Engendering Utilities

Transcription

1 Photo: Clare Novak Engendering Utilities Strengthening the Power Sector through Gender Equity Amanda Valenta, Energy Specialist U.S. Agency for International Development 7/4/2018 FOOTER GOES HERE 1

2 Women are Underrepresented in the Workforce Female talent remains one of the most underutilized business resources (WEF) Women are half the world s working-age population, but generate only 37% of GDP (MGI) 7/4/2018 2

3 Women are Underrepresented in the Power Sector The largest gaps are found in the STEM fields: Software and IT services, manufacturing and energy, and mining (WEF) In USAID s sample of utilities, women made up 13% of the workforce (USAID/Engendering Utilities) World Economic Forum, /4/2018 3

4 Potential Impact of Women s Leadership The Bottom Line The 2016 EY report notes that the top 20 most gender-diverse utilities significantly outperformed the bottom 20 in terms of return on equity (ROE) Globally, gender equity could add as much at $12 trillion to the world economy (MGI). Having women in the highest corporate offices is correlated with increased profitability, according to a study of nearly 22,000 publicly traded companies in 91 countries. (Peterson Institute). Companies with gender-diverse boards outperform those with no women in terms of share price performance during times of crisis or volatility (Credit Suisse Research Institute). Investors in companies with strong gender diversity strategies receive excess returns running at a compound annual growth rate of 3.5% (Credit Suisse Research Institute). 7/4/2018 FOOTER GOES HERE 4

5 IBEDC What is the Engendering Utilities Program Doing? Increasing women s participation in the energy sector workforce Gathering data/evidence on the impacts of gender equity and women s economic empowerment Addressing unconscious bias through the HR life cycle (i.e. hiring, selection, promotion, development, etc.) Developing diverse change agents to sustain organizational transformation 7/4/2018 FOOTER GOES HERE 5

6 The Evolution of Engendering Utilities PHASE 3 PHASE 1 Research Needs PHASE 2 Customized Interventions Alignment with HR Global Best Practices 7/4/2018 6

7 Engendering Utilities Key Findings Low representation of women in the labor market, across utilities studied USAID Engendering Utilities study: Improving Gender Diversity in Power Sector Utilities 7/4/2018 FOOTER GOES HERE 7

8 The Evolution of Engendering Utilities PHASE 3 PHASE 1 Research Needs PHASE 2 Customized Interventions Alignment with HR Global Best Practices 7/4/2018 8

9 Tailored Interventions Baseline Factors Percent of women employed HR gender policies Financial state of the utility Percent of women in senior management Outreach and recruitment practices of utility Attitudes of men towards women in society Training of workforce in utility Interventions Mentoring programs New HR proposals Succession planning Gender seals Bring Your Daughter to Work Day Internships Outreach programs to technical schools and universities Gender mainstreaming Call center staff training 7/4/2018 ENGENDERING UTILITIES 9

10 Tailored Interventions EVN, Macedonia Instituting a competency-based hiring selection processes to reduce gender bias in hiring. Implementing dual career promotion path to insure equal access for women. In 2017, conducted a self-funded Women in Energy Conference in partnership with the Engineering Society. Nearly 200 women attended. Instituting a gender-equitable succession planning process and a gender equitable job candidate selection process 7/4/2018 FOOTER GOES HERE 10

11 IDECO Tailored Interventions IDECO, Jordan Conducted women s leadership training, attended mostly by women managers and section heads who often supervise male technicians. The women learned how to better apply their authority. In 2017, built a creche (nursery) at headquarters that was self-funded. Instituted regular meetings between the Managing Director and women employees to facilitate expressing concerns and leveraging women s strengths in the organization. Conducted return on investment study of male and female employees to determine whether or not managers perception that female employees were more expensive matched reality. Data showed only a slight difference, which helps overcome the perception that women employees are too expensive. 7/4/2018 FOOTER GOES HERE 11

12 Clare Novak Tailored Interventions Energo-Pro, Georgia In November 2016, Energo-Pro started an outreach program to popularize the energy field as a career choice. Company staff visited 16 cities and 50 secondary schools. Approximately 1,500 girls and boys were informed about energy field and related opportunities. The utility is now tracking follow up interest from girls though Facebook posts, questions, and comments to which staff respond regularly. The number of women interviewed increased by 15% through genderequitable outreach. 7/4/2018 FOOTER GOES HERE 12

13 Tailored Interventions EKEDP, Nigeria Developed action plan for outreach to the National Board of Technical Education to explore female-only courses to pre-qualify women for line worker positions, and designed a pilot training program. Significantly increased women s access to training programs offered through the company. 557% Increase in participation Adopted primary school outreach as part of its corporate social responsibility efforts. Developed an after-school program to expose girls and boys to the energy sector. The program content addressed conserving energy, safety, and simple experiments in electricity. Received special award recognition for contribution to empowering gender in the workplace: Best Gender Empowering Company 2016 Special recognition as a voice for women 7/4/2018 FOOTER GOES HERE 13

14 Clare Novak Tailored Interventions KPLC, Kenya Conducted gender awareness media campaign within the company. STEMA, the corporate magazine, will interview and feature women in nontraditional jobs. In August 2016, launched the first Bring Your Daughter to Work Day in Kenya. 55 girls participated, ages 10 to 17. Girls were able to see a live line crew at work at the company s training center. The four-person crew included a woman who, along with her male colleagues, ascended in the bucket to demonstrate safe fault repairs on live lines. Funded several women to participate in training to qualify them to serve on boards of directors. 7/4/2018 FOOTER GOES HERE 15

15 Accomplishments to Date Data Disaggregated by Sex Policies and Practices to Attract Women Candidates Action Plans to Address Gender Inequality Georgetown Gender Equity Executive Leadership Program During Phase II of Engendering Utilities, the seven Partner Utilities contributed over $300,000 USD of staff time to implementing Engendering Utilities initiatives. The Partner Utilities also incurred the costs of materials for programs such as school outreach and conferences. 7/4/2018 FOOTER GOES HERE 16

16 The Evolution of Engendering Utilities PHASE 3 PHASE 1 Research Needs PHASE 2 Customized Interventions Alignment with HR Global Best Practices 7/4/

17 Phase III- Key Components 7/4/2018 FOOTER GOES HERE 18

18 Focus on Global HR Cycle Best Practices Framework Attracting and hiring Compliance and reporting Payroll and administration Employee Development System Benefits Risk Management Separation / retirement 7/4/2018 FOOTER GOES HERE 19

19 Focus on Global HR Cycle Best Practices Framework 7/4/2018 FOOTER GOES HERE 20

20 Gender Equity Executive Leadership Program USAID & Georgetown University Nov 2017 Dec Mar 2018 Apr 2018 June 2018 Module 1 (in-person) Modules 2-5 (online) Module 6 (in-person) Capstone Project Strategic Leadership HR Policies Recruitment Hiring Employee Development Performance Management Succession Planning Salary and Benefits Equity Analysis Civility Communication High Potential Leadership Development Employee Resources Groups and Teams Role models Negotiations Persuasion / Influence Personal Leadership Leading Others Change Management Summarize strategic value of addressing gender equity Presented to top utility leadership Actionable 7/4/2018 FOOTER GOES HERE 21

21 Summary Moving beyond the moral imperative - increasing women s participation in the power sector makes good economic and business sense. Strategic human resources management can be the driving force to increase gender equity. USAID s Engendering Utilities program is working to further develop, test, and disseminate best practices for gender equitable human resources practices. 7/4/2018 FOOTER GOES HERE 22

22 Thank you! 7/4/2018 FOOTER GOES HERE 23