ENGAGING MEN IN GENDER BALANCE A BUSINESS IMPERATIVE

ENGAGING MEN IN GENDER BALANCE A BUSINESS IMPERATIVE! PWN Geneva-Lausanne Launch March 29 th, 2017 Robert Baker PWN Global – VP Engaging Men Senior Partner, Mercer

ENGAGING MEN WHY IT MATTERS! 170 80% 25%

BUT GETTING MEN ENGAGED IS DIFFICULT! Peer pressure Socialisation, unconscious bias Sharing feelings? Fear of making mistakes Lack of role models No burning platform Low awareness, relevance, interest Impact of targets / quotas Don’t know what to do Backlash at focus on women? Page 4 17/09/2020

MIDDLE-MANAGERS – A CHALLENGE! Execs / Senior Managers Younger Generation Middle-Managers strong belief (84%) 39% active supporters strongest belief (88%) but least active (11%) less convinced (71%) 82% passive supporters or resisters Expected to walk the talk? Have high hopes but little influence? A potentially blocking factor? Page 5 Source: Marc Timmerman, Axiom, 2016 17/09/2020

ENGAGING MIDDLE-MANAGERS SO WHAT DOES IT TAKE? 1 Understand the Business Value 2 Make the Emotional Connection 3 Follow Male Leaders 4 Know What to Do Page 6 17/09/2020

BUSINESS VALUE OF GENDER BALANCE Leadership Customers Page 7 Talent Performance 17/09/2020

WOMEN BRING UNIQUE SKILLS TO LEADERSHIP % Orgs Selecting for Female Managers % Orgs Selecting for Male Managers 60% 50% 40% 30% 20% 10% 0% ) L e ers EQ nc P& ( h e t i g o ce er in n v ag ag ex cre ap is en ith xp ag lvi eg n n / / c r d g i e s n o a a n i w n l a l g a l il -s g m m e g/ ed of y/ tio al m nte l sk em em kin rat rm cin th ilit i va l n a t r c a l o n d b o b S o e i c o f a i e t x en ea ni In tw Inn Pro flu rat ion Fle Br eri ch ive t n e I s p e Ne o p x u T l O E m E Inc rt pe ise ki gs lls ity il tab ing at oti nt e em ing n isio nt e em ty vi ati ing ak k-t Source: When Women Thrive , Mercer

BUT WOMEN UNDER REPRESENTED AT THE TOP! THE AVERAGE EUROPEAN ORGANIZATION HIRES Executives F: 11% M: 6% Senior Managers F: 8% M: 5% Managers F: 8% M: 8% Professionals F: 9% M: 9% Support Staff F: 13% M: 14% FEMALE 21% 24% 32% 40% 51% EXITS F: 10% M: 8% 79% F: 7% M: 8% 76% F: 8% M: 8% 68% F: 9% M: 9% 60% 49% F: 14% MERCER SURVEY OUTCOMES: EUROPE ILM MAP Page 9 17/09/2020

THE EMOTIONAL CONNECTION

FOLLOW MALE LEADERS “By tapping into the full potential of men and women, Sodexo is stronger, more innovative, and better at serving its 75 million consumers worldwide. ” Michel Landel CEO Sodexo “Unilever works to remain a “gender-balanced” company that provides equal opportunities to women. If you invest in women, then you often get a higher return. ” Paul Polman CEO Unilever “My mission is to support our efforts in making Rockwell Automation an attractive place for women to work. ” Thomas Donato President EMEA Rockwell Automation

MIDDLE MANAGERS – BEST PRACTICES Page 12 17/09/2020 Source: Linchpin - Dr Elisabeth Keelan, Cranfield University

CHAMPIONING GENDER INITIATIVES Page 13 17/09/2020 Source: Linchpin - Dr Elisabeth Keelan, Cranfield University

WHAT WE NEED MIDDLE-MANAGERS TO DO Address their own biases Set an example: • Work flexibly • Take paternity leave etc Page 14 Sponsor female talent Demonstrate support 17/09/2020

CONVINCING MIDDLE-MANAGERS Executive Sponsorship Promote business value and personal development Publicise the data and targets Focus agenda on business issues Listening” sessions offer safe environment Training programmes on bias and empathy Reverse Mentoring Gender neutral branding – open to all Page 15 Highlight role models 17/09/2020 15

GENDER BALANCE PROGRESS 2027? 0 50%

ENGAGING MEN IN GENDER BALANCE A BUSINESS IMPERATIVE WHAT WILL YOU DO? THANK YOU!