Olíudreifing is a male-dominated workplace. Over the years, the vast majority of employees have been men, although there has been a specific emphasis on increasing the number of women for many years. Annually, the employee list is reviewed and the distribution of employees by gender is calculated – both overall and within each individual area of work. The proportion of employees of foreign origin is also calculated. Since there is a significant gender imbalance in nearly all areas of work, except in the office, this is used as a guideline in recruitment and efforts are made to correct the gender imbalance. If equally qualified individuals apply for an advertised position, preference should be given to the gender that is underrepresented.

The areas or groups that need examination are:

• Heads of departments.
• Department, station, and project managers.
• Craftsmen.
• Drivers.
• Office staff.
• Other employees.

In job advertisements from Olíudreifing, it is stated that the advertised position is suitable for both women and men, in line with gender equality laws. It is not permissible to advertise a job indicating a preference for one gender over the other. However, there is an exception: if Olíudreifing aims to promote a more equal gender distribution among employees in certain jobs, it is both desirable and permissible to specifically encourage one gender to apply for the respective position. It must then be stated in the advertisement that the objective is to balance the gender ratio.

The laws stipulate pay equality, ensuring that genders receive the same terms for equally valuable and comparable work. Companies like Olíudreifing are obligated to obtain formal equal pay certification. The work and scrutiny that take place within the company during the certification process are very beneficial and provide a clear view of the payroll and benefits of employees, including by gender. Olíudreifing emphasizes equal opportunities for all employees in job training, continuous education, and retraining. For example, genders should have the same opportunities for promotions, job changes, and work environments.

Annually, it's necessary to review the distribution of all elements that can be classified as benefits, with the aim of ensuring that employees are not discriminated against based on gender. Benefits refer to things like access to workstations or equipment for personal use, computer connections at employees’ homes, bonus payments, mobile phones, laptops, or anything else that can be classified as benefits and additional income.

All employees of Olíudreifing must understand that gender-based violence, gender-based harassment, and sexual harassment are absolutely not tolerated. This includes, for example, sexual behavior that is unfair or offensive and unwelcome to the recipient. Harassment or violence specifically targeted at one gender is not to be endured by employees, and sexual harassment can manifest in many forms, such as in words or gestures. Sexual harassment affects the self-esteem of the victim(s) and continues despite it being clearly stated that the behavior is unwelcome.

Managers must ensure that employees are not subjected to harassment or violence, among other things, by sending clear messages that such behavior will not be tolerated and will be addressed. Managers are responsible for ensuring that sexual harassment, gender-based violence, or gender-based harassment does not occur within Olíudreifing. If such cases arise, they are handled in a specific manner. Managers utilize the assistance of professionals and offer both the victim and the perpetrator access to external support.

When dividing employees into workgroups, it should be a guiding principle that the composition of the groups reflects the gender distribution of the staff. This division should also be kept in mind when electing or appointing to positions on behalf of Olíudreifing. As mentioned in the introduction, the gender distribution within the company is very uneven. This is partly due to the nature of the business, where most jobs are classified as traditional male roles, and also because fewer women currently have the education to perform these roles. Therefore, it will take time to achieve gender balance in workgroups or committees that Olíudreifing is part of.

In regular attitude surveys, all results should be analyzed by gender if possible. However, due to the small number of women working in most areas of the company, it is not always possible to segregate the responses by gender. Here, employee interviews and various other surveys conducted by Olíudreifing related to internal assessment within the company can be utilized.

Areas that are particularly examined include:

• General terms and conditions
• Attitudes towards the job
• Workload - flexible working hours
• Access to managers
• Responsibility in the job
• Access to support or guidance
• Facilities - work environment, is it suitable for both genders?
• Other.

All work at Olíudreifing needs to consider the best possible balance between family life and the employment of staff. On the general labor market, much emphasis is placed on the flexibility of employees' working hours, and it is seen as an advantage if part of the job can be done from home. However, most jobs within Olíudreifing are subject to constraints that make this challenging, yet it is important to be aware of flexibility in the workplace. In the spirit of equality laws, managers should strive to make necessary arrangements so that employees, both men and women, can best harmonize their work duties with family responsibilities. In line with this balancing act, it is worthwhile to specifically review and record employee absences from work due to family responsibilities and to check if there is a proportional difference in the absences of the genders.

The CEO bears the ultimate responsibility for the Gender Equality Plan of Olíudreifing ehf. However, they can delegate specific employees to assist in drafting and implementing the plan. The Gender Equality Plan can be viewed as a declaration of intent by Olíudreifing in matters of gender equality. The CEO needs to sign the plan along with one employee and ensure its implementation. The CEO then presents the plan to the company's board.