Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Case Studies Careers in Stepping Up Infrastructure Women’s STEM © 2020 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW | Washington DC 20433 202-473-1000 | www.worldbank.org This work is a product of the staff of The World Bank, with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Exec- utive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory, or the endorsement or acceptance of such boundaries. Rights and Permissions The material in this work is subject to copyright. Because The World Bank encourages dissemination of its knowl- edge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. Any queries on rights and licenses, including subsidiary rights, should be addressed to: World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; pubrights@world- bank.org. The Energy Sector Management Assistance Program (ESMAP) would appreciate a copy of or link to the publication that uses this publication for its source, addressed to: ESMAP Manager, The World Bank, 1818 H Street NW, Washington, DC, 20433 USA; esmap@worldbank.org. Attribution—Please cite the work as follows: Schomer, Inka and Hammond, Alicia. 2020. “Stepping Up Women’s STEM Careers in Infrastructure: Case Stud- ies” ESMAP Paper. Washington, D.C.: World Bank. Cover image: ©iStockPhoto. Back image: ©Getty Images, Inc. Used with permission. Further permission required for reuse. All images remain the sole property of their source and may not be used for any purpose without written permission from the source, unless otherwise indicated. STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE CASE STUDIES STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE TABLE OF CONTENTS Introduction: Insights from Around the Globe........................................................................................1 1. Bridging the Skills Gap in the Water Sector: Women’s Scholarship Pilot in Lao PDR.....................5 References...............................................................................................................................................13 2. Addressing Domestic Violence in the Workplace to Improve Business Outcomes: The Case of Solomon Water................................................................................................................17 References..............................................................................................................................................24 3. Investing in Women’s Leadership in Male-Dominated Sectors: Panama’s Emerging Women Leaders Program.................................................................................27 References..............................................................................................................................................34 4. Energizing Equity in Talent: The Case of Equal Opportunities in EVN Macedonia.......................37 References..............................................................................................................................................46 5. Institutionalizing Gender Equality in Project Design: The Case of Ethiopian Electric Utility.................................................................................................49 References..............................................................................................................................................59 Note: For acknowledgments and full list of abbreviations and acronyms please see main report Schomer, Inka and Hammond, Alicia. 2020. “Stepping Up Women’s STEM Careers in Infrastructure: An Overview of Promising Approaches” ESMAP Paper. Washington, D.C.: World Bank. 4 TABLE OF CONTENTS BOXES AND FIGURES Box 1.1: LAO PDR at a Glance............................................................................................................6 Box 1.2: Employer Snapshot: Department of Water Supply.................................................................7 Box 1.3: Intermediate Results to Date..................................................................................................10 Box 2.1: Solomon Islands at a Glance.................................................................................................18 Box 2.2: Key Forms of Gender-Based Violence (GBV)........................................................................19 Box 2.3: Employer Snapshot: Solomon Island Water Authority............................................................20 Box 2.4: The IFC’s Respectful Workplace Program.............................................................................20 Box 3.1: Panama at a Glance...............................................................................................................28 Box 3.2: Employer Snapshot: Emerging Women Leaders Program.....................................................29 Box 3.3: Recommendations for the EWL Mentoring Program..............................................................31 Box 4.1: North Macedonia at a Glance.................................................................................................38 Box 4.2: Employer Snapshot: EVN Macedonia....................................................................................39 Box 4.3: Gender Equality Executive Leadership Program...................................................................43 Box 5.1: Ethiopia at a Glance...............................................................................................................50 Box 5.2: Employer Snapshot: Ethiopian Electric Utility........................................................................51 Box 5.3: EEU Collective Bargaining Agreement: Maternity Benefits....................................................57 Figure 4.1: Percent of Women Employees in EVN Macedonia by Department, 2014.........................40 Figure 5.1: EEU Posters on Sexual Harassment Mitigation and Response.........................................56 5 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 6 © World Bank / Davasha Photography 2019 INTRODUCTION: INSIGHTS FROM AROUND THE GLOBE INTRODUCTION: INSIGHTS FROM AROUND THE GLOBE The five case studies detailed in this document describe a variety of contexts in which measures are being implemented to attract, recruit, retain, and advance women in STEM roles in the infrastructure sectors. The area of focus for each of these studies is as follows: • Recruitment: Bridging the Skills Gap in the Water Sector: Women’s Scholarship Pilot in Lao PDR • Retention: Addressing Domestic Violence in the Workplace to Improve Business Outcomes: The Case of Solomon Water • Advancement: Investing in Women’s Leadership in Male-Dominated Sectors: Panama’s Emerg- ing Women Leaders Program • Attraction, Recruitment, Retention, and Advancement: Energizing Equity in Talent: The Case of Equal Opportunities in EVN Macedonia • Recruitment, Retention, and Advancement: Institutionalizing Gender Equality in Project Design: The Case of Ethiopian Electric Utility CONTEXT increase opportunities for women in the infra- structure sectors. These five case studies1 —from Ethiopia, the Lao People’s Democratic Republic (Lao PDR), Globally, it is clear that few systematic measures North Macedonia, Panama, and Solomon are being undertaken to close the gender gaps Islands—were identified through our extensive explored in the report Stepping Up Women’s desk review, and followed by interviews with STEM Careers in Infrastructure: An Overview of practitioners and women’s employment experts Promising Approaches. Reflecting the sector’s from around the world. The discussions were nascent focus on these challenges, most of the designed to shed light on a variety of practical case studies examined are still in the pilot stage, ways that governments and infrastructure orga- with only preliminary results, making it difficult nizations are working together to find ways to to share insights about their effectiveness at scale. However, by collating the insights gath- 1. The case studies are briefly described in Boxes 4, 7, 11, 15, and 18 in the main report: Schomer, Inka and Hammond, Alicia. 2020. “Stepping Up Women’s STEM Careers in Infrastructure: An Overview of Promising Approaches” ESMAP Paper. Washington, D.C.: World Bank.” 1 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE ered from these early initiatives, including how among staff; and coordination with external resources were mobilized, these case studies support services. can share helpful information about some of the new approaches that have been tested in the INVESTING IN WOMEN’S infrastructure sectors. LEADERSHIP TO ENCOURAGE The first three case studies profiled in this doc- ADVANCEMENT ument focus specifically on recruitment, reten- tion, or advancement. The remaining two case Panama has tested an approach using both studies focus on organizations that are tackling female and male role models and sponsors to the issue of women’s underrepresentation holis- promote female leadership across the public tically, in each of the crucial stages of a woman’s sector. This study shows that high-level buy-in career. is essential, and that champions among leader- ship can accelerate the adoption of institutional SCHOLARSHIPS TO BOOST change. It also shows the value of working with institutional partners who can tailor quality RECRUITMENT content for women’s leadership and mentorship In the Lao PDR, scholarships are being used to programs. recruit more female employees at the national water utility. Although a pilot, this study demon- HOLISTIC APPROACHES strates that scholarships have the potential to TO ATTRACTION, help develop a talent pipeline. By targeting RECRUITMENT, RETENTION, those from disadvantaged backgrounds, this approach could help increase the diversity of the AND ADVANCEMENT workforce in water utility companies. This case In North Macedonia, a comprehensive program study highlights the importance of providing focused on attraction, recruitment, retention, mentors for the students, along with scholar- and promotion aimed to bring about meaning- ships, to help ease their pathway from education ful changes for the country’s energy provider. to a job. The program activities included conducting an assessment to generate sex-disaggregated FOSTERING A RESPECTFUL company data, and building the pipeline through WORKPLACE TO AID internships and scholarships, as well as proj- RETENTION ects that boost exposure to STEM careers for younger girls. In Solomon Islands, the national water authority is seeking to play a role in fostering respectful In Ethiopia, comprehensive approaches mobi- workplace cultures. This has many benefits, lized a wide cross-section of stakeholders to among them a positive impact on the retention move the needle forward on women’s employ- of female employees. The organization is explor- ment in the energy sector. Using a sectorwide ing ways to prevent and mitigate the negative approach; analysis of fundamental gender gaps; effects of sexual harassment, as well as domes- high-level policy advice; deep engagement; and tic violence. A well-informed approach starts allocation of sufficient financial resources, this with genuine commitment from management; “first of its kind” approach shows that institutional context-appropriate policies; building awareness actions can close employment gaps in STEM and professional jobs at an energy utility. 2 INTRODUCTION: INSIGHTS FROM AROUND THE GLOBE 3 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 4 ©iStockPhoto BRIDGING THE SKILLS GAP IN THE WATER SECTOR: WOMEN’S SCHOLARSHIP PILOT IN LAO PDR CASE STUDY 1 BRIDGING THE SKILLS GAP IN THE WATER SECTOR: WOMEN’S SCHOLARSHIP PILOT IN LAO PDR CONTEXT Outside of urban areas, equitable access to water remains a challenge (World Bank 2010). Country Overview In 2015, about a quarter of the population did not have access to improved sources of drink- The landlocked nation of Lao People’s Demo- ing water, and the gap between rural and urban cratic Republic (Lao PDR) has become one of areas is vast, estimated at 38 percentage points. Southeast Asia’s most economically promising countries, having averaged more than 7 percent As the primary managers and users of house- growth per year for most of the last decade hold water, women in areas without access to (World Bank 2016). Between 1992 and 2015, clean drinking water bear most of the burden for poverty rates were halved, from 46 percent to 23 water collection. A 2015 study showed that in percent (UNDP 2018). During the 2000s, labor 79 percent of households without water con- force participation among women increased nections, women had the primary responsibility remarkably, with women’s rates growing faster for water collection (UN 2015). In 2017 the Lao than men’s. In 2020, labor force participation Social Indicator Survey reported that 49 percent rates between women and men are roughly on of those responsible for gathering water for the par (Box 1.1). family are women; and 12 percent are children under 15, mainly girls.2 This takes time away However, these figures mask the high level from their education that could lead to better of women’s participation in the informal sector, jobs, as well as income generation. Gender and their low participation in wage employment, norms such as these contribute to women’s which in 2018 was just 13 percent, compared “time poverty,” which, coupled with inequalities to 25 percent for men (World Bank 2018). in their access to education, results in their hav- Also, 67 percent of employed women have ing fewer opportunities than men to pursue work either no education, or only a primary school outside the home. education, compared to 54 percent for employed men. 2. Lao Social Indicator Survey (LSIS), 2017. 5 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE BOX 1.1 LAO PDR at a Glance Region Southeast Asia Income Group Lower-Middle Population 7,061,507 Labor Force Participation (Ages 15–64), 2020 figuresa Women 80.8%: Men 82.8% Graduates in STEM Fields (2018 figures)b Women 12.8%: Men 32.5% • Engineering, Manufacturing, and Construction Women 4.5%: Men 21.1% • Information and Communication Technology Women 6.6%: Men 9.8% • Natural Sciences, Mathematics, and Statistics Women 1.8%: Men 1.5% Global Gender Gap Index, 2020 Rankingc 43/153 • Economic Participation and Opportunity Sub-Index 3/153 Women, Business and the Law, 2020 scored • Workplacee 100/100 • Payf 75/100 a. Gender Data Portal database (World Bank; modelled ILO estimates). b. UIS database (UNESCO). c. World Economic Forum 2019. d. World Bank 2020. e. Women, Business and the Law-World Bank 2020 provides scores for each economy covered. Thirty-five data points are scored across eight indicators of 4 or 5 binary questions, with each indicator representing a different phase of a woman’s career. Indicator-level scores are obtained by calculating the unweighted average of the questions within that indicator and scaling the result to 100. Overall scores are then calculated by taking the average of each indicator, with 100 representing the highest possible score. Gaps in this area look at if women can get a job in the same way as men, law prohibiting discrimination in employment based on gender, legislation on sexual harassment in employment and criminal penalties or civil remedies for sexual harassment in employment. f. Gaps in this area look at if the law mandates equal remuneration for work of equal value, if women work the same night hours as men, if women can work in jobs deemed dangerous in the same way as men, and if women are able to work in the same industries as men. Institutional Background as PNPs (provincial nam papas), manage these roles. In all, the country has one water utility that In Lao PDR, water and sanitation services are serves the capital city of Vientiane, and 17 PNPs; the responsibility of the Department of Water all are financially autonomous, state-owned Supply (DWS), within the Ministry of Public enterprises (SOEs). Works and Transport (MPWT). DWS is respon- sible for harmonizing sector policies for water Women’s employment in MPWT was under- and sanitation, and managing the construction, represented, particularly in technical positions.3 development, and operation of water supply and According to the country’s Urban Water Supply sanitation services throughout the country. At and Sanitation Sector Human Resource Devel- the provincial level, public water utilities, known opment Strategy 2012-2020, women represent 3. A study of water utilities in 15 developing countries in Africa found that women comprise an average of only 17 per- cent of staff in the water sector (IWA 2015). 6 BRIDGING THE SKILLS GAP IN THE WATER SECTOR: WOMEN’S SCHOLARSHIP PILOT IN LAO PDR just 11.7 percent (200) of the department’s work- force of 1,700 employees, despite a 6 percent BOX 1.2 Employer Snapshot: annual increase in human resources (HR) over Department of Water Supply the past decade (MPWT 2016) (Box 1.2). Ownership Government However, the small number of women graduates in STEM fields limits the availability of talent for Workforce 1,700 employees technical positions in the water sector: female (2016 figures) graduates make up only 12.8 percent, compared • Women 11.7%: Men 88.3% to nearly 32.5 percent for men (Box 1.1). Customer Base 150,000 water connections Mobilizing Resources to Enhance Gender Equality Through this capacity development program the project achieved a 10 percent increase in the In 2009, the Asian Development Bank (ADB) number of qualified women in technical and lead- approved the Small Towns Water and Sanitation ership positions in PNPs (Saphakdy 2020). Sector Project (ADB 2009). Financed by the multidonor Gender and Development Coopera- tion Fund (GDCF), this project was designed to WHAT WAS DONE enhance gender equality by addressing gender The ADB, MPWT, and the water utilities in Lao gaps in the sector, and to contribute to women’s PDR recognized that there was a country-wide empowerment. gender gap in water management; and that the The project benefited more than 150,000 people targets for women’s participation in training or in 13 small towns in Lao PDR, by providing decision making were not being met.4 increased access to piped water and improved The ADB project team spoke with women engi- sanitation services. The project’s objectives were neers and reviewed differences between women to (i) strengthen the urban water supply sector and men in institutional and human resources through better planning, management, and reg- in the sector. They found that while women ulation; (ii) improve sustainability of the PNPs; could be found working in various units of water (iii) develop or rehabilitate water supply systems; utilities, the representation of women in techni- (iv) improve urban drainage works; (v) enhance cal jobs was low. Most water projects were also community action and participation; and (vi) focused on women’s participation at the commu- improve the capacity for project implementation, nity level (Jain 2013). They realized that in order operation, and maintenance (ADB 2009). to increase women’s representation in technical Grant assistance of US$500,000 from the GDCF and decision-making roles, there needed to be between 2009 and 2016 supported activities to an increase in the pool of qualified candidates. In (i) improve access to educational opportunities fact, meeting any project’s targets for women’s in water supply and sanitation engineering for participation can only be achieved by building female high-school graduates; (ii) raise aware- the future pipeline of qualified female candidates ness about gender equality within the PNPs; and (ADB 2009; Jalal 2014). (iii) improve knowledge of gender issues in Lao PDR’s urban water and sanitation sector. 4. A gender analysis was conducted as part of the Small Towns Water Supply and Sanitation Sector Project; it revealed persistent gender inequalities in opportunities and challenges in the sector. 7 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Gathering Data on Women’s the pilot. Since the goal was to recruit women who could return to the provinces to work in the Participation in Employment PNPs, the opportunity was announced through The first step for the ADB project team was to local PNP offices, and even through loudspeak- assess the current areas and levels of employ- ers in 16 provinces. The committee screened and ment of women in the MPWT and PNP work- interviewed applicants using the following criteria: force; their training and capacity needs; and the • High-school graduation with a minimum grade constraints to increasing their participation in average of 70 percent; or successful comple- professional staff roles. Key findings from their tion of the university entrance examination; capacity assessments included the following: • Provincial applicants, with priority given to • Women’s workforce representation in four of minority ethnic groups; the surveyed PNPs was less than 25 percent. • Personal or family circumstances that would • The PNP workforce was young: staff had a otherwise prevent the applicant from attending median age of 30 years, and most had not college; completed a university-level education. • Interest of the applicant in pursuing study in • Female staff members were concentrated in the field of water and sanitation; administrative or financial management posi- tions, and many believed they could not carry • An interview with shortlisted applicants. out heavy work in the field due to the limita- So many candidates immediately applied for tions of their physical strength. the program that DWS had to close the pro- • Most PNP staff had not been sensitized to the cess within days. The pilot program awarded specific needs and challenges of either women 26 female students four-year scholarships to or men in the water sector (MPWT 2016). complete undergraduate degrees related to water supply work in civil engineering, environ- mental engineering, or environmental science at Pilot Scholarship Program the National University of Laos, or the Vocational The next step for the ADB project team was to Institution of Technology in Vientiane. Of the 26 implement a school-to-work pilot program, which students, 21 completed a degree in environmen- sought to redress two interrelated challenges: tal engineering, 4 in civil engineering, and 1 in (i) the PNPs’ need for skilled professionals with environmental sciences (MPWT 2016). engineering and management expertise; and (ii) the lack of women in technical positions in the »» Providing counseling to PNPs, and at DWS headquarters. ensure success The ADB project team identified a pool of prom- Since participants had to move from the prov- ising female high-school graduates, and commit- inces to the capital city to study, many underwent ted resources to supporting them financially and an adjustment period. For most, this was their psychosocially through university graduation and first time living away from home, and they had job placement, at an estimated cost of US$7,300 limited financial and family support systems in per scholar. Vientiane. Some struggled to pass the univer- sity entrance exams and benefited from advice »» Targeting the scholarship during the admissions process. In 2011, a government committee was estab- After the first year, the project team realized that lished to build a strong cohort of scholars for the scholars would have a higher likelihood of 8 BRIDGING THE SKILLS GAP IN THE WATER SECTOR: WOMEN’S SCHOLARSHIP PILOT IN LAO PDR ents the chance to engage with their role models and draw on their experience. Networking events PERSPECTIVES were also organized to strengthen the mentoring relationships. I have been empowered to fulfill my dream of becoming an engineer, and now Two years after the program ended, mentors hope to contribute to the development of and mentees were still in touch with each other, the water and sanitation sector in Oudo- underscoring the strong personal and profes- mxay province. I would like to see other sional relationships that had been fostered. young women with financial challenges ADB’s follow-on project included continuing have the same opportunity as me. support for this mentorship group even after the scholarship program ended (ADB 2013). —Scholarship recipient, and current PNP employee »» Providing access to PNP internships success with additional, more structured support, During their third academic year, all 26 scholars and a counselor was hired to coach and support participated in a two-month internship program at the women. At first, the counselor made sporadic the government’s project coordination unit office, monthly check-ins with them, but the project as well as at the PNP offices in their respective team soon intensified the level of available sup- provinces. During these internships, they put port, scheduling weekly visits to ensure that each their academic studies into practice and received scholar remained on track. valuable firsthand experience working with tech- nical staff. They carried out technical work that »» Leveraging female role models included, for instance, water quality testing, and installing pipes. The GDCF grant also provided The ADB and the government recognized that each intern with a stipend that covered meals, professional role models could encourage transport, and insurance. women to complete their studies. A mentorship group was set up to mentor students, and to share with them their experiences with the types of jobs possible in the sector. PERSPECTIVES Because the ADB project focused on improving As a businesswoman, I set a goal for my the operational and financial management of life and my business, and I have commit- PNPs, it was able to complement GDCF-financed ted to the development of this country. activities. Mentors and role models included At home, as a single mother, I have tried female leaders in MPWT and in the PNPs, as my best to fulfill my responsibilities toward my children. At work, I hold my well as in other water-related enterprises. employees to a high standard while still Initially, the mentors were engaged as speakers treating them like my family members. for workshops and leadership events: later they I also return my profits to society by were invited to become informal mentors. They contributing to different social events and facilitated discussions, and regularly followed the paying compensations to people affected students’ academic and personal development. by challenges. I am happy to be a mentor Learning sessions gave the scholarship recipi- supporting the female staff of the PNP. —Participating mentor 9 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE »» Facilitating labor-market entry grant supported identification and implementa- tion of specific gender actions within these plans. Nearly half of the scholars who participated in As part of the overall corporate planning exer- the program were hired by the PNPs or other cise, the PNPs allocated budget for improving water-related companies within three months of the skills of their staff—both men and women. graduation: the rest had difficulty finding jobs. In response, a targeted strategy was developed In 2012, MPWT organized a workshop to dissem- to support these young women by helping them inate the findings of the project’s gender assess- find and apply for positions. This included a ment, and to identify ways to reduce gender gaps concerted effort to link them with available jobs in in the workforce, including setting targets for the PNPs. female staffing. The workshop was attended by PNP general managers, female staff, and provin- As a result, more than 90 percent of the program cial government representatives. It was followed graduates were employed by PNPs within a year by planning sessions for all PNP staff, and middle of graduation (Box 1.3). The PNPs hired the grad- management in four other provinces. uates to fill engineering or technician positions for a three-to-six-month trial period, after which These sessions resulted in the PNPs creating 10 all stayed on as permanent hires. The team had gender action plans (GAPs). The plans covered suggested this incremental approach to those specific activities to help promote women’s PNPs that were apprehensive about immediately participation in the workforce, as well as tar- hiring the women on a full-time basis. geted training for women in a variety of subjects (financial management and reporting, account- ing, customer service, office management, Support Beyond Scholarships billing systems, information technology, Internet »» Developing gender action plans applications, and bookkeeping); and on-the-job training in the PNPs. In 2014 and 2015, refresher and training workshops were held on technical and gen- This project also supported the PNPs to prepare der-equality issues, while new sessions focused three-year rolling corporate plans; and the GDCF on topics like AutoCAD software and English. BOX 1.3 Intermediate Results to Date • Scholarships: All 26 women, representing 11 provinces, graduated from their four- or five- year university degree programs. One year after graduation, more than 90 percent had jobs in the PNPs, and the other 10 percent were employed in water-related positions in the private sector. While this number may seem small, the average annual personnel recruit- ment for DWS is approximately 80 people, so 26 female graduates securing employment in the sector in less than two years is a meaningful increase. This result is particularly notable considering that the women came from resource-constrained backgrounds, and had to leave their provincial homes for the capital city to complete their studies. • Strategy targets: The Urban Water Supply and Sanitation Sector Human Resource Development Strategy 2012–2020 has specific targets for women’s participation, which were disseminated among the staff (MPWT 2016). a. Interview with Phomma Veoravanh, Director-General, Lao PDR Department of Water Supply (June 7, 2018). 10 BRIDGING THE SKILLS GAP IN THE WATER SECTOR: WOMEN’S SCHOLARSHIP PILOT IN LAO PDR »» Hosting professional 2. Developing a pipeline of women engi- development workshops neers requires sustained financial and HR commitment. In 2013–15, professional development work- shops were organized in the northern, central, A critical success factor was the considerable and southern regions of the country for 143 amount of time spent by the ADB project officer women employees of the PNPs (MPWT 2016). and the government’s project director, as well Expanding the skills and social capital of exist- as project consultants, government officials, and ing female talent within DWS was identified as the volunteers who were involved in counseling, one way to increase the visibility and influence mentoring, and monitoring the program scholars of female leaders in the sector, thereby helping to ensure that they completed their studies and to attract new female recruits through the role- made a successful transition from university to model effect. their STEM careers. Sustained commitment was particularly important, considering the obsta- Five professional women were invited to give cles that young women in Lao PDR face in the presentations at three professional development school-to-work transition, ranging from gender workshops, which focused on aspiration gaps; biases to teenage pregnancy. women’s leadership; and career development. About half of the women in the program secured jobs within three months of graduation, at which DESIGN IMPLICATIONS point the project team made substantial efforts to link them with PNPs and other job opportuni- 1. Where the pipeline is weak, women’s ties, leading to a far higher rate of employment. employment targets must be coupled Internship programs also offered the students an with efforts to increase the participa- opportunity to apply theory to practical work. The tion of women in STEM. GDCF-financed scholarships were aligned with The ADB project assisted the government in the Urban Water Supply and Sanitation Sec- preparing its Urban Water Supply and Sanitation tor Human Resources Development Strategy, Sector Human Resource Development Strategy, 2012–2020. 2012–2020. This project provided training and scholarship grants for both men and women in the sector, including PNP staff. The GDCF grant complemented the project design by extending PERSPECTIVES HR development to include help to expand the There is a shift now toward openly pool of qualified female engineers. talking about solutions for improving our recruitment of women, and engaging The ADB project aimed to tackle the supply-side male managers for input. We injected challenge through its scholarship program, while the idea of talking about women with also increasing awareness among PNP general the top managers of the 18 provinces, managers of the importance of balancing gender and now they are talking about schemes roles in water utilities, and requesting that PNP to recruit more women and overcome corporate plans include GAPs, and provide more challenges in the pipeline. employment opportunities for women. The results — Phomma Veoravanh, Director-General, of this project suggest that setting actionable Lao PDR Department of Water Supply goals for women’s employment in technical jobs, and providing women’s scholarship programs in technical fields can be mutually reinforcing. 11 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Projects seeking to replicate this experience The female mentors who served as role mod- should consider providing additional support to els in this project offered important guidance to potential participants in the final year of their these young women, who were pursuing studies studies in the form of job information, counsel- in male-dominated fields. Some of the mentors ing, and placement services. It is also important provided internships for scholarship recipients to hold multiple rounds of discussions with the during their studies. managers of utilities, to further raise awareness about the need to raise the level of women’s par- Given the low numbers of women in technical ticipation in the workforce, and especially about or decision-making positions, it was sometimes the value of their contributions. Project teams difficult to find female mentors; and the mentors must also keep in mind that some women may often had to divide their time among several men- choose not to continue working in the sector after tees. Future projects should allow sufficient time completing the program. and resources to identify and engage mentors. 3. Extra effort is required to identify 5. Securing buy-in from regional and rural women candidates, and to national leaders is key to the success ensure diversity. of women’s STEM career initiatives, and appropriate project design is One aim of the pilot program was to reach essential. women from rural and disadvantaged back- The ADB project and the GDCF grant helped to grounds based on merit. However, most of the accelerate adoption of new strategies by both scholarship recipients were from the provincial MPWT and the PNPs, including improving HR capitals. Those from more remote areas who targets for gender equality. Ensuring that the were accepted into the program tended to grant for the work on women’s employment was struggle with the university entrance exams, embedded in the overall project design, and that most likely due to the lower quality of education there was close oversight of project implementa- in isolated areas of the province (MPWT 2016). tion and administration, including ongoing data Future projects might want to consider collection, were key to its success. making special provisions for scholars from Proactive government involvement was essen- rural backgrounds, or partnering with universities tial, and was very instrumental in making the to find ways to take their specific challenges program a success. Collaborative work across into account; to help maintain a socially inclusive managers, including the sessions to develop program; and to cultivate a truly diverse cohort gender action plans and other workshops, of women water professionals from across were important in engaging the interest in and the country. support for pipeline equity among male general managers of the PNPs. The director of the proj- 4. Mentoring networks are especially important for supporting women, ect coordination unit, and its staff, were essen- including those from disadvantaged tial in ensuring buy-in for the proposed project backgrounds, in order to help them activities. stay in school and get jobs. 12 BRIDGING THE SKILLS GAP IN THE WATER SECTOR: WOMEN’S SCHOLARSHIP PILOT IN LAO PDR REFERENCES Asian Development Bank (ADB) 2009. “Reports and Recommendation to the Board of Directors: Proposed Grant to the Lao People’s Democratic Republic for the Small Towns Water Supply and Sanitation Sector Project.” Manila: ADB. Accessed October 2019. https://www.adb.org/projects/36339-022/ main#project-pds. _____. 2013. “Reports and Recommendation to the Board of Directors: Proposed Loan and Administration of Grant to the Lao People’s Democratic Republic for the Water Supply and Sanitation Sector Project”. Manila: ADB. Accessed October 2019 https://www.adb.org/projects/documents/water-supply-and- sanitation-sector-project-rrp. International Labour Organization (ILO). 2019. “Statistics and databases”. Geneva: ILO. Accessed April 2020. https://www.ilo.org/global/statistics-and-databases/lang--en/index.htm. International Water Association (IWA). 2015. “An Avoidable Crisis: WASH Human Resource Capacity Gaps in 15 Developing Economies”. London: IWA. Accessed October 2019. https://iwa-network.org/wp- content/uploads/2016/03/1422745887-an-avoidable-crisis-wash-gaps.pdf. Jain, Anupma. 2013. “Pink Pipes and Tea Servers: Challenging Women’s Role in Water Utilities.” ADB Blogs. March 2013. Manila: ADB. Accessed October 2019 https://blogs.adb.org/blog/pink-pipes-and- tea-servers-challenging-women-s-role-water-utilities Jalal, Imrana. 2014. “Women, Water, and Leadership.” ADB Briefs No. 24. Manila: Asian Development Bank. Accessed October 2019. https://www.adb.org/sites/default/files/publication/150953/women- water-and-leadership.pdf . Ministry of Public Works, Department of Water Supply (MPWT), Lao People’s Democratic Republic. December 2016. “Small Town Water Supply and Sanitation Sector Project. Improving the Lives of People in Small Towns. Gender and Development Cooperation Fund Final Report. Vientiane: MPWT. Saphakdy, Theonakhet. 2020. “Tapping Into the Potential of Women in the Water Sector. Development Asia”. Manila: Asian Development Bank. Accessed March 2020. https://development.asia/case-study/ tapping-potential-women-water-sector. UNESCO Institute for Statistics. 2020. Distribution of tertiary graduates by field of study (2018 figures). Paris: UNESCO. Accessed March 2020. http://data.uis.unesco.org/. United Nations. 2015. Country Analysis Report: Lao PDR Analysis to Inform the Lao People’s Democratic Republic United Nations Partnership Framework (2017-2021). Accessed October 2019. http://www. la.undp.org/content/dam/laopdr/docs/Reports%20and%20publications/2015/Country%20Analysis%20 Report%20Lao%20PDR%202015.pdf. Vientiane: United Nations. United Nations Development Programme (UNDP). 2018. “Data on Lao PDR.” Accessed October 2019. http://www.la.undp.org/content/lao_pdr/en/home/countryinfo.html. New York: UNDP World Bank. 2010. “Lao PDR Development Report 2010: Natural Resource Management for Sustainable Development.” Background Note. Washington, DC: World Bank. Accessed October 2019. http:// documents.worldbank.org/curated/en/235551468090867517/Lao-PDR-development-report-2010- natural-resource-management-for-sustainable-development-hydropower-and-mining. _____. 2016. “The Labor Impact of Lao Export Growth.” Washington, DC: World Bank. Report No: AUS9112. Accessed October 2019. http://documents.worldbank.org/curated/en/551421468047786244/ pdf/AUS9112-MAIN-REPORT-REVISED.pdf. 13 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE _____. 2018. World Development Indicators 2018. Washington, DC: World Bank. Accessed March 2020. https://databank.worldbank.org/reports.aspx?source=world-development-indicators. _____. 2020. Women, Business and the Law 2020. Accessed April 2020. Washington, DC: World Bank. http://wbl.worldbank.org/en/reports. World Economic Forum (WEF). 2019. The Global Gender Gap Report 2020. Geneva: WEF. Accessed March 2020. https://www.weforum.org/reports/gender-gap-2020-report-100-years-pay-equality. 14 BRIDGING THE SKILLS GAP IN THE WATER SECTOR: WOMEN’S SCHOLARSHIP PILOT IN LAO PDR 15 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 16 ©iStockPhoto ADDRESSING DOMESTIC VIOLENCE IN THE WORKPLACE TO IMPROVE BUSINESS OUTCOMES: THE CASE OF SOLOMON WATER CASE STUDY 2 ADDRESSING DOMESTIC VIOLENCE IN THE WORKPLACE TO IMPROVE BUSINESS OUTCOMES: THE CASE OF SOLOMON WATER CONTEXT based on gender, marital status, pregnancy, sexual orientation, or HIV status is not prohibited Country Overview by law (CEDAW 2013). An archipelago of 992 sparsely-populated islands According to the Labor Act, women in Solomon in the South Pacific, Solomon Islands is a nation Islands are restricted from entering certain pro- with a diversity of cultures and spoken lan- fessions, such as mining, and they cannot work guages. The country achieved political indepen- the same night hours as men except under dence in 1978: it has intermittently experienced specific conditions (Labor Act 1996, Section social and political tension, with the most recent 39–40). The law mandates 12 weeks of paid conflict occurring in 2003 (World Bank Group maternity leave, but guarantees only 25 percent 2018). of wages during this period, to be paid by the employer (Labor Act, Section 42). It is unlawful The 2009 census showed reasonably high liter- for an employer to give a female worker notice of acy rates, although the rate for women was 10 dismissal during her maternity leave; however, no percentage points lower than for men (79 percent legal restrictions prohibit them from asking women versus 89 percent) (ADB 2015). The economy about their current pregnancy status or intention to is weak, based predominantly on subsistence have children during the recruitment or promotion farming and fishing, with only a small minority of processes (Labor Act 1996, Section 43). the population engaged in formal employment or cash-generating businesses (Box 2.1). At the In addition to legal barriers, traditional cultural time of the 2007 census, 60 percent of the popu- and gender norms influence the division of labor, lation was under the age of 24 (ADB 2015). property rights, and decision making, among other things (ADB 2015). Economic participation The legal environment of Solomon Islands poses can be affected by a sense of safety, especially barriers to women’s employment. The country for women. The geographic location of job has no provision that mandates nondiscrimina- sites can also affect women’s sense of secu- tion in employment on the basis of sex, including rity, with a greater perception of risk in remote in its Labor Act (Government of Solomon Islands areas. Research in neighboring Papua New 1996). This means that employer discrimination Guinea found potential violence to be the biggest 17 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE BOX 2.1 Solomon Islands at a Glance Region Asia Pacific Income Group Lower-Middle Population 652, 858 Labor Force Participation (Ages 15–64), 2020 figuresa Women 83.9%: Men 86.7% Enrollment in Tertiary Education (2012 figures)b Women 38%: Men 62% Women Graduates in STEM Fieldsb Women 12.8%: Men 32.5% • Humanities and Sciences 31.3% • Industrial Development 2.7% • Natural Resources 48.2% Women’s Economic Opportunity Index (Labor Practices)c 21.8/100 Women, Business and the Law, 2020 scored • Workplace 25/100 • Pay 25/100 a. Gender Data Portal database (World Bank; modelled ILO estimates). b. ADB 2015. c. The Economist Intelligence Unit 2012. The Women’s Economic Opportunity Index is a dynamic quantitative and qualitative scoring model constructed from 26 indicators that measure specific attributes of the environment for women employees and entrepreneurs in 113 economies. d. World Bank 2020. concern for women working in remote locations do not “live up to the gender roles that society (Hameed 2018). imposes” (Rasanathan and Bhushan 2011). Sex- ual harassment in the workplace, while prevalent, Worldwide, the World Health Organization is not widely reported. Survivors may not report (WHO) estimates that 35 percent of women have it for fear of losing their jobs, fear of stigma, fear experienced either physical or sexual partner of being blamed for the harassment, or because violence, or nonpartner sexual violence, in their they are unaware of their rights (ILO 2015). lifetime (WHO 2013). By comparison, in Solo- mon Islands, an estimated 64 percent of women Legal protections are insufficient to prevent and ages 15-49 who have ever been in a relationship respond to domestic violence and sexual harass- reported having experienced some form of vio- ment. The 2014 Family Protection Act criminal- lence (emotional, physical, and/or sexual) (SPC ized domestic violence (Ming et al 2016), but 2009) (See Box 2.2). the country has no legislation to address sexual harassment in the workplace or educational sys- A 2011 study in Solomon Islands found that 73 tem, and there are no criminal penalties or civil percent of both men and women believe that remedies in place to respond to it (World Bank violence against women is justifiable, especially 2018).5 These gaps in legal protection have left for infidelity and “disobedience” when women 5. Public service codes of conduct are in place that aim to deal with sexual harassment; and certain laws, such as those that criminalize sexual assault, could be used in the workplace to address some aspects of sexual harassment (ILO 2015). 18 ADDRESSING DOMESTIC VIOLENCE IN THE WORKPLACE TO IMPROVE BUSINESS OUTCOMES: THE CASE OF SOLOMON WATER women in Solomon Islands at a disproportion- BOX 2.2 Key Forms of Gender- ate risk of victimization, as well as educational Based Violence (GBV) and economic marginalization. In fact, violence against women (VAW) has become a public Gender-based violence (GBV). This health crisis in Solomon Islands. Women who is an umbrella term referring to violence have experienced violence suffer from emotional directed against a person based on their distress, and are more likely to be hospitalized or gender. GBV constitutes a breach of the to undergo surgery. They are also more likely to fundamental right to life, liberty, security, commit suicide. dignity, equality between women and Furthermore, VAW perpetuates an intergener- men, non-discrimination, and physical ational cycle of violence, which in turn poses a and mental integrity (CoE 2012). challenge to increasing the nation’s prosperity Intimate partner violence (IPV). This (ADB 2015). The costs of domestic violence for term refers to behavior by an intimate businesses and employers include productivity partner or ex-partner that causes phys- losses due to both absenteeism and “presen- ical, sexual, or psychological harm. IPV tee-ism” (that is, attendance at work, but with includes physical aggression, sexual reduced focus); reductions in workplace health coercion, psychological abuse, and con- and safety; and the expenses associated with trolling behaviors (WHO 2013). employee termination, recruitment, and retrain- ing (Hameed 2018). This risk is particularly Sexual exploitation and abuse (SEA). pronounced for infrastructure projects that are This term is defined as any actual or located in remote areas, where intimate partners attempted abuse of a position of vulnera- may be working at the same site. bility, differential power, or trust for sexual purposes, including but not limited to prof- Employers who proactively address the prob- iting monetarily, socially, or politically from lem of domestic violence benefit from reduced the sexual exploitation of another (UN occupational hazards and safety risks; improved Secretary-General 2003). SEA is further concentration and long-term productivity of their defined as the actual or threatened phys- employees; and the retention of talent, along with ical intrusion of a sexual nature, whether the related cost savings (ILO 2015). by force, or under unequal or coercive conditions. In the context of World Bank– supported projects, SEA occurs against a PERSPECTIVES beneficiary or member of the community. Coming to work ‘under the influence’ Sexual harassment. This term refers to of violence is a fit-for-work issue, unwelcome sexual advances, requests much like coming to work under the for sexual favors, and other verbal or influence of drugs and alcohol. physical conduct of a sexual nature (UN Secretary-General 2008, cited in World — Linda Van Leeuwen, Anitua and Papua New Guinea Business Coalition for Women Bank 2014). 19 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Institutional Background and women’s economic empowerment. The Solomon Islands Water Authority (SIWA) Companies that participate in Waka Mere sign is a state-owned urban water and sanitation a commitment to action, and make one or more utility. Founded in 1993, SIWA is governed by a core pledges toward the goal of workplace gen- board of directors that reports to two government der equality. These pledges include (i) increasing ministers. Despite serious operational challenges the share of women in leadership positions; (ii) in the late 2000s, the utility is maintaining world building respectful and supportive workplaces health standards in its provision of water to most for women and men; and (iii) promoting oppor- of its customers (SIWA 2017). With 147 staff tunities for women in jobs that are traditionally members, SIWA focuses on an urban customer held by men. In addition to striving to achieve base, providing water to more than 110,000 peo- these pledges over a two-year period, Waka ple, and sewerage services to more than 20,000 Mere companies participate in bimonthly learning in the capital city of Honiara, and 9,000 more events, and share annual progress reports. people in three provincial centers (Box 2.3). The Waka Mere companies that commit to building utility relies on donor support for major infrastruc- respectful and supportive workplaces for women ture development. Priorities include increasing the volume of water available for Honiara, and reducing water losses due to theft and leakage BOX 2.4 The IFC’s Respectful (World Bank Group 2018). Workplace Program In 2017, as part of its Waka Mere Commitment to Action, the International Finance Corporation The IFC’s Respectful Workplace Program (IFC), in partnership with the Solomon Islands aims to enable companies to improve Chamber of Commerce and Industry (SICCI), productivity and promote a respectful launched the Respectful Workplace Program workplace culture by adopting and oper- (Box 2.4). Waka Mere (Pidgeon for “she works”) ationalizing an antiharassment policy,a,b is supported by the governments of Australia and implemented through a six-step process: New Zealand through the Pacific Partnership. Building on experience in Papua New Guinea, onducting an assessment of the 1. C Waka Mere promotes business competitiveness workplace culture. Briefing senior management. 2. BOX 2.3 Employer Snapshot: dopting and operationalizing the 3. A Solomon Island Water Authority antiharassment policy. Industry Water and Sanitation raining line managers in the business 4. T case, policy, and assertive communica- Ownership State-owned enterprise tion. Workforce 147 employees, of which 29 are female (2019 figures) Socializing the antiharassment policy. 5. • Women 29 (19.7%); Men 120 (80.3%) roviding monitoring and evaluation 6. P Customer Base More than 9,000 water (M&E) support. account holders, or 110,000 people (estimated)a a. IFC 2018. b. IFC 2019a. a. Solomon Water 2017. 20 ADDRESSING DOMESTIC VIOLENCE IN THE WORKPLACE TO IMPROVE BUSINESS OUTCOMES: THE CASE OF SOLOMON WATER and men (Pledge ii) are encouraged to undertake The utility engaged IFC for both the Respectful two key actions: (i) adopt and implement anti-bul- Workplaces and Domestic Violence programs. lying and anti-sexual harassment workplace In keeping with IFC program policy, and in order policies; and (ii) implement a structured approach to demonstrate their ownership of the vision, and to supporting staff who are affected by domestic the high value they place on protection of their violence, including training a group of staff to staff, SIWA agreed to share the costs of training. respond effectively to disclosures of violence. And while grants from international donors par- tially subsidized IFC’s advisory-service offerings Employees who experience domestic violence to address domestic violence, SIWA personnel are unlikely to seek support from their workplace dedicated time to implement the activities, and if they do not perceive it as a safe and supportive paid a fee for the course. environment. Therefore, IFC has recommended that companies stagger the implementation of these two policies, with the antiharassment policy WHAT WAS DONE introduced at least three months before the domestic violence policy.6 Materials for assess- Assessment of SIWA’s ment and training are developed with inputs from Workplace Culture company representatives and local trainers, to verify that the language and examples used SIWA began this initiative with a workplace resonate with Solomon Islanders. As of 2020, 13 culture assessment designed to help them better companies in Solomon Islands, 6 in Papua New understand women’s and men’s organizational Guinea, and 27 in Fiji7 had begun to implement a roles; staff perceptions and experiences of work- structured approach to supporting staff who are place behavior; existing mechanisms for antibul- affected by domestic violence. lying, antiharassment, and employee well-being; and opportunities for improvement. Mobilizing Resources to En- An HR survey determined the share of women hance Gender Equality in leadership roles. With IFC support, SIWA also analyzed its policies to ensure that any Recognizing the importance of gender equal- new policies would complement already existing ity in the workplace, in 2017 SIWA joined the practices (for example, those addressing miscon- Waka Mere Commitment to Action. To ensure duct). The results of the survey were presented the achievement of establishing respectful and to the CEO and senior management in a feed- supportive workplaces for women and men, back meeting. The results of the survey were IFC facilitated a discussion with SIWA’s senior presented to the CEO and senior management, management about the scope and impact of and with the full participation of IFC in the discus- domestic violence in Solomon Islands, and about sion, they made the decision to move ahead with local support services that are addressing GBV. next steps. The business case compelled senior managers to make this voluntary pledge to foster a more respectful workplace. 6. Interview with Shabnam Hameed (June 5, 2018), and subsequent input March 2020. 7. More information on Fiji at: https://www.ifc.org/wps/wcm/connect/region__ext_content/ifc_external_corporate_site/ east+asia+and+the+pacific/resources/fiji-domestic+and+sexual+violence+report 21 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Corporate-Level Actions in policy implementation support through tools that help companies record and monitor the appli- the Prevention and Mitigation cation of their domestic violence policies, while of GBV maintaining confidentiality. Based on the findings of their workplace culture »» Training a domestic violence assessment, SIWA took the following actions. contact team »» Adapting antiharassment and Eight staff members, including some nonmanag- domestic violence policies ers, were trained as contacts for domestic vio- lence issues. The training aimed to equip them IFC supported the utility in adapting a policy on with the necessary skills to: antibullying and anti-sexual harassment, and later a domestic violence policy, to its unique • Understand the cycle of domestic violence, company setting. and how it intersects with the workplace; • Raise awareness about domestic violence, and »» Training staff on respectful explain what SIWA is doing to respond to it; workplaces • Respond appropriately to disclosures of In a one-day workshop, 11 of the utility’s man- domestic violence; agers were trained in the new antibullying and anti-sexual harassment policy to ensure they had • Assess the discloser’s immediate and lon- the skills to help identify, diffuse, and end harass- ger-term safety needs, and how any responses ment at worksites. Subsequently, in a two-hour provided by the company may influence these session with IFC, 81 staff members were trained needs; in the principles of Respectful Workplaces, and sensitized to SIWA’s new policy, as well as its • Support and coordinate access to available practical implications. support both at SIWA, and in the community; • Appropriately report allegations that employees »» Creating a site-specific domes- may be perpetrating domestic violence; tic violence policy • Implement SIWA’s domestic violence policy. Based on IFC’s model domestic violence policy, SIWA created its own policy, which aims to The Domestic Violence contact team was also create a safe environment for employees who tasked with promoting the policy within the experience domestic violence, and offer them a company through team discussions and work- pathway for seeking support. This policy ensures shops, as well as raising awareness of this issue that employees are provided with information, through other activities. and referrals to support services in the commu- nity. It also offers the possibility of work adjust- »» Launching the domestic violence ments so that employees who are dealing with policy domestic violence can remain productive. In addition, it outlines ways in which the company The launch of the domestic violence policy began intends to deal with employees who may be with the contact team raising awareness in the perpetrating domestic violence. IFC has provided workplace about SIWA’s stand against domestic 22 ADDRESSING DOMESTIC VIOLENCE IN THE WORKPLACE TO IMPROVE BUSINESS OUTCOMES: THE CASE OF SOLOMON WATER violence. The training included guidance on how contact persons were trained in how to respond to sensitize staff to the human and financial costs to domestic violence as it intersects with the of violence in an inclusive and encouraging way workplace. Anecdotal results thus far include a that addresses both female and male staff, as more active support system among female staff, well as their spouses and families. The aim was who are now disclosing instances of domestic to create a systematic workplace response to violence to contact team members, or other domestic violence by ensuring that staff across colleagues, in confidence.9 the organization understand its impacts on Other initiatives undertaken have helped to business, and have the know-how to support increase local opportunities for women in jobs survivors and refer them to appropriate services traditionally held by men. For example, IFC and without becoming “counselors,” or attempting to the SICCI have supported local companies that assume control over domestic issues.8 are addressing occupational sex segregation, Stakeholder engagement included partnerships including SIWA, by facilitating driver’s license with the police, as well as community support training for female employees. and counseling centers, to ensure the availability After participating in Waka Mere, participating of more effective external resources when staff companies in Solomon Islands are reporting require service referrals. The initiative fostered notable advances in workplace gender equal- wider community ownership, and instilled in ity. This includes women’s increased feelings staff a sense of their collective responsibility for of safety and well-being at the workplace; seeing the ending of violence as a local priority improved employee loyalty; improved skills and in their best interest, rather than a prerogative confidence among female employees; better job driven solely by IFC or SIWA. The SICCI has opportunities for women who have participated served as a strong local convening partner in in Waka Mere activities; an increased number this effort. of women in jobs traditionally held by men; and universal adoption of new policies and practices Measuring Sucess that support gender-equal and supportive work- places (IFC 2019b). SIWA is tracking the effect of this initiative, with ongoing confidential data being collected by the human resources department. The aspects that DESIGN IMPLICATIONS are being focused on include individual-level as well as institutional-level data collection, to 1. Securing early commitment from capture relevant company activities and staff senior management is essential. feedback. Securing early buy-in from senior management is As of December 2018, 81 SIWA staff mem- essential to ensure the uptake and sustainability bers (60 percent) had been trained in the IFC of any initiative that aims to challenge existing Respectful Workplaces program, which lays norms. One IFC client company discontinued the foundation for a violence-free workforce by participation in the program after its primary addressing the issues of bullying and harass- advocate left the company. Because high-level ment. In addition, 11 line managers had been commitment is so important, IFC requires the trained in antiharassment principles, and 8 CEO and all who directly report to him or her to 8. Interview with Shabnam Hameed (June 5, 2018), and subsequent input March 2020. 9. IFC had planned to undertake an endline evaluation on the impact of workplace response to domestic and sexual violence in 2020, but this has been delayed due to Covid-19. 23 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE attend the first meeting. If they are unwilling to do and cultural norms. It is of critical importance so, IFC will not pursue the partnership, because to mobilize local officials and conduct train- it believes that the program’s effectiveness abso- the-trainers (ToT) sessions in their countries lutely hinges on representation and commitment of implementation, to ensure that the content by each and every business unit. is relevant, and that trust is established when broaching issues such as domestic violence. Buy-in from senior management is also crucial IFC has planned a new ToT workshop in for securing continued program financing. While responding to GBV in the workplace, to help international donors subsidize the cost of the increase the number of national trainers in the program, participating firms must share the costs Pacific.10 of IFC support and training: this demonstrates corporate commitment, and ensures the sus- It is also prudent to train selectively in order to tainability of actions taken under the Waka Mere ensure the delivery of consistently high-quality platform. training. Engaging local police, community center staff, and other stakeholders (in this 2. In order to drive the initiative, it is case, SICCI) can also help to ensure that the critically important to develop a initiative has local ownership; this can be espe- national pool of trainers. cially important in cases where senior man- agement of the infrastructure entity includes International organizations should partner closely nonnationals. with local counterparts, especially when they are trying to tackle behavior change rooted in social REFERENCES Asian Development Bank (ADB). 2015. “Solomon Islands Country Gender Assessment.” Manila: ADB. Accessed September 2019. https://www.adb.org/sites/default/files/institutional-document/176812/sol- country-gender-assessment.pdf. CEDAW. 2013. “Consideration of Reports Submitted by States Parties under Article 18 of the Convention: Solomon Islands.” CEDAW/C/SLB/1-3. Accessed October 2019. https://tbinternet.ohchr.org/_layouts/15/ treatybodyexternal/Download.aspx?symbolno=CEDAW%2FC%2FSLB%2F1-3&Lang=en. Council of Europe (CoE). 2012. “Preventing and Combating Violence against Women.” Strasbourg: CoE. Accessed September 2019 https://www.coe.int/en/web/genderequality/violence-against-women . Economist Intelligence Unit. 2012. “Women’s Economic Opportunity Index.” Accessed March 2020. https:// www.eiu.com/public/topical_report.aspx?campaignid=weoindex2012 . London: Economist. Government of Solomon Islands. 1996. Labor Act. Honiara: Government of Solomon Islands 1996. Accessed June 2018. http://www.paclii.org/sb/legis/consol_act/la84/. Hameed, Shabnam. 2018. “Presentation on Gender-Based Violence: E&S Entry Points and Gender Advisory Solutions.” Washington DC: International Finance Corporation. International Finance Corporation (IFC). 2018. “Making Progress: Solomon Island businesses advance gender equality”. Washington DC: IFC. Accessed February 2020. https://www.ifc.org/wps/wcm/ connect/768208a9-49e4-4bf6-a793-b6bbe3e55794/Making+Progress-Solomon+Island+businesses+adv 10. The ToT scheduled to run in May 2020 has been delayed due to Covid-19. 24 ADDRESSING DOMESTIC VIOLENCE IN THE WORKPLACE TO IMPROVE BUSINESS OUTCOMES: THE CASE OF SOLOMON WATER ance+gender+equality.pdf?MOD=AJPERES&CVID=mp2v3C2. _____. 2019 a. “Address Violence in the Workplace: Improve Lives, Improve Your Business.” Washington DC: IFC Video available: https://www.youtube.com/watch?v=DNet95o8zmE. . _____. 2019 b. “Waka Mere Commitment to Action: Improving Business Outcomes in the Solomon Islands through Advancing Workplace Gender Equality.” Washington DC: IFC. Accessed February 2020. http:// documents.worldbank.org/curated/en/285671582543980825/pdf/Waka-Mere-Commitment-to-Action- Improving-Business-Outcomes-in-Solomon-Islands-through-Advancing-Workplace-Gender-Equality.pdf . International Labour Organization (ILO). 2015. “Eliminating sexual harassment in workplaces in the Pacific- Policy Brief”. Geneva: ILO. Accessed June 2018. https://www.ilo.org/wcmsp5/groups/public/---asia/---ro- bangkok/---ilo-suva/documents/policy/wcms_407363.pdf. _____. 2019. “Statistics and databases”. Geneva: ILO. Accessed April 2020. https://www.ilo.org/global/ statistics-and-databases/lang--en/index.htm. Ming, Mikaela A., Molly G. Stewart, Rose E. Tiller, Rebecca G. Rice, Louise E. Crowley, and Nicola J. Williams. 2016. “Domestic Violence in the Solomon Islands .” Journal of Family Medicine and Primary Care 5 (1): 16-19. Rasanathan, Jennifer, and Anjana Bhushan. 2011. Gender-Based Violence in Solomon Islands: Translating Research into Action on the Social Determinants of Health. Solomon Islands: World Health Organization. Accessed October 2019. https://www.who.int/sdhconference/resources/draft_background_paper4_ solomon_islands.pdf. Secretariat of the Pacific Community (SPC). 2009. “Solomon Islands Family Health and Safety Study: A Study on Violence Against Women and Children.” Solomon Islands: SPC. Accessed October 2019. http://pacific. unfpa.org/sites/default/files/pub-pdf/SolomonIslandsFamilyHealthandSafetyStudy.pdf. Solomon Islands Water Authority (SIWA). 2017. “Our History.” Accessed October 2019. https://www. solomonwater.com.sb/layout/ourhistory . UN Secretary-General. 2003. “Secretary-General’s Bulletin: Special Measures for Protection from Sexual Exploitation and Sexual Abuse.” Accessed December 2019. https://undocs.org/ST/SGB/2003/13. World Bank. 2014. VAWG Guidance Note: Introduction. Washington, DC: World Bank. Accessed December 2018. https://www.vawgresourceguide.org/sites/vawg/files/briefs/vawg_resource_guide_introduction_ nov_18.pdf. World Bank Group. 2018. Country Partnership Framework for Solomon Islands for the Periods FY 2018- FY2021. Washington, DC: World Bank Group. Accessed May 2020. http://documents.worldbank.org/ curated/en/187191533591240759/pdf/122600-CORR-PUBLIC-IDA-R2018-0249-2.pdf. _____. 2020. Women, Business and the Law 2020. Washington, DC: World Bank. Accessed April 2020. http:// wbl.worldbank.org/en/reports. World Health Organization. 2013. Global and Regional Estimates of Violence against Women: Prevalence and Health Effects of Intimate Partner Violence and Non-Partner Sexual Violence. Geneva: World Health Organization. Accessed October 2019. https://apps.who.int/iris/bitstream/handle/10665/85239/ 9789241564625_eng.pdf;jsessionid=6648F28A387E44CD61490C9B65D4B69E?sequence=1. 25 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 26 ©iStockPhoto INVESTING IN WOMEN’S LEADERSHIP IN MALE-DOMINATED SECTORS: PANAMA’S EMERGING WOMEN LEADERS PROGRAM CASE STUDY 3 INVESTING IN WOMEN’S LEADERSHIP IN MALE-DOMINATED SECTORS: PANAMA’S EMERGING WOMEN LEADERS PROGRAM CONTEXT the 1999 Law of Equality of Opportunities for Women,11 is generally supportive of wom- Country Overview en’s economic participation. For example, the law mandates equal remuneration for work of Panama’s steady economic growth over the equal value (Constitution, Article 67); however, past decade has translated into reduced pov- enforcement of this provision appears weak erty rates and growth of the middle class, but (CEDAW 2010; OECD 2019; United States economic inequality has increased (Duryea and Department of State 2016). Robles 2016; OECD 2017). In 2017, the following government initiatives Between 2005 and 2020, women’s participation were launched in an attempt to improve women’s rate in the labor force increased slightly (from 52 participation in the economy, and to increase percent to 58.7 percent); however, a substan- female leadership in both the public and private tial gender gap persists (with men participating sectors: at 84.2 percent in 2020) (Box 3.1). And while a • A work plan aligned with the Equal Pay Inter- higher percentage of women are now partici- national Coalition (EPIC) initiative to reduce pating in the labor force than in previous years, gender pay gaps was introduced.12 women remain underrepresented, particularly in infrastructure sectors. In 2017, the sectors with • A law setting a 30 percent target for women on the lowest rates of women’s workforce participa- the boards of state-owned enterprises (SOEs) tion were construction (6 percent); transport and within three years (Ley 56) (El Capital Finan- logistics (13 percent); water services (14 percent); ciero 2018) was passed. and electricity and gas (21 percent) (INEC 2018). • The Gender Equality Seal program, which Panama’s legal framework, beginning with certifies public and private sector companies 11. Details are available at http://evaw-global-database.unwomen.org/fr/countries/americas/panama/1999/ley--4-de- 1999-igualdad-de-oportunidades-para-las-mujeres. 12. More information on the EPIC initiative can be found at https://www.ilo.org/global/topics/equality-and-discrimination/ epic/lang--en/index.htm. 27 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE BOX 3.1 Panama at a Glance Region Latin America and the Caribbean (LAC) Income Group High Population 4,176,873 Labor Force Participation (Ages 15–64), 2020 figuresa Women 58.7%: Men 84.2% Graduates in STEM Fields (2016 figures)b Women 10.25%: Men 25.06% • Engineering, Manufacturing, and Construction Women 5.5%: Men 15.4% • Information and Communication Technology Women 3.3%: Men 7.9% • Natural Sciences, Mathematics, and Statistics Women 1.4%: Men 1.8% Global Gender Gap Index, 2020 Rankingc 46/153 • Economic Participation and Opportunity Sub-Index 47/153 Women, Business and the Law, 2020 scored • Workplace 100/100 • Pay 50/100 a. Gender Data Portal database (World Bank; modelled ILO estimates). b. UIS database (UNESCO). c. World Economic Forum 2019. d. World Bank 2020. that practice the promotion of gender equality Institutional Background was launched (ENRED 2018).13 Women’s participation in the leadership of • Three days of paid paternity leave was allo- Panama’s public sector is low. In 2019, women cated (World Bank 2018). accounted for less than 27 percent (4 out of 15) In July 2018, Panama’s president, supported by of the country’s cabinet ministers (Inter-Parlia- the Inter-American Development Bank (IDB) and mentary Union 2019), despite representing more the World Economic Forum (WEF), launched the than 55.2 percent of the government workforce Gender Parity Initiative. The goal of this three- (OECD and IDB 2017) (Box 3.2). year public and private-sector partnership is to In 2013, the Emerging Women Leaders (EWL)14 reduce the country’s economic gender gaps, program was launched by the human resource with a special focus on supporting women’s department of the Inter-American Development participation in STEM fields. Bank (IDB), to help meet an internal goal for 13. The Gender Equality Seal program is sponsored by the Ministry of Trade and Development, with backing from the United Nations Development Programme (UNDP) and the International Labour Organization (ILO). 14. For more information please see: https://www.iadb.org/en/gender-and-diversity/female-leadership 28 INVESTING IN WOMEN’S LEADERSHIP IN MALE-DOMINATED SECTORS: PANAMA’S EMERGING WOMEN LEADERS PROGRAM candidates; the importance of sponsorship and BOX 3.2 Employer Snapshot: support from the highest levels of government Emerging Women Leaders as well as IDB, to give the program visibility and Program sustainability; and the importance of launching a media campaign, both at the beginning and at Sector Public the end of the program, to promote it both locally and internationally. Public-Sector Employment as Share of Total Employmenta 15.2% (2014) Public Sector Jobs Filled by Womena Mobilizing Resources to 55.2% (2014) Enhance Gender Equality a. OECD and IDB 2017. Based on the results of the pilot in the Domini- can Republic, EWL was expanded to Panama. The country’s vice president, Isabel de Saint women to hold 40 percent of senior leadership Malo, who was also head of the Foreign Minis- positions at IDB by 2015.15 Codesigned and try, became an EWL champion, and the Panama jointly delivered by a private firm,16 EWL has program was launched in October 2017. The included the participation of more than 160 first cohort consisted of 30 female public ser- high-performing women from IDB’s Washington, vants from five ministries.17 DC headquarters as well as country offices of the IDB. By June 2018, 42 percent of the 160 women IDB contributed the financial resources needed who completed the program had been promoted. to cover speaking engagements by IDB execu- IDB’s PROLEAD, a regional network that aims to tives, and the travel expenses of coaches and promote women’s leadership in the public sector, trainers. The PROLEAD program coordinator, served as a platform for promoting the program who was supported by a junior consultant, and facilitating links among participants. administered most of the training and coach- ing processes, at a total cost of approximately The rollout of EWL to the public sector was first US$100,000 ($3,000 per participant). piloted in the Dominican Republic in 2017. IDB first identified government champions, including the minister of the Office of the Presidency, the minister of Women’s Affairs, and the vice pres- ident. It then identified ministries with a largely PERSPECTIVES male workforce and few women in leadership If we involve 100 percent of the popu- positions. Priority was given to ministries with lation in our development objectives, greater influence in decision making and budget- we will advance faster. ary allocations, including the Ministry of Econ- omy and Finance. — Isabel de Saint Malo, Former Vice President of Panama (excerpted from her speech at the EWL Lessons learned include the need to carry out program launch, October 2017) a rigorous selection process, with the political commitment of the ministers who nominate the 15. In 2016, IDB reported that 38 percent of its senior leadership positions were held by women. 16. The Leader’s Edge. 17. The five ministries were the Ministry of Foreign Affairs, the Ministry of Economy and Finance, the Ministry of Social Development, the Ministry of Agricultural Development, and the Ministry of Public Security. 29 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE The government committed the time of its • Potential participants held middle-manage- advisor to the foreign minister and vice president ment positions (participants were nominated to bring stakeholders (including participating by ministers, and had expressed interest in ministers and vice ministers) on board; to market the program through application forms and an the program to potential candidates; to nomi- essay); nate applicants; and to monitor the progress of finding and monitoring mentors and planning • Had at least two years’ work experience in the training sessions. The government also provided public sector; and logistical support. • Completed postgraduate education, such as a master’s degree (this was not mandatory, but it WHAT WAS DONE was considered). As with all iterations of EWL, Panama’s program A technical committee, including representa- began with a diagnostic exercise designed to tives of IDB and the Central American Institute foster understanding of the status of women in of Business Administration (INCAE Business the participating ministries, including the barriers School), evaluated the candidates on a 5-point they are facing in moving up the career ladder. scale, based on their curriculum vitae; level of This exercise included key informant interviews commitment; and leadership potential, as evi- and a desk review of relevant policies, including denced by their communication skills, commit- those pertaining to parental leave and work- ment to excellence, teamwork skills, innovation, life balance. It also examined the institutional and capacity to manage change. culture within each ministry to see how policies were being implemented, and whether they »» Training and leadership were being well received by both female and coaching male employees. The results were shared with the participating ministries, along with a set of The Costa Rica–based INCAE Business School recommendations. was contracted to develop training and coach- ing. The Center for Collaborative Women’s EWL offered participants a combination of online Leadership at INCAE had expertise in develop- learning, selected readings and classroom ing courses for women leaders in Latin America instruction, one-on-one coaching sessions, and and the Caribbean (LAC). Therefore, it was assessment tools, as well as opportunities for well-qualified to provide training that is sensitive mentoring, networking, and teamwork. The pro- to the challenges women face as they advance gram’s final module included a group presenta- in a male-dominated workplace with few role tion of an innovative capstone project proposal, models or support. delivered to senior management from IDB and Panama’s public sector. Over a six-month period, participants were taken through three modules: two face-to-face From the program’s outset, the project team and modules of one week each, and one virtual partners set a high standard for the caliber of module that included readings, case studies, participants, and offered leadership training to discussions, webinars, networking, and group ensure quality and lend the program the prestige work. Topics covered included personal brand that could in turn help participants progress in development, building influence and resilience, their careers. To ensure that participants had a improved communication skills, and better genuine desire and ability to grow within their organizational savviness and team-building organizations, preference was given to candi- skills. Participants also had individual and dates that met the following criteria: group coaching sessions, both in-person and 30 INVESTING IN WOMEN’S LEADERSHIP IN MALE-DOMINATED SECTORS: PANAMA’S EMERGING WOMEN LEADERS PROGRAM online. Buy-in from ministers was crucial, so that women could take time off from their daily work duties to complete the modules. PERSPECTIVES Nobody was born knowing how to ap- »» Engaging men as mentors pear in public. That kind of confidence in itself is a muscle that is trained by Given that the ministries targeted by the EWL doing it in practice. Our work is about program are male-dominated, the project team creating opportunities for women to believed it was essential to engage men as lead a project, empowering them to mentors and allies. Aware of the risk of ampli- raise their hand and say, ‘I’m willing, I fying power imbalances, the team took steps to want to take that position’. proactively define and shape the mentor-mentee — Claudia Bock-Valotta, Vice President for Finance and relationships. For example, a written mentorship Administration, Inter-American Development Bank guide was developed, and a discussion was held with mentors to illuminate issues of, power BOX 3.3 Recommendations for the EWL Mentoring Program Based on lessons learned from the IDB experience, and the Emerging Women Leaders (EWL) pilot in the Dominican Republic, the following recommendations were developed for the mentor- ing portion of Panama’s EWL program: • Select ministries and entities with less than 50 percent of women’s participation in the work- force, and in the leadership; • Seek buy-in from ministers, vice ministers, and senior staff, since they will have to approve women taking time off from their daily work duties; and they can eventually help the women develop their careers; • Identify interested senior mentors by clearly stating the time commitment involved, and other requirements for participation in the program; • Match mentees’ interests with the positions and experience of mentors, to ensure that men- tors can provide participants with the best possible advice; • Train both mentors and mentees, and set clear expectations through a launch workshop that touches on key issues, including appropriate and inappropriate interactions, and how to man- age professional male-female relationships; • Monitor progress closely to ensure that mentors are meeting with the mentees, expectations are being met, and any issues are addressed as quickly as possible if the match does not work; • Create and support peer mentoring and networking sessions to create a space where women can gain access to senior leaders; and • Ensure that mentoring programs do not add to the time constraints of participants, and that they are adapted to their needs (for example, plan sessions that are not too long, and make arrangements for virtual discussions). 31 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE dynamics, and how to mitigate the risks of proposals focused on promoting either women’s sexual harassment to protect both women and empowerment or gender equality. men from harm. »» Sharing lessons regionally Many male senior managers, and even vice min- isters, participated as mentors. Participants were EWL is linked to the wider PROLEAD network able to learn about the mentors and select the for women in the LAC public sector,18 which one, either from within or outside of their own seeks to connect professional women, provide ministry, that they believed was the best match online tools, and facilitate peer mentoring. In for their professional interests (Box 3.3). addition to a strong social media presence, the platform has an extensive resource library, »» Role models including videos featuring female role models. Program graduates were invited to write articles Special events and speaking engagements pro- for the PROLEAD blog, which provides exten- vided a platform for women role models to share sive visibility to the author. their experiences with the program participants. This component of the program included female »» Public positioning of the leaders from each ministry; regional leaders in the public sector; and IDB vice presidents. For program, to build prestige for example, one public sector leader was invited to alumni talk about her leadership journey through a TED Each program has a media strategy that aims Talk-style presentation, followed by a conver- to elevate the visibility of EWL and the status sation with participants; the presentation was of its graduates, as well as raise awareness recorded, and the video was disseminated via about employment and leadership gaps between social media. women and men. The strategy uses both tradi- tional and digital media; its social media compo- »» High-visibility capstone nent invites partners and individuals to join the initiative conversation online. To provide more visibility and additional oppor- tunities for women to hone their communication Measuring Progress skills and make the program gains sustainable, The first Panama cohort engaged 30 women. participants were required to form teams. Each A baseline survey and subsequent end-line team then developed a capstone project that survey measured change, and took inventory they presented to the senior management of of women’s perceptions of the program. The IDB, and representatives of the Panamanian program had a high satisfaction rate, with more government and the INCAE Business School. than 90 percent of participants reporting that Each team’s initiative was required to have a they were very satisfied with the majority of the social impact on their institution, or on society components, including mentorships, coaching in general. The Panama cohort delivered their sessions, and training from INCAE.19 presentations in April 2018: most of the project 18. www.redprolid.org 19. At the end of each module, each participant independently completed a questionnaire that measured their satisfaction with the quality and relevance of the material; the capacity of trainers and facilitators; knowledge and skills acquired; and organizational and logistical effectiveness. Responses were translated into a quality index, which scored 4.7/5.0 for all three modules in Panama. 32 INVESTING IN WOMEN’S LEADERSHIP IN MALE-DOMINATED SECTORS: PANAMA’S EMERGING WOMEN LEADERS PROGRAM Participants also recognized improvements in institutes for civil servants in low- and middle-in- their confidence. IDB conducted a final assess- come countries are resource-constrained. It is ment one year after the end of each cohort, easier to fund leadership programs in the private to take stock of career development among sector, where companies can pay for their own participating women, including any promotions participants, thereby bringing down the cost of or lateral transfers. Participants indicated that on the program. average, their confidence level had increased from 3.8 to 4.6; their ability to speak in public 2. High-level champions in government had increased from 3.4 to 4.6; and their ability can accelerate the adoption of change. as leaders had increased from 3.7 to 4.5.20 In both the Dominican Republic and Panama, Following the Dominican Republic and Pan- EWL received the support of the countries’ vice ama programs, IDB implemented EWL in Peru presidents (who were both women), as well as of in 2018, with a focus on women in the mining various ministers. Having high-level champions sector. Unlike the previous EWL iterations, the in government accelerated the formation and 30 women participants in the Peru program completion of the first cohorts, which took less represent the private and public sectors in equal than a year. Given the resource constraints, high- numbers. level buy-in was vital for program sustainability, as well as for the support of program alumni. The Peru program includes networking opportu- nities, and the ability to network with women in In the Dominican Republic, the proposed pro- both the public and private sectors has benefit- gram was presented to the ministers by IDB’s ted women from both sectors. The combination vice president; having such a high-level male of public and private sectors has also provided champion of the program convinced them of the an opportunity to create synergies between enti- need for and benefits of such a program. High- ties that have not traditionally collaborated. level IDB officials gave interviews to local media outlets, sending a clear signal that EWL was The Peru program includes content specially tai- a priority for them. Robust participation in and lored for women in the mining industry, and has support from the highest levels of government in built a base of women leaders in this historically turn contributed to the program’s visibility. male-dominated sector. In 2019 two more EWLs were launched in Latin America: a second one Drawing on lessons learned from the internal in Peru, this time for both the mining and energy IDB program, in both the Dominican Republic sectors; and one in Argentina, focusing on and Panama the project team identified key women in local government, targeted specifically individuals from government institutions that for women in the Province of Buenos Aires. needed to be brought on board in order to achieve buy-in from public sector leadership. These leaders acted as sponsors, and lent their DESIGN IMPLICATIONS support at crucial moments in the implementa- tion of these programs. 1. Quality programs require resources that may be beyond the public sector’s capacity to provide. 3. Projects should consider engaging men as mentors and allies. Despite interest from the Dominican Republic The success of EWL hinges, in part, on the and Panama, replication of EWL in the public participation of male counterparts within minis- sector is not guaranteed. Public sector training 20. The above results compare the self-reported baseline results with the one-year-after self-reported results. 33 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE tries. Engaging men in the conversation about internal HR practices of IDB, making it possible women’s empowerment, and gaining their to leverage IDB’s knowledge to provide technical support helps: they can serve first as allies of assistance to participating entities. Contracting the cause of women’s advancement, and then INCAE as a prestigious regional partner was as mentors for the women. This creates a more important in being able to successfully adapt supportive work environment for women, and an internal IDB program to LAC’s public sector, helps to advance the goal of gender equality and as well as to ensuring the program’s relevance women’s leadership in institutions. within the overall context of public sector institu- tions in Panama.21 According to Hugo Wood, public policy advisor to Panama’s Ministry of Foreign Affairs, the 5. Facilitating ongoing engagement with engagement of senior male leaders in initia- graduates has value beyond the pro- tives like EWL not only enables women to gain gram’s duration. access to senior leaders; it also encourages male leaders to engage more productively with Female graduates of the EWL program in female staff, and to identify talented employees Panama have stayed connected via an online they may have overlooked. network of EWL participants, which also includes women from the Dominican Republic. The 4. The practices of a multilateral devel- graduates engage via social media, mobilize opment bank can be transferred to cli- around advocacy issues, share information ents if they are appropriately adjusted about upcoming events, and inspire one another to fit the local context. through updates on their professional advance- ments and personal stories. They describe this While the HR departments of multilateral devel- community as quite important to them, and opment banks (MDBs) do not usually share report that they had not previously been part of knowledge with or support clients outside their any similar formal or informal engagements with organizations, the EWL program spotlighted the female public sector leaders. REFERENCES Committee on the Elimination of Discrimination against Women (CEDAW). 2010. “Concluding Observations of the Committee on the Elimination of Discrimination against Women.” Accessed October 2019. http:// www2.ohchr.org/english/bodies/cedaw/docs/co/CEDAW-C-PAN-CO-7.pdf. Duryea, Suzanne, and Marcos Robles. 2016. Pulso Social en América Latina: Realidades y Desafíos. Washington, DC: Inter-American Development Bank. Accessed October 2019. https://publications.iadb. org/en/social-pulse-latin-america-and-caribbean-2016-realities-perspectives. El Capital Financiero. 2018. “Las Cuotas de Género en Juntas Directivas.” September 7. Accessed October 2019. https://elcapitalfinanciero.com/las-cuotas-de-genero-en-juntas-directivas/. ENRED. 2018. “Diagnóstico y Plan de Acción de Iniciativa de Paridad de Género en Panamá.” Panama Gender Parity Initiative. Washington, DC: Inter-American Development Bank and World Economic Forum. https://www.enred.es/publicaciones/. 21. INCAE received the Financial Times’s highest global MBA ranking among Latin American institutions for 2017 (http:// rankings.ft.com/businessschoolrankings/global-mba-ranking-2017). 34 INVESTING IN WOMEN’S LEADERSHIP IN MALE-DOMINATED SECTORS: PANAMA’S EMERGING WOMEN LEADERS PROGRAM Instituto Nacional de Estadísticas y Censo (INEC). 2018. Encuesta de Mercado Laboral. Agosto 2017. Panama City: Instituto Nacional de Estadísticas y Censo. Accessed October 2019. https://www.inec. gob.pa/publicaciones/Default2.aspx?ID_CATEGORIA=5&ID_SUBCATEGORIA=38 Inter-Parliamentary Union. 2019. “Women in Politics: 2019.” Geneva: Inter-Parliamentary Union. Accessed October 2019. https://www.ipu.org/resources/publications/infographics/2019-03/women-in- politics-2019. International Labour Organization (ILO). 2019. “Statistics and databases”. Geneva: ILO Accessed April 2020. https://www.ilo.org/global/statistics-and-databases/lang--en/index.htm. Organisation for Economic Co-operation and Development (OECD). 2017. Estudio Multidimensional de Panamá: Volumen 1: Evaluación Inicial. Caminos de Desarrollo. Paris: OECD. Accessed October 2019. https://www.oecd.org/development/mdcr/countries/panama/Cap1_MDCPanama_Mensajes%20 principales_SP-web.pdf. _____. 2019. Social Institutions and Gender Index, Panama Country Report. Paris: OECD. Accessed October 2019. https://www.genderindex.org/wp-content/uploads/files/datasheets/2019/PA.pdf. OECD and IDB (Inter-American Development Bank). 2017. “Government at a Glance: Latin America and the Caribbean 2017.” Paris: OECD Accessed October 2019. https://www.oecd-ilibrary. org/docserver/9789264265554-en.pdf?expires=1571330699&id=id&accname=ocid195787& checksum=5572AC22C025632045F0D8BCFE757749. UNESCO Institute for Statistics. 2020. Distribution of tertiary graduates by field of study (2016 figures). Paris: UNESCO. Accessed March 2020. http://data.uis.unesco.org/. United States Department of State. 2016. “Country Reports on Human Rights Practices - Panama, 3 March 2017.” Accessed October 2019. https://www.refworld.org/publisher,USDOS,,PAN,58ec89e74,0.html. World Bank. 2020. Women, Business and the Law 2020. Washington, DC: World Bank. Accessed April 2020 . http://wbl.worldbank.org/en/reports. World Economic Forum (WEF). 2019. The Global Gender Gap Report 2020. Geneva: WEF Accessed March 2020. https://www.weforum.org/reports/gender-gap-2020-report-100-years-pay-equality. 35 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 36 ©iStockPhoto ENERGIZING EQUITY IN TALENT: THE CASE OF EQUAL OPPORTUNITIES IN EVN MACEDONIA CASE STUDY 4 ENERGIZING EQUITY IN TALENT: THE CASE OF EQUAL OPPORTUNITIES IN EVN MACEDONIA CONTEXT Prevention of and Protection from Discrimination, Article 3 and 5 and the Labor Relations Act, Arti- Country Overview cle 7), as is discrimination on the basis of gender in job advertisements (Labor Relations Act, The Republic of North Macedonia has experi- Article 24(2)). Additionally, women and men must enced a political and economic transformation be provided with equal opportunities for hiring since gaining independence from the Socialist and advancement in regard to selection criteria, Federal Republic of Yugoslavia in 1991. But recruitment, hiring terms and conditions, promo- even with increased economic growth in recent tions, training, assignments, and termination of decades, it remains among the poorest coun- employment (Labor Relations Act, Article 6(2)). tries in Europe. Equal pay for work of equal value is also man- Women have made strides in education: by dated by Article 108(1) of the Labor Relations 2014, they had achieved a literacy rate of 96.7 Act, which includes a special mention of sex percent versus 98.8 percent for men (World (OECD 2019). However, evidence of a sizable Bank 2014).22 And by 2017 they were lead- gender pay gap in the country may imply poor ing the country in higher education at all lev- implementation of the law (EC 2016). els, accounting for 56.7 percent of bachelor’s degrees awarded, and the majority of master’s The Constitution guarantees the protection and doctoral degrees. However, as of 2017, only of mothers, particularly at work (Constitution, 18 percent of female graduates had completed Article 42): women are entitled to nine months degrees in STEM fields, compared to 27.2 per- of maternity leave (Labor Relations Act, Article cent of men.23 165(1)), paid at 100 percent by the government (Law on Health Insurance, Articles 14 and 17). Direct and indirect discrimination based on Paid leave due to family reasons such as child- gender is prohibited in the workplace (Law on birth is also provided for fathers for a period of 22. The latest figures available are for 2014 from the World Development Indicators. 23. In this case study, this includes degrees in engineering, manufacturing, and construction; information and communi- cation technology (ICT); and natural sciences, mathematics, and statistics (UNESCO 2017). 37 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE BOX 4.1 North Macedonia at a Glance Region Southeast Europe Income Group Upper-Middle Population 2,082,958 Labor Force Participation (Ages 15–64), 2020 figuresa Women 52.5%; Men 78.5% Graduates in STEM Fields (2017 figures)b Women 18.0%: Men 27.2% • Engineering, Manufacturing, and Construction Women 9.9%: Men, 14.6% • Information and Communication Technology 4.0 %; Men 10.0 % • Natural Sciences, Mathematics, and Statistics Women 4.2 %: Men 2.5% Global Gender Gap Index, 2020 Rankingc 70/153 • Economic Participation and Opportunity Sub-Index 100/153 Women, Business and the Law, 2020 scored • Workplace 100/100 • Pay 50/100 a. Gender Data Portal database (World Bank; modelled ILO estimates). b. UIS database (UNESCO). c. World Economic Forum 2019. d. World Bank 2020. up to seven working days (Labor Relations Act, Institutional Background Article 146(1)), and is also paid at 100 percent by the government (Law on Health Insurance, EVN Macedonia is an energy company that, Article 17). as its primary activity, distributes and supplies power to the territory of the Republic of Mace- The Labor Relations Act also provides for unpaid donia: it serves about 812,000 customers.24 parental leave for a period of up to three months Privatized in 2006, 10 percent of the company until the child attains the age of three (Labor is still under state ownership. In 2016-17, EVN Relations Act, Article 170-a). And an employer employed nearly 2,000 people, with women cannot terminate the employment relationship accounting for nearly 20 percent of the work- of a person who is on maternity, paternity, or force, and 22.7 percent of top and mid-level parental leave (Labor Relations Act, Article management. 101(1) (OECD 2019). EVN Macedonia’s parent company, the Austria- Yet, despite the fact that there are few legal bar- based EVN Group, has a history of implement- riers to employment in North Macedonia, the ILO ing initiatives to provide equal opportunities and modelled data estimates for 2020 still reveal a comprehensive benefits to its employees. 26 percentage point gap in labor force participa- tion between men and women. EVN Macedonia’s leadership recognized the need to better accommodate its female employ- 24. See ENV website for further details: https://www.evn.mk/Za-nas.aspx. 38 ENERGIZING EQUITY IN TALENT: THE CASE OF EQUAL OPPORTUNITIES IN EVN MACEDONIA However, participation in the Engendering BOX 4.2 Employer Snapshot: Utilities program was crucial in terms of guiding EVN Macedonia and accelerating the process of tailoring inter- ventions for women, including the mobilization of Ownership 10% state-owned, 90% pri- external resources. vately held Over the three-year life of the program, USAID’s Workforce 1,929 employees (2017 figure) gender-equality experts visited twice a year, Women’s Share (2015 figures) and EVN Macedonia’s human resources (HR) • Workforce 19.6% team attended Engendering Utilities workshops. USAID also sponsored EVN Macedonia’s chief • Managers (overall) 22.7% HR officer, and two specialists to participate in • Mid-Level Management 35% Georgetown University’s McDonough School of • Engineers 21.1% Business Gender Equity Executive Leadership • Technical Field Operations 1.6% Program certificate program. • Finance 71.7% Changing the company’s hiring practices has Customer Base Approximately 812,000 required the commitment of considerable connections resources. EVN Macedonia has two psycholo- gists26 advising them on recruitment processes and interviews, and is consulting with a top-per- ees in order to improve women’s participation forming engineer to help design a new assess- at various levels of the organization. Internal ment process for middle and senior managers, discussions on issues of equal opportunity coin- based on their experience with the revised cided with the 2015 launch of the Engendering assessment process for engineers and entry- Utilities program of the United States Agency level hires. for International Development (USAID), which works to increase economic opportunities for women in electricity and water utilities of low- WHAT WAS DONE and middle-income countries through demand- driven coaching and a Gender Equity Executive Assessment of Gender Leadership Program.25 Executive-level commit- Equality and Inclusion ment at EVN Macedonia became a catalyst for the company’s participation in this program. The Engendering Utilities program worked with EVN Macedonia to collect data on the dispar- ities between men and women, and to under- Mobilizing Resources to stand the barriers women are facing in EVN Enhance Gender Equality departments at various levels. Its 2014 baseline assessment covered: (i) women’s participation in The majority of the costs associated with employment and senior management; (ii) EVN’s initiatives to promote female professionals and HR policies, outreach, and recruitment practices; engineers at EVN Macedonia were covered by (iii) the financial state of the utility; (iv) attitudes the company itself. Scholarship and internship of men toward women in North Macedonian programs were funded directly by the compa- society; and (v) training of the utility’s workforce ny’s internal budgets in the amount of €70,000. (USAID 2016a). 25. Details on USAID’s Engendering Utilities program is available at https://www.usaid.gov/energy/engendering-utilities. 26. The psychologists are part of the company’s Recruitment and Development team. 39 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE The findings of the assessment showed that pipeline of female workers across departments, EVN Macedonia had not attracted enough and issues concerning the company’s ability to women to work in the sector. Furthermore, attract female employees, as well as the recruit- women’s share of employment at the utility was ment, retention, and advancement of women in concentrated in three departments: customer their careers. service (85 percent); planning (79 percent); and finance (75 percent). The large numbers of »» Building the pipeline men employed in technical field operations (97 percent) reflected male-dominated access to Having noted the shortage of both women and the utility’s internship programs and recruitment men studying to be electrical fitters and engi- (USAID 2016a) (Figure 4.1). neers, EVN Macedonia worked with the faculties of technical and vocational education and train- ing schools and universities to build support for Implementing Strategies to scholarship programs and work-based learning Close Gaps Between Men and opportunities. They also formed partnerships Women with several universities, technical high schools, and companies along the electricity value chain. To better balance the ratio of male and female employees, in 2015 EVN Macedonia began Establishing work-based learning opportuni- taking steps to track progress on key indicators, ties for students in technical and vocational including the percentage of new female employ- education. In 2018, electrical fitters represented ees, and the number of executive management more than 40 percent of EVN Macedonia’s work- positions held by women. It also undertook force;27 however, only two of them were women. specific interventions aimed at building up the Through semiregular meetings with leaders of Figure 4.1 Percentage of Women Employees in EVN Macedonia by Department, 2014 Technical Field Operations 97% 3% Engineering 79% 21% IT 63% 37% Regulation 52% 48% HR 38% 62% Finance 25% 75% Planning 21% 79% Customer Service 15% 85% Men Women Source: USAID 2016a. Note: IT = information technology; HR = human resources. 27. An electrical fitter installs, tests, maintains, and repairs electrical installations and wiring, and also fits, assembles, installs, tests, commissions, maintains, and repairs electrical systems and equipment. 40 ENERGIZING EQUITY IN TALENT: THE CASE OF EQUAL OPPORTUNITIES IN EVN MACEDONIA technical high schools, EVN found that virtually no women were studying to become electrical fitters. The main challenge to achieving greater PERSPECTIVES gender balance and enrollment in such programs was stereotypes about women not being suited We want to show you in an interesting for such work; and social biases against them way what your parents do every day, pursuing vocational rather than tertiary education. so by the end of the day, maybe you’ll have new ideas of what you want to As part of its pledge, through the European be when you grow up. Alliance for Apprenticeships, to help change the — Harald Dammerer, previous Vice Chairman, image and accessibility of vocational apprentice- EVN Board of Directors, and now Managing Director, ships, EVN Macedonia started Project 20-20-20, Elektrodistribucija (a subsidiary of EVN AG) to provide work-based learning for students from technical high schools who were enrolled in electricity programs, during their final two years of study.28 These apprenticeships offer students Before the scholarship program was instituted, an opportunity for on-the-job training, as well as women comprised 17–23 percent of the stu- a pathway to employment in the company. The dents on this career track;29 following the pro- company believes that this outreach campaign; gram’s implementation, this figure has increased the possibility of securing a job at EVN; and a to more than 40 percent. EVN Macedonia new awareness of the relatively high salaries believes that the reassurance of finding a job in earned by electrical fitters led to more female the energy sector has encouraged more stu- students enrolling in the pilot electrical technical dents, particularly women, to enroll in electrici- class in 2017. ty-related degree programs.30 Providing engineering scholarships. EVN EVN has also undertaken media outreach Macedonia’s goal is to reach 40 percent female through LinkedIn; career centers at universities; engineers, compared to their current 20 percent. and cooperation with business centers and Since 2010, the company has partnered with NGOs to position itself as a good workplace for university engineering faculties to award schol- female engineers. They have also made efforts arships to those students who have the highest to include both women and men in their media grade point average in electrical engineering, images and job advertisements, and to note that the majority of whom are female. The number of positions are open to both women and men, scholarships for women increased from 44 per- sending a clear message that EVN is an equal cent during the years 2010-2014 to 76 percent in opportunity employer. In addition, the company’s the period 2015-2018. Scholars receive approx- hosting of an annual Women in Energy Confer- imately 25 percent of the salary of a starting ence and other public events signals that it wel- engineering position. They are also welcomed comes and encourages women’s participation. to the company for visits, offered a month-long internship every year of their studies, and are extended the chance to be hired. 28. This activity was in addition to the programs with several vocational education and training institutes. 29. In electrical engineering. 30. Interview with Aneta Petrovska-Rusomaroski (June 14, 2018), and subsequent updates received in March 2020. 41 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Building a trainee graduate program. EVN objective method for assessing the required Macedonia also has a trainee graduate program: competencies, the process was leading to a one-year employment opportunity for students skewed hiring decisions. in their final year of study and recent graduates. In 2016, female applicants filled 40 percent of Supported by USAID’s Engendering Utilities the available positions (USEA 2017). Partici- program, EVN’s HR department developed a pants rotate among several organizational units new methodology designed to reduce bias. This to better understand how the company works pilot project was enhanced with new approaches (EVN Macedonia n.d.a), and must achieve pre- to validating candidate competencies, and new defined learning outcomes in order to reach the interview techniques. After introducing tests next career level. for both verbal and numerical reasoning, and knowledge-based tests, as well as behavioral Previously, program participants were selected interview techniques that include role-playing by management after being vetted by an exter- and group exercises, and blind evaluation in the nal company. EVN says that, after moving the testing phase, more women were selected from process fully in-house, adopting more objective the short list, and were subsequently offered criteria, and training their managers in an effort employment. to remove bias, the percentage of women cho- sen has doubled, from 22 to 44 percent. Decision-making power for hiring was also expanded beyond line managers to include a Developing future talent by boosting expo- recruitment panel composed of employees from sure to STEM among younger girls. EVN various areas, including human resources. The Macedonia is also promoting more interest line managers initially resisted these changes; among girls to study STEM by hosting Bring however now, after nearly three years of imple- Your Daughter to Work Day events. In 2016, mentation, the company reports that as the one such event gave 66 primary and second- quality of candidates in terms of knowledge and ary students the opportunity to learn first-hand performance has increased, managers have about the energy sector through observing started to accept the changes.32 their parents’ workplace (USAID 2016b). The girls learned about electricity and engaged in Ensuring women’s participation in intern- hands-on experiments. Positive feedback led ships. EVN Macedonia has a one-month paid to EVN planning additional events across all of internship program that now attracts nearly their company locations: they are now taking equal numbers of women and men. Shortly after place each year during the school break, and its launch, 44 percent of the internship students include boys as well.31 were women: during the course of the program, it has increased to more than 60 percent. »» Eliminating biases in recruitment »» Promoting women’s professional development and leadership, Using more objective methods. As part of and supporting flexible work its assessment, the EVN team found that its arrangements hiring processes, which included a shortlist, and a semi-structured interview by line managers, EVN Macedonia also has a summer training pro- were susceptible to implicit bias. Without an gram for managers, and the participation rates 31. 19 branches and 3 headquarters. 32. Interview with Aneta Petrovska-Rusomaroski (June 14, 2018). 42 ENERGIZING EQUITY IN TALENT: THE CASE OF EQUAL OPPORTUNITIES IN EVN MACEDONIA of female versus male managers is considered Equity Executive Leadership Program delivered as a factor during the selection process. As a by Georgetown University. One male and two follow-up to this program, the company has also female staff members have participated; com- developed a mentoring program designed to pleted the final modules; and implemented a evaluate and prepare managers for new assign- capstone project (Box 4.3). ments. In the past two years, women accounted for nearly 30 percent of those in this program. Promoting better work-life balance. The company allows telecommuting and a flexible The company has also nominated members of work schedule, with hours ranging from 7 a.m. to their HR staff for the USAID-sponsored Gender 7 p.m., and with a mandatory core time of only 4 BOX 4.3 Gender Equality Executive Leadership Program Training. As part of its Engendering Utilities program, in 2017 USAID contracted professors from Georgetown University’s McDonough School of Business to offer a graduate-level certifi- cate program for key decision makers from each utility, targeting staff from HR and operations. This 10-month program included in-person and online training modules, as follows: • Module 1 (in person): Strategic Leadership; HR Policies; Recruitment; Hiring; Employee Development; Performance Management; Succession Planning • Modules 2–5 (online): Salary and Benefits Equity Analysis; Civility; Communication and High Potential Leadership Development; Employee Resources Groups and Teams; Role Models; Negotiationsa • Module 6 (in person): Persuasion/Influence; Personal Leadership; Leading Others; Change Management Tailored coaching. The program’s professional coaching utilizes the Best Practices Frame- work. This HR tool guides utilities on actions they can take to integrate a gender-lens into seven policy areas: (i) attracting/hiring; (ii) compliance/reporting; (iii) payroll/administration; (iv) employee development systems; (v) benefits; (vi) risk management; and (vii) retirement/sepa- ration.b Capstone project. At the end of the program, participants deliver a final presentation to management that summarizes the strategic value of addressing gender equity, and includes actionable next steps within their workplaces. The capstone project developed by EVN Mace- donia’s team will build on their efforts in recruitment and retention, and move them toward the promotion of women into middle and senior leadership roles in the organization. Source: USAID 2018. a. New module topics that were added include sexual harassment, childcare, and family-friendly practices. b. The updated Enhanced Best Practices Framework uses an integrated approach informed by a tailor-made Employee Life Cycle Model with the following stages (a) life-cycle phases: attraction and talent outreach, recruiting and hiring, onboarding and training, performance management, compensation and benefits, talent and leadership development, retention and employee engagement, succession planning and promotion, sep- aration and retirement; and (b) company enablers: corporate culture and leadership, company performance and reporting, policies and grievance management, corporate communications, and branding. 43 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE hours, to provide a balance between the compa- noticed that the overall effect was lower pay for ny’s operational needs and employees’ personal women. needs (EVN Macedonia n.d.b). This policy allows both men and women to better balance By giving technical experts the same salary as their work-life demands. It also helps to mitigate managers, and balancing the availability of lead- the “motherhood penalty” for women. ership positions, EVN Macedonia has facilitated the upward mobility of women within the com- pany. They encourage women to seek promo- »» Considering gender equality tion on either of these two pathways, and plan when redesigning promotion to also offer targeted support for onboarding, processes mentoring, and professional development. They Following their participation in the Gender Equity hope that this will help to attain greater female Executive Leadership Program, EVN Macedo- representation in their management and on their nia’s leadership used USAID’s Best Practices supervisory boards, and will create a cadre of Framework to conduct a gap analysis of their female technical experts as well. current policies and practices. Based on this The company will collect data on the rollout analysis, the company introduced a more equita- of these practices, and will complete another ble succession planning process, and a dual-ca- survey at the conclusion of their participation in reer promotion path. Engendering Utilities, to monitor the narrowing One relatively simple change required the of gaps. inclusion of at least two female candidates on any shortlist for a succession plan. EVN Mace- »» Engaging women in energy donia’s HR director, Aneta Petrovska-Rusoma- globally roski, explains how being perceived as a “token In 2018, EVN Macedonia and the Association of woman” can restrict advancement. “If lists have Engineering Societies at the Engineering Insti- only one woman, it is statistically unlikely she’ll tution of North Macedonia organized the second be chosen,” she says.33 Insisting on a more International Conference on Women in Energy diverse shortlist can help to expand the path- in Skopje. The event was cofunded by the way to management and technical positions for Central European Initiative Cooperation Fund. women; however, additional approaches to com- With nearly 200 women attendees, the confer- bat biases in promotion processes are also key. ence served as a knowledge-sharing platform To further encourage women’s career advance- for leaders and professionals from business ment, EVN developed a dual-career promotion and academia, as well as a way to accelerate pathway, with two sides of the ladder: manage- networking and personal growth opportunities ment, and technical expertise. EVN Macedonia for female employees. Subsequent conferences is a relatively flat organization, with a mostly have included the Women in Industry34 work- young staff and infrequent opportunities for man- shop in 2019, which brought sector leaders from agerial promotion. On observing that men were across the country together to discuss ways to more aggressively targeting the limited leader- advance gender equality. ship positions, which pay more, the company 33. Interview with Aneta Petrovska-Rusomaroski (June 14, 2018), citing Stefanie K. Johnson, David R. Hekman, and Elsa T. Chan, “If There’s Only One Woman in Your Candidate Pool, There’s Statistically No Chance She’ll Be Hired,” Harvard Business Review (Brighton, MA: Harvard Business Publishing, April 26, 2016). Available at https://hbr. org/2016/04/if-theres-only-one-woman-in-your-candidate-pool-theres-statistically-no-chance-shell-be-hired. 34. https://womeninindustry.mk/speakers/ 44 ENERGIZING EQUITY IN TALENT: THE CASE OF EQUAL OPPORTUNITIES IN EVN MACEDONIA Measuring Progress you want the support of all relevant stakehold- ers, both inside and outside your company, and EVN Macedonia uses a balanced scorecard beyond the energy sector, it will take longer.35 that, as part of its operational and management indicators, tracks sex-disaggregated indicators 2. Buy-in from leadership is essential for related to employment. These include female-to- effective change management. male percentage comparisons for the following: Buy-in from senior leadership has been crucial • Employees in the process of change at EVN Macedonia. • New employees While there has been some internal resistance, the chief executive officer (CEO), Stefan Peter, • Executive management positions held signed a memorandum of understanding with • Senior management positions (those reporting USAID at the start of the partnership; and other directly to the general manager) internal champions joined in making the case to staff that gender equality is good for business. • Middle management positions Changes to the recruitment process that • Supervisory positions reduced the power of line managers faced resis- • Engineering positions tance. During the change-management process, the executive team communicated the goals of The Engendering Utilities program in North the initiatives to both managers and staff: this Macedonia is still ongoing. In initial interviews, increased the visibility of the desired change, female employees reported wanting to return to and supported the internal champions of it work after maternity leave, sometimes even pre- with helpful resources. After three years, EVN ferring to return sooner than anticipated. They Macedonia reports that their line managers have also indicated that they felt treated equally, and started to accept these changes. believed that any job in the company was open to them. Changes in the recruitment process, 3. HR departments are drivers of change and overall interventions that were designed to toward closing the gender gap. close gender gaps, as well as internal and exter- nal campaigns, have also had spillover effects. Though traditionally not prioritized in many orga- nizations, HR departments can function as a DESIGN IMPLICATIONS core strategic partner. In both public and private sector organizations, these departments may be 1. Sustainable change requires long- perceived as filling administrative, rather than term commitment. talent development functions. However, as EVN Macedonia has demonstrated, HR departments Sustainable corporate change takes time. As the that have increased their capacity in nondiscrim- head of HR at EVN Macedonia has noted, it may inatory and competency-based hiring can serve be easy to show good results at the beginning if an important strategic role, and may be well-po- your goal is to make quick improvements on key sitioned to promote women in STEM as well as metrics in terms of women’s employment. But if in other professional roles. 35. Interview with Aneta Petrovska-Rusomaroski (June 14, 2018) and subsequent correspondence March 2020. 45 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE REFERENCES European Commission (EC). 2016. “Country Report on Non-Discrimination: Macedonia.” Brussels: EC. Accessed October 2019. http://www.equalitylaw.eu/downloads/3709-2016-mk-country-report-nd. EVN Macedonia. n.d.a. “Trainees Program.” Accessed October 2019. https://evn.mk/Careers/Trainees- programa.aspx. _____. n.d.b. “Warum zur EVN?” Accessed October 2019. https://www.evn.at/EVN-Group/Karriere/Warum- zur-EVN/Benefits.aspx. International Labor Organization (ILO). 2019. “Statistics and databases”. Geneva: ILO Accessed April 2020. https://www.ilo.org/global/statistics-and-databases/lang--en/index.htm. Organisation for Economic Co-operation and Development (OECD). 2019. “Social Institutions and Gender Index.” Paris: OECD. Accessed October 2019. https://www.genderindex.org/wp-content/uploads/files/ datasheets/2019/MK.pdf. UNESCO Institute for Statistics. 2020. Distribution of tertiary graduates by field of study (2017 figures). Paris: UNESCO. Accessed March 2020. http://data.uis.unesco.org/. United States Agency for International Development. (USAID) 2016a. Engendering Utilities: Improving Gender Diversity in Power Sector Utilities. Accessed September 2019. https://pdf.usaid.gov/pdf_docs/ PBAAF230.pdf. Washington, DC: USAID. _____. 2016b. “EVN Macedonia Bring Your Daughter to Work Day: Visit to Parents’ Workplace Inspires Girls to Dream of New Job Possibilities.” Accessed October 2019. https://www.usaid.gov/energy/ engendering-utilities/evn-macedonia-bring-daughters-work-day. _____. 2018. “Engendering Utilities Partner Profile: EVN Macedonia.” Washington, DC: USAID. https:// www.usaid.gov/sites/default/files/documents/1865/Engendering-Utilities_EVN-Macedonia.pdf. United States Energy Association (USEA). 2017. “Women in Energy: Aneta Petrovska-Rusomaroski.” Washington, DC: USEA. https://www.usea.org/article/women-energy-aneta-petrovska-rusomaroski. World Bank. 2014. World Development Indicators 2014. Washington, DC: World Bank. Accessed March 2020. http://documents.worldbank.org/curated/en/752121468182353172/World-development- indicators-2014. _____. 2020. Women, Business and the Law 2020. Washington, DC: World Bank. Accessed March 2020. http://wbl.worldbank.org/en/reports. World Economic Forum (WEF). 2019. The Global Gender Gap Report 2020. Geneva: WEF. Accessed March 2020. https://www.weforum.org/reports/gender-gap-2020-report-100-years-pay-equality. 46 ENERGIZING EQUITY IN TALENT: THE CASE OF EQUAL OPPORTUNITIES IN EVN MACEDONIA 47 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE 48 ©Inka Schomer / World Bank 2017 INSTITUTIONALIZING GENDER EQUALITY IN PROJECT DESIGN: THE CASE OF ETHIOPIAN ELECTRIC UTILITY CASE STUDY 5 INSTITUTIONALIZING GENDER EQUALITY IN PROJECT DESIGN: THE CASE OF ETHIOPIAN ELECTRIC UTILITY CONTEXT this gap is further reflected in the lag in wom- en’s educational attainment relative to men’s Country Overview (with a gap ranking of 140 out of 153 countries), and women’s relative economic participation From 2000 to 2011, extreme poverty in Ethiopia (125 out of 153 countries) (WEF 2019) (Box was reduced by 22 percentage points–from 55 5.1). percent to 33 percent. It is now is one of the world’s fastest-growing economies, with an aver- In the STEM sectors, the economic gaps age annual increase in gross domestic product between women and men are even larger. (GDP) of 10.9 percent from 2004–17 (Salmi, Women comprise only 7.6 percent of STEM Sursock, and Olefir 2017). tertiary-education graduates, compared to 12.4 percent for men. These figures help to explain The government of Ethiopia has set a goal of the current shortage of female workers in the becoming a middle-income country by 2025: energy sector, and point toward a future short- this will require robust investment in agriculture fall. and infrastructure, including roads, railways, telecommunications, and energy. To support this That said, achieving gender equality is an goal, the government wants to develop renew- explicit priority of the Ethiopian government. Its able-energy projects; achieve universal access 1993 National Policy on Women articulated the to electricity; and leapfrog to energy efficient government’s commitment to women’s rights, technologies in transport, industry, and construc- and the 1995 Constitution, which stipulates the tion (Salmi, Sursock, and Olefir 2017). equal rights of women and men, reiterates this commitment. While the country has made notable progress in many development areas, it remains one of Institutional Background Sub-Saharan Africa’s worst performers in terms of gender equality. The World Economic Forum’s In 2016, the government of Ethiopia published Global Gender Gap Index for 2020 ranked Ethio- its second Growth and Transformation Plan pia 82 out of 153 countries overall: (GTP II), covering the period from 2016 to fiscal 49 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE BOX 5.1 Ethiopia at a Glance Region Sub-Saharan Africa Income Group Low Population 109, 224, 559 Labor Force Participation (Ages 15–64), 2020 figuresa Women 76.3%; Men 87.1% Graduates in STEM Fields (2008 figures)b Women 7.6%; Men 12.4% • Engineering, Manufacturing, and Construction Women Women 2.8%: Men 5.4% • Information and Communication Technology Women 2.7%: Men 3.0% • Natural Sciences, Mathematics, and Statistics Women 2.2%: Men 3.9% Global Gender Gap Index, 2020 Rankingc 82/153 • Economic Participation and Opportunity Sub-Index 125/153 Women, Business and the Law, 2020 scored • Workplace 100/100 • Pay 25/100 a. Gender Data Portal database (World Bank; modelled ILO estimates). b. UIS database (UNESCO). c. World Economic Forum 2019. d. World Bank 2020a. year 2019/20.36 The plan focuses on the devel- Recognizing the inherent differences in the opment of the agriculture sector; expansion of opportunities for women and men associated industrial development; and a shift from export- with electricity services, gender equality was driven development to broad-based, inclusive included as part of NEP’s focus on utility reform growth. It envisages empowering women to and skills development. The Ministry of Water, ensure their active participation in the country’s Irrigation, and Electricity (MoWIE), which has political, social, and economic processes. oversight responsibility for the electricity sector, is leading delivery of NEP, together with Ethio- Key to this plan is Ethiopia’s National Electrifi- pian Electric Power (EEP), which is responsible cation Program (NEP). Launched in November for the generation and transmission subsectors, 2017, NEP aims to deliver major reforms, and and the Ethiopian Electric Utility (EEU), the sole achieve universal electrification by 2025.37 national entity responsible for power distribution NEP is focused on high-impact interventions and sales (Box 5.2). in areas already served by the network that do not require additional investment in the genera- To support implementation of the government’s tion of electricity, given low levels of household broader sectoral reform program, in 2018 the consumption. World Bank approved the US$375 million Ethio- 36. The first Growth and Transformation Plan (GTP I) was linked by the government of Ethiopia to strides in real GDP growth, infrastructure development, social development, and capacity building at all levels (National Planning Com- mission 2016). 37. NEP 2.0, which focuses on off-grid electrification, was launched in March 2019. 50 INSTITUTIONALIZING GENDER EQUALITY IN PROJECT DESIGN: THE CASE OF ETHIOPIAN ELECTRIC UTILITY pia Electrification Program (ELEAP), which has actions, and toward the systematic addressing a unique focus on promoting gender equality as of targeted gender gaps through annual actions. part of a broader, portfolio-wide engagement in Through ELEAP, US$4.5 million was leveraged the energy sector. from the World Bank Group program to support gender equality and citizen engagement at EEU; Mobilizing Resources to the targets include increasing women’s employ- ment at the utility from 20 percent (in 2017) to Enhance Gender Equality 30 percent by 2023, with a focus on STEM roles During project design, the Africa Gender and (Box 5.2). Energy Program, supported by the World Bank The supported activities required close col- Group’s Energy Sector Management Assis- laboration with key government stakeholders, tance Program (ESMAP),38 provided technical including senior leaders at EEU and the Ministry support to explore the drivers of gender gaps of Finance and Economic Cooperation. EEU has in the energy sector. This work drew on country dedicated sizable human resources of its own to data, combined with findings from consultations, implement its Women’s Affairs Policy and Pro- workshops, and discussions with the govern- cedures, and related activities. And in 2014 they ment, utilities, universities, businesses, women’s established the Women, Children and Youth associations, microfinance institutions, and civil Affairs Directorate (WCYAD) to promote gender society organizations. equality, institutionalize gender mainstreaming, The gaps identified centered on employment and advocate for the rights of women employ- and leadership in technical fields; access to ees. WCYAD consists of a director, an office financing for adopting clean technologies; and manager, and three full-time gender experts: this agricultural productivity-related activities. The underscores the perceived importance of the gender-based violence (GBV) grant, financed issue within EEU. MoWIE and EEP have also under the World Bank Group’s State and established WCYADs. Peacebuilding Fund (SPF), a multidonor trust fund, leveraged additional resources to address GBV prevention and response at the project and BOX 5.2 Employer Snapshot: institutional levels. Ethiopian Electric Utilitya The ELEAP loan takes the form of Pro- Workforce 18, 614 employees (2019) gram-for-Results (PforR) financing. The unique features of this kind of financing include using a • Women 20% Men 80% country’s institutions and processes to link the Women’s Share disbursement of funds directly to the achieve- • Management 18.5% ment of specific program results. This approach • Technical Jobs 14.5% is designed to help build capacity within the country; enhance effectiveness and efficiency; a. a. Data is from internal (unpublished) EEU and World and lead to the achievement of tangible and Bank notes, and program documents (2019); and sustainable program results. management figures from 2020. In this case, funds are disbursed based on the results of EEU’s efforts to shift away from ad-hoc 38. ESMAP is a global knowledge and technical assistance program administered by the World Bank to assist low- and middle-income countries in increasing know-how and institutional capacity to achieve environmentally sustainable energy solutions for poverty reduction and economic growth. 51 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE issues, which limited their ability to champion related initiatives. PERSPECTIVES • The absence of a sexual harassment protocol It is a historic moment for EEU and left employees at risk and unable to report the World Bank to transform the misconduct. economy and, at the same time, uplift women in Ethiopia. The gaps in, • Multiple interviewees expressed a need for for example, management roles and childcare facilities within the utility’s headquar- decision making, cannot remain as ters and regional offices. we move forward—so we are taking The EEU data for 2017 showed that women actions to change the situation. were underrepresented across the workforce, — Shiferaw Telila, Chief Executive Officer, especially in decision-making positions. Women Ethiopian Electric Utility comprised only 20 percent of the workforce, including just 5.8 percent of management-level positions, and 12 percent of technical positions. It also highlighted a large skills gap by gender: the share of female staff with undergraduate or WHAT WAS DONE postgraduate degrees was just 30.45 and 13.64 percent, respectively. Assessment of Gender Equality and Inclusion The data for 2018 found that women accounted for 5–37 percent of STEM-related participant At the beginning of the project, extensive training, including in basic computer skills, in-country engagement by the World Bank geographic information systems (GIS), and Group with EEU led to the identification of key electrical safety. The differences between men’s institutional priorities and policy gaps, as well as and women’s STEM-related skills levels are par- an examination of the state of gender equal- ticularly important, since these can exacerbate ity and inclusion in the EEU workplace. The future gaps, as technical skills become increas- assessment identified the following key issues: ingly important in job functions. • The collective bargaining agreement offered protection for some women’s rights in the Eliciting Buy-In, and workplace, such as maternity leave and medi- Institutionalizing Gender cal health coverage for women who give birth. Equality • WCYAD did not have sufficient financial resources, which was hindering the implemen- »» Engaging partners to promote tation of Directorate activities and policies. gender equality • There was no overarching affirmative action Along with the data collection efforts, the project policy for recruitment. team began an in-depth engagement with client • The training curriculum for capacity building organizations to support the government’s com- lacked appropriate content on gender-related mitment to deepening understanding of what it issues. There was little reference to the com- will take to reach gender equality at the utility. pany’s Women’s Affairs Policy and Proce- These engagements included the following: dures; and mid- and senior-level management • Gender and Citizen Engagement Workshop. had received little or no training on these This workshop, held in February 2017, brought 52 INSTITUTIONALIZING GENDER EQUALITY IN PROJECT DESIGN: THE CASE OF ETHIOPIAN ELECTRIC UTILITY together 20 staff members from EEU, EEP, Once an initial institutional mapping and stake- the World Bank Group, and USAID to discuss holder engagement was completed, structures citizen engagement and gender equality in the were put into place at EEU to ensure that the energy sector, and best practices. The work- core objectives of the Women’s Affairs Policy shop sought to identify specific actions that and Procedures, and commitments made under could be developed in collaboration with EEU the World Bank Group’s US$375 million ELEAP and EEP staff, including mechanisms designed program would be supported. These included to engage citizens in energy projects. the following: • STEM Deans’ Roundtable. To strengthen • A Gender Steering Committee (GSC) chaired links between energy institutions and uni- by the chief executive officer (CEO) was estab- versities, the project team held a roundtable lished in March 2018; meeting in June 2017 with the seven deans of Addis Ababa University’s STEM degree • The GSC guides the Gender Technical Com- programs, and staff from its academic depart- mittee (GTC), the implementing arm, which ments focused on gender equality and Gender is led by the WCYAD director, and includes Office.39 department and unit heads and representa- tives of the labor union.40 In 2020, Key Per- • Women and Youth Forums and Staff Dis- formance Indicators (KPIs) were added to all cussions. The project team met with Women of the regional CEO performance metrics, to and Youth Forums organized by EEU to dis- ensure progress on gender equality; cuss gender-issue developments, and priorities in the energy sector (for example, planning for • The EEU Women’s Forum, which includes International Women’s Day celebrations, and five female representatives, is convened policy updates). The team also held informa- on a monthly basis, to provide a venue for tional interviews with women and men across employee feedback and inputs; the energy value chain. • A network of full-time gender focal points for Additional engagement with stakeholders each EEU region serves as a point of contact included meetings with women’s affairs director- for promoting gender equality and receiving ates across the energy sector and EEU depart- grievances related to workplace harassment ment managers, as well as the Ethiopian Women and other issues; and Lawyers Association, the Organization for • A gender expert hired with World Bank funding Women in Self Employment, the Consortium of was onboarded to provide EEU with additional Christian Relief and Development Associations, technical support. ENAT Bank, and representatives from microfi- nance institutions and private sector enterprises. With these institutional structures and support in place, strategies are being rolled out across »» Building capacity to implement EEU to institutionalize gender equality, including women’s affairs policy and pro- the increased recruitment, retention, and promo- cedures tion of female employees. 39. These Gender Offices are focused on institutional gender equality issues. 40. Terms of reference for both the steering and technical committees are available from the World Bank Group Energy and Extractives Global Practice. 53 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE »» Recruitment, retention, and pro- A unique partnership between EEU, the Ministry motion of female talent of Science and Higher Education (MoSHE), and 12 Ethiopian universities has been established Prior to 2018, EEU had no measures in place in order to increase women’s employment in the for the recruitment of female talent, and no skills energy sector by providing STEM courses aimed development programs specifically target- at women. A Memorandum of Understanding ing female employees. Extensive in-country (MoU) between EEU and MoSHE was signed in engagement has revealed that female staff face August 2019 by the State Minister and the CEO a host of challenges, including (i) gender stereo- of EEU. The MoU includes the following key types and norms; (ii) explicit or implicit biases in elements: the workplace; (iii) lack of mentors; (iv) limited women’s networks due to small numbers of • Every year 40 female graduate students in women working in the sector; (v) issues related STEM fields are expected to participate in to maintaining work-life balance and the care internships in the regions served by EEU; on burden; and (vi) sexual harassment and safety completing their internship service, EEU will concerns. offer these students employment opportunities. In July 2018, the EEU board adopted a five-year • To strengthen the knowledge and skills of the Gender and Citizen Engagement Work Program current EEU workforce, 44 women employ- with a target of increasing women’s employment ees per year will be offered full scholarship to 30 percent by 2023 (from the 20 percent opportunities to attend university courses. In baseline), and improving women’s participation addition, 55 women per year are expected to in STEM-related roles, and in mid- and senior- participate in short-term, on-the-job training. level management positions. The company is EEU senior management has also approved also rolling out interventions to ensure that more a new HR policy mandating that 50 percent of women with STEM backgrounds are able to new hires over the next three years should be enter the workforce. female, in order for the utility to meet its 30 per- A road map for women’s employment. A cent overall target by 2023. road map has been designed to guide EEU in Establishment of a women’s mentorship pro- taking steps to increase the number of women gram. Recognizing the value of role models and employed over the next four years, through coaches in shaping career aspirations, EEU is targeted efforts in recruitment, retention, and also developing a one-year women’s mentoring women’s access to professional development. program to match midlevel managers with senior HR data collection has been improved and managers. Mentees will need to submit a formal standardized across the utility, with a focus on application that includes a statement about their technical versus nontechnical staff, grades, and motivation for participation in the program, and employment background; updated data was their career goals. Partnership with the Ethiopian collected from June–August 2019 and will con- Women’s Legal Association and the Ethiopian tinue to be collected on an annual basis going Women in Energy Network is being explored for forward. The data show that progress has been program roll-out. made in female leadership, with the percentage of female senior managers rising from 5.8 per- »» Creating an equitable and safer cent in 2017 to 18.5 percent on 2020. Female workplace employment overall has increased from 20 Provision of childcare services. EEU is percent to 22.5 percent. actively working to establish childcare facilities 54 INSTITUTIONALIZING GENDER EQUALITY IN PROJECT DESIGN: THE CASE OF ETHIOPIAN ELECTRIC UTILITY in Addis Ababa and across its eleven regional Today the evidence confirms that GBV can offices. A childcare expert has been hired to out- impact women employees’ participation in lead- line best practices in childcare-service provision ership and decision-making roles. It also helps in Ethiopia and beyond; list relevant laws and to explain why Ethiopia’s energy-sector environ- policies; conduct a needs assessment in each ment and industries remain male-dominated. potential childcare-service site, including details With the help of a GBV grant under the SPF, on the standards and risk factors; undertake a coordinated with ELEAP preparation and imple- cost-benefit analysis for the operationalization of mentation, an assessment of GBV was con- childcare service at the sites identified; develop ducted at EEU, to identify gaps to be addressed a childcare-service implementation plan; analyze through policy formulation, the development of the level of decision-maker support; and set a legal framework, and capacity development childcare options. of key EEU management and technical staff. Highlights of the achievements to date include To date, the challenges have included short- the following: age of qualified childcare workers, and limited national regulations. Thus far, the key progress • Completion of an institutional review, to identify achieved is as follows: key gaps and challenges in GBV prevention and response at the utility; • EEU has conducted a childcare service needs assessment at key EEU sites in Addis Ababa • Assessments undertaken on the training needs and other regions to identify the existing needs and gaps among EEU management, techni- of female and male employees. The assess- cal, and support staff who are responsible for ment includes details of EEU’s institutional implementing GBV prevention and response setup that will impact the establishment and measures; scope of childcare services—for example, the staffing numbers in regional offices. Eleven • Establishment of a legal framework, and devel- regional childcare centers are being estab- opment of instruments to be used for the adop- lished: six have been completed to date. tion and institutionalization of GBV prevention and response at EEU; • Based on location, specific criteria and stan- dards have been outlined for the provision • Delivery of capacity-development training for of childcare services, with details regarding 282 key staff members (129 female and 153 staffing needs, equipment and facility aspects, male) from EEU management, technical, and safety regulations, a learning curriculum for support staff; children aged 0 months–4 years old, transport, • Development of educational communications and nutrition. materials to be used for GBV prevention and Strengthened institutional response to response (See Figure 5.1). sexual harassment in the workplace. In the EEU also adopted and institutionalized three past, the prevalence and occurrence of GBV in key legal instruments on GBV prevention and Ethiopia’s energy sector was unacknowledged, response in a meeting held on March 21, 2019. and was therefore not addressed through any EEU’s Gender Steering Committee (comprised mitigation or response measures. In 2013 a of senior management, including the CEO); nationwide assessment conducted by the Minis- its Gender Technical Committee (consisting of try of Women, Children and Youth Affairs found department and directorate heads); and staff that almost one in two women (49.6 percent) and labor-union representatives were in atten- reported having experienced at least one type of dance. The legal instruments adopted were (i) a violence in the workplace. 55 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE Figure 5.1 EEU Poster on Sexual Harassment Mitigation and Response ‹‹ እኛ የወሲብ ትንኮሳን ባለማድረግ አርዓያ እንሆናለን፡፡›› ‹‹የተዛባ የኃይል ግንኙነትን እንቃወማለን፡፡›› Note: Image depicts EEU workers pledging to be good role models with regards to conduct around sexual harassment at the workplace. Sexual Harassment Policy; (ii) a Code of Con- the woman. Other EEU policy reforms underway duct for Addressing Sexual Harassment; and include those addressing recruitment policies (iii) a Sexual Harassment Grievance Redress and the prevention and mitigation of sexual Mechanism (World Bank 2020b). harassment. Creating a female-friendly workplace. EEU’s employee policy is focused on creating a work- Measuring Progress place that is more welcoming to and supportive Each year, EEU reports on progress made in of women. A collective bargaining agreement its gender and citizen engagement program. offers protection for women’s rights in the This includes reporting on both the approval workplace, especially with respect to maternity and implementation of policies and training (for leave (Box 5.3).41 The agreement also includes example, the establishment of GBV protocols), provision for women’s preferential treatment and progress made toward closing employment in promotions: that is, if a male and a female gender gaps in leadership and technical roles.42 candidate each receive equal points in a job assessment, priority for promotion is given to 41. A collective bargaining agreement is an agreement “through which employers and their organizations and trade unions can establish fair wages and working conditions. It also provides the basis for sound labor relations. Typ- ical issues on the bargaining agenda include wages, working time, training, occupational health and safety, and equal treatment. The objective of these negotiations is to arrive at a collective agreement that regulates terms and conditions of employment. Collective agreements may also address the rights and responsibilities of the parties, thus ensuring harmonious and productive industries and workplaces. Enhancing the inclusiveness of collective bargaining and collective agreements is a key means for reducing inequality and extending labor protection.” (ILO n.d.). 42. See video Creating Opportunities for Women in Ethiopia’s Energy Sector available at https://www.worldbank.org/en/news/video/2020/02/04/creating-opportunities-for-women-in-ethiopias-energy-sector 56 INSTITUTIONALIZING GENDER EQUALITY IN PROJECT DESIGN: THE CASE OF ETHIOPIAN ELECTRIC UTILITY BOX 5.3 EEU Collective Bargaining Agreement: Maternity Benefits The Ethiopian Electric Utility (EEU’s) collective bargaining agreement between management and the EEU labor union includes the following maternity-related provisions: • Temporary or permanent transfers for pregnant women, with doctor’s confirmation of the inability to perform their usual work. • Priority for employee transfers to women in EEU regional offices. • Leave with pay for prenatal care, on presentation of a doctor’s confirmation of the visit. • Leave with pay for medically-prescribed bedrest during pregnancy. • 120 days of maternity leave, 30 of which may be taken before giving birth; and 10 days of paternity leave, in line with the revised national legislation. • Three months’ leave without pay is optional for breastfeeding mothers who request it. • Breastfeeding mothers who work shifts are relieved of working the night shift for a year. • Pregnant women are relieved of night and overnight shifts from the sixth month of pregnancy until the day they give birth. • The company covers all expenses related to medical care, including the costs associated with the birth of the child. • Insurance is provided for accidents related to pregnancy or giving birth. • Two hours per day of paid leave can be used for breastfeeding for up to six months after the child is born. One notable mechanism instituted by ELEAP is approved in July 2018, and was reported on in the fact that the disbursement of funds (between the January 2019 and January 2020 progress US$500,000 and US$1 million per year), is reports. While it is the responsibility of WCYAD based on the results of EEU’s efforts to shift to deliver the annual reports, each department from ad hoc actions to address gender equality (for example, Human Resources, and Training within its workforce to an institutional approach and Development) is responsible for deliver- to closing key gaps per areas outlined in the ing key actions, collecting data, and monitor- case study. ing progress. EEP has begun replicating this program, and is starting by focusing on issues So far, US$2 million has been disbursed, based around GBV, the provision of childcare, and on the adoption of the EEU Gender and Citi- women’s employment. zen Engagement Work Program, which was 57 STEPPING UP WOMEN’S STEM CAREERS IN INFRASTRUCTURE DESIGN IMPLICATIONS. 3. Having a gender equality policy is important, but it is not enough. 1. Financing gender equality work within Having a gender equality policy is a critical but a larger infrastructure loan is possible insufficient condition for success. Even though with early and sustained engagement EEU had established WCYAD in 2014, and from stakeholders. approved the Women’s Affairs Policy and Proce- Financing the US$4.5 million focus on gender dures in 2016, many managers were unaware of equality and citizen engagement under the the policy’s stipulations; and resources were lim- World Bank’s ELEAP loan rather than through ited for champions who were seeking to imple- a grant signals the Ethiopian government’s ment related activities. Furthermore, several of long-term commitment to closing gender gaps the EEU policies on recruitment, retention, and in the sector. From the early stages of program promotion, which influence women’s participa- design, their gender equality work has required tion in the labor force, are still not gender-neu- close collaboration between the World Bank, tral. EEU, and the Ministry of Finance and Economic Without affirmative action measures, com- Cooperation. One key success factor was that pany policies (for example, on recruitment) the World Bank allocated staff time for a gender can indirectly discriminate due to structural or specialist on the ELEAP project team, as well unconscious biases within an institution. This as the financial resources needed to ensure the is particularly relevant in Ethiopia, where the specialist’s regular participation in in-country completion of tertiary education is lower for engagements; this helped to keep gender equal- women owing to economic, social, and cultural ity as a top priority. factors (USAID 2017). Putting KPIs in place for EEU’s regional CEOs is helping to keep gender 2. In order to implement effective inter- equality work on track. ventions, it is essential to assess women’s participation in the work- 4. Targeted initiatives for women in place as well as their challenges; and STEM and technical roles are needed. to identify gaps in their technical skills. Since women represent a smaller share of STEM graduates in Ethiopia, EEU is designing The assessments conducted were unique in “upskilling” initiatives to help develop the tech- investigating not only women’s participation in nical and leadership skills of female employees. the workforce, and barriers to various roles, but Scholarship opportunities, and the women’s also their technical and leadership capacities. internship initiative, will help develop a talent One lesson learned was the importance of pool from which to recruit and promote qualified ensuring that assessments review and harmo- women in the future. nize institutional documents across the utility. For example, a closer look at EEU’s collective bargaining agreement showed a strong focus on women’s role as caregivers, but little attention paid to their career advancement. 58 INSTITUTIONALIZING GENDER EQUALITY IN PROJECT DESIGN: THE CASE OF ETHIOPIAN ELECTRIC UTILITY REFERENCES International Labour Organization (ILO). n.d. “Collective Bargaining.” Geneva: ILO. Accessed October 2019. https://libguides.ilo.org/collective-bargaining-en. Ministry of Women, Children and Youth Affairs (MoWCYA). 2013. Assessment of Conditions of Violence Against Women in Ethiopia: Final Report. Addis Ababa: MoWCYA. National Planning Commission. 2016. “Growth and Transformation Plan II (GTP II)” Volume I Main Text. Addis Ababa: Federal Democratic Republic of Ethiopia. Salmi, Jamil, Andree Sursock, and Anna Olefir. 2017. “Improving the Performance of Ethiopian Universities in Science and Technology: A Policy Note.” Washington, DC: World Bank. Accessed October 2019. http://documents.worldbank.org/curated/en/687231505250026457/ pdf/119694-REVISED-PUBLIC-Ethiopia-ST-HE-Policy-Note-Ethiopia-Higher-Education- Science-and-Techn.pdf. UNESCO Institute for Statistics. 2020. Distribution of tertiary graduates by field of study (2008 figures). Paris: UNESCO. Accessed March 2020. http://data.uis.unesco.org/. United States Agency for International Development (USAID). 2017. “Integrating Gender into the Ethiopia Electric Utility: A Mapping and Needs Assessment.” Washington, DC. Power Africa Transactions and Reforms Program (PATRP). Washington, DC: USAID World Bank 2020a. Women, Business and the Law: 2020. Washington, DC: World Bank. Accessed March 2020. http://wbl.worldbank.org/ _____. 2020b. “Ethiopia Broadens Opportunities for Women in the Energy Sector.” Washington, DC. World Bank. Accessed March 2020. https://www.worldbank.org/en/news/ feature/2020/02/03/ethiopia-broadens-opportunities-for-women-in-the-energy-sector World Economic Forum (WEF). 2019. The Global Gender Gap Report 2020. Geneva: WEF. Accessed March 2020. https://www.weforum.org/reports/gender-gap-2020-report-100-years- pay-equality. 59 Energy Sector Management Assistance Program The World Bank 1818 H Street, N. W. Washington, DC 20433 USA esmap.org | esmap@worldbank.org