1. Employee Forums Discussion Document DATE

2. Objective and Outputs Overall goal is for each Champion to: Develop a deep level of insight into the barriers that need to be tackled within their own organisation and broader society Surface 2-3 bold and innovative ideas to be implemented either within their own organisation or across the MCC group Process Each Champion to complete focus groups within their own company (separately) with women and men with the goal of: Identifying cultures and conditions that allow women to thrive Generating bold and innovative ideas to be considered by each company and the MCC Group Aspiration is for each Champion to “buddy up” – in other words, to work with another CEO to conduct the sessions in his organisation. We believe this will: 1.Send a powerful symbol of commitment 2.Bring a fresh set of eyes to the issues within each company Group composition and criteria Criteria for groups – recommend 3 in total: 1.Senior Women: who have already reached a “senior executive” role 2.High Talent Women: viewed as high potential Please note that this can be done either as separate groups OR as one group for smaller organisations. However, it is critical to gain perspectives across generations. 3.Senior Men: to understand their view on what more could be done to increase the representation of women in leadership Please note that some companies may choose to conduct focus groups with Male Talent to compare their results vs. those of the women’s group. While extremely valuable, our team agreed this would be a secondary priority in our work together Focus Group Inquiry Exercise – Objective, Output and Process

3. Insight Collection A few points that will ensure we are successful in generating insight: 1.Taping of conversation: please ensure you take the session to allow an unfiltered capture of the conversation. Taped sessions should be delivered to the central team who will arrange for them to be transcribed. Please let us know if that will not be possible. Tape should be delivered within one week of all focus groups being completed 2.Standard approach: please use the standard approach that is attached in the following pages. If you would like to change it, please let the group know so that we can make adjustments as needed Scheduling/ other logistics Find attached dates for our Champions, all of which require a CEO buddy To help with the buddy process, each MCC assistant should: If possible, choose a ‘buddy’ and solve for a common date As an alternative, please schedule the dates and then forward them to the other EA and Implementation Leaders for their consideration All dates must be scheduled by DATE Focus Group Inquiry Exercise - Logistics

4. Focus group instructions (page 1 of 4) Each Male Champion has committed to running three focus groups within their business (minimum of 20 people). It is recommended that the target audience for the conversations include the following discreet groups: 1.Senior Women who have successfully “made it” to leadership positions. Here, we want to understand the conditions and cultural factors (internal and external) that they believe enabled them to advance/thrive. 2.High performing / talented women in early and mid-level management positions with Executive / Senior Executive aspirations or potential. Here, we want to understand their aspirations, how they differ from women already in Senior positions and the conditions and cultural factors (internal and external) they believe will support their future success. 3.Senior Male leaders within your business. Here, we recognise that men dominate leadership positions in business, and are critical to our goals to expanding the pipeline of senior women through their recruitment, development and promotion decisions. Suggestions regarding focus group make-up and dynamics: For each group, ensure a mixture of people with and without caring responsibilities, and to the extent possible, we should ensure that any differences in views are surfaced. (e.g. assumption is often that talented women with caring responsibilities need special conditions, whereas many women say that regardless of caring responsibilities all women would prioritise “supportive line managers” who have the belief and confidence in them to push them to take up stretch opportunities; bigger roles etc). A mixture of people from frontline and enablement/support functions. (e.g. hypothesis is that many women capable of frontline leadership roles are often tracked (by themselves or HR) into support functions in order to progress into leadership roles as this is where the main opportunity for female promotion exists. Male leaders, especially those leading large workforces, making recruitment/promotion decisions etc within your business. Support staff attending should be kept to an absolute minimum (ideally the Implementation Leader only) to ensure the sessions are set up as open conversations, where participants are completely free to challenge conventional wisdom (e.g. “I’ve been told part time employees can’t hold customer facing roles”; “there is no such thing as a 4-day week at senior manager level and above. If I accept 100% of the accountability and deliver 100% of the expected outcomes; I should get 100% of the pay”). The focus should be on listening and probing for future state, with very little reference to existing policies and paradigms - “just the way it is around here”.

5. Focus group instructions (page 2 of 4) “Myself and other MCCs are conducting a series of focus groups within our businesses to understand more deeply the conditions and culture that enable women to thrive and succeed into leadership positions. We have committed to working together to identify and implement 3-5 progressive and high impact actions to change the unacceptably low levels of women in our executive positions & pipelines. Our focus will be on listening to understand, identify, respond and institutionalise the conditions and culture that will enable more women to thrive. We will collate the feedback from all of these sessions and develop an action plan that we will commit to within our organisations, while also using our collective influence to achieve change on barriers that might exist at a societal level. I have a few questions / thought starters, but this this session is really about listening to your ideas and feedback.” Questions for Senior Executive womenQuestions for High Potential femalesQuestions for Male leaders Thinking about your career – what are the conditions and culture you believe have helped you to perform, develop, progress and thrive? o In your life o Within our business / your team o In society What formal policies within our business do you feel may have supported or inhibited the rate of your advancement? Are there any additional barriers within our organisation that you feel were impediments to your advancement? Are there any obvious barriers within society that were impediments to your advancement? What’s the one or two changes that you believe would make the most significant difference in advancing more women – including future generations - into leadership positions? Thinking about your career and future aspirations – what are the conditions and culture you believe you will need to perform, develop, progress and thrive? o In your life o Within our business / your team o In society Who are the role models you look up to in our business and why? Are there any obvious barriers within our organisation or society that may impact this? What’s the one or two changes that you believe would make the most significant difference in advancing more women into leadership positions? Thinking about the women in your leadership team / pipeline; what are the conditions and culture you believe have helped them to perform, develop, progress and thrive? Do you modify your style to recruit, develop, manage and motivate women vs men? What do you perceive are the barriers to meaningful gains in women in leadership within our business: o Personal o Within our business o In society What’s the one or two changes that you believe would make the most significant difference in advancing more women – including future generations - into leadership positions?

6. Focus Group Instructions: Capturing feedback (page 3 of 4) Formal policies and structures that support women in leadership Cultures and conditions that support women in leadership 1. ___________________________________________________ _____________________________________________________ 2. ___________________________________________________ _____________________________________________________ 3. ___________________________________________________ _____________________________________________________ 1. ___________________________________________________ _____________________________________________________ 2. ___________________________________________________ _____________________________________________________ 3. ___________________________________________________ _____________________________________________________ Barriers In our businessIn society _____________________________________________________ _____________________________________________________

7. Focus Group Instructions: Capturing feedback (page 4 of 4) a) Experiences and best practices we can share with others b) Barriers that require action within my organisation c) Bold and innovative ideas that surfaced that might address barriers or accelerate impact 1.11 2. 3. 4.