March 19, 2010

Edelman Supports International Paralympic Games in Vancouver, Whistler
Edelman is on assignment for The International Paralympic Committee (IPC) as its 2010 Games got underway this week in Vancouver and Whistler, British Columbia. Karyo Edelman general managers Patti SchomMoffatt and Paul Welsh were among the Vancouver Paralympic Torch Relay torchbearers who carried the flame through downtown Vancouver on March 10. They were among an elite group of fewer than 600 torchbearers for the relay.

Karyo Edelman GMs Patti Schom-Moffatt and Paul Welsh were among the torchbearers

Edelman is working closely with the IPC to handle communications support ranging from interview coordination for key IPC executives at the Games to media relations outreach in several key nations. In tandem with the March 12 Winter Paralympic Opening Ceremony at downtown Vancouver’s B.C. Place stadium, the team reached out to U.S. media regarding the Paralympic Hall of Fame induction of Chris Waddell, the most decorated U.S. winter Paralympian. Edelman staff members are also embedded at the in Whistler Paralympic Media Center, assisting with competition media relations needs.

Patti with the torch in downtown Vancouver

Team members include Darren Roberts, Julia Cameron and Mahafrine Petigara, Vancouver; Lindsey Early of Chicago (working in Whistler for the event); Mary Scott, New York; and Nicholas Wolaver, Atlanta, who conducted media outreach in February.


Chicago Consumer Helps Burger King Raise a Mug for Whopper Bar
Chicago Consumer Marketing recently helped Burger King announce a milestone -- the opening of a Whopper Bar in Miami’s South Beach neighborhood that is the first in the U.S. to serve beer. Right in the backyard of Burger King’s Miami headquarters, the world’s fifth Whopper Bar presented the ideal opportunity to provide the media with a progress report on how the Whoppercentric concept had evolved. It also enabled the client to highlight the addition of beer and a delivery service to its domestic offerings. The challenge came in ensuring that the coverage clearly communicated the limited extent of the beer offering – that it is restricted to the adultfocused Whopper Bars and would not be available at traditional Burger King restaurants. In addition, it was important to Burger King that the focus on beer didn’t upstage the real star: the brand’s signature sandwich, the Whopper. A strategic plan, created and executed by the Edelman team, ensured that the first news out of the gate would be a success. That came in an exclusive with USA Today, which touched on the brand’s priority messages, clearly described the Bar’s new offerings, and ultimately set the stage for widespread attention from media and consumers. USA Today’s article was quickly followed by distribution of a press release, Associated Press coverage and more than 550 local TV mentions – all carefully planned to be aired before Miami’s media landscape shifted its focus to the Super Bowl.

South Beach site is the 1st in the U.S. to serve beer

With help from Media Services, nearly all of Miami’s local outlets covered the Whopper Bar. It even was the subject of jokes during monologues on “The Jay Leno Show” and “Late Night with David Letterman.” News broadcasts included FOX News, CNN and PBS and notable blogs and sites such as,, and Print coverage was secured in the Chicago Tribune and New York Daily News. Deemed a success by Burger King, the program established excitement for the newest Whopper Bar and helped build anticipation for opening day. The assignment was led by the account team of Alix Salyers, Erica Sarakaitis, Lauren Kuzniar and Lauren Ross with Katie Scrivano and Aaron Gannon, Media Services, all Chicago.

Seattle Leverages Olympic Games to Showcase Washington as a Destination
This year’s Winter Olympic Games in Vancouver, BC helped shine the spotlight on the entire Pacific Northwest as a vacation destination. To transform interest in the region into media coverage that promotes its home state, Edelman Seattle’s team on the Washington Tourism account created a comprehensive communications plan that


included developing an Olympics-focused travel resource at

The Seattle account group enlisted travel writers who wanted to cover the events. They also worked with the Spokane Regional Convention & Visitors Bureau and the new Northern Quest Resort & Casino to develop two-day itineraries that highlighted Spokane as a value-focused travel destination for Seattle-area residents. Following the trip, the team received resoundingly positive feedback from the writers and the Tourism Office. Online coverage of the U.S. Figure Skating Championships was secured immediately following the trips on, and The writers promised to do future stories on Spokane over the coming year. The program is handled by Ian Jeffries, Amanda Watkins, Jacquelyn Potwin and Michael Eggerling, all Seattle.

U.S. skating competition was held in Spokane

The plan included the hosting of two individual media familiarization trips to Spokane during the U.S. Figure Skating Championships (of which Washington State Tourism was a sponsor).

2010 Already Off to a Big Start for Edelman Orlando
The new year is proving to be busy and productive for the Orlando office. Earlier this week, Senior Vice President Laura Guitar appeared on “Flashpoint,” an hour-long public affairs program on the local CBS-affiliate. Laura spoke about the Trust Barometer’s findings and their relevance to Central Florida. Last month, Orlando’s staff welcomed Edelman U.S. President and CEO Matt Harrington and Edelman Southeast Region President Claudia Patton to a Trust Barometer event with more than 100 business and community leaders. While in Florida, Matt was interviewed by the Orlando Sentinel about Tiger Woods’ public apology - comments that were picked up on Web sites across the country. In mid-January, the office celebrated its second anniversary and its growth from two to six
Matt Harrington addressed the Trust event crowd that included many community leaders

professionals under the umbrella of Edelman Southeast.

The Orlando office focuses on corporate, digital and health initiatives and is poised for continued growth as the economy recovers.


Chris Deri among World Economic Forum “Young Global Leaders” for 2010
Chris Deri, New York-based head of Edelman Corporate Social Responsibility, has been selected by the World Economic Forum to be among its Young Global Leaders (YGLs) for 2010. The honor, bestowed each year by the WEF, recognizes up to 200 outstanding young leaders from around the world for their professional accomplishments, commitment to society and potential to contribute to shaping the future of the world. For 2010, the Forum has selected 197 Young Global Leaders from 72 countries. Chris is among the 38 people picked from North America. “The World Economic Forum is a true multistakeholder community of global decision-makers in which Young Global Leaders represent the voice of the future and hopes of the next generation,” said Klaus Schwab, founder and executive chairman of the WEF. The 2010 honorees will become part of the broader Forum of Young Global Leaders community that comprises 660 outstanding individuals. The YGLs convene at an annual summit – this year it will be in Dar es Salaam, Tanzania in May.

Chris Deri

UK’s Ben Cotton Wins European Award for His Blog
Account Executive Ben Cotton of the Edelman UK Digital group has won a European award for his blog Social Web Thing. Ben, who recently joined the UK Digital team from the Centre for Public Relations Studies at Leeds Metropolitan University, received the Best Practitioner/Researcher award at the Euprera Spring Symposium in Ghent, Belgium. Ben has been blogging on the PR industry since 2007. He launched “Social Web Thing” in 2009 to focus more on digital and social media and employability issues.
Ben Cotton


Ben said: “I’m delighted to have won the award and must confess that I’m exceptionally proud, given the high standard of blogs that mine was up against. As I said throughout my presentation at the conference, the success of the blog has little to do with me and much to do with the many people

who have kindly given their time to answer Q&As or give opinions – which in turn have stimulated much debate. It’s their views and insights that have added real value and a fresh perspective to ‘Social Web Thing.’”


Edelman Portland Volunteers with Transition Projects
Six Edelman Portland employees recently volunteered for a night of providing meals at the Clark Center, a shelter for men transitioning out of homelessness. It is one of three shelters operated by Transition Projects, a nonprofit agency. Edelman staff prepared and served a lasagna dinner for 90 men. The volunteers had a chance to talk with residents and also with program directors about their goal of meeting the basic needs of people in transition from homelessness to having housing. Residents of the Clark Center were grateful for their delicious meal. The Edelman colleagues said they thoroughly enjoyed the experience and the opportunity to work with one another outside of the office.

Edelman volunteers (L-R) Meredith Williams, Bre Landman, Alyson Angelo, Jessica Johnston and Erika Simms. Shannon Huggins, the sixth

member, is not shown.


Bob Reincke Editor

Dan Edelman Editor-in-Chief

John Edelman Contributing Editor


10 Id deas fo the N or Next 10 0 Years
A thinker's guide to the most important trends of the s m t new decad de

The Tw wilight of the Elites o
By CHRISTO OPHER HAYES Thursday, Mar. 11, 2010 BACK

In the pas decade, nea every pillar institution in st arly American society — whether it's Ge eneral Motors, Congress Wall Street, Major Leagu Baseball, the s, ue Catholic C Church or the mainstream media — has s revealed i itself to be co orrupt, incomp petent or both h. And at the root of these failures are the people e e who run th hese institutio ons, the bright and industriou minds who occupy the c us commanding heights of our meritocr f ratic order. In exchange for r their powe status and remuneratio they are er, d on, supposed to make sure everything o d e operates smoothly. But after a cascade of sca andals and catastroph hes, that impl social con licit ntract lies in ruins, replaced by mas skepticism, contempt an ss , nd disillusion nment. In the wak of the implosion of near all sources of ke rly s American authority, this new decade will have to e be about reforming our institutions t reconstitute a r to e more relia able and democratic form o authority. of Scholarly research sho a firm cor ows rrelation between s strong institut tions, account table élites an nd highly functional econo omies; mistrus and st corruption meanwhile, feed each ot n, , ther in a vicio ous circle. If o current cris continues, we risk a lon our sis ng, ugly proce of de-dev ess velopment: hig gher levels of f corruption and tax evas n sion and an in ncreasingly fractured public sphere in which bo public e, oth consensus and reform become all b impossible but e. For more than 35 years Gallup has polled s, s Americans about levels of trust in th institutions s heir — Congre ess, banks, Big Business, public school B ls, etc. In 200 nearly eve single inst 08 ery titution was at t an all-time low. Banks were trusted by just 32% o e of the popula ace, down fro more than 50% in 2004 om 4. Newspape were dow to 24%, fro slightly ers wn om

below 4 40% at the st of the dec tart cade. And Congre was the le ess east trusted in nstitution of all, with on 12% of Am nly mericans expr ressing confid dence in it. Th mistrust of élites extend to élites he f ds themse elves. Every y year, public-r relations gur ru Richar Edelman c rd conducts a "tr rust baromete er" across 22 countries, in which he surveys only highly e educated, hig gh-earning, m media-attentive e people. In the U.S., these people show extrem e mely low lev vels of trust in government and business s alike. P Particularly dis strusted are t superman the n CEOs o yore. "Chie of ef-executive tr rust has just b been mired in the mid- to low 20s," say Edelman. " ys "It started off with Enro and culmin d on nates in Citi." Such fi igures show t that the crisis of authority extends beyond nar rrow ideologic categories Big cal s: Busine and unions, Congress a Wall Stre ess and eet, organiz religion and science ar all viewed with zed re skeptic cism. So why is it that so m much of the country leadership in so many d y's p different walk of ks life per rformed so ter rribly over this decade? While s no sing gle-cause theory can expla such a wid ain de array o institutional failures, ther are some of re themes — in particu s ular, the conce entration of power and the erosion of tr e ransparency a accounta and ability — that extend throu ughout. Few pe eople know th better than Terry McKie his n ernan, 56, the founder of B e Bishop Accoun ntability. Like nearly all Irish-Amer rican boys of his generatio on, McKier rnan was raised in the Rom Catholic man Church — altar boy, confirmation a lifetime of h , n, f Sunday His uncle was a priest. When allega ys. ations of sexu abuse in th priesthood surfaced in 2002, ual he d McKier rnan says, "th whole thing honestly hit me he g kind of hard." So he quit his job a a managem f e as ment

consultant and started Bishop Accountability, which is in the process of procuring more than 3 million pages of records about the Church's sexabuse scandal. According to McKiernan, the main institutional characteristics that produced the crisis were the Church's obsessive secrecy and its hierarchical nature. Those at the top of the pyramid, the bishops, were exempt from any corrective accountability from below. This dynamic isn't unique. "There are various ways in which the Church is a peculiar institution," McKiernan says. "But," he adds, "it is also simply an institution in which the rules of power apply and the effects of secrecy apply. I'm not surprised that people doing unexamined things do bad things." That dynamic has played itself out throughout society. Look at CEO pay. In 1978, according to the Economic Policy Institute, the ratio of average CEO pay to average wage was about 35 to 1. By 2007 it was 275 to 1. Nell Minow, a lawyer and corporate-governance expert, has for decades waged a one-woman crusade against excessive CEO pay. She has watched as CEOs have found ways to manipulate the levers of governance and devise ingenious methods of guaranteeing themselves windfalls regardless of their company's performance. "It's like going to a racetrack and betting on all the horses, except you're using someone else's money," Minow says. "You know one of them is going to win. As long as you're not paying for the tickets, you're going to come out ahead." Of course, it's not really news that very gifted and talented people can make poor, even colossally catastrophic judgments. But the fact is, a complex society like ours requires many tasks to be performed by experts and élites, and tackling some of the most difficult and urgent problems we face requires repositories of authority that can successfully marshal public consensus. Take the problem of climate change. It's beyond our ability to recognize the imperceptible upward creep of global temperatures, so we must rely on the authority of those who are doing the highly Hayes is the Washington editor of the Nation
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complicated measuring. But at a moment when we desperately need élites and experts to use their social capital to warn the populace of the dangers of catastrophic climate change, skepticism is rising. A comprehensive Pew poll released in October found that only 57% of respondents think there's evidence of warming (down from 71% last year), and just 36% think it's because of human activity (down from 47%). This is the danger of living in a society in which the landscape of authority has been leveled: it's not there when you actually need it. The élites' failures of the past decade should teach us that institutions of all kinds need input from below. The Federal Reserve is home to some of the finest economists and brightest minds in the country, and yet it still managed to miss an $8 trillion housing bubble and the explosion of the subprime market. If, say, the Federal Reserve Act required several seats on the board of governors to be reserved for consumer advocates — heck, even community organizers — it would have been harder to miss these twin phenomena. If there are heartening countertrends to the past decade of élite failure, they're the tremendous outpouring of grass-roots activism across the political spectrum and the remarkable surge in institutional innovation, much of it facilitated by the Internet. In less than a decade, Wikipedia has completely overturned the internal logic of the Enlightenment-era encyclopedia by radically democratizing the process of its creation. Farmers' markets have blossomed as a means of challenging and subverting the industrial fooddistribution cartel. Charter schools have grown for the same reason; local school systems are no longer viewed as transparent and democratic. This, one hopes, is just the beginning. All these new institutions are inspired by a desire to democratize old, big oligarchic hierarchies and devolve power downward and outward. That's our best hope in the decade to come. For at the end of the day, it's the job of citizens to save élites from themselves.,28804,1971133_1971110_1971117,00.html#ixzz0huZ5pkNx

Becoming global Games players
B.C. workers are stepping off the podium for now, but there are job opportunities in future Games for those with Olympic expertise
Curt Cherewayko They’re losing their jobs and likely suffering more acutely from Olympic postpartum depression than other British Columbians, but VANOC employees can take heart: experience in organizing and operating an Olympic Games can secure them a ticket on the endless Olympic employment caravan. Roughly 300 of VANOC’s 1,500 full-time employees were laid off on March 1. In the months and years after the last of the Vancouver Games is dismantled, future Olympic host cities London, England (2012), and Sochi, Russia (2014), will be looking for additional Olympic expertise as they near the opening ceremonies of their Games. That doesn’t mean that VANOC employees – some of whom are already in discussions with the Sochi Games HR department – are guaranteed jobs in 2012, but they can find hope in the stories of at least a handful of businesses in B.C. that have leveraged their Games experience to become serial Olympic employees. Debra Lykkemark’s involvement in the Olympics dates back to Salt Lake City in 2002. She sent two chefs from her Culinary Capers Catering Inc. team to work with American colleagues in the catering industry who had landed Olympic contracts in that city. Salt Lake was essentially a scouting and reconnaissance exercise for Lykkemark, who is the president and CEO of Culinary Capers. She predicted that if Vancouver’s bid for the 2010 Games were successful, the city and province would raise its profile in the Games leading up to 2010 and generate Olympic opportunities for local companies. She was right. Culinary Capers sent seven employees to Torino for two weeks after winning the request for proposal to cater for the BC Olympic Secretariat’s BCCanada Place. That led to a five monthlong catering contract with the secretariat for the BC-Canada Pavilion in Beijing in 2008. Culinary Capers landed additional Olympic contracts in Beijing with embassies and Adidas And established a permanent division in that city that continues operating there today. Culinary Capers’ groundwork in Salt Lake, Torino, and Beijing yielded a flood of work during Vancouver’s Games. When Russia was looking for a local caterer for its Sochi House, a colleague who Lykkemark had met at the Torino Games and had helped Sochi with its Olympic bid referred the Russians to her. Culinary Capers, which has 200 full-time employees, hired an additional 300 employees for the Vancouver Games to feed visitors of Sochi House and cater to a half-dozen other Olympic clients like Royal Bank of Canada and Shaw Communications Inc. Lykkemark emphasized the role that her connections and experience in previous Games had in the volume of business Culinary Capers landed during the Vancouver-Whistler Games.

“Everybody knows who we are because they saw us in Beijing; they saw us in Torino,” said Lykkemark, who has also had to ramp up media relations in Vancouver thanks to reports that a food preparation area in Sochi House operated by another caterer did not meet food preparation standards. On the PR side, Karyo Edelman Communications Inc.’s large involvement in the Vancouver Games can also be traced back to its experience in the BCCanada pavilions in Torino and Beijing. In 2005, Karyo Edelman was Karyo Communications and was too small and local to win the bid to organize the BC Olympic Secretariat’s global communications strategy in Torino. To win the bid, Karyo partnered with Edelman, a global PR heavyweight that has been involved in some capacity in every Olympic Games since 1976. As a profile-raising exercise for the 2010 Games, the BC-Canada Pavilion in Torino was a huge success. Paul Welsh, Karyo-Edelman’s general manager, is especially proud of the streethockey games the BC-Canada team organized daily in the Piazza adjacent to the pavilion. The pavilion and the street-hockey games received 45 million Internet hits through media coverage. In April 2007, Edelman bought controlling interest in Karyo.

together at the Olympics? I don’t think so,” said Welsh. During the 2010 Games, Karyo-Edelman had more than a dozen local, national and international clients involved in the Games. “For us, the Olympics has been a catalyst to take the firm to a completely different level with clients and relationships that we only could’ve imagined seven years ago when the bid was announced,” said Welsh. He hopes that Karyo-Edelman’s previous experience in the Games and, more importantly, its parent company’s longstanding involvement in the Games translates into further Olympic work for the Vancouver arm of Edelman. “For some of my competitors that aren’t connected, the Olympic run is over, but for us it doesn’t have to be,” said Welsh. Clint Flood, president of Viewpoint Technologies Ltd., a Victoria firm that creates software for managing large sporting events, first become involved in the Games during the 1988 Calgary Olympics. He likens the networks of individuals and businesses that consistently find jobs at each Olympic Games as a travelling caravan or circus. “The event industry worldwide is a tightknit community,” said Flood. He noted that employees of VANOC will also have opportunities at other large-scale sporting events such as the Pan American Games in Toronto in 2015, the next big sporting event to be hosted by a Canadian city.

“The fact is that now there are a lot more people in B.C. who are hooked into [these] “Would Edelman have coming knocking on events.” • our door to buy us without our experience _____________________________________________________________________________________

Hiring Freeze Starts to Thaw as Agency Business Hunts for Talent
WPP, Edelman, BBH, OMD Look to Hire; LinkedIn Lists 1,300 Openings
By Michael Bush Published: March 15, 2010
NEW YORK ( -- After a nearly yearlong hiring freeze and having shed 14,000 employees, WPP chief Martin Sorrell had a bit of good news last week: The holding company is staffing up. It's a welcomed announcement for an industry that lost almost 200,000 jobs between December 2008 and January 2010. Firms from Edelman to OMD to BBH are adding to their ranks, crediting a stronger business outlook and a need to add people with new skills. "Agencies had to respond to what was going on in 2009 by making some massive cuts," said Pat Mastandrea, founding partner-CEO of the Cheyenne Group. She said when the market started to turn around in the fourth quarter of 2009 and budgets started to grow back, you had agencies that were too lean. "Now those agencies are in the process of having to address that by recruitment. And it's even stronger in the first quarter of 2010 than it was in the last quarter of 2009." A search on LinkedIn jobs revealed nearly 1,300 agency listings for positions ranging from account executive and account director to senior account executive and business-development specialist. That's still a far cry from the number of jobs lost, and it's hard to believe the industry will ever equal the size it once did. But the recovering economy, new business and an uptick in spending from existing clients has Edelman hiring "in a big way," said Laura Smith, managing director-U.S. human resources. And it's not just replacing the jobs it cut last year. "It's mostly growth," she said. "At this time last year we had 25 positions open and today we have a little over 100." Alan Cohen, U.S. CEO of Omnicom Group's OMD, said his agency's increased hiring is driven by the health of the media business in general and the amount of new business the agency has brought in over the past two years. Social media recruiting While many agencies are still working with recruitment firms, some like BBH and Edelman are relying heavily on social-media outlets such as Facebook, Twitter, LinkedIn or their own websites. Edelman's in-house recruiters have been trained to use social media to seek candidates, especially for the digital positions, said Ms. Smith. "We don't put ads in the paper anymore and it shocks me that companies still do." Agencies are also seeking new types of hires. BBH Labs announced last week on its site that it's "looking for a rare breed of person," for whom "technology is your oxygen -- you need it every second of the day and always want the freshest air, but you understand that not everyone is like you, so you can translate it into natural consumable language."

Ann Brown, founder of recruiter Ann Brown Co. , said it's not just digital jobs that are being filled. "Fortunately there are a number of agencies evolving the way they need to be and are hiring people with 360-degree experience," Ms. Brown said. "They don't want to train anybody in digital if all they have is a traditional background. They want people coming in to look at things from all sides." Edelman's Ms. Smith said the agency has been hiring people across the board in practices areas such as corporate, public affairs, health care and technology. Ms. Brown said that while chief financial officers are still keeping the reins pulled tightly on certain aspects of spending, they do appear to be feeling more comfortable about filling some of the slots vacated through layoffs last year. Harris Diamond, head of Interpublic Group of Cos.' Constituency Management Group, said, "There is and will be hiring going on" in areas such as social innovation. "But there are other areas of our businesses where, frankly, you just lose some people and there won't be replacements for them." "There are signs of life but I have to be honest, for the last two-and-a-half years we have had little jumps in hiring for four to six weeks and then it will settle back down," said Paul S. Gumbinner, president of recruiter Gumbinner Co. "We do have more jobs in the house right now... I'm just not sure it's going to last."

Posted on March 10, 2010 Corporations Must Consider Haiti's Long-Term Needs by Jane Madden, Senior Vice President, Corporate Social Responsibility & Sustainability, Edelman It has been two months since a magnitude 7.0 earthquake devastated the nation of Haiti, and the outpouring of corporate assistance for relief and recovery efforts there has been heartening. American companies, in particular, deserve praise for the size, breadth, and speed of their charitable response. Still, the corporate community must recognize that Haiti requires long-term reconstruction and economic development; a donors' conference in Montreal in January put the price tag at $3 billion over the next decade. Today, corporate social responsibility obliges companies to go beyond simply providing immediate assistance when catastrophe strikes an impoverished nation such as Haiti. Instead, the business community must strive to ensure that Haiti serves as a laboratory for long-term post-disaster reconstruction. To that end, let's adopt a "build back better" approach. This is an opportunity for the business community, donor governments, foundations, and nongovernmental organizations to assist in developing better infrastructure, agriculture, educational, healthcare, and telecommunications systems for the Haitian people. Such an effort will require real public engagement — including businesses partnering with governments, multilateral agencies, and NGOs to truly live up to their pledges of corporate responsibility and to ensure progress in the Western hemisphere's poorest country. Corporations must step up with their latest technology and innovations, business acumen, and skilled workers and at the same time contribute to building the capacity of Haiti's workforce. This doesn't mean companies have to break the bank to make a major contribution to Haiti's recovery. Indeed, in many cases they can make a bigger impact by concentrating on a few key areas related to their core business. Assistance for Haiti's major industries — textiles and tourism — is likely to be especially helpful, as such assistance will help the government of Haiti restore its two most viable industries and create desperately needed jobs. Robert Zoellick, president of the World Bank, noted that with the access to the U.S. market created by congressional legislation passed in 2008, "Haiti can create jobs in its apparel and agriculture sectors. It can promote the private sector by creating an enabling environment for investment and building the infrastructure of power grids, ports, and roads."

American corporations and their stakeholders must understand how helping Haiti over the long term also helps them. By contributing to Haiti's reconstruction in a lasting, meaningful way, companies will be helping to build a new, more vibrant Caribbean market for their own goods and services. It's time for American business to be a change agent in Haiti. Make no mistake, the Haitian people will embrace the effort. As a well-known Haitian proverb puts it: Men anpil, chay pa lou. "Many hands make a workload lighter." Jane P. Madden is senior vice president and director of Edelman's corporate social responsibility and sustainability practice in Chicago.

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