Company Culture is Key to Unlocking Gender Equality and Narrowing Pay Gap, New Accenture Research Finds “Getting to Equal 2018” report identifies 40 key factors that help all people thrive

1. CREATING
A CULTURE
OF EQUALITY
WHEN SHE RISES, WE ALL RISE
#GettingToEqual

2. GLOBAL RESEARCH RESPONDENTS
Copyright © 2018 Accenture. All rights reserved. 2
What did we explore? How did we explore it?
ANALYSISINPUT SURVEY OUTPUT
Uncovered 40 factors
that influence
advancement
Identified 200+
personal and
workplace factors
Measured these factors
with 22k+ people in 32
countries
Identified 14 factors
most likely to effect
change
Survey methods: More than 22,000 online interviews in 32 countries
Question:
What will it take to
create a workplace
culture where
women and men
have equal
opportunities for
advancement and
pay?
350 females and 350 males
from Indonesia took part in
the surveyGlobal data
Local data
Purple color will mean either one or both

3. LOCAL RESEARCH
Copyright © 2018 Accenture. All rights reserved. 3
Furthermore in Indonesia, Accenture partnered with KOMPAS media research team to
conduct a Focus Group Discussion with men and women respondents to complement the
global and local quantitative data
Live in the Jabodetabek Area
Industries:
Insurance, Telecommunications, SOE, Entrepreneurship in various fields
Ages 30 – 50 years old
*Divided into 2 groups: Group 1 (women) and Group 2 (men)

4. THERE ARE 40 FACTORS THAT INFLUENCE ADVANCEMENT, GROUPED
INTO 3 CATEGORIES
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Bold
Leadership
A diverse leadership team that
sets, shares and measures
equality targets openly
Comprehensive
Action
Policies and practices that are
family-friendly, support both
genders and are bias-free in
attracting and retaining people
Empowering
Environment
One that trusts employees,
respects individuals and offers
freedom to be creative and to
train and work flexibly

5. Copyright © 2018 Accenture. All rights reserved. 5
A diversity target/goal is shared
outside the organization
Gender diversity is a priority for
management
The organization clearly states gender
pay gap goals and ambitions
Progress has been made in attracting, retaining
and progressing women
The company has a women’s network
The company has a women’s network open
also to men
Men are encouraged to take parental leave
Employees have never been asked to change
appearance to conform to company culture
Employees have the freedom to be creative and
innovative
Virtual/ remote working is widely available and is
common practice
The organization provides training that keeps skills
relevant
Employees can avoid overseas/ long distance travel via
virtual meetings
Employees can work from home on a day when have a
personal commitment
Employees are comfortable reporting sexual
discrimination/ harassment incident(s) to company
BOLD LEADERSHIP COMPREHENSIVEACTION EMPOWERING ENVIRONMENT
14 OFTHESEFACTORSARE CATALYSTSOFPOSITIVECULTURAL
CHANGE

6. Copyright © 2018 Accenture. All rights reserved. 6
Women’s pay could increase by 51% or
up to an additional US$30,000 per
woman each year
If companies succeed, they will
also improve career progress for
men!
A lift in women’s earnings of
US$2.9 trillion
For every 100 Male
Managers, there will be 84
Female Managers
Current ration of Male vs Female Manager is 100 vs 34
Men become 23% more likely to advance to manager and above or
twice more likely to advance to SM and above
WHENFACTORSAREPRESENT,IMPACTSTOADVANCEMENTANDPAY
AREEVIDENCED

7. Copyright © 2018 Accenture. All rights reserved. 7
BOLD LEADERSHIP

8. Copyright © 2018 Accenture. All rights reserved. 8
Women are almost three times more likely to be on the fast
track in organizations with at least one female senior leader.
Increasing the percentage of women leaders from 0 to 35%
leads to the biggest gain in women’s advancement
Women progress further where there is transparency
around pay targets and in turn this helps to narrow the
gender wage gap
Companies in which leadership teams are accountable for
improving gender diversity are 63% more likely to have increased
women’s participation in executive leadership
Gender equality must be a
strategic priority for the
CEO and leadership team
INTERESTING FACT
WHENGENDEREQUALITYISAPRIORITY,MANYCHANGESOCCUR

9. Copyright © 2018 Accenture. All rights reserved. 9
“In my office, the
Marketing Manager for
Bali area is female.
She is a role model
because she has one of
the highest sales.”
“There is one female
Customer Project
Manager who is
described as "Wonder
Woman" because she
is always able to solve
issues on tough
projects in a male
dominated industry. ”
Male respondent,
Telecommunications
Male respondent,
Data software
“I’ve experienced
working with a female
leader in my previous
company, who had
strong influence on
staff.”
Ressa, HRD
staff
Both male and
female
respondents
know of female
leaders, however
male respondents
perceive them
more as role
models
BOLDLEADERSHIPCANBESEENBYTHENUMBEROF
WOMENINLEADERSHIPPOSITIONSININDONESIA

10. Copyright © 2018 Accenture. All rights reserved. 10
8%
23%
0
5
10
15
20
25
Proportion of women on the fast track in organizations with at least
one woman on the leadership team vs. those with none
3 times
more
women on
the fast
track
21%
All male leadership At least 1 woman in leadership
Significantly
more women
on the fast
track
Global Indonesia
Less than 1%
NEARLYAQUARTER OF WOMEN ARE ON THE FAST
TRACK WHENAT LEAST ONE WOMAN IS IN SENIOR LEADERSHIP

11. Copyright © 2018 Accenture. All rights reserved. 11
COMPREHENSIVE
ACTION

12. Copyright © 2018 Accenture. All rights reserved. 12
When companies encourage
parental leave for men and
women, the negative impact
on women’s advancement is
canceled out completely
- 2.7%
+ 0.33%
Baseline
Women’s chances of
advancing fall by 2.7%
Negative impact is neutralized
and chances of advancement
improve by 0.33%
When women are
encouraged to take
maternity leave
When firms encourage
parental leave (i.e. men
AND women are
encouraged to take leave)
Average likelihood of a
woman advancing to
manager or beyond
ONE OF THE MOST IMPACTFUL COMPREHENSIVE
ACTIONS RELATES TO PATERNITY LEAVE

13. Copyright © 2018 Accenture. All rights reserved. 13
47%
73%
91%
87%
45%
58%
67%
73%
Men are encouraged to take paternity leave
There is a clear paternity policy in place
Women are encouraged to take maternity leave
There is a clear maternity policy in place
Global
“Please describe the policies in place and attitudes to maternity and
paternity in the organization you work for today. “
• Over three-quarters of
employees work in
organizations with a
clear maternity policy in
place and where women
are encouraged to take
leave
BUT
• Fewer employees work
in organizations where
men are encouraged to
take paternity leave
Base = Indonesia Sample; Global Sample
Indonesia
HOWEVER, BOTH GLOBALLYAND IN INDONESIA FEWER
EMPLOYEES WORK IN ORGANIZATIONS WHERE MENARE
ENCOURAGED TO TAKE PATERNITY LEAVE

14. Copyright © 2018 Accenture. All rights reserved. 14
“Do you participate in a women’s network at your organization?”
44%
60%
11%
14%
4%
4%
41%
22%
All women
Fast-track women
74%
55%
35%
52%
10%
15%
5%
4%
50%
29%
All women
Fast-track women
Yes - for men and women Yes - women only No - I choose not to No - none exists
Indonesia
Global
45%
67%
ANOTHER IMPACTFUL FACTOR IS ESTABLISHMENT
OFAWOMEN’S NETWORK. IF IT WERE MORE COMMON, MORE
WOMEN IN INDONESIA WOULD PARTICIPATE

15. Copyright © 2018 Accenture. All rights reserved. 15
Social Perceptions
• Reduced chances to maximize female employee’s potential
• Missed opportunities to drive gender equality
IMPACT OF SOCIAL
PERCEPTIONS
Leadership is still
dominated by men
Low support for women in
terms of juggling
household work & career
Women are rarely encouraged
to create program or
networking event
BUT THEREARE STILL SOCIAL PERCEPTIONS THAT HINDER
COMPREHENSIVE ACTION TO TAKE PLACE IN INDONESIA

16. Copyright © 2018 Accenture. All rights reserved. 16
EMPOWERING
ENVIRONMENT

17. Copyright © 2018 Accenture. All rights reserved. 17
65% of fast-
track women take
advantage of
technology to attend
meetings virtually
rather than having to
be there in person
compared to 49% of all
women
77% of
respondents say
training tends to be
available anytime,
anywhere compared
to 8% where factors
are less common
70% fast-
track women say
their organization
provides relevant
skills training while
only 56% of non fast-
track women agree
WOMEN NEED TO TAKEACTIONS TO EMPOWER ANDADVANCE
THEMSELVES ULTIMATELY THROUGH UTILIZING TECHNOLOGY
AND TAKING PART IN TRAINING

18. Copyright © 2018 Accenture. All rights reserved. 18
Which, if any, of the following aspects of your company’s working environment have MOST helped you
advance?
Rank top three
6%
9%
14%
19%
33%
36%
43%
53%
70%
Visible role models of my gender
Commitment to gender diversity
Diverse leadership team
Support of a mentor
Freedom to be myself at work
Commitment to flexible working
Training opportunities provided
Freedom to be creative/innovative
Being given trust and responsibility
BOTH IN INDONESIAN ANDACROSS THE WORLD EMPLOYEES
BELIEVE THAT TRUST IS THE MOST IMPORTANT FACTOR TO
HELPADVANCE

19. Copyright © 2018 Accenture. All rights reserved. 19
In your office
which 14
critical factors
are present or
not, and which
factors do you
wish to have?
“Parental leave is
available in only
some companies”
“The training to keep
skills relevant is
something I wish we
had more”
“Virtual meeting is in
place but needed
more”
“More remote work
(work at home)
opportunities are
needed”
“Specific women's
network is needed,
some companies do
not have”
“Employees should
have more freedom
to be creative and
innovative”
TRAINING RELEVANT SKILLS, FLEXIBILITY FOR
WORKING PLACE/HOURS, WOMEN’S NETWORKARE STILL
NEEDED FOR MANY RESPONDENTS’OFFICES

20. Copyright © 2018 Accenture. All rights reserved. 20
95%
99%
73%
86%
23%
43%
Satisfied with career progression Love job
Factors more prevalent Average Factors less prevalent
Base = Indonesia Sample; Factors more
prevalent = 239; Average = 396; Factors
less prevalent = 65
IF WEACCOMMODATE ALL THESE FACTORS,
MORE WOMEN WOULD THRIVE IN THEIR COMPANIES
95% of employees are
satisfied with their career
progression
And 99% love their job at least
most of the time

21. Copyright © 2018 Accenture. All rights reserved. 21
HOW DO WE REACH
EQUALITY?

22. BUSINESS LEADERS MUSTASSESS THEIR READINESS TO MAKE
THE VITAL CHANGES BYASKING KEY QUESTIONS IN EACH
CATEGORY
Copyright © 2018 Accenture. All rights reserved. 22
BOLD LEADERSHIP
Do we measure the impact
of the gender equality
policies by positioning
leaders as main point of
socialization &
accountability?
COMPREHENSIVE ACTION
Have we established
policies in equal
proportions between both
genders and are they being
measured?
EMPOWERING ENVIRONMENT
Have we put in place the
correct tools to train,
support, and encourage a
workplace culture that is
creative, innovative, and
yet responsible?

23. AS THE NEXT GENERATION OF FEMALE LEADERS,
YOU WILL NEED TO TAKE HOLDAND SHAPE YOUR OWN
ADVANCEMENT THROUGH THESEACTIONS
Copyright © 2018 Accenture. All rights reserved. 23
PARTICIPATE IN
TRAININGS
JOIN/CREATE A
WOMEN’S NETWORK
UTILIZE
TECHNOLOGY
Always develop
yourself, your skills,
and those around you
Immerse yourself
amongst those who want
to create change and be
that change
Take advantage of
technology to
enhance your work
and how you work