ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR June 2024 | Issue 3 BUSINESS: LESSONS FROM THE MASHREQ MAIN TAKEAWAYS BACKGROUND The Mashreq Gender Facility (MGF) engages across the Female labor force participation is crucial for public and private sector in Iraq, Jordan and Lebanon achieving economic growth and development. The to identify and address constraints to women’s International Labor Organization (ILO) estimates economic opportunities. Highlights from a series of that reducing the gender gap in labor force case studies on attracting, retaining and promoting participation by 25 percent could boost the global women in the private sector workplace in the Mashreq GDP by 3.9 percent by 2025 (ILO 2017). Studies also region include: indicate that if men and women participated in the economy equally, it would add up to US$28 trillion, a. Commit and communicate: Communicate, or 26 percent to the annual global GDP by 2025 internally and externally, the commitment (McKinsey Global Institute 2015). Implementing of a company’s senior management to gender-specific job strategies can also boost promote gender diversity in the workplace by living standards, enhance productivity, and lead establishing core values, policies, and actions to greater social cohesion, resulting in increased around gender equality; this also requires clearly economic growth (World Bank 2013). defined targets, accountability systems and performance management to measure progress towards those targets. b. Attract: Implement gender balanced recruitment policies and practices that allow companies to fully tap into the female talent pool. This can include organizing recruitment outreach programs and job fairs at universities to reach female graduates job seekers. It can also include public awareness campaigns to tackle social norms to attract women into non- traditional roles. c. Retain: Offer family-friendly policies and options for flexible and remote work. Policies and tools for preventing and addressing sexual harassment in the workplace are also key to create positive and safe work environments. d. Promote: Equip employees with skills to advance in leadership and non-traditional roles by introducing fairer promotion policies, mentorship programs, and professional development opportunities for both male and female employees and consider gender quotas to ensure a gender-balance in managerial positions. HOLDAL Abou Adal Group, Lebanon (IFC & World Bank 2022f) 1 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ Despite these payoffs, women’s economic percent better than companies who do not (Credit participation in the Mashreq remains among the Suisse 2014). Gender-sensitive policies and workplace lowest in the world. Less than 15 percent of women harassment policies also help reduce absenteeism, in Iraq and Jordan, and only 26 percent of women in as well as costs associated with advertisement and Lebanon are participating in the labor force. Several training, based on several case study examples (IFC barriers prevent women from entering and remaining & World Bank 2022a). Studies have also highlighted in the labor force in the Mashreq, including sexual a positive relationship between female workforce harassment in the workplace, limited childcare participation and corporate returns, cash flows per facilities, lack of family-friendly policies, biased employee, as well as company accountability (Woetzel recruitment and retention practices and gendered et al 2015). Businesses in the Mashreq are increasingly segregation in leadership roles, among others (Lugo, recognizing the important role of gender diversity Muller, and Wai-Poi 2020). In the context of economic in enhancing worker productivity, accessing a wider slowdown and conflict-related crisis in the region, talent pool, improving retention, improving company women face additional barriers that are further reputation and business performance, especially in compounded by social norms: around 80 percent light of the recent economic and political crises in of World Values Survey (2018) respondents in Iraq region (IFC & World Bank 2022a). and Jordan agree that “when jobs are scarce, men should have more right to a job than women”. In Iraq, Based on examples from private sector firms in oil-related industries remain male dominated due Jordan, Iraq and Lebanon, this knowledge brief to existing social norms that deem these industries demonstrates the business case for attracting, “unsuitable” for women, which means that women are retaining and promoting women in the workplace, often left out of productive sectors (Lugo, Muller & and provides concrete suggestions for policies Wai-Poi 2020). and practices that can be put in place to facilitate more gender diverse workplaces. While much of the As a major employer in the Mashreq, the private knowledge summarized in this brief was developed sector can play an important role in boosting female from case studies in the Mashreq countries, the labor force participation and overall economic recommendations outlined are relevant for the growth. In all three countries, the public sector is economic inclusion of women across similar contexts, generally the employer of choice for working women including in the public sector. due to prevailing social norms that deem this sector as a safer workplace and as more accommodating to the needs of women, especially those with care responsibilities (e.g. because of shorter working hours). In Iraq and Jordan for example, almost half of working women choose to work in the public sector, compared to one-third of men (Winkler & Gonzalez 2019). In the context of the rising fiscal crisis, more Ashur International Bank for Investment, Iraq (IFC & World Bank 2022b) educated women would transition out of the public sector in search of jobs, and private-sector firms need to be prepared to tap into this talent pool, which would otherwise remain underutilized. The private sector stands to gain by tapping into the overlooked and underutilized female talent pool as employing women can contribute to better Amin Kawar and Sons (AKS), Jordan (IFC & World Bank 2021a) businesses performance, greater innovation, and overall economic growth in the Mashreq. Evidence indicates that gender diversity in the workplace can allow companies to boost profitability, build stronger client relationships, and access a wider talent pool of employees (McKinsey & Company 2020). Studies have shown that share prices for companies that had at least one woman on board tend to perform 26 Malia Group, Lebanon (IFC & World Bank 2022d) 2 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ PRIORITIZING GENDER DIVERSITY IN THE (Huang et al 2019). Management can support gender WORKPLACE diversity in the workplace by considering the following initiatives undertaken by companies in the Mashreq: The governments of Iraq, Jordan, and Lebanon have set ambitious targets for improving workplace | Communicate the commitment of a company’s conditions for women. Broadly, gender equality in leadership to core values, policies, and actions the workplace is a multi-dimensional concept, which to support gender diversity. It is critical that includes labor force participation, employment, this is grounded in an understanding of the company characteristics, earnings, and quality of jobs business case: Successful companies seamlessly (World Bank 2014). In May 2023, Jordan adopted laws integrate gender diversity into their everyday explicitly prohibiting gender discrimination and sexual language and communications, fostering an harassment in the workplace (World Bank 2024). In ecosystem where diversity thrives, rather than 2020, Lebanon introduced the Law on Criminalizing treating it as an isolated task led solely by top Sexual Harassment and the Rehabilitation of its management (McKinsey & Company 2020). One Victims, which deemed sexual harassment in company that has done this is Nafith Logistics, employment punishable, and allowed victims to claim one of Iraq’s largest employers. Nafith Logistics compensation (World Bank 2022). These kinds of worked with its board of directors to develop the laws are a step in the right direction, but ultimately Gender Equity Development Model (GEDM), a mean very little unless companies develop policies tool to mainstream the gender diversity agenda and practices to ensure their implementation. Based across all levels of the organization. The tool on the literature, including the MGF case studies, we defines roles for all employees, from top to senior summarize suggested actions in four broad categories: management, and allows them to communicate commit & communicate; attract; retain; and promote. challenges in adhering to the policies at each level. By creating a feedback loop through this tool, Nafith Logistics has been successful at Commit & communicate: ensuring gender diversity is communicating the gender diversity agenda; at the core of top management’s agenda 79 percent of the employees consider that the company provides equal opportunities for men Explicitly communicating the commitment of and women to advance in their careers (IFC & company leadership to have women in their World Bank 2022a). Similarly, Estarta Solutions, workforce is crucial. Company leaders and senior a global network engineering and ICT company management can make their commitment to gender in Jordan has shown commitment towards diversity known by clearly outlining it in the company gender diversity by implementing a robust policy, linking it to company growth strategy and policy framework and a gender diversity plan communicating it regularly (Hunt et al 2018). While that considers all stages of a women’s career top management's commitment to gender diversity cycle, starting before recruitment and all the has grown in recent years, there is still an evident way into the different stages of employment. communication gap. Based on a study of 1,000 With the help of such initiatives, the company companies in 15 countries, 87 percent of companies has positioned itself as an employer of choice, showed a strong commitment to gender equality, despite the national sectoral staff turnover rate but only 61 percent of women in these companies of 25 percent (IFC & World Bank 2021c, GIZ and believed that gender equality was a priority for ACI 2018). top management, signaling a communication gap Estarta Solutions, Jordan (IFC & World Bank 2021c) 3 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ | Drive accountability through performance Attract: facilitating the recruitment of women management: Companies need to translate their commitment to gender equality into Limited recruitment efforts to reach women prevents action by establishing explicit diversity targets companies from reaching and hiring top talent in for leaders, enforcing accountability for these the job market and from experiencing the benefits targets, and incentivizing progress through associated with hiring a diverse workforce, such rewards (Huang et al 2019). Amir Khawar & Sons as increased profitability and innovation. Gender (AKS), a Jordanian shipping and transportation diversity is correlated with increased profitability, and company, has shifted to a new performance value creation for companies, as highlighted by studies management system for employees, where (Hunt et al 2018). Gender-balanced recruitment their performance is formally assessed by the strategies can also help improve staff attendance quality of their outputs and key performance rates and attract women into the workforce. For indicators (KPIs) rather than the number of example, Nafith Logistics in Iraq, was able to improve hours worked. This not only allows employees to staff attendance rates by more than 50 percent and work at their own pace but is an excellent way reduce absenteeism from 13 percent in 2017 to 6 for companies to drive accountability towards percent in 2020 with the help of its gender-balanced the gender diversity agenda (IFC & World Bank recruitment programs (IFC & World Bank 2022a). 2021a). Similarly, Ashur International Bank in Iraq regularly tracks and reports on the strong Despite these benefits, women in the Mashreq are business performance as a result of employing under-represented in the private sector. The rates more women in leadership positions, which for women completing tertiary education in these has helped the company’s top management countries is 12 percent for Iraq, 27 percent for Jordan, in making a strong business case for gender and 31 percent for Lebanon. In all three countries, diversity throughout the organization (IFC & however, educated women choose to work in the public World Bank 2022b). sector that is considered more “open” or “suitable” for female job seekers (Lugo, Muller & Wai-Poi 2020). Moreover, women often overlook opportunities in certain sectors that are considered more suitable for men, such as the technology sector, due to the absence of female role models that successfully work in these sectors (Walsh 2022). The following initiatives in the Mashreq provide examples of how firms can attract more women into their work force: | Organize university outreach programs: The transition from education to the labor force remains a challenge in the Mashreq, especially for women. For example, many women obtaining Science, Technology, Engineering, and Mathematics (STEM) degrees choose to stay out of the labor market due to legal, cultural and social barriers (Hammond et al 2020). Broad recruitment efforts can tap into this group of well-educated women by providing user-friendly, targeted information about career opportunities while also highlighting the firm’s core values and policies using existing female employees to champion the firm, etc. which can help make the firm more accessible and attractive for women. Estarta Solutions, a global network engineering and ICT company in Jordan, carries out an outreach program in Zain Iraq, Iraq (IFC & World Bank 2022c) partnership with universities to inform students 4 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ and families about safe working conditions at the company, and encourages them to apply to their six-month training program. The company also organizes “orientation days” to encourage girls aged 14-16 to study STEM subjects. Estarta Solutions hires an average of 24 new recruits through its training program and ensures there are female trainers who can serve as Umniah, Jordan (IFC & World Bank 2021b) role models. Through these outreach programs and partnership with universities, Estarta Under the ‘Nafith Organizational Ambassadors” Solutions has been able to make ICT a career initiative, employees engage with communities choice for many women; between April and to disseminate knowledge about their experience September 2020, they hired 56 candidates in in working with the logistics industry as a way engineering positions of which 27 were reached to remove any misconceptions regarding the through the outreach program and included 12 sector. Women who demonstrate an active women (IFC & World Bank 2021c). Similarly, the interest in working for the company can bring a recruitment policy at Umniah, one of the largest family member to their interview, who can tour telecommunications companies in Jordan, relies the company premises to assure themselves of a on its female employees to recommend the safe working environment. Lastly, the company company within their networks and highlight covers transportation costs of one additional the many benefits offered to female employees family member in case women would like to including transport and flexible work options, be accompanied. Such initiatives make the to attract more female employees into the company more attractive for female employees information, communications and technology and helps combat social norms that often (ICT) sector (IFC & World Bank 2021b). prevent women from working (IFC & World Bank 2022a). | Organize community awareness initiatives: As in most parts of the Middle East and | Ensure gender neutral recruitment processes: North Africa region, social norms constrain To improve private sector recruiting, it is employment opportunities available to women recommended to ensure that language used in the Mashreq countries, and often frame their in recruitment ads does not signal preference role in society as caregivers rather than active for male candidates; be aware of and actively economic participants (World Bank 2020). work against discrimination or bias in the Nafith Logistics, operating in the traditionally resume shortlisting process; provide sufficient male-dominated industry of logistics in Iraq, information related to the job; and to use neutral has successfully tackled the challenge of social recruitment or employee networks, rather norms and gender stereotypes by introducing than male-dominated ones that could further a series of community awareness initiatives. perpetuate gender inequalities. ITG Holding, Lebanon (IFC & World Bank 2022e) 5 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ Retain: offering a safe workplace with flexibility and reduced summer hours and for remote work with childcare support manager approval, which particularly benefit women (IFC & World Bank 2022e). Similarly, Family friendly policies such as flexible work hours, Amin Kawar & Sons, a Jordanian shipping and remote work and childcare solutions can help international transportation company, provides improve productivity, reduce turnover and enhance flexible “start and finish” time to employees overall business performance. The case study of the depending on their unique circumstances, as well shipping and international transportation company as up to nine hours of personal leave per month, Amin Kawar & Sons in Jordan highlights a 22 percent without having to give a reason (IFC & World reduction in absenteeism in 2020, a 22 percent Bank 2021a). As a result of these arrangements, decrease in staff turnover in 2020 compared to both companies have experienced an increase 2019, and an increase in a gender-diverse clientele in staff retention and productivity (IFC & World as a result of flexible work policies (IFC & World Bank Bank 2021a, IFC & World Bank 2022e). AKS 2022e). Similarly, extended parental leave at the also has a robust remote working policy with telecom company Zain Iraq led to an annual increase clear guidelines on what is expected in terms in recruitment of women by 60 percent (IFC & World of deliverables and communication, as well as Bank 2022c). It is important to note that workplace a remote assistance service for employees who policies need to be holistic and should account for need additional support (IFC & World Bank critical turning points in a women’s lifecycle i.e. 2021a). These policies have helped the company getting ready to enter the labor market, entering and improve employee retention; findings indicate remaining, getting married, and having children (Lugo, that no female employee left the company due Muller & Wai-Poi 2020). The following companies in to “family or childcare responsibilities” in the the Mashreq offer examples of policies for retaining last two years. However, it is important to note women in the workforce: that flexible work arrangements may increase time poverty among women as this may result | Flexible working arrangements: Flexible work in double, or triple demand of women’s time options can especially facilitate the need of (UN Women 2020). Research shows that men female employees to balance work demands and women use flexible work arrangements with family responsibilities, specifically when differently, resulting in different impact in the they progress to leadership positions. Flexible work–life balance and numbers of (paid and work arrangements can take many forms, unpaid) hours worked and a risk of reinforcing such as flexible hours, a compressed workweek, gender stereotypes in the household and in the part-time schedules, and remote work. Having job market (Chung & van der Lippe 2020). a flexible workforce helps businesses improve | Support for childcare: Evidence indicates that efficiency and enhance productivity, which is childcare policies increase female labor force fundamental for the growth of new jobs in any participation and can create opportunities economy (Datta & Chen 2023). Research shows for more women to enter the labor market that flexible work options allow women to pursue (Redaelli & Anukriti 2023). In Iraq and Jordan, their ambitions, and that women who work private sector employers are mandated to flexible hours are not any less ambitious than provide childcare services to their employees women who work non-flexible hours (McKinsey or to provide options for covering the costs & Company 2023). In fact, flexible work options of existing childcare services in the market, may make jobs more appealing to women where depending on the number of employees (ibid.). A rigid social norms make certain professions company that is translating these policies into unsuitable for women (Ismail, Qarout, and Sen action in Iraq is Zain Iraq, a telecommunications 2022). One company that has focused on this company that established an on-site nursery is the Information Technology Group Holding for employees in their Baghdad office where (ITG Holding), an ICT company in Lebanon. The employees can enroll their children for a nominal company has introduced flexible work policies for fee. On average, around 13–20 percent of Zain all employees, with specific policies for working Iraq’s working mothers and fathers have been mothers who have the option of working from utilizing nursery services and have expressed 8:00am-3:00pm instead of the usual 5:00pm. increased productivity and satisfaction. The company also provides the option for 6 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ Similarly, at the Malia Group in Lebanon, a in retail, distribution, manufacturing, and conglomerate of 27 companies operating supply chain engaged extensively with its staff in various sectors, employees benefit from through focus group discussions to understand discounted kindergarten fees which can range how employees perceived sexual harassment to from 50 percent to 100 percent, depending on inform the policy design. A sexual harassment their financial circumstances. The company also policy is now something that all current staff provides a lactation room on premises (IFC & members and new employees have to adhere to, World Bank 2022d). Whereas other banks offer and regular training and awareness sessions are two to three months of maternity leave in Iraq, provided (IFC & World Bank 2022f). Similarly, employees at Ashur International Bank can Umniah, one the largest telecommunications take up to one year of maternity leave and their company in Jordan, designed a zero-tolerance position is guaranteed once they return to work. sexual harassment policy where employees These policies have resulted in increased staff can confidentially file complaints with the HR retention, productivity and efficiency at the division and request to move to another team company (IFC & World Bank 2022b). Employees or department, which ensures that their career have reported increased motivation, and the progression is not affected (IFC & World Bank company has experienced an overall reduction in 2021b). In an environment where even talking turnover rates, which used to range between 90 about sexual harassment is considered a to 92 percent between 2019-2020 (IFC & World taboo, HOLDAL GROUP and Umniah were able Bank 2022d). ITG Holding, an ICT company to encourage open discussions on this topic in Lebanon, also provides all employees with and gave women the confidence to report any financial support for nursery and academic unwanted behavior. It is important to note that fees, which helps reduce the financial burden smaller firms operating in these countries that for female employees and allows them more do not have in-house support for supporting flexibility in taking up leadership positions (IFC sexual harassment victims can refer to publicly & World Bank 2022e). provided grievance mechanisms such as hot lines and medical facilities managed by governments | Sexual harassment prevention and response: or NGOs (see for example ESCWA 2017). Studies have shown that workplace sexual harassment can have long-lasting consequences on employee physical and mental health, and lead to increased absenteeism (Arekapudi & Recavarren 2020; Au, Dong & Tremblay 2022). In the Mashreq, rigid social norms and barriers often prevent women from reporting sexual harassment incidents due to the fear of being doubted or shamed, makes it challenging to approach this topic for employers and employees alike (World Bank 2020). Addressing sexual harassment in the workplace is key to achieving fundamental labor market goals, particularly in women’s career trajectories (World Bank 2024). It is important to design these instruments based on a shared understanding and clear definition on what harassment means (including sexual harassment, abuse, bullying), outline the legal framework in the specific context, roles and responsibilities of employer and employees, case management procedures, the legal framework and support structures among others (UN Women 2019). To develop a company policy on sexual harassment, HOLDAL GROUP, a third- generation family business in Lebanon working Nafith Logistics Co., Iraq (IFC & World Bank 2022a) 7 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ Promote: advancing women in non-traditional roles positions, they can be a short-term solution and leadership positions (ILO 2015). As gender quotas may be perceived as “tokenism” or quick fixes, and make women Advancing women in feel they were appointed to certain positions leadership can lead simply to meet gender diversity requirements, Non-traditional roles is to greater gender companies should also take a holistic approach an umbrella term used in diversity, which in towards gender equality by investing in policies this case study to include turn can positively to attract, retain, and promote females, to all sectors, roles and impact business create a pipeline of female leaders in the long hours in which women performance. A run (Durbin 2011). are traditionally under- Harvard Business | Introduce fair promotion policies: Promoting represented or excluded in Review study found from within the organization has many benefits, Jordan (IFC & World Bank. that increasing the including significant cost savings that occur by 2022) proportion of women avoiding the recruitment, training, and reduced in management productivity of new hires (IFC & World Bank roles from zero to 30 2022a). Ashur International Bank, Iraq’s first percent translates investment bank to provide full banking services into an average 15 percent increase in profitability for to commercial enterprises and individuals, a typical firm (Noland & Moran 2016). Another study takes specific steps to ensure that women are found that companies where executive teams include promoted to junior management roles. The over 30 percent women tend to outperform those with human resource team reviews the existing only 10 to 30 percent female representation; they are internal database of all female employees, also more likely to outperform those with fewer or assesses their potential using performance no women executives (McKinsey & Company 2020). appraisals and provides support to help them Promoting women to leadership positions can also advance in their careers. The company also help reduce turnover rates. Ashur International Bank makes conscious efforts to sponsor recruiting in Iraq for example, was able to reduce the annual events around the country to attract qualified staff from 14 percent to 2 percent, with employees female staff from outside the company (IFC & expressing satisfaction with working under a diverse World Bank 2022b). leadership (IFC & World Bank 2022b). Companies can actively promote women in leadership roles by taking the following initiatives: | Introduce quotas for women to promote women into leadership roles: To promote women into leadership roles, introducing gender quotas for certain managerial positions can be effective. Ashur International Bank in Iraq implements this policy by maintaining a gender balance between heads of departments and their successors, so that a female leader will always have a male deputy, or vice versa. Having a concrete recruitment policy helps ensure that females are recruited for managerial positions; between 2018 and 2020, the managing director recommended 13 women for leadership positions, which contributed to a 42 percent increase in managerial positions held by women (IFC & World Bank 2022b). However, it is important to note that research on the effectiveness of introducing gender quotas is mixed; while gender quotas increase Amin Kawar and Sons (AKS), Jordan (IFC & World Bank 2021a) the representation of women in managerial 8 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ | Provide leadership training and professional MONITORING GENDER DIVERSITY: development: To support women’s leadership A PROPOSED SET OF INDICATORS readiness, it is important to equip women with the right skills set (Hunt et al 2020). Zain Iraq While it is important to attract, promote and retain introduced the “Centered Leaders Program”, women, no gender diversity program would be a two-year women leadership program that complete without a set of indicators that regularly brings together mid-level senior managers monitor progress. Gender indicators help organizations in Iraq to join high potential female leaders track their commitments to gender equality and from the global Zain group to participate in a hold them accountable for their actions for better training program and a three-month mentorship planning and results (OECD 2009). For example, to program. Similarly, in Jordan, Estarta Solutions gauge management commitment and communication created a tailored career advancement program regarding gender equality, companies can consider to help the company increase the representation indicators such as female-male ratio in the board of of women in management. The program, open directors, presence of a gender equality agenda in the to both men and women, consists of three company-wide strategy, and so on. The table below components: (i) identification of existing junior highlights a set of indicators that evaluators can use and mid-level managerial staff within the firm to collect input on programs focusing on attracting, based on a clear, transparent set of criteria; retaining and promoting women in the workforce to (ii) a leadership training program to equip gauge their effectiveness. It is important to note that selected staff with the required skills, such women are not a homogeneous group, and therefore as public speaking, crisis management and efforts should be made by evaluators to devise data communication; and (iii) a mentorship program collection methods that are representative of women for managers. The company also ensures from all backgrounds (Hemenway et al 2020). that employees rotate between different departments of the organization to discover new technologies (IFC & World Bank 2021c). In a heavily male-dominated market, 52 percent of middle managers positions are held by women, indicating the success of this policy. Malia Group, Lebanon (IFC & World Bank 2022d) Ashur International Bank for Investment, Iraq (IFC & World Bank 2022b) 9 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ FURTHER ASPECTS POTENTIAL INDICATORS TO CONSIDER DISAGGREGATION • Presence of a gender equality agenda in the company- wide strategy • Number of targets or metrics for tracking gender MANAGEMENT By departments equality initiatives COMMITMENT By job category • Share of women on the board of directors • Number of employees who believe gender equality is a priority for top management (perception survey) • Number of women hired for senior management positions By departments ATTRACTING • Number of women hired for mid-management/junior By job category management positions • Number of women hired through outreach programs • Annual employee turnover (f/m) • Monthly employee absenteeism, in hours or days (f/m) • Number of SH complaints filed and resolved • Length of parental leave/ maternal leave offered to employees By departments RETAINING • Length of paid leave offered to employees By job category • Share of employees utilizing paid leave benefits • % of wages paid during maternity/paternity leave offered to employees • Share of employees utilizing flexible work arrangements offered (m/f) • Share of women on the board of directors • Share of women in managerial positions • Number of women in senior management positions PROFESSIONAL • Share of women in technical/professional positions By departments GROWTH AND • % of staff promoted from one position to another By job category PROMOTION (m/f) • Difference between median earnings of men and women relative to median earnings of men 10 ATTRACTING, RETAINING & PROMOTING WOMEN IN THE WORKPLACE IS GOOD FOR BUSINESS: LESSONS FROM THE MASHREQ REFERENCES Arekapudi & Santagostino Recavarren. 2020. “Sexual harassment is serious business”. 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World Development Report: Jobs. World Bank Group. Washington DC. World Bank. 2014. Gender at Work: A Companion to the World Development Report on Jobs. Washington DC: World Bank Group. World Bank. 2020. How legal reforms in Jordan can combat sexual harassment. Washington DC: World Bank. World Bank. 2023. Women, Business, and the Law. Washington, DC: World Bank. World Bank. 2022. Women, Business, and the Law. Washington, DC: World Bank. World Values Survey. 2018. Wave 7 2017-2022. World Values Survey Institute. This Knowledge Brief was prepared by Hafsa Alvi and Jonna Lundvall, with additional contributions made by Sammar Essmat, Tala Mitwally and Yasmine Ossaily. It presents the experience of the Mashreq Gender Facility (MGF) related to the IFC-led identification and development of business case studies and examples of firms in Lebanon, Jordan and Iraq that implement workplace policies that support a more gender diverse workplace. The MGF is a World Bank - IFC initiative in collaboration with the governments of Canada and Norway. It is mainly supported by the Umbrella Facility for Gender Equality that counts on generous contributions from Australia, Canada, Denmark, Finland, Germany, Iceland, Ireland, the Netherlands, Norway, Spain, Sweden, Switzerland, the United Kingdom, the United States, the Bill and Melinda Gates Foundation, and the Wellspring Philanthropic Fund.  For further information, please visit: https://www.worldbank.org/en/programs/mashreq-gender-facility or contact the MGF Secretariat: Jonna Lundwall, jlundwall@worldbank.org | mgf@worldbankgroup.org 12