1. The document discusses gender diversity and equality in global companies using Merck as a case study. It examines the business case and evidence for promoting women in leadership and the workforce. 2. Data on women's representation in Merck's regions, industries, and roles is presented. Challenges and best practices are outlined around setting goals, understanding drivers of representation, and engaging both men and women. 3. The discussion focuses on internal priorities like culture, development, and flexibility, as well as external stakeholders and customers, with the goal of enhancing inclusion and accelerating women's leadership development.

1. Valencia, March 25 th 2010 “ Women, Business and Leadership” Uxio Malvido EMEAC Diversity and Inclusion Leader MSD TECHNICAL CONFERENCE AND INFORMAL MEETING OF UE MINISTERS FOR GENDER EQUALITY Equality between Women and Men as a Basis for Growth and Employment

2. MSD / Merck CR Recognition Global Operations Headquarters in New Jersey, US Latin America US EMEAC EMEAC 34%  AP 14% LA 10% US 41% + 100 K employees in aprox. 100 countries What’s the most appropiate frame of reference to deal with gender diversity and equality in a global company?

4. Evidence based approach Catalyst: The Bottom Line McKinsey: Women Matter EVA Analysis: Female Leadership and Firm Profitability But… how much evidence is needed?

6. % Exec. % Managers % Workforce % Managers % Executives Low High Low High Retention Goals Goals at Executive level Goals at Executive and Mger levels Goals at Manager level Setting Objetives Setting objectives and monitoring results is part of any real strategic initiative in the business environment

7. 40% Executive Country A (45%; 45%) Country B (42%; 34%) Country C (33%; 35%) Retention Progression (Manager and Executive Levels) Progression (Executive level) 30% 50% 50% 40% Managers 36% (Corp goal) Within the Region: Setting different local measures Company Marketplace Promotion (in) Promotion (out) Recruitment Turnover + _ Within Countries / BUs: Understanding drivers of representation Outcomes Understanding Dynamics

8. Men as Allies Drivers and Barriers of Men engagement in Gender initiatives (“ Engaging Men in Gender Initiatives ”, Catalyst 2009) Addressing organizational culture Child Care Maternity impact on selection and initial salary offer (“ The Motherhood penalty ”, American Journal of Sociology 2007) Ability Leadership definition and success criteria (“ Leader or Louder ”, Journal of Personality and Social Psychology 2009 )

11. Now… Let’s engage in the conversation