From Equal Opportunities To Diversity

1. From Equal Opportunities To Diversity Proposal for a Diversity Policy at CERN Doris Chromek-Burckhart - Equal Opportunities Officer Tim Smith – Chair of the Equal Opportunities Advisory Panel

2. Proposal for a Diversity Policy at CERN Equal Opportunities at CERN Review of Equal Opportunities: on-going Towards a Diversity policy at CERN How to achieve change What is needed to move forward 4/27/2012 From Equal Opportunities to Diversity - D. Chromek Burckhart & T. Smith - EOAP 2

3. Equal Opportunities at CERN Present tasks of the Equal Opportunities Advisory Panel Advise staff and management on all Equal Opportunities matters Conduct mediation and harassment investigations Monitor and report to Management New composition of the team since 2009 New Equal Opportunities Officer (EOO) New Chair of the Equal Opportunities Advisory Panel (EOAP) Two additional EOAP team members (8) In 2009 Additional task to review the CERN Equal Opportunities concept and its implementation and propose any necessary revisions 4/27/2012 From Equal Opportunities to Diversity - D. Chromek Burckhart & T. Smith - EOAP 3

4. Review of Equal Opportunities on-going (1/2) Continued misinterpretation of the term 'Equal Opportunities‘ Perceived as being purely gender related by the majority of staff (80% m / 20% f) Rules and Regulations The EO concept is contained in CERN's Rules and Regulations Improvements are required for the composition of boards Lack of support for EO activities No formal recognition of the work done by EOAP panel members and the EOO No budget for EO No specific training for EOAP members Already changed for 2009

5. Review of Equal Opportunities on-going (2/2) Other issues Few women in hierarchical posts in the technical sectors, glass ceiling The common practice to indirectly reward overtime work has a negative effect on personnel Discrimination due to age where staff in non hierarchical positions Users EO needs are not sufficiently integrated into the EO program Need for an integrated model at CERN for conflict resolution at the work place Documentation is mostly not gender free Visual interfaces should better adapt to people with inabilities and reflect diversity

6. Towards a Diversity Policy at CERN Equal opportunities treats everyone as if they are the same, ensuring fairness. Diversity management embraces differences between people and celebrates the multitude of perspectives that this brings. It is based upon the idea of merit, whether that be qualification or skills making people the best person for the work rather than their membership of a certain group. However it often requires a culture change within an organisation to ensure that direct and indirect discrimination does not continue to take place. “The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as age, sex, background, race, disability, personality and work style. It is founded on the premiss that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational (company) goals are met.” (Kandola & Fullerton, 1998) Diversity policy is not an excuse for freely accepting certain eccentricities of individuals Equal opportunities treats everyone as if they are the same, ensuring fairness. Diversity management embraces differences between people and celebrates the multitude of perspectives that this brings. It is based upon the idea of merit, whether that be qualification or skills making people the best person for the work rather than their membership of a certain group. However it often requires a culture change within an organisation to ensure that direct and indirect discrimination does not continue to take place. “The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as age, sex, background, race, disability, personality and work style. It is founded on the premiss that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational (company) goals are met.” (Kandola & Fullerton, 1998) Diversity policy is not an excuse for freely accepting certain eccentricities of individuals

7. Towards a Diversity Policy at CERN Equal opportunities treats everyone as if they are the same, ensuring fairness. Diversity management embraces differences between people and celebrates the multitude of perspectives that this brings. It is based upon the idea of merit, whether that be qualification or skills making people the best person for the work rather than their membership of a certain group. However it often requires a culture change within an organisation to ensure that direct and indirect discrimination does not continue to take place. “The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as age, sex, background, race, disability, personality and work style. It is founded on the premiss that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational (company) goals are met.” (Kandola & Fullerton, 1998) Diversity policy is not an excuse for freely accepting certain eccentricities of individuals Equal opportunities treats everyone as if they are the same, ensuring fairness. Diversity management embraces differences between people and celebrates the multitude of perspectives that this brings. It is based upon the idea of merit, whether that be qualification or skills making people the best person for the work rather than their membership of a certain group. However it often requires a culture change within an organisation to ensure that direct and indirect discrimination does not continue to take place. “The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as age, sex, background, race, disability, personality and work style. It is founded on the premiss that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational (company) goals are met.” (Kandola & Fullerton, 1998) Diversity policy is not an excuse for freely accepting certain eccentricities of individuals

8. Towards a Diversity Policy at CERN Diversity Equal Opportunities plus: the recognition and valuing of the varied perspectives and approaches that members of different identity groups bring to the workplace  and drawing the benefits from its diversity Diversity Policy at CERN promote actively diversity as an asset seek for adopting the value of diversity by everyone Diversity Management Equal opportunities treats everyone as if they are the same, ensuring fairness. Diversity management embraces differences between people and celebrates the multitude of perspectives that this brings. It is based upon the idea of merit, whether that be qualification or skills making people the best person for the work rather than their membership of a certain group. However it often requires a culture change within an organisation to ensure that direct and indirect discrimination does not continue to take place. “The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as age, sex, background, race, disability, personality and work style. It is founded on the premiss that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational (company) goals are met.” (Kandola & Fullerton, 1998) Diversity policy is not an excuse for freely accepting certain eccentricities of individuals Equal opportunities treats everyone as if they are the same, ensuring fairness. Diversity management embraces differences between people and celebrates the multitude of perspectives that this brings. It is based upon the idea of merit, whether that be qualification or skills making people the best person for the work rather than their membership of a certain group. However it often requires a culture change within an organisation to ensure that direct and indirect discrimination does not continue to take place. “The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as age, sex, background, race, disability, personality and work style. It is founded on the premiss that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are being fully utilised and in which organisational (company) goals are met.” (Kandola & Fullerton, 1998) Diversity policy is not an excuse for freely accepting certain eccentricities of individuals

9. Integrating a Diversity Policy at CERN 4/27/2012 9 From Equal Opportunities to Diversity - D. Chromek Burckhart & T. Smith - EOAP

10. Diversity Policy at CERN 4/27/2012 10 From Equal Opportunities to Diversity - D. Chromek Burckhart & T. Smith - EOAP

11. The Way Forward (1/3)

12. The Way Forward (2/3)

13. Future steps for the tasks of advice, conflict resolution and procedures: with other parties involved promote emphasis on prevention Code of Conduct -> responsibility of all personnel Competency Framework -> for recognitions and liability ( staff and hierarchy) Awareness program to hierarchy and staff to favor communication early develop an integrated model at CERN for conflict resolution in the work place including the functionality of an ombudsperson ensure training in conflict resolution and mediation review the investigation procedure on harassment and its regulations (AC32) consider the help of an external investigator for complex cases 4/27/2012 From Equal Opportunities to Diversity - D. Chromek Burckhart & T. Smith - EOAP 13

14. Conclusions Proposal to the DG for CERN to adopt a Diversity Policy and to commit to Diversity Management Consciousness about Diversity should become an intrinsic attribute of everyone working on the CERN site A more detailed concept will be elaborated this year, being established by the EOO&EOAP in close collaboration with and with commitment from the parties involved

15. Backup slides

16. Message from the Director-General CERN is an Equal Opportunities employer. Our Equal Opportunities policy is founded on four main pillars: in recruitment and career development, the Organization will not discriminate against any applicant or employee on the grounds of sex, ethnic origin, disability, sexual orientation, religion, nationality or age; respect and dignity for all in the workplace; support for working parents; work-life balance. We must all strive together to foster a working environment where respect for the individual is paramount and difference is considered an asset. We must see to it that these principles apply to all categories of personnel working on the CERN site. The Equal Opportunities Officer (EOO) and the Equal Opportunities Advisory Panel (EOAP) will continue to advise both Management and Personnel and monitor every aspect of our Equal Opportunities policy, checking it is applied consistently across the whole Organization. I am fully committed to promoting Equal Opportunities at CERN. Rolf Heuer

17. Issues brought to the attention of the EOAP 4/27/2012 From Equal Opportunities to Diversity - D. Chromek Burckhart & T. Smith - EOAP 17