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Gender Diversity in Corporate Pakistan
The participation of women in professional
organisations in Pakistan and the Middle East is
VLJQLÀFDQWO\�ORZHU�WKDQ�RWKHU�SDUWV�RI�WKH�ZRUOG��7KH�challenges for organisations that recognise the value
RI�LQFUHDVLQJ�WKH�JHQGHU�GLYHUVLW\�LQ�WKHLU�RUJDQLVDWLRQ�DUH�VLJQLÀFDQW��$SDUW�IURP�WKH�QRUPDO�FKDOOHQJHV�
companies in Pakistan and the Middle East have to
RYHUFRPH��GHHSO\�KHOG�FXOWXUDO�DQG�VRFLHWDO�YDOXHV�LQ�PDQ\�FDVHV�KLQGHU�WKH�DGYDQFHPHQW�RI�ZRPHQ�
SDUWLFLSDWLRQ�LQ�WKH�ZRUNSODFH��
Organizations have realized that a heterogeneous
workplace in terms of gender is the best workplace
ZKHQ�LW�FRPHV�WR�HIIHFWLYHQHVV��FUHDWLYLW\�DQG�SUREOHP�VROYLQJ��+HQFH�WKH\�DUH�QRZ�LQYHVWLQJ�LQ�*HQGHU�
'LYHUVLW\�5HVHDUFK�WR�OHDUQ�KRZ�WR�HQJDJH�DQG�GULYH�WKH�IHPDOH�ZRUNIRUFH��7KH�EXVLQHVV�FDVH�IRU�JHQGHU�GLYHUVLW\�DVVHUWV�WKDW�RUJDQL]DWLRQV�WKDW�GHYHORS�DQG�DGYDQFH�ZRPHQ�ZLOO�UHDS�WKH�EHQHÀWV�RI�JHQGHU�
HTXDOLW\�
2YHU�WKH�\HDUV��(QJDJH�&RQVXOWLQJ�KDV�EHHQ�IRFXVHG�LQ�SURYLGLQJ�WKH�EHVW�+5�VROXWLRQV�WR�RXU�FOLHQWV��1RZ��from the platform of Engage Women we extend our
focus to providing solutions that make a real difference
WR�ZRPHQ�ZKR�DUH�DVSLULQJ�WR��RU�DUH�DOUHDG\�LQ��OHDGHUVKLS�DQG�PDQDJHPHQW�SRVLWLRQV�
We offer end-to-end solutions and the resources to
organizations that recognize the value of enhancing
JHQGHU�GLYHUVLW\��DQG�WR�KHOS�FRPSDQLHV�RQ�WKHLU�MRXUQH\�WR�LQFUHDVH�WKH�RSSRUWXQLWLHV�IRU�ZRPHQ�DQG�WR�create a more balanced workforce in Pakistan and the
0LGGOH�(DVW�
(PDLO��HQJDJHZRPHQ#HQJDJHFRQVXOWLQJ�EL]:HEVLWH��ZZZ�HQJDJHFRQVXOWLQJ�EL]
contents
Introduction
1. The Female Advantage
4. How Are Pakistani Companies Doing?
7. What Women Can Do To Succeed
2. A Long Way To Go
5. What Are Companies Doing To Help Women Succeed?
8. Where Do We Take It From Here?
3. What Are Women Looking For?
6. What Should Companies Focus On?
pg.1
pg.3
pg.7
pg.13
pg.4
pg.9
pg.14
pg.5
pg.10
introduction
1
$FFRUGLQJ�WR�:RUOG�%DQN�VWDWLVWLFV��3DNLVWDQ�is one of the bottom 10 countries with
regards to the participation of women in
WKH�ZRUNIRUFH��$�GLVPDO�VWDWH�RI�DIIDLUV�DQG�FHUWDLQO\�QRW�D�UHÁHFWLRQ�RI�WKH�TXDOLW\�RI�ZRPHQ�LQ�WKH�FRXQWU\�DV�3DNLVWDQL�ZRPHQ�DUH�MXVW�DV�WDOHQWHG�DV�ZRPHQ�LQ�DQ\�RWKHU�SDUW�RI�WKH�ZRUOG��:RPHQ�FDQ�DGG�tremendous value to an organisation or our
VRFLHW\�DV�D�ZKROH��DV�VRPH�RI�3DNLVWDQ·V�PRVW�IDPRXV�ZRPHQ��%HQD]LU�%KXWWR��2VFDU�DZDUG�ZLQQHU�6KDUPHHQ�2EDLG�&KLQR\�DQG�&KLOGUHQ·V�3HDFH�3UL]H�ZLQQHU�0DODOD�<RXVDI]DL��KDYH�VKRZQ��
:H���DV�PDQ\�RWKHU�SURJUHVVLYH�RUJDQLVDWLRQV��EHOLHYH�WKDW�\RX�FDQ�RQO\�WDFNOH�WRGD\·V�EXVLQHVV�FKDOOHQJHV�E\�HQJDJLQJ�WKH�EHVW�WDOHQW��1R�PDWWHU�ZKHWKHU�LW�LV�D�PDQ�RU�D�ZRPDQ��RQO\�WKH�EHVW�FRXQWV��1XPHURXV�VWXGLHV�KDYH�SURYHQ�RYHU�DQG�over again that companies with a higher
proportion of women in senior management
DQG�H[HFXWLYH�SRVLWLRQV�KDYH�D�VLJQLÀFDQWO\�higher return on assets, share value and
ÀQDQFLDO�RYHUVLJKW��(QJDJH�:RPHQ��DQ�LQLWLDWLYH�RI�(QJDJH�&RQVXOWLQJ��LV�ERUQ�RXW�RI�WKLV�UHDOL]DWLRQ��,W�DLPV�WR�VXSSRUW�IHPDOH�talent and organisations towards enhancing
JHQGHU�GLYHUVLW\�LQ�VHQLRU�PDQDJHPHQW�DQG�executive positions across Pakistan and the
0LGGOH�(DVW��
7R� XQGHUVWDQG� ZKDW� GULYHV� JHQGHU� GLYHUVLW\�in Pakistan we launched the Women@Work
6WXG\�� WKH� ÀUVW� FRUSRUDWH� JHQGHU� GLYHUVLW\�VWXG\� LQ� WKH� FRXQWU\�� LQ� FROODERUDWLRQ� ZLWK�3HSVLFR�3DNLVWDQ�� 7KH�REMHFWLYH�RI� WKLV� VWXG\�was to: (1) gain insights into the factors
WKDW� DUH� LPSRUWDQW� WR� ZRPHQ� ���� LGHQWLI\�best practices and (3) capture statistics on
female participation in leading companies in
3DNLVWDQ�
0RUH� WKDQ� ����� IHPDOH� HPSOR\HHV� IURP� ���leading corporations in Pakistan responded
WR� RXU� LQYLWDWLRQ� WR� SDUWLFLSDWH� LQ� WKH� VWXG\�and we spoke to 35 senior female managers
through in-depth one on one interviews,
providing us with a wealth of information
DQG�LQVLJKWV��
‘If you ask for EQUAL RIGHTS
then accept EQUAL RESPONSIBILITY as
well. It’s a tough world and no one would
really make way for anyone’,
- says a senior manager and board member of a renowned organization in Pakistan
introduction
2
7KLV�:RPHQ#:RUN�UHSRUW�LV�D�VXPPDU\�RI�RXU�ÀQGLQJV�DQG�D�FDOO�WR�DFWLRQ�IRU�
3DUWLFLSDWLQJ�FRPSDQLHV�WR�OHDG�WKH�ZD\�and share their success stories with other
RUJDQLVDWLRQV�DQG�SDYH�WKH�ZD\�IRU�women to take on executive positions in
the organisation
Pakistani companies to understand the
value women can bring to organisations
and create the infrastructure to allow
WKHP�WR�ÁRXULVK
Pakistani men not to be afraid but to
HPEUDFH�JHQGHU�GLYHUVLW\
Pakistani women not to hide behind
the gender veil, to stand strong, be
WKHPVHOYHV�DQG�QRW�EH�LQWLPLGDWHG�E\�the challenges that are associated with
EHLQJ�D�ÁDJ�EHDUHU��
,�ZRXOG�OLNH�WR�WKDQN�3HSVLFR�3DNLVWDQ�DQG�LQ�SDUWLFXODU�6DGLD�,UIDQ�DQG�=DKUD�+XVVDLQ�IRU�their foresight and leadership role in driving
JHQGHU�GLYHUVLW\�LQ�3DNLVWDQ�DQG�HQDEOLQJ�WKLV�VWXG\��)XUWKHUPRUH�,�ZRXOG�OLNH�WR�WKDQN�the team at Engage Women who pulled this
SURMHFW�RII��
We at Engage Women are committed to
support women, men and organisations
alike to create a more gender balanced
ZRUNSODFH�DV�ZH�NQRZ�WKDW�WKLV�ZLOO�EHQHÀW�QRW�RQO\�WKH�PHQ�DQG�ZRPHQ�ZRUNLQJ�WKHUH�but also the organisation and Pakistani
VRFLHW\���
6DQREHU�$KPDG�²�.HLM]HU1RYHPEHU�����
We at Engage Women are COMMITTED to SUPPORT women, men and organisations alike to create a more GENDER BALANCED workplace
1.
3
The Female Advantage
³-R�Q]�½VWX�JI[�years, I really had to show and
PROVE MYSELF to be capable...There always may be a sense
of jealousy and resentment if a female gets a promotion, but I never felt like there were any
obstacles in my way.Women have to show their
DEDICATION, HARD WORK and TALENT and BE MORE
ASSERTIVE about having their work represent who they are’,
- says a woman who started off her career in the 80s and is now at director level
1XPHURXV� VWXGLHV� KDYH� SURYHQ� WKDW�FRPSDQLHV� ZLWK� D� VLJQLÀFDQW� SURSRUWLRQ� RI�women in leadership positions:
'HOLYHU�LPSURYHG�FRPSDQ\�SHUIRUPDQFH�
+DYH�DFFHVV�WR�WKH�ZLGHVW�WDOHQW�SRRO
$UH�PRUH�UHVSRQVLYH�WR�WKH�PDUNHW�
$FKLHYH�EHWWHU�FRUSRUDWH�JRYHUQDQFH
$OWKRXJK�WKHUH�KDV�QRW�EHHQ�DQ\�VWXG\�LQ�Pakistan regarding the impact of women
on business performance we have over the
SDVW�QXPEHU�RI�\HDUV�FROOHFWHG�D�VLJQLÀFDQW�amount of data on the engagement levels
RI�PDOH�DQG�IHPDOH�HPSOR\HHV�DV�SDUW�RI�(QJDJH�&RQVXOWLQJ·V�%HVW�3ODFH�WR�:RUN�VWXGLHV��)URP�WKHVH�VWXGLHV�ZH�KDYH�OHDUQHG�WKDW�PHQ�DQG�ZRPHQ�DUH�HTXDOO\�VDWLVÀHG�ZLWK�their organisation as a place to work (81% strongly agree or agree with the statement WKDW�WKH\�DUH�VDWLVÀHG�ZLWK�WKHLU�RUJDQLVDWLRQ�as a place to work���
Despite similar satisfaction rates women are
however:
8% more energised to go the extra mile,
7%�PRUH�OLNHO\�WR�VWD\�ZLWK�WKH�organisation and
10%�PRUH�IHPDOH�HPSOR\HHV�ZRXOG�recommend their organisation as a
SODFH�WR�ZRUN�WR�WKHLU�IULHQGV��
$VVXPLQJ�D�VLPLODU�VNLOO�VHW�DQG�H[SHULHQFH�OHYHO��ZRPHQ�DUH�WKHUHIRUH�PRUH�OLNHO\�WR�EH�PRUH�SURGXFWLYH��PRUH�OR\DO�DQG�EHWWHU�DPEDVVDGRUV�IRU�WKH�FRPSDQ\�WKDQ�WKHLU�PDOH�FROOHDJXHV��
2.
4
A Long Way To Go
*RYHUQPHQWV�DQG�JHQGHU�GLYHUVLW\�advocates alike have established that at
OHDVW�����RI�D�FRPSDQ\·V�OHDGHUVKLS�QHHGV�to consist of women in order to capitalize on
the advantages that women in leadership
SRVLWLRQV�EULQJ��1XPHURXV�JRYHUQPHQWV�KDYH�put in place directives and in some cases
OHJLVODWLRQ�LQ�RUGHU�WR�LQÁXHQFH�FRPSDQLHV�WR�LQFUHDVH�ZRPHQ�LQ�WKHLU�WRS�WHDPV��
6WULNLQJO\�WKH�SDUWLFLSDWLRQ�RI�ZRPHQ�LQ�3DNLVWDQ·V�OHDGLQJ�FRPSDQLHV�ZDV�VLJQLÀFDQWO\�ORZHU�WKDQ�WKH�:RUOGEDQN�ÀJXUH��$�PHDJHU�10% RI�HPSOR\HHV�LQ�our participating pool of companies are
UHSUHVHQWHG�E\�ZRPHQ��WKH�KLJKHVW�EHLQJ�17% and the lowest 5%���
1RW�VXUSULVLQJO\�WKLV�QXPEHU�ZDV�VLJQLÀFDQWO\�ORZHU�DW�PRUH�VHQLRU�OHYHOV��:RPHQ�RFFXS\�RQO\�5%�RI�OHDGHUVKLS�SRVLWLRQV�LQ�VXUYH\HG�companies, compared to 14% in large
European companies (source “Women
0DWWHU�����µ���0F.LQVH\���
$V�ZH�GRQ·W�KDYH�UHOLDEOH�JHQGHU�GLYHUVLW\�statistics for Pakistan from the past we
GRQ·W�NQRZ�ZKHWKHU�IHPDOH�SDUWLFLSDWLRQ�in the workforce has improved or remained
VWDEOH��+RZHYHU�TXDOLWDWLYH�IHHGEDFN�IURP�interviews indicate that little progress has
EHHQ�PDGH�RYHU�WKH�SDVW�IHZ�\HDUV��
/RRNLQJ�IRUZDUG�ZH�DUH�VOLJKWO\�PRUH�SRVLWLYH��*HQGHU�GLYHUVLW\�KDV�RYHU�WKH�SDVW�IHZ�\HDUV�JDLQHG�WUDFWLRQ��DJDLQ���With governments, research institutes
DQG�FRPSDQLHV�HPEUDFLQJ�WKH�EHQHÀWV�DQG�QHHGV�RI�JHQGHU�GLYHUVLW\��GULYLQJ�multinational companies to put pressure
on their franchises in Pakistan to enhance
WKHLU�JHQGHU�EDODQFH�LQ�FRPSDQLHV��7KLV�LV�creating a spill over effect where progressive
Pakistani companies are taking the lead
in creating opportunities and facilitating
women to participate in the workplace and
SURJUHVV�LQ�WKHLU�FDUHHUV�
Women occupy only
of leadership positions in surveyed companies
5%compared to
of large European companies
12%
3.
5
What Are Women Looking For?
7KH�UHVXOWV�IURP�WKH�:RPHQ#:RUN�VWXG\�show that for women in Pakistan to
EH�VXFFHVVIXO�DW�ZRUN�WKH\�QHHG�WR�EH�supported through:
Support from spouse and at home
$�VDIH�ZRUN�HQYLURQPHQW
The practical realities of combining work
ZLWK�WKH�GHPDQGV�RI�WKHLU�IDPLO\
%HLQJ�WUHDWHG�HTXDOO\�DQG�IDLUO\�DQG�VXSSRUWHG�E\�WKH�WRS�
3.1 Support At Home0RVW�ZRPHQ�FDQ·W�ZRUN�XQOHVV�WKHUH�LV�VXSSRUW�IURP�KRPH�DQG�PRUH�VSHFLÀFDOO\�from their spouse with 74% of all women
indicating that support from their spouse
ZDV�WKH�PRVW�LPSRUWDQW�IDFWRU�LQ�WKHLU�DELOLW\�WR�ZRUN��7KH�QHHG�IRU�VSRXVDO�VXSSRUW�ZDV�FORVHO\�IROORZHG�E\�WKH�DFFHVV�WR�GRPHVWLF�KHOS�DV�D�NH\�LQ�WKHLU�DELOLW\�WR�IRFXV�RQ�DQG�SHUIRUP�DW�ZRUN��
3.2 To Feel Safe1RW�VXUSULVLQJO\�JLYLQJ�WKH�VLWXDWLRQ�LQ�WKH�FRXQWU\��54% of all women indicated that
providing a safe work environment is the
PRVW�LPSRUWDQW�H[SHFWDWLRQ�WKH\�KDYH�IURP�WKHLU�HPSOR\HU��7KH�QHHG�WR�IHHO�VDIH�ZKLFK�ZDV�IXUWKHU�KLJKOLJKWHG�E\�53% of women
LQGLFDWLQJ�WKDW�D�VWULFWO\�HQIRUFHG�VH[XDO�KDUDVVPHQW�SROLF\�ZDV�WKHLU�WRS�FRQFHUQ�
3.3 To Be Able To Look After Work And Home0RUH�VR�WKDQ�LQ�PDQ\�RWKHU�VRFLHWLHV�DURXQG�the world, Pakistani women are supposed
WR�EH�WKH�KRPHPDNHU��1R�PDWWHU�ZKHWKHU�she works or not she is expected to look
DIWHU�WKH�IDPLO\�DQG�WKH�KRXVH��'XH�WR�WKLV�H[SHFWDWLRQ�VKH�LV�ORRNLQJ�IRU�DQ�HPSOR\HU�ZKR�FDQ�SURYLGH�KHU�ZLWK�ÁH[LEOH�ZRUN�DUUDQJHPHQWV�DOORZLQJ�KHU�WR�IXOÀOO�SHUVRQDO�commitments and accessible child care
arrangements (51% of women indicated
WKDW�ÁH[LEOH�ZRUN�DUUDQJHPHQW�ZHUH�LPSRUWDQW�WR�WKHP��
3.4 To Be Treated Fairly The fourth most important factor for women
FKRRVLQJ�D�IHPDOH�IULHQGO\�HPSOR\HU�LV�WKH�HPSOR\HU·V�DELOLW\�WR�WUHDW�PHQ�DQG�ZRPHQ�HTXDOO\�DQG�IDLUO\��7R�SURYLGH�VLPLODU�FDUHHU�and development opportunities and at the
same time does not discriminate between
SD\�SDFNDJHV�IRU�WKH�VDPH�UHVSRQVLELOLW\�DQG�SHUIRUPDQFH��7KH�UROH�RI�WKH�FRPSDQ\·V�OHDGHUVKLS�DQG�VSHFLÀFDOO\�WKDW�RI�WKH�&(2�LV�RI�XWPRVW�LPSRUWDQFH��:RPHQ�DUH�ORRNLQJ�IRU�&(2·V�WKDW�QRW�RQO\�GR�OLS�VHUYLFH�WR�WKH�JHQGHU�GLYHUVLW\�FDXVH�EXW�who are also able to translate their words
into tangible support and encouragement
IRU�KLJK�SHUIRUPLQJ�ZRPHQ��
3.
6
3.5 Different Solutions for Different Situations1RW�VXUSULVLQJO\�ZRPHQ�DW�GLIIHUHQW� VWDJHV� LQ�WKHLU�FDUHHUV�DUH�ORRNLQJ�IRU�GLIIHUHQW�WKLQJV��
$W�GLIIHUHQW�VHQLRULW\�OHYHOV�WKH\�DUH�ORRNLQJ�IRU�
+LJK�SHUIRUPLQJ�ZRPHQ�are encouraged and are
JLYHQ�WKH�RSSRUWXQLW\�WR�pursue more challenging
roles and tasks within the
FRPSDQ\
,�FDQ�RSHQO\�FRPPXQLFDWH�ZLWK�P\�male colleagues and
DOZD\V�IHHO�UHVSHFWHG
0\�OLQH�PDQDJHU�VXSHUYLVRU�DFWLYHO\�SURPRWHV�D�KHDOWK\�
ZRUN�OLIH�EDODQFH�DW�P\�organization
0\�FRPSDQ\�offers equal career
advancement and job
opportunities to both
men and women
$W�GLIIHUHQW�DJHV�WKH\�DUH�ORRNLQJ�IRU�
0\�FRPSDQ\�offers equal career
advancement and
job opportunities
to both men and
women
,�DP�DEOH�WR�IXOÀOO�important personal
commitments
,�FDQ�RSHQO\�FRPPXQLFDWH�ZLWK�P\�male colleagues and
DOZD\V�IHHO�UHVSHFWHG
0\�FRPSDQ\�DOORZV�me to work from
home when needed
to help me balance
P\�UHVSRQVLELOLWLHV
0\�FRPSDQ\�SD\V�men and women
similar salaries and
bonuses for equal
performance
$QG�WKHLU�PDULWDO�VWDWXV�DOVR�KDV�D�VLJQLÀFDQW�LPSDFW�RQ�WKHLU�QHHGV�
0\�FRPSDQ\�RIIHUV�HTXDO�FDUHHU�DGYDQFHPHQW�DQG�MRE�RSSRUWXQLWLHV�WR�ERWK�PHQ�DQG�ZRPHQ�
SINGLE
,�DP�DEOH�WR�IXOÀOO�LPSRUWDQW�SHUVRQDO�FRPPLWPHQWV�VXFK�DV�VFKRRO�SOD\V��VSRUWV�GD\V��GRFWRU�DSSRLQWPHQWV��
SDUHQW��WHDFKHU�PHHWLQJV��HWF��
MARRIED
4.
7
How Are Pakistani Companies Doing?
There has been a huge difference in the
YHUGLFW�RI�IHPDOH�HPSOR\HHV�RI�WKH����leading companies that participated in
WKH�VXUYH\��7KH�EHVW�VFRULQJ�FRPSDQ\�KDG�����RI�WKHLU�ZRPHQ�HPSOR\HHV�DJUHHLQJ�to all the statements whereas the worst
SHUIRUPLQJ�FRPSDQ\�KDG���RXW�RI���������RI�WKHLU�IHPDOH�VWDII�DJUHHLQJ�WKH�VDPH��
7KH��PRVW�VLJQLÀFDQW�GLIIHUHQFH�ZDV�LQ�WKH�DUHD�RI�H[HFXWLYH�FRPPLWPHQW��:RPHQ�LQ�WKH�EHVW�VFRULQJ�FRPSDQ\�JDYH�WKHLU�leadership team an 87% agreement score
FRPSDUHG�WR�����LQ�RWKHU�FRPSDQLHV�DQG�D�SDOWU\�����LQ�WKH�ZRUVW�VFRULQJ�FRPSDQ\�
4.1 Safe Working Environment����RI�SROOHG�ZRPHQ�VWDWH�WKDW�WKH\�IHHO�VDIH�DQG�VHFXUH�ZKHQ�WKH\�DUH�DW�ZRUN��HVSHFLDOO\�LI�WKH\�KDYH�WR�ZRUN�ODWH�DQG�����DJUHH�WKDW�WKHLU�FRPSDQ\�KDV�D�VH[XDO�KDUDVVPHQW�SROLF\�WKDW�LV�VWULFWO\�HQIRUFHG��$OWKRXJK�����RI�IHPDOH�HPSOR\HHV�WKLQN�WKDW�WKHLU�HPSOR\HU�FDQ�LPSURYH�WKH�IDFLOLWLHV�IRU�WKHP�WR�GR�WKHLU�MRE��
4.2 Work – Life Balance2QH�RI�WKH�ELJJHVW�JDSV�ZDV�ZLWK�WKH�DELOLW\�of companies to help women strike a good
EDODQFH�EHWZHHQ�ZRUN�DQG�KRPH��2QO\�����RI�ZRPHQ�VWDWH�WKDW�WKH\�DUH�DEOH�WR�PDLQWDLQ�D�JRRG�ZRUN�²�OLIH�EDODQFH�DQG�����RI�ZRPHQ�IHHO�WKDW�WKH\�DUH�XQDEOH�WR�IXOÀOO�LPSRUWDQW�SHUVRQDO�FRPPLWPHQWV��7KH�ODFN�RI�ÁH[LEOH�ZRUN�DUUDQJHPHQWV��RQO\�KDOI�of companies offer this) and the absence of
WKH�DELOLW\�WR�ZRUN�IURP�KRPH��RQO\�����RI�UHVSRQGHQWV�LQGLFDWH�WKDW�WKH\�DUH�DOORZHG�to work from home) seem to be the main
FDXVHV�IRU�WKLV�
‘My work has ignited my PASSION. I started
work because I needed it but now it has become a way of
establishing my own IDENTITY. I am not just a mother or just
a wife. I am everything and more’,
- says a woman in a middle level position at a multinational in Pakistan
4.
8
4.3 Fair Treatment78% of women think their organisations are
doing a good job in enforcing a sexual
KDUDVVPHQW�SROLF\�DQG�D�VLPLODU�SHUFHQWDJH�feel that their organisation is rewarding men
DQG�ZRPHQ�VLPLODUO\�IRU�HTXDO�SHUIRUPDQFH��+RZHYHU�SHUFHSWLRQ�FKDQJHV�VLJQLÀFDQWO\�if it comes to equal opportunities with
PRUH�WKDQ�����RI�ZRPHQ�ZKR�DUH�RI�WKH�opinion that men are given more (career)
opportunities than women and are being
KHOG�WR�WRXJKHU�SHUIRUPDQFH�VWDQGDUGV��
7KH�IDFWV�KRZHYHU�GRQ·W�VXSSRUW�WKHVH�FODLPV�DV�+5�VWDWLVWLFV�IURP�SDUWLFLSDWLQJ�companies reveal that 10% more women are
promoted and 30% more women than man
DUH�VHFRQGHG�DEURDG��:KHUHDV��DV�PDQ\�PHQ�DV�ZRPHQ�KDYH�EHHQ�LGHQWLÀHG�E\�FRPSDQLHV�DV�KDYLQJ�KLJK�SRWHQWLDO�
4.4 Support From The TopDespite the fact that 75% of companies
SURFODLP�WKDW�WKH\�DUH�FRPPLWWHG�WR�D�GLYHUVLW\�DJHQGD��WKHLU�IHPDOH�HPSOR\HHV�WKLQN�DQG�IHHO�GLIIHUHQWO\������RI�IHPDOH�HPSOR\HHV�GRQ·W�VHH�D�YLVLEOH�FRPPLWPHQW�IURP�WKHLU�&(2�DQG�WKH\�IHHO�WKDW�WKH�leadership team is not convinced of the
EXVLQHVV�EHQHÀWV�RI�D�PRUH�JHQGHU�GLYHUVH�RUJDQL]DWLRQ�QRU�GR�WKH\�IHHO�������WKDW�WKH�FRPSDQ\�LV�PHDVXUHG�DJDLQVW�VSHFLÀF�JHQGHU�GLYHUVLW\�NH\�SHUIRUPDQFH�LQGLFDWRUV��,W�FDQ·W�EH�DVFHUWDLQHG�ZKHWKHU�WKH�DERYH�YLHZV�DUH�EDVHG�RQ�IDFWV�RU�VLPSO\�WKH�absence of leadership teams making public
statements and commitments about their
GHVLUH�WR�HQKDQFH�JHQGHU�GLYHUVLW\��
One thing is clear and that is, that female
HPSOR\HHV�JLYH�WKHLU�OHDGHUVKLS�WHDPV�D�D- RQ�WKH�UHVXOWV�RI�DQ\�JHQGHU�GLYHUVLW\�DJHQGD�DV�RQO\�����RI�ZRPHQ�WKLQN�WKDW�there is adequate representation of women
LQ�VHQLRU�PDQDJHPHQW��
4.5 Elephant In The RoomOne of the main issues reported both
WKURXJK�RXU�VXUYH\�DV�ZHOO�DV�WKURXJK�our interviews was the issue of pursuing
D�FDUHHU�DIWHU�KDYLQJ�FKLOGUHQ��$OWKRXJK�71% of women state that their organisation
VXSSRUWV�WKHP�LQ�DOO�SRVVLEOH�ZD\V�GXULQJ�WKHLU�SUHJQDQF\�DQG�PDWHUQLW\�OHDYH��WKH�issues comes when women want to rejoin
WKHLU�FRPSDQLHV��:LWK�FORVH�WR�����RI�ZRPHQ�LQGLFDWLQJ�WKDW�WKH\�GLGQ·W�UHFHLYH�DQ\�VXSSRUW�IURP�WKHLU�FRPSDQ\�WR�WUDQVLWLRQ�back in to work and a same percentage
complaining that their organisation is not
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‘CEOs need to realise the BENEFITS of having DIVERSITY in the workforce. They need to accept and recognise that having women in the workforce INCREASES BUSINESS RETURNS and then they formulate their strategies and not do it as a favour to the women.’
- says a woman in a middle level position at a multinational in Pakistan.
5.
9
Support for Female High Performers
)HPDOH�KLJK�DFKLHYHUV�DUH�provided specialized coaching,
mentoring and learning programs
for their personal and professional
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Networking
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organized for women to learn
from and interact with successful
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BEST PRACTICES
Key Performance Indicators
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Ensuring that we have female
successors in the talent pool
and succession pipeline
0RVW�FRPSDQLHV�FODLP�WKDW�WKH\�DUH�FRPPLWWHG�WR�D�GLYHUVLW\�DJHQGD�DQG�����RI�WKH�FRPSDQLHV�HYHQ�VWDWH�WKDW�WKH\�KDYH�VSHFLÀF�JHQGHU�GLYHUVLW\�REMHFWLYHV��KDYH�DGMXVWHG�WKHLU�+5�SURFHVVHV�WR�GULYH�D�GLYHUVLW\�DJHQGD�LQ�WKHLU�FRPSDQ\��LQFOXGLQJ�the inclusion of women in recruitment
shortlists and processes to ensure no gender
bias is applied in promotion, bonus or other
development decisions
2QO\�D�IHZ�FRPSDQLHV�KDYH�LPSOHPHQWHG�WKH�PXFK�ZDQWHG�¶ÁH[LEOH�ZRUN·�DQG�¶ZRUN�IURP�KRPH�DUUDQJHPHQWV·�DQG�RQO\���RXW�RI�2 companies offer child care facilities to help
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Women’s Leadership Forum $� IRUXP� VSRQVRUHG� E\� WKH� WRS�management focused towards
providing mentoring and
coaching of our female talent to
adapt and progress well within the
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Avoid Gender Bias in Reward7KH�VDODU\�DQG�ERQXV�SD\RXW�LV�VWXGLHG�DFURVV�JUDSKV�WR�DQDO\]H�SDWWHUQV�DQG�HQVXUH�FRQVLVWHQF\�across genders
Publically Support Gender Diversity Programs
Outreach programs, partnering
ZLWK�1*2V�DQG�RIIHULQJ�scholarships to females from
underprivileged backgrounds
Gender Diversity Training
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Unconscious bias training
3ODQW� ZLGH� JHQGHU� VHQVLWLYLW\�workshops are conducted to
support hiring and acceptance
of females in manufacturing
roles
What Are Companies Doing To Help Women Succeed?
6.
10
)RU�RUJDQLVDWLRQV�LQWHUHVWHG�LQ�HQKDQFLQJ�WKHLU�JHQGHU�GLYHUVLW\��WKH�:RPHQ�#�:RUN�VWXG\�UHVXOWV�SURYLGHV�D�FOHDU�UHFLSH�WR�IROORZ��
Visible and Genuine Executive Commitment
7KH�ÀUVW�VWHS�LV�IRU�WKH�RUJDQLVDWLRQ·V�leadership team to be convinced
that having a more gender-balanced
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,Q�GRLQJ�VR�WKH�H[HFXWLYH�WHDP�KDV�WR�EH�DEOH�WR�IRFXV�RQ�WKH�ORQJ�WHUP�EHQHÀWV�DQG�QRW�EH�VZD\HG�E\�WKH�¶QD\VD\HUV·�WKDW�IRFXV�RQ�VKRUW�WHUP�LVVXHV�VXFK�DV�PDWHUQLW\�leaves and all kind of other gender related
SHUIRUPDQFH�ELDVHV��7KH�VWURQJHU�SRVLWLRQ�LW�WDNHV�RQ�WKLV��WKH�PRUH�VXFFHVVIXO�DQ\�JHQGHU�GLYHUVLW\�LQLWLDWLYH�ZLOO�KDYH��
The executive team has to: (i) build a
EXVLQHVV�FDVH�IRU�JHQGHU�GLYHUVLW\���LL��set themselves an audacious goal (like
GRXEOLQJ�WKH�QXPEHU�RI�ZRPHQ�LQ���\HDUV�at management level), (iii) come up with a
VROLG�DFWLRQDEOH�SODQ�ZLWK�NH\�SHUIRUPDQFH�LQGLFDWRUV�DQG�WKHQ�JR�SXEOLF��7KH�ODVW�element is important as public commitment
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Setting the Foundations
This includes:
&UHDWLQJ�SROLFLHV�RQ�PDWWHUV�VXFK�DV�equal opportunities, reward and sexual
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$GMXVWLQJ�+5�SURFHVVHV�RQ�KLULQJ��development, promotions and succession
planning to ensure at a minimum that
JHQGHU�ELDV�LV�UHGXFHG�DQG�SRVVLEO\�WKDW�women candidates are at least included
in people decisions
&UHDWLQJ�D�VDIH�DQG�IHPDOH�IULHQGO\�ZRUN�SODFH�E\�SURYLGLQJ�IDFLOLWLHV�WKDW�HQVXUH�WKH�VDIHW\�RI�IHPDOH�VWDII�DW�DOO�WLPHV�DQG�HQDEOHV�WKHP�WR�SHUIRUP�WR�WKHLU�DELOLW\
+HOSLQJ�PDOH�FROOHDJXHV�DQG�VSHFLÀFDOO\�male line managers to become aware of
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What Should Companies Focus On?
Visible and Genuine Executive Commitment
Setting the Foundation
Enabling Female Employees to Combine Work and Home
Maximizing Potential
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1
2
3
4
5
6.
11
Enabling Female Employees to Combine Work and Home
3DNLVWDQL�VRFLHW\�KDV�QRW�SURJUHVVHG�WR�D�point where it is acceptable for a woman
QRW�WR�EH�D�KRPH�PDNHU��$V�D�UHVXOW�VKH�DOZD\V�KDV�WR�EH�DEOH�WR�PDQDJH�WKH�pressures that come with managing both
KRPH�DQG�ZRUN��)RU�FRPSDQLHV�LQ�3DNLVWDQ�WR�EH�VXFFHVVIXO�LQ�WKHLU�JHQGHU�GLYHUVLW\�initiatives it is important for them to extend
their support in enabling women to do so
and not make it a reason for women to
OHDYH�DIWHU�WKH\�KDYH�JRWWHQ�PDUULHG�RU�KDYH�KDG�FKLOGUHQ��
&RPSDQLHV�VKRXOG�DV�PXFK�DV�SRVVLEOH�FUHDWH�ÁH[LEOH�ZRUN�DUUDQJHPHQWV�DQG�DOORZ��LI�UHTXLUHG��HPSOR\HHV�WR�ZRUN�IURP�KRPH�DOORZLQJ�WKHP�WR�IXOÀOO�SHUVRQDO�FRPPLWPHQWV��
7KLV�ÁH[LELOLW\�VKRXOG�QRW�RQO\�EH�RIIHUHG�WR�ZRPHQ�EXW�WR�DOO�HPSOR\HHV�DOLNH�DV�WR�QRW�create a visible distinction between gender
LQ�WKH�RUJDQLVDWLRQ��,W�ZLOO�DOVR�FUHDWH�D�WUHPHQGRXV�OR\DOW\�IURP�ZRUNLQJ�PRWKHUV�and be an ‘attraction magnet for other
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This approach also applies for the matter of
PDWHUQLW\��7KH�PRUH�D�FRPSDQ\�LV�DEOH�WR�VXSSRUW�ZRPHQ�GXULQJ�WKHLU�PDWHUQLW\�OHDYH�and upon their return to the workplace the
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Maximizing Potential
With the foundations and enablers in
place it is time to focus on providing high
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This can be done in the form of:
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1RPLQDWLQJ�ZRPHQ�IRU�VSHFLÀF�WUDLQLQJ�and development opportunities
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Women talent review sessions in which
the senior leadership team reviews and
agrees development interventions for high
performing female talent
6.
12
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This can be done through:
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Supporting women to came back to
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Launching part-time work or job-sharing
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7.
13
$V�SDUW�RI�RXU�:RPHQ�#�:RUN�VWXG\�ZH�DOVR�interviewed 30+ successful female managers
and executives across all participating
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Some highlights:
Family Support is the Cornerstone of a Woman’s Career$OPRVW�DOO�ZRPHQ�PHQWLRQ�WKDW�VXSSRUW�IURP�WKHLU�VSRXVH�DQG�IDPLO\�LV�WKH�NH\�WR�WKHLU�VXFFHVV��6SRXVHV�KDYH�WR�EH�SURJUHVVLYH�HQRXJK�QRW�RQO\�WR�VXSSRUW�WKHP�LQ�WKHLU�endeavours but also to make a larger than
normal contribution to the household and in
some cases take over looking after the kids
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Mentors Help Navigate Tricky Waters(YHU\�ZRPDQ�QR�PDWWHU�KRZ�VXFFHVVIXO�she has been has landed in situations that
QHHGHG�FDUHIXO�PDQHXYHULQJ��0HQWRUV��HLWKHU�IURP�ZLWKLQ�WKH�FRPSDQ\�RU�VRPHWLPHV�from previous companies have been
LQVWUXPHQWDO�LQ�PDQDJLQJ�WKHVH�VLWXDWLRQV��$OO�VXFFHVVIXO�ZRPHQ�LQWHUYLHZHG�FRXOG�LGHQWLI\�D�SHUVRQ�ZKR�WKH\�UHJDUG�DV�D�PHQWRU�DQG�ZKR�KDYH�KHOSHG�WKHP�WKURXJK�GLIÀFXOW�FDUHHU�SDWFKHV��
Building a Network%HLQJ�DEOH�WR�EXLOG�D�VWURQJ�QHWZRUN�LQ�WKH�FRPSDQ\�RI�ERWK�IHPDOH�DQG�PDOH�colleagues has paid successful women
VWURQJ�GLYLGHQGV��1HWZRUNV�DUH�WKHUH�WR�support, ask for advice, help to step in and
create a larger support structure for a person
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Focus on Delivering Results 0RVW�VWULNLQJO\��VXFFHVVIXO�ZRPHQ�ZH�LQWHUYLHZHG�VWURQJO\�FRQGHPQHG�ZRPHQ�who conformed to preconceived notions
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What Women Can Do To Succeed
‘You really have to get an understanding of how women JUGGLE THEIR LIVES because it really takes a lot to manage work and then go home and be a wife and mother and once you UNDERSTAND – then you will be able to MAKE A DIFFERENCE,’
- says a senior executive at a multinational in Pakistan.
8.
14
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alike understand how to enhance the
participation of women in the Pakistani
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We would like to thank the participating
companies, interviewed executives and
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So What’s Next for Engage Women?
Our aim is to support female talent and
organisations towards enhancing gender
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We have a three-pronged approach to
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Support companies in creating a female
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Support women in maximising their
potential in the corporate world
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Engage Women is committed to help
companies and women build more
balanced companies in which the potential
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more fair and tolerant if more women have
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Where Do We Take It From Here?
(QJDJH�&RQVXOWLQJ�KDV�EHHQ�ERUQ�RXW�RI�WKH�VWURQJ�belief that we can help companies and their people
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