1. New York Life Insurance Company 2. Cardinal Health 3. Burger King Corporation 4. PricewaterhouseCoopers LLP 5. WellPoint, Inc.


6. Verizon 7. ARAMARK 8. Cisco 9. HCA 10. Shell Oil Company

American Airlines • AXA Equitable Life Insurance Company • Ecolab • Georgia Power • Harrah’s • ITT Corporation • KPMG • National Grid • Northrop Grumman Corporation • Pitney Bowes Canada • Sodexo •

THE COMPANIES ABOVE have distinguished themselves by virtue of the innovative approach they have taken to advance diversity in the workplace and in the communities they serve. In almost all cases, their efforts can be imitated and implemented by others who are still searching for the spark to ignite their own programs. We like the fact that there is so much, well, diversity, among the initiatives described here. We sincerely hope you’ll read them carefully, and then try to identify what you can do at your own business, regardless of its size. We congratulate these companies for their unwavering and creative commitment to diversity and inclusion. They are making the world a better place to live for all of us.




Collaboration for Naturalization Naturaliza


Creating an Inclusive Environment: In GLBT/A Online Training Onlin

In 2008, A UNIQUE partnership established by New York IN 8, a unIque unit Life Insurance Company’s Chinese Marketing Unit resulted urance Chine vital in-language material to the in offering vital, in-language material to the Chinese community. Recognizing the limited resources offered to the Chinese community regarding the naturalization process, compounded by the growing concern within the Chinese community regarding the need to obtain accurate information on the unit process, the Chinese Marketing Unit approached the World Journal to begin a partnership to create useful tools for this segment of the population. The new York Life partnership New with the World Journal resulted in a free, in-language naturalization test preparation and information booklet and CD. addressing the specific needs of the Chinese commuAddressing nity is a priority of new York Life’s Chinese Marketing unit. New Unit. The goal of the partnership with the World Journal was to create user-friendly, in-language resources tailored to address the needs, values and customs of first generation Chinese americans who wanted to become naturalized Americans citizens, and introduce new York Life and its family of prodNew ucts to community members that may not be familiar with the company. new York Life’s Chinese Market Unit worked closely with New York Life’s Chinese Market unit worked closely with the World Journal staff toadvertisements and develop the World Journal staff to create create advertisements and develop accurate content and a simple, easy-to-follow for the accurate content and a simple, easy-to-follow design design for the naturalization test preparation and information booklet naturalization test preparation and information booklet and and CD. In2008, the booklet was was marketed at newsstands, CD. In fall fall 2008, the booklet marketed at newsstands, via via couponsthe World Journal and and in World Journal ads, coupons in in the World Journal in World Journal ads, and and at new York Life’s sales officesthe the Chinatown neighat New York Life’s sales offices in in Chinatown neighborborhoodsManhattan, Brooklyn, andand Flushing. hoods of of Manhattan, Brooklyn, Flushing. The World Journal ran 50,000 copies for the first printing of the naturalization Handbook and CD in april Naturalization April 2008. Within one month, all 50,000 copies were gone. Due to the high demand for the booklet and CD, the World Journal decided to print an additional set of 35,000 copies in august 2008. all of these copies were gone in approxiAugust All mately one month. new York Life has benefited from the increase in the New pool of potential clients that have walked into new York Life New sales offices and from the positive association with creating resources in direct response to a growing community need. another added benefit is that by continuing to meet with and Another talk to community members, the agents at new York Life New sales offices are able to build relationships and gain insight into what products the community wants and needs. PDJ

To suppoRT ITs overall strategy to create a more inclusive TO SUPPORT ITS PPORT strateg work environment, Cardinal Health launched “Creating environment H environment—Gay, an Inclusive Environment—Gay, Lesbian, Bisexual and Transgender and Advocates” (GLBT/A) online training in advocates” (GLBT/a) January 2009. This online learning module was designed to increase employee understanding of and help create an inclusive environment for the GLBT/a community. GLBT/A Cardinal Health’s D&I team worked with experts in the company’s Learning Technologies department to create this innovative training. They started by hosting focus groups with the company’s GLBT/a employee Resource Groups to GLBT/A Employee share situations they had personally faced in the workplace, either at Cardinal Health or elsewhere. The team then developed a series of simulated examples of these situations, along with several possible ways that training participants could respond if confronted with similar situations. To engage participants, the training was animated through the use of avatars. To set the appropriate tone, the training began with a videotaped message from the executive sponsor of Cardinal Health’s GLBT/a employee Resource Group. GLBT/A Employee The training helps employees build confidence in dealing with situations which may be unfamiliar to them. It also coaches managers and employees on the use of inclusive language when dealing with GLBT/a employees, customers GLBT/A and shareholders. employees who complete the course are Employees better equipped to: • State the business case for diversity and inclusion with respect to the GLBT/a community; GLBT/A • Recognize that sexual orientation and gender identity/ expression are dimensions of diversity; • Understand the experiences the GLBT/A community may face in the workplace, as well as appropriate ways to respond. Members of Cardinal Health’s GLBT/a employee GLBT/A Employee Resource Groups now also feel more confident in expressing themselves. This was demonstrated by the fact that, following the training, they hosted or indicated interest in hosting several internal and external events that promoted GLBT/a awareness. also, in addition to Cardinal Health’s GLBT/A Also, two existing GLBT/a employee Resource Groups (in GLBT/A Employee Dublin, ohio and san Diego), four new remote sites Ohio San have either launched or made a request to launch local GLBT/a employee Resource Groups. PDJ GLBT/A Employee

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PrOFiLes in Diversity JOUrnAL

2009 InternatIonal InnovatIon In DIversIty awarDs


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


Impact Taking Bright Minds Further

In oCToBeR 2008, Burger King Corp. launched an unprecedented three-year school-to-work program in conjunction with Big Brothers Big sisters of Greater Miami. The graduation rate for Miami-Dade County high school students is 49 percent, which is one of the reasons this program was created. Through the new “King-sized” school-to-work program, Burger King Corp. pledged to provide career planning mentors to the students of Miami-Dade County to help improve the graduation rates of local high school students. older high school students who have been historically more difficult to match would be served. The students were paired one-on-one with a Burger King Corp. employee in order to gain valuable skills, job training and exposure to the full array of possible BuRGeR KInG® career opportunities. once a month during the school year, the students meet with their mentor at Burger King Corp., working side-by-side with them and gaining insight into what the daily work environment and routine would be like. The students also meet once a month with their mentor outside of the office. In the first year of the program, the focus is geared towards teaching the students an array of basic life skills. Then, in year two, the spotlight is on learning job-related skills by providing them with actual work experience at a BuRGeR KInG® restaurant. Finally, in the third year of the program, the students plan for continuing with their education. They also will receive scholarships to help defray college expenses. Throughout the program, the students are exposed to the importance of education, receive help with the transition from school to work and create a clear vision for their future. In addition to career planning and restaurant-based work experience, students participate in fun team-building events and workshops. The program has already resulted in more than 70 “big” and “little” matches in its first year, making Burger King Corp. the largest mentor provider of any organization to Big Brothers Big sisters of Greater Miami. Burger King Corp. employees have connected with the community and provided more than 400 hours of mentoring for students, which is especially significant since Miami has the lowest rate of volunteerism among all major u.s. cities. PDJ

In fall 2007, PricewaterhouseCoopers LLP (pwC) launched a unique educational community initiative called Impact, which grew out of a simple idea…taking bright minds further. The program for academically talented Black/ african-american high school juniors seeks to broaden their educational horizons and give them the information and tools to help them achieve admission into some of the premier colleges and universities in the country. The Impact program enables pwC to make a meaningful impact that changes lives and opens doors for young people while supporting our diversity and inclusion objectives. It also provides rewarding volunteer opportunities to partners and professionals. administered through a series of workshops over a 15-month period, the Impact curriculum was developed with expertise from an independent educational consultant retained by the firm. pwC volunteers mentor Impact scholars, attend the workshops, and help scholars navigate the college planning and application process. since launching the inaugural class of 56 Impact scholars in the new York City and Washington Metro areas in January 2008, there have been immediate results, including: • Nearly 90% graduation rate of the inaugural class of Impact scholars completing the program. • One-on-one counseling meetings with 100% of the scholars, their parents/guardians and mentors to review academic performance, test scores, college lists, and provide guidance. • Increased scope of PwC’s local relationships through targeted promotional outreach to approximately 155 high schools and community- and faith-based organizations in new York, Boston, philadelphia, and Washington, D.C. • Doubled the number of markets served and Impact scholars and mentors to 300+. • 72% of the seniors reporting in thus far have applied to an average of eight schools each, with the exception of a few who applied “early decision” to only one school. The objective of the multi-year commitment is to roll out the Impact program in up to seven major markets and reach 1,000 promising high school juniors. In May, pwC’s inaugural class of Impact scholars from new York City and Washington, D.C., successfully graduated from the program with 100 percent of the graduating scholars achieving acceptance into a diverse range of competitive colleges. PDJ


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PrOFiLes in Diversity JOUrnAL

2009 InternatIonal InnovatIon In DIversIty awarDs


Diversity MBA Leadership Summit


Diversity Leadership Institute (DLI) —Front-Line Supervisors

To MeeT THeIR future business needs, WellPoint, Inc. established a multi-year commitment to strengthen their leadership bench and ensure a mirror of their diverse customer base by rebuilding and strengthening their leadership pipeline. Wellpoint focused efforts on top tier diverse MBa talent with 3-7 years of work experience and on differentiating themselves from their competitors by providing a customized, high-touch candidate experience. Candidates are identified for their Health Insurance professional program (HIpp), a three-year leadership development program with visibility to top leadership in the organization; a newly-formed, elite summer MBa internship program; or specialized placement assistance to full-time roles in the organization aligned with candidate skill sets and career expectations. a partnership was established in 2007 with the Wellpoint Foundation to secure a three-year, patron-level sponsor commitment to the Consortium for Graduate studies Management, a premier association for diverse MBa talent that provides over 300 student fellowships each year. During Wellpoint’s initial three-year commitment it has sponsored orientation program (op) events, participated on speaker panels, hosted onsite Health Fairs, and participated in their annual career expo. Immediately following The Consortium op a customized candidate relationship management program begins which focuses on one-on-one communication with each candidate. each year since the inception of this strategic focus, Wellpoint’s efforts have continued to expand by creating new relationships with groups like the asian MBa and Reaching out MBa (LGBT); growing current relationships with nsHMBa, nBMBaa, The Consortium and BDpa; and by continuing to build on their past successes by offering challenging and rewarding opportunities for Wellpoint hires through this initiative. As a result of this strategy in 2009, 80% of our HIPP program hires are racially diverse, early careerists that meet our best of the best talent criteria. In tandem with this effort, Wellpoint has re-organized its HIpp program to support the retention of high-performing emerging leaders by building out a longer-term development path and ongoing opportunities for leadership roles within Wellpoint so that this talent is “ready now” when new leader roles emerge. PDJ

In 2008, Verizon developed a new Diversity Leadership Institute (DLI) experience aimed at front-line leaders, and designed specifically to address the issues and opportunities they have in managing customer-facing operations. The DLI consists of a three-day symposium and pre- and postsymposium learning, and employs tools to enrich the participant learning experience and increase participant/supervisor competency development. some include: • Verizon Competency Assessment: participants assess themselves against the Verizon Competency Model utilizing the Lominger LeaDeRsHIp aRCHITeCT®. • Pope & Associates EDGE© (Embracing Diversity for Growth & Excellence) Diversity e-Learning Series: Takes participants and supervisors beyond the basics of diversity using multimedia technology to create an individualized and highly interactive learning environment. • DLI Pair Discussions: participants and supervisors utilize DLI tools to strengthen their relationship and increase leadership effectiveness. • Verizon DLI Leadership Case Study: participants develop a plan for solving a real Verizon business issue. • DLI University: participants continue their leadership development through web-based and facilitated workshops. The DLI is an innovative Talent Management tool. Its emphasis on diversity and development enhances the participant/supervisor relationship, thus driving employee engagement, diversity management competency, and leadership development. one of Verizon’s Imperatives is “provide the Best Customer service”. With the inclusion of an experience designed specifically for front-line supervisors, the DLI is poised to have an even greater impact on business success than it has in the past. In 2008, 200 high-potential front-line supervisors and their managers attended the DLI and gave it a 91.5% score for overall impact. Additionally, 98.5% agreed the DLI increased their leadership capability, diversity competency, and participant/supervisor relationship. While long-term impact of the DLI for front-line supervisors is not yet known, preliminary analyses indicate that graduates of the DLI are seven times more likely than the average employee to be promoted. PDJ

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Diversity Management Man at ARAMARK Germany G


Women’s Action Acti Network Coaching Coac

THe implementation of our diver diversity management strategy is THE mplementation based on a diversity commitment signed by all ARAMARK managers and followed by all 6,500 employees who, through their actions, expressly declare their support for diversity. Goals: • Record diversity of our customers’ employees—based on nationality, age, gender, etc.; • Optimize the service range aimed to satisfy these different target groups; • Increase participation rate and number of guests; • Improve further development and use of ARAMARK’s diversity and employee talent; talent. Implementation / Realization: Customers • Customer survey carried out by ARAMARK; • Analysis of results and development of measures in team meetings with all employees; • Introduction of new service offerings after feedback; • Consolidation of all data on district and regional level to develop a business plan based on diversity; diversity. Employees • Company intranet allows employees to share best practices in diversity innovation; • Online questionnaire for all employees; • Database to share information about skills and expertise; • Interviews and personal development planning with employees; • Deployment of talented employees in diverse projects; projects. Results: There was a high level of acceptance and appreciation by our customers and their employees. For example, our client Michelin has many Turkish, blue-collar workers, who did not typically eat at the aRaMaRK restaurant. ARAMARK We determined that there was a lack of typical Turkish/ Muslim dishes or Halal meat offerings. We took action by revising our existing products and introducing a new menu that included culturally desirable food. as a result, there As was an approximate 15 percent increase in guest participation and turnover. We were also able to highlight the diversity of our employees by publishing a diversity cookbook created by our apprentices (aged 16-25 years). This cookbook showcases the nearly 100 nationalities of our employees with country portraits and authentic recipes. PDJ

In June 2008, the Cisco Women’s advisory Group and IN JUNE NE Wom Advisory the Executive Talent organization launched a pilot program executive T l i O Organization i i for members of our Women’s action network (Wan), Action Network (WAN), providing situational coaching and mentoring sessions by Cisco’s seasoned career coaches using Cisco’s Telepresence technology. TelePresence These sessions allow participants to tap into the greater-Cisco knowledge they need to succeed, with the added privacy and intimacy of a virtual meeting. Cisco’s Telepresence systems use sophisticated technolTelePresence ogies to deliver a high-quality collaborative experience. By using the power of a global Ip network and unified IP communications, Cisco’s Telepresence enables collaboraTelePresence tion as never before. The video and audio technology allows users to communicate as naturally as they would in person, with every expression, gesture, and nuance clearly visible across town or across time zones. This serves to build trust and rapport quickly—essential elements in successful coaching. During the pilot program that ran from June 2008 to november 2008, more than 150 Cisco women registered November for a 45-minute coaching session. each session focused on Each one of five topics: Career Guidance, assertiveness, Conflict Assertiveness, Resolution, Management Issue, or Resource Coaching. Twenty professional internal coaches in locations globally were available and assigned to a session based on geography and the issue to be discussed. The coaches asked provocative questions and taught the skills necessary to help each employee think about her issues and reach a productive solution. Coaches also directed employees to resources within Cisco to further aid the issue resolution. Before a session, each participant was encouraged to share her goals, focus on development needs, and be ready to take action. In particular, employees were asked to be aware of education, experience, and exposure opportunities to further their professional development. on completion of the Wan Coaching pilot, 90 percent On WAN of survey respondents indicated a positive outcome and 93 percent indicated they would recommend the session to others. Through a business transformational approach, the program provided a different way of growing our high-potential employees, retaining top talent, and developing greater collaboration, while solving the issues that our emerging leaders are facing today. PDJ


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The Cultural Inclusion Series I


Inclusion Starts with “I” Sta

ouT OF A TRaDITIon of cari for all people, the diverOUT oF a TRADITION caring sity journey at HCA Inc. is a process of ongoing education rney Inc pr and change. To increase that understanding, the Corporate office “Cultural Inclusion series—Weaving Art, Understanding, and Series—Weaving Great Performances Together”—was developed to provide a forum for innovative and engaging interactions that include educational, cultural, and artistic presentations. The goal is to provide a unique training and learning experience where: • Employees are provided an opportunity to participate in an informal diversity education experience designed to promote discussion of unique multicultural perspectives; • Employees are able to articulate the value diversity and inclusion bring towards the achievement of our business goals and objectives; • Personal development and growth is experienced through the offerings of our diverse community partners. Launched in January 2007, the program has experienced tremendous growth, including standing room only in our corporate auditorium for most programs. our proOur grams have ranged from performances to language courses. When spanish language instruction was offered, over 500 Spanish employees participated! The Cultural Inclusion series has also improved work Series relationships. employees have shared with us that this type Employees of content has helped to facilitate dialogue around difficult to discuss or challenging topics. This happened because the performances and opportunities opened the door to rich discussions—employees leave the programs and want to discuss their learning experience. These discussions, fostered by the Inclusion series, drive our business objectives Series, and make the program both a worthwhile personal experience as well as a training tool. By exposing our employees to discussions centered around racial and cultural differences, we are also equipping them to handle sensitive issues with greater understanding. In this program we emphasize the rich diversity that our country (ultimately our employees and patients) bring to the table. Yes, Inclusion is our goal—but Diversity is what gets us there. The Cultural Inclusion series is a celebration of the Series strengths, histories, and stories of the people who make our country and our company strong. PDJ

ReCoGnIzInG THAT 2009 w would be a critical time to seek RECOGNIZING THaT ECOGNIZING opportunities to accelerate mom momentum in their Diversity & pportunities Inclusion efforts, Royal Dutch Shell’s Global D&I practice, Practice, DI network and executive Leadership sponsored a focused Network Executive effort to drive inclusion on a global scale. using their “D&I House Frame” as a template for Using developing plans across all business and functions globally, shell developed an Inclusion Framework in four Shell areas: Leadership & Behaviors; Tools; Communication; and Measures. Within each of these areas, a set of activities and items has been compiled and made available through the Global D&I Web site for implementation. During 2009, D&I practitioners will have to select at least one activity from each of the four areas for implementation. Leadership & Behaviors—a set of guidelines have been Behaviors—A introduced to identify and promote inclusive behaviors that can be adopted by managers and teams during virtual meetings as well as in the larger context of the organization. ings,as well as in the larger context of the organization. Tools—a selected suite of tools for D&I practitioners, Tools—A managers, and individuals have been introduced. These include: • Assessment tools to support leaders and teams in self-diagnostics. • Development tools and other resources to support managers and individuals in demonstrating inclusive behaviors. • Intervention tools that build on the Assessment and Development tools and Leadership & Behaviors guidelines to support facilitated dialogue. Communications channels are being used to raise awareness in the company of the shift from Diversity to Diversity and Inclusion. Measures are an important enabler in driving behavior change, as shell’s culture is one in which “what gets measured Shell’s gets done.” Implementation of shell’s inclusion project on a global Shell’s basis with the breadth and depth of these tools and resources had not been undertaken before. This is truly a global implementation and not a u.s. export. Best practices from around U.S. the world were gathered, fine tuned, and new products were developed to support the inclusion journey. PDJ

PROF ILES IN DIV ER S IT Y JOU R NA L Prof iles in Div er s it y Jou r na l

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presented in alphabetical order

American Airlines • •AXA Equitable Life Insurance Company • American Airlines AxA Equitable Life Insurance company Ecolab •• Ecolab • Georgia Power • Harrah’s • ITT corporation Georgia Power • Harrah’s Entertainment • ITT Corporation • KPMG LLP • National Grid •northrop Grumman corporation • • KPMG • national Grid • Northrop Grumman Corporation • Pitney Bowes Canada • Sodexo • canada sodexo

Earl G. Graves Award for Leadership
stra strates the value American Airlines places on diversity excellence. It highlights Mr. Graves’ contribution to the diversity of thought and encourages employees to continue the legacy of diversity leadership. It also acknowledges the value of displaying diversity and inclusion leadership within our company and the community. Beginning this year, the award will annually recognize an employee(s) at any level, within any workgroup, who embodies the essence and impact of Diversity Leadership. It will communicate to all employees that the company values diversity and inclusion and wants to honor those that achieve this professionally and personally. Communication has gone to all employees through our internal web portal, quarterly company publications, mass emails and our Leaders Call generating awareness and encouraging employees to nominate through a peer nomination/application form. We have a large number of nominations and the interest in the award has generated
PRO F I LES I N DI VE RSIT Y JOURNAL Pro f i les i n Di ve rsit y Journal U LY U G U S T J u ly / A u g u s t 2 0 0 9

Award of Th Excellence The award loudly recognizes and demon- thousands of “hits” on our internal Diversity site, a testa-

ment to how the award has elevated visibility within the diversity space. The person selected is a reflection of our former Chairman of the Board of Directors Diversity Committee, Mr. Earl G. Graves, who exhibited a strong commitment earl to leadership, commitment to diversity, vision, legacy of work, conscience, and purpose. This award is a very visible recognition presented to an individual who has achieved notable and measurable business contributions through innovations which link to diversity and corporate citizenship initiatives. The top employees will be recognized and the recipient will receive an engraved crystal award mirroring the inaugural 2008 award given to Mr. Graves. It will be presented by our President & CEO during a president Ceo celebratory ceremony and the winner will also receive an Aircraft Dedication plaque placed on an AA aircraft, aircraft aa along with recognition on the company internal Web site PDJ and quarterly publications.



Power Hours for Inclusive Development Engagement / development
ways to keep their employees engaged and way to help them grow. There are areas of professional development that, regardless of job grade or title, can be beneficial to individuals at any and every stage of their careers. Recognizing this, aXa equitable’s office of Diversity AXA Equitable’s Office and Inclusion teamed with the company’s HR Learning and Development Group and Diversity Council to create Power Hours for Inclusive Engagement and Development. The power Hours’ purpose was to increase the level of Power engagement and development of employees across the organization, while also sharing best practices with employees at all levels. power Hours were developed Power around 15 topics including: Career advancement, Advancement, Building Your Brand, Courageous Conversations, office Office etiquette, Networking, Presentation Skills, Reaching Etiquette, networking, presentation skills, potential owner: Your Full Potential and Think Like an Owner: approaching Ceo. Approaching Your Job Like a CEO. Management fully supported power Hours, and the Power collaboration across all business areas was critical to its success. a variety of integrated internal communications A were used to drive awareness and participation in power Power Hours. power Hours have proved beneficial with: Power • Increased employee satisfaction and engagement; • Giving managers another avenue to provide employees with additional development opportunities; • Providing a means for employees to engage in development activities with an immediate impact; and • Providing networking opportunities for individuals throughout the company. nearly 900 employees participated in the power Hours Nearly Power in 2008. as a result: As • 91% said they took some type of action with their existing development plan, • 79% said they identified a leadership quality that they wanted to develop, • 67% said their comfort level for conversations with their manager improved, • 66% said they created a development goal, and • 53% said it improved their mentoring relationship.

Award of AXA Equitable is always looking for new AX Excellence

Boa president Ceo Board, President and CEO Doug Baker established the Culture & Inclusion function to bring new perspectives, initiatives and programs forward to accelerate progress toward a more diverse, inclusive, and productive culture. Realizing there would be a wide range of opinions ecolab on the urgency of this work, Ecolab selected a powerful method of bringing together senior leaders with associates within the organization called Learning and Change partners (LCps). Partners (LCPs). showing Showing strong commitment from the top, Baker and his executive team spent three days offsite in an inclusion education and strategy session. They reviewed discovery data, including feedback from more than 4,000 associates on the current state of our culture. LCps ecolab LCPs are Ecolab associates chosen for their strong performance and willingness to “tell it like it is.” They are diverse in age, race, gender, tenure, level, function, LCps and location. The LCPs were educated on inclusion principles and reviewed the discovery data, then were encouraged to speak honestly with the executives, sharing personal stories. Likewise, the executives were coached on how to listen effectively, without being defensive or offering LCps explanations or solutions. In the end, the LCPs validated the interview and survey results, providing candid feedback to executive questions. Tough issues were discussed from a broad organizationLCps al perspective. Throughout the day, LCPs presented informally, worked in teams, and helped executives understand what matters most to drive engagement. The outcome of the executive session was a culture vision statement and journey document that describes the parts of ecolab’s current culture that are important to keep, Ecolab’s and those they need to change to strengthen the organization and achieve high operational performance. In total, ecolab has held four similar sessions, including Ecolab two with our largest businesses—Institutional and Food & Beverage—and one with global Finance. although each Although session focuses on different aspects of the culture based on specific organizational needs, they have a common outcome—alignment to the Culture Vision and Journey and PDJ creating urgency around the need for change.
PROF ILES IN DIV ER S IT Y JOU R NA L Prof iles in Div er s it y Jou r na l U LY U G U S T J u ly / A u g u s t 2 0 0 9

Award of Du Excellence During 2008, Ecolab’s Chairman of the

Engaging Leaders on Inclusion and Diversity—Quickly diversity—Quickly




val valued, respected, and productive, and the outcome is predicated on the quality of the relationship between a manager and employee. To achieve this goal, Georgia Power is focused on improving management skills in six areas: performance feedback, job selection, representation, retention, communication, and retaliation awareness. President and CEO Mike Garrett asked two executive president Ceo officers to increase trust in the job selection process and in managers making hiring decisions. They chartered a 23-employee Job Selection Task Force (JSTF) to identify selection (JsTF) issues and make recommendations. JSTF The JsTF closely reviewed the company’s well-defined selection process and eventually recommended 15 specific best practices and behaviors to build trust. These actions, addressed in mandatory workshops for managers, included: • Precise identification of skill sets required for the position. • Better coordination between the hiring manager and candidate’s immediate supervisor regarding developmental feedback. • Clarity on where race, gender, and ethnic representation fit into the company’s seven-step job selection process. In addition, a high-level project manager was assigned to implement recommendations, which required a collaborative process between executive management, human resources, diversity organization, corporate communication, and outside consultants. Since since January 2009, the team has conducted 42 workshops and trained 82 percent (862) of managers eligible for training. For any broad-based culture change initiative, the ultimate proof of sustainability takes many years to achieve. However, current internal and external survey results show progress: • Workplace concerns about job selections declined noticeably. • 85% of employees believe their immediate supervisor cares about them. • The item, “Promotions go to those who best PDJ deserve them,” increased by 11 points.
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Award of Th Excellence The goal is for every employee to feel

Building Trust th through Better Job Selection selection

Tra Training seeks to open up participants’ minds to differences or similarities they may not have known existed. The D&I Inclusion to Innovation Training establishes a sustainable foundation for cultural change and elevates the visibility and awareness of Harrah’s D&I program. By engaging leaders, Harrah’s D&I program. By engaging leaders from front-line management to front-line employees, it is made clear that D&I is an important concept in the organization. The training clarifies the cognitive diversity that exists in our daily environments and helps people to think innovatively to resolve these issues. The Hermann Brain Dominance Instrument™ (HBDI) is one example of how the training enlightens people about the different inherent thinking styles and how individuals can better relate to their coworkers to improve business relationships and drive measurable business outcomes. The benefits and positive changes from the D&I Inclusion to Innovation Training have opened the minds of people within the organization to the potential for diversity to be used as a business tool. Diversity is no longer seen only in the context of something that must be done to ensure equal treatment, but rather as a business imperative that Harrah’s must embrace to satisfy its customer base and continue to think innovatively and maintain an edge over competitors. The feedback on the training from the 2,300-plus key leaders who have participated so far has been a 97 percent rating of either “excellent” or “very good.” The testimonials compiled by facilitators after the session make very clear the effect that the sessions have on participants. Many state that it is the best training they have ever experienced and that their eyes are truly opened to the potential for cognitive diversity to PDJ positively influence business.

Award of Th Excellence The D&I Inclusion to Innovation

D&I Inclusion to d&I Innovation Training In



Award of Excellence ITT Motion Technologies, based in
Bar Barge, Italy, makes brake pads and friction materials for the world’s largest manufacturers of cars, trucks and light commercial vehicles. In 2007, ITT Motion Technologies identified the need to expand its production capability to meet the growing demand of Ostrava its customers, and decided to open a new plant in ostrava in the Czech Republic. The HR team worked in collaboration with the management team to implement a program targeted to achieve three objectives: • Effective transition of skills and process knowledge, • Timely on-boarding of new hires to meet production, • Retention of talent during and after the start-up. The program consisted of four strategic action areas: The program consisted of four strategic action areas: 1. orientation for new employees, 1. Orientation for new employees, 2. Theoretical operations training, 2. Theoretical operations training, 3. on-the-Job training program—Barge, Italy 3. On-the-job training program—Barge, Italy 4. employee integration program, including cross4. Employee integration program, including crosscultural training and language classes for both cultural training and language classes for both Italian and Czech employees. Italian and Czech employees. In total, the Italian plants hosted a total of 70 Czech In total, the Italian plants hosted a total of 70 Czech Republic colleagues in training. The Czech employees Republic colleagues in training. The Czech employees spent from one to nine months in Italy. The employees’ spent from one to nine months in Italy. The employees’ training plan included 128 hours of theory, and dependtraining plan included 128 hours of theory, and depending on an individual’s role, from 140 to 500 hours of oning on an individual’s role, from 140 to 500 hours of onthe-job instruction. the-job instruction. as a result, Motion Technologies was able to open As a result, Motion Technologies was able to open its facility in early January 2009, providing an opporits facility in early January 2009, providing an opportunity for this business segment to expand and capture tunity for this business segment to expand and capture new customers while fostering process improvement and new customers while fostering process improvement and lowering operational costs. lowering operational costs. as of today, employees hired at the beginning of the As of today, employees hired at the beginning of the project are still with the company with one exception. project are still with the company with one exception. This is an exceptional retention rate, as the unemployThis is an exceptional retention rate as the unemployment rate in october 2007 was the lowest in 9 years, ment rate in October 2007 was the lowest in 9 years, as a result of more new job opportunities and a stable as a result of more new job opportunities and a stable labor market. For full story please go to www.itt.com PDJ labor market. For full story please go to www.itt.com PDJ

Motion Technologies Technologies’ ostrava Project Ostrava Os

family KPMG’s Family for Literacy
for Literacy program was developed to help fight childhood illiteracy. This program puts new books directly into the hands of children from low-income families, with the hope of making a long-lasting difference in the educational, career, and life opportunities of these children by equipping them with the tools they need to both learn how to read and develop a love of reading. KPMG’s What distinguishes KpMG’s Family for Literacy from most other innovations is that the program was developed KPMG’s not only for KpMG’s partners and employees, but also for their spouses, significant others, and children, as well as KPMG’s KpMG’s interns, alumni, and retirees across the country. This enables the firm to draw on the depth of talent and KPMG commitment that exists within the extended KpMG family to create an entire army of volunteers committed to eradicating illiteracy. KPMG’s KpMG’s Family for Literacy was piloted in seven U.S. Susan u.s. cities and introduced by co-founders susan Flynn KPMG’s and Beth Veihmeyer (the spouses of KpMG’s Chairman, CEO and Ceo and Deputy Chairman, respectively). To help KPMG ensure its success, KpMG teamed with First Book, a nonprofit organization that has delivered more than 65 million new books to youngsters over the past 17 years. The program has been structured so that everyone can get involved, regardless of an individual’s level of interest. Employees employees and partners, aunts and uncles, grandparents and friends can fund books with a simple click of the KPMG’s mouse through online donations to KpMG’s Family for Literacy Marketplace. As KPMG as a result of all these efforts, KpMG has donated more than $500,000 through Family for Literacy to date. As as importantly, those who have become involved with Family for Literacy have generated more than 11,000 volunteer hours and distributed more than 350,000 new books in its first year. In 2009, an additional 500,000 books are scheduled for distribution, and the program is launching in nearly a dozen more cities. PDJ
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Award of Launched in early 2008, KPMG’s Family Lau Excellence

PROF ILES IN DIV ER S IT Y JOU R NA L Prof iles in Div er s it y Jou r na l




Award of Excellence The goal of National Grid’s 2008 Th
Wo Women empowered program, executed Empowered Program, by the Women Empowered Committee, a subteam of empowered the Women In Networks (WiN) employee network, is to in networks (Win) provide the skills and competencies necessary for women national at National Grid to realize their greatest potential. since its origin in 2003, the Women empowered Since Empowered Committee has grown, and is now comprised of women from business areas across the company who volunteer their time and talent to the program. 2008 was the most successful year ever for the Women empowered national Empowered Committee. It united 48 National Grid female employees from all legacy companies by creating a cultural spirit of learning and empowerment. These women formed bonds with each other through a diverse network of education and development programs. To date, 371 women have graduated from programs offered since 2004. These graduates, multiplied by the average cost of external training ($5,700) vs. the average cost of external training ($5,700) minus the cost of acost of a WE Programhave resulted resulted in an average We program ($300) ($300), have in an average cost savings to the company of $2, 003,400! average cost savings to the company of $2,003,400! program materials are developed, facilitated, and Program administered in-house. at the completion of each each administered in-house. At the completion of We program, participants are surveyed for evaluation feedWE Program, participants are surveyed for evaluation back. Committee members review results and and adjust feedback. Committee members review results adjust session materials to to reflect current business or developsession materials reflect current business or developmental needs of the audience served. mental needs of the audience served. For the 2008 program, a new session was added Program, entitled “Knowledge of the Business.” This was an occasion for speakers from shared services, electric and Gas Shared Services, Electric Business units to interact with program participants— Units providing them an overview of the business and global operating models and business strategies. The We Committee has plans to take the program “on WE the road” with offerings in Massachusetts and upstate Upstate new York regions. executive sponsors and supporters New Executive continue to praise the We program and look forward to WE Program its continuation in the expanded territory. PDJ
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women Empowered (wE) Women (WE) Program & committee Committee Pr

women’s conference Women’s Conference
Conference enhances the leadership potenCo tial of women by providing opportunities for learning at and networking across the company. At the conference, high potential women—from senior leaders to craft workers—join together to gather insights about the company, its leaders and themselves. During the day-and-a-half conference, attendees hear Ceo thoughts on leadership from the company’s CEO and get a comprehensive briefing on the state of the company president Coo. panel from the President and COO. Panel discussions, led by northrop Northrop Grumman women executives, provide insight on topics such as professional development, the value of diversity and inclusion, and work-life balance. In 2009, well-known guest speakers stressed the importance of authenticity, peer mentorship, and networking to the 216 conference attendees. With senior executive leadership in attendance, participants are provided opportunities to engage in informal dialogue on topics such as workplace advancement and keys for success. Time is scheduled for attendees to work side-by-side with peers from other locations and operating units so they can establish relationships that will become key resources and form a support structure. as As part of the conference, employees are given an opportunity to give back to the local community. In 2009, employees prepared lunch at a local mission, collected more than 30 bags of trash cleaning a local beach, and participated in a science, technology, engineering, and math education outreach workshop. northrop The Northrop Grumman Women’s Conference has allowed more than 1,200 employees to participate in a professional development and networking activity specifieach cally designed for them. Each conference theme leverages corporate messages and allows attendees to take away a and allows attendees to take away clear vision of of company and an understanding of what a clear vision the the company and an understanding of they they can improve company performance. whatcan do to do to improve company performance. After the 2009 conference, 94% of attendees surveyed agreed or strongly agreed that the conference helped them achieve learning and development goals, and that the conference is an effective forum for learning, networking, and leadership development. PDJ

Award of Th Excellence The Northrop Grumman Women’s



foc focuses on building leadership capabilities and business strategies that position the company for long-term sustainable growth, and leverages diversity of thought in its true sense. sixty pitney Bowes Directors and Managers have been Sixty Pitney engaged on 5 different advisory Boards to create business Advisory cases and solutions for 5 strategic priorities. Membership on each of the 5 boards represents different functions, business units, ethnicities, cultural backgrounds, gender, generations, and diversity of thought to enable collaboration. The boards provide members an opportunity to grow in critical development areas identified as part of the process. each company’s Leadership Review Process. Each board has a owner, executive Business Owner, an Executive Coach and a Chairperson, who is a high-potential Director. a very successful first phase launched in 2007. A very successful first phase was was launched in 2007. on an evaluation of Phase I, the the program Based Based on an evaluation of phase I, program was was redesigned in 2008 to a a six-month action-learnredesigned in 2008 to be be six-month action-learning ing assignment that leverages of thought. assignment that leverages diversitydiversity of thought. Highlights include: Highlights include: • Executive team has approved strategies recommended by four of the boards; • Some recommended solutions currently being piloted at client sites and others have resulted in significant improvements in customer experience; • Opportunities for accelerated development for diverse leaders that have resulted in senior Senior Leadership appointments; Appointments; • Enhanced strategic thinking and cross-functional relationships and synergies. This program and some of the solutions are being adopted in other countries within pitney Bowes. We have within Pitney Bowes in other countries. been invited to share this best practice at conferences and invited to share this best practice at conferences and business schools. program has taken on a business schools. ThisThis program has taken a life of its own as it is strongly aligned to our strategic direction and own, as it is strongly aligned PDJ focused on developing our leaders.

Award of Pit Excellence Pitney Bowes Canada’s recent program
PMS 661

“Leveraging Diversity of Thought diversity Create Solutions” to create Business solutions”

Award of Excellence Six years ago, Sodexo’s office of Diversity six Office
off offered a professional Development Professional Conference for 100 network Group members and sodexo Network Sodexo managers. Today, this event has evolved into a two day “Diversity Business and Leadership Summit,” gathersummit,” ing 400 managers and 100 clients from 67 organizations, including other leading diversity companies. The Diversity Business and Leadership summit is a Summit contributing factor for sodexo’s employee and client value Sodexo’s proposition. It is an innovative “best practice” model, offering attendees valuable knowledge and insight through keynote addresses from leading diversity experts, benchmarking discussions, workshops, presentations, and open dialogue with top diversity and inclusion leaders. The summit also features workshops and learning labs focused Summit on building skills, knowledge, and awareness around different dimensions of diversity. executive presence extended beyond sodexo, Executive Sodexo, incorporating a panel, moderated by Dr. Rohini anand, Anand, sodexo’s Global Diversity officer, that focused on Sodexo’s Officer, leadership and accountability for cultural change as well as the future of diversity and inclusion in the workplace and the marketplace. Ceos participating on the panel CEOs included Douglas Conant, Campbell soup; Tony armada, Soup; Armada, Henry Ford Hospitals; and sodexo’s own George Chavel. Sodexo’s To round out the panel, Dr. Craig Fiegel, superintendent Superintendent of Plymouth Canton Community Schools, and Cari plymouth Community schools Dominguez, Corporate Director of Manpower (former Chair of u.s. eeoC) also participated. U.S. EEOC), also participated. Post Summit survey results indicated that 99% of attendees had a valuable experience and 93% of employees who attended felt more connected to sodexo after the Sodexo Summit. In addition, 98% of clients and employees felt the summit provided them with a new skill or increased their Summit PDJ knowledge base relative to diversity and inclusion.

diversity Diversity Business & summit Leadership Summit Le

PROF ILES IN DIV ER S IT Y JOU R NA L Prof iles in Div er s it y Jou r na l

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