1 our associates matter everyone benefits from diversity & inclusion diverse and inclusive teams...

1

Our associates matter

Everyone benefits from Diversity & Inclusion

Diverse and inclusive teams drive growth

Diversity & Inclusion at

Broadridge Financial Solutions

2

Topics Page No.

D&I at Broadridge

Our Commitment 1 – 2

Our Approach 3

About Diversity & Inclusion 4

D&I Strategic Framework & Strategy Development 5 – 6

Leadership Accountability 7 – 11

Workforce Development 11

Diverse & Inclusive Work Environment 12 – 13

Contact D&I Team 14




Tab

le o

f C

on

ten

ts

3Our associates matter



Ou

r C

om

mit

men

tAt Broadridge, we believe that succeeding in the marketplace is keenly linked to utilizing the best in each of our associates and valuing the importance of individual talents. We are not solely made up of distinct people performing different tasks, but a wealth of diverse ideas and solutions.

While each associate plays an important role in the progress of our company, true success at Broadridge comes from our ability to come together as a team. A team where all associates are respected, engaged and where diverse perspectives are valued. We channel both our similarities and our differences in our

shared vision; making Broadridge an extraordinary value to our clients and shareholders.

Leveraging diversity and fostering an inclusive work environment is the way we do business at Broadridge. This is not because we have to, but because each of us is essential; each of us is indispensable.

John HoganPresident & Chief Operating OfficerExecutive Diversity Committee Chair

1




Ou

r C

om

mit

men

tExecutive Diversity Council

The Executive Diversity Council (EDC) was created in FY’08 to develop and execute our diversity & inclusion initiative. The Council is chaired by our President and COO. The council’s members include the presidents of our key businesses and senior leaders of the functions. The EDC’s purpose is to:~ Create and sustain an integrated diversity & inclusion strategy ~ Establish an environment in which all associates can contribute to business results ~ Drive coordinated efforts to advance our diversity and inclusion objectives~ Serve as a common platform to identify high potential diverse talent to strengthen the leadership pipeline

John Hogan – Chair

President, COO

Joe Barra

Ridge

Lily Benjamin

HR

Peter Benzie

Sales

Tom Carey

Europe / Asia

Susan Certoma

SPS

Maryjo Charbonnier

HR

Michael Dignam

Canada

Tim Gokey

Strategy

Mike Hopkins

SPS

Bob Kalenka

ICS

Frieda Lewis

Sales

Charlie Marchesani

SPS

Laura Matlin

Legal

Valerie Norton

HR

Patricia Rosch

Canada

Gerry Scavelli

ICS

Bob Schifellite

ICS

Mark Schlesinger

IT

Dan Sheldon

Finance

Marvin Sims

Finance

Laxmikanth Venkatraman (VLK)

India

EDC Membership

2




Ou

r A

pp

roac

hOur vision for Diversity & Inclusion is simple: Our associates deserve a great place to work. D&I, as we like to say, is indispensable to that idea.

For us D&I is about building a diverse team of associates at all levels by actively attracting, developing, and nurturing our associates regardless gender, ethnicity, background, sexual orientation or belief. Inclusion at Broadridge is about creating a work environment that brings out the best in all of us. Our diversity and inclusion efforts are guided by our executive diversity council, so clearly our senior leaders are accountable for our work on diversity and inclusion, but that’s not enough.

Each one of us has to make a difference every day. The way in which we do that is to demonstrate our values: Trustworthy; Respectful; Engaged; Accountable; Client-Centric.

By each of us being accountable, by demonstrating these values, we will continue to build a great company. A company that is diverse and inclusive. A company we can be proud of.

Maryjo Charbonnier Chief Human Resources Officer

3

Diversity & Inclusion Vision

At Broadridge, D&I are about building a diverse team of associates at all levels by actively attracting, developing, and nurturing the most outstanding candidates from all backgrounds.

We create and maintain an inclusive work environment that fully engages all of our associates and brings out the best in them.

A Strong Business Rationale

Our D&I Initiative:

1. Reflects our global marketplace~ Our associates and clients

are across the globe ~ Understanding different

cultures impacts growth

2. Enhances our competitive advantage~ Diverse and inclusive teams

drive growth~ Our clients have diverse

needs and perspectives

3. Positively impacts on the service profit chain~ We know that progress in

D&I correlates to associate engagement

~ Firms focused on D&I outrank others on associate engagement (40.4% vs. 33.9%)



Diverse and inclusive teams drive growth Ab

ou

t D

iver

sity

& In

clu

sio

n

4

7

Str

ateg

ic F

ram

ewo

rkAssessing our Environment

Several data sources were used to create a D&I strategy, including workforcedata, and internal and external surveys. From these data we developed a

strategicframework. which is comprised by three components: Leadership Accountability, Workforce Development, Diverse & Inclusive Work Environment.

Through Leadership Accountability we seek to better understand the composition and dynamics of our workplace environment. Our responsibility isfollowed by subsequent strategies and actions in support of our D&I goals.

Workforce Development is essential to keep our associates engaged. We recognize they are the first link of the service profit chain, responsible for providingworld-class service to our clients.

The Diverse & Inclusive Work Environment component aims to help sustain a culture that supports our values. It promotes the development of grass roots initiatives from our business units, based on their respective D&I needs.

Leadership Accountability

~ D&I scorecard

~ Performance management

~ Executive D&I mentoring

~ International D&I Councils

Str

ateg

y D

evel

op

men

tRepresentation and Demographics

(2008 – Present)

D&I Survey

(March 2008)

Gallup Q12 (December 2008)

Great Place to Work Survey

(September 2009, 2010)

Strategic FrameworkAnalysis & Recommendations

Data Sources

Workforce Development

~ Training

~ Website launch

Diverse & InclusiveWork Environment

~ External partnerships

~ Culture Day

~ Sales D&I Council

~ BPS People Council

~ Local initiatives



Diverse and inclusive teams drive growth 5

In 2008, our initial focus was in the USA, because it has the largest population of associates. The international regions followed , with India kicking off in 2009 and Canada and Europe in 2010.

8

Str

ateg

y D

evel

op

men

t




Strategy Development

Coming out of the ADP spin-off in April of 2007, senior leaders were focused on creating a unique Broadridge culture for our new organization. They were in full alignment when they decided that diversity and inclusion should be a strategic imperative in our corporate culture. After the EDC completed its due diligence and created the strategic framework (leadership accountability, workforce development, and diverse and inclusive work environment), we set out to create a three year strategy that would help us achieve our goal of creating a culture strongly connected to D&I. The following is how we have laid out our journey.

FY’10: A Foundational Year

~Structure

~Leadership accountability

~Associate involvement

~Globalization

FY’12: Reaping the Benefits

~Apply for external awards

~ Recognition in the market place as an employer of choice

~Create a D&I annual report for

associates and clients

FY’11: Embedding D&I in Our Culture

~Design and deliver D&I education

~ Evaluate policies and benefits

~Strengthen associates’ understanding of D&I effort

~Integrate supplier diversity process

6

9

International D&I Councils

D&I is a global effort and empowers our international business units to create their own D&I programs that take into account local cultures and conditions while under the same overarching guiding principles for all of Broadridge.

~ Gender Inclusivity Council launched in India in 2009

~ Canadian DivIn Council launched in Jan., 2010

~ People & Culture Council launched in Feb., 2010 in Europe



Diverse and inclusive teams drive growth 7L

ead

ersh

ip A

cco

un

tab

ility

IndiaGender Inclusivity Council

Each year sees more focus on D&I in India as a whole:

~ Rise in women graduates from colleges since mid- 1990’s

~ Increased number of women in IT industry as it’s seen as a safe and friendly work environment

~ Changing ideologies of the Indian household making it more common for women to work after marriage

~ Strategic framework- Gender inclusivity training

- Leadership mentoring- Branding : My Advika




Areas of focus for Broadridge India

FY’10~ Gender inclusivity training for select associates

~ Leadership mentoring

~ “Advika” branding program

FY’11~ Gender inclusivity training for all associates

~ Women’s leadership talk

~ Gender inclusivity on campus

~ Second Cohort of My Advika Program (MAP) initiated

8Lea

der

ship

Acc

ou

nta

bili

ty

11

CanadaCanadian DivIn Council

Diversity and inclusion are currently strong in Canada:~ Gender split in the business is equitable at most ranks across the organization

~ Canadian associates consistently report they are treated fairly regardless of gender or other characteristics

~ Strategic framework- Mentoring - Communications

- Inclusion: cross functional networking - Celebrations




Areas of focus for Broadridge Canada

FY10~ Formation of a D&I council with focus areas:

~ Mentoring~ Communication~ Cross-functional

networking~ Celebration

FY11~Celebration: Diversity Jeopardy Day in which teams were formed to challenge each other’s diversity knowledge

~ Mentoring

~ “Departmentz for Dummies” initiative launched to increase cross-departmental knowledge

9Lea

der

ship

Acc

ou

nta

bili

ty

12

Europe and Asia PacificPeople & Culture Council

Europe and Asia are just beginning to create an D&I focused effort:

~Because of cultural differences, each country in the region will have a specific strategy

~ Several countries in the region are made up of very few people and will be challenging to impact

~ Strategic framework- Development opportunities- Recruitment

- Inclusion• Europe Asia Pacific• Global focus on Integration



Diverse and inclusive teams drive growth 10L

ead

ersh

ip A

cco

un

tab

ility

13

Progress on Talent Management

~Launched new performance management process in FY’10, creating a culture that provides feedback and coaching~Launched a consistent succession planning process in FY’09, including new talent assessment definitions to identify and grow our talent pipeline~Implemented “talent broker” process to facilitate internal movement of high potential talent to key roles~Created and communicated Broadridge Leadership Competencies in alignment with our strategic needs to support all our Talent Management processes~Started pilots of new talent development programs in FY’11 to continue to stretch our talent (e.g. Leadership Acceleration Program – LeAP in ICS – Client Services) ~Providing semi-annual talent updates to the Board of Directors

Wo

rkfo

rce

Dev

elo

pm

ent

2011 Executive D&I Mentoring (Cohort 2)~40 mentees and 41 mentors~Mentees are G-23+, 63% of whom are diverse, and nominated by Excomm~Mentors are G-24+, 77% of Excomm members are participating for the second time on this program to support the development of our talent~The program will run for one year, with each mentor/mentee pair meeting monthly~In order to double the learning for all participants, each mentee has two mentors, and each mentor has two mentees~The BR 360 feedback and Cultural Orientation Indicator (COI) will be leveraged to support the objectives of this program: development and inclusion~Reciprocal mentoring will be the approach by which mentors and mentees will support each other’s development

Associate Development ~Created functional competencies for 30 job families and recommended development opportunities~Created 360 feedback tool for assessing leadership competency and communicated recommended development opportunities by level and competency~Launched Broadridge Career Planning process and tools to empower associates for their development and career growth~Launch BroadLearn in Spring 2011~Launch Broadridge Leaders’ University in Spring 2011 with the “New Manager School” targeted to accelerated development for front-line leaders new to role.




Lea

der

ship

A

cco

un

tab

ility




Wo

rk E

nvi

ron

men

tDiversity & Inclusion Partnerships

We partner with external organizations that support us in understanding how we can be stronger advocates for inclusion internally and externally. While SIFMA and Catalyst are resources for the organization, WBC offers a select number of Broadridge associates the opportunity to focus on their development. We will be rotating WBC participants on an annual basis. The purpose of partnering with these organizations is to:

~ Align our brand with leading experts in the field

~ Gain useful insights, research, and benchmarking information

~ Offer our associates the opportunity to network and get involved in external organizations on various subcommittees

~ Attend premier events to which we invite executives, clients and members

• Collaborate on major internal D&I events • Sponsor annual Catalyst Awards Dinner • Participate in research and best practice efforts

• Collaborate on major internal D&I events • Sponsor annual Catalyst Awards Dinner • Participate in research and best practice efforts

• Act as sub-committee officers• Attend networking meetings• Rising Star mentoring program

• Act as sub-committee officers• Attend networking meetings• Rising Star mentoring program

• Member of the SIFMA- wide D&I committee• Participate in various sub-committee activities focused on our industry

• Member of the SIFMA- wide D&I committee• Participate in various sub-committee activities focused on our industry

12




Wo

rk E

nvi

ron

men

tGrowing at the Grass Roots in the United States

As Broadridge continues to focus on diversity and inclusion, we are beginning to see D&I become part of our organizational fabric. Grass roots efforts in specific business units and locations are beginning to be seen across the organization. Below are several of our grass root s initiatives among other efforts:

13

Sales and Marketing Diversity & Inclusion Council created in early 2008

BPS People Council created in late 2009 with a sub-committee focused on diversity and inclusion

Culture Week conducted in October 2010 in Edgewood and Peabody. Sixty countries were represented and 1250 associates participated in the diversity celebration event which gave associates an opportunity to celebrate and to share their cultures with colleagues

Communications

As we continue these efforts, communication to associates will be a key in creating success. We started our communication process in 2009 and intend to continue cascading the D&I message across our associate population. The way we began was:

~ D&I initiative was communicated to global leaders in the Foundations For Growth meeting in May, 2009~ EDC members presented D&I to their staff June – October, 2009~ Business unit presentations provided by the D&I team – 2010 ~ D&I initiative was incorporated into Broadridge website – 2010

Women’s Leadership Forum launched in January 2010 with two strategic focus areas: networking and developing

JSQ Women’s D&I Chapter launched in November 2010 with three areas of focus: leadership, development, and networks

16

C

on

tact

US

For more information contact a member of the D&I team

Valerie Norton, VP Talent Management & Acquisition at [email protected]

Lily Benjamin, VP OD-Diversity at 212.747.3889 [email protected]

Hsin Kao, D&I Business Partner at [email protected]




mailto:[email protected]



1 our associates matter everyone benefits from diversity & inclusion diverse and inclusive teams...

Documents

diversity inclusion

growth diversity inclusion

diversity inclusion

inclusive teams

inclusion objectives

diverse perspectives

wealth of diverse ideas

high potential diverse