Progress toward gender equality is “vanishing before our eyes,” United Nations Secretary General António Guterres told the Commission on the Status of Women ahead of International Women’s Day last year.
We all know the financial business case for more diverse inclusive teams and the benefits not only monetary but culturally they can provide any organisation.
It will take another 131 years to close the global gender gap at the current rate of progress. This means we won’t realise a gender equal society until the middle of the next century unless more action on equality is taken. We also know it is against the law to discriminate against someone because of their:
So why despite it being against the law, we are still seeing continual discrimination and inequalities being experienced against these characteristics?
It is important not to create a hierarchy of protected characteristics. It’s time to step up and drive systematic change for multiple, overlapping areas of inequality.
Maybe it is time for businesses to take an intersectional approach to gender?
For example - That means recognising that the inequalities faced by women of colour are not simply those faced by white women with a racial element added on - they are fundamentally different. Too often that distinction is under-appreciated.
Gender is not a single construct.
Women intersect across all the protected characteristics. The current approach of businesses seemingly focusing on one protected characteristic at a time or the one that is on trend.
How effective is it?
But approaching gender, race, disability, sexuality and all the protected characteristics one by one, on an individual basis does not help to recognise the interconnection between them all.
Is this actually slowing down the pace of progress?
What if the approach was to understand and tackle the reasons for the inequalities experienced by women.
What are the common denominators for inequality?
Tackling inequality is not the role of one, it’s the coming together of everyone.
Boughey, a member of the U.K’s All-Party Parliamentary Groups on Women and Enterprise, and Women and Work, argues that the rise of women is not about the fall of men. It’s about valuing the unique difference we all bring. “Gender balance is a whole-society issue where everyone has a role in bringing about change,” she says.“ Leaders need to demonstrate advocacy and an inclusive mindset, but also encourage everyone to commit to calling out inequality and involve them in decision-
There is often a ‘one size fits all’ approach to interventions and change. But the experiences within women – between individuals and between different groups of women – are often more varied than the experiences between women and men.
There is a need to understand this variety in women’s experiences, and how this is determined by other intersecting identities, especially those that are marginalised or stigmatised.
What is most troublesome about the one size fits all approach, is that gender interventions and initiatives are most often based on the experiences of the dominant group – such as those women who are white, middle-class or straight. This is problematic, both because the experiences of such women are by no means universal, and because women not included in this group often face the greatest inequalities.
How about having fully integrated groups and teams working together on reducing inequalities?
Of course, there as nuances, differences for each aspect of inequalities experienced by different groups and it is important to recognise what these are and embrace them, include them, and assimilate them into your organisations.
By taking an intersectional approach, a firm does not have to ‘pick and choose’ actions to tackle one social inequality over another. Furthermore, ensuring true diversity of thought requires a joined-up,
holistic, approach to equality.
We need to:
What are the common denominators? The root causes of systemic inequalities that impact various intersecting identities.
Businesses you need to ask yourselves:
We are proud that the Bristol Women in Business Charter is not just about gender, we are looking at gender through an intersectional lens.
We are delighted to announce that University Hospitals Bristol and Weston NHS Foundation Trust (UHBW), one of the region’s largest employers, is the latest organisation to become a signatory of Bristol Women in Business Charter (BWIBC).
The Trust will be developing three main Charter goals: improving a flexible and agile workforce to support retention, ensuring we are an employer of choice in the city; continuous improvement in talent and educationally support career pathways through the organisation; and continuing the positive work to close the gender pay gap at all levels.
Emma Wood, UHBW Chief People Officer and Deputy Chief Executive Officer, said: “More than 75% of our Trust’s 15,000 strong workforce are female. In signing up to the Bristol Women in Business Charter, we are committed to building on the work we already do in UHBW to make sure our Trust is a great place to work for everyone.
“Inclusion and belonging are at the heart of our commitment to offering the best employment experience possible to all our colleagues. I look forward to collaborating with other charter members to share experiences and learn from each other.”
Welcome on board UHBW. Looking forward to supporting you in 2024!
Every year, from November 16th to December 16th, the United Kingdom celebrates Disability History Month, a time dedicated to recognizing and honouring the contributions, struggles, and achievements of disabled individuals throughout history. This month is not just about remembering the past but also about promoting a more inclusive and accessible future.
The experience of disability can vary greatly among individuals, and the extent of disadvantage often depends on several factors, including the type and severity of disability, socio-economic status, cultural and societal context, and access to support and resources. In many cases however, disabled women face unique challenges that can compound their disadvantage compared to disabled men.
One of the most significant aspects of UK Disability History Month is its role in promoting inclusion and accessibility. The disability rights movement has come a long way, advocating for equal access to education, employment, and public spaces. The introduction of the Equality Act in 2010 was a milestone, legally obliging organizations to make reasonable adjustments to accommodate the needs of disabled people.
However, the journey toward full inclusion is ongoing. The fight for accessible public transport, equal opportunities, and the elimination of ableism is far from over. UK Disability History Month reminds us of the work that still needs to be done and encourages us to be part of the solution.
The Women in Business Charter team held their latest event on 20th September 2023, Recruiting for Difference, hosted by TLT Solicitors.
The event kicked off with a panel who shared practices that their organisations were spearheading to support the recruitment and retention of women. This was followed by a lived experience panel sharing their personal stories as women or, the impact of the intersectionality of being a woman at work.
Some of the key initiatives to improve the future outcomes for women in the workplace were in the following areas:
Inequalities faced by ethnic minorities in Bristol
We want to showcase the shocking statistic that Sangeetha Wynter from Babbasa shared which is that Bristol ranked seventh worst of 348 districts in England and Wales for the multiple inequalities experienced by ethnic minority communities, with this situation worsening over time (University of Manchester CODE and Runnymede Trust, 2017). Clearly, there is a lot of work to be done in this City, not just around gender equality but racial equality and their intersection. Babbasa are involved in creating equitable opportunities for young people and the brand presence of their Company is so powerful that having the Babbasa logo on an employer’s company website, serves to help people
apply for that job.
Lived Experience Panel
The lived experience panel shared experiences of how disabled women are less likely to progress as far and how there is a need for more disabled women and STEM women as role models and mentors.
Lack of flexibility for working mums in the teaching profession, using gender neutral language for the LGBTQ+ community (e.g., partner vs boyfriend) and how sick leave related to an impairment is compounded if you are a woman due to pregnancy and menopause, were also topics discussed.
Bristol Women in Business would like to thank the attendees and panelists for your contribution and sharing your insights, organisational practices, and personal experiences to support the work of the Charter.
Social model of disability
BBC article about women and housework
Professional panel members: Sangeetha Wynter (Training and Inclusion Manager, Babbasa), Dr Caroline McKinnon (Equalities Charter Manager, University of Bristol), Karen Cooke (Head of Capability and Engagement, Hargreaves Lansdown) and Mel Rodrigues (CEO, Gritty Talent)
Lived experience panel: Trish Uwanogho (Senior Portfolio Manager, MOD Artificial Intelligence Centre), Amy Davies (Senior Associate, Burges Salmon), Louise Duggan (Talent Coordinator, the Women’s Work Lab), Victoria McCarron (Trainee Solicitor, Burges Salmon) and Megan Belcher (Equalities Support Officer, Bristol City Council)
Diverse recruitment can present several challenges for businesses, stemming from various factors including biases, systemic barriers, and misconceptions. Overcoming these challenges requires a varied approach that involves awareness, education, policy changes, and ongoing commitment from leadership. Companies need to actively address biases, revise recruitment strategies, foster inclusive company cultures and provide equal opportunities for growth and advancement to candidates from all backgrounds
Employers may face challenges in finding diverse talent due to several reasons:
The Bristol Women in Business Charter works with its Signatories to breakdown and overcome many of these challenges and our upcoming event will focus on this difficult task.
In recent years, the concept of flexible and part-time working has gained significant traction as a viable alternative to traditional work arrangements. Gone are the days of the rigid 9-to-5 schedule confined to office walls. Hybrid working offers a dynamic approach that allows employees to have control over how, when, and where they work, this can also benefit those working part time or reduced hours. In this blog, we will explore the numerous benefits of these different working patterns, exploring how it transforms the way we work and fosters a positive work-life balance.
1. Enhanced Work-Life Balance:
Hybrid, flexible and part-time working allows individuals to better manage balancing their personal and professional lives. By having the freedom with hybrid working to choose their working hours, or a more formal reduced hours working agreement in place, employees can better align their work commitments with personal obligations, such as childcare, hobbies, or pursuing further education. This balance promotes increased satisfaction, reduces stress levels, and contributes to overall well-being.
2. Increased Productivity:
Contrary to popular belief, flexible working has been found to enhance productivity levels. Research has shown that letting your employees work part-time can bring a 2% increase in firm-level labor productivity and see fewer sick days per year (Source: IESE Business School)
When employees are given the autonomy to determine their work environment and working hours, they can optimize their energy and focus. Whether it's working during their most productive hours or finding a quiet space to concentrate, individuals can tailor their work conditions to maximize output. This flexibility often results in higher job satisfaction, leading to increased engagement and productivity.
3. Talent Attraction and Retention:
Embracing flexible and part-time working practices can give organizations a competitive edge in attracting and retaining top talent. The modern workforce values work-life balance and flexibility, seeking companies that offer a progressive approach to work. By accommodating hybrid working, reduced hours and flexible arrangements, organizations can tap into a broader talent pool and retain valuable employees who might otherwise seek opportunities elsewhere. This is seen as a perk that contributes to job satisfaction, loyalty, and long-term commitment.
4. Cost Savings:
Flexible working can bring about significant cost savings for both employees and employers. Employees who have the flexibility to work remotely can reduce commuting expenses, such as fuel costs or public transportation fees. Moreover, organizations can downsize office spaces, leading to lower rent, utility bills, and maintenance costs. By embracing flexible and hybrid working, businesses can streamline operations, increase efficiency, and allocate resources more effectively.
5. Improved Diversity and Inclusion:
Flexible and part-time working plays a vital role in fostering diversity and inclusion within the workplace. It enables individuals with disabilities, caregivers, and those with diverse personal circumstances to participate in the workforce more readily. Flexible arrangements accommodate different needs, making it possible for individuals from all walks of life to contribute their unique perspectives and talents. This inclusivity not only promotes innovation but also enhances the overall work culture and collaboration within teams.
Whilst we know that the benefits of flexible and part-time working are vast and varied, we also know that it can be challenging for organizations to implement new working patterns whilst also meeting the needs of their clients and shareholders. There are four main challenges that need to be considered
Overall, flexible and part-time working is revolutionizing the traditional workplace, offering a range of benefits for both employees and organizations. It empowers individuals to achieve a healthier work-life balance, boosts productivity, attracts and retains top talent, generates cost savings, and promotes diversity and inclusion. Whilst making it work for your business can be a challenge, and you need to understand and manage the risks, the benefits are clear. And as more and more businesses recognize the value of flexible and hybrid working, it is evident that this shift in mindset will continue to shape the future of work, unlocking new possibilities and opportunities for individuals and companies alike.
In this year’s International Day’s theme, we try and ‘imagine a gender equal world. A world free of bias, stereotypes, and discrimination. A world that's diverse, equitable, and inclusive. A world where difference is valued and celebrated. Together we can forge women's equality’. Collectively we can all #EmbraceEquity.
The meaning of ‘embrace’ – is this enough?
· an act of accepting something willingly or enthusiastically
· to include something, often as one of a number of things
· the act of holding someone tightly with both arms to express love, liking, or sympathy, or when greeting or leaving someone
The route to achieving equity will not be accomplished through treating everyone equally. It will be achieved by treating everyone equitably, or justly according to their circumstances." Race Matters Institute
In order to make real meaning change for women and ensure that gender parity is obtained for all it must be through an intersectional lens towards creating equitable workplaces.
Organisations need to shift the focus just on being equal but look at how they operate internally with their policies and procedures to deliver outcomes that are equitable to all.
The latest available Sustainable Development Goal (SDG) 5 data shows that the world is not on track to achieve gender equality by 2030. It will take another 286 years to close the global gender gap. Advancing Gender Equality: UN Women at Davos 2023
With stats like these we need to do more than just embrace equity, how much longer are women expected to wait, and campaign for the same outcomes as their male counterparts?
It isn’t just about embracing it; it’s about creating A world where difference is valued and celebrated.
The Bristol Women in Business Charter’s belief is that businesses cannot reach their full potential if they fail to recruit and retain a gender-balanced workforce. Our ambition is to help accelerate the pace of change for the benefit of women, the businesses they work in and the communities they live in.
We recognise that it is the voices of the most marginalised that are often silenced. It is therefore critical that the work of the charter implicitly includes all aspects of intersectionality and #embrace equity. We are striving for an equitable, inclusive, gender workplace where all women are involved in all their diversities, and we are seeing the whole person.
It is vital that initiatives like ours help to accelerate the pace of change that is required. We are creating a legacy and we are proud that Bristol is the only city in the UK to have its own Charter that focuses on achieving gender equity in business, which includes a diverse range of sectors. Businesses work together on a number of key goals in the charter that help them to deliver a more equitable workplace for the women who work for them. The collective community approach to ramping up the change is what is needed.
We hope that the work we are doing will be a blueprint for other cities to follow and emulate in the future. The organisations we work with have over 35,000 full time equivalent employees, ranging from over 7000 employees to just 5 and we recognise and celebrate any progress they achieve towards gender equality, no matter how small. The key focus for us is making gender equity a business issue, a driver for competitive advantage that is driven from the top of organisations.
So, businesses, what meaningful change are you going to make for #IWD23?
We all need guidance and support.
For more information about the work of the charter and the impact our businesses are having, visit www.bristolwomeninbusinesscharter.org or come and hear us at our next public event https://www.eventbrite.co.uk/e/annual-impact-event-the-last-12-months-success-stories-tickets-542741613777
Let’s do more than just embrace equity for 2023.
Our Five Tips to help you support employees with families
With the summer holidays nearly upon us, those of us that have kids will be booking holiday clubs, arranging swaps with other parents, reaching out to family for help and producing an amazing spreadsheet to work it all out. And let's be honest most of the people doing it will be the mums, even if both partners work full time.
Share the load
YouGov data shows that in many couples cleaning, cooking and child rearing is still considered a woman’s work. 38% of women who work full-time and have a partner say these tasks mostly fall on them, compared with only 9% of men in the same situation.
The evolution of hybrid working during the pandemic has helped, with more employees able to work from home, however the solution is not just to work whilst the kids occupy themselves glued to devices or pretend you don’t have kids! So how can employers do more to support their staff?
1. Break the bias - time to let Dads step up
Dads should be able to use holiday and additional parental leave to share the load and employers need to encourage this, sharing examples, case studies and giving options. It’s often stated that women have to work as if they don’t have children and parent like they don’t have a job - let's encourage and support Dads to step up and share the juggle. Bright horizons has some great tools and support for Dads.
2. Improve flexible working options
Employers often point those who want flexibility to the hybrid working options, but this may not be enough, especially over the summer holidays for families and carers. Can you support parents to reduce their hours over the summer holiday period, offering them the flexibility to reduce their hours or change their working patterns?
There is currently a war on talent with employers struggling to land talent, figures show record vacancies and high quit rates: according to the Office for National Statistics (ONS), there were a record 1.29 million job openings in the UK between January and March this year.
Anything you can do to help your teams during these difficult periods will help towards retaining your talent, and the more flexible you are, could help you attract more talent too. This links to Charter Goal One - The promotion and availability of flexible and part-time working.
1.5m people are trapped in low paid part-time work below their skill level and 400,000 people are out of work because they can’t find quality flexible jobs. Joseph Rowntree foundation
3. Ensure Financial Wellbeing
Recent statistics from the OECD shows that the UK has the second most expensive childcare system in the world and since 2009 prices have increased by 27%, making childcare more expensive than ever before. Add to that the cost of fuel, energy and food increasing, for some childcare just isn’t an affordable option over the summer holidays. This could really impact the mental and financial wellbeing of your teams.
Employers, what can you do to support parents and carers in lower paid roles in your organisation, so that they can continue to work and care for their families during the summer holidays? Are there different patterns of working available to them? Can you provide subsidised childcare in your workplace? Can you provide financial wellbeing support and education? CIPD has advice that could help. This supports charter goal four - encouraging and supporting female employees in lower paid and lower skilled occupations through appropriate training and other on-going support.
The cost of living crisis is causing hunger, hardship and mental anguish for too many single parent families Gingerbread
4. Change working patterns
Are there options for your employees to pick up work early in the morning or later in the evening, to allow time with kids in the day, can employees have ‘meeting free’ days so that they can be more available to engage with children and complete household work during the day, this works well with older kids who are more self sufficient.
5. Inclusive culture and family engagement
Do you have an inclusive culture in your workplace? How can you engage more with your employees with children during this time, including their children by putting on events, quizzes, barbeques, and ‘bring your kids to work’ days, or family fun days, in order to develop a more family friendly culture at your workplace and engage with people outside of the traditional methods.
Recent research from McKinsey found that nearly half of the employees who voluntarily left the workforce during the pandemic aren’t coming back on their own. They say that employers must go and get them.
Post pandemic employers “must recognize how the rules of the game have changed. While workers are demanding (and receiving) higher compensation, many of them also want more flexibility, community, and an inclusive culture to accept a full-time job at a traditional employer.” McKinsey
There are some great events happening in bristol this summer that you can get involved in, have a look at this round up of options.
Resources that can help you support your employees
We at the Bristol Women in Business Charter have been focusing on Intersectionality and how its implementation into business strategy does far more for inclusion practices - Sign up to our event
We want to begin with introducing the term and idea of intersectionality for business practise.
After speaking with businesses and individuals there seems to be a lack of knowledge of what it means – having sparked much debate over the past half-decade over its interpretation (Coaston, 2019).
The term intersectionality was coined by leading scholar of Critical Race Theory, Kimberlé Crenshaw some 30 years ago, when she published the paper: “Demarginalizing the Intersection of Race and Sex” (Coaston, 2019).
To keep it brief, intersectionality is the idea that people have more than one identity, and those identities are inherently combined. For example, an employee might be deaf and be a recent immigrant, your employee may be a woman as well as Black (Studenroth, A). As Brittany Packnett, an educator, activist and writer who is Black stated: “It’s not merely that some days I experience racism and some days I experience sexism. Rather it is that oppression shows up differently for me than it does for black men and white women” (Tugend, 2018).
The fundamental benefit of adopting an intersectional approach to equality is that it provides an understanding of the issues that is closer to the lived experiences of all employees, thus allowing you to develop effective strategies to address them. We want to ensure people can bring their whole self to work, not divided up into different groups/identities but to be their authentic self without a bunch of labels on. As we are seeing people from protected characteristics continuously feel that they are not ‘the norm’.
These feelings can also be described as ‘Othering’, a phenomenon in which some individuals or groups are defined and labelled and not fitting in within the norms of a social group – this then influences how people perceive and treat those who are viewed. For example, a Lesbian Woman may not feel her authentic self when attending a women in business workshop, if the group only addresses the issue of white heterosexual women in business – this individual can easily feel like an ‘other’ (Cherry, 2020).
So, what does this mean for existing equity, diversity, and inclusion efforts?
We know many businesses have employee resource groups (ERG) to provide support and a place to be heard for employees, which commonly focus on one protected characteristic – but people are not one-dimensional, e.g. Does an older Asian Woman belong in the Women in Business group, the Asian one, or the multigenerational ERG? You just wouldn’t bother.
The challenge organisations have is trying to work within the law, which has created the protected characteristics into groups. Organisations have used this framework to create the ERG's. In terms of intersectionality, the key thing is for organisations to see the interrelationship between all these groups and understand the fundamental similarities. It is an opportunity to challenge the effectiveness of these groups. As adding up each individual barrier a person faces and creating enough groups to address that, only makes people's existence more complicated (Studenroth, B).
This does not mean to dismantle employee resource groups altogether, but to enhance them further by acknowledging the diversity of its members. Diversity and Inclusion consultant Ashley Oolman suggests breaking down the barriers to intersectionality at work by allowing the ERGs to overlap and interconnect to create a workplace culture where people feel a sense of safety and belonging (Studenroth, B). Examples include your disability resource group collaborating with your resource group for Black employees. And encouraging employees to see the groups as overlapping circles.
Most significantly, ERG leaders need to talk to one another. To share respective strategies, brainstorm and have agreement on how they can support one another to ensure every ERG demonstrates that Black Lives Matter, how to be a LGTBQIA+ ally, how to defend age and gender bias (Callaham, 2021).
over the next few months, we at the charter are focusing on intersectionality and have a public event on the 17th october 2021, 12-1pm. we will be discussing building an intersectional approach into your workplace inclusion program. if you have any early thoughts, please add them to the meetup group.
Callaham, S. (2021) How to Improve Employee Resource Group Effectiveness, Key to DEI Strategy and The Shaping of Workplace Culture. Forbes [online]. Available from: https://www.forbes.com/sites/sheilacallaham/2021/07/28/how-to-improve-employee-resource-group-effectiveness-key-to-dei-strategy-and-the-shaping-of-workplace-culture/?sh=25feb28c6b3d
Cherry, K. (2020) What Is Othering? VeryWellMind [online]. December 13. Available from: https://www.verywellmind.com/what-is-othering-5084425
Coaston, J. (2019) The Intersectionality Wars. Vox [online]. May 28. Available from: https://www.vox.com/the-highlight/2019/5/20/18542843/intersectionality-conservatism-law-race-gender-discrimination
Studenroth, J. (no date, A) What’s intersectionality in the workplace? Understood [online]. Available from: https://www.understood.org/articles/en/whats-intersectionality-in-workplace
Studenroth, J. (no date, B) 5 tips on building intersectionality at work. Understood [online]. Available from: https://www.understood.org/articles/en/5-tips-building-intersectionality-work
Tugend, Alina (2018) The Effect of Intersectionality in the Workplace. The New York Times [online]. Available from: https://www.nytimes.com/2018/09/30/us/the-effect-of-intersectionality-in-the-workplace.html
Our ambition for Bristol
Bristol has always been a bit different, challenging the status quo and attracting people and businesses that lead on change. We were the first (and only) city in the UK to sign the European Charter for the Equality of Women and Men in Local Life and the first city in the UK to establish a Women’s Commission. We now want Bristol to be the first city to achieve gender equality.
We recognise that employers have a huge part to play in achieving this vision and that many businesses in Bristol want to make progress on gender equality. By recognising, supporting and bringing together those employers who are making or want to make progress, we believe we will accelerate the pace of change and make gender equality a reality.
Our ambition is for all businesses employing people in the Bristol area, regardless of their size, to sign the Charter and work together to make gender equality the way we do business in Bristol.
How the Charter goals were chosen
The seven goals of the Charter were carefully selected. They were identified against the backdrop of women’s under-representation in leadership positions in business in Bristol. This under-representation is in the context that women comprise just over 50% of the Bristol population, are as equally as well qualified as men at degree level (32%) and that 60% of women are economically active in the Bristol area (either in employment or unemployed/looking for work).
However, women’s under-representation at higher managerial/professional levels remains low (8% compared with 15% of men) with women more likely to be found in lower managerial/ administrative and professional occupations (22% compared with 18% of men) (Bristol City Council, 2014) . An initial analysis of just over 200 medium to large business in the Bristol area revealed that 49% have no women on their boards and that 51% had at least one, mainly in sectors such as health and education (Durbin, 2018).
There is a long established business case for increasing the representation of women at senior levels and on boards (e.g. Davies report, up to 2015);based upon improved company performance (e.g. Credit Suisse, 2015).
The challenges of harnessing female talent and increasing the numbers of women on boards is one faced by many businesses and by women themselves. The Charter goals were devised in 2018, to encourage Bristol-based organisations to make an on-going commitment to improve gender equality for women, by setting targets, through signing up to a set of overarching and connected set of goals that could be realistically achieved by any organisation. We keep them under constant review.
The goals are interrelated. They can either be achieved as stand-alone initiatives (e.g. promoting the use of flexible and reduced hours working – Goal 1) or as overlapping goals, e.g. the commitment to increase the number of women at senior levels and on the board (Goal 2) which could be partly achieved through supporting women where they are under-represented through mentoring and networking (Goal 7).
The goals therefore aim to tackle these gender inequalities in employment and to make the workplace more gender equal. All seven goals are evidence-based and can enable organisations to work towards this aim.
For example, in terms of making flexible working at all levels a reality (Goal 1) we know that while almost half of women in employment in Bristol work part-time (43.3%) nationally, just 4% of managers, directors and senior officials, work on a part-time basis (ONS, 2018) (e.g. up to 30 hours per week). One way to increase the numbers of women at senior levels and on boards, would be to make reduced hours working more realistic at all levels in organisations. This can also be achieved through supporting women in lower paid and lower skilled occupations (who are more likely to work part-time) to progress through training and on-going support (Goal 4) and making at least one member of the executive team responsible for reporting on gender equality and inclusion (Goal 3).
Supporting women to progress is also important and evidence suggests that mentoring can assist women with both career progress and general support and to feel valued by receiving such support (Durbin, 2015; Groysberg, 2008) (Goal 7). Mentors can often be identified through formal and informal networking and organisations that support women’s networks are seen to be more gender inclusive.
The Charter also calls for a commitment to close the gender pay gap (Goal 5) and we believe this can be partly achieved by ending the gender segregated nature of work, especially at more senior levels, where the vertical gender pay gap remains a problem for women.
How signatories are using the Charter goals
We’ve seen the companies that signed the Charter in 2019 make great progress. It is a requirement that signatories commit to making progress on at least one the Charter goals each year and that they make and report progress. We’ll be compiling an annual report to showcase that progress every year in April, commencing in 2021.
Companies get to set their own targets on the goals of the Charter which means that, regardless of where they’re starting from, all signatory companies can make measurable progress on gender equality.
Being a Charter signatory is a very public declaration to all of their stakeholders that a company is working actively to make progress on gender equality. Many signatories have also found that the Charter goals have helped them to really focus their efforts on making change happen and they’ve been able to use the goals as a framework to clarify their objectives and guide their actions.
The progress that has been made
We’ve seen one of our founding signatories, Bristol Airport Ltd, use gender neutral recruitment practices to achieve their target (for the year) of 35% female applicants, investing in specialist software to support their reporting around that.
Bristol City Council, another founding signatory, has used workforce data and a new interactive HR dashboard to identify and begin to address diversity gaps in progression, pay, recruitment and flexible working.
One of smaller signatory companies, ADLIB, has appointed 2 women to its Board in the last 12 months. It’s their male CEO, Nick Dean, who takes the responsibility for reporting on gender and inclusion. At Burges Salmon (a founding signatory of the Charter), it’s Senior Partner Chris Seaton who chairs their newly established Gender Taskforce.
Burges Salmon have also introduced a career focus training programme, aimed at improving transparency around career development opportunities. At one of our smallest signatories, Chickp, which employs just 4 people has implemented new unbiased onboarding processes and on-the-job training and they are currently implementing an appraisal process, all with the aim of improving transparency and fairness.
Founding signatory company OVO Energy is working to increase the number of women appointed to their technology roles, revamping the recruitment process and building in checks for gender-bias. As a result women are now 21% of new hires to tech roles.
Another of our founding signatories, Pelican Business Services launched a campaign (#LetsMoveMore) to support internal moves and career progression. This included a management job swap across the whole business, which challenged many traditional stereotypes. Whilst gcp Chartered Architects have added more women to their senior management team and Ian Williams Ltd have further enhanced their family friendly benefits including their maternity and paternity leave provision.
You can find a list of all of the current Charter signatory companies here. We’ll be publishing an interim impact report later this year with lots more information about the progress our signatory community has made. Look out for it on our website and on our social media channels.
How to make progress on gender equality
We know that leadership is a significant factor in making progress on gender equality (and indeed any change of magnitude). Companies that not only have senior managers who are supportive of change, such as Charley Maher at the Wessex Group (Pelican Business Services, water2business and Flipper are all Charter signatories) and Helen Hodgkinson in her role as HR Director at TLT LLP, but also leadership from the middle will make more progress. Signing the Charter has helped leaders at every level bring gender equality to the fore.
Focus, focus, focus. We know that there are many changing priorities in business. The Charter goals can help you keep focused on the right things to do around gender equality and being a signatory helps keep it on the agenda at the right level in your business.
Gender equal businesses operate differently. Making equality part of your organisational culture and ‘the way we do things around here’ brings very different results too. The Charter can help engage people within your business at every level, opening up the conversation about how to make everyone feel they belong and supporting culture change.
How the Charter Team can help
Being part of the Charter community means being part of a group of progressive businesses, openly committed to making progress on gender equality. We bring signatories together at least once a quarter to connect and share their experiences, learning, ideas and challenges about making change happen.
We will be sharing highlights of their progress on an annual basis but becoming a Charter signatory means you don’t have to wait. It means that you can be part of an open dialogue with similar companies and the people who are implementing change within them, finding people and companies that have faced similar challenges to those you’re facing.
We know that making progress on gender equality can be really hard work and it can at times feel like a thankless task. It’s much easier when you know that you’re not alone. That’s why we recognise and celebrate the progress that all our signatories are making.
Join us! Together we can make Bristol a fairer and more equal city. Find out more and apply here.
This blog was co-authored by Jane Ginnever MBA MSc and Professor Susan Durbin PhD MCIPD. Jane led the Task Group that launched the Bristol Women in Business Charter in March 2019 and is now Director of the Women in Business CIC that operates the Charter. Professor Durbin is Professor of Human Resource Management at the University of the West of England, a member of the Women in Business Task Group (part of the Bristol Women’s Commission). She created the current version of the Charter and its goals in 2018.