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Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
Saluti di apertura
Carlo Antonio Pescetti, Consigliere delegato
Fondazione Sodalitas
Fondazione Sodalitas, 2017
Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
Fondazione Sodalitas, 2016
PROGRAMMA
La Piattaforma Europea delle Diversity Charters
Sylvie Savignac, Charte de la Diversité
Il valore della diversità. Come ripensare il modello di
integrazione degli immigrati
Laura Zanfrini, Università Cattolica e Fondazione ISMU
L’integrazione dei cittadini stranieri in azienda e gli strumenti
offerti dal progetto Work4Integration
Luca Burinato e Elena Zucchetti di Soleterre
Esempi innovativi e pratiche aziendali
Il caso francese: gestire la diversità religiosa
Casi aziendali: Costa Crociere, Arka Services, Pirelli
Fondazione Sodalitas, 2017
Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
Fondazione Sodalitas, 2016
La Carta Pari Opportunità e l’Uguaglianza sul Lavoro è una dichiarazione di intenti,
sottoscritta volontariamente da imprese di tutte le dimensioni, per la diffusione di una
cultura aziendale e di politiche delle risorse umane inclusive, libere da discriminazioni e
pregiudizi, capaci di valorizzare i talenti in tutta la loro diversità.
Si comprendono tutte le forme di discriminazione sul luogo di lavoro - genere, età,
disabilità, etnia, fede religiosa, orientamento sessuale.
Lanciata in Italia nel 2009, sulla scia delle iniziative francese e tedesca, Fondazione
Sodalitas coordina la segreteria organizzativa della Carta.
Aderiscono circa 700 organizzazioni (imprese, cooperative, pubbliche amministrazioni).
Fornisce con il suo decalogo un insieme organico di azioni concrete per guidare nella sua
applicazione le organizzazioni firmatarie.
Fondazione Sodalitas, 2017
Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
La Piattaforma Europea delle Diversity
Charters
Sylvie Savignac, Segretario Generale
Charte de la Diversité
Fondazione Sodalitas, 2017
The diversity charters
A. The French Diversity Charter
B. The European Platform
http://charte-diversite.comhttp://ec.europa.eu/justice/discrimination/diversity/charters/index_en.htm
The French Diversity Charter
Created in 2004 by Claude Bébéar, the French DiversityCharter is a text that companies sign, committing to:
– Train leaders and coworkers
– Respect and promote the non-discrimination principle
– Try and reflet the French society in all its diversity
– Communicate on the topic to all their collaborators
– Make « diversity » become a topic with Trade Unions
– Include diversity in annual reports
The French Diversity Charter
Show yourcommitment
Improve the company’s image
Optimize humanresources
Increase the companies’ economic
performance
Be in conformitywith the law
The French Diversity Charter
• As of 2017, over 3,600 companies have signed the Charter!
• Around 80% of them are SMEs
• Every other year, the French Diversity Charter :
– creates the « Bilan Diversité », a national survey sent out to signatory companies to evaluate the diversity within their company
– Organize the “Tour de France” de la diversité
The European Commission has contracted with CSR Europe & IMS/les Entreprises pour la Cité to promote
Diversity Management at the workplace across the 28-EU member states
(age, disability, gender, race or ethnicorigin, religion or sexual orientation)
Timeline: June 2014- June 2017
The EU Platform
The European ProjectProject Objectives
Strengthen the existing EU
Platform
Promote the Business Case of
Diversity
Strengthen the Diversity Movement
in all 28 EU Member States
Project activities
Strengthen the existing EU
platform2 physical meetings between diversity charters per year (exchange of practices, legal information from the EC)
Project activities
Strengthen the existing EU
platform2 physical meetings between diversity charters per year (exchange of practices, legal information from the EC)
Communication tools
Project activities
Strengthen the existing EU
platform2 physical meetings between diversity charters per year (exchange of practices, legal information from the EC)
Communication tools
Grants for small-scale projects: study visit in Paris with Czech Republic and Poland (March 2017); meeting in Milan (May 2017)
Project activities
Strengthen the existing EU
platform2 physical meetings between diversity charters per year (exchange of practices, legal information from the EC)
Communication tools
Grants for small-scale projects: study visit in Paris with Czech Republic and Poland (March 2017); meeting in Milan (May 2017)
Development of tools and guides
Project activities
Promote the Business case of
DiversityOrganization of a high level event each year
2014: Paris (France).
10th birthday of the french charter
(the role of different stakeholders in promoting diversity)
2015: Luxembourg (Luxembourg).
(the role of public sector)
2016: Dublin (Ireland).
"Selling Diversity in a World of Diversion"
Results: Today: 17 charters, almost
10,000 signatories 7 charters in progress, 4 very
advanced: Romania, Croatia, Slovenia and Lithuania
Resources produced A list of stakeholders able to
launch a Charter A practical guide on how to
launch and implement a Diversity Charter
A dedicated training and regular follow-up
Enlargement of the platform
Background information
• Total population: 65.2 million
• 4 million people are foreigners
• According to the same census, immigrants represent around 5.7 million people
• This category includes: people born abroadwho acquired the French citizenship + foreigners who do not have the citizenship
Source: 2012 census,
INSEE
Background information
• Unemployment rate: around 10% (INSEE)
• Employment rate: around 62% (OECD)
• People aged 15-24 suffer from unemploymentthe most
• 14% of jobs are part-time jobs
Sources: INSEE, OECD
Background information
Situation about discrimination
• Work is the most quoted place of discrimination
• Unemployed people feel the most discriminated
• Most quoted criteria: age and gender
• Origin and religion are also important factors
• An intersectional approach
Source : baromètre 2017 Défenseur
des droits (equality body)
Facts and figures
64% of companies have faceddemands from employeesrelated to religious beliefs
IMS-2017
38% of SMEs that have signed the diversity Charter attached importance to the criterion of
religion in their diversity approach
Bilan diversité 2015
Only 5% of companies have quoted “religious diversity” as their
focus.
IMS-2017
92% of companies under 300 employees have dealt easily to
very easily with situations related to religious beliefs
IMS-2017
40% of requests from employees are on days off and
35% on food, 18% on the wearing of religious signs
45% of companies expressed a need for information and
clarification on the exact meaning of law
IMS 2017
What do the french and european law and the courts say ?
• “Laïcité” and neutrality are not to be applied to private company
(baby loup case)
• Freedom of conscience and freedom of religion are fundamental
rights (art 9 of the convention on human rights) and thus the
company is not allowed to decide that a demand of an employee
is valid or not from a religious point of view
• The freedom to practice and display religion can be restricted at
work under certain conditions (hygiene, safety and interference
with the proper functioning of the company) CA Versailles
23/11/2006 on a technician who refused to remove her veil.
• Recent decision of Court of Justice of the EU (March 2017) : a
company can forbid someone to wear a religious sign if it is
explicitly specified in the company’s general rules that
employees must not display their political, religious,
philosophical beliefs.
Which recommendations to ourmembers/signatories ?
• Integrate the subject in a broader diversity policy
• Ensure a uniformity of practices, emphasize the company's
position on the management of religious diversity
• Remain pragmatic and do not enter personal, moral,
emotional or theological considerations
• Do not accept deviant behavior on behalf of respect for
religious beliefs
• Focus on the respect of everyone and "living together" under
the rules of the company
• Open dialogue with employees on these issues so to find
acceptable solutions for both parties
• Do not "lock up" collaborators in stereotypes and rigid
principles
Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
Il valore della diversità. Come ripensare il
modello di integrazione degli immigrati
Laura Zanfrini, Docente
Università Cattolica del Sacro Cuore e
Fondazione ISMU
Fondazione Sodalitas, 2017
Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
L’integrazione dei cittadini stranieri in azienda e gli strumenti
offerti dal progetto Work4Integration
Luca Burinato e Elena Zucchetti, Soleterre
Fondazione Sodalitas, 2017
Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
Fondazione Sodalitas, 2016
PROGRAMMA
Esempi innovativi e pratiche aziendali
Il caso francese: gestire la diversità religiosa
Sylvie Savignac, Charte de la Diversité
Casi aziendali:
Stephane Codeluppi, Diversity Manager
Costa Crociere
Marco Ballauri, Chief Human Resources Officer
Arka Services
Francesca Martucci, CSR Specialist
Pirelli
Fondazione Sodalitas, 2017
Cases commonly encountered: days off
Cases
• Requests for days off
• Several requests for days off in the same team
• Requests for days of leave in a public company
Answers
• To be treated as any other application regardless of the ground
• Criterias based on equity...
Cases commonly encountered: food and religious signs
Cases• Applications of halal
meals or cacher• Providing his own meal at
the company restaurant• Religious symbols in a
public company • Wearing of religious signs
in the food sector • No religious signs during
the recruitment interview and wearing them when at work
Answers• Offer variety and vegetarian
menus, • Hygiene rules• avoid a separation by
'communities' • contrary to the principle of
neutrality (case CPAM) • possible refusal for hygiene or
security • work clothes prevails • distinguish public and private, • dialogue with the person
Cases commonly encountered: prayers
Cases
• Practice of prayer in the workplace
• Difficult working Conditions and ramadan
• Multiplication of employees attending a place used secretly for pray
Answers• No obligation for the
employer to grant the time or place,
• remind the imperatives of preservation of health and safety
• to avoid, encourage employees to use a place outdoors before and after work
Cases commonly encountered: punishable behaviours
Cases
• Feeling of discrimination on the part of atheists and Christians for days of absence (public sector)
• refusal to shake the hand of women creating a feeling of discrimination
• provocative behavior during the minute of silence following the attacks
Answers
• Explain that absence is not automatically accepted but conditioned by the imperatives of service
• argued the respect for equality between women and men, dialogue
• punishment or dismissal
Next steps
The jurisprudence is rich and always evolving.Thus, our companies expect from us to be at thecutting edge of the law evolution and be able toadvise them when they have specific questions orcases.
Our role is to temper the often passionate debateson this topic and offer solutions to practical casesmanagers face.
Fondazione Sodalitas, 2014 www.sodalitas.it
Integrare la multiculturalità in azienda
Fondazione Sodalitas, 2017
Rispetto al 2013 più aziende dichiarano di indirizzare le propriepolitiche verso vari
temi di diversity:
1° gender
2° age
3° disabilità
Politiche di diversityrivolte a gruppi a rischio
discriminazione:
- minoranze etniche(24% vs 10% nel 2013)
- minoranze religiose(17% vs 2% nel 2013)
40% delle aziende ha ricevuto richieste da parte dei dipendenti
collegate ad un’abitudine
culturale/religiosa
14% prassi aziendaliconsolidate
25% policy aziendalidefinite
61% soluzioni ad hoc
80% richieste relative all’orario di lavoro
49% abitudinialimentari
40% permessi o congedi per festività
20% simboli religiosi
20% luoghi di preghiera
30% condivisione buonepratiche
16% guida pratica allagestione della diversity
16% Formazione e sensibilizzazione dei
dipendenti
Survey (2017): Gestire la diversità in azienda
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