The EIB Diversity Journey

The EIB Diversity Journey

European Patent OfficeCareer Development Roundtable

26.11.2008

Leena LahtiSenior Advisor on Gender and Diversity, EIB

First some numbers

Gender profile by functionEIB Share of Women and Men - All Functions (October 2008)

16.7% 15.8%23.8%

38.7%

64.8%

89.7% 86.6% 88.1%

83.3% 84.2%76.2%

61.3%

35.2%

10.3% 13.4% 11.9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SC C D E F G H I/K

Women Men

Seven years trend

EIB: Share of Women in Managerial and Professional Functions 2002-2008 (October)

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

2002 2003 2004 2005 2006 2007 2008 (October)

SC C D E F

EIB compared with other international institutions, professional staff by gender

Figure 1Professional women in selected International Organizations, 2000-2007

0

10

20

30

40

50

60

70

80

90

100

2000 2001 2002 2003 2004 2005 2006 2007

%

EBRD ECB EIB IDB IMF OECD WBG

EIB compared with other international institutions, managerial staff by gender

Figure 2Managerial women in selected International Organizations, 2000-2007

0

10

20

30

40

50

60

70

80

90

100

2000 2001 2002 2003 2004 2005 2006 2007

%

EBRD ECB EIB IDB IMF OECD WBG

Action and effort

Recruitment of G&D AdvisorHLC on DiversityInt'l Women's DayG&D Revew Update

G&D Strategy, Action PlanG&D Advisor for 2 yrs (consultant)

Gender ReviewUnpaid leaveFamily leaveLeave for curesRevised parental leaveAdoption leaveRevised leave for nursing mothersCOPEC representation on panelsCOPEC Comments on crècheCOPEC report on staff surveyGender sensitivity seminarFood for Thought lunches

COPEC policy recommendationsEIB/staff convention updateInterview with HR on parental leave and appraisals

Dignity at work PolicyCareer advisor appointedMeeting with Director Generals and President (2003 AR)COPEC intranet site

Parental leaveQuantative targets for directorates (see 2000 Annual Report)

Opening of Bank crèche facilityCOPEC Newsletter and external speakers programmeFirst introduction of part-time working, adoption and parental leave policies

EIB/staff convention ->COPEC 1996

2006 2007 2008

TIMELINE: Major policies issued and actions taken to promote gender balance, equity, and diversity

1997 1998 19991994 1995 2000 200220011996 20052003 2004









2006 2007 2008


1997 1998 19991994 1995 2000 200220011996 20052003 2004









2006 2007 2008


1997 1998 19991994 1995 2000 200220011996 20052003 2004









2006 2007 2008


1997 1998 19991994 1995 2000 200220011996 20052003 2004

R e cruitme nt o f G & D AdvisorHLC o n D ive rs ity S tra tegyInt'l W omen's DayG & D R evew Update

G & D S tra tegy, Actio n P lanG & D Advisor for 2 yrs (consultant)

G ender R eview , M gt dec is io nsUnpaid leaveFamily leaveLeave fo r curesR evised p arental leaveAd op tion leaveR evised leave fo r nurs ing mo thersC O PEC representatio n o n panelsC O PEC C omments o n c rècheC O PEC repo rt o n s taff surveyG ender sens itivity seminarFo o d fo r T ho ught lunches

C O P E C policy re co mmendatio nsInterview with HR on p arental leave and app raisals

D ignity a t w o rk P o lic yC areer ad viso r appo intedM ee ting w ith D irecto r G enera ls and P resident (2 003 AR )C O P E C intranet s ite

P arental leaveQ uantative targets fo r d irec to rates (see 2000 Annual R ep ort)

O pening o f Bank c rèche fac ilityC O P E C N e w s lette r a nd externa l spea k ers pro gra mmeF irs t introduc tio n o f p art-time working, ado p tio n and p arental leave p o lic ies

E IB /s ta ff co nve ntio n ->C O P E C 1 9 96

20 0 6 2 0 07 2 0 0 8

T IM E LIN E : M ajo r po lic ie s is sue d a nd a c tio ns tak en to pro mote gender ba lance , equity, and divers ity

19 9 7 19 98 19 9 919 9 4 19 95 2 00 0 20 0 2200 11 99 6 200 52 0 03 2 0 0 4

POLICY FRAMEWORKEIB Code of Conduct

• “The Bank is an employer, which guarantees equal opportunities and which ensures respect for the dignity of both female and male employees…

• The Bank strives to promote working relations based on loyalty and trust…

• Colleagues must be treated and assessed with respect and without any favouritism…

• Any form of discrimination or harassment is strictly forbidden…”

POLICY FRAMEWORKEIB Dignity at Work

“The EIB aims to provide a positive working environment,

which will enable and encourage staff to work together in a culture of support and co-operation towards the goals of the Bank.”

Time to move on

From gender to diversity and inclusion – why?

• To avoid competition and contradiction• To fully acknowledge the richness of human beings• To avoid stereotypes and labelling• To be responsive to emerging issues in the EU community• To ensure sensitivity to the needs of all staff • To ensure full inclusiveness, trust, and respect

However, gender will remain in the focus of diversity efforts at the Bank as long as needed.

The Diversity Journey

WHAT?

Diversity is the combination of all the characteristics that make us who we are, including age, culture, education, ethnic and racial background, gender, language, nationality, physical ability, race, religion, and sexual orientation.

*****Diversity Management means creating and maintaining a positive environment

• where the similarities and differences of all employees are recognized, understood, and valued

• and where all may participate in achieving their full potential to the benefit of the organization and their own satisfaction.

WHY?The Business Case

ETHICAL REASONSCorporate social

responsibilityRole modeling EIB values

Justice, fairness, equityRespect, dignity

STAFF MOTIVATION Full engagement and high motivation of all staff…and managers.Inclusion of everyoneWell-being -> productivityOpportunities to growHOPE

BUSINESS RATIONALEBalanced representation of member statesAdaptability to global changesBroad understanding of market needsRich perspectives and toolkitsInnovativenessAccountability

HOW?Critical Success Factors

DIVERSITY INFRASTRUCTURE

External communication

ADVISOR

HR + GD Strategies

External output, results, impact

Internal communication

Marketing EIB as an employer

Corporate Social Responsibility

HIGH LEVEL COMMITTEE

EIB Diversity Strategy and Action Plan Framework

OPERATIONAL STRATEGY VALUES and VISION

HR STRATEGY

CODE OF DIGNITY CONDUCT AT WORK

DIVERSITY STRATEGY Business case, priorities, goals Strategic approach, principles

(DIRECTORATE DIVERSITY ACTION PLAN HR ACTION PLANS) Priorities, objectives ACTION PLANS Accountabilities Accountabilities Accountabilities

PRACTICES, INSTRUMENTS Performance, selection, and promotion standards

Talent management, pipeline and capacity building

MONITORING, REPORTING Core indicators, Schedule,

Responsibilities, Transparency

EIB Diversity Strategy 2008

• Managerial positions internal and external• Targeted efforts• Improved image• Objective assessment; selection• Fair entry-level salary • Target, indicators for women and NMS

• Mainstreaming diversity in mgt development• Awareness building• Each directorate one event/year• Performance standards• Accountability, incentives

• Performance assessment• Developmental feedback• Assessment tools • Talent search• Improved data base• Career development• Succession planning• Talent vs. seniority • Targeted guidance

• Inclusive workplace• Eliminate club culture• Openness, transparency•Atmosphere of trust and respect•More flexibility•Support for spouse employment•Support to families•Staff survey

RECRUITMENT MGT DEVELOPMENT TALENT MGT / SUCCESSION PLANNING MGT

CULTURE AND WORKING ARRANGEMENTS

Institutional performance

Innovativeness, risk taking

Corporate social responsibility

Attracting, retaining and engaging the best available talent

High quality HR management / Diversity mainstreaming

Managers’ challenge:Inspiration – Motivation - Accountability

Performance Standards for Managers - sample

Knowledge, awareness, behavior, communication, willingness: Beginning…• Has clear understanding of the org’s Business Case for diversity and

inclusion• Has full knowledge of the diversity, discrimination, and harassment

policies, practices, and programs, and the organization’s diversity profile and gaps

• Participates in the diversity training and uses the available developmental opportunities effectively; organizes diversity training to staff

• Responds with sensitivity to values, norms and behaviors of staff of diverse cultures and backgrounds

• Takes action to compensate for cultural/gender biases • Challenges displays of intolerance/discrimination from others • Is willing and capable of mentoring and coaching diverse staff• Proactively innovates and initiates new approaches and methods …Role modelling

Good to knowabout human work communities

Inclusion and Micro-inequities; in/out-group bias(Bendick & Egan & Miller 2005)

Out-group characteristics

• Gender (female)• Race, ethnic origin (non-white)• Country category (dev) • Language (non-English)• Profession (non-core)• Graduation school and country

(ranking, ind/dev country)• Work experience (non-core)• Nationality/citizenship (+/-)• Age, seniority (+/-)

Career consequences

• Employment probalibility• Starting grade and salary• Initial assignment• Career development• Performance appraisals• Final seniority status• Current salary• Social status

Perceived inclusiveness by race(Leena Lahti, 2005)

Staff Survey demographics: Race, ethnic background, nationality, gender

Significant differences between black and other staff• Trust in mgt (black < other)• Feelings of respect (black < other)• Fairness (black < other)• Equality/equity (black < other)• Harassment (black > other)• Discrimination (black > other).

Gender in written performance appraisals(Madelyn Blair 1994, in five org’s; Madelyn Blair & Leena Lahti 1999, 2001)

Significant differences between women and men in equal and similar positions/tasks, as assessed by female and male supervisors

• Drive for results (men > women)• Adaptability (women > men))• Career potential (men > women)• Enthusiasm of assessments (men > women)• Negative statements (women > men)• Analytical thinking (men > women).

DIVERSITY CHALLENGES AHEAD- how to address them?

(HELP APPRECIATED)

1. Resistance to change (why fix something that is not broken?)

2. Cultural road blocks (club culture)3. We vs. them (insiders’ motivation threatened by “external”

competitors)4. Accountability vs. loyalty; talent vs. seniority5. Perceived positive discrimination

Something to think about

« The world of humanity is possessed of two wings: The female and the male. So long as these two wings are not equal in strength, the bird will not fly. Until womankind

reaches the same degree of rights, opportunities, and satisfaction as men, humanity cannot find its way to heights

of real attainment. When the two wings become equal in strenght, enjoying the same opportunities, the flight of a

man will be exceedingly lofty and extraordinary. »

Documents

The EIB Diversity Journey