WICT PAR InitiativeSurvey2009 · WICT 2009 PAR Initiative Survey 3 OpeningLetter...

WICT

PAR Initiative Survey 2009The WICT PAR Initiative is a joint effort betweenWICT and Working Mother Media

http://www.workingmothermediainc.com/?service=vpage/8

http://www.wict.org/research/par/Pages/default.aspx

http://www.wict.org/Pages/Default.aspx

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Table of Contents

Opening Letter......................................................................................................................................3

Introduction and Process...................................................................................................................4

Project Timeline ...................................................................................................................................6

PAR Initiative Components................................................................................................................7

Trends and Key Findings....................................................................................................................9

Industry Benchmarks ........................................................................................................................10

Instructions ...........................................................................................................................................11

Survey Logistics/Definitions............................................................................................................16

Non-Disclosure Agreement ..............................................................................................................18

2009 WICT PAR Initiative Survey.............................................................................................19-39

Company Information

Board of Directors

Status of Women and Minority Employees

Status of Women and Minorities in Management

Promotion of Women and Minorities

Women in Technology

Women in Call Center Management

Pay Equity

Advancement Opportunities

Resources for Work/Life Support

Optional Supplier Diversity Section

PAR Initiative Research Partners ..................................................................................................42

Contacts...............................................................................................................................................43

2008 Best Companies for Women in Cable................................................................................44

Checklist ..............................................................................................................................................46

W I C T 2 0 0 9 P A R I n i t i a t i v e S u r v e y

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Opening Letter

Dear Cable Industry Community,WICT commends the industry’s ongoing development of practices key for attracting and retaining toptalent and for its continued participation in the WICT PAR Initiative.

The PAR Initiative provides our industry an exclusive resource for identifying trends in Pay Equity,Advancement Opportunities and Resources for Work/Life Support. The collaboration reflected in the PARInitiative grows more valuable each year because it provides both a report on the current landscape anda quantifiable history of the advances and declines. Participating in PAR also reveals if and how policiesand procedures are really making a difference internally and for the industry as a whole.

PAR continues to provide resources for completing the research survey online. The online survey allowsparticipants the ability to securely enter data, to complete the survey in more than one sitting, and aunique number verification structure for the demographic questions.

We invite those who have not yet taken advantage of the PAR Initiative to participate and reap thebenefits of this one-of-a kind study. Not only for the possibility to earn a coveted “Best Company forWomen” ranking, but more importantly, because a dynamic, fair and equitable workplace goes a longway in making your company and the industry significantly stronger. In an environment that getsmore competitive by the day, it is essential that we do all we can to have the edge—and keep it—as we head into the future.

We will celebrate the 2009 Best Companies for Women in Cable lists and award the Forerunner Accoladesto the top operator and programmer companies that participate in the PAR Initiative during CableConnections Spring 2010 in Los Angeles, California.

Sincerely,

Benita Fitzgerald Mosley Ellen EastPresident & CEO Chair, WICT Board

Women in Cable Telecommunications Executive Vice President & Chief Communications Officer

Time Warner Cable

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The PAR Initiative was created by the WICT Foundation in2003 with a mission to measure the status of women employ-ees in the cable industry based on three criteria: Pay Equity,Advancement Opportunities and Resources for Work/LifeSupport. The initiative is WICT’s advocacy program which helpscable operators, programmers and other industry-affiliatedcompanies implement processes, track progress and adjustinequalities in the workplace.

Data is collected on an annual basis through an official surveyof detailed questions about compensation and other policies.After this rigorous process, each participating company isissued its results, consisting of confidential information, ascorecard that measures their performance against past per-formance and the industry overall, and a private assessmentand consultation on the results with WICT research partnerWorking Mother Media.

Part self-assessment tool, part industry measuring stick, theannual PAR Initiative compares companies within the cableindustry and assigns rankings based on practices and programsthat create a more equitable, resourceful and thriving workenvironment. Individual results are kept completely confiden-tial. A private scorecard is developed for participating compa-nies to measure individual PAR scores against the currentstate of the industry. Only the Executive Summary, IndustryScorecard, and WICT’s annual list of Best Companies forWomen in Cable are publicly reported.

Last year, 40 companies completed the sixth annual PARsurvey, with 14 operators, 21 programmers, and five closelyaligned industry suppliers and nonprofits sending in results.Despite industry consolidation, companies continue to findvalue in the PAR Initiative. With each year, the PAR Initiativegrows more valuable, because it provides not only a report onthe current landscape, but also a quantifiable history of theadvances and declines in Pay Equity, AdvancementOpportunities and Resources for Work/Life Support.

The PAR Initiative offers a roadmap for identifying andtracking inequality and pinpointing where there is room forimprovement. This information is then applied to such areasas employee retention, asset management, and to such crucialpractices as establishing a pay equity policy.

Findings demonstrate the extent to which companies are com-mitted to creating and maintaining equitable programs andpolicies that reflect genuine progress year after year. WICT’sPAR Initiative affects the entire cable industry by creatingbenchmarks for a more diverse and fair work environment.

What Is PAR?

P= Pay equityA= Advancement opportunitiesR= Resources for work/life support


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Phase 1Survey Research — The survey examines the advancementof women by measuring overall change in the pursuit of thePAR Initiative standards by participating companies withinthe industry.

Phase 2Results Reporting — Working Mother Media will provide aconfidential scorecard to each participating company indi-cating its progress in pursuing the PAR Initiative standardsas measured by the survey. Additionally, an official prescrip-tive with industry, corporate and specialized resources isavailable online to companies in the pursuit of the PARInitiative standards.

Phase 3Industry Recognition — WICT will recognize outstanding cor-porate achievements in support of the PAR Initiative by creat-ing the Best Companies for Women in Cable lists, developing aspecial Multichannel News supplement, promoting these listswithin the industry and the business world, and celebratingexemplary companies with Forerunner Accolade awards duringCable Connections Spring 2010 in Los Angeles, California.

Phase 4One-on-One Meetings — WICT offers the opportunity forone-on-one meetings for you to review your confidentialscorecard and have related discussions with Joanne Cleaver,PAR Initiative Project Manager, Working Mother Media.

The PAR Initiative Process

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March 23, 2009 Survey is distributed

April and May Survey reminders

Friday, June 5 Survey deadline

June-July Working Mother Media (WICT’s joint partner) fact-checks, analyzesdata and conducts follow-up interviews with participating companies

August Working Mother Media and WICT staff compiles PAR Initiative materials

September WICT notifies companies on the Best Companies for Women in Cable list

September WICT contacts companies for a special WICT supplement which runs inMultiChannel News in November

Week of PAR Initiative participants receive the PAR Initiative results and theirNovember 9 confidential scorecards

Week of WICT releases the PAR Initiative results to the publicNovember 16

Winter 2009/ One-on-One meetings with Working Mother Media and PARSpring 2010 Initiative participants to review results

Spring 2010 Forerunner Accolades awards presented to Best Operator and BestProgrammer for Women in Cable during Cable Connections Spring 2010in Los Angeles, California

2009 PAR Initiative Project Timeline


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PAR Initiative SurveyThe multi-question official PAR Initiative survey is the mainsource of data collection used to report the industry score-card, executive report and Best Companies for Women in Cablelists. The survey process also allows for one-on-one dialogueand follow-up conversation with Working Mother Media, tocapture the most comprehensive results.

PAR Initiative Collaboration with NAMICWICT and NAMIC have simplified the process for participantsby collaborating to acquire basic demographic informationcommon to both organizations’ surveys. Each organizationwill still develop and distribute its own research survey andfindings, but the common demographic questions will nowby presented in a similar format for your convenience. Whenyour staff compiles demographic data to answer either survey,the questions and answers in the one will be mirrored by theother. This new process saves you time and effort and allowsboth organizations to create reports that further help youbuild on proven diversity strategies. While NAMIC’s researchstudy is conducted biennially, WICT continues its researchon a yearly basis.

PAR Initiative Confidential ScorecardA confidential company scorecard is compiled for companiescompleting the survey and is confidentially submitted to par-ticipating companies by Working Mother Media, after the sur-vey data collection process.

PAR Initiative Industry ScorecardData compiled from all participating companies completingthe survey is used to develop this scorecard that measuresthe industry as it relates to the PAR Initiative standards.

PAR Initiative Executive Summary/ReportA comprehensive cable telecommunications report with charts,graphs, results, a business case, recommendations and conclu-sions compiled from survey and industry data. The executivesummary/report offers a full analysis of the 2009 survey results.

Best Companies for Women in Cable ListA ranked list of participating companies that are outstandingin achieving the PAR Initiative standards, as defined byWorking Mother Media.

BenchmarksSuggested measurements for individual and industry perform-ance in pursuing PAR Initiative standards. 2008 benchmarksappear on page 10 or visithttp://www.wict.org/research/par/Pages/default.aspx

Pay EquityEquality in terms of compensation for women, as reported inquestions 54-60 of the PAR Initiative survey.

Advancement OpportunitiesThe availability of opportunities for women to advance withina company, as reported in questions 61-96 of the PARInitiative survey.

Resources for Work/Life SupportAvailability of resources, such as flex-time, child and elder careassistance, etc. to support the needs of women, as reported inquestions 97-120 of the PAR Initiative survey.

StandardsThe PAR Initiative standard is equality in each of thefollowing three areas:

� Pay equity where women are paid equal to men atevery level

� Advancement opportunities where women arerepresented in equal numbers to men at every level

� Resources for work/life support where companies’work/life support practices enable the ongoingadvancement of women at all levels.

WICT Management Guide for an EquitableWorkplaceA human resources tool to assist in the cultivation andimprovement of company business practices. The guide is ananswer to past PAR participants’ requests for resource toolsthat assist in their application of PAR best practices.

PAR Initiative Components

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PAR Initiative Components continued…

WICT SupplementA special Multichannel News supplement dedicated to celebrat-ing the companies featured on the 2009 Best Companies forWomen in Cable lists and showcasing those companies’ bestprograms and resources as they relate to the PAR Initiative.

Forerunner AccoladesWICT awards presented to both the Best Operator for Womenin Cable and Best Programmer for Women in Cable, based onthe top rankings of companies participating in the 2009 PARInitiative. The Forerunner Accolade awards will be presentedduring Cable Connections Spring 2010 in Los Angeles,California.

PAR Initiative One-on-One Meetings2009 PAR Initiative participants have the opportunity to meetwith Joanne Cleaver, PAR Initiative Project Manager, WorkingMother Media, to review their confidential results.


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In its sixth year, WICT’s PAR Initiative continues to showcasepositive developments for women in the cable industry as wellas uncover opportunities for improvement. The 2008 PARInitiative saw impressive gains in telecommuting and flex-work, both key benefits for attracting and retaining women incable. Pay equity programs moved forward, as did leadershipprograms for women at most levels.

The number of women in cable made modest gains in 2008.Women comprise 36.4 percent of industry employees, a slightincrease from 2007’s 35.8 percent. Women comprise 36.6percent of all managers and professionals, close to last year’s35.8 percent, which included managers but not professionals.Women are 35.4 percent of all middle managers and profes-sionals, compared to 2007’s 37.9 percent, which includedmanagers but not professionals.

The number of women in senior executive positions droppedsignificantly in 2008. Women now comprise 22.8 percent ofall senior executives — C levels (CEOs, COOs, CFOs, etc.,) andtheir direct reports. This figure represents a decline from27.7 percent in 2007.

In spite of increased attention to business contributions thatwomen make to their company’s bottom line, the cable indus-try has not grown its number of women since PAR launched.In fact, that number has dropped to only 36.4 percent despitewomen representing 51 percent of the American population.In 2003, women comprised 38.7 percent of the industry. Theoverall cable industry trend is declining numbers of womenin all categories, except middle managers.

While progress is uneven for women in management, the cableindustry has made great strides in its workforce policies forpay equity, advancement opportunities and resources forwork/life support for all its employees. Interviews with cableemployers undergoing consolidation, acquisitions, and reor-ganizations indicate that employers are working hard to retainwomen, especially in technology and at the senior level.

Cable employers already renowned for exemplary pay equitypractices continued to fine tune pay transparency and man-agement accountability. Leading employers realize that middlemanagers are the first line of defense for enacting equal payand are coaching and training them to consistently applyequal-pay policies. The industry continues to push pay equityforward. In 2008, roughly 55.9 percent of participating com-panies reported having a formal pay equity policy. Of thecompanies with formal pay equity policies, 41.2 percent have

“good” pay equity policies — those aligned with businessgrowth goals and that require accountability. The remaining14.7 percent of the group have “basic” pay equity policies —generic policies that pledge gender pay equity. The slightdecrease in companies with a formal pay equity policy is attrib-utable to several new participants in this year’s initiative. Thesenew participants are just beginning to embrace pay equity bestpractices. Many small companies surveyed had no formal policyand instead rely on their small size to ensure equity.

It is impossible to overestimate the importance of mid-careeroperating experience, and cable employers added a varietyof avenues for women to participate in project launches,new product development, acquisition teams, and regionalexpansions. Leaders in advancement expanded the winning“business resource group” model showcased in the 2007 PARInitiative, furthering the reach of internal business incuba-tors and other ways to cultivate entry-level and mid-levelfemale talent.

Fluctuating gas prices are prodding employers to rethink howand when work is accomplished. The result is a wave of moreresponsive flexwork and telecommuting policies. Operatorshave taken the lead, reorganizing call centers to enable repre-sentatives to work from home and reaping a wide range ofproductivity and operating benefits in the process. Low-costprograms such as paid time off for volunteering and subsidizedmemberships in off-site wellness or fitness facilities also sawgains this in 2008.

These key statistics, among others, are testaments to PAR’simpact at individual companies and across the entire cableindustry. As the PAR Initiative reports and analyzes itsseventh year of statistics, it is apparent that setting andmeeting goals that can be measured against previous yearsis critical in moving the industry forward.

Trends and Key Findings 2008

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Based on the industry data collected during the 2007 and 2008 PAR Initiative, and in relationship to other proven research,Working Mother Media has developed the following industry benchmarks. These “stretch goals” for the cable industry are thebenchmarks for which PAR Initiative shall be measured against annually.

2007 data 2008 data 2010 stretch goal

Women as a percentage of employees/operators 34.77% 35.02% 45%

Women as a percentage of employees/programmers 44.23% 46.53% 50%

Women as a percentage of managers/operators 33.54% 33.51% 45%

Women as a percentage of managers/programmers 44.29% 46.03% 50%

Women as a percentage of senior executives/operators 19.84% 18.83% 25%

Women as a percentage of senior executives/programmers 31.11% 26.11% 45%

Women of color/% of all employees/operators 15.02% 15.03% 20%

Women of color/% of all employees/programmers 14.51% 15.70% 20%

Pay Equity

% companies with basic formal pay equity policy 20.00% 38.24%* 25%

% companies with good formal pay equity policy 40.00% 41.18% 75%


Formal mentoring programs company-wide/operators 63.64%* 53.85% 75%

Formal mentoring programs company-wide/programmers 47.37% 46.67% 60%

Career planning & retention/midlevel managers/operators 72.73% 76.92% 85%

Career planning & retention/midlevel managers/programmers 63.16% 73.33% 75%

Career planning & retention/women in IT/operators 63.64% 61.54% 85%


Back-up child care/operators 54.55% 46.15% 100%

Back-up child care/programmers 68.42% 73.33% 100%

Telecommuting/operators 81.82% 76.92% 100%

Telecommuting/programmers 52.63% 66.67% 100%

Flex time/operators 81.82% 84.62% 100%

Flex time/programmers 73.68% 93.33% 100%

* 2010 stretch goals met or exceeded in 2008

Industry Benchmarks


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1. Companies, corporations and autonomous subsidiaries ofcompanies in the cable and telecommunications industry areeligible for participation in the WICT PAR Initiative survey. Wedefine a subsidiary as autonomous if it determines its ownbenefits program and has its own chief executive officer (CEO).

2. This survey is broken down into the following categories.Please choose only one category pertaining to your primarybusiness focus, and complete all questions pertaining tothat category:

� Multiple service cable operator

� Regional cable operator

� Independent cable programmer

� Programmer/Subsidiary of a large corporation

� Cable industry supplier/Vendor/Non-profit

� Information technologies

� Equipment/Hardware supplier

� Non-Profit

3. Use only 2008 data, or the last 12-month period for whichyou have complete information. In most cases, you will needto supply actual numbers from your company databases. In afew instances, it may be appropriate to use estimates, butonly with the following stipulations:

� The use of an estimate is weighed against great timeand expense in obtaining exact figures.

� The estimate must be made by someone in a positionto do so with high confidence.

� The estimate must be equally acceptable to thecompany in making important business decisions.

4. Each participant must complete the online version of thePAR Initiative survey. The survey is available as a secureonline survey. Participants will be sent a unique URL andunique password to access the online survey. This access infor-mation will be sent to the main human resources contact onfile with WICT. Should you misplace the access information orthe access information needs to be sent to a different personplease contact Paula Atallah, Manager, Initiatives, WICT at703.234.9814 or [email protected].

The Working Mother Media consultant team will contact eachprior and potential participants the week the survey becomesavailable to ease and facilitate the completion of the survey.

The online survey has the ability to save entered data as youprogress from one page to the next thus allowing the comple-tion of the survey in more than one sitting. The online surveyalso has a built in auto-calculation features to ensure accuratereporting of demographic numbers.

Access to data, customer information and system administra-tion is limited by username and password or administrativeprivileges.

The online survey host is an official licensee of the distin-guished TRUSTe Privacy Seal Program and certified by the EUSafe Harbor Privacy Program, as well as a recognized VeriSignsecured site.

You may download a hard copy of the survey as a guide forpreparing answers from the WICT website atwww.wict.org/research/par/Pages/default.aspx

5. Once the survey has been completed and submitted online,Working Mother Media, will contact you to conduct an inter-view to confirm data and conduct interviews.

6. All 2008 past participants can review their company’sresponses via a special link only available through theonline survey. All other past participants can contact JoanneCleaver regarding prior year’s responses, if needed.

7. Please provide any and all supporting documents; thatis, background that will help us understand your company’sculture and efforts to advance women. Supporting docu-ments may be submitted in print or electronic form toJoanne Cleaver.

Mail: Joanne CleaverPAR Initiative Project ManagerWorking Mother Media1927 N. 52nd St.Milwaukee, WI 53208E-mail: [email protected]: 414.259.7928 | Fax: 414.453.7925

Examples of supporting documents include:

� Excerpts from policy manuals

� Annual reports

� EEOC and similar statistics and reports

� Profiles and biographies of up-and-coming and high-ranking women

� Internal human resources surveys and materials on recruit-ing, retaining and advancing women, and equal pay

Instructions & Deadline SURVEY DEADLINE: FRIDAY, JUNE 5, 2009

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� Information on work/life programs— formal and infor-mal—to identify, equip and develop high potential women

� Examples of corporate participation in external programsdesigned to advance women

� Specific evidence of the effectiveness of programs toattract, retain and develop women, such as the careerprogress of women who have participated in companysponsoredleadership programs

� Specific evidence of the effectiveness of programs to aidwork/life balance, such as the impact on operations offlexible schedules.

8. Please complete the online survey byFriday, June 5, 2009. The completed nondisclosureagreement and supporting documents must be received byFriday, June 5, 2009. Please send the documents to:Mail: Joanne Cleaver,

PAR Initiative Project Manager,Working Mother Media1927 N. 52nd St.Milwaukee, WI 53208

E-mail: [email protected]: 414.453.7925 | Phone: 414.259.7928

9. Please retain a copy of your completed survey and support-ing documents for your records. You may print a copy of thecompleted survey online.

Working Mother Media staff researchers will be fact-checkingfigures before the figures are released and will contact you,via email or phone, to confirm data and conduct interviews.

10. Conveying Your Company’s Culture. A component of the PARInitiative survey that can be challenging is communicatingelements of your company’s culture that create a healthy, sup-portive environment for women. It is not hard to list formalprograms and include information about them. It is morechallenging to explain how the company’s culture delivers thesame results as a formal program. For example, one companymight have a formal telecommuting program that specificallyoutlines the ways that managers can work from home someof the time. That might result in better retention rates forwomen middle managers.

Some effective tactics for conveying culture can be shortcase studies that illustrate the impact of the culture on theadvancement and retention of women and biographies ofwomen executives that highlight points in their careerwhen they were able to take risks or continue to advancedespite challenging life circumstances due to the company’sculture. It is also helpful to provide documentation such asemployee surveys, productivity estimates and absenteeism sta-tistics that provide additional information about the culture, asreflected in internal survey results.

Please tell us about initiatives that are launched byregional offices, especially at companies that are decen-tralized. Grassroots efforts and the company’s subsequentadoption of them are powerful indicators of company cul-ture. It is the goal of the PAR Initiative project staff tothoroughly understand the nuances of every participatingcompany’s culture.

If you prefer, you may also attach additional materials orcall project manager Joanne Cleaver at 414.259.7928 toarrange phone interviews to further communicate yourcompany’s culture.

11. WICT continues collecting demographic data on femaleand male employees as well as information regarding employeeretention and promotion rates. As past participants will noticethis is a dramatic change from prior years’ demographic ques-tions. These changes are the product of WICT and NAMIC’seffort to streamline the research survey process for acquiringbasic demographic information common to both associations’surveys.

While NAMIC’s research study is conducted biennially, WICTcontinues its research on a yearly basis. For more informationon NAMIC’s Multi-ethnic Employment in Communicationssurvey please contact:Susan WaldmanResearch Manager, NAMIC320 West 37th Street, 8th FloorNew York, NY 10018P: 212.594.5985 x24 — F: [email protected]

Instructions continued…


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Important Points about Partial ResponsesPlease note: companies that do not provide statistical infor-mation regarding the number and status of women at theircompanies will not be eligible for the Best Companies forWomen in Cable lists. To be statistically valid, the PARInitiative results must be calculated on complete results fromeach participating company. However, if you provide partialinformation, you will receive a confidential company score-card based on the information you submit and comparingyour company to industry scores on those points only.

In addition, questions left blank cannot be scored. If acompany chooses not to answer a particular question in onesection, their overall score for that question will be zero.Even a short sentence will provide more information, andhelp Working Mother Media produce a scorecard that givescredit where credit is due. A few exceptions do apply. Pleaseconfer with the PAR Initiative Project Manager about thescoring implications of leaving sections blank.

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Tips for Completing Statistical Questions ofthe 2009 PAR Initiative SurveyThe statistical portion of the PAR Initiative survey is intendedto identify the exact status of women and women of color atparticipating companies. You should fill out your hard copy ofthe survey as a worksheet to prepare for the online data entryof the survey. (A printable report of your official surveyentries will be available after you have completed andsubmitted the survey.)

The survey will produce a printable report of your officialsurvey entries, including text answers after you submit thefinal version.

Most of the sections request both the number of the employ-ees, broken down by gender and/or race, and the percent ofemployees, broken down by gender and/or race.

Numbers should be reported out to the hundredth decimalplace. Example: 12.71%

The number of employees, broken down by gender and/orrace, must add up to the total number of employees for thatquestion. The online survey will produce an error message ifyour totals do not match the total for that question.

The percents figures are to be completed as a fraction of theoverall TOTAL number of persons for that category. (This isdifferent than the way the PAR Initiative computed percent-ages in the past. Do not use percentages from previous PARInitiative submissions.) Round decimal percentages off to thenearest whole number.

In Example 1 below, the total numbers in question 6b and 6c(3 women and 7 men) must add up to the TOTAL number ofboard members listed in question 6a (10 board members).Similarly, the TOTAL percentages in questions 6b and 6cshould add up to 100%.

These instructions apply for Question 6 – 48.


EXAMPLE 1

Here is how this looks for the number of employees, broken down by race:

The number of WHITE, BLACK, HISPANIC, ASIAN, NATIVE AMERICAN/ALASKAN NATIVE and OTHER RACIAL MINORITY directors mustadd up to the number entered in the TOTAL NUMBER box. In this case, 7+ 2+ 1 = 10

The percent of WHITE, BLACK, HISPANIC, ASIAN, NATIVE AMERICAN/ALASKAN NATIVE and OTHER RACIAL MINORITY directors mustadd up to 100%. In this case, 70% + 20% + 10% =100%

Let’s analyze this example by both race and gender: (See box 6b on page 14)The number of WHITE, BLACK, HISPANIC, ASIAN, NATIVE AMERICAN/ALASKAN NATIVE and OTHER RACIAL MINORITY WOMEN must addup to the total number entered in the TOTAL NUMBER OF WOMEN box. In this case, 2 + 1 =3The percent of WOMEN by race must add up to the TOTAL PERCENT OF WOMEN for the question. In this example, 20% + 10% =30%

6 a.TOTAL 2007 Native Other racialBoard of American/ minority. TOTAL TOTALDirectors White Black Hispanic Asian Alaskan Native Please specify. Number Percent

Number ofBoard of Directors,by race 7 2 0 1 0 0 10

Percent ofBoard of Directors,by race 70 20 0 10 0 0 100


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Using the same process, we add up the total number of men board members by race, and the total percent of men board members by race.The number of WHITE, BLACK, HISPANIC, ASIAN, NATIVE AMERICAN/ALASKAN NATIVE and OTHER RACIAL MINORITY men must addup to the total number entered in the TOTAL NUMBER OF men box. In this case, 5 + 2 = 7The percent of men by race must add up to the TOTAL PERCENT OF men for the question. In this example, 50% + 20% = 70%

Here is how the compiled numbers break down:

The composition of this board: by race The composition of the board: by gender

70% White 30% Women

20% Black 70% Men

10% Asian

100% TOTAL 100% TOTAL

The composition of this board by gender and race is:

50% White Men

20% Black Men

20% White Women

10% Asian Women

100% TOTAL

6 b.2007 Native Other racial TOTAL TOTALWomen Board of American/ minority. Number PercentDirectors White Black Hispanic Asian Alaskan Native Please specify. of WOMEN of WOMEN

Number ofWomen Board of Directors,by race 2 0 0 1 0 0 3

Percent ofWomen Board of Directors,by race 20 0 0 10 0 0 30


6 c.2007 Native Other racial TOTAL TOTALMen Board of American/ minority. Number PercentDirectors White Black Hispanic Asian Alaskan Native Please specify. of MEN of MEN

Number ofMen Board of Directors,by race 5 2 0 0 0 0 7

Percent ofMen Board of Directors,by race 50 20 0 0 0 0 70

The Working Mother Media PAR Initiative projectteam will be happy to answer your questions.

Please email Joanne Cleaver [email protected] or call 414.259.7928.

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Q. When is the survey due?Please complete the online survey and send supporting docu-ments by June 5, 2009. Send supporting documents to:

Mail: Joanne Cleaver, PAR Initiative Project ManagerWorking Mother Media1927 N. 52nd St.Milwaukee, WI 53208

E-mail: [email protected]: 414.259.7928Fax: 414.453.7925

Q. Can you define “board of directors?”For publicly held companies and some non-profits, this is theboard of directors that has governance responsibility for theentire company. Members of the board will be listed both inthe annual proxy statement and in the annual report.

Q. Can you define “entry-level employees?”These employees joined the company at the first rung. Thisincludes both positions that do not require a college educa-tion, such as call center workers and field installers, as wellas recruits directly from college to the company.

Q. Can you define “all management and supervisoryemployees and professionals?”This category includes all supervisors at every level, from thefirst rung of management, such as shift supervisors at callcenters. It also includes all professionals, such as lawyers. Thiscategory does not include clerical staff or professionals with-out advanced degrees, such as bookkeepers and paralegals.Please include a count only for U.S. based employees.

Q. Can you define “senior executives?”These are the top level of managers at the company, alsoreferred to as the C-level: the CEO, CFO, CTO, COO, and possiblypresidents of major divisions and operations who report direct-ly to the CEO.

Q. Can you define “middle-managers?”This category includes department and division heads andgeneral managers, one level below the CEO’s direct reports.In some companies, this will include regional managers ormanagers of key departments of divisions; for example, a vicepresident of advertising sales might report to an EVP ofmarketing, who reports to the CEO. In that case, the VPof advertising sales is counted as a middle manager.

Q. Can you define “line-managers?”This category includes all other managers and professionalswho are not senior executives or middle-managers. Thisincludes staff professionals, such as CPA’s and lawyers.

Q. Can you define “first-line managers?”This category includes those employees in their first manage-ment jobs, such as call-center team leaders or shift supervi-sors; assistant department heads; and IT team leaders. Thiscategory does NOT include professionals.

Q. Can you define “technology employees?”Technology employees includes all employees involved indesigning, implementing and managing software and hard-ware. This includes engineers, technicians, trainers, designers,new media and staff who operate corporate software programssuch as accounting systems.

Q. Can you define “corporate HQ/technologyemployees?”These employees run both ‘legacy systems’ that support keycorporate functions such as HR, sales and accounting, andmay also oversee design and testing of new technology-sup-ported services and methods of content distribution.

Q. Can you define “IT project management andproduct development?”These tech employees work with marketing and related groupsto design, test and roll out new platforms for content delivery(such as streaming video) and new services (such as HDTV anddigital phone).

Q. Can you define “new media employees?”These tech employees introduce and operate new platformsfor content delivery and new services, including designingcustomer interfaces and running the technology that supportsnew businesses, such as websites and distributed contentplatforms. There may be overlap between this category andIT project management and product development.

Q. Can you define “installer employees?”Installers visit customer locations to run the wires and literallyhook up new cable services.

Q. Can you define “business to business customer andtechnical support staff?”This category, new in 2008, includes tech employees who pro-vide technical design, installation and support to businesscustomers of all sizes.

Survey Logistics/Definitions


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Q. Can you define “customer contact and call centers?”Primarily applicable to operators, this is the customer-facingfunction that handles billing, installation, cross-marketingand other communications directly with customers. Thesecommunications might be through phone, e-mail, web-basedonline chat, fax or other technologies.

Q. Can you define “call center/customer supportemployees?”These employees provide customer support, scheduling andretention.

Q. Can you define “call center/customer supportmanagers?”These managers run the call centers and include first-rungsupervisors, such as shift supervisors or team leaders, to theVP of customer support.

Q. I’m not sure how our company programs andcorporate structure match with the survey. Whocan help me figure this out?For assistance with the PAR Initiative survey, please contactJoanne Cleaver, PAR Initiative Project Manager, [email protected] or 414.259.7928.

Q. We have a lot to tell about our company’s culture,programs and successes in advancing women. Howmuch information do you want to supplement thesurvey?We want to thoroughly understand the nuances of your com-pany’s commitment to advancing women, how you’ve overcomeobstacles and challenges to do so, and your commitment towomen. The more information you can provide, the better wecan understand your company. We want to be informed aboutprograms that link back to your company’s strategic growthefforts and corporate mission. Examples of supporting docu-ments include:

� Excerpts from policy manuals

� Annual reports

� EEOC and similar statistics and reports

� Profiles and biographies of up-and-coming and high-ranking women

� Internal human resources surveys and materials onrecruiting, retaining and advancing women

� Information on work/life programs— formal andinformal—to identify, equip and develop highpotential women

� Examples of corporate participation in external programsdesigned to advance women

� Specific case studies or examples of how programs, corpo-rate culture and other factors have explicitly encouragedwomen at your company to advance personally, profes-sionally and in the industry. These might include anexample of how the company discovered and correcteda gender wage inequity; how flex time policies havehelped retain women; and similar results.

Q. Will the PAR Initiative results remain confidential?Yes. Survey results are independently tabulated by WorkingMother Media, and provided only to your company’s PARInitiative contact and key WICT staff. Individual survey resultswill not be released externally. Your company will receive aconfidential scorecard that shows how it compares to theindustry in regards to status of women and women of coloremployees, pay equity, leadership development, and work/lifeefforts. A few days before the public announcement of theindustry PAR Initiative results this confidential scorecard willbe sent directly to your CEO and designated human resourcescontact person, as determined by the non-disclosure form onpage 18. An industry scorecard, containing the 2009 aggregateresults for the industry will be released in conjunction withthe Best Companies for Women in Cable lists.

Q. What companies are eligible for the PAR InitiativeBest Companies for Women in Cable list?Industry programmers and operators are eligible for the PARInitiative Best Companies for Women in Cable list. Industrysuppliers and companies in the “other” category are currentlynot eligible for the PAR Initiative Best Companies for Womenin Cable list.

Q. Will the PAR Initiative Best Companies for Womenin Cable list be ranked?Yes. Only those companies with outstanding achievements inpursuit of the PAR Initiative standards will be featured in thePAR Initiative Best Companies for Women in Cable lists. Noinformation on other companies will ever be released.

Q. After we’ve returned the survey, can we sendupdates on employee promotions, new programs andother such news?Yes, please send updates on your company. We prefer e-mailnotification of such updates as this helps us more efficientlymanage the data. E-mail updates to Joanne Cleaver, PARInitiative Project Manager, at [email protected].

Survey Logistics/Definitions continued…Please complete the non-disclosure agreement on page 18 andreturn it by Monday June 5, 2009. Once WICT receives thissigned agreement, we will return it, signed, within 30 days ofreceipt.

18

Please complete this form and return it with your supporting material by Monday, June 5, 2009. Once WICT receives this signedagreement, we will return this, signed, within 30 days of receipt.

Receiver’s Name (Human Resources Contact) |TitleCEO/President Name |CompanyAddress

Phone |EmailI, the undersigned, do hereby warrant that I have the authority to enter this agreement on behalf of all employees and agents of theabove identified company. In accordance with our terms of business during our participation in the Women in Cable Telecommunications(WICT) PAR Initiative, we agree that we shall not disclose or in any other way make known, reveal, report, publish or transfer to any per-son, firm or corporation any component of the PAR Initiative results prior to November 16, 2009, without your prior written permission.

I understand that in accordance with this agreement, neither WICT, nor its PAR Initiative associate Working Mother Media, shall releaseconfidential information to third parties, including names of company participants unless they are on the Best Companies for Women inCable List. I agree not to directly or indirectly disclose any component of the confidential results of our PAR Initiative summary report,which would violate the ongoing obligations to the confidentiality of such proprietary information. I understand that if my companyis listed as one of the “Best Companies for Women in Cable,” that we may be contacted by Multichannel News to be featured in theirsupplement, which will be distributed during the week of November 16, 2009. I also further understand that if my company is listedas one of the “Best Companies for Women in Cable,” my company’s program may be profiled in WICT’s Executive Report of the 2009PAR Initiative Results.

I do understand that after November 16, 2009, I have consent to promote, if so decided, any of our company’s programs or services rec-ognized by the results of the PAR Initiative or our company’s inclusion on any PAR Initiative lists made public. I also understand thatWICT may provide our company with templates for marketing and public relations activities and that I am free to use but not obligatedto these templates to showcase our recognition in the PAR Initiative results, if applicable.

No amendment or modification of this agreement shall be valid or binding on the parties unless made in writing and signed on behalfof each of the parties by their respective representatives. The term of this agreement shall be one (1) year from the date of thesignature below.

Signature (Human Resources Contact) |DatePublic Relations Contact Name

Phone |Email

WICT Representative: Benita Fitzgerald Mosley, President & CEO

Signature (Benita Fitzgerald Mosley) |Date

Non-Disclosure Agreement


19

Company Information

Date of Survey Submission

Company Name |CEO Name (First and Last)

Submitted By: Name (First and Last) (HR Contact) |TitleAddress

City |State |Zip CodeTelephone |FaxE-mail:

Diversity Director: (First and Last) |TitleAddress


Public Relations: (First and Last) |TitleAddress


1. Industry category: (please check one for your primary business focus)

2. In what U.S. regions does your company do business? _____________________________________________________________

Please report all statistics and figures requested in this survey as of the end of your most recently completed fiscal year.If your company’s fiscal year is other than Jan. 1–Dec. 31, please list its start and end dates. Please enclose a copy of your2008 annual report and proxy (please refer to written instructions on page 11).

2009 WICT PAR Initiative Survey This document provides a guide to the onlinesurvey questions. Prepare this document, andthen enter your answers in the online survey.

� Multiple service cable operator

� Cable industry supplier/Vendor

� Regional cable operator

� Information technologies/Internetservice provider

� Independent cable programmer

� Equipment/Hardware supplier

� Programmer/Subsidiary of a largecorporation

� Non-profit

� Other

20

3. Company revenues for FY 2008: ________________________________________________________________________________

Your answer to the following questions WILL BE KEPT CONFIDENTIAL.

4. Number of subscribers (for operators) ____________ Number of subscribers (for programmers) ____________

Company ownership structure: � private � public

5. Is your company a division of a publicly held company? � yes � no

Board of DirectorsQuestion 6 for publicly held companies, or subsidiaries of publicly held companies, and some non-profit associations.Refer to page 13 for calculation instructions.

6. Please provide a breakdown of your board of directors (men and women) in 2008. If your company is a division of a publiclyheld company, please provide the breakdown of board members for your parent company.Current number of directors on board: _________

6a.TOTAL 2008 Native Other racialBoard of American/ minority. TOTAL TOTALDirectors White Black Hispanic Asian Alaskan Native Please specify. Number Percent

Number ofBoard of Directors,by race

Percent ofBoard of Directors,by race

6b.2008 Native Other racial TOTAL TOTALBoard of Directors American/ minority. Number PercentWOMEN White Black Hispanic Asian Alaskan Native Please specify. of WOMEN of WOMEN

Number ofWOMEN, Board of Directors,by race

Percent ofWOMEN, Board of Directors,by race

6c.2008 Native Other racial TOTAL TOTALBoard of Directors American/ minority. Number PercentMEN White Black Hispanic Asian Alaskan Native Please specify. of MEN of MEN

Number ofMEN Board of Directors,by race

Percent ofMEN Board of Directors,by race

Company Information continued…


21

Status of Women and Minority Employees

7. Provide a breakdown of your total workforce (men and women) in 2008 (U.S. only)Current number of full-time domestic employees: _________

8. Provide a breakdown of your total new hires (men and women) in 2008 (U.S. only)Current number of all full-time new hires in 2008: _________

7a.Total 2008 Native Other racialAll full-time American/ minority. TOTAL TOTALdomestic employees White Black Hispanic Asian Alaskan Native Please specify. Number Percent

Number offull-time domestic employees,by race

Percent offull-time domestic employees,by race

7b.2008 Native Other racial TOTAL TOTALAll WOMEN full-time American/ minority. Number Percentdomestic employees White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENfull-time domestic employees,by race

Percent of WOMENfull-time domestic employees,by race

7c.2008 Native Other racial TOTAL TOTALMEN full-time domestic American/ minority. Number Percentemployees White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENfull-time domestic employees,by race

Percent of MENfull-time domestic employees,by race

8a.Total 2008 Native Other racialFull-time American/ minority. TOTAL TOTALnew hires White Black Hispanic Asian Alaskan Native Please specify. Number Percent

Number offull-time new hires,by race

Percent offull-time new hires,by race

22

9. Please provide a breakdown of your total number of entry level employees* (men and women) in 2008 (U.S. only)Current number of all entry level employees in 2008: _________ *Refer to page 16 for full definition.

Status of Women and Minority Employees continued…

9a.Total 2008 Native Other racialFull-time American/ minority. TOTAL TOTALentry level employees White Black Hispanic Asian Alaskan Native Please specify. Number Percent

Number of full-timeentry level employees,by race

Percent of full-timeentry level employees,by race

8b.2008 Native Other racial TOTAL TOTALWOMEN full-time American/ minority. Number Percentnew hires White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENfull-time new hires,by race

Percent of WOMENfull-time new hires,by race

8c.2008 Native Other racial TOTAL TOTALMEN American/ minority. Number Percentfull-time new hires White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENfull-time new hires,by race

Percent of MENfull-time new hires,by race

9b.2008 Native Other racial TOTAL TOTALWOMEN American/ minority. Number Percententry level employees White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMEN full-timeentry level employees,by race

Percent of WOMEN full-timeentry level employees,by race


23

Status of Women and Minority Employees in Management

10. Please provide a breakdown of your total number of management employees* (men and women) in 2008 (U.S. only)Current number of all management employees: _________ *Refer to page 16 for full definition.

Status of Women and Minority Employees continued…

10a.TOTAL 2008 Native Other racialFull-time American/ minority. TOTAL TOTALdomestic managers White Black Hispanic Asian Alaskan Native Please specify. Number Percent

Number of full-timedomestic managers,by race

Percent of full-timedomestic managers,by race

10b.2008 WOMEN Native Other racial TOTAL TOTALFull-time American/ minority. Number Percentdomestic managers White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMEN full-timedomestic managers,by race

Percent of WOMEN full-timedomestic managers,by race

9c.2008 Native Other racial TOTAL TOTALMEN American/ minority. Number PercentEntry level employees White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MEN Full-timeentry level employees,by race

Percent of MEN Full-timeentry level employees,by race

10c.2008 MEN Native Other racial TOTAL TOTALfull-time American/ minority. Number Percentdomestic managers White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MEN full-timedomestic managers,by race

Percent of MEN full-timedomestic managers,by race

24

Status of Women and Minority Employees in Management continued…

11. Please provide a breakdown of your total number of senior executives* (men and women) in 2008 — CEOs, and other C-levelexecutives (U.S. only). For operators, this may include the top executive of each region.Current number of all senior (C-level) executives: _________ *Refer to page 16 for full definition.

11a.TOTAL Native Other racial2008 American/ minority. TOTAL TOTALsenior executives White Black Hispanic Asian Alaskan Native Please specify. Number Percent

TOTAL Number ofsenior executives,by race

TOTAL Percent ofsenior executives,by race

11b.Native Other racial TOTAL TOTAL

2008 WOMEN American/ minority. Number Percentsenior executives White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENsenior executives,by race

Percent of WOMENsenior executives,by race

11c.Native Other racial TOTAL TOTAL

2008 MEN American/ minority. Number Percentsenior executives White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENsenior executives,by race

Percent of MENsenior executives,by race

More Information on Senior Executive Women12. Profit and Loss: Of the men and women who are senior executives listed in Question 11, how many have profit and loss

responsibility?___________________________________________________________________________________________________________

# of women: ________ # of men: ________

13. How many of the senior executives listed in Question 11 above serve on the Executive Committee of the company? __________

# of women: ________ # of men: ________

14. Please list the names and titles of women in top operating positions. _________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________


25


16a.TOTAL Native Other racial2008 American/ minority. TOTAL TOTALmidlevel managers White Black Hispanic Asian Alaskan Native Please specify. Number Percent

Number ofmidlevel managers,by race

Percent ofmidlevel managers,by race


2008 WOMEN American/ minority. Number Percentmidlevel managers White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENmidlevel managers,by race

Percent of WOMENmidlevel managers,by race


2008 MEN American/ minority. Number Percentmidlevel managers White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENmidlevel managers,by race

Percent of MENmidlevel managers,by race

15. Please list the names and titles of women in key professional positions and non-operating roles who have a major, direct impacton the company’s ability to grow and achieve business goals. _______________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

16. Please provide a breakdown of your total management employees (men and women) who are one level below CEO and DirectReports in 2008 (U.S. only). This may include division and department heads and similar mid-management titles.Current number of midlevel managers: _________*Refer to page 16 for full definition..

17. Profit and Loss: Of the men and women who are midlevel managers, division and/or department heads listed in Question 16,how many have profit and loss responsibility?_____________________________________________________________________

# of women: ________ # of men: ________

26


18a.TOTAL Native Other racial2008 American/ minority. TOTAL TOTALline managers White Black Hispanic Asian Alaskan Native Please specify. Number Percent

TOTAL Number ofline managers,by race

TOTAL Percent ofline managers,by race


2008 WOMEN American/ minority. Number Percentline managers White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENline managers,by race

Percent of WOMENline managers,by race


2008 MEN American/ minority. Number Percentline managers White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENline managers,by race

Percent of MENline managers,by race

18. Please provide a breakdown of all other managers and professionals (men and women) not included in the first two levels, in2008 (U.S. only) This may include line supervisors, team leaders, project leaders, assistant department heads and similar titles.Current number of line managers: ________ *Refer to page 16 for full definition.

19a.TOTAL Native Other racial2008 American/ minority. TOTAL TOTALfirst-line managers White Black Hispanic Asian Alaskan Native Please specify. Number Percent

TOTAL Number offirst-line managers,by race

TOTAL Percent offirst-line managers,by race

19. Please provide a breakdown of all managers in their first management jobs. This may include call-center team leaders or shiftsupervisors; assistant department heads; and IT team leaders. This category does not include professionals.Current number of First-Line Managers: ________ *Refer to page 16 for full definition..


27



2008 WOMEN American/ minority. Number Percentfirst-line managers White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENfirst-line managers,by race

Percent of WOMENfirst-line managers,by race


2008 WOMEN American/ minority. Number Percentfirst-line managers White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENmanagers promoted,by race


2008 MEN American/ minority. Number Percentmanagers promoted White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENmanagers promoted,by race


2008 MEN American/ minority. Number Percentfirst-line managers White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENfirst-line managers,by race

Percent of MENfirst-line managers,by race

20a.Native Other racial

Managers promoted American/ minority. TOTAL TOTALin 2008 White Black Hispanic Asian Alaskan Native Please specify. Number Percent

TOTAL Number ofmanagers promoted,by race

Promotion of Women and Minorities

20. Please provide a breakdown of your overall management employees (men and women) who received promotions in 2008 (U.S. only)Current number of managers promoted: ________

28


2008 WOMEN American/ minority. Number Percenthighest-paid employees White Black Hispanic Asian Alaskan Native Please specify. of Women of Women

Number of WOMENhighest-paid employees,by race


2008 MEN American/ minority. Number Percenthighest-paid employees White Black Hispanic Asian Alaskan Native Please specify. of Men of Men

Number of MENhighest-paid employees,by race

21a.Native Other racial

2008 highest-paid American/ minority. TOTAL TOTALemployees White Black Hispanic Asian Alaskan Native Please specify. Number Percent

TOTAL Number ofhighest-paid employees,by race

Highest Paid Employees

21. Please provide a breakdown of your 10 highest-paid employees (men and women) for 2008 (U.S. only)


29

Women in TechnologyThe purpose of this section is to understand how women in technology fare at your company. Most companies have informationtechnology (IT) staff to run their networks, web functions, databases and other IT functions that support staff tasks and marketing.Cable operators typically have professional engineers to develop new products, technologies and services and field technical staff toinstall and maintain customers’ cable connections. Programmers have technical staff to oversee interactive applications, broadbandservices, uplink transports and technology and launch new products.

Some women may be included in more than one of these categories. For example, a woman project manager in charge of a wirelessinitiative might also be counted in the Women in New Media category.

Please provide a breakdown of women employees working in technology. This includes software programmers, new media, projectmanagers, engineers, technology trainers and corporate staff. (Does not include contractors.)

22. Total number of technology employees: ________

23. Total number of WOMEN technology employees: ________

24.Racial breakdown Native Other racialWOMEN technology American/ minority.employees White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMENtechnology employees,by race

Percent of WOMENtechnology employees,by race

27.Racial breakdown WOMEN Native Other racialcorporate/HQ technology American/ minority.employees White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMENcorporate/HQ technologyemployees, by race

Percent of WOMENcorporate/HQ technologyemployees, by race

25. Total number of corporate/HQ technology employees: ________

26. Total number of WOMEN corporate/HQ technology employees: ________

30

33.Native Other racial

Racial breakdown WOMEN American/ minority.employees in new media White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMENemployees in new media,by race

Percent of WOMENemployees in new media,by race

31. Total number of employees in new media (web, wireless, and other media): ________

32. Total number of WOMEN employees in new media: ________

36.Native Other racial

Racial breakdown of WOMEN American/ minority.installer employees White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMENinstaller employees,by race

Percent of WOMENinstaller employees,by race

FOR QUESTIONS 34-42, PLEASE RESPOND TO QUESTIONS THAT ARE APPLICABLE TO YOUR BUSINESS.

34. Total number of installer employees (operators): ________ N/A �

35. Total number of WOMEN installer employees (operators): ________

Women in Technology continued…

30.Racial breakdown WOMEN Native Other racialengineers in project American/ minority.management/project development White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMEN engineers inproject management/projectdevelopment, by race

Percent of WOMEN engineers inproject management/projectdevelopment, by race

28. Total number of engineers in project management/project development: ________

29. Total number of WOMEN engineers in project management/project development: ________


31

Women in Technology continued…

39.Racial breakdown WOMEN Native Other racialbusiness to business customer & American/ minority.technical support staff White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMEN business tobusiness customer & technicalsupport staff, by race

Percent of WOMEN business tobusiness customer & technicalsupport staff, by race

337.Total number of business to business customer and technical support staff: ________ N/A�(for broadband, Docsis 3.0, etc.)

38. Total number of WOMEN business to business customer and technical support staff: ________(for broadband, Docsis 3.0, etc.)

40. How does your company specifically recruit women into technical, engineering and new media positions?___________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

41. OPERATORS ONLY: How does your company specifically recruit women into field positions such as installer? _________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

42. How does your company support and encourage women in technical, engineering and new media to gain certifications andother certificates of continuing education that position them for P&L responsibility and other forms of advancement? _______

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

32

Women in Call Center Management

OPERATORS AND SUPPLIERS ONLY: (PROGRAMMERS, NON-PROFITS and OTHER COMPANIES: PLEASESKIP THIS SECTION – QUESTIONS 43 THROUGH 53)

The purpose of this section is to understand how women in call/customer care centers fare at your company. Applicable only tooperators, this is the customer-facing function that handles billing, installation, cross-marketing and other communications directlywith customers. These communications might be through phone, e-mail, web-based online chat, fax or other technologies.

43. Total number of call center/customer support employees: ________

44 Total number of WOMEN call center/customer support employees: ________

46. Total number of call center/customer support supervisors and managers: ________

47 Total number of WOMEN call center/customer support supervisors and managers: ________

45.Racial breakdown WOMEN Native Other racialcall center/customer support American/ minority.employees White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMEN call center/customer support employees,by race

Percent of WOMEN call center/customer support employees,by race

48.Racial breakdown WOMEN Native Other racialcall center/customer support American/ minority.supervisors & managers White Black Hispanic Asian Alaskan Native Please specify.

Number of WOMEN call center/customer support supervisors &managers, by race

Percent of WOMEN call center/customer support supervisors &managers, by race

49. How is your company developing its career track for women in its call centers? _________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

50. What is your company’s business case for recruiting and advancing women and women of color in call centers, especially multi-cultural and/or multilingual women? ____________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________


33

Women in Call Center Management continued…

51. How are high-potential women who enter your company through call centers developed to advance in management and opera-tions throughout the entire company? ___________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

52. How does your company track the career progress of women who join the company through its call centers? ________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

53. How does your company leverage its own technology to innovate in call center schedules, workplace (i.e. telework), etc.? _____

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

Pay Equity

For the following questions, please take as much space as you wish and please be sure to mail supporting information, such asexcerpts from policy manuals, EEOC and similar statistics and reports, employee profiles, HR materials and anything else that willhelp us understand your company’s culture and efforts to advance women in management (please refer to instructions on page 11).

In particular, please tell us about recent challenges you have solved regarding the advancement, development and retention of womenat your company and recent changes and additions to established programs, policies and practices.

54. Does your company have a stand-alone, formal, written policy on gender pay? If so, please include a copy of the policy. In par-ticular, please highlight changes and improvements to these policies and practices that have occurred within the past 18 months.

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

55. Who in your company is responsible for ensuring consistent compliance of your company’s pay equity policies?______________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

56. How often are internal company-wide and external surveys about salary and wage rates conducted? _______________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

34

57. Has your company ever adjusted its pay scales in direct response to an internal company review that revealed a gender payinequity? ________ How?____________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

58. How does the company ensure that women employees’ pay is equitable with men’s when determining pay related to promo-tions, performance review analysis, and similar situations? __________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

59. Is pay of new hires determined primarily based on prior salary; negotiations; or does the company have a policy of hiring foreach position within a pay band determined by market rate? ________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

60. If the company applies a pay band policy when hiring, promotions, and performance related pay increases, how does the com-pany measure how consistently it is applied? _____________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

Pay Equity continued…


35

Please indicate which of the following leadership programs your company offers, if any. Please list specifics separately in an attach-ment and include supporting information about the programs and their results, such as agendas and reports. Please provide detailsfor both corporate-level programs and, as available, about regional programs. In particular, please highlight changes and improve-ments to these policies and practices that have occurred within the past 18 months.

Program Implemented in Ongoing Programs2007 and 2008 Implemented in

2006 or earlier

61. Leadership training for:a. High ranking women � �b. Women at mid-level � �c. Women at entry level � �

62. Formal mentoring � �

63. Informal or cultural mentoring � �

64. Career planning & retention for mid-level managers � �

65. Career planning & retention for women in new technologies,IT, technical, & engineering � �

66. Financial training for non-financial managers � �

67. Rotation into operating positions � �

68. Rotation into ad sales positions � �

69. Rotation into digital or new media project or launch teams � �

70. Rotation into new product/service launch teams � �

71. Participation in external women’s development programs � �(i.e., Smith College, Menttium, and similar programs)

72. Women’s networks or councils � �

73. Internal new business development projects or team � �

74. Rotation into online/digital advertising sales positions � �

75. Rotation into mobile technology/content ad sales positions � �

76. Rotation into video game-related ad sales positions � �

77. Rotation into international management teams � �

78. Rotation into international business development teams � �

79. Paid summer internships for diverse college students � �

80. Alumni or similar networks to enable valued former employees to return � �

81. Re-integration programs for employees returning after a hiatus of up to 5 years � �

82. Re-integration programs for employees returning after maternity leave � �

83. Re-integration programs for employees returning after a serious illness � �

84. Internal structure for referring employees who have become suppliers tomanagers who buy those services � �

85. What WICT programs do you send company employees to attend to enhancetheir leadership skills?a. WICT Leadership Conference � �b. Betsy Magness Leadership Institute (BMLI) � �c. Executive Development Seminar (EDS) � �d. WICT Cable Bootcamp � �e. WICT Rising Leaders � �


36

86. National Association for Multi-Ethnicity in Cable (NAMIC)a. L. Patrick Mellon Mentorship Program � �b. Executive Leadership Development Program (UCLA) � �

87. Cable & Telecommunications Association for Marketing (CTAM)a. Executive management program (Harvard, etc.) � �

88. Does your company rely on industry-sponsored programs as its ONLY method of developingwomen managers and executives? � Yes � No

89. Does your company rely on industry-sponsored programs as its PRIMARY method of developing womenmanagers and executives? � Yes � No

90. Does your company rely on industry-sponsored programs as a SUPPLEMENTARY method of developingwomen managers and executives, in conjunction with internal company programs? � Yes � No

91. How do you measure the results of these programs? And how long have you measured results? ___________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

92. How are managers individually responsible for helping your company meet its goals regarding women’s advancement? Is theircompensation and career mobility linked to the efforts to recruit and advance women? If so, please explain. If not, pleaseexplain how your company does measure the progress of its women. _________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

93. How does the success of programs designed to help women advance further your company’s long-term strategic objectives andimmediate business goals? In other words, what is your company’s business case for advancing women? ____________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

94. How are women of color specifically recruited, developed, and retained at your company? _______________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

95. Please explain how your company’s management succession plans incorporate women. __________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

96. Do you use a talent management system? If so, how has it helped you better identify and adavance female talent? __________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

Advancement Opportunities continued…


37

Please indicate which of the following programs your company offers, if any. Please list specifics separately, in an attachment andinclude supporting information about the programs, such as agendas and reports. In particular, please highlight changes andimprovements to these policies and practices that have occurred within the past 18 months.

Program Implemented in Ongoing Programs2007 and 2008 Implemented in

2006 or earlier

97. Flex time � �

98. Full-time telecommuting � �

99. Career-track part-time option � �

100.Job-sharing � �

101.Retirement transition (such as part time or virtual work, etc.) � �

102.Maternity & paternity benefits beyond FMLA leave � �

103.On-site amenities (dry cleaning drop off, take-home meals, � �

corporate concierge, etc.)

104.Paid time for volunteering/community outreach/professional association activities � �

105.On-site wellness or fitness facility or classes � �

106.Subsidized membership in wellness or fitness facility or classes off-site � �

107.On-site health maintenance service � �

(clinic, visiting nurse, nutritionist, etc.)

108.Elder care referral program � �

109.Back-up, travel and emergency dependent care:referrals or reimbursement � �

110.Back-up, travel and emergency dependent care:service or care center � �

111.After-school/Vacation Care referral program � �

112.Reserved spots for employees’ children at child care centers � �

113.On-site child care � �

114. Other benefits especially relevant to women (please specify below and include any beneficial attachments).

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

115.What business-related scheduling and other practical issues at your company cause work/life conflicts for employees?(These might include 24-hour customer support centers and technical support requirements.) ____________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________


38

116.Please explain how your company addresses these issues through programs, practical assistance, and cultural elements, toensure that women’s career progress is not hampered by work/life conflicts.

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

117.If your company does not have an on-site child care center, but has considered adding one, please explain why it was decidedthat such a center would not be an effective way to address employees’ child care needs.

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

118.How does your company train managers to ensure equitable access to work/life resources?

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

119.How does your company measure the actual employee use of work/life benefits?

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

120.How do you leverage telecommuting/remote work to attract, retain and advance women employees?

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

121.What additional information would you like WICT to include in future editions of the PAR Initiative survey?

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

___________________________________________________________________________________________________________

Resources for Work/Life Support continued…


39

WICT extends its sincere appreciationfor your participation in the 2009 PAR Initiative survey.

Results: Week of November 16, 2009

PAR Initiative Survey ChecklistThank you for returning the PAR Initiative survey by Friday, June 5, 2009.Below is a checklist to help you assemble the materials.

� Completed PAR Initiative Survey online

� 2008 Annual report (for publicly held companies)

� 2008 Proxy statement (for publicly held companies)

� 2008 Non-Disclosure Agreement (Company’s confidential scorecard will not be delivered without asigned non-disclosure agreement.)

� Supporting materials

� Relevant HR policies

� Statistics from EEOC or employee surveys

� Biographies of high ranking and up-and-coming women

� Material used to recruit women, especially minority women and women in technology

� Leadership development material particularly relevant to women

� Evidence of the effectiveness of company policies, culture and programs that result in genderpay equity; the advancement of women in leadership and management; and work/ life programs

� Other relevant information

Optional Supplier Diversity Section

40

Notes


41


Notes

42

About the PAR Initiative Research Partners

Q. Who/what is WICT?For thirty years, Women in Cable Telecommunications (WICT) has partnered with cable and telecom-munications leaders to provide leadership programs and services, and create professional advance-ment opportunities for women. With over 7,800 members, WICT is the oldest and largest professionalassociation serving women in the cable and telecommunications industry. WICT develops women leaderswho transform our industry through highly regarded professional events, educational programmingand networking opportunities. WICT has 20 local chapters and satellites across the country.

WICT serves as a catalyst for industry change through research, development, advocacy and education. WICT research on issues suchas work/life balance and the business case for gender diversity have inspired industry-wide advancements for women. WICT’s devel-opment efforts are responsible for some of the association’s most innovative programs, such as the Betsy Magness LeadershipInstitute (BMLI).

For more information, visit www.wict.org.

Q. Who/what is Working Mother Media?Working Mother Media, a division of Bonnier Corporation, is a multi-media company that provides strate-gies and solutions for millions of consumers, specifically working mothers and female business owners, aswell as a corporate audience of CEOs, top executive decision-makers and human resources professionals.Working Mother Media offers a full complement of marketing partnership programs including print, custompublishing, broadcast, and on-line media; national, regional and customized conferences and events; and amembership association for women in business for our corporate partners to forward their messages to theirspecific target audiences.

Working Mother Media includes Working Mother and NAFE magazines, the National Association for Female Executives (NAFE) and aConferences and Events Division that produces the Working Mother 100 Best Companies WorkLife Congress, the Working Mother BestCompanies for Women of Color Conference, and town hall meetings around the country.




43

Survey Questions?

Contact:Joanne CleaverPAR Initiative Project ManagerWorking Mother Media1927 N. 52nd Street, Milwaukee, WI 53208Phone: 414.259.7928Fax: 414.453.7925E-mail: [email protected]

For more information on Working Mother Media, visitwww.workingmother.com

WICT PAR Initiative Questions?

Contact:Parthavi DasSenior Vice President, Strategy & InitiativesWomen in Cable Telecommunications14555 Avion ParkwaySuite 250Chantilly, VA 20151Phone: 703.234.9803Fax: 703.817.1595E-mail: [email protected]

For more information on WICT advocacy initiatives, visitwww.wict.org

Contacts

Forerunner Accolades presented to the

Best Operator and Best Programmer for Women in Cablebased on the 2009 PAR Initiative survey results

during Cable Connections Spring 2010

in Los Angeles, California

.

44

Best Companies for Women in Cable 2008

Every year, WICT honors the forerunners — companies thathave managed to create the best places for women in ourindustry to work. According to the 2008 PAR Initiative indus-try rankings, these are the top-notch leaders when it comes toPay Equity, Advancement Opportunities and Resources forWork/Life Support. We are pleased to honor their achieve-ments and actions in upholding bedrock business values thatembolden the spirit of opportunity in the U.S. workplace.These are the companies that excel in developing and imple-menting best practices for employees, and women, in the cableindustry. It’s not the size or might of a company that effectschange but the commitment and innovation each brings tothese important issues. Diverse in terms of core offerings, theyall share a common ground for making notable achievementsin the empowerment of employees to reach and maintain suc-cess. Whether it’s a pot of money set aside for equalizing pay,onsite childcare or training or mentoring, these companies aremaking serious headway in creating a strong, worker-friendlyinternal culture as a mainstay of their business model.

Five programmers and five operators comprise “Best” compa-nies within their disciplines, with the top scores per categoryof all participating operators and programmers determiningthe three category lists of “Best” Companies.

Profiles of these companies are below and demonstrate indi-vidual progress toward improving standings in these threecritical areas.

The Best Operator and Best Programmer lists are based onquantitative and qualitative information, and the BestCompanies in Pay Equity, Advancement Opportunities andResources for Work/Life Support lists are based on qualitativeinformation.

In the start-up phase of the PAR Initiative, WICT releasedthe Best Companies for Women in Cable lists in alphabeticalorder. In the past three years, WICT has seen the companies’commitment to the PAR Initiative; by the changes they aremaking to improve their workforce policies. By ranking thecompanies, WICT wants companies to see how the changesthey are making are having an impact in what they offer toemployees in the industry.


45

Congratulations Best Companies for Women in Cable 2008!

The Best Operators for Women in Cable:

The Best Programmers for Women in Cable:

The Best Companies for Women in Pay Equity:

The Best Companies for Women in Advancement Opportunities:

The Best Companies for Women in Resources for Work/Life Support:

46

WICT extends its sincere appreciationfor your participation in the 2009 PAR Initiative survey.

Results: Week of November 16, 2009

PAR Initiative Survey ChecklistThank you for returning the PAR Initiative survey by Friday, June 5, 2009.Below is a checklist to help you assemble the materials.

� Completed PAR Initiative Survey online

� 2008 Annual report (for publicly held companies)

� 2008 Proxy statement (for publicly held companies)

� 2008 Non-Disclosure Agreement (Company’s confidential scorecard will not be delivered without asigned non-disclosure agreement.)

� Supporting materials

� Relevant HR policies

� Statistics from EEOC or employee surveys

� Biographies of high ranking and up-and-coming women

� Material used to recruit women, especially minority women and women in technology

� Leadership development material particularly relevant to women

� Evidence of the effectiveness of company policies, culture and programs that result in genderpay equity; the advancement of women in leadership and management; and work/ life programs

� Other relevant information

48

www.wict.org/research/par/Pages/default.aspx

©2009 WICT


http://www.wict.org/research/par/Pages/default.aspx


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