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Ringier and RASCH have received EDGE Assess & EDGEplus certification for the first time. The certification measures and evaluates companies in various areas, including recruitment, flexible working models, parental leave, and management’s strategic prioritization of gender issues.

How did the business case for gender balance DE&I evolved over the last 18 months?

Susanne Jud, Chief People Officer Ringier AG:

Both Ringier and Ringier Axel Springer Switzerland are convinced that diversity and inclusion are core values and success factors for any company. Thus, Ringier and Ringier Axel Springer Switzerland took this topic a step further by setting up a Diversity & Inclusion Board in 2020. Four out of seven members of the Group Executive Board are part of it which underlines the importance given to the topic.

We believe that diversity and a respectful company culture are the key drivers of creative and engaged collaboration. Our ability to deliver excellent results is based on the diversity of our ideas – and therefore also our employees. The Diversity & Inclusion Board’s key tasks are to set priorities for diversity and inclusion within the company, measure progress and report on this regularly. The overarching aim is to make diversity and inclusion an integral part of the corporate culture and of daily life at Ringier.

The first step was to sensitize employees to the issue, generate visibility and set an example of DE&I. One premise here was that employees should be involved in the process. We held several workshops with our employees to get their input, their point of view and suggestions. Recently several working groups consisting of employees  have been established. Currently they are covering topics such as gender, age, LGBTQIA+ and origin/culture.  What we consider to be particularly important is awareness of the unconscious bias we all have, which is why we launched unconscious bias training. Besides this we also changed our job advertisements to be more inclusive and to attract the best talents.

Malta Fazzari, Head HR Ringier Axel Springer Schweiz AG:

Since we work very closely together on DE&I  topics and the Diversity & Inclusion Board is a joint body, I can emphasize that it is very important that DE&I is not treated as an HR issue only. For resounding success, the topic must be lived and driven forward at all levels. Luckily we see that DE&I is a concern that is relevant to our employees and with our approach we ensure that it is supported and that we can all develop further together.

EDGE Certification brings visibility and credibility to the change happening inside the organization. At the same time, it creates the premises for diverse talent to thrive at work. Tell us some stories about how your employees benefit from the EDGE Certification journey of your organization.

Malta Fazzari, Head HR Ringier Axel Springer Schweiz AG:

We consider DE&I as a central topic.  EDGE provides us with its external and objective view and is helpful on how to approach topics where we have room for further development. We want to make sure we do not have blind spots. As part of the EDGE certification, we have committed ourselves to taking a closer look at the fields of equal pay, unconscious bias and personal integrity and to elaborate on them . In doing so, we create even more transparency and a more  inclusive environment that is free of judgment and prejudice and that all employees feel comfortable in.

We are convinced that the EDGE certification has brought us further and that it encourages and supports us in our commitment to continue working on these topics. After all, we want to continue to improve.

What do you think workplace gender balance, diversity and inclusion mean to the next generation ?

Susanne Jud, Chief People Officer Ringier AG:

Regardless of which generation we’re talking about, I think it is important that people are at focus with their talents & strengths (not their gender, origin etc.)  and that we talk about work-life-inclusion which goes beyond families.

Malta Fazzari, Head HR Ringier Axel Springer Schweiz AG:

We observe that the next generation expects equal opportunities for all – regardless of external criteria and we’re working hard to meet that goal. To achieve this we have to offer flexibility and provide  flexible working models. We experience in our everyday work how this is demanded and even lived naturally.

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Every organization is unique, and each is, or should be, on a journey towards gender balance, diversity and inclusion.

The problem for those looking to improve their standing in this area is that there are just so many variables. Different starting points, different national specificities in terms of policies and cultures, and different opportunities for industries when it comes to the available talent pool are just some of the hurdles to overcome. And this can either help or hinder an organization in its efforts to implement gender balance diversity inclusion.

But despite these differences, there are three fundamental characteristics required to successfully implement change and they apply regardless of the maturity of an organization, its location, and the industry it operates in.

Simply stated, they are that a programme needs to be intentional, prioritised, and must be measured.

Intentional change

Looking at the first, it’s clear that in fostering gender diversity and inclusion today, workplaces still need to evolve even though they look completely different compared to those of 20 years ago. The pace of change is not as fast as many would like, and it’s easy to be lured into thinking that change happens naturally and there is never any need for intervention because change always happens regardless.

However, there is nothing natural about changing the distribution of power and authority within an organization between a historically overrepresented group and that which is historically underrepresented. While we’re talking here about gender it applies equally to race and ethnicity, sexual orientation, or gender identity. In fact, inequity can relate to anything which makes one group historically overrepresented in an organization and another underrepresented.

Because change does not happen naturally there needs to be a very clear intention to implement change based on a well-defined view of why we are making it.

We need to understand why we want to redistribute power authority, why we want to have broader representation, and why we want to have gender balance diversity inclusion.

In other words, behind the intention to change there must be an understanding of why we are acting. This means considering the gender equity and overall DE&I benefits to the organization, employees, men – the historically overrepresented group, and similarly, women, the historically underrepresented group.

Prioritised change

The second characteristic is a need for changed-related actions to be prioritised.

Organizations are fascinating. They are in a constant state of flux as priorities shift, leadership changes, and requirements change. There is much that happens in the life of an organization and its energy and attention can become polarised towards something that feels more urgent precisely because it is more immediate.

This is why it is important for gender balance diversity inclusion programmes to be considered as strategic and vital for the organization in achieving its mission. And when a programme is prioritised three things that happen as a result. The first is that the programmes gain the support of the top leadership team. Next, it gains the allocation of necessary resources. And thirdly, accountability for results becomes entrenched.

Measured change

And it’s this accountability for results that demands the third characteristic – measurement.

So, when we talk about accountability, which is key for progress, we need to be able to measure what has changed. This is why actions need to be intentional, prioritised, and have a very clear set of quantitative and qualitative measurements that allow an organization to understand what works, and why. We need to be able to reproduce actions and behaviours that lead to positive results. Likewise, by measuring change we can understand what does not work, and why, so that we can fine tune actions or discontinue them.

Following the EDGE methodology establishes a framework of measurement that looks at diversity-related indicators such as representation, talent in the pipeline, and where men and women are in relation to the jobs and functions that they occupy.

Once this is complete, we can consider equity related indicators around, for example, equal pay for equivalent work. But we also need to consider the effectiveness of policies and practices with the aim of constructing an organizational infrastructure which creates equitable career flows.

From here we are able to examine the all-important indicators that are linked to inclusion. By this we mean diversity-related indicators and representation, equity-related indicators and equity of pay, and equitable career flows supported by the organizational framework. Once these are in place, it is possible to then scrutinise inclusion-related indicators such as how employees feel about career development opportunities.

This robust framework of measurement – which is holistic and looks at both quantitative and qualitative indicators as well as processes and outcome – forms the backbone of a process that will sustainably support attention, focus, and energy on those actions which are, by definition, both intentional and prioritised.

Avoiding mediocrity

EDGE has established a global standard which drives organizations to not be introspective. While it’s a natural tendency for organizations to compare themselves with their peers within their own business sector or country, this might not be the right standard to use as a gauge, especially if it’s referring to the median of a very average performing group. It’s for this reason that global standards and independent third-party verification are valuable and powerful instruments of change.

Ultimately, no organization should adopt mediocre business practices just to fall in line with mediocrity in their industry. On the contrary, when it comes to the lifeblood of an organization it should want to be the best.

And this is exactly what EDGE seeks to do in diversity equity and inclusion. With a standard that highlights what are good employee representation, pay equity, effective DE&I policies and practices the appearance of what an inclusive culture looks like will become apparent.

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EDGE Strategy, a global leader in Diversity, Equity & Inclusion (DE&I) measurement, management and certification, has announced a new four-year partnership with the St Gallen Symposium to promote the benefits of cross-generational dialogue and support generational fairness in the workplace of the future.

The St Gallen Symposium was created more than 50 years ago with a vision to lead with the next generation in mind, and a mission that by creating cross-generational dialogue organizations benefit from enhanced decision making. EDGE Strategy similarly has a vision and a mission that a more inclusive, equitable, and prosperous society can be achieved by gender and intersectional equity in the workplace.

In becoming a St Gallen Symposium partner, EDGE Strategy will contribute at a senior level to promoting why diversity matters within an organization and what actions organizations can take to leverage the unique potential of cross-generational teams, and how best to measure the outcomes.

EDGE Strategy will have a voice in promoting gender and intersectional equity to the global CEOs and world leaders who attend a series of events, not only through the symposium but also through the Global Leadership Challenge (GLC). The GLC is a joint initiative between the St Gallen Symposium and the University of Oxford to empower the next generation of leaders through a responsible leadership framework.

As a Challenge partner, EDGE Strategy will work specifically with the University and others on its thematic focus on Sustainability Development Goal (SDG) 5 – Gender Equity, and other dimensions of intersectionality harnessing the vast experience of its senior team to help mentor and support emerging young leaders from around the world – people under 30 motivated to use their careers for greater gender equity and inclusion.

We know from the organizations we work with that there is an unprecedented span of generations working in today’s workforce. People are living and working for longer which means that organizations can have up to five generations with completely different life experiences, beliefs and traits co-existing in the workplace. A huge opportunity, if managed wisely and proactively.

Simona Scarpaleggia, a Board Member of EDGE Strategy, says the new partnership will help advance the real-world benefits of gender equity, but more specifically intersectional equity when it comes to cross-generational leadership:“We know from the organizations we work with that there is an unprecedented span of generations working in today’s workforce. People are living and working for longer which means that organizations can have up to five generations with completely different life experiences, beliefs and traits co-existing in the workplace. A huge opportunity, if managed wisely and proactively.” she says.

By championing diversity with a cross-generational mindset, we can enrich the experience not only for the organization but also for the individual concerned.

“By championing diversity with a cross-generational mindset, we can enrich the experience not only for the organization but also for the individual concerned.”

The new four-year partnership was formally announced at the 51^st St Gallen Symposium on 6 May 2022.

About – the St Gallen Symposium

The St. Gallen Symposium is the world’s leading initiatives for cross-generational dialogue on economic, political and social themes and developments. For 50 years, established leaders and visionaries have been brought together with extraordinary young talents in St. Gallen and at global locations, as well as in digital formats. Together, they address the chances and challenges of our time and work on finding solutions. The St. Gallen Symposium is a student initiative. Under the strategic guidance of the St. Gallen Foundation for International Studies, the International ‘Students’ Committee – a team comprised of about 30 students from the University of St.Gallen (HSG) – organises internationally important events to promote dialogue between the generations. During the symposium, 500 HSG students are supporting. Past formats of the St. Gallen Symposium have been enriched by the participation of figures like Christine Lagarde (European Central Bank), Christian Mumenthaler (Swiss Re), Jack Ma (Alibaba Group), Prof. Niall Ferguson (Stanford University), Kersti Kaljulaid (President of Estonia), Sigmar Gabriel (former German Vice-Chancellor) or Anders Fogh Rasmussen (NATO), as well as at least one Federal Councillor every year.

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The financial services industry still has a long way to go to reach gender parity, and OMFIF’s Gender Balance Index 2022 revealed a consensus that the industry is heading in the right direction, but needs to move faster.

• 15% of Central Banks have no women in senior management or Board positions
• 11% of Central Banks are run by women
• 27% of Central Bank deputy governors are women
• Proportion of women on executive committees with P&L/revenue-generating roles is newly tracked this year
  • within Central Banks, 66% of women on Executive Committees have P&L responsibility compared to 84% of men
  • The numbers are even lower for Sovereign funds and pension funds

The Official Monetary and Financial Institutions Forum’s (OMFIF) ninth edition of the Gender Balance Index (GBI), the think tank and EDGE brought together a panel of prominent guests from across the financial services industry to discuss the current gender balance, and the presence of men and women in senior positions at Central Banks, Commercial Banks, Sovereign Funds and Public Pension Funds.

EDGE Certified Foundation Founder, Aniela Unguresan, took part in the virtual event on 28 April 2022 alongside representatives from a number of institutions which participated in the GBI IMF, World Bank, and IFC, Banco de Mexico, and the European Central Bank. Representatives were able to share their views on how measurement, transparency and accountability, through an independent certification, is supporting their commitments to reaching gender parity.

In overview, the GBI report evaluates institutions based on gender balance among senior staff in the most decision-making bodies within the institution, assigning men and women in these positions a weighted score based on their level of seniority (the highest possible score is 100, which represents gender balance). GBI tracks 6,000 people across 335 institutions, including 185 Central Banks, 50 Sovereign Funds, 50 Pension Funds, and 50 Commercial Banks.

According to the index, there has been an increase in the number of women at the top level of financial institutions over the last five years, with pension funds being the highest scoring institution category and sovereign funds being the lowest. The numbers from 2022’s report suggest a steady but slow growth, with only 13% receiving a score of 70 or higher; 20% with a score of less than 10; and 10% (or 34 institutions) with a score of 0 as they have no women at all on their executive teams or boards!

Only 14 percent of financial institutions are led by women – this includes 21 Central Banks, 13 Public Pension Funds, 5 Sovereign Funds, and 7 Commercial Banks, with Commercial Banks being the most improved category since the previous year. Aside from that, women make up 23% of Deputy Governor and C-level positions, and 29% of the Executive Committee and Board.

We are heading in the right direction, but we are not moving fast enough.

Aniela Unguresan Founder of the EDGE Certified Foundation believes that while the numbers are not the best we could have hoped for, a shift has begun which now needs acceleration towards further progress: “We are heading in the right direction, but we are not moving fast enough,” she said.

Moreover, this movement in the right direction might give us the false sense that things will naturally evolve in and of themselves and in some decades from now we will have substantially improved scores. We simply cannot wait that long.

“Moreover, this movement in the right direction might give us the false sense that things will naturally evolve in and of themselves and in some decades from now we will have substantially improved scores. We simply cannot wait that long.”

We do see increased transparency when it comes to the number. So we have more data, and better data on those indicators that matter.

At the same time, Aniela is encouraged by the increasing transparency given in order to rank organizations: “We do see increased transparency when it comes to the number. So we have more data, and better data on those indicators that matter.”

I’m coming as a first American to the European Central Bank and I’m observing a very intentional approach to gathering information, putting policies in place, establishing targets for gender balance.

The importance of having and analysing data was further stressed by Elizabeth McCaul, Member of European Central Bank’s Supervisory Board (which is certified at EDGE Move level), who said: “I’m coming as a first American to the European Central Bank and I’m observing a very intentional approach to gathering information, putting policies in place, establishing targets for gender balance.”

The European Central Bank was ranked 25 (out of 159 central banks) in the GBI 2022 (an improvement of 66 places) and scored 71 points (compared to 41 in 2021).

It is a wonderful milestone to have reached the second level of Certification. We are also very focused right now on ensuring equity for all our colleagues, which is an important part of the internal dialogue.

Sharmila Hardi, Global Head of Banking for IFC (a member of the World Bank Group), shared that IFC has made significant strides toward gender equity this year and became EDGE Move certified: “It is a wonderful milestone to have reached the second level of Certification. We are also very focused right now on ensuring equity for all our colleagues, which is an important part of the internal dialogue.”

We are certified with EDGE Move, which has been very close to us in the work we are doing. I believe that such commitments necessitate ongoing effort and force us to establish concrete goals and objectives. I think we are on the right track.

Similarly, Irene Espinosa, Deputy Governor Banco de México and the first female on the Board of Governors shared: “We are certified with EDGE Move, which has been very close to us in the work we are doing. I believe that such commitments necessitate ongoing effort and force us to establish concrete goals and objectives. I think we are on the right track.”

And the GBI 2022 results show that Banco de Mexico is indeed on the fast track as it jumped 84 places to rank 32 in the central bank ranking.

What would it take for all the institutions included in the GBI to set targets for general composition throughout the pipeline in order to achieve balance over the next three years? What would it take to commit to close the gender pay gap over the same time horizon? The answer is rather straightforward: objective measurement, transparency on current status and accountability for results.

Looking forward, we need to be more ambitious in what is expected from ourselves and from our organizations if these numbers are to increase over time. “What would it take for all the institutions included in the GBI to set targets for general composition throughout the pipeline in order to achieve balance over the next three years? What would it take to commit to close the gender pay gap over the same time horizon? The answer is rather straightforward: objective measurement, transparency on current status and accountability for results.”, says Aniela.

The takeout from this year’s Gender Balance Index is that speed, focus on bold actions and significant outcomes in terms of workplace diversity, equity and inclusion should be high on the agenda of every leader in the financial services industry. The sustainability of industry’s business success will depend on it.

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The International Finance Corporation (IFC) recently earned the second level of EDGE certification, EDGE Move. This level is given to organizations that have implemented a framework for change and achieved significant milestones after level one (EDGE Assess). IFC attained this because it reached EDGE global standards in key areas after conducting a detailed assessment and undertaking an independent third-party review on gender balance, gender pay equity, policies and practices for equitable career flows, and inclusive workplace culture.

Organizations certified at EDGE Move commit to further refining their action plan and taking measures that result in even greater impact. We spoke to Rani Meerabi Pooran, Program Manager for Diversity, Equity, and Inclusion at IFC, to learn about the organization’s progress and plans to further advance gender equity.

How has the business case for gender balance and diversity, equity, and inclusion (DEI) evolved over the last several years at IFC?

Rani Meerabi Pooran: Starting with our Managing Director, leadership across IFC is keenly aware that organizations with a gender-inclusive workforce perform better – it’s that simple. And the business case for gender equity applies not only to IFC, but also to our clients and projects in which we invest. Beyond the positive impact of closing gender gaps on employee recruitment, retention, and promotion, we know that organizations can reap benefits ranging from higher financial returns to better environmental, social, and governance (ESG) outcomes. Sadly, over the past two years, we’ve witnessed the COVID-19 pandemic set the world back in terms of hard-won gender equality gains. IFC is committed to helping to ensure we don’t have to wait over 135 years to close the global gender gap.

Our recent upgrade to EDGE Move demonstrates IFC’s commitment to building a workplace where women and men are on an equal footing to thrive, and I am thrilled to be part of the team responsible for ensuring progress on this agenda.

We are proud of the progress we have made in terms of gender balance over the past year. IFC achieved gender parity at the vice-presidency level, increased the share of female senior professionals and managers to 43.4 percent and reached an overall 0.84 Gender Balance Index – a gender-based diversity index with a goal of gender balance (score of 1).

Our next steps include continuing to ensure there is equal pay for equal work for men and women, awareness training on gender biases, the introduction of gender equality objectives into performance evaluation plans for managers, and encouraging men to take full parental leave.

EDGE is not only a rigorous assessment we undertake internally but also an important tool that IFC can suggest to private sector investment and advisory clients. As an accredited licensing partner, IFC has supported the successful certification of 11 companies around the globe, with four more in the process. An example of the positive impact of this partnership is a large manufacturer of baked goods in Brazil that, with IFC’s guidance, strengthened its commitment to gender equity and consolidated its reputation as an employer of choice. Its retention rate for women returning from maternity leave jumped from 57 to 93 percent, and the number of women on the board increased from 11 to 25 percent.

By working with my mentor, I gained new DEI perspectives and ideas to implement on my job, enhanced my interpersonal skills, and got exposure to other units within the organization.

EDGE Certification brings visibility and credibility to the change happening inside the organization. At the same time, it creates the basis for diverse talent to thrive at work. Tell us some stories about how your employees benefit from the EDGE Certification journey of your organization.

Rani Meerabi Pooran: Each time we engage with EDGE, we have an opportunity to identify areas for improvement—for example, coming out of this certification round we discovered an opportunity to better promote parental leave for men.

One new father who benefits from this is Prashant Joshi, our Senior Human Resources Officer, who told us: “The flexibility to break up my paternity leave period was a huge plus for my wife and me. I was able to support my family immediately after my daughter was born and coordinate the remaining time with my wife’s maternity leave. This allowed us to spend more time with our daughter, without having to use services like a day care or a nanny for a good six months.”

Talent development programs like mentorship and sponsorship benefit all participants and the EDGE certification journey has provided insights into how IFC can adapt its model.

IFC created a sponsorship program with a focus on women and staff from Sub-Saharan Africa and the Caribbean. The initiative aims to expand the diversity and readiness of our senior leadership pipeline, create a culture of investing in others, and increase the retention of diverse top talent. Two cohorts have completed the program, and a third cohort is in progress.

One of the sponsors of this program is John Gandolfo, IFC’s Vice President and Treasurer, who said: “I am thrilled to have played a part in the professional development of a strong core of highly skilled and talented women. IFC is one hundred percent committed to gender equality. Achieving gender equality is an ongoing challenge and we must continuously recommit ourselves to achieving our goals.”

Other mentorship initiatives offer new points of view to employees, for example, by having young staff mentor senior colleagues. Macarena De Martini, Operations Analyst, shared: “By working with my mentor, I gained new DEI perspectives and ideas to implement on my job, enhanced my interpersonal skills, and got exposure to other units within the organization.”

What do you think workplace gender balance, diversity, equity, and inclusion mean to the next generation?

Rani Meerabi Pooran: Over 40 percent of IFC’s staff are millennials and they represent the fastest-growing segment of our workforce.

From our millennial cohort, over 23 percent are women and nearly 18 percent are men. Many of them participate in a dedicated Employee Resource Group that was born within IFC’s Women’s Network before becoming an independent community—so gender equity is at the core of the group.

Research shows that younger generations are motivated by a sense of purpose, accountability, and action. And millennials, specifically, have mental health, well-being, and ESG topics at the top of their agendas, which means that DEI is critical to IFC’s brand and employee value proposition. They expect action in the workplace and the community on DEI.

ABOUT INTERNATIONAL FINANCE CORPORATION​

IFC—a member of the World Bank Group—is the largest global development institution focused on the private sector in emerging markets. We work in more than 100 countries, using our capital, expertise, and influence to create markets and opportunities in developing countries. In fiscal year 2021, IFC committed a record $31.5 billion to private companies and financial institutions in developing countries, leveraging the power of the private sector to end extreme poverty and boost shared prosperity as economies grapple with the impacts of the COVID-19 pandemic. For more information, visit www.ifc.org.

ABOUT EDGE CERTIFICATION

EDGE is the leading global assessment and business certification for gender and intersectional equity. EDGE Certification involves a rigorous third-party review of representation across the pipeline, pay equity, effectiveness of policies and practices, and inclusiveness of an organization’s culture. As an integral part of the assessment, statistical data is analysed, policies and practices are reviewed and employees’ experiences of career development opportunities in the current workplace are accounted for. Depending on the specific results of each organization, an action plan is formulated, and firm commitments towards its implementation.​

EDGE Certification meets organizations where they are in their gender balance journey (EDGE) and in their intersectional equity journey (EDGEplus) through its three levels of certification: Assess, Move and Lead. A certification at the EDGE Assess level recognizes commitment, one at the EDGE Move level showcases progress and a certification at the EDGE Lead level celebrates success in fostering gender equitable workplaces. An EDGEplus certification further recognizing its commitment to analysing intersectional issues between gender and one or several of the following additional dimensions: gender identity, race/ethnicity, LGBTQI+, working with a disability, nationality and age.​

EDGE Certification is built around the independent third-party certification of data and information and is distinguished by its rigour and focus on impact granted by one of the EDGE accredited independent third-party certification bodies – SGS, Intertek or FloCert, it remains valid for a period of two years. EDGE’s current customer base consists of over 200 large organizations in 50 countries across five continents, representing 30 different industries.​

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Holcim Colombia is one of the leading manufacturers of construction materials in Colombia – and a company of the Holcim group. In early 2022 it obtained EDGE Lead Certification – the third, and highest level of EDGE Certification which celebrates success in workplace gender equity.

Success at this level, especially for a business operating within a male-dominated construction materials industry, is a result of Holcim Colombia purposefully aligning with the principle of well-being, progress, sustainability and development. This is something which has been underpinned by rigorous third-party certification obtained through a comprehensive third-party review of the organization’s gender representation, gender pay equity, effectiveness of policies and practices to ensure equitable career flows, and inclusiveness of an organization’s culture for both the male and female employees.

Holcim Colombia started its journey with EDGE Certification in 2016 when it obtained EDGE Move certification, the second level of EDGE Certification. Since then, the business has made significant progress and showed remarkable results in all areas measured, it closed the gaps which were highlighted, and developed a detailed action plan to reach the highest gender equity standards.

Eunice Herrera is HR/SD Head at Holcim Colombia and has been working ceaselessly to strengthen the commitment of the directors, as well as sharing good practices and helping develop the skills that enable the integration of men and women in a more productive and inclusive society.

How did the business case for gender balance DE&I evolved over the last 18 months?

Eunice Herrera: In 2019 we developed a very detailed plan to fill the gaps in each one of the pillars of the EDGE Certification. Notwithstanding the pandemic, our main challenge was to prioritize the achievement of each one of our policies and guidelines among the leaders and within the organization.

This led us to make changes such as updating our approach to recruitment with a very agile onboarding process to attract young professionals. We have also strengthened our Diversity and Inclusion Committee with a new leader and more focus on increasing the participation of women in technical roles. We have also made our activities more visible through trade associations and through strategic partnerships with educational institutions, which allowed us to launch a program to increase women technical capabilities of our communities in our areas of influence.

How did the conversation about the business case evolved?

Eunice Herrera: We openly planned initiatives to strengthen indicators, and were able to evidence its evolution in monthly committees and in meetings with the leadership team. We covered the whole employee life cycle through recruiting, onboarding, process of promotion and development, workplace environment and pay equity, with a focus on raising awareness amongst our managers about the importance of a conscious leadership that recognizes the benefits of having multidisciplinary teams for the business.

What did change?

Eunice Herrera: Today we have a more focused Diversity Committee, and at the internal level, our structures are less hierarchical which eases the decision-making process. Leaders have more power, and we have an open dialogue to strengthen our commitment to diversity, equity and inclusion.

The building materials sector has significant gaps to fill in order to become a more attractive sector for purposes of female inclusion. We have therefore formed alliances with institutions and trade associations in order to make the importance of a more inclusive society more visible, and to make the development of women skills in our industry a reality.

We need a more inclusive society in all senses so today it is pertinent to talk not only about the number of women that are part of the organization, but also the contribution that both men and women make towards a more equalitarian and integrating society where historic patterns of exclusion are broken down.

EDGE Certification brings visibility and credibility to the change happening inside the organization. At the same time, it creates the premises for diverse talent to thrive at work. Tell us some stories about how your employees benefit from the EDGE Certification journey of your organization.

Eunice Herrera: Our people today enjoy a better work/life balance as a result of our hybrid workplace schemes. They benefit from inclusive premises where both men and women have independent restrooms, lockers and nursing rooms. They have more transparency in terms of the promotion process, the development of talent, and the level of pay equity.

With less hierarchy, there is a more inclusive culture where everybody has their say, everyone can be heard, and everyone can challenge the status quo.

What do you think gender equity, diversity and inclusion in the workplace means for the next generation?

Eunice Herrera: As to future generations, they seek a better work/life balance; particularly those who share duties in the context of their families, duties that employers must better understand. They expect fair compensation for their contribution; they demand an equal footing to reach prosperity and development. However, we also acknowledge that they see how important it is to respect gender, age, race, religion and sexual differences and preferences and how that multiculturality provides value to innovation and business results.

ABOUT HOLCIM (COLOMBIA) S.A.

Holcim (Colombia) S.A. is a company of the Holcim group, a global leader in innovative and sustainable building solutions that builds progress for people and the planet.

As a global leader in innovative and sustainable building solutions, Holcim is enabling greener cities, smarter infrastructure and improving living standards around the world. With sustainability at the core of its strategy Holcim is becoming a net zero company, with its people and communities at the heart of its success. The company is driving the circular economy as a world leader in recycling to build more with less.

Holcim has 70,000 people around the world who are passionate about building progress for people and the planet.

ABOUT EDGE CERTIFICATION

EDGE is the leading global assessment and business certification for gender and intersectional equity. EDGE Certification involves a rigorous third-party review of representation across the pipeline, pay equity, effectiveness of policies and practices, and inclusiveness of an organization’s culture. As an integral part of the assessment, statistical data is analysed, policies and practices are reviewed and employees’ experiences of career development opportunities in the current workplace are accounted for. Depending on the specific results of each organization, an action plan is formulated, and firm commitments towards its implementation.

EDGE Certification meets organizations where they are in their gender balance journey (EDGE) and in their intersectional equity journey (EDGEplus) through its three levels of certification: Assess, Move and Lead. A certification at the EDGE Assess level recognizes commitment, one at the EDGE Move level showcases progress and a certification at the EDGE Lead level celebrates success in fostering gender equitable workplaces. An EDGEplus certification further recognizing its commitment to analysing intersectional issues between gender and one or several of the following additional dimensions: gender identity, race/ethnicity, LGBTQI+, working with a disability, and age.

EDGE Certification is built around the independent third-party certification of data and information and is distinguished by its rigour and focus on impact granted by one of the EDGE accredited independent third-party certification bodies – SGS, Intertek or FloCert, it remains valid for a period of two years. EDGE’s current customer base consists of over 200 large organizations in 50 countries across five continents, representing 30 different industries.

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The Central American Bank of Economic Integration (CABEI) continues to invest in gender equity to protect current and future generations.

It is now more than three years since the Central American Bank of Economic Integration (CABEI) set out on its journey towards achieving gender equity. It’s a journey that has led it to undertake a rigorous third-party examination of gender representation, pay equity, effectiveness of policies and practices and the organization’s culture. It’s a journey also that has led to a survey of its employees to evaluate and measure their experiences in terms of career development opportunities in their workplace.

The Central American Bank of Economic Integration (CABEI) is an international multilateral development financial institution with a global reach that funds programs working towards the elimination of inequality and poverty. The organization supports strengthening regional integration and focuses on environmental sustainability, with social and environmental challenges and opportunities in Central America being a key element of the Bank’s strategic purpose.

It was in this context that it first approached EDGE and obtained its initial EDGE Assess certification in 2019. Two years later, the Bank was re-certified, confirming the actions and programs underway to ensure gender equity at all management levels, and designing flexible working options for all employees throughout the Bank. Now it is going further, exploring its policy and approach to parental leave for both women and men, improving their work/life balance, and proactively communicating policies to prevent workplace sexual harassment and discrimination.

The Bank has created spaces to have conversations about these topics, express concerns, share experiences, address problematic situations, and propose solutions aimed at improving the employee experience at CABEI.

Creating awareness and relevancy

Dr Dante Mossi, Executive President at Central American Bank of Economic Integration (CABEI), says the Bank has made strong efforts to create awareness about the significance and relevancy of gender equity, respectful and ethical behaviors through all the operations: “The Bank has created spaces to have conversations about these topics, express concerns, share experiences, address problematic situations, and propose solutions aimed at improving the employee experience at CABEI,” he explains.

Many things have changed. For example, the Bank formed an interdisciplinary task force to manage strategically all the CABEI gender issues and projects. As a result of this, the Bank is more interested in listening and understanding how colleagues perceive gender, inclusion, and respect in the Bank, generating some important initiatives to establish milestones through time. The Human Resources (HR) Department has also launched several projects oriented to promoting female talent, such as Female Mentoring, a Woman Lead Program, and the Gender Pay Gap Analysis, among others.

“Many things have changed. For example, the Bank formed an interdisciplinary task force to manage strategically all the CABEI gender issues and projects. As a result of this, the Bank is more interested in listening and understanding how colleagues perceive gender, inclusion, and respect in the Bank, generating some important initiatives to establish milestones through time. The Human Resources (HR) Department has also launched several projects oriented to promoting female talent, such as Female Mentoring, a Woman Lead Program, and the Gender Pay Gap Analysis, among others.”

EDGE Certification has enabled the Bank to work towards progressively meeting different objectives that generate more equitable spaces in the organization.

Dr Mossi believes that the EDGE Certification at the Assess level has brought visibility and credibility to the positive change happening inside the organization. At the same time, he believes it is creating the opportunity for diverse talent to thrive at work: “EDGE Certification has enabled the Bank to work towards progressively meeting different objectives that generate more equitable spaces in the organization,” he continues.

These initiatives have a real impact on how our female colleagues improve their skills and competencies, and at the same time, raise awareness among our male colleagues in gender issues. EDGE Certification requires the involvement of different areas, generating a participatory process, and distributing responsibilities across the institution, resulting in a global team committed to the proposed gender objectives.

“These initiatives have a real impact on how our female colleagues improve their skills and competencies, and at the same time, raise awareness among our male colleagues in gender issues. EDGE Certification requires the involvement of different areas, generating a participatory process, and distributing responsibilities across the institution, resulting in a global team committed to the proposed gender objectives.”

Equity and Inclusion have an important significance for our youngest generations.

Engaging future generations

Dr Mossi is aware that the drive towards workplace gender balance, diversity, and inclusion is not just vital today for employees, customers and investors, but also critical to the next generation and future leaders of tomorrow: “Equity and Inclusion have an important significance for our youngest generations,” he continues.

The fact that the Bank committed to establishing more fair and equitable conditions for our colleagues and stakeholders is a good indicator for them to feel they are working in a place with purpose, an organization that is aware of the necessary changes in our societies.

“The fact that the Bank committed to establishing more fair and equitable conditions for our colleagues and stakeholders is a good indicator for them to feel they are working in a place with purpose, an organization that is aware of the necessary changes in our societies.”

It is necessary to take steps thinking about what are the priorities on which we must be focused,” he concludes, “and which are the ones that possibly take us more time to carry them out.

The Executive President also says it is important to mention that every change has its context and timing. He knows that the cultural evolution on which the Bank is embarking will take time and success cannot come overnight: “It is necessary to take steps thinking about what are the priorities on which we must be focused,” he concludes, “and which are the ones that possibly take us more time to carry them out.”

ABOUT CENTRAL AMERICAN BANK FOR ECONOMIC INTEGRATION (CABEI)

The Central American Bank for Economic Integration (CABEI), is an international multilateral development financial institution. Its resources are continuously invested in projects that foster development to reduce poverty and inequality; strengthen regional integration and the competitive insertion of its member countries in the global economy; providing special attention to environmental sustainability.

Its headquarters are in Tegucigalpa, Honduras, and has regional offices in Guatemala, El Salvador, Nicaragua, Costa Rica , Panamá, Dominican Republic, and the Republic of China Taiwan.

ABOUT EDGE CERTIFICATION

EDGE is the leading global assessment and business certification for gender and intersectional equity. EDGE Certification involves a rigorous third-party review of representation across the pipeline, pay equity, effectiveness of policies and practices, and inclusiveness of an organization’s culture. As an integral part of the assessment, statistical data is analysed, policies and practices are reviewed and employees’ experiences of career development opportunities in the current workplace are accounted for. Depending on the specific results of each organization, an action plan is formulated, and firm commitments towards its implementation.

EDGE Certification meets organizations where they are in their gender balance journey (EDGE) and in their intersectional equity journey (EDGEplus) through its three levels of certification: Assess, Move and Lead. A certification at the EDGE Assess level recognizes commitment, one at the EDGE Move level showcases progress and a certification at the EDGE Lead level celebrates success in fostering gender equitable workplaces. An EDGEplus certification further recognizing its commitment to analyzing intersectional issues between gender and one or several of the following additional dimensions: gender identity, race/ethnicity, LGBTQI+, working with a disability, nationality and age.

EDGE Certification is built around the independent third-party certification of data and information and is distinguished by its rigor and focus on impact granted by one of the EDGE accredited independent third-party certification bodies – SGS, Intertek or FloCert, it remains valid for a period of two years. EDGE’s current customer base consists of over 200 large organizations in 50 countries across five continents, representing 30 different industries.

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Transcript :

IGC Secretariat – Seraina Eldada:

Hello, this is Seraina Eldada from the International Gender Champions Secretariat in Geneva. Today I’m delighted to speak to Aniela Unguresan, co founder of the EDGE certified foundation. This Swiss based organization assesses, accelerates and certifies gender and intersectional equality in the workplace, and was launched at the World Economic Forum in 2011. The EDGE certified foundation commitment is to contribute to more inclusive, equitable and prosperous societies powered by gender and intersectional equity. Aniela strongly believes that the time has come for us to move from vision to action. The EDGE Certification Process is intended to identify gaps and limitations, while providing a roadmap to achieve more inclusive workplaces. Welcome, Aniela, and thank you very much for taking the time to record this podcast.

Aniela Unguresan:

Thank you very much for this invitation. I’m delighted to be here.

IGC Secretariat – Seraina Eldada:

Fantastic. So this year, the IGC network welcomes the Gender-based Violence Pledge standing for zero tolerance of gender based violence and sexist attitudes and behaviors. What linkages do you see between this pledge and optimizing diverse, equitable and inclusive workplaces?

Aniela Unguresan:

Thank you, Seraina, for this question. I think that the linkage is a very direct one. And here is why: researchers have found that the sort of organization that is particularly prone to gender-based violence and sexist attitudes and behavior is an organization which is male dominated, super hierarchical, and forgiving when it comes to doubtful behavior. So having more women in the workplace, so working to create more diversity in the workplace, in the workforce, but also in leadership, brings first of all different perspectives to the table, and strongly invites the historically over-represented group in the workplace – men, most often – to take into consideration these different perspectives. Also, a highly hierarchical male dominated organization is prone to less scrutiny and action, as sometimes high status provides cover for actions. So, victims and bystanders might be worried of what will happen to them if they speak up, and ultimately, time and again, those who are the instigators, and the perpetrators of such attitudes can get away with it because there is a low probability of both discovery and punishment. So for all these reasons, a focus to foster a diverse, equitable, and inclusive workplace is central to create a respectful work environment where everybody feels safe. If male dominated structures uphold a system of sexual harassment, such structures need to be changed, and women need to be promoted in the organizations, and need to be promoted, and be present, to the top levels in the organization. And even so, more women in management alone won’t eliminate sexual harassment and gender-based violence, and plenty of organizations with women in top leadership positions still grapple with these issues. But better gender balance can create more equity in how the power and the authority is distributed amongst men and women inside the organization and how they are being exercised.

IGC Secretariat – Seraina Eldada:

Thank you, Aniela. And as you just described, we see that inequalities in the workplace do still disproportionately affect women from representation to participation and belonging. And women, especially women of color remain significantly underrepresented in senior leadership. That being said, a majority of women also continue to experience day to day bias and microaggressions in their workplaces. And it doesn’t have to be this way. And can you please share some of the ways that you’ve taken personal action as an individual leader to address bias and microaggressions and any advice you have for fellow Champions?

IGC Secretariat – Seraina Eldada:

So coming back to something that you have mentioned Seraina, I couldn’t agree more to the fact that over the last months thousands of women have courageously broken the silence and shine the light on how pervasive sexual harassment, gender-based violence, microaggressions is across industries and across countries. And it happens to people of all gender identities, across different race and ethical backgrounds, sexual orientations, age groups, and it happens most often to the people with the least power. So, what determines whether or not an organization is tolerant of these behaviors? In a single word, it is leadership. So new leaders work hard to prevent this kind of attitudes and behaviors by talking about organizational policies, and modeling appropriate ways of treating and interacting with co-workers. Do leaders ensure that claims of sexual harassment, concerns related to discriminations, microaggressions, sexist behaviors are promptly investigated, and corrective actions handed out, even when the perpetrator is a top performer or higher up? Strong policies with real teeth and training are essential. In both, protocols need to be established for what employees should do when they see gender-based violence, harassment and discrimination happening. Consequences should be made clear, confidentiality for the victim should be maintained, and retribution against him or her prohibited. In short, one of the actions that I would ask all the fellow Champions to join us in is that as leaders, we must take a visible, consistent and firm stand that gender-based violence and sexist attitudes and behaviors will not be tolerated. This will create a safer, more respectful, and more inclusive environments for all.

IGC Secretariat – Seraina Eldada:

So you’ve just concretely described some of the institutional and organizational mechanisms that can be put in place within Champions’ organizations in order to ensure that gender-based violence, sexist attitudes and behavior are both avoided and systematically followed up should instances occur. From another angle, I would like to ask, what would you say to a leader or a fellow Champion seeking advice on how to individually be as impactful an ally as possible?

Aniela Unguresan:

Well, I think that, you know, it starts with being very visibly committed to ensure a working environment which is free of any gender-based violence and sexual harassment. Sometimes we underestimate the power of having very clear, firm positions that are communicated. That is one of the first very important actions. Another very important action is to make sure that there is a very clear model and expectations on how inclusive behavior looks like. Sometimes, depending on the industries, depending on the organizations where we are coming from, we are prone to all sorts of examples of attitudes and behaviors. And we tend to put a very strong emphasis on what the undesirable behaviors are. But I think it’s very useful to shift and to say, well, this is how a respectful behavior looks like; this is how you can act; this is what you can do if you experience or if you witness these instances; and of course, making sure that prompt action is being taken and that there is a safe environment for people to voice their concerns and to feel that their concerns are being heard and addressed.

IGC Secretariat – Seraina Eldada:

Our final question to you, Aniela, relates to this early period of the year where Champions of the IGC are setting and renewing their personal commitments, and I would love for you to tell us a little bit about your personal commitments this year, for 2022 – and why you’ve prioritized these two actions.

Well, you know, you do have examples of workplaces that are diverse, but not necessarily inclusive.

Aniela Unguresan:

So I have to tell you that the IGC’s [GBV] Pledge really encouraged me to renew one of my 2021 goals, which is to require all the employees of our organization to complete an anti-sexual harassment and discrimination training. And you know, as many of the things that pertain to gender balance, diversity, equity and inclusion, I think that we all have to be very aware of the fact that this is a process that needs to be sustained over time; that this kind of trainings, this kind of goals and of actions need to be conducted on an annual basis. So, trainings that are interactive, that include a very clear example of what constitutes unlawful sexual harassment, what constitutes discrimination, very clear information on what to do, again, if somebody feels a victim of it, or witnesses it, and of course, a very clear indication on what the procedures to follow should be. So, you know, renewing and making these trainings, anti-sexual harassment and discrimination trainings a necessary annual encounter for the employees of the organization, is one of my renewed pledges for this year. And then the second one is often a topic that in the discussion with leaders of other organizations, you know, we all kind of shy away from setting targets and goals for gender composition across our talent pipelines. But you know, this setting of those targets and monitoring, how are we doing in reaching those targets? What works, what doesn’t work – and why – seems crucial. So my second commitment is to continue monitoring our progress against clear targets for the gender composition across levels in the organization. And it is a commitment that I strongly believe in, because, you know, we often talk about the fact that yes, we do need to have diversity, equity and inclusion in the workplace for those workplaces to be thriving places where, you know, employees can fulfill their potential, and organizations can achieve their missions. And we tend to have sometimes this debate in saying, “well, you know, you do have examples of workplaces that are diverse, but not necessarily inclusive” and this is true, but at the same time, we cannot have inclusiveness if we do not have diversity to start with. So that’s why the second commitment on setting those goals, ensuring that there is diversity as a basis, as a pillar, for the equity and inclusiveness that we want to see in our workplaces, is my second commitment.

IGC Secretariat – Seraina Eldada:

Aniela, thank you so much for coming to speak with us today and for sharing with us some of your insights regarding how Champions and in general leaders can really put into action, the values of the Gender-based Violence Pledge of zero tolerance against sexist attitudes and behaviors and gender-based violence. Thank you very much again, and wishing you success in the implementation of your 2022 commitments, and we look forward to speaking with you soon.

Aniela Unguresan:

Thank you very much Seraina.

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EqualVoice United 2025 brings together prominent Swiss companies to advance gender equity in the workplace

EDGE Strategy and EqualVoice, an initiative by Ringier AG to boost the visibility of women in the media, joined together for EqualVoice United 2025.

The initiative aims to support ten of the most prominent Swiss organizations in achieving gender equity in the workplace by 2025.

Bank Cler, eBay, Insel Gruppe, ISS, Mastercard, Migros, Oerlikon, Swiss Post, Sunrise/UPC, Ringier, and Ringier Axel Springer have now signed a Charter to join the EqualVoice United 2025 network as a signal of their commitment to creating a more inclusive and equitable workplace. Their evolution will be measured and validated based on specific keys criteria:

• rooting equal opportunities and equality within their organizations
• promoting a mindset of equality and integration
• communicating the benefits of equality to other companies and wider society
• establishing modern working conditions for all employees

To support these commitments, the organizations will have access to EDGE Strategy solutions over the coming months, such as the EDGE Pay Tool, which will help them to measure the gender pay gap. Following this initial stage, they will then have the option to begin the certification process with EDGE, according to the EDGE Foundation Global Standard methodology. EDGE Certification involves a rigorous third-party review of representation across the pipeline, pay equity, effectiveness of policies and practices, and inclusiveness of an organization’s culture. As an integral part of the assessment, employees receive a comprehensive survey to assess perceptions of gender equity in the workplace.

EDGE is already working with more than 200 large organizations in 50 countries across five continents, from 30 different industries. With 9 of the 200 organizations in Switzerland, EDGE is looking forward to engaging more Swiss organizations into a more equitable and inclusive strategy.

It was inspiring to witness the commitment of ten of the most well-known companies in Switzerland sign a charter and become part of the EqualVoice United 2025 network. The EDGE Strategy team is looking forward to supporting all the members of EqualVoice United 2025 on the road towards gender equity.

Simona Scarpaleggia, EDGE Board Member, who joined EqualVoice’s Advisory Board in 2019, is pleased to see the positive work of EqualVoice is already doing to improve the visibility of women in the media now extended into the workplace: “It was inspiring to witness the commitment of ten of the most well-known companies in Switzerland sign a charter and become part of the EqualVoice United 2025 network. The EDGE Strategy team is looking forward to supporting all the members of EqualVoice United 2025 on the road towards gender equity.”

According to the Global Gender Gap Report 2020, it will take another 99.5 years for us to achieve global gender equality. We don’t want to wait that long.

Annabella Bassler, founder of the EqualVoice Initiative and CFO of Ringier AG, added: “According to the Global Gender Gap Report 2020, it will take another 99.5 years for us to achieve global gender equality. We don’t want to wait that long.”

We are delighted to have joined with nine other companies to create the EqualVoice United network and to achieve this goal in the Swiss professional world by 2025. Having EDGE on board ensures we have the necessary expertise.

“We are delighted to have joined with nine other companies to create the EqualVoice United network and to achieve this goal in the Swiss professional world by 2025. Having EDGE on board ensures we have the necessary expertise.”

About EqualVoice

The initiative was launched by CFO Annabella Bassler in November 2019 and is chaired by publisher Michael Ringier and CEO Marc Walder. It aims to advocate gender equality and improve the visibility of women in the media. The central element of the initiative is an indicator known as the EqualVoice factor. Further projects related to EqualVoice include the Female Experts List, Ringier’s internal tool for finding female experts, the EqualPyx photo challenge, aimed at generating images with more diversity, and the female experts’ workshop ‘Get Ready – Go Forward,’ which supports women in making the most of their expertise. An international expansion of the EqualVoice factor to include other media brands is planned for the near future.

About EDGE Strategy

EDGE Strategy offers an integrated SaaS-based DE&I solution allowing organizations to measure, accelerate, and get certified for where they stand in terms of gender and intersectional equity. EDGE’s customer base consists of 200 large organizations in 44 countries across five continents, representing 29 different industries, allowing you access to a large DE&I network.