S T R E N G T H E N I N G I N V E S T M E N T

I N M O R E E Q U I T A B L E P O L I C I E S

B E T W E E N M E N A N D W O M E N I N

N O R W E G I A N C O M PA N I E S

S U M M A R Y

S U R V E Y

Norwegian Consulate GeneralRio de Janeiro

Norwegian EmbassyBrasilia

AccomplishmentInstituto Promundo

Executive Officer Instituto PromundoMiguel Fontes

AuthorshipLarissa BacanhimLuiza ProençaSandra Vale

SponsorsRoyal Norwegian Embassy in BrasiliaRoyal Norwegian Consulate General in Rio de JaneiroBernard Van Leer FoundationInnovation Norway

ConceptionPilar NevesJoana Brauer

PartnersWin-Win ProgramGlobal Compact Network Brazil

TranslationAndré Campbell

Graphic Design and LayoutMariana Fonseca

CapaNatália Rocha

Instituto Promundo. Survey Summary, Strengthening investment in more equitable policies between men and women in Norwegian companies. Rio de Janeiro, Brazil: Promundo, 2020.

Marianne Fosland, Norwegian Consul General in Rio de Janeiro

Nils Martin Gunneng, Norwegian Ambassador to Brazil

Preface

The present report Strengthening investment in more equitable policies between men and women in Norwegian companies will illustrate how Norwegian companies in Brazil have been working with corporate diversity. The study was developed during the first quarter of 2020 by Instituto Promundo Brasil, an international non-governmental organization working to promote gender equality and prevent violence with a focus on the involvement of men and women, boys and girls. In an objective approach, it demonstrates current and future scenarios of how to evolve with this agenda.

As a partner in this report stands “Win-Win Program: Gender equality means good business”, a regional program resulting from a strategic partnership of UN Women, International Labor Organization (ILO) and the European Union (EU), present in 6 LAC (Latin America and Caribbean) countries (Brazil, Argentina, Chile, Costa Rica, Jamaica and Uruguay). The project promotes women’s economic empowerment through the recognition of their roles as partners and beneficiaries of growth. It also addresses the commitment of public and private actors on the implementation of organizational changes regarding gender equality and women’s empowerment. As a member, Norway has a policy for projects under this theme, recognizing its role in the international agenda to promote the private sector’s commitment to achieve the Sustainable Development Goals (SDGs) 5, 8, 10 and 17.

According to the latest report on Norwegian Investments in Brazil, companies of Norwegian origin currently face the important challenge of managing the diversity of 27,000 people directly impacted. This research covers 67% of this scenario, demonstrating the great challenge of how to deal with such diversity. Gender equality and diversity are performance indicators that have become increasingly important for investment analysis and market assessments for Norwegian companies. Furthermore, to be winners we cannot play with half the team; we need all available players and resources.

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Norway is a pioneer in structuring and discussing the importance of diversity, not only for society, but also for business. Over the past 70 years, the country has been developing policies and incentives for the construction of a more egalitarian society, allowing equal chances for all. It is undeniable that equal participation of men and women in the labor market drives economic development. The “female state” has added about $360 billion (between 1972 and 2013) to the Economy of Norway1. Furthermore, the wealth generated by the female workforce is greater than that of the oil industry, and this is one of the mottos the country is proud of.

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1 Center for Research and Gender Equality (Core), Ministry of Children and Equality of Norway.

The concept of “Female State” encompasses a set of policies that the Norwegian Government has implemented since the 1970s, with the objective of encouraging the participation of women in the labor market, in order to boost the economy. Such policies have grown over the years, and according to the Gender Equality Policy Report 2019, some good examples are:

● High political representation (56% of Government leaders are women, to name a few: the Prime Minister, the Minister of Petroleum and Energy, the President of Parliament, and the Chief Justice of the Supreme Court).

● Equal division of parental leave.

● Guaranteed care for children (92% of children between 1 and 5 years of age have a guaranteed place in kindergarten).

● Equal pay (The monthly salary of women is 87.1% of men`s salary).

● Representation on Board Committee in listed companies on the stock exchange (By law 40% must be women).

● Equal employability.

Gender equality compensates and is essential to the welfare state. The growth of female employability from 1972 onwards was crucial to Norway’s economic growth. In 2018, the OECD estimated that the increase of women`s participation in the labor force has been responsible for up to 20% of GDP growth per capita in Norway in the last 40-50 years.

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Understanding our role as an institution that fosters and encourages the sustainable growth of Norwegian businesses in Brazil, we have chosen to develop an efficient operating strategy to allow companies to effectively incorporate affirmative actions in search for greater corporate diversity. Our nation is driven by ideas and technological solutions, that is why we perceive diversity as a primary factor in promoting an innovative and creative environment, generating highly pioneering and competitive companies.

reSearcH

Presentation

The importance of promoting more plural work environments, enabling better professional and personal experiences for impacted individuals has been increasingly understood. Among the perceived benefits, there are increases in talent retention and professional environments free from violence, an improvement in individual and collective performances, as well as higher engagement in voluntary actions and commitment with more equitable behavioral practices.

In 2020, the consulting firm McKinsey conducted the research “Diversity Wins”2, in more than 15 countries with 1000 large companies. The resulting data shows that companies that invest in gender equality as a business strategy are more likely to reach 25% profit increase when compared to companies that do not invest in such policies. Launched in 2018, another important study developed by DDI World, an analysis and research company and by Ernst & Young (EY), shows that companies with greater gender diversity were 1.4 times more likely to demonstrate sustainable and profitable growth.

2 Source: McKinsey - Diversity wins: How inclusion matters.

cOMPaNIeS’ PrOfILe

42% large companies

45% service provider

18.218thousand of

generate

direct Jobs in 13 states in braZilsource: norwegian investiments in brasil report

81% white

94% braZilians

96% high level position

respondents’ profile

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42%58%

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This analysis is based on the 2019 National Household Survey data, processed by the ILO. Available at: www.ibge.gov.br/estatisticas/sociais/populacao/9127-pesquisa-nacional-por-amostra-de-domicilios.html

Significant and persistent social inequalities are hallmarks of Brazilian society reproduced in all its spheres and layers, including corporate environments. Many of these inequalities significantly affect the ratio of access to the labor market. From a gender viewpoint, despite representing 52.4% of the working age population, women account for only 43.2% of the occupation level, while men account for 56.8%. A similar difference regarding gender and race/ color is observed when considering the remuneration rates.

Women’s earnings are consistently lower than that of men, even when comparing similar levels of education: women receive 79.5% of the average salary of men, that is, 21% less per hour worked. Regarding race/color indicator, we noticed that black workers of both sexes receive half (45.3%) of what white workers of both sexes receive, on average. The difference is even stronger when we add race and gender indicators: a white man and a black woman have a 43% salary difference.

Over the past 22 years, Instituto Promundo, a civil society organization, has been dedicated to the research on more equitable practices involving men and boys as allies in the transformation process for a society free from gender-based violence. In partnership with several institutions, Instituto Promundo carried out the research Strengthening investment in more equitable policies between men and women in Norwegian companies, focusing on the identification of diversity initiatives in companies and processes regarding the theme of maternity and paternity leaves, as well as in paternal care for children.

Conducted in 13 states in Brazil between March and June 2020, the research reached more than 31 partner companies of Innovation Norway, the Norwegian Government Agency responsible for building innovation and development instruments for Norwegian companies and industries. The quantitative research method - a questionnaire –was methodologically chosen, in order to provide a greater diversity of themes. The questionnaire was inserted into a survey platform and sent to the company’s institutional e-mails. In general, the responses were anonymous, with the option of informing an e-mail to receive subsequent feedback from the research.

This analysis is based on 2018 National Household Survey data.

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The majority of the participating companies are large companies (42%), from the service (45%) and industry (32%) sectors. Of these companies, 87% are of Norwegian origin, the others being national companies providing services to Norwegian ones. Regarding the profile of respondents, 58% are men and 42% are women. Most of the interviewees are white (81%), Brazilian (94%) and the average age is 42 years. Furthermore, they are heterosexual (94%), married or in a common law marriage (71%), with a high school level (68% are post-graduated) and financially heads of family (68%). It is also relevant that the research reached a profile of respondents in leadership positions of about 96%, which facilitated the process of assessing the behavior of leaders towards the themes of parental care, paternal leave, and diversity. Based on the research, Guideline Diversity in Action - Booklet of good practices for Norwegian companies in Brazil was developed, aiming to help companies to think objectively about their corporate diversity strategies.

MaIN reSULTS

Perceived achievements

Through the eyes of leaders and managers of the responding companies, the research focused on understanding the internal scenario of their diversity policies, corporate actions for inclusion, and the perception of the interviewees in connection with the representativeness of certain audiences. Therefore, the following relevant themes were emphasized in the research statistics.

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ComplianCe

The establishment of internal and external policies, rules and guidelines in companies is seen as an important tool for transparency in their organizational processes. Thus, in the analysis, surveyed companies demonstrate to be completely in accordance with policies and guidelines established for their business. For example, 84% of companies have an internal policy for cases of violation of rights (such as homophobia, racism, transphobia, sexual or moral harassment, among others) and claim that this policy is in their code of conduct or code of ethics. In addition, 100% of respondents said their company rejects any form of discrimination motivated by ethnicity, gender, sexual orientation, gender identity, appearance, religion or opinion in its values or code of conduct. Not only that, the majority (58%) added that cases of discrimination reported through internal channels are somehow punished, evidencing a commitment not only to the complaint, but also to the coping actions.

84%of

companies have an

internal policy for

cases of violation of rights

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Gender and Female empowerment

Several predictions indicate that women around the world will be the market driving force in the coming years, as consumers or investors. Many companies seek to include women more equitably, especially in positions where more disparities are found. Partner companies seem to follow this reasoning: 81% of the respondents said yes when asked if the company acts in alignment with the empowerment of women. Another positive fact is that 97% of respondents agree that women should have 100% of equal pay.

internal praCtiCes

In general, the companies have inclusive practices that strengthen the construction of a more diverse culture. Regarding employees’ religious, traditional, and national customs, 97% answered that the company systematically respects these practices. Regarding promotions, 52% answered that they take diversity into account in decisions on career advancement and internal mobility. We also noted that companies are attentive to demands for the physical space accommodation of special needs, as 64% of the leaders answered that the company has promoted or is promoting actions to favor the accessibility of its employees.

81%

97%

of the respondents

said yes when asked if the

company acts in alignment

with the empowerment

of women

answered that the company

systematically respects

these practices

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negative Points

top manaGement diversity

Although 52% of the companies informed that they considered the element of diversity in decisions on career advancement and internal mobility, this point is not confirmed by employees, especially on regards to the highest positions in the companies. 48% of respondents stated that it is not noticeable if the company has targets to reduce the difference in the proportion between positions held by men and women among management and executive posts. Regarding the race/color factor, the number is even higher: 77% of respondents in management positions, with decision-making or influence power to propose goals or indicators, mentioned that they do not have targets or policies focused on reducing the differences between positions held by black men, black women, white men and white women. An interest in the theme of diversity is perceived, indicating an intention or desire to develop practical actions related to this issue. However, such interest does not present deadlines or tangible plans forecasting the implementation of a new guideline to tackle inequalities in roles and positions of senior management.

77%do not have

targets or policies focused

on reducing the differences

between positions held by black

men, black women, white men and

white women

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paternity and Care

The managers’ diff erent understanding on the theme of parental care is a relevant fact raised by the research. There is a consensus on the importance of taking paternity leave in the fi rst days of childcare, but this percepti on is not directly connected with the idea of acti ve paternity. For 71% of the interviewed managers, the 5-day paternity leave does not infl uence their relati onship with the partner, nor their relati onship with the child for other 74% of the respondents. This aspect brings an alert about the need to broaden the agenda with themes such as extreme masculiniti es, paternity and care, the division of household tasks and the role of men as an ally in the process of building more asserti ve gender equity policies.

74%of the

respondents afirmed that

the 5-day partenity

leave does not influence the relationship

with their children

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An important directi on established by the UN General Assembly in 2015 was the Sustainable Development Goals (SDGs). Comprised of 17 global goals, the SDGs aim to ensure human rights, combat poverty, inequality, and injusti ce in several countries, achieve gender equality and the empowerment of women and girls, in additi on to acti ons against climate change and other environmental challenges. It is understood that the private sector is a fundamental actor in this process, considering its economic impact and its role as a driver of innovati ons and technologies, as well as its strong infl uence on various stakeholders (public authoriti es, employees, customers, suppliers and consumers). Thus, directi ng companies’ acti ons and strategies towards these initi ati ves becomes an important competi ti ve diff erenti al, minimizing risks in additi on to directly contributi ng to the sustainability of the business.

Warning Point

adherenCe to Commitments

Within the interviewed companies, 42% said they were unsure and 23% said they had no specifi c measures aimed at a policy of acti on or adherence to global commitments. The social and environmental challenges are proving to be more urgent. Partnership and cooperati on acti ons are seen to be a relevant path in the search for a less unequal society. With this, internati onal organizati ons such as UN Women, Internati onal Labor Organizati on (ILO), European Union (EU) and Global Compact structured global pacts and principles as ways to sti mulate and assist companies in building strategies focused on human rights, as well as on businesses dedicated to sustainable development.

23%said they had

no specific measures aimed at a policy of action or

adherence to global

commitments

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Another important instrument on this agenda is the Women Empowerment Principles (WEPs) from UN Women, ILO, EU and Global Compact. The guidelines clearly and directly present how corporations can create new practices, or even adapt existing ones, to expand the promotion of equality between men and women in the workplace along their value chain, in the market in which they operate and in society. Composed of 07 principles, the initiative has proved to be an important forum for a more diverse, fair, and egalitarian environment. Upon becoming a signatory, the company participates in a global United Nations network, accessing technical content and forums, as well as committing itself to promoting the same access for women and men in professional positions and challenges.

affirmative actions

Implementing the diversity agenda requires a clinical and thorough look at the company’s culture. An important step begins with knowing the internal hiring policies. According to the study, 39% of the participating companies said they use affirmative actions in their selection proceedings, while 32% said they did not know about the hiring processes. An important aspect to be developed is the mapping of the biases present in actions of the company’s employees. In addition to this mapping, it is important to implement more objective strategies, such as blind curriculum showing only technical skills and excluding the gender of the interviewee, and the requirement to have a certain percentage of women in selection processes, among other actions. Above that, it is essential that the company makes a self-assessment of the employees team to understand, for example, what is the percentage of black people, with some type of physical or cognitive disability, transsexuals and women

39%of the

participating companies

said they use affirmative

actions in their

selection proceedings

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in prominent internal positions. From the inclusion of such profiles, perspectives on business diversity tend to take new directions. The dissemination of the diversity culture and inclusion must be closely monitored by the company’s managers, enabling actions to really generate a new organizational culture.

sustainability indicators

Sustainability indicators become an important reporting strategy for the market. Demonstrating the alignments and challenges in the management of business sustainability generates relevant economic potential. According to the Global Alliance for Sustainable Investments, in early 2018, U$30.7 trillion was invested in sustainable investment assets in the five largest markets in the world. When addressing diversity indicators, the market has the SDGs, Corporate Sustainability Index (ISE B3), Global Reporting Initiative (GRI), Ethos Indicators and WEPs as paths. Monitoring actions is an important way to make a positive contribution to society, seeking the company sense of purpose, as well as its full potential. In Brazil, companies trading on the stock exchange that are part of ISE B3, have better results than those of other corporations in the same market sector.

Meanwhile in Norway…

Through a community-based online platform, employees can anonymously evaluate their companies on equal opportunities, company culture, balance between work and private life and management commitment to diversity.

The Equality Check platform’s mission is to catalyze equal opportunities for all through transparency and accountability to society.

To learn more, visit: www.equalitycheck.it/takeaction

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STraTeGIeS TO aDVaNce THe THeMe

Challenges identified by the research Strengthening investment in more equitable policies between men and women in Norwegian companies establish the possibility for companies to promote reflections to allow the implementation or improvement of internal practices related to diversity and inclusion. Based on the results of the research, the guideline Guideline Diversity in Action - Booklet of good practices for Norwegian companies in Brazil was developed with the purpose of being a useful tool focused on promoting more diverse and equitable practices in the corporate environment.

For that, structured strategies and suggestions for actions were organized taking into account that each company has a different trajectory, time, and availability of resources. Corporate programs, actions or policies need to be implemented considering contexts, needs and practical experiences, aiming at the promotion of greater engagement and the encouragement of better ideals to achieve more efficient and effective results. The proposed strategies were focused on actions that can be developed considering Short, Medium and Long-term implementation processes:

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short medium lonG

When thinking about short-term strategies, we target everything that can be achieved more quickly. Usually, these actions can be

performed taking into account internal resource limits, whether financial

or team. Another fundamental point is that these actions are

the first step to create or strengthen the concept of diversity within the

corporate environment.

Medium-term strategies main characteristic is the need to address

more lasting and complex solutions than

those suggested for the short-term. Another

important element: medium-term initiatives

usually have a longer time of implementation and duration, between

1 and 3 years. They form the preparation for the

implementation of a long-term strategy.

When we think about a long-term strategy, we must be based on the company’s vision, mission, and values. These points define the company’s view

on diversity, normally connected with 03

principles: to educate, engage and retain the internal public and the company’s value chain.

These strategies are detailed with suggestions for practical actions in the Guideline Diversity in Action - Booklet of good practices for Norwegian companies in Brazil. In addition to this content, a series of tips, services, corporate good practices and other resources were organized to promote a practical and objective experience for companies willing to join its implementation.

When investing in the production of this guide, Innovation Norway, in partnership with the Embassy and the Consulate General of Norway in Brazil, focused on building a sharing and collaborative space with 175 Norwegian companies participating in the research. Understanding that there are specific demands and challenges for all, the guide was built with the main purpose of being a useful tool for its users.

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However, more than just a tool, the booklet opens the possibility of an effective action of collaboration and continuous exchange for all organizations and companies involved. In other words, it becomes a propelling tool for a wave of collective impact through the adoption of the good practices presented. To do so, it is necessary to establish and implement continuous monitoring and incentive processes between companies.

As a continuity strategy, Innovation Norway aims to maintain and establish proximity processes with the companies, as follows:

maintenanCe oF researCh

praCtiCes

promotion and dissemination oF Good praCtiCes implemented by

Companies

enCouraGement oF Forums and spaCes

For exChanGe, dissemination

and traininG For Companies

support in the implementation

oF the Guide

Visit the website for more information:

www.innovasjonnorge.no/en/start-page/about/our-offices/offices-abroad/brazil/

Main Results status stRategies

Gender and Female

Empowerment

Adoption of gender goals, internal training and internal growth strategy in companies

CompliancePromotion of internal courses, structuring

of policies and conduct guideline with aspects of diversity

Internal PracticesConstruction of affirmative policies to

expand diversity: ex encourage the hiring of black people

Affirmative Actions in Diversity

Design of affirmative policies such as application of blind recruitment in

selection processes, Diversity Census, employee listening survey

Top Management Diversity

Raising the awareness of senior management on the topic, linking to

corporate goals

Paternity and CareRaising awareness of the theme of

care, building spaces for dialogue and affirmative actions

Adherence to International Commitment

Mapping of commitments, adherence to local initiatives, exchange of experience in the working groups of participating

organizations

Sustainability Indicators

Elaboration of a report to participate in sustainability indicators, link indicators to

goals

MaIN TakeawayS

INITIAL INTERMIDIATE ADVANCED

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reTHINkING PracTIceS

The research presented a warning, as data showed the need to deepen the discussion on themes involving gender equity and how this is reflected not only on corporative but also on domestic spaces. As we have seen, there is a consensus on the importance of taking paternity leave for the first days of childcare, but this perception is not directly linked to the idea of active parenting. For 71% of the interviewed managers, the 5-day paternity leave does not influence their relationship with their partners, nor their relationship with the child (74%). During 2020, a global emergency presented many issues for companies. The pandemic resulting from the COVID-19 virus has brought numerous challenges and governments, companies, organizations, and people were impacted in countless ways. It is not yet possible to accurately measure the actual consequences of the coronavirus for the future of humanity. So far, we only know that radical changes are already happening in our daily lives. Part of the population has been quarantined in countless countries, and although not everyone can be quarantined, the new routine shows that no one was prepared for such rapid and sudden changes in life.

Over the latest weeks, several themes have been gaining strength due to the necessary social isolation (quarantine), such as an increase in domestic violence rates, distance learning, working from home and many others. However, a topic that also gained more visibility in this period has a direct connection with our research: Strengthening investment in more equitable policies between men and women, which refers to DIVIDING HOUSEWORK (unpaid domestic work).

Various media news often portrays the reality of many women who are now at home by using language that reinforces and legitimizes the practice and the idea that women are primarily responsible for the household care. On the rare occasions when men are mentioned, they are portrayed as those who help. However, more than just a momentary situation, this has been the reality for many women in Brazil for a long time.

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3 Source: swf.mencare - Worldsfathers

On average in Brazil, the daily workload of women is twice greater than that of men - considering paid work and housework - when compared to data from other countries in the world3. However, when looking only at the Brazilian scenario, the so-called “women’s double burden” is evidenced in the most recent edition of the Continuous National Household Sample Survey (Pesquisa Nacional por Amostra de Domicílios Contínua – Pnad Contínua), released in 2019 by the Brazilian Institute of Geography and Statistics (IBGE). According to the study, the weekly workload of women lasts an average of 3.1 hours longer than that of men, considering time dedicated to taking care of the house and its residents. What was already intense before the coronavirus pandemic in a scenario where domestic and family activities are unevenly concentrated on women has gotten even worse. The same research showed that within 211,000 households of the sample, 92.2% of women perform household tasks, such as cleaning, ironing, cooking, paying bills, taking care of animals, children, or the elderly.

Among men, this proportion drops to 78.2%. The research also points out that there is a big difference in the type of task performed by each sex in raising children. Men usually participate in activities such as reading or playing (73.7%) and keeping company (87.9%). However, regarding homework assistance, men are present in 60.7% and women in 72%. The numbers are expressive and bring us a picture of the serious inequality between men and women, showing the burden that falls on most Brazilian women.

As we can see, Brazil scenario presents many challenges and the search for references for good practices and national and international examples is increasingly expanding. When we look

+92%of women

perform household

tasks

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at the global context, we realize that inequality in tasks division is not exclusive to Brazil. However, in some countries major advances have been achieved. A good example is Norway. During the pandemic, even taking into account gender equity standards and policies rooted in Norwegian society, this moment and its challenges had some impact on the division of household tasks. Historically in Norway, the division of household tasks was able to maintain a standard of 50% for each accountable person. However, during the restrictive measures of the pandemic a change in this pattern indicating less equitable behavior has been noticed. With a significant sample of Norwegian couples aged between 18 and 70 years, a research carried out by the Equality Center in Hamar and by Opinion focused on verifying the division of household tasks during the pandemic. It was found that when asked if some of the tasks presented, such as cooking, shopping, laundry and childcare, among others, were shared equally, almost 50% of respondents believe that responsibility between men and women remains equally shared in regard to childcare and housework. In spite of this, research has shown that during the pandemic, for some household tasks, women are still seen as the main caregivers, with the exception of maintenance, repairs, and children transportation.

The research concludes that, even with the challenges of quarantine and even with a change in gender behaviors, it is still possible to perceive men’s commitment to the division of household tasks. However, tasks such as homework and childcare tend to be performed primarily by women.

Even in a country with such ingrained policies and a lot of investment in the theme of gender equality, the challenges remain, and it is necessary to continue investigating, thinking about improvements and expanding measures and policies related to this matter.

Based on this example, there is an urgent need to invest in initiatives to deepen the debate on this topic, ensuring commitment to internal policies (integrated with social policies), aiming to implement good practices and ways of involving and committing every men in the process of transforming this reality.

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Today we can see that international initiatives, projects, campaigns, and research have been increasingly produced and made available in numerous sectors, with the strategy of raising awareness among groups of men in their workspaces. As the research Strengthening investment in more equitable policies between men and women in Norwegian companies points out, many companies already see the importance of investing in the promotion of more equitable spaces, but there is still lots to be done and investigated to be able to identify the best ways to promote a real transformation in society.