The International Labour Organization (ILO) delivered training on gender equality at KARSAN to achieve gender equality and increase women’s employment at enterprises in September and October 2019, Turkey’s local producer of commercial vans.

Training delivered to 1,000 blue- and white-collar employees, with men in majority

The implementation of “ILO Gender Equality Model for Enterprises” started under the cooperation protocol signed in July 2019 between ILO and KARSAN to promote gender equality and increase women’s employment at KARSAN.

An Enterprise Improvement Team, consisting of women and men of equal numbers from the management and production levels of the enterprise, was established to effectively implement the model. The team received comprehensive training on improving gender equality in various aspects of life including work, and prepared the initial action plan for activities at enterprise in the next year.

The Action Plan covers steps of improvement on such matters as voice equality, inclusive employment, equal pay for work of equal value, violence-free work climate and work-life harmony to achieve gender equality and increase women’s employment at KARSAN.

Aspiring for permanent and sustainable gender equality at KARSAN

A programme of “Training of Trainers” was delivered to volunteer KARSAN employees on promoting gender equality and preventing violence and harassment at work to ensure permanent implementation of gender equality in KARSAN’s corporate policies and practices.

The third phase included delivery of gender equality training to approximately 1,000 blue- and white-collar employees, with men in majority, to raise awareness on gender equality across the company and employees. KARSAN trainers assumed active roles in delivering these highly interactive and lively trainings with a view to reaching all employees. All participants had joyful hours as they shared views on gender roles.

Trainings raise awareness on gender roles in daily and work life

Interviews with KARSAN employees after training revealed that the training created awareness and changes of perception in KARSAN’s employees on their perceptions of gender roles both on their daily lives and at work.

While some employees expressed their wish to see gender equality as part of corporate policies, others noted that such training should be increased in frequency and families should be provided similar trainings.

Some employees on the other hand indicated that the impact of training reflected on their habits of gender division of work at home; they became aware of issues about which they had never questioned to date; and they questioned themselves.

An employee, for instance, said he started to ask her wife “how can I help?” instead of “is the dinner ready?” upon returning from work and commented that through such training, inclusion of women at the production line dominated by men would have positive impact both on themselves and enterprise.