barcelona 2003 · women, representing the barcelona city council, gpf, sl, as its collaborator in...

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BARCELONA 2003

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EQUAL opportunities: ethical criteriaGUIDELINES for

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In the second phase of the project, these criteria will be transformed into

a model to be adapted to the specific characteristics of each firm in terms

of their volume, activity, organisational culture and specific characteristics.

The adapted Guidelines will later be used to perform an appraisal

of each organisation’s status in relation to the standards. After establishing

a diagnosis together with the company, it will be provided with mechanisms

designed to improve its level of compliance.

In this context, these Guidelines contemplate:

Identification of criteria, grouped into major areas of appraisal.

A definition of each criterion, with a detailed description of how

it affects each area.

Specific validation of the processes, results and actions.

i n t r o d u c c i o n

These “Guidelines for equal opportunities: ethical criteria” are

the result of the first phase of the “Equality programmes in city of Barcelona

businesses” project, developed in the second half of 2002 and the first

quarter of 2003.

The initiative, promoted by the Barcelona City Council, targets organisations

applying, or committed to apply, internal and external social responsibility

criteria in their operations, as well as policies to encourage positive action

aimed at creating equal opportunities for both sexes. The objective of

the initiative is to encourage businesses to provide firm evidence and

written confirmation, which could be corroborated by any of their

employees, regarding their willingness to take the gender perspective into

specific account in their management process.

These guidelines have been edited by a team of people, both men and

women, representing the Barcelona City Council, GPF, SL, as its collaborator

in the development of this initiative, and 16 pioneer companies operating

within the city of Barcelona. The input from these companies, all of which

took part in the project voluntarily, was of incalculable value.

I

Areas and fields Areas and fields

A department, supervisor or committee, formed by executives of both sexes to promote ethical management and equal opportunities policies, either already exists or is programmed. If company employees have appointed representatives, they will also be members of this committee.

There is written documentation on the company’s code of ethics and/or equal opportunities (magazines, documents), addressed to and received by all staff members. All the staff and other associated companies (sub-contractors) are provided with information on ethical management, with a special emphasis on equal opportunities (job appointments, promotion, wage policies, training).

Activities are organised to increase the awareness of and foster these policies.

Appraisal instruments are established to value the practical aspects of equal opportunities, establishing quantitative and qualitative indicators to describe the results of the equal opportunities policy.

A social responsibility standard is applied or in progress (SA 8000 or similar).

Each individual’s contribution to the organisation is acknowledged, without discrimination.

The women in the organisation appear in both internal (magazines , Intranet) and external communicat ions.

The organisation makes active use of new values, such as female leadership characteristics, emotional intelligence, etc.

Appraisal of how the organisation’s leaders create policies, strategic lines and appropriate values in relation to ethical management and equal opportunities..

Analysis of how management staff personally ensures that ethical management and equal opportunities are developed and implanted.

Appraisal of the resources (human, material, financial, etc.) allocated to ethical management.

Appraisals of how the company highlights the presence of women in the organisation and makes staff aware of their vital role and contribution to the firm’s success.

A r e a s / F i e l d s

Management’s involvement in ethical management and equal opportunities. Organisational policy and strategy.

Definition Practices, results

af

There is involvement in social sponsorship or patronage, ethical campaigns and social projects, donations. Such projects are transmitted to society, with a both internal and customer-oriented educational function. A percentage of the company’s revenue is spent on social activities. Discounts are applied to services rendered to certain NGOs or specific groups (disabled people, women with specific problems, etc.).

The ISO 9000, 14/1001 standard is applied or in progress.

Social ethics monitoring groups are established.

There is collaboration with integration-aimed or special companies (waste collection, etc.) in relation to sustainability issues.

The company has signed sector-specific agreements relatedto the environment, sustainability (agenda 21, etc.).

The company implements recycling and sustainability policies (selective waste collection, recycling, water treatment, use of natural gas as fuel for buses).

There is awareness raising policies towards the staff regarding sustainability, including the publication of studies and data related to the company’s waste and pollution.

Support is provided for particularly disadvantaged groups, such as immigrants, pensioners, etc

afAppraising how each company, depending on its size and

possibilities, performs social responsibility functions (social involvement, respect for the environment), taking the gender perspective into consideration..

Considering activities supporting community initiatives, social sustainability criteria, preservation of natural resources, pollution restraints, sponsorship and promotion of social interests.

Assessing policies relating to quality, risk prevention and labour health and environmental protection, from a gender perspective.


Social responsibility policies with a gender perspective


afAppraisal of how human potential is managed and used,

from recruitment to job classification and assessment, without discrimination. Special attention is paid to the gender aspect in employee selection and assessment processes.

Special consideration is given to total transparency in wage policies, from the definition of occupational categories to the payment of equal salaries for the same jobs.

Evaluation of the prevention of employee discrimination for reasons of disability, religion, ethnic groups or gender..


Equal access to jobs opportunities

The existence of possible exclusion criteria is verified.

Job titles and offers are drafted in non-sexist language.

Professional categories are neutral and not defined with reference to gender.

Men and women receive the same salary for the same job levels.

The wage system depends on assessment of job performance and results, irrespective of the individuals in question.

Selection processes are structured and manifestly freefrom discrimination, closely monitored by management.

Individuals are trained within the organisation to prevent gender-related discrimination in different processes (recruitment, selection, assessment, etc.).

Selection processes are completely transparent, providing clear evidence of how individuals have been assessed and how they have failed.

Wages respond to neutral criteria (without overvaluing aspects such as total employee availability, including executive staff).


afThis section considers the promotion of women to positions

of responsibility.

Value is given to specific measures established to encouragewomen’s promotion and access to positions of responsibility.


Promotion of women to positions of responsibility

Staff status is systematically diagnosed in relation to the ratio of men and women in positions of responsibility. Specific reasons preventing more women from being promoted are identified. Steps are taken to solve these problems.

There is evidence (ratios, evolution compared to previous years) that there are more women in positions of responsibility on all levels.

Campaigns or incentives are established to increase women’s awareness of promotion..

Steps are taken to facilitate the promotion of women, specifically to managerial positions.

Promotion parameters are defined and published (targetsare established and job responsibilities are determined).

A monitoring commission is created to generate plans of action, increase men and women’s awareness, establish parity conditions and provide executive training within the organisation.


afConsideration is given to actively encouraging an

organisational culture oriented to respect for the individual.

Value is given to the creation of mechanisms to prevent,detect, analyse and assess harassment of any kind.


Prevention of sexual harassment and mobbing

There is an organisational culture facilitating communication between staff, irrespective of individual responsibilities, discouraging conducts of harassment or mobbing.

There is an open line of communication, of which all staff is aware and with a direct link to management, to identify and solve cases of sexual harassment or mobbing.

There is written documentation confirming that all kinds of sexual discrimination and/or harassment shall be punished.

There is an individual or committee responsible for establishing measures to prevent and detect these cases and to act when they appear..

Both physical harassment and mobbing are considered in the company’s ethical plans and/or code of ethics, in the labour agreement and in internal documentation.

Management teams are trained and sensitised regarding these issues.

There are specific criteria to determine and detect abuse.


afIt is considered that the company’s culture is centred on

ongoing improvement, through staff recycling.

Value is given to the organisation’s efforts to improve the competence of the entire staff without discrimination.


Improved competence for equal opportunities

Staff training is promoted with a view to non-discriminate access to certain positions.

Training is promoted with incentives/compensations for the time employed for training purposes (subsidies, training during working hours, time outside working hours compensated, etc.).

Training for women is provided at least on an equal footing as for men.

The number of persons receiving training is analysed by sex.

Qualitative analysis of the training received, by sex.

Individual plans with ongoing appraisal.

All the staff is informed of the profiles for each position.

There are training plans of different types, of which all staff members are aware, for all company employees.

Professional careers are planned according to the professional profiles required, irrespective of sex.

Training is provided by professional category, irrespective of sex.

Training is planned taking into account practical considerations, which may be affected by gender: timetables, hours, venue, travel.


afValue is given to specific efforts to define original formulas

aimed at accommodating personal, family and professional lives, above and beyond legal requirements.


Accommodating personal, family and professional life

The possibility of introducing flexible working hours or allowing work to be performed elsewhere, whenever possible and in all categories, is considered. Programmes are established: maternity/paternity, caring for other family members, training, and healthcare. Work is brought closer to the home. Tele-work is performed at home under the individual’s responsibility. Individuals are allowed to work straight through the day upon request; each case is individually assessed, if necessary.

Shifts are adjusted to the company’s needs and individual requirements. There are exceptional timetables to meet personal needs. Personal affairs can be handled in working hours and the time recovered. Staff is hired to cover the reduction of working hours. Working hours can be calculated on an annual and monthly basis, by mutual agreement between management and the employee.

Work is focussed on targets and results. Results are valued more than physical presence, whenever possible..

Specific internal training is provided on how to make personal and professional life compatible.

The company’s labour agreement expressly refers to the possibility of specific and individual arrangements.

Company strategies aimed at accommodating personal and professional requirements (times of meetings, working hours, etc.).

Steps are taken to encourage maternity/paternity, extended leave of absence, activities, communal services, kindergartens and financial adjustments.

All staff members are aware of related legislation and there is confirmation and evidence that management is willing to comply.


The organisation has clear criteria for non-sexist communications and a non-sexist image.

The organisation has specific rules, guidelines or manual related to non-sexist language.

Documents are revised to ensure that non-sexist criteria are applied.

The company’s documents are checked to ensure that they are neutral (internal documents, external communications, advertising).

All the staff is aware of these policies.

Either specific training is provided on the use of non-sexist language or it is included in other training programmes.

The language used in internal (categories, places of work, selection, etc.) and external (the media, advertising, job offers, etc.) communications is checked to ensure that it is neutral.

afThe way in which the company communicates, both

internally (documents, reports, etc.) and externally (relations with customers, suppliers, competitors, the media, etc.) is evaluated, ensuring that no images or communications that could be classified as sexist are used.

Official documents make use of a generic language applicable to both sexes.


Communication and non-sexist language


With thecollaboration of: