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
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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
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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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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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PROFILES in DIVERSITY
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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