Profiles in Diversity Journal - Mar / Apr 2006

Also Featuring ...
MGM’s Front-Runner Punam Mathur • The Many Habits of Highly Inclusive Organizations
Volume 8, Number 2 March / April 2006

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I remember not long ago when there was some clamor to have
corporations pay more taxes. The prevailing sentiment seemed to be PUBLISHER James R. Rector
that corporations were not contributing their fair share to the treasury.
Paul Harvey, the radio commentator, reminded his listeners that corpora- MANAGING EDITOR John S. Murphy
tions do not pay taxes; only people pay taxes. His point, of course, was
CREATIVE DIRECTOR Linda Schellentrager
that businesses simply pass on the tax expense to consumers who end up
paying higher prices for the goods or services they buy. DIRECTOR, MARKETING Damian Johnson
What may be true about taxes, however, is certainly not true about
CONTRIBUTING EDITOR Laurie Fumic
diversity. It is not just individuals who advance diversity; it is corporations,
too. This explains the dual nature of Profiles in Diversity Journal. We OVERSEAS CORRESPONDENT Alina Dunaeva
feature individuals who are change-agents—people who are advancing
diversity and inclusion in both their companies and the communities in WEB MASTER Jason Bice
which they operate. At the same time, we showcase the companies that
make these individuals’ efforts bear fruit.
We do this because, while we enjoy celebrating personal achievement, LETTERS TO THE EDITOR
we are mindful that behind every star performer is the senior management Commentaries or questions should be
team or board of directors of a progressive, dynamic company. These addressed to: Profiles in Diversity Journal,
companies are the ones leading the push for diversity and inclusion. P.O. Box 45605, Cleveland, OH 44145-0605.
They are determined to bring fairness and opportunity to the work All correspondence should include author’s
place. They value the contribution of every individual. full name, address, e-mail and phone number.
Exelon Corporation is an outstanding example of such a company.
Diversity permeates the corporate culture and extends to suppliers and DISPLAY ADVERTISING
community organizations. John W. Rowe, the chairman, president, and 30095 Persimmon Drive
CEO, not only leads the company, he makes time to lead one of the Westlake, OH 44145
company’s Employee Network Groups. Tel: 440.892.0444
You’ll find plenty of other real-life examples of diversity-in-action FAX: 440.892.0737
in our feature, “The Many Habits of Highly Inclusive Organizations.” profiles@diversityjournal.com
We’ve identified the diversity habits that leading organizations have in

SUBSCRIPTIONS
common. Better yet, you’ll get to explore ideas that may not yet have
U.S. $49.95 one year / $89.95 two years;
reached your own board room.
in Canada, add $15 per year for postage.
And our Front-Runner this issue is Punam Mathur, vice president
Other foreign orders add $20 per year.
of diversity at MGM MIRAGE, the first company in the gaming industry
U.S. funds only. Subscriptions can be ordered
to launch a diversity intiative. A star performer in every sense, Ms. Mathur
at: www.diversityjournal.com or call
gives us a look into this entertainment, hospitality, and gaming giant.
customer service at 800.573.2867 from
Our profile begins on page 46.
8:00 a.m. to 5:00 p.m. EST.
SUBMISSIONS
John Murphy Reprints:
Managing Editor profiles@diversityjournal.com
Editorial:
diversityjournaledit@mac.com
CORRECTIONS: For the Record
Photos & Artwork:
Due to an editor’s error, Robert Hagans Jr., chief financial officer of AARP,
diversityjournalart@mac.com
was misidentified in the Leaders on Black Leaders feature in the last issue of the
magazine. We apologize for the mistake.
2 Profiles in Diversity Journal March/April 2006

On the Cover / Special Feature
17 Chairman, President, and CEO John W. Rowe of Exelon Corporation –

is taking the company to new heights. We look at the role Exelon and its
subsidiaries are playing in the diverse communities in which they provide power.
Punam Mathur
MGM MIRAGE Senior Vice President
of Corporate Diversity and Community Affairs
Punam Mathur is on a mission to make the company’s
diversity culture a role model in the hotel and
gaming industry. Backed by strong support at the
highest levels of MGM MIRAGE, she’s succeeding.
46
True strength has many faces.
At DaimlerChrysler Corporation, we work hard to design, engineer and

build the best cars and trucks available. And it’s all made possible through the
dedicated work of every employee. Unity does, indeed, create beautiful things.
Chrysler, Jeep, and Dodge are registered trademarks of DaimlerChrysler Corporation.

The Many Habits of Highly Inclusive Organizations
Inspired by Stephen Covey’s book, we asked some of the
most esteemed companies to describe their diversity and
inclusion programs to see if there are commonalities among
56 them. Indeed, there are. This feature is loaded with good
ideas, free for the taking.
departments
Diversity Who, What, Where & When
8
Catalyst
Diversity Scorecards
Diversity Scorecards can be used to measure
14 progress, identify change drivers, keep managers
accountable, and communicate successes.
Diversity Best Practices

Diversity Councils
Senior Executive Diversity Councils are becoming
54 increasingly important. Our feature from Diversity
Best Practices explains why.
Diversity Crossword Puzzle

Miles Mellor
78
Get more out of your career. Now at Dell.
At Dell, we’re committed to bringing together individuals with
diverse backgrounds, thinking, leadership and ideas, and arming
them with the best tools to ensure their success. We believe
this helps drive innovation and makes Dell a more dynamic
company. Through career development, mentoring programs,
network groups and productivity tools like the Dell Latitude D610
® ®
with Intel Centrino Mobile Technology, we offer the resources
to help every employee achieve their potential. Our goal is to
ensure that Dell is a great place to work, grow and aspire.
Success real time. Capture it at Dell.
Dell recommends Trisa Thompson uses a Dell Latitude D610

Windows® XP Professional with Intel® Centrino® Mobile Technology
CAREERS AT DELL. CONSIDER THE POSSIBILITIES.
How do you get started? Visit www.dell.com/pdj

Dell and the Dell logo are registered trademarks of Dell Inc. ©2006 Dell Inc. Intel, Intel logo, Intel Inside, Intel Inside logo, Centrino and the Centrino logo are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other
countries. All rights reserved. Dell Inc. cannot be held responsible for errors in typography or photography. Dell is an AA/EO employer. Workforce diversity is an essential part of Dell’s commitment to quality and to the future. We encourage you to apply, whatever your
race, gender, color, religion, national origin, age, disability, marital status, sexual orientation, or veteran status.
Stanford Is Chief Diversity he was primarily involved in writing was presented the “Millennium
Officer at AARP equal-opportunity policy for the Pacesetter” award by the Atlanta Business
WASHING- Department of Defense. League and selected as one of the “Top
TON – Dr. E. Brock holds a Bachelor of Science 100 Blacks in Corporate America” by
Percil Stanford is degree (cum laude) in Business and Black Professionals magazine.
the chief diversity Management from the University of “Valencia has done an excellent job
officer of AARP. Maryland (European Division) and a of building and guiding a very thought-
His responsibili- Master’s in Human Relations from the ful and effective diversity and inclusion
ties include shap- University of Oklahoma. He was certi- strategy at our company. Her long histo-
ing and articulat- fied as a Senior Professional in Human ry of service at BellSouth and in the
ing the diversity Resources by the Society for Human community combined with her breadth
and inclusion Resource Management in 1998 and of business knowledge make her a
mission of the served as the chair of the diversity tremendous asset to this board,” said
organization. committee for the American Society of Duane Ackerman, chairman and chief
For many years, Stanford was asso- Association Executives in 2004-2005. executive officer of BellSouth.
ciated with San Diego State University,
where he continues to serve as professor Georgia’s Governor Sonny Mary Nugent Leads Technical
emeritus. He was professor and charter Perdue taps Valencia Adams Services at BMC Software
director for the university’s Center on for Board position Mary Nugent, vice president, technical
Aging. He also served as the director for ATLANTA – services, has been
the National Institute on Minority BellSouth with BMC
Aging, which he founded. He is widely Corporation Software for 11
recognized for his expertise on issues (NYSE: BLS) years. She has
associated with minority aging. His lead- Chief Diversity held numerous
ership in the field of aging includes Officer Valencia leadership posi-
being involved in the early development Adams has been tions, most
of several key aging organizations, named by recently as vice
including the American Society on Georgia president and
Aging, where he served as president. Governor general manager
Sonny Perdue of a $60-million
Brock Takes On Chapter to serve on the state’s recently formed line of business
Operations at the American Workforce Investment Board (WIB) where she led global development labs in
Coordinating Council. the United States, Europe, and India.
Red Cross Nugent began her career as a certified
WASHING- Adams is one of 20 Georgia business
leaders to serve on the 43-member WIB public accountant. She managed her own
TON – Gayle L.
which will also include local elected offi- accounting firm before entering the world
Brock is the
cials and representatives from community of consulting. She then moved into the IT
diversity director
organizations and labor unions. The industry, managing professional services
for chapter oper-
board will recommend policy to guide for the oil and gas industry, before joining
ations in the
the state’s strategic workforce plan. BMC Software.
American Red
Adams is vice president and chief Her current position involves oversee-
Cross. Prior to
diversity officer for BellSouth ing and leading a newly formed global
re-joining the
Corporation. She has oversight for diver- organization.
Red Cross diver-
sity and inclusion strategy development Nugent comes from a family of leaders.
sity team, he served for five years as the
and implementation across BellSouth Her great-grandmother, Leonor Villegas,
Diversity Manager for AARP. Brock first
Corporation. She has received numer- was involved in the Mexican Civil War
joined the Red Cross in 1996 after retir-
ous honors and awards throughout her and is the most decorated female citizen in
ing from 26 years of service in the U.S.
career. She was named one of “25 Mexico. She was known for being a revo-
Army, where he worked extensively in
Influential Black Women in Business” lutionist and started an organization called
the areas of military equal opportunity
for 2006 by The Network Journal. the White Cross in Mexico.
and organizational effectiveness. He
completed two tours of duty in the Profiles in Diversity Journal included
Office of the Secretary of Defense where her in their list of “Women Worth
Watching” in 2006. In 2005, Adams

Bring out the best in everyone,
and you can achieve great things.
The men and women of Lockheed Martin are involved in some of the most important projects in the world.
Though naturally diverse, our team shares a common goal: mission success. Our differences make us
stronger because we can draw on the widest possible range of unique perspectives. Resulting in innovative
solutions to complex challenges. Lockheed Martin. One company. One team.
www.lockheedmartin.com
Lori Cook, Vice President of technology practice group. Previously, recipient of its 2006 Whitney M. Young
Global Services, Channels, she was also with O’Melveny & Myers Junior Award.”
LLP for 17 years, and was a partner in The Whitney M. Young Jr. Award
and Emerging Markets their transactions group. Clolery gradu- was named for the former National
Lori Cook
ated summa cum laude from University Urban League executive director, consid-
recently joined
of California, Los Angeles, and cum ered a pioneer in community organiza-
BMC as vice
laude from Harvard Law School. tion and advocacy for oppressed people.
president of
The award is presented annually to an
global services,
channels, and Dell’s Thurmond Woodard individual who has proven, through
Receives the Austin Area their deeds, to exemplify the principles
emerging mar-
for which Young stood.
kets. She will be Urban League’s Whitney M.
responsible for Young Jr. Award InterContinental Hotels Group
extending AUSTIN, Texas
BMC’s growth – The Austin Appoints Roslyn Dickerson
in all market Area Urban Regional Senior VP, Diversity,
segments through partners, especially the League (AAUL) the Americas
emerging growth segment. Cook joins has named ATLANTA –
BMC after 24 years at IBM. During Thurmond B. InterContinental
this time, she was responsible for deliver- Woodard, Dell’s Hotels Group
ing IBM’s $3.7 billion services revenue vice president of (IHG) [NYSE:
and $2.1 billion signings target for the global diversity, IHG], the
western 22 United States. While at its 2006 world’s largest
IBM, Cook created IBM’s Emerging Whitney M. and most global
Markets services strategy, which is still in Young Jr. Award hotel company,
effect today. recipient. has appointed
Cook’s career includes several man- Woodard, unanimously elected by Roslyn Neal
agement and leadership positions at AAUL’s board of directors, has led Dell’s Dickerson
IBM including the development of mul- global diversity and ethics efforts since regional senior
tiple programs with business partners 2000. He has been instrumental in the vice president, diversity, the Americas.
and emerging growth. She has a consis- company’s initiative to build diversity In this capacity, Dickerson will be
tent track record of delivering results at into its core business plan, including reporting directly to Steve Porter, presi-
IBM in every position she has held. accessing top talent to ensure its success. dent of the Americas, IHG. Dickerson’s
Dell’s partnership with the Austin Area appointment represents the company’s
Denise Clolery, Senior Vice Urban League has helped the company continued focus on diversity and inclu-
President, General Counsel meet this goal. sion by focusing on internal staffing,
and Secretary “The contributions Thurmond has operations, and key external relation-
Denise Clolery made in the community and to our ships and partnerships with suppliers,
has joined BMC organization have been key in promoting vendors, and franchise prospects.
and the company’s Dell to the Austin Area Urban League “I am pleased to welcome Roslyn to
executive leader- both financially and programmatically. the IHG team and know she will use her
ship team as senior Thurmond’s contributions overall have tremendous experience across multiple
vice president, been invaluable,” said Jeffrey Richard, industries, companies, and geographies to
general counsel CEO of the AAUL. continue the critical work of leading,
and secretary. “At Dell, we’re on a mission to find, developing, and implementing our diver-
She comes to hire and develop diverse talent. sity and inclusion strategies, including
BMC from Thurmond has galvanized our internal assessing our organizational needs and
Sonnenschein, belief that to be a successful company identifying solutions that will contribute
Nath & and a great place to work, Dell must to a more diverse and inclusive organiza-
Rosenthall LLP, leverage the similarities and differences tion,” said Porter.
where she was a partner in their corporate, of employees,” said Kevin Rollins, CEO Prior to joining IHG, Dickerson
securities, intellectual property, and of Dell. “The Austin Area Urban League served as the corporate vice president
could not have picked a more deserving and chief diversity officer with

Honeywell, headquartered in will be key to the consultancy work he proposition to our corporate members
Morristown, N.J., beginning in 2002. will lead in Schneider~Ross. while creating sustainable business
Before joining Honeywell, Having spent the last 12 years living opportunities between them and
Dickerson held various senior level in The Netherlands, the United States MBEs,” says NEMSDC President and
positions with several financial services and Switzerland, he is now moving CEO Wil Spencer. “With Susan Yule’s
organizations in which she was responsi- both his working and family life back commitment and leadership guiding our
ble for diversity initiatives. These posi- to the UK. dedicated board, I am confident we will
tions include her role as managing direc- “I’m absolutely delighted to be reach the aggressive goal we have set of
tor, Corporate & Investment Bank for joining the Schneider~Ross team,” said achieving $1 billion annually in sales
Citigroup, where as the global head of Alves. “For me, Schneider~Ross has between the two business entities within
diversity, she reported directly to the been doing strategic diversity work in five years.”
CEO and was responsible for developing the right way for years. Now I have the “NEMSDC provides a direct link
and executing its global diversity initia- opportunity to contribute my own expe- between corporate America and minority-
tives and establishing relationships with riences and ideas to that work and the owned businesses,” adds Yule. “A signifi-
female and minority market participants. responsibility to sustain the terrific repu- cant shift in our strategy for the coming
Dickerson has a B.S. in education tation which S~R enjoys with clients. year is to focus on ‘commodity match-
and health sciences from Boston I’m ready for the challenge!” ing,’ which means working with NEMS-
University and an M.B.A. from Johnson DC-certified MBEs to ensure they are
Graduate School of Management at offering goods and services that our cor-
Cornell University. TAC Worldwide Companies’ porate members need.”
Staff Member Elected Board A resident of West Newton, Mass.,
Chairman of the New England Yule is responsible for the sales and
New Director Joins delivery of TAC’s Technology
Schneider~Ross Team Minority Supplier Deployment Services group and the
Schneider~Ross has Development Council Contact Center/Help Desk group. She
appointed Freddie DEDHAM, Mass. oversees the strategy and quality for
Alves to director, – Susan P. Yule, those product lines and is involved with
global diversity senior vice presi- the strategic development of TAC’s new
and inclusion. dent of business business products. She has more than
Alves will help drive solutions at 20 years of human capital management
the consultancy’s TAC Worldwide experience from TAC Worldwide and
expanding global Companies (TAC) Veritude in Boston, a Fidelity
work and client in Dedham, Mass., Investments company, and holds a
base as well as lead a leading technical staffing services Master’s of Education degree from
the global diversity network. He will be provider, has been elected board chair- Harvard University.
able to use his five years of experience to man of the New England Minority TAC Worldwide Companies® is a
help leading multinationals benchmark Supplier Development Council (NEMS- leading provider of technical staffing
and push the boundaries of best practice. DC). Yule will be responsible for leading services and custom workforce solutions
Alves brings with him a wealth of the board in its role of providing direc- that are designed to optimize workforce
global, private sector experience, having tion and guidance to this organization utilization and improve organizational
previously worked in senior corporate that promotes successful relationships performance. The company offers a
diversity at Mobil and the Dow between corporations and minority- growing network of technical staffing
Chemical Company. His responsibilities owned business enterprises (MBEs). resources on three continents, including
for mainstreaming diversity and inclu- NEMSDC is an association of 100 access to nearly two million contractors.
sion have given him an impressive track corporate members, 350 supplier com- The company’s Web site is www.tac-
record of in-house consultancy across panies and other institutions dedicated worldwide.com.
continents—most recently in continental to facilitating business opportunities and
Europe, the Middle East and Asia Pacific. market share growth for certified MBEs
He has played key roles in helping throughout New England.
geographical leaders translate global “Unlike other organizations in the
vision and goals into locally relevant area that support MBEs, the NEMSDC
strategies and actions. This experience is focused on offering a strong value

Washington Mutual Names least 51 percent owned by people of promotion of minority and women
New National Supplier color, including African Americans, employees, and the maintenance of an
Asian Americans, Hispanic Americans, environment of inclusion.
Diversity Head Native Americans; women; and disabled As chief diversity officer, O’Brien will
SEATTLE –
veterans. oversee this function. Also staffing this
Washington
Washington Mutual is a retailer function will be Assistant Vice President
Mutual has named
of financial services that provides a Andrew Frazier, who will report to
Johnny Lewis as
diversified line of products and services O’Brien, assisting in the achievement
vice president and
to consumers and commercial clients. of diversity and inclusion goals.
manager of its
The company operates more than 2,600 O’Brien and
National Supplier
retail banking, mortgage lending, Frazier will build
Diversity program.
commercial banking, and financial serv- on New York Life’s
In this role, Lewis
ices offices throughout the nation and success as a recog-
will oversee
has more than $343 billion in assets. nized employer of
Washington
choice in the
Mutual’s national supplier diversity ini-
tiatives and further develop the company’s New York Life Names diversity arena.
Katherine O’Brien VP and New York Life is
nationally recognized supplier diversity
consistently
strategies. Chief Diversity Officer acknowledged by
“Our suppliers play a very important NEW YORK, N.Y. Andrew Frazier external diversity
role in our ability to offer market-leading – New York Life
organizations,
and competitive products and services to Insurance
earning most recently recognitions from
our customers,” said Brian Powers, first Company has
ESSENCE magazine, as an outstanding
vice president, Enterprise Supplier announced the
company for black women; from Family
Management at Washington Mutual. formal creation of
Digest, as one of the best companies for
“Johnny’s appointment will allow us a diversity office
African Americans; from Profiles in
to further develop our existing diversity and the appoint-
Diversity Journal, as one of the top 10
vendor base and increase the number of ment of a chief
companies for innovation in diversity;
opportunities for diverse vendors and con- diversity officer.
from Latin Business, for its commitment
tractors who want to do business with us.” Katherine O’Brien has been appointed
to diversity; from Latina Style, as one of
Lewis joins Washington Mutual vice president and chief diversity officer,
the 50 best companies for Latinas to
from Lucent Technologies, where he led reporting to Sheila Davidson, executive
work for; from Diversity Inc., as one of
the company’s national supplier diversity vice president in charge of Law and
the top 50 companies for diversity; from
program, which actively promoted and Corporate Administration.
Hispanic magazine, as one of the top 100
purchased products and services from “New York Life is an Employer of
companies for Latinos; and Hispanic
diverse business owners throughout the Choice, recognized for its commitment
Trends, as one of the top 50 companies
United States. Prior to this, Lewis to diversity and inclusion policies. To
for supplier diversity.
served as vice president, Southwest continue this success and propel New
O’Brien joined New York Life in
regional market manager at Bank of York Life forward, we have decided to
1995 as a litigator in the Office of the
America, where he developed, imple- formalize an office dedicated to diversity,
General Counsel and has held positions
mented and managed its national supplier with a full-time diversity officer oversee-
of increasing responsibility in
diversity initiatives. ing the function,” said Sy Sternberg,
employment litigation. Most recently
Washington Mutual has been chairman and chief executive officer,
she has worked with Human Resources,
nationally recognized for its supplier New York Life. “What makes New York
managing benefits compliance and
diversity initiatives. In 2005, the company Life ‘The Company You Keep’ is that we
administration.
was ranked among Hispanic magazine’s continually work to improve all facets of
Prior to joining New York Life, Ms.
“Top 50 Vendor Programs for Latinos;” our business, and diversity is yet another
O’Brien worked with several law firms
Diversity Inc.’s “Top 10 Companies for area where we will not be complacent.”
in New York, including Christy and
Supplier Diversity” and Hispanic Trends’ The diversity office will identify and
Viener, in general commercial litigation.
“Top 50 Companies for Supplier implement best practices to drive the
Diversity.” The company’s long-term company’s continued progress in the
goal is to award 15 percent of its supplier- areas of recruitment and training of a
related contracts to companies that are at diverse workforce, development and
PDJ
Profiles in Diversity Journal March/April 2006 13
Diversity Scorecards
Measure progress, identify drivers of change, keep managers accountable,
and communicate successes.
By Catalyst
I
s your organization taking steps to Identify the audience. by illuminating the impact of your diversity
increase diversity and inclusion in its The audience for your organization’s initiatives. To ensure that the entire
workforce and culture? Do you have scorecard should be determined by the organization is focused on the same
the tools to measure your organization’s level at which your organization has chosen diversity goals and that data can be
progress? Implementing diversity and to concentrate its change activities. If aggregated, it is important that the
inclusion initiatives is a complex task for your diversity strategy is focused on the categories are used consistently across the
any organization. However, diversity role and influence of leadership, then organization.
scorecards can easily be used to measure your scorecard should be designed for the Some categories may measure internal
progress, identify drivers of change, keep CEO, president, and executive commit- progress, such as changes in talent
managers accountable, and communicate tee. If your diversity strategy is focused management, perceptions of inclusion,
successes. on institutionalizing processes and poli- and employee engagement with diversity.
cies that promote inclusion, then your Other categories may measure external
audience should probably be senior- and progress, such as new market opportunities,
What is a diversity scorecard?
mid-level managers. Deciding who your and vendor and supplier diversity.
A diversity scorecard is a tool that can be
used by all parts of your organization to audience is will help you choose appro-
priate metrics to track.
track progress on categories such as pro- Determine the metrics
motion and attrition rates, perceptions of to be used.
inclusion, and customer and supplier Revisit the diversity strategy. There are two kinds of metrics:
diversity. The specific measures that you It is crucial to review your diversity goals implementation (also called process or
include on your diversity scorecard and your strategies for reaching them. leading) metrics, and results (also called
should be carefully selected and derived With this information, you will be better lagging) metrics. Implementation met-
from your diversity goals; your diversity prepared to create a diversity scorecard rics measure the extent to which the
goals should be derived from your overall that reflects your goals, strategy, and action steps called for by your diversity
business strategy. culture. strategy are being carried out on schedule.
In order to create a practical and Results metrics measure the effects of the
effective scorecard, your organization Determine the categories programs instituted by your organiza-
should follow five essential steps. of the scorecard. tion—these numbers will move in
The categories that your organization response to effective strategy implemen-
chooses should reflect your diversity goals tation. Using implementation and results

metrics will allow your organization to Implementing and maintaining • influence and exposure to the end user,
develop an understanding of both what is a successful scorecard. • authority to access privileged HR data,
driving change and what change has Successful adoption of the scorecard will
and
occurred. be determined to a large degree by how it
Remember that metrics are only is introduced and implemented. For • time or a team to physically update the
numbers until you assign significance example, a decentralized organization scorecard.
to them. In some organizations, a two may choose to launch the scorecard in Successful creation and implementa-
percent increase in women managers is a one or two highly visible business units tion of a diversity scorecard can be an
sign of significant progress; in other and hold off on an organization-wide immense aid to the execution of your
organizations, two percent might be launch until the tool has proven itself. A organization’s diversity goals. Clearly
a sign of deceleration. You should more centralized organization might find elucidating your goals, communicating
determine your organization’s parameters it more effective to launch the scorecard them, and tracking them will help
for progress by considering historical across all business units but limit reach to diversity become an essential part of your
growth and change, industry bench- two or three work levels. No matter workplace culture. The data that a score-
marks, previous attainment of goals set what, communication is important. card provides will show you just how far
by management, and forecasted rates of Ideally, senior management will play a your organization has come.
change in your employee population. large role in introducing and advocating
the scorecard’s use and impact.
Develop guidelines One person should be designated the Catalyst is the leading research and advisory
and procedures scorecard owner. This person is usually organization working to advance women in
for collecting data. also responsible for leading the design business, with offices in New York, San Jose,
and Toronto. For more information or to
Establishing guidelines and procedures is and implementation of the scorecard.
download a free copy of Women “Take
key to collecting and calculating data Once the diversity scorecard has been
Care,” Men “Take Charge”: Stereotyping
consistently across the organization. The introduced, it is important that the of U.S. Business Leaders Exposed, visit
specific guidelines will be determined by owner take responsibility for ongoing www.catalyst.org. You may also sign up to
who owns the scorecard, how frequently review, maintenance, communication, receive Catalyst’s issue-specific newsletter,
the scorecard will be reviewed, and the utilization, and periodic re-evaluation of Perspective, and monthly email updates at
availability of the data. the tool. The ideal owner should have news@catalyst.org.
the following resources:
PDJ

Starwood
Hotels & Resorts
turns strategy into
action with leadership
and practical solutions
developed by its
Global and Regional
Diversity &
Inclusion Councils.
We recognize and appreciate the
diversity of people, ideas and cultures.
Through diverse viewpoints, we deliver
unprecedented business results.
starwood.com
Special Feature Exelon
The diversity lights are burning

brightly at Exelon
An interview with John W. Rowe –

Chairman, President and CEO
of Exelon Corporation.
J
ohn W. Rowe has utilities in his blood. He was chairman, CEO, and president of
Unicom Corporation from March 1998 until October 2000, prior to the merger of
Unicom and PECO Energy that created Exelon. He has led electric utilities since 1984,
consecutively serving as chief executive officer of Central Maine Power Company, the New
England Electric System, and then Unicom Corporation. Rowe is a lawyer and was
general counsel of Consolidated Rail Corporation and a partner in the firm of Isham,
Lincoln and Beale.
Rowe is as passionate about diversity as he is about energy. He has assembled
a diverse team of senior managers at Exelon who are successfully driving diversity and
inclusion strategies throughout the company.
Please give your definition of diversity.

We define diversity at Exelon as the many distinct characteristics that
employees, suppliers, and customers bring to our organization. These
include race/ethnicity/national origin, gender, age, sexual orientation,
socio-economic background, physical abilities, religion, and other
ALL PHOTOS COPYRIGHT BY EXELON, UNLESS OTHERWISE NOTED. Profiles in Diversity Journal March/April 2006 19
USED WITH PERMISSION.
John W. Rowe Exelon
interview :: differences that create an inclusive

environment. And with these distinct
associated with many talented people of
all backgrounds. The benefit goes well
characteristics come variations of think- beyond the insight and perspective that
ing, communication styles, skills, and these talented individuals have brought
behaviors—all of which enable us to to the business. My own life has been
achieve our business goals, gain compet- enriched, my own perspective sharp-
itive advantage, and support our ened, by reaching out to those whose
business values. experiences are so very different from
For me, diversity is a very personal my own.
thing. In truth, we are all minorities on
this globe. We all share common hopes, GLOBAL / MARKET /
needs, and failings. The real passion, the INDUSTRY ISSUES
real drive for what we call diversity must
come from individual hearts and Are there any particular
individual relationships. challenges to your company
Our ambition at Exelon is to be the in selling or producing
best electric and gas company in the electric and gas services?
country. We simply cannot achieve that How about to hiring and
ambition unless we serve all, employ all, retaining good people?
and identify with all. We cannot be the The cities in which we operate, Chicago
best unless we provide opportunities for and Philadelphia, are growing in minor-
people of all racial and ethnic groups. ity populations. It is important that we
We serve Chicago and Philadelphia, two maintain a diverse work force that can
of the most diverse cities in the United best serve our diverse customer base.
States. Minorities are a large part of our Another challenge is the retirement
customer base, a growing part of our of the baby boom generation, which
work force, and an ever more powerful poses a major demographic challenge for
political force. It is not just about the nation as a whole, and particularly
representation; it is about people feeling for the nuclear industry. According to a
welcome. 2004 Nuclear Energy Institute survey,
It has been my good fortune nearly half of nuclear industry employ-
throughout my business career to be ees are over 47 years old, and less than

“For me, diversity is a very personal thing.
seven percent of employees

In truth, we are all minorities on this globe.
are younger than 32 years We all share common hopes, needs, and
old. Obviously, the industry
must take dramatic steps to failings. The real passion, the real drive
respond to this issue.
for what we call diversity must come from
At Exelon, we are meet-
ing these challenges through individual hearts and individual relationships.”
active recruitment efforts
(internships, scholarships,
John W. Rowe
recruiting), active retention
efforts (training and mentor-
ing), and doing everything
possible to attract and advance talented engaging all employees on the job day. We treat our co-workers and
people from diverse backgrounds with through special assignments, training and customers with respect, decency, and
technical skills. development, and mentoring. integrity. We encourage open discussions
We are building on a national diver- It is important for me and for our about diversity and why it is important. It
sity recruitment strategy developed in senior executives to understand the issues is up to all of us to create an environment
2004 that involves partnering with several that are important to our employees, so where inclusion, respect, and fair treat-
national organizations, including the company conducts employee feed- ment can flourish.
the Society of Hispanic Professional back meetings. This builds a dialog and On a formal level, Exelon maintains
Engineers, Society of Black Engineers, lets employees know that they have a a Corporate Diversity Office that sets
and Society of Women Engineers. We voice and have been heard, which is also the strategy for the whole company.
partner with the Spanish Coalition for a key factor in retaining employees. We also have human resources staff in our
Jobs and with diverse local community- business units who support and execute
based organizations. We also recruit by How does a company as the strategies set forth by the diversity
partnering with colleges and universities established and fast-changing office.
that support diversity. Our efforts to as yours keep up with diversity Our Executive Diversity Council,
build a diverse work force are as focused development throughout the which is comprised of senior leaders from
and strategic as any of our other business- organization? our business units, provides input for
critical initiatives. We have more than 100 years of history companywide diversity efforts. Its mis-
As for retaining employees, we put behind us. Diversity development at sion is to recommend corporate diversity
an emphasis on valuing diversity and on Exelon is everyone’s responsibility every strategies to the board of directors in sup-

John W. Rowe Exelon
interview :: port of achieving the company’s business

goals. Diversity starts from the top
listen to issues and experiences of the
members of the group, including the
down, and our board of directors is fear of disclosing their sexual orientation
made up of a diverse group of men and to family members and co-workers.
women. We strive to provide a supportive and
Diversity education is also vitally inclusive workplace for all employees.
important. Our employees are exposed
to a variety of diversity education pro- Are there unique opportunities
grams, from workshops to online train- in your particular industry
ing. In addition, employees benefit for implementing diversity
“We have laid a through participation in our Employee programs?
Network Groups (ENGs), which are an Our industry is unique in that we have a
foundation for our integral part of Exelon’s diversity strategy. regulatory obligation to serve all cus-
commitment The groups are self-initiated, voluntary, tomers and provide the same level of
corporate-wide and inclusive. Current service to all, unlike, say a retail outlet
to diversity through ENGs represent various communities that may choose where to locate a new
including Asian Americans; African store. This provides us an opportunity
four key diversity
Americans; Hispanics; the gay, lesbian, to continuously improve diversity pro-
strategies ... bisexual, and transgender communities; grams to ensure that we maintain a
as well as a group for women. They diverse work force that can best serve
work force diversity ...
establish networking opportunities, our diverse customer base.
supplier diversity ... activities and programs to promote and
support the professional and personal
a civic and social
growth of a particular community, host CORPORATE LEADERSHIP
commitment ... educational and cultural activities and What resources (financial
events, and assist the company in diver- and manpower) are allocated
and an education
sity recruitment strategies while serving to diversity?
and support as a link between employees and Exelon I have a deep personal commitment to
to address issues of mutual interest. diversity that is shared by our entire
strategy ...”
Each group has an executive spon- leadership team. Diversity is not just the
sor. I sponsor the gay, lesbian, bisexual right thing to do, it is a must do—
John W. Rowe and transgender group Exelon PRIDE. I politically, socially, morally. Diversity

COMPANY: Exelon Corporation
HEADQUARTERS: Chicago, Illinois
COMPANY WEB SITE: www.exeloncorp.com
PRIMARY BUSINESS: Exelon Corporation is one of the nation’s largest electric utilities, with
approximately 5.2 million customers and more than $15 billion in annual revenues. The company
has one of the industry’s largest portfolios of electricity-generation capacity, with a nationwide
reach and strong positions in the Midwest and Mid-Atlantic. Exelon distributes electricity
to approximately 5.2 million customers in northern Illinois and Pennsylvania and natural gas
to more than 470,000 customers in southeastern Pennsylvania. Exelon trades on the NYSE
under the ticker EXC.
INDUSTRY RANKING: Exelon is ranked 145th on the Fortune 500 list. It was named one of
Fortune magazine’s “Most Admired Companies” in 2005 and 2006 and ranked number one on
the electric and gas utility industry list in 2005 and 2006.
increases customer satisfaction, fosters quality of life in the communities we employees and to instill an awareness of
community support, and provides align- serve. Lastly, an education and support the value of diversity. Our developmental
ment with political representation. Our strategy promotes effective diversity succession-planning process for key
company must maintain a diverse work education and training programs for all positions in the organization provides
force that can best serve our diverse com- of our employees. future leadership opportunities for
munities. Diversity just makes good Spearheading these efforts is our employees. Exelon ensures that our
business sense, especially for a public util- Corporate Diversity Office and our recruitment efforts result in a diverse and
ity that serves both Chicago and Executive Diversity Council, with sup- effective company by partnering with
Philadelphia, two of the more diverse port from business unit human resources national and local diversity organizations
cities in the United States. staff to ensure the programs reach all levels and colleges and universities that
We have laid a foundation for our of our company. Our diversity policies value diversity.
commitment to diversity through four provide growth opportunities for all Our diversity programs also stress
key diversity strategies. In terms of work employees who wish to use their the importance of having a diverse
force diversity our goal is to attract, develop talents to make Exelon successful. On an supplier base, and we have established a
and retain outstanding employees and annual basis, the diversity office issues a multi-tiered program that seeks to
leaders. With supplier diversity our goal summary report to Exelon’s board of increase the company’s spending with
is to help minority- and women-owned directors outlining diversity initiatives. diverse suppliers. Not only does this
business enterprises develop and grow. A To ensure that an inclusive work- benefit Exelon, it benefits the community.
civic and social commitment means that place is developed and maintained, we Giving back to the communities in
we contribute to civic and community have implemented a diversity education which we live and operate is very impor-
organizations that seek to improve the strategy to address the needs of all of our tant to me personally, and I know it is to

John W. Rowe Exelon
our leadership and our company as a within our work force in comparison to
interview :: whole. In the last five years Exelon has

given more than $87 million in contri-
the availability of women and minorities
in the labor pool, and we benchmark
butions and sponsorships to nonprofit with the best companies for diversity, as
organizations in northern Illinois, well as share our best practices.
Pennsylvania, and the communities During the fall of 2004, Exelon
surrounding our generating stations. organized and hosted a two-day diversity
The company’s employee volunteers are benchmarking summit. The event
committed to giving their time, energy, attracted several companies recognized
expertise, and leadership to organizations as leaders in diversity, including Abbott
to help them meet community needs. Laboratories, Allstate, Kraft Foods,
Procter & Gamble, and Sprint. The
Is diversity linked to discussion was very insightful, and we
compensation for the learned a lot from each other.
executive management We also solicit feedback directly
team? How do you reward from employees to assess how we are
special initiatives? doing and to discuss their concerns.
All Exelon executives are held account- Exelon organizes listening forums for
able for supporting all of the company’s senior executives with employees from
diversity initiatives. diverse backgrounds to discuss diversity
issues. Our ENGs are excellent
resources, too.
EMPLOYEE INCLUSIVENESS Exelon conducts a companywide
How does your company employee opinion survey every other
gauge inclusion of employees? year that features questions related to
With what tests, measure- diversity. We also conduct a diversity
ments, and benchmarks do retention study every other year to iden-
you measure success? tify why high performing individuals,
We continuously review our policies, especially women and minorities, volun-
practices, and culture for employee tarily leave the company. Exit inter-
inclusiveness and our recruitment/reten- views also provide us with additional
tion program for effectiveness. We track information on how we are doing with
representation of women and minorities diversity.

Participants in the 2006 Black History Month event “Black Leadership in the Energy Sector” presented by ComEd and EAAMA
(Exelon African-American Members Association): from left, Roland Martin, Chicago Defender; Tracie Boutte, Entergy New Orleans;
Lisa Crutchfield, PECO; David Owens, Edison Electric Institute; Frank M. Clark, chairman and CEO, ComEd; John W. Rowe, chairman,
president and CEO, Exelon; Hilda Pinnix-Ragland, Progress Energy, and board chair, American Association of Blacks in Energy;
Bobby L. Rush, U.S. Congressman, House Energy and Commerce Committee; Todd Banks, vice president,
EAAMA (Exelon African-American Members Association).
Sometimes diversity is Can you name specific ways managers, including women and minori-
referred to as a “numbers your company supports ties, that pairs employees with senior
game.” How does your upward development toward leaders to further develop the employees’
company know its culture is management positions? leadership skills and assist them with
not just tied up in numbers? Our Fast Forward leadership training career development. Since the program
Participation in our Employee Network program targets first line supervisors, began in April 2005, 55 leadership pairs
Groups is very strong. I am always managers, high potentials, and execu- have been created.
impressed by the level of participation tives; and the Exelon Leadership Institute
and the enthusiasm our employees bring is a best-in-class executive development SUPPLIER / COMMUNITY /
to the groups and to making Exelon a initiative associated with Northwestern CUSTOMERS
better place to work. Each ENG has its University. Thirty percent of the partici- What is the company’s
own intranet page that provides informa- pants in our 2004 program were women. commitment to minority
tion on its programs and accomplish- About 20 percent of Exelon’s execu- suppliers? What measures are
ments. Its activities are often written tive work force is female. Over the last you taking to achieve your
about in our internal publications, such two years, Exelon Nuclear appointed the goals in this area?
as the companywide Inside Exelon maga- first female vice president of a nuclear plant Exelon’s Supplier Diversity Program is a
zine. Our internal publications also high- site in company history, and Exelon Power part of our company’s core philosophy
light the company’s diversity initiatives, appointed its first female general manager and overall commitment to having diverse
diversity awards, and civic contributions of a fossil plant in company history. suppliers fully represented and actively
and provide profiles of diverse company In 2005 we launched a leadership engaged in our economic activities. Due
employees. mentoring program for high potential to this philosophy and our centralized

John W. Rowe Exelon
interview :: supply organization, our suppliers have We have a very robust supplier
access to opportunities Exelon-wide. diversity program. Our policies and
The main focus of the program is to cre- procedures were revised in 2004 during
ate opportunities for and strengthen our the centralization of the supply depart-
relationships with diverse suppliers. ment. Our databases, tracking, and per-
The program seeks to meet diversity sonnel training were improved. A supply
expenditure goals that are set each year, Web site was launched as part of the cor-
and I am proud to report, that we are porate Web site to provide existing and
exceeding those goals. new suppliers with information about
In 2005, Exelon’s diversity spend the materials and services purchased by
I have had great role goal was 8.5 percent, and the diversity Exelon, supplier self-service, as well as
spend for the year totaled 10.8 percent. who to contact. The site also allows for
models throughout my This beats the company’s previous best the online registration of suppliers. In
lifetime, including year in 2004. That year, the diversity 2005, almost half of the nearly 2,000
spend goal was 7 percent, and Exelon suppliers who had registered online were
professors and friends reached 7.9 percent total spend. Exelon’s diverse suppliers.
2006 diversity spend goal is 11 percent. In addition, we encourage our sup-
from different back-
Exelon was recognized in 2005 by pliers to establish supplier diversity pro-
grounds. I have also the Women’s Business Enterprise grams of their own.
Regional Council of Greater Our supply employees are actively
enjoyed relationships
Philadelphia as “Company of the Year” involved in supplier diversity organiza-
with talented women for excellence in inclusion of Women’s tions locally and nationally. They
Business Enterprises in the supplier include the National Minority Supplier
and minorities ... these
diversity program. Development Council and its regional
relationships have Exelon has both a supplier diversity affiliates in Pennsylvania, New Jersey,
manager and coordinator who are dedi- Delaware, and Illinois; the National
helped broaden my
cated full-time to supplier diversity. We Minority Business Development
perspective on also started a Corporate Supplier Agency; the Women’s Business
Diversity Council in 2004 to enhance Enterprise National Council and its
diversity.”
our programs. The council consists of affiliates in Philadelphia and Chicago;
representatives from supply, finance, and the National Trade Bureau of the
John W. Rowe legal, and our corporate diversity office. RainbowPUSH Coalition.

It makes good business sense

to share our success with minority-
and women-owned business
enterprises and help them to
develop and grow as we grow.
We are committed to supporting
supplier diversity now and in the
future.
We also have implemented
initiatives to increase business
John Rowe standing next to an electric meter from the early 1900s.
opportunities for minority
and female professional-services
providers. Exelon’s legal depart-
ment developed a formal program to How do you promote diversity members of our management team. I am
encourage diversity within the law firms and inclusion to the general proud to serve as chairman of the board of
handling Exelon matters. The program puts public? trustees of the Chicago History Museum,
our outside firms on notice that we will Exelon contributes to civic and community chairman of the Civic Committee of the
assign work to them based not only on cost organizations that seek to improve the qual- Commercial Club of Chicago, and chairman
and performance but also on the firm’s diver- ity of life in our communities through exec- of the board of directors of the Mies van der
sity commitment. utive participation in civic groups, corporate Rohe Society at the Illinois Institute of
Exelon’s Treasury Group has established contributions, and employee volunteerism. Technology. I also serve as a member of the
relationships with, and utilized the services We focus on four areas: education, environ- boards of the Illinois Institute of Technology,
of, minority- and women-owned banks, ment, arts and culture, and neighborhood the Chicago Urban League, the Field
minority-owned investment firms, minority and economic development. The organiza- Museum, the Art Institute of Chicago,
asset managers, and a minority-owned audit- tions we work with are very diverse and Northwestern University, the Edison Electric
ing firm. We will continue to implement include the United Way, Boys and Girls Institute, the Chicago Club, and the visiting
diversity initiatives in the professional Clubs, Chicago Public Schools, Philadelphia committees of the Oriental Institute, and
services arena. Academies (school program), Spanish the University of Pennsylvania Museum.
Coalition for Jobs, El Valor, the AIDS Frank Clark, chairman and CEO of our
Foundation, Habitat for Humanity, and ComEd subsidiary, is African American and
many more. is very active in the Chicago community.
I serve on several boards, as do other Frank is leading the development of the

John W. Rowe Exelon
Legacy Fund, a $3 million endowment and African American advertising agen-

in partnership with the Chicago cies to help us communicate effectively
interview :: Community Trust to broaden educa- with those communities. Exelon’s

tion, arts, and community development “Promises” advertising campaign, which
in the African American community. He features diverse employees of our energy
also serves as co-chairman of the DuSable delivery businesses ComEd and PECO,
Capital Campaign, a $24 million initia- reinforces the companies’ dedication to
tive to expand the DuSable Museum, the customer service, reliability, and safety.
nation’s first museum devoted to African The ads are customized to the Hispanic
American art and culture. and African American communities.
Our employees have been outstand-
ing in their civic commitments through Where does your personal
contributions and volunteerism, especial- belief in diversity and inclu-
ly in the past year when we have seen so sion come from? Who were
many terrible natural disasters. your role models, or was
In Chicago, the Exelon/United there a pivotal experience
Way Stay-in-School program is helping that helped shape your view?
more than 900 at-risk students stay in I am passionately committed to diversity.
school. We are also the primary sponsor My passion stems from vast amounts of
of the National Hispanic Scholarship reading and from building relationships
Directory and are especially proud of the with individuals whose experiences are
efforts we’ve made to open up educa- very different from my own. Recently
tional opportunities for minority stu- I read and shared numerous copies of
dents to fulfill their career goals and per- Eric Foner’s book Forever Free, which
haps one day join Exelon. Exelon’s examines the period of Emancipation
Hispanic ENG, Organization of Latinos and Reconstruction. This book and
at Exelon, recently raised $12,000 for its similar types of books have helped me
scholarship fund. We already have a very to better understand the experiences of
successful internship program that has various racial and ethnic groups.
brought students from diverse back- I have had great role models
grounds to work at Exelon. throughout my lifetime, including
Another way we promote diversity professors and friends from different
to our customers is through multicultur- backgrounds. I have a strong commit-
al advertising. Exelon employs Hispanic ment to diversity because of my personal

“I have made it my mission to ensure that

talented women and minorities serve on
relationships with minorities at
Exelon/ComEd, including Cordell Reed,
Exelon’s board of directors. We have men
Frank Clark, John Hooker, Rey Gonzalez, and women who are Anglo, Asian, African
and Martha Garza. I have also enjoyed
relationships with talented women and
American, and Hispanic on the board.” JWR
minorities who serve on the Exelon board
Diversity can help assure board independ- compensation related to
of directors. These relationships have
ence and accountability. We also want to diversity performance?
helped broaden my perspective on diversity.
have a board that reflects the diversity of My compensation is determined by the
our employees and of our customers. independent board of directors of Exelon
Who has shaped your think-
To move inclusion forward, we have that assess my performance in the areas of
ing as a business leader?
a Corporate Diversity Office and through finance and operations, strategic plan-
What about their business
that office we have Employee Network ning and implementation, succession
skill or style influenced you?
Groups, an Executive Diversity Council, planning and organizational goals, exter-
I have a love for history and believe we
and site and business unit diversity coun- nal relations, leadership, and shareholder
can learn from the leadership styles of
cils. A vice president of diversity leads relations.
past leaders, such as Abraham Lincoln
the Corporate Diversity Office. Over the past several years, a portion
and Ulysses S. Grant. I have also had
of my annual incentive has been tied to
three remarkable mentors: former
How have you modeled your Exelon achieving certain work force
Illinois Governor Ogilvie; L. Stanley
company’s diversity and diversity goals.
Crane (Consolidated Rail Corporation);
inclusion initiatives in your
and Stanley Hillman (former trustee of
own team selection, manage- Are there particular areas/
the Milwaukee Railroad).
ment or development? employee sectors you feel
Our company’s diversity and inclusion still need improvement?
What are your specific
initiatives are reflected in my team selec- We still face challenges in bringing
responsibilities for advancing
tion. Three of the seven senior executives females into non-traditional roles and
diversity and inclusion in your
who report to me are women or minori- increasing our overall minority represen-
organization? What are the
ties. We will continue to implement tation. Diversity continues to be in the
strategies you employ to
diversity initiatives at all levels of the forefront while we deal with various
move inclusion forward?
organization. issues, including our upcoming merger
I have made it my mission to ensure that
with New Jersey-based utility PSEG.
talented women and minorities serve on
How are you (as a manager) We will continue to focus our efforts on
Exelon’s board of directors. We have men
measured in terms of increasing our female and minority
and women who are Anglo, Asian, African
performance? Is your representation.
American, and Hispanic on the board.

John W. Rowe Exelon
Engineering student Emern Ekong provides some information

to Exelon Recruiter Maricarmen Figueroa during a job fair
at the Dallas Convention Center in 2005.
Exelon’s diverse work force drives its success

force diversity—the goal is to attract,
For a company to be
successful in today’s
A s a public utility operating in two
of the nation’s more diverse
communities, Chicago and Philadelphia,
develop and retain outstanding employ-
ees and leaders; supplier diversity—the
Exelon recognizes the positive impact a goal is to help minority- and women-
multicultural society,
diverse work force has on its business. owned business enterprises develop and
diversity needs to be The company has established programs grow; civic and social commitment—to
that ensure diversity is a part of everyday contribute to civic and community

embraced and seen as organizations that seek to improve the
life for its employees. Exelon’s diversity
a key component of its vision is to be recognized as one of the quality of life in the communities it
most admired companies because of the serves; and education and support—the
business strategy. passion for diversity and inclusion the com- company promotes effective diversity
pany demonstrates in all its relationships. education and training programs for its
Exelon’s commitment to diversity is our employees.
executed via four key strategies: work “Attracting and retaining a diverse

work force is where our diversity strategies includes domestic

begin. Exelon’s Corporate Diversity partner benefits.”
Office works closely with our recruiting
staff to attract employees from all walks Recruiting a
of life,” said Rey Gonzalez, vice presi- Diverse
dent, diversity. “We work with a variety of Work Force
internal groups, such as our Employee A key component of
Network Groups, and external groups, building diversity in ComEd Communications Interns Laura Lehman (right) and
Teana Johnson (left) talk with ComEd Communications Manager
such as national minority organizations, Exelon’s work force is Judy Rader (left) and Communications Specialist Liz Keating.
to help us with hiring and retention. partnering with
We’ve found that an effective way to national organizations such as the are actively involved in setting policy and
reach our customers is through a work American Association of Blacks in direction for the national organization as
force that they can relate to.” Energy, National Black MBA well as providing support and contribu-
Studies show that a well-managed, Association, the Hispanic Alliance for tions for AABE’s programming,”
diverse work force with a broad range of Career Enhancement, Society of Hickman said. “As we’re about to become
perspectives enhances an organization’s Hispanic Professional Engineers, Society the largest utility in the country through
problem-solving abilities and innovation of Black Engineers, and Society of our pending merger with Public Service
skills. Exelon has found this to be true Women Engineers. The company also Enterprise Group (PSEG), people are
and uses diversity as a strategic business works with the Spanish Coalition for Jobs certainly looking to Exelon for our lead-
tool tied to goals and long-range success. and with diverse local community-based ership and opportunity. It’s really about
“Our company looks at all of the organizations. establishing our presence and helping
dimensions of diversity,” said Gonzalez. In 2004 Exelon hosted a Latino industry colleagues understand what
“It is more than just gender or skin color. Recruitment Series in conjunction with we’re doing at Exelon.”
The many dimensions that make up an the Hispanic Alliance for Career Members of the Network of Exelon
individual’s personality include ethnicity, Enhancement. Members from Exelon’s Women (NEW) have attended the
sexual orientation, physical ability, recre- Hispanic Employee Network Group Society of Women Engineers conference
ational habits, educational background, (ENG)—Organization of Latinos at to help Exelon with recruiting. According
parental status, marital status, and more. Exelon—were on hand to talk about the to NEW co-founder Meg Amato, several
“There is a war for talent, and to many career opportunities at Exelon. NEW members have developed relation-
attract and retain the best candidates, Stephanie Hickman, vice president ships with young women engineers who
companies must offer benefits that meet of legislative affairs at Exelon, sits on the are just beginning their careers.
the diverse needs of their employees,” national board of directors for the Exelon also partners with colleges
said Gonzalez. “We offer a competitive American Association of Blacks in and universities that support diversity.
benefits and compensation package that Energy. “By being present at the table, we The company has developed relation-

John W. Rowe Exelon
ships with several schools engineering to communications.

including Howard University, Interns go through orientation, mentor-
Tuskegee University, North ing, and goals assessment, just as a regu-
Carolina A&T State University, lar employee would. The interns are pro-
and the University of Puerto vided an experience that the company
Rico. hopes will make them want to return to
“Our employees are work for Exelon after graduation.
actively involved in career fairs Erin Malone is a recent intern suc-
and getting out to meet cess who made the transition to full time
students at their schools to tell employee as an Exelon Generation com-
them about career opportuni- munications associate. “The Exelon
ties at Exelon, our Employee summer internship provided me with
Network Groups, and what we real world experience of what life after
are doing to advance diversity,” college would be like. The people here
said Gonzalez. mentored me and exposed me to every-
“Attracting and retaining a
“Partnerships at the community day situations. It was invaluable.”
diverse work force is where
level really help us to identify top-level, Another element in attracting a
our diversity strategies begin.
diverse candidates while providing us diverse work force is how Exelon com-
We work with a variety of
with visibility in the community,” said municates its diversity through multi-
internal groups, such as our
Bob Corbett, director of recruiting and cultural advertising in the communities
Employee Network Groups,
human resources support for Exelon. in which it operates. Diverse employees
and external groups, such as
“At career fairs, we often have recent of Exelon’s energy delivery businesses,
national minority organizations,
new hires on hand to give potential can- ComEd and PECO, reinforce the com-
to help us with hiring and
didates a feel for what working at Exelon panies’ dedication to customer service,
retention. We’ve found that
is all about. A recruiter can only say so reliability, and safety. The ads are cus-
an effective way to reach our
much about what the job of a nuclear tomized to the Hispanic and African
customers is through a work
engineer is like, but someone who actu- American communities and reinforce
force that they can relate to.”
ally holds that job at Exelon can give a that Exelon is an employer that values
much broader, day-to-day perspective for diversity.
those looking to work at our company.”
Talented individuals also come
Rey Gonzalez
from Exelon’s internship program. The Retaining Talent
Vice President, Diversity
program offers a wide variety of intern- Once talented individuals are hired,
Exelon
ship opportunities, from nuclear Exelon has strategies for developing and

ComEd Meter Reading Supervisor

Bruce Douglas (right) offers
some advice to ComEd Meter
Reader Dave McCormick.
that are recognized as

diversity leaders as well
as share our own best
practices.”
In 2004, Exelon organ-
ized and hosted a two-day
diversity benchmarking
summit. Several compa-
nies recognized as leaders
in diversity attended the
event including Abbott
retaining them. The company places an opment initiative associated with Laboratories, Allstate,
emphasis on valuing diversity and on Northwestern University. Women repre- Kraft Foods, Procter & Gamble, and
engaging employees on the job through sented 30 percent of the participants in Sprint.
special assignments, training and devel- the 2004 program. The company conducts an employee
opment, and mentoring. Employees also are provided with opinion survey every other year to
“We’ve found that employee devel- diversity training and introduced to identify areas for improvement. In
opment is a key factor in retaining the company’s ENGs that offer addition, Exelon conducts a diversity
employees, so we have initiated programs support to employees of varied retention study to understand why high
that keep employees engaged and moving backgrounds. Current groups represent performing employees would voluntarily
upward in the organization,” said S. Gary Asian Americans; African Americans; leave the company. Part of the study
Snodgrass, executive vice president and Hispanics; the gay, lesbian, bisexual, and examines the unique factors that con-
chief human resources officer at Exelon. transgender communities; and women. tribute to minorities and women leaving
“We’ve established a successful leadership Exelon’s ENGs offer an excellent oppor- Exelon. Exit interviews also provide the
mentoring program for high potential tunity for employees to network, improve company with valuable information on
managers, including women and minorities, their business literacy skills, and provide retaining talented people.
that pairs employees with senior leaders.” feedback to leadership. The importance of recruiting and
Exelon’s Fast Forward leadership “We consistently review our policies retaining talented individuals cannot be
training program targets first-line super- and practices to track progress against our overstated in today’s global marketplace.
visors, managers, high potentials, and objectives for recruiting and retaining Exelon recognizes its efforts to develop a
executives; and the Exelon Leadership diverse employees,” said Snodgrass. “We diverse work force are as important as any
Institute is a best-in-class executive devel- also benchmark against top companies other business initiative.

John W. Rowe Exelon
Creating opportunities for MWBEs is the heart

of Exelon’s Supplier Diversity Program
nent of Exelon’s overall supply organiza-

Creating opportunities
for and strengthening
A s one of the four pillars of the com-
pany’s diversity strategy, the
Supplier Diversity Program seeks to meet
tion,” said Craig Adams, senior vice pres-
ident and chief supply officer at Exelon.
diversity expenditure goals that are set “Spending with diverse suppliers is
relationships
each year. increasing, not only as a result of the cen-
with minority- “Another way in which the company tralization of the supply organization in
expresses its commitment to diversity and 2004, but also because of a more strategic
and women-owned
to the economic development of the focus around our supplier diversity and
business enterprises communities we serve is through supplier sourcing efforts. We aim to provide as
diversity. We have a strong Supplier many opportunities as possible for

(MWBEs) is the focus
Diversity Program that is embraced by MWBE suppliers and beyond. The
of Exelon’s Supplier corporate executive management and program has now expanded from focus-
supported in the supply organizations ing not just on opportunities for

Diversity Program.
and business units. Our efforts are paying MWBEs, but to advocate expansion of
off, and we have been pleased that our opportunities for minority professionals
diversity spend has exceeded the goals for in majority-owned professional service
two years in a row. We anticipate that in firms doing business with us.”
2006 that trend will continue,” said A first stop for many would-be
Emmett Vaughn, manager of supplier suppliers is the supply Web page on
diversity at Exelon. Exelon’s corporate Web site (www.exelon
In 2005, Exelon’s diversity spend corp.com) that provides existing and new
goal was 8.5 percent, and the diversity suppliers with information about the
spend for the year totaled 10.8 percent. materials and services purchased by the
This beats the company’s previous best- company, supplier self-service tools, and
year in 2004. That year, the diversity who to contact. Businesses register their
spend goal was 7 percent, and Exelon information online to be added to the
reached 7.9 percent. Exelon’s 2006 supply organization’s database. In 2005,
diversity spend goal is 11 percent. almost half of the nearly 2,000 suppliers
“The program is a central compo- who had registered online were diverse

suppliers. An internal search engine tool Supply personnel are encouraged to

was also created to make it easier for the participate in supplier diversity organi-
supply organization to search for quali- zations both locally and nationally. They
fied diversity suppliers in the database. include the National Minority Supplier
Development Council and its regional
About the Supplier Diversity affiliates in Pennsylvania, New Jersey,
Program Delaware, and Illinois; the National
Exelon’s Supplier Diversity Program is Minority Business Development
multi-tiered and based on primary and Agency; the Women’s Business
secondary diversity suppliers. Enterprise National Council and its
“We encourage our primary suppli- affiliates in Philadelphia and Chicago;
ers to develop their own supplier diver- and the National Trade Bureau of the
sity programs in subcontracting Exelon- RainbowPUSH Coalition. There are
“Exelon has made great
related work. They are required to several regional supplier diversity advo-
progress in increasing our
report back to us on their expenditures cacy organizations in the Exelon mar-
diversity spend and in
on a regular basis,” said Vaughn. ketplace that are supported in the com-
creating opportunities for
Vaughn, along with Supplier pany’s outreach.
MWBEs with the company.
Diversity Coordinator Towanda In 2004, Exelon established a
There is still more to
McNeil, lead the diversity charge in Corporate Supplier Diversity Council to
accomplish, and we will
supply. Both are dedicated to designing, identify key opportunities and develop
continue to work diligently
executing, coordinating, implementing, action plans to increase spend with
to improve our programs
monitoring, and evaluating Exelon’s diversity suppliers. The council is com-
to be world class in
Supplier Diversity Program. prised of executive leadership represent-
supplier diversity.”
“The program is very thorough and ing different departments including
involves written supplier diversity poli- legal, supply, finance, and members of
cies and procedures, procurement the corporate diversity office. The
Emmett Vaughn
expenditure goals, third-party certifica- council is responsible for improving Manager, Supplier Diversity
tion, and an extensive community out- methods of reporting, measuring and Exelon
reach effort,” said Vaughn. assessing diversity spend data, partner-
Supplier diversity management and ing with external organizations to devel-
representatives participate in events and op diversity suppliers, and forging effec-
meetings to reach out to agencies, organi- tive relationships between Exelon and
zations, companies, and individuals to suppliers.
increase awareness of Exelon. “The cross-functional Supplier

John W. Rowe Exelon
Diversity Council helps to foster a culture three components: awareness, action, and “We want to promote the impor-
of ownership throughout Exelon,” said assessment to promote the utilization of tance of creating opportunities for diverse
Delia Stroud, vice president, supply busi- diverse staff by MWBE law firms and suppliers, and recently exhibited at the
ness operations and governance, and the non-MWBE firms. National Minority Supplier Develop-
council’s executive sponsor. “Its key ini- The AAA Diversity Program is an ment Council. The council has asked us
tiatives are critical to achieving a world- example of the Diverse Business to be one of only 11 national companies
class supplier diversity program.” Enablement initiative within supplier to serve on a task force to create models
diversity at Exelon. Profile data is com- for supplier diversity excellence,” said
Minority-Owned Businesses piled for the firms, and they are encour- Vaughn.
and Community Outreach aged to build teams of outstanding Exelon was honored by the Women’s
Examples of Exelon’s commitment to lawyers from diverse backgrounds for Business Enterprise Regional Council of
supplier diversity include its work with staffing Exelon work. Exelon holds the Greater Philadelphia as “Company of the
MWBE banks and law firms. firms accountable for their institutional Year” for its support of Women Business
In 2005 Exelon renewed a credit diversity as well as for the diversity of staff Enterprises in 2005. Exelon was also a
agreement with minority and community working on Exelon projects. Exelon’s finalist for the “Corporation of the Year”
banks for $50 million in Philadelphia, legal department measures each firm’s award from the Minority Supplier
Chicago, and other regions served by the progress through reports that outline Development Council of Pennsylvania,
company. The new agreement replaced a diversity demographic data. New Jersey, and Delaware, and received
$45 million arrangement made in 2004. Exelon’s legal department’s own an award for exceptional contribution
The banks include Asian Bank of diversity efforts and profile are supplied at their Midwest Regional Business
Philadelphia; Banco Popular, with loca- to the outside firms as part of the program. Opportunity Conference in 2005. This
tions in Philadelphia and Chicago; Each year Exelon will announce an honor year Exelon has been named by Hispanic
Washington D.C.’s Adams National Bank roll to acknowledge outside firms that Trends magazine as one of the “Top 50
(the nation’s largest women-owned bank); display an outstanding commitment to Companies in America for Supplier
the United Bank of Philadelphia; City diversity and inclusion. Diversity.”
National Bank of New Jersey; and Citizens “The program puts our outside firms “Exelon has made great progress
Trust Bank in Atlanta, among others. on notice that we will make decisions on in increasing our diversity spend and in
In addition to spending over the level of work assigned to each law creating opportunities for MWBEs with
$900,000 with minority-owned law firm based not only on the traditional the company. There is still more to
firms, Exelon’s legal department encour- factors of cost and performance, but also accomplish, and we will continue to work
ages diversity within its specialized and on the firm’s diversity commitment,” said diligently to improve our programs to be
full-scale legal services providers through Sylvia Bateman, assistant general counsel world class in supplier diversity,”
an initiative launched in 2005 called the for Exelon and diversity coordinator for said Vaughn.
AAA Diversity Program, that focuses on the legal department.

Patti White, manager, corporate citizenship,

Exelon, poses with girls from the Field
Ambassador school program at the ticket
launch event at The Field Museum for
Tutankhamun and the Golden Age of the
Pharaohs, opening May 26, 2006. Exelon is
PHOTO • JOHN WEINSTEIN, FIELD MUSEUM
the Chicago presenting sponsor.
Exelon’s commitment to the community

extends beyond just providing power;
through contributions and volunteerism,
Exelon is making a difference.
ment, and arts and culture. Corporate cit-
Exelon and its
“E xelon has a strong tradition of con-
tributing to civic and community izenship activities include contributions,
subsidiaries, ComEd
organizations that are committed to sponsorships, employee volunteer activi-
and PECO, believe improving the quality of life in the ties, executive involvement on outside
that being an industry communities where we operate. In the nonprofit boards, and in-kind donations.
last five years, we’ve given more than “Our company has a history of over
leader means not only
$87 million to nonprofit organizations,” 100 years of service, and community
being a reliable said Steve Solomon, senior manager of involvement has always been a part of the
provider of energy corporate citizenship at Exelon. “Our company’s culture,” said Solomon.
employees have given their time and “Exelon’s commitment to the community
services, but also
money to support numerous charitable starts at the top with our CEO John
being an important Rowe. He is a strong supporter of
activities that have brought significant
part of the diverse benefits to communities in northern Exelon’s corporate citizenship program
communities in Illinois, Pennsylvania, and the communities and gives his time as a board member to
surrounding our generating stations.” several nonprofit organizations, including

which it
Through its “Energy for the service as chairman of the board of
provides power. Community” program, Exelon and its trustees of the Chicago History Museum,
employees provide support in four chairman of the Civic Committee of the
keys areas: neighborhood and economic Commercial Club of Chicago, and chair-
development, education, the environ- man of the board of directors of the Mies

John W. Rowe Exelon
van der Rohe Society at the

Illinois Institute of Technology.”
Neighborhood and
Economic Development
To help strengthen communi-
ties, the company supports a
variety of local civic organiza-
tions such as Access Living of
Metropolitan Chicago, Habitat
for Humanity of the Delaware
Members of NEW (Network of Exelon Women) at the
Valley, Philadelphia and Chicago 2005 Avon Walk for Breast Cancer in Chicago.
Members raised $50,000 for breast cancer research.
Cares, and Big Brothers/Big
Sisters.
Exelon’s employees are key
to developing relationships within com- intranet site. Exelon’s Employee Chicago. NEW members raised $50,000
munities through their volunteerism. Network Groups (ENGs) are also a great for research for a cure for the disease.
Each year hundreds of employees support source for employees who want to volun- “We go beyond just serving in our
the Philadelphia and Chicago “Serve-A- teer, as they are involved with many local local communities to help those in need
Thons,” volunteer days for employees to organizations in terms of community out- in other parts of the country and the
improve schools and community centers reach and fundraising. world. After Hurricane Katrina, our
in neighborhoods that have otherwise Members of the Organization of employees stepped up to assist, not only
been neglected. Latinos at Exelon (OLE) represented through monetary contributions, but by
“Employees have shown remarkable Exelon at the 2005 Spanish Coalition for volunteering. Employees, several of
leadership in community service by Jobs annual fundraiser. The Exelon whom are members of our ENGs, helped
repeatedly reaching out to help those in African-American Members Association to staff phone lines at the Salvation Army
need, from food drives to fundraising,” (EAAMA) is focusing its 2006 agenda Disaster Command Center in suburban
said Solomon. on education, supporting mentoring and Chicago,” said Meg Amato, manager of
To make it easier for employees to literacy programs. Exelon volunteers in corporate citizenship for Exelon and
identify where help is needed, Exelon Philadelphia participate annually in the founding officer of NEW.
works with Volunteer Match to provide American Cancer Society’s Making Strides In addition, the company sponsors
employees with easy access to volunteer Against Breast Cancer Walk. Twenty-one an array of family-centered events includ-
opportunities with over 36,000 organiza- members of the Network of Exelon ing the Lincoln Park Zoo Lights Festival
tions across the country. Employees can Women (NEW) participated in a similar in Chicago, PECO Primates zoo exhibit
access the page through the company’s event, the Avon Walk for Breast Cancer in in Philadelphia, and the Chicago and

Fort Lee outdoor film festivals, as well as Academy program,
PHOTO • MARK A. LOVRETIN, PSEG

family events at the Philadelphia which strives to
Wachovia Complex. improve public
school students’
Education academic and
Exelon’s focus on education is an invest- occupational skills.
ment in the future of the communities in Ninety percent of Tom Oliver, executive director and CEO, NAHP Foundation;
Rey Gonzalez, vice president, diversity, Exelon; Jeanette Ramos,
which it operates. Exelon and its sub- graduates from the deputy mayor of Newark; and Antonio Ibarria, publisher of
sidiaries fund educational initiatives that program continue El Especial; at the launch of the 2005 National Hispanic
Scholarship Directory.
encourage students to stay in school; pro- with higher educa-
mote math and science education through tion or successful job placements. tional investment during the past five
partnerships; and foster development Exelon also works with the Spanish years by matching nearly 4,200 employee
through scholarships, mentoring, and Coalition for Jobs and has been a long- donations to educational institutions
internships. time supporter of El Valor, an organiza- totaling more than $1.2 million.
“Education allows people to see their tion that develops Latino leadership and
full potential and opens doors to career promotes educational excellence among Environment
and life opportunities,” said Rey Hispanic Americans. Improving and preserving the environ-
Gonzalez, vice president, diversity. For the past three years, Exelon has ment is another key focus area of Exelon’s
Exelon, partnering with the United been the primary sponsor of The corporate citizenship program. Exelon
Way, sponsors the Exelon/United Way National Hispanic Scholarship Directory. supports organizations and initiatives
Stay-in-School program in Chicago that This directory compiles all scholarships that improve and protect the environ-
aims to keep at-risk students in school. available to Hispanic students through- ment and biodiversity. Its focus is on
The program reaches out to select area out the United States, and by its support, environmental education, conservation,
high schools in an effort to reduce drop- Exelon hopes to encourage Hispanic stu- and preservation; developing cleaner
out rates for African American and dents to achieve their educational and sources of energy; protecting endangered
Latino students. The goal of the program career goals. In 2005, The National species; and beautifying neighborhoods.
is to keep the 909 students in school and Hispanic Press Foundation, which com- Organizations that the company
help them transition to the next grade piles the directory, presented Exelon with works with include the Chicago Park
level, and hopefully go on to attend col- an appreciation award in recognition of District, The Nature Conservancy, and
lege. Last year, all 909 participating stu- its support of the Hispanic community’s the Pennsylvania Department of
dents achieved the goal of staying in education efforts. Conservation and Natural Resources,
school. In Philadelphia, Exelon has a Through its Matching Gifts for which the company is working with to
partnership with Philadelphia’s public Education Program, the company has replace millions of trees lost to develop-
school system through the Philadelphia leveraged employee support for its educa- ment in the Philadelphia five-county

John W. Rowe Exelon
region. In Chicago, the company in Chicago beginning in May. Our

provided $5.5 million to fund the sponsorship of exhibitions with the
solar-powered Exelon Pavilions in museum is just one of many diverse
Millennium Park. cultural organizations that we fund,”
In 2004, members of OLE partici- said Solomon.
pated in the Annual Humboldt Park Exelon supports numerous multi-
Clean-up in Chicago as part of Earth cultural programs in Philadelphia and
Day activities. The company supports Chicago. These sponsorships include
environmental education for children the Mexican Fine Arts Center Museum,
and families through a partnership with the DuSable Museum of African
the Chicago Park District. As a part of American History, and Puerto Rican
the partnership, the company estab- Arts Alliance’s Puerto Rican Cuatro
lished the Exelon Environmental Fellow, Festival.
the industry’s only environmental Exelon has been nationally recog-
“In the last five years,
fellowship position. The program offers nized for its community service and
we’ve given more than
an innovative teaching approach to commitment to diversity. In 2005 and
$87 million to nonprofit
math and science for Chicago Public 2006, Fortune ranked Exelon the most
organizations. Our
School students. admired electric and gas utility in the
employees have given
In 2005 Mayor Richard M. Daley nation, with highest marks in social
their time and money to
presented Exelon with the first responsibility; Forbes named Exelon to
support numerous
“Environmental Excellence Award” its 2005 list of the most charitable com-
charitable activities that
from the city of Chicago for environ- panies; Latin Business Magazine listed
have brought significant
mental leadership and its partnership Exelon in its 2005 Corporate Diversity
benefits to communities
with the Chicago Park District. Honor Roll; and Crain’s Chicago Business
in northern Illinois,
highlighted Exelon on its 2005
Pennsylvania, and the
Arts & Culture Corporate Giving List. CEO John
communities surrounding
“Supporting arts and cultural institu- Rowe was recently recognized by
our generating stations.”
tions attracts business, people, and Chicago State University for his leader-
tourism. The areas in which we operate ship in diversity and community efforts.
Steve Solomon
have a rich artistic and cultural heritage “Communities contribute to the
Senior Manager
that we are proud to support. This year, growth of our businesses, and in turn,
of Corporate Citizenship
we are thrilled to be the Chicago Exelon believes in contributing to the
Exelon
sponsor of Tutankhamun and the Golden improvement and growth of the
Age of the Pharaohs at The Field Museum communities we serve,” said Solomon.

ComEd Chairman and CEO Frank M. Clark introduces the guest speakers at the 2006 Black History Month event “Black
Leadership in the Energy Sector,” presented by ComEd and EAAMA (Exelon African-American Members Association).
Diversity education and support flourish at

Exelon through its employee network groups
employees to connect with one another, The groups are self-initiated, volun-
An integral part of
discuss cultural nuances in the workplace, tary, corporate-wide, and inclusive.
Exelon’s diversity
and identify common issues and experi- Current ENGs represent various commu-
strategy is its
ences. They provide a positive forum nities, including Asian Americans;
Employee Network
for open discussion about diversity and African Americans; Hispanics; the gay,
Groups (ENGs).
provide senior leadership with feedback lesbian, bisexual and transgender
T hese groups are the embodiment of

Exelon’s commitment to diversity
and support the company’s belief that
on diversity issues.”
The ENGs serve as a resource to the
communities; and women.
Each group operates under a consti-
company and to its employees, strengthen- tutional foundation with an elected lead-
diversity is a business imperative. They ing employee links, raising diversity aware- ership structure. Each group has an exec-
provide education and support to ness, sharing knowledge, improving recruit- utive sponsor who is at the vice president
Exelon’s diverse work force. With their ment and retention, promoting personal level or above. The sponsor serves as a
help, Exelon is transforming its culture growth, and bringing insight to Exelon’s mentor and sounding board for group
and its future to become the best electric strategies and goals. They also serve as a initiatives, while being an advocate
and gas company in the country. forum for education, communication, and within senior management.
“We need to have representation, professional development. Externally, they “Our CEO John Rowe is the execu-
but we must go beyond representation so work to strengthen corporate citizenship, tive sponsor for Exelon PRIDE, the gay,
that all of our employees feel valued and alert the company to new market oppor- lesbian, bisexual and transgender ENG,”
respected,” said Rey Gonzalez, vice presi- tunities, and build ties to the communi- said Gonzalez. “The company has a
dent, diversity. “Our ENGs are a way for ties in which the company operates. tremendous commitment to diversity

John W. Rowe Exelon
stemming from his genuine passion for At this year’s roundtable, ENG
diversity.” Rowe has been honored for members took part in a focus group dis-
his diversity efforts with El Valor cussion about the documentary “Ties
Corporation’s “Corporate Visionary That Bind.” The documentary, which
Award” in 2003, the “Corporate first aired in 2004, profiles women from
Leadership Award” from the Spanish Chicago’s spiritual communities who
Coalition for Jobs in 2002, and with the have come together to connect commu-
Anti-Defamation League’s “World of nities across faith, race, and nationality.
Difference” award in 2000. In 2005 he Exelon provided funding for the docu-
received the CEO “Ambassador Award” mentary and is also providing funding for
from Boardroom Bound®, which honors the discussion guide. The feedback from
business leaders who recognize that a the ENGs and from other groups and
diverse boardroom is a business imperative. companies will be used to develop the
In developing their annual objec- discussion guide that will be available at
tives, ENGs must consider the company’s town hall meetings nationwide in con-
strategic diversity goals and define how junction with the national syndication of
their proposed objectives support the the documentary this year on the fifth
constituency within the company. anniversary of September 11th. “These [quarterly business]
“The ENGs have been a great sup- Common programs among all meetings are a great way
port to the communities we serve. For ENGs include networking for group for our employees to net-
example, the Organization of Latinos at members; roundtables that are held quar- work not only with their own
Exelon have a scholarship fund that ben- terly to solicit feedback from members; ENG members, but also with
efits Hispanic students and promotes and mentoring to help less experienced members of different ENGs.”
education,” said Gonzalez. members to assist with career develop-
Martha Garza
Groups are required to submit their ment. Guest speaker sessions are held
Director, Diversity
goals and objectives to the diversity office and with experts from a variety of fields to
Exelon
their executive sponsor. Quarterly and year- provide expertise on specific diversity or
end reports are submitted to the diversity business issues, and members assist with
office and distributed to senior leaders. recruiting efforts for targeted groups. to celebrate cultural awareness months.
“Annually, the Corporate Diversity The ENGs encourage attendance at Exelon’s Asian group, Asian American
Office hosts an ENG roundtable discus- conferences that are geared toward pro- Community for Exelon Success
sion designed to identify common issues fessional development and leadership, (AACES), hosts an annual Asian Heritage
between ENGs,” said Gonzalez. These and members contribute to civic and month event called Taste of Asia. Asian
meetings have identified partner organi- community programs and activities. food is served, and artifacts from different
zations and emerging trends in the work- The groups also cultivate cultural Asian countries are displayed.
place, among other things. pride, and special activities are organized Beginning in 2004, the diversity

office teamed with the ENGs to sponsor Individual group intranet pages share “We’ve developed relationships with
quarterly business literacy workshops. information on events and volunteer other companies’ women’s groups, such
Past workshops have featured senior leader- opportunities, business literacy, and meet- as those from GE, KPMG, and
ship presentations on the company’s ing minutes. The pages feature discussion PricewaterhouseCoopers, so it makes for a
“Exelon Way” business model for integra- boards, photos from past group events, and great networking opportunity,” said Amato.
tion and centralization and about national newsletters to keep members connected.
energy policy. OLE
The ENGs also collaborate on hold- NEW Exelon’s Hispanic ENG, Organization
ing quarterly business meetings at which The Network of Exelon Women (NEW) of Latinos at Exelon (OLE), continues
senior leaders speak on a variety of busi- is very active in professional develop- to grow in membership, drawing
ness topics. Two ENGs will work togeth- ment, personal development, and com- employees from throughout the
er to organize the meeting, which is open munity service. Meg Amato, manager of company. OLE emphasizes the impor-
to all employees to attend. corporate citizenship at Exelon and one tance of education to advancement.
“These meetings are a great way for of the founding officers of the group and Through various fundraising events,
our employees to network not only with a past president, says that being a mem- OLE raised $12,000 for its scholarship
their own ENG members, but also with ber has been an enriching experience. fund in 2005. The United States
members of different ENGs,” said Martha “We help each other as well as the com- Hispanic Leadership Institute (USHLI)
Garza, director of diversity for Exelon. munity. For instance, we’ve instituted an scholarship fund was awarded a $2,500
It’s not all work and no play; the annual mentoring outing with employ- donation from OLE. Scholarship dona-
groups also host social outings such as ees, known as the Mentoring Road Trip. tions also were provided to the Hispanic
parties and picnics. Groups have enjoyed Our focus in the community has Alliance for Career Enhancement
outings to Exelon-sponsored cultural been breast cancer. Last year our team (HACE); La Voz Latina, an organization
events such as the annual Puerto Rican raised more than $50,000 at the Avon benefiting the Hispanic community;
Cuatro Festival and the GIANTS: African Walk for Breast Cancer in Chicago. and Joliet Junior College foundation—
Dinosaurs exhibit in 2004. We’ve been fortunate to have great lead- Latino Unidos.
“All of the groups come together with ership from our executive sponsor Ruth A recent example of how the ENGs
members of senior leadership at our annu- Ann Gillis.” have been a resource for company business
al ENG diversity galas,” said Garza. “We Gillis, senior vice president of Exelon initiatives is the role OLE members played in
hold one in Chicago and one in and president of Exelon Business Services the launch of Spanish language content on
Philadelphia. They are jointly planned and Company, has been a great resource for the Exelon’s Web site, www.exeloncorp.com.
attended by the ENG members, and it group and is particularly active in organiz- Several OLE members reviewed copy
is a wonderful opportunity to get together ing NEW’s annual leadership panel. and provided input on the content of the
and celebrate diversity at Exelon.” CEO Senior-level women executives from some Web site.
John Rowe is the keynote speaker at the of the region’s top corporations are guest
annual galas. Last year, nearly 1,500 people speakers. The event is open to the business AACES
attended the events. community to attend. Members of Asian Americans Community

John W. Rowe Exelon
Exelon PRIDE
Exelon PRIDE is the company’s gay,
lesbian, bisexual and transgender
(GLBT) ENG. According to Joe
Powers, process manager for the
Customer Contact Center at ComEd
and PRIDE president, the group gives
members a feeling of connectedness.
“Our members are pleased with the
advancements that have been made for
NEW Co-Founder Meg Amato, right, with speakers

GLBT employees within the company,
at the recent NEW panel, Cathy Coughlin, middle, and Exelon PRIDE continues to work
President and CEO AT&T Midwest, and Linda Heagy,
left, Managing Partner, Heidrick & Struggles, Chicago. with our management to ensure that
Exelon is an attractive workplace for
for Exelon Success (AACES) participated this year’s Black History Month. members of the GLBT community.
in an event with Chicago Park District Activities included a literary event with Our executive sponsor is John Rowe, and
kids at the Exelon-sponsored Splendors of nationally recognized authors and a he has been extremely supportive of all of
China’s Forbidden City: The Glorious blood donation drive with the American the ENGs, particularly of PRIDE,” said
Reign of Emperor Qianlong exhibit at Red Cross. Powers.
Chicago’s Field Museum. AACES “Our 2006 EAAMA agenda is PRIDE works closely with the diver-
members helped to teach the kids about focused on sponsoring education-based sity office to provide feedback on areas of
Asian culture. The group also hosts guest initiatives in the community and increas- improvement for GLBT employees as
speaker events. In 2004, local TV anchor ing the business acumen of our member- well as on sponsorship activities. In June
Judy Wang of CLTV in suburban ship. We’re working on an adopt-a- 2005, Exelon PRIDE organized a semi-
Chicago addressed the group. school program, mentoring, and literacy nar called “Out in the Workplace” as part
The AACES 2006 agenda includes programs. EAAMA will also sponsor an of Chicago’s Citywide PRIDE activities.
community service, such as a toy drive essay contest for junior high school stu- Citywide PRIDE aims to bring together
and a day with the elderly. AACES also dents from Chicago’s south side. The con- GLBT employee affinity groups from
plans personal development and financial test will focus on why Martin Luther King different companies to learn from one
planning seminars. Jr.’s legacy is still important today. A sav- another and discuss issues important to
ings bond prize will be awarded to the the GLBT community.
EAAMA first, second, and third place winners,” Exelon’s ENGs continue to grow and
The Exelon African-American Members said Jerome Cole, human resources man- thrive as they work to create an inclusive
Association (EAAMA) planned an exten- ager for Exelon subsidiary ComEd and work place and give back to their
sive series of events and programs around president of EAAMA. communities outside of the workplace. PDJ
Interview Punam Mathur MGM MIRAGE
Diversity is a sure bet at MGM MIRAGE

With diversity a core business value at MGM MIRAGE, Punam Mathur, senior vice president
of corporate diversity and community affairs, makes it her business to put its principles
into practice. Here, Punam talks about her work to keep diversity at the forefront of the organization.
Backed by strong support at the highest levels of the company, she’s on a mission to make the
diverse, inclusive culture of MGM MIRAGE a role model in the hotel and gaming industry.
Please give your definition hotel-casino resort currently under con- impart the values of diversity within their
of diversity and inclusion. struction in Macau, a Special respective departments. Additionally,
At MGM MIRAGE, our mission for Administrative Region of China. The many of these employees are the public’s
diversity is as follows: In order for company has approximately 70,000 first interface with our company, and, as
MGM MIRAGE to be first and best, we employees and ranks 44th on the Fortune such, their presence and demeanor com-
accept the accountability to acknowledge 1000 list. municate our company’s commitment
and value the contributions of all people. MGM MIRAGE supports responsi- each day.
ble gaming and has implemented the
GLOBAL / MARKET / American Gaming Association’s Code of Are there unique opportunities in
Conduct for Responsible Gaming at its your particular industry for imple-
INDUSTRY ISSUES properties. MGM MIRAGE also has menting diversity programs?
been the recipient of numerous awards In 2000, MGM MIRAGE became the
Describe your company’s global and recognitions for its industry-leading first company in the gaming industry to
presence, including the numbers of diversity initiative and its community launch a voluntary diversity initiative.
employees, international businesses philanthropy programs. Subsequently, the American Gaming
and branches, market share, and Association (AGA) instituted its own
potential. How does a company as fast- effort on behalf of the industry. There is
MGM MIRAGE, one of the world’s changing as yours keep up with ample room and opportunity for diversi-
leading and most respected hotel and diversity development throughout ty within our industry.
gaming companies, owns and operates the organization?
23 properties in Nevada, Mississippi, and Diversity is a core business value at
Michigan and has investments in four
CORPORATE LEADERSHIP
MGM MIRAGE. To institutionalize
other properties in Nevada, New Jersey, this work, the company launched
Illinois, and the United Kingdom. Can you give specific examples of
Diversity Champions, the first in-depth leadership commitment to diversity
MGM MIRAGE also has announced educational program of its kind in the
plans to develop Project CityCenter, a at MGM MIRAGE? What financial and
gaming industry. Today, almost 1,200 human resources are allocated to
multibillion-dollar mixed-use urban employees throughout our enterprise
development project in the heart of Las diversity?
have received intense training, becoming It is best to discuss how our company is
Vegas, its headquarters, and has a 50 per- certified champions or ambassadors who
cent interest in MGM Grand Macau, a organized for diversity. Our chairman

Punam Mathur, with J. Terrence Lanni,

Chairman & CEO, MGM MIRAGE,
and Alexis M. Herman, chair of the
MGM MIRAGE diversity committee.
and CEO made diversity a moral and aimed at driving diversity values deeper industry-leading practices in diversity.
business imperative in May 2000. In into our operations. Our company and members of our com-
doing so, he established a board-level pany team have received national and
diversity committee. Alexis Herman, the How does your organization train local acclaim for our support of diversity
23rd U.S. secretary of labor, chairs the its leadership in cross-cultural both within our organization and
committee, which is charged with devel- competencies? beyond, and in our host communities
oping policy and governing the imple- Our industry-leading Diversity Cham- and nationwide. (See sidebar on page 51
mentation of diversity within the company. pions training is an important tool in this for some of the honors received in 2005.)
As such, the company has specific policies regard. Several of our property presidents We feel very strongly that we are
in place, including those that require are participating or have participated in moving in the right direction with regard
minority participation in construction the training with their respective manage- to diversity and inclusion strategies. The
and purchasing bids. A dedicated department teams. many awards and honors we receive are
ment, Corporate Diversity and Com- evidence that the communities we serve
munity Affairs, was established, with How are decisions about diversity recognize and applaud our efforts.
reporting authority to the chairman and made in your organization?
CEO. The company also created a There is a Corporate Diversity Council. EMPLOYEE INCLUSIVENESS
Corporate Diversity Council, which Additionally, specific divisions also have
meets to establish annual diversity goals diversity councils respective to their busi- Are employees more involved in the
and objectives. ness focus, such as our Construction company than they were two years
Diversity Council and Purchasing ago? In what ways?
Is diversity a compensable annual Diversity Council. Currently, some of Diversity Champions training is one
objective for the executive manage- our property presidents are creating of the most popular training initiatives
ment team? How do you reward spe- diversity councils. within our enterprise. Currently, there
cial initiatives? What accountability is a waiting list through 2006 for this
do you employ to meet objectives? What factors make you and your training.
Presidents of each of the MGM team confident that momentum is
MIRAGE properties are required to moving in the right direction? Have you encountered those who
include specific diversity goals in their MGM MIRAGE continues to be recog- perceive inclusion programs for
annual business plans. This strategy is nized by external organizations for its underrepresented groups as being

Personal Profile Punam Mathur MGM MIRAGE
COMPANY: MGM MIRAGE
TITLE: Senior Vice President,

Corporate Diversity and
Community Affairs
YEARS IN CURRENT POSITION:

10
EDUCATION: Studied special

education, University
of British Columbia,
Vancouver, British Columbia
FIRST JOB: Automated car wash.

At age 13, I was an accomplished
vehicle dryer.
PHILOSOPHY: Say what you

mean. Do what you say. Live
a lot. Love a lot. Laugh a lot.
Enjoy life in its many vivid
dimensions. Remember that
we only go around once.
WHAT I’M READING:

John Grisham
FAMILY: Two extraordinary boys,

Richard, 16, and Joseph, 7, and
one spectacular daughter, Tai, 6
INTERESTS: Family

MGM MIRAGE 2005 Diversity Awards
• MGM MIRAGE, along with its employee-

exclusionary for others? tion, job shadowing opportunities,
funded Voice Foundation, received the
How do you address this? and hands-on experience. These
We recognize education as a critical programs have contributed to the “Outstanding Corporation/Foundation of
element for overcoming mispercep- increase in diversity within the super- the Year” award from the Las Vegas
tions and misunderstanding. Thus, visory and management ranks of the Chapter of the Association of Fundraising
our Diversity Champions training is company. Professionals (AFP).
a key tool to help our work force,
suppliers, and community partners How does the company
• MGM MIRAGE was named among leading
understand the value of diversity include women and minority
companies for gay and transgender
within our organization. employees into the fabric
employees by the Human Rights Campaign
of the organization?
Please describe your method for According to the 2004 Diversity Foundation.
orienting new hires into your Report, women comprise just over
culture, enriching employees’ 50 percent of our work force. • Punam Mathur, senior vice president
awareness, and introducing Additionally, female managers and of corporate diversity and community
new issues. those at higher levels comprise more affairs, was among 10 Nevada business
The company offers all-day orienta- than 42 percent of our work force.
leaders inducted into the Hall of Fame
tion sessions to all new employees. MGM MIRAGE is the only proper-
of the Women’s Chamber of Commerce
All new employees also are eligible ty on the Las Vegas Strip to name a
for Diversity Champions training. woman president: Rene West, of Nevada.
Excalibur Hotel and Casino.

Can you name specific ways your • Hispanic Business Magazine named the
company supports development
toward management positions?
SUPPLIERS / COMMUNITY / company one of the “Top 40 Companies
for Hispanics.”
The company has a number of CUSTOMERS
training initiatives, including 1)
• The Texas Association of Mexican
REACH, an intensive six-month What is the company’s
commitment to minority American Chambers of Commerce
supervisory training program
designed and conducted in collabo- suppliers? awarded the first “Chairman’s Minority
ration with Nevada Partners and the MGM MIRAGE is committed to Procurement Award” to MGM MIRAGE.
Culinary Union’s Training Academy working with minority, women, and
in Las Vegas; 2) TAKE FLIGHT, a disadvantaged business enterprises. • Black Enterprise Magazine named MGM
six-month training program that Since launching our Supplier MIRAGE to its inaugural list of the
helps develop leadership skills by Diversity Program, the amount of
“30 Best Companies for Diversity.”
exposing first-level management money spent with these groups has
participants to senior executives at increased by 218 percent and is
Primm Valley Resorts; and 3) growing. • B’nai B’rith International gave its
Bellagio’s Executive Mentoring Distinguished Achievement Award to MGM

Program, a nine-month program How do you promote diversity MIRAGE for its “Unwavering Commitment
designed to prepare high-potential and inclusion outside MGM to Promote Diversity in the Workplace.”
management-level employees for MIRAGE and demonstrate your
advancement to executive manage- commitment to working with • Moms in Business Network and
ment positions. We also have estab- minority vendors?
International Association of Working
lished the Management Associate Our supplier diversity team regular-
Mothers named MGM MIRAGE the
Program (MAP), a six-month train- ly participates in trade shows and
ing program designed to prepare expositions throughout the United “National Company of the Year.”
recent college graduates for careers States in an effort to reach and edu-
in management. Overall, these pro- cate minority, women, and disad- • The Nevada Minority Business Council
grams provide eligible employees vantaged business enterprises about named MGM MIRAGE the “Corporation
with mentors, classroom instruc- our business needs. of the Year.”

personal life who have inspired and pro-

EXECUTIVE / PROFESSIONAL vided valuable input. I am most grateful
for female mentors who achieved signifi-
cant professional success while proudly
About her role relishing their role as a mom. Today I
Where did your personal belief in strive to “pay it forward” by being
diversity and inclusion originate? responsive to those who reach out to me.
Who were your role models? Was
there a pivotal experience that What business books or journals do
helped shape your view? you read regularly or recommend for
Seven years ago, I realized a lifelong aspiring leaders?
dream of becoming a foster parent. I I prefer conversation to reading as a way
went on to adopt three children, each of reinvigorating my own perspectives. I
from a different cultural background. As have always made it a priority to connect
a multicultural family, diversity became a with people I respect to benefit from
core and driving value for me personally. their views.
Four years ago, when given the privilege
by our chairman to pursue diversity pro- How would you describe your
fessionally, my avocation and my voca- concept and style of leadership?
tion aligned. I thoroughly enjoy watching others dis-
cover their capabilities. As a leader, I
How did you advance to your present believe it is my responsibility to provide
position? What was your career clear vision, sufficient tools, support, and
path? How did you come to be coaching and then allow sufficient
working at MGM MIRAGE? Were you autonomy for people to chart their own
aware of its diversity and inclusion course of action.
policies?
I was recruited into the industry 10 years How have you modeled your
ago into a government affairs and com- company’s diversity and inclusion
munity relations position, following a initiatives in your own team selec-
six-year stint as senior vice president of tion, management, or development?
the local chamber of commerce. Corporate Diversity and Community
Chairman Terry Lanni voluntarily Affairs is a small, 24-member depart-
declared diversity a business imperative ment that is among the most diverse in
for MGM MIRAGE, and my portfolio the company.
was expanded to include it.
What has been your proudest
Who are your mentors? What quali- moment as a leader in this company?
ties about their business skill or National recognition and accolades are a
style influenced you? How did they source of pride and affirmation for us;
help you in your professional and however, the source of our greatest inspi-
personal life? Are you mentoring ration and pride is found in the success
anyone today? of individual suppliers and employees
I have enjoyed many mentors at who take full advantage of our diversity
different stages of my career and programs to actualize their dreams.

Company Profile
COMPANY: MGM MIRAGE
HEADQUARTERS: Las Vegas,

Nevada
WEB SITE: www.mgmmirage.com
PRIMARY BUSINESS:
Gaming and hospitality
NUMBER OF EMPLOYEES: Approximately 70,000
MARKET PRESENCE: Owns and operates 23 properties in Nevada, Mississippi, and

Michigan; has investments in four other properties in Nevada, New Jersey, Illinois, and
the United Kingdom; announced plans for a multibillion-dollar urban development
project in Las Vegas; has a 50 percent interest in MGM Grand Macau, a hotel-casino
resort currently under construction in China.
INDUSTRY RANKING: 44 on Fortune’s 1000

MGM MIRAGE: UNITED THROUGH DIVERSITY™PDJ
Diversity Strategists • Celebrating 22 years in business
Our Clients include:

Inspiring Ingenuity from the
Workplace to the Marketplace
Constellation Energy
Blue Cross/Blue Shield of Florida
Eastman Kodak Company
Ernst & Young
Exelon Corporation
Exxon Mobil Corporation
Harrah's Entertainment Inc.
HCA Inc.
Hewitt Associates LLC
National GeoSpatial Intelligence College
Nationwide Mutual Insurance Company
Sodexho, USA
Starbucks Corporation
The Annie E. Casey Foundation
University of Michigan Institute for The Winters Group, Inc.
Social Research Mary-Frances Winters • Founder, Chief Executive Officer
YWCA of Greater Pittsburgh 877-546-8944 • www.wintersgroup.com

Diversity Councils
Senior Executive Diversity Councils are becoming increasingly important.
Diversity Best Practices explains why.
By Edie Fraser, Diversity Best Practices
percent are staffed by the Diversity • diversity metrics and measurement
M
any people believe it is an indi-
vidual—the Chief Diversity Officer.
• strong accountability
Officer, for example—who is To be effective, Diversity Councils
the major champion of any diversity pro- must set standards and raise the bar to
gram. However, leading diversity is often There are actually five different types
drive diversity throughout the business
a group effort, which is why Senior of councils, and we have found that our
while insuring that diversity alignment is
Executive Diversity Councils are becom- Best Practices companies have at least two
achieved. The Executive Diversity
ing increasingly important. Because they of the five types cited. The five types are:
Council sets policy and reviews the
give the Chief Diversity Officer a sound- results of representation, management
ing board, such councils are growing in 1. Executive Diversity Council staffed
pipeline success, and supplier diversity
number, as are diversity councils within with senior-level executives from a
results.
business units and external advisory variety of functions. What is compel-
The makeup of the Executive
committees. ling about the council is its ability
Diversity Council is distinct: Senior
What are the functions of such a to bring together cross-functionality
managers, often from operating compa-
council? Diversity Councils are the diver- and assist in the process of making the
nies, who are generally appointed by the
sity governors. They are leaders with diversity program a well-organized
CEO and/or other members in the “C”
oversight at each level. They provide the program benefiting all functions.
suite. Councils that operate effectively are
executive support for the Diversity true examples of cross-functional teams. 2.Diversity Council: With mid-level
Officer. The council’s top level normally consists representation or inclusive of broader
Accountability is key to success. The of the CEO or COO and other top exec- representation.
councils review the systems, measure- utives. The operating level for diversity
ments, and achievements on a regular 3. Operating Company or Division
strategy and implementation is that of
basis. Success goals and stretch goals are Councils.
the CDO and team. They are responsible
now most often presented at least annual- for the day-to-day oversight of the diver- 4. Affinity groups or networks.
ly to the board of directors or a commit- sity program.
tee of the board. 5. External Diversity Council. An increas-
An Executive Diversity Council
ing number of companies are forming
requires six key elements to succeed:
The Facts from our Survey: advisory diversity councils made up of
outside leaders. In order to achieve its
• Nearly 82 percent of Diversity Best • active business leadership at the top
mandate, the council needs clarity,
Practices companies have Diversity
• clearly defined roles and responsibilities purpose, and accountability. The
Executive Councils.
members can make a concerted effort
• representative council structure
• Half of the councils are led by the to play an important role in the diver-
CEO or other C-level officer, and 90 • ongoing communication sity program and oversee an effective

plan. This works if the members of the pation each six months. Some of the
council have different backgrounds members should rotate off the team on Diversity Councils
and perspectives and are committed to an annual basis.
diversity as a business imperative. The Councils typically meet monthly
Coca-Cola and many other companies or quarterly at the Executive Level. They
are naming such councils. meet monthly at the Local Diversity are the diversity
Council level. In some cases, they meet
at least once a month initially to establish
priorities, assign tasks, and ensure early
What does it take to create a positive impact. governors. They are
Corporate Diversity Council? Funding is also important, especially
You should begin with a mission and early on. All of the executives we talked to
objectives. For example, a mission to agreed that for diversity leadership, it is
provide executive leadership and essential to “allocate necessary funds to leaders with oversight
direction to the diversity initiative will support the activities” of the council.
require integrating diversity into the Finally, review your progress regularly.
business strategy, communicating those Is your Diversity Executive Council
objectives throughout the company, the major champion of your diversity at each level. They
aligning human resources, and creating program? How effective is the Council
or supporting other diversity structures. in oversight, monitoring and reviewing
Our research also underscores the success of the diversity plans and repre-
importance of selecting an executive who sentation results? Careful, regular review provide the executive
has internalized the values of diversity to will help you stay on the path to success!
champion or lead the Executive Diversity PDJ
Council. Members of the council are role
models, cheerleaders, and diversity
culture change agents. They integrate
Diversity Best Practices (DBP) is a
membership-based service that is pioneering
support for the
diversity into the company’s strategy, val- new ways to achieve business results through
ues and business measures and review diversity. Since its inception over 200
Fortune 1000 companies, federal govern-
business plans for representation, market-
ing, philanthropy, and supplier diversity.
ment agencies, and nonprofit organizations Diversity Officer.
have participated in its benchmarking
How large should such a council be? programs and services. To learn more,
We recommend from 8 to 20 members visit DBP’s Web site at www.diversitybest-
and a review of the membership partici- practices.com.

Featuring perspectives from these leading executives ...
Valencia Adams BellSouth • Rohini Anand, PhD Sodexho • John Browne BP, p.l.c.
Steven A. Burd Safeway, Inc. • Angie Casciato Credit Suisse • Mary Cofer American Electric Power
Margot James Copeland KeyCorp • Rosalind Cox Ford Motor Company • Emily Duncan Hewlett-Packard
Monica E. Emerson DaimlerChrysler Corporation • Mike Eskew UPS • John D. Finnegan The Chubb Corporation
Gary D. Forsee Sprint Nextel • Gary Fraundorfer AT&T • Amy George PepsiCo • Charles A. Harvey Johnson Controls
John D. Hofmeister Shell Oil Kenneth O. Klepper Medco Health • J. Wayne Leonard Entergy Corporation
Janet Marzett DaimlerChrysler Financial Services Americas • Punam Mathur MGM MIRAGE
Richard G. Miles Government Employees Hospital Association, Inc. • Brenda Mullins Aflac
Katherine O'Brien New York Life Insurance Co. • Mary George Opperman Cornell University
Clayton Osborne Bausch & Lomb • Rose M. Patten BMO Financial Group
Maruiel Perkins-Chavis Marriott International
Marie Y. Philippe, PhD, SPHR Excellus BlueCross BlueShield
Rosie Saez Wachovia • Jonathan Schwartz Sun Microsystems
May Snowden Starbucks • Richard K. Templeton Texas Instruments
Anthony J. Vegliante USPS • Eric Watson Food Lion, LLC
Jim Weddle Edward Jones
Elaine Weinstein KeySpan Energy
Anise D. Wiley-Little The Allstate Corporation

S
tephen Covey’s wonderful book, The Seven Habits of Highly Effective
People, is the inspiration behind this question: What are the habits
of highly inclusive organizations? We asked some of the most esteemed
organizations in the country to describe their diversity and inclusion
programs to see if there are commonalities among them.
The response was overwhelming. Damian Johnson, our director
of marketing, carefully analyzed 170 strategies from 38 companies
and determined that yes, there are indeed 10 habits of highly inclusive
organizations. They are:
1. Leadership commitment
2. Diversity and inclusion business-case strategy
3. Diversity and inclusion training
4. Mentoring programs
5. Surveys and scorecards to measure success
6. Recruiting and retention programs
7. Affinity and network groups
8. Supplier diversity programs
9. Diversity and inclusion communication programs
10. Diversity events, celebrations, and award ceremonies >>
We have combed through the many ideas sent to us and present some of the most interesting ones to
you here. Each organization’s contribution begins with the name of a diversity and inclusion program or
strategy, followed by a brief description. We may have chosen a program far down the list of each company’s
offerings, but we did so only to avoid being redundant.
Perhaps you will find an idea here to bring to your own organization. If you do, then we have succeeded.
After all, what better way is there to celebrate our diversity of thought than to learn from one another?
Here then, in alphabetical order by organization name, are the many habits of highly inclusive organizations.
services. Programs vary throughout the country and are

tailored to the specific needs of the employees to help them
Brenda Mullins
effectively balance work and personal responsibilities.
SECOND VICE PRESIDENT HUMAN RESOURCES,
EMPLOYEE RELATIONS DIVERSITY
AFLAC
Mary Cofer
Aflac’s Diversity
Week DIRECTOR OF DIVERSITY
Diversity encompasses much AND CULTURE
more than just outside AMERICAN ELECTRIC
appearances. Therefore, the POWER
Diversity Week was created to
celebrate all differences. This Diversity Events and
is a remarkable week that Celebrations
highlights working parents, Diversity committees across
military personnel, various the AEP system celebrate the
generations, and women. contributions of our employees
The final day of celebration through local speakers and activities. These events include
is a culmination of all distinct groups featuring song, music, Women’s History Month; Black, Hispanic, Asian and Native
dance, and display booths. American Heritage Month observances; Veteran’s Day; and the
International Food Festival. These events provide an opportu-
nity to learn about diverse cultures and acknowledge the con-
tributions of our workforce.
Anise D. Wiley-Little
DIRECTOR OF DIVERSITY AND
WORK LIFE
THE ALLSTATE CORPORATION Gary Fraundorfer
VICE PRESIDENT HUMAN RESOURCES
Balancing Work and AT&T
Personal Responsibilities
Allstate work life programs allow Prime Supplier Participation Program
employees to perform at their AT&T promotes diversity initiatives among the company’s
maximum potential and help to first-tier suppliers by encouraging suppliers with contracts over
recruit and retain a diverse work- $500,000 to prepare and submit detailed supplier diversity
force. Programs include flexible work hours, the ability to annual participation plans and quarterly reports. AT&T
work at home and/or telecommute, competitive pay, child provides training guides and workshops to help prime suppliers
and dependent care assistance, adoption assistance, tuition develop their own supplier diversity programs to meet their
reimbursement, on-site education programs, and concierge stated numerical goals.

Clayton Osborne Beyond explaining the why of diversity, the communica-
tion plan must seize every opportunity to impart incremental
VICE PRESIDENT OF HUMAN
RESOURCES AND CHIEF understanding of BellSouth’s inclusive definition of diversity.
PRIVACY OFFICER It is especially critical to emphasize that diversity is far more
BAUSCH & LOMB than race and gender and that it encompasses multiple
dimensions of similarity and difference. Communication
Leveraging Diversity that educates helps all involved see themselves as part of the
of Thought diverse mix and as mutual beneficiaries of the initiative.
Bausch & Lomb has estab-
lished diversity of thought as
its platform for its diversity
and inclusion initiative in Rose M. Patten
order to leverage the unique differences reflected in all of our SENIOR EXECUTIVE VICE
employees. We believe that to truly leverage diversity of PRESIDENT
thought, the Bausch & Lomb workplace should be represented HUMAN RESOURCES AND
by the widest diversity of people possible. We are confident STRATEGIC MANAGEMENT
BMO FINANCIAL GROUP
that this strategy facilitates high levels of innovation and cre-
ativity and provides us a clear competitive advantage. Teams
currently use the Myers-Briggs Type Indicator and the Social
Establish Effective
Styles instruments to assess the levels of diversity of thought
Communication
existing in the company. Increasingly, the Kirton Adaption-
Channels
Innovation Inventory will be used to complement the other
Throughout the
instruments.
Organization
At BMO, employee communication is a critical platform within
a wider employee engagement strategy as a means for creating
an inclusive organization. One way of maintaining high levels
Valencia Adams of engagement and inclusion is through open channels of
VICE PRESIDENT AND CHIEF communication.
DIVERSITY OFFICER
Communication is a key priority across the organization.
BELLSOUTH
For example, some of BMO’s senior-most leaders provide
monthly updates and context on what is taking place through-
Develop and out the organization. Their messages not only inform, but also
Implement a help employees take proactive measures to enhance customer
Companywide experiences, improve productivity and increase company
Communications performance.
Strategy The employee voice also is measured on a variety of issues
Clear, effective communica-
through the feedback provided on our Annual Employee
tion is a critical, yet often overlooked, aspect of the diversity
Survey. Employees also can download a 2006 Holiday and
process. If done well, it can dispel myths, help avoid backlash
Multicultural Calendar directly into their Outlook calendar.
and position the process itself for success. To ensure its success,
This is designed to help BMO Financial Group employees
the case for the diversity initiative must be made clearly and
schedule conferences, appointments, meetings, and other
concisely. It must also be communicated with a sense of
events, so they do not coincide with major dates of religious
honesty and integrity.
observance celebrated by colleagues. Detailed descriptions of
Strong, consistent communications are necessary to
major holidays and observances are also available on BMO’s
demonstrate BellSouth’s commitment to diversity. Leadership
intranet site. We believe that a culture of inclusion is facilitated
must be seen and heard championing diversity issues—both
through increased awareness of the holidays and events that
internally and externally. As high-level support for the success
are important to one another.
of the initiative is evidenced, a momentum of buy-in and
commitment is created that ultimately drives the desired
change.

charge of their careers, while reaching out and coaching those
John Browne around them. This is facilitated by (1) high-potential identifi-
CEO cation programs; (2) an array of learning and development
BP, p.l.c. offerings; and (3) powerful Employee Resource Groups
(ERGs) like the Minority Development Council, Women’s
Global Path to Development Council, Gay and Lesbian Network, and Asian-
Diversity and American Business Network. These ERGs identify external
Inclusion business opportunities, act as a leadership development train-
BP’s Global Path to Diversity ing ground, and regularly communicate with senior leadership.
and Inclusion aims to further In addition to strong communication and senior leader-
prepare the company for the ship support, Chubb utilizes many formal accountability
21st century global market- mechanisms to achieve success. Employees are responsible for
place by continuing to diversify driving the culture of inclusion. All managers are expected
its employee base, with particular emphasis on local representa- to demonstrate diversity efforts on their annual performance
tion in varied geographic markets. BP understands that what evaluations, with ratings affecting their merit increases and
constitutes diversity varies greatly across regions and encompasses bonuses. Senior managers set objectives around developing and
characteristics such as gender, race, ethnicity, nationality, lan- promoting diverse candidates, and report progress to the CEO
guage, sexual orientation, gender identity, religion, and tribe. and board of directors. The managers who demonstrate the
Led by a team of Diversity & Inclusion (D&I) practitioners, most improved and the most balanced diversity results
the inclusion efforts comprise a range of programs, including for the year receive a sizeable bonus to re-invest in a diversity-
career development offerings for diverse, high-potential related program.
employees; a diversity and inclusion index which tracks Finally, Chubb’s bi-annual employee engagement survey
employees’ perceptions of the work environment; global measures attitudes on work environment, including percep-
diversity networks; and dynamic workshops on issues related tions of diversity and inclusion. While Chubb’s initiative has
to gender, race, and nationality. built an inclusive culture to benefit all employees, it has
Accountability measures are rigorous and transparent: notably worked to advance women into leadership. Women’s
Performance contracts rate executives on behaviors (including representation at the senior vice president level increased from
those related to D&I) and business results, and these ratings 16 percent in 2001 to 23 percent in 2005; at the executive
directly impact bonus pay. In addition, all D&I targets are vice president level, women’s representation increased from
tracked quarterly; if goals are not met, leadership intervenes. 0 to 17 percent during this time.
The success of BP’s Global Path to Diversity and Inclusion is
clear: Women’s representation among the 600 most senior lead-
ership positions—the first stage in its change process—increased
from 9 percent to 17 percent between 2000 and 2005. Mary George
Opperman
VICE PRESIDENT FOR
John D. Finnegan HUMAN RESOURCES
CORNELL UNIVERSITY
CHAIRMAN, PRESIDENT, AND
CEO
CHUBB GROUP OF PROPERTY
“Sandbox Socials”
AND CASUALTY INSURANCE and “Life Cycles”
COMPANIES Workshops —
Targeted Social
Reach Up, Reach Programming
Out, and Reach Cornell University created
Down targeted programming that addresses the interests of our
Chubb’s diversity initiative, diverse community. The Life Cycles Series of workshops
“Reach Up, Reach Out, and offers employees the opportunity to attend free programs that
Reach Down,” is a comprehensive effort that focuses on building address issues in categories such as parenting skills, enhancing
an inclusive culture in which employees are empowered to take relationships, life transitions, and work-life integration.

Monthly Sandbox Socials connect individuals of color to the
social fabric of Cornell and the Ithaca community. Concerts,
bus tours and other entertaining venues provide opportunities
for individuals to learn more about regional resources The DaimlerChrysler
while developing personal and professional relationships
with colleagues.
Leadership Commitment
Angie Casciato
MANAGING DIRECTOR AND
HEAD OF GLOBAL DIVERSITY
to Diversity display, signed
AND INCLUSION
CREDIT SUISSE
Client-focused Events
by the entire Leadership
Credit Suisse hosts events that
bring together our employees
and our diverse client base. Council, hangs in the
These events provide the bank
with the opportunity to
highlight the broad spectrum of our diversity and inclusion
initiatives in a way that impacts the business and strengthens
entrance of every facility
our client relationships.
Client-focused events are among nearly a dozen strategies
employed by Credit Suisse to ensure that all employees value in North America.
diversity as a core part of our business strategy.
Monica E. Emerson Janet Marzett

EXECUTIVE DIRECTOR VICE PRESIDENT
CORPORATE DIVERSITY HUMAN RESOURCES AND
OFFICE ADMINISTRATIVE SERVICES
CHRYSLER GROUP DAIMLERCHRYSLER
FINANCIAL SERVICES
Leadership AMERICAS
Commitment to
Diversity Financial and Social
The Chrysler Group’s Responsibility
commitment to diversity Through our inclusive
starts at the top, with a culture, we understand the
diversity statement penned by the president and CEO. importance of reaching out to our communities. We focus
The DaimlerChrysler Leadership Commitment to on four areas: education and financial education, community
Diversity display, signed by the entire Leadership Council, advancement, arts and culture, and public policy. The
hangs in the entrance of every facility in North America. community relations motto is “Invest. Empower. Involve.”
The signatures serve as a visual commitment of the company’s It guides our interests in our communities to invest our
leadership to create an environment where all people are resources, help people help themselves, and involve our
respected, valued, and inspired to perform at optimal levels by employees. We rely on our employee volunteers as they help
serving as role models of inclusive, respectful behavior. to transfer skills and knowledge within our company to other
members in the communities where we live and work.

Jim Weddle After the leadership strategy
MANAGING PARTNER
EDWARD JONES
Avoid “One Size Fits was communicated at

All” Education
Edward Jones recognizes that
inclusion requires a process,
not a single training program Edward Jones, the firm
or series of events. After the
leadership strategy was com-
municated, the firm cascaded inclusion training throughout all
levels of the organization, including education for a very large cascaded inclusion training
field sales group. Inclusion 2020™ workshops, designed and
conducted by outside firm Simmons Associates, provided a
strong, shared framework and were tailored to address the
particular issues and needs by country and culture. This is throughout all levels
important, because Edward Jones has operations in the United
States, Canada, and the United Kingdom.
Using the Vectors™ problem solving tool, the sessions are
designed to sharpen leaders’ ability to remove the subtle, often of the organization.
hidden forces that can impede associates’ engagement and
performance. Again demonstrating the firm’s commitment
to accountability, participants work on their own specific
action plans to support the inclusion objectives at a team Marie Y. Philippe,
and individual level. PhD, SPHR
VICE PRESIDENT, DIVERSITY
AND INCLUSION
J. Wayne Leonard EXCELLUS BLUECROSS
BLUESHIELD
CEO
ENTERGY CORPORATION
Close Encounters
Many companies have
Companywide allowed the functional
Diversity Scorecard hierarchies to build barriers
The Diversity and Inclusion
between their most vital
Scorecard is a collaborative
resources. We wanted to dispel these often unspoken myths
effort developed by line
such as “Good ideas only come from the top,” or “Voices from
managers, the Talent
minority employees are filtered,” while reinforcing organiza-
Management and Inclusion
tional inclusion. To accomplish this, small meetings with the
department, and members of the company’s 20-plus employee-
COO and other senior leaders are held monthly with employ-
led diversity and inclusion councils. The scorecard serves as an
ees who would not, in their ordinary course of activities, have
umbrella mechanism to measure, coordinate, and track
direct conversations with senior executives.
progress on the company’s numerous diversity initiatives,
including diversity training, the establishment of business unit
diversity and inclusion councils, and leadership initiatives that
create an inclusive workforce and promote diversity in the
communities the company serves.

Better vision is everyone’s birthright.
From sutureless cataract surgery that can save an infant’s sight to a contact lens
that corrects vision overnight, Bausch & Lomb is at the forefront of eye health.
Working with the world’s foremost optometrists and ophthalmologists,
we’re innovating a future with one goal in mind: Perfecting Vision. Enhancing Life.™
© 2006 Bausch & Lomb Incorporated.

™ denotes trademark of Bausch & Lomb Incorporated. MIS0206002
Eric Watson Among Ford’s initiatives
VICE PRESIDENT OF
DIVERSITY AND INCLUSION
FOOD LION, LLC is the establishment of a
Retail Management
Training (RMT) mentoring roundtable
Program
This program begins with the
identification of core colleges
and universities for recruitment, consisting of managers
including historically black
colleges and universities (HBCUs). We established a Retail
Management Training Program with the Central
Intercollegiate Athletic Association (CIAA), which is
from each organization
comprised of twelve HBCUs in our operating area. We also
focused on the retention and development of 13 associates
from diverse backgrounds who are a part of our Retail
to share best practices,
Management Training Program. The outcome of this program
has been especially gratifying. We are growing strong
relationships with HBCUs in our operating area and increasing develop new tools, and
the talent and diversity of our company’s workforce.
promote mentoring overall.

Rosalind J. Cox
DIRECTOR, DIVERSITY AND
WORK LIFE
FORD MOTOR COMPANY Richard G. Miles
CEO
Operationalizing the GOVERNMENT EMPLOYEES
Diversity Strategy – HOSPITAL ASSOCIATION,
Moving to an INC. (GEHA)
Inclusive Mindset
Senior leaders at Ford use The Idea Chain
Business Review Questions GEHA’s Idea Chain is an
and Key Messages regularly to drive an understanding of employee suggestion policy
diversity and inclusion into standing meetings and business offering rewards based on the
discussions. These questions address our company’s strategic value of an employee’s
areas of focus and help identify those organizations and leaders suggestion instead of the
who follow processes designed to build diverse and inclusive teams. employee’s pay grade. The company’s hiring policy provides
Among our other initiatives, we have established a mentoring clear directives giving preference to internal qualified candi-
roundtable consisting of managers from each organization dates to meet all goals and objectives for internal mentoring
to share best practices, develop new tools, and promote and career development.
mentoring overall. We also support employee resource groups I credit the diversification of the company’s product
that offer us fresh business and consumer insight and support offerings as well as the development of additional services and
our recruiting and community outreach efforts. process improvements to the contributions of a diverse group
of talented employees at various levels within the organization.

What’s missing?
Ivy Planning Group is known by the company it keeps. Corporate giants like
MetLife, L’Oreal, Nike, Lockheed Martin, Paramount Pictures, JP Morgan Chase,
Hilton Hotels, Lehman Brothers, and Viacom; government agencies and non-
profits who are serious about diversity choose Ivy. They understand that selecting
the right consulting and training firm makes all the difference in building and
sustaining a successful diversity initiative.
BALANCING STRATEGY, DIVERSITY AND THE BOTTOM LINE

Serious about your diversity initiative? Call today...1.877.448.9477
Emily Duncan HP ensures that diversity
VICE PRESIDENT, CULTURE
AND DIVERSITY
HEWLETT-PACKARD
COMPANY
is embedded into talent
Expanding the
Diversity of Our
Workforce
We’re accelerating the management programs,
achievement of our company-
wide diversity goals by
supporting HP leaders in attracting, developing, and retaining
a diverse workforce. We’ve established strategic partnerships creating a work environ-
with professional organizations and executive search firms;
actively recruited candidates through conferences, career fairs,
and events; and expanded the entry-level talent pool through
campus and university recruiting. ment where people want
HP ensures that diversity is embedded into our talent
management programs. Creating a work environment where
people want to stay and grow, engaging our employee resource
groups, and broadening our diversity and inclusion training to stay and grow.
portfolio help us retain a diverse workforce.
Charles A. Harvey Bottom line: Pre- and post-testing of employees indicated that
VICE PRESIDENT, DIVERSITY 95 percent left the training with the confidence that they
AND PUBLIC AFFAIRS could independently resolve workplace conflicts.
JOHNSON CONTROLS
M.E.E.T. on
Common Ground: Margot James
Diversity and Copeland
Inclusion Training
This program teaches CHAIR OF KEY FOUNDATION
EXECUTIVE VICE PRESIDENT
employees and managers how AND DIRECTOR OF
to recognize and respond to workplace situations professionally CORPORATE DIVERSITY AND
and with respect. The program introduces an easily learned PHILANTHROPY
four-step process that is supported with real-life vignettes. KEYCORP
Behavioral skills are presented to help participants evolve
from traditionally biased behaviors to those that are receptive Domestic Partner
and open, avoiding pitfalls such as patronizing behavior and Coverage
overaccommodation. Domestic partner coverage is
a component of Key’s broader strategy to compete for talent.
M Make time to discuss. It’s a competitive advantage creating an enhanced environment
E Explore differences. where employees can carry out their careers. Key began offer-
E Encourage respect. ing domestic partner coverage in 2001 and was one of the first
T Take personal responsibility. financial-services companies to do so in the nation.

Cathy Arnett, President, Utility Support Systems, Inc., Distribution Engineering Services; Vickley Raeford, President, Raeford Land Clearing, Inc., Grading and Right-of-Way Clearing;
Rajana Savant, President, Mesa Associates, Inc., Engineering and Research Development; Elizabeth Gats, President, Stag Enterprises, Inc., Commercial and Industrial Supplies Distributor.
Y O U M I G H T B E S U R P R I S E D W H AT T H E Y C O N S I D E R W O M A N ’ S W O R K .
These businesswomen have prevailed in nontraditional fields because they met

challenges head-on and took advantage of opportunities that came their way.
Opportunities like becoming a vendor for Georgia Power, a subsidiary of Southern
Company, the South’s premier energy company. Through our Supplier Mentor
Program and other diversity initiatives, we have assisted qualified female and
minority-owned companies acquire the experience, knowledge, and contacts to
help grow their businesses. At Georgia Power, we believe that their success will
contribute to the economic success of all the communities we serve. To learn
more, visit us at southerncompany.com/suppliers/diversity.asp.
By bringing technology
Elaine Weinstein
SENIOR HUMAN RESOURCES
OFFICER to the home setting, Medco
KEYSPAN ENERGY
Making the Business provides new options

Case for Diversity
To meet the varied needs
of our diverse customers, for those who may be
KeySpan recently established
a Multicultural Marketing
Campaign, with two pilot programs targeting Chinese- and challenged in managing
Hispanic-Americans.
To make the campaign effective, we called on our diverse
employees to serve as Multicultural Marketing Ambassadors. the costs and inconveniences
Customer + Employee Inclusiveness = Real Business Value.
involved in commuting
Maruiel Perkins-
Chavis
VICE PRESIDENT,
to work.
WORKFORCE EFFECTIVENESS
AND DIVERSITY
MARRIOTT INTERNATIONAL
Kenneth O. Klepper
Women’s Leadership EXECUTIVE VICE PRESIDENT
Initiatives CHIEF OPERATING OFFICER
The Women’s Leadership MEDCO HEALTH SOLUTIONS
Development Initiative
(WLDI), which the company began in 1998, seeks to increase Medco Work@Home
the presence of women in the highest level of management Consistent with its strategy to
and in other key decision-making positions. WLDI has a optimize operations, assets
powerful framework built on three critical components: leader- and information technology,
ship, networking and mentoring, and workforce effectiveness. Medco subsidiaries have 500
The first component focuses on developing and support- employees—primarily
ing Marriott’s current women senior leaders and on building a associated with call centers—participating in Work@Home
strong pipeline of future women leaders. In the second critical programs in various areas of the country. To date, the results
component, women and minorities learn valuable skills in have been overwhelmingly positive, with increased job
building reciprocal value relationships that enable them to seek satisfaction and high-quality performance. Medco has
mentoring relationships throughout their careers. Work@Home programs in New Jersey, Texas, Ohio, Nevada,
The third component is workforce effectiveness. We have and North Carolina.
a long-standing tradition of providing strong work life support Medco provides the information systems required to
and programs to all of our associates at Marriott. We under- perform the job responsibilities, including computer, security
stand and value that our female employees must approach and telephone equipment, and specialized programs unique
their lives with the dual need to prioritize their work and to Medco. By bringing the technology to the home setting,
personal life responsibilities. This initiative has resulted in Medco provides new options for those who may be challenged
notable accomplishments. For example, Marriott has more in managing the costs and inconveniences involved in
than tripled the number of women in executive positions. commuting to work.

Punam Mathur Amy George
SENIOR VICE PRESIDENT, VICE PRESIDENT, GLOBAL
CORPORATE DIVERSITY AND DIVERSITY AND INCLUSION
COMMUNITY AFFAIRS PEPSICO
MGM MIRAGE
Ensuring Leader-led
Engaging Commitment
Multicultural Senior level sponsorship is
Interests to Drive essential to winning with
ROI diversity. Each of our chair-
As part of our strategic plan, man’s direct reports has
MGM MIRAGE dedicated a responsibility for an employee
professional sales position to help develop relationships with group, with all groups represented—including white males.
meeting and convention planners for multicultural and For example, the CEO of Frito-Lay is responsible for under-
emerging markets. Also, the Multicultural Advisory Council, standing the experiences of Latinos at PepsiCo. This ensures
comprised of representatives from diverse groups and organiza- opportunities are surfaced, and every group has a voice at the
tions, offered its insight to help shape our company’s efforts. most senior level.
As a result, marketing materials specifically targeting diverse
consumers were created; we increased our participation
in relevant multicultural trade shows; and advertising and
marketing materials were adapted for production in Spanish
Steven A. Burd
and English. CHAIRMAN, PRESIDENT
AND CEO
SAFEWAY, INC.
Katherine O’Brien Championing

Change for Women:
VICE PRESIDENT AND CHIEF An Integrated
DIVERSITY OFFICER
NEW YORK LIFE INSURANCE Strategy
COMPANY Safeway’s Championing
Change for Women: An
Maintain Clear Integrated Strategy pairs com-
Communication of prehensive career development and mentoring programs with
Inclusion rigorous tracking and accountability systems, a combination
It is critical to have a well- that has resulted in the substantial advancement of women—
articulated corporate business including women of color—to management positions. Driven
case for diversity and inclu- by an emphasis on advancing all talent and monitored through
sion that explains “how and why” diversity and inclusion can rigorous tracking and accountability systems, the initiative
help the company achieve its business objectives. Ongoing features such innovative elements as a mentoring program that
communication of this business case is needed so that it requires all managers to mentor diverse talent, and the Retail
continues to be part of corporate culture and philosophy. Leadership Development program, which trains retail employees
Inclusion principles must be directly integrated into the to be store managers, a path which can lead to corporate
culture and company mission by top leadership. At New York management. This emphasis on accountability ensures results:
Life the diversity office, led by the chief diversity officer, Since 2000, there has been a 40 percent increase in the repre-
reports to the executive vice president in charge of law and sentation of women in store management ranks, a 34 percent
corporate administration and has regular interaction with the increase in the representation of white women and a 65 percent
executive management committee, which is a group of increase in the representation of women of color. The repre-
company executives who establish management policies. sentation of women at the vice president level rose from
12 percent in 2000 to 25 percent in 2005.

person ality
Is Nationwide for you?

Some people have an inner desire, a compelling
force that drives them to take action, deliver on
their promises and continually reach beyond what’s
expected. It’s this passion for greatness
that makes Nationwide associates special.
At Nationwide, it’s not about just filling a position.

It’s about finding individuals with personality – that
special blend of natural talents and innovative ideas.
If words like passion, connection, commitment,
vision and leadership inspire you, a career at
Nationwide could be for you.
A number of job opportunities are available now

in Columbus. Meet with one of our representatives
or apply online at nationwide.com.
Are you ready?
Nationwide is an equal opportunity employer. EOE/M/F/D/V

Nationwide and the Nationwide framemark are federally registered service marks of Nationwide Mutual Insurance Company.
On Your Side is a service mark of Nationwide Mutual Insurance Company. ©2005, Nationwide Mutual Insurance Company. All rights reserved.
employee network groups; and Bridge, an informal
John D. Hofmeister mentoring initiative within our operating divisions for new
PRESIDENT, U.S. COUNTRY managers. Our mentoring initiative is an opportunity to
CHAIR, VICE PRESIDENT strengthen organizational relationships across divisions and
CORPORATE functions, align people and processes, enable people to
AFFAIRS/HUMAN
RESOURCES
achieve their full potential, and enhance diversity in the
SHELL OIL leadership pipeline.
Employee Networks
Employee Networks play a Gary D. Forsee
vital role in promoting under-
PRESIDENT AND CEO
standing, engagement, and SPRINT NEXTEL
accountability at Shell. They orchestrate programs and
activities at the business and department levels, including A Holistic Approach
mentoring, diversity awareness, professional development, and to Inclusion and
work/life support. Network groups organize activities and Diversity
events to help improve the work environment and provide Sprint Nextel focuses not
development opportunities for women and people of color. just on traditional (though
Examples of network activities include workshops and panels important) diversity aspects
at which senior women share career experiences with more such as race and gender, but
junior women. expands the scope to include such areas as diversity of thought,
Networks also have played a vital role in helping leader- experience, job level, and location. This inclusive thinking is
ship understand the demographic composition of the work- present as we reach out to our employees, customers, suppliers,
force and cultural differences. Each network has a president and the community.
who is accountable for the group’s achievement of goals and Recently, Sprint Nextel launched a groundbreaking new
objectives mutually agreed upon between the network and the Black History Month campaign, sending daily text messages
Corporate Diversity Office, which fully funds all network about important African-Americans to interested parties.
activities. There are eight active employee networks at Shell: Sprint Nextel also offers innovative services for deaf and
Asian-Pacifics; Blacks; Women; Gays, Lesbians, Bisexual and hard-of-hearing users.
Transgendered; Hispanics; Generation X Employees; Louisiana
African-Americans; and Louisiana Women. Each network has
business-related goals and a scorecard to track performance.
Sodexho’s mentoring
Dr. Rohini Anand
initiative is an opportunity
SENIOR VICE PRESIDENT
AND CHIEF DIVERSITY
to strengthen organizational
OFFICER
SODEXHO relationships across divisions
Building a Culture and functions, align people
of Mentoring
Mentoring is a key
component of employee
and processes, enable people
development, and Sodexho is
committed to developing a
to achieve their full potential,
culture that supports it. We have implemented three mentoring
programs which include Impact, a formal initiative connected
and enhance diversity in the
to succession management for high-potential employees;
Peer2Peer, an informal initiative which operates through our leadership pipeline.
MFHA 10th Anniversary Conference
celebrate a decade of diversity leadership
August 6-8, 2006 in Boston

at the Hyatt Regency Cambridge
• Gerry Fernandez, MFHA President

and Founder, will deliver a “State of
Diversity” keynote address
• Celebrating the industry’s

achievements and milestones over
the last decade
• MFHA 2006 award winners

• Log onto www.mfha.net for
sponsorship and early registration
opportunities
MFHA premier sponsors

May Snowden
VICE PRESIDENT, GLOBAL
Starbucks’ diversity and
DIVERSITY AND INCLUSION
STARBUCKS COFFEE
COMPANY inclusion strategies enhance
Ensure a Great Work
Environment by
Leveraging Diversity relationships with community
We strive to create an inclu-
sive and high-performance
work/life environment in leaders and external audiences
which all partners are fully utilized and effective. By designing
and implementing global diversity and inclusion learning
solutions, we foster a sustainable framework of change and
transformation that supports the Starbucks strategic plan.
and embody the corporate
Our diversity and inclusion strategies enhance relation-
ships with community leaders and external audiences and
embody the Starbucks corporate vision: Embrace diversity as vision: Embrace diversity as
an essential component in the way we do business.
an essential component in the

Jonathan Schwartz
PRESIDENT AND CHIEF
OPERATING OFFICER
way it does business.
SUN MICROSYSTEMS
Global Inclusion,
Branding and
Communication Richard K. Templeton
Sun's messaging platform has PRESIDENT AND CEO
evolved from one focused on TEXAS INSTRUMENTS
diversity and individual INCORPORATED
careers to one that conveys
Sun’s commitment through brand, messaging, global commu- Monthly Diversity
nity involvement, and talent pipeline partnerships that foster Column and
internal and external reputation. Sun’s network computing Diversity Tipsheets
vision demands that we first grow and nurture the most Each month, the diversity
important network of all—our employee community. director writes and posts a
At the core of Sun’s staffing processes, inclusion is trans- diversity and inclusion
parent. This allows the company to embed inclusive practices article electronically. Subjects
into the talent management system, ensuring that talented span the entire range of issues—race, gender, culture, and sexual
people, wherever they are in the world, can participate at every orientation. The article also has delved into issues relating to
level of our pipeline. In that way, Sun becomes the employer workplace bullying, building trust, religion, and defining
of choice for people around the globe. inclusions. The newsletter is accessible to employees world-
wide. The diversity office also periodically issues diversity tips,
each no longer than two pages. They augment the monthly
column by offering “how-tos” relative to specific issues.

operational needs. Small, minority-owned, and women-owned
Mike Eskew businesses are integral to our supplier base. The Postal Service
is seeking to provide all suppliers with equal access to purchasing
CEO
UPS and business opportunities.
Black Executive
Exchange Program
(BEEP) Rosie Saez
Designed to provide a new SENIOR VICE PRESIDENT,
perspective on business and DIRECTOR OF DIVERSITY
to broaden the career aspira- INTEGRATION PRACTICES
tions of African-American WACHOVIA
college students, the National Urban League’s Black Executive
Exchange Program presents an exciting opportunity for all Annual CEO
participants. Since UPS began participating in the program in Diversity Review
1989, 125 senior managers have served as role models. This program holds leaders
UPS also has developed a Welfare to Work program. at all levels of the company
The program helps move individuals from welfare to work by accountable for achieving
placing them in jobs at UPS. UPS’s success is largely due to measurable results on the
partnerships with government and nonprofit agencies across diversity components of their business plans. We conduct
the country. UPS has programs in 40 locations across the an annual CEO diversity review with all operating committee
country and has hired almost 66,000 people previously on members. The review uses reporting processes to monitor
welfare rolls. results, identify areas for improvement, and leverage best
practices. It ensures that departments such as human
resources, corporate marketing, corporate relations and
supplier diversity integrate diversity goals and programs into
Anthony J. Vegliante their go-to-market efforts.
CHIEF HUMAN RESOURCE
OFFICER AND EXECUTIVE
VICE PRESIDENT
UNITED STATES POSTAL
SERVICE The United States Postal
Multicultural
Business
Opportunities Service focuses on the entire
The USPS has developed
relationships with its multi-
cultural customer base. A small business marketing council has
been created to focus on developing this vital sector’s ability to
business community when
grow and prosper by using mail as a business and marketing
vehicle. The council is comprised of the National Small
Business Foundation; the National Black, Hispanic and Pan searching for quality equip-
Asian chambers of commerce; Association of Women Business
Owners; Association of Small Business Development Centers;
and the American Society of Association Executives.
DiversityBusiness.com ranked the USPS the top government, supplies, and services
ment agency for multicultural business opportunities. The
Postal Service focuses on the entire business community when
searching for quality equipment, supplies, and services for our for operational needs.
PDJ

1 2 3 4 5 6 7 8 9 DOWN
1. Program that is helping women
receive equitable treatment in
10 11 the workplace
2. Another word for diversity
12 13 14 15 3. Way to go
4. Top
16 17 5. Near, for short
6. Drinks company supporting
18 19 20 21 22 diversity in the workplace
8. Boat mover
23 24 9. Dunk-worthy food
11. Academic qualification
25 26 27 28 29 13. Wrong color for the books
15. Compete
30 19. ____-in!
20. Radio band, abbr.
31 32 33 34 35 36 21. Executed
22. Drink cooler
37 38 23. Kind quality
26. Convince
39 40 41 42 27. ___ polloi
29. Secures, a position for example
43 44 30. Nope!
32. Success
45 46 47 48 34. Set aside
35. Twist or North?
49 50 51 52 36. Mature
40. Testing ground
53 54 41. Life goal
42. Helpful suggestions
43. Oversee
46. Twofold
52. Greeting (slang)
ACROSS 31. Enthusiasm

1. Management 33. Trusted counselor
7. 2004 Profiles in Diversity Journal Leader of the Year 37. Promotion
10. Expert, for short 38. “The One” star Jet
12. Look after and allow to grow 39. Don't ___ on my parade!
14. Oil company and diversity supporter 40. Management quality
16. ___ Mex! 43. A ___ - do person
17. Soldier 44. I have, abbr.
18. Leveled 45. Tech giant supporting diversity in the workplace
19. Recognize as having the standards for professional 47. Freedom President
employment, for example 48. 1st Asian American woman appointed to a President’s
23. World cabinet ( ____ Chao)
24. Characterized by, suffix 49. Advice
25. Self executed, for short 50. Ocean
26. Oil company that supports diversity in the workplace 51. Attempt
28. Senior 53. Listens to
30. Light type 54. Succeeds, with “it” The solution can be found
on page 80.

SHRM2006
The Washington Convention Center | Washington, D.C.
Explore | Learn | Network
Society for
Human Resource
Management
Annual Conference
& Exposition
June 25–28, 2006
Washington, D.C.
Special Discount Available

Five or more individuals traveling from the same country (other than the United
States) will receive a 20 percent discount on each full conference registration
fee.
Note: All registrations must be paid by a single form of payment and
accompanied by all completed registration forms for each attendee.
Questions?
Contact Rosaura Barrera at rbarrera@shrm.org or SHRM Customer Service at
(800) 283-SHRM,option #3 (U.S);+1 (703) 548-3440, option #3 (International);
TTY/TDD: (703) 548-6999.
www.shrm.org/conferences/annual
Bank of the West Page 80
www.bankofthewest.com
Bausch & Lomb 65
www.bausch.com
The Boeing Company 3
www.boeing.com
DaimlerChrysler Corporation 5
www.daimlerchrysler.com
Dell, Inc. 7
www.dell.com
Eastman Kodak Company 11
www.kodak.com
Exelon Corporation back cover
www.exeloncorp.com
Ford Motor Company cover 2, page 1
www.ford.com
Georgia Power 69
www.southernco.com/gapower
Halliburton 63
www.halliburton.com
Ivy Planning 67
www.ivygroupllc.com
Lockheed Martin 9
www.lockheedmartin.com
MFHA 75
G O V E R N A N C E F O R D www.mfha.net
E A O P R O D A O MGM MIRAGE 61
N U R T U R E C H E V R O N www.mgmmirage.com
D I T E X A G I U Nationwide Insurance 73
E V E N E D A C C R E D I T www.nationwide.com
R T G L O B E I C PepsiCo, Inc. 71
D I Y S H E L L E L D E R www.pepsico.com
I N E O N A A Sodexho 45
www.sodexhousa.com
V I T A L I T Y M E N T O R
E R L L A D L I Society for Human Resource Management 79
www.shrm.org
R A I N L E A D E R S H I P
S U C A N R M I V E Starwood Hotels 16
www.starwoodhotels.com
I B M A B E E L A I N E
T I P R S E A R T R Y WellPoint cover 3
www.wellpoint.com
Y H E E D S M A K E S O
The Winters Group 53
www.wintersgroup.com

At WellPoint, we celebrate the diversity
of our workforce. We are the leading
What does it take to be named
health benefits company in the nation FORTUNE magazine’s Most ®
serving the needs of 34 million members.

A FORTUNE 50® company, we are Admired Health Care Company
strengthened by the commitment and
dedication of our associates. If you’re
six years running?
looking to join a company where you will
see your ideas in action - where what you
do helps others live better, consider a
career with us.
Visit our Web site to search opportunities
throughout the United States at:
People like you.
www.wellpoint.com/careers
Opportunities may be available in the
following areas:
• Actuarial
• Administrative/Clerical
• Advertising/Marketing
• Claims/Membership/Customer Service
• Compliance
• Corporate Communications
• Finance & Accounting
• Human Resources
• Information Technology
• Legal
• Management
• Nursing/Case Management
• Pharmacy
• Provider Network Development
• Sales
• Training
• Underwriting
SM
EOE. SM Service Mark of WellPoint Inc. FORTUNE and FORTUNE 50 are registered trademarks of FORTUNE magazine, a division of Time Inc. ©2004 WellPoint Inc. All rights reserved.

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Volume 8, Number 2 March / April 2006

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2 Profiles in Diversity Journal March/April 2006

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Dell recommends Trisa Thompson uses a Dell Latitude D610

CAREERS AT DELL. CONSIDER THE POSSIBILITIES.

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We recognize and appreciate the

diversity of people, ideas and cultures.

Through diverse viewpoints, we deliver

unprecedented business results.

The diversity lights are burning

An interview with John W. Rowe –

Lincoln and Beale.

Rowe is as passionate about diversity as he is about energy. He has assembled

inclusion strategies throughout the company.

Please give your definition of diversity.

interview :: differences that create an inclusive

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“For me, diversity is a very personal thing.

seven percent of employees

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interview :: port of achieving the company’s business

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COMPANY: Exelon Corporation

HEADQUARTERS: Chicago, Illinois

COMPANY WEB SITE: www.exeloncorp.com

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interview :: whole. In the last five years Exelon has

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It makes good business sense

many more. is very active in the Chicago community.

I serve on several boards, as do other Frank is leading the development of the

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Legacy Fund, a $3 million endowment and African American advertising agen-

interview :: Community Trust to broaden educa- with those communities. Exelon’s

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“I have made it my mission to ensure that

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Engineering student Emern Ekong provides some information

Exelon’s diverse work force drives its success

that ensure diversity is a part of everyday contribute to civic and community

Exelon’s commitment to diversity is our employees.

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work force is where our diversity strategies includes domestic

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ships with several schools engineering to communications.