| Company Information |
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Firm/Organization
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WebArc Tech
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Firm's Address
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1267 Kingfisher Street
Kauswagan
Cagayan de Oro, Nevada 9000
United States
Map It
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Website
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https://webarc.tech
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Number of Employees
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20
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Category
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Consulting Firm
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Affiliate
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Other
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| Primary Survey Contact |
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Name – Main Contact
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Ragnyl Romero
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Title – Main Contact
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Web Support
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Email – Main Contact
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ragnylromero@gmail.com
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Phone – Main Contact
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(094) 521-4018
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| All Employees |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
2 |
3 |
|
|
|
6 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
5 |
4 |
|
|
|
9 |
|
| All New Hires |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
3 |
4 |
|
|
|
7 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
1 |
2 |
|
|
|
4 |
|
| All Associates |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 2 |
3 |
4 |
|
|
|
9 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
2 |
2 |
3 |
|
|
7 |
|
| All Senior Staff |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
|
2 |
|
2 |
|
5 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
3 |
3 |
3 |
|
9 |
|
| All Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
1 |
2 |
3 |
|
6 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
2 |
3 |
4 |
|
9 |
|
| All Senior Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
2 |
2 |
2 |
|
6 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
2 |
22 |
2 |
|
26 |
|
| Directors |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
2 |
2 |
2 |
|
6 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
1 |
2 |
2 |
2 |
|
8 |
|
| All Partners and Principals |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
1 |
|
1 |
1 |
|
3 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
|
|
1 |
1 |
2 |
|
| Management Committee |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
|
1 |
|
|
|
2 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
0 |
0 |
12 |
|
|
12 |
|
| Total Information Technology Employees |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
0 |
3 |
|
|
|
4 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
1 |
1 |
1 |
|
|
3 |
|
| Information Technology Project Managers and R&D Team Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
1 |
1 |
|
|
|
3 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
1 |
1 |
1 |
|
|
4 |
|
| Information Technology Principals / Partners and Corporate Dept. Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
|
1 |
1 |
|
|
2 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
|
1 |
|
|
|
|
1 |
|
| Money Section |
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M1. Benchmark compensation against current market levels
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Annually
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M2a. Conduct internal pay equity surveys and analysis
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Annually
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M2b. Conduct internal pay equity surveys (check all that apply)
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M3. Pay equity survey results are reviewed by (check all that apply)
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- All managers with budget and hiring responsibilites
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M4. Organizational supports for implementing compensation and fair pay policies (check all that apply)
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- Traning for managers in applying fair pay policies when determining raises, promotions and bonuses
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M5. Managers are accountable for equitable pay (check all that apply)
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- As a component of their base pay and basic job responsibilities
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M6. How do you ensure that managers reward actual productivity (not just 'face time' hours worked, or other measures of time or effort)?
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M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?
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M8. How do you use external market pay data to shape pay policies, practices and innovations?
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M9. What were the results of your most recent internal pay equity survey and analysis?
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M10. If an inadvertent pay inequity has ever been discovered, how was it found, how was it corrected; and how were pay practices and policies consequently changed?
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M11. Please provide details, short case studies, and examples of how you ensure that woman and people of color are paid equitably.
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| Opportunity Section |
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O1. Mentoring: Types of mentoring (check all that apply)
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O2. Leadership training: Types of leadership training (check all that apply)
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- Leadership training: internal program
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O3. Rotational training (check all that apply)
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- Short-term developmental assignments in lieu of relocation
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O4. Skills and management training (check all that apply)
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- Technical skills training for non-technical employees
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O5. How do managers and top leaders track the advancement of women and people of color? (check all that apply)
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O6. Internal affinity networks or business resource groups are sponsored by the organization for (Check all that apply)
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O7. How does your firm's commitment to advancing women and people of color help you achieve your business, marketing, growth and profit results? If your company has a written business case for diversity, please provide a copy.
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O8. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing women?
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O9. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing people of color?
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O10. How are affinity and business resource groups used to develop women employees?
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O11. How are affinity and business resource groups used to develop people of color employees?
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O12. How do affinity and business resource groups drive business results?
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O13. Please provide details, short case studies, and examples of how you ensure that woman have access to advancement opportunities and drive business results.
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O14. Please provide details, short case studies, and examples of how you ensure that minorities/people of color have access to advancement opportunities and drive business results.
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| Vital Supports for Work-Life |
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V1. Flexwork (check all that apply)
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- Flexwork: By department, with managers approval
- Flexwork: On a case-by-case basis, with managers approval
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V2. Telecommuting and remote work (check all that apply)
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- Telecommuting: Used as recruiting tool
- Telecommuting: Used as retention tool
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V3. Training/coaching/support for managers of telecommuting or remote workers (check all that apply)
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- Flexwork: Teams trained to collaborate virtually
- Flexwork: Employees coached in effective flexwork & telecommuting
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V4a. Stage of life transitions: Parenting transitions (check all that apply)
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- Phased/flexible return to work for foster & adoptive parents
- Dedicated lactation room
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V4b. Stage of life transitions: Retirement transitions (check all that apply)
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- Phased retirement: Temp/contract work for new retirees
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V4c. Stage of life transitions: Other transitions (check all that apply)
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- Phased return to work from illness/injury
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V5a. Dependent care: Childcare assistance provided (check all that apply)
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- Childcare: referral service
- Childcare: reserved spots at nearby center
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V5b. Elder/other dependent care assistance provided (check all that apply)
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- Elder/other dependent care: reserved spots in local center
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V6. Wellness and Disability Accommodation (check all that apply)
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- Visiting nurse for chronic care management
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V7. What types of work/life conflicts are common and distinctive to workers in public accounting, especially tied to your firm's main specialties or priorities?
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V8. How are managers trained and coached to leverage your organization's work/life programs to keep employee and team productivity on track?
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V9. How do you track the financial ROI of work/life programs (beyond a simple count of the number of employees that use the programs)?
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V10. Please provide some specific case studies and profiles of how work/life programs have recruited and retained employees with work/life challenges, while at the same time enabling your organization to meet its productivity goals.
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V11. How does your organization cultivate daily wellness habits that help keep employees productive and also help manage health care costs?
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V12. What other work/life programs, practices and innovations support productivity?
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V13a. Does your firm track/count the number of LGBTQ / nonbinary employees?
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No
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| ENTREPRENEURSHIP |
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E1. Internal entrepreneurship (check all that apply)
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- Internal business plan competition
- Internal communications about employee entrepreneurship & results
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E2. Does your company track former employees who might contribute to the company as a supplier or contractor? (check all that apply)
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- Alumni networks of former employees for temp & contract work
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E3. Please indicate how employee resouce groups have contributed to your firm's growth (check all that apply)
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- Shaped go-to-market for new practices/lines of business
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E4. Does your company track the proportion of women/minority business enterprise suppliers?
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No
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E5. How does your organization invest in the success of women/minority business enterprises? (check all that apply)
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- Train procurement staff in finding and working with W/MBEs
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E6. How does your organization achieve its business growth and profitability goals by collaborating with diverse suppliers?
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E7. How does your organization leverage its track record with diverse suppliers to better market to women and minorities?
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E8. How does the firm foster innovations that might lead to new lines of business and how are rising women and minorities/people of color involved in these efforts?
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E9. Please provide some specific case studies and profiles of how your company fosters entrepreneurship and supplier diversity, highlighting specific instances when these practices drove business results and firm reputation.
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| Final Section |
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Does your firm have a flexible or customized partnership model?
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No
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Customized Partnerships
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Customized Partnerships
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Confidential Snapshot
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Final Question
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Date Entered
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05/11/2023
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