Diversity & Inclusion In the New Reality Workshop

1. Diversity & Inclusion In the New Reality Workshop

2. Today’s Agenda Market Changes Diversity Inclusion Break Case Studies International Diversity

3. Today’s Goals • Develop an awareness and sensitivity for Diversity and Inclusion. • To increase your level of understanding and commitment to the Tyco Diversity and Inclusion Initiative. • Understand the importance of supporting a culture where difference is valued as a norm of operations.

4. TYCO International Diversity and Inclusion Mission Grow our business through an inclusive environment that values and develops a diverse workforce. Objective • Through diversity, we'll access the best people; • Through inclusion, we’ll inspire the best in our people.

5. TYCO International Diversity and Inclusion Mission (cont’d) Outcomes -- Diversity • Foster a workforce comprising a mix of people with different thinking styles, perspectives and approaches to work. • Foster a workforce and leadership team that reflects the diversity of the communities in which we operate and geographies we cover. -- Inclusion • Ensure that our managers demonstrate an inclusive leadership style that engages all colleagues to contribute fully. • Foster a workplace culture and climate that is welcoming and supportive of all, in order to maximize the potential of all our employees.

6. Diversity and Inclusion A Strategic Business Initiative…. ….Driven by Changing Demographics

7. Changing Demographics Source: U.S. Census Bureau, 2004, "U.S. Interim Projections by Age, Sex, Race, and Hispanic Origin”

8. Changing Demographics Source: U.S. Census Bureau, 2004, "U.S. Interim Projections by Age, Sex, Race, and Hispanic Origin”

9. Changing Demographics 2000 U.S. Population and Projection2000 – 2050 Estimate 2050 “Other” includes American Indian, Alaska Native, Native Hawaiian, Pacific Islander and Two or More Races 8 Source: U.S. Census Bureau, 2004, "U.S. Interim Projections by Age, Sex, Race, and Hispanic Origin”

10. Buying power of minority consumers ~$1.8 trillion Projected to be ~$2.6 trillion in 2009 Growth of Minority Purchasing Power $2.6T $1.8T $Billions $1.4T $0.7T 9 Source: The Multicultural Economy 1990 - 2009: America’s Minority Buying Power; Selig Center for Economic Growth, University of Georgia, May 2004; BCG analysis

11. Changing Demographics The customers, shareholders and employees of major corporations are increasingly made up of ethnic minorities and women. During the decade between 2002 and 2012, the U.S. Bureau of Labor Statistics (BLS) estimates that ethnic minorities will grow to equate to more than one-third of the total labor force estimated to be 162 million. By 2050 70% of the U.S. Labor force will be women and ethnic minorities 10

12. The Business Case for Diversity Changing demographics Aging workforce in industrialized economies Increased proportion of women in the workplace and in decision-making positions Increasing number of distant relationships in global organizations Increased acceptance and recognition of sexual orientation Contact between diverse national, cultural and ethnic backgrounds 11

13. “Change” “I am convinced that if the rate of change inside an organization is less than the rate of change outside, the end is near.” Jack Welch Former Chairman and CEO General Electric

14. Diversity Defined • What is it? • Why does it matter? • How does it impact our future?

15. Diversity • Differences that matter • Impact our ability to be successful • Influence how we are perceived in the marketplace

16. Diversity Exercise Dimensions of Diversity 15

17. Dimensions Of Diversity Exercise

18. Today is Not About… Trying to change hearts and minds Judging people’s thoughts or ideas An event or celebration EEO/AA/discrimination Reverse discrimination Zero-sum game 17

19. Today is About… Differences that help us reach our business goals Making us attractive to the best and brightest talent Being part of a culture that is able to compete and survive in a changing market An on-going commitment 18

20. Inclusion • What is it? • Why does it matter? • How does it influence our short and long-term success?

21. When Was The First Time You Felt Different?

22. Inclusion (cont’d) • Everyone has an equitable opportunity to participate. • Differences are respected and welcome as a norm of interaction. • The zero sum game does not exist. • Leadership shows up on many forms.

23. The Business Case for Inclusion • Changing demographics • Who makes a culture for the new technology? • Attracting and keeping the best and brightest • Contrasting generations • Innovation & creativity • Global interdependence

24. Exercise Workplace Examples of Inclusive Behavior

25. Case Study I • Bill is a customer service representative in a busy office and is ready to leave for the day when his phone rings. A current customer, who speaks with a very thick accent, wants to return the product including shipping, neither of which is allowed. Bill is unable to communicate to the customer in a way that she can understand, so they both become frustrated. What should normally be a five-minute phone call now turns into a difficult 20-minute call. Bill finally completes the call and mimics the customer’s accent by mocking her. Then he says, “I wish those people would learn to speak English if they are going to live here!” Other associates overhear Bill’s comments and one co-worker says, “Somebody needs to say something to him.”

26. Case Study Instructions In your small group, do the following: #1- Identify the issues and concerns in this case. #2- Prepare and be ready to present your recommendations to the larger group. #3- Be prepared to provide the pros and cons of your recommendation to the larger group.

27. Case Study II A group of workers from the purchasing department were sitting around chatting about their weekend during lunch. A woman stated, “I went to see the play RENT and enjoyed it. But the women kissing women and the men kissing men; you know, “the gays” were disgusting!” Many people looked down or away but no one said anything else.

28. Case Study III Mary worked in her new department for about six weeks. Each Monday morning the projects for the week are assigned and Mary has noticed that Bob and Ed, who are louder and more aggressive, seem to get the higher profile assignments. At this week’s meeting, Mary, who usually appears quiet, aggressively goes after a project that she wants and gets it. Her manager says, “Mary, I was stunned by your behavior at the meeting this morning…I thought we hired a lady?” Mary turns to a co-worker and says, “I need to say something, but I am not sure what or how?”

29. International Diversity 28

30. International Diversity Issue Assumptions Employees will be traveling and doing more business outside of their homeland in the years to come Laws concerning discrimination, harassment and related human rights vary and in some countries they do not apply

31. Challenges from Increased International Interaction Time differences must be acknowledged and considered When traveling foreign transportation should be reconfirmed and anticipated Required travel documents must be confirmed to streamline the customs process Telephone and Internet access may require different tools or equipment

32. Challenges …continued Medications and prescriptions often must be carried in authorized containers Food and eating habits may be different The hours for conducting business may be different in other countries Breaks and lunches may take longer or less time Becoming familiar with local protocols and social etiquette is critical Time for religious observations and family events are more prevalent in many cultures

33. Challenges…continued Body language and non verbal gestures may have different meanings Consider learning some basic words and phrases in the language of the foreign country you are visiting Consider talking with colleagues who are familiar with the norms and protocols of the foreign country you will be visiting before the fact

34. Summary of Perspectives Learn about the Do’s and Don’ts of the country you are going to or work in. Be receptive to feedback in the moment when people offer advice in other locations The more you respect local attitudes toward families, work and religion the more successful you will be in other locations International conference calls should be conducted at mutually convenient times

35. Review of Today’s Goals Develop an awareness and sensitivity for Diversity and Inclusion. To increase your level of understanding and commitment to the Tyco Diversity and Inclusion Initiative. Understand the importance of supporting a culture where difference is valued as a norm of operations. 34

36. Closing Comments

37. Diversity and Inclusion:Train The Facilitator Event

38. Guidelines • The focus of this TTF time is to provide a strategic insight on how to prepare and deliver an effective Diversity training event that you can customize it for your local needs • Each facilitator must develop their own stories and examples of relevant circumstances to make their training events compelling.

39. Assumptions • All facilitators have completed Diversity training as a participant. • All facilitators will prepare addendums to their Diversity training documents so that it is relevant and germane to their local situations.

40. Template for Training Modules Opening statement from leader concerning Diversity and Inclusion. Define Diversity and Inclusion. Present the business case for Diversity and Inclusion. Contrast what Diversity and Inclusion mean in 2009. Provide case stories to analyze and report on. Develop action plans to do something tangible after completing the training. 39

41. Local Leader Imperatives • Do they get it? • Are they willing to share a vision of local inclusion? • Will they charge their direct reports with performance objectives tied to Diversity and Inclusion?

42. Speak Your Own Truths Share your experiences with Diversity and inclusion as part of your facilitation. Share situations when you didn’t get it and the consequences of that behavior. Ask participants to share their own stories so that you are not coming across as the expert. 41

43. Getting Everyone Involved • What are our local opportunities? • What are our local challenges? • Who gets it? • Who wants to lead it? • When are we going to see the benefits? • Where does it apply in our culture? • How do we make it a norm here?

44. Andrew Smith Senior Partner Douglas V. Wheeler Managing Partner 3531 Windgarden Suite 301 Memphis, TN. 38125 P 901-756-9600 F 901-756-0053 www.TheWheelerGRP.com