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A tool for regulatory transparency

This case study delves into the balanced gender representation on company boards policy in Istanbul, Turkey, emphasizing the importance of regulatory transparency. It discusses the policy objectives, instruments, impact assessment, and enforcement methods employed to achieve gender equality. The transition period, implementation challenges, and monitoring mechanisms are also examined, highlighting the significance of stakeholders' involvement in achieving successful policy outcomes.

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A tool for regulatory transparency

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  1. Case: Balanced gender representation on company boards Regional Capacity-Building Seminar on RIA Istanbul, Turkey, November 20th 2007 Sjur Eigil Dahl A tool for regulatory transparency

  2. The Case – Balanced gender representation on company boards Prepared over a long time Involves a number of Ministries Policy objective assessed in various stages Policy instruments analyzed

  3. Defining the problem • General aspects: • Gender equality • Democracy • Company boards are too homogeneous • Necessity to make use of all human resources • Imperfect utilization of expertise in the market • Diversity stimulate competitiveness

  4. Company incentives Socially aware Right image Competitive advantage

  5. Government areas Equality rights Industrial economics Socio-economic benefits Company law

  6. Assessing proportionality Scope – which companies Transition Alternatives Policy instrument

  7. Transparency Policy outline Impact assessment Public hearing Policy meetings with business representatives Public arrangement concerning private sector

  8. Policy objective in 2003 Private sector Applies to Public limited companies, PLC Expecting voluntary compliance Transitional period Implementation put off for private sector Public owned companies Applies from start 2004

  9. Simplification

  10. Enforcement • No new mechanisms • Using Company legislation rules regarding composition of the board • Requirements enforced through the normal control routines • Register of Business Enterprises will refused to register a company board not complying • Non-compliance to requirement may be dissolved

  11. Monitoring up to 2005 • Press release in July every year • Names of non-compliant PLC made public

  12. Policy objective 2005 • Implementation necessary • New RIA • Transition period started January 1st 2006

  13. Monitoring up to 2007

  14. Taking stock • All PLC must comply by 2008 • By October 2007 140 PLC do not fulfil the requirements • By November 2007 79 PLC do not fulfil the requirements • Minister: “Companies not complying in 2008 will be dissolved” • Incentives in PLC’s are less strong than assumed

  15. Developing new method • Two stage assessment • Investigating incentives • Finding strata of stakeholders • Picking at random a small number businesses • Interviewing • Analysing results • Confirm results • Survey in same strata • Survey in larger population

  16. Workshops with Government officials Offering workshop, containing: Explaining the elements of the method Participant prepare an investigation plan Examining the project plan together Outcome Governments official get kick start Early intervention

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