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2017 INDUSTRY SCORECARD REPRESENTATION OF WOMEN IN THE INDUSTRY 2017 NATIONAL BENCHMARK Industry Operators Programmers All Industries Information Sector Telecomm Industry Broadcasting Industry Overall workforce 34% 31% 46% 48% 41% 39% 38% Professionals 36% 32% 43% 53% 36% 35% 40% Entry and Mid-Level Managers 36% 32% 46% 39% 38% 35% 38% Executives and Senior-Level Managers 38% 27% 49% 30% 27% 21% 29% Board of directors 28% 12% 23% 21% – – – Note: A dash (-) indicates data were not available. Percentages have been rounded to the nearest whole percent. Industry results include operators, programmers, and suppliers. With the exception of Board of Directors, national benchmarks are from the Equal Employment Opportunity Commission’s (EEOC) Job Patterns for Minorities and Women in Private Industry database. For Board of Directors, the national benchmark is from the Spencer Stuart U.S. Board Index 2016 and denotes the representation of women on the boards of S&P 500 companies. The 2017 Industry figure for Board of Directors is skewed upwards by the relatively high representation of women on the boards of non-profit organizations that participated in the survey. REPRESENTATION OF WOMEN OF COLOR IN THE INDUSTRY 2017 NATIONAL BENCHMARK Industry Operators Programmers All Industries Information Sector Telecomm Industry Broadcasting Industry Overall workforce 16% 16% 17% 19% 15% 17% 16% Professionals 14% 12% 18% 15% 12% 13% 14% Entry and Mid-Level Managers 12% 11% 15% 10% 10% 11% 12% Executives and Senior-Level Managers 12% 5% 18% 5% 4% 3% 6% Board of directors 4% 2% 3% 4% – – – Note: A dash (-) indicates data were not available. Percentages have been rounded to the nearest whole percent. Industry results include operators, programmers, and suppliers. With the exception of Board of Directors, national benchmarks are from the Equal Employment Opportunity Commission’s (EEOC) Job Patterns for Minorities and Women in Private Industry database. For Board of Directors, the national benchmark denotes the representation of women of color on the boards of Fortune 500 companies and is from Deloitte and Alliance for Board Diversity, Missing Pieces Report: The 2016 Board Diversity Census of Women and Minorities on Fortune 500 Boards. 2017 WICT PAR INITIATIVE EXECUTIVE REPORT 19
PERCENT OF ORGANIZATIONS ENGAGING IN KEY DIVERSITY PRACTICES 2017 INDUSTRY 2017 OPERATORS 2017 PROGRAMMERS Community outreach is related to diversity (e.g., links between organization and educational institutions, government, etc.) 79% 100% 80% Routinely checks for and acts to close gender and race/ethnicity gaps in hiring rates 75% 83% 73% Diversity awareness is celebrated in the form of different cultural events (e.g., Black History Month, Hispanic Heritage Month, etc.) 71% 100% 73% Routinely checks for and acts to close gender and race/ethnicity gaps in promotion rates 71% 83% 73% Routinely checks for and acts to close gender and race/ethnicity gaps in turnover rates 71% 83% 73% Develops strategies to ensure diversity in its suppliers, contractors, etc. 63% 67% 60% Aligns its diversity strategy with its business goals and objectives 58% 100% 53% Leadership development opportunities are specifically tailored for women and people of color 58% 83% 53% Targeted leadership development opportunities (e.g., mentoring, coaching, etc.) are designed to increase diversity in higher-level positions within the organization Employee attitude/satisfaction/engagement survey includes items that relate to organizational diversity and inclusion Routinely reviews and acts upon employee attitude/satisfaction/engagement survey responses by gender and race/ethnicity Employee affinity groups/ERGs exist in the organization (e.g., employee resource networks, which are groups formed around an aspect of diversity) 58% 83% 53% 54% 83% 53% 46% 67% 47% 42% 50% 40% Mentoring programs for women and people of color 33% 33% 33% Routinely checks for and acts to close gender and race/ethnicity gaps in performance ratings 33% 83% 13% People managers are held accountable for diversity-related tasks or outcomes in the performance management process 29% 50% 27% Bonus/incentive pay for management is linked to the achievement of organizational diversity goals 25% 50% 20% Programs with a focus on global/international diversity exist in the organization 21% 17% 20% Sponsorship programs for women and people of color 21% 67% 7% Note: A dash (-) indicates data were not available. Percentages have been rounded to the nearest whole percent. Industry results include operators, programmers, and suppliers. 20 2017 WICT PAR INITIATIVE EXECUTIVE REPORT
Page 2 and 3: PAR INITIATIVE EXECUTIVE REPORT 201
Page 4 and 5: ABOUT THIS REPORT Women in Cable Te
Page 6 and 7: EXECUTIVE SUMMARY THE BUSINESS CASE
Page 8 and 9: Currently, 38% of executives and se
Page 10 and 11: FIGURE 5 CHANGE IN REPRESENTATION O
Page 12 and 13: FIGURE 7 REPRESENTATION OF WOMEN OF
Page 14 and 15: FIGURE 8 2017 INDUSTRY-WIDE ILM MAP
Page 16 and 17: at hire rates, the female hire rate
Page 18 and 19: FIGURE 11 2017 INDUSTRY-WIDE ILM MA
Page 22 and 23: PERCENT OF ORGANIZATIONS WITH FLEXI
Page 24 and 25: TRAINING FORMAT FOR DIVERSITY AND I
Page 26 and 27: For each major employee group exami
Page 28 and 29: FIGURE 14 2017 MULTI-SYSTEM OPERATO
Page 30 and 31: FIGURE 15 2017 MULTI-SYSTEM OPERATO
Page 32 and 33: KEY FINDINGS FOR PROGRAMMERS Collec
Page 34 and 35: FIGURE 17 2017 PROGRAMMERS ILM MAP
Page 36 and 37: FIGURE 19 2017 PROGRAMMERS ILM MAP:
Page 38 and 39: Figure 12 illustrates that, among p
Page 40 and 41: FIGURE 21 PAY EQUITY 2017 INDUSTRY
Page 42 and 43: FIGURE 23 KEY RESOURCES FOR WORK/LI
Page 44 and 45: FIGURE 24 WAYS IN WHICH ORGANIZATIO
Page 46 and 47: FIGURE 26 WAYS IN WHICH ORGANIZATIO
Page 48 and 49: HOW DOES THE CABLE INDUSTRY COMPARE
Page 50 and 51: FIGURE 27 INDUSTRY DIVERSITY OUTLOO
Page 52 and 53: WHAT YOU CAN DO LET’S CLOSE WITH
Page 54 and 55: Telecommunications industries, whic
Page 56 and 57: WICT BOARD OF DIRECTORS Executive C
Page 58 and 59: DEFINITION OF TERMS ADVERTISING SAL
Page 61: 2000 K STREET, NW SUITE 350 WASHING

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