1. This slide deck contains miscellaneous slides for your use in designing presentations. Select the ones you wish to use. Please note that there may be several slides with similar content. Some slides are animated. Use the ones you prefer. It is unlikely you will use all the slides. You may select as few or as many of the slides as you want. Some slides have notes to help explain the content of the slide. For more extensive notes and “scripting” see the 2016 GDIB Tutorial Slide Deck. You must have signed the GDIB Permission Agreement to use slides in this deck. Go to Permission Information (scroll from Global D&I Benchmarks) for a copy. If you create additional slides / other versions, and are willing to share them, please send to GDIB@diversitycollegium.org Please remember to show the copyright on all slides. Miscellaneous Slides For Expert Panelists & GDIB Users

2. Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World By Julie O’Mara, Alan Richter, and 95 Expert Panelists

3. GDIB

4. Helping to ensure that diversity and inclusion work is done at the highest quality level possible

5. If you want a quick fix, GDIB is not for you.

6. The GDIB is Comprehensive “The Diversity Collegium is particularly pleased to sponsor the GDIB because it explains what creating inclusive systems and managing diversity entails. We appreciate that the GDIB represents the best thinking of 95 experts around the world.” “Extremely significant is that it is free for anyone to use.”

7. GDIB Sponsor: The Diversity Collegium Think Tank of practitioners, scholars, and leaders Mission: To advance the field of D&I through dialogues, symposia, research, and publications.

8. footer text Effective D&I work is achievable when it is strategic, tied to the mission and goals of the organization, led with competence and care, and implemented in a sustainable manner. Lynda White Past-President of The Diversity Collegium

9. We’re committed to creating a diverse and inclusive environment that drives ideas and innovation, and will help us better meet the financial needs of our customers. Lorie Valle-Yañez, Vice President and Chief Diversity Officer Massachusetts Mutual Life Insurance Company Springfield, Massachusetts

10. We customized the GDIB for cultural, localized meanings. When D&I was first introduced in Japan several years ago, it was seen as a western concept. In fact, there is not a Japanese character for the word ‘inclusion.’ The benchmarks accurately guided us when we broke ‘inclusion’ down into traits and other descriptive statements. Janelle Sasaki Executive Director of Diversity & Inclusion Services Ernst & Young Advisory Co., Ltd. Tokyo, Japan

11. footer text The practical steps and incremental nature of the GDIB provides a clear sense of where you are and where you want to be. Nene Molefi Managing Director Mandate Molefi Johannesburg, South Africa

12. The GDIB spells out what good, better, and best work is. It readily frames where an organization can focus its capabilities. Ralph de Chabert Senior Vice-President Global Chief Diversity Officer Brown-Forman Corporation Louisville, Kentucky

13. footer text The GDIB is a great tool to telescope from the macro to micro context when there are specific concerns or issues that must be reconciled. Cindi Love Executive Director American College Personnel Association Washington, DC

14. The GDIB was created through a systematic and rigorous consensus of D&I experts. It was a year- long research process where the viewpoints of a significantly diverse group of experts — many of whom approached D&I work in very different ways — came to agreement on the outcomes that are needed. Modeling both diversity and inclusion throughout this process reminded us that while this work can be challenging, it is also hugely rewarding. Duncan Smith Founder and Principal ADC Associates Melbourne, Australia

16. Diversity Definition The variety of differences and similarities/ dimensions among people, such as: Age Belief system Class/caste Culture Disability Education Ethnicity Gender Gender identity Parental status Personality type Race Religion Sexual orientation Thinking style Work experience Work style Generation Geography Job role and function Language Marital status Mental health Nationality Native or indigenous origins

17. Inclusion Definition A dynamic state of operating in which diversity is leveraged to create a fair, healthy, and high performing organization or community. An inclusive environment ensures equitable access to resources and opportunities for all. It also enables individuals and groups to feel safe, respected, engaged, motivated, and valued for who they are and for their contributions toward organizational societal goals.

18. Global Definition and Scope These Benchmarks apply to all organizations around the world. They are not limited to multinational organizations that work internationally. They are not specific to a country, culture, D&I approach, sector, industry, or size of organization.

19. A benchmark is: An organizational standard of performance, usually stated as an end result or outcome. Benchmarking helps people in organizations achieve high-quality results or aspirations.

20. Create a Better World Improve Organizational Performance Ultimate Goals of Diversity & Inclusion

21. Creating A Better World Contribute to the greater good of society Create a world which is fair and just and respectful of individuals and their similarities and differences Create a world where everyone is able to sustain a high quality of life and enjoy peace and prosperity Globally, social justice underpins much of the D&I work being done in public policy and development initiatives. As well, there are many organizations firmly committed to doing what is right and ethical for all stakeholders.

22. Improving Organizational Performance A more immediate (and some would suggest more direct) outcome of D&I is to help improve organizational performance. This is commonly referred to as the business case or rationale. Each organization should develop its own business case or rationale for D&I.

23. Improving Organizational Performance A well-designed and well-executed D&I strategy can help an organization: Achieve its organizational vision, mission, strategy and annual goals/objectives Attract and retain diverse talent Build strong and high-performing teams Cultivate leaders who inspire inclusion and champion diversity

24. Improving Organizational Performance (continued) Leverage an extensive range of backgrounds and skills to enhance creativity, innovation and problem solving Increase engagement, motivation, and productivity Improve the quality of work/life integration Enhance the organization’s reputation/brand as an employer or provider of choice Minimize risk/exposure and ensure compliance with legal requirements Sustain an environment that treats people fairly

25. 14 Categories in Four Groups  Assessment  Communications  Sustainability  Recruitment and Development  Benefits  Compensation  Learning Internal  Vision  Leadership  Structure Foundation  Social Responsibility  Products and Services  Marketing  Supplier Diversity External Bridging

26. 14 Categories in Four Groups 8: Assessment, Measure, and Research 9: D&I Communications 10: Connecting D&I and Sustainability 4: Recruitment, Retention, Development, and Advancement 5: Benefits, Work-Life Integration, and Flexibility 6: Job Design, Classification, and Compensation 7: D&I Learning and Education Internal Attract & Retain People 1: D&I Vision, Strategy, and Business Case 2: Leadership and Accountability 3: D&I Structure and Implementation Foundation Drive the Strategy 11: Community, Government Relations, and Social Responsibility 12: Products and Services Development 13: Marketing and Customer Service 14: Supplier Diversity External Listen to & Serve Society Bridging Align & Connect

27. GDIB Actions DRIVE THE STRATEGY Develop a strong rationale for D&I vision and strategy and align it to organizational goals. Hold leaders accountable for implementing the organization’s D&I vision, setting goals, achieving results, and being role models. Provide dedicated support and structure with authority and budget to effectively implement D&I.

28. GDIB Actions ATTRACT & RETAIN PEOPLE Ensure that D&I is integrated into recruitment, talent development, advancement, and retention. Achieve work-life integration and flexibility. Ensure that job design and classification are unbiased, and compensation is equitable. Educate leaders and employees so they have a high level of D&I competence.

29. GDIB Actions ALIGN & CONNECT Ensure that assessment, measurement, and research guide D&I decisions. Make communication a crucial force in achieving the organization’s D&I goals. Connect the D&I and Sustainability initiatives to increase the effectiveness of both.

30. GDIB Actions LISTEN TO & SERVE SOCIETY Advocate for D&I progress within local communities and society at large. Embed D&I in product and service development to serve diverse customers and clients. Integrate D&I into marketing and customer service. Promote and nurture a diverse supplier base and encourage suppliers to advocate for D&I.

31. 2014 GDIB Co-Authors & 80 Expert Panelists 1993 Bench Marks for Diversity Tennessee Valley Authority 2011 GDIB Co-Authors & 79 Expert Panelists 2006 GDIB Co-Authors & 47 Expert Panelists GDIB EVOLUTION 2016 Tenth Anniversary Edition Co-Authors & 95 Expert Panelists

32. Approaches to Diversity & Inclusion Competence Improving Skill, Knowledge, and Ability Compliance Complying with Laws and Regulations Social Justice Treating People Equitably and Ethically Dignity Affirming the Value and Interconnectedness of Every Person Organization Development Improving Organizational Performance

33. The GDIB Model

34. 5 4 3 2 1 FIVE LEVELS of PROGRESS BEST PRACTICE Demonstrating current best practices in D&I; exemplary for other organizations globally. PROGRESSIVE Implementing D&I systemically; showing improved results and outcomes. PROACTIVE A clear awareness of the value of D&I; starting to implement D&I systemically. REACTIVE A compliance mindset; actions are only taken in compliance with relevant laws and social pressures. INACTIVE No D&I work has begun; diversity and a culture of inclusion are not part of organizational goals.

35. FOUNDATION Drive the Strategy

36. INTERNAL Attract & Retain People

37. BRIDGING Align and Connect

38. EXTERNAL Listen to and Serve Society

39. New for 2016 Connecting D&I and Sustainability BRIDGING Sustainability Five (5) P’s People Planet Prosperity Peace Partnership BRIDGING Sustainability Five (5) P’s People Planet Prosperity Peace Partnership Why the addition? Growing trend of some organizations connecting D&I with organizational sustainability processes and outcomes & Transforming Our World: The 2030 Agenda for Sustainable Development ~Adopted by all 193 Governments of the United Nations, September 2015

40. Uses of Benchmarks in Your Organization: To set and stretch standards and agree on your desired state To assess the current state of D&I To engage employees To determine short-term and long-term goals To measure progress To assist in hiring D&I staff & consultants As a “gift” to organizations in your community

41. Research / Expert Panelists GDIB represents the collective viewpoints of the Expert Panelists. Selected by the authors from recommendations based on criteria of breadth and depth in D&I. Practitioners, scholars, authors from a variety of diversity dimensions, backgrounds, and areas of expertise. Research process involved several rounds of review and analysis.

42. Use and Permissions Global Diversity and Inclusion Benchmarks (GDIB) is distributed as a PDF document. Permission to use this tool will be granted at no cost by signing an agreement with the authors. To download the GDIB, for the Permissions Agreement, and additional tools and resources, go to: www.diversitycollegium.org Julie O’MaraAlan Richter + 1-702-541-8920+ 1-212-724-2833 julie@omaraassoc.comalanrichter@qedconsulting.com www.omaraassoc.comwww.qedconsulting.com

43. GDIB Launch at Forum on Workplace Conclusion 1,200 Attendees 28 GDIB Expert Panelists and Users were on the program Concurrent Session Presenters Conversations on Race Presenters Plenary Panelists Opening Session Spoken Word Presenters

51. Celebration Suite Party

53. Who is Using the GDIB and What Does “Using” Mean? Users in our lexicon are those who have signed the Permission Agreement. Truth is, we can’t keep track. But, actually, GDIB is like a book in some ways. People read or skim it and learn from it, but they may not consider that action “using” it. What we really want to do is acknowledge best practices… so we don’t care if they are a “user” or not… we want to use GDIB to influence higher levels of best practice.

54. Forum on Workplace Inclusion GDIB, March, 2016 Exhibit and Suite Party Sponsors

55. Some Users – Permission Granted to Share Best Practice Stories Iron Mountain IBM (Brussels) Her Majesty’s Revenue and Customs (UK) Autoliv (Sweden) Texas Historical Commission UC Berkeley Rolls Royce Americas

56. GDIB Goals  Visibility  Usability  Relevance

57. Launch Events Coming in 2016 Locally Led -- by EP and Users— Learning and Celebrations Planning Underway São Paulo Washington DC Sydney Melbourne London The Netherlands Pittsburgh Philadelphia Seattle San Diego Los Angeles Portland Tokyo Toronto Argentina (webinar) New York San Francisco/Oakland More

58. For More Information Visit www.diversitycollegium.orgwww.diversitycollegium.org Navigate to Global D&I Benchmarks