zain women empowerment inforgraphics aw1 · zain sudan touch zain south sudan women empowerment at...
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ZAIN HQ ZAIN KUWAIT ZAIN KSA
ZAIN IRAQ ZAIN JORDAN ZAIN BAHRAIN
ZAIN SUDAN TOUCH ZAIN SOUTH SUDAN
Women Empowerment at Zain is a gender diversity program and an integration into our strategic imperatives. Zain has identified two targets for the next 2 years:
To increase female leadership from 14.5%to 25% by 2020
For companies in the awareness stage, support and resources for tackling gender diversity are nascent and typically driven by external forces, such as government agendas. Senior leadership is likely to be aware of underlying gender inequalities and efforts are focused on understanding existing challenges along the employee journeyand organisational bottlenecks.
To deliver against these targets, a team of women ambassadors has been established and to further incentivize these ambassadors, we are offering two MBA seats at the prestigious ESADE Business School.A recent report on workplace gender diversity indicates the three stages of evolution in a genderdiversity mind-set.
SOURCE A.T. KEARNEY
14.5%2017
25%2020
1
16% 9% 16%
5%
27%42%
15% 15%
39%
28%8%
17%
15%35%
86%
29% 32%
72%
4%
28%37%
17%
50%
25%
0% 0%
55%
To progress through the three stagesof evolution for companies tackling workplace gender diversity
2
During the realization stage, gender diversity becomes a topic on the board agenda, often driven bya change in leadership or strategic direction. Although the company has not yet fully bought into it, dedicated resources and pilot initiatives to develop the business rationale for gender diversity are likely in place. The focus is typically on steps that are simple to execute at entry and staff levels.
In the motivation stage, the language of diversity and inclusion is aligned with the company’s strategy and embedded in its culture. The business rationaleis well established and viewed asa source of competitive advantage. There are tried and tested methods for improving gender diversityat more junior levels. Energy is spent implementing successful initiatives throughout the organisationand tackling the imbalance at senior leadership levels.
STAGE 1AWARENESS
STAGE 3MOTIVATION
STAGE 2REALIZATION
FEMALE LEADERSHIPAT ZAIN TODAY
LEVEL AT WHICH FEMALEHEADCOUNT IS MOST DENSE
% OF FEMALE RECRUITEDINTO ZAIN IN 2017: (INCLUDING CONTRACTUAL EMPLOYEES)
THE DIVISION THATHOLDS THE MOSTFEMALE HEADCOUNT
Commercialand Finance
CEO’sOffice
CustomerCare
HR &Marketing
HR CustomerCare
CustomerCare
HR Commercial
ZAIN GROUPManager Level
ZAIN KUWAITJunior (Entry Level)
ZAIN KSAJunior (Entry Level)
ZAIN IRAQJunior (Entry Level)
ZAIN JORDANJunior (Entry Level)
ZAIN SUDANJunior (Entry Level)
TOUCHSpecialist (Mid-Level)
ZAIN SOUTH SUDANSpecialist (Mid-Level)
ZAIN BAHRAINSpecialist (Mid-Level)
INTRODUCTION
FEMALES IN MARCH 2018
Women Empowerment is incorporated into Zain’s Strategy1 Women Empowerment is now incorporated
into our CEO’s Scorecards2
WHAT ARE WE DOING ABOUT IT?
We have identified the common themes across Zain and have formed 4 pillars that will enableus to apply focus and allow for efficient measures to be tracked3
We will create a series of action plans that will underpin these 4 pillars where we can track progress4
HR POLICYTRANSFORMATION
LEADERSHIPDEVELOPMENT
CULTURETRANSFORMATION
FEMALERECRUITMENT
www.zain.com