
and to receive psycho-social counselling. In ECONOMIC
by the Government and facilitate their
2016, PCSW launched the first Punjab Gender PARTICIPATION JUSTICE
implementation in the interests of women’s
Parity Report. Successively, three more & OPPORTUNITIES
empowerment.
Gender Parity Reports have been published in
2017, 2018 and 2021, respectively.
· Review legislation and policy measures in
Education Punjab to identify impact on the status of
PCSW has also successfully maintained the
women and make recommendations to the
Gender Management Information System SPECIAL
Government of Punjab for amendments or
(GMIS) which is a database of gender- INITIATIVES
repeal accordingly.
disaggregated data against more than 300
indicators across 6 thematic areas;
· Review alignment of the Constitution of
Demographics, Governance, Health,
Pakistan with international obligations calling
Economic Participation Education, Economic Participation and
for action on protection and empowerment of
Opportunities, and Justice. Data from GMIS is
women.
regularly collected, digitized and updated for
use by policy-makers, academia, media
· Collect and maintain data for women’s
persons, and the general public.
issues in Punjab and conduct analysis of the
Justice
Special Iniatives
Legislation for women |
chunk_10_14 | Introduc on to PCSW Execu ve Summary
Introduction
The Punjab Commission on the Status of data.
Women (PCSW) was set up by the Punjab
Assembly in 2014 under the Punjab · Identify violation of women's rights in
Commission on the Status of Women Act, Punjab and reach out to concerned
2014. The Commission is intended to authorities for remedial actions.
Demographics contribute to women's empowerment
through identification of socio-economic · Collaborate with local and international
obstacles that hamper gender equality and organisations to promote socio-economic
DEMOGRAPHICS GOVERNANCE
address gender-based violence with policy empowerment of women and steer
initiatives and active campaigning. awareness campaigns highlighting the need
to eradicate gender-based violence.
It envisions the women in Punjab as equal,
empowered and prosperous citizens and Since its inception in 2014, the Commission
Governance
welcomes government initiatives to uplift has undertaken several projects for women’s
women in all spheres of life. empowerment and protection against HEALTH EDUCATION
i ii
violence. The Punjab Women's Helpline 1043
Under the PCSW Act, the Commission has was set up under PCSW in 2014 to cater to
the mandate to: women in distress. Women can call on the
helpline 24/7 to inquire about their rights,
Health
· Examine policies and programs introduced lodge harassment/property etc. complaints,
and to receive psycho-social counselling. In ECONOMIC
by the Government and facilitate their
2016, PCSW launched the first Punjab Gender PARTICIPATION JUSTICE
implementation in the interests of women’s
Parity Report. Successively, three more & OPPORTUNITIES
empowerment.
Gender Parity Reports have been published in
2017, 2018 and 2021, respectively.
· Review legislation and policy measures in
Education Punjab to identify impact on the status of
PCSW has also successfully maintained the
women and make recommendations to the
Gender Management Information System SPECIAL
Government of Punjab for amendments or
(GMIS) which is a database of gender- INITIATIVES
repeal accordingly.
disaggregated data against more than 300
indicators across 6 thematic areas;
· Review alignment of the Constitution of
Demographics, Governance, Health,
Pakistan with international obligations calling
Economic Participation Education, Economic Participation and
for action on protection and empowerment of
Opportunities, and Justice. Data from GMIS is
women.
regularly collected, digitized and updated for
use by policy-makers, academia, media
· Collect and maintain data for women’s
persons, and the general public.
issues in Punjab and conduct analysis of the
Justice
Special Iniatives
Legislation for women |
chunk_10_15 | DEMOGRAPHICS GOVERNANCE
An aggregate demographic snapshot of the population residing in Punjab. The process of governance allows citizens to express Chairpersons for Standing Committees whereby, of 24
is achieved by tracking major life events through their interests, enjoy their legal rights, inform them of committees, 59% are chaired by men while 41% are
databases and surveys of public statistics which may Birth registrations increased for both boys and girls by their obligations and provide an enabling environment chaired by women.
include population censuses, civil registration and vital 2.7% and 3.4% respectively, between 2020 and 2021, to mediate their differences. The quality of governance
statistics (CRVS) systems etc. When demographic while that for transgender persons declined by 32.4%. is determined by the nature of institutes in place and Statistics for women in the public sector illuminate the
variables are informed by an understanding of non- Death registrations for men increased by 4% while that the extent of participation by social groups, such as status of gender parity across contingent, gazetted and
Introduction
demographic variables, effective policy interventions for women increased significantly by 12%; for minorities and women; it is a well-known notion that non-gazetted staff in Punjab. They also report on
can be devised in pursuit of SDG 5. In addition to transgender persons, they declined by 26%. Between diverse groups make better decisions. compliance with 15% and 33% representation quota for
producing gender statistics, demographic analysis is 2020 and 2021, marriage and divorce registrations in women in public offices and boards, committees and
also relevant to the position of women in society when Punjab increased by 7.5% and 9%, respectively. Notable statistics for women in legislature signify a task forces, respectively. In 2021, only 14% of the staff in
the demographic dividend (DD) is considered. weaker position for women vis a vis men. There are 33 Provincial Departments and 20% of that in District
CNIC registration in Punjab increased by 17.6% to women MPs from Punjab on reserved seats in the Offices was female. At the provincial level, 92% of non-
Demographics According to projections provided by the National 27,90,773 in 2021 as compared to 2020. The National Assembly, of which 36% hail from Lahore. Of gazetted staffers and 70% of the gazetted ones were
Institute of Population Studies, in 2021, Punjab had a registration for women increased by 38% while that for the 23 Senators on seats allocated to Punjab, 83% are male, while at the district level, 89% of non-gazetted
population comprising 50.7% men and 49.3% women. transgender persons increased by 67.5%, revealing a men and only 17% are women, with a GPI of 0.211. The staffers and 75% of the gazetted ones were male.
Of all men in Punjab, 37% were living in urban areas, heartening progress. Between 2020 and 2021, the Punjab Assembly consists of 371 members, of which an
while 63% were in rural areas. Of all women, 36.5% registration of CNICs for minors increased by 0.8% for overwhelming majority of 296 (80%) are men and 75 Data for Cantonment Board Elections held in 2021 in
were in urban while 63.5% were living in rural areas. boys to 33,01,524, while that for girls increased by 1.7% (20%) are women, with a GPI of 0.253. Punjab reveals that only 1% of the contesting
to 30,28,784. For the same time period, the registration candidates were female. The logistical arrangements
As per the Labour Force Survey 2020-21, Punjab had the of CNICs with disability logo for men increased by Of 37 ministers in the Punjab Assembly, 95% are men for voters painted a gender-sensitive picture whereby,
Governance
highest proportion of inter-provincial migration; 57% of 149.5% to 42,622, while that for women increased by and only 5% are women, with a dismal GPI of 0.057. Of of all polling stations, 52.4% were for men and 47.6%
iii all migratory movement in the country. 25% of all non- 225.7% to 18,632. 44 Parliamentary Secretaries, 93% are men and only 7% were for women. Of all polling booths, 52% were for iv
migrant men, 23.8% of all non-migrant women, 2.4% of are women, with a significantly low GPI of 0.073. men and 48% were designated for women.
all migrant men and 4% of all migrant women were Posting a relatively better GPI of 0.7 is the scenario of
Health
MPAs in Decision-Making Posi ons in Punjab Assembly
Birth Registra on by Year & Gender
Education 1,000,000
900,000 41
800,000 695,945 714,697 35
700,000
600,000
500,000 629,091 650,866
400,000
300,000
7
Economic Participation 200,000 10
100,000 37 25 2 3
-
2020 2021 Chairs of Standing Commi ees Ministers Parliamentary Secretaries
Source: Na onal Database and Registra on Authority Boys Girls Transgender
Source:Punjab Assembly Website Male Female
Justice
Special Iniatives
Legislation for women |
chunk_10_16 | DEMOGRAPHICS GOVERNANCE
An aggregate demographic snapshot of the population residing in Punjab. The process of governance allows citizens to express Chairpersons for Standing Committees whereby, of 24
is achieved by tracking major life events through their interests, enjoy their legal rights, inform them of committees, 59% are chaired by men while 41% are
databases and surveys of public statistics which may Birth registrations increased for both boys and girls by their obligations and provide an enabling environment chaired by women.
include population censuses, civil registration and vital 2.7% and 3.4% respectively, between 2020 and 2021, to mediate their differences. The quality of governance
statistics (CRVS) systems etc. When demographic while that for transgender persons declined by 32.4%. is determined by the nature of institutes in place and Statistics for women in the public sector illuminate the
variables are informed by an understanding of non- Death registrations for men increased by 4% while that the extent of participation by social groups, such as status of gender parity across contingent, gazetted and
Introduction
demographic variables, effective policy interventions for women increased significantly by 12%; for minorities and women; it is a well-known notion that non-gazetted staff in Punjab. They also report on
can be devised in pursuit of SDG 5. In addition to transgender persons, they declined by 26%. Between diverse groups make better decisions. compliance with 15% and 33% representation quota for
producing gender statistics, demographic analysis is 2020 and 2021, marriage and divorce registrations in women in public offices and boards, committees and
also relevant to the position of women in society when Punjab increased by 7.5% and 9%, respectively. Notable statistics for women in legislature signify a task forces, respectively. In 2021, only 14% of the staff in
the demographic dividend (DD) is considered. weaker position for women vis a vis men. There are 33 Provincial Departments and 20% of that in District
CNIC registration in Punjab increased by 17.6% to women MPs from Punjab on reserved seats in the Offices was female. At the provincial level, 92% of non-
Demographics According to projections provided by the National 27,90,773 in 2021 as compared to 2020. The National Assembly, of which 36% hail from Lahore. Of gazetted staffers and 70% of the gazetted ones were
Institute of Population Studies, in 2021, Punjab had a registration for women increased by 38% while that for the 23 Senators on seats allocated to Punjab, 83% are male, while at the district level, 89% of non-gazetted
population comprising 50.7% men and 49.3% women. transgender persons increased by 67.5%, revealing a men and only 17% are women, with a GPI of 0.211. The staffers and 75% of the gazetted ones were male.
Of all men in Punjab, 37% were living in urban areas, heartening progress. Between 2020 and 2021, the Punjab Assembly consists of 371 members, of which an
while 63% were in rural areas. Of all women, 36.5% registration of CNICs for minors increased by 0.8% for overwhelming majority of 296 (80%) are men and 75 Data for Cantonment Board Elections held in 2021 in
were in urban while 63.5% were living in rural areas. boys to 33,01,524, while that for girls increased by 1.7% (20%) are women, with a GPI of 0.253. Punjab reveals that only 1% of the contesting
to 30,28,784. For the same time period, the registration candidates were female. The logistical arrangements
As per the Labour Force Survey 2020-21, Punjab had the of CNICs with disability logo for men increased by Of 37 ministers in the Punjab Assembly, 95% are men for voters painted a gender-sensitive picture whereby,
Governance
highest proportion of inter-provincial migration; 57% of 149.5% to 42,622, while that for women increased by and only 5% are women, with a dismal GPI of 0.057. Of of all polling stations, 52.4% were for men and 47.6%
iii all migratory movement in the country. 25% of all non- 225.7% to 18,632. 44 Parliamentary Secretaries, 93% are men and only 7% were for women. Of all polling booths, 52% were for iv
migrant men, 23.8% of all non-migrant women, 2.4% of are women, with a significantly low GPI of 0.073. men and 48% were designated for women.
all migrant men and 4% of all migrant women were Posting a relatively better GPI of 0.7 is the scenario of
Health
MPAs in Decision-Making Posi ons in Punjab Assembly
Birth Registra on by Year & Gender
Education 1,000,000
900,000 41
800,000 695,945 714,697 35
700,000
600,000
500,000 629,091 650,866
400,000
300,000
7
Economic Participation 200,000 10
100,000 37 25 2 3
-
2020 2021 Chairs of Standing Commi ees Ministers Parliamentary Secretaries
Source: Na onal Database and Registra on Authority Boys Girls Transgender
Source:Punjab Assembly Website Male Female
Justice
Special Iniatives
Legislation for women |
chunk_10_17 | HEALTH EDUCATION
The importance of ensuring equal access to healthcare number of women who got a second tetanus toxoid Education helps develop a population's learning marginally by 0.3% between FY 2019-20 and academic
lies in the promotion of healthy lives and building dose for vaccination against Maternal and Neonatal capabilities and enables them to apply knowledge in year 2020-21. Durning the same time period, the
prosperous societies. Good health is a fundamental Tetanus (MNT) in Punjab decreased by 7.3% in 2021 as daily life scenarios. In this sense, quality education number of primary schools for boys declined by 0.5%
human right and intrinsically linked to the achievement compared to 2020. Within the same time period, the empowers people to live healthy and sustainable lives. while that of girls' primary schools increased by 0.6%.
of all other SDGs as it enables populations to physically number of caesarean births in health facilities in Punjab Investing in girls' education has historically been linked The numbers of middle schools for both boys and girls
and mentally participate in academic, economic and declined by 6%. with high returns for female educational attainment, declined by 17% and 11%, respectively. The number of
Introduction
political aspects of life. The Government of Punjab has maternal and children's health, more sustainable boys' high schools increased by 17.8% while their higher
committed to the provision of Universal Health The Burden of Disease (BOD) of non-communicable families, democracy, income growth and productivity. secondary schools increased by 2%; girls' high schools
Coverage (UHC) in the province, in line with the federal diseases is also a rising health concern in the province. increased by 19.6% while their higher secondary
government's Health Vision 2016-2025. Improvements The reported cases of breast cancer increased by 23% The overall Literacy Rate (LR) in Punjab has risen by 0.3% schools increased by 2.3%.
across indicators like the Total Fertility Rate (TFR), Life between 2020 and 2021, and for the same time period, between 2018-19 and 2020-21 while female LR
Expectancy (LE), Maternal Mortality Ratio (MMR) and reported cases of TB among women increased by 44% recorded a 0.5% increase over the same time period. Enrolment in formal schools in Punjab for academic
Demographics Infant Mortality Rate (IMR) are appreciable however, and those of TB among girls increased by 8%. Rural LRs saw dramatic increases whereby the figure for year 2020-21 was roughly equal for both boys and girls;
gaps remain in ensuring a Continuum of Care for men increased by 15% while that for women increased girl's enrolment increased by 2% in comparison with FY
women's health. The logistical aspects of the healthcare delivery system by 84%. On the urban side, while the LR for men 2019-20. As opposed to 15 districts in FY 2019-20, 17
in Punjab have shown improvement in some aspects declined by 0.3%, that for women increased districts reflected a female-dominated enrolment trend
The Contraceptive Prevalence Rate (CPR) in Punjab while others require more attention. Between January significantly by 9.7%. Between 2018-19 and 2019-20, in academic year 2020-21 and 2 districts exhibited
calculated by using Estimated Modern Methods (EMU) 1 2019 and January 1 2020, the number of health the Net Enrolment Rates (NER) for boys fell by 5%, while perfect gender parity.
users has improved by 1.5% between 2018-19 and facilities have increased by 6% and the number of beds that for girls fell by 6.6%. As per figures for 2019-20, 24%
2019-20; the current CPR stands at 20.5% as reported increased by 19.5%. Over the same time period, the of children aged between 5 to 16 years are Out of School The number of teachers employed in formal schools in
Governance
by the Annual Contraceptive Performance Report number of registered medical personnel increased by (OOS); OOS boys have increased by 13.6% while OOS Punjab declined by 5.5% between FY 2019-20 and
v 2019-20. The number of family planning visits declined 46.5%. The number of Integrated, Reproductive, girls have increased by 11.5% as compared to figures academic year 2020-21; the number of male teachers vi
by 4.8% in 2021 in comparison with 2020. Between Maternal, Newborn and Child Health (IRMNCH) from 2018-19. declined by 5.8% while that of female teachers declined
2020 and 2021, the number of ANC visits increased by facilities in the province increased by 2.5% between by 5.2%.
1.8% and that of ANC-2 visits increased by 8.7% in the 2020 and 2021; the number of human resources The number of formal schools in Punjab increased
province. The incidence of anaemia among ANC-1 therein, however, declined by 1.5%.
Health
visitors decreased by 7% between 2020 and 2021. The
Antenatal Care Visits (2021) OOSC (aged 5-16 years) in Pakistan and Punjab by Gender
Education (%) (2019-20)
40 37
35
30 27 26
25 22
20
4,343,591 3,212,055
15
Economic Participation Women with Anaemia 10
5
689,793 (21.4%)
0
Pakistan Punjab
Source: DG Health Services Punjab ANC-1 ANC-2 Source: PSLM Male Female
Justice
Special Iniatives
Legislation for women |
chunk_10_18 | HEALTH EDUCATION
The importance of ensuring equal access to healthcare number of women who got a second tetanus toxoid Education helps develop a population's learning marginally by 0.3% between FY 2019-20 and academic
lies in the promotion of healthy lives and building dose for vaccination against Maternal and Neonatal capabilities and enables them to apply knowledge in year 2020-21. Durning the same time period, the
prosperous societies. Good health is a fundamental Tetanus (MNT) in Punjab decreased by 7.3% in 2021 as daily life scenarios. In this sense, quality education number of primary schools for boys declined by 0.5%
human right and intrinsically linked to the achievement compared to 2020. Within the same time period, the empowers people to live healthy and sustainable lives. while that of girls' primary schools increased by 0.6%.
of all other SDGs as it enables populations to physically number of caesarean births in health facilities in Punjab Investing in girls' education has historically been linked The numbers of middle schools for both boys and girls
and mentally participate in academic, economic and declined by 6%. with high returns for female educational attainment, declined by 17% and 11%, respectively. The number of
Introduction
political aspects of life. The Government of Punjab has maternal and children's health, more sustainable boys' high schools increased by 17.8% while their higher
committed to the provision of Universal Health The Burden of Disease (BOD) of non-communicable families, democracy, income growth and productivity. secondary schools increased by 2%; girls' high schools
Coverage (UHC) in the province, in line with the federal diseases is also a rising health concern in the province. increased by 19.6% while their higher secondary
government's Health Vision 2016-2025. Improvements The reported cases of breast cancer increased by 23% The overall Literacy Rate (LR) in Punjab has risen by 0.3% schools increased by 2.3%.
across indicators like the Total Fertility Rate (TFR), Life between 2020 and 2021, and for the same time period, between 2018-19 and 2020-21 while female LR
Expectancy (LE), Maternal Mortality Ratio (MMR) and reported cases of TB among women increased by 44% recorded a 0.5% increase over the same time period. Enrolment in formal schools in Punjab for academic
Demographics Infant Mortality Rate (IMR) are appreciable however, and those of TB among girls increased by 8%. Rural LRs saw dramatic increases whereby the figure for year 2020-21 was roughly equal for both boys and girls;
gaps remain in ensuring a Continuum of Care for men increased by 15% while that for women increased girl's enrolment increased by 2% in comparison with FY
women's health. The logistical aspects of the healthcare delivery system by 84%. On the urban side, while the LR for men 2019-20. As opposed to 15 districts in FY 2019-20, 17
in Punjab have shown improvement in some aspects declined by 0.3%, that for women increased districts reflected a female-dominated enrolment trend
The Contraceptive Prevalence Rate (CPR) in Punjab while others require more attention. Between January significantly by 9.7%. Between 2018-19 and 2019-20, in academic year 2020-21 and 2 districts exhibited
calculated by using Estimated Modern Methods (EMU) 1 2019 and January 1 2020, the number of health the Net Enrolment Rates (NER) for boys fell by 5%, while perfect gender parity.
users has improved by 1.5% between 2018-19 and facilities have increased by 6% and the number of beds that for girls fell by 6.6%. As per figures for 2019-20, 24%
2019-20; the current CPR stands at 20.5% as reported increased by 19.5%. Over the same time period, the of children aged between 5 to 16 years are Out of School The number of teachers employed in formal schools in
Governance
by the Annual Contraceptive Performance Report number of registered medical personnel increased by (OOS); OOS boys have increased by 13.6% while OOS Punjab declined by 5.5% between FY 2019-20 and
v 2019-20. The number of family planning visits declined 46.5%. The number of Integrated, Reproductive, girls have increased by 11.5% as compared to figures academic year 2020-21; the number of male teachers vi
by 4.8% in 2021 in comparison with 2020. Between Maternal, Newborn and Child Health (IRMNCH) from 2018-19. declined by 5.8% while that of female teachers declined
2020 and 2021, the number of ANC visits increased by facilities in the province increased by 2.5% between by 5.2%.
1.8% and that of ANC-2 visits increased by 8.7% in the 2020 and 2021; the number of human resources The number of formal schools in Punjab increased
province. The incidence of anaemia among ANC-1 therein, however, declined by 1.5%.
Health
visitors decreased by 7% between 2020 and 2021. The
Antenatal Care Visits (2021) OOSC (aged 5-16 years) in Pakistan and Punjab by Gender
Education (%) (2019-20)
40 37
35
30 27 26
25 22
20
4,343,591 3,212,055
15
Economic Participation Women with Anaemia 10
5
689,793 (21.4%)
0
Pakistan Punjab
Source: DG Health Services Punjab ANC-1 ANC-2 Source: PSLM Male Female
Justice
Special Iniatives
Legislation for women |
chunk_10_19 | ECONOMIC PARTICIPATION AND OPPORTUNITIES JUSTICE
Investment in women's economic empowerment leads (98.3%) men and a meagre 23,539 (1.7%) women Violence against women has been a priority issue for initiatives for making female approach to courts, police
to poverty alleviation, gender equality, and inclusive owned a vehicle in Punjab. While, 152,734 (92.7%) the Government of Punjab. Recurring incidences of and protection centres easier. The SBB Human Rights
economic growth. The unfolded potential of women is a driving licenses were issued to men, 12,143 (7.4%) were violence have raised questions about the situation of Centers provide aggrieved women with adequate
lost opportunity for overall development. Yet, issued to women. law and order, specifically for the safety of women in the redressals including temporary shelter, first aid, legal
empowerment is a complex process, from women's country. Despite efforts to deter violence against assistance and counselling. Between 2020 and 2021,
Introduction accession to full participation in civil, political, social, In Punjab, stark differences exist between the two women through legislation, public awareness and the number of women receiving assistance from the
and economic life to exercising corresponding rights. genders when it comes to financial inclusion, where increased access to justice, the number of reported Centers increased by 81%. Other avenues of redressal
men are more likely to be included financially. The cases has not dropped and the conviction rate remains have also been operating successfully. In 2021,
The Labour Force Survey 2020-21 posted sharp number of male-owned active, saving and loan alarmingly low. In 2021, out of the total reported cases installations of the PSCA Women Safety Mobile
differences in male and female LFPR of Punjab. In accounts with the BOP was 1,217,486 (74.2%) and of violence against women, only 5% resulted in a Application increased by 70% and its active users also
comparison to the LFS 2018-19, the male LFPR for female-owned accounts were only 421,812 (25.7%), in conviction. grew by 73%. A similar project by the Punjab
Punjab increased from 71.9% to 72.2% however, the 2021; 8.22% of the total loan amount was issued to Government is the Punjab Women's Helpline 1043
Demographics female LFPR decreased from 28.1% to 27.8% in 2020- women. Women remained disadvantaged in access to The total number of violence against women cases which receives complaints from women 24/7 and
21. The male LFPR in rural areas is 66.4% as opposed to credit and other financial services. ZTBL issued 248,137 increased by 9.6% in 2021 and rape was the most provides assistance in matters of domestic violence,
33.6% of female LFPR, which is higher than the (94.47%) to men, 11,156 (4.25%) to women and 3,358 commonly reported act of violence against women. harassment, property disputes, inheritance rights etc.
provincial average. This can be attributed to the greater (1.28%) to joint borrowers in 2021. Loans of Rs. Rape and gang rape cases in Punjab have risen by 14.7% in 2021, the complaints received by the Helpline
presence of female workers in agriculture and marginal 55,008.34 million (94.6%) were issued to men, Rs. and 22.8% respectively, in 2021. This increase is despite increased by 53% and the majority of them (46%) were
activities. 20.42% of men and 18.54% of women 2,769.79 million (4.8%) to women and Rs. 386.60 (0.7%) legislative measures in the past and more recently, the regarding violence.
contribute to the agriculture sector. However, 52% of to joint borrowers. The number of active borrowers enactment of the Zainab Alert, Response and Recovery
Governance the employed population in the non-agriculture sector with Pakistan Microfinance Network increased by 16 % Act in 2020 that streamlines the procedure to recover Female participation in justice is disappointingly low.
were men and women have a marginal share of 8.7%. in 2021, however, women's share declined. Of all abducted children and targets child molestation, rape Within the district judiciary, 91% of the judges are male
Wage disparities followed a persistent trend in 2020-21, borrowers, 4,412,560 (56.8%) were men and 3,348,932 and torture cases. and only 9% are female. In Punjab Police, 96% of all
vii viii
male employed population received an average of Rs. (43.1%) were women. officers are male and only 4% are female. Data from the
24,043 and females received an average of Rs. 20,047 in Other government initiatives such as the Punjab Punjab Prosecution Service shows a similar imbalance
2020-21. The average monthly wage of women is 16.6% Meanwhile, social security and safety net programmes Women's Helpline 1043, the Violence Against Women as amongst the lowest rank i.e. ADPPs, there are 75%
less than their male counterparts. fail to provide coverage to already distressed and Center and PSCA Women Safety Mobile Application male and 25% female prosecutors. It is also worrying
Health
economically challenged women in Punjab. In 2021, have made some impact gradually. that the percentage of women further drops as the rank
Women entrepreneurs do not have sufficient access to there were 46,669 (94%) male beneficiaries and 3,205 increases in these institutions. For instance, the Lahore
the resources needed to develop their full economic (6%) female beneficiaries of the Punjab Employees Undoubtedly, justice for women is unattainable without High Court has a 98% male judiciary and within
potential. In 2021, there were 613,301 (70.7%) male Social Security Institution. In the same year, PESSI easy and safe access to justice institutions. The prosecution, of all Additional Prosecutor Generals
participants and 253,934 (29.7%) female participants disbursed Rs. 344.59 million (86%) to men and Rs. 56.55 Government of Punjab has consistently undertaken (highest rank after Prosecutor General) 94% are men.
who completed the training under Digiskills, Tech million (14%) to women. There were 287,962 (50.4%)
Innovation, and Incubation programmes. Women male and 283,073 (49.6%) female beneficiaries of
Education
remained relatively disadvantaged in terms of Conditional Cash Transfers (CCTs) under Benazir Income
ownership and access to physical resources. There Support Programme (BISP). BISP disbursed
exists a significant disparity in land ownership in Punjab Unconditional Cash Transfers (UCTs) to 2,279,013
where 17.7 million (69%) were men and only 8.1 million (96.1%) married women and 91,614 (3.9%)
(3%) were women land owners. In 2021, 1,363,202 divorced/widowed women.
Economic Participation
Labour Force Par cipa on Rate by Gender (2020-21) Convic on Rate for Violence Against Women (2021)
90.0 84.6
80.0 95%
72.2
70.0 66.4 5794
60.0
Justice 50.0
40.0 33.6
30.0 27.8 5%
281
20.0 15.4
10.0
0.0
Overall Rural Urban ACQUITTAL CONVICTION
Special Iniatives
Source: Public Prosecu on Department
Source: Labour Force Survey, Pakistan Bureau of Sta s cs Male Female
Legislation for women |
chunk_10_20 | ECONOMIC PARTICIPATION AND OPPORTUNITIES JUSTICE
Investment in women's economic empowerment leads (98.3%) men and a meagre 23,539 (1.7%) women Violence against women has been a priority issue for initiatives for making female approach to courts, police
to poverty alleviation, gender equality, and inclusive owned a vehicle in Punjab. While, 152,734 (92.7%) the Government of Punjab. Recurring incidences of and protection centres easier. The SBB Human Rights
economic growth. The unfolded potential of women is a driving licenses were issued to men, 12,143 (7.4%) were violence have raised questions about the situation of Centers provide aggrieved women with adequate
lost opportunity for overall development. Yet, issued to women. law and order, specifically for the safety of women in the redressals including temporary shelter, first aid, legal
empowerment is a complex process, from women's country. Despite efforts to deter violence against assistance and counselling. Between 2020 and 2021,
Introduction accession to full participation in civil, political, social, In Punjab, stark differences exist between the two women through legislation, public awareness and the number of women receiving assistance from the
and economic life to exercising corresponding rights. genders when it comes to financial inclusion, where increased access to justice, the number of reported Centers increased by 81%. Other avenues of redressal
men are more likely to be included financially. The cases has not dropped and the conviction rate remains have also been operating successfully. In 2021,
The Labour Force Survey 2020-21 posted sharp number of male-owned active, saving and loan alarmingly low. In 2021, out of the total reported cases installations of the PSCA Women Safety Mobile
differences in male and female LFPR of Punjab. In accounts with the BOP was 1,217,486 (74.2%) and of violence against women, only 5% resulted in a Application increased by 70% and its active users also
comparison to the LFS 2018-19, the male LFPR for female-owned accounts were only 421,812 (25.7%), in conviction. grew by 73%. A similar project by the Punjab
Punjab increased from 71.9% to 72.2% however, the 2021; 8.22% of the total loan amount was issued to Government is the Punjab Women's Helpline 1043
Demographics female LFPR decreased from 28.1% to 27.8% in 2020- women. Women remained disadvantaged in access to The total number of violence against women cases which receives complaints from women 24/7 and
21. The male LFPR in rural areas is 66.4% as opposed to credit and other financial services. ZTBL issued 248,137 increased by 9.6% in 2021 and rape was the most provides assistance in matters of domestic violence,
33.6% of female LFPR, which is higher than the (94.47%) to men, 11,156 (4.25%) to women and 3,358 commonly reported act of violence against women. harassment, property disputes, inheritance rights etc.
provincial average. This can be attributed to the greater (1.28%) to joint borrowers in 2021. Loans of Rs. Rape and gang rape cases in Punjab have risen by 14.7% in 2021, the complaints received by the Helpline
presence of female workers in agriculture and marginal 55,008.34 million (94.6%) were issued to men, Rs. and 22.8% respectively, in 2021. This increase is despite increased by 53% and the majority of them (46%) were
activities. 20.42% of men and 18.54% of women 2,769.79 million (4.8%) to women and Rs. 386.60 (0.7%) legislative measures in the past and more recently, the regarding violence.
contribute to the agriculture sector. However, 52% of to joint borrowers. The number of active borrowers enactment of the Zainab Alert, Response and Recovery
Governance the employed population in the non-agriculture sector with Pakistan Microfinance Network increased by 16 % Act in 2020 that streamlines the procedure to recover Female participation in justice is disappointingly low.
were men and women have a marginal share of 8.7%. in 2021, however, women's share declined. Of all abducted children and targets child molestation, rape Within the district judiciary, 91% of the judges are male
Wage disparities followed a persistent trend in 2020-21, borrowers, 4,412,560 (56.8%) were men and 3,348,932 and torture cases. and only 9% are female. In Punjab Police, 96% of all
vii viii
male employed population received an average of Rs. (43.1%) were women. officers are male and only 4% are female. Data from the
24,043 and females received an average of Rs. 20,047 in Other government initiatives such as the Punjab Punjab Prosecution Service shows a similar imbalance
2020-21. The average monthly wage of women is 16.6% Meanwhile, social security and safety net programmes Women's Helpline 1043, the Violence Against Women as amongst the lowest rank i.e. ADPPs, there are 75%
less than their male counterparts. fail to provide coverage to already distressed and Center and PSCA Women Safety Mobile Application male and 25% female prosecutors. It is also worrying
Health
economically challenged women in Punjab. In 2021, have made some impact gradually. that the percentage of women further drops as the rank
Women entrepreneurs do not have sufficient access to there were 46,669 (94%) male beneficiaries and 3,205 increases in these institutions. For instance, the Lahore
the resources needed to develop their full economic (6%) female beneficiaries of the Punjab Employees Undoubtedly, justice for women is unattainable without High Court has a 98% male judiciary and within
potential. In 2021, there were 613,301 (70.7%) male Social Security Institution. In the same year, PESSI easy and safe access to justice institutions. The prosecution, of all Additional Prosecutor Generals
participants and 253,934 (29.7%) female participants disbursed Rs. 344.59 million (86%) to men and Rs. 56.55 Government of Punjab has consistently undertaken (highest rank after Prosecutor General) 94% are men.
who completed the training under Digiskills, Tech million (14%) to women. There were 287,962 (50.4%)
Innovation, and Incubation programmes. Women male and 283,073 (49.6%) female beneficiaries of
Education
remained relatively disadvantaged in terms of Conditional Cash Transfers (CCTs) under Benazir Income
ownership and access to physical resources. There Support Programme (BISP). BISP disbursed
exists a significant disparity in land ownership in Punjab Unconditional Cash Transfers (UCTs) to 2,279,013
where 17.7 million (69%) were men and only 8.1 million (96.1%) married women and 91,614 (3.9%)
(3%) were women land owners. In 2021, 1,363,202 divorced/widowed women.
Economic Participation
Labour Force Par cipa on Rate by Gender (2020-21) Convic on Rate for Violence Against Women (2021)
90.0 84.6
80.0 95%
72.2
70.0 66.4 5794
60.0
Justice 50.0
40.0 33.6
30.0 27.8 5%
281
20.0 15.4
10.0
0.0
Overall Rural Urban ACQUITTAL CONVICTION
Special Iniatives
Source: Public Prosecu on Department
Source: Labour Force Survey, Pakistan Bureau of Sta s cs Male Female
Legislation for women |
chunk_10_21 | 01
INTRODUCTION
1.1 Gender Equality and Development
Since the 1990s, the approach to global developed world to attain enhanced gender parity.
development has shifted from theoretical ideas to
incorporating participatory and inclusive policies, The subject of gender inequality within the developing
where gender is viewed as a definitive critical world has garnered substantial attention to appraise why
juncture of policy formulation. This shift implies certain countries still fall behind in their parity index.⁴
that women's role and contribution to the macro- While the availability of economic opportunities is one
economy are now considered pivotal, as females angle to discern the paradox, there is increasing focus on
constitute nearly more than half (49.6%) of the examining the problem from a socio-psychological
global population.² The traditional economic perspective. In that regard, two frameworks are
welfare theory of public choice assumed an noteworthy.⁵ First, the ‘’Capability Approach,’’ as
individual actor irrespective of their gender/social postulated by Amartya Sen, makes the normative
identity, thus limiting the holistic assessment of argument of accomplishing freedom for wellbeing by
gender disparity. In contrast, empirical modelling developing 'capabilities' of the individual. In line with the
focuses on determining impact of public policies by claim, the second ‘’Psychological Development’’ model
01 treating women as a separate economic entity.³ The distinguishes ‘the immense deepness of perceptions’ and
modification of economic approaches and policies the ideological insolence that pit social circumstances as
focusing on human development has allowed the unconducive for female emancipation.⁶ 02
Tangents of Power Authority
Within
enabling women
to voice their own
objec ves the collec ve will
to connect, strive
and unify women
With
Over
PPOOWWEERR
complete ‘control
over’ all limita ons
that may otherwise accessibility and
impede women’s control over
emancipa on economic resources
To
Source: Adapted from Sheikh, Meraj & Sadaqat, 2015
Figure 1.1
1 (Hunt, 2016)
2 (Popula on, Female (% Of Total Popula on), 2019)
3 (Belmonte, 2012)
4 (Ata Can Bertay, 2020)
5 (Meraj & Sadaqat, 2016)
6 Ibid |
chunk_10_22 | 01
INTRODUCTION
1.1 Gender Equality and Development
Since the 1990s, the approach to global developed world to attain enhanced gender parity.
development has shifted from theoretical ideas to
incorporating participatory and inclusive policies, The subject of gender inequality within the developing
where gender is viewed as a definitive critical world has garnered substantial attention to appraise why
juncture of policy formulation. This shift implies certain countries still fall behind in their parity index.⁴
that women's role and contribution to the macro- While the availability of economic opportunities is one
economy are now considered pivotal, as females angle to discern the paradox, there is increasing focus on
constitute nearly more than half (49.6%) of the examining the problem from a socio-psychological
global population.² The traditional economic perspective. In that regard, two frameworks are
welfare theory of public choice assumed an noteworthy.⁵ First, the ‘’Capability Approach,’’ as
individual actor irrespective of their gender/social postulated by Amartya Sen, makes the normative
identity, thus limiting the holistic assessment of argument of accomplishing freedom for wellbeing by
gender disparity. In contrast, empirical modelling developing 'capabilities' of the individual. In line with the
focuses on determining impact of public policies by claim, the second ‘’Psychological Development’’ model
01 treating women as a separate economic entity.³ The distinguishes ‘the immense deepness of perceptions’ and
modification of economic approaches and policies the ideological insolence that pit social circumstances as
focusing on human development has allowed the unconducive for female emancipation.⁶ 02
Tangents of Power Authority
Within
enabling women
to voice their own
objec ves the collec ve will
to connect, strive
and unify women
With
Over
PPOOWWEERR
complete ‘control
over’ all limita ons
that may otherwise accessibility and
impede women’s control over
emancipa on economic resources
To
Source: Adapted from Sheikh, Meraj & Sadaqat, 2015
Figure 1.1
1 (Hunt, 2016)
2 (Popula on, Female (% Of Total Popula on), 2019)
3 (Belmonte, 2012)
4 (Ata Can Bertay, 2020)
5 (Meraj & Sadaqat, 2016)
6 Ibid |
chunk_10_23 | PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION
The notion of empowerment is conceptualised as Discrimination against Women (CEDAW), Beijing Platform forums such as the United Nations have incorporated gender mainstreaming as part of their policy mandate
having a noticeable overlap with the power for Action (PfA), ILO conventions, UN Convention on the under the 'United Nations Entity for Gender Equality and Empowerment of Women' (UNWOMEN). The UN aims
dynamics prevailing within a society. South Asian Rights of the Child (UNCRC) and Sustainable Development to promote gender equality in policy, legislation, and research, ensuring that women, in particular, can benefit
scholarly literature has emphasised the ubiquitous Goals (SDGs), in particular, Goal 5, is in continuation to this from development efforts on ground. Most academic explanations of gender mainstreaming thereby originate
ways the association of power interplays with the recognition. from the definition by the UN Economic and Social Council: "mainstreaming a gender perspective is the process of
workings of daily life, such as in the household, assessing the implications for women and men of any planned action, including legislation, policies or
markets and workspaces.⁷ Empowerment is, However, Pakistan is far from achieving Goal 5 (Gender programmes, in all areas and at all levels".
therefore, considered as the process of acquiring Equality) of the SDGs, with the Global Gender Gap Index of
‘power’ in the individual and collective sphere. In 2022 rating Pakistan as the second worst country for a
the first place, it designates in the individual or in a woman in terms of different equality metrics. With a score
1.2.1 Importance of Gender Mainstreaming
community the capacity to act autonomously, but at of 0.331 (145 rank), the country is placed last on the list
the same time the necessary means and the process for equal economic participation and opportunities. Gender mainstreaming plays a crucial role in determining the impact of public policies, particularly, when seen
to achieve this capacity to act, to make decisions in Critical areas such as ‘Health and Survival' have also not through a service delivery lens. Research highlights two viable distinctive characteristics of gender mainstreaming
their personal and social lives. The tangents of produced the desired result for Pakistan, as reflected in the that accentuate the importance of the framework. Firstly, mainstreaming has the feature of ‘institutionalising’
power authority that restrict the path for women high maternal mortality rate of 186 deaths per 100,000 gender concerns relating to the achievement of equality in different societal spheres such as in administration,
towards attaining an empowered status are births. In light of the above and a concerningly low finance, economics and trickling down to the individual household. For effective institutionalisation, gender
provided in Figure 1.1.⁸ political empowerment index, it is anticipated that, at its mainstreaming tries to challenge the cultural ideologies responsible for women's alienation. The second
current rate, Pakistan can take as many as 130 years to distinction is that the framework is hinged upon the fundamental of achieving gender empowerment through
In recent years, the lives of girls and women have achieve complete gender parity. active involvement in the decision-making process. The importance of the aforementioned draws curtain on the
changed dramatically. Women have made four associations of power mentioned in Figure 1.1, to claim that self-autonomy can be gained when women
unprecedented progress in the legal arena, Women in Pakistan are deprived of channels that could themselves are part of decision-making strategies.
education and health, and access to jobs and manifest their financial independence. For women
livelihood.⁹ More countries today than ever before belonging to the lower strata of society, lack of education Developing countries often fall short of reframing the policy mandate to advance greater gender inclusion. The
give women and men the same rights under the law aggravates their grievances for availing any chances of absence of inclusionary policies excludes women from different social institutions and prevents employing means
in areas such as property, inheritance and marriage. upward social mobility. Their only prospect is an towards empowerment. To ascribe importance to gender mainstreaming in the political framework is to
The majority of the countries explicitly guarantee indulgence in the informal economy with no regulation on emphasise the formulation of policies and legislation that proactively respond to women's unequal status in
the principles of equality for all citizens and non- working conditions or income. society.
03 discrimination between men and women in their 04
constitutions. In conjunction with the empirical evidence, extending
opportunities to women and enhancing their capabilities
Dimensions of Gender Mainstreaming
However, this progress has not been achieved significantly affect the macroeconomy. Greater female
without difficulties. It has also not come evenly to all involvement in both the formal and informal sectors can
countries, all women, or across all dimensions of bring forth economic outcomes that have a multiplier
gender equality. Women around the globe perform effect, to benefit the economy's overall productivity. GENDER MAINSTREMING STRATEGY DIMENSIONS
two-thirds of the work for only 10 percent of the Equal Representa on of women
Poli cal commitment
and men
income and 1 percent of the assets and account for For this to be realised, it is necessary to recognise, identify,
Gendered Perspec ve in the content
seventy percent of the world's poor. The and deal with the barriers and impediments standing in the Legal Framework of policies
standardised mortality rate of the female way of fulfilling the needs of girls and women. One obvious
population compared to the male population is way to institutionalise a gender-equal world is to
higher in low- and middle-income countries than in incorporate tenets of gender mainstreaming in the public
high-income countries, particularly during the policy framework. CONDITIONS METHODS AND TOOLS RESULTS
crucial years of infancy and early childhood and
during reproductive years.
1.2 Gender Mainstreaming • Implementa on Plan • Analysis • Be er Policymaking
• Structures • Budge ng • Be err-Func oning
The Government of Pakistan recognises the
• Resources • Evalua on Ins tu ons
importance of gender equality and aims to Among the numerous technical concepts frequently • Accountability • Indicators • More Effec ve
eliminate all forms of discrimination against women employed in gender and development literature is the idea Mechanisms • Sta s cs Processes
as well as increase women’s and girls' participation of gender mainstreaming. For such a conception to have • Knowledge • Ins tu onal
in all aspects of society, including the political, gained popularity in a short time makes even more sense Genera on Transforma on
• Gender Exper se
social, and economic spheres. Its commitment to when the terminology is actively corroborated with
• Stakeholders’
The Convention on the Elimination of All Forms of 'modern' approaches towards equality. International Involvement
7 (Ali Sheikh, Meraj, & Sadaqat, 2015)
8 Ibid Source: European Ins tute for Gender Equality (EIGE)
9 (Profeta, 2020)
10 Ibid
11 (Or z-Ospina & Roser, 2018)
Figure 1.2
12 (Gender Equality and Development, 2012)
13 (Na onal Gender Policy Framework, 2022)
14 (Global Gender Gap Report, 2022) 18 (UN Economic and Social Council, 2022)
15 Ibid 19 (Hoard, 2015)
16 (Global Gender Gap Report, 2022) 20 (What is gender mainstreaming?)
17 (What is gender mainstreaming?) 21 Ibid |
chunk_10_24 | PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION
The notion of empowerment is conceptualised as Discrimination against Women (CEDAW), Beijing Platform forums such as the United Nations have incorporated gender mainstreaming as part of their policy mandate
having a noticeable overlap with the power for Action (PfA), ILO conventions, UN Convention on the under the 'United Nations Entity for Gender Equality and Empowerment of Women' (UNWOMEN). The UN aims
dynamics prevailing within a society. South Asian Rights of the Child (UNCRC) and Sustainable Development to promote gender equality in policy, legislation, and research, ensuring that women, in particular, can benefit
scholarly literature has emphasised the ubiquitous Goals (SDGs), in particular, Goal 5, is in continuation to this from development efforts on ground. Most academic explanations of gender mainstreaming thereby originate
ways the association of power interplays with the recognition. from the definition by the UN Economic and Social Council: "mainstreaming a gender perspective is the process of
workings of daily life, such as in the household, assessing the implications for women and men of any planned action, including legislation, policies or
markets and workspaces.⁷ Empowerment is, However, Pakistan is far from achieving Goal 5 (Gender programmes, in all areas and at all levels".
therefore, considered as the process of acquiring Equality) of the SDGs, with the Global Gender Gap Index of
‘power’ in the individual and collective sphere. In 2022 rating Pakistan as the second worst country for a
the first place, it designates in the individual or in a woman in terms of different equality metrics. With a score
1.2.1 Importance of Gender Mainstreaming
community the capacity to act autonomously, but at of 0.331 (145 rank), the country is placed last on the list
the same time the necessary means and the process for equal economic participation and opportunities. Gender mainstreaming plays a crucial role in determining the impact of public policies, particularly, when seen
to achieve this capacity to act, to make decisions in Critical areas such as ‘Health and Survival' have also not through a service delivery lens. Research highlights two viable distinctive characteristics of gender mainstreaming
their personal and social lives. The tangents of produced the desired result for Pakistan, as reflected in the that accentuate the importance of the framework. Firstly, mainstreaming has the feature of ‘institutionalising’
power authority that restrict the path for women high maternal mortality rate of 186 deaths per 100,000 gender concerns relating to the achievement of equality in different societal spheres such as in administration,
towards attaining an empowered status are births. In light of the above and a concerningly low finance, economics and trickling down to the individual household. For effective institutionalisation, gender
provided in Figure 1.1.⁸ political empowerment index, it is anticipated that, at its mainstreaming tries to challenge the cultural ideologies responsible for women's alienation. The second
current rate, Pakistan can take as many as 130 years to distinction is that the framework is hinged upon the fundamental of achieving gender empowerment through
In recent years, the lives of girls and women have achieve complete gender parity. active involvement in the decision-making process. The importance of the aforementioned draws curtain on the
changed dramatically. Women have made four associations of power mentioned in Figure 1.1, to claim that self-autonomy can be gained when women
unprecedented progress in the legal arena, Women in Pakistan are deprived of channels that could themselves are part of decision-making strategies.
education and health, and access to jobs and manifest their financial independence. For women
livelihood.⁹ More countries today than ever before belonging to the lower strata of society, lack of education Developing countries often fall short of reframing the policy mandate to advance greater gender inclusion. The
give women and men the same rights under the law aggravates their grievances for availing any chances of absence of inclusionary policies excludes women from different social institutions and prevents employing means
in areas such as property, inheritance and marriage. upward social mobility. Their only prospect is an towards empowerment. To ascribe importance to gender mainstreaming in the political framework is to
The majority of the countries explicitly guarantee indulgence in the informal economy with no regulation on emphasise the formulation of policies and legislation that proactively respond to women's unequal status in
the principles of equality for all citizens and non- working conditions or income. society.
03 discrimination between men and women in their 04
constitutions. In conjunction with the empirical evidence, extending
opportunities to women and enhancing their capabilities
Dimensions of Gender Mainstreaming
However, this progress has not been achieved significantly affect the macroeconomy. Greater female
without difficulties. It has also not come evenly to all involvement in both the formal and informal sectors can
countries, all women, or across all dimensions of bring forth economic outcomes that have a multiplier
gender equality. Women around the globe perform effect, to benefit the economy's overall productivity. GENDER MAINSTREMING STRATEGY DIMENSIONS
two-thirds of the work for only 10 percent of the Equal Representa on of women
Poli cal commitment
and men
income and 1 percent of the assets and account for For this to be realised, it is necessary to recognise, identify,
Gendered Perspec ve in the content
seventy percent of the world's poor. The and deal with the barriers and impediments standing in the Legal Framework of policies
standardised mortality rate of the female way of fulfilling the needs of girls and women. One obvious
population compared to the male population is way to institutionalise a gender-equal world is to
higher in low- and middle-income countries than in incorporate tenets of gender mainstreaming in the public
high-income countries, particularly during the policy framework. CONDITIONS METHODS AND TOOLS RESULTS
crucial years of infancy and early childhood and
during reproductive years.
1.2 Gender Mainstreaming • Implementa on Plan • Analysis • Be er Policymaking
• Structures • Budge ng • Be err-Func oning
The Government of Pakistan recognises the
• Resources • Evalua on Ins tu ons
importance of gender equality and aims to Among the numerous technical concepts frequently • Accountability • Indicators • More Effec ve
eliminate all forms of discrimination against women employed in gender and development literature is the idea Mechanisms • Sta s cs Processes
as well as increase women’s and girls' participation of gender mainstreaming. For such a conception to have • Knowledge • Ins tu onal
in all aspects of society, including the political, gained popularity in a short time makes even more sense Genera on Transforma on
• Gender Exper se
social, and economic spheres. Its commitment to when the terminology is actively corroborated with
• Stakeholders’
The Convention on the Elimination of All Forms of 'modern' approaches towards equality. International Involvement
7 (Ali Sheikh, Meraj, & Sadaqat, 2015)
8 Ibid Source: European Ins tute for Gender Equality (EIGE)
9 (Profeta, 2020)
10 Ibid
11 (Or z-Ospina & Roser, 2018)
Figure 1.2
12 (Gender Equality and Development, 2012)
13 (Na onal Gender Policy Framework, 2022)
14 (Global Gender Gap Report, 2022) 18 (UN Economic and Social Council, 2022)
15 Ibid 19 (Hoard, 2015)
16 (Global Gender Gap Report, 2022) 20 (What is gender mainstreaming?)
17 (What is gender mainstreaming?) 21 Ibid |
chunk_10_25 | PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION
Introduction 1.2.2 Gender Mainstreaming in Pakistan formulation process, especially in the developing world. These insufficiencies lead to the adoption of traditional
methods of impact evaluations, where females are not wholly considered distinct economic actors. The social
differences are under-represented or completely disregarded, which hampers the policies' on-ground efficacy.
Article 25 of the Constitution of the Islamic Republic of Pakistan - "All citizens are equal before law and are
This also triggers a cycle of non-appearance of female-exclusive data on 'health services,' 'insurance,' 'division of
entitled to equal protection of law and there shall be no discrimination on the basis of sex alone," - and Article 27 -
labour' and 'information technology,' thereby impeding the formulation and efficacy of relevant development
"No citizen otherwise qualified for employment in the services of Pakistan shall be discriminated against on the
schemes in producing a positive gendered outcome.
basis of race, religion, cast or sex" - are maintained as constitutional grounds for gender equality but still fall short
due to their inadequate implementation. As a result, females in contemporary Pakistan are still deprived of
Policy practitioners have gradually recognised the importance of gender-disaggregated data, particularly when
realising their capabilities, as Sen would argue, along with facing persistent institutional hindrances. Even though
examining the social landscape for any relevant intervention. Data stipulates how a strategy will divergently
the development modus operandi of the country has evolved through the implementation of governance
generate gendered impact, offering intuition into adjudging whether the end results are in tandem with the
reforms, or at least the execution of democratic and liberal ideas, in practice gender mainstreaming remains a far-
actual lived realities of men and women. Evidence-based strategies and resolutions can be recommended if the
fetched phenomenon.
data collected can provide a holistic picture of any gender-based outcome. Aside from the fact that social
circumstances create variable living conditions, opportunities, and inequitable access to economic resources, it
Since the 1980s, various governance reforms have brought the anticipated increase in the representation of
becomes even more fundamental that gender disaggregated data can cement pathways towards overcoming the
women, yet the socio-economic requisites have still not been met. While public policies in Pakistan may quantify
incongruities in policy making, subsequently advancing women's empowerment.
the proportion of women's representation in larger numbers, these are still not enough to tackle the social
entrenched anti-women social structure because the policies and legislation are far from comprehending the
lived realities of females. 1.3 Punjab Gender Parity Report 2021: A Snapshot of Challenges and
The eradication of ‘institutionalised gender disparities’ merits documentation of a framework that covers all Progress Towards Gender Equality
social metrics. The institutional contextualisation of a society is triggered due to cultural factors such as
customary traditions/beliefs, political factors such as lack of an unionised platform/political instability, lack of
The Punjab Gender Parity Report (PGPR) 2021 is a compilation of data-driven propositions that identify the need
gender-sensitive policies at the workplace and limited accessibility to digital streams in a largely tech-driven
for improved gender equality within the province. This report, the fifth in the series, and like its predecessors, is an
world. The idea of gender mainstreaming can be made to harvest the desired outcome by working on these
effort to present and highlight the parity status of men and women in Punjab. It depicts Pakistan's rankings on
inconsistencies.
relevant international indices which highlight gender gaps, and assesses gender parity across six thematic areas;
Demographics, Governance, Health, Education, Economic Participation & Opportunities and Justice.
1.2.3 Dimensions of Gender Mainstreaming
05 06
1. Gender Representation relates to the notion of visibility and reinforcement of gender identity. Visibility is
realised when women are represented across and involved in all opportunities that are available to men. In
Pakistan, gender representation is critically evaluated in light of the extent to which ‘traditional and essentialist
constructions of gender’ continue to pervade societal institutions. Women who belong to a particular segment
or whose intersectional identity pits them at a disadvantage are often barred from utilising opportunities that are
otherwise present for men. DEMOGRAPHICS EDUCATION
For example, the economic and social vulnerabilities of minority women in South Punjab owing to adverse
outcomes in the region for women's safety, access to health and education ultimately result in their exclusion 01 04
from social protection programs. This deters prospects for significant involvement in the formal economy.
6
2. Gender Responsive Strategies have been described as underpinning the acknowledgement that women
ECONOMIC
occupy a different social location than men and the locus of public policies should endorse individual realities and GOVERNANCE 02 THEMATIC AREAS 05 PARTICIPATION &
OF OPPORTUNITIES
execute decisions that accurately reflect women's lived experiences across different identities. The need for
PGPR 2021
gender-responsive strategies was better understood during the COVID-19 pandemic. Researchers found that
the population segments most affected by the downturns of the economy were women in low-paying jobs, or
03 06
those working in the education and health sector, where they tend to be over-represented.
1.2.4 The Importance of Gender-Disaggregated Data
HEALTH JUSTICE
Gender-Disaggregated Data is defined as any form of statistical evidence that can further be analysed separately
for men and women. The absence of gender-disaggregated data can persistently pose challenges in the policy
22 (Women Rights, n.d.)
23 (Zafar, 2013)
24 (K., 2021)
25 (Skelton, 2013)
26 (Shoukat, 2022)
27 Ibid
28 (Viswanath, 2021) 30 (Mazurana, 2012)
29 Ibid 31 (Singh, 2010)
30 (Mazurana, 2012) 32 Ibid |
chunk_10_26 | PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION
Introduction 1.2.2 Gender Mainstreaming in Pakistan formulation process, especially in the developing world. These insufficiencies lead to the adoption of traditional
methods of impact evaluations, where females are not wholly considered distinct economic actors. The social
differences are under-represented or completely disregarded, which hampers the policies' on-ground efficacy.
Article 25 of the Constitution of the Islamic Republic of Pakistan - "All citizens are equal before law and are
This also triggers a cycle of non-appearance of female-exclusive data on 'health services,' 'insurance,' 'division of
entitled to equal protection of law and there shall be no discrimination on the basis of sex alone," - and Article 27 -
labour' and 'information technology,' thereby impeding the formulation and efficacy of relevant development
"No citizen otherwise qualified for employment in the services of Pakistan shall be discriminated against on the
schemes in producing a positive gendered outcome.
basis of race, religion, cast or sex" - are maintained as constitutional grounds for gender equality but still fall short
due to their inadequate implementation. As a result, females in contemporary Pakistan are still deprived of
Policy practitioners have gradually recognised the importance of gender-disaggregated data, particularly when
realising their capabilities, as Sen would argue, along with facing persistent institutional hindrances. Even though
examining the social landscape for any relevant intervention. Data stipulates how a strategy will divergently
the development modus operandi of the country has evolved through the implementation of governance
generate gendered impact, offering intuition into adjudging whether the end results are in tandem with the
reforms, or at least the execution of democratic and liberal ideas, in practice gender mainstreaming remains a far-
actual lived realities of men and women. Evidence-based strategies and resolutions can be recommended if the
fetched phenomenon.
data collected can provide a holistic picture of any gender-based outcome. Aside from the fact that social
circumstances create variable living conditions, opportunities, and inequitable access to economic resources, it
Since the 1980s, various governance reforms have brought the anticipated increase in the representation of
becomes even more fundamental that gender disaggregated data can cement pathways towards overcoming the
women, yet the socio-economic requisites have still not been met. While public policies in Pakistan may quantify
incongruities in policy making, subsequently advancing women's empowerment.
the proportion of women's representation in larger numbers, these are still not enough to tackle the social
entrenched anti-women social structure because the policies and legislation are far from comprehending the
lived realities of females. 1.3 Punjab Gender Parity Report 2021: A Snapshot of Challenges and
The eradication of ‘institutionalised gender disparities’ merits documentation of a framework that covers all Progress Towards Gender Equality
social metrics. The institutional contextualisation of a society is triggered due to cultural factors such as
customary traditions/beliefs, political factors such as lack of an unionised platform/political instability, lack of
The Punjab Gender Parity Report (PGPR) 2021 is a compilation of data-driven propositions that identify the need
gender-sensitive policies at the workplace and limited accessibility to digital streams in a largely tech-driven
for improved gender equality within the province. This report, the fifth in the series, and like its predecessors, is an
world. The idea of gender mainstreaming can be made to harvest the desired outcome by working on these
effort to present and highlight the parity status of men and women in Punjab. It depicts Pakistan's rankings on
inconsistencies.
relevant international indices which highlight gender gaps, and assesses gender parity across six thematic areas;
Demographics, Governance, Health, Education, Economic Participation & Opportunities and Justice.
1.2.3 Dimensions of Gender Mainstreaming
05 06
1. Gender Representation relates to the notion of visibility and reinforcement of gender identity. Visibility is
realised when women are represented across and involved in all opportunities that are available to men. In
Pakistan, gender representation is critically evaluated in light of the extent to which ‘traditional and essentialist
constructions of gender’ continue to pervade societal institutions. Women who belong to a particular segment
or whose intersectional identity pits them at a disadvantage are often barred from utilising opportunities that are
otherwise present for men. DEMOGRAPHICS EDUCATION
For example, the economic and social vulnerabilities of minority women in South Punjab owing to adverse
outcomes in the region for women's safety, access to health and education ultimately result in their exclusion 01 04
from social protection programs. This deters prospects for significant involvement in the formal economy.
6
2. Gender Responsive Strategies have been described as underpinning the acknowledgement that women
ECONOMIC
occupy a different social location than men and the locus of public policies should endorse individual realities and GOVERNANCE 02 THEMATIC AREAS 05 PARTICIPATION &
OF OPPORTUNITIES
execute decisions that accurately reflect women's lived experiences across different identities. The need for
PGPR 2021
gender-responsive strategies was better understood during the COVID-19 pandemic. Researchers found that
the population segments most affected by the downturns of the economy were women in low-paying jobs, or
03 06
those working in the education and health sector, where they tend to be over-represented.
1.2.4 The Importance of Gender-Disaggregated Data
HEALTH JUSTICE
Gender-Disaggregated Data is defined as any form of statistical evidence that can further be analysed separately
for men and women. The absence of gender-disaggregated data can persistently pose challenges in the policy
22 (Women Rights, n.d.)
23 (Zafar, 2013)
24 (K., 2021)
25 (Skelton, 2013)
26 (Shoukat, 2022)
27 Ibid
28 (Viswanath, 2021) 30 (Mazurana, 2012)
29 Ibid 31 (Singh, 2010)
30 (Mazurana, 2012) 32 Ibid |
chunk_10_27 | PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION PUNJAB GENDER PARITY REPORT 2021 / INTRODUCTION
PGPR 2021 has come to fruition despite several challenges in obtaining gender-disaggregated
data on key indicators. The report will serve as a call to action for the Government of Punjab
to accelerate policy-making for gender-sensitive progress, for businesses to prioritise gender
Introduction equality as a critical economic and moral imperative and for all stakeholders to become
deeply conscious of the choices they make and their impact on gender equality.
1.3.1 Methodology
The analysis presented in PGPR 2021 is based on a methodology integrating the latest
Demographics statistics from national and international surveys and publications. This year's report aims to
keep the focus on consistent measurement of gender gaps while providing new data to point
to emerging and concerning trends so they can be addressed proactively. It continues to build
on the established methodology, offering a consistent metric to assess progress over the year.
The data has been presented in the form of figures, graphs and charts, providing comparisons
of key women-related indicators. Data is also represented spatially (where available), with
the aim of identifying district-level disparities and progress in closing gender gaps.
Governance
The indicator framework consists of roughly 275 indicators collated under the Gender
Management Information System (GMIS) and highlights the parity status of men and women,
across six thematic areas. The indicator framework was developed in part to address the
need for a consistent and comprehensive measure for gender equality that can track progress
over time. It does not seek to set priorities for government departments but, rather, to
provide a comprehensive dataset with a clear method for tracking gaps on critical indicators
Health
so that departments/institutions may set priorities accordingly within their own
organisational structures. 02
07
Education Development of the Conceptual Framework
Iden fica on of 6 Thema c Areas
Literature Review/Desk Research
Finaliza on of the Indicator Framework
Finaliza on of 300+ Sub/Indicators
Economic Participation
Data Collec on
Primary Data Collec on from Public Offices
Data
Secondary Data Sources
Data Analysis
Nature of Analysis: Quan ta ve and Descrip ve
Analy cal Categories: Gender, Year & District
Colla on and Compila on of the Findings
Justice
Recommenda ons
Policy
Procedural
Special Iniatives
Legislation for women |
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