ERGs for Women

DBP Research Report

Women at Microsoft - W@M - conducts multiple events throughout the year to connect women on our campus to each other and the broader community and to help develop professional skills. For example, W@M brought the Dale Carnegie Skills for Success program to the Microsoft campuses last year. The program used interactive exercises designed to help employee participants achieve their professional goals.The Women Leaders of Abbott is an ERG made up of mentoring circles of 10-15 people at the health care company. Members meet with an executive leader for six to 12 months to learn P&L responsibilities, how to manage work/life balance and how to lead teams.Hyatt has a Women@hyatt ERG that focuses on the development of women leaders. Colleagues of all levels are able to come together to mentor, flourish and guide the local members in their careers. Women@hyatt also hosts wellness, networking, life balance and community involvement events.Estee Lauder’s Women's Leadership Network supports, encourages, and engages women across the company to reach their full potential to emerge as true leaders both personally and professionally.Women Empowered @ Kaiser Permanente (WE@KP) Inspiring and empowering KP employees to actively develop professionally and personally through workforce, community programs and resources with a focus on the unique aspects of women.

Examples of ERGs for Women

Essilor Women’s Network (EWN) has had a significant impact on workforce, workplace, business and community.Pipeline Acceleration: The BRG provides numerous opportunities for leadership skill building, including opportunities for members to participate on or lead EWN committees and initiatives. EWN regularly advocates for female candidates to be on the short list of finalists for key positions and included in professional development and training opportunities. The BRG established a mentoring program focused on cultivating leadership skills and competencies, expanding personal contacts, supporting professional development, and providing stretch assignments and other career development opportunities. The group hosts monthly lunch and learns, quarterly educational sessions focused on preparing women for leadership roles, as well as leveraging external development and networking opportunities for its members.Industry Influence: EWN has high visibility and impact at the company’s annual sales conference which brings together thousands of customers, partners and employees. The BRG partners with senior leaders to secure funding for the luncheon, time on the agenda during the conference, and space in the exhibit hall. Members of the BRG are active participants in the Optical Women’s Network (OWA), a non-profit organization committed to promoting the professional development of women in the optical industry. One of EWN’s executive sponsors is the current president of OWA. As a result of her leadership, EWN sponsors regional professional development events in partnership with OWA. The BRG also participates in Vision Expo, an industry-wide external conference held twice a year - once on the east coast, once on the west. •

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Essilor Women Have Business Impact

As women rise up the ranks at Ernst & Young, the company provides education, mentoring, sponsorship, and networking opportunities geared toward their professional needs. The multinational professional services firm, with more than 250,000 employees worldwide, touts that the number of women in top executive management positions has increased by more than 20 percent due to its focused efforts. They include EY’s Professional Women’s Network, Inclusiveness Leadership Program, and Career Watch committee.The Professional Women’s Network hosts networking events and offers exposure to senior management. The Inclusiveness Leadership Program pairs high-performing partners and principals with an executive coach. Career Watch focuses on pipeline development.Making sure female employees receive candid performance feedback and career advice has been a focal point of the Career Watch committees, which comprise local leadership. When it’s time for reviews and promotions, EY wants senior management “asking the same kinds of questions and applying the same kind of criteria to all candidates to avoid eliminating people because of one preconceived notion or another,” explains Kerrie MacPherson, a leading partner in EY’s Financial Services Practice and executive sponsor of the EY Entrepreneurial Winning Women program.“We have learned that absent of this [practice], unconscious biases have a tendency to come into play,” says MacPherson. “One of the things we started talking about that is helpful is whether the attributes that we think are necessary for a particular role or opportunity are really preferences or are requirements.”

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EY’s Professional Women’s Network

Women of AT&T (WOA). Founded in 1972, WOA is AT&T’s largest ERG with over 25,000 members (women and men) in 40 chapters across the U.S. The ERG develops and leads community service initiatives and a range of professional development opportunities targeting the advancement of women. The ERG’s accomplishments in 2017 include:• 1,500 backpacks filled with essentials were donated to more than 40 organizations around the country to

benefit human trafficking victims• Hosted webinars with more than 9,000 participants focused on interviewing, resume writing, and

technology innovation• Conducted the ‘Leadership via Innovation’ series with up to 1,500 employees per session• Held leadership development conferences open to internal and external participants with one million social

media impressions on Twitter #SHIFTBeyond• Participated in AT&T’s ‘All Home Safe’ community engagement initiative aimed at shifting communities from

tolerance to understanding• Awarded more than $171,000 in scholarships• Launched the award-winning Cultivating Lifelong Learners program, which helped more than 10,000

employees navigate through ‘skill up’ opportunities

AT&T: CSR Global Impact

Methodology Dell Practices to Advance Women

Dell Women’s Entrepreneur Network (DWEN)Dell is committed to accelerating the increasingly powerful role that women play in driving global economic growth. Through DWEN, Dell is connecting female entrepreneurs across the globe with networks, sources of capital, knowledge and technology – giving them the power to do more. The Dell Women’s Entrepreneur Network summit brings together 200 of the most inspiring female entrepreneurs, international media and Dell executives for two days of collaboration, thought leadership and networking. The event has grown into a thriving international network with hundreds of women business owners who connect throughout the year to share their knowledge and support their peers in accelerating business growth.

The next chapter of DWEN will kick off in Utrecht, The Netherlands.

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Situation

• The PWN wanted to increase opportunities for members to

• Build business acumen skills• Build networks• Promote internal mobility

Action: PWN Consulting Initiatives

• Focus on solving existing, real business problems sourced from different leaders and areas

• All projects are reviewed and selected by the PWN• Typical scope is 15-18 weeks, 5-7 hours per

week• Two PWN committee members assigned

as engagement leaders• Teams of six PWN members are selected

as consultants • Consultants present their findings and

recommendations

State Street’s Professional Women’s Network

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Results

• The initiatives have generated approximately US $1.7M of savings

• 26 Consulting Initiatives completed across 10 business areas

• Implementation of tangible business solutions and results

• More than 156 members have built or enhanced skills

• In 2018, expanded to include externally-focused initiatives in collaboration with the Boston Women’s Workforce Council

Reflections

• Lessons Learned:• Quality over quantity

• One consulting round per year

• Finalize scope before soliciting consultants

• Getting Started:• Start with a trusted, engaged executive

• Understand what is feasible

• Gauge potential consultant’s availability

State Street’s Professional Women’s Network

Gender equality is an economic and social imperative at PwC, which has a network of firms in 157 countries with more than 208,000 people. In the United States, 48 percent of PwC’s 39,000 employees are women. Initiatives to help recruit, retain, develop, and advance women into leadership positions include Women’s Networking Circles, Women Upfront, and Breakthrough Leadership program.Aspire to Lead, part of PwC’s Women’s Leadership Series, targets university students and professionals. It features an annual global video webcast with top female executives and runs leadership skills-building workshops year-round. Women’s Networking Circles arrange regular meetings for small groups of employees to discuss career advancement using forums and educational materials, including videos from Facebook COO Sheryl Sandberg’s LeanIn.org.PwC monitors its progress in terms of processes and human capital practices designed to identify women who are high potential and to ensure they have effectual coaching and sponsorship. “We think sponsorship is so important for our women,” says Mike Dillon, PwC’s chief diversity and inclusion officer and a member of the LGBT Partner Advisory Board.Take, for instance, Breakthrough Leadership, an intensive two-day leadership development experience for high-potential women and their partner sponsors. The women, with their sponsors, explore ways to enhance their skills, negotiate work and family responsibilities, and gain greater visibility or exposure, says Jennifer Allyn, diversity strategy leader. US Chairman and Senior Partner Tim Ryan leads PwC’s diversity efforts and encourages men to join the women’s movement for parity. PwC is an IMPACT partner with the United Nations effort around HeForShe, an initiative that aims to mobilize 1 billion males in support of gender equality.

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PwC’s Networks for Women

Sodexo Focuses on Gender Parity

Sodexo’s top leadership has put policies in place to help the company achieve optimal gender balance throughout its management ranks and in leadership positions. The company’s CEO has committed to reach global representation of 40 percent women in senior leadership by 2025, and linked 10 percent of annual incentives for the executive population to help achieve thisgoal. Additionally, Sodexo has set a target that all employees work for gender-balanced management teams by 2025, up from today, where 59 percent of employees work within entities with gender-balanced management.The company’s global gender advisory board, SoTogether, has been a driving force behind the company’s efforts to achieve gender balance by advancing women at all levels of the organization. Established in 2009, the advisory board has 26 active members, 10 alumni and 5 associates from 20 nationalities. SoTogether members are senior executives in Sodexo, representing different business segments and global regions. Because of their executive standing in the company, advisory board members are able to influence and impact behavior, policies, and practices that lead to gender balance. Recognizing that involving men was key to achieving change, both women and men are represented on the advisory board. This supports key findings in the Gender Balance Study that found when men and women work together, results are better. SoTogether brings the company’s ten global gender networks under one umbrella, and unites them around a common mission to provide development opportunities to increase the pipeline of female talent, including mentoring, sponsorship and internally-based leadership development programs.

To carry out its’ mission, SoTogether has established five overarching objectives:• Reach 40 percent women among senior leaders by 2025• Increase the number of women in the talent pipeline• Increase the gender balance in management teams• Increase the number of women in operations• Foster a culture of inclusion

Sodexo’s CEO has committed to reach global representation of 40% women in senior leadership by 2025, and linked 10% of annualincentives for the executive population to help achieve this goal. Additionally, Sodexo has set a target that all employees work for gender-balanced management teams by 2025, up from today, where 59% of employees work within entities with gender-balanced management.Internal data showed that the share of women in their workforce dropped sharply after entry level, which reduced the number of women in the company’s leadership pipeline. To build accountability for increasing gender representation, Sodexo created a scorecard to measure progress and hold managers accountable.Managers can earn up to 600 points for achieving numeric benchmarks for attaining hiring, promoting, and retaining women and underrepresented groups. The scorecard doesn’t just measure numeric progress. An additional 400 points measure D&I actions that managers engage in that improve Sodexo’s culture and demonstrate inclusive leadership. For instance, a manager can earn points for setting up bias and inclusion training for their team, by mentoring or sponsoring women or people of color, or by getting involved as a sponsor of the company’s ERG for women.Sodexo monitors outcomes closely, and refines the scorecard as needed. For example, the initial scorecard only awarded points for meeting quantitative representation benchmarks. However, feedback suggested that Sodexo would see more widespread buy-in and less resistance if managers were also rewarded for changing their behavior, changing their processes, and being more inclusive.Based on the feedback, Sodexo established additional metrics to capture and reward inclusive actions taken by managers. Sodexo leadership believes this expanded focus has helped the company meet its numeric goals faster, as well as made the company’s culture more inclusive.The scorecard is driving real results. Over the past five years, women’s representation has increased by 10% on average at entry and manager levels, more than 20% at the SVP level, and has doubled in the company’s C-suite.

Sodexo’s Diversity Scorecard