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Target Area: Strategy

In Focus: Addressing Investor Needs in Business Reporting on the SDGs

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ATTRIBUTES
  • Reporting

SOURCE
  • UN Global Compact, Global Reporting Initiative

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Corporate Reporting

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In Focus: Addressing Investor Needs in Business Reporting on the SDGs

UN Global Compact, Global Reporting Initiative
This document builds on currently available disclosuresand provides perspectives and recommendations to help companies include information related to the SDGs in their corporate reporting.The report aims to effectively inform investor decision-making processes.

The 10 key recommendations in this report provide context on different investor approaches and essential elements for investor-relevant SDG business reporting. They complement the recommendations provided in “Integrating the SDGs into Corporate Reporting: A Practical Guide.”

Message and Approach

  1. Consistency of message for investors aligned with others addressing SDG contributions
  2. Integrated approach between SDG-related strategy and performance and overall sustainability and business strategy

Strategy and Governance

  1. Linkage of SDG trends and key factors driving corporate strategy
  2. Management approach to critical issues
  3. Appraisal and reward for meeting SDG targets

Report Content

  1. Analysis of risk and opportunities towards SDGs
  2. Quality and balance between facts and statements about SDG contributions
  3. Forecasting by demonstrating cause and effect between SDG and business performance

Data Format

  1. Standardized data that is comparable across time and companies
  2. Links to data in raw form

To read more, click here.

Integrating the SDGs into Corporate Reporting: A Practical Guide

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ATTRIBUTES
  • Goal Setting
  • Reporting

SOURCE
  • UN Global Compact, Global Reporting Initiative

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Corporate Reporting, Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Integrating the SDGs into Corporate Reporting: A Practical Guide

UN Global Compact, Global Reporting Initiative
This guide was developed by the UNGC to help companies establish or further improve their reporting mechanisms related to the SDGs. It does not propose a new reporting framework; instead, it outlines a three-step process designed to entrench the SDGs into a pre-existing reporting framework.

Step 1: Define priority SDG targets

  • 1.1: Understand the SDGs and their targets
  • 1.2: Conduct principled prioritization of SDG targets
  • 1.3: Define your SDG-related report content

Step 2: Measure and analyze

  • 2.1: Set business objectives
  • 2.2: Select appropriate disclosures
  • 2.3: Collect and analyze data

Step 3: Report, integrate, and implement change

  • 3.1: Consider general features of good practice when reporting on the SDGs
  • 3.2: Consider data users’ information needs
  • 3.3: Report and implement change

To read the guide, click here.

Business Reporting on the SDGs – An Analysis of the Goals and Targets

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ATTRIBUTES
  • Baseline Assesment
  • Reporting

SOURCE
  • UN Global Compact, Global Reporting Initiative

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Corporate Reporting, Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Business Reporting on the SDGs - An Analysis of the Goals and Targets

UN Global Compact, Global Reporting Initiative
The resources that make up “Business Reporting on the SDGs – Action Platform” were developed collaboratively by UNGC and GRI to help organizations uphold and track the progress of SDGs. While the Action Plan includes detailed information about how to implement, analyze, and record all 17 SDGs, the summaries below focus on SGD 5 – Achieve Gender Equality and Empower All Women and Girls.

The three resources listed below, “An Analysis of the Goals and Targets”, “Integrating the SDGs into Corporate Reporting: A Practical Guide”, and “In Focus: Addressing Investor needs in Business Reporting on the SDGs” correspond with one another to build the five steps of the SDG Compass:

  • Step 1. Understanding the SDGs: “Integrating the SDGs into Corporate Reporting: A Practical Guide”
  • Step 2. Defining priorities: “An Analysis of the Goals and Targets”; and “Integrating the SDGs into Corporate Reporting: A Practical Guide”
  • Step 3. Setting goals: “Integrating the SDGs into Corporate Reporting: A Practical Guide”
  • Step 4. Integrating: “Integrating the SDGs into Corporate Reporting: A Practical Guide”
  • Step 5. Reporting and communicating: “An Analysis of the Goals and Targets”; and “Integrating the SDGs into Corporate Reporting: A Practical Guide”

To learn more, click here.

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

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ATTRIBUTES
  • Career Development
  • Measuring and Evaluating
  • Organizational Culture
  • Supply Chain

SOURCE
  • Fortune

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

8 Ways to Measure Diversity That Have Nothing to Do With Hiring

Fortune
This article illustrates eight unique ways to measure the effectiveness of a business’s diversity and inclusion programs, beyond hiring and recruitment data.

The eight components to consider while measuring diversity are:

  1. Title and level within the company
  2. Rate and time of promotions
  3. Access to special projects
  4. Exposure to upper management
  5. Evaluate partnerships
  6. Check support groups
  7. Consider age
  8. Supplier diversity program

 

To learn more, click here.

Workplace Gender Equality Indicators (Key Progress Indicators)

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ATTRIBUTES
  • Measuring and Evaluating
  • Organizational Culture
  • Recruitment, Retention and Promotion
  • Workplace Flexibility

SOURCE
  • Our Watch

TYPE OF RESOURCE
  • GGuide

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Workplace Gender Equality Indicators (Key Progress Indicators)

Our Watch
This resource was developed to help workplaces collect, review, and respond to data about gender and diversity. It specifically identifies a number of gender equality indicators that organizations should be measuring and evaluating over time, and it provides information about how to collect and analyze these indicators in order to “make the case” for gender equality in the workplace.

This resource identifies eight key gender equality indicators and explains how to collect and measure the data:

  1. Ratio of men to women in workforce, overall and by teams.
  2. Ratio of men to women in leadership and management positions, including board, executive, senior and middle management level: For indicators 1-2, workplaces should collect and compare the number and percentage of women and men in each category.
  3. Ratio of male and female new hires and internal promotions, by level and department: Collect the number of female and males who are applying, and who have been hired and promoted across the organization in different departments and at all levels of seniority.
  4. Average salary gap between female and male staff members across the organization and by department: Collect and compare salary information from female and male employees across the organization and in different departments and levels of seniority.
  5. Comparison of male and female staff and managers who use flexible work arrangements.
  6. Comparison of male and female staff who use and return from parental leave with continued employment for 12 months: For indicators 5-6, workplaces should collect formal and informal data on the use of flexible work options.
  7. Changes in staff perception of workplace culture as measured by annual staff survey: Review questions being asked on annual surveys to ensure there are specific questions about gender equality.
  8. Reported incidents of sex-based discrimination and harassment: Track numbers, patterns, and responses.

To read the resource, click here.

Measuring What Matters in Gender Diversity

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ATTRIBUTES
  • Baseline Assesment
  • Closing Gender Wage Gaps
  • Measuring and Evaluating
  • Recruitment, Retention and Promotion

SOURCE
  • Boston Consulting Group

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Measuring What Matters in Gender Diversity

Boston Consulting Group
The Boston Consulting Group (BCG) recommends organizations look at five overarching metrics when it comes to gender diversity. These metrics provide a quantitative snapshot of the company’s current state as well as softer data. After collecting these metrics, companies will be able to identify their biggest challenges and priorities that can be translated into goals.

  1. Pay: Assess pay levels, including base salaries and wages as well as discretionary pay (i.e. bonuses). Also, look at whether formulas behind performance bonuses include unintentional biases against women. Finally, survey employees to learn if they believe pay levels are equitable.
  2. Recruitment: Track the ratio of men to women along the entire recruiting funnel (i.e. applications, interviews, final rounds, hiring). This is of special interest for companies in industries that have historically struggled to attract women.
  3. Retention: Assess percentages of women and men at each level of seniority, and the attrition rate among women and men at each level. Also, assess employees’ perceptions at different levels to identify warning signals to retention issues.
  4. Advancement: Measure the percentage of women and men promoted each year as a share of the total cohort and compare both. Soft indicators of advancement can be women’s perception of a fair shot at senior and leadership positions.
  5. Representation: Assess the distribution of roles across different units to understand if women are concentrated in specific units. This can provide insight to whether women are fairly represented in operations units and not just administrative roles (e.g. HR or marketing).

Read the full article here.

Gender Parity: Closing the Gap Between Commitment and Action

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ATTRIBUTES
  • Goal Setting
  • Recruitment, Retention and Promotion

SOURCE
  • LinkedIn

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Strategy

TARGET UNIT
  • Diversity & Inclusion, Human Resources, Senior Leadership

LINK TO RESOURCE

Gender Parity: Closing the Gap Between Commitment and Action

LinkedIn
In this blog, Bill Morris, retired president and senior managing director of Accenture Canada, shares the metrics that the company tracks and uses to set targets. These metrics are directly related to the ones found in the report “Advancing Women as Leaders in the Private Sector” from the Canada-US Council for Advancement of Women.

Accenture’s eight overall metrics are:

  1. Initial Recruitment of Women: Measured for each of their business units. According to Morris, this is what has made the difference.
  2. Attrition Rates of Women Relative to Men:Measured by business unit and level. According to Morris, the attrition gap data by level helps Accenture focus on maintaining gender parity as women advance.
  3. Advancement Rates of Women Relative to Men: Comparison between the percentages of women vs. men getting promoted from a cohort. Measured by business unit for each leader to reflect on the in-year promotion decisions. It is also tracked long-term to assess promotion patterns of the units.
  4. Pay by Gender: Currently Accenture doesn’t report on an aggregate average payroll for men vs. women. Accenture does a review prior to starting their annual compensation cycle, and then after rewarding decisions.
  5. Retention of Women after Becoming a Mother: Another metric to complement this one can be the retention of women and men when they anticipate starting a family.
  6. Representation of Women at Management Level: Business unit leaders are accountable for this metric.
  7. Representation of Women at Executive Level: Business unit leaders are accountable for this metric.
  8. Representation of Women at Senior Leadership Level: The CEO or the senior managing director is accountable for this metric.

Read more here.

Strengthening Women’s Rights Organizations Through International Assistance

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ATTRIBUTES
  • Outreach Initiatives and Partnerships

SOURCE
  • MATCH International Women's Fund, Nobel Women's Initiative, Global Affairs Canada

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Strengthening Women's Rights Organizations Through International Assistance

MATCH International Women's Fund, Nobel Women's Initiative, Global Affairs Canada
This report is the summary of a workshop held by the MATCH International Women’s Fund and Nobel Women’s Initiative with support from Global Affairs Canada. The workshop discussed lessons learned on funding mechanisms, models, and approaches that effectively support women-led organizations and movements. This resource provides key learnings and recommendations that can help the private sector support women’s organizations and improve any existing relationships with those organizations.

  • Fund women’s organizations. Long-term, core funding is essential to enable women’s organizations to bring about social change. Seek out organizations committed to gender equality and women and girls’ empowerment.
  • Strengthen relationships. Long-term and meaningful relationships are key to advancing a women’s rights agenda. This requires ongoing dialogue and collaboration between donors, intermediaries and local activists.
  • Reduce administrative burden. Donors’ complex monitoring and evaluation frameworks, such as overly onerous results-based management requirements, end up squeezing out small organizations in favour of bigger non-governmental organizations (NGOs) that can recruit or pay for the expertise needed.
  • Intermediaries can help donors achieve impact and scale. Intermediaries such as women’s funds serve as a vital link to grassroots groups.

To read the full report, click here.

Why Gender Matters: A Resource Guide for Integrating Gender Considerations into Communities Work at Rio Tinto

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ATTRIBUTES
  • Intersectionality
  • Outreach Initiatives and Partnerships

SOURCE
  • Rio Tinto

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Why Gender Matters: A Resource Guide for Integrating Gender Considerations into Communities Work at Rio Tinto

Rio Tinto
This guide provides organizations in the mining industry with direction on how to foster inclusive engagement and development by incorporating gender considerations into their work; avoiding putting women and men, communities and projects at risk; and better achieving diversity goals. The guide includes four phases for integrating gender into community work and connects all phases through inclusive engagement considerations to make sure women and men from different social groups can participate in meaningful and impactful ways.

The four stages of Communities work are:

  1. Know and understand the gender roles and responsibilities and the differences in women’s and men’s access to resources. Integrate gender considerations into: social impact assessment, baseline communities’ assessment, and social risk assessment.
  2. Plan and implement, avoiding adverse impacts and maximizing benefits. Integrate gender considerations into policies at business unit level, communities’ strategy and plans, operational plans and communities’ work, and standard operating procedures.
  3. Monitor, evaluate, and improve through accurate and reliable data. Use gender-sensitive indicators, evaluate gendered outcomes, review performance, and improve projects and plans.
  4. Report and communicate gender performance internally (e.g. annual reviews of community’s program) and externally (e.g. local Sustainable Development reports) to encourage feedback.

To learn more, click here.

Using CSR and Philanthropy to Close the Gender Gap in Tech

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ATTRIBUTES
  • Organizational Culture
  • Outreach Initiatives and Partnerships
  • Recruitment, Retention and Promotion

SOURCE
  • Reboot Representation

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility, Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Using CSR and Philanthropy to Close the Gender Gap in Tech

Reboot Representation
McKinsey and Pivotal Ventures collaborated on this study to examine how tech-company philanthropy and corporate social responsibility investments can improve the gender diversity of the tech pipeline.

Through a survey they found insight on practices that can increase tech gender diversity through philanthropic and CSR investments.

  1. Focus on women and girls: It is important for companies to support either girls-only programs or coeducational programs. Maintain a focus on women’s equal representation, with stated goals at the program level to avoid replicating current gender ratios.
  2. Solve for those facing the most barriers – underrepresented women and girls of color: Companies can support programs that target specific challenges faced by the sub-segments of women who are facing multiple forms of marginalization.
  3. It is never too late; consider multiple on-ramps: According to research, because girls are less likely than boys to have exposure to computing as children, later on-ramps – such as those during higher education – offer high-impact opportunities for women and girls.

To learn more, click here.