Home

Results 1 - 10 of 210,232 for female company. Search took 1.275 seconds.  
Sort by date/Sort by relevance
In the longer term, our goal is to grow the share of female-led companies in our overall portfolio from 30% to 50%.   (...) Why invest in women? Supporting female-led companies is not just a nice thing to have, it’s better business and is smart investing.  (...) According to data, only 2% to 10%  of VC funding goes to female-led companies globally. What else (have we heard) is going on?
Language:English
Score: 1359300.9 - https://www.unicef.org/innovation/stories/smartinvesting
Data Source: un
Sanna Bedi, Innovation Fund Officer & Cecilia Chapiro, Investment Adviser, UNICEF Innovation UN0341610 21 April 2021 In 2019, the UNICEF Innovation Fund launched its Smart Investing Initiative to build a diverse portfolio of startups, with an ambitious target of 50% female-led investments. Supporting female-led companies is more important than ever COVID-19 has had far-reaching effects on jobs, economies, and livelihoods. (...) Over the past year and a half, we have invested in 17 companies, 7 of which were female-led (41%), achieving a far superior percentage when compared to the industry average ( 2% - 9% globally ). UNICEF Innovation UNICEF Innovation Fund female-led/founded investments As of March 2021, 36% of the Fund’s overall portfolio, or 18 companies, is composed of female founders.
Language:English
Score: 1337360.2 - https://www.unicef.org/innovat...ding-gender-balanced-portfolio
Data Source: un
WOMEN ON BOARDS Building the female talent pipeline “Companies that overlook half of the world’s population overlook half of the world’s talent. (...) For some companies, attracting junior female talent is a challenge, for some it is retaining women after maternity, and for some others it is promoting women to top positions. (...) Mizuho Financial Group Inc., a Japanese banking company, adopted a simple female empowerment policy of “4R”: recruit, raise, retain and relate.
Language:English
Score: 1336236.7 - https://www.ilo.org/wcmsp5/gro...s/briefingnote/wcms_410200.pdf
Data Source: un
They also serve as good role models to other aspiring female professionals, interested in pursuing leadership positions within Archroma. (...) Public policies that encourage women to participate in the labour market and to reintegrate them into it after long absences from the labour market are necessary in supporting efforts by companies to attract and retain female talents in leadership roles. (...) The leaders of enterprises will need to lead by example in promoting the use of FWAs and the other initiatives meant to support a healthy work-life balance among both female and male workers. External EO Example 7: United States Council for International Business (USCIB) (Website) Basic Characteristics • A national employers’ organisation in the United States • Composed of 300 global companies, law firms and business associations • IOE-ILO ACT/EMP COMPILATION12 • 50 percent of staff are female • 20 percent of the Senior Management Team are female • 17 percent of the Board of Directors are female • No females in the Officers of the Board or the Board of Trustees Specific Measures • Has organised and contributed to the BIAC Gender Workshops on Employment, Education and Entrepreneurship • Continued engagement with IOE policy work on gender, employment and entrepreneurship as well as in numerous ILO programmes to promote gender equality globally and nationally • Has non-discrimination policies in place • Has clear policies on preventing harassment at work • Has flexible working arrangements for all staff in place Case Study of Good Practice USCIB led a series of BIAC Workshops and contributed to BIAC Reports on Women’s Economic Empowerment.
Language:English
Score: 1323060.45 - www.ilo.org/wcmsp5/grou...ts/publication/wcms_620013.pdf
Data Source: un
They also serve as good role models to other aspiring female professionals, interested in pursuing leadership positions within Archroma. (...) Public policies that encourage women to participate in the labour market and to reintegrate them into it after long absences from the labour market are necessary in supporting efforts by companies to attract and retain female talents in leadership roles. (...) The leaders of enterprises will need to lead by example in promoting the use of FWAs and the other initiatives meant to support a healthy work-life balance among both female and male workers. External EO Example 7: United States Council for International Business (USCIB) (Website) Basic Characteristics • A national employers’ organisation in the United States • Composed of 300 global companies, law firms and business associations • IOE-ILO ACT/EMP COMPILATION12 • 50 percent of staff are female • 20 percent of the Senior Management Team are female • 17 percent of the Board of Directors are female • No females in the Officers of the Board or the Board of Trustees Specific Measures • Has organised and contributed to the BIAC Gender Workshops on Employment, Education and Entrepreneurship • Continued engagement with IOE policy work on gender, employment and entrepreneurship as well as in numerous ILO programmes to promote gender equality globally and nationally • Has non-discrimination policies in place • Has clear policies on preventing harassment at work • Has flexible working arrangements for all staff in place Case Study of Good Practice USCIB led a series of BIAC Workshops and contributed to BIAC Reports on Women’s Economic Empowerment.
Language:English
Score: 1323060.45 - https://www.ilo.org/wcmsp5/gro...ts/publication/wcms_620013.pdf
Data Source: un
Thus, these soft skills along with higher cognitive skills such as creativity, critical thinking and problem solving, become crucial to increase both employability and productivity among female workers. The ILO approach for soft skills development The ILO through its In Business soft skills modules seeks to enhance workplace-based learning through an affordable and effective methodology for continuous/ life-long training on soft skills in-company. (...) Female employees are organized into company- level peer support groups, each with a senior staff mentor, and receive activity-based soft skills training organized by and within participating firms with the support of the ILO. (...) What are the benefits for female workers of combining training and mentoring sessions in-company?
Language:English
Score: 1311026.6 - https://www.ilo.org/wcmsp5/gro...ts/publication/wcms_624750.pdf
Data Source: un
Thus, these soft skills along with higher cognitive skills such as creativity, critical thinking and problem solving, become crucial to increase both employability and productivity among female workers. The ILO approach for soft skills development The ILO through its In Business soft skills modules seeks to enhance workplace-based learning through an affordable and effective methodology for continuous/ life-long training on soft skills in-company. (...) Female employees are organized into company- level peer support groups, each with a senior staff mentor, and receive activity-based soft skills training organized by and within participating firms with the support of the ILO. (...) What are the benefits for female workers of combining training and mentoring sessions in-company?
Language:English
Score: 1311026.6 - https://www.ilo.org/wcmsp5/gro...ts/publication/wcms_685534.pdf
Data Source: un
The Traineeship Contest is one of elements that is organized within this initiative. It is dedicated for female students of technical studies at least in their second year of first degree studies and in uniform master's studies as well as to all female students in their second degree studies. (...) Two already carried out editions of the contest gave unique opportunity for young female students to get professional work experience in the most respected ICT companies in the county. (...) Each edition of the contest attracts more female students and more business partners willing to engage in the project and employ more young women in their companies.
Language:English
Score: 1295565.1 - https://www.itu.int/en/ITU-D/R...20in%20New%20Technologies.docx
Data Source: un
The Traineeship Contest is one of elements that is organized within this initiative. It is dedicated for female students of technical studies at least in their second year of first degree studies and in uniform master's studies as well as to all female students in their second degree studies. (...) Two already carried out editions of the contest gave unique opportunity for young female students to get professional work experience in the most respected ICT companies in the county. (...) Each edition of the contest attracts more female students and more business partners willing to engage in the project and employ more young women in their companies.
Language:English
Score: 1295565.1 - https://www.itu.int/en/ITU-D/R...20in%20New%20Technologies.docx
Data Source: un
These policies are similar to those undertaken by companies in optimising their female talent and building a pipeline of female talent to assume leadership roles. (...) EXTERNAL EO EXAMPLE 4: MONTENEGRIN EMPLOYERS’ FEDERATION (MEF) (WEBSITE) Basic Characteristics • National employers’ organisation in Montenegro • Composed of entrepreneurs, SMEs, business associations and individual members • Composed of 1101 individual members and 51 association members • 64 percent of staff are female • Two leading management positions are held by women (President and Secretary-General) • 33 percent of Vice-Presidents are female • 75 percent of Heads of Department are female • 38 percent of the members of the Executive Board are female • 16 percent the members of the Management Board are female Specific Measures • Has an Employers’ Code of Ethics which binds all members to respect the principles of the UN Global Compact and the UN Millennium Development Goals • Signed a Memorandum of Cooperation with the Ministry for Human and Minority Rights to promote gender equality and non- discrimination • Offers gender equality trainings to members through the “Promoting equality and preventing discrimination at work in Montenegro” project, funded by the ILO. (...) COMPANY EXAMPLES Company Example 1: The Coca-Cola Company (Website) Basic Characteristics • World’s largest beverage company • 43 percent of total staff are female • 33 percent of senior leaders are female • 44 percent of middle managers are female • 29 percent of board-level positions are held by women Specific Measures • Has an equal opportunity and affirmative action policy statement that ensures that all employees are provided with equal opportunities and maintains a work environment in which all employees are treated with respect and dignity • Has a pay transparency policy • Has a gender equality training programme called “Women in Leadership”, which provides key female talent the opportunity to advance their development in an accelerated manner and to contribute to building Coca-Cola’s pipeline of capable female leadership talent • Has the “5by20” initiative to provide entrepreneurship training to current and potential women-owned and operated businesses along Coca-Cola’s value chain • Has a wide variety of mentoring programmes in each of its markets including “Diversity 50” which offers monthly mentoring sessions and opportunities for mentees to leverage their mentors to elevate exposure and broaden their network of business partners • There are no quotas for women in management positions, but the company aims to achieve gender parity by 2020 http://www.ilo.org/budapest/what-we-do/projects/WCMS_522937/lang--en/index.htm http://www.ilo.org/budapest/what-we-do/projects/WCMS_522937/lang--en/index.htm http://www.coca-colacompany.com/5by20 http://www.coca-colacompany.com/ • IOE-ILO ACT/EMP COMPILATION16 • Has a human rights policy within the company that addresses issues such as community and stakeholder engagement, healthy lifestyles, diversity and inclusion, freedom of association and collective bargaining, land rights, and a safe and healthy workplace, amongst other • Has a policy against harassment, discrimination and retaliation • Has in place gender-related CSR initiatives notably through the Coca-Cola Foundation, which retains 1 per cent of the company’s operating income to support the community well-being • Has in place flexitime working hours policy which allows employees to have flexible working time arrangements • Has a teleworking policy in place that allows for workers to work from home Case Study of Good Practice In 2010, Coca-Cola launched the “5by20” global initiative aimed at enabling the economic empowerment of 5 million women entrepreneurs across its value chain by 2020.
Language:English
Score: 1292009.4 - www.ilo.org/wcmsp5/grou...ts/publication/wcms_620012.pdf
Data Source: un