Beginning in 2004, Dow Corning began to proactively increase flexibility within the work environment in order to support and retain employees. The executive leadership designated global no-meeting weeks that enable employees to focus on deliverables and outstanding work, as well as take vacations without the pressure of participating in meetings. Flexible work arrangements facilitate the support and development of women leaders. By supporting work-life effectiveness initiatives, Dow Corning helps employees reach their full potential and gains a competitive advantage in the marketplace.
An excerpt of this practice was published in 2008 in Making Change—Beyond Flexibility: Work-Life Effectiveness as an Organizational Tool for High Performance.