Isabella Lenarduzzi. Founding & managing director van JUMPp

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1 Isabella Lenarduzzi Founding & managing director van JUMPp

2 The Business Case for Gender Equality Isabella Lenarduzzi

3 Women can save the Economy Companies increase performance GDP increase Address demographic challenges Better innovation

4 Macroeconomic impact of gender equality Goldman Sachs more women in the workforce could boost GDP by: 21% in Italy 19% in Spain 16% in Japan 9% in the US, France, Germany, 8% in the UK. Study by Sweden for their EU council presidency reports different figures if women would have the same rate of participation within the economy: EU average +27% - Belgium +26% - Germany 29% - Italy 32% - Nederland 40%. McKinsey _ The power of parity (September 2015): $28 trillion (or 26%) could be added to global annual GDP by 2025 if full gender equality is achieved. EIGE 2017 : improvements to gender equality would generate up to 10.5 million additional jobs by 2050 and the EU employment rate would reach almost 80%. EU Gross Domestic Product (GDP) per capita would also be positively affected and could increase up to nearly 10% by 2050.

5 Image Motivation Satisfaction Women are the driving force behind more than 80% of purchasing decisions. Research on group behavior demonstrates that diverse groups make more innovative business decisions «Gender diversity is an asset for the corporate image and also because it brings closer together the company, its employees, its shareholders and its customers.» According to a study by the European Commission, diversity programmes have had a positive impact on: - Employee motivation for 58% of the companies; - Customer satisfaction for 57%; - Brand image for 69%.

6 Gender diversity and performance Organisational Excellence Financial Performance There is a positive correlation between the proportion of women in the top management and the organisational and financial performance of the companies. Source: McKinsey & Company «Women Matter Gender diversity, a corporate performance driver» 2007 «Women as a Valuable Asset» April 2012

7 Diversity Matters

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9 2017 Aon Global Risk Management Survey 10 biggest risks for the companies: 1. Damage to reputation/brand 2. Economic slowdown 3. Increasing competition 4. Regulatory/legislative changes 5. Cyber crime 6. Failure to innovate/meet customer needs 7. Failure to attract or retain top talents 8. Business interruption 9. Political uncertainties 10. Directors & officers personal liability 9

10 Deloitte Survey: inclusion helps retaining talents 80% of working Americans say that inclusion is a important factor in choosing an employer 72% may consider leaving an organisation for one they think is more inclusive 30% of millennials have already left a job for one with a more inclusive culture 10

11 Organisational Excellence Correlation between organisational excellence and women s participation in management bodies is striking. Only a combination of different leadership behaviors contributes to balanced development of a company. 9 key leadership behaviors that improve the managerial excellence: - Participative decision making; - Role model; - Inspiration; - Expectations and rewards; - People development; - Intellectual stimulation; - Efficient communication; - Individualistic decision making; - Control and corrective action. People development, Expectations and rewards, Role model = More typical of female Source: Bain&Company «Lessons from female leaders in professional service firms» 2011

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13 Organisational Excellence Which gender has the advantage on key leadership traits? Women were advantaged in 6 of the 10 leadership characteristics identified, including the ability to empower others and to be a listener. Double binding: As leaders, women need to take charge and to be authoritative, assertive and decisive; but as women, they are expected to be gentle and compassionate. They may have to choose between being liked but not respected or respected but not being liked! So, women cultivate ways to demonstrate «caring» Source: Bain&Company «Lessons from female leaders in professional service firms» 2011

14 Organisational Excellence Companies with 3 or more women in senior management functions score more highly for each organisational criterion than companies with no woman at the top. Performance increases once a certain critical mass is attained: at least 3 women in management committees for a membership of 10 people.

15 Financial Performance McKinsey analysed the financial performances of 89 european listed companies relative to the average of their sector. Criterias: - The number and proportion of women on the executive committee; - The presence pf more than 2 women on the board, or statistics on gender diversity in the annual report. These companies outperform their sector: - In termes of return on equity (11,4% vs an average 10,3%); - Operating result (EBIT 11,1% vs 5,8%); - And stock price growth (64% vs 47% over the period ). Source: Catalyst «The Bottom Line: Connecting Corporate Performance and Gender Diversity» 2004

16 Companies with a higher proportion of women in their executive committees have better financial performance Companies in the top quartile for the women representation in executive committee vs. sector 1 Companies with 0 women in executive committee in that specific sector Verified - Non available Not verified McKinsey & Company

17 High female leader rate = high financial performance

18 Most executives recognize the impact of gender diversity on financial performance, but more women than men and more C-levels than middle managers Convinced Don't know Not convinced McKinsey & Company Much research has shown that companies with diverse leadership teams that include significant numbers of women generate higher financial returns. Do you believe this to be true? C-level (CEO, COO, CFO, etc.) Middle management n=445 n=464 Men (n=212) Men (n=188) Women (n=233) Women (n=276)

19 McKinsey & Company Building a whole gender-diversity ecosystem GENDER DIVERSITY ON TOP OF THE STRATEGIC AGENDA CEO commitment CEO and executive team's visible monitoring of progress in gender-diversity programs Developing women as leaders Networks and role models Mentoring Training and coaching Gender-diversity indicators supported by collective enablers HR processes and policies Infrastructure

20 Implementation of gender-diversity measures remains low, and even lower for small-size companies Percent, 2010, n=1,5341, mid-level and up respondents only Number of measures undertaken in the past five years to recruit, retain, promote and develop women 6 measures or more 4-5 measures 1-3 measures McKinsey & Company Average number of measures implemented No specific measures Total (n=1,534) Less than 500 employees (n=583) Between 500 and 20,000 employees (n=522) More than 20,000 employees (n=429) 1 Does not include the respondents who did not know which measures were implemented in their companies

21 JUMP believes that promoting gender equality will advance the economy Our mission JUMP is the leading social enterprise working with organisations and individuals to close the gap between women and men at work, achieve sustainable corporate performance and create a more equal society By promoting gender equality at work, JUMP contributes to solving genderbased discrimination issues within professional environments In doing so, JUMP strongly believes that organisations will create added value and achieve higher performance in a sustained way Finally, beyond the impact it has on organisations, JUMP is also generating social impact in the wide community by creating a more equal society

22 JUMP accompanies organisations in their journey to gender equality with a unique offer of solutions

23 The business case for women maintains that companies that have diversity and manage it properly make better decisions, produce better products, and retain several key business advantages over more homogenous companies.

24 Isabella Lenarduzzi Founder and Managing Director of JUMP info@jump.eu.com