Women in Transit Leadership MTM Ride Rights National

Women in Transit Leadership

MTM & Ride Right’s National Footprint MTM § Established in 1995 § Contracts in 26 states & DC § 8 million calls & 16 million trips annually Ride Right § Established in 2009 § Vehicles in 12 states § 1. 2 million trips per year

Women in Transportation Total US Workforce 47. 0% Transportation Workforce 53. 0% 23. 5% 76. 5% Women Transportation Leadership 21. 1% MTM/Ride Right Leadership 0. 0% Men 78. 9% 60. 0% 20. 0% 40. 0% 60. 0% 80. 0% 100. 0%

Women Leaders at MTM & Ride Right § Woman-owned § Female President & CEO § Employees succeed, grow with us & are promoted from within § Set pay scales prevent wage gap • Third party vendor ensures market-competitive pay based on size, geographic scope & industry influence

Barriers for Women in Transportation Male-dominated work environment Female talent ready to embrace leadership roles Lack of succession & career planning Insufficient training & development programs Lack of communication & information on open leadership positions § Insufficient female mentoring for management roles § § §

Building Gender Equality 1 Recruiting 2 Training & Development 3 Retention

Recruiting § Promote internal training § Market leadership development programs § Ensure equal pay for males & females in similar roles & with similar responsibilities

Training & Development § Mentor & sponsor potential female leaders • Active, enthusiastic mentors • Nurture women from bottom up • Identify opportunities for strong female candidates • Supervisors & Managers look for potential leadership

Our Training & Development Tools § § § § Mentorship Program Emerging Leaders Program Leadership Development Program AAIM Young Professionals sponsorship Train the trainer Brown bag lunch training Sensitivity & diversity training

Retention § Attract & retain qualified leaders • Create work/life balance • Promote flexibility • Offer telecommuting opportunities § Higher pay scale for lower level employees to promote long-term retention

Retention Best Practices § Appealing benefits: • • Relatable culture Commitment to family time Work from home flexibility EAP assistance “Mommy rooms” Health & wellness programs Bonus program encourages accountability

Obtaining Organizational Buy-In § Prepare by strengthening organizational culture § Top-down diversity training • Training at every level § Message balance & consistency § Enforce that implementing & investing in an effective leadership program is an important component of creating successful female leaders

Measuring Effectiveness § Quarterly employee surveys § Assess needs based off staff feedback § Track promotion & salary trends • How many females have been promoted? • Are salaries attracting & retaining qualified females? • Are females & males being equally compensated for similar work?

Questions & Contact Questions? Contact Alaina Macia amacia@mtm-inc. net