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

Volume 11, Number 4 July / August 2009

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notebook
editor’s notebook
editors notebook

James R. Rector
PUBLISHER

Cheri Morabito
EDITOR / CREATIVE DIRECTOR

Damian Johnson
MARKETING DIRECTOR

Laurel L. Fumic
This Isn’t Your Father’s CONTRIBUTING EDITOR

Diversity & Inclusion… Alina Dunaeva

OVERSEAS CORRESPONDENT

A
Jason Bice
WEB MASTER

AS I LOOK THROUGH PAST ISSUES of Profiles in Diversity Journal,

CONTRIBUTING WRITERS
I can’t help but notice that, even as the underlying principles of diversity and David Casey
inclusion remain the same, the definition has expanded. Now, diversity in Melanie Harrington
Eric C. Peterson
the workplace goes beyond the typical concerns of race, gender, and ethnicity Marie Philippe, Ph.D.
to include, as one of our contributors puts it, “literally anything that makes Craig Storti
one group of people different from another.”
In this issue, we feature Innovations in Diversity and Corporate Philanthropy, LETTERS TO THE EDITOR

and I believe these two features relate well to each other. Practices that were Commentaries or questions should be
addressed to: Profiles in Diversity Journal,
considered innovative in the past have now become best practices, and P.O. Box 45605, Cleveland, OH 44145-0605.
often are incorporated into the philanthropic efforts of many organizations. All correspondence should include author’s
Feel free to copy any of these ideas to your own company’s D&I efforts— full name, address, e-mail and phone number.
Diversity and Inclusion should not be a secret or limited resource.
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With that said, we are proud to announce the winners of this year’s Profiles in Diversity Journal
International Innovations in Diversity Awards (go to page 24 to see the re- Gemini Towers #1
sults). We also present 24 “snapshots” of Corporate Philanthropy (page 40). 1991 Crocker Road, Suite 320
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Other foreign orders add $20 per year.
thoughtLEADERS (page 36) features insights on many different aspects
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of D&I from diversity senior executives. Our regular contributors offer at: www.diversityjournal.com or call
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 contents
table of contents
Volume 11 • Number 4
July / August 2009

19 FRONT-RUNNER / LaMae Allen deJongh

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

24 SPECIAL FOCUS:
Innovations In Diversity 19
Here are this year’s winners of the Profiles in
Diversity Journal 2009 International Innovations
in Diversity Awards.

36 THOUGHT LEADERS
With travel to seminars and conventions being 24
curtailed, we recognize that you still may not be
able to get to the seminars and conventions this
year. We bring 4 diversity thought leaders to you. thought
40 SPECIAL FOCUS:
36 leaders
Corporate Philanthropy
Corporate philanthropy is alive and well.
The examples in this feature prove it.
CORPORATE
Compassion is its own action item in the PHILANTHROPY
boardrooms of the largest companies.
40
PERSPECTIVES DEPARTMENTS
10 Culture Matters by Craig Storti 6 Momentum
Diversity Who, What, Where
12 From My Perspective by David Casey, WellPoint, Inc. and When

14 My Turn by Eric C. Peterson, SHRM 8 Catalyst

Men’s Support Fundamental
16 Viewpoint by Melanie Harrington, AIMD to Creating Gender Diversity
in the Workplace
72 Last Word by Marie Philippe, PhD
70 MicroTriggers
More Triggers from
Janet Crenshaw Smith

STORTI CASEY PETERSON HARRINGTON PHILIPPE

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Investing for the long term is important.

That’s why we need the right assets.

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

our talented employees, whose unique contributions energize our

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

committed to providing opportunities for leaders like you.

Connect with Vanguard > www.vanguard.com/careers

®

Vanguard is an Equal Opportunity Employer.

© 2009 The Vanguard Group, Inc. All rights reserved.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 5
momentum
momentum who…what…where…when

National Grid UK’s Hamilton ment, and associate opportunity for depth of my experience to expand
Finalist for Champions Award Walmart’s U.S. business. our offerings to serve the needs
Catherine Hamil- Brown joined Walmart’s legal team of complex, global organizations,”
ton, Inclusion & in 2002 and has held senior positions said Mackey.
Diversity Manager at Walmart, Sam’s Club and Walmart’s
National Grid UK, Office of Diversity. Deloitte Announces Historical
was a finalist for
For more information on Walmart Milestone: Tops 1,000 Women
the second annual
and its commitment to diversity, please Partners, Principals and
ORC Worldwide
Hamilton
HAMILTON visit www.walmartstores.com/diversity Directors
Peter C. Robert-
NEW YORK—
son Award for Equality and Diver-
Deloitte LLP has
sity Champions. The award is named Global Lead, LLC Hires announced that
for Robertson, a pioneer in equality Vice President of it has reached a
and diversity work, and recognizes Interactive Solutions milestone in the
exceptional individuals from ORC’s Cincinnati—
CINCINNATI— organization’s his-
Global Equality, Diversity and Inclu- Global Lead, LLC, tory by exceeding
sion Networks. an international Adachi
ADACHI
the 1,000 mark for
Earlier this year Hamilton was a talent and market U.S. women partners, principals, and
recipient of the first-ever “Women optimization con- directors. This achievement reflects
On their Way” (WOW) award, win- sulting firm, has Deloitte’s enduring commitment to
ning for Outstanding Contribution hired John Mackey enhancing the pipeline of women and
Mackey
MACKEY
to Women’s Learning & Development as Vice President, minority leaders through its Initiative
in recognition of her mentoring and Interactive Solutions, to head the for the Retention and Advancement of
contributions to National Grid’s firm’s e-learning initiatives. Women (WIN).
Women in Networks development Mackey brings over twenty years of Commenting on this landmark,
programs, including Spring Forward, experience in operations, strategy, and Barbara Adachi, national managing
Springboard, and Co-coaching, which business planning to his role, garnered principal of Deloitte LLP’s WIN, said:
she established. at renowned technology companies “It is extremely rewarding to see the
such as Infosys, Edgewater Technology, tremendous progress we have made
and Electronic Data Systems, among
Brown appointed since launching our Women’s Initiative
others. His expertise in the technol-
Chief Diversity Officer for in 1993. Over the past 16 years, we
ogy and life science sectors will serve
Walmart U.S. have seen how having a strong group
Global Lead’s blue chip clients as well of female leaders inspires new thinking
Walmart U.S. has
as guide strategic design of the firm’s and brings about new approaches to
appointed Cole
new suite of e-learning products. business challenges, which in return
Brown as Chief
Diversity Officer. Mackey is a sought-after thought enables us to provide the best possible
Brown will be re- leader and has presented at major solutions to our clients’ problems.”
sponsible for accel- industry conferences. He will be Deloitte was the first Big Four pro-
erating the progress working out of the company’s fessional services firm to create an of-
Brown
BROWN
Walmart U.S. has Philadelphia office. ficial program for the advancement of
made in diversity, and broadening the “I am excited about joining Global high-potential women, and continues
diversity strategy to place even more Lead and utilizing the breadth and to lead the professional services indus-
emphasis on inclusion, talent develop-

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try in the number of women serving in decade SSA Feemster has sponsored for their and
diversity exceptional
inclusion.work regarding
the highest ranks of an organization. It multiple satellite broadcasts, hosted a diversity and inclusion.
The award was established to fur-
is the first and only major professional working seminar, and organized three therThe award was
promote established
a culture to fur-
of diversity
services firm to have a woman chair- national conferences. These activities ther promote aatculture
and inclusion Americanof diversity
and to
man, Sharon Allen. In addition, its created the synergy necessary to dis- and
honorinclusion
Earl G. atGraves,
American and to
Sr., founder
board of directors has six women—a cover, develop, and deliver a new body honor Earl G. Graves,
and publisher of BlackSr.,Enterprise
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female representation of 29 percent. of knowledge regarding the nexus be- and publisher
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pioneered many of
tween law enforcement and spiritual- magazine,
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Innovative Research on American’s bydiversity
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be among
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Police Vitality Earns Award Considered most
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worked visionar-
to demonstrate
Charlottesville, Virginia—
CHARLOTTESVILLE,
nities they serve. Feemster is the first ies, Graves
that worked
American’s to demonstrate
diversity efforts are
In a ceremony
African-American to be honored with that American’s
integral diversity
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which took place
the Jefferson Award in the history of integral to itshas
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the FBI. Kennedy long goals.
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Association Corporate for
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American Association
success to companies
in creating for their
and maintaining
Virginia. The Jefferson Award recog- long-term com-
long-term success incorporate
inclusive creatinglegal
anddepartments.
maintaining
nizes outstanding innovations with- mitment to diver-
mitment inclusive corporate legal departments.
Stanton, a 42-year American
in and contributions to the criminal sity, the company
sity,
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employee, has been American
instru-
justice and law enforcement com- announced Gary
announced
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mental the successhasof been instru-
the Chicago
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search and ongoing efforts to nur- General
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local Diversity
ture the vitality and longevity of law and Frank Stanton,
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he first helped
enforcement officers at multiple lev- Tower
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factors that enhance the practice and G. GravesAward
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as AAERG member In 2007of
performance of policing, spanning the Leadership
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Stanton ognize
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the year. PDJ
and Canada. advancing diversity and inclusion with-
SSA Feemster is currently assigned in the company and in their commu-
to the FBI Academy, Behavioral Science nities. In addition, La’Wonda Peoples,
Unit (BSU). In addition to facilitating Manager, Employee Volunteerism and
classes in community policing and Workplace Giving, and Sherri Macko,
stress management at the FBI National Manager, Supplier Diversity and
Academy (NA), throughout the last Business Strategies, were recognized
for their exceptional work regarding

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 www.catalyst.org

Men’s Support Fundamental to Creating

Gender Diversity in the Workplace

W
By Catalyst

WHY
Why DO do SOME
some MENmen SUPPORT
support gender diversity in leadership
while others do not? Catalyst examines this question through a new body
of research evaluating men’s involvement with gender diversity in its
recently released report Engaging Men in Gender Initiatives: What Change
Agents Need to Know. The study provides unparalleled insight into men’s
advocacy for gender equality at work.
Bringing men into gender initiatives is in a company’s best inter-
ests and is paramount to creating equality in business leadership. “The
preponderance of men in leadership means their efforts are necessary to
advance change in the workplace,” said Ilene H. Lang, President & Chief
Executive Officer of Catalyst. “Research continues to show that diversity
well-managed yields more innovation and is tied to enhanced financial
performance—factors good for all employees.”
Methodology
The study was conducted via in-depth interviews and an online
survey. The interviews were conducted first to develop in-depth insights
about the factors that predict men’s awareness of gender bias and their
advocacy for gender equality. An online survey was then administered
to 178 businessmen to test the hypotheses that were developed based on
the interviews. By surveying both men who were championing gender
equality as well as a comparison group of men who were not engaged in
such activity, Catalyst was able to examine what attitudes and experiences
differentiated the two groups.
Awareness Matters
The study findings supported the view that before individuals will
support efforts to right an inequality they must first recognize that the in-
equality exists. Men who were more aware of gender bias were moremore likely
likely
to say that it was important to them to achieve gender equality. Other
findings revealed three factors that predicted men’s awareness of gender
bias: 1) defiance of certain masculine norms, 2) the presence or absence of
women mentors, and 3) a sense of fair play. Of those three factors, having
a strong sense of fair play, defined as a strong commitment to the ideals of
fairness, was what also best differentiated men who actively championed
gender equality from those who were not similarly engaged.
When asked about what keeps men from supporting gender initia-
tives, some men who were interviewed for the study pointed to a “zero-
sum” mentality that gains for women necessarily mean losses for men.
Companies may inadvertently encourage this line of thinking by institut-
ing practices that increase competition between employees and put the
focus on the individual first above the organization as a whole. A shift
away from this “win or lose” mentality to a recognition that everybody
benefits from gender equality can lead men to become greater advocates
of change.
Lastly, interview findings revealed three barriers that could under-
mine men’s support for initiatives to end gender bias: apathy, fear, and
ignorance about gender issues. Specifically, men identified as champions
of gender diversity indicated that fear of losing status or of being seen as
part of the problem, and apathy—a sense that issues of gender do not
concern men—may work as roadblocks to men’s engagement as champi-
ons of equality.
Steps Organizations Can Take
Organizations can take steps to help remove these barriers and engage
men in initiatives to promote gender equality by appealing to men’s sense
of fairness, providing men with women mentors, exposing men to male
leaders who champion inclusion, and inviting men into the discussion
through male-only and male/female groups. In addition, research shows
that men gain significant personal benefits, such as better health, freedom
to be themselves, and the ability to share financial responsibilities with a
spouse or partner, when working in a place free of gender bias.
MEN
Men ARE are A a GREAT
great AND and NECESSARY
necessary RESOURCE
resource in
advancing leadership opportunities for women in the workplace. From
potential business success to growth for both women and men, the ben-
efits of partnering with men to create gender-inclusive workplaces are felt
by everyone. PDJ
Founded in 1962, Catalyst is the leading nonprofit membership organization
working globally with businesses and the professions to build inclusive
workplaces and expand opportunities for women and business. Visit www.
catalyst.org to learn more about our work and download Catalyst reports. Visit
www.catalyst.org/page/82/catalyst-e-newsletters to begin receiving Catalyst
C-News, our monthly e-newsletter.

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energized by
Diversity
With more than 7 million customers and 27,000 employees, National Grid is
one of the largest investor-owned utilities in the world. And, our greatest strength
comes from the power of inclusion and diversity in our workforce. The value
of an individual’s skills, special talents, multicultural experiences, and alternative
life styles is an integral part of our corporate culture. So is our commitment to
preserving the environment as we address the energy needs of our customers.
Whether you are interested in future employment, or are a small business
entrepreneur, we welcome your perspective. Learn more about career and
business opportunities at www.nationalgridus.com.
 culture matters
Risky Business
By Craig Storti
I
In our inaugural column,
we announced that our first
few articles would deal with
the BRIC countries: Brazil,
Russia, India, and China.
And we explained why:
“Whether it’s to tap into their potential market (India and
China contain one-third of the people on the planet), buy their
natural resources (Brazil’s minerals, Russia’s natural gas), or make
use of their skilled and affordable labor, the world is going to be
paying more and more attention to BRIC in the years just ahead,
and if you’re going to play in this arena, you need to understand
these cultures.” The BRIC countries just had their first summit in
Russia on June 17th. We kicked things off with two columns on
India (and will return soon with a promised third); in this issue
we’re moving on to Russia.
An American manager in the technology support
group of a global pharmaceutical company tells the following
story. Headquarters was in the midst of rolling out a new
financial reporting system worldwide when it started to get
some serious push-back from the Russian IT team who would
be installing and supporting the software for the new system
throughout the Russian market. The IT folks felt the time-
table for the rollout was unrealistic as it did not allow enough
time for them to test for and fix the inevitable bugs that ac-
company new software. The Americans countered that the
end-users would have to start using the system before the bugs
could be discovered and fixed, and encouraged the Russians
to act soon, so that when the rest of the world started using
the new system, the data from Russia would not be left out
of regular reports, and hence not quickly and widely shared
across the world.
The Russians replied that they were not comfortable
treating end-users as “guinea pigs;” experimenting on them
to uncover flaws that the IT people should be protecting
the end-users from. “It makes us look bad,” the Russians
explained. “If we give them something that’s not ready—just
to meet New York’s deadline—this will undermine our cred-
ibility, make us look unprofessional, and we will lose the trust
of our internal clients.”
There were probably several factors at play in this
situation, but at least one of them was cultural: the differ-
10 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
ent comfort levels in the U.S. and Russia when it comes to
taking risks. One of the many ways that cultures differ is in
their attitude toward, and tolerance of, risk-taking. Simply
put: Americans have a relatively high tolerance for risk and
Russians have a relatively low tolerance. In a famous survey
by Geert Hofstede of the “attitude toward uncertainty” in
59 countries, only 10 countries were more risk-friendly than
the United States, and in the recent GLOBE1 study of risk
in 62 countries, Russia was dead last.
The origins of these differing attitudes, as with most
matters cultural, are buried deep in the history of the two
societies. America was settled by people who had no choice
but to take risks; who were willing, or in some cases forced, to
leave the familiar behind and start all over again in a strange
new world for which they were woefully unprepared. Life in
17th and 18th century Europe had almost nothing in com-
mon with life in the “Stone Age wilderness” that awaited
the first immigrants in the new world. They would have to
learn through trial and error and making mistakes how to do
most of the tasks they would need to accomplish in order to
survive. Maybe you had never cut down a tree in your life,
and maybe the first few trees did not fall in the right places—
maybe you didn’t even have an axe—but if you wanted to eat
in October, then you had to clear the land of trees, then plant
corn in June. You did not have the luxury of saying, “But
we’ve never done that before,” “We don’t know how to do
that,” or “What if that doesn’t work?” You had to act—and
let the trees fall where they may. Any action involved taking
a risk, in short: doing something without knowing how and
without knowing what the consequences would be. Thus, the
acceptance of risk, and especially of the inevitability of risk,
quickly became a cornerstone of the American mindset.
The Russian story is largely one of a completely feudal
society with a few immensely rich and powerful people at
the top, and millions of serfs (who were actually the property
of their masters) toiling in subsistence to keep the whole
structure humming along. If you were a serf, you had very
few options and were not likely to take chances or try things
that might not work out. Taking a risk could be fatal; it was
infinitely safer to stick with what you knew.
For complete results, see House, Robert J., ed. Culture, Leadership, and
1
Organizations: The GLOBE Study of 62 Societies, Sage Publications, 2004.
 RISK-TAKING
It’s OK to make mistakes; that’s how we learn.
There is always some risk associated with any action;
you can’t know everything that’s going to happen before
you try something new.
Too much study and analysis slow us down and prevent
timely action.
Uncertainty is built into most situations; too much
planning and structure result in paralysis.
“The way we’ve always done things” can always be
improved; tradition is no guide to the future.
What’s new is always interesting.
You can’t always get things perfect the first time.
These are gross oversimplifications, of course, and in any
case the origin of the attitude toward risk is not so much the
point here as the difference in attitudes on the part of Americans
and Russians—and the consequences of those differences when
Russians and Americans work together. Some of the common
disconnects between risk-taking and risk-averse cultures are shown
in the above chart.
One of the common cultural complaints from people who
work with Americans is the relatively cavalier attitude toward tak-
ing chances, trying new things, and generally going out on a limb.
This is often seen, as in our Russian example, in the form of un-
realistic deadlines when introducing new systems and procedures
or rolling out new products, or in the form of expecting people
not to be so hung-up about making mistakes or getting something
wrong the first time they try it. Americans expect some errors
and mistakes when trying new things, so they are usually quite
forgiving. In cultures like Russia, however, errors and mistakes are
perceived as coming from being in too much of a hurry or just
plain being reckless.
RISK-AVERSE
Professionals don’t make mistakes; they figure things
out before they try them.
Risk-taking is for people who are impatient or lazy; if
you do enough analysis and study, you can eliminate the
risk in most situations.
Thorough study and analysis up front saves you a lot of time
down the road.
Uncertainty can be minimized with more planning and structure.
There’s usually a good reason why “we’ve always done things”
a certain way; tradition should not be lightly overthrown.
What’s new is suspect (and may not even be new).
Perfect just takes a little longer.
When Americans work with more risk-averse cultures, then,
here are some suggestions for bridging this cultural gap:
• Allow more time for people to get used to the new system/
change that is being implemented.
• Where appropriate, allow parallel systems for a period of
time—and then switch over to the new system.
• Do a pilot before a wider roll-out.
• Make it very clear that you expect some mistakes or problems
in the beginning and that you will not hold people account-
able for those.
Meanwhile, remember that there is some good in each of
the attitudes toward risk: try to identify and leverage the advan-
tages of both the risk-averse and the risk-friendly approaches, even
as you try to minimize the disadvantages. PDJ
Craig Storti, a consultant and trainer in the field of intercultural
communications, is the author of seven books. His latest, Speaking
of India, describes the common cultural flashpoints when Indians
work together with North Americans and western Europeans. He
can be contacted at: craig@craigstorti.com.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 11
 from my perspective…

Should I Get Paid for Hiring a Person of Color?

By David Casey

A
Chief Diversity Officer and Vice President, Workplace Culture
WellPoint, Inc.

As the field of diversity and rewarded the same way any other business practice is. At the
management continues to opposite end of the spectrum was the perspective that diversity
mature in the organization- management is inherently a competency of a good leader and
al environment, it appears should simply be expected—like any other leader skill-set focused
to be universally accepted on driving business success. The latter emphatically stated that
that diversity is more than paying leaders for recruiting targeted groups is analogous to noth-
just race/ethnicity and gen- ing more than “bounty-hunting.”
der. While the breadth and So, who’s right? They all are. But holding leaders accountable
depth of diversity manage- for diversity goals, whether through pay or not, is an idea that is
ment spans many mixtures beyond just these, race/ethnicity and still getting traction, because many companies have not reached
gender are the mixtures most commonly discussed, researched, the needed level of sophistication in their efforts to manage di-
and reported on. There are many best-practice reports that speak versity holistically and as a direct enabler of achieving company
to how organizations attract, retain, and develop leaders from objectives.2 As you contemplate the question of whether to start
historically under-represented groups, in the C-suite in particular. paying, continue paying, or not pay will work best for your orga-
It is in this context that I recently explored the question with fel- nization, consider the following:
low diversity practitioners from around the country of paying for • Does your leadership truly believe that having a diversity
performance to increase the representation of women and people of gender and ethnicities in leadership roles adds value
of color at the top of the house. to the organization and its ability to deliver on its objec-
tives? If so, how (continue answering below)? If not, why
2008 Bureau of Labor Statistics Workforce Demographics1
50
not? As you assess this question, think more about what
gets done more than what gets said.
• How are all critical business objectives driven to execu-
40
tion throughout your organization? What are the as-
sociated risks and rewards? Are they tied to variable pay
30 programs such as bonuses or performance plans? Are
stated diversity goals (whether workforce, workplace, or
20 marketplace) treated differently?
The bottom line is that the way things get done, rewarded
10 and reinforced (aka company culture) varies from company to
company. While we commonly define some practices as “best,”
there is no one-size-fits-all approach. Your ability to get and
0
Black or
African American
Asian Hispanic or
Latino
Women leverage accountability for your diversity strategies will be driven
by your understanding of your organization’s cultural nuances.
Percent of C level jobs Percent of total workforce
Remember, it’s only a best practice if it works as well for you as it
does for another organization. PDJ
The question of tying diversity related goals to compensation
is a frequently deliberated and highly debated issue. I recently
1
posted a conversation on LinkedIn® to solicit input from diversity Employment by detailed occupation, sex, race, and Hispanic ethnicity, 2008 annual averages (Bureau of
Labor Statistics 2008). Native American or American Indian not reported.
practitioners across the country (and globe for that matter) on 2
Stephenie Overman “A measure of success - linking pay to performance in diversity management -
best practices for linking goals to pay in order to increase repre- includes related article”. HR Magazine. FindArticles.com. 26 Jun, 2009. http://findarticles.com/p/
articles/mi_m3495/is_n12_v37/ai_13604256/
sentation of people of color in the C-suite. In particular, I was
interested in the experiences of those who have linked goals to
pay, as to whether or not this practice has driven quota mentalities David Casey is a native of Indianapolis, Indiana, having
and/or behaviors in their respective organizations. graduated with honors from Indiana Wesleyan University with
What I got back was a wide range of responses, as you might a BS in Business Administration. He brings over 20 years of
imagine. One respondent stated that if diversity management is experience in talent management and strategic diversity
truly seen as a critical business practice, it should be measured management to his role at WellPoint.
12 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
 Thanks to you,
Peter feels the support he needs to become a stronger, more
independent individual.

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

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

Better health care, thanks to you.

Visit us online at wellpoint.com/careers and wellpoint.com/diversity
Contact us at diversityrecruiting@wellpoint.com

EOE ®Registered Trademark, WellPoint, Inc. © 2009 WellPoint, Inc. All Rights Reserved
®Registered Trademark, DiversityInc Media LLC
 my turn

Looks & Size:

A New Frontier of Diversity & Inclusion
If beauty is in the eye of the employer, how will that affect our work?

I
By Eric C. Peterson
Manager, Diversity & Inclusion, Society for Human Resource Management

IN 1964, with
In WITH the THE
passage of the Civil Rights
Act, American citizens were
suddenly protected against
discrimination on the basis
of race, color, religion,
sex or national origin;
and suddenly, workplaces were vulnerable to legal action if they
were found to be discriminatory – and the Diversity field was
suddenly born.
Then, practitioners were driven almost exclusively by a com-
pliance case. Today, the field is bolstered by a values case (it’s the
right thing to do for people, and leaders and workers want to be
proud of the organizations they represent) and a business case
(it’s the smart thing to do for business, and will create more
sustainable and profitable organizations).
The definition of diversity has also changed. In the years since
the Civil Rights Act, new legislation has been created to protect
workers on the basis of pregnancy, age, ability, and veteran status;
and many Diversity & Inclusion practitioners have expanded
their view of the field to include things like sexual orientation,
socio-economic status, language, gender identity or expression,
personality, and work style—literally anything that makes one
group of people different from another. And there is mounting
evidence to suggest that our collective definition of diversity will
become even broader.
Recently, President Obama nominated Dr. Regina Benjamin to
the post of U.S. Surgeon General. Dr. Benjamin is being hailed by
some as an inspired choice for the position. Her detractors, how-
ever, see something different when they look upon Dr. Benjamin.1
They see fat.
While no one questions Dr. Benjamin’s intelligence or compe-
tence, many feel that the Surgeon General should be, among other
things, a role model for healthy living—and that a woman with
round cheeks and a full figure cannot credibly perform this func-
tion of the job. Despite consensus that data such as blood pressure
1 “Critics
“Critics
Slam Overweight Surgeon General Pick, Regina Benjamin.” Susan
Donaldson James, ABC News Online, July 21, 2009.
2“Benjamin
“Benjamin Weight Discussion is Perfect Example of Size Discrimination.” http://
groups.yahoo.com/group/naafanews/message/381
33“Reinventing Diversity.” Cook Ross, 2008. http://www.cookross.com/
and levels of cholesterol and blood sugar are better indicators of
health than physical appearance, these critics admit that their res-
ervations are mostly about image and credibility.
Not surprisingly, advocate groups such as the National
Association to Advance Fat Acceptance (NAAFA), have come to
Dr. Benjamin’s defense, calling the criticism “a perfect example of
size discrimination.”2
In 2008, Dr. Gordon Patzer released a book called Looks:
Why They Matter More Than You Ever Imagined. In it, he makes
the rather unremarkable claim that attractive people are often
luckier in love than those considered unattractive. But he goes
on to state that “pretty people” get better grades in school, earn
about 10% more than their average-looking colleagues, are more
likely to get hired and promoted at work, and face far better odds
in American courtrooms. Furthermore, he states that the rise of
reality television, tabloid culture, and plastic surgery is making the
problem worse, not better.
Dr. Patzer has also developed a system for measuring one’s
“PA,” or Physical Attractiveness. But unless this system gains wide
usage, beauty will likely remain difficult to measure—and there-
fore difficult to legislate around.
And yet, today’s Diversity & Inclusion practitioners are no
longer bound by legally protected categories. In the absence of a
compliance case, is there an ethically driven values case or a sound
business case in promoting workplace cultures that are inclusive of
people who fall anywhere within the beauty spectrum?
I would argue in the affirmative. We already know that
the average CEO is much taller than the average citizen,3 and
yet most of us would refute the idea that height is in any way
indicative of talent. The logical conclusion is that a hidden
bias leads us to ascribe leadership qualities to taller individuals,
meaning that there are likely many shorter, incredibly talented
individuals who are not operating on a level playing field. In the
coming years, I would expect that we’ll be hearing more about
“looks-ism”
“looksism” andandsize
sizediscrimination
discrimination in
in our
our workplaces, and eventu-
ally will be asked to respond to these phenomena in concrete and
specific ways. PDJ
Follow Eric on Twitter at http://twitter.com/EPetersonSHRM

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

At Walmart, we continue to look for ways to diversify our business

and team of associates to better serve our customers. We are
proud of the strides we have made, but our journey is not over.

With the help of our associates, customers, suppliers, and the

communities we serve, we look forward to continuing our journey
in being a true leader in all aspects of diversity and inclusion by
offering programs that truly matter.

The “Spark” Design ( ), Walmart and Save Money. Live Better. are marks and/or registered marks of Wal-Mart Stores, Inc. ©2009 Wal-Mart Stores, Inc., Bentonville, AR.
 viewpoint
The Sonia Sotomayor Supreme Court
Nomination Offers a Great Opportunity
to Advance the Diversity Dialogue
By Melanie Harrington
President
I
American Institute for Managing Diversity, Inc.
I often find my-
self in and out of the
halls of organizations
chatting with people as they gather before a meeting, wait for
the elevator, or converge around the proverbial “water cooler”.
Recently, some of these conversations have ventured into dis-
cussions about the widely debated speech that United States
Supreme Court Nominee, Judge Sonia Sotomayor, gave in
2001.
By now, I am sure every reader of Profiles and Diversity
Journal has heard the Judge’s 32 words that ignited a media
frenzy: “I would hope that a wise Latina woman, with the richness
of her experiences, would more often than not reach a better conclu-
sion than a white male who hasn’t lived that life.” As I overhear
water cooler conversations about the speech, I have noticed a
more sophisticated and nuanced discussion about race, racism,
identity, etc. than the discussions that emerged in the media
storm that ensued in the days and weeks that followed Judge
Sotomayor’s nomination.
These words were a small portion of a 3,900 word speech
that the Judge was asked to give on “what it all will mean to
have more women and people of color on the bench.”
Some, particularly in the political arena, labeled Judge
Sotomayor a racist. Some suggested that she retract or apologize
for her statement. Others called the speech and the infamous
32-word sentence inspiring and a critical presentation of
the value of diversity on the bench. As I listened, I heard an
earnest desire to explain or understand the term racist, and
why it should or should not be used as it relates to the judge’s
statement. I heard conversations that revisited the debate on
whether a person in a non-dominate or minority group can
be labeled a racist. Another conversation explored the need for
more women and minorities to set a high aspirant tone that
challenges conventional homogeneity in key power positions.
These conversations, in organizations that foster diversity
dialogues and provide their employees with a common set of
diversity terminology and definitions, seemed to weather the
emotionally-charged issues more effectively. Moreover, the
casual interaction over these challenging diversity issues created
opportunities for further relationship building. Regardless of
16 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
the hot topic of the moment, the combination of spontaneous
diversity conversations and an organizational culture that sup-
ports diversity dialogues can further an organization’s progress
along its diversity journey.
For chief diversity officers who are seeking ways to sustain
their diversity management gains with limited resources, pro-
viding a structure, framework, and information to grassroots
diversity dialogues already occurring is a major opportunity.
The CDO can build on these organic discussions by:
• Asking employees about their “water cooler” conversa-
tions or informally polling staff across the organization,
particularly when hot topics emerge in the media;
• Offering praise of and support to those who are initiat-
ing diversity dialogues at the water cooler;
• Providing structure or guidelines that facilitate produc-
tive dialogues;
• Providing the use of low-cost technology like company
online discussion boards, tele-meetings or webinars to
continue a water cooler conversation;
• Providing additional information or expertise to cor-
rect erroneous assumptions, answer questions or offer
a broader perspective; and
• Providing leadership by communicating the connec-
tion of the water cooler conversation to the objectives
in the organization’s diversity strategy.
Educators and training and development professionals
relish the “teachable moment.” These are passing moments
that arise where a teacher has an ideal opportunity to offer
insight to his or her students. If the opportunity is seized, it
can have a significant impact on the student. If pursued, the
spontaneous water cooler conversations can produce precious
no-cost teachable moments that can advance an organization’s
diversity journey. PDJ
Melanie Harrington is president of the American Institute for Managing
Diversity, Inc. AIMD celebrates its 25th Anniversary in 2009. The orga-
nization is a 501(c)(3) public interest non-profit dedicated to advancing
diversity thought leadership through research, education, and public
outreach. AIMD works to strengthen our communities and institutions
through effective diversity management. For more information, please
visit www.aimd.org.
 [ Bank of the West ]

WANT TO WORK FOR A

TRULY GREAT BANK?

AT BANK OF THE WEST, WE BELIEVE OUR CUSTOMERS ARE

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

www.bankofthewest.com

Bank of the West and its subsidiaries are equal opportunity/affirmative action employers. M/F/D/V © 2007 Bank of the West. Member FDIC.
 Diversity &Inclusion
drives innovation and success
Kodak’s commitment to diversity and inclusion touches customers,
consumers, employees, suppliers, shareholders, and more. While our
vision is global, we focus upon the distinctive cultures and communities
in which we live and work.
We champion diversity as a business imperative to help drive innovation.
Working together, we create technologies and services that unleash the
power of pictures and printing. Become part of our picture—and join us
on our journey to enrich people’s lives.

www.kodak.com/go/diversity

© Eastman Kodak Company, 2008

 t -
TY JOURNA
ERSI

o n
L
DIV

r
F n ne r s
IN

LaMae Allen deJongh

La
S
E
IL
OF

Ru
PR

made her mark at Accenture by becoming their first African

IP
ERSH S
EADERS American female Senior Executive. As the U.S. Human Capital &
Rs
r SiI T
t Y
y L
ER
SERIES
S I E
Ve
N DiIv
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iIn Diversity Managing
Manag Director, the Princeton graduate has been
leading the company
comp in diversity ground-breaking ever since…

GLOBAL / MARKET / INDUSTRY ISSUES

Please describe your company’s global presence to a reader who may not
be familiar with it.
Accenture is a global management consulting, technology services, and out-
sourcing company. Combining unparalleled experience, comprehensive capa-
bilities across all industries and business functions, and extensive research on
the world’s most successful companies, Accenture collaborates with clients to
help them become high-performance businesses and governments. We have
181,000 people serving clients in over 120 countries.
more than 170,000

Please give us your definition of diversity and inclusion, as it relates to the

efforts within your organization.
Let me describe the very essence of our Human Capital and Diversity programs.
We strongly believe that bringing our core values to life every day is essential
to our people, the communities where we live and work and, ultimately, to
maximizing our ability to deliver high performance to our clients. A dis-
tinguishing trait of Accenture is our emphasis on inclusion and diversity as
fundamental to achieving and maintaining high performance.
What does this mean to our employees, communities and clients? For
our employees—each and every person who comprises our workforce—
it means talent is central to maintaining and extending our global scale. And
talent means delivering ideas and originality that only come from a diverse and
inclusive global workforce.
Phenomenal employees create powerful teams that allow us to compete,
grow, and innovate—as we as recruit, retain, encourage, and engage a diverse
workforce. And skilled professionals, unmatched opportunities, extensive
training, coaches and sponsors who position people for success—all create a
multiplier effect, which attracts the best people to join, and encourages them
to stay.
And for our communities, our corporate citizenship focus must reflect our
COMPANY NAME:
Name:
Accenture
character, beliefs, and core values. Bringing our expertise and enthusiasm to fuel
our corporate citizenship contribution is a natural fit. Our high-performance
WEB
Web SITE:
site:
approach to building skills allows us to deliver extraordinary results—benefiting
www.accenture.com
individuals, their families, and their communities.
PRIMARY
Primary BUSINESS
Business OR INDUSTRY:
or Industry:
Our clients expect that we will foster an inclusive workplace and culture—
Management consulting,
technology services and and we meet those expectations. Our focus on leading-edge programs and
outsourcing. initiatives that support our people seeds client thinking, and our programs and
ANNUAL RevenueS:
Annual REVENUES: thought leadership help our clients understand leading-edge opportunities as
$23.39 billion for fiscal year they think about their own business.
ended August 31, 2008.

PROF
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 Front-Runners in Diversity Leadership LaMae Allen deJongh Accenture

Front-nners
TY JOU ITNYAJOURNA
ERSI IVERSR L L g Richard
Human Rights CampaignClark
Event
DIV D
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IN
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IN (L to R) Richard Clark
(Accenture),
(Accenture),
E

Joe Solmonese
Joe Solmonese ((President of HRC),
IL

IL
OF

OF

LaMae A
Allen deJongh,
(President of HRC),and

Ru
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KevinLaMae
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(Accenture).
H I P H I P and Kevin Moss
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VERSvers
IN DI in Di
SERSERIES

What are the main components of your I&D

D&I program? Is the
management D&I programs largely U.S.-based or present
agement of I&D
throughout
ughout the worldwide organization?
Instead
ad of focusing on the siloed components of Inclusion &
Diversity, we view this area as being fully integrated across our ap-
proach to talent management.
Despite the community’s strong family values, long-distance
To that end, Accenture is a global company—and our approach
communication can pose a challenge.
to inclusion and diversity reflects that. In fact, to capture the full
Accenture employees, working with Best Buy, teamed with the
benefit of our diversity, we bring our people together in global teams.
teams.
client’s Latin Involvement Network to develop a solution.
That means using our common core values and methodologies to
Working with local charter school El Colegio and local non-profit
work effectively across different geographies, workforces, and genera-
La Escuelita, the Best Buy and Accenture team identified families
tions. When we do it right, we produce a freshness of thinking, and
with special potential to benefit from instruction in technology. The
a flexibility and agility in delivering that thinking, that really sets
team developed and taught a five-week course in Internet safety and
Accenture apart. We are committed to using our diversity to help
in using technology to share music and memories and to maintain
our clients become high–performance businesses and governments,
family connections. Best Buy donated webcams, iPods, international
helping us build an inclusive culture of confident individuals who
calling cards, and antivirus software.
work seamlessly on global teams. And that culture will continue to
set Accenture apart. All of the course participants agreed that, as a result of having
taken the course, they would use technology differently, and would
In today’s marketplace, does your company have any particular recommend the course to family and friends. Based on this enthu-
cultural, socioeconomic, or demographic challenges to selling, siastic response, the Best Buy and Accenture volunteer team intends
producing, or delivering services? What particular challenges do
to repeat the course twice locally and to explore opportunities to
you face in hiring and retaining good people?
replicate it more broadly.
Inclusion and diversity are among Accenture’s top priorities, no
matter the economic environment. The diversity of our workforce
strengthens our ability to be a high-performance company, growing CORPORATE LEADERSHIP
our business, and generating revenue. Our clients expect diversity,
What resources are allocated on diversity? How do these reflect
and we accomplish this with the ideas and creativity that come from your company’s leadership commitment to diversity?
a diverse and inclusive global workforce.
We have a dedicated team of more than a dozen executives from
Accenture has six core values: Stewardship, Client Value Creation, around the globe who work with our business teams and our people
Respect for the Individual, Integrity, Best People, and One Global to help drive all aspects of our Inclusion & Diversity program. In
Network. The two core values most closely related to diversity are addition, we have 13 Human Capital & Diversity geographic leads
Best People and Respect for the Individual. We recruit the best and a large number of people who dedicate a portion of their time
people, attracting and developing diverse talent through efforts in- to Inclusion & Diversity programs. These include members of our
cluding scholarship funds for students and community involvement. senior leadership who sit on our Internal Advisory Council, Inclusion
We demonstrate our respect for the individual through initiatives & Diversity leads in all our business units, etc.
that include flexible work options, local networking groups, and
helping individuals integrate their career goals with their family Is diversity a compensable annual objective for the executive
responsibilities. management team? How do you reward special initiatives?
What accountability do you employ to meet objectives?
Do you have any examples of how tapping employee diversity has Everyone at Accenture is responsible for diversity. It’s grounded in
yielded significant product or profit breakthroughs? our culture and our core values, and we have a company-wide com-
Our work with electronics retailer Best Buy is an example. Many mitment to make it a reality.
members of the Hispanic community in Minneapolis, where Operationally, the responsibility starts with our CEO. He is held
Best Buy is headquartered, have close relatives in Latin America. accountable by our board of directors for achieving a set of diversity

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 Front-Runners in Diversity Leadership LaMae Allen deJongh Accenture

International Women’s Day Event Speakers (Left to Right):

LaMae
PatriciaAllen
O’Connell
deJongh
(Managing
(U.S. Human
Editor, Business
Capital Week),
& Diversity
Lead),LaMae
Roxanne Allen
Taylor
deJongh
(Chief(U.S.
Marketing
Human &Capital
Communications
& Diversity
Lead), Roxanne
Officer), MargeTaylor
Magner
(Chief
(Member
Marketing
of Accenture
& Communications
Board of
Officer), Marge Magner
Directors), Pam Craig (Chief
(Member of Accenture
Financial Board
Officer).
of
Directors), Pam Craig (Chief Financial Officer), Dina Dublon
(Member of Accenture Board of Directors).

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

part of their annual performance objectives. We hold our leaders ac-
countable for cultivating an environment of diversity and for making
a personal commitment to developing and leading our people with
diversity and inclusiveness in mind.

Does your company address diversity in its annual report?

The Diversity Advisory Forum, a group mixing senior and
• The
In
WeJune, Accenture
are in published
the process its first Inclusion
of publishing our first & Diversity
global Review
Inclusion & younger leaders, provides the Accenture Diversity Council with
on www.accenture.com,
Diversity Review, which which
we willis make
made available
available to all internal and additional perspective from the field and recommends innova-
external stakeholders. tive, ground-breaking solutions.
Do you have any programs in place to increase the cross-cultural
competence of your senior management team? Can mid-level EMPLOYEE INCLUSIVENESS
managers acquire similar training?
Accenture’s training, aimed at both building confident individuals Are employees more involved in the company than they were two
and giving leadership the ability to manage diversity effectively, assures years ago? In what ways?
that a strong, secure team of diverse individuals is prepared to address They are definitely more involved than they were two years ago—and
client needs from a wealth of perspectives. one way to look at it is through the lens of International Women’s
In 2008, our diversity training comprised 78 live training Day. We’ve celebrated the event for the past five years; in 2007,
sessions held in 33 cities and 12 countries. Diversity training falls 3,175 Accenture people participated. This year, that number jumped
into two areas: leadership development that helps diverse employees to approximately 8,500.
stretch themselves; and management training that helps senior execu- We can also look at our U.S. Employee Resource Groups (ERGs),
tives lead a more diverse organization. Major leadership development which provide an opportunity for individuals who have a common
courses include: background, gender, race, culture, interest and/or experiences—to
• Developing
Developing High-Performing Women, in which female role network around similar challenges and opportunities.
models help managers evaluate requirements to reach the next In the U.S., nearly half of all employees participate in at least one
stage in their careers. ERG. There are currently 12 interest groups in the U.S. Additionally,
• The
The Minority Leadership Development Program, in which Multicultural Interest Groups are in place in locations lacking critical
minority executives discuss what it takes to excel as leaders mass to form a specific interest group. In all cases, the groups are led
at Accenture. We have sponsored this program in the United by a senior executive sponsor and supported by local leadership teams
Kingdom, United States, and South Africa. in nearly every Accenture office throughout the country.

We also offer a course called Leading a Diverse Workforce, in How are their opinions solicited and valued? Do you have an
which global and local leaders help executives reexamine their diver- employee ‘suggestion box’ or other system, and who monitors
sity beliefs and use this refreshed perspective as a basis for developing and responds?
concrete diversity plans for their scope of accountability. Accenture has multiple channels that foster ongoing dialogue with our
employees. One of them is an annual survey which seeks to measure
How are decisions about diversity made in your organization? Is
the engagement of our more than 181,000
170,000 employees around the
there a diversity council, and who heads it up? Who participates?
world. This tool is constructed so it helps us understand employee
Our team of 13 Human Capital & Diversity geographic leads works
perspectives and satisfaction across a number of issues, e.g., work/
to create programs that are meaningful and make a difference to em-
life balance, culture, work responsibilities, supervisors, etc. This is
ployees, communities and clients around the world. Two additional
critical to continuous improvement of our programs, policies and
governance bodies back up this team:
approaches. Additionally, a number of leaders across functions
The Accenture Diversity Council, which includes some of
• The
(including me) author e-newsletters, which request employee
Accenture’s most senior leaders, assesses challenges we face, sets
responses, questions, etc.
strategic direction, and prioritizes our actions globally.

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Front-Runners in Diversity Leadership LaMae Allen deJongh Accenture

personal profi
profile
le LaMae Allen deJongh
Can you name specific ways your company
supports upward development toward
management positions?
Company
COMPANY One way we do it is by offering Ethnically
Accenture
Diverse Leadership Summits, which aim to
Title
TITLE ensure the success of all our people, as well as
U.S. Human Capital & Diversity the innovative thinking, creativity, and con-
Managing Director
fidence that differentiate our company from
Years IN
YEARS in CURRENT
current POSITION
position our competitors. The goals of the Summits
I have held this title for less than a year,
are to reinforce our leadership’s commitment
and I continue to maintain client relation-
ship management responsibilities for a to our ethnically diverse population; build
number of global financial services clients. skills, capabilities, and strategies for career
progression; leverage other resources within
Education
EDUCATION
Princeton University, undergraduate Accenture in developing a platform for suc-
degree in Economics cess; and evolve targeted action plans for
First JOB
FIRST job development and advancement.
Accenture

Philosophy
PHILOSOPHY
Don’t sweat the small stuff.
What I’M
WHAT I’m READING
reading
Learned Optimism, by Martin Seligman
How did you get to your present position?
What was your career path?
My entire career has been with Accenture,
and it has involved continuous upward
development to management positions,
including becoming the first U.S. African
American female Senior Executive.
This was not only significant to me,
but it had great significance to many of
our people. It’s fueled my passion for my
current roles—both in Human Capital &
Diversity and in my client-facing
responsibilities—as well as for ensuring
that we offer our people continuous
leadership development.
Who were/are your mentors? How did
they help
How in your
did they helpprofessional and person-
in your professional
al life?
and Are you
personal mentoring anyone today?
life?
I’ve been fortunate to have a network of
internal and external mentors, who have
helped enhance my sense of confidence
and my competence in a variety of areas.
They have also taught me to respect my
accomplishments and my ability to have an
impact on our business and our people.
Chief among these mentors are my
parents. I’ve learned a tremendous amount
from their entrepreneurial spirit.
Family
FAMILY SUPPLIER / COMMUNITY /
Married, with a young son. CUSTOMERS
Interests
INTERESTS
What is the company’s commitment to
Culinary, fitness, and international travel.
minority suppliers?
Our supplier diversity efforts demonstrate a
commitment to promoting economic growth
What business books or journals do you
within the communities with which the com-
read regularly or recommend?
I read—and recommend—a number pany does business. Accenture is a member of
of business publications, especially the National Minority Supplier Development
The Harvard Business Review. Council, the National Gay and Lesbian
Chambers of Commerce, and the Women’s
What are your specific responsibilities for
diversity and
advancing inclusion andinclusion
diversity in your Business Enterprise National Council in both
organization? What are the strategies you the United Kingdom and the United States.
employ to move inclusion forward?
At least half the firms approved as preferred
My specific responsibility is best described
in terms of the talent management lifecycle suppliers in the United States are diverse. In
(attracting talent to transitioning it within 2008, we directed $286 million—nearly 15
the organization) and embedding it as a percent—of our procurement spending to
standard approach within Accenture.
small and minority- and women-owned busi-
I am committed to Accenture’s people,
the communities in which we work and live nesses.
and to Accenture clients. I am dedicated The cornerstone of our Supplier
to being an accessible role model to, and Diversity Program is our formal
leveraging my learning and experiences
mentoring program, the Diverse Supplier
with, as many employees as possible.
Development Program, which we
How are you (as a manager) measured in launched in 2006. This program pairs
terms of performance?
Accenture executives with diverse suppliers
I have measurable objectives that impact
my overall performance rating, and they through one-on-one meetings and quarterly
are tied to compensation. symposia. PDJ
Are there particular areas/employee sec-
tors you feel still need improvement?
We are on an Inclusion & Diversity jour-
ney—and it’s about continuous improve-
ment across all areas.

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9 y 2009
 YoUr inDiViDUAlitY
> YoU know

UnleAsH YoUr iDeAs, AnD MAke YoUr MArk.

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

We’ve become a Fortune 25 company by creating an inclusive environment fueled by

innovative ideas. Our employees have diverse cultural backgrounds, beliefs, perspectives,
and lifestyles. But they all have one thing in common – their ability to excel.

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

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

Make your mark of distinction at unitedhealthgroup.com/careers

Diversity creates a healthier atmosphere: equal opportunity employer M/F/D/V.

UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. © 2009 UnitedHealth Group. All rights reserved.
 1. New York Life Insurance Company 6. Verizon
2. Cardinal Health 7. ARAMARK
3. Burger King Corporation 8. Cisco
4. PricewaterhouseCoopers LLP 9. HCA
5. WellPoint, Inc. 10. Shell Oil Company
AWARDS OF EXCELLENCE
American Airlines • AXA Equitable Life Insurance Company •
Ecolab • Georgia Power • Harrah’s • ITT Corporation • KPMG •
National Grid • Northrop Grumman Corporation •
Pitney Bowes Canada • Sodexo •

THE COMPANIES ABOVE have distinguished themselves by virtue of the

innovative approach they have taken to advance diversity in the work-
place and in the communities they serve. In almost all cases, their efforts
can be imitated and implemented by others who are still searching for
the spark to ignite their own programs.
We like the fact that there is so much, well, diversity, among the
initiatives described here. We sincerely hope you’ll read them carefully,
and then try to identify what you can do at your own business, regardless
of its size.
We congratulate these companies for their unwavering and
creative commitment to diversity and inclusion. They are making the
world a better place to live for all of us.
Profiles IN
PROFILES in DIVERSITY
Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards

1 Collaboration
for Naturalization
Naturaliza 2 Creating an Inclusive
In
GLBT/A Online
Onlin Training
Environment:

In 2008,
IN unique partnership established by New York
a UNIQUE
8, A To SUPPORT
TO support
PPORT itsITS overall strategy
strateg to create a more inclusive
Life Insurance
urance Company’s Chinese Chine Marketing Unit resulted environment Cardinal Health
work environment, H launched “Creating
vital in-language
in offering vital, in-language material
material to
to the
the Chinese commu- an Inclusive Environment—Gay, Lesbian, Bisexual and
nity. Recognizing the limited resources offered to the Chinese Transgender and Advocates” (GLBT/A) online training in
community regarding the naturalization process, compound- January 2009. This online learning module was designed to
ed by the growing concern within the Chinese community increase employee understanding of and help create an inclu-
regarding the need to obtain accurate information on the sive environment for the GLBT/A community.
process, the Chinese Marketing Unit approached the World Cardinal Health’s D&I team worked with experts in the
Journal to begin a partnership to create useful tools for this company’s Learning Technologies department to create this
segment of the population. The New York Life partnership innovative training. They started by hosting focus groups
with the World Journal resulted in a free, in-language natural- with the company’s GLBT/A Employee Resource Groups to
ization test preparation and information booklet and CD. share situations they had personally faced in the workplace,
Addressing the specific needs of the Chinese commu- either at Cardinal Health or elsewhere. The team then devel-
nity is a priority of New York Life’s Chinese Marketing Unit. oped a series of simulated examples of these situations, along
The goal of the partnership with the World Journal was with several possible ways that training participants could
to create user-friendly, in-language resources tailored to respond if confronted with similar situations. To engage
address the needs, values and customs of first generation participants, the training was animated through the use of
Chinese Americans who wanted to become naturalized avatars. To set the appropriate tone, the training began with
citizens, and introduce New York Life and its family of prod- a videotaped message from the executive sponsor of Cardinal
ucts to community members that may not be familiar with Health’s GLBT/A Employee Resource Group.
the company. The training helps employees build confidence in deal-
New York
YorkLife’s
Life’sChinese
Chinese Market
Market UnitUnit worked
worked closely
closely with ing with situations which may be unfamiliar to them. It also
with the World
the World JournalJournal
staff to staff
createtoadvertisements
create advertisements and
and develop coaches managers and employees on the use of inclusive
develop
accurateaccurate
content content and a simple,
and a simple, easy-to-follow
easy-to-follow design
design for the language when dealing with GLBT/A employees, customers
for the naturalization
naturalization test preparation
test preparation and information
and information booklet
booklet and and shareholders. Employees who complete the course are
and
CD. CD. In2008,
In fall fall 2008, the booklet
the booklet was was marketed
marketed at newsstands,
at newsstands, via better equipped to:
via coupons
coupons in the the World
in World Journal
Journal and and in World
in World Journal
Journal ads, ads,
and • SState
tate the business case for diversity and inclusion with
and
at Newat New
YorkYorkLife’sLife’s
salessales offices
offices in the
in the Chinatown
Chinatown neigh-
neighbor- respect to the GLBT/A community;
borhoods of Manhattan,
hoods of Manhattan, Brooklyn,
Brooklyn, andand Flushing.
Flushing. • R ecognize that sexual orientation and gender identity/
Recognize
The World Journal ran 50,000 copies for the first print- expression are dimensions of diversity;
ing of the Naturalization Handbook and CD in April • U nderstand the experiences the GLBT/A community
Understand
2008. Within one month, all 50,000 copies were gone. may face in the workplace, as well as appropriate ways
Due to the high demand for the booklet and CD, the World to respond.
Journal decided to print an additional set of 35,000 copies Members of Cardinal Health’s GLBT/A Employee
in August 2008. All of these copies were gone in approxi- Resource Groups now also feel more confident in expressing
mately one month. themselves. This was demonstrated by the fact that, following
New York Life has benefited from the increase in the the training, they hosted or indicated interest in host-
pool of potential clients that have walked into New York Life ing several internal and external events that promoted
sales offices and from the positive association with creating GLBT/A awareness. Also, in addition to Cardinal Health’s
resources in direct response to a growing community need. two existing GLBT/A Employee Resource Groups (in
Another added benefit is that by continuing to meet with and Dublin, Ohio and San Diego), four new remote sites
talk to community members, the agents at New York Life have either launched or made a request to launch local
sales offices are able to build relationships and gain insight GLBT/A Employee Resource Groups. PDJ
into what products the community wants and needs. PDJ

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Profiles in Diversity Journal
3 4
School-to-Work
Program with Big Brothers
Big Sisters of Greater Miami
In October 2008, Burger King Corp. launched
an unprecedented three-year school-to-work program in
conjunction with Big Brothers Big Sisters of Greater Miami.
The graduation rate for Miami-Dade County high school
students is 49 percent, which is one of the reasons this
program was created.
Through the new “King-sized” school-to-work program,
Burger King Corp. pledged to provide career planning men-
tors to the students of Miami-Dade County to help improve
the graduation rates of local high school students. Older high
school students who have been historically more difficult to
match would be served.
The students were paired one-on-one with a Burger King
Corp. employee in order to gain valuable skills, job training
and exposure to the full array of possible BURGER KING®
career opportunities. Once a month during the school year,
the students meet with their mentor at Burger King Corp.,
working side-by-side with them and gaining insight into
what the daily work environment and routine would be like.
The students also meet once a month with their mentor
outside of the office.
In the first year of the program, the focus is geared towards
teaching the students an array of basic life skills. Then, in
year two, the spotlight is on learning job-related skills by
providing them with actual work experience at a BURGER
KING® restaurant. Finally, in the third year of the program,
the students plan for continuing with their education. They
also will receive scholarships to help defray college expenses.
Throughout the program, the students are exposed to
the importance of education, receive help with the transition
from school to work and create a clear vision for their future.
In addition to career planning and restaurant-based work
experience, students participate in fun team-building events
and workshops.
The program has already resulted in more than 70 “big”
and “little” matches in its first year, making Burger King
Corp. the largest mentor provider of any organization to Big
Brothers Big Sisters of Greater Miami. Burger King Corp.
employees have connected with the community and pro-
vided more than 400 hours of mentoring for students, which
is especially significant since Miami has the lowest rate of
volunteerism among all major U.S. cities. PDJ
26 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
2009 International Innovation in Diversity Awards
Impact
Taking Bright Minds Further
In fall 2007, PricewaterhouseCoopers LLP (PwC)
launched a unique educational community initiative called
Impact, which grew out of a simple idea…taking bright
minds further. The program for academically talented Black/
African-American high school juniors seeks to broaden
their educational horizons and give them the information
and tools to help them achieve admission into some of the
premier colleges and universities in the country.
The Impact program enables PwC to make a meaningful
impact that changes lives and opens doors for young people
while supporting our diversity and inclusion objectives. It
also provides rewarding volunteer opportunities to partners
and professionals.
Administered through a series of workshops over a
15-month period, the Impact curriculum was developed
with expertise from an independent educational consul-
tant retained by the firm. PwC volunteers mentor Impact
Scholars, attend the workshops, and help scholars navigate
the college planning and application process.
Since launching the inaugural class of 56 Impact Scholars
in the New York City and Washington Metro areas in January
2008, there have been immediate results, including:
• Nearly 90% graduation rate of the inaugural class of
Impact Scholars completing the program.
• One-on-one counseling meetings with 100% of the
scholars, their parents/guardians and mentors to review
academic performance, test scores, college lists, and
provide guidance.
• Increased scope of PwC’s local relationships through
targeted promotional outreach to approximately
155 high schools and community- and faith-based
organizations in New York, Boston, Philadelphia,
and Washington, D.C.
• Doubled the number of markets served and Impact
Scholars and mentors to 300+.
• 72% of the seniors reporting in thus far have applied to
an average of eight schools each, with the exception of a
few who applied “early decision” to only one school.
The objective of the multi-year commitment is to roll
out the Impact program in up to seven major markets and
reach 1,000 promising high school juniors. In May, PwC’s
inaugural class of Impact Scholars from New York City and
Washington, D.C., successfully graduated from the program
with 100 percent of the graduating scholars achieving accep-
tance into a diverse range of competitive colleges. PDJ
Profiles in Diversity Journal 2009 International Innovation in Diversity Awards
5 Diversity MBA
Leadership Summit
To meet their future business needs, WellPoint, Inc.
established a multi-year commitment to strengthen their
leadership bench and ensure a mirror of their diverse cus-
tomer base by rebuilding and strengthening their leadership
pipeline.
WellPoint focused efforts on top tier diverse MBA tal-
ent with 3-7 years of work experience and on differentiating
themselves from their competitors by providing a custom-
ized, high-touch candidate experience.
Candidates are identified for their Health Insurance
Professional Program (HIPP), a three-year leadership devel-
opment program with visibility to top leadership in the
organization; a newly-formed, elite summer MBA internship
program; or specialized placement assistance to full-time
roles in the organization aligned with candidate skill sets and
career expectations.
A partnership was established in 2007 with the WellPoint
Foundation to secure a three-year, Patron-level spon-
sor commitment to the Consortium for Graduate Studies
Management, a premier association for diverse MBA talent
that provides over 300 student fellowships each year.
During WellPoint’s initial three-year commitment it has
sponsored Orientation Program (OP) events, participated
on speaker panels, hosted onsite Health Fairs, and partici-
pated in their annual career expo. Immediately following
The Consortium OP a customized candidate relationship
management program begins which focuses on one-on-one
communication with each candidate.
Each year since the inception of this strategic focus,
WellPoint’s efforts have continued to expand by creating
new relationships with groups like the Asian MBA and
Reaching Out MBA (LGBT); growing current relationships
with NSHMBA, NBMBAA, The Consortium and BDPA; and
by continuing to build on their past successes by offering
challenging and rewarding opportunities for WellPoint hires
through this initiative.
As a result of this strategy in 2009, 80% of our HIPP
program hires are racially diverse, early careerists that meet
our best of the best talent criteria. In tandem with this effort,
WellPoint has re-organized its HIPP program to support the
retention of high-performing emerging leaders by building
out a longer-term development path and ongoing opportuni-
ties for leadership roles within WellPoint so that this talent is
“ready now” when new leader roles emerge. PDJ
6 Diversity Leadership Institute (DLI)
—Front-Line Supervisors
In 2008, Verizon developed a new Diversity Leadership
Institute (DLI) experience aimed at front-line leaders, and
designed specifically to address the issues and opportuni-
ties they have in managing customer-facing operations. The
DLI consists of a three-day symposium and pre- and post-
symposium learning, and employs tools to enrich the partici-
pant learning experience and increase participant/supervisor
competency development. Some include:
• Verizon Competency Assessment: Participants assess them-
selves against the Verizon Competency Model utilizing
the Lominger LEADERSHIP ARCHITECT®.
• Pope & Associates EDGE© (Embracing Diversity for Growth
& Excellence) Diversity e-Learning Series: Takes participants
and supervisors beyond the basics of diversity using mul-
timedia technology to create an individualized and highly
interactive learning environment.
• DLI Pair Discussions: Participants and supervisors utilize
DLI tools to strengthen their relationship and increase lead-
ership effectiveness.
• Verizon DLI Leadership Case Study: Participants develop a
plan for solving a real Verizon business issue.
• DLI University: Participants continue their leadership devel-
opment through web-based and facilitated workshops.
The DLI is an innovative Talent Management tool.
Its emphasis on diversity and development enhances the
participant/supervisor relationship, thus driving employee
engagement, diversity management competency, and leader-
ship development.
One of Verizon’s Imperatives is “Provide the Best
Customer Service”. With the inclusion of an experience
designed specifically for front-line supervisors, the DLI is
poised to have an even greater impact on business success
than it has in the past.
In 2008, 200 high-potential front-line supervisors and
their managers attended the DLI and gave it a 91.5% score
for overall impact. Additionally, 98.5% agreed the DLI
increased their leadership capability, diversity competency,
and participant/supervisor relationship. While long-term
impact of the DLI for front-line supervisors is not yet
known, preliminary analyses indicate that graduates of the
DLI are seven times more likely than the average employee to
be promoted. PDJ
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 27
Profiles IN
PROFILES in DIVERSITY
Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards

7 Diversity Management
Man
at ARAMARK Germany
G 8 Women’s Action
Acti
Network Coaching
Coac
The implementation
THE mplementation of our diver
diversity management strategy is In June
IN NE 2008, the Cisco Women’s
JUNE Wom Advisory Group and
based on a diversity commitment signed by all ARAMARK i Talent
the Executive T l Organization
O i i launched a pilot program
managers and followed by all 6,500 employees who, through for members of our Women’s Action Network (WAN),
their actions, expressly declare their support for diversity. providing situational coaching and mentoring sessions
Goals: by Cisco’s seasoned career coaches using Cisco’s
• R ecord diversity of our customers’ employees—based on
Record TelePresence technology.
nationality, age, gender, etc.; These sessions allow participants to tap into the
• O ptimize the service range aimed to satisfy these different
Optimize greater-Cisco knowledge they need to succeed, with the
target groups; added privacy and intimacy of a virtual meeting.
• IIncrease
ncrease participation rate and number of guests; Cisco’s TelePresence systems use sophisticated technol-
• IImprove
mprove further development and use of ARAMARK’s ogies to deliver a high-quality collaborative experience.
diversity and employee talent;
talent. By using the power of a global IP network and unified
Implementation / Realization: communications, Cisco’s TelePresence enables collabora-
Customers tion as never before. The video and audio technology allows
• C ustomer survey carried out by ARAMARK;
Customer users to communicate as naturally as they would in person,
• A nalysis of results and development of measures in team
Analysis with every expression, gesture, and nuance clearly vis-
meetings with all employees; ible across town or across time zones. This serves to build
• IIntroduction
ntroduction of new service offerings after feedback; trust and rapport quickly—essential elements in successful
• C onsolidation of all data on district and regional level to
Consolidation coaching.
develop a business plan based on diversity;
diversity. During the pilot program that ran from June 2008 to
Employees November 2008, more than 150 Cisco women registered
• C ompany intranet allows employees to share best
Company for a 45-minute coaching session. Each session focused on
practices in diversity innovation;
one of five topics: Career Guidance, Assertiveness, Conflict
• O nline questionnaire for all employees;
Online
• D Resolution, Management Issue, or Resource Coaching.
atabase to share information about skills and expertise;
Database
• IInterviews
nterviews and personal development planning Twenty professional internal coaches in locations globally
with employees; were available and assigned to a session based on geography
• Deployment of talented employees in diverse projects;
projects. and the issue to be discussed. The coaches asked provocative
questions and taught the skills necessary to help each employ-
Results:
ee think about her issues and reach a productive solution.
There was a high level of acceptance and appreciation
Coaches also directed employees to resources within Cisco to
by our customers and their employees. For example, our
further aid the issue resolution.
client Michelin has many Turkish, blue-collar workers,
Before a session, each participant was encouraged to share
who did not typically eat at the ARAMARK restaurant.
her goals, focus on development needs, and be ready to take
We determined that there was a lack of typical Turkish/
action. In particular, employees were asked to be aware of
Muslim dishes or Halal meat offerings. We took action by
education, experience, and exposure opportunities to further
revising our existing products and introducing a new menu
their professional development.
that included culturally desirable food. As a result, there
On completion of the WAN Coaching pilot, 90 percent
was an approximate 15 percent increase in guest participation
of survey respondents indicated a positive outcome and
and turnover.
93 percent indicated they would recommend the session
We were also able to highlight the diversity of our
to others.
employees by publishing a diversity cookbook created by our
Through a business transformational approach, the pro-
apprentices (aged 16-25 years). This cookbook showcases the
gram provided a different way of growing our high-potential
nearly 100 nationalities of our employees with country por-
employees, retaining top talent, and developing greater
traits and authentic recipes. PDJ
collaboration, while solving the issues that our emerging
leaders are facing today. PDJ

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Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards

9 The Cultural Inclusion

I Series
Out OF
OUT of A a tradition
TRADITION of caricaring for all people, the diver-
rney at HCA Inc.
sity journey Inc is a process
pr of ongoing education
and change.
To increase that understanding, the Corporate office
“Cultural Inclusion Series—Weaving Art, Understanding, and
Great Performances Together”—was developed to provide a
forum for innovative and engaging interactions that include
educational, cultural, and artistic presentations.
The goal is to provide a unique training and learning
experience where:
• E mployees are provided an opportunity to participate
Employees
in an informal diversity education experience
designed to promote discussion of unique
multicultural perspectives;
• E mployees are able to articulate the value diversity
Employees
and inclusion bring towards the achievement of
our business goals and objectives;
• P ersonal development and growth is experienced
Personal
through the offerings of our diverse community
partners.
Launched in January 2007, the program has experi-
enced tremendous growth, including standing room only
in our corporate auditorium for most programs. Our pro-
grams have ranged from performances to language courses.
When Spanish language instruction was offered, over 500
employees participated!
The Cultural Inclusion Series has also improved work
relationships. Employees have shared with us that this type
of content has helped to facilitate dialogue around difficult
to discuss or challenging topics. This happened because
the performances and opportunities opened the door to
rich discussions—employees leave the programs and want
to discuss their learning experience. These discussions,
fostered by the Inclusion Series, drive our business objectives
and make the program both a worthwhile personal experi-
ence as well as a training tool. By exposing our employees to
discussions centered around racial and cultural differences,
we are also equipping them to handle sensitive issues with
greater understanding.
In this program we emphasize the rich diversity that our
country (ultimately our employees and patients) bring to the
table. Yes, Inclusion is our goal—but Diversity is what gets
us there.
The Cultural Inclusion Series is a celebration of the
strengths, histories, and stories of the people who make our
country and our company strong. PDJ
10 Sta with “I”
Inclusion Starts
Recognizing
RECOGNIZING
ECOGNIZING THAT that 2009 w would be a critical time to seek
opportunities
pportunities to accelerate mom momentum in their Diversity &
Inclusion efforts, Royal Dutch Shell’s Global D&I Practice,
DI Network and Executive Leadership sponsored a focused
effort to drive inclusion on a global scale.
Using their “D&I House Frame” as a template for
developing plans across all business and functions glob-
ally, Shell developed an Inclusion Framework in four
areas: Leadership & Behaviors; Tools; Communication;
and Measures.
Within each of these areas, a set of activities and items
has been compiled and made available through the Global
D&I Web site for implementation. During 2009, D&I
practitioners will have to select at least one activity from each
of the four areas for implementation.
Leadership & Behaviors—A set of guidelines have been
introduced to identify and promote inclusive behaviors that
can be adopted by managers and teams during virtual meet-
ings as
ings, aswell
wellas
asin
inthe
thelarger
largercontext
contextof
ofthe
theorganization.
organization.
Tools—A selected suite of tools for D&I practitioners,
managers, and individuals have been introduced. These
include:
Assessment tools to support leaders and teams in
• Assessment
self-diagnostics.
• D evelopment tools and other resources to support
Development
managers and individuals in demonstrating
inclusive behaviors.
• IIntervention
ntervention tools that build on the Assessment
and Development tools and Leadership & Behaviors
guidelines to support facilitated dialogue.
Communications channels are being used to raise
awareness in the company of the shift from Diversity to
Diversity and Inclusion.
Measures are an important enabler in driving behavior
change, as Shell’s culture is one in which “what gets measured
gets done.”
Implementation of Shell’s inclusion project on a global
basis with the breadth and depth of these tools and resources
had not been undertaken before. This is truly a global imple-
mentation and not a U.S. export. Best practices from around
the world were gathered, fine tuned, and new products were
developed to support the inclusion journey. PDJ

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Profiles IN
PROFILES in DIVERSITY
Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards

AWARDS OF Excellence
Awards of EXCELLENCE
presented in alphabetical order

American
AmericanAirlines
Airlines• •AXA
AXAEquitable
EquitableLife
LifeInsurance
InsuranceCompany
Company •
Ecolab •• Ecolab
Georgia Power • Power
• Georgia Harrah’s Entertainment
• Harrah’s • ITT Corporation
• ITT Corporation
• KPMG LLP • National Grid • Northrop Grumman Corporation •
• KPMG • National Grid • Northrop Grumman Corporation
• Pitney Bowes Canada • Sodexo •

Earl G. Graves Award for Leadership

Award of
Excellence Th
The award loudly recognizes and demon- thousands of “hits” on our internal Diversity site, a testa-
stra the value American Airlines places
strates
on diversity excellence. It highlights Mr. Graves’ con-
tribution to the diversity of thought and encourages
employees to continue the legacy of diversity leadership.
It also acknowledges the value of displaying diversity
and inclusion leadership within our company and
the community.
Beginning this year, the award will annually recognize
an employee(s) at any level, within any workgroup, who
embodies the essence and impact of Diversity Leadership.
It will communicate to all employees that the company
values diversity and inclusion and wants to honor those
that achieve this professionally and personally.
Communication has gone to all employees through
our internal web portal, quarterly company publications,
mass emails and our Leaders Call generating awareness
and encouraging employees to nominate through a peer
nomination/application form. We have a large number of
nominations and the interest in the award has generated
ment to how the award has elevated visibility within the
diversity space.
The person selected is a reflection of our former
Chairman of the Board of Directors Diversity Committee,
Mr. Earl G. Graves, who exhibited a strong commitment
to leadership, commitment to diversity, vision, legacy
of work, conscience, and purpose. This award is a very
visible recognition presented to an individual who has
achieved notable and measurable business contributions
through innovations which link to diversity and corporate
citizenship initiatives.
The top employees will be recognized and the recipi-
ent will receive an engraved crystal award mirroring the
inaugural 2008 award given to Mr. Graves. It will
be presented by our President & CEO during a
celebratory ceremony and the winner will also receive
an Aircraft Dedication plaque placed on an AA aircraft,
along with recognition on the company internal Web site
and quarterly publications. PDJ

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Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
Power Hours for Inclusive
Engagement / Development
Award of AXA
AX Equitable is always looking for new
Excellence
ways
way to keep their employees engaged and
to help them grow. There are areas of professional develop-
ment that, regardless of job grade or title, can be beneficial
to individuals at any and every stage of their careers.
Recognizing this, AXA Equitable’s Office of Diversity
and Inclusion teamed with the company’s HR Learning
and Development Group and Diversity Council to create
Power Hours for Inclusive Engagement and Development.
The Power Hours’ purpose was to increase the level of
engagement and development of employees across the
organization, while also sharing best practices with
employees at all levels. Power Hours were developed
around 15 topics including: Career Advancement,
Building Your Brand, Courageous Conversations, Office
Etiquette, Networking, Presentation Skills, Reaching
Your Full Potential and Think Like an Owner:
Approaching Your Job Like a CEO.
Management fully supported Power Hours, and the
collaboration across all business areas was critical to its
success. A variety of integrated internal communications
were used to drive awareness and participation in Power
Hours. Power Hours have proved beneficial with:
• IIncreased
ncreased employee satisfaction and engagement;
• G iving managers another avenue to provide employ-
Giving
ees with additional development opportunities;
• P roviding a means for employees to engage in
Providing
development activities with an immediate impact;
and
• P roviding networking opportunities for individuals
Providing
throughout the company.
Nearly 900 employees participated in the Power Hours
in 2008. As a result:
• 991%
1% said they took some type of action with their
existing development plan,
• 779%
9% said they identified a leadership quality that
they wanted to develop,
• 667%
7% said their comfort level for conversations with
their manager improved,
• 666%
6% said they created a development goal, and
• 553%
3% said it improved their mentoring relationship.
PDJ PDJ
INNOVATION IN Diversity AWARDS
Awards
Engaging Leaders on
Inclusion and Diversity—Quickly
Award of
During 2008, Ecolab’s Chairman of the
Excellence Du
Boa
Board, President and CEO Doug Baker
established the Culture & Inclusion function to bring new
perspectives, initiatives and programs forward to accelerate
progress toward a more diverse, inclusive, and productive
culture. Realizing there would be a wide range of opinions
on the urgency of this work, Ecolab selected a powerful
method of bringing together senior leaders with associ-
ates within the organization called Learning and Change
Partners (LCPs).
Showing strong commitment from the top, Baker and
his executive team spent three days offsite in an inclusion
education and strategy session. They reviewed discovery
data, including feedback from more than 4,000 associates
on the current state of our culture.
LCPs are Ecolab associates chosen for their strong
performance and willingness to “tell it like it is.” They
are diverse in age, race, gender, tenure, level, function,
and location. The LCPs were educated on inclusion prin-
ciples and reviewed the discovery data, then were encour-
aged to speak honestly with the executives, sharing personal
stories. Likewise, the executives were coached on how
to listen effectively, without being defensive or offering
explanations or solutions. In the end, the LCPs validated
the interview and survey results, providing candid feedback
to executive questions.
Tough issues were discussed from a broad organization-
al perspective. Throughout the day, LCPs presented infor-
mally, worked in teams, and helped executives understand
what matters most to drive engagement.
The outcome of the executive session was a culture
vision statement and journey document that describes the
parts of Ecolab’s current culture that are important to keep,
and those they need to change to strengthen the organiza-
tion and achieve high operational performance.
In total, Ecolab has held four similar sessions, including
two with our largest businesses—Institutional and Food
& Beverage—and one with global Finance. Although each
session focuses on different aspects of the culture based on
specific organizational needs, they have a common out-
come—alignment to the Culture Vision and Journey and
creating urgency around the need for change. PDJ
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Profiles IN
PROFILES in DIVERSITY
Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards

Building Trust D&I Inclusion to

th
through Better Job Selection
Award of
Th goal is for every employee to feel
Excellence The
val
valued, respected, and productive, and
the outcome is predicated on the quality of the rela-
tionship between a manager and employee. To achieve
this goal, Georgia Power is focused on improving
management skills in six areas: performance feedback,
job selection, representation, retention, communication,
and retaliation awareness.
President and CEO Mike Garrett asked two executive
officers to increase trust in the job selection process and
in managers making hiring decisions. They chartered a
23-employee Job Selection Task Force (JSTF) to identify
issues and make recommendations.
The JSTF closely reviewed the company’s well-defined
selection process and eventually recommended 15 spe-
cific best practices and behaviors to build trust. These
actions, addressed in mandatory workshops for managers,
included:
Precise
• P recise identification of skill sets required for
the position.
Better
• B etter coordination between the hiring manager
and candidate’s immediate supervisor regarding
developmental feedback.
• CClarity
larity on where race, gender, and ethnic
representation fit into the company’s seven-step
job selection process.
In addition, a high-level project manager was assigned
to implement recommendations, which required a collab-
orative process between executive management, human
resources, diversity organization, corporate communica-
tion, and outside consultants.
Since January 2009, the team has conducted 42 work-
shops and trained 82 percent (862) of managers eligible
for training. For any broad-based culture change initia-
tive, the ultimate proof of sustainability takes many years
to achieve. However, current internal and external survey
results show progress:
• WWorkplace
orkplace concerns about job selections
declined noticeably.
• 885%
5% of employees believe their immediate
supervisor cares about them.
• TThe
he item, “Promotions go to those who best
deserve them,” increased by 11 points. PDJ
Innovation
In Training
Award of
Excellence Th
The D&I Inclusion to Innovation
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 aware-
Harrah’s D&I
ness of Harrah’s D&I program.
program. ByBy engaging
engaging leaders,
leaders
from front-line management to front-line employees,
it is made clear that D&I is an important concept in
the organization.
The training clarifies the cognitive diversity that
exists in our daily environments and helps people to
think innovatively to resolve these issues. The Hermann
Brain Dominance Instrument™ (HBDI) is one example
of how the training enlightens people about the differ-
ent inherent thinking styles and how individuals can
better relate to their coworkers to improve business
relationships and drive measurable business outcomes.
The benefits and positive changes from the D&I
Inclusion to Innovation Training have opened the
minds of people within the organization to the poten-
tial for diversity to be used as a business tool. Diversity
is no longer seen only in the context of something that
must be done to ensure equal treatment, but rather as
a business imperative that Harrah’s must embrace to
satisfy its customer base and continue to think innova-
tively and maintain an edge over competitors.
The feedback on the training from the 2,300-plus
key leaders who have participated so far has been a
97 percent rating of either “excellent” or “very good.”
The testimonials compiled by facilitators after the
session make very clear the effect that the sessions
have on participants. Many state that it is the best train-
ing they have ever experienced and that their eyes are
truly opened to the potential for cognitive diversity to
positively influence business. PDJ

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PROFILES in DIVERSITY
Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards

Motion Technologies
Technologies’ KPMG’s Family for Literacy
Ostrava
Os Project
Award of Award of Lau
Launched in early 2008, KPMG’s Family
Excellence ITT Motion Technologies, based in Excellence
Bar
Barge, Italy, makes brake pads and for Literacy program was developed to help
friction materials for the world’s largest manufacturers fight childhood illiteracy. This program puts new books
of cars, trucks and light commercial vehicles. In 2007, directly into the hands of children from low-income
ITT Motion Technologies identified the need to expand families, with the hope of making a long-lasting difference
its production capability to meet the growing demand of in the educational, career, and life opportunities of these
its customers, and decided to open a new plant in Ostrava children by equipping them with the tools they need to
in the Czech Republic. both learn how to read and develop a love of reading.
The HR team worked in collaboration with the man- What distinguishes KPMG’s Family for Literacy from
agement team to implement a program targeted to achieve most other innovations is that the program was developed
three objectives: not only for KPMG’s partners and employees, but also for
Effective
• E ffective transition of skills and process knowledge, their spouses, significant others, and children, as well as
Timely
• T imely on-boarding of new hires to meet KPMG’s interns, alumni, and retirees across the country.
production, This enables the firm to draw on the depth of talent and
Retention
• R etention of talent during and after the start-up. commitment that exists within the extended KPMG fam-
The ily to create an entire army of volunteers committed to
The program
program consisted
consisted of of four
four strategic
strategic action
action areas:
areas:
1. Orientation for new
1. Orientation for new employees, employees, eradicating illiteracy.
2.
2. T heoretical operations
Theoretical operations training,
training, KPMG’s Family for Literacy was piloted in seven
3. On-the-Job training program—Barge,
3. On-the-job training program—Barge, Italy Italy U.S. cities and introduced by co-founders Susan Flynn
4.
4. Employee
Employee integration
integration program,
program, including
including cross-
cross- and Beth Veihmeyer (the spouses of KPMG’s Chairman,
cultural training and language classes
cultural training and language classes for both for both and CEO and Deputy Chairman, respectively). To help
Italian
Italian andand Czech
Czech employees.
employees. ensure its success, KPMG teamed with First Book, a non-
In
In total, the Italian plants hosted
total, the Italian plants hosted aa total
total of
of 70
70 Czech
Czech profit organization that has delivered more than 65 mil-
Republic colleagues in training.
Republic colleagues in training. The Czech employeesThe Czech employees lion new books to youngsters over the past 17 years.
spent
spent from
from one one to to nine
nine months
months in in Italy.
Italy. The
The employees’
employees’ The program has been structured so that everyone can
training
training plan included 128 hours of theory, and depend-
plan included 128 hours of theory, and depend- get involved, regardless of an individual’s level of interest.
ing
ing on an individual’s role, from 140 to 500 hours of
on an individual’s role, from 140 to 500 hours of on-
on- Employees and partners, aunts and uncles, grandparents
the-job instruction.
the-job instruction. and friends can fund books with a simple click of the
As
As aa result,
result, Motion
Motion Technologies
Technologies was was able
able toto open
open mouse through online donations to KPMG’s Family for
its facility in early January 2009, providing
its facility in early January 2009, providing an oppor- an oppor- Literacy Marketplace.
tunity
tunity forfor this
this business
business segment
segment to to expand
expand and and capture
capture As a result of all these efforts, KPMG has donated
new
new customers while fostering process improvement and
customers while fostering process improvement and more than $500,000 through Family for Literacy to date.
lowering operational
lowering operational costs. costs. As importantly, those who have become involved with
As
As of of today,
today, employees
employees hired hired atat the
the beginning
beginning of of the
the Family for Literacy have generated more than 11,000
project are still with the company
project are still with the company with one exception. with one exception. volunteer hours and distributed more than 350,000 new
This
This is is an
an exceptional
exceptional retention
retention rate,
rate asas the
the unemploy-
unemploy- books in its first year. In 2009, an additional 500,000
ment
ment rate in October 2007 was the lowest in 99 years,
rate in October 2007 was the lowest in years, books are scheduled for distribution, and the program is
as a result of more new job opportunities
as a result of more new job opportunities and a stable and a stable launching in nearly a dozen more cities. PDJ
labor
labor market.
market. For For full
full story
story please
please go
go to
to www.itt.com
www.itt.com PDJ PDJ

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Profiles IN
PROFILES in DIVERSITY
Diversity JOURNAL
Journal 2009 International
INTERNATIONAL Innovation in DIVERSITY
INNOVATION IN Diversity AWARDS
Awards

Women Empowered (WE) Women’s Conference

Program & Committee
Pr
Award of Award of
Excellence Th
The goal of National Grid’s 2008 The Northrop Grumman Women’s
Excellence Th
Wo
Women Empowered Program, executed Conference
Co enhances the leadership poten-
by the Women Empowered Committee, a subteam of tial of women by providing opportunities for learning
and networking across the company. At the conference,
the Women In in Networks (WiN) employee network, is to
high potential women—from senior leaders to craft
provide the skills and competencies necessary for women
workers—join together to gather insights about the
at National Grid to realize their greatest potential. company, its leaders and themselves.
Since its origin in 2003, the Women Empowered During the day-and-a-half conference, attendees hear
Committee has grown, and is now comprised of women thoughts on leadership from the company’s CEO and get
from business areas across the company who volunteer a comprehensive briefing on the state of the company
their time and talent to the program. from the President and COO. Panel discussions, led by
2008 was the most successful year ever for the Women Northrop Grumman women executives, provide insight
Empowered Committee. It united 48 National Grid on topics such as professional development, the value of
diversity and inclusion, and work-life balance. In 2009,
female employees from all legacy companies by creating a
well-known guest speakers stressed the importance of
cultural spirit of learning and empowerment. These
authenticity, peer mentorship, and networking to the 216
women formed bonds with each other through a diverse
conference attendees.
network of education and development programs. With senior executive leadership in attendance, par-
To date, 371 women have graduated from programs ticipants are provided opportunities to engage in informal
offered since 2004. These graduates, multiplied by the dialogue on topics such as workplace advancement and
average cost
cost ofofexternal
externaltraining ($5,700)
training vs. the
($5,700) average
minus the keys for success. Time is scheduled for attendees to work
cost of acost
average WEofProgram ($300) have
a WE Program resulted
($300), in an average
have resulted in an side-by-side with peers from other locations and oper-
cost savings
average cost to the company
savings of $2, 003,400!
to the company of $2,003,400! ating units so they can establish relationships that will
Program materials are developed, facilitated, and become key resources and form a support structure.
As part of the conference, employees are given an
administered
administered in-house.
in-house.AtAtthethe completion
completion of each WE
of each
opportunity to give back to the local community. In 2009,
Program,
WE Program, participants are surveyed
participants for evaluation
are surveyed feed-
for evaluation
employees prepared lunch at a local mission, collected
back. Committee
feedback. Committee members
membersreview results
review and and
results adjust ses-
adjust more than 30 bags of trash cleaning a local beach, and
sion materials
session to reflect
materials current
to reflect business
current or developmen-
business or develop- participated in a science, technology, engineering, and
tal needsneeds
mental of theofaudience served.
the audience served. math education outreach workshop.
For the 2008 Program, a new session was added The Northrop Grumman Women’s Conference has
entitled “Knowledge of the Business.” This was an occa- allowed more than 1,200 employees to participate in a
sion for speakers from Shared Services, Electric and Gas professional development and networking activity specifi-
Business Units to interact with program participants— cally designed for them. Each conference theme leverages
corporate messages and and allows
allows attendees
attendeestototake
takeaway
awaya
providing them an overview of the business and global
aclear vision
clear of the
vision company
of the and and
company an understanding of what
an understanding of
operating models and business strategies.
they can
what theydocan
to do
improve company
to improve performance.
company performance.
The WE Committee has plans to take the program “on
After the 2009 conference, 94% of attendees surveyed
the road” with offerings in Massachusetts and Upstate agreed or strongly agreed that the conference helped them
New York regions. Executive sponsors and supporters achieve learning and development goals, and that the
continue to praise the WE Program and look forward to conference is an effective forum for learning, networking,
its continuation in the expanded territory. PDJ and leadership development. PDJ

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Diversity JOURNAL
Journal International INNOVATION
2009 INTERNATIONAL Innovation IN
in DIVERSITY
Diversity AWARDS
Awards

“Leveraging Diversity of Thought Diversity Business &

to Create Business Solutions” Leadership Summit
Le
Award of Award of
Excellence Pit
Pitney Bowes Canada’s recent program
PMS 661
Excellence Six years ago, Sodexo’s Office of Diversity
foc
focuses on building leadership capabili- off
offered a Professional Development
ties and business strategies that position the company for Conference for 100 Network Group members and Sodexo
long-term sustainable growth, and leverages diversity of managers. Today, this event has evolved into a two day
thought in its true sense. “Diversity Business and Leadership Summit,” gather-
Sixty Pitney Bowes Directors and Managers have been ing 400 managers and 100 clients from 67 organizations,
engaged on 5 different Advisory Boards to create business including other leading diversity companies.
cases and solutions for 5 strategic priorities. Membership The Diversity Business and Leadership Summit is a
on each of the 5 boards represents different functions, contributing factor for Sodexo’s employee and client value
business units, ethnicities, cultural backgrounds, gender, proposition. It is an innovative “best practice” model,
generations, and diversity of thought to enable collabo- offering attendees valuable knowledge and insight through
ration. The boards provide members an opportunity to keynote addresses from leading diversity experts, bench-
grow in critical development areas identified as part of the marking discussions, workshops, presentations, and open
company’s Leadership Review Process. Each board has a dialogue with top diversity and inclusion leaders. The
Business Owner, an Executive Coach and a Chairperson, Summit also features workshops and learning labs focused
who is a high-potential Director. on building skills, knowledge, and awareness around dif-
A very very successful
successfulfirstfirst phase
phase was was
launchedlaunched in
in 2007. ferent dimensions of diversity.
2007. Based
Based on anon an evaluation
evaluation of Phase
of Phase I, theI, program
the program
was Executive presence extended beyond Sodexo,
was redesigned
redesigned in 2008
in 2008 to beto be a six-month
a six-month action-learn-
action-learning incorporating a panel, moderated by Dr. Rohini Anand,
ing assignment
assignment that leverages
that leverages diversitydiversity
of thought. of thought. Sodexo’s Global Diversity Officer, that focused on
Highlights
Highlights include:
include: leadership and accountability for cultural change as well
Executive team has approved strategies
• Executive as the future of diversity and inclusion in the workplace
recommended by four of the boards; and the marketplace. CEOs participating on the panel
Some recommended solutions currently being
• Some included Douglas Conant, Campbell Soup; Tony Armada,
piloted at client sites and others have resulted in Henry Ford Hospitals; and Sodexo’s own George Chavel.
significant improvements in customer experience; To round out the panel, Dr. Craig Fiegel, Superintendent
Opportunities for accelerated development
• Opportunities of Plymouth Canton Community
Community Schools,
Schools and Cari
for diverse leaders that have resulted in Senior Dominguez, Corporate Director of Manpower (former
Leadership Appointments; Chair of U.S. EEOC)
EEOC),also
alsoparticipated.
participated.
• E nhanced strategic thinking and cross-functional
Enhanced Post Summit survey results indicated that 99% of
relationships and synergies. attendees had a valuable experience and 93% of employ-
This program and some of the solutions are being ees who attended felt more connected to Sodexo after the
adopted in withinotherPitney
countries
Bowes within Pitney
in other Bowes. We have
countries. Summit. In addition, 98% of clients and employees felt the
been invited
invitedtotoshare sharethis
this best
best practice
practice at conferences
at conferences and Summit provided them with a new skill or increased their
and business
business schools.schools.
ThisThis program
program has has
taken taken
on aa life of its knowledge base relative to diversity and inclusion. PDJ

own
own,as as itit isis strongly
strongly aligned
aligned to our strategic direction and
focused on developing our leaders. PDJ

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 thought
thoughtleaders
Profiles in Diversity Journal
continues to bring you the

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

houghtleaders thoughtleaders thoughtleaders thoughtleaders thoughtleaders

Diversity and Inclusion and Engagement –

The Bottom Line
By Alfred J. Torres

T
Executive Director, Talent Acquisition & Diversity
Verizon

There’s AN
THERE’S an OLD
old adage
in business: If you want to
attain something, measure
it. For years, business lead-
ers have stressed the value
of measure and display. And
yes, to this day, it works like magic. Identifying a few critical
goals and measuring progress improves your odds of achieving, if
goals
not exceeding, those goals.
When it comes to diversity, we strive to find the correct
methodology to measure how well we are doing. For the most
part, it is easy to measure the elements. We study population
data and identify gaps, and then we put plans in place to close
those gaps. We examine compensation practices; performance,
promotional and hiring decisions; and we dissect separation rates
into minute details—all necessary and effective in gauging how
we are doing. But is it enough?
To truly understand the impact diversity and inclusion have
on the bottom line, we need to assess the environment we are
creating for every employee, and the advantages or disadvantages
they may experience, real or perceived. We need to identify ef-
fective ways to measure inclusion and engagement and how they
drive the overall performance of every employee.
Is inclusion harder to measure than race, gender and
ethnic diversity? Yes, but one effective method is to conduct
a cultural audit or an inclusion survey. We must learn from
what employees tell us. Although engagement is correlated with
inclusion, the two are not the same, and so we should not rely on
engagement indices alone.
Engagement reflects how committed, both emotionally
and rationally, an employee is to the organization. Inclusion is
driven largely by one’s direct supervisor and immediate team.
The degree to which individuals feel included is largely driven
by: “am I”- invited to meetings, brought into decision making
processes, and provided information by my boss and peers?
There are differences between inclusion and engagement, but
clearly a highly engaged employee who is not included will even-
tually disengage.
Every company is fighting for the best talent out there, and
once acquired, to develop, engage, and retain it to create a dedi-
cated employee body—the ultimate competitive advantage.
Our work begins once we bring in the talent. Creating the
right environment for inclusion and engagement is critical to
building productive and positive relationships between supervi-
sors, their direct reports and employees in general.
To positively affect the employee experience, consider these
four steps:
1. M easure drivers of inclusion. What are the root causes
Measure
of high or low inclusion?
2. SShare
hare results with the people who need to act. If the
results are too high level, managers won’t know—or be
held accountable—for the level of inclusion on their
teams. They all need to connect the dots and under-
stand how critical it is to overall business success.
Provide resources and support to managers. Inclusion,
3. Provide
like diversity, needs to be measured on an ongoing
basis to track trends and to identify and close gaps.
Understand the impact of diversity on inclusion.
4. Understand
Are particular groups reporting lower levels of inclu-
sion, either across the company or in certain parts of
the business? How does inclusion vary at different
stages of the employee lifecycle?
Businesses are microcosms of society. It’s important to create
the right environment to attract and retain the best talent. To do
that, we must remind ourselves how important it is to measure
and track the right things, and be clear about its impact on the
bottom line. PDJ

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Being a True Corporate Partner
Vice President of Diversity and Inclusion
I
In your efforts to brand your organization as one that
embraces diversity and inclusion, think about this bit of enduring
wisdom from Shakespeare: “Action is eloquence.” Communicating
your company’s values is important, but what you do to demon-
strate that a fully inclusive workplace is a top priority will have far
greater impact than what you say.
You want candidates from all communities and backgrounds
to know that your company is a place where all employees feel ac-
cepted as they are, receive the same opportunities as everyone else
and are rewarded equitably. An effective way to get this message
across is to partner with professional development and community
organizations that are also dedicated to enhancing workforce and
workplace diversity and need your help.
For example, you might get involved with such organizations
as the National Black MBA Association, the National Society of
Hispanic MBAs, the Asian Professional Exchange (APEX) and
Out & Equal Workplace Advocates, which strives for workplace
equality for lesbian, gay, bisexual and transgender professionals.
Regardless of the organizations you choose to support, there’s a
big difference between underwriting a single program and becom-
ing a true partner and trusted ally. Just as reading one Jack Welch
book or taking one management class isn’t going to make you a
leader, sponsoring one event for an organization that nurtures the
talent you’re seeking isn’t going to make your company an em-
ployer of choice. Building relationships is a process, not an event.
So what does it mean to be a true corporate partner?
A real partner takes a leadership role within the organization,
focusing on developing and executing strategies in support of both
the organization’s and industry’s goals, serving on the board or spe-
cial committees, providing speakers for events, generating ideas for
initiatives, and getting directly involved in other ways as needed.
The recession has made it necessary for many companies to
reduce their expenditures in this arena, but you don’t have to
donate large sums of money to be a valued corporate partner;
often, sweat equity can be as valuable as cash.
Even if you’re not currently doing a lot of hiring, it’s important
to continue partnering and developing relationships with prospec-
tive employees through the various organizations they depend on
By Tisa Jackson
Union Bank, N.A.
for networking opportunities
and career development ser-
vices. This should be an on-
going process, a priority that
you maintain in good times
and bad. Organizations—and
job candidates—remember who stayed the course in tough times.
And having continuity in these relationships keeps the pipeline of
talent open for the time when you will need it.
The Urban Financial Services Coalition, a national trade
organization for minority professionals in the financial services
industry, is a professional development organization that Union
Bank has had a relationship with for decades. While many of
our peers have scaled back support, we have maintained our
involvement by serving on committees and sponsoring key work
force development programs through the Coalition, such as schol-
arships for college students, to help meet the growing need for
financial aid.
I have also created a consortium called the Professional and
Technical Diversity Network of Greater Los Angeles (PTDN) to
provide a forum where companies and professional development
organizations from a wide range of fields can share ideas and best
practices and build mutually beneficial relationships.
The organizations Union Bank partners with know we are
there for the long term, and that we are deeply invested in the
role of corporate partner. These partnerships are powerful because
they are based on shared goals and values. They enable us to open
doors to greater diversity and inclusion—and to empower people
from all walks of life to fulfill their potential. PDJ
Tisa Jackson, vice president of diversity and inclusion for Union Bank, N.A., has
more than 13 years of experience in this field, as well as strategic human resources
management, community development and organizational development. She is
founder of the Professional & Technical Diversity Network (PTDN) of Greater Los
Angeles, a diversity consortium comprised of companies committed to diversity and
inclusion. Union Bank, N.A., is a full-service commercial bank providing an array
of financial services to individuals, small businesses, middle-market companies, and
major corporations. Union Bank is California’s fifth-largest bank by deposits at March
31, 2009, and has 335 banking offices in California, Oregon, and Washington, and
two international offices. Visit www.unionbank.com for more information.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 37
thoughtleaders thoughtleaders thoughtleaders thoughtleaders
On the Front Lines of Schools

By JJohn
ohn Bridgeland, CEO, Civic Enterprises; and
Robert Balfanz, Research Scientist, Johns Hopkins University

A
ANYONE HOPING for a such as becoming teen parents or caretakers of siblings. Most
more diverse workplace to- cite a lack of parental involvement and relevance of classroom
morrow may want to peek learning to real life needs. One teacher said, “The kids are hav-
inside America’s classrooms ing a hard time seeing, what, if anything, this education has to
Bridgeland
today. Their optimism will do with them after high school.”
likely fade. Most teachers support reforms that research indicates will
Nearly one-third of all help curb dropping out, such as early warning systems, con-
public high school students necting classroom learning to real-world experiences, increasing
—and about one-half of all parental engagement, and challenging alternative learning envi-
African Americans, Hispanic ronments in arts, music and other areas to ignite students failing
and Native Americans—are in traditional schools.
dropping out and failing to Some findings may seem shocking: less than one-third of
graduate on time with their teachers believe schools should expect all students to meet high
class. While some school academic standards, graduate with the skills to do college level
districts are making progress work, and provide extra support to students to meet those stan-
in boosting high school grad- dards. Nearly six in ten teachers believe we should have a sepa-
uation rates, the national rate rate track for non-college bound students. These teachers’ views
for graduation is still flat- are shaped by daunting challenges in the classroom. Teachers
Balfanz lining at around 69 percent. reported everything from classrooms that were half empty to
“High expectations” and “college readiness” have become schools with violence and gangs.
clarion calls in efforts to transform America’s public high President Obama is right to make the dropout challenge a
schools and address the dropout epidemic. It’s not a moment top priority and to say that dropping out is not only quitting on
too soon. With more than 1.2 million students dropping yourself, it’s quitting on your country. Dropouts disproportion-
out of high school every year, the result is a multi-billion dollar ately don’t vote, volunteer, or participate in their community.
hit on our economy, while eroding the potential for diversity in They represent a huge hurdle for those who promote the ben-
the workplace. efits of a more diverse workplace.
On the Front Lines of Schools, a recently released research As we look for ways to address the dropout challenge,
study conducted by Civic Enterprises and Peter Hart Research more must be done to surround teachers with supports and
with America’s Promise Alliance and sponsored by AT&T and bring them into the college-ready mission that today’s world
the AT&T Foundation, has given us a timely opportunity to demands. We must do more to foster the belief that every stu-
“peek inside America’s high school classrooms” and examine dent, regardless of their circumstances, can graduate from high
how teachers perceive the dropout issue. school, ready for college and the workforce. PDJ
“Front Lines” follows up on a report in 2006 that gave
voice to the perspective of students and a 2008 report that asks
parents to weigh in on the issue. This most recent installment,
issued in June 2009, showed a significant majority of teachers John Bridgeland is the CEO of Civic Enterprises and author of “The Silent
understand that dropping out is a major problem in America. Epidemic: Perspectives of High School Dropouts.” Robert Balfanz is a research
They cite the very causes dropouts have mentioned—students scientist at Johns Hopkins University and author of the reports, “Locating the
Dropout Crisis” and “What Your Community Can Do to End its Dropout
who chronically miss class, read at low levels, or face life events,
Crisis.” Both are co-authors of “On the Front Lines of Schools: Perspectives
of Teachers and Principals on the High School Dropout Problem,” released in
June in Washington, DC. Read the full study at www.att.com/foundation. .

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“Micro-leaks” in the Plumbing
E
Blue Cross and Blue Shield of North Carolina
Every year, my birthdays are bittersweet. Sweet, because I’ve
made it to another year and bitter, because each year I receive
unexpected gifts from father time like a gray strand of hair that
mimics Alfalfa’s hairstyle on the show “The Little Rascals,” or a
spa treatment that has “age defying” in its description. To top it
off, going out to a late movie could easily require a skinny-triple-
grande-caramel-macchiato from the Starbucks around the corner.
As each birthday passes, I realize that I must be more aware of
my comments to younger professionals, particularly to those
whose careers I might influence.
Recently, I’ve found myself calling my younger staff members
“babies” in jest—people in their twenties, married, or dating
without children, at the beginning of their careers, ready to take
on the world with possibility and opportunity written all over
their faces.
That’s when it hit me that I’d sprung a “micro-leak” in my
diversity plumbing. I had to ask myself what kinds of subtle
messages—what microinequities—did I send by joking about our
age differences.
Microinequities are difficult to address through formal
corporate training because they’re so little and arise so naturally.
Unlike overt racist, sexist or ageist behavior, they trickle through
our organizations in small words, gestures, or choices that can
damage people, productivity and retention. A 2007 survey
by Korn/Ferry International found that some 2 million pro-
fessionals and managers leave their jobs each year because of
unfairness, representing about $64 billion in hiring costs.
The study found that people of color are three times more likely
than white heterosexual men to cite workplace unfairness as the
reason they quit their jobs.
Diversity programs have made tremendous progress addressing
obvious stereotyping and workplace prejudice. So it’s reasonable
to conclude that much of this dissatisfaction, cost, and unfairness
flows from microinequities that we just don’t see.
Three proactive measures will help each of us fix the leaks.
Admit that your plumbing is not perfect. Each of us harbors
prejudice and bias. Press yourself to identify those. Be brutally
honest and ask yourself what the negative consequences could be.
If I call a young professional a baby often enough, how long will
it be before she thinks I’ll overlook her for a major assignment
or promotion? Suppose, after scrupulous and objective evalua-
tion, I give that job to a colleague of hers with whom I regularly
By Kim Drumgo
Chief Diversity Officer
swap stories about our kids.
Is it likely that she’ll find
my decision objective? Is it
objective? Or has the idea
of twenty-somethings-as-
babies seeped into my think-
ing and eroded my ability to
assess performance optimally? It’s a question I’m exploring.
Frequently check for leaks. It’s our job as diversity leaders
to model the habit of self-awareness. To improve our skills and
leadership, we need to start from the assumption that every in-
teraction with people could be dripping with microinequities.
We’re all drawn to certain people, so we should ask ourselves why.
If we feel less comfortable with somebody, identify what’s behind
that feeling. Is it performance alone that makes you eager to meet
one staff member and postpone meeting with another? If the
people you have lunch with informally aren’t a diverse group, you
probably have some work to do.
Flush out the doubt. As soon as you identify potential
problems, ask others about them—particularly the people they
might offend. If you see microinequities among your staff or
peers, open those conversations too. Since we all have them, it’s
easy to build dialogue around your own micro-leaks. The fact that
they’re so small has an advantage: whether you lay your own out
for discussion or talk to people about theirs, the conversation can
be non-threatening and no one’s defenses need to be high. But the
smallness of microinequities has a downside too. People are apt to
trivialize them—to say: “So what if I talk to the UNC Chapel Hill
2009 NCAA Men’s Basketball Champion fans on my workteam
about sports? It’s just chatter.” But not to the staffer, the Michigan
State or Duke fan, who’s on the outside of that chat three times
a week. Don’t let a potential problem corrode the system until
a gasket bursts. Be candid about the concerns you have, and let
others see that it’s safe and productive to do the same.
In the end, microinequities are unavoidable. They seep into
organizational culture in places where it’s not easy to find them—
in gestures, in a tone of voice, in everyday habits, under the guise
of humor or simple camaraderie. Be vigilant and honest about
finding and fixing the micro-leaks. Boosting your organization’s
success through small changes—what MIT professor Mary Rowe
calls “microaffirmations”—should motivate you to get out the
flashlight and inspect the pipes. PDJ
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 39
 Corporate
Philanthropy
We recently invited our readers to share the ways
their companies make a difference in their communities
and the world. The depth of the commitment, the diversity
of reach, and the quality of the programs is truly amazing.
Measured in dollars, the value of donations, goods, and
services of the featured companies surpasses the million-
dollar mark several times over. But counting up the money
is only part of the story. The intangible benefits of corporate
philanthropy are countless.

The following pages contain snapshots into the organizations

giving back to their communities; the ways are as unique
and varied as the companies themselves. We are honored
to share these examples of corporate generosity and
employee volunteerism.

40 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

 Corporate
CORPORATE Philanthropy
PHILANTHROPY

Denise LYNN
DENISE Lynn
Vice President, Diversity and Leadership Strategies

American
AMERICAN Airlines
AIRLINES

American Airlines, U.S. Fund for UNICEF

Work Together to Make “Change for Good”

AS A
As a GLOBAL
global AIRLINE,
airline, American Airlines has a special awareness
of the need to help the developing world’s most underprivileged and
vulnerable children. One important way this is happening is through
Change for Good®, an innovative partnership established in 1987 be-
tween UNICEF and the aviation industry to help these very children
and improve their circumstances.
American Airlines is the sole U.S.-based carrier among nearly a
dozen international airlines that supports the Change for Good pro-
gram, which has generated more than $90 million in donations to
date. Since 1999, the program has also been the official charity of the
oneworld® Alliance, of which American is a founding member.
Change for Good invites travelers on selected domestic and inter-
national American Airlines flights to contribute their unused domestic
and foreign coins and currency, which are gathered by the flight at-
tendants, or to make donations in the airline’s Admirals Clubs and
Flagship Lounges worldwide. Flight attendants volunteer to make
onboard announcements and collect donations, and an in-flight video
informs passengers about the Change for Good program and the proj-
ects their funds support.
American’s involvement in Change for
Good is supported by Airline Ambassadors International, a humani-
tarian organization founded by American Airlines flight attendants,
who volunteer use of their flight privileges to help children in need
all over the world. Airline Ambassadors leads recruitment and training
of “Champions for Children”—as participating flight attendants and
other employee volunteers are called—who in turn encourage custom-
ers to get involved.
“Of the funds collected via Change for Good, 50 percent supports
HIV/AIDS programs in Latin America,” said Sam Santiago, Director,
Workforce Giving & Volunteerism. “The remaining 50 percent is
split between general UNICEF programs and special programs in the
Champions’ country of choice.
“It really is wonderful for all of us to know, and more impor-
tantly, to see for ourselves, that we are helping to bring about positive
changes in so many young lives,” he added, noting that a small group
of American Airlines employees traveled to Honduras this spring to see
the donations in action.
American Airlines now has more than 1,500 Champions
for Children volunteers company-wide, who have collected more
than $1.6 million since a program re-launch in 2006, making
Change for Good the company’s largest employee giving and
volunteerism program. PDJ

American
American Airlines
Airlines American
American Airlines
Airlines flight
flight
flight
flight attendant
attendant attendants
attendants (from
(from left)
left)
Mary
Mary Furlong-
Furlong- Frank
Frank Eschmann,
Eschmann, Lourdes
Lourdes
Ferguson
Ferguson visits
visits with
with Gonzalez-Daly,
Gonzalez-Daly, Rolando
Rolando
local
local youngsters
youngsters Vazquez
Vazquez andand Mary
Mary
in in Tegucigalpa,
Tegucigalpa, Furlong-Ferguson
Furlong-Ferguson look
look
Honduras.
Honduras. ononas as Honduran
Honduran children
children
receive
receive toothbrushes
toothbrushes and
and
fluoride
fluoride thanks
thanks to to
thethe
Change
Change forfor Good
Good program.
program.

AMERICAN Airlines
American AIRLINES
Headquarters:
Fort Worth, Texas
Web site:
V
Visiting Honduras to see Change for Good www.aa.com
d
donations in action, American Airlines flight
Primary Business:
at
attendant Frank Eschmann receives special
Travel and transportation.
th
thanks from a young beneficiary.
Employees:
More than 76,000 worldwide

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Corporate Philanthropy

Jean J. Lim
President of the Amgen Foundation and Director of Corporate Contributions at Amgen

Amgen, inc.

Amgen Foundation Supports MLA Partner Schools’ Mission

to Improve Education in Los Angeles

The Amgen Foundation is com-
mitted to supporting the communities where Amgen has a pres-
ence. In 2007, the Foundation board recognized the significant
need for education reform in South Los Angeles and approved
a $4 million grant over three years to MLA Partner Schools
(MLA) to provide first-rate education to students and create an
infrastructure that supports and breeds innovation.
MLA, a nonprofit organization working to improve schools
and empower neighborhoods in some of the most underserved
communities in Los Angeles, incorporates a “Partner School
Model” whereby MLA collaborates with school leaders and
community stakeholders in the management of the school to in-
crease efficiency, build capacity and create sustainable reform.
One example of this model in action is West Adams Prep
High School, which opened in the fall of 2007 to serve 2,500
students in South Los Angeles. MLA staff work side by side with
district teachers and administrators to manage the school and
offer students innovative instruction. At the conclusion of the
first year, West Adams Prep had a 91 percent attendance rate—
one of the highest rates in LAUSD and certainly the highest
among similar schools. In addition, West Adams 10th graders
passed the California High School Exit Exam at a rate nearly 10
percent higher than its closest direct feeder school.
Amgen’s support of MLA and West Adams Prep goes
beyond grant-making with a focus on teacher and student
development. This year, students at West Adams Prep were
introduced to the Amgen–Bruce Wallace Biotechnology Lab
Program, a flexible hands-on, inquiry-based experience using
some of the same materials, tools and techniques used by profes-
sional scientists. Students from West Adams also had the chance
to participate in a Power Lunch at Amgen with Amgen execu-
tives and scientists.
Amgen executives and staff members have also engaged with
MLA leadership to provide guidance to the staff, including
hosting a retreat to help analyze MLA and West Adams Prep’s
current environment and structure, build commitment towards
a shared vision, and strengthen their planning for the future.
“The partnership between MLA and Amgen showcases how
the private sector can leverage substantial change in a challenged
and complicated public school system,” said Mike McGalliard,
President and CEO of MLA. “From its unique culture to
ground-breaking programs, West Adams Prep sets a new stan-
dard for public schools because of Amgen’s bold investment of
financial and human capital.” PDJ

Amgen, Inc.
Headquarters:
Thousand Oaks, California
Web site:
www.amgen.com
Primary Business:
Biotechnology.
Employees:
Approximately 17,000
worldwide

42 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

 © 2008 Lockheed Martin Corporation

BETWEEN THE CHALLENGE AND THE SOLUTION,

T H E R E I S O N E I M P O R TA N T W O R D : H O W.

Diversity. It’s not a goal. It’s a necessity. When facing down the most important projects in the world, you need
fresh ideas. And unique perspectives. Delivering the most complete answers to solve complex problems is all a
question of how. And it is the how that makes all the difference.

lockheedmartin.com/how
Corporate Philanthropy

Kathy Higgins
Vice President of Community Relations, President, BCBSNC Foundation

Blue Cross and Blue Shield of North Carolina

Community Building through the

Hands of Employee Volunteers

With a job she enjoyed and two teen-
age children, Ellen Boone was content with her life…well,
almost. You see, what Ellen always yearned for yet could
not seem to accomplish was to own a home. It was a dream
she nearly had given up on.
That was until the fall of this past year, when 200 Blue
Cross and Blue Shield of North Carolina (BCBSNC) em-
ployees stepped away from their desks, picked up hammers
and tape measures and donated nearly 1,000 hours of their
time. Through their efforts, along with financial support
from BCBSNC, Habitat for Humanity was able to make
home ownership a reality for Ellen and her family in North
Carolina’s first affordable green community.
BCBSNC employees’ commitment to serving their cus-
tomers is matched by their passion for supporting North
Carolina’s communities and people like Ellen Boone, which
they do through volunteering more than 27,000 hours an-
nually with nonprofits across the state. They become part
of something much bigger than themselves.
“Working as a volunteer gives me a perspective of
life that I do not have ready access to, otherwise,” says
employee Mangala Datar. “As an immigrant to this coun-
try, volunteering has been my way to get involved with
the community.”
In many cases, BCBSNC works to align their employ-
ees’ commitment to giving back with sustainable initiatives
like Habitat, where the legacy of their work has the po-
tential to last for decades if not longer. Take for example a
recent effort in Winston-Salem, North Carolina.
The Winston Lake YMCA is brimming with children;
2,500 a year in fact. Yet with all the benefits the Y can offer,
what they haven’t been able to provide is a playground.
That all changed one Saturday as 125 BCBSNC employees
teamed up with 100 community volunteers and the experts
from KaBOOM!—the nation’s leading nonprofit dedicated
to playspace development—to give the children of Winston
Lake a much needed place to play.
In just eight hours, an empty and overgrown lot
transformed into a unique playground designed with the
help of the Y kids and thanks to the hard work of an army
of volunteers. Now the children have the perfect place
for not only fun, but to experience the benefits of daily
physical activity.
Building playgrounds and building homes are only
part of a much bigger corporate commitment to build-
ing stronger, healthier communities. And thanks to
a dedicated and compassionate workforce, BCBSNC is well
equipped to do this. PDJ

Blue Cross and

Blue Shield of
North Carolina
Headquarters:
Durham, North Carolina
Web site:
www.bcbsnc.com
Primary Business:
Health services.
Employees:
4,900

44 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

 Corporate Philanthropy

Jeff Peterson
Director of Community Relations

Best Buy Co., Inc.

Best Buy’s @15 Change Exchange

Best Buy believes in the power of teens. That’s leaders.” said Dunn. “Coupled with the
why, in 2008, a platform called @15 was created to connect with efforts, enthusiasm and creativity of our charity partners, the
teens, give voice to their perspectives and invest resources of Change Exchange empowers teens with the tools they need to
Best Buy to support their efforts to lead social change. “Today’s drive change and make a difference in their communities.”
teens are compassionate and concerned about the direction of In August, Best Buy will donate another $250,000 among
our country,” said Brian Dunn, president and COO, Best Buy the current charity partners, Mouse, GRAMMY Foundation,
Co., Inc. “That’s why we’re tapping our employees, our tech- Youth Venture and the American Red Cross. Through @15 and
nology, and our resources to bring forward the voices of teens the Change Exchange, Best Buy is working to ensure that the
nationwide for a conversation about key issues that impact them power is truly in teens’ hands. PDJ
and their future.”
The platform is driven through the @15 Fund, designed to
empower teens to direct the monetary resources of Best Buy to
teen-led projects. This year, Best Buy invested $1 million of the
@15 Fund to a program called the @15 Change Exchange, in
which teens earn points through their participation in activi-
ties on www.at15.com and use those points to direct funding
between four chosen nonprofit partners. Every three months,
four new partners are selected and $250,000 is dispersed based
on the decisions of the teens.
“When Best Buy told us they wanted to partner and develop
a program that seeks to give today’s teen a voice and opportuni-
ties to tackle some of the world’s most pressing challenges, we
were thrilled,” said Gretchen Zucker, executive director, Youth
Venture. “We are very excited about the @15 platform and sup-
porting teens in making their voices heard.”
The first @15 Change Exchange took place April 15-30, with
more than 500 members of the @15 community allocating their
points between the chosen nonprofits Communities in Schools,
Genesys Works, Global Citizen Corps, and Project Girl. Over
the course of the first quarter, more than 113,000 unique visi-
tors engaged with @15 and more than 5,000 new teens became
members, a dramatic increase from the few hundred who joined
Best Buy Co., Inc.
before the Change Exchange was launched. “The @15 Change
Exchange is an investment in this country’s next generation of Headquarters:
Richfield, Minnesota
Web site:
www.bestbuy.com
www.at15.com/changeexchange
Primary Business:
Consumer electronics retail.
Employees:
155,000 worldwide

Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 45

Corporate Philanthropy

Rebeca Rangel
Vice President, Community Affairs Regional Manager

Bank of the West

Bank of the West Partners with JVS to Deliver Job Training

Two years ago, Julie Evans was divorced,
living with her in-laws, and supporting herself and two
children on assistance payments totaling $330 a month.
By nature, Evans is a hard worker, but she had no college
degree to fall back on. Nevertheless, she was determined to
change her circumstances.
At the unemployment office, she spotted a flyer adver-
tising the JVS Financial Services Training Program, a five
week workshop for people interested in teller and customer
service positions at banks and other financial institutions.
After the training, participants receive individual job place-
ment assistance and retention support. The training and
follow-up support are free to participants.
Evans’ success was especially gratifying for Bank of the
West, which has been an active partner with JVS and this
program in particular for several years. Through the bank’s
$25,000 gesture of support, its assistance in developing the
Financial Services Training Program curriculum, and the
involvement of several key executives on various JVS com-
mittees, Bank of the West demonstrates its commitment to
the organization’s mission of teaching self-sufficiency and
independence to students. The bank’s Human Resources
department has been involved in focus groups to help
formulate the financial services program, and two bank rep-
resentatives are part of JVS’s working group that continues
to reshape the program to update it and keep it relevant.
In addition, one of the bank’s community affairs officers
is on the JVS Performance Outcome Committee for the
financial services program.
Evans read the flyer and decided to give banking a
try. She was one of nine students in the training course.
One student dropped out in the first week, while several
others eventually returned to the work (or lack thereof )
they’d had prior to the training. But Evans stayed with it.
“I refused to walk out of there without a job. I called people
and I was on the Internet every day. I had prepared myself
for a career and wasn’t going to stop until I got one!”
Part of the JVS training included interviewing tech-
niques, and she learned them so well that eventually she
received not one, but two job offers from banks. She
chose Bank of the West, and today Evans is a customer
services representative at the Medical Hill Center branch in
Oakland, CA. At the JVS Strictly Business awards luncheon
in April, Evans was honored as one of four Employees of
the Year by the organization.
Today, Evans is not only a valued employee, she’s
also confident and ambitious. “I want to move up,” she
says. Now that she can afford to support her family in her
own apartment, life has opened up for her. “I just keep
smiling,” she says. Bank of the West is smiling with her,
proud of what she’s accomplished and happy to have played
a role. PDJ

Bank of the West

Headquarters:
San Francisco, California
Web site:
www.bankofthewest.com
Primary Business:
Banking.
Employees:
10,422

46 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

Corporate Philanthropy

Anne Chwat
President, HAVE IT YOUR WAY® Foundation

Burger King Corporation

Giving Back, the BK® Way

Giving back to the communities

it serves is an important part of the way
Burger King Corp. (BKC) does business. The company
demonstrates its commitment to philanthropy through the
HAVE IT YOUR WAY® Foundation, the philanthropic
arm of the BK® system.
The Foundation works to identify and support the
local, national, and global causes that are important to
BURGER KING® employees, franchisees, vendors, and
guests around the world.
Since its inception in 2005, the Foundation has
provided much-needed assistance to thousands of indi-
viduals and families nationally, and has recently expanded
its activities globally to include international fundrais-
ing initiatives and charitable grants, supporting diverse
communities worldwide.
One of the Foundation’s premier programs supports
BURGER KING® employees via the BK™ Family
Fund, which provides short-term financial assistance to
employees who are victims of disasters or other emergency
hardship situations.
“The grant buys you a little time to recover,
giving you a chance to get back on your feet,” said
Restaurant Manager Edwin Reina, a member of the
BK® family for 25 years who could not work for two
months after suffering a stroke.
Burger KinG Corp.
Headquarters:
Miami, Florida
Web site:
www.bk.com
Primary Business:
Fast food hamburger
restaurant.
BKC launched an unprecedented
Employees: “King-Sized” school-to-work program
27,000 corporate and company- with Big Brothers Big Sisters of
owned restaurant employees Greater Miami.
in the U.S.
The positive effects of the BK™ Family Fund can
be felt far and wide throughout the BURGER KING®
system. The fund has provided approximately $670,000
in emergency funds to more than 500 members of the
BK® family since 2005.
Another focus of the HAVE IT YOUR WAY®
Foundation is supporting youth through promoting edu-
cation. Through its BURGER KING® Scholars Program,
qualified students who excel academically, are involved
in their community, and work part-time, are awarded a
$1,000 scholarship to help offset the cost of their college
education. To date, more than $12.7 million in scholar-
ships has been raised to help more than 12,000 students
attend college. “With the start that BK® gave me, I am at
a job I love and I’m currently pursuing a master’s degree,”
said award recipient Diana Vargas.
Another example of BKC’s community involvement
and dedication to promoting youth is the company’s un-
precedented three-year school-to-work program with Big
Brothers Big Sisters (BBBS) of Greater Miami. During the
program, high school students are mentored by BKC em-
ployees and receive real-world employment experience in a
BURGER KING® restaurant. “Students are motivated to
stay in school and are provided work opportunities within
the BURGER KING® system,” said
Pete Smith, executive vice president
and chief human resources officer,
BKC. “In its first year, the program
resulted in more than 70 matches,
with BKC employees providing over
400 hours of mentoring.” Smith
BKC is working with BBBS to
expand the program on a national and international level.
“We are thrilled that our Foundation initiatives as well
as our community affairs efforts are reaching deserving
individuals and organizations while continuing to make a
positive impact on the communities where we work and
live around the world,” said Ivette Diaz, executive director
of the Foundation. PDJ

48 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9


Anne Marie Agnelli
Vice President, Communications and Community Relations
Improving Education Worldwide
CA, Inc., the world’s leading independent IT man-
agement software company, recognizes the importance and the
value of giving back to the communities where CA has a pres-
ence. CA’s philanthropy efforts are driven by a core focus on
improving educational opportunities for underserved children
and young people.
As part of CA’s commitment to education, a partnership
began in 2007 with PENCIL, a nonprofit organization in New
York City that supports relationships between business lead-
ers and principals, with the goal of transforming local public
schools. Through the PENCIL partnership, CA has been work-
ing with the Talented and Gifted School (TAG) in East Harlem
and has made significant contributions, hosted several field trips
and provided mentoring workshops for the students.
2008 marked an incredible year for the PENCIL/TAG part-
nership with CA. TAG students visited CA’s headquarters, and
were given the opportunity to meet President and COO Mike
Christenson and other CA executives and professionals. One
of the 6th graders, Larry Castellanos, was particularly engaged
when meeting Christenson, asking many insightful questions
including if he could serve as CA’s president and COO for a day.
The idea was so unique that CA provided Larry with a once-in-
a-lifetime opportunity to experience a day-in-the-life of a global
publicly-traded company president. Larry was picked up by car
service in the morning from school and dropped off at CA’s New
York City offices, where he accompanied Christenson to his
sales, pricing, and budget meetings throughout the day.
Students from the Talented & Gifted School in Harlem meet their new pen
pals from the CA-HOPE School in Hyderabad, India via video teleconference.
Corporate Philanthropy
CA, inc.
“That day was one of the most amaz-
ing days of my life,” said Larry. “Not only was I able to observe
how a huge company runs, but I have also met an extraordinary
leader, who has truly become my role model. It was a very
motivating experience, which will definitely make me focus on
technology and business areas in my future studies.”
Another component of the PENCIL partnership includes
a pen pal program which CA developed with 10 fifth-grade
students at TAG and CA’s partner school in Hyderabad, India,
the CA-HOPE School. The program uses CA’s expertise and
resources to bring together students from two very different
worlds in an effort to introduce them to each other’s culture and
way of life. Mike Christenson kicked off the program by host-
ing a video teleconference between CA-HOPE School and CA’s
NY headquarters, where the TAG students attended in person.
Speaking to the students about his life at CA and his business
travels to India was a great way for the students to break the ice
and get to know their pen pals.
Following the success of the PENCIL partnership,
Christenson recently accepted a position on the PENCIL
Board of Directors. His involvement will further solidify
CA’s commitment to educational partnerships. CA has support-
ed non-profit organizations for nearly 30 years and continues
to be committed to making positive impacts on global
communities and driving sustainable changes to help improve
education worldwide. PDJ
Larry Castellanos (seated) served
as CA’s President and COO for a
day, while real President and COO
Mike Christenson stood by.
CA, Inc.
Headquarters:
Islandia, New York
Web site:
www.ca.com
Primary Business:
IT management software.
Employees:
13,400
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 49
Corporate Philanthropy

Charisse R. Lillie
Vice President, Community Investment; Executive VP of the Comcast Foundation

Comcast Corporation

Comcast Cares

When it comes to community
involvement, Comcast is a company that is committed to
the local communities where its employees and customers
live and work.
Community investment is a term with many defini-
tions and expectations in the realm of corporate giving. But
Comcast has made their commitment clear by focusing on
three key areas: building tomorrow’s leaders, promoting
community service and expanding digital literacy.
While Comcast, the largest cable company in the U.S.,
actively engages in community service every day, the signa-
ture volunteer event is Comcast Cares Day. Together with
various community partners, this national day of service
is the prime example of how Comcast is helping to power
dreams in communities—providing not only a helping
hand, but also the funds to support new community proj-
ects and educational initiatives.
On April 25, 2009, more than 60,000 employees, family
members, friends, community partners and public officials
volunteered at over 500 community service projects around
the country. These volunteers delivered over 300,000 hours
of service in a single day, raising the company’s cumulative
total to more than 1.3 million hours since Comcast Cares
Day began in 2001. Moreover, the Comcast Foundation
has provided over $8 million in matching grants to local
organizations that have participated in this annual event.
These efforts continue to grow and inspire communities
across the U.S.
This year, of the many moving stories from Comcast
Cares Day, one in particular emerged from a school in
West Philadelphia. Comcasters and their families helped
to beautify Locke Elementary by planting trees, refurbish-
ing the playground, and painting inspirational murals in
hallways. In addition to providing helping hands, Comcast
also donated $25,000 to the school to assist with purchas-
ing computers for its students. Comcast’s support was
described as “a true blessing” by Locke’s principal, Dr.
Vernadine Cartwright.
For the past eight years Comcast Cares Day has changed
lives for the better, and Comcast continues to make strides
by partnering with organizations such as One Economy,
United Way, City Year, the National Urban League,
National Council of La Raza, and Big Brothers Big Sisters,
among others.
In the end, everybody wins when time and energy are
invested in our communities. PDJ

Comcast Corporation
Headquarters:
Philadelphia, Pennsylvania
Web site:
www.comcast.com
Primary Business:
Cable, internet and phone Comcast’s COO and Corporation President,
communications. Comcast Cable Communications
Steve Burke, with Locke Elementary’s
Employees: principal, Dr. Vernadine Cartwright.
100,000

50 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9


National Director, Community Involvement
Inspirational and Educational: College Summit
As a Director at Deloitte
Consulting LLP, Humby
Sanchez specializes in business
process redesign, large-scale
training and change manage-
ment, and technology systems
implementation for some of
the largest organizations in the
Sanchez
world. She also contributes
her skills to an inspirational
educational non-profit, College Summit.
College Summit is a nonprofit whose mission is to increase
college enrollment rates in low-income communities. With
10 U.S. offices serving 160+ high schools, College Summit
implements a curriculum that guides, supports, and motivates
students through the college application process—with proven
results. The most recent data indicate College Summit high
schools nationwide have, on average, been able to increase
college-going by 15 percent over their own baselines.
One reason the program is so effective is because it measures
progress at a very granular level. By 2007, the organization was
experiencing rapid growth and College Summit realized that it
did not have adequate resources to convert the data they were
receiving into reliable, actionable information, on a timely
basis. Due to resource constraints, they were still using time-
consuming, manual, error-prone spreadsheets and reports which
took hours to complete.
Enter Deloitte and a team of colleagues led by Sanchez,
which included a dozen consultants at the project’s peak. They
spent a year developing the College Enrollment Data Warehouse,
Corporate Philanthropy
Evan Hochberg
Deloitte
a $1 million system that enables College
Summit to get reliable school and student performance data into
the hands of superintendents, guidance counselors and teachers
in a fraction of the time it used to take them.
“We worked with College Summit to streamline their data-
collection process to create a more efficient calculation of col-
lege enrollment metrics,” said Sanchez. “Through that process,
we also saw the need for a more robust technology solution
that would not only measure and report on college enrollment
metrics, but also analyze which indicators and levers encourage
more students to go to college. College Summit could use that
analysis to improve their programs.”
With this new technology infrastructure, the organization is
now able to spend more time positively impacting the lives of
thousands more students than its capabilities previously allowed.
In fact, the new infrastructure has reduced some data compila-
tion and report generation time by 87 percent, improved the
reliability, security and quality of the data, enabled the creation
of new reports that were previously not possible, and provided
the foundation for advanced analytics on enrollment and reten-
tion data. The system is entirely scalable, so as College Summit
continues to grow, its capacity to turn data into information and
knowledge will grow as well. PDJ
Deloitte LLP
Headquarters:
New York City
Web site:
www.deloitte.com/us
Primary Business:
Professional services organization
(audit, risk management, tax, consulting
and financial advisory services).
Employees:
44,375
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 51
Corporate Philanthropy
D. Patricia Riddlebarger
Director, Corporate Social Responsibility
Entergy Corporation
Breaking the Cycle of Poverty: Entergy’s Low Income Initiatives
Imagine a society that is healthy, edu-
cated and productive. Where none of our customers live
in poverty.
At Entergy, we do more than imagine. We aspire. We
aspire to contribute to a society that is healthy, educated
and productive. We are committed to helping to break the
cycle of poverty for our low-income customers.
Low Income Initiatives
We believe a healthy, productive and educated society is
vital to our success as an organization. We also believe we
have a moral responsibility to help those in need. To that
end, Entergy Corporation has invested $40 million since
the turn of the 21st century in programs to fight poverty.
Entergy’s Low Income Initiatives are grouped into three
broad focus areas:
• Helping low income individuals and families achieve
economic self-sufficiency.
The concept of these efforts is to equip low income
families and individuals with the tools necessary to help
themselves escape poverty. To this end, Entergy works
with non-profit partners to fund programs such as job
training, literacy, scholarships, and affordable hous-
ing. Additionally, Entergy champions programs like
Individual Development Accounts, which are matched
savings accounts that low income families and individu-
als can use to build assets, save for college, or purchase
a first home or primary vehicle.
• Improving the flow of funds from all sources.
Entergy partners with institutions like the IRS to help
educate low income individuals about benefits such
as the Earned Income Tax
Credit and Child Tax Credit.
Entergy Corporation
In 2008 almost 200 low in-
Headquarters: come families and individu-
New Orleans, Louisiana
als participated in a Super
Web site:
www.entergy.com Tax Saturday event hosted by
Primary Business: Entergy and various commu-
Utility. nity partners which provided
Employees:
Approximately 14,500
52 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
them an opportunity to have their taxes filed free of
charge without having to miss a day of work. As a result,
the families received more than $230,000 in refunds
from returns that were processed that day.
• Providing tools to help low income families manage
their utility bills.
Energy efficient homes cost less to heat and cool, and
in 2008 Entergy employees helped weatherize 2,755
homes in four states. Entergy shareholders, employees
and customers also contributed $2.3 million in 2008 to
help more than 17,000 low-income elderly and disabled
individuals in financial crisis pay their utility bills.
Contributions and Volunteerism
Giving back to the communities we serve is an in-
tegral part of Entergy’s corporate mission. And because
local problems are best solved through local solutions,
Entergy relies on employees who are part of the com-
munity and knowledgeable about their area’s unique
needs. These employees serve on local contributions com-
mittees that make funding decisions. In 2008, these
committees awarded approximately 3,000 grants totaling
more than $15.8 million.
Community Connectors
When the needs are great and resources scarce, volun-
teerism is essential to help fill the gap. In 2008, Entergy
employees logged more than 67,000 hours of volunteer
service valued at $1.3 million.
The Future We Imagine and Commit to Achieve
Entergy pledges to continue to work diligently to
achieve our aspirations. We will continue to imag-
ine a world beyond what we can achieve today. An
environment that poses no threat to future generations.
A society where no one suffers in poverty. A world
with unlimited energy and unlimited possibilities. That is
the future we imagine, and we maintain our commitment
to the principles of sustainable growth so that one day that
future will be a reality. PDJ
 Corporate Philanthropy

Mabel Menefee
Manager of Community Relations

Halliburton

Camp Quality Makes a Difference

in the Lives of Children with Cancer

David and Anneliese, both employed by Halliburton, Last year, 118 campers and volun-
are the founders of the Texas branch of Camp Quality, a sum- teers (triple the number from just five years ago) benefited from
mer camping experience and year-round support program for Camp Quality. Together David and Anneliese have a combined
children with cancer. And through Halliburton’s Giving Choices 26 years of volunteer service to Camp Quality. In 2008, their
program and corporate donations, Halliburton has donated combined volunteer time approached 1,000 hours.
more than $150,000 to Camp Quality. “David and Anneliese both hold very demanding jobs at
The purpose of Camp Quality is to provide children with Halliburton,” said Mabel Menefee, manager, Community
cancer with personalized care, support and a fun experience.  Relations, Halliburton, “yet they still find the time to make a
Every camper is paired with a companion whose primary re- difference in the lives of children who deserve some joy in life.
sponsibility is to make sure their camper has the most enjoyable, We are very proud of their efforts.”
safe, relaxing and restorative experience possible. The name At Halliburton, community involvement starts at the
Camp Quality came about as the result of a statement made by grassroots level—with employees. Last year, Halliburton
an oncologist to Vera Entwistle, who established the first Camp employees donated 60,000 volunteer hours in charitable activi-
Quality in Sydney, Australia in 1983. The oncologist said: “No ties worldwide. PDJ
one can do anything about the quantity of life, but we all can
do something about the quality.”
Anneliese first volunteered with a Camp Quality branch in
Arkansas the summer between her high school graduation and
From left, Tacey,
her first semester of college. That summer 18 years ago, she was Anneliese Kulakofsky,
paired with an 11-year old cancer patient, who has now become Maycie and Kerri enjoy
enthusiastic applause
a volunteer to Camp Quality herself. She and Anneliese still from the audience at last
year’s talent show.
share that bond today.
Tacey and Maycie,
Anneliese continued her commitment to the Camp Quality both blind from
in Arkansas each summer for years until she got the idea to retinoblastoma (cancer
of the eye), sang an
enlist the aid of her husband, David, to help her to establish a exuberant duet.
branch in Texas. David handles the fund-raising—of which the
primary vehicle is a golf tournament—and Anneliese oversees a
group of 15 volunteers who plan the week of camp and related
activities.

Halliburton

David Kulakofsky launches a Headquarters:

canoe for camper Roberto, Houston, Texas and
seated in front, and his mentor Dubai, United Arab Emirates
David. A co-founder of Camp
Web site:
Quality Texas with his wife
Anneliese, Kulakofsky also
www.halliburton.com
serves as canoeing instructor. Primary Business:
Energy services.
Employees:
50,000

Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 53

Corporate Philanthropy
Roslyn Dickerson
Senior Vice President, Corporate and Public Affairs
IHG (InterContinental Hotels Group)
Creating Community:
Extreme Room Makeovers with the Ron Clark Academy
A child’s room should be a place for
planning, dreaming and studying as well as sleeping.
To help ensure that for some of the students at Ron
Clark Academy in Atlanta, the school reached out to
donors and volunteers, inviting them to participate in an
“Extreme Room Makeover” competition. The innovative
private academy, which offers a world-class education to
primarily inner-city children, first challenged its students to
write an essay describing their dream rooms to determine
the 13 students who would receive a redesigned room.
Then, volunteer design teams from local companies and
community groups were given just 36 hours to completely
transform the spaces into the students’ dream rooms. IHG
fielded two teams in the contest, from Technical Services
and the Standardized Room Décor (SRD) departments.
The Tech Services team, who placed second in the room
design competition, worked on seventh-grader Jule’s room,
bringing to life his love of buildings from around the world.
A New York City skyline mural was applied to his closet
doors, complemented by stylish new carpeting, an enter-
tainment center and a new computer, flat-screen TV and
furniture.
IHG
(InterContinental
Hotels Group)
Headquarters:
Atlanta, Georgia
Web site:
www.ihgplc.com
Primary Business:
Hotel franchisor.
Before and after pictures of
Employees: Jule’s room, by second place
3,000 corporate employees in winners Tech Services Team.
the Americas region
54 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
To help realize fifth-grader Raven’s dream of a Hawaiian-
inspired bedroom, the SRD team—who took third place—
repainted the walls a vibrant ocean blue, adding a tropical
wall mural. A trundle bed, coordinating furniture, carpet
and blinds rounded out the picture, along with a new com-
puter, printer and television. The team also redecorated the
adjoining bathroom.
At a school awards ceremony, students as well as family
members shared about the makeover experience, and there
wasn’t a dry eye in the house. “Raven’s mom cried when she
told us how much Raven loves to make her bed and tidy her
‘new’ room,” said Pauline Luna, Plan Revision Specialist for
SRD. “She’s excited to have her best friend over to spend
the night now because she can sleep in the trundle bed.”
IHG looks forward to continuing to build on our three-
year partnership with the Ron Clark Academy. In addition
to the room design contest, IHG supports the school by
providing complimentary hotel rooms in cities around the
world for educational and cultural tours with students.
During the 2008-2009 school year, students visited cit-
ies such as New York, Washington D.C., Paris, London,
Sydney, and Tokyo. By the time students have completed
their middle school education at the Ron Clark Academy,
each will have visited 6 continents. These educational
trips expose the students to new cultures and situations
and provide rich opportunities for personal and academic
growth. PDJ
Before and after pictures of Raven’s room,
by third place winners SRD.

Reviving Baseball in Inner Cities™ (RBI™)
Last year, Profiles in Diversity Journal honored the Major
League Baseball® Reviving Baseball in Inner Cities™ (RBI™)
program, sponsored by KPMG LLP, with a 2008 Innovations in
Diversity Award.
KPMG became RBI’s sole corporate sponsor in 2007, pro-
viding $1 million annually for program support and scholar-
ships. As importantly, more than 1,500 KPMG partners and
employees volunteer in more than 30 cities across the U.S.,
helping local RBI programs with on-field assistance, business
management support, and classroom mentoring.
Since receiving the Innovation in Diversity Award, KPMG
has expanded its support of RBI, including helping Major
League Baseball expand the program with the formation of the
Junior (Jr.) RBI program for children ages 6 to 12. KPMG also
joined with Major League Baseball Charities last year to create
the RBI for RBI Scholarship Fund. In its first year, the fund
awarded each of six RBI participants with a $5,000 scholarship,
based on their academic achievement, financial need, and dem-
onstrated leadership abilities.
One of those scholarships was awarded to Angie Hidalgo,
who just completed her first year at SUNY Binghamton, and
is now an intern in KPMG’s Future Diversity Leaders program,
serving in the firm’s New York office.
Angie was a 10th grader at the Life Sciences High School in
Harlem when she joined the RBI program in her neighborhood.
She recalls that the program wasn’t simply about baseball and
softball—it also provid-
KPMG LLP Chairman
Timothy P. Flynn,
Angie Hildago, an RBI and
KPMG Future Diversity
Leaders participant, and
former MLB player and Hall
of Famer Don Newcombe.
Corporate Philanthropy
Bruce Pfau
Vice Chair, Human Resources
KPMG LLP
ed her with important educational sup-
port, “everything from helping you with writing essays through
assisting you to find a place at college.”
She says RBI also taught her valuable life skills, because it
encourages participants to get involved both on and off the field.
“I took part in fund-raising, and I was also interviewing new
hires,” she says. “That was the great thing about the program.
Before anyone was hired, they were screened by the kids!”
Even though her college career has taken her away from
home, Angie continues to work with Harlem RBI. “During
winter break, I went back to talk to juniors and seniors on RBI,
telling them what life was like at college, and later this year, I’m
planning to do some coaching and more fund-raising.”
RBI has an impressive record when it comes to helping
kids succeed, not just on the baseball diamond, but in life. In
Angie’s neighborhood, for example, 58 percent of students don’t
finish high school. But, since 2004, an astonishing 99 percent
of Harlem RBI participants have received their high school
diplomas, and more than 93 percent went on to college. “RBI
is a great program,” Angie says. “It helps you achieve what you
want to achieve.” PDJ
KPMG LLP
Headquarters:
New York City
Web site:
www.us.kpmg.com
Primary Business:
Big Four Accounting firm providing
audit, tax, and advisory services.
Employees:
22,000 U.S.
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 55
Corporate Philanthropy

Marcy Reed
Senior Vice President for U.S. Public Affairs

National Grid

The Power of Action in Community Commitment

For years, National Grid has been part
of—and proud of—the local communities we serve.
We give millions of dollars in local donations. The com-
pany matches its employees’ charitable donations. And,
this year we stepped up our efforts to increase employee
volunteer opportunities.
National Grid supports programs that focus on energy,
the environment and education. There’s a natural con-
nection between our commitment to the communities
we serve and our employees’ desire to use the power of
action to build meaningful partnerships that improve
everyday skills, motivate people, support recruiting and
retention of employees and contribute to the wellbeing of
our communities.
National Grid is actively working with schools and
community organizations, including Junior Achievement
and City Year, among others. Whether we’re helping
students get excited about science and math through our
Engineering Our Future program, mentoring kids in city
schools, or joining with the community to clean up parks,
we know we are helping develop the skills and opportuni-
ties we all need to change the world. National Grid supports
multiple programs financially and through the thousands of
employees who volunteer throughout the year.
National Grid has a strong foundation of employee
volunteering in both its U.S. and U.K. operations. The
company was the corporate sponsor of the 25th anniversary
of Volunteers’ Week, a national celebration in the U.K.
On May 8 National Grid kicked off the expansion
of its U.S. volunteer program by supporting Earth Day,
demonstrating the power of action through employee vol-
unteering across the company’s service area in New York,
Massachusetts, New Hampshire, and Rhode Island. More
than 400 employees, including members of the leadership
team, working with over 200 community volunteers, had
an opportunity to help with environmental ‘clean-up’ proj-
ects to recognize Earth Day.
National Grid’s Director, U.S. Employee Volunteerism
Bill Sherry said, “May 8 was a great day for our employ-
ees, our communities and our environment—Earth Day
provided a terrific opportunity for employees to volunteer
with co-workers and members of the leadership team. This
is just the beginning; more volunteering opportunities will
be promoted throughout the year. Our employees continue
to amaze me with their energy and passion for doing good
deeds in the community.”
On August 20 a team of about 45 National Grid
volunteers will participate in a “Team Build Day” with
Habitat for Humanity of Cape Cod in Massachusetts.
The group will help build a Habitat for Humanity home in
Harwich, Massachusetts, as part of the affiliates “greenest”
build ever. PDJ

National Grid More than 400 National Grid

volunteers participated in
Headquarters: Earth Day ‘clean up’ projects
In the U.K., with corporate offices in across the company’s service
Massachusetts and New York area in New York and New
England, including cleaning
Web site: up the Rockaway beachfront
www.nationalgrid.com in Queens, New York (as
Primary Business: shown in this picture).
Electricity and natural gas delivery.
Employees:
27,500 (63% in the U.S.,
37% in the U.K.)

56 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

 Corporate Philanthropy

Rhonda Nesmith Crichlow

Executive Director, Alliance Development & Philanthropy

Novartis Pharmaceuticals Corporation

Novartis Pharmaceuticals Corporation Knows

Good Corporate Citizenship Begins at Home

While Novartis Pharmaceuticals Corporation (NPC) is a large
organization with thousands of employees, their philosophy to
corporate giving demonstrates a very individual and personal
touch. Part of the company’s philanthropic goal really is to un-
derstand the social issues affecting the state of New Jersey and
particularly Morris County, and partner with the community to
address them.
As part of that goal they have worked closely with
Morristown Neighborhood House (MNH) in Morristown,
New Jersey to build after-school programs that are academically
rich and robust as well as programs to combat obesity. What
started out fifteen years ago as a volunteer program for NPC
employees has since grown into something much greater for
both organizations.
“Novartis has been extremely engaged over the years,” says
David Walker, Executive Director of MNH. “They have been
a true partner, not just giving monetary contributions, but also
giving time and volunteers.”
MNH was founded in 1898 as a settlement house to help
Italian immigrants become acclimated to a new culture. Today, its
core mission remains helping new immigrants and families who
are confronting economic challenges and fostering cross-cultural
acceptance.
Through a range of educational and
social programs, the organization provides services for all ages:
from their three preschools and numerous afterschool programs,
to its “Pathways to Work” program that helps people find jobs.
Through the years, NPC has become actively involved in sup-
porting many of them.
“The beauty of our partnership with MNH is that it’s not
singularly focused. We have an opportunity to provide them
with funds, volunteer support and also indirect support through
some of the contributions that our employees make to the
United Way,” explains Rhonda Nesmith Crichlow, Executive
Director, Alliance Development & Philanthropy at NPC. “We
really feel that it’s important for our employees to be engaged in
the local community where we’re headquartered.”
Toward that end, NPC hosts Community Partnership Day,
which has grown in participation to nearly 1,750 employees
last year. As a result of that effort, NPC employees have spent
significant time with the kids at MNH, planted gardens and
even repainted the outside of the organization’s building, which
Mr. Walker says hadn’t seen a new coat of paint in 20 years.
Employees also donate to collection drives providing school sup-
plies, toys and other items. Many have also taken their contri-
butions to a personal level by volunteering throughout the year
and even joining the organization’s board. PDJ

Public Affairs employee volunteers from Novartis Pharmaceutical

Corporation at the Morristown Neighborhood House.

Novartis
Pharmaceuticals
Corporation
Headquarters:
Global: Basel, Switzerland;
U.S.: New Jersey
Web site:
www.novartis.com
Primary Business:
Researches, develops, manufactures
and markets leading innovative
prescription drugs.
Employees:
96,717

Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 57

Corporate Philanthropy

Christine Park
President, New York Life Foundation

New York Life Insurance Company

Helping Comfort Zone Camp Helps Kids Heal

The New York Life Foundation
awarded a three year, $3,000,000 grant to Comfort Zone
Camp (CZC). CZC is the largest nonprofit bereavement
camp for children in the nation. The grant provided funds
to expand the number of regional sites where camps are
offered and as a result will serve more than 2,400 children
each year.
The need for support for children suffering a loss is real.
The death of a loved one is one of the most stressful events
a child can face and unfortunately is not a rare occurrence.
Statistics show one in seven children experiences the loss of
a parent or sibling or close relative by the age of 10.
Experts have shown that bereaved children, without the
benefit of a healthy support system, are at risk. In the year
following bereavement, children commonly display grief
and distress; and emotional and behavior difficulties are
often reported. Studies show that youth who experience
the sudden death of a parent report significantly more
depressive, anxious, and disruptive behaviors than their
nonbereaved peers.
The Camp provides a safe and fun place for children
age 7-18 to grieve by combining traditional camp ac-
tivities with group grief counseling. Each camp ends with a
memorial service, with the camper’s surviving parent/
“The New York Life Foundation’s support allows more
grieving children across the country the opportunity to
get back to being kids again while they begin the healing
process,” said Lynne Hughes, founder and chief executive
officer of Comfort Zone Camp.
Comfort Zone Camp is making a very real difference
in the lives of children and families from all economic and
cultural backgrounds affected by a loss. The New York Life
Foundation is proud to help an organization like Comfort
Zone Camp to expand the number of camps and serve
more children who are grieving.
The Camp is vital to the children who attend as well as
the family members who are grieving and supporting the
child through the grief process.
“When Adero’s mother died unexpectedly, we struggled
to find a program for children who had lost a parent.
Ever since camp, Adero is lighter and better able to talk
about his feelings. He asks when he can go again and
we hope this will be an annual experience for him as he
continues with life through his grief. Thank you so
much for helping him find his light again. What you
do has helped him heal from this tragedy and start to
again become a happy little boy,” said Kimberly Min,
Adero’s aunt. PDJ

guardian in attendance. Another unique aspect of the

Camp is the one-to-one pairing of children (“little bud-
dies”) to adults (“big buddies”).

New York Life

Insurance Company
Headquarters:
New York City
Web site:
www.newyorklife.com
Primary Business:
The largest mutual life insurance
company in the United States.
Employees:
8,830 (domestic)
as of January 1, 2009

58 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

 Corporate
CORPORATE Philanthropy
PHILANTHROPY

KATHLEEN
Kathleen RYAN
Ryan MUFSON
Mufson
Director, Citizenship & Philanthropy

Pitney BOWES
PITNEY Bowes INC.
Inc.

Giving Students a “Jumpstart” for School

AT PITNEY
At Pitney BOWES,
Bowes, our core values of integrity, passion, and With the expansion of its program, Jumpstart’s “School
collaboration fuel the company’s goal to invest in its communi- Success Initiative” helps:
ties through corporate volunteerism and philanthropic support • ccreate
reate a network of higher education institutions and com-
to nonprofits from the Pitney Bowes Foundation. munity volunteers to address the need for high-quality
In support of the company’s philanthropic interests in lit- preschool education;
eracy and education, Pitney Bowes began a relationship in 2008 • iimprove
mprove quality at community and public preschools, and
with Jumpstart, a nonprofit based in Boston, Massachusetts. Head Start centers;
Through its
itsschool
schoolreadiness
readinessprogram,
program,Jumpstart
Jumpstart
helps
helps
closeclose
the
• iincrease
ncrease collaboration with early childhood service provid-
achievement
the achievement
gap gap
for low-income
for low-income
children
children
in metro
in metro
areasareas
and
ers, other community-based organizations and government
inspires
and inspires
youngyoung
adultsadults
to become
to become
early-childhood
early-childhood
teachers
teachers
and
to improve efficiency and quality of service delivered to
mentors.
and mentors.
children and families.
Jumpstart’s program recruits and trains adult participants, or
In these ways, Jumpstart’s school readiness program has
Corps members, to work one-on-one with preschool children
gained influence within the field of early childhood education.
in Head Start and other low-income early education centers for
twice-weekly, two-hour sessions. Over the course of an eight- For Pitney Bowes, the relationship with Jumpstart has pro-
month school year, Corps members work together with their vided the opportunity to support a program that is addressing
partner child on language, literacy, social and initiative skills. the academic achievement gap on a broader scope, through
vibrant collaborations that engage the local community and
For the 2008-2009 school year, Pitney Bowes’ support
are scalable and sustainable. In doing so, they have effected a
helped Jumpstart expand its school readiness model in Boston
lasting, positive impact on our communities. PDJ
with its “School Success Initiative” to exponentially grow its
reach from its 2004 base of 180 children to an additional 1500
young children per year. This new initiative builds on the
success of Jumpstart’s prior model by focusing efforts on low-
income communities in entire metro areas, growing through
collaboration with other early education efforts.

Scenes from Jumpstart’s

school readiness program.

PITNEY
Pitney BOWES
Bowes INC.
Inc.
Headquarters:
Stamford, Connecticut
Web site:
www.pb.com
Primary Business:
Mailstream technology.
Employees:
35,000

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Corporate Philanthropy
John Strangfeld
Chairman and CEO
Prudential Financial, Inc.
Prudential’s Community Involvement
Prudential and its employees are
constantly working to support communities around the
globe. Prudential’s Community Resources Department is
responsible for carrying out this mission through four units.
In 2008, financial support of these activities included:
• The Prudential Foundation provided $23 million
in grants to nonprofit organizations that address the
needs of targeted cities around the world;
• Local Initiatives managed $7 million in charitable
contributions;
• Social Investments closed $62 million in socially
responsible investments and currently has outstand-
ing assets and commitments totaling $336.8 million
with nonprofit and for-profit ventures dedicated to
creating healthy and sustainable communities;
• Business Diversity Outreach invested $2.1 million
in strategic partnerships and sponsorships with
organizations and institutions serving the women,
people of color, and LGBT markets.
Utilizing other incentives offered by the company,
employees also connect with causes and nonprofit orga-
nizations that express their commitment to giving back to
their communities. Here’s a snapshot of volunteer incentive
programs offered at Prudential:
Prudential CARES Volunteer Grants Program pro-
vides grants to the nonprofit organizations for which em-
ployees and retirees provide volunteer service.
The Prudential Spirit of Community Awards honor
young people for outstanding volunteer service to their
Prudential Financial, Inc.
Headquarters:
Newark, New Jersey
Web site:
www.prudential.com
Primary Business:
Life Insurance, annuities, retirement-
related services, mutual funds,
investment management, real
estate services.
Employees:
41,000
(as of December 31, 2008) Prudential employee Rhonda Martin (left)
and daughter, Serena, 7.
60 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
communities. Created in 1995 in partnership with the
National Association of Secondary School Principals
(NASSP), the awards represent the United States’ largest
youth recognition program based solely on volunteering.
A similar program, the PruKids Awards, is for the children
of Prudential employees.
Prudential’s Annual Global Volunteer Day allows
Prudential employees, family members, clients, customers,
and friends to give back to the communities where they
live and work. Since 1994, almost 220,000 volunteers have
participated in nearly 5,000 projects. What makes this
program unique is that employees select and coordinate
volunteer projects that are significant to them individually.
Personal Volunteer Day allows all full-time employees
to have one paid day off a year for community service.
Part-time employees who work at least 20 hours per week
are eligible for a half-day for community service. PDJ
Scenes from
Prudential’s 10th
Annual Youth
Day, an event
that encourages
children to
learn the value
of community
service. Fifty
volunteers
supported the
Glass Beads of
Ghana exhibition by sorting and
preparing beads for a “Bead Extravaganza” event at The
Newark Museum. The young volunteers also learned about
the significance of beads in Africa, Asia and Europe.
Prudential employee Gina Ugaro (center) with
goddaughter, Jadzia Munoz, 9, and son Aaron
Caraballo-Ugaro, 9.

Chief Ethics & Compliance Officer & Associate General Counsel
Shell’s commitment to community and social
responsibility has been in place for more than 50 years, with
over $485 million in contributions to support community
health and welfare, arts and cultural activities, and various edu-
cational initiatives, including minority education, and diversity
and inclusiveness programs in Houston and across the U.S. In
2008 alone, Shell employees in the U.S. rendered approximately
45,000 hours in service to the community through partnerships
with non-governmental organizations.
Shell sponsors employee network groups (also called affinity
groups) to support employees’ professional growth and career
development, as well as support Shell’s diversity and community
outreach efforts. Shell’s networks include an African-American
network, an Asian network, a Hispanic network, a women’s net-
work, a Gay, Lesbian, Bisexual, Transgender (GLBT) network,
a Generation X/Y network and an experienced hire network.
The networks play a critical role in establishing and maintaining
many of these partnerships.
One such partnership is with the National Council of
LaRaza (NCLR), supporting the Escalera “Steps to Success”
program. NCLR, the largest Hispanic civil rights and advocacy
organization in the U.S., works to improve opportunities for
Hispanic Americans. By NCLR estimates, Latino youth are the
Shell Escalera Program Kickoff
Corporate Philanthropy
John Esquivel
Shell OIL Company
Shell “Steps to Success”
least likely of all youth to graduate from
high school and attend college, are overrepresented in low-wage,
low-skill employment and are underrepresented in management
and leadership positions in the private sector. The Escalera
program delivers an interactive curriculum, designed for Latino
junior and senior students, to network, develop their leadership
skills, and obtain information to make decisions about higher
education and potential 21st century career opportunities.
Shell sponsors the Escalera Program at KIPP (Knowledge is
Power Program) Academy in Houston, one of eight Escalera sites
operating in the U.S. Members of the Shell Hispanic Employee
Network (SHEN) are integrated into the program curriculum
to mentor students on careers in science, math, engineering and
technology. The benefit to Shell is the creation of a future talent
pipeline for the energy industry.
Over the past seven years, the Escalera program has proven
to be an effective and sustainable program model that prepares
Latino youth for college and the workforce. To date, it has
served nearly 800 students. Ninety-four percent of all partici-
pants have graduated from high school, and nine-one percent of
those who completed the program have enrolled in college. In
2008, the Escalera program was recognized as an effective youth
development program by the U.S. Department of Labor and
highlighted in numerous publications and studies. PDJ
Shell Oil Company
(subsidiary of
Royal Dutch Shell)
Headquarters:
Houston, Texas
Web site:
www.shell.us/careers
Primary Business:
Energy and petrochemicals.
Employees:
U.S.: 21,500+
Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 61
Corporate Philanthropy

Stephen J. Brady
Senior VP, Corporate Communications, Sodexo, Inc., and President, Sodexo Foundation

Sodexo

“Meals from the Masters” Benefits Meals on Wheels

In a world when chefs are stars on
television, what better way to focus attention (and raise
money) to help seniors have enough to eat than a culinary
celebration for charity? That thinking has created Meals
from the Masters, a signature event that benefits Meals
On Wheels Delaware, whose mission is to ensure that every
eligible senior in the state of Delaware receives a hot, nutri-
tious meal in their home. The event raised more than $5
million in its first 11 years—and enough money in 2008 to
provide 25,000 meals for home-bound seniors in Delaware.
In 2009, despite the economic downturn, the event is pro-
jected to have raised half a million dollars.
Planning for each year starts almost immediately after
the events have ended; while lessons learned are fresh in
everyone’s mind. The event co-chair
is Scott Daniels, CEC, CCA, AAC,
Sr. Manager, Dining & Culinary
Services for Senior Services of
Sodexo, one of the world’s leading
food service and facilities manage-
ment companies, that has a long
corporate tradition of fighting hun-
ger and its root causes. In 1999
Daniels the company founded—and funds
all administrative costs for—the
Sodexo Foundation, a not-for-
profit charity that has contributed more than $11 million
in the fight against hunger in America. The company not
only supports Daniels for his work, it has recognized him
with its prestigious ‘Heroes of Everyday Life’ designation—
an award that Daniels shrugs off.
Originally centered around the Celebrity Chefs’ Brunch,
Meals from the Masters has grown into a spring weekend of
culinary delights, including the Evening with the Masters
and the Cellar Masters’ Wine Auction. Chefs from around
the country—indeed the world—come to Wilmington to
participate, including Delaware native and 2009 James
Beard Foundation Outstanding Restaurateur nominee Tom
Douglas; James Beard nominee Joseba Jimenez de Jimenez,
of Harvest Vine in Seattle; Ben Pollinger, of New York
City’s Oceana; Stephen Stryjewski of Cochon Restaurant
in New Orleans; and Alain Ivaldi of Lycee Hoteliers, who
came from Marseilles, France.
Despite the recession, each of the events were sold
out (again), showing that enjoying wonderful food while
raising money so that others might do the same is a
best practice. PDJ
(Right) Fresh whole-
some produce serves
as the centerpiece.
(Below)
Responsibly harvested
Diver Scallop with
Blood Orange Confit
delights the
charity brunch.

Sodexo
Headquarters:
Gaithersburg, Maryland
Web site:
www.sodexoUSA.com
www.SodexoFoundation.org
Primary Business:
Integrated food and facilities
management.
Employees:
120,000 in North America,
Leisure’s culinary team supports Meals on Wheels,
355,000 Globally
while sharing a message of sustainability.

62 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

 Corporate Philanthropy

Daniel Johnson
Vice President of Social Responsibility

UnitedHealth Group

UnitedHealth HEROES Find

Innovative Solutions to Childhood Obesity

The statistics are sobering: According to the
Robert Wood Johnson Foundation, the U.S. childhood
obesity rate has more than doubled since 1980. Nineteen
percent of 6- to 11-year-olds are obese—and the rate is
even higher among low-income and minority children. The
UnitedHealth HEROES program, launched by UnitedHealth
Group in the fall of 2008, aims to help reverse that trend.
In partnership with the nonprofit resource Youth Service
America, UnitedHealth HEROES provides micro-grants of up
to $1,000 to schools and community centers for service-learning
projects that engage and educate young people on the issue of
obesity. The first round of grants, which went to 100 programs
in 15 states, supported everything from a whimsical play, writ-
ten and performed by teens to educate elementary-schoolers
about the dangers of diabetes, to an after-school program where
older kids led younger ones in fun physical activities and discus-
sions about good nutrition.
What the programs have in common is that they use cre-
ative, engaging, peer-to-peer methods that achieve measurable
results. Hands-on learning helps kids retain information, which
can lead to improved health behaviors and better educational
outcomes—so HEROES dovetails perfectly with UnitedHealth
Group’s overall mission to help people live healthier lives.
The peer-to-peer component is especially important. The
teenage stars of Sir Insulin Monk vs. the Evil Diana Betes were
Tehama County, California department of
education. Plus, she adds, the gender, socioeconomic, and eth-
nic diversity among the acting troupe meant that every young
audience member could find a personal role model among the
performers. More than 1,000 students attended the play, and
many of them—along with all of the cast—took pledges to
make healthier food choices and exercise more.
In Peoria, Illinois, 55 seventh-graders who participated in
the Youth Fitness Outreach program through the Greater Peoria
Family YMCA went on to lead more than 350 third- through
sixth-graders in heart-pumping games of roller hockey and
thoughtful conversations about why and how to choose healthy
foods. More than 75 percent of participating youth came from
households living below the poverty level, and 90 percent were
from minority communities at high risk of obesity and Type 2
diabetes.
Youth Fitness Outreach is making a significant difference:
Before the program, 35 percent of the participating children
answered questions about nutrition correctly; afterward, 80
percent knew the right answers. Beforehand, 46 percent met
daily exercise guidelines; afterward, 72 percent did. And the
peer educators also learned confidence-building leadership
skills, while the younger kids met great mentors. UnitedHealth
HEROES will begin accepting its next round of grant applica-
tions (available at www.YSA.org) on August 1. PDJ

“the coolest thing ever” to their younger audiences, who paid

rapt attention to the play as a result, says Tina Zastrow of the

UnitedHealth Group
Headquarters:
Minnetonka, Minnesota
Web site:
www.unitedhealthgroup.com
Primary Business:
Diversified health and well-
being.
Teenage actors in Tehama County, California
presented the original play, Sir Insulin Monk vs. the Kids at the Greater Peoria Family YMCA Employees:
Evil Diana Betes, to teach younger students about participated in fun games and activities as well 75,000
the benefits of healthy food choices and exercise. as learning about healthy nutrition.

Prof iles in Div er s it y Jou r na l J u ly / A u g u s t 2 0 0 9 63

Corporate Philanthropy

Patrick Gaston
President, Verizon Foundation

Verizon Communications

Verizon Foundation Helps

The Los-Angeles Domestic Violence Prevention Collaborative

A new immigrant from China, Li*
was unable to speak English and without family in the country
when her husband disappeared, taking their 5-year-old daughter
with him.
Li had endured both physical and emotional abuse from her
husband while in China and the U.S., but losing her daughter
was too much to bear.
The collaborative and its member organizations have reached
out to service providers, youth and parents with targeted, mul-
tilingual messages delivered at local health fairs, festivals and
community meetings. Their efforts include a bilingual hotline
and newsletter, a domestic violence prevention resource direc-
tory and reference cards, information for parents on teen dating
violence and myths and facts about domestic violence.

She attended a legal clinic in Los Angeles’ Chinatown For Li, the APALC and the collaborative helped her enter
hosted by the Asian Pacific American Legal Center, one of three an emergency shelter, begin divorce proceedings and obtain a
organizations that form the Los Angeles Domestic Violence restraining order against her husband. In early 2009, APALC
Prevention Collaborative. also helped Li reunite with her daughter.

The Collaborative, which also includes the Los Angeles
Urban League (LAUL) and the Mexican American Legal Defense
and Educational Fund (MALDEF), was funded through a $1
million grant from the Verizon Foundation, the philanthropic
arm of Verizon. Its goal is to raise awareness about domestic
violence and encourage victims in the Latino, African-American
and Asian communities to use the resources available to protect
themselves.
Domestic violence touches every segment of society, but
while the problem is universal the solutions are not. That is why
The Los Angeles Domestic Violence Prevention Collaborative
is just one of the many organizations the Verizon Foundation
has supported in its efforts to raise awareness of domestic
violence and aid in its prevention. In the past three years, the
Verizon Foundation has awarded nearly $15 million in grants to
nonprofit organizations assisting domestic violence survivors.
To learn more about Verizon’s partnership with the
Collaborative and view PSAs on teen dating violence preven-
tion created by MALDEF, visit http://foundation.verizon.com/
core/domestic-featured.shtml. PDJ

Verizon is so proud to take part in this effort that will find solu-
tions to make sure cultural differences do not prevent a victim *client name has been changed to protect her identity.
from reaching out for help and getting the necessary assistance.

Verizon Communications
Headquarters:
New York City
Web site:
www.verizon.com
www.verizonfoundation.org
Primary Business:
Broadband, wireless and wireline
communications. Students pictured took part in a MALDEF leadership program. The students
Employees: wrote and performed in public service announcements on domestic violence
prevention funded through a Verizon Foundation grant to the Los Angeles
237,000
Domestic Violence Prevention Collaborative.

64 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9

 Corporate
CORPORATE Philanthropy
PHILANTHROPY

MARGARET
Margaret MCKENNA
McKenna
President,
President,Wal-Mart
Walmart Foundation

WAL-MART
Wal-Mart STORES
Stores INC.
Inc.

Supporting Diverse Communities Where It Matters Most

WAL-MART BELIEVES in a philosophy of operating globally

Wal-Mart believes Excelencia in Education aims to
and giving back locally. At the local level, the company knows accelerate higher education success for Latino students.
it can make the greatest impact by supporting causes that are A recent Walmart Foundation grant of $1.49 million will
important to customers, right in their own neighborhoods. Wal- support the replication of effective programs that promote
Mart provides financial, in-kind and volunteer support to more Latino student success.
than 100,000 charitable and community-focused organizations The Thurgood Marshall College Fund (TMCF) “Strive for
in the neighborhoods of its stores and clubs, while providing Excellence” program provides merit scholarships to students
opportunities for customers and associates to give back. attending historically black colleges and universities. A 2007
Around the global level, Wal-Mart and its domestic and Walmart Foundation grant of $1 million provided African
international foundations supported communities around the American students opportunities for educational advancement.
globe with more than $423 million in cash and in-kind gifts In addition to educational opportunities, in 2006 the
from February 2008 through January 2009 (FYE 2009). Walmart Foundation provided a $5 million grant to the
As the largest corporate cash contributor in the U.S., Wal- National Urban League (NUL). The grant is being used over a
Mart’s charitable giving impact can be felt throughout the five-year period to assist job seekers in finding employment in
nation, from grants that create educational opportunities for today’s competitive marketplace.
minority and first-generation students, to career opportunities The Walmart Foundation’s giving strategy centers on the
in diverse communities around the country. four key
key areas
areas ofofeducation,
education,workforce
workforceand andeconomic
economic devel-
develop-
The Walmart Foundation awarded the Institute for Higher opment, healthand
ment, health andwellness
wellnessand
andenvironmental
environmentalsustainability.
sustainabil-
Education Policy (IHEP) a $4.2 million grant to support pro- ity. At the
At both thelocal,
local,national,
nationaland
andglobal
globallevels,
level Wal-Mart and its
grams that help first-generation students pursue a college degree. Foundations are striving to make a positive difference in all four,
IHEP works with the Alliance for Equity for Higher Education, while empowering others to do the same. PDJ
a coalition of nearly 350 minority-serving institutions including
Historically Black Colleges and Universities, Hispanic Serving
Institutions, and Tribal Colleges and Universities.

WAL-MART STORES INC.

Headquarters:
Bentonville, Arkansas
Web site:
www.walmartstores.com
Primary Business:
Retail sales.
Employees:
Margaret McKenna, President of the Wal-Mart Foundation, presents a check to YouthBuild
Massachusetts. Nine YouthBuild programs in Massachusetts received $475,000 in grant funding from
More than 2 million associates
the Wal-Mart Foundation. The funds are part of a $5 million grant awarded to YouthBuild USA to help worldwide, including more than
hundreds of students earn their GED or high school diploma, develop job skills, and build affordable 1.4 million in the United States.
housing for low income families.

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Corporate Philanthropy
CORPORATE PHILANTHROPY

CAROLINE ‘CAZ’
CaROline ‘Caz’ Matthews
MATTHEWS
VP, Corporate Social Responsibility, WellPoint, and President, WellPoint Foundation

WellPoint Inc.
WELLPOINT, INC.

Building on Our Promise to

Improve Health and Strengthen Communities

“I expected this experience to be rather
mundane…packing boxes, sorting supplies, etc. But as I was
packing boxes with medical supplies, it overwhelmed me to
think that the next time those boxes would be opened, it would
be to use those items to save lives thousands of miles away.
Awesome!”—Marilyn Roach, WellPoint associate, after her ex-
perience with Community Service Day 2009 and her work with
MedShare, a local non-profit organization.
organization
WellPoint’s annual Community Service Day is only two
years old, but already we are creating a culture of volunteerism
that we expect will carry through for many years to come. In our
second year, more than 3,500 associates and their friends and
family across 107 cities participated in 180 projects on a single
spring day. The greatest result wasn’t what happened on that day
but the inspiration it provided to associates to continue to make
a difference in their communities all year long.
“After the 2008 Community Service Day, I started coordi-
nating a group of associates that has adopted a unit of 12- to
WellPoint’s Community Service Day was designed to ad-
dress direct needs in the communities served by the company.
The company wanted to provide a meaningful experience for
associates and their families and friends and to show that time,
talent and money are all important elements that are needed in
our communities.
Organized through the WellPoint Foundation, the day com-
plements the Foundation’s overall support for building healthy
communities through grants and donations to organizations
that improve health and the environment and those that support
underserved populations. Organizations selected also represent
the diversity of WellPoint’s associate base and the communities
we serve.
WellPoint partnered with the March of Dimes, United
Way, Boys & Girls Clubs of America, the National Urban
League, Feeding America and Keep America Beautiful.
Additionally, many local organizations were selected for a variety
of projects. PDJ

17-year-old boys at Hillside. We make monthly visits with them

and have really enjoyed the opportunity. I am hoping that after
this year’s event, I will be able to expand my volunteer pool so
our visits will be even better this year,” said Heather Boyer, an
Atlanta associate working with Hillside Hospital, a treatment
facility for children with severe emotional, psychological and
behavioral challenges. Community Service Day volunteers spent
time creating a garden, picnic and play area for the children
served by Hillside.

WELLPOINT
WellPoint INC.
Inc.
Headquarters:
Indianapolis, Indiana
Web site:
www.wellpoint.com
Primary Business:
Health benefits.
Employees: WellPoint associates in St. Louis stand with the mural they painted at
42,000 the Gateway Homeless Shelter during Community Service Day 2009.

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 7"

CHEVRON, the CHEVRON HALLMARK and HUMAN ENERGY are registered trademarks of Chevron Intellectual Property LLC. ©2009 Chevron Corporation. All rights reserved.

When we’re all equals,

things really start to add up.

The power of equality and partnership is the power

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DESCRIPTION: When we're all equals...
 advantage
advertiser’s index
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HCA Inc. .. Martin
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Company. . . .
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Ford Motor Company

Company. .. . ... Inside Front, Sodexo. .
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 At HCA, we are committed to serving the diverse needs

continuously work to understand

DI V E RS I T Y & INC LUSION

and how to apply these principles to the business of healthcare.
stories
microtrigger stories
editors notebook

Have You Experienced

These Kinds of Triggers?

By Janet Crenshaw Smith

Loud and Proud Faulty Conclusion

“ I am from the Dominican

Republic. Because my skin
MicroTriggers are those subtle “
I walked into a meeting with
a group of colleagues. My boss
is a darker complexion, I behaviors, phrases and inequities went right into the agenda and
am sometimes mistaken for never welcomed me to the group.
being African American. All that trigger an instantaneous It took about 22 minutes for him
too often, after people detect to acknowledge me, though I had
negative response. Here are some
my accent and realize I am been trying to contribute to the
not African American, they samples for you to consider. meeting. I felt invisible and began
begin making discriminating to question my relationship with
comments about that ethnic my boss. Afterward, I spoke to
group. This is one of my biggest triggers…just because him about the incident, only to learn that he was
I am not of a particular ethnic group, should not give new to his role as facilitator and meant no harm.
someone the green light to speak negatively about that Problem averted!”
averted!
group to me. I used to act as if it didn’t bother me when -S. Pugh
people would do this, but now after years of frustration,
I address it head on! on!” Pantry Pet Peeve
-Anonymous
“
I work for a small, woman-owned business. The
owner purchases snacks for the staff, which is very
Generational Divide appreciated because employees tend to work late hours and

“ I have been with my company for about 3 years

now, but I will never forget my first day of orientation.
on weekends. Nonetheless, someone from the building’s
maintenance department used to come into our suite
I distinctly remember the HR Manager making reference daily. During this time, he would greet everyone and
to her son and saying, “those ‘those 20-somethings…they just ensure our suite was well accounted for, but not before
don’t know what they want.” want.’ Little did she know, I was stopping in the kitchen and helping himself to the snacks
ambitious, very very focused
focused and
andonly
only22.
22.I know
I knowpeople
people
in in our pantry. This sincerely bothered me. I hate to sound
their
in their
30s,30s,
40s 40s
and and
50s that
50s ‘don’t
that “don’t
know know
what they
whatwant.’
they petty, but the snacks were purchased for staff of my
It’s
want.”
veryIt’sdisheartening
very disheartening
that people
that people
in myin age
my group
age groupare company, not his.”
his.
constantly
are constantly
regarded
regarded
as ‘flighty’
as -Anonymous
and
“flighty”
‘unfocused’.”
and “unfocused.”
-E. Atkins, M.A.
PDJ

Janet Crenshaw Smith is president of Ivy Planning Group, LLC, a consulting and
training firm that specializes in diversity strategy and leadership. Her book is titled,
MicroTriggers: 58 Little Things That Have a BIG Impact. Have a MicroTrigger story to
share? Send it to: JSmith@ivygroupllc.com.

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 last word
Valuing Corporate Culture
By Marie Y. Philippe, PhD
Corporate Vice President, Culture and Organizational Effectiveness
I
The Lifetime Healthcare Companies
In times of serious
economic crisis, every as-
pect of an organization falls
under scrutiny for a poten-
tial panacea. Although there
are absolutely no corporate
silver bullets, across industries the element of corporate cul-
ture seems to stand up as a key differentiator when it comes
to the “last one standing” competition. Corporate culture
makes a difference. So many organizations are reinventing
themselves through a culture change.
What is Culture?
Culture can be simplistically defined as the predominant
attitudes and behaviors (norms) present in an organization.
It is expressed in:
• The way we treat each other,
• The way we treat our external customers, and
• The way we meet the needs and expectations of
our business partners.
It is important to understand that there is no good or bad
culture. But how a culture shapes mindsets, and how it influ-
ences the contributions employees make to the business, can
be judged by its results.
Do You Need a Culture Shift Initiative?
A corporate culture evolves over long periods of time
and aspects of any given culture are never all undesirable.
A culture shift is about transforming the organization through
a series of continuous influences, conversations, and behavior
modeling, all led by leaders so that new sets of experi-
ences create predominant attitudes resulting in new behaviors
and environment.
Systems aligned with the desired cultural shift are required
if the desired work environment is to last. For instance, for
collaboration to take hold, let’s say across divisions, the re-
wards and recognition mechanism must include criteria for
cross-divisional teams’ rewards and recognition rather than
pitching one against the other for individual stardom.
72 Pro f i les i n Di ve rsit y Journal J u ly / A u g u s t 2 0 0 9
Before throwing out the proverbial baby with the bath
water, a company needs to assess first what elements of its
culture need to be shifted. Through a culture value assess-
ment process, traits of the work environment will surface.
Depending on geography, merger status and length, leader-
ship change, and similar framework factors, a mix of traits
will be uncovered. Weeding out time follows.
If enough of the uncovered traits present a risk to
the long term well being of the organization, a culture
shift might be in order. If a culture of empowerment
is critical to success, because success depends on quick but
critical decisions made at the lowest levels, then uncover-
ing substandard understanding of strategic goals, lack of
collaboration, rampant unfairness, inadequate training, and
significant fear of management should prompt an initiative
to shift the culture. Conversely, uncovering traits that render
the organization competitive or resilient should immediately
prompt a reinforcement strategy.
Competitive Advantage
Successful business models require that employees, at all
levels, be engaged. Emotional ownership and engagement by
employees are non negotiable if they are to contribute to the
long term success of an organization. For full engagement
to exist, the culture must facilitate the desired experience
leading to the desired behaviors. In critical times, when busi-
ness growth could literally rest on the choice by a Customer
Service Associate to “delight my customer” rather than to
“just do my job,” the right culture can well become a determi-
nant in business longevity. Perhaps it is time to check where
your corporate culture stands. PDJ
Marie Y. Philippe, PhD is well known for her leadership
contribution in corporate culture transformation through
strategic diversity initiatives and organizational change
management.
She can be reached at marie.philippe@lifethc.com.
 2`WdS]\S
Drive one.

Ahead of th
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Beyond the
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bad.

©2009 Ford Motor Company

Deliciously
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Volume 11, Number 4 July / August 2009

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Corporate Philanthropy

PROFILES IN DIVERSITY JOURNAL

Bring It Ian, Verizon Telecom
American Airlines Amgen BCBSNC Best Buy Bank of the West Burger King

At Verizon, we want you to bring your diverse talents,

July / August 2009 • VOLUME 11 NUMBER 4

experiences, backgrounds, and viewpoints to work. It’s
your smarter, bolder, and faster ideas that will move our
business forward at the speed of FiOS! Bring it in and
bring it on – bring your diversity to work at Verizon. CA Inc. Comcast Deloitte Entergy Halliburton IHG

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At Verizon, we’re changing the way the world lives, works

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Verizon is an equal opportunity employer m/f/d/v.