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Unknown DOI | Unknown ID | Unknown Title | chunk_3_15 | Table of Contents Our Approach People Customers Communities Moving Forward Together
DEI Learning
Our DEI commitment includes learnings that promote our DEI-focused culture, values and strategy.
Through continuous learning, colleagues across the enterprise explore how to recognize and mitigate
bias, adopt equitable hiring and management practices, and become better allies and advocates.
Eskalera DEI Learning Experience Effective Interview Skills Learning
In 2022, we expanded access to Eskalera, a DEI learning We strive to ensure that our hiring managers and interviewers
and development platform, to more of our S&P Global are supported when making hiring decisions, especially with
colleagues. Eskalera is an interactive tool for detailed skill- diverse candidates.
building and practice through self-paced microlearning.
Research suggests that conducting a structured interview
Content covers topics such as authenticity, empathetic
is critical to addressing bias in the hiring process. Having
listening, allyship and psychological safety. We aim
clearly defined job specifications allows the interview
to equip people with the tools needed to experience
team to make more accurate hiring decisions by evaluating
ongoing success through knowledge, skills development,
skills needed for long-term success in the role.
increased connection and meaningful insights.
Additionally, aligning on these skills eliminates common
We introduced more than half of our organization to
evaluation pitfalls – such as “culture fit” or “like me” biases.
Eskalera in 2022. As a result, we experienced:
To better support the sourcing and selection process, in
2022, we launched our Effective Interview Skills training.
27,000+ 1.5-point
The training, intended for hiring managers, focuses on
the following themes:
colleague-led inclusion increase on average in
– Creating a structured interview process.
interactions knowledge and skills
development across – Defining clear job specifications and using
multiple areas inclusive language.
– Ensuring all candidates are asked the same
21,000 8,100 set of questions.
people enterprise-wide colleagues registering
gaining access to Eskalera with the platform
The learning journey focuses on fostering skills that are key
for building inclusive environments, as well as increasing
career success and job satisfaction. When colleagues feel
heard, confidence and trust increases. In addition, we further
support the learning experience and enable opportunities
to form meaningful connections and dialogue through
learning circles.
As we continue to roll out Eskalera across the organization,
we look forward to surfacing and sharing analytical insights
about the markers of growth.
S&P Global DEI Report 2022 15 |
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People Engagement
Our inclusive and equitable culture is a key source of strength for S&P Global. We have a shared
commitment to our purpose and core values that come to life through our stories, celebrations, daily
practices and habits. It is fundamental to how we show up each day to power the markets of the
future and deliver impact for our people, our customers and the external environment.
Initiatives such as employee sentiment surveys, Courageous Conversations, DEI events
and active engagement through our global People Resource Groups (PRGs) come together
to create a sense of belonging for our people and bring this culture to life.
VIBE Listening Platform and 2022 Survey Courageous Conversations and Inclusive Speaker Series
To facilitate an environment that embeds our vision, purpose As an anti-racist organization, we believe in doing the
and values, we encourage regular and open feedback. work to educate and equip our people with relevant
knowledge and tools. Our Courageous Conversations
VIBE (Voice, Insights, Belonging and Expectation) is
series is designed to create safe spaces for our people to
S&P Global’s continuous listening program. It is part of a
connect, raise their awareness of racial equity issues and
holistic approach that includes listening channels such as
current thinking, equip them to be allies and advocates
annual engagement surveys, pulse surveys, monthly polls
and inspire them to action. Our Inclusive Speaker Series
and colleague networks. These channels allow our people to
complements Courageous Conversations by addressing
share feedback on their experiences, as well as our company
issues of identity beyond race. Both series aim to shed
strategy, development, culture and other relevant items.
light on how people’s intersectional identities – their race,
gender, sexuality and more – impact their lived experiences.
We conducted our annual VIBE survey shortly after
our merger in 2022, establishing a baseline for future
2022 sessions featured speakers including Dr. Bernice
surveys that will enable us to track progress.
A. King, Temple Grandin, W. Kamau Bell, Lisa Ling and
Maria Hinojosa and attracted as many as 2,200 attendees
The annual VIBE Survey is our most formal listening
per session. To ensure colleagues have space to reflect
channel and a key inclusion and belonging metric for the
and connect after these important sessions, we host
DEI strategy. We seek feedback on a number of key DEI
Brave Spaces open forum discussions to further explore
indicators, ranging from a sense of belonging to degree
these topics and offer the opportunity for colleagues
of comfort in asking questions to leadership. We also use
to share their own thoughts and experiences.
these questions to gauge awareness of DEI programs
and policies. Using the results of the VIBE survey, we are
better able to shape an enterprise-wide DEI strategy
and understand areas of opportunity for particular
businesses, geographies and diverse communities.
VIBE Survey Engagement Index
100
80 88% 87% 86%
80%
60
40
20
0
2019 2020 2021 2022
I would recommend S&P Global as a great place to work 88%
I am proud to work for S&P Global 90%
My work gives me a feeling of personal accomplishment 85%
I would like to be working with S&P Global one year from now 83%
Average 2022 VIBE Survey Engagement Index 86%
S&P Global DEI Report 2022 16 |
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People Resource Groups and Communities “
People Resource Groups (PRGs) provide a safe Our PRGs are the heart of our culture
space and community for our people across diverse of inclusion, driving progress and
geographic, business and cultural backgrounds. United
accelerating our momentum. Following
by intersectionality and shared purpose, our voluntary,
colleague-led networks advocate for a more equitable future our merger in 2022, our network of
for all, making an impact across our people, customers global PRGs is stronger and more
and communities.
essential to our work than ever.”
Building on the earlier success of affinity networks and
employee resource groups, our PRGs help us foster
Tamara Vasquez
inclusion, supporting thousands of colleagues who come
Vice President, DEI
together based on shared life and career experiences to
advance professional development, business success and
community engagement.
S&P Global now proudly supports nine PRGs focused on
the acquisition, engagement and development of talent,
and we are deeply committed to investing in and growing
them. Led by colleagues at all levels around the world, PRGs
provide career-building opportunities that are unique and
lasting. Each PRG is open for anyone to join. We welcome all
allies, advocates, caregivers and friends. Integrating these
networks post-merger was a priority for 2022. Worldwide,
more than 600 colleagues serve as global and regional
board leaders across 80+ chapters in 38 locations and
33% of our people are members of at least one PRG.
Additionally, Communities were launched in 2022 to
encourage colleagues with shared interests to collaborate
and give and receive support in a social space. In less than
one year, more than 2,000 participants have connected on
shared experiences such as running, cooking, gardening,
coaching, HBCU alumni status, mindfulness, parenting
children with disabilities, cycling and interests in wellbeing.
S&P Global DEI Report 2022 17 |
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Customers
Our commitment to DEI extends beyond our walls, to advancing inclusion in the products,
services and thought leadership we offer. We infuse social equity intelligence into the
essential data, connected technologies and expertise our customers rely on to make
decisions with conviction.
In our first year as a combined organization, our focus within the Customer strategic pillar
has been to share our thought leadership through our research, convenings and participation
in industry events.
Inclusive Products
Accessibility is a key component of inclusion. Across our various divisions, we are working to create
products and services that are accessible to all our customers.
While we are still in the early stages of exploring opportunities, we are proud to partner with Reach,
our People Resource Group (PRG) that champions people with disabilities, and believe our joint efforts
to improve accessibility will become the norm for how we create and design our products.
Digital Accessibility Features Accessible Graphic Design
In 2022, we incorporated web and mobile accessibility into For people with color vision deficiency (CVD, aka color
the design and functionality of the Platts Dimensions Pro blindness), it can be hard to distinguish certain colors. To
digital portal for benchmark price assessments, news and assist them in using our products, in 2022, we updated our
analytics insight spanning 13 commodities. To make the color palette for use in designing data visualization charts
product accessible to the broadest possible audience, and graphics across S&P Global business divisions.
we optimized our content and made it compatible with
In our evolved Data Visualization Color Palette, we outlined
assistive technologies like screen readers, voice control,
the recommended default color order to represent nominal
keyboards and other devices. Based on Web Content
or categorical data. It consists of colors that are distinct
Accessibility Guidelines, the new accessibility features
from one another to maximize a chart’s readability. We
are perceivable, operable, understandable and robust:
developed the default color order by testing to ensure
– Users with visual and cognitive disabilities can leverage that people with CVD can digest the information.
screen reader technology on the mobile app to
Looking ahead, we aim to continue to improve the
describe images.
accessibility of our products and further incorporate DEI
– The mobile app also includes voiceover support for into our marketing considerations.
search results, menus and news for the visually impaired.
– The application has improved focus states, which
enhance keyboard users’ ability to navigate.
S&P Global DEI Report 2022 18 |
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Thought Leadership
Through multiple channels and in collaboration with academic, non-profit and private-sector partners, we
deliver research and recommendations to advance DEI best practices. Partnerships include working with New
Financial to create a diversity toolkit for investors and supporting the global think tank Coqual to publish a
study on Equity and Ethnicity at Work: A Global Exploration. We also work closely with our very own Diversity
Research Lab, which aims to explore underrepresented questions in diversity research by pairing S&P Global’s
data and analysis with insights from external think tanks, research organizations and academic institutions.
Diversity Research Lab In 2022, we continued these efforts by:
The Diversity Research Lab, consisting of a broad cross – Producing 51 episodes, with 598,315 unique
section of internal DEI, sustainability and research downloads, of the ESG Insider podcast from
experts, is dedicated to examining the impact of S&P Global Sustainable1 (S1), covering a range of
social, cultural, economic and environmental factors sustainability topics including human rights and DEI.
on markets, economies and the private sector. It
– Launching S1’s The Social Equity & Impact Review
sponsors both proprietary and collaborative projects
with research institutions around the world. newsletter, reporting on how social equity is
shaping corporate strategy, investor activity and
policy decisions.
– Partnering with S&P Global Sustainable1 to
publish research reports on topics including
underrepresentation in corporate workforces
across sectors, LGBTQ+ inclusion in the workplace,
gender diversity and women's leadership styles for
advancing diversity.
S&P Global Industry Events
Over the last few years, we have collaborated with various divisions to ensure that our leading industry
events are reflective of our internal ethos on DEI. In 2022, we were pleased to help advance DEI
understanding, especially in the energy and commodities and shipping and logistics sectors.
Bringing DEI to CERAWeek Programming Honoring DEI Leadership at TPM
CERAWeek by S&P Global provides an integrated S&P Global also hosts TPM, the premier conference for the
framework for understanding what’s ahead for global trans-Pacific and global container shipping and logistics
energy markets, geopolitics and technology. It is widely community, and TPMTech, the world’s most substantive
considered to be the most prestigious annual gathering two-day event for global logistics technology. Over the
of CEOs and ministers from global energy and utilities, as years, TPM has continued to grow, drawing more than 2,400
well as automotive, manufacturing, policy and financial industry professionals, with panel discussions, roundtables
communities, along with a growing presence of tech. and speeches by key industry players, as well as networking.
In 2022, CERAWeek welcomed Dimitra Manis, our Chief Year on year, the conference has increased its commitment
Purpose Officer, as a featured speaker during the session to DEI by including more diverse speakers, introducing DEI
“Spotlight: Developing Leadership and a New Culture for topics at the conference and building a DEI committee to
the Transition.” Dimitra also spoke alongside Leanne Todd, advise on key issues.
S&P Global Head of Upstream Solutions, in a Women in
In 2022, we were delighted to launch the inaugural Salute to
Energy Dinner & Dialogue session. CERAWeek’s Women
Diversity Honor. The first of its kind in the industry, the honor
in Energy program identifies and celebrates women
recognizes organizations across transportation and logistics
leaders, cultivating a community in which diversity can
that are driving diversity, equity and inclusion forward.
flourish and embracing an inclusive environment as the
foundation to strengthen and empower the energy sector.
S&P Global DEI Report 2022 19 |
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Communities
We seek to accelerate progress in the communities we impact. We endeavor to invest in
ways that support inclusive economies, focusing our efforts on expanding supplier diversity,
collaborating with local partners and ensuring our philanthropic efforts are meaningful.
We are a provider of essential intelligence, and enhanced disclosure is integral to our
core values. Throughout 2022, our focus has been on integrating data from our heritage
organizations and maintaining our commitment to visibility and transparency. Looking forward,
we aim to build on our robust reporting and continue to expand on current disclosure.
Supplier Diversity
Identifying, developing and sourcing products and services from diverse and traditionally
underrepresented suppliers helps foster innovation, reduce the risk of supply chain disruptions and
advance our commitment to DEI. S&P Global is committed to treating all vendors with integrity and to
supporting and encouraging the aspirations of diverse groups.
Our U.S.-based Supplier Diversity Program provides fair diverse suppliers grew to 7.3% in 2022 from 6.5% in 2021. The
and equal procurement opportunities for all capable and number of U.S. diverse suppliers grew in 2022 to 295 from
competitive suppliers. S&P Global actively encourages and 175 in the previous year. While the overall Supplier Diversity
invites applications from businesses that are managed or led program was strong, organizational disruptions related to
by members of underrepresented groups. the merger presented some challenges. The percentage
of sourcing events that included diverse vendors, and
As a result of the merger, the supplier diversity team went
awards made to diverse vendors at those events, declined.
through a reorganization and reprioritization in 2022,
However, with the new team in place, we are already seeing
including the hiring of the company’s first full-time Supplier
improvements, including significant new awards made to
Diversity Manager, to start in January 2023.
diverse suppliers in Q1 2023.
Under this new structure, the team will enhance supplier
Supplier diversity is also part of our inaugural sustainability-
diversity by adjusting policy and governance to address areas
linked bond (SLB) issuance, with a key performance
of growth, reinvest in outreach and engagement with diverse
indicator tied to increasing supplier diversity to 10% by
groups, increase awareness internally, and build on systems
the end of 2025.
for reporting and tracking. Our percentage of spend with U.S.
2020 2021 2022
Percentage of spend with U.S. diverse suppliers (%) 6.5 6.5 7.3
Percentage of U.S. sourcing events including diverse suppliers (%) 29 32 13
Count of U.S. diverse suppliers 161 175 295
Percentage of U.S. sourcing events awarded to diverse suppliers (%) – 24 3.7
S&P Global DEI Report 2022 20 |
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Partners
Our efforts to foster a more equitable society depend on meaningful engagement with community-based
organizations. We apply a DEI lens in all of our work with community partners. Our partnerships with
Million Women Mentors (MWM) in Pakistan and Samhita-Collective Good Foundation (CGF) in India are
just two examples.
Celebrating Million Women Mentors Bringing Financial Inclusion to
India’s Women Entrepreneurs
Million Women Mentors (MWM) is the premier network
dedicated to encouraging girls and women around the To help support India’s informal workers struggling to recover
world to pursue, persist and succeed in STEM careers. The their livelihoods since the onset of the global pandemic,
Pakistan MWM initiative aims to catalyze commitments to S&P Global has partnered with Samhita-CGF and India’s
mentor 1 million women and girls in Pakistan by 2025. Self Employed Women’s Association (SEWA) to provide
returnable grants for small entrepreneurs. Through the
In collaboration with the U.S.-Pakistan Women’s Council
REVIVE Alliance, these entrepreneurs – especially women –
(USPWC) and under the MWM initiative, S&P Global has
are supported with timely, affordable and easily accessible
mentored more than 12,000 women in Pakistan as part of our
capital, fostering economic recovery, resilience and growth.
pledge to mentor 20,000 girls and women by the end of 2023.
S&P Global was the first USPWC member to support the Returnable grants act as a 0% loan with no legal obligation,
initiative, pledging in October 2019 to reach 20,000 women which women artisans and street vendors have invested
and girls to advance women’s participation and leadership in buying raw materials for their businesses. The initiative
in science, technology, engineering and mathematics supports 700 women, including 500 artists and 200 street
(STEM) careers. vendors across Gujarat.
More than 150 S&P Global mentors in Pakistan delivered Building on this success, S&P Global India is currently
more than 190 sessions on STEM and other diverse topics partnering with Samhita-CGF to provide working capital
and volunteered more than 870 hours. The MWM initiative support for marginalized entrepreneurs and farmers through
provided critical support to women during COVID-19, a Returnable Grant. This 24-month partnership, beginning in
supporting Pakistani women’s economic resilience. 2022, is spread across two projects with Access Livelihoods
Consulting and Mann Deshi Foundation. Leveraging the
“
multiplier effect of a Returnable Grant, we intend to reach
Our philanthropic efforts seek to honor
the following impact:
the uniqueness of the communities
– 3,000 to 3,800 women micro entrepreneurs from
where we live and work, allowing
locations across Maharashtra are expected to have
more people to build wealth and access to returnable grants over a two-year period.
experience economic security.”
– 1,100 women farmers from Kodangal, Telangana, who are
undertaking conventional industrial mono-crop-based
Alyson Genovese agriculture and are now transitioning to organic farming,
Vice President, Global Head of are expected to access returnable grants over two years.
Corporate Responsibility
S&P Global DEI Report 2022 21 |
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Philanthropy
Our investments in corporate citizenship help drive the development of inclusive and resilient economies,
leaving no one behind. We leverage a variety of assets, such as the S&P Global Foundation, employee
volunteer programs and our products and services, to provide access to tools and resources, providing
opportunity for individuals, families and communities.
In 2022, upon the completion of the merger, S&P Global evolved its philanthropic strategy to align with
three key topics: diversifying technology and data, creating environmental resilience and building thriving
communities. We also made a deliberate decision to embed DEI as an explicit, core component of each
focus area, to build upon and strengthen our commitments.
Philanthropy at S&P Global
S&P Global accelerates progress. Our philanthropic investments help drive the
development of inclusive and resilient economies, leaving no one behind.
Diversifying Creating Environmental Building
Technology and Data Resilience Thriving Communities
We work to diversify the We help vulnerable Together with our employees,
technology and data sector by communities adapt to new we support communities
funding job training and climate realities and prepare worldwide by addressing local
placement opportunities for and rebound from needs and respecting the
for individuals from climate-related disasters. uniqueness of every community
underrepresented communities. where we live and work.
S&P Global DEI Report 2022 22 |
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S&P Global Foundation
New S&P Global Foundation Grantees Advancing DEI
The S&P Global Foundation strives to magnify the impact
of our philanthropy by connecting the knowledge and Trust for Public Land – Funding supported the
skills of our people worldwide with societal needs. It also New York City Community Schoolyards program to
supports global disaster relief efforts aiming to drive the contribute to the opening of five schoolyards serving
development of inclusive and resilient economies. Its 29,000 people, 99% of whom were people of color.
current areas of focus include diversifying technology Of this supported group, 77% were also from low-
and data and creating environmental resilience. income backgrounds and 650 were students with
disabilities. By transforming asphalt playgrounds into
The S&P Global Foundation is governed by a seven-member green spaces, the projects improve student education
Board of Directors, who represent a cross section of outcomes, community health and climate resiliency.
skills, geographies and perspectives. We are leveraging
our newly endowed funding model with the $200 million OutRight International – Funding supported From
endowment from S&P Global, and taking steps to position the Margins to the Center – LBQ (Lesbian, Bisexual
the Foundation for the greatest impact in the future. and Queer) Women in International Movements
and Space. This project includes capacity-building
With the support of the Foundation Board, it has updated trainings for new and emerging leaders, mentorship,
its strategic focus areas to increase alignment with our project incubator grants and promotion of LBQ
enterprise philanthropic philosophy. Moving forward, women speaking engagements to advance advocacy.
the Foundation’s programs will center on diversifying
technology and data and creating environmental resiliency.
Through diversifying tech and data, it will support job
2022 S&P Global Foundation Giving
training and placement opportunities for individuals
from underrepresented communities. Its environmental
resiliency efforts will help vulnerable communities to COVID-19 Relief Enterprise
prepare for and adapt to climate realities and climate- $1.1M
$345K
related disasters. Equity and justice are cornerstones
of both focus areas, as the ultimate objective is to
drive inclusive and resilient economies for all.
For more information about S&P Global Foundation and
Employee
our philanthropic efforts, please visit the Foundation Equity &
Programs
Inclusion
website and read our 2022 Impact Report.
$4.7M
$1.6M
Inclusive
Economy
Disaster Relief
& Skills Gap
and Environment
$1.9M
$1.85M
S&P Global Foundation Board Demographics
1
Black 3
4 Male 4
2
White Female
Asian
S&P Global DEI Report 2022 23 |
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People Engagement and Volunteerism
Our PRG Volunteer Projects
S&P Global’s impact in the community is powered by our
In 2022, more than 1,900 of our colleagues
people. Through our colleague engagement programs, our
participated in 284 volunteer events worldwide. These
people champion, engage and advance our commitment
included 414 colleagues who donated 1,809 hours
to an inclusive economy where everyone has equal
to 50 projects as part of the efforts of the People
opportunity – what we call “Building Thriving Communities.”
Resource Groups. Some project highlights include:
All colleagues are provided with 40 hours paid leave for
volunteer service with the organization of their choice, United States: Skills for Cities
team volunteer grants of $1,500, a $5,000 matching gifts
Together with our partner Common Impact,
program and a $500 grant to a nonprofit partner where
S&P Global colleagues spent the day with New
the employee volunteers more than 25 hours annually.
York-based nonprofits working at the intersection
of climate justice and racial equity. Specifically,
Volunteerism is a powerful way for our colleagues to
our people worked with The Climate Mobilization,
connect with each other and give back to organizations that
Trust for Public Land, Latin American Coalition
are meaningful to them. Over a given year, our colleagues
and the Dan River Basin Association to tackle a
contribute an average of 20,000 hours volunteering globally.
core business challenge (e.g., in marketing, HR,
Additionally, all our People Resource Groups (PRGs) are technology, operations, program design or another
provided with budgets to design and implement their own area) to help the nonprofit advance its mission.
employee volunteer initiatives. In 2022, PRGs around the
world hosted 50 projects. Hong Kong: Upcycling Workshop with
Underrepresented Children
Our people collaborated with HandsOn Hong Kong
Limited to enhance social integration with people from
other cultures. Colleagues worked with young people
to make Chinese lanterns from recycled materials and
played games to learn more about the Mid-Autumn
Festival as part of Chinese culture. The group then
donated treats and educational materials to promote
further learning and encourage racial harmony.
Singapore: IT Literacy with Daughters of Tomorrow
Ten of our people donated 20 hours to Daughters
of Tomorrow’s IT Literacy Program. Daughters
of Tomorrow’s mission is to facilitate livelihood
opportunities for underprivileged women, support
them in achieving financial independence and
enable social mobility for their families. The IT
Literacy Program provided training in basic computer
skills, including Microsoft Word and Excel.
S&P Global DEI Report 2022 24 |
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Moving Forward Together
As we look to 2023 and beyond, S&P Global remains firmly committed to continuing to drive DEI for
our people, our customers and our communities. Our newly combined company is united around
our shared purpose and People First philosophy. In the coming year, we will advance DEI by:
– Building on our enterprise- and division-level DEI strategies with an increased regional lens.
– Expanding partnerships for diverse recruiting.
– Strengthening our culture of inclusion and belonging.
– Further investing in DEI learning and development.
– Evolving our DEI governance and operational practices.
Accelerating meaningful progress requires intentional actions and a high level of accountability. We
are committed to advancing our DEI efforts and continuing to disclose and report with transparency.
This inaugural DEI Report is an important milestone for our newly combined organization,
and we look forward to continuing to share our growth and progress.
S&P Global DEI Report 2022 25 |
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U nited Nations Children’s Fund (UNICEF)
established its first Gender Policy in 2010, as R
the global community was advancing a more
progressive normative framework around gender
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equality and the empowerment of girls and women.
In the decade since, there has been notable progress,
attributable to more deliberate investments in improving
the lives and well-being of girls and women. Change has
not been far-reaching enough, however, and significant © UNICEF/UN0389426/PANJWANI
hurdles remain, as gender discrimination, perpetuated
through laws, policies, norms, and practices, continues to
restrict girls’, women’s and other groups’ decision-making for gender equality and the empowerment of all children, The Policy highlights the history, vision, and
power and limit their potential. Furthermore, the global adolescents, and women. It mandates that UNICEF go strategic comparative advantages of UNICEF related
impacts of the coronavirus disease 2019 (COVID-19) beyond simply responding to the manifestations of inequality, to gender equality and articulates the commitment
pandemic, climate change, conflict, and other crises have and instead work actively to remove the underlying structural of the organization to achieving its vision through
highlighted how fragile gender equality gains truly are, barriers – such as harmful social norms and gendered power strategic partnerships, amplified investments in
threatening rollbacks to progress in many areas, from systems – that perpetuate inequalities. This transformative, transformative programmes and policies, and,
education and health to employment, food security, and values-based approach, which simultaneously empowers importantly, improving the ways in which UNICEF
protection from v•io lence. disadvantaged children, adolescents and women, positions conducts its work. This commitment is further
gender equality as fundamental to child rights and seeks to operationalized in a Gender Action Plan, which
Looking towards 2030, UNICEF is issuing a new Gender chart a clear path towards a more just, equitable, empathetic, describes the concrete steps UNICEF will take
Policy, which reflects current realities and the evolving and inclusive world for all. This Policy places a special to centre gender equality and the empowerment
gender equality landscape. Aligned to the Sustainable emphasis on promoting the leadership and wellbeing of girls of girls and women, while supporting, and even
Development Goals and United Nations Reform, this Policy and women, recognizing that they continue to bear the brunt leading, the global community toward a more
commits UNICEF to a bolder and more ambitious vision of multiple intersecting deprivations. equitable world for all.
2 UNICEF GENDER POLICY 2021-2030 |
Unknown DOI | Unknown ID | Unknown Title | chunk_4_3 | ...this Policy commits
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Introduction
© UNICEF/UN0208450/PREECHAPANIC
U NICEF has long embraced and prioritized and the Convention on the Elimination of All Forms of equality – including as described in the Sustainable
gender equality and women’s and girls’ Discrimination against Women, and were strengthened Development Goals – to emphasize the importance of
empowerment not only as core principles and significantly in the 1990s, with the Plan of Action from the gender equality and girls’ and women’s empowerment in
practices, but as essential to the realization of International Conference on Population and Development, all sectors and contexts where UNICEF works.
the human rights of all children. Gender discrimination the Beijing Platform for Action from the Fourth World
can start even before birth and impede the realization Conference on Women and their follow-on agreements. Now, with gender equality widely understood as central to
of rights across every stage of life - through infancy, the success of the Sustainable Development Goals and to
childhood and adolescence, and beyond. The first official Gender Policy of UNICEF, issued in 2010, the efforts of all United Nations agencies, the time has come
included broad aspirations and commitments, as well as to issue a new Gender Policy for UNICEF that reflects the
As the United Nat•i ons agency mandated to protect and practical applications for the agency. The first UNICEF lived realities of those we serve. This new Policy builds on
promote the rights and opportunities of children and Gender Action Plan (2014-2017) furthered the Gender the important foundations established through the previous
adolescents – at a stage of life when gender norms are Policy by laying out specific guidance for programming, Gender Action Plans and is grounded in human rights-
learned and solidified – UNICEF has a unique responsibility institutional effectiveness, and reporting on and assessing based approaches and development system reforms. It is
to ensure that gender equality is at the core of everything progress toward gender equality and women’s and girls’ closely aligned to the United Nations System-wide Action
it does. These commitments and responsibilities are empowerment. The second Gender Action Plan (2018- Plan on Gender Equality and the Empowerment of Women
rooted in the Convention on the Rights of the Child 2021) built on growing global commitments to gender (UN-SWAP) and commitments that UNICEF has made
3 UNICEF GENDER POLICY 2021-2030 |
Unknown DOI | Unknown ID | Unknown Title | chunk_4_4 | as part of the Inter-Agency Standing Committee Gender
Accountability Framework and the Core Commitments for
Children in Humanitarian Action, among others.
T
UNICEF recognizes that gender norms and expectations
impact all children and women, and that girls, as well as
F
children of diverse genders, are at disproportionate risk of
gender-based discrimination, rights violations, and denial of
full access to resources and opportunities. A specific focus A
on these individuals and populations is therefore necessary
to advance their rights and wellbeing, and to achieve the
broader vision of a more equitable world demanded by R
the Sustainable Development Goals. Simultaneously,
UNICEF recognizes the need to address gender holistically,
D
including through the ways in which it intersects with
other dimensions of children’s and adolescents’ lives.
This includes addressing its linkages with race, ethnicity, © UNICEF/UN0297816/HERWIG
sexuality, disability, gender identity, and other critical
factors. It also requires adopting approaches that promote
Vision:
positive masculinities and non-violent behaviours, and that but also actively work to transform harmful gender norms;
engage boys and men in actively working to achieve a mitigate the impacts of harmful masculinities on all
gender-equal world, where all will benefit. children and adolescents; promote equality in relationships,
The World We
opportunities, and power structures; and support the
Changes in discriminatory and harmful norms, behaviours, development of all children, adolescents, and women to
and power structures cannot happen overnight, but Work For their fullest potential.
progress seen in recent decades toward increasing girls’
primary educational attainment, sexual and reproductive
To this end:
health and rights, and reducing instances of child marriage
and early unions, •fo r example, demonstrate that such U NICEF works for a world in which all nations, for a world that has eliminated and healed from
WE
change is possible. At the same time, the escalation of institutions, communities, families, and individuals the generational legacies of discrimination of all
STRIVE
harms to girls, women, and marginalized groups, as well as value and care for children and adolescents of kinds, including on the basis of sex, age,
the disproportionate and potentially lasting impacts of the all gender identities, gender expressions, sexual religion, race, ethnicity, health, economic status,
COVID-19 pandemic, point to just how fragile these gains orientations, and sex characteristics as equals; and where occupation, class, caste, citizenship, national origin,
may be, and why a commitment to structural, societal, and countries not only prioritize investments to promote and immigration status, sexual identity or orientation, gender
institutional change is necessary to sustain progress. protect the rights of all children, adolescents, and women, identity or expression, disability, and urban/rural locality,
4 UNICEF GENDER POLICY 2021-2030 |
Unknown DOI | Unknown ID | Unknown Title | chunk_4_5 | or other status, and in which intersecting effects of
systems of oppression on the basis of these and other
identities and characteristics no longer exist.
T
to support meaningful and diverse partnerships
WE
with governments and others that promote
AIM
F
children’s and adolescents’ ability to access
their fundamental human rights, including their rights to
learn, to adequate health and nutrition, to clean water and A
quality sanitation, to poverty, to sexual and reproductive
health and rights, to fully and meaningfully participate in
their communities, to influence and lead social change, R
and to contribute to sustainable development and healthy,
green, and secure futures.
D
for a world in which all children and adolescents
WE
grow up in peaceful and just societies, free
STRIVE
from the experience or threat of violence and
harmful practices in all settings, including, among others,
gender-based violence, neglect, exploitation, child
marriage, female genital mutilation, and violence © UNICEF/UNI363386/SCHERMBRUCKE
experienced in and outside the home, and in online
spaces, among others.
to support parents, families, and communities to to close gendered divides in access to to create a world where children, adolescents,
WE WE WE
gain the resources they need to support children education, employment, and technology; and and adults co-create and model new and more
AIM AIM AIM
and adolescents through healthy and gender- to ensure that all children and adolescents equitable systems of power; where all children
equitable life course transitions, from infancy to adulthood, benefit from and drive innovations and new pathways to and adolescents - and especially girls - claim their equal
and to establish p•o sitive norms and social structures based learning and interacting. right to wellbeing, fulfilment, and contribution to
on shared values of equality, justice, and human rights. sustainable development; and where girls and women
for a world where all children are protected are recognized and supported as leaders, innovators,
WE
for a world where all children and adolescents against the gendered impacts of poverty, change-makers, and problem-solvers, thereby securing
STRIVE
WE
are protected, encouraged, supported, and have economic discrimination, climate insecurity, the foundations of civil and political liberties during their
STRIVE
access to the education and information they water scarcity, crisis and conflict, and social exclusion lives and through future generations.
need to understand, speak, and act on their own truths. throughout their lives.
5 UNICEF GENDER POLICY 2021-2030 |
Unknown DOI | Unknown ID | Unknown Title | chunk_4_6 | Added Value, Partnerships
Recognizing the importance of diverse partnerships,
UNICEF will use its unique ability to convene and engage
Strategic and UNICEF recognizes
partners at all levels to advance gender equality. In addition
that Tgender norms and
to national and subnational governments, UNICEF will
expectations impact all children
strengthen and expand its relationships with civil society and
Comparative Fand women, and that girls, as well
non-governmental organizations, bilateral and multilateral
as children of diverse genders, are at
partners, donors, academic and research institutions,
disproportionate risk of gender-based
the private sector, and tAhe media, as well as children
Advantage
and adolescents, to advocate for policies and practices discrimination, rights violations,
that support gender equality across all of its goals and and denial of full access to
of UNICEF Rmaximise impact. This includes leveraging relationships with resources and opportunities.
governments to advocate for transformative budgeting and
dedicated financing at the country level to ensure resources
D
are allocated toward the advancement of gender equality. It
W ith visibility, public trust, and credibility also entails expanding partnerships with, and the meaningful
generated through 75 years of engagement of, girl-led, youth-led, and women-led feminist
experience and achievements in close and rights-based organizations and networks.
Positive gender socialization
collaboration with governments and
other partners; presence and operational capacity in UNICEF has a comparative advantage and mandate to
Adolescent girls
190 countries across the humanitarian, peace-building, support the development and expansion of positive,
and development nexus; long-standing strategic In close partnership with the United Nations system, equitable norms during childhood and adolescence,
partnerships, from the grassroots to the global levels; including its sister agencies UN Women, the United when gender identities, norms, expressions, and
experience in norms change, including advocating for Nations Development Programme, and the United Nations discriminations are shaped, learned, and amplified.
systems-level changes, and scaling up effective and Population Fund, and through engaging adolescents UNICEF will expand on its considerable capacity and
evidence-based programming; and a demonstrated and young people, UNICEF has already demonstrated a experience in the work of social norm change by
capacity to work across sectors and the life course, capacity to generate results at scale to promote gender engaging parents, caregivers, community leaders, and
UNICEF strives to be a leader and collaborator equality, including advancing adolescent girls’ wellbeing. boys and men as active partners, and allies for gender
within the Unite•d Nations system and a model for UNICEF will continue to confront the persistent and equality; and by promoting gender-equitable policies and
the global community in advancing transformational interrelated inequalities that adolescent girls face and will services. Incorporating norms change into work on early
change toward gender equality. We are committed to promote the importance of investing in girls to ensure childhood development and education, for example, can
advancing this change in several key areas where we empowered future generations of women. UNICEF will simultaneously increase childcare options, decrease
have particular strengths and added value, including also continue to invest in empowerment approaches that the burden of unpaid care work which women and girls
the following: are girl-centred, and that intentionally create spaces for girls disproportionately shoulder, and expand more gender-
to lead, innovate, develop, and own solutions. equitable involvement of men and boys.
6 UNICEF GENDER POLICY 2021-2030 |
Unknown DOI | Unknown ID | Unknown Title | chunk_4_7 | Gender equality in humanitarian action
The mandate for and ongoing commitment of UNICEF to
the protection and support of children and adolescents
T
in crisis and humanitarian contexts also brings a crucial
responsibility for ensuring that its work in emergency
F
preparedness, disaster risk reduction, and crisis
response is increasingly gender-transformative in
its approach. Aligned to the Core Commitments for A
Children in Humanitarian Action, UNICEF will act to
address gender-based violence in emergency settings
and beyond; ensure that programmes delivered in thesRe
settings are consistently informed by gender analyses,
evidence and data; and prioritize the meaningful
D
participation of girls and women.
Institutional
Transformation
© UNICEF/UN0364381/ALIAGA TICON
For Gender
world. As we endeavour to achieve this vision, we Our culture and the ways in which UNICEF works,
Equality must continue our own internal transformation toward including our processes and procedures, must exemplify
becoming a more gender-equal institution. Continued the principles we envision and for which we strive.
integration of gender equality across the agency and
• its programmes requires dedicated attention and We thus commit to being a gender-transformative
U NICEF believes that both the achievement resources to build gender capacity; to embed gender organization that invests the appropriate
of gender equality and the empowerment of expertise; to collect and analyse data in ways that resources in developing the capacity of staff,
all girls and women are paramount in their improve the understanding and tracking of gender and that invests in partners and programmes to
own right, as well as essential contributors dimensions; and to increase understanding of the deliver more gender-equitable results, as well as
to, and central elements of, inclusive and sustainable importance of gender equality across all goal areas in organizational structures and processes that
development and our vision of a more equitable at UNICEF. hold us accountable to our commitments.
7 UNICEF GENDER POLICY 2021-2030 |
Unknown DOI | Unknown ID | Unknown Title | chunk_4_8 | A gender-transformative UNICEF requires: gender-equitable values and practices, both to
UNICEF-led programmes and to our work with
Ç
Zero tolerance within our organization and amongst governments, other multilateral agencies, funders,
This Gender Policy
our partners for discrimination, sexual exploitation, and other partners;
embeds gender equality as T
abuse, and harassment. This includes a responsibility
an essential element of the Ç
to promote child safeguarding, to create and maintain Establishing standards that provide sufficient
mandate of UNICEF to promote F
an environment that prevents exploitation and abuse, support and resources to expand core gender-
the realization of equal
and to provide timely, confidential, and effective technical expertise, not only to provide institutional
rights for all children.
investigation, assistance, and support to survivors; A guidance, but also to support and advocate with our
partners to advance in their own journeys towards
Ç
Ending discrimination for all as the responsibility gender equality;
of everyone at UNICEF, regardless of their role, R
Ç
title, or position, as well as the active participation Continual organizational learning and growth
of everyone at UNICEF in eliminating internalized through regularly commissioned independent
D
gender bias and in promoting gender equality and evaluations of our work on gender equality, as well
Ç
the empowerment of girls and women; Allocating sufficient human and financial resources as investment in a robust and rigorous research
for programming, advocacy, communications, agenda that informs and promotes innovative and
Ç
Accountability for results at the highest levels, including learning, and management that connect to gender evidence-based programming priorities, policy
explicit compliance mechanisms for senior managers results, including available and adequately funded change, and practices, and that contributes to the
across the agency on gender equality priorities and technical expertise to guide the organization’s global global marketplace of ideas.
results, dedicated annual reporting to the Executive gender equality efforts;
Board and UN-SWAP, and mechanisms at global,
Ç
regional, and country levels to oversee implementation; Attaining the highest level of financial accountability This Gender Policy embeds gender equality as an
to meet our commitments, with ongoing monitoring essential element of the mandate of UNICEF to
Ç
Achieving parity at all levels, including through to ensure that minimum standards are consistently promote the realization of equal rights for all children.
addressing barriers to recruitment, retention, and exceeded, above and beyond benchmarks provided In tandem with the Gender Action Plan, it provides a
career mobility for female staff and ensuring equal by the UN-SWAP; framework and roadmap for UNICEF to operationalize
career opportunities for women, men, and persons these principles to deliver real and lasting results for all
Ç
of all genders• in UNICEF; Working in partnership across sectors to apply children, adolescents, and women.
Published by: UNICEF Gender Equality Section,
© United Nations Children’s Fund (UNICEF) 2021
Programme Division,
Permission is required to reproduce any part of this publication.
3 United Nations Plaza New York, NY 10017
Permissions will be freely granted to educational or non-profit
Website: https://www.unicef.org/gender-equality
or8ganizUatNioInCsE.F GENDER POLICY 2021-2030 |
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Unknown DOI | Unknown ID | Unknown Title | chunk_5_36 | Printed at the State Bank of Pakistan, SBP BSC, Printing Press, Karachi--(448)--15-09-2021--500 |