Profiles in Diversity Journal | Jul/Aug 2009

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$12.95 U.S.

Also Featuring … Front-Runner: Accenture’s LaMae Allen deJongh • Catalyst • Thought Leaders • Perspectives

Volume 11, Number 4 JUly / AUgUSt 2009

Corporate philanthropy

UHC VerizonSodexo WalMart

BCBSnC

deloitte

neW YorK liFe inSUranCe

BeSt BUY

entergY

noVartiS

aMgen

CoMCaSt

national grid

aMeriCan airlineS

KPMg

Ca inC.

BanK oF tHe WeSt

HalliBUrton

PitneY BoWeS

BUrger King

iHg

PrUdential

WellPointSHell

also inside: 2009 International

Innovation in Diversity Awards

At Verizon, we want you to bring your diverse talents,experiences, backgrounds, and viewpoints to work. It’syour smarter, bolder, and faster ideas that will move ourbusiness forward at the speed of FiOS! Bring it in andbring it on – bring your diversity to work at Verizon.

Bring ItIan, Verizon Telecom

Careers For Everything You Arewww.verizon.com/careersVerizon is an equal opportunity employer m/f/d/v.

At Verizon, we’re changing the way the world lives, worksand plays. We open doors to opportunities and rewardsthat rival your ambition. From having the most reliable network,to the outstanding service we provide our customers, to ourunparalleled FiOS technology, we’re dedicated to being thebest at what we do. Whether your interests lie in sales, marketing, finance, IT, HR, customer service, engineering, or operations, we offer careers as ready as you are.

NY013112B 7/30/09 3:21 PM Page 1

www.diversityjournal.com

A company that can change your world and the world around you.

Waste Management is a Fortune 200 company that is making a difference. We are strongly committed to upholding ethical standards and promoting diversity and inclusion.

Waste Management and the communities we serve are working together to fuel innovative change and we need your help. www.wmcareers.com

From everyday collection to environmental protection. Think Green. Think Waste Management. www.thinkgreen.com

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2 Profiles in Diversity Journal J u ly / A u g u s t 2 0 0 92 PROFILES IN DIVERSITY JOURNAL J U LY / A U G U S T 2 0 0 9

James R. RectorP U B L I S H E R

Cheri MorabitoE D I T O R / C R E A T I V E D I R E C T O R

Damian JohnsonM A R K E T I N G D I R E C T O R

Laurel L. FumicC O N T R I B U T I N G E D I T O R

Alina DunaevaO V E R S E A S C O R R E S P O N D E N T

Jason BiceW E B M A S T E R

C O N T R I B U T I N G W R I T E R S

David CaseyMelanie HarringtonEric C. PetersonMarie Philippe, Ph.D.Craig Storti

L E T T E R S T O T H E E D I T O R

Commentaries or questions should beaddressed to: Profiles in Diversity Journal, P.O. Box 45605, Cleveland, OH 44145-0605. All correspondence should include author’s full name, address, e-mail and phone number.

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AAS I LOOK THROUGH PAST ISSUES of Profiles in Diversity Journal, I can’t help but notice that, even as the underlying principles of diversity and inclusion remain the same, the definition has expanded. Now, diversity in the workplace goes beyond the typical concerns of race, gender, and ethnicity to include, as one of our contributors puts it, “literally anything that makes one group of people different from another.”

In this issue, we feature Innovations in Diversity and Corporate Philanthropy, and I believe these two features relate well to each other. Practices that were considered innovative in the past have now become best practices, and often are incorporated into the philanthropic efforts of many organizations. Feel free to copy any of these ideas to your own company’s D&I efforts—Diversity and Inclusion should not be a secret or limited resource.

With that said, we are proud to announce the winners of this year’s International Innovations in Diversity Awards (go to page 24 to see the re-sults). We also present 24 “snapshots” of Corporate Philanthropy (page 40). It’s interesting to see the different ways companies and organizations are giving back to the communities where they live and work, often including their employees and extended families in the effort.

We’d also like to introduce you to our Front-Runner in Diversity Leadership: LaMae Allen deJongh, U.S. Human Capital & Diversity Managing Director at Accenture. You can find her story on page 19.

thoughtLEADERS (page 36) features insights on many different aspects of D&I from diversity senior executives. Our regular contributors offer varying Perspectives, such as learning about cultural differences, “Looks-ism,” and whether recruiting and hiring from under-represented groups should be rewarded through compensation.

So, broaden your definitions and take notes. You know you’ll be tested.

Cheri MorabitoEditor

editors notebooknotebookeditor’s notebook

This Isn’t Your Father’s Diversity & Inclusion…

www.sodexoUSA.com

4 Profiles in Diversity Journal J u ly / A u g u s t 2 0 0 94 PROFILES IN DIVERSITY JOURNAL J U LY / A U G U S T 2 0 0 9

thought leaders

contentstable of contentsVolume 11 • Number 4

July / August 2009

36 THOUGHT LEADERS With travel to seminars and conventions being

curtailed, we recognize that you still may not be able to get to the seminars and conventions this year. We bring 4 diversity thought leaders to you.

PERSPECTIVES

10 Culture Matters by Craig Storti

12 From My Perspective by David Casey, WellPoint, Inc.

14 My Turn by Eric C. Peterson, SHRM

16 Viewpoint by Melanie Harrington, AIMD

72 Last Word by Marie Philippe, PhD

PHILIPPECASEY HARRINGTONPETERSONSTORTI

6 Momentum Diversity Who, What, Where

and When

8 Catalyst Men’s Support Fundamental

to Creating Gender Diversity in the Workplace

70 MicroTriggers More Triggers from

Janet Crenshaw Smith

36

DEPARTMENTS

40 SPECIAL FOCUS: Corporate Philanthropy

Corporate philanthropy is alive and well. The examples in this feature prove it. Compassion is its own action item in the boardrooms of the largest companies. 40

24 SPECIAL FOCUS: Innovations In Diversity

Here are this year’s winners of the Profiles in Diversity Journal 2009 International Innovations in Diversity Awards.

24

19 FRONT-RUNNER / LaMae Allen deJongh

Meet LaMae Allen deJongh, U.S. Human Capital & Diversity Managing Director, Accenture.

19

CORPORATE PHILANTHROPY

Profiles in Diversity Journal J u ly / A u g u s t 2 0 0 9 5

Connect with Vanguard® > www.vanguard.com/careersVanguard is an Equal Opportunity Employer.

Investing for the long term is important.

That’s why we need the right assets.

At Vanguard, we invest for the long term—in the markets and in

our talented employees, whose unique contributions energize our

work. That is why we continue to be strong, and why we’re

committed to providing opportunities for leaders like you.

© 2009 The Vanguard Group, Inc. All rights reserved.

090666_VANG_8.5x11_PID_MJ 4/27/09 3:02 PM Page 1

www.vanguard.com/careers

6 Profiles in Diversity Journal J u ly / A u g u s t 2 0 0 9

momentummomentum w h o … w h a t … w h e r e … w h e n

National grid uK’s Hamilton Finalist for Champions Award

Catherine Hamil-ton, Inclusion & Diversity Manager National Grid UK, was a finalist for the second annual ORC Worldwide Peter C. Robert-

son Award for Equality and Diver-sity Champions. The award is named for Robertson, a pioneer in equality and diversity work, and recognizes exceptional individuals from ORC’s Global Equality, Diversity and Inclu-sion Networks.

Earlier this year Hamilton was a recipient of the first-ever “Women On their Way” (WOW) award, win-ning for Outstanding Contribution to Women’s Learning & Development in recognition of her mentoring and contributions to National Grid’s Women in Networks development programs, including Spring Forward, Springboard, and Co-coaching, which she established.

Brown appointed Chief Diversity Officer for Walmart u.s.

Walmart U.S. has appointed Cole Brown as Chief Diversity Officer. Brown will be re-sponsible for accel-erating the progress Walmart U.S. has

made in diversity, and broadening the diversity strategy to place even more emphasis on inclusion, talent develop-

ment, and associate opportunity for Walmart’s U.S. business.

Brown joined Walmart’s legal team in 2002 and has held senior positions at Walmart, Sam’s Club and Walmart’s Office of Diversity.

For more information on Walmart and its commitment to diversity, please visit www.walmartstores.com/diversity

global lead, llC Hires Vice President of Interactive solutions

CINCINNATI—Global Lead, LLC, an international talent and market optimization con-sulting firm, has hired John Mackey as Vice President,

Interactive Solutions, to head the firm’s e-learning initiatives.

Mackey brings over twenty years of experience in operations, strategy, and business planning to his role, garnered at renowned technology companies such as Infosys, Edgewater Technology, and Electronic Data Systems, among others. His expertise in the technol-ogy and life science sectors will serve Global Lead’s blue chip clients as well as guide strategic design of the firm’s new suite of e-learning products.

Mackey is a sought-after thought leader and has presented at major industry conferences. He will be working out of the company’s Philadelphia office.

“I am excited about joining Global Lead and utilizing the breadth and

depth of my experience to expand our offerings to serve the needs of complex, global organizations,” said Mackey.

Deloitte Announces Historical Milestone: tops 1,000 Women Partners, Principals and Directors

NEW YORK—Deloitte LLP has announced that it has reached a milestone in the organization’s his-tory by exceeding the 1,000 mark for

U.S. women partners, principals, and directors. This achievement reflects Deloitte’s enduring commitment to enhancing the pipeline of women and minority leaders through its Initiative for the Retention and Advancement of Women (WIN).

Commenting on this landmark, Barbara Adachi, national managing principal of Deloitte LLP’s WIN, said: “It is extremely rewarding to see the tremendous progress we have made since launching our Women’s Initiative in 1993. Over the past 16 years, we have seen how having a strong group of female leaders inspires new thinking and brings about new approaches to business challenges, which in return enables us to provide the best possible solutions to our clients’ problems.”

Deloitte was the first Big Four pro-fessional services firm to create an of-ficial program for the advancement of high-potential women, and continues to lead the professional services indus-

Hamilton

Brown

adacHi

mackey

6 PROFILES IN DIVERSITY JOURNAL J U LY / A U G U S T 2 0 0 9


National Grid UK’s Hamilton Finalist for Champions Award




Brown appointed Chief Diversity Officer for Walmart U.S.






Global Lead, LLC Hires Vice President of Interactive Solutions







Deloitte Announces Historical Milestone: Tops 1,000 Women Partners, Principals and Directors





HAMILTON

BROWN

ADACHI

MACKEY

PROFILES IN DIVERSITY JOURNAL J U LY / A U G U S T 2 0 0 9 7

try in the number of women serving in the highest ranks of an organization. It is the first and only major professional services firm to have a woman chair-man, Sharon Allen. In addition, its board of directors has six women—a female representation of 29 percent.

Innovative Research on Police Vitality Earns Award CHARLOTTESVILLE, Virginia—

In a ceremony which took place on June 12, 2009, the University of Virginia’s Jefferson Award was present-ed to Supervisory Special Agent

Samuel L. Feemster, Federal Bureau of Investigation (FBI), Quantico, Virginia. The Jefferson Award recog-nizes outstanding innovations with-in and contributions to the criminal justice and law enforcement com-munities. The award was presented in recognition of SSA Feemster’s re-search and ongoing efforts to nur-ture the vitality and longevity of law enforcement officers at multiple lev-els. Feemster received this award for conducting empirical research on the factors that enhance the practice and performance of policing, spanning the United States, the United Kingdom, and Canada.

SSA Feemster is currently assigned to the FBI Academy, Behavioral Science Unit (BSU). In addition to facilitating classes in community policing and stress management at the FBI National Academy (NA), throughout the last

decade SSA Feemster has sponsored multiple satellite broadcasts, hosted a working seminar, and organized three national conferences. These activities created the synergy necessary to dis-cover, develop, and deliver a new body of knowledge regarding the nexus be-tween law enforcement and spiritual-ity. Feemster’s innovative efforts have benefited law enforcement officers at multiple levels as well as the commu-nities they serve. Feemster is the first African-American to be honored with the Jefferson Award in the history of the FBI.

American Airlines Recognizes Employees with the First Earl G. Graves Award for LeadershipFORT WORTH—In keeping with

American Airlines’ long-term com-mitment to diver-sity, the company announced Gary Kennedy, Senior Vice President and General Counsel, and Frank Stanton, Tower Manager, Chicago as recipi-ents of the 2009 Earl G. Graves Award for Leadership to rec-ognize their work in

advancing diversity and inclusion with-in the company and in their commu-nities. In addition, La’Wonda Peoples, Manager, Employee Volunteerism and Workplace Giving, and Sherri Macko, Manager, Supplier Diversity and Business Strategies, were recognized

for their exceptional work regarding diversity and inclusion.

The award was established to fur-ther promote a culture of diversity and inclusion at American and to honor Earl G. Graves, Sr., founder and publisher of Black Enterprise magazine, who pioneered many of American’s diversity initiatives. Considered by many to be among American’s most influential visionar-ies, Graves worked to demonstrate that American’s diversity efforts are integral to its business goals.

Kennedy has long been active in promoting diversity. Under his leader-ship, the American legal department was honored with the 2009 Employer of Choice Award, which is given by the Minority Corporate Counsel Association to companies for their success in creating and maintaining inclusive corporate legal departments.

Stanton, a 42-year American Airlines employee, has been instru-mental in the success of the Chicago O’Hare chapter of the African-American Employee Resource Group (AAERG) and the local Diversity Action Council, where he first helped organize on-the-job training in the 1970s to aid diverse employees’ advancement opportunities. In 2007 he was honored as AAERG member of the year. PDJ

KENNEDY

STANTON

FEEMSTER


momentum








American Airlines Recognizes Employees with the First Earl g. graves Award for leadershipFORT WORTH—In keeping with

American Airlines’ long-term com-mitment to diver-sity, the company announced Gary Kennedy, Senior Vice President and General Counsel, and Frank Stanton, Tower Manager, Chicago as recipients of the 2009 Earl G. Graves Award for Leadership to rec-ognize their work in

advancing diversity and inclusion with-in the company and in their commu-nities. In addition, La’Wonda Peoples, Manager, Employee Volunteerism and Workplace Giving, and Sherri Macko, Manager, Supplier Diversity and Business Strategies, were recognized for their exceptional work regarding

diversity and inclusion.




kennedy

Stanton

FeemSter



National Grid UK’s Hamilton Finalist for Champions Award




Brown appointed Chief Diversity Officer for Walmart U.S.






Global Lead, LLC Hires Vice President of Interactive Solutions







Deloitte Announces Historical Milestone: Tops 1,000 Women Partners, Principals and Directors





HAMILTON

BROWN

ADACHI

MACKEY








American Airlines Recognizes Employees with the First Earl G. Graves Award for LeadershipFORT WORTH—In keeping with

American Airlines’ long-term com-mitment to diver-sity, the company announced Gary Kennedy, Senior Vice President and General Counsel, and Frank Stanton, Tower Manager, Chicago as recipi-ents of the 2009 Earl G. Graves Award for Leadership to rec-ognize their work in

advancing diversity and inclusion with-in the company and in their commu-nities. In addition, La’Wonda Peoples, Manager, Employee Volunteerism and Workplace Giving, and Sherri Macko, Manager, Supplier Diversity and Business Strategies, were recognized

for their exceptional work regarding diversity and inclusion.




KENNEDY

STANTON

FEEMSTER



Founded in 1962, Catalyst is the leading nonprofit membership organization working globally with businesses and the professions to build inclusive workplaces and expand opportunities for women and business. Visit www.catalyst.org to learn more about our work and download Catalyst reports. Visit www.catalyst.org/page/82/catalyst-e-newsletters to begin receiving Catalyst C-News, our monthly e-newsletter.

WWHY DO SOME MEN SUPPORT gender diversity in leadership

while others do not? Catalyst examines this question through a new body

of research evaluating men’s involvement with gender diversity in its

recently released report Engaging Men in Gender Initiatives: What Change

Agents Need to Know. The study provides unparalleled insight into men’s

advocacy for gender equality at work.

Bringing men into gender initiatives is in a company’s best inter-

ests and is paramount to creating equality in business leadership. “The

preponderance of men in leadership means their efforts are necessary to

advance change in the workplace,” said Ilene H. Lang, President & Chief

Executive Officer of Catalyst. “Research continues to show that diversity

well-managed yields more innovation and is tied to enhanced financial

performance—factors good for all employees.”

Methodology

The study was conducted via in-depth interviews and an online

survey. The interviews were conducted first to develop in-depth insights

about the factors that predict men’s awareness of gender bias and their

advocacy for gender equality. An online survey was then administered

to 178 businessmen to test the hypotheses that were developed based on

the interviews. By surveying both men who were championing gender

equality as well as a comparison group of men who were not engaged in

such activity, Catalyst was able to examine what attitudes and experiences

differentiated the two groups.

Awareness Matters

The study findings supported the view that before individuals will

support efforts to right an inequality they must first recognize that the in-

equality exists. Men who were more aware of gender bias were more likely

to say that it was important to them to achieve gender equality. Other

findings revealed three factors that predicted men’s awareness of gender

bias: 1) defiance of certain masculine norms, 2) the presence or absence of

women mentors, and 3) a sense of fair play. Of those three factors, having

a strong sense of fair play, defined as a strong commitment to the ideals of

fairness, was what also best differentiated men who actively championed

gender equality from those who were not similarly engaged.

When asked about what keeps men from supporting gender initia-

tives, some men who were interviewed for the study pointed to a “zero-

sum” mentality that gains for women necessarily mean losses for men.

Companies may inadvertently encourage this line of thinking by institut-

ing practices that increase competition between employees and put the

focus on the individual first above the organization as a whole. A shift

away from this “win or lose” mentality to a recognition that everybody

benefits from gender equality can lead men to become greater advocates

of change.

Lastly, interview findings revealed three barriers that could under-

mine men’s support for initiatives to end gender bias: apathy, fear, and

ignorance about gender issues. Specifically, men identified as champions

of gender diversity indicated that fear of losing status or of being seen as

part of the problem, and apathy—a sense that issues of gender do not

concern men—may work as roadblocks to men’s engagement as champi-

ons of equality.

Steps Organizations Can Take

Organizations can take steps to help remove these barriers and engage

men in initiatives to promote gender equality by appealing to men’s sense

of fairness, providing men with women mentors, exposing men to male

leaders who champion inclusion, and inviting men into the discussion

through male-only and male/female groups. In addition, research shows

that men gain significant personal benefits, such as better health, freedom

to be themselves, and the ability to share financial responsibilities with a

spouse or partner, when working in a place free of gender bias.

MEN ARE A GREAT AND NECESSARY RESOURCE in

advancing leadership opportunities for women in the workplace. From

potential business success to growth for both women and men, the ben-

efits of partnering with men to create gender-inclusive workplaces are felt

by everyone. PDJ

Men’s Support Fundamental to Creating Gender Diversity in the Workplace

By Catalyst

www.catalyst.org
















Methodology










Awareness Matters



















of change.







ons of equality.














by everyone. PDJ


By Catalyst

www.catalyst.org

www.catalyst.org

With more than 7 million customers and 27,000 employees, National Grid is one of the largest investor-owned utilities in the world. And, our greatest strength comes from the power of inclusion and diversity in our workforce. The value of an individual’s skills, special talents, multicultural experiences, and alternative life styles is an integral part of our corporate culture. So is our commitment to preserving the environment as we address the energy needs of our customers. Whether you are interested in future employment, or are a small business entrepreneur, we welcome your perspective. Learn more about career and business opportunities at www.nationalgridus.com.

energized by

Diversity

DiversityJournalAd_6-18.indd 1 6/18/09 5:18:17 PM
















Methodology










Awareness Matters



















of change.







ons of equality.














by everyone. PDJ


By Catalyst

www.catalyst.org


IIn our inaugural column, we announced that our first few articles would deal with the BRIC countries: Brazil, Russia, India, and China. And we explained why:

“Whether it’s to tap into their potential market (India and China contain one-third of the people on the planet), buy their natural resources (Brazil’s minerals, Russia’s natural gas), or make use of their skilled and affordable labor, the world is going to be paying more and more attention to BRIC in the years just ahead, and if you’re going to play in this arena, you need to understand these cultures.” The BRIC countries just had their first summit in Russia on June 17th. We kicked things off with two columns on India (and will return soon with a promised third); in this issue we’re moving on to Russia.

AN AMERICAN MANAGER in the technology support group of a global pharmaceutical company tells the following story. Headquarters was in the midst of rolling out a new financial reporting system worldwide when it started to get some serious push-back from the Russian IT team who would be installing and supporting the software for the new system throughout the Russian market. The IT folks felt the time-table for the rollout was unrealistic as it did not allow enough time for them to test for and fix the inevitable bugs that ac-company new software. The Americans countered that the end-users would have to start using the system before the bugs could be discovered and fixed, and encouraged the Russians to act soon, so that when the rest of the world started using the new system, the data from Russia would not be left out of regular reports, and hence not quickly and widely shared across the world.

The Russians replied that they were not comfortable treating end-users as “guinea pigs;” experimenting on them to uncover flaws that the IT people should be protecting the end-users from. “It makes us look bad,” the Russians explained. “If we give them something that’s not ready—just to meet New York’s deadline—this will undermine our cred-ibility, make us look unprofessional, and we will lose the trust of our internal clients.”

There were probably several factors at play in this situation, but at least one of them was cultural: the differ-

ent comfort levels in the U.S. and Russia when it comes to taking risks. One of the many ways that cultures differ is in their attitude toward, and tolerance of, risk-taking. Simply put: Americans have a relatively high tolerance for risk and Russians have a relatively low tolerance. In a famous survey by Geert Hofstede of the “attitude toward uncertainty” in 59 countries, only 10 countries were more risk-friendly than the United States, and in the recent GLOBE1 study of risk in 62 countries, Russia was dead last.

The origins of these differing attitudes, as with most matters cultural, are buried deep in the history of the two societies. America was settled by people who had no choice but to take risks; who were willing, or in some cases forced, to leave the familiar behind and start all over again in a strange new world for which they were woefully unprepared. Life in 17th and 18th century Europe had almost nothing in com-mon with life in the “Stone Age wilderness” that awaited the first immigrants in the new world. They would have to learn through trial and error and making mistakes how to do most of the tasks they would need to accomplish in order to survive. Maybe you had never cut down a tree in your life, and maybe the first few trees did not fall in the right places—maybe you didn’t even have an axe—but if you wanted to eat in October, then you had to clear the land of trees, then plant corn in June. You did not have the luxury of saying, “But we’ve never done that before,” “We don’t know how to do that,” or “What if that doesn’t work?” You had to act—and let the trees fall where they may. Any action involved taking a risk, in short: doing something without knowing how and without knowing what the consequences would be. Thus, the acceptance of risk, and especially of the inevitability of risk, quickly became a cornerstone of the American mindset.

The Russian story is largely one of a completely feudal society with a few immensely rich and powerful people at the top, and millions of serfs (who were actually the property of their masters) toiling in subsistence to keep the whole structure humming along. If you were a serf, you had very few options and were not likely to take chances or try things that might not work out. Taking a risk could be fatal; it was infinitely safer to stick with what you knew.

By Craig Storti

culture matters

Risky Business

1 For complete results, see House, Robert J., ed. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Sage Publications, 2004.


These are gross oversimplifications, of course, and in any case the origin of the attitude toward risk is not so much the point here as the difference in attitudes on the part of Americans and Russians—and the consequences of those differences when Russians and Americans work together. Some of the common disconnects between risk-taking and risk-averse cultures are shown in the above chart.

One of the common cultural complaints from people who work with Americans is the relatively cavalier attitude toward tak-ing chances, trying new things, and generally going out on a limb. This is often seen, as in our Russian example, in the form of un-realistic deadlines when introducing new systems and procedures or rolling out new products, or in the form of expecting people not to be so hung-up about making mistakes or getting something wrong the first time they try it. Americans expect some errors and mistakes when trying new things, so they are usually quite forgiving. In cultures like Russia, however, errors and mistakes are perceived as coming from being in too much of a hurry or just plain being reckless.

When Americans work with more risk-averse cultures, then, here are some suggestions for bridging this cultural gap:

• Allow more time for people to get used to the new system/change that is being implemented.

• Where appropriate, allow parallel systems for a period of time—and then switch over to the new system.

• Do a pilot before a wider roll-out.

• Make it very clear that you expect some mistakes or problems in the beginning and that you will not hold people account-able for those.

MEANWHILE, remember that there is some good in each of the attitudes toward risk: try to identify and leverage the advan-tages of both the risk-averse and the risk-friendly approaches, even as you try to minimize the disadvantages. PDJ

culture matters

Craig Storti, a consultant and trainer in the field of intercultural communications, is the author of seven books. His latest, Speaking of India, describes the common cultural flashpoints when Indians work together with North Americans and western Europeans. He can be contacted at: [email protected].

RISK-TAKING RISK-AVERSE

It’s OK to make mistakes; that’s how we learn. Professionals don’t make mistakes; they figure things out before they try them.

There is always some risk associated with any action; you can’t know everything that’s going to happen before you try something new.

Risk-taking is for people who are impatient or lazy; if you do enough analysis and study, you can eliminate the risk in most situations.

Too much study and analysis slow us down and prevent timely action.

Thorough study and analysis up front saves you a lot of time down the road.

Uncertainty is built into most situations; too much planning and structure result in paralysis.

Uncertainty can be minimized with more planning and structure.

“ The way we’ve always done things” can always be improved; tradition is no guide to the future.

There’s usually a good reason why “we’ve always done things” a certain way; tradition should not be lightly overthrown.

What’s new is always interesting. What’s new is suspect (and may not even be new).

You can’t always get things perfect the first time. Perfect just takes a little longer.


ABy David Casey

Chief Diversity Officer and Vice President, Workplace CultureWellPoint, Inc.

AS THE FIELD of diversity management continues to mature in the organization-al environment, it appears to be universally accepted that diversity is more than just race/ethnicity and gen-der. While the breadth and depth of diversity manage-

ment spans many mixtures beyond just these, race/ethnicity and gender are the mixtures most commonly discussed, researched, and reported on. There are many best-practice reports that speak to how organizations attract, retain, and develop leaders from historically under-represented groups, in the C-suite in particular. It is in this context that I recently explored the question with fel-low diversity practitioners from around the country of paying for performance to increase the representation of women and people of color at the top of the house.

The question of tying diversity related goals to compensation is a frequently deliberated and highly debated issue. I recently posted a conversation on LinkedIn® to solicit input from diversity practitioners across the country (and globe for that matter) on best practices for linking goals to pay in order to increase repre-sentation of people of color in the C-suite. In particular, I was interested in the experiences of those who have linked goals to pay, as to whether or not this practice has driven quota mentalities and/or behaviors in their respective organizations.

What I got back was a wide range of responses, as you might imagine. One respondent stated that if diversity management is truly seen as a critical business practice, it should be measured

and rewarded the same way any other business practice is. At the opposite end of the spectrum was the perspective that diversity management is inherently a competency of a good leader and should simply be expected—like any other leader skill-set focused on driving business success. The latter emphatically stated that paying leaders for recruiting targeted groups is analogous to noth-ing more than “bounty-hunting.”

So, who’s right? They all are. But holding leaders accountable for diversity goals, whether through pay or not, is an idea that is still getting traction, because many companies have not reached the needed level of sophistication in their efforts to manage di-versity holistically and as a direct enabler of achieving company objectives.2 As you contemplate the question of whether to start paying, continue paying, or not pay will work best for your orga-nization, consider the following:

• Does your leadership truly believe that having a diversity of gender and ethnicities in leadership roles adds value to the organization and its ability to deliver on its objec-tives? If so, how (continue answering below)? If not, why not? As you assess this question, think more about what gets done more than what gets said.

• How are all critical business objectives driven to execu-tion throughout your organization? What are the as-sociated risks and rewards? Are they tied to variable pay programs such as bonuses or performance plans? Are stated diversity goals (whether workforce, workplace, or marketplace) treated differently?

The bottom line is that the way things get done, rewarded and reinforced (aka company culture) varies from company to company. While we commonly define some practices as “best,” there is no one-size-fits-all approach. Your ability to get and leverage accountability for your diversity strategies will be driven by your understanding of your organization’s cultural nuances. Remember, it’s only a best practice if it works as well for you as it does for another organization. PDJ

Should I Get Paid for Hiring a Person of Color?

from my perspective…

David Casey is a native of Indianapolis, Indiana, having graduated with honors from Indiana Wesleyan University with a BS in Business Administration. He brings over 20 years of experience in talent management and strategic diversity management to his role at WellPoint.

1 Employment by detailed occupation, sex, race, and Hispanic ethnicity, 2008 annual averages (Bureau of Labor Statistics 2008). Native American or American Indian not reported.

2 Stephenie Overman “A measure of success - linking pay to performance in diversity management -

includes related article”. HR Magazine. FindArticles.com. 26 Jun, 2009. http://findarticles.com/p/

articles/mi_m3495/is_n12_v37/ai_13604256/

0

10

20

30

40

50

Percent of C level jobs Percent of total workforce

WomenHispanic or Latino

AsianBlack or African American

2008 Bureau of Labor Statistics Workforce Demographics1

http://findarticles.com/p/articles/mi_m3495/is_n12_v37/ai_13604256/

Thanks to you, Peter feels the support he needs to become a stronger, more independent individual.

At WellPoint, we are addressing tomorrow’s health care issues today. Fostering and facilitating the involvement of WellPoint associates in charitable organizations is an important commitment to the company’s role as a good corporate citizen.

During WellPoint’s Community Service Day, more than 3,500 associates and their friends and families participated in 180 projects across 107 cities – all on a single spring day. Commitment like this has had an immediate impact on people like Peter, who’s doing more for himself than he ever thought possible. Working to better people’s lives is not something you do every day. But it can be – at WellPoint.

Better health care, thanks to you.

Visit us online at wellpoint.com/careers and wellpoint.com/diversity

Contact us at [email protected]

EOE ®Registered Trademark, WellPoint, Inc. © 2009 WellPoint, Inc. All Rights Reserved

®Registered Trademark, DiversityInc Media LLC

www.wellpoint.com/careers

www.wellpoint.com/diversity


IIN 1964, WITH THE passage of the Civil Rights Act, American citizens were suddenly protected against discrimination on the basis of race, color, religion, sex or national origin;

and suddenly, workplaces were vulnerable to legal action if they were found to be discriminatory – and the Diversity field was suddenly born.

Then, practitioners were driven almost exclusively by a com-pliance case. Today, the field is bolstered by a values case (it’s the right thing to do for people, and leaders and workers want to be proud of the organizations they represent) and a business case (it’s the smart thing to do for business, and will create more sustainable and profitable organizations).

The definition of diversity has also changed. In the years since the Civil Rights Act, new legislation has been created to protect workers on the basis of pregnancy, age, ability, and veteran status; and many Diversity & Inclusion practitioners have expanded their view of the field to include things like sexual orientation, socio-economic status, language, gender identity or expression, personality, and work style—literally anything that makes one group of people different from another. And there is mounting evidence to suggest that our collective definition of diversity will become even broader.

Recently, President Obama nominated Dr. Regina Benjamin to the post of U.S. Surgeon General. Dr. Benjamin is being hailed by some as an inspired choice for the position. Her detractors, how-ever, see something different when they look upon Dr. Benjamin.1 They see fat.

While no one questions Dr. Benjamin’s intelligence or compe-tence, many feel that the Surgeon General should be, among other things, a role model for healthy living—and that a woman with round cheeks and a full figure cannot credibly perform this func-tion of the job. Despite consensus that data such as blood pressure

and levels of cholesterol and blood sugar are better indicators of health than physical appearance, these critics admit that their res-ervations are mostly about image and credibility.

Not surprisingly, advocate groups such as the National Association to Advance Fat Acceptance (NAAFA), have come to Dr. Benjamin’s defense, calling the criticism “a perfect example of size discrimination.”2

In 2008, Dr. Gordon Patzer released a book called Looks: Why They Matter More Than You Ever Imagined. In it, he makes the rather unremarkable claim that attractive people are often luckier in love than those considered unattractive. But he goes on to state that “pretty people” get better grades in school, earn about 10% more than their average-looking colleagues, are more likely to get hired and promoted at work, and face far better odds in American courtrooms. Furthermore, he states that the rise of reality television, tabloid culture, and plastic surgery is making the problem worse, not better.

Dr. Patzer has also developed a system for measuring one’s “PA,” or Physical Attractiveness. But unless this system gains wide usage, beauty will likely remain difficult to measure—and there-fore difficult to legislate around.

And yet, today’s Diversity & Inclusion practitioners are no longer bound by legally protected categories. In the absence of a compliance case, is there an ethically driven values case or a sound business case in promoting workplace cultures that are inclusive of people who fall anywhere within the beauty spectrum?

I would argue in the affirmative. We already know that the average CEO is much taller than the average citizen,3 and yet most of us would refute the idea that height is in any way indicative of talent. The logical conclusion is that a hidden bias leads us to ascribe leadership qualities to taller individuals, meaning that there are likely many shorter, incredibly talented individuals who are not operating on a level playing field. In the coming years, I would expect that we’ll be hearing more about “looksism” and size discrimination in our workplaces, and eventu-ally will be asked to respond to these phenomena in concrete and specific ways. PDJ

By Eric C. PetersonManager, Diversity & Inclusion, Society for Human Resource Management

Looks & Size: A New Frontier of Diversity & InclusionIf beauty is in the eye of the employer, how will that affect our work?

Follow Eric on Twitter at http://twitter.com/EPetersonSHRM

1 “Critics Slam Overweight Surgeon General Pick, Regina Benjamin.” Susan Donaldson James, ABC News Online, July 21, 2009.

2 “Benjamin Weight Discussion is Perfect Example of Size Discrimination.” http://groups.yahoo.com/group/naafanews/message/381

3 “Reinventing Diversity.” Cook Ross, 2008. http://www.cookross.com/


IIN 1964, WITH THE passage of the Civil Rights Act, American citizens were suddenly protected against discrimination on the basis of race, color, religion, sex or national origin;

and suddenly, workplaces were vulnerable to legal action if they were found to be discriminatory – and the Diversity field was suddenly born.

Then, practitioners were driven almost exclusively by a com-pliance case. Today, the field is bolstered by a values case (it’s the right thing to do for people, and leaders and workers want to be proud of the organizations they represent) and a business case (it’s the smart thing to do for business, and will create more sustainable and profitable organizations).

The definition of diversity has also changed. In the years since the Civil Rights Act, new legislation has been created to protect workers on the basis of pregnancy, age, ability, and veteran status; and many Diversity & Inclusion practitioners have expanded their view of the field to include things like sexual orientation, socio-economic status, language, gender identity or expression, personality, and work style—literally anything that makes one group of people different from another. And there is mounting evidence to suggest that our collective definition of diversity will become even broader.

Recently, President Obama nominated Dr. Regina Benjamin to the post of U.S. Surgeon General. Dr. Benjamin is being hailed by some as an inspired choice for the position. Her detractors, how-ever, see something different when they look upon Dr. Benjamin.1 They see fat.

While no one questions Dr. Benjamin’s intelligence or compe-tence, many feel that the Surgeon General should be, among other things, a role model for healthy living—and that a woman with round cheeks and a full figure cannot credibly perform this func-tion of the job. Despite consensus that data such as blood pressure

and levels of cholesterol and blood sugar are better indicators of health than physical appearance, these critics admit that their res-ervations are mostly about image and credibility.

Not surprisingly, advocate groups such as the National Association to Advance Fat Acceptance (NAAFA), have come to Dr. Benjamin’s defense, calling the criticism “a perfect example of size discrimination.”2

In 2008, Dr. Gordon Patzer released a book called Looks: Why They Matter More Than You Ever Imagined. In it, he makes the rather unremarkable claim that attractive people are often luckier in love than those considered unattractive. But he goes on to state that “pretty people” get better grades in school, earn about 10% more than their average-looking colleagues, are more likely to get hired and promoted at work, and face far better odds in American courtrooms. Furthermore, he states that the rise of reality television, tabloid culture, and plastic surgery is making the problem worse, not better.

Dr. Patzer has also developed a system for measuring one’s “PA,” or Physical Attractiveness. But unless this system gains wide usage, beauty will likely remain difficult to measure—and there-fore difficult to legislate around.

And yet, today’s Diversity & Inclusion practitioners are no longer bound by legally protected categories. In the absence of a compliance case, is there an ethically driven values case or a sound business case in promoting workplace cultures that are inclusive of people who fall anywhere within the beauty spectrum?

I would argue in the affirmative. We already know that the average CEO is much taller than the average citizen,3 and yet most of us would refute the idea that height is in any way indicative of talent. The logical conclusion is that a hidden bias leads us to ascribe leadership qualities to taller individuals, meaning that there are likely many shorter, incredibly talented individuals who are not operating on a level playing field. In the coming years, I would expect that we’ll be hearing more about “looks-ism” and size discrimination in our workplaces, and eventu-ally will be asked to respond to these phenomena in concrete and specific ways. PDJ

By Eric C. PetersonManager, Diversity & Inclusion, Society for Human Resource Management

my turn

Looks & Size: A New Frontier of Diversity & InclusionIf beauty is in the eye of the employer, how will that affect our work?

Follow Eric on Twitter at http://twitter.com/EPetersonSHRM

1 “Critics Slam Overweight Surgeon General Pick, Regina Benjamin.” Susan Donaldson James, ABC News Online, July 21, 2009.

2 “Benjamin Weight Discussion is Perfect Example of Size Discrimination.” http://groups.yahoo.com/group/naafanews/message/381

3 “Reinventing Diversity.” Cook Ross, 2008. http://www.cookross.com/

http://twitter.com/EPetersonSHRM

Business wins when everyone matters.Diversity and inclusion are enduring values embedded into our culture. These values are fundamental to both our business and our mission, to save people money so they can live better.

At Walmart, we continue to look for ways to diversify our business and team of associates to better serve our customers. We are proud of the strides we have made, but our journey is not over.

With the help of our associates, customers, suppliers, and the communities we serve, we look forward to continuing our journey in being a true leader in all aspects of diversity and inclusion by o� ering programs that truly matter.

The “Spark” Design ( ), Walmart and Save Money. Live Better. are marks and/or registered marks of Wal-Mart Stores, Inc. ©2009 Wal-Mart Stores, Inc., Bentonville, AR.

www.walmart.com


By Melanie Harrington

President

American Institute for Managing Diversity, Inc.

II OFTEN FIND MY-SELF in and out of the halls of organizations

chatting with people as they gather before a meeting, wait for the elevator, or converge around the proverbial “water cooler”. Recently, some of these conversations have ventured into dis-cussions about the widely debated speech that United States Supreme Court Nominee, Judge Sonia Sotomayor, gave in 2001.

By now, I am sure every reader of Profiles and Diversity Journal has heard the Judge’s 32 words that ignited a media frenzy: “I would hope that a wise Latina woman, with the richness of her experiences, would more often than not reach a better conclu-sion than a white male who hasn’t lived that life.” As I overhear water cooler conversations about the speech, I have noticed a more sophisticated and nuanced discussion about race, racism, identity, etc. than the discussions that emerged in the media storm that ensued in the days and weeks that followed Judge Sotomayor’s nomination.

These words were a small portion of a 3,900 word speech that the Judge was asked to give on “what it all will mean to have more women and people of color on the bench.”

Some, particularly in the political arena, labeled Judge Sotomayor a racist. Some suggested that she retract or apologize for her statement. Others called the speech and the infamous 32-word sentence inspiring and a critical presentation of the value of diversity on the bench. As I listened, I heard an earnest desire to explain or understand the term racist, and why it should or should not be used as it relates to the judge’s statement. I heard conversations that revisited the debate on whether a person in a non-dominate or minority group can be labeled a racist. Another conversation explored the need for more women and minorities to set a high aspirant tone that challenges conventional homogeneity in key power positions.

These conversations, in organizations that foster diversity dialogues and provide their employees with a common set of diversity terminology and definitions, seemed to weather the emotionally-charged issues more effectively. Moreover, the casual interaction over these challenging diversity issues created opportunities for further relationship building. Regardless of

the hot topic of the moment, the combination of spontaneous diversity conversations and an organizational culture that sup-ports diversity dialogues can further an organization’s progress along its diversity journey.

For chief diversity officers who are seeking ways to sustain their diversity management gains with limited resources, pro-viding a structure, framework, and information to grassroots diversity dialogues already occurring is a major opportunity. The CDO can build on these organic discussions by:

• Asking employees about their “water cooler” conversa-tions or informally polling staff across the organization, particularly when hot topics emerge in the media;

• Offering praise of and support to those who are initiat-ing diversity dialogues at the water cooler;

• Providing structure or guidelines that facilitate produc-tive dialogues;

• Providing the use of low-cost technology like company online discussion boards, tele-meetings or webinars to continue a water cooler conversation;

• Providing additional information or expertise to cor-rect erroneous assumptions, answer questions or offer a broader perspective; and

• Providing leadership by communicating the connec-tion of the water cooler conversation to the objectives in the organization’s diversity strategy.

Educators and training and development professionals relish the “teachable moment.” These are passing moments that arise where a teacher has an ideal opportunity to offer insight to his or her students. If the opportunity is seized, it can have a significant impact on the student. If pursued, the spontaneous water cooler conversations can produce precious no-cost teachable moments that can advance an organization’s diversity journey. PDJ

The Sonia Sotomayor Supreme Court Nomination Offers a Great Opportunity to Advance the Diversity Dialogue

viewpoint

Melanie Harrington is president of the American Institute for Managing Diversity, Inc. AIMD celebrates its 25th Anniversary in 2009. The orga-nization is a 501(c)(3) public interest non-profit dedicated to advancing diversity thought leadership through research, education, and public outreach. AIMD works to strengthen our communities and institutions through effective diversity management. For more information, please visit www.aimd.org.

www.aimd.org

Different perspectives generate fresh ideas. That’s why at Bank of the West, we value diversity and equal opportunity for all our employees. Year after year, we continue to grow stronger thanks to our unique blend of people. After all, in today’s competitive banking environment, it is our employees with innovative ideas that keep us a step ahead of the rest.

© 2007 Bank of the West. Member FDIC.

www.bankofthewest.com

AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE WELL SERVED BY EMPLOYEES WHO ARE WELL SERVED.

[ Bank of the West ]

WANT TO WORK FOR A TRULY GREAT BANK?



Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V


© Eastman Kodak Company, 2008

www.kodak.com/go/diversity

drives innovation and successKodak’s commitment to diversity and inclusion touches customers, consumers, employees, suppliers, shareholders, and more. While our vision is global, we focus upon the distinctive cultures and communities in which we live and work.

We champion diversity as a business imperative to help drive innovation. Working together, we create technologies and services that unleash the power of pictures and printing. Become part of our picture—and join us on our journey to enrich people’s lives.

Diversity & Inclusion

www.kodak.com/go/diversity

Profiles in Diversity Journal J A N u A R y / F E B R u A R y 2 0 0 9 19

made her mark at Accenture by becoming their first African

American female Senior Executive. As the U.S. Human Capital &

Diversity Managing Director, the Princeton graduate has been

leading the company in diversity ground-breaking ever since…

LaMae Allen deJonghFront- Runners

in Diversity LeADersHiP

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COMPANY NAMe: Accenture

Web site: www.accenture.com

PriMArY busiNess Or iNdustrY: Management consulting,

technology services and outsourcing.

ANNuAl reveNues: $23.39 billion for fiscal year

ended August 31, 2008.

glOBAl / MARKEt / INDustRy IssuEs

Please describe your company’s global presence to a reader who may not be familiar with it.

Accenture is a global management consulting, technology services, and out-

sourcing company. Combining unparalleled experience, comprehensive capa-

bilities across all industries and business functions, and extensive research on

the world’s most successful companies, Accenture collaborates with clients to

help them become high-performance businesses and governments. We have

more than 181,000 people serving clients in over 120 countries.

Please give us your definition of diversity and inclusion, as it relates to the efforts within your organization.

Let me describe the very essence of our Human Capital and Diversity programs.

We strongly believe that bringing our core values to life every day is essential

to our people, the communities where we live and work and, ultimately, to

maximizing our ability to deliver high performance to our clients. A dis-

tinguishing trait of Accenture is our emphasis on inclusion and diversity as

fundamental to achieving and maintaining high performance.

What does this mean to our employees, communities and clients? For

our employees—each and every person who comprises our workforce—

it means talent is central to maintaining and extending our global scale. And

talent means delivering ideas and originality that only come from a diverse and

inclusive global workforce.

Phenomenal employees create powerful teams that allow us to compete,

grow, and innovate—as we as recruit, retain, encourage, and engage a diverse

workforce. And skilled professionals, unmatched opportunities, extensive

training, coaches and sponsors who position people for success—all create a

multiplier effect, which attracts the best people to join, and encourages them

to stay.

And for our communities, our corporate citizenship focus must reflect our

character, beliefs, and core values. Bringing our expertise and enthusiasm to fuel

our corporate citizenship contribution is a natural fit. Our high-performance

approach to building skills allows us to deliver extraordinary results—benefiting

individuals, their families, and their communities.

Our clients expect that we will foster an inclusive workplace and culture—

and we meet those expectations. Our focus on leading-edge programs and

initiatives that support our people seeds client thinking, and our programs and

thought leadership help our clients understand leading-edge opportunities as

they think about their own business.


made her mark at Accenture by becoming their first African

American female Senior Executive. As the U.S. Human Capital &

Diversity Managing Director, the Princeton graduate has been

leading the company in diversity ground-breaking ever since…

LaMae Allen deJonghmade her mark

American female

Diversity Manag

leading the comp

La

IN DIVERSITY LEADERSHIP

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DIVERSITY JOURNAL

COMPANY NAME: Accenture

WEB SITE: www.accenture.com

PRIMARY BUSINESS OR INDUSTRY: Management consulting,

technology services and outsourcing.

ANNUAL REVENUES: $23.39 billion for fiscal year

ended August 31, 2008.

GLOBAL / MARKET / INDUSTRY ISSUES

Please describe your company’s global presence to a reader who may not be familiar with it.

Accenture is a global management consulting, technology services, and out-

sourcing company. Combining unparalleled experience, comprehensive capa-

bilities across all industries and business functions, and extensive research on

the world’s most successful companies, Accenture collaborates with clients to

help them become high-performance businesses and governments. We have

more than 170,000 people serving clients in over 120 countries.

Please give us your definition of diversity and inclusion, as it relates to the efforts within your organization.

Let me describe the very essence of our Human Capital and Diversity programs.

We strongly believe that bringing our core values to life every day is essential

to our people, the communities where we live and work and, ultimately, to

maximizing our ability to deliver high performance to our clients. A dis-

tinguishing trait of Accenture is our emphasis on inclusion and diversity as

fundamental to achieving and maintaining high performance.

What does this mean to our employees, communities and clients? For

our employees—each and every person who comprises our workforce—

it means talent is central to maintaining and extending our global scale. And

talent means delivering ideas and originality that only come from a diverse and

inclusive global workforce.

Phenomenal employees create powerful teams that allow us to compete,

grow, and innovate—as we as recruit, retain, encourage, and engage a diverse

workforce. And skilled professionals, unmatched opportunities, extensive

training, coaches and sponsors who position people for success—all create a

multiplier effect, which attracts the best people to join, and encourages them

to stay.

And for our communities, our corporate citizenship focus must reflect our

character, beliefs, and core values. Bringing our expertise and enthusiasm to fuel

our corporate citizenship contribution is a natural fit. Our high-performance

approach to building skills allows us to deliver extraordinary results—benefiting

individuals, their families, and their communities.

Our clients expect that we will foster an inclusive workplace and culture—

and we meet those expectations. Our focus on leading-edge programs and

initiatives that support our people seeds client thinking, and our programs and

thought leadership help our clients understand leading-edge opportunities as

they think about their own business.

www.accenture.com

20 Profiles in Diversity Journal J A N u A R y / F E B R u A R y 2 0 0 9

Front-Runners in Diversity Leadership lamae allen deJongh Accenture

What are the main components of your D&I program? Is the management of D&I programs largely U.S.-based or present throughout the worldwide organization?

Instead of focusing on the siloed components of Inclusion &

Diversity, we view this area as being fully integrated across our ap-

proach to talent management.

To that end, Accenture is a global company—and our approach

to inclusion and diversity reflects that. In fact, to capture the full

benefit of our diversity, we bring our people together in global teams.

That means using our common core values and methodologies to

work effectively across different geographies, workforces, and genera-

tions. When we do it right, we produce a freshness of thinking, and

a flexibility and agility in delivering that thinking, that really sets

Accenture apart. We are committed to using our diversity to help

our clients become high–performance businesses and governments,

helping us build an inclusive culture of confident individuals who

work seamlessly on global teams. And that culture will continue to

set Accenture apart.

In today’s marketplace, does your company have any particular cultural, socioeconomic, or demographic challenges to selling, producing, or delivering services? What particular challenges do you face in hiring and retaining good people?

Inclusion and diversity are among Accenture’s top priorities, no

matter the economic environment. The diversity of our workforce

strengthens our ability to be a high-performance company, growing

our business, and generating revenue. Our clients expect diversity,

and we accomplish this with the ideas and creativity that come from

a diverse and inclusive global workforce.

Accenture has six core values: Stewardship, Client Value Creation,

Respect for the Individual, Integrity, Best People, and One Global

Network. The two core values most closely related to diversity are

Best People and Respect for the Individual. We recruit the best

people, attracting and developing diverse talent through efforts in-

cluding scholarship funds for students and community involvement.

We demonstrate our respect for the individual through initiatives

that include flexible work options, local networking groups, and

helping individuals integrate their career goals with their family

responsibilities.

Do you have any examples of how tapping employee diversity has yielded significant product or profit breakthroughs?

Our work with electronics retailer Best Buy is an example. Many

members of the Hispanic community in Minneapolis, where

Best Buy is headquartered, have close relatives in Latin America.

Despite the community’s strong family values, long-distance

communication can pose a challenge.

Accenture employees, working with Best Buy, teamed with the

client’s Latin Involvement Network to develop a solution.

Working with local charter school El Colegio and local non-profit

La Escuelita, the Best Buy and Accenture team identified families

with special potential to benefit from instruction in technology. The

team developed and taught a five-week course in Internet safety and

in using technology to share music and memories and to maintain

family connections. Best Buy donated webcams, iPods, international

calling cards, and antivirus software.

All of the course participants agreed that, as a result of having

taken the course, they would use technology differently, and would

recommend the course to family and friends. Based on this enthu-

siastic response, the Best Buy and Accenture volunteer team intends

to repeat the course twice locally and to explore opportunities to

replicate it more broadly.

CORPORAtE lEADERsHIP

What resources are allocated on diversity? How do these reflect your company’s leadership commitment to diversity?

We have a dedicated team of more than a dozen executives from

around the globe who work with our business teams and our people

to help drive all aspects of our Inclusion & Diversity program. In

addition, we have 13 Human Capital & Diversity geographic leads

and a large number of people who dedicate a portion of their time

to Inclusion & Diversity programs. These include members of our

senior leadership who sit on our Internal Advisory Council, Inclusion

& Diversity leads in all our business units, etc.

Is diversity a compensable annual objective for the executive management team? How do you reward special initiatives? What accountability do you employ to meet objectives?

Everyone at Accenture is responsible for diversity. It’s grounded in

our culture and our core values, and we have a company-wide com-

mitment to make it a reality.

Operationally, the responsibility starts with our CEO. He is held

accountable by our board of directors for achieving a set of diversity

Richard Clark (Accenture),

Joe Solmonese (President of HRC),

LaMae deJongh, and Kevin Moss

(Accenture).

Front- Runners

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Front-Runners in Diversity Leadership LaMae Allen deJongh Accenture

What are the main components of your I&D program? Is the management of I&D programs largely U.S.-based or present throughout the worldwide organization?
































responsibilities.






















CORPORATE LEADERSHIP
















Human Rights Campaign Event (L to R) Richard Clark (Accenture), Joe Solmonese (President of HRC),

LaMae Allen deJongh, and Kevin Moss (Accenture).

are the main components of your I&D program? Is the agement of I&D programs largely U.S.-based or present ughout the worldwide organization?

ad of focusing on the siloed components of Inclusion

g(L to R) Richard Joe Solmonese (

LaMae AKevin


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metrics, and those same metrics cascade to all of our leadership as

part of their annual performance objectives. We hold our leaders ac-

countable for cultivating an environment of diversity and for making

a personal commitment to developing and leading our people with

diversity and inclusiveness in mind.

Does your company address diversity in its annual report?

In June, Accenture published its first Inclusion & Diversity Review

on www.accenture.com, which is made available to all internal and

external stakeholders.

Do you have any programs in place to increase the cross-cultural competence of your senior management team? Can mid-level managers acquire similar training?

Accenture’s training, aimed at both building confident individuals

and giving leadership the ability to manage diversity effectively, assures

that a strong, secure team of diverse individuals is prepared to address

client needs from a wealth of perspectives.

In 2008, our diversity training comprised 78 live training

sessions held in 33 cities and 12 countries. Diversity training falls

into two areas: leadership development that helps diverse employees

stretch themselves; and management training that helps senior execu-

tives lead a more diverse organization. Major leadership development

courses include:

• Developing High-Performing Women, in which female role

models help managers evaluate requirements to reach the next

stage in their careers.

• The Minority Leadership Development Program, in which

minority executives discuss what it takes to excel as leaders

at Accenture. We have sponsored this program in the United

Kingdom, United States, and South Africa.

We also offer a course called Leading a Diverse Workforce, in

which global and local leaders help executives reexamine their diver-

sity beliefs and use this refreshed perspective as a basis for developing

concrete diversity plans for their scope of accountability.

How are decisions about diversity made in your organization? Is there a diversity council, and who heads it up? Who participates?

Our team of 13 Human Capital & Diversity geographic leads works

to create programs that are meaningful and make a difference to em-

ployees, communities and clients around the world. Two additional

governance bodies back up this team:

• The Accenture Diversity Council, which includes some of

Accenture’s most senior leaders, assesses challenges we face, sets

strategic direction, and prioritizes our actions globally.

• The Diversity Advisory Forum, a group mixing senior and

younger leaders, provides the Accenture Diversity Council with

additional perspective from the field and recommends innova-

tive, ground-breaking solutions.

EMPLOYEE INCLUSIVENESS

Are employees more involved in the company than they were two years ago? In what ways?

They are definitely more involved than they were two years ago—and

one way to look at it is through the lens of International Women’s

Day. We’ve celebrated the event for the past five years; in 2007,

3,175 Accenture people participated. This year, that number jumped

to approximately 8,500.

We can also look at our U.S. Employee Resource Groups (ERGs),

which provide an opportunity for individuals who have a common

background, gender, race, culture, interest and/or experiences—to

network around similar challenges and opportunities.

In the U.S., nearly half of all employees participate in at least one

ERG. There are currently 12 interest groups in the U.S. Additionally,

Multicultural Interest Groups are in place in locations lacking critical

mass to form a specific interest group. In all cases, the groups are led

by a senior executive sponsor and supported by local leadership teams

in nearly every Accenture office throughout the country.

How are their opinions solicited and valued? Do you have an employee ‘suggestion box’ or other system, and who monitors and responds?

Accenture has multiple channels that foster ongoing dialogue with our

employees. One of them is an annual survey which seeks to measure

the engagement of our more than 170,000 employees around the

world. This tool is constructed so it helps us understand employee

perspectives and satisfaction across a number of issues, e.g., work/

life balance, culture, work responsibilities, supervisors, etc. This is

critical to continuous improvement of our programs, policies and

approaches. Additionally, a number of leaders across functions (including me) author e-newsletters, which request employee responses, questions, etc.


International Women’s Day Event Speakers (Left to Right): LaMae Allen deJongh (U.S. Human Capital & Diversity

Lead), Roxanne Taylor (Chief Marketing & Communications Officer), Marge Magner (Member of Accenture Board of

Directors), Pam Craig (Chief Financial Officer).

Profiles in Diversity Journal J A N u A R y / F E B R u A R y 2 0 0 9 21







We are in the process of publishing our first global Inclusion &

Diversity Review, which we will make available to all internal and












courses include:




• the Minority leadership Development Program, in which




We also offer a course called leading a Diverse Workforce, in









• the accenture Diversity Council, which includes some of



• the Diversity advisory forum, a group mixing senior and




EMPlOyEE INClusIVENEss



























International Women’s Day Event Speakers (Left to Right): Patricia O’Connell (Managing Editor, business Week),

LaMae Allen deJongh (U.S. Human Capital & Diversity Lead), Roxanne Taylor (Chief Marketing & Communications

Officer), Marge Magner (Member of Accenture Board of Directors), Pam Craig (Chief Financial Officer), Dina Dublon

(Member of Accenture Board of Directors).



What are the main components of your I&D program? Is the management of I&D programs largely U.S.-based or present throughout the worldwide organization?
































responsibilities.






















CORPORATE LEADERSHIP
















Human Rights Campaign Event (L to R) Richard Clark (Accenture), Joe Solmonese (President of HRC),

LaMae Allen deJongh, and Kevin Moss (Accenture).

are the main components of your I&D program? Is the agement of I&D programs largely U.S.-based or present ughout the worldwide organization?

ad of focusing on the siloed components of Inclusion

g(L to R) Richard Joe Solmonese (

LaMae AKevin


SERIES

PR

OFI

LE

S IN DIVERSITY JOURNAL








In June, Accenture published its first Inclusion & Diversity Review

on www.accenture.com, which is made available to all internal and












courses include:




• The Minority Leadership Development Program, in which




We also offer a course called Leading a Diverse Workforce, in









• The Accenture Diversity Council, which includes some of



• The Diversity Advisory Forum, a group mixing senior and




EMPLOYEE INCLUSIVENESS



























International Women’s Day Event Speakers (Left to Right): LaMae Allen deJongh (U.S. Human Capital & Diversity

Lead), Roxanne Taylor (Chief Marketing & Communications Officer), Marge Magner (Member of Accenture Board of

Directors), Pam Craig (Chief Financial Officer).

22 Profiles in Diversity Journal J A N u A R y / F E B R u A R y 2 0 0 9

CompANyAccenture

TITlEu.s. Human Capital & Diversity Managing Director

yEARS IN CuRRENT poSITIoNI have held this title for less than a year, and I continue to maintain client relation-ship management responsibilities for a number of global financial services clients.

EduCATIoNPrinceton university, undergraduate degree in Economics

FIRST job Accenture

How did you get to your present position? What was your career path? My entire career has been with Accenture, and it has involved continuous upward development to management positions, including becoming the first u.s. African American female senior Executive.

this was not only significant to me, but it had great significance to many of our people. It’s fueled my passion for my current roles—both in Human Capital & Diversity and in my client-facing responsibilities—as well as for ensuring that we offer our people continuous leadership development.

Who were/are your mentors? How did they help in your professional and person-al life? Are you mentoring anyone today? I’ve been fortunate to have a network of internal and external mentors, who have helped enhance my sense of confidence and my competence in a variety of areas. they have also taught me to respect my accomplishments and my ability to have an impact on our business and our people.

Chief among these mentors are my parents. I’ve learned a tremendous amount from their entrepreneurial spirit.

What business books or journals do you read regularly or recommend? I read—and recommend—a number of business publications, especially The Harvard Business Review.

What are your specific responsibilities for advancing diversity and inclusion in your organization? What are the strategies you employ to move inclusion forward? My specific responsibility is best described in terms of the talent management lifecycle (attracting talent to transitioning it within the organization) and embedding it as a standard approach within Accenture.

I am committed to Accenture’s people, the communities in which we work and live and to Accenture clients. I am dedicated to being an accessible role model to, and leveraging my learning and experiences with, as many employees as possible.

How are you (as a manager) measured in terms of performance? I have measurable objectives that impact my overall performance rating, and they are tied to compensation.

Are there particular areas/employee sec-tors you feel still need improvement?We are on an Inclusion & Diversity jour-ney—and it’s about continuous improve-ment across all areas.


Can you name specific ways your company supports upward development toward management positions?

One way we do it is by offering Ethnically

Diverse Leadership Summits, which aim to

ensure the success of all our people, as well as

the innovative thinking, creativity, and con-

fidence that differentiate our company from

our competitors. The goals of the Summits

are to reinforce our leadership’s commitment

to our ethnically diverse population; build

skills, capabilities, and strategies for career

progression; leverage other resources within

Accenture in developing a platform for suc-

cess; and evolve targeted action plans for

development and advancement.

suPPlIER / COMMuNIty / CustOMERs

What is the company’s commitment to minority suppliers?

Our supplier diversity efforts demonstrate a

commitment to promoting economic growth

within the communities with which the com-

pany does business. Accenture is a member of

the National Minority Supplier Development

Council, the National Gay and Lesbian

Chambers of Commerce, and the Women’s

Business Enterprise National Council in both

the United Kingdom and the United States.

At least half the firms approved as preferred

suppliers in the United States are diverse. In

2008, we directed $286 million—nearly 15

percent—of our procurement spending to

small and minority- and women-owned busi-

nesses.

The cornerstone of our Supplier

Diversity Program is our formal

mentoring program, the Diverse Supplier

Development Program, which we

launched in 2006. This program pairs

Accenture executives with diverse suppliers

through one-on-one meetings and quarterly

symposia. PDJ

LaMae Allen deJonghpersonal profile

pHIloSopHyDon’t sweat the small stuff.

WHAT I’m REAdINGLearned Optimism, by Martin seligman

FAmIly Married, with a young son.

INTERESTS Culinary, fitness, and international travel.


COMPANYAccenture

TITLEU.S. Human Capital & Diversity Managing Director

YEARS IN CURRENT POSITIONI have held this title for less than a year, and I continue to maintain client relation-ship management responsibilities for a number of global financial services clients.

EDUCATIONPrinceton University, undergraduate degree in Economics

FIRST JOB Accenture

How did you get to your present position? What was your career path? My entire career has been with Accenture, and it has involved continuous upward development to management positions, including becoming the first U.S. African American female Senior Executive.

This was not only significant to me, but it had great significance to many of our people. It’s fueled my passion for my current roles—both in Human Capital & Diversity and in my client-facing responsibilities—as well as for ensuring that we offer our people continuous leadership development.

Who were/are your mentors? How did they help in your professional and personal life? I’ve been fortunate to have a network of internal and external mentors, who have helped enhance my sense of confidence and my competence in a variety of areas. They have also taught me to respect my accomplishments and my ability to have an impact on our business and our people.

Chief among these mentors are my parents. I’ve learned a tremendous amount from their entrepreneurial spirit.

What business books or journals do you read regularly or recommend? I read—and recommend—a number of business publications, especially The Harvard Business Review.

What are your specific responsibilities for advancing inclusion and diversity in your organization? What are the strategies you employ to move inclusion forward? My specific responsibility is best described in terms of the talent management lifecycle (attracting talent to transitioning it within the organization) and embedding it as a standard approach within Accenture.

I am committed to Accenture’s people, the communities in which we work and live and to Accenture clients. I am dedicated to being an accessible role model to, and leveraging my learning and experiences with, as many employees as possible.

How are you (as a manager) measured in terms of performance? I have measurable objectives that impact my overall performance rating, and they are tied to compensation.

Are there particular areas/employee sec-tors you feel still need improvement?We are on an Inclusion & Diversity jour-ney—and it’s about continuous improve-ment across all areas.


Can you name specific ways your company supports upward development toward management positions?

One way we do it is by offering Ethnically

Diverse Leadership Summits, which aim to

ensure the success of all our people, as well as

the innovative thinking, creativity, and con-

fidence that differentiate our company from

our competitors. The goals of the Summits

are to reinforce our leadership’s commitment

to our ethnically diverse population; build

skills, capabilities, and strategies for career

progression; leverage other resources within

Accenture in developing a platform for suc-

cess; and evolve targeted action plans for

development and advancement.

SUPPLIER / COMMUNITY / CUSTOMERS

What is the company’s commitment to minority suppliers?

Our supplier diversity efforts demonstrate a

commitment to promoting economic growth

within the communities with which the com-

pany does business. Accenture is a member of

the National Minority Supplier Development

Council, the National Gay and Lesbian

Chambers of Commerce, and the Women’s

Business Enterprise National Council in both

the United Kingdom and the United States.

At least half the firms approved as preferred

suppliers in the United States are diverse. In

2008, we directed $286 million—nearly 15

percent—of our procurement spending to

small and minority- and women-owned busi-

nesses.

The cornerstone of our Supplier

Diversity Program is our formal

mentoring program, the Diverse Supplier

Development Program, which we

launched in 2006. This program pairs

Accenture executives with diverse suppliers

through one-on-one meetings and quarterly

symposia. PDJ

LaMae Allen deJonghpersonal profi le

PHILOSOPHYDon’t sweat the small stuff.

WHAT I’M READINGLearned Optimism, by Martin Seligman

FAMILY Married, with a young son.

INTERESTS Culinary, fitness, and international travel.

Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V. UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2009 UnitedHealth Group. All rights reserved.

YoUr inDiViDUAlitY > YoU know

UnleAsH YoUr iDeAs, AnD MAke YoUr MArk.

At UnitedHealth Group, diversity isn’t just a corporate buzzword. It’s the way we work, and it comes through in everything we do. From the high-performing people we hire, to the health care services we provide, we advocate the possibilities of unique thinking.

We’ve become a Fortune 25 company by creating an inclusive environment fueled by innovative ideas. Our employees have diverse cultural backgrounds, beliefs, perspectives, and lifestyles. But they all have one thing in common – their ability to excel.

Right now, we’re working to build the health care system of tomorrow. One that will work better for more people in more ways than ever.

A goal with this kind of magnitude requires the brightest, most forward-thinking minds around. We have them here. And they’re making a difference.

Make your mark of distinction at unitedhealthgroup.com/careers

www.unitedhealthgroup.com/careers

1. New York Life Insurance Company

2. Cardinal Health

3. Burger King Corporation

4. PricewaterhouseCoopers LLP

5. WellPoint, Inc.

AWARDS OF EXCELLENCE

American Airlines • AXA Equitable Life Insurance Company •

Ecolab • Georgia Power • Harrah’s • ITT Corporation • KPMG •

National Grid • Northrop Grumman Corporation •

Pitney Bowes Canada • Sodexo •

THE COMPANIES ABOVE have distinguished themselves by virtue of the innovative approach they have taken to advance diversity in the work-place and in the communities they serve. In almost all cases, their efforts can be imitated and implemented by others who are still searching for the spark to ignite their own programs.

We like the fact that there is so much, well, diversity, among the initiatives described here. We sincerely hope you’ll read them carefully, and then try to identify what you can do at your own business, regardless of its size.

We congratulate these companies for their unwavering and creative commitment to diversity and inclusion. They are making the world a better place to live for all of us.

6. Verizon

7. ARAMARK

8. Cisco

9. HCA

10. Shell Oil Company


Collaboration for Naturalization

Creating an Inclusive Environment: GLBT/A Online Training

In 2008, a unIque partnership established by New York Life Insurance Company’s Chinese Marketing unit resulted in offering vital in-language material to the Chinese commu-nity. Recognizing the limited resources offered to the Chinese community regarding the naturalization process, compound-ed by the growing concern within the Chinese community regarding the need to obtain accurate information on the process, the Chinese Marketing unit approached the World Journal to begin a partnership to create useful tools for this segment of the population. The new York Life partnership with the World Journal resulted in a free, in-language natural-ization test preparation and information booklet and CD.

addressing the specific needs of the Chinese commu-nity is a priority of new York Life’s Chinese Marketing unit. The goal of the partnership with the World Journal was to create user-friendly, in-language resources tailored to address the needs, values and customs of first generation Chinese americans who wanted to become naturalized citizens, and introduce new York Life and its family of prod-ucts to community members that may not be familiar with the company.

new York Life’s Chinese Market unit worked closely with the World Journal staff to create advertisements and develop accurate content and a simple, easy-to-follow design for the naturalization test preparation and information booklet and CD. In fall 2008, the booklet was marketed at newsstands, via coupons in the World Journal and in World Journal ads, and at new York Life’s sales offices in the Chinatown neigh-borhoods of Manhattan, Brooklyn, and Flushing.

The World Journal ran 50,000 copies for the first print-ing of the naturalization Handbook and CD in april 2008. Within one month, all 50,000 copies were gone. Due to the high demand for the booklet and CD, the World Journal decided to print an additional set of 35,000 copies in august 2008. all of these copies were gone in approxi-mately one month.

new York Life has benefited from the increase in the pool of potential clients that have walked into new York Life sales offices and from the positive association with creating resources in direct response to a growing community need. another added benefit is that by continuing to meet with and talk to community members, the agents at new York Life sales offices are able to build relationships and gain insight into what products the community wants and needs. PDJ

To suppoRT ITs overall strategy to create a more inclusive work environment, Cardinal Health launched “Creating an Inclusive environment—Gay, Lesbian, Bisexual and Transgender and advocates” (GLBT/a) online training in January 2009. This online learning module was designed to increase employee understanding of and help create an inclu-sive environment for the GLBT/a community.

Cardinal Health’s D&I team worked with experts in the company’s Learning Technologies department to create this innovative training. They started by hosting focus groups with the company’s GLBT/a employee Resource Groups to share situations they had personally faced in the workplace, either at Cardinal Health or elsewhere. The team then devel-oped a series of simulated examples of these situations, along with several possible ways that training participants could respond if confronted with similar situations. To engage participants, the training was animated through the use of avatars. To set the appropriate tone, the training began with a videotaped message from the executive sponsor of Cardinal Health’s GLBT/a employee Resource Group.

The training helps employees build confidence in deal-ing with situations which may be unfamiliar to them. It also coaches managers and employees on the use of inclusive language when dealing with GLBT/a employees, customers and shareholders. employees who complete the course are better equipped to:

• State the business case for diversity and inclusion with respect to the GLBT/a community;

• Recognize that sexual orientation and gender identity/expression are dimensions of diversity;

• Understand the experiences the GLBT/A community may face in the workplace, as well as appropriate ways to respond.

Members of Cardinal Health’s GLBT/a employee Resource Groups now also feel more confident in expressing themselves. This was demonstrated by the fact that, following the training, they hosted or indicated interest in host-ing several internal and external events that promoted GLBT/a awareness. also, in addition to Cardinal Health’s two existing GLBT/a employee Resource Groups (in Dublin, ohio and san Diego), four new remote sites have either launched or made a request to launch local GLBT/a employee Resource Groups. PDJ

PrOFiLes in Diversity JOUrnAL 2009 InternatIonal InnovatIon In DIversIty awarDs

1 2


Collaboration for Naturalization

Creating an Inclusive Environment: GLBT/A Online Training

IN 2008, A UNIQUE partnership established by New York Life Insurance Company’s Chinese Marketing Unit resulted in offering vital, in-language material to the Chinese commu-nity. Recognizing the limited resources offered to the Chinese community regarding the naturalization process, compound-ed by the growing concern within the Chinese community regarding the need to obtain accurate information on the process, the Chinese Marketing Unit approached the World Journal to begin a partnership to create useful tools for this segment of the population. The New York Life partnership with the World Journal resulted in a free, in-language natural-ization test preparation and information booklet and CD.

Addressing the specific needs of the Chinese commu-nity is a priority of New York Life’s Chinese Marketing Unit. The goal of the partnership with the World Journal was to create user-friendly, in-language resources tailored to address the needs, values and customs of first generation Chinese Americans who wanted to become naturalized citizens, and introduce New York Life and its family of prod-ucts to community members that may not be familiar with the company.

New York Life’s Chinese Market Unit worked closely with the World Journal staff to create advertisements and develop accurate content and a simple, easy-to-follow design for the naturalization test preparation and information booklet and CD. In fall 2008, the booklet was marketed at newsstands, via coupons in the World Journal and in World Journal ads, and at New York Life’s sales offices in the Chinatown neighbor-hoods of Manhattan, Brooklyn, and Flushing.

The World Journal ran 50,000 copies for the first print-ing of the Naturalization Handbook and CD in April 2008. Within one month, all 50,000 copies were gone. Due to the high demand for the booklet and CD, the World Journal decided to print an additional set of 35,000 copies in August 2008. All of these copies were gone in approxi-mately one month.

New York Life has benefited from the increase in the pool of potential clients that have walked into New York Life sales offices and from the positive association with creating resources in direct response to a growing community need. Another added benefit is that by continuing to meet with and talk to community members, the agents at New York Life sales offices are able to build relationships and gain insight into what products the community wants and needs. PDJ

TO SUPPORT ITS overall strategy to create a more inclusive work environment, Cardinal Health launched “Creating an Inclusive Environment—Gay, Lesbian, Bisexual and Transgender and Advocates” (GLBT/A) online training in January 2009. This online learning module was designed to increase employee understanding of and help create an inclu-sive environment for the GLBT/A community.

Cardinal Health’s D&I team worked with experts in the company’s Learning Technologies department to create this innovative training. They started by hosting focus groups with the company’s GLBT/A Employee Resource Groups to share situations they had personally faced in the workplace, either at Cardinal Health or elsewhere. The team then devel-oped a series of simulated examples of these situations, along with several possible ways that training participants could respond if confronted with similar situations. To engage participants, the training was animated through the use of avatars. To set the appropriate tone, the training began with a videotaped message from the executive sponsor of Cardinal Health’s GLBT/A Employee Resource Group.

The training helps employees build confidence in deal-ing with situations which may be unfamiliar to them. It also coaches managers and employees on the use of inclusive language when dealing with GLBT/A employees, customers and shareholders. Employees who complete the course are better equipped to:

• State the business case for diversity and inclusion with respect to the GLBT/A community;

• Recognize that sexual orientation and gender identity/expression are dimensions of diversity;

• Understand the experiences the GLBT/A community may face in the workplace, as well as appropriate ways to respond.

Members of Cardinal Health’s GLBT/A Employee Resource Groups now also feel more confident in expressing themselves. This was demonstrated by the fact that, following the training, they hosted or indicated interest in host-ing several internal and external events that promoted GLBT/A awareness. Also, in addition to Cardinal Health’s two existing GLBT/A Employee Resource Groups (in Dublin, Ohio and San Diego), four new remote sites have either launched or made a request to launch local GLBT/A Employee Resource Groups. PDJ

PROFILES IN DIVERSITY JOURNAL 2009 INTERNATIONAL INNOVATION IN DIVERSITY AWARDS

Collaboration for Naturaliza

8, A UNIQUE partnershipurance Company’s Chine

1 Creating an InGLBT/A Onlin

PPORT ITS overall strategenvironment Cardinal H

2


School-to-Work Program with Big Brothers Big Sisters of Greater Miami

Impact Taking Bright Minds Further

In oCToBeR 2008, Burger King Corp. launched an unprecedented three-year school-to-work program in conjunction with Big Brothers Big sisters of Greater Miami. The graduation rate for Miami-Dade County high school students is 49 percent, which is one of the reasons this program was created.

Through the new “King-sized” school-to-work program, Burger King Corp. pledged to provide career planning men-tors to the students of Miami-Dade County to help improve the graduation rates of local high school students. older high school students who have been historically more difficult to match would be served.

The students were paired one-on-one with a Burger King Corp. employee in order to gain valuable skills, job training and exposure to the full array of possible BuRGeR KInG® career opportunities. once a month during the school year, the students meet with their mentor at Burger King Corp., working side-by-side with them and gaining insight into what the daily work environment and routine would be like. The students also meet once a month with their mentor outside of the office.

In the first year of the program, the focus is geared towards teaching the students an array of basic life skills. Then, in year two, the spotlight is on learning job-related skills by providing them with actual work experience at a BuRGeR KInG® restaurant. Finally, in the third year of the program, the students plan for continuing with their education. They also will receive scholarships to help defray college expenses.

Throughout the program, the students are exposed to the importance of education, receive help with the transition from school to work and create a clear vision for their future. In addition to career planning and restaurant-based work experience, students participate in fun team-building events and workshops.

The program has already resulted in more than 70 “big” and “little” matches in its first year, making Burger King Corp. the largest mentor provider of any organization to Big Brothers Big sisters of Greater Miami. Burger King Corp. employees have connected with the community and pro-vided more than 400 hours of mentoring for students, which is especially significant since Miami has the lowest rate of volunteerism among all major u.s. cities. PDJ

In fall 2007, PricewaterhouseCoopers LLP (pwC) launched a unique educational community initiative called Impact, which grew out of a simple idea…taking bright minds further. The program for academically talented Black/african-american high school juniors seeks to broaden their educational horizons and give them the information and tools to help them achieve admission into some of the premier colleges and universities in the country.

The Impact program enables pwC to make a meaningful impact that changes lives and opens doors for young people while supporting our diversity and inclusion objectives. It also provides rewarding volunteer opportunities to partners and professionals.

administered through a series of workshops over a 15-month period, the Impact curriculum was developed with expertise from an independent educational consul-tant retained by the firm. pwC volunteers mentor Impact scholars, attend the workshops, and help scholars navigate the college planning and application process.

since launching the inaugural class of 56 Impact scholars in the new York City and Washington Metro areas in January 2008, there have been immediate results, including:

• Nearly 90% graduation rate of the inaugural class of Impact scholars completing the program.

• One-on-one counseling meetings with 100% of the scholars, their parents/guardians and mentors to review academic performance, test scores, college lists, and provide guidance.

• Increased scope of PwC’s local relationships through targeted promotional outreach to approximately 155 high schools and community- and faith-based organizations in new York, Boston, philadelphia, and Washington, D.C.

• Doubled the number of markets served and Impact scholars and mentors to 300+.

• 72% of the seniors reporting in thus far have applied to an average of eight schools each, with the exception of a few who applied “early decision” to only one school.

The objective of the multi-year commitment is to roll out the Impact program in up to seven major markets and reach 1,000 promising high school juniors. In May, pwC’s inaugural class of Impact scholars from new York City and Washington, D.C., successfully graduated from the program with 100 percent of the graduating scholars achieving accep-tance into a diverse range of competitive colleges. PDJ


3 4


Diversity MBA Leadership Summit

Diversity Leadership Institute (DLI) —Front-Line Supervisors

To MeeT THeIR future business needs, WellPoint, Inc. established a multi-year commitment to strengthen their leadership bench and ensure a mirror of their diverse cus-tomer base by rebuilding and strengthening their leadership pipeline.

Wellpoint focused efforts on top tier diverse MBa tal-ent with 3-7 years of work experience and on differentiating themselves from their competitors by providing a custom-ized, high-touch candidate experience.

Candidates are identified for their Health Insurance professional program (HIpp), a three-year leadership devel-opment program with visibility to top leadership in the organization; a newly-formed, elite summer MBa internship program; or specialized placement assistance to full-time roles in the organization aligned with candidate skill sets and career expectations.

a partnership was established in 2007 with the Wellpoint Foundation to secure a three-year, patron-level spon-sor commitment to the Consortium for Graduate studies Management, a premier association for diverse MBa talent that provides over 300 student fellowships each year.

During Wellpoint’s initial three-year commitment it has sponsored orientation program (op) events, participated on speaker panels, hosted onsite Health Fairs, and partici-pated in their annual career expo. Immediately following The Consortium op a customized candidate relationship management program begins which focuses on one-on-one communication with each candidate.

each year since the inception of this strategic focus, Wellpoint’s efforts have continued to expand by creating new relationships with groups like the asian MBa and Reaching out MBa (LGBT); growing current relationships with nsHMBa, nBMBaa, The Consortium and BDpa; and by continuing to build on their past successes by offering challenging and rewarding opportunities for Wellpoint hires through this initiative.

As a result of this strategy in 2009, 80% of our HIPP program hires are racially diverse, early careerists that meet our best of the best talent criteria. In tandem with this effort, Wellpoint has re-organized its HIpp program to support the retention of high-performing emerging leaders by building out a longer-term development path and ongoing opportuni-ties for leadership roles within Wellpoint so that this talent is “ready now” when new leader roles emerge. PDJ

In 2008, Verizon developed a new Diversity Leadership Institute (DLI) experience aimed at front-line leaders, and designed specifically to address the issues and opportuni-ties they have in managing customer-facing operations. The DLI consists of a three-day symposium and pre- and post- symposium learning, and employs tools to enrich the partici-pant learning experience and increase participant/supervisor competency development. some include:• Verizon Competency Assessment: participants assess them-

selves against the Verizon Competency Model utilizing the Lominger LeaDeRsHIp aRCHITeCT®.

• Pope & Associates EDGE© (Embracing Diversity for Growth & Excellence) Diversity e-Learning Series: Takes participants and supervisors beyond the basics of diversity using mul-timedia technology to create an individualized and highly interactive learning environment.

• DLI Pair Discussions: participants and supervisors utilize DLI tools to strengthen their relationship and increase lead-ership effectiveness.

• Verizon DLI Leadership Case Study: participants develop a plan for solving a real Verizon business issue.

• DLI University: participants continue their leadership devel-opment through web-based and facilitated workshops.

The DLI is an innovative Talent Management tool. Its emphasis on diversity and development enhances the participant/supervisor relationship, thus driving employee engagement, diversity management competency, and leader-ship development.

one of Verizon’s Imperatives is “provide the Best Customer service”. With the inclusion of an experience designed specifically for front-line supervisors, the DLI is poised to have an even greater impact on business success than it has in the past.

In 2008, 200 high-potential front-line supervisors and their managers attended the DLI and gave it a 91.5% score for overall impact. Additionally, 98.5% agreed the DLI increased their leadership capability, diversity competency, and participant/supervisor relationship. While long-term impact of the DLI for front-line supervisors is not yet known, preliminary analyses indicate that graduates of the DLI are seven times more likely than the average employee to be promoted. PDJ


5 6


Diversity Management at ARAMARK Germany

Women’s Action Network Coaching

THe implementation of our diversity management strategy is based on a diversity commitment signed by all ARAMARK managers and followed by all 6,500 employees who, through their actions, expressly declare their support for diversity.

Goals:• Record diversity of our customers’ employees—based on

nationality, age, gender, etc.;• Optimize the service range aimed to satisfy these different

target groups;• Increase participation rate and number of guests;• Improve further development and use of ARAMARK’s

diversity and employee talent;

Implementation / Realization:Customers• Customer survey carried out by ARAMARK; • Analysis of results and development of measures in team

meetings with all employees;• Introduction of new service offerings after feedback;• Consolidation of all data on district and regional level to

develop a business plan based on diversity; Employees• Company intranet allows employees to share best

practices in diversity innovation;• Online questionnaire for all employees;• Database to share information about skills and expertise;• Interviews and personal development planning

with employees;• Deployment of talented employees in diverse projects;

Results: There was a high level of acceptance and appreciation

by our customers and their employees. For example, our client Michelin has many Turkish, blue-collar workers, who did not typically eat at the aRaMaRK restaurant. We determined that there was a lack of typical Turkish/Muslim dishes or Halal meat offerings. We took action by revising our existing products and introducing a new menu that included culturally desirable food. as a result, there was an approximate 15 percent increase in guest participation and turnover.

We were also able to highlight the diversity of our employees by publishing a diversity cookbook created by our apprentices (aged 16-25 years). This cookbook showcases the nearly 100 nationalities of our employees with country por-traits and authentic recipes. PDJ

In June 2008, the Cisco Women’s advisory Group and the executive Talent organization launched a pilot program for members of our Women’s action network (Wan), providing situational coaching and mentoring sessions by Cisco’s seasoned career coaches using Cisco’s Telepresence technology.

These sessions allow participants to tap into the greater-Cisco knowledge they need to succeed, with the added privacy and intimacy of a virtual meeting.

Cisco’s Telepresence systems use sophisticated technol-ogies to deliver a high-quality collaborative experience. By using the power of a global Ip network and unified communications, Cisco’s Telepresence enables collabora-tion as never before. The video and audio technology allows users to communicate as naturally as they would in person, with every expression, gesture, and nuance clearly vis-ible across town or across time zones. This serves to build trust and rapport quickly—essential elements in successful coaching.

During the pilot program that ran from June 2008 to november 2008, more than 150 Cisco women registered for a 45-minute coaching session. each session focused on one of five topics: Career Guidance, assertiveness, Conflict Resolution, Management Issue, or Resource Coaching.

Twenty professional internal coaches in locations globally were available and assigned to a session based on geography and the issue to be discussed. The coaches asked provocative questions and taught the skills necessary to help each employ-ee think about her issues and reach a productive solution. Coaches also directed employees to resources within Cisco to further aid the issue resolution.

Before a session, each participant was encouraged to share her goals, focus on development needs, and be ready to take action. In particular, employees were asked to be aware of education, experience, and exposure opportunities to further their professional development.

on completion of the Wan Coaching pilot, 90 percent of survey respondents indicated a positive outcome and 93 percent indicated they would recommend the session to others.

Through a business transformational approach, the pro-gram provided a different way of growing our high-potential employees, retaining top talent, and developing greater collaboration, while solving the issues that our emerging leaders are facing today. PDJ


7 8




THE implementation of our diversity management strategy is based on a diversity commitment signed by all ARAMARK managers and followed by all 6,500 employees who, through their actions, expressly declare their support for diversity.




diversity and employee talent.



develop a business plan based on diversity. Employees• Company intranet allows employees to share best


with employees;• Deployment of talented employees in diverse projects.


by our customers and their employees. For example, our client Michelin has many Turkish, blue-collar workers, who did not typically eat at the ARAMARK restaurant. We determined that there was a lack of typical Turkish/Muslim dishes or Halal meat offerings. We took action by revising our existing products and introducing a new menu that included culturally desirable food. As a result, there was an approximate 15 percent increase in guest participation and turnover.


IN JUNE 2008, the Cisco Women’s Advisory Group and the Executive Talent Organization launched a pilot program for members of our Women’s Action Network (WAN), providing situational coaching and mentoring sessions by Cisco’s seasoned career coaches using Cisco’s TelePresence technology.


Cisco’s TelePresence systems use sophisticated technol-ogies to deliver a high-quality collaborative experience. By using the power of a global IP network and unified communications, Cisco’s TelePresence enables collabora-tion as never before. The video and audio technology allows users to communicate as naturally as they would in person, with every expression, gesture, and nuance clearly vis-ible across town or across time zones. This serves to build trust and rapport quickly—essential elements in successful coaching.

During the pilot program that ran from June 2008 to November 2008, more than 150 Cisco women registered for a 45-minute coaching session. Each session focused on one of five topics: Career Guidance, Assertiveness, Conflict Resolution, Management Issue, or Resource Coaching.



On completion of the WAN Coaching pilot, 90 percent of survey respondents indicated a positive outcome and 93 percent indicated they would recommend the session to others.



Diversity Manat ARAMARK G

mplementation of our diver

7 Women’s ActiNetwork Coac

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The Cultural Inclusion Series Inclusion Starts with “I”

OUT OF A TRADITION of caring for all people, the diver-sity journey at HCA Inc. is a process of ongoing education and change.

To increase that understanding, the Corporate office “Cultural Inclusion Series—Weaving Art, Understanding, and Great Performances Together”—was developed to provide a forum for innovative and engaging interactions that include educational, cultural, and artistic presentations.

The goal is to provide a unique training and learning experience where:

• Employees are provided an opportunity to participate in an informal diversity education experience designed to promote discussion of unique multicultural perspectives;

• Employees are able to articulate the value diversity and inclusion bring towards the achievement of our business goals and objectives;

• Personal development and growth is experienced through the offerings of our diverse community partners.

Launched in January 2007, the program has experi-enced tremendous growth, including standing room only in our corporate auditorium for most programs. Our pro-grams have ranged from performances to language courses. When Spanish language instruction was offered, over 500 employees participated!

The Cultural Inclusion Series has also improved work relationships. Employees have shared with us that this type of content has helped to facilitate dialogue around difficult to discuss or challenging topics. This happened because the performances and opportunities opened the door to rich discussions—employees leave the programs and want to discuss their learning experience. These discussions, fostered by the Inclusion Series, drive our business objectives and make the program both a worthwhile personal experi-ence as well as a training tool. By exposing our employees to discussions centered around racial and cultural differences, we are also equipping them to handle sensitive issues with greater understanding.

In this program we emphasize the rich diversity that our country (ultimately our employees and patients) bring to the table. Yes, Inclusion is our goal—but Diversity is what gets us there.

The Cultural Inclusion Series is a celebration of the strengths, histories, and stories of the people who make our country and our company strong. PDJ

RECOGNIZING THAT 2009 would be a critical time to seek opportunities to accelerate momentum in their Diversity & Inclusion efforts, Royal Dutch Shell’s Global D&I Practice, DI Network and Executive Leadership sponsored a focused effort to drive inclusion on a global scale.

Using their “D&I House Frame” as a template for developing plans across all business and functions glob-ally, Shell developed an Inclusion Framework in four areas: Leadership & Behaviors; Tools; Communication; and Measures.

Within each of these areas, a set of activities and items has been compiled and made available through the Global D&I Web site for implementation. During 2009, D&I practitioners will have to select at least one activity from each of the four areas for implementation.

Leadership & Behaviors—A set of guidelines have been introduced to identify and promote inclusive behaviors that can be adopted by managers and teams during virtual meet-ings, as well as in the larger context of the organization.

Tools—A selected suite of tools for D&I practitioners, managers, and individuals have been introduced. These include:

• Assessment tools to support leaders and teams in self-diagnostics.

• Development tools and other resources to support managers and individuals in demonstrating inclusive behaviors.

• Intervention tools that build on the Assessment and Development tools and Leadership & Behaviors guidelines to support facilitated dialogue.

Communications channels are being used to raise awareness in the company of the shift from Diversity to Diversity and Inclusion.

Measures are an important enabler in driving behavior change, as Shell’s culture is one in which “what gets measured gets done.”

Implementation of Shell’s inclusion project on a global basis with the breadth and depth of these tools and resources had not been undertaken before. This is truly a global imple-mentation and not a U.S. export. Best practices from around the world were gathered, fine tuned, and new products were developed to support the inclusion journey. PDJ


The Cultural I

OF A TRADITION of carirney at HCA Inc is a pr

9 Inclusion Sta

ECOGNIZING THAT 2009 wpportunities to accelerate mom

10



ouT oF a TRaDITIon of caring for all people, the diver-sity journey at HCA Inc. is a process of ongoing education and change.

To increase that understanding, the Corporate office “Cultural Inclusion series—Weaving Art, Understanding, and Great Performances Together”—was developed to provide a forum for innovative and engaging interactions that include educational, cultural, and artistic presentations.





Launched in January 2007, the program has experi-enced tremendous growth, including standing room only in our corporate auditorium for most programs. our pro-grams have ranged from performances to language courses. When spanish language instruction was offered, over 500 employees participated!

The Cultural Inclusion series has also improved work relationships. employees have shared with us that this type of content has helped to facilitate dialogue around difficult to discuss or challenging topics. This happened because the performances and opportunities opened the door to rich discussions—employees leave the programs and want to discuss their learning experience. These discussions, fostered by the Inclusion series, drive our business objectives and make the program both a worthwhile personal experi-ence as well as a training tool. By exposing our employees to discussions centered around racial and cultural differences, we are also equipping them to handle sensitive issues with greater understanding.


The Cultural Inclusion series is a celebration of the strengths, histories, and stories of the people who make our country and our company strong. PDJ

ReCoGnIzInG THaT 2009 would be a critical time to seek opportunities to accelerate momentum in their Diversity & Inclusion efforts, Royal Dutch Shell’s Global D&I practice, DI network and executive Leadership sponsored a focused effort to drive inclusion on a global scale.

using their “D&I House Frame” as a template for developing plans across all business and functions glob-ally, shell developed an Inclusion Framework in four areas: Leadership & Behaviors; Tools; Communication; and Measures.


Leadership & Behaviors—a set of guidelines have been introduced to identify and promote inclusive behaviors that can be adopted by managers and teams during virtual meet-ings as well as in the larger context of the organization.

Tools—a selected suite of tools for D&I practitioners, managers, and individuals have been introduced. These include:





Measures are an important enabler in driving behavior change, as shell’s culture is one in which “what gets measured gets done.”

Implementation of shell’s inclusion project on a global basis with the breadth and depth of these tools and resources had not been undertaken before. This is truly a global imple-mentation and not a u.s. export. Best practices from around the world were gathered, fine tuned, and new products were developed to support the inclusion journey. PDJ


9 10




THE implementation of our diversity management strategy is based on a diversity commitment signed by all ARAMARK managers and followed by all 6,500 employees who, through their actions, expressly declare their support for diversity.




diversity and employee talent.



develop a business plan based on diversity. Employees• Company intranet allows employees to share best


with employees;• Deployment of talented employees in diverse projects.


by our customers and their employees. For example, our client Michelin has many Turkish, blue-collar workers, who did not typically eat at the ARAMARK restaurant. We determined that there was a lack of typical Turkish/Muslim dishes or Halal meat offerings. We took action by revising our existing products and introducing a new menu that included culturally desirable food. As a result, there was an approximate 15 percent increase in guest participation and turnover.


IN JUNE 2008, the Cisco Women’s Advisory Group and the Executive Talent Organization launched a pilot program for members of our Women’s Action Network (WAN), providing situational coaching and mentoring sessions by Cisco’s seasoned career coaches using Cisco’s TelePresence technology.


Cisco’s TelePresence systems use sophisticated technol-ogies to deliver a high-quality collaborative experience. By using the power of a global IP network and unified communications, Cisco’s TelePresence enables collabora-tion as never before. The video and audio technology allows users to communicate as naturally as they would in person, with every expression, gesture, and nuance clearly vis-ible across town or across time zones. This serves to build trust and rapport quickly—essential elements in successful coaching.

During the pilot program that ran from June 2008 to November 2008, more than 150 Cisco women registered for a 45-minute coaching session. Each session focused on one of five topics: Career Guidance, Assertiveness, Conflict Resolution, Management Issue, or Resource Coaching.



On completion of the WAN Coaching pilot, 90 percent of survey respondents indicated a positive outcome and 93 percent indicated they would recommend the session to others.



Diversity Manat ARAMARK G

mplementation of our diver

7 Women’s ActiNetwork Coac

NE 2008, the Cisco Womi T l O i i

8



OUT OF A TRADITION of caring for all people, the diver-sity journey at HCA Inc. is a process of ongoing education and change.

To increase that understanding, the Corporate office “Cultural Inclusion Series—Weaving Art, Understanding, and Great Performances Together”—was developed to provide a forum for innovative and engaging interactions that include educational, cultural, and artistic presentations.





Launched in January 2007, the program has experi-enced tremendous growth, including standing room only in our corporate auditorium for most programs. Our pro-grams have ranged from performances to language courses. When Spanish language instruction was offered, over 500 employees participated!

The Cultural Inclusion Series has also improved work relationships. Employees have shared with us that this type of content has helped to facilitate dialogue around difficult to discuss or challenging topics. This happened because the performances and opportunities opened the door to rich discussions—employees leave the programs and want to discuss their learning experience. These discussions, fostered by the Inclusion Series, drive our business objectives and make the program both a worthwhile personal experi-ence as well as a training tool. By exposing our employees to discussions centered around racial and cultural differences, we are also equipping them to handle sensitive issues with greater understanding.


The Cultural Inclusion Series is a celebration of the strengths, histories, and stories of the people who make our country and our company strong. PDJ

RECOGNIZING THAT 2009 would be a critical time to seek opportunities to accelerate momentum in their Diversity & Inclusion efforts, Royal Dutch Shell’s Global D&I Practice, DI Network and Executive Leadership sponsored a focused effort to drive inclusion on a global scale.

Using their “D&I House Frame” as a template for developing plans across all business and functions glob-ally, Shell developed an Inclusion Framework in four areas: Leadership & Behaviors; Tools; Communication; and Measures.


Leadership & Behaviors—A set of guidelines have been introduced to identify and promote inclusive behaviors that can be adopted by managers and teams during virtual meet-ings, as well as in the larger context of the organization.

Tools—A selected suite of tools for D&I practitioners, managers, and individuals have been introduced. These include:





Measures are an important enabler in driving behavior change, as Shell’s culture is one in which “what gets measured gets done.”

Implementation of Shell’s inclusion project on a global basis with the breadth and depth of these tools and resources had not been undertaken before. This is truly a global imple-mentation and not a U.S. export. Best practices from around the world were gathered, fine tuned, and new products were developed to support the inclusion journey. PDJ


The Cultural I

OF A TRADITION of carirney at HCA Inc is a pr

9 Inclusion Sta

ECOGNIZING THAT 2009 wpportunities to accelerate mom

10


The award loudly recognizes and demon-strates the value American Airlines places

on diversity excellence. It highlights Mr. Graves’ con-tribution to the diversity of thought and encourages employees to continue the legacy of diversity leadership. It also acknowledges the value of displaying diversity and inclusion leadership within our company and the community.

Beginning this year, the award will annually recognize an employee(s) at any level, within any workgroup, who embodies the essence and impact of Diversity Leadership. It will communicate to all employees that the company values diversity and inclusion and wants to honor those that achieve this professionally and personally.

Communication has gone to all employees through our internal web portal, quarterly company publications, mass emails and our Leaders Call generating awareness and encouraging employees to nominate through a peer nomination/application form. We have a large number of nominations and the interest in the award has generated

thousands of “hits” on our internal Diversity site, a testa-ment to how the award has elevated visibility within the diversity space.

The person selected is a reflection of our former Chairman of the Board of Directors Diversity Committee, Mr. earl G. Graves, who exhibited a strong commitment to leadership, commitment to diversity, vision, legacy of work, conscience, and purpose. This award is a very visible recognition presented to an individual who has achieved notable and measurable business contributions through innovations which link to diversity and corporate citizenship initiatives.

The top employees will be recognized and the recipi-ent will receive an engraved crystal award mirroring the inaugural 2008 award given to Mr. Graves. It will be presented by our president & Ceo during a celebratory ceremony and the winner will also receive an aircraft Dedication plaque placed on an aa aircraft, along with recognition on the company internal Web site and quarterly publications. PDJ

Earl G. Graves Award for Leadership


Award of Excellence

AwArds of ExcELLEncE presented in alphabetical order

American Airlines • AxA Equitable Life Insurance company

• Ecolab • Georgia Power • Harrah’s • ITT corporation

• KPMG • national Grid • northrop Grumman corporation

• Pitney Bowes canada • sodexo •







The person selected is a reflection of our former Chairman of the Board of Directors Diversity Committee, Mr. Earl G. Graves, who exhibited a strong commitment to leadership, commitment to diversity, vision, legacy of work, conscience, and purpose. This award is a very visible recognition presented to an individual who has achieved notable and measurable business contributions through innovations which link to diversity and corporate citizenship initiatives.

The top employees will be recognized and the recipi-ent will receive an engraved crystal award mirroring the inaugural 2008 award given to Mr. Graves. It will be presented by our President & CEO during a celebratory ceremony and the winner will also receive an Aircraft Dedication plaque placed on an AA aircraft, along with recognition on the company internal Web site and quarterly publications. PDJ



Thstra

Award of Excellence

AWARDS OF EXCELLENCE presented in alphabetical order


Ecolab • Georgia Power • Harrah’s Entertainment • ITT Corporation

• KPMG LLP • National Grid • Northrop Grumman Corporation •

Pitney Bowes Canada • Sodexo



During 2008, Ecolab’s Chairman of the Board, President and CEO Doug Baker

established the Culture & Inclusion function to bring new perspectives, initiatives and programs forward to accelerate progress toward a more diverse, inclusive, and productive culture. Realizing there would be a wide range of opinions on the urgency of this work, Ecolab selected a powerful method of bringing together senior leaders with associ-ates within the organization called Learning and Change Partners (LCPs).

Showing strong commitment from the top, Baker and his executive team spent three days offsite in an inclusion education and strategy session. They reviewed discovery data, including feedback from more than 4,000 associates on the current state of our culture.

LCPs are Ecolab associates chosen for their strong performance and willingness to “tell it like it is.” They are diverse in age, race, gender, tenure, level, function, and location. The LCPs were educated on inclusion prin-ciples and reviewed the discovery data, then were encour-aged to speak honestly with the executives, sharing personal stories. Likewise, the executives were coached on how to listen effectively, without being defensive or offering explanations or solutions. In the end, the LCPs validated the interview and survey results, providing candid feedback to executive questions.

Tough issues were discussed from a broad organization-al perspective. Throughout the day, LCPs presented infor-mally, worked in teams, and helped executives understand what matters most to drive engagement.

The outcome of the executive session was a culture vision statement and journey document that describes the parts of Ecolab’s current culture that are important to keep, and those they need to change to strengthen the organiza-tion and achieve high operational performance.

In total, Ecolab has held four similar sessions, including two with our largest businesses—Institutional and Food & Beverage—and one with global Finance. Although each session focuses on different aspects of the culture based on specific organizational needs, they have a common out-come—alignment to the Culture Vision and Journey and creating urgency around the need for change. PDJ

Engaging Leaders on Inclusion and Diversity—Quickly

DuBoa

Award of ExcellenceAXA Equitable is always looking for new

ways to keep their employees engaged and to help them grow. There are areas of professional develop-ment that, regardless of job grade or title, can be beneficial to individuals at any and every stage of their careers.

Recognizing this, AXA Equitable’s Office of Diversity and Inclusion teamed with the company’s HR Learning and Development Group and Diversity Council to create Power Hours for Inclusive Engagement and Development. The Power Hours’ purpose was to increase the level of engagement and development of employees across the organization, while also sharing best practices with employees at all levels. Power Hours were developed around 15 topics including: Career Advancement, Building Your Brand, Courageous Conversations, Office Etiquette, Networking, Presentation Skills, Reaching Your Full Potential and Think Like an Owner: Approaching Your Job Like a CEO.

Management fully supported Power Hours, and the collaboration across all business areas was critical to its success. A variety of integrated internal communications were used to drive awareness and participation in Power Hours. Power Hours have proved beneficial with:

• Increased employee satisfaction and engagement;• Giving managers another avenue to provide employ-

ees with additional development opportunities;• Providing a means for employees to engage in

development activities with an immediate impact; and

• Providing networking opportunities for individuals throughout the company.

Nearly 900 employees participated in the Power Hours in 2008. As a result:

• 91% said they took some type of action with their existing development plan,

• 79% said they identified a leadership quality that they wanted to develop,

• 67% said their comfort level for conversations with their manager improved,

• 66% said they created a development goal, and • 53% said it improved their mentoring relationship.

PDJ

Power Hours for Inclusive Engagement / Development

AXway

Award of Excellence



During 2008, Ecolab’s Chairman of the Board, president and Ceo Doug Baker

established the Culture & Inclusion function to bring new perspectives, initiatives and programs forward to accelerate progress toward a more diverse, inclusive, and productive culture. Realizing there would be a wide range of opinions on the urgency of this work, ecolab selected a powerful method of bringing together senior leaders with associ-ates within the organization called Learning and Change partners (LCps).

showing strong commitment from the top, Baker and his executive team spent three days offsite in an inclusion education and strategy session. They reviewed discovery data, including feedback from more than 4,000 associates on the current state of our culture.

LCps are ecolab associates chosen for their strong performance and willingness to “tell it like it is.” They are diverse in age, race, gender, tenure, level, function, and location. The LCps were educated on inclusion prin-ciples and reviewed the discovery data, then were encour-aged to speak honestly with the executives, sharing personal stories. Likewise, the executives were coached on how to listen effectively, without being defensive or offering explanations or solutions. In the end, the LCps validated the interview and survey results, providing candid feedback to executive questions.

Tough issues were discussed from a broad organization-al perspective. Throughout the day, LCps presented infor-mally, worked in teams, and helped executives understand what matters most to drive engagement.

The outcome of the executive session was a culture vision statement and journey document that describes the parts of ecolab’s current culture that are important to keep, and those they need to change to strengthen the organiza-tion and achieve high operational performance.

In total, ecolab has held four similar sessions, including two with our largest businesses—Institutional and Food & Beverage—and one with global Finance. although each session focuses on different aspects of the culture based on specific organizational needs, they have a common out-come—alignment to the Culture Vision and Journey and creating urgency around the need for change. PDJ

Engaging Leaders on Inclusion and diversity—Quickly



Recognizing this, aXa equitable’s office of Diversity and Inclusion teamed with the company’s HR Learning and Development Group and Diversity Council to create Power Hours for Inclusive Engagement and Development. The power Hours’ purpose was to increase the level of engagement and development of employees across the organization, while also sharing best practices with employees at all levels. power Hours were developed around 15 topics including: Career advancement, Building Your Brand, Courageous Conversations, office etiquette, networking, presentation skills, Reaching Your Full potential and Think Like an owner: approaching Your Job Like a Ceo.

Management fully supported power Hours, and the collaboration across all business areas was critical to its success. a variety of integrated internal communications were used to drive awareness and participation in power Hours. power Hours have proved beneficial with:





nearly 900 employees participated in the power Hours in 2008. as a result:




• 66% said they created a development goal, and • 53% said it improved their mentoring relationship. PDJ

Power Hours for Inclusive Engagement / development

Award of Excellence







The person selected is a reflection of our former Chairman of the Board of Directors Diversity Committee, Mr. Earl G. Graves, who exhibited a strong commitment to leadership, commitment to diversity, vision, legacy of work, conscience, and purpose. This award is a very visible recognition presented to an individual who has achieved notable and measurable business contributions through innovations which link to diversity and corporate citizenship initiatives.

The top employees will be recognized and the recipi-ent will receive an engraved crystal award mirroring the inaugural 2008 award given to Mr. Graves. It will be presented by our President & CEO during a celebratory ceremony and the winner will also receive an Aircraft Dedication plaque placed on an AA aircraft, along with recognition on the company internal Web site and quarterly publications. PDJ



Thstra

Award of Excellence

AWARDS OF EXCELLENCE presented in alphabetical order


Ecolab • Georgia Power • Harrah’s Entertainment • ITT Corporation

• KPMG LLP • National Grid • Northrop Grumman Corporation •

Pitney Bowes Canada • Sodexo



During 2008, Ecolab’s Chairman of the Board, President and CEO Doug Baker

established the Culture & Inclusion function to bring new perspectives, initiatives and programs forward to accelerate progress toward a more diverse, inclusive, and productive culture. Realizing there would be a wide range of opinions on the urgency of this work, Ecolab selected a powerful method of bringing together senior leaders with associ-ates within the organization called Learning and Change Partners (LCPs).

Showing strong commitment from the top, Baker and his executive team spent three days offsite in an inclusion education and strategy session. They reviewed discovery data, including feedback from more than 4,000 associates on the current state of our culture.

LCPs are Ecolab associates chosen for their strong performance and willingness to “tell it like it is.” They are diverse in age, race, gender, tenure, level, function, and location. The LCPs were educated on inclusion prin-ciples and reviewed the discovery data, then were encour-aged to speak honestly with the executives, sharing personal stories. Likewise, the executives were coached on how to listen effectively, without being defensive or offering explanations or solutions. In the end, the LCPs validated the interview and survey results, providing candid feedback to executive questions.

Tough issues were discussed from a broad organization-al perspective. Throughout the day, LCPs presented infor-mally, worked in teams, and helped executives understand what matters most to drive engagement.

The outcome of the executive session was a culture vision statement and journey document that describes the parts of Ecolab’s current culture that are important to keep, and those they need to change to strengthen the organiza-tion and achieve high operational performance.

In total, Ecolab has held four similar sessions, including two with our largest businesses—Institutional and Food & Beverage—and one with global Finance. Although each session focuses on different aspects of the culture based on specific organizational needs, they have a common out-come—alignment to the Culture Vision and Journey and creating urgency around the need for change. PDJ

Engaging Leaders on Inclusion and Diversity—Quickly

DuBoa



Recognizing this, AXA Equitable’s Office of Diversity and Inclusion teamed with the company’s HR Learning and Development Group and Diversity Council to create Power Hours for Inclusive Engagement and Development. The Power Hours’ purpose was to increase the level of engagement and development of employees across the organization, while also sharing best practices with employees at all levels. Power Hours were developed around 15 topics including: Career Advancement, Building Your Brand, Courageous Conversations, Office Etiquette, Networking, Presentation Skills, Reaching Your Full Potential and Think Like an Owner: Approaching Your Job Like a CEO.

Management fully supported Power Hours, and the collaboration across all business areas was critical to its success. A variety of integrated internal communications were used to drive awareness and participation in Power Hours. Power Hours have proved beneficial with:





Nearly 900 employees participated in the Power Hours in 2008. As a result:




• 66% said they created a development goal, and • 53% said it improved their mentoring relationship.

PDJ

Power Hours for Inclusive Engagement / Development

AXway

Award of Excellence


The D&I Inclusion to Innovation Training seeks to open up participants’

minds to differences or similarities they may not have known existed. The D&I Inclusion to Innovation Training establishes a sustainable foundation for cultural change and elevates the visibility and aware-ness of Harrah’s D&I program. By engaging leaders from front-line management to front-line employees, it is made clear that D&I is an important concept in the organization.

The training clarifies the cognitive diversity that exists in our daily environments and helps people to think innovatively to resolve these issues. The Hermann Brain Dominance Instrument™ (HBDI) is one example of how the training enlightens people about the differ-ent inherent thinking styles and how individuals can better relate to their coworkers to improve business relationships and drive measurable business outcomes.

The benefits and positive changes from the D&I Inclusion to Innovation Training have opened the minds of people within the organization to the poten-tial for diversity to be used as a business tool. Diversity is no longer seen only in the context of something that must be done to ensure equal treatment, but rather as a business imperative that Harrah’s must embrace to satisfy its customer base and continue to think innova-tively and maintain an edge over competitors.

The feedback on the training from the 2,300-plus key leaders who have participated so far has been a 97 percent rating of either “excellent” or “very good.” The testimonials compiled by facilitators after the session make very clear the effect that the sessions have on participants. Many state that it is the best train-ing they have ever experienced and that their eyes are truly opened to the potential for cognitive diversity to positively influence business. PDJ


d&I Inclusion to Innovation Training

The goal is for every employee to feel valued, respected, and productive, and

the outcome is predicated on the quality of the rela-tionship between a manager and employee. To achieve this goal, Georgia Power is focused on improving management skills in six areas: performance feedback, job selection, representation, retention, communication, and retaliation awareness.

president and Ceo Mike Garrett asked two executive officers to increase trust in the job selection process and in managers making hiring decisions. They chartered a 23-employee Job selection Task Force (JsTF) to identify issues and make recommendations.

The JsTF closely reviewed the company’s well-defined selection process and eventually recommended 15 spe-cific best practices and behaviors to build trust. These actions, addressed in mandatory workshops for managers, included:

• Precise identification of skill sets required for the position.

• Better coordination between the hiring manager and candidate’s immediate supervisor regarding developmental feedback.

• Clarity on where race, gender, and ethnic representation fit into the company’s seven-step job selection process.

In addition, a high-level project manager was assigned to implement recommendations, which required a collab-orative process between executive management, human resources, diversity organization, corporate communica-tion, and outside consultants.

since January 2009, the team has conducted 42 work-shops and trained 82 percent (862) of managers eligible for training. For any broad-based culture change initia-tive, the ultimate proof of sustainability takes many years to achieve. However, current internal and external survey results show progress:

• Workplace concerns about job selections declined noticeably.

• 85% of employees believe their immediate supervisor cares about them.

• The item, “Promotions go to those who best deserve them,” increased by 11 points. PDJ

Building Trust through Better Job selection

Award of Excellence

Award of Excellence



minds to differences or similarities they may not have known existed. The D&I Inclusion to Innovation Training establishes a sustainable foundation for cultural change and elevates the visibility and aware-ness of Harrah’s D&I program. By engaging leaders, from front-line management to front-line employees, it is made clear that D&I is an important concept in the organization.





D&I Inclusion to Innovation Training



President and CEO Mike Garrett asked two executive officers to increase trust in the job selection process and in managers making hiring decisions. They chartered a 23-employee Job Selection Task Force (JSTF) to identify issues and make recommendations.

The JSTF closely reviewed the company’s well-defined selection process and eventually recommended 15 spe-cific best practices and behaviors to build trust. These actions, addressed in mandatory workshops for managers, included:





Since January 2009, the team has conducted 42 work-shops and trained 82 percent (862) of managers eligible for training. For any broad-based culture change initia-tive, the ultimate proof of sustainability takes many years to achieve. However, current internal and external survey results show progress:




Building Trust through Better Job Selection

ThTra

InAward of ExcellenceTh

val

thAward of

Excellence



ITT Motion Technologies, based in Barge, Italy, makes brake pads and

friction materials for the world’s largest manufacturers of cars, trucks and light commercial vehicles. In 2007, ITT Motion Technologies identified the need to expand its production capability to meet the growing demand of its customers, and decided to open a new plant in Ostrava in the Czech Republic.

The HR team worked in collaboration with the man-agement team to implement a program targeted to achieve three objectives:

• Effective transition of skills and process knowledge, • Timely on-boarding of new hires to meet

production,• Retention of talent during and after the start-up.

The program consisted of four strategic action areas:1. Orientation for new employees, 2. Theoretical operations training, 3. On-the-job training program—Barge, Italy4. Employee integration program, including cross-

cultural training and language classes for both Italian and Czech employees.

In total, the Italian plants hosted a total of 70 Czech Republic colleagues in training. The Czech employees spent from one to nine months in Italy. The employees’ training plan included 128 hours of theory, and depend-ing on an individual’s role, from 140 to 500 hours of on-the-job instruction.

As a result, Motion Technologies was able to open its facility in early January 2009, providing an oppor-tunity for this business segment to expand and capture new customers while fostering process improvement and lowering operational costs.

As of today, employees hired at the beginning of the project are still with the company with one exception. This is an exceptional retention rate, as the unemploy-ment rate in October 2007 was the lowest in 9 years, as a result of more new job opportunities and a stable labor market. For full story please go to www.itt.com PDJ

Motion Technologies’ Ostrava ProjectITTBar

OsAward of

Excellence Launched in early 2008, KPMG’s Family for Literacy program was developed to help

fight childhood illiteracy. This program puts new books directly into the hands of children from low-income families, with the hope of making a long-lasting difference in the educational, career, and life opportunities of these children by equipping them with the tools they need to both learn how to read and develop a love of reading.

What distinguishes KPMG’s Family for Literacy from most other innovations is that the program was developed not only for KPMG’s partners and employees, but also for their spouses, significant others, and children, as well as KPMG’s interns, alumni, and retirees across the country. This enables the firm to draw on the depth of talent and commitment that exists within the extended KPMG fam-ily to create an entire army of volunteers committed to eradicating illiteracy.

KPMG’s Family for Literacy was piloted in seven U.S. cities and introduced by co-founders Susan Flynn and Beth Veihmeyer (the spouses of KPMG’s Chairman, and CEO and Deputy Chairman, respectively). To help ensure its success, KPMG teamed with First Book, a non-profit organization that has delivered more than 65 mil-lion new books to youngsters over the past 17 years.

The program has been structured so that everyone can get involved, regardless of an individual’s level of interest. Employees and partners, aunts and uncles, grandparents and friends can fund books with a simple click of the mouse through online donations to KPMG’s Family for Literacy Marketplace.

As a result of all these efforts, KPMG has donated more than $500,000 through Family for Literacy to date. As importantly, those who have become involved with Family for Literacy have generated more than 11,000 volunteer hours and distributed more than 350,000 new books in its first year. In 2009, an additional 500,000 books are scheduled for distribution, and the program is launching in nearly a dozen more cities. PDJ

KPMG’s Family for Literacy

Laufor

Award of Excellence




friction materials for the world’s largest manufacturers of cars, trucks and light commercial vehicles. In 2007, ITT Motion Technologies identified the need to expand its production capability to meet the growing demand of its customers, and decided to open a new plant in ostrava in the Czech Republic.




The program consisted of four strategic action areas:1. orientation for new employees, 2. Theoretical operations training, 3. on-the-Job training program—Barge, Italy4. employee integration program, including cross-



as a result, Motion Technologies was able to open its facility in early January 2009, providing an oppor-tunity for this business segment to expand and capture new customers while fostering process improvement and lowering operational costs.

as of today, employees hired at the beginning of the project are still with the company with one exception. This is an exceptional retention rate as the unemploy-ment rate in october 2007 was the lowest in 9 years, as a result of more new job opportunities and a stable labor market. For full story please go to www.itt.com PDJ

Motion Technologies ostrava Project

Award of Excellence Launched in early 2008, KPMG’s Family

for Literacy program was developed to help fight childhood illiteracy. This program puts new books directly into the hands of children from low-income families, with the hope of making a long-lasting difference in the educational, career, and life opportunities of these children by equipping them with the tools they need to both learn how to read and develop a love of reading.

What distinguishes KpMG’s Family for Literacy from most other innovations is that the program was developed not only for KpMG’s partners and employees, but also for their spouses, significant others, and children, as well as KpMG’s interns, alumni, and retirees across the country. This enables the firm to draw on the depth of talent and commitment that exists within the extended KpMG fam-ily to create an entire army of volunteers committed to eradicating illiteracy.

KpMG’s Family for Literacy was piloted in seven u.s. cities and introduced by co-founders susan Flynn and Beth Veihmeyer (the spouses of KpMG’s Chairman, and Ceo and Deputy Chairman, respectively). To help ensure its success, KpMG teamed with First Book, a non-profit organization that has delivered more than 65 mil-lion new books to youngsters over the past 17 years.

The program has been structured so that everyone can get involved, regardless of an individual’s level of interest. employees and partners, aunts and uncles, grandparents and friends can fund books with a simple click of the mouse through online donations to KpMG’s Family for Literacy Marketplace.

as a result of all these efforts, KpMG has donated more than $500,000 through Family for Literacy to date. as importantly, those who have become involved with Family for Literacy have generated more than 11,000 volunteer hours and distributed more than 350,000 new books in its first year. In 2009, an additional 500,000 books are scheduled for distribution, and the program is launching in nearly a dozen more cities. PDJ

KPMG’s family for Literacy

Award of Excellence



minds to differences or similarities they may not have known existed. The D&I Inclusion to Innovation Training establishes a sustainable foundation for cultural change and elevates the visibility and aware-ness of Harrah’s D&I program. By engaging leaders, from front-line management to front-line employees, it is made clear that D&I is an important concept in the organization.





D&I Inclusion to Innovation Training



President and CEO Mike Garrett asked two executive officers to increase trust in the job selection process and in managers making hiring decisions. They chartered a 23-employee Job Selection Task Force (JSTF) to identify issues and make recommendations.

The JSTF closely reviewed the company’s well-defined selection process and eventually recommended 15 spe-cific best practices and behaviors to build trust. These actions, addressed in mandatory workshops for managers, included:





Since January 2009, the team has conducted 42 work-shops and trained 82 percent (862) of managers eligible for training. For any broad-based culture change initia-tive, the ultimate proof of sustainability takes many years to achieve. However, current internal and external survey results show progress:




Building Trust through Better Job Selection

ThTra

InAward of ExcellenceTh

val

thAward of

Excellence




friction materials for the world’s largest manufacturers of cars, trucks and light commercial vehicles. In 2007, ITT Motion Technologies identified the need to expand its production capability to meet the growing demand of its customers, and decided to open a new plant in Ostrava in the Czech Republic.




The program consisted of four strategic action areas:1. Orientation for new employees, 2. Theoretical operations training, 3. On-the-job training program—Barge, Italy4. Employee integration program, including cross-



As a result, Motion Technologies was able to open its facility in early January 2009, providing an oppor-tunity for this business segment to expand and capture new customers while fostering process improvement and lowering operational costs.

As of today, employees hired at the beginning of the project are still with the company with one exception. This is an exceptional retention rate, as the unemploy-ment rate in October 2007 was the lowest in 9 years, as a result of more new job opportunities and a stable labor market. For full story please go to www.itt.com PDJ

Motion Technologies’ Ostrava ProjectITTBar

OsAward of

Excellence Launched in early 2008, KPMG’s Family for Literacy program was developed to help

fight childhood illiteracy. This program puts new books directly into the hands of children from low-income families, with the hope of making a long-lasting difference in the educational, career, and life opportunities of these children by equipping them with the tools they need to both learn how to read and develop a love of reading.

What distinguishes KPMG’s Family for Literacy from most other innovations is that the program was developed not only for KPMG’s partners and employees, but also for their spouses, significant others, and children, as well as KPMG’s interns, alumni, and retirees across the country. This enables the firm to draw on the depth of talent and commitment that exists within the extended KPMG fam-ily to create an entire army of volunteers committed to eradicating illiteracy.

KPMG’s Family for Literacy was piloted in seven U.S. cities and introduced by co-founders Susan Flynn and Beth Veihmeyer (the spouses of KPMG’s Chairman, and CEO and Deputy Chairman, respectively). To help ensure its success, KPMG teamed with First Book, a non-profit organization that has delivered more than 65 mil-lion new books to youngsters over the past 17 years.

The program has been structured so that everyone can get involved, regardless of an individual’s level of interest. Employees and partners, aunts and uncles, grandparents and friends can fund books with a simple click of the mouse through online donations to KPMG’s Family for Literacy Marketplace.

As a result of all these efforts, KPMG has donated more than $500,000 through Family for Literacy to date. As importantly, those who have become involved with Family for Literacy have generated more than 11,000 volunteer hours and distributed more than 350,000 new books in its first year. In 2009, an additional 500,000 books are scheduled for distribution, and the program is launching in nearly a dozen more cities. PDJ

KPMG’s Family for Literacy

Laufor

Award of Excellence


The goal of National Grid’s 2008 Women empowered program, executed

by the Women empowered Committee, a subteam of the Women In networks (Win) employee network, is to provide the skills and competencies necessary for women at national Grid to realize their greatest potential.

since its origin in 2003, the Women empowered Committee has grown, and is now comprised of women from business areas across the company who volunteer their time and talent to the program.

2008 was the most successful year ever for the Women empowered Committee. It united 48 national Grid female employees from all legacy companies by creating a cultural spirit of learning and empowerment. These women formed bonds with each other through a diverse network of education and development programs.

To date, 371 women have graduated from programs offered since 2004. These graduates, multiplied by the average cost of external training ($5,700) vs. the average cost of a We program ($300) have resulted in an average cost savings to the company of $2, 003,400!

program materials are developed, facilitated, and administered in-house. at the completion of each We program, participants are surveyed for evaluation feed-back. Committee members review results and adjust ses-sion materials to reflect current business or developmen-tal needs of the audience served.

For the 2008 program, a new session was added entitled “Knowledge of the Business.” This was an occa-sion for speakers from shared services, electric and Gas Business units to interact with program participants—providing them an overview of the business and global operating models and business strategies.

The We Committee has plans to take the program “on the road” with offerings in Massachusetts and upstate new York regions. executive sponsors and supporters continue to praise the We program and look forward to its continuation in the expanded territory. PDJ

women Empowered (wE) Program & committeeAward of

Excellence The Northrop Grumman Women’s Conference enhances the leadership poten-

tial of women by providing opportunities for learning and networking across the company. at the conference, high potential women—from senior leaders to craft workers—join together to gather insights about the company, its leaders and themselves.

During the day-and-a-half conference, attendees hear thoughts on leadership from the company’s Ceo and get a comprehensive briefing on the state of the company from the president and Coo. panel discussions, led by northrop Grumman women executives, provide insight on topics such as professional development, the value of diversity and inclusion, and work-life balance. In 2009, well-known guest speakers stressed the importance of authenticity, peer mentorship, and networking to the 216 conference attendees.

With senior executive leadership in attendance, par-ticipants are provided opportunities to engage in informal dialogue on topics such as workplace advancement and keys for success. Time is scheduled for attendees to work side-by-side with peers from other locations and oper-ating units so they can establish relationships that will become key resources and form a support structure.

as part of the conference, employees are given an opportunity to give back to the local community. In 2009, employees prepared lunch at a local mission, collected more than 30 bags of trash cleaning a local beach, and participated in a science, technology, engineering, and math education outreach workshop.

The northrop Grumman Women’s Conference has allowed more than 1,200 employees to participate in a professional development and networking activity specifi-cally designed for them. each conference theme leverages corporate messages and allows attendees to take away a clear vision of the company and an understanding of what they can do to improve company performance.

After the 2009 conference, 94% of attendees surveyed agreed or strongly agreed that the conference helped them achieve learning and development goals, and that the conference is an effective forum for learning, networking, and leadership development. PDJ

women’s conference

Award of Excellence



The goal of National Grid’s 2008 Women Empowered Program, executed

by the Women Empowered Committee, a subteam of the Women in Networks (WiN) employee network, is to provide the skills and competencies necessary for women at National Grid to realize their greatest potential.

Since its origin in 2003, the Women Empowered Committee has grown, and is now comprised of women from business areas across the company who volunteer their time and talent to the program.

2008 was the most successful year ever for the Women Empowered Committee. It united 48 National Grid female employees from all legacy companies by creating a cultural spirit of learning and empowerment. These women formed bonds with each other through a diverse network of education and development programs.

To date, 371 women have graduated from programs offered since 2004. These graduates, multiplied by the average cost of external training ($5,700) minus the average cost of a WE Program ($300), have resulted in an average cost savings to the company of $2,003,400!

Program materials are developed, facilitated, and administered in-house. At the completion of each WE Program, participants are surveyed for evaluation feedback. Committee members review results and adjust session materials to reflect current business or develop-mental needs of the audience served.

For the 2008 Program, a new session was added entitled “Knowledge of the Business.” This was an occa-sion for speakers from Shared Services, Electric and Gas Business Units to interact with program participants—providing them an overview of the business and global operating models and business strategies.

The WE Committee has plans to take the program “on the road” with offerings in Massachusetts and Upstate New York regions. Executive sponsors and supporters continue to praise the WE Program and look forward to its continuation in the expanded territory. PDJ

Women Empowered (WE) Program & Committee

ThWo

PrAward of Excellence The Northrop Grumman Women’s

Conference enhances the leadership poten-tial of women by providing opportunities for learning and networking across the company. At the conference, high potential women—from senior leaders to craft workers—join together to gather insights about the company, its leaders and themselves.

During the day-and-a-half conference, attendees hear thoughts on leadership from the company’s CEO and get a comprehensive briefing on the state of the company from the President and COO. Panel discussions, led by Northrop Grumman women executives, provide insight on topics such as professional development, the value of diversity and inclusion, and work-life balance. In 2009, well-known guest speakers stressed the importance of authenticity, peer mentorship, and networking to the 216 conference attendees.


As part of the conference, employees are given an opportunity to give back to the local community. In 2009, employees prepared lunch at a local mission, collected more than 30 bags of trash cleaning a local beach, and participated in a science, technology, engineering, and math education outreach workshop.

The Northrop Grumman Women’s Conference has allowed more than 1,200 employees to participate in a professional development and networking activity specifi-cally designed for them. Each conference theme leverages corporate messages and allows attendees to take away a clear vision of the company and an understanding of what they can do to improve company performance.


Women’s Conference

ThCo

Award of Excellence




Six years ago, Sodexo’s Office of Diversity offered a Professional Development

Conference for 100 Network Group members and Sodexo managers. Today, this event has evolved into a two day “Diversity Business and Leadership Summit,” gather-ing 400 managers and 100 clients from 67 organizations, including other leading diversity companies.

The Diversity Business and Leadership Summit is a contributing factor for Sodexo’s employee and client value proposition. It is an innovative “best practice” model, offering attendees valuable knowledge and insight through keynote addresses from leading diversity experts, bench-marking discussions, workshops, presentations, and open dialogue with top diversity and inclusion leaders. The Summit also features workshops and learning labs focused on building skills, knowledge, and awareness around dif-ferent dimensions of diversity.

Executive presence extended beyond Sodexo, incorporating a panel, moderated by Dr. Rohini Anand, Sodexo’s Global Diversity Officer, that focused on leadership and accountability for cultural change as well as the future of diversity and inclusion in the workplace and the marketplace. CEOs participating on the panel included Douglas Conant, Campbell Soup; Tony Armada, Henry Ford Hospitals; and Sodexo’s own George Chavel. To round out the panel, Dr. Craig Fiegel, Superintendent of Plymouth Canton Community Schools, and Cari Dominguez, Corporate Director of Manpower (former Chair of U.S. EEOC), also participated.

Post Summit survey results indicated that 99% of attendees had a valuable experience and 93% of employ-ees who attended felt more connected to Sodexo after the Summit. In addition, 98% of clients and employees felt the Summit provided them with a new skill or increased their knowledge base relative to diversity and inclusion. PDJ

Diversity Business & Leadership Summit

Sixoff

LeAward of ExcellencePitney Bowes Canada’s recent program

focuses on building leadership capabili-ties and business strategies that position the company for long-term sustainable growth, and leverages diversity of thought in its true sense.

Sixty Pitney Bowes Directors and Managers have been engaged on 5 different Advisory Boards to create business cases and solutions for 5 strategic priorities. Membership on each of the 5 boards represents different functions, business units, ethnicities, cultural backgrounds, gender, generations, and diversity of thought to enable collabo-ration. The boards provide members an opportunity to grow in critical development areas identified as part of the company’s Leadership Review Process. Each board has a Business Owner, an Executive Coach and a Chairperson, who is a high-potential Director.

A very successful first phase was launched in 2007. Based on an evaluation of Phase I, the program was redesigned in 2008 to be a six-month action-learning assignment that leverages diversity of thought.

Highlights include: • Executive team has approved strategies

recommended by four of the boards; • Some recommended solutions currently being

piloted at client sites and others have resulted in significant improvements in customer experience;

• Opportunities for accelerated development for diverse leaders that have resulted in Senior Leadership Appointments;

• Enhanced strategic thinking and cross-functional relationships and synergies.

This program and some of the solutions are being adopted within Pitney Bowes in other countries. We have been invited to share this best practice at conferences and business schools. This program has taken on a life of its own, as it is strongly aligned to our strategic direction and focused on developing our leaders. PDJ

“Leveraging Diversity of Thought to Create Business Solutions”

Pitfoc

Award of Excellence



six years ago, Sodexo’s office of Diversity offered a professional Development

Conference for 100 network Group members and sodexo managers. Today, this event has evolved into a two day “Diversity Business and Leadership summit,” gather-ing 400 managers and 100 clients from 67 organizations, including other leading diversity companies.

The Diversity Business and Leadership summit is a contributing factor for sodexo’s employee and client value proposition. It is an innovative “best practice” model, offering attendees valuable knowledge and insight through keynote addresses from leading diversity experts, bench-marking discussions, workshops, presentations, and open dialogue with top diversity and inclusion leaders. The summit also features workshops and learning labs focused on building skills, knowledge, and awareness around dif-ferent dimensions of diversity.

executive presence extended beyond sodexo, incorporating a panel, moderated by Dr. Rohini anand, sodexo’s Global Diversity officer, that focused on leadership and accountability for cultural change as well as the future of diversity and inclusion in the workplace and the marketplace. Ceos participating on the panel included Douglas Conant, Campbell soup; Tony armada, Henry Ford Hospitals; and sodexo’s own George Chavel. To round out the panel, Dr. Craig Fiegel, superintendent of plymouth Canton Community schools and Cari Dominguez, Corporate Director of Manpower (former Chair of u.s. eeoC) also participated.

Post Summit survey results indicated that 99% of attendees had a valuable experience and 93% of employ-ees who attended felt more connected to sodexo after the Summit. In addition, 98% of clients and employees felt the summit provided them with a new skill or increased their knowledge base relative to diversity and inclusion. PDJ

diversity Business & Leadership summitAward of

ExcellencePitney Bowes Canada’s recent program focuses on building leadership capabili-

ties and business strategies that position the company for long-term sustainable growth, and leverages diversity of thought in its true sense.

sixty pitney Bowes Directors and Managers have been engaged on 5 different advisory Boards to create business cases and solutions for 5 strategic priorities. Membership on each of the 5 boards represents different functions, business units, ethnicities, cultural backgrounds, gender, generations, and diversity of thought to enable collabo-ration. The boards provide members an opportunity to grow in critical development areas identified as part of the company’s Leadership Review process. each board has a Business owner, an executive Coach and a Chairperson, who is a high-potential Director.

a very successful first phase was launched in 2007. Based on an evaluation of phase I, the program was redesigned in 2008 to be a six-month action-learn-ing assignment that leverages diversity of thought. Highlights include:

• Executive team has approved strategies recommended by four of the boards;

• Some recommended solutions currently being piloted at client sites and others have resulted in significant improvements in customer experience;

• Opportunities for accelerated development for diverse leaders that have resulted in senior Leadership appointments;


This program and some of the solutions are being adopted in other countries within pitney Bowes. We have been invited to share this best practice at conferences and business schools. This program has taken a life of its own as it is strongly aligned to our strategic direction and focused on developing our leaders. PDJ

“Leveraging diversity of Thought to create Business solutions”

Award of Excellence

PMS 661


The goal of National Grid’s 2008 Women Empowered Program, executed

by the Women Empowered Committee, a subteam of the Women in Networks (WiN) employee network, is to provide the skills and competencies necessary for women at National Grid to realize their greatest potential.

Since its origin in 2003, the Women Empowered Committee has grown, and is now comprised of women from business areas across the company who volunteer their time and talent to the program.

2008 was the most successful year ever for the Women Empowered Committee. It united 48 National Grid female employees from all legacy companies by creating a cultural spirit of learning and empowerment. These women formed bonds with each other through a diverse network of education and development programs.

To date, 371 women have graduated from programs offered since 2004. These graduates, multiplied by the average cost of external training ($5,700) minus the average cost of a WE Program ($300), have resulted in an average cost savings to the company of $2,003,400!

Program materials are developed, facilitated, and administered in-house. At the completion of each WE Program, participants are surveyed for evaluation feedback. Committee members review results and adjust session materials to reflect current business or develop-mental needs of the audience served.

For the 2008 Program, a new session was added entitled “Knowledge of the Business.” This was an occa-sion for speakers from Shared Services, Electric and Gas Business Units to interact with program participants—providing them an overview of the business and global operating models and business strategies.

The WE Committee has plans to take the program “on the road” with offerings in Massachusetts and Upstate New York regions. Executive sponsors and supporters continue to praise the WE Program and look forward to its continuation in the expanded territory. PDJ

Women Empowered (WE) Program & Committee

ThWo

PrAward of Excellence The Northrop Grumman Women’s

Conference enhances the leadership poten-tial of women by providing opportunities for learning and networking across the company. At the conference, high potential women—from senior leaders to craft workers—join together to gather insights about the company, its leaders and themselves.

During the day-and-a-half conference, attendees hear thoughts on leadership from the company’s CEO and get a comprehensive briefing on the state of the company from the President and COO. Panel discussions, led by Northrop Grumman women executives, provide insight on topics such as professional development, the value of diversity and inclusion, and work-life balance. In 2009, well-known guest speakers stressed the importance of authenticity, peer mentorship, and networking to the 216 conference attendees.


As part of the conference, employees are given an opportunity to give back to the local community. In 2009, employees prepared lunch at a local mission, collected more than 30 bags of trash cleaning a local beach, and participated in a science, technology, engineering, and math education outreach workshop.

The Northrop Grumman Women’s Conference has allowed more than 1,200 employees to participate in a professional development and networking activity specifi-cally designed for them. Each conference theme leverages corporate messages and allows attendees to take away a clear vision of the company and an understanding of what they can do to improve company performance.


Women’s Conference

ThCo

Award of Excellence




Six years ago, Sodexo’s Office of Diversity offered a Professional Development

Conference for 100 Network Group members and Sodexo managers. Today, this event has evolved into a two day “Diversity Business and Leadership Summit,” gather-ing 400 managers and 100 clients from 67 organizations, including other leading diversity companies.

The Diversity Business and Leadership Summit is a contributing factor for Sodexo’s employee and client value proposition. It is an innovative “best practice” model, offering attendees valuable knowledge and insight through keynote addresses from leading diversity experts, bench-marking discussions, workshops, presentations, and open dialogue with top diversity and inclusion leaders. The Summit also features workshops and learning labs focused on building skills, knowledge, and awareness around dif-ferent dimensions of diversity.

Executive presence extended beyond Sodexo, incorporating a panel, moderated by Dr. Rohini Anand, Sodexo’s Global Diversity Officer, that focused on leadership and accountability for cultural change as well as the future of diversity and inclusion in the workplace and the marketplace. CEOs participating on the panel included Douglas Conant, Campbell Soup; Tony Armada, Henry Ford Hospitals; and Sodexo’s own George Chavel. To round out the panel, Dr. Craig Fiegel, Superintendent of Plymouth Canton Community Schools, and Cari Dominguez, Corporate Director of Manpower (former Chair of U.S. EEOC), also participated.

Post Summit survey results indicated that 99% of attendees had a valuable experience and 93% of employ-ees who attended felt more connected to Sodexo after the Summit. In addition, 98% of clients and employees felt the Summit provided them with a new skill or increased their knowledge base relative to diversity and inclusion. PDJ

Diversity Business & Leadership Summit

Sixoff

LeAward of ExcellencePitney Bowes Canada’s recent program

focuses on building leadership capabili-ties and business strategies that position the company for long-term sustainable growth, and leverages diversity of thought in its true sense.

Sixty Pitney Bowes Directors and Managers have been engaged on 5 different Advisory Boards to create business cases and solutions for 5 strategic priorities. Membership on each of the 5 boards represents different functions, business units, ethnicities, cultural backgrounds, gender, generations, and diversity of thought to enable collabo-ration. The boards provide members an opportunity to grow in critical development areas identified as part of the company’s Leadership Review Process. Each board has a Business Owner, an Executive Coach and a Chairperson, who is a high-potential Director.

A very successful first phase was launched in 2007. Based on an evaluation of Phase I, the program was redesigned in 2008 to be a six-month action-learning assignment that leverages diversity of thought.

Highlights include: • Executive team has approved strategies

recommended by four of the boards; • Some recommended solutions currently being

piloted at client sites and others have resulted in significant improvements in customer experience;

• Opportunities for accelerated development for diverse leaders that have resulted in Senior Leadership Appointments;


This program and some of the solutions are being adopted within Pitney Bowes in other countries. We have been invited to share this best practice at conferences and business schools. This program has taken on a life of its own, as it is strongly aligned to our strategic direction and focused on developing our leaders. PDJ

“Leveraging Diversity of Thought to Create Business Solutions”

Pitfoc

Award of Excellence


T

thought leaders

Profiles in Diversity Journal continues to bring you the ideas, opinions, and profiles of leaders in the field of Diversity & Inclusion in our ongoing series, thoughtleaders. We once again invited prominent diversity thought leaders to share the latest thinking regarding the workforce diversity and inclusion topics with which they are most active.

thoughtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

thoughtleaders

THERE’S AN OLD adage in business: If you want to attain something, measure it. For years, business lead-ers have stressed the value of measure and display. And

yes, to this day, it works like magic. Identifying a few critical goals and measuring progress improves your odds of achieving, if not exceeding, those goals

When it comes to diversity, we strive to find the correct methodology to measure how well we are doing. For the most part, it is easy to measure the elements. We study population data and identify gaps, and then we put plans in place to close those gaps. We examine compensation practices; performance, promotional and hiring decisions; and we dissect separation rates into minute details—all necessary and effective in gauging how we are doing. But is it enough?

To truly understand the impact diversity and inclusion have on the bottom line, we need to assess the environment we are creating for every employee, and the advantages or disadvantages they may experience, real or perceived. We need to identify ef-fective ways to measure inclusion and engagement and how they drive the overall performance of every employee.

Is inclusion harder to measure than race, gender and ethnic diversity? Yes, but one effective method is to conduct a cultural audit or an inclusion survey. We must learn from what employees tell us. Although engagement is correlated with inclusion, the two are not the same, and so we should not rely on engagement indices alone.

Engagement reflects how committed, both emotionally and rationally, an employee is to the organization. Inclusion is driven largely by one’s direct supervisor and immediate team. The degree to which individuals feel included is largely driven by: “am I”- invited to meetings, brought into decision making

processes, and provided information by my boss and peers? There are differences between inclusion and engagement, but clearly a highly engaged employee who is not included will even-tually disengage.

Every company is fighting for the best talent out there, and once acquired, to develop, engage, and retain it to create a dedi-cated employee body—the ultimate competitive advantage.

Our work begins once we bring in the talent. Creating the right environment for inclusion and engagement is critical to building productive and positive relationships between supervi-sors, their direct reports and employees in general.

To positively affect the employee experience, consider these four steps:

1. Measure drivers of inclusion. What are the root causes of high or low inclusion?

2. Share results with the people who need to act. If the results are too high level, managers won’t know—or be held accountable—for the level of inclusion on their teams. They all need to connect the dots and under-stand how critical it is to overall business success.

3. Provide resources and support to managers. Inclusion, like diversity, needs to be measured on an ongoing basis to track trends and to identify and close gaps.

4. Understand the impact of diversity on inclusion. Are particular groups reporting lower levels of inclu-sion, either across the company or in certain parts of the business? How does inclusion vary at different stages of the employee lifecycle?

Businesses are microcosms of society. It’s important to create the right environment to attract and retain the best talent. To do that, we must remind ourselves how important it is to measure and track the right things, and be clear about its impact on the bottom line. PDJ

By Alfred J. Torres

Executive Director, Talent Acquisition & Diversity Verizon

Diversity and Inclusion and Engagement – The Bottom Line


T

thought leaders

Profiles in Diversity Journal continues to bring you the ideas, opinions, and profiles of leaders in the field of Diversity & Inclusion in our ongoing series, thoughtleaders. We once again invited prominent diversity thought leaders to share the latest thinking regarding the workforce diversity and inclusion topics with which they are most active.

thoughtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

thoughtleaders

THERE’S AN OLD adage in business: If you want to attain something, measure it. For years, business lead-ers have stressed the value of measure and display. And

yes, to this day, it works like magic. Identifying a few critical goals and measuring progress improves your odds of achieving, if not exceeding, those goals.

When it comes to diversity, we strive to find the correct methodology to measure how well we are doing. For the most part, it is easy to measure the elements. We study population data and identify gaps, and then we put plans in place to close those gaps. We examine compensation practices; performance, promotional and hiring decisions; and we dissect separation rates into minute details—all necessary and effective in gauging how we are doing. But is it enough?

To truly understand the impact diversity and inclusion have on the bottom line, we need to assess the environment we are creating for every employee, and the advantages or disadvantages they may experience, real or perceived. We need to identify ef-fective ways to measure inclusion and engagement and how they drive the overall performance of every employee.

Is inclusion harder to measure than race, gender and ethnic diversity? Yes, but one effective method is to conduct a cultural audit or an inclusion survey. We must learn from what employees tell us. Although engagement is correlated with inclusion, the two are not the same, and so we should not rely on engagement indices alone.

Engagement reflects how committed, both emotionally and rationally, an employee is to the organization. Inclusion is driven largely by one’s direct supervisor and immediate team. The degree to which individuals feel included is largely driven by: “am I”- invited to meetings, brought into decision making

processes, and provided information by my boss and peers? There are differences between inclusion and engagement, but clearly a highly engaged employee who is not included will even-tually disengage.

Every company is fighting for the best talent out there, and once acquired, to develop, engage, and retain it to create a dedi-cated employee body—the ultimate competitive advantage.

Our work begins once we bring in the talent. Creating the right environment for inclusion and engagement is critical to building productive and positive relationships between supervi-sors, their direct reports and employees in general.

To positively affect the employee experience, consider these four steps:

1. Measure drivers of inclusion. What are the root causes of high or low inclusion?

2. Share results with the people who need to act. If the results are too high level, managers won’t know—or be held accountable—for the level of inclusion on their teams. They all need to connect the dots and under-stand how critical it is to overall business success.

3. Provide resources and support to managers. Inclusion, like diversity, needs to be measured on an ongoing basis to track trends and to identify and close gaps.

4. Understand the impact of diversity on inclusion. Are particular groups reporting lower levels of inclu-sion, either across the company or in certain parts of the business? How does inclusion vary at different stages of the employee lifecycle?

Businesses are microcosms of society. It’s important to create the right environment to attract and retain the best talent. To do that, we must remind ourselves how important it is to measure and track the right things, and be clear about its impact on the bottom line. PDJ

By Alfred J. Torres

Executive Director, Talent Acquisition & Diversity Verizon

Diversity and Inclusion and Engagement – The Bottom Line


thought leaders

IIN YOUR EFFORTS to brand your organization as one that embraces diversity and inclusion, think about this bit of enduring wisdom from Shakespeare: “Action is eloquence.” Communicating your company’s values is important, but what you do to demon-strate that a fully inclusive workplace is a top priority will have far greater impact than what you say.

You want candidates from all communities and backgrounds to know that your company is a place where all employees feel ac-cepted as they are, receive the same opportunities as everyone else and are rewarded equitably. An effective way to get this message across is to partner with professional development and community organizations that are also dedicated to enhancing workforce and workplace diversity and need your help.

For example, you might get involved with such organizations as the National Black MBA Association, the National Society of Hispanic MBAs, the Asian Professional Exchange (APEX) and Out & Equal Workplace Advocates, which strives for workplace equality for lesbian, gay, bisexual and transgender professionals.

Regardless of the organizations you choose to support, there’s a big difference between underwriting a single program and becom-ing a true partner and trusted ally. Just as reading one Jack Welch book or taking one management class isn’t going to make you a leader, sponsoring one event for an organization that nurtures the talent you’re seeking isn’t going to make your company an em-ployer of choice. Building relationships is a process, not an event.

So what does it mean to be a true corporate partner?

A real partner takes a leadership role within the organization, focusing on developing and executing strategies in support of both the organization’s and industry’s goals, serving on the board or spe-cial committees, providing speakers for events, generating ideas for initiatives, and getting directly involved in other ways as needed.

The recession has made it necessary for many companies to reduce their expenditures in this arena, but you don’t have to donate large sums of money to be a valued corporate partner; often, sweat equity can be as valuable as cash.

Even if you’re not currently doing a lot of hiring, it’s important to continue partnering and developing relationships with prospec-tive employees through the various organizations they depend on

for networking opportunities and career development ser-vices. This should be an on-going process, a priority that you maintain in good times and bad. Organizations—and job candidates—remember who stayed the course in tough times. And having continuity in these relationships keeps the pipeline of talent open for the time when you will need it.

The Urban Financial Services Coalition, a national trade organization for minority professionals in the financial services industry, is a professional development organization that Union Bank has had a relationship with for decades. While many of our peers have scaled back support, we have maintained our involvement by serving on committees and sponsoring key work force development programs through the Coalition, such as schol-arships for college students, to help meet the growing need for financial aid.

I have also created a consortium called the Professional and Technical Diversity Network of Greater Los Angeles (PTDN) to provide a forum where companies and professional development organizations from a wide range of fields can share ideas and best practices and build mutually beneficial relationships.

The organizations Union Bank partners with know we are there for the long term, and that we are deeply invested in the role of corporate partner. These partnerships are powerful because they are based on shared goals and values. They enable us to open doors to greater diversity and inclusion—and to empower people from all walks of life to fulfill their potential. PDJ

Being a True Corporate PartnerBy Tisa Jackson

Vice President of Diversity and Inclusion Union Bank, N.A.

thoughtleaders thoughtleaders thoughtleaders thoughtleader

Tisa Jackson, vice president of diversity and inclusion for Union Bank, N.A., has more than 13 years of experience in this field, as well as strategic human resources management, community development and organizational development. She is founder of the Professional & Technical Diversity Network (PTDN) of Greater Los Angeles, a diversity consortium comprised of companies committed to diversity and inclusion. Union Bank, N.A., is a full-service commercial bank providing an array of financial services to individuals, small businesses, middle-market companies, and major corporations. Union Bank is California’s fifth-largest bank by deposits at March 31, 2009, and has 335 banking offices in California, Oregon, and Washington, and two international offices. Visit www.unionbank.com for more information.

www.unionbank.com


ABy John Bridgeland, CEO, Civic Enterprises; and

Robert Balfanz, Research Scientist, Johns Hopkins University

On the Front Lines of Schools

thoughtleaders thoughtleaders thoughtleaders thoughtleaders

John Bridgeland is the CEO of Civic Enterprises and author of “The Silent Epidemic: Perspectives of High School Dropouts.” Robert Balfanz is a research scientist at Johns Hopkins University and author of the reports, “Locating the Dropout Crisis” and “What Your Community Can Do to End its Dropout Crisis.” Both are co-authors of “On the Front Lines of Schools: Perspectives of Teachers and Principals on the High School Dropout Problem,” released in June in Washington, DC. Read the full study at www.att.com/foundation. .

Balfanz

Bridgeland


AANYONE HOPING for a more diverse workplace to-morrow may want to peek inside America’s classrooms today. Their optimism will likely fade.

Nearly one-third of all public high school students —and about one-half of all African Americans, Hispanic and Native Americans—are dropping out and failing to graduate on time with their class. While some school districts are making progress in boosting high school grad-uation rates, the national rate for graduation is still flat-lining at around 69 percent.

“High expectations” and “college readiness” have become clarion calls in efforts to transform America’s public high schools and address the dropout epidemic. It’s not a moment too soon. With more than 1.2 million students dropping out of high school every year, the result is a multi-billion dollar hit on our economy, while eroding the potential for diversity in the workplace.

On the Front Lines of Schools, a recently released research study conducted by Civic Enterprises and Peter Hart Research with America’s Promise Alliance and sponsored by AT&T and the AT&T Foundation, has given us a timely opportunity to “peek inside America’s high school classrooms” and examine how teachers perceive the dropout issue.

“Front Lines” follows up on a report in 2006 that gave voice to the perspective of students and a 2008 report that asks parents to weigh in on the issue. This most recent installment, issued in June 2009, showed a significant majority of teachers understand that dropping out is a major problem in America. They cite the very causes dropouts have mentioned—students who chronically miss class, read at low levels, or face life events,

such as becoming teen parents or caretakers of siblings. Most cite a lack of parental involvement and relevance of classroom learning to real life needs. One teacher said, “The kids are hav-ing a hard time seeing, what, if anything, this education has to do with them after high school.”

Most teachers support reforms that research indicates will help curb dropping out, such as early warning systems, con-necting classroom learning to real-world experiences, increasing parental engagement, and challenging alternative learning envi-ronments in arts, music and other areas to ignite students failing in traditional schools.

Some findings may seem shocking: less than one-third of teachers believe schools should expect all students to meet high academic standards, graduate with the skills to do college level work, and provide extra support to students to meet those stan-dards. Nearly six in ten teachers believe we should have a sepa-rate track for non-college bound students. These teachers’ views are shaped by daunting challenges in the classroom. Teachers reported everything from classrooms that were half empty to schools with violence and gangs.

President Obama is right to make the dropout challenge a top priority and to say that dropping out is not only quitting on yourself, it’s quitting on your country. Dropouts disproportion-ately don’t vote, volunteer, or participate in their community. They represent a huge hurdle for those who promote the ben-efits of a more diverse workplace.

As we look for ways to address the dropout challenge, more must be done to surround teachers with supports and bring them into the college-ready mission that today’s world demands. We must do more to foster the belief that every stu-dent, regardless of their circumstances, can graduate from high school, ready for college and the workforce. PDJ

By John Bridgeland, CEO, Civic Enterprises; and




John Bridgeland is the CEO of Civic Enterprises and author of “The Silent Epidemic: Perspectives of High School Dropouts.” Robert Balfanz is a research scientist at Johns Hopkins University and author of the reports, “Locating the Dropout Crisis” and “What Your Community Can Do to End its Dropout Crisis.” Both are co-authors of “On the Front Lines of Schools: Perspectives of Teachers and Principals on the High School Dropout Problem,” released in June in Washington, DC. Read the full study at www.att.com/foundation.

Balfanz

Bridgeland

www.att.com/foundation


EEVERY YEAR, my birthdays are bittersweet. Sweet, because I’ve made it to another year and bitter, because each year I receive unexpected gifts from father time like a gray strand of hair that mimics Alfalfa’s hairstyle on the show “The Little Rascals,” or a spa treatment that has “age defying” in its description. To top it off, going out to a late movie could easily require a skinny-triple-grande-caramel-macchiato from the Starbucks around the corner. As each birthday passes, I realize that I must be more aware of my comments to younger professionals, particularly to those whose careers I might influence.

Recently, I’ve found myself calling my younger staff members “babies” in jest—people in their twenties, married, or dating without children, at the beginning of their careers, ready to take on the world with possibility and opportunity written all over their faces.

That’s when it hit me that I’d sprung a “micro-leak” in my diversity plumbing. I had to ask myself what kinds of subtle messages—what microinequities—did I send by joking about our age differences.

Microinequities are difficult to address through formal corporate training because they’re so little and arise so naturally. Unlike overt racist, sexist or ageist behavior, they trickle through our organizations in small words, gestures, or choices that can damage people, productivity and retention. A 2007 survey by Korn/Ferry International found that some 2 million pro-fessionals and managers leave their jobs each year because of unfairness, representing about $64 billion in hiring costs. The study found that people of color are three times more likely than white heterosexual men to cite workplace unfairness as the reason they quit their jobs.

Diversity programs have made tremendous progress addressing obvious stereotyping and workplace prejudice. So it’s reasonable to conclude that much of this dissatisfaction, cost, and unfairness flows from microinequities that we just don’t see.

Three proactive measures will help each of us fix the leaks.Admit that your plumbing is not perfect. Each of us harbors

prejudice and bias. Press yourself to identify those. Be brutally honest and ask yourself what the negative consequences could be. If I call a young professional a baby often enough, how long will it be before she thinks I’ll overlook her for a major assignment or promotion? Suppose, after scrupulous and objective evalua-tion, I give that job to a colleague of hers with whom I regularly

swap stories about our kids. Is it likely that she’ll find my decision objective? Is it objective? Or has the idea of twenty-somethings-as- babies seeped into my think-ing and eroded my ability to assess performance optimally? It’s a question I’m exploring.

Frequently check for leaks. It’s our job as diversity leaders to model the habit of self-awareness. To improve our skills and leadership, we need to start from the assumption that every in-teraction with people could be dripping with microinequities. We’re all drawn to certain people, so we should ask ourselves why. If we feel less comfortable with somebody, identify what’s behind that feeling. Is it performance alone that makes you eager to meet one staff member and postpone meeting with another? If the people you have lunch with informally aren’t a diverse group, you probably have some work to do.

Flush out the doubt. As soon as you identify potential problems, ask others about them—particularly the people they might offend. If you see microinequities among your staff or peers, open those conversations too. Since we all have them, it’s easy to build dialogue around your own micro-leaks. The fact that they’re so small has an advantage: whether you lay your own out for discussion or talk to people about theirs, the conversation can be non-threatening and no one’s defenses need to be high. But the smallness of microinequities has a downside too. People are apt to trivialize them—to say: “So what if I talk to the UNC Chapel Hill 2009 NCAA Men’s Basketball Champion fans on my workteam about sports? It’s just chatter.” But not to the staffer, the Michigan State or Duke fan, who’s on the outside of that chat three times a week. Don’t let a potential problem corrode the system until a gasket bursts. Be candid about the concerns you have, and let others see that it’s safe and productive to do the same.

In the end, microinequities are unavoidable. They seep into organizational culture in places where it’s not easy to find them— in gestures, in a tone of voice, in everyday habits, under the guise of humor or simple camaraderie. Be vigilant and honest about finding and fixing the micro-leaks. Boosting your organization’s success through small changes—what MIT professor Mary Rowe calls “microaffirmations”—should motivate you to get out the flashlight and inspect the pipes. PDJ

By Kim Drumgo

Chief Diversity Officer Blue Cross and Blue Shield of North Carolina

“Micro-leaks” in the Plumbing



AANYONE HOPING for a more diverse workplace to-morrow may want to peek inside America’s classrooms today. Their optimism will likely fade.

Nearly one-third of all public high school students —and about one-half of all African Americans, Hispanic and Native Americans—are dropping out and failing to graduate on time with their class. While some school districts are making progress in boosting high school grad-uation rates, the national rate for graduation is still flat-lining at around 69 percent.

“High expectations” and “college readiness” have become clarion calls in efforts to transform America’s public high schools and address the dropout epidemic. It’s not a moment too soon. With more than 1.2 million students dropping out of high school every year, the result is a multi-billion dollar hit on our economy, while eroding the potential for diversity in the workplace.

On the Front Lines of Schools, a recently released research study conducted by Civic Enterprises and Peter Hart Research with America’s Promise Alliance and sponsored by AT&T and the AT&T Foundation, has given us a timely opportunity to “peek inside America’s high school classrooms” and examine how teachers perceive the dropout issue.

“Front Lines” follows up on a report in 2006 that gave voice to the perspective of students and a 2008 report that asks parents to weigh in on the issue. This most recent installment, issued in June 2009, showed a significant majority of teachers understand that dropping out is a major problem in America. They cite the very causes dropouts have mentioned—students who chronically miss class, read at low levels, or face life events,

such as becoming teen parents or caretakers of siblings. Most cite a lack of parental involvement and relevance of classroom learning to real life needs. One teacher said, “The kids are hav-ing a hard time seeing, what, if anything, this education has to do with them after high school.”

Most teachers support reforms that research indicates will help curb dropping out, such as early warning systems, con-necting classroom learning to real-world experiences, increasing parental engagement, and challenging alternative learning envi-ronments in arts, music and other areas to ignite students failing in traditional schools.

Some findings may seem shocking: less than one-third of teachers believe schools should expect all students to meet high academic standards, graduate with the skills to do college level work, and provide extra support to students to meet those stan-dards. Nearly six in ten teachers believe we should have a sepa-rate track for non-college bound students. These teachers’ views are shaped by daunting challenges in the classroom. Teachers reported everything from classrooms that were half empty to schools with violence and gangs.

President Obama is right to make the dropout challenge a top priority and to say that dropping out is not only quitting on yourself, it’s quitting on your country. Dropouts disproportion-ately don’t vote, volunteer, or participate in their community. They represent a huge hurdle for those who promote the ben-efits of a more diverse workplace.

As we look for ways to address the dropout challenge, more must be done to surround teachers with supports and bring them into the college-ready mission that today’s world demands. We must do more to foster the belief that every stu-dent, regardless of their circumstances, can graduate from high school, ready for college and the workforce. PDJ

By John Bridgeland, CEO, Civic Enterprises; and




John Bridgeland is the CEO of Civic Enterprises and author of “The Silent Epidemic: Perspectives of High School Dropouts.” Robert Balfanz is a research scientist at Johns Hopkins University and author of the reports, “Locating the Dropout Crisis” and “What Your Community Can Do to End its Dropout Crisis.” Both are co-authors of “On the Front Lines of Schools: Perspectives of Teachers and Principals on the High School Dropout Problem,” released in June in Washington, DC. Read the full study at www.att.com/foundation.

Balfanz

Bridgeland


We recently invited our readers to share the ways

their companies make a difference in their communities

and the world. the depth of the commitment, the diversity

of reach, and the quality of the programs is truly amazing.

Measured in dollars, the value of donations, goods, and

services of the featured companies surpasses the million-

dollar mark several times over. But counting up the money

is only part of the story. the intangible benefits of corporate

philanthropy are countless.

the following pages contain snapshots into the organizations

giving back to their communities; the ways are as unique

and varied as the companies themselves. We are honored

to share these examples of corporate generosity and

employee volunteerism.




AmericAn Airlines

Headquarters: Fort Worth, texas

Web site: www.aa.com

Primary Business: travel and transportation.

employees: More than 76,000 worldwide

AS A GLOBAL AIRLINE, American Airlines has a special awareness

of the need to help the developing world’s most underprivileged and

vulnerable children. One important way this is happening is through

Change for Good®, an innovative partnership established in 1987 be-

tween UNICEF and the aviation industry to help these very children

and improve their circumstances.

American Airlines is the sole U.S.-based carrier among nearly a

dozen international airlines that supports the Change for Good pro-

gram, which has generated more than $90 million in donations to

date. Since 1999, the program has also been the official charity of the

oneworld® Alliance, of which American is a founding member.

Change for Good invites travelers on selected domestic and inter-

national American Airlines flights to contribute their unused domestic

and foreign coins and currency, which are gathered by the flight at-

tendants, or to make donations in the airline’s Admirals Clubs and

Flagship Lounges worldwide. Flight attendants volunteer to make

onboard announcements and collect donations, and an in-flight video

informs passengers about the Change for Good program and the proj-

ects their funds support.

American’s involvement in Change for

Good is supported by Airline Ambassadors International, a humani-

tarian organization founded by American Airlines flight attendants,

who volunteer use of their flight privileges to help children in need

all over the world. Airline Ambassadors leads recruitment and training

of “Champions for Children”—as participating flight attendants and

other employee volunteers are called—who in turn encourage custom-

ers to get involved.

“Of the funds collected via Change for Good, 50 percent supports

HIV/AIDS programs in Latin America,” said Sam Santiago, Director,

Workforce Giving & Volunteerism. “The remaining 50 percent is

split between general UNICEF programs and special programs in the

Champions’ country of choice.

“It really is wonderful for all of us to know, and more impor-

tantly, to see for ourselves, that we are helping to bring about positive

changes in so many young lives,” he added, noting that a small group

of American Airlines employees traveled to Honduras this spring to see

the donations in action.

American Airlines now has more than 1,500 Champions

for Children volunteers company-wide, who have collected more

than $1.6 million since a program re-launch in 2006, making

Change for Good the company’s largest employee giving and

volunteerism program. PDJ

Denise lynn Vice President, Diversity and Leadership Strategies

American Airlines, U.S. Fund for UNICEF Work Together to Make “Change for Good”

ameriCan airlines

American Airlines flight attendants (from left) Frank eschmann, lourdes Gonzalez-daly, rolando Vazquez and mary Furlong-Ferguson look on as Honduran children receive toothbrushes and fluoride thanks to the Change for Good program.

visiting Honduras to see Change for Good donations in action, American Airlines flight attendant Frank eschmann receives special thanks from a young beneficiary.

American Airlines flight attendant mary Furlong-Ferguson visits with local youngsters in tegucigalpa, Honduras.



AMERICAN AIRLINES

Headquarters: Fort Worth, Texas

Web site: www.aa.com

Primary Business: Travel and transportation.

Employees: More than 76,000 worldwide

AS A GLOBAL AIRLINE, American Airlines has a special awareness

of the need to help the developing world’s most underprivileged and

vulnerable children. One important way this is happening is through

Change for Good®, an innovative partnership established in 1987 be-

tween UNICEF and the aviation industry to help these very children

and improve their circumstances.

American Airlines is the sole U.S.-based carrier among nearly a

dozen international airlines that supports the Change for Good pro-

gram, which has generated more than $90 million in donations to

date. Since 1999, the program has also been the official charity of the

oneworld® Alliance, of which American is a founding member.

Change for Good invites travelers on selected domestic and inter-

national American Airlines flights to contribute their unused domestic

and foreign coins and currency, which are gathered by the flight at-

tendants, or to make donations in the airline’s Admirals Clubs and

Flagship Lounges worldwide. Flight attendants volunteer to make

onboard announcements and collect donations, and an in-flight video

informs passengers about the Change for Good program and the proj-

ects their funds support.

American’s involvement in Change for

Good is supported by Airline Ambassadors International, a humani-

tarian organization founded by American Airlines flight attendants,

who volunteer use of their flight privileges to help children in need

all over the world. Airline Ambassadors leads recruitment and training

of “Champions for Children”—as participating flight attendants and

other employee volunteers are called—who in turn encourage custom-

ers to get involved.

“Of the funds collected via Change for Good, 50 percent supports

HIV/AIDS programs in Latin America,” said Sam Santiago, Director,

Workforce Giving & Volunteerism. “The remaining 50 percent is

split between general UNICEF programs and special programs in the

Champions’ country of choice.

“It really is wonderful for all of us to know, and more impor-

tantly, to see for ourselves, that we are helping to bring about positive

changes in so many young lives,” he added, noting that a small group

of American Airlines employees traveled to Honduras this spring to see

the donations in action.

American Airlines now has more than 1,500 Champions

for Children volunteers company-wide, who have collected more

than $1.6 million since a program re-launch in 2006, making

Change for Good the company’s largest employee giving and

volunteerism program. PDJ

DENISE LYNN Vice President, Diversity and Leadership Strategies

American Airlines, U.S. Fund for UNICEF Work Together to Make “Change for Good”

AMERICAN AIRLINES

American Airlines flight attendants (from left) Frank Eschmann, Lourdes Gonzalez-Daly, Rolando Vazquez and Mary Furlong-Ferguson look on as Honduran children receive toothbrushes and fluoride thanks to the Change for Good program.

Visiting Honduras to see Change for Good donations in action, American Airlines flight attendant Frank Eschmann receives special thanks from a young beneficiary.

American Airlines flight attendant Mary Furlong-Ferguson visits with local youngsters in Tegucigalpa, Honduras.

Vdatth

www.aa.com



Amgen, inc.

Headquarters: thousand oaks, california

Web site: www.amgen.com

Primary Business: Biotechnology.

employees: approximately 17,000 worldwide

THE AMGEN FOUNDATION is com-mitted to supporting the communities where Amgen has a pres-ence. In 2007, the Foundation board recognized the significant need for education reform in South Los Angeles and approved a $4 million grant over three years to MLA Partner Schools (MLA) to provide first-rate education to students and create an infrastructure that supports and breeds innovation.

MLA, a nonprofit organization working to improve schools and empower neighborhoods in some of the most underserved communities in Los Angeles, incorporates a “Partner School Model” whereby MLA collaborates with school leaders and community stakeholders in the management of the school to in-crease efficiency, build capacity and create sustainable reform.

One example of this model in action is West Adams Prep High School, which opened in the fall of 2007 to serve 2,500 students in South Los Angeles. MLA staff work side by side with district teachers and administrators to manage the school and offer students innovative instruction. At the conclusion of the first year, West Adams Prep had a 91 percent attendance rate—one of the highest rates in LAUSD and certainly the highest among similar schools. In addition, West Adams 10th graders passed the California High School Exit Exam at a rate nearly 10 percent higher than its closest direct feeder school.

Amgen’s support of MLA and West Adams Prep goes beyond grant-making with a focus on teacher and student development. This year, students at West Adams Prep were introduced to the Amgen–Bruce Wallace Biotechnology Lab Program, a flexible hands-on, inquiry-based experience using some of the same materials, tools and techniques used by profes-sional scientists. Students from West Adams also had the chance to participate in a Power Lunch at Amgen with Amgen execu-tives and scientists.

Amgen executives and staff members have also engaged with MLA leadership to provide guidance to the staff, including hosting a retreat to help analyze MLA and West Adams Prep’s current environment and structure, build commitment towards a shared vision, and strengthen their planning for the future.

“The partnership between MLA and Amgen showcases how the private sector can leverage substantial change in a challenged and complicated public school system,” said Mike McGalliard, President and CEO of MLA. “From its unique culture to ground-breaking programs, West Adams Prep sets a new stan-dard for public schools because of Amgen’s bold investment of financial and human capital.” PDJ

Jean J. lim President of the Amgen Foundation and Director of Corporate Contributions at Amgen

Amgen Foundation Supports MLA Partner Schools’ Mission to Improve Education in Los Angeles

amgen, inC.

www.amgen.com

© 2008 Lockheed Martin Corporation

lockheedmartin.com/how

BETWEEN THE CHALLENGE AND THE SOLUTION,

THERE IS ONE IMPORTANT WORD: HOW.

Diversity. It’s not a goal. It’s a necessity. When facing down the most important projects in the world, you need fresh ideas. And unique perspectives. Delivering the most complete answers to solve complex problems is all a question of how. And it is the how that makes all the difference.

300-54235_HOW_Div_PDJ.indd 1 1/29/08 4:11:57 PM

www.lockheedmartin.com/how



WITH A JOB SHE ENJOYED and two teen-age children, Ellen Boone was content with her life…well, almost. You see, what Ellen always yearned for yet could not seem to accomplish was to own a home. It was a dream she nearly had given up on.

That was until the fall of this past year, when 200 Blue Cross and Blue Shield of North Carolina (BCBSNC) em-ployees stepped away from their desks, picked up hammers and tape measures and donated nearly 1,000 hours of their time. Through their efforts, along with financial support from BCBSNC, Habitat for Humanity was able to make home ownership a reality for Ellen and her family in North Carolina’s first affordable green community.

BCBSNC employees’ commitment to serving their cus-tomers is matched by their passion for supporting North Carolina’s communities and people like Ellen Boone, which they do through volunteering more than 27,000 hours an-nually with nonprofits across the state. They become part of something much bigger than themselves.

“Working as a volunteer gives me a perspective of life that I do not have ready access to, otherwise,” says employee Mangala Datar. “As an immigrant to this coun-try, volunteering has been my way to get involved with the community.”

In many cases, BCBSNC works to align their employ-ees’ commitment to giving back with sustainable initiatives like Habitat, where the legacy of their work has the po-

tential to last for decades if not longer. Take for example a recent effort in Winston-Salem, North Carolina.

The Winston Lake YMCA is brimming with children; 2,500 a year in fact. Yet with all the benefits the Y can offer, what they haven’t been able to provide is a playground. That all changed one Saturday as 125 BCBSNC employees teamed up with 100 community volunteers and the experts from KaBOOM!—the nation’s leading nonprofit dedicated to playspace development—to give the children of Winston Lake a much needed place to play.

In just eight hours, an empty and overgrown lot transformed into a unique playground designed with the help of the Y kids and thanks to the hard work of an army of volunteers. Now the children have the perfect place for not only fun, but to experience the benefits of daily physical activity.

Building playgrounds and building homes are only part of a much bigger corporate commitment to build-ing stronger, healthier communities. And thanks to a dedicated and compassionate workforce, BCBSNC is well equipped to do this. PDJ

Kathy higgins Vice President of Community Relations, President, BCBSNC Foundation

Community Building through the Hands of Employee Volunteers

Blue Cross anD Blue shielD of north Carolina

Blue cross And Blue sHield of nortH cArolinA

Headquarters: durham, north carolina

Web site: www.bcbsnc.com

Primary Business: Health services.

employees: 4,900

www.bcbsnc.com



BEST BUY BELIEVES IN THE POWER OF TEENS. That’s why, in 2008, a platform called @15 was created to connect with teens, give voice to their perspectives and invest resources of Best Buy to support their efforts to lead social change. “Today’s teens are compassionate and concerned about the direction of our country,” said Brian Dunn, president and COO, Best Buy Co., Inc. “That’s why we’re tapping our employees, our tech-nology, and our resources to bring forward the voices of teens nationwide for a conversation about key issues that impact them and their future.”

The platform is driven through the @15 Fund, designed to empower teens to direct the monetary resources of Best Buy to teen-led projects. This year, Best Buy invested $1 million of the @15 Fund to a program called the @15 Change Exchange, in which teens earn points through their participation in activi-ties on www.at15.com and use those points to direct funding between four chosen nonprofit partners. Every three months, four new partners are selected and $250,000 is dispersed based on the decisions of the teens.

“When Best Buy told us they wanted to partner and develop a program that seeks to give today’s teen a voice and opportuni-ties to tackle some of the world’s most pressing challenges, we were thrilled,” said Gretchen Zucker, executive director, Youth Venture. “We are very excited about the @15 platform and sup-porting teens in making their voices heard.”

The first @15 Change Exchange took place April 15-30, with more than 500 members of the @15 community allocating their points between the chosen nonprofits Communities in Schools, Genesys Works, Global Citizen Corps, and Project Girl. Over the course of the first quarter, more than 113,000 unique visi-tors engaged with @15 and more than 5,000 new teens became members, a dramatic increase from the few hundred who joined before the Change Exchange was launched. “The @15 Change Exchange is an investment in this country’s next generation of

leaders.” said Dunn. “Coupled with the efforts, enthusiasm and creativity of our charity partners, the Change Exchange empowers teens with the tools they need to drive change and make a difference in their communities.”

In August, Best Buy will donate another $250,000 among the current charity partners, Mouse, GRAMMY Foundation, Youth Venture and the American Red Cross. Through @15 and the Change Exchange, Best Buy is working to ensure that the power is truly in teens’ hands. PDJ

Jeff peterson Director of Community Relations

Best Buy’s @15 Change Exchange

Best Buy Co., inC.

Best Buy co., inc.

Headquarters: richfield, Minnesota

Web site: www.bestbuy.com

www.at15.com/changeexchange

Primary Business: consumer electronics retail.

employees: 155,000 worldwide

www.bestbuy.com

www.at15.com/changeexchange



TWO YEARS AGO, Julie Evans was divorced, living with her in-laws, and supporting herself and two children on assistance payments totaling $330 a month. By nature, Evans is a hard worker, but she had no college degree to fall back on. Nevertheless, she was determined to change her circumstances.

At the unemployment office, she spotted a flyer adver-tising the JVS Financial Services Training Program, a five week workshop for people interested in teller and customer service positions at banks and other financial institutions. After the training, participants receive individual job place-ment assistance and retention support. The training and follow-up support are free to participants.

Evans’ success was especially gratifying for Bank of the West, which has been an active partner with JVS and this program in particular for several years. Through the bank’s $25,000 gesture of support, its assistance in developing the Financial Services Training Program curriculum, and the involvement of several key executives on various JVS com-mittees, Bank of the West demonstrates its commitment to the organization’s mission of teaching self-sufficiency and independence to students. The bank’s Human Resources department has been involved in focus groups to help formulate the financial services program, and two bank rep-resentatives are part of JVS’s working group that continues to reshape the program to update it and keep it relevant. In addition, one of the bank’s community affairs officers is on the JVS Performance Outcome Committee for the financial services program.

Evans read the flyer and decided to give banking a try. She was one of nine students in the training course. One student dropped out in the first week, while several others eventually returned to the work (or lack thereof ) they’d had prior to the training. But Evans stayed with it. “I refused to walk out of there without a job. I called people and I was on the Internet every day. I had prepared myself for a career and wasn’t going to stop until I got one!”

Part of the JVS training included interviewing tech-niques, and she learned them so well that eventually she received not one, but two job offers from banks. She chose Bank of the West, and today Evans is a customer services representative at the Medical Hill Center branch in Oakland, CA. At the JVS Strictly Business awards luncheon in April, Evans was honored as one of four Employees of the Year by the organization.

Today, Evans is not only a valued employee, she’s also confident and ambitious. “I want to move up,” she says. Now that she can afford to support her family in her own apartment, life has opened up for her. “I just keep smiling,” she says. Bank of the West is smiling with her, proud of what she’s accomplished and happy to have played a role. PDJ

reBeCa rangel Vice President, Community Affairs Regional Manager

Bank of the West Partners with JVS to Deliver Job Training

BanK of the West

BAnk of tHe West

Headquarters: san Francisco, california

Web site: www.bankofthewest.com

Primary Business: Banking.

employees: 10,422




GIVING BACK TO THE COMMUNITIES it serves is an important part of the way

Burger King Corp. (BKC) does business. The company demonstrates its commitment to philanthropy through the HAVE IT YOUR WAY® Foundation, the philanthropic arm of the BK® system.

The Foundation works to identify and support the local, national, and global causes that are important to BURGER KING® employees, franchisees, vendors, and guests around the world.

Since its inception in 2005, the Foundation has provided much-needed assistance to thousands of indi-viduals and families nationally, and has recently expanded its activities globally to include international fundrais-ing initiatives and charitable grants, supporting diverse communities worldwide.

One of the Foundation’s premier programs supports BURGER KING® employees via the BK™ Family Fund, which provides short-term financial assistance to employees who are victims of disasters or other emergency hardship situations.

“The grant buys you a little time to recover, giving you a chance to get back on your feet,” said Restaurant Manager Edwin Reina, a member of the BK® family for 25 years who could not work for two months after suffering a stroke.

The positive effects of the BK™ Family Fund can be felt far and wide throughout the BURGER KING® system. The fund has provided approximately $670,000 in emergency funds to more than 500 members of the BK® family since 2005.

Another focus of the HAVE IT YOUR WAY® Foundation is supporting youth through promoting edu-cation. Through its BURGER KING® Scholars Program, qualified students who excel academically, are involved in their community, and work part-time, are awarded a $1,000 scholarship to help offset the cost of their college education. To date, more than $12.7 million in scholar-ships has been raised to help more than 12,000 students attend college. “With the start that BK® gave me, I am at a job I love and I’m currently pursuing a master’s degree,” said award recipient Diana Vargas.

Another example of BKC’s community involvement and dedication to promoting youth is the company’s un-precedented three-year school-to-work program with Big Brothers Big Sisters (BBBS) of Greater Miami. During the program, high school students are mentored by BKC em-ployees and receive real-world employment experience in a BURGER KING® restaurant. “Students are motivated to stay in school and are provided work opportunities within the BURGER KING® system,” said Pete Smith, executive vice president and chief human resources officer, BKC. “In its first year, the program resulted in more than 70 matches, with BKC employees providing over 400 hours of mentoring.”

BKC is working with BBBS to expand the program on a national and international level.

“We are thrilled that our Foundation initiatives as well as our community affairs efforts are reaching deserving individuals and organizations while continuing to make a positive impact on the communities where we work and live around the world,” said Ivette Diaz, executive director of the Foundation. PDJ

anne ChWat President, HAVE IT YOUR WAY® Foundation

Giving Back, the BK® Way

Burger King Corporation

Burger king corP.

Headquarters: Miami, Florida

Web site: www.bk.com

Primary Business: Fast food hamburger restaurant.

employees: 27,000 corporate and company-owned restaurant employees in the u.s.

bKC launched an unprecedented “King-sized” school-to-work program with big brothers big sisters of Greater Miami.

smith

www.bk.com



CA, INC., THE WORLD’S LEADING independent IT man-agement software company, recognizes the importance and the value of giving back to the communities where CA has a pres-ence. CA’s philanthropy efforts are driven by a core focus on improving educational opportunities for underserved children and young people.

As part of CA’s commitment to education, a partnership began in 2007 with PENCIL, a nonprofit organization in New York City that supports relationships between business lead-ers and principals, with the goal of transforming local public schools. Through the PENCIL partnership, CA has been work-ing with the Talented and Gifted School (TAG) in East Harlem and has made significant contributions, hosted several field trips and provided mentoring workshops for the students.

2008 marked an incredible year for the PENCIL/TAG part-nership with CA. TAG students visited CA’s headquarters, and were given the opportunity to meet President and COO Mike Christenson and other CA executives and professionals. One of the 6th graders, Larry Castellanos, was particularly engaged when meeting Christenson, asking many insightful questions including if he could serve as CA’s president and COO for a day. The idea was so unique that CA provided Larry with a once-in-a-lifetime opportunity to experience a day-in-the-life of a global publicly-traded company president. Larry was picked up by car service in the morning from school and dropped off at CA’s New York City offices, where he accompanied Christenson to his sales, pricing, and budget meetings throughout the day.

“That day was one of the most amaz-ing days of my life,” said Larry. “Not only was I able to observe how a huge company runs, but I have also met an extraordinary leader, who has truly become my role model. It was a very motivating experience, which will definitely make me focus on technology and business areas in my future studies.”

Another component of the PENCIL partnership includes a pen pal program which CA developed with 10 fifth-grade students at TAG and CA’s partner school in Hyderabad, India, the CA-HOPE School. The program uses CA’s expertise and resources to bring together students from two very different worlds in an effort to introduce them to each other’s culture and way of life. Mike Christenson kicked off the program by host-ing a video teleconference between CA-HOPE School and CA’s NY headquarters, where the TAG students attended in person. Speaking to the students about his life at CA and his business travels to India was a great way for the students to break the ice and get to know their pen pals.

Following the success of the PENCIL partnership, Christenson recently accepted a position on the PENCIL Board of Directors. His involvement will further solidify CA’s commitment to educational partnerships. CA has support-ed non-profit organizations for nearly 30 years and continues to be committed to making positive impacts on global communities and driving sustainable changes to help improve education worldwide. PDJ

anne marie agnelli Vice President, Communications and Community Relations

Improving Education Worldwide

Ca, inC.

cA, inc.

Headquarters: islandia, new york

Web site: www.ca.com

Primary Business: it management software.

employees: 13,400

students from the talented & Gifted school in Harlem meet their new pen pals from the CA-HOPe school in Hyderabad, india via video teleconference.

larry castellanos (seated) served as CA’s President and COO for a day, while real President and COO mike christenson stood by.

www.ca.com



WHEN IT COMES TO COMMUNITY involvement, Comcast is a company that is committed to the local communities where its employees and customers live and work.

Community investment is a term with many defini-tions and expectations in the realm of corporate giving. But Comcast has made their commitment clear by focusing on three key areas: building tomorrow’s leaders, promoting community service and expanding digital literacy.

While Comcast, the largest cable company in the U.S., actively engages in community service every day, the signa-ture volunteer event is Comcast Cares Day. Together with various community partners, this national day of service is the prime example of how Comcast is helping to power dreams in communities—providing not only a helping hand, but also the funds to support new community proj-ects and educational initiatives.

On April 25, 2009, more than 60,000 employees, family members, friends, community partners and public officials volunteered at over 500 community service projects around the country. These volunteers delivered over 300,000 hours of service in a single day, raising the company’s cumulative total to more than 1.3 million hours since Comcast Cares Day began in 2001. Moreover, the Comcast Foundation has provided over $8 million in matching grants to local organizations that have participated in this annual event. These efforts continue to grow and inspire communities across the U.S.

This year, of the many moving stories from Comcast Cares Day, one in particular emerged from a school in West Philadelphia. Comcasters and their families helped to beautify Locke Elementary by planting trees, refurbish-ing the playground, and painting inspirational murals in hallways. In addition to providing helping hands, Comcast also donated $25,000 to the school to assist with purchas-ing computers for its students. Comcast’s support was described as “a true blessing” by Locke’s principal, Dr. Vernadine Cartwright.

For the past eight years Comcast Cares Day has changed lives for the better, and Comcast continues to make strides by partnering with organizations such as One Economy, United Way, City Year, the National Urban League, National Council of La Raza, and Big Brothers Big Sisters, among others.

In the end, everybody wins when time and energy are invested in our communities. PDJ

Charisse r. lillie Vice President, Community Investment; Executive VP of the Comcast Foundation

Comcast Cares

ComCast Corporation

comcAst corPorAtion

Headquarters: Philadelphia, Pennsylvania

Web site: www.comcast.com

Primary Business: cable, internet and phone communications.

employees: 100,000

Comcast’s COO and Corporation President, Comcast Cable Communications

Steve Burke, with locke elementary’s principal, dr. Vernadine cartwright.

www.comcast.com



AS A DIRECTOR at Deloitte Consulting LLP, Humby Sanchez specializes in business process redesign, large-scale training and change manage-ment, and technology systems implementation for some of the largest organizations in the world. She also contributes her skills to an inspirational

educational non-profit, College Summit.

College Summit is a nonprofit whose mission is to increase college enrollment rates in low-income communities. With 10 U.S. offices serving 160+ high schools, College Summit implements a curriculum that guides, supports, and motivates students through the college application process—with proven results. The most recent data indicate College Summit high schools nationwide have, on average, been able to increase college-going by 15 percent over their own baselines.

One reason the program is so effective is because it measures progress at a very granular level. By 2007, the organization was experiencing rapid growth and College Summit realized that it did not have adequate resources to convert the data they were receiving into reliable, actionable information, on a timely basis. Due to resource constraints, they were still using time-consuming, manual, error-prone spreadsheets and reports which took hours to complete.

Enter Deloitte and a team of colleagues led by Sanchez, which included a dozen consultants at the project’s peak. They spent a year developing the College Enrollment Data Warehouse,

a $1 million system that enables College Summit to get reliable school and student performance data into the hands of superintendents, guidance counselors and teachers in a fraction of the time it used to take them.

“We worked with College Summit to streamline their data-collection process to create a more efficient calculation of col-lege enrollment metrics,” said Sanchez. “Through that process, we also saw the need for a more robust technology solution that would not only measure and report on college enrollment metrics, but also analyze which indicators and levers encourage more students to go to college. College Summit could use that analysis to improve their programs.”

With this new technology infrastructure, the organization is now able to spend more time positively impacting the lives of thousands more students than its capabilities previously allowed. In fact, the new infrastructure has reduced some data compila-tion and report generation time by 87 percent, improved the reliability, security and quality of the data, enabled the creation of new reports that were previously not possible, and provided the foundation for advanced analytics on enrollment and reten-tion data. The system is entirely scalable, so as College Summit continues to grow, its capacity to turn data into information and knowledge will grow as well. PDJ

evan hoChBerg National Director, Community Involvement

Inspirational and Educational: College Summit

Deloitte

deloitte llP

Headquarters: new york city

Web site: www.deloitte.com/us

Primary Business: Professional services organization

(audit, risk management, tax, consulting and financial advisory services).

employees: 44,375

sanchez

www.deloitte.com/us



IMAGINE A SOCIETY that is healthy, edu-cated and productive. Where none of our customers live in poverty.

At Entergy, we do more than imagine. We aspire. We aspire to contribute to a society that is healthy, educated and productive. We are committed to helping to break the cycle of poverty for our low-income customers.

Low Income InitiativesWe believe a healthy, productive and educated society is

vital to our success as an organization. We also believe we have a moral responsibility to help those in need. To that end, Entergy Corporation has invested $40 million since the turn of the 21st century in programs to fight poverty. Entergy’s Low Income Initiatives are grouped into three broad focus areas:

• Helping low income individuals and families achieve economic self-sufficiency.The concept of these efforts is to equip low income families and individuals with the tools necessary to help themselves escape poverty. To this end, Entergy works with non-profit partners to fund programs such as job training, literacy, scholarships, and affordable hous-ing. Additionally, Entergy champions programs like Individual Development Accounts, which are matched savings accounts that low income families and individu-als can use to build assets, save for college, or purchase a first home or primary vehicle.

• Improving the flow of funds from all sources.Entergy partners with institutions like the IRS to help educate low income individuals about benefits such

as the Earned Income Tax Credit and Child Tax Credit. In 2008 almost 200 low in-come families and individu-als participated in a Super Tax Saturday event hosted by Entergy and various commu-nity partners which provided

them an opportunity to have their taxes filed free of charge without having to miss a day of work. As a result, the families received more than $230,000 in refunds from returns that were processed that day.

• Providing tools to help low income families manage their utility bills.Energy efficient homes cost less to heat and cool, and in 2008 Entergy employees helped weatherize 2,755 homes in four states. Entergy shareholders, employees and customers also contributed $2.3 million in 2008 to help more than 17,000 low-income elderly and disabled individuals in financial crisis pay their utility bills.

Contributions and VolunteerismGiving back to the communities we serve is an in-

tegral part of Entergy’s corporate mission. And because local problems are best solved through local solutions, Entergy relies on employees who are part of the com-munity and knowledgeable about their area’s unique needs. These employees serve on local contributions com-mittees that make funding decisions. In 2008, these committees awarded approximately 3,000 grants totaling more than $15.8 million.

Community Connectors When the needs are great and resources scarce, volun-

teerism is essential to help fill the gap. In 2008, Entergy employees logged more than 67,000 hours of volunteer service valued at $1.3 million.

The Future We Imagine and Commit to AchieveEntergy pledges to continue to work diligently to

achieve our aspirations. We will continue to imag-ine a world beyond what we can achieve today. An environment that poses no threat to future generations. A society where no one suffers in poverty. A world with unlimited energy and unlimited possibilities. That is the future we imagine, and we maintain our commitment to the principles of sustainable growth so that one day that future will be a reality. PDJ

D. patriCia riDDleBarger Director, Corporate Social Responsibility

Breaking the Cycle of Poverty: Entergy’s Low Income Initiatives

entergy Corporation

entergy corPorAtion

Headquarters: new orleans, louisiana

Web site: www.entergy.com

Primary Business: utility.

employees: approximately 14,500

www.entergy.com



DAVID AND ANNELIESE, both employed by Halliburton, are the founders of the Texas branch of Camp Quality, a sum-mer camping experience and year-round support program for children with cancer. And through Halliburton’s Giving Choices program and corporate donations, Halliburton has donated more than $150,000 to Camp Quality.

The purpose of Camp Quality is to provide children with cancer with personalized care, support and a fun experience. Every camper is paired with a companion whose primary re-sponsibility is to make sure their camper has the most enjoyable, safe, relaxing and restorative experience possible. The name Camp Quality came about as the result of a statement made by an oncologist to Vera Entwistle, who established the first Camp Quality in Sydney, Australia in 1983. The oncologist said: “No one can do anything about the quantity of life, but we all can do something about the quality.”

Anneliese first volunteered with a Camp Quality branch in Arkansas the summer between her high school graduation and her first semester of college. That summer 18 years ago, she was paired with an 11-year old cancer patient, who has now become a volunteer to Camp Quality herself. She and Anneliese still share that bond today.

Anneliese continued her commitment to the Camp Quality in Arkansas each summer for years until she got the idea to enlist the aid of her husband, David, to help her to establish a branch in Texas. David handles the fund-raising—of which the primary vehicle is a golf tournament—and Anneliese oversees a group of 15 volunteers who plan the week of camp and related activities.

Last year, 118 campers and volun-teers (triple the number from just five years ago) benefited from Camp Quality. Together David and Anneliese have a combined 26 years of volunteer service to Camp Quality. In 2008, their combined volunteer time approached 1,000 hours.

“David and Anneliese both hold very demanding jobs at Halliburton,” said Mabel Menefee, manager, Community Relations, Halliburton, “yet they still find the time to make a difference in the lives of children who deserve some joy in life. We are very proud of their efforts.”

At Halliburton, community involvement starts at the grassroots level—with employees. Last year, Halliburton employees donated 60,000 volunteer hours in charitable activi-ties worldwide. PDJ

maBel menefee Manager of Community Relations

Camp Quality Makes a Difference in the Lives of Children with Cancer

halliBurton

HAlliBurton

Headquarters: Houston, texas and

dubai, united arab emirates

Web site: www.halliburton.com

Primary Business: energy services.

employees: 50,000

david kulakofsky launches a canoe for camper roberto, seated in front, and his mentor david. A co-founder of Camp Quality texas with his wife Anneliese, Kulakofsky also serves as canoeing instructor.

From left, tacey, anneliese kulakofsky, maycie and kerri enjoy enthusiastic applause from the audience at last year’s talent show.

tacey and Maycie, both blind from retinoblastoma (cancer of the eye), sang an exuberant duet.

www.halliburton.com



A CHILD’S ROOM should be a place for planning, dreaming and studying as well as sleeping.

To help ensure that for some of the students at Ron Clark Academy in Atlanta, the school reached out to donors and volunteers, inviting them to participate in an “Extreme Room Makeover” competition. The innovative private academy, which offers a world-class education to primarily inner-city children, first challenged its students to write an essay describing their dream rooms to determine the 13 students who would receive a redesigned room.

Then, volunteer design teams from local companies and community groups were given just 36 hours to completely transform the spaces into the students’ dream rooms. IHG fielded two teams in the contest, from Technical Services and the Standardized Room Décor (SRD) departments. The Tech Services team, who placed second in the room design competition, worked on seventh-grader Jule’s room, bringing to life his love of buildings from around the world. A New York City skyline mural was applied to his closet doors, complemented by stylish new carpeting, an enter-tainment center and a new computer, flat-screen TV and

furniture.

To help realize fifth-grader Raven’s dream of a Hawaiian-inspired bedroom, the SRD team—who took third place—repainted the walls a vibrant ocean blue, adding a tropical wall mural. A trundle bed, coordinating furniture, carpet and blinds rounded out the picture, along with a new com-puter, printer and television. The team also redecorated the adjoining bathroom.

At a school awards ceremony, students as well as family members shared about the makeover experience, and there wasn’t a dry eye in the house. “Raven’s mom cried when she told us how much Raven loves to make her bed and tidy her ‘new’ room,” said Pauline Luna, Plan Revision Specialist for SRD. “She’s excited to have her best friend over to spend the night now because she can sleep in the trundle bed.”

IHG looks forward to continuing to build on our three-year partnership with the Ron Clark Academy. In addition to the room design contest, IHG supports the school by providing complimentary hotel rooms in cities around the world for educational and cultural tours with students. During the 2008-2009 school year, students visited cit-ies such as New York, Washington D.C., Paris, London, Sydney, and Tokyo. By the time students have completed their middle school education at the Ron Clark Academy, each will have visited 6 continents. These educational trips expose the students to new cultures and situations and provide rich opportunities for personal and academic growth. PDJ

roslyn DiCKerson Senior Vice President, Corporate and Public Affairs

Creating Community: Extreme Room Makeovers with the Ron Clark Academy

ihg (interContinental hotels group)

iHg (intercontinentAl Hotels grouP)

Headquarters: atlanta, Georgia

Web site: www.ihgplc.com

Primary Business: Hotel franchisor.

employees: 3,000 corporate employees in the americas region

before and after pictures of Jule’s room, by second place winners tech services team.

before and after pictures of raven’s room, by third place winners srd.

www.ihgplc.com



LAST YEAR, Profiles in Diversity Journal honored the Major League Baseball® Reviving Baseball in Inner Cities™ (RBI™) program, sponsored by KPMG LLP, with a 2008 Innovations in Diversity Award.

KPMG became RBI’s sole corporate sponsor in 2007, pro-viding $1 million annually for program support and scholar-ships. As importantly, more than 1,500 KPMG partners and employees volunteer in more than 30 cities across the U.S., helping local RBI programs with on-field assistance, business management support, and classroom mentoring.

Since receiving the Innovation in Diversity Award, KPMG has expanded its support of RBI, including helping Major League Baseball expand the program with the formation of the Junior (Jr.) RBI program for children ages 6 to 12. KPMG also joined with Major League Baseball Charities last year to create the RBI for RBI Scholarship Fund. In its first year, the fund awarded each of six RBI participants with a $5,000 scholarship, based on their academic achievement, financial need, and dem-onstrated leadership abilities.

One of those scholarships was awarded to Angie Hidalgo, who just completed her first year at SUNY Binghamton, and is now an intern in KPMG’s Future Diversity Leaders program, serving in the firm’s New York office.

Angie was a 10th grader at the Life Sciences High School in Harlem when she joined the RBI program in her neighborhood. She recalls that the program wasn’t simply about baseball and softball—it also provid-

ed her with important educational sup-port, “everything from helping you with writing essays through assisting you to find a place at college.”

She says RBI also taught her valuable life skills, because it encourages participants to get involved both on and off the field. “I took part in fund-raising, and I was also interviewing new hires,” she says. “That was the great thing about the program. Before anyone was hired, they were screened by the kids!”

Even though her college career has taken her away from home, Angie continues to work with Harlem RBI. “During winter break, I went back to talk to juniors and seniors on RBI, telling them what life was like at college, and later this year, I’m planning to do some coaching and more fund-raising.”

RBI has an impressive record when it comes to helping kids succeed, not just on the baseball diamond, but in life. In Angie’s neighborhood, for example, 58 percent of students don’t finish high school. But, since 2004, an astonishing 99 percent of Harlem RBI participants have received their high school diplomas, and more than 93 percent went on to college. “RBI is a great program,” Angie says. “It helps you achieve what you want to achieve.” PDJ

BruCe pfau Vice Chair, Human Resources

Reviving Baseball in Inner Cities™ (RBI™)

Kpmg llp

kPmg llP


Web site: www.us.kpmg.com

Primary Business: Big Four accounting firm providing

audit, tax, and advisory services.

employees: 22,000 u.s.

KPMG llP Chairman timothy P. Flynn, angie Hildago, an rbi and KPMG Future diversity leaders participant, and former Mlb player and Hall of Famer don newcombe.

www.us.kpmg.com



FOR YEARS, National Grid has been part of—and proud of—the local communities we serve. We give millions of dollars in local donations. The com-pany matches its employees’ charitable donations. And, this year we stepped up our efforts to increase employee volunteer opportunities.

National Grid supports programs that focus on energy, the environment and education. There’s a natural con-nection between our commitment to the communities we serve and our employees’ desire to use the power of action to build meaningful partnerships that improve everyday skills, motivate people, support recruiting and retention of employees and contribute to the wellbeing of our communities.

National Grid is actively working with schools and community organizations, including Junior Achievement and City Year, among others. Whether we’re helping students get excited about science and math through our Engineering Our Future program, mentoring kids in city schools, or joining with the community to clean up parks, we know we are helping develop the skills and opportuni-ties we all need to change the world. National Grid supports multiple programs financially and through the thousands of employees who volunteer throughout the year.

National Grid has a strong foundation of employee volunteering in both its U.S. and U.K. operations. The company was the corporate sponsor of the 25th anniversary of Volunteers’ Week, a national celebration in the U.K.

On May 8 National Grid kicked off the expansion of its U.S. volunteer program by supporting Earth Day, demonstrating the power of action through employee vol-unteering across the company’s service area in New York, Massachusetts, New Hampshire, and Rhode Island. More than 400 employees, including members of the leadership team, working with over 200 community volunteers, had an opportunity to help with environmental ‘clean-up’ proj-ects to recognize Earth Day.

National Grid’s Director, U.S. Employee Volunteerism Bill Sherry said, “May 8 was a great day for our employ-ees, our communities and our environment—Earth Day provided a terrific opportunity for employees to volunteer with co-workers and members of the leadership team. This is just the beginning; more volunteering opportunities will be promoted throughout the year. Our employees continue to amaze me with their energy and passion for doing good deeds in the community.”

On August 20 a team of about 45 National Grid volunteers will participate in a “Team Build Day” with Habitat for Humanity of Cape Cod in Massachusetts. The group will help build a Habitat for Humanity home in Harwich, Massachusetts, as part of the affiliates “greenest” build ever. PDJ

marCy reeD Senior Vice President for U.S. Public Affairs

The Power of Action in Community Commitment

national griD

nAtionAl grid

Headquarters: in the u.K., with corporate offices in Massachusetts and new york

Web site: www.nationalgrid.com

Primary Business: electricity and natural gas delivery.

employees: 27,500 (63% in the u.s., 37% in the u.K.)

More than 400 National Grid volunteers participated in earth day ‘clean up’ projects across the company’s service area in New York and New england, including cleaning up the rockaway beachfront in Queens, New York (as shown in this picture).

www.nationalgrid.com



WHILE Novartis Pharmaceuticals Corporation (NPC) is a large organization with thousands of employees, their philosophy to corporate giving demonstrates a very individual and personal touch. Part of the company’s philanthropic goal really is to un-derstand the social issues affecting the state of New Jersey and particularly Morris County, and partner with the community to address them.

As part of that goal they have worked closely with Morristown Neighborhood House (MNH) in Morristown, New Jersey to build after-school programs that are academically rich and robust as well as programs to combat obesity. What started out fifteen years ago as a volunteer program for NPC employees has since grown into something much greater for both organizations.

“Novartis has been extremely engaged over the years,” says David Walker, Executive Director of MNH. “They have been a true partner, not just giving monetary contributions, but also giving time and volunteers.”

MNH was founded in 1898 as a settlement house to help Italian immigrants become acclimated to a new culture. Today, its core mission remains helping new immigrants and families who are confronting economic challenges and fostering cross-cultural

acceptance.

Through a range of educational and social programs, the organization provides services for all ages: from their three preschools and numerous afterschool programs, to its “Pathways to Work” program that helps people find jobs. Through the years, NPC has become actively involved in sup-porting many of them.

“The beauty of our partnership with MNH is that it’s not singularly focused. We have an opportunity to provide them with funds, volunteer support and also indirect support through some of the contributions that our employees make to the United Way,” explains Rhonda Nesmith Crichlow, Executive Director, Alliance Development & Philanthropy at NPC. “We really feel that it’s important for our employees to be engaged in the local community where we’re headquartered.”

Toward that end, NPC hosts Community Partnership Day, which has grown in participation to nearly 1,750 employees last year. As a result of that effort, NPC employees have spent significant time with the kids at MNH, planted gardens and even repainted the outside of the organization’s building, which Mr. Walker says hadn’t seen a new coat of paint in 20 years. Employees also donate to collection drives providing school sup-plies, toys and other items. Many have also taken their contri-butions to a personal level by volunteering throughout the year and even joining the organization’s board. PDJ

rhonDa nesmith CriChloW Executive Director, Alliance Development & Philanthropy

Novartis Pharmaceuticals Corporation Knows Good Corporate Citizenship Begins at Home

novartis pharmaCeutiCals Corporation

novArtis PHArmAceuticAls

corPorAtion

Headquarters: Global: Basel, switzerland;

u.s.: new Jersey

Web site: www.novartis.com

Primary Business: researches, develops, manufactures

and markets leading innovative prescription drugs.

employees: 96,717

Public Affairs employee volunteers from Novartis Pharmaceutical Corporation at the Morristown Neighborhood House.

www.novartis.com



THE NEW YORK LIFE FOUNDATION awarded a three year, $3,000,000 grant to Comfort Zone Camp (CZC). CZC is the largest nonprofit bereavement camp for children in the nation. The grant provided funds to expand the number of regional sites where camps are offered and as a result will serve more than 2,400 children each year.

The need for support for children suffering a loss is real. The death of a loved one is one of the most stressful events a child can face and unfortunately is not a rare occurrence. Statistics show one in seven children experiences the loss of a parent or sibling or close relative by the age of 10.

Experts have shown that bereaved children, without the benefit of a healthy support system, are at risk. In the year following bereavement, children commonly display grief and distress; and emotional and behavior difficulties are often reported. Studies show that youth who experience the sudden death of a parent report significantly more depressive, anxious, and disruptive behaviors than their nonbereaved peers.

The Camp provides a safe and fun place for children age 7-18 to grieve by combining traditional camp ac-tivities with group grief counseling. Each camp ends with a memorial service, with the camper’s surviving parent/guardian in attendance. Another unique aspect of the Camp is the one-to-one pairing of children (“little bud-dies”) to adults (“big buddies”).

“The New York Life Foundation’s support allows more grieving children across the country the opportunity to get back to being kids again while they begin the healing process,” said Lynne Hughes, founder and chief executive officer of Comfort Zone Camp.

Comfort Zone Camp is making a very real difference in the lives of children and families from all economic and cultural backgrounds affected by a loss. The New York Life Foundation is proud to help an organization like Comfort Zone Camp to expand the number of camps and serve more children who are grieving.

The Camp is vital to the children who attend as well as the family members who are grieving and supporting the child through the grief process.

“When Adero’s mother died unexpectedly, we struggled to find a program for children who had lost a parent. Ever since camp, Adero is lighter and better able to talk about his feelings. He asks when he can go again and we hope this will be an annual experience for him as he continues with life through his grief. Thank you so much for helping him find his light again. What you do has helped him heal from this tragedy and start to again become a happy little boy,” said Kimberly Min, Adero’s aunt. PDJ

Christine parK President, New York Life Foundation

Helping Comfort Zone Camp Helps Kids Heal

neW yorK life insuranCe Company

neW york life insurAnce comPAny


Web site: www.newyorklife.com

Primary Business: the largest mutual life insurance company in the united states.

employees: 8,830 (domestic) as of January 1, 2009

www.newyorklife.com



AT PITNEY BOWES, our core values of integrity, passion, and collaboration fuel the company’s goal to invest in its communi-ties through corporate volunteerism and philanthropic support to nonprofits from the Pitney Bowes Foundation.

In support of the company’s philanthropic interests in lit-eracy and education, Pitney Bowes began a relationship in 2008 with Jumpstart, a nonprofit based in Boston, Massachusetts. Through its school readiness program, Jumpstart helps close the achievement gap for low-income children in metro areas and inspires young adults to become early-childhood teachers and mentors.

Jumpstart’s program recruits and trains adult participants, or Corps members, to work one-on-one with preschool children in Head Start and other low-income early education centers for twice-weekly, two-hour sessions. Over the course of an eight-month school year, Corps members work together with their partner child on language, literacy, social and initiative skills.

For the 2008-2009 school year, Pitney Bowes’ support helped Jumpstart expand its school readiness model in Boston with its “School Success Initiative” to exponentially grow its reach from its 2004 base of 180 children to an additional 1500 young children per year. This new initiative builds on the success of Jumpstart’s prior model by focusing efforts on low-income communities in entire metro areas, growing through collaboration with other early education efforts.

With the expansion of its program, Jumpstart’s “School Success Initiative” helps:

• create a network of higher education institutions and com-munity volunteers to address the need for high-quality preschool education;

• improve quality at community and public preschools, and Head Start centers;

• increase collaboration with early childhood service provid-ers, other community-based organizations and government to improve efficiency and quality of service delivered to children and families.

In these ways, Jumpstart’s school readiness program has gained influence within the field of early childhood education.

For Pitney Bowes, the relationship with Jumpstart has pro-vided the opportunity to support a program that is addressing the academic achievement gap on a broader scope, through vibrant collaborations that engage the local community and are scalable and sustainable. In doing so, they have effected a lasting, positive impact on our communities. PDJ

Kathleen ryan mufson Director, Citizenship & Philanthropy

Giving Students a “Jumpstart” for School

pitney BoWes inC.

Pitney BoWes inc.

Headquarters: stamford, connecticut

Web site: www.pb.com

Primary Business: Mailstream technology.

employees: 35,000

scenes from Jumpstart’s school readiness program.



AT PITNEY BOWES, our core values of integrity, passion, and collaboration fuel the company’s goal to invest in its communi-ties through corporate volunteerism and philanthropic support to nonprofits from the Pitney Bowes Foundation.

In support of the company’s philanthropic interests in lit-eracy and education, Pitney Bowes began a relationship in 2008 with Jumpstart, a nonprofit based in Boston, Massachusetts. Through its school readiness program, Jumpstart helps close the achievement gap for low-income children in metro areas and inspires young adults to become early-childhood teachers and mentors.

Jumpstart’s program recruits and trains adult participants, or Corps members, to work one-on-one with preschool children in Head Start and other low-income early education centers for twice-weekly, two-hour sessions. Over the course of an eight-month school year, Corps members work together with their partner child on language, literacy, social and initiative skills.

For the 2008-2009 school year, Pitney Bowes’ support helped Jumpstart expand its school readiness model in Boston with its “School Success Initiative” to exponentially grow its reach from its 2004 base of 180 children to an additional 1500 young children per year. This new initiative builds on the success of Jumpstart’s prior model by focusing efforts on low-income communities in entire metro areas, growing through collaboration with other early education efforts.

With the expansion of its program, Jumpstart’s “School Success Initiative” helps:

• create a network of higher education institutions and com-munity volunteers to address the need for high-quality preschool education;

• improve quality at community and public preschools, and Head Start centers;

• increase collaboration with early childhood service provid-ers, other community-based organizations and government to improve efficiency and quality of service delivered to children and families.

In these ways, Jumpstart’s school readiness program has gained influence within the field of early childhood education.

For Pitney Bowes, the relationship with Jumpstart has pro-vided the opportunity to support a program that is addressing the academic achievement gap on a broader scope, through vibrant collaborations that engage the local community and are scalable and sustainable. In doing so, they have effected a lasting, positive impact on our communities. PDJ

KATHLEEN RYAN MUFSON Director, Citizenship & Philanthropy

Giving Students a “Jumpstart” for School

PITNEY BOWES INC.

PITNEY BOWES INC.

Headquarters: Stamford, Connecticut

Web site: www.pb.com

Primary Business: Mailstream technology.

Employees: 35,000

Scenes from Jumpstart’s school readiness program.

www.pb.com



PRUDENTIAL AND ITS EMPLOYEES are constantly working to support communities around the globe. Prudential’s Community Resources Department is responsible for carrying out this mission through four units. In 2008, financial support of these activities included:

• The Prudential Foundation provided $23 million in grants to nonprofit organizations that address the needs of targeted cities around the world;

• Local Initiatives managed $7 million in charitable contributions;

• Social Investments closed $62 million in socially responsible investments and currently has outstand-ing assets and commitments totaling $336.8 million with nonprofit and for-profit ventures dedicated to creating healthy and sustainable communities;

• Business Diversity Outreach invested $2.1 million in strategic partnerships and sponsorships with organizations and institutions serving the women, people of color, and LGBT markets.

Utilizing other incentives offered by the company, employees also connect with causes and nonprofit orga-nizations that express their commitment to giving back to their communities. Here’s a snapshot of volunteer incentive programs offered at Prudential:

Prudential CARES Volunteer Grants Program pro-vides grants to the nonprofit organizations for which em-ployees and retirees provide volunteer service.

The Prudential Spirit of Community Awards honor young people for outstanding volunteer service to their

communities. Created in 1995 in partnership with the National Association of Secondary School Principals (NASSP), the awards represent the United States’ largest youth recognition program based solely on volunteering. A similar program, the PruKids Awards, is for the children of Prudential employees.

Prudential’s Annual Global Volunteer Day allows Prudential employees, family members, clients, customers, and friends to give back to the communities where they live and work. Since 1994, almost 220,000 volunteers have participated in nearly 5,000 projects. What makes this program unique is that employees select and coordinate volunteer projects that are significant to them individually.

Personal Volunteer Day allows all full-time employees to have one paid day off a year for community service. Part-time employees who work at least 20 hours per week are eligible for a half-day for community service. PDJ

John strangfelD Chairman and CEO

Prudential’s Community Involvement

pruDential finanCial, inC.

PrudentiAl finAnciAl, inc.

Headquarters: newark, new Jersey

Web site: www.prudential.com

Primary Business: life insurance, annuities, retirement-related services, mutual funds, investment management, real estate services.

employees: 41,000 (as of december 31, 2008)

Prudential employee Gina Ugaro (center) with goddaughter, Jadzia munoz, 9, and son aaron caraballo-Ugaro, 9.

Prudential employee rhonda martin (left) and daughter, Serena, 7.

scenes from Prudential’s 10th Annual Youth day, an event that encourages children to learn the value of community service. Fifty volunteers supported the Glass Beads of

Ghana exhibition by sorting and preparing beads for a “bead extravaganza” event at the Newark Museum. the young volunteers also learned about the significance of beads in Africa, Asia and europe.

www.prudential.com



SHELL’S COMMITMENT TO COMMUNITY and social responsibility has been in place for more than 50 years, with over $485 million in contributions to support community health and welfare, arts and cultural activities, and various edu-cational initiatives, including minority education, and diversity and inclusiveness programs in Houston and across the U.S. In 2008 alone, Shell employees in the U.S. rendered approximately 45,000 hours in service to the community through partnerships with non-governmental organizations.

Shell sponsors employee network groups (also called affinity groups) to support employees’ professional growth and career development, as well as support Shell’s diversity and community outreach efforts. Shell’s networks include an African-American network, an Asian network, a Hispanic network, a women’s net-work, a Gay, Lesbian, Bisexual, Transgender (GLBT) network, a Generation X/Y network and an experienced hire network. The networks play a critical role in establishing and maintaining many of these partnerships.

One such partnership is with the National Council of LaRaza (NCLR), supporting the Escalera “Steps to Success” program. NCLR, the largest Hispanic civil rights and advocacy organization in the U.S., works to improve opportunities for Hispanic Americans. By NCLR estimates, Latino youth are the

least likely of all youth to graduate from high school and attend college, are overrepresented in low-wage, low-skill employment and are underrepresented in management and leadership positions in the private sector. The Escalera program delivers an interactive curriculum, designed for Latino junior and senior students, to network, develop their leadership skills, and obtain information to make decisions about higher education and potential 21st century career opportunities.

Shell sponsors the Escalera Program at KIPP (Knowledge is Power Program) Academy in Houston, one of eight Escalera sites operating in the U.S. Members of the Shell Hispanic Employee Network (SHEN) are integrated into the program curriculum to mentor students on careers in science, math, engineering and technology. The benefit to Shell is the creation of a future talent pipeline for the energy industry.

Over the past seven years, the Escalera program has proven to be an effective and sustainable program model that prepares Latino youth for college and the workforce. To date, it has served nearly 800 students. Ninety-four percent of all partici-pants have graduated from high school, and nine-one percent of those who completed the program have enrolled in college. In 2008, the Escalera program was recognized as an effective youth development program by the U.S. Department of Labor and highlighted in numerous publications and studies. PDJ

John esquivel Chief Ethics & Compliance Officer & Associate General Counsel

Shell “Steps to Success”

shell oil Company

sHell oil comPAny (subsidiary of

royal dutch shell)

Headquarters: Houston, texas

Web site: www.shell.us/careers

Primary Business: energy and petrochemicals.

employees: u.s.: 21,500+

shell escalera Program Kickoff

www.shell.us/careers



IN A WORLD WHEN CHEFS are stars on television, what better way to focus attention (and raise money) to help seniors have enough to eat than a culinary celebration for charity? That thinking has created Meals from the Masters, a signature event that benefits Meals On Wheels Delaware, whose mission is to ensure that every eligible senior in the state of Delaware receives a hot, nutri-tious meal in their home. The event raised more than $5 million in its first 11 years—and enough money in 2008 to provide 25,000 meals for home-bound seniors in Delaware. In 2009, despite the economic downturn, the event is pro-jected to have raised half a million dollars.

Planning for each year starts almost immediately after the events have ended; while lessons learned are fresh in

everyone’s mind. The event co-chair is Scott Daniels, CEC, CCA, AAC, Sr. Manager, Dining & Culinary Services for Senior Services of Sodexo, one of the world’s leading food service and facilities manage-ment companies, that has a long corporate tradition of fighting hun-ger and its root causes. In 1999 the company founded—and funds all administrative costs for—the Sodexo Foundation, a not-for-

profit charity that has contributed more than $11 million in the fight against hunger in America. The company not only supports Daniels for his work, it has recognized him

with its prestigious ‘Heroes of Everyday Life’ designation—an award that Daniels shrugs off.

Originally centered around the Celebrity Chefs’ Brunch, Meals from the Masters has grown into a spring weekend of culinary delights, including the Evening with the Masters and the Cellar Masters’ Wine Auction. Chefs from around the country—indeed the world—come to Wilmington to participate, including Delaware native and 2009 James Beard Foundation Outstanding Restaurateur nominee Tom Douglas; James Beard nominee Joseba Jimenez de Jimenez, of Harvest Vine in Seattle; Ben Pollinger, of New York City’s Oceana; Stephen Stryjewski of Cochon Restaurant in New Orleans; and Alain Ivaldi of Lycee Hoteliers, who came from Marseilles, France.

Despite the recession, each of the events were sold out (again), showing that enjoying wonderful food while raising money so that others might do the same is a best practice. PDJ

stephen J. BraDy Senior VP, Corporate Communications, Sodexo, Inc., and President, Sodexo Foundation

“Meals from the Masters” Benefits Meals on Wheels

soDexo

sodexo

Headquarters: Gaithersburg, Maryland

Web site: www.sodexousa.com www.sodexoFoundation.org

Primary Business: integrated food and facilities management.

employees: 120,000 in north america, 355,000 Globally leisure’s culinary team supports Meals on Wheels,

while sharing a message of sustainability.

Daniels

(right) Fresh whole-some produce serves

as the centerpiece.

(below) responsibly harvested

diver scallop with blood Orange Confit

delights the charity brunch.

www.sodexoUSA.com

www.SodexoFoundation.org



THE STATISTICS ARE SOBERING: According to the Robert Wood Johnson Foundation, the U.S. childhood obesity rate has more than doubled since 1980. Nineteen percent of 6- to 11-year-olds are obese—and the rate is even higher among low-income and minority children. The UnitedHealth HEROES program, launched by UnitedHealth Group in the fall of 2008, aims to help reverse that trend.

In partnership with the nonprofit resource Youth Service America, UnitedHealth HEROES provides micro-grants of up to $1,000 to schools and community centers for service-learning projects that engage and educate young people on the issue of obesity. The first round of grants, which went to 100 programs in 15 states, supported everything from a whimsical play, writ-ten and performed by teens to educate elementary-schoolers about the dangers of diabetes, to an after-school program where older kids led younger ones in fun physical activities and discus-sions about good nutrition.

What the programs have in common is that they use cre-ative, engaging, peer-to-peer methods that achieve measurable results. Hands-on learning helps kids retain information, which can lead to improved health behaviors and better educational outcomes—so HEROES dovetails perfectly with UnitedHealth Group’s overall mission to help people live healthier lives.

The peer-to-peer component is especially important. The teenage stars of Sir Insulin Monk vs. the Evil Diana Betes were “the coolest thing ever” to their younger audiences, who paid rapt attention to the play as a result, says Tina Zastrow of the

Tehama County, California department of education. Plus, she adds, the gender, socioeconomic, and eth-nic diversity among the acting troupe meant that every young audience member could find a personal role model among the performers. More than 1,000 students attended the play, and many of them—along with all of the cast—took pledges to make healthier food choices and exercise more.

In Peoria, Illinois, 55 seventh-graders who participated in the Youth Fitness Outreach program through the Greater Peoria Family YMCA went on to lead more than 350 third- through sixth-graders in heart-pumping games of roller hockey and thoughtful conversations about why and how to choose healthy foods. More than 75 percent of participating youth came from households living below the poverty level, and 90 percent were from minority communities at high risk of obesity and Type 2 diabetes.

Youth Fitness Outreach is making a significant difference: Before the program, 35 percent of the participating children answered questions about nutrition correctly; afterward, 80 percent knew the right answers. Beforehand, 46 percent met daily exercise guidelines; afterward, 72 percent did. And the peer educators also learned confidence-building leadership skills, while the younger kids met great mentors. UnitedHealth HEROES will begin accepting its next round of grant applica-tions (available at www.YSA.org) on August 1. PDJ

Daniel Johnson Vice President of Social Responsibility

UnitedHealth HEROES Find Innovative Solutions to Childhood Obesity

uniteDhealth group

unitedHeAltH grouP

Headquarters: Minnetonka, Minnesota

Web site: www.unitedhealthgroup.com

Primary Business: diversified health and well-being.

employees: 75,000

teenage actors in tehama County, California presented the original play, Sir Insulin Monk vs. the Evil Diana Betes, to teach younger students about the benefits of healthy food choices and exercise.

Kids at the Greater Peoria Family YMCA participated in fun games and activities as well as learning about healthy nutrition.

www.unitedhealthgroup.com



patriCK gaston President, Verizon Foundation

Verizon Foundation Helps The Los-Angeles Domestic Violence Prevention Collaborative

verizon CommuniCations

verizon communicAtions


Web site: www.verizon.com www.verizonfoundation.org

Primary Business: Broadband, wireless and wireline communications.

employees: 237,000

A new immigrant from China, Li* was unable to speak English and without family in the country when her husband disappeared, taking their 5-year-old daughter with him.

Li had endured both physical and emotional abuse from her husband while in China and the U.S., but losing her daughter was too much to bear.

She attended a legal clinic in Los Angeles’ Chinatown hosted by the Asian Pacific American Legal Center, one of three organizations that form the Los Angeles Domestic Violence Prevention Collaborative.

The Collaborative, which also includes the Los Angeles Urban League (LAUL) and the Mexican American Legal Defense and Educational Fund (MALDEF), was funded through a $1 million grant from the Verizon Foundation, the philanthropic arm of Verizon. Its goal is to raise awareness about domestic violence and encourage victims in the Latino, African-American and Asian communities to use the resources available to protect themselves.

Domestic violence touches every segment of society, but while the problem is universal the solutions are not. That is why Verizon is so proud to take part in this effort that will find solu-tions to make sure cultural differences do not prevent a victim from reaching out for help and getting the necessary assistance.

The collaborative and its member organizations have reached out to service providers, youth and parents with targeted, mul-tilingual messages delivered at local health fairs, festivals and community meetings. Their efforts include a bilingual hotline and newsletter, a domestic violence prevention resource direc-tory and reference cards, information for parents on teen dating violence and myths and facts about domestic violence.

For Li, the APALC and the collaborative helped her enter an emergency shelter, begin divorce proceedings and obtain a restraining order against her husband. In early 2009, APALC also helped Li reunite with her daughter.

The Los Angeles Domestic Violence Prevention Collaborative is just one of the many organizations the Verizon Foundation has supported in its efforts to raise awareness of domestic violence and aid in its prevention. In the past three years, the Verizon Foundation has awarded nearly $15 million in grants to nonprofit organizations assisting domestic violence survivors.

To learn more about Verizon’s partnership with the Collaborative and view PSAs on teen dating violence preven-tion created by MALDEF, visit http://foundation.verizon.com/core/domestic-featured.shtml. PDJ

*client name has been changed to protect her identity.

students pictured took part in a MAldeF leadership program. the students wrote and performed in public service announcements on domestic violence prevention funded through a verizon Foundation grant to the los Angeles domestic violence Prevention Collaborative.

www.verizon.com

www.verizonfoundation.org



WAL-MART BELIEVES in a philosophy of operating globally and giving back locally. At the local level, the company knows it can make the greatest impact by supporting causes that are important to customers, right in their own neighborhoods. Wal-Mart provides financial, in-kind and volunteer support to more than 100,000 charitable and community-focused organizations in the neighborhoods of its stores and clubs, while providing opportunities for customers and associates to give back.

Around the global level, Wal-Mart and its domestic and international foundations supported communities around the globe with more than $423 million in cash and in-kind gifts from February 2008 through January 2009 (FYE 2009).

As the largest corporate cash contributor in the U.S., Wal-Mart’s charitable giving impact can be felt throughout the nation, from grants that create educational opportunities for minority and first-generation students, to career opportunities in diverse communities around the country.

The Walmart Foundation awarded the Institute for Higher Education Policy (IHEP) a $4.2 million grant to support pro-grams that help first-generation students pursue a college degree. IHEP works with the Alliance for Equity for Higher Education, a coalition of nearly 350 minority-serving institutions including Historically Black Colleges and Universities, Hispanic Serving Institutions, and Tribal Colleges and Universities.

Excelencia in Education aims to accelerate higher education success for Latino students. A recent Walmart Foundation grant of $1.49 million will support the replication of effective programs that promote Latino student success.

The Thurgood Marshall College Fund (TMCF) “Strive for Excellence” program provides merit scholarships to students attending historically black colleges and universities. A 2007 Walmart Foundation grant of $1 million provided African American students opportunities for educational advancement.

In addition to educational opportunities, in 2006 the Walmart Foundation provided a $5 million grant to the National Urban League (NUL). The grant is being used over a five-year period to assist job seekers in finding employment in today’s competitive marketplace.

The Walmart Foundation’s giving strategy centers on the four key areas of education, workforce and economic develop-ment, health and wellness and environmental sustainability. At both the local, national and global level Wal-Mart and its Foundations are striving to make a positive difference in all four, while empowering others to do the same. PDJ

margaret mCKenna President, Wal-Mart Foundation

Supporting Diverse Communities Where It Matters Most

Wal-mart stores inC.

WAl-mArt stores inc.

Headquarters: Bentonville, arkansas

Web site: www.walmartstores.com

Primary Business: retail sales.

employees: More than 2 million associates

worldwide, including more than 1.4 million in the united states.

margaret mckenna, President of the Wal-Mart Foundation, presents a check to Youthbuild Massachusetts. Nine Youthbuild programs in Massachusetts received $475,000 in grant funding from the Wal-Mart Foundation. the funds are part of a $5 million grant awarded to Youthbuild usA to help hundreds of students earn their Ged or high school diploma, develop job skills, and build affordable housing for low income families.



WAL-MART BELIEVES in a philosophy of operating globally and giving back locally. At the local level, the company knows it can make the greatest impact by supporting causes that are important to customers, right in their own neighborhoods. Wal-Mart provides financial, in-kind and volunteer support to more than 100,000 charitable and community-focused organizations in the neighborhoods of its stores and clubs, while providing opportunities for customers and associates to give back.

Around the global level, Wal-Mart and its domestic and international foundations supported communities around the globe with more than $423 million in cash and in-kind gifts from February 2008 through January 2009 (FYE 2009).

As the largest corporate cash contributor in the U.S., Wal-Mart’s charitable giving impact can be felt throughout the nation, from grants that create educational opportunities for minority and first-generation students, to career opportunities in diverse communities around the country.

The Walmart Foundation awarded the Institute for Higher Education Policy (IHEP) a $4.2 million grant to support pro-grams that help first-generation students pursue a college degree. IHEP works with the Alliance for Equity for Higher Education, a coalition of nearly 350 minority-serving institutions including Historically Black Colleges and Universities, Hispanic Serving Institutions, and Tribal Colleges and Universities.

Excelencia in Education aims to accelerate higher education success for Latino students. A recent Walmart Foundation grant of $1.49 million will support the replication of effective programs that promote Latino student success.

The Thurgood Marshall College Fund (TMCF) “Strive for Excellence” program provides merit scholarships to students attending historically black colleges and universities. A 2007 Walmart Foundation grant of $1 million provided African American students opportunities for educational advancement.

In addition to educational opportunities, in 2006 the Walmart Foundation provided a $5 million grant to the National Urban League (NUL). The grant is being used over a five-year period to assist job seekers in finding employment in today’s competitive marketplace.

The Walmart Foundation’s giving strategy centers on the four key areas of education, workforce and economic devel-opment, health and wellness and environmental sustainabil-ity. At the local, national, and global levels, Wal-Mart and its Foundations are striving to make a positive difference in all four, while empowering others to do the same. PDJ

MARGARET MCKENNA President, Walmart Foundation

Supporting Diverse Communities Where It Matters Most

WAL-MART STORES INC.

WAL-MART STORES INC.

Headquarters: Bentonville, Arkansas

Web site: www.walmartstores.com

Primary Business: Retail sales.

Employees: More than 2 million associates

worldwide, including more than 1.4 million in the United States.

Margaret McKenna, President of the Wal-Mart Foundation, presents a check to YouthBuild Massachusetts. Nine YouthBuild programs in Massachusetts received $475,000 in grant funding from the Wal-Mart Foundation. The funds are part of a $5 million grant awarded to YouthBuild USA to help hundreds of students earn their GED or high school diploma, develop job skills, and build affordable housing for low income families.

www.walmartstores.com



Caroline ‘Caz’ mattheWs VP, Corporate Social Responsibility, WellPoint, and President, WellPoint Foundation

Building on Our Promise to Improve Health and Strengthen Communities

Wellpoint inC.

WellPoint inc.

Headquarters: indianapolis, indiana

Web site: www.wellpoint.com

Primary Business: Health benefits.

employees: 42,000

“I expected this experience to be rather mundane…packing boxes, sorting supplies, etc. But as I was packing boxes with medical supplies, it overwhelmed me to think that the next time those boxes would be opened, it would be to use those items to save lives thousands of miles away. Awesome!”—Marilyn Roach, WellPoint associate, after her ex-perience with Community Service Day 2009 and her work with MedShare, a local non-profit organization

WellPoint’s annual Community Service Day is only two years old, but already we are creating a culture of volunteerism that we expect will carry through for many years to come. In our second year, more than 3,500 associates and their friends and family across 107 cities participated in 180 projects on a single spring day. The greatest result wasn’t what happened on that day but the inspiration it provided to associates to continue to make a difference in their communities all year long.

“After the 2008 Community Service Day, I started coordi-nating a group of associates that has adopted a unit of 12- to 17-year-old boys at Hillside. We make monthly visits with them and have really enjoyed the opportunity. I am hoping that after this year’s event, I will be able to expand my volunteer pool so our visits will be even better this year,” said Heather Boyer, an Atlanta associate working with Hillside Hospital, a treatment facility for children with severe emotional, psychological and behavioral challenges. Community Service Day volunteers spent time creating a garden, picnic and play area for the children served by Hillside.

WellPoint’s Community Service Day was designed to ad-dress direct needs in the communities served by the company. The company wanted to provide a meaningful experience for associates and their families and friends and to show that time, talent and money are all important elements that are needed in our communities.

Organized through the WellPoint Foundation, the day com-plements the Foundation’s overall support for building healthy communities through grants and donations to organizations that improve health and the environment and those that support underserved populations. Organizations selected also represent the diversity of WellPoint’s associate base and the communities we serve.

WellPoint partnered with the March of Dimes, United Way, Boys & Girls Clubs of America, the National Urban League, Feeding America and Keep America Beautiful. Additionally, many local organizations were selected for a variety of projects. PDJ

WellPoint associates in st. louis stand with the mural they painted at the Gateway Homeless shelter during Community service day 2009.



CAROLINE ‘CAZ’ MATTHEWS VP, Corporate Social Responsibility, WellPoint, and President, WellPoint Foundation


WELLPOINT, INC.

WELLPOINT INC.

Headquarters: Indianapolis, Indiana



Employees: 42,000

“I expected this experience to be rather mundane…packing boxes, sorting supplies, etc. But as I was packing boxes with medical supplies, it overwhelmed me to think that the next time those boxes would be opened, it would be to use those items to save lives thousands of miles away. Awesome!”—Marilyn Roach, WellPoint associate, after her ex-perience with Community Service Day 2009 and her work with MedShare, a local non-profit organization.






WellPoint associates in St. Louis stand with the mural they painted at the Gateway Homeless Shelter during Community Service Day 2009.

www.wellpoint.com

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CAROLINE ‘CAZ’ MATTHEWS VP, Corporate Social Responsibility, WellPoint, and President, WellPoint Foundation


WELLPOINT, INC.

WELLPOINT INC.

Headquarters: Indianapolis, Indiana



Employees: 42,000

“I expected this experience to be rather mundane…packing boxes, sorting supplies, etc. But as I was packing boxes with medical supplies, it overwhelmed me to think that the next time those boxes would be opened, it would be to use those items to save lives thousands of miles away. Awesome!”—Marilyn Roach, WellPoint associate, after her ex-perience with Community Service Day 2009 and her work with MedShare, a local non-profit organization.






WellPoint associates in St. Louis stand with the mural they painted at the Gateway Homeless Shelter during Community Service Day 2009.

www.chevron.com


Bank of the West .. .. .. .. .. .. .. 17


Chevron .. .. .. .. .. .. .. .. .. .. .. .. 67

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Eastman Kodak Company.. .. .. 18

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Ford Motor Company . .. Inside Front,

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Ivy Planning Group .. .. .. .. .. .. 70

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Lockheed Martin .. .. .. .. .. .. .. 43

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National Grid .. .. .. .. .. .. .. .. .. .. 9

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Shell Oil .. .. .. .. .. .. .. .. .. .. .. .. 47

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Sodexo . .. .. .. .. .. .. .. .. .. .. .. .. .. 3

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UnitedHealth Group . .. .. .. .. .. 23


Vanguard HR . .. .. .. .. .. .. .. .. .. .. 5

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Verizon . .. .. .. .. .. .. .. . Back Cover

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Wal-Mart . .. .. .. .. .. .. .. .. .. .. .. 15

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Waste Management . . Inside Back

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WellPoint .. .. .. .. .. .. .. .. .. .. .. 13

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Bank of the West .. .. .. .. .. .. .. 17


Chevron .. .. .. .. .. .. .. .. .. .. .. .. 67

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Eastman Kodak Company.. .. .. 18

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Ford Motor Company . .. Inside Front,

www.ford.com . .. .. .. .. .. .. pg 1

Ivy Planning Group .. .. .. .. .. .. 71

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HCA Inc. .. .. .. .. .. .. .. .. .. .. .. .. 69

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WellPoint .. .. .. .. .. .. .. .. .. .. .. 13

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At HCA, we are committed to serving the diverse needs

continuously work to understand

DIVERSITY & INCLUSIONand how to apply these principles to the business of healthcare.



editors notebookstoriesHave You Experienced These Kinds of Triggers?

microtrigger stories

loud and proud

“ I am from the Dominican Republic. Because my skin is a darker complexion, I am sometimes mistaken for being African American. All too often, after people detect my accent and realize I am not African American, they begin making discriminating comments about that ethnic group. This is one of my biggest triggers…just because I am not of a particular ethnic group, should not give someone the green light to speak negatively about that group to me. I used to act as if it didn’t bother me when people would do this, but now after years of frustration, I address it head on!

-Anonymous

Generational divide

“ I have been with my company for about 3 years now, but I will never forget my first day of orientation. I distinctly remember the HR Manager making reference to her son and saying, “those 20-somethings…they just don’t know what they want.” Little did she know, I was ambitious, very focused and only 22. I know people in their 30s, 40s and 50s that “don’t know what they want.” It’s very disheartening that people in my age group

are constantly regarded as “flighty” and “unfocused.”

-E. Atkins, M.A.

Faulty Conclusion

“ I walked into a meeting with a group of colleagues. My boss went right into the agenda and never welcomed me to the group. It took about 22 minutes for him to acknowledge me, though I had been trying to contribute to the meeting. I felt invisible and began to question my relationship with my boss. Afterward, I spoke to

him about the incident, only to learn that he was new to his role as facilitator and meant no harm. Problem averted!

-S. Pugh

pantry pet peeve

“ I work for a small, woman-owned business. The owner purchases snacks for the staff, which is very appreciated because employees tend to work late hours and on weekends. Nonetheless, someone from the building’s maintenance department used to come into our suite daily. During this time, he would greet everyone and ensure our suite was well accounted for, but not before stopping in the kitchen and helping himself to the snacks in our pantry. This sincerely bothered me. I hate to sound petty, but the snacks were purchased for staff of my company, not his.

-Anonymous

PDJ

Janet Crenshaw Smith is president of Ivy Planning Group, LLC, a consulting and training firm that specializes in diversity strategy and leadership. Her book is titled, MicroTriggers: 58 Little Things That Have a BIG Impact. Have a MicroTrigger story to share? Send it to: [email protected].

Microtriggers are those subtle

behaviors, phrases and inequities

that trigger an instantaneous

negative response. Here are some

samples for you to consider.

By Janet Crenshaw Smith


editors notebookstoriesHave You Experienced These Kinds of Triggers?

microtrigger stories

Loud and Proud

“ I am from the Dominican Republic. Because my skin is a darker complexion, I am sometimes mistaken for being African American. All too often, after people detect my accent and realize I am not African American, they begin making discriminating comments about that ethnic group. This is one of my biggest triggers…just because I am not of a particular ethnic group, should not give someone the green light to speak negatively about that group to me. I used to act as if it didn’t bother me when people would do this, but now after years of frustration, I address it head on!”

-Anonymous

Generational Divide

“ I have been with my company for about 3 years now, but I will never forget my first day of orientation. I distinctly remember the HR Manager making reference to her son and saying, ‘those 20-somethings…they just don’t know what they want.’ Little did she know, I was ambitious, very focused and only 22. I know people in their 30s, 40s and 50s that ‘don’t know what they want.’ It’s very disheartening that people in my age group are

constantly regarded as ‘flighty’ and ‘unfocused’.”

-E. Atkins, M.A.

Faulty Conclusion

“ I walked into a meeting with a group of colleagues. My boss went right into the agenda and never welcomed me to the group. It took about 22 minutes for him to acknowledge me, though I had been trying to contribute to the meeting. I felt invisible and began to question my relationship with my boss. Afterward, I spoke to

him about the incident, only to learn that he was new to his role as facilitator and meant no harm. Problem averted!”

-S. Pugh

Pantry Pet Peeve

“ I work for a small, woman-owned business. The owner purchases snacks for the staff, which is very appreciated because employees tend to work late hours and on weekends. Nonetheless, someone from the building’s maintenance department used to come into our suite daily. During this time, he would greet everyone and ensure our suite was well accounted for, but not before stopping in the kitchen and helping himself to the snacks in our pantry. This sincerely bothered me. I hate to sound petty, but the snacks were purchased for staff of my company, not his.”

-Anonymous

PDJ

Janet Crenshaw Smith is president of Ivy Planning Group, LLC, a consulting and training firm that specializes in diversity strategy and leadership. Her book is titled, MicroTriggers: 58 Little Things That Have a BIG Impact. Have a MicroTrigger story to share? Send it to: [email protected].

MicroTriggers are those subtle

behaviors, phrases and inequities

that trigger an instantaneous

negative response. Here are some

samples for you to consider.

By Janet Crenshaw Smith

www.ivygroupllc.com


I last word

IN TIMES OF SERIOUS economic crisis, every as-pect of an organization falls under scrutiny for a poten-tial panacea. Although there are absolutely no corporate

silver bullets, across industries the element of corporate cul-ture seems to stand up as a key differentiator when it comes to the “last one standing” competition. Corporate culture makes a difference. So many organizations are reinventing themselves through a culture change.

what is culture?Culture can be simplistically defined as the predominant attitudes and behaviors (norms) present in an organization. It is expressed in:

• The way we treat each other,• The way we treat our external customers, and• The way we meet the needs and expectations of

our business partners.It is important to understand that there is no good or bad

culture. But how a culture shapes mindsets, and how it influ-ences the contributions employees make to the business, can be judged by its results.

do you need a culture Shift initiative?A corporate culture evolves over long periods of time and aspects of any given culture are never all undesirable. A culture shift is about transforming the organization through a series of continuous influences, conversations, and behavior modeling, all led by leaders so that new sets of experi-ences create predominant attitudes resulting in new behaviors and environment.

Systems aligned with the desired cultural shift are required if the desired work environment is to last. For instance, for collaboration to take hold, let’s say across divisions, the re-wards and recognition mechanism must include criteria for cross-divisional teams’ rewards and recognition rather than pitching one against the other for individual stardom.

Before throwing out the proverbial baby with the bath water, a company needs to assess first what elements of its culture need to be shifted. Through a culture value assess-ment process, traits of the work environment will surface. Depending on geography, merger status and length, leader-ship change, and similar framework factors, a mix of traits will be uncovered. Weeding out time follows.

If enough of the uncovered traits present a risk to the long term well being of the organization, a culture shift might be in order. If a culture of empowerment is critical to success, because success depends on quick but critical decisions made at the lowest levels, then uncover-ing substandard understanding of strategic goals, lack of collaboration, rampant unfairness, inadequate training, and significant fear of management should prompt an initiative to shift the culture. Conversely, uncovering traits that render the organization competitive or resilient should immediately prompt a reinforcement strategy.

competitive advantageSuccessful business models require that employees, at all levels, be engaged. Emotional ownership and engagement by employees are non negotiable if they are to contribute to the long term success of an organization. For full engagement to exist, the culture must facilitate the desired experience leading to the desired behaviors. In critical times, when busi-ness growth could literally rest on the choice by a Customer Service Associate to “delight my customer” rather than to “just do my job,” the right culture can well become a determi-nant in business longevity. Perhaps it is time to check where your corporate culture stands. PDJ

Valuing Corporate Culture

By Marie Y. Philippe, PhD

Corporate Vice President, Culture and Organizational Effectiveness The Lifetime Healthcare Companies

Marie Y. Philippe, PhD is well known for her leadership contribution in corporate culture transformation through strategic diversity initiatives and organizational change management. She can be reached at [email protected].

A company that can change your world and the world around you.

Waste Management is a Fortune 200 company that is making a difference. We are strongly committed to upholding ethical standards and promoting diversity and inclusion.

Waste Management and the communities we serve are working together to fuel innovative change and we need your help. www.wmcareers.com

From everyday collection to environmental protection. Think Green. Think Waste Management. www.thinkgreen.com

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Volume 11, Number 4 JUly / AUgUSt 2009


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also inside: 2009 International

Innovation in Diversity Awards

At Verizon, we want you to bring your diverse talents,experiences, backgrounds, and viewpoints to work. It’syour smarter, bolder, and faster ideas that will move ourbusiness forward at the speed of FiOS! Bring it in andbring it on – bring your diversity to work at Verizon.

Bring ItIan, Verizon Telecom

Careers For Everything You Arewww.verizon.com/careersVerizon is an equal opportunity employer m/f/d/v.

At Verizon, we’re changing the way the world lives, worksand plays. We open doors to opportunities and rewardsthat rival your ambition. From having the most reliable network,to the outstanding service we provide our customers, to ourunparalleled FiOS technology, we’re dedicated to being thebest at what we do. Whether your interests lie in sales, marketing, finance, IT, HR, customer service, engineering, or operations, we offer careers as ready as you are.

NY013112B 7/30/09 3:21 PM Page 1

www.verizon.com/careers

Documents

Profiles in Diversity Journal | Jul/Aug 2009