​Sandra Gordon, Director of Bristol Women in Business Charter said: “We congratulate the new Prime Minister, his government and all the MPs who have been elected in Bristol. With a change of this magnitude comes the promise of better working and living conditions for women.
 
“This in turn is good for the economy – where women thrive, local communities become stronger and healthier. So, we also welcome the Labour Party’s commitment to creating better business that creates financial prosperity but also social value. 
 
“Our city has a huge part to play in supporting the ambitions of this Government and with the region’s first Green Party MP there will also be an added focus on climate justice, which goes hand in hand with social justice. 
 
“We will now be looking for this new administration to take immediate and direct action to tackle the significant challenges facing women around issues such as affordable childcare, gender pay equality and increased intersectional female representation in the decision-making process.”

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.

So why…

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:

• Age
• Disability
• Gender reassignment
• Marriage and civil partnership
• Pregnancy and maternity
• Race
• Religion or belief
• Sex
• Sexual orientation

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-
making.”

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:

• Acknowledge that gender is not a singular construct.
• Recognise that individuals have multiple identities that intersect and influence their experiences.
• Listen to and learn from their experiences to gain a more nuanced understanding of the challenges they face.
• Collect and analyse data in a way that considers intersecting identities.
• Develop policies that take into account the intersectional experiences of individuals – ensure their voices are represented in shaping those policies.
• Work to challenge and eliminate stereotypes that perpetuate biases based on gender, race, or other identities.
• Engage in ongoing self-education to deepen your understanding of intersectionality.

What are the common denominators? The root causes of systemic inequalities that impact various intersecting identities.

Businesses you need to ask yourselves:

• Is the approach I am taking towards gender equity - working? And by working is their total equity for all, will all the women who work for me, say that they feel there are no cultural barriers to being hired, retained, and having the opportunity to progress within your organisation?
• What progress am I really making?
• Is the employee support groups just a tick box exercise with no real accountability from the board
• What is the culture of inclusion and belonging in my organisation?
• How can a joined-up approach to addressing inequality be achieved right across a firm? 
• How can I help to shorten the time it will take to close the gender equality gap?
• What do I need to do to make a real sustainable difference for the women who work in my organisation?

We are proud that the Bristol Women in Business Charter is not just about gender, we are looking at gender through an intersectional lens.

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. 

• Intersectionality: Disabled women often face intersectional discrimination, as they are marginalised not only due to their disability but also because of their gender. This can result in a higher likelihood of experiencing discrimination in various aspects of life, including employment, healthcare, and education.
  
• Gender Pay Gap: Disabled women may experience a larger gender pay gap compared to non-disabled women. This is partly due to the additional barriers they face in the workforce, including bias and lack of reasonable accommodations.
  
• Healthcare Disparities: Disabled women may encounter challenges in accessing appropriate healthcare services, particularly in areas related to sexual and reproductive health. There can be a lack of awareness and accommodations for their specific needs.
  
• Caregiver Roles: Disabled women often take on caregiving responsibilities for family members, which can limit their participation in the workforce and other activities. This may result in financial and social disadvantages.
  
• Violence and Abuse: Disabled women are at a higher risk of experiencing various forms of abuse, including domestic violence and sexual assault. They may face additional difficulties in escaping these situations due to their disability.
  
• Access to Education: Disabled girls may face barriers to accessing quality education, which can limit their future opportunities and perpetuate a cycle of disadvantage.
  
• Stereotypes and Stigma: Disabled women may confront negative stereotypes and stigma related to both disability and gender, making it more challenging for them to assert themselves and achieve their goals.
  

It's important to note that the experiences of disabled people are highly individual and can vary widely. Efforts to address these disparities include advocating for policies that promote equality and inclusion, providing accessible healthcare and support services, and raising awareness about the unique challenges faced by disabled women. In general, promoting a more inclusive and equitable society benefits everyone, regardless of their gender or disability status.
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:

• Menopause Support. TLT have launched a new provision for menopause which includes free diagnostic testing, a line manager toolkit, and free access to the Peppy Health menopause app.
• Accessible Policies During Recruitment. TLT have ‘lifted the veil’ on their people polices, making them accessible during the recruitment stage.
• Promote Flexibility. TLT advocate trusting your staff to get the work done however and  wherever best works for them.
• Early Access to Interview Questions. Bristol University acknowledged the support for neurodiverse students is far better than that for staff. Staggeringly, 80% of women are not diagnosed by the age of 18. This is for many reasons, including women and girls are better at masking than boys and so symptoms often go unnoticed, and tests are based on male data from clinical trials, which skews the results. The university have been giving out interview questions to all candidates before the interview to help them to prepare.
• Helping Disadvantaged Mums Back to Work. Sixteen women who were on long term benefits and part of the Women’s Work Lab Scheme, were offered permanent positions at Hargreaves Lansdown.
• Workplace Culture. Gritty Talent have developed a product that supports companies build healthy workplace cultures by giving them a ‘tough love’ report.

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.

Further information:
https://babbasa.com/ https://www.burges-salmon.com/
https://www.womensworklab.co.uk/ https://www.bristol.gov.uk/
https://www.hl.co.uk/ https://www.gov.uk/government/organisations/ministry-of-
defence
https://www.bristol.ac.uk/ https://www.grittytalent.tv/
https://www.tlt.com/
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)

Introduction:
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.


The Challenges:
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 

1. Workload. Many part-time workers report that they actually end up working more hours than they are paid for contractually and this is more prevalent in those working reduced hours when compared with people who work on a full-time basis. It is vital that this is monitored and managed effectively to ensure that an imbalance does not occur between part-time and full-time staff and that colleagues do not experience burnout.
   
2. Performance Management and Development. It can be harder to track performance and give timely feedback when staff are working remotely or on different schedules to their line managers. People managers may have to adapt their management style to suit the needs of their teams and ensure that each team member's needs are being met. Career development can sometimes stall when people change their working patterns, but the hours or location someone works shouldn’t be a blocker to them progressing, ensure there is a level playing field.
   
3. Company Culture and Isolation. When your workers work from home or on reduced hours, it's easy for them to feel cut off from the work environment and find it difficult to feel like a valued member of the team. This can have a negative impact on their mental health and/or productivity. This is particularly true for those from diverse backgrounds, who may experience microaggressions at work or not feel included, therefore select to work remotely more often.  Tech can play a huge role in bringing people together by scheduling regular virtual team meetings and even social events can be organised in a virtual environment to help everyone to feel included.
   
4. Communication. The main challenge in having a workforce on reduced hours contracts or who work flexible hours outside of the traditional 9 - 5 can be communication and coordination. It can be difficult to ensure that everyone is on the same page and that changes in requirements or goals are picked up by all stakeholders. The key to managing this is setting expectations and finding a style and method of communication that suits your business and staff. Critically, many of the challenges presented by flexible and part-time working can be managed by having effective communication across the workforce, engage with your teams on how best this could work for them.
   

Conclusion:
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.