Since 1987, the Catalyst Award has recognized 115 initiatives at 102 organizations from around the world. Catalyst Award Winners lead a community of forward-thinking organizations that are developing new and innovative ways to advance talent and strengthen their organizations.

“This is exactly what building workplaces that work for women looks like in action,” said Jennifer McCollum, President and CEO of Catalyst. “These Catalyst Award-winning initiatives prove what is possible when organizations prioritize gender equity and inclusion in their workplaces with intention and investment. While progress for women is slow and stalling globally, these five companies show us how to turn that tide by implementing programs that are good for their business, their employees, and their communities.”

The 2025 Catalyst Award-winning initiatives are:

CIBC
Leading with Inclusion

CIBC, a North American financial institution, emphasizes inclusion as a business strategy. Their Leading with Inclusion initiative helped increase women’s representation by 7 percentage points among senior managers globally at the company, from 33% in 2019 to close to 40% in 2023. Representation of both women of color and other employees from talent segments historically underrepresented in the financial services industry also increased.

“At CIBC, inclusion is a cornerstone of our bank,” said Victor Dodig, President and CEO of CIBC. “Building an inclusive culture that reflects the clients and communities we serve allows for unique perspectives and experiences, and drives innovative solutions. Our entire CIBC team is honored to receive the 2025 Catalyst Award, which is a testament to our bank’s commitment to building an inclusive workplace and advancing opportunity across our industry.”

JDE Peet’s
TrueYOU: Standing Together in Our Differences

A strong governance structure guides and cascades the TrueYou: Standing Together in Our Differences strategy at JDE Peet’s, a global leader in the coffee and tea industry. Through its initiative, JDE Peet’s saw an increase in women’s representation globally from 25% to 36.4% (11.4 percentage points) on the Executive Committee, from 37.2% to 41.5% (4.3 percentage points) on the Global Leadership Team and from 23.1% to 38.5% (15.4 percentage points) on the Board of Directors.

“At JDE Peet’s, we’re creating a future that authentically serves, reflects, and embraces everyone,” said Rafa Oliveira, CEO of JDE Peet’s. “Our commitment to diversity, equity, and inclusion — guided by our belief in ‘standing together in our differences’ — has fostered a workplace where everyone can bring their true selves to work. We are honored to see our progress recognized by Catalyst, and it is a powerful reminder that while we celebrate milestones, our journey continues, and when we unleash our full potential, we succeed as a team.”

KPMG
KPMG Accelerate

The prioritization of inclusive, diverse teams is a part of every business function throughout KPMG LLP (KPMG), the US audit, tax, and advisory firm. It is embedded not only through the governance structure and accountability mechanisms, but also through talent management. From 2014 to 2023, women’s representation increased at almost every level, including a 37.8-point increase from 22.2% to 60% in the C-suite and an 8.3-point increase from 25% to 33.3% on the Board of Directors. Representation of women of color also increased at nearly every level.

“We are incredibly proud of our efforts to advance women at all levels of our business”, said Paul Knopp, Chair and CEO of KPMG LLP. “When we bring the best people together from all backgrounds, we enhance the experience and results for our people and our clients for the long-term. By recognizing and celebrating the impactful contributions of our workforce we create a culture that lifts up everyone. This award serves as a testament to the tremendous efforts of our people and the progress we’ve made, and it inspires us to continue building a workplace where everyone feels valued and respected.”

McCarthy Tétrault
Inclusion Now

Canada-based law firm McCarthy Tétrault’s Inclusion Now strategy focuses on recruitment, retention, and advancement and has developed innovative ways of addressing obstacles to inclusion in the legal sector. Through its initiative, it increased the representation of women across the firm by 11.2 points, from 51.3% in 2019 to 62.6% in 2024.

“At McCarthy Tétrault, the collective commitment of our people to our core values has been the key to our success,” said Dave Leonard, CEO of McCarthy Tétrault. “It has allowed us to make equity, diversity, and inclusion part of what it means to be a member of our firm. Our Inclusion Now strategy enables us to focus on improving our diversity and providing an inclusive workplace for our people. Equity, diversity, and inclusion will continue to be a key part of our identity. The pursuit of gender equality in our profession continues to be a journey. We are making progress, but more needs to be done. We are honored to receive this recognition.”

Sanofi
Diversity Edge

Global healthcare company Sanofi’s Diversity Edge initiative’s dedicated policies and programs have driven a transformation internally to make it a model of inclusion. Since its gender balance ambition was launched, Sanofi saw an 8.6-point increase in women’s representation. Women currently make up 42% of executives and hold 45% of senior leadership positions.

“As a purpose-driven healthcare company chasing the miracles of science to improve people’s lives, the evolution of our organization must reflect the evolution of our society,” said Paul Hudson, CEO of Sanofi. “It’s an honor to receive the Catalyst Award, a recognition owed to our incredible teams who show up every day with the courage to create positive change in and beyond the workplace. I’m proud of the progress we are making to foster a more diverse, equitable, and inclusive culture. While there is still work to be done, I am confident we are headed in the right direction.”

A transformative learning and community-building experience dedicated to championing inclusive workplaces for women, the 2025 Catalyst Awards Conference & Dinner will take place in person at the New York Hilton Midtown in New York City and online.

Ticket packages and individual tickets are on sale now for both the Conference and Dinner events on 11 March.

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About Catalyst

Catalyst is a global nonprofit supported by many of the world’s most powerful CEOs and leading companies to help build workplaces that work for women. Founded in 1962, Catalyst drives change with preeminent thought leadership, actionable solutions, and a galvanized community of multinational corporations to accelerate and advance women into leadership — because progress for women is progress for everyone.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

The post 2025 Catalyst Award Winners to Be Honored appeared first on Catalyst.

• 84% of survey respondents called for more menopause support in the workplace.
• More than one-third said that their symptoms negatively affected their work.
• Stigma persists; 72% have hidden their menopause symptoms at work.

New York, Oct. 9, 2024 — Women globally are calling for more menopause support in the workplace and they are willing to take their talent elsewhere without it. According to a new survey from Catalyst, the global nonprofit promoting gender equity and workplace inclusion, 84% of respondents agreed that more menopause support is needed in the workplace and one in 10 said they have declined a job opportunity because of a lack of menopause support.

The survey of almost 2,900 full-time employees who are either currently in menopause or recently finished experiencing it from eight countries—including Canada, the United Kingdom and the United States—examined how continued stigma affects women at the height of their careers and contributes to a talent attraction, retention, and support issue. The survey also revealed the more menopause stigma there is at work, the more employees say that menopause symptoms impact their work performance.

“Women globally are calling for more menopause support in the workplace,” said Jennifer McCollum, President and CEO of Catalyst. “Menopause is one of the most common issues impacting women across the entire pipeline, from the front line to the C-suite. Employers should seize this opportunity to break the stigma and silence by providing menopause support in the workplace. To create truly inclusive work cultures, organizations must meet employees where they are—with meaningful resources, conversations, and support.”

Menopause is a workplace issue still facing stigma.

Despite greater emphasis on fostering conversations around once-taboo subjects, such as mental health and burnout, many workplaces have not done the same with menopause. Although 91% of respondents have experienced at least one moderate to extremely severe menopause symptom, 72% have hidden their symptoms at work at least once. One-third of employees (34%) have not told anyone at work about their symptoms. When asked why, seven in 10 said menopause is a personal issue, while others said talking about menopause was embarrassing (11%), could cause others to perceive them negatively (7%), or have a negative impact on their career (5%).

Yet, it is a workplace issue; over one-third (37%) of respondents said that their symptoms negatively affect their work performance.

“There’s a ripple effect that impacts women’s career advancement and the leadership pipeline,” McCollum added. “Menopause usually coincides with women’s progression into senior roles. Stigma, combined with a lack of awareness and support, contribute to women’s attrition, which then further exacerbates the available pool of talent as we look higher up the corporate ladder. Supporting menopause in the workplace can help women show up, stay in, and thrive at work—and that is good for business.”

Employer menopause support is critical.

Menopause costs organizations an estimated $1.8 billion per year in the US alone due to menopause-related productivity losses. Closing the gender gap in labor force participation in senior and middle management positions could increase global economic output by 7%, or $7 trillion.

Employers have an opportunity to support women at a critical stage in both their lives and careers. In doing so, they will attract, support, and retain highly skilled senior talent and reap the benefits of increased business performance.

According to the survey, the most in-demand menopause benefits include:

• Time off and flexible work arrangements: 60% of employees want policies that offer time off and flexible working arrangements. Currently, only 25% of organizations offer these.
• Adjustments to the working environment: 50% of employees want changes like cooling rooms or ergonomic considerations, but only 21% of companies provide them.
• Medical insurance: 48% of employees expect coverage for menopause-related treatments and therapies, yet just 22% of employers offer this benefit.
• Access to menopause health professionals: While 46% of employees are asking for this, only 22% of organizations have responded with concrete offerings.
• Education and awareness at work: 42% of employees seek broader workforce education on menopause, but a mere 19% of employers provide such training.

Steps for a menopause-inclusive workplace.

Proactively implementing menopause policies and benefits can create a more inclusive and supportive culture. In industries where competition for talent is fierce, addressing stigma and providing menopause support could be a game changer, enhancing a company’s brand and attracting high-caliber candidates who value well-being initiatives.

There are five key actions organizations can take to support, retain, and attract women experiencing menopause in the workplace:

• Implement practical and meaningful workplace menopause benefits. Start by conducting a comprehensive audit and gathering employee feedback.
• Educate employees and managers about menopause and menopause stigma’s negative effect. Tap employee resource groups to combat stigma and listen to employees about what women experiencing menopause across intersecting identities need and their experiences within your company.
• Foster an inclusive and open workplace culture that normalizes conversation about menopause and reduces stigma. Train managers to engage in active listening, open communication, and empathy and equip them with an awareness and understanding of menopause, so employees can openly discuss.
• Examine retention data and exit surveys for patterns that suggest employees of menopausal age are leaving or not advancing in your organization. Use data to inform your retention strategy to keep top talent through the menopause life stage.
• Advertise menopause-supportive policies and benefits in job postings, particularly for senior leadership positions, to help attract a gender-diverse pool of applicants.

Catalyst will be rolling out additional findings from the survey throughout October, World Menopause Awareness Month. A panel of experts will explore how to build a menopause-inclusive organizational culture during a webinar on Oct. 30. The event is free and open to the public.

Methodology

Catalyst surveyed 2,892 full-time employees across Canada, the United Kingdom, the United States, Australia, France, Germany, the Netherlands and Sweden in a variety of industries. Top representation came from the business and professional services, education, finance, banking and insurance, government and military, healthcare and medical, manufacturing, and retail sectors. The sample was of mostly cisgender women with some representation of other genders. Almost half of the respondents were between the ages of 40-50 years, and the rest were between the ages of 51-79 years. Participants were asked a series of questions about their experiences with menopause at work and researchers conducted statistical analysis to understand the prevalence of these experiences.

Catalyst acknowledges and supports the full range of gender diversity and expression and recognizes that not all women experience menopause, and that transmasculine and nonbinary people may also experience menopause and deserve the support of their organization. Additionally, we recognize that even among cisgender women embodied experiences like menopause are complex, multi-faceted, and can diverge considerably.

Catalyst is a global nonprofit supported by many of the world’s most powerful CEOs and leading companies to help build workplaces that work for women. Founded in 1962, Catalyst drives change with preeminent thought leadership, actionable solutions, and a galvanized community of multinational corporations to accelerate and advance women into leadership—because progress for women is progress for everyone.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

Ted Bravakis
Canada Communications Consultant to Catalyst
tbravakis@bravacomm.com

Frances Knox
EMEA Communications Consultant to Catalyst
frances@frankly-pr.co.uk

Stephanie Wolf
US Communications Consultant to Catalyst
stephanie@stephaniewolfpr.com

The post Women Call for More Menopause Support in the Workplace in New Global Survey appeared first on Catalyst.

Toronto, September 17, 2024 — Sarah Nurse, Toronto Sceptres star forward and two-time Olympian, and Teresa Resch, President of the WNBA Toronto, will keynote a fireside chat at the 2024 Catalyst Honours Conference & Dinner on 7 October. They will discuss the unique challenges, gender disparities, and systemic barriers in athletics that have impeded equity in women’s sports. Catalyst Honours is hosted by Catalyst, the global nonprofit promoting gender equity and workplace inclusion, in Toronto and online for a global audience.

Nurse is a professional hockey player for the Canadian Women’s National Team and the Professional Women’s Hockey League Toronto Franchise, the Toronto Sceptres. She won Olympic Gold and Silver and is a three-time International Ice Hockey Federation World Champion. Off the ice, Nurse is an entrepreneur and advocate. As one of the only women of colour in a male-dominated sport, she is a leading voice on diversity and inclusion in hockey.

Resch is the inaugural President of the WNBA Toronto franchise, which will begin play in the 2026 season. She has been a leader in basketball development at the global scale for nearly 20 years. For 11 seasons she was a senior leader at the Toronto Raptors, bringing basketball to the forefront of Canadian sport.

Additional just-announced sessions and speakers for the conference include:

• Demystifying AI Bias: Empowering Canadian Workplaces With Equitable AI, featuring a conversation with leading CEOs moderated by David Morgenstern, CEO, Accenture Canada.
• Rising Innovators: Women Leading the Charge in STEM, Tech, and Trades, focusing on stories and real-life examples of the positive impacts of recruiting and developing women in male-dominated fields, especially in frontline industries, moderated by Linda Hasenfratz, CEO, Linamar.
• A Call to Action: Indigenous Reconciliation and Inclusion in the Workplace, examining the current landscape of Indigenous representation in the Canadian workforce and exploring strategies for meaningful reconciliation and inclusion in the workplace.

Catalyst will also recognize nine Canadian corporate leaders who have been named Catalyst Honours Champions for 2024. Each individual has made an immense impact accelerating progress for women by championing workplace inclusion.

Launched in Canada in 2010, Catalyst Honours recognizes exceptional role models for inclusive leadership practices. Each year, individuals are nominated by colleagues and leaders within their organizations. Final decisions are made by a selection team of Catalyst experts.

The 2024 Catalyst Honours Conference & Dinner will take place in person at the Fairmont Royal York in Toronto and online. This year’s theme, the Catalyst Effect, is a call to action to collectively commit to diversity, equity, and inclusion. Hundreds of professionals from global corporations, professional firms, governments, NGOs, and educational institutions are expected to attend the conference, sponsored by TD Bank Group, and the dinner, chaired by Canada Life.

Manulife is the 2024 Platinum Sponsor. TD Bank Group and Canada Life are Gold Sponsors. Accenture, Linamar, BMO, and Scotiabank are Silver Sponsors. Air Canada, Deloitte, Edward Jones, Element Fleet Management, Johnson and Johnson, and Shell Canada Limited are Bronze Sponsors.

Ticket packages and individual tickets are on sale now for both the Conference and Dinner events.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

The post Sarah Nurse, Canadian Hockey Star, to Keynote 2024 Catalyst Honours appeared first on Catalyst.

New York, March 21, 2024 — Frontline employers are in a race to attract and retain valuable talent. After the pandemic kickstarted a paradigm shift that has raised enduring questions about the employee experience, building respectful, supportive, and connected teams and work environments has been increasingly recognized as key for office workers. It is also critical in attracting and retaining frontline employees and one that employers must intentionally implement, according to new research released last week at the 2024 Catalyst Awards Conference and Dinner by Catalyst—a global nonprofit promoting gender equity and workplace inclusion—in partnership with Accenture.

Surveying 1,800 frontline employees working in retail, hospitality, and manufacturing in the United States, the report, Team Dynamics on the Front Line: How Managers and Organizations Impact This Overlooked Key to Retention, found that as the quality of working relationships improves, employees are two and a half times more likely to report high job satisfaction and three times more likely to report high engagement in their work. They are also less likely to want to leave their current organization and role or report burnout.

But the data indicate that the type of team building that promotes these positive dynamics is not happening enough and that companies may be overlooking the importance of team dynamics in their recruitment and retention efforts. With frontline employers in a race to attract and retain valuable talent, creating a workplace where employees want to stay and actively contribute and reducing turnover can annually save each industry $4-8 billion.

“Meeting the needs of frontline employees, including women, by building respectful and rewarding workplaces is fundamental to retaining and attracting talent that is essential to the daily operations of so many companies worldwide,” said Heather Foust-Cummings, Chief Research & Development Officer at Catalyst. “We’ve heard the calls for a better employee experience from office-based workers. Frontline employees deserve the same. Companies that intentionally foster positive team dynamics where coworkers are able to trust, support, and uplift one another will attract and retain the employees they need.”

To help create these positive work environments, managers must make decisions that are fair and unbiased, respond to employee needs, and be open to their feedback. Likewise, organizations must implement fair and impartial processes for pay, benefits, bonuses, and other rewards; ensure decision-making systems are consistent and transparent; recognize employee contributions and value their well-being; and promote organization-wide conditions that allow employees to constructively speak up about problems, concerns, or challenges.

Frontline employees, regardless of gender, want to work for organizations that foster positive team dynamics. Yet Catalyst found a gender gap between how women and men experience some of the factors that contribute to strong working relationships.

Adding to scholarship on women in frontline roles, an often-understudied group, the report found that women in retail, hospitality, and manufacturing perceive organizations’ rewards (such as pay, benefits, bonuses, and verbal appreciation) and decision-making systems to be less fair compared to men in the same industries. They also see managers as less open to employee feedback and less fair and unbiased in their decision making.

Women are the majority of employees in frontline roles in hospitality, a substantial share of frontline employees in the retail industry, and a target recruitment demographic for the manufacturing sector. For these industries that continue to see labor shortages and high burnout and attrition rates among the frontline workforce, attracting and retaining women in frontline roles is essential.

To help frontline women reap the benefits of positive team dynamics, managers and organizations must ensure they close fairness gaps, including different treatment in terms of growth opportunities, workload, or scheduling. Managers should check assumptions and potential biases. Organizations should, among other key actions, audit hiring, development, and compensation processes to eliminate bias and systemic inequities, and conduct pay equity reviews to ensure everyone is paid equally in the same roles.

This report is the second from Catalyst’s Frontline Employees Initiative, which seeks to understand the unique workplace challenges faced by women in frontline jobs and provide research and tools to shed light on their specific experiences and needs. The Frontline Employees Initiative is a new pillar of work in Catalyst’s more than 60-year history creating workplaces that work for women, driving equity at all levels. Building on findings in the first report in this initiative, Team Dynamics on the Front Line demonstrates the impact of team dynamics, manager behaviors, and organizational conditions in creating an engaging and satisfying work experience for frontline employees.

The report was completed in partnership with Accenture, a leading global professional services company that provides consulting, technology, and managed services solutions to help clients build their digital core, optimize their operations, accelerate revenue growth, and enhance citizen services.

Methodology

Catalyst recruited 1,800 frontline employees in the United States via online panel services for this survey. Participants were employed in the hospitality, manufacturing, or retail industries, were required to be physically present at their work location, and routinely interacted with coworkers. Respondents viewed one of two possible job descriptions and then indicated their perceptions about the job and the organization. They were also asked a series of questions about their experiences in their current jobs. Through statistical analysis methods, we investigated the impact of participants’ relationships with their coworkers on workplace outcomes and the role of managerial and organizational factors in driving the development of coworker relationships.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

Stephanie Wolf
US Communications Consultant to Catalyst
stephanie@stephaniewolfpr.com

The post Companies Need to Invest in Strong Workplace Relationships and Rewarding Work Environments to Attract and Retain Frontline Employees. New Report Shows How. (Media Release) appeared first on Catalyst.

“Jennifer’s career has been dedicated to challenging and changing the status quo for women in the workplace, a professional expertise and personal passion that mirrors Catalyst’s mission,” said Julie Sweet, Accenture CEO and Catalyst Board Chair. “With the aptitude, insight, and track record of success expanding the impact of mission-driven organizations, Jennifer will help bring Catalyst to new heights.”

“It is an honor to join Catalyst at this pivotal moment for gender equity,” McCollum said. “I have long admired the organization’s mission and impact, and I look forward to playing a critical role in the next chapter, alongside the committed Catalyst staff, Board, and Supporters.”

McCollum most recently served as the CEO of Linkage, Inc., a SHRM company dedicated to advancing women that is consistently ranked as a top-20 global leadership development firm. Prior to Linkage, McCollum spent a decade growing businesses within Corporate Executive Board (CEB), now Gartner, and Korn Ferry. At CEB, she led product management within the leadership division, driving innovative solutions that helped organizations select, develop and place leaders at all levels. She also ran CEB’s Leadership Academies business, which developed more than 30,000 professionals in 2,100 companies throughout 50 countries.

A nationally recognized speaker, consultant, coach, and author, McCollum is a thought leader with timely and relevant expertise on closing the gender equity gap, the effectiveness of inclusive leaders, and how to demystify inclusion for leaders and organizations. Her book, In Her Own Voice: A Woman’s Rise to CEO, became an Amazon best seller upon its release in 2023.

McCollum is Catalyst’s sixth CEO in its 62-year history and succeeds Lorraine Hariton, who will retire from the organization.

“Lorraine has made a tremendous impact on Catalyst during her five and a half years of leadership and has lived Catalyst’s commitment to advancing women each day,” said Sweet. “We wish her the very best as she retires from the organization, having helped build an even stronger foundation at Catalyst.”

The post Catalyst Names Jennifer McCollum Next President & CEO appeared first on Catalyst.

New York, Feb. 13, 2024—Employees around the world say having a diverse, equitable, and inclusive workplace is important to them and that they want their leaders to be vocal about the steps they’re taking to get there.

A new survey of 6,800 employees in 11 countries reveals that 93% call for organizations to candidly detail to their teams how they are creating more equitable workplaces. The survey also shows that the way leaders and organizations talk about their diversity efforts has a direct impact on employees.

Conducted by Catalyst, a global nonprofit promoting gender equity and workplace inclusion, the survey also finds that three-quarters (76%) of employees agree that organizations should be actively engaged in efforts to create a diverse and equitable workplace. The findings are detailed in a newly published report, How to Talk About Diversity With Employees to Achieve Your Company’s Objectives.

“In this polarizing moment when efforts to build equitable workplaces are under attack, it’s significant that employees want to see proactive steps from leadership, along with clear communication regarding the actions being taken to create a diverse workplace where all employees can belong, contribute, and succeed,” said Emily Shaffer, PhD, a senior director of research at Catalyst and lead author of the report. “Workplace inclusion is not a game with winners and losers; it’s a universal win, fueling creativity, elevating performance, and creating workplaces where all talent can thrive.”

The Catalyst survey also looks at how organizations make the case for an equitable workplace. It finds the vast majority (76%) discuss both the business case, meaning how it affects the bottom line, together with what is sometimes called the fairness case, explaining why these efforts are the right thing to do.

Importantly, the survey shows that when the right thing to do is emphasized over the business’s bottom line, employees are more likely to see their organizations as meritocratic and fair, to experience inclusion, and to intend to stay at their organizations.

The report also provides practical suggestions on how organizations can clearly discuss their diversity, equity, and inclusion practices with their employees.

“These first steps are simple but significant,” stated Shaffer. “Organizations should start by making sure their diversity, equity, and inclusion practices align with their culture and core values; by examining if their messaging to employees clearly reflects why they’re engaging in DEI practices; and by understanding their audiences. Going back to the basics allows companies to demonstrate their commitment in a way that resonates with employees, leaders, and stakeholders.”

Catalyst is a global nonprofit supported by many of the world’s most powerful CEOs and leading companies to help build workplaces that work for women. Founded in 1962, Catalyst drives change with preeminent thought leadership, actionable solutions, and a galvanized community of multinational corporations to accelerate and advance women into leadership—because progress for women is progress for everyone.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

Ted Bravakis
Canada Communications Consultant to Catalyst
tbravakis@bravacomm.com

Frances Knox
EMEA Communications Consultant to Catalyst
frances@frankly-pr.co.uk

Stephanie Wolf
US Communications Consultant to Catalyst
stephanie@stephaniewolfpr.com

The post Employees Globally Call For More Diverse And Equitable Workplaces (Media Release) appeared first on Catalyst.

According to a newly released report, This CEO Community Is Keeping and Advancing Their Best Talent. Are You?, 93% of Champion companies have conducted a pay equity review within the last three years, up from 82% in last year’s survey. A pay equity review is a critical tool to address the gender pay gap, and 71% of Champion companies are adjusting pay based on the results. In contrast, only 58% of US companies voluntarily conduct pay equity reviews. Additionally, 57% of Champion companies are publicly sharing the results of their pay equity reviews. While some countries have implemented legislation requiring pay transparency or mandatory reporting, the report explains that some Champion companies are even applying pay equity reviews in countries without such requirements.

“In light of the persistent gender pay gap, which hovers at 12% internationally, addressing pay equity is crucial for organizations committed to gender equity,” said Lorraine Hariton, President & CEO of Catalyst. “To manage it, we must first measure it. Catalyst CEO Champions For Change companies are setting the bar by both assessing their gender pay gaps through reviews and taking action to address them at rates higher than we’ve ever seen. Just a few years ago, pay equity audits were not happening, and they certainly weren’t common practice. This is game-changing progress that can create a new normal for companies and set high expectations for everyone from employees to the public. Despite and amid difficult headwinds, Champion companies demonstrate their steadfast commitment to transparency, gender equity, and closing the pay gap.”

Champion companies continue to lead the advancement of women into senior leadership. Women occupy 30% of executive positions at Champion companies compared to 24% among their global peers. They also hold 37% of board seats versus 30% among the Fortune 500. These numbers represent “critical mass,” the point at which women in the C-suite and on boards of directors is considered a norm and not an exception.

For the first time, Champion companies are reporting on retention data across gender, race/ethnicity, industries, and geographies. As attracting and retaining talent remains one of the biggest concerns globally for CEOs, this baseline will contribute to an understanding of retention trends in future reports.

Since global data collection began in 2018, this group has continually outperformed their global peers in the representation of women across the leadership pipeline and on boards of directors.

Catalyst is a global nonprofit supported by many of the world’s most powerful CEOs and leading companies to help build workplaces that work for women. Founded in 1962, Catalyst drives change with preeminent thought leadership, actionable solutions, and a galvanized community of multinational corporations to accelerate and advance women into leadership—because progress for women is progress for everyone.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

Stephanie Wolf
US Communications Consultant to Catalyst
stephanie@stephaniewolfpr.com

The post On Pay Equity, Transparency, and Advancing Women Into Leadership, Catalyst CEO Champions For Change Companies Outperform Global Peers appeared first on Catalyst.

Since 1987, the Catalyst Award has recognized 110 initiatives at 98 organizations from around the world. Catalyst Award Winners lead a community of forward-thinking organizations that are developing new and innovative ways to advance talent and strengthen their organizations through gender equity.

“Leading on gender equity has become core to what it means to be an impactful company and workplace,” said Lorraine Hariton, President & CEO of Catalyst. “These Catalyst Award-winning initiatives are not only normalizing gender equity and advancing women as imperatives in the workplace but are getting meaningful results. Sephora and Zoetis have shown us the positive impact for employees, for business, and for communities when workplaces are respectful and rewarding for women and for everyone.”

The 2024 Catalyst Awards Conference & Dinner—the premier gender equity conference and awards event—will take place in person at the New York Hilton Midtown in New York City and online. This year’s theme, the Catalyst Effect, celebrates the collective impact of individuals committed to diversity, equity, and inclusion—who together can create massive change.

Ticket packages and individual tickets are on sale now for both the Conference and Dinner events.

Hundreds of executives from top global corporations, professional firms, governments, nonprofits and nongovernmental organizations, and educational institutions are expected to attend the 2024 Catalyst Awards Conference, as well as the Dinner chaired by KPMG LLP. Target is the 2024 Presenting Sponsor. Accenture is a Platinum Sponsor, Chevron and Pfizer are Gold Sponsors, and Dow is a Silver Sponsor.

Sephora and Zoetis will receive the Catalyst Award for:

Sephora
Sephora DE&I Heart Journey

After Sephora debuted its 2019 manifesto, “We Belong to Something Beautiful,” the company launched its first comprehensive DE&I strategy, Sephora DE&I Heart Journey, in 2020. This work focuses on three pillars: the company’s employees, its consumers, and the communities it serves. It develops both employees and future employees through scholarships, training, and mentorship programs; builds DE&I goals into performance indicators; and prioritizes its offerings from brands owned by Black people, Indigenous people, and other people of color.

Sephora’s DE&I team, a part of the HR business area, leads the direction of the initiative. George-Axelle Broussillon Matschinga, VP, Diversity, Equity, & Inclusion, heads the team and works directly with Sephora leadership to align and inform their ongoing strategies. Eleven DE&I Task Forces execute the strategy, each of which supports one aspect of the initiative. Sephora’s ERGs, called INCommunities, provide feedback to leadership and across the organization to share ideas and spur new initiatives.

Highlights of Sephora’s initiative:

• Sephora Scholarship, an annual six-month-long program launched in 2021, provides participants from underrepresented races and ethnicities with tuition for cosmetology and esthetician school, a paid internship at Sephora, firsthand industry experience, mentorship, and access to open roles following graduation. To date, 217 scholars (75% people of color) have participated in the program.
• All Abilities Hiring is a nine-week structured training program within distribution centers that includes five days in the classroom and eight weeks on the job. After the training, graduates receive an offer to join Sephora. As a result of the program, the company hired 317 participants with disabilities. The program’s goal is to expand so that 30% of all distribution center employees are people with disabilities, up from 10% to date.
• Sephora Talent Incubator Program is a six-month development program focused on underrepresented talent with three areas of focus: 1) group coaching; 2) mentorship by leaders based on competencies; and 3) culturally oriented individual coaching. Since the program’s launch in 2021, 200 mentees and 110 mentors have participated and 50% of the mentees were promoted to next-level roles.
• The Accelerate program is Sephora’s long-standing brand incubator program, which shifted priorities to focus exclusively on Black, Indigenous, and other people of color beauty founders in 2021.
• DE&I accountability is built into Key Performance Indicators. Every employee at Sephora, from the C-Suite to the front line, is held accountable to four goals per year. One of these goals must be a DE&I-related goal.

Since the launch of the initiative, the representation of women of color has increased across every band at the organization:

• Band 1 (VPs and above): from 20% to 33% (13 percentage points)
• Band 2 (Manager and Director): from 30% to 39% (9 percentage points)
• Band 3 (Individual Contributors): from 53% to 60% (7 percentage points)

These gains were most pronounced for Latine and Black women via increased hires and promotions.

“Sephora is humbled and honored to accept the 2024 Catalyst Award,” said Artemis Patrick, President of Sephora North America. “Diversity, equity, and inclusion have been core to Sephora’s brand ethos and when we started our DE&I Heart Journey, we knew change wasn’t going to happen overnight, but we are committed to celebrating and inspiring our diverse community and making Sephora a representative beauty destination for all.”

Zoetis
Awareness & Action Drive Impact: The Zoetis Diversity, Equity, and Inclusion Journey

Zoetis launched its Awareness & Action Drive Impact initiative in January 2020, when Kristin Peck became CEO. During her first month as chief executive, she worked to position diversity, equity, and inclusion as one of five strategic priorities for the organization. To support this positioning, Zoetis created the role of Chief Talent, Diversity, Equity, and Inclusion (TDE&I) Officer as well as a team dedicated to TDE&I, which has expanded from an initial staff of three to thirteen. The TDE&I Center of Excellence, whose entire purpose is talent and DEI, is the primary entity providing oversight.

Zoetis’ senior leadership team has driven and modeled this initiative from the top. In addition, the company created systems that institutionalize diversity, equity, and inclusion in business processes, embedding it in every corner of the business and ensuring that it is powered by colleagues at all levels. Diversity, equity, and inclusion progress is given the same weight as other business objectives, and a focus on equity is built into expectations around leadership skills.

Highlights of Zoetis’ initiative include:

• Global culture, regional customization: Zoetis’ core values serve as guiding principles for fostering a sense of belonging and taking new opportunities across the globe. At the same time, the company makes specific efforts to address the unique needs of different regions.
• Frontline employee inclusion: Women are found everywhere across Zoetis’ two primary frontline functions of manufacturing and sales, including in key leadership roles. Career ladders and paths are available to all frontline colleagues. Everyone has access to an individualized development plan, support, and an understanding of how to advance, as well as opportunities to work on different projects or roles.
• Colleague Resource Groups (CRGs) play a tremendous role in helping leadership understand the obstacles that different groups face; promoting allyship; generating ideas for solutions, sharing them with executive sponsors, and executing on them; and much more.
• Talent processes, both external-facing and internal-facing, have a powerful impact on representation and inclusion at Zoetis. External-facing processes share what it’s like to work in animal health and increase the pool of underrepresented talent. Internal-facing processes include strong, intentional succession planning that regularly plans for two–three roles ahead and provides access to sponsors, mentors, and leadership growth opportunities.

As a result of the initiative, women’s global representation from 2020–2023 increased at the target level of Band 1 from 47% to 50% (3 percentage points) and in Band 2 from 44% to 49% (5 percentage points). On the Board of Directors, women’s overall representation increased from 36% to 42% (6 percentage points), and the representation of women from marginalized racial and ethnic groups increased from 9% to 17% (8 percentage points).

“At Zoetis, our belief that colleagues make the difference guides our diversity, equity, and inclusion journey to ensure that inclusion, awareness, and action across our global community are at the heart of our business,” said Kristin Peck, Chief Executive Officer of Zoetis. “By focusing on education, talent programs, and partnerships, we have raised the representation of women from the C-suite to the shop floor—and we will keep building a welcoming workplace and animal health industry where our colleagues, and those who care for animals, can thrive.”

Registration is now open for the event on 12 March 2024.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

Stephanie Wolf
US Communications Consultant to Catalyst
stephanie@stephaniewolfpr.com

The post Sephora and Zoetis Recognized by Catalyst for Improving Gender Representation and Advancing Women (Media Release) appeared first on Catalyst.

New York, ​​​​November 2, 2023— A new report from Catalyst—a global nonprofit promoting gender equity and workplace inclusion—reveals that women in the United States working in frontline roles need more respectful and rewarding workplace experiences that value their life circumstances, health, well-being, and talent.

The report Women on the Front Line: Enabling Them to Thrive, Stay, and Perform analyzed interviews with women in frontline roles and direct managers in retail, manufacturing, and hospitality (including accommodation and food service) to understand workplace experiences for this vital but often overlooked segment of the U.S. workforce. It uncovered an imbalance between the needs of women in these roles and the facilities, policies, and systems their employers provide.

Through interviews and a diary study, the report reveals that women in frontline roles and their managers feel:

• Frontline women’s physical needs, safety, and well-being are often unacknowledged or ignored.
• Rigid scheduling policies and practices often overlook or ignore the needs of women, who are disproportionately responsible for caregiving.
• Advancement pathways are not always clear or accessible.
• Direct managers need to be allowed to make team-level decisions guided by empathy.

Amid labor shortages and high burnout and attrition rates in the frontline workforce, companies must invest in the physical well-being of women, employee-centered scheduling practices, clear growth and advancement opportunities, and empathic frontline management to create environments that attract and retain frontline women.

The research identified four key steps companies must take to create respectful and rewarding workplaces that engage, support, and retain women at the front line:

• Invest in physical well-being. Women’s bodily safety, physical needs, well-being, and autonomy should be centered. Organizations must design or refresh facilities and policies to accommodate women.
• Adopt employee-centered scheduling practices. Companies must remove sources of instability, unpredictability, and rigidity from scheduling systems to account for women’s lives outside work.
• Create and clarify growth opportunities. Companies must clearly communicate well-structured opportunities for growth and advancement designed to meet women’s needs.
• Enable managers to lead empathically. Company leaders should enable managers of frontline employees to create positive environments so that employees feel valued, supported, and connected.

“Women in frontline roles are essential to the daily operations of many of the world’s largest companies,” said Lorraine Hariton, president and CEO of Catalyst. “They were also disproportionately impacted by the pandemic and still feel its effects. Companies have told us that attracting and retaining women in the frontline workforce is a priority. And women’s voices, well-being, and contributions must be central to these efforts. Building respectful and rewarding workplaces of all kinds is at the core of this report and Catalyst’s broadened focus on women in frontline roles.”

Jill Standish, senior managing director and global retail lead at Accenture, said, “Fostering a culture of equality and diversity—where everyone feels their safety is a priority, that they are seen and heard, and that they can learn and advance—is not only the responsibility of every organization today, but also a powerful multiplier of innovation and growth. It is critical that organizations across retail, hospitality, and manufacturing reimagine how women in frontline roles experience their work. The good news is that a wide range of digital technologies can contribute to advancing more flexible and meaningful workplaces—everything from providing employees with wellness exercises and healthy eating guidance that promote well-being to enabling remote scheduling of shifts for more desirable work patterns—helping these essential women build more rewarding careers.”

This report is the first from Catalyst’s Frontline Employees Initiative, which seeks to understand the unique workplace challenges faced by women in frontline jobs and provide research and tools to shed light on their specific experiences and needs. The Frontline Employees Initiative is a new pillar of work in Catalyst’s more than 60-year history creating workplaces that work for women, driving equity at all levels. In this report, we engaged in interviews and a diary study with women whose perspectives on a range of workplace issues are often not included in workplace research directed at senior leaders.

“I would feel much happier in my position if I felt like my input was valued or my work/life balance was much more balanced,” stated a woman frontline manager in the manufacturing industry in a diary entry.

In tandem with the report, Catalyst is releasing tools that companies can use to address high burnout and turnover rates, low engagement, and productivity among women at the front line. These tools were created with input from companies and the people who will use them to support corporate executives and frontline managers as they seek to have conversations with and understand the needs of frontline women and help them succeed on their own terms.

The report was completed in partnership with Accenture, a leading global professional services company that provides consulting, technology, and managed services solutions to help clients build their digital core, optimize their operations, accelerate revenue growth, and enhance citizen services.

Methodology

Catalyst recruited 72 frontline employees and frontline managers working in the United States across the manufacturing, accommodations and food services, and retail industries for interviews and a diary study to understand the experiences and needs of women in frontline roles—a group that rarely has been the focus of studies of frontline employees. The analysis of the coded data set produced an in-depth understanding of frontline employee and frontline manager workplace experiences; highlighted the challenges and difficulties, the positive and rewarding experiences; and revealed participants’ views on what measures and actions could be taken to improve workplace experiences.

Catalyst is a global nonprofit supported by many of the world’s most powerful CEOs and leading companies to help build workplaces that work for women. Founded in 1962, Catalyst drives change with preeminent thought leadership, actionable solutions, and a galvanized community of multinational corporations to accelerate and advance women into leadership—because progress for women is progress for everyone.

Contacts

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

Stephanie Wolf
US Communications Consultant
Catalyst
stephanie@stephaniewolfpr.com

The post First-hand Accounts From Frontline Women Reveal Their Workplace Needs Are Not Being Met (Media Release) appeared first on Catalyst.

• A new Catalyst study across six countries finds that 66% of employees from marginalized racial and ethnic groups experience racism at work.

• This report analyzes the insidious ways racism shows up in the workplace, and what organizations can do.

New York, October 18, 2023 — As companies worldwide face opposition to their diversity, equity, and inclusion efforts, two-thirds (66%) of employees from marginalized racial and ethnic groups in Australia, Canada, New Zealand, South Africa, the United Kingdom, and the United States have experienced racism at work during their career, according to a new global report from Catalyst. Half (52%) have experienced racism in their current job.

The report, How Racism Shows Up at Work and the Antiracist Actions Your Organization Can Take, surveyed more than 5,000 employees from marginalized racial and ethnic groups and reveals the pervasive and insidious ways racism exists in the workplace. The most common expressions of racism are workplace harassment (48%)—such as racist jokes, slurs, and other derogatory comments—and employment and professional inequities (32%), where respondents experienced pay gaps, were passed over for promotion, or were assigned more or less work than their colleagues based on race.

“Our findings show that racism in the workplace is deeply embedded, often flying under the radar in the form of offhand comments or other exclusionary behaviors,” said Lorraine Hariton, president and CEO of Catalyst. “It’s imperative that leaders at every level of an organization act to combat racism and build antiracist workplaces, address racist and discriminatory incidents, and create environments of physical and psychological safety that enable employees to report racist experiences.”

Participants also report experiencing racism in the form of racial stereotypes and degrading commentary about their bodies or cultures. Stereotypes include assumptions about a person’s intelligence, cleanliness, or language abilities, as well as blame for Covid-19. Women (51%) and men (50%) experienced racism in the workplace to the same degree. Trans and nonbinary employees experienced more racism than others (69%).

Who Perpetuates Racism in the Workplace?

Respondents most often named leaders (41%) as the instigators of racism, but co-workers (36%) and customers/clients (23%) also engage in racist acts. Women and men are equally likely to initiate acts of racism; however, trans and nonbinary people were never cited in the survey responses as the instigators of racist acts.

Four out of five acts of racism are initiated by White people, and one out of five are instigated by another non-White person.

Whiteness Is the Norm at Work

Studies show that Whiteness is at the center of work contexts. It is used as a lens through which employees, organizational policies, and business strategies are judged, assessed, and valued. This can result in, for example, dress codes that don’t work for natural Black hair or performance assessment criteria that value White modes of leadership over others.

“When Whiteness is the default at work, people from marginalized racial and ethnic groups are pressured to conform to White standards of leadership, presentation, and self-expression,” said Joy Ohm, Vice President, Knowledge Architect and Writer. “Our research shows that racism is a lever that leaders, colleagues, and customers pull to apply this pressure and maintain the status quo.”

How Organizations Can Take Action

Catalyst offers actionable solutions for leaders to make systemic changes to their organizations: leaders must commit to addressing racism and recognizing how Whiteness is centered in work contexts. Organizations need to enact policies that eliminate racial workplace inequities, such as implementing systems to end bias from hiring, development, and promotion processes and training managers to notice and act when employees experience racism from teammates, customers, or managers. Key steps also include fostering a climate of mutual respect in the workplace, instituting codes of conduct for clients and customers, and understanding emotional tax.

About the World of Voices Series
This study is part of Catalyst’s World of Voices research series, which aims to amplify the voices of employees from marginalized racial, ethnic, and cultural groups; provide global business leaders with data-driven, intersectional insights; and help organizations not only drive positive change but also illuminate a path forward for equity and inclusion.

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About Catalyst

Catalyst is a global nonprofit supported by many of the world’s most powerful CEOs and leading companies to help build workplaces that work for women. Founded in 1962, Catalyst drives change with preeminent thought leadership, actionable solutions, and a galvanized community of multinational corporations to accelerate and advance women into leadership—because progress for women is progress for everyone.

Contact

Mariana Vanin
Director, Global Communications
Catalyst
mvanin@catalyst.org

The post Most Employees From Marginalized Racial and Ethnic Groups Have Experienced Racism in the Workplace (Media Release) appeared first on Catalyst.