Unlocking Future Value From Disability Inclusion

GETTING TO EQUAL: THE DISABILITY INCLUSION ADVANTAGE A research report produced jointly by

WHAT WE ASKED In this study, conducted in partnership with Disability: IN and the American Association of People with Disabilities (AAPD), we set out to investigate: Is there a positive correlation between how inclusive a company is of persons with disabilities and its financial performance? To find out, we took an in-depth look at companies participating in the Disability Equality Index* over the past four years. *The Disability Equality Index is an annual transparent benchmarking tool conducted by Disability:IN and the AAPD that gives U.S. businesses an objective score on their disability inclusion policies and practices. Copyright © 2018 Accenture. All rights reserved. 2

WHAT WE FOUND Our research found that a correlation doesexist andit also shows just how much companies stand to gain if they welcome persons with disabilities — an untapped talent pool of 10.7 million people. Companies that embrace best practices for including persons with disabilities also performed better financially — outperforming other companies in revenue, net income and economic profit margins. “Leading companies are accelerating disability inclusion as the next frontier of corporate social responsibility and mission-driven investing.” Ted Kennedy, Jr., Disabilities Rights Attorney, Connecticut State Senator and Board Chair, American Association of People with Disabilities Copyright © 2018 Accenture. All rights reserved. 3

STATE OF DISABILITY HIRING 29.9M 15.1M 4.4M persons with (51%) persons with (29%) persons with disabilities in disabilities of disabilities of the U.S.* working age.** working age who are employed ** *Age 16 and over **Ages 16 – 64 Copyright © 2018 Accenture. All rights reserved. 5 Source: Bureau of Labor Statistics, July 2018

MAJOR GAPS PERSIST Despite a strong labor market, just 29% of working-age Americans with disabilities are employed, vs. 75% of those without a disability. This means, there is an untapped talent pool of 10.7 million people. Source: Accenture Research analysis based on data from Bureau of Labor Statistics, July 2018; see notes section for BLS definitions Unemployment rates derived from 2017 Bureau of Labor Statistics data Copyright © 2018 Accenture. All rights reserved. 6

WHAT’S AT STAKE FOR THE ECONOMY? If just 1%more of persons with disabilities joined the U.S. labor force… The GDP could get a boost of up to $25 billion Source: Accenture Research analysis, derived by applying econometric models to public and proprietary data Copyright © 2018 Accenture. All rights reserved. 7

DISABILITY INCLUSION AND THE BOTTOM LINE Companies that are inclusive of persons with disabilities also see rewards in their bottom line. “Disability Inclusion Champions”* – companies on the Disability Equality Index that raise the bar for disability employment and inclusion – have also seen greater financial returns compared to other companies in the sample. ON AVERAGE, DISABILITY INCLUSION CHAMPIONS ACHIEVED… *Disability Inclusion Champions represent 45 of the 140 participating companies in the DEI over the past four years. See “Champions” definition in methodology section. Copyright © 2018 Accenture. All rights reserved. 9

CHAMPIONS WERE…. Twice as likely as others to have higher total shareholder returns than those of their peer group *See “Peer Group” definition in notes section; all comparisons made over a 4-year period (2015-2018) Copyright © 2018 Accenture. All rights reserved. 14

AND IMPROVERS WERE… Four times more likely than others to have total shareholder returns that outperform those of their peer group *See “Improvers” definition in notes section; all comparisons made over a 4-year period (2015-2018) Copyright © 2018 Accenture. All rights reserved. 15

FOUR ACTIONS The study reveals four key actions that organizations can take to attract, hire, retain and advance diverse talent: 1. EMPLOY: Organizations must ensure that persons with disabilities are represented in their workplace. Beyond hiring, employers should implement practices that encourage and progress persons with disabilities. 2. ENABLE:Leaders must provide employees with disabilities with accessible tools and technology and/or a formal accommodations program. 3. ENGAGE:To foster an inclusive culture, organizations must generate awareness- building — through recruitment efforts, disability education programs and grassroots- led efforts (for example, an employee resource group). 4. EMPOWER:Organizations must create empowering environments for employees with disabilities through mentoring and coaching initiatives, as well as through skilling/re- skilling programs, to ensure that they continue to advance and thrive. Copyright © 2018 Accenture. All rights reserved. 17

SUMMARY • It pays to be inclusive: Champions for disability inclusion not only excel in creating cultures that help employees advance and thrive, they also perform better financially. • Major financial rewards up for grabs:On average, Champions achieved 28 percent higher revenue, double the net income and 30 percent higher economic profit margins over a four-year period as compared to other companies in the DEI. • The inclusion advantage is multi-pronged:Employees with disabilities offer substantial business benefits, including increased innovation, improved productivity and a better work environment. • Secret to a healthier economy:If employers were to increase hiring of persons with disabilities by just one percent, the GDP could get a boost of up to$25 billion dollars. • Four key actions: The research reveals four key actions that organizations can take to attract, hire, retain and advance diverse talent – employ, enable, engage, empower. Copyright © 2018 Accenture. All rights reserved. 18

METHODOLOGY This research is based on approximately 140 unique respondents of the Disability Equality Index (DEI) between 2015 and 2018. In partnership with Disability:IN and the American Association of People with Disabilities, we analyzed two measures of financial performance: profitability (revenues and net income) and value creation (economic profit margin). Our sample includes companies from all the major industries but is limited to the U.S. market. We applied econometric models to public and proprietary data to identify: 1. The link between disability inclusion policies and business performance in terms of profitability, value creation and total shareholder return. 2. The relationship between disability workforce participation and GDP. PERSONS WITH DISABILITIES The Americans with Disabilities Act Amendments Act (ADAAA) defines a person with a disability as someone who has a physical or mental impairment that substantially limits one or more major life activities; has a record of such an impairment; or is regarded as having such an impairment. The ADA was amended in 2008 and became effective January 1, 2009. The ADAAA requires a broader interpretation of disability by schools, testing agencies and employers than the original law. Please visit www.ada.gov and the Equal Employment Opportunity Commission (EEOC) ADAAA regulations for more information. CHAMPIONS Accenture Research assessed 140 leading disability-inclusive companies with select data from a four-year sample of the DEI. The assessment revealed key differentiating factors, activities and best practices in 45 of the 140 companies (32 percent). All companies that participate in the DEI are already advancing disability inclusion. However, the 45 “Disability Inclusion Champions” are those assessed as providing leading-edge disability programs and initiatives that can be potentially implemented by others. IMPROVERS Since 2014, there has been an overall improvement in the DEI scores achieved by participating companies. To quantify the effort in improving the disability- related policies, we introduce an “improvement score metric” calculated as the ratio between the annual score change and the maximum number of points they could have gained to reach 100. We define top improvers as those companies that ranked in the top 25 percent of our own improvement score metric. PEER GROUP In our TSR models, we compared survey respondents to the top 10 company peers as recommended and reviewed by Vanguard. The peer group is defined by S&P Capital IQ’s proprietary algorithm, which is based on five main components: (1) Revenue within similar ranges; (2) Industry (based on S&P Capital IQ classification derived from SIC code); (3) Amount of common equity analysts’ coverage; (4) Available information on recent financial data; and (5) Company location based on macro-regions (e.g. Europe) and country GDP. Copyright © 2018 Accenture. All rights reserved. 20