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GENDER DEI TOOLKIT: BEST PRACTICES TO ENHANCE GENDER EQUALITY IN PAKISTAN By Dr. Sadia Nadeem and the DEI Toolkit Team FAST School of Management, NUCES, Pakistan
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GENDER DEI TOOLKIT: BEST PRACTICES TO ENHANCE GENDER EQUALITY IN PAKISTAN
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GENDER DEI TOOLKIT © 2022 Management Advancement Research Centre FAST School of Management National University of Computer and Emerging Sciences A.K. Brohi Road, H-11/4 Islamabad Pakistan by Sadia Nadeem Ayesha Siddiqa Javeria Jamil Neeha Khan Razeen Fawad Ayesha Bano Please cite the toolkit as: Nadeem, S., Siddiqa, A., Jamil, J., Khan, N., Fawad, R., & Bano. A. (2022). Gender DEI Toolkit: Best practices to enhance gender equality in Pakistan. Islamabad: Management Advancement Research Centre, FAST-NUCES.
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GENDER DEI TOOLKIT Table of Contents EXECUTIVE SUMMARY GENDER DEI TOOLS: SUMMARY OF FINDINGS SECTION 1: INTRODUCTION Meet the team 2 Background 3 Purpose of the toolkit 4 Women's representation in the workforce in Pakistan 5 Quaid-e-Azam's vision for the women of Pakistan 6 Women in Islamic history 7 Acknowledgements 8 SECTION 2: BEST PRACTICES UNDER GDEIB CATEGORIES GDEIB: Standards for organizations around the world 10 Category 1: Vision, Strategy and Business Impact 12 Category 2: Leadership and Accountability 16 Category 3: DEI Structure and Implementation 19 Category 4: Recruitment 23 Category 5: Advancement and Retention 27 Category 6: Job Design, Classification and Compensation 30 Category 7: Work-Life Integration, Flexibility and Benefits 31 Category 8: Assessment, Measurement and Research 39 Category 9: DEI Communications 42 Category 10: DEI Learning and Development 47 Category 11: Connecting DEI and Sustainability 51 Category 12: Community, Government Relations and Philanthropy 54 Category 13: Services and Products, Marketing and Responsible Sourcing 58 SECTION 3: CONCLUSION Other diversities 62 The way forward 65 METHODOLOGY 66 i
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GENDER DEI TOOLKIT List of Tables 14 Table 1: Examples of pillars of the DEI strategy 26 Table 2: Examples of returnship programs 28 Table 3: Examples of women's leadership development programs 32 Table 4: Examples of benefits and flexibility offered by organizations 33 Table 5: Examples of maternity leave duration in organizations 34 Table 6: Examples of flexible working hours policies devised by organizations 35 Table 7: Examples of paternity leave policy of organizations 36 Table 8: Examples of sabbatical leave policies of organizations 40 Table 9: Examples of additional DEI analytics used by organizations 43 Table 10: Examples of internal web spaces used by organizations to promote DEI 49 Table 11: Examples of additional DEI training and learning initiatives 55 Table 12: Examples of organizations providing support for women-led businesses 56 Table 13: Examples of community-based capacity development programs for women List of Figures Figure 1: Tools for Vision, Strategy and Business Impact 12 Figure 2: Tools for Leadership and Accountability 16 Figure 3: Tools for DEI Structure and Implementation 19 Figure 4: Tools for Recruitment 23 Figure 5: Tools for Advancement and Retention 27 Figure 6: Tools for Job Design, Classification and Compensation 30 Figure 7: Tools for Work-Life Integration, Benefits and Flexibility 31 Figure 8: Tools for Assessment, Measurement and Research 39 Figure 9: Examples of common measures for gender DEI analytics 39 Figure 10 : Tools for DEI Communications 42 Figure 11 : Tools for DEI Learning and Development 47 Figure 12 : Tools for Connecting DEI and Sustainability 51 Figure 13: Tools for Community, Government Relations and Philanthropy 54 Figure 14: Tools for Services and Products, Marketing and Responsible Sourcing 58 Figure 15: Other dimensions of diversity 62 ii
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GENDER DEI TOOLKIT List of Acronyms CONTENTS BoD Board of Directors CEO Chief Executive Officer CHRO Chief Human Resources Officer CIP CARE International in Pakistan COO Chief Operating Officer CSR Corporate Social Responsibility CV Curriculum Vitae D&I Diversity and Inclusion DEI Diversity, Equity and Inclusion DIB Diversity, Inclusion and Belonging EDC Equality and Diversity Committee EDI Equity, Diversity and Inclusion EES Employee Engagement Survey EPCL Engro Polymers and Chemicals Limited GCWUF Government College Women University Faislabad GDEIB Global Diversity Equity and Inclusion Benchmarks GDG Google Developer Groups GM General Manager GSMA Global System for Mobile Communications Association HH Hashoo Hunar HOD Head of Department HR Human Resource IBA Institute of Business Administration ICT Information and Communication Technology IVR Interactive Voice Response KPI’s Key Performance Indicators MARC Management Advancement and Research Centre MCC Male Champions of Change MDG Millennium Development Goals MMBL Mobilink Microfinance Bank Limited MOU Memorandum of Understanding NGO Non-Governmental Organization NIC National Incubation Center NLP National Literacy Program NOWPDP Network of Organizations Working with Persons with Disabilities Pakistan OMT Open Mind Trainee PCOS Polycystic Ovarian Syndrome iii
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GENDER DEI TOOLKIT List of Acronyms (continued) CONTENTS PPAF Pakistan Poverty Alleviation Fund PTCL Pakistan Telecommunication Company Ltd. PWDs People with Disabilities RS Reverse Osmosis SDG Sustainable Development Goal SM Senior Manager SME Small to Medium Enterprises STEM Science, technology, engineering, and mathematics TCO Trainee Credit Officer ToT Transfer of Training UAF University of Agriculture Faislabad UFLP Unilever Future Leaders Programme ULIP Unilever Leadership Internship Programme UN United Nations USPWC US Pakistan Women Council USPWC US-Pakistan Women's Council WE Women Engineers WHO World Health Organization WIN Women Inspirational Network iv
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GENDER DEI TOOLKIT Executive Summary This Gender DEI Toolkit is developed on the basis of best practice examples collected from Pakistani organizations. Its purpose is to serve as an indigenous resource to facilitate organizations in increasing the adoption of gender DEI practices. The toolkit presents examples from various Pakistani organizations under the 13 categories adopted from the international GDEIB 2021 standards. While examples of DEI practices that exist in organizations across the world are available in international books and toolkits, examples from the Pakistani context are likely to be more relevant for organizations operating in Pakistan, thereby encouraging the wider adoption of such practices. The Gender DEI Toolkit comprises of three main sections. Section 1 is the introductory section which provides a brief context of the toolkit. It highlights the urgent need to increase women’s participation in the labor force in Pakistan; such participation is supported by the vision of the founding father, Quaid-e-Azam, and by Islam. Section 1 also explains the key objectives of the toolkit, which include enhancing understanding of DEI through explaining various dimensions of DEI practices, sharing practical examples of DEI initiatives from Pakistani organizations under these dimensions, and hence contributing to nation-building through supporting and empowering females in the workplace. Section 2 is the main section of the toolkit, and provides practical examples of gender DEI best practices currently adopted by Pakistani organizations. This section briefly explains the 15 categories of the international GDEIB 2021 standards, and then divides the examples from Pakistani organizations into 47 tools under 13 categories of GDEIB 2021. Several of the tools have sub-categories under them; thus the toolkit presents over 80 practical tools, with examples from 19 organizations who have generously shared examples of their best practices. These organizations (in alphabetical order) are as follows: Abacus, Bank Alfalah, British Council, Engro Polymers and Chemicals Limited, Feroze1888, FINCA Microfinance Bank Limited, Hashoo Group, HRSG, Interloop, Jazz, JS Bank, Mobilink Microfinance Bank Limited, PPAF, PTCL Group, S&P Global, Telenor, Teradata, TPL Corporation and Unilever. Finally, Section 3 concludes the toolkit. It mentions a few examples of organizational practices catering to diversities other than gender, and recommends the need to enhance efforts in this area as well. This toolkit is a first step undertaken by the Management Advancement Research Centre (MARC) to facilitate the wider adoption of gender DEI practices in Pakistani organizations. As a way forward, there is an urgent need to share best practices, engage in dialogue, and discuss commonly faced challenges in the implementation of gender DEI practices with the aim to facilitate nation-building through supporting females in the workplace. There is also a need to develop additional toolkits or practical guides to facilitate implementation of practices to enhance various forms of diversities in organizations in Pakistan. v
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GENDER DEI TOOLKIT GENDER DEI TOOLS: SUMMARY OF FINDINGS Common tools used by organizations in Pakistan THE FOUNDATION GROUP: DRIVE THE STRATEGY Category 1: Category 3: Vision, Strategy and Business Impact DEI Structure and Implementation A DEI vision and mission statement A suitable DEI structure A DEI strategy Management sub-committee on DEI Organizational values that promote DEI Diversity champions A DEI motto Diversity council Diversity unit DEI working group Category 2: Cross-functional DEI teams Leadership and Accountability Gender committee Leadership’s commitment to DEI Department of DEI Executives’ involvement in DEI Budget and resource allocation to DEI Role modelling by male leaders THE INTERNAL GROUP: ATTRACT AND RETAIN PEOPLE Category 4: Category 6: Recruitment Job design, Classification and Compensation Gender neutral job advertisements Gender pay parity Gender balanced interview panels Flexible job design Equitable recruitment process .. Targets for female applicants per job posting , Targets for short-listing females Bias free short-listing Category 7: Aggressively headhunting for females Work-life Integration, Flexibility and Benefits Pre-employment training for females Maternity leave Targeted recruitment drives for females Flexible working hours Monitoring gender ratios at all stages of recruitment Transport facility/allowance for women Returnship programs Paternity leave . Daycare or daycare/nanny allowance Sabbatical leave Category 5: Additional DEI benefits Advancement and Retention Iddat leave Equitable promotion process Secure on-site residences or guest houses Equitable succession planning Enclosure for niqab wearing women during lunch Equitable talent reviews Scooty loans for women Women’s leadership development programs Adoption leave Confidence building initiatives for women New mothers’ adjustment program DEI networks and clubs Priority parking for women Mentorship and sponsorship for women . Support to overcome psychological barriers . . . vi
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GENDER DEI TOOLKIT THE BRIDGING GROUP: ALIGN AND CONNECT Category 8: Category 10: Assessment, Measurement and Research DEI DEI Learning and Development Gender DEI Analytics Popular DEI trainings Organization’s overall gender ratio Gender sensitization training Department-wise gender ratio Unconscious bias training Region-wise gender ratio Sexual harassment training Gender ratio in promotions Additional DEI training and learning initiatives Attrition rate of females Female representation in trainings provided Additional DEI analytics Gender DEI Research DEI items in employee engagement surveys Category 11: Focus group discussions on DEI Connecting DEI and Sustainability Pulse surveys on DEI Connecting DEI and sustainability externally Coverage of DEI in exit interviews Trainings for female customers and clients DEI one of the themes in 360-degree appraisals External scholarship programs for women Benchmarking for DEI External DEI research Collaboration with DEI related NGOs Connecting DEI and sustainability internally Category 9: Domestic violence support for women DEI Communications Internal web-spaces to promote DEI DEI discussions in town hall meetings DEI coverage in employee newsletters Internal meeting sessions on DEI Internal IVRs and SMSs for DEI External DEI communication using social media External DEI digital campaigns THE EXTERNAL GROUP: LISTEN TO AND SERVE SOCIETY Category 12: Community, Government Relations and Philanthropy To download the Support for women-led businesses complete toolkit Community-based capacity development programs for women Trainings for budding female entrepreneurs Community-based leadership development programs for women Community-based mentorship programs for women Partnerships with other organizations External awareness campaigns Assistance to underprivileged women in the society Category 13: Services and Products, Marketing and Responsible Sourcing Gender awareness in services and product development Gender sensitivity in marketing and customer services Gender equity in sourcing Creativity, Excellence, Impact vii
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GENDER DEI TOOLKIT k n a l b y l l a n o i t n e t n i t f e l n e e b s a h e g a p s Meet the iteam h T Background Purpose of the toolkit Women's representaetion in the workforce in Pakistan Quaid e azam on gender dei Women in Islamic history Acknowledgements
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GENDER DEI TOOLKIT 1 SECTION Introduction Meet the team Background Purpose of the toolkit Women's representation in the workforce in Pakistan Quaid-e-azam's vision for the women of Pakistan Women in Islamic history Acknowledgements
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GENDER DEI TOOLKIT MEET THE TEAM Introductory Message Dr. Sadia Nadeem Professor, FAST School of Management, NUCES Director MARC I am delighted to share this Gender DEI Toolkit with organizations across Pakistan. I conceived the idea in 2019, after acting as a jury member for the Global DEI awards in 2018 and 2019. These awards are a praiseworthy effort by the HR Metrics to encourage behavioral and Dr. Sadia Nadeem cultural change towards DEI in organizations in Pakistan. In the process of reviewing the various practices from many organizations as a jury member, I felt that sharing and learning from each other was the best way to build a diverse and inclusive environment in organizations and create a positive change in the society. The toolkit is planned as an indigenous resource and presents tools extracted by the MARC team from practices of Pakistani organizations; best practices across the globe are available in international books and toolkits. I hope the toolkit will serve as a useful practical resource for organizations in Pakistan who want to set small or ambitious targets to contribute towards nation building through supporting females in the workplace. Ayesha Siddiqa Javeria Jamil Neeha Khan Razeen Fawad Ayesha Bano Page 2
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SECTION 1: INTRODUCTION BACKGROUND In order to utilize the skills and experience of women, organizations need to focus on gender DEI practices. A number of Pakistani organizations understand the need to bring this change and are making conscious efforts to foster an inclusive environment, yet most of the organizations still have a long way to go. Societal norms and the patriarchal mindset which governs the everyday life in Pakistan also has a significant impact on workplace gender diversity. Whether it is enhancing women representation in firms, devising women friendly initiatives or effective policy implementation, these norms become obstacles for women's empowerment in the country. Currently, only 20.7% of women are active in the workforce and many leave their jobs due to the lack of accommodating policies, worsening the situation. Therefore, a strong need is felt for creating awareness and launching innovative policies which would act as stepping stones for organizations to promote gender DEI. The corporate sector can play a major role in facilitating women, channelizing their abilities and helping them become future leaders by acknowledging their responsibilities and adopting gender DEI best practices. A key step while adopting and expanding the use of DEI practices is understanding the difference between the key terms of diversity, equity and inclusion. Diversity Equity Inclusion Diversity means the collective Equity refers to fairness. It Inclusion at work reflects an mixture of human beings with recognizes that each person environment where all varying characteristics, and has different circumstances, individuals are treated fairly the identities that they have, and allocates the exact and with respect, regardless coexisting within an resources and opportunities of their diversities, and are organization. that are required to reach an provided equal access to equal outcome. opportunities and resources which allow them to be fully engaged in organizational activities, and contribute to its success. Page 3
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GENDER DEI TOOLKIT PURPOSE OF THE TOOLKIT This toolkit has been developed to help organizations progressively adopt best practices that foster gender DEI. It primarily intends to reduce gaps that hinder gender DEI by sharing best practices under the 15 categories of the GDEIB 2021 standards. It identifies multiple tools under each category that may be employed by organizations to enhance DEI at the workplace. These tools have been derived from gender DEI best practices implemented in organizations in Pakistan. Following are the key objectives of the toolkit: To serve as a practical guide for organizations to foster a diverse and inclusive environment. To enhance understanding of diversity, equity and inclusion, through explaining various dimensions of DEI initiatives, as stated in the GDEIB 2021. To share practical ideas to improve DEI practices in organizations, by highlighting the DEI best practices implemented within organizations in Pakistan. To facilitate organizations in self- assessment, by identifying the gaps that exist between the current organizational practices and best DEI practices. To cater to nation building through supporting and empowering females in the workplace, contributing to the 5th Sustainable Development Goal (SDG), developed by the UN, namely gender equality. Page 4
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SECTION 1: INTRODUCTION WOMEN'S REPRESENTATION IN THE WORKFORCE IN PAKISTAN NEED FOR URGENT ACTION COUNTRY STATISTICS (2021 - 2022)* 145/146 Ranked 145th out of 146 countries on the gender parity index. 20.7% Only 20.7% women active in the labor market. 4.5% Only 4.5% of women are legislators, senior officials and managers. Only 23.4% of professional and technical 23.4% roles held by women. 8th among nine countries in South Asia, 8TH namely Bangladesh, Nepal, Sri Lanka, India, Iran, Maldives, Bhutan, Pakistan and Afghanistan on the gender parity index. * Source: Global Gender Gap Report (2022). World Economic Forum. https://www.weforum.org/reports/global-gender-gap-report-2022. Page 5
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GENDER DEI TOOLKIT QUAID-E-AZAM'S VISION FOR THE WOMEN OF PAKISTAN "No nation can rise to the height of glory unless your women are side by side with you.” Quaid-e- Azam Muhammad Ali Jinnah Fatima Jinnah was the first female dentist of the combined subcontinent. In 1919, she was accepted in the very competitive university of Calcutta where she studied dentistry at the Dr. R. Ahmad dental institution. Following her graduation, she pursued her dream of founding a dental clinic in Bombay in 1923. Although, she was extremely successful in her career, she left dentistry to support her brother for the cause of Pakistan. Page 6
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SECTION 1: INTRODUCTION WOMEN IN ISLAMIC HISTORY Pakistan was created in the name of Islam. The Islamic history provides numerous examples of strong, empowered and resilient women who serve as role models for women to confidently take up careers, establish and lead businesses and work side-by-side with men in all domains of life. Hazrat Khadijah (RA) was a successful and leading business woman in Arabia. She inherited the abilities of her father, who was a top merchant. She expanded her business and made it larger than all the Quraish trades put together through her vision, intelligence and hard work. She was able to achieve all this in a male-dominating era while also maintaining her truthful and pious image. Hazrat Aishah (RA)’s life serves as an excellent model for women who want to thrive in scholarship, military leadership and politics. She had exceptional public speaking skills, had directed an army on the war field and taught Islamic law to men and women. Shafa Bint Adwiya (RA) was made the in charge of administering Madinah’s marketplace during the caliphate of Hazrat Umar ibn Khattab (RA). She was given the responsibility of ensuring that all commercial transactions followed the law and also defended customers against deception and other nefarious activities. Page 7
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GENDER DEI TOOLKIT ACKNOWLEDGEMENTS Nene Molefi, Julie O’Mara, Alan Richter Authors GDEIB 2021 Published by The Center for Global Inclusion, USA From Global Diversity, Equity & Inclusion Benchmarks: Standards for Organizations Around the World © 2021 Yvonne (Nene) Kegomoditswe Molefi, Julie O’Mara, and Alan Richter. Used with permission. All Rights Reserved. Zahid Mubarak CEO, HR Metrics, Pakistan Adeel Ahmed Khan Areeba Maqsood Photographer Illustrator The following organizations are acknowledged for sharing their policies, practices and ideas with the Gender DEI Toolkit team. Note: The examples presented in this toolkit are only a glimpse into the efforts and initiatives of these organizations, and should not be taken as a comprehensive picture of all initiatives by each organization. The information was collected in the final quarter of 2021 and the first quarter of 2022; policies and practices of organizations are likely to evolve over time. Page 8
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GENDER DEI TOOLKIT 2 SECTION BEST PRACTICES UNDER GDEIB CATEGORIES GDEIB: Standards for organizations around the world The foundation group - Drive the strategy The internal group - Attract and retain people The bridging group - Align and connect The external group - Listen to and serve society
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GENDER DEI TOOLKIT GDEIB: STANDARDS FOR ORGANIZATIONS AROUND THE WORLD The design of Section 2 of this toolkit is based on the 15 categories of the Global Diversity, Equity and Inclusion Benchmarks (GDEIB) 2021, © Molefi, O'Mara and Richter. The GDEIB 2021 standards are published by the Centre for Global Inclusion with the support and input of 112 expert panelists from around the world, and are used in this toolkit with permission. These 15 categories, divided into four groups, are a resource for planning actions to enhance DEI initiatives and promoting a culture of inclusivity and equity in organizations. An overview of the four groups and 15 categories, as per the GDEIB 2021 standards, is provided below. 1. Vision: Develop a strong rationale for DEI vision, mission, and strategy and align it to organizational goals. THE FOUNDATION 2. Leadership: Hold leaders accountable for implementing the organization’s DEI vision, GROUP: setting goals, achieving results, and being role models. DRIVE THE STRATEGY 3. Structure: Provide visible, dedicated support and structure with authority and budget to effectively implement DEI. 4. Recruitment: Ensure that attraction, sourcing, and recruitment is done through the lens of DEI. 5. Advancement: Ensure that DEI is integrated into professional development, THE INTERNAL GROUP: performance management, advancement, and retention. ATTRACT AND RETAIN 6. Compensation: Ensure that job design and classification are evaluated for bias and PEOPLE that compensation is equitable across key dimensions of diversity. 7. Benefits & flexibility: Achieve work-life integration, flexibility, and equitable benefits. Flexible work options are widely available and accessible. 8. Assessment: Ensure that all assessments, measurement, and research guide DEI decisions. 9. Communication: Make communication clear, simple to understand and a crucial force in achieving the organization’s DEI goals. THE BRIDGING GROUP: 10. Learning: Educate all to achieve the level of DEI competence and confidence needed ALIGN AND CONNECT to create a diverse, equitable, and inclusive organization. 11. Sustainability: Connect the organization’s DEI and sustainability initiatives to increase the effectiveness of both. 12. Community: Be proactive in working with community, public and private partnerships, government, society at large, and through philanthropy. THE EXTERNAL GROUP: 13. Services & Products: Embed DEI in services and products development to serve LISTEN TO AND SERVE diverse customers and clients. THE SOCIETY 14. Marketing: Integrate DEI into marketing and customer service. 15. Responsible Sourcing: Practice responsible and ethical sourcing. Develop and nurture underrepresented suppliers. Page 10
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The foundation group Drive the strategy Category 1: Vision, Strategy and Business Impact Category 2: Leadership and Accountability Category 3: DEI Structure and Implementation
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GENDER DEI TOOLKIT CATEGORY 1: VISION, STRATEGY AND BUSINESS IMPACT A DEI vision and mission statement A DEI strategy A DEI motto Organizational values that promote DEI © Gender DEI Toolkit MARC Figure 1: Tools for Vision, Strategy and Business Impact Industry Examples of Tools for Vision, Strategy and Business Impact A DEI vision and mission statement Many of the participating organizations have developed DEI vision and mission statements to extend systematic efforts towards the cause of fostering DEI in the respective organizations. Some examples are listed below. Hashoo Foundation: DEI Vision statement “An ethical, equitable, inclusive society in which people live with dignity and have power over their own lives.” Jazz: DEI Mission statement “To improve the lives and livelihoods of women in Pakistan through technology." PTCL Group: DEI Vision statement “To be recognized as an inclusive workplace where diversity is appreciated and is considered imperative for enhanced business performance.” PTCL Group: DEI Mission statement “To foster a culture of diversity, inclusion, and belonging through our systems, processes, and human interactions.” Telenor: DEI Vision statement “Winning together by valuing our differences, leading to a High-Performance Culture.” Teradata: DEI Vision statement “We are committed to an inclusive workplace culture where everyone feels welcome, respected, supported, valued and can be themselves.” Page 12
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category 1: vision, strategy and business impact A DEI strategy Organizations that are trying to improve DEI planning and implementation prepare strategic plans in order to enhance their DEI efforts and materialize their long-term vision regarding DEI. Some organizations have developed specific strategies while others have general roadmaps laid out, to create a culture that consistently promotes DEI; it is a part of their overall strategy and is integrated in their organizational culture. Unilever aims to eliminate any kind of bias or discrimination in their policies and practices. Teradata acknowledges the attainment of DEI as a challenge. They believe that it is a gap that needs to be addressed for which they create a MMBL has a two-fold strategy of female sense of acknowledgement across the empowerment. The first wing called Women organizations. This ensures that each individual Inspirational Network (WIN) program focuses demonstrates ownership to promote equality on women empowerment. It encourages and and puts in their best effort to eradicate facilitates female customers or borrowers, discrimination. belonging from rural or urban areas, to become entrepreneurs by training and digitally equipping them. The other wing is called Mobi Circle, which focuses on internal women The DEI strategy of EPCL is divided into the empowerment by developing females as external and internal component. The external emerging leaders and empowering them. component of the DEI strategy of the organization looks for ways to collaborate with the industry to increase the number of females in STEM education. The internal focus lies on bringing in the right talent, developing their British Council's strategy in 2021 revolves capability, and ensuring their retention. around three areas, i.e., business case, moral case, and legal case. This strategy has three objectives; an inclusive organizational culture, developing capability and leaders, and measuring performance, impact and legal JS Bank formulated a three-year D&I strategy compliance. in 2021. The first year focused on introducing initiatives for enhancing women representation, progression and developing family friendly policies and inclusion policies At S&P Global, DEI is central to who they are and efforts for people with disabilities. The and is vital to their success. DEI is rooted in next two years focus on enhancing three key areas; people, customers, and interventions for these groups, along with community. The company integrates DEI into introducing interventions for other diversities. everything they do, starting with their workforce and workplace, and extending far beyond company walls, into the marketplace and local communities. Page 13
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GENDER DEI TOOLKIT Several participating organizations have devised DEI strategic plans around three to four main pillars, centered around different aspects of gender DEI. Examples of these are listed in Table 1. Table 1: Examples of pillars of the DEI strategy Become an employer of choice by attracting and retaining top talent Develop a diverse pool of talent Abacus Secure an inclusive work culture Leverage D&I in the marketplace in partnership with customers, suppliers and communities Introducing D&I analytics Taking a conscious approach to recruitment Bank Alfalah Focusing on learning and development Catering to employee retention and engagement needs People: Covering talent, leadership and culture Jazz Business: Covering content, products and partners Community: Covering public image, advocacy and service Female talent development Telenor Female retention Female inclusion Organizational values that promote DEI Organizations aim at creating an ideal workplace environment and culture where employees feel included and rewarded for their efforts. Abacus’s core values concentrate on attracting the best talent and maintaining a diverse and inclusive organizational environment. Gender diversity is catered to by engaging women, not only in the lower tiers but in the higher positions as well, and sustaining a female-friendly workplace culture. Unilever's philosophy is reflected in everything the company does. For instance, D&I has ownership from the top management, the company has a clearly spelled out purpose for pursuing D&I, a proper structure for enablement, channels for articulating and communicating its D&I philosophy and its essentiality across the organization. EPCL believes in motivating, developing, and rewarding employees as a means of achieving success, respecting its employees’ rights, and encouraging freedom of expression and open dialogue. Page 14
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category 1: vision, strategy and business impact Feroze1888's value system is defined as “PROSPER”. P stands for People Development, R for Respect, O for Ownership and Accountability, S for Success Will, P for Proactive, E for Excellence in work, and R for Reliability. Every Feroze1888 employee has had trainings on PROSPER and are encouraged to know it by heart. These values are a reflection of their organization's aspiration for ensuring an equitable and inclusive workplace. A DEI motto Few organizations have formed DEI mottos implying the importance of synergy that is created when diverse groups of people collaborate and work together. These mottos serve as a declaration of the organization's commitment to furthering DEI Hashoo Group: “Together we make a difference” Telenor: “Creating together services and solutions that include different perspectives.” Page 15
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GENDER DEI TOOLKIT CATEGORY 2: LEADERSHIP AND ACCOUNTABILITY Leadership's commitment to DEI Executives' involvement in DEI Role modelling by male leaders © Gender DEI Toolkit MARC Figure 2: Tools for Leadership and Accountability Industry Examples of Tools for Leadership and Accountability Leadership's commitment to DEI Leaders of the organizations who have successfully implemented DEI practices in Pakistan are committed to a very proactive approach with regards to gender DEI within their organizations. This is evident from the statistics presenting enhanced female representation in various organizations. Under the committed leadership The board of directors at TPL Corp set FINCA Microfinance Bank of former CEO of PPAF, fourth an agenda in 2022 to have a Limited has also improved its women's representation more diverse workforce. It is integral diversity ratio from 17% to 24.7% significantly increased from 19 to TPL Corp that the top management through the dedicated efforts of percent to 33 percent from 2011 to feels strongly about having a diverse its leadership 2021. workforce, encouraging the rest of the team and senior management to inculcate and adopt practices that have a rippling effect across the entire organization. Page 16
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category 2: leadership and accountability Executives' involvement in DEI Members of the board of directors and other senior executives of different organizations are actively engaged in the promotion of DEI. EPCL's executives including its members, CEO, board, and the entire management committee is truly invested and committed to increasing female representation in the organization. This commitment from the top allows the support needed to extend DEI initiatives into the organization. Feroze1888's board of directors adopt practical steps to promote a diverse and inclusive environment within the organization. They keep track of real-time progress through analyzing stats and gauging where they currently are and where they want to be headed by setting yearly targets in the quarterly meetings. Abacus, which is led by a female CEO, Ms. Fatima Asad-Said, has a clear DEI vision that brought the company towards the progressive change of diversity and inclusivity. The departments of corporate strategy and finance, corporate human resources, corporate communication and branding, and D&I are also being led by female leaders. The company has appointed senior representatives in all practice areas, who act as visible champions of diversity. The Deputy Chairman of the Hashoo Group, Mr. Murtaza Hashwani, has taken a very vocal and a deliberate stand with regards to gender DEI in terms of recruitment of employees, their pay packages, engagement and career growth levels. The senior management of Hashoo Group also displays great commitment towards enhancing gender inclusivity in male dominant departments such as the finance department, by encouraging and training females to work in these departments where female strength is generally low. At Unilever, each function is gauged through the lens of diversity. Male to female ratio of every department is presented to the CEO, the management committee, and the South Asia cluster on a monthly basis. The top management analyzes these numbers and plans accordingly. Executives at Teradata take a DEI pledge, which inculcates the value system of Teradata and signifies the commitment that the senior management has towards DEI. Our Pledge to Diversity, Equity and Inclusion We will encourage all to speak up when they experience or witness intolerance, mistreatment, incivility, or conscious/unconscious bias in action. We will ask ourselves, “Do our actions and words reflect the values of inclusion?” We will initiate meaningful, complex and sometimes difficult conversations with colleagues. We commit to ensuring an inclusive environment for all. We will see different perspectives and respect points of view and communications styles that are different from our own. We will ensure our actions and words reflect the value of and our commitment to inclusion. We will encourage all to move outside zones to learn about the experiences and perspectives of others. Teradata is an Anti-Racist Company In addition, we are committed to be an anti-racist company in which we identify and extinguish any system, value, behavior or organizational process but perpetuates systemic racism. To do this, we commit to: Actively contribute to a culture in which racism is not accepted. Acknowledge and confront incidents of racial discrimination and provide support for the employees who are negatively affected. Engage in ongoing opportunities to learn about the importance of diversity, equity and inclusion, including our collective responsibility with respect to anti-racist behaviors and processes. By committing to these behaviors and actions, together, we will create an environment where employees feel safe and free from discrimination and racism. Page 17
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GENDER DEI TOOLKIT Role modelling by male leaders Engagement and support from men is critical for achieving true diversity and inclusion in the workplace. Male leaders at all levels need to actively support gender DEI and role model their ideals. A vivid example of this is male leaders becoming change agents and taking action to support, empower and help women achieve their goals. Leadership's commitment in several of the participating organizations is reflected through the CEO's becoming Male Champions of Change (MCC). Members of MCC meet regularly in small action-orientated groups centered around a collective work plan, where they learn from and challenge their peers. As a coalition, they work collectively to publicly share their learnings and their progress. As individuals, change champions implement change within their organizations and publicly advocate for gender equality. Examples of organizations whose CEOs have served as a MCC include: Founder of HRSG, late Mr. Azhar's focus had been directed towards ensuring a work environment which was transparent, free of negativity, and allowed open communication and feedback. These values provided the foundation for DEI initiatives within the organization. The CEO of Jazz, Mr. Aamir Ibrahim's efforts have greatly contributed to the open and inclusive culture of Jazz, initiatives for gender-equality and enhancing women empowerment. He is an embodiment of inclusivity. Telenor’s CEO, Mr. Irfan Wahab, took a panel pledge to promote inclusion in the organization. The pledge promised the presence of female employees in every internal and external panel talk, ultimately giving them a meaningful voice in the organization. In an exciting way to spread the message, he handed over his position as CEO to a female student for a single day. This symbolic takeover highlighted Telenor's commitment towards increased female participation in the workforce. Page 18
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CATEGORY 3: DEI STRUCTURE AND IMPLEMENTATION CATEGORY 3: DEI STRUCTURE AND IMPLEMENTATION A suitable DEI structure Diversity unit Budget and Management sub-committee on DEI resource Diversity champions allocation to DEI Diversity council Diversity unit DEI working group Cross-functional DEI teams Gender committee Department of DEI © Gender DEI Toolkit MARC Figure 3: Tools for DEI Structure and Implementation Industry Examples of Tools for DEI Structure and Implementation A suitable DEI structure Organizations in Pakistan attempt to foster gender DEI through various DEI structures. These structures can be divided into eight types including having a management sub-committee on DEI, diversity champions, diversity council, diversity unit, DEI working group, cross-functional DEI teams, gender committee and a department of DEI. Budget and resource allocation to DEI Budget and resources need to be allocated for the successful implementation of the DEI strategy and initiatives. In this regard, a few organizations have an exclusive annual budget put aside for DEI activities. For example, organizations that have a separate DEI department or a gender committee, allocate at least some budget exclusively to DEI. All organizations have some budget embedded within other budget heads. For example, embedded budget is often used for DEI training, various employee engagement activities, benefits offered to women etc., in most organizations. Overall, the examples illustrate that sufficient budget needs to be allocated to the DEI structural body and its professional staff in order to implement the planned strategy and achieve the DEI targets. Page 19
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GENDER DEI TOOLKIT Bank Alfalah's D&I council, created in the year 2021, constitutes of twelve people out of which six are group heads and the rest are representatives from other levels in the organization. This top- driven group head level council meets once a The Board Committees have been month to discuss ideas, track the implementation reconstituted at Abacus keeping in of the D&I agenda, and plan and finalize the way mind the D&I element, and its forward. It also allocates a specific budget with objectives are to provide executive some cushion for D&I initiatives every year. In leadership and direction to the D&I addition to this, there is a network of HR initiatives. To judge the successful business partners and an employee relations team implementation of objectives, the that serve as diversity champions and play their council typically meets on quarterly part in keeping the work environment fair, equal, basis. and inclusive for everyone. At EPCL, D&I efforts fall under the Talent and Culture function. In each of the company’s subsidiaries a different model exists but what they all have in At British Council, there is a diversity unit that common is that, a General Manager, involves DEI policy makers from the UK. The Senior Manager and a specific employee organization, thus adopts a centralized approach look after D&I. to feed the DEI policies and initiatives that are implemented around the world, within the organization locally. In Pakistan, there is a working group under the country lead. This working group consists of different staff members from different teams, who are engaged on voluntary basis, and they have 5% of their role FINCA Microfinance Bank Limited has a dedicated to DEI. management subcommittee on diversity, inclusion and belonging (DIB), consisting of a leadership forum. The members of the forum include two female HODs, two females and two males from senior management, and one female from middle management. The bank has separate active committees that deal with issues related to sexual harassment, workplace Interloop’s Equality and Diversity Committee harassment and workplace bullying. (EDC) incorporates both females and males from the management. The committee's mandate includes D&I target setting, trainings on D&I and handling cases of discrimination or harassment. Page 20
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CATEGORY 3: DEI STRUCTURE AND IMPLEMENTATION JS Bank is currently in the process of formulating a D&I council that will consist of people from the upper management tier, including the CEO, CHRO and COO. The council will Prominent DEI roles exist at the leadership level at sponsor different programs advocating Jazz, demonstrating how it is one of the key priorities gender diversity. for the company. Cross functional teams are formed, in which employees from different departments such as Sustainability, Commercial, Strategy and People Organization are brought together, and given specific DEI related responsibilities and targets. At PTCL Group a department of DEI has been formed which is actively involved in coming up with solutions to increase the representation of women within the organization, and fostering a culture of inclusivity with PPAF’s gender committee has been allocated a seperate the help of a strategy formulated under budget to take DEI initiatives. The committee ensures the guidance of GDEIB benchmark active gender representation and participation within its standards. The responsibility of DEI operations. The purpose of this committee is to support comes under group head Culture, PPAF in mainstreaming the concept and practice of Transformation and Change gender equity in all its internal and external work. It also Management, and Assistant Manager aims to assist PPAF’s stakeholders in meeting their (D&I). obligations in terms of what is set out in the results framework to achieve Millennium Development Goals (MDG) of gender equality. Teradata has a cohesive organizational structure with a global board. There are regional committees Unilever has a group of forty people with voluntary representatives responsible for from different functions across all ensuring implementation of all plans within that levels, who work in the form of cross- particular region. At present there is a functional teams. These teams are representative of DEI initiatives in Pakistan who is responsible for different areas of D&I a part of the regional forum, who ensures that such as gender, transgender and activities done outside of Pakistan are reflected PWDs. They share ideas with the within the country as well. management committee and the CEO for approval, so that they can proceed with executing the plan in the years ahead. Page 21
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The internal group Attract and retain people Category 5: Advancement and Category 4: Recruitment Retention Category 6: Job Design, Category 7: Work-Life Classification and Integration, Flexibility and Compensation Benefits
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CATEGORY 4: RECRUITMENT CATEGORY 4: RECRUITMENT Gender neutral job advertisements Equitable recruitment process Targets for female applicants per job posting Targets for short-listing females Bias free short-listing Aggressively headhunting for females Pre-employment training for females Gender balanced Targeted recruitment drives for females interview panels Monitoring gender ratios at all stages of recruitment Returnship programs © Gender DEI Toolkit MARC Figure 4: Tools for Recruitment Industry Examples of Tools for Recruitment Pursuing the agenda of DEI, organizations that have embraced DEI in Pakistan have carried out many initiatives to incorporate DEI in their recruitment system. These initiatives broadly fall under four categories. These include gender neutral job advertisements, gender balanced interview panels, equitable recruitment process and returnship programs. Detailed examples are presented below. Gender neutral job advertisements Organizations make an effort to ensure that the language used in job-ads remain gender neutral and free of any biases. This ensures a diverse pool of candidates. They try to project an overall supportive culture to attract and retain female talent. Feroze1888 and PPAF are examples of such organizations which ensure that their job advertisements are free of specific gender focus and have gender-inclusive language. Gender balanced interview panels Another important aspect which facilitates to make the recruitment and selection process unbiased, is having gender balanced interview panels. For example, FINCA Microfinance Bank Limited has a policy to have at least one female in the panel of interviewers. This incorporates female opinion and removes biases. Hashoo Group also ensures the presence of females in interview panels with the aim of making the interview process more inclusive and encouraging for the interviewees. MMBL maintains neutrality in promotion interviews by ensuring female presence in panels along with the mandatory presence of their female CHRO. Page 23
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GENDER DEI TOOLKIT Equitable recruitment process Many organizations in Pakistan are rigorously trying to maintain an equitable recruitment process. Examples of such efforts include targets for female applicants per job posting, targets for short-listing females, avoid stereotyping while short-listing, aggressively headhunting for females, pre-employment training for females, targeted recruitment drives for females and monitoring gender ratios at all stages of recruitment. Some industry examples are presented. Equitable recruitment process FINCA Microfinance Bank Limited has a program called “Trainee Credit Officer” (TCO) which hires 25 females in each batch as trainee credit officers and provides them a three-month stipend along with on-the-job training. The Abacus is fully committed to the training involves fieldwork, mentorship, principle of equal opportunity and adopt and disbursement and mobilization non-discriminatory hiring practices. The trainings. A female senior credit officer is company ensures one to two ratio when allocated to each trainee through a buddy shortlisting resumes and for this purpose system to enhance their productivity. it aggressively headhunts to find talented After completion of three months, those and skillful females who can proficiently who fulfill the qualification criteria are meet the technical requirements of the given permanent positions as assistant job. Since January 2021, Abacus has credit officers. The company also strictly welcomed over 300 employees and follows its policy of having females in the consciously boarded more females on pool of shortlisted candidates in every senior level positions for business-critical hiring round. roles to ensure the inclusion of females in strategic decision making. PPAF makes conscious efforts to shortlist candidates from diverse backgrounds, especially females. Females are not Telenor is very actively involved in discriminated on the basis of stereotypes creating a gender balance in the related to their gender, and are workplace. It creates separate talent pools encouraged to apply for technical for females, and ensures that the company positions. Equity is ensured in terms of is doing 50% talent pooling of females in providing them equal opportunity as its recruitment strategy. The company is males till shortlisting. After that it is constantly in touch with headhunters entirely based on merit. across Pakistan who are on the lookout for female talent. This has negated the concept of “pink roles” and has helped in appointing females on tough roles in remote locations. Page 24
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CATEGORY 4: RECRUITMENT Hashoo Group has developed a merit-based quota system to increase representation of females in departments where there is minimal female representation. If the desired female candidate lacks certain In a conscious effort to build PTCL qualifications or experience she is provided Group’s future female leadership, the coaching and mentoring. This ensures that organization inducted 30% women the essential competencies and mandatory through the management trainee program requirements are not compromised. known as “Summit”. The talent acquisition teams are encouraged to share analytics on the kind of candidates they are attracting for each category and whether there is a need to explore other forums for advertising jobs. MMBL recommends all its managers to give priority to female hiring. When a male and a female candidate are at par in terms Teradata monitors the female to male of the required skill set, the company percentage religiously and ensures that prefers to hire the female candidate. the hiring manager does not discriminate on the basis of gender when a CV is received and analyzed. Jazz has committed to gender balance improvement and has worked on removing TPL Corp provides an equal chance to any systemic biases from the entire both genders to be hired; the company recruitment process with a target of has made it mandatory for recruiters to balanced gender ratio at all stages of the try their best to shortlist as high as 50 recruitment process. percent females in the organization. TPL Corp as a company encourages women (who have taken career breaks for whatever reasons) to rejoin office S&P Global makes intentional investments and restart their careers, be it 1 year or in identifying and recruiting diverse talent, 20 years. such as partnering with relevant external organizations and conducting targeted sessions for women in universities. S&P At Unilever each function has an Global’s People Movement team in internal target guiding the percentage of Islamabad has been able to increase the hiring that should be gender balanced. percentage of females hired to 33% in 2022, Similarly, the company’s flagship and has increased female representation in programs like management trainee its Pakistan's workforce to 26.6%. programmes, "Unilever Leadership Internship Programme" (ULIP), "Unilever Future Leaders Programme" (UFLP) and supply chain trainee programs are all designed to enhance female representation. Page 25
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GENDER DEI TOOLKIT Returnship programs Several organizations in Pakistan have introduced returnship programs for females who have taken a career break and want to resume their career. Companies tap in the female talent and provide ease of access needed to return to the corporate sector. These programs are aimed to not only offer skills - uplift, but indulge in providing a meaningful and real role to women, while offering emotional and social support alongside as well. Examples of such returnship programs are represented in Table 2. Table 2: Examples of returnship programs Name of organization Program name Bank Alfalah Welcome Back Break Kay Baad (After the break) EPCL Jazz She’s Back Reboot Program JS Bank Naya Aghaaz (New beginnings) Telenor Unilever Career by Choice Page 26
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CATEGORY 5: ADVANCEMENT AND RETENTION CATEGORY 5: ADVANCEMENT AND RETENTION Confidence building initiatives for women Equitable promotion process DEI networks and clubs Equitable succession planning Mentorship and sponsorship for women Equitable talent reviews Support to overcome psychological barriers Women's leadership development programs © Gender DEI Toolkit MARC Figure 5: Tools for Advancement and Retention Industry Examples of Tools for Advancement and Retention The true essence of gender DEI is observed when women are provided equal opportunities to climb up the organization ladder. Organizations that have DEI best practices have designed and implemented action plans in order to maintain gender parity in advancement and retention, After analyzing the data, we can see that majority of the practices under this category fall under three broad themes; equitable promotion process, women's leadership development programs and confidence building initiatives for women. Detailed examples of these categories are discussed below. Equitable promotion process Organizations that consider female representation across hierarchical levels as important, integrate initiatives in the talent review process to ensure that females are developed for leadership positions and encouraged to apply for promotions. Examples under this theme can be divided into two sub-themes; equitable succession planning and equitable talent reviews. Unilever has set an ambitious target to become gender At PPAF, if a position is held by a man for a balanced for mid-level management and above. The company long time, they make an effort to identify has had two female CEOs in the past 10 years along with a very competent females from within the gender diverse management committee. organization or outside to disrupt the chain and change the narrative. FINCA Microfinance Bank Limited makes an In light of its aim to retain a strong talent pool of effort to find competent females whenever female employees, HRSG has reached 33% female there is an internal job posting, to ensure representation at their senior leadership level, and is career growth of females in the organization. now focusing on promoting females to C level for MMBL has a talent review and further advancement. development plan which is TPL Corp gives special attention to women leadership by promoting focused on uplifting female females within the organization and enabling them to reach employees and making them leadership roles. On April 01, 2022, the company promoted their actively involved in leadership female Head of Learning and Development to the position of "Chief roles. Learning Officer" within the 8 months of joining. Page 27
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GENDER DEI TOOLKIT Women's leadership development programs Organizations that are committed to gender DEI offer women's leadership development programs that aim to equip potential future leaders with the required skills and abilities. These programs facilitate women in qualifying for senior positions and help them in becoming successful leaders. Table 3 provides examples of women leadership development programs in various organizations. Table 3: Examples of women's leadership development programs Abacus Next Gen Female Leaders: A program aimed at developing first time managers. It focuses on developing high potential females who are first time managers. The program facilitates top females to reach leadership positions where they can make decisions and have autonomy. Bank Alfalah She Lead: Women leadership development program. The program focuses on building a personal brand, self- promotion for women, forming effective and strategic connections, overcoming self-limiting beliefs and career development planning. EPCL Breaking the Glass Ceiling: Leadership development program for females. This program, is based on a one-year leadership journey for females with group coaching and one-on-one coaching sessions conducted every month. Each month, a different module is covered, for example communication skills, negotiation skills, presentation skills, and so on, thereby making women proficient in multiple competencies. It has resulted in an 11 percent increase in the performance ratings of females. Jazz Jazz has launched various talent development programs female's at all career stages. Examples include, “Phoenix", which focuses on essential skills for leadership potential. "Maximize", which is to maximize the technical skills in females, and "Empower" which is a leadership development program for females. Each of these programs is designed specifically for women to help them progress in their career ensuring they can easily climb the corporate ladder. S&P Global I’m Woman: Leadership development program for females. I’m Woman was a 3-month program focused on the personal and professional development of 26 females from S&P Global Pakistan. The key theme of this program was to expand the perspectives of women who were interested in leadership positions and to facilitate their development through the lens of highly accomplished female executives who had been able to attain work-life integration. The program consisted of a series of round table discussions with senior female leaders at S&P Global, and the formation of mentor-mentee relationships which could continue beyond the 3 month program, by mutual consent between the mentor and mentee. Telenor Telenor has launched a female leadership program aiming to uplift senior female leaders and to encourage leaders to manage diversity within their teams. Page 28
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CATEGORY 5: ADVANCEMENT AND RETENTION Confidence building initiatives for women Organizations that have embraced DEI are deeply committed to providing initiatives that build confidence of women. These initiatives can be divided into three types; DEI networks and clubs, mentorship and sponsorship for women, and support to overcome psychological barriers. PTCL Group launched its Pink Club in 2017; it undertakes initiatives revolving around the professional development and well-being of females across the company. Pink ambassadors appointed at all regional and zonal offices act as representatives of the cause for DEI-related women- centric initiatives. The team uses Workplace to run campaigns, for example Mehfil-e-Milad, Polycystic Ovarian Syndrome (PCOS) Awareness Campaign, and Breast Cancer Awareness Campaign. Each year the club celebrates International Women’s Day with great vigor in line with the global campaign by United Nations. In 2021 male employees at the PTCL Group pledged their support for the cause Telenor sets up focus groups called through the campaign “Strong Men Wear Pink”. "Listen and Learn" for the female employees with the CEO to listen to their ideas. Telenor has also established female forums “EmpowHer Network” that is dedicated to female succession planning and is a tool to motivate and support development of female talent. Unilever carries out a connect and share circle called “She for She”, in which a senior person from the top 50 leaders interacts with 25 to 30 female employees. These circles allow females to share their problems, attain solutions and listen to inspiring experiences from one another. Initially these circles were limited to particular functions, but now the company plans to conduct them with cross-functional groups. Page 29
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GENDER DEI TOOLKIT CATEGORY 6: JOB DESIGN, CLASSIFICATION AND COMPENSATION Gender pay parity Flexible job design © Gender DEI Toolkit MARC Figure 6: Tools for Job Design, Classification and Compensation Industry Examples of Tools for Job Design, Classification and Compensation To retain and strengthen a talented pool of employees, organizations that have DEI best practices are taking steps to ensure parity in pay and offering flexible job design. Industry examples under these two categories are presented below. Gender pay parity Organizations such as EPCL, Feroze1888, JS Bank, PPAF and Abacus, put in effort to have compensation packages that are unbiased and free of discrimination. These organizations are frequently involved in conducting market research and health- checks to ensure that market competitive compensation is given to their employees. Telenor is directly and actively monitoring pay parity. Telenor conducted a pay parity exercise in 2020 and has made it a policy to provide equal salaries for equal work, regardless of gender. Telenor Group publishes gender pay analysis annually to exhibit its commitment to this area. It has an annual salary review processes in place, whereby, salaries of both male and female employees are reviewed to ensure that no group is disadvantaged. Flexible job design Almost all organizations that have DEI best practices are involved in providing a flexible job design to their employees, bearing in mind the responsibilities of an average Pakistani woman. Organizations provide flexible work programs which enable women to effectively balance their work alongside their care obligations at home. Further details of flexible job design from participating organizations are presented under Category 7. Page 30
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CATEGORY 7: WORK-LIFE INTEGRATION, FLEXIBILITY AND BENEFITS CATEGORY 7: WORK-LIFE INTEGRATION, FLEXIBILITY AND BENEFITS Flexible working hours Maternity leave Paternity leave Sabbatical leave Additional DEI benefits Iddat leave Transport Secure on-site residences or guest houses facility/allowance Enclosure for niqab wearing women during lunch for women Scooty loans for women Adoption leave New mothers’ adjustment program Daycare or Priority parking for women daycare/nanny allowance © Gender DEI Toolkit MARC Figure 7: Tools for Work-Life Integration, Benefits and Flexibility Industry Examples of Tools for Work-Life Integration, Benefits and Flexibility Organizations that have embraced DEI have introduced various benefits and flexible working arrangements for the sound work-life integration for female employees. These efforts facilitate women in pursing their careers while also catering to their personal needs. The most common benefits are maternity leave, flexible working hours, transport facility/allowance for women, paternity leave, daycare or daycare/nanny allowance and sabbatical leave. The less commonly offered additional DEI benefits include iddat leave, secure on-site residence or guest houses, enclosure for niqab wearing women during lunch, scotty loan for women, adoption leave, new mother's adjustment program and priority parking for women. These have been represented in Table 4. Page 31
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GENDER DEI TOOLKIT Table 4: Examples of benefits and flexibility offered by organizations* *Updated Table Page 32
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CATEGORY 7: WORK-LIFE INTEGRATION, FLEXIBILITY AND BENEFITS Maternity leave Maternity leave applies to expectant or new mothers who require time off for pregnancy, childbirth and childcare. The maternity leave comprises of statutory or extended leave depending upon the organization. Organizations that are supporting gender DEI are providing fully paid, partially paid, or unpaid maternity leave of varying time period exceeding legislative requirements. Table 5 has the details about some organizations that are offering generous maternity leaves compared to other organizations in Pakistan. Table 5: Examples of maternity leave duration in organizations Organization name Duration of maternity leave Bank Alfalah 6 months (full-paid) EPCL 6 months (full-paid) FINCA Microfinance 3 months (full-paid) + an extendable leave of 2 months or work from Bank Limited home 6 months (full-paid for full term) Jazz 4 weeks (full paid in case of early miscarriage) 6 months (full paid in case of miscarriage in third trimester or still birth) 3 months (full-paid) + an extendable facilitation of up to 3 months with MMBL work from home two days a week (full-paid) PTCL Group 3 months Teradata 6 months (full-paid) + an extended unpaid leave of 12 months Unilever 6 months (full-paid) Page 33
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GENDER DEI TOOLKIT Flexible working hours Organizations are offering various flexible working arrangements and policies to work from home to help female employees maintain their work-life balance; some examples are presented in Table 6. Table 6: Examples of flexible working hours policies devised by organizations Organization Policy facilitations Abacus anywhere: This policy encourages remote working so that female employees feel safe, supported and productive, especially after the outbreak of Abacus the pandemic. While it encourages remote working for every staff member, it specifically provides flexible working hours to women at different life stages. They are allowed to work remotely, or work from home. FINCA Work from home: FINCA Microfinance Bank Limited has a policy offering 4 Microfinance Bank days’ work from home every month for females. Limited Flexible working arrangements: JS Bank provides flexible JS Bank working hours in the form of work from home, and reduced hours, depending on the needs of women, especially working mothers. Flexi working hours: This policy has been devised by MMBL to allow working mothers to work from home. A working mother can opt for one day as a flex day MMBL in the week. A working mother can arrive late and leave early as long as her productivity is not affected. Both males and females are allowed to work from home on any two days of their Telenor choice every week. Female employees, having children less than or equal to four years of age, are allowed to work home the entire week. Everyone at Unilever, except factory production workers, are permitted to work Unilever anytime, anywhere, as long as they meet business expectations. Page 34
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CATEGORY 7: WORK-LIFE INTEGRATION, FLEXIBILITY AND BENEFITS Transport facilities/allowance for women Transport facility or allowance is provided by several organizations so that female employees can commute easily from home to work. This benefit may be in the form of car pick and drop services, female specific buses, travel allowance to compensate for non-availability of pick and drop services, and discounts on Careem or Uber rides. Many organizations are offering such facilities/ allowances, as presented in Table 4. Paternity leave Paternity leave is a period of absence from work granted to a father after or shortly before the birth of his child. Organizations are offering paternity leaves to male employees so that they can spend time with their newly born child. Different companies have different policies for the paternity leaves as presented in Table 7. One organization, S&P Global, offers parental leave as well. Table 7: Examples of paternity leave policy of organizations Organization Terms of paternity leave policy Bank Alfalah 7 days 15 days of leave which can be used in the first three months of the EPCL child’s birth. Hashoo 3 days Foundation 30 days to support the family whether it is a healthy pregnancy, Jazz a complex one, or if the mother has lost the child. PTCL Group 5 consecutive days S&P Global 26 weeks of paid parental leave for all parents, regardless of gender. Unilever 3 weeks Page 35
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GENDER DEI TOOLKIT Daycare or daycare/nanny allowance Daycare is a facility offered by organizations to support working parents. An in-house daycare facility enables working mothers to focus better on their work responsibilities without feeling the guilt of neglecting their child. Examples of organizations that offer in-house daycare at their head office or larger work sites include Abacus, PPAF, PTCL Group etc. An alternative to on-site daycare is daycare allowance that provides monetary assistance to aid working parents to admit their child in a daycare outside the organization’s premises such as by Jazz. Another option is to provide nanny allowance so that working parents may hire a nanny who would look after the child at home. Examples of organizations that provide daycare/nanny allowance include Bank Alfalah, HRSG, MMBL etc. Sabbatical leave A sabbatical is a lengthy, intentional break from one's career. Organizations are also offering sabbatical leave as a means to provide flexibility to their female employees; a few examples are presented in Table 8. Table 8: Examples of sabbatical leave policies of organizations Organization Name Sabbatical Policy Off-track Policy: If a female employee wants to go on a sabbatical due to personal reasons, she is granted a leave of up to 2 years after the EPCL management committee’s approval. Upon her return, the organization accommodates her either in the same department, or elsewhere, as per the availability of positions at that time. Female employees can take a sabbatical for a period of 6 months to 2 Telenor years, based on "family/personal needs." Page 36
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CATEGORY 7: WORK-LIFE INTEGRATION, FLEXIBILITY AND BENEFITS Additional DEI benefits Iddat leave is a leave given to a female employees in case of the death of her husband. Many organizations e.g. Bank Alfalah, FINCA Microfinance Bank Limited, Hashoo Groups, Interloop, MMBL and PTCL Group offer Iddat leave. On-site residences or guest houses are provided to females when they are travelling for business proposes so that they have a safe place to stay and to make their stay more convenient. Table 4 presents examples of organizations that provide this benefit. Separate enclosures for niqab wearing women during lunch have been created by organizations within the workplace for women who wear niqab to provide them privacy and comfort while having lunch. MMBL and Teradata are examples of two organizations offering this benefit. Scooty loan is a short- to medium-term loan, specifically for female employees, to purchase a scooty or motorbike in order to make their commute easier. Bank Alfalah, FINCA Microfinance Bank Limited and MMBL are examples of organizations offering this benefit. Adoption leaves are leaves that are provided to working mothers/parents after adoption so that they have the time and space to adjust and adopt the responsibilities that come with motherhood. Jazz, S&P Global and TPL Corp. are examples of organizations offering adoption leave. New mother’s adjustment program provides coaching to women who join the workforce after becoming mothers, to teach them ways to maintain a healthy work-life balance. Bank Alfalah and Jazz are examples of organizations providing this benefit. Priority parking allocates specific areas for women, irrespective of their position, to park their vehicles within the organization’s premises or close to the premises, thus providing them a safe and secure parking area. PTCL Group and TPL Corp. are examples of organizations offering this benefit. An additional noteworthy initiative "Momentum" launched by Jazz to facilitate female employees. Momentum provides a complete support system, referred to as “Momentum”, for moms who are returning from any kind of maternity leave. It is a six-month adjustment program in which the access of these women is eased out gradually, so they are not expected to return and start working immediately. After the maternity leave, all women are given 3 months work from home with reduced hours and reduced workload. At the end of the first three months, post-partum women and their line mangers can agree on flexible working arrangements (there are several choices available) for the next three months. Momentum also includes two support groups, one for new moms and one for new fathers, which is supported by a qualified psychologist who provides useful counseling and coaching in regular support group meetings. Grief counseling for grieving parents, and post-partum depression support is also provided through a qualified mental health practitioner. Page 37
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The bridging group Align and connect Category 8: Assessment, Category 9: DEI Communications Measurement and Research DEI Category 10: DEI Learning and Category 11: Connecting DEI and Development Sustainability
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CATEGORY 8: ASSESSMENT, MEASUREMENT AND RESEARCH CATEGORY 8: ASSESSMENT, MEASUREMENT AND RESEARCH Gender DEI analytics Gender DEI research Organization’s overall gender ratio Department-wise gender ratio DEI items in employee engagement surveys Region-wise gender ratio Focus group discussions on DEI Gender ratio in promotions Pulse surveys on DEI Attrition rate of females Coverage of DEI in exit interviews Female representation in trainings provided DEI one of the themes in 360-degree appraisals Additional DEI analytics Benchmarking for DEI © Gender DEI Toolkit MARC Figure 8: Tools for Assessment, Measurement and Research Industry Examples of Tools for Assessment, Measurement and Research Organizations that are implementing best practices are actively involved in assessing the effectiveness of their DEI initiatives. The assessment tools they are using can be grouped into two themes; gender DEI analytics and gender DEI research. Gender DEI analytics Some common measures for gender DEI analytics are presented in Figure 9. Figure 9: Examples of common measures for gender DEI analytics Female representation Organization’s overall in trainings provided gender ratio Attrition rate Department wise of females gender ratio Gender ratio Region wise in promotions gender ratio Page 39
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GENDER DEI TOOLKIT Additional DEI analytics which were used by some of the participating organizations are presented in Table 9. Table 9: Examples of additional dei analytics used by organizations 1. Number of females in people management workforce 2. Number of voluntary trainings and on-demand trainings provided to females 3. Number of females in the head office 4. Time to hire females 5. Cost to hire females 6. Number of females eligible for promotion but not being promoted 7. Number of females hired each month 8. Percentage of female hiring out of the overall hiring Comparison of the number of females inducted with the number of females who have left 9. position-wise Scrutiny of positions replaced by a male hire after the exit of the previous female position 10. holder and vice versa Detection of gender discrimination in grades awarded to male versus female employees in 11. their performance appraisals 12. Number of mentorships given to female employees 13. Pay gap (induction, promotion, and exit) Page 40
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CATEGORY 8: ASSESSMENT, MEASUREMENT AND RESEARCH Gender DEI research Organizations use various surveys and data collection techniques to conduct research and assess their DEI initiatives. Data and analytics provide the ability to identify whether there are any gaps, prioritize areas for action and enable ongoing measurement of progress. The tools used for gender DEI research include DEI items in employee engagement surveys, focus group discussions on DEI, pulse surveys on DEI, coverage of DEI in exit interviews, DEI one of the themes in 360-degree appraisals and benchmarking for DEI. Focus group discussions A focus group discussion on DEI involves DEI items in employee engagement surveys gathering people from similar or diverse backgrounds and experiences together to Organizations such as Teradata, PTCL Group discuss a specific topic of interest related to and Unilever include DEI items in their DEI in the workplace. Questions are asked in Employee Engagement Survey (EES). The these group discussions about the perceptions, data collected from these surveys is dissected attitudes, beliefs, opinions or ideas of the under the lens of DEI to identify patterns of participants. The PTCL Group has focus non-inclusivity highlighted by the employees. group discussions in order to identify the root cause of any inequality that may exist. Pulse surveys on DEI Some organizations such as MMBL conduct pulse surveys to understand if women in their organization feel safe, respected and comfortable in their workplace. These pulse Coverage of DEI in exit interviews surveys are mainly conducted to gather women's feedback, in order to develop a Exit interviews are carried out when an strategy that best caters to their needs and employee is leaving the organization. Several priorities. companies such as FINCA Microfinance Bank Limited, Jazz, JS Bank conduct exit interviews to improve their policies, and to help and try retain the female employees who plan to leave. DEI one of the themes in 360-degree performance appraisals A 360-degree performance appraisal takes place when employers evaluate employee performance from multiple sources instead of only one-on-one Benchmarking for DEI feedback from a direct manager. Once all the Benchmarking is the process of measuring key feedback is collected, it is used to measure employees’ business metrics and practices, and comparing strengths, weaknesses and skills and can provide a them within business areas or against a competitor, well-rounded performance review. While 360-degree industry peers, or other companies to understand appraisals are more of a developmental tool than a how and where the organization needs to change in rating tool, many organizations integrate this order to improve performance. Bank Alfalah performance review system with other evaluation periodically sets DEI-related internal and external tools to accelerate improvement company-wide. benchmarks to track progress on DEI. In some Organizations such as EPCL identify specific themes organizations, KPIs are set for the departmental regarding gender gaps that are reflected in different heads to achieve an optimum number of women in persons’ feedback in the 360-degree assessment in their respective departments. performance appraisals. Page 41
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GENDER DEI TOOLKIT CATEGORY 9: DEI COMMUNICATIONS DEI discussions in town hall meetings Internal web-spaces to promote DEI External DEI digital campaigns DEI coverage in employee newsletters External DEI communication using social media Internal IVRs and SMSs for DEI Internal meeting sessions on DEI © Gender DEI Toolkit MARC Figure 10 : Tools for DEI Communications Industry Examples of Tools for DEI Communications Numerous communication mediums are being used by organizations to promote DEI internally as well as externally. The aim is to maintain an interactive environment, and to provide employees an easy access to DEI related information, and to communicate with external audiences about DEI related initiatives and issues. Internal communication channels External communication channels Examples of internal communication channels being Examples of external communication channels being used by organizations are: used by organizations are: Internal web-spaces to promote DEI External DEI communication using social media DEI discussions in town hall meetings External DEI digital campaigns DEI coverage in employee newsletters Internal meeting sessions on DEI Internal IVRs and SMSs for DEI Page 42
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CATEGORY 9: COMMUNICATION Internal web spaces used to promote DEI Table 10 provides examples of internal web spaces used to promote DEI. Table 10: Examples of internal web spaces used by organizations to promote dei Bank Alfalah has an email group "Women at Bank Alfalah" on which the bank sends its female Bank Alfalah employees women-centric articles. Internally, communications are rolled out through its learning management system, staff TV channel and HR portal. FINCA Microfinance Bank Limited celebrates International Women’s month instead of celebrating it for a single day. They have podcasts, interviews and panel discussions to raise awareness. The bank FINCA also uploads the material regarding how it celebrated this month (including free health clinic, Microfinance awareness sessions, trainings on financial literacy etc.) on the platform of FINCA Impact Finance, Bank Yammer. Further, the bank has made a WhatsApp group to interact with its female employees. Limited Regular refreshers are sent to all staff members throughout Pakistan via emails (in English as well as Urdu) regarding code of conduct, dress policy, and workplace harassment. Jazz has several platforms including an internal portal and mobile app “People Hub” where all the announcements, including DEI-related announcements are made. In addition to this information about DEI, initiatives and policies are also released on emails, flash messages as well as on Workplace Jazz by Meta. Jazz has also introduced an employee resource group for all women and is expanding it for PWDs, allies and other forms of diversity within the organization. Micro-learnings and small videos are shared on this channel for the purpose of raising awareness. Employees of JS Bank have access to internet portals called Learning Management System and Decibel, where all important announcements are available for people who are part of the organization. JS Bank Emails are another important source of communication, whereby the DEI team rolls out emails providing guide and information about DEI. In MMBL, female employees from top management as well as female employees working in any far-off branch are part of a WhatsApp group. This group enables interaction and provides a platform to MMBL women to communicate their problems so that they can be facilitated accordingly. They can share their achievements, provide feedback, or ask for clarity on any matter of concern. The platform Workplace is used in PTCL Group to run numerous awareness campaigns such as “Diversity at the PTCL Group”, to educate employees about D&I related terminology, and spread knowledge about diversity and inclusion across the company. Moreover, the Pink club at PTCL Group runs different campaigns for engagement purposes. The organization also ran a company-wide DEI PTCL awareness campaign in 2021 through HR news bulletin. In this campaign, a news bulletin that encapsulated DEI related efforts was released every Monday. It has also created a DEI work group on Workplace app which has about eight thousand and one hundred employees. Posts are shared with employees and news about sponsorships are also released so that all the employees and management staff remain aware of the organization’s preferred roadmap for DEI at all times. Unilever has an Internal SharePoint portal that includes an entire module on DEI. The module shares Unilever information regarding Unilever’s DEI initiatives. Page 43
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GENDER DEI TOOLKIT DEI discussions in town hall meetings A town hall meeting is a company-wide event hosted by members of the upper management, with the intention to keep the workforce updated about business results, changes, and the general direction of the company. Several organizations use general town hall meetings to discuss DEI issues, or hold specific town hall meetings on DEI. In Teradata, the topic of values and DEI is included at every town hall meeting which is conducted to include all employees in broad DEI discussions. Similarly, S&P Global conducts town hall meetings to communicate the company’s DEI values and efforts. DEI coverage in employee newsletters An employee newsletter of a company is an electronic or printed communications piece that is used by an organization for its internal communication. Some organizations use it to inculcate the organization’s DEI orientation in the minds of all of its employees. For example, FINCA Microfinance Bank Limited publishes success stories (national and international) of female employees in its newsletter including the success stories of females who started their career as branch managers and are currently at the position of regional manager. S&P Global is another organization that uses newsletters to communicate the company’s DEI values and efforts. Internal meeting sessions on DEI A meeting session is a gathering of two or a limited number of people for the purpose of making decisions or discussing company objectives and operations including DEI-related issues. Meetings are generally conducted in person in an office; however, with the rise of video conferencing technologies, participants can join a business meeting from anywhere. The British Council conducted a series of internal meeting sessions on “Safe Space” in which male and female employees were invited in separate meetings that were moderated by the deputy director and area director (both top-level directors who are managing the operations in Pakistan). Employees shared different problems encountered at the workplace which helped the organization to devise interventions accordingly. Another series of sessions is being conducted by HR, called “Stronger Together,” to help staff open up about their thoughts and feelings about different topics in EDI. Internal IVRs and SMSs for DEI Interactive voice response (IVR) is an automated business phone system feature that interacts with callers and gathers information by giving them choices via a menu. It then performs actions based on the answers of the caller through the telephone keypad or their voice response. This system is also used by organizations to embrace DEI in their routine operations. Along with IVRs, SMSs also facilitate in disseminating specific tailored messages to different groups in PTCL Group, while adapting language (English for management and Urdu for non-management staff) for better understanding amongst employees. Page 44
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CATEGORY 9: COMMUNICATION External DEI communication using social media Businesses create their own social media marketing strategy to promote DEI externally. For example, Bank Alfalah has a "Women who Inspire" and “Women of Resilience” series that are used as a platform to empower women by sharing real life inspiring women's journey with external audiences. The Women who Inspire series is focused more on the top management, where women share messages and advice for the lower level female employees to grow in their career. The Women of Resilience series is focused more on the women in the lower hierarchal level, to understand their struggles. Posts are made which include the name, picture, designation, and message of the employee and are shared on LinkedIn. Jazz also runs public awareness ad campaigns on transgender rights, women rights and mental health issues on social media. Regular press releases are issued on various platforms for external communication, as well as for public disclosure of its DEI practices. External DEI digital campaigns A digital campaign involves raising awareness about DEI across all the digital channels where people engage with an organization. Some examples are presented in this sub-section. EPCL TPL EPCL recently embarked on a gender inclusive TPL Corp ran numerous engaging digital journey targeted at breaking stereotypes that campaigns during the summer of 2021 for eight surround working women by communication tools weeks. The focus of the campaign was to and implementing the narrative of normalizing the enlighten potential employees about how the presence of women at various positions in the company promotes women, directs constant petrochemicals industry. With a digitally driven efforts towards creating an inclusive culture, and campaign titled “Celebrating Our Women,” the benefits of working with TPL Corp. inspiring stories of female employees were launched. The main aim was to break stereotypes that surround working women, especially in the field of engineering. Four episodes were launched, with the following titles. Ghar sai itni dur, akeley kesey rahogi? (How will you live alone this far away from home?) Shaadi k baad, kesey manage kerogi? (How will you manage all of this after marriage?) Yeh larko ki field hoti hay, tum larki ho. (This field- is for men, you’re a girl) Working mother ho? Bacho ko kesey time dogi? (You're a working mother? How will you make time for your kids?) Page 45
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GENDER DEI TOOLKIT Telenor Telenor ran campaigns such as: #SeeTheRealMe, debunking biases around females and communicating their true potential. “Myth Busting”, where male mangers advocated female employees as being equally hard working and competent by sharing the benefits of working with female colleagues, and how female's contributions allowed the organization to gain competitive advantage. The whole practice helped getting male leaders/managers on board, and demolishing the mental traps that become a barrier in hiring female employees. #SpeakUp, reminding employees about different types of harassment and reporting. #BreaktheBias, released on International Women’s Day where Telenor Pakistan's women narrated their stories on how they broke the biases in their workplace Page 46
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CATEGORY 10: DEI LEARNING AND DEVELOPMENT CATEGORY 10: DEI LEARNING AND DEVELOPMENT Popular DEI trainings Additional DEI training Gender sensitization training and learning initiatives Unconscious bias training Sexual harassment training © Gender DEI Toolkit MARC Figure 11 : Tools for DEI Learning and Development Industry Examples of Tools for DEI Learning and Development Organizations conduct numerous trainings in an attempt to create a diverse, equitable and inclusive culture, so that all employees hold similar beliefs regarding gender DEI. Such trainings become a source of enlightenment for employees about the concept of gender DEI, and help them to take practical steps to embrace and enhance DEI in the workplace. These trainings are provided to all employees, including leaders, to foster an inclusive environment. Industry examples related to such trainings can be clubbed into two groups; Popular DEI trainings and additional DEI training and learning initiatives. Popular DEI trainings Popular DEI trainings that are offered by many organizations include: Gender sensitization training Unconscious bias training Sexual harassment training Page 47
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GENDER DEI TOOLKIT Examples of popular DEI trainings Bank Alfalah launched an e-learning platform in 2021 to train and educate their Abacus recently dedicated an entire month to employees on overcoming gender stereotypes carry out trainings on unconscious bias, gender and unconscious bias. The organization also sensitivity, sexual harassment and code of carries out sessions for women on handling conduct, which were mandatory for all sexual harassment, in an attempt to give them employees. the courage to speak up. JS Bank conducts trainings on harassment and gender sensitization. Their gender In order to raise awareness about gender and sensitization training is run specifically for workplace harassment for females at all customer facing staff, and ensures that at organizational levels, FINCA Microfinance least one person at one customer touchpoint Bank Limited carries out online focus group serves as a 'Gender Champion'. It trains them sessions via Microsoft teams every month. on appropriate conduct, awareness on Females are educated on organizational values, harassment, gender biases and the necessary reporting channels and accessibility. considerations and etiquettes to follow while interacting with women. PTCL Group plans to develop portfolios and provide trainings around capacity building, gender sensitive vocabulary and gender stereotypes in the coming year. HRSG has trained employees on social compliance policy i.e., prohibition of harassment and abuse, and there are further The gender sensitization trainings held at plans to introduce sensitivity trainings on Hashoo Group not only help raise awareness DEI. on the matter, but the idea is to unpack the concept in a manner that it pushes people to think critically, internalize it, own it, and A gender audit was conducted by PPAF connect with it. The group provides small- along with the training “Dignity At nugget size organic training of 1-2 hours, four Workplace”. A renowned trainer was invited times a week or once a month, to a group of 10 who generated the concept of D&I that to 12 individuals, on an on-going basis. eventually led to the creation of modules on gender sensitization. Apart from that, PPAF has been carrying out “16 Days of Activism” At Unilever, each and every function has every year since 2014. The program enlightens focused training agendas on female capability. employees on gender based violence by In 2022, the organization is carrying out gender conducting campaigns. sensitization trainings as a refresher. TPL Corp provides training on harassment and makes sure that all employees go British Council, Jazz and Telenor are also through this training as the organization has among the organizations which provide zero tolerance policy towards harassment. trainings on unconscious bias. Page 48
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CATEGORY 10: DEI LEARNING AND DEVELOPMENT Additional DEI training and learning initiatives Table 11 provides examples of a variety of DEI trainings and DEI initiatives offered by organizations. Table 11: Examples of additional dei trainings and learning initiatives Abacus At Abacus, the corporate HR department runs bi-annual training programs with regards to aligning employees career development plans through classroom level soft skill trainings on D&I policies, programs and practices. Bank Alfalah Bank Alfalah plans to start a series on e-learning for first-time mothers and their line managers. The transition of entering motherhood and having to come back to work is challenging and the organization acknowledges it. Educating line managers on how to be more supportive towards these mothers is likely to make the transition easier. FINCA Microfinance Bank FINCA Microfinance Bank Limited conducts a mandatory 45-minute training every March on D&I covering several modules. A quiz is held afterwards, and an employee needs to score 50% or above to move forward. Moreover, a one-day training is conducted on stress management and team building. The company also deputes women champions which could be males or females at all of their touch-points. Their role is to provide a safe space for women, both staff and customers, to educate females about financial inclusion, and to extend their learnings to others. Interloop Interloop conducts numerous trainings on promoting equality and diversity for the management staff, and the company also plans to extend these trainings for the non-management staff. Jazz Jazz conducted a MCC campaign to get male managers/leaders on board so that they can show their support, and share facts on how females provide a competitive advantage and other benefits to their teams. The company has also conducted concentrated trainings with EY, which included trainings on inclusive leadership and becoming male champions of change. Jazz also provides other DEI related trainings which include micro aggressions and implicit bias trainings for all employees; inclusive management training for all people managers and leaders, and inclusive culture and everyday respect training for its leadership team. The organization also offers micro learning using e-learning platforms. Page 49
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GENDER DEI TOOLKIT S&P Global S&P Global has a regular educational webinar series, called "Courageous Conversations", in which leading experts, recognized advocates and authors in the DEI space speak on a variety of DEI topics, including anti- racism, transgender equality, and colorism at both micro and macro-levels. Through these conversations, S&P Global aims for its people to go through the journey of learning together as an organization. A follow-up open forum debrief session, called "Brave Spaces" also provides the opportunity for people to share, ask questions, and have constructive discussions, conducted in a safe space for everyone. Telenor The leadership D&I program at Telenor provides training on D&I to both senior and middle managers. The organization also conducted a female leadership program, which was a workshop to uplift senior female leaders. The aim was to better equip them to manage diversity within their teams while also managing their own and the biases of of their subordinates. The company also carries out the MCC campaign, focused on building male sponsorship for gender DEI. Teradata Teradata conducts acknowledgment sessions called “Diversity Dialogues” to ensure an in-depth understanding about DEI and its challenges. External speakers are invited to share facts, stories, statistics, challenges and practices related to DEI, while also allowing internal volunteers to share their stories about discrimination and inequity. The activity creates sensitization of the matter, by allowing individuals who have gone through such experiences to talk about them, while allowing anonymity. TPL Corp TPL Corp has conducted various training sessions. The sessions were for all management staff and aimed at teaching them the ways to enhance diversity, and be more inclusive in managing their teams. These se also focused on collaboration, transparency and removing unconscious bias. Page 50
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CATEGORY 11: CONNECTING DEI AND SUSTAINABILITY CATEGORY 11: CONNECTING DEI AND SUSTAINABILITY Connecting DEI and sustainability externally Trainings for female customers and clients External scholarship programs for women External DEI research Collaboration with DEI related NGOs Connecting DEI and sustainability internally Domestic violence support for women © Gender DEI Toolkit MARC Figure 12 : Tools for Connecting DEI and Sustainability Industry Examples of Tools for Connecting DEI and Sustainability Organizations extend their DEI believes and practices outside the workplace to play their part in creating a society that values its women as much as men. Gender DEI practices are extended and broadened to cater to sustainability and its multiple dimensions. Examples of such practices can be divided into two main categories; connecting DEI and sustainability externally and connecting DEI and sustainability internally. Connecting DEI and sustainability externally Gender DEI practices that fall under the theme of connecting DEI and sustainability externally are divided into trainings for female customers and clients, external scholarship programs for women, external DEI research and collaboration with DEI related NGOs. Trainings for female customers and clients MMBL FINCA Microfinance Bank Limited MMBL's strategy for women's empowerment includes At FINCA Microfinance Bank Limited, the operations a program a called Women Inspirational Network. department along with the marketing and HR This program facilitates female customers and department, run a National Literacy Program (NLP) borrowers (rural and urban females) who want to targeting financial literacy. The focus is to have as become entrepreneurs, by training and digitally many females in the program as possible and ensure equipping them so that they can achieve their desired financial inclusion of women. This initiative is not just goals. limited to employees at FINCA, but is extended to its female clients as well. Page 51
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GENDER DEI TOOLKIT External scholarship programs for women British Council British Council offers Scottish scholarships to female students from a lower socio-economic background. Hundred plus scholarships are offered for Bachelors and Masters. The company also offers STEM scholarships in External DEI research which female students are sent to the UK for S&P Global Pakistan skill development. S&P Global Pakistan is working in close partnership with UN Pakistan Women's Council Collaboration with DEI on the Future of Women and Work. A recent initiative explored the impact of the pandemic on related NGOs women in Pakistan. A survey was designed by Feroze1888 Texas A&M University, which was kept open for Feroze1888 considers it their responsibility six months. Moreover, The U.S. Pakistan Women's to create job opportunities and raise Council, S&P Global, Texas A&M University, and awareness to encourage women to utilize the U.S. Pakistan Business Council will convene their talent. One of their 14 sustainability companies and private sector-led non-profit goals is solely concerned with working organizations to exchange lessons learned, for towards the betterment of the society. The policy development and recommendations for the company actively interacts with advancement of women. foundations such as Meman foundation and Selaani. Such collaborations allow room for creating employment opportunities. Connecting DEI and sustainability internally Organizations that have DEI best practices also take initiatives which connect DEI with sustainability internally with an aim of embedding it deep into the organizational culture. The domestic violence support offered by Unilever is an example of such practices. Domestic violence support for women Unilever Unilever implements initiatives to provide domestic violence support for its female employees. A policy was devised in 2021 addressing "How to manage domestic violence beyond the workplace". It provided complete facilitation to the employee from a perspective of pulling them out of the dreadful situation. This includes giving them housing for a certain period of time, providing them with mental well-being support, arranging lawyers, and providing any other support or assistance they may need. Unilever also launched a campaign which was reflected in their advertisements. A small ad which revolved around becoming "unmute" was made, empowering victims to speak up. A phone line was also attached with the Ministry of Human Rights, encouraging women to report domestic violence cases. Page 52
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The external group Listen to and serve society Category 12: Community, Government Relations and Philanthropy Category 13: Services and Products, Marketing and Responsible Sourcing
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GENDER DEI TOOLKIT CATEGORY 12: COMMUNITY, GOVERNMENT RELATIONS AND PHILANTHROPY Support for women-led businesses Assistance to underprivileged women in the society Community-based capacity development programs for women Trainings for budding female entrepreneurs Community-based leadership development programs for women Community-based mentorship programs for women Partnerships with other organizations External awareness campaigns © Gender DEI Toolkit MARC Figure 13: Tools for Community, Government Relations, and Philanthropy Industry Examples of Tools for Community, Government Relations and Philanthropy Organizations committed to DEI realize that their responsibilities are not limited to the workplace. Therefore, they partner and collaborate with external parties, or take initiatives for women in the external community to provide these women with opportunities they would otherwise remain deprived of. Examples of initiatives under this category can be divided under two themes; support for women-led businesses and community-based capacity development programs for women. Page 54
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CATEGORY 12: COMMUNITY, GOVERNMENT RELATIONS AND PHILANTHROPY Support for women-led businesses Table 12 presents examples of steps taken by various organizations to extend their help for small women-owned businesses, and encourage and empower women to become successful entrepreneurs. Table 12: Examples of organizations providing support for women-led businesses Examples Organization Bank Alfalah has a toolkit for the SME sector which can be used by women to further enhance their businesses. Visits are made by Bank Alfalah to organizations created and led by women to address ways their businesses can be expanded. Bank Alfalah was also actively Bank Alfalah involved in the Kamyaab Jawaan scheme introduced by the ex Prime minister, to help several women. Jazz has programs in place to enhance digital literacy among girls, maximize female-led Jazz enterprises in the start-up ecosystem and enhance the representation of women across ICT. PPAF conducted an event called Women’s Jamboree in which women who had won Amtul Raqeeb award (acknowledgement for women who had been change makers) over the years PPAF were gathered with the purpose of networking. They shared the initiatives they had taken, and how they had supported their businesses using the money they had won. PTCL Group believes in empowering women, and has provided business to small scale PTCL Group women-owned firms on several occasions in order to give them the opportunity to create industry links. TPL Corp makes continuous efforts to support women in all spheres of life. The company partnered with a women led organization of under privileged females in 2021 which makes TPL Corp artifacts. The organization was given TPL Corp's posters of nearly 50 by 50 feet to recycle and convert them into beautiful artifacts, which were presented to employees on international women’s day. Page 55
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GENDER DEI TOOLKIT Community-based capacity development programs for women Organizations that have embraced DEI partner with different institutes to provide community-based capacity development programs for women to prepare them for starting their professional careers. These programs provide opportunities to many women and equip them with the skills required to join the workforce. Examples under this theme include trainings for budding female entrepreneurs, community-based leadership development programs for women, community-based mentorship programs for women, partnerships with other organizations and external awareness campaigns. Table 13 presents examples of industry practices which come under this theme. Table 13: Examples of community-based capacity development programs for women Bank Alfalah’s SME team has a dedicated department that initiates awareness campaigns on Bank Alfalah financial inclusion of women. Partnerships with organizations such as Sameera and Ladies fund are formed to educate women on financial, as well as non-financial literacy. EPCL partnered with a training institute that aids the company in imparting technical skills in the communities it works with; this includes the Gul Shane Hadid community, and people living around port Qasim. The company is also engaged in talks with WE power, EPCL Women Engineers (Pakistani non-profit organization) and Million mentors (international organization working to increase women representation in STEM) to enhance their efforts for the community. Interloop’s HULT Prize Entrepreneurial program promotes entrepreneurial mindset amongst women in the society. This event took place in collaboration with the Government College Women University Faisalabad (GCWUF) entrepreneurial society and University of Agriculture Faisalabad (UAF). Interloop also sponsored a fashion design course for females Interloop in which an MOU was signed with the Pakistan Network Training Institute Lahore to support deserving female students for a 2-years BA fashion designing course. Interloop also sponsored the IBA-CED program. The aim was to promote entrepreneurship in women and around 300 participants (males/females/families) benefited from the program. Hashoo Group established a non-profit organization called Hashoo Foundation to enable the underprivileged to become self-reliant through various humanitarian and capacity building approaches. The Foundation further established, a social enterprise called Hashoo Hashoo Group Hunar (HH) over the last few decades of its service to the development sector. HH works to alleviate poverty through human resource development initatives, such as youth development centers, sustainable livelihoods, education and health and nutrition programs, with a gender equitable focus. Page 56
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CATEGORY 12: COMMUNITY, GOVERNMENT RELATIONS AND PHILANTHROPY Jazz conducted a bootcamp with the National Incubation Center (NIC) team, in which female entrepreneurs presented their business pitch and were also provided entrepreneurial trainings to support their ideas. The company is also assisting the safe transition of women to the digital world, and as part of GSMA Connected Women Commitment Initiative, it has committed to increase the proportion of women in its mobile internet customer base by 8 Jazz percent by 2023 with a dedicated focus on female smart phone ownership. Also, Jazz and Chughtai Lab collaborate to offer discounts on female specific medical tests. Jazz has also introduced Pink Card though which women can avail 50% discounts on various female related medical tests. The cards are issued free of cost, and women can add five more family members on the card, regardless of their dependency or insurance coverage. Partnerships with CIP, DARAZ, NIC & GDG are formed by MMBL for capacity building MMBL activities for women borrowers and entrepreneurs. PPAF carried out a leadership training program called "Irada". It was a two days’ event. On the first day, community women met donors and narrated their experiences to them. The PPAF second day was focused on their capacity building, which highlighted and worked on strengthening areas such as confidence building, leadership, team management and teamwork. Inclusion is one of the five focus areas of the CSR Policy at PTCL Group. The organization designs and executes interventions that help different population groups especially w.r.t. PTCL Group gender and disability. The organization believes in creating sustainable partnerships with the development sector so that implementation of the CSR projects can be done by organizations that have good penetration in impoverished community groups. S&P Global, in collaboration with U.S.-Pakistan Women's Council (USPWC), has pledged to mentor 20,000 girls and women in Pakistan over a period of 3 years through the "Million Women Mentor" program. Million Women Mentors is a movement to spark the interest and S&P Global confidence of girls and women to pursue and succeed in STEM careers, and pursue leadership opportunities through the power of mentoring. Through this pledge, S&P Global wants to play a role in bridging the global skills gap, and create an inclusive economy. Page 57
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GENDER DEI TOOLKIT CATEGORY 13: SERVICES AND PRODUCTS, MARKETING AND RESPONSIBLE SOURCING Gender awareness in Gender sensitivity in services and product marketing and development customer services Gender equity in sourcing © Gender DEI Toolkit MARC Figure 14: Tools for Services and Products, Marketing and Responsible Sourcing Industry Examples of Tools for Services and Products, Marketing and Responsible Sourcing There were limited industry examples under the categories of services and products, marketing and responsible sourcing. Overall, these areas need considerable attention. The GDEIB 2021 standards provide guidance about the impact of these categories. The standards explain that it is vital for organizations to embed DEI considerations in service and product development. Customers tend to be the most crucial stakeholders for an organization, thus addressing their perceptions and needs sets the tone for how they will engage with the company going forward. It is also integral to ensure that biasness towards females is not reflected in any form in the products or services offered by an organization. Marketing and customer service strategies attract and retain the customer base. The impact that marketing strategies can have on creating an image of the organization in the consumers’ mind is significant. Truly diverse and inclusive marketing strategies require that a message resonate consciously and subconsciously with the audience, connecting with them on a deeper level. If the customers cannot identify with the message the organization is advertising in its marketing campaigns, retaining them is going to be a challenge. Customer service reflects brand image, mission and core values. All these elements are interconnected. Thus authentic efforts of embedding DEI in customer service are critical. Responsible and ethical sourcing refers to a commitment to purchase a significant percentage of goods and services from organizations committed to high standards in DEI, sustainability, ethical behavior, and Fair Trade. Further, the organization supports its current and potential suppliers in maintaining high standards through education and systems that enable them to compete equitably with other suppliers, the ultimate goal being the creation of sustainable, successful, and prosperous societies. Page 58
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CATEGORY 13: SERVICES AND PRODUCTS, MARKETING AND RESPONSIBLE SOURCING Gender awareness in services and products development Organizations are taking steps to elevate the economic condition of women in an attempt to reduce inequities, especially those encountered by women. For this purpose, they make conscious efforts to offer products and services which equitably cater to the needs and wants of both genders. Some industry examples are presented below. PPAF Bank Alfalah PPAF has had several poverty graduation initiatives that Under the prime minister’s Kamyaab Jawaan aim to reduce poverty from the lowest levels and bring scheme, Bank Alfalah specifically designs its services economic and social prosperity. These initiatives have been and products for women and has been lending to implemented in over 100 districts and have influenced 16.28 women entrepreneurs in both the SME and Agri million people with 50% women. The organization also fields. ensures that there is no discrimination when it comes to the company’s interventions. For example, borrowers of microfinance loans are 50 percent females. Another initiative taken by PPAF is their “Art Residency” project, JS bank which was a musical journey out of poverty for indigenous musicians, with a focus on the marginalization of musicians JS bank has a specific product umbrella, "JS Her" within society, preserving endangered indigenous musical which represents all the products specifically instruments and folk economy. Diversity was a core designed for women. Additionally, the bank has component of the Art Residency in Islamabad as a female separate loan products for women who want to vocalist and apprentice duo was added as part of the start their own business, namely JS Khud residency to achieve more gender balance. Mukhtar. Gender sensitivity in marketing and customer service Bank Alfalah is developing gender champions at customer touchpoints bank wide. These champions can either be male or female, and receive a sensitization training, along with the detail about every facility that is available for women in the bank. Gender equity in sourcing Organizations make a conscious effort to have ethical companies on board while conducting business. For instance, Teradata’s code of corporate governance mandates them to ensure that the company they are doing business with, is not unethical or involved in practices that by any means maybe regarded as unethical, immoral or against the cultural norms of that country and its corporate sector. © Gender DEI Toolkit MARC Page 59
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GENDER DEI TOOLKIT 3 SECTION Conclusion Other diversities The way forward
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GENDER DEI TOOLKIT Other Diversities The purpose of this toolkit was to provide examples of gender DEI best practices and to encourage organizations in Pakistan to increase the adoption of such practices. However, many forms of diversity co-exist, and organizations are tapping into these dimensions in order to fully embrace DEI in its true essence. Examples of other diversities for which organizations in Pakistan are taking initiatives includes religiously and culturally diverse individuals, persons with disabilities and transgenders. PWDs Religious and cultural diversity Transgenders © Gender DEI Toolkit MARC Figure 15: Other dimensions of diversity Industry Examples of initiatives for other diversities Religious and cultural diversity Organizations that have embraced DEI are making efforts to inculcate religious and cultural diversity in their workforce, by prioritizing individuals from different backgrounds. A few industry examples are discussed in this subsection. MMBL PTCL Group At MMBL, religious minorities have At PTCL Group, Talent Acquisition teams are encouraged to share been facilitated through the analytics on the kind of candidates they are attracting for each category (gender, religious, cultural) and whether there is a need to explore other introduction of minority leaves. All forums for job advertisements. Talent Management teams are asked to share the religious minorities (Hindus, growth patterns for each category to gauge a pattern of exclusion (if any) Christians etc.) are allowed to take a exists. Performance Management teams are also asked to share data on the day off on their respective religious same lines and are encouraged to address grievances of population groups occasions and on the next day as well. who may feel they are being excluded due to their demographical Minorities get holidays on Muslim background. PTCL Group has offices located in all five provinces and festivals, as well as their own religious cherishes the cultural and religious diversity that their employees bring to festivals. Their religious festivities are the organization. All employees are entitled to take leaves based on their celebrated in the organization as well. religious and cultural commitments. Line managers are encouraged to MMBL also wishes and sends gifts to adjust their schedules around festive times of the year. Close-knit teams get its non-Muslim employees on their together to celebrate religious occasions with their colleagues at the regional religious occasions. level. Page 61
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SECTION 3: CONCLUSION Abacus PPAF Abacus is an organization which not PPAF had a two-week internship program in which people from only has an inclusive environment for various national and international universities were selected. The religious minorities, but also promotes organization was able attract individuals from all across the them to leadership positions. Their country, including Balochistan, Sindh, Interior Sindh and other business process outsourcing practice far-flung areas. Students from all backgrounds were encouraged to area is led by a Christian, while another apply, and their finances were also covered. area is led by a Hindu. Jazz Teradata and British Council Teradata has held online cultural Jazz celebrates its diverse workforce in the form of various events, sensitivity workshops for all its such as Holi for Hindu colleagues with leave for them on their employees. British Council also carried special day, Christmas leave and celebration for Christian staff, out trainings on anti-racism for all its and festivities for Muslim holidays. To support low-income Muslim employees in Pakistan after the George colleagues, Jazz also arranges ration packs and iftar packs during Floyd occurred incident. Ramadan. Persons with disabilities (PWDs) Organizations that have embraced DEI are very actively involved in creating a space for those with disabilities. Some examples of these initiatives are presented in this sub-section. HRSG partnered with NOWPDP to support PWD’s. The organization was part of the "100 Days’ 100 Lives" campaign, where individuals from NOWPDP were mentored by HRSG employees, post which the said individuals are placed within HRSG or with its partners. Last year the company hired and mentored two individuals internally. PTCL Group's most prized intervention for PWDs is their "Justuju" internship program. It is a structured 6-week paid internship program. PTCL Group partners with organizations such as Deaf Talk and NOWPDP to carry out this program. Every intern has a mentor assigned to them from PTCL or Ufone. The program aims at helping persons with disabilities kick start their corporate careers. Before the program was implemented, PTCL headquarter’s building was assessed in to order to ensure accessibility for all. Currently, the headquarters of PTCL, Ufone tower, Karachi zonal headquarter, and Lahore zonal headquarter are all accessible for PWDs. The industry hiring rate of interns under the Justuju Internship program is 30%. MMBL has incorporated differently-abled persons in its workforce through its program “Hum Qadam” and provides them with suitable infrastructure in the head office. This practice is being expanded in other branches as well. Page 62
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GENDER DEI TOOLKIT Telenor has a flagship program called the "Open Mind Trainee" (OMT) through which the company is empowering differently abled persons. This is also a yearly program in which people with different needs are hired, trained and given the exposure which is needed from a multi-national perspective. The whole office facility of Telenor is designed in a way that facilitates PWDs. JS Bank established a partnership with Careem that offers convenient, affordable and safe transport to PWDs with certain discounts in a month on the rides. Jazz has enabled infrastructure provision in the organization such as ramps, lifts and specialized lavatories to support PWDs in its workforce. Persons with disabilities are provided transport facility for work travel. Awareness training for line managers and colleagues was arranged to make sure that PWDs are supported in the workplace, and feel a sense of belonging. Jazz is also launching a focused internship program for PWDs, "Spectrum", which is aimed at providing internship for persons with visible and invisible disabilities. British Council provides disability sensitization trainings, to make the organization more inclusive for disabled people. Transgenders Transgenders of Pakistan are often left ignored in Pakistan. Not many organizations are taking into account this group of people, organizations implementing best practices of DEI are planning to include them in their workforce in the near future. MMBL is one such organization that is aiming to take specific steps to include transgenders in their workforce. Unilever is already quite progressive in this regard. Trainings are provided under the trans-programme in order to sensitize employees before the induction of trans individuals in Unilever’s ecosystem. Jazz has an inclusive culture with transgenders already in its workforce. Recently, Jazz has run a massive campaign, "Super for Change", for transgender rights. The campaign included television commercials, social media campaigns, storytelling events and internal story sharing competition with their transgender community, and special packages for supporting the transgender community. Page 63
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SECTION 3: CONCLUSION The way forward This toolkit focuses primarily on gender diversity and identifies tools that organizations may adopt to support their gender DEI strategies. These tools can be used by both the participating organizations to further enhance their DEI efforts into untapped areas, and also by other organizations to better understand the kind of initiatives that can be taken. The toolkit also briefly sheds light on organizational practices catering to other forms of diversities in Pakistan i.e. cultural and religious diversity, PWDs and transgenders. While some organizations are actively working to include other forms of diversities in their workforce, this notion still requires wider application and acceptance. This can be done in multiple ways. For instance, the existing practices should be communicated via an accessible medium, such as a toolkit dedicated to other diversities, to motivate organizations to implement them. Moreover, detailed research should be conducted on the benefits associated with creating more inclusive workplaces, including but not limited to increased employee engagement, innovative behavior at work and better connection with customers. Indigenous material covering other related areas, such as the frequent challenges encountered by organizations in implementing DEI practices, and practical steps to overcome them, also needs to be developed. Additionally, there should be more training and peer-to-peer learning sessions to share best practices and challenges in implementing these practices. Such sessions can be arranged within organizations, at various organizational levels, to create awareness amongst all employees. Targeted training can ensure that employees, irrespective of their position/level hold a shared meaning of DEI, understand the organization's commitment towards it, and ultimately play their part in fulfilling the DEI goals. Professionals interested in DEI topics should be brought together at various forums to share learnings and have topical discussions about the state of DEI in their respective workplaces. Such events could lead to valuable discussions and learnings on how to advance DEI and foster a sense of belonging in organizations. Furthermore, indigenous case studies and success stories relating to various forms of diversities should be written and then discussed in universities, to form a linkage between industry and academia in this area. All these efforts can collectively create a ripple effect in improving DEI in the workplaces across Pakistan. This will give rise to a fair society where everyone feels appreciated and uplifted based on competence, rather than being treated inequitably because of personal characteristics. Page 64
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GENDER DEI TOOLKIT Methodology An Overview of the Methodology Adopted to Develop the Toolkit The Gender DEI Toolkit is based on data collected from 19 organizations operating in Pakistan. Various organizations which had won awards for DEI over the last few years were approached from September 2021 till March 2022. The concept of the toolkit was explained and they were requested to share their gender DEI best practices with the MARC team. Interviews were taken with at least one person in each organization who was directly involved in the design and implementation of DEI practices in the organization. The purpose of the interview was to collect information on various best practices in the organization; the research was not designed to collect comprehensive data on all possible DEI practices from multiple sources. As a follow-up to the interview, the organizations were also asked to share additional relevant information, documents, photographs, etc. that they had mentioned during the interview, and which were not confidential. Some examples of commonly shared post-interview material include the DEI vision or mission statements, details of DEI-related events, names of DEI programs and trainings, and lists of DEI-related benefits. All interviews were transcribed and added to NVivo, a software for qualitative analysis. Additional relevant information from each organization was also added to the NVivo database. Thematic analysis was used to extract information from the data using a mix of deductive and inductive approaches. Thus, while some initial nodes were identified from the existing literature and the GDEIB 2021 standards, additional nodes emerged from the data. All the relevant information from the 19 organizations was coded under the various nodes/categories and was read by at least two researchers to ensure that the examples reflected the node/category. The names of the nodes were later refined to reflect the categories and sub-categories of the “Gender DEI Tools”. Follow-up emails were sent to the participating organizations in which the focal person was asked to review the information extracted from their organization to be included in the toolkit, to avoid any misinterpretation of information. The first draft of the toolkit was more than 150 pages in length. Based on internal discussions, this was reduced to around 100 pages and shared with a few industry experts and some academicians for feedback. After incorporating feedback from these experts, the toolkit was condensed to its current length to make it concise and user-friendly. Variations in the names of the tools were discussed to ensure that they reflected the vocabulary used in the DEI literature and the industry in Pakistan. The purpose of the toolkit is to provide a list of tools and examples of practices under each tool to enhance gender equity in organizations in Pakistan. Since its inception, the toolkit was not aimed at presenting detailed examples of all DEI practices implemented within participating organizations.The purpose of the toolkit strongly influenced the methodology and was kept in perspective during the whole process of developing the toolkit. Page 65
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GENDER DEI TOOLKIT For further details about the toolkit Contact: Dr. Sadia Nadeem, Professor, FAST School of Management, Islamabad, Pakistan Sadia.nadeem@nu.edu.pk Ms. Ayesha Bano, Assistant Professor, FAST School of Management, Islamabad, Pakistan ayesha.bano@nu.edu.pk For further information about GDEIB 2021 standards Download the GDEIB 2021 Standards: https://centreforglobalinclusion.org/file_download/inline/a1564bf0-9b5d-469a- a516-c6d438c79609 For further information on dei Explore: The diversity homepage of HR Metrics for DEI related activities and news in Pakistan: https://thehrmetrics.com/diversity/ The homepage of The Centre for Global Inclusion for global knowledge and resources on DEI: https://centreforglobalinclusion.org The homepage of EDGE for gender certification for organizations: https://edge-cert.org The Global Gender Intelligence Assessment (GGIA) site for an individual gender assessment: https://globaldiversityservices.com/products/the-global-gender-intelligence-assessment The ISO standards on diversity and inclusion: https://www.iso.org/standard/71164.html Special thanks The MARC team would like to thank Dr. Amna Basharat, Sabahat Bokhari, Amra Mubashar and Sara Khan for their useful comments which helped in refining the toolkit. For personalized illustrations Contact: Areeba Maqsood - areeba.maq13@gmail.com For photography Contact: Adeel Ahmed Khan - adeel959@gmail.com Canva: graphic design platform used for the toolkit This toolkit has been designed and developed using one of most popular online graphic design tools called Canva. The application was created by a female entrepreneur named Melanie Perkins. She has the honor of being among the two percent of female CEOs of organizations which are sponsored by venture capital. Canva has more than 60 million users and has facilitated in creating approximately 3.5 billion designs in over 190 countries, making designing simplified and accessible for all. The company is also committed to fulfill its social responsibility as it donates a 30% stake in the business to a charity that works to end poverty.
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About the Gender DEI Toolkit This Gender DEI Toolkit is developed on the basis of information on gender DEI best practices collected from 19 organizations operating in Pakistan. It presents 47 tools further divided into 80 plus sub-categories. These have been identified by the MARC team on the basis of the details of practices provided by the participating organizations. The tools are organized under the 13 categories of the Global Diversity, Equity and Inclusion Benchmarks (GDEIB) 2021 standards that are published by the Centre for Global Inclusion, USA, with the support and input of 112 expert panelists from around the world. Thus, the toolkit provides practical ideas that are aligned with global standards, to aid organizations in fortifying and enhancing gender diversity in the workplace. Through this toolkit, the MARC team aims to contribute towards the Fifth Sustainable Development Goal (SDG 5), namely ‘gender equality’, by imagineering a future where men and women are working side by side as equals, in all spheres of life in Pakistan. The MARC team is extremely grateful to the organizations who generously shared examples of their best practices. These organizations (in alphabetical order) are as follows: Abacus, Bank Alfalah, British Council, Engro Polymers and Chemicals Limited, Feroze1888, FINCA Microfinance Bank Limited, Hashoo Group, HRSG, Interloop, Jazz, JS Bank, Mobilink Microfinance Bank Limited, PPAF, PTCL, S&P Global, Telenor, Teradata, TPL Corporation and Unilever. About MARC The Management Advancement Research Centre (MARC) was established at FAST-NUCES Islamabad to conduct leading edge research in management sciences with the aim to enhance knowledge and find solutions for industry challenges. Various Special Interest Groups (SIGs) work under MARC, all committed to taking up projects which contribute to the body of knowledge, yet at the same time provide a bridge between academia and practice. About the Director MARC Dr. Sadia Nadeem is a professor at FAST School of Management, FAST-NUCES Islamabad, and the director of MARC. She has approximately 24 years of experience of research, teaching and consulting in the field of HR. Discrimination and disadvantage in the labor market is one of her areas of interest. Please cite the toolkit as: Nadeem, S., Siddiqa, A., Jamil, J., Khan, N., Fawad, R., & Bano. A. (2022). Gender DEI Toolkit: Best practices to enhance gender equality in Pakistan. Islamabad: Management Advancement Research Centre, FAST-NUCES. © 2022 Management Advancement Research Centre (MARC) FAST School of Management National University of Computer and Emerging Sciences, Pakistan
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Diversity & Inclusion Policy
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1. Objective: 1.1 The purpose of the policy is to improve the way diversity and inclusion considerations are integrated within Pakistan Cables Limited (“the Company”). Diversity at Pakistan Cables Limited is about difference. Difference in (and not limited to) gender, physical ability, sexual orientation, nationality, gender identity, race, religion, age or industry background. The Company’s approach to diversity and inclusion is grounded in: • Our Culture that encourages respect for each other, embracing diversity and creating the right environment for employees to thrive • Our commitment to the UN Compact and the basic human rights of our employees • Our Code of Conduct which outline the underlying principles on how we conduct business with our stakeholders’ and applies to all our employees. The Company ensures that everyone is treated fairly and with dignity without any discretion; encouraging them to voice themselves without any feel of harm or prejudice. A workplace where everyone has equal access to opportunities and decision-making that effects their personal and work lives. 2. Applicability 2.1 The Company’s diversity and inclusion initiatives are applicable—but not limited—to our practices and policies on: • recruitment and selection; • compensation and benefits; • professional development and training; • promotions; transfers; • social and recreational programs; • layoffs; terminations; Diversity & Inclusion Policy 01 page
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and the ongoing development of a work environment built on the premise of diversity and inclusion that encourages and enforces: 2.2 Respectful communication and cooperation between all employees. 2.3 Teamwork and employee participation, permitting the representation of all groups and employee perspectives. 2.4 Work/life balance to accommodate employees’ varying needs. 2.5 Employer and employee contributions to the communities, as also defined in the Company’s Corporate Social Responsibility & Donation (CSR&D) policy, we serve to promote a greater understanding and respect for diversity. 3. General Diversity & Inclusion Undertakings: 3.1 Pakistan Cables management shall undertake at all times to extend equal opportunities to individuals and shall attempt to safeguard them against discrimination, promoting a work culture that values diverse teams. 3.2 To promote a diverse organization and an inclusive workplace environment for all internal and external stakeholders such as employees, customers, suppliers. 3.3 Commit to maintaining a culture of inclusion and diversity whilst nurturing the workplace where employee career development is upheld without differentiating between genders, basis of language, religion, political or social status. 3.4 With an aim is to build a culture of inclusion where all employees feel supported, valued and enabled to be their best, Pakistan Cables Limited will focus on targeted initiatives and investments that help the Company to progress its ambition. 4. Diversity & Inclusion Undertakings with respect to Gender 4.1 In addition to the basic measures taken to drive diversity and inclusion, the Company will also proactively undertake the following with respect to Gender diversity and inclusion: Diversity & Inclusion Policy 02 page
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4.2 Diversity In Recruitment: • Address any existing and potential barriers to equal gender opportunities, diversity and inclusion within the recruitment process. • Increasing the number of women applying to and being offered a role in the Company is a priority. • Set targets for recruitment, to ensure Pakistan Cables Limited has diversity in its shortlists and measure the gender composition throughout the recruitment process As part of the Company’s recruitment strategy, there is strong focus to attract more females across all its functions. 4.3 Training & Development: • The Company will provide regular trainings (online/in-person) to Line managers with hiring responsibilities that provide guidance on mitigating unconscious bias from the recruitment process. With the aim to help reduce any gender bias, stereotyping, etc. • To build inclusion at Pakistan Cables Limited, conduct training sessions will be conducted to focus on understanding inclusion and how certain biases sometimes hinder inclusive behaviors at work. Include and highlight relevant gender and diversity-sensitive approaches and learning opportunities available to all employees , encouraging capacity building at all levels. • Undertake focused and specific programs to promote and proliferate open-minded attitudes towards gender diversity, encouraging to develop interpersonal skills such as critical thinking, positive/constructive communication and empathic listening. 4.4 Facilities: • The Company will ensure that suitable facilities are available and in place for females including but not limited to, transportation, washrooms and prayer areas. 4.5 Reporting & Monitoring: • The Company will carry out surveys to be able to get feedback and measure the satisfaction / engagement level of female staff. • Ensure that there are clearly defined and sensitive reporting mechanisms in place in the event that there are any concerns or complaints from female staff. Diversity & Inclusion Policy 03 page
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• Ensure that there are clearly defined and sensitive reporting mechanisms in place in the event that any gender is facing harassment, as per the Company’s Harassment Policy. • Incorporate measures to prevent and respond to gender-based harassment and/or violence in all areas of operations. • Take necessary steps to ensure that our organization actively promote equitable opportunities through equal work, anonymized hiring, extended mentoring systems, balanced remuneration and facilities such as maternal and paternal leaves. 4.6 Targets: • The Company will target to ensure that females are compensated at par with their male peers in comparable cadres and positions and will carry out gap analysis of the same. • The Company will target to ensure that career progression and opportunities are equally available to all genders. • Progress against targets set to measure effectiveness of the Company’s diversity and inclusion programs will be measured and published in internal management reports, in reports made to the Board and in the Company’s Annual Report. 5. Diversity & Inclusion Undertakings with respect to Differently abled 5.1. In its bid to create a culture of acceptance and inclusivity, Pakistan Cables Limited will promote equal opportunities for the differently abled person(s) as part of its ongoing and future programs. For purposes of this policy, a ‘differently abled’ person is defined as an individual(s) suffering from a long term physical or cognitive impairment that affects a major life function, consistent with the definition of the Disability Rights Act 2020. In this way, a barrier free environment will ensure full and equal participation in society by all, regardless of age, gender or ability. 5.2 Commitment: • Pakistan Cables shall ensure that a differently abled employee is respected and offered equal opportunity to participate freely in his/her line of work within the Company without any discrimination. Diversity & Inclusion Policy 04 page
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• No person shall discriminate against the differently abled persons or violate their rights or restrict benefits in any manner. • The Company will provide support and can make adjustments for differently abled through the recruitment process and throughout their careers with Pakistan Cables Limited. • The Company will continually take steps to provide a better experience and facilitate, where applicable, any special requirements for dealing with its suppliers and customers with physical disabilities. • The Company shall take immediate, appropriate and result oriented measures to raise awareness amongst all its employees with regards to recognition and respect for the differently abled persons and their rights. 5.3 Facilities: • The Company shall ensure the provision of reasonable facilities including necessary assistive aid and equipment which a person with disabilities would reasonably require to perform his duties. • The Company will ensure that suitable facilities are available and in place for differently abled that may include but not limited to, transportation, washrooms, broad doors, ramps, important announcements written in large font, over a period of time. 5.4 Targets: • The Company will ensure the mandatory quota of 5% of the total employee base or as prescribed by the local law but will not limit itself to this target. 5.5 Training: • Pakistan Cables employees and suppliers will be trained in issues of relevance to the differently abled persons so that, as appropriate, the Company’s efforts and activities reflect those issues over a period of time. The Company shall ensure that the differently abled persons are treated equally like persons without such disabilities and that they are not discriminated in exercise of their rights. This policy is applicable with effect from May 01, 2021. Approved by: _____________________ Fahd Kamal Chinoy Chief Executive Officer Diversity & Inclusion Policy 05 page
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Diversity, Equity and Inclusion Report 2022
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Contents From Our Chief Purpose Officer 3 A Year of Progress 4 2022 Awards and Recognition 5 Our Approach 6 Governance 7 People 8 People Movement 12 Development and Retention 13 DEI Learning 15 People Engagement 16 Customers 18 Inclusive Products 18 Thought Leadership 19 Communities 20 Supplier Diversity 20 Partners 21 Philanthropy 22 People Engagement and Volunteerism 24 Moving Forward Together 25 S&P Global DEI Report 2022 2
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From Our Chief Purpose Officer Amid the geopolitical and social concerns that faced the world in 2022, S&P Global reinforced its commitment to diversity, equity and inclusion through our values, our words and most importantly, our actions. I am incredibly proud to introduce you to this inaugural edition of our Diversity, Equity and Inclusion (DEI) Report, which builds on our prior impact reporting and details the ways in which we have activated our purpose to Accelerate Progress through our commitment to DEI. We believe that diversity fuels creative insights, equity As Chief Purpose Officer, I work with leaders across the unlocks opportunity, and inclusion drives growth and business, along with my teams in DEI, People, Corporate innovation. Advancing DEI is a key component of our Responsibility, Marketing and Communications. ambition to power global markets. It means driving We center our DEI commitment around our people, inclusion in our products and for our customers and partners, communities, and in our business. We ensure stakeholders, and it includes promoting equity for people progress by linking specific DEI metrics to our leaders’ and communities. compensation and driving accountability and transparency Our People First philosophy underpins our global culture. through increased disclosure. We cultivate a continual We enable our people through progressive policies and feedback loop for action and improvement, including practices, a holistic suite of benefits and philanthropic seeking out our colleagues’ personal experiences programs that support community engagement. related to inclusion and opportunity at work. So often, it’s our People Resource Groups (PRGs) Our People First culture and commitment to measurable around the world, our communities of inclusion, that are progress are accelerating our momentum and fueling our seeing the needs, advocating for change and offering ambition to do more. Our business provides the essential solutions. Whether it’s recommending accessible design data, analytics and research that deliver unparalleled features in our market offerings or advocating for greater insights to our customers on sustainability. In order to understanding and action on human rights, our colleagues continue accelerating progress, we need to embrace the live and breathe People First. most inspirational ideas and forward-thinking practices from India, the United Kingdom, the United States, the This culture of care, and our core values of integrity, Philippines and every place in between. I have never partnership and discovery, served us well as we completed been more excited about what we can achieve together. our successful merger with IHS Markit in February 2022. This report details our work to continue building a more Our expanded organization has brought new perspectives diverse, equitable and inclusive company and world. and programming for greater impact. Tailored DEI Thanks for coming along with us on this journey. approaches and dedicated support for every business strengthen our enterprise-wide DEI strategy and create global momentum. Sincerely, Dimitra Manis Chief Purpose Officer S&P Global DEI Report 2022 3
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A Year of Progress S&P Global’s work to Accelerate Progress in the world brings an opportunity to have meaningful impact for both the planet and our people. To support this essential commitment, we have have taken important steps to strengthen our sustainability and human capital disclosures, and to drive increased representation through recruiting partnerships and colleague engagement. Fostering a culture of DEI is a critical priority at the heart of our strategic agenda and supported by our board, CEO and senior leadership team. approach and our People First philosophy. This DEI Following completion of our merger with IHS Markit in Report is an important step in taking stock of our February 2022, we built on a foundation of long-established DEI efforts, increasing transparency on our progress DEI initiatives, to extend and elevate our programming for and how we plan to move forward. We welcome your the newly combined organization. We have expanded our partnership in this work. mandate to include a division-level and regional approach to DEI. Our DEI vision centers on our people, customers and communities, providing us with a clear direction, and our Sincerely, mission outlines our philosophy and strategy. We saw the value of our approach as we worked to integrate our global People Resource Groups (PRGs), which are essential to supporting our inclusive workplace. Our enterprise-level team provides guidance Annette O’Hanlon and structure, enabling local leaders to form new Chief Corporate Responsibility & Diversity Officer leadership boards, develop strategic plans and produce exceptional programming. Our PRGs now have more than 80 chapters directed by more than 600 global and regional board leaders worldwide and engage 33% of our global workforce. We are excited to go further, led by our data-driven S&P Global DEI Report 2022 4
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About This Report This report covers S&P Global DEI management and performance across its global footprint in 2022, including IHS Markit data from March onward, when we completed our merger. Demographic data included in this report is as of December 31, 2022, unless otherwise noted. S&P Global’s total employee count is 39,950. However, this report excludes CARFAX, CRISIL and Taiwan Ratings Corp. Therefore, demographic data in this report accounts for 34,206 employees. Unless specified, data for previous years is for S&P Global on a stand-alone basis prior to the merger. We are committed to transparency of our workforce’s demographic makeup and to complying with disclosure regulations, including publishing country-specific gender pay gap reporting, which can be found on our Reports & Policies site. Our most recent consolidated U.S. Equal Employment Opportunity data can be found here. For data reporting and information about our third-party assurance, view our 2022 Impact Report. 2022 Awards and Recognition S&P Global DEI Report 2022 5
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Table of Contents Our Approach People Customers Communities Moving Forward Together Our Approach At S&P Global, as the world’s foremost provider of transparent and independent ratings, benchmarks, analytics and data, we embrace DEI as a critical business driver and a responsibility owned by our global colleagues. As a purpose-led company, we concentrate efforts where we have the most opportunity to drive progress across our people, customers and communities. By focusing on our global workforce and aligning our priorities across our partner engagements and philanthropy, we strive for meaningful progress toward systemic equity. We also understand the intersectionality between DEI and respect for human rights, both in our operations and supply chain. In 2022, we built on the strengths of our new, combined company, expanding our Corporate Responsibility and DEI team, reinforcing our commitment to DEI and refining our key areas of impact. In line with our People First philosophy, we concentrated our efforts on our People strategic pillar, focusing on socializing the new DEI strategy across the combined organization, tailoring it for each of the distinct divisions, and consolidating and delivering established initiatives. We also integrated our grassroots and philanthropic efforts, refining our focus areas and strengthening our ability to support and help advance inclusive, resilient communities internally and externally. While we have made good progress in our first year as a combined organization, we recognize that there is more work to be done. We will continue to advance our DEI focus in our organization, through customer engagement and across our global communities, as we deliver in 2023. S&P Global DEI Report 2022 6
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Table of Contents Our Approach People Customers Communities Moving Forward Together DEI Strategic Pillars People Customers Communities Enable our colleagues to thrive Provide essential sustainability Accelerate equity in our and feel they belong by focusing intelligence to our customers communities by integrating on strategic recruiting, investing through a variety of mediums, DEI into our supplier diversity in the development and retention such as DEI reporting, supporting practices, working with local of our people, and providing inclusive product design and partners to devise community a conducive environment for sharing thought leadership. solutions, expanding our learning and overall engagement. philanthropic activities, and increasing transparency through disclosure. Governance Our Board of Directors and senior management view DEI At the management level, our Chief Purpose Officer directs as critical to our long-term success, driving business the development and execution of our People strategy, growth and innovation, and empowering our people to working with senior leaders across the company. She achieve their full potential. As such, the Board regularly oversees our People, DEI and Corporate Responsibility engages with our CEO, Chief Purpose Officer, Chief teams, as well as our Marketing and Communications Corporate Responsibility & Diversity Officer and other functions. In addition, the Chief Purpose Officer leads our members of senior leadership to provide oversight DEI team in working with division and functional leaders in and direction on our DEI priorities and programs. implementing governance to support effective execution. We ensure alignment of enterprise and divisional DEI goals through business reviews and our balanced scorecards. S&P Global DEI Report 2022 7
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Table of Contents Our Approach People Customers Communities Moving Forward Together People Our company’s success depends on our people. We strive to create an environment that encourages our colleagues around the world to feel a deep sense of belonging, where they feel empowered to contribute their unique insights within our company, with our customers and in our communities. We invest in our company by investing in our people. Our People First philosophy is the foundation of our DEI strategy. It’s what drives our efforts to support our colleagues in reaching their full potential. We enable broad access to training and development and encourage connections that can open the door to skill growth and advancement. Diversity in Our Workforce Gender Pay Gap Our ability to attract, retain and develop a diverse workforce We recognize that equitable, competitive, fair and is critical to our long-term strategy, driving business growth transparent compensation and reward programs improve and innovation and empowering our people to achieve their outcomes for our people, our customers and our business. full potential. The pay equity picture is constantly changing to incorporate movements in the organization, such as acquisitions, We believe that increasing data disclosure in our external divestitures, hiring and promotions. We continually review reporting demonstrates our commitment to transparency and enhance our compensation programs and practices and helps guide our progress with concrete metrics. to ensure fair pay for our people. Our pay gap reporting Our reporting of global gender and U.S. race/ethnicity highlights disproportionate representation at different representation data provides a comprehensive view of levels of seniority throughout the company; we remain our people and uses an intersectional lens when analyzing committed to investing in women to reduce these gaps. our workforce. In addition to 2021 data for the historical S&P Global company, this report includes data across our In 2022*: 34,000+ colleagues in 44 countries as of the end of 2022, – Our mean gender pay gap is 14%, up from 5.8% in 2021. following our merger with IHS Markit. 2022 data reflects This increase is mainly due to the integration of historical the merger’s expansion of our global workforce by 14,655 IHS Markit people in our workforce. people, including a significant increase in colleagues from the EMEA (Europe, the Middle East and Africa) region. – Our mean gender bonus pay gap is 29%, unchanged This 42.8% growth in our workforce over 2021 numbers from 2021. impacted the trajectories for some of our gender and diverse representation trends. This combined view establishes – In our efforts to enhance transparency, we are reporting a new baseline from which we will continue to build. the ratio of basic salary and remuneration of women to men for the first time, which is at 84%. Our 2022 workforce demographics indicate priority areas of focus for 2023 and beyond: We will continue to focus on identifying and addressing – Increase female representation globally, currently 38.2%. our gap through recruitment activities, talent planning, professional development and compensation. – Further encourage self-ID campaigns to increase disclosure of LGBTQ+ people, those with disabilities Our gender pay gap reports are available on our and veterans, currently 1.88%, 0.38% and 0.80% Reports & Policies site. respectively, and report globally wherever possible. Pay Equity – Build on the modest growth in our U.S. Black and Following the merger with IHS Markit, we will be Hispanic/Latine populations, currently 4.6% and examining pay equity across the combined organization 5.7%, respectively. in 2023 and expect to report further on our progress. – Across our U.S. critical roles, further extend the growth To review our prior pay equity summary, read our of female representation in commercial and in-demand 2021 Impact Report, published in May 2022. technology roles, currently 37.4% and 32.1%, respectively. *This data reflects all S&P Global people as of December 31, 2022, with the exception of CRISIL, Taiwan Ratings, S&P Guild and union team members, We have provided 2022 data as a snapshot of the newly which are excluded due to their different compensation structures. combined S&P Global baseline. We will continue to provide insight on our workforce demographics in future reporting. S&P Global DEI Report 2022 8
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Table of Contents Our Approach People Customers Communities Moving Forward Together Our Global Presence EMEA 5,410 people North America 2,048 women APAC excl. India (37.86%) 10,297 people 5,189 people 3,864 women 2,411 women (37.53%) (46.46%) Latin America 694 people 345 women (49.71%) India Region 12,616 people 4,402 women (34.89%) 38.21% women globally EMEA: Europe, Middle East and Africa APAC: Asia-Pacific Data as of December 31, 2022. Excludes CRISIL, CARFAX, Taiwan Ratings Corp. The race/ethnicity group ‘Other’ includes: Native American or Alaska Native, Native Hawaiian or other Pacific Islander, two or more races. North America data includes Canada. S&P Global DEI Report 2022 9
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Table of Contents Our Approach People Customers Communities Moving Forward Together Global Age Groups* Global Gender Representation – Year-over-Year Female (%) Male (%) 11.5% >50 years old (3,936) Global 38.9 61.1 2021 38.2 61.8 2022 Senior management 45.0 55.0 30.0 70.0 Junior management 34.3 65.7 32.5 67.5 27.1% Management 33.9 66.1 (9,276) 61.4% 31.1 68.9 <30 years old (20,987) Revenue-generating 38.8 61.2 30-50 years old functions 39.7 60.3 STEM 32.7 67.3 31.7 68.3 0 25 50 75 100 *Excludes 7 non-disclosed employees U.S. Ethnicity by Female % – Year-over-Year Female (%) Male (%) White 39.2 60.8 2021 Global Employees by Location 36.6% 63.4 2022 Asian 41.3 58.7 2.0% LatAm 40.7 59.3 (694) Hispanic/Latine 46.7 53.3 45.0 55.0 51.7 48.3 15.8% Black 46.8 53.2 (5,410) Two or more races 40.7 59.3 38.8 61.2 EMEA 42.9 57.1 Native American or 25.8 74.2 30.1% 52.0% Alaskan N Oa tt hiv ee r 60.0 40.0 42.9 57.1 (10,297) (17,805) North America APAC Unspecified 31.7 68.3 31.7 68.3 0 25 50 75 100 U.S. Diverse Representation as Self-Identified – Year-over-Year 0.99% LGBTQ+ 1.88% 2021 2022 People with 0.44% Disabilities 0.38% Veterans 1.16% 0.80% 0 25 50 75 100 U.S. Ethnicity % – Year-over-Year 0.3 0.1 2021 48.6 21.6 5.0 4.5 2.3 17.6 2022 53.4 19.2 5.7 4.6 14.7 0 25 50 75 100 (%) 1.9 0.3 0.0 White Asian Hispanic/Latine Black Two or more races Native American or Alaskan Native Other Unspecified – All of S&P Global excluding CRISIL, CARFAX and Taiwan Ratings Corp. 2022 data is post-merger and includes the IHS Markit employee population. – As of December 31, 2022, 781 former IHS Markit employees were not assigned a comparable S&P Global job family and level profile; for this reporting, they were assigned a job family and level profile based on their historical job framework identification. Among this group, 228 had no comparable job family assignment and thus were not assessed for the job discipline-related measures such as Revenue Generating, STEM, Analysts/Tech/Sales. – Data reflects self-identified ethnicity for U.S. employees as of December 31, 2022. S&P Global DEI Report 2022 10
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Table of Contents Our Approach People Customers Communities Moving Forward Together Critical U.S. Roles by Gender and Ethnicity U.S. Analytical Roles 7.3% (46) 3.5% (22) 1.9% (12) Female 50.1% 20.5% 16.5% (628) (315) (129) (104) 6.0% (69) 3.8% (44) 2.1% (24) Male 57.0% 13.6% 17.2% (1,141) (651) (156) (197) 3.7% (66) 2.0% (36) All 54.4% 16.1% 6.5% 17.1% (1,773) (966) (286) (115) (304) 0 500 1000 1500 2000 U.S. Commercial Roles 9.4% (56) 5.4% (32) 8.2% (49) 3.2% (19) 11.1% (66) Female 62.6% 4.4% (44) (594) (372) 5.7% (57) 4.4% (44) 2.8% (28) Male 65.3% 17.2% (989) (646) (170) 4.8% (76) 2.9% (47) All 64.2% 5.8% 7.1% 15.0% (1,587) (1,019) (93) (113) (239) 0 500 1000 1500 2000 U.S. In-Demand Technology Roles 2.6% (2) 2.6% (2) 2.6% (2) 13.3% (10) Female 41.3% 37.3% (75) (31) (28) 2.5% (4) 7.6% (12) 1.9%(3) Male 47.1% 28.0% 12.7% (157) (74) (44) (20) 5.9% (14) 2.5% (6) 2.1% (5) All 45.3% 30.7% 13.2% (234) (106) (72) (31) 0 50 100 150 200 250 White Asian Hispanic/Latine Black Other Not Specified – All of S&P Global excluding CRISIL, CARFAX and Taiwan Ratings Corp. 2022 data is post-merger and includes the IHS Markit employee population. – As of December 31, 2022, 781 former IHS Markit employees were not assigned a comparable S&P Global job family and level profile; for this reporting, they were assigned a job family and level profile based on their historical job framework identification. Among this group, 228 had no comparable job family assignment and thus were not assessed for the job discipline-related measures such as Revenue Generating, STEM, Analysts/Tech/Sales. – Data reflects self-identified ethnicity for U.S. employees as of December 31, 2022. – “Other” includes Other, Two or more Races, Native American. “Male” and “Female” may not total "All," because "All" includes those who did not disclose. S&P Global DEI Report 2022 11
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Table of Contents Our Approach People Customers Communities Moving Forward Together People Movement The diverse characteristics and perspectives that our people bring to S&P Global give us a real and vital competitive edge. We are deliberate in building the partnerships and pipelines needed to attract colleagues across all backgrounds and lived experiences. Recruiting Partnerships HBCU Engagement S&P Global embeds DEI into our recruiting and internal To increase the representation of Black colleagues in mobility processes. By doing so, we aim to increase our U.S. workforce – currently 4.6% compared to 12% the pool of diverse candidates at all levels and ensure across the U.S. private sector1 – in 2022, we launched that our hiring processes are fully supportive and an initiative to attract Black talent through meaningful equitable. We do this in several ways, including: engagement with HBCUs. Through long-term, intentional engagements, we aim to improve our hiring of Black – Investing in targeted external DEI-focused events, job students and HBCU alumni, while lending our philanthropy, fairs, partnerships and other recruiting opportunities. research tools and subject matter expertise to bolster – Participating in key career fairs and partnering with key education and research capabilities at partner HBCUs. external vendors to position our company as an employer We identified a few HBCUs for pilot initiatives kicking off of choice for underrepresented colleagues. with Texas Southern University in Houston and Jackson State University in Mississippi. Additionally, we are – Engaging with historically Black colleges and universities working with the National Black MBA Association and (HBCUs) through mutually beneficial partnerships other partners to engage more with HBCUs through focused on brand awareness, community support and skills-building presentations and other support. talent acquisition. Complementing these strategic partnerships, we are exploring innovative ways to engage HBCU students, Attracting Early-Career Talent in the UK through global competitions and topical industry events. To attract diverse talent, S&P Global works with a “ number of partners in early-career recruitment, By taking a deliberate approach, we are including 10,000 Black Interns in the United Kingdom. The program offers paid internship opportunities building long-term partnerships that will across more than 25 sectors, in addition to training and strengthen historically Black colleges development opportunities. For several years, we have and universities and our own ability proudly welcomed interns through this partnership. to attract and retain Black talent.” Cheryl Baxter Increasing our Efforts to Hire People with Disabilities Vice President, DEI Throughout 2022, we continued to expand our efforts to hire and support colleagues with disabilities. We began a partnership with v-shesh, an award-winning impact enterprise that prepares job seekers with opportunities and organizations Partnership Kicks Off at Texas Southern University with disability inclusion. We hired 23 people in In September 2022, we hosted the first S&P Global India across our business in 2022. We plan to Day at Texas Southern University (TSU) in Houston. expand our partnership with v-shesh to further The daylong program included a professional support the community, and we continue to work development session and the establishment of closely with our Reach People Resource Group an S&P Global Scholarship of $100,000 over the (PRG) to champion our people with disabilities. next five years, along with gratis access to Market Intelligence’s Capital IQ data platform, to support student and faculty research and curriculum building. Students had the opportunity to focus on the critical skills they will need as they join the workforce and to engage in valuable discussions with S&P Global leaders about their career aspirations. 1 M cKinsey & Company. Race in the Workplace: The Black Experience in the U.S. Private Sector, 2021, p. 30. S&P Global DEI Report 2022 12
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Table of Contents Our Approach People Customers Communities Moving Forward Together Development and Retention In today’s highly competitive market, companies that thrive are those that attract the best people, invest in their development and equip them to adapt to change. Having a talented, diverse global workforce in place and empowering them with the culture, resources, tools and skills they need for growth and success helps increase productivity, loyalty and innovation. In 2022, S&P Global relaunched our combined enterprise-wide learning team, Edge, to deliver programs and content that promote personal, team and leadership development for all colleagues. Edge programming includes personal and professional skills development, industry hot topic learnings and Create, our signature leadership development program. At the core of our development initiatives is the goal of helping our people grow into their fullest potential and embedding DEI in all that we do. For updates on our learning and development investments, please see our 2022 Impact Report. Support for People Leaders Global Career Coaching Create, our signature leader development program, provided In 2020, we introduced global career coaching, open to all of support and growth opportunities for People Leaders our people. Through this industry-leading approach, certified in 2022. Designed to ensure scalability, sustainability coaches offer confidential, individualized and open-ended and personalization, Create supports a dual purpose: support to help our people identify and fulfill their career to develop consistent foundational capabilities for aspirations. Nearly 2,400 unique individuals have engaged in People Leaders and to provide support for challenges in career coaching since its launch, and in 2022, we expanded uncertain times. Via interactive workshops, group coaching the Career Coaching team to four coaches globally. and one-to-one support, we address topics including – On average, 175+ Career Coaching sessions took place conscious inclusion, navigating difficult conversations and per month in 2022. performance management. – Women, who make up 38.2% of our workforce, 2022 by the numbers: represented 56.87% of those involved in – 30+ faculty members and coaches running 200 coaching engagements. Create workshops attended by 1,500 People Leaders – Of these coaching engagements, 31.6% of supported (more than 4,000 including repeat participants) colleagues in the U.S. identified as diverse (gender/race – 96.6% participants would recommend Create to and ethnicity). a team member According to 2022 survey feedback and data from – 100% participants satisfaction with Create coaching participants: facilitator effectiveness “ 94% would recommend Career Embracing people’s different ideas, Coaching to their colleagues perspectives and experiences drives innovation and improves overall 90% feel that Career Coaching performance. Thus our ability to was positive attract, recruit and retain a diverse workforce is a critical advantage.” 86% feel that Career Coaching helped them think more effectively about their careers Sujatha Menon Zafar Vice President, DEI The program received external recognition in 2022: – Featured in a May 2022 Harvard Business Review article as a best practice for cultivating more equitable access, awareness and support for internal mobility. – Awarded the Best Practices with Internal Coaches Award in the large enterprise category for India’s Top 100 Organizations. S&P Global DEI Report 2022 13
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Table of Contents Our Approach People Customers Communities Moving Forward Together Leadership Development for Women Our global benefits differ from country to country, but some specific offerings include the following: S&P Global is committed to the equitable development of all global leaders. As part of our DEI strategy, we are investing in – Paid parental leave for all parents, regardless of gender, our women leaders throughout the organization. In addition welcoming a child through birth, adoption, foster or to existing programs that are open to all colleagues, in 2022, surrogacy for 26 weeks we expanded three career development programs for our women leaders: – Adoption assistance – PILOT Coaching Program: A six-month program that – Flexible paid compassion leave following loss delivers virtual leadership and career development to 180 of a loved one emerging leaders through individual reflection, manager – Three months’ pay to family members following loss feedback and live virtual group coaching sessions. of an employee – Cajetan Executive Coaching Program: A six-month – Flexible arrangements for those working from home while leadership and career development program for 44 of caring for family our senior women leaders exploring themes such as imposter syndrome, organizational visibility and the – Fertility coverage and a dedicated patient care advocate authority gap. The program is designed to harness the – Family support including back-up care for children and power of cohort-based learning via masterclasses, adult family members executive roundtables and 1:1 virtual executive coaching. – Tutoring services for children – MLBennett Consulting LLC (MLBC) Sponsorship Program: Designed for our women executives, this two- – Gender-affirmation surgery year sponsorship program is virtual and customized to 20 – Menopause support individual participants, leveraging 360-degree feedback, regular sponsor check-ins and tailored development plans to ensure the candidate’s visibility and success. Supporting the Wellbeing of Our People In addition to our comprehensive benefits, we offer Thrive Performance Management a range of programs designed with our people’s In 2022, we introduced a more flexible performance physical, mental health and wellbeing in mind. management program, entitled Thrive. Based on more Wellbeing is a key component of inclusion and we than two years of research and development, Thrive is are committed to ensuring that our people have the designed to cultivate meaningful conversations, personalize tools and resources to address the challenges that career opportunities and to accelerate performance. The impact how they live, work and relate to others. We feedback on this continuous performance experience has offer several global programs to all colleagues: been positive. In our 2022 annual employee survey, our – LifeWorks Wellbeing Program – Information, people reported they are having regular check-ins with their People Leaders, are receiving useful feedback and support and resources at no cost to our people. insights, and have a better understanding of their priorities. Services include face-to-face or video counseling, referrals to wellbeing coaches, legal and financial S&P Global’s Thrive Performance Experience was awarded consultations with licensed professionals and gold at the Brandon Hall Human Capital Management (HCM) child- and elder-care matching options. Excellence Awards. – Lift Session Fitness – Virtual fitness classes, Inclusive Benefits as well as “Mindful Moments” breathing, We’re committed to providing our colleagues with a meditation and light stretching sessions designed comprehensive, competitive and inclusive benefits package to help release stress and improve focus. that caters to the needs of our diverse workforce. This – Wellbeing Support Program – To help our people includes a host of programs, resources and incentives live their healthiest lifestyle, team members to enable informed decisions and healthy lifestyles. receive reimbursement for wellbeing-related activities that meet their specific wellness needs. – Life Speak – A digital wellbeing education platform that provides access to the world’s leading experts on topics ranging from Mental Health, Preventative Health, Family Issues, DEI and Professional Skills Development. S&P Global DEI Report 2022 14