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Foreword By the time you're navigating through this W Certified Company™ 2020 Report, an estimated 2.5 million women in the United States were furlough or had to leave their jobs due to Covid-19 related situations. And when we say "leave", it was basically due to family obligations. Let's put it in perspective: 52% of the female colleagues who participated in W Certified Companies™ have children under 18. 55% of all the women who answered the survey said that Covid hurt their work-family commitments. Imagine having "a 7-year-old and an eight-month-old baby in the house, and no schools open yet. Now picture yourself teaching, tendering to the baby, and attending endless virtual meetings, around the clock all at the same time". The reality of many surveyed women. I don't know about you, but I am exhausted just by the thought of it. Those numbers should set the alarm off. Why? Because 50% of the workforce in the United States is female and 85% of purchasing decisions at home are made by female consumers. The equation is simple. When female talent suffers, so do female consumers and companies' bottom line as well. So business people who want to save their companies must become business leaders by listening to their female talent's needs to retain them. The main challenge leaders will face, as you will read in the 2020 report, is that they MUST embrace FLEXIBILITY.

Flexibility is nothing new for W Certified Companies™. For the past two years, we've helped clients go from a clock-in / clock-out mentality to a results-oriented focus. For some, giving up control by not working with their team face-to-face will require a new mindset and new communication skills to inspire desired actions and results. That is why in the cover the rubber band ball gets the center stage Innovation as a concept or an idea that will lead to economic growth was born in the 1900s. And now is time to look at it, from your female talent's perspective, to be productive and help you grow with their commitment and focus. If we allow Covid to take our female talent back to the '50s, when women's roles were to take care of the family, not only will they lose, but your company and countries will feel the adverse effects as well. My invitation for you: read, share and act. You have the power to transform your company and your female talent's lives as well. Join us in the transformative journey, from success to significance.

Frances Rios CEO Women Who Lead, LLC

“We go out of our way and break rules to attract and retain clients, and we twist and change the guidelines for the sake of calling our companies innovative. It’s smart to do the same to attract and retain the best female talent with impact on the bottom line... Flexibility will be crucial” - Frances Rios

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Table of Contents

The Situation - Women and Covid

From Rigidity to Flexibility

Are Family Commitments Holding Them Back?

Women’s Innate Strenght

What Working Women Want

Transforming Aspiration into Evolution

Safety Engenders Commitment

Communication in Times of Crisis

Making the Case to Combat Sexual Harassment

The W Certified Company’s numbers are not just adequate; they’re extraordinary!

Compensation and Social responsibility… could get a little help.

From Success to Significance

Trust: Manpower's North Star for Business Success

Class of 2020 - TOP 5

Results Speak For Themselves When It Comes To Merck’s Inclusive Focus

Class of 2020

January 2021

2020 Key Findings

Designed & Printed by

It's All About Results

Signature Development Programs

Official auditing firm of W Certified Company™ results.

Copyright notice. All content, in particular data, statements and photographs, are protected by copyright. Except where explicitly stated otherwise, the copyright holder is Women Who Lead, LLC or the respective organization to which the interviewed person belongs.

The Situation

Women And Covid As the world endures this pandemic, creating one of the most turbulent and consequential periods in our history, millions of workers were suddenly thrust into a virtual setting, where the line between work and home has blurred. Living rooms are now boardrooms, and words like “visibility” and “flexibility“ have acquired new meanings. With or without the Covid vaccine the business world changed forever; going back to the old normal won’t be a reality. This year, marked by physical isolation, we first took on the task of examining what women think about being part of your organization during COVID-19. We found it critical to give you a real road map to proceed during this atypical-new business style and environment.

First, this study’s results shine a light on the new reality of remote work, one of the most sudden workforce environment changes in human history. Second, we delve into aspirations and expectations in terms of benefits and their impact on their lives. Third, we cover the safeguard of integrity within the work environment. Last, we analyze two essential points where we have seen a passive movement, and moving the needle to the right is more important than ever.

“Flexibility will differentiate business people from business leaders.” -Frances Rios

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From Rigidity To Flexibility Two years ago, at Women Who Lead, LLC, we anticipated the female talent wanting Flex Time and Flex Place. At the time, many thought it was a ludicrous idea and that we were out of our minds, that it was impossible to leave behind the old days of clocking in and out from the Industrial Revolution age. Then in March 2020, authorities announced a total lockdown as COVID-19 was rapidly spreading through the population. Workers grabbed their computers, put files in boxes, and went home, giving way to the most extensive global experiment on remote work ever conducted. Living rooms became boardrooms while dining tables turned into desks. Internet connectivity changed into an essential link with the outside world where family members often competed for bandwidth. As the initial shock and fear of a global pandemic quickly turned into a new reality, workers’ capacity to adapt within a remote corporate structure and home confinement suddenly presented significant challenges. Caught off guard, corporations, even those with robust crisis plans, had not contemplated this surreal scenario. Managers scrambled to keep production going as they struggled to re-establish a level of cohesion as scattered employees coped with adapting to their cocoons. Zoom meetings became the new staff meeting rooms. Employees with limited digital capabilities (mostly Boomers) had to rely on their co-workers (Millennials), or trial-and-error, to become operationally swiftly. Fears of a debacle invaded top managers’ minds, distressed by the reality that their corporation was now a deserted building full of empty desks. Many thought this crisis would plunge companies into a twilight zone

where productivity would plummet, and employees would spend their days watching TV or on social media. As weeks passed, videoconferencing and internal chats, along with screen sharing and document collaboration tools, became the new business reality that gave shape to a functioning remote workforce. After a few months, productivity reports began to quell fears of a corporate collapse. Numbers showed that workers’ productivity was equal to or higher than before. Proponents of a work-from-home force were finally proven right. They had presented a simple equation. Energy expended by employees to prepare for work, fight traffic and return home would transmute into higher performance in a home-based work model. Many tech companies had pioneered this concept, giving workers the flexibility to balance their job with home responsibilities. They had enjoyed increased productivity, improved satisfaction and reduced business expenses. The manufacturing line is not there yet, but as AI rapidly advances, it will eventually send employees home. Faced with unreal challenges, some corporations react with innovation and maturity, as did the global behemoth Siemens, one of the world’s largest companies. Its CEO recently announced that 140,000 of its employees can now choose their workplace. A bold move that will require a cultural transformation to retain and attract talent.

8 Although large companies like Amazon Corporate, Google, and Warner Music Group have also established such policies, Siemens took the lead by making this a permanent policy even beyond the pandemic. This bold move prompted Inc. magazine to state that:

And our study confirms this reality. Almost half of the respondents (47%) prefer a flexible work schedule from their homes, with roughly a quarter indicating that they favor working from the office around a plan that adapts to their needs.

"So, as we can see, Flex Time and Flex Place have become, for many companies, the future of work whose genesis arouse from a tragic pandemic."

“This company’s 2-sentence remote work policy”…due to its capacity to empower employees, “is a master class in emotional intelligence", Inc.'s statement on Busch's move.

Taking COVID-19 into consideration, would you rather?

FLEXIBLE work from HOME

FLEXIBLE work from OFFICE

Are Family Commitments Holding Them Back? For our participants, family commitments do not represent an obstacle. Almost three out of four respondents expressed that their family does not hinder their advancement towards new opportunities to move upwardly in leadership positions. But when examining this question through the lens of motherhood, close to three-quarters of those with children feel that family commitments impact

their possibilities of achieving a higher leadership position. While the respondents who don’t have children expressed that their responsibilities towards partners, parents or siblings represent an impediment in their professional development.

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Has Covid-19 affected your work style and your family obligations? And for 55% of respondents with children 18 or younger, this scenario of home, office and school all blended under one roof did affect their professional and family life. Corporations now recognize that the stress put on female talent, who must meet the compounded needs of work and home simultaneously, will impact the business.

55%

The level of energy exerted generates tiredness and, sometimes, exhaustion. As a result, more managers redirected their focus on outcomes, where flexibility becomes a strategic tool that empowers their teams to achieve departmental goals. When asked how COVID-19 has affected their life, female talent described their situation:

“I have a 7-year-old and an 8-month-old baby. I teach, tend to the baby, work, all at the same time.” “I feel like a lunch lady.” “Absolute change. Days seem longer, and homeschooling is very challenging.” “Helping my children do online school and in meetings simultaneously.”

Managing home and work concurrently went from 20/80 to 50/50. This group expressed a feeling of isolation and a desire to connect with other professionals, regardless of location. This creates an opportunity to

promote affiliations to broad-themed associations, where their female talent may align their thought and continue moving forward. Sources: Inc., Flexjobs

Photo published in "A Century at Langley" by Joseph R. Chambers

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Women’s Innate Strength In 2020 archeologists shattered the archetype of frail women, where men hunted ferocious beasts while women safely harvested. In an incredible discovery, scientists found a burial site in the Andes mountains "consistent with non-gender labor practices in which early hunter-gatherer females were big-game hunters.” So, according to Science Advances*, the early Americas’ female hunters’ history just added a new chapter to human evolution. So did the courageous women of the early 20th century, who united and marched, were pushed and pushed back, until their struggle finally paid off as they gained the right to speak their minds and cast their votes. As so often, history highlights the feat of men and forgets the accomplishments of women.

that the tradition of the clock-in and clock-out norm is no longer needed. The female talent has proven that flexibility in terms of time and place within a result-oriented corporate structure simply translates into productivity. Now is the time for managers to recognize that the female talent’s family composition can represent an opportunity and not an obstacle. Instead of challenges, companies can create positive channels through programs for those with and without children. Our report found that close to one-third (31%) of respondents have one child under 18, while a fifth (21%) have two. Nearly half (45%) of the women who participated in the study do not have children.

The digital revolution represents a pertinent example. Few are aware that while men advanced and built the hardware, females, who dominated the “womanly” field of mathematics, created the essential formulas that made the engine of technology run. They were the first to develop software. As we saw on the blockbuster movie, Hidden Figures, that told the story of the impact a group of African American women had on a NASA mission. And yet, in this new millennia, the story of a challenge remains unsolved and motherhood does not define a woman. As the planet went into lockdown last year, women worldwide went into high gear. They quickly adapted, excelling at their work and managing their home with impressive results. After this testament of strength and dedication, companies understood Science Advances, November 2020, Female Hunters of the Early Americas. Haas, Watson, Buonasera, Southon, Chen, Noe, Smith, Llave, Eerkens & Parker

What Working Women Want Companies can’t afford to lose women in senior-level positions, as their contribution directly impacts the bottom line. A study by McKinsey & Company shows that “profits and share performance can be close to 50 percent higher when women are well represented at the top.” Women positively impact the company culture and generate progressive policies to foster gender diversity, as many enjoy sharing their knowledge and wisdom with younger generations, creating future leaders. Women in leadership positions typically give their all to their careers, especially when they understand that their efforts are reciprocated with recognition, advancement and a benefits’ package that rewards and protects them. But many aren’t aware of HR’s work behind the scenes to create medical plans with benefits and the tremendous cost that goes into it. It’s essential to continue to provide programs like health insurance, health clinic, community affairs, retirement plans, vacations, enhanced maternity leave, and bonuses. There is, however, one benefit still missing. For many women in the corporate world, childcare or elderly parental care represents the most pressing challenges, especially in times of COVID-19. And it is essential to listen to what women need in the workplace and in life to succeed in their job.

Although female talent wants and appreciates having mentors, coaches, sponsors, and receiving certifications, education reimbursement, and memberships, it’s necessary to consider what women are looking for. Creating a menu where female talent can choose according to their needs to grow, to expand their network and advance their development, represents and innovative way to respond to individual realities. Many associations were conceived, developed, and have relied on in-person interactions for their success. However, the Next community was designed to connect and develop women virtually. As the workforce moved to a remote environment, this model proved successful, even more significantly under the current circumstances. The menu should also include personal development in topics that are not technical or the old standards. They should be tailored to their needs: Assertive communication, company politics, salary negotiation and personal finance, with many of them having 401k’s and not knowing what to do with or about it. Some even feel at the mercy of the company that dictates how they invest their money. These are core topics that women are most concerned with receiving in the workplace, and we are presently offering them on Next.

Source: McKinsey & Co, Women in the Workplace Study, 2020

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Visit: MyNext.Today

Transforming Aspiration Into Evolution We work and we live. We exist and we function. Our professions and our lives have become more intertwined than ever. Our dreams and aspirations drive us every day to work hard and excel at everything we do. Most are willing to express those thoughts to family and friends, but few share their goals with their managers. Our study found that there is still a kind of lethargy around discussing professional aspirations with managers. A number of cases showed that women kept their desires and vision of their future to themselves. Possible underlying cultural reasons may be at play, preventing women from taking ownership of their development plan. There is a small percentage of women who aren’t sure how to define their career path. The following figures are the number (not percentages) of

women. A total of 58 women said they had not discussed their professional goals with their employer. Fifty-three haven’t taken the initiative to discuss their aspirations with them, and 45 of them haven’t realized their career growth plan. Although this is a small group of individuals, we must still be aware that this is happening to the female talent. The reasons may vary, but they point to the corporate environment, not to a lack of desire. Is it obvious that one should share one-selves career aspirations with the supervisor? Maybe for some, but not to everyone.

Has your manager discussed with you, your professional aspirations and mutually agreed on your development plan?

58 NO

Have you communicated your professional aspirations to your leaders?

53 NO

Have you taken ownership of your own development plan?

45 NO

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Corporations have a unique opportunity to demonstrate to their female talent that they understand their aspirations and progress as an integral part of the organization. Managers should build and strengthen women’s growth and development programs that identify and provide tools to those who want to tackle career advancement. This focus becomes a pivotal element to promote retention of valuable human assets, who will appreciate that their company has taken the initiative to help them draw and shape the blueprint for their future in a collaborative way.

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Safety Engenders Commitment In times of uncertainty and crisis, humans desperately seek support and wellbeing. As the pandemic’s shock and panic engulfed the planet, W Certified Companies™ showed responsibility and protected their staff. They not only kept families healthier but also generated a deep sense of goodwill and loyalty. As in any relationship, small deeds and concrete actions establish trust, forge durable bonds and generate commitment. As a result, individuals take ownership of their work. They develop a strong feeling of belonging aligned with the organizational values—their productivity skyrockets as they become even more valuable assets. Female talent who went through this transforming experience as they altered their work and family life surrounded by calamity became more vigorous and devoted to helping their company grow. They show a unique level of engagement by taking projects head-on and going the extra mile. Indeed, when asked if they felt committed to helping their company grow, an overwhelming majority -97%- of WCC’s female talent answered ‘yes’ to feeling “very happy and happy”. Their commitment to helping you grow go hand in hand with how they feel when it came to the precautions the company has taken in regards to COVID. 93% of their female talent recognized that they felt “very happy or happy” regarding the precautions their WCC took regarding COVID.

Both questions show a direct correlation. The results on how female talent feel as an ally-in-progress go hand-in-hand with two things: how they acted to protect their health and the relationship WCC’s forged during crisis times. We went further and gave ourselves the task of conducting the same survey among women who don’t belong to the W Certified. The results were eye opening. We saw a 180-degree shift in reality within that group.

The majority of respondents (85%) who are not W Certified participants expressed that they don’t feel committed to helping their company grow. The contrast is unambiguous. Overall, the study shows impressive results. W Certified Companies™ took steps to establish the foundation for committed talent due to their positive actions, becoming an example of achieving and thriving with success during a crisis.

Communication in Times of Crisis The great pandemic of 1918 provided many lessons to humanity and corporations, but few were useful a hundred years later. Most companies were not ready for a crisis that involved such speed and magnitude.

gatherings with female talent as a window into its organizational culture and a path to integrate newcomers. Corporations with vision began to identify this situation as a crucial opportunity to grow a unified and dynamic workforce.

CEOs struggled to keep their companies operational and figure out how to maintain cohesiveness while transmitting new policies and processes that made sense, as employees found themselves in the ironic situation of feeling lost in their own homes.

Under-appreciated and misunderstood within the corporate structure, communication can no longer be considered a soft skill. Deficient communication can kill in a hospital environment if a surgeon and nurses do not communicate properly. Communication is a leading cause for malpractices in the United States.

Communication became the bridge that maintained a virtual corporate structure within a geographically dispersed workforce. Those managers who had not established a constant and agile culture of interaction with their staff saw their capacity to remain functional severely tested. Real leaders emerged.

In this day and age, communication is a crucial component of corporate success. Three important adjectives that must always be paired with this word are: clear, emphatic and constant, especially when establishing goals and indicators.

They took the bullhorn, kept the players in the game and coached them toward the finish line. It took some time, but staff found their way, the corporate engine began to gain speed and direction gave way to production.

During a virtual event exclusive for Babson College Alumnae, global leaders agreed with us on how critical communication is to propel your business now more than ever. Let’s hear from those business influencers:

There is no doubt that the COVID-19 pandemic has become the toughest test of innovation, adaptability and endurance for individuals and companies worldwide.

David Solomon, Goldman Sachs’ CEO, stated that the top four most critical aspects of overcoming the COVID-19 situation are communication, communication, communication and empathy.

As the line between work and personal life blurred during the pandemic, our study found that workers found themselves in an isolated environment that may have even generated a level of anxiety in some.

Mary Barra, General Motors’ CEO, believes that communication and visibility have become indispensable in the workforce,

For new hires, learning the corporate culture in a remote setting became a real challenge. Some companies tackled this issue by instituting weekly

Warren Buffet believes communication is vital to any corporation and to individuals who want to lead and grow.

When it comes to communication and presentations, as Warren Buffet claimed in the previously mentioned event, communication is the most important skill to master as a leader. More than ever, it’s crucial to finetune a company’s managerial and leadership proficiencies, as part of their strategic planning. And just as communication is essential, visibility is fundamental, especially for women. Having a camera off and no voice in a virtual meeting turns you invisible and diminishes the possibility of new opportunities. There’s an essential lesson here. Managers must establish clear performance indicators, be empathetic with their team members and regularly share those results related to performance indicators with them. The formula is clear:

Constant Communication + Clear KPI’s + Empathy = Female Engagement & Results

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Making The Case To Combat Sexual Harassment As 2021 marked the beginning of this millennia’s third decade, legal actions against sexual assault involving celebrities continue to generate attention worldwide. Such is the case of the Olympic gold medalist Sofia Bekatorou, who broke her silence and put Greek cultural taboos to the fire as court proceedings began as the international media has covered extensively. Her struggle to get justice has rattled this European nation, prompted others to come forward and even united the prime minister and her predecessor from opposing parties. Many predict this event will strike a blow on traditional morals’ entrenched hypocrisy and generate much-needed change. There’s no doubt that perverted actions provoke indignant reactions in ordinary people and influential figures alike. When they unite, transformations begin. In Greece, the hashtag #MetiSofia became popular, while in the States, the #MeToo movement created a profound impact not only in the United States but also around the world. That’s the case of the Time’s Up Legal Defense Fund, that sprout out of an upsurge of widespread anger after the abhorrent abuse by a powerful man came to light. The Harvey Weinstein scandal created worldwide outrage and brought light to the #MeToo Movement. Hundreds of Hollywood stars, including Meryl Streep, Reese Witherspoon and Lady Gaga, became part of this fund that connects workers in low-paying positions with lawyers to fight sexual harassment head-on. But hidden in the shadows, countless women continue to suffer in anonymity worldwide as they endeavor to earn a degree or a living. Attempts against human integrity remain a harsh reality, even in times of COVID-19, in offices,

factories and even kitchens. Yes, kitchens. Near Orlando, Florida, an international fast food company began to shake as two female employees filed a $500 million class-action suit in April of 2020, along with 5,000 women claiming systemic sexual harassment in over 100 outlets. As lawyers litigated this case and a previous one, the story took a strange turn. The board of this fast-food giant took a bold move. They terminated and sued their CEO for improper sexual conduct to send a strong message that the house must be cleaned from the top down. The company has taken concrete steps with an enhanced sexual harassment policy, a hotline to supplement their reporting structure and a commitment to an annual review of their policy and training at all levels. It takes such outrage for society and corporations to change attitudes that create the fertile ground for these appalling behaviors. More and more companies are building robust structures that combine constant training, strict policies, and efficient systems to report, investigate, and take action against any abuse. More corporations have successfully established a zero-tolerance culture that permeates throughout the corporate culture and workforce through these actions. Two years ago, when we integrated sexual harassment and bullying into the survey for the first time, the anticipated results were nerve-racking. Interestingly, however, the numbers were consistent and outstanding on bullying and sexual harassment in the workplace. The study rendered strong results of the workplace’s organizational climate regarding bullying and sexual harassment.

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The W Certified Company’s Numbers Are Not Just Adequate; They’re Extraordinary! Nearly all -98%- of surveyed women believe their employers are committed to taking the necessary precautions and actions to prevent sexual harassment and 91% believe there would be no retaliation if a related situation does occur.

Also, 89% believe their company is appropriately training their personnel in these scenarios. When we asked these same questions to non-W Certified Companies’ women, the numbers were utterly opposing.

Is your company training personnel on topics like sexual harassment and bullying in the work place? 89% YES - Women from W Certified Companies™

90% NO - Women from non-W Certified Companies™

What does that mean to W Certified Companies™? Those results are the reason why we always invite W Certified Companies™ to renegotiate their insurance costs while demonstrating their almost zero risks on their employment practices liability insurance (EPLI) coverage. And when attracting the best female talent to help you grow, which company will be in a more suitable position? The one whose name is all

over the internet tied to sexual misconduct cases, or the ones showcased as preferred by women? You can come to your own conclusion.

Compensation And Social Responsibility… Could Get A Little Help. We have to be honest. Compensation and social responsibility have improved, but not at the speed and numbers of its fellow domains. On one side, compensation is vital to attract and retain the best talent.

On the other hand, social responsibility is crucial to demonstrate your commitment to your customers and community. Both are key to protect and strengthen your company’s reputation and financial results.

Equality in Compensation $46 billion?

Employee pay is typically one of the largest expenses in the company’s P&L. Pay is an indispensable column that drives employee engagement, efficiency, and productivity. At the same time, it helps you attract the best talent. Unfortunately, today, the pay gap is still latent when examined under the Equal Employment Opportunity Commission’s magnifying glass. Let’s use Florida as an example. In this state, women will lose more than $46 billion a year due to the wage gap, according to a study from the National Partnership for Women and Families. The analysis, which was assessed on a state-by-state basis, shows that a woman employed full-time, year-round in the Sunshine State is typically paid 87 cents for every dollar paid to a man, amounting to a yearly difference of $5,474 and Hispanic women are at the bottom of the scales. And you are probably asking yourself why $46 billion?

23 Studies demonstrate that people spend at least 90% of their income on expenses related to their lives, from house payments, internet and car to food, children’s education, clothing and health. If women are getting paid less than men and are accountable for 85% of all purchasing decisions at home, don’t you think companies are leaving money on the table? When it comes to the Compensation and Rewards domain in the survey (not necessarily satisfaction with income), women gave their employers an 89% score compared to the 97% they gave when it comes to the work environment (Sexual harassment and bullying).

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I am not implying that W Certified Companies™ are not doing a good job when it comes to equal pay, but when they are compared to other domains within the study, they could fine-tune their efforts to do even better.

Another indicator that demonstrated that W Certified Companies™ are ahead of the curve is the response from 56% of women who work for Non-W Certified Companies™, who indicated that their companies implement processes that ensure equal pay. A difference of 33%.

Equality is not only an inside job… it extends to suppliers as well. I clearly remember my first conversations with general managers and human resources professionals on the Social Responsibility domain in 2016. After every conversation, all of them recognized that even though they were 100% focused on their women’s inclusion efforts, their emphasis was inside the company. They never thought about inclusion when it came to their vendors and suppliers. Every year we ask female talent if their companies are active in hiring women-owned companies. Sadly in that area, the numbers have remained very low. From a shy 44% in 2015 to 55% in 2020. And even though the numbers have gone up, when revisiting the subject of women-owned companies, Human Resources departments were leaders, leaving behind their colleagues in finance, IT, and operations, to mention some departments. Positioning the HR departments as the driving force behind women’s employment and workplace inclusion.

From Success To Significance Every day we go out into the world to give the best of our abilities. We have gained so much: status, prosperity, respect, and influence. But suddenly, our horizon has changed, and our space has shrunk. A new reality has hit us hard. We now interact and react through digital screens from a place where we sleep, eat and work. Our voice and image travel across a virtual distance and social distancing is a mandate, not unfriendly behavior. Our present reality starts to give shape to a better understanding of our inner self, provoking an urge to question the meaning of the word success.

enter the threshold of significance. By then, we have gained a new sense of resolve, a renewed urgency to impact our planet and build a legacy for those who struggle behind us. We are now on the way to reach the apex of our existence. We learned that communication and empathy are the most crucial factors in excelling and emerging victorious from a societal crisis. That crisis today is called COVID. And while we don’t know what tomorrow will bring, we do know that you will forever hold a special place in the hearts of your female talent and for that, a very sincere thank you.

Do we begin to ask ourselves where the value of that which we have accomplished is? Is our life producing wealth but not benefiting those in need? Is there a next step now that we have reached the peak? At this moment, the horizon looks infinite; it also starts to look kind of desolate from the heights. Is it time to adjust our field of view and turn it inward? Has the point in time arrived when we realize that the highest zenith lies within? The moment has come to reexamine our purpose as leaders and expand our potentials. At this instant, we find that the greatest aspiration gives us determination and a mission begins to eclipse many aspects of success. Our better angels lead and redefine our goals and desires. We harness our strength and focus our abilities as we make the conscious decision to take on the duty to make this world a better place for our children and generations to come. We have then surpassed success to

GET READY TO TAKE A 3D VIEW OF YOUR FEMALE TALENT.

ASK US HOW?

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Trust: The North Star For Business Success Melissa Rivera

Market V.P. ManpowerGroup

Puerto Rico & Dominican Republic

Trust should be the guiding light that every leader should use as a compass to create an inclusive culture, according to Melissa Rivera, Manpower’s Market VP for Puerto Rico and the Dominican Republic. When trust rules a company’s daily operations, you see how every employee breathes an inclusive mindset in every action they take.

“At Manpower, we have found out that connecting on a deep level with all your talent is key. Discovering each individual’s needs, wants and dreams is essential to lead your team and clients to success,” according to Rivera. The Fortune company, ManpowerGroup is a global leader, frontrunner in innovative workforce solutions, connecting human potential to business power.

One of their key performance indicators is the speed at which they help their clients discover and hire the best talent. “From 2019 to 2020, we went from 17 days to 7 days…and that only happens when your people feel empowered and committed to your growth”. Those numbers go hand in hand with what our female talent said when asked about their feeling regarding helping Manpower grow. According to Melissa, “When I speak with clients and colleagues, I always make the point that inclusion is now more important than ever… not only because it’s the right thing to do, but also because it has a direct correlation with the productivity and results of any company”. For Rivera, who has been with Manpower for over 13 years, it’s more than being inclusive…it’s about been present and mindful when it comes to making sure that no one feels excluded. And the medicine for that: To take time as a leader to have a real open-door policy that allows people to connect with you at such a deep level that they champion initiatives with impact on the business, the clients and every person we touch.

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CLASS OF 2020

Iliette Frontera VP of Operations

Diversity and representation are critical, but not enough; that is why we have efforts within our programs for Life-Work Integration and Women’s Network to provide tools to increase productivity and employee engagement. That is demonstrated with 80% of our strategic projects being led by women, all of them driving results around safety, quality, cost and service. They are focused on removing obstacles so that all employees have and believe that they have equal growth opportunities. Locally we have the Strategic Business Manager program with the objective of developing high-potentials for the next assignments and provide tools to become more productive, focused and effective, therefore improving mindsets, skills and habits. From a global perspective, we have a program called EXCELerate that provides top talent in readiness for the next level a more comprehensive visibility and engagement amongst senior leadership and an advocate for your career path and goals.

Manuel Palma General Manager

Our 2020 W Certified results confirmed a 100% of commitment to women’s inclusion. Edwards’ vision to relentlessly pursue a culture leveraging diversity and inclusion of women while expanding our innovation strategies have taken us to persistently improve our female representation at all levels in the company. PR’s female talent is well represented across the organization; 56% at a leadership level and 38% of mid-level leaders. Women lead manufacturing Operations, Quality, Finance, Supply Chain and Human Resources areas. This translates into an organization where female leaders drive critical decisions towards productivity, compliance and delivery. During the last years, our volume and productivity metrics have been consistently met and 100% of our female leaders agreed that we have the right work environment to encourage them to continue contributing. Edwards Network of Women (E.NOW), Amplify, Accelerated Development Program are key programs targeted to build leadership skills.

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Migdalia Bonilla General Manager

Our people get a 20-week maternity leave at Microsoft with 100% basic pay, while family caregiver leave allows employees to take time away to care for an immediate family member with a serious health condition for up to 4 weeks at 100% base pay annually. Microsoft manages the Affirmative Action Program to ensure we commit to the goal of hiring females during the calendar year. As part of our hiring practices, people managers are required to ensure all open positions have a diverse slate of candidates and ensure a diverse mix of interviewers. The company also requires managers to complete the ‘Inclusive Hiring’ training. Managers need to hire female directly in their teams and identify females in their succession plans as well.

Ricardo Morales General Manager

Our operational excellence initiatives are led by a woman where more than 50 improvement projects (Lean Six Sigma) have been implemented, resulting in economic profits of $4 million for our operations. Local female talent has identified different areas of opportunity in our operations, worked on projects and implemented improvements, which have exceeded one million dollars in profits annually. Members of our male talent are invited to participate in the Women’s group at BASF to understand the dynamics of the group’s events and activities and make them feel included.

Luis Lora Plant Manager

As measured by our internal surveys, our commitment level demonstrated that the group comprised of our professional women is 6% more engaged than male in the same group segment. In general, surveys have shown that women are 10% more involved compared to the results for the total population of Stryker in 2019. Stryker has designed and facilitated a series of training called ‘Think Twice,’ focused on identifying and eliminating preconceived ideas or unconscious bias that create invisible barriers that impede the advancement of minority groups, including women. Stryker has a defined strategy for periodic review of the salary scale, focused on identifying inequities and correcting those affirmatively.

Results Speak For Themselves When It Comes To Merck’s Inclusive Focus Nilda Vazquez Managing Director Merck Puerto Rico

There is no coincidence why Merck has been recognized four years in a row as a W Certified Company™. You can breathe their commitment from the top down with an outstanding gender-balanced leadership team. Just look at the numbers to take a glimpse at their inclusive culture.

“We are aware that we accelerate female inclusion by integrating men as an essential component for gender parity and modeling. The Merck Women’s Network incorporates several of our male colleagues among its members”

At Merck, productivity, commitment and results represent vital metrics, according to Nilda Vazquez, Managing Director from Merck Puerto Rico. “We closely analyze our engagement scores, which have been above 85. We similarly take into account our retention rate, which is more than 97%. Just take a look at our workforce. Four out of every five employees are women (80%), while our female talent represents 66% of our leadership!”

They created the Merck Women’s Network as an Employee Business Resource Group to empower members to achieve their full professional and personal potential within an environment of networking and mentoring. This group has provided forums on women’s physical & mental health, finance and negotiation skills. Additionally, Merck Puerto Rico has sponsored and actively participated in the Women Who Lead Summit and industry events to continue developing their female talent’s professional and business acumen.

“Although we can internally measure female inclusion through different means, it is also good to use external and confidential tools to complement our research. Additionally, it is an excellent recognition when you can achieve such a level of female inclusion that you become a preferred employer for women”, emphasized Vazquez.

She ended up saying that, “Most importantly, it’s vital to recognize that our leadership and human resources must complement each other to promote growth, empowerment and innovation. Together they identify challenges and opportunities to develop plans that drive results”.

Class of 2020 AIG is proud to have women who bring value and innovative perspectives to the company’s business strategies through a culture of inclusion and global programs addressing diversity at all levels.

In L’Oréal Caribe, women represent over 60 percent of the management committee and over 70 percent of our senior management positions.

AIG company demonstrates the enthusiasm of contributing to an avant-garde corporate vision. With a common interest in professional development, we capture the interest of women inside our organization.

L’Oréal Caribe actively engages with its female employees to assess how they can best support them. Like the enhancements on Maternity & Parental Leave policies to increase maternal leave from 14 to 16 weeks paid leave and parental leave from 15 days to 8 weeks of paid leave.

Having received this award for five years in a row demonstrates our commitment to diversity and inclusion as an important part of the value proposition that AIG presents to its employees and leaders.

We also offer financial support and paid leave for adoptions. Overall, our goal is to create an environment where all people are welcomed, empowered and have the opportunity to excel.

We are continually identifying the right opportunities for our female talent, ranging from short-term assignments, rotational development programs and cross-trainings, to networking/benchmarking events.

As a workforce solutions provider, ManpowerGroup develops individuals from all backgrounds. Our almost six decades of leadership reflect the value we place in culling the best possible talent to enrich our operations with expertise, knowledge, experience, and fresh perspectives.

In our effort to support future professionals, Baxter female executives provided a conference to the Society of Women Engineers from the University of Puerto Rico, Mayagüez campus. They shared their personal success stories and inspired students to pursue their degrees to become future leaders. In Baxter Guayama, we have a strong partnership with our female employees—they are key to our continued success and future. Women are nowadays the protagonist of global history. Once again, their incursion in every kind of labor and profession demonstrates that professions don’t have gender. In CooperVision, we have embedded in our values and principles the Diversity and Inclusion mindset in every aspect of our employment activities. Our decisions are based exclusively on the capacity to exceed the expectations of the candidates we evaluate. Our Leadership/Strategic Teams are an example of Women’s Inclusion in our culture. From Female Plant managers to Engineering positions, we are proud of having such extraordinary talent. Estrella is the only W Certified Company™ in its industry. The oldest law firm in Puerto Rico has 18 women team members, 62% of the entire team. Women make up 62% of management positions, and 75% of last year’s hires are women. We continue to add female talent to our firm. With our inclusive practices and results, we have demonstrated that inclusion is one of our core values. With the latest appointment, 30% of our partners (members) are female. We are market leaders, continuing to grow in these uncertain times. Our client portfolio is as diverse and strong…as our talent.

Women are central to this endeavor, contributing in meaningful ways across all levels of the company. Though our efforts have been recognized by industry peers – including two consecutive years as a W Certified Company™, our greatest satisfaction comes from knowing that our success hinges on doing what is right and fair for all. In less than a year, the Medtronic Puerto Rico Hub grew its membership by 97 percent, becoming the third-largest Medtronic Women’s Network (MWN) hub globally, with more than 1,250 members (44 percent of the membership is male). With a governance structure representing each location and aligned to one strategy, the hub developed programs and events to support the MWN pillars: supporting women’s career development, developing leaders’ capabilities to influence female development, and being recognized as a place where women grow. Diversity and inclusion are not just words – they are the reason we are able to deliver on our mission to save and improve lives. We foster a diverse workforce where employees feel comfortable bringing their unique perspectives to work. During 2020, our Women’s network has focused on creating a community that empowers its members to realize their full professional and personal potential, where women feel a sense of belonging, positively engage with each other, create a networking forum, promote awareness about women’s health issues, get involved with non-profit organizations and foster an environment where men engage as allies. In alphabetical order

Class of 2020 (cont.) At Danaher and Pall, we are dedicated to building and sustaining a truly diverse and inclusive culture. These are not just words on a page—Diversity & Inclusion is a top priority for the company and is tied deeply to each of our core values. Since its creation in 2018, Pall’s ARGs have allowed associates across all operating companies to come together, share, learn and develop with each other. They help our associates realize their full potential and increase the representation of high-potential, diverse talent at all organizational levels. At PepsiCo, our talent is our north. We have a balanced team where diversity, inclusion and equality conditions are latent at all levels. Our women are certainly no exception. With our compensation policies, women and men earn the same in every role. We are proud of our initiatives that strengthen and promote women’s professional development. One of the initiatives is the D&E Committee for Cultural Diversity, where one of the pillars is the development and empowerment of our female talent. We also have the 2B Program, an integrated platform that provides our women with the right tools to grow. For the past twenty years, Truenorth Corporation has evolved and grown to become one of the top leading Information Technology Consulting companies in Puerto Rico. This evolution is possible thanks to the inclusion of a female workforce, who went from zero women in leadership positions to a company with many women occupying leadership roles. It is for this reason that Truenorth obtained the “W Certified” recognition on our first attempt. It is no secret that men dominate the technology industry, but in one effort to attract and retain the best female talent, we have become the only tech firm in PR with the distinction. As the official auditing firm of W Certified Company™, the global firm participates in the program to keep measuring and validating their women inclusion programs as well. If they had participated in the Program to get certified, it would have been the 5th time.

www.WWhoLead.com

2020 Key Findings FLEXIBILITY Not everyone wants to work 100% from home or the office. Women want flexibility. And if your company swears by its innovation, it should take the same route and mindset when it comes to flex place and time. Flexibility will differentiate business people from business leaders. (Go to page #7) COMMUNICATION Flex place demands precise communication. This so-called ‘soft skill’ is more important than ever to engage remotely, embrace KPI’s, and meet the business goals. (Go to page #18) SEXUAL HARASSMENT I am here to help you manage your company’s media crisis for a sexual harassment situation. But you rather invest your money in preventing it. Educate at all levels and hold your leaders accountable, no matter their title. (Go to page #20) DEVELOPMENT Adopt new development formats, like the virtual community NEXT, in which women not only learn from masterclasses but exchange best practices with colleagues from all sorts of industries and backgrounds. (Go to page #12) CEO It’s proven that Women inclusion starts with the highest senior leader. If he or she doesn’t lead the way, the rest won’t either. As the song says: Follow the leader, leader, leader! (Go to page #20) INTERNAL-EXTERNAL SALARY PARITY The inclusion of women is not limited to the top tier of your company. It should go hand in hand with the money you invest in sponsorships and hiring women-owned companies. (Go to page #22)

W CERTIFIED COMPANIES™ COMMON PRACTICES: Discover some of the programs W Certify Companies™ include in their menu offerings for their female talent. • • • • • •

Development focused on their wants and needs to grow Women’s internal networks where female and male talent collaborate Membership in the women’s virtual community: NEXT Participation in the Women Who Lead Summit™ Mandatory bias training for all Women and Latino’s ERGs

Family Related Benefits: • Maternity leave up to 20 weeks or 3 months and one-month paternity (Gave birth or adopted), • Discounts for childcare and tutoring services, • 4 weeks time away for an immediate family in serious health condition, • Work time-place flexibility.

It’s All About Results

Diversity and compromise is key for success.

Since the creation of Women Who Lead, LLC, 13 years ago, our signature programs have been developed with one goal in mind: To provide results. That is why when business leaders think of the female talent & consumer, they reach out to us for guidance. From our Women Who Lead Summit™ to the W Certified Company™, every effort has proven its impact whether on the company, the female talent and their communities. Indeed thanks to the trust and support of our clients, we have been able to: • INSPIRE COMPANIES AND ORGANIZATIONS W Certified Company™ has inspired organizations, clients, and associations, to create local internal women’s networking groups. • SUPPORTED WOMEN-OWNED COMPANIES Dozens of Women-Owned companies have been matched with Fortune companies and Angel Investors in our circle, to support their growth. • GUIDED GOVERNMENT OFFICIALS Co-drafted laws to protect and support women on equal pay and to provide economic incentives to companies that promote the inclusion of women. • CREATED CONSCIOUS ON THE IMPORTANCE OF GENDER BALANCE Women Who Lead’s impact has been so profound that trade organizations have created women’s groups and taken steps to assure gender balanced stages.

Our people are our talent. Our talent is our strength.

www.WWhoLead.com

Signature Development Programs W Certified Company™ For the past six years, W Certified Company™ assessment has provided a road map to business leaders when it comes to what their female talent wants and feels.

Congreso

Congreso Mujer Que Lidera™ Responding to our clients’ needs, we created this two-day, virtual-program for Spanish-speaking leaders who want to grow their careers and businesses.

The women-centric survey is offered electronically -once a year- to companies with more than 25 employees and more than five women in leadership roles (with an impact on the bottom line of the company).

Women Who Lead Academy This virtual development program is exclusive for our clients and it incorporates as guest speakers leaders from W Certified Companies™.

The questions are directly related to topics that women in the workplace, in areas such as: environment, training & development, talent succession planning, compensation and rewards, many others.

El Podcast: Mujer Que Lidera Now Spanish-speaking women can discover best business, career, money and life practices from women who lead from all over the world in Spanish.

impact work ID & among

Women Who Lead Summit™ For the past 8 years, thousands of businesswomen, have attended the one-day Summit searching for best global practices from international leaders. From a former female astronaut to CEOs of global companies like, RSM from the UK, KRUG from France, and Medtronic from the United States.

NEXT A unique virtual community for Spanish-speaking professional women who what to support each other on topics like career, finances and life. Go to: MyNext.Today

Connect with us! 407.529.4415 Hi@WWhoLead.com